Transition Flow


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AIESEC Transition

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Transition Flow

  1. 1. AIESEC India Transition 0910 Transition Guide - The Fulcrum
  2. 2. Objectives of transition: While there will be many parallel processes and many projects and tasks happening throughout December-January, there are 4 major objectives of the transition process in your LC:  Ensure that the new Executive Body has a shared understanding and common vision of AIESEC,  Ensure that the new Executive Body has a complete strategic and operational plan that provides continuity of thoughts & actions and is consistent with the LC’s Strategic Plan.  Ensure that the new Executive Body has the skills, knowledge and attitude needed that will enable them to lead the LC.  Facilitate the new team’s integration in their new role.  Imbibe all values, knowledge and skills that will enable them to become a successful Generation 2010 Leadership Body! 7 areas of the transition process: To ensure that those 4 objectives are met, the transition process will be structured around 6 main areas: 1. AIESEC & EB specific Skills & Knowledge – Understanding the reality and the holistic picture of the organization, role of the Executive Body 2. Job training, specific skills and knowledge – Skills and knowledge necessary for all members to perform their responsibilities effectively (Familiarizing with the job and performing the job) 3. General Skills & Knowledge – Management, leadership and other skills and knowledge necessary to increase team performance 4. Planning – The LC Year Plan 2010 / Strategic Plan 2010-11 5. Team adaptation - Adapting to new role, team, and way of life  6. Personal planning & mentorship – Informal support among current and new team members to facilitate professional and personal experience and expectation sharing and fulfilment. Transition Guide - The Fulcrum
  3. 3. Overall flow of transition MAJOR BLOCKS IN TRANSITION SCHEDULE ONGOING BLOCKS Introduction  WEEK 1  The world around us / External Reality   Organizational History & Evolution - Global, National, Common Vision Local  Building SWOT of the LC Mentorship AIESEC understanding & common vision formation  WEEK 2 Short and Long-term Vision Team adaptation  EB role & leadership, Team Values  National/Local Area / Subsystem specific knowledge  Conference Skills Development Preparation  Reviewal of the years gone by: Contribution of EB’s 2006,2007,2008,2009 Personal Reflection Individual/Portfolio transition - Introduction, WEEK 3 Social Agenda timeline and activities  Planning Preparation  External Sessions Planning Weekend Performing the Task Force/LC Project transition & Operational job! Planning  WEEK 4 Office and trainee house operation & management  Individual transition continues National Congress 2010 Week 5  National level transition - Commissions, AIESEC India  plans and continuity, skill building and training, coaching  Synergy Week 6  Action Plan for 2010    EB Team Days   AGM - Discharge and Ratification Transition Guide - The Fulcrum
  4. 4. Explanation of Major Blocks Outcome Flow of transition 1. Introduction - Formal New team is: and Social  Familiar with the LC rules, office, trainee houses, assets and liabilities, pipeline (know where to find things, what to use, know the internal policies)  Familiar with everyone on the team  Familiar on the way transition is going to flow  Familiar with their roles and responsibilities for the Mid Jan- Feb-March Period 2. The world around us /  Understanding different global trends and how they are impacting AIESEC in the External input present and the future  Understanding different opportunities for AIESEC, the AIESEC XP and our core work process  Enriching our ideas about AIESEC’s relevance and achievements 3. Organizational history  Understanding of how past external trends influenced AIESEC globally, nationally & & evolution locally  Clear understanding of where the organization is coming from and where it is going towards 4. AIESEC  The team forms a common vision of what AIESEC’s mission is and where AIESEC is understanding & going. Connecting the same to the LC. common vision formation 5. EB role & leadership  What is the role of the EB in the LC & externally? & Team Values  How can the EB best build & demonstrate its leadership  What are the values that are going to shape the character & behaviour of the new team 6. Area / Subsystem The ideal state, current reality, deployed strategies, successes & failures & thoughts for specific knowledge & the future: skills  Leadership & strategy (including role of Managerial Board and Local Trainers Team)  Exchange Management  Talent Management  Financial Management & External Relations  Communications and Information systems  Organizational structure and Expansions 7. Skills development Externals will cover many of the skills we hold as needed. These are the ones we could/should provide internally:  Cross Cultural Communication /Time Management/Facilitation Skills/Project Management/Budget Management/Coaching Skills/Running effective meetings/Negotiation skills/ER & selling skills 8. Reviewal of the years  Reviewing the past role, achievements and challenges the EB’s 06-07-08-09 gone by: EB’s 06-07-  Analysis of the plan & result of the strategies employed by the EB 09 08-09  Sharing key learning’s 9. Long Term Vision  Outlining a long-term vision for the LC 2010-12  Mapping out ideas for 2010-11 10. Planning Preparation  Learning about plans and results of previous EB terms  Personal reflection and outlining ideas for 2010-11 11. Planning Weekend  Clear understanding and agreement of role of EB 2010-11  Priorities for EB 2010-11 12. Job Role Transition New team and current team working together one-to-one and in task forces in order to Transition Guide - The Fulcrum
  5. 5.  get a better understanding of the areas  agree/strategies to be applied this year 13. Task Force transition  Transition about the task forces: role and main achievements  How to work in a task force: particularities of the different task forces, roles of different people involved 14. Operational planning  Start development of strategies for 2010-11  TF and individual planning 15. Office operation &  Office principles overall team  Trainee house(s) status, rules and general management knowledge management  Office IS  Performance review mechanisms  How to communicate in the LC  Running effective meetings  Simple KM ideas Transition Guide - The Fulcrum