Talent Capacity in Quality Delivery Introduction

This document provides an analysis of goal achievement and progress for various countries and territories in the Asia Pacific region for the first and second quarters of 2014. The key points are: 1) Overall goal achievement in the region for the first half of 2014 is currently at 27%, indicating more work is needed in the second quarter to meet full-year targets. 2) India, China, and Indonesia have the highest numbers of available forms that need matching to drive further progress. 3) Tier 3 countries will need to significantly increase their efforts in the second quarter to achieve their goals for the full year. 4) Matching activities and focus on key countries like India will be important to drive overall regional performance

GIP Quality Strategy - Accommodation Issue

This document discusses strategies for ensuring quality accommodation for exchange participants (EPs). It emphasizes that safe, decent accommodation is essential for EPs to focus on their job and cultural integration. The hosting entity is responsible for setting accommodation standards and communicating expectations to partner entities and EPs. Standards address amenities, furnishings, maximum occupancy, travel times to work, and processes for changing accommodation. Host entities must also provide temporary accommodation upon arrival and give notice before any changes. Both sending and hosting entities, as well as local committees, have roles in establishing standards, setting reasonable expectations, and addressing any issues that arise. Training and structures are needed to build talent capacity for quality delivery across all stages of the exchange process.

The document outlines HARA, a global data exchange platform that aims to provide an open data marketplace and incentive mechanism for data providers, qualifiers, buyers and other stakeholders in the agriculture and food sector. It summarizes HARA's journey starting in Indonesia, partnerships to acquire agricultural data, how the blockchain-based platform works, and roadmap to scale globally to empower billions involved in the food and agriculture industry with accessible and transparent data.

GCDP Quality Strategy - Communication Issue

1. The organization aims to improve communication with customers to enhance satisfaction. Complaints management lacks structure and response is slow. 2. A firefighting procedure is outlined with clear roles and escalation processes to resolve issues within 48 hours. Firefighting levels and tools using Podio are described to standardize the process. 3. The document proposes a National Control Board structure with roles to develop quality policies, manage cases, and provide support to local chapters to ensure stable program growth. Responsibilities of the national and local boards in tracking firefighting progress and enforcing standards are defined.

GCDP Quality Strategy - Logistic issue

The document outlines strategies for ensuring quality logistics and living standards for exchange participants in GCDP programs. It discusses key issues around accommodation and transportation that need to be addressed, including setting accommodation standards, managing hosting options, and establishing pick-up systems. The roles and responsibilities of sending and hosting entities are defined to facilitate cooperation in solving logistical challenges. Finally, it proposes developing talent capacity through training, structures, and key performance indicators to effectively deliver high quality logistics despite high program volumes.

Balance GCDP and GIP for Quality Delivery

1. The document discusses balancing delivery of the GCDP and GIP programs during periods of high growth. It recommends not having an LC grow significantly in two ICX or OGX programs simultaneously due to challenges in balancing resources. 2. For balancing delivery in ICX programs, the document recommends identifying common issues from participant feedback, finding shared solutions, and ensuring MC support through talent planning, LC incentives, and synergizing program structures. 3. For balancing delivery in OGX programs, a similar approach of identifying issues, collaborative problem-solving, and MC oversight is recommended, with a focus on areas like participant preparation, marketing, and delivery capacity.

L&D for quality experience delivery

This document outlines a learning and development plan for AIESEC teams to deliver quality experiences during the summer peak period. It provides content, profiles/targets, possible channels, and timelines for various topics including: - Raising quality exchanges for iGIP and iGCDP - Measuring and addressing detractor issues - Preparing members, teams, and exchanges virtually and in-person - Balancing quality between iGIP and iGCDP delivery - Educating oGIP, oGCDP, and other teams on quality principles and processes The overall goal is to create a culture where all members work collaboratively to care for exchanges and continuously improve the end-

iGIP capacity for Quality Delivery

The document outlines steps for host entities to ensure quality delivery of internship programs, including: 1. Plan capacity based on the number of interns each member can support to ensure enough members for high quality experiences. 2. Structure teams based on intern volume, with dedicated roles for raising, matching, and delivery. 3. Define job descriptions and key performance indicators within each role and structure to focus on quality delivery.

GCDP Quality Strategy - Job Description Implementation issue

This document discusses standards and strategies for implementing job descriptions (JDs) and ensuring quality delivery for the Global Career Development Programme (GCDP). It addresses: 1. Understanding issues with current JDs and defining roles for sending and hosting entities. 2. Suggested activities for solving JD issues, including first day of work standards, minimum team delivery standards, and tracking templates. 3. The roles of local committees, memberships, and talent capacity in successfully implementing JDs and delivering team experiences for GCDP interns.

GIP Quality Strategy - Integration Issue

This document discusses integration standards and activities for Global Internship Program (GIP) exchanges. It outlines three key areas: 1. Setting integration standards nationally and locally, including establishing an integration checklist and buddy system. 2. Host entities setting expectations on integration with exchanges, such as sharing standards and tracking expectations. 3. Implementing first day of work standards through preparing checklists and agendas to orient exchanges. The roles of sending and hosting entities are defined to ensure exchanges receive proper integration. Talent capacity planning and training on quality delivery is also addressed. The goal is to create a global learning environment and fully support exchanges through cultural understanding and their internship experience.

GIP Quality Strategy - Job Description Clarity Issue

1. The document discusses ensuring clarity in job descriptions (JDs) for exchange participants (EPs) in Global Internship Programs (GIPs). It outlines issues EPs face with unclear or inaccurate JDs. 2. It provides standards and guidelines for hosting and sending entities to implement, including having an accurate JD, clear salary process, and supervision for EPs. Key activities are reviewed like going over the JD and support on the first day. 3. Talent capacity is discussed to deliver quality JDs at scale. Steps include planning capacity, structuring teams by volume, and providing learning and development on quality.

IGN S&D GIP 1-15 May 2014

- For Q1, oGIP achieved its goals overall but Brazil did not meet its high goal. - For Q2, there is still over 500 REs missing to meet the goal and Brazil, Colombia, Venezuela, Argentina, Mexico, and Ecuador need to increase their performance. - Marketing is behind last year's performance due to Mexico facing difficulties. Some entities like Argentina, Colombia, and Mexico are performing well in MA but support is needed. - Teaching is behind for Q2 and entities like Brazil, Argentina, Colombia, and Venezuela have significant work to do to meet goals.

WENA S&D GCDP 1-15 May 2014

1. The document provides data on performance in various programmes (IGCDP, OGCDP, IGIP, OGIP) across 21 entities in Western Europe and North America in Q1 and Q2 of 2014 compared to 2013. 2. In Q1 of 2014, most entities achieved 70% or more of their goals for IGCDP, except Norway which had a much higher goal. Ambitious goals for Q2 were set by Greece, Italy, Norway, Portugal and Spain. 3. Overall the region grew in total raisings from January to May 2014 compared to 2013 but decreased in matchings and realizations, largely due to drops in Italy and Portugal.

IGN regional s&d GCDP 1-15 May 2014

The document discusses GCDP performance in Q1 and the outlook for Q2. For Q1, overall goals were almost achieved despite some entities having low goals, though Brazil was slightly behind. For Q2, half the regional goal depends on Brazil's performance and other countries have high goals. It also notes strong growth in some countries in May and potential for more matching, especially of smaller entities. Advice is given to ensure accurate pipeline data for smaller entities.

AP regional s&d GCDP 1-15 May 2014

- The document analyzes key performance metrics for various entities' goals in Q1 and Q2 of 2014. It finds that overall 76% of Q1 goals were achieved but only 10% of Q2 goals so far. - Malaysia significantly exceeded its Q1 goal while most other entities are far from achieving their Q2 targets with only half the quarter passed. - The document also compares raises, matches, and realizes from May 15, 2013 to May 15, 2014, finding mixed results across entities. Top performers in growth areas included Thailand, Sri Lanka, and Vietnam for raises.

WENA S&D GIP 1-15 May 2014

- IGIP is the main program for most entities in the region, with only 5 entities achieving their Q1 goals. - Germany provided the most TNs but also saw decreases in raising, though overall the region saw slight growth in raising and realizations. - Most entities have goals for marketing and IT but some need to focus on raising to meet pipeline goals, while a few have enough pipeline if matching is ensured. - Only Italy and Spain have teaching goals but both are behind, so raising is a priority.

iGCDP Quality Capacity

The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.

Role of MC in TM Driving Quality Delivery

The MC's role is to ensure quality delivery through talent planning and management. This involves: 1. Working with TM and exchanges to ensure LCs have the right structure, jobs, and KPIs to deliver quality. 2. Connecting planning and management to tracking team minimums and quality implementation. 3. Educating all teams and leaders on expectations, partnerships, and tools like NPS to monitor experience quality. The MC must start immediately to prepare LCs to deliver high quality experiences from May to July through capacity assessments, recruitment, education, and experience delivery tracking.

oGCDP Capacity Quality Delivery

This document outlines the role of the home entity in the Global Citizenship Development Programme (GCDP). It discusses how to structure teams based on the volume of expected realizations (RE), with more advanced levels having more specialized roles and teams focused on issues, projects, processes, and stakeholder management. Team structures and member job descriptions (JD) are provided for beginner, intermediate, advanced, and mature levels. Key performance indicators (KPIs) focus on promoter percentage and eliminating detractor issues. Regular communication with experts, alignment of expectations, and support throughout the process are emphasized.

oGIP Capacity Quality Delivery

The document provides guidance on structuring local committees for quality internship delivery based on planned realization goals. It recommends: 1. Planning capacity based on the number of people needed to deliver targeted realizations given member efficiency. 2. Creating structures with clear job descriptions and key performance indicators for members based on realization volume, such as dedicating members to promotion, raising, matching, and delivery roles. 3. Providing tips for customizing structures during peak periods to focus on raising, matching, or delivery as needed to meet goals.

Quality Planning

The document discusses quality planning for internship experiences. It provides guidance on: 1. Analyzing previous experiences using a waterfall analysis to identify top detractors and their impact on NPS scores. 2. Setting quarterly and monthly NPS goals by factoring in the top detractors identified and the previous quarter's score. 3. Developing a quality plan to address the top 3 detractors by defining strategies, action plans, responsibilities and timelines. The document emphasizes understanding customer feedback to identify detractors and their root causes in order to establish an effective quality planning process that improves experiences over time.

Nps goal setting yearly quarterly - monthly

This document discusses NPS goal setting for an organization. It provides information on: 1. Setting exchange goals monthly and quarterly based on analysis of key detractors from the previous period. 2. Using waterfall analysis to understand issues impacting NPS scores and their classification by stage (match, realize, complete). 3. An example goal setting process that identifies the top 3 detractors from Q1 2014, classifies them by stage, and sets goals for Q2 2014 NPS scores monthly by factoring in the impact of addressing those detractors.

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