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SOLA
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
Project Desired State Actual State Reasons of the gap
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
Project Desired State Actual State Reasons of the gap
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
PROJECT KEY ACTIVITIES TIMELINES Synergy Points
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
Project Desired State Actual State Reasons of the gap
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
PROJECT KEY ACTIVITIES TIMELINES Synergy Points
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
Project Desired State Actual State Reasons of the gap
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
PROJECT KEY ACTIVITIES TIMELINES Synergy Points
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
CIM
Project Desired State Actual State Reasons of the gap
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
PROJECT KEY ACTIVITIES TIMELINES Synergy Points
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
PROJECT KEY ACTIVITIES TIMELINES Synergy Points
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