Conclusion 1: The main issues detractors reported were problems with job descriptions not aligning with expectations or being clearly explained, as well as lack of support from host entities in problem solving, logistics, and services.
Conclusion 2: Nearly all host entities struggled with communication, such as not responding quickly enough to requests or clearly delivering messages.
Conclusion 3: Trainees working directly with their host companies/supervisors rather than just AIESEC reported higher satisfaction, as did those who had strongly positive cultural experiences, even if AIESEC support was lacking.
The document analyzes satisfaction data from the Our Global Community Development Program (GCDP) from 2012-2013. It finds that while the cultural experience was generally good and a highlight, logistical issues and lack of support from host countries were common complaints. The satisfaction levels were boosted by cultural aspects even when other services from host locations were poor. Strengthening alignment with partners on logistics and cultural preparation is suggested to improve quality.
The document discusses Specialized Units (SU) within AIESEC Colombia. [1] An SU is a strategy to expand AIESEC's programs and leadership opportunities at the local and national level. [2] SUs allow AIESEC to reach new markets by installing operations at new universities or territories. [3] To be considered an SU, the new unit must achieve minimum annual results of 1 training and learning development experience, 3 traineeship and membership programs, and 10 experiences from any AIESEC program.
El documento presenta los resultados de un benchmarking de capital humano realizado por la organización AIESEC el 29 de noviembre de 2012. El benchmarking comparó los datos de AIESEC con los de otras 267 organizaciones de diferentes sectores en Colombia en áreas como selección, remuneración, capacitación y bienestar. El informe contiene tablas con indicadores generales, de gestión, planeación, selección, valoración, desarrollo, bienestar e impacto para realizar el análisis comparativo.
Planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture:
1) Phase 1 involves conducting a culture audit, crafting a vision and goals, and developing a culture change plan.
2) Phase 2 is the launch of culture transformation through communication, demonstrations of the new culture, and developing skills.
3) Phase 3 is embedding the new culture by redesigning systems and processes to include and reinforce the desired culture behaviors.
4) Phase 4 involves monitoring performance through benchmarks and targets for customer satisfaction and cultural behaviors to drive continuous improvement.
The document outlines the training for POT (People of Tomorrow) on AIESEC Colombia's organizational vision and focuses. It discusses six main pillars: 1) organizational development, 2) local development and improvement, 3) general management, 4) growth and performance, 5) organizational understanding (O), 6) organizational understanding (N). Each pillar covers focuses such as leadership development, administrative strengthening, strategic marketing, and external connections. It also outlines AIESEC Colombia's roadmap for 2013 with focuses on talent development, process optimization, LCD strategy, and positioning.
This document discusses the Greiner Curve theory of organizational development and applies it to AIESEC Colombia's development. It describes five phases of evolution and revolution that organizations go through according to the Greiner Curve: (1) Creativity, (2) Direction, (3) Delegation, (4) Coordination, and (5) Collaboration. For each phase, it provides definitions of the evolution period and crisis/revolution period, as well as focuses for education. It then lists eight focuses for 2013, including leadership development, administrative strengthening, strategic marketing, and external connections.
Este documento proporciona información sobre el Molton DISC, una herramienta de evaluación de comportamiento humano. Explica brevemente qué es el DISC, cómo funciona al medir cuatro dimensiones del comportamiento (racional-emotivo, pausado-activo), y que sirve principalmente para selección, desarrollo y alineación de personal.
Este documento presenta una propuesta de estructura organizacional para comités locales basada en un modelo matricial. Sugiere dividir las áreas funcionales y los procesos/productos en "corners" liderados por VPs. Cada corner se reuniría semanalmente para analizar indicadores, tomar decisiones estratégicas y hacer seguimiento a tareas y participantes. El documento también discute consideraciones como roles claros, coordinadores de soporte, y evaluaciones periódicas para asegurar el buen funcionamiento de esta estructura.
The document analyzes satisfaction data from the Our Global Community Development Program (GCDP) from 2012-2013. It finds that while the cultural experience was generally good and a highlight, logistical issues and lack of support from host countries were common complaints. The satisfaction levels were boosted by cultural aspects even when other services from host locations were poor. Strengthening alignment with partners on logistics and cultural preparation is suggested to improve quality.
The document discusses Specialized Units (SU) within AIESEC Colombia. [1] An SU is a strategy to expand AIESEC's programs and leadership opportunities at the local and national level. [2] SUs allow AIESEC to reach new markets by installing operations at new universities or territories. [3] To be considered an SU, the new unit must achieve minimum annual results of 1 training and learning development experience, 3 traineeship and membership programs, and 10 experiences from any AIESEC program.
El documento presenta los resultados de un benchmarking de capital humano realizado por la organización AIESEC el 29 de noviembre de 2012. El benchmarking comparó los datos de AIESEC con los de otras 267 organizaciones de diferentes sectores en Colombia en áreas como selección, remuneración, capacitación y bienestar. El informe contiene tablas con indicadores generales, de gestión, planeación, selección, valoración, desarrollo, bienestar e impacto para realizar el análisis comparativo.
Planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture:
1) Phase 1 involves conducting a culture audit, crafting a vision and goals, and developing a culture change plan.
2) Phase 2 is the launch of culture transformation through communication, demonstrations of the new culture, and developing skills.
3) Phase 3 is embedding the new culture by redesigning systems and processes to include and reinforce the desired culture behaviors.
4) Phase 4 involves monitoring performance through benchmarks and targets for customer satisfaction and cultural behaviors to drive continuous improvement.
The document outlines the training for POT (People of Tomorrow) on AIESEC Colombia's organizational vision and focuses. It discusses six main pillars: 1) organizational development, 2) local development and improvement, 3) general management, 4) growth and performance, 5) organizational understanding (O), 6) organizational understanding (N). Each pillar covers focuses such as leadership development, administrative strengthening, strategic marketing, and external connections. It also outlines AIESEC Colombia's roadmap for 2013 with focuses on talent development, process optimization, LCD strategy, and positioning.
This document discusses the Greiner Curve theory of organizational development and applies it to AIESEC Colombia's development. It describes five phases of evolution and revolution that organizations go through according to the Greiner Curve: (1) Creativity, (2) Direction, (3) Delegation, (4) Coordination, and (5) Collaboration. For each phase, it provides definitions of the evolution period and crisis/revolution period, as well as focuses for education. It then lists eight focuses for 2013, including leadership development, administrative strengthening, strategic marketing, and external connections.
Este documento proporciona información sobre el Molton DISC, una herramienta de evaluación de comportamiento humano. Explica brevemente qué es el DISC, cómo funciona al medir cuatro dimensiones del comportamiento (racional-emotivo, pausado-activo), y que sirve principalmente para selección, desarrollo y alineación de personal.
Este documento presenta una propuesta de estructura organizacional para comités locales basada en un modelo matricial. Sugiere dividir las áreas funcionales y los procesos/productos en "corners" liderados por VPs. Cada corner se reuniría semanalmente para analizar indicadores, tomar decisiones estratégicas y hacer seguimiento a tareas y participantes. El documento también discute consideraciones como roles claros, coordinadores de soporte, y evaluaciones periódicas para asegurar el buen funcionamiento de esta estructura.
Webinar lc ps e planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture: 1) Planning through a culture audit to assess the current culture and identify change champions. 2) Launching the culture transformation with communication and skills development. 3) Embedding the new culture by redesigning systems and processes to support the culture change. 4) Monitoring performance through benchmarks and targets to ensure continuous improvement.
Telstra, an Australian telecommunications company, underwent a cultural transformation led by the CFO to develop a stronger customer service culture called Value Service Culture (VSC). A 4-phase process was used: 1) Planning, including a culture audit and vision/goals, 2) Transformation through training, communication, and early wins, 3) Embedding the culture in systems and processes, and 4) Monitoring through customer satisfaction surveys and cultural metrics. After 2 years, customer satisfaction improved but not all business units met targets, and cultural surveys found average scores except for empowerment. The transformation generated estimated annual savings of $15 million.
Este documento proporciona orientación sobre cómo AIESEC puede establecer relaciones con el sector gobierno. Explica que trabajar con el gobierno ofrece oportunidades para proyectos de alto impacto y sostenibilidad, pero también requiere conocimiento en formulación de proyectos y paciencia dado los largos procesos. Recomienda analizar planes de desarrollo, asistir a ferias, aprovechar la red de egresados, y utilizar un marco lógico para el diseño de proyectos que satisfagan las necesidades identificadas. El objet
This document outlines AIESEC in Colombia's roadmap and priorities for 2013. It discusses developing leadership skills, strengthening administrative processes, focusing marketing strategies, and strengthening external connections. The steering team concluded the roadmap should have some flexibility to adapt to changing conditions throughout the year.
The document discusses strengthening a vision of responsible ambition for achieving organizational goals through real actions. It calls for a self-driving network based on maturity, commitment, and coherent decision-making. This network enhances autonomy and accuracy in local decision-making. Responsible leadership is emphasized, with leaders taking action, understanding their environment, and contributing sustainably through role modeling and maturity. Goals include efficiently understanding local needs to achieve mid-term ambitions through clear work focuses and synergies.
The document outlines the responsibilities of an LLC Leader in AIESEC, which includes managing local strategies and processes to align with national plans, improve quality, and enable activities that accomplish the vision. Specifically, the role involves building and maintaining relationships with alumni to Alumni to Alumni, Alumni to AIESEC, and Alumni to the World. This requires implementing the national alumni strategy locally, measuring alumni impact, and benefiting from knowledge sharing. It stresses the importance of collaboration and being in sync with clear expectations and speaking the same language to work as one team.
El documento proporciona información sobre las diferentes formas en que un área de soporte puede apoyar a un comité. Explica brevemente las estrategias de soporte a través de juntas asesoras, auditorías, mentoría, capacitación, coaching, generación de proyectos e intercambios. También destaca la importancia de la comunicación, el seguimiento de metas y la participación de los alumni.
Este documento describe varias iniciativas para involucrar a los antiguos miembros ("alumni") de una organización, incluyendo charlas informativas organizadas por y para los alumni, un boletín mensual para mantener informada a la red sobre noticias y oportunidades, y citas con empresas donde los alumni trabajan para vincularlas a las campañas de la organización.
El documento proporciona lineamientos sobre enfoque, estrategias y estándares para mejorar la comunicación, sinergia y trabajo en equipo entre los miembros de la organización Alumni to the World. Se enfoca en estandarizar bases de datos, mejorar canales de comunicación, y replicar proyectos exitosos para aprovechar sinergias y lograr resultados de manera más eficiente.
AIESEC Alumni First Thursday is a global program where AIESEC alumni network and socialize on the first Thursday of each month in cities around the world. The program was started during a brainstorming session to help more alumni regularly connect in their local areas. Alumni already meet monthly in some cities, and this program aims to expand those local gatherings into a coordinated worldwide initiative. Participants are encouraged to check the program's Facebook page for upcoming events in their city and to help organize a First Thursday if none is scheduled yet. The gatherings provide an opportunity for the over 1 million strong AIESEC alumni network to learn from each other and create impact on a monthly basis around the globe.
Este documento proporciona instrucciones para alimentar la base de datos ALUMNI en la plataforma PODIO de dos maneras: ingresando datos individualmente o subiendo un archivo Excel. Explica los pasos para acceder a PODIO, abrir la aplicación ALUMNI Management, y luego ingresar o subir los datos requeridos. También incluye recomendaciones para organizar la información en Excel para evitar problemas durante el proceso de carga.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones. Detalla los beneficios de una BoA, como conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, búsqueda de miembros, reuniones y agenda
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, implement an online registration system, and launch a social media campaign to connect alumni with internship opportunities at their companies. Alumni are encouraged to spread information about the initiative on their own social media and to inform other alumni about supporting GIP.
Our Synergy aims to foster better understanding and support between different business areas that often look to each other for assistance. It suggests examining each other's needs and processes more closely so that areas can help fulfill the needs of others through activities like mentoring, coaching, education programs, and recognizing excellence. Defining how various activities align with strategic goals could strengthen synergies across an organization.
This document provides guidelines for establishing and managing an Affinity Group (AG) as part of the Georgia Tech Alumni Association (GTAA). It defines an AG as a collection of Georgia Tech alumni who connect and engage around a shared purpose beyond just their class or region. AG's must promote Georgia Tech's welfare and have a mutually beneficial relationship with the university. The document outlines operating principles around using Georgia Tech's name and remaining politically/religiously neutral. It also describes the process for starting an AG which involves drafting articles of incorporation, a constitution, and getting 50 alumni signatures on a proposal. It provides details on governance, finances, and benefits AG's receive from the GTAA like listing on the website.
This document discusses how different areas within a company can provide support to each other and work in synergy. It suggests mentoring, coaching, and knowledge sharing between areas as ways to help others and find where support is needed. The document also references affinity groups, education programs, and sending young alumni to help drive synergy across various parts of the company.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones y el desarrollo del liderazgo. Detalla los beneficios de una BoA, como la conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, la admin
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, create an online registration system, run a social media campaign, and engage alumni. The registration system will allow alumni to express interest in hosting a GIP intern, recommend opportunities, or provide feedback. Member committees will be able to access registration information and follow up locally. The goal is to increase GIP placements by connecting alumni with current internship opportunities.
Este documento presenta una guía para vender a los alumni de AIESEC. Incluye pasos como segmentar a los alumni, concretar reuniones, hacer seguimiento y entregar resultados. También proporciona información sobre cómo identificar el sector y segmento de mercado de cada alumnus, revisar el portafolio de productos, seleccionar canales de venta y establecer estrategias de ventas. Finalmente, detalla beneficios para los alumni como descuentos en función de su contribución o volumen de compra.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones y el desarrollo del liderazgo. También describe cómo implementar una BoA, incluida la búsqueda de miembros adecuados, la selección y la administración de reuniones para garantizar que la BoA sea efectiva.
Webinar lc ps e planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture: 1) Planning through a culture audit to assess the current culture and identify change champions. 2) Launching the culture transformation with communication and skills development. 3) Embedding the new culture by redesigning systems and processes to support the culture change. 4) Monitoring performance through benchmarks and targets to ensure continuous improvement.
Telstra, an Australian telecommunications company, underwent a cultural transformation led by the CFO to develop a stronger customer service culture called Value Service Culture (VSC). A 4-phase process was used: 1) Planning, including a culture audit and vision/goals, 2) Transformation through training, communication, and early wins, 3) Embedding the culture in systems and processes, and 4) Monitoring through customer satisfaction surveys and cultural metrics. After 2 years, customer satisfaction improved but not all business units met targets, and cultural surveys found average scores except for empowerment. The transformation generated estimated annual savings of $15 million.
Este documento proporciona orientación sobre cómo AIESEC puede establecer relaciones con el sector gobierno. Explica que trabajar con el gobierno ofrece oportunidades para proyectos de alto impacto y sostenibilidad, pero también requiere conocimiento en formulación de proyectos y paciencia dado los largos procesos. Recomienda analizar planes de desarrollo, asistir a ferias, aprovechar la red de egresados, y utilizar un marco lógico para el diseño de proyectos que satisfagan las necesidades identificadas. El objet
This document outlines AIESEC in Colombia's roadmap and priorities for 2013. It discusses developing leadership skills, strengthening administrative processes, focusing marketing strategies, and strengthening external connections. The steering team concluded the roadmap should have some flexibility to adapt to changing conditions throughout the year.
The document discusses strengthening a vision of responsible ambition for achieving organizational goals through real actions. It calls for a self-driving network based on maturity, commitment, and coherent decision-making. This network enhances autonomy and accuracy in local decision-making. Responsible leadership is emphasized, with leaders taking action, understanding their environment, and contributing sustainably through role modeling and maturity. Goals include efficiently understanding local needs to achieve mid-term ambitions through clear work focuses and synergies.
The document outlines the responsibilities of an LLC Leader in AIESEC, which includes managing local strategies and processes to align with national plans, improve quality, and enable activities that accomplish the vision. Specifically, the role involves building and maintaining relationships with alumni to Alumni to Alumni, Alumni to AIESEC, and Alumni to the World. This requires implementing the national alumni strategy locally, measuring alumni impact, and benefiting from knowledge sharing. It stresses the importance of collaboration and being in sync with clear expectations and speaking the same language to work as one team.
El documento proporciona información sobre las diferentes formas en que un área de soporte puede apoyar a un comité. Explica brevemente las estrategias de soporte a través de juntas asesoras, auditorías, mentoría, capacitación, coaching, generación de proyectos e intercambios. También destaca la importancia de la comunicación, el seguimiento de metas y la participación de los alumni.
Este documento describe varias iniciativas para involucrar a los antiguos miembros ("alumni") de una organización, incluyendo charlas informativas organizadas por y para los alumni, un boletín mensual para mantener informada a la red sobre noticias y oportunidades, y citas con empresas donde los alumni trabajan para vincularlas a las campañas de la organización.
El documento proporciona lineamientos sobre enfoque, estrategias y estándares para mejorar la comunicación, sinergia y trabajo en equipo entre los miembros de la organización Alumni to the World. Se enfoca en estandarizar bases de datos, mejorar canales de comunicación, y replicar proyectos exitosos para aprovechar sinergias y lograr resultados de manera más eficiente.
AIESEC Alumni First Thursday is a global program where AIESEC alumni network and socialize on the first Thursday of each month in cities around the world. The program was started during a brainstorming session to help more alumni regularly connect in their local areas. Alumni already meet monthly in some cities, and this program aims to expand those local gatherings into a coordinated worldwide initiative. Participants are encouraged to check the program's Facebook page for upcoming events in their city and to help organize a First Thursday if none is scheduled yet. The gatherings provide an opportunity for the over 1 million strong AIESEC alumni network to learn from each other and create impact on a monthly basis around the globe.
Este documento proporciona instrucciones para alimentar la base de datos ALUMNI en la plataforma PODIO de dos maneras: ingresando datos individualmente o subiendo un archivo Excel. Explica los pasos para acceder a PODIO, abrir la aplicación ALUMNI Management, y luego ingresar o subir los datos requeridos. También incluye recomendaciones para organizar la información en Excel para evitar problemas durante el proceso de carga.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones. Detalla los beneficios de una BoA, como conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, búsqueda de miembros, reuniones y agenda
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, implement an online registration system, and launch a social media campaign to connect alumni with internship opportunities at their companies. Alumni are encouraged to spread information about the initiative on their own social media and to inform other alumni about supporting GIP.
Our Synergy aims to foster better understanding and support between different business areas that often look to each other for assistance. It suggests examining each other's needs and processes more closely so that areas can help fulfill the needs of others through activities like mentoring, coaching, education programs, and recognizing excellence. Defining how various activities align with strategic goals could strengthen synergies across an organization.
This document provides guidelines for establishing and managing an Affinity Group (AG) as part of the Georgia Tech Alumni Association (GTAA). It defines an AG as a collection of Georgia Tech alumni who connect and engage around a shared purpose beyond just their class or region. AG's must promote Georgia Tech's welfare and have a mutually beneficial relationship with the university. The document outlines operating principles around using Georgia Tech's name and remaining politically/religiously neutral. It also describes the process for starting an AG which involves drafting articles of incorporation, a constitution, and getting 50 alumni signatures on a proposal. It provides details on governance, finances, and benefits AG's receive from the GTAA like listing on the website.
This document discusses how different areas within a company can provide support to each other and work in synergy. It suggests mentoring, coaching, and knowledge sharing between areas as ways to help others and find where support is needed. The document also references affinity groups, education programs, and sending young alumni to help drive synergy across various parts of the company.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones y el desarrollo del liderazgo. Detalla los beneficios de una BoA, como la conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, la admin
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, create an online registration system, run a social media campaign, and engage alumni. The registration system will allow alumni to express interest in hosting a GIP intern, recommend opportunities, or provide feedback. Member committees will be able to access registration information and follow up locally. The goal is to increase GIP placements by connecting alumni with current internship opportunities.
Este documento presenta una guía para vender a los alumni de AIESEC. Incluye pasos como segmentar a los alumni, concretar reuniones, hacer seguimiento y entregar resultados. También proporciona información sobre cómo identificar el sector y segmento de mercado de cada alumnus, revisar el portafolio de productos, seleccionar canales de venta y establecer estrategias de ventas. Finalmente, detalla beneficios para los alumni como descuentos en función de su contribución o volumen de compra.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones y el desarrollo del liderazgo. También describe cómo implementar una BoA, incluida la búsqueda de miembros adecuados, la selección y la administración de reuniones para garantizar que la BoA sea efectiva.
6. NPS Based on Countries
Conclusion 1
• Main TN Providers
– India, Brazil, Germany
Conclusion 2
• Satisfaction between main Providers
– India > Germany > Brazil
• Poland might not be a very good choice for TN (good amount of
response but NPS < 0)
Conclusion 3
• Satisfaction change between status
What makes this
– India: Com&Re > Matched difference? Mindset
– Germany: Com&Re = Matched about the two
– Brazil: Com&Re < Matched countries?
11. Promoter Issues Level 2
% within Promoters
Job-description aligned with the TN form
7% Cross-cultural working experience
7% Education, training and tools to fulfill the job
6% Living diverse cultures and having a multi-cultural
experience
5% Matching process explanation
4% Integration into the local culture
51%
4% Programme benefits explanation
4% Objectives of the programme
4%
4% Exchange participant responsibilities & programme
4% policies (XPP)
Education about The AIESEC Experience
other 24 issues
12. Comment sum up
• Generally, the host entities are not giving enough support for the
trainees in problem solving, logistics or other services
– Problem solving JD misalignments, salary misalignments etc.
– Logistic: accommodation, legal process
– Other service: LC involvement, city induction, TN taker induction
• Almost all host entities are having communication problems
– Not fast responding for the request, especially with the problem solving
– Messages not clearly delivered
• If TN takers are taking care of trainees, satisfaction will be much
better
– Though Indian LCs are not completely taking care of the trainees, but TN
taker there are taking care.
• If culture aspect is extremely good, even if AIESEC part did
bad, trainees are satisfied with the experience
13. Based on Issues
Conclusion 4
• JD is the main issue for satisfaction in all countries
– If the JD is clear explained and the same as stated in the TN form, EP will be
satisfied, otherwise, will not.
– Main detractors complains:
• JD’s clarification before going
• JD is not aligned
• Logistic is another issue but if the culture aspect is very strong, the
experience will still produce promoters
Conclusion 5
• Lots of EPs are complaining about the services. Is it an expectation setting
problem or really the host entities problem?
Conclusion 6
• The culture and other stakeholder like TN takers are also contributing to
the satisfaction of the EPs
14. General Conclusion
• All the countries to some extend, the host entities’ service are
not that satisfying, mainly about communication effectiveness
and JD alignments.
• However, we also need to see more if it is an expectation
setting problems.
• Culture experience and professional experience are making
EP satisfied with the experience.
15. General Suggestions
Suggestion 1 Strong alignment with the country partners
• Make sure the TN form is completely right and aligned and work with the country
partners that can guarantee the JD clarification.
Suggestion 2 Expectation Setting
• Change the mindset with certain countries, like India
• Tell all the truth about all the problems that they might encounter.
Suggestion 3 Culture preparation strengthen
• Culture difference explanation Get support from country partners.
– For example, Russians are colder than you expected when you don’t know each other. Indians
are more relaxed than even Latinos. Germans care a lot about punctuality. Etc.
• Cross-culture adjustment methodology learning.
Suggestion 4 Strengthen the usage of quality reporting tools
• Make sure the EPs now when they have problems who and where they can turn
for help while how they can help the organization to improve
– NPS surveys
– NCB case report
– LC and MC contacts, etc.