oGCDP Capacity Quality Delivery

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oGCDP Capacity Quality Delivery

  1. 1. Role of HOME ENTITY in GCDP Strong EP Preparation, support with matching and the VISA Process Alignment of Expectations about the JD between EP and Host Entity Regular communication with EP during realization and post realization period EP Re-integration post Re
  2. 2. HOW? STEP 1: Plan for Capacity for Quality STEP 2: Structure, JD and KPI in different LC Volumes in iGIP
  3. 3. GCDP Clustering for LC oGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
  4. 4. Use the TM Planning tool to plan oGCDP STEP 1: Plan for Capacity for Summer
  5. 5. STEP 1: Plan for Capacity for Summer Here enter number of EPs one member can deliver Eg: 1 member – 3 EPs oGIPoGCDP
  6. 6. That number from slide 2 will multiply with Re goal you enter for the quarter so you know how many members are needed for delivery in each programme oGCDP STEP 1: Plan for Capacity for Summer
  7. 7. STEP 2: Create structures for quality delivery Structures by Volume of Realizations the LC does Customize your structures for the fruit peak if needed
  8. 8. VP Member Member Member ∞ Ra-Ma-Re STEP 2: An LC that has planned between 0-25 Re in 2014
  9. 9. VP Member Member Member ∞ Ra-Ma-Re Key focus • Start up initial issue-based oGCDP project for local market Team Duration: 3 months Member JD • Design issue-based oGCDP project • Ra(Marketing)-Ma-Re-Reintegration process management • EP’s inner-outer journey(experience) management STEP 2: An LC that has planned between 0-25 Re in 2014
  10. 10. STEP 2: An LC that has planned between 0-25 Re in 2014 JD of members for delivery • In start up LCs, every member is working on Ra, Ma and Delivery • Each member is managing his/her Eps • On an average each members manages 3-4 EPs • Project/issue based promotion to attract EPs with the right expectation setting • Support with matching process and visa information/documents • Coordinating communication between EP and host entity • Continuous communication with EP and re-integration post internship
  11. 11. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member For a Team - % of Promoters/Total Realizations of the team KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC
  12. 12. VP TL TL TL ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Key focus • National project implementation, showcasing and process standardization Duration: 3 months Member JD • Localize national issue-based oGCDP project • Ra(Marketing)-Ma-Re-Reintegration process management • EP’s inner-outer journey (experience) management • Showcasing STEP 2: An LC that has planned between 25-100 Re in 2014
  13. 13. STEP 2: An LC that has planned between 25-100 Re in 2014 JD of members for delivery • Project/issue based promotion to attract EPs with the right expectation setting • Support with matching process and visa information/documents • Coordinating communication between EP and host entity • Continuous communication with EP and re-integration post internship • Ensuring quick fire fighting on NPS and high response rate • Effective Synergy for Project/issue based promotion with the Marketing Team in the LC. • Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important • Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs • Involve host entity virtually in EP Prep
  14. 14. STEP 2: An LC that has planned between 25-100 Re in 2014 JD of members for delivery Role of VP in ensuring quality delivery: • Coordinating with MC about expectations with host entity • Coordination of EP Induction, support through matching process and EP Integration Role of TL in ensuring quality delivery: • Ensuring every TL is supporting his/her Eps and his/her members Eps • Synergy of TLs between each other to ensure alignment of EP Induction, support through matching and realization process
  15. 15. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member For a Team - % of Promoters/Total Realizations of the team KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC
  16. 16. STEP 2: An LC that has planned between 100-200 Re in 2014 VP TL TL TL TL (Off-Peak) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Key focus Product development, Product sales and delivery Structure Project based team: 2-4 National issue-based project + 1-2 Local new project(off peak) Member JD in each National Project Team -Localize national issue-based oGCDP project -Ra(Marketing)-Ma (IL S&D Mgt)-Re-Reintegration process management -EP’s inner-outer journey(experience) management: Event management -Showcasing Member JD in Local New Project team -Product development(Design and Packaging) -Product marketing and sales -Ra(Marketing)-Ma-Re-Reintegration process management -EP’s inner-outer journey(experience) management: Event management
  17. 17. STEP 2: An LC that has planned between 100-200 Re in 2014 JD of members for delivery • Project/issue based promotion to attract EPs with the right expectation setting • Support with matching process and visa information/documents • Coordinating communication between EP and host entity • Continuous communication with EP and re-integration post internship • Ensuring quick fire fighting on NPS and high response rate • Effective Synergy for Project/issue based promotion with the Marketing Team in the LC. • Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important • Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs • Involve host entity virtually in EP Prep
  18. 18. STEP 2: An LC that has planned between 100-200 Re in 2014 This LC has an off peak team who is starting to prep for Raising for Aug-Oct realizations The other teams are working on matching and realization for the summer
  19. 19. STEP 2: An LC that has planned between 100-200 Re in 2014 In this LC Type, In each team there can be specific members for delivery while the other members are Ra and Ma. Sample Timeline for the summer May • Matching peak for peak teams • Raising preparation for off peak teams • If there are specific members for delivery, they work on EP Prep June • Work on realization support to Eps and EP Preparation • Off peak teams start raising and doing partnerships for Aug-Sep-Oct
  20. 20. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member For a Team - % of Promoters/Total Realizations of the team KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC
  21. 21. STEP 2: An LC that has planned 200+ oGCDP in 2014 VP TL TL TL Stakehold. Mngr. Process Mngr. ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Key focus Project sales and delivery, Process optimization, EP learning and service. Member JD in issue-based Project Team Project design, marketing and sales; EP’s inner-outer journey(experience) management: Event management EP Education and Management on Exchange Process Showcasing Duration 3 months
  22. 22. JD of members for delivery • Project/issue based promotion to attract EPs with the right expectation setting • Support with matching process and visa information/documents • Coordinating communication between EP and host entity • Continuous communication with EP and re-integration post internship • Ensuring quick fire fighting on NPS and high response rate • Effective Synergy for Project/issue based promotion with the Marketing Team in the LC. • Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important • Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs • Involve host entity virtually in EP Prep STEP 2: An LC that has planned 200+ oGCDP in 2014
  23. 23. This LC has an off peak team too like the 100-200 Re LC working on Aug-Oct realizations There is a team for process management/Stake holder mgmt who works on details of the delivery process since there is a high volume of EPs STEP 2: An LC that has planned 200+ oGCDP in 2014 The other teams are only raising and matching FAST for the summer
  24. 24. • The LCVP needs to ensure coordination between the process management team, stakeholder management team and the Raising and matching teams • The process management and stakeholder management teams need to focus on peak and off peak realizations (In May for delivery support to peak teams and raise support to off peak teams) STEP 2: An LC that has planned 200+ oGCDP in 2014
  25. 25. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member For a Team - % of Promoters/Total Realizations of the team KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC

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