Tier 1 oGCDP Structures for peak and off-peak management
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This document provides guidance on structuring local committees (LCs) for peak and off-peak management of global cultural development programs (GCDPs). It recommends that beginner and intermediate LCs focus only on peak realizations, while advanced and mature LCs should have structures to manage both peak and off-peak. Project-based team structures are suggested for advanced and mature LCs to manage multiple national and local GCDP projects simultaneously during peaks and off-peaks. The document also provides templates for recommended LC structures, timelines, and member job descriptions at different maturity levels.
Tier 1 oGCDP Structures for peak and off-peak management
- 1. Structures for peak and off-peak management oGCDP | Tier 1
- 2. Planning and Building CAPACITY based on challenge identification, Exchange flow and OD Model of your entity For peak and off-peak management
- 3. GCDP Clustering for LC oGCDP Beginner 0-25 X RE Intermediate 25-100 X RE Advanced 100-200 X RE Mature +200 X RE
- 4. GCDP Clustering for LC Advanced and Mature LCs should have structures to manage both peak and off-peak! Beginner and Intermediate LCs focus only on realizations during the PEAK!
- 5. Use TM Planning Tool to Plan for oGCDP 1. Number of Members in oGCDP and support functions 2. Number of TMP and TLP Experiences in oGCDP and support functions
- 6. After planning for capacity you can have any one of these 3 outcomes 1. I do not have enough Members in any programme/function 2. We have enough members in oGCDP and support areas 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/functions
- 7. Run an OPTIMIZED recruitment– 2 weeks!! 1. I do not have enough Members in any programme/function
- 8. Tips to run an optimized recruitment 1. Clear and focused Promotion of Job description Example: Selling the global internship programme to language institutes 2. Specific people responsible for the recruitment 3. Online promotion and Offline promotion ONLY in specific universities 4. Selection based on Interests and Values (striving for excellence, pro active learner etc.) over only skills for the role 5. When Promotion is on-going through the year, an optimized recruitment becomes simpler since LC/MC already has a pool of applicants
- 9. Determine who is the right member Skill AttitudeBackground Interest Time
- 10. Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
- 11. Optimized Selection Value based recruitment Committed and motivated members Building
- 12. 2. We have enough members in oGCDP and support areas Focus on increasing productivity through L&D and team minimums
- 13. 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/functions In many cases there is enough capacity in oGCDP and members need to be re-allocated so even the GIP programmes have the right capacity!
- 14. How to balance the oGCDP and oGIP support? Clear JD for members in Exchange Support Clear KPIs for each member specifically in oGCDP, oGIP and support areas (TM and Marketing) Hybrid Members – Example: TM & Marketing members in oGIP team and oGCDP team
- 15. Pick focus LCs for oGIP and oGCDP in a way that in most cases it is not the same LC growing in both programmes How to balance the oGCDP and oGIP support?
- 16. Making GCDP teams productive to ensure GIP growth Ensure GCDP Team structures are completely project based structures focus on specific issues and 2-3 big entity partners so that members in each team have very focused JD and teams in GCDP are productive.
- 17. Go through OD Toolkit to understand better how to manage multiple programme growth!
- 18. What structure should I recruit into?
- 19. Structures for… 0-25 Re 25-100 Re 100-200 Re 200+ Re
- 20. Project Structure LC VPoGCDP OCP OCP OCP VPFIN VPTM VPMKT For ALL levels!
- 21. Beginner LC VP Member Member Member (0-25 Re) Inner & Outer Journey Delivery ∞ Ra-Ma-Re Note! ∞
- 22. VP Member Member Member ∞ Ra-Ma-Re Key focus • Start up initial issue-based oGCDP project for local market Member Efficiency: 0-5 Re/ member Duration: 3 months Member JD • Design issue-based oGCDP project • Ra(Marketing)-Ma-Re-Reintegration process management • EP’s inner-outer journey(experience) management • Finance/TM BeginnerLC–Planonlyforpeaksrealizations! (0-25 Re)
- 23. Back Office Supports TM Member learning & development Finance Project Financial Model Marketing & Communication Student Market Research; Showcasing ER External Resources integration VP Member Member Member ∞ Ra-Ma-Re BeginnerLC (0-25Re)
- 25. Beginner LC 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
- 26. Beginner LC 0-10 Realisations LCVP JD • Designs Marketing Strategy with OGX And Marketing Team and ensures a well designed product- customer flow* • Works with Marketing Member to organise 2-3 KEY channels strategies (can be online or offline) to reach the target audience • Recruitment Period: • Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this. • Ensures that his/ her members are on track and the campaign is running according to timeline • Ensures that OGX is promptly responding to leads/ registrations Members’ JD (1-2): • Year-round: • Ensures website and social media is always up to date with relevant information • Ensures Relationships with Campus/ University is well maintained • Recruitment Period: (for each member) • Supports in designing and developing materials for the Campaign • Takes on the implementation of 1-2 key channel strategies and aligns the LC’s towards this LCVP Comm/ Marketing Member 1 Member 2
- 28. VP TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re (25-100 Re) Key focus • National project implementation, showcasing and process standardization Member Efficiency: 3-6 Re/ member 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 IntermediateLC
- 29. Back Office Supports TM Member Learning & Development. Finance Project financial model Member development investment Marketing & Communication Student Market Research; National brand alignment; Showcasing. ER External resources integration VP TL TL ∞ Ra-Ma-Re ∞ Ra-Ma-Re (25-100Re)IntermediateLC
- 31. Intermediate LC 10 to 40 Realisations LCVP Comm/ Marketing Member 1 Member 2 Member 3 Member 4 NOTE: • Marketing team has 3-5 members (including LCVP) • Marketing Team needs to focus on scaling up in their market reach for their focus Programme (oGIP/oGCDP) and just 1-2 Sub- products/ Issues under this programme 30 to 70+ Raised 50 to 150+ Sign ups (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning: KPI’s: • 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 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
- 32. Intermediate LC LCVP Comm/ Marketing Member 1 Member 2 Member 3 Member 4 LCVP JD • Designs Marketing Strategy with OGX And Marketing Team and ensures a well designed product- customer flow* • Works with Marketing Member to organise 2-3 KEY channels strategies (can be online or offline) to reach the target audience • Recruitment Period: • Takes on the lead role of managing 1-2 of the Key Strategies and aligned the LC’s towards this. • Ensures that his/ her members are on track and the campaign is running according to timeline Members’ JD (2-3 Channels Experts) • Online Marketing (1-2 members): • Ensures website and social media is always up to date with relevant information, • Explores and develops 1-2 Online Inbound Marketing Strategies • Campus Relations: • Ensures Relationships with Campus/ University is well maintained (Year Round) • Designs and Oversees Physical Recruitment Events Members’ JD (1-2 Designers) • Year-round: • Ensures website and social media is always up to date with relevant information • Ensures Relationships with Campus/ University is well maintained • Recruitment Period: (for each member) • Takes on the implementation of 1-2 key channel strategies and aligns the LC’s towards this
- 33. VP TL TL TL TL (Off-Peak) Advanced LC – Plan for peak and off peak structures! (100-200 Re) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
- 34. VP TL TL TL TL (Off-Peak) Advanced LC (100-200 Re) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Key focus Product development, Product sales and delivery Member Efficiency 5-7 Re./ member Structure Project 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
- 35. Back Office Supports TM Member Profiling; Learning & Development for Members; EducationCycle focusing on Product Development and Sales. Finance Financial model for New Project Crisis management Member L&D investment Marketing & Communication Student Market Research; Product packaging; EwA; Showcasing. ER Partnership raise and engagement IM Process optimization Advanced LC (100-200Re)VP TL TL TL TL (Off-Peak) ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
- 36. Timeline! Off-Peak timeline March-April Realization - Team should be in place by December - Raising period December-Jan end - Matching: Feb and March - Realization: April September-October Realization - Team should be in place by June - Raising period June-August end - Matching: July, August, September - Realization: September, October Peak timeline June-July Realization - Team should be in place by March first week - Raising period March-May end - Matching: April - June - Realization: June-First week August January-February Realization - Team should be in place by June - Raising period June-August end - Matching: July, August, September - Realization: September, October
- 37. Advanced LC LCVP Comm/ Marketing Brand Team TL Member 1 Member 2 Brand Team TL Member 1 Member 2 Comms Team TL Member 1 Member 2 40 to 70+ Realisations 70 to 120+ Raised 150 to 300+ (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning: Based on Statistics, how many Raises do you nee to get this many realisations? Based on your average conversion rate, how many Sign-ups do you need to get this many raises? STARTHERE NOTE: • Marketing team has 7-10 members (including LCVP) • Marketing Team needs to focus on scaling up in their market reach for their focus Programme (oGIP/oGCDP) and just 1-2 Sub- products/ Issues under this programme • TMP/TLP
- 38. Advanced LC Brand Teams • Each Member can handle 1-2 sub-brands/ Programmes • Market Research • Participate in the synergy meetings with the equivalent teams in oGX function • Leads the development of the content marketing strategy for Their main subproducts/ issues • Year round management of the brand positioning for their assigned sub-brands • It is recommended that someone with graphic design abilities is also within each team LCVP Comm/ Marketing Brand Team TL 1 Member 1 Member 2 Brand Team 2 Channel Mgr. 1 Channel Mgr. 2 Comms Team Member 1 Member 2 Special Comms Team • Builds and Aligns the over-all content strategy of their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC • Works with the brand teams to ensure that marketing content is aligned • Includes management of social media channels, website, online registrations, campus relations, media, PR etc. LCVP JD • Designs Marketing Strategy with OGX And Marketing Teams and ensures a well designed product- customer flow* • Leads Proper and Strong Brand management in the LC • Key role in Managing Crisis Communications • Recruitment Period: • Leads the creation and implementation of the marketing strategy across the different sub-brands and channels • Ensures that his/ her members are on track and the campaign is running according to timeline
- 39. VP TL TL TL Mid Manager ∞ Ra-Ma-Re MatureLC (>200 Re) ∞ Ra-Ma-Re ∞ Ra-Ma-Re
- 40. Mature LC–Planforpeaksandoffpeaks! (>200 Re) VP TL TL TL Mid Manager ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re Key focus Project sales and delivery, Process optimization, EP learning and service. Member JD in issue-based Project Team -Project design, marketing and sales; -EP’s inner-outer journey(experience) management: Event management -EP Education and Management on Exchange Process -Showcasing Member Efficiency 7-15 Re./ member Duration 3 months
- 41. Mature LC (>200 Re) Member JD in Stakeholder Management Team - Stakeholders: embassy, member, university relationship, partner and etc. - Expertize in CRM management of a corresponding stakeholder to help effective delivery process of projects. Member JD in Process Optimization Team - Expertize in a specific process management for fast delivery process of projects Scale - 1-2 stakeholders/ member; - 1-2 members/ process. Duration: 6-12 months VP TL TL TL Mid Manager ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
- 42. Back Office Supports TM Member Profiling; Member development development path; Member L&D; Advance HR Pipeline Management. Finance Program financial model; EP Learning & & Service Investment; Member L&D Investment; Crisis management Marketing & Communication Student Market Research; Product packaging; EwA; Showcasing Program; Program; Campus Relationship(Public Relations) ER Partner upselling; Partner CRM; IM Process optimization Mature LC (>200Re) VP TL TL TL Mid Manager ∞Ra-Ma-Re ∞Ra-Ma-Re ∞Ra-Ma-Re
- 43. Timeline! Off-Peak timeline March-April Realization - Team should be in place by December - Raising period December-Jan end - Matching: Feb and March - Realization: April September-October Realization - Team should be in place by June - Raising period June-August end - Matching: July, August, September - Realization: September, October Peak timeline June-July Realization - Team should be in place by March first week - Raising period March-May end - Matching: April - June - Realization: June-First week August January-February Realization - Team should be in place by June - Raising period June-August end - Matching: July, August, September - Realization: September, October
- 45. Mature LC 70++ Realisations 120++ Raised 300++ (Ideally, Sign up to Raise Conversion rate is greater than 30%) Sample Backwards Planning: Based on Statistics, how many Raises do you nee to get this many realisations? Based on your average conversion rate, how many Sign-ups do you need to get this many raises? STARTHERE NOTE: • Marketing team has 10+ members (including LCVP) • Marketing Team needs to focus on scaling up their market reach fortheir current developed brands under focus Programme (oGIP/oGCDP/TMP/TLP) • High Volume LC’s need to especially work on optimising their processes and investing in IT innovations in order to increase their production capacity, These LC’s can work with the MC to develop these evolutions • Don’t expand the team too much horizontally LCVP Comm/ Marketing Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Comms Team TL Member 1 Member 2 Member 3
- 46. Mature LC LCVP JD • Designs Marketing Strategy with OGX And Marketing Teams and ensures a well designed product- customer flow* • Leads Proper and Strong Brand management in the LC • Key role in Managing Crisis Communications • Recruitment Period: • Leads the creation and implementation of the marketing strategy across the different sub-brands and channels • Ensures that his/ her members are on track and the campaign is running according to timeline Brand Teams • Each Brand Team can handle 1-2 sub-brands/ Programmes (sub- product for oGIP, issues foroGCDP , TMP/TLP) • Market Research • Participate in the synergy meetings with the equivalent teams in oGX function • Leads the development of the content marketing strategy for Their main subproducts/ issues • Year round management of the brand positioning for their assigned sub-brands • It is recommended that someone with graphic design abilities is also within each team Special Comms Team • Builds and Aligns the over-all content strategy of their respective channels to ensure that these spaces continue to contribute more customers and promoters for AIESEC (ex. Content calendar management, Social Media analysis) • Works with the brand teams to ensure that marketing content is engaging and is aligned to over-all brand objectives • Includes management of alliances, social media channels, website, online registrations, media relations, PR, Campus relations etc. • *IT support can be outsourced LCVP Comm/ Marketing Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Brand Team TL Member 1 Member 2 Member 3 Comms Team TL Member 1 Member 2 Member 3
- 47. Tips to manage the peak and off-peak effectively • Off-peak planning normally starts towards the end of matching and beginning of realization of peak periods! • If you need to assign teams for off-peak, planning should start during the matching time of the peak period • For advanced and mature LCs, it is better t0 have peak oGCDP teams and off- peak oGCDP teams working all year round to ensure realizations are managed well! • On the MC level, there has to be synergy between the MCVP oGCDP, MCVP TM and MCVP OD on which LCs will do both off-peak and peak! • If S&D and country partners are a bit different for off-peak, ensure that is embedded into L&D!
Editor's Notes
- #12: Add link to the TMP Recruitment