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Booklet contains information about Congress Committee President of IC 2016 hostes by AIESEC in Poland!
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Resume 3.1
Cody Forrest Gajak is pursuing a Bachelor of Business Administration in Accounting and Economics from the University of North Texas, graduating in Spring 2016. He has experience as an intern at Hewlett Packard Enterprise, where he aided in strategic planning and auditing sales forecasts. Currently, he volunteers at a VITA Tax Center, where he prepares taxes and holds IRS certifications. His academic coursework includes accounting, economics, and management subjects.
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The Services I offer and the target audience I serve.
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The document is an application booklet for the position of Congress Committee President (CCP) to lead the organization of AIESEC's International Congress 2016 in Poland.
Some key responsibilities of the CCP include establishing the conference committee structure, selecting committee vice presidents, overseeing team performance, ensuring timely execution of the conference plan, and being accountable for the successful delivery of the event. The CCP term is from January 2015 through September 2016.
The application process involves submitting a CV, application questionnaire responding to 12 questions, and two letters of recommendation by January 20th, 2015. Questions address the applicant's vision, strengths/weaknesses, strategies for engagement, and milestones. The selected CCP will receive support
NST 14-15 booklet
This document provides information about open positions on the National Support Team for AIESEC in Poland for term 2014-2015. It includes a letter from the MC VP Team Experience introducing the NST application. General details are provided on the role of the NST in supporting the MC, ideal candidate profile which is preferably an EB member, and benefits of joining. Various positions are listed under different functions with their timelines. The last date to apply is September 25th and review boards will be held from September 25-30th with decisions by September 30th.
Talent planning 2014
This document provides instructions for completing a talent plan for October 2014 recruitment. It outlines important dates for submitting and revising the talent plan. The talent plan tool helps strategically plan human resources needs based on prior efficiency, retention rates, and recommendations from management. Instructions guide the user to analyze past data, discuss plans with their team, and enter the information into the talent planning template for review. Contact information is provided if any issues arise during the process.
May/June Recruitment Report 2014
The document provides an implementation report on the Future Leaders campaign run by 14 local committees of AIESEC in Poland from May-June 2014. Some key points:
- The campaign achieved 60% of its overall recruitment plans, recruiting 121 new members total.
- Engagement and promotion methods varied between committees, with the most effective being personal referrals from friends.
- Committees faced challenges with data tracking and strategy, and not all fully understood the value proposition of Future Leaders.
- While the campaign showed progress, the report identifies areas for committees to improve targeting, positioning of programs, and demonstrating AIESEC's leadership development values.
Interviewing skills
The document provides tips for effective interviewing skills. It notes that 40% of respondents declined a job offer due to a poor interview experience. Good interviewing involves active listening at 5 levels and asking open-ended questions to learn about real situations from a candidate's past. Interviewers should be aware of "halos and horns" biases and prepare by considering the needed skills and choosing attributes to assess. The STAR model is presented to structure answers about situations, tasks, actions, and results. Preparation, consistent questions, and avoiding interruptions are emphasized for successful interviews.
February march recruitment report 2014
This document provides a recruitment report for AIESEC in Poland for February/March 2014. It summarizes the results of their talent plan promotion and recruitment efforts over that period. Key points include:
- They achieved 89.72% of their promotion plan and recruited 615 new members, achieving 91.11% of their talent plan goals.
- The most successful promotion channels were Facebook, friends/acquaintances from AIESEC, and other friends.
- Most new members were recruited from management, economics, and finance/accounting faculties.
- Eight local committees achieved 100% or more of their talent plan goals.
October recruitment report 2013
The recruitment report summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. Over 2400 applications were received, exceeding the promotion plan goal by 27%. Most applications came from referrals on Facebook, friends/acquaintances from AIESEC, and other friends/acquaintances. In total, 936 new members joined, achieving 79% of the talent plan. The process engaged over 275 existing members in promotion and over 318 in selection. Most new members attended local conferences. The main challenges were a low number of applications in some areas and not recruiting enough people who could attend events. Suggested solutions include creating smaller teams and more reallocation.
February- March 2014 Recruitment
This document provides 3 recommendations for recruiting members for the biggest project in AIESEC Poland, with each recommendation listing timeframes for Promotion, AC & RB (Assessment Center and Recruitment Brief), and LCC (Local Candidate Conference). The first recommendation gives dates of January 20th to February 3rd for Promotion, February 5th to 12th for AC & RB, and February 21st to 23rd for LCC.
O gcdp
This document lists important characteristics for a professional role including patience, empathy, strong communication skills, an open-minded and stakeholder-focused approach, self-confidence, flexibility, knowledge and skills, social abilities, and the ability to solve problems independently.
Marketing profile
This document lists several characteristics and skills including punctuality, representativeness, creativity, knowledge and skills with programs like PowerPoint, Movie Maker and Word. General knowledge of the internet is also mentioned. Journalism is listed as the last item.
I gip
This document outlines important characteristics, behaviors, and skills for a patient and persevering professional. Key characteristics include communication skills, self-confidence, and professionalism. Important behaviors are being solution-oriented and connecting clients' needs to real solutions. Key knowledge and skills involve presenting oneself professionally, reacting quickly to changes, and being a good listener focused on stakeholders.
General profile
This document outlines key characteristics, behaviors, knowledge, skills, and motivations for a prospective member of an international organization. It emphasizes traits like being active, tolerant, responsible, and flexible with a positive attitude and goal-oriented mindset. Important skills include teamwork, communication, time management, and a desire to develop personally and professionally through international networking opportunities.
Talent planning webinar
The document provides guidance on talent planning, including:
1. The role of talent planning is to develop a smart HR plan to realize the goals of the learning center through strategic recruitment and allocation of needed resources.
2. A talent plan should include the roles, profiles, and job descriptions needed, as well as a recruitment and allocation plan for the learning center based on targets.
3. Tips are provided on factors to consider like conversion rates, number of applications and raises planned, to determine the optimal number of talent management profiles needed.
Profiles
Profiles help organizations plan effective recruitment and selection by outlining the ideal competencies and characteristics for a given position. They are based on a description of the position and what the organization aims to achieve. Candidate profiles consist of factors like motivation, skills, education, experience, and key competencies. Examples from Siemens Poland and PZU include profiles posted online that emphasize qualities like teamwork, innovation, responsibility, customer focus, and a drive for results and excellence. Profiles should be used during allocation and selection to evaluate candidates and ensure good organizational fit. They are a useful recruitment tool when situations are unclear, and employee boards should be familiar with the profiles.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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Your Guide To Finding The Perfect Part-Time Job
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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1:该专业认证可证明留学生真实身份
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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[CCP] profile
- 3. Personality • Cooperative • Connector • Communicator (emphatetic, adaptive style) • Crisis management • Calm demeanour • Action oriented/ solutions • Open to feedback and change by others • Flexible attitude and ability to manage change
- 4. Skills • Stakeholder management • Own team • MC • Externals • AI • Presentation skills • Sales skills/ negotiation • Team management • Delegating • Development of the structure • Tracking/performance management • Strategc view • Planning • Motivation • Financial acumen/ business attitude
- 5. Experience • Understanding of AIESEC • Understanding of the conference planning sequence/process/timeline • 100% dedication to the role (self + core team)
- 7. Individually 1. Sales strategy for whole event – cooperating with MC + BoA 2. Create vision + strategies for event: • Strategic role of event • Contribution on entities • Link to AIESEC in Poland anniversary • Alumni event 3. Set the communication strategy • working with MC • Implement communication strategy 4. Inspire + create energy to generate buy in for the event progress AIESEC key conferences (showcase!) • General Assembly • Monthly reports • National conferences 5. Become the „face the conference” => throughout 6. Deliver and effective/ impactful/ motivational + financially self founded conference
- 8. Team management • Define JD’s + roles of the team (initially 6 => eventually 100) • Recruit suitable team members/ develop team accountability system: • Reporting – in + out of team • As team grows- how will it change • Create transparency • Whole team development: • Coaching, VPs go abroad, finance for others yo go abroad develop • Performance management: goal setting, tracking, motivating/inspiring, counselling, feedback • Event evaluation: defining key milestones, evaluate & feedback, adjust process/plan, team experience at end final report for AIESEC in Poland + AIESEC International
- 9. Accountable & report to Member Committee* * All the details about accountability between CC team and MC team will be set after CCP selection process.