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The First 90 Days

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backward planning

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The First 90 Days

  1. 1. THE FIRST 90 DAYS
  2. 2. key lessons from SONA - Member Retention is affecting performance - Productivity needs to be a focus - We don’t do people analytics
  3. 3. 1. WE WON’T LOSE A SINGLE MEMBER 2. EVERY MEMBER DOES EXCHANGE 3. WE KNOW THE PERFORMANCE, ENGAGEMENT AND HOW MANY MEMBER WE HAV E - A LWAYS.
  4. 4. before we start: - Yesterday was the past, today is the future - The Fast and the Ruthless solutions excuses Discussions PLAN, BEHAVIOUR, PROCESS, TRACK Implementation - - - Note down knowledge gaps - this is your responsibility to follow up
  5. 5. Spilt into clusters
  6. 6. Backward Planning?
  7. 7. Backward Planning IT IS PREDICTED THAT 100% OF YOU WILL IMPLEMENT NEW STRATEGIES/ PLANS AFTER JNC WE HOPE THAT THOSE STRATEGIES AND PLANS TRANSLATE INTO CHANGES IN PROCESS BUT 0% WILL ADJUST THEIR OS/ JD/PEOPLE STRATEGY IN ANY WAY. WHO IMPLEMENTS PROCESSES AND STRATEGIES DUDE?
  8. 8. JULY DEC
  9. 9. Key front office strategies to drive results. JULY DEC Key back office strategies to drive results.
  10. 10. JULY DEC what do you want to achieve here?
  11. 11. JULY DEC then how does that translate back into MA - RA - Pre-RA etc.
  12. 12. WHAT ARE THE KEY PROCESSES AND ACTIONS ARE PART OF THE PROCESS OF DELIVERING THE IGCDP PROGRAM. JUL-AUG-SEP-OCT-NOV-DEC PRE-RAISE RAISE MATCH Please include all relevant data you need to plan: RA-MA Ratio, MA-RE Length, NPS, Timeline for IR etc.
  13. 13. ENSURE YOU ADD YOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching
  14. 14. MEMBER EFFICIENCY JUL-AUG-SEP-OCT-NOV-DEC WHAT DOES MEMBER EFFICIENCY TELL YOU ABOUT THE NUMBER OF MEMBERS NEEDED?
  15. 15. Backward Planning: Membership Number of Realisations (how many & when) Number of TMP
  16. 16. Backward Planning: Membership Current 3.64 1.26 2.79 0.43 iGCDP iGIP oGCDP oGIP Ideal iGCDP iGIP oGCDP oGIP 5.5-9 5.5 - 9 5.5-9 3 - 5.5
  17. 17. Backward Planning: Membership how to see the ideal member productivity?
  18. 18. what is the productivity of the productive members?
  19. 19. THIS SHOULD GIVE YOU A STRUCTURE SKELETON (EACH TEAM HAS 3 - 6 MEMBERS)
  20. 20. ENSURE YOU ADD YOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT TYPES OF JDS DO YOU NEED TO SUPPORT THESE INITIATIVES
  21. 21. ENSURE YOU ADD YOUR KEY FRONT AND BACK OFFICE STRATEGIES. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching
  22. 22. Job Description • Duration˝ • MOS ˝ • Roles & Responsibilities what’s missing?
  23. 23. How does the MOS reflect strategy?
  24. 24. WHAT DO TMPS NEED TO HAVE BASED ON THE ACTIVITIES OF THEIR FUNCTION? JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT ARE THE COMPETENCIES THAT I NEED?
  25. 25. WHAT DO TMPS NEED TO HAVE AND LEARN BASED ON THE ACTIVITIES OF THEIR FUNCTION? AUG PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. KNOWLEDGE SKILL ATTITUDE
  26. 26. JUL-AUG-SEP-OCT-NOV-DEC RAISE MATCH • Project Management • Sales • Raising • International Relations PRE-RAISE • Allocation • Education of Members • Project Creation and Planning • etc. • Project Management • International Relations • Matching WHAT ARE THE COMPETENCIES REQUIRED AND DEVELOPED? JD ACTIVITIES - PROJECT MANAGEMENT - SALES - RAISING - INTERNATIONAL RELATIONS COMPETENCIES REQUIRED COMPETENCIES DEVELOPED
  27. 27. okay, enough planning. Job Description • Duration˝ • MOS ˝ • Roles & Responsibilities˝ • Competencies Required and Developed let’s recruit!
  28. 28. Picture the ideal new recruit WHAT ARE THE IDEAL CHARACTERISTICS OF NEWIES BEFORE INDUCTION STARTS?
  29. 29. Picture the ideal new recruit Job Description • Duration • MOS • Roles & Responsibilities • Competencies Required and Developed IS THIS ENOUGH TO SELECT A PERSON OFF?
  30. 30. Is AIESEC for everyone? REFLECT
  31. 31. Is there criteria for leadership development potential? REFLECT
  32. 32. Describe the ideal person to thrive in your LC culture. REFLECT
  33. 33. Picture the ideal new recruit IS MY SELECTION PROCESS Job Description REFLECTING THIS? • Duration • MOS • Roles & Responsibilities • Competencies Required and Developed Cultural Aspects • Cultural Fit • Global Competency Model • Recruitment based on ‘potential’
  34. 34. design a selection process.
  35. 35. What is the purpose of each stage? let’s make it as efficient as possible! :D
  36. 36. what’s holding you back from this?
  37. 37. Individual vs. Organisational Need REFLECT
  38. 38. Picture the ideal new recruit Job Description • Duration HOW CAN I MOS ENSURE THE • QUALITY OF MY • Roles & PROCESS? Responsibilities • Competencies Required and Developed Cultural Aspects • Cultural Fit • Global Competency Model • Recruitment based on ‘potential’
  39. 39. Quality of Selection Process • Do you have the capacity to run a selection process? • EB Education • EB Skill Building • Case Studies understanding
  40. 40. now, let’s say you were all successful and your spanking new fresh recruits are announced!
  41. 41. what next?
  42. 42. ONE EXCHANGE
  43. 43. ONE EXCHANGE LEADERSHIP DEVELOPMENT ESTABLISHED CONNECTIONS ASPIRATIONS ABOUT FUTUR E IN AIESEC
  44. 44. how does this progress ˝ in induction?
  45. 45. THE FIRST 10 DAYS
  46. 46. 10 DAYS
  47. 47. 10 DAYS a) What do you want to achieve?
  48. 48. what was your turning point?
  49. 49. 10 DAYS b) how will you bring people on board with you?
  50. 50. 10 DAYS c) How will you do it?
  51. 51. THE FIRST 10 DAYS challenge accepted
  52. 52. what’s going to happen from now… - Commission Blocks for backward planning ! but first
  53. 53. you need to understand the capacity of your membership
  54. 54. what is the % of your membership that is not performing? ACTION STEPS? how will you recruit without understanding your current reality? What will you do with these people?
  55. 55. FOR YOUR UPCOMING RECRUITMENT QUESTIONS FOR YOU TO CONSIDER: HAVE YOU OPENED AN OC FOR RECRUITMENT YET? 1 ? OGCDP RA STARTS JUN-JUL-AUG-SEP-OCT-NOV-DEC CURRENT T I M E I T TAKES FOR SELECTION YOU ARE CURRENT T I M E I T TAKES FOR PROMOTION CURRENT T I M E I T TAKES TO GET OGCDP MEMBERS TO PERFORM EXAMPLE: IS WHERE YOU’LL SEE PERFORMANCE
  56. 56. ! THEN, LEADERS WILL START TO DO WORK FOR MEMBERS. (PRODUCTIVITY DROPS) MEMBERS DON’T HAVE A VALUABLE EXPERIENCE AND DROP OUT (RETENTION DROPS) THEN WE START WITH THIS PROBLEM AGAIN IN THE FEBRUARY RECRUITMENT
  57. 57. align exchange talent capacity
  58. 58. when do exchange programs need to start performing?˝ How does your recruitment process align? exchange talent capacity
  59. 59. EVERY MEMBER MATTERS TA1ENT EVERY MEMBER IS IMPORTANT
  60. 60. FOCUS
  61. 61. EVERY MEMBER MATTERS TA1ENT EVERY MEMBER IS IMPORTANT

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