This document discusses capacity building and learning & development for oGIP Tier 3 entities. It begins by assessing the current state of oGIP, with an average of 0-30 realizations per MC and 0-10 per LC. The ideal state by end of 2014 is to increase these averages. The oGIP OD model aims for a big jump in absolute and relative results. It involves picking focus LCs, planning and building capacity for fruit peaks, and providing learning and development support. Key aspects covered are recruitment optimization, structures for different LC sizes, and creating an education cycle focused on the specific needs and goals of each LC.

1. Capacity and L&D
oGIP Tier 3

2. TM for oGIP
MC: 0-30 Re

3. Current State of iGIP
MC
Performance
0-30 average
LC Performance
0-10 average
TIER 3
700 Re
80 entities
10 RE average
General challenges:
1. Sales & Product Knowledge
2. Culture and focus
Current State of oGIP | Tier 3

4. Ideal state at end of 2014
30
average per MC
X 80
entities
2400RE
Ideal State
• LCs doing between 0-10 jump to 20-30
• LCs doing between 10-15 jump to 30-45
Ideal State at End of 2014
=

5. The oGIP OD Model

6. What we are aiming for?
BIG JUMP IN ABSOLUTE AND
RELATIVE RESULTS!

7. What is this about?
• Pick focus LCs for oGIP growth in your entity
• Building Capacity for oGIP
• Learning and Development
• Summary of what I need to do (MC)

8. 1.Pick focus LCs for
oGIP growth

9. Tier 3 entities (0-30 oGIP)
Less than 10 LCs
!
!
• Ensure most LCs have iGIP as the
focus!
• Each LC should only have one of the
two GIP programmes as focus!
• LC Planning support specifically for
TM, Marketing and iGIP!
• Define how much each LC will jump !
• No need to cluster LCs into a cluster
by volume as they are all in one
cluster of 0-10 Re!
More than 10 LCs
• Pick the LCs that will grow in iGIP!
• Create a cluster for iGIP Focus LCs!
• Other LCs can focus on iGIP or one
of the GCDP Programmes!
!

10. Go through the OD Toolkit/content for tier 3
to get more clarity on Focus LCs and focus
programmes!

11. 2. Planning and Building CAPACITY
for the FRUIT PEAK in oGIP

12. Use TM Planning Tool to Plan for oGIP
1. Number of
Members in oGIP and
support functions
2. Number of TMP
and TLP Experiences
in oGIP and support
functions

13. 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 oGIP
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

14. Run an OPTIMIZED recruitment for
the fruit peak – 2 weeks!!
1. I do not have
enough
Members in
any
programme/
function

15. 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

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

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

18. Optimized
Selection
Value based recruitment
q Commi%ed
and
mo(vated
members
(
GIP
needs
commitment
and
persistence)
q Building

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

20. 3. We have the right
number of members
in the LC/MC but not
allocated in the right
proportion across
programmes/
functions
Re-allocate to ensure there are the right
number of members in iGIP and all other
functions

21. How to balance the oGCDP and oGIP support?
Clear JD for members in Exchange
Support
Clear KPIs for each member
Hybrid Members – Marketing or TM
members in oGIP team
Identify where GIP and GCDP tasks
get connected

22. Go through managing 2
OGX programmes in
the OD Toolkit!

23. What structure to recruit into?

24. Structures for…
0-10 Re 10-40 Re

25. 0-10 Start Up LC
VP
Member Member Member Member
Basic Consideration:
• Focus in 1 sub product – Marketing OR
Teaching
• Each member goes through Ra-Ma-Re
• High effort of L&D is expected to retain the
members
• Consider oGCDP, iGIP or EPs to join this team∞Ra-Ma-Re
Number of members: Depends on efficiency and year goal for oGIP
Job Description:
• Promotion and raising, matching, and realizing
• Outgoing preparation seminar
• Experience Co-delivery

26. In the 1st year of
operating oGIP, LCA
wants to have 10
realizations in one
subproduct by the end
of the term.
VP oGIP
• Strategy and
coordination for 1-2
subproducts
management
• Market Research
• S&D analysis
Member
3
Member
2
Member
1
JD for each member:
- Promotion support (virtual and physical)
- Sign ups follow up
- EP Raising management
- Manage matching process
- Co delivery (EP virtual preparation)
- Outgoing Preparation Seminar (incl. LEAD for
EP)
- Follow-up of EP while abroad
- Reintegration
Example
What
shouldthey
do?

27. • SPLIT oGIP and oGCDP LCVPs for focus LCs
• In case this isn’t possible, create specific oGIP teams for the summer/peak you are
working for within the OGX team at an LC level so that they can be tracked
separately
• Summer teams/peak you are working for in oGIP can be working to deliver to
maybe 2-3 big entity partners only and this is part of their JD
0-10 Start Up LC

28. My entity does high volume GCDP and we
are hitting capacity in GCDP : (
What should we do?
Make GCDP team
structures very
productive by making
them project based –
One issue and 1-2
Entity Partners Different LCs jumping
in GCDP and GIP
Programmes to strike
a balance
Specific recruitment
only for oGIP front
office and back office
oGIP Front office and
back office can be part
of the same team
which is an oGIP team

29. Go through managing 2
OGX programmes in
the OD Toolkit!

30. 2 situations LCs will be in
For LCs - no or very little
available forms
CAPACITY and
STRUCTURES focused on
RAISE
For LCs - available forms
but need to raise more
CAPACITY and
STRUCTURES
Focused on Raise and
match

31. 3. Learning
and
Development

32. USE TM Planning tool
How do I
plan?

33. LEARNING AND DEVELOPMENT
However tempting it is to give a lot of webinars or booklet to
your membership.
Remember that we provide experiential learning in AIESEC.
‘Learning from doing’

34. Sample timeline for July Realizations – can be used for any peak
What kind?
What kind of education cycle to create for LCVPs and Team Leaders?
Teaching and Marketing
knowledge
Online and Offline attraction and
converstion
oGIP Sales knowledge
Team Minimums
Implementation
Complete Supply and Demand
awareness
Attraction and conversion of EPs
Matching Process
Delivering on country partnerships
Continued Raising and Matching
knowledge
Weekly updates on current supply
Delivering Quality Experiences
APRIL APRIL&MAY JUNE

35. What kind of education cycle to create for new and exisitng members?
Relevance of GIP
Understanding of iGIP and oGIP
Teaching and Marketing knowledge
How to sell
Team Minimums
Supply and Demand understanding
How to raise based on product and S&D
Matching Process understanding
Supply and Demand
Continued Raising and Matching
knowledge
Weekly updates on current supply
Team Management
Matching Process
APRIL APRIL&MAY JUNE
Sample timeline for July Realizations – can be used for any peak

36. LEARNING AND DEVELOPMENT
For LCs - no or very little
available forms
Education focused on
Raise only
For LCs - available forms
but need to raise more
Education focused on
Raise and Match
For LCs – many high
quality available forms
but need to match
Education focused on
Match

37. To ensure new members in start up
LCs perform, ensure the right
INDUCTION process

38. Principles of Induction
• Induction is a combination of Organizational knowledge and Operational knowledge
• Effective induction is practical where members learn by DOING
• Align Induction completely to Gen2015 and the GIP focus – remember, new member
don’t have any mindsets
• Induction can be completely measurable Eg: Time it takes for a new member to start
performing

39. Process Overview Induction
Basic Induction
• The AIESEC Way
• AIESEC 2015
• What is Gen2015? What is
the external relevance?
Functional Induction
• Understanding of GIP and
GCDP
• Relevance of iGIP, what will
I learn from it
• Detailed practical
understanding through
simulation
Working in a Team
• AIESEC is about team
experiences
• How to work well in a team
• Team minimums and
principles

40. Process Overview Induction
Functional Induction
• Understanding of GIP and
GCDP
• Relevance of iGIP, what will
I learn from it
• Detailed practical
understanding through
simulation
ü Members understand the exchange process in iGIP and oGIP
ü There is a real simulation where members are given sales sheets
and are doing sales to Eps and Companies
ü Ensure this is based on focus product and market
ü Members make calls and do meetings with facilitators who are
companies or EPs
ü There is a live matching process too to make this real (which can
be aligned to country partners by using names of the same
countries)
ü For reception, try to get actual trainees
ü De-brief at the end so members understand the process and then
bring in relevance and scale of GIP growth for members to see the
connection

41. HANDY TIPS for L&D
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. Base it on exchange flow,
timeline and goals
Exchange timeline
4. Ensure there is customised content
for specific LCs and specific profiles
within LCs.
CUSTOMISED

42. 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

43. Summary oGIP 0-30
• Pick focus LCs for GIP growth
• 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 Sales, Product, Supply and Demand and
Marketing into this) just for the fruit peak
• Focus on Induction Process
• Implement Team Minimums

44. Role of MC!
• Pick focus LCs for GIP 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
• Focus on Induction Process
• Implement Team Minimums (not just the MCVP
TM, all MCVPs need to do this)

45. Role of MC!
• Through data, identify the CHALLENGE of LCs to
figure out what will lead to an increase in
productivity!
Eg: Will increasing the current TMP Retention rate
lead to higher productivity
Will re allocating membership in a certain way lead
to higher productivity etc etc!
• Set CLEAR GOALS for PRODUCTIVITY with LCs
per programme, specifically in oGIP and measure
constantly