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Capacity for high volume iGCDP Tier 1

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Capacity for high volume iGCDP Tier 1

  1. 1. Capacity for High Volume iGCDP Tier 1
  2. 2. The iGCDP OD Model
  3. 3. GCDP Clustering for LC iGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
  4. 4. How can you take advantage of it? Let’s GO!
  5. 5. Pick focus LCs for iGCDP growth
  6. 6. What are the tiers within LCs? • Number of LCs doing 0-25 Re – 66 LCs (19 from MoC and 13 from Brazil) • Number of LCs doing 25-100 Re – 77 LCs (15 from MoC and 18 from Brazil) • Number of LCs doing 100-200 Re – 26 LCs • Number of LCs doing 200+ - 8 LCs (No LC in Brazil, Colombia, MoC or Russia doing 200+)
  7. 7. What we observe? • There are enough tier 3 and tier 4 LCs in that can make the JUMP! • None of these entities have iGCDP as the main FOCUS programme in 2014-15 however they need to ensure organic growth/sustain growth in the pro- gramme • Their OD Model will have to have specific LCs that are focus for iGCDP growth and a lso indicate the LC cluster they want to see growth in when it comes to iGCDP
  8. 8. What should we do with iGCDP focus LCs? Specific strategy for iGCDP growth in LCs, S&D customized to these LCs Focused LC Coaching based on iGCDP Align TM support for iGCDP and structures and L&D should be focused on iGIP growth
  9. 9. Go through the OD Toolkit for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on the OD Model!
  10. 10. 2. Using HR Intelligence to grow in iGCDP
  11. 11. Why does information help?
  12. 12. Example of this
  13. 13. EVERY LC within the MC/Entity needs to increase its productivity, the question is HOW? An increase in productivity is POSSIBLE by IDENTIFYING what is your challenge! Examples: 1. If new members/TMP Participants leave the organization within 1-2 weeks of the role starting, focus on INCREASE in TMP Retention Rate can increase productivity 1. If you do not know which level of membership is achieving or not achieving results, team minimums implementation to manage performance will allow you to see which level is contributing most to performance and allow you to focus on this segment or the segment that is not performing to increase productivity
  14. 14. REMEMBER: The FINAL KPI you are measuring is PRODUCTIVITY, however you need other KPIs that are based on your specific challenges to indicate this increase in productivity!
  15. 15. How do I measure productivity?
  16. 16. You can measure productivity at raise, match and realize stage! • Productivity at RAISE = Number of members working for raise in iGCDP (in front office and back office)/ Number of Raises (In the specific time period) • Productivity at MATCH = Number of members working for match in iGCDP (in front office and back office)/Number of matched (In the specific time period) • Productivity at REALIZE = Total number of members working in iGCDP (front office and back office)/Number of realizations in iGCDP (In the specific time period)
  17. 17. Generally, team structures in iGCDP involve the same people/number of people working for raise, match and realize – even so since iGCDP runs in peaks it makes sense to measure productivity through the peaks
  18. 18. Productivity at realize is most accurate but we measure productivity at raise and match only to check the progress and always establish the connection between TM/OD and programme growth!
  19. 19. Set an MC goal for productivity per programme: How? • Work with all iGCDP focus/growth LCs (from your OD Model/Growth Model) to identify what is their challenge, how to solve this and how much productivity increase this will lead to • Set this as the iGCDP Productivity goal along with LC • An accumulation of set goals with LCs leads to being certain of the entity productivity goal! • Though talent planning based on current productivity happens first at an MC level, productivity planning happens with MC and LC together so the goal for productivity has LC Alignment towards MC and is connected to the OD Model!
  20. 20. Intelligence can help to drive increase in productivity? % of people in iGCDP and % of people in Support Functions Time a new member or new team leader takes to start performing % of people by Process – In Ra, Ma and Realization
  21. 21. What business Intelligence can help to drive results?? Applicants to iGCDP TLP positions TMP Retention Rate
  22. 22. Identifying our challenge can help us find the right solution and drive short term growth too! Make sure you have the information you need!
  23. 23. Tier 1 has top LCs in iGCDP and it is important for us to ensure we are increasing productivity in top LCs so they can grow sustainably Outsource certain processes related to delivery (if possible) Interview process optimization in top LCs Rejected applicants from recruitment can be great as host family participants and later become TMP participants as well!
  24. 24. 3. Planning and Building CAPACITY based on challenge identification, Exchange flow and OD Model of your entity
  25. 25. Use TM Planning Tool to Plan for iGCDP 1. Number of Members in iGCDP and support functions 2. Number of TMP and TLP Experiences in iGCDP and support functions
  26. 26. TM Planning tool download http://www.myaiesec.net/content/viewwiki.do?conten tid=10299749
  27. 27. After planning for capacity you can have any one of these 3 outcomes 1. I do not have enough Members in any programme/function 2. We have enough members in iGCDP and support areas 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/functions
  28. 28. Run an OPTIMIZED recruitment– 2 weeks!! 1. I do not have enough Members in any programme/function
  29. 29. Tips to run an optimized recruitment 1. Clear and focused Promotion of Job description Example: Selling the global internship programme to language institutes 2. Specific people responsible for the recruitment 3. Online promotion and Offline promotion ONLY in specific universities 4. Selection based on Interests and Values (striving for excellence, pro active learner etc.) over only skills for the role 5. When Promotion is on-going through the year, an optimized recruitment becomes simpler since LC/MC already has a pool of applicants
  30. 30. Determine who is the right member Skill AttitudeBackground Interest Time
  31. 31. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  32. 32. Optimize d Selectio n Value based recruitmen  Committed and motivated members ( GIP needs commitment and persistence)  Building
  33. 33. 2. We have enough members in iGCDP and support areas Focus on increasing productivity through L&D and team minimums
  34. 34. 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/functions In many cases there is enough capacity in iGCDP and members need to be re-allocated so even the GIP programmes have the right capacity!
  35. 35. How to balance the iGCDP and iGIP support? Clear JD for members in Exchange Support Clear KPIs for each member specifically in iGIP and support areas (TM and BD) Hybrid Members – Example: TM members in iGIP team and iGCDP team
  36. 36. Pick focus LCs for iGIP and iGCDP in a way that in most cases it is not the same LC growing in both programmes How to balance the iGCDP and iGIP support?
  37. 37. Making GCDP teams productive to ensure GIP growth Ensure GCDP Team structures are completely project based structures focus on specific issues and 2-3 big entity partners so that members in each team have very focused JD and teams in GCDP are productive.
  38. 38. Go through OD Toolkit to understand better how to manage multiple programme growth!
  39. 39. What structure should I recruit into?
  40. 40. Structures for… 0-25 Re 25-100 Re 100-200 Re 200+ Re
  41. 41. FIN JD in iGCDP TM JD in iGCDP MKT JD in iGCDP iGCDP Coordination JD Project Structure LC VPiGCDP OCP OCP OCP VPFIN VPTM VPMKT Do Ra-Ma-Re!! Note! For ALL levels!
  42. 42. Beginner LC VP Member Member Member (0-25 Re) ∞ Ra-Ma-Re Inner & Outer Journey Delivery Note! ∞
  43. 43. Basic Consideration: • As start up, LC manage the basic process of iGCDP delivery • There is no need to manage iGCDP as a project yet - in general experience delivery will be TN based • Member Efficiency: 0-4 X / member Number of members: 3-4 Job Description: • Selling and raising, matching, and realizing • Incoming preparation seminar • Experience Co-delivery VP Member Member Member ∞ Ra-Ma-Re BeginnerLC (0-25 Re)
  44. 44. Back Office Supports TM Member L&D; Sales Development Program Finance Project Financial Model Marketing & Communication Project packaging, Project showcasing; ER External Resources integration(new Partners) VP Member Member Member ∞ Ra-Ma-Re BeginnerLC (0-25Re)
  45. 45. VP TL TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re IntermediateLC (25-100 Re)
  46. 46. VP TL TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re Basic Consideration: • LCs have more capacity in project management • Project concept will be centralized Nationally (National project implementation in LCs) • Start to have the needs of event/project management • Member Efficiency: 3-4 X /member Number of members: Depends on TM Planning Job Description: • Selling and raising, matching, and realizing • Project concept development and execution • Incoming preparation seminar • Experience Co-delivery (country-country partnership management) IntermediateLC (25-100 Re)
  47. 47. Back Office Supports TM Member profiling Member Learning & Development Sales Development Program Finance Project financial model Member development investment Marketing & Communication National brand alignment Showcasing EwA Public Relations Management ER External resources integration Partner engagement VP OCP OCP OCP ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re IntermediateLC (25-100Re)
  48. 48. Advanced LC (100-200 Re) • Until this stage, an LC is only working on national project implementation, however here an LC can also start working with local projects • The LC also should start focusing much more on balancing quality with quantity (to ensure it can keep growing in Realizations and NPS)
  49. 49. VP OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local) Advanced LC (100-200 Re) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
  50. 50. VP OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local) Number of members: Depends on TM Planning Job Description: • Selling and raising, matching, and realizing • Project concept development and execution • Project brand management • Incoming preparation seminar • Experience Co-delivery (LC-LC partnership management) Basic Consideration: • LC is considered to have the capacity in understanding Project management concept and put into implementation • LC has capacity in innovate a project based on issue • Member Efficiency: 4-6 X /member ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re AdvancedLC (100-200 Re)
  51. 51. Back Office Supports TM Member profiling; Buddy engagement; Learning & Development for Members; SDP; Finance Project financial model; Crisis management Marketing & Communication Brand audit and national alignment; EwA; Showcasing. ER Partnership raise and maintenance IM Process optimization VP OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local) ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re AdvancedLC (100-200Re)
  52. 52. VP TL TL TL TL Mid. Manager ∞ Ra-Ma-Re MatureLC (>200 Re) ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re
  53. 53. Basic Consideration: • With high volume of iGCDP delivery, Project team need to be really really focus on Customer experience • Prevent the tendency of non- innovative JDs • Account management and Customer loyalty for Organization management (TN Takers, Learning partners, etc) • Multi stakeholders and another level of accommodation management management • Member Efficiency: 5-10 X / Member Mature LC (>200Re) VP TL TL TL TL Mid. Manager ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
  54. 54. • Every team does all Raise – Match – Realize process • Full responsibility in managing Inner-Outer journey of EP • Have other separate team/person managing stakeholders or other process outside exchange process delivery • Example JD for Middle Management person: • Customer Loyalty for Organization (partner relation management) • Accommodation management (home stay program) • Duration: 1 year Things to be concerned: • TXP Product Packaging for Middle management (value proposition) • To engage Project team in developing JD with Project partner (raising process) ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re MatureLC (>200 Re) VP TL TL TL TL Mid. Manager
  55. 55. Back Office Supports TM Member profiling; Member L&D; Advance HR pipeline management; Finance Program Financial model; Crisis Management Marketing & Communication Product packaging EwA Showcasing National brand alignment and audit ER Partner upselling; Partner CRM; IM Process optimization Mature LC (>200Re) VP OCP OCP OCP OCP Mid. Manager ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re

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