Section 1: Individual
(Maximum 4 pages)
A. Executive summary Present an executive summary of your application (max. 1 page)
B. Basic Information Name Nationality Email Skype ID Contact Number Current Academic Level/University Language Spoken (Level of Proficiency)
AIESEC Experience Position & Duration
Key Responsibilities
Key Achievements
Key Learning
Role
Key Learning
Top 5 Conference Experiences Conference
C. Biography
Month, Year
Tell us your story in 1 page (open to your creativity).
D. Questionnaire 1) What is your personal motivation for applying to be part of AIESEC New Zealand MC team? 2) What will be the unique contribution you could bring to 1415 team in AIESEC New Zealand? 3) Where do you see yourself in the year 2020? How do you see your experiences in your role as MCVP propelling you towards this vision? 4) Based on your past experiences, what is your contribution in a team? What role do you play? Explain with examples. 5) What kind of leadership do you think AIESEC New Zealand requires moving forward? How have you demonstrated these qualities in your AIESEC or other experiences? (Give examples)
Section 2: Market 1) For the following sectors, identify 3 key trends and explain how AIESEC can best capitalise on them. a. Businesses and Economy b. Students and Youth c. Universities 2) How can AIESEC be more relevant in New Zealand?
Section 3: Organisation 1) Evaluate AIESEC New Zealand’s performance over the last 3 years and explain which key trends should we look into better capitalise on? 2) Respond to these statements from members in the organisation: a. Member A: I don’t care about doing exchanges because not everyone can afford them, instead I’d rather focus on providing the best leadership experience to members to help develop them, so what if it doesn’t generate revenue, AIESEC is a not for profit organisation. b. Member B: I would rather focus on the quality of experiences we provide than on doing a greater volume of them because this could jeopardize the quality of the experiences we deliver. 3) How do you think AIESEC New Zealand could take a more active role in the Global Plenary Network? List at least 2 action steps for 14|15 towards this. 4) Analyse AIESEC NZ’s LC Development strategy Linking/Coaching). What would you do to improve it?
(LC
5) How can we increase the financial sustainability of AIESEC New Zealand? 6) In your opinion, what is the role of the MC?
Outgoing Exchange 1)
Identify the necessary characteristics of MCVP OGX and explain why you think they are needed. Describe and evaluate why you are the most suitable candidate for the role (please provide examples).
2)
Perform a SWOT analysis for the current state of oGCDP and oGIP in New Zealand.
3)
Conduct an analysis of AIESEC New Zealand's current OGX products, detailing where they are in the product life cycle and how you would grow them in the coming term.
4)
Based on your SWOT and product analysis, what would be your 3 suggested focus areas for 1415? Please briefly explain your main focus, main activities, and desired outcomes during each time period based on the 5 cycles of AIESEC New Zealand.
5)
How will you balance management and delivery of both oGCDP and oGIP?
6)
How will you deliver OGX initiatives through LCs? Please provide key activities, timeline and investment.
7)
How will OGX work with other MC functions to achieve optimal performance?
8)
How do you intend to utilise the resources from the 1314 term and build on current OGX strategies?
9)
How will you utilise the global network to OGX growth in AIESEC New Zealand for the 1415 term? Please provide 3 strategies.
10)
How do you see the portfolio at the end of your term?
Incoming Exchange 1) Identify the necessary characteristics of MCVP ICX and explain why you think they are needed. Describe and evaluate why you are the most suitable candidate for the role (please provide examples). 2) Perform a SWOT Analysis for the current state of Incoming Exchange in AIESEC New Zealand 3) Based on your SWOT, what would be your 3 suggested focus areas for 1415? Give strategies and action steps for these. 4) How would you manage and direct a diverse sales team across the country? What strategies would you use to maximise results? 5) Which current global strategies would you use and how would you implement them to grow ICX? 6) What would be the ideal profile of an LC ICX member? How does this compare to the reality of ICX in AIESEC New Zealand? What would you do to close this gap? 7) Conduct an analysis of AIESEC New Zealand's current ICX products, detailing where they are in the product life cycle and how you would grow them in the coming term. 8) In your opinion, is incoming GCDP a viable and sustainable programme for AIESEC New Zealand? Why/why not? 9) Conduct an analysis of the external business environment in New Zealand. Identify growth trends that AIESEC can capitalise on in the coming term. 10) How do you see the portfolio at the end of your term?
Talent Management 1) Identify the necessary characteristics of a MC VP TM and explain why you think they are needed. Describe and evaluate why you are the most suitable candidate for the role (please provide with examples). 2) Perform a SWOT Analysis for the current state of Talent Management in AIESEC New Zealand. 3) Based on your SWOT, what would be your 3 suggested focus areas for Talent Management in AIESEC New Zealand 14|15? Give strategies, action steps and measures of success for each of these. 4) How will you build upon the Talent Management initiatives from previous terms? 5) How can Talent Management drive growth of GCDP? 6) How can Talent Management drive growth of GIP? 7) Create a basic timeline of what your quarterly focus areas would be for this portfolio and the initiatives involved.
8) What does the Talent Management portfolio look like in June 2015 (the end of your term)?
Business Development & Finance 1)
Identify the necessary characteristics of a MCVP BD&FA and explain why you think they are needed. Describe and evaluate why you are the most suitable candidate for the role (please provide with examples).
2)
Perform a SWOT Analysis for the current state of BD and of FA in AIESEC New Zealand.
3)
Based on your SWOT, what would be your 3 suggested focus areas for BD&FA in AIESEC New Zealand 14|15? Give strategies, action steps and measures of success for each of these.
4)
Create a timeline of key activities in each month of your term as MCVP BD&FA. (From July – June: Include finance activities such as audit and BD activities like sales and strategy).
5)
How do you define Business Development and what are the 5 most important elements?
6)
Create a long- term plan (the next 3 years) for Business Development in AIESEC New Zealand.
7)
How would you increase visibility of the AIESEC brand amongst businesses in New Zealand?
8)
How would you coordinate the BD and FA portfolios between the national and local level?
9)
In your opinion, how should the financial model be structured on the local committee level?
10) Imagine if you had $20,000 to invest in AIESEC New Zealand. What would this be? (Describe the concept of the project/strategy, timeline and return on investment). 11) How do you envision the portfolio at the end of your term?
Marketing and Communications 1)
Identify the necessary characteristics of MCVP MaC and explain why you think they are needed. Describe and evaluate why you are the most suitable candidate for the role (please provide examples).
2)
Perform a SWOT Analysis for the current state of MaC in AIESEC New Zealand.
3)
Conduct an analysis of the current AIESEC NZ Product range and suggest strategies to increase our market share in the student and corporate sector.
4)
Based on your SWOT and analysis, what would be your 3 suggested focus areas for MaC in AIESEC New Zealand 1415? Give strategies, action steps and measures of success for each of these.
5)
What would be your suggested Measures of Success and Key Performance Indicators for the Marketing and Communications Portfolio on the National and Local Level?
6)
Suggest strategies, MoS and KPIs for the following areas of growth in the Marketing and Communications portfolio (that you have not mentioned previously)University relations, Information management, Online communications, PR and Media and Brand Management.
7)
What is the one radical change you would like to see in AIESEC NZ MaC 1415?
8)
Describe the ideal AIESEC New Zealand Brand. What key strategies would you introduce to bring us closer to this?
9)
What would be your proposed structure for the MaC portfolio at a national level? (e.g. NST, working groups etc.)
10) How do you see the MaC portfolio at the end of your term?
Section 5: Blank paper challenge In one page or less, present your vision for AIESEC in New Zealand 14|15.