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The First 90 Days
This document discusses planning for recruitment, selection, onboarding, and development of new members. It emphasizes the importance of understanding current membership performance and productivity before recruiting new members. Key points addressed include backward planning timelines for recruitment and exchanges, defining job descriptions and competencies, designing an efficient selection process, setting goals for inducting new recruits, and aligning recruitment with exchange program needs and talent capacity. The overall aim appears to be establishing an effective process for recruiting the right members and developing their skills and performance over time.
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The First 90 Days
- 1. THE FIRST 90 DAYS
- 2. key lessons fromSONA - Member Retention is affecting performance - Productivity needs to be a focus - We don’t do people analytics
- 3. 1. WE WON’TLOSE A SINGLE MEMBER 2. EVERY MEMBER DOES EXCHANGE 3. WE KNOW THE PERFORMANCE, ENGAGEMENT AND HOW MANY MEMBER WE HAV E - A LWAYS.
- 4. before we start: - Yesterday was the past, today is the future - The Fast and the Ruthless solutions excuses Discussions PLAN, BEHAVIOUR, PROCESS, TRACK Implementation - - - Note down knowledge gaps - this is your responsibility to follow up
- 5.
- 6.
- 7. Backward Planning ITIS PREDICTED THAT 100% OF YOU WILL IMPLEMENT NEW STRATEGIES/ PLANS AFTER JNC WE HOPE THAT THOSE STRATEGIES AND PLANS TRANSLATE INTO CHANGES IN PROCESS BUT 0% WILL ADJUST THEIR OS/ JD/PEOPLE STRATEGY IN ANY WAY. WHO IMPLEMENTS PROCESSES AND STRATEGIES DUDE?
- 8.
- 9. Key front officestrategies to drive results. JULY DEC Key back office strategies to drive results.
- 10. JULY DEC whatdo you want to achieve here?
- 11. JULY DEC thenhow does that translate back into MA - RA - Pre-RA etc.
- 12. WHAT ARE THEKEY PROCESSES AND ACTIONS ARE PART OF THE PROCESS OF DELIVERING THE IGCDP PROGRAM. JUL-AUG-SEP-OCT-NOV-DEC PRE-RAISE RAISE MATCH Please include all relevant data you need to plan: RA-MA Ratio, MA-RE Length, NPS, Timeline for IR etc.
- 13. ENSURE YOU ADDYOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching
- 14. MEMBER EFFICIENCY JUL-AUG-SEP-OCT-NOV-DEC WHAT DOES MEMBER EFFICIENCY TELL YOU ABOUT THE NUMBER OF MEMBERS NEEDED?
- 15. Backward Planning: Membership Number of Realisations (how many & when) Number of TMP
- 16. Backward Planning: Membership Current 3.64 1.26 2.79 0.43 iGCDP iGIP oGCDP oGIP Ideal iGCDP iGIP oGCDP oGIP 5.5-9 5.5 - 9 5.5-9 3 - 5.5
- 17. Backward Planning: Membership how to see the ideal member productivity?
- 18. what is theproductivity of the productive members?
- 19. THIS SHOULD GIVEYOU A STRUCTURE SKELETON (EACH TEAM HAS 3 - 6 MEMBERS)
- 20. ENSURE YOU ADDYOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT TYPES OF JDS DO YOU NEED TO SUPPORT THESE INITIATIVES
- 21. ENSURE YOU ADDYOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching
- 22. Job Description •Duration˝ • MOS ˝ • Roles & Responsibilities what’s missing?
- 23. How does theMOS reflect strategy?
- 24. WHAT DO TMPSNEED TO HAVE BASED ON THE ACTIVITIES OF THEIR FUNCTION? JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT ARE THE COMPETENCIES THAT I NEED?
- 25. WHAT DO TMPSNEED TO HAVE AND LEARN BASED ON THE ACTIVITIES OF THEIR FUNCTION? AUG PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. KNOWLEDGE SKILL ATTITUDE
- 26. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT ARE THE COMPETENCIES REQUIRED AND DEVELOPED? JD ACTIVITIES - PROJECT MANAGEMENT - SALES - RAISING - INTERNATIONAL RELATIONS COMPETENCIES REQUIRED COMPETENCIES DEVELOPED
- 27. okay, enough planning. Job Description • Duration˝ • MOS ˝ • Roles & Responsibilities˝ • Competencies Required and Developed let’s recruit!
- 28. Picture the idealnew recruit WHAT ARE THE IDEAL CHARACTERISTICS OF NEWIES BEFORE INDUCTION STARTS?
- 29. Picture the idealnew recruit Job Description • Duration • MOS • Roles & Responsibilities • Competencies Required and Developed IS THIS ENOUGH TO SELECT A PERSON OFF?
- 30. Is AIESEC foreveryone? REFLECT
- 31. Is there criteriafor leadership development potential? REFLECT
- 32. Describe the idealperson to thrive in your LC culture. REFLECT
- 33. Picture the idealnew recruit IS MY SELECTION PROCESS Job Description REFLECTING THIS? • Duration • MOS • Roles & Responsibilities • Competencies Required and Developed Cultural Aspects • Cultural Fit • Global Competency Model • Recruitment based on ‘potential’
- 34. design a selectionprocess.
- 35. What is thepurpose of each stage? let’s make it as efficient as possible! :D
- 36. what’s holding youback from this?
- 37. Individual vs. OrganisationalNeed REFLECT
- 38. Picture the idealnew recruit Job Description • Duration HOW CAN I MOS ENSURE THE • QUALITY OF MY • Roles & PROCESS? Responsibilities • Competencies Required and Developed Cultural Aspects • Cultural Fit • Global Competency Model • Recruitment based on ‘potential’
- 39. Quality of SelectionProcess • Do you have the capacity to run a selection process? • EB Education • EB Skill Building • Case Studies understanding
- 40. now, let’s sayyou were all successful and your spanking new fresh recruits are announced!
- 41.
- 42.
- 43. ONE EXCHANGE LEADERSHIP DEVELOPMENT ESTABLISHED CONNECTIONS ASPIRATIONS ABOUT FUTUR E IN AIESEC
- 44. how does this progress ˝ in induction?
- 45. THE FIRST 10 DAYS
- 46.
- 47. 10 DAYS a)What do you want to achieve?
- 48. what was your turning point?
- 49. 10 DAYS b)how will you bring people on board with you?
- 50. 10 DAYS c)How will you do it?
- 51. THE FIRST 10 DAYS challenge accepted
- 52. what’s going tohappen from now… - Commission Blocks for backward planning ! but first
- 53. you need to understand the capacity of your membership
- 54. what is the% of your membership that is not performing? ACTION STEPS? how will you recruit without understanding your current reality? What will you do with these people?
- 55. FOR YOUR UPCOMINGRECRUITMENT QUESTIONS FOR YOU TO CONSIDER: HAVE YOU OPENED AN OC FOR RECRUITMENT YET? 1 ? OGCDP RA STARTS JUN-JUL-AUG-SEP-OCT-NOV-DEC CURRENT T I M E I T TAKES FOR SELECTION YOU ARE CURRENT T I M E I T TAKES FOR PROMOTION CURRENT T I M E I T TAKES TO GET OGCDP MEMBERS TO PERFORM EXAMPLE: IS WHERE YOU’LL SEE PERFORMANCE
- 56. ! THEN, LEADERSWILL START TO DO WORK FOR MEMBERS. (PRODUCTIVITY DROPS) MEMBERS DON’T HAVE A VALUABLE EXPERIENCE AND DROP OUT (RETENTION DROPS) THEN WE START WITH THIS PROBLEM AGAIN IN THE FEBRUARY RECRUITMENT
- 57. align exchange talentcapacity
- 58. when do exchangeprograms need to start performing?˝ How does your recruitment process align? exchange talent capacity
- 59. EVERY MEMBER MATTERS TA1ENT EVERY MEMBER IS IMPORTANT
- 60.
- 61. EVERY MEMBER MATTERS TA1ENT EVERY MEMBER IS IMPORTANT