capacity and structures for high quality ogcdp
DESCRIPTION
TRANSCRIPT
oGCDP Quality - CapacityQuality
Building capacity for Quality Experiences oGCDP
Role of HOME ENTITY in GCDP
Strong EP Preparation, support with
matching and the VISA Process
Alignment of Expectations about the JD
between EP and Host Entity
Regular communication with EP during realization and post realization
period
EP Re-integration post Re
HOW?
STEP 1:
Plan for Capacity for Quality
STEP 2:
Structure, JD and KPI in different LC Volumes in
iGIP
GCDP Clustering for LC
oGCDP
Beginner 0-25 X REIntermediate 25-100 X RE
Advanced 100-200 X REMature +200 X RE
Use the TM Planning tool to plan
oGCDP
STEP 1: Plan for Capacity for Summer
STEP 1: Plan for Capacity for Summer
Here enter number of EPs
one member can deliver Eg: 1
member – 3 EPs
oGIPoGCDP
That number from slide 2 will multiply
with Re goal you enter for the quarter so you
know how many members are needed for delivery in each
programme
oGCDP
STEP 1: Plan for Capacity for Summer
STEP 2: Create structures for quality delivery
Structures by Volume of
Realizations the LC does
Customize your structures for the
fruit peak if needed
VP
Member
Member
Member
∞Ra-Ma-Re
STEP 2: An LC that has planned between 0-25 Re in 2014
VP
Member
Member
Member∞
Ra-Ma-Re
Key focus• Start up initial issue-based oGCDP project
for local market
Team Duration: 3 months
Member JD• Design issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration
process management• EP’s inner-outer journey(experience)
management
STEP 2: An LC that has planned between 0-25 Re in 2014
STEP 2: An LC that has planned between 0-25 Re in 2014
JD of members for delivery
• In start up LCs, every member is working on Ra, Ma and Delivery
• Each member is managing his/her Eps
• On an average each members manages 3-4 EPs
• Project/issue based promotion to attract EPs with the right expectation setting
• Support with matching process and visa information/documents
• Coordinating communication between EP and host entity
• Continuous communication with EP and re-integration post internship
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team - % of Promoters/Total Realizations of the team
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC
VP
TL TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focus• National project implementation, showcasing
and process standardization
Duration: 3 months
Member JD• Localize national issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration process
management• EP’s inner-outer journey (experience)
management• Showcasing
STEP 2: An LC that has planned between 25-100 Re in 2014
STEP 2: An LC that has planned between 25-100 Re in 2014
JD of members for delivery
• Project/issue based promotion to attract EPs with the right expectation setting
• Support with matching process and visa information/documents
• Coordinating communication between EP and host entity
• Continuous communication with EP and re-integration post internship
• Ensuring quick fire fighting on NPS and high response rate
• Effective Synergy for Project/issue based promotion with the Marketing Team in the LC.
• Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important
• Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs
• Involve host entity virtually in EP Prep
STEP 2: An LC that has planned between 25-100 Re in 2014
JD of members for delivery
Role of VP in ensuring quality delivery:
• Coordinating with MC about expectations with host entity
• Coordination of EP Induction, support through matching process and EP Integration
Role of TL in ensuring quality delivery:
• Ensuring every TL is supporting his/her Eps and his/her members Eps
• Synergy of TLs between each other to ensure alignment of EP Induction, support through matching and realization process
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team - % of Promoters/Total Realizations of the team
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC
STEP 2: An LC that has planned between 100-200 Re in 2014
VP
TL TL TL TL (Off-Peak)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focusProduct development, Product sales and delivery
StructureProject based team: 2-4 National issue-based project + 1-2 Local new project(off peak)
Member JD in each National Project Team-Localize national issue-based oGCDP project-Ra(Marketing)-Ma (IL S&D Mgt)-Re-Reintegration process management-EP’s inner-outer journey(experience) management: Event management-Showcasing
Member JD in Local New Project team-Product development(Design and Packaging)-Product marketing and sales-Ra(Marketing)-Ma-Re-Reintegration process management-EP’s inner-outer journey(experience) management: Event management
STEP 2: An LC that has planned between 100-200 Re in 2014
JD of members for delivery
• Project/issue based promotion to attract EPs with the right expectation setting
• Support with matching process and visa information/documents
• Coordinating communication between EP and host entity
• Continuous communication with EP and re-integration post internship
• Ensuring quick fire fighting on NPS and high response rate
• Effective Synergy for Project/issue based promotion with the Marketing Team in the LC.
• Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important
• Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs
• Involve host entity virtually in EP Prep
STEP 2: An LC that has planned between 100-200 Re in 2014
This LC has an off peak team who is
starting to prep for Raising for Aug-Oct
realizations
The other teams are working on matching
and realization for the summer
STEP 2: An LC that has planned between 100-200 Re in 2014
In this LC Type, In each team there
can be specific members for
delivery while the other members are
Ra and Ma.
Sample Timeline for the summer
May
• Matching peak for peak teams• Raising preparation for off peak
teams• If there are specific members for
delivery, they work on EP Prep
June
• Work on realization support to Eps and EP Preparation
• Off peak teams start raising and doing partnerships for Aug-Sep-Oct
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team - % of Promoters/Total Realizations of the team
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC
STEP 2: An LC that has planned 200+ oGCDP in 2014
VP
TL TL TL Stakehold. Mngr. Process Mngr.
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focusProject sales and delivery, Process optimization, EP learning and service.
Member JD in issue-based Project TeamProject design, marketing and sales;EP’s inner-outer journey(experience) management: Event managementEP Education and Management on Exchange ProcessShowcasing
Duration3 months
JD of members for delivery
• Project/issue based promotion to attract EPs with the right expectation setting
• Support with matching process and visa information/documents
• Coordinating communication between EP and host entity
• Continuous communication with EP and re-integration post internship
• Ensuring quick fire fighting on NPS and high response rate
• Effective Synergy for Project/issue based promotion with the Marketing Team in the LC.
• Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important
• Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs
• Involve host entity virtually in EP Prep
STEP 2: An LC that has planned 200+ oGCDP in 2014
This LC has an off peak team too like the 100-200 Re LC
working on Aug-Oct realizations
There is a team for process
management/Stake holder mgmt who works on details of the delivery process since there is a high
volume of EPs
STEP 2: An LC that has planned 200+ oGCDP in 2014
The other teams are only raising and
matching FAST for the summer
• The LCVP needs to ensure coordination between the process management team, stakeholder management team and the Raising and matching teams
• The process management and stakeholder management teams need to focus on peak and off peak realizations (In May for delivery support to peak teams and raise support to off peak teams)
STEP 2: An LC that has planned 200+ oGCDP in 2014
STEP 2: KPI within the structure
KPI 1:
For a single member - % of Promoters/Total Realizations of the member
For a Team - % of Promoters/Total Realizations of the team
KPI 2:
Reducing/Eliminating the largest detractor issue of the LC/MC