This document discusses strategies for growing AIESEC's GCDP program. It provides an overview of GCDP performance data by region. It then analyzes Net Promoter Scores and feedback from countries to identify issues. Next, it outlines three strategies: improving the IGCDP business model, better packaging the OGCDP product, and strengthening supply and demand management through country partnerships. Additional sections cover growing GCDP during peak seasons, implementing a talent capacity framework, and improving marketing for higher conversion rates.
This document provides information about Prima Competencies, an organization that conducts skills assessments and training. It states that Prima was established in 2014 by professionals with 10 years of experience in skills development programs. It has a team of 120 assessors across 8 sectors and has conducted thousands of assessments for various government programs. Prima has several assessment centers equipped for skills testing and is working to expand this network. It also discusses competency mapping reports and analysis that are produced for trainees.
Integrated Pan-African Energy Company, Ltd. (INPAC) is pleased to introduce its FDP Consultancy (INPAC Development) providing quality, high-end Field Development Plans in Nigeria. The FDPs will have 100% local content qualifying for full cost recovery. The synergy of INPAC expediting FDPs with its strategic project development and structured project finance advisory enbles Clients to accelerate the Approval Process in Nigeria. By arranging financing for viable reservoirs while the FDP is developed, INPAC brings its project finance advisory and development services to bear. This provides the very fastest monetization of viable discoveries in Nigeria and West Africa..
The document outlines a 30/60/90 day plan for a new organization. In the first 30 days, the focus is on learning about systems, procedures, and goals, building relationships, and establishing performance guidelines. In the next 30 days, priorities include defining best practices, identifying issues, and partnering on improvements. In the final 90 days, priorities are sales territory development plans, production process analysis, and cost containment measures.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
This document outlines Nat Evans' 30-60-90 day plan as a new sales consultant. It includes an overview of Nat's professional experience in IT sales and the military. The plan details activities for the first 30 days such as learning company offerings and developing sales goals. Activities for days 30-60 include managing past performance and prospecting new opportunities. Activities for days 60-90 focus on monitoring results, closing opportunities, and exceeding sales quotas to prove impact within 90 days.
The document provides quarterly operations reports for Talent Management (TM), international GIP (iGIP), outgoing GIP (oGIP), and outgoing GCDP (oGCDP) for Q1 2014.
Some key highlights include: TM launched new leadership programs and educated EBs for 2015 but saw delays in other projects. iGIP exceeded RA goals but saw weak matching. oGIP achieved education priorities but fell short of Q1 goals for RA/MA/RE. oGCDP focused on bringing relevance to AIESEC and improving LC cooperation.
This document provides information about Prima Competencies, an organization that conducts skills assessments and training. It states that Prima was established in 2014 by professionals with 10 years of experience in skills development programs. It has a team of 120 assessors across 8 sectors and has conducted thousands of assessments for various government programs. Prima has several assessment centers equipped for skills testing and is working to expand this network. It also discusses competency mapping reports and analysis that are produced for trainees.
Integrated Pan-African Energy Company, Ltd. (INPAC) is pleased to introduce its FDP Consultancy (INPAC Development) providing quality, high-end Field Development Plans in Nigeria. The FDPs will have 100% local content qualifying for full cost recovery. The synergy of INPAC expediting FDPs with its strategic project development and structured project finance advisory enbles Clients to accelerate the Approval Process in Nigeria. By arranging financing for viable reservoirs while the FDP is developed, INPAC brings its project finance advisory and development services to bear. This provides the very fastest monetization of viable discoveries in Nigeria and West Africa..
The document outlines a 30/60/90 day plan for a new organization. In the first 30 days, the focus is on learning about systems, procedures, and goals, building relationships, and establishing performance guidelines. In the next 30 days, priorities include defining best practices, identifying issues, and partnering on improvements. In the final 90 days, priorities are sales territory development plans, production process analysis, and cost containment measures.
My First 90 Days - Strategies for SuccessSuresh Kodoor
Your First 90 days in a new organization are critical in laying a strong foundation for sustained long-term success. Plan to follow a defined framework to make your transition to the new Company a success for everyone involved!
Transitions are a critical time for leaders at all levels. Missteps made during the crucial first three months in a new role can jeopardize your success.
In this updated and expanded version of the international bestseller, Michael D. Watkins offers proven strategies for conquering the challenges of taking on a new role — no matter where you are in your career. Watkins, a noted expert on leadership transitions, also addresses today’s increasingly demanding professional landscape, where managers face more frequent changes and steeper expectations when they start their new jobs.
Whether you’re starting a new job, being promoted from within, or embarking on an overseas assignment, this is the guide you’ll need to succeed in your first 90 days — and beyond.
This document outlines Nat Evans' 30-60-90 day plan as a new sales consultant. It includes an overview of Nat's professional experience in IT sales and the military. The plan details activities for the first 30 days such as learning company offerings and developing sales goals. Activities for days 30-60 include managing past performance and prospecting new opportunities. Activities for days 60-90 focus on monitoring results, closing opportunities, and exceeding sales quotas to prove impact within 90 days.
The document provides quarterly operations reports for Talent Management (TM), international GIP (iGIP), outgoing GIP (oGIP), and outgoing GCDP (oGCDP) for Q1 2014.
Some key highlights include: TM launched new leadership programs and educated EBs for 2015 but saw delays in other projects. iGIP exceeded RA goals but saw weak matching. oGIP achieved education priorities but fell short of Q1 goals for RA/MA/RE. oGCDP focused on bringing relevance to AIESEC and improving LC cooperation.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
The document summarizes key performance metrics and initiatives of an organization over two periods from 2012-2014. It achieved 58.54% growth in exchange results and 65.81% growth in a key program. Customer satisfaction scores like NPS increased across most programs. Initiatives focused on customer experience management, leadership development, collaboration with other locations, and financial sustainability. The organization's total assets and equity tripled compared to the previous year, maintaining financial health.
The document contains job descriptions for several Global Talent and Global Career Development positions within AIESEC. The positions involve responsibilities like developing partnerships with exchange countries, conducting market research, managing matching processes, educating members, and tracking key performance metrics to improve exchange programs. The requirements typically include a minimum length of service, relevant experience, and sometimes citizenship restrictions.
Aiesec international 2012 2013 strategy achievement maggie4667
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
2015 T&E Expense Benchmarking: Are Your Employees Splurging on the Company DimeAshley Emery
Travel and entertainment—second only to payroll as the largest business expense—is becoming increasingly more difficult to control as companies expand across borders and grow through acquisitions. Therefore effective budgeting, planning, and management of T&E expenses is critical for companies of all sizes in 2015 and beyond. How does your company’s overall Travel and Entertainment spend, and spend within key categories, compare with other companies? How are companies leveraging automation to better understand and control how employees are spending the company dime? Unfortunately, benchmarks for overall T&E spend and key T&E spend within each categories are all but impossible to find.
How Automated T&E Expense Management Removes Barriers to Company GrowthAshley Emery
An eighteen-year study on the impact of business travel found that every dollar a company invests in T&E spending returns an average of $9.50 in revenue and $2.90 profit. While this data offers a clear and compelling reason to invest in business travel, many organizations are seeing their growth opportunities dashed by inefficient expense reporting and employee reimbursement processes. Now, an insightful new webinar from Accountex and Certify identifies the common expense management pitfalls that can cost you money and hold your company back. Plus, learn more about today’s top business travel and expense technology trends among small to mid-sized U.S. companies.
Discover how your company can maximize every business travel dollar. Topics include:
Common expense reporting mistakes that erode productivity and profits
The hidden and average expense report processing costs
Calculating lost productivity and lost opportunity among staff
U.S. business travel trends and T&E spending benchmarks
Top expense management technologies used by small and midsized business
What you need to know about Corporate Travel in 2019CertifyInc
Tech brands are transforming the business travel and expense landscape—and business traveler expectations. Join us as we look at the biggest trends in corporate travel and how finance leaders can create a future-proofed corporate travel policy that will help manage spending and cut costs—while also meeting the needs of business travelers in 2019.
The document provides an operations monthly report for October 2013. It includes summaries for oGIP, oGCDP, iGIP, and iGCDP. The oGIP section reports on priorities achieved, results for RA, MA, and RE metrics, and network analysis. It discusses positive and negative factors and priorities for November. The oGCDP section similarly reports on MoS achievement, growth in metrics from 2012-2013, and key progress and challenges. The iGIP section discusses general direction, priorities achieved, results for RA, MA and RE, network analysis, and factors affecting performance. It outlines achievements and non-achievements for October and strategies and challenges for November. Finally, the i
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.
This document outlines AIESEC's quality strategies and key results from 2013-2014. It discusses setting NPS goals and customizing processes based on detractor analysis. Entities implemented HR structures for quality and some customized processes to reduce detractors. Global standards improved culture and JD clarity between partner entities. Recommendations are provided for tiers 1-4 on engaging LCs, addressing detractor issues, releasing checklists, and educational activities to meet quality standards for fruit peak delivery periods. Safety, talent capacity, and ensuring proper GCDP and GIP implementation are also discussed.
The document summarizes an organization's performance across several areas including sales, customer experience, member development, and national contributions. Key highlights include exceeding the sales goal of raising 18 trainees by obtaining 23, a matching rate of 60.9%, positive customer loyalty ratings from both trainees and organizations, developing the sales pipeline and leadership positions, actively implementing the national strategy, and innovating processes like market research, supply and demand management, and quality control.
How to Get Mass Supplier Enablement: Transform Your Supplier Enablement Progr...SAP Ariba
Hear how e-commerce innovators have digitalized their companies beyond their four walls, enabling diverse, global supply bases to transact across Ariba Network. Learn about best practices for setting up a project, communicating with suppliers, and developing an effective on-boarding strategy. The session will also discuss support from the SAP Ariba SMO/ACO team in Prague, and the opportunity to engage one-time or low-volume suppliers through the recently announced light account capability.
The document discusses initiatives to increase performance in iGIP in IT and oGCDP programs in WENA countries. It proposes knowledge management strategies like sharing documents on Wikis. Supply and demand management strategies like creating search tools to match EPs and TNs across regions. Coordination strategies like holding matching manias. It also outlines a campaign for the final sprint in June to recognize countries and give points based on their growth in placements. Responsibilities are assigned to the WENA coordinator and support team for these initiatives.
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
This webinar provided an overview of how SAP Concur solutions can help manage spending by integrating travel, expense, and invoice processes. The presentation covered booking travel according to company policies, capturing expenses on mobile devices, approving expense reports digitally, and gaining insights into spending through integrated reporting and dashboards. Attendees learned how Concur solutions streamline processes, increase compliance, and provide end-to-end visibility for various stakeholders including travelers, managers, accounting, and executives. The presentation concluded by highlighting positive user reviews and contact information for following up.
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.
This document provides an overview of logistics and supply chain management from a presentation given by Thomas L. Tanel. It defines logistics and describes key aspects of logistics like supplier selection, transportation, global distribution, and third party logistics. It also discusses supply chain information systems, data collection, tracking shipments, and performance measurement. The document emphasizes the importance of logistics in reducing costs, improving customer fulfillment and satisfaction, and providing shareholder value.
cut-e is an online assessment provider that designs talent assessment systems for clients in 40 languages. This case study focuses on how cut-e helped easyJet improve its cabin crew, pilot, and graduate hiring processes. EasyJet implemented cut-e's online assessments, including ability tests, situational judgement questionnaires, and video interviews, to screen large numbers of candidates efficiently. This led to a 40% reduction in cabin crew interview volumes while still hiring the same number annually. Conversion rates at assessment centers also increased for cabin crew, pilots, and graduates. The new processes delivered cost savings and a more robust, consistent candidate experience for easyJet.
The Operations Monthly Report for December 2013 provides an overview of results and key activities across various areas including oGIP, iGIP, iGCDP, TM, Operations, and IM. Some highlights include:
- oGIP saw a decrease in matchings but an increase in realizations. Key achievements were the successful WinCo delivery and replanning preparation. Challenges include a drop in matchings.
- iGIP saw growth in the IT subproduct from coaching strategies. Achievements included regional sales tracking and conferences delivery. Challenges include poor matching performance.
- iGCDP exceeded targets for RAs, MAs, and REs. Network analysis shows performance varied
AIESEC in Hong Kong 15-16 _ Discharge ReportJulian Tsai
This document provides an overview of AIESEC Hong Kong's Outgoing Global Citizen program for the 2015-2016 session. Key points:
- The program aims to develop solution-driven leaders through international community development experiences.
- Key metrics include the number of exchange participants, their satisfaction levels, number of local committee-local committee partnerships, and percentage of integrated experiences.
- Achievements in 2015-2016 include 549 exchange participants, 26.6 EP NPS, 5/7 LCs with 1+ LC-LC partnerships, 5.09% of members having integrated experiences.
- Strategies employed included enforcing an EP LEAD framework to facilitate leadership development, emphasizing LC-LC partnerships
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.
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.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
The document summarizes key performance metrics and initiatives of an organization over two periods from 2012-2014. It achieved 58.54% growth in exchange results and 65.81% growth in a key program. Customer satisfaction scores like NPS increased across most programs. Initiatives focused on customer experience management, leadership development, collaboration with other locations, and financial sustainability. The organization's total assets and equity tripled compared to the previous year, maintaining financial health.
The document contains job descriptions for several Global Talent and Global Career Development positions within AIESEC. The positions involve responsibilities like developing partnerships with exchange countries, conducting market research, managing matching processes, educating members, and tracking key performance metrics to improve exchange programs. The requirements typically include a minimum length of service, relevant experience, and sometimes citizenship restrictions.
Aiesec international 2012 2013 strategy achievement maggie4667
AIESEC International achieved its goals in 2012-2013 by focusing on strategic areas like the Global Internship Program, Global Community Development Programme, and Talent Management Programme to drive growth, ensure quality experiences, and build belief and confidence, while also optimizing processes, engaging customers, and driving innovation.
2015 T&E Expense Benchmarking: Are Your Employees Splurging on the Company DimeAshley Emery
Travel and entertainment—second only to payroll as the largest business expense—is becoming increasingly more difficult to control as companies expand across borders and grow through acquisitions. Therefore effective budgeting, planning, and management of T&E expenses is critical for companies of all sizes in 2015 and beyond. How does your company’s overall Travel and Entertainment spend, and spend within key categories, compare with other companies? How are companies leveraging automation to better understand and control how employees are spending the company dime? Unfortunately, benchmarks for overall T&E spend and key T&E spend within each categories are all but impossible to find.
How Automated T&E Expense Management Removes Barriers to Company GrowthAshley Emery
An eighteen-year study on the impact of business travel found that every dollar a company invests in T&E spending returns an average of $9.50 in revenue and $2.90 profit. While this data offers a clear and compelling reason to invest in business travel, many organizations are seeing their growth opportunities dashed by inefficient expense reporting and employee reimbursement processes. Now, an insightful new webinar from Accountex and Certify identifies the common expense management pitfalls that can cost you money and hold your company back. Plus, learn more about today’s top business travel and expense technology trends among small to mid-sized U.S. companies.
Discover how your company can maximize every business travel dollar. Topics include:
Common expense reporting mistakes that erode productivity and profits
The hidden and average expense report processing costs
Calculating lost productivity and lost opportunity among staff
U.S. business travel trends and T&E spending benchmarks
Top expense management technologies used by small and midsized business
What you need to know about Corporate Travel in 2019CertifyInc
Tech brands are transforming the business travel and expense landscape—and business traveler expectations. Join us as we look at the biggest trends in corporate travel and how finance leaders can create a future-proofed corporate travel policy that will help manage spending and cut costs—while also meeting the needs of business travelers in 2019.
The document provides an operations monthly report for October 2013. It includes summaries for oGIP, oGCDP, iGIP, and iGCDP. The oGIP section reports on priorities achieved, results for RA, MA, and RE metrics, and network analysis. It discusses positive and negative factors and priorities for November. The oGCDP section similarly reports on MoS achievement, growth in metrics from 2012-2013, and key progress and challenges. The iGIP section discusses general direction, priorities achieved, results for RA, MA and RE, network analysis, and factors affecting performance. It outlines achievements and non-achievements for October and strategies and challenges for November. Finally, the i
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.
This document outlines AIESEC's quality strategies and key results from 2013-2014. It discusses setting NPS goals and customizing processes based on detractor analysis. Entities implemented HR structures for quality and some customized processes to reduce detractors. Global standards improved culture and JD clarity between partner entities. Recommendations are provided for tiers 1-4 on engaging LCs, addressing detractor issues, releasing checklists, and educational activities to meet quality standards for fruit peak delivery periods. Safety, talent capacity, and ensuring proper GCDP and GIP implementation are also discussed.
The document summarizes an organization's performance across several areas including sales, customer experience, member development, and national contributions. Key highlights include exceeding the sales goal of raising 18 trainees by obtaining 23, a matching rate of 60.9%, positive customer loyalty ratings from both trainees and organizations, developing the sales pipeline and leadership positions, actively implementing the national strategy, and innovating processes like market research, supply and demand management, and quality control.
How to Get Mass Supplier Enablement: Transform Your Supplier Enablement Progr...SAP Ariba
Hear how e-commerce innovators have digitalized their companies beyond their four walls, enabling diverse, global supply bases to transact across Ariba Network. Learn about best practices for setting up a project, communicating with suppliers, and developing an effective on-boarding strategy. The session will also discuss support from the SAP Ariba SMO/ACO team in Prague, and the opportunity to engage one-time or low-volume suppliers through the recently announced light account capability.
The document discusses initiatives to increase performance in iGIP in IT and oGCDP programs in WENA countries. It proposes knowledge management strategies like sharing documents on Wikis. Supply and demand management strategies like creating search tools to match EPs and TNs across regions. Coordination strategies like holding matching manias. It also outlines a campaign for the final sprint in June to recognize countries and give points based on their growth in placements. Responsibilities are assigned to the WENA coordinator and support team for these initiatives.
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
This webinar provided an overview of how SAP Concur solutions can help manage spending by integrating travel, expense, and invoice processes. The presentation covered booking travel according to company policies, capturing expenses on mobile devices, approving expense reports digitally, and gaining insights into spending through integrated reporting and dashboards. Attendees learned how Concur solutions streamline processes, increase compliance, and provide end-to-end visibility for various stakeholders including travelers, managers, accounting, and executives. The presentation concluded by highlighting positive user reviews and contact information for following up.
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.
This document provides an overview of logistics and supply chain management from a presentation given by Thomas L. Tanel. It defines logistics and describes key aspects of logistics like supplier selection, transportation, global distribution, and third party logistics. It also discusses supply chain information systems, data collection, tracking shipments, and performance measurement. The document emphasizes the importance of logistics in reducing costs, improving customer fulfillment and satisfaction, and providing shareholder value.
cut-e is an online assessment provider that designs talent assessment systems for clients in 40 languages. This case study focuses on how cut-e helped easyJet improve its cabin crew, pilot, and graduate hiring processes. EasyJet implemented cut-e's online assessments, including ability tests, situational judgement questionnaires, and video interviews, to screen large numbers of candidates efficiently. This led to a 40% reduction in cabin crew interview volumes while still hiring the same number annually. Conversion rates at assessment centers also increased for cabin crew, pilots, and graduates. The new processes delivered cost savings and a more robust, consistent candidate experience for easyJet.
The Operations Monthly Report for December 2013 provides an overview of results and key activities across various areas including oGIP, iGIP, iGCDP, TM, Operations, and IM. Some highlights include:
- oGIP saw a decrease in matchings but an increase in realizations. Key achievements were the successful WinCo delivery and replanning preparation. Challenges include a drop in matchings.
- iGIP saw growth in the IT subproduct from coaching strategies. Achievements included regional sales tracking and conferences delivery. Challenges include poor matching performance.
- iGCDP exceeded targets for RAs, MAs, and REs. Network analysis shows performance varied
AIESEC in Hong Kong 15-16 _ Discharge ReportJulian Tsai
This document provides an overview of AIESEC Hong Kong's Outgoing Global Citizen program for the 2015-2016 session. Key points:
- The program aims to develop solution-driven leaders through international community development experiences.
- Key metrics include the number of exchange participants, their satisfaction levels, number of local committee-local committee partnerships, and percentage of integrated experiences.
- Achievements in 2015-2016 include 549 exchange participants, 26.6 EP NPS, 5/7 LCs with 1+ LC-LC partnerships, 5.09% of members having integrated experiences.
- Strategies employed included enforcing an EP LEAD framework to facilitate leadership development, emphasizing LC-LC partnerships
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.
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.
The document outlines three national products for Greece for 2015-2016: (1) gaining professional experience in IT abroad through internships; (2) gaining professional experience in business abroad through internships with a focus on marketing, sales, finance, etc.; and (3) gaining professional experience in education and teaching abroad. The products are aimed at university students and recent graduates, are powered by AIESEC, and focus on providing international experience, cross-cultural exposure, and networking opportunities.
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.
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.
Coaching involves supporting individuals or teams to achieve goals and improve skills. There are two main types: personal coaching focuses on individual goals and development, while team coaching helps groups work together more effectively. As a project manager, the document outlines how to coach both individuals on things like career plans and mentorship, as well as teams through meetings and setting standards. A model for coaching involves checking reality, exploring options, and making decisions.
The document provides tips for effective presentations. It recommends planning ahead by considering the three most important things for the audience to remember: the introduction, main theme, and conclusion. When presenting, use 10 slides maximum, speak for 20 minutes or less, and use a minimum 30 point font. Practice your presentation and focus on engaging the audience by making eye contact, using your voice effectively, telling stories, and showing passion. Be prepared to answer questions using the TRACT technique of thanking, repeating, answering, checking, and thanking again.
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.
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.
This document provides guidance on marketing education for AIESEC. It discusses how to communicate about AIESEC to professors, friends, and NGOs. It also offers tips for physical promotion through stands and classrooms, including being prepared, smiling, and making eye contact. Guidance is given for online promotion through email and Facebook posts, such as using a clear structure in emails and including descriptions and application links for posts. The document also outlines rules for opportunities marketing, such as writing in the second person and using human-centered language rather than buzzwords.
This document discusses the importance and components of an effective project plan. It notes that a project plan:
1) Provides organization and clarity on tasks, milestones, and stakeholders involved in order to stay focused on achieving the end goal.
2) Ensures effective communication between team members by outlining who is responsible for which tasks and deadlines.
3) Should include key elements like milestones, activities, key performance indicators, responsibilities, and a timeline in order to break large projects into implementable steps.
The document then provides instructions for workshop participants to work in teams to create a project plan for reaching a concrete goal for a youth program's customers.
The document discusses implementing team standards in meetings to improve leadership development. It recommends including a "Team Standards" block in weekly meeting agendas to discuss purpose and values, create and track plans, provide training, and reflect on feedback and evaluation. This ensures teams focus on goal setting, effective work processes, knowledge sharing, and continuous improvement through regular check-ins and accountability.
This document outlines the basic steps for providing trainings on procedures to members:
1. The training process begins with an orientation where members meet the organization and learn an overview of their sector and job description.
2. Next is the training requirements, which includes induction training and on-the-job training where members can ask questions and receive hands-on experience.
3. Members are then tested on how well they grasped the training materials, often through simulations and practical application on the job.
4. Finally, evaluations are conducted to assess the members' skills and provide feedback on their implementation of procedures, helping to ensure the training process is effective.
The document describes a process involving project managers, attraction responsibilities, considerations, and value delivery. It outlines steps for promoting opportunities, interviewing applicants, assigning new members to teams, and providing needed education. Project managers and talent managers work to recruit new members by placing opportunities, engaging their teams, interviewing applicants, tracking education, and maintaining applicant databases. An opportunity template includes fields for the name, dates, needed and developed skills, job description and hours. Meetings are held to align recruitment needs across teams and talent managers participate in interviews.
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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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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Cognizant’s Digital Transformation Framework
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2. Contents
1. Overview Wena
2. S&D
3. Talent Capacity
4. Marketing for Conversion
5. Leadership in every XP
6. Customer Loyalty for Students
7. EP Lead
4. WENA GCDP performance
WENA 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13
IGCDP w/It 132 408 996 1251 26%
IGCDP s /It 45 196 473 510 8%
OGCDP
WENA
992 1681 2715 4033 49%
REGION IGCP OGCDP IGIP OGIP TOTAL
CEE 5274 3332 1086 1588 11280
WENA 1251 4033 1071 1390 7745
IGN 3487 3855 760 1143 9245
AP 7127 7319 2110 727 17283
MENA 1477 1445 188 311 3421
AFRICA 2332 962 112 166 3572
SHARE IGCP OGCDP IGIP OGIP TOTAL
WENA 6% 19% 20% 26% 15%
5. MC 2009-2010 2010-2011 2011-2012 2012-2013 RelGr 12.13 AbGr 12.13
GERMANY 91 391 652 957 47% 305
ITALY 63 84 280 453 62% 173
UNITED STATES 132 189 329 447 36% 118
UNITED
KINGDOM
112 151 180 388 116% 208
THE
NETHERLANDS
184 246 277 318 15% 41
CANADA 107 126 260 293 13% 33
PORTUGAL 67 71 69 208 201% 139
GREECE 33 81 142 187 32% 45
FRANCE 47 56 104 180 73% 76
SWITZERLAND 23 48 82 124 51% 42
AUSTRIA 34 54 64 102 59% 38
BELGIUM 20 33 51 79 55% 28
NORWAY 23 47 61 77 26% 16
DENMARK 14 37 48 73 52% 25
FINLAND 18 26 24 54 125% 30
IRELAND 0 8 51 48 -6% -3
SWEDEN 17 26 28 27 -4% -1
MALTA 4 2 10 17 70% 7
ICELAND 3 5 3 1 -67% -2
LUXEMBOURG 0 0 0 0
OGCDP is a fast growing programme in WENA
6. OGCDP timeline WENA presentes
challenges for Winter and
Summer peak
104
281
618
898
489
214
144
96
53
152
280 269
149
305
984
1051
0
200
400
600
800
1000
1200
APR12 may-12 jun-12 jul-12 AUG12 sep-12 oct-12 nov-12 DEC12 JAN13 feb-13 mar-13 APR13 may-13 jun-13 jul-13
RA
MA
RE
154
Germ
any
7. NPS WENA presents specific issues to adress in
order to increase KPIs of quality
Countr
y
GCDP
NPS
GIP
NPS
% of
promoter
s (overall)
Respon
se Rate
Top 3 promoter self-select issues Top 3 Detractor self-select issues
GERMAN
Y
25 (out),
73 (inc)
30 (out)
58 (inc)
29( out) 52
(inc)
29%
home /
26% host
OGCDP: *Communication effectivity
during acceptance procedure
*Intergration by the hosting entity *Cross-
cultural understanding & awareness
IGCDP: Information provided about the
GCDP programme **The selection process
**Personal development
OGCDP: **Job-description clarity and
alignment, **Visa documents and
information **Communication effectivity
during acceptance procedure // IGCDP:
Visa documents and information
ITALY
22( out),
39 (inc)
38 (out)
28 (inc)
48% home /
57% host
30%
home /
25% host
OGCDP: *Information provided about the
GCDP programme *The selection process
*Communication effectivity during
acceptance procedure... IGCDP: *Cross-
cultural understanding & awareness
**Information provided about the GCDP
programme **Personal development
OGCDP: ** Job-description clarity and
alignment, **Logistical support,
**Communication effectivity during
acceptance procedure, // IGCDP: **Job-
description clarity and alignment,
**AIESEC’ support during the
experience, **Logistical support
UNITED
STATES
27(out) ,
NA / (inc)
9 (out),
63 (inc)
50% home /
57% host
15%
home /
12$ host
OGCDP: **Communication effectivity during
acceptance procedure **Matching support
**Information provided about the GCDP
programme
OGCDP: **Job-description clarity and
alignment, **Logistical support,
**AIESEC’ support during the
experience, //
UNITED
KINGDO
M
-9 (out), 0
(inc)
6 (out),
79 (inc)
-4% home /
62% host
18%
home /
19% host
OGCDP: **Communication effectivity during
acceptance procedure, **Induction to
AIESEC, **The selection process
OGCDP: **Logistical support, **Job-
description clarity and alignment,
**Communication effectivity during
acceptance procedure, //
8. Country
GCDP
NPS
GIP NPS
% of
promoters
(overall)
Respons
e Rate
Top 3 promoter self-select issues Top 3 Detractor self-select issues
CANADA
36 (out),
NA
24 (out),
66 ( inc)
36% home /
48% host
20%
home /
16% host
OGCDP: **Cross-cultural
understanding & awareness,
**Personal development,
**Intergration by the hosting entity
OGCDP: **Job-description clarity and
alignment, **AIESEC’ support during the
experience, **Logistical support //
THE
NETHERL
ANDS
13 (out),
NA
39 (out),
54 (inc)
22% home /
56% host
24%
home /
31% host
OGCDP: **Intergration by the hosting
entity, **Information provided about
the GCDP programme,
**Communication effectivity during
acceptance procedure
OGCDP:**Logistical support, **Job-
description clarity and alignment,
**AIESEC’ support during the
experience, //
PORTUGA
L
47 (out) ,
61 (inc)
31 (out(,
36 (inc)
48% home /
55% host
30%
home /
22% host
OGCDP: **Information provided about
the GCDP programme
**Communication effectivity during
acceptance procedure, **The
selection process // IGCDP:
**Personal development, Cross-
cultural understanding & awareness,
**Information provided about the
GCDP programme
OGCDP: **Job-description clarity and
alignment, **Logistical support,
**Integration by the hosting entity, //
IGCDP: **AIESEC’ support during the
experience, **Logistical support,
**Communication effectivity during
acceptance procedure
9. 3 AI GCDP strategies
• IGCDP Business Model Relevance of the
project, Financial sustainability, Inner
Journey, Projct management.
• OGCDP product packaging Market
segmentation, brand it, atract and
convert, delight & showcase.
• Supply & Demand Management Country
partnership framework
10. Winter peak growth
Expected
Impact:
Increase the
OGCDP
realizations in
Dec-Feb
season.
KPIs
• % growth overall in
OGCDP in each
country
• % growth in
specific peak in
each country.
• % of promoters
Key Activities
*Define entities working for
the peak
*Define the issues and
destinations (cultural /
teaching) / (IGN /Africa).
*Product packaging
strategy
*Understand and
focus student market
*Cutomize the value
proposition (brand it)
*Atract & close (Ra-
Ma-Re)
*Delight & showcase
(Quality conditions)
*EPs preparation to
increase NPS
*OPS review /
oGCDP
Global Strategy: OGCDP product packaging
12. Supply & Demand
Co-delivery
• This strategy is crucial in order to ensure that we deliver high quality leadership
development experiences in our exchanges.
• By brining this structure to your entity you will add quality and value to GCDP,
easy communication and expectations with other entities as well as the
strategy will save resources as entities do not have to unnecessarily repeat
certain activities.
• All of the above will result in faster and better processes
and progress and lead to growth in the network as a whole
13. Supply & Demand
What to consider for re-planning?
Country Partnerships:
• Prioritize your country partnerships – ensure to spend effort and time on the
partnerships that are bringing you value
• Have an online tool where you can track the partnership - include checklist with
timeline for what needs to be delivered in the partnership
• Create a tool to track the LCs that fulfill CY partnership requirements
• Review structures on who and how to manage the partnerships (MCVP, NSTs etc.)
Co-delivery:
• Define minimum criteria for co-delivery (to put clear KPIs)
• Ensure that you have standardized framework of elements in the co-delivery flow
(OPS, EP LEAD etc.)
• Look up GCPs from the network to use when planning co-delivery
• Allocate Partnership Managers to track implementation of
co-delivery minimums in LCs
14. Supply & Demand
Implementation Inputs:
Country Partnerships:
• Have a simplified tracking tool for country partnership
• Ensure to have MCP – MCP relation within any CY partnership
• Make sure to collect and share GCPs and materials
• Use national conferences to promote the partner countries and create excitement in your
entity Ensure LCP – LCP relationship in the partnerships
• Use returnees to make and support in the creating of the partnerships
• Smaller CYs (<30) should focus on CY-LC partnerships, with high performance LCs.
• MCs should allocate CY partnership X to LCs based on their X potential, Market
Relevance as well as LC ability to fulfill CY partnership promise
Co-delivery:
• Co-delivery should happen in every exchange that we facilitate – hence co-delivery is the
responsibility of all entities
• Ensure to have simple education platform showing how to LC can fulfill the co-delivery
• Have a system for CYs to track and see fulfillment of Co-Delivery standards between
CYs.
• Entities need to have understanding of what is done by sending
entity & host entity to not repeat the same processes with an EP
19. S&D for GCDP in replanning!
Activity When? Tier 1 Tier 2 Tier 3
Tracking the results of both GCDP
realizations and NPS score of current
partners
By end
of Q4
X X X
Setting up meetings with partners to
provide feedback, implement changes and
plan for the next peak
X X X
Include co-delivery steps in the country
partnerships tool
X X X
Allocation of partnership managers on your
MC to track partnerships and co-delivery
X X X
Create simple tools to track LC raising
towards partnership delivery
X X X
Standardize OPS content, minimum
content to be delivered (standards
education, LEAD, safety instructions)
X X X
21. Talent Capacity for GCDP
Why is it important?
TMP-TLP has to drive GCDP for growth, therefore structures and
learning systems are crucial.
What results it can bring to my entity?
• Exchange culture in LCs to be developed
• Members more involved to work for the purpose of AIESEC
• Increasing productivity per member
• Increasing production capacity of a LC
• Ensuring better learning and development of members
• Better synergy between front and back offices.
22. Talent Capacity for GCDP
Implementation inputs
• MCP, TM and OD must study the entire TC summit output and define
the implementation plan and responsibilities together.
• Set KPIs to evaluate and track implementation, e.g. productivity per
member.
• Restructuring in LCs should start in the first physical touch point with LCs
to be aligned with the EB 2014 structure and next recruitment peak.
• Restructuring requires a big change. Help LCs to discuss and
understand the need for it to gain their commitment and together
validate the structures.
• Track the implementation weekly in the first period, gradually
decrease the intensity of tracking after achieving significant
milestones.
• Strongly recommend the structure of the EB from MC level, e.g.
communicate that positions (e.g. LCVP IM in a >30X LC) that are not
recommended, will not be supported/addressed
from MC
• Adjust the national and local education cycle
to the new structure
23. Capacity - implementation timeline
MCalignment
Study the TC
summit output
and create a
vision of the
change and
create your
implementation
timeline and
responsibilities
within MC
LCPalignment
Present and
discuss the
output. Agree
on the new
national and
local structures.
Train about
selection and
reallocation in
the LC EB.
Nationaleducation
Further
education on
change
management
for LCs from MC
and close
progress
tracking
November December December
NationalEducation
Utilise national
conference for
further
education for
EBe and
membership
according to
L&D output
Implementation
Implementation
of the structure
should happen
between natco
and IPM. Track it
frequently, e.g.
coaching calls,
clear timelines
and milestones.
Checkpoints,edu
IPM is a check
point to
evaluate
implementation
of the structure
change.
AI education
about change
management
December/Janua
ry
December-
February
IPM
Q: What if I already
have a new EB team
selected in the old
structure?
E.g. if your Ebs already
have a VP IM and the
TC output does not
suggest to have such
VP, you could transform
his JD into a 2nd VP
iGCDP.
24. L&D – implementation
timeline
Define the needs
Define the timeline
for every
programme and
general needs
Define the content
for every cluster and
what needs to be
done
Communicate to
LCPs and LCVPs the
timeline
Engage the MCVPs,
NSTs and top LCP or
LCVPs in the delivery
of the content
Track the
implementation
through
surveys/calls.. for the
participants
Track and follow up
on the results
achieved due to the
trainings
26. Marketing for Conversion
Why is this important?
• We need to evolve as an organization, in order to achieve 2015 and beyond,
becoming a BIG AIESEC. Right now:
– Marketing activities are confused as Communications and are not
accountable to GIP or GCDP – Marketing is not driving GIP/GCDP.
– We only match 30% of our available EP forms, and even less of our TNs.
– We take 120 days to match.
– We realize only a fraction of what we attract.
• We need to have a fully integrated market place connecting external with
internal data (Students OP, Companies OP, ORS, NPS, etc.)
• Bring synergy among back office and front office to leverage results
What results can it bring to the entity?
• Accurate profiles’ attraction, with right expectations
• Fast and simple conversion systems
• Higher conversion rate
• Increase in matching rate with right profiles
• Lower the delivery time of the experience
28. Leadership in Every XP
Why is this important?
What results can it bring to the entity?
1. Conscious leadership development though new inner & outer journey
elements facilitation: clear actions and initiatives.
2. TMP|TLP are motivated to grow GCDP because
they see and understand impact we bring.
LXP is about conscious leadership development in GCDP, when
we know what should we do exactly to ensure leadership
development, how to facilitate inner & outer journey.
Clarity of why GCDP connects organizational purpose and direct
impact, one cannot be fulfilled without another, which in the end
bring Clarity of How AIESEC develops leadership
Once there is a clarity of why & how of leadership development in
GCDP, TMP/TLP are driven to deliver more experiences
developing leadership.
29. Leadership in Every XP
What to consider for re-planning:
Understand what leadership your country needs and how AIESEC
can develop this leadership through inner & outer journey.
Align the projects to the social need of your country and ensure
that these projects set the right pace to facilitate LXP: they are
bringing relevant impact which EP, TMP, TLP can see and feel.
Create conversations around – example - the current TNs being
offered and how can the JDs be modified to include elements of
outer journey. If necessary, replan!
Assess inner & outer journey elements facilitation in operations,
include it to JDs of TMP|TLP and their Learning and Development.
Leverage from the Global PR SI – Youth Leadership Provider of the
World, and work towards the position of AIESEC in your entity as
the Y L P in the entity.
31. Customer Loyalty for Students
Why is this important?
What results can it bring to the entity?
1. Credibility of AIESEC: an organization with which it is safe to go on internship.
2. Responsible membership in GCDP, clear standards
globally and setting aligned expectations from both sides
3. More promoters & more customers due to word of mouth
and improved products and services.
For every intern who takes internship with AIESEC and wants
to develop leadership we need to provide basics. As AIESEC,
we need to ensure customers SAFETY.
For our customer we are one AIESEC, not AIESEC in country A
and B. To ensure the customer loyalty because of great
experience we need to ensure that the STANDARDS are
being followed.
Each 7th GCDP customer will not recommend this experience, 4 out
of 10 will not mention it as the brightest experience of their lives. We
need to ensure customer’s SATISFACTION with experience
provided by AIESEC.
32. CLSWhat to consider in re-planning:
Safety:
1. Plan which safety measures your entity needs to take to ensure safety for your EP´s in the
GCDP programme (both as sending and host entity)
2. Research insurance options in your entities to be able to provide EP´s with advice for
which insurance they can take
3. Integrate safety education to OPS´and other preparation processes in local level
Standards:
1. Evaluate the current implementation of quality standards
2. Ensure that all members are educated about XPP standards by including the quality
standards education in induction and learning cycle
3. Define KPIs and track the implementation of the standards
4. Allocate people to be responsible for tracking or specify JD´s to include that everyone
has the responsibility of fulfilling the standards
Satisfaction:
1. Use NPS data to put it into CEM startegy: analyze the issues, generate ideas for process
improvement and product development and validate it though actual customers, talk to
them.
2. Set goals for NPS (% of promoters, % response rate, % of cases opened/closed)
3. Plan activities around network culture building and education on CEM
4. Ensure CEM strategies are reflected in Talent Capacity structures
and learning & development, in internal communication plan, etc.
33. CLS – Implementation inputs
Safety:
1. Adapt education to your national reality.
2. Allocate responsible to track implementation on local level.
3. EPs duties related to safety processes should be stated in EP contract.
4. Insurance must be mandatory for all EP´s, and there should be a certain
criteria that covers the features of insurance coverage. There should be
option of choice for which insurance the EP chooses to take
Standards:
1. Having a standards auditing team (to survey through a checklist whether the
EP was picked up on arrival, etc.)
2. Include the quality standards in membership criteria and eligibility for awards
3. Educate EPs about the quality standards in Outgoing and Incoming
Preparation Seminars
4. Consider which quality standards implementation can
be outsourced (e.g. Insurance, safety preparation, pick ups)
37. LEAD for EPs is designed to improve experience of our
exchange participants, and let them realize the leadership
learning & growth derived from an exchange experience.
This is as a support system system for their inner and outer
journey.
Definition of LEAD for EPs
38. • We believe in delivering quality and powerful
life changing experiences for more Individuals
(promoters & customers).
• We believe that an exchange experience
provides strong leadership development for
individuals through an inner & outer journey.
• Through our impact model, we believe
AIESEC contribute to solve societal issues and
moving towards its vision of peace and
fulfillment of human kind potential.
Why?
39. Objective
Create a platform to reflect, understand & develop
leadership,
Explore leadership potential of each single exchange
participant,
Creating quality EPs to re-integrate back into TMP-TLP
Reflect Understand
Develop
40. Expected Outcome:
Exchange participants understanding the importance of self
discovery for a better leadership journey and with a clear
understanding of his next steps.
Expected Outcome
41. There are 3 parts:
LEAD will start on OPS as back packing for EPs, this is done by VPTM
and/or OGX at the home entity.
A LEAD check-in for EPs in the middle of internship (example 4 weeks in
an 8weeks XP). Space for this is created by VPTM and/orVPICX, but the
space can be hosted by an Alumni, external Trainer, or someone
experienced with LEAD.
Right at the end of the exchange program, the EPs will have a check-
out LEAD moment, which leaves them with a realization of how they
have developed in their leadership. This space is also organized by the
VPTM and/or VPICX.
However, an assessment and showcasing of the EP LEAD experience
can happen during a re-integration seminar to give an opportunity for
reflection of experience and leadership developed.
Duration & Structure
42. How to execute the strategy
LCs need to remember that AIESEC is a platform for young
people to explore and develop their leadership potential.
It’ll influence a lot on personal development of Exchange
Participants.
The main purpose is creating a platform to reflect what
leadership is, and how it is correlate with themselves.
We strongly recommend to implement for this kind of
Entities:
- Those who has country partners and can ensure a
complete process home or abroad;
- OPS, re-integration seminars are already implemented;
- Have good leadership culture, to develop LEAD block.
- You can have a combined LEAD for ICX EPs already in
your country and OGX EPs that are leaving soon.
43. Hosting
Entity
Sending
Entity
My Exchange Leadership
Journey
Back
packing
Self
Check-
in
Check-
out
+
Back Packing:
- 3days EP
conference
- 1day EP Seminar
- 3hrs EP LEAD
Discussion
Self Check-in:
- EP XP Journal
- National
Conference
- Learning
Circle/Spaces
Check-out:
- Capturing EP XP
- Showcasing Impact
Our Approach:
Self Learning: EP Leadership Journal
Change Makers: Sending & Hosting Entity (VPTM&OGX VPTM&ICX)
Both
Entities
44. Self learning is a type of learning done by one’s self,
without a teacher or an instructor.
This type of learning has also been built in the LEAD for
EP project, so that they can take responsibility for their
learning, and also support learning of other.
This is done through an EP LEAD Journal.
LEAD Self learning