The report analyzes feedback from AIESEC's Global Community Development Program in Colombia in 2012, finding an average promoter Net Promoter Score of 52% but some detractors due to issues with support, job alignment, and visible social impact. It also outlines open and closed cases from efforts to address detractor feedback, including comments about problems with local committees, housing, and lack of information.
Risk communication and evacuation decision making: the case of residents in d...Global Risk Forum GRFDavos
This document summarizes a study on risk communication and evacuation decision-making for debris flows in Taiwan. The study examined residents living in vulnerable areas in Kaohsiung City and found that while residents highly trust warnings from public authorities, many had little understanding of evacuation plans and alerts. Environmental cues like rainfall levels and neighbors evacuating were the strongest influences on evacuation decisions. Past disaster experience also increased residents' preparedness. The study concludes risk communication must go beyond one-way messages and consider social and environmental factors to improve evacuation responses.
This document discusses funeral burial insurance. It summarizes that many insurance companies offer different types of funeral burial insurance, also known as pre-needs insurance, which do not require medical exams and can be used for funeral expenses. The costs of funerals are rising, so this type of affordable insurance can help plan for burial costs and reduce the financial burden on family.
Richard Carroll has fulfilled his three years as Rhoko Manager of CERCOPAN. He is remembered for his strong people skills and ability to build cooperation. Grace Rawnsley will take over as the new Rhoko Manager, bringing experience in conservation biology, fundraising and marketing. CERCOPAN provided gifts of food to the community of Iko Esai to thank them for their support, and conducted a census of the village. CERCOPAN is focusing on improving its ecotourism facilities and completed conservation surveys of primate populations in Iko Esai forest.
Much is being written and talked about regarding a ‘war for talent’. It’s a very large challenge for business today. There is a crisis. In the developed world they’re facing a numbers problems. Not enough generation Xers to replace retiring baby-boomers (take a look at any developed world demographic). In the developing world (our context) we have a severe shortage of skills in many key areas. Particularly those areas that we rely on to create value in our organisations.
1. The document discusses the importance of the matching team and tools used in the matching process at LC.
2. It provides an agenda that defines matching, lists principles for effective matching, and discusses CRM and matching tools used.
3. Specific tools discussed include the EP Tracking tool, Matching Manias, AFT (Available Forms Tracker), DAAL (Data Analysis for Advanced Leverage), Facebook Groups, Wikis, and contact information for the Matching Manager.
The document discusses Specialized Units (SU) within AIESEC Colombia. [1] An SU is a strategy to expand AIESEC's programs and leadership opportunities at the local and national level. [2] SUs allow AIESEC to reach new markets by installing operations at new universities or territories. [3] To be considered an SU, the new unit must achieve minimum annual results of 1 training and learning development experience, 3 traineeship and membership programs, and 10 experiences from any AIESEC program.
Conclusion 1: The main issues detractors reported were problems with job descriptions not aligning with expectations or being clearly explained, as well as lack of support from host entities in problem solving, logistics, and services.
Conclusion 2: Nearly all host entities struggled with communication, such as not responding quickly enough to requests or clearly delivering messages.
Conclusion 3: Trainees working directly with their host companies/supervisors rather than just AIESEC reported higher satisfaction, as did those who had strongly positive cultural experiences, even if AIESEC support was lacking.
The document analyzes satisfaction data from the Our Global Community Development Program (GCDP) from 2012-2013. It finds that while the cultural experience was generally good and a highlight, logistical issues and lack of support from host countries were common complaints. The satisfaction levels were boosted by cultural aspects even when other services from host locations were poor. Strengthening alignment with partners on logistics and cultural preparation is suggested to improve quality.
Risk communication and evacuation decision making: the case of residents in d...Global Risk Forum GRFDavos
This document summarizes a study on risk communication and evacuation decision-making for debris flows in Taiwan. The study examined residents living in vulnerable areas in Kaohsiung City and found that while residents highly trust warnings from public authorities, many had little understanding of evacuation plans and alerts. Environmental cues like rainfall levels and neighbors evacuating were the strongest influences on evacuation decisions. Past disaster experience also increased residents' preparedness. The study concludes risk communication must go beyond one-way messages and consider social and environmental factors to improve evacuation responses.
This document discusses funeral burial insurance. It summarizes that many insurance companies offer different types of funeral burial insurance, also known as pre-needs insurance, which do not require medical exams and can be used for funeral expenses. The costs of funerals are rising, so this type of affordable insurance can help plan for burial costs and reduce the financial burden on family.
Richard Carroll has fulfilled his three years as Rhoko Manager of CERCOPAN. He is remembered for his strong people skills and ability to build cooperation. Grace Rawnsley will take over as the new Rhoko Manager, bringing experience in conservation biology, fundraising and marketing. CERCOPAN provided gifts of food to the community of Iko Esai to thank them for their support, and conducted a census of the village. CERCOPAN is focusing on improving its ecotourism facilities and completed conservation surveys of primate populations in Iko Esai forest.
Much is being written and talked about regarding a ‘war for talent’. It’s a very large challenge for business today. There is a crisis. In the developed world they’re facing a numbers problems. Not enough generation Xers to replace retiring baby-boomers (take a look at any developed world demographic). In the developing world (our context) we have a severe shortage of skills in many key areas. Particularly those areas that we rely on to create value in our organisations.
1. The document discusses the importance of the matching team and tools used in the matching process at LC.
2. It provides an agenda that defines matching, lists principles for effective matching, and discusses CRM and matching tools used.
3. Specific tools discussed include the EP Tracking tool, Matching Manias, AFT (Available Forms Tracker), DAAL (Data Analysis for Advanced Leverage), Facebook Groups, Wikis, and contact information for the Matching Manager.
The document discusses Specialized Units (SU) within AIESEC Colombia. [1] An SU is a strategy to expand AIESEC's programs and leadership opportunities at the local and national level. [2] SUs allow AIESEC to reach new markets by installing operations at new universities or territories. [3] To be considered an SU, the new unit must achieve minimum annual results of 1 training and learning development experience, 3 traineeship and membership programs, and 10 experiences from any AIESEC program.
Conclusion 1: The main issues detractors reported were problems with job descriptions not aligning with expectations or being clearly explained, as well as lack of support from host entities in problem solving, logistics, and services.
Conclusion 2: Nearly all host entities struggled with communication, such as not responding quickly enough to requests or clearly delivering messages.
Conclusion 3: Trainees working directly with their host companies/supervisors rather than just AIESEC reported higher satisfaction, as did those who had strongly positive cultural experiences, even if AIESEC support was lacking.
The document analyzes satisfaction data from the Our Global Community Development Program (GCDP) from 2012-2013. It finds that while the cultural experience was generally good and a highlight, logistical issues and lack of support from host countries were common complaints. The satisfaction levels were boosted by cultural aspects even when other services from host locations were poor. Strengthening alignment with partners on logistics and cultural preparation is suggested to improve quality.
The document outlines the 5 key steps in the sales process: 1) Research potential targets, 2) Make initial calls to set up meetings, 3) Prepare for meetings, 4) Have the sales meeting, and 5) Follow up after meetings. The steps are described in detail, with tips provided for each step such as emphasizing listening in meetings and focusing on solving the potential customer's problems. Daily follow up calls after meetings are emphasized as important to closing sales.
El resumen describe el programa OGCDP, incluyendo sus objetivos, agenda, flujo de participantes, productos, principales destinos y herramientas. El objetivo es recordar los puntos básicos del programa como la segmentación, productos, destinos principales, cómo multiplicar su impacto y cooperaciones. La agenda incluye EP Flow & Sinergias, productos y destinos principales, y cómo multiplicar el impacto. Los productos cubren áreas como educación cultural, administración, salud, medio ambiente y derechos humanos en países de Europa del Este, Brasil,
EXPANSION, Universities, Booklet: Selling in Universitiesaiesecincolombia
This document provides guidance on selling AIESEC programs and opportunities to universities. It outlines the key steps to take before, during, and after sales meetings with universities. The before stage involves analyzing the university through documents like their development plans and surveys to understand their needs and identify the right contact. The during stage means being prepared, presenting customized proposals, listening to understand needs, and explaining AIESEC's offerings and benefits. The after stage involves negotiating formal agreements, tracking the relationship, reporting results, and maintaining a long-term partnership through clear expectations and mutual benefit. The overall goal is to identify university needs and sell aligned AIESEC programs and opportunities through a professional sales process.
The document discusses AIESEC's brand refresh which aimed to help members understand how the brand connects with people and markets and use the new elements simply. It outlines the values that create connections with customers and why organizations exist. It then details the redesign process from 2012-2013 which included input collection, brainstorming, and external consulting. The new elements including shapes, colors, and dos and dont's for the flexible and adaptable visual elements. Examples are provided and members are instructed that the logo should only be used horizontally or vertically and not altered. Finally, members are asked to form groups and create a promotion piece using the new brand elements.
Pricing and cost analysis are critical for maintaining costs and margins. Analyzing historical data, understanding costs, and defining sales efforts allows organizations to evaluate trends and pricing strategies. Benchmarking against other organizations includes comparing labor, cost reduction culture, negotiations, overhead structure, and process improvement. Maintaining low costs through tracking labor, cost cutting culture, and efficient processes supports effective pricing and financial sustainability.
The document provides an overview of AIESEC in Colombia's roadmap and goals for 2013. It outlines four key areas of focus:
1. Leadership Development through talent development and human resources management focused on operations.
2. Administrative Strengthening by identifying risks/opportunities and optimizing local processes through IT tools.
3. Strategic Marketing with a focus on operations, impact projects, and innovation to develop new products meeting customer needs.
4. External Connection by developing brand promoters through excellent delivery and participation in events to position the organization and showcase its impact.
The steering team has reviewed the roadmap and determined the direction for 2013, focusing on turning points and priorities within these four
This document discusses various talent management products that can be implemented by AIESEC local committees to meet talent needs. It begins by outlining drivers like strategy, simplicity, and focus on processes. Various products are then described that provide experiences for members, trainees, and external partners. These include projects, vacations programs, associate membership options, and integrated exchanges. The document emphasizes detecting talent needs, creating roles, setting timelines, and promoting programs. It provides application links and encourages analyzing the year cycle to find opportunities to implement products.
Webinar lc ps e planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture: 1) Planning through a culture audit to assess the current culture and identify change champions. 2) Launching the culture transformation with communication and skills development. 3) Embedding the new culture by redesigning systems and processes to support the culture change. 4) Monitoring performance through benchmarks and targets to ensure continuous improvement.
Planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture:
1) Phase 1 involves conducting a culture audit, crafting a vision and goals, and developing a culture change plan.
2) Phase 2 is the launch of culture transformation through communication, demonstrations of the new culture, and developing skills.
3) Phase 3 is embedding the new culture by redesigning systems and processes to include and reinforce the desired culture behaviors.
4) Phase 4 involves monitoring performance through benchmarks and targets for customer satisfaction and cultural behaviors to drive continuous improvement.
This document proposes a new "+XP" program to better integrate exchange participants (EPs), members, and trainees into local committee activities. It would provide opportunities for EPs waiting to travel abroad, members wanting to participate in a global career development program, returnees, and current trainees. The program aims to generate valuable experiences, better performance in key processes, and synergies across different areas through recruitment, targeted jobs, and promotion strategies aligned across teams. Implementation requires collecting member data, defining promotion strategies with marketing and communications, and integrating members into local induction, allocation, and talent flow processes.
This document discusses how different areas within a company can provide support to each other and work in synergy. It suggests mentoring, coaching, and knowledge sharing between areas as ways to help others and find where support is needed. The document also references affinity groups, education programs, and sending young alumni to help drive synergy across various parts of the company.
This document outlines the seller recruitment process at Colombia. It begins with an analysis of needs with VPs. Job descriptions are then created detailing tasks, products, and responsibilities. Talent planning is conducted and a promotion campaign is launched. Interviews are organized to evaluate entrepreneurial outlook and proactive learning. An assessment center evaluates profiles and competencies. An induction trains the new sellers. Rewards and recognition include social media recognition and discounts. The goal is to integrate sellers and ensure reintegration.
This document discusses the Greiner Curve theory of organizational development and applies it to AIESEC Colombia's development. It describes five phases of evolution and revolution that organizations go through according to the Greiner Curve: (1) Creativity, (2) Direction, (3) Delegation, (4) Coordination, and (5) Collaboration. For each phase, it provides definitions of the evolution period and crisis/revolution period, as well as focuses for education. It then lists eight focuses for 2013, including leadership development, administrative strengthening, strategic marketing, and external connections.
El documento presenta los resultados de un benchmarking de capital humano realizado por la organización AIESEC el 29 de noviembre de 2012. El benchmarking comparó los datos de AIESEC con los de otras 267 organizaciones de diferentes sectores en Colombia en áreas como selección, remuneración, capacitación y bienestar. El informe contiene tablas con indicadores generales, de gestión, planeación, selección, valoración, desarrollo, bienestar e impacto para realizar el análisis comparativo.
The document outlines the training for POT (People of Tomorrow) on AIESEC Colombia's organizational vision and focuses. It discusses six main pillars: 1) organizational development, 2) local development and improvement, 3) general management, 4) growth and performance, 5) organizational understanding (O), 6) organizational understanding (N). Each pillar covers focuses such as leadership development, administrative strengthening, strategic marketing, and external connections. It also outlines AIESEC Colombia's roadmap for 2013 with focuses on talent development, process optimization, LCD strategy, and positioning.
Este documento proporciona información sobre el Molton DISC, una herramienta de evaluación de comportamiento humano. Explica brevemente qué es el DISC, cómo funciona al medir cuatro dimensiones del comportamiento (racional-emotivo, pausado-activo), y que sirve principalmente para selección, desarrollo y alineación de personal.
Este documento presenta una propuesta de estructura organizacional para comités locales basada en un modelo matricial. Sugiere dividir las áreas funcionales y los procesos/productos en "corners" liderados por VPs. Cada corner se reuniría semanalmente para analizar indicadores, tomar decisiones estratégicas y hacer seguimiento a tareas y participantes. El documento también discute consideraciones como roles claros, coordinadores de soporte, y evaluaciones periódicas para asegurar el buen funcionamiento de esta estructura.
Telstra, an Australian telecommunications company, underwent a cultural transformation led by the CFO to develop a stronger customer service culture called Value Service Culture (VSC). A 4-phase process was used: 1) Planning, including a culture audit and vision/goals, 2) Transformation through training, communication, and early wins, 3) Embedding the culture in systems and processes, and 4) Monitoring through customer satisfaction surveys and cultural metrics. After 2 years, customer satisfaction improved but not all business units met targets, and cultural surveys found average scores except for empowerment. The transformation generated estimated annual savings of $15 million.
Este documento proporciona orientación sobre cómo AIESEC puede establecer relaciones con el sector gobierno. Explica que trabajar con el gobierno ofrece oportunidades para proyectos de alto impacto y sostenibilidad, pero también requiere conocimiento en formulación de proyectos y paciencia dado los largos procesos. Recomienda analizar planes de desarrollo, asistir a ferias, aprovechar la red de egresados, y utilizar un marco lógico para el diseño de proyectos que satisfagan las necesidades identificadas. El objet
This document outlines AIESEC in Colombia's roadmap and priorities for 2013. It discusses developing leadership skills, strengthening administrative processes, focusing marketing strategies, and strengthening external connections. The steering team concluded the roadmap should have some flexibility to adapt to changing conditions throughout the year.
The document discusses strengthening a vision of responsible ambition for achieving organizational goals through real actions. It calls for a self-driving network based on maturity, commitment, and coherent decision-making. This network enhances autonomy and accuracy in local decision-making. Responsible leadership is emphasized, with leaders taking action, understanding their environment, and contributing sustainably through role modeling and maturity. Goals include efficiently understanding local needs to achieve mid-term ambitions through clear work focuses and synergies.
The document outlines the responsibilities of an LLC Leader in AIESEC, which includes managing local strategies and processes to align with national plans, improve quality, and enable activities that accomplish the vision. Specifically, the role involves building and maintaining relationships with alumni to Alumni to Alumni, Alumni to AIESEC, and Alumni to the World. This requires implementing the national alumni strategy locally, measuring alumni impact, and benefiting from knowledge sharing. It stresses the importance of collaboration and being in sync with clear expectations and speaking the same language to work as one team.
The document outlines the 5 key steps in the sales process: 1) Research potential targets, 2) Make initial calls to set up meetings, 3) Prepare for meetings, 4) Have the sales meeting, and 5) Follow up after meetings. The steps are described in detail, with tips provided for each step such as emphasizing listening in meetings and focusing on solving the potential customer's problems. Daily follow up calls after meetings are emphasized as important to closing sales.
El resumen describe el programa OGCDP, incluyendo sus objetivos, agenda, flujo de participantes, productos, principales destinos y herramientas. El objetivo es recordar los puntos básicos del programa como la segmentación, productos, destinos principales, cómo multiplicar su impacto y cooperaciones. La agenda incluye EP Flow & Sinergias, productos y destinos principales, y cómo multiplicar el impacto. Los productos cubren áreas como educación cultural, administración, salud, medio ambiente y derechos humanos en países de Europa del Este, Brasil,
EXPANSION, Universities, Booklet: Selling in Universitiesaiesecincolombia
This document provides guidance on selling AIESEC programs and opportunities to universities. It outlines the key steps to take before, during, and after sales meetings with universities. The before stage involves analyzing the university through documents like their development plans and surveys to understand their needs and identify the right contact. The during stage means being prepared, presenting customized proposals, listening to understand needs, and explaining AIESEC's offerings and benefits. The after stage involves negotiating formal agreements, tracking the relationship, reporting results, and maintaining a long-term partnership through clear expectations and mutual benefit. The overall goal is to identify university needs and sell aligned AIESEC programs and opportunities through a professional sales process.
The document discusses AIESEC's brand refresh which aimed to help members understand how the brand connects with people and markets and use the new elements simply. It outlines the values that create connections with customers and why organizations exist. It then details the redesign process from 2012-2013 which included input collection, brainstorming, and external consulting. The new elements including shapes, colors, and dos and dont's for the flexible and adaptable visual elements. Examples are provided and members are instructed that the logo should only be used horizontally or vertically and not altered. Finally, members are asked to form groups and create a promotion piece using the new brand elements.
Pricing and cost analysis are critical for maintaining costs and margins. Analyzing historical data, understanding costs, and defining sales efforts allows organizations to evaluate trends and pricing strategies. Benchmarking against other organizations includes comparing labor, cost reduction culture, negotiations, overhead structure, and process improvement. Maintaining low costs through tracking labor, cost cutting culture, and efficient processes supports effective pricing and financial sustainability.
The document provides an overview of AIESEC in Colombia's roadmap and goals for 2013. It outlines four key areas of focus:
1. Leadership Development through talent development and human resources management focused on operations.
2. Administrative Strengthening by identifying risks/opportunities and optimizing local processes through IT tools.
3. Strategic Marketing with a focus on operations, impact projects, and innovation to develop new products meeting customer needs.
4. External Connection by developing brand promoters through excellent delivery and participation in events to position the organization and showcase its impact.
The steering team has reviewed the roadmap and determined the direction for 2013, focusing on turning points and priorities within these four
This document discusses various talent management products that can be implemented by AIESEC local committees to meet talent needs. It begins by outlining drivers like strategy, simplicity, and focus on processes. Various products are then described that provide experiences for members, trainees, and external partners. These include projects, vacations programs, associate membership options, and integrated exchanges. The document emphasizes detecting talent needs, creating roles, setting timelines, and promoting programs. It provides application links and encourages analyzing the year cycle to find opportunities to implement products.
Webinar lc ps e planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture: 1) Planning through a culture audit to assess the current culture and identify change champions. 2) Launching the culture transformation with communication and skills development. 3) Embedding the new culture by redesigning systems and processes to support the culture change. 4) Monitoring performance through benchmarks and targets to ensure continuous improvement.
Planeación, desarrollo y alineación de la culturaaiesecincolombia
The document outlines a 4-phase process for planning and aligning an organization's culture:
1) Phase 1 involves conducting a culture audit, crafting a vision and goals, and developing a culture change plan.
2) Phase 2 is the launch of culture transformation through communication, demonstrations of the new culture, and developing skills.
3) Phase 3 is embedding the new culture by redesigning systems and processes to include and reinforce the desired culture behaviors.
4) Phase 4 involves monitoring performance through benchmarks and targets for customer satisfaction and cultural behaviors to drive continuous improvement.
This document proposes a new "+XP" program to better integrate exchange participants (EPs), members, and trainees into local committee activities. It would provide opportunities for EPs waiting to travel abroad, members wanting to participate in a global career development program, returnees, and current trainees. The program aims to generate valuable experiences, better performance in key processes, and synergies across different areas through recruitment, targeted jobs, and promotion strategies aligned across teams. Implementation requires collecting member data, defining promotion strategies with marketing and communications, and integrating members into local induction, allocation, and talent flow processes.
This document discusses how different areas within a company can provide support to each other and work in synergy. It suggests mentoring, coaching, and knowledge sharing between areas as ways to help others and find where support is needed. The document also references affinity groups, education programs, and sending young alumni to help drive synergy across various parts of the company.
This document outlines the seller recruitment process at Colombia. It begins with an analysis of needs with VPs. Job descriptions are then created detailing tasks, products, and responsibilities. Talent planning is conducted and a promotion campaign is launched. Interviews are organized to evaluate entrepreneurial outlook and proactive learning. An assessment center evaluates profiles and competencies. An induction trains the new sellers. Rewards and recognition include social media recognition and discounts. The goal is to integrate sellers and ensure reintegration.
This document discusses the Greiner Curve theory of organizational development and applies it to AIESEC Colombia's development. It describes five phases of evolution and revolution that organizations go through according to the Greiner Curve: (1) Creativity, (2) Direction, (3) Delegation, (4) Coordination, and (5) Collaboration. For each phase, it provides definitions of the evolution period and crisis/revolution period, as well as focuses for education. It then lists eight focuses for 2013, including leadership development, administrative strengthening, strategic marketing, and external connections.
El documento presenta los resultados de un benchmarking de capital humano realizado por la organización AIESEC el 29 de noviembre de 2012. El benchmarking comparó los datos de AIESEC con los de otras 267 organizaciones de diferentes sectores en Colombia en áreas como selección, remuneración, capacitación y bienestar. El informe contiene tablas con indicadores generales, de gestión, planeación, selección, valoración, desarrollo, bienestar e impacto para realizar el análisis comparativo.
The document outlines the training for POT (People of Tomorrow) on AIESEC Colombia's organizational vision and focuses. It discusses six main pillars: 1) organizational development, 2) local development and improvement, 3) general management, 4) growth and performance, 5) organizational understanding (O), 6) organizational understanding (N). Each pillar covers focuses such as leadership development, administrative strengthening, strategic marketing, and external connections. It also outlines AIESEC Colombia's roadmap for 2013 with focuses on talent development, process optimization, LCD strategy, and positioning.
Este documento proporciona información sobre el Molton DISC, una herramienta de evaluación de comportamiento humano. Explica brevemente qué es el DISC, cómo funciona al medir cuatro dimensiones del comportamiento (racional-emotivo, pausado-activo), y que sirve principalmente para selección, desarrollo y alineación de personal.
Este documento presenta una propuesta de estructura organizacional para comités locales basada en un modelo matricial. Sugiere dividir las áreas funcionales y los procesos/productos en "corners" liderados por VPs. Cada corner se reuniría semanalmente para analizar indicadores, tomar decisiones estratégicas y hacer seguimiento a tareas y participantes. El documento también discute consideraciones como roles claros, coordinadores de soporte, y evaluaciones periódicas para asegurar el buen funcionamiento de esta estructura.
Telstra, an Australian telecommunications company, underwent a cultural transformation led by the CFO to develop a stronger customer service culture called Value Service Culture (VSC). A 4-phase process was used: 1) Planning, including a culture audit and vision/goals, 2) Transformation through training, communication, and early wins, 3) Embedding the culture in systems and processes, and 4) Monitoring through customer satisfaction surveys and cultural metrics. After 2 years, customer satisfaction improved but not all business units met targets, and cultural surveys found average scores except for empowerment. The transformation generated estimated annual savings of $15 million.
Este documento proporciona orientación sobre cómo AIESEC puede establecer relaciones con el sector gobierno. Explica que trabajar con el gobierno ofrece oportunidades para proyectos de alto impacto y sostenibilidad, pero también requiere conocimiento en formulación de proyectos y paciencia dado los largos procesos. Recomienda analizar planes de desarrollo, asistir a ferias, aprovechar la red de egresados, y utilizar un marco lógico para el diseño de proyectos que satisfagan las necesidades identificadas. El objet
This document outlines AIESEC in Colombia's roadmap and priorities for 2013. It discusses developing leadership skills, strengthening administrative processes, focusing marketing strategies, and strengthening external connections. The steering team concluded the roadmap should have some flexibility to adapt to changing conditions throughout the year.
The document discusses strengthening a vision of responsible ambition for achieving organizational goals through real actions. It calls for a self-driving network based on maturity, commitment, and coherent decision-making. This network enhances autonomy and accuracy in local decision-making. Responsible leadership is emphasized, with leaders taking action, understanding their environment, and contributing sustainably through role modeling and maturity. Goals include efficiently understanding local needs to achieve mid-term ambitions through clear work focuses and synergies.
The document outlines the responsibilities of an LLC Leader in AIESEC, which includes managing local strategies and processes to align with national plans, improve quality, and enable activities that accomplish the vision. Specifically, the role involves building and maintaining relationships with alumni to Alumni to Alumni, Alumni to AIESEC, and Alumni to the World. This requires implementing the national alumni strategy locally, measuring alumni impact, and benefiting from knowledge sharing. It stresses the importance of collaboration and being in sync with clear expectations and speaking the same language to work as one team.
El documento proporciona información sobre las diferentes formas en que un área de soporte puede apoyar a un comité. Explica brevemente las estrategias de soporte a través de juntas asesoras, auditorías, mentoría, capacitación, coaching, generación de proyectos e intercambios. También destaca la importancia de la comunicación, el seguimiento de metas y la participación de los alumni.
Este documento describe varias iniciativas para involucrar a los antiguos miembros ("alumni") de una organización, incluyendo charlas informativas organizadas por y para los alumni, un boletín mensual para mantener informada a la red sobre noticias y oportunidades, y citas con empresas donde los alumni trabajan para vincularlas a las campañas de la organización.
El documento proporciona lineamientos sobre enfoque, estrategias y estándares para mejorar la comunicación, sinergia y trabajo en equipo entre los miembros de la organización Alumni to the World. Se enfoca en estandarizar bases de datos, mejorar canales de comunicación, y replicar proyectos exitosos para aprovechar sinergias y lograr resultados de manera más eficiente.
AIESEC Alumni First Thursday is a global program where AIESEC alumni network and socialize on the first Thursday of each month in cities around the world. The program was started during a brainstorming session to help more alumni regularly connect in their local areas. Alumni already meet monthly in some cities, and this program aims to expand those local gatherings into a coordinated worldwide initiative. Participants are encouraged to check the program's Facebook page for upcoming events in their city and to help organize a First Thursday if none is scheduled yet. The gatherings provide an opportunity for the over 1 million strong AIESEC alumni network to learn from each other and create impact on a monthly basis around the globe.
Este documento proporciona instrucciones para alimentar la base de datos ALUMNI en la plataforma PODIO de dos maneras: ingresando datos individualmente o subiendo un archivo Excel. Explica los pasos para acceder a PODIO, abrir la aplicación ALUMNI Management, y luego ingresar o subir los datos requeridos. También incluye recomendaciones para organizar la información en Excel para evitar problemas durante el proceso de carga.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones. Detalla los beneficios de una BoA, como conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, búsqueda de miembros, reuniones y agenda
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, implement an online registration system, and launch a social media campaign to connect alumni with internship opportunities at their companies. Alumni are encouraged to spread information about the initiative on their own social media and to inform other alumni about supporting GIP.
Our Synergy aims to foster better understanding and support between different business areas that often look to each other for assistance. It suggests examining each other's needs and processes more closely so that areas can help fulfill the needs of others through activities like mentoring, coaching, education programs, and recognizing excellence. Defining how various activities align with strategic goals could strengthen synergies across an organization.
This document provides guidelines for establishing and managing an Affinity Group (AG) as part of the Georgia Tech Alumni Association (GTAA). It defines an AG as a collection of Georgia Tech alumni who connect and engage around a shared purpose beyond just their class or region. AG's must promote Georgia Tech's welfare and have a mutually beneficial relationship with the university. The document outlines operating principles around using Georgia Tech's name and remaining politically/religiously neutral. It also describes the process for starting an AG which involves drafting articles of incorporation, a constitution, and getting 50 alumni signatures on a proposal. It provides details on governance, finances, and benefits AG's receive from the GTAA like listing on the website.
Este documento proporciona información sobre las Juntas Asesoras Locales (BoA) en AIESEC. Explica que una BoA es un organismo que brinda asesoría estratégica al Comité Local para ayudar en el avance de las operaciones y el desarrollo del liderazgo. Detalla los beneficios de una BoA, como la conexión externa, asesoría y mentores. Además, ofrece recomendaciones sobre la implementación de una BoA, incluyendo la selección de perfiles adecuados, la admin
This document provides information about a global initiative to raise support for AIESEC's Global Internship Program (GIP) from alumni. It outlines plans to update webpages, create an online registration system, run a social media campaign, and engage alumni. The registration system will allow alumni to express interest in hosting a GIP intern, recommend opportunities, or provide feedback. Member committees will be able to access registration information and follow up locally. The goal is to increase GIP placements by connecting alumni with current internship opportunities.
2. 2
National Condition - General
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Average NPS 67 94 54 100 0 27 64 69 38 25 78 0
Responses 12 16 13 1 10 41 44 13 16 8 18 3
Responses Monthly average
100
Yearly
94
78 Average
67 64 69
52
54
38
27 25
12 16 13 1 10 41 44 13 16 8 18 3
0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
3. 3
National Condition – Issues Summary
Promoter issues Detractor issues
Personal Development Support
Personal Development plan (55%) Support by host entity
Personal Goal Setting (45%) during the experience (63%)
Cross Cultural Support by home entity
during the experience (38%)
Living diverse cultures and having
a multi-cultural experience (38%) Social Impact
Awareness about local culture Visible impact of the
(31%) project/organization (65%)
Cross-culture working experience Visible impact of the
(31%) role/responsibility (35%)
Social Impact Job Description
Visible impact of the Job-description aligned with
project/organization (53%) the TN form (63%)
Visible impact of Job-description clarity (38%)
role/responsibility (47%)
4. 4
Firefighting - General
IGCDP
Open cases left 57
In process 10
Closed cases 25
Promoter collected 0
Detractor collected 4
5. 5
National Condition – Comments Summary
Detractor or passive Comments
Detractor case collected
i think every people who takes a GCDP or GIP should
Case 1 inform by themself about the city, LC and country
situation, because sometimes when we arrive to city, is
No good constant communication from really how we could have imagined.
the people responsible Apart some exceptions, they are totally irresponsible. Th
Good picking up but no one to o with the TN is totally different from the reality and they don't
care so much.
trainee when the first day of work
I have big problems with my project, exactly, my project
Bad communication with TN taker: no just exist in "Paper". I didn't do what I was supposed to
idea the trainees' coming, no idea they do and AIESEC host don't worry to solve the problem,
are non-native Spanish speakers, no idea they said "it's not our problem, it's a problem of the
partner school. It's not my fault, I can't do nothing". It
they should pay the transportation etc. was really disappointing to hear that from "aiesecers".
Case 2 you are more interested in how to be the participant
when is in the other country, in my personal experience
AN problem ==> 1st paragraph I feel that AIESEC people doesn't cared about spend
Accommodation too far ==> 2nd time with us, I never knew the whole group of host LC
and I felt very sorry.
paragraph
well my experience was not good, problems with the
working hour longer than promised local committee, because of their disorganization, in my
exchange i was in 4 different houses and were to
Not happy with the trainee management continue to increase, so I had to break the match,
and communication with Host because these things should not happen, I understood
and had patience, but after seeing that things did not
Case 3 improve I decided to return to my country.
No host family and member lied to the 1.There should be some criterias for selecting hosts such as not
emotional. 2.Also, there should be compensation of non-working-
trainee about the reason day transportation for those who live further than other trainees
and have to pay more for joining activities, in accordance with rule
Create wrong numbers to the MC of fairness. 3.Solve the problem of trainees which are caused by
AIESECers, instead of ignoring over again and again and saying
Not giving true information for job and world peace.
visa and members are even scaring
trainees about being deportedg
6. 6
National Condition – Comments Summary
Promoter Comments I had my experience the last summer, and i
I really liked that I was able to get into a leader loved it, the only issue was, i had some
problems with the LC host, cuz my work there
position, in which I have never been before. And
isn't the same that the TN said. And i can see
to be able to work with so many great people! that for some LCs the most important is the
Having more information about how, where and number no the quality or the experience of the
with who we are going to live before we arrive. EP, we need to remember the reality of @ and
Getting clear information about all the visa who are we, and how are do it.
paperwork. Getting a clear and accurate job t was a bit hard to step up and decide to live
description with maybe a summary written by this experience but now that I came back I can`t
someone who previously did the same job. be happier! I had a great process from day one
till now both LC were very supportive and
In my opinion, during the experience, you can helpful and during my programme everything
develop yourself in every possible direction. At was beyond good.
first, you get to know yourself and that is the base Definetly, the Global Community Development
to understand, improve or just learn anything Program is something that one can't find in
being aware of that other exchange organizations on the
I think the LC host is terrible because they did not market, considering all its aspects: personal and
professional benefits, price, options of
provide me what I need, and I had troubles with
destinations, etc. But it needs a more defined
my housing and with the LC's shaping, I would model of re-integration by the home LC upon
recommend this experience because i was able to return in order to inspire other members go on
learn a lot a it was a real challenge but I wouldn't this program and to provide the EP returnee a
recommend anyone to have a internship with LC good reflexion about his own development in
Network i gained from the program including this experience.
AIESECers and non-AIESECers. I think these kinds Host entity was very eager to include the trainees in
many activities. The AIESECers really made the
of connection is also the strength comparing to experience special.
other internship.