The document provides guidance on retaining AIESEC members over the summer months through various engagement activities. It suggests keeping members connected through social media groups, inviting them to events, and introducing new temporary "fun" teams. For returning exchange participants, it recommends integrating them into local committees through presentations and allocating them to relevant project teams. The document also proposes engaging alumni, summer interns, and setting personal goals to calculate retention. Regular communication, recognition systems, local seminars and creative meeting formats aim to motivate members and prevent attrition over the summer break.
This document provides information about upcoming events organized by ICF-CO, the Colorado chapter of the International Coach Federation. It begins with a message from the chapter president discussing how our language can shape our mindset and experiences. Specifically, the president suggests saying "making a holiday" instead of "taking a vacation" to convey more agency and intention. The document then lists upcoming virtual and in-person programs on topics like social and emotional intelligence coaching, as well as an "unconference" event for peer coaching and inspiration. It provides details on dates, locations, prices and registration for these events.
The document provides guidance on talent pipeline management for AIESEC leaders. It defines talent pipeline management as how members progress through different roles during their AIESEC experience. The goals are to ensure the local committee has enough resources to achieve its goals and that members' development and progression is supported. Tools like a talent database and performance assessments should be used to track members' experiences and plan future human resource needs. Key things to identify include talent leaks, bottlenecks, and timing to efficiently allocate members and achieve results.
The document discusses strategies for promoting international internship opportunities through AIESEC and maintaining engagement with participants after their exchange. It provides tips for matching participants with opportunities abroad, communicating regularly with those on exchange through newsletters, social media and returnee events, and reintegrating participants after their return to help them continue involvement with AIESEC.
AIESEC Umeå will focus on direct interaction with students through lecture bashes and other on-campus events to promote the organization. Their target groups are first, second, and third year business, social science, and engineering students. They will tailor their messaging to each group, emphasizing career and leadership benefits for business students, global and social impact for social science students, and technical skills for engineering students. AIESEC Umeå will use a variety of marketing tools including lecture bashes, Facebook, posters, and events to promote the organization and recruit new members.
The document provides guidance for communications transitions within AIESEC. It discusses the purpose of communications, best practices for communication and recruitment, and an overview of what AIESEC is and its programs. The guide emphasizes the importance of thorough transition planning between predecessors and successors to ensure continuity of knowledge and operations. It recommends a minimum of 16 hours of transition meetings to cover all relevant topics.
AIESEC is the world's largest student organization but it is not well known among students in Lund, Sweden. The communication plan aims to raise awareness of AIESEC's existence and what it does using low-cost online and physical marketing methods. These include improving AIESEC Lund's social media presence on Facebook and Twitter, placing information in university newsletters, distributing flyers, and participating in campus events to engage with students and share information. The plan targets business, engineering, and social science students by highlighting the career and internship benefits of joining AIESEC. The goals are to recruit quality members who will actively contribute to AIESEC's activities and missions.
1) Schedule a debriefing meeting with the exchange participant (EP) upon their return to evaluate their experience. Ensure internet access for an online satisfaction survey.
2) During the meeting, ask the EP about their exchange experience, internship, expectations, and cultural exposure. Have them complete a Net Promoter Score survey to provide feedback.
3) Thank the EP for sharing, provide next steps to stay involved with the organization, and compensate them as outlined in the agreement. The goal is a full evaluation of the participant's experience to improve future exchanges.
This document provides information about upcoming events organized by ICF-CO, the Colorado chapter of the International Coach Federation. It begins with a message from the chapter president discussing how our language can shape our mindset and experiences. Specifically, the president suggests saying "making a holiday" instead of "taking a vacation" to convey more agency and intention. The document then lists upcoming virtual and in-person programs on topics like social and emotional intelligence coaching, as well as an "unconference" event for peer coaching and inspiration. It provides details on dates, locations, prices and registration for these events.
The document provides guidance on talent pipeline management for AIESEC leaders. It defines talent pipeline management as how members progress through different roles during their AIESEC experience. The goals are to ensure the local committee has enough resources to achieve its goals and that members' development and progression is supported. Tools like a talent database and performance assessments should be used to track members' experiences and plan future human resource needs. Key things to identify include talent leaks, bottlenecks, and timing to efficiently allocate members and achieve results.
The document discusses strategies for promoting international internship opportunities through AIESEC and maintaining engagement with participants after their exchange. It provides tips for matching participants with opportunities abroad, communicating regularly with those on exchange through newsletters, social media and returnee events, and reintegrating participants after their return to help them continue involvement with AIESEC.
AIESEC Umeå will focus on direct interaction with students through lecture bashes and other on-campus events to promote the organization. Their target groups are first, second, and third year business, social science, and engineering students. They will tailor their messaging to each group, emphasizing career and leadership benefits for business students, global and social impact for social science students, and technical skills for engineering students. AIESEC Umeå will use a variety of marketing tools including lecture bashes, Facebook, posters, and events to promote the organization and recruit new members.
The document provides guidance for communications transitions within AIESEC. It discusses the purpose of communications, best practices for communication and recruitment, and an overview of what AIESEC is and its programs. The guide emphasizes the importance of thorough transition planning between predecessors and successors to ensure continuity of knowledge and operations. It recommends a minimum of 16 hours of transition meetings to cover all relevant topics.
AIESEC is the world's largest student organization but it is not well known among students in Lund, Sweden. The communication plan aims to raise awareness of AIESEC's existence and what it does using low-cost online and physical marketing methods. These include improving AIESEC Lund's social media presence on Facebook and Twitter, placing information in university newsletters, distributing flyers, and participating in campus events to engage with students and share information. The plan targets business, engineering, and social science students by highlighting the career and internship benefits of joining AIESEC. The goals are to recruit quality members who will actively contribute to AIESEC's activities and missions.
1) Schedule a debriefing meeting with the exchange participant (EP) upon their return to evaluate their experience. Ensure internet access for an online satisfaction survey.
2) During the meeting, ask the EP about their exchange experience, internship, expectations, and cultural exposure. Have them complete a Net Promoter Score survey to provide feedback.
3) Thank the EP for sharing, provide next steps to stay involved with the organization, and compensate them as outlined in the agreement. The goal is a full evaluation of the participant's experience to improve future exchanges.
AIESEC Singapore 13-14 National Support Team Application Packagenemrakmil
The document provides information about applying for National Support Team (NST) positions with AIESEC Singapore for the 2013-2014 term. It outlines the structure of the NST, including various roles in areas like finance, marketing, and talent management. It then provides more detailed job descriptions for several specific NST roles such as Financial Controller, Online Marketing Manager, and Graphic Design Manager. The document concludes by detailing expectations for NST members and key application details and dates.
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 discusses communication channels and university relations for promoting AIESEC. It provides tips on various physical and online channels including events, flyers, posters, university organizations, Facebook, YouTube, and university websites. It emphasizes developing strong university relations by partnering with officials, professors, secretaries and others. Building strategic partnerships can provide promotion opportunities, endorsements, event support, and help positioning AIESEC in the university.
September 2018 ICF Colorado NewsletterICF Colorado
This document provides an overview of upcoming events and news from the ICF-CO chapter. It includes:
1) A message from the ICF-CO President discussing the natural cycles of the coaching business and importance of facilitating meaningful change for clients.
2) Details on upcoming virtual and in-person programs in September, October, and November focused on core coaching competencies.
3) An announcement about the 2019 ICF-CO board of directors election process and open board positions.
4) An update from the Education Directors on an upcoming November "un-conference" event combining coaching, learning, and community.
5) Information on Education Groups focused on specific coaching topics.
To increase NPS and response rates, the document recommends promoting NPS to EPs through newsletters, forums, and meetings to educate them on its benefits. It suggests launching engagement campaigns with incentives and assigning generic tasks to EPs. Organizing social events for EPs like sports days and movie screenings can help them open up about problems. Feedback meetings and reviews with EPs currently in the LC allow collecting responses without delays. Incentivizing roles like RnRs and having dedicated delivery teams can also boost response rates.
The documents discuss implementing a "bottom up" culture within AIESEC, where every member is actively involved in decision making. It provides guidance on assessing the current culture, planning projects that engage all members, and defining the roles of leadership to empower others. Implementing this approach could help engage more of the 100,000+ members globally and ensure new leadership develops over time. Success stories from other AIESEC entities demonstrate how bottom up cultures drove innovation and increased productivity and impact.
The document provides guidance on conducting monthly membership planning within a Local Committee. It outlines a process to:
1) Define the desired culture and goals, 2) Assess if current members' performance and behaviors align, 3) Identify missing behaviors or job needs, 4) Review the talent pipeline and recruitment strategy.
Key aspects include evaluating members' fit, capabilities, and commitment; determining job requirements; attracting applicants through various channels tailored to needed profiles. The overall goal is to continuously develop the right people to build the desired culture and achieve organizational goals.
1) The newsletter provides updates on various AIESEC programs and projects in February, including fulfilling human resources, passing probation for new members, finance reporting, Global Internship Program matching, and holding educational events.
2) The International Culture Festival brought together over 300 students to learn about different cultures from 9 countries represented by Exchange Participants.
3) In February, various projects focused on community outreach, including a healthy living seminar, social run to support kidney disease patients, and entrepreneurship seminars.
4) Recognizing the impact of projects in engaging local communities, appreciation was given to the International Cooperation Exchange department for their hard work over the past two months.
This document outlines the stages and activities for H4F members in AIESEC, who are experienced but looking to transition out of active roles. It recommends identifying this group, educating them on their role, and managing them through mentorship, skills assessments, and connecting them to external opportunities and alumni networks to facilitate their transition in a positive way. Activities include introduction sessions, mentorship programs, skills assessments, exit interviews and transitioning members to alumni status once they have completed the stage. The goal is to engage and support these experienced members as they plan their next steps, while still allowing them to contribute and develop further skills.
Talent induction is the process of informing future members about opportunities to work in AIESEC. It provides insight into AIESEC's workings and career/trainee opportunities. Effective induction has benefits like engaged members, increased retention, and prepared members for internships/reintegration. Induction includes recruitment meetings, orientation seminars, team allocation, and goal-setting development talks. Buddy systems pair new members with experienced mentors to integrate them and provide skills training. Buddies track new members and are tracked to ensure induction goals are met.
MC1718 Application Package - AIESEC for PEruAllan Neves
This document provides information about applying for member committee positions for AIESEC Peru for the 2017-2018 term. The deadline to apply is January 28th, 15:00 GMT-5. It includes contact details for current member committee members, an overview of the member committee structure and work conditions, and descriptions of the application and selection process. The process involves submitting an application package, participating in challenges, reviews, interviews and a confidence vote to select candidates for the member committee roles.
1. The document contains details of an applicant named Deetee Sadaful for a recruitment position at AIESEC, including personal information, past experience, and responses to interview questions.
2. In response to interview questions, the applicant outlines their motivation for the position, relevant skills and weaknesses, and views on the importance of recruitment for organizational sustainability.
3. The applicant also provides a proposed recruitment plan with timelines for raising funds, training members, promotions, and application/selection processes, with the goal of running an efficient recruitment campaign.
The document provides updates from visits to expansion universities. It summarizes coaching provided to expansion teams and the progress made. Key points include:
- A visit to Universitas Udayana in Bali went well, with coaching provided on marketing and information sessions generating interest from students.
- A visit to Universitas Sriwijaya focused on setting clear agendas, coaching functions, and a LEAD session to empower the expansion team.
- Do's and don'ts of expansion visits emphasize preparation, engaging students directly, and ensuring visits have a clear purpose beyond just traveling.
The document is an application booklet for AIESEC Stockholm for 2014-2015 that describes available positions within the organization. It provides information on AIESEC's mission of developing student leadership and organizing internships and volunteering experiences. Various positions are described for the departments of Communication, Outgoing Exchange, Incoming Exchange, and External Relations that involve tasks like marketing, recruiting interns, and managing relationships with companies.
May 2012 Denver Coach Federation NewsletterICF Colorado
The document provides information about upcoming events for the Denver Coach Federation (DCF), which has rebranded itself as ICF Colorado after becoming an official chapter of the International Coach Federation. The next DCF monthly meeting on May 10th will feature a presentation on presence in coaching relationships by speaker Kathy Pike. Special interest group meetings before the general meeting will focus on exploring coaching as a profession and building a coaching business. Volunteers are also sought to help with various roles to support the organization.
This document provides guidance on transition processes at the local committee level for AIESEC India. It defines transition as the process of transferring strategic direction, knowledge, and experience from current leaders to incoming leaders. Effective transition is important for organizational continuity and preventing past issues. The document recommends transition processes begin months before the leadership change and involve both current and incoming teams. It provides suggestions for topics to cover and questions to consider when planning transition meetings and materials. The goal is to equip incoming leaders with the information, skills, and resources needed to achieve goals and lead the local committee successfully.
This document provides guidance on transition processes at the local committee level for AIESEC India. Transition involves transferring knowledge from outgoing to incoming leadership to ensure continuity and sustainability. The document aims to support local committees in building effective transition plans through establishing frameworks, processes, and discussing key topics. It emphasizes that transition is important for both outgoing and incoming teams to evaluate work, feel a sense of completion, and ensure the new leadership is prepared to build upon past successes and learn from mistakes. The transition guide is meant as a starting point for local committees to develop their own customized transition agendas and planning processes.
Increasing Response Rate and Net Promoter ScoreAdhiraj Singh
The document provides suggestions for how to increase Net Promoter Score (NPS) and response rates by educating members and exchange participants on the importance of NPS feedback. It recommends training activities, newsletters, challenges and competitions to promote understanding of NPS, as well as social events and induction meetings to build relationships and encourage participants to provide feedback. Regular communication through newsletters, meetings and challenges can help increase awareness of NPS and motivate participants to respond.
80S Music Essay. Online assignment writing service.Ginger Martin
The document discusses issues surrounding local control in government and who has authority over different levels of government. It notes that the United States fought for independence from England to gain liberty and form a democratic government, but the constitution still leaves room for debate around how power and control are shared between federal, state, and local authorities. The main argument examines who has ultimate control at different levels of government in the United States.
This document outlines a strategy for EP Team Leaders who will lead multicultural teams of AIESEC interns during their exchanges. The objective is for interns to improve their experience through sharing spaces and tracking objectives together. EP Team Leaders will ensure interns are motivated and satisfied to avoid problems. They will meet weekly with interns to check on their progress and experience. The hosting entity will provide support, and sending entities will prepare interns on team dynamics. The role of EP Team Leader aims to enhance interns' personal and professional growth through collaborative reflection on their exchange.
This document provides guidance on building an implementation plan to effectively communicate strategies to target audiences. It outlines 4 key steps: 1) Decide target audiences, 2) Define appropriate channels per audience, 3) Define messages for each audience/channel, and 4) Cross-check channels and timeline. The output is an implementation plan that connects strategies, audiences, channels, messages and timelines to successfully implement projects and programs. Effective implementation requires understanding audience needs and using the right channels to deliver customized messages according to each strategy's timeline.
This document discusses resource management and capitalizing on resources. It defines resource management as the efficient development and use of resources like financial, human, and technology assets. The document emphasizes structuring resources to maximize results and achieve goals. It prompts the reader to consider which two resources from a list provided could be capitalized on through concrete actions over the next two months to help meet plans and targets. The overall message is on the importance of effectively managing and utilizing available resources.
AIESEC Singapore 13-14 National Support Team Application Packagenemrakmil
The document provides information about applying for National Support Team (NST) positions with AIESEC Singapore for the 2013-2014 term. It outlines the structure of the NST, including various roles in areas like finance, marketing, and talent management. It then provides more detailed job descriptions for several specific NST roles such as Financial Controller, Online Marketing Manager, and Graphic Design Manager. The document concludes by detailing expectations for NST members and key application details and dates.
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 discusses communication channels and university relations for promoting AIESEC. It provides tips on various physical and online channels including events, flyers, posters, university organizations, Facebook, YouTube, and university websites. It emphasizes developing strong university relations by partnering with officials, professors, secretaries and others. Building strategic partnerships can provide promotion opportunities, endorsements, event support, and help positioning AIESEC in the university.
September 2018 ICF Colorado NewsletterICF Colorado
This document provides an overview of upcoming events and news from the ICF-CO chapter. It includes:
1) A message from the ICF-CO President discussing the natural cycles of the coaching business and importance of facilitating meaningful change for clients.
2) Details on upcoming virtual and in-person programs in September, October, and November focused on core coaching competencies.
3) An announcement about the 2019 ICF-CO board of directors election process and open board positions.
4) An update from the Education Directors on an upcoming November "un-conference" event combining coaching, learning, and community.
5) Information on Education Groups focused on specific coaching topics.
To increase NPS and response rates, the document recommends promoting NPS to EPs through newsletters, forums, and meetings to educate them on its benefits. It suggests launching engagement campaigns with incentives and assigning generic tasks to EPs. Organizing social events for EPs like sports days and movie screenings can help them open up about problems. Feedback meetings and reviews with EPs currently in the LC allow collecting responses without delays. Incentivizing roles like RnRs and having dedicated delivery teams can also boost response rates.
The documents discuss implementing a "bottom up" culture within AIESEC, where every member is actively involved in decision making. It provides guidance on assessing the current culture, planning projects that engage all members, and defining the roles of leadership to empower others. Implementing this approach could help engage more of the 100,000+ members globally and ensure new leadership develops over time. Success stories from other AIESEC entities demonstrate how bottom up cultures drove innovation and increased productivity and impact.
The document provides guidance on conducting monthly membership planning within a Local Committee. It outlines a process to:
1) Define the desired culture and goals, 2) Assess if current members' performance and behaviors align, 3) Identify missing behaviors or job needs, 4) Review the talent pipeline and recruitment strategy.
Key aspects include evaluating members' fit, capabilities, and commitment; determining job requirements; attracting applicants through various channels tailored to needed profiles. The overall goal is to continuously develop the right people to build the desired culture and achieve organizational goals.
1) The newsletter provides updates on various AIESEC programs and projects in February, including fulfilling human resources, passing probation for new members, finance reporting, Global Internship Program matching, and holding educational events.
2) The International Culture Festival brought together over 300 students to learn about different cultures from 9 countries represented by Exchange Participants.
3) In February, various projects focused on community outreach, including a healthy living seminar, social run to support kidney disease patients, and entrepreneurship seminars.
4) Recognizing the impact of projects in engaging local communities, appreciation was given to the International Cooperation Exchange department for their hard work over the past two months.
This document outlines the stages and activities for H4F members in AIESEC, who are experienced but looking to transition out of active roles. It recommends identifying this group, educating them on their role, and managing them through mentorship, skills assessments, and connecting them to external opportunities and alumni networks to facilitate their transition in a positive way. Activities include introduction sessions, mentorship programs, skills assessments, exit interviews and transitioning members to alumni status once they have completed the stage. The goal is to engage and support these experienced members as they plan their next steps, while still allowing them to contribute and develop further skills.
Talent induction is the process of informing future members about opportunities to work in AIESEC. It provides insight into AIESEC's workings and career/trainee opportunities. Effective induction has benefits like engaged members, increased retention, and prepared members for internships/reintegration. Induction includes recruitment meetings, orientation seminars, team allocation, and goal-setting development talks. Buddy systems pair new members with experienced mentors to integrate them and provide skills training. Buddies track new members and are tracked to ensure induction goals are met.
MC1718 Application Package - AIESEC for PEruAllan Neves
This document provides information about applying for member committee positions for AIESEC Peru for the 2017-2018 term. The deadline to apply is January 28th, 15:00 GMT-5. It includes contact details for current member committee members, an overview of the member committee structure and work conditions, and descriptions of the application and selection process. The process involves submitting an application package, participating in challenges, reviews, interviews and a confidence vote to select candidates for the member committee roles.
1. The document contains details of an applicant named Deetee Sadaful for a recruitment position at AIESEC, including personal information, past experience, and responses to interview questions.
2. In response to interview questions, the applicant outlines their motivation for the position, relevant skills and weaknesses, and views on the importance of recruitment for organizational sustainability.
3. The applicant also provides a proposed recruitment plan with timelines for raising funds, training members, promotions, and application/selection processes, with the goal of running an efficient recruitment campaign.
The document provides updates from visits to expansion universities. It summarizes coaching provided to expansion teams and the progress made. Key points include:
- A visit to Universitas Udayana in Bali went well, with coaching provided on marketing and information sessions generating interest from students.
- A visit to Universitas Sriwijaya focused on setting clear agendas, coaching functions, and a LEAD session to empower the expansion team.
- Do's and don'ts of expansion visits emphasize preparation, engaging students directly, and ensuring visits have a clear purpose beyond just traveling.
The document is an application booklet for AIESEC Stockholm for 2014-2015 that describes available positions within the organization. It provides information on AIESEC's mission of developing student leadership and organizing internships and volunteering experiences. Various positions are described for the departments of Communication, Outgoing Exchange, Incoming Exchange, and External Relations that involve tasks like marketing, recruiting interns, and managing relationships with companies.
May 2012 Denver Coach Federation NewsletterICF Colorado
The document provides information about upcoming events for the Denver Coach Federation (DCF), which has rebranded itself as ICF Colorado after becoming an official chapter of the International Coach Federation. The next DCF monthly meeting on May 10th will feature a presentation on presence in coaching relationships by speaker Kathy Pike. Special interest group meetings before the general meeting will focus on exploring coaching as a profession and building a coaching business. Volunteers are also sought to help with various roles to support the organization.
This document provides guidance on transition processes at the local committee level for AIESEC India. It defines transition as the process of transferring strategic direction, knowledge, and experience from current leaders to incoming leaders. Effective transition is important for organizational continuity and preventing past issues. The document recommends transition processes begin months before the leadership change and involve both current and incoming teams. It provides suggestions for topics to cover and questions to consider when planning transition meetings and materials. The goal is to equip incoming leaders with the information, skills, and resources needed to achieve goals and lead the local committee successfully.
This document provides guidance on transition processes at the local committee level for AIESEC India. Transition involves transferring knowledge from outgoing to incoming leadership to ensure continuity and sustainability. The document aims to support local committees in building effective transition plans through establishing frameworks, processes, and discussing key topics. It emphasizes that transition is important for both outgoing and incoming teams to evaluate work, feel a sense of completion, and ensure the new leadership is prepared to build upon past successes and learn from mistakes. The transition guide is meant as a starting point for local committees to develop their own customized transition agendas and planning processes.
Increasing Response Rate and Net Promoter ScoreAdhiraj Singh
The document provides suggestions for how to increase Net Promoter Score (NPS) and response rates by educating members and exchange participants on the importance of NPS feedback. It recommends training activities, newsletters, challenges and competitions to promote understanding of NPS, as well as social events and induction meetings to build relationships and encourage participants to provide feedback. Regular communication through newsletters, meetings and challenges can help increase awareness of NPS and motivate participants to respond.
80S Music Essay. Online assignment writing service.Ginger Martin
The document discusses issues surrounding local control in government and who has authority over different levels of government. It notes that the United States fought for independence from England to gain liberty and form a democratic government, but the constitution still leaves room for debate around how power and control are shared between federal, state, and local authorities. The main argument examines who has ultimate control at different levels of government in the United States.
This document outlines a strategy for EP Team Leaders who will lead multicultural teams of AIESEC interns during their exchanges. The objective is for interns to improve their experience through sharing spaces and tracking objectives together. EP Team Leaders will ensure interns are motivated and satisfied to avoid problems. They will meet weekly with interns to check on their progress and experience. The hosting entity will provide support, and sending entities will prepare interns on team dynamics. The role of EP Team Leader aims to enhance interns' personal and professional growth through collaborative reflection on their exchange.
Similar to Retention steps during summer period (20)
This document provides guidance on building an implementation plan to effectively communicate strategies to target audiences. It outlines 4 key steps: 1) Decide target audiences, 2) Define appropriate channels per audience, 3) Define messages for each audience/channel, and 4) Cross-check channels and timeline. The output is an implementation plan that connects strategies, audiences, channels, messages and timelines to successfully implement projects and programs. Effective implementation requires understanding audience needs and using the right channels to deliver customized messages according to each strategy's timeline.
This document discusses resource management and capitalizing on resources. It defines resource management as the efficient development and use of resources like financial, human, and technology assets. The document emphasizes structuring resources to maximize results and achieve goals. It prompts the reader to consider which two resources from a list provided could be capitalized on through concrete actions over the next two months to help meet plans and targets. The overall message is on the importance of effectively managing and utilizing available resources.
The document outlines three national products for Greece for 2015-2016: (1) gaining professional experience in IT abroad through internships; (2) gaining professional experience in business abroad through internships with a focus on marketing, sales, finance, etc.; and (3) gaining professional experience in education and teaching abroad. The products are aimed at university students and recent graduates, are powered by AIESEC, and focus on providing international experience, cross-cultural exposure, and networking opportunities.
The document discusses improving the matching process between Experienced Participants (EPs) and internships. It identifies key bottlenecks such as EPs applying but not getting selected. It recommends providing national training and standardized application materials to improve EP applications. At the local level, it suggests pre-selection preparation meetings for EPs, tracking application progress and feedback, and regular EP meetings for relationship building and refreshing motivation. The overall goal is to better align expectations, communicate the matching process, and help EPs strengthen their applications.
The document outlines the role and responsibilities of a project manager. It states that the project manager is responsible for coordinating their team, performance management, coaching, creating the right team culture, and developing team members. However, the project manager must inform and get agreement from their vice president before changing the project strategy or roles of team members. It asks how the project manager can transform their vision into action with their team, engage members to work towards shared goals, and what additional knowledge is needed to feel confident co-creating strategies with the vice president.
Coaching involves supporting individuals or teams to achieve goals and improve skills. There are two main types: personal coaching focuses on individual goals and development, while team coaching helps groups work together more effectively. As a project manager, the document outlines how to coach both individuals on things like career plans and mentorship, as well as teams through meetings and setting standards. A model for coaching involves checking reality, exploring options, and making decisions.
The document provides tips for effective presentations. It recommends planning ahead by considering the three most important things for the audience to remember: the introduction, main theme, and conclusion. When presenting, use 10 slides maximum, speak for 20 minutes or less, and use a minimum 30 point font. Practice your presentation and focus on engaging the audience by making eye contact, using your voice effectively, telling stories, and showing passion. Be prepared to answer questions using the TRACT technique of thanking, repeating, answering, checking, and thanking again.
The document discusses the importance of team standards for performance and productivity. It notes some excuses people give for not focusing on team standards, such as not having time or feeling they do everything the team needs. However, establishing minimum standards is important to ensure the team can perform well. The document suggests team standards can help with productivity and reviews.
Personal meetings are one-on-one meetings between two individuals that are suggested to occur monthly to check performance and personal development. Guidelines for personal meetings include getting to know the member, setting expectations, discussing current experiences, setting personal goals and action steps, and providing feedback. Action steps should be specific, measurable milestones connected to the member's goals and role. Follow-ups include keeping meeting notes, sharing them with the member, tracking progress on action steps, and evaluating and re-setting goals as needed during subsequent monthly meetings.
This document provides guidance on marketing education for AIESEC. It discusses how to communicate about AIESEC to professors, friends, and NGOs. It also offers tips for physical promotion through stands and classrooms, including being prepared, smiling, and making eye contact. Guidance is given for online promotion through email and Facebook posts, such as using a clear structure in emails and including descriptions and application links for posts. The document also outlines rules for opportunities marketing, such as writing in the second person and using human-centered language rather than buzzwords.
This document discusses the importance and components of an effective project plan. It notes that a project plan:
1) Provides organization and clarity on tasks, milestones, and stakeholders involved in order to stay focused on achieving the end goal.
2) Ensures effective communication between team members by outlining who is responsible for which tasks and deadlines.
3) Should include key elements like milestones, activities, key performance indicators, responsibilities, and a timeline in order to break large projects into implementable steps.
The document then provides instructions for workshop participants to work in teams to create a project plan for reaching a concrete goal for a youth program's customers.
The document discusses implementing team standards in meetings to improve leadership development. It recommends including a "Team Standards" block in weekly meeting agendas to discuss purpose and values, create and track plans, provide training, and reflect on feedback and evaluation. This ensures teams focus on goal setting, effective work processes, knowledge sharing, and continuous improvement through regular check-ins and accountability.
This document outlines the basic steps for providing trainings on procedures to members:
1. The training process begins with an orientation where members meet the organization and learn an overview of their sector and job description.
2. Next is the training requirements, which includes induction training and on-the-job training where members can ask questions and receive hands-on experience.
3. Members are then tested on how well they grasped the training materials, often through simulations and practical application on the job.
4. Finally, evaluations are conducted to assess the members' skills and provide feedback on their implementation of procedures, helping to ensure the training process is effective.
The document describes a process involving project managers, attraction responsibilities, considerations, and value delivery. It outlines steps for promoting opportunities, interviewing applicants, assigning new members to teams, and providing needed education. Project managers and talent managers work to recruit new members by placing opportunities, engaging their teams, interviewing applicants, tracking education, and maintaining applicant databases. An opportunity template includes fields for the name, dates, needed and developed skills, job description and hours. Meetings are held to align recruitment needs across teams and talent managers participate in interviews.
Tracking is important for monitoring progress towards goals, evaluating strategies, and providing rewards and recognition. It should be done monthly at reviews and weekly team meetings to track personal and team performance, plans, and results. Tracking tools like Podio and EXPA should contain goals, plans, and projects to quantitatively track KPIs, achievements, timelines, and outputs. Effective tracking requires setting clear expectations and templates for agendas, reports, and reminders to engage team members and coordinate meetings. Regular tracking keeps all accountable and supports evaluating strategies and recognizing contributions.
This document provides tips for motivating members of an organization. It suggests beginning by gathering the team and asking each member what motivates them, as people are motivated by different things. After identifying the top five motivators for the team, the document recommends finding ways to apply them, such as giving more responsibility through challenging projects, providing needed support and resources, ensuring regular achievements and progression, fostering a sense of meaning and purpose in work, and promoting good relationships.
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1. RETENTION
PLAN DURING
SUMMER
AIESEC Greece
GUIDELINE
Our purpose
Retention of the members in
the LCs of AIESEC Greece
What we know is that we want to keep the
members of the LC connected during the
summer in a way or another in order to strive
for their retention ... aaaaand to keep them re
paidi moy since they are so great!!!
Here you’ll find some easy, useful steps and
ideas which will help you to overcome the
eternal issue after the summer holidays of not
having members in the LC
LET’s DO IT!!!
TM Summer Working Group 2013
Georgia Palantza, George Pappas, Diana Andrei
2. 1
About Retention
What is retention?
Retention is the act of keeping or not losing something. In organizations, retention is a term
commonly used in the context of employees and the actions and strategies that ensure
they stay. It is a particularly hot topic amongst HR experts and major organizations, because
as the trends of skills shortages and the difficulty in finding high quality people continue, the
more crucial it becomes to retain top talent, and prevent employees moving to other
organizations. Retaining people is particularly important because it is understood in
organizations that talent is the greatest, most valuable asset.
Why is it important?
To build on the enormous success of our Recruitments, it's important to be focused on
retaining our member base. If we don't retain our membership, we will be continually
rebuilding our member base, having inexperienced people in Leadership positions, going over
the same content over and over, and reinventing the same strategies. Therefor us as TM
people, we are so crucial to the overall success of our LCs.
Why members go away?
If your members leaving AIESEC your first question should be WHY? The easiest way to get
answer is to simply ask them. You can use like example exit interview which will help you to
gain feedback to organization. The most common reason why members quit are:
No growth
No sense of direction
Unfair or no accountability
Lack of communication
Lack of recognition
Lack of feedback
Relationships with offices or other members
Organizational values not the same as personal one
Misunderstanding of Nature of Organization
Lack of challenging and attractive opportunities
Close friend leave
Poor leadership style
Problems with Team Leader
Feeling uncomfortable in things what I am doing
3. 2
Other reasons:
Work, studying
Other available opportunities, tasks
Too high expectations
Culture not suitable for everyone
Personal contacts missing
Lack of time
Work not appreciated
Steps for a successful retention in AIESEC
Ice cream won’t truly help though
INtegration and RE-integration of our Exchange
Participants
How to have EPs retention after their exchange?
Before exchange:
The first main step it’s the OPS of course. As long as we do it good and well prepared we will
definitely raise our chances to have satisfied EPs starting with their first steps of their
experience with AIESEC. This will also increase the chances for us to have them after their
exchange as new members in our LCs Also during the OPS will be presented the
opportunities that they can take after their exchange, in AIESEC but as well small
opportunities before they leave!
4. 3
Part of the INtegration process:
Invite them at:
LCMs,
to pass by our office,
to reception activities,
events from AIESEC – as Global Village,
host interns, include them in reception teams as members.
Integrate them in the LC’s Facebook group in order to start understanding the culture
and AIESEC.
When we have a match we can celebrate/recognize it on the group, newsletter, local site, local
FB AIESEC page in order for the other EPs to get the motivation and match as well as soon as
possible.
During their exchange
Keep communication with them and track the EP managers regarding their communication.
Once per week the EP managers should send a mail to their EPs to see how they are, how they
enjoy it, what are they doing, if it’s everything ok.
Send them a questionnaire/evaluation form at the middle of their internship in order to see
how it’s generally going and in case there are some issues to be able to interfere and one at the
end in order to have an overview of how was their experience. For GIP EPs we can send them
every 2 months an evaluation form – to show to them that we are also taking care of them as
well.
Also the EP managers will forward to them the newsletters of the LC, will update them about
opportunities and will present them the teams and positions. We can create here special
booklets for them and even videos.
Ask them to send us a paragraph with their experience and pictures so far and post it on
Facebook group, newsletter, local site, FB AIESEC page.
In order for the communication to work smoothly between the EP Manager and the EP, we
should assure a preparation of the EP Managers regarding the communication process and as
well check upon their connection with their EP.
RE-INtegration
Steps to follow:
When the EPs come back they will participate in our next LCM as special guests. They will
present their experience, share their story – it can be a video with pictures and words, it can be
a small speech with photos in background, whatever will suit the Returnee!
5. 4
Participation in the Local Seminar in Autumn and here we propose one day of special
reintegration for them only – a track for the Returnees which can include:
AIESEC way, LC culture aspects, opportunities, activities, involve them to propose to
us any inputs regarding projects that we could have for ICX, reception activities, any
GCP that they could bring from other countries.
Prepare a test/questionnaire or something else and include it in the Re-integration Seminar in
order for us to see which team would suit them better.
Allocate them in teams that are relevant for them and have a connection with what they have
done in their exchange. Examples:
if they like to speak in public – OGX teams (promotion), if they like to organize
events OGX or ICX (COMM sector), if they like to build projects etc. anything they
have done and liked can be also done in AIESEC, of course at a different level in the
AIESEC way
Teams during Summer
If the teams or some of the teams/positions are ending before summer or during summer, new
positions should be open. So we will send new application forms*, take interviews through
Skype, have small transition or parts of transition delivered through Skype (parts that are not
crucial and can be done virtually). Announce the LC about the new opportunities through
mails, newsletters and as well FB group or even better and more efficient: calls and messages
through their phones!
(*Proposal – it would be nice if the whole functional (TMs from the whole LCs of Greece)
will share their application forms and interview guidelines in a chain mail, in this way we
could make even better new applications and interview guidelines for the new teams)
Enjoying participation spirit could be even more offered throguh opening new unofficial
teams with a fun role therefore:
Funishment team (punishment),
paparazzi team (take pictures from summer holidays),
Fun team etc. and have a really funny JD which can be made together with the
members willing to be part of the teams!
Fall Recruitment Team during Summer – It’s a crucial team and as soon it will be open, as
better it will be for the experience of the team. Why? Because during summer they can have
enough time in order to know each other, bond, prepare the planning, brainstorm, check the
evaluation of the past terms. Take the GCPs and be aware of the BCPs, be creative and make
really nice and motivational materials that will increase their enjoying participation, it will
make them motivated for the month September to come in order to implement their ideas and
make things happen.
6. 5
Proposed timeline:
June
Selection of the team,
preparation and transition,
team bonding activities,
GCP and BCP of last recruitment teams (evaluation), making a plan (but keep in mind
that everything like numbers, goals will be established after planning).
Give them nice and light homework, delegate small tasks that motivates the members
to work upon during summer such as brainstorming for the team name, their values,
vision, motto, roll call, shout, logo, think of innovative things to add to the operations
of the team or new ways of conducting the “old stuff”(brainstorm for a better promo),
video, culture etc.
Team meetings conducted through Skype, meetings in the city, going to the beach, or
visiting someone of the team members, going out in the night etc. (different leisure
and having fun activities, since we shouldn’t forget that it’s summer and as long as
they will connect better as better will be the life of the team further)
Alumni engagement
Our Alumni are valuable resources as well and we should start capitalizing on them for 2
simple reasons:
1. they are AIESECers that for sure are missing the AIESEC environment and they
would like to live it again
2. they will support in a way or another our LC
Therefor we can involve the Alumni in different ways in our LCs:
Invite them at LCMs,
AIESEC events, participate in the hosting interns project, reception activities,
Local Seminars (as chairs, facis, deliver trainings, provide education), induction
seminars, become mentors.
Having learning circles with them as a living library about their experience in
AIESEC, how it helped them, how AIESEC changed from that time until now etc.
(different topics)
7. 6
Interns engagement
Last but not least, during summer we have our lovely interns in our city. They can be in the
city or out in camps, but they are in Greece so we can actually enjoy a nice time together with
them from time to time
Ideas:
Invite all the members that are living in the city or not, since maybe some of them
would like, to go to their camps and have some fun along with the interns, or even go
to their NGOs, museums (the places where they work).
Engage the interns in different LC activities or projects that we are running, meet the
members and the EBs, meet the other interns from the other LCs, having nights out
together, going to the beach, going to play games etc.
Get connected all the interns from AIESEC Greece during summer! Example:
The interns from Thessaloniki could go in Athens, Chios, Patra and vice versa and be
hosted by the interns or by the members.
Organize different events for them or just help them to travel safe and cheap We
can make a group on Facebook or organize events. Thessaloniki already has the group
with all the members and interns from both LCs
Have different leisure activities with all the members of the LCs within the city. Here
can be created the group on Facebook or create events in order for the people to be
aware
Personal Goal Setting
It is really important to be done to the whole LC.
The TLs will do it to the members and the VP of each
sector or VP TM will do it to the TLs.
Through the GS, we can see the future steps that the
members and TLs will do. And we can see the
retention.
If for example they have put that they will be members
at September we can calculate our retention. It won’t
be 100% accurate but it will be a great beginning for
us.
8. 7
Personal Talks with VPs and TLs
The VP TM can have personal meetings with the VPs and TLs to evaluate every
member of the LC.
How is the performance so far and what future each member or TL may have!
Specially the TLs because they are really close to the members of their teams, have done
personal meetings with them(even the GS) and know the reality and what the members
want to do next. They know also the reason.
So it will be helpful for us to calculate the retention and also it will help us on how we
will approach the member that they want to stop and we can show them that the reason for
them to stop isn’t enough and that it would be better to continue( of course if the reason
isn’t so serious and we can see that the member has things to offer to the organization and
AIESEC has more to offer to the member.)
Mentorship
The relation that the mentor has with the mentee can help the retention. The mentor
knows the mentee, how has developed so far and can really understand if continue in the
organization will help the mentee( because the purpose of mentorship is to help and do
what best for the mentee and not for AIESEC). So we can talk with the mentor and see
which mentees will continue and which will stop and if they can do something to make
them stay.
From all the above we can make o document with the members that will
continue in AIESEC, so we will be in position to calculate the retention and
set goal for the Recruitment team!!
R&R System
If we have an R&R system, we can give the reward to the members at the last LCM before
going for vacation. The teams that started from March to August or any other period.
The rewards are to motivate the members, so if a member see that he/her work is being
rewarded, that motivates them. And also it may motivate the other members to want to
continue and try to take the next rewards.
It is important to give them on summer, because at September
the most of them will already have taken a decision to stay in
AIESEC or not and this won’t help them a lot.
9. 8
The rewards might be:
Tribute on Facebook page.
Have a “Hall of fame” in the office with pictures and stories of members who have
been awarded
Being the Team Leader of your team for one week.
Take a transition from another sector (to expend their knowledge and also be more
ready if they want to change team).
Some food for thought:
“Little things make a difference”
Provide them with little treats:
Create funny “competitions” for the whole LC and announce the winner in the LC
Meetings. Such competitions could be “who will take the craziest picture in the office?”,
“who will do the most dare dances during a specific period of time?”, create a “wall of
vacation” which can be used as a place to describe and share details concerning our
summer holidays and experiences that we have had upon returning to the office.
Additionally you can establish a sugarcubes wall in the office and a feedback box. In that
way the members will feel much more appreciated and that their opinion counts.
Local Seminar
The Local Seminars (preferably twice per year) is a great source of motivation and can
really boost each and every member in terms of wanting to be an AIESECer. It can also
mean that the members acquire a deeper AIESEC understanding and bond with the LC.
Agenda:
Make it at least 2 days in order for the members to spend qualitative time together and get
to know each other better. At night it is a great chance to interact and get motivated. After
all it is the “Enjoying participation” factor that actually makes the members retained and
re-allocated in new teams. Consider also including a session about “change management”,
meaning the change of the terms not only regarding the EB terms but also the teams (old
ones closing, new ones opening). Make it seem like a whole package right from when the
members join AIESEC for the first time and make it attractive. In addition and since we
are talking about a motivational conference, try and make the agenda light enough to have
adequate space for interaction but not so light to the point that the members do not get
something in terms of knowledge (after all it is an AIESEC conference). The themes of
the session can be somewhat of inspiring ones – think of leadership, positioning of one’s
10. 9
self on the world. Have BIG breaks! During the breaks and given that there previously
was a session on a specific topic you can make qualitative discussions concerning that
topic but also general stuff. Last but not least, it is essential to include games in this
conference. Such games can be a treasure hunt, night stalk or gotch ya. But be careful: the
games must be well organized and every member should participate!
LC Meetings
The LC meetings act as a way to bridge the gap between the EB team and the members of
the LC! The objectives of each one may vary but they all have something in common.
They are a tradition by which the whole LC gathers and discusses about current problems,
updates of every sector, opportunities… So in order not to get bored by doing the same
things and in the same way every time, consider changing the place of the LC meetings
(maybe a park if there is one close to the office). This could serve as a “escape from the
routine” factor for both the EBs and the members. Moreover try and think of innovative
ways for presenting the sessions and include fun parts in them in order for the members
not to get bored and to get the load off of some heavy sessions.
Sources of information:
LC UoM Thessaloniki, Athens and LC AUTh
http://www.myaiesec.net/content/viewwiki.do?contentid=10005205
http://www.myaiesec.net/content/viewwiki.do?contentid=10235500
http://www.myaiesec.net/content/viewwiki.do?contentid=10230376
http://www.myaiesec.net/content/viewwiki.do?contentid=10245108
http://www.myaiesec.net/content/viewwiki.do?contentid=10169798
Thank you for reading! The next step towards success is the
implementation part
LET’s DO IT!