Member Committee 14|15
Clarification of roles available: Full time: One MCVP role is available and for 12 months. This is 40 hours per week and is required to work in the MC office in Wellington. This position is paid a salary. Part time: Two part-time Director roles are available and are for 12 months. These are only open to New Zealand applicants. You are not required to work in the MC office in Wellington (can be virtual). These positions are not paid, however you will be subsidised for work-related costs such as travel and conference fees.
Job Descriptions MCVP Outgoing Exchange Hours: 40 hours per week
Reports to: MCP
Duration: 12 Months
General MC Responsibilities: 1) Co-creation of MC 14|15 plan 2) Facilitation at national, regional and local conferences 3) Participation and support in transition at the commencement and conclusion of your term 4) Coaching of functional LCVPs 5) Coaching of link LCs 6) Representation of AIESEC New Zealand at global events Portfolio Responsibilites: 1) Co-ordination of oGCDP and oGIP programmes 2) OGX International relations strategy and management 3) EP experience management 4) Quality control of OGX programmes 5) Co-ordination with oGIP director Measurable Outcomes (KPIs): 1) NPS of oGCDP 2) # of Re in oGCDP 3) # of fulfilled oGCDP country partnerships
Job Descriptions oGIP Director Hours: 20 hours per week
Reports to: MCP
Duration: 12 Months
General MC Responsibilities: 1) Co-creation of MC 14|15 plan 2) Facilitation at national, regional and local conferences 3) Participation and support in transition at the commencement and conclusion of your term 4) Any other General MC Responsibilities you wish to negotiate into your role Role Responsibilities: 1) Co-ordinate and manage oGIP operations in New Zealand 2) Create and communicate oGIP strategies for 14|15 term 3) Support LC implementation of oGIP programme 4) oGIP customer experience management 5) oGIP country partner strategy 6) Co-ordination with and support of MCVP OGX Measurable Outcomes (KPIs): 1) NPS of oGIP 2) # of oGIP Re 3) # of LCs running oGIP What’s in it for you? Experience with the development of programme strategy and implementation. You will be able to specialise in the up-and-coming programme for AIESEC New Zealand and the majority of the global network. What skills are needed for the role? - Comprehensive understanding of the oGIP programme - Understanding of the current oGIP strategies in AIESEC NZ - Experience with coaching and management of oGIP
Job Descriptions Learning&Development Director Hours: 20 hours per week
Reports to: MCP
Duration: 12 Months
General MC Responsibilities: 1) Co-creation of MC 14|15 plan 2) Facilitation at national, regional and local conferences 3) Participation and support in transition at the commencement and conclusion of your term 4) Any other General MC Responsibilities you wish to negotiate into your role Role Responsibilities: 1) Development and improvement of Learning & Development tools for AIESEC NZ 2) Compiling and analysing skill balance in AIESEC New Zealand members 3) Co-creation of Organisational Development strategy for AIESEC New Zealand 4) Communication with LC’s responsible for Learning & Development 5) Co-ordination and management of LC recruitment 6) Strategic HR planning conducted with LCs Measurable Outcomes (KPIs): 1) % increase in relevant skills present in membership 2) # of filled positions in LCs 3) Efficacy of LC’s membership What’s in it for you? Experience with driving organisational development through member development is what this role is about. This means that the director will gain practical skills in analysing levels of development among AIESEC New Zealand’s membership and creating strategy to improve and capitalise on this. Furthermore this director will get experience in conducting a nationwide recruitment. What skills are needed for the role? The most important thing for the candidate is to have a strong understanding of how member development can drive organisational development. The director should have a good overview and be able to draw constructive conclusions from the information gathered by the LCs. The director should have experience in managing a virtual team.
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/MC Director 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?
MCVP 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?
oGIP Director 1) Perform a SWOT analysis for the current state of oGIP in New Zealand 2) Conduct an analysis of AIESEC New Zealand’s current oGIP subproducts, detailing where they are in the product life cycle and how you would grow them in the coming term 3) Based on your SWOT and sub-product analysis, what would be your 3 suggested growth strategies for oGIP? 4) How would you implement oGIP across LCs in New Zealand over the next three years? Please take into account our current Greiner Curve growth model.
5) How will you balance the management and delivery of oGIP in New Zealand with your other commitments? (Please detail what they are and your strategies for time management) 6) How what ways do you intend to support the MCVP OGX? 7) How do you intend to utilise the resources from the 13|14 term and build on current OGX strategies?
Learning & Development Director 1) Perform a SWOT analysis of the current state of Learning & Development in AIESEC New Zealand. Please use these three categories: the conference cycle, the member education cycle and knowledge management. 2) Based on your SWOT and external analysis from section 2, what would be your 3 suggested growth strategies for a Learning and Development portfolio? Please provide measures of success for each of these. 3) How will you build upon the collective Talent Management initiatives from previous terms? 4) How can Learning and Development drive growth in exchange programmes in AIESEC New Zealand? Please provide 3 points for each of the following: oGCDP, oGIP and iGIP. 5) Please create and display an one key initiative you would execute in this role
Section 5: Blank paper challenge In one page or less, present your vision for AIESEC in New Zealand 14|15.