GCDP global updates
- 2. Contents 1. Overview Wena 2. S&D 3. Talent Capacity 4. Marketing for Conversion 5. Leadership in every XP 6. Customer Loyalty for Students 7. EP Lead
- 4. WENA GCDP performance WENA 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13 IGCDP w/It 132 408 996 1251 26% IGCDP s /It 45 196 473 510 8% OGCDP WENA 992 1681 2715 4033 49% REGION IGCP OGCDP IGIP OGIP TOTAL CEE 5274 3332 1086 1588 11280 WENA 1251 4033 1071 1390 7745 IGN 3487 3855 760 1143 9245 AP 7127 7319 2110 727 17283 MENA 1477 1445 188 311 3421 AFRICA 2332 962 112 166 3572 SHARE IGCP OGCDP IGIP OGIP TOTAL WENA 6% 19% 20% 26% 15%
- 5. MC 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13 AbGr 12.13 GERMANY 91 391 652 957 47% 305 ITALY 63 84 280 453 62% 173 UNITED STATES 132 189 329 447 36% 118 UNITED KINGDOM 112 151 180 388 116% 208 THE NETHERLANDS 184 246 277 318 15% 41 CANADA 107 126 260 293 13% 33 PORTUGAL 67 71 69 208 201% 139 GREECE 33 81 142 187 32% 45 FRANCE 47 56 104 180 73% 76 SWITZERLAND 23 48 82 124 51% 42 AUSTRIA 34 54 64 102 59% 38 BELGIUM 20 33 51 79 55% 28 NORWAY 23 47 61 77 26% 16 DENMARK 14 37 48 73 52% 25 FINLAND 18 26 24 54 125% 30 IRELAND 0 8 51 48 -6% -3 SWEDEN 17 26 28 27 -4% -1 MALTA 4 2 10 17 70% 7 ICELAND 3 5 3 1 -67% -2 LUXEMBOURG 0 0 0 0 OGCDP is a fast growing programme in WENA
- 6. OGCDP timeline WENA presentes challenges for Winter and Summer peak 104 281 618 898 489 214 144 96 53 152 280 269 149 305 984 1051 0 200 400 600 800 1000 1200 APR12 may-12 jun-12 jul-12 AUG12 sep-12 oct-12 nov-12 DEC12 JAN13 feb-13 mar-13 APR13 may-13 jun-13 jul-13 RA MA RE 154 Germ any
- 7. NPS WENA presents specific issues to adress in order to increase KPIs of quality Countr y GCDP NPS GIP NPS % of promoter s (overall) Respon se Rate Top 3 promoter self-select issues Top 3 Detractor self-select issues GERMAN Y 25 (out), 73 (inc) 30 (out) 58 (inc) 29( out) 52 (inc) 29% home / 26% host OGCDP: *Communication effectivity during acceptance procedure *Intergration by the hosting entity *Cross- cultural understanding & awareness IGCDP: Information provided about the GCDP programme **The selection process **Personal development OGCDP: **Job-description clarity and alignment, **Visa documents and information **Communication effectivity during acceptance procedure // IGCDP: Visa documents and information ITALY 22( out), 39 (inc) 38 (out) 28 (inc) 48% home / 57% host 30% home / 25% host OGCDP: *Information provided about the GCDP programme *The selection process *Communication effectivity during acceptance procedure... IGCDP: *Cross- cultural understanding & awareness **Information provided about the GCDP programme **Personal development OGCDP: ** Job-description clarity and alignment, **Logistical support, **Communication effectivity during acceptance procedure, // IGCDP: **Job- description clarity and alignment, **AIESEC’ support during the experience, **Logistical support UNITED STATES 27(out) , NA / (inc) 9 (out), 63 (inc) 50% home / 57% host 15% home / 12$ host OGCDP: **Communication effectivity during acceptance procedure **Matching support **Information provided about the GCDP programme OGCDP: **Job-description clarity and alignment, **Logistical support, **AIESEC’ support during the experience, // UNITED KINGDO M -9 (out), 0 (inc) 6 (out), 79 (inc) -4% home / 62% host 18% home / 19% host OGCDP: **Communication effectivity during acceptance procedure, **Induction to AIESEC, **The selection process OGCDP: **Logistical support, **Job- description clarity and alignment, **Communication effectivity during acceptance procedure, //
- 8. Country GCDP NPS GIP NPS % of promoters (overall) Respons e Rate Top 3 promoter self-select issues Top 3 Detractor self-select issues CANADA 36 (out), NA 24 (out), 66 ( inc) 36% home / 48% host 20% home / 16% host OGCDP: **Cross-cultural understanding & awareness, **Personal development, **Intergration by the hosting entity OGCDP: **Job-description clarity and alignment, **AIESEC’ support during the experience, **Logistical support // THE NETHERL ANDS 13 (out), NA 39 (out), 54 (inc) 22% home / 56% host 24% home / 31% host OGCDP: **Intergration by the hosting entity, **Information provided about the GCDP programme, **Communication effectivity during acceptance procedure OGCDP:**Logistical support, **Job- description clarity and alignment, **AIESEC’ support during the experience, // PORTUGA L 47 (out) , 61 (inc) 31 (out(, 36 (inc) 48% home / 55% host 30% home / 22% host OGCDP: **Information provided about the GCDP programme **Communication effectivity during acceptance procedure, **The selection process // IGCDP: **Personal development, Cross- cultural understanding & awareness, **Information provided about the GCDP programme OGCDP: **Job-description clarity and alignment, **Logistical support, **Integration by the hosting entity, // IGCDP: **AIESEC’ support during the experience, **Logistical support, **Communication effectivity during acceptance procedure
- 9. 3 AI GCDP strategies • IGCDP Business Model Relevance of the project, Financial sustainability, Inner Journey, Projct management. • OGCDP product packaging Market segmentation, brand it, atract and convert, delight & showcase. • Supply & Demand Management Country partnership framework
- 10. Winter peak growth Expected Impact: Increase the OGCDP realizations in Dec-Feb season. KPIs • % growth overall in OGCDP in each country • % growth in specific peak in each country. • % of promoters Key Activities *Define entities working for the peak *Define the issues and destinations (cultural / teaching) / (IGN /Africa). *Product packaging strategy *Understand and focus student market *Cutomize the value proposition (brand it) *Atract & close (Ra- Ma-Re) *Delight & showcase (Quality conditions) *EPs preparation to increase NPS *OPS review / oGCDP Global Strategy: OGCDP product packaging
- 12. Supply & Demand Co-delivery • This strategy is crucial in order to ensure that we deliver high quality leadership development experiences in our exchanges. • By brining this structure to your entity you will add quality and value to GCDP, easy communication and expectations with other entities as well as the strategy will save resources as entities do not have to unnecessarily repeat certain activities. • All of the above will result in faster and better processes and progress and lead to growth in the network as a whole
- 13. Supply & Demand What to consider for re-planning? Country Partnerships: • Prioritize your country partnerships – ensure to spend effort and time on the partnerships that are bringing you value • Have an online tool where you can track the partnership - include checklist with timeline for what needs to be delivered in the partnership • Create a tool to track the LCs that fulfill CY partnership requirements • Review structures on who and how to manage the partnerships (MCVP, NSTs etc.) Co-delivery: • Define minimum criteria for co-delivery (to put clear KPIs) • Ensure that you have standardized framework of elements in the co-delivery flow (OPS, EP LEAD etc.) • Look up GCPs from the network to use when planning co-delivery • Allocate Partnership Managers to track implementation of co-delivery minimums in LCs
- 14. Supply & Demand Implementation Inputs: Country Partnerships: • Have a simplified tracking tool for country partnership • Ensure to have MCP – MCP relation within any CY partnership • Make sure to collect and share GCPs and materials • Use national conferences to promote the partner countries and create excitement in your entity Ensure LCP – LCP relationship in the partnerships • Use returnees to make and support in the creating of the partnerships • Smaller CYs (<30) should focus on CY-LC partnerships, with high performance LCs. • MCs should allocate CY partnership X to LCs based on their X potential, Market Relevance as well as LC ability to fulfill CY partnership promise Co-delivery: • Co-delivery should happen in every exchange that we facilitate – hence co-delivery is the responsibility of all entities • Ensure to have simple education platform showing how to LC can fulfill the co-delivery • Have a system for CYs to track and see fulfillment of Co-Delivery standards between CYs. • Entities need to have understanding of what is done by sending entity & host entity to not repeat the same processes with an EP
- 15. Goals Elements Setting Timeline LC Alignment # of GCDP Realizations • KPIs: • # of TNs Raised • # of EPs Raised • # of Matched Forms NPS Score • KPIs: • Response Rate • Cases Open/Closed • % of Promoters
- 16. Goals Elements Setting Timeline LC Alignment Issues + Projects • Issues and projects • Marketing materials • Promotion Support Internship Details • Duration • Start/End Dates • Job Descriptions Logistical Arrangements • Specificatio n of: • Accomm odation – Location & Type • Airport pick-up • Transport ation Investments • Product Pricing • Incentives • HR Capacity
- 17. Capacity Partnership Manager CEEDers EP Team Leader Supply of MC Communication Defining the Channel Weekly Partnership Manager Meetings Monthly MCVP Meetings Visits Planning Raising Matching Realization Closing & Planning
- 19. S&D for GCDP in replanning! Activity When? Tier 1 Tier 2 Tier 3 Tracking the results of both GCDP realizations and NPS score of current partners By end of Q4 X X X Setting up meetings with partners to provide feedback, implement changes and plan for the next peak X X X Include co-delivery steps in the country partnerships tool X X X Allocation of partnership managers on your MC to track partnerships and co-delivery X X X Create simple tools to track LC raising towards partnership delivery X X X Standardize OPS content, minimum content to be delivered (standards education, LEAD, safety instructions) X X X
- 21. Talent Capacity for GCDP Why is it important? TMP-TLP has to drive GCDP for growth, therefore structures and learning systems are crucial. What results it can bring to my entity? • Exchange culture in LCs to be developed • Members more involved to work for the purpose of AIESEC • Increasing productivity per member • Increasing production capacity of a LC • Ensuring better learning and development of members • Better synergy between front and back offices.
- 22. Talent Capacity for GCDP Implementation inputs • MCP, TM and OD must study the entire TC summit output and define the implementation plan and responsibilities together. • Set KPIs to evaluate and track implementation, e.g. productivity per member. • Restructuring in LCs should start in the first physical touch point with LCs to be aligned with the EB 2014 structure and next recruitment peak. • Restructuring requires a big change. Help LCs to discuss and understand the need for it to gain their commitment and together validate the structures. • Track the implementation weekly in the first period, gradually decrease the intensity of tracking after achieving significant milestones. • Strongly recommend the structure of the EB from MC level, e.g. communicate that positions (e.g. LCVP IM in a >30X LC) that are not recommended, will not be supported/addressed from MC • Adjust the national and local education cycle to the new structure
- 23. Capacity - implementation timeline MCalignment Study the TC summit output and create a vision of the change and create your implementation timeline and responsibilities within MC LCPalignment Present and discuss the output. Agree on the new national and local structures. Train about selection and reallocation in the LC EB. Nationaleducation Further education on change management for LCs from MC and close progress tracking November December December NationalEducation Utilise national conference for further education for EBe and membership according to L&D output Implementation Implementation of the structure should happen between natco and IPM. Track it frequently, e.g. coaching calls, clear timelines and milestones. Checkpoints,edu IPM is a check point to evaluate implementation of the structure change. AI education about change management December/Janua ry December- February IPM Q: What if I already have a new EB team selected in the old structure? E.g. if your Ebs already have a VP IM and the TC output does not suggest to have such VP, you could transform his JD into a 2nd VP iGCDP.
- 24. L&D – implementation timeline Define the needs Define the timeline for every programme and general needs Define the content for every cluster and what needs to be done Communicate to LCPs and LCVPs the timeline Engage the MCVPs, NSTs and top LCP or LCVPs in the delivery of the content Track the implementation through surveys/calls.. for the participants Track and follow up on the results achieved due to the trainings
- 26. Marketing for Conversion Why is this important? • We need to evolve as an organization, in order to achieve 2015 and beyond, becoming a BIG AIESEC. Right now: – Marketing activities are confused as Communications and are not accountable to GIP or GCDP – Marketing is not driving GIP/GCDP. – We only match 30% of our available EP forms, and even less of our TNs. – We take 120 days to match. – We realize only a fraction of what we attract. • We need to have a fully integrated market place connecting external with internal data (Students OP, Companies OP, ORS, NPS, etc.) • Bring synergy among back office and front office to leverage results What results can it bring to the entity? • Accurate profiles’ attraction, with right expectations • Fast and simple conversion systems • Higher conversion rate • Increase in matching rate with right profiles • Lower the delivery time of the experience
- 28. Leadership in Every XP Why is this important? What results can it bring to the entity? 1. Conscious leadership development though new inner & outer journey elements facilitation: clear actions and initiatives. 2. TMP|TLP are motivated to grow GCDP because they see and understand impact we bring. LXP is about conscious leadership development in GCDP, when we know what should we do exactly to ensure leadership development, how to facilitate inner & outer journey. Clarity of why GCDP connects organizational purpose and direct impact, one cannot be fulfilled without another, which in the end bring Clarity of How AIESEC develops leadership Once there is a clarity of why & how of leadership development in GCDP, TMP/TLP are driven to deliver more experiences developing leadership.
- 29. Leadership in Every XP What to consider for re-planning: Understand what leadership your country needs and how AIESEC can develop this leadership through inner & outer journey. Align the projects to the social need of your country and ensure that these projects set the right pace to facilitate LXP: they are bringing relevant impact which EP, TMP, TLP can see and feel. Create conversations around – example - the current TNs being offered and how can the JDs be modified to include elements of outer journey. If necessary, replan! Assess inner & outer journey elements facilitation in operations, include it to JDs of TMP|TLP and their Learning and Development. Leverage from the Global PR SI – Youth Leadership Provider of the World, and work towards the position of AIESEC in your entity as the Y L P in the entity.
- 31. Customer Loyalty for Students Why is this important? What results can it bring to the entity? 1. Credibility of AIESEC: an organization with which it is safe to go on internship. 2. Responsible membership in GCDP, clear standards globally and setting aligned expectations from both sides 3. More promoters & more customers due to word of mouth and improved products and services. For every intern who takes internship with AIESEC and wants to develop leadership we need to provide basics. As AIESEC, we need to ensure customers SAFETY. For our customer we are one AIESEC, not AIESEC in country A and B. To ensure the customer loyalty because of great experience we need to ensure that the STANDARDS are being followed. Each 7th GCDP customer will not recommend this experience, 4 out of 10 will not mention it as the brightest experience of their lives. We need to ensure customer’s SATISFACTION with experience provided by AIESEC.
- 32. CLSWhat to consider in re-planning: Safety: 1. Plan which safety measures your entity needs to take to ensure safety for your EP´s in the GCDP programme (both as sending and host entity) 2. Research insurance options in your entities to be able to provide EP´s with advice for which insurance they can take 3. Integrate safety education to OPS´and other preparation processes in local level Standards: 1. Evaluate the current implementation of quality standards 2. Ensure that all members are educated about XPP standards by including the quality standards education in induction and learning cycle 3. Define KPIs and track the implementation of the standards 4. Allocate people to be responsible for tracking or specify JD´s to include that everyone has the responsibility of fulfilling the standards Satisfaction: 1. Use NPS data to put it into CEM startegy: analyze the issues, generate ideas for process improvement and product development and validate it though actual customers, talk to them. 2. Set goals for NPS (% of promoters, % response rate, % of cases opened/closed) 3. Plan activities around network culture building and education on CEM 4. Ensure CEM strategies are reflected in Talent Capacity structures and learning & development, in internal communication plan, etc.
- 33. CLS – Implementation inputs Safety: 1. Adapt education to your national reality. 2. Allocate responsible to track implementation on local level. 3. EPs duties related to safety processes should be stated in EP contract. 4. Insurance must be mandatory for all EP´s, and there should be a certain criteria that covers the features of insurance coverage. There should be option of choice for which insurance the EP chooses to take Standards: 1. Having a standards auditing team (to survey through a checklist whether the EP was picked up on arrival, etc.) 2. Include the quality standards in membership criteria and eligibility for awards 3. Educate EPs about the quality standards in Outgoing and Incoming Preparation Seminars 4. Consider which quality standards implementation can be outsourced (e.g. Insurance, safety preparation, pick ups)
- 35. 7.EP LEAD
- 37. LEAD for EPs is designed to improve experience of our exchange participants, and let them realize the leadership learning & growth derived from an exchange experience. This is as a support system system for their inner and outer journey. Definition of LEAD for EPs
- 38. • We believe in delivering quality and powerful life changing experiences for more Individuals (promoters & customers). • We believe that an exchange experience provides strong leadership development for individuals through an inner & outer journey. • Through our impact model, we believe AIESEC contribute to solve societal issues and moving towards its vision of peace and fulfillment of human kind potential. Why?
- 39. Objective Create a platform to reflect, understand & develop leadership, Explore leadership potential of each single exchange participant, Creating quality EPs to re-integrate back into TMP-TLP Reflect Understand Develop
- 40. Expected Outcome: Exchange participants understanding the importance of self discovery for a better leadership journey and with a clear understanding of his next steps. Expected Outcome
- 41. There are 3 parts: LEAD will start on OPS as back packing for EPs, this is done by VPTM and/or OGX at the home entity. A LEAD check-in for EPs in the middle of internship (example 4 weeks in an 8weeks XP). Space for this is created by VPTM and/orVPICX, but the space can be hosted by an Alumni, external Trainer, or someone experienced with LEAD. Right at the end of the exchange program, the EPs will have a check- out LEAD moment, which leaves them with a realization of how they have developed in their leadership. This space is also organized by the VPTM and/or VPICX. However, an assessment and showcasing of the EP LEAD experience can happen during a re-integration seminar to give an opportunity for reflection of experience and leadership developed. Duration & Structure
- 42. How to execute the strategy LCs need to remember that AIESEC is a platform for young people to explore and develop their leadership potential. It’ll influence a lot on personal development of Exchange Participants. The main purpose is creating a platform to reflect what leadership is, and how it is correlate with themselves. We strongly recommend to implement for this kind of Entities: - Those who has country partners and can ensure a complete process home or abroad; - OPS, re-integration seminars are already implemented; - Have good leadership culture, to develop LEAD block. - You can have a combined LEAD for ICX EPs already in your country and OGX EPs that are leaving soon.
- 43. Hosting Entity Sending Entity My Exchange Leadership Journey Back packing Self Check- in Check- out + Back Packing: - 3days EP conference - 1day EP Seminar - 3hrs EP LEAD Discussion Self Check-in: - EP XP Journal - National Conference - Learning Circle/Spaces Check-out: - Capturing EP XP - Showcasing Impact Our Approach: Self Learning: EP Leadership Journal Change Makers: Sending & Hosting Entity (VPTM&OGX VPTM&ICX) Both Entities
- 44. Self learning is a type of learning done by one’s self, without a teacher or an instructor. This type of learning has also been built in the LEAD for EP project, so that they can take responsibility for their learning, and also support learning of other. This is done through an EP LEAD Journal. LEAD Self learning
- 45. We are because you are…