MEMBER EXPERIENCE PROGRAM

LAUNCHPAD
PROCESS:

5
a i e s . e c /m x p - l a u n c h

MX OPERATION
MODEL
Launch in What are the process we need to do to make ROTI
RPM & TM Global Call happen?
May, 2021
 📈
background
1 Gaps in Team standards
Fact: Team Leader is not the only factor affect on member experience but more than that

💡 Team standards checklist does make sense in a lot of experience, but it's not enough
key change

However we didn’t build it based on member journey and speci c timeline, which lead to the
situation that member experience is not delivered and we don’t know the “peak time” of each stage
🧬 in the journey
direction

There are more factors affect to a completed experience of member, not just in team
🔍
resource

Team Leaders need to solely handle many responsibility for member experience

16 MX
STANDARDS
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 📈
background
2 How we design it
It’s life drawing a Life graph of a member and understand their up & down moments as well as nd the “turning point”

💡 Build to facilitate member journey, every standards is stick to stages of the experience - which is no
key change
more TM process, only Member Journey and the Member Experience Standards

Simplify the process and standard, focus more on implementation of the model
🧬
direction We aim to deliver our promise about MX in everything we do personalise | relevant | measurable

Team Leader is not the only factor affect to the member experience. Team Standards are makes
🔍 sense but not enough to ful l a completed experience of member
resource

Ensure all standards are facilitating the Inner & Outer Journey of member. It’s where
the leadership development happen
PRODUCT
16 MX
STANDARDS
CONCEPT
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We need to consider more factors around
member experience
What are the factors affect to the reason why a member join - stay - advance in AIESEC
 📈
background
3 Value proposition: our story
For young people from 18 - 30 - target customer, who has desire for
personal development, expand their international network
💡
key change through a real leadership experience - their needs,
Our product, is a program in informal education for youth -
our industry, that focusing on leadership development as core;
🧬
direction

Unlike other training course/ university club/ youth conference,… -

our competitor, our product develop young people by delivering a
🔍
resource personalise | relevant | measurable leadership development
experience; connecting people to a global network of people and
partner - our unique selling points
BUSINESS
MODEL
MX: PRODUCT LAUNCHPAD MX OPERATION MODEL: how does it work

AIESEC MEMBER
direct impact | ROTI
MX: PRODUCT LAUNCHPAD MX OPERATION MODEL: how does it work

Global O ice:
‣ GLOBAL MINIMUMS
‣ BLUEPRINT: TL, EB Guide
AIESEC MEMBER
direct impact | ROTI

Local Network:
‣ SOP IMPLEMENTATION
16 MX STANDARDS ‣ FRAMEWORK & SUPPORTING
TOOLS
ff
 MEMBER EXPERIENCE PROGRAM

LAUNCHPAD

MX
a i e s . e c /m x p - l a u n c h

A STANDARDS
The MX standards | SOP of TM, TL, EB |
Launch in
Supporting tool, frameworks
RFS | TM Track
May, 2021
 📈
background
3 Model | New MX Standards
Interactions between
Member with other

💡 SOCIAL teammate/ AIESECers

SPHERE
key change

🧬
direction

Interactions
between Member WORK PHYSICAL Interactions
between Member

🔍
with the works/
tasks SPHERE SPHERE with the working
environment
resource

16 MX
STANDARDS
 📈
background
3 Model | New MX Standards SOCIAL
SPHERE

💡 3
key change
COMMUNITY
AIESEC network

🧬
4 6
direction COMMUNITY TEAM
ENGAGEMENT PRACTICES
Team

🔍 1 2 5
resource
JOB DESIGN JOB ENVIRONMENT
JD Design, their in uence
SUPPORT & WELL BEING
on job, ownership
Physical - Virtual

16 MX WORK PHYSICAL
STANDARDS SPHERE SPHERE
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 📈
background
3 Model | New MX Standards
SOCIAL
SPHERE

💡 3
key change
COMMUNITY
DIRECTION & STRATEGY AIESEC network
VISION - ROADMAP A2025
4 6
🧬 COMMUNITY
ENGAGEMENT
TEAM
PRACTICES
direction Team

1 2 5
JOB DESIGN ENVIRONMENT
🔍
JOB

resource
JD Design, their in uence
on job, ownership
SUPPORT & WELL BEING
Physical - Virtual VALUES & CULTURE
LEADERSHIP

WORK PHYSICAL
SPHERE SPHERE

16 MX
STANDARDS
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 MX standards is built to facilitate
Inner & Outer journey of member
- make leadership development happen
What are the bene t, support that could facilitate their experience
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 📈
background
3 New 16 MX Standards
1 3 5
JOB DESIGN COMMUNITY ENVIRONMENT & WELL BEING
• The relationship we create and sustain could
•De ne how the task could t with
💡 individual goal and organisation goal
in uence member’s individual performance
•Environment and well beings of
effectiveness, working culture and their
key change
•See their in uence1 on completion of perspective about the organisation as a whole member play as important factor on
the task • The social networking space with different p ro d u c t i v i t y o f t h e t e a m a n d
group of people & community rules would
•Take ownership for important decision individual
leverage these relationships of member within
🧬 in the work organisation
direction

2 4 6
🔍 JOB SUPPORT COMMUNITY ENGAGEMENT TEAM PRACTICE
resource
•The access to relevant knowledge and
skillset before starting the work •Team practices are important part of
•U n d e r s t a n d t h e i m p o r t a n t •Member understand how could they member experience. The connection
information about organisation and engage with these group of people with teammates and empowering
D

16 MX the position through these community channel from team leaders could facilitate the
STANDARDS
•Meet the alignment in job support and leadership development of member
contracting (in some case)
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 1
JOB DESIGN
stan da rd No.
📈 bl ock of standard
background descript ion 1.1 J O B DESCRIPTION
global minimums | definition of done

✓JDs are designed based on persona of member; it could t with personal strengths, personality, team roles,
16 M.X STANDARDS

motivations
💡 • De ne how the task ✓ JDs are designed to t with individual goal & organisational goal; allow member to connect with
key change
organisation in a bigger purpose
could t with individual ✓JDs state clearly commitment needed and routine required
goal and organisation ✓JDs has clarity in personal MoS & KPIs and the individual accountability system are set accordingly

🧬
direction
goal
1.2 P E R S O N A L D E V E L O P M E N T E V A L U AT I O N
• See their in uence on global minimums | definition of done
✓The Personal Development Evaluation is be delivered thorough the whole journey (Approved - Realised -
completion of the task
Completed); allow member to see consistent development through the journey
🔍 • Take ownership for ✓ The evaluation is built to develop AIESEC Leadership Values and Competencies for member
✓The development path of member is designed based on persona of member: improving points, frustration,
resource
important decision in the motivation,… and what are activities to support these development
✓Member takes Leadership Survey on Global Platform at beginning and the end of journey to review the
work
improvements
✓ The measurement of development are ready in place as supporting tool to review the improvements of
16 MX member
STANDARDS
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 2
JOB SUPPORT
stan da rd No.
📈 bl ock of standard
background descript ion 2.1 T R A N S I T I O N DELIVERY
global minimums | definition of done
✓Transition touchpoint is taken place on time within current and elected member; shadowing is a recommended
touchpoint in transition
16 M.X STANDARDS

•The access to relevant ✓Member has access to the report, materials and working tool of the role
💡 ✓Member is equipped with important information, knowledge and practical tasks about the role
key change
knowledge and skillset ✓Member understand the past performance reality and what are the gaps need to improve in next term

before starting the work 2.2 O NBOARDING DELIVERY

global minimums | definition of done
•Understand the important ✓Onboarding touchpoint is taken place on time
🧬 ✓Member is received an on-boarding touchpoint about basic information about AIESEC, vision, culture,
direction information about direction; allow member to align personal values with organisational values and feel connected to it.
✓Member is received an on-boarding touchpoint about their responsibility and bene ts in the role; allow them to
organisation and the
align personal commitment and satisfaction with the role
position ✓Member has the rst touchpoint with local community engagement and the team engagement

🔍
resource
•Meet the alignment in job 2.3 Eglobal
D U C AT I O N C Y C L E
minimums | definition of done
DELIVERY
support and contracting ✓The Education Cycle is delivered thorough the whole journey (Approved - Realised - Completed); allow member
to gain relevant knowledge, skillset in different period of time.
(in some case) ✓Access to Global - Local Resource Hub is given to member; allow them to learn and relearn the knowledge at
any time in the journey
16 MX ✓The measurement of Education Cycle are taken place after every touchpoint to evaluate the effectiveness
STANDARDS
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 3
COMMUNITY
stan da rd No.
📈 bl ock of standard
background descript ion 3.1 S O C I A L NETWORKING
global minimums | definition of done

• The relationship we create ✓Member is inducted to the social networking spaces with different group of people in the organisation:
16 M.X STANDARDS

‣ (i) Internal: LC - MC - Regional network - Global network

💡 and sustain could in uence ‣ (ii) External: Alumni network, BD partner in local & global
key change
member’s individual ✓Member understand what are the community activities of these group of people, the diversi ed yet united
culture of these group;
performance effectiveness,
✓Member understand the impact of social network could facilitate their cross-culture understand, cross-
working culture and their organisational learning and boosting individual satisfaction
🧬 perspective about the
direction
organisation as a whole
3.2 C O M M U N I T Y RULES
• The social networking space global minimums | definition of done
with different group of
🔍 ✓Community rules are different amongst entities, region; but at the same time align with organisational
resource people & community rules culture, behaviour, ethical code as a whole.
would leverage these ✓Member understand the community rules including: community behaviour, culture, ethical code, what is
allowed to communicate/not communicate about AIESEC.
relationships of member ✓Having a set of rules should be applied towards people who are not following them to protect the
within organisation community behaviour
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STANDARDS
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 COMMUNITY
4
ENGAGEMENT
stan da rd No.
📈 bl ock of standard
background descript ion 4.1 C O M M U N I T Y CHANNEL
global minimums | definition of done

•Community Engagement ✓Community channels are being set in place, including channel to communicate about work related topics,
16 M.X STANDARDS

💡 is about “What are the

direction downscale information and communicate about important community announcement;
✓Member is inducted to these channels, has accounts set up (EXPA, Slack,…) and understand how would it
key change

channel” & “What are the work

✓Member understand how could they engage with these group of communities through channels.
campaigns” to allow ✓Member is encouraged to share their opinion, story and speak up their voice inside the community
🧬 member engage with

4.2 C O M M U N I T Y
direction
different community ENGAGEMENT ACTIVITY
•Member understand how global minimums | definition of done

🔍 could they engage with ✓TM, TL & EB together build the activities for community engagement; in order to build relationship with
resource
these group of people member and encourage them to engage with other stakeholder in the network
✓Community engagement activities could be varied in different way, depending on what are the
through these community stakeholders you want member to engage with, such as: Reward and Recognition campaign, Local
channel conference, Connection with Alumni campaign and so on.
16 MX
STANDARDS
 5
ENVIRONME NT
&WELLBEING
stan da rd No.
📈 bl ock of standard
background descript ion 5.1 W O R K S P A C E
global minimums | definition of done
✓De ne with member the workspace we would use and ask for what are their requirements that could
16 M.X STANDARDS

support their experience the best

💡 ✓Informing member about virtual/ physical equipments could be provided (or could not) to accommodate
key change
exible work teams and individual ef ciency:
• Environment and well ‣ (i) Physical: furniture, work desk, meeting room, team house and so on
‣ (ii) Virtual: virtual conference platform (zoom, meet), virtual team brainstorming (Miro, Padlet,…)
beings of member play as ✓Consistently measure how workspace is contributing to team and individual ef ciency
🧬 important factor on
direction

productivity of the team 5.2 M E N T A L H E A LT H & W E L L B E I N G

global minimums | definition of done
and individual
✓Ask member for what are the support in terms of mental health and well being that could support their
🔍 experience the best; together de ne the support for their mental health and well-being
resource ✓Informing member about supporting activities could be provided (or could not) for their both mental
health and well beings;
✓The activities could be varied in different context, such as provide coaching/mentor for mental health,
deliver therapy to support well being,…
✓Review on monthly basis how healthy mentally and physically members are feeling
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STANDARDS
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 6
TE AM PRACTIC ES
stan da rd No.
📈 bl ock of standard
background descript ion 6.1 T E A M BUILDING
global minimums | definition of done
✓Building the team by connecting the team goal with individual goal and set a plan to implement the strategy;
allow member to understand the common goal and feel connected, committed with the team purpose. Team
16 M.X STANDARDS

building could include de ning :

💡 •Team practices are ‣ Team plan: Team goal, values, rules, team behaviours, team name team strategies, team development plan
key change ‣ Team resource: team budget, timeline, productivity
important part of member ‣ Team implementation plan: team routine, team accountability system, performance support

experience. The 6.2 Tglobal

EAM ENGAGEMENT
minimums | definition of done
🧬 connection with ✓Conduct engagement space within a team in order to boost the connection amongst teammate, building
direction
teammates and supportive relationships amongst teammate and enhance learning experience of member in the team. Team
engagement could include:
empowering from team ‣ Team space: team days, team bond - Team working hours - Team learning circles
‣ Team coaching: O2O and within teammate and so on
🔍 leaders could facilitate the
resource
leadership development of
6.3 Tglobal
EAM PERFORMANCE
minimums | definition of done
member ✓Conduct team performance could allow member understand their contribution in the work and re ect
individual ef ciency. Team performance could include:
‣ Implementation of feedback system - Results evaluation - Performance monitoring - Achievement tracking,
16 MX Reviews, reports and and so on
STANDARDS
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 6
TE AM PRACTIC ES
stan da rd No.
📈 bl ock of standard
background descript ion 6.4 T E A M DEVELOPMENT
global minimums | definition of done
✓Conduct team development could leverage learing circle within a team, contributing to team performance
16 M.X STANDARDS

indirectly and allow member to see their development. Team development could include:
💡 •Team practices are ‣ Creation of a Team coaching plan of action
key change
‣ Creation of individual coaching plan of action targeted to ensure personal and functional development
important part of member plans are met
‣ Suggested activities: simulation spaces, soft skill sessions, lead sessions, open forum feedback spaces
experience. The
and so on
🧬 connection with
direction
teammates and 6.5 T E A M CLOSING
global minimums | definition of done
empowering from team
✓Conduct team closing to debrief the achievement as a team, reinforce the team engagement and re ect
🔍 leaders could facilitate the development of team and individual through the experience. The Team closing could include:
resource ‣ Implementation of Team Debrie ng (Reporting on Results, Team Development Review, Feedback of
leadership development of
entire MXP),
member ‣ Transition documentation (Knowledge & Skill Transition, Documents & Tool Transition, Suggestion for
Next Steps & way Forward)
‣ Individual Debrief (Final LDA, Personal Development Plan Review) and so on
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STANDARDS
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 📈
background
3 New 16 MX Standards
#LEAD #APP #ACC #A P D #RE #FI #CO #ADV #ALU
💡
key change
1.1 JOB DESCRIPTION
NO
NO
STAND- PERSONAL
STANDARD 1.2 PERSONAL DEVELOPMENT EVALUATION 1.2 DEVELOPMENT

🧬 ARD EVALUATION

direction

2.1 TRANSITION
DELIVERY

🔍 2.2 ONBOARDING
DEVLIERY
resource

2.3 EDUCATION CYCLE DELIVERY

16 MX
STANDARDS
 📈
background
3 New 16 MX Standards
#LEAD #APP #ACC #A P D #RE #FI #CO #ADV #ALU
💡
key change
3.1 SOCIAL NETWORKING
3.1
NO
NO NG
SOCIAL
3.2 COMMUNITY STAND- NET
STANDARD RULES WORKING
🧬 ARD
direction

3.3 COMMUNITY
CHANNEL

3.3
🔍 COMMUNITY ENGAGEMENT ACTIVITIES (LC/MC/RO/AI)

resource

16 MX
STANDARDS
 📈
background
3 New 16 MX Standards
#LEAD #APP #ACC #A P D #RE #FI #CO #ADV #ALU
💡
key change
5.1 WORKSPACE
NO
NO
5.2 ENVIRONMENT STAND-
STANDARD & WELLBEING
🧬 ARD
direction
6.1 TEAM TEAM
BUILDING
6.5
CLOSING

6.2 TEAM
ENGAGEMENT
🔍
resource
6.3 TEAM
PERFORMANCE

6.4 TEAM
DEVELOPMENT
16 MX
STANDARDS
 MX standards is the promise to member
What are the bene t, support that could facilitate their experience
fi
 MX standards is built to facilitate
Inner & Outer journey of member
- make leadership development happen
What are the bene t, support that could facilitate their experience
fi
 📈
background
4 Resource: Gear up for change
•MCVP TM design your own SOP
💡
key change based on the Global minimum
•Global of ce will release the
Blueprint in 2nd semester
🧬
direction •GST team 2021.2 will have 4
team to work on how to deliver
these standards. We will provide
🔍 more materials along the way
resource

16 MX
STANDARDS
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 member experience program: elements

1 Product MX is complete
MX: PRODUCT LAUNCHPAD

Concept Experience product

2 Business
Model
Rethinking the
business model 3 Member
Persona
Global Persona
Product Packages

4 MoS
ROTI
Why | Return on
Talent Investment 5 Key
Process
What | Process to make
ROTI happen 6 Key
Resource
How | Resource to
deliver process

4.1 Direct Impact 5.1 Member Journey & Funnel 6.1 TM: strategic partner
Key roles, Indirect impact

5.2 MX Operation Model

MX standard - SOP - Framework 6.2 Recruitment,
MKT: brand comm.
Brand advocacy

5.3 Logo, image, color,…

Product Brand
6.3ATS, MX on platform, Analytic
IM: global platform

6.4 Internal-external
OD & BD resource
resources
 MEMBER EXPERIENCE PROGRAM

LAUNCHPAD
a i e s . e c /m x p - l a u n c h