aiesec us lc structures guide 2013-2014
Post on 17-Oct-2014
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DESCRIPTION
Use this resource to better understand what is the best structure for LC!TRANSCRIPT
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
ket
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cus]
[Mar
ket
Fo
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VP ICX
Team Member
Team Member
Team Member
VP AD
Account Manager
Account Manager
[Mar
ket
Fo
cus]
VP ICX
Account Manager
Team Member
Team Member
Team Member
[Mar
ket
Fo
cus]
VP ICX
Team Member
Team Member
Team Member
[Mar
ket
Fo
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VP ICX
Team Member
Team Member
Team Member
[Mar
ket
Fo
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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
Responsibilities Performance Measures
• Number of traineeships raised, matched, and realized in national market segments
• Commitment of 15 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
• 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
• 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
Responsibilities
Expectations
Performance Measures
Competencies & Skills Developed
• 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
• Number of traineeships raised, matched, and realized in national market segments
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: _______
Performance Measures
Expectations
Competencies & Skills Developed
• Relationship management skills• Communication & presentation skills• Results orientation• Problem Solving Skills• Passion for customers• Team management skills• Emotional Intelligence• Proactive Learning
• 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
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: _______
Performance Measures
Competencies & Skills Developed
• Relationship management skills• Communication & presentation skills• Results orientation• Problem Solving Skills• Passion for customers
Expectations
• Commitment of 25 hours/ week minimum, with at least 10 hours during 9am-5pm, M-F
• 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.
Responsibilities Performance Measures
• 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
• 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
Responsibilities Performance Measures
• Commitment of 15 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
• Identification of focus sub products and target audience and implementation of key LC strategies
• Tracking of team members according to OGX processes
• Development of team members through training, tracking and coaching
• 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
Responsibilities Performance Measures
• 24 hour follow-up on EPs• Commitment of 10 hours/week minimum, during
business hours• Attendance at weekly functional team meetings
Expectations
Competencies & Skills Developed
• 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.
Responsibilities Performance Measures
• 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• 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
Responsibilities Performance Measures
• Commitment of 15 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• 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
Responsibilities Performance Measures
• Commitment of 15 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
• 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.
Responsibilities Performance Measures
• 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• 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
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
Consulting Team Leader
Consultant and Reporter
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
Consulting Team Leader
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
Consulting Team Leader
Consultant and Reporter
Consultant and Reporter
This structure is suitable for large LCs (~75 members) with at least medium exchange results and well developed synergy and reporting processes
Responsibilities Performance Measures
• # 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
• 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
• 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
All previous requirements
Soft and hard ROI tracking system and processes
Basic alternative revenue generationShort-term, low volume sponsorships and grant-writing (no account management)
All previous requirements
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°