1. Structures and Learning
oGCDP | Tier 3

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. GCDP Clustering for LC
iGCDP
Beginner 0-25 X RE
Intermediate 25-100 X RE
Advanced 100-200 X RE
Mature +200 X RE

4. What is the current
state?

5. There are almost 70
entities in tier 3 oGCDP

6. 135 RE
25 RE
average
LC
Highest
achievement
in 2013
LC PRAHAMost LCs do between
20 - 45 RE
These are the LCs we
need to focus on to
grow.
LCs in Tier 3 oGCDP overview

7. LCs 0-25 Re LCs 25-100 Re
LCs have a lot of scope to JUMP!!

8. What we are aiming for?
Growth Models in Tier 3
oGCDP being aligned to a
jump in the programme
LCs in tier 4 (0-25 in
oGCDP) being able to make
a BIG jump
If these entities are also
focused on a GIP
programme, being able to
manage both because they
have 10 LCs or lesser

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

10. 1.Pick focus
LCs for
oGCDP growth

11. LC Performance over view in this tier
The top LC does
135 Re in this
tier – AIESEC
Praha in Czech
Republic
A large number
of LCs in this
tier do between
0-25 Re
Most entities in
this tier have
between 2-10
LCs
Only about 3
LCs in this tier
do above 100

12. What we observe?
• There are enough tier 3 and tier 4 LCs in that can make the JUMP in Tier 3 MCs for oGCDP
• Most of these entities are either:
1. Focused on oGCDP
2. Have oGCDP as their second focus
3. Intend to ensure oGCDP growth in their tier 4 LCs
• These entities should be increasing in their oGCDP contribution globally and KEY to their grow
th is having the right capacity and L&D to be able to grow!

13. Go through the OD Toolkit for tier 1 and 2 if you have more
than 6 LCs and OD toolkit for tier 3 and 4 if you have less
than 6 LCs!

14. 2. Using HR Intelligence to grow in
oGCDP

15. Why does information help?

16. Example of this

17. 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

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 oGCDP (in
front office and back office)/ Number of Raises (In the specific time period)
• Productivity at MATCH = Number of members working for match in oGCDP
(in front office and back office)/Number of matched (In the specific time
period)
• Productivity at REALIZE = Total number of members working in oGCDP
(front office and back office)/Number of realizations in oGCDP (In the
specific time period)

21. 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!

22. Set an MC goal for productivity
per programme: How?
Though talent planning based on current
productivity happens first at an MC level,
productivity planning happens with MC
and LC together so the goal for
productivity has LC Alignment towards
MC!

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

24. 3. Planning and Building CAPACITY
based on challenge identification and
Exchange flow

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

26. 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

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

28. 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

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

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

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

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

33. 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!

34. What structure should I
recruit into?

35. Structures for…
0-25 Re 25-100 Re
100-200 Re

36. Project Structure
LC
VPoGCDP
OCP
OCP
OCP
VPFIN VPTM VPMKT
For
ALL
levels!

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

38. 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)

39. 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)

41. 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

42. 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

43. VP
TL TL
∞
Ra-Ma-Re
∞
Ra-Ma-Re
IntermediateLC–Planforpeaksonly!
(25-100 Re)

44. 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

45. 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

47. 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

48. 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

49. 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

50. 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

51. Back Office Supports
TM Member Profiling;
Learning & Development for Members;
Education Cycle 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

52. 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

53. 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

54. 4. Learning
and
Developmen

55. USE TM Planning tool
How do I
plan?

56. 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

57. oGCDP
All Levels

58. 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 levelsoGCDP

59. 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
oGCDP

60. oGCDPIntermediate (LCs doing between 25

61. 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
INTERMEDIATEoGCDP

62. oGCDPAdvanced (LCs doing between 100-200)

63. TOPIC CONTENT OBJECTIVES TARGET
BUSINESS
MODEL
 Business model canvas
 Financial model
 Understand the business strategy and
processes within that and feel responsible
towards financial sustainability of the project
Members,
leaders, VPs
PRODUCT
DEVELOPMENT
 Product packaging
 Product development flow &
processes
 Customization
 Understanding how to package the project,
how to sell to different stakeholders and
customize to different target groups.
Leaders and VPs
SALES
DEVELOPMENT
PROGRAM
 Knowledge and practice of
advance sales techniques
 Increasing the capacity and the productivity
to reach the higer level of sales results
Members,
leaders, VPs
CRM
MANAGEMENT
 Account management
 System usage and
management
 Rules and regulations of
CRM
 Working professionaly on customer
relationship management
Members,
leaders, VPs
ADVANCEDoGCDP

64. TOPIC CONTENT OBJECTIVE TARGET
BUDDY & HOST
PROGRAM
 Packaging of host & buddy
program
 Attitude and responsibility
towards engaging those
customers
 Concrete processes on working
with H&B
 Know how to engage B&H as a cutomer and
have the long-term realtions with them. They
understand the clear value of this program
Leaders,
VPs
CRISIS
MANAGEMENT
 XPP review
 How to deal with the threats
before, during and after they
occure
 Case solving practice
 Know how to deal with cases and crisises
and are not afraid of fire-fighting process.
Leaders.
VPs
LC2LC
PARTNERSHIPS
 What is LC2LC partnership
 Value of LC2LC partnership
 Responsibilities in partnerships
 Main processes in cooperation
management
 Understand the processes in LC2LC
partnerships, responsibility towards delivering
the XPs on LC levels and clear WHY of
working by LC2LC
VPs
ADVANCEDoGCDP

65. Customization is the key to success
Customize by LC
Scale
Customize By Target
Profile Eg: Team Leader
Customize by LC
current reality and
focus

66. 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

67. 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

68. 5. Implemen
Team minimu

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

70. The team minimums are the basis of every
Talent Management Process you implement
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/Business
Intelligence to identify what is going well and what are the challenges and how can
this lead to increasing productivity!

71. Planning Productivi
ty
Talent Capacity
Learning &
Development
Business
Intelligence
Team Minimums

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

73. HOW DO I
TRACK THESE?

74. Team
• At least 3 members in a team
• Team Experience at least 2 months
• Each Team having a team purpose
• Weekly/Bi-weekly team meetings for perfor
mance management and tracking
• Monthly/Quarter Reviews – Optional for
teams living a 3-6 months experience and a
dvisable for LCEB and MCEB teams
Plan
• Team Plan with clear team success and MoS
• Individual plan per team member with clear in
dividual numerical contribution to MoS
• Re-Planning (For LC EB/MC EB)
• Quarter review (For LCEB/MC EB)
JD
• Clear Roles and Responsibilities for each person in the team
• Duration of team
• Measure of Success
• Competencies required and Competencies developed
• JD Quarterly Review (For MCEB and LCEB)
Talent Capacity

75. Training Tracking and Coaching
Evaluation & Reflection Learning &
Development
• Transition for the team
• An education cycle including operational
and operational knowledge for the
organization
• Training tailored for each JD
• Weekly/Bi-Weekly Team Meeting
• Individual coaching per month (can be
with team leader based on PGS or with
external coach/mentor as well)
• Tracking team and individual
performance
• Quarterly Team Meeting (LCEB/MCEB)
• Individual Monthly Coaching meeting
• Monthly team and individual feedback meetings
• Quarterly team days (LCEB/MCEB)
• Development/Assessment of personality/strengths
weaknesses/GCM to assess development of the team and
individuals through the term

76. Business
Intelligence
What is the Business Intelligence we c
an get from team minimums tracking a
nd implementation?
• Number of people per programme and function
• Team Plans aligned to LC Plan/MC Plan with clear JD and MoS
• Goals vs. Achieved tracking (% achievement of goals)
• Connection between Education cycle received and team goals achieved
• % of all Team Minimums fulfilled
• % fulfilled under each team minimums (Eg: 50% of the activities under the Team Mini
mums “Team” have been fulfilled)

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

79. ole of MC!
• Pick focus LCs for oGCDP growth
• 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)

80. Role of MC!
• Through data, identify the CHALLENGE of LCs
to figure out what will lead to an increase in
productivity!
• Set CLEAR GOALS for PRODUCTIVITY with
LCs per programme, specifically in oGCDP and
measure constantly