This document discusses strategies for retaining talent exchange (TN) partners and increasing closed-loop opportunities (CLO) in AIESEC. It analyzes survey feedback which found that TN partners value trainee quality and AIESEC professionalism most. They were dissatisfied with the selection process and communication. The document recommends implementing a faster, standardized selection process. It also suggests designating account managers to regularly meet with TN partners, understand their needs through a job questionnaire, and plan goals for raising and re-raising partnerships. This will help AIESEC better retain TN partners and increase CLO.

1. Incoming GIP
Re-Raising for Tier 1

2. Why don’t we retain TN-Takers?
We don’t focus
on it
We don’t deliver our
service well
We don’t
allocate talent
capacity to do it

3. What big contracts have come from CLO?
Poland 10 TNs – “We worked with the TN-taker fast and professionally”
Brazil 5 TNs – “Because they were extremely satisfied with their previous intern”
Romania 30 TNs – “Trust between the CEO and AIESEC, based on our past
professionalism”
France 10 TNs – “We were professional and flexible in the process”
Greece 25 TNs – “We delivered what we promised. We were professional and fast,
so they keep coming to us.”
Belgium 35 TNs – “They re-raised because they were satisfied with our service”
Belgium 10 TNs – “We had multiple internal champions who had received trainees in
the past who gave us excellent endorsements”
Russia 6 TNs – “Past interns we provided them stayed and became leaders in the
company, so they actually approached us when they needed more talent for their
new strategy”

4. What do our TN-Takers Say About Our Service?
13
35%
22%
43%NPS score
% of promoters
% of detractors
% of passives
Professional
skills of trainee,
50 Professionalis
m of AIESEC,
45
Level of
trainee's
motivation, 44
Personal skills
of trainee
41
Communicati
on with
AIESEC
39
Selection
Process
39
Promoters Issues Level 1

5. ANALYSIS.Of survey responses
Selection
Process, 33
Visa
Documents
and
Information, 31
Communication
with AIESEC
27 Professional
skills of trainee
26
Accessibility of
information
25
Logistical
support upon
arrival
24
Passives Issues Level 1
Selection
Process, 32
Communication
with AIESEC,
32
Professional
skills of trainee
28
Visa
Documents
and Information
27 Personal
skills of
trainee
23
Information
provided
21
Detractors Issues Level 1

6. ANALYSIS.
promoters
34%
42%
18%
5%
2%
DEFINITELY WILL
PROBABLY WILL
MIGHT OR MIGHT NOT
How likely are you to take another intern with AIESEC GIP?
passives detractors
55 45 5
49 66 16
5 22 29
112
5
PROBABLY WILL NOT 2
DEFINITELY WILL NOT 1

7. Conclusions from our customers
The most important thing to TN-takers is the quality of
the EP
TN-Takers aren’t satisfied with our selection process or
communication
We can retain many more customers than we do now

8. How Can We Retain More TN-Takers?
Implement a
fast and
standardized
matching
process
Have account
managers who meet
with TN-takers
regularly
Understand
the company’s
needs through
the JQ

9. Understand the Company’s Needs Through the JQ
 Sample JQ:
http://www.myaiesec.net/content/viewfile.do?contentid=10284582
 Your JQ should be short and simple
 It should reflect your focus sub-products and country partnerships
 It should include what the company’s future needs will be
 It should help you see what is most important to the company about the
EP and working with AIESEC
 The account manager should be using the JQ at every meeting to make
sure they understand the TN-Taker

10. Implement a fast and standardized matching process
 Sample JQ:
http://www.myaiesec.net/content/viewfile.do?contentid=10284582
 Your JQ should be short and simple
 It should reflect your focus sub-products and country partnerships
 It should include what the company’s future needs will be
 It should help you see what is most important to the company about the
EP and working with AIESEC
 The account manager should be using the JQ at every meeting to make
sure they understand the TN-Taker

11. Implement a fast and standardized matching process
 Selection process for Tier 1:
http://www.myaiesec.net/content/viewfile.do?contentid=10284587
 Make a 6-week matching plan
Step 7 : Match
Step 6 : Company interview
Step 5 : Short-list candidates
Step 4 : AIESEC interview
Step 3 : EP Screening
Step 2 : TN Global promotion
Step 1 : Signing the contract Understanding the company needs

12. Implement a fast and standardized matching process
 Track the matching of TNs from the national level
Company
Signed Up
on GIS
Opportunity
Created
EP
Applications
Received
Shortlist
Delivered to
Candidates
Company
Interviewing
Candidates
Company
Chosen EP
Match
Completed
TN 1 X X X X X X
TN 2 X X
TN 3 X X X X

13. Have account managers who meet with TN-takers regularly
 Account Management for Tier 1:
http://www.myaiesec.net/content/viewfile.do?contentid=10284585
 A person who manages the account from contract signing to re-raise, for a minimum of six
months
 Responsible for fire-fighting, checking in, quarterly meetings, and transitioning the next
account manager
 Goals are always re-raising, referrals, and customer satisfaction
 Contact with the TN-Taker every month
 A physical meeting every quarter
 Account transition every six months

14. How Can We Plan for CLO?
 Set goals for raises and re-raises
 Allocate a clear account manager for every account and give them
training on how to manage the account and re-raise
 Through a CRM, see all of your accounts, which member is responsible
for them, and where in the matching or re-raising process the TN-Taker
is
 Implement national and local structures to support re-raising (for
example, an NST to consult with all account managers monthly)

15. AIESEC UNITED STATES CLO IMPLEMENTATION
 Target specific LCs for CLO implementation
 Give LCs a timeline to meet with all partners
 NST + MC contact all partners who LCs fail to meet
 Collect video testimonials from promoters
 Create a referral framework for LCs
 Create Account Management Certification for members about visa, delivery
process, partnership management
 Legislate that TN-takers have to be met each quarter or the MC can take over the
contract
 Detractors and passive TN-takers contacted to collect feedback/apologize