EP management
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1. EP Management is important for preparation, customer relationship management, building trust, and providing a better experience. The EP manager creates the journey and shapes the experience. 2. The EP manager uses myaiesec.net and AIESEC gmail to communicate with the EP, provide files and job descriptions, and create a label for EP management communications. 3. Key activities for EP managers include allocating EPs, setting expectations, arranging weekly Skype meetings to introduce the EP to AIESEC and help with any issues, and conducting personal meetings upon arrival to check-in on feelings, job and living conditions, challenges, and activities.
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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
LDM
The document outlines AIESEC's model for leadership development. It begins with a personal assessment where individuals reflect on qualities like being interested in world issues, believing in their ability to make a difference, and enjoying responsibility. It then discusses communicating effectively, engaging with others, developing empowering others. Finally, it mentions showing resilience when facing challenges, having a positive attitude, and being willing to take necessary risks. The overall message is that AIESEC provides lifelong leadership development that starts with individuals understanding their strengths and passions in order to make positive contributions to the world.
Standards and Satisfaction
This document discusses standards and satisfaction for an internship program. It addresses why standards and satisfaction are needed, and what they entail. It provides information on logistics, the job, and living situation. It connects the internship to an inner and outer journey. For the outer journey, it discusses transportation options, visa requirements, health insurance, and support at the end of the internship. It asks for details on the type of internship and expected accomplishments. It also provides information on company details, trainings, and requirements. For the inner journey, it discusses contributing to society, skills developed, opportunities to integrate into local activities, and potential cultural shocks.
Customer Flow Understanding
- Clear understanding, efficient flow and customer centricity are objectives. The stages are attraction, consideration, value delivery, and brand advocacy.
- Main bottlenecks identified are slow response times during the matching process, lack of logistical information provided, and inconsistent experiences between opportunities described and realities.
- Customers noted positives like helpful hosting entities and opportunities for personal growth. Negatives included unclear processes, late or lack of preparation, insufficient support and communication, and projects not meeting expectations.
- To improve the flow, representatives should gather more customer feedback, standardize information and support provided, speed up matching and communication, and ensure opportunities are accurately portrayed and satisfying. Focusing more on customers needs at each stage
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This document provides guidance on building an implementation plan to effectively communicate strategies to target audiences. It outlines 4 key steps: 1) Decide target audiences, 2) Define appropriate channels per audience, 3) Define messages for each audience/channel, and 4) Cross-check channels and timeline. The output is an implementation plan that connects strategies, audiences, channels, messages and timelines to successfully implement projects and programs. Effective implementation requires understanding audience needs and using the right channels to deliver customized messages according to each strategy's timeline.
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This document discusses resource management and capitalizing on resources. It defines resource management as the efficient development and use of resources like financial, human, and technology assets. The document emphasizes structuring resources to maximize results and achieve goals. It prompts the reader to consider which two resources from a list provided could be capitalized on through concrete actions over the next two months to help meet plans and targets. The overall message is on the importance of effectively managing and utilizing available resources.
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The document discusses improving the matching process between Experienced Participants (EPs) and internships. It identifies key bottlenecks such as EPs applying but not getting selected. It recommends providing national training and standardized application materials to improve EP applications. At the local level, it suggests pre-selection preparation meetings for EPs, tracking application progress and feedback, and regular EP meetings for relationship building and refreshing motivation. The overall goal is to better align expectations, communicate the matching process, and help EPs strengthen their applications.
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The document outlines the role and responsibilities of a project manager. It states that the project manager is responsible for coordinating their team, performance management, coaching, creating the right team culture, and developing team members. However, the project manager must inform and get agreement from their vice president before changing the project strategy or roles of team members. It asks how the project manager can transform their vision into action with their team, engage members to work towards shared goals, and what additional knowledge is needed to feel confident co-creating strategies with the vice president.
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The document discusses the importance of team standards for performance and productivity. It notes some excuses people give for not focusing on team standards, such as not having time or feeling they do everything the team needs. However, establishing minimum standards is important to ensure the team can perform well. The document suggests team standards can help with productivity and reviews.
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Personal meetings are one-on-one meetings between two individuals that are suggested to occur monthly to check performance and personal development. Guidelines for personal meetings include getting to know the member, setting expectations, discussing current experiences, setting personal goals and action steps, and providing feedback. Action steps should be specific, measurable milestones connected to the member's goals and role. Follow-ups include keeping meeting notes, sharing them with the member, tracking progress on action steps, and evaluating and re-setting goals as needed during subsequent monthly meetings.
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Tracking is important for monitoring progress towards goals, evaluating strategies, and providing rewards and recognition. It should be done monthly at reviews and weekly team meetings to track personal and team performance, plans, and results. Tracking tools like Podio and EXPA should contain goals, plans, and projects to quantitatively track KPIs, achievements, timelines, and outputs. Effective tracking requires setting clear expectations and templates for agendas, reports, and reminders to engage team members and coordinate meetings. Regular tracking keeps all accountable and supports evaluating strategies and recognizing contributions.
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This document provides tips for motivating members of an organization. It suggests beginning by gathering the team and asking each member what motivates them, as people are motivated by different things. After identifying the top five motivators for the team, the document recommends finding ways to apply them, such as giving more responsibility through challenging projects, providing needed support and resources, ensuring regular achievements and progression, fostering a sense of meaning and purpose in work, and promoting good relationships.
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A meeting is a gathering of two or more people with a common goal to take action and achieve it. An effective meeting has clear goals, focuses on actions, and aims for concrete outcomes. There are different types of meetings like team and personal meetings. Team meetings have three stages - before, during, and after the meeting. The most important preparation is the agenda, which includes objectives, topics, descriptions and goals for each topic, and allotted time. During the meeting, the leader should model good attitudes, follow the agenda, and be focused. After the meeting, the leader should send outputs, include priorities and follow ups, and track progress on assigned actions.
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The document provides instructions for onboarding new members onto the EXPA platform, including how to invite and assign members to positions, and how to create opportunities for members to participate in programs. It outlines a 6 step process for assigning new members and logging into the system. Administrators can create opportunities for local programs as well as global programs for members.
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The document outlines a 6-step process for crisis management:
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2. Engage key stakeholders to involve all parties impacted and gain different perspectives.
3. Plan by creating best, typical, and worst case scenarios and corresponding response plans.
4. Act proactively based on the assessment and planning rather than reactively.
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EP management
- 1. EP Management Where the magic journey starts...
- 2. Agenda 1.Why EP Management is Important? 2.My aiesec.net/aiesec gmail 3.Activities for EP Managers 4.Questions, Outputs
- 3. Why EP Management is Important? •Preparation •CRM-NPS •Trust •Better XP •You create the journey… … you shape the XP!
- 4. Myaiesec.net •Entity (Sending Entity, Hosting Entity) •EP Management files-wikis •TN JD (for them and you)
- 5. AIESEC Gmail •Communication flow with the AIESEC Way •Within 48 hours •Learn them how to use it •Create a new label for EP Management
- 6. Activities for EP Managers…
- 7. 1. Allocation of the Eps 2. Know your EP 3. Communicate with him/her 4. Arrange a Skype Meeting 5. Set Expectations & Polices 6. Help him/her with the things he/she don’t understand (e.g. myaiesec/aiesec mail) 7. Set a weekly Meeting that you are going to do every week(same day-same hour), duration: 30 mins with specific Agenda
- 8. Skype Meeting 1. Check in-Know each other 2. Ask his/her TN 3. Introduce EP to the AIESEC world through myaiesec.net (ask if they have kwdikous) 4. Learn them to use AIESEC gmail, in case they don’t know yet 5. Make 3-4 interactive (share screen) so they can understand 6. Ask about tickets, clothing, other details 7. Arrange next Meeting(before he/she leaves)
- 9. Personal Meetings After the Arrival… First Meeting: Talk about his/her feelings. Be positive-Optimist and do some of the things from the EP Management Word. Also, arrange the next Meeting. Second Meeting and all the others… 1. How the EP feels? Is he/she satisfied? If no what you can do for that? 2. How is the Job conditions? Is the JD clear-same at the TN? 3. How are the living conditions/the roommates? 4. What about AIESEC here (Hosting entity) 5. What about the city/town, sightseeing, the culture, the people… 6. Any other challenge for discussion? 7. Tasks and Activities than will help EP to get out of the comfort zone! 8. Arrange next Meeting 9. Send Outputs to VP OGX & VP TM.
- 10. From the EP Management file!
- 12. Thank you!