CONTEXT

1. TEAM STRUCTURE

2. OGIP

3. iGE

4. OGCDP

5. iGCDP

6. MARKETING

7. TALENT MANAGEMENT

8. FINANCE

9. LCM CULTURE

10. GCPs

2

TEAM STRUCTURES

LCP (Vika)

VP BD &ER (Vladlen)

VP TM & F (Mark)

VP M (Nata)

VP ICX (Ilona)

VP OGX (Roma)

OD Coo.2 TMP

University4 TMP

Project Part.2 TMP

Fa Co.4 TMP

iGE Ra4 TMP

Ent. F.4 TMP

Coo. 12 TMP

Coo. 22 TMP

Coo. 32 TMP

Coo. 12 TMP

Coo. 22 TMP

Start Up4 TMP

Project 14 TMP Project 2

4 TMP

Language Sch.

4 TMP

ExploreKyiv4 TMP

Ecology4 TMP

ATO4 TMP

Feel UA4 TMP

Brand Man.2 TMP

Digital Man.2 TMP

GC Promo Coo.2 TMP

GC Uni.3 TMP

GC City4 TMP

GC Uni.3 TMP

oGE4 TMP

A.day2 TMP

PD Cor.2 TMP

QualityControl Coo.

2 TMP

GC Coo.2 TMP

GC Ra4 TMP

GC Ma4 TMP GT Ra

4 TMP

GT Ma4 TMP

3*Coo: Coordinator

Meeting Re OPS Ma(EP AN) Recommendations Check Points

oGIP

4

Operational Flow

Application Form Call Interview OP Contract Training

Call:If the basic info in the AF is okay, they calling people to invite interviews.

Interview:They are sending an online english quiz in addition to interview. If they pass, they arebeing redirected to OP.

Contract:The ones who are already in EXPA should sign the contract the make the 30% payment of whole fee to proceed.

Training:LEAD and EXPA training.

Check Points:2 weeks after the trainings, check points start. It is done biweekly.

Recommendations:Recommendation of partner opportunities, or other opportunities suitable for EP.

Ma(EP AN):To be matched, EP should pay the rest 70% of the fee.

OPS:Because there not much people going in one time, it is being done in personalmeetings to be done by EP Maneger.

Meeting:A meeting to be conducted after 1 week of EP’s return. After that, they are sendingNPS or CFS.

oGIP

5

Team Structure (New Version)• oGE Team(with 4 TMPs)

• Quality Control Manager – Responsible for teams’ tracking, LEAD implementation, NPS, firefighting, EP Facebook Group and IR

• GT Ra

• GT Ma & Re

MC Partners

Vietnam, Turkey, Poland, Mexico, Egypt, Colombia

KPIs and MoSes

In Ra Team:

• # of Interviews

• # of Ra

• CR

In Ma Team:

• # of Applications

• # of Ma

• CR

LC Partners

Turkey, China, Morocco, Egypt(people might be interested), Colombia(random)

EP Manager System

Their focus will be to decrease the time spent in matching. They are assigning 7-8 EPs to eachmember.

IR Responsibility

Coordinator will evaluate EP datas and profiles. Based on the SPs, the partnerships will be established. Coordinator will also send opportunity mails for each SP.

oGIP

6

oGIP Culture

It is really relevant in the country, so it is like a natural driver. Still, MC is also supporting verywell. They have a national motto for oGIP:

Professional.Innovative.People.

From the MC’s view, the reason behind successful oGIP focus is culture of professionalism andJDs of people.

Member Efficiency

Because of the lack of management of ex VP oGIP, members were demotivated and they left. Right now, there is a feeling of «lack of leadership» in oGIP. Even though there were problems, because the raise team was good and they were recruiting the right profiles; matches werecoming all the time.

The Reasons Behind The Growth

From the MC’s perspective, they are growing owing to attitude of people. They respect to thework they are operating. They have a cleadr business model and LEAD is being used as a catalizor.

iGE

7

Raising

They had one team for the summer peak. 4 TMPs under it. For Q4 they do not have team forraising.

They are receiving payment in match step. They are not allowed to have more than 20 openforms. So, they stopped raising.

Matching

They do not have any sustainable system. They are trying to increase the number of EXPA applications but none of the applications are good enough for the opportunities. Theysometimes do lots of junk interviews. Their focus is very low in partnership, they do not knowhow to manage. They are also having company issues. Because there is no payment boundaryfor the company, they are delaying the feedback process.

Currently, they have only 1 Match& Realization. Yet, they have 20 Open forms.

* Because VP BD did not come our meeting and did not respond me when I ask for a Skype meeting, I could not receive any detailed info about Raising.

oGCDP

8

Team Structure (Summer Peak)• Offline Marketing – City (with 3 TMPs)

• Offline Marketing - University (with 3 TMPs)

• Coordinator (2 Teams under) – Responsible for teams’ tracking and LEAD

• Operations Team(with 4 TMPs) – Responsible for Online Registrations

• Operations Team(with 4TMPs) – Responsible for Offline Registrations

Team Structure (New Version)• GC Innovations Manager – Responsible for driving oGCDP, re-integration, sending

members to internship, viral operations,

• Program Development Manager – Responsible for teams’ tracking, LEAD and IR

• GC Ra – Responsible for Application Forms, Delivering Presentations andInterviews

• GC Ma & Re - Responsible for each process after Ra

LC Partners

Sri Lanka, Turkey(İzmir, Gaziantep), Egypt(Suez, GUC), Slovakia, Albania, Tunisia, Azerbaijan

EXPA Usage and Raise Flow

They started using OP in May. After receiving application forms, an otomatic mail goes toapplicant that redirects them to OP.

They are calling the people in EXPA to invite them to a consideration presentation. Theymention AIESEC, GC, OP Usage, EP Showcase and the process. They also Show someopportunties. If applicants accept, they are being interviewed. If they pass the interview, theyneed to sign contract and pay 50% of the fee. After payment and contract, EPs can apply on thesystem.

Among application forms, they are checking who are still not in EXPA. They are approachingthem to make them register in EXPA. If people reject them, they offer Global Leader.

*They have a value-based interview.

oGCDP

9

Conversion Rates

After July:

• Application Form to Interview: 20%

• Interview to Contract: 20%

In Spring:

• Application Form to Interview: 50%

• Interview to # of people passed : 70%

• People who passed interview to Ra: 40% (the reason was, they were not seein anyopportunity and they needed to make 100% payment.)

OPS

• They are making a big OPSes, either ath the end of May or in the beginning of June.

• It is for 2 days.

• They are seleting Facis for the event. Sometimes VPs of other LCs. VP oGCDP releasedapplication for the faci opportunity.

• The content is LDM-based.

Why AIESEC(they do this by mentioning world citizen)

Who I am(about self-aware)

I’m Ukrainian Ambassador(where they mention their LCs motto «for strongerUkraine»)

Empowering Others

My Fears(about culture shocks)

Think & Solve(about being solution oriented)

Let’s Travel(tips for travelling)

Matching

They use spreadsheets to track members. In summer peak, each member is assigned appx. 6-30 EPs. In general, 10 EPs for a member.

Team Structure (Old Version)• TL of Raise Team of WWB Project

• TL of Ma-Re Team of WWB Project

• TL of Explore Kyiv Project

• TL of Speak Global Project

• TL of Language School Project

• TL of iGE Matching

• Coordinator (Resp. for IR, Document Tracking)

Team Structure (New Version)

• Coordinator of Special Projects (iGE Ma-Re )

• Coordinator of iGCDP ( Resp. for partnerships, search tools, internal documents, support for operational tracking)

• TL of Explore Kyiv Project

• TL of Language School Project

• TL of We Care Project

• TL of Feel Ukraine

• TL of WWB (November – January)

• TL of WWB (January – February)

*iGCDP Coordinator is making the functional tracking but not working «above» TLs.

iGCDP

Member Efficiency

Depends on Project.

• For their biggest project, WWB, when members only work for Ra or Ma-Re , it is sometimesbecoming boring and inefficient for them.

• For Language School Project, they have OC HRs who have the JD of agenda creation, accommodation arrangement, fee collection from external attendants.

• Most part of the working flow is the same with us. For the special projects, they have a teamstructure that members have different JDs to be more efficient. And for the big and nationalprojects, they either have two different teams for two different Re dates, or they have a Rateam and a different Ma-Re team.

• Rather than «last-second» matchings, they prefer to select the EPs who are aware of the JDsand responsibilities while they still have time.

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iGCDP

AccommodationTeams are trying to raise discount from the hostels. After the discount, LC makes therest of the payment(around 70%).

For Language School Project, they are collecting fee from the attendants and with thatfee sometimes they cover the accommodation also.

Because it is a huge burden for the budget, for Explore Kyiv project they are planning toput some TN fee.

Financial SustainabilityFor all these accommodation expenditures, in the beginning of team they have plannedthe enough budget.

They tried sponsorship raising from companies but it did not work out for them. Becauseof that, they are planning to work with colleges both to make them TN takers andsponsors.

Experience Tracking

They have «PERSONAL COACHING SYSTEM».

• In IPS, they are launching this to EPs. Before IPS, they prepare the personaldevelopment plan.

• For the coaches, they are arranging seminars. Alumni come and train how to coachsomeone.

• A coach does at least 3 meeting with the EP. All the meetings have a main topic such as goal settings, check points and reminders, reflection and evaluation.

• A coach has 1 or 2 interns in general.

Selection of the coaches:

• Coaching position is open both for AIESECers and non-AIESECers. They are relasingan application form for that.

• TM department is responsible for the application releasing and coach trainings.

Tracking:

• For the tracking of the coaching flow and operation, generally VP TM questions VP ICX whether everything is going right.

11

iGCDPProjects

Language School :

• It’s been 3-4 years since this project is first done. It has akind of brand value.

• 2 times in a year(September and January)

• The project consists of language courses(English, Spanish, French and etc)

• They are matching EPs based on their language levels.

• They are accepting delegetes to the project. They need to pay a fee to attend theproject.

• Language school decides on the fee.

• Team leader creates a budget for the project. VP F tracks how the budget is beingfulfilled.

WWB:

• Their biggest national project.

• Main aim is to improve the english level of the attendants.

• The main themes of the projects are culture, career development, IT, finance, literacyand health.

• They will also do a project about ecology.

Explore Kyiv, Feel Ukraine and We Care are the other projects they have.

Main perspective of the projects: To be helpful for the Ukrainian society. While improvingforeign university students, improving the youth of Ukraine, as well.

12

Team JDs

Coordinators are responsible for cooperations, preparation of search tools, documents forrealizations and support for operational tracking.

They are having teams for each project. Because WWB is the biggest one, they had separateteams for Ra and Ma-Re in summer. For Q4, because the timeline of WWBs are different, theywill have two teams for WWB(Ra-Ma-Re together) for different timelines(one for Novemberand one for January).

They are assigning appx. 6 EPs for each member.

EPs From Istanbul and EP Engagement

They can accept 1 EP from Istanbul for each project. For WWB, it can be 2 people. In total, theycan accept 6 people from Istanbul in Q4.

Engagement: EPs are intivited to LCMs and some activities of the LC.

MARKETING

Team Structure(Old Version)

Generally the same in off-peak and summerpeak.

• Brand Manager

• Social Media Coordinator

• Online Promo Team(Promotionsto attract EPs for iGCDP )

13

Online Channels

• Facebook:

They have LC Page. Main usage is for oGIP GT Advertisements., GE EP Attraction for iGE . Not frequently used for oGCDP .

• VK:

They have LC Page. Main useage is for GC Promotions and announcement of the events. They use VK to announce Global Village, as wel.

• Google Ads:

They do not have enough budget for this. They are trying to raise Google to use Google Ads via the partnership.

• Linkedin:

Because you need to find people one by one if needed, it is not practical for them. It is also not popular in Ukraine, they do not use it often.

• Instagram:

They have LC Page. They shar intern pictures and nowadays they started sharingopportunities.

• Youtube:

They have LC Page. They planned to record promo videos of 3 programs but they do not have result, yet. They are planning to record a Global Village video ,as well.

For GT, they are working with job-reach websites. They are directly adding some sampleGT opportunities there.

Team Structure(New Version)• Digital Manager

• Brand Manager(Offline Manager)

• GC Promo Coordinator and 2-3 Teamsunder it.

MARKETING

14

Offline Channels

• ICX:

In Global Villages and in external events; by using the ICX interns they are promoting GC.

• GT & GE:

In external career events, days and etx, they were attending and collecting info of thepeople.

• GC:

Their aim is to have university events. They will have a team for that. They want tohave presentations. They have 2 teams, each has 22 universities in theirresponsibility. Ideal timeline for the teams: 2 weeks to contact all universities, 2 months to arrange the events and presentations. Goal is to have minimum 2 presentation from each team.

Their second focus is city events. They also have team for that. They want to attendexternal events or arrange their own event with that team.

With the municipality or governmental support, they are planning to have billboard orbanner adversitements. They want to make AIESEC «viral».

Conversion Rates

GC:

• Offline Channel to Raise : 0,11

• Online Channel to Raise: 0,15

They were not tracking it before. With an initiative from MC, they will start.

Their CRs are not good in Facebook.

MARKETING

15

Marketing Focus

OGX

• Their main focus is GT, in general but because GT Sign-Ups are in good level, it is not an actual focus right now.

• Their focus will be GC for Q4. It will be the first time marketing handles thepromotions that much. Back then, oGCDP was doing the whole offline process.

Biggest Challenge

• Google Partnership

• Partnership for Outdoor Advertisements.

Accomplishing those, she will consider herself as successful.

MC – LC Communication

They do not have strict policies as we have. Mainly, they do not have any restrictions. They have their own pages, they do not have to make their visual materials confirmedby MC and etc.

Because MC VP Mkt is her current, they have a friendly relationship. With MC, theyare only working on product packaging.

TALENT MANAGEMENT

Recruitment Basics

Bad Case Practise:

• They recruited members for 2 teams. They delivered trainings for 3-4 hours. Because they tried to did it in very short time, the result was awful. Retentionrate was very low, most of the members left AIESEC in the same day of trainingfor after 1-2 weeks.

Perspective:

• 2 big recruitments in one year are considered as ideal.

• They are recruiting people to AIESEC, not to the departments.

• They are arranging everything based on demand. If the need is 35 people, they arerecruiting 50.

Recruitment Flow

16

Application Form OP Apply Assessment Center Interview

Application Form:They release it in VK and Facebook.

OP:They arrange otomatical e-mails for each AF to redirect them to OP.

Apply:People are waited to apply the membership opportunity they created(TNs for eachopen position).

Assessment Center:Each Applicant in EXPA is being called to attend assesment centers. They are doing it for 2 weeks as 2 days in a week. Each AC can contain 10 people. For differentpositions, there are different ACs. They are measuring behaviour, attitude, ability&skills, knowledge. If one candidate is lack of attitude and behaviour that areexpected for the position, the candidate is being rejected. If they are lack in knowledge and skills, they are arranging needed trainings for later.

Interview:People are being interview based on their application on EXPA.

TALENT MANAGEMENT

Recruitment Timeline

17

{

TLP Announcement

4 Days

TLP Application

LaunchTLP

Training

TLP Application Launch & TLP Announcement:They put the positions on EXPA. Each applies, and then prepares the requiredapplication booklet. Then attends an open interview. TL first needs to make a speechthat explains why he/she wants to apply for this position. Then VPs question thecandidate. Everyone in LC can attend the elections. They are giving 2-3 days forapplications.

TLP Training:1 day for general training that includes public speech, life long connection etc. 2 more days for TLP planning. TL needs to determine goals, make plans for Team Minimums steps.

Local Induction Day/Conference:With at least 5-7 teamsi they are hacing 2 days conference. It is mostly aboutdelivering AIESEC culture, and connect new members with the organization. Theyalso deliver functional trainings ans some other trainings about soft skills. People arewaited to apply the membership opportunity they created(TNs for each openposition).

Interviews and Allocation• If an applicant is not suitable for the position applied, they suggest another one

based on the skills observed in AC.• Interview content is «practical knowledge-based» .Interviews’s main focus is

giving feedback, not rejections.• For GCDP departments, they have value based interviews.

3 Days

1 Month

RecruitmentStarts

1 Week 1 Week

{

AssessmentCenters in

Tue. andWed.

{

AssessmentCenters in

Tue. andWed.

LocalInduction

Day

{

Interviewsand

Allocation

TALENT MANAGEMENT

Recruitment Conversion Rates

Assessment Center to Interview: 50%

Interview to Selected : 50%

Application Form to interview: 75%(ex) – 25% (now)

• Approximately they need at 6 application forms to recruit 1 member.

18

Team and JDs

In the ideal planning, TM has 3 Coordinators.

Recruitment Manager :

• Except Local Induction Conference, the one is responsible from everything.

• Has 3 Members (1 for Sales – conference avenue ; 1 for Services – assessment centersarrangement ; 1 for marketing)

TXP Education Manager x2 :

• They need to check 22 teams that LC has.

• Their main JDs are

• to arrange trainings

• To deliver leadership development trainings to TLs and TMs.

• To prepare and release newletters

• To be involved in AC preparations during recruitment

• To arrange transitions between old and new TLs

• To collect stories from members*In their latest TL elections, one TXP position for was ICX TXP, the other was OGX TXP.

Rewards and Recognition

TM department delivers RnR system. After each team term, they evaluate KPIs and MoSes. They gave percentages for each MoS. And according to the scores each member and TL has, they announce Best Team, Best Team Leader, Best Team Member for botch front and backOffice. And for LST, they only announce Best Team Leader and Best Team Member.

The rewards for normal teams are t-shirts, bracelets in general. For TLs, it is nationalconference fee, for TMs it is internship fee.

The rewards for LST, it is international conference fee based on performance

TALENT MANAGEMENT

Local Support Team

It has a really huge meaning for the LC. Rather than a minor team, LST almost considered as middle management team. Some LST positions are :

• GC Innovations Manager,

• BD Project Partnership Manager

• Digital Marketing Manager

• oGIP Qualirt Control Manager

• ICX iGE Matching Manager

• Recruitment Manager…

Duration for LST is 3 months. Their main responsibility is quality control, innovation, operational tracking over teams.

LSTs track the team leaders operationally, VPs focus on TLs development.

LST is considered as higher than TL who is a link between TL and VP.

VPs are preparing an LST day when they deliver some strategies(like delivering to a middlebody).

19

General Info

• Before new teams start, they are selecting team leaders(2 weeks before generally).

• From members, they can directly select coordinators to LST.

• To increase in the results of OGX, they want to grow in the numbers of members.

• Team Leaders’ pipeline is the number of their members who applied for a TL or LST position.

• RnR has an important role in retention rate. They are rewarding people with small symbolsin general.

• Their retention rate it 70%.

• Dual Roles are not allowed.

• To the ones they select, they are givin MoS and they directly say that you are responsiblefor that. They explaining the achievement plan in backwards way.

FINANCE

20

Team JDs• VP F gives advices to project TLs in budget preparation. They get together, work on

the budget and VP F tracks them during the project.

• F Coordinator support the budget evaluation, documentation, fund raising and thepayments.

• F department is responsible to set up partnerships with NGOs to support ICX department. Their focus is NGOs which are working with universities. Via their help, they are planning to arrange some presentation in universities. Their goal is 2 OGX Re from these partnerships.

• They are also contacting with NGOs which are active in festivals and entertainment. They are trying to have some part in these events to talk about AIESEC.

• Government Relations: They do not have strict communication barriers put by MC as we do. They are going to talk governmental offices to solve visa issue. Their aim is tohave an AIESEC Visa as we do.

• Their expenses are mostly in ICX area(accommocation costs).

*Because VP F is resigned, VP TM has responsibility for F.

LCM CULTURE

ScheduleLCMs are biweekly. Every Monday, at 19.30.

ChairFor each LCM, one VP is the main responsible. He/she needs to arrange the venue andtrack the ones who are going to lead the LCM.

For each LCM, they are selecting members to lead it(not the TLs, it is always members). The reason is that they want the members to feel like they are doing something big andimportant. They are trying to make the members feel important.

21

VenueThey sometimes to it in the parks or in some places they can rent for one or two hours. This time it was in a university classroom.

Attendants and LanguageThey are always inviting interns to LCM, so it is in English.

Flow• It started with G2Know. This time they played Yes/No Game.

• Second part was Training. This time they focused on «Coaching». They made a workshop about it. They are generally deciding on the training topic based on therequests coming from members.

• Then there was a part for the teams in a game. They had some papers, such emotionsas anger, happiness were written on them. Each team peaked one and had sharingsaccording to that feeling. Every member of the team had to share something.

• The following part was announcement of new positions. VP TM explained each openposition.

• Then every VP who opened a position for his/her department promoted theirpositions for 2 minutes.

• At the end, they started doing roll calls for 15-20 minutes.

LCM CULTURE

22

Second Part of the Positions to be Opened.

VP TM Launches New Positionsand Explains Them JD by JD.

Members of Local Training Team Starts Leading LCM.

VP ICX Promotes Her Open Positionsto Receive More Applicants and

Clarify Some Points.

GCPs

23

oGIP:

• Business Model and Efficiency in EP Manager System (Page 4)

oGCDP:

• OPS (Page 9)

iGCDP:

• Personal Coaching System(Page 11),

• Theme Based Projects and Language School Project (Page 12)

Marketing:

• GC Offline Promo Focus - City &University (Page 14)

TM:

• OP Based Recruitment(Page 16),

• TLP Application Process(Page 17),

• TLP Trainings(Page 17),

• LST(Page 19)

Finance:

• Budget Creating, Evaluation with OCPs and Tracking(Page 12, 20)