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.
This document contains job descriptions for various roles within AIESEC in Turkey for 2015/2016. It includes descriptions for the Executive Board role, the Local Committee Vice President role, the Team Leader role, and functional roles including Local Committee Vice Presidents for Incoming Global Cultural and Professional Development, Incoming Global Internship Program, Outgoing Global Cultural and Professional Development/Outgoing Global Internship Program, Business Development, and Marketing. The job descriptions outline the key responsibilities, competencies, and key performance indicators for each role.
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
This document discusses value delivery and leadership development in AIESEC. It begins by asking what leadership means for AIESEC and how they will develop it in youth. It then discusses focusing on leadership development model (LDM) delivery to fulfill their promise. The document outlines what exchange participants want from their experience and how AIESEC can deliver a good experience through LDM. It describes the 4 qualities of the leadership model - empowering others, solution oriented, self aware, world citizen. It discusses using Net Promoter Score to measure value delivery and outlines support available for value delivery such as the Entity Control Board.
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
This document contains acronyms and abbreviations used by AIESEC, a global student-run organization. There are over 100 acronyms listed with their corresponding meanings, covering areas like programs, roles, processes, metrics, and organizational structures within AIESEC. The acronyms provide shorthand references to key terms and concepts for those involved with the organization.
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
AIESEC is a global student-run nonprofit that provides leadership opportunities and international internships to young people interested in world issues without discrimination. Through these experiences, AIESEC aims to develop youth potential and leadership to positively impact society. The organization envisions peace and fulfilling human potential.
This document contains job descriptions for various roles within AIESEC in Turkey for 2015/2016. It includes descriptions for the Executive Board role, the Local Committee Vice President role, the Team Leader role, and functional roles including Local Committee Vice Presidents for Incoming Global Cultural and Professional Development, Incoming Global Internship Program, Outgoing Global Cultural and Professional Development/Outgoing Global Internship Program, Business Development, and Marketing. The job descriptions outline the key responsibilities, competencies, and key performance indicators for each role.
This document outlines the organizational structure and initiatives for AIESEC India's Global Cultural Development Programme (GCDP) Outgoing Exchange (OGX) department. The vision is to be the best in the AIESEC network for quality of experiences delivered and number 2 for number of experiences delivered. The purpose is to develop entrepreneurial leaders through international experiences. It proposes organizational structures for local committees involving teams for university relations, delivery, exchange support, international relations, and regions. It also details initiatives for raising, product packaging, partnerships, marketing, training, and an information hub.
This document discusses value delivery and leadership development in AIESEC. It begins by asking what leadership means for AIESEC and how they will develop it in youth. It then discusses focusing on leadership development model (LDM) delivery to fulfill their promise. The document outlines what exchange participants want from their experience and how AIESEC can deliver a good experience through LDM. It describes the 4 qualities of the leadership model - empowering others, solution oriented, self aware, world citizen. It discusses using Net Promoter Score to measure value delivery and outlines support available for value delivery such as the Entity Control Board.
The document outlines the structure of AIESEC International, an international student organization. It describes that AIESEC International is led by a President and has several Growth Networks overseen by Directors that cover different world regions. At the country level in each member state, a National Committee (MC) manages Local Committees (LC) within universities. The MC is led by a Management Committee President and Vice Presidents who oversee functional areas and support LCs, while each LC focuses on opportunities for members and is led by a Local Committee President and Vice Presidents of key areas.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
This document contains acronyms and abbreviations used by AIESEC, a global student-run organization. There are over 100 acronyms listed with their corresponding meanings, covering areas like programs, roles, processes, metrics, and organizational structures within AIESEC. The acronyms provide shorthand references to key terms and concepts for those involved with the organization.
This document contains definitions of common abbreviations and terms used within AIESEC, the international student organization. It includes abbreviations for things like types of internships (DT, ET, MT, TT), roles within the organization (LCP, MCP), programs (GIP, GEP, Y2B), and statuses (AVAILABLE, MATCHED, REALIZED). Meeting and event types are also defined (LC-meeting, OPS, IC). The document categorizes the terms alphabetically to serve as a reference guide for AIESEC members.
AIESEC is a global student-run nonprofit that provides leadership opportunities and international internships to young people interested in world issues without discrimination. Through these experiences, AIESEC aims to develop youth potential and leadership to positively impact society. The organization envisions peace and fulfilling human potential.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
AIESEC is a global, non-profit organization founded in 1948 that develops leadership in youth. It has over 107 country members, 1,600 university partners, and 50,000 members. AIESEC provides internships and leadership development opportunities to connect high-potential youth with global organizations. It offers partners access to a diverse, global talent pool and sourcing efficient recruitment. Several multinational companies, like Alcatel-Lucent, UBS, Deutsche Post DHL, Microsoft, and Electrolux, have long-standing global partnerships with AIESEC to source interns who help address their business needs.
A&C refers to Audit and Compliance, B2B refers to Business to Business, and B2C refers to Business to Customer. The acronyms provide definitions for common terms used in business and organizational contexts.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
This document outlines several programs offered by AIESEC, an international student organization, including their goals for 2015. It discusses the Global Internship Program (GIP), Global Cultural Development Program (GCDP), Team Member Program (TMP), and Team Leader Program (TLP). The key recommended changes for 2015 implementation are to increase customer understanding, ensure sustainable and legal operations, and capitalize on the local market. Priorities for 2015 include legal compliance for GIP, financial sustainability for GCDP, and focusing resources on differentiating GIP and GCDP.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
AIESEC provides global leadership experiences to develop peace and fulfill humanity's potential. It uses an experience called Engagement with AIESEC to spark interest in young people to develop themselves and contribute to a better world. Experiential Leadership Development enables learning from practical experiences in challenging environments. Finally, Life Long Connection embodies leadership in everyday life for those who participate in AIESEC's programs. Over 1.82 billion people have been part of the AIESEC experience globally.
The document discusses how AIESEC Romania can achieve its full potential by increasing its impact and membership. While AIESEC creates many opportunities for young people, its numbers are still small compared to the student population in Romania. To grow, AIESEC needs pioneering members who are willing to invest time and take risks to build partnerships outside of the organization. By getting to know stakeholders and understanding their needs, AIESEC can gain their trust and support to fund opportunities for more members.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
The document provides information about AIESEC's Global Internship Programme (GIP) and Global Community Development Programme (GCDP). It discusses the objectives, processes, and statistics of the internship and volunteer programs. GIP offers long-term internships for professional development, while GCDP focuses on international volunteer experiences for community development and personal growth. Both programs provide cross-cultural experience, leadership development, and global networking opportunities. Statistical data shows participation numbers and top countries for GIP and GCDP placements between 2010-2011.
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
This document discusses plans for Outbound Preparation Seminars (OPS) for Exchange Participants (EPs) in AIESEC. It suggests holding OPS to better prepare EPs for cultural differences abroad, help match them to internships, and introduce them to AIESEC culture. Sample agenda outlines are provided for half, full and multi-day OPS. Logistics, activities and tips for facilitators are discussed to ensure EPs are well informed and supported before their exchanges.
This document provides an overview of AIESEC's strategy towards 2015, known as AIESEC 2015. It introduces key concepts like the AIESEC Way, BHAG, Golden Circles model, and explains how the strategy and programs are linked. The document outlines the phases of the AIESEC Experience - Engagement, Experiential Leadership Development, and Life-Long Connection. It provides details on improved programs like Team Member, Team Leader, Global Internship, and Global Community Development. It includes a timeline, frequently asked questions, and references materials used in developing AIESEC 2015.
Time has come to apply for the Vice President positions for AIESEC in Stockholm 2015-2016!
Take the chance and apply as soon as possible! Read the descriptions, if you had more questions feel free to ask us!
"That path to success is through getting out of your comfort zone!"
Good luck!
The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
AIESEC is an international organization with a network structure including AIESEC International, member committees in countries, and local committees. The document discusses the roles of AI (AIESEC International), MC (Member Committee), and LC (Local Committee) and encourages membership in the LC of Plovdiv, Bulgaria to be part of AIESEC's global network in 2010. It directs readers to local representatives for additional information or questions.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
Investments in AIESEC refer to the allocation of human and financial resources managed by AIESEC entities to help them grow and achieve their organizational goals. The objectives of investment projects are to reallocate resources within the network to ensure financial sustainability and meaningful growth for all entities. Some myths about investments are that they require a lot of money and are only for large, wealthy entities or those with connections. However, the truths are that investments do not always require large financial resources, connections can be built through good project proposals, and those who plan return on investment will achieve their goals.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
AIESEC is a global, non-profit organization founded in 1948 that develops leadership in youth. It has over 107 country members, 1,600 university partners, and 50,000 members. AIESEC provides internships and leadership development opportunities to connect high-potential youth with global organizations. It offers partners access to a diverse, global talent pool and sourcing efficient recruitment. Several multinational companies, like Alcatel-Lucent, UBS, Deutsche Post DHL, Microsoft, and Electrolux, have long-standing global partnerships with AIESEC to source interns who help address their business needs.
A&C refers to Audit and Compliance, B2B refers to Business to Business, and B2C refers to Business to Customer. The acronyms provide definitions for common terms used in business and organizational contexts.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
This document outlines several programs offered by AIESEC, an international student organization, including their goals for 2015. It discusses the Global Internship Program (GIP), Global Cultural Development Program (GCDP), Team Member Program (TMP), and Team Leader Program (TLP). The key recommended changes for 2015 implementation are to increase customer understanding, ensure sustainable and legal operations, and capitalize on the local market. Priorities for 2015 include legal compliance for GIP, financial sustainability for GCDP, and focusing resources on differentiating GIP and GCDP.
This document provides guidance on structuring marketing teams for Local Committees (LCs) based on their stage of growth and realization goals. It outlines key responsibilities for LCVPs and marketing team members focused on tasks like branding, communications, and driving specific programs like oGIP and oGCDP. Marketing teams should be sized appropriately based on realization targets and focus on just 1-2 key programs or issues. Data-driven backwards planning is recommended to set sign-up and conversion rate goals needed to achieve targeted realizations.
AIESEC's organizational structure consists of several levels - AIESEC International oversees regional growth networks, which guide strategy for member committees in different countries. Member committees then oversee local committees based in universities, which implement strategies and plans through their members. This hierarchical structure enables AIESEC to integrate local efforts into a common global vision and track performance across its large, worldwide network.
AIESEC provides global leadership experiences to develop peace and fulfill humanity's potential. It uses an experience called Engagement with AIESEC to spark interest in young people to develop themselves and contribute to a better world. Experiential Leadership Development enables learning from practical experiences in challenging environments. Finally, Life Long Connection embodies leadership in everyday life for those who participate in AIESEC's programs. Over 1.82 billion people have been part of the AIESEC experience globally.
The document discusses how AIESEC Romania can achieve its full potential by increasing its impact and membership. While AIESEC creates many opportunities for young people, its numbers are still small compared to the student population in Romania. To grow, AIESEC needs pioneering members who are willing to invest time and take risks to build partnerships outside of the organization. By getting to know stakeholders and understanding their needs, AIESEC can gain their trust and support to fund opportunities for more members.
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
The document provides information about AIESEC's Global Internship Programme (GIP) and Global Community Development Programme (GCDP). It discusses the objectives, processes, and statistics of the internship and volunteer programs. GIP offers long-term internships for professional development, while GCDP focuses on international volunteer experiences for community development and personal growth. Both programs provide cross-cultural experience, leadership development, and global networking opportunities. Statistical data shows participation numbers and top countries for GIP and GCDP placements between 2010-2011.
Thomas Carlyle said "Our grand business is not to see what lies dimly at a distance, but to what lies clearly at hand". This document is Stephen Adomako's application to be the Managing Country President of AIESEC in Ghana. It outlines his 4 years of experience in AIESEC including various leadership roles. It also analyzes the strengths, weaknesses, opportunities and threats for different AIESEC programs, and discusses the organization's achievements over the past 3 terms.
This document discusses plans for Outbound Preparation Seminars (OPS) for Exchange Participants (EPs) in AIESEC. It suggests holding OPS to better prepare EPs for cultural differences abroad, help match them to internships, and introduce them to AIESEC culture. Sample agenda outlines are provided for half, full and multi-day OPS. Logistics, activities and tips for facilitators are discussed to ensure EPs are well informed and supported before their exchanges.
This document provides an overview of AIESEC's strategy towards 2015, known as AIESEC 2015. It introduces key concepts like the AIESEC Way, BHAG, Golden Circles model, and explains how the strategy and programs are linked. The document outlines the phases of the AIESEC Experience - Engagement, Experiential Leadership Development, and Life-Long Connection. It provides details on improved programs like Team Member, Team Leader, Global Internship, and Global Community Development. It includes a timeline, frequently asked questions, and references materials used in developing AIESEC 2015.
Time has come to apply for the Vice President positions for AIESEC in Stockholm 2015-2016!
Take the chance and apply as soon as possible! Read the descriptions, if you had more questions feel free to ask us!
"That path to success is through getting out of your comfort zone!"
Good luck!
The document discusses "The AIESEC Way", which is both the manner and path that AIESEC aims to positively impact society. The AIESEC Way provides leadership opportunities, international internships, and participation in a global learning environment to enable young people to discover and develop their potential. It is comprised of values like activating leadership, enjoying participation, striving for excellence, and demonstrating integrity. The AIESEC Way is AIESEC's unique approach to empowering youth and fulfilling humanity's potential through peace.
AIESEC aims to provide young people with an essential inner and outer leadership development journey through exchange programs. This involves developing self-awareness, a sense of responsibility for others, and effective communication skills. The organization focuses on enabling the first steps of a lifelong leadership journey by providing experiences that help participants become aware of their strengths, values, and purpose in serving the world. Both the external activities and internal reflection on personal growth are important aspects of the holistic journey.
AIESEC is an international organization with a network structure including AIESEC International, member committees in countries, and local committees. The document discusses the roles of AI (AIESEC International), MC (Member Committee), and LC (Local Committee) and encourages membership in the LC of Plovdiv, Bulgaria to be part of AIESEC's global network in 2010. It directs readers to local representatives for additional information or questions.
This document provides a comprehensive list of acronyms used within AIESEC, grouped into general abbreviations, functional areas, regions, and conferences. It includes over 50 acronyms for terms like AIESEC Experience (@XP), Engagement with AIESEC (EwA), Talent Management (TM), Outgoing Exchange (OGX), Western Europe & North America (WENA) region, National Induction Seminar (NIS), and Global Leaders Summit (GLS). The list is intended to help people familiarize themselves with AIESEC's many acronyms.
Investments in AIESEC refer to the allocation of human and financial resources managed by AIESEC entities to help them grow and achieve their organizational goals. The objectives of investment projects are to reallocate resources within the network to ensure financial sustainability and meaningful growth for all entities. Some myths about investments are that they require a lot of money and are only for large, wealthy entities or those with connections. However, the truths are that investments do not always require large financial resources, connections can be built through good project proposals, and those who plan return on investment will achieve their goals.
The document provides guidance on how to use an LC Tracker tool to be a strategic leader. It explains that the tracker allows users to view organizational goals, plans, and weekly priorities. Plans include focuses, action steps, KPIs, assignments, and deadlines for each functional strategy. The weekly priority section identifies the top 3 priorities according to the plans. LC leaders should check the tracker weekly and have their teams update it to track performance and inform users.
This document discusses KPIs, performance tracking, and provides examples of KPIs for different functions within an organization. It begins by defining KPIs and why they are important. It then discusses how to create good KPIs that are strategic, measurable, and time-bound. The document lists dos and don'ts for KPIs. It provides examples of KPIs for different functions like marketing, talent management, information management, and finance. Finally, it discusses the importance of performance tracking, how to track members, when to track, and tips for effective tracking.
AIESEC Indonesia Talent Management |1314| Talent ReviewChristina Kelman
The document provides guidance on conducting a talent review to analyze talent and make recommendations to improve talent across an organization. It outlines the following key steps:
1. Conduct talent reviews using a Talent Review Tool based on performance appraisals and competency assessments.
2. Generate a report analyzing the percentage of employees in different clusters, rankings of functions by talent, and recommendations for talent review follow-up.
3. Schedule performance appraisal and feedback meetings to set expectations, review performance against goals, identify development needs, and create action plans.
4. Assess the current talent capacity and future HR needs to develop strategies around restructuring, learning and development, and recruitment.
The document discusses how to analyze data from an NPS survey about team member experiences to identify areas for improvement. It provides guidance to local and member committee leaders on using survey results to enhance team minimum fulfillment, processes, and products. Leaders are advised to compare NPS responses to team performance, filter responses by role to tailor training, and connect manager feedback to participant satisfaction to strengthen experiences. The survey allows analyzing impact on personal and professional development.
The document provides guidance for transitioning the role of Vice President of Talent Management (VPTM) within AIESEC Indonesia. It outlines the key responsibilities, skills, and knowledge required for the role. It recommends discussing topics like talent management strategies, programs, tools and processes used within the local committee. It also suggests reviewing case studies from the current term and allowing the elect to provide preliminary input on plans for their upcoming term. The goal is for the elect to have a clear understanding of the VPTM role and how to develop an effective talent management plan that supports the organization's goals.
This document provides an overview of talent management processes and programs within AIESEC. It discusses talent development programs including managing the learning environment, leadership development programs, and managing partnerships. It then describes the key talent management processes of talent planning, marketing, selection, induction, goal setting, allocation, training, coaching, tracking, succession planning, performance reviews, and motivation. The document is intended as a guide for local AIESEC chapters on developing and implementing effective talent management systems.
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
The document discusses AIESEC's purpose of achieving "Peace & Fulfillment of Humankind's Potential". It notes that peace means avoiding conflict from cultural/religious differences and living in harmony while respecting others. AIESEC's "How" is developing leadership qualities in experiences to guide future leaders through difficult situations. It questions if a leader who experienced AIESEC would handle protests differently. The "What" is delivering experiences and an inner/outer journey that develops leadership qualities in members and customers. It emphasizes that leadership development must be the focus of every experience for AIESEC to deliver on its mission. It concludes that developing leadership in each person is how AIESEC works to achieve its goal of a more
The document is an application booklet for AIESEC Stockholm for 2014-2015 that describes available positions within the organization. It provides information on AIESEC's mission of developing student leadership and organizing internships and volunteering experiences. Various positions are described for the departments of Communication, Outgoing Exchange, Incoming Exchange, and External Relations that involve tasks like marketing, recruiting interns, and managing relationships with companies.
1) The document is designed to guide participants through a self-driven experience to come to their own conclusions about AIESEC's purpose and goals.
2) It prompts participants to reflect on how AIESEC develops leadership qualities in its members and how delivering on its leadership development model is essential to its mission.
3) The key points that emerge are that AIESEC's purpose is to facilitate leadership development experiences for young people in order to work towards a world with peace and fulfillment of humanity's potential.
The document outlines the process for running an effective team, which includes:
1) An introduction for team members to get to know each other and understand the team's purpose.
2) A planning process where the team co-creates goals, strategies, and responsibilities.
3) Regular meetings to track progress and review performance, as well as one-on-one coaching.
4) Activities to build team bonding and recognize contributions.
5) Reporting on results and transitioning knowledge to new team members at the end.
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
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.
The document outlines the responsibilities of the MC VP Talent Management position in AIESEC Norway. The key responsibilities are to increase the talent capacity of AIESEC Norway through recruitment activities, conferences, and recognition programs in order to boost exchange opportunities. This includes setting recruitment goals, planning conferences, providing education, managing transitions between leadership teams, and ensuring local committees have the talent needed to achieve exchange goals. Success is measured by tracking the number of experiences delivered, recruitment rates, retention rates, leadership positions filled, quality of conferences, transition plans implemented, and overall exchange results.
Job role document AIESEC India Member Committee 2015-16Alok Khatri
The document contains job descriptions for various VP roles within AIESEC India. It outlines the key responsibilities for each VP role, including VP Customer Experience, VP Digital Experience, VP Global Citizen Organisations, VP Growth and Innovations, VP Alumni Relations, VP Global Leaders, and others. For each role, it lists the main responsibility areas and expected key performance indicators.
The document outlines the responsibilities and actions of the Outgoing GIP NST Chair position, which include managing the Outgoing GIP NST team, supporting the implementation of the national GIP strategy, educating the national network on quality and compliance, analyzing customer experience data to improve the program, and ensuring a smooth transition. The Chair is expected to help increase the number and growth of GIP exchanges while developing strategic and networking skills.
The document outlines the responsibilities and actions of the Outgoing GIP NST Chair position, which include managing the Outgoing GIP NST team, supporting the implementation of the national GIP strategy, educating the national network on exchange quality and compliance, analyzing customer experience data to improve the program, and ensuring a smooth transition for the next term. The Chair is expected to help increase the number and growth of GIP exchanges while developing strategic and networking skills through regional opportunities and national network contact.
MC Supporting Team Recruitment Batch 1 - AIESEC Indonesia 1718Andira Suryanagara
The document announces open recruitment for National Supporting Team positions to support the Member Committee in Indonesia for the 17/18 term, which will have two LC terms within one MC term. It provides information on the application timeline and process, guidelines for submitting materials, an overview of the National Supporting Team structure and roles available in different work fields, and job descriptions and requirements for each role.
This document outlines three strategies to enhance leadership development in AIESEC experiences. The first strategy is to increase alignment around the goal of developing leadership in all programs through conversations and coaching. The second strategy focuses on improving leadership development in Global Citizenship Development Programs (GCDP) by implementing leadership sessions and standards. The third strategy creates a Members Development Program to provide individualized leadership training and development for all members. Expected results include increased quality, partnerships, and members gaining leadership skills and experiences.
This document outlines the talent development strategy and area plan for 2012-2013. Key priorities include increasing the number of young people in talent programs like TMP and TLP by 30% and the retention rate to 70%. Objectives are to develop national standards for these programs, increase customized learning opportunities, and design a customized MEC. Initiatives involve more efficient talent pipelines, national mentorship platforms, and homecoming campaigns. The role of the national support team is defined to implement the strategy at local levels. Metrics like program participation rates, objective completion, and retention will measure success.
The document summarizes an international certificate program in leadership for quality. The program aims to build executive leadership capacity through seminars, action learning, a quality challenge project, and executive coaching. Participants will identify an area for quality improvement, develop an action plan, implement it, and report on outcomes. The program occurs over 20 weeks and includes knowledge seminars, on-site coaching, and a quality challenge implementation project.
This document provides an overview of the structure and job descriptions for an organization called AIESEC Romania for the 2014-2015 period. It outlines the roles for a Member Committee President and various Vice President roles related to programs like the Global Internship Program. Responsibilities for the VP roles include developing strategies to grow programs, ensuring quality, tracking performance, and supporting local committees. The overall structure aims to facilitate the implementation of global strategies through local committees.
The document outlines job descriptions for roles within the AIESEC Romania organization for 2014-2015. It includes descriptions for the Member Committee President position and various Vice President roles such as Vice President of Outgoing Global Internship Program, Vice President of Incoming Global Internship Program, and Vice President of Talent Development. The roles and responsibilities, as well as key performance indicators, are provided for each position. The document also includes an organizational chart that shows the structure of the AIESEC Romania Member Committee for 2014-2015.
The document provides a summary of a leadership development program called the Senior Leadership Development Program (SLDP) delivered by I Train Consultants for World Vision Bangladesh.
The key points covered are:
- The program included assessments, workshops, coaching and projects to develop leadership skills of 30 mid to senior level professionals over 1 year.
- Feedback from participants was overwhelmingly positive, averaging 94%.
- Participants implemented projects focusing on areas like improving processes, upskilling teams, and increasing community engagement. Many projects were successfully completed.
- Facilitators observed significant development and a willingness to learn and implement skills among participants. They recommend more focused sessions for future programs.
AIESEC is a global non-profit organization run by students that offers leadership opportunities to 40,000 members across 100 countries. The Cambodia chapter was founded in 2009 and has 300 local members. The Cambodia Exchange Learning Project is run by Cambodian and international AIESEC members to share soft skills with youth, with the objectives of exchanging knowledge between Cambodian and international students, creating cultural understanding, and contributing skills needed by students. The 5-week course covers topics like culture, university life, presentations, and project management and is delivered by international AIESEC student presenters to groups of 20-30 Cambodian students. Partnerships are available for universities to share the $300 cost per exchange and have
The document provides guidance on building a successful mentoring program using the Elements of Effective Practice. It discusses defining the program's mission, goals and parameters; establishing an effective management team; implementing policies and procedures; and evaluating the program's process and outcomes to ensure quality and effectiveness. Key aspects include program design and planning, management, operations, and evaluation.
[AIESEC SYSU]Globally Competitive Star Leader Award App from MarcMarc_LIU
1) Marc Lau is applying for the Global Competitive Star Leader Award as the current leader of AIESEC SYSU. In 2014, he helped form a 9 person team to create a blueprint for the entity and lead them through challenges and successes.
2) Under his leadership, AIESEC SYSU saw a 25.5% increase in their ELD program numbers compared to 2013. He ensured leadership stability with a 100% EB retention rate.
3) Marc launched new talent development programs including training, evaluations, and increased funding for international experiences. He also oversaw new impact projects and external partnerships.
The document discusses developing a global leadership training program for the U.S. Navy. It notes that current training focuses on outdated leadership styles and that personnel shortages have created gaps. The proposed solution is to design supplemental training taught by Navy and external faculty that focuses on relationship building, communication, and situational leadership. This training would be integrated into existing leadership courses for those in command or leadership pipelines to develop talent throughout the organization. The goal is to improve collaboration, personnel placement, and business results through a common understanding of leadership skills.
This document provides information for applicants for CEED (Country Exchange Executive Director) positions within AIESEC in Nepal. It discusses AIESEC in Nepal's goal of shaping Nepal's future through leadership development experiences for youth. The document outlines the job descriptions and responsibilities for different CEED roles in areas like international exchange, organizational growth, talent management, and communications/marketing. It provides application instructions and questions for candidates to answer about their experience and vision for their potential CEED role. The deadline for applications is April 7, 2015 and interviews will be held from April 8-10, 2015.
The High Board consists of the Upper board (The Officers) and the Heads of all the committees in IEEE GUC Student branch. The Recruitment is a process for choosing the most suitable head for each committee.
Keep - the education system implemented, adding a stable framework to ensure LCs receive consistent education. Focus on quality of exchange.
Improve - diversify market segmentation by implementing more projects for students. Ensure proper member allocation and market reach in the NGO sector.
Structure - implement a process-based structure with raising, tracking, and matching teams for easier performance tracking.
The document discusses AIESEC Romania's goals and strategies from 2010-2015. It addresses questions about leadership, SWOT analysis, key achievements and goals.
Some key points discussed are increasing quality over quantity, focusing on engaging more youth, driving collaboration with partners, and having a greater positive social impact. Achievements included shifting mindsets to focus more on exchange outcomes. Goals for 2013-2014 include national preparation plans, transition plans, creating projects relevant to student needs, and goal setting to motivate members.
Similar to AIESEC Romania MC 11-12 Job Descriptions (20)
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 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 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.
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.
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.
- Realizations for the second quarter were up year-over-year but below plan, with the top three performing committees being Iasi, Brasov, and Oradea. Overall achievement for the quarter was 77.4% of plan.
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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2. Job Descriptions
Members Committee President
Accountable to:
National Plenary
Accountable for:
MC Team
1. Role:
Facilitate the implementation of Global Direction
Coaching the MC Team Members in developing and delivering the National
Services for the LCs
Manage the MC Team in order to achieve performance by the end of the
term
Work with the LCP Strategic Team involve them and encourage them to have
a proactive role in implementing the National Direction
Manage organizational growth in all LCs together with LCPs and VP LC
Development
Represent AESEC Romania in the external environment, so that the
credibility and position of AIESEC strengthens in the Romanian Environment
Represent AIESEC in Romania in the International Network, so that our
image delivers on the expectations of AIESEC International and other AIESEC
Countries.
Together with VPF manage and control the Financial Sustainability and
legality of our operations.
3.
2. Responsibilities:
Long term Strategy and Direction
Ensure the long term strategic approach and sustainability of all decisions
made in AIESEC in Romania
Facilitate the execution of global direction and growth network strategies by
the LCs
Participate and be responsible for the involvement of LCPs in the strategic
decisions
Ensure effective meetings and management of national strategic development
task force
Responsible for the Structure Subsystem at national level
MC Team Management
Ensure a clear and effective Planning Process for the MC Team
Track the Individual Performance of the MC Team Members, weekly
Develop and ensure the effectiveness of MC Team days
Create and foster a healthy MC team Culture in order to ensure high
performance and satisfaction
Involved in the Selection of the new MC Team
Responsible for the preparation and delivery of effective transition process
and agenda
Internal Network Management
Develop and ensure the delivery of LCP Meetings during the year, at least 3
times a year
Ensure the communication with the LCP Strategic Team towards the
implementation of National and Global direction
4. External Representation
Represent AIESEC at key strategic External Events
Responsible for the good communication and management with the Board of
Advisors and BOA chairperson.
Represent AIESEC in National Media when necessary
Work closely with the Alumni Relationship Manager on Alumni Strategy
International Network Representation
Ensure a good communication with the MCP Network
Represent AIESEC in Romania in International Legislative Meetings
Fulfill the membership criteria for AIESEC Romania
Final responsible for AIESEC in Romania overall performance in the
International Network and AIESEC International
AIESEC in Romania Accountability and Governance
Co-chair the BOA Meetings with BOA Chairperson
Final Responsible for AIESEC in Romania Financial Performance and
Transparency
Ensure that AIESEC in Romania’s operations are legally compliant to the
external standards
5.
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Percentage of the realization of the national objectives
Percentage of the realization of MC Members Individual Plans
Number and quality of people applying for National Positions
Legality of AIESEC in Romania operations
Quality of services delivered to Local Committees
Effective allocation of MC Members Responsibilities
Level of satisfaction of MC Team Members
Effective implementation of Global Direction in the LCs
6.
Talent Management Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Talent Management Vice-presidents
National Talent Management Support Teams
1. Role:
Drives the national Talent Management Subsystem strategy to ensure the
achievement of AIESEC 2015 objectives while keeping a constantly high quality of
the experience we are offering to our members.
Ensure the quality of the AIESEC Experience and manages diversity through
talent management systems.
Ensures the education of AIESEC members around the Global Competency
Model and Talent Management Processes.
Builds strategic partnerships to enhance the AIESEC Experience – either
related to the Talent Management Processes or to Talent Development programs.
Provides tools and resources to support capacity building and training of the
members.
Ensures the quality of the learning environment elements at local and national
level.
Education and coaching for Talent Management VPs.
Supports MC strategic work and MC team development together with MCP.
Responsibility in driving the country into providing full AIESEC Experiences.
7.
2. Responsibilities:
Talent Management Systems Implementation:
Ensuring the development and implementation of all the talent management
systems at national and local level.
Educate (through conferences and other meetings) and coach the Talent
Management VPs on talent management systems implementation at LC level.
Plan and deliver the recruitment campaigns together with MCVP OGX and
MCVP Communication
Develop tools and talent management systems together with MCVP OGX
related with Members integration and reintegration after exchange.
Develop and manage the national strategy for X+L.
Myaiesec.net management and international exposure and opportunities:
Assure communication through platforms for TM responsible, from local level to
continually exchange knowledge, information and GCPs.
Ensure management of Romanian Talent Management systems on wiki,
management of groups and forums on myaiesec.net.
Gather and promote best practices from international and national level of
learning activities or any other tools referring to Talent Management area.
Promote international opportunities for members – CEED, Conferences etc;
Competency Model Management:
Assure Competency Model Management education and implementation at local
and national level
Diversity Management and AIESEC XP Implementation:
Clarify and develop, through the Talent Management Systems, the following
stages in @XP: Introduction to AIESEC, Taking Responsibility, Leadership Role,
Working Abroad and Heading for the Future.
Assist the MCVP OGX in preparing the national learning activities such as:
Cultural Preparation Seminar and Reintegration Seminar.
Assure with MCP, leadership development at local level through people
development systems (transition, selection for leadership, leadership preparation) and
Leadership Development Programs.
Assure the learning environment elements quality implementation
8.
National Training strategy
Design the national training strategy for the coming year together with MCVP
LC Development
Design and track conference cycle at national and local level
Develop international partnerships on learning on the following basis:
Educational
Resources and Preparation for AIESEC people
MC Development
Assure together with MCP, MC team development through implementation of
TM systems aligned with GCM, such as: Goal Setting, Performance Appraisal,
Succession planning or Rewards and Recognition.
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Retention of our members at all levels: 3 months, 6 months, 1 year
Average number of members applying for leadership experience
No of leadership positions realized
No of members in the organization
Number of complete AIESEC Experiences provided (X+L)
Efficiency of members for one exchange
9.
Out Going Exchange Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Out Going Exchange Vice-presidents
National Out Going Exchange Support Team
1. Role:
Drives the national OGX strategy to ensure the achievement of AIESEC 2015
objectives while keeping a constantly high quality of the experience we are offering
to our members.
Provides tools and resources to support the OGX work.
Education and coaching for Out Going Exchange VPs.
Responsibility in driving the country into providing full AIESEC Experiences.
Ensure the achievement of OGX objectives
Ensure quality in the delivery of the OGX process
Drive and create exchange growth and quality strategies
Final responsible on delivery of international partnerships on OGX
10.
2. Responsibilities:
National Exchange Strategy Development and Management
Develop, educate and implement OGX Strategy that will lead to the
achievement of Goals
Responsible for the National Exchange partners and for raising at national
level
Build Strategies that will improve the OGX performance of all LCs
Managing national exchange support buddies
Managing national OGX initiatives
Managing AIESEC Romania Exchange wiki and communication channels on
myaiesec.net together with the MCVP ICX and MCVP Communication
Manage national meetings related to exchange
Exchange Tracking
Pool Knowledge and knowledge on LCs' performance on OGX
Track the auditing of the EP forms
Provide LC Coaches with relevant information regarding the OGX performance
Exchange Quality Strategy development and Management
Ensure the Education and implementation of IXQPS
Development of quality improvement strategies on the EP side
Ensure that EP’s are prepared in the country
If necessary, make proposals to modify the Exchange legislation and quality
standards and monitor its implementation
Management of the Measurement System
Education related to Exchange
Update OGX training materials according to the latest changes in the
organization
Promote the materials developed at regional and international level
Bring OGX related content in national/ local conferences
Provide Education for the usage of the Exchange Module on myaiesec.net
11.
Teams Management
Ensure education and coaching to the VPs OGX
Manage and coach the members from the support buddies
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Number of complete AIESEC Experiences provided (X+L)
Efficiency of members for one exchange
EP’s Raised
EP’s Matched
EP’s Realized
Nr. Of international partnerships
Delivery time
Achievement rate of LC goals
12.
Finance Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Finance Vice-presidents
FINeST Team
1. Role:
Responsible for the education of the VPs Finance and members around the
country
Responsible for giving relevant inputs about the sustainability of the LCs to
the LC VPF in the country and raises awareness if things are not going as
planned;
Financial management: financial way to support the term goals and increase
the long term sustainability; accounting
Legislation: solving all legal issues for MC and giving support for LC level
(contracts, status, visas, internal AIESEC legislation, conferences);
Manages the National Finance Support Team.
Chairing the Finance task force in the MC.
13.
2. Responsibilities:
Financial management
MC Budgeting and forecasting;
Establish the pricing policy along with the MCVPER for the national
services offered by the MC and MCVPX for X, following up all the
payments from the signed contracts;
Periodical reports on financial situation for MC team, LCP-s, BOA,
external audit;
Managing National Fund: calculate the payments to be made by LC-s,
track the payments and usage of the resources in the most effective
way to allow the organization to grow its results;
Manage allocation of all the financial resources for the national
entities (support teams);
Support LC-s to improve their financial management and sustainability
by leading the VPs;
Allocate investment funds for MC office & flat.
Accounting:
Responsible for bookkeeping, assure the external audit is done along
with a consultancy or authorized person;
Plan and supervise the internal audit for LC-s together with financial
manager
Legality
Share knowledge to VPs Finance and consulting in all financial issues,
offers information about all the legal documents/contracts the LCs are
needed/allowed to have;
Ensure all the financial reports to AIESEC International are sent in due
time and all the financial obligations of AIESEC Romania to AIESEC
International are met;
Ask for the reports of each national conference and to assure all the
management contracts for the conferences are respected;
Insure all the information needed for National and International
Conferences (in terms of administration and management);
Insure that all the legal obligations of AIESEC in Romania are met;
Keeps tracking of the finance membership criteria for LCs.
14. Education
Designs and delivers together with the National Finance Support Team the
education cycle for the finance members;
Makes sure that the transition for the middle management positions and
VPF position is planned and implemented by the VPF.
FINeST support team
Makes sure that there is a year plan of activities for the FINeST
team;
Sets clear direction for the team;
Sets clear KPIs for each team member;
Gives reports periodically to the VPF about the work the FINeST team
does.
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
15.
4. Key performance indicators:
Legality
All the legal requirements between AIESEC Romania and AIESEC
International are fulfilled
Status of AIESEC Romania is updated
Accountancy
The balance sheet is given to the Financial Administration in due time
All the accountancy requirements between AIESEC Romania and
AIESEC International are fulfilled
Financial Management
MC Budget for 2010 - 2011 is created and tracked monthly in Finance Task
Force
At the end of each quarter LC Taxes are calculated and released in the
country
The MC has and implements an reserves and investment plan
No. of LCs that have a reserves and investment plan
Education
No. of Finance conferences or seminars delivered
No. of LCs that have a preparation plan on FA for each recruitment
No. of LCs that have a transition plan on FA for middle management
and VPF position.
16.
Communication Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Communication Vice-presidents
National Communication Support Team
1. Role:
Create a strong exposure and image for AIESEC in our stakeholders group
Implement and manage the global brand in AIESEC Romania
To manage the overall communication strategy of AIESEC nationally including
brand management and both internal and external communication.
To manage the AIESEC Brand in terms of correct implementation,
management, legality, education and understanding in the network.
To ensure profiling and external representation of AIESEC in accordance to
the Global Brand.
To ensure media presence of AIESEC in national media and supporting the
network on the same.
To build a network of media contacts to help profile AIESEC externally in the
right markets.
To manage overall AIESEC web presence and content.
To manage an internal communication strategy for AIESEC Romania
17.
2. Responsibilities
Brand Implementation
Band engagement of all stakeholders around the central and the right
message about AIESEC.
Design (together with VP TM) Brand Ambassadorship Education package for
the LC members.
Create (together with VP ER) activities and products aligned to the brand,
and provide feedback for the current ones.
Final responsible for the National Materials’ alignment to the brand (from
posters, flyers to sales materials) .
Brand audit among the stakeholders
Managing all legal aspects of our trademarks
PR and Media management
Develop and implement National Communication Plan with reach on all
stakeholders.
Develop Media Partnerships at MC level (focus on business press, student
press, TV and radio)
Create materials and content about AIESEC, such as reports, media releases,
and articles.
Account manager for all national media accounts, holds relations with
journalists.
Source for possibilities within the PR/Communication departments of our
National Partners to profile AIESEC through their communication
LC Support
Coach the LCVP-s Communication (or middle management if the case), and
provide support in using the brand.
Audit materials and website contents to ensure alignment with the visual
guidelines and the brand promise.
Strategy development, and coordinate downscaling Global Plan –> National
Plan –> LC Plan on the outcome.
Creation of materials and resources for the LCs to use.
WEB Presence
Manage the national website and all the official national social media
accounts for AIESEC Romania - Facebook, Twitter, LinkedIn
Quality control for LC Websites and design alignment for all online channels
Quality check on FA and LC official communities
18. Internal Communication
Select and coordinate a National Communication Support Team. Role of the
team: create together with MCVP Communication the national communication
strategy, implement the national education cycle within the middle
management and the members, supply MC capacity on creating materials (all
advertising materials, and partly PR materials) and managing online
communication (newsletter editor, communities management, website
management)
Coordinate the MC Newsletters (internal and externals)
Continue implementation of the Knowledge Management strategy
Responsible for overall internal information flow from AI to network (including
blogs, videos, newsletters, resources, etc)
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
No of conferences/forums we are invited to as representatives of youth
leadership
No of visitors on the web page
No of people who apply to join AIESEC with the expectation of having an X+L
experience
No of brand aligned media appearances
19.
Local Committee Development Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Regional Local Committee Coaches
1. Role:
Build strategies and consolidate systems in order for LCs to drive growth in
terms of Measures of Success.
Develop a strategy for coaching the LCs on the implementation of national
directions.
Coordinate the sustainable development of expansions driven by AIESEC
Romania.
Link the national plan with the local plans to create common direction and
increase the organization’s impact.
20.
2. Responsibilities
Coaching LCs
Define a coaching strategy for the LCs together with the MCP, LC Coaches
and NTT
Tracking and coaching LCs on fulfilling their membership criteria
Defining a prioritized LC visits plan and follow-ups quarterly
Coach LCs to ensure alignment between the national and the local plan
Define a strategy for resource sharing and allocation within the network
Educate the LCs in using myAIESEC.net platform to it’s fullest potential
Evaluating LC needs and defining a set of measures to cover them
Initiate and involve in Task Forces together with MCVPs, Regional Coaches or
other members form the country to develop tools, systems, campaigns and
processes that can determine growth of the organization.
Manage effectively the Development team in order for them to deliver the
development strategy for the LCs.
Implementing Expansion Plan:
Co-ordinate implementation of the expansion plan from national level
Define a long term plan for expansions to fulfill and maintain membership
criteria
Coaching expansion LCs
Manage the resources allocated for expanding AIESEC Romania
Ensure correct representation (aligned to the AIESEC way and brand
experience) within new extensions.
Operational activity
Keep track of MCVPs delivering materials, tools, knowledge to the LCs
Compile monthly and quarterly SONA
Manage monthly Local Committee Development meeting with MC team and LC
Coaches
Tracking & evaluating and ensure effectiveness of Regional Coaches` activity
Ensure transparency in the national network in terms of LC and country
overall performance (update country performance wiki).
21. 3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
No of LCs fulfilling membership criteria
No of IGs fulfilling membership criteria
No of LC Visits delivered
Overall evolution of LCs in term of organizational Measures of Success
compared to past performances.
22.
Alumni Relations Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Alumni Relations members
1. Role:
Develop new products and events dedicated to the Alumni network
Inform and update the Alumni network of AIESEC events; facilitate
connections within Alumni network and between Alumni and AIESEC
Develop and manage alumni networking tools (Alumni national group, online
communities - Facebook, Linkedin, myaiesec.net for alumni)
Manage the National Alumni database
Supervise and work with National Alumni Board of Advisors
Increase the financial support of Alumni for AIESEC
23.
2. Responsibilities:
Products and events development
Work together with MC VP ER in product development taskforces – develop
and design new products that Alumni can benefit from
Support the selling process by consulting and capitalizing on the Alumni
network
Main responsible for Alumni national events (ELA 2011, Alumni Congress etc)-
developing concept, promotion, selling and organizing
Implement and track the national strategy for Alumni donations
Communication
Manage and keep up-to-date the Alumni section in the national website
Create monthly newsletter for Alumni
Keep Alumni up-to-date regarding any sort of Alumni activities using the
online networking tools (Alumni national group, Facebook, LinkedIn,
myaiese.net for alumni etc)
Alumni Management
Supervise and work with the National Alumni Board of Advisors
Involve Alumni in all local and national events (where Alumni attendance is
possible)
Driving the national Alumni initiatives on local operational level
Align local Alumni strategies to national strategy
24. Manage and follow-up all the relations where Alumni are impacting on
Exchange, Financial Sustainability, Learning Environment, Positioning or
Governance and Operations
Support the development of the Alumni associations and Boards of Advisors at
local level
Maintain the national Alumni database up-to-date
Develop new strategies to involve Alumni in AIESEC activity
Education
Ensure education and coaching for the Alumni Relations Responsible members
in the country
Feedback the local strategic and operational plan for the Alumni Relations
area
Track the implementation of the local operational plan for the Alumni
Relations area
Ensures transition for Alumni Relations Responsible is implemented
25.
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
3. Key performance indicators:
Number of Alumni events and/or products addressed/ sold to Alumni
Amount of money received from individual Alumni donations and
partnerships resulting from Alumni support
Number of Alumni with updated information on the database
Number of exchanges realized with Alumni help (TNs/ EPs)
Number of Alumni involved in AIESEC activities (e.g: coach, trainer, chair
etc)
26.
External Relations Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local External Relations Vice-presidents
National External Relations Support Team
1. Role:
Ensure the Financial Sustainability of the MC
Coordinate the MC Sales Force
Sustain and increase existing National Partnerships and generate new ones
Develop Core Work Products that generate financial resources on long term
Support LCs to improve performance on Corporate Sales and External
Relations activities.
Coach LC VP’s ER
Maintain communication with A.I. E.R. Team
27.
2. Responsibilities:
Fund Raising
Final responsible for all NGP members
Oversee resigning on all NGP, and ensure the appropriate timelines are met
Facilitate as best possible the extension of national partnerships to local
level
Facilitates the extension of national partnerships and punctual cooperation in
terms of products bought, and revenues offered to AIESEC Romania
Facilitates the extension of local cooperation to national level where needed
Attract new partners in the NGP
Final responsible for covering the MC Budget
Final responsible for the coordination of all the sales campaigns of AIESEC in
Romania
Sales Management and cooperation within the MC
Discover new opportunities for attracting funds from the corporate area
Work closely with MC VP Finance to monitor progress towards securing
fundraising targets for MC Budget
Work closely with MC VP Communication towards securing the evolution and
delivery of visibility benefits for partners
Work closely with MC VP Incoming Exchange to ensure development of TN
Raising strategies in the MC and in Local Committees
Servicing Management
Direct delivery and delivery tracking on own accounts
Coordinate a proper delivery for all MC Products and MC accounts
Developing a Partners Visibility Strategy and a Delivery Plan for the MC
Ensure a Customer Care and Delight Strategy at MC level and facilitate the
same process for Local Committees
Involve National Partners in our activities and create the frame for them to
receive AIESEC Experience
Represent AIESEC Romania in the main networking national and international
Events
LC Support
Maintain and develop the National ER Principles, to lead to successful MC-LC
cooperation on sales
Develop a Preparation Plan on Sales for LC VPs and local sales teams for the
entire term
28. Assist LCs in developing their products portfolio, and creating their offers
Assist LCs in Raising Enablers ( TN Takers and Content Partners) &
Supporters (Financial Partnerships).
Gather, promote and implement best practices from international and national
level
Develop a Preparation plan for the VP ER candidates for the next term
Support LC VPs in implementing all sales processes as best possible
Upon request, visit LC’s and deliver preparations and coaching to sales teams
Product Development
Maintain & further develop the current MC products portfolio
Develop new products that generate sustainable revenue
Lead the Product Development effort of the MC(Chair the Product
Development Task Force)
Design new products, according to organizational and market opportunities
Together with MC VP Communication, audit current products and activities,
and ensure their alignment with the brand
Together with MC VP Finance research on the main competitors in the market
and re-set the product pricing
29. 3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Growth in number of Financial Partners, Content Partners
Retention rate of Financial Partners, Content Partners
Generated incomes from sales activity and correspondence with MC Budget
Improved Performance of Local Committees on External Relations
30.
Incoming Exchange Corporate Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Incoming Exchange Vice-Presidents
Local Incoming Exchange Corporate Vice-Presidents
National Incoming Exchange Corporate Support Team
1. Role:
Ensure the achievement of ICX Corporate objectives
Ensure quality in the delivery of the ICX processes together with MC VP ICX
Non Corporate
Drive and create exchange growth and quality strategies
Support the involved buddies management
Ensure the MC financial sustainability
31.
2. Responsibilities:
National Exchange Strategy Development and Management
Develop, educate and implement ICX C strategy that will lead to the
achievement of the goals
Responsible for National Exchange Corporate partners raises, matched and
realizations
Build strategy together with the MC VP ICX Non Corporate in order to
improve the ICX performance in the LCs
Managing national TN Takers and TNs
Managing national exchange support teams/buddies
Manage national corporate meetings related to exchange
Manage AIESEC Romania Exchange wiki and communication channels on
myaiesec.net together with MC VP ICX NC, MC VP OGX and MC VP Comm.
Together with MC VP ER explore new sectors were AIESEC can be involved
Exchange tracking:
Pool knowledge and knowledge on LCs performance on ICX
Tracking the auditing of the MT and T TN forms
Provide LC coached with relevant information regarding the ICX C
performance
Tracking the TN raising process in the LCs
Tracking the international partnerships on MT and TT pools
Exchange Quality Strategy development and management
Ensure the education of the IXPQS implementation
Development of quality improvement strategies on the MT and TT TN side
Ensure the legality of the MT and TT TNs in the country and at national level
If necessary, make proposal to modify the Exchange legislation and quality
standards and monitor its implementation
Management of measurement system
Final responsible of the exchange participants’ preparation prior to the
internships for the national TN takers
32. Education related to Exchange
Updates ICX training materials according to the latest changes in the
organization together with MC VP ICX Non Corporate.
Promote the materials developed at regional and international level
Brings ICX related content in national/local conferences together with MC VP
ICX Non Corporate
Provide education regarding the exchange module on myaiesec.net together
with MC VP ICX Non Corporate
Teams management
Ensure education and coaching to the VP ICX C and VP ICX
Manage and coach the members from the support buddies
Manage and track the national TN takers
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Number of MT and TT TNs raised
Number of MT and TT TNs matched
Number of MT and TT TNs realized
Number of national TN takers
33.
Incoming Exchange Non-Corporate Vice-President
Accountable to:
MEMBER COMMITTEE PRESIDENT
Accountable for:
Local Incoming Exchange Vice-Presidents
Local Incoming Exchange Non-Corporate Vice-Presidents
National Incoming Exchange Non-Corporate Support Team
1. Role:
Ensure the achievement of ICX Non-Corporate objectives
Ensure quality in the delivery of the ICX processes
Drive and create exchange growth and quality strategies
Support the involved buddies management
Ensure the implementation of ICX related national projects
34.
2. Responsibilities:
National Exchange Strategy Development and Management
Develop, educate and implement ICX NC strategy that will lead to the
achievement of the goals
Responsible for National Exchange non corporate partners
Build strategy together with the MC VP ICX Corporate in order to improve
the ICX performance in the LCs
Managing national ICX projects
Managing national exchange support teams/buddies
Manage national non corporate meetings related to exchange
Manage AIESEC Romania Exchange wiki and communication channels on
myaiesec.net together with MC VP ICX C, MC VP OGX and MC VP Comm.
Managing the national project coordinators
Exchange tracking:
Pool knowledge and knowledge on LCs performance on ICX
Tracking the auditing of the DT and ET TN forms
Provide LC coached with relevant information regarding the ICX NC
performance
Tracking the international partnerships on DT and ET pools
Exchange Quality Strategy development and management
Ensure the education of the IXPQS implementation
Development of quality improvement strategies on the DT and ET TN side
Ensure the legality of the DT and ET TNs in the country
If necessary, make proposal to modify the Exchange legislation and quality
standards and monitor its implementation
Management of measurement system
Final responsible of the exchange participants’ preparation prior to the
internships for the national projects
Education related to Exchange
Updates ICX training materials according to the latest changes in the
organization together with MC VP ICX Corporate.
Promote the materials developed at regional and international level
Brings ICX related content in national/local conferences together with MC VP
ICX Corporate
Provide education regarding the exchange module on myaiesec.net together
with MC VP ICX Corporate
35. Teams management
Ensure education and coaching to the VP ICX NC and VP ICX
Manage and coach the members from the support buddies
Manage and track the national project coordinators
Manage the ICX related national project task force teams
3. Profile of the candidate:
Competency Required Preferred Developed
Global Mindset
Entrepreneurial Outlook
Social Responsibility
Emotional Intelligence
Proactive Learning
4. Key performance indicators:
Number of DT and ET TNs raised
Number of DT and ET TNs matched
Number of DT and ET TNs realized
Number of LCs involved in ICX related national projects