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.
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 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.
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 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.
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.
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.
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.
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.
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 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.
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 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.
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.
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.
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.
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.
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.
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 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.
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.
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.
This document provides an overview of various learning topics related to AIESEC's products and processes. It is organized into different levels from basic to advanced. The topics covered include product knowledge, exchange processes, supply and demand management, inner and outer journey, customer experience management, issue-based segmentation, cross-cultural communication, customer loyalty for students, sales training, national projects, project management, country-to-country partnerships, showcasing and promoters, business model, product development, sales development, CRM management, buddy and host program, crisis management, LC-to-LC partnerships, promoters strategy, associate membership, and integrated exchanges. For each topic, the content, objectives, and target audience are described.
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.
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
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 outlines a strategy for raising international exchange placements (IXP) for AIESEC members in Colombia. It discusses setting goals for IXP, targeting outgoing executive board members, alumni, and current members. The proposed channels and strategies include promoting IXP at national conferences, in a national newsletter, and through career planning with executive board members. Sample messages are provided to promote IXP opportunities. A timeline is presented showing when IXP were raised in 2013 and 2014, with most occurring in January-February as executive board members closed out their terms. Results so far in 2014 show 49 IXP raises in the first quarter, with 30% coming from internal exchange placements.
Capacity for high quality experiences in iGIPAIESEC
The document outlines steps for local committees to plan capacity for quality internship experiences. It recommends:
1. Using a planning tool to determine the number of interns each member can support based on realization goals.
2. Structuring teams based on realization volume, with clear job descriptions and key performance indicators focused on delivery of high quality experiences.
3. Ensuring smooth transitions as team durations end to continue supporting interns throughout their 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 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.
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
AIESEC Indonesia | oGCDP Summit 2014 | oGCDP and Program Marketing Synergy Si...Christina Kelman
This document describes a simulation activity to build synergy between AIESEC Indonesia's Outgoing Global Cultural Development Program (oGCDP) and Communications functions. Participants are randomly assigned roles in oGCDP or Marketing and must complete tasks from the other department's perspective. The objectives are to understand challenges from a lack of synergy and emphasize that oGCDP is about sales while Communications is about strategic program marketing. The simulation involves creating marketing plans, partnerships, and addressing issues like low conversion rates to emphasize collaborative problem-solving.
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.
This document outlines strategies for increasing capacity in the local committee (LC) by engaging exchange participants (EPs) and trainees in temporary placement programs (TMPs) or offering micro-experiences. It discusses integrating EPs before, during, and after their exchange through communication, promoting TMP opportunities, and conducting reintegration seminars. Examples provided include an EP taking a role on the operations committee team before their exchange and maintaining contact during the exchange through a monthly newsletter. The goal is to recruit EPs into TMPs upon their return through competency assessments and interviews. Micro-experiences of less than 8 weeks are also suggested if EPs cannot commit to a full TMP.
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
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.
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
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
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.
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 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.
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.
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.
This document provides an overview of various learning topics related to AIESEC's products and processes. It is organized into different levels from basic to advanced. The topics covered include product knowledge, exchange processes, supply and demand management, inner and outer journey, customer experience management, issue-based segmentation, cross-cultural communication, customer loyalty for students, sales training, national projects, project management, country-to-country partnerships, showcasing and promoters, business model, product development, sales development, CRM management, buddy and host program, crisis management, LC-to-LC partnerships, promoters strategy, associate membership, and integrated exchanges. For each topic, the content, objectives, and target audience are described.
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.
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
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 outlines a strategy for raising international exchange placements (IXP) for AIESEC members in Colombia. It discusses setting goals for IXP, targeting outgoing executive board members, alumni, and current members. The proposed channels and strategies include promoting IXP at national conferences, in a national newsletter, and through career planning with executive board members. Sample messages are provided to promote IXP opportunities. A timeline is presented showing when IXP were raised in 2013 and 2014, with most occurring in January-February as executive board members closed out their terms. Results so far in 2014 show 49 IXP raises in the first quarter, with 30% coming from internal exchange placements.
Capacity for high quality experiences in iGIPAIESEC
The document outlines steps for local committees to plan capacity for quality internship experiences. It recommends:
1. Using a planning tool to determine the number of interns each member can support based on realization goals.
2. Structuring teams based on realization volume, with clear job descriptions and key performance indicators focused on delivery of high quality experiences.
3. Ensuring smooth transitions as team durations end to continue supporting interns throughout their 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 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.
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
AIESEC Indonesia | oGCDP Summit 2014 | oGCDP and Program Marketing Synergy Si...Christina Kelman
This document describes a simulation activity to build synergy between AIESEC Indonesia's Outgoing Global Cultural Development Program (oGCDP) and Communications functions. Participants are randomly assigned roles in oGCDP or Marketing and must complete tasks from the other department's perspective. The objectives are to understand challenges from a lack of synergy and emphasize that oGCDP is about sales while Communications is about strategic program marketing. The simulation involves creating marketing plans, partnerships, and addressing issues like low conversion rates to emphasize collaborative problem-solving.
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.
This document outlines strategies for increasing capacity in the local committee (LC) by engaging exchange participants (EPs) and trainees in temporary placement programs (TMPs) or offering micro-experiences. It discusses integrating EPs before, during, and after their exchange through communication, promoting TMP opportunities, and conducting reintegration seminars. Examples provided include an EP taking a role on the operations committee team before their exchange and maintaining contact during the exchange through a monthly newsletter. The goal is to recruit EPs into TMPs upon their return through competency assessments and interviews. Micro-experiences of less than 8 weeks are also suggested if EPs cannot commit to a full TMP.
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
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.
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
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
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 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.
1) Understand quarterly and product-wise GIP goals and the 2014 strategic plan for raising goals, partner entities, and marketing rates and time.
2) Determine which locations need significant growth in the focused GIP programs.
3) Ensure enough capacity for raising, marketing, and retaining through reallocation or targeted recruitment and use a planning framework.
1) Understand quarterly and product-wise GIP goals and the 2014 strategic plan for raising goals, partner entities, and marketing rates and time.
2) Identify which locations need significant growth in the focused GIP programs.
3) Check if additional capacity is needed for the summer peak through reallocation or targeted recruitment and use a planning framework.
AIESEC| Italy 1415| MC | Expansion Growth ModelGuiscardo Urso
The document outlines an expansion strategy for creating new Local Committees (LCs) and specialized units within existing LCs and Member Committees. It establishes a three-level growth model where entities progress from running basic exchange programs to more advanced programs. Specific criteria are set for talent capacity, exchange goals, and learning cycles at each level to ensure sustainable growth. The role of the NST team is to coach and support new entities through training and virtual/physical workshops to build expertise over multiple levels until the entity can operate independently.
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.
The document summarizes 5 examples of Good Country Practices (GCPs) from different AIESEC country committees:
1. AIESEC Brazil achieved over 250 internship placements during off-peak months through a campaign multiplying impacts and focusing on recent graduates.
2. AIESEC India implemented integrated experiences for 250 members, strengthening leadership in 22 local committees and driving expansions.
3. AIESEC Russia generated over €100,000 for national projects through sales of customized internship programs to large companies, placing 320 interns.
4. AIESEC Czech Republic improved internship retention by selecting leaders based on understanding of people and processes, and providing transition support over 2-3 months.
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.
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.
AIESEC Malaysia 1415
WHY Talent Capacity
- Background Stories
- Challenges of Past Term
- Potentials of Standardised Talent Capacity
Proposed Departmental Structure and Job Description
What’s Next
This document proposes a new "+XP" program to better integrate exchange participants (EPs), members, and trainees into local committee activities. It would provide opportunities for EPs waiting to travel abroad, members wanting to participate in a global career development program, returnees, and current trainees. The program aims to generate valuable experiences, better performance in key processes, and synergies across different areas through recruitment, targeted jobs, and promotion strategies aligned across teams. Implementation requires collecting member data, defining promotion strategies with marketing and communications, and integrating members into local induction, allocation, and talent flow processes.
This document discusses various talent management products that can be implemented by AIESEC local committees to meet talent needs. It begins by outlining drivers like strategy, simplicity, and focus on processes. Various products are then described that provide experiences for members, trainees, and external partners. These include projects, vacations programs, associate membership options, and integrated exchanges. The document emphasizes detecting talent needs, creating roles, setting timelines, and promoting programs. It provides application links and encourages analyzing the year cycle to find opportunities to implement products.
Tania proposes strategies to increase the delivery rate and realization rate of outgoing GIPs in AIESEC Romania. She recommends focusing on subprograms like Global IT, Global Education, and Global Marketing which have strong market needs. She emphasizes improving branding, recruitment, preparation of members and EPs, and tracking systems. Tania analyzes past GIP performance and proposes ensuring full implementation of subprograms, tracking progress, and regular evaluations to maintain growth in quality and quantity.
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.
The document discusses four strategies for AIESEC's Global Citizen Development Program (GCDP): 1) Business Model for iGCDP, 2) Product Packaging for oGCDP, 3) Codelivery, and 4) Supply and Demand. For each strategy, it outlines the potential results for different tiers of AIESEC entities in 2014-2015, key recommendations, and additional resources. The overall aim is to standardize operations, guarantee quality, focus on sustainability, and increase signups, RAs, and MA rates to fulfill commitments to customers. Codelivery in particular is seen as important for improving the global NPS and scaling GCDP globally through a more cooperative mindset
The document discusses strategies for balancing growth in Global Citizenship Development Projects (GCDP) across different tiers or levels of local committees (LCs).
It recommends that Tier 1 and 2 LCs focus on organic and balanced growth, particularly balancing growth in international projects (GIP) with GCDP. Tier 3 and 4 LCs should focus on "jumping" or increasing their involvement in GCDP projects to move up to Tier 1 and 2.
The document then provides detailed guidelines and job descriptions (JDs) for LCs at different maturity levels (beginner, intermediate, advanced, mature) to structure their growth and involvement in both international (iGCDP) and
The document discusses operational excellence in Saint-Gobain Gypsum Activity. It covers the following topics:
1) The newsletter focuses on developing transformational leadership to achieve operational targets through high performance teams, clear vision, communication, and linking knowledge and resources.
2) The Year of Mixing and Forming aims to capture collective knowledge about mixing and forming processes to reduce losses and improve performance. Training courses will focus on raw materials, recipes, process stability, and quality maintenance.
3) Developing skills like SMED and OTED for rapid changeovers is important as customers demand more product varieties. Training will focus on safe and reliable machines as well as process stability and capability.
4) A
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.
Similar to Build capacity and education - iGCDP Tier 4 (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.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
2. Tier 1 MC Tier 3 MC Tier 4 MC
organic and balanced
growth
Tier 2 MC
organic and balanced
growth
These tiers must focus, for Tier 1 and 2 the focus should be on organic and balanced growth (particularly
balancing focus with GIP). For Tier 3 and 4 it’s about jumping in GCDP.
What does this mean?
5. Entity
AFGHANISTAN
ALBANIA
ALGERIA
ARMENIA
AUSTRALIA
AUSTRIA
AZERBAIJAN
BARBADOS
BELARUS
BELGIUM
BOLIVIA
BOSNIA - HERZEGOVINA
BOTSWANA
BURKINA FASO
CANADA
CAPE VERDE
CHILE
COSTA RICA
CROATIA
DENMARK
DOMINICAN REPUBLIC
ECUADOR
EL SALVADOR
ESTONIA
FINLAND
FRANCE
GABON
GEORGIA
GERMANY
GUATEMALA
HONG KONG
ICELAND
IRAN
IRELAND
JAPAN
JORDAN
KAZAKHSTAN
KUWAIT
KYRGYZSTAN
LAOS
LATVIA
LIBERIA
LUXEMBOURG
MALTA
MOLDOVA
MONGOLIA
MONTENEGRO
NAMIBIA
NEPAL
NEW ZEALAND
NICARAGUA
NIGERIA
NORWAY
OMAN
PANAMA
PARAGUAY
PUERTO RICO
QATAR
REPUBLIC OF MACEDONIA
RWANDA
SENEGAL
SINGAPORE
SLOVENIA
SPAIN
SWEDEN
SWITZERLAND
TAJIKISTAN
THE NETHERLANDS
UNITED ARAB EMIRATES
UNITED KINGDOM
UNITED STATES
URUGUAY
Entities in Tier 4 iGCDP - 72
6. 25 RE
Most LCs do between
0-15 Re in this tier –
All LCs are tier 4 LCs
LCs in Tier 4 iGCDP overview
7. What we are aiming for?
Entities that are focused on
iGCDP in this tier ensure
ALL their LCs jump from a
scale of 0-25 to 25-100
The key driver for this is
planning for TM driving
iGCDP, structures, L&D,
building sales intensity and
implementing team
minimums!!
8. What is this about?
• Pick focus LCs for iGCDP growth in your entity
• Using HR Intelligence to grow
• Building Capacity for iGCDP
• Learning and Development for iGCDP
• Team Minimums implementation for iGCDP
• Role of MC
11. 25 RE
Most LCs do between
0-15 Re in this tier –
All LCs are tier 4 LCs
LCs in Tier 4 iGCDP overview
Most entities in this tier have between 1
-10 LCs (A lot of entities below 5 LCs)
16. EVERY LC within the MC/Entity needs to
increase its productivity, the question is
HOW?
An increase in productivity is POSSIBLE by IDENTIFYING what is your challenge!
Examples:
1. If new members/TMP Participants leave the organization within 1-2 weeks of the role
starting, focus on INCREASE in TMP Retention Rate can increase productivity
1. If you do not know which level of membership is achieving or not achieving results,
team minimums implementation to manage performance will allow you to see which
level is contributing most to performance and allow you to focus on this segment or
the segment that is not performing to increase productivity
17. REMEMBER: The FINAL
KPI you are measuring is
PRODUCTIVITY, however
you need other KPIs that
are based on your specific
challenges to indicate this
increase in productivity!
18. REMEMBER: The FINAL
KPI you are measuring is
PRODUCTIVITY, however
you need other KPIs that
are based on your specific
challenges to indicate this
increase in productivity!
20. You can measure productivity at raise,
match and realize stage!
• Productivity at RAISE = Number of members working for raise in iGCDP (in
front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in iGCDP
(in front office and back office)/Number of matched (In the specific time
period)
• Productivity at REALIZE = Total number of members working in iGCDP
(front office and back office)/Number of realizations in iGCDP (In the
specific time period)
21. Generally, team structures
in iGCDP involve the same
people/number of people
working for raise, match
and realize – even so since
iGCDP runs in peaks it
makes sense to measure
productivity through the
peaks
22. Productivity at realize is most
accurate but we measure
productivity at raise and
match only to check the
progress and always establish
the connection between
TM/OD and programme
growth!
23. Intelligence can help to
drive increase in
productivity?% of people in iGCDP
and % of people in
Support Functions
Time a new member
or new team leader
takes to start
performing
Applicants to
iGCDP TLP
positions
TMP Retention
Rate
24. 3. Planning and Building CAPACITY
based on challenge identification,
Exchange flow and OD Model of your
entity
25. Use TM Planning Tool to Plan for iGCDP
1. Number of Members
in iGCDP and support
functions
2. Number of TMP and
TLP Experiences in
iGCDP and support
functions
27. After planning for capacity you can have any one of these 3 outcomes
1. I do not have enough
Members in any
programme/function
2. We have enough
members in iGCDP and
support areas
3. We have the right
number of members in
the LC/MC but not
allocated in the right
proportion across
programmes/functions
28. Run an OPTIMIZED recruitment– 2 weeks!!
1. I do not have
enough Members in
any
programme/function
29. Tips to run an optimized recruitment
1. Clear and focused Promotion of Job
description
Example: Selling the global internship programme to language institutes
2. Specific people responsible for the recruitment
3. Online promotion and Offline promotion ONLY in specific
universities
4. Selection based on Interests and Values (striving for
excellence, pro active learner etc.) over only skills for the role
5. When Promotion is on-going through the year, an optimized
recruitment becomes simpler since LC/MC already has a pool of
applicants
30. Determine who is the right
member
Skill AttitudeBackground Interest Time
34. 2. We have enough
members in iGCDP
and support areas
Focus on increasing productivity through L&D and
team minimums
35. 3. We have the right
number of members in
the LC/MC but not
allocated in the right
proportion across
programmes/functions
In many cases there is enough capacity in iGCDP and
members need to be re-allocated so even the GIP
programmes have the right capacity!
37. FIN JD in iGCDP
TM JD in iGCDP
MKT JD in iGCDP
iGCDP Coordination JD
Project Structure
LC
VPiGCDP
OCP
OCP
OCP
VPFIN VPTM VPMKT
Do Ra-Ma-Re!!
Note!
For
ALL
levels!
39. Basic Consideration:
• As start up, LC manage the basic
process of iGCDP delivery
• There is no need to manage iGCDP
as a project yet - in general
experience delivery will be TN
based
• Member Efficiency: 0-4 X / member
Number of members: 3-4
Job Description:
• Selling and raising, matching, and realizing
• Incoming preparation seminar
• Experience Co-delivery
VP
Member Member Member
∞
Ra-Ma-Re
BeginnerLC (0-25 Re)
40. Back Office Supports
TM Member L&D;
Sales Development Program
Finance Project Financial Model
Marketing &
Communication
Project packaging,
Project showcasing;
ER External Resources
integration(new Partners)
VP
Member Member Member
∞
Ra-Ma-Re
BeginnerLC
(0-25Re)
42. VP
TL TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
Basic Consideration:
• LCs have more capacity in project management
• Project concept will be centralized Nationally
(National project implementation in LCs)
• Start to have the needs of event/project
management
• Member Efficiency: 3-4 X /member
Number of members: Depends on TM Planning
Job Description:
• Selling and raising, matching, and realizing
• Project concept development and execution
• Incoming preparation seminar
• Experience Co-delivery (country-country partnership management)
IntermediateLC (25-100 Re)
43. Back Office Supports
TM Member profiling
Member Learning & Development
Sales Development Program
Finance Project financial model
Member development investment
Marketing &
Communication
National brand alignment
Showcasing
EwA
Public Relations Management
ER External resources integration
Partner engagement
VP
OCP OCP OCP
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
IntermediateLC (25-100Re)
46. FOCUS ON EDUCATION TO DRIVE RESULTS
How can
i achieve
this?
1.
Create a specific
iGCDP education
cycle
2.
Ensure the education for potential and
high potential is making membership
productive and able to raise and match
simultaneously.
3.
For start up LCs
focus on raising
education and for
one sub-product.
4.
Track length of time for membership to
perform – IMPORTANT!
5.
Ensure strong organizational and
operational induction into AIESEC for
contribution to summer
48. TOPIC CONTENT OBJECTIVES TARGET
PRODUCT
KNOWLEDGE
Relevance of the product in the
society
What is a product and product life
cycle
Know the elements of products (price,
brand, quality, value, customer
segments, etc.) and the different stages
of products
Understand the exchange process from
Calls until Completed
Know how to use all the functions on
myaiesec.net for exchange
management to make the process fast
and effective Members,
Leaders,
VPs
EXCHANGE
PROCESSES
Exchange process flow and yearly
timeline (product customer flow)
Exchange Management on the GIS
SUPPLY &
DEMAND
MANAGEMENT
Supply and demand theory and
necessity
Exchange management on the GIS
INNER&OUTER
JOURNEY
Why and how and what of inner and
outer journey in AIESEC
Delivery of I&O journey to our
customers
Understand how AIESEC develops
leadership through I&O journey and
know how to support our customers to
go through an intense I&O journey
CUSTOMER
EXPERIENCE
MANAGEMENT
Why, how and what of CEM?
Co-delivery
Information system management for
better customer service
Understand the importance of customer
experience management and know how
to use the resources (data, partners) we
have to create strategies for
All levelsiGCDP
49. All levels
TOPIC CONTENT OBJECTIVES TARGET
ISSUE-BASED
SEGMENTATION
Why and how of issue
segmentation for GCDP in
AIESEC
Changes in product and
process management in the
LC
Understand why issue segmentation
was created and how to work with
this model in the LC (changes in
processes, product development,
structures)
Leaders &
VPs
CROSS-
CULTURAL
COMMUNICATION
Hofstede’s cultural dimensions
Behaviours and attitude
needed for effective cross-
cultural communication
Understand the 5 cultural
dimensions of Hofstede and how to
adapt communication based on that
Members,
Leaders,
VPs
CUSTOMER
LOYALTY FOR
STUDENTS
Building a customer
relationship with trainees
Minimums of project delivery
How to satisfy our customers
Understand the standards and extra
deliveries in iGCDP projects in order
to have promoters and develop
leadership
Leaders &
VPs
SALES
TRAINING
Basic sales knowledge and
techniques
Practice sales of our
products
Understand the process of sales
and know how to deliver a full
selling cycle
Members,
Leaders,
VPs
iGCDP
51. TOPIC CONTENT OBJECTIVES TARGET
NATIONAL
PROJECTS
Product knowledge of national projects
The responsibility of making national projects
Devision of responsibilities and roles between
MC and LC and the rules of communication
Value of national partners & projects
Understanding what is the
national project, how to operate
with MC and feel responsible
and commited to national
projects.
Leaders &
VPs
PROJECT
MANAGEMENT
Definition and characterisitics of a project.
Process in project management
Goals achievement
Resource management
Understand how to build your
project and the processes inside,
manage effecively resources to
achieve the goals.
Leaders &
VPs
COUNTRY-TO-
COUNTRY
PARTNERSHIPS
What is CY2CY partnership
Value of CY2CY partnership
Responsibilities in partnerships
Main processes in cooperation management
Understand the processes in
CY2CY partnerships,
responsibility towards delivering
the XPs on LC levels and clear
WHY of working by CY2CY
VPs
SHOWCASING
& PROMOTERS
What is showcasing and promoters stories
usage
How to brand promoters stories and showcase
them
Showcasing channels and partnerships
Understand how to showcase
the srories of promoters for
getting more customers
Leaders &
VPs
INTERMEDIATEiGCDP
52. HANDY TIPS
1. Make Virtual learning
effective and fun –
Ensure continuity and
consistency
2. Have practical
tasks/assignments at
the end of every virtual
session
CONTINUITY AND
CONSISTENCY
PRACTICAL
3. Create virtual
trainings aligned to
your exchange flow and
exchange timeline
Exchange timeline
4. Ensure there is customised
content for specific LCs and
specific profiles within LCs.
(customize to your OD Model)
CUSTOMISED
53. How to Measure this?
TMP Retention rate
(for new members and
existing team
members
Increase in
Performance over a
period of time
Time to start performing
Eg: from 1 month to 1
week – for new
members and team
leaders
Increase in
Performance over a
period of time
54. A lever to support our
ambitions for iGCDP Grow iGCDP Raises
we need to have a
lever big and strong
enough to support
our iGCDP
ambitions :)
sdp for igCDP
why
? Using the Sales
Development Program a
education and tracking
tool to increase the sales
capacity and intensity of
iGCDP members
55. Sales Development for iGCDP
Golden
Rule
70%PRODUCT & PROCESS
KNOWLEDGE
30%SALES KNOWLEDGE
56. TG C M
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Define what you want to achieve in iGCDP and when so that your SDP
can be tailored to your sales needs.
Sales Development for iGCDP
57. How?
tg c m
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Who is going to achieve this?
This will define the key target for your SDP. eg. I’m going to target iGCDP
Sales-Raising TMP
58. sdp for igCDP how
?
c m
This is where you make your sales development program framework with
the key message and best channels to connect to your target audience!
:D
59. A tracker system
Education
Framework/ timelineCustomize as per
your sales reality
and OD Model!
what is sdp made of?
Content and Delivery
Sales Conference
if needed
60. Education
framework
and timeline
Ensure education is plotted on a timeline ALIGNED TO PEAKS
link all training to relevant
team and individual
activity happening at the
time (link content to push
for Peak)
each class must have clear
KPIs and output that are
tracked by the LCVP and
MCVP responsibles
Ensure the local TM can
leverage off SDP by time
lining their activity too.
62. View sample tracking system
and Sample sales conference
Agenda on spreadsheets below
63. Though there is a sample tracker, what makes
most sense is to embed even SDP tracking into
team minimums tracking (by focusing on
tracking sales teams)
66. The team minimums are the basis of
EVERYTHING YOU DO IN YOUR ENTITY!
• Team Minimums help an LC in capacity planning and implementation (and
makes it simpler for MC to track)
• Team Minimums allows an MC to create the right education cycle for the
entity and an LC to customize education for every function in the right way
• Team Minimums help in Performance Management (Because every team
needs to have a JD, MoS, Plan and this needs to be tracked which means
performance management in the entity can be structures)
• Team minimums help the MC to have the right information to identify what is
going well and what are the challenges and how can this lead to increasing
productivity!
67. Team minimums are a tool for TEAM
MANAGEMENT and not something that
is implemented by an MCVP TM or an
MCVP OD! OR AN LCVP TM!
Every MCVP and LCVP is using these to
lead, manage and track their teams!
76. MC Team should start
implementing team
minimums with LCVPs!!
77.
78. ole of MC! FOCUS ON LCs doing
between 0-25
GROWING IN iGCDP!!!
79. ole of MC!
• Support Planning process - Plan for number of
members needed through TM Planning tool
• Take action based on your current reality and recruit
into the right structures
• Create a specific Learning and Development cycle
(embed SDP and Supply and Demand into this)
• Implement Team Minimums (not just the MCVP TM,
all MCVPs need to do this)
Editor's Notes
Add link to the TMP Recruitment
Add link to the TMP Recruitment
They have already seen this. However just give one example of how this can work with oGIP. Just very quicky to recap (don’t go into much detail)