aplicacion by cindy navarro

“Only Growth leads sustainability” 5 main, OGX GCP in IC , Malaysia

A GCP about the recruitment process done this year and OGX in General in my LC was shown in IC Malaysia

To lead a new OGX structure

Lead 4 coordinations in my Vicepresidence, making OGX a goal oriented area with high performance members

ACHIEVE OUTSTANDING RAISING GOALS @colb regional XPS Actively participation

Managing 100Xs

To have lead a group to develop and execute the OGX recruitment strategy in my LC, having more than 300 applicants and achieving the raising goals. To have participate actively creating and delivering sessions at the @colb regional XPS, sharing experiences and contributing to the EP’s quality introduction and exchange preparation process. We have been working nonstop to deliver 100 Xs quality exchange experience, I have been coordinating 6 persons to achieve this high goal , changing mindsets in the LC

Language Skills

3 Main areas, Spanish :Native English : Excellent German :Basic

So far my highest academic level achieved is High School; I got graduate with honors on December of 2006, from the school “la presentación”; that year I also finished all the English levels from CCCA (Centro Cultural Colombo Americano) Then in 2007 I finished my piano advanced modules and joined to Universidad del Norte, right now I am in 6th semester of International Business and in this three years I have had high averages and been a distinguish student..

Dates June 2008 (summer -job)

Work- Employer Makarios Call Center

Responsabilities

knowledge gained

Agent- To receive calls from Mexico, Guatemala and United states.

In this job I learned quite a lot about customer services, also I improved my English speaking skills by talking everyday with USA natives

OGX

To lead the outgoing exchange area in @un, (2009) running the OGX FLOW processes with strategic focus, enabling support and facilitating the tools in order to achieve outstanding results. To lead the creation and the development of the @UN OGX strategy, in terms of synergy (TM-OGX- comm. ) Including High quality EP’s selection and induction process, also Planning and executing smart recruitments strategies focused on EP’s targets, developing in synergy with comm. in cycle & out of cycle promotion campaigns Being LCVP OGX allowed me to develop clear products, and build partnership relations.

MCVP OGX AIESEC in COLOMBIA 2010-2011

Questions 10. Why have you decided to apply for Colombia’s Member Committee? My motivations to apply at MC positions are basically spread by the three focus of my life: • (AIESEC field) keep living my passion: “ Every day, AIESEC is enabling the development of agents of positive change who create the needed impact in society” Since always I have been working on outgoing exchanges, here I have realized and understood the huge impact a person can make by delivering exchange experiences, so continue with my passion, but with in a higher level, leading with strategic focus the performances of my country, increasing the volume and the quality of those experiences and connecting all the entities to the same vision is the passion which drives me with a lot of energy to be the MCVP OGX AIESEC in Colombia 2010-2011. • Professional Field: as International business student I am looking forward to apply my knowledge and gain skills in terms of team leadership and international negotiations • (Personal field): Leadership label: I am confident to have strong and focus ideas with proposals that could add value to an MC team and a high level of determination to make things happen, I really want to challenge myself and develop my skills and creativity as a high performance leader.

12. What are 3 unique strengths that you bring to the role you are applying for and which are your 3 top improvement points you will need support on? Improvement points: Sometimes I used to be impatient when things doesn’t run like it should be. I used to trust a lot on people and being anaytical as an MC you sholuld track every time assuring that LC’s are doing well without wait until the end and expect results I used to be perfectionist and spend to much time on things that can be done in a simple way Strengths:

Clear understanding of the general international and local trends that affects in a positive and negative way the OGX in COLOMBIA development Strong and focus strategies oriented to manage the high outgoing exchange volume aligned with the high quality experiences As a result of being an international business student the ability and skills to managing teams and negotiating to enhance smart cooperation's & agreements.

11. What is the role of MC? What should be the role of the MC? What, do you think, are the reasons why this gap exists? (Mention MC-LC communication as well) Basically the MC role consist on developing strategies to drive sustainable the LC’s growth , in this case (MCVP OGX) to develop strategies in order to drive sustainable growth of the high quality outgoing exchanges in AIESEC Colombia. I consider that the MC role should be not only focus on developing those strategies but also focus on training and coaching the LCs to accomplish that, By providing with a customized support and guidance to the LC VP’s needs for them to meet their goals; understanding the local realities and the market access each one has; so LC’s can understand and take a really advantage from all the plans and strategies the MC develop, in this way we can guarantee the alignment between both parties; also To engage Vice Presidents in work on national level to change into clear actions words United for Success - actions which will ensure success and realization of plans of whole AIESEC in Colombia.

13. Create a proposal for AIESEC in Colombia 10-11 plan where you include the next points : a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Colombia. The points above have to be evident in the plan you create and the correlation between them too.

Strengths

•AIESEC in Colombia well positioned around the network (top 2 IGN)

weaknesses

• LC’s – MC’s strategies alignment • ICX Performance

• OGX sustainable Growth • financial solvency • Solid Talent management processes • High rates of memberships

• Synergies clear understanding from the LC levels

• Increase of the LR’s Xperiences

Low members productivy Low rates of X+ LR’s

opportunities

threads

• Every year AIESEC in COLOMBIA is having more relevance around the society, more challenges and higher goals to achieve so this is traduce to more stakeholder involved with us to accomplish this tasks and goals, (partners, alumni, members, government sector… etc) so before, during and after each process ,we will have the link and the opportunity to build important relations with new partners and take advantage to position our organization in our country and @in Colombia on the network.

• Global Financial Crisis: Organizations and people in Colombia feel insecurity about where and how to invest. They think more compared to other times if they invest or not (partners, EP’s , TN’s)

• As a result of a being a development country AIESEC has the opportunity to create projects with Government, NGOs and corporate entities around issues of Development

• Wrong management of the big projects @ in Colombia execute (we are changing mindsets and betting to new challenges in which we are involvingg more and more stakeholders, so this can become in a “double-edged sword”, which means that if projects are drive in a effective and a correct way, we will have stakeholder satisfied but on the other case, minimal mistakes can be traduced in a lot of disadvantages because of the relevant @ in Colombia is having on the society

b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would you propose for each one and what results would you like to see in each of those priorities at the end of your term

“Only Growth leads sustainability”

Priority OGX Competitiveness + capacity + Quality= Competitiveness

Strategy • Profiles diversification by creating clear product “backgrounds” sheets( civil engineer, graphic industrial designer and journalist) enabling int. cooperation with potential countries that has those backgrounds in order to deliver this specifics profiles e.g. México manage and has easy access to TN’s focused on journalism and mass media • Develop big cooperation's allows us to build iniatives focusing the exchange XP around impactful issues, involving both countries in order to guarantee a high quality TR for EP’s

International Cooperation to drive high volume and high Impactful Projects based on X

•Intelligent and focused international cooperation with TN’s countries suppliers on specific pools (e.g; Brazil, Poland, Ukraine for - DT’s) creating clear products for example : summer programs for membership •Through the int. coop, create initiative and projects in a high scale, giving more relevance to our exchange program

Results Expected • New markets entries with a lot of potential to develop • More countries feel secure about raise TN’s with that background if they see the EP’s available supply, so we can continue raising that profiles • more EP’s raised  fast matching QUALITY delivered -Focused and oriented Learning Environment around issues • The Impact around our external market is bigger • strategies oriented traduced into effective results • Quality during the introduction and TR for EP’s even though are short @XPs • LC s running projects around issues (IB@XP) •An increase on the X+ LR’s experiences • Focus on few but big (in terms of numbers) cooperation allow us to reduce the efforts and get more results “ working smarter not harder”

• LC ‘s culture of managing and enabling int. cooperations, • Increasing of the exchanges experiences

•Active involvement from the LCVPs on international cooperation (participation of LCVP’s in international congress of specific countries)

• Projects are aligned to deliver exchange experiences

•LC clusters: If we see between 2007 2008 and 2009 , some of the LC’s

Effective Training & coaching

• New NST structure • Training per clusters (LCs divided per markets access) • high quality virtual spaces, knowledge management) • Envoy OGX program • CEEDer strategy

that contributed to growth are the ones between 15- 30 realizations. EG: AIESEC UNINORTE, ANDES & JAVERIANA, others continue with the medium performance and others are getting from extensions to LC’s and need customized support so I do believe that if we cluster LC’s together based on capacity, growth attitudes and market access we can get •Focused and effective training that respond directly to the needs • Increase the strength at the basis • Start a healthy LC-LC partnership culture • Increase networks among LC’s, information sharing Result from the effective training & coaching • High quality OGX processes development (operatives and strategicals) • Understanding of the synergies • Successful recruitment processes , traduced on fast matching and fast delivery of the experiences.

c. The external opportunities you can capitalize from your position to get the vision you propose in point (b). • Smart approach to the government sector (clear products) , by delivering exchanges around impactful issues like entrepreneurs , and social development ( we have the advantage of being an international recognized organization with partners like Ashoka and Artemisia which are driver of this issues in an international level ) •Corporate sector: strategical alliances with companies that allow us to has quality o our exchange processes : EP’s introduction by consultancies : companies are interested on have access to young market and recognized as supporter of leadership (social responsible too) •Relevance positioning around universities that will allow us to build more partnerships (communication office, internships coordination) supporting us in the develop of internal exchange processes. Journalism & mass media

14. How do you see AIESEC in Colombia’s role on a global level considering its current position? I see AIESEC in Colombia as a outgoing exchange driver country, with high performance LC’s but also with a lot of potential to develop, we are recognized as key EP’s suppliers and active contributors to the IGN high performance growth .

Questions 15. What would you consider to be the profiles AIESEC in Colombia should start a diversification process on? a. Define the key countries that request these profiles. b. As a conclusion propose which would be the 3 action steps to effectively deliver the diversification proposal and the expected results. I do believe that specifics countries can easily find partners that looks for competitiveness and a respond to their companies internationalization by having interns Profiles with backgrounds on Civil Engineering, Electronical Engineering, Graphic design, Industrial design, Journalism & mass media

India (22.85% of the Mexico (JQ’s of Total TN’s available) journalism, offline)

Civil Engineering: (Malaysia) as a potential petroleum extractor it has more than 9 national companies in which potential civil engineers are needed to fulfill productions (16 5% of the Total TN’s) Electronical Engineering:

Mexico (telefonica) CHILE (CLARO)

Poland (17.14% of the Total TN’s available)

Profiles Product sheets (customized )

Country- Country LC-LC negotiation and agreements

Segmentation, Smart analysis, Supply & demand, cases research, scope &feasibility

Graphic design, Industrial design: there are not trends or countries with a couple of TN’s available, nevertheless there are someone's in rejected status (middle east) and in India some mass media TN’s requiring this backgrounds

16. Develop a strategy in order to ensure effective reintegration, throughout the implementation of short term AIESEC XPs. Make sure you highlight the different implementation strategies in different stages of the @XP.

Strategies Expectation setting before and during the exchange stage(introduction and taking responsibilities stages)

Punctual activities

Results EP’s understand their @XP as a project

• Set expectations on introductory events • EP’s allocation in functional areas

They perceive the exchange as a first step, they have expectations that after that AIESEC has more X+LR’s

Tracking along the exchange

• Show Clear forms of being integrated on the LC (events, work in functional areas, take responsabilities, apply for leadershio roles positions) • To Send constant communication of the LC’s impoartnt news (EB’s elections, ranking of the LC)

Clear REINTEGRATIONS plans per members ready when EP arrive to the host LC

High quality exchange experience EP’s communicate their status EP’s has sense of belonging with AIESEC

• Surveys about expectation when arriving (how would they like to fed the lc with theri competencies and knowledgemrn gained

EP’s aren’t lose and know clearly how to reintegrate in the LC

• After the tracking show them their competencies developed Clear Proposal of what things they can do on the LC

OGX processes are fed from international perspectives

Retention rate increase

17. AIESEC in Colombia has a specific role among the Countries in the IGN, in which we are responsible to support other country members in their own growth. What could be the focus of your term towards OGX international cooperation, to deliver growth among the GN? Make sure you clarify the countries and international cooperation focus.

Understanding this as how would we contribute and assure that the Colombian growth help other IGN countries to growth too, I consider we have to consolidate and build integral cooperation not only exchangers one, I mean with this, that to believe and bet to the strategic growth is more intelligent to work together with projects being sustainable from the both parties, e.g AIESEC in SOUTHERN CONE was founded by AIESEC INTERNATIONAL but the 1 MC’s members were Colombian guys that build solid basis, building from the beginning ties of cooperation. At the other hand cooperation like INDIALOMBIA in which not everything is about numbers, but also both countries are making big efforts to deliver that experiences, we are having CEEDER strategies, new partnerships relations (from de Indian side) etc, this kind of cooperation increase in an outstanding way the growth from both parties; I do believe in the feasibility of doing the same cooperation with IGN countries, we have important related markets like Brazil and Mexico, with market similarities that allow us to build that integral cooperation (DT’s in brazil with CEEDer strategies, quality tracking of the relations, sharing knowledgements and begin the profiles diversification with some profiles with Mexico (they are growing on MT’s and TT’s) We also should priories on a smart market research of the potential countries we indentify that can approach to have an outstanding growth.

18. As MCVP OGX, you will not work alone. It’s your responsibility to empower a national support team that will drive growth and support to LCs. What is your proposed NST OGX structure? And what would be each members key responsibilities, in order to offer them a great @XP? How would you track and develop them?

Trainers per clusters (3) high performance LCs (TRAINER 1) Medium Performance LC’s TRAINER 2) Developing LC’s (extensions and most recently LC’s) TRAINER 3) Trainers profiles and main responsibilities • High performance exchange members focused to developed their clusters. • Responsible to develop SWOT analysis for the LCs in order to get inputs for planning strartegies about OGX on the LC’s • Coaching and training them in OGX Processes • The final responsibles of Building documents (KM and information documented/ organized and easy access to the information myaiesec.net, wiki’s, EP’s database, AM trainers) • Responsible of track the LC’s to document Key processes (legal, visas procedures, promotion campaigns, GCP’s’s etc.) • Constant track to the LC in terms of the most critical process like creating the promotion strategies international cooperations managers • High performance exchange members focused on keep the effective communication channels trough country- country and LC’s – LC’s • Responsible to spread key tools to deliver exchanges through cooperations • Coordinate some of the cooperations from the national level • Supporting LC’s to find opportunities in new markets and giving them tools to manage cooperations

“Only Growth leads sustainability”

19. What would be your OGX pipeline per pool throughout your MC term and what would you need to do as MCVP in each part of the timeline in order to ensure the accomplishment of the goals you propose?

Growth analysis

history... Pool

2007

2008

2009 (until Nov)

DT’s

MT’s

TT’s

ET’s

2 high performance LC’s + 50 Xs each one 6 LC’s that are able to realized + 25 each one 6 LC’s that realized + 20 each one 5 extensions + 10 each one To get this is important to focus on the International cooperation country- country and the training for the extensions and medium performance LC’s

Goals 2010-2011... 450 Xs Q3 RA MA 200 150

Q4 Q1 Q2 RE RA MA RE RA MA RE RA MA RE 120 70 150 90 250 70 140 80 60 100 RA 600

MA 430

RE 450

Opportunities INDIALOMBIA (MT’s – TT’s) BRASILOMBIA (DT’s) DT’s markets (poland- ukraine) Profiles diversification

“Only Growth leads sustainability”

+ capacity + Quality

Trainers & international cooperation managers (LC’s clusters)

Goals 2010-2011... 450 Xs

“Only Growth leads sustainability”

Profiles Product sheets (customized ) Segmentation, Smart analysis, Supply & demand, cases research, scope &feasibility

Country- Country LC-LC negotiation and agreements