Incoming GIP

Re-Raising for Tier 2

Why don’t we retain TN-Takers?

We don’t focus on it

We don’t deliver our service well

We don’t allocate talent

capacity to do it

What big contracts have come from CLO?

Poland 10 TNs – “We worked with the TN-taker fast and professionally”Brazil 5 TNs – “Because they were extremely satisfied with their previous

intern”Romania 30 TNs – “Trust between the CEO and AIESEC, based on our past

professionalism”France 10 TNs – “We were professional and flexible in the process”Greece 25 TNs – “We delivered what we promised.  We were professional

and fast, so they keep coming to us.”Belgium 35 TNs – “They re-raised because they were satisfied with our

service”Belgium 10 TNs – “We had multiple internal champions who had received

trainees in the past who gave us excellent endorsements”Russia 6 TNs – “Past interns we provided them stayed and became

leaders in the company, so they actually approached us when they needed more talent for their new strategy”

What do our TN-Takers Say About Our Service?

1335%

22%

43%NPS score

% of promoters

% of detractors

% of passives

Professional skills of trainee

50Professionalism of

AIESEC45

Level of trainee's motiva-tion44

Personal skills of trainee41 Communication with

AIESEC39 Selection Process

39

Promoters Issues Level 1

ANALYSIS.Of survey responses

Selection Process33Visa Documents and In-

formation31

Communication with AIESEC

27

Professional skills of trainee

26 Accessibility of informa-tion25Logistical support upon ar-

rival24

Passives Issues Level 1

Selection Process32

Communication with AIESEC

32

Professional skills of trainee

28

Visa Documents and In-formation

27

Personal skills of trainee23

Information provided21

Detractors Issues Level 1

ANALYSIS.

promoters

34%

42%

18%

5%

2%

DEFINITELY WILL

PROBABLY WILL

MIGHT OR MIGHT NOT

How likely are you to take another intern with AIESEC GIP?

passives detractors

55 45 5

49 66 16

5 22 29

112

5

PROBABLY WILL NOT 2DEFINITELY WILL NOT 1

Conclusions from our customersThe most important thing to TN-takers is the

quality of the EP

TN-Takers aren’t satisfied with our selection process or communication

We can retain many more customers than we do now

How Can We Retain More TN-Takers?

Implement a fast and

standardized matching process

Have account managers who meet with TN-

takers regularly

Understand the

company’s needs

through the JQ

Understand the Company’s Needs Through the JQ

Sample JQ: http://www.myaiesec.net/content/viewfile.do?contentid=10284584

Your JQ should be short and simple

It should reflect your focus sub-products and country partnerships

It should include what the company’s future needs will be

It should help you see what is most important to the company about the EP and working with AIESEC

The account manager should be using the JQ at every meeting to make sure they understand the TN-Taker

Implement a fast and standardized matching process

Selection process for Tier 1: http://www.myaiesec.net/content/viewfile.do?contentid=10284589

Make a 6-week matching plan

Step 7 : Match

Step 6 : Company interview

Step 5 : Short-list candidates

Step 4 : AIESEC interview

Step 3 : EP Screening

Step 2 : TN Global promotion

Step 1 : Signing the contract Understanding the company needs

Implement a fast and standardized matching process

Track the matching of TNs from the national level

Company Signed Up

on GIS

Opportunity Created

EP Applications Received

Shortlist Delivered

to Candidates

Company Interviewin

g Candidates

Company Chosen EP

Match Completed

TN 1 X X X X X XTN 2 X XTN 3 X X X X

Have account managers who meet with TN-takers regularly

Account Management for Tier 1: http://www.myaiesec.net/content/viewfile.do?contentid=10284588

A person who manages the account from contract signing to re-raise, for a minimum of six months

Responsible for fire-fighting, checking in, quarterly meetings, and transitioning the next account manager

Goals are always re-raising, referrals, and customer satisfaction

Contact with the TN-Taker every month

A physical meeting every quarter

Account transition every six months

How Can We Plan for CLO? Set goals for raises and re-raises

Allocate a clear account manager for every account and give them training on how to manage the account and re-raise

Start tracking account management—who is responsible for each account and how often they are meeting with their partners

AIESEC UNITED STATES CLO IMPLEMENTATION

Target specific LCs for CLO implementation

Give LCs a timeline to meet with all partners

NST + MC contact all partners who LCs fail to meet

Collect video testimonials from promoters

Create a referral framework for LCs

Create Account Management Certification for members about visa, delivery process, partnership management

Legislate that TN-takers have to be met each quarter or the MC can take over the contract

Detractors and passive TN-takers contacted to collect feedback/apologize