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Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)
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Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)

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Dear Reader, …

Dear Reader,

Hope you are all fine. Whether intern, part of the MC, part of an LC, @ alumni or external, thank you for taking the time to read through this. I would like to present a report titled "Striving for an Ideal Exchange Experience - Quality Audit AIESEC LC AUC (Egypt)". It is build around a survey started back in July this year. The purpose of this survey was to quantify the problems in AIESEC AUC. We managed to gather 45 responses and the answers are quite shocking!

Next to talking about the actual service quality of AIESEC AUC the report also has a broader outlook on AIESEC itself and investigates the causes to the problems with suggestions to possible solutions. You could say the real purpose behind this report is to create a more customer oriented point of view in AIESEC. This report I am sure will not only be useful for AIESEC AUC but also for other LCs and can serve as an initiator to what should be a bigger discussion on quality within AIESEC.

I realize that it might negatively impact AIESEC AUC, but this will only be in the short run. In the long run it will benefit AIESEC AUC and the organization as a whole tremendously. Now interns will have access to information that reflects critically on AIESEC AUC and the various aspects that make up their quality experience.

In case of any questions feel free to contact me at any time!

Thank you,

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  • Well that's the thing Carolina, it often still is an amazing (life) experience. Somewhere I should thank them for all of it haha, I would do it all over! :)
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  • Well, not a complete waste of time because I did make amazing friends.
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  • It seems like they didn't give a shit about your amazing presentation because I was in Egypt this summer, and it was the same. It was just a waste of money, and time. Many other organizations have a better offer. Oh, and I hate AIESEC
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  • Absolutely mind blowing!

    I think each and every LC should analyze its processes in such manner. Take a break, look back and compare between what we are doing and what we should be doing. An increased number of 'experiences' is a great thing. However, if its not being well managed then we're definitely off-track.

    Note: Please note that Vianca D. was an AIESEC AAST in Cairo intern.

    Thank you so much for your effort.
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  • Great job, mate! Specific and to the point. Keep up the good work
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  • 1. Client Logo - Quality Audit on Performance AIESEC LC AUC - Egypt (Cairo), 01 October 2013 Striving for an Ideal Exchange Experience Keywords: AIESEC, AIECEC EGYPT, AIESEC AUC, LC AUC, Performance, Quality, Internship, IGCDP, Exchange, Intern, Complaint, Survey, Unsatisfied, Going on an Exchange, Travel, Multicultural Experience, AIESEC Experience, Number Focused, KPI System, Change, AIESEC Accommodation, AIESEC Airport Pick-Up, AIESEC Internship, @ AUC, @ Egypt
  • 2. - 2 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience I want to take you on this journey. An intern going on exchange and the issues (s)he faces..
  • 3. - 3 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The purpose of this report is:
  • 4. - 4 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience To Highlight the Intern Servicing Gaps of AIESEC LC AUC And Suggest Appropriate Actions Purpose of this report
  • 5. - 5 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Did not work for their signed up internship Not satisfied with pre- arrival communication Executive Summary of the interns surveyed were not satisfied with the performance of AIESEC AUC 91% 45 Interns filled in our survey # 60 % 45 % Have not been picked up from the airport 40 % Not satisfied with the provided accommodation 70 % Thistranslatesinto
  • 6. - 6 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. Some Background Information on AIESEC 2. Major Findings 3. Interpretations of Results, Implications and Actions 4. Concluding Thoughts with Next Steps 5. Appendix Table Of Contents
  • 7. - 7 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Where Did It All Started? This research originates from the things I and many others have seen and heard during our time as long term interns in Egypt, from my personal experiences during my roles as team leader in AIESEC AUC’s Talent Management (TM), as team leader in the NST TM (Egypt level) and from my the time after, outside the organization as full time management consultant. We kicked off the research in the form of a survey the beginning of July and deactivated it the middle of August after which the analyses and the development of this report took place. Last year we have done a similar effort. We designed a survey, gathered responses and shared it with the management team of LC AUC. The outcome of that study highlighted gaps in AIESEC AUC’s performance. Up to this day we have not seen the promised / expected improvements and given that this soft approach seems to fail, we have decided this time to share the results of this second research with all who are interested. I have not intentionally aimed at hurting persons or entities and have only developed this research to further improve the AIESEC LC AUC.
  • 8. - 8 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Thank You I would like to thank Tamires, Pritish, Diego, Laura, Sonja, Sarah, Mateusz and all the other interns that I have met and shared time with. Additionally, I want to thank all the amazing AIESECers I met here in Egypt for helping me in my learning journey and for their dedication to develope AIESEC here in Egypt. They have helped me in initiating, developing and finalizing this report. If it was not for them I wouldn’t have been capable nor motivated enough to develop it. Jean-Pierre Boymans
  • 9. - 9 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. Some Background Information on AIESEC
  • 10. - 10 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience What does AIESEC represent?
  • 11. - 11 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC’s Vision and Mission Our Mission AIESEC develops future responsible global leaders. What We Envision How We Do It By providing self-driven, practical learning experiences (internships, extra curricula activities,...) Source: AIESEC
  • 12. - 12 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Impacting Society Through Living Our AIESEC Values Activating Leadership Demonstrating Living Diversity Acting Sustainably Source: AIESEC
  • 13. - 13 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Impacting Society Through Living Our AIESEC Values Activating Leadership We lead by example and inspire leadership through our activities. We take full responsibility for developing the leadership potential of our members. Demonstrating Integrity We are consistent and transparent in our decisions and actions. We fulfill our commitments and conduct ourselves in a way that is true to our ideals. Living Diversity We seek to learn from the different ways of life and opinions represented in our multicultural environment. We respect and actively encourage the contribution of every individual. Enjoying Participation We create a dynamic environment created by active and enthusiastic participation of individuals. We enjoy being involved in AIESEC. Striving for Excellence We aim to deliver the highest quality performance in everything we do. Through creativity and innovation we seek to continuously improve. Acting Sustainably We act in a way that is sustainable for our organization and society. Our decisions take into account the needs of future generations. 1 2 3 4 5 6
  • 14. - 14 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Interns AIESECers Organizations Impacting society INTERNS Use AIESEC as a means of gaining relevant professional experience as well as develop personally through the meeting of new cultures. AIESECers Gain practical experience during university working in a setting that mimics professional life quite well. ORGANIZATIONS Are impacted positively through working with people from different cultures against a low monetary cost while also contributing positively to the construction of a impactful society. AIESEC Three (3) Key Stakeholders Note: 1. Other important, yet less dominant stakeholders include friends and families of AIESEC interns as well as AIESECers, clients of companies that employ AIESEC interns, universities such as AUC and so on. Source: 1. My Analysis 2. AIESEC
  • 15. - 15 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC AUC
  • 16. - 16 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC AUC Part of AIESEC Egypt LC’s, AIESEC’s Local Commitees. LC AUC, LC CU, LC Alexandria, LC GUC, LC AAST, … MC Egypt, AIESEC’s National Commitee. MC Egypt: Member Committee (national staff); they are paid AIESEC staff. Each MC Oversees AIESEC on their national level, provides support for Local Communities within their MC country, maintains relationships with other countries, manages national finances, and builds national partnerships. LC: The AIESEC Local Community. Currently there are over 7 LC’s in Egypt. Legend Definitions
  • 17. - 17 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC AUC Historical Stats Current active members: 24 155 13 Long Term Short Term 211 7 Long Term Short Term 9194 Member Leader Notes: 1. A member is the starting position in any AIESEC team. After member you can become a leader in either the middle management or the executive management. 2. A long term internship is generally an internship with a duration of over 3 months, while a short term internship lasts maximum 3 months and on average 6 to 8 weeks. Past Positions in AIESEC AUC Foreigners Coming to Egypt Egyptians Going Abroad From Egypt # Internships # Internships AUC historical stats retrieved from myaiesec.net January 2013 – September 2013:
  • 18. - 18 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience An example of AIESEC AUC impacting society
  • 19. - 19 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience “Egyptians are so hospitable even if it comes at their own expense. At a shisha cafe one evening, I was walking over to the bathroom, when the waiter rushes after me. "No, you come with me." He walks with me, over to another nearby cafe, and says, "You use this one." I come back, and the Egyptians with me are in hysterics. "You can come here anytime you want, just don't use the bathroom here." Classic." David P. AIESEC AUC in Action Impacting Society Source: Cultureshock.com
  • 20. - 20 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Our research shows AIESEC AUC can IMPACT society even more…
  • 21. - 21 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience BUT it's not easy..
  • 22. - 22 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience It requires CHANGE !
  • 23. - 23 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience But AIESEC can do it, we are a learning organization!
  • 24. - 24 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC is a LEARNING ORGANIZATION AIESEC is a LEARNING organization. The definition of a learning organization is: “A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself.” Hence, AIESEC AUC should always strive to become better. Therefore, I plea for the OBJECTIVE ASSESSMENT of this report in all its content (findings, implications and suggested actions). Assumptions should be verified, implications further discussed and suggested actions revised to ensure they are reflecting the reality. Source: Pedler, M., Burgogyne, J. and Boydell, T. 1997. The Learning Company: A strategy for sustainable development. 2nd Ed. London; McGraw-Hill.
  • 25. - 25 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Above all I hope to fuel interest in adopting a customer oriented view!
  • 26. - 26 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Customer oriented view puts the Customer … 1st 1st
  • 27. - 27 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience All AIESEC does is evaluated against the Needs of the Customer! Intern Your XP Company
  • 28. - 28 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Excessive focus on numbers through a number driven vision, time after time communicated by the leadership body in shouts such as: ‘Soon the number 1 LC in the world..’, is not exactly focusing on your customers, rather on your personal recognition, your desire to be the best.. in numbers. Intern Your XP Company So do the interns and companies agree with AIESEC AUC’s number driven vision?
  • 29. - 29 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Let’s see…
  • 30. - 30 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 2. Major Findings
  • 31. - 31 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Research Methodology As stated in the beginning this research has been kicked off in the form of a survey the beginning of July and has been deactivated the middle of August after which the analyses and the development of this report took place. Our target group for the survey were the interns that arrived in Egypt through AIESEC AUC. We made use of qualtrics.com only survey software to devise the survey. It was distributed to the interns online through email and facebook. The survey consisted out of 5 demographic questions and 7 to 11 questions (depending on the respondents’ answer) on various aspects of the performance of the LC AUC. The questions in the survey were based on 5 key parameters selected after a brainstorm session with the team. The 5 selected were: (1) communication pre- arrival, (2) airport pick-up, (3) accommodation, (4) work and (5) the job description match and internship duration. Find in the appendix a set of screenshots of the survey.
  • 32. - 32 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Key Facts To-Date
  • 33. - 33 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience # AIESEC Interns Survey Participants % Survey Response Rate (i.e. Total 90 Target Sample) 45 50 More elaborate profile information of the respondents available in the appendix of this file: 1. Nationality 2. Date of arrival
  • 34. - 34 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience In the survey the interns were asked a simple question:
  • 35. - 35 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience This is what they had to say.. Opinion on AIESEC AUC Please describe your experience with AIESEC AUC in 1 sentence.
  • 36. - 36 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience “” I wasted my money and my summer… “ What Did Each of the Interns Have to Say?* (1) Is what 1 intern had to say about his experience with AIESEC AUC 1. Most of the members of AIESEC AUC were unprofessional, they initiated inappropriate relationships with interns; disorganized and not serious, they would hardly follow through with the tasks they promised; and they would break their own rules that they had made for interns to obey. 2. The work team was very helpful, and I did the things planned for the internship, so I spend a very good time. 3. Disorganized and irresponsible most of the times. 4. Betrayed. 5. I would not recommend this to anyone interested in having a working or volunteer experience abroad - not what they promised at all! 6. The interns should be more followed during the work 7. Disappointed 8. The experience was only good because the Job I developed matched the job description. However, the support of AIESEC AUC crew, which was never available or never had a solution for problems, and the conditions of the flat made the experience less enjoyable then it could be. *These and subsequent pages contain sentences that have been grammatically checked and corrected. My apologies if some of the sentences were changed to disagreement of the respondent. Names have been omitted to ensure anonymity.
  • 37. - 37 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 9. I was dissatisfied more than I'd like to admit, it was challenging in most aspects, and felt like the LC was disorganized. 10.I am really disappointed with the work. 11.They are largely irresponsible and AIESEC AUC should be closed. 12.My experience so far is missing any LC support (e.g. an enriching cultural experience). 13.Really enjoyed my project, and the help of my project managers, however the apartment had a lot of issues and the area was fairly unsafe. No upper management skills or people to communicate with. 14.Very friendly people, always there to help in any way they could, welcoming, and professional. 15.Though communication started off well upon my arrival in Egypt with AIESEC AUC, it quickly fell apart and I left largely due to its incompetence. 16.Things here are not organized in a clear way as it is suppose to be. 17.AIESEC AUC sent someone non-AIESEC AUC to pick me up from the airport, never communicated and only met me at the end of my stay where they demanded I pay the safety deposit fee which hadn't been paid at my arrival because they never got in touch with me. What Did Each of the Interns Have to Say? (2) This and subsequent pictures taken from actual AIESEC AUC accommodation.
  • 38. - 38 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience “” I went here for a serious working experience instead it is a sort of uncomfortable holiday, we spend our time at home doing nothing. I am strongly disappointed, I will not recommend AIESEC EGYPT to anyone. “ What Did Each of the Interns Have to Say? (3) Is what 1 intern had to say about his experience with AIESEC AUC through a private message 18.My internship and my project manager is good but AIESECers of AUC are very bad don't respond on phone call and there are many more complaints. 19.Faced lot many problems but overall it was awesome. 20.Internship is great since I work at AUC Campus and not in any NGO, the accommodation in Nozha is terrible though. Lack of security, space, beds, and utilities are not working... 21.Total miscommunication on most issues, especially the important ones. 22.It turned out to be a decent experience even with the inconsistent support of AIESEC AUC, but I do think that I got lucky with my specific internship with the AAW. 23.The most unorganised, disinterested, scam-like organisation and racially-biased AIESEC in Cairo, and ever. 24.AIESEC AUC was terrible and I will not recommend them to anyone, but luckily Tamarod happened so I felt like I learned something. I am lucky that AIESEC AAST came to my rescue.
  • 39. - 39 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 25.A disaster. My project manager never appeared during my whole stay in Egypt, and always had excuses to not taking me to my first day of work, or to meet me. Never saw the guy, and instead of helping me when I told him that I wasn't satisfied with my job, he made it really difficult for me to change it, he only tried to make me stay at the same place, for him not to make effort on finding me a new job. By the way, when I arrived, the guy that picked me up took me to his house, where he was alone, because they didn't decide where I was supposed to stay (those were his words). Imagine arriving after 38hs of flight, not having a flat, and being alone with some stranger at his house, and not knowing where you are going to stay. And your project manager not showing up. I was the first EP from my country, and when I came back, they were expecting me to say how the experience was, and I told them how disappointed I was with AIESEC. They told me that it is not AIESEC, it is just AIESEC AUC that sucks. 26.Terrible, not pragmatic and annoying. 27.They didn't knew what was happening..... till today my assigned manager doesn't know when I came and went back to India.... :P 28.They are totally careless! 29.Egypt was good, the AIESEC there was not! 30.My expectations were low and I was still disappointed. 31.My experience was average because of the false promises claimed by AIESEC AUC. What Did Each of the Interns Have to Say? (4) This and subsequent pictures taken from actual AIESEC AUC accommodation.
  • 40. - 40 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Just in case you could not see it properly.. My flat in January.
  • 41. - 41 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience “” Hey guys! Such a disaster! I am coming here to Cairo to gain the experience and you are giving me flat where everything is almost broken, no lights, no shower, no window. Who deserve for such bad conditions?! Are you serious? I am so disappointed from the first impression. “ What Did Each of the Interns Have to Say? (5) Is what 1 intern had to say about his experience with AIESEC AUC through a private message 32.It would help greatly if AUC members could follow up on their promises to contact the intern for updates instead of leaving the intern hanging. It not only wastes our time and money, but leaves us with a very sour impression of the country. 33.Bullshit !!! 34.My EP buddy left for his own internship and no new EP buddy was assigned to me. Therefore I didn't go to my work place a single day. 35.Unorganised, lazy, apathetic towards their own work and in most cases incompetent and inexperienced. 36.The biggest problem was the project that did not work. I just believe that the GCDPs project have to be more organize. 37.Horrible. 38.I am not at all satisfied with AIESEC AUC people and my internship summit did not happen for a month. 39.They need to improve their relationship with all the interns.
  • 42. - 42 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 40.AIESEC AUC does not take care of the interns. 41.I has been a good experience but with reference to the work has not been good. 42.Communicating with them is difficult as they are hard to reach and do not reply timely and the internship is far from what is described on myaiesec.net. 43.Egypt AUC is lie.. incompetent no work. wasted my father's HALAL money on nothing. no experience gained till now. I hope you know what HALAL is. 44.The people here are nice, but too many things over arrange, none of them want to take responsibility very well. 45.Please respect the interns more about their work and other things. What Did Each of the Interns Have to Say? (6) “The poor intern servicing has really diminished the quality of my GCDP experience!”
  • 43. - 43 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience # Positive Replies # Negative Replies 4 41 Were You Aware of This?
  • 44. - 44 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Textual Analyses To analyze these sentences we did a textual analysis (content analysis) . We went over each of the sentences analyzing the words, we interpreted those words and grouping them. The definition of content analysis is provided below: “Content analysis or textual analysis is a methodology in the social sciences for studying the content of communication.” Wikipedia, 2013 The words extracted from this analysis give a clear indication in which areas AIESEC AUC has to improve further. 2 types of observations came up, intern (respondent) observations of performance of LC AUC and intern interpretation / feelings towards the LC AUC / their internship.
  • 45. - 45 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Keywords from Comments on AIESEC AUC Performance AIESEC AUC Performance 1 2 2 3 4 4 7 8 8 11 12 13 Careless Incompetent & inexperienced Lack of quality control Untrustworthy Lazy Bad flat conditions & unsafe flat conditions No / lack of proper communication channels No support by AEISEC AUC Helpful & reliable, professional, internship & PM good Unprofessional Unreliable Disorganized Keywords derived from comments of the interns on AIESEC AUC Performance 8 Positive interpretations and 67 negative ones (from 48 responses). This means that only 12% of the interns interpretations regarding AIESEC AUC’s performance can be interpreted as positive..
  • 46. - 46 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Keywords from Comments on Feelings by Interns on AIESEC AUC 1 1 3 7 8 Challenging betrayed Disaster dissapointed Dissatisfied Keywords derived from comments on feelings by interns on AIESEC AUCIntern Feelings 1 Positive interpretations and 19 negative ones (from 48 responses). This means that only 0,5% of the interns feelings towards AIESEC AUC can be interpreted as positive..
  • 47. - 47 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience What Went Wrong? Facts Unraveled
  • 48. - 48 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Five (5) Performance Assessment Parameters Parameters: 5 Communication Airport pick-up Accommodation Work Job Description Match and Duration 1 2 3 4 5 What did the interns answer? Notes: 1. Selected parameters based on brainstorm sessions with the team consisting out of several interns from AIESEC AUC in and outside of Egypt. 2. The survey has been build around these 5 parameters.
  • 49. - 49 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience To visualize the 5 parameters…
  • 50. - 50 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESECAirport pick-up2 Pre-Arrival Communication1 Accommodation3 Work4 Work JD Match and Duration5
  • 51. - 51 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience To dig further into this, we asked them:
  • 52. - 52 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Are you content the way AIESEC AUC communicated with you before arrival in Cairo, Egypt? Pre-Arrival Communication1
  • 53. - 53 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC – Intern Communication Before Arrival 11% 13% 18% very poor very good poor good fair 31% 27% 60% Notes: 1. Levels of content can be defined here as replying on e-mail / facebook communication within 48 hours. 2. Levels of content can also be defined as the clarity in which they describe your airport pick-up, the housing location, and questions about your work. Of the respondents think its poor. 45
  • 54. - 54 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience OK, what about your arrival in Egypt?
  • 55. - 55 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Have you been picked up from the airport by AIESEC AUC within 1 hour of exiting the customs? Airport pick-up2
  • 56. - 56 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Airport Pick-Up by An AIESECer Note: 1. The picture on the right side is not a picture related to this topic. It has been used pure for illustrative purposes. 40%of the interns have not been picked up within 1 hour from the airport, or not picked up at all... 26 No Airport Pick-Up Yes 19 45
  • 57. - 57 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The intern just arrived and is already fed up!
  • 58. - 58 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Does the situation gets any better?
  • 59. - 59 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Were you satisfied with the place you were living in during your internship? Accommodation3
  • 60. - 60 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Satisfaction with Accommodation 1 3 8 1 7 8 17 Very Satisfied Satisfied Somewhat Satisfied Neutral Somewhat Dissatisfied Dissatisfied Very Dissatisfied 70% of the interns are unsatisfied with the accommodation!
  • 61. - 61 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Why were you unsatisfied with your accommodation? Accommodation3
  • 62. - 62 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The basic conditions in the flat (such as shower, ac or beds) were (are) insufficient What in accommodation bothered you? 10 33 35 1111 13 Other?There were too many people living in the flat Felt unsafe in the area where my flat was (is) located Location (close or too far away from relaxing activities) Location (close or too far away from work) 60%were not happy because of the basic conditions and the high amount of people in the flat Notes: 1. Other specified in the appendix. 2. People were allowed to pick multiple options.
  • 63. - 63 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Let me ask you..
  • 64. - 64 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience How would you feel if this would happen to you?
  • 65. - 65 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience How would you feel if this would happen to you? Waiting for hours hopelesly in the airport..
  • 66. - 66 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience No really. Think about it.
  • 67. - 67 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience I would change my opinion on AIESEC after all of this shit.
  • 68. - 68 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Final chance, what about work?
  • 69. - 69 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The Reason Most People Come to Egypt.. 1.
  • 70. - 70 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Did you work during your stay in Egypt? Work4
  • 71. - 71 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Whom of the Interns Worked? 20 25 NoYes Notes: 1. With work is referred to the internship you signed up to when joining AIESEC and coming to Egypt. 2. The research also pointed out that of the 90% of the interns that did not work, did not do so because of AIESEC AUC and not because of the political situation in the country (i.e. the 30th of June protests). Discussion and more research is needed to identify why so many of the interns did not work. 3. Caution should be taken in further interpreting these results as it is not clear whom of the interns were assigned a new internship. Estimation is that maximum 30% got a new internship, and if they did AIESEC AUC took a few weeks to provide it. 45% of the interns did not work on the internship they signed up for!
  • 72. - 72 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience So 45% of the interns in question did not work.
  • 73. - 73 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience What about those 55% that did work. Did they have a quality experience?
  • 74. - 74 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Where they working right from the start of their arrival in Egypt?
  • 75. - 75 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Did you work the promised duration or was it shorter than promised? Job Description Match and Duration5
  • 76. - 76 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Average Agreed Upon Work Duration 6,3 Weeks 4,8 Weeks ACTUAL TIME WORKED Note: 1. The 25 that actually worked only worked 75% of the time. Only 3 left earlier and missed maximum 1 week due to this. Actual Worked Weeks
  • 77. - 77 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience One last question.
  • 78. - 78 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Did you actually do what you were supposed to be doing? Job Description Match and Duration5
  • 79. - 79 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 20% 20% 4% Series 2520% 12% 24% Somewhat Disagree Disagree Strongly Disagree Somewhat Agree Strongly Agree Job Description Match 24% 20% 4%20% mewhat Disagree Somewhat Agree Agree Strongly Agree 50%of the interns that worked did not have matching job descriptions! Note: 1. This only applies to the 25 respondents who said ‘yes’ to the question whether they worked or not. 2. This may not only be disappointing for the interns who are expecting high quality professional learning experiences, but also for the companies which have to deal with disappointed interns.
  • 80. - 80 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience OK, rewind.
  • 81. - 81 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience I come here for professional development and what do I get? Warning, next slides for illustrative purposes only!
  • 82. - 82 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience I came here with AIESEC to become a scuba diver instructor…. Note: 1. Of course this is not an actual AIESEC internship and is solely used for illustrative purposes.
  • 83. - 83 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience But then this is what I did…. Notes: 1. Of course this is not an actual AIESEC internship and is solely used for illustrative purposes. 2. I have all respect for the farmer and the role (s)he plays in society. This picture is then also only used for illustrative purposes.
  • 84. - 84 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience GUYS WAKE UPPPPPP !!!!!!!!
  • 85. - 85 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESECAirport pick-up2 Pre-Arrival Communication1 Accommodation3 Work4 Work JD Match and Duration5 GAPS ON ALL LEVELS!!
  • 86. - 86 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Is this the way you create value for interns and companies .. and for yourself?
  • 87. - 87 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience You risk damaging your COUNTRY’S REPUTATION and the AIESEC BRAND..
  • 88. - 88 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience If all interns talk to only 5-10 people about their XP this will create a very negative reputation for AIESEC AUC, AIESEC Egypt and AIESEC as a whole. Above all
  • 89. - 89 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience This is NOT how it SHOULD BE!
  • 90. - 90 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience It is time to listen and change our way of working..
  • 91. - 91 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 3. What Causes AIESEC AUC to Underperform?
  • 92. - 92 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Note: Hypothesis Development Included hypotheses are developed based on several brainstorm session with the team. Hence, developed hypotheses require further in depth research for verification of its accuracy and a further detailed analysis of where the biggest problems stem from. One can then create a 3-dimensional graph with problem, impact and investment on the 3 axes for action prioritization. As communicated earlier, please interpret these hypotheses as objectively as possible.
  • 93. - 93 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Looking at AIESEC’s business model 3 root causes have been identified: AIESEC AUC Target Group ‘Youth’ CAUSING UNSATISFIED INTERNS 1 3 2 Selective Value Adoption ‘Enjoying Participation, Only’ Number Driven Local Vision ‘Number of Exchanges’ Causes for AIESEC AUC Underperformance Note: 1. These causes are all interrelated with each other as shown in the next figure. 2. The 3 root causes relate back to the business model of AIESEC and AIESEC AUC. 3. A business model describes the rationale of how an organization creates, delivers, and captures value.
  • 94. - 94 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Causes for AIESEC AUC Underperformance Illustrated Intern Satisfaction H1: In part inherent to the AIESEC business model, AIESEC AUC targets youth in need for development and has recruited members with limited experience which has negatively impacted intern satisfaction H3: The number driven local vision has led to a decrease in intern satisfaction H2: AIESEC AUC selectively adopts values and this has led to a decrease in intern satisfaction Grand Hypothesis: The AIESEC Business Model creates 3 weaknesses that have led to current AIESEC AUC performance problems
  • 95. - 95 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The AIESEC Business Model creates 3 weaknesses that have led to current AIESEC AUC performance problems Grand Hypothesis
  • 96. - 96 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience In part inherent to the @ business model, @ AUC targets youth in need for development and has recruited members with limited experience which has negatively impacted intern satisfaction Hypothesis 1
  • 97. - 97 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. TRIAL & ERROR LEARNING NEGATIVELY IMPACTED INTERNS The lack of experience of its members in running an organization on this scale lead to ‘trial and error’ learning that often negatively impacted companies and interns, as well as the AIESEC brand. Without proper knowledge management and transitions mistakes were repeated time after time. Although these problems were anticipated in the AIESEC business model, AIESEC AUC did not take proper measures against it. Mentorship and coaching programs or knowledge management were initiated but not effectively executed. The LC AUC has been preoccupied by the number of exchanges they were making rather than taking care of the interns that were arriving. I believe this is not intentionally done, but can be attributed to the lack of experience of the functioning of a large organization which has a multiple stakeholders that need to be satisfied. Root Cause 1 – AIESEC AUC Target Group YOUNG & OFTEN LESS EXPERIENCED AIESEC AUC has targeted young people to develop them into future leaders through an easily accessible platform with access to internships and a member and leader track in the organization itself. The positions allow an individual to take up a high level of responsibility with the potential to impact society considerably. The issue was that a lot of the individuals that made and make e up the AIESEC AUC team had limited practical experience in running an organization of this scale (> 200 exchanges). 1. HIGH TURNOVER For leadership positions it has a high turnover rate of 6 to 12 months depending on the position in order to ensure that it remains an accessible development platform for youth. Besides the turnover rates set by the structure itself a lot of people were occupied with other issues such as travel abroad or other youth organizations. What is the AIESEC AUC’s target group? 1 1 Consequences are: 2
  • 98. - 98 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Root Cause 1 – AIESEC AUC Target Group 1. TRAINING & DEVELOPMENT TO MITIGATE PROBLEMS The problems coming forth from this can be mitigated through member training and development. These training and development initiatives could sourced to both internal s (AIESEC AUC and EGYPT) as well as externals (HR Consultancy Companies, etc.). They can be in the form of sessions, webinars, mentorship programs, coaching sessions, etc... However, this will help only so much as most development will happen on the job, in practice. Hence the role of leadership in correct direction setting and knowledge transfer. 1. MORE STRINGENT SELECTION CRITERIA TO INDUCE CUSTOMER CENTRICITY Another measure should be to put more stringent selection criteria for Executive Board (EB) positions, and for that matter other positions too. One of those could be having had at a minimum 6 weeks of experience abroad, or if need be re-election of EB members of the past term. A balance should be established between providing development opportunities and the satisfaction of important stakeholders such as interns and companies. 1. MODIFY EB TERMS A more structural change could be a split of AIESEC AUC’s EB terms into 2 halves running in overlap with each other so that the older half of the EB team can always train and develop the other newer half of the EB. EB COMPOSITION (AIN SHAMS UNI.) Allow members from AIESEC AUC’s 2nd partner university to become part of the EB as they in general include a different part of Egypt's society with good people management skills and practical ‘on-the-ground’ knowledge and hence will be a valuable contribution for intern servicing. 1. NEW QUALITY ORIENTED KPI SYSTEM Structure guides our thinking and behavior in subtle ways. AIESEC in general and AIESEC AUC in specific, always had a focus on numbers. A variable that is in general quite easy to measure (i.e. the number of exchanges). Due to that it is so easy to measure AIESEC has been overly focused on ‘number’ KPIs. However, in order to develop further and impact society more profoundly, AIESEC AUC has to develop a KPI system with targets that reflect both quantity and quality parameters. For instance, we could measure intern satisfaction (quality oriented) through various measures such as the ones shown in this presentation. To conclude, we can only mitigate the effects of an inexperienced team if we are aware of the problems which can be achieved through a re-designed KPI system. However, outcomes need to have consequences attached to them which means that AIESEC Egypt and AIESEC International can act if AIESEC AUC is underperforming. What can we do to mitigate the effects of a team that lacks relevant experience? 1 3 2 4 5
  • 99. - 99 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience AIESEC AUC selectively adopts values and this has led to a decrease in intern satisfaction Hypothesis 2
  • 100. - 100 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. SAYING DOES NOT EQUATE DOING A focus on participation and fun, not on what matters most; delivering quality experiences to interns and companies with the end goal to impact society. Saying that you are delivering these experiences (i.e. as you do now) does not mean that they are actually happening. 1. PROBLEMS NOT PRO-ACTIVELY SOLVED & NOT RECORDED Many of the interns coming to AIESEC AUC are not aware of their rights as interns and in many cases accept poor conditions, believing it is ‘it is part of the experience’. In cases where AIESECers are confronted with the lack of service quality a ‘blame game’ is initiated, the ‘it is not my responsibility’ kind of way. The intern than either gives up realizing he or she is leaving in a few weeks, or pushes on and when it is finally solved the incidence is quickly forgotten by AIESEC AUC without recording and preventing it in the future. For instance, the airport pick-ups did not happen many times and the problem was never resolved entirely in a sustainable way. This leads to a negative connection not only with AIESEC AUC’s brand but also with the AIESEC brand as a whole. Root Cause 2 – Selective Value Adoption 1. AIESEC’s 6 CORE VALUES AIESEC believes in 6 core values guiding its mission to impact society. AIESEC recognizes the key role youth play in changing societies for the better. Through AIESEC they role into other organizations carrying on the values learned in AIESEC. 1. PEOPLE JOIN AIESEC AUC TO PARTY Experience has thought me and many of the interns that not all AIESEC AUC members live by these values except for when it is convenient. This research has further highlighted this ‘realization’. The reason for people to join AIESEC seems to be to have access to party, to network and to have fun and their expectation is that by doing so they will develop themselves further. The values such as leadership, integrity, excellence and sustainability are often said, but not so often followed-up through actions. 1. NO CULTURE OF FEEDBACK & LEARNING No passion in developing oneself or the organization can be found back, albeit indirectly, in the organizational culture of feedback and learning. There has been no pro-active attempt done to collect feedback from AIESEC AUC interns or companies on their AIESEC experience. What is meant by selective value adaption? 1 3 2 1 Consequences are: 2
  • 101. - 101 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. THE RIGHT MESSAGE This can be broken down into further points. In the first place why do members join AIESEC AUC? Because AIESEC AUC brings with it a brand, a reputation! It should start by communicating the right message to ensure that it will attract the right people. Unfortunately it now has created a message predominantly around meeting foreigners rather than having a professional experience through any of the channels they provide. 1. PROPER SELECTION CRITERIA Next in line is the role of talent management. If the message is the road to the organization, talent management (TM) is the gate. TM has to define a set of selection criteria that will result in the selection of an individual with a personality supportive to the AIESEC vision and values. 1. TRAINING & DEVELOPMENT SESSIONS Further role by talent management in delivering relevant training sessions in knowledge and skills areas that will allow the individual to further perform in his or her function and role. 1. REWARD & PUNISHMENT SYSTEM Leadership should develop a ‘reward and punish’ system that rewards individuals with exemplary behavior, but equally and perhaps more importantly in this stage, punishes the member behaving in non-conformance with the AIESEC values. Punishment is clearly in the form of a probation, but should also be firing if necessary. It is clear that people are allowed to make mistakes, but if the same mistakes happen time after time than this individual has chosen a path that is not aligned with that of the organization, an organization that lives by a set of values. 1. STAKEHOLDER DIALOGUE Lastly AIESEC AUC should engage its stakeholders through dialogue to show case impact and discuss on how to improve that impact. This will provide AIESEC members with other perspectives and will create a more realistic view on their contribution and will motivate them further on continuing with the work they are doing, or not. Root Cause 2 – Selective Value Adoption How can we ensure that AIESEC AUC members will live up to the values? 1 3 2 5 4
  • 102. - 102 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience The number driven local vision has led to a decrease in intern satisfaction Hypothesis 3
  • 103. - 103 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. AVERAGE AIESECer DOES NOT EXPERIENCE EGYPT THE WAY AN INTERN DOES Interns are not informed thoroughly pre-arrival on local conditions such as harassment in the metro or microbus. Interns are not picked up on time, or not at all. Communication through phone and email are not handled professionally; no reply or no follow through. Interns are not shown where to work. Problems are not solved and ignored. Through this number driven vision the customer is overlooked. Hence the average AIESECer from AUC does not experiences Egypt the way an intern does. 1. QUALITY FOCUS WILL COMPROMISE NUMBERS A quality focused approach will compromise the number of exchanges that AIESEC AUC can make on the short run. With current focus on numbers and in full support by the local and international reward structure AIESEC AUC will not compromise on this. Root Cause 3 – Number Driven Local Vision 1. INCREASE EXCHANGES TO UNSUSTAINABLE LEVELS With a number driven vision we refer to the focus of the LC AUC on increasing their number of exchanges to become the number one globally (slide 23 and 24) and in doing so AIESEC AUC has shown over the past years little consideration for the intern or for that matter the company. 2 of their most dominant customers. 1. AIESEC REWARD SYSTEM INCENTIVISES NUMBER DRIVEN APPROACH AIESEC AUC is incentivized to do so by AIESEC’s reward system which focuses mainly on numerical parameters. Quality oriented LC’s are not rewarded for their performance simply because no system is in place to measure it. 1. THE INTERN AS A NUMBER AIESEC AUC sees interns as numbers, without an understanding of the intern and an attempt to accommodate their actions for the interns. With intern contact mainly residing at IGCDP members and not with middle management (MM) and executive board (EB), in fact interns rarely meet them, this number driven view is further reinforced at MM and EB level (out of sight, out of mind). What is meant by a number driven local vision? 1 3 2 1 Consequences are: 2
  • 104. - 104 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1. ONE WAY...CUSTOMER CENTRITY The problem has to be first acknowledged and recognized. Then it has to be tackled through both bottom-up and top-down initiatives to increase our ‘customer centricity’. One of the initiatives could be through role plays in the form of an obligatory training “experience life in Egypt through the eyes of the interns” at the start of the new term for the member, middle management and EB. This could be sleeping for a week in the accommodation provided to the intern, taking public transportation without use of personal car, etc.. 1. SELECTION CRITERIA Structure guides our thinking and behavior in subtle ways. Hence actions should also be related to more structural changes, such as mentioned earlier, acceptance to the EB team only with experience of a previous exchange. 1. KPI SYSTEM DEVELOPMENT AIESEC in general, and AIESEC AUC in specific, always had a focus on numbers as it is a variable that is in general quite easy to measure (i.e. the number of exchanges). However, in order to develop further and impact society more profoundly, AIESEC AUC has to develop a KPI system with related targets that reflect both quantity and quality. Progress has been made with Net Promoter Score (NPS) implementation. NPS however does not influence AIESEC AUC internal operations directly and only to a little extent incentivizes AIESEC AUC to change their orientation. 1. REWARD & PUNISHMENT Additionally, the outcomes need to have consequences attached to it. This means that initially AIESEC Egypt (MC) and then AIESEC International (AI) can and should warn and step in if AIESEC AUC is not reaching the quality targets set out by and for them. In essence this means a more directive approach by the MC and AI through real punishments and meaningful rewards. 1. EXAMPLE REWARD ORIENTED AT NUMBERS An example of one of the number oriented rewards is the recently awarded MENA Regional Excellence Award to AIESEC Egypt which it got based on data available through the system, hence without the inclusion of any quality measures focusing on the intern on aspects such as company satisfaction and intern satisfaction… Root Cause 3 – Number Driven Local Vision What can we do to orient ourselves not only on numbers but also on quality of experience? 1 3 2 5 4
  • 105. - 105 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Let's take the results of this survey and KICK SOME ASS. Lets truly impact society in a durable way.
  • 106. - 106 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Let’s become the number 1 LC in the world. In quality. 1
  • 107. - 107 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 4. Concluding Thoughts with Next Steps
  • 108. - 108 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience What is Next? Next steps for AIESEC AUC are: 1. To decide on the necessity of a change effort. Do we want to move towards more quality or do we continue on the path we are right now? 2. If the answer is, ‘we want to change’, then the next step is to validate and further detail research results and create a sense of urgency among the AIESEC AUC team for if its members are not aware of the existing problems and the further problem that lay ahead, the change effort will fail. This needs to be done in such a way that people understand this emotionally, they need to experience what an intern experiences.. To repeat what an intern once told me:“How would you feel waking up 6 am in the morning, waiting till 20 people took a shower, and leaving work 9:30. 3. Then decide on the team that will lead the change, it means people with the right motivation, capabilities and experience to complete such a change. 4. Start thinking of a new vision for AIESEC AUC. A change requires a break with the old. We need to make people exited and motivated for this. 5. Create changes, make the changes felt among the members of AIESEC AUC and its stakeholders. Keep on going, you are on the right track for a successful change! 5 2 3 1 Sources: Leading Change and The Heart of Change by John Kotter and Dan Cohen. 4
  • 109. - 109 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Report Limitations2 Respondents Profiling3 Author Information5 5. Appendix Other Comments on Accommodation4 Survey Screenshots1
  • 110. - 110 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Survey Screenshots1
  • 111. - 111 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Survey Screenshots (1)
  • 112. - 112 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Survey Screenshots (2)
  • 113. - 113 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Survey Screenshots (3)
  • 114. - 114 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Survey Screenshots (4)
  • 115. - 115 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Report Limitations2
  • 116. - 116 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Limitations of This Report Important for the analyses of the information presented in this report are the shortcomings that were part of its creation. Main SHORTCOMINGS identified are: 1. Sample size: 45 responses were recorded for this survey. This is 25% of the total interns that visited Egypt starting in January till August this year (180). 1. Question formatting: Questions 1 and 2 have been formatted in such a way that the reader would be inclined to reply negatively to the LC AUC. 1. Sample representation: It could be the case that people who were satisfied with the performance of AIESEC AUC did not participate in the survey. Nonetheless a 25% response rate is significant. In addition to this, some of the respondents were interns that were here in Egypt the previous EB term (2012-2013), some leaving before the start of the new term. Hence not all of their answers can be attributed to current EB term (2013-2014). The chosen data collection method did not permitted taking out these answers. However, for reasons of development the usage of this data is permitted. A similar, but more simple pre-version of this survey had already been done with interns from various Cairo LCS and the results showed similar tendencies as this survey shows. Hence no major differences exist between the 2 terms and including some of the data of the previous term will not majorly influence the final outcomes. Cooperation LC AUC: Despite attempts of cooperation there has been no cooperation with the LC AUC in regards to the development as well as the running of this survey. In fact AIESEC AUC has started their own survey few days after the launch of this one. This could have confused respondents and actually repelled them from completing this survey. 4 2 3 1
  • 117. - 117 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Respondent Profiling3
  • 118. - 118 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience 1 1 1 1 1 4 1 1 1 1 1 1 2 1 8 1 2 6 1 1 India Germany Colombia China Canada 3Brazil New Zealand Mexico Malaysia KENYA Italy Indonesia United Kingdom USA Belgium 1 Australia The Netherlands Taiwan Slovenia Singapore Paraguay Pakistan Nationalities Participating 44% of the survey participants come from Asia, while 30% comes from the Americas,15% from Europe and the rest from Australia and Africa. 18% 13% 13% Australia 4% Europe South America North America Africa 2% Asia44% Unknown 4% 45
  • 119. - 119 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Intern Arrival Date 33% 28% February March May April June July 2013 6% 11% 3% 19% 11% 67%2012 November DecemberOctober 22% 9EB Term 2012-2013* EB Term 2013-2014 36 Interns arrived in the new term with 9 coming over from the 12-13 EB. Respondents were mainly from interns arrived in the month of June and July. Arrived 36 Arrived *Note: Most of the interns arrived in the term 2012 and 2013 were still here in the new term from 2013 till 2014 and for sake of this discussion they have all been considered in this research.
  • 120. - 120 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Other Comments on Accommodation4
  • 121. - 121 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Other Reasons For Comments on Accommodation (Slide 63) • Incomplete materials provided as said on the TN form (ie. internet access) • They told Osama to pick us up and just threw us like its normal. They are not responsible for us and none of them is going to have a face to face meeting. They don't show up. They don't want to know what the real situation is here. And they just kept telling things that are going to happen. • Dusty and ill managed. • We were treated like animals. There was restriction of movement in the buildings. • We had to buy our own gas because the gas bills were not being paid. • Too far away to get some meals, too dirty • I shared a mattress with 3 other girls on my first week.. and 1 bathroom with about 15 people in the same flat. • No orientation to area. • Cockroach infection
  • 122. - 122 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Author Information5
  • 123. - 123 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Jean-Pierre Boymans Strategy and Change Management Jean-Pierre is currently employed by Solving Efeso Egypt where he brings in expertise in the areas of strategy and change management in combination with indispensable skills in problem solving, quantitative management and report writing. He came to Egypt through a GIP internship with AIESEC AUC (03-03-2012 till 03-03-2013). During this period he was Talent Management Team Leader in AIESEC AUC and Talent Management Team Leader in the National Support Team for AIESEC Egypt. Prior to joining Solving Efeso he studied at Maastricht University in the Netherlands where he completed both his bachelor in International Business and his master in International Business - Organizations: Management, Change and Consultancy (ranked 28 in the top master in management programmes by the Financial Times). As part of his study he gathered international experiences in the form of a study abroad in Lausanne, Switzerland and further developed his language skills in French, German and English. Read more of this and follow Jean-Pierre on: Jean-Pierre Boymans
  • 124. - 124 -Jean-Pierre Boymans © 2013Striving for an Ideal Exchange Experience Thank You “In order to learn we have to hit walls, we have to break them through the use of our wits and above all we should never give up trying!”

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