2. What we are aiming for?
BIG JUMP IN ABSOLUTE AND
RELATIVE RESULTS if oGIP is
your focus programme!
Some growth (10-15%) if oGIP is
your non focus programme
4. What is this about?
• Pick focus LCs for oGIP growth in your entity based on your OD
Model
• Using HR Intelligence to grow
• Building Capacity for oGIP
• Learning and Development
• Team Minimums – Look at Team Minimums content in the PPT
called “Team Minimums”
• Summary
6. Tier 2 MC 30-150 oGIP
Which LCs are making the jump in what programmes and HOW?
………
………………
Diversity
7. Tier 2(30-150 Re)
!
LCs in oGIP!
0-10 Re!
10-40 Re!
!
!
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 oGIP
8. What the final outcome should look like..
Focus LCs
for oGIP
only
Focus LCs for
GCDP only
Some LCs
that have
both GIP as
focus or 1
GCDP and 1
GIP
Align Re-Planning of LCs in the next 2 weeks to ensure their
goals are aligned to the growth model you have and they are
aligned to the National Plan of your entity
9. 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 oGIP
10. 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!
15. 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
16. 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!
18. You can measure productivity at raise, match
and realize stage!
• Productivity at RAISE = Number of members working for raise in 0GIP (in
front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in oGIP
(in front office and back office)/Number of matched (In the specific time
period)
• Productivity at REALIZE = Total number of members working in oGIP
(front office and back office)/Number of realizations in oGIP (In the
specific time period)
19. 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!
21. Set an MC goal for productivity per
programme: How?
• Work with all oGIP 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 oGIP 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!
22. What business Intelligence can help to drive increase in productivity?
% of people in
oGIP and % of
people in
Support
Functions Which level of
membership is
contributing
most to oGIP?
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
23. What business Intelligence can help to drive results??
Applicants to
oGIP TLP
positions
TMP Retention
Rate
24. Identifying our challenge can help us find the
right solution and drive short term growth
too!
Make sure you have the information you
need!
25. 3. Planning and Building capacity based on your
challenge, OD Model and Exchange timeline and
exchange flow!
26. Use TM Planning Tool to Plan for oGIP
1. Number of
Members in oGIP
and support
functions
2. Number of TMP
and TLP
Experiences in oGIP
and support
functions
27. 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 oGIP 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
28. Run an OPTIMIZED recruitment for the
fruit peak – 2 weeks!!
1. I do not
have enough
Members in
any
programme/
function
29. 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
30. Determine who is the right member
Skill AttitudeBackground Interest Time
33. 2. We have
enough members
in oGIP and
support areas
Focus on increasing productivity through
L&D and team minimums
34. 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
35. How to balance the oGCDP and oGIP support?
Clear JD for members in
Exchange Support
Clear KPIs for each member
Hybrid Members – Marketing or
TM members in oGIP team
Identify where GIP and GCDP
tasks get connected
36. Create an OD
Model that allows
growth in both
programmes
together
Base
it
on
the
number
of
LCs
you
have:
1. More
than
15
LCs
2. 5-‐10
LCs
along
with
some
expansion
initiatives
3. 5-‐10
LCs,
no
expansion
initiatives
4. 4-‐5
LCs
along
with
some
expansion
initiatives
37. More than 15 LCs
• Split focus between LCs as you have enough LCs
• Focus can be split in a way that LCs having
oGCDP focus are also maybe doing iGIP and
LCs have oGIP focus are doing more iGCDP
• If you have expansions as well, it is ideal that
the expansions are focused on one of the two
OGX Programmes (NOT ON BOTH)
• In terms of implementation, MCVP oGCDP to
focus on oGCDP growth LCs to ensure oGCDP
growth and supports these LCs with balancing
OGX in GIP and GCDP. MCVP oGIP to focus on
oGIP growth LCs to ensure oGIP growth and
supports these LCs with balancing oGCDP and
oGIP!
• Supply and Demand allocation and education
to be done to LCs accordingly
5-10 LCs with some expansions
• Split focus between LCs – NO LC growing a
LOT (in absolute or relative numbers) in one of
the OGX Programmes should be focusing on the
other
• Capitalize on your expansion entities and have
a very good coaching model to ensure growth of
one of the two OGX Programmes through entity
expansions
• The other option is to have 4-6 LCs growing in
both OGX Programmes however only between
25-30% relative growth and no more than that
– in this case you can focus on having the right
LC Structures and back office support to drive
both OGX Programmes
• Again here, synergy between MCVP for oGIP
and MCVP oGCDP is extremely important
• If MCVP OGX only, focus on 2 OGX not
suggested OR get an MC Manager for one of the
2 OGX!
38. 5-10 LCs, no expansions
• Even if both OGX Programmes are the focus, the
relative growth on any of them cannot be more than
30-40% overall because without expansions it is difficult
to make it happen
• If your oGCDP Process is very well optimized and you
feel oGCDP growth will be natural, focus on only
increasing efficiency in oGCDP so that more members
can focus on oGIP
• In this case almost all LCs might have to do oGIP (or at
least 6-7) and the other LCs can do a lot of oGCDP + the
LCs doing oGIP have members doing oGCDP at very
high efficiency
• MCVP Marketing supporting LCs in both oGIP and
oGCDP Marketing
• In LCs needing to grow a lot in both programmes the
MCVP Marketing, TM or OD can be the coach
• In LCs with oGCDP focus, oGCDP can be the coach and
LCs focusing more on oGIP, MCVP oGIP can be the
coach
Below 5 LCs with expansions
• In general, it is best to have only one of the OGX
Programmes as FOCUS (high growth percentage) and
either start up the other or have a lower/balanced
growth %
• Eg: If you are already growing oGCDP, then you can
have higher ambition in oGCDP and start up oGIP OR if
you are doing both oGIP and oGCDP you can also have
high relative and absolute growth goals for oGIP and
sustain growth in oGCDP
• Some part of either oGIP or oGCDP (suggested is
oGCDP) growth can come from expansion initiatives so
that LCs can focus more on oGIP
• In this case, the MC can work with LCs on big university
partnerships for oGCDP that can completely optimize
the raising process, post which LCs can work more with
oGIP and build capacity for oGCDP Matching and
delivery
• The above points are different scenarios/examples
depending on your reality
41. 0-10 Start Up LC
VP
Member Member Member Member
Basic Consideration:
• Focus in 1 sub product – Marketing OR
Teaching
• Each member goes through Ra-Ma-Re
• High effort of L&D is expected to retain the
members
• Consider oGCDP, iGIP or EPs to join this
team
∞Ra-Ma-Re
Number of members: Depends on efficiency and year goal for oGIP
Job Description:
• Promotion and raising, matching, and realizing
• Outgoing preparation seminar
• Experience Co-delivery
42. In the 1st year of
operating oGIP, LCA
wants to have 10
realizations in one
subproduct by the end
of the term.
VP oGIP
• Strategy and
coordination for 1-2
subproducts
management
• Market Research
• S&D analysis
Member
3
Member
2
Member
1
JD for each member:
- Promotion support (virtual and physical)
- Sign ups follow up
- EP Raising management
- Manage matching process
- Co delivery (EP virtual preparation)
- Outgoing Preparation Seminar (incl.
LEAD for EP)
- Follow-up of EP while abroad
- Reintegration
Example
What
should
theydo?
43. • SPLIT oGIP and oGCDP LCVPs for focus LCs
• In case this isn’t possible, create specific oGIP teams for the summer/peak
within the OGX team at an LC level so that they can be tracked separately
• Teams working for a specific peak in oGIP 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
44. VP
TL
Ra
Ra
Ma
Re
TL
Ra
Ra
Ma
Re
TL (Pocket Recruit.)
∞Ra-Ma-
Re
Basic Consideration:
• Each team is focused on one sub product –
Marketing or Teaching
• Can work with either ongoing or pocket
recruitment, depending on the relevant sub product
for your market
• For ongoing, start to specialize members in
different processes
• For pocket, focus on the delivery of the full process
Number of members: Depends on efficiency in oGIP and goal for oGIP
Job Description:
• Promotion and raising, matching, and realizing
• Outgoing preparation seminar
• Experience Co-delivery
Potential LC
(10-40 Re)
∞∞
45. My entity does high volume GCDP and we
are hitting capacity in GCDP : (
What should we do?
Make GCDP team
structures very
productive by
making them project
based – One issue and
1-2 Entity Partners Different LCs jumping
in GCDP and GIP
Programmes to
strike a balance
Specific recruitment
only for oGIP front
office and back office
oGIP Front office
and back office can
be part of the same
team which is an
oGIP team
46. 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
49. 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’
50. Sample timeline to drive results in a peak (Can be July or any other)
What
kind?
What kind of education cycle to create for LCVPs and Team Leaders?
Teaching and Marketing
knowledge
Online and Offline attraction
and converstion
oGIP Sales knowledge
Team Minimums
Implementation
Complete Supply and Demand
awareness
Attraction and conversion of EPs
Matching Process
Delivering on country
partnerships
Continued Raising and Matching
knowledge
Weekly updates on current supply
Delivering Quality Experiences
APRIL APRIL&MAY JUNE
51. 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
Team Minimums
Supply and Demand understanding
How to raise based on product and
S&D
Matching Process understanding
Supply and Demand
Continued Raising and Matching
knowledge
Weekly updates on current supply
Team Management
Matching Process
APRIL APRIL&MAY JUNE
Sample timeline to drive results in a peak (Can be July or any other)
52. LEARNING AND DEVELOPMENT
For LCs - no or very
little available forms
Education focused on
Raise only
For LCs - available
forms but need to raise
more
Education focused on
Raise and Match
For LCs – many high
quality available forms
but need to match
Education focused on
Match
53. LEARNING AND DEVELOPMENT
Customize to target
Profile
Eg: Our Team Leaders are
not productive, so L&D
targeted to Team Leaders
Customize to specific
focus LCs for oGIP and
also within focus LCs
Depending on scale, sub
product focus, challenge of
the LC, whether they need to
focus on Ra or Ma etc.
If you are doing a
recruitment, induction
should be fast, practical
and oGIP focused
Make it measurable, eg:
Time it takes a new member
to start performing
54. 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
55. 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
56. Summary oGIP 150+
• 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
57. Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
