CONTENT
A letter from MCP

Work and Salary

Election Process

MC 1314 Strategy Focus

Invitation for MC Project

MC 1415 S...
A Letter from MCP
Dear National Plenary,
This is probably the second most important email I have to sent
out within this w...
Election Process
MC VP -Candidates Online Talk
25th-29th of Dec 2013
Application Deadline
20:00, 11th of Jan 2014 (GMT +8)...
Invitation for 20 days
full time MC Project

In MC, we work together as a team in all the project we want to drive in orga...
Application Package
1) Your CV: Give us all the important information we need to
know about you, your AIESEC career, other...
Key Information
• Each Candidate must submit the application package named
as
1415_MoC_MC_VP/Manager_Function_Application_...
AIESEC MoC Introduction
National Reality

24 LCs
8 Expansions

NORTH:
PKU, THU, UIBE, RUC, BJTU, DUT,
XJTU, NKU, TJU, Qing...
AIESEC MoC Introduction
• Current MC impact
report and closing
• Incoming MC plan
presentation and
national direction
term...
AIESEC MoC Introduction
Global Recognition

UBS
Excellence
Award

2011

Global UBS Excellence

2010

AP UBS Excellence

Su...
MC Strategy Focus
MC 13.14 National Driver: oGIP

oGIP is our MC 13.14 National Driver,
because of the combination current...
Work and Salary
Working Condition
• MC office is located in the trendy
student and IT hub - Zhongguancun in
northwest Beijin...
MC Structure

Proposed for 2014-2015
MCP

Note: MCP Elect will decide final structure.

VP
ICX
GIP

VP
ICX
GCDP

VP
OGX
GIP...
Contact List
MCP
Lisa Gao
18620884015
lisa.gao@aiesec.net

MC VP OGX GIP
Tom Murphy
18689784946
tom.murphy@aiesec.net

MC ...
General
Questionnaire
General Question I

You as Individual
1. Motivation

3. Self-awareness and contribution

What is driving you to continue i...
General Question II

Organization Overview

gap (Please include operational structure and

1. Understanding of AIESEC and ...
Function
Introduction & Questionnaire
MC VP OGX GIP

Function Reality
Growth strategy by offering tangible focused oGIP
products, relevant to our student market ...
MC VP OGX GIP

Job Description
JD
Final responsible for AIESEC Mainland of China’s Global Internship
Programme (oGIP).

Mo...
MC VP OGX GIP

Questionnaire
1. How does AIESEC Mainland of China’s Global Internship
(oGIP) contribute to developing a ge...
MC VP ICX GIP

Function Reality
ICX GIP has realized 260 exchanges from Jun
1st,2013-Dec 18th, 2013.Dropping compared
with...
MC VP ICX GIP

Job Description
1.Exchange & Strategy
Management
• Regular exchange pipeline
management in break-down
secto...
MC VP ICX GIP

Questionnaire
• General understanding:
1. Evaluate the past 3-years development of ICX GIP in AIESEC
MoC an...
MC VP OCX GCDP

Job Description

JD
Final Responsible for the growth in providing qualified
experiences for Chinese youth t...
MC VP OCX GCDP

1.Product Understanding
1) Please define the key values of OGX GCDP Product based
on real customer insights...
MC VP ICX GCDP

Function Reality

“Future of iGCDP” project:
http://www.myaiesec.net/content/viewfile.do?
operation=fileview...
MC VP ICX GCDP

Job Description
JD
Responsibility for growth in terms of quality, iGCDP
realizations and sustainability of...
MC VP ICX GCDP

Questionnaire
1. Product understanding
1) What are the value propositions and relevance of iGCDP for the
f...
MC VP OD

Function Reality
5-year Entity Development Model
“We need to take a much more proactive
stand in entity developm...
MC VP OD

Job Description

JD
(this is a different JD comparing to MCVP OD 1314)
• Long term strategy
•

Support MCP to kee...
MC VP OD

1. Long term strategy
1) You have 1 page and all your creativity to explain the
following:
a. What is AIESEC in ...
MC VP OD

Questionnaire 2
2. Entity Development
(1) What are the expected challenges you foresee in 2014-15
for EDM implem...
MC VP LCD

Function Reality
Additionally, management capacity is one of the biggest bottlenecks for growth within
the enti...
MC VP LCD

Job Description
JD
(this is a very different JD comparing to MCVP LCD 1314)

MoS & KPI

• Strategy communication...
MC VP LCD

Questionnaire
1. Strategy communication/ localization of strategy

2. Regional Coordinator management

1) What ...
MC VP TM

Function Reality
Function Reality
TM is split into TM
and TD(talent
development) this year as Talent Development...
MC VP TM

Job Description

JD
• AIESEC MoC talent management representative;

MoS & KPI

• National strategy decision maki...
MC VP TM

Questionnaire
1. Please review TM in AIESEC MoC in the past 5 terms
(from 09/10 to 13/14) and draw a picture to ...
Business Development
Function Reality

✓

Function Achievement & Analysis

• National Partnership Development & Management...
MC VP BD

Job Description
JD
• Strategic Sales & Partnership Development
To Raise National Partner and Strategic Partner f...
MC VP BD

Questionnaire
1. Evaluate the past 5-years development of Business
Development and present your idea about futur...
MC BD Manager

Job Description
JD
• Strategic Sales & Partnership Development
To Raise National Partner and Strategic Part...
MC BD Manager

Questionnaire
1. Evaluate the past 5-years development of Business
Development and present your idea about ...
MC VP MarComm

Job Description

JD
• Marketing
• B2C Product Development:
• Product Package, ELD Event, etc.
• Channel Man...
MC VP MarComm

1. MC VP MarComm Role

Questionnaire

a. Please review Marketing Communications in AIESEC MoC in
the past 3...
MC VP IM

Function Reality
1. Current Strategy
• Carry on the strategy from last year which is "Process
Optimisation" to e...
MC VP IM

Job Description

JD
• Communicate with other MC VP to cooperate on the function
process optimisation accordingly...
MC VP IM

Questionnaire
1. Evaluate the current reality of AIESEC Mainland of
China.Where do you see the bottlenecks and w...
MC VP Finance

Function Reality
Term 1314 for MC VP Finance is determined to address the
following financial or finance-rela...
MC VP Finance

Function Reality
Current MC Finance Structure
Future MC Finance Structure
MC VP Finance
MC VP Finance
Accou...
MC VP Finance

Job Description

JD
ü

-Compendium MC final responsible

MoC financial management:
-MC budgeting

ü

Organi...
MC VP Finance

Questionnaire
1. Evaluate current MC budgeting and accounting structure.
Offer suggestions on improvements f...
It’s Now or Never,
Challenge Accepted !
Mo c mc vp 1415 candidate booklet
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Mo c mc vp 1415 candidate booklet

  1. 1. CONTENT A letter from MCP Work and Salary Election Process MC 1314 Strategy Focus Invitation for MC Project MC 1415 Structure Application Package Contact us Key Information Questionnaire AIESEC Introduction Function Introduction & Questionnaire
  2. 2. A Letter from MCP Dear National Plenary, This is probably the second most important email I have to sent out within this week as an MCP, let me share with you why. I still remember last year, when I  saw only 13 individuals applied for the MC in 1st round, i was overwhelmed with emotions and honestly, speechless. What has happened to the leadership pipeline of this entity, to continue its growth and progress to achieve greatness? More importantly, did people still believe in the purpose and value of this organization and its future?  That was where i promised to the national plenary that this will never ever happen again. During the past few months, us as the MC dragon Team 13/14 have put in our best efforts to present you who are we as an MC, as leaders and as individuals. I strongly hope you have gotten an insight to the day in the life of an MC, from our key milestones, achievements and personal growth. We as an MC heard the call to adventure and accepted the challenge, what is yours? I still remember when I applied MC in 2012, about two years ago, my main motivation was to mainly drive iGIP growth in AIESEC Mainland of China. I remember when I was LCP, I had the honor to talk with Dexter and Vincent in one night about iGIP's future. I recall clearly their words, they strongly believed in the value of iGIP and had no limits to achieve 1000 realization within one year, even though our performance was around 300. As an MC candidate, I wasn't surprised to hear this expectation from the previous MCP, because I knew it was possible, more importantly I MC VP 1415 Candidate Booklet AIESEC Mainland of China believe I was the only one who could shoulder such responsibility to make it happen. So that's my motivation to run for MC. At the end of my term of MCVP iGIP, we achieved a grand total of 480 realization. My biggest realization was that if I didn't  dream big, we could not have grown nearly 35% in GIP side, which seemed impossible for an entity in AIESEC like MoC. As an individual, I was filled with fulfillment and happiness that i challenged myself to DREAM BIG! As you read through this application, i encourage you to really have a deep reflection about your motivation to apply for MC team. Ask yourself WHY do i want this for AIESEC MoC and for myself?  With clarity of your purpose coupled with the right knowledge, skills, and attitude, you will definitely have a fruitful leadership learning year with the organization. Lastly, AIESEC is special because it's an organization that does not belong to anyone individually, but belong to each youth in the past, current and future generations. So on behalf of Member Committee 2013-2014 of AIESEC in Mainland of China, I hereby announce AIESEC MoC MC 2014-2015 Application officially open. Best of luck. Sincerely Yours Lisa Gao President AIESEC in Mainland of China 2013-2014
  3. 3. Election Process MC VP -Candidates Online Talk 25th-29th of Dec 2013 Application Deadline 20:00, 11th of Jan 2014 (GMT +8) Application Screening 12th of Jan 2014 Candidates Announcement 13th of Jan 2014 MC VP 1415 Candidate Booklet AIESEC Mainland of China MC VP Election 23rd of Jan 2014, HZ Natco Candidates Interview February 2014 MC VP Announcement Late Feb or Mar 2014
  4. 4. Invitation for 20 days full time MC Project In MC, we work together as a team in all the project we want to drive in organization. We require not only function expertise, but the real leadership and proactive learning talent, who can work any project start from scratch. So we invite the MC Candidate who finish exams work in MC office for 20 days starts from 25th of Dec to 16th of Jan. 20 DAYS work in MC office targeting 50 oGIP EP Match starts from scratch Required high efficiency, self-motivated, strategic thinking, creative, and sales skill. The only thing you don’t need is oGIP experience MC will cover your accommodation,1 round trip TCS from your city to BJ and you have 2 hours everyday work your application together with MC team and MCP. MC VP 1415 Candidate Booklet AIESEC Mainland of China
  5. 5. Application Package 1) Your CV: Give us all the important information we need to know about you, your AIESEC career, other jobs you have had, your contact details etc. Use a maximum of one page to create your CV. 7) Endorsement letters: • 2) Executive summary: 1 page summary of your entire application. For Chinese MC candidate: • 3 Endorsement Letters from LC EB Above and the endorsement letters cannot come from current 13-14 MC Team members • (In case we receive more than 3 endorsements, you will be requested to choose 3 that you wish to be enclosed as official endorsements with your application). 3) Questionnaires: • Answer ALL the questions applicable in below to the position you are applying for. • Questions you must answer include (a) General Questions and (b) Specific Questions • For MC applicants, max 15 pages for General Questions and Specific Questions • Minimum font size = Helvetica/Georgia size 10. 4) Blank Paper Challenge: Maximum one page of A4 size only. 5) Belbin & MBTI Test Result 6) Personal Values Assessment (http://www.valuescentre.com/ products__services/?sec=personal_values_assessment_ %28pva%29) MC VP 1415 Candidate Booklet AIESEC Mainland of China • For International MC Candidate: • 3 Endorsement Letters from LC EB above which includes 1 endorsement letter from MC of your current AIESEC country • (In case we receive more than 3 endorsements, you will be requested to choose 3 that you wish to be enclosed as official endorsements with your application) 8) 3 mins CREATIVE Introduction Video with your personal introduction and your motivation to be MC VP of AIESEC MoC (Please upload to Youtube or Youku and provide the link)
  6. 6. Key Information • Each Candidate must submit the application package named as 1415_MoC_MC_VP/Manager_Function_Application_Name • All the candidate Election Speech, Confidence Vote and Q&A will be proceeded during National Conference. MCP 1415 will be announced during National Conference. • The Application Package needs to be uploaded on myaiesec.net as one file and sent the link to mainland.china@aiesec.net ; lisa.gao@aiesec.net (MCP 1314); mowen.lee@aiesec.net (Election Manager) • For international candidates, if you can’t be in China, we will send you an other email to explain more.you will need to upload a video : • the DEADLINE for submitting your application link is 20:00, 11th of January 2014 (GMT+8) • Additional Notes for the application • All the election information regarding application, regulation, key news will be updated in the AIESEC MoC MC 1415 Election Official Wiki : http://www.myaiesec.net/content/ viewwiki.do?contentid=10286954 • All the local candidates are required to attend the MC Election during our Winter National Conference between Jan 21st to Jan 26th in Hangzhou. MC VP 1415 Candidate Booklet AIESEC Mainland of China • Max 7 minute, • Upload as a file on myaiesec.net, name it as “MoC MC1415 Election_Election Video_Candidate Name_Position Name” • Send the link together with your MC Application Package • The video must include: - Your introduction - Summary of your AIESEC Experience - Why you are applying for MC in Mainland of China 13-14 - What position are you applying for and why?
  7. 7. AIESEC MoC Introduction National Reality 24 LCs 8 Expansions NORTH: PKU, THU, UIBE, RUC, BJTU, DUT, XJTU, NKU, TJU, Qingdao 2 Expansion Initiatives NORTH: EAST: BFSU,HIT,JLU,ZZU, Jinan SISU, SJTU, FDU, NJU, UNNC, ZJU EAST: XJTLU South: South: SCUT, UM SYSU, GDUFS, Changsha, CQU, HUST, XMU, SZU, SWUFE ELD program in 2013 (Jan 1st- Dec 12th ) AIESEC in Mainland of China became full member in 2002. Within past 12 years, AIESEC in Mainland of China has become one of the fast growing AIESEC Member Countries in the world. iGIP 392 (438 in 2012) oGIP 192 (253 in 2012) iGCDP 1148 (1200 in 2012) oGCDP 2802 (2411 in 2012) Exchange program in total 4534 (4302 in 2012) (3866 in 2012) • TMP 2256 (2099 in 2012) • TLP 1578 • • • • • MC VP 1415 Candidate Booklet AIESEC Mainland of China North: Hefei South: Nanchang
  8. 8. AIESEC MoC Introduction • Current MC impact report and closing • Incoming MC plan presentation and national direction term • Alignment of LC to national direction • Elect LCP empowerment Conference Circle • Organizational induction and alignment • Clarity of why National Leadership Transition Conference National Presidents Meeting July May Lead Regional Induction Conference (Member) Sep. Sep. Summer NatCo Winter NatCo Oct. Oct. International Youth Leaders Summit • Incoming MC plan presentation and national direction • Functional empowerment • LC preplanning for half term • MC election • National direction presentation • Functional empowerment • LC annual planning • Leadership empowerment • Inner journey self discovery Lead Regional Induction Conference (Member) March Jan. Globe Regional Induction Conference (EP) • Clarity of oGCDP • Exchange preparation MC VP 1415 Candidate Booklet AIESEC Mainland of China • Organizational induction and alignment • Clarity of why April March International Youth Leaders Summit • Leadership empowerment • Inner journey self discovery Globe Regional Induction Conference (EP) • Clarity of oGCDP • Exchange preparation
  9. 9. AIESEC MoC Introduction Global Recognition UBS Excellence Award 2011 Global UBS Excellence 2010 AP UBS Excellence Sustainability Global UBS Excellence 2011 Global 2012 Global Innovation 2008 5-year deliveringpromise Award; Award. Award; Award 2013 Global Innovation Leadership Award 2013 Global Achievement Award Award; Award. 2010 NBBB Project Award; 2009 NBBB Project Award ING Award MC VP 1415 Candidate Booklet AIESEC Mainland of China 2011 Global Sustainability Impact Award; 2012 Global Sustainability Impact Award. NBBB Project Award
  10. 10. MC Strategy Focus MC 13.14 National Driver: oGIP oGIP is our MC 13.14 National Driver, because of the combination current of internal and external factors. In today’s world, Chinese talent is required more than ever before, as companies look to learn from and grow with the Chinese economy, especially within the trading sector. This is not to mention the top young talent AIESEC can provide to a company. However, internally, as we face severe iGCDP & iGIP issues and oGCDP capacity, now is the time to drive operations across our organization to grow oGIP like never before. Strategic Focuses Short-term focuses, following MC re-planning, will include the following: • Sales Elite Team to enable a new peak in oGIP realizations, as example for LC development • Online engagement to drive oGIP interest to support delivery for LCs • Programmed focus performance drive as match achievement in complete 2014 Product Development • Focused products based on campus market (more focused than historical MT, TT & ET), such as Entrepreneurship in Africa • Within oGIP function, product based teams with target of 7+ realizations per product • Customized processes (including recruitment, selection and EP management) to support product Roles of different team members As a national driver, each MC member & function supports oGIP development both on MC & LC level. This is not only for support functions (TM, Finance, IM, MarComm & ER/BD), but also other exchange functions. MC VP 1415 Candidate Booklet AIESEC Mainland of China Market Enlargement • Segmenting your student/graduate market to take multiple (starting with 2-3) oGIP products within your campus • Aiming to reach a significant market share in each product before development of additional products LC Functional Development • Member capacity building, moving towards sales mindset in driving focused oGIP products • Process building, to have standardized oGIP process – which can be customized product dependent
  11. 11. Work and Salary Working Condition • MC office is located in the trendy student and IT hub - Zhongguancun in northwest Beijing. • We strongly recommend that you come to Beijing with your own laptop as the MC only has 2 laptops. • Full-time MC is required to work 40 hours per week. (In reality the current MC often works more than 40 hours per week.) During the week there is a flexible start between 9-10am with an 8-hour working day. You will also be required to work on weekends for LC visits, peak periods and during national conferences. • MC has a separate offi ce an d apartment. Accommodation is provided to MC members. Salary & Reimbursement • The salary per month is 3300RMB (one euro buys 8.5RMB roughly). The salary is enough to live off in Beijing . The salary is paid at the end of each month. • All full-time MC Member and part of NST get paid. • No over time will be paid as the monthly salary is set. • Apart from transportation related to AIESEC business/conferences/LC visit activity & national conference fees. All other expenses must be covered by each individual. • You will not be paid any relocation costs to arrive in Beijing. MC VP 1415 Candidate Booklet AIESEC Mainland of China Holiday • The MC is allocated 18 days holiday per year on top of national holidays. • There is no holiday during Christmas, even for international MC members, however a 15 days annual leave is applicable during the term. • MC term is from May 1st, 2013 to May 31, 2014. It is required for all MC members to start working on the first day • The whole MC 13-15 Transition will start in mid-April in 2014. You will get paid for May.
  12. 12. MC Structure Proposed for 2014-2015 MCP Note: MCP Elect will decide final structure. VP ICX GIP VP ICX GCDP VP OGX GIP VP OGX GCDP VP OD VP LCD VP TM VP Mar Comm VP IM VP BD BD Manager MC VP 1415 Candidate Booklet AIESEC Mainland of China VP Finance BD Manager
  13. 13. Contact List MCP Lisa Gao 18620884015 lisa.gao@aiesec.net MC VP OGX GIP Tom Murphy 18689784946 tom.murphy@aiesec.net MC VP OD Enoch Wong 15600371173 enoch.wong@aiesec.net MC VP Finance Angela Wang 18689548241 xiaoru.wang@aiesec.net MC VP ICX GIP Kelly Shi 13430370947 kelly.shi@aiesec.net MC VP OGX GCDP Angie Wang 18628447601 angela.moc@aiesec.net MC VP 1415 Candidate Booklet AIESEC Mainland of China MC VP TD Edwin Seah 18610990711 edwin.seah@aiesec.net MC VP BD Echo Wu 13811389384 echo.wu@aiesec.net MC VP TM Eric Zhang 18666926337 eric.cheung@aiesec.net MC VP ER Antony Chen 15657405679 antony.chen@aiesec.net MC VP MarComm Mowen Li 18611404101 mowen.lee@aiesec.net MC VP IM Tiki Wen 18250876326 tiki.wen2011@aiesec.net if candidates have any question on iGCDP and LCD, it should also redirect to Enoch
  14. 14. General Questionnaire
  15. 15. General Question I You as Individual 1. Motivation 3. Self-awareness and contribution What is driving you to continue in AIESEC? Why have What are your key strengths and weaknesses? How will you decided to stand for AIESEC in Mainland of China they affect the role you are applying for? What are your MC 2014-15? And what do you want to take out of this unique contributions to generation 2014-2015? experience? 4. Team role and expectation 2. About yourself a. What is your expectation towards MC as a team? a. Please describe your relevant past experiences/ positions held inside of AIESEC. b. Rank the three fields (e.g. areas, functions, expertise) in which you have the most experience and describe your experience in each. c. What are your key values in life and why? MC VP 1415 Candidate Booklet AIESEC Mainland of China b. Based on your past experience, what is your role and contribution in a team? Please explain it with specific past experience c. What are possible challenges you foresee in your future MC team? Please share you plan and solution to overcome challenges.
  16. 16. General Question II Organization Overview gap (Please include operational structure and 1. Understanding of AIESEC and AIESEC in Mainland of China management capacity improvement perspective)? a. Do you believe we can achieve AIESEC 2015? What does it mean to AIESEC in Mainland of China? 3. Insights of organization trend b. Why AIESEC in Mainland of China need a 10 years’ Please carry out a SWOT analysis of AIESEC and briefly vision? What is external and internal relevance of explain how you will capitalize on the opportunities in the “AIESEC MoC 2023”? following two aspects? c. What will you do to support oGIP growth if we want to have 1000 realization in 14-15? d. What exactly is the high quality experience we provide? What makes it unique? 2. MC Role • External environment in China and in the world • AIESEC global network 4. Organisational development How will you evaluate the development path of AIESEC globally and in Mainland of China for past 5 years? What What is the current role of MC? What do you think should be the ideal role of MC? How do we bridge the MC VP 1415 Candidate Booklet AIESEC Mainland of China are the key reasons for success and failure?
  17. 17. Function Introduction & Questionnaire
  18. 18. MC VP OGX GIP Function Reality Growth strategy by offering tangible focused oGIP products, relevant to our student market and the needs of their future career. This includes packaging historical seemingly undesirable exchange opportunities, mainly due to destinations, which have an external relevance driving demand for Chinese talent and focusing sales upon this – most clearly demonstrated in “Entrepreneurship in Africa”. • 2013 will be AIESEC Mainland of China’s lowest year in GIP EP • Global TN S&D is not an issue. Only our mindset and current workings within it. Furthermore, growth strategy includes building o u r re p e r t o i re o f o G I P p ro d u c t s , m o s t predominantly in the technical field. • Talent gaps clearest in strategic thinking to focus LC products sales and sales capacity to sell such products within the student/graduate market. Process knowledge and skills can be adapted to this strategy. realisations since 2007. • 190 EP realisations (1st January 2013 – 29th November 2013). • To support this, oGIP aims to align all supporting functions (TM, MarComm & ER primarily) for different parts of the oGIP process, both on an MC & LC level. • MC driver 2013.14. Challenges in LCs with knowledge of oGIP, positioning within LC (especially compared to oGCDP) & mindset for product sales. Most apparent in MC 2013.14 term is the importance, strategy (and following operations) and mindset of oGIP from MC level not being transferred into LC EBs, causing a gap in driver implementation across MoC. MC VP 1415 Candidate Booklet AIESEC Mainland of China
  19. 19. MC VP OGX GIP Job Description JD Final responsible for AIESEC Mainland of China’s Global Internship Programme (oGIP). MoS & KPI • Supporting AIESEC Mainland of China’s 2023 vision through oGIP member & exchange experiences. • • Driving oGIP growth by sub-product according to different LC’s student Contribution to achieving AIESEC MoC’s 2023 vision. markets & global TN supply. • Number of GIP EPs realised. • oGIP product development, both from MC level & supporting LC • NPS for MoC GIP EPs. • % of EPs per oGIP product. product development. • NST & LCVP oGIP coaching & management, to ensure strategies are driven down to the student market. • LC support, especially within product development, strategy implementation, exchange process knowledge, EP and returnee management, member education & alumni engagement. • Establishing key TNs supplies though sustainable entity partnership management, and focusing LC student market activities acordingly. • oGIP alumni engagement. Responsible for National Driver 2013.14, and product of most importance in next 10 years of AIESEC MoC. • Market share of oGIP product within relevant student/graduate market. • Strategic & analytical thinking, especially within product development and supply & demand management. • Process management. • Training, coaching & facilitation. • Sales, marketing & delivery of product within student market. Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  20. 20. MC VP OGX GIP Questionnaire 1. How does AIESEC Mainland of China’s Global Internship (oGIP) contribute to developing a generation of globally competitive leaders to positively impact tomorrow’s China? 7. How can oGIP and other functions (both exchange and administration) synergies for oGIP growth? Please outline ideas both on an MC and LC level. 2. Evaluate the past 5-years development of oGIP in AIESEC MoC and present your idea regarding the next 5 years development trend of oGIP. 8. Outline 3 new innovative initiatives you would bring to oGIP in MoC. What is their desired measure of success, both shortterm and long-term towards the function. 3. Present a detailed SWOT analysis of oGIP in MoC. 9. Some would excuse performance drop, due to the mindset of Chinese youth, such as not wanting to work abroad or unable to see the alignment of oGIP with their career. How would you change such a mindset, within MoC’s membership and student market. 4. What makes Chinese youth globally competitive? 5. How would you position 2014.15 in the development path of oGIP? Please outline within this your strategic focus areas and desired success from these. 6. Under the EDM (Entity Development Model), LCs are moving to a single campus model. Therefore, many LCs are concerned about their sustainability given their operations (especially revenue generating ones) outside their main campus. This may lead LC focus towards “faster, easier” functions, such as oGCDP. In this context, present an argument to such LC about why they should maintain their focus programme as oGIP. MC VP 1415 Candidate Booklet AIESEC Mainland of China 10.What do you foresee as the biggest challenge to face oGIP in 2014.15, and how would you overcome it? 11.Choose an MoC LC (if you are a candidate from MoC, not your own LC). Build a detailed strategy plan, focusing on product and operations, which will achieve at least 60 oGIP realisations in a calendar year. 12. Why should oGIP be AIESEC MoC’s national driver in 2014.15?
  21. 21. MC VP ICX GIP Function Reality ICX GIP has realized 260 exchanges from Jun 1st,2013-Dec 18th, 2013.Dropping compared with Year 2012(332): • Sub product except teaching realization: 95 • Teaching sub product realization: 165 Pipeline dropping analysis • Visa policy in Mainland China changes from time to time, causing a lot of difficulties for post-match pipeline management. • This year we just have one person responsible for ICX GIP in MC team, how to efficiently translate national strategy into local implementation is very challenging. • Local VP empowerment is very important at the MC transition period in terms of timeline factor. However, transition takes up quite a lot of time then it becomes too late to drive Q1 results and even affect Q2 badly. other challenges of ICX GIP in AIESEC MoC • Un-balanced function development in different LCs requires customized strategy communication with local committee, while it takes up too much time for MC VP ICX GIP to focus on strategy & product development. • We’re poor at customer relationship management and process management, causing account loss every year. • In ICX GIP of AIESEC MoC, we don’t have standardized segmented product portfolio(except industry), which means we do sales in a very rough and junior way. MC VP 1415 Candidate Booklet AIESEC Mainland of China Key EP Supplier • GIP (teaching): US, UK, Poland, Russia, Ukraine • GIP (others): UK, Brazil, Poland, Colombia, Germany, Ukraine, Russia Current realization contribution: • GIP (sub product except teaching) Top industries: Hotel (40%), manufacture (30%), IT sector (15%), Consulting (9%) PR, advertising (6%) • GIP (teaching): English teaching institute and kindergarten
  22. 22. MC VP ICX GIP Job Description 1.Exchange & Strategy Management • Regular exchange pipeline management in break-down sectors • LC Function coaching on key project timeline, especially planning & re-planning guidance based on national direction   (Dec & July) • winter team & summer team design & execution guidance (Feb & Aug) • TL selection & HR re-planning guidance (Jan,Feb & Jun-Aug) • key project design and execution, especially national team to intensively drive performance such as sales elite team • Contract & TN form approval Required skills & experience • short-term & long-term pipeline driving skills • strategic project design & implementation experience • Talent planning & management • Exchange quality management • Strategy thinking & effective coaching • Prioritizing & Efficient multipletask management • Work and control emotion under huge pressure etc.  • Delegation & tracking skills. MC VP 1415 Candidate Booklet AIESEC Mainland of China 2.Stakeholder Management: • NST group management • National VP ICX GIP group management • National Partnership & GEP management 3.Resource investigation & networking 4.Cross-function & CrossLC synergy coordination: • Key country partnership management • Sales app & Salesforce management • NPS management & firefighting • Talent development program such as sales development program Required skills & experience • Regional ICX project coordination • multiple stakeholder management skills • exchange group management experience  Required skills & experience • coordination & resource integration
  23. 23. MC VP ICX GIP Questionnaire • General understanding: 1. Evaluate the past 3-years development of ICX GIP in AIESEC MoC and present your idea about future development trend for the next 3 years in areas of market exploration, product development & LC empowerment.  2. Please do SWOT analysis to ICX GIP in AIESEC MoC in terms of exchange management, external market exploration & resource integration, internal management as well stakeholder experience.  3. How do you position ICX GIP in AIESEC MoC & Mainland China? Please elaborate in details with reasons. 4. Predict your main three challenges if elected. Please give solutions as well (visa challenge should be included) 5. Please list three initiatives you want to bring to ICX GIP in AIESEC MoC with detailed timeline. How will these initiatives contribute to MoS? 6. What’s your understanding towards city-based ICX operation management? Please answer with expected timeline & main challenges you foresee as a MC VP iGIP. • Exchange management: 1. What strategies will you implement if elected, please explain in details with key projects & expected timeline. What’s your exchange goal for raise/match/realize? How will these key projects contribute to your goal? 2. List one or two more focus industries you want to drive except manufacture, B2B & IT. Why & what’s your strategy in developing sales in these industries? 3. What’s your strategy of utilizing country partnership? Please also list your expected goal of every of your ideal country partners. • Stakeholder management 1) Please analyze stakeholder experience of iGIP member, TN taker and trainees. What’re the bottleneck for every stakeholder experience and your solution?  2) What’s your strategy to achieve high NPS response rate & NPS score? 3) What’s the biggest challenge of LC capacity empowerment & your strategy with expected timeline? MC VP 1415 Candidate Booklet AIESEC Mainland of China
  24. 24. MC VP OCX GCDP Job Description JD Final Responsible for the growth in providing qualified experiences for Chinese youth through outgoing exchanges in global community development program. • Supporting AIESEC Mainland of China’s 2023 vision through oGCDP member & exchange experiences. • Function strategic planning, tracking, execution • OGX GCDP Product development based on different markets, including strengthening market relevance through product package, sub-product development, showcasing impact, collaboration, etc. • International relations management, including supply & demand, quality control cooperation, etc. • Improving EP experience management based on NPS • Enhancing national and local management capacity & delivery capacity, including coaching NST & local VP OGX, and facilitating all entities development wherever OGX GCDP function exists • Coordinate synergies with other function Function Reality Through past several years, OGX GCDP has become a relatively mature product with relatively great impact in AIESEC Mainland of China. • 2807 EP realization from Jan.1st – Dec.20th 2013, 1645 from June. 1st to Dec.20th MoS & KPI No. of oGCDP Realized • Absolute and relative growth of each LCs • NPS of GCDP EPs • No. of destination countries • Percentage of country partnership delivered • NPS score in match stage 44, realize 14, complete 23. Overall 32. Capacity Requirement • Focus on market & product evolution, improve national & local EP experience management and process optimization. • Strategic & analytical thinking, especially in the area of product development and supply & demand management. • Challenge with large scale management, product quality & efficiency. • Process management. • Training, coaching & facilitation. • Large scale management • Marketing • Crisis management MC VP 1415 Candidate Booklet AIESEC Mainland of China
  25. 25. MC VP OCX GCDP 1.Product Understanding 1) Please define the key values of OGX GCDP Product based on real customer insights 2) What’s the market relevance and positioning of OGX GCDP Product in different kinds of student markets? 3) What’s the market value of top 5 issues, how will you package them. 4) How to develop the sub-product New Peak? 5) How to better showcases our impact and strengthens external collaborations? 2.Experience Management 1) How to measure and define the quality of EP experience? 2) What’s the key bottleneck for EP experience? How to improve EP experience with different local entities’ situations? 3) How to improve EP experience in terms of co-delivery strategy. 3. Delivery Capacity 1) Please evaluate current TN market situation. How to develop and maintain sustainable TN partnership? 2) What’s the key bottleneck for delivery? How to enhance delivery capacity and efficiency both nationally and locally? 4. Function Development MC VP 1415 Candidate Booklet AIESEC Mainland of China Questionnaire 1) Please cluster local OGX GCDP entities. What are key strategies to develop local capacity of these entities in different stages? 2) What’s the long-term vision and key bottleneck currently for SU development and management? What are key strategies? 3) What are the key strategies to implement under EDM framework? How will you prevent the performance drop if we close all the EP pool and part of SU, which can’t pass the criteria? 4) How to position NST in OGX GCDP function? What’s the bottle neck you can see in current NST structure. What are key strategies to lead and enhance NST capacity? 5. Strategic  focus  for  2014-­‐2015   1) Evaluate the past 5 years development of OGX GCDP in AIESEC MoC and present your idea about future development trend for next 5 years. 2) b. How will you position term 2014-2015 in the development path of OGX GCDP function? 3) c. What are your strategic focus areas? What is success for you at the end of term? 4) d. What are key strategies for your focus areas?(Please be as details as possible) 5) How do you foresee the change of oGCDP function after EDM being implement? Q
  26. 26. MC VP ICX GCDP Function Reality “Future of iGCDP” project: http://www.myaiesec.net/content/viewfile.do? operation=fileview&contentid=10282075 MC VP 1415 Candidate Booklet AIESEC Mainland of China
  27. 27. MC VP ICX GCDP Job Description JD Responsibility for growth in terms of quality, iGCDP realizations and sustainability of iGCDP. • iGCDP development MoS & KPI • Quality KPIs of iGCDP (% Promoters, NPS, Response Rate) • • Realizations of iGCDP (sub-issues, Ra/Ma/Re, peak/off-peak) • Global supply and demand (TN marketing) • Raise to Match ratio • Enhance trainee experience and value proposition • Number of national iGCDP partners (TN takers, financial/ learning partners) • • Product development in terms of sub-issues Financial model iGCDP TN form auditing • National project management • NPM team building and management • Process enhancement • Functional coaching • National key partner management • Front office – back office synergy • Financial Sustainability of iGCDP in LC and in MC Knowledge • CustomerGauge/ NPS • iGCDP sub-issues • iGCDP processes • Global supply & demand • Financial literacy • Corporate Social Responsibility Skills • Quality management • Project management • Training and coaching • Communication • Stakeholder management • Adaptability Attitude • Customer driven • Purposeful • Social contribution Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  28. 28. MC VP ICX GCDP Questionnaire 1. Product understanding 1) What are the value propositions and relevance of iGCDP for the following stakeholders (including, iGCDP members, iGCDP trainees, local volunteers, project participants, TN takers, learning partners, financial partners) 2) Please describe the relevance of iGCDP to AIESEC? In other words, why does AIESEC do iGCDP? How does it connect to the “Why of AIESEC” or AIESEC Way? 3) Please provide 3 real examples of Corporate Social Responsibility (CSR) projects in Mainland of China. What are the potential collaborations with AIESEC. 4) Please provide 3 real examples of “competitors” of iGCDP products (e.g. community development program in Mainland of China with foreign volunteers). Please do a comparison analysis on each example. 5) Please evaluate the key organizational pillars (Talent Capacity, Customer, Partners, Finance, Legal) of iGCDP. Choose 2 pillars to and explain in details how we can improve them in 2014-15? 6) Please breakdown iGCDP into sub-issues, and explain what should be the top 3 focus for each sub-issues. 2. Strategic direction 1) For you, how does the ideal iGCDP look like for AIESEC in Mainland of China? And connecting to vision of yours, what do you think iGCDP will be like in • 2015 (end of 2014-15, end of AIESEC 2015), • 2020 (in 5 years, end of AIESEC 2020), • 2023 (end of “10 years MoC vision”) MC VP 1415 Candidate Booklet AIESEC Mainland of China 2) What are the factors MC needs to consider when reviewing iGCDP TN forms. 3. Operational management 1. Please carry out a simple SWOT analysis of iGCDP operation in MoC. 2. What will be your focus for increasing quality of iGCDP and how would you measure the success (with specific goal)? Please be as concrete as possible, and include the following information in your answer: • NPS promoter issues • NPS detractor issues • NPS score • Percentage of promoters 3. How will you increase the response rate of NPS? And what will be your goal for 2014-15? Please justify your goal, preferably with data support. 4. How will you utilize CustomerGauge/ NPS to improve co-delivery? Please explain your strategies with two of AIESEC MoC’s iGCDP country partners. 5. What will you do in 2014-15 to increase “raise to match” rate? 6. How can you capitalize on peak realizations and the potential of non-peak realizations? 7. Please describe how you will utilize iGCDP NST management in 2014-15.
  29. 29. MC VP OD Function Reality 5-year Entity Development Model “We need to take a much more proactive stand in entity development rather than reactive approach and be demand-driven” Quality/ NPS MoC  NPS  data  for  all   Promoters   stages Percentage  (%P) oGIP 60% iGIP 47% oGCDP 47% iGCDP 46% All  programs 47% EDM key millstones: • 2014: stop EP pool, new membership criteria, NST re-positioning, Regional Coordinator • 2015: stop SU, first membership review with new criteria • 2017: regional offices with full time team NPS Response  Rate  (RR) 53% 25% 31% 30% 31% 36% 35% 30% 38% 33% LC data: http://www.myaiesec.net/content/viewfile.do?contentid=10286685 NLTC “Start with Quality” session Why quality: http://www.myaiesec.net/content/viewfile.do?contentid=10284612 NPS training: http://www.myaiesec.net/content/viewfile.do?contentid=10284611 Keys to successfully implement any strategies (a model by McKinsey) MC VP 1415 Candidate Booklet AIESEC Mainland of China Implementation Channels
  30. 30. MC VP OD Job Description JD (this is a different JD comparing to MCVP OD 1314) • Long term strategy • Support MCP to keep track of long term initiatives (initiatives that cut across more than one year, or initiatives that typically have long term impact to the organization) MoS & KPI • Quality KPIs (% Promoters, NPS, Response Rate) Participate MC discussion with the view of long term sustainability of the organization • Milestones achievement of long-term projects (including EDM) • Actively drive conversations about innovations in MC team • Achieving the objectives of conferences and trainings hosted • Overall responsible for “Quality” project, including data analysis, strategies creation, training and support with system. • Usage of Internal Communications channels by MC • • Satisfaction and achievement of “Entity Consultancy” • Entity Development • Strategic co-creation with MC team and national plenary regarding Entity Development Model (EDM) • Work together with MC team to overcome any challenges with EDM • • Ensure EDM is implemented within timeline for 2014-15 • Ensure all LCs understand how to grow sustainably and why oGIP is an essential elements in LC development growth path • • Implementation Channel • Ensure we deliver “Entity Consultancy” as one of the MC-LC services • Overall responsible for conferences, one of the most important implementation channel; and other channels for Capacity building and training • Overall responsible for Internal Communication • • • • • Knowledge AIESEC MoC 2023 vision CustomerGauge/ NPS Organizational understanding Entity Development Model Membership Criteria Coaching Conference Management • • • • • • • • Skills Effective communication Project management and tracking Creative thinking Listening; receiving and giving feedback Analytical Strategic creation Team management Adaptability/ quick learner • • • • • Attitude Purposeful Humility Customerorientated Self-discipline/ independent working Proactiveness/ willingness to learn Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  31. 31. MC VP OD 1. Long term strategy 1) You have 1 page and all your creativity to explain the following: a. What is AIESEC in Mainland of China 2023 vision statement? b. What are the key millstones to achieve MoC 2023 vision? c. What is the role of 2014-15 in achieving MoC 2023 vision? 2) Innovation Questionnaire 1 You have the license to change the system, to challenge any paradigms and unleash the potential of the organization. 3) Quality a. Please analyze the quality KPIs for all programs of AIESEC MoC and what would be the suggested focus area to drive quality next year? Please be as concrete as possible, and include the following information in your answer: a. You have 1 page and all you creativity to propose 3 innovation ideas (something that is not been implemented for the last 3 years in MoC) on how to drive number of oGIP realizations while achieving program objective alignment. • NPS promoter issues b. You have 1 page and all you creativity to propose 3 innovation ideas (something that is not been implemented for the last 3 years in MoC) on how to drive Talent Capacity in AIESEC MoC. It is recommended to start with your definition of success in Talent Capacity. • Response Rate b. Please evaluate the NPS system and CustomerGuage. Please evaluate the current rate of adoption for NPS in AIESEC MoC. How will you ensure there is a higher rate of adoption in 2014-15. c. You have 1 page and all your creativity to propose what is the biggest question (besides oGIP and Talent Capacity) that lies in front of AIESEC today and give an answer to it. c. What do you think should be next stage of driving quality in 2014-15? Bearing in mind that there is only a focus of NPS for exchange programs in 2013-14. MC VP 1415 Candidate Booklet AIESEC Mainland of China • NPS detractor issues • NPS score • Percentage of promoters
  32. 32. MC VP OD Questionnaire 2 2. Entity Development (1) What are the expected challenges you foresee in 2014-15 for EDM implementation? Please describe in details your quarterly implementation plan for 2014-15 in respect to EDM. (2) What advice you will give to the following LCs in terms of EDM implementation in 2014-15. Please include their concerns and your proposed solutions. a. HUST (city-based, but originally single campus; also managing an EI) b. NJU (very large city-based, but originally single campus) c. Qingdao (started off as city-based) d. UIBE (has several high-performing SU; also managing an EI) e. FDU (integrated-LC, multiple campus in one LC) f. UNNC (Single campus) 3. Implementation channel (1) Entity Consultancy MC VP 1415 Candidate Booklet AIESEC Mainland of China a. What is the connection between Entity Consultancy and Coaching? b. Entity Consultancy belongs to one of the MC-LC service we need to deliver. Please give concrete plan in how to improve Entity Consultancy. c. What does the coaching visit cycle looks like in MoC? How would you evaluate the success of coaching visits? How would you improve it? (2) Please evaluate the conference cycle of AIESEC MoC, including timeline and key objectives of each conference. If a BOA member has requested MC to decrease the number of conferences significantly, what will be your proposed solution? (3) Please evaluate the current platform for Operational Training, both physical and virtual ones. (4) Please evaluate the current Internal Communication channels, including targeted audience, key content, and frequency. What are your suggestions in creating a more effective Internal Communication? Please be as concrete as possible in your suggestions.
  33. 33. MC VP LCD Function Reality Additionally, management capacity is one of the biggest bottlenecks for growth within the entity very recently. This is mainly because AIESEC in Mainland of China is reaching its full capacity for one body (MC) to manage operation for all LCs. That's why in the 5year plan for Entity Development Model, it included the idea that AIESEC in Mainland of China will decentralize the operational management into different regions, with potentially separate fully time regional management team. This milestone will be first initiated in 2014-15 with Regional Coordinators. One of the biggest bottlenecks of MC term for many years is “MC strategies communication to LCs”. MC often has very good strategies, gathered from different LCs around the country and GCPs from all around the world, but usually it takes too long for LCs to full adopt the strategies, hence, AIESEC in Mainland of China is not able to realize its fullest potential. MC VP 1415 Candidate Booklet AIESEC Mainland of China Regional Coordinator VP LCD Regional Coordinator Regional Coordinator
  34. 34. MC VP LCD Job Description JD (this is a very different JD comparing to MCVP LCD 1314) MoS & KPI • Strategy communication/ localization of strategy • Responsible for communicating all the MC strategies to LCs • Adoption rate of MC strategies, reflected in LC plan • Overall responsible for the success of MC strategies implementation • % KPIs achievement of Regional Coordinators • % KPIs achievement of MC strategies • SONA implementation • SONA/ data collection from LCs • Work with MCVP responsible to understand MC strategies and how it can be localized to different LC realities • Ensure strategic creation by MCVP responsible is applicable to different LC realities; therefore minimize challenges in MC strategies implementation Capacity Requirement • Evolution of coaching and regional management Knowledge • Organizational understanding • MC strategies • Frequent tracking and meeting with Regional Coordinator • Regional/ LC reality • Wo r k w i t h R e g i o n a l C o o rd i n a t o r t o c o - c re a t e communication plan with LCs and the content of communication • LC planning • Regional Coordinator management MC VP 1415 Candidate Booklet AIESEC Mainland of China • • • • • • • Skills Team management Communication Listening Problem solving Localization of national strategy Quick learner Planning facilitation Attitude • Self-discipline • Balance between big picture and implementation • Humility • Empathy
  35. 35. MC VP LCD Questionnaire 1. Strategy communication/ localization of strategy 2. Regional Coordinator management 1) What is the key for effective strategic communication from 1) What do you think should be the role of regional coordinator? And how should regional coordinator be positioned in AIESEC MoC? 2) How will you evolve coaching to ensure better strategic 2) Imagine you are the Regional Coordinator for the Northern Region Eastern Region and Southern Region (including MidWest), you have 1-2 pages for each region (this question should take you 3-6 pages) and all your creativity to explain the following: MC to LC? Why do you think this is remained as key bottleneck of MC for many years? communication? 3) What should a LC development growth path look like (please include oGIP)? Are there exceptions? 4) How will you cluster LCs (please don't use region)? What are the strategies towards different cluster (feel free to separate this question into different program if you need to)? What are the MoS for effective clustering? 5) Please (1) choose 3 LCs, each from a different cluster according to the model you mentioned above; (2) choose oGIP and another program; (3) explain how you would localize national strategies from MC 2013-14 to LCs chosen in (1) and 2 programs chosen in (2). This question should take you 3 pages. MC VP 1415 Candidate Booklet AIESEC Mainland of China • Simple SWOT analysis of the region • Detail oGIP analysis of the region • You may also include other program analysis, but not necessary • What are the key bottlenecks for the region? • What are the key focus for the region in 2014-15 • What is your communication plan to deliver your key focus?
  36. 36. MC VP TM Function Reality Function Reality TM is split into TM and TD(talent development) this year as Talent Development becomes the National Driver the first time in AIESEC MoC. With more resources invested into Talent Development area, MC 1314 term is shifting it’s direction from performanceoriented to more talent-oriented. It’s also the first time we clarified the position of TM as not only a pillar function but also a product function that is overall managing TMP/TLP products. TM in Numbers(Jun 1-Dec. 20) Strategies and Key Project • Strategic development - X+T with both GCDP and GIP. - Powerful Experience studies to identify powerful experience for different student market. - Rotation to oGIP to create a new profile and development path for oGIP members. • Sustainable development • Other projects in Talent Development - Sales development program with ELD function; - H.O.P. program to provide international and internship opportunities to members; - NTT empowerment; - Conference cycle management - IYLS, the first international conference led by AIESEC MoC on leadership development. ✓ Membership scale: 3500 (estimated); - TM NST empowerment; ✓ Autumn TMP application: 11000 - VPTM empowerment; ✓ No. of TMP: 837; ✓ No. of TLP: 579; Challenge and bottleneck ✓ NPS of TXP: With very low response rate, there’s no valid data for NPS; - TM Process guidance esp. in general process induction, Talent Induction and Talent Selection; ✓ X+T: 500 (estimated for the whole year); - Cooperating with New Leaders in LLC programs, Talent Selection and Coaching. - Business intelligence in TM - Function understanding and talent capacity in TM - Unbalanced entity development situation - MC-Local communication and implementation MC VP 1415 Candidate Booklet AIESEC Mainland of China
  37. 37. MC VP TM Job Description JD • AIESEC MoC talent management representative; MoS & KPI • National strategy decision making, implementation and coaching; • Member efficiency • No. of TMP/TLP • Overall organization retention rate • NPS of TMP/TLP • Drive talent capacity to enhance organizational efficiency and performance; • Overall organization selection rate • Percentage of X+T among Membership • Develop and deliver diverse talent development programs like X+T, H.O.P and LEAD; The candidate should have previous experience matched with one of the following three: ✓ Excellent product understanding and marketing capacity • Develop talent management process to ensure HR capacity for organization development; • National leadership pipeline management; LCP/MC Experience; ✓ Excellent communication skills ✓ TM NST Chair Experience; ✓ ✓ NTT Chair Experience + LC VPTM Experience; Excellent multi-tasking and prioritization skill ✓ Excellent emotion and pressure management skill ✓ Excellent resource management ✓ Good HR management knowledge ✓ Good customer-centric mindset ✓ Good facilitation, training and coaching ✓ • Overall TMP/TLP management and quality control; ✓ Good partnership management • Local VP TM and TM NST empowerment; With capacity required as below: • National education cycle management and NTT management; ✓ Excellent organization understanding ✓ Excellent team management capacity ✓ Excellent strategic and analytical thinking • National learning partner and heading for the future partner management; MC VP 1415 Candidate Booklet AIESEC Mainland of China Capacity Requirement
  38. 38. MC VP TM Questionnaire 1. Please review TM in AIESEC MoC in the past 5 terms (from 09/10 to 13/14) and draw a picture to demonstrate the positioning of TM in Term 14/15. 2. Please list the 3 biggest issues related with Talent Management and Development that’s limiting AIESEC MoC in achieving it’s 10 years’ vision. What’s your corresponding strategies towards the issues? 3. How are you going to cluster local TMs in AIESEC MoC? What’s your focus issue and corresponding strategies towards each cluster? 4. How do you define a high-quality TMP/TLP experience? How will you make sure the organization is delivering high-quality TMP/TLP experiences that is relevant to different local markets in your term? 5. Please evaluate TM’s partner and your further plan to work with the current partners and engage more new partners(please answer what kind of new partners do you want to engage and how will you engage them). 6. Please evaluate the TM process and your focus process improvement plan in both national and local level. 7. What’s the communication gap between LC and MC? How are you going to bridge it? MC VP 1415 Candidate Booklet AIESEC Mainland of China 8. About NST management: 1) What’s the role of TM NST? 2) What should be the team structure and your expected outcome for each position and the team? 3) How are you going to empower the team to achieve the expected outcome? 9. About NTT management: 1) Please evaluate the NTT this year; 2) How do you position the role of NTT in AIESEC MoC and how are you going to empower the team to fulfill the role in your term? 10.About X+T: How would you make EVERY AIESECer in AIESEC MoC’s BEEN ON EXCHANGE happen in 3 years? 11.How can TM support oGIP grow like never before? Please answer the Realization Number expected from each strategies / key projects. 12. How can we build up the business intelligence in TM?
  39. 39. Business Development Function Reality ✓ Function Achievement & Analysis • National Partnership Development & Management - MARS China, 100,000 RMB National Partnership with Employer Branding Solution & Talent pool building. - Logitech China, 200,000 RMB National Partnership - Bacardi China, 100,000 RMB National Partnership - Standard Chartered, 100,000 RMB National Partnership - Michael Page, National Recruitment Partner - Education First, Confirmed 100,000 National Partner. Besides current National Partnership, we also have more than 10 potential national partner to be developed and National Partner revenue will become more and more important for MC Revenue. • Global Leaders Summit Partnership We’ve achieved 150,000 RMB cash sponsorship and several Inkind sponsorship so far, the sales is still going on. – 100,000 RMB from Amway China – 50,000 RMB from AdMaster • Local External Relations Function Development - 9 ER function generate more than 300,000 RMB revenue in total in 2013. - More than 2000 LC Alumni contact in LC Alumni database. MC VP 1415 Candidate Booklet AIESEC Mainland of China - Youth to Business Forum , Global Village & other Customized LC Event are implemented in LC Level - 2 LCP 2014 with VP ER experience and 17 ER Function in LC level in 2014 ✓ Current National Strategy implementation intro - Fully utilize alumni resources and partnership referral to generate new external resources - National ER Principle can protect the professional image & brand of AIESEC Mainland of China - National Partnership Coordinator team to guarantee the delivery of National Partner - Sales Development Program aims at enhance national sales capacity & intensity ✓ Current Bottle neck of ER Function - Relatively lower sales capacity & intensity in AIESEC Mainland of China - Unclear LC Product portfolio and value proposition to external - Non-systematic National Product delivery process of current delivery operation - Non-achievement in Conference sales & Event sales in both National Level and LC Level
  40. 40. MC VP BD Job Description JD • Strategic Sales & Partnership Development To Raise National Partner and Strategic Partner for Organizational Development.- To expand and manage Global Partners in Mainland of China. MoS & KPI Amount. of Revenue • Strategic Product Development & Decision Making To identify Chinese Market needs (HR, Youth Market, CSR) and evolve national product’s relevance and strategic alignment of products and partnerships towards AIESEC 2015- To keep lead ing regional sales development through Asia Pacific synergy. • No.of New National Partner • Partnership Servicing & Development To manage National Premium Partner and ensure contract delivery.- To implement and evolve the national account management and system. • No. of percentage of contract delivery • MC Role & MC External Relations Team Coordination To lead the MC External Relations team towards higher performance, delivery evolution and excellence. Includes team planning, goal setting, performance analysis, tracking, evaluation and reporting. • LC Coaching & National Capacity Building To ensure that the sales strategies and operations of AIESEC in MoC are synchronized between the MC and LCs. • No. of Partner Retention Rate • No. of Strategic Partner for organizational/ product development • No. of partner net promote score Excellent in • Team management • Multitask capacity • Resource Investigation • Sales Negotiation • Account Management • Product Development • Coaching & Facilitating Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  41. 41. MC VP BD Questionnaire 1. Evaluate the past 5-years development of Business Development and present your idea about future development trend for the next 5 years. (1) What is the product & solution AIESEC will provide 2. Analyze the current corporate product portfolio of AIESEC in Mainland of China. What's our core competitiveness and constraints and how would you deal with them? Please identify key improvements that shall be done for the next term. (3) the way you can reach the key decision maker. (2) value proposition to the partner 3. Please do SWOT analysis to ER Function in MoC in terms of National Partnership Management & Local ER Capacity Building. 7. MARS has been partner with AIESEC Mainland of China for 6 years. This year, MARS is not satisfied with the contract delivery & the result we achieved, so they want to stop partnering with AIESEC. As MC VP BD, what is your strategy and action step to keep MARS as National Partner and expand the partnership to Wrigley(箭牌) in Guangzhou. 4. Predict your main three challenges if got elected and give solutions as well. 8. What is your strategy and key project to start Business to Business Marketing for National Partnership ? 5. How would you manage the BD team? How would you ensure synergy with your MC teammates? Draw a chart of your collaboration with other teammates in MC Mainland of China. 9. In your point of view, what is LC ER Positioning and what’s the biggest challenge of LC ER Capacity empowerment and your solution towards it. 6. Please create a potential national partner prospecting list( at least 10 companies listed) and analysis : MC VP 1415 Candidate Booklet AIESEC Mainland of China
  42. 42. MC BD Manager Job Description JD • Strategic Sales & Partnership Development To Raise National Partner and Strategic Partner for Organizational Development.- To expand and manage Global Partners in Mainland of China. • Strategic Product Development & Decision Making To identify Chinese Market needs (HR, Youth Market, CSR) and evolve national product’s relevance and strategic alignment of products and partnerships towards AIESEC 2015 • Partnership Servicing & Development To manage National Premium Partner and ensure contract delivery.To implement and evolve the national account management and system. • MC Role To support MC Team through relevant networks and external support. • LC Coaching & National Capacity Building To ensure that the sales strategies and operations of AIESEC in MoC are synchronized between the MC and LCs. MoS & KPI Amount. of Revenue • No.of New National Partner • No. of Partner Retention Rate • No. of Strategic Partner for organizational/ product development • No. of percentage of contract delivery • No. of partner net promote score Excellent in • Multitask Capacity • Working efficiency • Resource Investigation • Sales Negotiation • Account Management • Product Development • Coaching & Facilitating Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  43. 43. MC BD Manager Questionnaire 1. Evaluate the past 5-years development of Business Development and present your idea about future development trend for the next 5 years. 2.   Analyze the current corporate product portfolio of AIESEC in Mainland of China. What's our core competitiveness and constraints and how would you deal with them? Please identify key improvements that shall be done for the next term. 3. Please do SWOT analysis to ER Function in MoC in terms of National Partnership Management & Local ER Capacity Building. 4. Predict your main three challenges if got elected and give solutions as well. 5. Please create a potential national partner prospecting list( at least 10 companies listed) and analysis : (1) What is the product & solution AIESEC will provide MC VP 1415 Candidate Booklet AIESEC Mainland of China (2) value proposition to the partner (3) the way you can reach the key decision maker. 6. MARS has been partner with AIESEC Mainland of China for 6 years. This year, MARS is not satisfied with the contract delivery & the result we achieved, so they want to stop partnering with AIESEC. As MC VP BD, what is your strategy and action step to keep MARS as National Partner and expand the partnership to Wrigley(箭牌) in Guangzhou. 7. If you are in charge of Youth to Business Forum in MoC, how will you make evolution towards this product and generate revenue from Y2B in both LC Level & MC Level. 8. In your point of view, what is LC ER Positioning and what’s the biggest challenge of LC ER Capacity empowerment and your solution towards it.
  44. 44. MC VP MarComm Job Description JD • Marketing • B2C Product Development: • Product Package, ELD Event, etc. • Channel Management: • official website, Digital Media & offline channel. • Brand Management: • AIESEC MoC Visual Identity • Public Relations • Strategic Media Partnership Development • Marketing: •TMP App(2013):19,000+ •GCDP App(2013): 11,000+ •GIP App(2013):4000+ • Channel Management: • website launch: aiesec.cn • PR: • Media Reports(2013): 1,000+ • Local Capacity Building • 10+ NST • 20+ LC KM system • Weibo Fans: 27,000+ • Wechat Fans: 7,400+ MoS & KPI • Communication for Non-Profit sectors • No. of Products Applications • Reporting and Communications • No. of Participants • PR Crisis Management • No. of Media Reports & partnership. Function Reality • Micro Experience • EwA Activity Audit. • LC Coaching & National Capacity Building. • Support MC and Conference for all kinds of Promotion and Visual Design. MC VP 1415 Candidate Booklet AIESEC Mainland of China • No. of networking events with non-profits organization • No. of AIESEC MoC’s participation in networking events Capacity Requirement • Market Analysis • Brand Management • Effective Communication • Public Relations • Event Management • Crisis Management • Proficiency in writing & design
  45. 45. MC VP MarComm 1. MC VP MarComm Role Questionnaire a. Please review Marketing Communications in AIESEC MoC in the past 3 terms (from 11/12 to 13/14) and present your idea about future development trend for the next 5 years. How could you improve the current situation in your term ? b. What are your viewpoints about the relationships between MC ,NST & LC VP MarComm ? What’s your NST structure? and In order to achieve the collaborative goal, what will be the essential basis ? 5. “Big AIESEC online” a. Compare the current MoC IT infrastructure (Salesforce, aiesec.cn) with the global one (OP, ORS, GIS - in the future, CustomerGauge) b. List the challenges and the potential solutions for future alignment. ans List the proposal of how to cooperate globally to make the investment and system development efficient and sustainable. 2. Brand a. What brand strategies would you create ? How would you implement these strategies ? b. Choose 5 great brands in China (Both Global or Local): what can AIESEC learn from them in the context of their Marketing and PR strategy ? 3. Function Synergy a. Please analyze our ELD products in STP & 4P frameworks. and your strategy to support ELD products. b. Please create oGIP strategy from MarComm perspective according to customer flow. you should use one page for that. 4. “Engagement with AIESEC ” Please evaluate current marketing strategy of AI, and review MoC’s. What is your customize strategy for MoC in 2014-15? 6. PR With an analysis the status quo of AIESEC MoC on the communication with media and non-profits organization, answer the following questions in one page: a. What should be achieved in public relations?What kind of media and non-profit organization should be targeted and why? b. How are you going to utilize the current resources or explore more opportunities to achieve your PR goal, please explain the key projects and the tactics used in the future. 7. Basic Skills a. Please design one logo & poster for oGIP product “Engineering Talent”. b. Please create one promotion video for oGIP Product “Business in BRIC” . c. Please write one media report for “National Y2B” in Chinese. MC VP 1415 Candidate Booklet AIESEC Mainland of China
  46. 46. MC VP IM Function Reality 1. Current Strategy • Carry on the strategy from last year which is "Process Optimisation" to empower high efficiency in exchange  working process so that MoC can grow more sustainably. • Empower Local Committee to understand what kind of role IT infrastructure can play in an organization.To empower them to utilise the current IM tools first,like salesforce.Then to inspire them to customize the current IM tools to their own LC which is possible in 2-3 years. 2.Ongoing Implementation Project • Membership Center Development • EP Online Payment. Speed up the process from EP raise to form status change. • EP Refund Process Optimisation. You can find more info in AIESEC Wiki,"IM Newsletter 12-06-2013" • AIESEC Planet Integration. EP can check AIESEC Planet in Membership Center.It is like an internal website to which every EP can also contribute to it by submitting their own reports. MC VP 1415 Candidate Booklet AIESEC Mainland of China • Sals App 2.0 • Re-design the system and integrate it more with salesforce to empower more local sales talents • Trainee System 2.0 • Salesforce customization . • Customize salesforce for National/Local ER purpose.Easier to stay in touch and deliver the promises with our partners.  • Re-customize Online Registration System • KM System Exploration • searching for a new KM system for national/local knowledge management • AIESEC wiki will be the platform to re-present the KM stored in the system.
  47. 47. MC VP IM Job Description JD • Communicate with other MC VP to cooperate on the function process optimisation accordingly. MoS & KPI • Educate local level to utilise the current IM platform,salesforce etc.  • Empower local level to customize the current IM platform to LC usage. •  # of Active Users on Salesforce. • Maintain the accountability of current IM platform. • Average Delivery time of Each X Function. • Communicate with AI to implement AI IM strategies accordingly. • Average exchange realization generated by each member • Provide IT solutions/IT support to other functions if they need. • Knowledge Management (This year is under IM) • Excellent in • Good In • OGX NPS score on match. • Average in • Communication Skills • Presentation Skills • Interactive/Interface Design • IT trend knowledge • Database Management Skills • Knowledge of Salesforce • Strategic Thinking • Multi-tasking • Project Management Skills • Basic in • Programming Knowledge • Fast Learning Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  48. 48. MC VP IM Questionnaire 1. Evaluate the current reality of AIESEC Mainland of China.Where do you see the bottlenecks and what will be your priorities and strategies as VP IM. 2. List all the current information system that AIESEC Mainland of China has.How would you evaluate them?Where do you see the bottlenecks? 3. Please give a good case and a bad case of new IT infrastructure implementation in enterprises.Analyze the key reasons of both success and failure behind them and explain how you would bring the learning to AIESEC as a VP IM. 4. Highlight the key strategies you would use to ensure education on current information system to local level. 5. Do you think in 2-3 years each LC will have a LC VP IM? Why?If yes,what kind of JD you would define them? MC VP 1415 Candidate Booklet AIESEC Mainland of China 6. IM evolve membership efficiency by optimizing the process. IM launch EP online payment to speed up the EP payment&refund process.If you were going to optimize part of the exchange process in ELD function.Which function and which part will that be?How would you do it? of your collaboration with other teammates in MC Mainland of China. 7. What is the AI IM Strategies this year?  1) What trend you foresee in the future? 2) What would that affect IM in Mainland of China? 3) How you would take the advantage of the trend for the development of IM in MoC?
  49. 49. MC VP Finance Function Reality Term 1314 for MC VP Finance is determined to address the following financial or finance-related issues: • Revolution in MC-LC financial model: • Replace revenue split with budget contributed LC Fee Model, to enable healthier financial management • Initiate funds system, to support talent development • Modify distribution model, to involve more entities and better allocate financial resources • Enable BD/ER revenue to contribute more and better to national plenary • Modification in conference financial model: • Address solution for continuous financial loss in national conferences • Initiate regional financial funds with structured policies in Regional Induction Conferences • Amend MC-OC contract templates • Establish conference financial auditing system • Enhancement in financial accountability: • Implementation of online payment for OGX • Integrate local financial process into plenary financial management, to enable professional external auditing • Structure local financial report auditing system MC VP 1415 Candidate Booklet AIESEC Mainland of China • Set up user-friendly financial reporting from MC to LC • MC budgeting and accounting system redesign • MC Finance department structure update • Education in financial awareness to national plenary • “Financial Sustainability” Education in national conferences (NLTC and NPM) • Finance sub-committee representation in finance-related proposal in NLM. • Renovation in legislative mechanism • Update legislative process, including fixed timeline, proposal checking and proposal format standardization • Compendium amendments, including re-structure, diction, proofreading and cross-checking. • Set-up of risk management system in MC • Risk assessment • Crisis prevention measures • Crisis reaction mechanism • SOS International cooperation management • Registration of trademarks, to safeguard organizational intellectual property.
  50. 50. MC VP Finance Function Reality Current MC Finance Structure Future MC Finance Structure MC VP Finance MC VP Finance Accountant LC NST(5) LC LC Administration Group Nonetheless, there are still some other crucial issues to tackle or steps to follow up after this year’s efforts, which may lead to the direction of term 1415: • LC financial management coaching and consultancy • All-round risk management system building (LC part) • Long-term solution for conference financial model (source of revenue part) MC VP 1415 Candidate Booklet AIESEC Mainland of China Financial Board LC LC LC • National Funds management • Organizational financial transparency enhancement In the end, nothing weighs more important than sustainability, and financial sustainability underlies the built-to-last of the organization.
  51. 51. MC VP Finance Job Description JD ü -Compendium MC final responsible MoC financial management: -MC budgeting ü Organizational legality: MoS & KPI -MC bookkeeping -Law consultancy final responsible -MC financial control - Tr a d e m a r k re g i s t r a t i o n a n d I P R safeguarding • Complete and accurate financial reporting -Entity legal status related • Financial sustainability achievement -MC financial reporting (to MC, BoA and National Plenary) -MC financial review (ROI analysis) -Taxation -MC-LC Balance -International MC visa -National funds management ü Risk Management • Return on Investment • Excellent in -Lead Finance Sub-committee -Regular MC risk assessment • Strategic and analytical thinking -NST management -MC crisis prevention measures building, review and update • planing and tracking -MC crisis reaction mechanism building, review and update • financial management skills -Yongyou system maintenance ü National legislation: -Lead Legislation Sub-committee -SOS International cooperation management -MC proposal submission for legislation -National Legislative Fair responsible ü ü • accountability • administration skills LC VP Finance coaching -National Legislative Meeting responsible • accounting skills MC Administration Capacity Requirement MC VP 1415 Candidate Booklet AIESEC Mainland of China
  52. 52. MC VP Finance Questionnaire 1. Evaluate current MC budgeting and accounting structure. Offer suggestions on improvements for the convenience of financial review. outline a summary of current LC financial status in MoC, and propose direction for next year in LC financial coaching 2. Brief the year-on-year financial performance in past three years. What trends can you generate from it? 6. Learn about the financial model in AIESEC International, and make a comparative study between it and that in MoC. 3. Conduct a financial analysis on the first half year of MC1314 based on the half-year financial report. 4. Make a cost analysis on current exchange products, and propose your ideal pricing model. 5. Read through all LC Financial Report of December 2013, MC VP 1415 Candidate Booklet AIESEC Mainland of China 7. Share your understanding on how BD/ER revenue can contribute to the network? 8. Learn about AI Compendium, and propose amendments to Global Compendium in terms of structure.
  53. 53. It’s Now or Never, Challenge Accepted !

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