Summer Operations 2014

In order to grow GIP this summer we need the right people, with the right education and team experiences,

focusing on the right things.

GIP needs TM to make it happen!

How Do We

Make The Jump?

Enough people doing the right things

(Capacity)

Members have the education and team

experiences to be successful

(L&D)

LC has behaviors and attitude to collaborate

and grow (Culture)

Determine the number of

Members in iGIP and support

functions

1. I do not have enough Members

in iGIP

2. We have enough members in iGIP

and support areas

3. We have the right number of members in

the LC but not allocated in the right

proportion across functions

2. We have enough

members in iGIP and support

areas

How do I plan?

Operational cycle

LEAD

How can i achieve

this?

1.Create a specific iGIP education cycle onlysummer

2.

Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously.

3.

Ensure strong organizational and operational induction into AIESEC for contribution to summer

4.Track length of time for membership to perform – IMPORTANT!

Training and education is important, but remember that we provide experiential learning in AIESEC.

‘Learning from doing’

What kind of education cycle to create for new and exisitng members?

APRIL & MAY JUNE JULY

Relevance of GIP

GIP Process

How to sell iGIP

Lead Generation

J1 Visa Process

External relevance of country partnerships

Supply and Demand understandingwithin the sub product

How to raise based on product and Supply

Matching Process understanding

Who are our country partners?

Objection Management

Continued Raising and Matching knowledge

Weekly updates on current supply

Team Management

Matching Process

Golden Rule

70%PRODUCT & PROCESS KNOWLEDGE

30%SALES KNOWLEDGE

Resources

Ensure education for members in support functions who are supporting iGIP as well!

Plan for Learning and Development using TM planning tool

Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time

Synergy with clear KPIs is important to make it work

Standard and sense

Reason

Direction

Contribution

Tool

Performance

Purpose Performance People

Culture and Behaviors

Vision

Challenges

Guilt, Fear, Exhaustion“I can’t do it” , “I’m not the right

person.”

Breakthrough

from a mentor-

Purpose

Realization of

Success

What is your team fighting for?

When is the last time your team talked about your

purpose?

Make a list of your team members. For each one,

what is their motivation? Is it connected to the

purpose of your team?

• Capture the early success window

• Weekly standards for performance and hold everyone to it

• Consistently track KPIs every week – no excuses

• Does everyone in your LC have a clear KPI?

• What KPI will you track your team on every week?

• What will your standard be?

Team Meetings

Clear vision for goals

Track goals and show everyone’s results

Facilitate support for people’s bottlenecks

Make the team and yourself the person’s support system

Push your team to strive for excellence

What your members want (personal development)

Treat them that way

Hold them accountable

Coaching sessions

Honest feedback

Team Days

What is each person’s goal in terms of results?

For that person to achieve their results, are you pushing each person

too much, the right amount, or not enough?

What support does each person need to perform?

Have you made sure that they get that support?

Purpose Performance People

Culture and Behaviors

Team Plan JD Training

Tracking

& Coaching

Evaluation Reflection

Key Elements 3 members for 2 months

Team Identity

• Team Purpose/Ambition

• Team Values

• Team Rules

Key Activities Team Meeting (weekly)

Monthly Review (monthly)

Team Day (quarterly)

Quarter Review

Plan/RePlan

Team Building

Team Building (on demand)

Key Elements Members feel ownership of

goals and strategies

Individual action plan

(synergies)

Clear goals and deadlines

Key Activities Planning/Replanning

(semester)

Quarter review (quarterly)

Strategic Planning

Tactical Planning

Operational Planning

Key Elements Roles and responsibilities

Duration

MoS

Competencies

• Required

• Developed

Key Activities Quarter review

(quarterly)

Key Elements Educational Cycle

• Knowledge

(organizational, functional)

• Skills

• Attitude

Based on the JD

Key Activities Transition (start of term)

Planning (each semester)

Conference

Outsource!

People learn by

doing!

Key Elements Based on the plan

(goals)

Based on the JD

(MoS)

Key Activities Team meeting (weekly)

• General points (need

of all the team)

Individual meeting

(weekly)• DONE/NOT DONE

• Clear priorities for NOT

DONE

Virtual channels (weekly)

Adapt to the person!! :D

Key Elements Based on the plan (goals)

Based on the JD (MoS)

Focus on performance

Connect development with

performance

TOPICS: professional, team,

personal

Key Activities Individual meeting

(monthly)• Clear next steps

Team meeting (quarterly)

• Consider having

externals

Current FutureGAP

Key Elements Performance

Competencies

Key Activities Tracking

• Individual meeting

(monthly)

Feeback

• Coaching meeting

(monthly)

• Team days (quarterly)

R&R (monthly)

Key Elements Development

Career

Organizational

contribution

Key Activities Tracking

Feeback (quarterly)

• Team days

R&R (monthly)

Number of members in each teamTeam purpose of each teamTeam meetings occurring on a weekly basisMonthly ReviewsQuarterly Reviews

Individual action plan included in the team planningRe-planning/planning (every semester)Quarter review

Roles and responsibilities DurationMeasures of success (MoS)Competencies required and competencies developedJD Quarterly review

Within Learning & Development there is:

Transition Planning An education cycle including operational and leadership

knowledge Training tailored for each Job Description

Weekly team meetings Individual monthly coaching meetings Quarterly team meetings

Individual monthly coaching meeting Monthly individual feedback meeting Quarterly team days

We ARE TRACKING THESE MINIMUMS and their delivery

TMP Retention rate (for new members and existing team members

Increase in Performance over a period of time

Time to start performing ie: from 1 month to 1 week – for

new members and team leaders

Increase in Performance over a period of time

Plan your team experiences and team minimums

Ensure there is a standard across the LC for team minimums

Track it with the Talent Tracking tool

Structure

Team Mininums

Planning

Sales Development Program Wiki

Induction

Education Cycle