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Simfer

Strategic PLAN Feedback. Simfer. By Karavan ;P. OGs. # of Ms Q4 –why such small EP recruitment? In Autumn – why only 5 EPs? Q1 and Q2 – too many members planned – the health ratio 1M:1X! # TNs Q4 – JRI goals included fully? Skills matter Realization? Q1, Q2 – where X RE come from?

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Simfer

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  1. Strategic PLAN Feedback Simfer By Karavan ;P

  2. OGs • # of Ms Q4 –why such small EP recruitment? In Autumn – why only 5 EPs? Q1 and Q2 – too many members planned – the health ratio 1M:1X! • # TNs Q4 – JRI goals included fully? Skills matter Realization? Q1, Q2 – where X RE come from? • # of EPs Q3-Q4 – no graduates Re? no EPs recruited in spring? How many are available in system NOW? Fast recruitment for cooperations? Q1 – who are EPs? When recruited? Uni cooperations planned? • # of Ls: Q4 – only7 Leaders for 55 members?OCP recruitment – Q3 or Q4? HIV, TTT, Career Forum – make these projects X-contributing. Skills Matter – Q3 realization for OCP as LR? Q1, Q2 – need for 12-15 OCPs for 83 Members! • # of X+L: Q4-Q1 – no reintegrated EPs who take LR? (Short-term L! LR for EPs reintegrated in Autumn)

  3. Additional tips for OGs execution: Essential Tips so far: • ALLOCATION FORmore than 60 members on TR stage - ?? 12-15 projects!!! • Too many not core activity projects • JRI focussupporting for X-projects realizations • CHALLENGE: MM development!!! For Projects! • X+L – bigger for Q1, Q2. General: Ambitious enough Too many members planned for so little amount of projects (=small number of LRs – Middle management preparation should be main priority)

  4. KPIs: • Retention rate of members (TR) – why 75? • IT system –specify infrastructure • External Body – WHICH? Who and how works? • Alumni database – how often updated? What % of Alumnis registered there? • Money/partnershipsfrom Alumnis/network - ? • # of MT/TT/ET TNsraised – Q1, esp. Q2 – no? • # of DT TNs – logic: Ra in Q3 – Re in Q4! Ra in Q1 – Re in Q2!непонятно • # of EPs raised – Q3 - who will raise EPs in Summer? • Average applicants = (health state) #LRs*3! • % of oper. costs covered by X –? • # of TNs/EPs Re in KPIs DIFFERS from OGs!Пересчитать • X+L – differs from OGs. Q1, Q2 – too small numbers.

  5. BSC – why not colored?

  6. FAs: Market-driven XP • Importance?  • TN master – description? # of companies meetings? # of sales members involved? • Research is not initiative for XP delivery – pack with MT/TT/ETRe realizations • Cooperations with LCs – MMs created – not MoS. wiki done? Facebook updated? Maybe not # but % of X Re thanx to Cooperations? Portfolio projects? Maybe # of LCs with re-Realization of EPs? • National Raising/Matching campaigns • EP recruitments • Skills matter • WWBs • In April-May in JRI and Matching TNs and EPs should be matched for Summer – check numbers Think about Initiatives for essence Market-Driven XP – directly ensuring XP realization

  7. FAs: Financial sustainability of all entities • Grant Task Force – who is responsible? How to measure quality of grant spending? How many projects involved? Think what else may help the LC to be become Financially sustainable – education? External learning partner in Finance issue? Fin. accountability in LC – Projects budgets submission to VP Fin? Fund creation?

  8. FAs: Increasing Members Efficiency • See Action steps in NFA ppt from SprinCO • Mentorship program MoSes? • LTT(outlines for variety of trainings are already created – think about clever resource allocation) – ppl in LTT are good presenters – think about their involvement in ongoing recruitment! And learning partners raising  Knowledge management contribution? • R&R - # of ppl with clear understanding – hard to measure. % of awards for OG contribution? R&R oriented on JD MoSes execution? • Talent Education – responsibility of LTT? Buddy system – structured induction, not education. • Recruitments? • Coaching? Think about initiatives to make 1M:1X ratio and Middle management development in LC.

  9. LC Calendar Fill in the Latest Calendar template, plz :)

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