Summer Operations 2014
Summer Operations 2014
In order to grow GIP this summer we need the right people, with the right education and team experiences,
focusing on the right things.
GIP needs TM to make it happen!
How Do We
Make The Jump?
Enough people doing the right things
(Capacity)
Members have the education and team
experiences to be successful
(L&D)
LC has behaviors and attitude to collaborate
and grow (Culture)
Determine the number of
Members in iGIP and support
functions
1. I do not have enough Members
in iGIP
2. We have enough members in iGIP
and support areas
3. We have the right number of members in
the LC but not allocated in the right
proportion across functions
1. I do not have
enough Members in
iGIP
VP ICX
Team Member
Team Member
Team Member
Need help? Check the AIESEC US Structures Guide to see which structure is right for your LC.
Skill AttitudeBackground Interest Time
Approach existing
members
Rejected applicants from last
recruitment
Optimized Selection
1 week 5 days
Clear JD for members in Exchange Support
Clear KPIs for each member specifically in iGIP and support areas (TM and BD)
Hybrid Members – Example: TM members in iGIP team
Plan for number of members using planning tool
Recruit or re-allocate depending on outcome of planning
Ensure you follow an optimized recruitment process
Recruit into the right structures
2. We have enough
members in iGIP and support
areas
How do I plan?
Operational cycle
LEAD
How can i achieve
this?
1.Create a specific iGIP education cycle onlysummer
2.
Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously.
3.
Ensure strong organizational and operational induction into AIESEC for contribution to summer
4.Track length of time for membership to perform – IMPORTANT!
Training and education is important, but remember that we provide experiential learning in AIESEC.
‘Learning from doing’
What kind of education cycle to create for new and exisitng members?
APRIL & MAY JUNE JULY
Relevance of GIP
GIP Process
How to sell iGIP
Lead Generation
J1 Visa Process
External relevance of country partnerships
Supply and Demand understandingwithin the sub product
How to raise based on product and Supply
Matching Process understanding
Who are our country partners?
Objection Management
Continued Raising and Matching knowledge
Weekly updates on current supply
Team Management
Matching Process
Golden Rule
70%PRODUCT & PROCESS KNOWLEDGE
30%SALES KNOWLEDGE
Resources
Ensure education for members in support functions who are supporting iGIP as well!
TMP Retention rate (for new members and existing team members
Increase in Performance over a period of time
Time to start performing ie: from 1 month to 1 week – for
new members and team leaders
Increase in Performance over a period of time
Plan for Learning and Development using TM planning tool
Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time
Synergy with clear KPIs is important to make it work
Standard and sense
Reason
Direction
Contribution
Tool
Performance
Number of members in each teamTeam purpose of each teamTeam meetings occurring on a weekly basisMonthly ReviewsQuarterly Reviews
Individual action plan included in the team planningRe-planning/planning (every semester)Quarter review
Roles and responsibilities DurationMeasures of success (MoS)Competencies required and competencies developedJD Quarterly review
Within Learning & Development there is:
Transition Planning An education cycle including operational and leadership
knowledge Training tailored for each Job Description
Weekly team meetings Individual monthly coaching meetings Quarterly team meetings
Individual monthly coaching meeting Monthly individual feedback meeting Quarterly team days
We ARE TRACKING THESE MINIMUMS and their delivery
Plan your team experiences and team minimums
Ensure there is a standard across the LC for team minimums
Track it with the Talent Tracking tool
3. We have the right number of members in the LC/MC but not allocated in the
right proportion across functions
How do I plan?
Allocate TALENT into the RIGHT structures in
Exchange and Exchange Support
How do I plan?
Structure Evaluation
1. Evaluate your current structure and timeline of positions offered Is the structure right now efficient? Is every team purpose clear? Is every JD clear? Do they JDs align with
TMP/TLP principles? Are the time periods for roles offered appropriate time periods? Can
they be shorter? Are all the JDs contributing to making GIP happen? Can some JDs be combined?
Structural change
2. Restructure the current positions into shorter and more clearly defined experience. Create new positions that can be focused on multiple things – hybrid JD Customize job descriptions and ensure that the # of hours per week is
defined, as well as measures of success, competencies developed• A member can be doing new sales as well as being on an OC• A member can be doing GCDP customer service as well as account
delivery for GIP • Add TM and MKT to existing JDs
How do I evolve?
Ensure that your LC structure enables you to achieve your goals
Audit your JDs and make them more flexible
Add support function roles to GIP JDs
Make sure the JDs are contributing to making more exchange happen
• What are the behaviors we want to see in the summer?
• How can we make the LC collaborative?
• How can we reward & recognize performance?
How do I plan?
Motivation CurveExecution Puzzles
What to do?How to do?Failures and demotivationReward & recognition
Running LC Summer Campaigns
Sales Internship Endorsements from
BoA
Weekly LC events and socials
Designated weekly working time
Structure
Team Mininums
Planning
Sales Development Program Wiki
Induction
Education Cycle