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TM for iGCDP
iGCDP | Tier 3
Tier 1 MC Tier 3 MC Tier 4 MC
organic and balanced
growth
Tier 2 MC
organic and balanced
growth
These tiers must focus, fo...
The	
  iGCDP	
  OD	
  Model	
  for	
  1er	
  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
 
What is the current
state?
En11es	
  in	
  Tier	
  3	
  iGCDP	
  
LCs	
  
Combined these entities have…
121 RE
24 RE
average LC
Highest
achievement
in 2013
LC FTU HCMMost LCs do between
20 - 45 RE
These are the LCs we
need to ...
LCs 0-25 Re LCs 25-100 Re
LCs have a lot of scope to JUMP!!
What we are aiming for?
Growth Models in Tier 3
iGCDP being aligned to a
jump in the programme
LCs in tier 4 (0-25 in iGCD...
What is this about?
•  Pick focus LCs for iGCDP growth in your entity based
on entity growth model
•  Using HR Intelligenc...
How can you take
advantage of it?
Let’s GO!
1.Pick focus LCs
for iGCDP growth
121 RE
24 RE
average LC
Highest
achievement
in 2013
LC FTU HCMMost LCs do between
20 - 45 RE
These are the LCs we
need to ...
LC	
  Performance	
  over	
  view	
  in	
  this	
  3er	
  
The top LC does
121 Re in this
tier – AIESEC
FTC HCM in
Vietnam...
What we observe?
•  There	
  are	
  enough	
  1er	
  3	
  and	
  1er	
  4	
  LCs	
  in	
  that	
  can	
  make	
  the	
  JU...
Go through the OD Toolkit for tier 1 and 2 if you have more
than 6 LCs and OD toolkit for tier 3 and 4 if you have less
th...
2. Using HR Intelligence to grow in iGCDP
Why	
  does	
  informa1on	
  help?	
  
Example	
  of	
  this	
  
EVERY LC within the MC/Entity needs to
increase its productivity, the question is
HOW?
An increase in productivity is POSS...
REMEMBER: The FINAL
KPI you are measuring is
PRODUCTIVITY, however
you need other KPIs that
are based on your specific
cha...
How do I measure
productivity?
You can measure productivity at raise,
match and realize stage!
•  Produc'vity	
  at	
  RAISE	
  =	
  Number	
  of	
  memb...
Generally, team structures
in iGCDP involve the same
people/number of people
working for raise, match
and realize – even s...
Productivity at realize is most
accurate but we measure
productivity at raise and
match only to check the
progress and alw...
Set an MC goal for productivity
per programme: How?
•  Work with all iGCDP focus/growth LCs (from your OD
Model/Growth Mod...
What business Intelligence can help to drive increase in
productivity?
% of people in iGCDP
and % of people in
Support Fun...
3. Planning and Building CAPACITY based
on challenge identification, Exchange flow and
OD Model of your entity
Use TM Planning Tool to Plan for iGCDP
"
1. Number of Members
in iGCDP and support
functions
2. Number of TMP and
TLP Expe...
TM	
  Planning	
  tool	
  download	
  	
  
	
  
hTp://www.myaiesec.net/content/viewwiki.do?
conten1d=10299749	
  
After planning for capacity you can have any one of these 3 outcomes
1. I do not have enough
Members in any
programme/func...
Run	
  an	
  OPTIMIZED	
  recruitment–	
  2	
  weeks!!	
  
1. I do not have
enough Members in
any programme/
function
Tips to run an optimized recruitment
1. Clear and focused Promotion of Job
description
	
  
Example: Selling the global in...
Determine who is the right member
Skill AttitudeBackground Interest Time
Timeline	
  
Approach existing
sign ups for TXP
and GCDP
Rejected
applicants from
last recruitment
Optimized
Selection
1 w...
Optimize
d
Selection
Value	
  based	
  recruitmen
q  Committed and motivated members ( GIP needs
commitment and persisten...
2. We have enough
members in iGCDP
and support areas
Focus on increasing productivity through L&D and
team minimums
3. We have the right
number of members in
the LC/MC but not
allocated in the right
proportion across
programmes/functions
...
How to balance the iGCDP and iGIP support?
Clear JD for members in
Exchange Support
Clear KPIs for each member
specificall...
What structure should I recruit into?
Structures for…
0-25 Re 25-100 Re
100-200 Re
FIN JD in iGCDP
TM JD in iGCDP
MKT JD in iGCDP
iGCDP Coordination JD
Project Structure
LC
VPiGCDP
OCP
OCP
OCP
VPFIN VPTM V...
Beginner LC
VP
Member Member Member
(0-25 Re)
∞
Ra-Ma-Re Inner & Outer
Journey Delivery
Note!
∞
Basic Consideration:
•  As start up, LC manage the basic
process of iGCDP delivery
•  There is no need to manage iGCDP
as ...
Back Office Supports
TM Member L&D;
Sales Development Program
Finance Project Financial Model
Marketing &
Communication
Pr...
VP
TL TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC (25-100 Re)
VP
TL
 TL
 TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Basic Consideration:
•  LCs have more capacity in project management
•  Projec...
Back Office Supports
TM Member profiling
Member Learning & Development
Sales Development Program
Finance Project financial...
Advanced LC (100-200 Re)
•  Un1l	
  this	
  stage,	
  an	
  LC	
  is	
  only	
  working	
  on	
  na1onal	
  project	
  
im...
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
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Number of members: Depends on TM Planning
Job Description:
•  Selling a...
Back Office Supports
TM Member profiling;
Buddy engagement;
Learning & Development for Members;
SDP;
Finance Project finan...
4. Learning
and
Development
USE TM Planning tool
How do I
plan?
FOCUS ON EDUCATION TO DRIVE RESULTS
How can
i achieve
this?
1.
Create a specific
iGCDP education
cycle
2.
Ensure the educa...
iGCDP
All Levels
TOPIC! CONTENT! OBJECTIVES! TARGET!
PRODUCT
KNOWLEDGE!
q  Relevance of the product in the
society "
q  What is a product...
All levels
TOPIC! CONTENT! OBJECTIVES! TARGET!
ISSUE-BASED
SEGMENTATION!
!
q  Why and how of issue
segmentation for GCDP ...
iGCDPIntermediate (LCs doing between 25-100)
TOPIC! CONTENT! OBJECTIVES! TARGET!
NATIONAL
PROJECTS!
q  Product knowledge of national projects"
q  The responsibility ...
iGCDPAdvanced (LCs doing between 100-200)
TOPIC! CONTENT! OBJECTIVES! TARGET!
BUSINESS
MODEL!
q Business model canvas"
q Financial model"
q Understand the busine...
TOPIC! CONTENT! OBJECTIVE! TARGET!
BUDDY & HOST
PROGRAM!
q Packaging of host & buddy
program"
q Attitude and responsibil...
Customization is the key to success
Customize by LC
Scale
Customize By Target
Profile Eg: Team Leader
Customize by LC
curr...
HANDY TIPS
1.  Make Virtual learning
effective and fun –
Ensure continuity and
consistency
2. Have practical tasks/
assign...
How to Measure this?
TMP Retention rate
(for new members and
existing team
members
Increase in
Performance over a
period o...
A	
  lever	
  to	
  support	
  our	
  
ambi1ons	
  for	
  iGCDP	
   Grow	
  iGCDP	
  Raises	
  
we need to have a
lever bi...
Sales Development for iGCDP 
Golden
Rule
70%PRODUCT & PROCESS
KNOWLEDGE
30%SALES KNOWLEDGE
TG C M
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this...
How?
tg c m
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does...
sdp for igCDP how?
c m
This is where you make your sales development program framework with
the key message and best chann...
A tracker system
Education
Framework/ timelineCustomize as per
your sales reality
and OD Model!
what is sdp made of?
Conte...
Educa1on	
  
framework	
  
and	
  1meline	
  
Ensure	
  educa1on	
  is	
  ploTed	
  on	
  a	
  1meline	
  ALIGNED	
  TO	
 ...
Educa1on	
  
framework	
  and	
  
1meline	
  
Right Target/Profile
Right Content
Right Delivery/Channel
Right Timeline
Righ...
View	
  sample	
  tracking	
  system	
  
and	
  Sample	
  sales	
  conference	
  
Agenda	
  on	
  spreadsheets	
  below	
  
Though	
  there	
  is	
  a	
  sample	
  tracker,	
  what	
  makes	
  
most	
  sense	
  is	
  to	
  embed	
  even	
  SDP	
 ...
5. Implement
Team minimums
Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
P...
The	
  team	
  minimums	
  are	
  the	
  basis	
  of	
  
EVERYTHING	
  YOU	
  DO	
  IN	
  YOUR	
  ENTITY!	
  
•  Team	
  M...
Team minimums are a tool for TEAM
MANAGEMENT and not something that
is implemented by an MCVP TM or an
MCVP OD! OR AN LCVP...
HOW DO I
TRACK THESE?
Example	
  of	
  how	
  to	
  track	
  team	
  minimums 	
  	
  
What	
  should	
  I	
  do	
  to	
  implement	
  them?	
  
ü  Educate	
  membership	
  completely	
  on	
  the	
  team	
  ...
 MC Team should start implementing team
minimums with LCVPs!!
Role of MC! FOCUS ON LCs doing
between 0-25
GROWING IN iGCDP!!!
Role of MC!
•  Pick focus LCs for iGCDP growth
•  Support Planning process - Plan for number of
members needed through TM ...
Role of MC!
•  Through data, identify the CHALLENGE of LCs
to figure out what will lead to an increase in
productivity!
• ...
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
iGCDP Tier 3 structures and L&D
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iGCDP Tier 3 structures and L&D

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iGCDP Tier 3 structures and L&D

  1. 1. TM for iGCDP iGCDP | Tier 3
  2. 2. Tier 1 MC Tier 3 MC Tier 4 MC organic and balanced growth Tier 2 MC organic and balanced growth These tiers must focus, for Tier 1 and 2 the focus should be on organic and balanced growth (particularly balancing focus with GIP). For Tier 3 and 4 it’s about jumping in GCDP. What does this mean?
  3. 3. The  iGCDP  OD  Model  for  1er  3  
  4. 4. GCDP Clustering for LC iGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
  5. 5.   What is the current state?
  6. 6. En11es  in  Tier  3  iGCDP  
  7. 7. LCs   Combined these entities have…
  8. 8. 121 RE 24 RE average LC Highest achievement in 2013 LC FTU HCMMost LCs do between 20 - 45 RE These are the LCs we need to focus on to grow. LCs in Tier 3 iGCDP overview
  9. 9. LCs 0-25 Re LCs 25-100 Re LCs have a lot of scope to JUMP!!
  10. 10. What we are aiming for? Growth Models in Tier 3 iGCDP being aligned to a jump in the programme LCs in tier 4 (0-25 in iGCDP) being able to make a BIG jump If these entities are also focused on a GIP programme, being able to manage both because they have 10 LCs or lesser
  11. 11. What is this about? •  Pick focus LCs for iGCDP growth in your entity based on entity growth model •  Using HR Intelligence to grow •  Building Capacity for iGCDP •  Learning and Development for iGCDP •  Team Minimums implementation for iGCDP •  Role of MC
  12. 12. How can you take advantage of it? Let’s GO!
  13. 13. 1.Pick focus LCs for iGCDP growth
  14. 14. 121 RE 24 RE average LC Highest achievement in 2013 LC FTU HCMMost LCs do between 20 - 45 RE These are the LCs we need to focus on to grow. LCs in Tier 3 iGCDP overview
  15. 15. LC  Performance  over  view  in  this  3er   The top LC does 121 Re in this tier – AIESEC FTC HCM in Vietnam A large number of LCs in this tier do between 0-25 Re Most entities in this tier have between 2-10 LCs Only Korea has 12 LCs, rest entities have 10 or less than 10 LCs Only about 5 LCs in this tier do above 100
  16. 16. What we observe? •  There  are  enough  1er  3  and  1er  4  LCs  in  that  can  make  the  JUMP  in  Tier  3  MCs  for  iGCDP   •  Most  of  these  en11es  are  either:     1.  Focused  on  iGCDP   2.  Have  iGCDP  as  their  second  focus   3.  Intend  to  ensure  iGCDP  growth  in  their  1er  4  LCs     •  These  en11es  should  be  increasing  in  their  iGCDP  contribu1on  globally  and  KEY  to  their  growt h  is  having  the  right  capacity  and  L&D  to  be  able  to  grow!  
  17. 17. Go through the OD Toolkit for tier 1 and 2 if you have more than 6 LCs and OD toolkit for tier 3 and 4 if you have less than 6 LCs!  
  18. 18. 2. Using HR Intelligence to grow in iGCDP
  19. 19. Why  does  informa1on  help?  
  20. 20. Example  of  this  
  21. 21. 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 2.  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
  22. 22. 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!
  23. 23. How do I measure productivity?
  24. 24. You can measure productivity at raise, match and realize stage! •  Produc'vity  at  RAISE  =  Number  of  members  working  for  raise  in  iGCDP  (in   front  office  and  back  office)/  Number  of  Raises  (In  the  specific  'me  period)   •  Produc'vity  at  MATCH  =  Number  of  members  working  for  match  in  iGCDP   (in  front  office  and  back  office)/Number  of  matched  (In  the  specific  'me   period)   •  Produc'vity  at  REALIZE  =  Total  number  of  members  working  in  iGCDP   (front  office  and  back  office)/Number  of  realiza'ons  in  iGCDP  (In  the   specific  'me  period)  
  25. 25. 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
  26. 26. 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!
  27. 27. 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!
  28. 28. What business 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 Applicants to iGCDP TLP positions TMP Retention Rate
  29. 29. 3. Planning and Building CAPACITY based on challenge identification, Exchange flow and OD Model of your entity
  30. 30. 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
  31. 31. TM  Planning  tool  download       hTp://www.myaiesec.net/content/viewwiki.do? conten1d=10299749  
  32. 32. 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
  33. 33. Run  an  OPTIMIZED  recruitment–  2  weeks!!   1. I do not have enough Members in any programme/ function
  34. 34. 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
  35. 35. Determine who is the right member Skill AttitudeBackground Interest Time
  36. 36. Timeline   Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  37. 37. Optimize d Selection Value  based  recruitmen q  Committed and motivated members ( GIP needs commitment and persistence)! q  Building "
  38. 38. 2. We have enough members in iGCDP and support areas Focus on increasing productivity through L&D and team minimums
  39. 39. 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!  
  40. 40. 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
  41. 41. What structure should I recruit into?
  42. 42. Structures for… 0-25 Re 25-100 Re 100-200 Re
  43. 43. 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!
  44. 44. Beginner LC VP Member Member Member (0-25 Re) ∞ Ra-Ma-Re Inner & Outer Journey Delivery Note! ∞
  45. 45. 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 Beginner LC (0-25 Re)
  46. 46. 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 Beginner LC (0-25 Re)
  47. 47. VP TL TL TL ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Intermediate LC (25-100 Re)
  48. 48. 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) Intermediate LC (25-100 Re)
  49. 49. 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 Intermediate LC (25-100 Re)
  50. 50. Advanced LC (100-200 Re) •  Un1l  this  stage,  an  LC  is  only  working  on  na1onal  project   implementa1on,  however  here  an  LC  can  also  start  working  with   local  projects   •  The  LC  also  should  start  focusing  much  more  on  balancing  quality   with  quan1ty  (to  ensure  it  can  keep  growing  in  Realiza1ons  and   NPS)  
  51. 51. 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
  52. 52. 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 Advanced LC (100-200 Re)
  53. 53. 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 Advanced LC (100-200 Re)
  54. 54. 4. Learning and Development
  55. 55. USE TM Planning tool How do I plan?
  56. 56. FOCUS ON EDUCATION TO DRIVE RESULTS How can i achieve this? 1. Create a specific iGCDP education cycle 2. Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously. 3. For start up LCs focus on raising education and for one sub-product. 4. Track length of time for membership to perform – IMPORTANT! 5. Ensure strong organizational and operational induction into AIESEC for contribution to summer
  57. 57. iGCDP All Levels
  58. 58. TOPIC! CONTENT! OBJECTIVES! TARGET! PRODUCT KNOWLEDGE! q  Relevance of the product in the society " q  What is a product and product life cycle" q  Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products" q  Understand the exchange process from Calls until Completed " q  Know how to use all the functions on myaiesec.net for exchange management to make the process fast and effective" Members, Leaders, VPs! EXCHANGE PROCESSES! q  Exchange process flow and yearly timeline (product customer flow)" q  Exchange Management on the GIS" SUPPLY & DEMAND MANAGEMENT! q  Supply and demand theory and necessity" q  Exchange management on the GIS" INNER&OUTER JOURNEY! q  Why and how and what of inner and outer journey in AIESEC" q  Delivery of I&O journey to our customers" q  Understand how AIESEC develops leadership through I&O journey and know how to support our customers to go through an intense I&O journey" CUSTOMER EXPERIENCE MANAGEMENT! q  Why, how and what of CEM?" q  Co-delivery" q  Information system management for better customer service " q  Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for All levelsiGCDP
  59. 59. All levels TOPIC! CONTENT! OBJECTIVES! TARGET! ISSUE-BASED SEGMENTATION! ! q  Why and how of issue segmentation for GCDP in AIESEC" q  Changes in product and process management in the LC" q  Understand why issue segmentation was created and how to work with this model in the LC (changes in processes, product development, structures)" Leaders & VPs! ! CROSS- CULTURAL COMMUNICATION! q  Hofstede’s cultural dimensions" q  Behaviours and attitude needed for effective cross- cultural communication" q  Understand the 5 cultural dimensions of Hofstede and how to adapt communication based on that" Members, Leaders, VPs! CUSTOMER LOYALTY FOR STUDENTS! q  Building a customer relationship with trainees" q  Minimums of project delivery" q  How to satisfy our customers" q  Understand the standards and extra deliveries in iGCDP projects in order to have promoters and develop leadership" Leaders & VPs! SALES TRAINING! q  Basic sales knowledge and techniques" q  Practice sales of our products" q  Understand the process of sales and know how to deliver a full selling cycle" Members, Leaders, VPs! iGCDP
  60. 60. iGCDPIntermediate (LCs doing between 25-100)
  61. 61. TOPIC! CONTENT! OBJECTIVES! TARGET! NATIONAL PROJECTS! q  Product knowledge of national projects" q  The responsibility of making national projects" q  Devision of responsibilities and roles between MC and LC and the rules of communication" q  Value of national partners & projects" q  Understanding what is the national project, how to operate with MC and feel responsible and commited to national projects." Leaders & VPs! PROJECT MANAGEMENT! q  Definition and characterisitics of a project." q  Process in project management" q  Goals achievement" q  Resource management" q  Understand how to build your project and the processes inside, manage effecively resources to achieve the goals." Leaders & VPs! COUNTRY-TO- COUNTRY PARTNERSHIPS! q  What is CY2CY partnership" q  Value of CY2CY partnership" q  Responsibilities in partnerships" q  Main processes in cooperation management" q  Understand the processes in CY2CY partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by CY2CY " VPs! SHOWCASING & PROMOTERS! q  What is showcasing and promoters stories usage" q  How to brand promoters stories and showcase them" q  Showcasing channels and partnerships" q  Understand how to showcase the srories of promoters for getting more customers" Leaders & VPs! INTERMEDIATEiGCDP
  62. 62. iGCDPAdvanced (LCs doing between 100-200)
  63. 63. TOPIC! CONTENT! OBJECTIVES! TARGET! BUSINESS MODEL! q Business model canvas" q Financial model" q Understand the business strategy and processes within that and feel responsible towards financial sustainability of the project " Members, leaders, VPs! PRODUCT DEVELOPMENT! q Product packaging" q Product development flow & processes" q Customization" q Understanding how to package the project, how to sell to different stakeholders and customize to different target groups." Leaders and VPs! SALES DEVELOPMENT PROGRAM! q Knowledge and practice of advance sales techniques" q Increasing the capacity and the productivity to reach the higer level of sales results" Members, leaders, VPs! CRM MANAGEMENT! q Account management" q System usage and management" q Rules and regulations of CRM" q Working professionaly on customer relationship management" Members, leaders, VPs! ! ADVANCEDiGCDP
  64. 64. TOPIC! CONTENT! OBJECTIVE! TARGET! BUDDY & HOST PROGRAM! q Packaging of host & buddy program" q Attitude and responsibility towards engaging those customers" q Concrete processes on working with H&B" q Know how to engage B&H as a cutomer and have the long-term realtions with them. They understand the clear value of this program" Leaders, VPs ! CRISIS MANAGEMENT! q XPP review" q How to deal with the threats before, during and after they occure" q Case solving practice" q Know how to deal with cases and crisises and are not afraid of fire-fighting process." Leaders. VPs! LC2LC PARTNERSHIPS! q What is LC2LC partnership" q Value of LC2LC partnership" q Responsibilities in partnerships" q Main processes in cooperation management" q Understand the processes in LC2LC partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by LC2LC" VPs! ADVANCEDiGCDP
  65. 65. Customization is the key to success Customize by LC Scale Customize By Target Profile Eg: Team Leader Customize by LC current reality and focus
  66. 66. HANDY TIPS 1.  Make Virtual learning effective and fun – Ensure continuity and consistency 2. Have practical tasks/ assignments at the end of every virtual session CONTINUITY AND CONSISTENCY PRACTICAL 3. Create virtual trainings aligned to your exchange flow and exchange timeline Exchange timeline 4. Ensure there is customised content for specific LCs and specific profiles within LCs. (customize to your OD Model) CUSTOMISED
  67. 67. How to Measure this? TMP Retention rate (for new members and existing team members Increase in Performance over a period of time Time to start performing Eg: from 1 month to 1 week – for new members and team leaders Increase in Performance over a period of time
  68. 68. A  lever  to  support  our   ambi1ons  for  iGCDP   Grow  iGCDP  Raises   we need to have a lever big and strong enough to support our iGCDP ambitions :) sdp for igCDP why? Using the Sales Development Program a education and tracking tool to increase the sales capacity and intensity of iGCDP members
  69. 69. Sales Development for iGCDP Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
  70. 70. TG C M RA Goal Sales Negotiation Meeting Goal Sales Meeting Goal Cold Calling Goal Cold Leads Goal how much time does this process take? Define what you want to achieve in iGCDP and when so that your SDP can be tailored to your sales needs. Sales Development for iGCDP
  71. 71. How? tg c m RA Goal Sales Negotiation Meeting Goal Sales Meeting Goal Cold Calling Goal Cold Leads Goal how much time does this process take? Who is going to achieve this? This will define the key target for your SDP. eg. I’m going to target iGCDP Sales-Raising TMP
  72. 72. sdp for igCDP how? c m This is where you make your sales development program framework with the key message and best channels to connect to your target audience! :D
  73. 73. A tracker system Education Framework/ timelineCustomize as per your sales reality and OD Model! what is sdp made of? Content and Delivery Sales Conference if needed
  74. 74. Educa1on   framework   and  1meline   Ensure  educa1on  is  ploTed  on  a  1meline  ALIGNED  TO  PEAKS   link  all  training  to  relevant   team  and  individual   activity  happening  at  the   time  (link  content  to  push   for  Peak)   each  class  must  have  clear   KPIs  and  output  that  are   tracked  by  the  LCVP  and   MCVP  responsibles   Ensure  the  local  TM  can   leverage  off  SDP  by  time   lining  their  activity  too.  
  75. 75. Educa1on   framework  and   1meline   Right Target/Profile Right Content Right Delivery/Channel Right Timeline Right KPI and Measurement Ensure that SDP content is tailored for LC scale: -  0-25 -  25-100 -  100-200
  76. 76. View  sample  tracking  system   and  Sample  sales  conference   Agenda  on  spreadsheets  below  
  77. 77. Though  there  is  a  sample  tracker,  what  makes   most  sense  is  to  embed  even  SDP  tracking  into   team  minimums  tracking  (by  focusing  on  tracking   sales  teams)  
  78. 78. 5. Implement Team minimums
  79. 79. Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  80. 80. The  team  minimums  are  the  basis  of   EVERYTHING  YOU  DO  IN  YOUR  ENTITY!   •  Team  Minimums  help  an  LC  in  capacity  planning  and  implementa1on  (and   makes  it  simpler  for  MC  to  track)   •  Team  Minimums  allows  an  MC  to  create  the  right  educa1on  cycle  for  the   en1ty  and  an  LC  to  customize  educa1on  for  every  func1on  in  the  right  way   •  Team  Minimums  help  in  Performance  Management  (Because  every  team   needs  to  have  a  JD,  MoS,  Plan  and  this  needs  to  be  tracked  which  means   performance  management  in  the  en1ty  can  be  structures)   •  Team  minimums  help  the  MC  to  have  the  right  informa1on  to  iden1fy  what  is   going  well  and  what  are  the  challenges  and  how  can  this  lead  to  increasing   produc1vity!  
  81. 81. Team minimums are a tool for TEAM MANAGEMENT and not something that is implemented by an MCVP TM or an MCVP OD! OR AN LCVP TM! Every MCVP and LCVP is using these to lead, manage and track their teams!
  82. 82. HOW DO I TRACK THESE?
  83. 83. Example  of  how  to  track  team  minimums    
  84. 84. What  should  I  do  to  implement  them?   ü  Educate  membership  completely  on  the  team  minimums  and  how  to  implement  them   ü  Create  examples  of  how  team  minimums  need  to  be  implemented  across  programmes/ func1ons  by  connec1ng  them  to  the  structures  of  teams  at  LC  level   ü  Train  team  leaders  across  GIP  to  ensure  they  know  how  to  implement  team  minimums   through  the  whole  team  cycle/dura1on   ü  Embed  team  minimums  into  capacity  and  L&D  Planning  for  ALL  TEAMS     ü  Team  minimums  implementa1on  as  a  part  of  na1onal  educa1on  cycle   ü  Track  team  minimums    
  85. 85.  MC Team should start implementing team minimums with LCVPs!!
  86. 86. Role of MC! FOCUS ON LCs doing between 0-25 GROWING IN iGCDP!!!
  87. 87. Role of MC! •  Pick focus LCs for iGCDP growth •  Support Planning process - Plan for number of members needed through TM Planning tool •  Take action based on your current reality and recruit into the right structures •  Create a specific Learning and Development cycle (embed SDP and Supply and Demand into this) •  Implement Team Minimums (not just the MCVP TM, all MCVPs need to do this)
  88. 88. Role of MC! •  Through data, identify the CHALLENGE of LCs to figure out what will lead to an increase in productivity! •  Set CLEAR GOALS for PRODUCTIVITY with LCs per programme, specifically in iGCDP and measure constantly

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