tm for igip
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TM for iGIP Teaching and
Marketing toolkit
I !"#w w$%& '#(’r) &$*"!*"+!
W$%& *, &$*, %b#(&? • Pick focus LCs for iGIP growth in your entity • Building Capacity for iGIP fruit peak
• Learning and Development for the fruit peak
• Team Minimums
• Using HR Intelligence to grow
H#w -%" '#( &%!) %.v%"&%+) #f *&?
L)&’, GO!
1.P*-! f#-(, LC, f#r *GIP +r#w&$
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!
!
Tier 2 and Tier 1
Which LCs are making the jump in what programmes and HOW?
……… ……………… D*v)r,*&'
Tier 2(30-250 Re) and Tier 1 (250+)
!
LCs in iGIP!0-10 Re!
10-40 Re!40-70 Re!70-100Re!
!!
Pick exactly which LCs in
each LC Cluster is
your focus & what is
their Goal
These LCs have balanced
growth in GCDP and plan
completely based on iGIP
2. P/%""*"+ %". B(*/.*"+ CAPACITY f#r &$) FRUIT PEAK *" *GIP
Use TM Planning Tool to Plan for iGIP
1. Number of Members in iGIP and
support functions
2. Number of TMP and TLP Experiences in oGIP and support
functions
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 iGIP
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
Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!!
1. I do not have enough
Members in any
programme/function
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
Determine who is the right member Skill Attitude Background Interest Time
Timeline Approach
existing sign ups for TXP and GCDP
Rejected applicants from last
recruitment
Optimized Selection
1 week 5 days
Optimized Selection
Value based recruitment
q Commi'ed and mo*vated members ( GIP needs commitment and persistence)
q Building
2. We have enough members in iGIP
and support areas
Focus on increasing productivity through L&D and team minimums
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
How to balance the iGCDP and iGIP support? Clear JD for members in Exchange Support
Clear KPIs for each member specifically in iGIP and support areas (TM and BD)
Hybrid Members – Example: TM members in iGIP team
What structure should I recruit into?
S!r"#!"r$% f&r…
0-10 Re 10-40 Re 40-70 Re 70-100 Re
0-10 S!'r! Up LC
VP
Member Member Member Member
∞ Ra-Ma-Re
Basic Consideration: • Up to 8 TN Takers • No sales culture yet • 1 sub product as focus (Marketing or
teaching)
Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: • Raising (from Market Research, sales, raise) • Matching (S&D analysis, matching process) • Delivery (Legal and Reception, EP Experience delivery)
VP
Member Member Member Member
∞ Ra-Ma-Re
Start Up LC
S!'r! Up Why no Team
Leader
-‐ Generally these LCs have low leadership pipeline
-‐ Since realizaBon volume is not high, growth requires a LOT of coordinaBon and work of members with LCVPs
-‐ This structure doesn’t need a very large team so an LCVP can manage it as well
-‐ If you do have very good leadership pipeline, having a Sub Product based Team Leader can work too
-‐ SPLIT iGIP and iGCDP LCVPs at an LC level across the focus LCs
• SPLIT oGIP and oGCDP LCVPs for focus LCs
• In case this isn’t possible, create specific iGIP teams for the summer within the OGX team at an LC level so that they can be tracked separately
• Summer teams in iGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD
0-10 S!'r! Up LC
P#&)"&*%/ LC (10-40 R)) VP
TL
Ra&Ma
Ra&Ma
Deliv.
TL
Ra&Ma
Ra&Ma
Deliv.
∞ ∞
ü Team Leaders can be split by Industry or by Sub Product depending on your external reality
ü We have the same people working on Raise and Match within the structure for effecBve and fast account management
ü We have specific members only to work on EP Experience delivery so that EVERY EP has a great experience and the rest of the team can focus on account management
ü If currently these LCs have a lot of available forms to match AND need to raise as well, you can choose to have members divided even by raise and match – as long as you know exactly how to implement
ü When the same members are responsible for raise and match process, education cannot be focused just on SDP
P#&)"&*%/ LC (10-40 R))
Basic Consideration: • Growing sales culture • Focus on 1-2 sub products • 10-12 TN Takers • Each team leader focus on a different sub
product • Member Efficiency depends on number of
Realizations and efficiency
H*+$ P#&)"&*%/ LC (40-70R)) • Similar structure for LC doing between 10-40 Re • Number of members maybe more because scale
has increased • There can be one more team leader to tap into
another market/industry • Ensure LCVP, Team Leader and Team member have
clear KPIs and MoS • Team leaders also do manage accounts (maybe
fewer) but this is also part of their role
VP
TL
Ra&Ma
Ra&Ma
Deliv.
TL
Ra&Ma
Ra&Ma
Deliv.
A.v%"-). LC (70-100 R)) VP (SP1)
TL Ra TL Ma TL Delivery TL Current Account
ü Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process
ü The Team for Current accounts manage raise and match to ensure effective account management
ü There can be an added Team Leader or some more members in Current account team in case there is a dry run
ü It is important that JD and MoS of members in these teams is split between Current accounts and new accounts
ü Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial
A.v%"-). LC (70-100 R)) VP (SP1)
TL Ra TL Ma TL Delivery TL Current Account
ü The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well
ü Team leaders have to work in synergy to ensure EP experience delivery
ü Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively
ü JD of members matching is more related to LC-LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)
A.v%"-). LC (70-100 R)) – O"/' *f LC *, .#*"+ 3 S(b Pr#.(-&,
Job Description (TL Raising) • Coordinate the market research, segmentation
and division • Process optimization from research-sales to
raise • Coordinate the activities of the members • Performance review and tracking
VP (SP1)
TL Ra TL Ma TL Delivery TL Current Account
VP
TL SP2
Ra&Ma
Ra&Ma
Delivery
TL SP3
Job Description (TL Matching) • Supply and Demand Analysis • LC to LC Partnership • Coordinate the activities of the members • Performance review and tracking
Job Description (TL Delivery) Legal and Quality analysis • Coordinate the activities of the members • Performance review and tracking • Minimum quality standard delivery to EP • Ensuring EP has a great experiences and
enable delivery of inner journey to EP
• If the advanced LC is in a big city with high market potential, create short units/teams in specific geographical areas only for the summer peak or for all of 2014 to split the market.
• This will also help one unit focus on GCDP and the other on GIP
A.v%"-). LC (70-100 R))
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
• Finish Planning (using the planning tool) by April 13th at MAXIMUM
• Then work on action steps so that we have the right capacity by 28th April
• Engage existing members in iGIP in the meanwhile
Timeline
SUMMARY for CAPACITY
SUMMARY
ü Plan for number of members using planning tool
ü Recruit or re-allocate depending on outcome of planning
ü Ensure you follow an optimized recruitment process
ü Recruit into the right structures
ü Balance iGCDP and iGIP growth through building capacity
3. Learning and
Development
USE TM Planning tool How do I
plan?
FOCUS ON EDUCATION TO DRIVE SUMMER How can i
achieve this?
1. Create a specific iGIP education cycle only for fruit peak.
2.
Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously.
3.
For start up LCs focus on raising education and for one sub-product.
4. Track length of time for membership to perform – IMPORTANT!
5. Ensure strong organizational and operational induction into AIESEC for contribution to summer
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’
FOCUS ON EDUCATION TO DRIVE SUMMER What kind?
What kind of education cycle to create for LCVPs and Team Leaders?
Teaching and Marketing knowledge
iGIP Sales knowledge
Team Minimums Implementation
Complete Supply and Demand awareness
Supply based Raising, Re-raising
current accounts
Delivering on country partnerships
Continued Raising and Matching knowledge
Weekly updates on current supply
Delivering Quality Experiences
APRIL APRIL&MAY JUNE
FOCUS ON EDUCATION TO DRIVE SUMMER
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 iGIP Team Minimums External relevance of country partnerships
Supply and Demand understanding within the sub product How to raise based on product and Supply Matching Process understanding Who are our country partners?
Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process
APRIL APRIL&MAY JUNE
FOCUS ON EDUCATION TO DRIVE SUMMER HOW?
How to deliver the education?
National and regional conferences
Induction process based on organizational and operational knowledge
Continuous virtual training
Sales Development Programme Suggestions
SDP is a combination of sales knowledge, GIP knowledge and management.
Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP
MoS: Increase in the number of right raises in specific sub product
Sales Development Programme Suggestions
SDP is a combination of sales knowledge, GIP knowledge and management.
Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP
MoS: Increase in the number of right raises in specific sub product
Sales Development Programme Suggestions
Customize SDP to sub product focus and industries that are the focus within these Sub Products
SUPPLY BASED RAISING has to be a very important element of SDP
Implementing team minimums embed within SDP
Sales Development Programme Golden Rule
70% PRODUCT &
PROCESS KNOWLEDGE
30% SALES
KNOWLEDGE
Sales Development Programme Suggestions
Members learn by Doing : )
Ensure education for members in support functions who are supporting iGIP as well!
FOCUS ON EDUCATION TO DRIVE SUMMER
HANDY TIPS
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. Create virtual trainings specifically for the Fruit Peak
SUMMER
4. Ensure there is customised content for specific LCs and specific profiles within LCs.
CUSTOMISED
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
THIS REQUIRES SYNERGY
1. LC Clustering with GIP Focus 2. LC Re-Planning support 3. Effective LC Coaching (in
coordination with MC Team) 4. Reward and Recognition for
summer peak
1. Creation of virtual education cycle and timeline
2. Implementation of team minimums
3. LC L&D Planning for GIP 4. Induction
OD/LCD TM 1. Content customized to LCs 2. Supply and Demand
knowledge and update
iGIP
BD 1. If you have BD at an LC
level, measure iGIP and not just funds raised
2. MC level BD to contribute to iGIP entity growth
None of this will be successful if
1. There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education
2. Education is not measurable
3. Not aligned to GIP Exchange timeline in your entity
4. Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment
SUMMARY for Learning and Development
SUMMARY
ü Plan for Learning and Development using TM planning tool
ü Plan specifically for the fruit peak for specific profiles
ü Customize education to LC Scale and sub product focus
ü Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time
ü Synergy with clear KPIs is important to make it work
ü There has to be a connection between Education through OD role (Planning and coaching) and education through TM
4. I0p/)0)"& T)%0 M*"*0(0, IN EVERY TEAM
Team Minimums Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason Direction
Contribution Tool
Performance
HOW DO I TRACK THESE?
Team Minimums Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason Direction
Contribution Tool
Performance
4. Using HR Business Intelligence for iGIP
What business Intelligence can help to drive the fruit peak?
% of people in iGIP and % of
people in Support
Functions
What business Intelligence can help to drive the fruit peak?
Which level of membership is
contributing most to iGIP?
Team members, Team Leaders or
LCVPs?
What business Intelligence can help to drive the fruit peak?
Time a new member or new
team leader takes to start performing
What business Intelligence can help to drive the fruit peak?
% of people by Process – In Ra,
Ma and Realization
What business Intelligence can help to drive the fruit peak?
Applicants to iGIP TLP positions
What business Intelligence can help to drive the fruit peak?
TMP Retention Rate
Why does information help?
The Right Information
helps us find our CHALLENGE
Why does information help?
Example of this
Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
GIP Needs to be
everywhere
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