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NST Expansion Team 13-14
Angela Alesci, Selma Halak, Simone Coppola, Giulia Spadea.
Expansion Strategy 2013-2014
LC Expansion
Vision
Create a path for an entity to become an LC with a strong culture and knowledge in the 4 exchange programmes.
Growth Model for Expansion
How do we get there?
What to do before starting (2 months)
Find the Expansion Manager + Selection; Get a NST Responsible; Feasibility Study + approval (by OD); Declaration of commitment by Expansion manager; Professor Endorsement; Plan + Expenses draft; Start a PLAY Recruitment; Run an induction seminar : Discovery Days.
Become Official
Expansion
Growth Model
The model of growth is GCDP based. First entity will put the basis for a strong GCDP process and then they will start to run GIP process as well.
oGCDP
iGCDP
GIP
Levels
The entity will pass through a process of growth into 3 different levels bringing slowly the programme in a more advanced stadium of growth.
•oGCDP basisLevel I
•OGCDP medium•IGCDP basisLevel II
•OGCDP advanced•IGCDP medium•GIP basis
Level III
Levels Minimums
For each level we established minimums criteria that have to be fulfilled in order to get in the next level:
Minimums Exchange Goals Talent Capacity Learning Cycle
Exchange Goals: 5 OCGDPTime: 5 months (at maximum)
Level I
Talent Capacity
9 people (at minimums)
Efficiency: 2 (members/exchanges)
Expansion Manager
OGCDP Responsible
OGCDP Members
Sales Responsible
Sales Members
1 TLP
2 TLP
6 TMP
Learning Cycle- Exp. Man
Backward Planning & Conversion Rates
Operational Plan Tracking & Reporting Team Management Pipeline
Management Legal & Governance
Discovery Days
(1 NST- 2 LCVPs)
Learning Cycle- TLP
Virtual Training (LC VPs)
Functional Skills: AIESEC in
General Exchange Flow OGX Simulation
(Promotion and EP Selection)
Soft Skills: Public Speaking Team Working
Discovery Days
(1 NST member- 2 LC VPs)
Functional Skills: Raising EP Management Matching Complain
Management OPS Integration- Re-
integrationSoft Skills: Time Management
Physical Training (Exp Man)
Soft Skills:Team Management Operational PlanTracking &ReportingPipeline Management
Learning Cycle- TMP
Functional Skills: AIESEC in General Exchange Flow OGX Simulation
(Promotion and EP Selection)
Soft Skills: Public Speaking Team Working
Functional Skills: Raising EP Management Matching Complain Management OPS Integration- Re-
integrationSoft Skills: Time Management
Discovery Days
(1 NST member- 2 LC VPs)Virtual Training (LC VPs)
LC Sponsor/Expansion
The Sponsor get less revenues in the first stage because the goal is to build a fund for the expansion to let it become indipendent.
Expansion: 40% of revenues and all costs covered (fixed costs, marketing costs, OGX costs, HR investments).
LC Sponsor: 60% of revenues
MC Sponsor/Expansion
The Sponsor get less revenues in the first stage because the goal is to build a fund for the expansion to let it become indipendent.
Expansion: 40% of revenues and all costs covered (fixed costs, marketing costs, 1 fee covered for all the national conferences).
MC: 60% of revenues
Exchange Goals: 7 oGCDP, 3 iGCDPTime: 5 months at maximum
Level II
HR Management
From a level to another needs to change the structure.
Re-allocation Re-integration Recruitment TL Election
Talent Capacity
5 TLP
11 TMP
TOT members: 16
Efficiency: 1,6
(members/exchange)
Expansion Manager
OGCDP Coordinator
Operations Responsibl
e
Operations
Members
Sales Responsib
le
Sales Members
iGCDP Responsible
IGCDP Members
TM Responsible
Marketing Responsible
Learning Cycles
It started to be introduced the concept of transition: knowledge needs to be passed from a generation to another one.
For newies: AIESEC in general and OGX basis
For old: OGX advanced & iGCDP basis
For elected: transition of knowledge and soft skills needed
Learning Cycle- TMP
Promotion Selection Raising Matching Realizing
Selling Raising Matching Realizing Hosting Families
OGCDP FLOW (by oGCDP coord)
IGCDP Flow ( by IGCDP responsible)
In case of newies: AIESEC in general
Learning cycle- TMP
Online Channels Management
Offline Channels Management
TM Responsible (by LCVP virtually)
Marketing Responsible (by LCVP virtually)
TALENT DEVELOPMENT
TALENT RETENTION
TALENT RECRUITMENT
1- Education2- Talent Mentoring and Coaching3- Talent Goal Setting4- Talent Career Planning
5- Pipeline Management6- Talent tracking7- Rewards and Recognition
8- Talent Planning9- Talent marketing10- Talent Selection11- Talent Allocation12- Talent Induction
Learning Cycle- TLP
OGCDP coord:Advanced tracking,
Cooperations, CEM Operations Resp&
Sales Responsibles:Team Management,
Operational Plan, Tracking &Reporting, Pipeline Management
Soft Skills: Team Management Operational Plan Tracking &Reporting Pipeline ManagementFunctional Skills: Selling Raising Matching Realizing Hosting Families
OGCDP (coordinator and Responsibles)
iGCDP Responsible
OGCDP Coord and IGCDP Resp will go in a LC for an internal leadership to get knowledge about management and iGCDP basis.
LC Sponsor/Expansion
The Sponsor can decide to continue the sponsorship or not. In case it leaves to the OE 500 euro as fund.
Expansion: 60% of revenues and partial costs covered (HR investments).
LC Sponsor: 40% of revenues
Exchange Goals: 10 OGCDP, 8 IGCDP, 1 GIP (to choose if in ICX or OGX)Time: 5 months (at maximum)
Level III
HR Management
From a level to another needs to change the structure.
Re-allocation Re-integration Recruitment TL Election
Talent Capacity
8 TLP
22 TMP
30 people: at minimums
Efficiency:
1. 5 (members/exchanges)
Expansion Man.
oGCDP Coord
Operations Resp.
Operations
Team
Sales Resp.
Sales Team
IGCDP Coord.
Project 1 Resp.
Project Team
Project 2 Resp.
Project Team
GIP Resp.
GIP Team
TM Coord.
TM team
Marketing Coord.
Marketing Team
Finance Resp.
Learning Cycles
Transition concept should be strong.
For newies: AIESEC in general and OGCDP basis and IGCDP basis.
For old: OGX advanced & iGCDP adavanced & GIP basis.
For elected: transition of knowledge and soft skills needed
Financial Indipendecy
The entity should have the knowledge and the fund to be financial indipendent.
Results Expected
A strong entity with GCDP process consolidated and skilled people as applicants for the EB election.
What next?
EB Election 2015 Full membership in national
plenary
Specialized Units
Vision
Create pilots to consolidate the SU entity in the national plenary.
SU Criteria
Specialized Unit is an extended unit to an LC/MC that helps the LC/MC function in a new educational institute or a new city.
A specialized unit is led by a separate team that reports to the mother LC or to the MC.
An SU can run 1 or 2 exchange functions (OGCDP, IGCDP, IGIP or OGIP).
An SU can become an LC in the future (can be used as a simplified framework to start LC expansions).
P.S. If an LC/MC expands only their Exchange Program in another city/educational institution without having a permanent team, then it is not a specialized unit.
MC Focus
SU UNIPM (Novara) by LC Torino
SU Macerata by LC Ancona SU Gorizia by LC Trieste
NST Role
Coaching and supporting the development of the entity in a sustainable way according with the LC strategy.
Create a national SU identity Pilot the current focus to leave
a legacy and knowledge about how make a SU and drive it.
SU I Level
Being oGCDP the national focus we highly suggested and reccomend to extend the market in the focus programme.
Obtain the official recognition from the University
Recruit new people through PLAY Recruitment or EP reintegration.
Educate the new members. Realize oGCDP exchange by the SU
members.
For externals a SU is an official AIESEC entity with the LCP of the mother LC legally responsible for what happens.
SU II Level
Talent Capacity to support more exchange programmes: PLAY Recruitment/Team re-allocation/ EP Reintegration
Learning cycle: iGCDP basis, oGCDP medium
Results: increase oGCDP performance starts IGCDP programme in the reality.
