1. oGCDP Quality - Capacity
Quality

3. 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

4. HOW?
STEP 1:
Plan for Capacity
for Quality
STEP 2:
Structure, JD and
KPI in different LC
Volumes in iGIP

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

6. Use the TM Planning tool to plan
oGCDP
STEP 1: Plan for Capacity for Summer

7. STEP 1: Plan for Capacity for Summer
Here enter
number of EPs
one member can
deliver Eg: 1
member – 3 EPs
oGIPoGCDP

8. 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

9. STEP 2: Create structures for quality delivery
Structures by
Volume of
Realizations the LC
does
Customize your
structures for the
fruit peak if needed

10. VP
Member Member Member
∞
Ra-Ma-Re
STEP 2: An LC that has planned between 0-25 Re in 2014

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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 focus
Product development, Product sales and delivery
Structure
Project 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

19. 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

20. 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

21. 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

22. 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

23. 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 focus
Project sales and delivery, Process optimization, EP
learning and service.
Member JD in issue-based Project Team
Project design, marketing and sales;
EP’s inner-outer journey(experience) management:
Event management
EP Education and Management on Exchange Process
Showcasing
Duration
3 months

24. 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

25. 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

26. • 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

27. 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