The document provides an operations monthly report for October 2013. It includes summaries for oGIP, oGCDP, iGIP, and iGCDP. The oGIP section reports on priorities achieved, results for RA, MA, and RE metrics, and network analysis. It discusses positive and negative factors and priorities for November. The oGCDP section similarly reports on MoS achievement, growth in metrics from 2012-2013, and key progress and challenges. The iGIP section discusses general direction, priorities achieved, results for RA, MA and RE, network analysis, and factors affecting performance. It outlines achievements and non-achievements for October and strategies and challenges for November. Finally, the i
The document provides operations reports for November 2013 from various areas within the organization, including oGIP, oGCDP, iGIP, and iGCDP.
The oGIP report notes achievements including an EP conference and first results from codeliveries in several countries. Non-achievements included cooperation issues in the Czech Republic. The oGCDP report highlights exceeding the plan for raises and growth in several measures from 2012-2013. The iGIP report outlines progress on several priorities and an increase in raises in IT. Finally, the iGCDP report discusses refreshing educational products and exceeding the raise plan for the month while facing challenges with matching.
August 2013 operational plans monthly review647435
The document provides operational reports for August 2013. Key points from oGIP's monthly report include progress on implementing growth networks and culture initiatives. Overall August results showed growth in some areas but challenges with RE and pipeline. For oGCDP, priorities were bringing relevance to members, improving LC cooperation, focusing on customers, and optimizing processes. August sales numbers met plans with a small decrease year-over-year for oGCDP.
The Operations Monthly Report for December 2013 provides an overview of results and key activities across various areas including oGIP, iGIP, iGCDP, TM, Operations, and IM. Some highlights include:
- oGIP saw a decrease in matchings but an increase in realizations. Key achievements were the successful WinCo delivery and replanning preparation. Challenges include a drop in matchings.
- iGIP saw growth in the IT subproduct from coaching strategies. Achievements included regional sales tracking and conferences delivery. Challenges include poor matching performance.
- iGCDP exceeded targets for RAs, MAs, and REs. Network analysis shows performance varied
The document discusses the challenges facing youth globally in terms of unemployment. It notes that youth unemployment has risen dramatically worldwide, with youth unemployment rates being 3 times higher than adult rates. This high rate of youth unemployment is an issue not just in developing countries but also in developed countries impacted by the financial crisis. The document advocates for the important role youth can play as agents of change and innovators if given opportunities. It discusses AIESEC's Global Internship Program and how such internships can provide valuable work experience and professional development for youth participants.
The recruitment report summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. Over 2400 applications were received, exceeding the promotion plan goal by 27%. Most applications came from referrals on Facebook, friends/acquaintances from AIESEC, and other friends/acquaintances. In total, 936 new members joined, achieving 79% of the talent plan. The process engaged over 275 existing members in promotion and over 318 in selection. Most new members attended local conferences. The main challenges were a low number of applications in some areas and not recruiting enough people who could attend events. Suggested solutions include creating smaller teams and more reallocation.
This operations monthly report summarizes activities from June 1-30, 2015 for Marshals Night Security Services in Witbank, South Africa. Key points include: the area has a full staffing complement except for an open area manager position; there were no reported arrests, incidents, injuries, or personnel turnover; challenges and proposed solutions are not detailed; wages are paid on the 15th of each month.
The document outlines key performance indicators (KPIs) for measuring the effectiveness of HR recruitment functions. It lists over 70 KPIs across categories such as recruitment, employee probation, vacancies, applications received, costs, hiring rates, internal mobility, and employment branding. The KPIs measure metrics like the volume of requisitions per recruiter, new hire satisfaction, external hire rates, time to fill positions, interview and hiring costs, internal promotion rates, and employment brand strength.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
The document provides operations reports for November 2013 from various areas within the organization, including oGIP, oGCDP, iGIP, and iGCDP.
The oGIP report notes achievements including an EP conference and first results from codeliveries in several countries. Non-achievements included cooperation issues in the Czech Republic. The oGCDP report highlights exceeding the plan for raises and growth in several measures from 2012-2013. The iGIP report outlines progress on several priorities and an increase in raises in IT. Finally, the iGCDP report discusses refreshing educational products and exceeding the raise plan for the month while facing challenges with matching.
August 2013 operational plans monthly review647435
The document provides operational reports for August 2013. Key points from oGIP's monthly report include progress on implementing growth networks and culture initiatives. Overall August results showed growth in some areas but challenges with RE and pipeline. For oGCDP, priorities were bringing relevance to members, improving LC cooperation, focusing on customers, and optimizing processes. August sales numbers met plans with a small decrease year-over-year for oGCDP.
The Operations Monthly Report for December 2013 provides an overview of results and key activities across various areas including oGIP, iGIP, iGCDP, TM, Operations, and IM. Some highlights include:
- oGIP saw a decrease in matchings but an increase in realizations. Key achievements were the successful WinCo delivery and replanning preparation. Challenges include a drop in matchings.
- iGIP saw growth in the IT subproduct from coaching strategies. Achievements included regional sales tracking and conferences delivery. Challenges include poor matching performance.
- iGCDP exceeded targets for RAs, MAs, and REs. Network analysis shows performance varied
The document discusses the challenges facing youth globally in terms of unemployment. It notes that youth unemployment has risen dramatically worldwide, with youth unemployment rates being 3 times higher than adult rates. This high rate of youth unemployment is an issue not just in developing countries but also in developed countries impacted by the financial crisis. The document advocates for the important role youth can play as agents of change and innovators if given opportunities. It discusses AIESEC's Global Internship Program and how such internships can provide valuable work experience and professional development for youth participants.
The recruitment report summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. Over 2400 applications were received, exceeding the promotion plan goal by 27%. Most applications came from referrals on Facebook, friends/acquaintances from AIESEC, and other friends/acquaintances. In total, 936 new members joined, achieving 79% of the talent plan. The process engaged over 275 existing members in promotion and over 318 in selection. Most new members attended local conferences. The main challenges were a low number of applications in some areas and not recruiting enough people who could attend events. Suggested solutions include creating smaller teams and more reallocation.
This operations monthly report summarizes activities from June 1-30, 2015 for Marshals Night Security Services in Witbank, South Africa. Key points include: the area has a full staffing complement except for an open area manager position; there were no reported arrests, incidents, injuries, or personnel turnover; challenges and proposed solutions are not detailed; wages are paid on the 15th of each month.
The document outlines key performance indicators (KPIs) for measuring the effectiveness of HR recruitment functions. It lists over 70 KPIs across categories such as recruitment, employee probation, vacancies, applications received, costs, hiring rates, internal mobility, and employment branding. The KPIs measure metrics like the volume of requisitions per recruiter, new hire satisfaction, external hire rates, time to fill positions, interview and hiring costs, internal promotion rates, and employment brand strength.
Related Article for context:
http://www.eremedia.com/ere/you-can-tell-your-talent-acquisition-story-to-business-leaders-in-one-page/
Over the years I have been asked by Talent Acquisition and HR leaders what is the best scorecard that you use to set expectations and educate executive leadership against Key Performance Indicators (KPI’s).
Rather than just continue to have those conversations one at time, I thought it might be helpful to share the scorecard template that I have landed on that produces the best outcomes I have found based of years of trial and error experience.
The document provides quarterly operations reports for Talent Management (TM), international GIP (iGIP), outgoing GIP (oGIP), and outgoing GCDP (oGCDP) for Q1 2014.
Some key highlights include: TM launched new leadership programs and educated EBs for 2015 but saw delays in other projects. iGIP exceeded RA goals but saw weak matching. oGIP achieved education priorities but fell short of Q1 goals for RA/MA/RE. oGCDP focused on bringing relevance to AIESEC and improving LC cooperation.
August 2013 functional projects monthly review647435
The monthly report summarizes activities from the Communications, Organizational Development, Public Relations, Finance, and External Relations functions for August. Some key points:
- Communications focused on campaign creation for various programs but faced challenges completing tasks on deadline due to handling multiple projects simultaneously.
- Organizational Development priorities included coaching, conference management, and planning changes. Expansion opportunities for local committees were also explored.
- Public Relations worked on recruitment, an assessment of national values, and local committee coaching. Lack of defined goals for some areas was a challenge.
- External Relations priorities included sales meetings, an event, debt collection, and partnerships. Recruiting for all ambassador positions and completing some deals
The Operations Monthly Report for February summarizes key achievements and priorities across various departments. The iGIP department delivered its Global Talents product and prepared for upcoming conferences. iGCDP realized its @Uni project and began transitioning. TM developed the AMS system and prepared for MultiTo. Operations established priorities around proxies and initiatives. IM finished international cooperation platforms and the SONA tool. Challenges included conference preparations and transitions across departments.
The monthly report summarizes iGIP's activities and results for January 2014. Key achievements included boosting matching through the @Uni program and preparations for future projects. Results were mixed, with some metrics like RA above target but others like RE below. Challenges included a lack of focus on Global Talents forms and delays in decisions. February priorities are to boost Global Talents matching and preparations for upcoming projects, while challenges include limited time due to an upcoming conference.
The functional monthly report summarizes communications, organizational development, public relations, external relations, and finance activities for July. Key achievements included building partnerships, coaching strategy implementation, incentive system updates, expansion planning, and debt collection. Challenges involved limited time, personnel changes, and coordination across areas. The next month's focus will be on partnership management, conference planning, alumni engagement, and negotiations.
The document provides operations reports for July 2013. It summarizes results for IT, Marketing, Long Term & Education, Business Administration, and General Direction departments. Key achievements included meeting recruitment and planning targets. Challenges included lack of time for operational work. The oGCDP report discusses general direction, monthly priorities like SumCo preparation, and July results. Network analyses show membership growth. Key achievements were SumCo delivery and international meetings. Areas of non-achievement included selection processes and alignment meetings. Both reports outline plans and challenges for the coming month.
This document discusses strategies for growing AIESEC's GCDP program. It provides an overview of GCDP performance data by region. It then analyzes Net Promoter Scores and feedback from countries to identify issues. Next, it outlines three strategies: improving the IGCDP business model, better packaging the OGCDP product, and strengthening supply and demand management through country partnerships. Additional sections cover growing GCDP during peak seasons, implementing a talent capacity framework, and improving marketing for higher conversion rates.
This document provides an audit report for the Outgoing Global Internship Program (oGIP) of AIESEC in Delhi University for the year 2013. It analyzes the program's experience delivery, customer centricity, process implementation, and back office alignment. While raises and matches increased in 2013, realized internships showed no growth due to many match breaks and EP backouts outside the local committee's control. The report finds the program's prospects are positive but weaknesses require attention. It recommends focusing on customer listening, simple processes, product development, and demand management in 2014.
This document provides a quarterly report on the functional areas of Communications, PR, OD, ER, and Finances for Q1 2014.
In Communications, the key achievements were launching the GC & GT campaigns and TMP Product Packaging. Challenges included delays in the GT Campaign and tracking of the February TMP promotion.
PR focused on delivering conferences like Poland Y2B while facing challenges with limited time.
OD worked on coaching development, conference delivery, and the initial People Development Cycle. Priorities for Q2 include further coaching strategies and improving the SONA system.
ER launched the new Career Days website and worked on new sales and products.
Overall, the quarter saw
The functional quarterly report provides results and updates from various departments including External Relations, Finance, Organizational Development, and Public Relations for Q3 2013.
In External Relations, key achievements were the BoP Career Days and AIESEC week delivery standards work. Non-achievements included the new Career Days logging system and EuroXPro sales. Strategies for Q4 include the Career Days Autumn realization and debt collection of at least 85%.
Finance reports progress on the external audit case and preparation for the Financial Model project. The audit of financial statements from 2011/2012 was not completed. Key strategies for Q4 include finishing the external audit and starting work on the Financial Model.
Organizational
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
This document provides monthly reports from various departments of AIESEC Poland for April 2014.
The Communications department focused on marketing campaigns for Global Citizen and Global Talents programs which led to increased applications. Key results included over 300 GC applicants and 220 GT applicants. There was also growth in social media followers.
The Organizational Development department held a successful CEED training in Japan and prepared for leadership transitions. Priorities included coaching, sustainability initiatives, and ensuring coherence across levels of the organization.
The External Relations department delivered major events like EuroXPro and career fairs. Revenue targets were close to or above plan.
The PR department supported major events and was focused on individual transitions.
The Finance
Australasian Software Engineering Research: Current StateJon Whittle
This document discusses the current state and future direction of software engineering (SE) research in Australia and New Zealand. It provides data on submissions and participation from these countries to the International Conference on Software Engineering (ICSE). It then suggests developing a clear vision and strategy to guide SE research in the region, working as a collaborative team across institutions rather than as individuals, nurturing emerging researchers, thinking globally, and working across disciplines. Specific recommendations include defining SMART objectives, holding workshops, submitting more proposals, citing each other's work, establishing PhD and mentoring networks, and targeting top international conferences. The overarching goal is to strengthen the base of SE research in Australasia.
The document provides an overview of the functional objectives and evolution of different departments within AIESEC Spain from 2011/2012 to 2012/2013. It discusses the goals, strategies, key outputs, and next steps for the Outgoing Exchange, Business Development, Organization Development, Talent Management, and Finance & Legal departments. The departments aimed to support strategies like decreasing the gap between placements and requests, ensuring local committee sustainability, and overall organizational development through member development and training. Strategies included process optimization, knowledge management, partnership development, and planning/tracking systems.
The document provides monthly reports for Organizational Development (OD), Public Relations (PR), Finance, and External Relations (ER) for November 2013.
The OD report summarizes achievements and non-achievements for November, as well as strategies and challenges for December. PR similarly reports on their November performance and December plans.
Finance completed their first main goal of an external audit and delivered an external summit conference. Their focus is now on creating a financial model. ER worked on changes to the Career Days website and product portfolio development, and their priorities for December include WinCo delivery and closing the 2013 vindication.
The content of National Adaptation M&E Systems | Timo LeiterNAP Global Network
Presentation by Tim Leiter, GIZ, on "The content of National Adaptation M&E Systems" at the National Adaptation Plan (NAP) Global Network's Targeted Topics Forum in Lilongwe, Malawi, in February 2017.
National project OCP|OC information and application bookletAnastasiia Isakii
This document provides information about positions on the National Project Organizing Committee (OCP) for AIESEC Indonesia. It includes an overview of the application and selection process, position descriptions, important dates, and contacts for questions.
The positions described are National Project OCP, OC Talent Management, OC RA-MA-RE, OC Marketing & Program, OC Finance & Logistics, and OC RA-MA-RE & External Relations. Each position has main responsibilities and requirements outlined. Key performance indicators are also listed for some positions. The document provides details to help applicants understand the roles and apply for positions on the National Project committee.
This document discusses planning for recruitment, selection, onboarding, and development of new members. It emphasizes the importance of understanding current membership performance and productivity before recruiting new members. Key points addressed include backward planning timelines for recruitment and exchanges, defining job descriptions and competencies, designing an efficient selection process, setting goals for inducting new recruits, and aligning recruitment with exchange program needs and talent capacity. The overall aim appears to be establishing an effective process for recruiting the right members and developing their skills and performance over time.
This document discusses the evolution of project management processes at Advanced Technology Division (ATD) from version 1.0 to 2.0. It explains how early PM tools focused on cost, schedule and resources for individual projects. It then summarizes how ATD developed a standardized project lifecycle template, identified resources, and began capturing more program-level data on priorities and capacity planning. Finally, it outlines how the new Innovator PM tool integrated projects and provides more timely updates across multiple levels from individual projects to programs.
The summary provides an overview of the key points from the operations monthly report for April:
1) Talent management focused on growing the talent pool and programs to impact the organization and members, with over 600 new members recruited in February-March and goals mostly achieved.
2) iGIP delivered a coherent global talents product in Poland through optimized processes and partnerships, while oGCDP focused on projects, leadership programs, and coaching local committees.
3) Information management developed new applications and an audit tool, and began transitions, while operations prepared for leadership changes and ensured standards.
- Talent management drove growth for GIP and GCDP programs in April. 615 new members were recruited, achieving 91% of the talent plan.
- Reallocation was used to realize 254 of the talent plan members. Recruitment was done late in some locations and had a low conversion rate.
- TMPs grew 270% from April 2013 while TLPs grew 206%, but growth is not equally reflected in both.
- iGIP delivered global talents programs through national sub-products. Results were lower than targets and goals due to holidays.
- oGCDP achieved priorities including an EP LEAD task force but did not meet GCDP Innovation Fund goals. Results
The document provides quarterly operations reports for Talent Management (TM), international GIP (iGIP), outgoing GIP (oGIP), and outgoing GCDP (oGCDP) for Q1 2014.
Some key highlights include: TM launched new leadership programs and educated EBs for 2015 but saw delays in other projects. iGIP exceeded RA goals but saw weak matching. oGIP achieved education priorities but fell short of Q1 goals for RA/MA/RE. oGCDP focused on bringing relevance to AIESEC and improving LC cooperation.
August 2013 functional projects monthly review647435
The monthly report summarizes activities from the Communications, Organizational Development, Public Relations, Finance, and External Relations functions for August. Some key points:
- Communications focused on campaign creation for various programs but faced challenges completing tasks on deadline due to handling multiple projects simultaneously.
- Organizational Development priorities included coaching, conference management, and planning changes. Expansion opportunities for local committees were also explored.
- Public Relations worked on recruitment, an assessment of national values, and local committee coaching. Lack of defined goals for some areas was a challenge.
- External Relations priorities included sales meetings, an event, debt collection, and partnerships. Recruiting for all ambassador positions and completing some deals
The Operations Monthly Report for February summarizes key achievements and priorities across various departments. The iGIP department delivered its Global Talents product and prepared for upcoming conferences. iGCDP realized its @Uni project and began transitioning. TM developed the AMS system and prepared for MultiTo. Operations established priorities around proxies and initiatives. IM finished international cooperation platforms and the SONA tool. Challenges included conference preparations and transitions across departments.
The monthly report summarizes iGIP's activities and results for January 2014. Key achievements included boosting matching through the @Uni program and preparations for future projects. Results were mixed, with some metrics like RA above target but others like RE below. Challenges included a lack of focus on Global Talents forms and delays in decisions. February priorities are to boost Global Talents matching and preparations for upcoming projects, while challenges include limited time due to an upcoming conference.
The functional monthly report summarizes communications, organizational development, public relations, external relations, and finance activities for July. Key achievements included building partnerships, coaching strategy implementation, incentive system updates, expansion planning, and debt collection. Challenges involved limited time, personnel changes, and coordination across areas. The next month's focus will be on partnership management, conference planning, alumni engagement, and negotiations.
The document provides operations reports for July 2013. It summarizes results for IT, Marketing, Long Term & Education, Business Administration, and General Direction departments. Key achievements included meeting recruitment and planning targets. Challenges included lack of time for operational work. The oGCDP report discusses general direction, monthly priorities like SumCo preparation, and July results. Network analyses show membership growth. Key achievements were SumCo delivery and international meetings. Areas of non-achievement included selection processes and alignment meetings. Both reports outline plans and challenges for the coming month.
This document discusses strategies for growing AIESEC's GCDP program. It provides an overview of GCDP performance data by region. It then analyzes Net Promoter Scores and feedback from countries to identify issues. Next, it outlines three strategies: improving the IGCDP business model, better packaging the OGCDP product, and strengthening supply and demand management through country partnerships. Additional sections cover growing GCDP during peak seasons, implementing a talent capacity framework, and improving marketing for higher conversion rates.
This document provides an audit report for the Outgoing Global Internship Program (oGIP) of AIESEC in Delhi University for the year 2013. It analyzes the program's experience delivery, customer centricity, process implementation, and back office alignment. While raises and matches increased in 2013, realized internships showed no growth due to many match breaks and EP backouts outside the local committee's control. The report finds the program's prospects are positive but weaknesses require attention. It recommends focusing on customer listening, simple processes, product development, and demand management in 2014.
This document provides a quarterly report on the functional areas of Communications, PR, OD, ER, and Finances for Q1 2014.
In Communications, the key achievements were launching the GC & GT campaigns and TMP Product Packaging. Challenges included delays in the GT Campaign and tracking of the February TMP promotion.
PR focused on delivering conferences like Poland Y2B while facing challenges with limited time.
OD worked on coaching development, conference delivery, and the initial People Development Cycle. Priorities for Q2 include further coaching strategies and improving the SONA system.
ER launched the new Career Days website and worked on new sales and products.
Overall, the quarter saw
The functional quarterly report provides results and updates from various departments including External Relations, Finance, Organizational Development, and Public Relations for Q3 2013.
In External Relations, key achievements were the BoP Career Days and AIESEC week delivery standards work. Non-achievements included the new Career Days logging system and EuroXPro sales. Strategies for Q4 include the Career Days Autumn realization and debt collection of at least 85%.
Finance reports progress on the external audit case and preparation for the Financial Model project. The audit of financial statements from 2011/2012 was not completed. Key strategies for Q4 include finishing the external audit and starting work on the Financial Model.
Organizational
The document provides an overview of AIESEC in Poland for the 2013-2014 term. It begins with an agenda and introduction. It then discusses the context of AIESEC in Poland when the new leadership team took over, including low MoS achievement, lack of recent audits, and governance issues. The document outlines the national strategic direction, including increasing capacity, customer orientation, and brand positioning. It also summarizes key area projects and MoS execution results. In the last section, the document discusses lessons learned and future plans of individuals on the leadership team.
This document outlines the implementation timeline and process for Net Promoter Score (NPS) surveys within AIESEC. It discusses:
1) Piloting NPS internally in late 2011 and presenting the results at an event in early 2012.
2) Conducting a larger pilot of NPS with over 30,000 participants from 11 entities between January-February 2012 and evaluating the results.
3) Plans to further educate entities on NPS, negotiate with vendors, and expand access to all countries between 2012-2013.
4) Specific results from NPS surveys conducted by AIESEC Spain on various programs between March-April 2012, including NPS scores and areas for improvement.
This document provides monthly reports from various departments of AIESEC Poland for April 2014.
The Communications department focused on marketing campaigns for Global Citizen and Global Talents programs which led to increased applications. Key results included over 300 GC applicants and 220 GT applicants. There was also growth in social media followers.
The Organizational Development department held a successful CEED training in Japan and prepared for leadership transitions. Priorities included coaching, sustainability initiatives, and ensuring coherence across levels of the organization.
The External Relations department delivered major events like EuroXPro and career fairs. Revenue targets were close to or above plan.
The PR department supported major events and was focused on individual transitions.
The Finance
Australasian Software Engineering Research: Current StateJon Whittle
This document discusses the current state and future direction of software engineering (SE) research in Australia and New Zealand. It provides data on submissions and participation from these countries to the International Conference on Software Engineering (ICSE). It then suggests developing a clear vision and strategy to guide SE research in the region, working as a collaborative team across institutions rather than as individuals, nurturing emerging researchers, thinking globally, and working across disciplines. Specific recommendations include defining SMART objectives, holding workshops, submitting more proposals, citing each other's work, establishing PhD and mentoring networks, and targeting top international conferences. The overarching goal is to strengthen the base of SE research in Australasia.
The document provides an overview of the functional objectives and evolution of different departments within AIESEC Spain from 2011/2012 to 2012/2013. It discusses the goals, strategies, key outputs, and next steps for the Outgoing Exchange, Business Development, Organization Development, Talent Management, and Finance & Legal departments. The departments aimed to support strategies like decreasing the gap between placements and requests, ensuring local committee sustainability, and overall organizational development through member development and training. Strategies included process optimization, knowledge management, partnership development, and planning/tracking systems.
The document provides monthly reports for Organizational Development (OD), Public Relations (PR), Finance, and External Relations (ER) for November 2013.
The OD report summarizes achievements and non-achievements for November, as well as strategies and challenges for December. PR similarly reports on their November performance and December plans.
Finance completed their first main goal of an external audit and delivered an external summit conference. Their focus is now on creating a financial model. ER worked on changes to the Career Days website and product portfolio development, and their priorities for December include WinCo delivery and closing the 2013 vindication.
The content of National Adaptation M&E Systems | Timo LeiterNAP Global Network
Presentation by Tim Leiter, GIZ, on "The content of National Adaptation M&E Systems" at the National Adaptation Plan (NAP) Global Network's Targeted Topics Forum in Lilongwe, Malawi, in February 2017.
National project OCP|OC information and application bookletAnastasiia Isakii
This document provides information about positions on the National Project Organizing Committee (OCP) for AIESEC Indonesia. It includes an overview of the application and selection process, position descriptions, important dates, and contacts for questions.
The positions described are National Project OCP, OC Talent Management, OC RA-MA-RE, OC Marketing & Program, OC Finance & Logistics, and OC RA-MA-RE & External Relations. Each position has main responsibilities and requirements outlined. Key performance indicators are also listed for some positions. The document provides details to help applicants understand the roles and apply for positions on the National Project committee.
This document discusses planning for recruitment, selection, onboarding, and development of new members. It emphasizes the importance of understanding current membership performance and productivity before recruiting new members. Key points addressed include backward planning timelines for recruitment and exchanges, defining job descriptions and competencies, designing an efficient selection process, setting goals for inducting new recruits, and aligning recruitment with exchange program needs and talent capacity. The overall aim appears to be establishing an effective process for recruiting the right members and developing their skills and performance over time.
This document discusses the evolution of project management processes at Advanced Technology Division (ATD) from version 1.0 to 2.0. It explains how early PM tools focused on cost, schedule and resources for individual projects. It then summarizes how ATD developed a standardized project lifecycle template, identified resources, and began capturing more program-level data on priorities and capacity planning. Finally, it outlines how the new Innovator PM tool integrated projects and provides more timely updates across multiple levels from individual projects to programs.
The summary provides an overview of the key points from the operations monthly report for April:
1) Talent management focused on growing the talent pool and programs to impact the organization and members, with over 600 new members recruited in February-March and goals mostly achieved.
2) iGIP delivered a coherent global talents product in Poland through optimized processes and partnerships, while oGCDP focused on projects, leadership programs, and coaching local committees.
3) Information management developed new applications and an audit tool, and began transitions, while operations prepared for leadership changes and ensured standards.
- Talent management drove growth for GIP and GCDP programs in April. 615 new members were recruited, achieving 91% of the talent plan.
- Reallocation was used to realize 254 of the talent plan members. Recruitment was done late in some locations and had a low conversion rate.
- TMPs grew 270% from April 2013 while TLPs grew 206%, but growth is not equally reflected in both.
- iGIP delivered global talents programs through national sub-products. Results were lower than targets and goals due to holidays.
- oGCDP achieved priorities including an EP LEAD task force but did not meet GCDP Innovation Fund goals. Results
This document provides quarterly reports on three strategic projects for MC-LC cooperation: Term Shift Management, MC-LC Customization, and LC Planning.
For Term Shift Management, milestones in Q1 included discussions with LCPs about timeline changes and upcoming votes on changes at general assemblies. Priorities for Q2 include additional votes on timeline changes.
For MC-LC Customization, the Coaching sub-project achieved the closure of the first part of the coaching strategy and launch of the second part with new assignations. Challenges included limited time for coaching visits due to a packed calendar.
For LC Planning, achievements were the consolidation of 2014 January plans and feedback sessions at a conference. Prior
This document provides quarterly reports on three strategic projects for MC-LC cooperation: Term Shift Management, MC-LC Customization, and LC Planning.
For Term Shift Management, milestones in Q1 included discussions with LCPs about timeline changes and upcoming votes on changes at general assemblies. Priorities for Q2 include additional votes on timeline changes.
For MC-LC Customization, the Coaching sub-project achieved the closure of the first part of the coaching strategy and launch of the second part with new assignations. Challenges included limited time for coaching visits due to a packed calendar.
For LC Planning, achievements were the consolidation of 2014 January plans and feedback sessions at a conference. Prior
The document provides an update on the strategic financial modeling project for February 2013. Key milestones completed in February include collecting data from local committees and analyzing the data. The working group had their first meeting and created a draft of the financial model. Overall factors that positively influenced the project included a committed working group and the plan/design of the model. The next steps outlined are to create outputs from the working group's work and present the model to the network in March.
The document provides monthly reports from various departments of an organization in February 2014. Communications focused on marketing campaigns and educating networks. Finance delivered a conference and drafted a financial model. PR prepared for conferences and invited speakers. External Relations managed career events and product development. Overall factors that influenced performance included conferences, workload, and short time periods between projects. Key priorities for March included additional campaigns, conferences, and developing leadership programs with time constraints noted as challenges.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and balancing multiple responsibilities. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
This monthly report summarizes the communications, PR, external relations, finance, and organizational development functional areas for January 2014. Key achievements included the creation of 6-month communication plans, successful delivery of conferences like NPM, and progress on projects like the finance model. Challenges included lack of staff, exams limiting work, and integrating new strategies. The February priorities are continuing campaigns and conferences, while challenges will include short timelines and staff transitions.
Poland mc npm 2014 outputs going beyond and enjoying big aiesec poland647435
This document summarizes the growth and achievements of AIESEC in Poland from 2013-2014. It discusses increasing exchange opportunities from 2907 in 2013/2014. Realizations grew 29-35% annually. Strategies focused on increasing capacity through talent development, expanding reach, improving customer orientation through more relevant products and experiences, and strengthening the brand positioning both internally and externally. The national strategic direction aimed to realize the organization's mission and vision through capacity building, customer focus, and branding in order to continue growing sustainably.
The strategic projects report provides updates on the financial model, term shift, and MC-LC cooperation projects for December 2013. For the financial model, key achievements were collecting data and setting the strategy for creation. Key strategies for January include creating a draft of the financial model. Contributions will be needed from staff for a meeting from January 13-16. The term shift and MC-LC cooperation projects are not summarized due to lack of provided details in the document.
1) The document provides monthly reports for December 2013 from the External Relations, Finance, PR, and Organizational Development functions.
2) In External Relations, the key achievements were delivering various conferences and programs, while the Ambassador Program standardization was not completed.
3) In Finance, preparing budgets for conferences was achieved along with pipeline development, while the financial model creation is 50% complete.
4) PR focused on preparations for the Youth to Business conference in December and January.
5) Organizational Development worked on conference deliveries, leadership coaching, and revising leadership criteria and transparency.
The document provides monthly reports from various departments, including Finance, External Relations, Public Relations, and Organizational Development for October 2013.
The Finance report discusses the completion of an external audit of the LTD and working group selection. External Relations reports on the delivery of Career Days and AIESEC Week. Public Relations focuses on preparations for an upcoming Europe summit. Organizational Development outlines coaching evaluations, leadership committee meetings, and a consultancy appointment for an organizational needs assessment.
The Strategic Projects Monthly Report summarizes 3 projects for October 2013. For the Financial Model project, key achievements were a working group meeting and plan creation, while non-achievements were incorrect analyses and lack of participation from local chapters. Challenges for the next month include ensuring local chapters submit accurate data and addressing gaps. The Term Shift Management and MC-LC Cooperation Customization projects were both reported to be on track with no significant progress planned for October.
The document provides quarterly operations reports for Q3 2013. It summarizes results in IT and Business. In IT, the total quarterly results were 26 RA, 12 MA, and 11 RE, an 8% drop from 2012. Monthly priorities for staff like growth network strategies and LC coaching visits were completed. In Business, the total quarterly results were 48 RA, 74 MA, and 30 RE, a 31% drop in RE from 2012. The report analyzes monthly and quarterly key performance indicators and results.
This strategic projects report summarizes the progress of several projects in Q3 2013. The Term Shift project completed the decision to shift to annual terms starting in 2015. The MC-LC Cooperation project delivered most coaching visits to help LCs. The National Conference Cycle created a new multi-year conference plan but lacked managers for upcoming events. The LC Planning process released tools for 2014 plans but faced challenges with virtual education and process understanding. Data was collected for the Financial Model project but analysis was still in progress due to priorities and a shifted timeline.
The strategic projects report summarizes work in Q3 2013 on several initiatives. For term shift management, key achievements were completing the decision process to shift to annual terms in 2015 and gaining network trust in the change. For MC-LC cooperation customization, progress was made on coaching strategy and delivery, though materials were incomplete. SumCo and another conference were successfully delivered, but upcoming events lacked organization. The LC planning process was released but lacked understanding and virtual education was insufficient. Financial data was collected for modeling, with analysis to be completed in Q4.
The document provides updates on three strategic projects in July 2013:
1. The Financial Model project achieved presenting the project to stakeholders and non-achievements include not creating the working group.
2. The Term Shift Management project achieved presenting the idea to stakeholders and data collection. Non-achievements include lack of timeline introduction.
3. The MC-LC Cooperation project achieved current state analysis and coaching strategy creation for the Coaching sub-project. Non-achievements include building understanding of the coaching strategy.
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“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
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Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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3. oGIP – General Direction
1.
Working on specific segments - Global Talents
subproduct implementation
2. Growth networks – working closely with some LCs
3. oGIP culture among membership in our entity
( personel fulfillment, better understanding of area,
value proposition for members)
4. Off peaks in segments – supply & demand
management
5. International Relations support MC MoS realzation
7. Selling culture in oGIP area
8. Capitalizing on SU
4. Monthly Priorities Achievement
Kasia
IT
Off
peak
recruitment
-‐
everything
done
SI
Joao
Done
BE
a
Matcher
-‐
OGX
challenge
SI
Ana
Done
Co-‐delivery
evaliaCon
JD
Done
5. October – Results Overall
OGX
RA
#
MA
Plan
#
Plan
RE
#
11
4
5
7
9
Plan
9
16
120
7
31
9
11
6
9
4
1
24
4
49
40.83%
27
87.10%
36
150.00%
6. October – Results in IT
October
RA
MA
RE
PL
RE
PL
RE
PL
RE
15
11
4
8
8
7
AVI
57
MATCHED
12
11. NEGATIVE:
1. TIME :D Why day has only 24 hours? ;p
2. Lack of communication from some of
our partners
3. Lack of MCVP Communication L
12. oGIP in October 2013
Key Achievements:
• PROMO PREPARATION – Popi!
• GROWTH NETOWORK FOR
EPS AND OCPS ARE
WORKING!
• EVALUATION OF CO-DELIVERY
(SKYPES WITH CY AND
LETTER)
• IT WEBINARS PREPARATION
• ENGAGEMENT IN TOP
CLUSTER AND GIP PEEPS
• EY CONFERENCE
PREPARATION DONE
• AC WITCH CZECH REPUBLIC
PREPARATION DONE
Key Non-Achievements
• RA MOS ACHIEVEMENT
• PROMOTION MATERIALS
(NOT EVERTHING WAS
DELIVERED
• COUNTRY ALIGNMENT FOR
IT OFF PEAK RECRUITMENT
( COMMUNICATION)
13. oGIP in November 2013
Key strategies for next
month:
• EP Conference – 22.11
• AC with Czech Republic
in Warsaw – 18.11
• IT off peak recruitment
– from 25.11
• RECRUITMENT
TRACKING
• CO-DELIVERY YEY!
• WINCO PREPARATION
• ELD CHALLENGE
Key challenges for next
month:
16. Program MoS Achievement October
OGX GCDP
OctoberPlan
October%
Realization Realization
Ra
10
8
80%
Ma
10
18
180%
Re
25
19
76%
17. Program MoS Growth 12.13 –
13.14
2012-2013
2013-2014
% Growth
RA
MA
RE
RA
MA
RE
OCT
9
8
23
OCT
8
18
19
OCT
Currently available forms: 117
Currently matched forms: 29
RA
MA
RE
-‐11%
125%
-‐17%
18. Key progress this month
Chairing LCC’s (connecting with Warsaw
UW, Katowice and Wroclaw UE)
Meetings with Warsaw SGH and Warsaw
UW for Q4-Q1 direction
TM – OGX synergies project framework
ELD Challenge launch
Off Peak promotion launched
India – Poland GCDP Project
19. Expected outcome next month
ELD Challenge & Off Peak
promotion – successful
Follow-up on GCDP Innovation
Project
NST and LC coaching follow-ups
GC Leaders commission
engagement in national projects
22. iGIP – General Direction
• iGIP in Poland is delivering one
coherent and market relevant Global
Talents product basing on national sub
products and local segments. Our
internal processes optimization and
know-how implementation together
with external outlook makes us reliable
business partner for companies in
different segments across Poland.
23. Monthly Priorities Achievement
• Global Talents basic brand support webpage / offer
• International cooperation manager
selection and induction
• Sales region management tools
creation
24. August – Results Overall
October
25
17
16
2013
2012
28
2012
2013
17
2012
27
RA
2013
MA
RE
25. October – Results in IT
IT
3
2
1
1
0
2012
2013
RA
0
2012
2013
MA
OCTOBER
2012
2013
RE
26. Network Analysis – RA
October
AIESEC
TORUN
UMK
AIESEC
KOSZALIN
AIESEC
KIELCE
AIESEC
WROCLAW
UT
AIESEC
NOWY
SACZ
AIESEC
SZCZECIN
AIESEC
LODZ
AIESEC
KATOWICE
AE
AIESEC
OLSZTYN
AIESEC
LUBLIN
UMCS
AIESEC
GDANSK
UG
AIESEC
KRAKOW
AIESEC
WARSAW
UNIVERSITIES
AIESEC
POZNAN
AIESEC
WROCLAW
UE
AIESEC
BIALYSTOK
AIESEC
RZESZOW
0
1
2
2012
3
2013
4
5
6
7
8
29. Overall Factors
(positive or negative factors that influenced the
performance)
• Matching mania! (68% matching
growth)
• More and more raises in IT
• Still poor performance in IT matching
• Lack of HR in LCs (weak sales and
matching intensity) – October
recruitment!
30. iGIP in October 2013
•
•
•
•
Key Achievements:
Sales region tools
creation +
management
Matching Mania
International Relations
Manager
implementation
Brand Manager
implementation
Key Non-Achievements
• Brand support
• Webpage recapture
• Government
cooperation
31. iGIP in November 2013
Key strategies for next
month:
Key challenges for next
month:
• Sales Region tracking
• GT NST cooperation for
improvement of IR and
Brand Support
• @ University working
group (product
standarization and
improvement
• Poland Going Global
initiative tracking!
• There are a lot of
different things going
on the same time
• Lack of graphics person
• Lack of IT person for
webpage recapture /
creation
33. iGCDP – General Direction
1. NaConal
educaConal
product
por_olio
refreshment
2. NGO
cooperaCon
enhancement
3. Partnership
management
development
4. Host
families
iniCaCve
development
5. RecepCon
WIKI
creaCon
6. iGCDP
brand
enhancement
7. InnovaCon
fund
34. PrioriCes
in
October
Edu | Not so much progress in edu products due to NST lower
engagement (LCC’s and recruitment). Only general framework for
edu products is ready.
NGO | Launch of OCP’s of NGO projects. Knowledge delivered.
National offer in progress. Consultancy in one NGO.
Communication with second one in progress (with Alumni J).
IR | NST team members selection. Issues with communication.
Delayed induction and launch of work. Partners pressing on
optimizing matching processes.
35. PrioriCes
in
October
Reception| Working Group members selected. Communication
started. Meetings dates established.
BM | Recruitment and selection of brand manager. iGCDP
transition delivered. Goals and milestones set. Delay in marketing
transition (communication Joao-Adam).
Fund | Creating the draft of the idea (Matheus, Ana). Meeting with
India (iGCDP, oGCDP). Project planning. Application created and
sent. NGO partner found. Communication with LC’s in terms of
delivery.
39. Network Analysis – RE
Country
Result
India
1927
Brazil
1673
Russia
1177
China
1111
Poland
988
Indonesia
864
Egypt
762
Colombia
650
40. Overall Factors
• Team Days (+) team bonding, integration, Zielona Góra,
Lumpex and stuff
• Team Days (-) less time for work
• LCC (+) integration and bonding with LC
• LCC (-) less time for work
• BM (+) I have a brand manager! :D
• Joao (-) communication takes too long, many delays with
transition for BM
• NGO (+) meetings with two NGO’s
41. PrioriCes
for
next
month
Edu | Content of product materials, graphic design for them, WIKI
creation, knowledge partners found, cooperation established,
preparation materials ready.
NGO | National sales proposal creation, OCP’s commission
management, contact with new potentail national NGO TN
takers
IR | Finalization of team members induction, implementation of
partnership management policies with partners and LC’s
42. PrioriCes
for
next
month
Reception | WG meeting, working out reception WIKI content,
global host and EP buddy program details
BM | Global Citizen brand refreshment (implemetation of GC
subproducts for ICX), promo plan preparation, working out
recommendations for local promotion of GC for ICX
Fund | Waiting for the fund results, meeting woth NGO partner,
working out details of the product, establishing partnership with
the partner, further cooperation with India
44. TM – General Direction
Talent Management and Talent Capacity
driving GIP and GCDP growth bringing
impact to organization and members.
45. Monthly Priorities Achievement
• Product Packing Preparation,
• Recruitment tracking and evaluation
(especially IT)- IN PROGRESS
• Research and preparation with
externals towards recruitment process
optimization
• Evaluation of cooperation with IM, OGX,
OD
• TLP audit implementation- till the end
of my life… - IN PROGRESS
49. TXP in October 2013
Key Achievements:
• Preparation to product
packing,
• Re-design of cooperation
with OGX
• Definition of projects with
OD (start of EB learning
cycle creation)
• Preparation to LEADCo,
• Defining new ideas for
TLP audit
implementation
Key Non-Achievements
• Performance analysis
based on TLP audit,
• Full TLP audit
implementation,
• IT Recruitment
50. TXP in November 2013
Key strategies for next
month:
• Product Packing of TMP,
• TLP audit and TMP
audit wth performance
part (second audit,
better implementation)
• Members development
Program refreshment,
• Additionally:
Preparation to WinCo
• LC Plans feedback
Key challenges for next
month:
• All crucial projects and
responsibilities in one
motnh
• Preparation to WinCo
52. Monthly Priorities Achievement
• Product Packaging Alignment with
MCVP Talent Management
• Poland Going Global Challenge creation
in sinergy with ELDs
• National Control Board Management
and new applications release
• Customer Experience Management
Challenge creation with NCB Chair
• Chairing in Mainland of China J
53. Overall Factors
(positive or negative factors that influenced the
performance)
• WinCO Management: UW in LCC and MCVP
responsible out of the country was a
challenge (also lack of communication from
the sides) and together with some delays;
• NCB Selection took a bit longer. NCB Chair was
moving to a city to another and is still facing a
bit with personal issues regarding internet (to
be solved in the last week of october)
54. Operations in October 2013
Key Achievements:
Key Non-Achievements
• Poland Going Global
Challenge Launch
• CEM Challenge Launch
• Information Management
and Operations working
together creating
Incentive Systems
(challenges)
• Closer work to MCVP TM
regarding TMP project
• Report from NCB to the
local entities (to be done
this week with delayed
materials)
• Trainings from NCB to LCs
about CEM regarding
ELDs (ICX, OGX and TM)
• NCB Selection
• WinCo Management
(mainly fault Conference
Manager responsible)
55. Operations in November 2013
Key strategies for next
month:
• Possibility of MCVP
Operations Summit
(Global 8-9 MCVPs in
Warsaw plus Ando,
AIVP);
• Poland Going Global
Challenge for network
engagement;
• Put down strategies of
CEM in LCs, finally.
Key challenges for next
month:
• WinCo Management as an
International;
• Possibility to held MCVP
Operations Summit (Quality
Management, Incentive
Systems, International
Relations, Production
Capacity and Optimization);
• Running PGG Challenge and
CEM Challenge together and
how to count it with IM
responsible.
58. Overall Factors
(positive or negative factors that influenced the
performance)
• Huge changes in the database for
processes that were not planned
resulted in 2 weeks work;
59. IM in October 2013
Key Non-Achievements
• Deadlines with Performance, Statistics and
Analysis views in MAS. Huge GAP.
60. IM in November 2013
Key strategies for next month:
• Engagement of LCs in ELD Challenges and AMS
usage;
• Provide MC VPs that are using AMS proper statistics
about information that is inside with Performance
(ELDs) + Analysis (OD) + Statistics (mainly TM) views;
• Make sure AMS Plan happens;