This document discusses options for managing the GIP (Global Internship Program) management within AIESEC. It outlines the current state of applications, recruitment agents, and matches. It also discusses options for the HR structure, including having a VP of GIP, the GIP team reporting to the VP, or the GIP team focusing on one sub-product. It provides tools for sales and development and notes a potential conflict between GIP and another program. It also outlines the selection, matching, and realization processes and asks the reader to simulate optimizations based on their current realities and constraints.

1. oGIP management

2. Why?

3. Current state
- Strategic choice

4. Current state
- Conv. App:RA = 5:1
- Conv. RA:MA = 35%
- Conv. MA:RE = 94%

5. Sub-products
- MOVE Marketing: 1323
- MOVE Teaching: 932
- MOVE IT: 833
- BA: 1060

6. HR
Option 1:
- VP OGX
Option 2:
- Responsible under VP OGX
Option 3:
- MOVE Talent team (1+3)
_ JD divided by sub-product
Option 3:
- MOVE Talent team (1+3) focusing on 1 sub-product
...check OGX organogram

7. S&D: tools
- AFT
- DAAL (http://live.myaiesec.net/daal/daal.php)

8. Promo
Conflict GCDP / GIP!
Offline promo is safer.

9. Selection
- CV screening
- Expectations setting
- Hard skills check

10. Matching
- Offline matching
- “Normal” matching

11. Realisation
- EP Management

12. OPS

13. Simulation
Take into account your current reality:
- VP OGX/oGCDP/oGIP
- App/RA/MA/RE & conversion rates
- Focus of the LC
-…
Exercise:
1) Run a market analysis of your actual/potential EP supply and combine it with the
international demand;
2) Based on that, structure the HR;
3) Define a promotion strategy.