Sola esprit
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This document summarizes the targets and achievements of an organization for raising, matching, and realizing student exchanges for the education sector over multiple months of 2022. It shows the organization met over half of its raising targets and over two-thirds of its realizing targets. Highlights included maintaining relationships with past clients and good client service. Areas for improvement included finding new raising opportunities beyond schools and increasing membership education and engagement. The way forward is to focus on one member facilitating one exchange per month, continue aggressive raising to aid matching, and conduct market research to expand raising avenues and clients.
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LCP - Basics - Functional Knowledge - 02 why and what output
Basic functional knowledge for LCPs is relevant for several reasons:
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Agm o gcdp
This document outlines the 2014 year plan for Anubhav Jain and Kavya Ganesh of the Outgoing Global Community Development Programme. Their mission is to deliver 140 wholesome experiences and seek stakeholder satisfaction. The focus areas include university relations, standard operating procedures, innovation, and collaborating with other programs. The plan divides the year into quarters and months, assigning raising, matching, and reviewing quotas and action steps to Jain and Ganesh. The action steps include various campaigns, capitalizing on partnerships, and developing experience kits to fulfill their mission over the year.
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The HR global placement program for the second quarter achieved most but not all of its targets. It placed 30 people as targeted but fell short of targets for diversity and member to exchange ratio, achieving 28 and 6 versus targets of 50 and 10. Key measures of success were establishing 3 international exchange programs, maintaining a diversity score of 4, and achieving a high member satisfaction score of +59 on the Net Promoter Score.
SOLA xecutive authority
This document summarizes the performance of an executive department in three areas: sales, global recruitment, and delivery. It provides metrics on the number of partners, sectors, and member to exchange ratios for May and a target for June. It identifies highlights like CEO programs and client relationships, and lowlights like conversion ratios and attendance. It outlines key strategies for the future like member development, industry coaching, and leadership training to improve performance goals.
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The department review document summarizes contribution percentages to achieved goals for various teams. It notes that CRM, process flows, operational induction, resource capitalization, and capitalization of the international cycle worked well. Exhausting industries, member to exchange ratio, and raise to match conversion did not work as well. The way forward includes operational induction for members and a reverse raising strategy.
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The department review summarizes contribution to goals from various teams and members. While CRM, process flows, and induction worked well, capitalizing international cycles, exhausting industries, low member and department contribution to overall goals, and a poor raise to match conversion were challenges. Going forward, the department plans to provide operational training, address exhausting industries, use a reverse raising strategy, and improve team contribution towards industries.
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This document discusses a fraternity and highlights several areas including talent capacity, program delivery, and recruitment. It notes positive highlights such as recruitment quality and an associate membership project. Areas that did not work well include the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed such as a global mindset, entrepreneurial outlook, and emotional intelligence.
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Agm xd
This document outlines the mission, targets, focus areas, and quarterly plans of AIESEC Hyderabad for the year. The mission is to co-create quality experiences and achieve organizational targets. Key targets include 180 iGIPs, 300 iGCDPs, 30 oGIPs, and 140 oGCDPs. Focus areas are to simplify processes, empower members, and ensure relevance. The way forward includes initiatives like matching events, education programs, international partnerships, and quality task forces. Quarterly targets are provided for exchange programs with reviews and innovations planned throughout the year.
Xd
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Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, recruitment quality, and an associate membership project. It notes things that did not work well such as the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed like a global mindset, entrepreneurial outlook, and emotional intelligence.
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The document outlines the mission, focus areas, targets, and action plans of the Marketing & Public Relations department of AIESEC Hyderabad for 2014-2015. The mission is to establish a positive brand image through effective communication. Key focus areas include online marketing, on-ground marketing, public relations, and innovations. Targets include increasing social media followers, blog posts, partnerships, and media appearances. Action plans involve boosting on-ground operations, various marketing campaigns, and showcasing projects through media partnerships.
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Global Community Development Programme and Global Internship Programme provided updates on their targets versus achievements for outgoing and incoming exchanges. For GCDP, they achieved 83 raises out of a target of 70 and are currently ranked 8th nationally. For GIP, they achieved 7 matches out of a target of 16 and are currently ranked 14th nationally. Both programmes analyzed growth drivers, synergy outputs with other departments, and inferences from the period. The Expansions department summarized their targets and achievements for new locations, as well as synergies and inferences relating to training and university partnerships.
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Expansions in B
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Capacity and structures for high quality iGCDP
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
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oGIP Capacity for high quality experiences
The document discusses structures and job descriptions (JDs) for teams involved in GIP quality delivery. It recommends:
1. Planning capacity based on the number of experiences per member and realization goals.
2. Creating structures with customized JDs based on realization volumes, including promotion, matching, delivery, and follow up roles.
3. Aligning marketing, raising and delivery team JDs and messages to ensure clear expectations and quality experience delivery. Key responsibilities include preparation, cultural alignment, communication and issue resolution.
4. Establishing team durations, member transitions, and cross-team collaboration to maintain continuity of EP support. KPIs focus on promoter percentages and reducing detractor issues.
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3. Providing tips for customizing structures during peak periods to focus on raising, matching, or delivery as needed to meet goals.
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This document outlines solutions for improving customer loyalty and re-raising rates. It proposes a new job questionnaire (JQ) to better understand company needs, a standardized 6-week matching process, and a standard account management flow. The new JQ would be short and customizable to capture what is important to companies. The matching process outlines weekly steps from contract signing to match completion. The account management flow establishes regular meetings and assigns a single point of contact for each account to improve communication and satisfaction. Implementing these solutions aims to result in more matches, faster matching times, higher satisfaction rates, and more re-raises.
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Review xa
The department review summarizes contribution to goals from various teams and members. While CRM, process flows, and induction worked well, capitalizing international cycles, exhausting industries, low member and department contribution to overall goals, and a poor raise to match conversion were challenges. Going forward, the department plans to provide operational training, address exhausting industries, use a reverse raising strategy, and improve team contribution towards industries.
Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, and recruitment. It notes positive highlights such as recruitment quality and an associate membership project. Areas that did not work well include the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed such as a global mindset, entrepreneurial outlook, and emotional intelligence.
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This document summarizes an organization's performance over a period of time. It achieved 2 out of a target of 5 OGX and 0 out of a target of 5 ICX. Highlights included selecting new leadership, raising funds, delivering events and webinars, and conducting recruitment and training. Areas for improvement included an unsuccessful campaign and lack of parental support. The way forward includes goals of membership growth and exchange realizations through targeted strategies like regular matching events, trainings, and expansion visits over the next month.
Matching workshop
The document discusses matching different employees (EPs and TNs) based on their traits and country specifications. It lists the traits of 3 EPs and 2 TNs - the EPs vary in their personalities and whether they have specific country preferences, while the TNs differ in manager support and flexibility. The document encourages being innovative in matching, discussing options like AFT, DAAL files, supply and demand, and social media matching. It suggests international relations could be the most fruitful approach and encourages catching them all.
Agm xd
This document outlines the mission, targets, focus areas, and quarterly plans of AIESEC Hyderabad for the year. The mission is to co-create quality experiences and achieve organizational targets. Key targets include 180 iGIPs, 300 iGCDPs, 30 oGIPs, and 140 oGCDPs. Focus areas are to simplify processes, empower members, and ensure relevance. The way forward includes initiatives like matching events, education programs, international partnerships, and quality task forces. Quarterly targets are provided for exchange programs with reviews and innovations planned throughout the year.
Xd
The document is a discharge report from 2013-2014 presenting exchange development targets and achievements for AIESEC in Hyderabad, India. It summarizes their targets and results for GIP ICX, GIP OGX, GCDP ICX, and GCDP OGX exchanges, totaling a target of 545 exchanges and achieving 387. It also outlines their focus areas of iGIP, OGX, external visibility, and iGCDP, and details their activities and partnerships within each area to work towards their exchange targets.
Tm sola
This document discusses a fraternity and highlights several areas including talent capacity, program delivery, recruitment quality, and an associate membership project. It notes things that did not work well such as the local education cycle, retention, and tracking mechanisms. The way forward includes implementing effective tracking mechanisms, operational training, and the local education cycle. The document also mentions competencies developed like a global mindset, entrepreneurial outlook, and emotional intelligence.
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Umang Mehta presented the 2013 marketing discharge report for AIESEC in Hyderabad, India. The vision was to increase brand credibility by showcasing positive impact and being the top youth partner across sectors. Key focus areas included youth empowerment, external partnerships, function evolution, and building external relevance. Under talent management programs, 5084 applicants engaged, with 2298 online and 2786 offline including 1097 at youth empowerment sessions. For the open generation exchange program, 1605 registered through marketing activities, generating 62 raises. The innovation and business continuity planning section described six virtual presences, a blog, client delivery reports, and media content.
Agm bd
The document outlines the business development and external relations plan for a Local Committee in 2014. It includes the mission to ensure financial sustainability and drive engagement through activities. The plan focuses on financial sustainability, contributions to the organization, and relevant events and opportunities. It assigns fundraising targets and estimated revenues to various events and products each quarter, with an annual target of 18,00,000.
Agm m&pr
The document outlines the mission, focus areas, targets, and action plans of the Marketing & Public Relations department of AIESEC Hyderabad for 2014-2015. The mission is to establish a positive brand image through effective communication. Key focus areas include online marketing, on-ground marketing, public relations, and innovations. Targets include increasing social media followers, blog posts, partnerships, and media appearances. Action plans involve boosting on-ground operations, various marketing campaigns, and showcasing projects through media partnerships.
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Programmes sola
Global Community Development Programme and Global Internship Programme provided updates on their targets versus achievements for outgoing and incoming exchanges. For GCDP, they achieved 83 raises out of a target of 70 and are currently ranked 8th nationally. For GIP, they achieved 7 matches out of a target of 16 and are currently ranked 14th nationally. Both programmes analyzed growth drivers, synergy outputs with other departments, and inferences from the period. The Expansions department summarized their targets and achievements for new locations, as well as synergies and inferences relating to training and university partnerships.
Programmes sola
Global community development programmes in Kolkata achieved 83 raises against a target of 70. The programme currently ranks 8th nationally. Marketing efforts signed partnerships for events and database sharing. Synergies with other departments helped with training, processes and promotional materials to drive growth. Areas for improvement include poor member retention, lack of impact documentation and utilizing synergies with business development and information management more.
The global internship programme achieved 23 matches against a target of 47. It currently ranks 14th nationally. Synergies helped with training, promotional materials and analysis. Areas for improvement include making raises more industry specific, customizing financial structures, focusing on self-matching and establishing a separate delivery team.
Expansions in B
iGCDP Quality Capacity
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
Capacity and structures for high quality iGCDP
The document outlines the role of a host entity in ensuring a high quality experience for exchange participants (EPs) in the Global Citizenship Development Programme (GCDP). It discusses structuring the local committee based on the number of expected realizations, including job descriptions and key performance indicators. For LCs with 0-25 realizations, the basic structure involves members fulfilling raising, matching, and realizing roles. For 25-100 realizations, project management roles are introduced. Larger LCs of 100-200 realizations implement local and national projects, and may outsource some services. LCs with over 200 realizations establish middle management roles to oversee experience delivery and accommodation programs.
Sola JulyLcong
The document summarizes various projects and their desired vs actual status over the last 6 months across different departments of the organization. Key reasons for gaps between desired and actual states are provided. Activities, timelines and synergies required to move projects forward are also outlined. Overall, recruitment and retention challenges, lack of proper processes, tracking and synergy between departments impacted achievement of desired targets.
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The document discusses structures and job descriptions (JDs) for teams involved in GIP quality delivery. It recommends:
1. Planning capacity based on the number of experiences per member and realization goals.
2. Creating structures with customized JDs based on realization volumes, including promotion, matching, delivery, and follow up roles.
3. Aligning marketing, raising and delivery team JDs and messages to ensure clear expectations and quality experience delivery. Key responsibilities include preparation, cultural alignment, communication and issue resolution.
4. Establishing team durations, member transitions, and cross-team collaboration to maintain continuity of EP support. KPIs focus on promoter percentages and reducing detractor issues.
Resume_Darshan
Darshan Malpathak is seeking a position in finance and accounts with 2.2 years of experience in SAP environments. He currently works as a Process Specialist/Deputy Team Lead at Infosys BPO Ltd. where he supervises a team of 15, handles client inquiries, and ensures standards are met. He has an MBA in Finance and a BCom degree. His skills include knowledge of SAP FICO, accounts receivables, accounts payable, client relationships, and team motivation.
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The document provides guidance on structuring local committees for quality internship delivery based on planned realization goals. It recommends:
1. Planning capacity based on the number of people needed to deliver targeted realizations given member efficiency.
2. Creating structures with clear job descriptions and key performance indicators for members based on realization volume, such as dedicating members to promotion, raising, matching, and delivery roles.
3. Providing tips for customizing structures during peak periods to focus on raising, matching, or delivery as needed to meet goals.
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This document outlines solutions for improving customer loyalty and re-raising rates. It proposes a new job questionnaire (JQ) to better understand company needs, a standardized 6-week matching process, and a standard account management flow. The new JQ would be short and customizable to capture what is important to companies. The matching process outlines weekly steps from contract signing to match completion. The account management flow establishes regular meetings and assigns a single point of contact for each account to improve communication and satisfaction. Implementing these solutions aims to result in more matches, faster matching times, higher satisfaction rates, and more re-raises.
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October l cong sola
This document provides a summary of the state of various projects within the State of Local Affairs (SOLA) organization over the last 10 months and proposes ways to move forward. It finds that most projects did not meet ideal targets for raises, matches, and realizations due to lack of proper tools, sales knowledge, focus on international relations, and experience given. Key activities proposed to address the gaps include regular tapping of the market, using case studies to build credibility, proper use of CRM tools, showcasing clients, and educating members. Timelines provided are between November and December to focus on raising drives, CRM, international relations, and sub-product knowledge.
November GIP Monthly Meeting
The November GIP Monthly Meeting agenda covers check-ins, reviews of past months, discussions around making iGIP more purposeful, customer loyalty initiatives, sales wins, an EP raising campaign, a matching challenge, selection materials, talent capacity, and supply and demand. Attendees are asked how they have seen positive results and main challenges heading into re-planning. Reports are presented on the past month's and quarter's performance. The meeting discusses choosing purposeful markets and identifying companies' talent needs. Actions are proposed around making iGIP more purposeful, a customer loyalty summit, and increasing engagement with customers. An EP raising campaign overview is provided along with a matching challenge for LCs. The meeting concludes with a discussion
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Q3 functional report
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
oGCDP Capacity Quality Delivery
This document outlines the role of the home entity in the Global Citizenship Development Programme (GCDP). It discusses how to structure teams based on the volume of expected realizations (RE), with more advanced levels having more specialized roles and teams focused on issues, projects, processes, and stakeholder management. Team structures and member job descriptions (JD) are provided for beginner, intermediate, advanced, and mature levels. Key performance indicators (KPIs) focus on promoter percentage and eliminating detractor issues. Regular communication with experts, alignment of expectations, and support throughout the process are emphasized.
Capacity and structures for high quality oGCDP
The document provides guidance on structuring local chapters (LCs) based on their planned volume of Global Citizenship and Development Programme (GCDP) realizations for quality delivery. It outlines 4 levels of LC volumes and the recommended structures for each, including roles and responsibilities. For LCs planning 0-25 realizations, it recommends a simple structure with members fulfilling marketing, matching and delivery roles. For higher volumes, it separates roles and adds team leaders, project teams, and positions focused on processes and stakeholders. Key performance indicators center on promoter percentage and reducing detractor issues. The document aims to help LCs plan capacity and structure themselves appropriately for their realization goals.
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This document discusses financing options for K-12 schools looking to raise capital. It outlines the key steps in the fundraising process, including grooming the business, developing a business plan, and fundraising. Grooming the business involves establishing an investible structure, strong governance practices, building intangible assets, and developing a track record. The business planning process helps determine capital needs and the best financing option. Common options include debt, asset monetization, and equity. Fundraising involves preparing collateral, identifying investors, negotiations, due diligence, and closing deals. Overall the document provides guidance on navigating the different stages of securing financing to support growth.
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The document summarizes key discussions and activities from a talent management commission meeting. It outlines how the commission 1) defined important issues to address over the next few months, 2) created projects to tackle those issues, and 3) started redefining the value proposition and roles within their team member program. It then provides examples of mapping membership journeys for different programs to plan upcoming talent management activities in a structured way over the next two months.
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Sales targets were achieved in April and May with raises at Silver Cloud and placements at ESCI-2, Sterling, and Appshark. Global recruitment saw placements at Silver Cloud, Mahindra Namaste, and ISSTM. Targets were also met for global recruitment in February through May. Matches need to be added to the system, positive matches need to be converted, and new matching strategies implemented as the team works towards their JNC goal. The Alpha Eagles team is recognized for achieving their targets.
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Three interviews were conducted and one candidate will be recruited soon. Three employment positions (EPs) were matched including one for digital marketing in the US paying $2000, one for teaching in Mexico, and one for teaching in Brazil. Two of the positions were realized with candidates going to Brazil and Hong Kong to start their new jobs.
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The document provides a quarterly update from April 1st to May 31st. It includes updates such as the release of an online registration newsletter, a report on a Matching Mania event, and two global recruitment efforts through an iGIP brochure in April. In May, updates included the release of videos for oGCDP and AIESEC Hyderabad, four new country partnerships, a five day Matching Mania event, a brand launch detailed in a newsletter, completing SOPs for an FRRO office, a finance newsletter, and two CIM webinars on finance and sales topics.
The hobbits
The document compares sales, global recruitment, and delivered promises targets versus actuals for April and May. In April, 12% of targets were achieved overall, while 84% of targets were achieved in May. Additional metrics provided include the number of learning and exchange partners, issues encountered, member to exchange ratio, and net promoter score.
The esprit updates
Esprit's quarter 2 sales update lists 5 schools that purchased Esprit, with positive sales from Amity Global and Akshara International Schools. Global recruitment met targets for Oakridge and was positive for Peoples Career, MNR, and Samashti. Delivery targets were achieved or exceeded for MNR, Oakridge, and First Academy in April and May. Overall, April sales and global recruitment were below targets while May sales were below but delivery exceeded targets.
Sona
- The document discusses supply and demand analysis for various universities and colleges in India. It provides statistics on the number of students (S) and trainees (TNs) for different locations.
- The top countries with available TNs are Turkey, Poland, Greece, Mexico, and the Czech Republic. The top backgrounds for TNs are international marketing, linguistics, and training and development.
- Various metrics are provided like relative growth rates, absolute growth, national standing, and net promoter scores for comparing the performance of different universities over time. Regions with high demand are identified along with strategies for capitalizing on available international trainee pools.
Imperium
The document compares sales, recruitment, and delivery targets versus actuals for April and May, showing significant improvement from 24% achievement in April to 80% achievement in May. Key performance indicators such as the number of learning/exchange partners, issues, and member satisfaction were also included, demonstrating progress toward organizational goals.
Finance
The document provides updates on various initiatives including Nexus, LC Day, recon programs, webinars on finance, and establishing a local support group. It outlines future plans such as focusing on receivables, portfolio investments, alumni engagement, and revising financial policies. The document also includes a brief statement of financial affairs showing bank balances, fixed deposits, and an updated tally of finances through May 24th.
Xecutive authority
Sales increased in April and May with 7 new clients added in April and 14 added in May, although targets were not fully achieved. One person was recruited for Country Inn & Suites in April and one for Innopark. In May, one person was hired for ITC Kakatiya Hotel and interviews were scheduled for two positions at Taj Falaknuma Palace and one at VIFL. Interviews remained to be scheduled for two positions at Pioneer Telecom Services and two at Innopark.
Lc day finances
The document outlines the income and expenses for LC Day finances. The sole source of income was Rs. 216,000 from del fees collected at Rs. 135 per student for 1600 students. Expenses totaled Rs. 216,000 and included items like beverages, balloons, chart papers, cold drinks, stationery, glasses, t-shirts, and chair expenses. The total income and expenses balanced at Rs. 216,000.
Job description
This job description outlines the responsibilities of a member on an F1 team, also known as a finance coordinator. Their key responsibilities include documenting and filing contracts, policies, agreements, reports, certificates, invoices, receipts, and vouchers. They also assist with budgeting, forecasting, bookkeeping, accounting, finance education, learning and development webinars. Additional duties are assisting the VP of finance with letter of credit administration, managing bank resources and receivables, tracking marketing campaigns, and conducting audits and reconciliations.
State of financial affairs
This document summarizes the state of financial affairs as of May 17th, 2014. It outlines receivables totaling over 5 lakhs from various clients and projects. Payments made in the period are also listed totaling over 1 lakh. Planned future investments and expenses are provided including office renovations and upcoming events. Miscellaneous updates on bank balances, fixed deposits and an appreciation for recent large receipts are also included.
The Fraternity
Talent management updates include: inducting new associate members to contribute to campus projects with job descriptions defined by talent management team leads; mid-quarter audits being released for the MLM department; a matching workshop conducted for the oGCDP department; a team minimum session delivered for the MLM of marketing; and talent leads working on educational videos.
The Origin
A new department was announced. Chinmaiy recorded a video for an EP that is now matched. Sanith and Yashwanth designed posters for an event called Matching Mania. The posters will feature a standard intern named Hiran. Yashwanth and Harsha Varma are creating a video about why interns should come to Hyderabad. Upcoming plans include standardizing the FRRO process with Saif's help, publishing intern case studies, and another Matching Mania event.
LCP Story
This document appears to be a personal story or reflection from someone who served as the Local Committee President of AIESEC in Hyderabad in 2014. However, the document contains no actual content beyond the title "My Story" and the author's name and role. Therefore, no meaningful summary can be generated from the information provided.
Sola treadstone
The document summarizes the status of various metrics and goals for The Treadstone organization. It indicates that 29% of fundraising targets have been achieved to date. While some board appointments and structure have been implemented, client retention activities and receivables are still pending. The document outlines goals to increase fundraising and sort the board of advisors by a upcoming meeting. Key strategies proposed include training sessions, increasing sales volume, and incorporating innovation. An implementation timeline is provided targeting fundraising, event, and youth event funding goals by the end of the second quarter. Areas of strength for the organization are noted as networking, sales skills, emotional intelligence, and trend analysis.
Function sola
This document discusses key performance indicators for AIESEC in Hyderabad across several areas in Q2 including contribution to sales, media engagement, collaborations and alliances, ELD support activities, online activities, branding, and more. It also discusses metrics for international and local programs delivered, growth percentages, NPS and RR scores, financial sustainability, talent capacity, and pilot projects. The document aims to evaluate AIESEC Hyderabad's performance and measure success against objectives for the given quarter and year.
Cim april lc day
The document summarizes the activities and accomplishments of MoS including network branding, corporate communication, developing and using IM tools. It highlights deliverables such as brochures and booklets. It also notes some areas that did not work out such as fully delivering on some partnerships. It proposes focusing on project implementation, internal branding, and LEC going forward to further develop competencies around global mindset and proactive learning.
The millennials
The document summarizes recruitment efforts and outreach activities, noting the number of applicants, media appearances, external partners, and online engagement. It highlights successful initiatives like partnerships, recruitment events, and training programs. Areas for improvement include expanding recruitment, strengthening external partnerships, and increasing media coverage. The way forward involves setting goals around events, promotions, and showcasing impacts while focusing on media partnerships, external partnerships, and student outreach.
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- 2. 1)TARGETS VS ACHEIVED MONTH RAISE MATCH REALISE TARGET ACHEIVED TARGET ACHEIVED TARGET ACHEIVED JANUARY 10 6 2 2 2 2 FEBUARY 10 3 2 1 1 0 MARCH 15 10 10 7 2 1 APRIL (till25th) 15 8 8 4 2 2 %of Target achieved 52% 64% 72% 5)NO.OF SECTORS 1 (EDUCATION SECTOR/TEACHING INDUSTRY) Measure Of Success RAISE MATCH REALISE 2)MEMBER TO EXCHANGE RATIO 3)DELIVIRY PERIOD 4) NO OF PARTNERS 7 Clients 13 LCs 5 LCs
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