OD ROLE

OD ROLE
MATERIAL CONTENT

1. OD Definition

2. OD Role & JD

3. OD in MC Structure

4. Transition Checklist

5. Important Points
 Organisation Development

The Organisation Development department

encompasses all processes which help AIESEC
build its capacity to change and achieve greater
effectiveness, such as organisational
structures, entity development models,
coaching, incentives and rewards systems.
The responsible for the department will have a
big responsibility on change management and
implementation of systems to be faster,
effective and easy to communicate in the entity.
OD ROLE DESCRIPTION

AREA RESPONSIBILITIES KEY METRICS

This takes into account organisational structure at all levels –

- % Overall performance/ progress
global, national, local. All of functions and positions like
- % Legal Compliance
president, Vice president and executive board are contain this
ORGANISATIONAL system. But it’s not at all. It also includes our governing policies:
- % Membership Criteria Fulfilment
MANAGEMENT how we take decisions, membership criteria, roles and
- % OD process Implementation
responsibilities of different bodies, etc. Organisational planning
is also a part of the structure system.
- % Overall performance/ progress
- % Legal Compliance
MOST COMMON ROLES: MC Team Management - % Global Membership Criteria Fulfilment
BoP Management - % MC pipeline
Entity Sustainability & Management
MCP Global Representation - % Progress of the EY in Global OD
Legal Compliance model
- # LCs jumping from one group to
Design and review entity OD model another
MCVP OD OD Process Implementation - % Icomm plan implementation
ESTs management - % EY coaching satisfaction

Design and review expansions development model - % expansions performance

MCVP EXPANSIONS Expansions Management - # Expansions jumping to LC
- % Expansions coaching satisfaction

OD Process Implementation - % OD process implementation

OD/LCD Manager LC coach - % LC coaching satisfaction
 1. OD in MC Structure based on Entity Reality

1. Entity Context 1. Recommendation

Entities were running in average less OD activities have to be prioritized

than 4 products and/or the number
of LCs that will be fully operative are
less than 7 including Low financial
reserves and Low pipeline for
applicants.
and distributed between TM, MCP &
ESTs. For a group without a lot of
resources financial and capacity, is
better this role can be for ESTs or
managed by the VP (not accepted in
cases of higher number of LCs)
 2. OD in MC Structure based on Entity Reality
2. Entity Context
Entities that will have a minimum
financial balance to invest in the
operations for more than one
product that are focus and there is
more than 7 LCs.
2. Recommendation
According to the # of LCs in the
entity and the financial implications
between Manager and VP, the entity
can opt to have Manager or VP OD.
For a group without a lot of
resources financial and capacity, is
better this role can be for ESTs or
managed by the VP (not accepted in
cases of higher number of LCs).
 3. OD in MC Structure based on Entity Reality
3. Entity Context
Entities more stable financially to
continue running more than 2
product, more maturity on BD sales,
also having more than 7 LCs.
3. Recommendation
According to the # of LCs in the
entity and the financial implications
between Manager and VP, the entity
can opt to have Manager or VP OD.
Due the entity capacity such as # od
LCs and financial his role can be
considered to ensure LCs
sustainability.
 4. OD in MC Structure based on Entity Reality
4. Entity Context
Entities more stable financially to
continue running more than 4
products, more maturity on BD sales,
also having in average more than
12-15 LCs.
4. Recommendation
The recommendation is to have at
least an OD Manager or MCVP OD.
The number of OD Managers
depend on the #of LCs and/or
according to the OD model and
development strategies. Consider an
EST structure in OD to reduce the
number of managers.
 Transition Checklist

OD DEPARTMENT (Minimums for your individual planning)

Review the OD Processes checklist and map out what you want to implement when based on your
entity focus.
Redesign Network Management channels/routine based on the main expectations from MC to LC
Map out clearly the behaviours and priorities you want to drive through Internal Comms campaigns
based on operational timeline
Ensure MCVPs have clear downscaling plan through conference, LC Visits.
Process mapped out to support EB structure creation

OD Routines
Monthly meetings with products to follow up on RnR, Internal Comms and Network Management
Monthly chats with LC coaches to follow up on the strategy and LC performance
Monthly alignment with MCP for LCP network management
Every 2 weeks space with TM to review education, conference cycle, LC Transition, LC planning, LC
and EB structures
 Important Points to have in mind!

● In case the OD role needs to be distributed,

the recommendation is to be between TM,
MCP or NSTs only.
● MCVP Expansion is not recommend to have
in the structure for next term.
● LCD or OD Managers are recommended to
have depend on the entity capacity such as #
of LCs and financial capacity, the role can be
considered to ensure LCs sustainability.