TM for iGIP

Government & Nonprofit

charlotte-e
  • TM for iGIP Teaching and Marketing toolkit
  • I know what you’re thinking!
  • What is this about? •  Pick focus LCs for iGIP growth in your entity •  Building Capacity for iGIP fruit peak •  Learning and Development for the fruit peak •  Team Minimums •  Using HR Intelligence to grow
  • How can you take advantage of it? Let’s GO!
  • 1.Pick focus LCs for iGIP growth
  • Tier 3 entities (0-30 oGIP) Less than 10 LCs ! ! •  Ensure most LCs have iGIP as the focus! •  Each LC should only have one of the two GIP programmes as focus! •  LC Planning support specifically for TM, Marketing and iGIP! •  Define how much each LC will jump ! •  No need to cluster LCs into a cluster by volume as they are all in one cluster of 0-10 Re! More than 10 LCs •  Pick the LCs that will grow in iGIP! •  Create a cluster for iGIP Focus LCs! •  Other LCs can focus on iGIP or one of the GCDP Programmes! !
  • Tier 2 and Tier 1 Which LCs are making the jump in what programmes and HOW? ………  ………………   Diversity
  • Tier 2(30-250 Re) and Tier 1 (250+) ! LCs in iGIP! 0-10 Re! 10-40 Re! 40-70 Re! 70-100Re! ! ! Pick exactly which LCs in each LC Cluster is your focus & what is their Goal These LCs have balanced growth in GCDP and plan completely based on iGIP
  • 2. Planning and Building CAPACITY for the FRUIT PEAK in iGIP
  • Use TM Planning Tool to Plan for iGIP   1. Number of Members in iGIP and support functions 2. Number of TMP and TLP Experiences in oGIP and support functions
  • 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 iGIP 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
  • Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  • 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
  • Determine who is the right member Skill AttitudeBackground Interest Time
  • Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  • Optimized Selection Value based recruitment q  Commi'ed    and  mo*vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  • 2. We have enough members in iGIP and support areas Focus on increasing productivity through L&D and team minimums
  • 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/ functions Re-allocate to ensure there are the right number of members in iGIP and all other functions
  • How to balance the iGCDP and iGIP support? 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
  • What structure should I recruit into?
  • Structures for… 0-10 Re 10-40 Re 40-70 Re 70-100 Re
  • 0-10 Start Up LC VP Member Member Member Member ∞ Ra-Ma-Re
  • Basic Consideration: •  Up to 8 TN Takers •  No sales culture yet •  1 sub product as focus (Marketing or teaching) Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: •  Raising (from Market Research, sales, raise) •  Matching (S&D analysis, matching process) •  Delivery (Legal and Reception, EP Experience delivery) VP Member Member Member Member ∞Ra-Ma-Re Start Up LC
  • StartUpWhy no Team Leader -­‐  Generally  these  LCs  have  low  leadership  pipeline     -­‐  Since  realizaBon  volume  is  not  high,  growth  requires  a  LOT  of   coordinaBon  and  work  of  members  with  LCVPs   -­‐  This  structure  doesn’t  need  a  very  large  team  so  an  LCVP  can  manage   it  as  well   -­‐  If  you  do  have  very  good  leadership  pipeline,  having  a  Sub  Product   based  Team  Leader  can  work  too   -­‐  SPLIT  iGIP  and  iGCDP  LCVPs  at  an  LC  level  across  the  focus  LCs  
  • •  SPLIT oGIP and oGCDP LCVPs for focus LCs •  In case this isn’t possible, create specific iGIP teams for the summer within the OGX team at an LC level so that they can be tracked separately •  Summer teams in iGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD 0-10 Start Up LC
  • Potential LC(10-40Re) VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv. ∞ ∞ ü  Team  Leaders  can  be  split  by   Industry  or  by  Sub  Product   depending  on  your  external  reality   ü  We  have  the  same  people  working   on  Raise  and  Match  within  the   structure  for  effecBve  and  fast   account  management     ü  We  have  specific  members  only  to   work  on  EP  Experience  delivery  so   that  EVERY  EP  has  a  great   experience  and  the  rest  of  the  team   can  focus  on  account  management    
  • ü  If currently these LCs have a lot of available forms to match AND need to raise as well, you can choose to have members divided even by raise and match – as long as you know exactly how to implement ü  When the same members are responsible for raise and match process, education cannot be focused just on SDP Potential LC(10-40Re) Basic Consideration: •  Growing sales culture •  Focus on 1-2 sub products •  10-12 TN Takers •  Each team leader focus on a different sub product •  Member Efficiency depends on number of Realizations and efficiency
  • High Potential LC(40-70Re) •  Similar structure for LC doing between 10-40 Re •  Number of members maybe more because scale has increased •  There can be one more team leader to tap into another market/industry •  Ensure LCVP, Team Leader and Team member have clear KPIs and MoS •  Team leaders also do manage accounts (maybe fewer) but this is also part of their role VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv.
  • AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process ü  The Team for Current accounts manage raise and match to ensure effective account management ü  There can be an added Team Leader or some more members in Current account team in case there is a dry run ü  It is important that JD and MoS of members in these teams is split between Current accounts and new accounts ü  Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial
  • AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well ü  Team leaders have to work in synergy to ensure EP experience delivery ü  Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively ü  JD of members matching is more related to LC- LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)
  • AdvancedLC(70-100Re)–OnlyifLCisdoing3SubProducts Job Description (TL Raising) •  Coordinate the market research, segmentation and division •  Process optimization from research-sales to raise •  Coordinate the activities of the members •  Performance review and tracking VP (SP1) TL Ra TL Ma TL Delivery TL Current Account VP TL SP2 Ra&Ma Ra&Ma Delivery TL SP3 Job Description (TL Matching) •  Supply and Demand Analysis •  LC to LC Partnership •  Coordinate the activities of the members •  Performance review and tracking Job Description (TL Delivery) Legal and Quality analysis •  Coordinate the activities of the members •  Performance review and tracking •  Minimum quality standard delivery to EP •  Ensuring EP has a great experiences and enable delivery of inner journey to EP
  • •  If the advanced LC is in a big city with high market potential, create short units/ teams in specific geographical areas only for the summer peak or for all of 2014 to split the market. •  This will also help one unit focus on GCDP and the other on GIP AdvancedLC(70-100Re)
  • 2 situations LCs will be in For LCs - no or very little available forms CAPACITY and STRUCTURES focused on RAISE For LCs - available forms but need to raise more CAPACITY and STRUCTURES Focused on Raise and match
  • •  Finish Planning (using the planning tool) by April 13th at MAXIMUM •  Then work on action steps so that we have the right capacity by 28th April •  Engage existing members in iGIP in the meanwhile Timeline
  • SUMMARY for CAPACITY
  • SUMMARY ü  Plan for number of members using planning tool ü  Recruit or re-allocate depending on outcome of planning ü  Ensure you follow an optimized recruitment process ü  Recruit into the right structures ü  Balance iGCDP and iGIP growth through building capacity
  • 3. Learning and Development
  • USE TM Planning tool How do I plan?
  • FOCUS ON EDUCATION TO DRIVE SUMMER How can i achieve this? 1. Create a specific iGIP education cycle only for fruit peak. 2. Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously. 3. For start up LCs focus on raising education and for one sub-product. 4. Track length of time for membership to perform – IMPORTANT! 5. Ensure strong organizational and operational induction into AIESEC for contribution to summer
  • LEARNING AND DEVELOPMENT However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC. ‘Learning from doing’
  • FOCUS ON EDUCATION TO DRIVE SUMMER What kind? What kind of education cycle to create for LCVPs and Team Leaders? Teaching and Marketing knowledge iGIP Sales knowledge Team Minimums Implementation Complete Supply and Demand awareness Supply based Raising, Re-raising current accounts Delivering on country partnerships Continued Raising and Matching knowledge Weekly updates on current supply Delivering Quality Experiences APRIL APRIL&MAY JUNE
  • FOCUS ON EDUCATION TO DRIVE SUMMER What kind of education cycle to create for new and exisitng members? Relevance of GIP Understanding of iGIP and oGIP Teaching and Marketing knowledge How to sell iGIP Team Minimums External relevance of country partnerships Supply and Demand understanding within the sub product How to raise based on product and Supply Matching Process understanding Who are our country partners? Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process APRIL APRIL&MAY JUNE
  • FOCUS ON EDUCATION TO DRIVE SUMMER HOW? How to deliver the education? National and regional conferences Induction process based on organizational and operational knowledge Continuous virtual training
  • Sales Development Programme Suggestions SDP is a combination of sales knowledge, GIP knowledge and management. Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP MoS: Increase in the number of right raises in specific sub product
  • Sales Development Programme Suggestions SDP is a combination of sales knowledge, GIP knowledge and management. Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP MoS: Increase in the number of right raises in specific sub product
  • Sales Development Programme Suggestions Customize SDP to sub product focus and industries that are the focus within these Sub Products SUPPLY BASED RAISING has to be a very important element of SDP Implementing team minimums embed within SDP
  • Sales Development Programme Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
  • Sales Development Programme Suggestions Members learn by Doing : )
  • Ensure education for members in support functions who are supporting iGIP as well! FOCUS ON EDUCATION TO DRIVE SUMMER
  • HANDY TIPS 1.  Make Virtual learning effective and fun – Ensure continuity and consistency 2. Have practical tasks/ assignments at the end of every virtual session CONTINUITY AND CONSISTENCY PRACTICAL 3. Create virtual trainings specifically for the Fruit Peak SUMMER 4. Ensure there is customised content for specific LCs and specific profiles within LCs. CUSTOMISED
  • How to Measure this? TMP Retention rate (for new members and existing team members Increase in Performance over a period of time Time to start performing Eg: from 1 month to 1 week – for new members and team leaders Increase in Performance over a period of time
  • THIS REQUIRES SYNERGY 1.  LC Clustering with GIP Focus 2.  LC Re-Planning support 3.  Effective LC Coaching (in coordination with MC Team) 4.  Reward and Recognition for summer peak 1.  Creation of virtual education cycle and timeline 2.  Implementation of team minimums 3.  LC L&D Planning for GIP 4.  Induction OD/LCD TM 1.  Content customized to LCs 2.  Supply and Demand knowledge and update iGIP BD 1.  If you have BD at an LC level, measure iGIP and not just funds raised 2.  MC level BD to contribute to iGIP entity growth
  • None of this will be successful if 1.  There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education 2. Education is not measurable 3. Not aligned to GIP Exchange timeline in your entity 4. Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment
  • SUMMARY for Learning and Development
  • SUMMARY ü  Plan for Learning and Development using TM planning tool ü  Plan specifically for the fruit peak for specific profiles ü  Customize education to LC Scale and sub product focus ü  Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time ü  Synergy with clear KPIs is important to make it work ü  There has to be a connection between Education through OD role (Planning and coaching) and education through TM
  • 4. Implement Team Minimums IN EVERY TEAM
  • Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  • HOW DO I TRACK THESE?
  • Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  • 4. Using HR Business Intelligence for iGIP
  • What business Intelligence can help to drive the fruit peak? % of people in iGIP and % of people in Support Functions
  • What business Intelligence can help to drive the fruit peak? Which level of membership is contributing most to iGIP? Team members, Team Leaders or LCVPs?
  • What business Intelligence can help to drive the fruit peak? Time a new member or new team leader takes to start performing
  • What business Intelligence can help to drive the fruit peak? % of people by Process – In Ra, Ma and Realization
  • What business Intelligence can help to drive the fruit peak? Applicants to iGIP TLP positions
  • What business Intelligence can help to drive the fruit peak? TMP Retention Rate
  • Why does information help? The Right Information helps us find our CHALLENGE
  • Why does information help?
  • Example of this
  • Every member needs to live GEN2015! Every member, Every day CONTRIBUTES!
  • GIP Needs to be everywhere
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  • TM for iGIP Teaching and Marketing toolkit
  • I know what you’re thinking!
  • What is this about? •  Pick focus LCs for iGIP growth in your entity •  Building Capacity for iGIP fruit peak •  Learning and Development for the fruit peak •  Team Minimums •  Using HR Intelligence to grow
  • How can you take advantage of it? Let’s GO!
  • 1.Pick focus LCs for iGIP growth
  • Tier 3 entities (0-30 oGIP) Less than 10 LCs ! ! •  Ensure most LCs have iGIP as the focus! •  Each LC should only have one of the two GIP programmes as focus! •  LC Planning support specifically for TM, Marketing and iGIP! •  Define how much each LC will jump ! •  No need to cluster LCs into a cluster by volume as they are all in one cluster of 0-10 Re! More than 10 LCs •  Pick the LCs that will grow in iGIP! •  Create a cluster for iGIP Focus LCs! •  Other LCs can focus on iGIP or one of the GCDP Programmes! !
  • Tier 2 and Tier 1 Which LCs are making the jump in what programmes and HOW? ………  ………………   Diversity
  • Tier 2(30-250 Re) and Tier 1 (250+) ! LCs in iGIP! 0-10 Re! 10-40 Re! 40-70 Re! 70-100Re! ! ! Pick exactly which LCs in each LC Cluster is your focus & what is their Goal These LCs have balanced growth in GCDP and plan completely based on iGIP
  • 2. Planning and Building CAPACITY for the FRUIT PEAK in iGIP
  • Use TM Planning Tool to Plan for iGIP   1. Number of Members in iGIP and support functions 2. Number of TMP and TLP Experiences in oGIP and support functions
  • 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 iGIP 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
  • Run an OPTIMIZED recruitment for the fruit peak – 2 weeks!! 1. I do not have enough Members in any programme/ function
  • 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
  • Determine who is the right member Skill AttitudeBackground Interest Time
  • Timeline Approach existing sign ups for TXP and GCDP Rejected applicants from last recruitment Optimized Selection 1 week 5 days
  • Optimized Selection Value based recruitment q  Commi'ed    and  mo*vated  members  (  GIP  needs  commitment  and   persistence)   q  Building                                                                  
  • 2. We have enough members in iGIP and support areas Focus on increasing productivity through L&D and team minimums
  • 3. We have the right number of members in the LC/MC but not allocated in the right proportion across programmes/ functions Re-allocate to ensure there are the right number of members in iGIP and all other functions
  • How to balance the iGCDP and iGIP support? 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
  • What structure should I recruit into?
  • Structures for… 0-10 Re 10-40 Re 40-70 Re 70-100 Re
  • 0-10 Start Up LC VP Member Member Member Member ∞ Ra-Ma-Re
  • Basic Consideration: •  Up to 8 TN Takers •  No sales culture yet •  1 sub product as focus (Marketing or teaching) Number of members: Depends on Realization goal and efficiency (from planning framework) Job Description: •  Raising (from Market Research, sales, raise) •  Matching (S&D analysis, matching process) •  Delivery (Legal and Reception, EP Experience delivery) VP Member Member Member Member ∞Ra-Ma-Re Start Up LC
  • StartUpWhy no Team Leader -­‐  Generally  these  LCs  have  low  leadership  pipeline     -­‐  Since  realizaBon  volume  is  not  high,  growth  requires  a  LOT  of   coordinaBon  and  work  of  members  with  LCVPs   -­‐  This  structure  doesn’t  need  a  very  large  team  so  an  LCVP  can  manage   it  as  well   -­‐  If  you  do  have  very  good  leadership  pipeline,  having  a  Sub  Product   based  Team  Leader  can  work  too   -­‐  SPLIT  iGIP  and  iGCDP  LCVPs  at  an  LC  level  across  the  focus  LCs  
  • •  SPLIT oGIP and oGCDP LCVPs for focus LCs •  In case this isn’t possible, create specific iGIP teams for the summer within the OGX team at an LC level so that they can be tracked separately •  Summer teams in iGIP can be working to deliver to maybe 2-3 big entity partners only and this is part of their JD 0-10 Start Up LC
  • Potential LC(10-40Re) VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv. ∞ ∞ ü  Team  Leaders  can  be  split  by   Industry  or  by  Sub  Product   depending  on  your  external  reality   ü  We  have  the  same  people  working   on  Raise  and  Match  within  the   structure  for  effecBve  and  fast   account  management     ü  We  have  specific  members  only  to   work  on  EP  Experience  delivery  so   that  EVERY  EP  has  a  great   experience  and  the  rest  of  the  team   can  focus  on  account  management    
  • ü  If currently these LCs have a lot of available forms to match AND need to raise as well, you can choose to have members divided even by raise and match – as long as you know exactly how to implement ü  When the same members are responsible for raise and match process, education cannot be focused just on SDP Potential LC(10-40Re) Basic Consideration: •  Growing sales culture •  Focus on 1-2 sub products •  10-12 TN Takers •  Each team leader focus on a different sub product •  Member Efficiency depends on number of Realizations and efficiency
  • High Potential LC(40-70Re) •  Similar structure for LC doing between 10-40 Re •  Number of members maybe more because scale has increased •  There can be one more team leader to tap into another market/industry •  Ensure LCVP, Team Leader and Team member have clear KPIs and MoS •  Team leaders also do manage accounts (maybe fewer) but this is also part of their role VP TL Ra&Ma Ra&Ma Deliv. TL Ra&Ma Ra&Ma Deliv.
  • AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  Team split by Process of Raise, Match and Delivery because this team is high volume and requires focus on each process ü  The Team for Current accounts manage raise and match to ensure effective account management ü  There can be an added Team Leader or some more members in Current account team in case there is a dry run ü  It is important that JD and MoS of members in these teams is split between Current accounts and new accounts ü  Delivery happens all year round – either preparing for delivery or receiving interns and supporting them hence a separate team is crucial
  • AdvancedLC(70-100Re) VP (SP1) TL Ra TL Ma TL Delivery TL Current Account ü  The role of team leaders is very important in this structure. Team Leaders have to work in perfect synergy to ensure accounts are managed well ü  Team leaders have to work in synergy to ensure EP experience delivery ü  Every member working in raise, match or delivery MUST know fully the iGIP Process. If not, it will lead to members not being able to raise the right forms or members not being able to match forms effectively ü  JD of members matching is more related to LC- LC Partnerships and is less of coordination with companies for selection (which can also be done by members who are raising)
  • AdvancedLC(70-100Re)–OnlyifLCisdoing3SubProducts Job Description (TL Raising) •  Coordinate the market research, segmentation and division •  Process optimization from research-sales to raise •  Coordinate the activities of the members •  Performance review and tracking VP (SP1) TL Ra TL Ma TL Delivery TL Current Account VP TL SP2 Ra&Ma Ra&Ma Delivery TL SP3 Job Description (TL Matching) •  Supply and Demand Analysis •  LC to LC Partnership •  Coordinate the activities of the members •  Performance review and tracking Job Description (TL Delivery) Legal and Quality analysis •  Coordinate the activities of the members •  Performance review and tracking •  Minimum quality standard delivery to EP •  Ensuring EP has a great experiences and enable delivery of inner journey to EP
  • •  If the advanced LC is in a big city with high market potential, create short units/ teams in specific geographical areas only for the summer peak or for all of 2014 to split the market. •  This will also help one unit focus on GCDP and the other on GIP AdvancedLC(70-100Re)
  • 2 situations LCs will be in For LCs - no or very little available forms CAPACITY and STRUCTURES focused on RAISE For LCs - available forms but need to raise more CAPACITY and STRUCTURES Focused on Raise and match
  • •  Finish Planning (using the planning tool) by April 13th at MAXIMUM •  Then work on action steps so that we have the right capacity by 28th April •  Engage existing members in iGIP in the meanwhile Timeline
  • SUMMARY for CAPACITY
  • SUMMARY ü  Plan for number of members using planning tool ü  Recruit or re-allocate depending on outcome of planning ü  Ensure you follow an optimized recruitment process ü  Recruit into the right structures ü  Balance iGCDP and iGIP growth through building capacity
  • 3. Learning and Development
  • USE TM Planning tool How do I plan?
  • FOCUS ON EDUCATION TO DRIVE SUMMER How can i achieve this? 1. Create a specific iGIP education cycle only for fruit peak. 2. Ensure the education for potential and high potential is making membership productive and able to raise and match simultaneously. 3. For start up LCs focus on raising education and for one sub-product. 4. Track length of time for membership to perform – IMPORTANT! 5. Ensure strong organizational and operational induction into AIESEC for contribution to summer
  • LEARNING AND DEVELOPMENT However tempting it is to give a lot of webinars or booklet to your membership. Remember that we provide experiential learning in AIESEC. ‘Learning from doing’
  • FOCUS ON EDUCATION TO DRIVE SUMMER What kind? What kind of education cycle to create for LCVPs and Team Leaders? Teaching and Marketing knowledge iGIP Sales knowledge Team Minimums Implementation Complete Supply and Demand awareness Supply based Raising, Re-raising current accounts Delivering on country partnerships Continued Raising and Matching knowledge Weekly updates on current supply Delivering Quality Experiences APRIL APRIL&MAY JUNE
  • FOCUS ON EDUCATION TO DRIVE SUMMER What kind of education cycle to create for new and exisitng members? Relevance of GIP Understanding of iGIP and oGIP Teaching and Marketing knowledge How to sell iGIP Team Minimums External relevance of country partnerships Supply and Demand understanding within the sub product How to raise based on product and Supply Matching Process understanding Who are our country partners? Continued Raising and Matching knowledge Weekly updates on current supply Team Management Matching Process APRIL APRIL&MAY JUNE
  • FOCUS ON EDUCATION TO DRIVE SUMMER HOW? How to deliver the education? National and regional conferences Induction process based on organizational and operational knowledge Continuous virtual training
  • Sales Development Programme Suggestions SDP is a combination of sales knowledge, GIP knowledge and management. Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP MoS: Increase in the number of right raises in specific sub product
  • Sales Development Programme Suggestions SDP is a combination of sales knowledge, GIP knowledge and management. Clear KPIs for TM and iGIP Eg: Number of members in TM and increase in sales meetings in iGIP MoS: Increase in the number of right raises in specific sub product
  • Sales Development Programme Suggestions Customize SDP to sub product focus and industries that are the focus within these Sub Products SUPPLY BASED RAISING has to be a very important element of SDP Implementing team minimums embed within SDP
  • Sales Development Programme Golden Rule 70%PRODUCT & PROCESS KNOWLEDGE 30%SALES KNOWLEDGE
  • Sales Development Programme Suggestions Members learn by Doing : )
  • Ensure education for members in support functions who are supporting iGIP as well! FOCUS ON EDUCATION TO DRIVE SUMMER
  • HANDY TIPS 1.  Make Virtual learning effective and fun – Ensure continuity and consistency 2. Have practical tasks/ assignments at the end of every virtual session CONTINUITY AND CONSISTENCY PRACTICAL 3. Create virtual trainings specifically for the Fruit Peak SUMMER 4. Ensure there is customised content for specific LCs and specific profiles within LCs. CUSTOMISED
  • How to Measure this? TMP Retention rate (for new members and existing team members Increase in Performance over a period of time Time to start performing Eg: from 1 month to 1 week – for new members and team leaders Increase in Performance over a period of time
  • THIS REQUIRES SYNERGY 1.  LC Clustering with GIP Focus 2.  LC Re-Planning support 3.  Effective LC Coaching (in coordination with MC Team) 4.  Reward and Recognition for summer peak 1.  Creation of virtual education cycle and timeline 2.  Implementation of team minimums 3.  LC L&D Planning for GIP 4.  Induction OD/LCD TM 1.  Content customized to LCs 2.  Supply and Demand knowledge and update iGIP BD 1.  If you have BD at an LC level, measure iGIP and not just funds raised 2.  MC level BD to contribute to iGIP entity growth
  • None of this will be successful if 1.  There is NO synergy between OD/LCD and TM to connect LC Coaching and conferences to virtual education 2. Education is not measurable 3. Not aligned to GIP Exchange timeline in your entity 4. Not aligned to recruitment timeline. Eg: Team Leaders need to have the right education right before TMP Recruitment
  • SUMMARY for Learning and Development
  • SUMMARY ü  Plan for Learning and Development using TM planning tool ü  Plan specifically for the fruit peak for specific profiles ü  Customize education to LC Scale and sub product focus ü  Measure L&D based on your key challenge and keep in mind it needs to increase productivity over a period of time ü  Synergy with clear KPIs is important to make it work ü  There has to be a connection between Education through OD role (Planning and coaching) and education through TM
  • 4. Implement Team Minimums IN EVERY TEAM
  • Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  • HOW DO I TRACK THESE?
  • Team Minimums Team Plan JD Training Tracking & Coaching Evaluation Standard and sense Reason Direction Contribution Tool Performance
  • 4. Using HR Business Intelligence for iGIP
  • What business Intelligence can help to drive the fruit peak? % of people in iGIP and % of people in Support Functions
  • What business Intelligence can help to drive the fruit peak? Which level of membership is contributing most to iGIP? Team members, Team Leaders or LCVPs?
  • What business Intelligence can help to drive the fruit peak? Time a new member or new team leader takes to start performing
  • What business Intelligence can help to drive the fruit peak? % of people by Process – In Ra, Ma and Realization
  • What business Intelligence can help to drive the fruit peak? Applicants to iGIP TLP positions
  • What business Intelligence can help to drive the fruit peak? TMP Retention Rate
  • Why does information help? The Right Information helps us find our CHALLENGE
  • Why does information help?
  • Example of this
  • Every member needs to live GEN2015! Every member, Every day CONTRIBUTES!
  • GIP Needs to be everywhere
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