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Build capacity and education - iGCDP Tier 4
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.
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Build capacity and education - iGCDP Tier 4
- 1. TM for iGCDP iGCDP| Tier 4
- 2. Tier 1 MCTier 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?
- 3. The iGCDP ODModel for tier 3
- 4. What is thecurrent state?
- 5. Entity AFGHANISTAN ALBANIA ALGERIA ARMENIA AUSTRALIA AUSTRIA AZERBAIJAN BARBADOS BELARUS BELGIUM BOLIVIA BOSNIA - HERZEGOVINA BOTSWANA BURKINAFASO 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 LCsdo between 0-15 Re in this tier – All LCs are tier 4 LCs LCs in Tier 4 iGCDP overview
- 7. What we areaiming 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 thisabout? • 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
- 9. How can youtake advantage of it? Let’s GO!
- 10. 1.Pick focus LCs foriGCDP growth
- 11. 25 RE Most LCsdo 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)
- 12. Go through theOD Toolkit for tier 3 and tier 4!
- 13. 2. Using HRIntelligence to grow in iGCDP
- 14. Why does informationhelp?
- 15.
- 16. EVERY LC withinthe 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 KPIyou 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 KPIyou are measuring is PRODUCTIVITY, however you need other KPIs that are based on your specific challenges to indicate this increase in productivity!
- 19. How do Imeasure productivity?
- 20. You can measureproductivity 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 iniGCDP 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 realizeis 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 helpto 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 andBuilding CAPACITY based on challenge identification, Exchange flow and OD Model of your entity
- 25. Use TM PlanningTool 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
- 26. TM Planning tooldownload http://www.myaiesec.net/content/viewwiki.do?conten tid=10299749
- 27. After planning forcapacity 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 OPTIMIZEDrecruitment– 2 weeks!! 1. I do not have enough Members in any programme/function
- 29. Tips to runan 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 isthe right member Skill AttitudeBackground Interest Time
- 31. Timeline Approach existing sign upsfor TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
- 32. Optimize d Selectio n Value based recruitmen Committed and motivated members ( GIP needs commitment and persistence) Building
- 33.
- 34. 2. We haveenough members in iGCDP and support areas Focus on increasing productivity through L&D and team minimums
- 35. 3. We havethe 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!
- 36. Structures for… 0-25 Re25-100 Re
- 37. FIN JD iniGCDP 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!
- 38. Beginner LC VP Member MemberMember (0-25 Re) ∞ Ra-Ma-Re Inner & Outer Journey Delivery Note! ∞
- 39. Basic Consideration: • Asstart 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 TMMember 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)
- 41.
- 42. VP TL TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re BasicConsideration: • 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 TMMember 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)
- 44.
- 45. USE TM Planningtool How do I plan?
- 46. FOCUS ON EDUCATIONTO 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
- 47.
- 48. TOPIC CONTENT OBJECTIVESTARGET 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 CONTENTOBJECTIVES 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
- 50. iGCDPIntermediate (LCs doingbetween 25
- 51. TOPIC CONTENT OBJECTIVESTARGET 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. MakeVirtual 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 Measurethis? 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 tosupport 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 foriGCDP Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
- 56. TG C M RA Goal Sales Negotiation MeetingGoal 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 MeetingGoal 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 igCDPhow ? 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 educationis 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.
- 61. Education framework and timeline Right Target/Profile RightContent Right Delivery/Channel Right Timeline Right KPI and Measurement Ensure that SDP content is tailored for LC scale: - 0-25 - 25-100 - 100-200
- 62. View sample trackingsystem and Sample sales conference Agenda on spreadsheets below
- 63. Though there isa sample tracker, what makes most sense is to embed even SDP tracking into team minimums tracking (by focusing on tracking sales teams)
- 64.
- 65. Team Minimums Team Plan JD Training Tracking &Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
- 66. The team minimumsare 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 area 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!
- 68. HOW DO I TRACKTHESE?
- 75. Example of howto track team minimums
- 76. MC Team shouldstart implementing team minimums with LCVPs!!
- 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)