AIESEC US LC Structures Guide 2013-2014

A guide to how LC and team structures can look like for every function for optimized results and high quality Team Member and Team Leader experiences.

MC 212°

Types of Structures…….pg 3-6 Structural Change…….pg 7-13 Incoming Exchange……pg 14-26 Outgoing Exchange…….pg 27-36 Talent Management……pg 37-45 Communications/ IM……pg 46-51 Finance/Legal…………pg 52-67

Focused productivity leading to GCDP and

GIP growthBetter learning for

the individual

More people and more experienced aligned to the delivery of AIESEC 2015

Roles

Front Office and Back Office

Number of People

TXP/ Members

Talent Capacity

JD Based:

What is it?- When every member has a defined job role and is only working on a specific task.

When to use?- When an LC is doing a high volume of exchanges in a particular program.

Project Based:

What is it?- When an individual is working on multiple things within a project. i.e., oGCDP recruitment.

When to use?- When an LC is not doing a high volume of exchanges in a particular program

Roles, JD, and Goals are defined

Structure Evaluation

1. Evaluate your current structure and timeline of positions offered Is the structure right now efficient? Is it appropriate for your LCs focus and growth stage? Is every team purpose clear? Is every JD clear? Do they JDs align with TMP/TLP

principles? Are the time periods for roles offered appropriate time periods? Can they be shorter? Are there small/temporary tasks in the LC with no one responsible?

Step One

Structural change

2. Restructure the current positions into shorter and more clearly defined experience. Create new positions and refocus based on LC growth stage & LC focus Customize job descriptions

• Ensure that job descriptions have purposes, clear measures of success, competencies needed, competencies developed, and path for success

Step Two

Structural change continued..

Step Three

Customized Planning

Short term goals & planning Short term & long term

member development plan

Succession

Efficiency Centralized spaces for tracking

Alignment & continuation between 2 roles

Plan alignment Knowledge transfer

Implementation & Tracking

What is a flexible structure?

A structure that is not limiting our talent capacity but

actually enhancing it and helping us to grow.

• Structure needs to enable an LC to achieve goals (GIP GCDP through increased TMP TLP) in the easiest possible manner.

• Roles and responsibility of each position needs to be clearly defined.

• Structure should be completely aligned with TM processes like recruitment, education,

pipeline management and leadership development.

Create capacity to focus and do more in one program!When deciding which team structures are best for your LC, here are the questions you can ask yourself:

What is your LCs current exchange performance?

What is your LCs focus program based on our

market relevance?

(iGIP oGCDP)

Are your current structures efficient?

What is your LCs talent capacity? # of members in

clearly defined roles

What kind of structure will produce the most exchange

in my LCs focused sub products?

What change management must occur to evolve a

structure?

Here are some suggestions for functional team structures and LC structures.

Remember, it’s up to YOU to decide which structures and JDs based on your LCs internal and external reality!

Structure for iGIP can be based on markets and members should sell sub-products.

The VP ICX has to identify the best market sub-products to work with depending on LC reality and supply from the network.

Once these markets are picked, teams can be based on sub products.

Each structure is based on sales activity and sophistication of operations.

Teams can be 3-6 months.

Industry OR Subproduct Focus

VP AD

Account Manager

Account Manager

VP ICX

Team Leader

Team Member

Team Member

Team Leader

Team Member

Team Member

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VP ICX

Team Leader

Team Member

Team Member

Team Leader

Team Member

Team Member

[Mar

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[Mar

ket

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VP ICX

Team Member

Team Member

Team Member

VP AD

Account Manager

Account Manager

[Mar

ket

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VP ICX

Account Manager

Team Member

Team Member

Team Member

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VP ICX

Team Member

Team Member

Team Member

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• Identification of focus areas and design of key LC strategies

• Creation and development of functional plan from national strategy

• Tracking of team leaders and/or members according to sales and delivery processes

• Development of team leaders and team members through training, tracking and coaching

• Evaluation of service provided to partners and matched exchange participants

• Creation of quarterly functional performance review • Communication with MC ICX Responsible, as necessary • Primary responsible for LC ICX achievements in TNs Ra,

Ma and Re

Responsibilities Performance Measures

• Number of traineeships raised, matched, and realized in national market segments

• Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F

• Leadership of weekly functional meetings • Attendance at weekly Executive Board Meetings

Expectations

Competencies & Skills Developed

• Training and coaching• Team management • Market research and segmentation• Lead generation • Cold calling • Networking • Public speaking • Customer relationship management • Personal effectiveness • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence





Expectations


• Training and coaching• Team management • Market research and segmentation• Lead generation • Cold calling • Networking • Public speaking • Customer relationship management • Personal effectiveness • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence

• Identification of focus industry and implementation of key LC strategies

• Tracking of team members according to sales and delivery processes

• Development of team members through training, tracking and coaching

• Generation of 5 meetings/ month with potential partners

• Attendance of 2 networking events/ month • Update online CRM tool regularly

• Identification of focus industry and implementation of key LC strategies

• Tracking of team members according to sales and delivery processes


• Generation of 5 meetings/ month with potential partners

• Attendance of 2 networking events/ month • Update online CRM tool regularly

Responsibilities

Expectations

Performance Measures


• 24 hour follow-up on leads generated • Commitment of 10 hours/week minimum, during

typical business hours (9am-5pm, M-F)• Attendance at weekly functional team meetings

• Market research and segmentation• Lead generation • Cold calling • Networking • Public speaking • Customer relationship management • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence


Responsibilities

• Manage Delivery team to maintain and grow existing client relationships

• Lead culture and initiatives related to iGIP customer experience management within the team and the LC• Track and firefight any open cases on Customer Guage

• Train, coach, mentor and provide feedback to improve the skill and productivity of the AD team

• Facilitate account transition between semesters as necessary

• Ensure detailed records of planning, meetings and all customer interactions for IM

• Participate and represent iGIP customer interests in LC strategic planning and re-planning

• Ensure LC compliance with all J1 Visa Regulations

• Define and meet key goals and metrics for customer satisfaction for iGIP

• 100% J1 Visa Compliance• NPS Score of LC in iGIP: _______• % of Partners Re-raised: _______• % of Partners Upsold: _______


Expectations


• Relationship management skills• Communication & presentation skills• Results orientation• Problem Solving Skills• Passion for customers• Team management skills• Emotional Intelligence• Proactive Learning



Responsibilities

• Establish and Maintain productive and professional relationships with key personal in partner company. Proactively asses, clarify and validate customer needs on an ongoing basis• Touchpoint min every 3 weeks with partner company• Touchpoint min every 2 weeks with EP

• Facilitate open dialogue between the EP and the partner in the form of quarterly service reviews

• Coordinate other AIESECers to achieve sourcing, matching and reception

• Proactively lead B2B account planning that develops mutual objectives for AIESEC and for the partner company once a year

• Ensure detailed records of meetings and all customer interactions for IM

• Maintained of high customer satisfaction ratings that meet LC goals

• Achievement of customer objectives defined in yearly strategic planning.

• Successful in: Re-raising previous contract and up scaling the partnership for the following year

• NPS Score of responsible trainees: _______• Company Satisfaction in review: _______• Number of TNs Upsold: _______



• Relationship management skills• Communication & presentation skills• Results orientation• Problem Solving Skills• Passion for customers

Expectations


• Attendance at weekly functional meetings

Structures are based on LC performance in exchange realizations.

The VP OGX has to identify the best market sub-products to work with depending on LC reality and supply from the network.

Once these markets are picked, teams can be based on process, region, or program to support growth in these sub products based on issues.

Teams can be 3-6 months.

VP oGCDP

Team Member

Team Member

Team Member

Team Member

Regional based team for a small team. Each member can focus on managing a specific region/ country focus.

VP oGCDP

TL-Region

Team Member

Team Member

Team Member

TL-Region

Team Member

Team Member

Team Member

TL-Region

Team Member

Team Member

Team Member

Sub-teams should be focused on one region, and members should specialize in relations with one country to create specialization and efficiency of matching. Examples: IGN- Brazil, AP-China, CEE-Hungary.

VP oGCDP

Focus Sub Issue 1

Team Member

Team Member

Team Member

Focus Sub Issue 2

Team Member

Team Member

Team Member

Focus Sub Issue 3

Team Member

Team Member

Team Member

This is a structure based on issues that are most relevant in your university's market through the Global Citizen Program.

VP oGCDP

TL-Raising

Team Member

Team Member

Team Member

TL-Matching

Team Member

Team Member

Team Member

TL-Delivery

Team Member

Team Member

Team Member

TL-CEM

Team Member

Team Member

Team Member

This is a process based structure for an LC that does a high volume of exchange and rolling operations.

VP oGIP

Focus Sub Product 1

Team Member

Team Member

Team Member

Focus Sub Product 2

Team Member

Team Member

Team Member

Focus Sub Product 3

Team Member

Team Member

Team Member

Recommended for LCs who have oGIP operations and intend on growing in oGIP. The number of focus sub products and team leaders can increase or decrease based on LC reality and oGIP capacity. Sub products

recommended are Business Administration, Marketing, Teaching and IT.




Expectations


• Identification of focus sub products and target audience and design of key LC strategies

• Creation and development of functional plan from national strategy

• Tracking of team leaders and/or members according to the OGX processes

• Development of team leaders and team members through training, tracking and coaching

• Evaluation of service provided to EPs , i.e. OPS, RIS • Creation of quarterly functional performance review • Synergizing with TM, OGX and Finance • Communication with MC OGX Responsible, as necessary • Primary responsible for LC OGX achievements in EPs Ra,

Ma and Re

• Training and coaching• Team management • Market research and segmentation• Lead generation • Networking • Public speaking • Customer relationship management • Personal effectiveness • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence • Global Mindset

• Number of EPs raised, matched, and realized• NPS Score for oGIP and oGCDP• NPS Response Rate for oGIP and oGCDP




Expectations


• Identification of focus sub products and target audience and implementation of key LC strategies

• Tracking of team members according to OGX processes


• Implementation of focus OGX process for the month • Update and use aiesec.net and aieseconline regularly

• Training and coaching• Team management • Market research and segmentation• Lead generation • Networking • Public speaking • Customer relationship management • Personal effectiveness • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence • Global Mindset

• Number of EPs raised, matched, and realized


• 24 hour follow-up on EPs• Commitment of 10 hours/week minimum, during

business hours• Attendance at weekly functional team meetings

Expectations


• Market research and segmentation• Networking • Public speaking • Customer relationship management • Proactive Learning• Global Mindset• Entrepreneurial Outlook • Emotional Intelligence

• Number of EPs raised, matched, and realized• Implementation of the OGX process- Raising, matching and realizing.

• Staying in touch with the EPs • Guiding the EP through the entire experience.• Working with other functional teams like TM and

COMM as well as necessary stakeholders to make the OGX process possible

The size of the team greatly depends on the size of the LC’s membership and exchange realizations.

Depending on the size of the membership, the structure focuses on talent capacity, learning & development, and program management.

The processes and focuses of the team greatly depend on the LCs exchange operations and focus areas.

Teams can be 3-6 months and should only have experienced members.

VP TM

Team Member

Team Member

Team Member

This structure is for a small LC. The focus areas for this team are developing local processes and developing the TMP program.

VP TM

Team Member

Team Member

Team Member

Team Member

Team Member

This structure is for an LC that is medium sized, has some middle management, and development of local processes.

VP TM

TL- Learning &

Development

Team Member

Team Member

Team Member

TL-Talent Capacity

Team Member

Team Member

Team Member

This structure is for an LC that is a larger size, has middle management, and higher than average exchange realizations.

VP TM

TL-TMP

Talent Capacity

Acquisition & Engagement

Data & Tracking

TL-TLP

Talent Capacity

Acquisition & Engagement

Data & Tracking

TL- L&D

LEAD Manager

Mentorship Training

Coordinator

This structure is suitable for a large LC that has strong middle management, a high member-exchange ratio, and sophistication ofoperations.




Expectations


• Training and coaching• Facilitation • Team management • Project Management• Public speaking • Personal effectiveness• Human Resources • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence

• % of accuracy in TMP & TLP (real vs myaiesec.net)• % of accuracy in TLP & TLP (real vs myaiesec.net)• NPS score of TMP & TLP• LC Retention Rate• Number of members with multiple program

experience

• Managing the human resources of the LC• Identification of talent capacity needs through talent

reviews & talent planning• Delivering the right tools and opportunities for learning &

development • Knowledge management for education and sustainability • Creation of recruitment, retainment, engagement, and

performance management strategies • Development of team leaders and team members through

training, tracking and coaching • Creation of quarterly functional performance review for all

LC members • Synergizing with every functional team for different

projects • Communication with MC TM Responsible, as necessary




Expectations


• Training and coaching• Results orientation and stakeholder focus• Team management • Advanced Project Management• Public speaking • Personal effectiveness• Human Resources • Proactive Learning• Emotional Intelligence

• % of accuracy in TLP (real vs myaiesec.net) • % of accuracy in TMP & TLP (real vs myaiesec.net• NPS score of TMP & TLP• % of TMP/X Re• # of projects that have achieved goals

• Management of talent capacity team• Supply & demand management for TMP/TLP• Identification of talent capacity needs through talent

reviews & talent planning• Responsible for talent capacity strategies with ICX & OGX • Main responsible for strategy and development of TMP &

TLP Programs • Creation of quarterly functional performance review for all

LC members • Synergizing with every functional team for different

projects • Communication with TM NST Responsible, as necessary




Expectations


• Advanced training & facilitation• Coaching for performance • Team management • Advanced Project Management• Public speaking • Personal effectiveness• Human Resources • Proactive Learning• Emotional Intelligence

• # of members that have had induction• # of members that have had transition• # of leaders that have participated in LEAD or

mentorship program• # of members that advance in education levels

• Management of learning & development team• Asses local education needs & identify gaps in education

about organizational, functional, leadership, and management knowledge through MEC

• Enhance knowledge management virtually & physically• Delivery of local training at LCMs, LC seminars, retreats, &

inductions • Manage local LEAD program to build leadership &

management capacity• Work with the VP TM & LCP for local transition• Lead and manage local trainers • Working with alumni & external partners to deliver

training • Managing a local mentorship program• Communication with TM NST Responsible, as necessary

The core of the LC, or of any organization, is (always!) Communications.

Be it internal or external, everything revolves around the right channel for the right messages, directed at the right people at the right time.

The processes and focuses of the team will depend on the LCs exchange operations and focus areas, but also the size of the LC

Terms can be 3-6 months

VP COMM & IM

Marketing & Promotion

Community Manager

External Communications

This structure is for a small LC. The focus areas for this team are developing local processes and developing the TMP program.

VP COMM &IM

Information Manager

IT ManagerStrategic

Communications (TL)

External Communications

Marketing & Promotions

Community Manager

This structure is for an LC that is medium sized, has some middle management, and development of local processes.

VP Mar/COMM

Strat. Comm

BrandingTarget

AudienceContent Manager

Mar/Promo

Events Manager

DesignerCommunity

Manager

VP IM

PODIO Database IT

VP ER

Corporate Comm

Alumni Relations

PR & Media

This structure is suitable for a large LC that has strong middle management, a high member-exchange ratio, and sophistication of operations.




Expectations

Competencies & Skills Developed• Training and coaching• Facilitation • Team management • Project Management• Public speaking • Social Media Management• Strategic Communications• Personal effectiveness• Human Resources • Proactive Learning• Entrepreneurial Outlook • Emotional Intelligence

• # of website views, unique visitors, inbound traffic• # of followers twitter + tweets per day• # of Facebook fans• # of connections on LinkedIn• # of attendants info-sessions• # of LC members engaged for promotion• % of online registrants contacted

• Managing the internal and external COMM of LC• Establishing and managing LC identity, brand & reputation• Knowledge/information management for education and

sustainability • C0-creation/Implementation of recruitment campaigns• Managing & maintaining online platforms - website + PODIO• Social Media, advertising & branding strategies for student

and corporate markets• Synergizing with every functional team for different projects• Getting the right message, to the right people, through the

right channel • Communication with MC VP COMM and MC IM Manager, as

necessary

The size of the team greatly depends on the size of the LC’s membership and exchange results. Larger finance teams become necessary as revenue and expenditures go up.

Finance teams can either have a focused accounting style where only a few individuals handle the bookkeeping or a distributed accounting style where everyone does.

It is recommended to only raise one Level of Excellence a semester; a checklist of requirements and background on each level of excellence can be found at the end of the guide

Teams can be 3-6 months, and should be a mix between experienced members and inexperienced members; more experienced members become necessary at higher levels.

VP Finance

Book Keeper

Financial Reporter

This structure is suitable for a small LC with a very young finance team.

VP Finance

Book KeeperFinancial Reporter

Hard ROI Developer

Consultant

This structure is suitable for small LCs

VP Finance

Reporting Developer

Hard ROI Developer

Consultant

This structure is suitable for small LCs

VP Finance

Internal Relations

Team Leader

Hard ROI Director

Soft ROI Developer

Book Keeper

Consulting Team Leader

ConsultantReporting Developer

Financial Reporter

This structure is suitable for medium LCs (~50 members) with at least medium exchange results

VP Finance

Internal Relations

Team Leader

Hard ROI Director

Soft ROI Developer


Consultant and Reporter


This structure is suitable for medium LCs (~50 members) with at least medium exchange results and well developed synergy and reporting processes

VP Finance

Internal Relations

Team Leader

Hard ROI Director

Soft ROI Director

External Relations

Team Leader

Sponsorships Developer

Grants Writer


Financial Reporter and

Consultant

Financial Reporter and

Consultant

This structure is suitable for large LCs (~50 members)

VP Finance

Internal Relations

Team Leader

Hard ROI Director

Soft ROI Director

External Relations

Team Leader

Sponsorships Developer

Grant Writer




This structure is suitable for large LCs (~75 members) with at least medium exchange results and well developed synergy and reporting processes


• # of months of financial reserves• % budget variances• % return on investments• % of assets reinvested in focus areas, operations,

projects, members• # of financial reports created• % finance member retention



Expectations


• Budgeting• Accounting and bookkeeping• Financial analysis and reporting• Training and coaching• Team management• Advanced Project Management• Public speaking• Personal effectiveness• Proactive Learning• Emotional Intelligence• Entrepreneurial Outlook

• Final responsible for LC financial sustainability and growth• Identification of focus areas and design of key LC

strategies• Creation of budget with input from EB• Creation and development of functional plan from

national strategy• Tracking of team leaders and/ or members• Development of team leaders and team members through

training, tracking, and coaching• Creation of monthly, quarterly, and yearly financial review• Communication with the MC VP F, as necessary• Primary responsible for LC F achievements in

bookkeeping, consulting, investing, and alternative revenue generation

Budgeting (basic)

Accounting and bookkeeping

Basic risk management

Financial policy creation

Financial education (basic)

All previous Bronze requirements

Preliminary ROI

Team culture formingSynergy with TM

Updated financial policies

Proactive legal risk management

Financial analysis

Audit your MC account quarterly

Recruiting processes (basic)

All previous requirements

Hard ROI tracking Basic ROI tracking system and processes

Consultancy to other functional teamsBasic synergy with every other functional team

Financial education (advanced)

Budgeting (advanced)Cash flow management

Recruiting processes (advanced)Advanced synergy with TM

Team Leaders


Soft and hard ROI tracking system and processes

Basic alternative revenue generationShort-term, low volume sponsorships and grant-writing (no account management)


Alternate revenue generationHigh volume grant-writing

Business Development department: advanced synergy and training with ICX to achieve sponsorship contracts

Account Delivery: re-raising and account management with long-term sponsorships

Advanced ROIEvolution of long-term ROI tracking tools

MC 212°

AIESEC US LC Structures Guide 2013-2014

Education

Transcript of AIESEC US LC Structures Guide 2013-2014