Pay Attention, Lot of things coming your way.
Leave the Baggage behind.
All Data is from January 1st to August 5th.
Make Notes about thoughts and Inferences, and NOT DATA
Details & Way ahead regarding SOLA will be revisited during Team Time.
Be Open minded.
Think of possibilities.
Questions in the end.
Relation to Talent management
Improper OS defined till June
A Proper OS to be
Relation to Finance
made in oGIP
What went wrong
Lack of Membership Education.
Lack of Proper OS resulting in lack of Quality membership of oGIP.
Low Quality EPs raised.
Improper EP Recruitment.
No Marketing Activities.
Matching Processes not established resulting to no Realization.
No research on Institute Timelines.
Delayed Implementation of Plans.
Growth wit Asia.
Growth with Big Country Partners [Brazil, Canada, Poland]
Tapping into DA-IICT & other IT Colleges.
Standardization of Process for Optimization.
Partnering with TnP Cells of Engg. Colleges.
Tapping Arts Colleges for ET.
Membership Education: Defined Job Roles for members.
Efficient Marketing Strategy.
Proper Documentation & Standard Contracts.
Identifying institute Timelines.
Raising Quality EPs.
Establish IR by Synergizing with Exchange Development.
Right Expectation settings with EPs.
Conducting EPICs, OPS & CPS to engage EPs in a Better way.
Operational Training for Members.
Creating Email Templates, EP Promotional Material.
AieseC in Ahmedabad Exchange Stats:
2013 vs 2012
Raise Match Realizations
2012 41 12 10
2013 55 23 24
AieseC in Ahmedabad: Five year
2009 2010 2011 2012 2013
Relative growth of 140 % in less than six months.
Best performance of OGX in the last 7 years.
Specialized Unit Model implemented successfully.
However, the delivery rate needs to be more efficient.
The only winners of the Revolution Campaign in JNC 2013 !
You think all that is exciting ?
Raise Match Realizations
Target 80 47 55
Achieved 55 23 24
Targets Vs Achieved
Less than 50 % of overall targets met.
Disproportionate contribution of PDPU in terms of RMR.
Low Market capitalization.
Ad Hoc market untapped.
Low visibility of oGCDP outside the Specialized Unit of PDPU.
Creation of more Campus Units within the city.
Global Leadership Campaign: To promote more virtual presences of
Returned EP Campaigns: Capitalize on experiences of returned EP to
promote better market visibility.
External Relations Building: VPs only !!
We have exceeded the projections of last entire Year.
Growth by Q2 is more than 260%.
Client delivery ratio is very low.
98% of the clients are delivered with at least one Intern.
Process Optimization needs to play a key role which has not been the
Even though we have shown growth than the entire 2012 still we have
quality issues and our IM is not in place.
Better synergy from Marketing and IM Needed.
Better market research.
Product Packaging and Evolution according to sectors.
Synergy with marketing and CIM to ensure process optimization.
Programme delivery efficiency through IR.(XD Synergy)
NPS driving growth.
Synergy with BD to drive NEP.
ET to be used as tool for growth.
Better CRM tools with synergy of CIM.
Better EP tracking to ensure internal marketing and branding.
Poor member education resulting in less growth in first 6 months.
Programme delivery efficiency was not taken into account at all.
Showing negative growth then last year because of lack of leadership in
Raise to Realization ratio is very poor.
No synergy with marketing and CIM to ensure internal branding.
No synergy with BD and Marketing to ensure more and better delivered
Nationally aligned projects are not done properly.
More and more sellable projects to be taken forward to ensure financial
More sustainable raises.
Better CRM tools.
External branding by Events and Project Reports.
More CSR Partners to ensure sustainability and growth.
IR driving efficiency.
CIM and Marketing to be used as tools for Internal branding and tracking
Lack of NPS knowledge.
Low response rate.
Zero TMP/TLP on Exchange.
Lack EP and intern Engagement.
Improper expectation settings.
Capitalization of national partnerships.
Operational training and membership development.
TMP/TLP on exchange.
ILCEPs and CEEDs.
NPS knowledge and implementation.
Proper Implementation of TM Processes.
LC processes aligned to national direction.
TMP TLP Avenues were not utilized properly.
NO TMP-TLP on Exchange.
Poor team tracking and management on system.
Poor Member Retention. (43%)
Poor Leadership Pipeline.
Lack of a primary performance management system.
Low NPS & Poor Response Rate
TM as a Function:
Negligible LEAD Implementation.
Poor Induction Processes.
Lack of innovations in Membership Development & Engagement activities.
Lack of Quality Membership.
Growth in iXPs.
Current Membership Status:
Full Members: 29
Members on Probation: 50
Members on Alert: 11
Total Membership: 90
Formation of “Talent Support Group” (Board of HR)
Tracking has improved only for OGX applicants and social media are now
tracked. NOT EwA to ELD.
Over all conversion ratio of EwA to ELD is low.
However, More focus is required in conversion rate.
Targeted Market Penetration and Quality of the Content has gone up.
Focus of Brand Reputation Building and Initiatives such as Market
Research, Feed backing has increased and is being documented.
Bottom-line of Marketing is getting raise, Hence EwA to ELD is a focus
Planning to be done for all programs using the GTCM Model.
Targeted Market Penetration through research and feed backing initiatives
and proper data analysis of the same.
More promotional events like YE and GV apart from PDPU.
initiating long term partnership with colleges.
ORS Tool to be created to track EwA to ELD.
AIESEC-BETA to be initiated post recruitment.
AIESEC Ahmedabad is currently in Cluster C.
Plan for Monthly newsletters to be generated ideally covering 4 areas:
LC, Department, Stakeholders, IR is set.
Just 1 newsletter generated in the past six months.
Usage of PODIO for knowledge management has been initiated in our LC.
Communication channels such as Facebook group, Google groups and PODIO
workspaces are managed as a part of communication.
Generation of feedback forms as a part of analysis for August Recruitment.
Usage of email@example.com is strongly driven down in our LC.
Lack of IM - KM Education in the LC.
Lack of members working for the Department.
Timelines were not followed.
Hardly any ELD conversion (Tangible Output).
Low PODIO usage.
No process flow maps generated.
No Business Intelligence reports generated .
Lack of Implementation of CIM Policy.
CIM Education and Awareness.
Podio as the ONLY Knowledge Management Tool apart from Filing.
AIESEC Ahmedabad documentary.
Performance Management Tool. (Synergy: TM)
Process Optimization Tool. (Synergy: XD)
Internal and External Communication through regular
Newsletters, wikis, conversation forums etc.
Right membership in the Department from apt backgrounds
(IT, Computers, Data Analyst etc.)
Quality Assurance Plan
To do Right Expectation Setting with EPs and Clients and
To ensure Proper member engagement by ensuring output
oriented LC forums and Meets.
To Integrate EPs with LC for Experience development.
To make EPs aware about the Importance of NPS.
Regular Feedbacks with EPs, Trainees & Clients.
Mission for AIESEC in Ahmedabad
to become the 1st Choice Partner by
delivering High Quality Experiences
to all Stakeholders and create a
Value Based Platform for the Youth of
Vision for AIESEC in Ahmedabad
AIESEC in Ahmedabad shall strive to be an
Operationally, Structurally and Financially
evolved LC to provide high Quality
Experiences and increase Visibility
An NPO(not for profit organization) means
an organization where the additional profit is
invested for the well being of the organization
and not distributed as commission or
dividend among the employees.
Reconciliation or Recon in short is a fee that an LC pays which is a
part of its inflow from an EP or TN to the MC for the services that they
provide such as myaiesec.net, LC goal setting and servicing
ns)of all 21 LCs (Per
INCURRED BY THE MC
towards the welfare of the
RECON PER EXCHANGE(per
• Basic Processes Implemented
• Recovery not up to mark due to Legal limitations
• Lack of financial awareness within the LC
• Bank Balance can manage around 70% of Outstanding Income
• Less efficient implementation of financial Policy
• iGIP outstanding cleared more than a month later than realization
and forms being raised before collection of raise money from
corporates and no certificates obtained for TDS.