AIESEC Kolkata Talent Management 2013 by Devansh Khaitan

TALENT MANAGEMENT ANNUAL INTERNAL AUDIT – NLS 2014 AIESEC in Kolkata

Part A: Learning and Development 1. Present an overall report on the Membership Learning Curve implemented in your Local Committee in the year 2013. Do address the following aspects:  Learning Cycle of a Member from recruitment - end of their first TMP. Do mention if this changed (and how) for different recruitment cycles.  Elements of GLE made use of during the learning processes.  Induction modules & measures.  Mentorship Modules.  Any additional measure taken up by your LC for the same. The issue of ensuring that every Member’s growth in the LC was being tracked and identified had been identified by AIESEC Kolkata and with added intensity post NSC. Membership Learning Curve was implemented in the ways below. It covers all nationally sent resources as well as measures and innovations we took up.

(i) AIESEC Test AIESEC Test responses : https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AqtzdhRgzRNdHM1MU0zQTdnYk9tU3pqcGNQaVVBMHc&usp=drive_web#gid=0 Individual Emails were sent to members with personalized messages that consisted of the way forward based on scores.

We implemented the test again on 13th December 2013 after nearly 3 months to check the growth of each individual.

CASE STUDY – Tanvi Ajmera A good example of AIESEC Test is that of Tanvi Ajmera, an August 2013 recruit in the TM Department, who filled the test on 26/9/10 as a Newbie with scores: GA:12, SR:13,EI :12;EO:11;PL:12 and took the test again on 13th December 2013 still as a Member of the TM Department with better scores GA :12,SR :14;EI:14; EO:12; PL;13. Tanvi is now the VP CIM of AIESEC in Kolkata 2014-15 and her learning curve was tracked via this Test which showed massive growth with time in the organization, and as a Team Member of Talent Management in 2013.

(ii) LEADs throughout the Year Need based LEAD’s happened throughout the Year as mentioned in all previous Audits. 20 LEAD’s were conducted and tracked till NSC and 3 were conducted in November (LEAD Week- November Audits) and finally one more External LEAD was conducted by Chirag Chhalani at December LCong 2013 on the theme of Possibilities which is the LCP 2014-15, Apurva Vurity’s Year theme, bringing the total LEAD count to 24 successful Sessions for AIESEC Kolkata.

(iii) 3 Mentorship’s: Each for January, April and August Recruits Mentorships happened post recruitments. Till JNC the National Mentorship Module was used. Post August, the GCM Model based Mentorship was implemented. Here is the proof of all: April Recruitments Mentorship Tracker: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdENMRFB0ajRHZ0hRcHlnR0 1VSzBGMEE&usp=drive_web#gid=0

April/May Mentorship Feedback Form : https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdEhvd2R1SkREdUdwS0RkQz g3YjlLSFE&usp=drive_web

(iv) 3 Local Training Seminars: Each for January, April and August Recruits 3 LTSâ&#x20AC;&#x2122;s were held in January, May and September, post Recruitments. Also an LC Day was held post JNC, 101 Days before 31st December.

(v) Performance Appraisal Individual Performance Appraisals were done for the entire management Body. They acted as internal Audits for our TL’s and played a major role in bringing to light the reality of individual contribution in the LC. Department wise Performance Appraisal was also conducted.

Sample Analysis done by VP TM of Manager OGIP – Shantanu Ojha

(vi) April LCong 2013 and December LCong 2013 April LCong and December LCong also played a role in shaping the learning curve of members via LEAD’s and sessions. All of which had pre sensing/survey done before : https://podio.com/webforms/6187110/482101 December LCong : https://www.facebook.com/media/set/?set=a.10152147429344940.1073741872.61472944939&type=3

April LCong: https://www.facebook.com/media/set/?set=a.10151559129484940.1073741827.61472944939&type=3 (vii) Individual MB Tracking was done via a separate Tracking tool and monitored by the LCP and VPTM Exclusively. A specialized tracking tool was created by the LCP and VP TM in Q4 to track the Performance and Learning and experience of the MB, individually on a weekly basis, with need based review format MBM’s. The Tool mainly tracked Performance, but the Learning aspect from the same was covered at MBM’s. It is here : https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AogEjWmo5azkdDdMZlZYLWJUNEJHOXhJ V1hHQk9xelE&usp=drive_web

August Mentorship Based on GCM Mentorships in august were based on Global Competency Model driven down nationally implemented by Chandigarh. It was a brilliant way of analyzing the competencies of new recruits for department allocation and for mentor mentee bonding.

Global Learning Environment We have used all spaces of GLE including Virtual Spaces. 1) Conferences and Seminars – Via Physical LEAD (Internal and External) 2) Learning Circles: Mentorship Groups and during GBM’s 3) Mentoring: After each of our 3 Recruitments this Year 4) Individual discovery and self reflection: Our November LEAD Week had this aspect strongly (LEAD to Connect). In the first six months we used the “I and me” concept to build this connect via LEAD. 5) Team Experiences: OC, MB Roles : Tracking for all the same done. 6) Virtual Spaces: Virtual LEAD: https://dl.dropboxusercontent.com/u/82185019/AGENDA_GBM_DECEMBER%2015TH_2013.docx

All AIESEC Kolkata GBM’s in 2013: https://www.facebook.com/media/set/?set=a.10151637432589940.1073741844.61472944939&type=3 These are some of the few things that helped reduce the time of being recruited to the first ELD Contribution. We realize the importance of the first TMP and hence August and September we only concentrated on new member learning and tracking of personal as well as performance growth. The performance of all new recruits has been tracked well.

2. Present an overall report on the Member Development Module implemented in your Local Committee in the year 2013. Do address the following aspects:  Integration of learning in the TN/EP flow of exchange departments. Same in the processes of exchange support departments. How?  Leadership Development measures taken. Provide additional report on external partner (if employed for LEAD), including a MoU for the same. Explain how this helped your LC change a behavior collectively that influenced performance.  Member Development Assessment. How? (i) AIESEC in Kolkata implemented an LTT Structure from Quarter 2 itself. And it was this Local Training Team that addressed the factor of Membership Training and Development in our LC. The LTT Structure was revamped Post JNC and better insights were provided by incorporating evolved training techniques as suggested by 2 of our Local Chapter’s NTT Members who had attended TtT in Mumbai. (Husain Lucky and Devansh Khaitan). A new LTT Tracking Tool was created and new members were also added to the evolved LTT. Details of LTT is on the training Report (ii)AIESEC in Kolkata had initiated a fully functional Member Experience Task Force : Which was a decentralized Task Force looking into ways of enhancing our Member’s experience and tracking the same. The METF consisted of VP TM as a Chair and 2 Vice Presidents (VP iGIP and VP Expansions), one Director (Director LnD) and 2 Managers (Manager Marketing and Manager Associate Membership). (iii)LEAD has been a central focus, especially External LEAD Mr. Avadhut Das who is Head Trainer, Silva Method (India) was AIESEC in Kolkata’s External LEAD partner till NSC. He used to deliver LEAD’s at GBM’s and was a BD Client. The invoice for his services is here : https://dl.dropboxusercontent.com/u/82185019/invoice-aiesec.pdf And the MOU for LEAD is here : https://dl.dropboxusercontent.com/u/82185019/SILVA_MOU.pdf

Snippet of the MOU:

Post NSC we decided to shift our focus and the nature of the LEAD’s which is why, November LEAD Week and December LCong had only AIESEC alumni (like Bitika Kaur) and AIESEC National Vice Presidents like Chirag Chhalani delivering LEAD’s. LEAD Sensing was introduced at NSC where we ensured we are taking surveys/feedbacks with members and TLs of the department to sense if a LEAD is needed and on what. Here is the LEAD sensing report: https://drive.google.com/file/d/0B6tzdhRgzRN-THFiQTY2ZW03UzA/edit?usp=sharing

Here is the LEAD Report: https://docs.google.com/a/aiesec.net/file/d/0B6tzdhRgzRN-emdYbFNvR3Q5Ym8/edit

EXTERNAL LEADS THIS YEAR (Please refer to NSC Audits for the complete list of Internal and Internal LEADs) Name of LEAD Globalization (External LEAD)

Target GB

Objectives Self awareness on the world around AIESEC, linking Globalization to GCDP and GIPDelivered by Mr.Moses, Professor of Techno India College Kolkata (UR for oGCDP) LEAD on Hypnosis and using Psychology and meditation to cope with stress and life’s daily problems BD Partnership)

Documented? http://www.myaiesec. net/content/viewwiki. do?contentid=102639 29 LEAD not documented by Promo Poster for the Organization is here https://www.facebook .com/photo.php?fbid= 10151917049499940& set=a.394508804939.1 69660.61472944939& type=1&theater The MOU is here https://dl.dropboxuse rcontent.com/u/8218 5019/SILVA_MOU.pdf

LEAD on “living energy and transformative frequencies by SILVA INDIA KOLKATA (External LEAD- BD Partnership)

LEAD – The River of Life

GB at LCONG

LEAD by Vaibhav Toshniwal on Self Reflection

EP LEAD

LEAD given by the ICX EP’s on Intern Problems and Intern Integration into the LC, by Elaine Marcal- National Support Team Learning and Development, AIESEC Brazil and iGIP Intern for AIESEC Kolkata

Who Started it?

LEAD Week : BD and iGIP

Virtual LEAD (First

AIESEC

To address culture issues among the MB and ensuring they start taking ownership for their actions. Taken by Luveen Alva on this Coaching Visit to Kolkata To work upon a strong understanding of back office-meets front office and create a culture of understanding among the 2 of our largest departments. Taken by VP BD 2011 and VP iGIP 2012: Bitika Kaur “The Final Lap”: Taken on 15th December 2013

http://www.myaiesec. net/content/viewwiki. do?contentid=102572 18#Vaibhav Toshniwal's Session (LEAD) https://www.facebook .com/photo.php?fbid= 10151721437429940& set=a.1015163743258 9940.1073741844.614 72944939&type=3&th eater http://www.myaiesec. net/content/viewwiki. do?contentid=102639 29 PPT sent in November Audits

https://dl.dropboxuse

Virtual LEAD of AIESEC Kolkata)

Bhubanes war (Expansio n)

by Devansh Khaitan. It was the 1st virtual LEAD of AIESEC Kolkata (AIESEC Bhubaneswar is an Expansion entity)

rcontent.com/u/8218 5019/AGENDA_GBM_ DECEMBER%2015TH_ 2013.docx

LEAD on Possibilities

Taken by Chirag Chhalani (MCP OD and AIESEC Kolkata LCP 2012) at Dec LCong,with an objective to align the members to the Year theme of 2014.

There was no PPT used for this. It was a conversation themed LEAD with music and pictures on the screen.

(iv)Membership Development Assessment: Please refer to the Membership Learning Curve Report. (v)The Integration of Learning with the TN/EP Flow of Exchange Departments and the same for Exchange Support was covered via the LTT in their Training. Details are in the Training Report. There was a common agenda with things to be covered for each department given to the LTT and the training was extremely practical operational. All details are in the training report below.

3. Present an overall report on the Training Module Implemented in your Local Committee in the year 2013. Do address the following aspects:  Regulation of the LTT (if employed)  Training format used throughout the year.  Explain how this module helped your LC develop skills collectively that influenced performance.

AIESEC in Kolkata had an extremely efficient, well tracked and well executed LTT (Local Trainer team structure).

Q2 had an 11 member Decentralized LTT with one representative of each department consisting of high performing Managers along with VPâ&#x20AC;&#x2122;s and Directors. The VP TM Chaired the LTT. The Q2 Team is below:

Post JNC, the LTT structure (and the people in it) were revamped and it is below. A smaller structure was initiated which made tracking and accountability much easier.

Tracking and Documentation of Training for AIESEC Kolkata has been done on our Training Wiki : http://www.myaiesec.net/content/viewwiki.do?contentid=10275682

Complete Training Report(which has the training pattern, the agenda, the minutes, feedback recieved): http://www.myaiesec.net/content/viewfile.do?contentid=10263280

O4 LTT Tracking Tool :https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdFJPWFlJei1leE4zblFjRF9wd nhWSVE&usp=drive_web#gid=1 (We used this tool for the VP TM to track the LTT Members on their weekly training)

Example 1 : Samiksha (LTT for iGCDP)

Example 2 Raunak (LTT BD)

Q4 LTT Feedback Form: https://podio.com/webforms/5569027/436986 and the responses are here: https://docs.google.com/a/aiesec.net/file/d/0Bx50JfOAy7irdjRaUnZRZEdsLVE/edit

The LTT Training really helped AIESEC in Kolkata in terms of actual ELD. Which was tracked by our Winter RnR: Race to Survival. And many portfolios especially iGCDP and iGIP grew massively in terms of Matching capacity post Training. IGIP and BD grew in sales with both getting boost from the training received. The November LEAD Week post Training and the December LCong kept members motivated and helped them discover their why in the organization. We tried making our training and LEADs as operational as possible and it has surely helped in ELD. We end with a good 238 Projections which is the highest in our 26 Years of existence and we are sure good LnD Practices have helped achieve this and have set pipeline for next year in terms of both leadership and membership.

Part B: Talent Capacity Areas

GCDP ICX

GCDP OGX

GIP ICX

GIP OGX

Members that were recruited in department in 2013

Members at present as on 31 December

TMP experiences delivered

TLP experiences delivered

OS of the department

2 VP iGCDP. Along with 2 Managers each (total 4 managers)

3 VP iGIP.

VP â&#x20AC;&#x201C; Number of TL with their Job title and number of members under them

5 members divided among the 4 managers.

2 VP oGCDP along with a Director oGCDP under them who handled one major City UR (As an account manager).

One VP OGX who had a Manager oGIP looking into IT, ET and MT. He also acted as a CIM Responsible and produced Business Analysis reports for oGIP. He had 5 members who acted as Account Managers.

Members

2 Managers for Raising and Matching and 2 Managers for Engagement and Delivery. The EnD Managers also have Associate Members under them.

Below the Director is an iXP Manager (3 members), Expansions Manager(2 members and LCC) , Adhoc Manager (3 members)and Manager UR and IR. (3 members)

One of them was VP iGIP Sales. One was VP iGIP Matching and Delivery and the last was VP iGIP ET. VP Sales had a Director Sales under him, who in turn had 6 Members looking only into Sales. VP Matching and Delivery had 2 Matching and Delivery managers who each had 4 members. And the Manager iGIP ET was working on AIESEC School of Language in an OC

reintegrated in the department

Note – We had 3 quarters this year of 4 months each. Members recruited is so high because we had a December 2012 recruitment and then again an April 2013 and August 2013 recruitment. So 3 major recruitment cycles where only August worked for very well for us in terms of retention.

Recruitment Report AIESEC in Kolkata has always taken its recruitment really seriously as we believe that selection of the best members will lead to retention of the best members which obviously leads to performance. We recruited 3 times this year

December (Jan’13 LTS) – 80 members.  April (may’13 LTS) – 120 members.  August (Sept. ’13 LTS) – 130 members. Apart from this we converted 15 AMs in the month of December. Total Recruited in the year: 345 members. In December we had simple GDs following by TA and PI for selection. In the month of April we innovated with Behavioral Interviews in 40% cases. But in August Kolkata implemented the national selection pilot project for recruitment. Here we tried Case Studies and also innovated on the scoring sheet in both the case study as well as PI round according to our local reality needs. This was one the best selection process implemented and has helped in quicker new recruit to ELD conversion as well as retention of members. The report for this recruitment has been sent nationally with earlier audits. In December’13 we recruited 15 AMs who had shown a lot of progress and worked hard in their individual job role during their two month AM Project by a personal interview. We realized this year that recruiting more makes less sense than recruiting quality. Hence from now we will only recruit quality members and the parameters to judge applicants will be pre defined because we feel it doesn’t make sense to recruit bulk and not be able to provide best experiences to them. Eg. This was the CS scoring sheet used. Name of EB Member: Introducing the Problem/Situation O-2

Intellectual

Speaks with fluency and is clear with the points Step by Step breakdown for problem solving

Timekeeper

Sound Judgment meeting

Watchdog

Consensus 0-4 Generates new ideas , adds new dimensions ,knowledge level is strong reasoning skills , builds opinion in the group maintain order , removes chaos , prevents distraction keeps track on time , helps group progress with topic

Problem breakdown Salesman Communication Sound judgement

-( 0-4 Shouts, Waves, any Inappropriate behavior

Disruptive Negative Criticism

Demotivates others Role in case study is limited ( hesitant , shy , mute spectator)

Spectator

Cut Off Score : 10

The average time taken for recruitment is 2 weeks only promotions and 2 weeks selections. In April due to lack of time we had a one week of intense selections and in August we had selections for 3 weeks because of the huge number of form sales and small groups of Case Studies. Average time taken for selections is 2 weeks with a team of 4-5 well briefed EB Members taking PIs. Our filtration rate on the CS was 54% which was of a great help for quicker recruitment. The turn up % for the recruitments were as follows: December’12: 86% April’13: 75% August’13: 94% Kolkata has always concentrated on EWA to ELD conversions. Strong marketing makes it possible to deliver a lot of YEs for every recruitment and hence recruit a lot of members through this. Also, good Associate Membership implemented from the start of the year made it possible to recruit them as they understand TMP/TLP roles much better than non AMs. We recruited 142 members from YEs and 51 AMs got converted to TMP TLP throughout the year. This means that 56 % of all members recruited were through EWA and this shows a good sign as definitely members going through an AM Project or YE know more about the organization when recruited. Our AM Projects are sustainable and we hope to recruit 40% of all members from AMs in 2014.

AIESEC in Kolkata was introduced to the concept of talent backward planning in July, however we followed a similar procedure in March. We performed a clean up and saw the number of members required in March for a Q2 and accordingly recruited and allocated. In August recruitment this process

was followed religiously with a lot of planning taking place before the recruitment. This was a major reason why the recruitment was successful. We knew exactly which portfolio required how many members with which job roles to offer and which competencies to look for in an applicant for that job role. The planning has already been shared nationally and we were given a green signal. Apart from this, we focused on filling the gap left after recruitment through department change processes. Member allocation was done in August based on the PI selection sheet and the mentorships. We looked at the 5 core competencies of all members during mentorship (similar to what was flown down nationally by Sahil implemented in Chandigarh) for allocation. We also took department choices at LTS but informed them that their choices only holds 30% of the allocation process while their competencies noticed is the major factor. So the PI and the mentorship were the allocation basis. We performed programme based recruitment for special skill sets like OGIP and IM where members from technical back grounds were needed.

Induction and Training Report: Training and Induction was the responsibility of the LTT which was implemented even before JNC. LTT Details are given in part A of the report. Being part of the NTT, VP Expansions and VP TM trained the NTT according to the module driven down. The objective of the NTT was to ensure one exchange in the least time possible of each member trained. We tracked the performance of the members who were trained here: Tracking and Documentation of Training for AIESEC Kolkata has been done on our Training Wiki : http://www.myaiesec.net/content/viewwiki.do?contentid=10275682 Q4 LTT Report (which has the training pattern and all training minutes): http://www.myaiesec.net/content/viewfile.do?contentid=10263280 O4 LTT Tracking Tool :https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdFJPWFlJei1leE4zblFjRF9wd nhWSVE&usp=drive_web#gid=1 (We used this tool for the VP TM to track the LTT Members on their weekly training) We saw that the average time for a new recruit to do one exchange had come down a lot due to the operational induction package followed to perfection in all our trainings. --Especially in IGIP, one new recruit got a match within a week after her LTS which was unheard of in AIESEC Kolkata before. Average time for a member to perform in IGIP was one month. For IGIP and BD, we tried the sales training package and it worked well for us as BD has over shot its targets for the year and IGIP showed a lot of growth in Q3. Sales used to be feared in Kolkata before 2013 but because of operational training by externals + alumni, this has become our strong point. --November saw all new members of IGCDP doing exchanges and this reflects in our stats.

--OGIP membership (apart from a few) has not been able to perform yet while average time for raising and matching of OGCDP is one and half months. Detailed tracking has already been sent before and are in the above links. The feedback for the training in August has been excellent, especially in the ICX and Support Departments. Please also refer to Part A of this report under Learning and Development. This is in attempt to not make audit repetitive.

Process Implementation The TM Department of AIESEC in Kolkata believed that more than “what we do” it is important “how we do it”. Hence we concentrated on a few things that would help achieve our MOS and try and do it to perfection. I can proudly say that the TM Processes started this year will surely take Kolkata forward in 2014. Individual details for each process asked are below.

Reallocation: Period of implantation: Before April Recruitment and August Recruitment, ie. At the end of both TMP Cycles. Success: We tried to create a behavior where members from Exchange Departments were going to Exchange Support as these are the people who will be able to contribute to supporting exchange. We were quite successful in this as we recruited new members mostly into Exchange in August and had reallocated to fulfill membership needs of Exchange Support. Membership Covered: 6 people changed their departments in April while 13 people changed their department in August. We had an endorsement process for reallocation that was followed by a short interview/expectation setting.

Quality of Team Experience: Quality of the team experience being delivered is a major focus area for Kolkata. Though the national NPS of TMP is low due to less members filling it and receiving the email, the national NPS of TLP is extremely high. But we had a lot of internal quality checking in 2013 with action steps solving detractors of the experience. Period of implementation: We had 4 internal quality checks of TMP as well as TLP at the end of every 3 months. A form was released and it was compulsory for each and every active member to fill it. It performed as a â&#x20AC;&#x201C; 1. Health Check of the LC with active membership at the end of every term. 2. Quality measure of each members experience in the term that ended with the same scale of 010 as the national NPS. 3. Membership Development Assessment. Success: This was one of the most successful innovations this year as it achieved every single MOS attached to it. Quality improved with feedback as members were sent individual emails with solutions to improve their experience. One example is below.

Membership covered: Every single member of AIESEC Kolkata. Links to the internal quality forms released: https://docs.google.com/a/aiesec.net/forms/d/1hhAClTJdGTKZ1wf3A6YBzBIT3NIPGzaAKGjwAr9Dbo/viewform https://docs.google.com/a/aiesec.net/forms/d/1xiocA9ZOGUgogFEcXLCHE73enLa8lIq_V-8e4gAz2M/viewform

Mentorship: We had mentorships after all 3 recruitments. In August we followed the GCM Mentorship driven down nationally that was implemented by Chandigarh and it really helped in mentor mentee bonding as well as department allocation. Period of Implementation: January, May, September. Success: Only August was extremely successful as we had clarity about mentorship before which we followed the same agenda driven down in 2012. August mentorships were a major reason of member retention and performance. Membership Covered: Every single new recruit. Mentorship module used: https://docs.google.com/a/aiesec.net/file/d/1Hkyq4gEgWDxAbTCKxm4Im6l6fDep74VwrYDriI05 kgsSHf5Tdd3SN6d_DnjL/edit Feedback taken example: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ah50JfOAy7irdEhvd2R1SkREdUdw S0RkQzg3YjlLSFE&usp=drive_web#gid=0

Succession Planning: When we were planning our year in January, a major MOS of TM was applicants for MB, OC and especially EB Roles. We have seen a huge growth in the number of applicants and the people interested to take up roles in the organization. Succession planning was done in various manners: MB divided into quadrants every two months with action steps to each person in a particular quadrant.

Stress on leadership journey and growth path showcasing to individual how person has evolved from beginning of the year to retain them for succession. We always had over double the applicants needed for every role, be it MB or EB. OC roles saw approx 35-40 applicants for each role of 10-12 members. MB saw 52 applicants in August as required 24 positions. EB 2014 saw 40 applicants while 13 got selected.

This shows how we have improved in our membership handling and how they are eager to take forward roles in the organization.

Need based Recruitment: No such need based recruitment took place as we always planned our recruitment in advance and recruited enough to ensure we sustain till the next recruitment. April/May recruitment were supposed to be need based but due to crunch we did a major recruitment anyway but this didn’t work for us. In 2014 we will surely follow the national cycle of recruitment ie. February and August. December 2013 saw 15 AMs converted as their terms got over so this can qualify as a need based recruitment.

Associate Membership: AIESEC in Kolkata has tried a LOT of innovations in associate membership this year and can proudly say a lot worked for us. Period of implementation: February – March, May – July, October – December. Success: We have converted 51 Associates to TMP/TLP, 6 OGCDP raises have come from AMs and 4 ASL Registrations have come from Associate Membership. Apart from this, 85% of Delivery initiatives of the LC come from AMs and they are completely responsible for delivery of incoming EPs. These are figures that show the success of AMs of Kolkata and are moving towards a stage where AMs lead to 40% of member recruitment, 10%OGCDP raises and 100% delivery of EPs. Total AMs recruited in the year: 116. Converted: 51. Innovations: Newsletters released 4 times, facebook page and AM Buddy system for accountability, tracking performance of AM Converts to tmp/tlp (faster performance and higher retention as compared to non AM)

Tracker for Converted AM’s: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AtzuN7JNeLaHdDN1TFQ4SVVtb2RfcjNtOD BQR25PMWc#gid=0

IXP IXP has been a major Focus Area for Kolkata. We realized 22 EP’s this year who have gone on exchange and returned. Case studies are of Amit Agarwal (Current VP oGCDP 2014). His report has been sent Nationally before. Link to IXP Realized List: https://docs.google.com/spreadsheet/ccc?key=0AqtzdhRgzRNdEVoenhTcTI1UUtQOVc3YzQ3cFpWM3c&usp=sharing

TMP/TLP on Exchange Kolkata worked hard to ensure TMP/TLP on Exchange was implemented right in Q1 and Q2 of 2013. We had a form which was required to be filled by EPs interested in TMP/TLP and was sent by each member of incoming exchange departments to their matches with the booklet. We tried to provide the best experience to these interns and they in return helped us with sales/ IR and event delivery. The registration form where incoming EPs registered: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0App_BUzkVw0hdFJfSnFhRVI5RXZBcXgtbn o0UV9jYlE&usp=drive_web#gid=0 20 EPs were on TMP/TLP on Exchange and we updated on the national tracker shared at the start of the year: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AsfXlmwlsaE_dDBBWm1aazhpSk5acDMx UDF6ZUNBVGc&usp=drive_web#gid=10

Performance Report: Performance

Members

Team Leaders

0-2 Exchanges

60%

10%

5-10 Exchanges

35%

75%

10+ Exchanges

15%

Performance Management Process: Performance was tracked the whole year round. In the last 4 months it was tracked and showcased through the RNR Campaign: Race to Survival and the weekly TM Newsletter. Performance Tracking Tool: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AqtzdhRgzRNdHNSc1dTZWtSTUd2M2pzSW5PQVZlVXc&usp=drive_web TLP Performance Tracking Tool: https://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0AogEjWmo5azkdDdMZlZYLWJUNEJHOXhJ V1hHQk9xelE&usp=drive_web#gid=5 Snippets of one of the TM Newsletters:

Department Performance Appraisals (Eg. iGIP):

MB Performance Appraisal Document: https://drive.google.com/file/d/0B6tzdhRgzRNYjJWNUNuWllzdUtfUFgzM241TlROOHhkTk1V/edit?usp=sharing

% of members in exchange support. How did you track performance of exchange support member and managers: Percentage of Members in Exchange Support – 41% The reason for this is that Exchange Support of Kolkata is much more evolved and structured and needs the manpower projected to function smoothly. Also, retention is much higher in Functions (which is also a focus for us) Performance has been tracked through the RNR Tool, Performance Appraisals and their Target Vs. Achieved based on their MoS. Links have been provided above.

Number of team in 2013 (Middle level management) and how many teams achieved 70% of their targets No. of Teams in 2013 Middle Level Management – 80 Teams 70% of the Target was achieved by 60% of the Teams – 48 Teams (All function teams achieved their Targets and the rest has been contributed for the Exchange Teams)

2014 program goals v/s achieved ( Mention all 4 Programs) Program iGCDP oGCDP iGIP oGIP

Target 172 90 52 13

Achieved 87 56 35 4

Total pipeline matches for next year AIESEC Kolkata has a total of 56 Matches in Pipeline for the year 2014. (Nearly double the number as was received in 2013. This is due to major shift in realization cycle and higher number of matches in the last Quarter of iGCDP)

Talent Management of AIESEC in Kolkata has tried to ensure that it helps the Local Chapter grow as we realize that we hold the biggest assets of the organization i.e the Membership. We have performed to the best of our abilities and have strived to implement and innovate. Our efforts have been rewarded and recognized internally throughout the year. We have won the Best Department Award in both Local Congress Awards Night. This being the last audit of the year and specifically of my term, I am humbly proud and thankful as this portfolio has changed me more than I have contributed to it. I would like to thank my previous MCVPâ&#x20AC;&#x2122;s as well as my current MCVPâ&#x20AC;&#x2122;s for always guiding and supporting me throughout the year. Having said that, hope you find every resource you require in this Audit Thank You.