NST Expansion Team 13-14

Angela Alesci, Selma Halak, Simone Coppola, Giulia Spadea.

Expansion Strategy 2013-2014

LC Expansion

Vision

Create a path for an entity to become an LC with a strong culture and knowledge in the 4 exchange programmes.

Growth Model for Expansion

How do we get there?

What to do before starting (2 months)

Find the Expansion Manager + Selection; Get a NST Responsible; Feasibility Study + approval (by OD); Declaration of commitment by Expansion manager; Professor Endorsement; Plan + Expenses draft; Start a PLAY Recruitment; Run an induction seminar : Discovery Days.

Become Official

Expansion

Growth Model

The model of growth is GCDP based. First entity will put the basis for a strong GCDP process and then they will start to run GIP process as well.

oGCDP

iGCDP

GIP

Levels

The entity will pass through a process of growth into 3 different levels bringing slowly the programme in a more advanced stadium of growth.

•oGCDP basisLevel I

•OGCDP medium•IGCDP basisLevel II

•OGCDP advanced•IGCDP medium•GIP basis

Level III

Levels Minimums

For each level we established minimums criteria that have to be fulfilled in order to get in the next level:

Minimums Exchange Goals Talent Capacity Learning Cycle

Exchange Goals: 5 OCGDPTime: 5 months (at maximum)

Level I

Talent Capacity

9 people (at minimums)

Efficiency: 2 (members/exchanges)

Expansion Manager

OGCDP Responsible

OGCDP Members

Sales Responsible

Sales Members

1 TLP

2 TLP

6 TMP

Learning Cycle- Exp. Man

Backward Planning & Conversion Rates

Operational Plan Tracking & Reporting Team Management Pipeline

Management Legal & Governance

Discovery Days

(1 NST- 2 LCVPs)

Learning Cycle- TLP

Virtual Training (LC VPs)

Functional Skills: AIESEC in

General Exchange Flow OGX Simulation

(Promotion and EP Selection)

Soft Skills: Public Speaking Team Working

Discovery Days

(1 NST member- 2 LC VPs)

Functional Skills: Raising EP Management Matching Complain

Management OPS Integration- Re-

integrationSoft Skills: Time Management

Physical Training (Exp Man)

Soft Skills:Team Management Operational PlanTracking &ReportingPipeline Management

Learning Cycle- TMP

Functional Skills: AIESEC in General Exchange Flow OGX Simulation

(Promotion and EP Selection)

Soft Skills: Public Speaking Team Working

Functional Skills: Raising EP Management Matching Complain Management OPS Integration- Re-

integrationSoft Skills: Time Management

Discovery Days

(1 NST member- 2 LC VPs)Virtual Training (LC VPs)

LC Sponsor/Expansion

The Sponsor get less revenues in the first stage because the goal is to build a fund for the expansion to let it become indipendent.

Expansion: 40% of revenues and all costs covered (fixed costs, marketing costs, OGX costs, HR investments).

LC Sponsor: 60% of revenues

MC Sponsor/Expansion

The Sponsor get less revenues in the first stage because the goal is to build a fund for the expansion to let it become indipendent.

Expansion: 40% of revenues and all costs covered (fixed costs, marketing costs, 1 fee covered for all the national conferences).

MC: 60% of revenues

Exchange Goals: 7 oGCDP, 3 iGCDPTime: 5 months at maximum

Level II

HR Management

From a level to another needs to change the structure.

Re-allocation Re-integration Recruitment TL Election

Talent Capacity

5 TLP

11 TMP

TOT members: 16

Efficiency: 1,6

(members/exchange)

Expansion Manager

OGCDP Coordinator

Operations Responsibl

e

Operations

Members

Sales Responsib

le

Sales Members

iGCDP Responsible

IGCDP Members

TM Responsible

Marketing Responsible

Learning Cycles

It started to be introduced the concept of transition: knowledge needs to be passed from a generation to another one.

For newies: AIESEC in general and OGX basis

For old: OGX advanced & iGCDP basis

For elected: transition of knowledge and soft skills needed

Learning Cycle- TMP

Promotion Selection Raising Matching Realizing

Selling Raising Matching Realizing Hosting Families

OGCDP FLOW (by oGCDP coord)

IGCDP Flow ( by IGCDP responsible)

In case of newies: AIESEC in general

Learning cycle- TMP

Online Channels Management

Offline Channels Management

TM Responsible (by LCVP virtually)

Marketing Responsible (by LCVP virtually)

TALENT DEVELOPMENT

TALENT RETENTION

TALENT RECRUITMENT

1-    Education2-    Talent Mentoring and Coaching3-    Talent Goal Setting4-    Talent Career Planning

5-    Pipeline Management6-    Talent tracking7-    Rewards and Recognition 

8-    Talent Planning9-    Talent marketing10- Talent Selection11- Talent Allocation12- Talent Induction

Learning Cycle- TLP

OGCDP coord:Advanced tracking,

Cooperations, CEM Operations Resp&

Sales Responsibles:Team Management,

Operational Plan, Tracking &Reporting, Pipeline Management

Soft Skills: Team Management Operational Plan Tracking &Reporting Pipeline ManagementFunctional Skills: Selling Raising Matching Realizing Hosting Families

OGCDP (coordinator and Responsibles)

iGCDP Responsible

OGCDP Coord and IGCDP Resp will go in a LC for an internal leadership to get knowledge about management and iGCDP basis.

LC Sponsor/Expansion

The Sponsor can decide to continue the sponsorship or not. In case it leaves to the OE 500 euro as fund.

Expansion: 60% of revenues and partial costs covered (HR investments).

LC Sponsor: 40% of revenues

Exchange Goals: 10 OGCDP, 8 IGCDP, 1 GIP (to choose if in ICX or OGX)Time: 5 months (at maximum)

Level III

HR Management

From a level to another needs to change the structure.

Re-allocation Re-integration Recruitment TL Election

Talent Capacity

8 TLP

22 TMP

30 people: at minimums

Efficiency:

1. 5 (members/exchanges)

Expansion Man.

oGCDP Coord

Operations Resp.

Operations

Team

Sales Resp.

Sales Team

IGCDP Coord.

Project 1 Resp.

Project Team

Project 2 Resp.

Project Team

GIP Resp.

GIP Team

TM Coord.

TM team

Marketing Coord.

Marketing Team

Finance Resp.

Learning Cycles

Transition concept should be strong.

For newies: AIESEC in general and OGCDP basis and IGCDP basis.

For old: OGX advanced & iGCDP adavanced & GIP basis.

For elected: transition of knowledge and soft skills needed

Financial Indipendecy

The entity should have the knowledge and the fund to be financial indipendent.

Results Expected

A strong entity with GCDP process consolidated and skilled people as applicants for the EB election.

What next?

EB Election 2015 Full membership in national

plenary

Specialized Units

Vision

Create pilots to consolidate the SU entity in the national plenary.

SU Criteria

Specialized Unit is an extended unit to an LC/MC that helps the LC/MC function in a new educational institute or a new city.

A specialized unit is led by a separate team that reports to the mother LC or to the MC.

An SU can run 1 or 2 exchange functions (OGCDP, IGCDP, IGIP or OGIP).

An SU can become an LC in the future (can be used as a simplified framework to start LC expansions).

P.S. If an LC/MC expands only their Exchange Program in another city/educational institution without having a permanent team, then it is not a specialized unit.

MC Focus

SU UNIPM (Novara) by LC Torino

SU Macerata by LC Ancona SU Gorizia by LC Trieste

NST Role

Coaching and supporting the development of the entity in a sustainable way according with the LC strategy.

Create a national SU identity Pilot the current focus to leave

a legacy and knowledge about how make a SU and drive it.

SU I Level

Being oGCDP the national focus we highly suggested and reccomend to extend the market in the focus programme.

Obtain the official recognition from the University

Recruit new people through PLAY Recruitment or EP reintegration.

Educate the new members. Realize oGCDP exchange by the SU

members.

For externals a SU is an official AIESEC entity with the LCP of the mother LC legally responsible for what happens.

SU II Level

Talent Capacity to support more exchange programmes: PLAY Recruitment/Team re-allocation/ EP Reintegration

Learning cycle: iGCDP basis, oGCDP medium

Results: increase oGCDP performance starts IGCDP programme in the reality.

Approach us:

angela.alesci@aiesec.it simone.coppola@aiesec.it

selma.halak@aiesec.it giulia1.spadea@aiesec.it

Questions?