Your SlideShare is downloading. ×
0
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
TMP/TLP Summit Output
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

TMP/TLP Summit Output

237

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
237
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
13
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. How do these programs develop more responsible, ethical, and value driven leaders, with skills that are needed in the market? Here are the questions we aimed to answer through this process:  o o o o But how do we measure this value? What is the promise AIESEC US offers students when they join a TMP or TLP program? What are the key value propositions of this program and how can we link it to future careers? How can we package these programs to attract and retain the right people to join AIESEC?  o How can redesigning our TMP + TLP programs develop our talent capacity to achieve GIP and GCDP growth? o How can we customize these programs to achieve more focused growth in our sub products and focus areas?
  • 2. 1. Define: What is the bottleneck? 2. Research & Empathy (Consider many options): Customers, Stakeholders, & Market: Understand customer needs. 3. Ideation & Prototype: Host TMP/TLP Summit to co-create solutions for customer needs by designing the programs. 4. Choose: Design the brand and package with COMM department. Get feedback on packages from multiple stakeholders. 5. Implement: Introduce TMP-TLP packages at WNC and pilot implementation with 12-15 LCs. 6. Learn & Reflect : We will gather feedback and GCPs after recruitment and make necessary changes.
  • 3. The primary responsibilities of the task force was seeking to answer the following questions through research & analysis, and using that information to redesign our programs so that they become more externally driven and so we can improve our local and national processes for TMP/TLP program management. Here is the following process the task force underwent:  What is the current value proposition of the TMP/TLP programs we offer? Why do people stay in AIESEC US?  What are the experiences students are looking for, but are missing?  What are the skills and qualities that employers are looking for, that they can’t find?  How can we package this program and create TMP sub products that attract and retain the right people?
  • 4. … • • • • • Observational Interviews (what our customers say)- Cristina, Jon, Katie, Kim, Megan, Thu-Hong Company Market Research (What employers look for)- Jon, Thu-Hong, Katie, Tala Student Market Research (What students look for)- Megan, Kim, Cristina, Aaron Customer Feedback Analysis (NPS)- Tala Service design tools-Tala & Jeff
  • 5. •The task force conducted 81 observational interviews with members and alumni of 15 LCs. The interviews provided Qualitative Insight into the customer and was done in person or on Skype. This provided the opportunity for the interviewee to further connect with the customer and observe attitude, tones, and ask follow up questions. •Each member presented their key findings from the interviews, market research, and student market research for all of us to learn about each other’s findings.
  • 6. Personal and professional development Activities which develop an entrepreneurial and responsible attitude towards being a better leader Collaborative team environment Personal and professional development Access to a global network Understanding of AIESEC's ambition and what we envision Working for a team purpose
  • 7. Practical hard and soft skills development Defined individual deliverables A practical team leader or executive leadership body experience A practical team leader or executive leadership body experience Activities which develop an entrepreneurial and responsible attitude towards being a better leader Activities which develop an entrepreneurial and responsible attitude towards being a better leader Access to a global network Access to a global network
  • 8. • The same things that make Team Members Promoters are the same things that make them Detractors with the exception of one• Access to a Global Network. This is probably due to the fact that Team Members don’t go to international conferences and only 15% of membership goes on exchange. • The same things that make Team Leaders Promoters are the same things that make them Detractors with the exception of one• Defined Individual Deliverables. This means clarity of individual role and contribution is important to the Team Leader Customer and we should improve it. Conclusion: Creating more promoters can be dependent on the ability to deliver what we already offer. **Note: The data is from a small sample size, therefore the implications shouldn’t be taken too heavily.
  • 9. • • • •
  • 10. You need to step out of your comfort zone Potential culture shock Feels included for the first time Wants to be successful Wants to feel challenged Wants to get involved Conflict between what I want to do and what will make me successful Stories from people experiencing the world for the first time “We don’t talk about leadership, we do it” Feels like there is a straight path to success with no deviation allowed People he went to high school with remaining stagnant Leaders in AIESEC who have gone very far Accepting people “This this on or you will lose your chance” “We’re in America, you need to do well to succeed” Reaches out to other people with similar experiences Have you watched the news recently? “Do you speak [inserts language]? Join a bunch of different organizations Grades slipping Pressure to do well Lack of community feeling Accepting people Accepting people People aren’t looking for international experience Ignorance and lack of awareness Identity crisis Identity crisis People only hanging out with people from the same backgrounds “Don’t want a tourist experience” “I guess I didn’t know that about myself” Acceptance Practicing language Realizing he’s great at something Spread cultural awareness Wants to belong to something familiar Trusting people
  • 11. Wants to feel like she belongs in something Wants to explore new things Wants to be different than the people she to High School with Negative comments about her generation Feels lost in a huge group of people Wants to find her place The economy sucks Struggling with no longer being a big fish in a little pond Tunnel vision to success Controversial subjects Going abroad is expensive Ideal life: A husband, two kids, and house with a picket fence People stressing to find jobs Wants to be involved in college Hear biases from people who have never been abroad In their lives Friends from high school traveling Doesn’t like talking points Dancing awkwardly to Eminem songs The outside world is dangerous Creature of habit/routines People pleaser Wears Uggs & cowboy boots Does things because people say she should Sociable + enjoys meeting people in intimate environments Always being on the defensive trying to prove oneself Money & Cost of University Fear of losing friendships Culture Shock to @ Gets good grades Trying to do as many things as possible Passive and never initiates conflict New Friends International network and perspective Scholarships How to work with other people, constructively Control over her life Finds her voice Passion and motivation for something Professional Skills and network
  • 12. Able to relate AIESEC to classes Under utilized What do I do next in AIESEC? Understand the power of the network What are you doing next? If we don’t raise TNs = disbanded This doesn’t make sense Titles don’t mean anything Cliques Other LCs struggling or succeeding I didn’t know that about myself “No one is excited about me anymore” AIESEC Network Lose sense of community Perspective + new friends Lose outside friends Maturity Feeling stagnant Outside friends dislike AIESEC Run for EB Roll calls Failure is an opportunity to learn Global Network My VP is not doing a good job Global Network Why aren’t you a Team Leader? Dip in grades Out of place Awkward after role is over Have you gone on exchange? Lack of recognition I’m so busy! Out of place More knowledgeable than peers Overwhelmed scary busy Involvement on a national level Don’t let rejection stop you Involvement on a national level Bigger picture of AIESEC Professional Network Expansion of perspective Professional network
  • 13. Innovative new ways to engage members “What if I mess up?” Proud, fulfilled, happy “My VP won’t listen to me” “Who am I leading?” “How do I build a team?” Bad/ Lack of feedback Social network & benefits “You need a plan!” Silence “Are you applying for VP/LCP/MC?” “When are you going on exchange?” If you work hard, you can do anything “Why?” “What are you doing next?” This is possible/ This is impossible “Motivation of members and EB” Lack of motivation in members Overwhelmed Lack of motivation in members “Good job!” Wonders how they do it Successful alumni Formulating the vision of your sub team New TL/ conference app Direct impact / Member involvement Delivers the “why” for people on the team Accidently forget to cover your acronyms in front of externals I really want to trust my members Lack of support + guidance Delegates tasks for members Relationships Great AIESEC experience Pride in self and others Academics Lack in understanding responsibility Their LC grow Hard to prioritize what’s important in life Hard + soft skills, professional development Fulfillment Great team experience
  • 14. What does the customer (member) do? What are the moments and places the customer (member) gets into direct contact with your service? What else is involved?
  • 15. The two stakeholders that have the most red touch point cards are Experienced Members and New Leaders. The primary channel is Local. Solution: More strategic talent capacity strategies and support locally for these two stakeholders defined as: • People who have been in AIESEC for more than one semester (usually 2-3) • New Middle Managers, OCPs (Team Leaders) • New Vice Presidents
  • 16. Contributi ng Factors Underlyin g Causes Direct Causes Core Problem Contributi ng Factors Underlyin g Causes Direct Causes Core Problem Contributi ng Factors Underlyin g Causes Direct Causes Core Problem Contributi ng Factors Underlyin g Causes Direct Causes Core Problem Contributi ng Factors Underlyin g Causes Direct Causes Core Problem
  • 17. The next block of the agenda was about zooming out and analyzing what the market needs, and what kind of competencies and behaviors do the most influential change agents have to succeed. This was done in two sessions called: • Study of Genius • Study of Market
  • 18. In this session we read articles that profiled geniuses, athletes, CEOs’, and some of the most influential people in past and present to identify common characteristics that made them successful change agents. See sources here • • • • • • • • • •
  • 19. In this session we read articles on the topics of youth employment, skills gap, hiring generation Y, and employer needs to identify the most critical skills the market is demanding from young people when hiring domestically. See sources here. • • • • • • • • •
  • 20. What are the moments and places the customer gets into direct contact with your service? What does the customer do? What else is involved? Externals?
  • 21. After going through three rounds of brainstorming, we began the process of filtering ideas! This was facilitated through the form of discussion. We used two steps for this process. The first step was filtering touch point cards of ideas into two categories: • New ideas • Improvements to existing programs The second step of filtering was dividing G ideas into two categories: • Talent management processes & projects • New programs to prototype
  • 22. • • •
  • 23. • • • • • • • • • • • Create a portfolio of experiences for members to show employers Mentor system between AIESEC alumni and members Associate membership (EwA) Start Up Kit for every new member- includes new member packet, t-shirt, etc M3- Making Meetings Meaningful Opportunities fund for members- innovation Case Studies Experienced Member Engagement Projects TMP and TLP flow development Local Level LEAD Lifetime Commitment Program to engage alumni • • • • Rotational Program Sales Program Micro-experience Program Consulting Program TMP • • Social Sales Business Administration • • Business Operations Organizational Development TLP:
  • 24. After someone has a hot idea for a new product, the next thing he or she needs to do is determine all the details. The more comprehensive this design stage is, the better. This is when the task force goes out and gets feedback from different customers on the prototypes. This stage is in progress. Some good questions to ask include: • • • • • What are the product's attributes and characteristics? What will the product offer that others on the market don't? What is its function or purpose? Does any new technology need to be invented to manufacture the product? What is the product's lifespan?
  • 25. COMING SOON!
  • 26. TMP • (Pre Sales and Sales) Social Sales- Student Sales, Corporate Sales, Product Customization, Marketing, Brand Positioning/ Delivery, External Relations, Public Relations • (Delivery and Operations) Business Administration-Finance, Information/Knowledge Management, Account Management, Talent Management TLP: • Business Operations- “Running your own social business”, Product Development, Project Management, Operations Management (i.e. VP ICX, VP OGX, VP AD, VP Marketing) • Organizational Development- Non-Profit Management, Training, Education, Coaching, Leadership/Management Development, Human Resources (LCP, VPTM, RC) • Each sub product will have a dynamic career path. • The current AIESEC roles and JDs will be clustered in these sub products. • The evolution of each sub product will have company partner that supports the Learning and Development.
  • 27. National Executive Board NST (e.g. TM) Local Executive Board VP (e.g. TM) Team Leader Team Leader Team Member NTT Trainer OCP Team Member 1-2 Semester 1-2 Semester 2 Semester 2 Semester Trainer: not limited NTT: 2 Semester
  • 28. …… • • • • • Brochure, Leaflets, Posters for TMP/TLP on campus and virtual marketing Online Campaign- Facebook Marketing, National Video TMP/TLP Flow with career paths Education Cycle Evolution at conferences Company Partners for Learning and Development for sub products and for specific programs like Rotational Program, Sales Development Program, and Train the Trainers Program

×