This document provides information about open National Support Team positions for AIESEC in Austria. Applications are open from July 24-30th and interviews will be held on August 3rd. Positions include MC VP roles in PRM, OGX, F&L, and iGCDP commissions as well as roles like IT Manager, Social Media Manager, B2B Manager, EP Experience Manager, Partnership Manager, and Global Host. Each role has a detailed job description outlining key responsibilities, key performance indicators, requirements, and key learning points. An application form and list of frequently asked questions is also included.
Mature and scalable entity partnership o gcdp tier 1AIESEC
This document provides guidance on how to effectively manage partnerships to align supply and demand. It recommends analyzing past realization data to understand your entity's supply profile and focus key sub-products and country partners. Goals and key performance indicators should be set for each sub-product. Partnerships are planned by specifying target audiences, goals, and minimum deliverables. Partnerships are delivered through attracting visitors, clear communication, educating local committees, generating excitement, and ensuring on-time delivery. Partnerships can be boosted by scaling up, investing in tier 2 and 3 entities by sending CEEDers, paying fees, and recognizing local committees. Managing multiple partnerships requires dedicated staff, clear responsibilities and tracking of results.
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.
This document provides guidelines for international relations between local committees (LC2LC). It defines key terms like LC2LC and international relations (IR). The benefits of IR partnerships are outlined. Guidelines are given for analyzing data to select partnership LCs, setting up partnerships with clear communication and goals, delivering and following up on partnerships. Questions are provided to gather information from potential entity partners. Advice is offered on communication, promotion, and tracking LC2LC partnerships to meet goals. Regular updates between LCs are recommended to ensure partnerships are on track.
This document provides guidance on establishing and maintaining successful LC2LC partnerships. It outlines key benefits such as increased efficiency and sustainable long-term relationships. Successful partnerships require both parties to play important roles, communicate frequently, understand each other's situations and timelines, and work together to solve crises. When establishing a partnership, LCs should research relevance, potential partners, discuss products and processes, and sign a contract confirming responsibilities and timelines. Maintaining partnerships involves regularly reviewing performance details and finding ways to further cooperation.
1) The document discusses TxP OP, which is a program for external recruitment at Aiesec. It aims to understand the objectives and effects of TxP OP on the network.
2) Currently, most resources are spent on member recruitment but retention is low. TxP OP wants to refocus resources on delivering experiences to members before recruitment.
3) The timeline has changed from internal focus to including external recruitment. Members will now go through TxP OP before applying instead of specific opportunities being created.
1. The document provides information about applying for positions on the national team of AIESEC Serbia for the term 2016-2017. It includes sections on AIESEC in Serbia's history, the application timeline and process, the MC structure, and sample application questions.
2. Candidates must submit an application package by January 2nd including a questionnaire, CV, 2 minute video, and endorsement letter. Interviews will take place from January 11th-13th.
3. The MC will have 9 VP positions which will be allocated after selection. Candidates are applying for an MC VP role and will answer both general and specific questions related to various functional areas.
The document provides information about applying for the Member Committee (MC) leadership team for AIESEC in Mainland China for the 2014-2015 term. It includes an invitation for MC candidates to participate in a 20-day project, instructions on assembling an application package with items like a CV and questionnaires, and key dates like the January 11th application deadline. It also provides context about AIESEC in Mainland China like its national reality with 24 local committees, and recognition it has received on the global level.
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.
Mature and scalable entity partnership o gcdp tier 1AIESEC
This document provides guidance on how to effectively manage partnerships to align supply and demand. It recommends analyzing past realization data to understand your entity's supply profile and focus key sub-products and country partners. Goals and key performance indicators should be set for each sub-product. Partnerships are planned by specifying target audiences, goals, and minimum deliverables. Partnerships are delivered through attracting visitors, clear communication, educating local committees, generating excitement, and ensuring on-time delivery. Partnerships can be boosted by scaling up, investing in tier 2 and 3 entities by sending CEEDers, paying fees, and recognizing local committees. Managing multiple partnerships requires dedicated staff, clear responsibilities and tracking of results.
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.
This document provides guidelines for international relations between local committees (LC2LC). It defines key terms like LC2LC and international relations (IR). The benefits of IR partnerships are outlined. Guidelines are given for analyzing data to select partnership LCs, setting up partnerships with clear communication and goals, delivering and following up on partnerships. Questions are provided to gather information from potential entity partners. Advice is offered on communication, promotion, and tracking LC2LC partnerships to meet goals. Regular updates between LCs are recommended to ensure partnerships are on track.
This document provides guidance on establishing and maintaining successful LC2LC partnerships. It outlines key benefits such as increased efficiency and sustainable long-term relationships. Successful partnerships require both parties to play important roles, communicate frequently, understand each other's situations and timelines, and work together to solve crises. When establishing a partnership, LCs should research relevance, potential partners, discuss products and processes, and sign a contract confirming responsibilities and timelines. Maintaining partnerships involves regularly reviewing performance details and finding ways to further cooperation.
1) The document discusses TxP OP, which is a program for external recruitment at Aiesec. It aims to understand the objectives and effects of TxP OP on the network.
2) Currently, most resources are spent on member recruitment but retention is low. TxP OP wants to refocus resources on delivering experiences to members before recruitment.
3) The timeline has changed from internal focus to including external recruitment. Members will now go through TxP OP before applying instead of specific opportunities being created.
1. The document provides information about applying for positions on the national team of AIESEC Serbia for the term 2016-2017. It includes sections on AIESEC in Serbia's history, the application timeline and process, the MC structure, and sample application questions.
2. Candidates must submit an application package by January 2nd including a questionnaire, CV, 2 minute video, and endorsement letter. Interviews will take place from January 11th-13th.
3. The MC will have 9 VP positions which will be allocated after selection. Candidates are applying for an MC VP role and will answer both general and specific questions related to various functional areas.
The document provides information about applying for the Member Committee (MC) leadership team for AIESEC in Mainland China for the 2014-2015 term. It includes an invitation for MC candidates to participate in a 20-day project, instructions on assembling an application package with items like a CV and questionnaires, and key dates like the January 11th application deadline. It also provides context about AIESEC in Mainland China like its national reality with 24 local committees, and recognition it has received on the global level.
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.
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
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.
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.
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.
Neuromarketing is a field that uses neuroscience technologies like fMRI to understand consumer brain responses to advertising and branding. Supporters believe it can help create more effective marketing, while opponents argue it amounts to "brainwashing" and could enable harmful political propaganda if misused. Several case studies are described that show how neural responses differ depending on brand exposure or preferences, demonstrating neuromarketing's potential to reveal unconscious influences on consumer behavior.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
This document provides an overview of water resources and ways to conserve water. It discusses how water is used by humans for agriculture, industry, households and recreation. It notes that fresh water supplies are under threat from rising demand. The document outlines some good and bad ways people use water, and proposes conservation tips like taking shorter showers, fixing leaks, and running dishwashers only with full loads. It includes links to videos about saving water and the environmental crisis.
Vision trumps all other senses. We have better recall for visual information. Pictures beat text - recognition soars with pictures. Exercise boosts brain power. We don't pay attention to boring things and attention steadily drops after 10 minutes, so presenters should change gears every 10 minutes.
The iGCDP summit in March aims to prepare OCPs and coordinators to deliver high quality internship experiences, clarify expectations between functions, and provide space for connection and experience sharing. The target audience includes iGCDP staff, supporting coordinators, and members. The agenda includes sessions on reconnecting with personal motivations, gaining skills for implementation, networking, and developing plans. The expected outcomes are practical skills and outputs to implement, understanding of roles and initiatives for collaboration between functions.
This document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2015-2016 term. It includes an introduction, details about the MC role and responsibilities, requirements for applicants, an overview of the selection process, and guidance on completing the application. Applicants must submit their CV, endorsement letters, answers to general and functional questions, and an English certificate by April 10th. The selection process involves interviews at a conference, an announcement of candidates, and a final approval at a General Assembly. The successful candidates will have an intensive transition period starting in May 2015 before their term begins on July 1st, 2015.
NST & MANAGER MC 18 19 AIESEC in CIV 2nd roundKOMENAN Boka
The document is an application for various manager positions in AIESEC's Cote d'Ivoire entity. It outlines the structure of the application process, timeline, and includes job descriptions and interview questions for different roles. Applicants are encouraged to apply by the deadline, sending their application to the provided email address.
Application NST & Manager MC 18 19 AIESEC in CIVKOMENAN Boka
Hey AIESEC !!!
This is the last chance to join MC RevoX
All departments are opened all positions.
Come and help us to achieve THE GOAL.
#MCRevoX #AIESEC #LEADERSHIP
AIESEC in Poland MC 16/17 Third Round Application Bookletaiesec_poland
The third round of Application Booklet for AIESEC in Poland that consists the transformative opportunity to lead this beautiful entity into greatness in its most challenging an intense year.
AIESEC in Poland MC 16/17 Second Round Application Bookletaiesec_poland
The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
- The MC is responsible for leading the strategic direction of AIESEC in Poland and ensuring goals are met. Members live together and receive a monthly salary.
- To apply, candidates must submit a CV, endorsement letters, and answer up to 13 pages of questions covering their experience, strengths, and visions for various functional areas.
- Sample general questions ask about strengths, weaknesses, and visions for the MC's role and
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
When checking the international student exchange platform EXPA, the document notes that a large portion of AIESEC in Australia is not yet on the platform. It encourages readers to imagine what it would mean if Australia was not on the world map to emphasize the importance of getting all of AIESEC Australia on EXPA. The document provides steps to start getting involved, such as creating a team, marking available positions as open, finding opportunities on the platform, and applying for roles to get more of AIESEC Australia represented on EXPA.
This document outlines how members learn through various conferences and trainings, and how that education is delivered. It discusses the roles of trainers in facilitating learning for members. Trainers need to learn skills like training needs assessment, design, facilitation, and evaluation. For those without trainers, it provides guidance on conducting a training needs assessment through member interviews and surveys. It also offers tips on training design and delivery, including understanding different learning environments and learner types, and following models like the 80-20-10 learning model and 4-mat model to create effective sessions.
This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.
The document discusses the importance of people analytics for making people decisions as a team manager in AIESEC. It outlines that people analytics involves collecting consistent data on membership over time through a quarterly employee engagement survey. This will allow benchmarking across entities and analyzing key assumptions about the membership. Entities can customize the survey with 0-5 additional questions. Guidelines are provided on designing effective questions that test hypotheses, have associated action steps, and identify pain or gain points to track over time. The survey will launch on October 17th and entities can provide feedback and submit custom questions through specified links.
This document discusses membership planning, which involves reviewing membership needs based on strategy, operations, culture, and current pipeline. It is an ongoing monthly process. The initial membership review involves the leadership team assessing goals, desired culture, membership requirements, and current pipeline. They create a membership plan using a talent worksheet. Each month, performance, behaviors, and fit are reviewed. Feedback, probation, reallocation or recruitment actions may be needed. The current pipeline is assessed and an attraction plan is made to recruit the needed profiles through the best channels.
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.
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.
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.
Neuromarketing is a field that uses neuroscience technologies like fMRI to understand consumer brain responses to advertising and branding. Supporters believe it can help create more effective marketing, while opponents argue it amounts to "brainwashing" and could enable harmful political propaganda if misused. Several case studies are described that show how neural responses differ depending on brand exposure or preferences, demonstrating neuromarketing's potential to reveal unconscious influences on consumer behavior.
The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.
This document provides an overview of water resources and ways to conserve water. It discusses how water is used by humans for agriculture, industry, households and recreation. It notes that fresh water supplies are under threat from rising demand. The document outlines some good and bad ways people use water, and proposes conservation tips like taking shorter showers, fixing leaks, and running dishwashers only with full loads. It includes links to videos about saving water and the environmental crisis.
Vision trumps all other senses. We have better recall for visual information. Pictures beat text - recognition soars with pictures. Exercise boosts brain power. We don't pay attention to boring things and attention steadily drops after 10 minutes, so presenters should change gears every 10 minutes.
The iGCDP summit in March aims to prepare OCPs and coordinators to deliver high quality internship experiences, clarify expectations between functions, and provide space for connection and experience sharing. The target audience includes iGCDP staff, supporting coordinators, and members. The agenda includes sessions on reconnecting with personal motivations, gaining skills for implementation, networking, and developing plans. The expected outcomes are practical skills and outputs to implement, understanding of roles and initiatives for collaboration between functions.
This document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2015-2016 term. It includes an introduction, details about the MC role and responsibilities, requirements for applicants, an overview of the selection process, and guidance on completing the application. Applicants must submit their CV, endorsement letters, answers to general and functional questions, and an English certificate by April 10th. The selection process involves interviews at a conference, an announcement of candidates, and a final approval at a General Assembly. The successful candidates will have an intensive transition period starting in May 2015 before their term begins on July 1st, 2015.
NST & MANAGER MC 18 19 AIESEC in CIV 2nd roundKOMENAN Boka
The document is an application for various manager positions in AIESEC's Cote d'Ivoire entity. It outlines the structure of the application process, timeline, and includes job descriptions and interview questions for different roles. Applicants are encouraged to apply by the deadline, sending their application to the provided email address.
Application NST & Manager MC 18 19 AIESEC in CIVKOMENAN Boka
Hey AIESEC !!!
This is the last chance to join MC RevoX
All departments are opened all positions.
Come and help us to achieve THE GOAL.
#MCRevoX #AIESEC #LEADERSHIP
AIESEC in Poland MC 16/17 Third Round Application Bookletaiesec_poland
The third round of Application Booklet for AIESEC in Poland that consists the transformative opportunity to lead this beautiful entity into greatness in its most challenging an intense year.
AIESEC in Poland MC 16/17 Second Round Application Bookletaiesec_poland
The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
- The MC is responsible for leading the strategic direction of AIESEC in Poland and ensuring goals are met. Members live together and receive a monthly salary.
- To apply, candidates must submit a CV, endorsement letters, and answer up to 13 pages of questions covering their experience, strengths, and visions for various functional areas.
- Sample general questions ask about strengths, weaknesses, and visions for the MC's role and
Here are the 3 main bottlenecks I have identified based on analyzing our national conversion rates and process time for the consideration phase:
1. Lack of sales skills and knowledge among LCs and members. This leads to poor sales pitches and inability to properly guide candidates through the consideration process.
2. Ineffective follow up strategies. LCs and members are not consistently following up with candidates to move them through the stages of the sales funnel.
3. Limited engagement and motivation of LCs. LCs are not fully committed to sales goals and targets. They lack the necessary drive and engagement to effectively manage opportunities.
To address these bottlenecks, I would create the following education touchpoints:
1. Develop
NSB Application Booklet - AIESEC in the Czech RepublicJakub
This document provides information about open positions on the National Support Body (NSB) for AIESEC in the Czech Republic, including job descriptions, requirements, and timelines. Applicants must submit applications by January 29th, including answering specific questions for the position. Interviews will be held January 30-31st. Open positions include NSB Customer Care, Designer, Social Media, Internal Communication, Local Committee Development, Legality, and National Trainers Team. The contact information for the Member Committee is also provided.
The document is a call for applications for several National Support Team positions at AIESEC Mauritius for the term 2015-2016. It provides details on the application process, which requires candidates to answer general and specific questions. It also includes job descriptions and key performance indicators for the positions of OGXoGIP Manager, OGXoGCDP National Coordinator, OGXSPECIFIC QUESTIONS Manager, TMNational Recruitment Manager, and COMMSCommunity Manager. Candidates are advised to submit their applications in PDF format to the specified contact by July 20th.
The document provides information about applying to be part of the national team leading AIESEC in Serbia for the term 16.17. It includes an introduction inviting applicants to join this opportunity to help change society and Serbia. It then provides details about AIESEC in Serbia's history and performance. The application process and requirements are outlined, including submitting an application package by February 20th. If selected, candidates will present to Local Committee Presidents and have interviews. The new team will be announced on February 26th. The document also describes the roles and structure of the national team positions.
This document contains an application for various managerial positions within AIESEC Greece for the 2014-2015 term. It requests personal information from applicants and details of their academic, work, and AIESEC experience. It also includes a general questionnaire about the applicant's reasons for applying and understanding of AIESEC's goals. Specific questionnaires are then provided for each managerial position, asking how the applicant would approach responsibilities like partnership development, event planning, and website improvement. The document gathers comprehensive information to evaluate candidates for leadership roles within the organization.
This document provides tips for PR representatives in AIESEC entities to help manage their PR area. It covers establishing a PR flow and value proposition, tracking account management, setting up corner meetings between strategic areas, defining member jobs and duties, structuring projects, and implementing branding and positioning actions. The goal is to equip PR reps with strategies for choosing strategic partners, engaging universities and student organizations, and coordinating efforts across different areas to achieve organizational goals.
The document is a call for applications to join the Organizing Committee (OC) for NamLEAD, Namibia's annual leadership summit. It provides information about the roles and responsibilities of the OC and instructions for applying. The OC gives applicants an opportunity to develop skills in event management, time management, and teamwork while contributing to the development of Namibia's youth leaders. Applicants are asked to commit 15-20 hours per week and be available during the dates of the summit to help deliver the best conference experience for AIESEC Namibia.
The document provides information about a sales training program. The 3 main points are:
1. The sales training program covers various topics to help participants improve their sales skills including product knowledge, sales flow, market research, cold calling, sales meetings, the art of selling, follow up, proposal knowledge, and CRM training.
2. The sales flow section outlines the step-by-step process including analyses before sales, sales, and after sales. It discusses strategies for research, approaches, and dealing with rejection.
3. The document provides tips for lead generation including warm contact sources like alumni and networking events, as well as strategies for cold calling like having a clear purpose and being prepared with potential meeting dates
The document summarizes the agenda and discussions from the December GIP Monthly Meeting. Key discussion points included reviewing November performance, strategies for raising funds like it's Christmas, selecting excellent EPs, understanding market and product strategies, and reminders about driving sales intensity. Metrics on program growth, matching rates, and NPS scores from the last 90 days were also presented. Solutions for improving the job questionnaire, account management processes, and faster matching were proposed.
This document provides information about open positions on the Global Support Teams for 2014-2015. It includes job descriptions for two positions: BD LATAM Chair and IGCDP IGN Operations Support. For each role, it outlines the team purpose, key deliverables, required structure, team member profiles, workload, and duration. It also includes general and specific questionnaires for candidates to complete as part of the application process.
National support team 1516 - Regional Coordinator & Expansion ManagersAIESEC Italia
This document provides information about open National Support Team positions with AIESEC Italy's Organizational Development department. It is seeking applicants for the roles of Regional Coordinator (3 positions) and Expansion Responsible (2-3 positions). The Regional Coordinators will support local committees by visiting them, analyzing their performance, and providing recommendations to help them grow. The Expansion Responsibles will support the expansion strategy by performing feasibility studies, recruiting expansion managers, and helping new local committees/structures get started. The selection process involves applying by May 30th, then an interview and optional case study with the Review Board.
The document provides information about open positions on the National Support Team (NST) for AIESEC Czech Republic for the 2014/15 term. It includes general information about the NST and application process, a list of the open positions, and sample job descriptions for some of the positions including responsibilities and requirements. Applicants are encouraged to apply by June 16th for interviews from June 18th-22nd, with announcements on June 23rd. The positions involve supporting various areas of AIESEC Czech Republic including operations, global internships, career development, and communications. Benefits for NST members include a national conference and education budget for professional development.
Explore the key differences between silicone sponge rubber and foam rubber in this comprehensive presentation. Learn about their unique properties, manufacturing processes, and applications across various industries. Discover how each material performs in terms of temperature resistance, chemical resistance, and cost-effectiveness. Gain insights from real-world case studies and make informed decisions for your projects.
3. Intro
Dear fellow AIESECer,
Thank you for showing interest for this booklet.
Here you can find all information regarding national support
team.
We are here to make your AIESEC journey even more intense
and meaningful.
We can promise that we will implement team minimums and
make this experience as quality as possible.
We are happy that you decided to join MC Daredevil crew.
Good luck!
4. General information
• Applications open 24.07 – 30.07
• DDL for applications is 31.07 11.59 PM
• Interviews will be held on 3rd of August
• Announcements: 4th of August
Timeline
• All positions are open from August 2015 until 31st of
January 2016
• After this term if both sides are satisfied re-term will
be possible
Term
duration
•All applications should be sent on
tatjanamutabdzija@gmail.com and on e-mail of MC
responsible person
•All applications should be sent before DDL otherwise will
not be taken in consideration
•You are free to choose form and design of application but
application cannot extend 5 pages and font 18
•All applications should have answers on ALL general and
FA questions otherwise will not be taken in consideration
•Applications are open for internationals if not stated
differently
•All MC VPs responsible will have consultancy time for
applicants, link will be posted on official AIESEC in Austria
MC facebook page (click here)
Application
form
5. Open positions
MC VP
PRM
IT manager
Social Media
manager
B2B manager
MC VP
OGX
EP XP
manager
Partnership
manager
MC VP
F&L
Legal
coordinator
MC VP
iGCDP
Global host
6. MC VP
PRM
IT manager
• Creating partner
logo repository
• Website
maintenance:
keeping content
up-to-date,
creation of additional
sub-sites
communication the
content with MCVPs
and MCP
adapting interactive
elements
• Feedbacking and
publishing blogposts
•SEO
% of partner logos
collected for
repository
# of blogs
feedbacked and
posted
# of TNs showcased
% of sites SEO
optimized
• Knowledge of
Wordpress and SEO -
basic level
• Ability to work
independently
• 7 hours per week
• Working closely
with MC
• Working with
multiple LCs -
coordination skills
• Advancement of
knowledge of SEO
JD
KPIs
Requirements
Key learning
points
7. MC VP
PRM
Social Media
manager
• Creation of content
calendar
• Tracking LCVPs on
delivery +
scheduling/publishing
• Creation of FB
campaigns in
cooperation with
LCVPs
% of content plan
fulfillment
# of campaigns
created
# of average new
likes weekly on
AIESEC in Austria
page
# of average weekly
engagement rate on
AIESEC in Austria
page
% of content
delivered by LCs
• Strong
organizational
understanding
• Ability to lead and
communicate with
people from different
realities
• Reliability and
ability to work
independently
• Basics of social
media management
• Social Media
management -
strategic planning
• Working closely
with MC
• NST might be
invited to facilitate at
a national conference
JD
KPIs Key learning
points
Requirements
8. MC VP
PRM
B2B
manager
• Creation of content
plan
• Creation of content
calendar together with
LCVP PR
• Feedbacking content
• Tracking LCVPs on
delivery +
scheduling/publishing
• Creation of LinkedIn
campaigns in
cooperation with LCVPs
• Researching online
partners for cross-
publishing content
• Preparing national B2B
newsletter
% of content plan
fulfilment
# of campaigns
created
# of new followers
on LinkedIn monthly
#r of partnering
servers acquired
# of newsletter
issues sent
• 10 hours/week
• Basic knowledge of
business to business
marketing
• Ability to work
independently
• Creative
• Team management
• Working closely
with MC
• Better
organizational
understanding
• B2B strategies
• NST might be
invited to facilitate at
a national
conference
JD
KPIs Key learning
points
Requirements
9. FA questions
IT manager
1. What is your experience working with Wordpress platform? Describe
which functions are you familiar with, which not.
2. Analyse current state of the website of AIESEC in Austria - which
SPECIFIC things would you like to improve?
3. How do you imagine cooperation with PRM commission and other
people involved ? Write down touch points with BD and OGX
commission.
Social media manager
1. How do you imagine working with the PRM commission? How would
you communicate, track and ensure delivery of results.
2. Analyze current state of Social Media in AIESEC in Austria - student
market - both LC and MC level.
3. Where do You see the direction of SoMe in AIESEC Austria?
4. What should be the contribution of LCs, what should be provided by
the MC? Which base-line messaging should be communicated?
5. What would make You feel successful after the term?
10. FA questions
B2B manager
1. How do you imagine working with the PRM commission? How would
you communicate, track and ensure delivery of results?
2. Provide best case practice example in B2B from the AIESEC network,
evaluate. Which things could you implement in Austria?
3. Where do you see the direction of LinkedIn strategy? Which base-
line messaging should be communicated?
4. What would make you feel successful after the term?
11. Creating and leading a task
force working on EP
experience
. Setting and tracking
expectation settings (for EPs)
and working standards (for EP
managers)
. Working on EP Lead
implementation (timeline and
content)
. Sending, collecting and
analyzing NPS surveys
. Proposing action plans to
improve the NPS and the LDM
score based on the survey
analysis
Surveys’
response rate
NPS score
LDM score
% of Reintegrated
EPs
•Previous OGX
experience
(preferable)
•Both virtual and
physical work are
possible
•Deeper
knowledge of
AIESEC and the
Austrian
federation
•Team
management
•Communication
skills
•Analytical skills
•Customer
management
JD
KPIs
Requirements
Key learning
points
MC VP
OGX
EP XP
manager
12. . Creating and leading a task
force working on partnerships
management
. Having monthly contacts with
all MC partners
. Educating the OGX commission
on the partners’ programs
. Support LCs with MC partners
local realities and LC to LC
contacts
. Support EPs abroad when in a
partner country
. Working with the NST EP
Experience on Leadership
Development co-delivery & NPS
for partners
. Cooperating with Marketing on
product creation
Within the
partnership
structure only,
. # of Realizations
. % of Realizations
with partners
. Conversion rate
from In Progress to
Match
. NPS score
. LDM score
•Previous OGX
experience
(preferable)
•Both virtual and
physical work are
possible
Deeper knowledge
of AIESEC and the
Austrian
federation
. Team
management
. Communication
skills
. Crisis
Management skills
. Training skills
. Customer
management
JD
KPIs
Requirements
Key learning
points
MC VP
OGX
Partnership
manager
13. FA guestions
Partnership manager
1. How would you work with OGX commission?
2. What are your ideas to improve the quality of International Relations.
Present your strategy for co-delivery and downscaling of
partnerships
3. Describe Austrian student market (referring to GC, GT and GE).
What is the relevance of each program?
4. Who do you think AIESEC in Austria should partner with in each
program? Why?
5. Present your strategy for co-delivery and downscaling of
partnerships
EP XP manager
1. How would you work with OGX commission?
2. What does the customer centricity mean to you?
3. What in your opinion would improve the quality of experience of
Austrian EPs? Propose actions.
4. Assess the current quality of OGX programs in Austria.
5. How would you measure the quality of internships of our EPs?
14. • Ensure legality of AIESEC in
Austria within the Austrian
law and AIESEC International
regulations
• Check the contracts and
corporate agreements
submitted by the entities and
the MC.
• Design, implement and
coach implementation of new
documents for the legal area.
• Support AIESEC in Austria
compendium updating
process
• Provide legal advice on VISA
processes for LCs and MC
• Support MCVP F&L in any
legal issue
• Translate general legal
information needed by MCVP
F&L
# Documents and
tools created and
implemented
(contracts,
agreements, visa
process)
# Consultancy
activities developed
# Manuals created
and updated
Compendium
updated and aligned
between MC and LC
•Operation background in
F&L
• Legal documents
production experience
• Legal
knowledge(Required)
• Austrian Law
understanding(Required)
• English: intermediate and
German: Native (required)
• Knowledge about OGX
and ICX flow
• working closely with
MC
• advanced knowledge
in F&L
• advanced knowledge
anout comedium and
all legal documents
• better organisational
understanding
JD
KPIs
MC VP
F&L
Legal
coordinator
Requirements
Key learning
points
15. FA questions:
Legal coordinator
1. Present and explain main steps to get Visa for iGIP (>24 weeks)
2. Create a motion to update compendium in a matter that you
considered important
3. Mention which are the main elements of a contract.
4. Prepare a draft of contract for Global Entrepreneur in oGIP or iGIP
(choose only one)
5. In case of conflict about the accomplishment of an outgoing
exchange contract by AIESEC define the main actions to solve the
situation.
16. MC VP
iGCDP
Global host
• Prepare content for the web-
site (create product
description, gather
testimonials, create a
registration form)
• Design materials
• Propose terms and conditions
for hosting program
• Prepare guidelines for
expectation setting and final
feedback with families
• Education support about the
hosting program (how to
communicate the value, how
to look for hosts, rules)
• Research on potential
partners
• Propose strategies for
growth of the hosting
programm
• Tracking and evaluation of
the programm
% content for
the web-site
done
#of stories
showcased
#of materials
created
#organizations
approached
• German speaker
• Residence in
Austria
• Inovative
• Persistant
• Open minded
• strategic
planning
• product launch
• product
management
• project
management
• communication
skills
JD
KPIs
Requirements
Key learning
points
17. FA questions
Global host
1. What is the importance of a hosting program for AIESEC in Austria?
What potential does it have?
2. What are the potential bottlenecks to implementation of Global Host?
What we can do to address them?
3. Imagine, that you have unlimited resources (time, money, people)
how would you make sure that the hosting program runs successfully
in every city in Austria and all EPs are accommodated with families?
18. Application form
1. General information
– Name and Surname
– Date and place of birth
– E – mail and phone number
– Current residence ( city and country)
2. AIESEC background
– Previous experience and key learning points for each
– Current position
3. What is your motivation to apply for NST in AIESEC in
Austria?
4. How will this experience contribute to your next steps in
AIESEC?
19. FAQs
Do I need to be active AIESECer in order to apply?
No, you are welcomed to apply for NST if you have finished your active
AIESEC experience in past one year.
Can I apply if I am already in active AIESEC position?
Yes! We welcome dual experiences as long as you can manage both
positions.
How much would I need to work as NST?
It depends from position and timeline, but approximately between 5 and
10 hours per week.
Do I need to be from Vienna or Austria in order to apply?
It depends from position. For most of positions work can be done
virtually, so you don’t need to be from Vienna/Austria. However for
some positions your physical presence is needed. Make sure that you
read booklet carefully.