Tm '13 april lc day review
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This talent management review summarizes key initiatives for developing and retaining talent. Programs like LEAD, recruitment and induction, CAP, EPIC, and new recruit mentorship worked well, while associate membership, TMP and TLP targets, and member retention and LEAD feedback needed improvement. Targets for raises, matches and realizations through the TMP and TLP programs were achieved.
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Milkround launched a campaign to distribute their Career Confidence Report to current and ex-clients, non-clients, and university career services. They distributed the report via their websites, social media, PR efforts, and direct mailouts. So far the report has been read more than 450 times through tracked links and mailouts.
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This document provides a summary of achievements and non-achievements against targets. Key achievements included improved branding measures, sales and market analysis, and analysis of leads. Non-achievements were receivables, conversion ratio for deliveries, matching capitalization, lack of process optimization innovation, and low number of appointments/mails. It identifies targets versus achievements and proposes short-term internships, sub-product based internships, a revised national proposal, LC partnerships in August, a delivery module, and process optimization including matching revamp as the way ahead.
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The document summarized research on distributed regulation and shared mental models. It defined key concepts like self-regulation, metacognition, co-regulation and shared mental models. Examples were provided of co-regulation in collaborative groups and problem-based learning activities, as well as shared mental models in trauma teams. The analytical techniques used included coding discourse for individual versus group regulation and high versus low-level content processing.
Tma1
The document describes a classroom observation of a Grade 5 science lesson taught by Ms. Stella. It notes that the teacher engaged students by asking stimulating questions, connecting lessons to students' prior knowledge and imagination, and motivating participation through feedback and rewards. Students responded positively overall, though some were distracted at times. The teacher demonstrated strong classroom management skills and passion for teaching to keep students engaged throughout the lesson.
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Tracking CIM - oGIP
The document summarizes the key performance indicators achieved through different mediums for showcasing and matching entrepreneurial profiles during an oGIP event. It notes that 10 entrepreneurial profiles were showcased through an online booklet with 8 getting matched. Two out of five profiles featured in videos on YouTube were successfully matched. Additionally, one profile was matched using an induction booklet profiling 5 entrepreneurs. Various other documents like brochures and websites were also utilized to promote the life sciences entrepreneurship program. Finally, support was provided by the Center for Innovation and Management to the organizing team for the oGIP event.
Tracking CIM - oGCDP
The document reports on the key performance indicators achieved for various events and activities conducted by the organization:
- The April Matching Mania event exceeded its targets of 300 registrations and 25 matches by having 330 registrations and 15+ matches.
- The November Matching Mania had 123 registrations and 46 attendees, and generated 4 matches.
- The oGCDP booklet led to 46 international relations contacts and potential for 25 partnerships to scale up programs and 10 for organic growth.
- The How to Put a Form on System video achieved its target of having over 60 entrepreneurs promoted through it.
Tracking CIM - internal communication
The document provides information on various initiatives by AIESEC Hyderabad to promote international internships and professional exchanges. It summarizes key performance indicators (KPIs) achieved from April to November including numbers of registrations and matches. Links are provided to materials used in client promotion, branding, and personalized outreach like newsletters. The initiatives aimed to generate leads from different countries and showcase Hyderabad as a destination for internships and cultural experiences.
Tracking CIM - iGIP
The document reports on the key performance indicators (KPIs) achieved for various AIESEC programs and events in April, November, and other months. For the April Matching Mania event, over 330 people registered and 3 matches were made, exceeding the KPI targets. The November event saw 24 registrations and 6 matches. Other sections provide updates on member education, potential partnerships identified at an international congress, and KPIs met for the Global Internship Program, including 15 externship placements and 46 international relations contacts made.
Tracking CIM - iGCDP
This document summarizes several IR partnership programs and their key performance indicators. For the IR Partnerships program, the number of partnerships and exchanged professionals delivered exceeded targets. The Matching Mania program in April saw more registrations and matches than its goals. The November Matching Mania had lower attendance than planned. Case studies collected also surpassed its goal. The GCDP Booklet generated potential new partnerships. The Get Matched in 24 Hours initiative reached fewer leads and countries than targeted. Links are provided to additional details on registration forms and reports.
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The document discusses adapting organizational strategies like a chameleon. It instructs participants to split into groups and design fictional organizations. Case studies are presented on Pantene, Pringles, and PARCEL that demonstrate how changes in business strategy unlocked new revenue opportunities. The key lessons are that strategic changes are necessary to seize future opportunities, not incidental, and require foresight to know when existing strategies are ill-suited and discipline to enact fundamental shifts. The document concludes by stating AIESEC needs to adapt the way it does things while maintaining its interdependent nature.
Sona
This document reviews the performance of two projects called GIP ICX and GIP OGX from January to October based on projections and realizations. GIP ICX exceeded its targets by achieving 68 exchanges compared to a projection of 57. It had a national standing of 4 in projections and 5 in realizations. GIP OGX nearly met its targets by achieving 17 exchanges against a projection of 18. It had a national standing of 3 in projections and 2 in realizations. Both projects aim to increase the number of exchanges in the coming months through targeted strategies like reverse raising and focusing on specific countries, sectors, and clients.
Sofa
The document provides a summary of the state of financial affairs as of October. It notes that the bank balance is 1.06 lakhs with fixed deposits of 8.07 lakhs. Analysis of different programs shows that iGCDP needs to raise more funds and collect client fees. oGCDP has brought in close to 10 lakhs but dipped in the third quarter. iGIP has negative cash flow and receivables of 80,000 rupees pending. Expansions made investments in a flat rent and ReCON. Business development major investments were made in Nexus, GEN WE and NEP but targets were only achieved at 8.2 lakhs against 18 lakhs.
Function sola
The document outlines a company's strategic plan across several areas including fundraising, partnerships, outreach, applications, communications, growth, talent recruitment, and financial sustainability. Key metrics note funds raised, a 48% engagement rate, and targets for growth and talent capacity with the aim of achieving long term financial stability.
Evening plen presentation
The document announces an evening plenary event that includes catching with friends, cross dressing, recording someone abusing in Hindi, lifting someone, and motions encouraging boys on one side, girls on the other. It promotes the event as having booze, hot guys, pretty girls, and music and encourages attendees to shake their bodies and put on masks for a masquerade party, putting on their best looks.
A cup of success
The article discusses sharing success with others. It suggests that when you find success, you should share your knowledge and experience with others so they too can achieve their goals. Helping others helps create a culture where people support one another in achieving their dreams.
The ascent
The document discusses fundraising efforts, with one raise completed by Seher and two more planned this week by Vinila and Rishika. Twenty-three matches were made before a certain event with one more still pending documentation. Plans are mentioned to boost fundraising through poster drives and engagement activities to revive a program.
Xecutive authority
Simran Chabria generated 10 CVs in one day and obtained leads from over 100 companies. She completed interviews with Innopark India Pvt. Ltd. and ITC Kakatiya, though the latter resulted in two rejections. Simran also has two upcoming interviews with Taj Falaknuma and attended a department meeting where problems and solutions were discussed.
Trajectory
Cold calls were made and received positively. Three raises were implemented in the system. Interviews were conducted with candidates from Vietnam, USA, China, Ghana, and Russia. Job postings were made on Monster.com which resulted in two matches but the start dates conflicted. Nationally, there were four matches and two realized in terms of delivery rate with mention for progress.
The Treadstone
The document discusses several events organized by AIESEC Hyderabad including Generation WE in Vijayawada which had 650 delegates and raised Rs. 45,000 with Rs. 1,50,000 of in-kind contributions. It also mentions Link #4 which had 100 delegates and 6 panelists at the Radisson Blu hotel. Additionally, it notes that The Treadstone was recognized for consistent performance by NSC and was number 2 in funds raised with partnerships in the green category and board engagement in the yellow category. It provides details on targets versus achievements for The Treadstone with income receivables of Rs. 10,000 targeted but Rs. 10,31,135 achieved although Rs. 7,88,865
The origin
This document provides updates on various communications and information management initiatives, including revising an information booklet, adding two new videos, one new client testimonial, support tool management, and a GIS campaign. It also notes the organization has achieved a national ranking of number one and discusses business continuity planning for a GIS implementation.
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The document provides updates on various marketing, public relations, and recruitment activities for an organization. It mentions securing partnerships with business schools, an upcoming event campaign called Genesis, social media promotion through tweets and videos, and follow up meetings with media outlets. It also congratulates several student groups for their achievements. The document uses hashtags and informal language to discuss different status updates.
Sona
This document contains charts showing pipeline, matches and projections for different groups (GIP ICX, GIP OGX, GCDP OGX, GCDP ICX) from January 2014 to October 2014. For each group, inferences are listed below the charts based on factors like national standing, internal/external markets, conversion ratios, and ways forward.
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- 2. Vision To deliver value based impactful experiences
- 3. WhatWorked? • LEAD • Recruitment and Induction • CAP • EPIC • Mentorship for new recs • Proper job role documentation
- 4. What didn’t? • Associate Membership. • TMP TLP targets. • Member retention. • Feedback from LEADs and tracking of growth from the same.
- 5. Targets Achieved -TMP Achieved Raises 337 Matches 332 Realizations 226
- 6. Targets Achieved -TLP Achieved Raises 103 Matches 100 Realizations 77