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.

1. TM for iGCDP
iGCDP | Tier 3

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?

3. The
iGCDP
OD
Model
for
1er
3

4. GCDP Clustering for LC
iGCDP
Beginner 0-25 X RE
Intermediate 25-100 X RE
Advanced 100-200 X RE
Mature +200 X RE

5.
What is the current
state?

6. En11es
in
Tier
3
iGCDP

7. LCs
Combined these entities have…

8. 121 RE
24 RE
average LC
Highest
achievement
in 2013
LC FTU HCMMost LCs do between
20 - 45 RE
These are the LCs we
need to focus on to
grow.
LCs in Tier 3 iGCDP overview

9. LCs 0-25 Re LCs 25-100 Re
LCs have a lot of scope to JUMP!!

10. What we are aiming for?
Growth Models in Tier 3
iGCDP being aligned to a
jump in the programme
LCs in tier 4 (0-25 in iGCDP)
being able to make a BIG
jump
If these entities are also
focused on a GIP
programme, being able to
manage both because they
have 10 LCs or lesser

11. What is this about?
• Pick focus LCs for iGCDP growth in your entity based
on entity growth model
• Using HR Intelligence to grow
• Building Capacity for iGCDP
• Learning and Development for iGCDP
• Team Minimums implementation for iGCDP
• Role of MC

12. How can you take
advantage of it?
Let’s GO!

13. 1.Pick focus LCs
for iGCDP growth

14. 121 RE
24 RE
average LC
Highest
achievement
in 2013
LC FTU HCMMost LCs do between
20 - 45 RE
These are the LCs we
need to focus on to
grow.
LCs in Tier 3 iGCDP overview

15. LC
Performance
over
view
in
this
3er
The top LC does
121 Re in this
tier – AIESEC
FTC HCM in
Vietnam
A large number
of LCs in this
tier do between
0-25 Re
Most entities in
this tier have
between 2-10
LCs
Only Korea has
12 LCs, rest
entities have 10
or less than 10
LCs
Only about 5
LCs in this tier
do above 100

16. What we observe?
• There
are
enough
1er
3
and
1er
4
LCs
in
that
can
make
the
JUMP
in
Tier
3
MCs
for
iGCDP
• Most
of
these
en11es
are
either:
1. Focused
on
iGCDP
2. Have
iGCDP
as
their
second
focus
3. Intend
to
ensure
iGCDP
growth
in
their
1er
4
LCs
• These
en11es
should
be
increasing
in
their
iGCDP
contribu1on
globally
and
KEY
to
their
growt
h
is
having
the
right
capacity
and
L&D
to
be
able
to
grow!

17. Go through the OD Toolkit for tier 1 and 2 if you have more
than 6 LCs and OD toolkit for tier 3 and 4 if you have less
than 6 LCs!

18. 2. Using HR Intelligence to grow in iGCDP

19. Why
does
informa1on
help?

20. Example
of
this

21. 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
2. 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

22. 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!

23. How do I measure
productivity?

24. You can measure productivity at raise,
match and realize stage!
• Produc'vity
at
RAISE
=
Number
of
members
working
for
raise
in
iGCDP
(in
front
office
and
back
office)/
Number
of
Raises
(In
the
specific
'me
period)
• Produc'vity
at
MATCH
=
Number
of
members
working
for
match
in
iGCDP
(in
front
office
and
back
office)/Number
of
matched
(In
the
specific
'me
period)
• Produc'vity
at
REALIZE
=
Total
number
of
members
working
in
iGCDP
(front
office
and
back
office)/Number
of
realiza'ons
in
iGCDP
(In
the
specific
'me
period)

25. 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

26. 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!

27. Set an MC goal for productivity
per programme: How?
• Work with all iGCDP focus/growth LCs (from your OD
Model/Growth Model) to identify what is their challenge,
how to solve this and how much productivity increase this
will lead to
• Set this as the iGCDP Productivity goal along with LC
• An accumulation of set goals with LCs leads to being
certain of the entity productivity goal!
• Though talent planning based on current
productivity happens first at an MC level,
productivity planning happens with MC and LC
together so the goal for productivity has LC
Alignment towards MC and is connected to the OD
Model!

28. What business 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

29. 3. Planning and Building CAPACITY based
on challenge identification, Exchange flow and
OD Model of your entity

30. 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

31. TM
Planning
tool
download
hTp://www.myaiesec.net/content/viewwiki.do?
conten1d=10299749

32. 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

33. Run
an
OPTIMIZED
recruitment–
2
weeks!!
1. I do not have
enough Members in
any programme/
function

34. 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

35. Determine who is the right member
Skill AttitudeBackground Interest Time

36. Timeline
Approach existing
sign ups for TXP
and GCDP
Rejected
applicants from
last recruitment
Optimized
Selection
1 week 5 days

37. Optimize
d
Selection
Value
based
recruitmen
q Committed and motivated members ( GIP needs
commitment and persistence)!
q Building "

38. 2. We have enough
members in iGCDP
and support areas
Focus on increasing productivity through L&D and
team minimums

39. 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!

40. How to balance the iGCDP and iGIP support?
Clear JD for members in
Exchange Support
Clear KPIs for each member
specifically in iGIP and
support areas (TM and BD)
Hybrid Members – Example:
TM members in iGIP team and
iGCDP team

41. What structure should I recruit into?

42. Structures for…
0-25 Re 25-100 Re
100-200 Re

43. 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!

44. Beginner LC
VP
Member Member Member
(0-25 Re)
∞
Ra-Ma-Re Inner & Outer
Journey Delivery
Note!
∞

45. 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
Beginner LC (0-25 Re)

46. 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
Beginner LC
(0-25 Re)

47. VP
TL TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC (25-100 Re)

48. 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)
Intermediate LC (25-100 Re)

49. 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
Intermediate LC (25-100 Re)

50. Advanced LC (100-200 Re)
• Un1l
this
stage,
an
LC
is
only
working
on
na1onal
project
implementa1on,
however
here
an
LC
can
also
start
working
with
local
projects
• The
LC
also
should
start
focusing
much
more
on
balancing
quality
with
quan1ty
(to
ensure
it
can
keep
growing
in
Realiza1ons
and
NPS)

51. VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Advanced LC (100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re

52. VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
Number of members: Depends on TM Planning
Job Description:
• Selling and raising, matching, and realizing
• Project concept development and execution
• Project brand management
• Incoming preparation seminar
• Experience Co-delivery (LC-LC partnership management)
Basic Consideration:
• LC is considered to have the capacity in
understanding Project management
concept and put into implementation
• LC has capacity in innovate a project
based on issue
• Member Efficiency: 4-6 X /member
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Advanced LC (100-200 Re)

53. Back Office Supports
TM Member profiling;
Buddy engagement;
Learning & Development for Members;
SDP;
Finance Project financial model;
Crisis management
Marketing &
Communication
Brand audit and national alignment;
EwA;
Showcasing.
ER Partnership raise and maintenance
IM Process optimization
VP
OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Advanced LC (100-200 Re)

54. 4. Learning
and
Development

55. USE TM Planning tool
How do I
plan?

56. 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

57. iGCDP
All Levels

58. TOPIC! CONTENT! OBJECTIVES! TARGET!
PRODUCT
KNOWLEDGE!
q Relevance of the product in the
society "
q What is a product and product life
cycle"
q Know the elements of products (price,
brand, quality, value, customer
segments, etc.) and the different stages
of products"
q Understand the exchange process from
Calls until Completed "
q 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!
q Exchange process flow and yearly
timeline (product customer flow)"
q Exchange Management on the GIS"
SUPPLY &
DEMAND
MANAGEMENT!
q Supply and demand theory and
necessity"
q Exchange management on the GIS"
INNER&OUTER
JOURNEY!
q Why and how and what of inner and
outer journey in AIESEC"
q Delivery of I&O journey to our
customers"
q 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!
q Why, how and what of CEM?"
q Co-delivery"
q Information system management for
better customer service "
q Understand the importance of customer
experience management and know how
to use the resources (data, partners) we
have to create strategies for
All levelsiGCDP

59. All levels
TOPIC! CONTENT! OBJECTIVES! TARGET!
ISSUE-BASED
SEGMENTATION!
!
q Why and how of issue
segmentation for GCDP in
AIESEC"
q Changes in product and
process management in the
LC"
q 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!
q Hofstede’s cultural dimensions"
q Behaviours and attitude
needed for effective cross-
cultural communication"
q Understand the 5 cultural
dimensions of Hofstede and how to
adapt communication based on that"
Members,
Leaders,
VPs!
CUSTOMER
LOYALTY FOR
STUDENTS!
q Building a customer
relationship with trainees"
q Minimums of project delivery"
q How to satisfy our customers"
q Understand the standards and extra
deliveries in iGCDP projects in order
to have promoters and develop
leadership"
Leaders &
VPs!
SALES
TRAINING!
q Basic sales knowledge and
techniques"
q Practice sales of our
products"
q Understand the process of sales
and know how to deliver a full
selling cycle"
Members,
Leaders,
VPs!
iGCDP

60. iGCDPIntermediate (LCs doing between 25-100)

61. TOPIC! CONTENT! OBJECTIVES! TARGET!
NATIONAL
PROJECTS!
q Product knowledge of national projects"
q The responsibility of making national projects"
q Devision of responsibilities and roles between
MC and LC and the rules of communication"
q Value of national partners & projects"
q Understanding what is the
national project, how to operate
with MC and feel responsible
and commited to national
projects."
Leaders &
VPs!
PROJECT
MANAGEMENT!
q Definition and characterisitics of a project."
q Process in project management"
q Goals achievement"
q Resource management"
q Understand how to build your
project and the processes inside,
manage effecively resources to
achieve the goals."
Leaders &
VPs!
COUNTRY-TO-
COUNTRY
PARTNERSHIPS!
q What is CY2CY partnership"
q Value of CY2CY partnership"
q Responsibilities in partnerships"
q Main processes in cooperation management"
q Understand the processes in
CY2CY partnerships,
responsibility towards delivering
the XPs on LC levels and clear
WHY of working by CY2CY "
VPs!
SHOWCASING
& PROMOTERS!
q What is showcasing and promoters stories
usage"
q How to brand promoters stories and showcase
them"
q Showcasing channels and partnerships"
q Understand how to showcase
the srories of promoters for
getting more customers"
Leaders &
VPs!
INTERMEDIATEiGCDP

62. iGCDPAdvanced (LCs doing between 100-200)

63. TOPIC! CONTENT! OBJECTIVES! TARGET!
BUSINESS
MODEL!
q Business model canvas"
q Financial model"
q Understand the business strategy and
processes within that and feel responsible
towards financial sustainability of the project "
Members,
leaders, VPs!
PRODUCT
DEVELOPMENT!
q Product packaging"
q Product development flow &
processes"
q Customization"
q Understanding how to package the project,
how to sell to different stakeholders and
customize to different target groups."
Leaders and VPs!
SALES
DEVELOPMENT
PROGRAM!
q Knowledge and practice of
advance sales techniques"
q Increasing the capacity and the productivity
to reach the higer level of sales results"
Members,
leaders, VPs!
CRM
MANAGEMENT!
q Account management"
q System usage and
management"
q Rules and regulations of
CRM"
q Working professionaly on customer
relationship management"
Members,
leaders, VPs!
!
ADVANCEDiGCDP

64. TOPIC! CONTENT! OBJECTIVE! TARGET!
BUDDY & HOST
PROGRAM!
q Packaging of host & buddy
program"
q Attitude and responsibility
towards engaging those
customers"
q Concrete processes on working
with H&B"
q Know how to engage B&H as a cutomer and
have the long-term realtions with them. They
understand the clear value of this program"
Leaders,
VPs !
CRISIS
MANAGEMENT!
q XPP review"
q How to deal with the threats
before, during and after they
occure"
q Case solving practice"
q Know how to deal with cases and crisises
and are not afraid of fire-fighting process."
Leaders.
VPs!
LC2LC
PARTNERSHIPS!
q What is LC2LC partnership"
q Value of LC2LC partnership"
q Responsibilities in partnerships"
q Main processes in cooperation
management"
q Understand the processes in LC2LC
partnerships, responsibility towards
delivering the XPs on LC levels and clear
WHY of working by LC2LC"
VPs!
ADVANCEDiGCDP

65. Customization is the key to success
Customize by LC
Scale
Customize By Target
Profile Eg: Team Leader
Customize by LC
current reality and
focus

66. 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

67. 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

68. A
lever
to
support
our
ambi1ons
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

69. Sales Development for iGCDP
Golden
Rule
70%PRODUCT & PROCESS
KNOWLEDGE
30%SALES KNOWLEDGE

70. 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

71. 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

72. 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

73. 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

74. Educa1on
framework
and
1meline
Ensure
educa1on
is
ploTed
on
a
1meline
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.

75. Educa1on
framework
and
1meline
Right Target/Profile
Right Content
Right Delivery/Channel
Right Timeline
Right KPI and Measurement
Ensure that SDP
content is tailored
for LC scale:
- 0-25
- 25-100
- 100-200

76. View
sample
tracking
system
and
Sample
sales
conference
Agenda
on
spreadsheets
below

77. 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)

78. 5. Implement
Team minimums

79. Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
Performance

80. The
team
minimums
are
the
basis
of
EVERYTHING
YOU
DO
IN
YOUR
ENTITY!
• Team
Minimums
help
an
LC
in
capacity
planning
and
implementa1on
(and
makes
it
simpler
for
MC
to
track)
• Team
Minimums
allows
an
MC
to
create
the
right
educa1on
cycle
for
the
en1ty
and
an
LC
to
customize
educa1on
for
every
func1on
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
en1ty
can
be
structures)
• Team
minimums
help
the
MC
to
have
the
right
informa1on
to
iden1fy
what
is
going
well
and
what
are
the
challenges
and
how
can
this
lead
to
increasing
produc1vity!

81. 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!

82. HOW DO I
TRACK THESE?

89. Example
of
how
to
track
team
minimums

90. What
should
I
do
to
implement
them?
ü Educate
membership
completely
on
the
team
minimums
and
how
to
implement
them
ü Create
examples
of
how
team
minimums
need
to
be
implemented
across
programmes/
func1ons
by
connec1ng
them
to
the
structures
of
teams
at
LC
level
ü Train
team
leaders
across
GIP
to
ensure
they
know
how
to
implement
team
minimums
through
the
whole
team
cycle/dura1on
ü Embed
team
minimums
into
capacity
and
L&D
Planning
for
ALL
TEAMS
ü Team
minimums
implementa1on
as
a
part
of
na1onal
educa1on
cycle
ü Track
team
minimums

91. MC Team should start implementing team
minimums with LCVPs!!

93. Role of MC! FOCUS ON LCs doing
between 0-25
GROWING IN iGCDP!!!

94. Role of MC!
• Pick focus LCs for iGCDP growth
• 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)

95. Role of MC!
• Through data, identify the CHALLENGE of LCs
to figure out what will lead to an increase in
productivity!
• Set CLEAR GOALS for PRODUCTIVITY with
LCs per programme, specifically in iGCDP and
measure constantly