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The New Exchange Focused LC Structure
Traditionally Local Committees in AIESEC have divided their ITEP work into separate teams that handle the different parts of the Exchange process, relying on
the work of the other teams to complete the entire process. On the TN side the Exchange process starts with doing market research and raising a TN and lasts
until the trainee finishes his/her traineeship and leaves the hosting country to The same graphic can also be used to describe the SN side if "TN Raising"
is replaced by "SN Raising", "Reception" is replaced by "Outgoing Trainee the traditio
Preparation" and the team names are adjusted for the teams that handle the SN si As you can see in this graphic, within the old system the Exchange process
only works if each team completes its tasks and hands over to the next team for the next tasks to be completed. Only after all teams have finished their
tasks would we have any results (one or more completed traineeships). The other teams would not be able to achieve any results in case any of the teams
fails to An additional problem is that a lack of knowledge about the activities of the other teams can lead to a situation where the result of the work of
one team is th useless for the other teams, thus preventing all teams to achieve any results.
Example:
The TN team raises a TN that requires a combination of academic and language qualification that is impossible to find. Because of a lack of Exchange
knowledge within the team the TN team might not even be aware that the TN they just raised is completely useless for the Exchange team since it cannot
bematched. Nevertheless, the TN team seemingly fulfilled its job of raising TNs, e If you now look at the "New Exchange Focused LC Structure" page in this
input paper for the graphic description of the new, improved Exchange process (TN solve side), you will notice some key differences. First, using the new
system the teams are not assigned "across" the Exchange process anymore (and as a result
would be depending on each other for the completion of the traineeship), they no Example : arallel to it. The consequence is that each team now can complete
its tasks and achieve results (completed traineeships) without depending on the other If the Incoming Team 1 completes its tasks 1 -4, the result will be a
completed traineeship. If under the old system the same people would work on the TN Team and complete their assigned tasks 1-4, the result (a completed
traineeship) If we now assume that one of the teams does not complete its tasks but the others do finish their work we would see the following:
Old System:
If one team fails, all the other teams together cannot achieve a single completed traineeship because the failing teams work is needed to achieve even a
single completed traineeship.
e three completed traineeships since the result of the work of one team does not depend on the work of any of the other teams.
The final result is three completed traineeships.
As you can see on the total number tasks (4x4), the workload for each individual person does not change since within the new system we still have the same
total number of tasks. The only difference is organization of tasks within each In addition, there are several other advantages the new system brings with
it:
· Better overall Exchange quality since the quality of the work done within the team directly affects its ability to complete its next task (e.g. the team
would avoid raising an unmatchable TN since it would not be able to match it and thus be able to complete its work). Quality work is in the self-interest of
the team. Under the old system the TN team for example might only have cared abo
ut the total number of TNs raised, but it did not care about the quality since this was not going to be their problem anyway. The long-term result of this
improved quality is more matched TNs per TN raised.
· A communication breakdown between teams (very common AIESEC problem) has no impact on the ability of the teams to achieve results (completed
traineeships).
· Since only one team deals with any one company the result is a much more efficient and professional relationship with the company. In general companies
always prefer single contact persons to multiple contact persons from the different teams involved.
· The workload is more evenly distributed and team members are used more efficiently. If, for example, no reception is necessary at the moment the team(s)
can focus on other activities in the meantime (e.g. raising TNs). Under the old system the reception team would have nothing to do until the next trainee
arrives. As a result there is no excuse to not do anything, since each team can create its own work (if there is nothing else to do at the moment the team
can always go and raise TNs…).
· Number of teams and individual team size can be adjusted freely without depending on the other teams. Under the old system there would be no point
expanding the reception team if they would not get any work from the TN raisers and the Exchange team. It would also be impossible to create new teams since
During the LC structure session at NPM we will discuss each of these points to make sure that everybody understands the key differences between the two er
of systems. This is necessary to maximize the benefits your LC can achieve by using the new system. Please review all the mentioned characteristics using
the k provided graphics as a visual aid. If you are unclear about any of the issues pl
Please make sure that you are prepared for NPM. This is essential to ensure a successful NPM for you and for us. We hope this input paper will help you with
inp your preparation and we are exited to work with you in a few days at NPM.em.
Until then,
Markus and the MC team
The New Exchange Focused LC Structure
Traditionally Local Committees in AIESEC have divided their ITEP work into separate teams that handle the different parts of the Exchange process, relying
on the work of the other teams to complete the entire process. On the TN side the Exchange process starts with doing market research and raising a TN and
lasts
until the trainee finishes his/her traineeship and leaves the hosting country to The same graphic can also be used to describe the SN side if "TN Raising"
is replaced by "SN Raising", "Reception" is replaced by "Outgoing Trainee the traditio
Preparation" and the team names are adjusted for the teams that handle the SN si As you can see in this graphic, within the old system the Exchange process
only works if each team completes its tasks and hands over to the next team for the next tasks to be completed. Only after all teams have finished their
tasks would we have any results (one or more completed traineeships). The other teams would not be able to achieve any results in case any of the teams
fails to An additional problem is that a lack of knowledge about the activities of the other teams can lead to a situation where the result of the work of
one team is th useless for the other teams, thus preventing all teams to achieve any results.
Example:
The TN team raises a TN that requires a combination of academic and language qualification that is impossible to find. Because of a lack of Exchange
knowledge within the team the TN team might not even be aware that the TN they just raised is completely useless for the Exchange team since it cannot
bematched. Nevertheless, the TN team seemingly fulfilled its job of raising TNs, e If you now look at the "New Exchange Focused LC Structure" page in this
input paper for the graphic description of the new, improved Exchange process (TN solve side), you will notice some key differences. First, using the new
system the teams are not assigned "across" the Exchange process anymore (and as a result
would be depending on each other for the completion of the traineeship), they no Example : arallel to it. The consequence is that each team now can complete
its tasks and achieve results (completed traineeships) without depending on the other If the Incoming Team 1 completes its tasks 1 -4, the result will be a
completed traineeship. If under the old system the same people would work on the TN Team and complete their assigned tasks 1-4, the result (a completed
traineeship) If we now assume that one of the teams does not complete its tasks but the others do finish their work we would see the following:
Old System:
If one team fails, all the other teams together cannot achieve a single completed traineeship because the failing teams work is needed to achieve even a
single completed traineeship.
e three completed traineeships since the result of the work of one team does not depend on the work of any of the other teams.
The final result is three completed traineeships.
As you can see on the total number tasks (4x4), the workload for each individual person does not change since within the new system we still have the same
total number of tasks. The only difference is organization of tasks within each In addition, there are several other advantages the new system brings with
it:
· Better overall Exchange quality since the quality of the work done within the team directly affects its ability to complete its next task (e.g. the team
would avoid raising an unmatchable TN since it would not be able to match it and thus be able to complete its work). Quality work is in the self-interest of
the team. Under the old system the TN team for example might only have cared abo
ut the total number of TNs raised, but it did not care about the quality since this was not going to be their problem anyway. The long-term result of this
improved quality is more matched TNs per TN raised.
· A communication breakdown between teams (very common AIESEC problem) has no impact on the ability of the teams to achieve results (completed
traineeships).
· Since only one team deals with any one company the result is a much more efficient and professional relationship with the company. In general companies
always prefer single contact persons to multiple contact persons from the different teams involved.
· The workload is more evenly distributed and team members are used more efficiently. If, for example, no reception is necessary at the moment the team(s)
can focus on other activities in the meantime (e.g. raising TNs). Under the old system the reception team would have nothing to do until the next trainee
arrives. As a result there is no excuse to not do anything, since each team can create its own work (if there is nothing else to do at the moment the team
can always go and raise TNs…).
· Number of teams and individual team size can be adjusted freely without depending on the other teams. Under the old system there would be no point
expanding the reception team if they would not get any work from the TN raisers and the Exchange team. It would also be impossible to create new teams since
During the LC structure session at NPM we will discuss each of these points to make sure that everybody understands the key differences between the two er
of systems. This is necessary to maximize the benefits your LC can achieve by using the new system. Please review all the mentioned characteristics using
the k provided graphics as a visual aid. If you are unclear about any of the issues pl
Please make sure that you are prepared for NPM. This is essential to ensure a successful NPM for you and for us. We hope this input paper will help you with
inp your preparation and we are exited to work with you in a few days at NPM.em.
Until then,
Markus and the MC team
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