FELIPE MORALES GUERREROMC 14 - 15 APPLICATION PART 2 - MCVP TALENT MANAGEMENT

AIESEC IN COLOMBIA

1 Goal = 1000 IXPs

Cellphone: 3112769518Personal Email: felipmorales@hotmail.com

AIESEC Email: felipe.morales@aiesec.netSkype ID: felipmorales1

For reintegration, it’s important that aside the benefits that a team experience offers, we offer the returnee aditional benefits and a specialized management on his TXP. To have returnees willing to take our team experiences, we need to offer them a good follow up abroad, so it’s important that TM and oGCDP build a new follow up plan that improves the ones that some entities manage right now. On his arrival, TM should be in the capacity to deliver constant inductions for EPs, even if there is not a high number of them. After the induction, the returnee should have a specialized 2-month follow up; TM should ensure the adaptation to the organiza-tion and its culture. Also TM should offer the possibility of being Buddie of a trainee based on the experience that he had abroad. Finally, as an additional advantage of taking a TXP, the returnee should receive a discount on a second exchange and a

bigger one if it is on the other programme (oGCDP/GIP or GIP/GCDP)Focus Entities: Low, Specialized, Integral Growth entities

Since the beginning of MC Thrive’s term, IXP was once again a priority in order to enhance the TXPs and to increase the oGCDP experiences delivered by AIESEC in Colombia. In the last semester, IXP supposed a key part in the delivery of winter for oGCDP and the entities that adopted the strategies purposed started 2014 with reinte-grated talent to boost their operations. Based on the IXP national record, 21 entities adopted certain strategy of the ones purposed and in total there were 226 IXP experi-ences delivered; of those 226 experiences the 55% of them were from TMP/TLP going

on exchange, 35% of Reintegration and 9% of Integration.

Type # %Integration (Before Exchange) 21 9%Reintegration (After Exchange) 80 35%TMP-TLP going on exchange 125 55%Winter! 226 100%

IXP A side of the growth on the number of IXPs, most of the strategies purposed nationally are in early adoption or have not been adopted by most of the entities. Right now it can be said, that TMP/TLP going on exchange IXPs are based on the particular interest by the members and not on deeply adopted strategies that increase them;

that’s why just 4 entities had more than 10 members going in IXP on winter. For Reinte-gration and Integration, the results are better and based on entities that adopted partic-ular strategies to manage their EPs. In general, the strategies within the IXP booklet are mostly directed to increase just one type of IXP and the entities should improve not only their adoption (just Andes, EAFIT and Uninorte had more than 30 IXPs) but also their

investment in the product.

In order to achieve 1000 Integrated Experiences, we should improve some strategies that are already purposed and we should manage each type of IXP with particular strat-egies for each. The following plan includes strategies that should be led by TM and

others implemented by the different MC members.

REINTEGRATION

INTEGRATION

M/L+X

An integration plan should consist in 4 steps that each entity should ensure to their EPs (depending on their RA date). A fast introduction is the key activity in order to integrate them; TM should provide individual inductions specialized in one programme of the interest of the EP that allow him to work since his RA. After the induction, the EP will work within the entity with the motivation of a discount based on results he achieve before the exchange; if the EP sells 1 iGIP, 5 iGCDP, 2 oGCDP or 1 oGIP, he will receive a 15% on the form. Also as a value proposal, the integrated EP should be included in all the entity’s trainings aiming to offer them access to trainings from externals. Finally, TM will make a closing interview to provide him

feedback and to ensure the reintegration of the EP after the exchange.Focus Entities: Start Up and Low Growth entities

To increase the number of TMPs and TLPs going on exchange it’s required a series of strategies at local and national level. In order to build a saving culture that allow the membership to go on exchange, managed by TM and F&M, each entity should build a saving plan with benefits like discounts; the saving plan should be promoted not only in LC activities but also in Papalito seeking for parents support. Also, each entity could build an investment plan related to the local R&R model that recogniz-es the membership based on results such as TNs sold o referrals; at National Level, every prize should be related to fees or tickets to the entities and the EBs. Addition-ally, TM should make a follow up to every member recruited by “Líder Global” in order to offer them TNs and ensure that the promise of an IXP is fulfilled; with a Career Plan aligned to exchange, every member will plan his future exchange and work towards it. Finally, every EB for 2015 should be elected based on a minimum of 30% of its members being IXPs, making more relevant the exchange experience.

Focus Entities: All the entities

REINTEGRA-TION380

M/L + X500

INTEGRA-TION120

+ + = 1000IXPs!!!

2 MC towards Leadership + Results for Middle Managers

Middle managers suppose the tactic and operational talent force within our organization. Actually in AIESEC in Colombia, the middle managers strategies are based on each entity plan and there are just a few strategies from the MC in order to improve not only the results that each middle manager delivers but also entities’ efficiency based on them. Now, with the challenges that each entity has, the middle managers strategy suppose a key aspect in their organizational development. Based on good examples of entities that have grown in the last years such as Andes, Javeriana or USAL in Argentina, it’s important for the MC to build a series of strategies that ensure a successful leadership experience on

every entity.

The following are 8 strategies for the whole Middle Manager process in order to improve their leadership and ensure their results managing their teams:

REGIONAL ZONALITOS + REGIONAL EVENTSThe purposed Regional Induction Meetings (RIM) allows the MC to work with the MMs at the beginning of their term in order to enhance their plans focusing them on results and allowing collaboration between them. Also with each regional event, there should be a specialized agenda for MMs based on LEAD and functional trainings that boost their performance at the middle of their term. Trainings

should seek actions from the MMs and their teams.

PLANNING + GOAL SETTING PROCESSMM experience should begin with a planning and goal setting process. In order to ensure a good leadership experi-ence we should seek that the MM is not used as just an operational executor but as a tactic member within the area. MMs should be allowed to plan the tactics to deliver the strategies of their VPs and should define their own goals to motivate themselves on the experience. MC and LCVPs will teach them how to plan and guide their team towards goals.

LEAD FOR MMs + EDUCATIONBased on the LEAD structure designed this year, we should work in order to deliver LEAD working together between the entities and the national office. Specially the beginning of the experience, the MMs should receive education and advices not only on the operational aspect but specially on team and project management in order to improve their leadership and results. Also on OES, RIM and regional events

Leadership education should be priority.

NST FOLLOW UPCommonly area structures are similar and MMs follow common activities such as Sales, Matching or Promotion. NSTs should be based on the common processes aligned to the LCs structures in order to support efficiently not just the VPs but the MMs in a specialized way. With the specific structure, NSTs could follow up their related MMs and help them based on their focus in order to achieve better results

and deliver a better support.

INNOVATION SENSEWorking with the MCVP OS, TM should guide a strategy that seeks innovation as the key aspect of success of an MM experience. If we want to build future VPs by our MMs, we should allow them to have a creative process in order to innovate even in the most simply and operative things, that will led us to have innovative areas and entities. Within the events and the different MM meeting lead by NSTs we

should give a clear space for new ideas.

TEAM MANAGEMENT MINIMUMSAn MM experience should be leadership experience manag-ing a team, seeking for a goal and achieve results. From the MC we should ensure that experience goes according to the promise so we should design and check constantly a new Team Management Minimums (like TXP Minimums) that include themes such as # of TMPs on their team, trainings, induction, etc. The idea is to ensure that EVERY entity deliv-

ers an MM experience with quality.

COLLABORATION PROJECTSTo improve results within MMs it’s important that work that was already done in other entity is not repeated, saving time for other activities. That could be achieved not only by national outputs but also by collaboration between entities. In order to improve results we might build projects between entities, such as Nomads this year, and match most devel-oped entities with the ones on the first developing phases to

ensure a collaboration experience

CLOSING INTERVIEW + UP SELLINGBy innovating and redesigning these two processes that are the ones less implemented within the TM flow, from the MC we will work towards the quality and the correct closing of the experiences. Having a closing interview will not only provide feedback to the MM but also it is one of the most important output of the experience. By upselling we will ensure that the entities maintain leadership of the best MM

experiences and we will boost IXP.

3 Talent Capacity to grow as never before in GCDP and GIP

oGCDPIn 2013, the 30 entities of AIESEC in Colombia delivered 964 oGCDP experiences. In order to achieve the goal of 2500 oGCDP experiences for the 14-15 term, oGCDP should change the way it works, oGCDP should evolve to a sales area specialized in providing development exchange experiences to students and youth. The professionalization of the area and its products should happen based on its talent. For the next term TM has the responsibility to provide a new type of talent for oGCDP, talent ready to sell the product as never before. To achieve it, TM should train and select the membership

based on the following 3 strategies:- Reintegration to boost salesAdditional to being one of the types of IXP, reintegration should be one of the most important talent providers for oGCDP. No one can sale better an exchange experience than someone who already took it. TM should design a plan to reintegrate at least the 75% of the EPs sent abroad; the plan should include not only a specialized induction for EPs but also a 1-month training on the product itself and on sales skills. With the correct training, returnees should suppose more than the third part of the oGCDP sales force. Also, based on their contacts, the EPs should guide international cooperation with their LCs abroad.- Off-peak team managementBased on AI guidance, advanced LCs should manage an off-peak team. As an strategy, oGCDP should sell the whole year, so an off-peak recruitment should be done to build an OC with a goal of 5 to 20 realization based on the development on the entity. TM should not only recruit, but also train and make induction on May and October.- Outoing sales development programmeBased on supply and demand knowledge, product management, exchange processes and CEM, every member should be part of a clustered outgoing SDP depending on their knowledge and position. Also to manage and build good customer relationship, the programme should include sales training.

iGIPFor iGIP, 2013 supossed a year of very low growth by the entities. Just 7 entities grew on their RE on the programee and beside the results delivered by the MC by BD, there was no growth in the programme. To achieve 700 RE in iGIP made by the entities, talent capacity is necesary. It’s time to build sales teams in the entities with the required knowl-edge to achieve results and with the right structures to work efficiently towards a goal. Due to the Start-up o Potential phase of al entities beside Uninorte, each one should

adopt a clear plan of follow up directed by the VP iGIP and supervised by the LCP. - Follow Up cultureBased on the Membership Tracking Tool, iGIP members will follow a specialized tracking plan by their VP iGIP and a follow up plan made by TM. These two specialized plans aim to reduce the lack of tracking culture in iGIP. Also, a monthly feedback given by the VP and a team pair evaluation per month should contribute, with the closing interview, to the constantly improve sellers skills.- Clustered Regional Sales Development ProgrammeFor the last 2 years, local SDPs has not been well developed by entities, leaving iGIP without the required knowledge to sell. Based on the regional director strategy, the MCVP iGIP and TM will build a new Regional SDP that the Regional directors will manage to ensure the correct implementation. The new RSDP will be divided by clusters depending on the experience of the member selling and will be adapted not only to the entities reality but to their regional markets.- Team and structure supportActually team structures for iGIP are inefficient. TM should guide and suggest structures based on the talent capacity output. Also, depending on the sub product or the sector assigned to the entity, TM will provide support to build a structure based on OCs and projects. Based on a correct team structure we will be able not only to provide a profes-sional experience but a real leadership journey (outer + inner) based on the quality of the experience the trainee lives.

2500oGCDPs

Outgoing SalesDevelopment Programme

Off-peak TeamManagement

Reintegration to boost Sales

700iGIPs

Clustered Regional Sales Development Programme

Team and Structure Management Support

Follow Up Culture

Based on the Talent capacity strategic meeting and its outputs, AIESEC in Colombia and talent management faces a new challenge in order to provide the talent capacity to achieve the growth perspectives of our country. oGCDP and iGIP, as focus areas for the next term, require specific strategies to ensure that each entity has the talent capacity according to their development and potential. For oGCDP, as a mature entity, AIESEC in Colombia should implement strategies that adapt to the different realities of its entities, where there are either beginner to advanced entities. For iGIP, all entities are either Start-up or Potential entities what allow a general strategy that finally improves local operations

and the growth of the local sales teams.

5 Video: http://youtu.be/bhwUD1jcTyE

FELIPE MORALES GUERREROMC 14 - 15 APPLICATION PART 2 - MCVP TALENT MANAGEMENT

AIESEC IN COLOMBIA

“Innovation distinguishes between a leader and a follower.” Steve Jobs

4 Membership strengthening

AIESEC in Colombia has an average rate of 0,313% of TXPs/Xs, which means that we need almost 3 TXPs in order to deliver one exchange; that rate reflects inefficiency on our entities. From the other side, almost the 70% of the country’s membership belongs to entities with low growth or in start-up phase (most of the expansion entities). In resume, AIESEC in Colombia needs urgently a strengthening of its membership in order to achieve the different goals purposed and to build a stronger national entity based on the contri-

bution of all the entities and not just on the contribution of a few ones.

Based on the average of membership of 2013, the TXPs/Xs rate and the actual state of their middle managers strategy, the entities in which the membership strengthening is necessary for them to grow were divided into two groups. Each group should receive specific strategies on the 7 axis that will contribute to the strengthening of their membership:

Organizational culture, Middle Managers management, Talent Selection, Recruitment, Career plan, Education and Events.

GROWTHBucaramanga/Central/Cúcuta/EAN/Javeriana Cali/Monteria/Neiva

Pasto/Popayán/Santa Marte/Sincelejo/Tuluá/Tunja/UGC/Valledupar

STRENGTHENINGArmenia/Cartagena/Manizales/Uniatlántico/Pereira/ECI

Organizational CultureThe entity should have an organizational culture plan that TM and Comm will manage. Values and specific behaviours should guide a strong belonging feeling to the entity.Middle Managers ManagementBased on the Talent Tracking Tool, each middle manager should manage its team goals and achievements. Also within the entity middle managers should have corner meetings based on a plan delivered by TM and OD.Talent SelectionThe talent selection should aim to specific needs based on the free spots. From the MC, each entity will receive a new talent selection model based on competencies and skills.RecruitmentFocused recruitment campaigns seeking 70-90 members that complete and renew every semester an organizational structure of 3 levels (LCVP-MM-3 members at least). Regional managers and TM will track weekly results in recruitment time.Career PlanTM will guide each member career plan aiming to IXP or future leadership experiences. MMs should guide their members experience towards the fulfilment of the plan.EducationEducation should aim to enhance practical knowledge and team management skills to ensure a good leadership renewal every semester.EventsMC and the entity should ensure the assistance of at least 30 members to each regional and national level. Based on the things learned on the event, LCVPs + MMs that assisted should deliver a local event or educational day to ensure organizational knowledge.

Organizational CultureThe entity should build its own organizational culture with the constant support from

TM; Comm should support the promotion and adoption process of the culture.Middle Managers Management

Every MM should run an election process. Each VP should design the JDs for the MMs and the MMs should do the same with his members. Based on recruitment results, each

LCVP should have at least 2 MMs (each of them with at least 3 members).Talent Selection

Every member recruitment should go through a selection process. Group dynamics should be used in order to asses many applicants at the same time.

RecruitmentWith the direct support of Regional managers and TM, the entities should plan and execute recruitment of at least 70 members in the first semester and 100 members for

the second through “Líder Global” product.Career Plan

Each member should have a career plan managed by TM. VP should manage members experience towards the fulfilment of the career plan.

EducationEvery education event o time should include education on AIESEC Way. Practical induc-

tions to platforms and basics of each area are required.Events

MC and the entity should ensure that at least 20 of their members assist to each regional and national events. The entity have at least 4 local events per year to train their mem-bership and to promote the adoption of the culture of the organization and the entity.