igip txp recommendations

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iGIP TXP Recommendations For VPTMs, VPICX & VPER

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iGIP TXP Recommendations for AIESEC in Germany

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Page 1: iGIP TXP Recommendations

iGIP TXP RecommendationsFor VPTMs, VPICX & VPER

Page 2: iGIP TXP Recommendations

You understood how to structure your iGIP (ICX & ER) team effectively

You know how to use reception teams

You know how to delegate tasks to your members

You understood the TMP Quality standards

Through that you create great team experiences in your team and increase your

member retention rate

Purpose of this presentation

Page 3: iGIP TXP Recommendations

1. Why of iGIP for your team

2. Team structures

3. How to use Reception to improve TXPs

4. Do’s and Don’ts of delegation

5. TMP Quality Standards

Content of this presentation

Page 4: iGIP TXP Recommendations

A young person witnesses and contributes to an organization

of a different culture and therefore develops

entrepreneurial and responsible leadership

Entrepreneurs & companies

can sell their products in international markets,

survive, and leverage on

new insights and the motivation of our interns

A young member learns sales and delivery, and

learns how to contribute to society through market

solutions

Value for our internsValue for the

marketValue for the iGIP

intern

Why of iGIP for your team

Page 5: iGIP TXP Recommendations

To ensure the fulfillment of these three factors it is

absolutely necessary to ensure great team experiences (TXPs) for your team members in order for them to develop leadership

and contribute to the development of others through

great performance and clear results.

Why of iGIP for your team

Page 6: iGIP TXP Recommendations

The allround-Team• Small team allround JDs (Raising & Matching)

• Ideally between 3-5 members

• Team members are directly managed by the VP

Effective team structure because all members that are not already matching TNs sell until

they have raised a TN, which they can personally match themselves and with that

they have full ownership for the EPs.

After they matched the TN, they are responsible for managing the partnership and

start selling again once they have capacity.

Cluster A & B (up to 3 TNs raised and 3 TNs matched)

Allround

Recommendations for 2 VPs

If you have a VPER & VPICX• conduct your teammeetings

together• Use your different

backgrounds to give an allround education to the members once they need the knowledge

Team structures

Page 7: iGIP TXP Recommendations

The Sales and account management Team

• New Sales + Account Management Team

• The team structure depends on the amount of TN Takers and the amount of TNs raised from them

Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)Sales and

Accounts

Team structures

Page 8: iGIP TXP Recommendations

VP ER

iGIP Seller*

iGIP Seller*

iGIP Seller*

VP ICX

Account Manager*

*

Account Manager*

*

Account Manager*

*

*Sells until he/she has raised a TN, then

manages the account (becomes an Account

Manager)

**already has one of the TN Takers, matches available

TNs and manages the partnership (should raise

new partners if he/she has capacity)

Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)

Scenario 1) Few TNs (1-3) distributed to many accounts

Team structures

Page 9: iGIP TXP Recommendations

**already has one of the TN Takers, matches available TNs and manages the partnership (should raise new partners if he/she has capacity)

***Matches TNs that cannot be matched by the account managers

Cluster C & D1 ( up to 8 TNs raised and 8 TNs matched)

Scenario 2) Many TNs (4+) distributed to few accounts

VP ER

iGIP Seller*

Account Manager**

Account Manager**

VP ICX

Account Manager** Matcher*** Matcher***

*Sells until he/she has raised a TN, then

manages the account (becomes an Account

Manager)

**already has one of the TN Takers, matches available

TNs and manages the partnership (should raise

new partners if he/she has capacity)

***Matches TNs that cannot be matched

by the account managers

The account Managers can be distributed among the VPER & VPICX, dependent on the amount necessary. However, sellers that do not manage an account yet, should be

managed by the VPER, while matchers should be managed by the VPICX.

Team structures

Page 10: iGIP TXP Recommendations

Structures for even larger LCs are provided through the output of the Top LC Summit in Bonn from February 2014.

Please contact either MCVP ER Joseph or MCVP ICX Anita for more information:

[email protected]

[email protected]

Team structures

Page 11: iGIP TXP Recommendations

Reception

Page 12: iGIP TXP Recommendations

1. When to establish a reception team

2. Recommendations for team structures for reception

3. Must-have and Nice-to-have JDs

Content - Reception

Page 13: iGIP TXP Recommendations

0-10 iGIP (per year)

• No reception team needed

• ICX JDs can be allrounder JDs and reception process can be tracked by VP ICX and facilitated by matching team and the whole LC

10-25 iGIP per year

• Reception Subteam with teamleader

• covering must-have JDs within the ICX Team should be implemented

> 25 iGIP per year

• Reception team with VP Reception should be implemented

• covering must-have JDs and only nice-to-have JDs if capacity is there

When to establish a Reception team in your LC?

Page 14: iGIP TXP Recommendations

Rasing and matching (and reception) of one Incomer by one ICX member.

Reception is task of the whole LC!

It is more efficient to have everybody in raising until some TNs are raised.

Members gain a broader picture of the processes and have more commitement towards company and EP if they

are responsible for the whole process.

Reception teams are a waste of ressources if you do not have enough incomers.

Allround0-10 iGIP

Allrounder JDs in ICX

Page 15: iGIP TXP Recommendations

• Subteam in the ICX department with one teamleader and 3-4 members

• JDs to be covered: Intern manager, Buddy Manager, Flat Manager

Putting more members in this team makes the team too big and inefficient to track (trade-off between more man-

power and more coordination effort)

10-25 iGIPSubteam with must-have

JDs

Page 16: iGIP TXP Recommendations

• Reception area becomes a strategic topic in the LC (e.g. Flat management)

• Two Subteams with Teamleader and 3 members each

Intern Management and Flat Management are split up

Examples for structures: Munich and Hamburg

More than 25 iGIP Reception Team with VP

Reception

Page 17: iGIP TXP Recommendations

VP Rec

Appartement and Events

Appartment Manager (2-3)

Event Manager (Nice to have)

Intern Management

Buddy Coordinator

Document Manager

Internship Quality Manager (Nice to have)

Team Structure Hamburg

- LC is not permanently renting flats -

Page 18: iGIP TXP Recommendations

VP Rec

Flat Management

Flat Manager (2)Rent Claim

Manager (Nice to have)

Risk Manager (If more than 3 flats)

Intern Management

Buddy Coordinator

Reception Process Manager

Event Management and Reimbursements

(Nice to have)

Internship Quality Manager (Nice to

have)

Team Structure Munich

- LC is permanently renting flats -

Page 19: iGIP TXP Recommendations

• Your JDs in a Reception Team need to cover:

• Document Management• collecting all documents from interns and managing arrival process

• Buddy Management • Finding a Buddy for every Intern• making sure the Intern is taken care of in the first days

• Flat Management • finding Flats• taking care of your LC-rented flats

• If you should have more capacity for tracking and developing people in your team. These JDs are the last ones to be covered and the first ones to be abolished if you cannot cover your must-have operations

• Event Management (Organizing events for interns like reception weekends etc.)

• Reimbursements (taking care of PB Maßnahmen)

Must-Haves and Nice-to-Haves

Page 20: iGIP TXP Recommendations

DELEGATION

• As a TLP you need to develop skills in different kind of areas

• good technical skills• analytical and organizational skills• ....and you need to develop people skills

• Why is delegation so hard?

• You are too busy and you don‘t have enough time• You think that your members will do the task

correctly and on time• You don‘t know how to delegate effectively

... is the most important tool of a TLP

Develop your people skills and develop your

people through that

Page 21: iGIP TXP Recommendations

1. The task

• Describe exactly what you want, until when it needs to be done and which results you are expecting in the end

2. Put the task into

context

• Tell your member, why the task needs to be done and why this task is important for the whole flow

• Describe the possible complications which might arise during the execution

3. Defin

e standards

• Be clear on standards for the work. The work of the members will be judged according to these standards

• The standards should be realistic and achieveable

4. Competenci

es

• Your member should have the competencies in order to execute the task. If your member does not have them now, educate the member

5. Supp

ort

• For the successful completion of the task there might be support needed from you r side

• Ask your member at regular points if support is needed

6. The final yes

• Be sure that your member really took over the task, thet he/she understood the task and also the expectations

- The 6

ste

ps

of

dele

gati

on -

Page 22: iGIP TXP Recommendations

DELEGATION

Can be delegated

• Tasks which require a lot of details e.g. research of numbers, technical details

• Collecting information / research

• Routine work

• Project planning

... Which task can be delegated or not?

Can‘t be delegated

• Long-term vision and goals

• Performance evaluation, discipline and advices

• Confidential situations

Page 23: iGIP TXP Recommendations

DELEGATION

Track according to your members needs

• If your member is not so independent then increase the amount of points when you are tracking the tasks

• The best case is that your member needs the minimum amount of tracking

Have a system which is used by you and your members to track the tasks

Open communication channels

• Your members should have the feeling that they can come to you any time, so be approachable for any kind of request

Be strict with the agreements

• If tasks are done not on time, find out what happened• Don‘t just ignore the missing of the deadline

Appreciate and give positive feedback for tasks which are better than expected or to your full expectation setting.

... How to track the delegated tasks?

Develop your people skills and develop your

people through that

Page 24: iGIP TXP Recommendations

• Functional• Conferences• Soft Skills

Education

• 3 members• 2 months• 1 Teamleader

Practical Team

Experience• Teambuilding• GST and PDT once per semesterSupport

• SMART JDs for every TMPAttractivness

Every member should receive the basic TMP Quality standards in order to have a good team experience. Every VP/LCP is responsible to deliver these

standards and you as VPTMs is tracking them.

TMP Quality Standards