Implementation of MDP in LC
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The document provides guidance on implementing a leadership development program at the local committee (LC) level. It outlines key steps such as defining leadership needs and goals, planning the timeline and key performance indicators, choosing and training coaches to run the program, registering members, and presenting the program to the local committee. Coaches would be responsible for delivering training to members and tracking their progress. Tools are provided to help with tasks like creating job descriptions, assessments, and collecting feedback. The overall process is designed to adapt the program to each LC's specific needs and measure success through retention rates and other metrics.
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OD Model creation tier 1 and tier 2
The document provides guidance on creating an organizational development (OD) model and growth model for Tier 1 and Tier 2 operations. It recommends finalizing goals, focusing programs, and aligning local committees to 1-2 focus programs based on their growth model. It outlines steps to take such as grouping LCs by realization volume, allocating goals, identifying focus/growth LCs, and planning support strategies tailored to LC clusters. The output is a growth model with clear focus LCs, growth paths for programs, and a strategy for implementing the model through coaching aligned to it.
3.3. expansion visit planning 101
This document outlines the planning process for an AIESEC leadership team. It includes sections on defining the team's ambition, leadership goals, drivers, operations, programme focus, LC strategies, functions, and outputs. The sections provide guiding questions to help the team establish their purpose and goals, analyze strengths/weaknesses, prioritize strategies and programmes, and develop an exchange plan, talent capacity plan, marketing plan, and calendar to guide implementation. Templates are included to help document pieces like inner/outer journeys, recruitment strategies, and learning & development plans. The overall document provides a framework to help the AIESEC team engage in strategic planning and translate their ambition into concrete plans and outputs to guide their work.
TM Structures
The document provides guidance on team minimum planning and structures for team minimum teams in Learning Communities at different stages of maturity. It recommends that startup LCs have a LCVP and 2-4 members, with the LCVP responsible for learning and development. Intermediate LCs should have two core teams focused on capacity and learning/minimums, each led by a team leader. Mature LCs may use program coordinators within program teams to ensure learning and minimums while still coordinating with the LCVP team. Key performance indicators and strategies should align with the LC's challenges.
Implementation of OD Models
The document discusses the importance of implementing organizational development (OD) models within AIESEC. It provides guidance on key aspects of implementation including:
1) Aligning the management committee's strategy and plan to the OD model.
2) Developing a coaching model for local committees and expansions based on the OD model.
3) Ensuring local committee planning is based on the OD model.
4) Establishing cycles for education, internal communications, incentives, analysis, and national support team management - all aligned to the OD model.
The document emphasizes that while creating an OD model is important, implementation is critical for the model to have its intended impact. It highlights potential pitfalls to avoid, such
Lc plan how_to
This document provides guidance for local committee planning for the 14/15 term. It outlines a planning process and template to define strategies, operations, functional responsibilities, and timelines to achieve goals for the term. The focus is on planning exchange program delivery and support operations, with an emphasis on defining measurable strategies, goals, and key performance indicators to guide work over the next six months. Contact information is provided for AIESEC coaching staff available to support the planning process.
Managing high scale or high growth non focus programme
This document provides recommendations for how to manage non-focus programs while also managing focus programs with high growth. The recommendations are:
1. Increase efficiency in non-focus programs to achieve results with fewer resources through processes like outsourcing, standardizing interviews, and automating responses.
2. Consider non-focus programs when creating the organizational development model, such as designating some locations or coaches to specialize in non-focus areas.
3. Manage expansions so each focuses on one program and contribution levels to focus vs. non-focus programs are clear.
4. Prioritize net promoter score management in non-focus programs to eliminate issues affecting scores and quality.
5. Clearly
iGCDP Quality Capacity
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
Capacity and structures for high quality iGCDP
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
AM1415_LC Tracker 101
The document provides guidance on how to use an LC Tracker tool to be a strategic leader. It explains that the tracker allows users to view organizational goals, plans, and weekly priorities. Plans include focuses, action steps, KPIs, assignments, and deadlines for each functional strategy. The weekly priority section identifies the top 3 priorities according to the plans. LC leaders should check the tracker weekly and have their teams update it to track performance and inform users.
AIESEC in Vietnam | NST recruitment guideline
This document provides guidance on recruiting National Support Talents (NST) to support the work of the Movement for Change Volunteer Program (MCVP). It outlines the roles and responsibilities of those managing the recruitment process, including defining goals and projects, determining the needed structure and number of NST positions, carrying out the recruitment process through promotion, application, interview, and induction, and ensuring proper documentation and performance management. Templates and examples from previous years are provided for reference. For any questions, the contact for the MCVP Talent Management team in Vietnam is provided.
TM Process Overview
The document outlines AIESEC's Talent Management (TM) process, which includes four main parts: Get, Develop, Keep, and Report.
The Get process focuses on recruiting the right members at the right time through persona building, talent planning, attraction, selection, and onboarding. Develop ensures members are aware of their performance and skills to improve through performance management, team leader capacity building, and national education. Keep aims to engage and retain members by providing rewards, assessing engagement, and planning for succession. Finally, Report establishes global reporting templates and processes to track metrics and identify areas for TM to enhance member achievement of goals.
Structures and learning oGCDP Tier 3
There are three key points discussed in the document:
1. The document discusses talent planning and capacity building for entities in Tiers 3 and 4 of the GCDP program. It provides structures and guidelines for beginner, intermediate, and advanced level entities.
2. Guidelines are provided on using data and metrics to identify challenges and increase productivity. Methods for measuring productivity at different stages are also outlined.
3. The document outlines steps for entities to take based on their current capacity, including optimizing recruitment, reallocating members, and focusing on learning and development. Maintaining the right structures aligned to program goals is emphasized.
TMP TLP_STEERING TEAM 14.15
The document discusses TMP/TLP planning, which is important for aligning talent capacity to drive growth in AIESEC programs. Key points discussed include implementing team minimums to standardize teams and support productivity, using business intelligence for efficient talent allocation and growth, and aligning talent management with organizational development to support clear entity direction and goal achievement through proper structures and leadership development. Potential tier-based results for 2014-2015 include exponential program growth, strong talent pipelines, learning and development of memberships, and organizational growth.
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Managing high scale or high growth non focus programme
Managing high scale or high growth non focus programme
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MC 1617 booklet fourth round
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.
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AIESEC in Poland MC 16/17 Third Round Application Booklet
The third round of Application Booklet for AIESEC in Poland that consists the transformative opportunity to lead this beautiful entity into greatness in its most challenging an intense year.
Sona intro + why
State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.
Internal ceed
This document discusses an internal CEEDERSHIP program in AIESEC Poland to spread knowledge of their Global Talent Placement (GTP) program between local committees. Local committees will send representatives to other committees to learn about their operations and then implement the knowledge in their home committees. The timeline outlines the education, delivery, and implementation plans for representatives participating between April 11-17, 2016. Contact information is provided for the National Sales Coordinator and other leads for the program.
iGIP+Carrer Days follow up Spring 2016
The document provides guidance and initiatives for following up on Career Days to boost cooperation between Business Development and iGIP teams and increase iGIP sales. It outlines steps to take before, during, and after Career Days, including updating on companies, planning attendance, checking contact history, not directly selling but approaching interested companies, participating in evaluations, using the national clik tool, and contacting the listed coordinators with any questions. The final deadline for Career Days follow up is April 30th.
AIESEC in Poland MC 16/17 Second Round Application Booklet
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
IGIP General Rules 2016
Kasia requests changing the status of an Opportunity form from DRAFT to OPEN. The request includes the number of openings and confirms that the search tool has been updated. Good luck is wished for the task.
Content Creation
The document announces a Hubspot workshop on content creation to be held on January 18th and hosted by Chuck Chaoke. It discusses how content is essential for inbound marketing and how creating the right content for target customers can attract prospects and keep them engaged. The document also provides examples of what constitutes content and presents a brand model outlining various benefits, personality traits, and positioning that can be communicated through content.
oGCDP understanding
This document provides an overview of AIESEC's Global Citizen program, including its history, present structure, and a SWOT analysis. The key points are:
1) AIESEC's Global Citizen program offers 6-8 week internships, study tours, and information exchanges in diverse cultures to help participants develop skills like cultural awareness, leadership, and social responsibility.
2) The program has evolved significantly since 1948 in terms of its matching platforms and operations.
3) A SWOT analysis identifies strengths like cost efficiency and diversity, weaknesses like low conversion rates, and opportunities to engage returnees, improve promotions, and develop new partnerships.
Customer Flow Understanding
- Clear understanding, efficient flow and customer centricity are objectives. The stages are attraction, consideration, value delivery, and brand advocacy.
- Main bottlenecks identified are slow response times during the matching process, lack of logistical information provided, and inconsistent experiences between opportunities described and realities.
- Customers noted positives like helpful hosting entities and opportunities for personal growth. Negatives included unclear processes, late or lack of preparation, insufficient support and communication, and projects not meeting expectations.
- To improve the flow, representatives should gather more customer feedback, standardize information and support provided, speed up matching and communication, and ensure opportunities are accurately portrayed and satisfying. Focusing more on customers needs at each stage
Lcp role (elects)
The document outlines the key responsibilities of a Local Committee President (LCP) in AIESEC. As the ultimate leadership role, an LCP acts as the guardian of the local committee's brand, guiding its values, behavior, and identity. An LCP is responsible for setting the local committee's direction and ensuring national and global alignment. As the team leader, an LCP drives team management, accountability, and the development of each team member. Externally, the LCP serves as the public face and official voice of the local committee. Strategically, an LCP creates the local vision while also understanding operations in detail to lead effectively.
Mc role
The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with international strategies and represents the organization externally. The MC also manages operations, legal and finance functions, conferences, and local committee development to help unify and strengthen the organization in Poland. It works to provide services like these through capable and experienced teams. The goal of the MC's work is to empower local committees and advance AIESEC's mission on a national level in Poland.
Re looking the way we plan Sumco 2015 session
The document discusses replanning for the next six months after reviewing performance over the past six months. It emphasizes analyzing what didn't work previously and using lessons learned to identify strategic changes to original plans. Replanning is not about reducing goals or using past strategies, but envisioning the next period while addressing current gaps to still achieve goals. An effective replanning package includes team priorities, gap analyses, operational projects, timelines, and growth drivers. Respective VPs and their teams develop replanning which the executive board finalizes with coach input and monitoring of implementation.
Process flow re-planning 2015
This document provides guidance on the replanning process for leadership councils (LCs) over the next six months. The replanning process involves:
1. Analyzing performance over the past six months and identifying gaps.
2. Reflecting on successes and failures with the executive board (EB) and defining team and LC stands.
3. Revisiting area-based projects (ABPs) and exchange targets, identifying gaps, and determining new strategies and goals.
4. Developing an implementation plan through a Gantt chart to coordinate activities across areas over the next six months.
The overall process is meant to help LCs learn from the past, strategize for the future,
Planning process session Nat-co 2016
The document discusses improving the ideal state and customer experience within an organization. It emphasizes keeping core customers at the center, using area strengths to enhance the customer experience, and different roles working together towards shared goals. It advises being physically and mentally present, sharing opinions, and not worrying too much about time as there is still some left to finalize plans while having fun with colleagues.
NPM growth model
The growth model provides an overall direction and framework for major growth strategies to widen the organization's perspective and encourage long-term thinking. It identifies the most critical variables and plans according to a unified direction to bring stability and guidance while enabling strategic continuity. Having a growth model points out internal synergy opportunities and leads to healthy organizational growth throughout different contexts by considering how each element contributes to the overall path.
MC buddies 2016
This document discusses the MC buddy system in AIESEC, which aims to facilitate communication between local committees (LCs) and the management committee (MC). Key points:
1. Each LC has an MC buddy who is responsible for understanding the LC's situation and providing support. This helps the MC better develop strategies and the LC gain perspective.
2. The goal is for buddies to support each other through clear communication and understanding realities on the ground.
3. The system provides LCs access to MC experience and helps the MC understand implementation, while buddies also support each other personally.
National Talent Plan Aug-Sept 2015
The document outlines the national talent plan for an organization between August-September 2015 and January 2016. It summarizes:
- They planned 737 exchanges in total for that period, with 67% (520 exchanges) focused on the iGCDP program area.
- Their recruitment goals included 180 trainees, 156 trainees/managers, and 780 managers across local committees.
- The majority of human resources would be allocated to the iGCDP program area, with 380 members, followed by other areas like Employer Branding with 178 members.
- The most needed job descriptions were sales & marketing with 268 and 172 members needed respectively.
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
The Rules Do Apply: Navigating HR Compliance
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Webinar - How to Craft a Winning Compensation Strategy
Join Payscale’s HR team as they discuss how to rethink and build a better compensation strategy that works for your organization.
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留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Webinar - How to Craft a Winning Compensation Strategy
Webinar - How to Craft a Winning Compensation Strategy
Implementation of MDP in LC
- 2. Adapt program to local needs Define leadership attitudes needed in your LC; Describe what do you expect out of the program; Plan Key Performance Indicators (how retention rate increase,no of TLP apps,level of memebrs satisfaction etc.) Adapt tools and flow to your LC. (How you will deliver the program?)
- 3. Preparations Plan timeline & Key Performance Indicators Choosing Coaches* *people that will run the program Training for Coaches* Present them goal,flow and KPI for program Members’ registration for the program Presenting the program to Local Committee
- 4. MUST DO CAN DO Promote program at least virtually Present the program to your memebrship during LCC or LCM Explain the goals and the flow of program Presenting the program to Local Committee
- 5. Option 1 Option 2 Delivery of program in OCP’s Job Description Create an application for the team that will run the program. * One person should be responsible for members from one area / one project. Choosing Coaches* *people that will run the program
- 6. MUST DO Deliver training to make sure people understand goals and flow. of the program. You can find example of the training. Training for Coaches* Present them goal,flow and KPI for program
- 7. When OCPs run the program When Development Structure runs the program OCP run the program for his / her team. Members can apply for the program by filling the application or by signing up. Remember to encourage members to take part in development program! Members’ registration for the program
- 8. Tools for you 1. Example of Job Description in Polish and English; 2. Tool for Performance Assessment in English; 3. Outline for session „My project’s purpose” in Polish and English; 4. Belbin test in Polish; 5. Survey for feedback in Polish and English; 6. TrackingTool in Polish. 7. Training for coaches.