Membership Learning Curve
Learning Cycle of a Member from recruitment - end of their first TMP. for different recruitment cycles.
Induction
Training
Mentorship
LEAD
1. Through Empathy 2. Through asking people what they want and giving the same to them. 3. Through the understanding of the LTT and VPs 4. Through the need of the cycles: exchange and nonexchange 5. External Training Partners The exact learning month wise is explained in the L&D sheet.
Elements of GLE made use of during the learning processes.
• The same was implemented through learning logs during conferences and various other feedback channels. • However, the major innovation here was the LEADERSHIP MANUAL: The Days of A Dog , this was given to the whole membership and three basic questions were asked to them to reflect upon periodically. • The questions were: Today was a productive day because, Had I gone out of my way and walked an extra mile I would have and Once I am done with my AIESEC experience I will use this learning(s) in • Other ways of individual discovery were the PGSes and customized self reflective LEAD secessions.
This is your reflection, your diary, manual and guide for your leadership experience. AIESEC in Delhi University is proud of its leaders who are shaping it every day. This is journal for you to help structure your thoughts as a leader in making and reflecting it by writing in a diary. It is up to you when and how you want to fill it, we suggest that you write down in your manual every time you have an encounter with AIESECers, Department meetings, LC Days or any conversation with people you think added value to your experiences.
• Learning Circles were majorly implemented through 3 local conferences, the agendas gave that sort of space for innovation and learning which lead to cautions implementation of learning circles. • Online learning circles were also implemented to induct as well as train the membership better. Links provided for the same.
• LEAD MUN was on of the major event for mass learning and discussion. • Every LC meeting, GBM had sessions involving discussions over leadership, management and world issues. • During local conferences the same is fulfilled as well, there were 3 local conferences, 2 regional and 3 national conferences attended by selected membership.
• Team experiences have been a major focus post JNC, we ensured that every team understands and abides to the TMP/TLP principles. A lot of sessions were delivered regarding the same. • There were 5 events and 4 conferences hosted by various organizing committees. • Talent goal planning was taken care of through mentorship and personal appraisals as well as PGSes.
• Discussions and concerns were taken forward through various virtual spaces: be it LC Facebook Group for membership to weekly review forms and feedback. • The data collected was further used and inferred upon to make changes in the operational as well as LEAD plan for the months.
Induction Modules & Measures
• Induction has been a LC focus since the first recruitment till the first half of the year the focus used to be a very strong LTS and LC day followed up by RYLC. • Post the first six months induction became more specific and need based, this was the first time we started looking at the RMR and XS timelines and did induction. • Organizational understanding moved from just mere facts and bookish knowledge to more on the side of connecting the dots and making it relevant externally. • Induction process was optimized the goal was to make a new recruit function before a RYLC and that is why most people who went for RYLC are and were already strong and good.
• Understanding and connecting with AIESEC • The AIESEC culture • Department Induction • Programs and Functions, basics
• Mentorship Groups • Companies Session: External BCP Sharing • LEAD: Knowing Yourself, opening • World Issues
• Due to of a very externally relevant agenda the interest stays, organizational connect comes later which is much more aligned and holistic. • Clear understanding of the job roles and proper expectation setting results to better performance. • Culture creation, better department culture and team culture leading to productivity. • The Why of what is happening around is instilled very subtly which leads to a lot of curiosity and mostly that brings the person back to us. • It becomes easier to track and sense people who will continue for good.
Mentorship Modules
• Mentorship has been implemented in the LC according to clusters. • The LCP mentored the senior body, the EB mentored the MB and the MB mentored the GB. • External Mentors were provided to TM/F/M and mentors from alumni were provided to the exchange VPs. • The focus areas for mentorship were: GCM, Talent allocation, AIESEC Knowledge, Connecting AIESEC to the external world, mentee development tracking.
• We had very good pipeline management specially for MB (100+ applicants for MB position) • Member retention was much better post JNC once the mentorship module was implemented (suggested by the MC) • Membership is and became more aware of the exact value add of AIESEC and the importance of it which further helped in better knowledge of the product and thus better sales. • All the modules and agendas for the mentorship meetings are attached.
Additional measure taken up by the LC
• Presence of various successful board members, alumni at various forums leads to people understand the credibility and benefits of the organization. • Opens up a channel for formal and informal communication which leads to more and more opportunities to collaborate and co-create. • Gives a third party perspective in terms of how things are going and how it works in the real world.