GCDP Global Updates

13.14

Contents

1. Overview Wena2. S&D3. Talent Capacity4. Marketing for Conversion5. Leadership in every XP6. Customer Loyalty for Students7. EP Lead

1. GCDP overview for Wena

WENA GCDP performanceWENA 2009-20102010-20112011-20122012-2013 RelGr

12.13

IGCDP w/It 132 408 996 1251 26%

IGCDP s /It 45 196 473 510 8%

           OGCDP WENA 992 1681 2715 4033 49%

REGION IGCP OGCDP IGIP OGIP TOTALCEE 5274 3332 1086 1588 11280WENA 1251 4033 1071 1390 7745IGN 3487 3855 760 1143 9245AP 7127 7319 2110 727 17283

MENA 1477 1445 188 311 3421AFRICA 2332 962 112 166 3572

 SHARE IGCP OGCDP IGIP OGIP TOTALWENA 6% 19% 20% 26% 15%

MC 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13 AbGr 12.13GERMANY 91 391 652 957 47% 305ITALY 63 84 280 453 62% 173

UNITED STATES 132 189 329 447 36% 118

UNITED KINGDOM 112 151 180 388 116% 208

THE NETHERLANDS 184 246 277 318 15% 41

CANADA 107 126 260 293 13% 33PORTUGAL 67 71 69 208 201% 139GREECE 33 81 142 187 32% 45FRANCE 47 56 104 180 73% 76

SWITZERLAND 23 48 82 124 51% 42

AUSTRIA 34 54 64 102 59% 38BELGIUM 20 33 51 79 55% 28NORWAY 23 47 61 77 26% 16DENMARK 14 37 48 73 52% 25FINLAND 18 26 24 54 125% 30IRELAND 0 8 51 48 -6% -3SWEDEN 17 26 28 27 -4% -1MALTA 4 2 10 17 70% 7ICELAND 3 5 3 1 -67% -2

LUXEMBOURG 0 0 0 0    

OGCDP is a fast growing programme in WENA

OGCDP timeline WENA presentes challenges for Winter and Summer peak

APR12 may-12 jun-12 jul-12 AUG12 sep-12 oct-12 nov-12 DEC12 JAN13 feb-13 mar-13 APR13 may-13 jun-13 jul-130

200

400

600

800

1000

1200

104

281

618

898

489

214

14496

53

152

280 269

149

305

984

1051

RAMARE

154 Germany

NPS WENA presents specific issues to adress in order to increase KPIs of quality

Country

GCDP NPS

GIP NPS

% of promote

rs (overall)

Response Rate

Top 3 promoter self-select issues

Top 3 Detractor self-select issues

GERMANY

25 (out), 73 (inc)

30 (out) 58 (inc)

29( out) 52 (inc)

29% home /

26% host

OGCDP: *Communication effectivity during acceptance procedure

*Intergration by the hosting entity *Cross-cultural understanding & awareness

IGCDP: Information provided about the GCDP programme **The selection

process **Personal development

OGCDP: **Job-description clarity and alignment, **Visa documents and

information **Communication effectivity during acceptance procedure // IGCDP:

Visa documents and information

ITALY 22( out), 39 (inc)

38 (out) 28 (inc)

48% home / 57% host

30% home /

25% host

OGCDP: *Information provided about the GCDP programme *The selection process

*Communication effectivity during acceptance procedure... IGCDP: *Cross-

cultural understanding & awareness **Information provided about the GCDP

programme **Personal development

OGCDP: ** Job-description clarity and alignment, **Logistical support,

**Communication effectivity during acceptance procedure, // IGCDP: **Job-

description clarity and alignment, **AIESEC’ support during the

experience, **Logistical support

UNITED STATES

27(out) , NA / (inc)

9 (out), 63 (inc)

50% home / 57% host

15% home /

12$ host

OGCDP: **Communication effectivity during acceptance procedure **Matching support **Information provided about the

GCDP programme

OGCDP: **Job-description clarity and alignment, **Logistical support, **AIESEC’ support during the

experience, //

UNITED KINGDO

M

-9 (out), 0 (inc)

6 (out), 79 (inc)

-4% home / 62% host

18% home /

19% host

OGCDP: **Communication effectivity during acceptance procedure, **Induction

to AIESEC, **The selection process

OGCDP: **Logistical support, **Job-description clarity and alignment,

**Communication effectivity during acceptance procedure, //

CountryGCDP NPS

GIP NPS% of

promoters (overall)

Response Rate

Top 3 promoter self-select issues

Top 3 Detractor self-select issues

CANADA 36 (out), NA

24 (out), 66 ( inc)

36% home / 48% host

20% home /

16% host

OGCDP: **Cross-cultural understanding & awareness,

**Personal development, **Intergration by the hosting entity

OGCDP: **Job-description clarity and alignment, **AIESEC’ support during the

experience, **Logistical support //

THE NETHERL

ANDS

13 (out), NA

39 (out), 54 (inc)

22% home / 56% host

24% home /

31% host

OGCDP: **Intergration by the hosting entity, **Information provided about

the GCDP programme, **Communication effectivity during

acceptance procedure

OGCDP:**Logistical support, **Job-description clarity and alignment,

**AIESEC’ support during the experience, //

PORTUGAL

47 (out) , 61 (inc)

31 (out(, 36 (inc)

48% home / 55% host

30% home /

22% host

OGCDP: **Information provided about the GCDP programme

**Communication effectivity during acceptance procedure, **The selection process // IGCDP:

**Personal development, Cross-cultural understanding & awareness,

**Information provided about the GCDP programme

OGCDP: **Job-description clarity and alignment, **Logistical support,

**Integration by the hosting entity, // IGCDP: **AIESEC’ support during the

experience, **Logistical support, **Communication effectivity during

acceptance procedure

3 AI GCDP strategies

• IGCDP Business Model Relevance of the project, Financial sustainability, Inner Journey, Projct management.

• OGCDP product packaging Market segmentation, brand it, atract and convert, delight & showcase.

• Supply & Demand Management Country partnership framework

Winter peak growth

Expected Impact:Increase the OGCDP realizations in Dec-Feb season.

KPIs

• % growth overall in OGCDP in each country

• % growth in specific peak in each country.

• % of promoters

Key Activities*Define entities working for the peak*Define the issues and destinations (cultural / teaching) / (IGN /Africa).*Product packaging strategy

*Understand and focus student market

*Cutomize the value proposition (brand it)

*Atract & close (Ra-Ma-Re)

*Delight & showcase (Quality conditions)*EPs preparation to increase NPS

*OPS review / LEAD for EPs

oGCDP

Global Strategy: OGCDP product packaging

2.Supply&

Demand

Supply & Demand

Co-delivery• This strategy is crucial in order to ensure that we deliver high quality leadership

development experiences in our exchanges. • By brining this structure to your entity you will add quality and value to GCDP,

easy communication and expectations with other entities as well as the strategy will save resources as entities do not have to unnecessarily repeat certain activities.

• All of the above will result in faster and better processesand progress and lead to growth in the network as a whole

Supply & Demand What to consider for re-planning?

Country Partnerships: • Prioritize your country partnerships – ensure to spend effort and time on the

partnerships that are bringing you value • Have an online tool where you can track the partnership - include checklist with

timeline for what needs to be delivered in the partnership• Create a tool to track the LCs that fulfill CY partnership requirements• Review structures on who and how to manage the partnerships (MCVP, NSTs etc.)

Co-delivery: • Define minimum criteria for co-delivery (to put clear KPIs)• Ensure that you have standardized framework of elements in the co-delivery flow

(OPS, EP LEAD etc.)• Look up GCPs from the network to use when planning co-delivery• Allocate Partnership Managers to track implementation ofco-delivery minimums in LCs

Supply & Demand

Implementation Inputs:

Country Partnerships: • Have a simplified tracking tool for country partnership • Ensure to have MCP – MCP relation within any CY partnership• Make sure to collect and share GCPs and materials• Use national conferences to promote the partner countries and create excitement in your

entity Ensure LCP – LCP relationship in the partnerships • Use returnees to make and support in the creating of the partnerships• Smaller CYs (<30) should focus on CY-LC partnerships, with high performance LCs.• MCs should allocate CY partnership X to LCs based on their X potential, Market

Relevance as well as LC ability to fulfill CY partnership promise

Co-delivery:• Co-delivery should happen in every exchange that we facilitate – hence co-delivery is the

responsibility of all entities• Ensure to have simple education platform showing how to LC can fulfill the co-delivery• Have a system for CYs to track and see fulfillment of Co-Delivery standards between

CYs.• Entities need to have understanding of what is done by sendingentity & host entity to not repeat the same processes with an EP

Goals Elements Setting Timeline

LC Alignme

nt

# of GCDPRealization

s

• KPIs:• # of TNs Raised• # of EPs Raised• # of Matched Forms

NPS Score

• KPIs:• Response Rate• Cases Open/Closed• % of Promoters

Goals Elements Setting Timeline

LC Alignme

nt

Issues + Projects

• Issues and projects

• Marketing materials

• Promotion Support

Internship Details

• Duration• Start/End

Dates• Job

Descriptions

Logistical Arrangements

• Specification of:• Accommo

dation – Location & Type

• Airport pick-up

• Transportation

Investments

• Product Pricing

• Incentives• HR

Capacity

Capacity

Partnership Manager

CEEDers

EP Team Leader

Supply of MC

Communication

Defining the Channel

Weekly Partnership

Manager Meetings

Monthly MCVP Meetings

Visits

Planning

Raising

Matching

Realization

Closing & Planning

Country Partnerships

S&D for GCDP in replanning!Activity When

?Tier

1Tier

2Tier

3

Tracking the results of both GCDP realizations and NPS score of current partners

By end of Q4

X X X

Setting up meetings with partners to provide feedback, implement changes and plan for the next peak

X X X

Include co-delivery steps in the country partnerships tool X X X

Allocation of partnership managers on your MC to track partnerships and co-delivery

X X X

Create simple tools to track LC raising towards partnership delivery X X X

Standardize OPS content, minimum content to be delivered (standards education, LEAD, safety instructions) should be defined

X X X

3.Talent Capacity

Talent Capacity for GCDP

Why is it important?

TMP-TLP has to drive GCDP for growth, therefore structures and learning systems are crucial.

What results it can bring to my entity?

• Exchange culture in LCs to be developed

• Members more involved to work for the purpose of AIESEC

• Increasing productivity per member

• Increasing production capacity of a LC

• Ensuring better learning and development of members

• Better synergy between front and back offices.

Talent Capacity for GCDPImplementation inputs

• MCP, TM and OD must study the entire TC summit output and define the implementation plan and responsibilities together.

• Set KPIs to evaluate and track implementation, e.g. productivity per member.

• Restructuring in LCs should start in the first physical touch point with LCs to be aligned with the EB 2014 structure and next recruitment peak.

• Restructuring requires a big change. Help LCs to discuss and understand the need for it to gain their commitment and together validate the structures.

• Track the implementation weekly in the first period, gradually decrease the intensity of tracking after achieving significant milestones.

• Strongly recommend the structure of the EB from MC level, e.g. communicate that positions (e.g. LCVP IM in a >30X LC) that are not recommended, will not be supported/addressed from MC

• Adjust the national and local education cycle to the new structure

Capacity - implementation timeline

MC

alig

nm

ent Study the TC

summit output and create a vision of the change and create your implementation timeline and responsibilities within MC

LCP a

lignm

ent Present and

discuss the output. Agree on the new national and local structures. Train about selection and reallocation in the LC EB.

Nati

onal educa

tion Further

education on change management for LCs from MC and close progress tracking

November December December

Nati

onal Ed

uca

tion Utilise national

conference for further education for EBe and membership according to L&D output Im

ple

menta

tion Implementation of the structure should happen between natco and IPM. Track it frequently, e.g. coaching calls, clear timelines and milestones. C

heck

poin

ts, edu IPM is a check

point to evaluate implementation of the structure change. AI education about change management

December/January

December-February

IPM

Q: What if I already have a new EB team selected in the old structure?E.g. if your Ebs already have a VP IM and the TC output does not suggest to have such VP, you could transform his JD into a 2nd VP iGCDP.

L&D – implementation timeline

Define the needs

Define the timeline for every programme and general needs

Define the content for every cluster and what needs to be done

Communicate to LCPs and LCVPs the

timeline

Engage the MCVPs, NSTs and top LCP or

LCVPs in the delivery of the

content

Track the implementation

through surveys/calls.. for the participants

Track and follow up on the results

achieved due to the trainings

4.Maketingfor

Conversion

Marketing for Conversion

Why is this important?• We need to evolve as an organization, in order to achieve 2015 and beyond,

becoming a BIG AIESEC. Right now:– Marketing activities are confused as Communications and are not

accountable to GIP or GCDP – Marketing is not driving GIP/GCDP. – We only match 30% of our available EP forms, and even less of our TNs. – We take 120 days to match. – We realize only a fraction of what we attract.

• We need to have a fully integrated market place connecting external with internal data (Students OP, Companies OP, ORS, NPS, etc.)

• Bring synergy among back office and front office to leverage results

What results can it bring to the entity?• Accurate profiles’ attraction, with right expectations• Fast and simple conversion systems• Higher conversion rate• Increase in matching rate with right profiles• Lower the delivery time of the experience

5.Leadership in every

Experience

Leadership in Every XPWhy is this important?

What results can it bring to the entity?1. Conscious leadership development though new inner & outer journey

elements facilitation: clear actions and initiatives.2. TMP|TLP are motivated to grow GCDP because they see and understand impact we bring.

LXP is about conscious leadership development in GCDP, when we know what should we do exactly to ensure leadership development, how to facilitate inner & outer journey.

Clarity of why GCDP connects organizational purpose and direct impact, one cannot be fulfilled without another, which in the end bring Clarity of How AIESEC develops leadership

Once there is a clarity of why & how of leadership development in GCDP, TMP/TLP are driven to deliver more experiences developing leadership.

Leadership in Every XPWhat to consider for re-planning:Understand what leadership your country needs and how AIESEC

can develop this leadership through inner & outer journey.Align the projects to the social need of your country and ensure

that these projects set the right pace to facilitate LXP: they are bringing relevant impact which EP, TMP, TLP can see and feel.

Create conversations around – example - the current TNs being offered and how can the JDs be modified to include elements of outer journey. If necessary, replan!

Assess inner & outer journey elements facilitation in operations, include it to JDs of TMP|TLP and their Learning and Development.

Leverage from the Global PR SI – Youth Leadership Provider of the World, and work towards the position of AIESEC in your entity as the Y L P in the entity.

6.Customer Loyalty for Students

Customer Loyalty for Students

Why is this important?

What results can it bring to the entity?1. Credibility of AIESEC: an organization with which it is safe to go on internship.2. Responsible membership in GCDP, clear standardsglobally and setting aligned expectations from both sides3. More promoters & more customers due to word of mouthand improved products and services.

For every intern who takes internship with AIESEC and wants to develop leadership we need to provide basics. As AIESEC, we need to ensure customers SAFETY.

For our customer we are one AIESEC, not AIESEC in country A and B. To ensure the customer loyalty because of great experience we need to ensure that the STANDARDS are being followed.

Each 7th GCDP customer will not recommend this experience, 4 out of 10 will not mention it as the brightest experience of their lives. We need to ensure customer’s SATISFACTION with experience provided by AIESEC.

CLSWhat to consider in re-planning:Safety:

1. Plan which safety measures your entity needs to take to ensure safety for your EP´s in the GCDP programme (both as sending and host entity)

2. Research insurance options in your entities to be able to provide EP´s with advice for which insurance they can take

3. Integrate safety education to OPS´and other preparation processes in local level

Standards:

4. Evaluate the current implementation of quality standards

5. Ensure that all members are educated about XPP standards by including the quality standards education in induction and learning cycle

6. Define KPIs and track the implementation of the standards

7. Allocate people to be responsible for tracking or specify JD´s to include that everyone has the responsibility of fulfilling the standards

Satisfaction:

8. Use NPS data to put it into CEM startegy: analyze the issues, generate ideas for process improvement and product development and validate it though actual customers, talk to them.

9. Set goals for NPS (% of promoters, % response rate, % of cases opened/closed)

10. Plan activities around network culture building and education on CEM

11. Ensure CEM strategies are reflected in Talent Capacity structures

and learning & development, in internal communication plan, etc.

CLS – Implementation inputs

Safety:

1. Adapt education to your national reality.

2. Allocate responsible to track implementation on local level.

3. EPs duties related to safety processes should be stated in EP contract.

4. Insurance must be mandatory for all EP´s, and there should be a certain criteria that covers the features of insurance coverage. There should be option of choice for which insurance the EP chooses to take

Standards:

5. Having a standards auditing team (to survey through a checklist whether the EP was picked up on arrival, etc.)

6. Include the quality standards in membership criteria and eligibility for awards

7. Educate EPs about the quality standards in Outgoing and Incoming Preparation Seminars

8. Consider which quality standards implementation can

be outsourced (e.g. Insurance, safety preparation, pick ups)

7.EP LEAD

EP Leadership

Journey

Ubuntu

We are because they

are…

LEAD for EPs is designed to improve experience of our exchange participants, and let them realize the leadership learning & growth derived from an exchange experience. This is as a support system system for their inner and outer journey.

Definition of LEAD for EPs

• We believe in delivering quality and powerful life changing experiences for more Individuals (promoters & customers).

• We believe that an exchange experience provides strong leadership development for individuals through an inner & outer journey.

• Through our impact model, we believe AIESEC contribute to solve societal issues and moving towards its vision of peace and fulfillment of human kind potential.

Why?

Objective

Create a platform to reflect, understand & develop leadership,

Explore leadership potential of each single exchange participant,

Creating quality EPs to re-integrate back into TMP-TLP

ReflectUnderstan

d Develop

Expected Outcome:

Exchange participants understanding the importance of

self discovery for a better leadership journey and with a clear understanding of his next steps.

Expected Outcome

There are 3 parts:

LEAD will start on OPS as back packing for EPs, this is done by VPTM and/or OGX at the home entity.

A LEAD check-in for EPs in the middle of internship (example 4 weeks in an 8weeks XP). Space for this is created by VPTM and/orVPICX, but the space can be hosted by an Alumni, external Trainer, or someone experienced with LEAD.

Right at the end of the exchange program, the EPs will have a check-out LEAD moment, which leaves them with a realization of how they have developed in their leadership. This space is also organized by the VPTM and/or VPICX.

However, an assessment and showcasing of the EP LEAD experience can happen during a re-integration seminar to give an opportunity for reflection of experience and leadership developed.

Duration & Structure

How to execute the strategyLCs need to remember that AIESEC is a platform for young people to explore and develop their leadership potential. It’ll influence a lot on personal development of Exchange Participants. The main purpose is creating a platform to reflect what leadership is, and how it is correlate with themselves.We strongly recommend to implement for this kind of Entities:- Those who has country partners and can ensure a

complete process home or abroad;- OPS, re-integration seminars are already

implemented;- Have good leadership culture, to develop LEAD block.- You can have a combined LEAD for ICX EPs already in

your country and OGX EPs that are leaving soon.

Hosting EntitySending

Entity

My Exchange Leadership Journey

Back packing

Self Check-in

Check-out

+

Back Packing:- 3days EP

conference- 1day EP Seminar- 3hrs EP LEAD

Discussion

Self Check-in:- EP XP Journal- National

Conference- Learning

Circle/Spaces

Check-out:- Capturing EP XP

- Showcasing Impact

Our Approach:Self Learning: EP Leadership JournalChange Makers: Sending & Hosting Entity (VPTM&OGX VPTM&ICX)

Both Entities

Self learning is a type of learning done by one’s self, without a teacher or an instructor.

This type of learning has also been built in the LEAD for EP project, so that they can take responsibility for their learning, and also support learning of other.

This is done through an EP LEAD Journal.

LEAD Self learning

My X

Leadership

Journey

We are because you are…