Re looking the way we plan Sumco 2015 session
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The document discusses replanning for the next six months after reviewing performance over the past six months. It emphasizes analyzing what didn't work previously and using lessons learned to identify strategic changes to original plans. Replanning is not about reducing goals or using past strategies, but envisioning the next period while addressing current gaps to still achieve goals. An effective replanning package includes team priorities, gap analyses, operational projects, timelines, and growth drivers. Respective VPs and their teams develop replanning which the executive board finalizes with coach input and monitoring of implementation.
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Goal 1: Redesign website and launch by January 2008
Goal 2: Publish a quarterly e-newsletter starting in April 2008
Goal 3: Create a listserv for members by October 2007
Strategy 3: Advance Professional Development
Goal 1: Offer 2 continuing education seminars by December 2007
Goal 2: Provide student scholarships to
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MC 1617 booklet fourth round
This document provides information about applying to be on the Member Committee (MC) team for AIESEC in Poland for the 2016-2017 term. It includes the following key points:
- The deadline to apply is May 11th at 8 PM GMT+2 by submitting an application package via email.
- The application package should include a CV, 2 endorsement letters, and a questionnaire not exceeding 11 pages.
- Interviews will take place after the deadline and the announcement of selections will be communicated later.
- The transition timeline requires the new MC team to move into the shared house by specific dates in May and June to complete the transition before the new term starts on July 1st.
-
AIESEC in Poland MC 16/17 Third Round Application Booklet
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.
Sona intro + why
State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.
iGIP+Carrer Days follow up Spring 2016
The document provides guidance and initiatives for following up on Career Days to boost cooperation between Business Development and iGIP teams and increase iGIP sales. It outlines steps to take before, during, and after Career Days, including updating on companies, planning attendance, checking contact history, not directly selling but approaching interested companies, participating in evaluations, using the national clik tool, and contacting the listed coordinators with any questions. The final deadline for Career Days follow up is April 30th.
AIESEC in Poland MC 16/17 Second Round Application Booklet
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
IGIP General Rules 2016
Kasia requests changing the status of an Opportunity form from DRAFT to OPEN. The request includes the number of openings and confirms that the search tool has been updated. Good luck is wished for the task.
oGCDP understanding
This document provides an overview of AIESEC's Global Citizen program, including its history, present structure, and a SWOT analysis. The key points are:
1) AIESEC's Global Citizen program offers 6-8 week internships, study tours, and information exchanges in diverse cultures to help participants develop skills like cultural awareness, leadership, and social responsibility.
2) The program has evolved significantly since 1948 in terms of its matching platforms and operations.
3) A SWOT analysis identifies strengths like cost efficiency and diversity, weaknesses like low conversion rates, and opportunities to engage returnees, improve promotions, and develop new partnerships.
Customer Flow Understanding
- Clear understanding, efficient flow and customer centricity are objectives. The stages are attraction, consideration, value delivery, and brand advocacy.
- Main bottlenecks identified are slow response times during the matching process, lack of logistical information provided, and inconsistent experiences between opportunities described and realities.
- Customers noted positives like helpful hosting entities and opportunities for personal growth. Negatives included unclear processes, late or lack of preparation, insufficient support and communication, and projects not meeting expectations.
- To improve the flow, representatives should gather more customer feedback, standardize information and support provided, speed up matching and communication, and ensure opportunities are accurately portrayed and satisfying. Focusing more on customers needs at each stage
Lcp role (elects)
The document outlines the key responsibilities of a Local Committee President (LCP) in AIESEC. As the ultimate leadership role, an LCP acts as the guardian of the local committee's brand, guiding its values, behavior, and identity. An LCP is responsible for setting the local committee's direction and ensuring national and global alignment. As the team leader, an LCP drives team management, accountability, and the development of each team member. Externally, the LCP serves as the public face and official voice of the local committee. Strategically, an LCP creates the local vision while also understanding operations in detail to lead effectively.
Mc role
The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with international strategies and represents the organization externally. The MC also manages operations, legal and finance functions, conferences, and local committee development to help unify and strengthen the organization in Poland. It works to provide services like these through capable and experienced teams. The goal of the MC's work is to empower local committees and advance AIESEC's mission on a national level in Poland.
NPM growth model
The growth model provides an overall direction and framework for major growth strategies to widen the organization's perspective and encourage long-term thinking. It identifies the most critical variables and plans according to a unified direction to bring stability and guidance while enabling strategic continuity. Having a growth model points out internal synergy opportunities and leads to healthy organizational growth throughout different contexts by considering how each element contributes to the overall path.
MC buddies 2016
This document discusses the MC buddy system in AIESEC, which aims to facilitate communication between local committees (LCs) and the management committee (MC). Key points:
1. Each LC has an MC buddy who is responsible for understanding the LC's situation and providing support. This helps the MC better develop strategies and the LC gain perspective.
2. The goal is for buddies to support each other through clear communication and understanding realities on the ground.
3. The system provides LCs access to MC experience and helps the MC understand implementation, while buddies also support each other personally.
National Talent Plan Aug-Sept 2015
The document outlines the national talent plan for an organization between August-September 2015 and January 2016. It summarizes:
- They planned 737 exchanges in total for that period, with 67% (520 exchanges) focused on the iGCDP program area.
- Their recruitment goals included 180 trainees, 156 trainees/managers, and 780 managers across local committees.
- The majority of human resources would be allocated to the iGCDP program area, with 380 members, followed by other areas like Employer Branding with 178 members.
- The most needed job descriptions were sales & marketing with 268 and 172 members needed respectively.
TMP Sept-Oct 2015
This document summarizes the results of the autumn 2015 recruitment process for AIESEC in Poland. It provides statistics on the number of applications received, members allocated, and the breakdown of men and women recruited. It also describes how different local committees conducted the recruitment process, including how many people were engaged, the training and preparation provided to assessors, and how allocation decisions were made. The summary highlights that they achieved 94.31% of their recruitment plans and allocated 778 new members total.
TMP March 2015
The document provides results and analysis from AIESEC in Poland's March 2015 Future Leaders recruitment campaign. It summarizes that they recruited 889 new members, exceeding their 98.5% recruitment goal. Most applicants heard about the opportunity from friends in AIESEC or other online channels like Facebook. Analysis of the results shows which channels and profiles were most effective at recruiting and converting applicants. It also examines differences in performance across local committees. The report aims to identify best practices and areas for improvement for future recruitment campaigns.
TMP Oct 2014
The document summarizes the results of AIESEC in Poland's October 2014 Future Leaders recruitment campaign. It reports that they received 1826 applications and allocated 783 new members and 31 returnees. Most applications and allocations were for the Social Entrepreneurship program. It provides details on the promotion campaign results such as the number of applications received by each local committee and the channels used. It also analyzes the recruitment process outcomes including number of people resigning after each stage and gender allocation results. Challenges in creating the report due to incomplete or inconsistent data from some local committees are also noted.
TMP May/June 2014
The document provides an implementation report on the Future Leaders campaign run by 14 local committees of AIESEC in Poland from May-June 2014. Some key points:
- The campaign achieved 60% of its overall recruitment plans, recruiting 121 new members total.
- Engagement and promotion methods varied between committees, with the most effective being personal referrals from friends.
- Committees faced challenges with data tracking and strategy, and not all fully understood the value proposition of Future Leaders.
- While results provide room for improvement, the report argues Future Leaders is an important tool for communicating AIESEC's mission of leadership development.
TMP Oct 2013
The document summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. It reports that 2,440 applications were received, exceeding the promotion plan by 127%. Most applications came from Facebook, referrals from AIESEC members, and personal referrals. 9 out of 20 local committees achieved over 100% of their promotion goals. In total, 936 new members were recruited, achieving 79% of the overall talent plan. The recruitment process engaged many current members and required significant time investment. [END SUMMARY]
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Re looking the way we plan Sumco 2015 session
- 1. RE-looking the way we plan
- 2. 98 207 214 101 519 227 113 86 375 174 126 162 284 465 214 168 12 21 43 9 97 40 29 17 52 26 21 24 47 129 81 40 0 100 200 300 400 500 600 Białystok Gdańsk Katowice Kielce Kraków Lublin Łódź Olsztyn Poznań Rzeszów Szczecin Toruń Warszawa SGH Warszawa UW Wrocław UE Wrocław UT Plans vs. Achivement 2015 Plans Achivement
- 4. Planning can be tricky My experience in planning
- 5. WHY DOES PLANNING FAIL? BUT WHYYYYY??
- 17. • Basic Idea – Replanning is undertaken to look ahead for the next 6 months, having analyzed the past 6 months and to take forward the learnings, failures and successes. • Critical Juncture – After witnessing a SONA and seeing a holistic review of your LC of the past 6 months, it is important to reflect and envision the next half of your term while having key conversations with your EB. • Context – Replanning is mainly about the next 6 months and we all want to see what you plan to deliver over the next 6 months in your LC. NOTE – This is an EB activity with involving the leaders of the LC and it is highly recommended that this process is spread out over a few days for better clarity and understanding. REPLANNING
- 18. Replanning is not… • Pulling the your goals down But.. To analyse what didn’t work in the past 6 month and learning lessons from it • To use the same strategies that have been used in the past 6 months for lesser goals But.. It is for identifying what strategical changes in your original plans as they wont work because of the gap that exists currently and finding a way to still achieve your current goals • Mourning about the past.. But.. To see what new challenges lie in the future, with your greatest asset being your experience of past 6 months
- 19. Replanning package will include • Team stand, ambition • GAP analysis per area • Operational projects • Timeline • Implementation checkpoints • Functions • LC projects • Timeline • Key Growth driver Scheduled meet with coach for the feedbacking and brainstorming strategies
- 20. How it should go • Respective VP’s fill it together with their OCP’s • EB together finalize the re-plan • LCP & Coach skype about the final plan • Coach visit for implementation timeline and MC feedbacking
- 21. GAP analysis
- 22. Planning ExecutionExecution Re- Planning Planning Review ReviewReview Execution ExecutionExecution Execution