Align back office to support gip
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Align Back Office to support GIP
SegmentMarket
Supporting Product
Right Channel
Intensive Quality Sales
S&D base Delivery
Up-sell in the
segments
Right People
Right Time
Tracking & Evaluation Method
Front office strategies of GIP
AIESEC Way & BHAG
Bra
nd
Tale
nt C
apac
ity
(TM
P/T
LP/L
CD
)
Gov
erna
nce
&
Man
agem
ent
(Pla
nnin
g)
Cus
tom
ers
&
Par
tner
s
Fin
ance
and
Le
gal
IT &
In
fras
truc
ture
AIESEC 2015
Peace and fulfilment of humankind’s potential
Experiences Delivery (MoS)Experiences Delivery (MoS)
Back office elements of AIESEC
The relationship of front office and back office
Key Program
Back office
Front office
If 1000 IT GIP is a project, it definitely has the involvement from back office and front office. And it needs a project manager for all front office and back office activities.
Project: 1000 GIP “Global IT Talent Sourcing”
• GIP ICXSegment Market
• GIP ICXEvolve Product
• GIP ICX + ER + (Com.)Channel Market
• GIP ICX + ER + TM + ExpansionSales
• GIP ICX + TMDelivery
• Com. + GIP ICX + ERShowcase Impact
OD
Only if different parts of the project plan is reflected in different individuals’ plan, it will be tracked and it will happen
ICX planStrategy Initiatives Action steps DDL Respo
Segment Outsourcing
UO
Call to XXL 11.11. VP ICX..........contact signed 12.12. VP ICX
Eventsmake timeline of events with VP Com 10.11. VP ICXdivide people particpating in events 11.11. VP ICXpreperae promotion materials with VP Com 12.11. VP ICX
ER/BD/CR planStrategy Initiatives Action steps DDL Respo
Segment Outsourcing
Partnership of segment
Call to PWC 11.11. VP BD..........contact signed 12.12. VP BD
Partnership of sellers
call to .... 10.11. VP BDpartner found 11.11. VP BDeducation delivered 12.11. VP BD
TM planStrategy Initiatives Action steps DDL Respo
Segment Outsourcing
Team JD and flow reviewed
Meeting with ICX about team JD and flow 11.11. VP TM..........structure of team planned 12.12. VP TM
Education of segment delivered
Meeting with ICX about needed national education 10.11. VP TMPlan of national education done 11.11. VP TMEducation delivered 12.11. VP TM
How to really work with different back office?
The most important back office elements for GIP
Organization Development
Marketing
Talent Capacity
1. Marketing with GIP• Foundation of alignment• Tracking
1. Marketing with GIPa. Foundation which needs to agreed by both VP Com and VP GIP:
Goal Target Channel Message
G – T – C - M
1. Marketing with GIPa. Foundation which needs to agreed by both VP Com and VP GIP:
1. Marketing with GIPa. Foundation which needs to agreed by both VP Com and VP GIP:
1. Marketing with GIPa. Foundation which needs to agreed by both VP Com and VP GIP:
1. Marketing with GIPa. Foundation which needs to agreed by both VP Com and VP GIP:
1. Marketing with GIPb. Set goal and tracking the progress of joint project (Online)
Reach
No. of Unique Visitors to website
Converging rate on website
No. of Applicants
Ultimate KPI
1. Marketing with GIPb. Set goal and tracking the progress of joint project (Other channels)
Reach
No. of Interest(LEAD)
No. of Applicants
Ultimate KPI
2. Talent Capacity with GIP
Does your talent management projects tackle the top needs of your organization?
Talent MarketingTalent PlanningTalent
Selection
Talent Induction
Talent Allocation
Talent Education &
Training
CoachingPerformance AssessmentTransition
R&RTalent Tracking
& pipeline mgmt.
Definition &
Condition
Business Model Principles Global
DriverProgram
Process
TalentCapacity&Quality Experience
What matters is what you do in the process
What is your bottleneck in GIP? What is the role of talent management?
2. Talent Capacity with GIP
b. Align the bottlenecks of GIP with talent management responsible
Quality of GIP
Poor Sales Capacity
Long delivery
Retention of
Customers
Wrong product/Wrong
Customers
2. Talent Capacity with GIP
b. Define a few joint projects to tackle the top needs from program
Seller recruitment and development Project
GIP Education based on needs
Recruitment/structure for Sub product (example: IT)
…
3. Organization Development with GIP
With OD: How to create and capitalized our channels for strategy delivery?
With Expansion: How can we better align expansion strategy with both organization development also business strategy?
3. Organization Development with GIP
Coaching System
Other Education
Space
Specialized Unit …
3. Organization Development with GIPa. Coaching system Program base coaching Allocate coach based on program strategic
focus Make sure coaching visit calendar supports
operation calendar(ensure time in office to work after visit/conference, align visit with growth strategy delivery)
Set concrete goal and track result of coach visit
3. Organization Development with GIPb. Other education space
Create other education space for strategy delivery: Function strategy meeting Virtual education space Knowledge management center
3. Organization Development with GIPc. Specialized UnitGeographic expansion can be a critical reason for success Develop expansion plan considering
specialized unit of only GIP Pilot with mature LC for expanding to other
universities Set HR and structure to support
specialized unit growth