Managing Non-Focus Programmes Efficiently

Managing non
focus programmes
Tier 1 and Tier 2

“We have our focus programmes, however we need to
have some organic growth in our non focus
programme/balance growth because we do high scale
in the non focus programme”

How to manage non focus
programmes of high scale while
managing focus programmes with high
relative and absolute growth?

Recommendations1. Increase efficiency in
the Programme to
enable results with
same number/fewer
people focused
2. OD Model creation
and implementation
takes into account
3. Expansions
management/creation
in tier 1 and tier 2
4. NPS Management of
non focus programme
5. Communication and
Education about non
focus
programme/program
mes to entity

1. Increase efficiency in
the Programme to
enable results with
same number/fewer
people focused
National Process Optimization for the programme
Examples:
- If high scale iGCDP, out source logistics to a company for
LCs doing high volume
- In iGCDP or oGCDP, optimize the interview process by
standardizing it during the matching especially for projects
(which can happen with good expectation setting between
home and host entity)
- If high scale oGCDP, automate email responses and sign up
+ raise process completely from the MC to allow LCs to
focus much more on matching and delivery

the Programme to
enable results with
same number/fewer
people focused
Talent Planning and Talent Management for non focus
programme
- Plan talent aligned to the national process
optimization/standardization
- Embed Back office support to the programme within the
front office structure at an LC level especially for high
volume LCs (Eg: TM/Marketing members within oGCDP
teams if high volume oGCDP) so that teams in TM and
Marketing can focus on oGIP growth completely
- MCVP for non focus programme works aggressively on
education of non focus prog TEAMS at an LC level to
increase efficiency (Increase in efficiency then becomes a
KPI for the MCVP of the non focus programme and not only
the MCVP TM or OD)

the Programme to
enable results with
same number/fewer
people focused
MC Projects and resource allocation
- MCVPs for Back Office are supporting the MC growth/focus
programmes through continuous synergy, strategy
development + implementation and coaching
- MCVPs for Back Office only create education around non
focus programme which is taken forward by MCVP for the
non focus programme
- MCVP OD and MCVP TM have the overview of both focus
and non focus programme and ensure management in a
way that the entity can achieve goals in focus and non
focus
- NSTs for back office can be assigned to MCVPs for non
focus programme if they need support

and implementation
takes into account
OD Model creation takes into account non focus programme
- Have specific LCs whose focus programme is still the non
focus programme (after ensuring there are enough LCs
focused on the focus programmes in your entity)
- For LCs that need to grow a lot in the national focus
programmes, be CLEAR on goals and % contribution to non
focus programmes and HOW to increase efficiency and
balance results

and implementation
takes into account
OD Model implementation
- LC Coaching model to be created in such a way that :
1. LCs doing focus programmes have clear messages, goals,
coaching and education for non focus programmes
2. Non-focus programme MCVPs are coaching the LCs that
are a focus for these programmes to ensure everything is
going well (suggestion however depends on your reality)
3. OD Model Implementation KPIs are customized to LCs and
Programmes

3. Expansions
management/creation
in tier 1 and tier 2
- Ensure each expansion is focused on ONLY ONE Programme
- If expansions are contributing to one of the focus
programmes then define clearly % contribution of each
expansion as well as how many expansions are needed to
achieve some part of the focus programme goal. This will
enable LCs to do another focus programme and one non
focus programme
- If expansions are contributing to non focus programme,
follow same process however then LCs mostly have the
national focus as their focus too!
- Embed expansions management/creation clearly into the
growth model of the entity to have growth path of expansions
and LC along with focus programme and strategies +
contribution to national goals clear

4. NPS Management of
non focus programme
• Whether or not, a programme is your focus NPS
management is essential.
• The MCVP for the non focus programme makes sure that
your entity can sustain high volume results/have organic
growth and also increase in NPS Score along with that
• For this every LC needs to be very clear which are the
detractor issues they need to work on eliminating and
HOW (Concrete action steps) so that at any given time the
NPS in the programme is not affected by whether it is a
focus programme or not
Effective downscaling of NPS detractor issues
in non focus programme and action steps to
eliminate should be clear!

5. Communication and
Education about non
focus
programme/program
mes to entity
The MC team in communication to be very clear about what is
the focus programme/programmes – that is very good, however
that is not enough!
• If there is/are 1-2 focus programmes, what does this mean
for the non focus programme goals, strategy and
implementation for the year 14-15 should be very clear
(aligned to OD Model)
• Education cycle and coaching should embed clearly how to
manage non focus programme scale and quality
• Internal communication within the entity should make it
clear that as an entity you have a focus but achieving goals
in the non focus programme is important too!
• Ensure LC plans are completely aligned to MC plans when
it comes to this!

Managing Non-Focus Programmes Efficiently

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Managing Non-Focus Programmes Efficiently