oGIP Tier 3 Building capacity and L&D

1,312 views

Published on

0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,312
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
870
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

oGIP Tier 3 Building capacity and L&D

  1. 1. Capacity and L&D oGIP Tier 3
  2. 2. TM for oGIP MC: 0-30 Re
  3. 3. Current State of iGIP MC Performance 0-30 average LC Performance 0-10 average TIER 3 700 Re 80 entities 10 RE average General challenges: 1.  Sales & Product Knowledge 2.  Culture and focus Current State of oGIP | Tier 3
  4. 4. Ideal state at end of 2014 30 average per MC X 80 entities 2400RE Ideal State •  LCs doing between 0-10 jump to 20-30 •  LCs doing between 10-15 jump to 30-45 Ideal State at End of 2014 =
  5. 5. The oGIP OD Model
  6. 6. What we are aiming for? BIG JUMP IN ABSOLUTE AND RELATIVE RESULTS!
  7. 7. What is this about? •  Pick focus LCs for oGIP growth in your entity •  Building Capacity for oGIP •  Learning and Development •  Summary of what I need to do (MC)
  8. 8. 1.Pick focus LCs for oGIP growth
  9. 9. Tier 3 entities (0-30 oGIP) Less than 10 LCs ! ! •  Ensure most LCs have iGIP as the focus! •  Each LC should only have one of the two GIP programmes as focus! •  LC Planning support specifically for TM, Marketing and iGIP! •  Define how much each LC will jump ! •  No need to cluster LCs into a cluster by volume as they are all in one cluster of 0-10 Re! More than 10 LCs •  Pick the LCs that will grow in iGIP! •  Create a cluster for iGIP Focus LCs! •  Other LCs can focus on iGIP or one of the GCDP Programmes! !
  10. 10. Go through the OD Toolkit/content for tier 3 to get more clarity on Focus LCs and focus programmes!
  11. 11. 2. Planning and Building CAPACITY for the FRUIT PEAK in oGIP
  12. 12. 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
  13. 13. 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
  14. 14. Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  15. 15. 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
  16. 16. Determine who is the right member Skill AttitudeBackground Interest Time
  17. 17. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  18. 18. Optimized Selection Value based recruitment q  Commi%ed    and  mo(vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  19. 19. 2. We have enough members in oGIP and support areas Focus on increasing productivity through L&D and team minimums
  20. 20. 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
  21. 21. 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
  22. 22. Go through managing 2 OGX programmes in the OD Toolkit!
  23. 23. What structure to recruit into?
  24. 24. Structures for… 0-10 Re 10-40 Re
  25. 25. 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
  26. 26. 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 shouldthey do?
  27. 27. •  SPLIT oGIP and oGCDP LCVPs for focus LCs •  In case this isn’t possible, create specific oGIP teams for the summer/peak you are working for within the OGX team at an LC level so that they can be tracked separately •  Summer teams/peak you are working for 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
  28. 28. 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
  29. 29. Go through managing 2 OGX programmes in the OD Toolkit!
  30. 30. 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
  31. 31. 3. Learning and Development
  32. 32. USE TM Planning tool How do I plan?
  33. 33. 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’
  34. 34. Sample timeline for July Realizations – can be used for any peak 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
  35. 35. 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 for July Realizations – can be used for any peak
  36. 36. 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
  37. 37. To ensure new members in start up LCs perform, ensure the right INDUCTION process
  38. 38. Principles of Induction •  Induction is a combination of Organizational knowledge and Operational knowledge •  Effective induction is practical where members learn by DOING •  Align Induction completely to Gen2015 and the GIP focus – remember, new member don’t have any mindsets •  Induction can be completely measurable Eg: Time it takes for a new member to start performing
  39. 39. Process Overview Induction Basic Induction •  The AIESEC Way •  AIESEC 2015 •  What is Gen2015? What is the external relevance? Functional Induction •  Understanding of GIP and GCDP •  Relevance of iGIP, what will I learn from it •  Detailed practical understanding through simulation Working in a Team •  AIESEC is about team experiences •  How to work well in a team •  Team minimums and principles
  40. 40. Process Overview Induction Functional Induction •  Understanding of GIP and GCDP •  Relevance of iGIP, what will I learn from it •  Detailed practical understanding through simulation ü  Members understand the exchange process in iGIP and oGIP ü  There is a real simulation where members are given sales sheets and are doing sales to Eps and Companies ü  Ensure this is based on focus product and market ü  Members make calls and do meetings with facilitators who are companies or EPs ü  There is a live matching process too to make this real (which can be aligned to country partners by using names of the same countries) ü  For reception, try to get actual trainees ü  De-brief at the end so members understand the process and then bring in relevance and scale of GIP growth for members to see the connection
  41. 41. HANDY TIPS for L&D 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. Base it on exchange flow, timeline and goals Exchange timeline 4. Ensure there is customised content for specific LCs and specific profiles within LCs. CUSTOMISED
  42. 42. 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
  43. 43. Summary oGIP 0-30 •  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 Sales, Product, Supply and Demand and Marketing into this) just for the fruit peak •  Focus on Induction Process •  Implement Team Minimums
  44. 44. Role of MC! •  Pick focus LCs for GIP 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 •  Focus on Induction Process •  Implement Team Minimums (not just the MCVP TM, all MCVPs need to do this)
  45. 45. Role of MC! •  Through data, identify the CHALLENGE of LCs to figure out what will lead to an increase in productivity! Eg: Will increasing the current TMP Retention rate lead to higher productivity Will re allocating membership in a certain way lead to higher productivity etc etc! •  Set CLEAR GOALS for PRODUCTIVITY with LCs per programme, specifically in oGIP and measure constantly

×