This document discusses challenges and opportunities that come with discovery and learning. It encourages facing challenges as they provide real learning opportunities. It announces the start of a local education cycle with immense excitement.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
SCORE (Strengths, Challenges, Opportunities, Responses, Effectiveness) is a more versatile alternative to the commonly-used SWOT strategy-assessment framework
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
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.
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
Vivek Menon is the Vice President of Business Development at AIESEC in Manipal University. His responsibilities include raising funds for events and projects, building business for AIESEC, and conducting sales training. He aims to establish AIESEC as a relevant partner in the corporate world by focusing on fund raising, customer relationship management, and corporate relevance. He has outlined strategies, projects, and key performance indicators for each quarter of the year to help meet annual targets of raising a total of 8,18,000 INR from business development.
The document outlines new guidelines for team standards at Evolved. It summarizes the changes made which include reducing the number of checklist points from 35 to focus on key stages of a team: building, performing, and closing. The standards now act as a guideline for team leaders to create good experiences rather than just a checklist. It describes the stages a team goes through and the standards required at each stage, such as introducing the team and setting goals in the building phase, and regular check-ins and team days in the performing phase. The document shows how the standards have been evolved from minimum expectations to align with a model of delivering value to better support team leaders.
SCORE (Strengths, Challenges, Opportunities, Responses, Effectiveness) is a more versatile alternative to the commonly-used SWOT strategy-assessment framework
Introduction to Talent Management department for new members of AIESEC UGM. Expected output of this session is to give a knowledge about each departments in AIESEC UGM, so new members will be able to choose preferred departments they want to join.
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.
This document provides an overview of the Talent Education process within AIESEC and outlines the objectives and content of a Learning and Education Circle (LEC) framework. The LEC is designed to increase members' skills and knowledge through various learning environments like conferences, mentoring, team experiences, and learning circles. It includes education on areas like AIESEC knowledge, skills development, functional processes, and strategic knowledge tailored to members' roles and experience levels. The LEC aims to improve member retention, increase knowledge, engage externals for training, and decrease time to proficiency within AIESEC roles.
The document discusses the role of talent management in an organization. It states that people decisions are the ultimate control an organization has. The key roles of talent management are to make decisions around getting the right people, keeping them, and developing them. It emphasizes measuring success through both lag measures like retention rates and lead measures that can influence lag measures, like whether team members feel appreciated. The document provides examples of lead and lag measures and stresses the importance of tracking lead measures over time to improve lag measures. It concludes by listing many areas of knowledge important for talent management and posing frequently asked questions.
Vivek Menon is the Vice President of Business Development at AIESEC in Manipal University. His responsibilities include raising funds for events and projects, building business for AIESEC, and conducting sales training. He aims to establish AIESEC as a relevant partner in the corporate world by focusing on fund raising, customer relationship management, and corporate relevance. He has outlined strategies, projects, and key performance indicators for each quarter of the year to help meet annual targets of raising a total of 8,18,000 INR from business development.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
The document outlines six values and five principles for motivating members of an organization to live the experience: the six values are integrity, sustainability, diversity, leadership, excellence, and joy; the five principles are individual reflection, expanding one's network, increasing theoretical and practical training, challenging one's worldview, and actively participating in one's own formation and that of others. The goal is to share an experience within the organization with other members.
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
This document outlines several awards that will be given out by MC Changing the Game for the 2011-2012 term. It describes the Exchange Award, Best Project Award, Leadership Award, and Excellence Award, providing the criteria and timeline for applying to each. The purpose is to recognize top-performing local committees and encourage determination, passion, and hard work.
Although 88 percent of companies measure employee engagement, few organizations succeed in creating an engagement-driven culture. Gallup surveys show that 68 percent of U.S. employees are “not engaged” or “actively disengaged”—resulting in lost organizational productivity and industry competitiveness.
In this interactive webinar, corporate performance experts discuss innovative ways to mobilize and sustain employee engagement by moving beyond metrics to actions that drive business results. By converting retrospective assessments into foresight-focused performance tools, managers and talent professionals can energize the organizational culture and boost business outcomes.
In this webinar, attendees will learn:
Practical “to-do’s” for improving employee engagement immediately.
Best practices for promoting sustainable, affordable engagement over time.
Tips to strengthen engagement through employee skill-building and career development.
Insights for fueling an engagement-friendly learning culture.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Introduction to Talent Acquisition Analyticstwschiller
Want to make better hires, faster? Slides covering how to use analytics to make talent acquisition more efficient and predictive
The most important sourcing, screening, and assessment metrics
喙 How to diagnose process problems by combining metrics
The common mistakes data scientists make when analyzing TA data and how to avoid them
This document provides an overview of startup valuation and fundraising strategies. It discusses financial projections, exit strategies, and valuation methods. Key points include:
- Financial projections should include revenue models, customer projections, costs, and cash flow budgets to support fundraising goals.
- An exit strategy outlines potential acquisitions, IPOs, or remaining independent to help investors evaluate return on investment.
- Comparable company analyses use multiples like revenue or EBITDA to estimate startup valuation based on exited companies.
The document provides templates and considerations for building financial models, researching comparable acquisitions, and determining valuation to support fundraising efforts.
AIESEC is a global student-run organization that provides leadership development experiences to young people in over 124 countries. It focuses on providing an international platform for young people to discover and develop their potential to have a positive social impact.
The "Engagement with AIESEC" phase aims to introduce more young people to AIESEC experiences through three types of activities: micro experiences like short-term volunteering; public relations activities to increase organizational reputation; and marketing activities to promote core programs.
For those interested in becoming AIESEC members, there is a two-path process - applying for an international internship within a year or going through a three-month probationary "Engagement with AIESEC"
A simple investor pitch deck template with examples designed to simplify the process for entrepreneurs develop their investor pitch deck's quickly and easily.
This is part of a series of presentations:
1. One pager
2. 12–15 slide pitch deck
3. 50–60 back-up slides
4. Due diligence
This document is focused on the second part of the series which is just the pitch deck itself.
The document discusses onboarding new employees. It defines onboarding as a process to develop engaged employees by conveying organizational culture and values, setting expectations, and providing tools for employees to quickly become productive. Onboarding goes beyond orientation to provide guidance on how employees fit into the company's goals. The onboarding process involves explaining the business and culture, forging connections between employees, and accelerating time to performance through training and mentorship programs. Statistics show that effective onboarding programs improve employee retention and productivity.
This document provides an overview of Learning and Development services offered by People Partnerships to both UTi employees and the business. It describes the team structure and processes for developing training initiatives aligned to business strategy. Services include needs analysis, training coordination, material development, and accredited training. The UTi Academy offers compliance training, leadership development programs, and continuous professional development opportunities. Eligible employees can access study assistance for courses related to their job or career progression. Policies and procedures provide guidelines for literacy programs, learning and development, and study assistance.
Measuring ROI in Training with Case StudiesShyam Sunder
1) The document outlines the objectives and agenda for a 2-day ROI India workshop focused on training participants in evaluating programs and measuring return on investment.
2) The learning objectives include identifying different evaluation levels, aligning programs to business needs, collecting data, isolating program effects, and calculating ROI.
3) Application objectives involve developing an evaluation plan for a specific program, and impact objectives aim to improve program effectiveness within 6 months of the workshop.
The document provides an overview of EY's advisory services. It discusses how EY helps clients address forces like digitization, increasing regulation, and globalization by developing strategies to drive transformational change, optimizing business processes, and implementing technologies. It highlights EY's focus on leadership, alignment, execution, and adoption. The document shares examples of how EY has helped clients in industries like utilities, healthcare, and banking grow revenues, improve operations, and protect their businesses and brands. It also notes EY's global scale and recognition as a market leader in consulting.
How to build lc lc partnerships o-gcdp tier1AIESEC
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
This document provides guidance on implementing team standards. It discusses the key stages of implementing change according to the ADKAR change management model: awareness, desire, knowledge, ability, and reinforcement. For each stage, it poses questions to help assess where an individual or team is in the implementation process and what needs to be focused on to progress to the next stage, such as building knowledge if awareness and desire already exist but skills have not been developed. The overall message is that full implementation of team standards requires progressing through each stage of the ADKAR model and focusing efforts on the current point of challenge.
AIESEC's leadership development model focuses on creating world citizens who are self-aware, able to empower others, and solution-oriented. The model delivers an inner and outer journey through AIESEC's Experiential Learning and Development program to develop leaders. It cultivates leaders who believe in their ability to make a difference in the world, are interested in world issues, and enjoy taking responsibility for improving the world.
AIESEC's culture focuses on togetherness and energy. As a youth-run organization, AIESEC builds energy through togetherness, which is demonstrated through their attitudes and behaviors. This togetherness is what distinguishes AIESEC from other organizations.
The document provides tips for optimizing product performance by analyzing timelines, customer needs, insights, and partnerships. It emphasizes backward planning to identify key activities and timelines needed to acquire and convert customers. Some questions to consider include identifying bottlenecks in the customer journey, competencies needed by human resources, customizing offerings for partnerships, and enabling customer advocacy. Tracking metrics at each stage is important to determine what content works for moving customers through the process.
The document outlines six values and five principles for motivating members of an organization to live the experience: the six values are integrity, sustainability, diversity, leadership, excellence, and joy; the five principles are individual reflection, expanding one's network, increasing theoretical and practical training, challenging one's worldview, and actively participating in one's own formation and that of others. The goal is to share an experience within the organization with other members.
Gorilla Labs is a Venture builder (startup studio) designed to internalize ideation, rapidly iterate MVPs, and deploy accelerated go-to-market strategies for commercialization using Lean Startup methodology.
Co-founded by 2 INSEAD MBAs (Class of 2015)
Nikhil Jacob
Rubens Nigoghossian
More about venture builders:
http://venturebeat.com/2015/01/18/how-venture-builders-are-changing-the-startup-model/
What is a startup studio?
http://upstart.bizjournals.com/multimedia/interactives/2015/04/what-the-heck-is-a-startup-factory.html
Author's blog on experience in the Southeast Asia venture capital ecosystem
http://theventurevault.com/
This document outlines several awards that will be given out by MC Changing the Game for the 2011-2012 term. It describes the Exchange Award, Best Project Award, Leadership Award, and Excellence Award, providing the criteria and timeline for applying to each. The purpose is to recognize top-performing local committees and encourage determination, passion, and hard work.
Although 88 percent of companies measure employee engagement, few organizations succeed in creating an engagement-driven culture. Gallup surveys show that 68 percent of U.S. employees are “not engaged” or “actively disengaged”—resulting in lost organizational productivity and industry competitiveness.
In this interactive webinar, corporate performance experts discuss innovative ways to mobilize and sustain employee engagement by moving beyond metrics to actions that drive business results. By converting retrospective assessments into foresight-focused performance tools, managers and talent professionals can energize the organizational culture and boost business outcomes.
In this webinar, attendees will learn:
Practical “to-do’s” for improving employee engagement immediately.
Best practices for promoting sustainable, affordable engagement over time.
Tips to strengthen engagement through employee skill-building and career development.
Insights for fueling an engagement-friendly learning culture.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
Introduction to Talent Acquisition Analyticstwschiller
Want to make better hires, faster? Slides covering how to use analytics to make talent acquisition more efficient and predictive
The most important sourcing, screening, and assessment metrics
喙 How to diagnose process problems by combining metrics
The common mistakes data scientists make when analyzing TA data and how to avoid them
This document provides an overview of startup valuation and fundraising strategies. It discusses financial projections, exit strategies, and valuation methods. Key points include:
- Financial projections should include revenue models, customer projections, costs, and cash flow budgets to support fundraising goals.
- An exit strategy outlines potential acquisitions, IPOs, or remaining independent to help investors evaluate return on investment.
- Comparable company analyses use multiples like revenue or EBITDA to estimate startup valuation based on exited companies.
The document provides templates and considerations for building financial models, researching comparable acquisitions, and determining valuation to support fundraising efforts.
AIESEC is a global student-run organization that provides leadership development experiences to young people in over 124 countries. It focuses on providing an international platform for young people to discover and develop their potential to have a positive social impact.
The "Engagement with AIESEC" phase aims to introduce more young people to AIESEC experiences through three types of activities: micro experiences like short-term volunteering; public relations activities to increase organizational reputation; and marketing activities to promote core programs.
For those interested in becoming AIESEC members, there is a two-path process - applying for an international internship within a year or going through a three-month probationary "Engagement with AIESEC"
A simple investor pitch deck template with examples designed to simplify the process for entrepreneurs develop their investor pitch deck's quickly and easily.
This is part of a series of presentations:
1. One pager
2. 12–15 slide pitch deck
3. 50–60 back-up slides
4. Due diligence
This document is focused on the second part of the series which is just the pitch deck itself.
The document discusses onboarding new employees. It defines onboarding as a process to develop engaged employees by conveying organizational culture and values, setting expectations, and providing tools for employees to quickly become productive. Onboarding goes beyond orientation to provide guidance on how employees fit into the company's goals. The onboarding process involves explaining the business and culture, forging connections between employees, and accelerating time to performance through training and mentorship programs. Statistics show that effective onboarding programs improve employee retention and productivity.
This document provides an overview of Learning and Development services offered by People Partnerships to both UTi employees and the business. It describes the team structure and processes for developing training initiatives aligned to business strategy. Services include needs analysis, training coordination, material development, and accredited training. The UTi Academy offers compliance training, leadership development programs, and continuous professional development opportunities. Eligible employees can access study assistance for courses related to their job or career progression. Policies and procedures provide guidelines for literacy programs, learning and development, and study assistance.
Measuring ROI in Training with Case StudiesShyam Sunder
1) The document outlines the objectives and agenda for a 2-day ROI India workshop focused on training participants in evaluating programs and measuring return on investment.
2) The learning objectives include identifying different evaluation levels, aligning programs to business needs, collecting data, isolating program effects, and calculating ROI.
3) Application objectives involve developing an evaluation plan for a specific program, and impact objectives aim to improve program effectiveness within 6 months of the workshop.
The document provides an overview of EY's advisory services. It discusses how EY helps clients address forces like digitization, increasing regulation, and globalization by developing strategies to drive transformational change, optimizing business processes, and implementing technologies. It highlights EY's focus on leadership, alignment, execution, and adoption. The document shares examples of how EY has helped clients in industries like utilities, healthcare, and banking grow revenues, improve operations, and protect their businesses and brands. It also notes EY's global scale and recognition as a market leader in consulting.
How to build lc lc partnerships o-gcdp tier1AIESEC
This document provides guidance on establishing LC-LC partnerships within AIESEC. It recommends that partnerships have long-term agreements with measurable goals for mutual benefit and purpose. Partnerships aim to deliver more powerful exchange experiences and make the process faster and easier. The MC's role is to educate LCs, especially larger ones, on building partnerships and aligning with national partnerships. When establishing a partnership, LCs should analyze supply and demand, approach target LCs, finalize agreements, operate with follow-ups, and review results. Guidance is provided on each step and considerations like timelines, requirements and logistics. Resources for the Canada and Philippines partnerships are also included.
Management Consulting Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey, Deloitte & BCG Consultants, after 2,000+ hours of work. It is considered the world's best & most comprehensive Management Consulting Toolkit. It includes all the Frameworks, Tools & Document Templates required to improve the Management Consulting Capability of your organization & excel as a Management Consultant. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
This document provides guidance on implementing team standards. It discusses the key stages of implementing change according to the ADKAR change management model: awareness, desire, knowledge, ability, and reinforcement. For each stage, it poses questions to help assess where an individual or team is in the implementation process and what needs to be focused on to progress to the next stage, such as building knowledge if awareness and desire already exist but skills have not been developed. The overall message is that full implementation of team standards requires progressing through each stage of the ADKAR model and focusing efforts on the current point of challenge.
1. Burung termasuk kelompok hewan bertulang belakang yang memiliki bulu dan sayap.
2. Burung berevolusi dari reptilia seperti dinosaurus dan kehilangan ciri-ciri reptilia seperti gigi.
3. Burung memiliki berbagai jenis bulu yang berbeda fungsi seperti untuk terbang, mengatur suhu tubuh, dan warna.
AIESEC Kolkata | LCVP TM 2015 Transition Part 1Kanav N. Sahgal
This document outlines the key elements of transitioning into the role of Vice President of Talent Management for AIESEC Kolkata, including thought transition, behavioral transition, operational transition, and practical transition. It discusses expressing vulnerabilities, talent management as a behavior, TM and LnD operations. It provides homework assignments on learning the role, avoiding past mistakes, creating profiles for the VP TM and EB member roles. It also covers understanding talent management, reviewing the past term strengths and weaknesses, analyzing the present through SWOT and setting strategies and opportunities, and defining a future vision and manifesto for the term. The document is the first part of passing experience and knowledge from the outgoing to incoming VP of Talent Management.
This document outlines a growth model for leadership development. It proposes structuring growth through clear goals and strategies for different programs (oGIP, iGIP, iGCDP, oGCDP). Leaders would be allocated across programs and locations based on past performance, expertise, and skills. The top tier leaders would be ranked TOP in key programs, while lower tiers would be ranked GRO or POT. Each location cluster would have a driver program to learn from and a focus program to invest in. This aims to standardize leadership development and track growth through defined key performance indicators across front and back office functions.
The document discusses OGX GIP's growth path and strategies for future growth. It shows their numbers of participants raised (RA), matched (MA), and realized (RE) from 2009-2015, with overall growth but a gap between MA and RE. It analyzes strengths, weaknesses, opportunities and responses to ensure continued growth. Key opportunities include leveraging the ASEAN Economic Community, emerging Asian and African markets, and capitalizing on Indonesian diaspora networks. Strategies proposed include refocusing on specific talent capabilities, strengthening partnerships, digital engagement, and understanding political/economic factors that impact markets.
AIESEC| Italy 1415| MC | Expansion Growth ModelGuiscardo Urso
The document outlines an expansion strategy for creating new Local Committees (LCs) and specialized units within existing LCs and Member Committees. It establishes a three-level growth model where entities progress from running basic exchange programs to more advanced programs. Specific criteria are set for talent capacity, exchange goals, and learning cycles at each level to ensure sustainable growth. The role of the NST team is to coach and support new entities through training and virtual/physical workshops to build expertise over multiple levels until the entity can operate independently.
AIESEC Poland LC's growth model launch at NPM 2015aiesec_poland
This is the Growth model of AIESEC in Poland that was created along with the LCPs and MC of the entity. The strategies in the GM constantly will be evolving but the model is going to be the same for some time. It is also not the final model, there is an addition of the element of organizational health that is happening now and more things will be added further.
This document discusses talent capacity and human capital planning within AIESEC. It emphasizes that understanding business operations and building a human capital plan is key to talent capacity. It provides an example of a local committee's plan to grow exchanges from 10 to 35 by mapping out member roles and responsibilities for information sessions, promotions, selection processes, and more across months. Retention is also discussed, noting it is linked to fulfilling promises in the employee value proposition. The document stresses taking a people-first approach and considering how talent needs would change if exchanges were to increase ten-fold.
This document outlines the replanning process for an organization called LCM I. It discusses expectations for members, including respecting structure, being proactive, and thinking outside the box. Members will participate in a Think Tank to generate new ideas and will take on projects through different tracks such as alumni day, business development, and support for larger events. The schedule for leadership committee meetings and elections is also provided along with dates for various side activities throughout the semester.
This document provides an overview of talent management processes and programs within AIESEC. It discusses talent development programs including managing the learning environment, leadership development programs, and managing partnerships. It then describes the key talent management processes of talent planning, marketing, selection, induction, goal setting, allocation, training, coaching, tracking, succession planning, performance reviews, and motivation. The document is intended as a guide for local AIESEC chapters on developing and implementing effective talent management systems.
Intro To Natural Stone Design I - Quick Lookvincentmoiso
Natural stone forms through three main processes: sedimentary, metamorphic, and igneous. Sedimentary stone forms from compression of sediments, metamorphic forms from changes to existing rock by heat and pressure, and igneous forms from cooling magma. Common types include limestone, marble, sandstone, slate, quartzite, and granite. Each has distinct characteristics based on its mineral composition and formation process.
1) The document discusses hormonal regulation of the menstrual cycle and ovulation. It mentions the roles of LH and FSH in stimulating follicle development and inhibiting hormones.
2) Meiosis and gamete formation are briefly covered, noting the production of oocytes and spermatozoa.
3) Bone formation and fetal development over 12 weeks of pregnancy are summarized at a high level.
The document provides guidance on developing effective sales skills, outlining the sales process and how to handle different types of client responses. It emphasizes creating an elevator pitch that succinctly conveys what a company does for its customers and why it's different in 35 words or less, and adjusting the pitch based on the audience. The goal is to pique interest and secure follow-up meetings using a polished, customized elevator pitch.
This proposal seeks funding to assess the sustainability of agricultural practices and technologies in improving rural livelihoods and farm production levels in semi-arid regions of Mozambique and Zimbabwe. It will apply the Sustainable Livelihoods Framework to identify vulnerabilities, resources, support systems, livelihood strategies, and outcomes across communities. The research aims to determine what technologies are needed to improve rural livelihoods and sustainability in vulnerable districts. It will collect primary data through surveys, interviews and discussions to analyze crops, land, incomes, markets, policies and survival strategies. The results could contribute to rural development, poverty reduction, and new sustainable agriculture approaches in both countries.
The document provides updates on various metrics for an organization, including a raise of 2, 3 matches completed, 25 realizations, and 5 appointments made.
This document appears to be a timeline of events from February 2012 to December 2013 that were part of an experience that the author found worth every single second, including standing in September 2012 and flying by March 2013, concluding with encouragement to be yourself.
The document summarizes the key performance indicators achieved through different mediums for showcasing and matching entrepreneurial profiles during an oGIP event. It notes that 10 entrepreneurial profiles were showcased through an online booklet with 8 getting matched. Two out of five profiles featured in videos on YouTube were successfully matched. Additionally, one profile was matched using an induction booklet profiling 5 entrepreneurs. Various other documents like brochures and websites were also utilized to promote the life sciences entrepreneurship program. Finally, support was provided by the Center for Innovation and Management to the organizing team for the oGIP event.
The document reports on the key performance indicators achieved for various events and activities conducted by the organization:
- The April Matching Mania event exceeded its targets of 300 registrations and 25 matches by having 330 registrations and 15+ matches.
- The November Matching Mania had 123 registrations and 46 attendees, and generated 4 matches.
- The oGCDP booklet led to 46 international relations contacts and potential for 25 partnerships to scale up programs and 10 for organic growth.
- The How to Put a Form on System video achieved its target of having over 60 entrepreneurs promoted through it.
The document provides information on various initiatives by AIESEC Hyderabad to promote international internships and professional exchanges. It summarizes key performance indicators (KPIs) achieved from April to November including numbers of registrations and matches. Links are provided to materials used in client promotion, branding, and personalized outreach like newsletters. The initiatives aimed to generate leads from different countries and showcase Hyderabad as a destination for internships and cultural experiences.
The document reports on the key performance indicators (KPIs) achieved for various AIESEC programs and events in April, November, and other months. For the April Matching Mania event, over 330 people registered and 3 matches were made, exceeding the KPI targets. The November event saw 24 registrations and 6 matches. Other sections provide updates on member education, potential partnerships identified at an international congress, and KPIs met for the Global Internship Program, including 15 externship placements and 46 international relations contacts made.
This document summarizes several IR partnership programs and their key performance indicators. For the IR Partnerships program, the number of partnerships and exchanged professionals delivered exceeded targets. The Matching Mania program in April saw more registrations and matches than its goals. The November Matching Mania had lower attendance than planned. Case studies collected also surpassed its goal. The GCDP Booklet generated potential new partnerships. The Get Matched in 24 Hours initiative reached fewer leads and countries than targeted. Links are provided to additional details on registration forms and reports.
The document discusses adapting organizational strategies like a chameleon. It instructs participants to split into groups and design fictional organizations. Case studies are presented on Pantene, Pringles, and PARCEL that demonstrate how changes in business strategy unlocked new revenue opportunities. The key lessons are that strategic changes are necessary to seize future opportunities, not incidental, and require foresight to know when existing strategies are ill-suited and discipline to enact fundamental shifts. The document concludes by stating AIESEC needs to adapt the way it does things while maintaining its interdependent nature.
This document reviews the performance of two projects called GIP ICX and GIP OGX from January to October based on projections and realizations. GIP ICX exceeded its targets by achieving 68 exchanges compared to a projection of 57. It had a national standing of 4 in projections and 5 in realizations. GIP OGX nearly met its targets by achieving 17 exchanges against a projection of 18. It had a national standing of 3 in projections and 2 in realizations. Both projects aim to increase the number of exchanges in the coming months through targeted strategies like reverse raising and focusing on specific countries, sectors, and clients.
The document provides a summary of the state of financial affairs as of October. It notes that the bank balance is 1.06 lakhs with fixed deposits of 8.07 lakhs. Analysis of different programs shows that iGCDP needs to raise more funds and collect client fees. oGCDP has brought in close to 10 lakhs but dipped in the third quarter. iGIP has negative cash flow and receivables of 80,000 rupees pending. Expansions made investments in a flat rent and ReCON. Business development major investments were made in Nexus, GEN WE and NEP but targets were only achieved at 8.2 lakhs against 18 lakhs.
The document outlines a company's strategic plan across several areas including fundraising, partnerships, outreach, applications, communications, growth, talent recruitment, and financial sustainability. Key metrics note funds raised, a 48% engagement rate, and targets for growth and talent capacity with the aim of achieving long term financial stability.
The document announces an evening plenary event that includes catching with friends, cross dressing, recording someone abusing in Hindi, lifting someone, and motions encouraging boys on one side, girls on the other. It promotes the event as having booze, hot guys, pretty girls, and music and encourages attendees to shake their bodies and put on masks for a masquerade party, putting on their best looks.
The article discusses sharing success with others. It suggests that when you find success, you should share your knowledge and experience with others so they too can achieve their goals. Helping others helps create a culture where people support one another in achieving their dreams.
The document discusses fundraising efforts, with one raise completed by Seher and two more planned this week by Vinila and Rishika. Twenty-three matches were made before a certain event with one more still pending documentation. Plans are mentioned to boost fundraising through poster drives and engagement activities to revive a program.
Simran Chabria generated 10 CVs in one day and obtained leads from over 100 companies. She completed interviews with Innopark India Pvt. Ltd. and ITC Kakatiya, though the latter resulted in two rejections. Simran also has two upcoming interviews with Taj Falaknuma and attended a department meeting where problems and solutions were discussed.
Cold calls were made and received positively. Three raises were implemented in the system. Interviews were conducted with candidates from Vietnam, USA, China, Ghana, and Russia. Job postings were made on Monster.com which resulted in two matches but the start dates conflicted. Nationally, there were four matches and two realized in terms of delivery rate with mention for progress.
The document discusses several events organized by AIESEC Hyderabad including Generation WE in Vijayawada which had 650 delegates and raised Rs. 45,000 with Rs. 1,50,000 of in-kind contributions. It also mentions Link #4 which had 100 delegates and 6 panelists at the Radisson Blu hotel. Additionally, it notes that The Treadstone was recognized for consistent performance by NSC and was number 2 in funds raised with partnerships in the green category and board engagement in the yellow category. It provides details on targets versus achievements for The Treadstone with income receivables of Rs. 10,000 targeted but Rs. 10,31,135 achieved although Rs. 7,88,865
This document provides updates on various communications and information management initiatives, including revising an information booklet, adding two new videos, one new client testimonial, support tool management, and a GIS campaign. It also notes the organization has achieved a national ranking of number one and discusses business continuity planning for a GIS implementation.
The document provides updates on various marketing, public relations, and recruitment activities for an organization. It mentions securing partnerships with business schools, an upcoming event campaign called Genesis, social media promotion through tweets and videos, and follow up meetings with media outlets. It also congratulates several student groups for their achievements. The document uses hashtags and informal language to discuss different status updates.
This document contains charts showing pipeline, matches and projections for different groups (GIP ICX, GIP OGX, GCDP OGX, GCDP ICX) from January 2014 to October 2014. For each group, inferences are listed below the charts based on factors like national standing, internal/external markets, conversion ratios, and ways forward.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
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These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.