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.
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.
- The recruitment campaign in Poland for AIESEC in October 2014 was very successful, receiving over 1800 applications and allocating over 900 new members, exceeding recruitment targets.
- The most effective promotion channels were friends and Facebook. Most local committees engaged around 30 people and spent on average 600PLN on promotion.
- While most local committees exceeded recruitment targets, a few faced challenges providing accurate data for the nationwide report. The report summarizes results for each stage of the recruitment process.
Writing a Report (Tips and Sample of Reports)Po Po Tun
This document provides guidance on writing a report to the principal. It discusses the purpose and format of such a report. The report is a formal account of an incident addressed to the principal to allow for investigation and action. The suggested format includes addressing the recipient, including the sender's name, subject and date. The report should be written in sections and past tense. It ends with a clear conclusion and inference. An example question is provided where a student would write a report to the principal on the lack of interest in sports among classmates and provide suggestions to address the problem.
The document discusses the typical parts and structure of a report. It outlines the key sections as the title page, table of contents, executive summary, introduction, findings, conclusions, recommendations, bibliography/references, and appendices. It focuses on explaining the introduction section in detail. The introduction typically includes the purpose, background, method of investigation, and scope. It provides examples and emphasizes using the present tense for purpose and past tense for background. The method discusses primary and secondary sources of data.
The document summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. It reports that 2,440 applications were received, exceeding the promotion plan by 127%. Most applications came from Facebook, referrals from AIESEC members, and personal referrals. 9 out of 20 local committees achieved over 100% of their promotion goals. In total, 936 new members were recruited, achieving 79% of the overall talent plan. The recruitment process engaged many current members and required significant time investment. [END SUMMARY]
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.
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 results provide room for improvement, the report argues Future Leaders is an important tool for communicating AIESEC's mission of leadership development.
This document provides a summary report of the implementation of the Future Leaders campaign by 14 local AIESEC committees in Poland from May-June 2014. Key details include:
- 60% of overall recruitment plans were achieved, securing 392 applications
- The Social Entrepreneur program achieved 100% of its recruitment goals
- 121 new members were recruited, with 74% being female
- The most effective recruitment methods were personal referrals from friends and Facebook advertising
- An average of 10 members per local committee were actively engaged in promotion activities
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.
- The recruitment campaign in Poland for AIESEC in October 2014 was very successful, receiving over 1800 applications and allocating over 900 new members, exceeding recruitment targets.
- The most effective promotion channels were friends and Facebook. Most local committees engaged around 30 people and spent on average 600PLN on promotion.
- While most local committees exceeded recruitment targets, a few faced challenges providing accurate data for the nationwide report. The report summarizes results for each stage of the recruitment process.
Writing a Report (Tips and Sample of Reports)Po Po Tun
This document provides guidance on writing a report to the principal. It discusses the purpose and format of such a report. The report is a formal account of an incident addressed to the principal to allow for investigation and action. The suggested format includes addressing the recipient, including the sender's name, subject and date. The report should be written in sections and past tense. It ends with a clear conclusion and inference. An example question is provided where a student would write a report to the principal on the lack of interest in sports among classmates and provide suggestions to address the problem.
The document discusses the typical parts and structure of a report. It outlines the key sections as the title page, table of contents, executive summary, introduction, findings, conclusions, recommendations, bibliography/references, and appendices. It focuses on explaining the introduction section in detail. The introduction typically includes the purpose, background, method of investigation, and scope. It provides examples and emphasizes using the present tense for purpose and past tense for background. The method discusses primary and secondary sources of data.
The document summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. It reports that 2,440 applications were received, exceeding the promotion plan by 127%. Most applications came from Facebook, referrals from AIESEC members, and personal referrals. 9 out of 20 local committees achieved over 100% of their promotion goals. In total, 936 new members were recruited, achieving 79% of the overall talent plan. The recruitment process engaged many current members and required significant time investment. [END SUMMARY]
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.
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 results provide room for improvement, the report argues Future Leaders is an important tool for communicating AIESEC's mission of leadership development.
This document provides a summary report of the implementation of the Future Leaders campaign by 14 local AIESEC committees in Poland from May-June 2014. Key details include:
- 60% of overall recruitment plans were achieved, securing 392 applications
- The Social Entrepreneur program achieved 100% of its recruitment goals
- 121 new members were recruited, with 74% being female
- The most effective recruitment methods were personal referrals from friends and Facebook advertising
- An average of 10 members per local committee were actively engaged in promotion activities
The document summarizes the results of AIESEC in Poland's October 2014 Future Leaders recruitment campaign. It reports that they received 1826 applications and allocated 783 new members and 31 returnees. Most applications and allocations were for the Social Entrepreneurship program. It provides details on the promotion campaign results such as the number of applications received by each local committee and the channels used. It also analyzes the recruitment process outcomes including number of people resigning after each stage and gender allocation results. Challenges in creating the report due to incomplete or inconsistent data from some local committees are also noted.
Warsaw as an attractive destination for investments
Warsaw has prepared a report for prospective investors.- “Poland your place to invest 2017” is an English-language publication drawn up on the initiative of the City of Warsaw.
This document summarizes the results of the autumn 2015 recruitment process for AIESEC in Poland. It provides statistics on the number of applications received, members allocated, and the breakdown of men and women recruited. It also describes how different local committees conducted the recruitment process, including how many people were engaged, the training and preparation provided to assessors, and how allocation decisions were made. The summary highlights that they achieved 94.31% of their recruitment plans and allocated 778 new members total.
This document provides information about applying to be on the Member Committee (MC) team for AIESEC in Poland for the 2016-2017 term. It includes the following key points:
- The deadline to apply is May 11th at 8 PM GMT+2 by submitting an application package via email.
- The application package should include a CV, 2 endorsement letters, and a questionnaire not exceeding 11 pages.
- Interviews will take place after the deadline and the announcement of selections will be communicated later.
- The transition timeline requires the new MC team to move into the shared house by specific dates in May and June to complete the transition before the new term starts on July 1st.
-
Presentation given at the OECD Gender Budgeting Experts Meeting, Vienna, Austria. 18-19 June 2018
For more information see http://www.oecd.org/gov/budgeting/gender-budgeting-experts-meeting-2018.htm
Vocational Education: A Backbone for the Development of Chile by Gonzalo Varg...EduSkills OECD
This presentation was given by Gonzalo Vargas of the Council of Accredited Professional Institutes and Technical Education Centers) at the international seminar “Opening higher education: what the future might bring” 8-9 december 2016, in Berlin, Germany, jointly organised by OECD Centre for Educational Research and Innovation (CERI) and Laureate International Universities (LIU).
This document provides a quarterly performance review for AIESEC in Vietnam. It summarizes exchange program results for Q1 2014, noting that the organization achieved 63.5% of its exchange goals. Key metrics like NPS scores and the number of exchanges per local committee are presented. Best practices from local committees are highlighted, and the committee with the best overall performance, AIESEC FTU HN, is recognized for gaining the most exchanges and having over 170% growth compared to the previous year. The review concludes by setting exchange goals for Q2 2014 and providing reference links for additional details.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC in Poland MC 16/17 Second Round Application Bookletaiesec_poland
The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
- The MC is responsible for leading the strategic direction of AIESEC in Poland and ensuring goals are met. Members live together and receive a monthly salary.
- To apply, candidates must submit a CV, endorsement letters, and answer up to 13 pages of questions covering their experience, strengths, and visions for various functional areas.
- Sample general questions ask about strengths, weaknesses, and visions for the MC's role and
This document summarizes the key performance indicators and achievements of the oGCDP program in Ho Chi Minh City from 2014-2015. It shows growth in the number of applications, matches, and realizations over time. Testimonials from leaders highlight improved collaboration between local committees, including joint regional events that promoted the program consistently across the area. Partnerships with organizations like Unilever helped build trust in the program. The document recommends recognition for AIESEC HCMC for their efforts in driving collaboration that strengthened the entire region's oGCDP program.
This document provides an annual performance and budget evaluation for the fiscal years 2013-2014 and 2014-2015 for an organization providing cleft lip and palate surgeries and clubfoot treatment. For FY 2013-2014, the organization conducted over 4,000 cleft surgeries and treated over 1,000 clubfeet. The budget was overspent but fundraising targets were exceeded. For FY 2014-2015, goals were set to provide cleft surgery and comprehensive care to 750 patients and treat 900 new clubfeet cases using the Ponseti method. Increased awareness activities and expanded service areas were also planned with a total budget of over 51 million.
The document discusses the OECD Skills Strategy for Poland. It notes that skills are important for individual well-being and economic prosperity. However, many Polish adults have low foundational skills and relatively few participate in adult learning. The strategy aims to make the education system more responsive to labor market needs, foster greater participation in adult learning, strengthen skills use in workplaces, and improve governance of the skills system. Specific opportunities discussed include expanding career counseling, strengthening collaboration between education institutions and employers, raising awareness of adult learning benefits, and better targeting financing to increase adult participation.
This document provides information about AIESEC Craiova's trainee program results for 2013-2014. It discusses trainee numbers each quarter and gives advice for improving results. Some key points:
- They had 34 trainees total for the year, with the highest number (140% more than the previous year) in Quarter 4 (September-November).
- Advice includes starting partnerships with countries like the Philippines earlier for April placements and planning institutional projects from February/March for July-August slots.
- Initiatives to improve the program included hosting trainees in dorms, partnerships with restaurants for meals, and asking trainees to contribute financially to small expenses.
Poland 2016 OECD Economic Survey investing in infrastructure and skills Warsa...OECD, Economics Department
The 2016 OECD Economic Survey of Poland document provides the following key points in 3 sentences:
The document summarizes Poland's economic growth and challenges, noting that investing in infrastructure and skills will support higher living standards. It recommends strengthening employment, enhancing skills through education reform, and raising infrastructure investment to prepare for demographic changes. The survey also stresses ensuring sound public finances, maintaining financial stability, and improving the business environment to support Poland's continued economic development.
This document provides a summary of the 2016 SSC Benchmark Survey conducted in Hungary. Some key findings include:
- 41 major shared service centers in Hungary employing over 26,000 people participated in the survey.
- 74% of participating centers provide finance, IT, and customer service. The largest industries represented are technology, industrial/consumer goods, and business/professional services.
- 78% of employees at participating centers are located in Budapest, with other major locations being Debrecen, Székesfehérvár, and Pécs.
- 76% of participants plan to expand their operations in Hungary over the next year, citing increasing the value of services provided as the main driver.
Raising skills is critical to Portugal’s economic success and social well-being. As globalisation and digitalisation are transforming how people work, how societies function and how individuals interact, Portugal needs to equip its entire population with strong skills so that they can benefit from new opportunities.Portugal has put education and skills at the forefront of the political agenda for many years, but more than half of adults have not completed upper secondary education. With the population ageing rapidly and a growing skills divide between generations, Portugal needs to further strengthen its adult-learning system. To make change happen, Portugal will need a clear vision for the adult-learning system and a strong partnership between all stakeholders – all levels of government, education and training providers, employers, trade unions, the non-profit sector and learners.This report outlines areas where the accessibility, flexibility and quality of the adult-learning system can be improved, where governance and financing mechanisms can be strengthened, and provides examples of international and national good practice to help achieve these objectives. The report provides a series of concrete actions to help Portugal improve the adult-learning system and in turn enhance economic growth and social cohesion.
The document provides information about applying for the Member Committee (MC) leadership team for AIESEC in Mainland China for the 2014-2015 term. It includes an invitation for MC candidates to participate in a 20-day project, instructions on assembling an application package with items like a CV and questionnaires, and key dates like the January 11th application deadline. It also provides context about AIESEC in Mainland China like its national reality with 24 local committees, and recognition it has received on the global level.
This document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2015-2016 term. It includes an introduction, details about the MC role and responsibilities, requirements for applicants, an overview of the selection process, and guidance on completing the application. Applicants must submit their CV, endorsement letters, answers to general and functional questions, and an English certificate by April 10th. The selection process involves interviews at a conference, an announcement of candidates, and a final approval at a General Assembly. The successful candidates will have an intensive transition period starting in May 2015 before their term begins on July 1st, 2015.
We take a look at the employment and unemployment figures for the fourth quarter of 2016.
For a closer look at the full report, visit http://www.statssa.gov.za/?page_id=1854&PPN=P0211&SCH=6698
The document discusses AIESEC's transition to a new Talent Exchange Program (TXP) customer flow for recruiting and onboarding members. It provides an overview of the TXP customer flow, including how opportunities will be created in EXPA, how candidates can apply through the opportunity portal, and the selection and matching process. The document then reviews how the current recruitment process compares and aligns with the new TXP approach. It emphasizes that the TXP portal aims to engage members earlier, align expectations, and invest more in the recruitment stage.
Application for Congress Committee of International Congress 2016 organized by AIESEC in Poland.
Positions open: Special Events, Business Development & Marketing!
The document summarizes the results of AIESEC in Poland's October 2014 Future Leaders recruitment campaign. It reports that they received 1826 applications and allocated 783 new members and 31 returnees. Most applications and allocations were for the Social Entrepreneurship program. It provides details on the promotion campaign results such as the number of applications received by each local committee and the channels used. It also analyzes the recruitment process outcomes including number of people resigning after each stage and gender allocation results. Challenges in creating the report due to incomplete or inconsistent data from some local committees are also noted.
Warsaw as an attractive destination for investments
Warsaw has prepared a report for prospective investors.- “Poland your place to invest 2017” is an English-language publication drawn up on the initiative of the City of Warsaw.
This document summarizes the results of the autumn 2015 recruitment process for AIESEC in Poland. It provides statistics on the number of applications received, members allocated, and the breakdown of men and women recruited. It also describes how different local committees conducted the recruitment process, including how many people were engaged, the training and preparation provided to assessors, and how allocation decisions were made. The summary highlights that they achieved 94.31% of their recruitment plans and allocated 778 new members total.
This document provides information about applying to be on the Member Committee (MC) team for AIESEC in Poland for the 2016-2017 term. It includes the following key points:
- The deadline to apply is May 11th at 8 PM GMT+2 by submitting an application package via email.
- The application package should include a CV, 2 endorsement letters, and a questionnaire not exceeding 11 pages.
- Interviews will take place after the deadline and the announcement of selections will be communicated later.
- The transition timeline requires the new MC team to move into the shared house by specific dates in May and June to complete the transition before the new term starts on July 1st.
-
Presentation given at the OECD Gender Budgeting Experts Meeting, Vienna, Austria. 18-19 June 2018
For more information see http://www.oecd.org/gov/budgeting/gender-budgeting-experts-meeting-2018.htm
Vocational Education: A Backbone for the Development of Chile by Gonzalo Varg...EduSkills OECD
This presentation was given by Gonzalo Vargas of the Council of Accredited Professional Institutes and Technical Education Centers) at the international seminar “Opening higher education: what the future might bring” 8-9 december 2016, in Berlin, Germany, jointly organised by OECD Centre for Educational Research and Innovation (CERI) and Laureate International Universities (LIU).
This document provides a quarterly performance review for AIESEC in Vietnam. It summarizes exchange program results for Q1 2014, noting that the organization achieved 63.5% of its exchange goals. Key metrics like NPS scores and the number of exchanges per local committee are presented. Best practices from local committees are highlighted, and the committee with the best overall performance, AIESEC FTU HN, is recognized for gaining the most exchanges and having over 170% growth compared to the previous year. The review concludes by setting exchange goals for Q2 2014 and providing reference links for additional details.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC in Poland MC 16/17 Second Round Application Bookletaiesec_poland
The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
- The MC is responsible for leading the strategic direction of AIESEC in Poland and ensuring goals are met. Members live together and receive a monthly salary.
- To apply, candidates must submit a CV, endorsement letters, and answer up to 13 pages of questions covering their experience, strengths, and visions for various functional areas.
- Sample general questions ask about strengths, weaknesses, and visions for the MC's role and
This document summarizes the key performance indicators and achievements of the oGCDP program in Ho Chi Minh City from 2014-2015. It shows growth in the number of applications, matches, and realizations over time. Testimonials from leaders highlight improved collaboration between local committees, including joint regional events that promoted the program consistently across the area. Partnerships with organizations like Unilever helped build trust in the program. The document recommends recognition for AIESEC HCMC for their efforts in driving collaboration that strengthened the entire region's oGCDP program.
This document provides an annual performance and budget evaluation for the fiscal years 2013-2014 and 2014-2015 for an organization providing cleft lip and palate surgeries and clubfoot treatment. For FY 2013-2014, the organization conducted over 4,000 cleft surgeries and treated over 1,000 clubfeet. The budget was overspent but fundraising targets were exceeded. For FY 2014-2015, goals were set to provide cleft surgery and comprehensive care to 750 patients and treat 900 new clubfeet cases using the Ponseti method. Increased awareness activities and expanded service areas were also planned with a total budget of over 51 million.
The document discusses the OECD Skills Strategy for Poland. It notes that skills are important for individual well-being and economic prosperity. However, many Polish adults have low foundational skills and relatively few participate in adult learning. The strategy aims to make the education system more responsive to labor market needs, foster greater participation in adult learning, strengthen skills use in workplaces, and improve governance of the skills system. Specific opportunities discussed include expanding career counseling, strengthening collaboration between education institutions and employers, raising awareness of adult learning benefits, and better targeting financing to increase adult participation.
This document provides information about AIESEC Craiova's trainee program results for 2013-2014. It discusses trainee numbers each quarter and gives advice for improving results. Some key points:
- They had 34 trainees total for the year, with the highest number (140% more than the previous year) in Quarter 4 (September-November).
- Advice includes starting partnerships with countries like the Philippines earlier for April placements and planning institutional projects from February/March for July-August slots.
- Initiatives to improve the program included hosting trainees in dorms, partnerships with restaurants for meals, and asking trainees to contribute financially to small expenses.
Poland 2016 OECD Economic Survey investing in infrastructure and skills Warsa...OECD, Economics Department
The 2016 OECD Economic Survey of Poland document provides the following key points in 3 sentences:
The document summarizes Poland's economic growth and challenges, noting that investing in infrastructure and skills will support higher living standards. It recommends strengthening employment, enhancing skills through education reform, and raising infrastructure investment to prepare for demographic changes. The survey also stresses ensuring sound public finances, maintaining financial stability, and improving the business environment to support Poland's continued economic development.
This document provides a summary of the 2016 SSC Benchmark Survey conducted in Hungary. Some key findings include:
- 41 major shared service centers in Hungary employing over 26,000 people participated in the survey.
- 74% of participating centers provide finance, IT, and customer service. The largest industries represented are technology, industrial/consumer goods, and business/professional services.
- 78% of employees at participating centers are located in Budapest, with other major locations being Debrecen, Székesfehérvár, and Pécs.
- 76% of participants plan to expand their operations in Hungary over the next year, citing increasing the value of services provided as the main driver.
Raising skills is critical to Portugal’s economic success and social well-being. As globalisation and digitalisation are transforming how people work, how societies function and how individuals interact, Portugal needs to equip its entire population with strong skills so that they can benefit from new opportunities.Portugal has put education and skills at the forefront of the political agenda for many years, but more than half of adults have not completed upper secondary education. With the population ageing rapidly and a growing skills divide between generations, Portugal needs to further strengthen its adult-learning system. To make change happen, Portugal will need a clear vision for the adult-learning system and a strong partnership between all stakeholders – all levels of government, education and training providers, employers, trade unions, the non-profit sector and learners.This report outlines areas where the accessibility, flexibility and quality of the adult-learning system can be improved, where governance and financing mechanisms can be strengthened, and provides examples of international and national good practice to help achieve these objectives. The report provides a series of concrete actions to help Portugal improve the adult-learning system and in turn enhance economic growth and social cohesion.
The document provides information about applying for the Member Committee (MC) leadership team for AIESEC in Mainland China for the 2014-2015 term. It includes an invitation for MC candidates to participate in a 20-day project, instructions on assembling an application package with items like a CV and questionnaires, and key dates like the January 11th application deadline. It also provides context about AIESEC in Mainland China like its national reality with 24 local committees, and recognition it has received on the global level.
This document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2015-2016 term. It includes an introduction, details about the MC role and responsibilities, requirements for applicants, an overview of the selection process, and guidance on completing the application. Applicants must submit their CV, endorsement letters, answers to general and functional questions, and an English certificate by April 10th. The selection process involves interviews at a conference, an announcement of candidates, and a final approval at a General Assembly. The successful candidates will have an intensive transition period starting in May 2015 before their term begins on July 1st, 2015.
We take a look at the employment and unemployment figures for the fourth quarter of 2016.
For a closer look at the full report, visit http://www.statssa.gov.za/?page_id=1854&PPN=P0211&SCH=6698
Similar to February march recruitment report 2014 (20)
The document discusses AIESEC's transition to a new Talent Exchange Program (TXP) customer flow for recruiting and onboarding members. It provides an overview of the TXP customer flow, including how opportunities will be created in EXPA, how candidates can apply through the opportunity portal, and the selection and matching process. The document then reviews how the current recruitment process compares and aligns with the new TXP approach. It emphasizes that the TXP portal aims to engage members earlier, align expectations, and invest more in the recruitment stage.
Application for Congress Committee of International Congress 2016 organized by AIESEC in Poland.
Positions open: Special Events, Business Development & Marketing!
The document provides recommendations and timelines for recruitment and talent planning processes in Q1 2015. It recommends that the peak recruitment period be May-June-July 2015 to match expected workload peaks in Q2 and Q3. It suggests two timelines for an LCC recruitment event, one in late February/early March and another in early March. It outlines steps and deadlines for talent planning, including sending initial and updated talent plans to recruitment by mid-January and late January, respectively. The document provides instructions on how to fill out the talent plan, including using proper role names, including productivity and retention data, and indicating conversion rates. It specifies that the current and incoming LC VP TMs should create the talent plan jointly but
The document provides application guidelines for the AIESEC in Poland Management Committee (MC) for the 2015-2016 term. It includes general questions about the applicant's vision for AIESEC in Poland and characteristics needed as an MC team player. It also includes functional area questions for different VP positions, including Operations, Marketing, Organizational Development, Business Development, Finance, Global Cultural Development Programs (GCDP), Global Internship Programs (GIP), Talent & People, and Learning & Development. Applicants must choose two functional areas to apply for and answer all questions for their first preference area and two questions for their second preference area. The application should not exceed 8 pages total.
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
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.
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.
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.
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.
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.
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.
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.
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.
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 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.
This document outlines the recruitment process and responsibilities for an organization. It includes an agenda that covers effective recruitment, tools used, and responsibilities during recruitment. Some key points include:
- Effective recruitment involves well-planned delegation of tasks, engagement of people in the process, use of spreadsheets, preparation of materials in advance, tracking and providing feedback to assessors, and ensuring transparency.
- Tools used include an applicant tracking system (eRecruiter), Google Docs/spreadsheets, and other tools.
- Responsibilities are delegated to the VP, communications team, chief operations officer for recruitment, and recruitment team. Duties include application processing, assessment, planning assessment centers and review boards, education
This document outlines rules and tasks for a game to test knowledge of AIESEC's competency model and recruitment skills. The game involves dividing into 3 groups and completing 3 tasks to earn points. Task 1 has the groups create team names. Task 2 challenges the groups to create a new exercise to assess competencies and have it included in AIESEC's assessment database. Task 3 involves groups conducting mock recruitment interviews by asking questions from different competency blocks. The winners will receive a surprise.
The document discusses competency models and their use in recruitment. It provides definitions of competencies and types of competencies, including personal, social, managerial, and technical competencies. It explains that competency models are important for improving HR processes, employee effectiveness, and business results. Competency models allow organizations to connect recruitment to their goals by assessing candidate behaviors and determining if a person is a good fit for the organization based on the competencies required for different roles.
The document discusses results from 2012-2013 for various metrics including talent plan numbers, exchange numbers, and regional growth. Key points include evidence that the experiences provided are increasing, the importance of opening more leadership opportunities, and analyzing recruitment reports to improve future recruitment efforts. Specifically, the March 2013 recruitment could be improved by having a recruitment team, engaging committees for targeted promotion, focusing promotion in new universities, and better communicating and tracking recruitment data.
Top 11 HR Trends for 2024 That Will Change Future of WorkVantage Circle
As an HR, it is critical to keep yourself updated with the newer developments to make a smooth transition in the workplace. So, here is a list of top HR trends that will impact the workplace in 2024.
Market Signals – Global Job Market Trends – May 2024 summarized!Career Angels
How did the job market change in May 2024? Selected aspects: Europe (38 countries): +1.23% = 17 European countries saw an increase.
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Why you need to recognize your employees? (15 reasons + tips)Vantage Circle
Discover the top reasons for employee recognition. Learn practical tips for creating an effective recognition program that benefits employees, managers, and the entire organization.
Team Building Activities for Introverts.pdfConfetti
Plan events that cater to all personality types! Activities that allow for quieter interaction and personal space can create a more inclusive and supportive atmosphere for all team members and help introverts feel more valued and understood.
Check out our blog for the full list 👉 https://share.withconfetti.com/4aV7kEz
2. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page2
TMP recruitment
report
Promotion Internal
recruitment
Recruitment
3. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page3
17 Local Committees and 1 Initiative Group created Talent Plan based on their exchange plans for Q2 & Q3
2014
Results of last promotion campaign Create your own story was result of 1370 applications for AIESEC in
Poland it’s 89,72 % of plan realization
8 from 18 entities achieved more than 100% of promotion plan realization: Gdańsk, Olsztyn, Warszawa UW,
Wrocław UT,Lublin, Kraków, Poznań i Łódź
0
50
100
150
200
250
Applications : Planned vs achieved
Number of planned applications Number of achieved applications
Promotion
4. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page4
Local Committee /
Initiative Group
Number of planned
applications
Number of
achieved
applications
% plan realization
March/ February
2014
% plan realization
October 2013
Trend
Katowice UE 95 55 58 99
Kraków 160 210 131 136
Poznań 120 127 106 113
Warszawa UW 80 97 121 121
Warszawa SGH 120 77 64 143
Average : group IV 115 113 96 125
Gdańsk 60 87 145 107
Łódź 90 107 119 122
Lublin 112 114 102 113
Toruń UMK 60 48 80 52
Wrocław UE 125 91 73 201
Wrocław UT 80 91 114 82
Average: group III 88 90 106 110
Białystok 40 33 83 97
Kielce 50 34 68 108
Olsztyn 40 54 135 69
Rzeszów 150 58 39 51
Szczecin 80 68 85 62
Average: group II 72 50 82 66
Nowy Sącz 35 10 28 31
Average for group I 35 10 ? 25
Bielsko- Biała 30 9 30 27
Average : Initiative
Group
30 9 30 27
5. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page5
Average promotion activities took 19 days and average cost was 418 zł. 1 LC used materials from previous
promotion and 1 LC couldn’t count costs of TMP promotion (2 pararell promotions in same time- TMP &
OGX).
Group Average cost of promotion
IV 126,47
III 933
II 139,83
I 270
Initiative Groups 30
The most successful channel for promotion which got the biggest number of applications was on first
place facebook ( 17 from 19 Local Committee , on second Friend/Acquitance from AIESEC (11f rom 19)
and on third place was Friend/ Acquitance (10 from [in this question was possible to choose more than 1
option]
Facebook gave us more than 306 applications, Friend / Acquitance from AIESEC 217 applications and
Friend/ Acquitance around 29 applications it’s 40 % of total number of applications.
LC Łódź only from those 3 channels received 101 applications – 94, 39 % of plan.
Facebook (14 from 18 Local Committees) Friend / Acquitance from AIESEC (10)
Friend/ Acquitance (6)
Promotion
7. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page7
Faculties from which were the biggest number of applications. Number in every square shows how many Local
Committees mention this faculty.
It means that still the biggest potential we have in students of Management and Economy faculties
Management
13
Economy
10
Finance and
accounting
4
English
filology
5
Tourism &
recreation
2
Sociology /
Psychology
4
Promotion
8. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page8
It’s 18,3
member
per LC
331
Members (except EB) was
engaged in promotion
activities
It’s
17member
per LC
313
Members (except EB) was
engaged in Assesment
Center & Reviev Board
process
9. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page9
In 3 from 19 committees more than 50% of members in Local Committee was engaged in Recruitment
Processes -> it is progress to comparison in October, where 6 entities engaged more than half of LC
But still it means that we are putting BIG effort and engage a lot of our human resources into recruitment
process. In result a lot of other processes don’t have enough capacity to work- people are focus on another
activity.
0
10
20
30
40
50
60
70
80
90
100
5
32
44
14
60
50
40
47
66
32
49
35
100
30
20
30
21
13
% of commitee engaged in AC/ RB excluded EB
% members enagaged on RB
10. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page10
Entity Number of planned NEW members Number of recruited NEW
members
% plan realization
Katowice UE 21 24 114
Kraków 53 77 145
Poznań 48 43 90
Warszawa UW 30 35 117
Warszawa SGH 36 38 106
Average for group IV 46 43 114,4
Gdańsk 28 33 118
Łódź 37 33 89
Lublin 64 47 73
Toruń UMK 38 29 76
Wrocław UE 46 48 104
Wrocław UT 45 54 120
Average fro group III 43 40 96,66
Białystok 18 13 72
Kielce 43 27 63
Olsztyn 18 26 144
Rzeszów 75 45 60
Szczecin 47 26 55
Average for group II 40 27 78,8
Nowy Sącz 14 8 57,14
Average for group I 14 8
Bielsko- Biała 14 9 64,29
Average for Initiative Group 14 9
New members :
11. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page11
0
10
20
30
40
50
60
70
80
21
53
48
30
36
28
37
64
38
46 45
18
43
18
75
47
14 14
24
77
43
35
38
33 33
47
29
48
54
13
27 26
45
26
8 9
New members: plans vs realization
Number of planned
new members
Number of recruited
new members
12. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page12
Local Committee / Initiative Group Number of planned
members to reallocation
Number of reallocated
members
% plan
realization
Katowice UE 24 20 83
Kraków 64 45 70
Poznań 18 26 144
Warszawa UW 19 8 37
Warszawa SGH 15 13 87
Average for group IV 28 22 84,2
Gdańsk 30 30 100
Łódź 7 12 171
Lublin 0 0 -
Toruń UMK 4 5 125
Wrocław UE 20 20 100
Wrocław UT 6 15 250
Average fro group III 13 16 149
Białystok 5 9 180
Kielce 15 19 60
Olsztyn 7 6 86
Rzeszów 9 9 100
Szczecin 12 13 109
Average for group II 10 11 107
Nowy Sącz 6 8 133
Average for group I 14 8
Bielsko- Biała 5 4 80
Average for Initiative Group 14 9
Reallocation:
13. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page13
0
10
20
30
40
50
60
70
24
64
18
19
15
30
7
0
4
20
6
5
15
7
9
12
6
5
20
45
26
8
13
30
12
0
5
20
15
9
19
6
9
13
8
4
Realloction : plans vs realization
Number of plannes
members to
reallocation
Number of
reallocated members
14. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page14
Local Committee / Initiative Group Number of planned people Number of recruited
people
% plan
realization
Katowice UE 45 44 98
Kraków 117 122 104
Poznań 66 69 105
Warszawa UW 49 42 86
Warszawa SGH 51 51 100
Average for group IV 66 65 98,6
Gdańsk 58 63 109
Łódź 44 45 102
Lublin 64 47 73
Toruń UMK 42 34 81
Wrocław UE 66 68 103
Wrocław UT 51 69 135
Average fro group III 54 54 100
Białystok 23 22 96
Kielce 58 36 62
Olsztyn 25 32 128
Rzeszów 84 54 64
Szczecin 59 39 66
Average for group II 50 37 83,2
Nowy Sącz 20 16 80
Bielsko- Biała 19 13 68
New members + reallocation
15. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page15
45
117
66
49
51
58
44
64
42
66
51
23
58
25
84
59
20 19
44
122
69
42
51
63
45
47
34
68 69
22
36
32
54
39
16
13
0
20
40
60
80
100
120
140
Talent plan in total: plans vs realization
Number of
planned
people
Number of
recruited
people
16. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page16
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Relation of new members to reallocation in recruitment
Reallocation
New members
17. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page17
In total AIESEC in Poland became bigger for 615 new members. It means that we realized our National Talent
Plan (only for new members) in 91,11% <yay>
During this recruitment we were also focus on Internal recruitment. We realized 94,36% of those plans and
251 members get new TMP positions and in result stayed in organization.
So in total we realized 92,03% our plans.
The lowest realization rate was in the Initiative Groups – around 60 %. Other LC’s achieved more than 80%.
8 LCs realized 100% or more of Talent Plan – Kraków, Poznań, Warszawa SGH, Gdańsk, Łódź, Wrocław UE,
Wrocław UT i Olsztyn
Biggest LCs achieve better results in external recruitment -> more than 114%
III cluster achieved the best results in internal recruitment -> almost 150%
18. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page18
More than 73% of new members were women
For AIESEC in Poland in every LC we recruited 27 women and 10 men
Mostly in every committee female members were more than male but in LC Wrocław UT was perfect
proportion: 50% females and 50% males.
In IG Bielsko Biała 89% of recruited members are women.
165450
19. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page19
254
Candidates resign form taking
part in recruitment process It’s was more
than 16% of
total number
of
applications
191
People was rejected
after application
Average – in
every LC we
lost potential
14 candidates
It’s was
12,5% of
total number
of
applications
4 LC’s :
Toruń UMK,
Wrocław UE,
Olsztyn,
Bielsko Biała,
Białystok,
Katowice UE
didn’t reject
925 people we observed during
Assessment Center.
We reject 169 candidates
after this part of process.
It was almost
61% of
applications
which we
received
20. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page20
78 % of new members took part in Local Conferences (the same level of % was in October 2013).
35
54
8
38
47 45
77
29
33
26
48
26
9
13
43
27
24
3335
44
3
33
47
30
66
19
32
26 26
11 0 12
38
20
12
25
0
10
20
30
40
50
60
70
80
90
Recruited members vs LCC participants
Recruited members Participants in newbies track
21. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page21
Internal
Recruitment
Internal
Recruitment
We spend more than 145 hours in
preparation whole recruitment process. But a
lot of LC couldn’t write even average number
of hours which they spend. The record-holder
spend more than 48 hour (LC Kielce).
If we add all days spend on recruitment
process as AIESEC in Poland we spend around
172 days in recruiting great people into
organization. It means that every LC spend
around 9,5 days on Assessments and
Review Boards, selection and allocation
(maximum was 18 days, minimum was 2 days).
53%
29%
6%
12%
Allocation
Before LCC
During LCC with earlier
preparation
During LCC
After
22. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page22
Local Committee Plans for
reallocation
Potential for
reallocation
Reallocated
people
Used potential(in %)
Białytstok 5 11 9 82%
Bielsko – Biała 5 0 4 400%
Gdańsk 30 36 30 83%
Katowice UE 24 30 20 67%
Kielce 15 15 9 60%
Kraków 64 70 45 64%
Łódź 7 30 12 40%
Lublin 0 7 0 0%
Nowy Sącz 6 8 8 100%
Olsztyn 7 9 6 67%
Poznań 18 40 26 65%
Rzeszów 9 9 9 100%
Szczecin 12 15 13 87%
Toruń UMK 4 12 5 42%
Warszawa SGH 15 130 13 10%
Warszawa UW 19 10 7 70%
Wrocław UE 20 30 20 67%
Wrocław UT 6 30 15 50%
Sum up 266 492 251 51%
Reallocation : detailed information
23. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page23
Internal
Recruitment
Only in Katowice UE and Kraków all old members were allocated to team without new members. In Rzeszów
and Wrocław UE some teams were created only from TMP-TMP, some were mixed: new members with TMP-
TMP. In other LCs AIESECers were mixed- new with experienced.
To promote possibilities to experienced members mostly we were using google group.
Yes, most of
them
45%
Yes, most of
them (more
than 90%)
44%
Yes, but
only
half of
them
11%
No
0%
Allocation according to members
preference
25%
14%
15%
12%
16%
14%
4%
Internal recruitment channels
Emails of gmail group
Booklet with
information
Promotion campagin-
own idea
Caoachin/mentoring
meeting
Individual talks with
people who are
finishing their TMP
LCM
Promotion campagin-
idea from MC
24. Recruitment
process
AIESEC in Poland | Recruitment Report | February/March 2014
Page24
Difficult situation in
LC
Poor / short
promotion (not
enough ppl )
People resign from
LCC
huge number of
people resign from
taking part in
recruitment and
LCC
AIESEC is not
recognizable on the
university
Applications were
not as qualitative as
in October, even
though there were a
lot of them
Reallocation
Decreasing
number of
members in
teams
Small additional
recruitment (for
5 ppl) - Kraków
Project
comparision
Solutions:
Main reason not achieving Talent Plan goals: