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THE COOLEST SESSION!!!!!

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Let’s showcase 5 GCPs of our COUNTRY

Now, we will learn about 5 GCP’s in AIESEC network!

oGCDP Off Peak Recruitment by AIESEC in

Brazil

OGCDP Off Peak Recruitment

Programme: OGX GCDP

Key results achieved: Over 250 RA in off-peak months (July, August, September, February)

Which bottleneck does it address? Lack of EP’s in the system for oGCDP/ Operational growth

HOW to ACHIEVE IT!Key action steps

There are two BIGGEST elements:

1)Multiplying your impact campaign: to sell another GCDP before or during the realization of one GCDP/GIP experience abroad.

2)Market focus on people who have just graduated/ universities with different timelines.

Sharing LearningsChallenges/Successes:Be careful not to focus 100% of your efforts on off-peak, once it could fail and you may lose your peak (i.e. do not have all projects of one LC focused on that).

Normally, people who have just graduated are the ones who are most likely to do a combo of more than 1 GCDPs, due to lack of hurry to come back.

Learnings/Advices to the network:Not all LCs have the maturity to do this kind of strategy. I recommend you to do it with your top 40% of the LCs.

Contact Person:AIESEC in BrazilName: Arthur Chiba/ Raissa FalcãoPosition: MCVP OGX GCDP/ MCVP MKTEmail: [email protected] / [email protected]

Additional Materials:

Links and description of additional materials

Enabling the network. Together

GCP SHARING

AIESEC India - Integrated Experiences

Which bottleneck does it address?• The culture of internal

membership experiencing the product and gaining key

competencies for TMP and TLP experiences

• Avenue for oGCDP realizations

• Improves International relations with other countries

Key Results Achieved

250 members went on exchange

Out of 250 members 74 are on executive board of 22 LCs

3 Expansions driving IXP in their LC leading to strong foundation and out of them 2 got converted as parent LC indicating IXP as an important avenue for leadership building in local chapter

17 LC out of 22 have IXP culture

SCR sales for iGCDP projects

By AIESEC Russia

Key Results

- About 100,000 ($1,810,000.00 ) euro for 4 different National Projects

- 320 GCDP TNs XP realized

Wow!!!!!!

Key actions Steps

1. Product Packing

2. Market research amog big

3. Sales of a product

4. Contract signing

5. Delivery of Project

6. Raising responsible culture amog LCs

Product Packing

Social issue Relevance

MembersiGCDP/MKT/

BD

# cities # interns# events# schools

Market research amog big

BIG SCALE COMPANIES CSR activities

Based on the project issue

Sales of a product Main Channels

Official letter to CEO of a comapny

ALUMNI

Contract SigningMake it rigth way

Ensure money

Delivery of Project

- Elect group of people to educate leaders, monitor results and prepare reports for partners

- One person “Project Manager” with FULL TIME JD

Responsible Culture

- The people should clearly understand the responsability fro project, for each KPI promise to a company

1.- Time line Following

2.- LC performance

1.- Ensure clear alignment BD MKT FNZ iGCDP

2.- Engage LC for goals setting 3.- Do not promise to a

company something you are not sure you could

Challenge Learnings

iGIP TLP retention rate growth

By AIESEC Czech Republic

- For TLP positions in iGIP applied mostly people from this area cause of necessity of selling skills and results required

- For TLP positions the best selleres were mostly selected

- These people could not handle the people in the area so good and also their own results dropped

- People unable leading people in the area caused that also TMP takers left the area (to another FA or they left organization itself)

Previous situation

- Focus on TLP selections – not only the best sellers can be TLP in this area

- Setting the profile – people understandning the product, processes with deep organization understanding

- TLP transition/induction – period between selections and teams starting to work prolonged to 2-3 months

- Transition/induction focused on proper soft skills education (how to lead team, delegation etc.); transition partlly delivered nationally

- Selling skills of team members also developed by mentoring

Action plan

Results- TLP retention rate in iGIP in autumn 2013 – 90% (27 out of 30)

- TMP retention rate in iGIP in autumn 2013 – 85% (63 out of 74)

- No. Of filled TLP positions in January – 93% (27out of 29; some positions were opened once again)

- Constant growth in RA/MA/RE in iGIP in Q3,Q4 2013

The right co-delivery means

more and better

leadership development

CREATIVITY15 MIN

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