Learning and DevelopmentiGCDP Tier 2

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

What is the current state?

Entities in Tier 2 iGCDPEntity

ARGENTINA

BAHRAIN

CAMBODIA

CZECH REPUBLIC

GHANA

HUNGARY

ITALY

KENYA

MALAYSIA

MAURITIUS

MEXICO

ROMANIA

SRI LANKA

TAIWAN

TANZANIA

THE PHILIPPINES

TOGO

TUNISIA

TURKEY

UKRAINE

LCsCombined these entities have…

LC Performance over view in this tier

The top LC does 242 Re in this tier – AIESEC Uni of Mauritius A lot of LCs

are between 25-100 Re (A lot between

40-50 specifically)

Ukraine, Italy and

Taiwan have quite a few

LCs between 0-25 as well, Most LCs

doing 100+ are doing

between 100-140ish

What we observe?

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

• Out of the tier 2 entities in iGCDP, only 5-6 of them have iGCDP as their main focus and the other entities definitely want to have some amount of growth in iGCDP however this growth is more balanced!

• For all entities, their OD Models 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

• For entities where iGCDP is high volume but a non focus programme, how to balance MC re-sources is very important

What we are aiming for?

OD Models in Tier 2 iGCDP being aligned to sustainable growth in

the programme

LCs in tier 3 (25-100) and 4 (0-25) in iGCDP

being able to jump

LCs between 100-200 growing in quantity

and quality along with increased productivity

Learning and

Development

USE TM Planning toolHow do I plan?

FOCUS ON EDUCATION TO DRIVE RESULTS

How can i

achieve this?

1.Create a specific iGCDP education cycle

2.

Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously.

3.

For start up LCs focus on raising education and for one sub-product.

4.

Track length of time for membership to perform – IMPORTANT!

5.

Ensure strong organizational and operational induction into AIESEC for contribution to summer

iGCDPAll Levels

TOPIC CONTENT OBJECTIVES TARGET

PRODUCT KNOWLEDGE

Relevance of the product in the society

What is a product and product life cycle

Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products

Understand the exchange process from Calls until Completed

Know how to use all the functions on myaiesec.net for exchange management to make the process fast and effective Members,

Leaders, VPs

EXCHANGE PROCESSES

Exchange process flow and yearly timeline (product customer flow)

Exchange Management on the GIS

SUPPLY & DEMAND MANAGEMENT

Supply and demand theory and necessity

Exchange management on the GIS

INNER&OUTER JOURNEY

Why and how and what of inner and outer journey in AIESEC

Delivery of I&O journey to our customers

Understand how AIESEC develops leadership through I&O journey and know how to support our customers to go through an intense I&O journey

CUSTOMER EXPERIENCE MANAGEMENT

Why, how and what of CEM? Co-delivery Information system management for

better customer service Data analysis and usage (plan)

Understand the importance of customer experience management and know how to use the resources (data, partners) we have to create strategies for improvement

All levelsiGCDP

All levelsTOPIC CONTENT OBJECTIVES TARGET

ISSUE-BASED SEGMENTATION

Why and how of issue segmentation for GCDP in AIESEC

Changes in product and process management in the LC

Understand why issue segmentation was created and how to work with this model in the LC (changes in processes, product development, structures)

Leaders & VPs

CROSS-CULTURAL COMMUNICATION

Hofstede’s cultural dimensions Behaviours and attitude

needed for effective cross-cultural communication

Understand the 5 cultural dimensions of Hofstede and how to adapt communication based on that

Members, Leaders,

VPs

CUSTOMER LOYALTY FOR STUDENTS

Building a customer relationship with trainees

Minimums of project delivery How to satisfy our customers

Understand the standards and extra deliveries in iGCDP projects in order to have promoters and develop leadership

Leaders & VPs

SALES TRAINING Basic sales knowledge and techniques

Practice sales of our products

Understand the process of sales and know how to deliver a full selling cycle

Members, Leaders,

VPs

iGCDP

iGCDPIntermediate (LCs doing between 25-100)

TOPIC CONTENT OBJECTIVES TARGET

NATIONAL PROJECTS

Product knowledge of national projects The responsibility of making national projects Devision of responsibilities and roles between

MC and LC and the rules of communication Value of national partners & projects

Understanding what is the national project, how to operate with MC and feel responsible and commited to national projects.

Leaders & VPs

PROJECT MANAGEMENT

Definition and characterisitics of a project. Process in project management Goals achievement Resource management

Understand how to build your project and the processes inside, manage effecively resources to achieve the goals.

Leaders & VPs

COUNTRY-TO-COUNTRY PARTNERSHIPS

What is CY2CY partnership Value of CY2CY partnership Responsibilities in partnerships Main processes in cooperation management

Understand the processes in CY2CY partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by CY2CY

VPs

SHOWCASING & PROMOTERS

What is showcasing and promoters stories usage

How to brand promoters stories and showcase them

Showcasing channels and partnerships

Understand how to showcase the srories of promoters for getting more customers

Leaders & VPs

INTERMEDIATEiGCDP

iGCDPAdvanced (LCs doing between 100-200)

TOPIC CONTENT OBJECTIVES TARGET

BUSINESS MODEL

Business model canvas Financial model

Understand the business strategy and processes within that and feel responsible towards financial sustainability of the project

Members, leaders, VPs

PRODUCT DEVELOPMENT

Product packaging Product development flow &

processes Customization

Understanding how to package the project, how to sell to different stakeholders and customize to different target groups.

Leaders and VPs

SALES DEVELOPMENT PROGRAM

Knowledge and practice of advance sales techniques

Increasing the capacity and the productivity to reach the higer level of sales results

Members, leaders, VPs

CRM MANAGEMENT

Account management System usage and

management Rules and regulations of

CRM

Working professionaly on customer relationship management

Members, leaders, VPs

ADVANCEDiGCDP

TOPIC CONTENT OBJECTIVE TARGET

BUDDY & HOST PROGRAM

Packaging of host & buddy program

Attitude and responsibility towards engaging those customers

Concrete processes on working with H&B

Know how to engage B&H as a cutomer and have the long-term realtions with them. They understand the clear value of this program

Leaders, VPs

CRISIS MANAGEMENT

XPP review How to deal with the threats

before, during and after they occure

Case solving practice

Know how to deal with cases and crisises and are not afraid of fire-fighting process.

Leaders. VPs

LC2LC PARTNERSHIPS

What is LC2LC partnership Value of LC2LC partnership Responsibilities in partnerships Main processes in cooperation

management

Understand the processes in LC2LC partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by LC2LC

VPs

ADVANCEDiGCDP

FOCUS ON

Learning and Development related

to local project creation and

implementation because it might be

the first time for a lot of LCs in this tier!!

Customization is the key to success

Customize by LC Scale

Customize By Target Profile Eg: Team

Leader

Customize by LC current reality and

focus

Ensure education for members in support functions who are supporting iGCDP as well!

FOCUS ON BACK OFFICE EDUCATION TOO!

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 aligned to your exchange flow and exchange timeline

Exchange timeline

4. Ensure there is customised content for specific LCs and specific profiles within LCs. (customize to your OD Model)

CUSTOMISED

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

Sales Development for iGCDP Golden Rule

70%PRODUCT & PROCESS

KNOWLEDGE

30%SALES KNOWLEDGE

tg c mRAGoal

Sales Negotiation Meeting Goal

Sales Meeting Goal

Cold Calling Goal

Cold Leads Goal

how much time does this process take?

Define what you want to achieve in iGCDP and when so that your SDP can be tailored to your sales needs.

Sales Development for iGCDP

How?

tg c m

RAGoal

Sales Negotiation Meeting Goal

Sales Meeting Goal

Cold Calling Goal

Cold Leads Goal

how much time does this process take?

Who is going to achieve this?This will define the key target for your SDP. eg. I’m going to target iGCDP Sales-Raising TMP

sdp for igCDPhow?

c m

This is where you make your sales development program framework with the key message and best channels to connect to your target audience! :D

A tracker system

Education Framework/

timelineCustomize as per your sales reality and OD Model!

what is sdp made of?

Content and Delivery

Sales Conference if

needed

REMEMBER!

Don’t forget about tailoring your content

and timeline to suit teams working for peak

realisations and teams working for off-peak realisations!

5. Implement Team

minimums

Team MinimumsTeam

Plan

JD

Training

Tracking & Coaching

Evaluation Standard and sense

ReasonDirection

ContributionTool

Performance

The team minimums are the basis of every Talent Management Process you

implement in your Entity!

• Team Minimums help an LC in capacity planning and implementation (and makes it simpler for MC to track)

• Team Minimums allows an MC to create the right education cycle for the entity and an LC to customize education for every function in the right way

• Team Minimums help in Performance Management (Because every team needs to have a JD, MoS, Plan and this needs to be tracked which means performance management in the entity can be structures)

• Team minimums help the MC to have the right information/Business Intelligence to identify what is going well and what are the challenges and how can this lead to increasing productivity!

Planning

Productivity

Talent Capacity

Learning & Developmen

t

Business Intelligence

Team Minimums

Team minimums are a TOOL for TEAM MANAGEMENT and not

something that is implemented by an MCVP TM, MCVP OD OR AN LCVP TM!

Every MCP ,MCVP, LCP, LCVP and Team Leader is using these to lead, manage

and track their teams!

HOW DO I TRACK THESE?

Team

• At least 3 members in a team• Team Experience at least 2 months• Each Team having a team purpose• Weekly/Bi-weekly team meetings for

performance management and track-ing

• Monthly/Quarter Reviews – Optional for teams living a 3-6 months expe-rience and advisable for LCEB and MCEB teams

Plan

• Team Plan with clear team success and MoS

• Individual plan per team member with clear individual numerical contribution to MoS

• Re-Planning (For LC EB/MC EB)• Quarter review (For LCEB/MC EB)

JD• Clear Roles and Responsibilities for each person in the team • Duration of team • Measure of Success• Competencies required and Competencies developed• JD Quarterly Review (For MCEB and LCEB)

Talent Capacity

Training Tracking and Coaching

Evaluation & ReflectionLearning &

Development

• Transition for the team• An education cycle including opera-

tional and operational knowledge for the organization

• Training tailored for each JD

• Weekly/Bi-Weekly Team Meeting • Individual coaching per month

(can be with team leader based on PGS or with external coach/men-tor as well)

• Tracking team and individual performance

• Quarterly Team Meeting (LCEB/MCEB)

• Individual Monthly Coaching meeting • Monthly team and individual feedback meetings • Quarterly team days (LCEB/MCEB)• Development/Assessment of personality/

strengths weaknesses/GCM to assess devel-opment of the team andindividuals through the term

Business Intelligence

What is the Business Intelligence we can get from team minimums tracking and implementation?

• Number of people per programme and function

• Team Plans aligned to LC Plan/MC Plan with clear JD and MoS

• Goals vs. Achieved tracking (% achievement of goals)

• Connection between Education cycle received and team goals achieved

• % of all Team Minimums fulfilled

• % fulfilled under each team minimums (Eg: 50% of the activities under the Team Minimums “Team” have been fulfilled)