2016.2 Growth Model @Bazi by Lucas Afrânio

GROWTH MODEL 2016.2 UPDATED ON 20TH JULY 2016

ORGANIZATIONAL DEVELOPMENT | AIESEC in BRAZIL

WHAT IS A GROWTH MODEL? The purpose of a growth model is to set a path for each entity to mature its operations programs and evolve. Besides that, it is expected that this model is used in a way to clarify the cenario of each operational tier, such as what is expected from each one of them. This must be the practical guide for NST Trackers, VPs and LCPs so that together, they can all work in the operational evolution expected for the entities of AIESEC in Brazil. This model has many suggestions of strategies to be applied by each cluster from that operation, in a way that this area might achieve the expected growth and reach the next tier at the end of the semester, improving and also developing the committee’s maturity as a whole. The main points considered in this guide, by tiers are: area structure, expected productivity, MA expectations, operational strategies, international relations focuses and area education. The operational tiers will be reviewed each 6 months, according to the MA performance in the area. Now you have straight access to the expected performance for your area to keep improving and reaching a higher tier. This growth model is a guide, and it was built with suggestions made by MCVPs, NST Trackers and LCPs. Therefore, you are completely allowed to read it and use it as you wish, according to the reality of your entity. In case of doubts, contact the MCVP responsible for the area and/or the MCVP OD. The periods considered for the operational tiers are:

CONAL: January 1st – December 31th CONADE: July 1st – June 30th

OPERATIONAL TIERS Â

Tier Attention

INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAM

iGCDP TIER

APD EXP. 1 VP 2 VPS

TIERSâ&#x20AC;&#x2122; minimums

TIER 1

250

300

TIER 2

200

TIER 3

150

TIER 4

100

TIER 5

Annual for 2016

TIER 6

TIER ATTENTION (Semester)

GROWTH MODEL 2016.2 V1 ORGANIZATIONAL DEVELOPMENT | AIESEC in BRAZIL

CONAL: January 1st – December 31th CONADE: July 1st – June 30th

OPERATIONAL TIERS Â

Tier Attention

INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAM

iGCDP TIER

APD EXP. 1 VP 2 VPS

TIERSâ&#x20AC;&#x2122; minimums

TIER 1

250

300

TIER 2

200

TIER 3

150

TIER 4

100

TIER 5

Annual for 2016

TIER 6

TIER ATTENTION (Semester)

iGCDP

GOAL STAY IN TIER 1

VP 1

3 TMP

PRODUCTIVITY (APD/member) APD MAN.

3 TMP

TIER 1

IR FOCUS

OPERATIONAL STRATEGY

VP 2

6,5 - 5 *(11,5 @RC)

2 VPS=300 APD 1 VP=250 APD (YEAR)

APD MAN.

§  §  §  §  §  §  §  §

Work with max of 5 projects; Realize during all year; Follow up with stakeholders: PMs & IR: VP/LCP; Approved time max = 2 days (without coop) and 24h (cooperations); Timeline forwarding; (sales early in term for all year); TN Fee covering MC Fee Weekly Follow Up and Tracking with cooperated LCs; AP Manager to keep rhythm of AP in peaks.

§

5 Local Cooperations (3 LatIn America) = 70% RE

§

Weekly Follow Up

EDUCATION •

Crisis Management

•

Co-delivery with PMs

•  Projects Management/ Team mngmt for high volum

EXPECTATIONS: +130 APPROVEDS/SEMESTER

iGCDP GOAL TO MOVE UP TO TIER 1

PRODUCTIVITY (APD/member)

3 TMP

TIER 2

6,5 – 5,5

OPERATIONAL STRATEGY

VP PM 3TMP

§  §  §  §  §  §  §

250 APD/YEAR

Work with 3 to 4 projects; Choose 2 months of Off peak to realize during the year; Approved time max = 2 to 3 days; Sales process acceleration (2 weeks); Weekly Follow Up and Tracking with cooperated LCs; TN Fee covering MC Fee; 70% of subscribers coming from cooperation.

IR FOCUS §

4 Local Cooperations (3 Latin America) = 60% RE

§

Weekly Follow Up

EDUCATION Off Peak Development Co-delivery for PMs Projects management/ Team management for high volume •  Cooperation Vs Conversion •  •  •

EXPECTATIONS: 90 – 129 APPROVEDS/SEMESTER

iGCDP

GOAL TO MOVE UP TO TIER 2

200 APD/YEAR PRODUCTIVITY (APD/member)

OPERATIONAL STRATEGY

VP PM

3 TMP

TIER 3

6,5 – 5

PM 3 TMP

§  §  §  §  §  §  §

Work with 3 projects; Choose 1 month of Off peak to realize during the year; Approved Time max = 2 to 3 days; Sales process acceleration (2 weeks); Weekly Follow Up and Tracking with cooperated LCs; TN Fee covering MC Fee; 60% of subscribers coming from cooperation.

IR FOCUS §

3 Local Cooperations (2 Latin America) = 50% RE

§

Weekly Follow Up

EDUCATION •  •  •  •

Project/Team management for High Volume Sales Training Process Optimization Cooperation Management

EXPECTATION: 80 – 89 APPROVEDS/SEMESTER

iGCDP

GOAL TO MOVE UP TO TIER 3

150 APD/YEAR PRODUCTIVITY (APD/member)

IR FOCUS

VP PM 3 TMP

TIER 4

6–5

OPERATIONAL STRATEGY PM 3 TMP

§  §  §  §  §  §  §  §

Work with national portfolio projects (2-3); Do not work with offpeak; Focus on High Peak Follow up with stakeholders: VP & IR: VP/LCP; Approved Time max = 3 days; Sales process acceleration (2 weeks); Weekly Follow Up and Tracking with cooperated LCs; TN Fee covering MC Fee; 50% of subscribers coming from cooperation;

§

3 Local Cooperations (2 Latin America) = 40% RE

§

Weekly Follow Up

EDUCATION •

Project/Team mgmt for High Volume

•

Sales Training

•

Process Optimization

•

Cooperation Management

EXPECTATION: 60 – 79 APPROVEDS/SEMESTER

iGCDP GOAL TO MOVE UP TO TIER 4

PRODUCTIVITY (APD/member)

OPERATIONAL STRATEGY

VP PM 3 TMP

TIER 5

PM 3 TMP

§  §  §  §  §  §  §

100 APD/YEAR

4,5 –4

Work only with projects from National Portfolio (max 2) Do not work with Off Peak; Focus on High Peak. Follow up with stakeholders: VP & IR: VP/LCP; Approved Time max = 3 days; Sales process acceleration (2 weeks); TN Fee covering MC Fee; 45% of subscribers coming from cooperation;

IR FOCUS §

2 Local Cooperations (1 Latin America) = 40% RE

§

Weekly Follow Up

EDUCATION •

Project/Team mgmt for High Volume

•

Sales Training

•

Process Optimization

•

Cooperation Management

EXPECTATION: 50 – 59 APPROVEDS/SEMESTER

iGCDP GOAL TO MOVE UP TO TIER 5

PRODUCTIVITY (APD/member)

VP PM 3 TMP

TIER 6

3,5 – 2

OPERATIONAL STRATEGY PM 3 TMP

§  §  §  §  §  §  §

80 APD/YEAR

IR FOCUS §

2 Local Cooperations (1 Latin America) = 40% RE

§

Weekly Follow Up

EDUCATION •

Project/Team mgmt for High Volume

•

Sales Training

•

Process Optimization

EXPECTATIONS: 20 – 49 APPROVEDS/SEMESTER

iGCDP WHAT DOES THIS TIER MEAN? GOAL TO MOVE UP TO TIER 6

2 VPS = 30 APD 1 VP= 20 APD (SEMESTER)

TIER ATTENTION

§  The entity didn’t achieve the minimum recommended by the MC for this operation in a semester. §  This area is in attention and will be looked carefully by the MC for a better support.

§  ATTENTION: For entities that have other mature operations, this case will be taken to CSN to evaluate if this operation should be maintained in the entity or not. §  ATTENTION: For entities that don’t have other mature operations, this case will be taken to CSN to evaluate if the entity should continue its operations as a hole.

OUTGOING GLOBAL COMMUNITY DEVELOPMENT PROGRAM

oGCDP

TIERS’ minimums Annual for 2016 DISCLAIMER: to guarantee the Tiers’ Minimums in oGCDP it will be taken in count that you achieve at least 80% of your 2016.2 approved expectation from external market and not IXP, besides achieving the annual tier minimums.

TIER

APD EXP. 1 VP 2 VPS

TIER 1

160

180

TIER 2

120

140

TIER 3

TIER 4

TIER 5

TIER 6

TIER ATTENTION (Semester)

oGCDP

GOAL STAY IN TIER 1

PRODUCTIVITY (APD/member)

2 VPS=180 APD 1 VP=160 APD (YEAR)

OPERATIONAL STRATEGY VP

4 TMP 4 TMP 4 TMP 4 TMP

TIER 1

MA MAN

§  Work with max 4 universities (focus market with bigger number of projects); §  Packaging1 project for 20 RE in the same timeline §  Packaging 2 projects for 10 RE each in the same timeline §  Specialized sales p/ market, advertising processes & EPIs oriented to customer needs and demands; §  Do not work with markets without RE history; §  MKT alignment for a forwarded timeline and supply demand, orienting itself for packaging; §  Competitivity & national presence (CONF. e NSTs); §  Growth mindset oriented to both peak delivery to scale up & global competitivity

IR FOCUS §

4 Local Cooperations – (3 from Latin America / 1 from) = 30% RE

§  §

Weekly Follow Up APD timeline

EDUCATION §  §  §  §  §  §

Project Managem. Packaging International Relations Co-delovery Relation. oGCDP+BO Timeline

EXPECTATIONS: +90 APPROVEDS/SEMESTER

oGCDP

GOAL TO MOVE UP TO TIER 1

PRODUCTIVITY (APD/member)

OPERATIONAL STRATEGY VP PM

4 TMP

TIER 2

APD MAN

2 VPS=180 APD 1 VP=160 APD (YEAR)

§  Work with max 3 universities (focus market with bigger number of projects); §  Packaging1 project for 10 RE in the same timeline §  Packaging 2 projects for 5 RE each in the same timeline §  Specialized sales p/ market, advertising processes & EPIs oriented to customer needs and demands; §  Do not work with markets without RE history; §  MKT alignment for a forwarded timeline and supply demand, orienting itself for packaging; §  Competitivity & national presence (CONF. e NSTs); §  Growth mindset oriented to both peak delivery to scale up & global competitivity

IR FOCUS §

3 Local Cooperations from Latin America = 30% RE

§  §

Weekly Follow Up APD timeline

EDUCATION §  §  §  §  §  §

Project Managem. Packaging International Relations Co-delivery Relation. oGCDP+BO Timeline

EXPECTATIONS: 70 - 89 APPROVEDS/SEMESTER

oGCDP GOAL TO MOVE UP TO TIER 2

PRODUCTIVITY (APD/member)

OPERATIONAL STRATEGY

4 TMP

TIER 3

120 APD/YEAR

APD MAN.

§  Work with max 3 universities (focus market with bigger number of projects); §  Packaging1 project for 15 RE in the same timeline §  Specialized sales p/ market, advertising processes & EPIs oriented to customer needs and demands; §  Do not work with markets without RE history; §  MKT alignment for a forwarded timeline and supply demand, orienting itself for packaging; §  Competitivity & national presence (CONF. e NSTs); §  Growth mindset oriented to both peak delivery to scale up & global competitivity

IR FOCUS §

2 Local Cooperations from Latin America = 25% RE

§  §

Weekly Follow Up APD Timeline

EDUCATION §  §  §  §  §

Project Managem. International Relations Co-delivery Relation. oGCDP+BO Timeline

EXPECTATIONS: 50 - 69 APPROVEDS/SEMESTER

oGCDP GOAL TO MOVE UP TO TIER 3

PRODUCTIVITY (MA/member)

OPERATIONAL STRATEGY

VP PM

3 TMP

TIER 4

PM 3 TMP

80 APD/YEAR

§  Work with 2 universities (focus market with bigger number of projects); §  Timeline forwarding to advertising and guarantee all sign ups until march, so that APD starts since then and the VP can print rhythm in the area; §  Specialized sales p/ market, advertising processes & EPIs oriented to customer needs and demands; §  Do not work with markets without RE history; §  MKT alignment for a forwarded timeline and supply demand; §  VP responsible for IR.

IR FOCUS §

1 Local Cooperation from Latin America = 30% RE

§

Weekly Follow Up

EDUCATION §  §  §  §  §

Project Mgmt. Sales p/ Market Flow Fast EP-management Timeline & Routine

EXPECTATIONS: 35 - 49 APPROVEDS/SEMESTER

oGCDP GOAL TO MOVE UP TO TIER 4

60 APD/YEAR PRODUCTIVITY (MA/member)

OPERATIONAL STRATEGY PM 3 TMP

TIER 5

PM 3 TMP

§  Work with focus market consolidation (preferably 2 PMs in the same university, divided in course areas) or, in case there’s no clear market division, try to work with public/private; §  VP responsible for IR; §  Specialized sales p/ market, advertising processes & EPIs oriented to local cooperations inside the market; §  Team culture oriented to the simple, creating area routine; §  IXP as a base strategy to the creation of an oGCDP culture (internally the oGCDP team must be focused on the GCDP realization).

IR FOCUS §

1 Local Cooperation from Latam) = 40% RE

§

Weekly Follow Up

EDUCATION •  •  •  •

Team mgmt. Timeline Flow Area operational routine

EXPECTATIONS: 30 - 34 APPROVEDS/SEMESTER

oGCDP GOAL TO MOVE UP TO TIER 5

50 APD/YEAR PRODUCTIVITY (MA/member)

VP PM 3 TMP

OPERATIONAL STRATEGY PM 3 TMP

§  Work with only one focus university, with markets only as an organic demand; §  VP responsible for IR; §  Do not work with processes structure (Sales/Delivery), and in order to create area routine, enjoy the task force model (team focused according to timeline and to only one focus process); §  IXP as a base strategy to the creation of an oGCDP culture.

EDUCATION •  •  •  •

Team mgmt. Timeline Flow Area operational routine

TIER 6

EXPECTATIONS: 20 - 29 APPROVEDS/SEMESTER

oGCDP WHAT DOES THIS TIER MEAN? GOAL TO MOVE UP TO TIER 6

2 VPS = 30 APD 1 VP = 20 APD (SEMESTER)

TIER ATTENTION

§  Entities with Tier Attention in oGCDP will automatically turn their focus to this operation. §  ATTENTION: For entities that have other mature operations, this case will be taken to CSN to evaluate if this operation should be maintained in the entity or not. §  ATTENTION: For entities that don’t have other mature operations, this case will be taken to CSN to evaluate if the entity should continue its operations as a hole.

INCOMING GLOBAL INTERNSHIP PROGRAM

iGIP TIER

APD EXP. 1 VP 2 VPS

TIERSâ&#x20AC;&#x2122; minimums

TIER 1

TIER 2

TIER 3

TIER 4

TIER 5

Annual for 2016

TIER 6

TIER ATTENTION (Semester)

iGIP

GOAL STAY IN TIER 1

2 VPS=75 APD 1 VP=65 APD (YEAR)

VP 1 PRODUCTIVITY (APD/member) PM

MAN.

OPERATIONAL STRATEGY

3 TMP VP 2

3 TMP

TIER 1

IR FOCUS

MAN.

§  Market division between VPs to work specialization; §  Each VP with its own partnership portfolio with very clear account & retention strategies; §  Do not outsource the partnership Account Management; §  Each sales team must have a market focus & subproduct very clear in order to specialize and scale up the number of trainees p/ partner in sales time; §  IMPORTANT: work only with profiles & JDs aligned with the cooperation.

§  §  §  §

4 Cooperation p/ VP Cooperation Based On VP’s Focus Sub-product Latin America Focus Weekly Coop Follow Up

EDUCATION §  Crisis mgmt. §  Co-delivery for PMs §  Project/team mgmt. for high volume §  Specialization in account management and account expansion §  Finance strategy

EXPECTATIONS: +45 APPROVEDS/SEMESTER

iGIP

GOAL TO MOVE UP TO TIER 1

PRODUCTIVITY (APD/member)

PM SALES PM SALES

MAN.

3 TMP 3 TMP

TIER 2

3 – 2,5

OPERATIONAL STRATEGY

VP MAN.

PM dELIVERY

3 TMP

2 VPS=75 APD 1 VP=65 APD (YEAR)

§  Balance between keeping partners & evolving markets §  Must have two clear market focuses (might be 2 GT or 1 GT and another GE) and, therefore, knowing the balance between sales, relationship & matching high volume; §  Must attempt to team management Due to high HR & rhythm guarantee in all processes, not desconsidering timeline; §  Strongly bet on consolidating cooperation based on the market; §  LCs that start to have a bigger partnership portfolio and must have clear retention strategies, keeping a high focus on market expansion.

IR FOCUS §  §  §

3 local cooperation Latin America focus Work with cooperation based on sales & specialization

EDUCATION §  Project/team mgmt. §  Account management & market expansion training §  Finance strategy (corner with Fin)

EXPECTATIONS: 20 – 44 APPROVEDS/SEMESTER

iGIP GOAL TO MOVE UP TO TIER 2

40 APD/YEAR PRODUCTIVITY (APD/member)

VP PM SALES

APD MAN.

3 TMP

2,5 - 2

OPERATIONAL STRATEGY ACCOUNT. MN.

§  Focus on market consolidation & subproduct specialization path in a very specific market; §  Might start interacting with GE, since it has a project limit to guarantee GT development; §  Work on area identity & ICX role clarification inside the LC; §  Work with membership retention strategies & positioning inside the LC; §  Focus on growth mindset for VP and PMs, with strong national contact.

IR FOCUS §

2 Local Cooperations based on subproducts, both from Latin America

EDUCATION •  •

Team mgmt. Sales and Process Optimization training for PMs & members

TIER 3

EXPECTATIONS: 15 – 19 APPROVEDS/SEMESTER

iGIP GOAL TO MOVE UP TO TIER 3

PRODUCTIVITY (MA/member)

VP PM 3 TMP

TIER 4

2 – 1,5

30 APD/YEAR

OPERATIONAL STRATEGY §  Focus on area culture & VPs ambition; §  Work enterpreneurship & analytic capacity, defining a very clear market focus acting; §  Search for local and national GCPs that will increase committee’s credibility; §  Strategy based on selling Latam and with an Account Management focused on the VP; §  Get team to be simple and does not take excuses; §  Focus on breaking Mindsets and building a very strong operational routine; §  Processes division is not recommended; §  Work with membership focus and most importantly implementation.

IR FOCUS §

Work only with Latin America through the National Matching team

EDUCATION •  •  •

TEAM Mgmt. Sales and Why GIP training Timeline and Process Optimization

EXPECTATIONS: 8 – 14 APPROVEDS/SEMESTER

iGIP GOAL TO MOVE UP TO TIER 4

15 APD/YEAR

TIER 5

iGIP WHAT DOES THIS TIER MEAN? GOAL TO MOVE UP TO TIER 5

2 VPS=8 APD 1 VP=4 APD (SEMESTER)

TIER ATTENTION

§  ATTENTION: Cases of Tier Attention in GIP will be taken to CSN to evaluate if this operation should be maintained in the entity or not.

OUTGOING GLOBAL INTERNSHIP PROGRAM

oGIP TIER

APD EXP. 1 VP 2 VPS

TIERSâ&#x20AC;&#x2122; minimums

TIER 1

TIER 2

TIER 3

TIER 4

TIER 5

Annual for 2016

TIER 6

TIER ATTENTION (Semester)

oGIP

GOAL STAY IN TIER 1

2 VPS=70 APD 1 VP=60 APD (YEAR)

VP GE PM GE

3 TMP

PM PROJECTS

PM IR

3 TMP

2 TMP

VP LONG TERM PM VD

3 TMP

PM SUBPRODUTO 1

3 TMP

TIER 1

PM SUBPRODUTO 2

3 TMP

PRODUCTIVITY (APD/member)

OPERATIONAL STRATEGY ▪  Specialized focus for each VP (GE e Long Term); ▪  Expansion to markets not yet explored - Long Term VP with one value delivery team responsible for sales alignments and teams divided based on issues of each subproduct; GE VP with one IR team and team of projects for organic demands. ▪  Approved timeline forwarding for the second week of october (Q4 with total focus on approval including pipeline generation, focusing on oGIP sustainability); ▪  Work with project recruiting; ▪  Global & regional ranking competition; ▪  IXP as an LC culture; ▪  Internal pipeline for LCVP 2017

IR FOCUS §

§

High volume Cooperation (Latin America, CEE – for GE – and Índia) by subproduct; 5 Local Cooperations (10 to 15 EPs for each LC); essential for Teaching & GE

EDUCATION ▪  How to manage high performance teams; ▪  New Customer Flow; ▪  Focus in projects with ICX to scale up.

EXPECTATIONS: +50 APPROVEDS/SEMESTER

oGIP

GOAL TO MOVE UP TO TIER 1

PRODUCTIVITY (APD/member)

VP PM SUBPRODUTO 1

3 TMP

OPERATIONAL STRATEGY

PM SUBPRODUTO 2

PM SUBPRODUTO 3

3 TMP

TIER 2

▪  Cluster with max 3 subproducts, although it needs to be specialized in at least 2 of them (which will receive greatest attention for timeline work, MKT corner & membership); ▪  Q3 directed to IR cooperations, timeline alignments (mainly the ones that were previously cooperated); ▪  Q4 with total focus on Approved and pipeline generation (EPs and membership); ▪  Attention point regarding productivity and membership retention, since this team must be very big; ▪  Recruitiment for National Projects; ▪  Internal pipeline for LCVP 2017.

2 VPS=70 APD 1 VP=60 APD (YEAR) IR FOCUS §  High volume cooperation (Latim America, WENA: for IT & BA MKT.: CEE and Índia); §  3 to 4 local Cooperations

EDUCATION ▪  How to manage high Performance teams; ▪  New Customer Flow; ▪  Specialization focus.

EXPECTATIONS: 30 - 49 APPROVEDS/SEMESTER

oGIP

GOAL TO MOVE UP TO TIER 2

PRODUCTIVITY (APD/member)

VP PM SUBPRODUTO 1

PM SUBPRODUTO 2

3 TMP

TIER 3

OPERATIONAL STRATEGY IR MAN.

2 VPS = 60 APD 1 VP = 50 APD (YEAR)

▪  VP focusing on 2 subproducts; ▪  Attention with membership, focusing a lot on area routine, reduced and more coherent teams; ▪  IR manager working with MKT to have efficient campaigns aligning S&D and to enhance the relationship in corner; ▪  oGIP culture on LC, mainly the ones focused on GCDP; ▪  Attention to timeline work; ▪  Local operations scale up starting on Q3 to guarantee a Q4 with EPs directed to the correct countries; ▪  Pipeline generation.

IR FOCUS §

2 to 3 Local Cooperations according to Focus Subproduct (Latin America, CEE And India);

EDUCATION •  •  •  •

Membership productivity; IR; New Customer Flow; Timeline according each subproduct.

EXPECTATIONS: 20 – 29 APPROVEDS/SEMESTER

oGIP GOAL TO MOVE UP TO TIER 3

35 APD/YEAR PRODUCTIVITY (APD/member)

VP PM SUBPRODUTO

3 TMP

TIER 4

2 IR FOCUS

OPERATIONAL STRATEGY IR MAN.

▪  ▪  Focus only in 1 subproduct which one needs to be the head one in the area; ▪  oGIP culture in area (ambition, clear and adapted microprocesses to the LCs reality); ▪  Sales alignment made up front the subproduct profile, LC specialization and cooperated countries; ▪  IR manager working with MKT to have efficient campaigns aligning S&D and to enhance the relationship in corner; ▪  Pipeline of EPs for 2017.

2 Local Cooperations (Latin America and India) at least 5 EPs per Cooperation

EDUCATION •  •  •  •

oGIP Culture; Area Routine; New Customer Flow; Simpler & Clearer Processes.

EXPECTATIONS: 10 – 19 APPROVEDS/SEMESTER

oGIP GOAL TO MOVE UP TO TIER 4

20 APD/YEAR

TIER 5

oGIP WHAT DOES THIS TIER MEAN? GOAL TO MOVE UP TO TIER 5

2 VPS = 10 APD 1 VP = 5 APD (SEMESTER)

TIER ATTENTION

§  ATTENTION: Cases of Tier Attention in GIP will be taken to CSN to evaluate if this operation should be maintained in the entity or not.

MARKETING

MARKETING OGX ENTITY FOCUS TIER

GCDP

GIP

TIERS’ minimums

TIER 1

TIER 2

TIER 3

TIER 4

TIER 5

Annual for 2016

TIER 6

TIER ATTENTION TIER ATTENTION TIER ATTENTION

MARKETING GOAL TO STAY IN TIER 1

TIER 1 IN OGX FOCUS

TIER 1

110 â&#x20AC;&#x201C; 90 MATCHES

MARKETING GOAL TO MOVE UP TO TIER 1

TIER 1 IN OGX FOCUS

TIER 2

MARKETING GOAL TO MOVE UP TO TIER 2

TIER 2 IN OGX FOCUS

TIER 3

MARKETING GOAL TO MOVE UP TO TIER 3

TIER 3 IN OGX FOCUS

TIER 4

MARKETING GOAL TO MOVE UP TO TIER 4

TIER 4 IN OGX FOCUS

TIER 5

MARKETING GOAL TO MOVE UP TO TIER 5

TIER 5 IN OGX FOCUS

TIER 6

MARKETING GOAL TO MOVE UP TO TIER 6 GCDP

TIER 6 IN OGX GCDP GOAL TO MOVE UP TO TIER 5 GIP

TIER 5 IN OGX GIP

TIER ATTENTION

FINANCE

TIERS’ minimums Annual for 2016

TIER

Monthly Turnover

Working Capital

Financial Reserve

Debt with MC

TIER 1

R$35.000,00

R$18.000,00

R$25.000,00

No debt

TIER 2

R$20.000,00

R$14.000,00

R$12.000,00

No debt

TIER 3

R$15.000,00

R$10.000,00

R$6.000,00

No debt

TIER 4

R$7.000,00

R$2.000,00

No debt

TIER 5

R$7.000,00

-‐

Debt less than cash

TIER 6

-‐

TIER ATTENTION

Debt greater than cash

FINANCE HAVE NO DEBT WITH MC MONTHLY TURNOVER

WORKING CAPITAL

R$ 35.000,00

R$ 18.000,00

TIER 1

FINANCIAL RESERVE

R$ 25.000,00

FINANCE HAVE NO DEBT WITH MC MONTHLY TURNOVER

WORKING CAPITAL

FINANCIAL RESERVE

R$ 20.000,00

R$ 14.000,00

R$ 12.000,00

TIER 2

FINANCE HAVE NO DEBT WITH MC MONTHLY TURNOVER

WORKING CAPITAL

FINANCIAL RESERVE

R$ 15.000,00

R$ 10.000,00

R$ 6.000,00

TIER 3

FINANCE HAVE NO DEBT WITH MC MONTHLY TURNOVER

WORKING CAPITAL

FINANCIAL RESERVE

R$ 7.000,00

R$ 2.000,00

TIER 4

FINANCE DEBT LESS THAN CASH

TIER 5

MONTHLY TURNOVER

WORKING CAPITAL

R$ 7.000,00

FINANCE

DEBT GREATHER THAN CASH

TIER ATTENTION

TALENT MANAGEMENT

TALENT MANAGEMENT TIER

ENTITY CLUSTER

TIERS’ minimums

TIER 1

CLUSTER 1

TIER 2

CLUSTER 2

TIER 3

CLUSTER 3

TIER 4

CLUSTER 4

TIER 5

CLUSTER 5

Annual for 2016

TIER 6

CLUSTER 6

TALENT MANAGEMENT ENTITY IN CLUSTER 1

TIER 1

TALENT MANAGEMENT ENTITY IN CLUSTER 2

TIER 2

TALENT MANAGEMENT ENTITY IN CLUSTER 3

TIER 3

TALENT MANAGEMENT ENTITY IN CLUSTER 4

TIER 4

TALENT MANAGEMENT ENTITY IN CLUSTER 5

TIER 5

TALENT MANAGEMENT ENTITY IN CLUSTER 6

TIER 6

Augusto César Valle

THANKS! ORGANIZATIONAL DEVELOPMENT AIESEC in BRAZIL

MCVP OD 16/17 augusto.cesar@aiesec.net

Arthur Victor Ferreira

João Pedro Pace

MC OD Man 16/17 arthur.victor@aiesec.net

MC OD Man 16/17 pedro.pace@aiesec.net

Ikaro Castro

Thiago Nobre

MC OD Man 16/17 ikaro.castro@aiesec.net

MC OD Man 16/17 thiago1.nobre@aiesec.net