Here are some key things we can do to improve the customer experience:
1. Provide timely follow-up and responses to all open cases and customer requests. Many cases require further follow-up and progress updates.
2. Clearly communicate the process and expected timelines for matching, visa and logistical support. Manage customer expectations to avoid frustrations.
3. Ensure intern and volunteer orientations include detailed information about the program, hosting organizations and local culture. Thorough preparation leads to better integration and experiences.
4. Maintain open communication channels and check-in regularly with customers during their programs. Address any issues or concerns promptly.
5. Collect structured feedback at the end of programs and regularly survey customers to understand
Information note Most Significant Change - Ruberto/PradhanCecilia Ruberto
This document provides information on the Most Significant Change (MSC) methodology that was used as part of the monitoring and evaluation of the SCAMPIS project in India. It discusses:
1) An overview of the MSC technique and why it was relevant for the SCAMPIS project.
2) How the MSC methodology was implemented in India, including training youth to conduct interviews, collecting stories from farmers, and conducting multiple levels of analysis.
3) Specific details on the experience using MSC under the SCAMPIS project in Odisha, India, such as training staff and youth, collecting 25 farmer interviews through video and photos, and analyzing the results.
Moto x Customer Experience Market Intelligence - Executive SummaryAmplified Analytics
Based on an analysis of over 8,000 customer reviews, the Moto X leads its competitors in battery experience and customer support, is on par with competitors in reliability and usability, and trails competitors in picture and video quality. The Moto X's keyboard experience did not meet customer expectations as well as other needs.
The report analyzes the Net Promoter Score of AIESEC's programs in Colombia throughout 2012, finding an average NPS of 52 but wide month-to-month fluctuations. Promoters cited personal development and social impact benefits, while detractors complained of lack of support and unclear job descriptions. The document also reviews open and closed cases, comments from participants, and areas for improvement.
This document discusses setting goals for improving the Net Promoter Score (NPS) for different programs within AIESEC, an international student organization, between 2014 and 2015. It provides current NPS data and outlines a process for classifying issues detractors encounter as "small loop" or "big loop," setting yearly NPS score goals, and using regional NPS data as benchmarks. Specifically, it sets goals of 40 for 2014 and 48 for 2015 for the GCDP program and 43 for 2014 and 48 for 2015 for the GIP program based on addressing key detractor issues through a staged approach over the two years. The document emphasizes that entity goals should be set in the same way and compared to regional zone benchmarks rather than
AskNicely - more valuable customers with NPSKai Crow
This document provides an introduction to Net Promoter Score (NPS), a framework for measuring customer satisfaction and loyalty. It discusses how NPS works, including that it uses a single survey question that asks customers how likely they are to recommend a business on a 0-10 scale. Responses are categorized into Promoters (9-10), Passives (7-8), and Detractors (0-6) to calculate an overall NPS score. The document explains that NPS aims to provide useful customer feedback with minimal questions. It also provides tips for implementing an NPS program, such as scheduling relationship and transactional surveys.
Michael Lawrence is NPS Development Lead at Crime Reduction Initiatives. This presentation for the ADEPIS seminar on NPS - held on Monday 19th May - is intended to introduce facts about NPS and key advices to face the challenges.
Measuring Customer Satisfaction: trends and challenges for Customer ServiceEstelle Wienk
This trend report looks at developments customer feedback programs, the importance of measuring your customers' journey and how you can measure it: NPS, CES or CSAT?
Information note Most Significant Change - Ruberto/PradhanCecilia Ruberto
This document provides information on the Most Significant Change (MSC) methodology that was used as part of the monitoring and evaluation of the SCAMPIS project in India. It discusses:
1) An overview of the MSC technique and why it was relevant for the SCAMPIS project.
2) How the MSC methodology was implemented in India, including training youth to conduct interviews, collecting stories from farmers, and conducting multiple levels of analysis.
3) Specific details on the experience using MSC under the SCAMPIS project in Odisha, India, such as training staff and youth, collecting 25 farmer interviews through video and photos, and analyzing the results.
Moto x Customer Experience Market Intelligence - Executive SummaryAmplified Analytics
Based on an analysis of over 8,000 customer reviews, the Moto X leads its competitors in battery experience and customer support, is on par with competitors in reliability and usability, and trails competitors in picture and video quality. The Moto X's keyboard experience did not meet customer expectations as well as other needs.
The report analyzes the Net Promoter Score of AIESEC's programs in Colombia throughout 2012, finding an average NPS of 52 but wide month-to-month fluctuations. Promoters cited personal development and social impact benefits, while detractors complained of lack of support and unclear job descriptions. The document also reviews open and closed cases, comments from participants, and areas for improvement.
This document discusses setting goals for improving the Net Promoter Score (NPS) for different programs within AIESEC, an international student organization, between 2014 and 2015. It provides current NPS data and outlines a process for classifying issues detractors encounter as "small loop" or "big loop," setting yearly NPS score goals, and using regional NPS data as benchmarks. Specifically, it sets goals of 40 for 2014 and 48 for 2015 for the GCDP program and 43 for 2014 and 48 for 2015 for the GIP program based on addressing key detractor issues through a staged approach over the two years. The document emphasizes that entity goals should be set in the same way and compared to regional zone benchmarks rather than
AskNicely - more valuable customers with NPSKai Crow
This document provides an introduction to Net Promoter Score (NPS), a framework for measuring customer satisfaction and loyalty. It discusses how NPS works, including that it uses a single survey question that asks customers how likely they are to recommend a business on a 0-10 scale. Responses are categorized into Promoters (9-10), Passives (7-8), and Detractors (0-6) to calculate an overall NPS score. The document explains that NPS aims to provide useful customer feedback with minimal questions. It also provides tips for implementing an NPS program, such as scheduling relationship and transactional surveys.
Michael Lawrence is NPS Development Lead at Crime Reduction Initiatives. This presentation for the ADEPIS seminar on NPS - held on Monday 19th May - is intended to introduce facts about NPS and key advices to face the challenges.
Measuring Customer Satisfaction: trends and challenges for Customer ServiceEstelle Wienk
This trend report looks at developments customer feedback programs, the importance of measuring your customers' journey and how you can measure it: NPS, CES or CSAT?
The documents provide job descriptions for several leadership roles within AIESEC, an international student organization. The president job description outlines responsibilities for implementing strategy, managing teams, and representing the organization externally. The talent development job description focuses on developing members' skills through various talent processes. The finance job description involves managing budgets, ensuring legality, and educating others about financial matters.
The document summarizes the activities and performance of AIESEC FTU HCMC from July 2013 to June 2014. It includes criteria scores in different areas such as material management, customer experience management, information management, goal management, and innovations and initiatives. The total score achieved was 61 out of 100. Key events included Smart Matching Day to help Experiential Participants (EPs) with applications and interviews, a Cultural Exchange Day, and StoriesVenture to recognize returning EPs. Communication channels for EPs included newsletters, matching guidelines, and Facebook groups.
NSC2015 - Ce review final aiesec research q4 2015-incoming outgoing copyAIESEC UNDIP
The survey summarizes feedback from 89 incoming exchange participants (EPs) in Indonesia in Q4 2014. Key findings include:
- Most EPs were female, aged 21-23 from Europe and Asia, participating in GCDPs through LC UNAND.
- Average duration was 2.1 months, longer for GIPs (3.3 months) and master's/PhD programs (4 months).
- Overall recommendation (net promoter) score was 36%, similar to outgoing EPs. Scores varied by location center (LC).
- Before arrival, information about requirements and documents was sufficient, but housing and job details needed improvement.
- During programs, GCDPs scored higher in satisfaction than G
The document outlines the objectives of a session which are:
1) Ensuring all members see the importance of quality while increasing quantity.
2) Delegates know the main CLO and CLS strategies for the summer peak.
3) Delegates apply action steps for quality improvement immediately after the conference.
This document discusses AIESEC's Engagement With program (EwA) which aims to introduce more young people to AIESEC and its purpose/values without requiring them to join one of AIESEC's leadership programs. It does this through associate membership, youth empowerment activities, and various multipliers like youth alliances and content platforms. The document provides guidance on implementing EwA, including piloting activities, preparing local committees, and specific program themes and elements like associate membership opportunities and youth empowerment activities. The goal is to engage more young people and increase AIESEC's reach while maintaining a balance of resources between EwA and leadership programs.
Ftu hcm 1314 national r&r application ilead 2014 best o gcdp awardemily huynhtran
The document provides details of an application for the Best oGCDP Award. It includes sections on results, innovation, and material attached to support the application. For results, it provides data on the number of application forms received, exchanges placed, and events held. It also lists criteria and points earned in each area. For innovation, it highlights new leadership training approaches, organizational structures created, and synergies developed with other functions. Supporting material includes links to documents, photos, and exchange participant stories demonstrating the outcomes of the program.
AIESEC is a global student organization founded in 1948 that provides leadership development programs for youth. It operates in over 110 countries and has over 1.6 million alumni. AIESEC's programs include international internships, leadership roles within the organization, and participation in conferences. The goal is to enable young people to explore their leadership potential and have a positive impact on society. AIESEC aims to envision peace and fulfillment for humanity by providing integrated experiences in leadership, internships, and global networking. Its values include activating leadership, enjoying participation, striving for excellence, demonstrating integrity, living diversity, and acting sustainably.
This document outlines plans for the Global Community Development Program (GCDP) in Morocco. It discusses expanding the program from 990 experiences in the past 5 years to 10,000 experiences by 2020 through 50% annual growth. Key aspects that will help achieve this vision include improved promotion, partnerships, experience packaging, recruitment and selection processes. The roles of different support functions like talent management, business development, marketing and finance are also defined to establish synergy across departments and realize strategic goals.
The VP meeting discussed various topics to improve their projects and teams. They began with introductions and team building exercises. They then discussed improving their talent pool through better understanding of AIESEC services, increasing matching efficiency, and ensuring complete and appealing trainee need forms. The VPs split into groups to define next steps and pace for the upcoming semester through discussion and feedback.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC in Austria Youth Talent Recruitment Campaign 13/14Juancho Guerra
This document outlines the promotion campaign for the 2013-2014 year for an organization focused on leadership development, international exchange, and talent management. It discusses building the organization's branding through various departments like marketing, PR, and talent management. It encourages communication, idea sharing, hard work, and motivation among members. It also presents data on recruitment sources and targets for different academic fields. The document emphasizes presenting a clear message about the essence of the organization and why it exists to address societal challenges through developing future responsible leaders. It describes the youth talent program for hands-on learning and outlines the progression of roles available within the organization over multiple years. The goal is to set right expectations, ensure understanding of how the organization functions, and increase
AIESEC is the world's largest student-run organization that provides opportunities for international internships and leadership development for youth. It has over 1.7 million members across 107 countries. The organization offers various exchange programs for students and recent graduates to gain international work experience through internships lasting 6-78 weeks in areas like business, engineering, education, and social development. The exchange process involves selecting candidates, matching them to internships, providing pre-departure preparation, supporting them during their international experience, and helping them reintegrate upon returning home.
AIESEC is the world's largest student-run organization that provides opportunities for leadership development and international internships to youth. It has over 1.7 million members across 107 countries. The organization offers various exchange programs that allow students and recent graduates to intern abroad for 6-78 weeks in areas like business, engineering, education, and social development. The exchange process involves selecting candidates, matching them to internships, providing pre-departure preparation, supporting them during their international experience, and helping them reintegrate upon returning home.
iGIP1516_Focus Area Report (Customer Relation Management)Michael Cheung
The annual report summarizes AIESEC in Hong Kong's customer relations management performance for the 2015-2016 session. Key highlights include an increased NPS score of 69% and average LC score of 57.8%. Several projects were completed to improve matching processes and engagement. Surveys found high satisfaction levels but room for improvement in goal setting and departure support. Suggestions include strengthening communication, pre-arrival engagement, LC involvement, and evaluation processes. The report demonstrates AIESEC's commitment to continuous improvement in serving exchange participants.
Job Training and Skills Development within Port ArthurPortArthurSBS
GTEC provides job training and life skills programs to help disadvantaged individuals in Port Arthur, Texas. The program offers classes in welding, pipefitting, construction, as well as lessons in self-belief, decision making, and job readiness. GTEC works with local employers and governments to place trainees in jobs paying $13-19 per hour. Since 2007, GTEC has trained over 200 students, with 80% completion rates and 70% job placement.
This document provides information about the Global Internship Program (GIP) and Global Citizenship Development Program (GCDP) run by AIESEC. It discusses how these programs develop leadership in participants by giving them opportunities to work in multicultural environments, learn independently, and gain professional expertise. GIP places youth in business internships around the world, while GCDP focuses on raising awareness of social issues. Both programs aim to make participants more proactive, adaptable learners and open-minded global citizens through meaningful experiential learning and inner personal development work. The document also outlines the support systems AIESEC provides to participants before, during, and after their international exchanges.
This document provides a quarterly performance review for AIESEC in Vietnam. It summarizes exchange program results for Q1 2014, noting that the organization achieved 63.5% of its exchange goals. Key metrics like NPS scores and the number of exchanges per local committee are presented. Best practices from local committees are highlighted, and the committee with the best overall performance, AIESEC FTU HN, is recognized for gaining the most exchanges and having over 170% growth compared to the previous year. The review concludes by setting exchange goals for Q2 2014 and providing reference links for additional details.
- The recruitment campaign in Poland for AIESEC in October 2014 was very successful, receiving over 1800 applications and allocating over 900 new members, exceeding recruitment targets.
- The most effective promotion channels were friends and Facebook. Most local committees engaged around 30 people and spent on average 600PLN on promotion.
- While most local committees exceeded recruitment targets, a few faced challenges providing accurate data for the nationwide report. The report summarizes results for each stage of the recruitment process.
Global Talent Program 1516 - Impact ReportPhat Nguyen
This document contains summaries of internship experiences from various individuals involved with AIESEC, a youth leadership organization. It discusses the positive impacts of internships on developing leadership, professional, and global citizenship skills. Specific examples are provided from interns in Vietnam who gained work experience, language skills, and confidence through their placements. Business partners also express satisfaction with AIESEC interns and their desire to continue the partnership. Members reflect on personal growth from overcoming challenges in their AIESEC roles.
This document discusses co-delivery of the Global Citizenship Development Program (GCDP) between partner countries. Co-delivery involves sharing responsibilities between sending and hosting entities to improve the trainee experience. It outlines co-delivery approaches for product development and customer experience. Key principles of co-delivery include trust, co-design, alignment of expectations, communication, and evaluation. Both sending and hosting entities would be involved in operations, pre-exchange, exchange, net promoter score surveys, and post-exchange activities. The goal is to create the right product and best service delivery through understanding trainee needs. An example of co-delivery with CY (Czech Republic) includes joint preparation webinars and a shared project spreadsheet.
The document provides a quarterly clustering report for AIESEC Romania. It summarizes the status of various exchange programs in Q1 2013. For GCDP Incoming, most LCs fell in the "red zone" of low efficiency despite some performing well. Only Cluj was in the "yellow" zone. For GCDP Outgoing, most LCs also fell in the red zone. The document recommends focusing on offline recruitment and raising exchanges. GIP Incoming realized about half of what was planned. Overall the report evaluates performance versus goals and efficiency to identify areas for improvement.
The document provides data on the planned and realized numbers of trainees, leaders, and projects for various AIESEC programs in different cities and regions of Romania for 2012 and the beginning of 2013. It shows that while some areas met or exceeded their goals, most fell short of planned targets. For example, Timisoara greatly exceeded its goals for the GCDP I program while Iasi and Suceava saw very low realization rates. Overall, realization rates were below 50% for most metrics.
The documents provide job descriptions for several leadership roles within AIESEC, an international student organization. The president job description outlines responsibilities for implementing strategy, managing teams, and representing the organization externally. The talent development job description focuses on developing members' skills through various talent processes. The finance job description involves managing budgets, ensuring legality, and educating others about financial matters.
The document summarizes the activities and performance of AIESEC FTU HCMC from July 2013 to June 2014. It includes criteria scores in different areas such as material management, customer experience management, information management, goal management, and innovations and initiatives. The total score achieved was 61 out of 100. Key events included Smart Matching Day to help Experiential Participants (EPs) with applications and interviews, a Cultural Exchange Day, and StoriesVenture to recognize returning EPs. Communication channels for EPs included newsletters, matching guidelines, and Facebook groups.
NSC2015 - Ce review final aiesec research q4 2015-incoming outgoing copyAIESEC UNDIP
The survey summarizes feedback from 89 incoming exchange participants (EPs) in Indonesia in Q4 2014. Key findings include:
- Most EPs were female, aged 21-23 from Europe and Asia, participating in GCDPs through LC UNAND.
- Average duration was 2.1 months, longer for GIPs (3.3 months) and master's/PhD programs (4 months).
- Overall recommendation (net promoter) score was 36%, similar to outgoing EPs. Scores varied by location center (LC).
- Before arrival, information about requirements and documents was sufficient, but housing and job details needed improvement.
- During programs, GCDPs scored higher in satisfaction than G
The document outlines the objectives of a session which are:
1) Ensuring all members see the importance of quality while increasing quantity.
2) Delegates know the main CLO and CLS strategies for the summer peak.
3) Delegates apply action steps for quality improvement immediately after the conference.
This document discusses AIESEC's Engagement With program (EwA) which aims to introduce more young people to AIESEC and its purpose/values without requiring them to join one of AIESEC's leadership programs. It does this through associate membership, youth empowerment activities, and various multipliers like youth alliances and content platforms. The document provides guidance on implementing EwA, including piloting activities, preparing local committees, and specific program themes and elements like associate membership opportunities and youth empowerment activities. The goal is to engage more young people and increase AIESEC's reach while maintaining a balance of resources between EwA and leadership programs.
Ftu hcm 1314 national r&r application ilead 2014 best o gcdp awardemily huynhtran
The document provides details of an application for the Best oGCDP Award. It includes sections on results, innovation, and material attached to support the application. For results, it provides data on the number of application forms received, exchanges placed, and events held. It also lists criteria and points earned in each area. For innovation, it highlights new leadership training approaches, organizational structures created, and synergies developed with other functions. Supporting material includes links to documents, photos, and exchange participant stories demonstrating the outcomes of the program.
AIESEC is a global student organization founded in 1948 that provides leadership development programs for youth. It operates in over 110 countries and has over 1.6 million alumni. AIESEC's programs include international internships, leadership roles within the organization, and participation in conferences. The goal is to enable young people to explore their leadership potential and have a positive impact on society. AIESEC aims to envision peace and fulfillment for humanity by providing integrated experiences in leadership, internships, and global networking. Its values include activating leadership, enjoying participation, striving for excellence, demonstrating integrity, living diversity, and acting sustainably.
This document outlines plans for the Global Community Development Program (GCDP) in Morocco. It discusses expanding the program from 990 experiences in the past 5 years to 10,000 experiences by 2020 through 50% annual growth. Key aspects that will help achieve this vision include improved promotion, partnerships, experience packaging, recruitment and selection processes. The roles of different support functions like talent management, business development, marketing and finance are also defined to establish synergy across departments and realize strategic goals.
The VP meeting discussed various topics to improve their projects and teams. They began with introductions and team building exercises. They then discussed improving their talent pool through better understanding of AIESEC services, increasing matching efficiency, and ensuring complete and appealing trainee need forms. The VPs split into groups to define next steps and pace for the upcoming semester through discussion and feedback.
This document summarizes the agenda for the AIESEC ANFA January local meeting. It includes:
- Applauding the OC NLDS team and other teams like the Brain on Fire conference team, YSE opening team, Betcoop team, and Teach Me If You Can team.
- Presentations on the OC Journey in Casablanca, ANFA Magazine team, ARD launch, IGIP Phoenix, and AIESEC ANFA opening plenary.
- Discussions of leadership opportunities like the OC local conference, reallocation for iGIP and TM, and the local compendium board of reflection.
- The social agenda was also presented, including events like The Committee Talks
AIESEC in Austria Youth Talent Recruitment Campaign 13/14Juancho Guerra
This document outlines the promotion campaign for the 2013-2014 year for an organization focused on leadership development, international exchange, and talent management. It discusses building the organization's branding through various departments like marketing, PR, and talent management. It encourages communication, idea sharing, hard work, and motivation among members. It also presents data on recruitment sources and targets for different academic fields. The document emphasizes presenting a clear message about the essence of the organization and why it exists to address societal challenges through developing future responsible leaders. It describes the youth talent program for hands-on learning and outlines the progression of roles available within the organization over multiple years. The goal is to set right expectations, ensure understanding of how the organization functions, and increase
AIESEC is the world's largest student-run organization that provides opportunities for international internships and leadership development for youth. It has over 1.7 million members across 107 countries. The organization offers various exchange programs for students and recent graduates to gain international work experience through internships lasting 6-78 weeks in areas like business, engineering, education, and social development. The exchange process involves selecting candidates, matching them to internships, providing pre-departure preparation, supporting them during their international experience, and helping them reintegrate upon returning home.
AIESEC is the world's largest student-run organization that provides opportunities for leadership development and international internships to youth. It has over 1.7 million members across 107 countries. The organization offers various exchange programs that allow students and recent graduates to intern abroad for 6-78 weeks in areas like business, engineering, education, and social development. The exchange process involves selecting candidates, matching them to internships, providing pre-departure preparation, supporting them during their international experience, and helping them reintegrate upon returning home.
iGIP1516_Focus Area Report (Customer Relation Management)Michael Cheung
The annual report summarizes AIESEC in Hong Kong's customer relations management performance for the 2015-2016 session. Key highlights include an increased NPS score of 69% and average LC score of 57.8%. Several projects were completed to improve matching processes and engagement. Surveys found high satisfaction levels but room for improvement in goal setting and departure support. Suggestions include strengthening communication, pre-arrival engagement, LC involvement, and evaluation processes. The report demonstrates AIESEC's commitment to continuous improvement in serving exchange participants.
Job Training and Skills Development within Port ArthurPortArthurSBS
GTEC provides job training and life skills programs to help disadvantaged individuals in Port Arthur, Texas. The program offers classes in welding, pipefitting, construction, as well as lessons in self-belief, decision making, and job readiness. GTEC works with local employers and governments to place trainees in jobs paying $13-19 per hour. Since 2007, GTEC has trained over 200 students, with 80% completion rates and 70% job placement.
This document provides information about the Global Internship Program (GIP) and Global Citizenship Development Program (GCDP) run by AIESEC. It discusses how these programs develop leadership in participants by giving them opportunities to work in multicultural environments, learn independently, and gain professional expertise. GIP places youth in business internships around the world, while GCDP focuses on raising awareness of social issues. Both programs aim to make participants more proactive, adaptable learners and open-minded global citizens through meaningful experiential learning and inner personal development work. The document also outlines the support systems AIESEC provides to participants before, during, and after their international exchanges.
This document provides a quarterly performance review for AIESEC in Vietnam. It summarizes exchange program results for Q1 2014, noting that the organization achieved 63.5% of its exchange goals. Key metrics like NPS scores and the number of exchanges per local committee are presented. Best practices from local committees are highlighted, and the committee with the best overall performance, AIESEC FTU HN, is recognized for gaining the most exchanges and having over 170% growth compared to the previous year. The review concludes by setting exchange goals for Q2 2014 and providing reference links for additional details.
- The recruitment campaign in Poland for AIESEC in October 2014 was very successful, receiving over 1800 applications and allocating over 900 new members, exceeding recruitment targets.
- The most effective promotion channels were friends and Facebook. Most local committees engaged around 30 people and spent on average 600PLN on promotion.
- While most local committees exceeded recruitment targets, a few faced challenges providing accurate data for the nationwide report. The report summarizes results for each stage of the recruitment process.
Global Talent Program 1516 - Impact ReportPhat Nguyen
This document contains summaries of internship experiences from various individuals involved with AIESEC, a youth leadership organization. It discusses the positive impacts of internships on developing leadership, professional, and global citizenship skills. Specific examples are provided from interns in Vietnam who gained work experience, language skills, and confidence through their placements. Business partners also express satisfaction with AIESEC interns and their desire to continue the partnership. Members reflect on personal growth from overcoming challenges in their AIESEC roles.
This document discusses co-delivery of the Global Citizenship Development Program (GCDP) between partner countries. Co-delivery involves sharing responsibilities between sending and hosting entities to improve the trainee experience. It outlines co-delivery approaches for product development and customer experience. Key principles of co-delivery include trust, co-design, alignment of expectations, communication, and evaluation. Both sending and hosting entities would be involved in operations, pre-exchange, exchange, net promoter score surveys, and post-exchange activities. The goal is to create the right product and best service delivery through understanding trainee needs. An example of co-delivery with CY (Czech Republic) includes joint preparation webinars and a shared project spreadsheet.
The document provides a quarterly clustering report for AIESEC Romania. It summarizes the status of various exchange programs in Q1 2013. For GCDP Incoming, most LCs fell in the "red zone" of low efficiency despite some performing well. Only Cluj was in the "yellow" zone. For GCDP Outgoing, most LCs also fell in the red zone. The document recommends focusing on offline recruitment and raising exchanges. GIP Incoming realized about half of what was planned. Overall the report evaluates performance versus goals and efficiency to identify areas for improvement.
The document provides data on the planned and realized numbers of trainees, leaders, and projects for various AIESEC programs in different cities and regions of Romania for 2012 and the beginning of 2013. It shows that while some areas met or exceeded their goals, most fell short of planned targets. For example, Timisoara greatly exceeded its goals for the GCDP I program while Iasi and Suceava saw very low realization rates. Overall, realization rates were below 50% for most metrics.
The document provides a quarterly report on AIESEC Romania's Global Citizen Development Program (GCDP) Incoming and Outgoing exchanges as well as their Global Internship Program (GIP) Incoming exchanges for Q4 2012. Key points include low performance and efficiency metrics for many locations, with recommendations to improve planning, recruitment, sales/raising, and member engagement to increase exchanges and revenues. Challenges involved weak planning for off-peak periods as well as a lack of focus on recruitment, matching, and utilizing alumni/partners.
The document summarizes AIESEC Romania's activities and accomplishments in 2012 across 5 chapters:
1) AIESEC Romania achieved strong results in its ELD programs and sub-programs while also improving its programs.
2) AIESEC Romania supported the expansion of other AIESEC committees and helped rebuild AIESEC Ireland.
3) AIESEC Romania successfully hosted two international conferences - iTtT and EUROCO 2012 - achieving their objectives.
4) AIESEC Romania had active leadership and members who took on roles around the world to further the organization.
5) Financially, AIESEC Romania ended the year with a profit and reserves
Raluca Butea recommends Adriana for a position on the Members' Committee team from 2012-2013. She has worked with Adriana since 2010 when Adriana was VP Non-Corporate and found her to be passionate, solution-oriented, and able to work well under pressure. Adriana exceeded her objectives for 2010-2011 and demonstrated a passion for developing people. Raluca believes Adriana will push her limits to achieve more in the Non-Corporate Area if given this opportunity.
This letter recommends Adriana Bozbiciu for the position of MCVP Non Corporate Development. The author has worked with Adriana for 3 years and believes she would excel in this role. Adriana has a mature organizational understanding and provides constructive feedback. As a former VP, Adriana was deeply committed to providing quality experiences for trainees. She is highly connected to members and trainees and was a great support. Adriana is also a strategic thinker who is goal-oriented and effectively managed risks to overcome challenges in her previous role. In conclusion, the author recommends Adriana for the position due to her qualifications and experience.
Cristina Podaru endorses Adriana Bozbiciu for the position of VP Non-Corporate Development of AIESEC Romania. Cristina has worked with Adriana on ICX projects since 2011 and found her to be a role model, inspirational leader, and committed to creating life-changing internship experiences. Under Adriana's coordination, AIESEC Cluj-Napoca achieved high results in the non-corporate area. Adriana's dedication, knowledge, work ethic, and ability to motivate and support members makes her well-qualified for the VP position. Cristina believes Adriana is fun, rarely sad or angry, and would be a great person to have in the role.
Raluca Butea recommends Adriana for a position on the Members' Committee team from 2012-2013. She has worked with Adriana since 2010 when Adriana was VP Non-Corporate and found her to be passionate, solution-oriented, and able to work well under pressure. Adriana exceeded her objectives for 2010-2011 and demonstrated a passion for developing people. Raluca believes Adriana will push her limits to achieve more in the Non-Corporate Area if given this opportunity.
The document summarizes the performance of local communities (LCs) in the incoming exchange non-corporate area in 2011. It provides details on the top performing countries, including initiatives taken, ways of working, difficulties faced, and growth centers promoted. The top countries were Italy, Egypt, Turkey, Brazil, and China. They aligned LCs through national projects, taskforces, and standardizing processes. Difficulties included involvement of VPs in operations, financial sustainability of projects, and managing increasing participants. Growth centers introduced included the development of the international exchange program and focusing on planning, cooperation and learning environments.
The document contains responses to questions asked of an applicant for an AIESEC Romania MC team position. In response to why they want to stand for AIESEC Romania, the applicant discusses their positive experiences and belief in the impact and power of the organization. They say they want to contribute their passion, innovation, problem solving skills, and experiences to the MC team. The applicant also expects to learn through being open to new experiences and discovering how to better develop and contribute to others.
Adriana Bozbiciu is a Romanian national studying for a Master's degree in Marketing at Babes-Bolyai University. She has extensive experience volunteering with AIESEC in roles such as Vice President and conference delegate. She also gained marketing experience interning at a company and volunteering for a nonprofit's marketing department. Her CV details her education history and qualifications, languages skills, and involvement in various conferences, committees, and volunteer positions related to marketing, PR, and international cooperation.
Adriana introduces herself and shares that she was born in Cluj-Napoca, Romania in 1989 and had a happy childhood surrounded by friends and family in a small town near Bistrita. She enjoyed volunteering, especially with environmental causes, from a young age and credits her experiences and the people she has met over the years with shaping who she is today - a passionate person who fully commits herself to the things she cares about.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
2. The main indicators we follow
Cases Closed / Cases Open
Net
Promoter
Score
Response Rate % of Promoters
3. Our ability to respond rapidly and effectively to
customers in need.
Cases Closed / Cases Open
Net
Promoter
Score
Response Rate % of Promoters
How good are we at
How “engaged” are our creating powerful
customers with AIESEC? experiences?
4. AIESEC Ro –Q1 status
Closed cases/open cases
34 / 55
• Open case: a responded
NPS score that said in his survay
that he wants to be
overall on all NPS contacted by AIESEC
programs • Closed case: a responded
58 that was contacted and
his inputs, feedback were
asked and a good
relationship was
36.80% 68.14% established.
Response Rate The % of promoters
5. oGCDP status
Score = 50 Response 6 responses
(from 8
rate= 75%
emails sent)
PROMOTERS DETRACTORS
Opportunity to create positive societal AIESEC’ support during the experience
impact
Induction to AIESEC
Communication effectivity during
acceptance procedure
Information provided about the GCDP
programme
Cultural preparation
6. oGCDP status
Responses
Responses
1 1 1 1 1 1
Bu CR IS OR SB Tg M
7. oGCDP comments
“We have the project in school, which is about teaching
finance knowledge to school students. I also give them
information about Chinese culture. Students love me
very much.” (AIESEC Iasi)
“My experience was great because I don't expect aiesec
to help and if I want something I just go for it. On the
other hand I've met several, less independent, people
that normally should have gotten much more help from
aiesec. in contradiction to my prior words, I would
recommend at least one aiesec experience for every
young person because of unique way to mold and
develop ones tolerance, attitude, judgment and, of
course, ones ability to adapt and survive somewhere
away from home.” (AIESEC Oradea)
8. oGCDP comments
“I love the idea of AIESEC, but AIESEC Sfax - Tunisia is
taking all of this experience and turning in something
not that good. I have many complains about the EB and
LC.” AIESEC Sibiu
“I am sure it is a great experience but the AIESEC
Odessa, Ukraine, is not ready to receive interns, they are
badly organised and they don't respect the contract.”
AIESEC Bucharest
9. iGCDP status
Score = 41 Response 34 responses
rate= 35.78%(from 95
emails sent)
PROMOTERS DETRACTORS
Intergration by the hosting entity Job-description clarity and alignment
Cultural preparation AIESEC’ support during the experience
Logistical support Integration by the hosting entity
Job-description clarity and alignment Personal development
The selection process Logistical support
Information provided about the GCDP
programme
10. iGCDP status
Responses
Responses
8
7
6
5
3
2
1 1 1
BV BU CJ CR GL IS PT SB TM
11. iGCDP comments
“I've decided to do the GCDP because my comfort zone was
just HUGE... And I couldn't have had a better experience,
being a volunteer in Aiesec Timisoara was exactly what I
needed! I met awesome people, and together we made
extraordinary memories. Live the life in the Aiesec way is just
delightful, every single person in the world should ?feel?
that! JUST IN LOVE WITH AIESEC!!!” AIESEC Timisoara
“It's important to know the conditions and to know this new
country, but is also important to know all the documents that
is need after and before that is matched. Like What kind of
documents that is needed, what about cash or the card that
they accept in the Country” AIESEC Craiova
“people from both LCs are always available and helpful :)”
AIESEC Iasi
12. iGCDP comments
“it is an interesting experience ,it helps young people interact with
many people all over the word , putting the theoritical knowledge
into practice in an attemp to furthering the personal competencies
for easy access to the competitive job market .” AIESEC Cluj
“The local committee should have organised the program a lot
better. We have been here for 3 whole weeks and we have not
done a single thing. We have been staying in the dorms and
staying out of touch with the local committee most of the time.
This is extremely unpleasant.” AIESEC Brasov
“The Rebranders project in AIESEC Brasov is not carried efficiently.
The LC proved itself to be unable to make reasonable plans and
then carry them. it failed (or have been very late) to provide us
with the conditions needed to perform many tasks that very
included into the internship description... They repeatedly are
giving us a last minute notice about the change in plans etc..”
AIESEC Brasov
13. iGCDP comments
“The local aiesec should offer more help for volunteers, not only the
situations of workload but also some basic information of local
environment.” AIESEC Timisoara
“Aiesec's support during the experience should be improved. At least in
the city I was, it should.” AIESEC Timisoara
“I think that volunteers should be given the opportunity to contribute
more to the attached organization instead of being treated like guests.
Most of the time, I was sitting there and observing the classes, taking the
initiative to help out whenever I could by following what the teachers
did. Perhaps, AIESEC could have communicated to the kindergarten that
they can instruct volunteers to assist them, or even set aside some time
for us to engage in cultural education. Regardless, a major barrier is my
inability to speak Romanian despite my own attempt to learn at my own
time. Perhaps, AIESEC could arrange a short preparation session for us to
get to know simple words and phrases which children tend to use.”
AIESEC Brasov
14. iGCDP comments
“It was an Amazing Experience for me.Every thing was
Perfect. I feel a Huge change in me. I am more
Demonstration Integrated Person Now . Now I actually learn
How to respect others and how to live life in better way.”
AIESEC Craiova
“Project schedule should more prepare efficiently by the host
aiesec office. “ AIESEC Brasov
“Hosting entity (LC Cluj, Romania) has done amazing job with
us. They help us in anyway we need.” AIESEC Cluj
“i am happy “ AIESEC Pitesti
15. iGCDP comments
“Being integrated by the hosting entity is an awesome experience ,
fortunately AIESEC-BUCHAREST was more than friendly they are so
experienced to make you feel home just on your arrival . they let us
participate in conferences and their LC meetings also there were a lot of
simulations and trainings before starting the actual sessions .On the
social level they organized a lot of parties and events like a tour around
Bucharest and Romania in general . “ AIESEC Bucharest
“Everything was amazing from the moment I began to organize my trip, in
close collaboration with the TN takers, till the moment that the project
was finally realized and the OCPs came to welcome me. Every single point
of our match was achieved, there was clarity, responsibility and
eagerness to do even more. Also, the whole experience is breath-taking
from the cultural and the professional point of view. “ AIESEC Sibiu
16. iGCDP comments
“People are very hospitable and kind. They tend to help us by
proving local language classes, trips and activities related to the
locals “ AIESEC Bucharest
“I'm having a wonderful experience with Aiesec Bucharest. They
arranged sessions to let us know all the details regarding culture.
And on top I was lucky to have a wonderful Trainee Buddy that was
there for me almost at every stage to make sure that I don't get to
face any problem. Aiesec Bucharest feels like home to me. The
team has great enthusiasm and energy. They know how to add up
the element of fun in their work. Wonderful learning experience. “
AIESEC Bucharest
“Please make good communication between the trainee and
Organization” AIESEC Cluj
17. oGIP status
Response 7 responses
Score = 71 (from 15
rate= 46.66% emails sent)
PROMOTERS DETRACTORS
Logistical Support No reasons
Job-description clarity and alignment
Intergration by the hosting entity
Cultural preparation
Visa documents and information
18. oGIP status
Responses
Responses
2
1 1 1 1 1
BU CJ GL IS SB SV
20. iGIP status
Score = 25 Response 4 responses
(from 7
rate= 57.14% emails sent)
PROMOTERS DETRACTORS
Intergration by the hosting entity The selection process
Logistical support Communication effectivity during
Job-description clarity and alignment acceptance procedure
Cultural preparation
22. iGIP comments
“.....As any other relationship between client and company, we, the clients,
deserve the best treatment and the highest consideration. But I also think this
isn't all about complaining... I give you my suggestion: To reconsider your
payment methods, to not oblige people to pay such amount of money before
they have been even matched, at least only paying the AIESEC recruitment fees,
and not the GIP fee. If the service can't give the proper conditions, I think you're
not in a position to ask people that money. If you're a NGO/organisation with
people working for free, I'm sure thid is not a money problem, since companies
also pay to be in the database, you're many partners and sponsors, etc... (I know
what I'm talking about because of my long history in NGO's, including being an
AIESEC alumni).I'd really appreciate to hear your opinion about what I wrote.
Anyway I'd like to thank AIESEC for the opportunity. I'll do my best as I always do,
I'll contribute for the LC in Cluj where I got a perfect feedback and help so I'm
really grateful to them, and I'd also like to thank to my Home LC (PORTO FEP)
which is composed by great and professional members. [I'm mentioning the LC's
names because I believe people who work hard deserve the proper feedback and
admiration :) ]In spite of everything I said, I've a huge respect for AIESEC, one of
the best student organisations in the World.Best wishes and thanks for the
attention! “
AIESEC Cluj
23. TMP status
Score = Response 53 responses
72 (from 144
rate= 36.80% emails sent)
PROMOTERS DETRACTORS
A practical team experience A practical team experience
Personal and professional Practical hard and soft skills
development development
Activities which develop an Personal and professional
entrepreneurial and responsible development
attitude towards being a better leader Access to a global network
Access to a global network
24. TMP status
Responses
Responses
9
8
7
5
4 4
3 3 3 3
2 2
BV Bu CJ CT CR GL IS OR PT SB Tg M TM
25. TLP status
Score = Response 9 responses
56 (from 38
rate= 23.68% emails sent)
PROMOTERS DETRACTORS
A practical team leader or executive Personal and professional
leadership body experience development
Personal and professional Practical hard and soft skills
development development
Activities which develop an
entrepreneurial and responsible
attitude towards being a better leader
Access to a global network