Role of HOME ENTITY in GIP
Strong EP
Preparation,
support with
matching and the
VISA Process
Alignment of
Expectations abo...
WHY?
Right
number of
People to
Deliver high
volume QUALITY
Experiences
Clear JD
and KPI for
members working
on delivery
HOW?
STEP 1:
Plan for Capacity
for Quality
STEP 2:
Structure, JD and
KPI in different LC
Volumes in iGIP
Use the TM Planning tool to plan
oGIP
STEP 1: Plan for Capacity for Summer
STEP 1: Plan for Capacity for Summer
Here enter
number of EPs
one member can
deliver Eg: 1
member – 3 EPs
oGIPoGIP
That number from
slide 2 will multiply
with Re goal you enter
for the quarter so you
know how many
members are needed
for ...
STEP 2: Create structures for quality delivery
Structures by
Volume of
Realizations the LC
does
Customize your
structures ...
STEP 2: An LC that has planned between 0-10 in 2014
Number of members: Depends on Realization goal and efficiency (from pl...
STEP 2: JD within the structure
Recommendation: Each member is delivering to EPs he/she
has matched since the LC is still ...
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team -...
STEP 2: Ideal duration of the teams
Makes sense for teams
to be for 6 months –
This gives members
time to deliver the
Real...
STEP 2: An LC that has planned between 10-40 in 2014
VP
TL
Ra
Ra
Ma
Re
TL
Ra
Ra
Ma
Re
TL (Pocket Recruit.)
Number of membe...
STEP 2: JD within the structure
JD of Delivery members in the team
During Raising period During Matching period During Rea...
STEP 2: JD within the structure
JD of Delivery members in the team
During Raising period
• Clear expectation
setting with ...
In the next 2 slides, you will see clear structure and JD of
Marketing teams to support oGIP growth and to align synergy
W...
Structure of Marketing team in a Potential LC
10 to 40
Realisations
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member...
JD aligned to oGIP
10-40 Realisations
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member 4
LCVP JD
• Designs Marketing...
STEP 2: JD within the structure
During Matching period
• Visa Information and
documents support
• Support Eps through key
...
STEP 2: JD within the structure
JD of Delivery members in the team
• EP Preparation seminar to prepare Eps for the
country...
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
KPI 2:
Reduc...
Tips for customization of structure in the summer peak
 For the summer peak, if there is an LC that only needs to focus o...
STEP 2: An LC that has planned between 40-70 Re in 2014
VP
TL
Ra
Ma
Re
Re
MKT
TM
TL
Ra
Ma
Ma
Re
Re
Re
MKT
TM
TL
Ra
Ma
Ma
R...
Each team here has members for delivery, how do these members work
together?
VP
TL
Ra
Ma
Re
Re
MKT
TM
TL
Ra
Ma
Ma
Re
Re
Re...
STEP 2: JD within the structure
JD of Delivery members in the team
During Raising period During Matching period During Rea...
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
KPI 2:
Reduc...
oGIP Capacity Quality Delivery
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oGIP Capacity Quality Delivery

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oGIP Capacity Quality Delivery

  1. 1. Role of HOME ENTITY in GIP 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
  2. 2. WHY? Right number of People to Deliver high volume QUALITY Experiences Clear JD and KPI for members working on delivery
  3. 3. HOW? STEP 1: Plan for Capacity for Quality STEP 2: Structure, JD and KPI in different LC Volumes in iGIP
  4. 4. Use the TM Planning tool to plan oGIP 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 oGIPoGIP
  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 oGIP 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. STEP 2: An LC that has planned between 0-10 in 2014 Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: - 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 VP Member Member Member Member All members are doing Ra, Ma and Re
  9. 9. STEP 2: JD within the structure Recommendation: Each member is delivering to EPs he/she has matched since the LC is still at start up and does not have a HIGH VOLUME of EPs JD for Delivery 0 Supporting Eps with Visa documentation, application etc 0 Ensuring high QUALITY EP Preparation – Includes cultural preparation and expectation setting 0 Clear Alignment between EP and host ENTITY about EXACT JD of EP and role of EP in the organization 0 Cross-checking all accommodation, pick up and integration details with the host entity so that EP Managers in the home entity can track the delivery of standards from host entity and prepare Eps accurately for the new environment 0 Constant communication with EP through the experience 0 Fast firefighting and quick responses in case of any EP complains
  10. 10. 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
  11. 11. STEP 2: Ideal duration of the teams Makes sense for teams to be for 6 months – This gives members time to deliver the Realization effectively It is important to MAKE SURE that once the team duration ends the same members are communicating and supporting Eps and this is still part of their role In case the same members cannot continue to communicate with Eps, transition the existing Eps to new members Also transition all contact details of the host entity with new members so that communication is smooth
  12. 12. STEP 2: An LC that has planned between 10-40 in 2014 VP TL Ra Ra Ma Re TL Ra Ra Ma Re TL (Pocket Recruit.) 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 Has specific members for delivery to ensure continuous EP experience delivery
  13. 13. STEP 2: JD within the structure JD of Delivery members in the team During Raising period During Matching period During Realization • Clear expectation setting with EP about specific product you are raising for, sample JDs within the product, Options of countries EP can pick (Depending on an MCs partnerships) • Visa Information and documents support • Support Eps through key tips and tricks for matching interviews • Regular communication with TN Managers • EP Preparation based on country and JD EP is matched to • Clear communication between EP, TN Manager and EP Manager right before and right after realization to ensure everything is going well
  14. 14. STEP 2: JD within the structure JD of Delivery members in the team During Raising period • Clear expectation setting with EP about specific product you are raising for, sample JDs within the product, Options of countries EP can pick (Depending on an MCs partnerships) • In this structure, since delivery and raise are handled by different people, it is important to ensure CLEAR SYNERGY between these people and alignment of messages as well • Also this alignment needs to exist with marketing teams as well because they are the teams that do the content generation and create promotion material online and offline • Having an EP Induction seminar to induct Eps into AIESEC, the process they will go through and keep them engaged is important at this stage
  15. 15. In the next 2 slides, you will see clear structure and JD of Marketing teams to support oGIP growth and to align synergy WHY? • Because it is important to ALIGN marketing structure and JD to oGIP Raise to ensure the RIGHT MESSAGE and EXPECTATION setting which will eventually lead to better EP EXPERIENCE DELIVERY
  16. 16. Structure of Marketing team in a Potential LC 10 to 40 Realisations LCVP Comm/ Marketing Member 1 Member 2 Member 3 Member 4 30 to 70+ Raised 50 to 150+ Sign ups (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning: KPI’s: • Number of EP’s Raised (that fit the right Matchable EP Profiles) • # of Leads/ Registrations from each strategy • Increased Conversation Rate from Sign up to Raise This means that recruitment activities must be focused enough to get this number of registrations from the right target market Based on Statistics, how many Raises do you nee to get this many realisations? Based on Statistics, how many Sign-ups do you nee to get this many raises? STARTHERE
  17. 17. JD aligned to oGIP 10-40 Realisations LCVP Comm/ Marketing Member 1 Member 2 Member 3 Member 4 LCVP JD • Designs Marketing Strategy with OGX And Marketing Team and ensures a well designed product- customer flow* • Works with Marketing Member to organize 2-3 KEY channels strategies (can be online or offline) to reach the target audience • Recruitment Period: • Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this. • Ensures that his/ her members are on track and the campaign is running according to timeline Members’ JD (2-3 Channels Experts) • Online Marketing (1-2 members): • Ensures website and social media is always up to date with relevant information, • Explores and develops 1-2 Online Inbound Marketing Strategies • Campus Relations: • Ensures Relationships with Campus/ University is well maintained (Year Round) • Designs and Oversees Physical Recruitment Events Members’ JD (1-2 Designers) • Year-round: • Ensures website and social media is always up to date with relevant information • Ensures Relationships with Campus/ University is well maintained • Recruitment Period: (for each member) • Takes on the implementation of 1-2 key channel strategies and aligns the LC’s towards this
  18. 18. STEP 2: JD within the structure During Matching period • Visa Information and documents support • Support Eps through key tips and tricks for matching interviews • Regular communication with TN Managers JD of Delivery members in the team • In some cases members doing matching are in touch with the EP however ALL the visa support and information needs to be coordinated by delivery members so matching members can focus on more matching • During this period, members working on delivery should start ENGAGING Eps a lot through EP newsletters, Integrating Eps into AIESEC and even supporting Eps in becoming more matchable (with the help of an external even)
  19. 19. STEP 2: JD within the structure JD of Delivery members in the team • EP Preparation seminar to prepare Eps for the country/culture they are going to – customize for all Eps depending on the JD they are going to work in and country they are going to • Try to get someone from the host entity online virtually for the preparation • Give Eps booklets/tips and tricks to stay safe • Inform Eps that they will receive NPS surveys • Give Eps your contact details as well as contact details of whom they can get in touch with incase they need something During Realization • EP Preparation based on country and JD EP is matched to • Clear communication between EP, TN Manager and EP Manager right before and right after realization to ensure everything is going well
  20. 20. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC
  21. 21. Tips for customization of structure in the summer peak  For the summer peak, if there is an LC that only needs to focus on matching it makes sense for the structure to have most members on matching and some on delivery and then shift every members focus to deliver  For the summer peak, if you still have to raise or know you can raise, then have separate members raising, separate members matching available forms and delivery members supporting the members matching existing forms the most!
  22. 22. STEP 2: An LC that has planned between 40-70 Re in 2014 VP TL Ra Ma Re Re MKT TM TL Ra Ma Ma Re Re Re MKT TM TL Ra Ma Ma Re Re MKT TM  Since this is a structure for high volume, there needs to be focus on processes  This structure has members raising working in synergy with a specific marketing member in the oGIP team  While members are raising, there are other members matching already available forms  The delivery members are supporting raise and match from the quality perspective and preparing the EP Preparation etc!
  23. 23. Each team here has members for delivery, how do these members work together? VP TL Ra Ma Re Re MKT TM TL Ra Ma Ma Re Re Re MKT TM TL Ra Ma Ma Re Re MKT TM  Members doing delivery across all teams can work together for EP Preparation and EP Induction since a lot of matched Eps might be going to similar countries as well  In this structure, you can also just have 1 separate delivery team with delivery members together  However they are in different teams just to ensure customized and fast support during raise and match  For realizations, members can be grouped together too!
  24. 24. STEP 2: JD within the structure JD of Delivery members in the team During Raising period During Matching period During Realization • Clear expectation setting with EP about specific product you are raising for, sample JDs within the product, Options of countries EP can pick (Depending on an MCs partnerships) • Visa Information and documents support • Support Eps through key tips and tricks for matching interviews • Regular communication with TN Managers • EP Preparation based on country and JD EP is matched to • Clear communication between EP, TN Manager and EP Manager right before and right after realization to ensure everything is going well
  25. 25. STEP 2: KPI within the structure KPI 1: For a single member - % of Promoters/Total Realizations of the member KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC

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