oGIP Tier 2 structures and L&D for increased LC performance


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oGIP Tier 2 structures and L&D for increased LC performance

  1. 1. Structures and L&D Tier 2 oGIP
  2. 2. What we are aiming for? BIG JUMP IN ABSOLUTE AND RELATIVE RESULTS if oGIP is your focus programme! Some growth (10-15%) if oGIP is your non focus programme
  3. 3. oGIP Growth Model Tier 2
  4. 4. What is this about? •  Pick focus LCs for oGIP growth in your entity based on your OD Model •  Using HR Intelligence to grow •  Building Capacity for oGIP •  Learning and Development •  Team Minimums – Look at Team Minimums content in the PPT called “Team Minimums” •  Summary
  5. 5. 1..Pick focus LCs for oGIP growth
  6. 6. Tier 2 MC 30-150 oGIP Which LCs are making the jump in what programmes and HOW? ………  ………………   Diversity
  7. 7. Tier 2(30-150 Re) ! LCs in oGIP! 0-10 Re! 10-40 Re! ! ! Pick exactly which LCs in each LC Cluster is your focus & what is their Goal These LCs have balanced growth in GCDP and plan completely based on oGIP
  8. 8. What the final outcome should look like.. Focus LCs for oGIP only Focus LCs for GCDP only Some LCs that have both GIP as focus or 1 GCDP and 1 GIP Align Re-Planning of LCs in the next 2 weeks to ensure their goals are aligned to the growth model you have and they are aligned to the National Plan of your entity
  9. 9. Through NPM, Conferences, coaching visits and virtual calls ensure plans and goals of focus LCs in specific programmes is aligned to MC Plan and Goals Ensure every Expansion entity has ONE PROGRAMME driver as well, it is best to have oGCDP or oGIP as a driver in expansions and have LCs focus on oGIP
  10. 10. Go through the OD Toolkit/content for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on the OD Model!
  11. 11. 2. Using HR Intelligence to grow
  12. 12. Why does information help?
  13. 13. Example of this
  14. 14. 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 iGIP productivity is low because most of the experienced members are in another function, maybe some re allocation might increase productivity 3.  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
  15. 15. 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!
  16. 16. How do I measure productivity?
  17. 17. You can measure productivity at raise, match and realize stage! •  Productivity at RAISE = Number of members working for raise in 0GIP (in front office and back office)/ Number of Raises (In the specific time period) •  Productivity at MATCH = Number of members working for match in oGIP (in front office and back office)/Number of matched (In the specific time period) •  Productivity at REALIZE = Total number of members working in oGIP (front office and back office)/Number of realizations in oGIP (In the specific time period)
  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. Example to check what is the challenge in the short term!
  20. 20. Set an MC goal for productivity per programme: How? •  Work with all oGIP 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 oGIP 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!
  21. 21. What business Intelligence can help to drive increase in productivity? % of people in oGIP and % of people in Support Functions Which level of membership is contributing most to oGIP? Team members, Team Leaders or LCVPs? Time a new member or new team leader takes to start performing % of people by Process – In Ra, Ma and Realization
  22. 22. What business Intelligence can help to drive results?? Applicants to oGIP TLP positions TMP Retention Rate
  23. 23. Identifying our challenge can help us find the right solution and drive short term growth too! Make sure you have the information you need!
  24. 24. 3. Planning and Building capacity based on your challenge, OD Model and Exchange timeline and exchange flow!
  25. 25. Use TM Planning Tool to Plan for oGIP   1. Number of Members in oGIP and support functions 2. Number of TMP and TLP Experiences in oGIP and support functions
  26. 26. 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 oGIP 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
  27. 27. Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  28. 28. 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
  29. 29. Determine who is the right member Skill AttitudeBackground Interest Time
  30. 30. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  31. 31. Optimize d Selection Value based recruitment q  Commi'ed    and  mo*vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  32. 32. 2. We have enough members in oGIP and support areas Focus on increasing productivity through L&D and team minimums
  33. 33. 3. We have the right number of members in the LC/ MC but not allocated in the right proportion across programmes/ functions Re-allocate to ensure there are the right number of members in iGIP and all other functions
  34. 34. How to balance the oGCDP and oGIP support? Clear JD for members in Exchange Support Clear KPIs for each member Hybrid Members – Marketing or TM members in oGIP team Identify where GIP and GCDP tasks get connected
  35. 35. Create an OD Model that allows growth in both programmes together Base  it  on  the  number  of  LCs  you  have:     1.  More  than  15  LCs   2.  5-­‐10  LCs  along  with  some  expansion   initiatives   3.  5-­‐10  LCs,  no  expansion  initiatives   4.  4-­‐5  LCs  along  with  some  expansion   initiatives    
  36. 36. More than 15 LCs   •  Split focus between LCs as you have enough LCs •  Focus can be split in a way that LCs having oGCDP focus are also maybe doing iGIP and LCs have oGIP focus are doing more iGCDP •  If you have expansions as well, it is ideal that the expansions are focused on one of the two OGX Programmes (NOT ON BOTH) •  In terms of implementation, MCVP oGCDP to focus on oGCDP growth LCs to ensure oGCDP growth and supports these LCs with balancing OGX in GIP and GCDP. MCVP oGIP to focus on oGIP growth LCs to ensure oGIP growth and supports these LCs with balancing oGCDP and oGIP! •  Supply and Demand allocation and education to be done to LCs accordingly   5-10 LCs with some expansions •  Split focus between LCs – NO LC growing a LOT (in absolute or relative numbers) in one of the OGX Programmes should be focusing on the other •  Capitalize on your expansion entities and have a very good coaching model to ensure growth of one of the two OGX Programmes through entity expansions •  The other option is to have 4-6 LCs growing in both OGX Programmes however only between 25-30% relative growth and no more than that – in this case you can focus on having the right LC Structures and back office support to drive both OGX Programmes •  Again here, synergy between MCVP for oGIP and MCVP oGCDP is extremely important •  If MCVP OGX only, focus on 2 OGX not suggested OR get an MC Manager for one of the 2 OGX!
  37. 37. 5-10 LCs, no expansions •  Even if both OGX Programmes are the focus, the relative growth on any of them cannot be more than 30-40% overall because without expansions it is difficult to make it happen •  If your oGCDP Process is very well optimized and you feel oGCDP growth will be natural, focus on only increasing efficiency in oGCDP so that more members can focus on oGIP •  In this case almost all LCs might have to do oGIP (or at least 6-7) and the other LCs can do a lot of oGCDP + the LCs doing oGIP have members doing oGCDP at very high efficiency •  MCVP Marketing supporting LCs in both oGIP and oGCDP Marketing •  In LCs needing to grow a lot in both programmes the MCVP Marketing, TM or OD can be the coach •  In LCs with oGCDP focus, oGCDP can be the coach and LCs focusing more on oGIP, MCVP oGIP can be the coach Below 5 LCs with expansions •  In general, it is best to have only one of the OGX Programmes as FOCUS (high growth percentage) and either start up the other or have a lower/balanced growth % •  Eg: If you are already growing oGCDP, then you can have higher ambition in oGCDP and start up oGIP OR if you are doing both oGIP and oGCDP you can also have high relative and absolute growth goals for oGIP and sustain growth in oGCDP •  Some part of either oGIP or oGCDP (suggested is oGCDP) growth can come from expansion initiatives so that LCs can focus more on oGIP •  In this case, the MC can work with LCs on big university partnerships for oGCDP that can completely optimize the raising process, post which LCs can work more with oGIP and build capacity for oGCDP Matching and delivery •  The above points are different scenarios/examples depending on your reality
  38. 38. What structure should I recruit into?
  39. 39. Structures for… 0-10 Re 10-40 Re
  40. 40. 0-10 Start Up LC VP Member Member Member Member Basic Consideration: •  Focus in 1 sub product – Marketing OR Teaching •  Each member goes through Ra-Ma-Re •  High effort of L&D is expected to retain the members •  Consider oGCDP, iGIP or EPs to join this team ∞Ra-Ma-Re Number of members: Depends on efficiency and year goal for oGIP Job Description: •  Promotion and raising, matching, and realizing •  Outgoing preparation seminar •  Experience Co-delivery
  41. 41. In the 1st year of operating oGIP, LCA wants to have 10 realizations in one subproduct by the end of the term. VP oGIP •  Strategy and coordination for 1-2 subproducts management •  Market Research •  S&D analysis Member 3 Member 2 Member 1 JD for each member: -  Promotion support (virtual and physical) -  Sign ups follow up -  EP Raising management -  Manage matching process -  Co delivery (EP virtual preparation) -  Outgoing Preparation Seminar (incl. LEAD for EP) -  Follow-up of EP while abroad -  Reintegration Example What should theydo?
  42. 42. •  SPLIT oGIP and oGCDP LCVPs for focus LCs •  In case this isn’t possible, create specific oGIP teams for the summer/peak within the OGX team at an LC level so that they can be tracked separately •  Teams working for a specific peak in oGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD 0-10 Start Up LC
  43. 43. VP TL Ra Ra Ma Re TL Ra Ra Ma Re TL (Pocket Recruit.) ∞Ra-Ma- Re Basic Consideration: •  Each team is focused on one sub product – Marketing or Teaching •  Can work with either ongoing or pocket recruitment, depending on the relevant sub product for your market •  For ongoing, start to specialize members in different processes •  For pocket, focus on the delivery of the full process Number of members: Depends on efficiency in oGIP and goal for oGIP Job Description: •  Promotion and raising, matching, and realizing •  Outgoing preparation seminar •  Experience Co-delivery Potential LC (10-40 Re) ∞∞
  44. 44. My entity does high volume GCDP and we are hitting capacity in GCDP : ( What should we do? Make GCDP team structures very productive by making them project based – One issue and 1-2 Entity Partners Different LCs jumping in GCDP and GIP Programmes to strike a balance Specific recruitment only for oGIP front office and back office oGIP Front office and back office can be part of the same team which is an oGIP team
  45. 45. 2 situations LCs will be in For LCs - no or very little available forms CAPACITY and STRUCTURES focused on RAISE For LCs - available forms but need to raise more CAPACITY and STRUCTURES Focused on Raise and match
  46. 46. 4. Learning and Development
  47. 47. USE TM Planning tool How do I plan?
  48. 48. LEARNING AND DEVELOPMENT However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC. ‘Learning from doing’
  49. 49. Sample timeline to drive results in a peak (Can be July or any other) What kind? What kind of education cycle to create for LCVPs and Team Leaders? Teaching and Marketing knowledge Online and Offline attraction and converstion oGIP Sales knowledge Team Minimums Implementation Complete Supply and Demand awareness Attraction and conversion of EPs Matching Process Delivering on country partnerships Continued Raising and Matching knowledge Weekly updates on current supply Delivering Quality Experiences APRIL APRIL&MAY JUNE
  50. 50. What kind of education cycle to create for new and exisitng members? Relevance of GIP Understanding of iGIP and oGIP Teaching and Marketing knowledge How to sell Team Minimums Supply and Demand understanding How to raise based on product and S&D Matching Process understanding Supply and Demand Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process APRIL APRIL&MAY JUNE Sample timeline to drive results in a peak (Can be July or any other)
  51. 51. LEARNING AND DEVELOPMENT For LCs - no or very little available forms Education focused on Raise only For LCs - available forms but need to raise more Education focused on Raise and Match For LCs – many high quality available forms but need to match Education focused on Match
  52. 52. LEARNING AND DEVELOPMENT Customize to target Profile Eg: Our Team Leaders are not productive, so L&D targeted to Team Leaders Customize to specific focus LCs for oGIP and also within focus LCs Depending on scale, sub product focus, challenge of the LC, whether they need to focus on Ra or Ma etc. If you are doing a recruitment, induction should be fast, practical and oGIP focused Make it measurable, eg: Time it takes a new member to start performing
  53. 53. 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
  54. 54. 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 based on the exchange flow and timeline in your entity (and align this to that of your entity partner as well) Exchange timeline 4. Ensure there is customised content for specific LCs and specific profiles within LCs. CUSTOMISED
  55. 55. Summary oGIP 150+ •  Pick focus LCs for GIP growth •  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) just for the fruit peak •  Identify your challenge through the right information •  Implement Team Minimums
  56. 56. Every member needs to live GEN2015! Every member, Every day CONTRIBUTES!
  57. 57. GIP Needs to be everywhere