Capacity for high volume iGCDP Tier 1

Capacity for High VolumeiGCDP Tier 1

The iGCDP OD Model

GCDP Clustering for LC

iGCDPBeginner 0-25 X RE

Intermediate 25-100 X REAdvanced 100-200 X RE

Mature +200 X RE

How can you take advantage

of it?

Let’s GO!

Pick focus LCs for iGCDP growth

What are the tiers within LCs?

• Number of LCs doing 0-25 Re – 66 LCs (19 from MoC and 13 from Brazil)• Number of LCs doing 25-100 Re – 77 LCs (15 from MoC and 18 from Brazil)• Number of LCs doing 100-200 Re – 26 LCs• Number of LCs doing 200+ - 8 LCs (No LC in Brazil, Colombia, MoC or Russia doing

200+)

What we observe?

• There are enough tier 3 and tier 4 LCs in that can make the JUMP!

• None of these entities have iGCDP as the main FOCUS programme in 2014-15 however they need to ensure organic growth/sustain growth in the pro- gramme

• Their OD Model 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

What should we do with iGCDP focus LCs?

Specific strategy for

iGCDP growth in LCs, S&D

customized to these LCs

Focused LC Coaching based on iGCDP

Align TM support for iGCDP and

structures and L&D should be focused on iGIP

growth

Go through the OD Toolkit for tier 1 and 2 to get more clarity on Focus LCs, focus programmes and implementation based on the

OD Model!

2. Using HR Intelligence to grow in iGCDP

Why does information help?

Example of this

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 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

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!

How do I measure productivity?

You can measure productivity at raise, match and realize stage!

• Productivity at RAISE = Number of members working for raise in iGCDP (in front office and back office)/ Number of Raises (In the specific time period)

• Productivity at MATCH = Number of members working for match in iGCDP (in front office and back office)/Number of matched (In the specific time period)

• Productivity at REALIZE = Total number of members working in iGCDP (front office and back office)/Number of realizations in iGCDP (In the specific time period)

Generally, team structures in iGCDP involve the same people/number of people working for raise, match and realize – even so since iGCDP runs in peaks it makes sense to measure productivity through the peaks

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!

Set an MC goal for productivity per programme: How?

• Work with all iGCDP 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 iGCDP 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!

What business Intelligence can help to drive increase in

productivity?

% of people in iGCDP and % of

people in Support Functions

Time a new member or new team leader

takes to start performing

% of people by Process – In Ra,

Ma and Realization

What business Intelligence can help to

drive results??

Applicants to iGCDP

TLP positions

TMP Retention

Rate

Identifying our challenge can help us find the right solution and drive short term growth

too!

Make sure you have the information you need!

Tier 1 has top LCs in iGCDP and it is important for us to ensure we are increasing productivity in top LCs so they can grow sustain-ably

Outsource certain processes related

to delivery (if possible)

Interview process

optimization in top LCs

Rejected applicants from recruitment can be great as host

family participants and

later become TMP participants

as well!

3. Planning and Building CAPACITY based on challenge

identification, Exchange flow and OD Model of your entity

Use TM Planning Tool to Plan for iGCDP

1. Number of Members in iGCDP

and support functions

2. Number of TMP and TLP Experiences in iGCDP and support

functions

TM Planning tool download

http://www.myaiesec.net/content/viewwiki.do?contentid=10299749

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 iGCDP 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

Run an OPTIMIZED recruitment– 2 weeks!!

1. I do not have enough Members

in any programme/functi

on

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

Determine who is the right member

Skill AttitudeBackgroun

dInterest Time

TimelineApproach

existing sign ups for TXP and

GCDP

Rejected applicants from last recruitment

Optimized Selection

1 week 5 days

Optimized

Selection

Value based recruitment

Committed and motivated members ( GIP needs commitment and persistence)

Building

2. We have enough members in iGCDP and support areas

Focus on increasing productivity through L&D and team minimums

3. We have the right number of members in

the LC/MC but not allocated in the right

proportion across programmes/functions

In many cases there is enough capacity in iGCDP and members need to be re-allocated so even the GIP

programmes have the right capacity!

How to balance the iGCDP and iGIP support?

Clear JD for members in Exchange Support

Clear KPIs for each member specifically in iGIP and support areas (TM and BD)

Hybrid Members – Example: TM members in iGIP team and iGCDP team

Pick focus LCs for iGIP and iGCDP in a way that in most cases it is not the

same LC growing in both programmes

How to balance the iGCDP and iGIP support?

Making GCDP teams productive to ensure GIP

growthEnsure GCDP Team structures are

completely project based structures focus on specific

issues and 2-3 big entity partners so that

members in each team have very

focused JD and teams in GCDP are productive.

Go through OD Toolkit to understand better how to manage multiple

programme growth!

What structure should I recruit into?

Structures for…

0-25 Re 25-100 Re100-200 Re

200+ Re

FIN JD in iGCDPTM JD in iGCDPMKT JD in iGCDPiGCDP Coordination JD

Project Structure LC

VP iGCDP

OCP

OCP

OCP

VP FIN VP TM VP MKT

Do Ra-Ma-Re!!

Note!

For ALL

levels!

Beginner LC

VP

Member

Member

Member

(0-25 Re)

∞Ra-Ma-Re

Inner & Outer Journey Delivery

Note! ∞

Basic Consideration:• As start up, LC manage the

basic process of iGCDP delivery• There is no need to manage

iGCDP as a project yet - in general experience delivery will be TN based

• Member Efficiency: 0-4 X / member

Number of members: 3-4 Job Description:• Selling and raising, matching, and realizing• Incoming preparation seminar• Experience Co-delivery

VP

Member

Member

Member

∞Ra-Ma-Re

Beginner LC (0-25 Re)

Back Office Supports

TM Member L&D;Sales Development

Program

Finance Project Financial Model

Marketing & Communicatio

n

Project packaging,Project showcasing;

ER External Resources integration(new Partners)

VP

Member

Member

Member

∞Ra-Ma-Re

Beginner LC(0-25 Re)

VP

TL TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Intermediate LC (25-100 Re)

VP

TL TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Basic Consideration:• LCs have more capacity in project

management• Project concept will be centralized Nationally

(National project implementation in LCs)• Start to have the needs of event/project

management• Member Efficiency: 3-4 X /member

Number of members: Depends on TM Planning Job Description:• Selling and raising, matching, and realizing• Project concept development and execution• Incoming preparation seminar• Experience Co-delivery (country-country partnership management)

Intermediate LC(25-100 Re)

Back Office Supports

TM Member profilingMember Learning &

DevelopmentSales Development Program

Finance Project financial modelMember development

investment

Marketing & Communicatio

n

National brand alignmentShowcasing

EwAPublic Relations Management

ER External resources integrationPartner engagement

VP

OCP OCP OCP

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Intermediate LC(25-100 Re)

Advanced LC(100-200 Re)

• Until this stage, an LC is only working on national project implementation, however here an LC can also start working with local projects

• The LC also should start focusing much more on balancing quality with quantity (to ensure it can keep growing in Realizations and NPS)

VP

OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)

Advanced LC(100-200 Re)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

VP

OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)

Number of members: Depends on TM PlanningJob Description:• Selling and raising, matching, and realizing• Project concept development and execution• Project brand management• Incoming preparation seminar• Experience Co-delivery (LC-LC partnership management)

Basic Consideration:• LC is considered to have the

capacity in understanding Project management concept and put into implementation

• LC has capacity in innovate a project based on issue

• Member Efficiency: 4-6 X /member

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Advanced LC(100-200 Re)

Back Office Supports

TM Member profiling;Buddy engagement;

Learning & Development for Members;

SDP;

Finance Project financial model;Crisis management

Marketing & Communication

Brand audit and national alignment;EwA;

Showcasing.

ER Partnership raise and maintenance

IM Process optimization

VP

OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Advanced LC(100-200 Re)

VP

TL TL TL TL Mid. Manager

∞Ra-Ma-Re

Mature LC (>200 Re)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Basic Consideration:• With high volume of iGCDP delivery, Project team need to

be really focus on Customer experience• Prevent the tendency of non- innovative JDs• Account management and Customer loyalty for

Organization management (TN Takers, Learning partners, etc)

• Multi stakeholders and another level of accommodation management

• Member Efficiency: 5-10 X / Member

Mature LC (>200 Re)VP

TL TL TL TL Mid. Manager

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

• Every team does all Raise – Match – Realize process

• Full responsibility in managing Inner-Outer journey of EP

• Have other separate team/person managing stakeholders or other process outside exchange process delivery

• Example JD for Middle Management person:• Customer Loyalty for Organization (partner

relation management)• Accommodation management (home stay

program)• Duration: 1 year

Things to be concerned:• TXP Product Packaging for

Middle management (value proposition)

• To engage Project team in developing JD with Project partner (raising process)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Mature LC(>200 Re)

VP

TL TL TL TL Mid. Manager

Back Office Supports

TM Member profiling;Member L&D;

Advance HR pipeline management;

Finance Program Financial model;Crisis Management

Marketing & Communicatio

n

Product packagingEwA

ShowcasingNational brand alignment and

audit

ER Partner upselling;Partner CRM;

IM Process optimization

Mature LC(>200 Re)

VP

OCP OCP OCP OCP Mid. Manager

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re