tmp/tlp summit output
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How do these programs develop more responsible, ethical, and value driven leaders, with skills that are needed in the market?
Here are the questions we aimed to answer through this process:
o But how do we measure this value?
o What is the promise AIESEC US offers students when they join a TMP or TLP program?
o What are the key value propositions of this program and how can we link it to future careers?
o How can we package these programs to attract and retain the right people to join AIESEC?
o How can redesigning our TMP + TLP programs develop our talent capacity to achieve GIP and GCDP growth?
o How can we customize these programs to achieve more focused growth in our sub products and focus areas?
1. Define: What is the bottleneck?
2. Research & Empathy (Consider many options): Customers, Stakeholders, & Market: Understand customer needs.
3. Ideation & Prototype: Host TMP/TLP Summit to co-create solutions for customer needs by designing the programs.
4. Choose: Design the brand and package with COMM department. Get feedback on packages from multiple stakeholders.
5. Implement: Introduce TMP-TLP packages at WNC and pilot implementation with 12-15 LCs.
6. Learn & Reflect : We will gather feedback and GCPs after recruitment and make necessary changes.
The primary responsibilities of the task force was seeking to answer the following questions through research & analysis, and using that information to redesign our programs so that they become more externally driven and so we can improve our local and national processes for TMP/TLP program management.
Here is the following process the task force underwent:
What is the current value proposition of the TMP/TLP programs we offer? Why do people stay in AIESEC US?
What are the experiences students are looking for, but are missing?
What are the skills and qualities that employers are looking for, that they can’t find?
How can we package this program and create TMP sub products that attract and retain the right people?
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• Observational Interviews (what our customers say)- Cristina, Jon, Katie, Kim, Megan, Thu-Hong
• Company Market Research (What employers look for)- Jon, Thu-Hong, Katie, Tala
• Student Market Research (What students look for)- Megan, Kim, Cristina, Aaron
• Customer Feedback Analysis (NPS)- Tala
• Service design tools-Tala & Jeff
•The task force conducted 81 observational interviews with members and alumni of 15 LCs. The interviews provided Qualitative Insight into the customer and was done in person or on Skype. This
provided the opportunity for the interviewee to further connect with the customer and observe attitude, tones, and ask follow up questions.
•Each member presented their key findings from the interviews, market research, and student market research for all of us to learn about each other’s findings.
Activities which develop an entrepreneurial and responsible attitude towards being a better
leader
Collaborative team environment
Personal and professional development
Personal and professional development
Access to a global network
Understanding of AIESEC's ambition and what we envision
Working for a team purpose
Practical hard and soft skills development
A practical team leader or executive leadership body experience
Activities which develop an entrepreneurial and responsible attitude towards being a better
leader
Access to a global network
Defined individual deliverables
A practical team leader or executive leadership body experience
Activities which develop an entrepreneurial and responsible
attitude towards being a better leader
Access to a global network
• The same things that make Team Members Promoters are the same things that make them Detractors with the exception of one-
• Access to a Global Network. This is probably due to the fact that Team Members don’t go to international conferences and only 15% of membership goes on exchange.
• The same things that make Team Leaders Promoters are the same things that make them Detractors with the exception of one-
• Defined Individual Deliverables. This means clarity of individual role and contribution is important to the Team Leader Customer and we should improve it.
Conclusion: Creating more promoters can be dependent on the ability to deliver what we already offer.
**Note: The data is from a small sample size, therefore the implications shouldn’t be taken too heavily.
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Acceptance
Spread cultural awareness
Practicing language
Realizing he’s great at something
Wants to belong to something familiar
Trusting people
Join a bunch of different organizations
Have you watched the news recently?
“I guess I didn’t know that about myself”
“Don’t want a tourist experience”
Reaches out to other people with similar
experiences
“Do you speak [inserts language]?
Ignorance and lack of awarenessGrades slipping
Pressure to do well
People aren’t looking for international experience
Identity crisis
Accepting people
Lack of community feelingIdentity crisis
Leaders in AIESEC who have gone very far
Stories from people experiencing the world for the first time
Accepting people
People only hanging out with people from the same backgrounds
You need to step out of your comfort zone
Feels included for the first time
Wants to be successful
Wants to get involved
Potential culture shock
Wants to feel challenged
Conflict between what I want to do and what will make me successful
Feels like there is a straight path to success
with no deviation allowed
People he went to high school with remaining stagnant
Accepting people
“We’re in America, you need to do well to succeed”
“This this on or you will lose your chance”
“We don’t talk about leadership, we do it”
Money & Cost of University
Culture Shock to @
Always being on the defensive trying to prove oneself
International network and perspective
How to work with other people, constructivelyFear of losing friendships Passion and motivation for
something
Control over her life
The outside world is dangerous
Hear biases from peoplewho have never been abroadIn their lives
Tunnel vision to success
Negative comments about her generation
Controversial subjects
Going abroad is expensive
Ideal life:A husband, two kids, and house with a picket fence
Wants to feel like she belongs in something
Wants to be different than the people she to High School with
Wants to find her place
Wants to explore new things
Feels lost in a huge group of people
Wants to be involved in college
Struggling with no longer being a big fish in a little pond
The economy sucks
People stressing to find jobs
Friends from high school traveling
Doesn’t like talking points
Sociable + enjoys meeting people in intimate environments Passive and never initiates conflict
People pleaser
Does things because people say she should
Dancing awkwardly to Eminem songs
Wears Uggs & cowboy boots
Creature of habit/routines
Gets good grades
Trying to do as many things as possible
Finds her voice
New Friends
Scholarships
Professional Skills and network
Lack of recognitionLose outside friends
Dip in grades
Lose sense of community
Feeling stagnant
Perspective + new friends
Maturity
Professional Network
Expansion of perspective
Bigger picture of AIESEC
AIESEC Network
Professional network
“No one is excited about me anymore”
Roll calls Run for EB
Failure is an opportunity to learn
If we don’t raise TNs = disbanded
I didn’t know that about myself
Titles don’t mean anything
This doesn’t make sense
Global Network
My VP is not doing a good job
Outside friends dislike AIESEC
Other LCs struggling or succeeding
Global Network
Cliques
Awkward after role is over
Out of place
Out of place
Able to relate AIESEC to classes
Understand the power of the network
Involvement on a national level
Under utilized
Overwhelmed scary busy
I’m so busy!What do I do next
in AIESEC?
More knowledgeable
than peers
Involvement on a national level
Don’t let rejection stop you
What are you doing next?
Why aren’t you a Team Leader?
Have you gone on exchange?
Academics
RelationshipsLack of support + guidance
Lack in understanding responsibility
Pride in self and others
Hard + soft skills, professional development
Hard to prioritize what’s important in life
Great team experience
Fulfillment
Great AIESEC experience
I really want to trust my members
Formulating the vision of your sub team
Accidently forget to cover your acronyms in front of externals
Delivers the “why” for people on the team
Bad/ Lack of feedback
Lack of motivation in members
Direct impact / Member involvement
Their LC grow
Lack of motivation in members
Wonders how they do it
New TL/ conference app
Successful alumni
Overwhelmed
Proud, fulfilled, happy“What if I mess up?”Innovative new ways to
engage members
Delegates tasks for members
“Why?”
Silence
“Good job!”“When are you going on exchange?” If you work
hard, you can do anything
“Are you applying for VP/LCP/MC?”
“What are you doing next?”
“You need a plan!”
“My VP won’t listen to me”
“How do I build a team?”
“Motivation of members and EB”
“Who am I leading?”
Social network & benefits
This is possible/ This is impossible
What does the customer (member) do?
What are the moments and places the customer (member) gets into direct contact with your service?
What else is involved?
The two stakeholders that have the most red touch point cards are Experienced Members and New Leaders. The primary channel is Local.
Solution: More strategic talent capacity strategies and support locally for these two stakeholders defined as:
• People who have been in AIESEC for more than one semester (usually 2-3)• New Middle Managers, OCPs (Team Leaders)• New Vice Presidents
Contributing Factors
Underlying Causes
Direct Causes
Core Problem
Contributing Factors
Underlying Causes
Direct Causes
Core Problem
Contributing Factors
Underlying Causes
Direct Causes
Core Problem
Contributing Factors
Underlying Causes
Direct Causes
Core Problem
Contributing Factors
Underlying Causes
Direct Causes
Core Problem
The next block of the agenda was about zooming out and analyzing what the market needs, and what kind of competencies and behaviors do the most influential change agents have to succeed.
This was done in two sessions called:
• Study of Genius
• Study of Market
In this session we read articles that profiled geniuses, athletes, CEOs’, and some of the most influential people in past and present to identify common characteristics that made them successful change agents. See sources here
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In this session we read articles on the topics of youth employment, skills gap, hiring generation Y, and employer needs to identify the most critical skills the market is demanding from young people when hiring domestically. See sources here.
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What are the moments and places the customer gets into direct contact with your service?
What does the customer do?
What else is involved? Externals?
After going through three rounds of brainstorming, we began the process of filtering ideas!This was facilitated through the form of discussion. We used two steps for this process.
The first step was filtering touch point cards of ideas into two categories:• New ideas• Improvements to existing programs
The second step of filtering was dividing G ideas into two categories:• Talent management processes & projects• New programs to prototype
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• Create a portfolio of experiences for members to show employers
• Mentor system between AIESEC alumni and members
• Associate membership (EwA)• Start Up Kit for every new member- includes
new member packet, t-shirt, etc• M3- Making Meetings Meaningful• Opportunities fund for members- innovation• Case Studies • Experienced Member Engagement Projects• TMP and TLP flow development• Local Level LEAD• Lifetime Commitment Program to engage
alumni
• Rotational Program• Sales Program• Micro-experience Program• Consulting Program
TMP • Social Sales• Business
Administration
TLP: • Business Operations• Organizational
Development
After someone has a hot idea for a new product, the next thing he or she needs to do is determine all the details. The more comprehensive this design stage is, the better.
This is when the task force goes out and gets feedback from different customers on the prototypes. This stage is in progress.
Some good questions to ask include:
• What are the product's attributes and characteristics?
• What will the product offer that others on the market don't?
• What is its function or purpose?
• Does any new technology need to be invented to manufacture the product?
• What is the product's lifespan?
COMING SOON!
TMP • (Pre Sales and Sales) Social Sales- Student Sales, Corporate Sales, Product Customization, Marketing,
Brand Positioning/ Delivery, External Relations, Public Relations
• (Delivery and Operations) Business Administration-Finance, Information/Knowledge Management, Account Management, Talent Management
TLP: • Business Operations- “Running your own social business”, Product Development, Project
Management, Operations Management (i.e. VP ICX, VP OGX, VP AD, VP Marketing)
• Organizational Development- Non-Profit Management, Training, Education, Coaching, Leadership/Management Development, Human Resources (LCP, VPTM, RC)
• Each sub product will have a dynamic career path.
• The current AIESEC roles and JDs will be clustered in these sub products.
• The evolution of each sub product will have company partner that supports the Learning and Development.
National Executive
Board
Local Executive
Board
Team Leader
Team Member
Team Member
Team Leader
OCP
VP (e.g. TM)
NST (e.g. TM)
Trainer
NTT
1-2 Semester 1-2 Semester 2 Semester 2 SemesterTrainer:not limitedNTT: 2 Semester
……
• Brochure, Leaflets, Posters for TMP/TLP on campus and virtual marketing • Online Campaign- Facebook Marketing, National Video• TMP/TLP Flow with career paths • Education Cycle Evolution at conferences• Company Partners for Learning and Development for sub products and for specific
programs like Rotational Program, Sales Development Program, and Train the Trainers Program