1. TM for iGCDP
iGCDP | Tier 4

2. Tier 1 MC Tier 3 MC Tier 4 MC
organic and balanced
growth
Tier 2 MC
organic and balanced
growth
These tiers must focus, for Tier 1 and 2 the focus should be on organic and balanced growth (particularly
balancing focus with GIP). For Tier 3 and 4 it’s about jumping in GCDP.
What does this mean?

3. The iGCDP OD Model for tier 3

4. What is the current
state?

5. Entity
AFGHANISTAN
ALBANIA
ALGERIA
ARMENIA
AUSTRALIA
AUSTRIA
AZERBAIJAN
BARBADOS
BELARUS
BELGIUM
BOLIVIA
BOSNIA - HERZEGOVINA
BOTSWANA
BURKINA FASO
CANADA
CAPE VERDE
CHILE
COSTA RICA
CROATIA
DENMARK
DOMINICAN REPUBLIC
ECUADOR
EL SALVADOR
ESTONIA
FINLAND
FRANCE
GABON
GEORGIA
GERMANY
GUATEMALA
HONG KONG
ICELAND
IRAN
IRELAND
JAPAN
JORDAN
KAZAKHSTAN
KUWAIT
KYRGYZSTAN
LAOS
LATVIA
LIBERIA
LUXEMBOURG
MALTA
MOLDOVA
MONGOLIA
MONTENEGRO
NAMIBIA
NEPAL
NEW ZEALAND
NICARAGUA
NIGERIA
NORWAY
OMAN
PANAMA
PARAGUAY
PUERTO RICO
QATAR
REPUBLIC OF MACEDONIA
RWANDA
SENEGAL
SINGAPORE
SLOVENIA
SPAIN
SWEDEN
SWITZERLAND
TAJIKISTAN
THE NETHERLANDS
UNITED ARAB EMIRATES
UNITED KINGDOM
UNITED STATES
URUGUAY
Entities in Tier 4 iGCDP - 72

6. 25 RE
Most LCs do between
0-15 Re in this tier –
All LCs are tier 4 LCs
LCs in Tier 4 iGCDP overview

7. What we are aiming for?
Entities that are focused on
iGCDP in this tier ensure
ALL their LCs jump from a
scale of 0-25 to 25-100
The key driver for this is
planning for TM driving
iGCDP, structures, L&D,
building sales intensity and
implementing team
minimums!!

8. What is this about?
• Pick focus LCs for iGCDP growth in your entity
• Using HR Intelligence to grow
• Building Capacity for iGCDP
• Learning and Development for iGCDP
• Team Minimums implementation for iGCDP
• Role of MC

9. How can you take
advantage of it?
Let’s GO!

10. 1.Pick focus
LCs for iGCDP
growth

11. 25 RE
Most LCs do between
0-15 Re in this tier –
All LCs are tier 4 LCs
LCs in Tier 4 iGCDP overview
Most entities in this tier have between 1
-10 LCs (A lot of entities below 5 LCs)

12. Go through the OD Toolkit for tier 3 and tier 4!

13. 2. Using HR Intelligence to grow in
iGCDP

14. Why does information help?

15. Example of this

16. EVERY LC within the MC/Entity needs to
increase its productivity, the question is
HOW?
An increase in productivity is POSSIBLE by IDENTIFYING what is your challenge!
Examples:
1. If new members/TMP Participants leave the organization within 1-2 weeks of the role
starting, focus on INCREASE in TMP Retention Rate can increase productivity
1. If you do not know which level of membership is achieving or not achieving results,
team minimums implementation to manage performance will allow you to see which
level is contributing most to performance and allow you to focus on this segment or
the segment that is not performing to increase productivity

17. REMEMBER: The FINAL
KPI you are measuring is
PRODUCTIVITY, however
you need other KPIs that
are based on your specific
challenges to indicate this
increase in productivity!

18. REMEMBER: The FINAL
KPI you are measuring is
PRODUCTIVITY, however
you need other KPIs that
are based on your specific
challenges to indicate this
increase in productivity!

19. How do I measure
productivity?

20. You can measure productivity at raise,
match and realize stage!
• Productivity at RAISE = Number of members working for raise in iGCDP (in
front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in iGCDP
(in front office and back office)/Number of matched (In the specific time
period)
• Productivity at REALIZE = Total number of members working in iGCDP
(front office and back office)/Number of realizations in iGCDP (In the
specific time period)

21. Generally, team structures
in iGCDP involve the same
people/number of people
working for raise, match
and realize – even so since
iGCDP runs in peaks it
makes sense to measure
productivity through the
peaks

22. Productivity at realize is most
accurate but we measure
productivity at raise and
match only to check the
progress and always establish
the connection between
TM/OD and programme
growth!

23. Intelligence can help to
drive increase in
productivity?% of people in iGCDP
and % of people in
Support Functions
Time a new member
or new team leader
takes to start
performing
Applicants to
iGCDP TLP
positions
TMP Retention
Rate

24. 3. Planning and Building CAPACITY
based on challenge identification,
Exchange flow and OD Model of your
entity

25. Use TM Planning Tool to Plan for iGCDP
1. Number of Members
in iGCDP and support
functions
2. Number of TMP and
TLP Experiences in
iGCDP and support
functions

26. TM Planning tool download
http://www.myaiesec.net/content/viewwiki.do?conten
tid=10299749

27. 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 iGCDP 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

28. Run an OPTIMIZED recruitment– 2 weeks!!
1. I do not have
enough Members in
any
programme/function

29. 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

30. Determine who is the right
member
Skill AttitudeBackground Interest Time

31. Timeline
Approach existing
sign ups for TXP
and GCDP
Rejected
applicants from
last recruitment
Optimized
Selection
1 week 5 days

32. Optimize
d
Selectio
n
Value based recruitmen
 Committed and motivated members ( GIP needs
commitment and persistence)
 Building

33. Value based recruitment
http://www.myaiesec.net/content/viewwiki.do?
contentid=10299749

34. 2. We have enough
members in iGCDP
and support areas
Focus on increasing productivity through L&D and
team minimums

35. 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 iGCDP and
members need to be re-allocated so even the GIP
programmes have the right capacity!

36. Structures for…
0-25 Re 25-100 Re

37. FIN JD in iGCDP
TM JD in iGCDP
MKT JD in iGCDP
iGCDP Coordination JD
Project Structure
LC
VPiGCDP
OCP
OCP
OCP
VPFIN VPTM VPMKT
Do Ra-Ma-Re!!
Note!
For
ALL
levels!

38. Beginner LC
VP
Member Member Member
(0-25 Re)
∞
Ra-Ma-Re Inner & Outer
Journey Delivery
Note!
∞

39. 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: 3-4
Job Description:
• Selling and raising, matching, and realizing
• Incoming preparation seminar
• Experience Co-delivery
VP
Member Member Member
∞
Ra-Ma-Re
BeginnerLC (0-25 Re)

40. Back Office Supports
TM Member L&D;
Sales Development Program
Finance Project Financial Model
Marketing &
Communication
Project packaging,
Project showcasing;
ER External Resources
integration(new Partners)
VP
Member Member Member
∞
Ra-Ma-Re
BeginnerLC
(0-25Re)

41. VP
TL TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
IntermediateLC (25-100 Re)

42. VP
TL TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
Basic Consideration:
• 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
• Member Efficiency: 3-4 X /member
Number of members: Depends on TM Planning
Job Description:
• Selling and raising, matching, and realizing
• Project concept development and execution
• Incoming preparation seminar
• Experience Co-delivery (country-country partnership management)
IntermediateLC (25-100 Re)

43. Back Office Supports
TM Member profiling
Member Learning & Development
Sales Development Program
Finance Project financial model
Member development investment
Marketing &
Communication
National brand alignment
Showcasing
EwA
Public Relations Management
ER External resources integration
Partner engagement
VP
OCP OCP OCP
∞
Ra-Ma-Re
∞
Ra-Ma-Re
∞
Ra-Ma-Re
IntermediateLC (25-100Re)

44. 4. Learning
and
Developmen

45. USE TM Planning tool
How do I
plan?

46. FOCUS ON EDUCATION TO DRIVE RESULTS
How can
i achieve
this?
1.
Create a specific
iGCDP education
cycle
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

47. iGCDP
All Levels

48. TOPIC CONTENT OBJECTIVES TARGET
PRODUCT
KNOWLEDGE
 Relevance of the product in the
society
 What is a product and product life
cycle
 Know the elements of products (price,
brand, quality, value, customer
segments, etc.) and the different stages
of products
 Understand the exchange process from
Calls until Completed
 Know how to use all the functions on
myaiesec.net for exchange
management to make the process fast
and effective Members,
Leaders,
VPs
EXCHANGE
PROCESSES
 Exchange process flow and yearly
timeline (product customer flow)
 Exchange Management on the GIS
SUPPLY &
DEMAND
MANAGEMENT
 Supply and demand theory and
necessity
 Exchange management on the GIS
INNER&OUTER
JOURNEY
 Why and how and what of inner and
outer journey in AIESEC
 Delivery of I&O journey to our
customers
 Understand how AIESEC develops
leadership through I&O journey and
know how to support our customers to
go through an intense I&O journey
CUSTOMER
EXPERIENCE
MANAGEMENT
 Why, how and what of CEM?
 Co-delivery
 Information system management for
better customer service
 Understand the importance of customer
experience management and know how
to use the resources (data, partners) we
have to create strategies for
All levelsiGCDP

49. All levels
TOPIC CONTENT OBJECTIVES TARGET
ISSUE-BASED
SEGMENTATION
 Why and how of issue
segmentation for GCDP in
AIESEC
 Changes in product and
process management in the
LC
 Understand why issue segmentation
was created and how to work with
this model in the LC (changes in
processes, product development,
structures)
Leaders &
VPs
CROSS-
CULTURAL
COMMUNICATION
 Hofstede’s cultural dimensions
 Behaviours and attitude
needed for effective cross-
cultural communication
 Understand the 5 cultural
dimensions of Hofstede and how to
adapt communication based on that
Members,
Leaders,
VPs
CUSTOMER
LOYALTY FOR
STUDENTS
 Building a customer
relationship with trainees
 Minimums of project delivery
 How to satisfy our customers
 Understand the standards and extra
deliveries in iGCDP projects in order
to have promoters and develop
leadership
Leaders &
VPs
SALES
TRAINING
 Basic sales knowledge and
techniques
 Practice sales of our
products
 Understand the process of sales
and know how to deliver a full
selling cycle
Members,
Leaders,
VPs
iGCDP

50. iGCDPIntermediate (LCs doing between 25

51. TOPIC CONTENT OBJECTIVES TARGET
NATIONAL
PROJECTS
 Product knowledge of national projects
 The responsibility of making national projects
 Devision of responsibilities and roles between
MC and LC and the rules of communication
 Value of national partners & projects
 Understanding what is the
national project, how to operate
with MC and feel responsible
and commited to national
projects.
Leaders &
VPs
PROJECT
MANAGEMENT
 Definition and characterisitics of a project.
 Process in project management
 Goals achievement
 Resource management
 Understand how to build your
project and the processes inside,
manage effecively resources to
achieve the goals.
Leaders &
VPs
COUNTRY-TO-
COUNTRY
PARTNERSHIPS
 What is CY2CY partnership
 Value of CY2CY partnership
 Responsibilities in partnerships
 Main processes in cooperation management
 Understand the processes in
CY2CY partnerships,
responsibility towards delivering
the XPs on LC levels and clear
WHY of working by CY2CY
VPs
SHOWCASING
& PROMOTERS
 What is showcasing and promoters stories
usage
 How to brand promoters stories and showcase
them
 Showcasing channels and partnerships
 Understand how to showcase
the srories of promoters for
getting more customers
Leaders &
VPs
INTERMEDIATEiGCDP

52. 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 aligned to
your exchange flow and
exchange timeline
Exchange timeline
4. Ensure there is customised
content for specific LCs and
specific profiles within LCs.
(customize to your OD Model)
CUSTOMISED

53. 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

54. A lever to support our
ambitions for iGCDP Grow iGCDP Raises
we need to have a
lever big and strong
enough to support
our iGCDP
ambitions :)
sdp for igCDP
why
? Using the Sales
Development Program a
education and tracking
tool to increase the sales
capacity and intensity of
iGCDP members

55. Sales Development for iGCDP
Golden
Rule
70%PRODUCT & PROCESS
KNOWLEDGE
30%SALES KNOWLEDGE

56. TG C M
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Define what you want to achieve in iGCDP and when so that your SDP
can be tailored to your sales needs.
Sales Development for iGCDP

57. How?
tg c m
RA
Goal
Sales
Negotiation
Meeting Goal
Sales Meeting
Goal
Cold Calling
Goal
Cold Leads
Goal
how much time does this process take?
Who is going to achieve this?
This will define the key target for your SDP. eg. I’m going to target iGCDP
Sales-Raising TMP

58. sdp for igCDP how
?
c m
This is where you make your sales development program framework with
the key message and best channels to connect to your target audience!
:D

59. A tracker system
Education
Framework/ timelineCustomize as per
your sales reality
and OD Model!
what is sdp made of?
Content and Delivery
Sales Conference
if needed

60. Education
framework
and timeline
Ensure education is plotted on a timeline ALIGNED TO PEAKS
link all training to relevant
team and individual
activity happening at the
time (link content to push
for Peak)
each class must have clear
KPIs and output that are
tracked by the LCVP and
MCVP responsibles
Ensure the local TM can
leverage off SDP by time
lining their activity too.

61. Education
framework and
timeline
Right Target/Profile
Right Content
Right Delivery/Channel
Right Timeline
Right KPI and Measurement
Ensure that SDP
content is tailored
for LC scale:
- 0-25
- 25-100
- 100-200

62. View sample tracking system
and Sample sales conference
Agenda on spreadsheets below

63. Though there is a sample tracker, what makes
most sense is to embed even SDP tracking into
team minimums tracking (by focusing on
tracking sales teams)

64. 5. Implemen
Team minimu

65. Team Minimums
Team
Plan
JD
Training
Tracking & Coaching
Evaluation Standard and sense
Reason
Direction
Contribution
Tool
Performance

66. The team minimums are the basis of
EVERYTHING YOU DO IN YOUR ENTITY!
• Team Minimums help an LC in capacity planning and implementation (and
makes it simpler for MC to track)
• Team Minimums allows an MC to create the right education cycle for the
entity and an LC to customize education for every function in the right way
• Team Minimums help in Performance Management (Because every team
needs to have a JD, MoS, Plan and this needs to be tracked which means
performance management in the entity can be structures)
• Team minimums help the MC to have the right information to identify what is
going well and what are the challenges and how can this lead to increasing
productivity!

67. Team minimums are a tool for TEAM
MANAGEMENT and not something that
is implemented by an MCVP TM or an
MCVP OD! OR AN LCVP TM!
Every MCVP and LCVP is using these to
lead, manage and track their teams!

68. HOW DO I
TRACK THESE?

75. Example of how to track team minimums

76. MC Team should start
implementing team
minimums with LCVPs!!

78. ole of MC! FOCUS ON LCs doing
between 0-25
GROWING IN iGCDP!!!

79. ole of MC!
• Support Planning process - Plan for number of
members needed through TM Planning tool
• Take action based on your current reality and recruit
into the right structures
• Create a specific Learning and Development cycle
(embed SDP and Supply and Demand into this)
• Implement Team Minimums (not just the MCVP TM,
all MCVPs need to do this)