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aiesec

united states

VP Management

JD Recap

• Human Resources Management
• Exchange Management
• Finance & Legal Management
• External Representation
• National Accountability

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40%

45%

5%

5%

5%

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Key Areas of Responsibility:

With a bunch of activities under each one

JD Recap

• Human Resources Management
• Exchange Management
• Finance & Legal Management
• External Representation
• National Accountability

​

40%

45%

5%

5%

5%

​

​

Key Areas of Responsibility:

With a bunch of activities under each one

But is it always so clearly divided?

You know it’s not

Elevating Operations

As LCP, you’re not the one actually “doing” operations. Yet, you are the main responsible for driving operations in your LC and make sure they are happening. The most important thing you can do is have a strong management routine with your operations VPs where you know what kind of questions to ask, and what resources they should be checking/utilizing on a consistent basis

How to use this resource

• Questions to ask your VPs in O2Os
• Check the list of suggested questions for each stage of the customer flow
• Based on the time of year and your LC reality, prioritize which kinds of questions are most relevant for your O2O
• Make sure you follow up on the answers after the O2O and revisit any open items in the next
• Routines and tools to check for Accountability:
• Check their attendance in network and coaching calls
• Check their engagement in newsletters and NEC completion
• Remind them of the tools and make sure they are updating them in time

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There are two main things you can find in here:

LCPs Guide to Elevating

Marketing

Pre-Attraction

Attraction

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Pre-Attraction

• Have you completed market research for each product?
• Who are the customer segments (buyer personas) that exist in our market?
• Which of them do we plan to target?
• Who is our target persona for each product?
• How do we plan to reach them? Through what channels?
• How many of them exist on our campus (or in our market)?
• Which country partner should we advertise to each target persona? Do you have a plan for this?
• EX: We will be advertising Argentina SDG 4 opps to the Hannah persona

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Ask your VP these questions during your O2Os before attraction peak

Attraction

Marketing Calendar �Do we have our marketing activities planned out at least a month ahead of time? Does our calendar show who we are targeting with each activity?�Are our marketing activities targeted? Do they only sell one product & only partner countries in each channel? (EX: only selling oGV to Morocco & Mexico at a tabling)�Does our calendar have at least 6 activities planned a week?

Synergy with oGX �Do we have a plan to reach our target persona for each product? Is this downscaled & aligned with the oGX teams?�What is our strategy to increase % SU - APP?

Ask your VP these questions during your O2Os to make sure operations are on track

Attraction

• # activities completed for each channel
• # opens/referrals for each channel
• Highlight most effective & least effective channel for the last week
• # opens for the month (plan vs. achieved)
• % op - applied for the month (plan vs. achieved)
• # applicants to country partners (or to campaign target) for the month
• Have them highlight any bottlenecks they see & review what their plan with oGX is to overcome these bottlenecks (output from synergy meeting)

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Have your VP report on these during EBM to ensure operations are on track

ACCOUNTABILITY

Routines to track

Newsletters, Network Call, Coaching Calls, NEC

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Tools to check your VPs on:

Template calendar HERE

MKT tracker HERE

LCPs Guide to Elevating

oGX

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Consideration

Preparation

Experience

Post-Experience

Consideration

• Lead Nurturing - Are we contacting all our opens within 24 hours? Are we following up with them daily afterwards, whether or not they respond initially? How are we supporting our leads in finding projects they are interested in? How can we better support them?
• Consultancy Meetings - Are we hosting spaces for us to help our EPs? Are EPs utilizing these spaces? Are CMs resulting in applicants? How can we improve?
• Consideration Process - Do our EPs know what they should be doing by when? Are we sticking to our timeline and process? Are we setting deadlines for our EPs and holding them accountable to them?

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Ask your VP these questions during your O2Os to make sure operations are on track

Consideration

• International Relations- Are your EPs applying to country partners? LC partners? What are the extra steps needed for your EP to apply? Are you in communication with the partner to get them accepted?
• Acceptance to Approval Process - Has the EP paid? Did you double check it went through? Have they signed the acceptance note and taken their initial LDA? Have you approved them on EXPA? Has the OP Manager approved them?

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Ask your VP these questions during your O2Os to make sure operations are on track

Preparation

• What needs to get done before our EPs leave? Make sure you have all your EPs logistical information in your LC tracker.
• Has all the necessary paperwork been completed by our EPs? Including: iSOS, STEP, Health Insurance, Visa, University Paperwork. Do you have proof of the first two for the OGX Audit?
• Have we hosted an Outgoing Preparation Seminar for all of our EPs to better prepare them for their experience? Have we done proper expectation settings with all our EPs?
• Have we spoken to the host LC to make sure housing and airport pick up are confirmed?

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Ask your VP these questions during your O2Os to make sure operations are on track

Experience

• Check weekly, how are all our current EPs doing?
• Has each EP gone through IPS?
• Have we had a virtual touchpoint with each EP in the last week?
• What support could they use from us?

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Ask your VP these questions during your O2Os to make sure operations are on track

Post-Experience

• Reintegration Seminar - Has an invite been sent to all EPs? Did we host it? Have we spoken to them about potentially joining our LC? Have we given them the space to debrief with us after their experience?
• Showcasing - Have we asked all of our EPs to submit showcasing material? Have we sent those pictures, videos, and stories to the MC to be posted?
• Net Promoter Score filled - Have all of our EPs filled out NPS upon return? Have we spoken to our EPs about speaking at an LCM to encourage IXP?
• Standards Survey Filled - Have all of our EPs filled out the Standards Survey upon return? They can go to aiesec.org → My Profile → My Applications to find it.

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Ask your VP these questions during your O2Os to make sure operations are on track

ACCOUNTABILITY

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Routines to track

Newsletter, Network Call, Coaching Calls, NEC, weekly synergy with marketing responsible

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Tools to check your VPs on:

Your LC oGX tracker

Check EXPA daily and make sure opens are being contacted (and marked as contacted)

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LCPs Guide to Elevating

iGTa

Attraction

Consideration

Preparation

Experience

Post-Experience

Attraction

• Review of last week - Who did we meet with last week? What were the outcomes of these meetings? How did the members do?
• Evaluating Current Leads - Which leads are dead and not worth pursuing? What will you do to follow up on positive responses? For any follow up meetings - what do you need to prepare before and what needs to happen during this meeting? If you’ve received a signed contract, what are the next steps? When will this opportunity be opened on EXPA? Other follow up questions: What do you think has a 50% likelihood of closing? By which date?
• What is happening this week - Who are we meeting with this week? How many members have booked meetings? Are there any other resources we can be utilizing that we haven’t yet? BoA? Alumni? Do we have any current partners we can upscale?

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Ask your VP these questions during your O2Os to make sure operations are on track

Consideration

• Partner State - Make sure you know exactly where the camp/partner is. How many opens do we have? How many of these are unapproved?
• Sourcing - How many applicants have we gotten? When was the first shortlist deadline with the company? Can we send one earlier?
• Shortlist Sent - Set a deadline to hear feedback on the shortlist. Make sure to support the company with interview scheduling to make this move faster.
• Interviewing - What is the interview process? How close is the company to making a decision? What feedback did they have?
• J1 Visa - What documents do we have and which ones do we need? Is the EP approved on EXPA? When will this happen?

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Ask your VP these questions during your O2Os to make sure operations are on track

Preparation

• Timeline- What needs to get done before our EPs arrive? How many EPs do we have arriving at what time? Make sure you have all their arrival information in the LC tracker.
• Logistics - Who is responsible for the airport pickup for each EP? Who is responsible for taking the EP to their first day of work? Who is the EP’s buddy? Does each EP have housing set up? If not, who is responsible for it? Is the Incoming Preparation Seminar ready? Who do I need to engage from the LC to help with reception?
• Expectation Setting - Have we done a proper expectation setting with the company? With the EP? Have we aligned co-delivery with the EPs host LC?

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Ask your VP these questions during your O2Os to make sure operations are on track

Experience

• Current EPs- How are our current EPs doing? Has each EP gone through IPS? Have we had a touchpoint with each EP in the last 2 weeks? What do they love about the experience? How can we improve the experience? Any feedback for the company? Are we tracking the development of our EPs? Are they working towards their goals? How are we engaging them with our LC?
• Current Partners - How are our current partners doing? Have we had a quarterly check in with each partner? What do our partners love about working with us? How can we improve? Which partners should we approach for upscaling? For reraising? For referrals? How can we engage our partners further?

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Ask your VP these questions during your O2Os to make sure operations are on track

Post-Experience

• Did you ask to your EPs to fill the standards survey?
• Did you have the final feedback call with your EP to find out points of improvement?
• Did you have a partner meeting with your partner to give you feedback from their experience?
• Did you follow up on any conversations around upscaling, reraising, or referrals with this partner?

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Ask your VP these questions during your O2Os to make sure operations are on track

ACCOUNTABILITY

Routines to track

Biweekly Newsletter, Network Call, Coaching Calls, NEC

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Tools to check your VPs on:

Visas in iGT Podio Space

Invoices in iGT Podio Space

Check EXPA for accepteds to see what is missing to get them approved

ACTION ITEM

Newsletter comment: Share a GCP on what has worked for you when managing operations. Also, what is something you need help with when managing operations?

Please help each other out!!

Elevating Back Office

Some of you have noted you still are not sure how to manage your back office VPs. This resource can be used for checking exactly what your VPs should be doing, what you can be checking with them in O2Os, and some routines and tools you can use to track them.

LCPs Guide to Elevating

Membership Experience

What does MXP NOT do?

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O2Os with members

Manage & run every LCM

Retreats

Plan socials

Operations

Gala

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Just to be clear, this is NOT the MXP JD

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% OF MEMBERS ACHIEVING THEIR GOALS

What is the ultimate measure of success for MXP?

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Remind me, what are KPIs for MXP???

% MX Standards Implemented

% Retention

% P/A Talent Capacity

% Leadership Pipeline

# People applying for another role

# MX-Ops Synergy Meetings

% NEC Completion

% NPS of LC

% IXP

% Conference Attendance

Let’s break it down

YES! It does look like quite a lot, but it doesn’t need to happen all at once.

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What should I be checking with my VP?

• Did they plan the ideal #HR per function? And the ideal # to recruit?
• Did they account for your LC’s retention rate?
• Do they have a recruitment OC (so the entire LC doesn’t focus on recruitment) & did they deliver “Train the Recruiters” to the OC?
• Do they have 1 unified AIESEC pitch/hook?
• Such as: Pitching “what you gain in AIESEC (sales, communication, perseverance, etc)”
• Did they backwards plan?
• #People -> #Applicants -> #Signups -> #Activities
• Are they setting the right expectations from the first contact?

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• Did they give feedback to the candidates on why they were chosen?
• Did they get feedbacks from the new members on how to improve each part of the recruitment flow for next semester? (ex: expectations setting, pitch/hook, communication, etc.)

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Ask your VP these questions during your O2Os to make sure you are elevating in people

already happened

now

What is this again?

This process ensures that the member is aware of: their current performance and what should be improved, as well as what to develop. It creates an ecosystem to enable them to learn: 70% of learning coming from practical experience, 20% from peers, and 10% from formal education. It consists of:

1. Performance Management

2. TL Capacity Building

3. National Education Cycle

4. MX Standards

What should I be checking with my VP?

EDUCATION (NEC/LEC)

• What is stopping our members from achieving their goals? How can we incorporate that into our Local Education Cycle?
• What is the status of NEC completion in our LC? How are you liking your NEC?

TL CAPACITY BUILDING

• Which team standards do our TLs or VPs need more support with? What does NMS say?
• How should we train them in this area of team standards?

MX STANDARDS

• What’s the status of each TL/VPs team standards delivery? What does NMS say?
• How is this impacting operations & members achieving their goals?

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Ask your VP these questions during your O2Os to make sure you are elevating in people

Retention

This process is about nurturing and engaging our talent to perform more, be more satisfied with their team experience, and have a long-term career plan in AIESEC. MXPs backlog is to assess and infer from engagement and potential at all times. It consists of:

1. Rewards and Recognition

2. Engagement Assessment (NMS)

3. Succession & Retention

What should I be checking with my VP?

REWARDS & RECOGNITIONS

• What are the criteria for rewards? And for recognitions?
• Do you know how each member or team wants to be rewarded or recognized?
• What is the iCOMM plan for this? How are we making it engaging & exciting?

ENGAGEMENT ASSESSMENT (NMS)

• When are we taking NMS? How can we explain the importance of it to our members?
• When/How will we review the data & insights? What does this mean?
• What are the action plans for each TL/VP and how are you tracking/following up on it?

SUCCESSION & RETENTION

• How can we nurture pipeline in our LC actively?
• Who is interested in applying for another role? Why? How can we ensure?
• Who is not interested? Why? What can we do?

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Ask your VP these questions during your O2Os to make sure you are elevating in people

Reporting

This process happens across the other MX Processes, as Reporting must be established to keep track of all MX’s performance indicators. Through reporting we understand the bottlenecks that MX can work on, towards ensuring Members achieve their goals.

1. National Reporting

2. Monthly Reporting

3. Reporting Process

4. Knowledge Management

REPORT - What should I be checking with my VP?

NATIONAL REPORTING

• Did you take the SONA this month?
• What is our LC’s NMS Completion %?

MONTHLY REPORTING

• How can we improve your EBM reporting? And monthly review reporting?
• What are the things that should be covered in these reporting meetings?

KNOWLEDGE MANAGEMENT

• How can we centralize all our knowledge in the LC?
• Does everybody know about the aiesecushub.org and what they can find there?

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Ask your VP these questions during your O2Os to make sure you are elevating in people

ACCOUNTABILITY

Routines to track

Newsletter, Network Call, NST Coaching Calls, NEC

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Tools to check your VPs on:

NMS

Goal Achievement Tracker

MX Standards Tracker

R&R Tool

LCPs Guide to Elevating

Finance

What should I be asking my VP Finance?

• What is our budget achievement this past week/month?
• What is our profitability from this week/month? What progress was made on our debt reduction plan? How can we increase this in the next week/month?
• What is the ROI of our most recent investment? What investments should we make? Why, and what would be the expected ROI? Are we able to make any investments in our membership? (conference fees, R&R, etc.)
• Do we have any outstanding Accounts Receivable? What are the immediate next steps in collecting it?
• What is the % of our Finance Standards implementation? How can we make progress in our lowest standards?
• Are you set to complete the next National Finance Survey on time? What insights did you get from it?
• Are you ready to submit everything for the next audit on time? What else is needed?
• Where did we end up from our LoCo? Did we make a profit or a loss and how can we improve next time?

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Ask your VP these questions during your O2Os to make sure you are improving in financial health:

What should my VP Finance be doing?

• Report financials in EBM
• Look and cross reference with Intacct
• Update Wave account
• Check any Podio request updates
• Update budget tools

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Weekly:

What should my VP Finance be doing?

• National Finance Survey
• OGX Corner Meeting (APDs payment check, potential investments/financial support, P/A of budget goals, exchange audit check)
• ICX Corner Meeting (Accounts Receivable & invoice check, realized check, realization timeline and projections, P/A of budget goals, exchange audit check)
• Back office meeting with MXP, LCP meeting
• NEC Materials & action items
• Network call & O2O with coach
• NMS

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Monthly:

What should my VP Finance be doing?

• Transition - November through January
• Board of Advisors meeting and report - quarterly
• ROI and budget tracking of any projects or investment - as needed
• Audit - twice a year

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Ad Hoc:

ACCOUNTABILITY

Routines to track

Newsletter, Wave Account, Network Call, Coaching Calls, NEC

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Tools to check your VPs on:

Wave weekly

Your LC Budget Tool

Your LC Debt Reduction Plan

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“Your success is not just measured by the success of your term, but by the success of the term after you”