TLP product flow

TLP XP FLOW
From the TM CEM NSB team

Objectives
 A “customer-focus” when providing TL
experiences
 LCs have a standardized TLP flow
 LCs are able to individually assess what
areas they are strong in and what areas they
need to improve
 LCs capitalize on high TL satisfaction and
engagement to drive exchange goals

The TLP Product Flow
Raise Match Realize Closing
Re-
Raise

Why is this TLP flow Important?
 We are creating standardized experiences
so that every role is fulfilling and high quality
 Low quality EB XP  VPs who drop out
VPs who don’t meet goals
VPs who create bad team
XP
 Low quality MM XP  MM who become
disengaged
MM who don’t drive
exchange

Global Leader
TL Customer Experience Management fits
into the Global Leader Product through:
Product
Development
Organizational
Development
Participants get
hands on
experience
in developing a
product and bringing
it to the market.
Participants get
hands on
experience
in managing their
own not-for-profit.

Person Responsible for TL
Quality
LCPs
VPs
For
EB
VPs
TLs
For
MM

EB XP Timeline (Year-long)
RAISIN
G
MATCHING REALIZING
CLOS
E
RE-
RAISE
-3m -2m -1m 0 1m 6m 11m 12m

MM XP Timeline (Semester-
long)
RAISIN
G
MATCHING REALIZING
CLOS
E
RE-
RAISE
-3w -2w -1w 0 2w 9w 16w 18w

•Talent Planning
•JD Creation
•Application
RAISING

Talent Planning
 TIMELINE: Before term (if possible)
 RESOURCE: LC Talent Planning Tool
 If you are a VP considering adding TLs, here
are some questions to consider
 Where could you use the extra power to drive
exchange goals?
 Are there more than 7 people underneath you?
 Do some operations need a closer eye to manage
them?
 Keep in mind that not all teams will be in a
position to require/need TLs.

JD Creation
 RESOURCE: on podio—TM space
 Creating JDs is one of the most crucial steps
to creating a satisfying, quality role.
 Receive feedback from others to make sure
you're not delegating too much or too little.
 KPIs should reflect exchange goals that you
have created.

Application
 To ensure the right person for the right job, it is
important to have some sort of application
process set for the role.

MATCHING
•Selection/Allocation
•Training/Transitioni
ng
•Goal Setting
•Team Formation

Selection/Allocation
 TIMELINE: EB—before term
MM—1-2nd week (or before term if
possible)
 RESOURCE: Value-Based
Selection/Allocation
 This process can range anywhere from
selection, election, etc.

Training/Transitioning
MM—2-3rd week (or before term if
possible)
 RESOURCE: Transition Tool

Goal Setting
MM—2-3rd week (or before term if
possible)
 RESOURCES: Backwards planning
Smart goals
 While the role should have KPIs from the JD
creation stage, it is important that the TL also
determines their own goals to fosters a sense
of ownership and responsibility.

Team Formation
 TIMELINE: EB—1st week (or before term if
possible)
MM—3rd week
 A TL is not a true TL unless they have a
minimum of three people underneath them.
 Therefore, before the role can be realized,
they must form a team and start building the
team dynamic through expectation setting,
reviewing team goals, and creating a team
vision or purpose.

REALIZATION
•Execution
•Midterm Analysis
•Replanning
•Driving Success

Execution
 TIMELINE: EB—1st week
MM—3rd week
 RESOURCE: Tracking Tool
 Managing the team in order to reach goals.

Midterm Analysis
 TIMELINE: EB—26th week
MM—9th week
 Midway through the role, the TL should create
a analysis report of the original KPIs, whether
or not they have been met and why.
 Can be done through one-on-one personal
development talks or a team review
 This should also be a time period for feedback

Replanning
MM—10th week
 Based on feedback and analysis, TLs should
adjust their goals and KPIs so that they will be
able to accomplish them by the end of the
semester.
 Ideally this would be conducted with their
team.

Driving Success
MM—11th week
 TL manages the team and inspires them to
push through to make it to the finish line and
achieve their goals.

CLOSING
•XP
Interview/Reflection
•Team Performance
Assessment

XP Interview/Reflection
MM—16th week
 To end the experience, the TL should either go
through a closing interview or receive a space
to reflect.

Team Performance Assessment
MM—15th week
 A review of what the team accomplished, what
challenges they had faced, and what they
think can be improved upon.
 Should be submitted to the TL's higher up and
IM to track the data and preserve information.

RE-RAISING
•Improve JD
•Re-release role
•Transition
Knowledge

Improve JD
MM—16th week
 Based on feedback during the closing
interview, alter the JD to improve its design
and the experience it promises to offer.
 Promote it, along with the old TL, to the rest of
the LC.

Re-Release Role
MM—16th week
 Release the role again for applications.
 Also, at this point the old TL should be
encouraged to either apply for a new TMP
experience or apply for a higher level TLP.

Transition Knowledge
MM—17th week
 RESOURCE: Transition Tool
 Old TL should transition knowledge either
through one on ones or by creating a
handbook on how to perform the role and what
to expect.

Assessing the Quality of TLP
 Net Promoter Score (NPS)
 Reminder: you can only receive NPS scores if the
role is officially raised on myaiesec.net and they
fill out the survey at the end of their term
 One on ones
 Exit Interviews

QUESTIONS . . .
?
Contact Katie Crow at:
•Email: tlp.cem@aiesecus.org
•Phone: (706) 267-9481
•Book a meeting:
kcrow.youcanbook.me

Wanna know what else the team is working on?
Check out our project tracker here:
https://docs.google.com/spreadsheet/ccc?key=0ArdcKz6Io1EYdHBIN2Q4Zlk5MGY0dDRlOVRCZG9LOEE&usp=sh
aring

TLP product flow

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