igip tier 2 structures, l&d and team minimums implementation

iGIP Structures and L&D iGIP Tier 2

What we are aiming for?

BIG JUMP IN ABSOLUTE AND RELATIVE RESULTS if iGIP is

your focus programme!

Some growth (10-15%) if iGIP is your non focus programme

The iGIP OD Model

Current MC Scale break down in this tier

1 MC 250-200 Re 3 MC 200-150 Re 6 MC 150-100 Re 12 MC 100-50 Re 8 MC 50-30 Re

LC Performance in this tier

0-15 Re majority

15-40 Re

One LC does 49 Re

What is this about? •  Pick focus LCs for iGIP growth in your entity based on your OD

Model •  Using HR Intelligence to grow •  Building Capacity for iGIP •  Learning and Development •  Team Minimums •  Summary of what I need to do NOW (Role of MC)

1.Pick focus LCs for iGIP growth

Ask yourself..

Which LCs are making the jump in what programmes and HOW?

……… ……………… Diversity

Tier 2(30-250 Re)

!

LCs in iGIP!0-10 Re!

10-40 Re!40-70 Re

(1 LC)!!

Pick exactly which LCs in

each LC Cluster is

your focus & what is

their Goal

These LCs have balanced

growth in GCDP and plan

completely based on iGIP

What the final outcome should look like..

Focus LCs for iGIP

only Focus LCs for

GCDP only

Some LCs that have

both GIP as focus or 1

GCDP and 1 GIP

Align Planning/Re-Planning of LCs to ensure their goals are aligned to the growth model you have and they are aligned to the National

Plan of your entity

Through NPM, Conferences, coaching visits and virtual calls ensure plans and goals of focus LCs in

specific programmes is aligned to MC Plan and Goals

Ensure every Expansion entity has ONE PROGRAMME driver as well, it is best to have

oGCDP or oGIP as a driver in expansions and have LCs focus on iGIP

Go through the OD Toolkit/content for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on

the OD Model!

What should we do with iGIP focus entities?

Every LC has a supply based

raising strategy

Focused LC Coaching based

on iGIP

Align TM support for iGIP and

structures and L&D should be focused on iGIP

growth

2. Using HR Intelligence to grow

Why does information help?

Example of this

EVERY LC within the MC/Entity needs to increase its productivity, the question is HOW?

An increase in productivity is POSSIBLE by IDENTIFYING what is your challenge! Examples: 1.  If new members/TMP Participants leave the organization within 1-2 weeks of the role

starting, focus on INCREASE in TMP Retention Rate can increase productivity 2.  If iGIP productivity is low because most of the experienced members are in another

function, maybe some re allocation might increase productivity 3.  If you do not know which level of membership is achieving or not achieving results,

team minimums implementation to manage performance will allow you to see which level is contributing most to performance and allow you to focus on this segment or the segment that is not performing to increase productivity

REMEMBER: The FINAL KPI you are measuring is PRODUCTIVITY, however you need other KPIs that are based on your specific challenges to indicate this increase in productivity!

How do I measure productivity?

You can measure productivity at raise, match and realize stage!

•  Productivity at RAISE = Number of members working for raise in iGIP (in front office and back office)/ Number of Raises (In the specific time period)

•  Productivity at MATCH = Number of members working for match in iGIP (in front office and back office)/Number of matched (In the specific time period)

•  Productivity at REALIZE = Total number of members working in iGIP (front office and back office)/Number of realizations in iGIP (In the specific time period)

Productivity at realize is most accurate but we measure productivity at raise and match only to check the progress and always establish the connection between TM/OD and programme growth!

Example to check what is the challenge in the short term!

Set an MC goal for productivity per programme: How?

•  Work with all iGIP focus/growth LCs (from your OD Model/Growth Model) to identify what is their challenge, how to solve this and how much productivity increase this will lead to

•  Set this as the iGIP Productivity goal along with LC

•  An accumulation of set goals with LCs leads to being certain of the entity productivity goal!

•  Though talent planning based on current productivity happens first at an MC level, productivity planning happens with MC and LC together so the goal for productivity has LC Alignment towards MC and is connected to the OD Model!

What business Intelligence can help to drive increase in productivity?

% of people in iGIP and % of

people in Support

Functions Which level of membership is

contributing most to iGIP?

Team members, Team Leaders or

LCVPs?

Time a new member or new

team leader takes to start performing

% of people by Process – In Ra,

Ma and Realization

What business Intelligence can help to drive results??

Applicants to iGIP TLP positions

TMP Retention Rate

Identifying our challenge can help us find the right solution and drive short term

growth too!

Make sure you have the information you need!

3. Planning and Building CAPACITY based on challenge identification and talent planning

Use TM Planning Tool to Plan for iGIP

1. Number of Members in iGIP and

support functions

2. Number of TMP and TLP Experiences in oGIP and support

functions

After planning for capacity you can have any one of these 3 outcomes

1. I do not have enough Members

in any programme/

function

2. We have enough members in iGIP

and support areas

3. We have the right number of members in

the LC/MC but not allocated in the right

proportion across programmes/

functions

Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!!

1. I do not have enough

Members in any

programme/function

Tips to run an optimized recruitment

1. Clear and focused Promotion of Job description Example: Selling the global internship programme to language institutes !!

2. Specific people responsible for the recruitment

3. Online promotion and Offline promotion ONLY in specific universities

4. Selection based on Interests and Values (striving for excellence, pro active learner etc.) over only skills for the role

5. When Promotion is on-going through the year, an optimized recruitment

becomes simpler since LC/MC already has a pool of applicants

Determine who is the right member

Skill Attitude Background Interest Time

Timeline Approach

existing sign ups for TXP and GCDP

Rejected applicants from last

recruitment

Optimized Selection

1 week 5 days

Optimized Selection

Value based recruitment

q  Commi'ed and mo*vated members ( GIP needs commitment and persistence)

q  Building

Optimized Selection

Value based recruitment

View the details of Value-Based Recruitment in the General TM content!

2. We have enough members in iGIP

and support areas

Focus on increasing productivity through L&D and team minimums

3. We have the right number of members in the LC/MC but not allocated in the right

proportion across programmes/

functions

Re-allocate to ensure there are the right number of members in iGIP and all other

functions

How to balance the GCDP and iGIP support?

Clear JD for members in Exchange Support

Clear KPIs for each member specifically in iGIP and support areas (TM and BD)

Hybrid Members – Example: TM members in iGIP team

How to balance the GCDP and iGIP support?

Pick focus LCs for iGIP and iGCDP in a way that in most cases it is not the same LC growing in both programmes

What structure should I recruit into?

Structures for…

0-10 Re 10-40 Re 40-70 Re

0-10 Start Up LC

VP

Member Member Member Member

∞ Ra-Ma-Re

Basic Consideration: •  Up to 8 TN Takers •  No sales culture yet •  1 sub product as focus (Marketing or

teaching)

Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: •  Raising (from Market Research, sales, raise) •  Matching (S&D analysis, matching process) •  Delivery (Legal and Reception, EP Experience delivery)

VP

Member Member Member Member

∞ Ra-Ma-Re

Start Up LC

Start Up Why no Team

Leader -‐  Generally these LCs have low leadership pipeline

-‐  Since realizaBon volume is not high, growth requires a LOT of coordinaBon and work of members with LCVPs

-‐  This structure doesn’t need a very large team so an LCVP can manage it as well

-‐  If you do have very good leadership pipeline, having a Sub Product based Team Leader can work too

-‐  SPLIT iGIP and iGCDP LCVPs at an LC level across the focus LCs

•  SPLIT iGIP and iGCDP LCVPs for focus LCs

•  In case this isn’t possible, create specific iGIP teams for the summer within the OGX team at an LC level so that they can be tracked separately

•  Summer teams in iGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD

0-10 Start Up LC

Potential LC (10-40 Re) VP

TL

Ra&Ma

Ra&Ma

Deliv.

TL

Ra&Ma

Ra&Ma

Deliv.

∞ ∞

ü  Team Leaders can be split by Industry or by Sub Product depending on your external reality

ü  We have the same people working on Raise and Match within the structure for effecBve and fast account management

ü  We have specific members only to work on EP Experience delivery so that EVERY EP has a great experience and the rest of the team can focus on account management

ü  If currently these LCs have a lot of available forms to match AND need to raise as well, you can choose to have members divided even by raise and match – as long as you know exactly how to implement

ü  When the same members are responsible for raise and match process, education cannot be focused just on SDP

Potential LC (10-40 Re)

Basic Consideration: •  Growing sales culture •  Focus on 1-2 sub products •  10-12 TN Takers •  Each team leader focus on a different sub

product •  Member Efficiency depends on number of

Realizations and efficiency

High Potential LC (40-70Re)

•  Similar structure for LC doing between 10-40 Re •  Number of members maybe more because scale

has increased •  There can be one more team leader to tap into

another market/industry •  Ensure LCVP, Team Leader and Team member have

clear KPIs and MoS •  Team leaders also do manage accounts (maybe

fewer) but this is also part of their role

VP

TL

Ra&Ma

Ra&Ma

Deliv.

TL

Ra&Ma

Ra&Ma

Deliv.

2 situations LCs will be in

For LCs - no or very little available forms

CAPACITY and

STRUCTURES focused on RAISE

For LCs - available forms but need to raise more

CAPACITY and STRUCTURES

Focused on Raise and match

Some entities have enough capacity however members travel to other cities in the summer/during the holiday period

Understand the GAP in members that this will cause right away

Do an Optimized Recruitment of

Reallocation to fill the gap

Recruit new members for a short term role in the summer to ensure fast attraction

Be specific and clear about JD

Ensure recruitment and induction are

optimized

Remember: Every challenge related to Capacity has a solution, don’t give up!

4. Learning and

Development based on your challenge, exchange flow and

OD Model

USE TM Planning tool How do I

plan?

How can i achieve

this?

1. Create a specific iGIP education cycle only for fruit peak.

2.

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

3.

For start up LCs focus on raising education and for one sub-product.

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

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

FOCUS ON EDUCATION TO DRIVE RESULTS

LEARNING AND DEVELOPMENT

However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC.

‘Learning from doing’

What kind?

What kind of education cycle to create for LCVPs and Team Leaders?

Teaching and Marketing knowledge

iGIP Sales knowledge

Team Minimums Implementation

Complete Supply and Demand awareness

Supply based Raising, Re-raising

current accounts

Delivering on country partnerships

Continued Raising and Matching knowledge

Weekly updates on current supply

Delivering Quality Experiences

APRIL APRIL&MAY JUNE

Eg: Timeline if you are driving realizations in a peak

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

Relevance of GIP

Understanding of iGIP and oGIP

Teaching and Marketing knowledge How to sell iGIP Team Minimums External relevance of country partnerships

Supply and Demand understanding within the sub product How to raise based on product and Supply Matching Process understanding Who are our country partners?

Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process

APRIL APRIL&MAY JUNE


HOW?

How to deliver the education?

National and regional conferences

Induction process based on organizational and operational knowledge

Continuous virtual training


Sales Development Programme Suggestions

SDP is a combination of sales knowledge, GIP knowledge and management.

Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP

MoS: Increase in the number of right raises in specific sub product


Customize SDP to sub product focus and industries that are the focus within these Sub Products

SUPPLY BASED RAISING has to be a very important element of SDP

Implementing team minimums embed within SDP

Sales Development Programme Golden Rule

70% PRODUCT & PROCESS

KNOWLEDGE

30% SALES

KNOWLEDGE


Members learn by Doing : )

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

FOCUS ON EDUCATION with back office as well!

HANDY TIPS

1.  Make Virtual learning effective and fun – Ensure continuity and consistency

2. Have practical tasks/assignments at the end of every virtual session

CONTINUITY AND CONSISTENCY PRACTICAL

3. Create virtual trainings based on the exchange flow and timeline in your entity (and align this to that of your entity partner as well)

Exchange timeline

4. Ensure there is customised content for specific LCs and specific profiles within LCs.

CUSTOMISED

How to Measure this?

TMP Retention rate (for new members and existing team

members

Increase in Performance over a

period of time

Time to start performing Eg: from 1 month to 1

week – for new members and team leaders

Increase in Performance over a

period of time

THIS REQUIRES SYNERGY

1.  LC Clustering with GIP Focus 2.  LC Re-Planning support 3.  Effective LC Coaching (in

coordination with MC Team) 4.  Reward and Recognition for

summer peak

1.  Creation of virtual education cycle and timeline

2.  Implementation of team minimums

3.  LC L&D Planning for GIP 4.  Induction

OD/LCD TM 1.  Content customized to LCs 2.  Supply and Demand

knowledge and update

iGIP

BD 1.  If you have BD at an LC

level, measure iGIP and not just funds raised

2.  MC level BD to contribute to iGIP entity growth

None of this will be successful if

1.   There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education

2.  Education is not measurable

3.  Not aligned to GIP Exchange timeline in your entity

4.  Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment

SUMMARY for Learning and Development

SUMMARY

ü  Plan for Learning and Development using TM planning tool

ü  Plan specifically for the fruit peak for specific profiles

ü  Customize education to LC Scale and sub product focus

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

ü  Synergy with clear KPIs is important to make it work

ü  There has to be a connection between Education through OD role (Planning and coaching) and education through TM

5. Implement Team Minimums IN EVERY

TEAM

Team MinimumsTeam

Plan

JD

Training

Tracking & Coaching Evaluation Standard and sense

ReasonDirection

ContributionTool

Performance

The team minimums are the basis of every Talent Management Process you implement in your

Entity!

•  Team Minimums help an LC in capacity planning and implementation (and makes it simpler for MC to track)

•  Team Minimums allows an MC to create the right education cycle for the entity and an LC to

customize education for every function in the right way

•  Team Minimums help in Performance Management (Because every team needs to have a JD, MoS, Plan and this needs to be tracked which means performance management in the entity can be structures)

•  Team minimums help the MC to have the right information/Business Intelligence to identify what is going well and what are the challenges and how can this lead to increasing productivity!

Planning Productivity

Talent Capacity

Learning & Development

Business Intelligence

Team Minimums

Team minimums are a TOOL for TEAM MANAGEMENT and not something that is

implemented by an MCVP TM, MCVP OD OR AN LCVP TM!

Every MCP ,MCVP, LCP, LCVP and Team Leader is using these to lead, manage and track their teams!

HOW DO I TRACK THESE?

Team

•  At least 3 members in a team •  Team Experience at least 2 months •  Each Team having a team purpose •  Weekly/Bi-weekly team meetings for performance m

anagement and tracking •  Monthly/Quarter Reviews – Optional for teams liv

ing a 3-6 months experience and advisable for LCEB and MCEB teams

Plan

•  Team Plan with clear team success and MoS •  Individual plan per team member with clear individual

numerical contribution to MoS •  Re-Planning (For LC EB/MC EB) •  Quarter review (For LCEB/MC EB)

JD •  Clear Roles and Responsibilities for each person in the team •  Duration of team •  Measure of Success •  Competencies required and Competencies developed •  JD Quarterly Review (For MCEB and LCEB)

Talent Capacity

Training Tracking and Coaching

Evaluation & Reflection Learning & Development

•  Transition for the team •  An education cycle including operational and oper

ational knowledge for the organization •  Training tailored for each JD

•  Weekly/Bi-Weekly Team Meeting •  Individual coaching per month (can be with tea

m leader based on PGS or with external coach/mentor as well)

•  Tracking team and individual performance

•  Quarterly Team Meeting (LCEB/MCEB)

•  Individual Monthly Coaching meeting •  Monthly team and individual feedback meetings •  Quarterly team days (LCEB/MCEB) •  Development/Assessment of personality/strengths weaknesses/

GCM to assess development of the team andindividuals through the term

Business Intelligence

What is the Business Intelligence we can get from team minimums tracking and implementation?

•  Number of people per programme and function •  Team Plans aligned to LC Plan/MC Plan with clear JD and MoS •  Goals vs. Achieved tracking (% achievement of goals) •  Connection between Education cycle received and team goals achieved •  % of all Team Minimums fulfilled •  % fulfilled under each team minimums (Eg: 50% of the activities under the Team Minimums “Team” ha

ve been fulfilled)

Example of how to track team minimums

While releasing structure booklets to LCs, make sure you include: - JD of teams - KPIs and MoS - Training needed

This way you can embed TEAM MINIMUMS into

the CAPACITY PLANNING FOR EVERY

LC!

Embed Team Minimums into Learning and Development Cycle of your entity

What should I do to implement them?

ü  Educate membership completely on the team minimums and how to implement them

ü  Create examples of how team minimums need to be implemented across programmes/functions by connecting them to the structures of teams at LC level

ü  Train team leaders across GIP to ensure they know how to implement team minimums through the whole team cycle/duration

ü  Team minimums implementation as a part of national education cycle

ü  Track team minimums

Summary iGIP 30-250 •  Pick focus LCs for GIP growth

•  Plan for number of members needed through TM Planning tool

•  Take action based on your current reality and recruit into the right structures

•  Create a specific Learning and Development cycle (embed SDP and Supply and Demand into this) just for the fruit peak

•  Identify your challenge through the right

information

•  Implement Team Minimums

Every member needs to live GEN2015!

Every member, Every day CONTRIBUTES!

GIP Needs to be

everywhere

igip tier 2 structures, l&d and team minimums implementation

Leadership & Management