Sola JulyLcong

GLOBAL INTERNSHIP PROGRAMME

INCOMING EXCHANGE

PROJECT DESIRED STATE ACTUAL STATE REASONS OF THE GAPRAISES 70% GOOD QUALITY RAISES ACHIEVED NONE

MATCHES 120 MATCHES 66 -> MEMBER CRUNCH-> EXAM MOMENTUM LOST

-> IR

REALIZATIONS 200 57 ->MATCH BREAKS-> NPS SCORE NOT THE BEST

NPS 80+ 33 -> LOW RESPONSE RATE-> EP TRACKING

-> EP INTEGRATION SUCKS-> NO FINANCIAL INVESTMENT

SYNERGY •GETTING 40% MATCHES THROUGH IM •GETTING RAISES THROUGH MARKETING+SU

•ALUMNI CAPITALIZATION(THROUGH BD)

4-5 RAISES THROUGH MARKETING, 2-3 THOUGH

SU

-> CONFUSION OF JOBROLES-> NOT ENOUGH SYNERGY BLOCKS

-> NOT ENOUGH LC-LC PARTNERSHIPS-> LOW CONTRIBUTION BY SU

-> SUPPLY AND DEMAND MANAGEMENT NEEDS TRACKING

RECIEVABLES ZERO DEBT APPROXIMATELY 2 LAC CLEARED, 4.5 LAC IN

DEBT

NO PROPER TRACKING

THE LAST 6 MONTHS

PROJECT KEY ACTIVITIES TIMELINES Synergy PointsLanguage centric

recruitment for iGIPRecruit members with extra language

skills ( french,german,chinese etc.)August TM-iGIP

GIP projects Collaboration with education consultancies/training centres for 6 week internships where an intern would basically market education overseas in their own countries in

different colleges (ET centric)

Mid-August iGIP+SU

CRM Drive+Re-raising drive

Meeting all our current clients for better CRM and less client problems. Also helping in receivables. Meeting

only old and present clients for a core Re-raising drive

July-August(2 weeks) iGIP+Design Teams

iGIP Matching hours Focus on specific TNs per LN per night Everyday after Lcong( 2 hours

towards the night)

iGIP

Collaboration with SUs Collaborated taskforce of LNs+SUs raising for a particular LN per month

one LN per month after Lcong

iGIP+SU

THE WAY FORWARD

GLOBAL INTERNSHIP PROGRAMMEOUTGOING EXCHANGE

Project Desired State Actual State Reasons of the gap

Raises 40 31 Assessment Process

Matches 15 14 ----------

Realizations 15 6 Have to be realised.

THE LAST 6 MONTHS

PROJECT KEY ACTIVITIES TIMELINES Synergy PointsSub Product Specific Raising

• Marketing Strategies.•

4th week of every month

Marketing

oGIP Newsletter Bi- Weekly

• Promote EP’s• Showcase oGIP

2nd and 4th Week of the month

CIM

Corporate Partnership • MDP. August iGIP

ET/IT Market Capitalization

• Sell oGIP as a product.• Reverse Match

August MarketingCIMiGIP

THE WAY FORWARD

GLOBAL COMMUNITY

DEVELOPMENT PROGRAMMEOUTGOING EXCHANGE


Promotions

Social media promotions done OTF

Classroom presentations done in a structured manner

YEs and ISs delivered in maximum colleges

- Not very effectively done- Done but NO structure to it and no

tracking- Delivered only in few

- Timelines not followed- No such tool could be made

- No structure to contact colleges

Raising 300 raises 150 raises

- TimelinesFailed strategies

HR getting exhaustedUnstructured induction and

training

Matching 200 matches 87 matches

- TimelinesHROS

IR crunch

DeliveryHappy EPs

80% delivery rate

- TIMELINESNo process of delivery

HR and OSNot a very happy state

50% delivery rate

THE LAST 6 MONTHS

PROJECT KEY ACTIVITIES TIMELINES Synergy PointsCU • Setting up the required OS and

getting them functional by August end

August • TM

Recruitment Capitalisation

• OS supporting recruitments and integrating oGCDP promotions in recruitment process

August • TM

NPS • NPS knowledge to membership• XPP and BCP knowledge

sharing

Monthly • XD

Marketing • A new synergy based OS• Structured physical promotions

in DU market

Going on process • Marketing

Expansions and UR • Creating SUs inside and outside Delhi

• Supporting expansions for oGCDP in the entities.

Going on process • Expansions

THE WAY FORWARD

GLOBAL COMMUNITY

DEVELOPMENT PROGRAMME

INCOMING EXCHANGE


Raises 25 14 • Lack of Stable clients

• Lack of job role clarity

Matches 250 197 • Lack of Members• Conversion of IR• Inactive department

In MayRealizations 200 127 -

THE LAST 6 MONTHS

PROJECT KEY ACTIVITIES TIMELINES Synergy Points

OS • Evaluating and Revamping OS

• Synergy based OS

15th July • CIM• TM

Showcasing Impact & Nationalised Project Tracking

• OS for case study tracking• JD alignment & including

showcasing job role in TN forms

Monthly • Sales• Branding

NPS • NPS knowledge to interns Monthly • XD

Financial Sustainability

• Selling Projects• Capitalising on

nationalised projects• Raising new clients

Monthly • BD• XD

THE WAY FORWARD

MARKETING

EXTERNAL POSTIONING CAFES PARTNERSHIPS FORUMS

TARGET 50 50 50

ACHIEVED till 15th July 11 34 10

SOCIAL MEDIA FACEBOOK TWITTER

TARGET More than the MC (22,914)

5,000

ACHIEVED till 15th July 16,954 2,837


Brand Survey • Surveys (interns, clients-BD, M, Corporate)• Feedback Analysis to understand brand image and hold

in the market

15th July- 15th August Entire LC

Social Media Campaigns • OGX Campaigns• Event promotions• Outreach deliverables to clients

Continuous ProcessOGX, ICX, all dept for general promotions of projects and partners

Media • Exchange promotions and showcasing• Recruitment promotions• Brand buliding promotions (appearances)

Continuous ProcessOGX, ICX, BD

External Positioning • Yes• Forums• Partnerships

Continuous ProcessOGX, ICX, BD, TM

Investments For ads, promotional activities Need Based F, exchange portfolios, EBCs

Event Promotions • Online- social media, web• on ground- print, tv, radio

Need Based EBCs, BD

THE WAY FORWARD

MARKETING


AIESEC in VKP, Meerut

An official expansion with LCC in place. Having 30 members. And doing 10 exchanges atleast.

No exchanges yet. Have 8 members. Shifting base to a new college.

Market not feasible. College not supporting. TM processes not being strong.

New entities Having atleast 1 IG legislated and 3-4 more probable entities to start work with.

Taken forward Shillong. Market research and college database done for Kanpur, Sonepat,

Couldn’t get the required leads. Unresponsive colleges.

iGIP SU’s Getting 10 raises both from Gurgaon and Faridabad.

2 raises each. Unresponsive clients. HR crunch. Lack of sales training.

THE LAST 6 MONTHS


Existing entities OS Evolution. Recruitments. UR partnerships. Induction. Operations and delivery.

August-October

Every related portfolio. Specially OGX, ICX and TM.

New entities Getting the required leads. Setting the base. Virtual induction modules. Setting partnerships.

July-October Starting synergy points basically with TM and OGX.

THE WAY FORWARD

EXTERNAL RELATIONS

Project Desired State Actual State Reasons of the gapNEP 20 raises 2 raises •HR Crunch

•Lack of a senior body •Inadequate knowledge regarding NEP

BD 20 lakhs 3,10,000 •HR Crunch•Absence of senior membership•Improper training and induction•Exhaustion of databses and personal leads•Concentration on big names

Alumni engagement •2 Informal Chill outs•2 Newsletters

None Resignation of ARM

THE LAST 6 MONTHS

PROJECT KEY ACTIVITIES TIMELINES Synergy PointsiGCDP Sales •2 Task forces headed by iGCDP

TLs•Product Repackaging

1st week of August •VP iGCDPs•Project Heads

NEP •Upscaling iGIP clients•Adding new clients•Delivery of NEP raised by MC•Board Engagement

2nd week of July – 31st September

•VP iGIPs

Board Engagement •Board Engagement Module•Joint Board Meeting•Personal meetings with LBoA along with LCP

Continuous engagement till 31st December

LCP

Alumni Engagement •Informal monthly chill-outs •Monthly Mewsletter•30 Year Celebrations

August – 31st December

None

THE WAY FORWARD

Experience Delivery


AIESEC Beta 6 Schools none Schools were in holidays, peak will be from August

LEAD Lead sensing, Lead training, Lead culture in

the LC

Happened to a major extent

Less national direction

TMP/TLP on Exchange Stats + physical engagement

Stats happened, physical engagement was a

failure

Lack of national focus

Operational Training Good training culture within the LC

Good training culture in the LC, virtual training is

a failure

Virtual training took longer to be structured

Associate Membership AMs driving GCDP delivery

Number of AMs recruited: 25

The tracking and induction part was not the best

THE LAST 6 MONTHS


AIESEC Beta Partnering with minimum of 6 schools, BD and iGIP raising through the same

August Mid iGIP ET

LEAD Virtual lead to be implemented, mentorship second phase

implementation

August start CIM

Operational Training Virtual operational training to be implemented,

August start CIM and TM

Exchange Development (XD)

-iGCDP, oGCDP, iGIP and oGIPplanning and coming up with new

pilots

August start iGCDP, oGCDP, iGIP, oGIP

Customer Experience Management

iGCDP, oGCDP, iGIP and oGIP NPS management and ensuring quality delivery with a 90 % response rate

On going iGCDP, oGCDP, iGIP, oGIP, TMP and TLP

THE WAY FORWARD

Talent Management

Project Desired State Actual State Reasons of the gapRecruitment Skill based people in each

portfolio, 100% retentionHave done recruitment 4 times already, poor retention rate

•Fast recruitment without proper planning with the EB

Re- integration 80% EPs to be re-integrated

Not even 2% •No proper defined process for the same

Training

virtual forums, expansion training forums, training module

Not properly tracked and followed

we started focusing on it late

Induction

Good retention rate, proper module

induction processes are good but since we have been recruiting every month there's no way we can calculate the retention rate

Recruitment happening every month due to which we could not concentrate on retention

Tracking

100% activity level -no proper tracking system made. it has been subjective from the past 6 months

lack of synergy with CIM

THE LAST 6 MONTHS

LEAD

proper modules and implementation of the conceptstats on system, proper job roles to be assigned, proper tracking

Not implemented in the right manner

No proper direction nationally

TMP/TLP on Exchange

stats on system, proper job roles to be assigned, proper tracking

Physical engagement is a failure

lack of synergy with XD

NPS70+ NPS score Lack of quality culture

in the LC

IXPixp culture in the LC not many members went

on exchangesensing didn't happen

Ams

good AM recruitment. %conversion to the ELD

22 Ams were recruited in March but no capitalisation

the project came to me after march and recruitment had already happened. However the induction could not happen

PROJECT KEY ACTIVITIES TIMELINES Synergy PointsRecruitment (JULY and AUGUST)

Selection, Allocation and Induction JULY – july endAUGUST: september 1st week

•XD and the EB

Associate Membership Program (Project Delivery

•Recruitment, Induction and Training July end •XD,iGCDP

Associate Membership Program ( Campus Units)

•Recruitment, induction and training August end oGCDP, XD

NPS •Quarterly reminder to the LC and make sure the membership is filling the survey

Quarterly XD

Re-integration (July and August

•Personal interviews (July) EPM(August)

July End and August 1st week

oGCDP

TMP/TLP on Exchange •Stats on system, Job roles to b created and assigned, Tracking

July-August iGCDP, oGCDP

MB/OC Selection •Optimising the selection process Q4 XD

THE WAY FORWARD


PODIO Implementation

100 Percent Implementation

40-45 percent implemented

Not a focus area

AIESEC.org Driving Growth Designed and Server and content management, not well designed

Member Profiling System

Member Tracking phase 2

Has been created and updated.

Created, not following time limits

Analysis Periodic Reports Has been on track NO GAP

Knowledge Management Project

Structured & ELD Growth analysed

Structure is created, Lack of content management

Lack of content management.

THE LAST 6 MONTHS


Wiki Network Content management, July- Aug EB

AIESEC.org IR Engagement plan and content

Aug End ICX and OGX

MPS Phase 2 Tracking and Feedback, Application creation

Sept- November

TM

HIVES Conversations and Campaigns, Website and social media campaingn for cultural climate understanding.

Aug – December

Marketing and TM and XD

DBMS Transition, official documentation

Oct – December

EB

Filing and Database mgmt.

Filing and Physical documentation

Aug- Dec Finance

THE WAY FORWARD

FINANCE

Key inferences from last 6 MONTHS

• IGCDP SUSTAINABLE IN THE FIRST TWO QUARTERS :D, Q3 AND Q4 ??• OGCDP HAS BEEN THE KEY CONTRIBUTOR TO THE FINANCES. BUT 150 RAISES AND 60 REALIZATIONS . IF WE WOULD HAVE DELIVERED 80 % OF THE RAISED EP’S.•LOSS OF 3 LAKHS•.IGIP, NOT ONCE IN MY TERM THE RECEIVABLES HAVE BEEN LESS THAN 1 LAKH. CURRENT RECEIVABLES 4.6 LAKHS. IS FINANCE EVEN A PRIORITY?•THE CONTRIBUTION FROM IGIP CAN BE MUCH MUCH MORE•ER CONTRIBUTION IN THE LAST 6 MONTHS HAS BEEN 30K. HOW DO WE MOVE TOWARDS SUSTAINABILITY?•HOW DO THE INVESTMENTS HAPPEN?•NO CONTIGENCY FUNDS


Tracking Model Setting up processes for smooth flow of tracking.

August end All exchange Vps

Implementation of new financial model

Driving down the new model in the LC and training on the same

August All departments

Legalization Implementing legalization Contracts and its implications

August All departments, IM

Sustainability IGCDP innovations, Investments in Fixed Deposits

August IGCDP,BD

Budgeting tools and triggers for Investments decision

Setting down triggers and Budgeting controls for

Q4 No synergy as such

THE WAY FORWARD

LC Target v/s Achieved

iGIP oGIP iGCDP oGCDP0

50

100

150

200

250

300

350

400

450

230

30

400

270

77

16

265

8764

11

214

73

Projections

Target Achieved 2012

OUR LEARNINGS

Revised Targets

PORTFOLIO REVISED TARGETS

iGIP 200

oGIP 30

oGCDP 200

iGCDP 400

CLOSING MESSAGE

Sola JulyLcong

Business

Transcript of Sola JulyLcong