incoming gip re-raising for tier 3
TRANSCRIPT
Incoming GIP
Re-Raising for Tier 2
Why don’t we retain TN-Takers?
We don’t focus on it
We don’t deliver our service well
We don’t allocate talent
capacity to do it
What big contracts have come from CLO?
Poland 10 TNs – “We worked with the TN-taker fast and professionally”Brazil 5 TNs – “Because they were extremely satisfied with their previous
intern”Romania 30 TNs – “Trust between the CEO and AIESEC, based on our past
professionalism”France 10 TNs – “We were professional and flexible in the process”Greece 25 TNs – “We delivered what we promised. We were professional
and fast, so they keep coming to us.”Belgium 35 TNs – “They re-raised because they were satisfied with our
service”Belgium 10 TNs – “We had multiple internal champions who had received
trainees in the past who gave us excellent endorsements”Russia 6 TNs – “Past interns we provided them stayed and became
leaders in the company, so they actually approached us when they needed more talent for their new strategy”
What do our TN-Takers Say About Our Service?
1335%
22%
43%NPS score
% of promoters
% of detractors
% of passives
Professional skills of trainee
50Professionalism of
AIESEC45
Level of trainee's motiva-tion44
Personal skills of trainee41 Communication with
AIESEC39 Selection Process
39
Promoters Issues Level 1
ANALYSIS.Of survey responses
Selection Process33Visa Documents and In-
formation31
Communication with AIESEC
27
Professional skills of trainee
26 Accessibility of informa-tion25Logistical support upon ar-
rival24
Passives Issues Level 1
Selection Process32
Communication with AIESEC
32
Professional skills of trainee
28
Visa Documents and In-formation
27
Personal skills of trainee23
Information provided21
Detractors Issues Level 1
ANALYSIS.
promoters
34%
42%
18%
5%
2%
DEFINITELY WILL
PROBABLY WILL
MIGHT OR MIGHT NOT
How likely are you to take another intern with AIESEC GIP?
passives detractors
55 45 5
49 66 16
5 22 29
112
5
PROBABLY WILL NOT 2DEFINITELY WILL NOT 1
Conclusions from our customersThe most important thing to TN-takers is the
quality of the EP
TN-Takers aren’t satisfied with our selection process or communication
We can retain many more customers than we do now
How Can We Retain More TN-Takers?
Implement a fast and
standardized matching process
Have account managers who meet with TN-
takers regularly
Understand the
company’s needs
through the JQ
Understand the Company’s Needs Through the JQ
Sample JQ: http://www.myaiesec.net/content/viewfile.do?contentid=10284584
Your JQ should be short and simple
It should reflect your focus sub-products and country partnerships
It should include what the company’s future needs will be
It should help you see what is most important to the company about the EP and working with AIESEC
The account manager should be using the JQ at every meeting to make sure they understand the TN-Taker
Implement a fast and standardized matching process
Selection process for Tier 1: http://www.myaiesec.net/content/viewfile.do?contentid=10284589
Make a 6-week matching plan
Step 7 : Match
Step 6 : Company interview
Step 5 : Short-list candidates
Step 4 : AIESEC interview
Step 3 : EP Screening
Step 2 : TN Global promotion
Step 1 : Signing the contract Understanding the company needs
Implement a fast and standardized matching process
Track the matching of TNs from the national level
Company Signed Up
on GIS
Opportunity Created
EP Applications Received
Shortlist Delivered
to Candidates
Company Interviewin
g Candidates
Company Chosen EP
Match Completed
TN 1 X X X X X XTN 2 X XTN 3 X X X X
Have account managers who meet with TN-takers regularly
Account Management for Tier 1: http://www.myaiesec.net/content/viewfile.do?contentid=10284588
A person who manages the account from contract signing to re-raise, for a minimum of six months
Responsible for fire-fighting, checking in, quarterly meetings, and transitioning the next account manager
Goals are always re-raising, referrals, and customer satisfaction
Contact with the TN-Taker every month
A physical meeting every quarter
Account transition every six months
How Can We Plan for CLO? Set goals for raises and re-raises
Allocate a clear account manager for every account and give them training on how to manage the account and re-raise
Start tracking account management—who is responsible for each account and how often they are meeting with their partners
AIESEC UNITED STATES CLO IMPLEMENTATION
Target specific LCs for CLO implementation
Give LCs a timeline to meet with all partners
NST + MC contact all partners who LCs fail to meet
Collect video testimonials from promoters
Create a referral framework for LCs
Create Account Management Certification for members about visa, delivery process, partnership management
Legislate that TN-takers have to be met each quarter or the MC can take over the contract
Detractors and passive TN-takers contacted to collect feedback/apologize