Q3 operations report

Operations Quarterly Report

Content:

oGIP, oGCDP, iGIP, iGCDP, TM, Operations, IM

oGIP Quarter Report Q3 2013

oGIP – General Direction

1.  Working on specific segments - Global Talents subproduct implementation

2. Growth networks – working closely with some LCs 3. oGIP culture among membership in our entity

( personel fulfillment, better understanding of area, value proposition for members)

4. Off peaks in segments – supply & demand management

5. International Relations support MC MoS realzation 7. Selling culture in oGIP area

8. Capitalizing on SU

Monthly Priorities Achievement

Kasia

Growth Netowrks strategy JD NST <3 done LC coaching visit -‐ ac=on step for each

LC JD me done OGX Relevance campaign crea=on SI Ana Sofia 25%

Kasia Coaching -‐ LC visits SI me 100 %

ELD Summit -‐ oGIP strategies delivery SI me 100 % IC fallow up SI me 100 %

Kasia NST follow up JD me Done

SumCo prepara=on JD Ana Sofia Done Global Talents PlaQorm SI me Done

Results Overall

RA MA RE

PL 99 101 127

RE 168 100 90

167 % 99 % 71 %

2012/2013

Q3 – Results in IT

IT

Q3 2013

July August September

RA MA RE

RE 2012 Growth/Drop (Re)

RA MA RE


RA MA RE

RE 2012 Growth/Drop (Re) PL RE PL RE PL RE PL RE PL RE PL RE PL RE PL RE PL RE

MoSes 5 6 5 1 3 5 7 -‐29% 5 5 2 3 5 1 8 15 5 8 10 5

TOTAL Monhly 5 6 5 1 3 5 7 -‐0,29 5 5 2 3 5 1 0 0 8 15 5 8 10 5 0 0

TOTAL Quarterly

RA MA RE RE 2012 Growth/Drop

26 12 11 12 -‐8%

Q1 2013

PLANNED


18 12 18 12 50%

GAP -‐8 0 7

Q3 – Results in Business

B

Q3 2013


RA MA RE


RA MA RE


RA MA RE


MoSes 12 28 10 13 12 9 13 -‐31% 6 25 12 13 10 10 20 21 10 7 15 9

TOTAL Monhly 12 28 10 13 12 9 13 -‐0,31 6 25 12 13 10 10 0 0 20 21 10 7 15 9 0 0

TOTAL Quarterly


74 33 28 45 -‐38%

Q3 2013

PLANNED


26 32 36 45 -‐20%

GAP -‐48 -‐1 8

Q3 – Results in MKT

Mkt

Q3 2013


RA MA RE


RA MA RE


RA MA RE


MoSes 6 12 15 9 18 12 12 58% 8 11 10 6 8 5 8 18 10 5 10 5

TOTAL Monhly 6 12 15 9 18 12 12 0,58 8 11 10 6 8 5 0 0 8 18 10 5 10 5 0 0

TOTAL Quarterly


11 20 22 26 -‐15%

Q1 2013

PLANNED


22 35 36 26 38%

GAP 11 15 14

Q3 – Results EDU

EDU

Q3 2013


RA MA RE


RA MA RE


RA MA RE


PL RE PL RE PL RE PL RE PL RE PL RE PL RE PL RE PL RE

MoSes 15 11 10 21 10 12 10 20% 8 12 1 9 12 10 10 5 11 7 15 10

TOTAL Monhly 15 11 10 21 10 12 10 0,2 8 12 1 9 12 10 0 0 10 5 11 7 15 10 0 0

TOTAL Quarterly


28 37 32 35 -‐9%

Q1 2013

PLANNED


33 22 37 35 6%

GAP 5 -‐15 5

Network Analysis – RA

0

5

10

15

20

25

30

35

2012

2013

Network Analysis – MA

0

2

4

6

8

10

12

14

16

18

2013

2012

Network Analysis – RE

0

5

10

15

20

25

2012

2013

Overall Factors

POSITIVE:

ü Good planning process

ü AMAZING NST

ü Attitude „we can do it”

ü IC, SumCO, ELD Summitt

ü LC visits!

ü OGX Commission

NEGATIVE:

ü  Lack of structures in LCs during Summer

ü March Recruitment – raising – around 400 EPs on avi in the beginning of term

oGIP in Q3 Key Achievements:

•  GLOBAL TALENTS PLATFORM

•  GROWTH NETOWRKS •  IC FALLOW UP •  EP CONFERENCE & IT

OFF PEAK RECRUITMENT IN PROGRESS

•  NEW RECRUITMENT FLOW

Key Non-Achievements

•  OGX RELEVANCE

•  MY HOLIDAYS

oGIP in Q4 Key strategies for next

quarter: •  OGX RELEVANCE •  EP CONFERENCE •  IT OFF PEAK

RECRUITMENT •  BE A MATCHER – R&R FOR

OGX •  CO-DELIVERY – GROWTH

NETWORKS EVALUATION •  LAST LC VISTS •  WINCO •  NST development – faci,

delegate etc.

Key challenges for next quarter:

•  NST CAN BE OVERLOADED – LCVPs

oGCDP Quarter Report Q3 2013

oGCDP – General Direction •  Bring OGX Relevance to AIESEC in Poland (in process)

•  RA = MA mindset (done!)

•  LC2LC Cooperation Management (done!)

•  Customer orientation focus (in process)

•  EP LEAD Implementation / Co-Delivery Strategies (in process)

•  Introduction of off peak (done!)

•  International Positioning (done!)

•  Process Optimization (in process)

Quarterly Priorities Achievement

Q3 - Results RA 2012 2013 Growth

Planned 85 Achieved 109 72 - 33.94 % % Plan Realization 84.7 %

MA 2012 2013 Growth Planned 105 Achieved 156 128 - 17.95 % % Plan Realization 121.9 %

RE 2012 2013 Growth Planned 455 Achieved 299 395 32.11 % % Plan Realization 86.8 %


11 9 8

6 5 5 5 5 4 4 3 1 1 1 1 1 1 0

20

7 5

13

4 6

9 8

14

1 5

3 2 3 2 5

1 1 0

5

10

15

20

25

2013 2012


18 17 17

9 9 9 8 8 8 5 5 4 4 2 2 1 1 1

12 17

10

36

8 4

11 17

7 6 2

11

3 2 3 5 2 0

0 5

10 15 20 25 30 35 40

2013 2012


65

45 42 41 40 33

25 23 18 15 14 12 8 5 4 3 1 0

37 31

21

62

16

32

15 18 6 11 6

14 9 11 5 4 0 1

0 10 20 30 40 50 60 70

2013 2012

Overall Factors (positive factors that influenced the performance)

•  Successful coaching visits!

•  Amazing NST J

•  SumCO / IC / ELD Summit

•  Engagement from commission and MC team (OGX as drivers)

Overall Factors (negative factors that influenced the performance)

•  No on-going promotion for programme

•  LC’s with no marketing plan for GC

•  Time limitations because of conferences, coaching visits…

oGCDP in Q3 2013

Key Achievements:

•  OGX mindset in membership

•  NST development

•  Off Peak framework and education

•  OCP preparation

•  LC coaching

•  International Relations


•  Q4 short promo initiative

•  Numerical goals Q3

•  OGX as Sales campaign

•  OGX GCDP Marketing plan in LC’s executed

oGCDP in Q4 2013 Key strategies for next

month:

•  Q1 off peak launch

•  NST & LC visit follow-ups

•  Launch of National OGX GCDP wiki and education flow

•  EP LEAD creation

•  Marketing plan for OGX GCDP

•  OGX as Sales & Challenge campaign for Q1 results

Key challenges for next month:

•  Chairing LCC’s

•  MC Team Days

•  TMP Recruitment in LC’s

•  Joao leaves L

PRIORITIES

FOR Q4 •  Q1 off peak launch •  International Cooperation

management and delivery •  NST & LC visit follow-ups •  Launch of National OGX

GCDP wiki and education flow

•  EP LEAD creation •  Marketing plan for OGX

GCDP, focus on November •  OGX as Sales & Challenge

campaign for Q1 results

FOR OCTOBER •  Q1 off peak launch

•  Finish LC Visits

•  Chairing LCC’s (of 3 important LC’s!!)

•  Off peak marketing plan

•  OGX Challenge campaign design

•  OGX GCDP Wiki launch

•  oGCDP MM commission management

iGIP Quarter Report Q3 2013

iGIP – General Direction

•  iGIP in Poland is delivering one coherent and market relevant Global Talents product basing on national sub products and local segments. Our internal processes optimization and know-how implementation together with external outlook makes us reliable business partner for companies in different segments across Poland.

Quarterly Priorities Achievement JULY

iGIP Top LCs inita=ve prepara=on and releasing the app done Func=onal mee=ng prepara=on done SumCo prepara=ons done Delivery Cooridniator training and implementa=on done

AUGUST Sales Region (Coaching) strategy crea=on and first mee=ng done Coopera=on with government prepara=ons done Global Talents posi=oning -‐ NST selec=on || webpage + offer update || external partners raising undone Global Talents Product Development strategy (with BoA and WG) done

SEPTEMBER Coaching visits -‐ sales region kick off! done ELD Summit done Global Talents basic brand support -‐ webpage / offer undone

Results Overall

105 107 108

57 48

94

51 54

83

2012 2013 PLAN 2012 2013 PLAN 2012 2013 PLAN

RA MA RE

Q3

Q3 Results

Q3 – Results in IT

6

17

33

5 3

29

4 3

34

2012 2013 PLAN 2012 2013 PLAN 2012 2013 PLAN

RA MA RE

IT Q3

Q3 – Results in Marketing

22

19 19

16

10

14 14

10 11

2012 2013 PLAN 2012 2013 PLAN 2012 2013 PLAN

RA MA RE

MKT

Q3 – Results in Teaching

6 7

18

1 4

15

2 3

13

2012 2013 PLAN 2012 2013 PLAN 2012 2013 PLAN

RA MA RE

Teaching

Q3 – Results in @UNI

67 66

38 34

30 36

29

39 35

2012 2013 PLAN 2012 2013 PLAN 2012 2013 PLAN

RA MA RE

Uni


9 8 9 11

15

10

3

13

2

9

4 1 4

8

1 6

4

8

11

16 14

7

0 2

10

2 5 4 3 1

LCs Q3

2013 2012


2

8

1 1

4

1

6

3 0

5

1 1

4

8

2 1 0 0 3

0 0 2

4 3 3

6

1

8

2 2 1

11

3 3 1

4

LCs Q3

2013 2012


7

0 2 1

8

6

0

6

0 0 1

15

2 1 0 2 3 0 4

7

3 4

3 0 2

5

2 2 0

11

1 0 0 4

2 1

LCs Q3

2013 2012

Overall Factors

POSITIVE:

•  Full support from iGIP commission

•  Beginning of cooperation among LCs

•  Conferences (National and International)

•  Coaching visits

•  AIESEC Uni changes

•  Global Talents coherency across Poland

NEGATIVE:

•  Lack of HR during summer •  Matching intensity •  Bad planning •  Lack of NST in the area •  Lack of brand support for Global

Talents

iGIP in Q3 Key Achievements:

•  Commission building

•  First sales region creation (coaching LCs)

•  Global Talents standarization

•  National cooperation with Funmedia


•  NST

•  GT Brand Support

•  International cooperation

iGIP in Q4 Key strategies for next

month:

•  International Cooperation NST implementation

•  Funmedia cooperation follow up

•  Sales region tracking and showcasing

•  Matching Mania

•  Sales Mania


•  New GT strategy implementation (local products creation)

•  GT brand support…

iGCDP Quarter Report Q3 2013

iGCDP – General Direction

1.  National educational product portfolio refreshment (creating materials, educating the network, testing new product portfolio)

2. NGO cooperation enhancement (launching OCP’s commission, research of national TN takers)

3. Partnership management development (recruiting team members of IR structure, implementing IR standards with partners and LC’s)


4.  Host families initiative development (recruitment of brand manager, planning GH positioning, creating national recommendations for local promotion, creating national platform for registration)

5.  GCDP sales enhancement

(testing sales recommendations, WIKI creation)

6.  EP servicing process based on co-delivery

(summing up recommendations in a WIKI)


7.  Reception WIKI creation

(creating a working group and preparing the WIKI)

Quaterly Priorities Achievement

•  Creation of new product portfolio and informing network about the changes

•  Creation of strategy for cooperation with NGO and informing network about it

•  Creation of strategy and policies for partnership management in iGCDP and informing netwrok about it

Q3 - Results

Planned Realized Growth %

RA 240 281 -‐171 -‐38%

MA 350 260 +71 37%

RE 440 382 +61 19%


0

20

40

60

80

100

120

140

2013

2014


0

10

20

30

40

50

60

70

80

2013

2012


0

10

20

30

40

50

60

70

80

90

100

2013

2012

Overall Factors (positive or negative factors that influenced the

performance)

•  I was developing and changing my strategies few times, which made it finished later than I planned.

•  I did not push so much LC’s to rais TN’s particluarly three months before the realization dates.

•  One person in IR structure is definitely not enough to assure proper raising and matching progress.

•  Not enough know-how passed (because there wasn’t) during MCVP transition. I needed to get some of it from the network on IC or through doing the actual work.

iGCDP in Q3 2013

Key Achievements: •  Creation of new product

portfolio and informing network about the changes

•  Creation of strategy for cooperation with NGO and informing network about it

•  Creation of strategy and policies for partnership management in iGCDP and informing netwrok about it


•  Still no reception WIKI

•  Not so much progress in Global Host

•  No integration activities for long term NST members

iGCDP in Q4 Key strategies for next

quarter:

•  Testing new product portfolio for edu sector

•  Launching new type of cooperation with NGO’s

•  Implementing partnership management tools for both LC’s in Poland and partners

•  Brand enhancement


•  Preparations for WinCo

•  Lack of NGO coordinator

•  Less time due to many holidays in Poland

iGCDP in October 2013 Key strategies for next

quarter:

•  Finishing materials for edu projects.

•  Research of knowledge partners.

•  Research of national TN takers in NGO’s.

•  New NST members induction and launch of work.

•  Launch of NGO OCP commission.


•  One week less for work due to team days.

Operations Quarter Report Q3 2013

Quarter Priorities Achievement

•  Customer Experience Management Culture

•  Customer Channel

•  National Control Board – NCB

•  GIP Strategic Meeting Management

•  International Congress

•  ELD Summit Agenda Management


performance)

•  International Congress (Negative)

•  NCB Members performance (Positive)

•  GIP Strategic Meeting follow up (Negative)

Operations in Q3 2013

Key Achievements:

•  Customer Experience Management Culture

•  Customer Channel •  National Control Board –

NCB •  GIP Strategic Meeting

Management •  International Congress •  ELD Summit Agenda

Management

Key Non-Achievements •  Customer Experience

Management (in terms of trainings – not culture) and usage of tools

•  Interaction of Operations sub-team to be connected and understand all strategies

•  OD and OP connection that we notice that improvement is needed

Operations in October 2013 Key strategies for next

month:

•  Talent Management Product Packaging Agenda Creation (with Justyna) and execution;

•  National Control Board: Standardization of strategies and improvements


•  Chair+CEED Mainland of China (time management)

Operations in Q4 2013 Key strategies for next

Quarter: •  Talent Management

Product Packaging creation and implementation

•  National Control Board: Standardization of behaviors in how to speak to customers (frequency) / Culture shaping / Operational trainings (platform usage and CEM orientation in LC level) / CEM Challenge / Reports improvement

Key challenges for next Quarter:

•  WinCo Conference Management

TM Quarter Report Q3 2013


•  Preparation towards recruitment 2013 (Talent Planning, LC education, support,)

•  IT TXP recruitment process preparation,

•  Conference Delivery and LC Coaching (strategies implementation)

•  TLP Audit preparation with IM Department,

•  Preparation for internal recruitments (reallocation strategy and tools for next Qs)

Talent Management in Q3 2013


•  Product Packing process preparation,

•  Building more capacity for OGX in AIESEC in Poland,

•  Talent Capacity in Q3 for almost all of programs- most of the LCs are had excuses that their non achievements come from lack of people in LCs


performance)

•  International Congress (Negative)

•  Understanding of the role of TM area in AIESEC in Poland (Negative)

•  MCVP Comm issues (highly negative)

•  Conferences (Positive)

•  New coaching Model (positive)

Talent Management in October 2013

Key strategies for next month:

•  Product Packing Preparation,

•  Recruitment tracking and evaluation (especially IT),

•  Research and preparation with externals towards recruitment process optimization


What I want to do in October as well?

•  Evaluate cooperation with other ELDs to gather feedback and define relevance of my work,

•  Redefine a bit my projects in MC to support more Talent Capacity, Learning and Development and OGX relevance for AIESEC in Poland,

•  Define further steps regarding measuring resources (IM)

Talent Management in Q4 2013

Key strategies for next Quarter:

•  EP LEAD and EP reintegration strategy,

•  Product Packing of TMP, •  Recruitment process

optimization, •  „Measuring Our Impact”-

TM in AMS full implementation of TLP Audit (performance part)

•  MC 14-15 Recruitment process preparation


•  Attitude in LCs,

IM Quarter Report Q3 2013


•  AIESEC Management System: – TLP Audit – Ticket System – SONA – PLAN – Site basic interface – Admin pages to control

•  [75% - 6/8] Newsletters published •  2 Conference Outputs [Sessions: ~80%]


performance)

•  Changes in the PLAN platform; (negative)

•  User experience in audit; (positive)

IM in Q3 2013

Key Achievements:

•  AIESEC Management System: –  TLP Audit –  Ticket System –  SONA –  PLAN –  Site basic interface –  Admin pages to control

•  [75% - 6/8] Newsletters published

•  2 Conference Outputs [Sessions: ~80%]


•  AMS reporting pages;

•  AMS performance pages;

IM in October 2013 Key strategies for next

month:

•  AMS network engagement over the website;

•  Track user experience over the website;


•  Create meaningful reports;

IM in Q4 2013 Key strategies for next

Quarter:

•  AMS 100% working: –  Inputs: SONA, PLAN, Audit

–  Outputs: Performance, Analysis, “Health”;

•  Network using AMS: –  100% LCPs using;

–  100% Ebs using (VPs ELD)


•  Not defined yet;

Technology

Q3 operations report