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    Specific questionnaire Specific questionnaire Document Transcript

    • Specific Questions1. Make the SWOT of the Alumni Development Area covering both the national and the local level. Strengths Weaknesses 1. AIESEC Romania alligned to 2015 by having 1. Not all LCs addopted the new position Alumni Development with a strategic role. (only 5), even though the rest created 2. Focus on event management with proven results hybrid positions (with TM or Specialists). 3. Great GCP from Iasi and Bucharest 2. Low focus on H4TF and alumni 4. BOA Alumni fully functioning at a National management level and in BV,CR, B and IS. 3. Overall low interest/results in this area from 5. Big number of Alumni involved in some LCs most LCs BOA (BU-5, CT-7, GL-8, IS-7, TM-7) 4. Lack of awareness from the country on the 6. AIESEC Scolarship (1200 Euro so far) benefits of this position 7. AIESEC RO present in the Alumni Global 5. Not tracking Alumni who took Internships support team through Ioana Ilie and TNs. 8. Increase in Alumni involved in LC activities : 6. Only a little over 100 Alumni involved in Q3=114, Q4 = 154 LC activities out of 400 active. 9. Increased income from Alumni compared to last 7. Only a few LCs get the main contribution year = +511 Euro( 2893 Euro from Q2,3 and 4) from Alumni : on Q2,3,4 TM = 961€, IS = 577 €, Bu = 355, CT= 274, CR = 200 Opportunities Threats 1. Large and resourceful Alumni Community – 1. Brain-drain: a lot of alumni and potential can help with sales, education and strategic alumni go abroad for work. positioning 2. Financial instability due to the tax system in our 2. Generating products to cover needs for our country which affects areas in which most Alumni in return for money, education and alumni work. corporate internships. 3. LCs losing contact with alumni moving to other 3. Social Entrepreneurship – an upcoming trend cities. for Romania’s economy development and also 4. Not getting soon enough to the norming stage of an area with Alumni experts. how AD should function locally together with 4. Frame for donations, 2% and 3‰ campaigns national.2. Write down the main pillars and their steps of implementation of your Alumni Development Strategyfor the year 2012 – 2013 taking into consideration the vision 2015. The main point of AIESEC 2015, as I see it, is that we want to reach our desired impact bybeing more exposed externally. This exposure has many risks because it mainly depends on ourmembers. Why? – because our finality is the development of young people, or more simply put –creating alumni. So this year, the Alumni Development position has a very important role indeveloping AIESEC Romania. Radu Matei – for MCVP Alumni Development of AIESEC Romania “Impossible is just another realized objective!”
    • My strategy has a simple concept: 1.Develop the H4TF Stage in order to make sure that it’s a relevant objective for members in their development, so that we can create real values for the external market => 2. Alumni Engagement strategy for creating a collaborative environment between AIESEC and its Alumni => 3. Revenue Generating Products strategy in order to make sure that the Alumni Development area contributes to AIESEC Romania’s Organizational Objectives and Sustainability. 1. Implementing a qualitative H4TF Stage in every LC - Capture the experience - Identify needs, interests and opportunities - Envisioning, planning and tracking - Standards and criterias - Activities, Events & Conferences - Create opportunities for external engagement H4TF - Alumni Dev. VPs & SpecialistsDevelopment 2. Allingnment between individual and organizational goals - Create a constant connection between H4TF and Alumni stage - Have a qualitative pipeline for creating Alumni - Create products delivered by the H4TF Program 3. Local and national accreditation (more info at point 3.) - AIESEC RO recognised as a “practice academy” - Recognised Diplomas by the external market for members in H4TF 1. Communication - Further develop the current Alumni Communication Plan - Fully working CRM - Communication triangle between AIESEC, Alumni and the External Market - Constantly promote AIESEC Alumni in the exteral environment as a testament to our achievements Alumni 2. ReconnectionEngagement - Product and event development - Strong collaboration with all LCs for facilitating the connection between the MC and Alumni in Bucharest 3. Involvement - Using communication, reconnection and a healthy CRM - Active Alumni Communities which offer benefits to both sides 1. Research - Market segmentation - Find revenue generators - Find generators’ needs 2. Develop products based on the revenue generators needs on separate segments Revenue - Find GCPGenerating - Design Products - Get Feedback 3. Implement - Pilot - Evaluate - Improve Radu Matei – for MCVP Alumni Development of AIESEC Romania “Impossible is just another realized objective!”
    • 3. Write down the description and the plan of implementation for minimum 2 new products that theAlumni Development area can deliver in the year to come and generate money. 1. Selling AIESEC Graduation Diplomas – I’m talking here about diplomas signed officially by other entities than AIESEC which will give it a real external relevance and value. These signatures and stamps can come from Universities, companies and governmental institutes and the statement they are making is that they officially recognise AIESEC as an “Academy for student practice” and that the ELD Program is relevant and profitable for them. Steps for obtaining the accreditation:  Design/look at the ELD Program as one project or an “Academy for student pracice”  Keep track on members’ development for proof of their quality when entering H4TF  Obtain endorsements from stakeholders based on members, alumni and activities  Sign partnerships with entities who in return for our services will recommend/endorse/sign diplomas for members in H4TF  Form evaluation centers for members entering H4TF composed of AIESEC and external representatives (companies, universities and governmental institutes – Ministry of Education).These steps are designed for local level and we can deffinetly sell these diplomas or recognitions notjust to members in the H4TF stage, but also to alumni who can still benefit from one.In order to go further and gain a national accreditation, we need to go through some sensitive steps. Thefirst would be obtaining high access governmental contacts willing to help us (fortunatelly I alreadyhave a few). The second step is actually forming a short-term partnership with the Ministry of Workand Education (similar to the one on Grow with School of Values). The third step is comprised of evenmore paper work, assessments and audits in order to gain a more long-term accreditation. 2. Alumni Engagement Package sold to companies – we can sell to companies the opportunity to engage with our Alumni network by offering them the following services as one package:  Access to database of AIESEC alumni.  Company logo placement on all AIESEC Romania’s official Alumni communication, website, email signatures, and at media events.  Advertising space in the Career guide book, Alumni Newsletter and annual report to all stakeholders.  Exhibition space and Presentation time during AIESEC Alumni Events and Conferences  Internship placement A good case practice comes from AIESEC Uganda (http://www.myaiesec.net/content/viewfile.do?contentid=10136707 ) 3. Alumni Retreat Conference:  Outdoors conference  Sessions for relaxation and fun + personal development and management living a corporate life + networking and sharing  Can be sold to companies/externals and members aswell for engaging, learning and networking purpose – in the same period or different days 4. Others:  Taxing members in H4TF monthly for access to services untill they become Alumni  Unique tax for entering H4TF just as an internship  LOT & ELA Radu Matei – for MCVP Alumni Development of AIESEC Romania “Impossible is just another realized objective!”
    •  AIESEC Scholarship  2% and 3‰ campaigns  GIP raising  Periodical short-time and low-cost events  Fund raising events4. Taking into consideration that starting with the next year the Alumni Development will be a strategicposition please detail the ducational plan that will be delivered to your VPs and specialists. ( content, timeof delivery). 1. March-May = Assist implementing Alumni Development area education through Webinars and Booklet. 2. NC = - Common session on AD Strategic role and its importance (impact on Internships, on the Learning Environment, on positioning and financial sustainability). - Session together with AD,TD and CD for pipeline development and management of members from Engagement through Programs and H4TF to Alumni and to present an alumni organizational development plan. 3. End of May-June = Webinars for follow-up on NC sessions and deliver education on: Alumni engagement cycle, networking building, managing contacts, event management, etc. 4. July-September = experiential stage (piloting, implementing and evaluating) of AD processes and innitiatives. 5. RockMe = sharing of GCP and find ways to stabilize/unify AD processes and innitiatives.Planning and tracking tools to be used: quarterly plan, year plan, alumni event plan, alumnicommunication plan, alumni organizational development plan, SONA.5. Again, taking into consideration the strategic role of this position and its definition according to the2015 vision please define its MOS & KPIs to be included/ completing the current SONA.Unfortunatelly untill the Alumni Development area is stabilized and get in the norming stage at least, anMOS has a small relevance here, although the main one would be: % of the Organizational Objectivesdelivered by Alumni Development.The KPIs I propose: a. Keep from SONA:  No of specialists accredited related to this area’s processes  Did you send an alumni NSL?  No. of events organized especially for alumni  No. of alumni attending the previous mentioned events  No. of alumni participating in LC events  No. of alumni in BOA  No. of alumni involved in LC activities b. For H4TF & Alumni Engagement:  % of members who have a career plan  No. of partners who directly want to recruit AIESEC alumni  Absolute/relative growth in the number of alumni that are supporters or enblers Radu Matei – for MCVP Alumni Development of AIESEC Romania “Impossible is just another realized objective!”
    •  No./% of members who want a program and actually get it (TMP,TLP,GIP or GCDP) No. of members in H4TF who participate at LOT or specially designed events No. of revenue resulting innitiatives based on alumni No./% of members who entered H4TF stage No. / % of members who finished H4TF stage No. / % of members who became alumni Radu Matei – for MCVP Alumni Development of AIESEC Romania “Impossible is just another realized objective!”