oGCDP Tier 1 Structures for university expansions
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This document outlines best practices for structuring university expansions for AIESEC. There are two types of expansions: those initiated by the Member Committee (MC) or by the Local Committee (LC). For MC-driven expansions, the MC appoints an expansion coordinator and team leaders to build capacity and focus on the Global Internship Program. For LC-driven expansions, the parent LC appoints an expansion coordinator and separate team to build capacity for the new entity, while maintaining separate structures for the parent LC. Both expansion types should focus learning on operational processes and the Global Internship Program, and implement team minimums and International Yearly Planning to ensure success.
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AIESEC| Italy 1415| MC | Expansion Growth Model
The document outlines an expansion strategy for creating new Local Committees (LCs) and specialized units within existing LCs and Member Committees. It establishes a three-level growth model where entities progress from running basic exchange programs to more advanced programs. Specific criteria are set for talent capacity, exchange goals, and learning cycles at each level to ensure sustainable growth. The role of the NST team is to coach and support new entities through training and virtual/physical workshops to build expertise over multiple levels until the entity can operate independently.
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oGCDP Tier 2 Structures for marketing and oGCDP synergy
oGCDP Tier 2 Structures for marketing and oGCDP synergy
oGIP Tier 2 structures and L&D for increased LC performance
oGIP Tier 2 structures and L&D for increased LC performance
Aiesec international 2012 2013 strategy achievement
Aiesec international 2012 2013 strategy achievement
iGIP Tier 2 Structures, L&D and Team Minimums implementation
iGIP Tier 2 Structures, L&D and Team Minimums implementation
Similar to oGCDP Tier 1 Structures for university expansions
Expansions creation and management Tier 1 and 2
1) The document discusses strategies for managing organizational expansions, including developing an expansions plan, timeline, and goals.
2) It emphasizes embedding expansions management into the overall growth model to ensure alignment of objectives and support through coaching and resources.
3) The strategies address defining criteria for official expansions and local committees, recruitment processes, key performance indicators, communication structures, and tracking expansion development over time.
Implementation of OD Models
The document discusses the importance of implementing organizational development (OD) models within AIESEC. It provides guidance on key aspects of implementation including:
1) Aligning the management committee's strategy and plan to the OD model.
2) Developing a coaching model for local committees and expansions based on the OD model.
3) Ensuring local committee planning is based on the OD model.
4) Establishing cycles for education, internal communications, incentives, analysis, and national support team management - all aligned to the OD model.
The document emphasizes that while creating an OD model is important, implementation is critical for the model to have its intended impact. It highlights potential pitfalls to avoid, such
Od framework and role across tiers
The document discusses the role of organizational development (OD) in supporting local committees (LCs) through customized strategic approaches based on their current realities and goals. It outlines how OD can help cluster LCs and guide their growth through national education cycles and OD/growth models. The role of OD involves LC planning, coaching, and tracking to ensure strategies are aligned with goals for programs like GIP. Tiers 1 and 2 LCs may focus on specific program clusters for coaching and development to drive growth. Education is key, and customized virtual training cycles focusing on areas like sales, product knowledge, and supply/demand management can help prepare LCs for peak summer periods.
Tier 1 and Tier 2 role of OD
The role of OD is to develop LCs through an OD/Growth Model that defines focus LCs across programmes. This includes creating an integrated education cycle for internal communication and coaching aligned to the model. Expansions are also part of the model, with clear goals and coaching defined. Synergy between functions like TM, GIP, GCDP and Marketing is important to ensure strategic alignment based on the OD Model framework. The VP OD creates and manages this framework for strategy implementation, LC development and goal achievement.
Change Management Using AKDAR Model.pptx
The document discusses Prosci's organizational change management methodology and its application to Bahrain Customs' OFOQ project. It provides an overview of Prosci's change management processes including the ADKAR model of individual change and outlines communication, sponsor, training, resistance management, and coaching plans developed for the OFOQ project. It also summarizes challenges encountered with the project and lessons learned regarding the importance of early and structured change management.
TM Structures
The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
Stories that Matter
This document discusses several projects related to improving operations and leadership development. It outlines operational timelines, challenges members face, and needed learning. Specific projects include developing an advanced people analytics system, operational learning and development initiatives, transitioning members to leadership roles, and implementing team minimum standards. Key aspects that will be considered for each project are challenges, desired outputs, data needs, and ensuring effective implementation.
T&d
The document discusses training systems and models at Cognizant, an IT company. It provides three key points:
1. Cognizant Academy is the in-house learning and development arm of Cognizant that provides role-based training to over 100,000 employees annually using various methods like classroom, e-learning, and virtual classrooms.
2. Cognizant Academy implemented the Metrics that Matter system to measure training effectiveness and gain insights to improve programs. Measurement focuses on areas like business alignment, job impact, instructors, and courseware.
3. Using Metrics that Matter reports, Cognizant Academy identified best practices, increased feedback response rates, enhanced courses,
The Fresh Connection - Simulation based Supply Chain Learning Platform
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Aiesec sysu application for aiesec mo c 2014 tm entity strategy focus award
This document discusses talent development initiatives at AIESEC SYSU. It describes the evaluation system used to provide feedback and help members develop. This includes a performance evaluation, 360-degree evaluation, and feedback talks. It also outlines the learning system, which includes internal training, local trainers, and collaboration training. Data from the evaluation system is analyzed, and feedback is provided to team leaders. The learning system helped 20 members and received positive feedback. The document also discusses how talent management supports the LC priority of talent development through initiatives like international experiences, learning systems, and people connections.
Best change management training for employees and leaders - Tonex Training
Length: 2 Days
Tonex change management course is a mix of theoretical and pragmatic trainings. Through addresses and introductions, you will get the theories and ideas and after that you will encounter what you are instructed by means of the viable exercises, in both individual and little groups, and hands-on courses and workshops.
Audience
Change Management Training is a 2-day course designed for:
Senior leaders and executives
Strategic leaders
Vice presidents
Directors and administrative
Division managers
Team leaders
Mid-level, senior managers
Supervisors
Business owners
Course Outline
Overview of Change Management
Eight Phases of Successful Change Management
Communication Policy
Drivers of Change
Three Stages of Transitioning
Change Management Models
Organizational and Cultural Change Standards
Executing the Change in Corporation
TONEX Group Activity Sample: Shell’s Tough Love
Request more information regarding change management training for employees and leaders. Visit tonex.com for course and workshop detail.
Best change management training for employees and leaders - Tonex Training
https://www.tonex.com/training-courses/change-management-training/
Management and organizational development ch 9 e10 by muhammad farhan
This document provides an overview of human resource management and organizational development topics. It discusses determining net management requirements by analyzing organizational objectives, management inventories, succession plans, and changes to the management team. Various management development methods are outlined, including on-the-job training, classroom training techniques like lectures and case studies, and evaluation of development programs. Organizational development phases of diagnosis, strategy planning, education, and evaluation are also summarized.
Challenges of the network final
Output ppt for AIESEC Global Steering Team meeting (Nov 2012). Please refer to http://bit.ly/STnov for more info.
Building Change Capability - Jess Annison and Jan Jayes
1) Introduction to the Open University,and why we need to continue to build our change capability
2) What we're doing and how we're doing it
3) Challenges and opportunities: now and in the future
What to prepare before recruitment
This document provides guidance for project managers and recruitment committees on preparing for and running a recruitment campaign. Key points include:
1) Developing a member profile, HR plan, and recruitment timeline with promotion, selection, and induction phases.
2) Creating promotion materials and channels, selection criteria and materials, and an induction plan with trainings.
3) Using checklists to ensure all preparation steps are completed for each phase and communicating regularly within teams and with the management committee for support.
The goal is to recruit the right people through an organized process and provide a positive onboarding experience to set members up for success. Proper planning is emphasized as recruitment is critical to the long-term functioning and success
Kaizen in Education Online Teaching
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
Common factors for managing successful change leeds jan 2016
The document summarizes a presentation on common factors for managing successful change. It provides an agenda for the event that includes an introduction to the Enabling Change Special Interest Group (SIG), presentations on case studies, and identification of common success factors. Several delegates then share examples of change programs they are involved in from organizational, IT, and process changes. The presenter discusses three of their case studies in more detail. Common factors identified by delegates include having senior leadership support, strong program/project management, stakeholder engagement, communication, and benefits realization. The presentation concludes by highlighting resources available through the SIG.
UNIT 3 CHAP 13.pptx
This document discusses different approaches to manager development and training. It begins by outlining the need to analyze training needs based on organizational objectives, job requirements, and individual performance. It then describes various on-the-job training approaches like planned progression, job rotation, and temporary promotions. It also discusses internal training methods like sensitivity training and conferences, as well as external options like university programs. The key approaches covered are analyzing training needs, on-the-job training methods, and internal and external training options.
Education law conferences, March 2018, Workshop 2B - Making the most of your ...
Effective governance is top of the DfE's/RSC's agenda and established trusts may need to update their governance to be fit for the future direction of their trust. This working considers a number of practical issues schools may want to reflect on and steps they may want to take in their approach to governance to support them in effective operation of their trust.
Balance gcdp and gip
This document discusses balancing support for GIP and GCDP growth across different levels. It recommends (1) ensuring support functions like talent management and marketing split their focus between the two programs, (2) aligning internal communications from the MC to both programs, and (3) utilizing trained NSTs to support each program separately. For high volume LCs, it suggests project-based structures focused on issues to balance productivity and capacity between the two programs. When an LC only has one VP OGX or ICX, it recommends ensuring the VP and team leaders are highly trained in both programs and that the LC has separate focus programs. The overall goal is a balancing act across levels to support growth in both GIP and
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The Fresh Connection - Simulation based Supply Chain Learning Platform
The Fresh Connection - Simulation based Supply Chain Learning Platform
Aiesec sysu application for aiesec mo c 2014 tm entity strategy focus award
Aiesec sysu application for aiesec mo c 2014 tm entity strategy focus award
Best change management training for employees and leaders - Tonex Training
Best change management training for employees and leaders - Tonex Training
Management and organizational development ch 9 e10 by muhammad farhan
Management and organizational development ch 9 e10 by muhammad farhan
Building Change Capability - Jess Annison and Jan Jayes
Building Change Capability - Jess Annison and Jan Jayes
Common factors for managing successful change leeds jan 2016
Common factors for managing successful change leeds jan 2016
Education law conferences, March 2018, Workshop 2B - Making the most of your ...
Education law conferences, March 2018, Workshop 2B - Making the most of your ...
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AI 1718 plan presentation
This document outlines plans to build an ecosystem and make the organization more sustainable through various projects and partnerships. It discusses setting up a seamless digital ecosystem through projects focused on areas like finance, information management, network strategy, and partnerships. It details the leadership team responsible for different functions and projects. The goals are 100% target and fulfillment through initiatives to improve products, implement standards, and attract more partners and customers through improved digital experiences and engagement.
The AIESECer Survey March 2017
The survey received over 7,000 responses from AIESEC members around the world. It found that the majority of members feel satisfied working in AIESEC, though improvements could be made in areas like team leadership, planning, and personal goal setting. Specifically, many members reported not having clear job descriptions, team plans, or receiving regular personal goal setting reviews from their team leaders. The survey results aim to understand member experiences and identify areas for strengthening AIESEC's team standards and leadership development.
GET: Induction Guideline
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
GET: Membership Selection
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.
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.
APLS-IR guide for LCP
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.
APLS-Clarity of what
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.
APLS-iGV product session
This document provides a simple framework for product leaders to focus on goals, targets, channels, topics, processes, customers, talent, and finance when leading a product. It emphasizes setting reasonable monthly goals based on supply and demand, understanding customer pain points and needs, choosing the best channels to reach targets, customizing content for different channels and customers, streamlining internal processes, recruiting and developing the right talent, and optimizing resources and processes to improve experience and meet financial goals.
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.
The ultimate lcp wisdom book
This document contains wisdom and insights from Local Committee Presidents (LCPs) around the world on leading AIESEC as a social enterprise. Some key points:
1) LCPs discuss the concept of AIESEC operating as a social enterprise, balancing social impact, sustainability, and financial goals. This allows AIESEC to have more freedom and opportunities to achieve greater impact.
2) Leading an LC is like being the CEO of a social enterprise. LCPs must focus on people, planet, and profit to take their committee from good to great.
3) Insights are provided on exploring local markets, asking "why not?" to spark innovation, and focusing on the core
Planning planning framework odm
This document discusses various topics related to organizational mission, structure, operations, branding, culture, systems, learning, projects, and execution. It focuses on defining mission, explaining mission simply, measuring success, developing legacy, and structuring thoughts. It also addresses ensuring mission is reflected in plans and timelines, using leading instead of lagging measures, having compelling scoreboards, maintaining accountability through weekly meetings, and focusing on important goals. The overall document provides guidance on analyzing an organization and its components to develop focused projects and execution strategies aligned with mission.
Building culture of_success
The document discusses what defines success and how to build a culture of success in an organization. It provides perspectives on personal and organizational success, including knowing one's goals and vision, leading sustainable growth, and fostering cultures of competition, recognition, and communication. The document also offers advice on setting action plans and working collaboratively with teams to define and achieve success.
Building sales driven_culture
This document discusses how to build a sales-driven culture within an organization. It addresses planning the culture by identifying key elements to develop, setting clear goals and job roles. It also covers recruiting salespeople by creating an appealing image, targeting suitable personality types, and finding potential candidates. The document outlines developing salespeople by identifying needed skills and providing assistance, experience and motivation. It discusses managing the sales force through messaging about the sales process, proper research, follow-up and diversifying tasks. The importance of sales is highlighted as impacting partners, financial sustainability and career opportunities.
Our role as p
This document discusses the role of "P" leaders in organizations in clarifying and communicating the organization's purpose. It emphasizes that leaders must ensure the "why" or fundamental purpose is clear to all members. This involves role modeling connection to the purpose, constantly seeking clarity on the purpose based on core ideology, and engaging members at all levels through communication channels. Keeping the purpose clear inspires greater action, innovation, influence and loyalty among members. The document advises leaders to reflect on what they have done and can do to clarify the purpose for their teams.
P tips for planning
This document provides tips for planning a local committee's activities for the second half of the year. It suggests engaging stakeholders like the executive board, team leaders, and members to obtain buy-in. It also recommends updating information like the SWOT analysis, half-yearly report, key metrics, competitor analysis, and lessons from previous events to inform planning. The document stresses adhering to the local committee's philosophy and values. It proposes using team days for re-planning, team bonding, and priority-setting discussions to define the top goals and projects for the remainder of the year.
Role of lcp
This document appears to be notes from a leadership coaching or training session. It includes summaries and prompts for an LC President to review their responsibilities in several key areas: LC administration; EB team management; stakeholder relationships; governance; coaching the EB; member mentoring; member connection; EB synergy; national strategies; LC strategies and projects; planning and review; succession; external representation; relationships with other levels of the organization; international relations; and culture management. It also includes prompts for the LC President to reflect on their focus, energy allocation, learning, and reasons for enjoying their role.
Building culture of excellence+recognition
1) Implementing a culture of excellence requires setting high standards for recruitment and promotions to attract top talent.
2) A culture of excellence is led from the top and supported by expectations of high achievement, activity levels, and competence development for members.
3) Recognizing and celebrating high-performing members is important for retention, but standards and goals must not create a pressure environment that demotivates members.
[Tm]forming teams
This document discusses forming effective teams. It defines key terms like group and team, and explains why teams are important. It outlines seven elements of successful team cohesion: goals and objectives, right resources, communications, game plan, training, rewards, and leadership. It also describes the typical stages teams go through in building cohesion - forming, storming, norming, and performing. The document provides tasks for teams to demonstrate behaviors from these stages and analyze how well their team is cohesive. The overall message is that teams require understanding roles, clear goals, communication and adapting through different stages to be truly effective.
Building working culture
This document discusses improving the working culture at an organization called NFA. It identifies several aspects of working culture to assess, including communication between leadership and staff, knowledge management practices, use of office space, team meetings, informal communication, diversifying tasks, staff motivation, building team culture, and addressing issues. For each area, it provides questions to evaluate the current status and ways to improve the working culture. The overall aim is to consciously work on enhancing various elements of communication, processes, and staff engagement to develop an ideal working environment at NFA.
Building high performance_culture_rockefeller
This document discusses building a high performance culture through various strategies:
1) Get the best team possible by investing in hiring selectively and selling your vision to attract industry leaders. Ensure people are doing work they love.
2) Create a sense of community and commitment from new employees by introducing them around and sharing good stories about others.
3) Understand customers deeply by learning their stories so they feel satisfied. Make the customer experience easier by fulfilling forms or delivering products quickly.
4) Have an audacious goal like reaching a large number of customers or becoming the #1 brand to motivate high performance. Accomplish the brand promises around consistency and customer experience.
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留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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oGCDP Tier 1 Structures for university expansions
- 1. Structures for university expansions! oGCDP | Tier 1
- 2. Structures for university expansions can be of two kinds 1. MC initiated expansion 2. LC initiated expansion 2 types of expansions
- 3. 1. If the expansion is MC driven -Build capacity for the expansion • Have someone from the MC responsible for the expansion • Do a specific recruitment within the university expansion • You can also have some members (the team leaders) to be from the closest LCs since they are experienced
- 4. 1. If the expansion is MC driven Build capacity for the expansion…Have the right structures! Expansion coordinator Team Leader Team Leader Member Member Member Member Member Member
- 5. • The teams should only and only be for oGCDP since university based expansions should have just one focus programme • As much as possible, try to make the expansion coordinator someone who has AIESEC experience (or has been on an internship) and then this person can be responsible for the initial recruitment ,induction and training of members! • Number of team leaders depends on the size of the university and the goal of the university based expansion! 1. If the expansion is MC driven Build capacity for the expansion…Have the right structures!
- 6. 1. If the expansion is MC driven -Focused learning for team leaders and members TOPIC CONTENT OBJECTIVES TARGET PRODUCT KNOWLEDGE Relevance of the product in the society What is a product and product life cycle Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products Understand the exchange process from Subscription until Completed 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 Exchange process flow and yearly timeline MyAIESEC.net management SUPPLY & DEMAND MANAGEMENT Supply and demand theory and necessity MyAIESEC.net management CUSTOMER EXPERIENCE MANAGEMENT Why, how and what of CEM? Co-delivery Infosystems management (e.g CustomerGauge) Data analysis and usage (plan) Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for improvement
- 7. 1. If the expansion is MC driven -Focused learning for team leaders and members • Focus on the induction process for all team leaders and members • All members should understand the why of AIESEC, the AIESEC Way and the relevance of oGCDP • Make the education practical • Align education (Especially operational and functional education to the ex change timeline) • Make the education consistent and continuous!
- 8. 2. If the expansion is LC driven -Build capacity for the expansion • One person on the LCEB of the parent LC (LC starting the expansion) to be responsible for the expansion • This can be an LCVP oGCDP or a specific expansion coordinator working with the LCVP oGCDP • Have a special team working with the LCVP or expansion coordinator only for the expansion entity! • Overall oGCDP goal of the LC should include LC goal + expansion goal!
- 9. 2. If the expansion is LC driven -Build capacity for the expansion.. Have the right structure! FOR THE EXPANSION Expansion coordinator Team Leader Team Leader Member Member Member Member Member Member
- 10. 2. If the expansion is LC driven -Build capacity for the expansion.. Have the right structure! FOR THE LC LCP LCVPoGCDP OtherLCVPs TL1 TL2 Exp.Coord. TL TL TL
- 11. 2. If the expansion is LC driven -Build capacity for the expansion.. Have the right structure! FOR THE LC Note: Top LCs with many universities within the city can cho ose to have an LCVP Expansions (also if the LC has more than 1 expansion) Every university expansion needs to have a HIGH goa l in oGCDP for fast growth as this expansion is focusing only on one programme! If expansions bring a large % of oGCDP result, LC can als o focus more on one of the GIP programmes (in case of top LC)
- 12. 2. If the expansion is LC driven -Focused learning for team leaders and members TOPIC CONTENT OBJECTIVES TARGET PRODUCT KNOWLEDGE Relevance of the product in the society What is a product and product life cycle Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products Understand the exchange process from Subscription until Completed 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 Exchange process flow and yearly timeline MyAIESEC.net management SUPPLY & DEMAND MANAGEMENT Supply and demand theory and necessity MyAIESEC.net management CUSTOMER EXPERIENCE MANAGEMENT Why, how and what of CEM? Co-delivery Infosystems management (e.g CustomerGauge) Data analysis and usage (plan) Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for improvement
- 13. An expansion entity is a start up Entity, implement the right things with these to ensure they can be the right LCs/entities and achieve big results! • Implement TEAM MINIMUMS with every expansion entity • Start with IXP • Ensure the membership criteria is aligned to high results in oGCDP and doesn’t include exchange results in all areas or other non-exchange criteria! • University expansions should have only one programme focus!