This document provides a summary of learning and development initiatives at AIESEC Kolkata from April to May 2014. It describes LEAD sessions, learning circles, and other training events. Key highlights include:
- An MB summit in April that focused on survival skills.
- Virtual trainings for departments on topics like the six elements of GLE.
- A learning-based EPIC agenda in May delivered by the outgoing MB, not the EB.
- Mentorship and department meeting initiatives to drive talent management in a more exchange-focused way.
- Tracking the effectiveness of sessions through leads generated for exchanges and other opportunities.
AIESEC UGM Outgoing Preparation Seminar for Global Youth Ambassadors, one of the session is Inner and Outer Journey. This session is made for exchange participant who will volunteer abroad to do social projects. Inner and outer journey is essential, it's all about themselves and actions that they can do to make positive and purposeful impact for the society.
Leadership Development Model based Personal Development PlanFlora Liu
Leadership Development Model based Personal Development Plan, AIESEC in Australia. How we ensure that our membership is developing leadership with the facilitation of AIESEC operation.
AIESEC UGM Outgoing Preparation Seminar for Global Youth Ambassadors, one of the session is Inner and Outer Journey. This session is made for exchange participant who will volunteer abroad to do social projects. Inner and outer journey is essential, it's all about themselves and actions that they can do to make positive and purposeful impact for the society.
Leadership Development Model based Personal Development PlanFlora Liu
Leadership Development Model based Personal Development Plan, AIESEC in Australia. How we ensure that our membership is developing leadership with the facilitation of AIESEC operation.
Moving At The Speed of Software: How To Train Customers When Your Software Ch...ServiceRocket
Moving at the Speed of Software: How to Train Customers When Your Software Changes Every Week. View the slides from the April 21, 2015 webinar, and download the webinar recording here: http://bit.ly/1EwafmP
Featuring ServiceRocket and Learndot's Head of Training Bill Cushard, moderated by Sarah E. Brown.
This is my University Assignment and it is about analyzing the scenarios using UseCase and Rich Diagram. In this project, also include discussion about conflict between different management levels of Organization.
This presentation defines Business Strategy, explains it's importance and also outlines steps to define the same for one's organisation or client group.
It is based on Jay Galbraith's STAR Model
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
3. CONTENTS
•LEAD for TL’s : MB
Summit on 27th April
2014
•LnD in iGIP
•LnD in oGCDP
•LnD in iGCDP and oGIP
4. CONTENTS
• LnD in Expansion Entities
(Bhubaneshwar)
• LnD At April GBM
• LnD At May L’Cong 2014
• Operational Induction
• Learning Curve Assessment
throughout April
• An Introduction to TalentToday!
6. Prepared by Shruti Jain (TL iGCDP- Most Progressive
Member AIESEC Kolkata)
https://docs.google.com/file/d/0B_9GtnZJxhAKTzlq
VDVFMi1Zc1k/edit
-----------------------------------------------------------------
Prepared by Aman Ajmera (Ex- TL TM, Current VP
oGIP 2014-15)
https://docs.google.com/file/d/0B_9GtnZJxhAKOW
1YeXdRME5MaUE/edit
8. TL EXPERIENCE CLOSURE
Uditi Gupta (TL iGIP)
January 2014- April 2014- Best Manager of iGIP for
Q1
https://docs.google.com/a/aiesec.net/file/d/0B_9Gt
nZJxhAKV3Q1LTFfVUwyNDQ/edit?usp=drive_web
---------------------------------
Ayush Agarwala (TL iGIP)
January 2014- April 2014- EB Applicant (2014)
https://docs.google.com/a/aiesec.net/file/d/0B_9Gt
nZJxhAKZUpZTGJfYUE1dW8/edit?usp=drive_web
9. MB AUDIT SYSTEM AND
ALUMNI ENGAGEMENT AT
DEPARTMENT MEETS
• MB AUDITS for iGIP :
https://podio.com/webforms/8037942/6035
66
• Alumni Engagement for Department Meets:
Raunak Kapoor (VP iGIP’13)
Shreyansh Chandak (VP iGIP’13)
11. LEARNING BASED EPIC AGENDA
: OGCDP MB PROJECT
• AIESEC in Kolkata had it’s Summer EPIC on 11th May
2014. The attendees weren’t just the EP’s who had
registered for YGEP, but also Q1 MB and the Q2 MB
Applicants.
Fun Facts about the EPIC 2014:
1) EPIC was a joint project of VP TM and VP oGCDP
2) EPIC was used to drive iXP. Attendees included not only Raised
EP’s but also Q1 MB (outgoing and Q2 MB Applicants
12. LEARNING BASED EPIC AGENDA :
OGCDP MB PROJECT
3) EPIC was an MB oGCDP Project. The entire Session was
prepared by the oGCDP MB of Q1 and Delivered by them,
NOT by the EB and not by the VP oGCDP
4) The EPIC saw an attendance of 15/20 Q1 MB Members
and 19/34 Q2 MB Applicants. Which is a total attendance
of 34 members (excluding the EB of 14 people)
5) In 2013, EPIC was conducted as an oGCDP EB Project
(not an MB Project) to only Raised EP’s, and to a
membership of 20-25 people at a GBM in April.
13. LEARNING BASED EPIC AGENDA :
OGCDP MB PROJECT
6) EPIC was Learning Based. The EPIC Featured LEAD and Learning Circles
(Agenda creation was a VP TM- VP oGCDP Project)
7) This is the first initiative towards Exchange driven Talent Management.
The next being EP LEAD for IGCDP (in progress)
THE “EPIC” Agenda
https://docs.google.com/a/aiesec.net/spreadsheets/d/1jhyyHia6E1iuTxgPG
MxGEQnVfc3d68rhqSZQy5fOtt0/edit#gid=0
LEAD at EPIC
https://docs.google.com/a/aiesec.net/file/d/0B_9GtnZJxhA
KVS1zbjI0OUUzNnc/edit?usp=drive_web
14. EP MENTORSHIP (JOINT PROJECT
OF VP TM AND VP OGCDP)
Another Instance of Exchange Driven Talent
Management
National yGEP Mentorship Module:
:https://docs.google.com/a/aiesec.net/file/d/0Bz0
zPbYD5WHfZmVYNER5WkFPa2c/edit
AIESEC Kolkata Mentorship Module (Prepared by
VP TM and VP oGCDP):
https://docs.google.com/a/aiesec.net/file/d/0B_9Gt
nZJxhAKMUVTR19yNlVxVDg/edit?usp=drive_web
16. VIRTUAL EDUCATION : ONE OF THE 6
ELEMENTS OF
GLE
Virtual Training for oGIP:
https://docs.google.com/a/aiesec.net/file/d/0B_9Gtn
ZJxhAKTDRuSUFTTkJBRkk/edit?usp=drive_web
--------------------------------------------------
Virtual Department Meetings for iGCDP:
( iGCDP has Department Meets, Sub- Department
Meets, and Team Meets every Week on Skype for an
hour)- Screenshots attached alongside!
Reference :
Mrinal Sony : TL iGCDP
Shubham Deora : Member iGCDP
Disha Saraf : VP iGCDP
18. LND INITIATIVES IN AIESEC
BHUBANESHWAR- BEST ENTITY, AIESEC
KOLKATA
Learning Circle at April GBM-
Session Name : Then and Now
Conducted by Vishwajeet Maurya (Director
TM)
https://docs.google.com/a/aiesec.net/file/d/
0Bx50JfOAy7ird2FHWENUT2FoMUk/edit?us
p=drive_web
20. LEARNING BASED AGENDA AND
FLOW
GBM Agenda :
https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AprTdvvcvPP
kdGF6T0R3aXktN2o3cWdYbnkya05sM2c&usp=drive_web#gid=2
---------------------------------
LEARNING CIRCLE CONDUCTED BY
EXTERNAL SPEAKER- JIMIT POPAT
(MCP- AIESEC GREECE AND ALUMNUS
OF AIESEC KOLKATA)
Jimit’s Experience Report:
https://docs.google.com/a/aiesec.net/file/d/0Bx50Jf
OAy7irWGtCZmkyUkQwMVU/edit?usp=drive_web
21. LEARNING BASED AGENDA AND
FLOW
Fun Facts about the April GBM
1) April GBM saw the launch of May L’Cong Dates and May
L’Cong OCP Announcements. It saw maximum
attendance of 65-70 people.
2) The Learning Circle topic was “ Indian Politics- What do
you, as an AIESEC’er have to say about this”. It was
because the General Elections were happening at that
point of time. Jimit facilitated the Learning Circle as he
has an international and Local Perspective Both
22. LEARNING BASED AGENDA AND
FLOW
Fun Facts about the April GBM
3) The GBM also saw a Session on Financial Education to
the GB for the first time- Which is the MOS of VP
Finance and VP LnD.
4) Direct Results tracked from the Sessions : iXP Session:
Siddharth Agarwal ( TL marketing- Raised and Matched)
post the April GBM
24. LEARNING BASED AGENDA AND
FLOW
Agenda:
https://docs.google.com/a/aiesec.net/spreadsheets/d/1Y
pMoFnqmph_iiyA-v1Qgo3HzvcUH-
XfsqmQ5auosU7k/edit?usp=drive_web
-----------------------------------------------------
LEAD Session on Effective Communication-
Conducted by VP TM (Sensing done from Q2 MB
Application Interviews and Applications)- The Session
complies with all the LEAD Principles (refer to PPT)
https://docs.google.com/a/aiesec.net/file/d/0Bx50JfOAy
7irRVo5SkFPcmVFckU/edit?usp=drive_web
25. TRACKING THE EFFECTIVENESS OF
SESSIONS
iXP Session- Following Leads generated
• Sonal Agrawal (M)
• Surabhi Bhura (iGIP)
• Megha Priya (iGIP)
• Siddharth Verma (Richie)
• Smarajit (iGCDP and CIM Crew)
• Mridul Sony
• Siddharth Gupta (Marketing)
• Suman Das (Expansions) 9932943509
• Samriddhi Pandey (Expansions)
26. TRACKING THE EFFECTIVENESS OF
SESSIONS
ILCEP Session- Following Leads Generated
• Aamir Ali (iGCDP)- Interested in an ILCEP to Chandigarh
Surat or Dehradun
• Aakanksha Kuamr (OGX)- Interested in an ILCEP to
Ranchi (Expansion Entity) or Mumbai
• Ruma Sarkar (OGX)- Interested in an ILCEP to Bangalore
28. REFER TO THE OPERATIONAL
INDUCTION REPORT
Operational Induction (GameChanger) Report
is Below:
https://docs.google.com/a/aiesec.net/file/d/0Bx
50JfOAy7irOHpFVE1tR0RLWnc/edit?usp=drive
_web
Assessment Period :
21stMarch-30th April
30. LEARNING CURVE ASSESSMENT HAS
FINALLY BEGUN!
Detailed Learning Curve Assessment shall be sent
before JNC because :
• 1) Learning Curve Assessment shall shift from
360 CAT to TalentToday
• 2) I shall be using my new TL TM for Preparing
these Assessments once his training is
complete
Sample Learning Curve Assessment Report
prepared by me, based on CAT 360 in next page
31. SANA BARI- TL OGCDP
(BEST TL (EXCHANGE) FOR Q1)
Strength Assessment Taken on 6th March Strength Assessment Taken on 6th May
32. SANA BARI- TL OGCDP
(BEST TL (EXCHANGE) FOR Q1)
2.4 2.61
2.2
2.8
2.6
3.8
3.82
3.2
May June
Sana’s Learning Curve!
Global Mindset Entrepreneurial Outlook
Social Responsibility Emotional Intelligence
Proactive Learning
33. INFERENCES
• There has been a growth in all Competencies
except Emotional Intelligence (Stagnant) and
Social Responsibility (Dip)
• AS VP TM, to ensure her Learning Curve is
always positive, immediate steps for her are:
1) Department Change or Change in Job Role (To
ensure EO rises, by interacting with new people
and doing new things)
2) ILCEP or GCDP- To boost SR Quotient, else be a
part of the iGCDP Delivery Team.
34. LEARNING CURVE ASSESSMENT HAS
ALSO BEEN DONE FOR THE FOLLOWING:
(ALPHA USERS)
• Shruti Jain (TL iGCDP) and Most Progressive
TL in AIESEC Kolkata, Q1
• Cheyus Singhania (Member BD and
International NST Applicant)
• Sana Bari (Details given)
• Aman Ajmera(TL TM for Q1 and now VP oGIP
2014-15)
• Sonal Agrawal (TL Marketing for Q2 and 2 Time
MB Applicant)
Individual
Learning
Curves shall
be prepared
before JNC
36. TALENT TODAY IS GOING VIRAL IN
AIESEC KOLKATA!
• Check out the Competency Analysis of the
Following people by accessing the below link:
• https://drive.google.com/a/aiesec.net/?usp=sheet
s_web#folders/0B_9GtnZJxhAKaGJMMmZMYmRGN
TQ
1) Aman Ajmera
2) Kanav Sahgal
3) Bhavik Vora (EB Applicant 2014, TL BD Q1 and
Q2)
4) Shubhankar Ghosh (Member iGIP and TL TM
Applicant for Q2)