Date post: | 21-Aug-2014 |
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Government & Nonprofit |
Upload: | charlotte-e |
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TM for oGIP Teaching and
Marketing toolkit
I !"#w w$%& '#(’r) &$*"!*"+!
W$%& *, &$*, %b#(&? • Pick focus LCs for oGIP growth in your entity • Building Capacity for oGIP fruit peak
• Learning and Development for the fruit peak
• Team Minimums
• Using HR Intelligence to grow
H#w -%" '#( &%!) %.v%"&%+) #f *&?
L)&’, GO!
1..P*-! f#-(, LC, f#r #GIP +r#w&$
Tier 3 entities (0-30 oGIP)
Less than 10 LCs !!• Ensure most LCs have oGIP as the
focus!• Each LC should only have one of the
two GIP programmes as focus!• LC Planning support specifically for
TM, Marketing and oGIP!• Define how much each LC will jump !• No need to cluster LCs into a cluster
by volume as they are all in one cluster of 0-10 Re!
More than 10 LCs
• Pick the LCs that will grow in oGIP!• Create a cluster for oGIP Focus LCs!• Other LCs can focus on iGIP or one
of the GCDP Programmes!
!
Tier 2 and Tier 1
Which LCs are making the jump in what programmes and HOW?
……… ……………… D*v)r,*&'
Tier 2(30-150 Re) and Tier 1 (150+)
!
LCs in oGIP!0-10 Re!
10-40 Re!40-70 Re!
!!
Pick exactly which LCs in
each LC Cluster is
your focus & what is
their Goal
These LCs have balanced
growth in GCDP and plan
completely based on oGIP
2. P/%""*"+ %". B(*/.*"+ CAPACITY f#r &$) FRUIT PEAK *" #GIP
Use TM Planning Tool to Plan for oGIP
1. Number of Members in oGIP and
support functions
2. Number of TMP and TLP Experiences in oGIP 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 oGIP
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 for the fruit peak – 2 weeks!!
1. I do not have enough
Members in any
programme/function
Tips to run an optimized recruitment 1. Clear and focused Promotion of Job description
Example: Interact with universities of arts, business and commerce to send students on internship!!Example: Hands on Experience in online and offline marketing to business students !!
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 Attitude Background Interest Time
Timeline Approach
existing sign ups for TXP and GCDP
Rejected applicants from last
recruitment
Optimized Selection
Returned Eps to TXP in
oGIP
1 week 5 days
Optimized Selection
Value based recruitment
q Commi'ed and mo*vated members ( GIP needs commitment and persistence)
q Building
2. We have enough members in oGIP
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
Re-allocate to ensure there are the right number of members in oGIP and all
other functions
How to balance the oGCDP and oGIP support? Clear JD for members in Exchange Support
Clear KPIs for each member
Hybrid Members – Marketing or TM members in oGIP team
Identify where GIP and GCDP tasks get connected
What structure should I recruit into?
S!r"#!"r$% f&r…
0-10 Re 10-40 Re
0-10 S!'r! Up LC
VP
Member Member Member Member
Basic Consideration: • Focus in 1 sub product – Marketing OR
Teaching • Each member goes through Ra-Ma-Re • High effort of L&D is expected to retain the
members • Consider oGCDP, iGIP or EPs to join this team ∞
Ra-Ma-Re
Number of members: Depends on efficiency and year goal for oGIP Job Description: • Promotion and raising, matching, and realizing • Outgoing preparation seminar • Experience Co-delivery
In the 1st year of operating oGIP, LC A wants to have 10 realizations in one subproduct by the end of the term.
VP oGIP • Strategy and
coordination for 1-2 subproducts management
• Market Research • S&D analysis
Member 3
Member 2
Member 1
JD for each member: - Promotion support (virtual and physical) - Sign ups follow up - EP Raising management - Manage matching process - Co delivery (EP virtual preparation) - Outgoing Preparation Seminar (incl. LEAD for
EP) - Follow-up of EP while abroad - Reintegration
(')p*$ What
should they do?
• SPLIT oGIP and oGCDP LCVPs for focus LCs
• In case this isn’t possible, create specific oGIP teams for the summer within the OGX team at an LC level so that they can be tracked separately
• Summer teams in oGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD
0-10 S!'r! Up LC
VP
TL
Ra
Ra
Ma
Re
TL
Ra
Ra
Ma
Re
TL (Pocket Recruit.)
∞ Ra-Ma-Re
Basic Consideration: • Each team is focused on one sub product – Marketing
or Teaching • Can work with either ongoing or pocket recruitment,
depending on the relevant sub product for your market • For ongoing, start to specialize members in different
processes • For pocket, focus on the delivery of the full process
Number of members: Depends on efficiency in oGIP and goal for oGIP Job Description: • Promotion and raising, matching, and realizing • Outgoing preparation seminar • Experience Co-delivery
P#&)"&*%/ LC (10-40 Re)
∞ ∞
VP
TL
Ra
Ma
Re
Re
MKT
TM
TL
Ra
Ma
Ma
Re
Re
Re
MKT
TM
TL
Ra
Ma
Ma
Re
Re
MKT
TM
H*+$ P#&)"&*%/ LC (40-70 Re)
Number of members: Depends on efficiency and Goal for number of Realizations Job Description: • Promotion and raising, matching, and realizing • Outgoing preparation seminar • Experience Co-delivery
Basic Consideration: • Add additional TM and MKT on top
of existing JDs • Allows more customized oGIP
strategies to happen
H*+$ P#&)"&*%/ LC
2 situations LCs will be in For LCs - no or very little
available forms
CAPACITY and STRUCTURES focused on
RAISE
For LCs - available forms but need to raise more
CAPACITY and STRUCTURES
Focused on Raise and match
SUMMARY for CAPACITY
SUMMARY
ü Plan for number of members using planning tool
ü Recruit or re-allocate depending on outcome of planning
ü Ensure you follow an optimized recruitment process
ü Recruit into the right structures
ü Balance oGCDP and oGIP growth through building capacity
3. Learning and
Development
USE TM Planning tool How do I
plan?
FOCUS ON EDUCATION TO DRIVE SUMMER How can i
achieve this?
1. Create a specific oGIP education cycle only for fruit peak.
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
LEARNING AND DEVELOPMENT
However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC.
‘Learning from doing’
FOCUS ON EDUCATION TO DRIVE SUMMER What kind?
What kind of education cycle to create for LCVPs and Team Leaders?
Teaching and Marketing knowledge
Online and Offline attraction and converstion
oGIP Sales knowledge
Team Minimums Implementation
Complete Supply and Demand awareness
Attraction and conversion of EPs
Matching Process
Delivering on country partnerships
Continued Raising and Matching knowledge
Weekly updates on current supply
Delivering Quality Experiences
APRIL APRIL&MAY JUNE
FOCUS ON EDUCATION TO DRIVE SUMMER
What kind of education cycle to create for new and exisitng members?
Relevance of GIP
Understanding of iGIP and oGIP
Teaching and Marketing knowledge How to sell Team Minimums
Supply and Demand understanding How to raise based on product and S&D Matching Process understanding Supply and Demand
Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process
APRIL APRIL&MAY JUNE
FOCUS ON EDUCATION TO DRIVE SUMMER HOW?
How to deliver the education?
National and regional conferences
Induction process based on organizational and operational knowledge
Continuous virtual training
Ensure education for members in support functions who are supporting oGIP as well!
FOCUS ON EDUCATION TO DRIVE SUMMER
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 specifically for the Fruit Peak
SUMMER
4. Ensure there is customised content for specific LCs and specific profiles within LCs.
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
THIS REQUIRES SYNERGY
1. LC Clustering with GIP Focus 2. LC Re-Planning support 3. Effective LC Coaching (in
coordination with MC Team) 4. Reward and Recognition for
summer peak
1. Creation of virtual education cycle and timeline
2. Implementation of team minimums
3. LC L&D Planning for GIP 4. Induction 5. IXP for oGIP Education
OD/LCD TM 1. Content customized to LCs 2. Supply and Demand
knowledge and update
oGIP
MARKETING 1. Education on online and
offline marketing 2. Coaching marketing
teams in the entity to understand Marketing for oGIP
None of this will be successful if
1. There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education
2. Education is not measurable
3. Not aligned to GIP Exchange timeline in your entity
4. Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment
SUMMARY for Learning and Dev
SUMMARY
ü Plan for Learning and Development using TM planning tool
ü Plan specifically for the fruit peak for specific profiles
ü Customize education to LC Scale and sub product focus
ü Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time
ü Synergy with clear KPIs is important to make it work
ü There has to be a connection between Education through OD role (Planning and coaching) and education through TM
4. I0p/)0)"& T)%0 M*"*0(0, IN EVERY TEAM
Team Minimums Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason Direction
Contribution Tool
Performance
HOW DO I TRACK THESE?
Team Minimums Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason Direction
Contribution Tool
Performance
4. Using HR Business Intelligence for oGIP
What business Intelligence can help to drive the fruit peak?
% of people in oGIP and % of
people in Support
Functions
What business Intelligence can help to drive the fruit peak?
Which level of membership is
contributing most to oGIP?
Team members, Team Leaders or
LCVPs?
What business Intelligence can help to drive the fruit peak?
Time a new member or new
team leader takes to start performing
What business Intelligence can help to drive the fruit peak?
% of people by Process – In Ra,
Ma and Realization
What business Intelligence can help to drive the fruit peak?
Applicants to oGIP TLP positions
What business Intelligence can help to drive the fruit peak?
TMP Retention Rate
Why does information help?
The Right Information
helps us find our CHALLENGE
Why does information help?
Example of this
Every member needs to live GEN2015!
Every member, Every day CONTRIBUTES!
GIP Needs to be
everywhere