oGCDP Capacity Quality Delivery

Building capacity for Quality Experiences oGCDP

Role of HOME ENTITY in GCDP

Strong EP Preparation, support with

matching and the VISA Process

Alignment of Expectations about the JD

between EP and Host Entity

Regular communication with EP during realization and post realization

period

EP Re-integration post Re

HOW?

STEP 1:

Plan for Capacity for Quality

STEP 2:

Structure, JD and KPI in different LC Volumes in

iGIP

GCDP Clustering for LC

oGCDP

Beginner 0-25 X REIntermediate 25-100 X RE

Advanced 100-200 X REMature +200 X RE

Use the TM Planning tool to plan

oGCDP

STEP 1: Plan for Capacity for Summer


Here enter number of EPs

one member can deliver Eg: 1

member – 3 EPs

oGIPoGCDP

That number from slide 2 will multiply

with Re goal you enter for the quarter so you

know how many members are needed for delivery in each

programme

oGCDP


STEP 2: Create structures for quality delivery

Structures by Volume of

Realizations the LC does

Customize your structures for the

fruit peak if needed

VP

Member

Member

Member

∞Ra-Ma-Re

STEP 2: An LC that has planned between 0-25 Re in 2014

VP

Member

Member

Member∞

Ra-Ma-Re

Key focus• Start up initial issue-based oGCDP project

for local market

Team Duration: 3 months

Member JD• Design issue-based oGCDP project• Ra(Marketing)-Ma-Re-Reintegration

process management• EP’s inner-outer journey(experience)

management



JD of members for delivery

• In start up LCs, every member is working on Ra, Ma and Delivery

• Each member is managing his/her Eps

• On an average each members manages 3-4 EPs

• Project/issue based promotion to attract EPs with the right expectation setting

• Support with matching process and visa information/documents

• Coordinating communication between EP and host entity

• Continuous communication with EP and re-integration post internship

STEP 2: KPI within the structure

KPI 1:

For a single member - % of Promoters/Total Realizations of the member

For a Team - % of Promoters/Total Realizations of the team

KPI 2:

Reducing/Eliminating the largest detractor issue of the LC/MC

VP

TL TL TL

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Key focus• National project implementation, showcasing

and process standardization

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








• Ensuring quick fire fighting on NPS and high response rate

• Effective Synergy for Project/issue based promotion with the Marketing Team in the LC.

• Since these teams are working on national project implementation, aligning with the MC in terms of expectation from host entity etc is important

• Communicate with host entity during the match stage about EP Accommodation, EP Integration and any other information the EP needs

• Involve host entity virtually in EP Prep



Role of VP in ensuring quality delivery:

• Coordinating with MC about expectations with host entity

• Coordination of EP Induction, support through matching process and EP Integration

Role of TL in ensuring quality delivery:

• Ensuring every TL is supporting his/her Eps and his/her members Eps

• Synergy of TLs between each other to ensure alignment of EP Induction, support through matching and realization process


KPI 1:



KPI 2:



VP

TL TL TL TL (Off-Peak)

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

∞Ra-Ma-Re

Key focusProduct development, Product sales and delivery

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













This LC has an off peak team who is

starting to prep for Raising for Aug-Oct

realizations

The other teams are working on matching

and realization for the summer


In this LC Type, In each team there

can be specific members for

delivery while the other members are

Ra and Ma.

Sample Timeline for the summer

May

• Matching peak for peak teams• Raising preparation for off peak

teams• If there are specific members for

delivery, they work on EP Prep

June

• Work on realization support to Eps and EP Preparation

• Off peak teams start raising and doing partnerships for Aug-Sep-Oct


KPI 1:



KPI 2:


STEP 2: An LC that has planned 200+ oGCDP in 2014

VP

TL TL TL Stakehold. Mngr. Process Mngr.

∞Ra-Ma-Re

∞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 TeamProject design, marketing and sales;EP’s inner-outer journey(experience) management: Event managementEP Education and Management on Exchange ProcessShowcasing

Duration3 months












This LC has an off peak team too like the 100-200 Re LC

working on Aug-Oct realizations

There is a team for process

management/Stake holder mgmt who works on details of the delivery process since there is a high

volume of EPs


The other teams are only raising and

matching FAST for the summer

• The LCVP needs to ensure coordination between the process management team, stakeholder management team and the Raising and matching teams

• The process management and stakeholder management teams need to focus on peak and off peak realizations (In May for delivery support to peak teams and raise support to off peak teams)



KPI 1:



KPI 2:


oGCDP Capacity Quality Delivery

Education

projectissue

based ogcdp

largest detractor

national project

planned 200

reintegration

expectation

ensuring quality