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[NTMM13] Where Do We Stand?
- 1. AIESEC UK Where do we stand?
- 2. Objectives •Analyse Current State of AIESEC UK •Understand Previous & New LCD Coaching Models •Learn TM cluster focuses, strategy, KPIs & coach
- 3. ICX NUMBER OF MEETINGS(number of meetings aligned with the IT 2015 strategy) OGX NUMBER OF PAYMENTS(number of payments aligned with the country partnerships) 12.13 Cluster Coaching Model 12.13 Cluster KPIs
- 6. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES LEARNING& CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2012
- 7. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY IMPACT INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES LEARNING& CAPACITY OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
- 8. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
- 9. RECRUITMENT AND INDUCTION Processes Talent Promotion Talent SelectionTalent Planning Talent Induction RECOMMENDATION July 2013
- 10. MANAGING TALENT Processes Talent Allocation Talent Goal Setting & Orientation Member s Education Talent Tracking RECOMMENDATION July 2013
- 11. PLANNING & REVIEW LC Processes Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management RECOMMENDATION July 2013 MC Processes Plan & Budget Reward & Recognition Talent Performance Appraisal Organisational Performance Management
- 12. MARKET ANALYSIS ! We#know#our#posi-on#in#the#market#and#we#are#able#to## #######iden-fy#the#best#opportuni-es#for#AIESEC#to## ###############capitalize#on.# Processes Brand perceptionExternal Research Analysis of Supply & Demand Market Segmentation July 2013
- 13. EXTERNAL POSITIONING FOR STUDENTS & ORGANISATIONS Processes ! We#are#able#to#posi-on#AIESEC#effec-vely#in#order# #to#secure#maximum#benefit#from#the#right#target#audiences.! Promotion & Marketing Public Relations RECOMMENDATION July 2013
- 14. OFFERING THE RIGHT OPPORTUNITY Processes ! We#offer#the#right#opportuni.es#to#our#members#to## #####ensure#they#will#develop#themselves#through#the## #########AIESEC#Experience.# Internal Promotion for X & EP Raising Internal Promotion for LR & LR Offered RECOMMENDATION July 2013
- 16. SUSTAINABILITY THEWAYWE DOIT LEADERSHIP FOR A POSITIVE IMPACT ON SOCIETY INCREASING EXCHANGE XPS PROVIDING HIGH QUALITY AIESEC XPS GENERATING LEADERSHIP XPS RECRUITMENT & INDUCTION MANAGING TALENT CUSTOMERSINTERNALPROCESSES OFFERING THE RIGHT OPPORTUNITY FOR OUR MEMBERS CAPITALISING ON NETWORKS, MARKETS AND ISSUES RELATIONSHIP MANAGEMENT WITH PARTNERS AND ALUMNI PLANNING & REVIEWMANAGING INFORMATION IT INFRASTRUCTURE GOVERNANCE & ACCOUNTABILITY FINANCIAL SUSTAINABILITY MARKET ANALYSIS MEMBERSHIP ADMINISTRATIVE MANAGEMENT MARKET AND RELATIONSHIP MANAGEMENT OPPORTUNITIES EXTERNAL POSITIONING FOR STUDENTS AND ORGANISATIONS July 2013
- 17. What NOW?
- 18. BUSINESS PLAN & COACHING MODEL
- 20. 12.13 Cluster Coaching Model Innovation Focus ICX Focus OGX Focus TM Focus Tier n/a n/a n/a n/a Green X Blue X Purple X Orange X
- 21. 13.14 Cluster Coaching Model OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM FocusTM Focus FIN FocusFIN FocusFIN FocusFIN Focus Tier A B C D A B C D A B C D A B C D LC a X X X X LC a X X X X LC a X X X X
- 22. 13.14 Cluster Coaching Model OGX FocusOGX FocusOGX FocusOGX Focus ICX FocusICX FocusICX FocusICX Focus TM FocusTM FocusTM FocusTM Focus FIN FocusFIN FocusFIN FocusFIN Focus Strategic CoachStrategic CoachStrategic CoachStrategic CoachStrategic Coach Tier A B C D A B C D A B C D A B C D A B C D E LC a X X X X X LC a X X X X X LC a X X X X X
- 23. What are the TM FOCUSES?
- 24. TM CLUSTERS
- 25. EXERCISE I •Attempt to group yourselves by similar TM realities •You have 10minutes!
- 27. DATA
- 28. Which TM Data? •Peak Membership (TMP+TLP) •Size of Leadership Team •Returning EPs (1st & 2ndYears) •Retention Rate •Percentage of 1stYear students recruited •Number of skill sessions delivered •Experience ofVPTM •Experience of LCP •....
- 29. EXERCISE II Using the data-sheets and the suggested clustering try and determine: •Commonalities •Shared issues & BCPs •Potential focus/strategy for next year •KPIs (if you have time) •You have 15minutes!
- 30. EXERCISE III Put the LCD Coaching model puzzle together giving you: •title •description •key focus •KPIs •LCs •You have 15minutes!
- 31. TM Capacity Middle Management Reintegration Efficiency Cluster Focuses Cluster Focuses Cluster Focuses Functional Coach Small-medium membership, existing middle management structure →Leverage middle managers & flexible LC structures Little/no existing middle management structure →Create and utilise TL roles for retention and results # returning EPs >> peak membership →Use EP reintegration as main recruitment/ membership strategy Large membership, but not proportionally more exchange →Push member responsibility, capitalise on big numbers KPIs: • # TMP/TLP XPs • TLP performance appraisal KPIs: • # Team Leaders • # of TL candidates in Dec/Mar election • TLP performance Appraisal KPI: • GCDP→TMP/TLP conversion rate • % of membership with X experience KPIs: • Performance appraisal delivery •Member/X Re ratio Aston Cardiff Newcastle Reading Southampton Strathclyde Birmingham Edinburgh Nottingham Bristol Leeds LSE Sheffield UCL-SOAS City Manchester Warwick Kimmie Alyssa Jane Alyssa
- 32. A B C D OGX ICX TM FIN Reach oGIP Matching Delivery Re-raise & Service New Raising Conversion Activity Capacity Middle Management Reintegration Efficiency Growth Sustainability Investment New Revenue
- 33. A B C D OGX ICX TM FIN Aston Birmingham Cardiff Edinburgh Manchester Newcastle Reading Strathclyde Leeds LSE Warwick Bristol City Nottingham Southampton Sheffield UCL-SOAS Aston Birmingham Edinburgh LSE Bristol Cardiff Manchester Sheffield UCL-SOAS Warwick City Nottingham Southampton Leeds Newcastle Reading Strathclyde Aston Cardiff Newcastle Reading Southampton Strathclyde Birmingham Edinburgh Nottingham Bristol Leeds LSE Sheffield UCL-SOAS City Manchester Warwick Aston Reading Strathclyde Birmingham Bristol Cardiff Edinburgh Manchester Newcastle Nottingham Southampton City Leeds LSE Warwick Sheffield UCL-SOAS
- 36. Q&A
- 37. TM 2.0
- 38. Business Intelligence in TM • Making decision based on data • Recruiting & tracking the right people • Use of Manage, Podio & my@ to increase knowledge & understanding of membership • Building up Talent Capacity