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Structures for peak and off-peak management
oGCDP | Tier 1
Planning and Building CAPACITY based on challenge identification, Exchange
flow and OD Model of your entity
For peak and off-peak management
GCDP Clustering for LC
oGCDPBeginner 0-25 X RE
Intermediate 25-100 X REAdvanced 100-200 X RE
Mature +200 X RE
GCDP Clustering for LC
Advanced and Mature LCs should have structures to
manage both peak and off-peak!
Beginner and Intermediate LCs focus only on realizations
during the PEAK!
Use TM Planning Tool to Plan for oGCDP
1. Number of Members in oGCDP
and support functions
2. Number of TMP and TLP Experiences
in oGCDP and support functions
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 oGCDP 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
Building
2. We have enough members in oGCDP 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 oGCDP and members need to be re-allocated so even the GIP
programmes have the right capacity!
How to balance the oGCDP and oGIP support?
Clear JD for members in Exchange Support
Clear KPIs for each member specifically in oGCDP, oGIP and support areas (TM and Marketing)
Hybrid Members – Example: TM & Marketing members in oGIP team and oGCDP team
Pick focus LCs for oGIP and oGCDP in a way
that in most cases it is not the same LC growing in both
programmes
How to balance the oGCDP and oGIP 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
Project Structure
LC
VP oGCDP
OCP
OCP
OCP
VP FIN VP TM VP MKT
For ALL
levels!
Beginner LC
VP
Member
Member
Member
(0-25 Re)
Inner & Outer Journey Delivery
∞Ra-Ma-Re
Note!
∞
VP
Member
Member
Member
∞Ra-Ma-Re
Key focus• Start up initial issue-based oGCDP
project for local market
Member Efficiency: 0-5 Re/ member
Duration: 3 months
Member JD• Design issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration
process management• EP’s inner-outer journey(experience)
management• Finance/TM
Beginner LC – Plan only for peaks realizations!
(0-25 Re)
Back Office Supports
TM Member learning & development
Finance Project Financial Model
Marketing & Communicatio
n
Student Market Research;Showcasing
ER External Resources integration
VP
Member
Member
Member
∞Ra-Ma-Re
Beginner LC(0-25 Re)
Beginner LCLCVP
Comm/ Marketing
Member 1 Member 2
KPI:• Number of EP’s Raised
(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to
Raise
NOTE: • Marketing team has 1-3 members (including
LCVP)• Marketing Team needs to focus on
establishing their market penetration for just 1 Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
10 to 40 Realisations
30 to 70+ Raised
50 to 150+ Sign ups
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
This means that recruitment activities must be focused enough to get this number of registrations from the right target market
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on Statistics, how many Sign-ups do you nee to get this many raises?
STAR
T H
ERE
Beginner LC
0-10 Realisations
LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies (can
be online or offline) to reach the target audience• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is running according to timeline
• Ensures that OGX is promptly responding to leads/ registrations
Members’ JD (1-2):• Year-round:
• Ensures website and social media is always up to date with relevant information
• Ensures Relationships with Campus/ University is well maintained
• Recruitment Period: (for each member)• Supports in designing and developing materials for the Campaign• Takes on the implementation of 1-2 key channel strategies and
aligns the LC’s towards this
LCVP Comm/
Marketing
Member 1 Member 2
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
Intermediate LC – Plan for peaks only!(25-100 Re)
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
(25-100 Re)
Key focus• National project implementation, showcasing
and process standardization
Member Efficiency: 3-6 Re/ member
Duration: 3 months
Member JD• Localize national issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration process
management• EP’s inner-outer journey (experience)
management• Showcasing
Intermediate LC
Back Office Supports
TM Member Learning & Development.
Finance Project financial modelMember development
investment
Marketing & Communicatio
n
Student Market Research;National brand alignment;
Showcasing.
ER External resources integration
VP
TL TL
∞Ra-Ma-Re
∞Ra-Ma-Re
(25-100 Re)Intermediate LC
Intermediate LC
10 to 40 Realisations
LCVP Comm/
Marketing
Member 1 Member 2 Member 3 Member 4
NOTE: • Marketing team has 3-5 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
30 to 70+ Raised
50 to 150+ Sign ups
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
KPI’s:• Number of EP’s Raised
(that fit the right Matchable EP Profiles)• # of Leads/ Registrations from each strategy• Increased Conversation Rate from Sign up to Raise
This means that recruitment activities must be focused enough to get this number of registrations from the right target market
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on Statistics, how many Sign-ups do you nee to get this many raises?
STAR
T H
ERE
Intermediate LC
LCVP Comm/ Marketing
Member 1 Member 2 Member 3 Member 4
LCVP JD• Designs Marketing Strategy with OGX And Marketing Team and ensures a
well designed product- customer flow*• Works with Marketing Member to organise 2-3 KEY channels strategies
(can be online or offline) to reach the target audience• Recruitment Period:
• Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this.
• Ensures that his/ her members are on track and the campaign is running according to timeline
Members’ JD (2-3 Channels Experts)• Online Marketing (1-2 members):
• Ensures website and social media is always up to date with relevant information,
• Explores and develops 1-2 Online Inbound Marketing Strategies
• Campus Relations: • Ensures Relationships with Campus/ University is
well maintained (Year Round)• Designs and Oversees Physical Recruitment Events
Members’ JD (1-2 Designers)• Year-round:
• Ensures website and social media is always up to date with relevant information
• Ensures Relationships with Campus/ University is well maintained
• Recruitment Period: (for each member)• Takes on the implementation of 1-2 key channel
strategies and aligns the LC’s towards this
VP
TL TL TL TL (Off-Peak)
Advanced LC – Plan for peak and off peak structures!
(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
VP
TL TL TL TL (Off-Peak)
Advanced LC(100-200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focusProduct development, Product sales and delivery
Member Efficiency5-7 Re./ member
StructureProject based team: 2-4 National issue-based project + 1-2 Local new project(off peak)
Member JD in each National Project Team-Localize national issue-based oGCDP project-Ra(Marketing)-Ma (IL S&D Mgt)-Re-Reintegration process management-EP’s inner-outer journey(experience) management: Event management-Showcasing
Member JD in Local New Project Team-Product development(Design and Packaging)-Product marketing and sales-Ra(Marketing)-Ma-Re-Reintegration process management-EP’s inner-outer journey(experience) management: Event management
Back Office Supports
TM Member Profiling; Learning & Development for
Members; Education Cycle focusing on Product
Development and Sales.
Finance Financial model for New ProjectCrisis management
Member L&D investment
Marketing & Communication
Student Market Research;Product packaging;
EwA;Showcasing.
ER Partnership raise and engagement
IM Process optimization
Advanced LC (100-200 Re)VP
TL TL TL TL (Off-Peak)
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Timeline!Off-Peak timeline
March-April Realization
- Team should be in place by December - Raising period December-Jan end - Matching: Feb and March- Realization: April
September-October Realization
- Team should be in place by June - Raising period June-August end - Matching: July, August, September- Realization: September, October
Peak timeline
June-July Realization
- Team should be in place by March first week
- Raising period March-May end - Matching: April - June- Realization: June-First week August
January-February Realization
- Team should be in place by June - Raising period June-August end - Matching: July, August, September- Realization: September, October
Advanced LCLCVP
Comm/ Marketing
Brand Team TL
Member 1
Member 2
Brand Team TL
Member 1
Member 2
Comms Team TL
Member 1
Member 2
40 to 70+Realisations
70 to 120+Raised
150 to 300+
(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on your average conversion rate, how many Sign-ups do you need to get this many raises?
STAR
T H
ERE
NOTE: • Marketing team has 7-10 members (including LCVP)• Marketing Team needs to focus on scaling up in their market reach
for their focus Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme
• TMP/TLP
Advanced LC Brand Teams• Each Member can handle 1-2 sub-brands/ Programmes• Market Research• Participate in the synergy meetings with the equivalent teams in oGX
function• Leads the development of the content marketing strategy for Their
main subproducts/ issues• Year round management of the brand positioning for their assigned
sub-brands• It is recommended that someone with graphic design abilities is also
within each team
LCVP Comm/ Marketing
Brand Team TL 1
Member 1
Member 2
Brand Team 2
Channel Mgr. 1
Channel Mgr. 2
Comms Team
Member 1
Member 2 Special Comms Team• Builds and Aligns the over-all content strategy of
their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC
• Works with the brand teams to ensure that marketing content is aligned
• Includes management of social media channels, website, online registrations, campus relations, media, PR etc.
LCVP JD• Designs Marketing Strategy with OGX And Marketing Teams and ensures
a well designed product- customer flow*• Leads Proper and Strong Brand management in the LC• Key role in Managing Crisis Communications• Recruitment Period:
• Leads the creation and implementation of the marketing strategy across the different sub-brands and channels
• Ensures that his/ her members are on track and the campaign is running according to timeline
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
Mature LC (>200 Re)
∞Ra-Ma-Re
∞Ra-Ma-Re
Mature LC – Plan for peaks and off peaks!(>200 Re)
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Key focusProject sales and delivery, Process optimization, EP learning and service.Member JD in issue-based Project Team-Project design, marketing and sales;-EP’s inner-outer journey(experience) management: Event management-EP Education and Management on Exchange Process-Showcasing
Member Efficiency7-15 Re./ member
Duration3 months
Mature LC(>200 Re)
Member JD in Stakeholder Management Team- Stakeholders: embassy,
member, university relationship, partner and etc.
- Expertize in CRM management of a corresponding stakeholder to help effective delivery process of projects.
Member JD in Process Optimization Team- Expertize in a specific process
management for fast delivery process of projects
Scale- 1-2 stakeholders/ member;- 1-2 members/ process.
Duration: 6-12 months
VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Back Office Supports
TM Member Profiling; Member development path; Member L&D; Advance HR Pipeline Management.
Finance Program financial model; EP Learning & Service Investment; Member L&D Investment; Crisis management
Marketing & Communication
Student Market Research; Product packaging; EwA; Showcasing Program; Campus Relationship(Public Relations)
ER Partner upselling;Partner CRM;
IM Process optimization
Mature LC (>200 Re)VP
TL TL TL Mid Manager
∞Ra-Ma-Re
∞Ra-Ma-Re
∞Ra-Ma-Re
Timeline!Off-Peak timeline
March-April Realization
- Team should be in place by December - Raising period December-Jan end - Matching: Feb and March- Realization: April
September-October Realization
- Team should be in place by June - Raising period June-August end - Matching: July, August, September- Realization: September, October
Peak timeline
June-July Realization
- Team should be in place by March first week
- Raising period March-May end - Matching: April - June- Realization: June-First week August
January-February Realization
- Team should be in place by June - Raising period June-August end - Matching: July, August, September- Realization: September, October
Mature LC
70++Realisations
120++Raised
300++(Ideally, Sign up to Raise Conversion rate is greater than 30%)
Sample Backwards Planning:
Based on Statistics, how many Raises do you nee to get this many realisations?
Based on your average conversion rate, how many Sign-ups do you need to get this many raises?
STAR
T H
ERE
NOTE: • Marketing team has 10+ members (including LCVP)• Marketing Team needs to focus on scaling up their market reach fortheir
current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP)• High Volume LC’s need to especially work on optimising their processes and
investing in IT innovations in order to increase their production capacity, These LC’s can work with the MC to develop these evolutions
• Don’t expand the team too much horizontally
LCVP Comm/ Marketing
Brand Team TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Comms Team TL
Member 1
Member 2
Member 3
Mature LC
LCVP JD• Designs Marketing Strategy with OGX And Marketing Teams and ensures
a well designed product- customer flow*• Leads Proper and Strong Brand management in the LC• Key role in Managing Crisis Communications• Recruitment Period:
• Leads the creation and implementation of the marketing strategy across the different sub-brands and channels
• Ensures that his/ her members are on track and the campaign is running according to timeline
Brand Teams• Each Brand Team can handle 1-2 sub-brands/ Programmes (sub-
product for oGIP, issues foroGCDP , TMP/TLP)• Market Research• Participate in the synergy meetings with the equivalent teams in oGX
function• Leads the development of the content marketing strategy for Their
main subproducts/ issues• Year round management of the brand positioning for their assigned
sub-brands• It is recommended that someone with graphic design abilities is also
within each team
Special Comms Team• Builds and Aligns the over-all content strategy of
their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC (ex. Content calendar management, Social Media analysis)
• Works with the brand teams to ensure that marketing content is engaging and is aligned to over-all brand objectives
• Includes management of alliances, social media channels, website, online registrations, media relations, PR, Campus relations etc.
• *IT support can be outsourced
LCVP Comm/ Marketing
Brand Team TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Brand Team TL
Member 1
Member 2
Member 3
Comms Team TL
Member 1
Member 2
Member 3
Tips to manage the peak and off-peak effectively
• Off-peak planning normally starts towards the end of matching and beginning of realization of peak periods!
• If you need to assign teams for off-peak, planning should start during the matching time of the peak period
• For advanced and mature LCs, it is better t0 have peak oGCDP teams and off-peak oGCDP teams working all year round to ensure realizations are managed well!
• On the MC level, there has to be synergy between the MCVP oGCDP, MCVP TM and MCVP OD on which LCs will do both off-peak and peak!
• If S&D and country partners are a bit different for off-peak, ensure that is embedded into L&D!