GCDP Customer flows - MEC AIESEC in MOROCCO 14/15
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The document discusses upcoming changes to the GCDP (Global Customer Delivery Process) that will impact how opportunities are marketed, applications are processed, experts are matched to projects, and projects are realized, completed, and experts reintegrated. Key changes include higher marketing importance, virtual testing and interviews, faster customer response times, opportunity transparency, improved matching and expectations setting, and tracking of standards alignment. The changes will require analyzing how the customer flow and roles of various departments will be affected.
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The document introduces Hans, the leader of LC ABCDE, who aims to grow his LC disruptively by building partnerships with other LCs. Hans contacts LC FGHIJ and its leader Alina to form a partnership. Alina promotes LC ABCDE but receives few applicants that cannot be approved for their projects due to past history or timeline issues. The document suggests that constant communication, identifying areas for improvement, sharing relevant resources, ongoing promotion, and understanding customers' perspectives are needed to successfully evolve international relations between LCs.
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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.
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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.
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The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
APLS-Drive the ambitions of my LC
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.
AIESEC: Develop
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
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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.
People Analytics
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
GET: Membership Planning
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.
AIESEC: How to downscale the team standards
This document provides guidance on implementing team standards. It discusses the key stages of implementing change according to the ADKAR change management model: awareness, desire, knowledge, ability, and reinforcement. For each stage, it poses questions to help assess where an individual or team is in the implementation process and what needs to be focused on to progress to the next stage, such as building knowledge if awareness and desire already exist but skills have not been developed. The overall message is that full implementation of team standards requires progressing through each stage of the ADKAR model and focusing efforts on the current point of challenge.
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- 1. Fundamental Changes GCDP Powered by
- 2. Flow WHY? Making It Happen Powered by GCDP Changes
- 3. Powered by Purpose Our organizational stand - Leadership development Becoming truly customer centric WHY? Our competitors push
- 8. GCDP Changes Powered by
- 9. Powered by What is different? Analyze Customer Flow; Changes on GCDP (25’ Changes + 5’ SHaring)
- 10. • Higher importance to marketing of opportunities • Virtual Tests and Shortlisting, Interview doesn't have to take place on both sides • Need for faster customers response, otherwise applications are withdrawn after 15 days • Re-allocation of EPs within project • Job Description and Working Hours checking • Materials set by MC sent out automatically to EP upon match • Dates updated upon match • Opportunities Transparency • EP can easily go through the process • Better Promises and Expectations • Better offering of value • Matchability recommending suitable TNs to EPs • Standards (LEAD, Preparation, Expectations Setting) Alignment and tracking • Insurance Upload • EP & EP Manager approve match Powered by Impact
- 11. Powered by How does this change what we do? Analyze Customer Flow; How does that affect our role and synergies (25’ Changes + 5’ SHaring)
- 12. Powered by Open In Progress Match Realize Complete Re-integrate O/I GCDP Marketing Finance TM BD
- 28. Powered by Key Changes: Sign Up
- 29. Powered by Key Changes: Apply
- 30. Powered by Key Changes: Match
- 31. Powered by Key Changes: Realize
- 32. Powered by Key Changes: Complete
- 33. Powered by Key Changes: Re-integrate
- 34. Powered by Key Findings
- 35. Powered by What TO DO NEXT?
- 36. Thank you Powered by
Editor's Notes
- 3’
- 3’
- 4’
- 4’
- 4’
- 3’
- 3’
- 2’
- 10 minutes