3. oGIP – General Direction
1. Working on specific segments - Global Talents
subproduct implementation
2. Growth networks – working closely with some LCs
3. oGIP culture among membership in our entity
( personel fulfillment, better understanding of area,
value proposition for members)
4. Off peaks in segments – supply & demand
management
5. International Relations support MC MoS realzation
7. Selling culture in oGIP area
8. Capitalizing on SU
4. Monthly Priorities Achievement
Kasia
Growth
Netowrks
strategy
JD
NST
<3
done
LC
coaching
visit
-‐
ac=on
step
for
each
LC
JD
me
done
OGX
Relevance
campaign
crea=on
SI
Ana
Sofia
25%
Kasia
Coaching
-‐
LC
visits
SI
me
100
%
ELD
Summit
-‐
oGIP
strategies
delivery
SI
me
100
%
IC
fallow
up
SI
me
100
%
Kasia
NST
follow
up
JD
me
Done
SumCo
prepara=on
JD
Ana
Sofia
Done
Global
Talents
PlaQorm
SI
me
Done
7. Q3 – Results in IT
IT
Q3
2013
July
August
September
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
MoSes
5
6
5
1
3
5
7
-‐29%
5
5
2
3
5
1
8
15
5
8
10
5
TOTAL
Monhly
5
6
5
1
3
5
7
-‐0,29
5
5
2
3
5
1
0
0
8
15
5
8
10
5
0
0
TOTAL
Quarterly
RA
MA
RE
RE
2012
Growth/Drop
26
12
11
12
-‐8%
Q1
2013
PLANNED
RA
MA
RE
RE
2012
Growth/Drop
18
12
18
12
50%
GAP
-‐8
0
7
8. Q3 – Results in Business
B
Q3
2013
July
August
September
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
MoSes
12
28
10
13
12
9
13
-‐31%
6
25
12
13
10
10
20
21
10
7
15
9
TOTAL
Monhly
12
28
10
13
12
9
13
-‐0,31
6
25
12
13
10
10
0
0
20
21
10
7
15
9
0
0
TOTAL
Quarterly
RA
MA
RE
RE
2012
Growth/Drop
74
33
28
45
-‐38%
Q3
2013
PLANNED
RA
MA
RE
RE
2012
Growth/Drop
26
32
36
45
-‐20%
GAP
-‐48
-‐1
8
9. Q3 – Results in MKT
Mkt
Q3
2013
July
August
September
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
MoSes
6
12
15
9
18
12
12
58%
8
11
10
6
8
5
8
18
10
5
10
5
TOTAL
Monhly
6
12
15
9
18
12
12
0,58
8
11
10
6
8
5
0
0
8
18
10
5
10
5
0
0
TOTAL
Quarterly
RA
MA
RE
RE
2012
Growth/Drop
11
20
22
26
-‐15%
Q1
2013
PLANNED
RA
MA
RE
RE
2012
Growth/Drop
22
35
36
26
38%
GAP
11
15
14
10. Q3 – Results EDU
EDU
Q3
2013
July
August
September
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
RA
MA
RE
RE
2012
Growth/
Drop
(Re)
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
PL
RE
MoSes
15
11
10
21
10
12
10
20%
8
12
1
9
12
10
10
5
11
7
15
10
TOTAL
Monhly
15
11
10
21
10
12
10
0,2
8
12
1
9
12
10
0
0
10
5
11
7
15
10
0
0
TOTAL
Quarterly
RA
MA
RE
RE
2012
Growth/Drop
28
37
32
35
-‐9%
Q1
2013
PLANNED
RA
MA
RE
RE
2012
Growth/Drop
33
22
37
35
6%
GAP
5
-‐15
5
15. NEGATIVE:
ü Lack of structures in LCs during
Summer
ü March Recruitment – raising – around
400 EPs on avi in the beginning of term
16. oGIP in Q3
Key Achievements:
• GLOBAL TALENTS
PLATFORM
• GROWTH NETOWRKS
• IC FALLOW UP
• EP CONFERENCE & IT
OFF PEAK
RECRUITMENT IN
PROGRESS
• NEW RECRUITMENT
FLOW
Key Non-Achievements
• OGX RELEVANCE
• MY HOLIDAYS
17. oGIP in Q4
Key strategies for next
quarter:
• OGX RELEVANCE
• EP CONFERENCE
• IT OFF PEAK
RECRUITMENT
• BE A MATCHER – R&R FOR
OGX
• CO-DELIVERY – GROWTH
NETWORKS EVALUATION
• LAST LC VISTS
• WINCO
• NST development – faci,
delegate etc.
Key challenges for next
quarter:
• NST CAN BE
OVERLOADED – LCVPs
19. oGCDP – General Direction
• Bring OGX Relevance to AIESEC in Poland (in process)
• RA = MA mindset (done!)
• LC2LC Cooperation Management (done!)
• Customer orientation focus (in process)
• EP LEAD Implementation / Co-Delivery Strategies (in process)
• Introduction of off peak (done!)
• International Positioning (done!)
• Process Optimization (in process)
25. Overall Factors
(positive factors that influenced the performance)
• Successful coaching visits!
• Amazing NST J
• SumCO / IC / ELD Summit
• Engagement from commission and
MC team (OGX as drivers)
26. Overall Factors
(negative factors that influenced the performance)
• No on-going promotion for programme
• LC’s with no marketing plan for GC
• Time limitations because of
conferences, coaching visits…
27. oGCDP in Q3 2013
Key Achievements:
• OGX mindset in
membership
• NST development
• Off Peak framework
and education
• OCP preparation
• LC coaching
• International Relations
Key Non-Achievements
• Q4 short promo
initiative
• Numerical goals Q3
• OGX as Sales
campaign
• OGX GCDP Marketing
plan in LC’s executed
28. oGCDP in Q4 2013
Key strategies for next
month:
• Q1 off peak launch
• NST & LC visit follow-ups
• Launch of National OGX
GCDP wiki and education
flow
• EP LEAD creation
• Marketing plan for OGX
GCDP
• OGX as Sales & Challenge
campaign for Q1 results
Key challenges for next
month:
• Chairing LCC’s
• MC Team Days
• TMP Recruitment in
LC’s
• Joao leaves L
29. PRIORITIES
FOR Q4
• Q1 off peak launch
• International Cooperation
management and delivery
• NST & LC visit follow-ups
• Launch of National OGX
GCDP wiki and education
flow
• EP LEAD creation
• Marketing plan for OGX
GCDP, focus on November
• OGX as Sales & Challenge
campaign for Q1 results
FOR OCTOBER
• Q1 off peak launch
• Finish LC Visits
• Chairing LCC’s (of 3
important LC’s!!)
• Off peak marketing plan
• OGX Challenge
campaign design
• OGX GCDP Wiki launch
• oGCDP MM commission
management
31. iGIP – General Direction
• iGIP in Poland is delivering one coherent and
market relevant Global Talents product
basing on national sub products and local
segments. Our internal processes
optimization and know-how
implementation together with external
outlook makes us reliable business partner
for companies in different segments across
Poland.
32. Quarterly Priorities Achievement
JULY
iGIP
Top
LCs
inita=ve
prepara=on
and
releasing
the
app
done
Func=onal
mee=ng
prepara=on
done
SumCo
prepara=ons
done
Delivery
Cooridniator
training
and
implementa=on
done
AUGUST
Sales
Region
(Coaching)
strategy
crea=on
and
first
mee=ng
done
Coopera=on
with
government
prepara=ons
done
Global
Talents
posi=oning
-‐
NST
selec=on
||
webpage
+
offer
update
||
external
partners
raising
undone
Global
Talents
Product
Development
strategy
(with
BoA
and
WG)
done
SEPTEMBER
Coaching
visits
-‐
sales
region
kick
off!
done
ELD
Summit
done
Global
Talents
basic
brand
support
-‐
webpage
/
offer
undone
33. Results Overall
105
107
108
57
48
94
51
54
83
2012
2013
PLAN
2012
2013
PLAN
2012
2013
PLAN
RA
MA
RE
Q3
Q3
Results
34. Q3 – Results in IT
6
17
33
5
3
29
4
3
34
2012
2013
PLAN
2012
2013
PLAN
2012
2013
PLAN
RA
MA
RE
IT
Q3
35. Q3 – Results in Marketing
22
19
19
16
10
14
14
10
11
2012
2013
PLAN
2012
2013
PLAN
2012
2013
PLAN
RA
MA
RE
MKT
36. Q3 – Results in Teaching
6
7
18
1
4
15
2
3
13
2012
2013
PLAN
2012
2013
PLAN
2012
2013
PLAN
RA
MA
RE
Teaching
37. Q3 – Results in @UNI
67
66
38
34
30
36
29
39
35
2012
2013
PLAN
2012
2013
PLAN
2012
2013
PLAN
RA
MA
RE
Uni
41. Overall Factors
POSITIVE:
• Full support from iGIP commission
• Beginning of cooperation among LCs
• Conferences (National and International)
• Coaching visits
• AIESEC Uni changes
• Global Talents coherency across Poland
42. NEGATIVE:
• Lack of HR during summer
• Matching intensity
• Bad planning
• Lack of NST in the area
• Lack of brand support for Global
Talents
43. iGIP in Q3
Key Achievements:
• Commission building
• First sales region
creation (coaching LCs)
• Global Talents
standarization
• National cooperation
with Funmedia
Key Non-Achievements
• NST
• GT Brand Support
• International
cooperation
44. iGIP in Q4
Key strategies for next
month:
• International
Cooperation NST
implementation
• Funmedia cooperation
follow up
• Sales region tracking
and showcasing
• Matching Mania
• Sales Mania
Key challenges for next
month:
• New GT strategy
implementation (local
products creation)
• GT brand support…
46. iGCDP – General Direction
1. National educational product portfolio
refreshment (creating materials, educating
the network, testing new product portfolio)
2. NGO cooperation enhancement (launching
OCP’s commission, research of national TN
takers)
3. Partnership management development
(recruiting team members of IR structure,
implementing IR standards with partners
and LC’s)
47. iGCDP – General Direction
4. Host families initiative development
(recruitment of brand manager, planning
GH positioning, creating national
recommendations for local promotion,
creating national platform for registration)
5. GCDP sales enhancement
(testing sales recommendations, WIKI
creation)
6. EP servicing process based on co-delivery
(summing up recommendations in a WIKI)
48. iGCDP – General Direction
7. Reception WIKI creation
(creating a working group and preparing the
WIKI)
49. Quaterly Priorities Achievement
• Creation of new product portfolio and
informing network about the changes
• Creation of strategy for cooperation
with NGO and informing network about
it
• Creation of strategy and policies for
partnership management in iGCDP
and informing netwrok about it
50. Q3 - Results
Planned
Realized
Growth
%
RA
240
281
-‐171
-‐38%
MA
350
260
+71
37%
RE
440
382
+61
19%
54. Overall Factors
(positive or negative factors that influenced the
performance)
• I was developing and changing my strategies few
times, which made it finished later than I planned.
• I did not push so much LC’s to rais TN’s
particluarly three months before the realization
dates.
• One person in IR structure is definitely not enough
to assure proper raising and matching progress.
• Not enough know-how passed (because there
wasn’t) during MCVP transition. I needed to get
some of it from the network on IC or through
doing the actual work.
55. iGCDP in Q3 2013
Key Achievements:
• Creation of new product
portfolio and informing
network about the
changes
• Creation of strategy for
cooperation with NGO
and informing network
about it
• Creation of strategy and
policies for partnership
management in iGCDP
and informing netwrok
about it
Key Non-Achievements
• Still no reception WIKI
• Not so much progress
in Global Host
• No integration activities
for long term NST
members
56. iGCDP in Q4
Key strategies for next
quarter:
• Testing new product
portfolio for edu sector
• Launching new type of
cooperation with NGO’s
• Implementing
partnership
management tools for
both LC’s in Poland and
partners
• Brand enhancement
Key challenges for next
quarter:
• Preparations for WinCo
• Lack of NGO
coordinator
• Less time due to many
holidays in Poland
57. iGCDP in October 2013
Key strategies for next
quarter:
• Finishing materials for
edu projects.
• Research of knowledge
partners.
• Research of national TN
takers in NGO’s.
• New NST members
induction and launch of
work.
• Launch of NGO OCP
commission.
Key challenges for next
quarter:
• One week less for work
due to team days.
59. Quarter Priorities Achievement
• Customer Experience Management
Culture
• Customer Channel
• National Control Board – NCB
• GIP Strategic Meeting Management
• International Congress
• ELD Summit Agenda Management
60. Overall Factors
(positive or negative factors that influenced the
performance)
• International Congress (Negative)
• NCB Members performance (Positive)
• GIP Strategic Meeting follow up
(Negative)
61. Operations in Q3 2013
Key Achievements:
• Customer Experience
Management Culture
• Customer Channel
• National Control Board –
NCB
• GIP Strategic Meeting
Management
• International Congress
• ELD Summit Agenda
Management
Key Non-Achievements
• Customer Experience
Management (in terms of
trainings – not culture)
and usage of tools
• Interaction of Operations
sub-team to be
connected and
understand all strategies
• OD and OP connection
that we notice that
improvement is needed
62. Operations in October 2013
Key strategies for next
month:
• Talent Management
Product Packaging
Agenda Creation (with
Justyna) and
execution;
• National Control Board:
Standardization of
strategies and
improvements
Key challenges for next
month:
• Chair+CEED Mainland of
China (time
management)
63. Operations in Q4 2013
Key strategies for next
Quarter:
• Talent Management
Product Packaging
creation and
implementation
• National Control Board:
Standardization of
behaviors in how to
speak to customers
(frequency) / Culture
shaping / Operational
trainings (platform usage
and CEM orientation in LC
level) / CEM Challenge /
Reports improvement
Key challenges for next
Quarter:
• WinCo Conference
Management
65. Quarter Priorities Achievement
• Preparation towards recruitment 2013
(Talent Planning, LC education, support,)
• IT TXP recruitment process preparation,
• Conference Delivery and LC Coaching
(strategies implementation)
• TLP Audit preparation with IM Department,
• Preparation for internal recruitments
(reallocation strategy and tools for next Qs)
66. Talent Management in Q3 2013
Key Non-Achievements
• Product Packing process preparation,
• Building more capacity for OGX in
AIESEC in Poland,
• Talent Capacity in Q3 for almost all of
programs- most of the LCs are had
excuses that their non achievements
come from lack of people in LCs
67. Overall Factors
(positive or negative factors that influenced the
performance)
• International Congress (Negative)
• Understanding of the role of TM area in
AIESEC in Poland (Negative)
• MCVP Comm issues (highly negative)
• Conferences (Positive)
• New coaching Model (positive)
68. Talent Management in October
2013
Key strategies for next
month:
• Product Packing
Preparation,
• Recruitment tracking
and evaluation
(especially IT),
• Research and
preparation with
externals towards
recruitment process
optimization
Key challenges for next
month:
69. What I want to do in October as
well?
• Evaluate cooperation with other
ELDs to gather feedback and define
relevance of my work,
• Redefine a bit my projects in MC to
support more Talent Capacity,
Learning and Development and OGX
relevance for AIESEC in Poland,
• Define further steps regarding
measuring resources (IM)
70. Talent Management in Q4 2013
Key strategies for next
Quarter:
• EP LEAD and EP
reintegration strategy,
• Product Packing of TMP,
• Recruitment process
optimization,
• „Measuring Our Impact”-
TM in AMS full
implementation of TLP
Audit (performance part)
• MC 14-15 Recruitment
process preparation
Key challenges for next
Quarter:
• Attitude in LCs,
72. Quarter Priorities Achievement
• AIESEC Management System:
– TLP Audit
– Ticket System
– SONA
– PLAN
– Site basic interface
– Admin pages to control
• [75% - 6/8] Newsletters published
• 2 Conference Outputs [Sessions: ~80%]
73. Overall Factors
(positive or negative factors that influenced the
performance)
• Changes in the PLAN platform;
(negative)
• User experience in audit; (positive)
74. IM in Q3 2013
Key Achievements:
• AIESEC Management
System:
– TLP Audit
– Ticket System
– SONA
– PLAN
– Site basic interface
– Admin pages to control
• [75% - 6/8] Newsletters
published
• 2 Conference Outputs
[Sessions: ~80%]
Key Non-Achievements
• AMS reporting pages;
• AMS performance
pages;
75. IM in October 2013
Key strategies for next
month:
• AMS network
engagement over the
website;
• Track user experience
over the website;
Key challenges for next
month:
• Create meaningful
reports;
76. IM in Q4 2013
Key strategies for next
Quarter:
• AMS 100% working:
– Inputs: SONA, PLAN, Audit
– Outputs: Performance,
Analysis, “Health”;
• Network using AMS:
– 100% LCPs using;
– 100% Ebs using (VPs ELD)
Key challenges for next
Quarter:
• Not defined yet;
