The document emphasizes the importance of high-quality team experiences for team member and leader program participants in AIESEC, as they play a critical role in the organization's success. It outlines the creation of these experiences through implementing standards, training, tracking, and evaluation, ensuring alignment between individual and organizational needs. Additionally, it discusses the role of local committees and management in supporting this process, alongside the use of Net Promoter Score (NPS) for assessing satisfaction and engagement.

1. High Quality
Team Experience

2. !2
1. WHY IS THIS IMPORTANT?

4. SO MANY OF THE EXPERIENCES WE ARE DELIVERING ARE TMP AND TLP.
TEAM MEMBER PROGRAM AND TEAM LEADER PROGRAM PARTICIPANTS
ARE OUR CUSTOMERS TOO, BECAUSE THEY ARE PART OF THE
MEASURES OF SUCCESS FOR AIESEC 2015.
NOT ONLY THAT.
THESE TMP AND TLPs ARE RESPONSIBLE TO DELIVER THE MOS SO
THEY ARE ALSO OUR EMPLOYEES. THIS IS WHY IT IS SO IMPORTANT
TO HAVE HIGH QUALITY.

5. 2. HOW CAN WE CREATE HIGH
!5
QUALITY EXPERIENCES?

6. HIGH QUALITY EXPERIENCES ARE CREATED THROUGH
LINKING INDIVIDUAL AND ORGANISATIONAL NEEDS
!6
INDIVIDUAL
NEEDS
ORGANISATIONAL
NEEDS

7. AIESEC DOES THIS THROUGH CREATING STRONG TEAM
!7
EXPERIENCES.
INDIVIDUAL
NEEDS
ORGANISATIONAL
NEEDS
TEAM EXPERIENCES

8. !8
HIGH QUALITY TEAM EXPERIENCES ARE CREATED
THROUGH IMPLEMENTING, DEVELOPING AND
MEASURING THESE TWO CONCEPTS:
TEAM
STANDARDS
TEAM
SATISFACTION

9. TEAM
STANDARDS
T ABC
TEAM PLAN JD TRAINING TRACKING +
COACHING
REFLECTION +
EVALUATION
BUT WHY ARE THESE IMPORTANT?

10. TEAM
STANDARDS
T ABC
TEAM PLAN JD TRAINING TRACKING +
COACHING
REFLECTION +
EVALUATION
PURPOSE DIRECTION INDIVIDUAL
CONTRIBUTION TOOLS PERFORMANCESTANDARD &
SENSE

11. TEAM
STANDARDS
T
TEAM
The team is one of the more
common aspects of the AIESEC
experience that people don’t
recognise as powerful or
something to be tracked
key elements of the team include:
• 3 members for more than 2
months
• team identity
• team purpose/ambition
• team values
key activities of the team include:
• team meeting (weekly)
• monthly review (monthly)
• team days (quarterly)
• quarterly review
• planning/re-planning
• team building
• team building (on demand)

12. TEAM
STANDARDS
PLAN
the plan provides direction for
the team and individual
experience and ensures the
implementation of the team
ambition and purpose.
key elements of the plan
include:
• members feel ownership of
goals and strategies
• individual action plan
(synergies)
• clear goals and deadlines
key activities of the plan
include:
• planning/ re-planning
(semester)
• quarter review (quarterly)

13. TEAM
STANDARDS
JD
the jd demonstrates the
individual contribution of each
team member. it allows one to
connect with the team purpose
and implement the team plan.
key elements of the jd
include:
• role and responsibilities
• duration
• mos
• competencies
• required
• development
key activities of the jd
include:
• quarter review (quarterly)

14. TEAM
STANDARDS
TRAINING
training is the next key step in the
process to ensure that the people
of our organisation can fulfil
their jd. it’s important to remember
that people learn from doing.
key elements of the jd include:
• educational cycle
• knowledge (organisational
and functional skills)
• attitude
• based on jd
key activities of the jd include:
• transition (start of term)
• planning (each semester)
• conference
• outsource!
ABC

15. TEAM
STANDARDS
TRACKING AND COACHING
tracking and coaching can be spilt
into two elements. tracking is about
ensuring implementation. coaching is
about ensuring improvement of the
individual’s ability to fulfil their jd.
key elements of tracking include:
• based on the plan (goals)
• based on the jd
key activities of tracking include:
• team meeting (weekly)
• general points (needs of all
the team)
• individual meeting (weekly)
• done/not done
• clear priorities for not done
• virtual channels
• adapt to the person
Plan Track Coach Goal

16. TEAM
STANDARDS
COACHING
tracking and coaching can be spilt
into two elements. coaching is
about ensuring improvement of the
individual’s ability to fulfil their jd.
key elements of coaching include:
• based on the plan (goals)
• based on the jd (MOS)
• focus on performance
• connect development with
performance
• topics: professional, team,
personal
key activities of coaching
include:
• team meeting (quarterly)
• consider having externals
• individual meeting (monthly)
• clear next steps
CURRENT GAP FUTURE

17. TEAM
STANDARDS
EVALUATION & REFLECTION
evaluation and reflection enables
individuals to experience the inner
journey of leadership as supported
by the team experience/team leader.
evaluation enables learning from
doing and reflection should include
value generation and reinvention.
key elements of coaching include:
• performance and organisational
contribution to mos
• development of competencies
key activities of coaching include:
• tracking
• individual meeting (monthly)
• feedback
• coaching meeting (monthly)
• team days (quarterly)
• rewards and recognition (monthly)

18. !18
WHAT ABOUT TEAM SATISFACTION?
TEAM
STANDARDS
TEAM
SATISFACTION

19. !19
3. HOW DOES NPS PLAY
INTO ALL OF THIS?

20. very soon you will see the the tmp tlp menu on
my@.net measuring productivity % of members in
exchange and by process and nps survey
COMING SOON!

21. THE NPS SURVEY
NPS HAS BEEN REFRESHED FOR TMP-TLP FOR
SOME KEY ANALYSIS!
! KEY FUNCTIONS:
- The survey will allow us to connect nps score of a member
(who is an ep/tn manager) and his/her ep
!
- The survey draws a connection between nps score of member
and performance of member
!
- The survey senses whether a member wants to take up a new
experience or not

22. TEAM
SATISFACTION
NET PROMOTER SCORE
net promoter score is updated
to ensure that we are
calculating, learning and
adapting our tmp-top programs
to develop leadership and
create ore promoters for
aiesec.
key issues tmp-top bps will
measure are:
• team experience
• learning and development
• personal development
• professional development
• support from aiesec
• clarity on vision and values

23. !23
4. WHAT IS THE ROLE OF
THE MC?

24. MC ROLE: 3 t’s
ENSURE THE LEARNING AND DEVELOPMENT OF TMP AND TLP
ABOUT THE TEAM STANDARDS AND TEAM SATISFACTION
MEASUREMENT THROUGH NPS TO ENSURE IMPLEMENTATION
MC’S ROLE IS TO CREATE THE NECESSARY TOOLS TO
ENSURES LC CAN SIMPLY IMPLEMENT.
FINALLY, IT IS THE ROLE OF THE MC TO ENSURE THE LC’S
ARE IMPLEMENTING NPS TRACKING AND TEAM STANDARDS
THROUGH TRACKING.
TEACH
TOOLS
TRACK
TEACH TOOLS TRACK

25. 5. WHAT IS THE ROLE OF
!25
THE LC?

26. LC ROLE: 3 t’s
ENSURE THE TLPs OF YOUR LC UNDERSTAND THE TEAM
STANDARDS AND ARE CAPABLE OF DELIVERING THEM. eg. teach
situation leadership for coaching training.
IMPLEMENT THE MC’S TOOLS FOR TEAM STANDARDS AND
TEAM SATISFACTION.
TRACK YOUR TLPs ON IMPLEMENTATION OF TEAM
STANDARDS
TEACH
TOOLS
TRACK
TEACH TOOLS TRACK

27. !27
6. WHAT ABOUT
SUMMER??

28. BY LINKING INDIVIDUAL AND ORGANISATIONAL NEEDS
!28
WE CAN ENSURE TMP-TLPS ARE CONNECTED,
ENGAGED AND PRODUCTIVE WITHIN OUR
INDIVIDUAL ORGANISATION.
NEEDS
ORGANISATIONAL
NEEDS
TEAM EXPERIENCES

29. 5000
TO DRIVE SUMMER FORWARD LET’S ENSURE WE HAVE ENGAGED
AND PRODUCTIVE MEMBERSHIP COMMITTED TO OUR PURPOSE.