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Talent Capacity for GIP

The Talent Capacity Model

How to work with this model?

Strategic Direction for TM into 2 key blocks of Capacity and Learning and

Development.

GIP TM

ALIGN TO GIP STRATEGY

Simple

Implement Capacity and Learning and Development

- Structures for Quality

Delivery to EP and Company

- EP LEAD

Run Sales University

Productivity of members

Implement Capacity and L&D for iGIP and oGIP

iGIP Capacity

Remember!

GIP Clustering for LC

iGIPStart Up 0-15 X RE

Potential 15-40 X REHigh Potential 40-100 X RE

High Volume >100 X RE

Structures can be by Sub-Product or By Market

Remember, whether the structure is sub-product based or market based, TLs and Team members should be clear on which sub-products are we selling to what market and WHY (Connect to Purpose driven Market Segmentation)

Structures by Scale

- Start up LCs (1 team with members doing the whole process)

- Potential (10-40 Re) – 2 Team Leaders with the same members responsible for Ra and Ma and specific

members responsible for Realized.

Structures can be by Sub-Product or By Market

More than 40 Re, structures by process (Sales, Matching and Delivery)

Structures split into new accounts and current accounts (iGIP it is important to split goals between new accounts

and current)

Go through TC Output in more detail for?

- Specific Job-Description of members in each LC Cluster

- Delivery of Inner and Outer journey to members

- Specific Examples

- Average efficiency of LCs

iGIP Learning and Development

iGIPAll Levels

TOPIC CONTENT OBJECTIVES TARGET

SALES MANAGEMENT

Market Research and Segmentation Product packaging Sales Techniques

Know how to sell the product of iGIP to companies

Members, Leaders,

VPs

PRODUCT FOCUS

What the product is, how to sell, the values propositions.

Why focus on sub-product: to ensure members understand how to sell based on supply

Understand the iGIP based on the subproducts and supply

EXCHANGE PROCESS

Raising Raising Operation Contracts Management

Matching Realizing

Receptions VISA Minimum Quality Deliveries

Quality NPS Operation Firefighting

Understand how to manage the entire exchange process in iGIP

All levelsiGIP

iGIPPotential


SUBPRODUCT PACKAGING

Specific sub product; what;why;how; the values propositions and packaging

Know how to package subproducts to the external reality

Leaders & VPs

MARKET RESEARCH AND SEGMENTATION

Advanced research and segmentation based on sub product

Understand how to get the needed data from the market for iGIP delivery

Leaders & VPs

SALES SPECIALIZATION

Sales based on sub product and how to make it effective and focus

Get the next level of sales for more efficiency and volume

Leaders & VPs

CUSTOMER RELATIONSHIP MANAGEMENT

Database of Sales activities (software or virtual space), account management and account transition.

Make sure partners are retained in a long term perspective

Leaders & VPs

POTENTIALiGIP

iGIPHigh Potential


CUSTOMER LOYALTY FOR ORGANIZATIONS

Creating and maintaining long-term partnerships with organizations (ex. schools, universities, NGOs etc)

Dealing with different stakeholders (ex. embassy

Shift the mindset of memebrs from short-term raising to long-term relations with stakeholders.

Know how to create and maintain long-term partnerships.

Leaders, VPs

CUSTOMER LOYALTY FOR STUDENTS

Building a customer relationship with students (since EwA)

Minimums of EP preparation How to satisfy our customers

Understand the standards and extra deliveries in oGCDP in order to have promoters and develop leadership

Leaders & VPs

HIGH POTENTIALiGIP

iGIPHigh Volume


PROCESS OPTIMIZATION

Conversion from Sale to RaiseApproach umbrella organizationAttend corporate eventsMake proposal easier processUtilization of networks (BoA, Alumnae)Capitalized partnership in other LCs or even country

Conversion from Raise to MatchRaise a matchable TNRaise based on LC partnershipRaise based on S&D analysis

Conversion from Match to RealizeSupply and Demand AnalysisLC PartnershipsPeak Season Understanding

Conversion from Realize to Re-RaiseFast feedback system and follow upUpscale partnership - Upselling

Mass Realization ProjectIn kind partner for accomodationUpscale partnership benefit (accomodation providers)

Understand what part of the exchange process can be improved to increase results

Leaders, VPs

HIGH VOLUMEoGIP

oGIP Capacity

Remember!

GIP Clustering for LC

oGIPStart Up 0-10 X RE

Potential 10-40 X REHigh Potential 40-70 X RE

High Volume +70 X RE

Structures by Scale and sub-product

- Start up LCs (1 team with members doing the whole process)

- Potential (10-40 Re) – 2 Team Leaders with the same members responsible for Ra and Ma and specific

members responsible for Realized.

Structures by Sub-Product

For 40-70, integrate a marketing responsible into the oGIP Team to ensure smooth synergy. Can be done with a

TM Responsible as well.

Structure for On-going recruitment can be by process (specific members for Ra and some members for Ma and Re together) and for pocket recruitment one team can

manage the whole process.

Structures by Sub-Product

For more than 70 Re, keep the points of 40-70 with added capacity.

Here focusing on TXP – oGIP (Upselling) is important.

Go through TC Output in more detail for?

- Specific Job-Description of members in each LC Cluster

- Delivery of Inner and Outer journey to members

- Specific Examples

- Average efficiency of LCs

oGIP Learning and Development

oGIPAll Levels


GIP KNOWLEDGE

Program principles Value proposition Product to the market oGIP processes S&D – internal market understanding

Know the elements of products (price, brand, quality, value, customer segments, etc.) and the different stages of products

Understand the exchange process from Subscription until Completed

Know how to use all the functions on myaiesec.net for exchange management to make the process fast and effective

Members, Leaders,

VPsCOMM AND SALES SKILLS

Basic sales skills Basic communication skills Attracting right EP talents Communicating our Value Proposition

Understand how to sell focused on the subproducts and supply

MANAGEMENT AND LEADERSHIP

Program planning Execution and Performance Tracking Time management Leadership developed as GIP EP and

oGIP member

Understand how to manage the needed resources to provide the right leadership development for members and EPs

All levelsoGIP

All levelsTOPIC CONTENT OBJECTIVES TARGET

CUSTOMER EXPERIENCE MANAGEMENT

Building loyalty Customer Servicing Delivering quality experiences in

practice Showcasing

Understand the importance of our customers and how to provide them the right experience for leadership development

Leaders & VPs

oGIP

oGIPPotential


MARKET RESEARCH

How to run market research for student market Understand how to get the

needed data to make an efficient promotion to attract the right EP

Leaders & VPs

PRODUCT PACKAGING

Deep understanding of subproducts Marketing knowledge to package oGIP products

(GTCM)

Understand how to build your product and align with subproducts

Leaders & VPs

SUPPLY & DEMAND

Supply and demand theory and necessity CY2CY partnerships

Understand the processes in CY2CY partnerships, responsibility towards delivering the XPs on LC levels and clear WHY of working by CY2CY

VPs

CUSTOMER LOYALTY FOR STUDENTS

Building a customer relationship with students (since EwA)

Minimums of EP preparation How to satisfy our customers (massive volume)

Understand the standards and extra deliveries in oGCDP in order to have promoters and develop leadership

Leaders & VPs

POTENTIALoGIP

oGIPHigh Potential


PROCESS OPTIMIZATION

Information system management (different advanced platforms)

How to simplify processes to make it faster and more effective

Know how to use and deal with different platforms

Understanding which process they can do faster and how to be more effective

Leaders, VPs

ADVANCED MARKET AND SUBPRODUCT

Student market reality based on backgrounds

Subproduct reality based on supply & demand, JDs and market

Understanding how to capitalize on untapped opportunities for oGIP growth Leaders and VPs

MANAGEMENT SKILLS

Train the trainersGCPs and BCPs

Empower LCVPs to bring more innovation and solutions in the local level VPs

Managing a large teamEmpower team leaders to be able to provide

good TMP experiences to their members Leaders

Work as a team to drive results

Empower members to cooperate and bring results together Members

HIGH POTENTIALoGIP

oGIPHigh Volume


INTERNAL MARKETING

Virtual promotion for supply creationLC2LC partnership

Understanding of how to get the right supply for the EPs

Leaders, VPs

ADVANCED EP ENGAGEMENT

Inner & Outer Journey deliveryHigh volume of EPs management

Know how to use deliver inner & outer journey for GIP EPs

Know how to manage high volume of oGIP EPs

Leaders, VPs

HIGH VOLUMEoGIP

How MCs can manage structures better

- Ensure LC clustering (from start up – high volume)

- Ensure every LC has the right structure

- Ensure PROCESSES for capacity are in place: Product Packaging for TMP TLP , Recruitment, Reallocation, IXP

- Track KPI: Number of people in GIP, % of members be process in GIP

How MCs can manage L&D better

- Ensure LC clustering (from start up – high volume)

- Ensure every LC has the right GIP Education cycle (Operational knowledge, leadership and management combined for all levels)

- Ensure PROCESSES for L&D are in place: LEAD, Learning, Induction, Performance Appraisal, Individual Development Plan

- Track KPI: TMP Retention Rate and Pipeline to TLP

Embed Belief in GIP and Type of Leadership GIP develops into

Learning




- EP LEAD


How to Run

National SDP

KPIs and MoS

Specific Examples

How to RUN National Sales University

1. Set Sales Goal Through Backward Planning

2. Set KPI and MoS

How to Run National Sales University

4. Develop Strategies

5. Implement Strategies:- Sales summits- Virtual platforms

6. Track Progress

Go through Wiki!!

http://www.myaiesec.net/content/viewwiki.do?

contentid=10281917

What do I do?

Start implementing national sales university if you don’t, if you do go through the wiki and make it better!

sTAY TUNED TO GLOBAL CONTENT EVERY 15 DAYS

Regional sales challenge!!!

Can Be Customized to oGIP as well




- EP LEAD


Quality Delivery

EP LEAD

Recap: Implement structures and

learning

Sales University

Quality delivery and EP LEAD

What do I do?

The challenge: how TO PLAN FOR IT

How to start implementing with lcs

The challenge: how TO PLAN

Eg: Focus on CLO

Embed CLO into SDP

Number and Kind of people needed – Team

Planning

100 Re from Re-raising

Pick LCs you want to start Piloting

this with

How to start implementing with lcs

Set KPIs

Action Steps

Clear timeline and action steps to achieve KPIs

Start Tracking

Capacity: Number of members in the programme, % in back office and front office, % by process

Learning and Development: TMP Retention Rate

Track LCs to measure increase in productivity

Questions?

RESOURCES

• TC Output wiki - http://www.myaiesec.net/content/viewwiki.do?contentid=10276780

• Sales University wiki – http://www.myaiesec.net/content/viewwiki.do?contentid=10281917

• EP LEAD wiki – Coming soon, on 27th November!!! Yay! :D

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