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Sola JulyLcong

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  • 1. SOLA
  • 2. GLOBAL INTERNSHIP PROGRAMME INCOMINGEXCHANGE
  • 3. PROJECT DESIRED STATE ACTUAL STATE REASONS OF THE GAP RAISES 70% GOOD QUALITY RAISES ACHIEVED  NONE MATCHES 120 MATCHES 66 -> MEMBER CRUNCH -> EXAM MOMENTUM LOST -> IR REALIZATIONS 200 57 ->MATCH BREAKS -> NPS SCORE NOT THE BEST NPS 80+ 33 -> LOW RESPONSE RATE -> EP TRACKING -> EP INTEGRATION SUCKS -> NO FINANCIAL INVESTMENT SYNERGY •GETTING 40% MATCHES THROUGH IM •GETTING RAISES THROUGH MARKETING+SU •ALUMNI CAPITALIZATION(THROUGH BD) 4-5 RAISES THROUGH MARKETING, 2-3 THOUGH SU -> CONFUSION OF JOBROLES -> NOT ENOUGH SYNERGY BLOCKS -> NOT ENOUGH LC-LC PARTNERSHIPS -> LOW CONTRIBUTION BY SU -> SUPPLY AND DEMAND MANAGEMENT NEEDS TRACKING RECIEVABLES ZERO DEBT APPROXIMATELY 2 LAC CLEARED, 4.5 LAC IN DEBT NO PROPER TRACKING THE LAST 6 MONTHS
  • 4. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Language centric recruitment for iGIP Recruit members with extra language skills ( french,german,chinese etc.) August TM-iGIP GIP projects Collaboration with education consultancies/training centres for 6 week internships where an intern would basically market education overseas in their own countries in different colleges (ET centric) Mid-August iGIP+SU CRM Drive+Re-raising drive Meeting all our current clients for better CRM and less client problems. Also helping in receivables. Meeting only old and present clients for a core Re-raising drive July-August(2 weeks) iGIP+Design Teams iGIP Matching hours Focus on specific TNs per LN per night Everyday after Lcong( 2 hours towards the night) iGIP Collaboration with SUs Collaborated taskforce of LNs+SUs raising for a particular LN per month one LN per month after Lcong iGIP+SU THE WAY FORWARD
  • 5. GLOBAL INTERNSHIP PROGRAMME OUTGOINGEXCHANGE
  • 6. Project Desired State Actual State Reasons of the gap Raises 40 31 Assessment Process Matches 15 14 ---------- Realizations 15 6 Have to be realised. THE LAST 6 MONTHS
  • 7. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Sub Product Specific Raising • Marketing Strategies. • 4th week of every month Marketing oGIP Newsletter Bi- Weekly • Promote EP’s • Showcase oGIP 2nd and 4th Week of the month CIM Corporate Partnership • MDP. August iGIP ET/IT Market Capitalization • Sell oGIP as a product. • Reverse Match August Marketing CIM iGIP THE WAY FORWARD
  • 8. GLOBAL COMMUNITY DEVELOPMENT PROGRAMME OUTGOINGEXCHANGE
  • 9. Project Desired State Actual State Reasons of the gap Promotions Social media promotions done OTF Classroom presentations done in a structured manner YEs and ISs delivered in maximum colleges - Not very effectively done - Done but NO structure to it and no tracking - Delivered only in few - Timelines not followed - No such tool could be made - No structure to contact colleges Raising 300 raises 150 raises - Timelines Failed strategies HR getting exhausted Unstructured induction and training Matching 200 matches 87 matches - Timelines HR OS IR crunch Delivery Happy EPs 80% delivery rate - TIMELINES No process of delivery HR and OS Not a very happy state 50% delivery rate THE LAST 6 MONTHS
  • 10. PROJECT KEY ACTIVITIES TIMELINES Synergy Points CU • Setting up the required OS and getting them functional by August end August • TM Recruitment Capitalisation • OS supporting recruitments and integrating oGCDP promotions in recruitment process August • TM NPS • NPS knowledge to membership • XPP and BCP knowledge sharing Monthly • XD Marketing • A new synergy based OS • Structured physical promotions in DU market Going on process • Marketing Expansions and UR • Creating SUs inside and outside Delhi • Supporting expansions for oGCDP in the entities. Going on process • Expansions THE WAY FORWARD
  • 11. GLOBAL COMMUNITY DEVELOPMENT PROGRAMME INCOMINGEXCHANGE
  • 12. Project Desired State Actual State Reasons of the gap Raises 25 14 • Lack of Stable clients • Lack of job role clarity Matches 250 197 • Lack of Members • Conversion of IR • Inactive department In May Realizations 200 127 - THE LAST 6 MONTHS
  • 13. PROJECT KEY ACTIVITIES TIMELINES Synergy Points OS • Evaluating and Revamping OS • Synergy based OS 15th July • CIM • TM Showcasing Impact & Nationalised Project Tracking • OS for case study tracking • JD alignment & including showcasing job role in TN forms Monthly • Sales • Branding NPS • NPS knowledge to interns Monthly • XD Financial Sustainability • Selling Projects • Capitalising on nationalised projects • Raising new clients Monthly • BD • XD THE WAY FORWARD
  • 14. MARKETING
  • 15. EXTERNAL POSTIONING CAFES PARTNERSHIPS FORUMS TARGET 50 50 50 ACHIEVED till 15th July 11 34 10
  • 16. SOCIAL MEDIA FACEBOOK TWITTER TARGET More than the MC (22,914) 5,000 ACHIEVED till 15th July 16,954 2,837
  • 17. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Brand Survey • Surveys (interns, clients-BD, M, Corporate) • Feedback Analysis to understand brand image and hold in the market 15th July- 15th August Entire LC Social Media Campaigns • OGX Campaigns • Event promotions • Outreach deliverables to clients Continuous Process OGX, ICX, all dept for general promotions of projects and partners Media • Exchange promotions and showcasing • Recruitment promotions • Brand buliding promotions (appearances) Continuous Process OGX, ICX, BD External Positioning • Yes • Forums • Partnerships Continuous Process OGX, ICX, BD, TM Investments For ads, promotional activities Need Based F, exchange portfolios, EBCs Event Promotions • Online- social media, web • on ground- print, tv, radio Need Based EBCs, BD THE WAY FORWARD
  • 18. MARKETING
  • 19. Project Desired State Actual State Reasons of the gap AIESEC in VKP, Meerut An official expansion with LCC in place. Having 30 members. And doing 10 exchanges atleast. No exchanges yet. Have 8 members. Shifting base to a new college. Market not feasible. College not supporting. TM processes not being strong. New entities Having atleast 1 IG legislated and 3-4 more probable entities to start work with. Taken forward Shillong. Market research and college database done for Kanpur, Sonepat, Couldn’t get the required leads. Unresponsive colleges. iGIP SU’s Getting 10 raises both from Gurgaon and Faridabad. 2 raises each. Unresponsive clients. HR crunch. Lack of sales training. THE LAST 6 MONTHS
  • 20. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Existing entities OS Evolution. Recruitments. UR partnerships. Induction. Operations and delivery. August- October Every related portfolio. Specially OGX, ICX and TM. New entities Getting the required leads. Setting the base. Virtual induction modules. Setting partnerships. July-October Starting synergy points basically with TM and OGX. THE WAY FORWARD
  • 21. EXTERNAL RELATIONS
  • 22. Project Desired State Actual State Reasons of the gap NEP 20 raises 2 raises •HR Crunch •Lack of a senior body •Inadequate knowledge regarding NEP BD 20 lakhs 3,10,000 •HR Crunch •Absence of senior membership •Improper training and induction •Exhaustion of databses and personal leads •Concentration on big names Alumni engagement •2 Informal Chill outs •2 Newsletters None Resignation of ARM THE LAST 6 MONTHS
  • 23. PROJECT KEY ACTIVITIES TIMELINES Synergy Points iGCDP Sales •2 Task forces headed by iGCDP TLs •Product Repackaging 1st week of August •VP iGCDPs •Project Heads NEP •Upscaling iGIP clients •Adding new clients •Delivery of NEP raised by MC •Board Engagement 2nd week of July – 31st September •VP iGIPs Board Engagement •Board Engagement Module •Joint Board Meeting •Personal meetings with LBoA along with LCP Continuous engagement till 31st December LCP Alumni Engagement •Informal monthly chill-outs •Monthly Mewsletter •30 Year Celebrations August – 31st December None THE WAY FORWARD
  • 24. Experience Delivery
  • 25. Project Desired State Actual State Reasons of the gap AIESEC Beta 6 Schools none Schools were in holidays, peak will be from August LEAD Lead sensing, Lead training, Lead culture in the LC Happened to a major extent Less national direction TMP/TLP on Exchange Stats + physical engagement Stats happened, physical engagement was a failure Lack of national focus Operational Training Good training culture within the LC Good training culture in the LC, virtual training is a failure Virtual training took longer to be structured Associate Membership AMs driving GCDP delivery Number of AMs recruited: 25 The tracking and induction part was not the best THE LAST 6 MONTHS
  • 26. PROJECT KEY ACTIVITIES TIMELINES Synergy Points AIESEC Beta Partnering with minimum of 6 schools, BD and iGIP raising through the same August Mid iGIP ET LEAD Virtual lead to be implemented, mentorship second phase implementation August start CIM Operational Training Virtual operational training to be implemented, August start CIM and TM Exchange Development (XD) -iGCDP, oGCDP, iGIP and oGIP planning and coming up with new pilots August start iGCDP, oGCDP, iGIP, oGIP Customer Experience Management iGCDP, oGCDP, iGIP and oGIP NPS management and ensuring quality delivery with a 90 % response rate On going iGCDP, oGCDP, iGIP, oGIP, TMP and TLP THE WAY FORWARD
  • 27. Talent Management
  • 28. Project Desired State Actual State Reasons of the gap Recruitment Skill based people in each portfolio, 100% retention Have done recruitment 4 times already, poor retention rate •Fast recruitment without proper planning with the EB Re- integration 80% EPs to be re- integrated Not even 2% •No proper defined process for the same Training virtual forums, expansion training forums, training module Not properly tracked and followed we started focusing on it late Induction Good retention rate, proper module induction processes are good but since we have been recruiting every month there's no way we can calculate the retention rate Recruitment happening every month due to which we could not concentrate on retention Tracking 100% activity level -no proper tracking system made. it has been subjective from the past 6 months lack of synergy with CIM THE LAST 6 MONTHS
  • 29. LEAD proper modules and implementation of the concept stats on system, proper job roles to be assigned, proper tracking Not implemented in the right manner No proper direction nationally TMP/TLP on Exchange stats on system, proper job roles to be assigned, proper tracking Physical engagement is a failure lack of synergy with XD NPS 70+ NPS score Lack of quality culture in the LC IXP ixp culture in the LC not many members went on exchange sensing didn't happen Ams good AM recruitment. %conversion to the ELD 22 Ams were recruited in March but no capitalisation the project came to me after march and recruitment had already happened. However the induction could not happen
  • 30. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Recruitment (JULY and AUGUST) Selection, Allocation and Induction JULY – july end AUGUST: september 1st week •XD and the EB Associate Membership Program (Project Delivery •Recruitment, Induction and Training July end •XD,iGCDP Associate Membership Program ( Campus Units) •Recruitment, induction and training August end oGCDP, XD NPS •Quarterly reminder to the LC and make sure the membership is filling the survey Quarterly XD Re-integration (July and August •Personal interviews (July) EPM(August) July End and August 1st week oGCDP TMP/TLP on Exchange •Stats on system, Job roles to b created and assigned, Tracking July-August iGCDP, oGCDP MB/OC Selection •Optimising the selection process Q4 XD THE WAY FORWARD
  • 31. CIM
  • 32. Project Desired State Actual State Reasons of the gap PODIO Implementation 100 Percent Implementation 40-45 percent implemented Not a focus area AIESEC.org Driving Growth Designed and Server and content management, not well designed Member Profiling System Member Tracking phase 2 Has been created and updated. Created, not following time limits Analysis Periodic Reports Has been on track NO GAP Knowledge Management Project Structured & ELD Growth analysed Structure is created, Lack of content management Lack of content management. THE LAST 6 MONTHS
  • 33. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Wiki Network Content management, July- Aug EB AIESEC.org IR Engagement plan and content Aug End ICX and OGX MPS Phase 2 Tracking and Feedback, Application creation Sept- November TM HIVES Conversations and Campaigns, Website and social media campaingn for cultural climate understanding. Aug – December Marketing and TM and XD DBMS Transition, official documentation Oct – December EB Filing and Database mgmt. Filing and Physical documentation Aug- Dec Finance THE WAY FORWARD
  • 34. FINANCE
  • 35. Key inferences from last 6 MONTHS • IGCDP SUSTAINABLE IN THE FIRST TWO QUARTERS :D, Q3 AND Q4 ?? • OGCDP HAS BEEN THE KEY CONTRIBUTOR TO THE FINANCES. BUT 150 RAISES AND 60 REALIZATIONS . IF WE WOULD HAVE DELIVERED 80 % OF THE RAISED EP’S. •LOSS OF 3 LAKHS •.IGIP, NOT ONCE IN MY TERM THE RECEIVABLES HAVE BEEN LESS THAN 1 LAKH. CURRENT RECEIVABLES 4.6 LAKHS. IS FINANCE EVEN A PRIORITY? •THE CONTRIBUTION FROM IGIP CAN BE MUCH MUCH MORE •ER CONTRIBUTION IN THE LAST 6 MONTHS HAS BEEN 30K. HOW DO WE MOVE TOWARDS SUSTAINABILITY? •HOW DO THE INVESTMENTS HAPPEN? •NO CONTIGENCY FUNDS
  • 36. PROJECT KEY ACTIVITIES TIMELINES Synergy Points Tracking Model Setting up processes for smooth flow of tracking. August end All exchange Vps Implementation of new financial model Driving down the new model in the LC and training on the same August All departments Legalization Implementing legalization Contracts and its implications August All departments, IM Sustainability IGCDP innovations, Investments in Fixed Deposits August IGCDP,BD Budgeting tools and triggers for Investments decision Setting down triggers and Budgeting controls for Q4 No synergy as such THE WAY FORWARD
  • 37. LC Target v/s Achieved 230 30 400 270 77 16 265 87 64 11 214 73 0 50 100 150 200 250 300 350 400 450 iGIP oGIP iGCDP oGCDP Projections Target Achieved 2012
  • 38. OUR LEARNINGS
  • 39. Revised Targets PORTFOLIO REVISED TARGETS iGIP 200 oGIP 30 oGCDP 200 iGCDP 400
  • 40. CLOSING MESSAGE

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