Flexible  structures
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
What is a flexible structure?
Having a structure that is not limiting our talent capacity but actually enhancing it and helping us to grow
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
WHY? More people and more experiences aligned to the delivery of 2015
Focused Productivity leading to GCDP GIP growth
BeHer learning for the individual
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
Process flow A. Structure Evaluation • Evaluate your structure and timeline of positions • can the Job be done in a shorter time? Or does it need this time to be efficient? • Can the position be divided into 2 terms or it’s very interconnected that it needs the same person? • Are there small/ temporarily tasks in the LC/ MC with no responsible?
B. Structural change 1. Re-structure the current positions into shorter experiences 2. Create new positions (For roles that I need temporarily that could be created) 3. Customize job descriptions
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
Process flow C. Customized planning:
• Short term goals & planning • Short term & Long term member development plan D. Implementation & tracking:
• Efficiency E. Succession:
• Alignment & continuation between 2 roles • Plan alignment • Knowledge transfer
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
Principles of Flexible structure • Structure needs to enable an entity to achieve goals (GIP GCDP through increased TMP TLP) in the easiest possible manner. • Roles and responsibility of each position needs to be clearly defined. • Structure should be completely aligned with TM processes like recruitment, education, pipeline management and leadership development.
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
Suggestions Â
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
Two kinds of structures JD Based:
Project Based:
What is it? – When every member has a What is it? – When an individual is defined job role and is only working on a working on multiple things within a specific task. project. When to use? – When an LC is doing a high When to use? – When an LC is not doing a volume of exchanges in the particular high volume of exchanges in the particular programme. programme. AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
iGCDP • • •
Project Based structure depending on number of projects the LC is running. The duration can be between 3-6 months The number of people in a team depends on the exchange goal.
Example of Project Based: VP iGCDP
TL HIV AIDS
TL Environment
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGCDP •
• •
Structure can be based on Projects, specific countries or universities the LC is present in or wants to target or just JD Based depending on the peak. Duration of the team can be 3-6 months. In case of LCs with large volumes, it is advised to have someone responsible for Preparation and Re-integration.
VP oGCDP
TL HIV AIDS
TL Environment
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGCDP •
Example of TLs for specific Countries:
In a city based LC with many universities.
VP oGCDP
Country X
Country Y
members
members
VP oGCDP
TL University X
TL University Y
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGCDP JD based example for LC with high volume of exchanges: VP oGCDP TL Raising
TL Matching
TL Delivery
members
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
iGIP • Structure for iGIP can be based on sub-products. • The LCVP iGIP has to identify the best market sub-products to work with depending on LC reality and supply from the network. • Teams can be 3-6 months. • Once these markets are picked, teams can be based on subproducts. VP iGIP
TL – Marketing sub product
TL-‐‑ Teaching sub product
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
iGIP •
Example of JD based with high volume of exchanges:
VP iGIP
TL Raising
TL Matching and IR
TL delivery
members
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGIP • • •
Structure for oGIP can be based on sub-products. The LCVP oGIP has to identify the best market segments/universities to work with depending on LC reality and supply from the network. Once these markets are picked, teams can be based on subproducts. VP iGIP
TL –IT sub product
TL-‐‑ business administration
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGIP • Teams can be 3-6 months. • Example of JD based when an LC is doing high volumes. VP oGIP
TL Raising
TL Matching and IR
TL Preparation
members
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
oGIP It is important for entities to tap into their Alumni Network especially recent alumni for OGIP. And it is advisable to have a TL handling that. Alumni responsible Project based Alumni responsible for JD based
VP iGIP
VP iGIP
TL –IT sub product
TL-‐‑ business administration
Alumni delivery
members
members
members
TL Raising
TL Matching
Alumni delivery
members
members
members
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth
What to be careful of if you evolve LC structure • All processes need to be optimized if roles are of shorter duration. • Education platform needs to be strong so members get access to all information easily. • Quarter wise review of the structure to check progress and make changes if necessary. • LCs need to have cross functional teams contributing to exchange and operations.
AIESEC International 12-13 | Talent Capacity driving GIP and GCDP Growth