1. Marketing, talent capacity, and organization development are key back office elements that need to be aligned to support the front office strategy of the Global Internship Program (GIP). 2. For marketing, goals, targets, channels, and messages must be agreed upon by both the VP of Communications and VP of GIP. Progress will be tracked using metrics like unique website visitors and number of applicants. 3. Talent capacity will work with GIP to address bottlenecks like sales capacity through projects to recruit and develop sellers and provide GIP education. 4. Organization development can support GIP through specialized coaching, education resources, and developing a specialized expansion unit to help geographic growth.

1. Align Back Office to
support GIP

2. Front office strategies of GIP
Segment Intensive Up-sell in
Supporting Right S&D base
Quality the
Market Product Channel Delivery
Sales segments
Right Right Tracking &
People Time Evaluation
Method

3. Back office elements of AIESEC
Peace and fulfilment of
humankind’s potential
AIESEC 2015
Experiences Delivery (MoS)
Talent Capacity
(TMP/TLP/LCD
Infrastructure
Customers &
Finance and
Governance &
Management
Partners
(Planning)
Brand
Legal
IT &
)
AIESEC Way & BHAG

4. The relationship of front office and
back office
Back office
Front office
Key Program

5. If 1000 IT GIP is a project, it
definitely has the involvement from
back office and front office. And it
needs a project manager for all front
office and back office activities.

6. Project: 1000 GIP “Global IT Talent Sourcing”
Segment Market • GIP ICX
Evolve Product • GIP ICX
Channel Market • GIP ICX + ER + (Com.)
Sales • GIP ICX + ER + TM + Expansion OD
Delivery • GIP ICX + TM
Showcase Impact • Com. + GIP ICX + ER

7. Only if different parts of the project
plan is reflected in different
individuals’ plan, it will be tracked
and it will happen

8. ICX plan
Strategy Initiatives Action steps DDL Respo
Call to XXL 11.11. VP ICX
.....
UO
.....
Segment
contact signed 12.12. VP ICX
Outsourcing
make timeline of events with VP Com 10.11. VP ICX
Events divide people particpating in events 11.11. VP ICX
preperae promotion materials with VP Com 12.11. VP ICX
ER/BD/CR plan
Strategy Initiatives Action steps DDL Respo
Call to PWC 11.11. VP BD
Partnership of .....
segment .....
Segment Outsourcing contact signed 12.12. VP BD
call to .... 10.11. VP BD
Partnership of
partner found 11.11. VP BD
sellers
education delivered 12.11. VP BD
TM plan
Strategy Initiatives Action steps DDL Respo
Meeting with ICX about team JD and flow 11.11. VP TM
Team JD and .....
flow reviewed .....
Segment Outsourcing structure of team planned 12.12. VP TM
Education of Meeting with ICX about needed national education 10.11. VP TM
segment Plan of national education done 11.11. VP TM
delivered Education delivered 12.11. VP TM

9. How to really work with
different back office?

10. The most important back office
elements for GIP
Talent
Capacity
Marketing
Organization
Development

11. 1. Marketing with GIP
• Foundation of alignment
• Tracking

12. 1. Marketing with GIP
a. Foundation which needs to agreed by both VP
Com and VP GIP:
G–T–C-M
Goal Target Channel Message

13. 1. Marketing with GIP
a. Foundation which needs to agreed by both VP
Com and VP GIP:

14. 1. Marketing with GIP
a. Foundation which needs to agreed by both VP
Com and VP GIP:

15. 1. Marketing with GIP
a. Foundation which needs to agreed by both VP
Com and VP GIP:

16. 1. Marketing with GIP
a. Foundation which needs to agreed by both VP
Com and VP GIP:

17. 1. Marketing with GIP Ultimate KPI
b. Set goal and tracking the progress of joint
project (Online)
No. of
Applicants
Converging
rate on
No. of Unique website
Visitors to
Reach website

18. 1. Marketing with GIP
b. Set goal and tracking the progress of joint
project (Other channels)
No. of
Applicants
No. of
Interest(LEAD
Reach )
Ultimate KPI

19. 2. Talent Capacity with GIP

20. Does your talent management
projects tackle the top needs of
your organization?

21. Definition
Program Business Global
& Principles
Model Driver
Condition
Talent Talent
Talent Planning
Selection Marketing Talent
Capacity
&
Process Talent Quality
Talent Talent Experience
Education &
Allocation Induction
Training
Performance
Transition Coaching
Assessment
Talent Tracking
& pipeline R&R
mgmt.

22. What is your bottleneck in GIP?
What is the role of talent
management?

23. 2. Talent Capacity with GIP
Poor Sales
Capacity
b. Align the
bottlenecks of GIP
with talent Wrong
product/ Quality of Long
management Wrong GIP delivery
responsible Customers
Retention
of
Customers

24. 2. Talent Capacity with GIP
Seller recruitment and
development Project
b. Define a few joint
GIP Education based on
projects to tackle the needs
top needs from
program Recruitment/structure for
Sub product (example: IT)
…

25. 3. Organization Development
with GIP

26. With OD: How to create and capitalized
our channels for strategy delivery?

27. With Expansion: How can we better
align expansion strategy with both
organization development also business
strategy?

28. 3. Organization Development
with GIP
Other
Coaching Specialized
Education …
System Unit
Space

29. 3. Organization Development
with GIP
a. Coaching system
 Program base coaching
 Allocate coach based on program strategic focus
 Make sure coaching visit calendar supports
operation calendar(ensure time in office to work
after visit/conference, align visit with growth
strategy delivery)
 Set concrete goal and track result of coach visit

30. 3. Organization Development
with GIP
b. Other education space
Create other education space for strategy
delivery:
 Function strategy meeting
 Virtual education space
 Knowledge management center

31. 3. Organization Development
with GIP
c. Specialized Unit
Geographic expansion can be a critical reason for
success
 Develop expansion plan considering specialized
unit of only GIP
 Pilot with mature LC for expanding to other
universities
 Set HR and structure to support specialized unit
growth