The document discusses strategies for balancing growth in both Tier 1 and Tier 2 oGIP and oGCDP programmes at the entity level. It recommends creating an OD model that allows for growth in both programmes together while balancing support from marketing and talent management. Specific strategies are provided for different entity sizes, including splitting focus between programmes, capitalizing on expansion initiatives, and optimizing processes. The role of the marketing and talent management teams and their structures are outlined to ensure balanced support. International exchange programme timelines and strategies are also discussed to drive growth in both programmes.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
Tier 1 oGCDP Structures for peak and off-peak managementAIESEC
This document provides guidance on structuring local committees (LCs) for peak and off-peak management of global cultural development programs (GCDPs). It recommends that beginner and intermediate LCs focus only on peak realizations, while advanced and mature LCs should have structures to manage both peak and off-peak. Project-based team structures are suggested for advanced and mature LCs to manage multiple national and local GCDP projects simultaneously during peaks and off-peaks. The document also provides templates for recommended LC structures, timelines, and member job descriptions at different maturity levels.
There are three key points discussed in the document:
1. The document discusses talent planning and capacity building for entities in Tiers 3 and 4 of the GCDP program. It provides structures and guidelines for beginner, intermediate, and advanced level entities.
2. Guidelines are provided on using data and metrics to identify challenges and increase productivity. Methods for measuring productivity at different stages are also outlined.
3. The document outlines steps for entities to take based on their current capacity, including optimizing recruitment, reallocating members, and focusing on learning and development. Maintaining the right structures aligned to program goals is emphasized.
Aiesec international 2012 2013 strategy achievement maggie4667
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
This document discusses strategies for increasing International Exchange Programs (IXP) within AIESEC. It recommends tracking IXP goals and contributions, promoting exchange experience to members, and integrating returnees upon reintegration. Timelines are provided for exchange participation and reintegration. Strategies target different levels, such as the local committee and mother committee. The benefits of IXP include improving exchange quality, driving results, and developing talent capacity within local committees. GCP Colombia achieved around 250 exchange participant reintegrations and 50 new Global Impact Programs in the first semester by implementing initiatives like new recruitment products and incentives for IXP.
Expansions creation and management Tier 1 and 2AIESEC
1) The document discusses strategies for managing organizational expansions, including developing an expansions plan, timeline, and goals.
2) It emphasizes embedding expansions management into the overall growth model to ensure alignment of objectives and support through coaching and resources.
3) The strategies address defining criteria for official expansions and local committees, recruitment processes, key performance indicators, communication structures, and tracking expansion development over time.
Backwards planning & strategy planning gcdp all tiersAIESEC
1. Backwards planning involves assessing the current state of a program by analyzing key performance indicators (KPIs) like member numbers, sales meetings, matches, and realizations to identify gaps. This allows you to set goals and determine which KPIs to focus strategies on improving.
2. To develop strategies, you brainstorm projects involving both front office and back office teams that target the identified KPIs. Strategies are customized for different clusters and connected to growth in metrics like revenue, matches, and net promoter score.
3. Prioritization of strategies uses an impact/feasibility matrix to select the most effective projects to implement based on their ability to drive results and likelihood of success. This ensures resources
oGCDP Tier 1 Structures for university expansions AIESEC
This document outlines best practices for structuring university expansions for AIESEC. There are two types of expansions: those initiated by the Member Committee (MC) or by the Local Committee (LC). For MC-driven expansions, the MC appoints an expansion coordinator and team leaders to build capacity and focus on the Global Internship Program. For LC-driven expansions, the parent LC appoints an expansion coordinator and separate team to build capacity for the new entity, while maintaining separate structures for the parent LC. Both expansion types should focus learning on operational processes and the Global Internship Program, and implement team minimums and International Yearly Planning to ensure success.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
Tier 1 oGCDP Structures for peak and off-peak managementAIESEC
This document provides guidance on structuring local committees (LCs) for peak and off-peak management of global cultural development programs (GCDPs). It recommends that beginner and intermediate LCs focus only on peak realizations, while advanced and mature LCs should have structures to manage both peak and off-peak. Project-based team structures are suggested for advanced and mature LCs to manage multiple national and local GCDP projects simultaneously during peaks and off-peaks. The document also provides templates for recommended LC structures, timelines, and member job descriptions at different maturity levels.
There are three key points discussed in the document:
1. The document discusses talent planning and capacity building for entities in Tiers 3 and 4 of the GCDP program. It provides structures and guidelines for beginner, intermediate, and advanced level entities.
2. Guidelines are provided on using data and metrics to identify challenges and increase productivity. Methods for measuring productivity at different stages are also outlined.
3. The document outlines steps for entities to take based on their current capacity, including optimizing recruitment, reallocating members, and focusing on learning and development. Maintaining the right structures aligned to program goals is emphasized.
Aiesec international 2012 2013 strategy achievement maggie4667
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
This document discusses strategies for increasing International Exchange Programs (IXP) within AIESEC. It recommends tracking IXP goals and contributions, promoting exchange experience to members, and integrating returnees upon reintegration. Timelines are provided for exchange participation and reintegration. Strategies target different levels, such as the local committee and mother committee. The benefits of IXP include improving exchange quality, driving results, and developing talent capacity within local committees. GCP Colombia achieved around 250 exchange participant reintegrations and 50 new Global Impact Programs in the first semester by implementing initiatives like new recruitment products and incentives for IXP.
Expansions creation and management Tier 1 and 2AIESEC
1) The document discusses strategies for managing organizational expansions, including developing an expansions plan, timeline, and goals.
2) It emphasizes embedding expansions management into the overall growth model to ensure alignment of objectives and support through coaching and resources.
3) The strategies address defining criteria for official expansions and local committees, recruitment processes, key performance indicators, communication structures, and tracking expansion development over time.
Backwards planning & strategy planning gcdp all tiersAIESEC
1. Backwards planning involves assessing the current state of a program by analyzing key performance indicators (KPIs) like member numbers, sales meetings, matches, and realizations to identify gaps. This allows you to set goals and determine which KPIs to focus strategies on improving.
2. To develop strategies, you brainstorm projects involving both front office and back office teams that target the identified KPIs. Strategies are customized for different clusters and connected to growth in metrics like revenue, matches, and net promoter score.
3. Prioritization of strategies uses an impact/feasibility matrix to select the most effective projects to implement based on their ability to drive results and likelihood of success. This ensures resources
oGCDP Tier 1 Structures for university expansions AIESEC
This document outlines best practices for structuring university expansions for AIESEC. There are two types of expansions: those initiated by the Member Committee (MC) or by the Local Committee (LC). For MC-driven expansions, the MC appoints an expansion coordinator and team leaders to build capacity and focus on the Global Internship Program. For LC-driven expansions, the parent LC appoints an expansion coordinator and separate team to build capacity for the new entity, while maintaining separate structures for the parent LC. Both expansion types should focus learning on operational processes and the Global Internship Program, and implement team minimums and International Yearly Planning to ensure success.
Capacity and structures for high quality oGCDP AIESEC
The document provides guidance on structuring local chapters (LCs) based on their planned volume of Global Citizenship and Development Programme (GCDP) realizations for quality delivery. It outlines 4 levels of LC volumes and the recommended structures for each, including roles and responsibilities. For LCs planning 0-25 realizations, it recommends a simple structure with members fulfilling marketing, matching and delivery roles. For higher volumes, it separates roles and adds team leaders, project teams, and positions focused on processes and stakeholders. Key performance indicators center on promoter percentage and reducing detractor issues. The document aims to help LCs plan capacity and structure themselves appropriately for their realization goals.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
This document provides guidance for local committee planning for the 14/15 term. It outlines a planning process and template to define strategies, operations, functional responsibilities, and timelines to achieve goals for the term. The focus is on planning exchange program delivery and support operations, with an emphasis on defining measurable strategies, goals, and key performance indicators to guide work over the next six months. Contact information is provided for AIESEC coaching staff available to support the planning process.
This document discusses strategies for growing the iGCDP program within AIESEC at different tiers.
For Tier 1 and 2 LCs, the focus should be on organic and balanced growth, balancing program growth with general internal development. For Tier 3 and 4 LCs, the focus shifts to jumping into iGCDP by scaling up program delivery.
The document then provides guidance for Tier 4 LCs, which are aiming to scale iGCDP from 0-25 raises to 25-100 raises. It recommends focusing on specific LCs for growth, using data to identify challenges, building capacity through planning and structures, implementing learning and development, and establishing team minimums to drive results.
Capacity and structures for high quality iGCDP AIESEC
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
Learning for high quality experience deliveryAIESEC
This document outlines a learning and development plan to deliver high quality experiences across international exchange programmes. It includes:
1. Providing training to all teams on key topics like raising quality exchanges, measuring NPS, eliminating detractors, preparing exchanges virtually, and balancing quality between programmes.
2. Delivering this training through various channels like virtual sessions, conferences, and coaching visits between May-July.
3. Ensuring training reaches all profiles including local committee vice presidents, team leaders, and members through practical simulations and interactions with past exchange participants.
The goal is to create a culture where all members work collaboratively to care for exchange participants and continuously improve the quality of experiences.
The document contains information about two Vice Presidents at iGCDP - Athira Menon and Sanjula Mansingh. It provides details about their roles and responsibilities, focus areas, projects, key performance indicators, and quarterly targets. Athira Menon is the Vice President of Pilot Projects and Local Markets focusing on Manipal and Udupi, while Sanjula Mansingh is the Vice President of External Markets. Both Vice Presidents are responsible for raising, matching, and realizing exchange programs as well as developing partnerships, members, clients, and ensuring quality experiences.
The document discusses structures and job descriptions (JDs) for teams involved in GIP quality delivery. It recommends:
1. Planning capacity based on the number of experiences per member and realization goals.
2. Creating structures with customized JDs based on realization volumes, including promotion, matching, delivery, and follow up roles.
3. Aligning marketing, raising and delivery team JDs and messages to ensure clear expectations and quality experience delivery. Key responsibilities include preparation, cultural alignment, communication and issue resolution.
4. Establishing team durations, member transitions, and cross-team collaboration to maintain continuity of EP support. KPIs focus on promoter percentages and reducing detractor issues.
This document provides guidance for an LC planning block. It suggests allocating around 8 hours to: 1) analyze the previous term's plan and legacy; 2) understand the LC's current status and growth path; 3) decide goals, key performance indicators, and focus areas for the new term. The block then involves 4) planning metrics and strategies for each quarter and program area. Finally, 5) an LC timeline is created to track activities and the strategic plan is completed. The guidance emphasizes critically reviewing the past, defining clear ambitions and strategies, and creating an operative plan to guide the new term.
Balance quality experience delivery in GIP and GCDP during peaksAIESEC
The document provides guidance on balancing quality delivery across the Global Career Development Program (GCDP) and Global Internship Program (GIP) in the summer. It recommends that each Learning Center (LC) grows in one International Career Experience (ICX) program and one Outbound Global Experience (OGX) program to balance resources. For LCs with high growth in both ICX programs, it suggests identifying common issues, finding shared solutions, and ensuring MC support for implementation. The same approach is outlined for balancing quality when an LC has high growth in both OGX programs.
This document provides guidance on clustering entities in Tier 3 of the iGCDP OD model. It analyzes the performance of LCs in Tier 3 entities, noting that many have potential to significantly grow their RE through a focus on iGCDP. It recommends entities identify LCs to focus on for iGCDP growth based on their OD model and growth plans. Entities can use HR intelligence like team minimums and productivity metrics to identify areas for growth. The document also provides guidance on building capacity through optimized recruitment, talent planning, and structuring teams for different levels of LC performance in iGCDP.
Pipeline management involves setting HR goals based on organizational goals, forecasting capacity needs, and addressing gaps. It entails tracking the number of members across areas and roles compared to goals. Regular pipeline reviews assess retention rates, recruitment needs, learning and development, and reallocation to ensure the right number and profile of people. Managing the pipeline helps forecast needs, adjust goals and productivity targets, and focus coaching to build leadership pipelines and optimize talent processes. It is a key tool to deliver the right capacity for exchange peaks and programs over time.
This document provides guidance on structuring teams and job descriptions for local committees (LCs) based on their capacity level in the iGCDP program. It begins by outlining four tiers for LCs - Beginner (0-25 exchanges), Intermediate (25-100), Advanced (100-200), and Mature (200+). For each tier, it recommends appropriate team structures, number of members, sample job descriptions, and types of back office support functions needed. The goal is to optimize structures and roles to drive growth in iGCDP exchanges as LCs progress through the tiers by increasing their focus, specialization of roles, and project management capacity.
This document provides tips to optimize learning and development in a short time frame. It recommends:
1. A 2-day induction process covering the basics of the organization, functional understanding through simulation, and teamwork.
2. Customizing a virtual training week with recorded sessions tailored to local committees' programs and including clear next steps.
3. Providing ongoing education through regular communications on topics like country partner updates.
4. Having local committee coaches focus on specific growth committees through frequent check-ins to address challenges.
The document discusses creating a Sales Development Program (SDP) for iGCDP to help support ambitions for growth. An SDP uses education and tracking to increase sales capacity and intensity. It should include a needs assessment, program design, content delivery, and evaluation. The content and timeline should be tailored to teams working for peak and off-peak realizations. Key aspects of an SDP include a tracker system, educational framework, content delivery channels, and sales conferences. Regular evaluation of KPIs is needed to track the program's success.
The OGSM--Objectives, Goals, Strategies and Measures--is a framework for aligning your team. Dave Balter, CEO of BzzAgent and Exec Chair of Smarterer, reviews how to create an OGSM for your organization, ans shares concrete tactics to help your entire team learn, to win.
iGCDP Tier 2 Learning for national and local projectsAIESEC
This document discusses learning and development for iGCDP entities in Tier 2. It provides education topics tailored for different experience levels, from beginners to advanced. Sample topics include product knowledge, exchange processes, sales training, and customer experience management. The document emphasizes customizing education based on each LC's situation and OD model. It also recommends focusing on back office education and ensuring continuity of virtual learning. Team minimums are introduced as a tool for talent management, with examples of how to track plans, jobs descriptions, training, and performance. Business intelligence from tracking team minimums is also discussed.
There are typically two peaks for project realization - June through August and December through February. The document recommends focusing goals and activities during these periods to take advantage of higher energy planet (EP) supply and better quality control. An example timeline is provided showing sales, matching, delivery, and projects from June through February focused on the December through February peak. Backwards planning is suggested - start with a main realization goal, then determine the number of raises and potential internship takers/enablers needed to achieve that goal based on the peak period.
1. Backwards planning and strategy planning involves assessing the current state of a program by analyzing key metrics like members, sales meetings, customers, raises, matches, and realizations. This helps identify gaps to focus strategies on improving specific metrics.
2. Strategies are then brainstormed to address the identified gaps, potentially involving different functions across the organization. Strategies are developed into strategic projects targeting certain program clusters.
3. The strategies and projects are prioritized using an impact/feasibility matrix to determine which should be implemented in the near future to work towards goals. This ensures efforts are focused on strategies that can realistically drive the most growth.
LC Development and Expansions Tier 3 and Tier 4AIESEC
The document provides recommendations for developing and expanding Tier 3 and Tier 4 Life Centres (LCs) with a focus on a single programme, preferably the MC focus programme. It recommends aligning LC resources and goals to support the focus programme. It also recommends creating an expansions development plan with goals, timelines, coaching structures, and synergy between the MC team and LCs to effectively manage expansions and ensure they contribute to programme growth goals. The plan should be based on backward planning from national goals to determine the optimal number and goals of LCs and expansions.
oGIP Tier 2 structures and L&D for increased LC performanceAIESEC
The document discusses strategies for structuring teams and building capacity for growth in the oGIP programme. It recommends:
1. Picking focus learning communities (LCs) for oGIP growth based on the organizational development (OD) model and using business intelligence to identify challenges and drive productivity increases.
2. Planning team capacity using talent planning tools and conducting optimized short-term recruitments to address any gaps.
3. Developing an OD model to structure LCs and balance growth across oGIP and oGCDP based on factors like the number of LCs and whether there are expansion initiatives. The model recommends splitting focus between programs or having hybrid/support roles.
The key strategies
This document discusses balancing support for GIP and GCDP growth across different levels. It recommends (1) ensuring support functions like talent management and marketing split their focus between the two programs, (2) aligning internal communications from the MC to both programs, and (3) utilizing trained NSTs to support each program separately. For high volume LCs, it suggests project-based structures focused on issues to balance productivity and capacity between the two programs. When an LC only has one VP OGX or ICX, it recommends ensuring the VP and team leaders are highly trained in both programs and that the LC has separate focus programs. The overall goal is a balancing act across levels to support growth in both GIP and
Capacity and structures for high quality oGCDP AIESEC
The document provides guidance on structuring local chapters (LCs) based on their planned volume of Global Citizenship and Development Programme (GCDP) realizations for quality delivery. It outlines 4 levels of LC volumes and the recommended structures for each, including roles and responsibilities. For LCs planning 0-25 realizations, it recommends a simple structure with members fulfilling marketing, matching and delivery roles. For higher volumes, it separates roles and adds team leaders, project teams, and positions focused on processes and stakeholders. Key performance indicators center on promoter percentage and reducing detractor issues. The document aims to help LCs plan capacity and structure themselves appropriately for their realization goals.
This document provides an overview of strategic planning for AIESEC Queen's Local Committee. It discusses the importance of developing a strategic plan and outlines the key components, including developing a mission and vision, conducting an environmental assessment through a SWOT analysis, establishing objectives and goals using an OGSM framework, creating an action plan and timeline, and implementing the plan. An example OGSM for QSAA is provided. The document aims to guide AIESEC Queen's in creating its own strategic plan to focus its efforts and ensure effective use of resources to fulfill its mission over the short and long term.
This document provides guidance for local committee planning for the 14/15 term. It outlines a planning process and template to define strategies, operations, functional responsibilities, and timelines to achieve goals for the term. The focus is on planning exchange program delivery and support operations, with an emphasis on defining measurable strategies, goals, and key performance indicators to guide work over the next six months. Contact information is provided for AIESEC coaching staff available to support the planning process.
This document discusses strategies for growing the iGCDP program within AIESEC at different tiers.
For Tier 1 and 2 LCs, the focus should be on organic and balanced growth, balancing program growth with general internal development. For Tier 3 and 4 LCs, the focus shifts to jumping into iGCDP by scaling up program delivery.
The document then provides guidance for Tier 4 LCs, which are aiming to scale iGCDP from 0-25 raises to 25-100 raises. It recommends focusing on specific LCs for growth, using data to identify challenges, building capacity through planning and structures, implementing learning and development, and establishing team minimums to drive results.
Capacity and structures for high quality iGCDP AIESEC
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
Learning for high quality experience deliveryAIESEC
This document outlines a learning and development plan to deliver high quality experiences across international exchange programmes. It includes:
1. Providing training to all teams on key topics like raising quality exchanges, measuring NPS, eliminating detractors, preparing exchanges virtually, and balancing quality between programmes.
2. Delivering this training through various channels like virtual sessions, conferences, and coaching visits between May-July.
3. Ensuring training reaches all profiles including local committee vice presidents, team leaders, and members through practical simulations and interactions with past exchange participants.
The goal is to create a culture where all members work collaboratively to care for exchange participants and continuously improve the quality of experiences.
The document contains information about two Vice Presidents at iGCDP - Athira Menon and Sanjula Mansingh. It provides details about their roles and responsibilities, focus areas, projects, key performance indicators, and quarterly targets. Athira Menon is the Vice President of Pilot Projects and Local Markets focusing on Manipal and Udupi, while Sanjula Mansingh is the Vice President of External Markets. Both Vice Presidents are responsible for raising, matching, and realizing exchange programs as well as developing partnerships, members, clients, and ensuring quality experiences.
The document discusses structures and job descriptions (JDs) for teams involved in GIP quality delivery. It recommends:
1. Planning capacity based on the number of experiences per member and realization goals.
2. Creating structures with customized JDs based on realization volumes, including promotion, matching, delivery, and follow up roles.
3. Aligning marketing, raising and delivery team JDs and messages to ensure clear expectations and quality experience delivery. Key responsibilities include preparation, cultural alignment, communication and issue resolution.
4. Establishing team durations, member transitions, and cross-team collaboration to maintain continuity of EP support. KPIs focus on promoter percentages and reducing detractor issues.
This document provides guidance for an LC planning block. It suggests allocating around 8 hours to: 1) analyze the previous term's plan and legacy; 2) understand the LC's current status and growth path; 3) decide goals, key performance indicators, and focus areas for the new term. The block then involves 4) planning metrics and strategies for each quarter and program area. Finally, 5) an LC timeline is created to track activities and the strategic plan is completed. The guidance emphasizes critically reviewing the past, defining clear ambitions and strategies, and creating an operative plan to guide the new term.
Balance quality experience delivery in GIP and GCDP during peaksAIESEC
The document provides guidance on balancing quality delivery across the Global Career Development Program (GCDP) and Global Internship Program (GIP) in the summer. It recommends that each Learning Center (LC) grows in one International Career Experience (ICX) program and one Outbound Global Experience (OGX) program to balance resources. For LCs with high growth in both ICX programs, it suggests identifying common issues, finding shared solutions, and ensuring MC support for implementation. The same approach is outlined for balancing quality when an LC has high growth in both OGX programs.
This document provides guidance on clustering entities in Tier 3 of the iGCDP OD model. It analyzes the performance of LCs in Tier 3 entities, noting that many have potential to significantly grow their RE through a focus on iGCDP. It recommends entities identify LCs to focus on for iGCDP growth based on their OD model and growth plans. Entities can use HR intelligence like team minimums and productivity metrics to identify areas for growth. The document also provides guidance on building capacity through optimized recruitment, talent planning, and structuring teams for different levels of LC performance in iGCDP.
Pipeline management involves setting HR goals based on organizational goals, forecasting capacity needs, and addressing gaps. It entails tracking the number of members across areas and roles compared to goals. Regular pipeline reviews assess retention rates, recruitment needs, learning and development, and reallocation to ensure the right number and profile of people. Managing the pipeline helps forecast needs, adjust goals and productivity targets, and focus coaching to build leadership pipelines and optimize talent processes. It is a key tool to deliver the right capacity for exchange peaks and programs over time.
This document provides guidance on structuring teams and job descriptions for local committees (LCs) based on their capacity level in the iGCDP program. It begins by outlining four tiers for LCs - Beginner (0-25 exchanges), Intermediate (25-100), Advanced (100-200), and Mature (200+). For each tier, it recommends appropriate team structures, number of members, sample job descriptions, and types of back office support functions needed. The goal is to optimize structures and roles to drive growth in iGCDP exchanges as LCs progress through the tiers by increasing their focus, specialization of roles, and project management capacity.
This document provides tips to optimize learning and development in a short time frame. It recommends:
1. A 2-day induction process covering the basics of the organization, functional understanding through simulation, and teamwork.
2. Customizing a virtual training week with recorded sessions tailored to local committees' programs and including clear next steps.
3. Providing ongoing education through regular communications on topics like country partner updates.
4. Having local committee coaches focus on specific growth committees through frequent check-ins to address challenges.
The document discusses creating a Sales Development Program (SDP) for iGCDP to help support ambitions for growth. An SDP uses education and tracking to increase sales capacity and intensity. It should include a needs assessment, program design, content delivery, and evaluation. The content and timeline should be tailored to teams working for peak and off-peak realizations. Key aspects of an SDP include a tracker system, educational framework, content delivery channels, and sales conferences. Regular evaluation of KPIs is needed to track the program's success.
The OGSM--Objectives, Goals, Strategies and Measures--is a framework for aligning your team. Dave Balter, CEO of BzzAgent and Exec Chair of Smarterer, reviews how to create an OGSM for your organization, ans shares concrete tactics to help your entire team learn, to win.
iGCDP Tier 2 Learning for national and local projectsAIESEC
This document discusses learning and development for iGCDP entities in Tier 2. It provides education topics tailored for different experience levels, from beginners to advanced. Sample topics include product knowledge, exchange processes, sales training, and customer experience management. The document emphasizes customizing education based on each LC's situation and OD model. It also recommends focusing on back office education and ensuring continuity of virtual learning. Team minimums are introduced as a tool for talent management, with examples of how to track plans, jobs descriptions, training, and performance. Business intelligence from tracking team minimums is also discussed.
There are typically two peaks for project realization - June through August and December through February. The document recommends focusing goals and activities during these periods to take advantage of higher energy planet (EP) supply and better quality control. An example timeline is provided showing sales, matching, delivery, and projects from June through February focused on the December through February peak. Backwards planning is suggested - start with a main realization goal, then determine the number of raises and potential internship takers/enablers needed to achieve that goal based on the peak period.
1. Backwards planning and strategy planning involves assessing the current state of a program by analyzing key metrics like members, sales meetings, customers, raises, matches, and realizations. This helps identify gaps to focus strategies on improving specific metrics.
2. Strategies are then brainstormed to address the identified gaps, potentially involving different functions across the organization. Strategies are developed into strategic projects targeting certain program clusters.
3. The strategies and projects are prioritized using an impact/feasibility matrix to determine which should be implemented in the near future to work towards goals. This ensures efforts are focused on strategies that can realistically drive the most growth.
LC Development and Expansions Tier 3 and Tier 4AIESEC
The document provides recommendations for developing and expanding Tier 3 and Tier 4 Life Centres (LCs) with a focus on a single programme, preferably the MC focus programme. It recommends aligning LC resources and goals to support the focus programme. It also recommends creating an expansions development plan with goals, timelines, coaching structures, and synergy between the MC team and LCs to effectively manage expansions and ensure they contribute to programme growth goals. The plan should be based on backward planning from national goals to determine the optimal number and goals of LCs and expansions.
oGIP Tier 2 structures and L&D for increased LC performanceAIESEC
The document discusses strategies for structuring teams and building capacity for growth in the oGIP programme. It recommends:
1. Picking focus learning communities (LCs) for oGIP growth based on the organizational development (OD) model and using business intelligence to identify challenges and drive productivity increases.
2. Planning team capacity using talent planning tools and conducting optimized short-term recruitments to address any gaps.
3. Developing an OD model to structure LCs and balance growth across oGIP and oGCDP based on factors like the number of LCs and whether there are expansion initiatives. The model recommends splitting focus between programs or having hybrid/support roles.
The key strategies
This document discusses balancing support for GIP and GCDP growth across different levels. It recommends (1) ensuring support functions like talent management and marketing split their focus between the two programs, (2) aligning internal communications from the MC to both programs, and (3) utilizing trained NSTs to support each program separately. For high volume LCs, it suggests project-based structures focused on issues to balance productivity and capacity between the two programs. When an LC only has one VP OGX or ICX, it recommends ensuring the VP and team leaders are highly trained in both programs and that the LC has separate focus programs. The overall goal is a balancing act across levels to support growth in both GIP and
The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
oGCDP Tier 2 Structures for marketing and oGCDP synergyAIESEC
This document discusses structures to allow synergy between marketing and organizational and global citizenship development programs (oGCDP). It provides guidance on planning capacity based on challenge identification and exchange flow. It recommends using a tool to plan member numbers and experiences in oGCDP and support functions. Outcomes may include not having enough members, having enough members, or having the right number but not allocated properly. It provides tips for optimized recruitment, including clear job descriptions, specific recruiters, targeted promotion, selection based on interests/values, and ongoing promotion. Timelines are provided for peak and off-peak structures at different maturity levels from beginner to mature.
This document discusses balancing support for Growth in Income Program (GIP) and Growth in Community Development Program (GCDP) across different levels. It suggests:
1. Ensuring the right staffing and responsibilities in support functions like Talent Management and Marketing to allocate resources to each program.
2. Aligning internal communications from the Mastermind Club to tailored support for clustered Local Clubs in specific programs.
3. For high volume GCDP Local Clubs, focusing initially on productivity and education before allocating capacity to GIP to ensure balanced growth.
4. For Local Clubs with one VP overseeing both programs, highly training the VP and Team Leaders in both programs to balance support
This document discusses capacity building and learning & development for oGIP Tier 3 entities. It begins by assessing the current state of oGIP, with an average of 0-30 realizations per MC and 0-10 per LC. The ideal state by end of 2014 is to increase these averages. The oGIP OD model aims for a big jump in absolute and relative results. It involves picking focus LCs, planning and building capacity for fruit peaks, and providing learning and development support. Key aspects covered are recruitment optimization, structures for different LC sizes, and creating an education cycle focused on the specific needs and goals of each LC.
The document outlines marketing structures and responsibilities for startup, potential, and high potential local chapters (LCs). It includes:
- Key performance indicators (KPIs) and target numbers for realizations, raises, and sign-ups based on the LC level.
- Sample marketing team structures with a LCVP leader and 1-5 members focusing on one GlobalGiving program and 1-2 subproducts.
- Job descriptions for LCVPs and members, including designing strategies, managing channels, and ensuring recruitment targets are met.
- Channels may include online marketing, campus relations, physical events, branding, and communications.
The document provides guidance for LCs to structure their marketing teams,
iGIP Tier 2 Structures, L&D and Team Minimums implementationAIESEC
This document provides guidance on structuring teams and building capacity for iGIP growth. It discusses:
1. Picking focus LCs for iGIP based on the organization's growth model and setting goals for absolute and relative growth.
2. Using business intelligence like productivity metrics and challenge identification to inform talent planning and capacity building. Key areas covered include recruitment, re-allocation, and balancing support functions.
3. Recommended team structures for different LC tiers based on considerations like realization volume, leadership pipeline, and sub-product focus. Startup LCs of 0-10 Re are suggested to have no Team Leaders, while 10-40 Re LCs could have Team Leaders split by industry or
The role of OD is to develop LCs through an OD/Growth Model that defines focus LCs across programmes. This includes creating an integrated education cycle for internal communication and coaching aligned to the model. Expansions are also part of the model, with clear goals and coaching defined. Synergy between functions like TM, GIP, GCDP and Marketing is important to ensure strategic alignment based on the OD Model framework. The VP OD creates and manages this framework for strategy implementation, LC development and goal achievement.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
This document discusses strategies for improving results for the iGIP program at the Tier 3 level. It begins by outlining the current low performance levels and ideal future state with much higher realization numbers.
To achieve this, it recommends focusing learning and development efforts on sales capacity building, including implementing a sales development program with more emphasis on product and process knowledge over sales knowledge. It also stresses the importance of customized induction processes to quickly get new members performing.
Specific strategies proposed include picking focus learning centers for iGIP growth, optimizing recruitment to fill capacity needs, allocating members properly across functions, and implementing team minimum standards in all teams to drive accountability and results. The goal is a big jump in both absolute
The document discusses the role of organizational development (OD) in supporting local committees (LCs) through customized strategic approaches based on their current realities and goals. It outlines how OD can help cluster LCs and guide their growth through national education cycles and OD/growth models. The role of OD involves LC planning, coaching, and tracking to ensure strategies are aligned with goals for programs like GIP. Tiers 1 and 2 LCs may focus on specific program clusters for coaching and development to drive growth. Education is key, and customized virtual training cycles focusing on areas like sales, product knowledge, and supply/demand management can help prepare LCs for peak summer periods.
The document provides guidance on creating an organizational development (OD) model and growth model for Tier 1 and Tier 2 operations. It recommends finalizing goals, focusing programs, and aligning local committees to 1-2 focus programs based on their growth model. It outlines steps to take such as grouping LCs by realization volume, allocating goals, identifying focus/growth LCs, and planning support strategies tailored to LC clusters. The output is a growth model with clear focus LCs, growth paths for programs, and a strategy for implementing the model through coaching aligned to it.
The document discusses TMP/TLP planning, which is important for aligning talent capacity to drive growth in AIESEC programs. Key points discussed include implementing team minimums to standardize teams and support productivity, using business intelligence for efficient talent allocation and growth, and aligning talent management with organizational development to support clear entity direction and goal achievement through proper structures and leadership development. Potential tier-based results for 2014-2015 include exponential program growth, strong talent pipelines, learning and development of memberships, and organizational growth.
Managing high scale or high growth non focus programmeAIESEC
This document provides recommendations for how to manage non-focus programs while also managing focus programs with high growth. The recommendations are:
1. Increase efficiency in non-focus programs to achieve results with fewer resources through processes like outsourcing, standardizing interviews, and automating responses.
2. Consider non-focus programs when creating the organizational development model, such as designating some locations or coaches to specialize in non-focus areas.
3. Manage expansions so each focuses on one program and contribution levels to focus vs. non-focus programs are clear.
4. Prioritize net promoter score management in non-focus programs to eliminate issues affecting scores and quality.
5. Clearly
Pipeline management involves setting HR goals based on organizational goals, forecasting capacity needs, and addressing gaps. It entails tracking the number of members across areas and roles compared to goals. Regular pipeline reviews assess retention rates, recruitment needs, learning and development, and reallocation to ensure the right number and profile of people. Managing the pipeline helps forecast needs, adjust goals and productivity targets, and focus coaching to build leadership pipelines and optimize talent processes. It is a key tool to deliver the right capacity for exchange peaks and programs over time.
This document provides inputs from different regions on what actions they should start, stop, and continue taking to improve their performance in the areas of General Management, Global Impact Programs (GIP), and Global Citizenship Development Programs (GCDP). Some regions recommend starting sub-teams, increasing information access for local communities, exploring new markets, and mentoring smaller entities. Actions recommended to stop include raising non-matchable profiles, bureaucratic processes, and leaving peak results until the last minute. Actions to continue include collaboration, action orientation, teaching/marketing/IT sub-products, and following strategic plans. The overall message is that leadership needs to prioritize strategies like talent management and drive faster change, especially for smaller entities
This document discusses proposed changes to the operation of the Global Internship Program (GIP) function based on the New Customer Flow framework. It identifies problems with the current "raise-match-realize" process, including poor services, lack of leadership development, and low returnee engagement. The proposed changes focus on leadership development, customer experience, marketing and branding, relationship management, and redefining roles and responsibilities. It suggests structuring the function based on sub-products, standardized customer service, and designated roles for marketing, sales/consulting, CRM, and leadership development. Synergy with other functions is emphasized to ensure successful implementation of the new framework.
Similar to Balancing growth in both OGX programmes (20)
This document outlines plans to build an ecosystem and make the organization more sustainable through various projects and partnerships. It discusses setting up a seamless digital ecosystem through projects focused on areas like finance, information management, network strategy, and partnerships. It details the leadership team responsible for different functions and projects. The goals are 100% target and fulfillment through initiatives to improve products, implement standards, and attract more partners and customers through improved digital experiences and engagement.
The survey received over 7,000 responses from AIESEC members around the world. It found that the majority of members feel satisfied working in AIESEC, though improvements could be made in areas like team leadership, planning, and personal goal setting. Specifically, many members reported not having clear job descriptions, team plans, or receiving regular personal goal setting reviews from their team leaders. The survey results aim to understand member experiences and identify areas for strengthening AIESEC's team standards and leadership development.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
This document discusses AIESEC's purpose and leadership development model. It begins with examining what recent world events have piqued people's emotions and how that relates to AIESEC's mission of "Peace and Fulfillment of Humankind's Potential." The document then explores how AIESEC develops leadership qualities in participants through experiential learning opportunities that facilitate an inner and outer journey. It emphasizes that leadership development is at the core of what AIESEC does.
This document provides a simple framework for product leaders to focus on goals, targets, channels, topics, processes, customers, talent, and finance when leading a product. It emphasizes setting reasonable monthly goals based on supply and demand, understanding customer pain points and needs, choosing the best channels to reach targets, customizing content for different channels and customers, streamlining internal processes, recruiting and developing the right talent, and optimizing resources and processes to improve experience and meet financial goals.
AIESEC exists to develop leadership through international internships and volunteer exchanges. Leadership skills are crucial in today's changing world, and experiences abroad provide opportunities for growth outside one's comfort zone. For AIESEC to achieve its goals and grow, it must ensure its programs provide value to organizations, appeal to customer interests, and benefit members personally. Growth requires identifying and addressing barriers like insufficient applications or approvals. AIESEC's success depends on continuously creating demand for its leadership development programs.
This document contains wisdom and insights from Local Committee Presidents (LCPs) around the world on leading AIESEC as a social enterprise. Some key points:
1) LCPs discuss the concept of AIESEC operating as a social enterprise, balancing social impact, sustainability, and financial goals. This allows AIESEC to have more freedom and opportunities to achieve greater impact.
2) Leading an LC is like being the CEO of a social enterprise. LCPs must focus on people, planet, and profit to take their committee from good to great.
3) Insights are provided on exploring local markets, asking "why not?" to spark innovation, and focusing on the core
This document discusses various topics related to organizational mission, structure, operations, branding, culture, systems, learning, projects, and execution. It focuses on defining mission, explaining mission simply, measuring success, developing legacy, and structuring thoughts. It also addresses ensuring mission is reflected in plans and timelines, using leading instead of lagging measures, having compelling scoreboards, maintaining accountability through weekly meetings, and focusing on important goals. The overall document provides guidance on analyzing an organization and its components to develop focused projects and execution strategies aligned with mission.
The document discusses what defines success and how to build a culture of success in an organization. It provides perspectives on personal and organizational success, including knowing one's goals and vision, leading sustainable growth, and fostering cultures of competition, recognition, and communication. The document also offers advice on setting action plans and working collaboratively with teams to define and achieve success.
This document discusses how to build a sales-driven culture within an organization. It addresses planning the culture by identifying key elements to develop, setting clear goals and job roles. It also covers recruiting salespeople by creating an appealing image, targeting suitable personality types, and finding potential candidates. The document outlines developing salespeople by identifying needed skills and providing assistance, experience and motivation. It discusses managing the sales force through messaging about the sales process, proper research, follow-up and diversifying tasks. The importance of sales is highlighted as impacting partners, financial sustainability and career opportunities.
This document discusses the role of "P" leaders in organizations in clarifying and communicating the organization's purpose. It emphasizes that leaders must ensure the "why" or fundamental purpose is clear to all members. This involves role modeling connection to the purpose, constantly seeking clarity on the purpose based on core ideology, and engaging members at all levels through communication channels. Keeping the purpose clear inspires greater action, innovation, influence and loyalty among members. The document advises leaders to reflect on what they have done and can do to clarify the purpose for their teams.
This document provides tips for planning a local committee's activities for the second half of the year. It suggests engaging stakeholders like the executive board, team leaders, and members to obtain buy-in. It also recommends updating information like the SWOT analysis, half-yearly report, key metrics, competitor analysis, and lessons from previous events to inform planning. The document stresses adhering to the local committee's philosophy and values. It proposes using team days for re-planning, team bonding, and priority-setting discussions to define the top goals and projects for the remainder of the year.
This document appears to be notes from a leadership coaching or training session. It includes summaries and prompts for an LC President to review their responsibilities in several key areas: LC administration; EB team management; stakeholder relationships; governance; coaching the EB; member mentoring; member connection; EB synergy; national strategies; LC strategies and projects; planning and review; succession; external representation; relationships with other levels of the organization; international relations; and culture management. It also includes prompts for the LC President to reflect on their focus, energy allocation, learning, and reasons for enjoying their role.
1) Implementing a culture of excellence requires setting high standards for recruitment and promotions to attract top talent.
2) A culture of excellence is led from the top and supported by expectations of high achievement, activity levels, and competence development for members.
3) Recognizing and celebrating high-performing members is important for retention, but standards and goals must not create a pressure environment that demotivates members.
This document discusses forming effective teams. It defines key terms like group and team, and explains why teams are important. It outlines seven elements of successful team cohesion: goals and objectives, right resources, communications, game plan, training, rewards, and leadership. It also describes the typical stages teams go through in building cohesion - forming, storming, norming, and performing. The document provides tasks for teams to demonstrate behaviors from these stages and analyze how well their team is cohesive. The overall message is that teams require understanding roles, clear goals, communication and adapting through different stages to be truly effective.
This document discusses improving the working culture at an organization called NFA. It identifies several aspects of working culture to assess, including communication between leadership and staff, knowledge management practices, use of office space, team meetings, informal communication, diversifying tasks, staff motivation, building team culture, and addressing issues. For each area, it provides questions to evaluate the current status and ways to improve the working culture. The overall aim is to consciously work on enhancing various elements of communication, processes, and staff engagement to develop an ideal working environment at NFA.
Building high performance_culture_rockefellerAIESEC
This document discusses building a high performance culture through various strategies:
1) Get the best team possible by investing in hiring selectively and selling your vision to attract industry leaders. Ensure people are doing work they love.
2) Create a sense of community and commitment from new employees by introducing them around and sharing good stories about others.
3) Understand customers deeply by learning their stories so they feel satisfied. Make the customer experience easier by fulfilling forms or delivering products quickly.
4) Have an audacious goal like reaching a large number of customers or becoming the #1 brand to motivate high performance. Accomplish the brand promises around consistency and customer experience.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
5. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization
6. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization
7. 1. 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
8. 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!
9. 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
10. Entities having BELOW 5 LCs and no intention/capacity to
create or manage expansions should stick to doing one of the
OGX Programmes – preferably oGCDP
What about Entities having less than 5 LCs?
11. 1. Create an OD
Model that allows
growth in both
programmes
together
2. Balancing
support from
Marketing AND TM
3. Entity Process
optimization/standa
rdization
12. 2. Balancing
support from
Marketing AND TM
Marketing and TM Structures and
JD at an MC and LC level Ma
Timeline + process of promotion for
TMP/TLP, oGCDP and oGIP
14. Brand Teams
• Each Member can handle 1-2 subproducts/issues in the Programmes
• Market Research
• Participate in the synergy meetings with the equivalent teams in oGX
function
• Leads the development of the content marketing strategy for Their
main subproducts/ issues
• It is recommended that someone with graphic design abilities is also
within each team
• Have members within each team ASSIGNED TO GIP, GCDP
AND TMP TLP
LCVP Comm/
Marketing
Brand Team
TL 1
Members
Members
Brand Team
2
Channel Mgr.
Channel Mgr.
Comms Team
Members
Members
Special Comms Team
• Builds and Aligns the over-all content strategy of their
respective channels to ensure that these spaces
continue to contribute more customers and promoters
for AIESEC
• Works with the brand teams to ensure that marketing
content is aligned
• Includes management of social media channels,
website, online registrations, campus relations, media,
PR etc.
LCVP JD
• Designs Marketing Strategy with oGCDP and oGIP to ensure a well
designed product- customer flow*
• Leads Proper and Strong Brand management in the LC
• Recruitment Period:
• Leads the creation and implementation of the marketing strategy
across the different GIP Sub Products and GCDP Issues and
channels
• Ensures that his/ her members are on track and the campaign is
running according to timeline
Marketing Team Structure 1
15. Marketing team structure 2
70++
Realisations
120++
Raised
300++
(Ideally, Sign up to Raise
Conversion rate is
greater than 30%)
Sample Backwards Planning if oGIP goal is higher than 50 Re for the LC
Based on Statistics, how
many Raises do you nee to
get this many realisations?
Based on your average conversion
rate, how many Sign-ups do you need
to get this many raises?
STARTHERE
NOTE:
• Marketing team has 10+ members (including LCVP)
• Marketing Team needs to focus on scaling up their market reach fortheir
current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP)
• High Volume LC’s need to especially work on optimising their processes and
investing in IT innovations in order to increase their production capacity,
These LC’s can work with the MC to develop these evolutions
• Don’t expand the team too much horizontally
LCVP Comm/
Marketing
Brand Team
TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team
TL
Member 1
Member 2
Member 3
Comms
Team TL
Member 1
Member 2
Member 3
16. • Be very clear how many members in the Marketing team are driving oGIP,
how many members are driving oGCDP Goals and how many members are
driving TMP Recruitment
• Their Goals for sign up, conversion and raise should be based on the
programme they are driving
• JD should be based on the programme they are driving
IMPORTANT
17. • When calculating productivity for oGIP in the LC or MC, for number of
members contributing to oGIP add the number of members from marketing
team whose goals and JD is about driving oGIP growth. Eg: 3 out of 7
members are working on oGIP and 4 on oGCDP then 3 members are included
into oGIP productivity data and 4 into oGCDP Productivity data
Calculating productivity
18. TM Structure option 1
NOTE:
• TM Team has 2 core teams, one focused on building capacity and the
other focused on Learning and Team Minimums implementation
• Number of people needed is generally 8-10 people between both
teams
• It is advised to have a TL for Capacity due to activities linked to
promotion, recruitment and pipeline management and the need to
lead recruitment teams
• TL for L&D only if the LC needs it and if you have pipeline for
someone who is experienced to manage the role
• Try to have some people in TM with experience in doing exchange so
that they understand the connection between TM and Operations
better
LCVP TM
TL Capacity
Members
Members
TL L&D
Members
LCVP TM JD:
• Plans for number of members needed and education cycle using planning framework in synergy with exchange functions and marketing
• Leads the capacity and Learning team to ensure coordination of all activities within TM and the right synergy with other programmes and
functions
• Focused on driving IXP in the LC (especially if the LC wants to grow in any one or both of the OGX programmes)
• Responsible to ensure implementation and detailed tracking of team minimums
• Identifying key TM Challenge in the LC along with EB team and with support from MC to create the right strategy and action steps for TM to
drive exchange
• In this case, the capacity team is managing overall CAPACITY in the LC and L&D team support is customized to programmes, however focused on
both OGX Programmes
19. TM Structure Option 1
LCVP TM
TL Capacity
Members
Members
TL L&D
Members
TL Capacity JD
• Coordinate recruitment activities in the Synergy
with Marketing
• Tracking of number of members in each area
and by each process
• Pipeline management to ensure the LC always has
capacity to deliver
• Work with LCVP to ensure the right structures
• Key focus should be the two OGX programmes
TL L&D JD
• Coordinate education and L&D in the LC
• Created education cycle based on exchange and
recruitment timeline
• FOCUS ON BOTH OGX PROGRAMMES!
• Tracking of increase in performance over a period
of time, time it takes to perform, TMP Retention
rate etc
Members are needed in
Capacity team mainly to
support recruitment
promotion and selection
coordination
20. TM structure option 2
LCVP TM
Capacity
Team
Member 1
Member 2
ALTERNATE Structure for this LC
LCVP TM
Capacity
Team
Member 1
Member 2
Programme
coordinators
Programme 1
Programme 2
Programme
Coordinators
Programme 3
Programme 4
• Programme coordinators are in the
programme teams (in this case oGCDP and
oGIP mainly) in order to ensure the right
L&D and implementation of team minimums
• In this case the programme coordinators are
still coordinating with LCVP TM but work in
the respective programme teams to ensure
focused support
21. In TM option 2
KPIs: Number of
members in functions
and programmes, Time
for new member to
start performing
MoS: Increase in Productivity
it is even more important to measure productivity by
programme to ensure back office is really supporting
programmes in the right way and the right function (or
people) are supporting the right programme
Here the programme coordinators are meant to make
the synergy even better so ensure they are very well
trained and have experience in operations preferably.
22. • Be very clear how many members in the TM team are driving oGIP, how many
members are driving oGCDP Goals and how many members are driving TMP
Recruitment
• Their KPIs should be related to capacity or L&D and more specifically related to the
key challenge you are trying to solve
• TM KPIs should be measurable
• JD should be based on the programme they are driving
• TM team has to support all programmes LC is running but pay special effort to the
focus programme
IMPORTANT
23. • Ensure members in TM have the right understanding of exchange and
preferably have done exchange
• People with AIESEC XP of 6-12 months minimum in TM teams
Profile of members in
TM
24. Marketing and TM Structures and
JD at an LC level
What is the MCs role here?
• The MC VP TM in synergy with Marketing, GIP and GCDP
ensure that LCs are planning for capacity (number of members
and structures) in the right way, the MC should track this
• The MCVP OD works with the MCVP TM to align structures
across LCs based on the OD Model
• The MCVP OD works with TM, Marketing and all programmes
to align education cycle to the 2 OGX Programmes
• MCVP TM and MCVP OD work on ensuring that LCs know how
to support OGX and ICX (especially through TM)
• The MC to ALIGN PROMOTION TIMELINE for TMP/TLP, oGCDP
and oGIP and create the right product packages for each
29. Now look at this:
New members going on Exchange this
summer!
January February March April May June
Reintegration
Go on exchange!
Member Recruitment
30. StrategiesforMC
Planning and Tracking
• Have a clear goal for IXP (per programme and for each month)
• Track the contribution of IXP to GCDP and GIP goals, in terms of
RA MA RE and talent capacity in local teams.
LC’s management
• Create national R&R campaign for LC’s
• Define IXP focus according to MC / LC strategy (focus on GCDP or
GIP)
• Make sure there’s a clear responsable at local level for IXP goal (VP
TM & VP Comm).
National Conference Cycle
• Include Exchange experience in your education cycle, every member
should plan in their career plan a GCDP XP.
• Promote the opportunity of being TMP TLP for EP’s in OPS and EP
preparation seminars.
31. Strategies for LC
Start Up LC
• Big Focus on
reintegration to start
having talent capacity in
your LC. Allocation
according to LC needs.
• All the members need to
have in mind to go on
Exchange.
• Embed into Career
Planning
Intermediate
• Choose a focus for IXP,
GCDP or GIP.
• Returnees allocated in
Operations team and
sales teams.
Advanced
• Be able to drive IXP for
GCDP and GIP.
• A lot of your
membership is going
on Exchange, you have
off peak TMP TLP
recruitment to support
operations during
summer.
High Volume
• Big amount of OGX
exchanges should come
from IXP.
• Create an IXP corner in
the LC to upscale
strategies.
32. 2. Balancing
support from
Marketing AND TM
• Create a clear timeline for LCs about when to do GCDP and
GIP promotion – Eg: GIP OGX promotion is on going and GCDP
is right before a peak only, GIP OGX promotion for teaching
goes on simultaneously with oGCDP Promotion
• Optimize your national online attraction and conversion
channels to attract participants for both OGX programmes
• For sign ups happening through out the year, have a clear and
fast response system so that you engage every EP that signs
up and is matchable
• Segment university campus/off line markets clearly with LCs
so that LCs can do faster off line sales
• GIP EP sign ups who are not qualified, can be converted to
GCDP Eps/TMP TLP as well
• When the market is clearly split between GIP and GCDP
offline sales and team structures are aligned to this in
Marketing, high activity and balance is possible!
2. Other action steps