1. Learning and Development
iGCDP Tier 2

2. The iGCDP OD Model

3. GCDP Clustering for LC
iGCDP
Beginner 0-25 X RE
Intermediate 25-100 X RE
Advanced 100-200 X RE
Mature +200 X RE

4. What is the current
state?

5. Entities in Tier 2 iGCDP
Entity
ARGENTINA
BAHRAIN
CAMBODIA
CZECH REPUBLIC
GHANA
HUNGARY
ITALY
KENYA
MALAYSIA
MAURITIUS
MEXICO
ROMANIA
SRI LANKA
TAIWAN
TANZANIA
THE PHILIPPINES
TOGO
TUNISIA
TURKEY
UKRAINE

6. LCs
Combined these entities have…

7. LC Performance over view in this tier
The top LC does
242 Re in this
tier – AIESEC
Uni of
Mauritius
A lot of LCs are
between 25-
100 Re (A lot
between 40-50
specifically)
Ukraine, Italy
and Taiwan
have quite a
few LCs
between 0-25
as well,
Most LCs doing
100+ are doing
between 100-
140ish

8. What we observe?
• There are enough tier 3 and tier 4 LCs in that can make the JUMP!
• Out of the tier 2 entities in iGCDP, only 5-6 of them have iGCDP as their main focus and the ot
her entities definitely want to have some amount of growth in iGCDP however this growth is
more balanced!
• For all entities, their OD Models will have to have specific LCs that are focus for iGCDP growth
and also indicate the LC cluster they want to see growth in when it comes to iGCDP
• For entities where iGCDP is high volume but a non focus programme, how to balance MC res
ources is very important

9. What we are aiming for?
OD Models in Tier 2
iGCDP being aligned to
sustainable growth in the
programme
LCs in tier 3 (25-100) and
4 (0-25) in iGCDP being
able to jump
LCs between 100-200
growing in quantity and
quality along with
increased productivity

10. Learning
and
Developmen

11. USE TM Planning tool
How do I
plan?

12. FOCUS ON EDUCATION TO DRIVE RESULTS
How can
i achieve
this?
1.
Create a specific
iGCDP education
cycle
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

13. iGCDP
All Levels

14. TOPIC CONTENT OBJECTIVES TARGET
PRODUCT
KNOWLEDGE
 Relevance of the product in the
society
 What is a product and product life
cycle
 Know the elements of products (price,
brand, quality, value, customer
segments, etc.) and the different stages
of products
 Understand the exchange process from
Calls until Completed
 Know how to use all the functions on
myaiesec.net for exchange
management to make the process fast
and effective Members,
Leaders,
VPs
EXCHANGE
PROCESSES
 Exchange process flow and yearly
timeline (product customer flow)
 Exchange Management on the GIS
SUPPLY &
DEMAND
MANAGEMENT
 Supply and demand theory and
necessity
 Exchange management on the GIS
INNER&OUTER
JOURNEY
 Why and how and what of inner and
outer journey in AIESEC
 Delivery of I&O journey to our
customers
 Understand how AIESEC develops
leadership through I&O journey and
know how to support our customers to
go through an intense I&O journey
CUSTOMER
EXPERIENCE
MANAGEMENT
 Why, how and what of CEM?
 Co-delivery
 Information system management for
better customer service
 Understand the importance of customer
experience management and know how
to use the resources (data, partners) we
have to create strategies for
All levelsiGCDP

15. All levels
TOPIC CONTENT OBJECTIVES TARGET
ISSUE-BASED
SEGMENTATION
 Why and how of issue
segmentation for GCDP in
AIESEC
 Changes in product and
process management in the
LC
 Understand why issue segmentation
was created and how to work with
this model in the LC (changes in
processes, product development,
structures)
Leaders &
VPs
CROSS-
CULTURAL
COMMUNICATION
 Hofstede’s cultural dimensions
 Behaviours and attitude
needed for effective cross-
cultural communication
 Understand the 5 cultural
dimensions of Hofstede and how to
adapt communication based on that
Members,
Leaders,
VPs
CUSTOMER
LOYALTY FOR
STUDENTS
 Building a customer
relationship with trainees
 Minimums of project delivery
 How to satisfy our customers
 Understand the standards and extra
deliveries in iGCDP projects in order
to have promoters and develop
leadership
Leaders &
VPs
SALES TRAINING  Basic sales knowledge and
techniques
 Practice sales of our products
 Understand the process of sales and
know how to deliver a full selling
cycle
Members,
Leaders,
VPs
iGCDP

16. iGCDPIntermediate (LCs doing between 25

17. TOPIC CONTENT OBJECTIVES TARGET
NATIONAL
PROJECTS
 Product knowledge of national projects
 The responsibility of making national projects
 Devision of responsibilities and roles between
MC and LC and the rules of communication
 Value of national partners & projects
 Understanding what is the
national project, how to operate
with MC and feel responsible
and commited to national
projects.
Leaders &
VPs
PROJECT
MANAGEMENT
 Definition and characterisitics of a project.
 Process in project management
 Goals achievement
 Resource management
 Understand how to build your
project and the processes inside,
manage effecively resources to
achieve the goals.
Leaders &
VPs
COUNTRY-TO-
COUNTRY
PARTNERSHIPS
 What is CY2CY partnership
 Value of CY2CY partnership
 Responsibilities in partnerships
 Main processes in cooperation management
 Understand the processes in
CY2CY partnerships,
responsibility towards delivering
the XPs on LC levels and clear
WHY of working by CY2CY
VPs
SHOWCASING
& PROMOTERS
 What is showcasing and promoters stories
usage
 How to brand promoters stories and showcase
them
 Showcasing channels and partnerships
 Understand how to showcase
the srories of promoters for
getting more customers
Leaders &
VPs
INTERMEDIATEiGCDP

18. iGCDPAdvanced (LCs doing between 100-200)

19. TOPIC CONTENT OBJECTIVES TARGET
BUSINESS
MODEL
 Business model canvas
 Financial model
 Understand the business strategy and
processes within that and feel responsible
towards financial sustainability of the project
Members,
leaders, VPs
PRODUCT
DEVELOPMENT
 Product packaging
 Product development flow &
processes
 Customization
 Understanding how to package the project,
how to sell to different stakeholders and
customize to different target groups.
Leaders and VPs
SALES
DEVELOPMENT
PROGRAM
 Knowledge and practice of
advance sales techniques
 Increasing the capacity and the productivity
to reach the higer level of sales results
Members,
leaders, VPs
CRM
MANAGEMENT
 Account management
 System usage and
management
 Rules and regulations of
CRM
 Working professionaly on customer
relationship management
Members,
leaders, VPs
ADVANCEDiGCDP

20. TOPIC CONTENT OBJECTIVE TARGET
BUDDY & HOST
PROGRAM
 Packaging of host & buddy
program
 Attitude and responsibility
towards engaging those
customers
 Concrete processes on working
with H&B
 Know how to engage B&H as a cutomer and
have the long-term realtions with them. They
understand the clear value of this program
Leaders,
VPs
CRISIS
MANAGEMENT
 XPP review
 How to deal with the threats
before, during and after they
occure
 Case solving practice
 Know how to deal with cases and crisises
and are not afraid of fire-fighting process.
Leaders.
VPs
LC2LC
PARTNERSHIPS
 What is LC2LC partnership
 Value of LC2LC partnership
 Responsibilities in partnerships
 Main processes in cooperation
management
 Understand the processes in LC2LC
partnerships, responsibility towards delivering
the XPs on LC levels and clear WHY of
working by LC2LC
VPs
ADVANCEDiGCDP

21. FOCUS ON
Learning and
Development related to
local project creation and
implementation because
it might be the first time
for a lot of LCs in this
tier!!

22. Customization is the key to success
Customize by LC
Scale
Customize By Target
Profile Eg: Team Leader
Customize by LC
current reality and
focus

23. Ensure education for members in support functions
who are supporting iGCDP as well!
FOCUS ON BACK OFFICE EDUCATION
TOO!

24. 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 aligned to
your exchange flow and
exchange timeline
Exchange timeline
4. Ensure there is customised
content for specific LCs and
specific profiles within LCs.
(customize to your OD Model)
CUSTOMISED

25. 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

26. Sales Development for iGCDP
Golden
Rule
70%PRODUCT & PROCESS
KNOWLEDGE
30%SALES KNOWLEDGE

27. tg c m
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Define what you want to achieve in iGCDP and when so that your SDP
can be tailored to your sales needs.
Sales Development for iGCDP

28. How?
tg c m
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Who is going to achieve this?
This will define the key target for your SDP. eg. I’m going to target iGCDP
Sales-Raising TMP

29. sdp for igCDP how
?
c m
This is where you make your sales development program framework with
the key message and best channels to connect to your target audience!
:D

30. A tracker system
Education
Framework/ timelineCustomize as per
your sales reality
and OD Model!
what is sdp made of?
Content and Delivery
Sales Conference
if needed

31. REMEMBER!
Don’t forget about tailoring
your content
and timeline to
suit teams working for peak realisations
and teams working for off-peak
realisations!

32. 5. Implemen
Team minimu

33. Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
Performance

34. 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!

35. Planning Productivi
ty
Talent Capacity
Learning &
Development
Business
Intelligence
Team Minimums

36. 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!

37. HOW DO I
TRACK THESE?

38. 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 perfor
mance management and tracking
• Monthly/Quarter Reviews – Optional for
teams living a 3-6 months experience and a
dvisable for LCEB and MCEB teams
Plan
• Team Plan with clear team success and MoS
• Individual plan per team member with clear in
dividual 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

39. Training Tracking and Coaching
Evaluation & Reflection Learning &
Development
• Transition for the team
• An education cycle including operational
and operational knowledge for the
organization
• Training tailored for each JD
• Weekly/Bi-Weekly Team Meeting
• Individual coaching per month (can be
with team 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 and
individuals through the term

40. Business
Intelligence
What is the Business Intelligence we c
an get from team minimums tracking a
nd 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 Mini
mums “Team” have been fulfilled)