iGCDP Quality Capacity
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The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
iGCDP Quality Capacity
- 2. Role of HOST ENTITY in GCDP Ensuring AIESEC Support to EP including accommodation, support, logistics, travel etc! JD Alignment between EP and the project/NGO along with the right expectation setting Effective Integration of EP into the city, culture etc!
- 3. START UP LC 0-10 Realisations LCVP Comm/ Marketing Member 1 Member 2 KPI: • Number of EP’s Raised (that fit the right Matchable EP Profiles) • # of Leads/ Registrations from each strategy • Increased Conversation Rate from Sign up to Raise NOTE: • Marketing team has 1-3 members (including LCVP) • Marketing Team needs to focus on establishing their market penetration for just 1 Programme (oGIP/oGCDP) and just 1-2 Sub-products/ Issues under this programme 10 to 40 Realisations 30 to 70+ Raised 50 to 150+ Sign ups (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning: This means that recruitment activities must be focused enough to get this number of registrations from the right target market Based on Statistics, how many Raises do you nee to get this many realisations? Based on Statistics, how many Sign-ups do you nee to get this many raises? STARTHERE
- 4. WHY? Right number of People to Deliver high volume QUALITY Experiences Clear JD and KPI for members working on delivery Growing in Exchange means we NEED to have enough People to MANAGE experiences for high quality. This is the most important!
- 5. HOW? STEP 1: Plan for Capacity for Quality STEP 2: Structure, JD and KPI in different LC Volumes in iGIP
- 6. STEP 1: Plan for Capacity for Summer Use the TM Planning tool to plan iGCDP
- 7. STEP 1: Plan for Capacity for Summer Here enter number of interns/EPs one member can deliver Eg: 1 member – 3 EPs iGCDP
- 8. STEP 1: Plan for Capacity for Summer 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 iGCDP
- 9. GCDP Clustering for LC iGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
- 10. STEP 2: Create structures for quality delivery Structures by Volume of Realizations the LC does Customize your structures for the fruit peak if needed
- 11. STEP 2: An LC that has planned between 0-25 in 2014 Basic Consideration: • As start up, LC manage the basic process of iGCDP delivery • There is no need to manage iGCDP as a project yet - in general experience delivery will be TN based • Member Efficiency: 0-4 X / member Number of members: Use TM Planning tool to determine Job Description: • Selling and raising, matching, and realizing • Incoming preparation seminar • Experience Co-delivery VP Member Member Member ∞ Ra-Ma-Re
- 12. STEP 2: An LC that has planned between 0-25 in 2014 JD for Delivery 0 Supporting Eps through the match process (especially for visa) and at realization 0 Delivery through fulfilling all exchange minimums 0 Very important: Airport pick up, Logistics, Supporting Accommodation of EPs , Integration of EPs, Ensuring alignment between EP and company 0 FAST firefighting on NPS in case of any EP issues/complaints 0 Showcasing promoter EP stories 0 During sales process ensure there is clear understanding of JD so that there is no issue in JD alignment at the realized stage Recommendation: Even though most detractor issues/comments are at realized stage, by taking the right actions (through the right JD) during raise and match, the level of issues at the realized stage can be decreased!
- 13. 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
- 14. STEP 2: An LC that has planned between 25-100 in 2014 VP OCP OCP OCP ∞ Ra-Ma-Re ∞ Ra-Ma-Re ∞ Ra-Ma-Re Number of members: Use TM Planning framework Job Description: • Selling and raising, matching, and realizing • Project concept development and execution • Incoming preparation seminar • Experience Co-delivery (country-country partnership management) • LCs have more capacity in project management • Project concept will be centralized Nationally (National project implementation in LCs) • Start to have the needs of event/project management
- 15. STEP 2: JD within the structure JD of Delivery members in the team During Raising period During Matching period During Realization • Ensure clear and high quality JD in a specific issue segment and for a specific national project • Clear expectation setting with NGO about role of EP, salary etc. • Visa Support (The key issue is Eps want MORE and ACCURATE information about the process and documents related to visa) • As soon as matches are confirmed start working on accommodation • By now accommodation should be confirmed and ready • Arrange for EP Pick up and integration into the LC and city • Trainee Buddy assigned for EP
- 16. STEP 2: JD within the structure JD of Delivery members in the team Who is a trainee buddy? – An LC member (doesn’t need to be only from the iGIP team) who is responsible for meeting and communicating with the EP regularly, who support the delivery team in the EP Pick up, integration etc Having trainee buddy makes the job of a delivery team simpler and also allows members to have a great experience interacting with Eps At this stage, make sure you are firefighting fast on NPS incase EP has a comment/issue During Realization • By now accommodation should be confirmed and ready • Arrange for EP Pick up and integration into the LC and city • Trainee Buddy assigned for EP • Induction meeting with EP and company
- 17. STEP 2: JD within the structure Synergy of members in the team - Since each team is working on projects and is responsible for the whole exchange process, the synergy between the 3 teams and members within the team has to be very good: 1. Each member is responsible for the right raise and expectation setting with NGO 2. There is/are specific member working on ensuring the visa information and process 3. There are 2-3 members working on accommodation while the others are working on airport pick up, logistics, trainee buddy etc. Each member is responsible for his/her raised and matched EPs Big tasks needed for all Eps like accommodation etc are done by specific members
- 18. STEP 2: KPI within the structure for delivery members in the team KPI 1: For a single member - % of Promoters/Total Realizations of the member KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC
- 19. STEP 2: Ideal duration of teams Makes sense for teams to be for 3-4 months – This gives members time to deliver the Realization effectively It is important to MAKE SURE that once the team duration ends the same members are communicating and supporting Eps and this is still part of their role iGCDP EPs generally are in the LC for 6-8 weeks so even if a members term ends, he/she can continue being responsible for his/her realization
- 20. STEP 2: An LC that has planned between 100-200 in 2014 VP OCP (Nat’l) OCP (Nat’l) OCP (Nat’l) OCP (Local) Number of members: Use TM Planning Framework Job Description: • Selling and raising, matching, and realizing • Project concept development and execution • Project brand management • Incoming preparation seminar • Experience Co-delivery (LC-LC partnership management) Basic Consideration: • LC is considered to have the capacity in understanding Project management concept and put into implementation • LC has capacity in innovate a project based on issue • Member Efficiency: 4-6 X /member
- 21. STEP 2: JD within the structure JD of Delivery members in the team • The JD is very similar to LCs doing 25-100 The 2 key differences are: 1. Since the volume is more in this case, LC can start working on outsourcing some services to make processes more efficient 2. This LC structure is working on local projects as well as national projects implementation so make sure the local project delivery is very well planned
- 22. STEP 2: JD within the structure JD of Delivery members in the team During Raising period During Matching period During Realization • Ensure clear and high quality JD in a specific issue segment and for a specific national project • Clear expectation setting with NGO about role of EP, salary etc. • Visa Support (The key issue is Eps want MORE and ACCURATE information about the process and documents related to visa) • As soon as matches are confirmed start working on accommodation • By now accommodation should be confirmed and ready • Arrange for EP Pick up and integration into the LC and city • Trainee Buddy assigned for EP
- 23. STEP 2: JD within the structure JD of Delivery members in the team Who is a trainee buddy? – An LC member (doesn’t need to be only from the iGIP team) who is responsible for meeting and communicating with the EP regularly, who support the delivery team in the EP Pick up, integration etc Having trainee buddy makes the job of a delivery team simpler and also allows members to have a great experience interacting with Eps At this stage, make sure you are firefighting fast on NPS incase EP has a comment/issue During Realization • By now accommodation should be confirmed and ready • Arrange for EP Pick up and integration into the LC and city • Trainee Buddy assigned for EP • Induction meeting with EP and company
- 24. STEP 2: An LC that has planned 200+ in 2014 VP OCP OCP OCP OCP Mid. Manager • With high volume of iGCDP delivery, Project team need to be really focus on Customer experience • Prevent the tendency of non- innovative JDs • Account management and Customer loyalty for Organization management (TN Takers, Learning partners, etc) • Multi stakeholders and another level of accommodation management
- 25. • Every team does all Raise – Match – Realize process (5- 6 members) • Full responsibility in managing Inner-Outer journey of EP • Have other separate team/person managing stakeholders or other process outside exchange process delivery • Example JD for Middle Management person: • Customer Loyalty for Organization (partner relation management) • Accommodation management (home stay program) VP OCP OCP OCP OCP Mid. Manager STEP 2: An LC that has planned 200+ in 2014
- 26. STEP 2: JD within the structure The middle manager in the structure and his/her team manage EXPERIENCE DELIVERY Middle Manager and team Account Managers - Market research - Selling and marketing - CRM - Re-Raising Hosting - Managing “Hosting Program” Product - Managing Allocation Process to accommodation and host families - Managing EP Reception and Accommodation
- 27. STEP 2: JD within the structure 0 The OCP teams are very involved with EP Preparation (virtually), EP Integration into project and delivery of inner-outer journey but the Middle manager team is focused on accommodation, host family (Hosting Programme Product) and Reception activities – this is the division of JD between both teams 0 This means there has to be good synergy between teams and alignment of exchange timeline 0 In case of high volume LCs, it is important for the whole LC to support EP Integration and EP Reception to deliver high quality experiences!
- 28. STEP 2: KPI within the structure for delivery members in the team KPI 1: For a single member - % of Promoters/Total Realizations of the member KPI 2: Reducing/Eliminating the largest detractor issue of the LC/MC