Summer Operations 2014
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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
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!
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
Purpose Performance People
Culture and Behaviors
Vision
Challenges
Guilt, Fear, Exhaustion“I can’t do it” , “I’m not the right
person.”
Breakthrough
from a mentor-
Purpose
Realization of
Success
What is your team fighting for?
When is the last time your team talked about your
purpose?
Make a list of your team members. For each one,
what is their motivation? Is it connected to the
purpose of your team?
• Capture the early success window
• Weekly standards for performance and hold everyone to it
• Consistently track KPIs every week – no excuses
• Does everyone in your LC have a clear KPI?
• What KPI will you track your team on every week?
• What will your standard be?
Team Meetings
Clear vision for goals
Track goals and show everyone’s results
Facilitate support for people’s bottlenecks
Make the team and yourself the person’s support system
Push your team to strive for excellence
What your members want (personal development)
Treat them that way
Hold them accountable
Coaching sessions
Honest feedback
Team Days
What is each person’s goal in terms of results?
For that person to achieve their results, are you pushing each person
too much, the right amount, or not enough?
What support does each person need to perform?
Have you made sure that they get that support?
Purpose Performance People
Culture and Behaviors
Team Plan JD Training
Tracking
& Coaching
Evaluation Reflection
Key Elements 3 members for 2 months
Team Identity
• Team Purpose/Ambition
• Team Values
• Team Rules
Key Activities Team Meeting (weekly)
Monthly Review (monthly)
Team Day (quarterly)
Quarter Review
Plan/RePlan
Team Building
Team Building (on demand)
Key Elements Members feel ownership of
goals and strategies
Individual action plan
(synergies)
Clear goals and deadlines
Key Activities Planning/Replanning
(semester)
Quarter review (quarterly)
Strategic Planning
Tactical Planning
Operational Planning
Key Elements Roles and responsibilities
Duration
MoS
Competencies
• Required
• Developed
Key Activities Quarter review
(quarterly)
Key Elements Educational Cycle
• Knowledge
(organizational, functional)
• Skills
• Attitude
Based on the JD
Key Activities Transition (start of term)
Planning (each semester)
Conference
Outsource!
People learn by
doing!
Key Elements Based on the plan
(goals)
Based on the JD
(MoS)
Key Activities Team meeting (weekly)
• General points (need
of all the team)
Individual meeting
(weekly)• DONE/NOT DONE
• Clear priorities for NOT
DONE
Virtual channels (weekly)
Adapt to the person!! :D
Key Elements Based on the plan (goals)
Based on the JD (MoS)
Focus on performance
Connect development with
performance
TOPICS: professional, team,
personal
Key Activities Individual meeting
(monthly)• Clear next steps
Team meeting (quarterly)
• Consider having
externals
Current FutureGAP
Key Elements Performance
Competencies
Key Activities Tracking
• Individual meeting
(monthly)
Feeback
• Coaching meeting
(monthly)
• Team days (quarterly)
R&R (monthly)
Key Elements Development
Career
Organizational
contribution
Key Activities Tracking
Feeback (quarterly)
• Team days
R&R (monthly)
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
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 your team experiences and team minimums
Ensure there is a standard across the LC for team minimums
Track it with the Talent Tracking tool
Structure
Team Mininums
Planning
Sales Development Program Wiki
Induction
Education Cycle
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