1. IXP Plan

Segmenting the LC by the type of IXP strategy they should have as its focus: This will allow the LCs specialize in delivering one or two types of IXP, based on the number of members and exchange experiences, achieving better results to implement the national drivers.

Estefania Cuartas Varela

MCVP TM applicant 14.15

•1TLP- 3TMPs

•JD definition

•OCVP Micro XP

IXP Team

•Timeline Implementation

•Define main profiles and opportunities

•Alingment OGX- TM recruitment: Set common goals

IXP Talent planning

•Re Integration : COMM- OGX

•Integ : Finance- Comm – OGX (Savings Plan for membership

•Special discounts OCs-TLPs)

• Micro XP: Comm – ICX

•-Internal campaings

•-R&R System

•-Alignment with national campaigns

•- Epic

Launch Opportunities

•EP-Members- Trainees career plan Take advantage of members who planning into their career plan to take an internship and design a strategy for addressing them month by month (ex: OGCDP allocation, IGCDP project manager ) Financial management to go on exchange

•

Selection Process Allocation Tracking &

Quality minimus Synergies

• Contact them before their exchange experience • Sending the opportunities available and program-explanation • Satisfaction surveys • Mini-showcaising or XP report • Feedback

Currently IXP strategies within AIESEC in Colombia entities are taking part of HR plan and major synergies OGX + TM and TM + IGCDP; however the proposed strategies take a back-up because they haven´t a specific final responsible who can implement properly national and local initiatives, follow them, impact measurement and MoS- KPI fulfillment. Also did not have an implementation plan and clear goals for each of IXP types.

IXP AS A PROGRAM NOT AS A PRODUCT

2. Strong leAdership XP

Estefania Cuartas Varela

MCVP TM applicant 14.15

First of all, we must be clear that the strengthening of leadership should be given not only in middle managers, all members of the organization must be structured leadership skills preparation, no matter where they are in a hierarchy , oldies, TMPs TLPs-VPs-EPs or Trainees. Any of them in the future may be our processes coordinators or managers and we should not wait for them to be team leaders to begin strengthening leadership skills that enable them to find quickly new opportunities and produce a useful change. Leadership in every XP

Redefining the timeline for TLPs So far no one has a structured timeline to select leaders, in many cases the selection process is late to operations, especially the time where we have our biggest recruitment peaks and this may impair the beginning of the newbies experience because their leader does not have the ability to manage teams and focus them even results; which can affect retention rates, minimum quality and productivity.

This timeline aims that TLPs are chosen before national events and these events will be utilized as an induction and preparation seminars not only for EBs but also for middle managers. Also give the opportunity to have more structured transition, planning, mentoring and closing XP processes for TLPs

Strengthening and understanding

Currently in LCs implement LEAD only for training in leadership skills. This program goes beyond that, we need to identify what stage of leadership are our middle managers and from this structure an individual development plan, diversifying ways of deliver each strategy by global learning environments.

LEAD cycles should be: • Constants and medium-long term • By stages and constant development

assessment • Certified • Aligned with LEC, SDP and national cycles • Supported by external partners

It is used to evaluate how the member’s competencies contribute to achieve the objectives of each area and how these objectives contribute to personal and professional satisfaction. It enables us to visualize the progressive performance and the relationship of the AIESEC purpose with the purpose of each person • Determine priorities and responsibilities of each role • Determine what skills, abilities and skills need to be

developed • Improves individual performance of each TLP and team

productivity • Provides constructive feedback on what is done well

(recognition) and what is improved (to learn) • Promotes team communication

Structuring a performance evaluation system

3, OGCDP/IGIP Talent Capacity

Estefania Cuartas Varela

MCVP TM applicant 14.15

Allocation process: Right people- Right time

Recruitment General Induction Carrear Plan and Goal setting

Allocation

Talent planning evolution: Define what we need, now is not enough to supply the growth of our processes, It´s the time from TM and MKT conduct a better external market research and build relationships with other student groups, research groups, youth organizations, in order to find more appropriate and specific profiles.

Stop the mindset that we have only two recruitments per year: From the strategic role of TM must be in a constant analysis of the area’s needs; for example, if OGCDP needs to be boosted in October, we have the ability to have resources for micro recruitment, taking profiles of our databases or touching other organizations or youth groups

Listen our customers: From the general understanding of each area, we should offer new members the opportunity to choose which area or possible areas want to start their experience, learn and grow , depending on the bank of skills that can be developed in each role and personal expectation.

Summer and winter recruitments positioning : focus in recruiting members and prepare them on holidays with micro educational cycles.

To strengthen the areas and team structures construction

Specific TC for OGCDP IXP as the top program within LCs: Product Packaging: Strengthen integrated XP product before taking the exchange experience in order to engage EPs to participate of short activities in OGCDP area, eg matcher-recruitment member-Quality manager; So they can find their exchange and contribute to the other also be achieved Shared Recruitment: Define within TM recruitment goal how many of those members during the year will take your XP and within the EPs how many will be members. Design specific campaigns for them.

Specific TC for IGIP SDP as a priority: •Sellers Recruitment: From the analysis of the registration form on PODIO, make specific sessions and activities for people who are interested in developing sales skills or performing in sales area. • Preparation: This should last at least 2 weeks and be accompanied by constant monitoring system to evaluate performance. Should be focused on customer loyalty and long term relationships (stronger tracking to sale process) Training must be supported by external agents specialize in sales . R & R Program: This should provide added value to the AIESEC experience, bonus system outside the organization. (Courses-travel-seminars) Having long term sellers, at least for a year.

4. Strengthening the membership

Estefania Cuartas Varela

MCVP TM applicant 14.15

VIDEO PART II: http://www.youtube.com/watch?v=JVuczFB4IyA&feature=youtu.be

Currently, any of the 30 entities of AIESEC en Colombia is in the TM cluster number 1 which means that all 30 states require a focus on strengthening membership processes to deliver better experiences. However, is of concern the scenario where 21 entities (63%) are in the initial clusters (star up and beginner) and according to the trend in the last year some entities instead of improving their processes level, these have reduced.

Process efficiency: • Process Prioritization • Results Measurement System • Refine TMP TLP flow to a talent flow for more

operational capacity in certain peaks of the year.

Support System: • Structured coaching in order to link national

strategies to each entity, not only for VPs but for teams.

• More structured Transition and planning processes, giving support from NST

Strengthening development structures: Standardization a corners system to support synergies, especially the of Leadership Development corner, where TM-LCP-Comm are responsible for the committee development plan.

Set the ideal requirements and their level expected of an entity needs to move from one cluster to another in TM area, so EBs and regional directors can make an implementation plan focused on results.

*The entities need to fulfill all the requirements for a Q to level up

NST support: • 1 week per month of consulting and auditing to

strengthen processes.( Webinars ) • Nomads program addressed not only supporting

the EBs but also the TLPs.