The document provides an application booklet for various positions within AIESEC Romania's Management Committee (MC). It includes general questions and specific questions for different MC positions. Some key details:
- The general questions section asks about the applicant's motivations, a strategic plan for AIESEC Romania, strategies to increase program performance, and competitive advantages.
- The specific questions sections include questions tailored for positions like President, VP of Talent Development, VP of Finance, VP of Corporate Development, and others.
- Questions assess applicants' strategic visions, plans to achieve goals, management strategies, and ideas to address challenges in their respective areas.
- Responses are meant to demonstrate the applicant's leadership abilities
The Roma (or Gypsy) minority have been considered a ‘problem’ since their arrival in Eastern Europe over 700 years ago. Communist regimes sought to ‘solve’ their ‘Gypsy problem’ using methods that varied in degrees of coerciveness. I have outlined Communist policies toward the Roma according to a three-line model of Communist systems. The results of Stalinist, Titoist, and Maoist policies towards the Roma are examined through comparison of the situations of the Roma in Hungary, Romania, and Slovakia. In the case of Romania, a fourth category, Ceausescuism, is added. Each type of Communist policy had a profound impact upon the economic and social well-being of the Roma. Many of the Communist ‘solutions’ contributed to the creation of a ‘Gypsy problem.’ Following the collapse of Communism, the situation of the Roma deteriorated due to economic difficulties, rising nationalism and ethnic hatred, low levels of Roma educational attainment, and a lack of political representation.
This document provides an overview of Romania, including its geography, history, culture, and tourism opportunities. It highlights Romania's diverse landscapes such as the Carpathian Mountains, Danube Delta, and lakes. Culturally, it discusses Romania's status as the only Latin culture in Eastern Europe and its medieval monasteries and fortified towns. The document also promotes Romania's cultural and entertainment destinations like Sibiu, Bucharest, and spa resorts, as well as activities such as skiing, beaches, and festivals.
50+ Strange Foods from Around the WorldCharlie Kelly
This document lists and describes many unusual and strange foods from around the world, including grilled corn Kit Kats, tomato or carrot ice cream, soft-shell crab or shrimp Pringles, sonic jalapeño chocolate shakes, avocado salad Cheetos, pizza and spaghetti slushies, pancake drink, wasabi and seaweed cheese donuts, mountain dew Cheetos, sausage and beer Doritos, wasabi Kit Kats, hot and sour fish soup chips, and many more unusual food combinations from different cultures.
This Romania Power Point highlights these facts and much more including: 18 Points on General Information, 39 Points on Family Life, 13 Points on Food, 16 Points on Food Etiquette, 16 Points on Social Etiquette, 26 Points on Business Etiquette, and 9 Points on Trivia.
AIESEC Romania MC 11-12 Application BookletMichael Omescu
This document provides instructions and guidelines for candidates applying for positions on the Member Committee (MC) of AIESEC Romania for the 2011-2012 term. The application includes an executive summary, CV, general questionnaire, specific questionnaire for the position(s) applied for, a 7-minute video, and endorsements. The general questionnaire consists of 5 questions to be answered in 3 pages or less. The specific questionnaire contains targeted questions for various MC positions. The application process and deadlines are also outlined.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires candidates to submit items like an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the candidate's motivation and vision. The specific questionnaires vary by position and ask about the candidate's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires applicants to submit items including an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the applicant's motivation and vision. The specific questionnaires vary by position and ask about the applicant's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
The Roma (or Gypsy) minority have been considered a ‘problem’ since their arrival in Eastern Europe over 700 years ago. Communist regimes sought to ‘solve’ their ‘Gypsy problem’ using methods that varied in degrees of coerciveness. I have outlined Communist policies toward the Roma according to a three-line model of Communist systems. The results of Stalinist, Titoist, and Maoist policies towards the Roma are examined through comparison of the situations of the Roma in Hungary, Romania, and Slovakia. In the case of Romania, a fourth category, Ceausescuism, is added. Each type of Communist policy had a profound impact upon the economic and social well-being of the Roma. Many of the Communist ‘solutions’ contributed to the creation of a ‘Gypsy problem.’ Following the collapse of Communism, the situation of the Roma deteriorated due to economic difficulties, rising nationalism and ethnic hatred, low levels of Roma educational attainment, and a lack of political representation.
This document provides an overview of Romania, including its geography, history, culture, and tourism opportunities. It highlights Romania's diverse landscapes such as the Carpathian Mountains, Danube Delta, and lakes. Culturally, it discusses Romania's status as the only Latin culture in Eastern Europe and its medieval monasteries and fortified towns. The document also promotes Romania's cultural and entertainment destinations like Sibiu, Bucharest, and spa resorts, as well as activities such as skiing, beaches, and festivals.
50+ Strange Foods from Around the WorldCharlie Kelly
This document lists and describes many unusual and strange foods from around the world, including grilled corn Kit Kats, tomato or carrot ice cream, soft-shell crab or shrimp Pringles, sonic jalapeño chocolate shakes, avocado salad Cheetos, pizza and spaghetti slushies, pancake drink, wasabi and seaweed cheese donuts, mountain dew Cheetos, sausage and beer Doritos, wasabi Kit Kats, hot and sour fish soup chips, and many more unusual food combinations from different cultures.
This Romania Power Point highlights these facts and much more including: 18 Points on General Information, 39 Points on Family Life, 13 Points on Food, 16 Points on Food Etiquette, 16 Points on Social Etiquette, 26 Points on Business Etiquette, and 9 Points on Trivia.
AIESEC Romania MC 11-12 Application BookletMichael Omescu
This document provides instructions and guidelines for candidates applying for positions on the Member Committee (MC) of AIESEC Romania for the 2011-2012 term. The application includes an executive summary, CV, general questionnaire, specific questionnaire for the position(s) applied for, a 7-minute video, and endorsements. The general questionnaire consists of 5 questions to be answered in 3 pages or less. The specific questionnaire contains targeted questions for various MC positions. The application process and deadlines are also outlined.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires candidates to submit items like an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the candidate's motivation and vision. The specific questionnaires vary by position and ask about the candidate's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
This document contains application materials for leadership positions in AIESEC Romania for the 2014-2015 term. It includes an introduction outlining the application requirements and process. The application requires applicants to submit items including an executive summary, biography, CV, endorsements, and answers to general and specific questionnaires related to the desired position. The general questionnaire includes questions about the applicant's motivation and vision. The specific questionnaires vary by position and ask about the applicant's plans, strategies, and priorities if selected for that role. The deadline to submit the completed application is January 4, 2014.
The document provides application guidelines for the AIESEC in Poland Management Committee (MC) for the 2015-2016 term. It includes general questions about the applicant's vision for AIESEC in Poland and characteristics needed as an MC team player. It also includes functional area questions for different VP positions, including Operations, Marketing, Organizational Development, Business Development, Finance, Global Cultural Development Programs (GCDP), Global Internship Programs (GIP), Talent & People, and Learning & Development. Applicants must choose two functional areas to apply for and answer all questions for their first preference area and two questions for their second preference area. The application should not exceed 8 pages total.
This document contains an application for the position of Vice President of the Members Committee for AIESEC in Greece for the years 2015-2016. The applicant is asked to answer several questions about their motivations, experiences, strengths, weaknesses, ambitions, evaluations of AIESEC Greece's performance in 2014, and proposals for initiatives across various areas including Outgoing Global Talent, Incoming Global Talent, human resources, marketing, finance, corporate relations, and local committee development. The detailed answers are intended to assess the applicant's fit for the vice president role and inform their priorities and strategies if selected.
The document is an application form for the position of Vice President of the Members Committee for AIESEC Greece for the 2015-2016 term. It contains several sections for the applicant to fill out, including a general questionnaire, specific questionnaires on various areas like Outgoing Global Talent and International Cooperation, and questionnaires related to functions like Marketing, Finance, and Local Committee Development. The applicant is asked to evaluate AIESEC Greece's performance in 2014, identify areas for improvement, propose initiatives and strategies for the upcoming term, and discuss their motivations, strengths, weaknesses, and ambitions for the role.
This document contains an application for the Member Committee of AIESEC Czech Republic for the term 14.15. It includes general questions about the applicant's background and experience. It also contains specific questions for different Member Committee positions, including MC Vice President of Operations, MC Vice President of Finance, MC Vice President of Talent Management, MC Vice President of External Relations, and Corporate Relations Manager. The applicant is asked to analyze various aspects of AIESEC Czech Republic's operations and strategies and propose initiatives and visions for their term if selected for the position. Requirements for submitting the application such as formatting, page limits, and deadlines are also outlined.
This document contains interview questions for a position with AIESEC Slovenia, focusing on the applicant's goals, experience, and vision in areas such as recruitment, membership growth, innovation, partnerships, marketing, PR, finances, and sales. The applicant is asked to evaluate current processes, priorities, challenges and propose strategies, innovations and improvements to drive growth, retention, partnerships and financial sustainability for AIESEC Slovenia.
This document contains an application for various managerial positions within AIESEC Greece for the 2014-2015 term. It requests personal information from applicants and details of their academic, work, and AIESEC experience. It also includes a general questionnaire about the applicant's reasons for applying and understanding of AIESEC's goals. Specific questionnaires are then provided for each managerial position, asking how the applicant would approach responsibilities like partnership development, event planning, and website improvement. The document gathers comprehensive information to evaluate candidates for leadership roles within the organization.
This document provides instructions for applicants applying to the National Support Team of AIESEC in the Czech Republic. It outlines the application process and requirements, including submitting answers to general and specific questions, endorsements, and formatting guidelines by the October 11th deadline. The selection process will include a vote of confidence, interviews, and case studies to evaluate applicants. The next steps in the selection process are described. Sample application questions are provided for various National Support Team roles covering areas like global talents, corporate partnerships, and operations.
The document provides information about applying to be part of the national team leading AIESEC in Serbia for the term 16.17. It includes an introduction inviting applicants to join this opportunity to help change society and Serbia. It then provides details about AIESEC in Serbia's history and performance. The application process and requirements are outlined, including submitting an application package by February 20th. If selected, candidates will present to Local Committee Presidents and have interviews. The new team will be announced on February 26th. The document also describes the roles and structure of the national team positions.
Andreea Adamescu has applied for the position of VP International Internships for AIESEC Romania. In her application, she outlines her vision for increasing performance in experiential leadership programs over the next year. She proposes focusing on decreasing matching times, increasing placements in educational and technical fields, and managing communication strategies at the local committee level. Andreea believes that by learning from high performing countries, implementing national projects, and focusing on individual local committee campaigns, AIESEC Romania can offer every participant a great experience through its international internship programs.
Andreea Adamescu has applied for the position of VP International Internships for AIESEC Romania. In her application, she outlines her vision for increasing performance in experiential leadership programs over the next year. She proposes focusing on decreasing matching times on GIP and increasing realizations in educational and technical areas. Adamescu also discusses managing national projects, communicating effectively with local committee VPs, and learning from top performing countries. Her goal is to offer every participant in experiential leadership programs a great experience.
1. The document provides information about applying for positions on the national team of AIESEC Serbia for the term 2016-2017. It includes sections on AIESEC in Serbia's history, the application timeline and process, the MC structure, and sample application questions.
2. Candidates must submit an application package by January 2nd including a questionnaire, CV, 2 minute video, and endorsement letter. Interviews will take place from January 11th-13th.
3. The MC will have 9 VP positions which will be allocated after selection. Candidates are applying for an MC VP role and will answer both general and specific questions related to various functional areas.
Application Questionnaire Aiesec India Member Committee 2015-16Alok Khatri
The document provides information and instructions for applying to be on the Member Committee for AIESEC India for the 2015-2016 term. It outlines the 7 parts of the application: executive summary, biography, CV, application questionnaire, endorsements, year plan, and video. It provides details on what should be included in each part and formatting guidelines. It also lists the roles being applied for (VP positions and portfolios) and includes sample questionnaires for each role that ask about goals, strategies, and leadership qualities. The deadline to submit the application is March 12, 2015.
This document contains a general questionnaire for an AIESEC Romania leadership position.
1. The first question asks about the applicant's motivation to apply and their experience growing personally and professionally in AIESEC.
2. The second question asks about the leadership that the world and Romania expects from AIESEC, and how AIESEC develops people and leadership skills.
3. The third question involves a SWOT analysis of AIESEC Romania and discusses opportunities to increase international experiences for Romanian students through university partnerships.
4. The fourth question evaluates AIESEC Romania's progress towards its 2015 goals and the focus of past terms in developing understanding and strategies to achieve the vision.
The document is an application for the position of Local Committee Vice President of AIESEC Abuja for the term 16/17. It provides instructions for applying, including submitting a manifesto and year plan, CV, questionnaire, and endorsement letter by the deadline of March 28, 2016. The application process will involve interviews, presentations, and a final vote to select candidates. The document outlines the eligibility requirements and timeline for the application and selection process.
The document provides information about applying for positions on the National Support Team for AIESEC in Namibia. Candidates must answer all questions for the positions they are applying to. Applications must be submitted in English by PDF email by June 29th at 11:59pm. Interviews will take place from June 18th to 19th with results on June 20th. Roles with multiple applicants will be shortlisted based on experience and fulfillment of expectations. Late applications will not be accepted.
- The document provides information about applying to be part of the national team leading AIESEC in Serbia for the term 16-17. It includes sections on AIESEC in Serbia, the performance of the entity from 2010-2015, application timeline and process, roles and responsibilities, and application package details.
- Candidates are invited to apply by February 20th and will go through a presentation, question and answer session, and interviews. The selected team will be announced on February 26th and will be responsible for leading AIESEC in Serbia from July 2016 to July 2017.
- The application package should include a questionnaire, CV, 2 minute video, endorsement letter, and confirmation of no legal issues. Candidates
This document provides information and instructions for applying for leadership positions within AIESEC Daloa for the 2019-2020 term. It includes the application timeline, requirements, position descriptions, responsibilities and a questionnaire. Candidates must submit a package with their CV, motivation letter, references and answers to the questionnaire by January 23rd for consideration. The positions include Local Committee President and several Vice President roles related to areas like talent management, finance, marketing and exchanges. The document encourages applicants to help achieve AIESEC's vision and lead the local committee to impact, learn and develop through their role.
This document outlines the questionnaire for candidates applying to be the president of AIESEC Greece for the 2016-2017 term. The questionnaire is divided into 5 parts that assess the candidate's motivation, understanding of their role and the organization, analysis of the current entity, and vision for the upcoming term. It includes questions about the candidate's leadership strengths and weaknesses, plans for managing different responsibilities, SWOT analysis of the previous term, and proposed strategic pillars and culture for growth. The candidate is also asked to introduce themselves in a 3 minute video and submit a 1 page biography.
The document discusses strategies for increasing growth and quality of incoming exchange programs in various countries.
1) Key strategies for top performing countries include establishing clear project goals, addressing safety concerns through communication, focusing projects on relevant issues, and developing long-term partnerships with NGOs.
2) Plans to manage local committee talent include monthly coaching meetings, providing quarterly trainings recorded in an online database, and implementing tools to standardize processes like visa information and project templates.
3) Increasing quality in Romania involves an "exit form" survey about sending countries and hosting local committees, then promoting high-scoring committees through national platforms and partnerships.
The documents provide job descriptions for several leadership roles within AIESEC, an international student organization. The president job description outlines responsibilities for implementing strategy, managing teams, and representing the organization externally. The talent development job description focuses on developing members' skills through various talent processes. The finance job description involves managing budgets, ensuring legality, and educating others about financial matters.
This document provides guidance for applicants to the Member Committee (MC) team of AIESEC Romania for 2012-2013. It outlines a creative application process involving seven components: an executive summary, biography, CV, endorsements, general and specific questionnaires, and a blank paper challenge. The MC team will consist of 9-10 positions, including the President and several Vice President roles open to international applicants. The application deadline is January 3, 2012 and the selection process will take place at a conference from January 12-15, involving presentations, interviews, and voting.
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The document provides information about applying to be part of the national team leading AIESEC in Serbia for the term 16.17. It includes an introduction inviting applicants to join this opportunity to help change society and Serbia. It then provides details about AIESEC in Serbia's history and performance. The application process and requirements are outlined, including submitting an application package by February 20th. If selected, candidates will present to Local Committee Presidents and have interviews. The new team will be announced on February 26th. The document also describes the roles and structure of the national team positions.
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The document discusses strategies for increasing growth and quality of incoming exchange programs in various countries.
1) Key strategies for top performing countries include establishing clear project goals, addressing safety concerns through communication, focusing projects on relevant issues, and developing long-term partnerships with NGOs.
2) Plans to manage local committee talent include monthly coaching meetings, providing quarterly trainings recorded in an online database, and implementing tools to standardize processes like visa information and project templates.
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The documents provide job descriptions for several leadership roles within AIESEC, an international student organization. The president job description outlines responsibilities for implementing strategy, managing teams, and representing the organization externally. The talent development job description focuses on developing members' skills through various talent processes. The finance job description involves managing budgets, ensuring legality, and educating others about financial matters.
This document provides guidance for applicants to the Member Committee (MC) team of AIESEC Romania for 2012-2013. It outlines a creative application process involving seven components: an executive summary, biography, CV, endorsements, general and specific questionnaires, and a blank paper challenge. The MC team will consist of 9-10 positions, including the President and several Vice President roles open to international applicants. The application deadline is January 3, 2012 and the selection process will take place at a conference from January 12-15, involving presentations, interviews, and voting.
The document describes positions available on the 2011/12 Member Committee (MC) of AIESEC Romania. The MC will consist of a President, 8 Vice Presidents covering areas like exchange, finance, and communications, and 3 Regional Coaches. Candidates must submit applications by January 15th and participate in the Member Committee Conference in late January for selection. The roles require facilitating AIESEC's mission and managing responsibilities in areas like fundraising, networking, and conferences. International candidates are invited to apply for 6 of the Vice President roles.
The document provides job descriptions for several positions within AIESEC Romania, including the Members Committee President, Talent Management Vice-President, Outgoing Exchange Vice-President, and Finance Vice-President.
The job descriptions outline the roles, responsibilities, required competencies, and key performance indicators for each position. The Members Committee President is responsible for overall management and representation of AIESEC Romania. The Vice-Presidents lead their respective areas of talent management, outgoing exchanges, and finance. Their roles involve developing strategies, providing support and education to local committees, and ensuring goals are achieved.
The document describes the positions and responsibilities for AIESEC Romania's 2011/12 Member Committee team. It will consist of 11 positions including the Member Committee President and 10 Vice Presidents overseeing areas like incoming/outgoing exchange, finance, communication, and more. The document provides job descriptions, preferred experience, and election/selection procedures for the positions. It also outlines working conditions, responsibilities after selection, and transition timelines for the new Member Committee team.
The document summarizes AIESEC Romania's organizational performance for Q3 2010. Some key points:
- Total exchanges realized was 105, up 110% from last year and down 13.2% from planned. Total memberships realized was 116, up 78.4% from last year and down 26.1% from planned.
- Overall Q3 performance was 85.8% of what was planned. Romania achieved the best quarterly performance for exchanges with 221 realized, more than doubling the performance from Q3 2009.
- Members' efficiency improved to 2.04 people needed to realize 1 exchange, meeting the term target. Most local committees improved or maintained efficiency and performance levels.
- A
The document summarizes AIESEC Romania's organizational performance for Q3 2010. Some key points:
- Total exchanges realized was 105, up 110% from last year and down 13.2% from planned. Total memberships realized was 116, up 78.4% from last year and down 26.1% from planned.
- Overall Q3 performance was 85.8% of what was planned. Romania achieved the best quarterly performance for exchanges with 221 realized, more than doubling the performance from Q3 2009.
- Members' efficiency improved to 2.04 people needed to realize 1 exchange, meeting the term target. Most local committees improved or maintained efficiency and performance levels.
- A
The report summarizes AIESEC Romania's organizational performance for the third quarter of 2010. Exchange placements increased 36.3% compared to the previous year but were 21.5% below targets. Membership declined 10.11% from May but efficiency improved slightly. Revenue diversified across sources with exchanges and grants contributing most. Placements for the quarter exceeded last year by 110% and the organization achieved 85.8% of its quarterly goals.
- AIESEC Romania had its highest performance in exchanges for a single month with 129 exchanges, up 73 and 130.3% from the previous year but 47 below target.
- Membership was down 31.89% from June with 504 active members. The most efficient local committee was Targu Mures at 1.66 members per exchange.
- Revenue was €33,819 from various sources including exchanges, grants, alumni, and other. Grants of €4,369 made up 27.8% while corporate revenue was only €1,205 at 7.7%.
- AIESEC Romania realized 46 exchanges in August, 17 more than the previous year but 20 less than planned. Total active members remained at 504.
- Revenue came from corporate partnerships (25%), exchanges (12%), grants (35%), alumni contributions (1%), and other sources (25%). Several local committees generated over 20% of revenue from exchanges.
- The financial reserve for most local committees could support over 3 months of operations. Grants received increased while fewer committees applied for grants in August compared to previous months.
- The report summarizes AIESEC Romania's organizational performance for August 2010 using graphs to analyze key indicators such as exchange status, membership status, and financial status compared to previous periods.
- Exchange status saw 46 exchanges realized, an increase of 17 from last year but 20 less than planned. Membership status showed 504 active members, unchanged from July. The financial situation analysis revenue diversification and grant applications.
AIESEC Romania Monthly Report for July 2010Michael Omescu
The document summarizes AIESEC Romania's organizational performance for July 2010. It reports on exchange status, membership status, financial status, and LPM coverage by MC. Exchange status exceeded last year's numbers but was below planned numbers. Membership numbers decreased from June but efficiency improved. Revenue came from various sources including corporate sponsors, exchanges, and grants. Most local committees were covered by the MC during their LPM events in July.
The document summarizes AIESEC Romania's organizational performance for June 2010 and the second quarter. Key points include:
- Exchange realizations increased 42.3% year-over-year but were 39.4% below plan. Membership declined 8.1% from May.
- Revenue came from various sources including corporate (36%), exchanges (16%), and grants (33%). Seven local committees could support over 3 months of operations from reserves.
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The document provides a summary of AIESEC Romania's key performance indicators for May 2010. It summarizes their exchange status, membership status, and financial status for the month.
For exchange status, they realized 13 exchanges, which was 50% lower than planned but 18% higher than the previous year. Membership decreased slightly from the previous month but was higher than the previous year. Financially, their main sources of revenue were from corporate partnerships and exchanges, though grant income was low. Reserves could cover operating costs for some local committees but not others. The MC noted areas needing improvement around achieving goals, engaging inactive members, diversifying revenue sources, and strengthening local financial sustainability.
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Our excursions in tahiti offer stunning lagoon tours, vibrant marine life encounters, and cultural experiences. We ensure unforgettable adventures amidst breathtaking landscapes and serene waters. For more information, mail us at tracey@uniquetahiti.com.
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AIESEC Romania 12-13 Application Booklet
1.
2. APPLICATION BOOKLET
General questions
This part is comprised of 5 questions and your answers should not be longer than 5 pages in minimum font size 10.
1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC team and what do you expect to
learn from the experience?
2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b and c):
a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The points above have to be evident in the
plan you create and the correlation between them too.
b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would you propose for each one and
what results would you like to see in each of those priorities at the end of your term.
c. The external opportunities you can capitalize from your position to get the vision you propose in point (b).
3. What is the role of MC? What should be the role of MC? What actions can you take as an MC team to fill the gap?
4. What strategies does AIESEC Romania need to follow to increase performance for the ELD programs? Please specify at least 3
strategies for Domestic Programs (TMP&TLP) and 3 strategies for the International Programs (GIP&GCDP).
5. What are the competitive advantages that AIESEC Romania has in the international network? What can we do to maintain and/or
increase them?
Specific questions
This part is comprised of a section dedicated to the positions opened in this round of elections. Please answer to all the questions
under the section(s) that indicate the position(s) you want to apply. Your answers should not exceed 6 pages (per position you
are applying) in a minimum font size 10.
3. PRESIDENT
1. What does AIESEC give to Romania today?
2. The term 2011-2012 was a piloting term for AIESEC Romania. Please present a 3 year strategic plan that should consolidate and
continue on the bases of this term. (refer to strategic directions, action plan, structures and organizational culture definition)
3. In the context of the 12 13 term, rank in order of importance the key responsibilities of the MCP (team management, MC financial
sustainability, governance and accountability, managing the LCP team, national strategy and external representation) and explain
the reasons for your ranking.
4. Based on the current state of AIESEC in Ireland and the way of working implemented in the term 2012 2013, propose 3 main
directions of working with Ireland as official extension which you think will bring performance and benefits for both entities.
5. As MCP you have to manage both your MC and LCP team. Make a timeline outlining the activities you are going to take in order to
synchronize and synergize national vision and plans with local ones. Take into consideration internal communication and touch
points that you have with the country as an MC.
6. What do you perceive as being the culture of AIESEC Romania at this point? What should be the culture in AIESEC Romania in
2012 2013 in order to push the country forward in terms of performance?
7. What is the role of the MCP in shaping behaviors in AIESEC Romania from the perspectives of the different layers of membership?
(LCs, EBs, LCPs, MC)
4. VICE PRESIDENT TALENT DEVELOPMENT
1. Where will you bring innovation and where are you going to leverage on thework of your predecessors to ensure sustainable growth
on Talent Developmentarea? Mention 3 initiatives that should be continued from previous terms and 3 initiatives you would change.
2. Please present a GANTT chart of all the Talent Development activities during your MC VP term, 2012-2013.
3. How will you manage the communication strategy of AIESEC Romania on TMP and TLP taking into consideration the local and
national recruitment campaigns, projects, initiatives and other campaigns?
4. How will you work on implementing the new structure and what other measures will you take in order to allign AIESEC Romania to
the 2015 vision on Talent Development area or on any others?
5. Please present your working methodology with the 3 on-line teams you will have to manage (VP’s, NST and NTT).
6. Please present the Educational plan for AIESEC Romania for the next term.
7. Please present the Recruitment plan for AIESEC Romania for the next term.
5. VICE PRESIDENT FINANCE
1. Please mention your priorities, as MCVP Finance, for each quarter of the term, mention the KPI for each priority and the main
action steps.
2. Critically evaluate the financial situation of the MC of AIESEC Romania and propose an implementable strategy for building
financial sustainability of the organization.
3. How do you see the role of the Finance Support Team (FINeST) in the following year?
4. How do you think the MCVP Finance can ensure financial sustainability in Local Committees?
5. What kind of support do you think should be provided by MCVP Finance to LCVP Finance? Please describe at least three directions
for support.
6. What do you think will change on finance area, taking into consideration the structure changes developed in AIESEC Romania this
year.
7. Imagine that at some moment during your term as MCVP Finance, everything on finance area is going perfectly. Please tell us what
is happening in the country and in the MC in finance related matters, the causes for this state of things and the effectis it will have on
the future development of the organization.
6. VICE PRESIDENT CORPORATE DEVELOPMENT
1. Please present the current situation on the InComing GIP and ER areas in AIESEC Romania. Emphasize on the GCPs and new
initiatives taken in the LCs.
2. Taking into consideration the small realization rate of the TNs Raised in the LCs this year, please mention 5 initiatives that you
would propose as an MCVP Corporate Development as a solution for this challenge.
3. Present your FADs (functional area drivers) for the next year and find 3 KPIs for each of them. Give a brief description of each FAD
presented.
4. Taking into consideration the new proposed organizational structure and the planning process in the LCs, please present your
priorities for each quarter on this area. What are your strategies for increasing the Corporate Development results that the LCs have?
(No. of enablers and supporters, TN Takers, Content Partners, Financial Partners etc.)
5. Taking into account the current situation of Romania as a country, please describe your strategy to contribute in achieving AIESEC
Romania’s budget? Please refer also to your product development strategy.
6. As an MCVP Corporate Development, I am responsible to ensure the financial sustainability of the country together with the MCVP
Sales, MCVP Finance, MCVP TD, MCVP International Internships, MCVP Alumni Development and the MCVP Comm. Please
give us 5 concrete actions that you would take in order to support this statement.
7. How do you think your workload, responsibility and strategy will gather with the ones from MCVP Sales?
7. VICE PRESIDENT NON-CORPORATE DEVELOPMENT
1. Present the current reality of the incoming exchange non-corporate area in all the LCs that performed in the year 2011.
2. Present the initiatives, way of working with the country, difficulties, etc. of the top performing country in each GN on the incoming
exchange non-corporate area in maximum 2 pages.
3. As you know, the grand majority of your goals are going to be achieved by the local entities. Based on this, how do you plan to
manage the LCs talent towards the implementation of the national strategy? (Be clear and specific).
4. Present your strategy to increase the quality of GCDP Incoming in AIESEC Romania.
5. What is your strategy for driving ICX growth in 2012-2013?
6. Taking into consideration the fact that on your term you will have to organize at least one national project, how do you plan to
communicate and organize the country in order to implement the project?
7. Which are the major challenges and changes you see with regarding the 2015 in AIESEC Romania on the Non Corporate Area?
8. VICE PRESIDENT INTERNATIONAL INTERNSHIPS
1. Present your strategy on how to decrease the delivery time and how to increase the realization rate on GIP in AIESEC Romania for
the following term?
2. Taking into consideration the underperformance on Educational and Technical Traineeships, please create a strategy on how to
ensure growth in quality and quantity and LC involvement on ET and TT realizations. In your opinion, what are the elements that
limit AIESEC in Romania to be performant on ET and TT and how will you solve these issues?
3. Taking into consideration the lack of Outgoing National Projects in AIESEC Romania, how will you ensure the management and
change of this situation and the LC engagement in implementing Outgoing National Projects?
4. Present the initiatives, way of working with the LCs, difficulties and performance of the TOP AIESEC countries of each GN on GIP
and GCDP outgoing in maximum 2 pages.
5. How will you ensure as MCVP of AIESEC in Romania that the International Internships LC VPs conduct their attributions on the
Student niche on their local markets?
6. How will you manage the communication strategy of AIESEC Romania on GIP and GCDP taking into consideration the local and
national recruitments campaigns, projects, initiatives and campaigns?
7. Analyze the performance on outgoing GIP & GCDP in the last 3 years in AIESEC Romania. How will you ensure a constant growth
in quality and quantity on both GCDP and GIP on the following term?
9. VICE PRESIDENT ALUMNI DEVELOPMENT
1. Make the SWOT of the Alumni Development Area covering both the national and the local level.
2. Write down the main pillars and their steps of implementation of your Alumni Development Strategy for the year 2012 – 2013
taking into consideration the vision 2015.
3. Write down the description and the plan of implementation for minimum 2 new products that the Alumni Development area can
deliver in the year to come and generate money.
4. Taking into consideration that starting with the next year the Alumni Development will be a strategic position please detail the
educational plan that will be delivered to your VPs and specialists. ( content, time of delivery)
5. Again, taking into consideration the strategic role of this position and its definition according to the 2015 vision please define its
MOS & KPIs to be included/ completing the current SONA.
10. VICE PRESIDENT SALES
1. Taking into account the current situation of Romania as a country, please describe your strategy to achieve AIESEC Romania’s
budget?
2. In order to financially sustain the MC, please mention 2 new products that you would propose for your term. Please provide us a
brief description and concrete steps of implementation.
3. Imagine you are in front of a top employer company in Bucharest. Please present him/her the „why?” and „how?” of the reasons he
should invest in AIESEC.
4. Taking into consideration the evolution our world is facing today regarding social media, online interaction and e-marketing, what
changes do you foresee in terms of AIESEC products, market/sector focus, pricing and delivery models?
5. Please describe how the quality of delivery that the MC and the LCs are making for partners should look like, and how can we reach
this stage?
6. How would you ensure the realization of the TNs you Raised in the MC taking into consideration the workload you have?
7. How do you think your workload, responsibility and strategy will gather with the ones from MCVP Corporate Development?
11. VICE PRESIDENT COMMUNICATION
1. Please describe the ideal state of Communication area in AIESEC Romania 30th of June 2013. What are your 3 key strategies to get
there? Write down how you will work with other areas in order to ensure realization of Organizational Goals.
2. What are going to be the key activities you will drive in the country with the purpose of educating the national network on branding
and positioning of AIESEC. How you’ll assure that these are going to be implemented?
3. How could you use the power of the Internal Communication in order to develop a strong Organizational Culture where every
member of AIESEC Romania strives for the same goal? Please define a plan.
4. What is your strategy to communicate the Experiential Leadership Development Program to each stakeholder (Alumni, Companies,
Students, etc)
5. Present a strategy you would use to support the growth on the two markets: Corporate and Non-Corporate.
6. What are the minimum benefits in your opinion that a media entity should offer to AIESEC in order to become a National Media
Partner, according to its type: print (magazine), online, TV, radio, and what would be the challenges in order to obtain those
benefits? Taking into consideration the current MGP (Media Group of Partners) of AIESEC in Romania please refer to what other
media partners you see as suitable for AIESEC in Romania and why. (Please attach a draft of the national external communication
plan as you see it for the next year)
12. VICE PRESIDENT ORGANIZATIONAL DEVELOPMENT
1. Analyze the organizational structure and outline the implementation plan for the next year and the evolution plan for the next 3
years. What do you think the organizational structure will bring as a huge change? (name at least 3 major changes)
2. Outline your country management and development strategy. Based on what criteria will you cluster LCs and what will you offer to
each cluster in terms of organizational development?
3. Outline you LC support strategy. Define resources that will be used and desired outcomes of your LC support strategy.
4. Define a national and local planning cycle that is adapted to the new structure. Define points of planning and evaluation on both
national and local levels taking into consideration the international cycles. Specify cycles for planning activities, planning objectives
and long term planning.
5. Outline your strategy of driving AIESEC in Romania into becoming a social enterprise. Taking this into consideration, specify new
products that we should create and what external benefits do we base them on.
6. In your perspective, define at least 1 standard in terms of processes for each MOS. Please specify method of tracking and minimum
value.