Value Del Delivery ivery Bucket List
Intro As we strive towards becoming a customercentric organization, we move our focus to providing better value delivery for our customers. But how, you may ask?
Inside this booklet, you will find a Value Delivery Bucket List, which is essentially a directory of the things you can do, yet also is not limited to it. Do keep in mind, this is a general framework that you can use as a basis. You have the ability to build upon this according to the needs of your entity. We’re just getting you started!
Let’s Get Things Straight By delivering SnS, AIESEC facilitate an Inner & Outer Journey that develops the Leadership Qualities of our customers.
3 parts of AIESEC’s LDM
1 The Leadership Qualities
2 The Inner & Outer Journey
3 Standard and Satisfactions
VD Bucket List OGX
LDA
Preparation
ICX
IPS
Experience Mapping
OPS
JD execution
BA preparation
Virtual Delivery
LEAD facilitation
Story collection
VD Bucket List For OGX
VD Bucket List OGX 1
2
3
4
LDA
Preparation
OPS
BA
How to make EP take the assessment properly?
How to explain EP about LDM?
What content should it include?
How EP is going to be debriefed about the LDA result?
How to facilitate LEAD before exchange?
How to facilitate cultural preparation?
How to set goals based on LDA result?
How to train members for LEAD delivery?
How to facilitate entity specific facilitation?
How to align EPs experience with host entity?
preparation How to help EP to create content based on leadership development?
How to harvest EPs stories?
1
Leadership Development Assessment LDA is the key tool we use to assess the Leadership Qualities of an EP. It provides insights on an EP’s development based on the Leadership Qualities and the Defining Elements.
What is LD A ?
Each applicant on the Opportunity Portal needs to fill one LDA before its experience starts. This is a compulsory step in order for the applicant to proceed with applying for opportunity. Based on the 12 defining elements of the leadership quality of AIESEC’s Leadership Development Model, we assess 4 measuring characteristics for each defining elements. So in total, 48 questions are being asked in the assessment. The assessment is based on self image, meaning the Exchange Participant assess himself or herself based on the his or her own perception. An Exchange Participant will also receive the exit assessment. The difference here is that, the Exchange Participant will not only do an assessment based on his or her self image, but also assess how much AIESEC have contributed to their leadership development.
4 Leadership Qualities
12 Defining Elements
48 Measuring Characteristics
Initial LDA Consists of 48 questions
48 questions based on Self Image
Exit LDA Consists of 96 questions
48 questions based on Self Image
48 questions based on AIESEC’s contribution
1
Leadership Development Assessment
Q1 How to make EP take the LDA properly? Correct expectation setting
From the very first interaction with the customer in the Attraction phase, we need to set the correct expectation that AIESEC is providing a leadership development experience. This should be clearly reflected in the marketing message.
Do Educate the member the importance of LDA by letting them take the LDA
Membership education
As our members are interacting with the EPs constantly, it is very crucial for our members to understand the value of the LDA. This could be achieved by having an education session and guiding the members to take the LDA themselves. Explain the value of the LDA
At the end of the day, the LDA provides a scientific measure for our EP’s leadership development. By explaining the Initial and Exit logic of the LDA, you can tell EP that they can track their progress of leadership development.
Don’t Urge EP to randomly take the LDA, this will jeopardise the whole point of AIESEC’ essence.
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Leadership Development Assessment
Q2 How to debrief the LDA result to the EPs? Show LDA result on Opportunity Portal
In EXPA, you can find your EP’s LDA result. The first step is to make awareness of this result to your EP. Make sense out of the LDA
By clicking on the score of each Leadership Quality, you are able to see the detailed review of the result. Way forward
Based on the result of the LDA, an EP manager can start customising the preparation of the EP based on: • Goal setting • Preparation customisation
1 Q3
Leadership Development Assessment How to set goals based on LDA result?
Set goals based on the Leadership Qualities
Track leadership development
As EP manager, based on the LDA result, we can clearly choose the focus of development. For example, if an EP is assessed LOW in solution oriented, the EP manager can set a goal with the EP with the focus of solution oriented. In this way, we are able to set goals not so randomly, but based on the leadership development of the EP.
This will be a good time to remind the EP the importance of the exit assessment. Because only based on the exit assessment, we can draw conclusion on how much the EP has developed his or her leadership in the experience and also check how much of this development is based on AIESEC’s contribution.
As of now, there is no framework of goal setting and preparation based on the LDA result. However, we encourage the network to create such framework and processes.
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Preparation Preparation is consisted of how to explain LDM for EPs and how to provide
What is Preparation ? LEAD before they go on exchange, On the other side it includes how to train your members for LEAD delivery and how to align the EP experience with the host entity.
for EPs
Q1 How to explain LDM to the EPs? AIESEC is about leadership development. For our organization, it means we want to develop the following 4 Leadership Qualities: the ability of empowering others, being a world citizen, solution oriented and self aware. We are able to develop these leadership qualities by providing an EP an inner and out journey with our exchange. An outer journey is facilitated by AIESECers through the minimum standards and the inner journey will only happen when the outer journey is in place.
Q2
How to facilitate LEAD before exchange?
Based on LDA results of the EP, we can promote LEAD Spaces. These spaces will be simple sessions that indirectly work with the understanding and awareness of the 4 leadership qualities, so the EP can understand better and when it is actually realising its exchange, it can take actions based on the awareness got from these sessions. The LDA results will be used to suggest to the EPs which spaces he can participate, but he or she is free to choose the sessions of the qualities that make more sense. These sessions can be delivered during the period before OPS or if necessary, according to reality, during OPS.
2
Preparation for members
Q3 How to train members for LEAD delivery? Education based on these steps: 1. Educate what LDM is in a very simple but detailed way.
2. Educate members on how to create LEAD Spaces and how to facilitate them. 3. Create support material for them to consult. 4. Suggestion: Use external partners to help us on how to develop useful LEAD Spaces. 5. Suggestion: The entity can have a national training team to help on the education of the network about this subject.
Q4 How to align EPs experience with host entity? Co-delivery is the secret here. The Co-delivery agenda must contain OPS and IPS agendas that complete each other. It is even possible to have ICX from the partner present via Skype. Besides that, the EP fills a form with expectations and goals, which is sent to ICX, so they can work on that. Have a Co-delivery Tool to measure standards of the Co-delivery (define measurements and then create the tool).
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Outgoing Preparation Seminar
What is OP S ?
What is the main outcome ?
Seminar which is conducted by sending entity in order to prepare the Customer for his/her Leadership Experience Development
-Clear Alignments between sending entity and the EP, in terms of responsibilities -Clear expectations for the EP for his/her experience -Clear Cultural Preparation for the EP;
Q1 What content should it include? OPS should include content with the following priorities:
- Personal Understanding: know how the EP connects himself with the experience and personal ambitions; - AIESEC Understanding: AIESEC Way, Leadership Development Model(SnS;; - Showcasing of previous experiences with Returnees; - Project Scope and JD Clarity; - Goal Setting & Expectations toward the experience; - Customer Alignments: XPP, NPS, Case Solving Procedures; - Soft Skills Development, like Project Management; - EP & SE Obligations; - SDG Alignments within the experience - AIESEC Opportunities besides exchange: Membership, Host, YSF,
3
Outgoing Preparation Seminar
Q2 How to facilitate cultural preparation? A seminar is preferred with as many EPs of the peak/wave as possible. This can be managed, ideally as 1-2 Day Agenda, and having TM (because of Reintegration and IXP Strategies) and OGX as facilitators of the space
Q3 How to facilitate entity specific preparation? Thinking of co-delivery, some points that should be aligned by the SE in order to deliver the experience for specific entities are:
1. SnS fulfilment - Have clear in mind how HE process happen in order to fulfil them; 2. IPS Agenda of HE aligned with OPS Agenda of SE; 3. Cultural Aspects like country behaviours, Customers, Religion, Weather, Infrastructure; 4. Living Standards of HE; 5. SDG Issues;
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Brand Advocacy Preparation
What is B A Preparation ?
If we look at the stories we are collecting and showcasing now, most of them are based on the cultural experience of an EP. Although cross-cultural understanding is one of the value proposition of AIESEC’s exchange, it is not the core value proposition. In order to create promoters that really advocate about leadership development, before we send EPs on exchange, we can already start look into creating strategy to set the correct expectation. More promoters of leadership development will eventually help us to attract more customers with the right expectation, therefore creating even more promoters in what we truly offer.
Q1
How to help EP to create content based on leadership development?
Correct expectation setting
Provide topics to EP
Connect content with goals
Once again, the EP should be set the right expectation setting of the core value proposition of AIESEC, leadership development, from the very beginning.
We can assist the EP by providing topics based on the defining elements. For example, “How being positive shaped my experience abroad” or “My Indian story - a story of finding my passion”.
Connecting EP’s content generation such as blogging, video shooting based on the leadership development goal you set with the EPs.
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Brand Advocacy Preparation
Q2 How to harvest EPs stories? Make it easy for the EPs
Through providing a central platform for EP to summit their stories from the very beginning, you can save a lot of time for harvesting content. One of the example of doing so is to create a EP blog under national or local website, Facebook or Newsletter. Here you can ask the EP to summit their stories and you can showcase them after editing. Create an incentive mechanism for EPs
Some financial incentives could be provided for the EPs if they are abel to create content. Also, you can provide other forms of Rewards and Recognition. For example, if you have media partner, you can incentivise the EPs by publishing their stories.
VD Bucket List For ICX
VD Bucket List ICX 1
2
3
4
5
6
IPS
Experience Mapping
JD execution
Virtual Delivery
LEAD facilitation
Story collection
How do I ensure EP is having an outer journey through job?
What virtual tools I can use to ensure virtual delivery for EPs?
What content should it include? What is the main outcome?
What is the right timing? What does it mean to align IPS and OPS? What is the division between hosting and sending entity
How EPM is going to customise EP’s experience based on LDA result?
How to ensure the exit LDA will be filled by the EP?
Based on EPs need, how do I assess my entities capacity for LEAD delivery?
How do I connect EP’s leadership development goal with the job?
How can I use them? Who should be target EP? What basic and advanced content we can create here?
What environment I can use?
For this environment, what do I need to prepare? What processes I need?
What content can I use? How can I train member to facilitate LEAD?
What is the MC role in story collection?
What is the LC role in story collection?
What is the importance of story collection?
1
Incoming Preparation Seminar
which is conducted by hosting entity in order to educate and prepare interns What is IP S ? Seminar for the leadership development experience.
Q1 What content should it include? BASIC CONTENT should be based on following blocks: AIESEC understanding UN and SDGs explanation and alignment LDM understanding Project & cultural reality Interaction with the enablers
Q2 What is the main outcome? • Clear leadership development plan for the intern during the experience • Clear expectations between EP and Hosting Entity
Q3 What is the right timing? • IPS can be merged between products, depending on LC realisation timeline and most importantly, the session that needs to be delivered • Sessions can be customized based on the product • Every intern is provided with the IPS between date of arrival and first day of work
1
Incoming Preparation Seminar
Q4 What does it mean to align IPS and OPS? Alignment between both home and host Entities is strictly required in order to make the experience of the intern even more complete and coherent . This also helps to boost the strategic operational alignment within your partnership in terms of messaging .
Q5 What is the division between hosting and sending entity? OGX
ICX
Goal setting and Expectation
Setting up
Following up
SDGs
Raises awareness about UN and its SDGs
Understanding and local implementation
Cultural Preparation
Educate in culture, beliefs, behaviours, tips, etc.
Provides additional knowledge and showcase the country
2
Experience Mapping
What is E xperience Mappin g ? It is ICX responsibility to follow up the EP’s experience from the moment he/she is approved for an opportunity on. This support should assure that the LDA is bringing valuable inputs for EP and for the entity during whole experience.
Q1
How can an ICX manager customise EP’s experience based on their LDA results?
Once the EP is approved for an opportunity, the ICX manager has access to the results of the LDA. It is suggested that each entity creates its own framework on how to use the LDA results to customize EP’s experience. With this, host entities can work with the EP on: 1) goals setting; 2) experience customization.
Su g ge stion ! !
Take in consideration that EPs needs different support levels in each quality they aim to work on the development. For entities that runs iGV in a low and middle level, it’s interesting to operate in a personal and approachable way in the Follow up Meetings. For entities that operates peaks with +100 EPs, they should base their support in a clusterization of the LDA Answers, nevertheless, the EP still have to have clear image of what they do have to develop and contribute to the experience in general.
2
Experience Mapping
Q2 How to ensure the exit LDA will be filled by the EP? Coming back to the essence, the ability of us developing leadership is a crucial measure for the organisation. This means that if we are not able to ensure that the EPs are filling the exit assessment in, we will not be able to measure our success. There are two steps to achieve this, the first one is alignment with sending entity and the second one is engagement with the EP.
1 2
It's really important to ensure that partner entity will emphasize about exit LDA for EPs after project during reintegration events or activities. The hosting entity can follow up with entity partner and remind EPs again at the end of EP's journey. The hosting entity needs to trigger EP's curiosity regarding LDA comparison between first time before applying to any opportunity and second time after EP finish their exchange experiences (Complete status). By doing that, hosting entity can provide materials regarding how to take actions towards personal development based on the LDA results.
Q3
Based on EPs need, how do I assess my entities capacity for LEAD Delivery?
In order to ensure that all the Standards & Satisfaction are being fulfilled, hosting entities need trained and capable membership to execute the VD activities properly. Therefore, it is recommended HR capacity of 1to-5, meaning that 1 member can support directly 5 EPs.
3
JD execution
What is JD e xecution ? Q1
One of the Standards & Satisfaction cluster is called Job (SnS #: 4, 5, 6, 7 and 8). We have this requirements as standards since most of the experience of the EP happens inside the enablers environment.
How do I ensure EP is having an outer journey through job?
nt e nm ro vi En nd a le o R n g gi n C halle It is crucial that the activities developed by the EP should be challenging. This means that the enabler should provide responsibilities and clear outcomes until the end of the project/internship.
oal s Individual Re spon sibilitie s & G During the beginning of the project, the enabler and the EP should define key performance indicators and Measurements of Success related to the job description activities. During the beginning of the task, the current status of the project/sector/market should be measured, in order to make a comparison with the numbers and achievements in the end of the project. During the execution of the project, monthly report of activities (KPIs) should be developed. Based on this, the supervisor from enabler’s side should give feedbacks on the task execution. By the end of the project, the EP should organize a presentation with main analysis and deliverables of the project and learning points from experience.
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JD execution older s eh ak St le ip lt u M th i w n io ct ra Inte It’s important to align with the enablers that the execution of the activities should be delivered having interaction with multiple stakeholders. This means that the EP should be part of a team, lead one, or engage with multiple teams.
Support Sy stem - T rainin g The first month of the EP in the experience is crucial for the outer journey’s support system. Therefore, it is important to induct the EP on company not only regarding company presentation and working rules, but with the skills and knowledge needed to execute the activities. The enablers should provide training on business processes, in order to give the tools and knowledge needed for the activities execution. During the training, the EP should identify learning points from company side, pointing suggestions on improvement for the enabler.
Support Sy stem – Supervi sor: Each EP should have a mentor/supervisor inside the enabler which will follow up the experience, providing the support system required: assuring training and induction; facilitate communication with stakeholders; define, track and evaluate KPIs & MoS together with the EP; give monthly and/or ongoing feedbacks for the exchange participant.
3
JD execution
Q2 How do I connect EP’s leadership development goal with the job? Once the host entity has access to the LDA results of its EPs the next step would be 1) goal settings and 2) journey customization. This means that the customization should not only be actions driven by hosting entity, but milestones and actions that the EP will execute in the enabler environment. The hosting entity should facilitate the process of defining personal goals and milestones activities for the EPs. Following you can see some suggestions of activities based on LD qualities that the EP aims to develop: Develop a analysis of market from home and host country, identifying the main sector’s bottlenecks and proposing good practices sharing and business solution from its home country
Assembling a cultural and personal presentation, addressing qualities that will contribute to the enabler and the project’s execution, sharing expectations regarding main learning and experience’s take away
Engage with teams/sectors in the enabler connecting daily activity to different stakeholders
Hold a meeting to report in the halfway of the exchange to the supervisor, communicating points of failure and achievement so far, and proposing improvements for implementing during second part of the project
4
Virtual Delivery
What is V irtual Delivery ?
Virtual Delivery is the way to start communicate with your EP even before he/she starts the experience. It lets better expectation setting with EP and preparation for leadership experience.
Q1 What tools can I use for Virtual Delivery and how can I use them? Websites and emails - you can use them for information and materials delivery for your EPs WhatsApp can help you in better communication Social Media can be used for engagement of EPs and showcasing of the experience Mobile Apps can be used for tracking SnS, reminding about LDA and engaging with other interns of the project
Preparation pack a g e You can start using virtual spaces before EP goes for exchange. For better preparation of EP use the space for sharing information about: • VISA • Country induction • Insurance and Vaccination • Case solving flow explanation • Flight information and tracking
Buildin g EP En g a g ement Virtual Spaces can help you in building EP engagement in AIESEC and project as well. Try to create community for EPs where they can share their questions and doubts. By answering for their questions you will create the space for conscious learning and improvement.
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LEAD Facilitation
What is LE AD Facilitation ? Q1
LEAD facilitation is enabling EP to go through inner and outer journey during the experience. AIESEC should create the space for LEAD delivery during all the experience of EP.
What environments can I use to facilitate LEAD?
For facilitating LEAD you can use all of 6 Learning Environments : team experience, learning circles, individual discovery and reflection, conferences and seminars, mentoring and virtual spaces
T eam E xperience
Indiv idual Di scov ery
Q1: What can I use this for?
Q1: What can I use this for?
- space for EPs to get to know each other and set expectation for the experience - defining team roles of EPs and developing soft skills
- building clarity of why among EPs - reflecting on the experience and setting personal goals
Q2: What do I need to prepare? - make sure that team leader knows the objectives of this LEAD space - make sure team leaders and EPs know Team Standards
Q2: What do I need to prepare? - before the session EPs should think about their goals for the experience - you can use LDA results of EPs for their personal reflection?
Q3: How to educate my members for that?
Q3: How to educate my members for that ?
Most important thing is to educate people who are going to be leader of the team. You can do it through webinar or physical meeting. Make sure they have already gone
Facilitating individual discovery might seem easy but it demands a lot of facilitation skills from your members. To make sure your members will be best prepared for it give
LEAD Facilitation
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C onf erence s and seminar s
Learnin g circle s
Q1: What can I use this for?
Q1: What can I use this for?
- building a culture among EPs - facilitating better AIESEC understanding - improving EPs engagement in project and AIESEC itself - LEAD sessions based on the defining elements
- expectation setting for the experience - reflecting on the experience and setting personal goals - sharing the learnings from the experience among EPs to make them more aware of the opportunities
Q2: What do I need to prepare? - Aligning agenda with IPS and OPS - preparing all the content for the sessions - logistical preparation - LEAD facilitation training
Q2: What do I need to prepare? - make sure you know what the discussion will be about and what will be the flow of the meeting - define the goal of sharing and what should be EPs’ learning from it
Q3: How to educate my members for that ?
Q3: How to educate my members for that?
If you have organized a conference already make sure that you get inputs from previous ones and you learn from your successes and mistakes. Talk to previous conference and agenda managers and implement all the inputs they give you.
Facilitating learning circles might seem easy but it demands a lot of facilitating skills from your members. To make sure your members will be best prepared for it, give them basic coaching knowledge and make sure that they understand clearly the goal of the discussion and they know how to shape the discussion around specific topic.
Make sure all of your members know the goals of the conference and their role of fulfilling them.
C omin g soon
V irtual Space s
One to One
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Story collection
What is story collection ? A way of transmitting interactive content using words, sounds and images in order to reveal the personal leadership development experience our interns lived. Through these stories we want to position and engage our customers with our real value proposition which is leadership development. Our goal is to educate our enablers in order for us to create the right expectation setting on future experiences with them.
Q1
What is the MC role in story collection?
• Define the channel to submit all stories • Educate the Network on how the content needs to be created • Framework of purposeful questions for EPs so it can be easier for membership to identify the defining elements after they interview their EPs
Q2
What is the LC role in story collection?
• Each interview or survey (depending on the number of people) has to be personalised on the whole inner journey since the day they filled their online assessment. • Send the information properly based on the defining elements
Q3 What is the importance of story collection? The purpose of collecting these type of stories is to showcase the leadership development that our interns went through when they finish their exchange experience. Stories that are told by customers who lived the experience make our customers feel more engaged with the product and with that, easier to connect with. Finally, we are able to create the right expectation settings on what the real value proposition of our product is when the stories are more aligned to our organisation’s
C hannel s: Website, Blog, youtube, Snapchat, Facebook, Instagram
