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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Shake the dust. This is for the benches and the people sitting upon them. For the men who have to hold down three jobs simply to hold up their children for the night schooler’s and for the midnight bike riders trying to fly. Shake the dust. This is for the hard men who want love but know that it won’t come. For the ones who are forgotten. For the ones who are told to speak only when you are spoken to and then are never spoken to. Speak every time you stand, so you do not forget yourself. Do not let a moment go by that doesn’t remind you that your heart beats thousands of times every day and that there are enough gallons of blood to make every one of us oceans. Do not settle for letting these waves settle and for the dust to collect in your veins. This is for the tired and for the dreamers. Its time to not be the forgotten, To speak Every time we need to , To enjoy every moment, To Make ourselves Oceans, And not settle for little but be the dreamers and achieve.
Shake the Dust.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Part I You and Your AIESEC Experience 1. Present your AIESEC Experience (visually/graphically/tabular) and list three most important experiences. Team Member External Relations
Organizing Committee Vice President Stocks and Finance | Regional Youth leadership Conference 2012 Generated a profit for the LC, Won the Best project of the Year 2012
Team Leader Corporate Exchange
Local Support Team | Expansions | AIESEC in Goa
100% Retention of members in the Department
13 Amazing iGIP Realization in 4 months
Hussain Lokhandwala
Vice President Operations 2013- 2014 Growth in iGIP from last year. 90% Client Retention and Reviving
Local Support Team Expansions | AIESEC in Goa This has been one of the best experiences as i was a member on verge of quiting the wonderful Organization. And this Experience gave me so much to learn that i never wanted to Look back again.
Executive body Coordinator | Regional Youth leadership Conference 2013 Created 202 wonderful Experiences in AIESEC
Vice President Operations 2013-2014.
Executive body Coordinator Regional Youth leadership Conference 2013.
This Experience is and will be the turning point for me in my AIESEC Career. I started contributing to this Local Committee and gained the best and most amount of Experience till date.
This Experience taught me about why we do conferences. I managed to pull of this conference in 12 days with one of the best OC's I had ever worked with. I met the most amazing people and got a chance to change 202 lives in 4 days.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
2. Mention three conferences that you have attended in your AIESEC term (Local/Regional/National/International) which gave you the most learning and strengthened your thought process.
Conference National Leaders January 2013
Learning Summit
May Local Congress 2013
Regional Youth Leadership Conference September 2013
It was my first National conference. I learnt a lot in terms of self realization and a lot about how I need to shape my Year as a Vice President, take care of the responsibilities and make sure I am creating more leaders. I delivered my first ever session. I got Confident. It changed the way I needed to communicate. It helped me grow out of my shell. I learned how to Deliver a conference. Worked with one of the Best OC’s ever. Made me realize the importance of conferences. Met 202 Different people. Helped me take my next step in AIESEC and I wanted to learn more and Experience more.
3. Highlight your time commitment throughout the whole of next year (till Feb 2015; Academic or otherwise). Ideally, how much time should an LCP give to the role? I do not have any time commitments as such. I have bi annual Examinations once in June and Once in November. None otherwise. “How much time does AIESEC require?” --“The more you give, the more you get” - and it’s the same for being LCP. As LCP, you are the face of the committee. You need to embed the vision in yourself, your stand for taking this Local committee forward. An LCP needs to be as the backbone of the committee. He needs to be present in all times. 4. Please mention 3 weaknesses that you have as an individual. Please mention your key strength/strengths or belief that you have which helps you combat your weakness. Weaknesses Finicky- I want things the way it should be. It shouldn’t be wavered for any reason
Strengths Problem Solver- I believe in Looking at things objectively and thus, helps me solve my problems
Impatient- I find it difficult to sit around and wait for things to happen. Makes me Uneasy
Ability to handle a Crisis- I can think with my head on shoulders in times of urgency. This has helped me handle delicate situations.
Helps me Combat Being a problem solver helps me do things the way I need it to be. What I do I do it perfectly and will all my heart and soul, It brings in my efficiency and makes my work better. I am impatient and I can handle a crisis. I don’t wait for things to happen. I do them as and when I need to get them done.
Fear of Failure
Practicality- I do not get emotional while making decisions, but base them how practically and feasible they are given in circumstances.
Being Practical in life has made me stronger and extremely less Emotional. It helps me take the best decisions as to not fail and move ahead with pride.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
5. What is the worst and best decision you have taken from your AIESEC Experience. What have you learnt from the same?
The best decision I have taken was to be the EBC for RYLC September 2013. I was scared and confident at the same time to pull off the conference in 12 days. It was a task I took, and got challenged EVERYDAY. I got the my OC selected in 2 days. I got the best Core OC and the Onsite I have ever worked with. Small moments at the conference changed me as an individual. I got stronger , more confident and had the best ever experience in my AIESEC journey.
I have never taken any worst Decision in my AIESEC journey. For me its been one opportunity ending , opening to another one. And I have always welcomed every experience bad or good with open hands. I have a lot to learn in AIESEC. I would say the best of my journey has just begun. Just to say worst, It would be a culmination of various decisions, during which I have tended to be lenient as a Leader. This has unfortunately lowered my contribution to the local committee
6. What is a true AIESEC Experience as per you, what is the kind of experience that you want to deliver to the members of AIESEC in Pune? I have always considered a True AIESEC Experience as the one that tests you to the limit you have, and still keeps testing you. In the end it pushes you to the maximum Potential, and there’s your Learning. A true AIESEC Experience is when you are open to play on your own, when you yourself take responsibility of your Experience. Its when you do it when you want it, and you do it because it Matters. Someone once said that in AIESEC, one first goes through a phase when he wants to learn from this organization; and then there is a phase, the selfless one, when he wants to give in to the organization for everything it taught him. An AIESEC Experience helps you become a visionary, to be passionate, to be value driven, to be inspiring and still be a learner, traits which are hard to master and which are useful to any person who wants to be an entrepreneur I want every member to be tested to their max Potential. Where they realize what they are really worth, and no one is less worth or incompetent. We are Leaders in our own way, and this is what I want every member to experience. The Essence of AIESEC and what its going to give you and just follow the path of leadership and give in as much as you can. AIESEC in end will always give you more than you can ever give it back.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Part II Local Committee Perspective 1. Identify three key trends that are shaping the network internally and externally and explain how these trends are influencing AIESEC in Pune’s operations and processes. Leadership External-There has been a constant rise in the no. of young leaders taking up the stand in India. This marks the Rise of a very positive culture in the country. Internal- AIESEC can help mould young leaders to take up a stand in India in a stronger and efficient way. We need to create Visionaries, Passionate and Culture driven Leaders. Helping AIESEC in Pune-Leadership is what AIESEC in Pune needs. Its the very basic of an organization to build, grow and succeed. Building on the Talent and using it in the most efficient way will help us grow in operations and smoothen our process. Culture needs to be driven down as habit. Creating an environment to learn and experiment and test your self.
Globalization External-India has begun to integrate further in the global economy. There is an increase of tourism, foreign investment and exchange of people. Internal-AIESEC is one organization that can provide a global talent pool and opportunity to students to have an international exposure. Mexico, Indonesia, South Korea and Turkey have become the biggest emerging markets after the BRIC Countries. This trend has been observed in AIESEC over the past 11 months by the sudden increase in the number of exchanges done with these countries. Helping AIESEC in Pune- We need to leverage out of these Markets and Global Trends. Showcasing the culture and experience the LC gives, and deliver more experiences through these countries
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Education External-Boost our key supporting role in The developed world to supplement Education’s Practicality for entrepreneurship. Push forward Education’s quality and accessibility in developing countries. Courses like medicine, engineering and other subjects still have lots of demand. With the changing trends in the global and national economic scenario newer courses are fast emerging as alternative. This diversification of career options is a refreshing change in modern India. Internal-- AIESEC can boost OGX programs around the same. Building IR to develop Internship JDs that suit these new diverse careers that students are taking. Helping AIESEC in Pune- Mainly boosting OGX through giving an international perspective and creating projects or JD’s to suit the needs of Students and the careers they are pursuing.
2. “AIESEC in Pune strives to be the No.1 OGCDP contributor in the network.” Comment on the vision and as an LCP in 2014, how will you lead the organization towards getting closer to achieve this? The Vision is very apt and achievable. Something which we can strive to attain in the coming years. The organization/ committee needs to be lead in a way where people agree and make this vision their own, is when we can have everyone contribute to the committee and be the Number one. The organization needs to develop. We need to evolve as an LC and strive to be the best. We need to mainly focus on few aspects and evolve in the same way• Building talent capacity in the Department • Evolving Marketing as a portfolio every year • Becoming a relevant brand in the youth market in the city 3. Please evaluate the performance of AIESEC in Pune in the year 2013 (Consider AIESEC India LC MoS). Be elaborate and derive key outcomes that will give us an understanding of the direction in which the LC is heading.
iGIP
• Low Market Capitalization • Efficient CRM Leading to client retention and revival of Old clients achieving 60-70% of T v/s A • Focusing on specific Sub products leading to 100% delivery rate and increase absolute growth • Delivering quality Experiences giving a rise in NPS score. • Low capitalization on Talent Capacity due to High scale Operations • Less Synergy with Exchange Support in Marketing and BD. • Helping with Clearing debt and giving financial sustainability to the LC.
iGCDP
• Poor CRM, No Client Retention leading to less raises to match for. • Unstable Leadership body throughout the year, no Clear Direction, shutdown of portfolio (4 months) due to financial conditions leading to non achievement of T v/s A, 7|P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
and reducing growth in portfolio from previous years. ( -ve absolute and relative growth) • Unclear Project Delivery module in terms of Job descriptions, AIESEC Support, Logistics etc. leading to more number of detractors for the program lowering NPS. • Less Understanding in terms of Synergy with TM , BD, CIM. TM- To grow through Talent capacity to achieve targets., BD- for Making the portfolio Sustainable by project selling, CIM- Internal marketing, efficient matching.
oGCDP
• Good market capitalization- 14 colleges leading to Achieving T v/s A • 100% Absolute growth in the portfolio. Less relative growth compared to last years performance • High Quality Experiences delivered leading to good NPS score. • Good synergy with marketing for getting raises, becoming the cash cow of the LC, leading to clearing 75% of debt and giving financial sustainability to the LC. • Low Synergy with TM to develop talent in the portfolio in the year.
oGIP
• Low Market Capitalization, Leading to difference in T v/s A • Revamping of Portfolio processes in AIESEC India after JNC 2013, leading to new innovations and delivering high quality experiences increasing NPS score. • Low absolute and relative growth • Good synergy with Marketing for raising, Good Synergy with TM maintaining highest member retention and high performing members, Low synergy with BD for product packaging leading to more innovations.
Marketing
• Good Synergy with OGX to achieve targets helping in T v/s A + ELD growth through the portfolio. • High Relative and Absolute growth in portfolio over the years due to AIESEC India overall focusing on marketing and guiding how to do marketing effectively + No Marketing being present over the years as a focus in Pune . • Increased relevance in the City through social media campaigns and OGX promotions. • Increased youth outreach through online social media. • Helped in OGX contributing to ELD growth and financial contribution. ( 35 OGX raises)
Business Developme nt
• Full and proper engagement of LBoA, Leading to receivables contracts being signed in the first half of the year. • Infusion of Rs 3.5 Lakhs in the LC through Board income giving Financial Sustainability and Debt clearance contribution. • Unable to sell any iGDCP projects due to low synergy with iGCDP or do any events till November due to market situations and no proper or fixed product packaging or focus on event delivery • No contribution in terms of NEP, due to lack in exchange Knowledge leading to no contribution from Exchange support to Exchanges. • No Relative and -ve Absolute growth in the portfolio due to non achievement of T v/s A. • Average Membership in the dept due to non existent TM or L and D for the members.
Talent
• Unstable Leadership body/ No Leadership in the dept from the beginning. • LC unable to drive down TM as a portfolio dude to high Operations taken forward through the EB ( Quality of TM as a portfolio reduced, Few Detractors leading to low membership NPS) • No membership Tracking or Learning and development leading to losing of Senior members from 2012, and affecting dept performances (Non achievement of T v/s A) • No process for allocation and reallocation of membership. • Unable to define talent capacity for every Dept. 8|P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Manageme nt
• February Recruitment didn’t work out due to college timings and permission/ No direction in terms of Recruitment processes • Unable to retain pocket recruits due to no TM processes in place till JNC 2013 • Less Synergy with Marketing to convert ORS leads for membership and convert to OGX. • Less Synergy with finance leading to loss in recruitment + increase in Recon without increase in portfolio performance and losing membership • No synergy with Exchange or BD for operational development / Learning and development to take place based on need.
Expansion s
• No focus on expansions since the starting of the year. • Department Specific VP’s handling expansions in specific portfolios trying to provide growth driver. • iGIP leveraging out of Goa as a set base and Nagpur as a new market for IT. • Financial Contribution from Expansions helping in sustainability. • OGX leveraging out of Nagpur market.
Finance
• Fixed finance tracking from the beginning of the year leading to debt clearance. (T v/s A) • Extremely well maintained book keeping + accounts + invoice making areas + receivables tracking in all depts to clear debt on time + make more investments. ( Quality of Portfolio) • Using a lot of new avenues for investment in marketing activities and high ROI. ( Budgeted investments ) • Good use of strategic investment patterns needed for OGX to grow. ( Relative + Absolute growth) • Low synergy with iGCDP leading to a major loss for the LC. • Outsourcing Accommodation for iGCDP and iGIP leading to less LC investments on Trainee flats. • New Recon Structure allowing to do more exchanges after JNC 2013 • Unable to change bank signatories
Key Outcomes • Low Market capitalization in GIP ( ICX and OGX) • Efficient CRM in iGIP leading to absolute growth + helping in better financial tracking and receivables keeping LC sustainable. • High Quality Experience delivered in GIP increasing NPS score. • Low synergy of GIP with marketing. • Low BD synergy with GIP for up scaling clients or NEP and product packaging for oGIP/No innovation. • GIP focusing on specific sub products leading to growth. • High Market capitalization for oGCDP leading to massive growth. • Delivering high Quality experiences in oGCDP leading to NPS growth. • No clear direction for iGCDP to grow + Shutdown of Dept for 4 months + Bad quality. • Less synergy with Marketing and BD for GCDP • Overall no growth in TM leading to losing membership in all depts, No L&D in the LC, Bad TMP Tracking, Performance tracking leading to only one Recruitment in August with less outcome. • BD failing to sell projects or have an event till 11 months due to bad market conditions. No NEP contribution due to less exchange knowledge and less membership. • Low contribution from Expansion due to no Leadership body • Perfectly maintained finance tracking leading to debt clearance, outsourcing accommodation for iGIP and iGCDP, reducing LC investments, Increased Investments for marketing with high ROI + able to organize a Regional conference in September 2013. • FD of Rs 1 lakh, Full Membership Status, regained voting Rights. 9|P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
4. What is the stand you have for the Local chapter in the year 2014,what are the key factors that will make AIESEC in Pune fulfill this stand and how? The Main stand I would take for this local Chapter for the next year about believing in what we do and grow. We need to grow out of this shell and shake the dust that AIESEC in Pune is in from years now. Its about taking charge and delivering the best and high Quality experiences. We have cleared debt being one of the biggest baggage over the years to hamper our growth, grown over 3 portfolios in absolute growth, all we need is now people to believe we can be bigger and better. To dream and achieve. To aspire to Transform. The Key factors that would help AIESEC in Pune, fulfill this stand would be by the following few points, Member Experiences and Development 1. Skill Building and development of Competencies Skill Building needs to be focused on to show value to every member of the organization Learning Network activities to be implemented in a better and effective way 2. More leadership opportunities An organization that promises to be the “International Platform for young people to discover and develop their Leadership Potential”, we do not provide enough leadership opportunities. We need to change the way we do business. Increase in MB opportunities or mid layer managerial body as this is the first leadership experience for a member. Making this the most interesting and the best learning phase gives them an opportunities for success stories and create more leaders. 3. Customized AIESEC experiences Job roles assigned to members according to their competencies and skills Short Term AIESEC Experiences, where members experiences all stages of the AIESEC experiences in a short period of 6-10 months. 4. Increased opportunities for CEEDs, IXP’s, X+L programs. 5. Massive growth in OGX- Capitalizing on the current market and growing massively. 6. Excellent quality of Delivery to all Stakeholders- Efficient and good CRM structure for all depts. 5. AIESEC is a reflection of the society but ideally Society should be the reflection of AIESEC. How is AIESEC Pune moving in this direction. To succeed in the shifting Business landscape and evolving youth of the 21st Century, Leaders must rethink their historical views and cultivate a new configurations of attitudes and abilities. That is how AIESEC is changing today. Its being evolved. We have began Identifying leadership trends, with the pace of today’s businesses. Leadership in the 21st Century is more than ever a complex matrix of practices varying by organizational Level and individual circumstances. Effective Leaders recognize their own leadership strengths and liabilities, adjust current strategies, adopt new strategies and recognize strengths and liabilities in other people. AIESEC in Pune is evolving as an Entity. We are changing according to the way our society is functioning. We are giving our Society what it demands, That is Leadership. Society is Changing according to the youth today. We learn, develop, and grow only based on what’s happening in the society, changing of our business environments, Changing in the leadership and youth involvement, and the constant improvement in basic structures and working conditions of the world. So indirectly, Pune is exactly a reflection of AIESEC in Pune. A leadership platform. An Evolution.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Strategy Management 1. Going by the NSC output and planning layout 2014,AIESEC in Pune wants to work on three focus areas (GIP market capitalization, CUs, SUs,building HR and talent capacity). Elaborate on the above from your perspective in the following format: Focus areas
Projects planned
Learning and development
HR and talent Build ing
Key Timelines
Majorly Post recruitment and post EB selection. During Peak Cycles to drive Operations.
•Membership Crunch •Excess/Imbalance in membership % Reallocation in portfolios •Mindset of members
IXP
• Integration before exchange • Reintegration after exchange. • Feb -Aug- sept main integration period.
• During Membership Crunch. Need based • High amount of recruitment returned EP from oGCDP or oGIP.
Dual XP, Product packaging
SU’s/ CU’s
• Product packaging
• Membership crunch • Reallocation needed.
is
Peak raising cycle ( Feb-March April- Sept Oct Nov)
Responsible
VP TM
VP TM + portfolio responsible + VP ICX
VP TM + VP oGCDP
Mos • Personal Development (KSA developed) • Performance • Retention rate • TLP applicants • % Newbie-Junior-senior. • KSA • Product Evolution • Specialization and diversity of experience increases Retention • Creates future managers and leaders • Shorter period and less resources in terms of time. • Members feel good and develop faster. • More TMP experiences • Creating more impact in the LC culture. Showcasing of stories. • Member retention and diversity of experience.
• Better and skilled membership. • Better and Faster processes • Membership attracted to learning and Experience. EwA VP TM + portfolio • Better Impact and culture in the Responsible LC. • Personal development • More number of TMP. • Better ELD conversion from marketing. • Different and more number of experiences. • Member retention • Increased KSA VP TM • Sensing of membership for reallocation without them becoming a detractor. • NPS • Different and a new experience for every EP VP oGCDP + VP • High conversion rate XD OGX • CRM gets better. • Less efforts to put in raising. 11 | P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
• CRM
Peak Matching and realization cycle ( May JuneNov Dec)
VP oGCDP + Director oGCDP
• Reintegratio n
After max returned EP’s are in the city (AugSeptember- Jan Feb)
VP TM + VP oGCDP
• L&D
During Peak Raising Cycles( Feb-March AprilSept Oct Nov)
• Short term internships
GIP Market capitalizati on
• Peak Raising Cycle for oGIP (Feb-March AprilSept Oct Nov). • Raising ET for iGIP ( Jan FebApril may-Nov Dec)
• Sales
Post Recruitment with Operational Training for Every member.
• Sub product focusing
Peak Raising cycles( March April-July August-Oct Nov)
• AIESEC School of language
June – realizations
• SU’s
Feb Mar April May- Aug SepNov Dec
July
VP oGCDP ( SU) Director oGCDP (CU)
VP XD OGX+VP XD ICX + VP iGIP + VP oGIP
VP BD + VP iGIP
VP iGIP + VP XD ICX
VP XD ICX + VP iGIP
• Maintaining relations with the SU’s and CU’s to have better processes and reducing raising efforts and increasing efficiency. • Need based Recruits • Experienced/skilled/trained members • Greater impact on other members and dept activities. • Better process implementations • Process/Product Evolution • Better market capitalization • Leadership in every college /SU’s • Trained membership and faster process implementation. • High market capitalization • Creating a client base for iGIP • Creating UR’s for oGIP • High quality raises + Easily match able forms and reducing delivery time. • Capitalization on ET • Faster client engagement. • Product packaging for every stakeholder. • Building faster talent capacity through short term returned EP’s • Increase in sales in the LC • Developing KSA for members. • Better cultural understanding and professional development. • Increase in L&D for sales development • Better and high quality raises. • Easily match able and deliverable forms. • Maintaining good CRM • clear market research or sub product understanding • More number of realizations in iGIP through short term internships. • Strong IR partnerships increasing matching efficiency. • A new market to tap into • Far off areas can be accessible by creating a leadership body there. • Market capitalization.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
2. Based on the growth path, there are a lot of Pilots or Prototype strategies that are required for next year. What are your thoughts on these? Represent the Pilots/Prototype strategies on the following format Pilot
Projects Key timelines Responsible MOS planned All Projects for HR, oGCDP and GIP have been put in the above question (Question 1 –Strategy management) . Please refer to the same. AIESEC VP iGIP Number of External • External • Peak Raising School Of Collaborations Collaboration period for ET language Market capitalization • External Branding Advertising • Corporate Peak Raising VP Marketing + VP for iGIP CIM External Branding (March April-Sept Oct) • Newsletters • Ads through Linkedin/Google All Projects for Marketing have been put in the Below question (Question 3 Please refer to the same.
Building a high client base, more raises for iGIP, Increasing relevance in corporate sector. –Strategy management) .
3. Present the strategic use of marketing for increase in TMP,OGCDP and IGIP. Present the same in the following format Program
Project Planned •Online Social media Recruitment •AIESEC Blog
Key timeline During RecFeb –Aug During RecFeb Aug
Responsible VP TM + VP marketing VP TM + VP marketing
TMP •Short term TMP roles promotions •Culture shock •Specific ELD/ micro experience project promotions oGCDP • External collaborations
iGIP
•Opportunities portal •Newsletters •Advertising •External collaborations
MOS • Number of leads on the ORS through online promotions. • Amount of articles/promotions material for Showcasing of AIESEC experiences to attract talent. • Need based recruitment and skilled membership • Number of short term TMP roles.
Post recruitment/ Membership Crunch Peak raising
VP TM
Peak Raising
VP Marketing + VP oGCDP
• Measuring Impact through amount of ORS registrations More number of Raises and can build a great IR for small projects.
During College fests/Peak Raising Matching Cycle Peak Raising Peak Raising Peak Raising
VP marketing
Number of External collaborations.
VP CIM
More number of Matches
VP Marketing
VP CIM VP marketing VP marketing
• External branding and relevance in the corporate market. • High quality raises • Huge client base to tap into.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
4. Using Planned Investment as a Growth Strategy, Present planned investment pattern for required growth in the LC. Area of investment Investment Amount Marketing • Advertising for iGIP( Linkedin/Google ads) • Rs 30,000 • Social Media Promotions for OGX (Facebook ads) • Rs 36,000 • External Forums participation for BD and iGIP • Rs 10,000 • Partnership for Client databases for iGIP • Rs 3,500 IR • CEED (OGX) • Rs 5000 • IC • Rs 50,000 Leadership • RNR development • Rs 16,000 • Conference subsidies • Rs 3,000 • AIESEC merchandise • Rs 12,000 • Internship subsidies • Rs 5,000 • CEEDer Ship • Rs 20,000 • External LEAD sessions Total • Rs 1,90,500
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Human Resource Management 1. Present your OS for the EB and MB. Also present the required TMP and TLP as per backward planning based on exchange cycles. VP XD OGX VP XD ICX
Dir oGCDP
VP oGCDP
Dir iGIP
Dir oGCDP
VP iGIP
Dir iGIP
VP iGCDP VP oGIP LCP VP Mark
Total
VP BDx
TMP-750
VP BD
TLP-210
VP TM VP Xpansion VP Finance VP CIM
MB structure iGIP
OGCDP
UR
4 CU’s
SU
3 Sub products- IT, marketing,
oGIP
SU
2 TL’s Sub. 1- Marketing 2- IT, ET
Marketing
External Collabora tions
GIP
BD
GCDP
BDx
BD Event
TM
Expansions
TM
Expansions
iGCDP
Project wise TL. Genesis, conserve, footprints, WE, Entrepreneurship, Swadesh
CIM
Content creator
Business Intelligence
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
2. What is the Role of HR in AIESEC? What are the 3 biggest gaps in the current HR of AIESEC in Pune present your plan to cover up these gaps, what is the MOS and to what degree will productivity and program delivery be increased through these projects. Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. Training and development (T&D) encompasses three main activities: • • •
Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future.
Role of HR in AIESEC would be, • They play an important role in day to day human resources activities. • Synergizing with VP’s to develop specified job descriptions for members • Recruitment for member in two cycles of the year. • Maintaining or following up accurately and with member performance and tracking. Tracking and analyzing competency management • Maintain accurate organizational talent capacity • Produce member reports. • TM Processes • Ensuring full AIESEC experience to all members [X+L] • Designing and executing LC RnRs, member learning and development Modules Biggest Gaps in AIESEC in Pune
Membership Retention
No Learning and development due to no Leadership in the Dept No culture
How to cover up
Skill based • training • showing value to the organization • • Structured • Operational and • L&D training • Creating an Environment or Learning Culture • • Talent Planning • Talent Recruitment
•
MOS
Program Efficiency + Delivery
Number of members Retained Number of L&D sessions ( Need based) Skill training (operational) Number of MB applicants + positions Internal + External LEAD Number of Recruited members in Recruitment period and retention based on that. Based on KPI’s Retention Rate Applicants for TLP per position % of Newbie, Junior and Seniors Defined Structure Defined Job role Number of members in a dept as per need. Correct execution of Recruitment cycle on those timelines from right
• More number of People working in the LC/ retention of members • Achieving T v/s A • Healthy learning culture • Skilled and trained members for operational work • Having the right people at the right time and right place. • Right Competencies, Right Leadership.
Better Processes and work efficiency based on correct direction.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
places. • Selecting the Best talent based on Talent Selection skills and values. Talent Right talent in the Right place. Allocation
Increased operations through correct knowledge driven down
3. Comment on AIESEC in Pune’s Team Leader Program. Considering the growing capacity of the LC, TL’s (Both EB and MB) need to increase in Talent Capacity to ensure e the Effective Engagement of Team Members; elaborate on 3 area’s where leadership development was lacking in the LC and points to rectify each. A Team Leader Programme (TLP) experience is an opportunity for a young person to develop entrepreneurial and responsible leadership through leading and guiding others in their work and experience at a local, national, regional or global level. AIESEC in Pune’s TLP program, has been one of the growing and driving factors actors for the LC. In the last year ear due to unstable leadership body in TM there haven’t been a constant Tracking or performance tracking leading to less member retention, no learning curve for members, Talent capacity building b being a negative in the Departments, Executive body being extremely operation oriented, No focus on TM management as a whole. The areas where TLP delivery was lacking included:
Membership Retention
•Membership Membership retention has always been a problem for AIESEC. •Talent Talent capacity needs to be increased via L&D.
Experience Delivery
•Couldn't Couldn't provide experience to any member in any dept. •No No learning and Development. No TM present •No No fixed Job roles, No culture, Low RNR's.
LC Culture
•Unable Unable to create an LC culture due to unstable leadership body. •No No Work culture driven in the membership due to high operations taken forward by the EB.
4. What is your understanding of Learning and Development as a portfolio? How do you think it has to evolve in the LC considering “Building Talent Capacity and membership experience delivery” is a focus area for 2014 2014-15?
AIESEC
I& World I& Others
I & Me
WHY--One One of the most common occurrences I have noticed in AIESEC is the inability of a member to realize tangibly what he/she has learnt. The major cause for this is the lack of a standard skill set being transferred to membership in the LC. 17 | P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
HOW--Learning and development is a key priority for 2014, as the quality of leaders we produce is what AIESEC is known for. The quality of LEAD delivered has been either negligible or stagnant or not Present at all. For EB members there are brilliant LEAD’s are conference, but this needs to be driven on local LC level, where every member needs to be given that learning and development of Operations as well as value proposition in AIESEC. The membership are the main people who carry out half the operations of the LC. Creating and delivering LEADs for the MB and GB will enhance productivity as well as add credibility to the TMP/TLP adding to ELD growth. Operational Training gives the right attitude and direction to members to work effectively and achieve results. WHAT--Leadership Development is an effort in making people realize their potential, understand avenues of personal growth and challenge themselves to do better. Leadership Development is one of the strongest factors in motivating people to perform actions and do more everyday. It makes people realize their WHY!
Evolution of Learning and Development Structuring operational training depending on a member/leaders in the committee. Also Considering their time span in AIESEC. So need based training. Members in AIESEC require operational training during various stages of their AIESEC experience. Right from Induction to Appraisal.
Identifying Skill based training
Education
The following plan can be followed for education needs or training.
• •
Defining Standard Operating Procedures for all portfolios. Defining an Induction manual for Need based Recruitment/ Normal Recruitment cycles.
Operational training is a direct means to skill manpower in an organization and hence increasing member efficiency by maximizing output per member. Use of expertise through Externals coming for sessions through iGIP/BD clients. CEED for teaching some skills in terms of how Marketing works in other countries. For eg: Proposal making is a skill required by all ICX/BD members. AIESEC members need education based on existing phenomenon’s, case studies, trends and theories which can not only maximize results but make an AIESEC experience more credible by providing not only a practical experience but a holistic one. • Identifying the needs- Needs identified on the basis of what the dept needs, what is the basic learning at that point in a member and to where does that learning curve need to grow. • Formulating a LEAD module- Once the needs have been identified with the right RESEARCH development of a module is necessary. A module provides a framework that helps facilitate and track the education process. • Setting up a Local induction/Education Team within the LC. • Create the right Environment or Culture—Members need to feel motivated to learn more. The Education model needs to be professional and Inspiration, Example based, demonstrative. • Having Externals added to the Development program helps a lot, where members get to interact with different clients or externals for LEAD and learn more from them. Gives them a new way to explore themselves. • Having Virtual LEAD programs becomes more effective and easy as a communication channel. • Feedback after each session to improve the next one and make it more interesting or better according to feedback provided.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Financial Management 1. Describe AIESEC in Pune’s ideal financial state as an LC in 2014 and 2015.design the growth path to this in the next two years keeping the current state in mind.
Strong Cash Flow
Leadership Developme nt Through Finance
2 Lakh FD
Finance
Fully Functional LC account
Strong Financial Tracking
Investmen tsDriving growth
2. Draft a rough budget for 2014 keeping in mind LC activities, Events, Admin Expenses, IR and BD income create a specific tab for investments. (Please refer Budget 2014-2015 Attached in the Manifesto Folder.)
3. Explain the relevance of Financial Tracking, Transparency and accountability as a driver of operational growth. The Finance portfolio is invaluable to the operation of AIESEC. It is strongly embedded in the organisation as a supervisory that is responsible not only for controlling in financial means but also for deliberately providing the financial framework for the plans and strategies. Finance portfolio operates at both the strategic level and lowest level of detail, and at a 360-degree view of the financial activities. Financial Tracking- Financial tracking is very relevant to ensure financial stability is driven as a behaviour throughout the LC. Financial Tracking ensures every department having their receivables in on time and having a very tracked manner of the working and targets achieved by every department to ensure financial Stability. Transparency—Financial Transparency is very necessary in the LC, as it ensures every member of the LC to have a insight in the financial condition of the LC, Bring about a responsibility for them to help in making sure the LC is sustainable and how they need to contribute. Transparency about finances Helps departments to plan targets and allow the LC to plan investments and other miscellaneous activities to help in operational growth. Accountability —Accountability being another Synonym for transparency. Every Member being accountable to the contribution to finance. Every Department being accountable to maintain their own growth path through finance is very important. The LC can plan investment strategies for the growth of the department if they are financially accountable and have a good tracking. 19 | P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Operations Management 1. Chart the growth path with inferences of all exchange programs (GIPi, GIPo, GCDPi, GCDPo) from 2011-2013 and provide focus areas for each portfolio for the year 2014. *Data analyzed only till 30th of November 2013
250 200 150 100 50 0
iGIP iGCDP oGCDP oGIP
2011 2011 • Unstable Leadership Body • iGIP being a new focus area, No Clients, Needed to start from scratch, Random raising. • Talent capacity started building up after Q2 • Extremely good department and sales Culture.
2012 2012
• No Pipeline to start with. • Low market capitalization. Low CRM. No S&D knowledge, having unmatchable forms. • Low synergy with exchange support, No market division • No focus on high quality experiences, Low NPS. • Good Department Culture
iGIP
2013 2013
• Huge pipeline to start, absolute growth, Efficient CRM, Retaining/reviving old clients • No market specific market division, Shutting down ET, Focus only on 2 Sub products, Good matching efficiency based on supply • Low synergy with Marketing, BD, for market capitalization or NEP contribution. • Low talent capacity building, High quality experience delivered highest NPS in AIESEC India in August.
2014 • Creating High Client base. • Synergy with BD for NEP and marketing for market capitalization and penetration. • Maintaining CRM and NPS • Building high talent capacity • Getting in to market for more sub products.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
2011 • Good Manpower • Good IR • High Quality Forms to match • Good Investment pattern • All of the above leading to growth in the portfolio.
2012
iGCDP
• No Project delivery model • Lot of quality issues • Low talent in the department. • One CSR project selling creating Monetary input and high quality experience delivered • Huge Pipeline given for the next year. • Shutdown of department after JNC 2012 due to financial instability.
• Unstable leadership body • Shutdown for 4 months due to financial instability and debt • No national alignment or direction for the department ( Delivery module ) • Low BD synergy to sell projects • Re structuring of department after JNC, National alignment, Structured project delivery model, Trained membership, Taking quality as a challenge. • Low L&D, talent building or member retention for growth.
oGCDP
2011
2012
• Lacked UR • Less Manpower • Low Market capitalization • Less Relevance in colleges. • Low IR.
• Random Raising • No UR Capitalization • No synergy with Marketing • Lack of Direction in the Department. • Random Raising • Wrong expectation setting with EP’s
2013
2013
• Specific colleges tapping + Good understanding of cycles + Market capitalization • High NPS • Great investments in marketing giving high ROI and growth in portfolio + high ELD conversions • Setting up two SU’s by the end of the year • Low tracking and synergy .Delay in processes • Low synergy with TM to leverage from Recruitment • Missing out on cyles.
2014 • High L&D for skilled and trained members. • Maintaining structured project delivery module and improving on. • Having BD sell projects giving sustainability • Using CIM as a tool for increasing matching efficiency.
2014 • UR capitalization • Building up on SU’s and CU’s • L&D • Specific product packaging for colleges • Synergy with marketing. • EP Reintegration + Talent capacity building.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
2011 • • • • •
•
Lack of Market Capitalization Low Synergy No key Investments Random Raising No Strong membership contribution. Lack of Processes
2012 • Lack of Market Capitalization • Low Synergy • No key Investments • Random Raising • No Strong membership contribution. • Lack of Processes
oGIP
2013
• No market penetration or capitalization , low synergy with CIM or Marketing. • Revamping of portfolio process through AIESEC India, Generating high quality talent selection • No key investments. • Tried Selective Raising. • Alumni was not tapped into. • Strong membership contribution. • Dept functioning on old orthodox ways. No Innovation or ways to grow.
2014 • Talent Capacity • Product packaging • Marketing for oGIP.
2. “People not taking about you is better than people talking the wrong things about you”. With this said, NPS has been a major hurdle in 2013 for AIESEC in Pune. Design a solution for this program wise and also mention the NPS target you have in mind at the end of 2014(Program Wise) for AIESEC in Pune.
Why Customer Experience? Why is this important? Net Promoter Score is one of our measurement of success for QUALITY NPS is based on the fundamental that organization’s customers can be divided into three categories: Promoters, Passives, and Detractors. LC strategic objectives 1. To establish Customer centricity in my entity by shaping the culture, incentives, reporting and providing operational training. 2. To increase response rate by following processes. 3. To increase the % of promoters by improving my processes for experience delivery and enhanced the value of my internships/team experiences. 4. To address the needs of my EPs and members by ensuring effective fire-fighting practices.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Program wise NPS Solutions Program • •
GCDP/GIP • • • • • • TMP/TLP • •
Solutions Measuring Impact: Measuring and assessing impact created by the participant of the programme. Quality Standards: Following the quality procedures/program delivery of the program to ensure quality is met. Having good Expectation Settings, Inducting EP's on the culture, Job roles Etc Basic stuff about India, Raising Quality forms and only ones which we can service etc. Effective Trouble-shooting: Making a system and structure which ensures a quick fire fighting response. Information Management will help show case impact and support research to improve the programme quality by tracking of EP’s and their experiences. Lead for trainees and EPs and engaging them in LC activities. Reintegration program Measuring Impact on the member: We need to measure the impact on the member through regular feedback surveys. Having a proper Value proposition to a member through regular L&D where they learn according to the role. Information management helping to showcase member learning. Promoting more leadership opportunities. Dual XP, Reallocation, IXP’s
3. Comment on the external relevance of GCDP and GIP as programs of AIESEC. What is your plan to grow GCDP and GIP programs of AIESEC in Pune using Business Development as a growth strategy? Program Growth Strategy using BD oGCDP • By product packaging for colleges and selling that product to companies for youth targeting. • Selling Empower sessions • Doing Global Villages in UR’s and SU’s with corporate support. iGCDP • Selling of CSR project • Showcasing Impact iGIP • NEP • iGIP specific Event- HR Summit • Stakeholders Dinner (Current Clients/past clients) oGIP • Product packaging for oGIP through BD by making companies sponsor students to go for internships. Partnering with placement cells of companies. 4. How important will be the role of Communication and Information management in achieving ELD in 2014? What is your plan for this portfolio in 2014? Plan for CIM in 2014 Project IT tools and platform
Business intelligence
• • • • • • • •
Implementation EP training webinars Virtual EP Inductions Facebook groups Department Google groups Tool Creation Management Training Opportunities portal
MOS • Growth caused in program • Amount of tools and platforms created
• Optimized strategy 23 | P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Process optimization
Internal Communication
• Myaiesec.net • DAAL • AFT • NPS • Podio • Survey and feedbacks systems • Client communication platform • IR platform • Custom tools • Record management • Auditing • Data analysis • SOP’s process flows, • Optimizing business • Recording and showcasing impact • Content generation • Graphics design and development • Communications initiates and platforms and channels • Generating leads • Design content • Performance Tracking
• • • • •
SOP’s and process flows Client retention rate Delivery time/rate NPS CRM
• Number of leads from marketing ( ELD tracking) • Number of matches • Re integration of EP’s (OGX) • • • •
• • • • • •
Newsletters WIKI’s Feedback surveys IR platforms, Special newsletters, mailers brochures, IR through discover India. Training documentations, webinars. Generation of corporate proposals Number of Communication platforms Tracking of Promotions leading to how much growth Amount of ELD tracking. Number of members on myaiesec.net
5. Give a detailed plan as to how you plan to use Back Office functions(TM, F, CIM, Marketing, Expansions) to drive growth of GCDPo and IGIP in 2014 keeping in mind aspects like Cycles, Market Timelines, Bottlenecks, etc. Back office Function TM Marketing CIM Finance
Expansions
oGCDP
iGIP
Please refer to Strategy management Q1 – HR and Talent building Please refer to Strategy management Q3- oGCDP + iGIP Projects Please refer to Operation management Q4 • Tracking receivables on time. • Tracking receivables on time through clients. • Clear book keeping and audit of • Clear book keeping and audit of every Invoice every EP • Investments in for external forums • Investments in marketing for participation/ online ads for market oGCDP gaining ROI capitalization and relevance in corporate market. • Contribution from Nagpur and • Contribution from Nagpur and Goa for Goa for exchanges exchanges • Financial contribution • Financial contribution
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
6. AIESEC in India heading towards Integrated Project Delivery in all programs. Design and explain a model to implement this in GCDP Incoming’s Project Delivery model in the year 2014. Before EP arrival
Project partners (ideal ratio = 1 NGO : 8 EPs) Logistics and internship conditions in compliance with XPP Reception check and trainee buddy allocation AM recruitment and task allocation Week wise planning of project – standardized job roles TMP/TLP on Exchange allocation
Giving Knowledge about Issues/ Projects needed to Raise on Market Research on NGo's/ Issues/ Relevant Projects, Market Research on NGO's doing new issues other than what we do ( NEW issues is the new IR , Searching out NEP NGO's for relvant Projects/ Issues Raising Raising forms with Good quality job roles roles- Making a very specific and brief Job Description with the Client. Making a 6 week plan with the client about exactly what the intern is going to do for 6 week day to day plan Scrutinizing EP's according to forms/ Job roles/ NGO's/ Giving Cultural Understanding and cultural preparation for EP’s. Interviewing EP's/ Getting Interviews processes done faster with a set of Questions made from Before for every Project sending it to the EP. Expectation setting to be set with the EP, Matching Sending FAQ's- All Expectations/Facilities to be put in the document Induction about NPS survey Induction documents to be sent EP buddy Allotment to Match Receiving Signed EP contract and Visa copy after Visa has arrived Making sure Accommodation is Available for the intern a week Before Arrival Taking Flight Details and timing of Arrival with Copy of Ticket Informing the Client one week before the Intern arrives Informing Director and Senior members on the Arrival Arranging Airport Pick up cab or someone to go pick them. Sending the Details of the Airport Pick and address of flat with necessary details to the Realization Interns 2 days before arrival Greeting the Intern after arrival at the flat in 24hours Getting the C form Document Signed within 24 hrs Submitting the C form document to Agent within 24 hrs Collecting Rent/ Allocation of Project, Job role and Work Information Getting a Sim Card for the Intern within 48 hours Taking the intern for First Day work 25 | P a g e
Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
LC Interactions
Delivery Module 1st Week • Orientation--An introduction, as to guide one in adjusting to new surroundings, employment, activity. • Debriefing the EPs about the internship details, objectives and conditions before starting the internship will help in better expectation setting . Cultural assimilation during orientation will help in breaking cultural barriers. • Policy and rules explanation ( Condition for Certification ) • Allocation of Team • Project Agenda Explanation-- Project Planning with co-creating goals (5 weeks), Allocation of specific job roles- Value : well defined job roles for interns, structured projects will add value to the internship. Measurable : week wise allocation of job roles, specific tasks with deadlines. Defining goals and MoS for the project cycle Value : it will be easier to measure the impact of the project . Measurable : goals achieved • Team Bonding Activities • Explanation of role of AIESEC • EP LEAD--Value : better expectation setting and cultural preparation helps EPs in connecting more to their internship. 2nd • TMP/TLP on exchange allocated. Value : the EPs will get to experience the AIESEC way and Week have a holistic experience. Measurable: no. of TMP/TLP and feedback from EPs 3rd • Execution-- Once the project flow has been planned, its implementation should be Week to monitored and documented. Weekly feedback should be taken and activities should be 6th week reviewed weekly to ensure better quality. Cultural/team bonding activities should happen simultaneously. The EPs should be involved in LC activities. • Project Activities-- concrete/ tangible impact can be seen through structured and documented activities. Fulfilling goals of the project and following the project agenda • Team Meetings and review + feedback (to be minuted). Review of team performance and goal analysis helps in strategising and planning. Documentation can be useful for reference and transition for the next cycle. • Cultural activities, helps in connecting to India/your LC, breaks cultural barriers.reports of cultural activities, events. Documentation should happen simultaneously for everything (minutes, event reports, pictures/videos) 6th • Closure- The overall impact is compiled and assessed at this stage. Action steps for next Week cycle are laid down. Impact reports, case studies are collected from EPs as well as partnering organizations. reports/case studies, feedback. helps in showcasing the impact and tracking it. impact reports/case studies of every realised EP. • Rewards and Recognitions • Certificate Provision • Farewell. recognition makes people feel valued. certificates to be provided, letters of endorsement and farewell. • Review of MoS / goals • Closing LEAD. helps in reflecting in the inner and outer journey an EP goes through. number of LEAD sessions done for projects.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
7. Present your exchange calendar till February 2015. Mo n Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Tot Jan Feb
iGIP
Q 1 Q 2 Q 3 Q 4 Q 1
oGCDP
iGCDP
oGIP
R
M
R
R
M
R
R
M
R
R
M
R
7 12 21 20 20 15 21 13 10 8 8 7 162 10 15
7 6 8 5 8 17 7 7 8 9 9 8 99 15 15
10 5 5 7 6 9 10 8 8 9 5 8 90 15 13
10 20 35 30 18 15 11 10 25 30 14 10 228 10 20
12 17 34 28 19 20 7 7 29 24 15 10 222 13 18
5 8 0 10 47 55 7 7 5 5 25 26 200 7 10
15 20 45 40 45 35 15 25 35 40 45 35 395
13 6 17 25 23 28 17 15 20 16 28 45 253 17 12
17 15 10 16 20 26 30 17 13 17 15 34 230 25 20
2 2 6 7 7 1 1 2 1 6 3 2 40 3 3
0 1 1 2 3 3 2 3 4 1 1 1 22 1 2
1 1 0 0 1 3 3 1 1 0 3 3 17 2 2
Q 1 Q 2 Q 3 Q 4 Q 1
Q 1 Q 2 Q 3 Q 4 Q 1
Q 1 Q 2 Q 3 Q 4 Q 1
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
Personal Questionnaire 1. Why have you decided to run for Local Committee President of AIESEC Pune and what is the most unique characteristic you bring to the role? The day I was born was perhaps the best day on the earth and for the earth. For that was the day when a person was sent on the earth with a purpose! And as I grew up into a kid, My perspectives about the world flourished and so did My ideas & aims, which somewhere or the other made me realize the purpose I had been sent to serve. But as I embarked onto the stage of an adolescent, the world began to play its evil role of pulling down the birds from midair, which once aspired to conquer the world through their wings. I was mauled down by the retrograde thoughts of the society and was negated of all my aspirations. With the passage of time, I thought if what I was doing is really worth of what I had been born for? Soon enough with me joining my College. I got open to opportunities and I started looking for things which interests me. I came across AIESEC. There was no looking back after this Decision of joining AIESEC. The last two and a half years in this organization have been more than a lifetime for me. A lifetime which has not only exposed me to 'the' wonderful organization called AIESEC, but also given me those highs as well as lows in life which have made me who I am today. I lived everyday in AIESEC with the passion to do something bigger and better than before and now it has become a way of life. Passion, commitment, challenge, aspirations – everything has come to have a new meaning for me over the course of the last two years. But, there has been one thing that has been constant – the Want! From the time I was selected for the Executive Board of AIESEC in Pune, I have been tested everyday in this Journey in the last year. Tested until I realized my own potential. And I believed in my self to do more. I have decided to apply because, I want to make AIESEC in Pune the best thing that ever happened to AIESEC, the best thing that ever happened to the hundreds of our stakeholders, the best thing that ever happened to YOU. The motivation to apply now comes from the capability to do justice to the position & the desire to exceed it. The most Unique Characteristic I may bring to this role would be the way I am. As a person and as an individual. I am Calm Minded, this Role needs someone who doesn’t panic. A person who can lead, inspire, Believe and aspire to transform 2. Please describe your career progress to date and your future and long-term career goals. How do you expect an LCP term to help you achieve these goals and why now? My career progress started with a small aspiration like every young child to be a doctor or an engineer. I opted for joining the science stream and then going on with engineering. I am pursuing my Mechanical engineering now. My long term goals are no where related to what I am doing now. I love cooking and enjoy it, It was my hobby and now my goal and dream to make everyone smile with the small connection that food and humans have. I want to open my own chain of restaurant in a few years time. An LCP term can help me in a lot of varied ways. AIESEC is a just like a prototype of a business. It can help me in good management of everything as a whole from Team management to how a business can work and grow in the most minimal time, strategic decision taking etc. It would be ideal ground to understand the dynamics of an organization with huge operations and diverse membership. Its like being a CEO of a company where you are the end responsible everything that happens in the organization. Being 21 and leading a committee with history of high performance and rich culture would a difficult Job.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
3. What is your understanding of the term leadership? What in your perspective are the qualities required to lead AIESEC in Pune? “The transformation of an organization starts from transformation of its people” Leadership is an expression of one’s way of life. It is how a person chooses to live and how he chooses to interact with his environment. Leadership, simply, is having a vision and being able to make others believe in it and together achieving it. The leader ensures the development of each and every member and that they have a good learning experience. AIESEC in Pune is a very strong, Humble, passionate entity. This LC always needs a push here and there. When we do something we do it with all our heart and soul. To lead AIESEC in Pune, one needs qualities of Communication, Aggression, Ability to give Direction and Self Motivation. This LC is one of the best entities AIESEC India can ever see. Leaders have come and gone, Led and been led, Pages of Legacy have been written and always will be written. Its time for AIESEC in Pune to grow, and realize their potential. It was hidden all this while. But now its all about aggression and doing it the right way. We may do less in terms of work. But we need to do it right and perfect. 4. Do you believe in AIESEC’s vision? If yes, what will you do in your term to build ownership of the vision in the LC? The last two and a half years has always made me think of what exactly the Vision of AIESEC meant in a very simple way. I always got confused with fancy words attached to the vision. Today after a brilliant VP term I understand it in a simple way. And yes I do Believe in the Vision of AIESEC. I believe to build ownership we don’t need to do anything. Ownership cannot be forced. It needs to be earned. Our members need to be empowered, taught , developed to a level where they understand and experience everything what the vision really means to deliver. The ownership of the Vision will come on the way we deliver experiences to our stakeholders.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
5.
Describe (visually/graphically/tabular) AIESEC in Pune on 31st December 2014 according to you.
17 oGIP Realizations 230 iGCDP Realizatio ns
Making IGCDP Sustainabl e
Strong Talent Capacity 75 Active members
90 iGIP Realizatio ns
AIESEC in Pune
200 oGCDP Realizatio ns
A base of 100 iGIP clients
Implemen ting CIM as a tool to drive growth
NPS of 70 for the LC
2 Lakh FD
Applying for Nagpur as an LC by NLS
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala
BLANK PAPER CHALLENGE Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance." Based on the above present OD plan to solve the purpose of OD for AIESEC in Pune.
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Application for the office of Local Committee President 2014 | 2015 AIESEC in Pune Hussain Lokhandwala