Output ppt for AIESEC Global Steering Team meeting (Nov 2012). Please refer to http://bit.ly/STnov for more info.

1. Challenges in the network

2. AI tasked the steering team with diving into the top 3 challenges
we currently see in the network. There are many challenges in the
network right now of course based on the input of the MCP
network. We took this input and prioritized the following 3 areas:
1. Localizing National Strategy
2. Talent Capacity
3. GIP sales Activity

3. Localizing National Strategy
It has been identified that some
LCs cannot implement national
or global strategy properly.

4. Root causes of the problem
• No MC-LC alignment (MC and LC are not on the same page)
• Most of our suggestions are related to alignment and when we consider
alignment, the key starting point is planning.
• MCs filter information to be passed from AI to LCs
• Management challenges between LCs and MC
• Cultural challenges between MC and LC.

5. Recommendation for the network (MCPs)
• Plan virtual sessions including LCPs, SG, National Plenary for the Planning
Process  it helps with the implementation and the creation of relevant National
Strategy for your entity, commitment and ownership
• Define the processes needed and the skills needed for the LCPs and your
people in order to implement the strategy properly
• Provide support to LCs in order to make dynamic and flexible structures based
on the strategy and the timeline. The structure of the LC teams changes according
to the timeline and the Strategy that is being implemented at the moment. Ex
Different Structure for LC Teams in December, different for March
• MCPs should consider a common point of education to understand AI
strategy.

6. Recommendation for the AIESEC International
• Study elections and conferences in order to facilitate a further standardized
network in terms of timeline or customize support, summits based on the info you get
• Standardized planning models within clusters [WENA –CEE common planning
model of DRIVERS]
• Customize planning to fitting the needs of the regions and regions should plan
together by having summits where AI regional responsible are present.
• Include more LCPs and LCVPs at the GSTs in order to implement faster Global
Activities and Strategies
• Implementation HUBs:
• 1) Use Countries for piloting Global Strategies,
• 2) Connect the Piloting Countries, creating HUBs like that
• Create follow up strategy specific for each region after International Conferences
• Clear Customized channels for downscaling Plan, ex. videos for LCPs, etc

7. Talent Capacity

8. Root causes of the problem
• TMP and TLP are not being planned based on exchange delivery.
• Lack of understanding of the “Why”
• Lack of TMP and TLP tracking to ensure quality experiences and learning of
members.
• The method of how AIESEC in developed countries is approaching and
capitalizing on the student market

9. Recommendation to MCPs
Recommended wikis:
• Separate Promotion and
• Team Based Recruitment to
Selection activities in order to
Build Talent Capacity.
be able to focus on the right
• Talent Capacity Driving GIP
thing.
and GCDP Growth
• MCP/LCP are participating at
• Flexible Structure to Drive
least in Talent Planning and
GCDP and GIP Growth
Talent tracking along with the
program heads. Tracking all TMP/TLP experiences
• Processes optimization for that members are living in order
Selection in order to have to ensure quality and also check
better capacity in Talent NPS score. Using this in order to
Recruitment. engage even more people.
• Delivering “Why” content from
MC to LCs by national
conferences, coaching and
other implementation
channels.

10. Recommendation for the AIESEC International
• Give recommendations on Talent Management Department Structure.
• To create webinars for delivery wiki’s content.
• To explain how NPS usage is in TMP/TLP.
• To showcase what other countries are doing in process optimization for talent
management.
• To find an external talent management consultancy for AIESEC.
• How can we make talent management process less time consuming and more
efficient?

11. Sales Activity
• There are not enough members doing
sales, and those that are, are not doing a high
enough intensity of sales

12. Root causes of the problem
• Positioning of the value of being a salesperson in AIESEC, even if you don’t
want to go into a sales career.
• Expectations misaligned to new salespeople regarding the amount of sales
activity and time or energy required to achieve success in sales.
• Not using resources optimally

13. Recommendation for the network (MCPs)
Sales Management
• Have a clear responsible to drive LC sales activities on the MC and ensure their
activities role-model, recognize and track sales activity
• MCPs need to ensure integration of AI GIP strategies into daily operations.
• MCPs need to ensure engagement of LC sales people with AI sales development
resources.
Sales Positioning to Membership
• Position the value of developing sales skills to different types of career and individual
aspirations during recruitment
• Improve the expectation setting about the amount of effort required to see success in
sales to new members in inductions.
• Build GIP sales excitement through any touch points possible with your
membership. E.g. LCP newsletter, public recognitions.
We need more people doing more intensive sales!!

14. Recommendation for the AIESEC International
• Recognition to global level for salespeople through newsletter or other public
communication channels.
• Define different cluster of GIP entities (e.g. according to level of difficulties)
and translate AI GIP Strategies respectively.
• Create global sales community (virtually) to ensure proper implementation and
usage of global sales development resources.

15. Our message to the network
“If the world had a flower for everytime you
stood up and led towards positive impact, we’d
have a garden to walk in forever.”