Standing together as one for our country!
Juan Carlos Fayad |
Contact Information
International Conferences
Juan Carlos Fayad
ILC
IGN
Delegate San Juan PR
2011
Cel. (57) 3014058657
WNC
AIESEC USA
Faci
2011
juan.fayad@gmail.com
Euroxpro
WENA/CEE
Delegate Athens
2012
juan.fayad@aiesec.net
IC
AIESEC International
Delegate Moscow
2012
Skype: Juan.fayad
Local Conferences
Birthday: January 31, B/quilla
Conference
Entity
Role
City
Date
Zonalito
UNINORTE
Delegate
Barranquilla
2010-I
Zonalito
UNINORTE
Delegate
Barranquilla
2010-II
Zonalito
UNINORTE
Faci
Barranquilla
2011-I
Zonalito
EAFIT
Faci
Medellín
2011-I
XPS
UNINORTE
Chair
Barranquilla
2011-I
TBW
UNINORTE
Faci
Barranquilla
2011-I
Zonalito
UNINORTE
Agenda M.
Barranquilla
2011-II
Zonalito
UNIATLÁNTICO
Faci
Barranquilla
2011-II
Zonalito
UNINORTE
Faci
Barranquilla
2012-I 2012-II
International Business - 7° Universidad del Norte
San Francisco
INN Days
UNINORTE
Faci
Barranquilla
Recognitions
Conference
Zonalito
UNINORTE
Faci
Santa Marta 2012-II
Best LCVP ICX
Natco 2011
Zonalito
Cauca
Chair
Popayan
2012-II
Best LC - National Award
Natco 2011
Takeover
UNINORTE
Faci
Barranquilla
2012-II
Best LCVP iGIP
NPM 2011
Best iGIP Performance
NPM 2011
Best LC - National Award
NPM 2011
Best LC - IGN Award
ILC 2012
Best LCP
LDC 2012
Absolute Growth
Natco 2012
Enjoying Participation
National Conferences
Natco 2012
RDC
North Zone
C-Delegate Santa Marta
OPS
AIESEC Colombia
Delegate
Medellin
NatCo
AIESEC Colombia
Delegate
Barranquilla
RTC
North Zone
Delegate
Monteria
NPM
AIESEC Colombia
Delegate
Medellin
LDC
AIESEC Colombia
Delegate
Manizales
Role
Entity
Date
NatCo
AIESEC Colombia
Delegate
Pereira
TT Research Coordinator
AIESEC UNINORTE
2010-I
RTC
North Zone
Delegate
Santa Marta
AIESEC Colombia
Delegate
Bogotá
Corporate Sales Director
AIESEC UNINORTE
2010-II
NPM
LCVP iGIP
AIESEC UNINORTE
2011
LDC
AIESEC Colombia
Delegate
Barranquilla
AIESEC Colombia
Delegate
Cali
National ER Manager
AIESEC Colombia
2011-I
NatCo
2015 Subcomittee Manager
AIESEC UNINORTE
2011-II
TPS
North Zone
Faci
Cartagena
President
AIESEC UNINORTE
2012
OPS
AIESEC Colombia
Chair
Barranquilla
Steering Team
AIESEC Colombia
2012
NPM
AIESEC Colombia
Delegate
Girardot
General questionnaire Achievements in aiesec experience! Achieving the TOP 1 LC in IGN, the Global TOP 10 LC, 134 Exchanges in Absolute growth, 77% in Relative and being the first LC in IGN crossing the 300 exchanges makes us proud but leading UNINORTE in 2012 empowering a new generation successfully is our biggest achievement! 2012, we developed a dynamic follow up methodology to keep tracked our projects, Middle Managers and members as a result of an intense strategic and tactic planning based on Operations Management which enabled our LC to achieve 307 exchanges and empower over 160 members. In 2012, we developed in our Leadership Corner a new Education & Training system. WeLEAD for Leadership Skills delivered by an external: PEP. WeARE for the development of our competencies and WeACHIEVE for functional trainings. We invested over 15’ million COP in our membership between R&R, trainings and conferences. Due to our successful “Go to Market” strategy, we enhanced our international cooperation tools together with a proper TN Taker account management to get 22 iGIP TNs Realized achieving a 100% Growth in 2011 being the TOP 1 LC in iGIP in Colombia in 2011. Together with my iGIP team, we developed a brand new sales strategy within the LC focused on the development and training of our sellers to increase their skills and reach specific market trends. We reached 26 iGIP Raises with 63% Growth.
Juan Carlos Fayad
My personal BHAG and MC purpose! This Dreamer Disease I carry since I’m a little kid always opened amazing and fantastic adventures everywhere; this Desire of Difference and Uniqueness encouraged me to constantly keep looking forward to things unseen before, but after all was this Make it Happen behavior that made me excellent in every single thing I proposed to myself and will make me in every single adventure ahead –I turned this behavior into a habit, into my daily attitude. So then, what’s the meaning for excellence? By definition it’s the outstanding outcome of something attempted and that exact moment of accomplishment needs to be carried in our mind permanently –we need to begin every single goal with the end in mind and this is the basis of the following story… We grow up wanting to be part of something; we decide which route is better for us and based on our own experiences we set our life goals. Once we realize that we belong to something bigger than ourselves we can find an untold amount of potential to unlock and in that moment I decided to aim for something selflessly. Personal BHAGs are the summary of all our life goals and I’m going to share mine with you AIESECer, which is my ambition, my desire, my contribution to our beloved world: I want to see Latin America united economically and politically, I want to see these set of nations growing together in peace for our development and freedom! I find in AIESEC the perfect organization to meet the people and the knowledge in order to get this done! Our speeches need to change; our continental agenda needs to get improved to collaboration and interdependence between our governments. I have a deadline for this and an extra goal set, striving for a Nobel Peace Prize in 2048, the year where AIESEC, the organization that gave me everything I am turns 100 years old and that exact moment is in my head day and night remembering me how every little thing I do today contributes to its achievement. My pleasure would be to share this experience in the celebration of the first century AIESEC at the age of 56. Therefore, my decision of applying for the MC is the consequence of my conviction that the change we want to see in the world is fulfilled with our actions every day and it’s my invitation to continue pushing forward for what we envision, this time from the national office. This is the inception of a continental movement where everyone carries proudly this Dreamer Disease that enables us to live fantastic adventures, where this Desire of Difference and Uniqueness becomes stronger as we understand how the best answers & solutions are taken out of the unseen and where Standing together as one for our country becomes the most powerful weapon in the world once we acquire this Make it Happen habit!
General questionnaire Opportunities everywhere!
My values and daily fuel!
Demonstrating Integrity
"I will have the moral courage to make my actions consistent with my knowledge of right and wrong. Till I die I will not remove mine integrity from me.” -Job 27:5 Corruption is the humankind’s biggest enemy. Due to corruption in corporations and governments our news are full of tragedies, inequality, hunger and human right’s violations. It’s not only because of insurgent groups; we can observe bad moves on some global leaders that enable the worst in the world. Therefore, each step given by any young leader today needs to be transparent and correct. Let’s change the system from the bottom, from the beginning –with us, the leaders of the future.
Striving for Excellence
“! If Not EXCELLENCE, What? If Not EXCELLENCE Now, When?” –T. Peters 1.
SNIES “Sistema Nacional de Información de la Educación Superior» as an information bank to understand better Colombia´s student market – GO! 2. Renew our partnership with DPS, previously Acción Social, to support their national projects with AIESEC trainees to create cross cultural interaction –GO! 3. CCONG as a national partner to reach over 850 ONGs that conforms this confederation. It’s goal is to strengthen ONGs in Colombia, lets contribute –GO! 4. The Ministry of Education supporting cultural education projects with more than 100 voluntaries in the past 4 years. AIESEC, we are not late to participate! -GO! 5. BID (Banco Interamerican de Desarrollo) investing in non profits and organizations supporting education! Check out their programs – GO! 6. ANDI del Futuro, as a special entrepreneurship program supporting the most innovative ideas and projects –GO! 7. Colfuturo’s labor intermediation program to support its beneficiaries with professional opportunities, what a perfect ally for our oGIP program –GO! 8. Check the benefits of partnering with SCI (Sociedad Colombiana de Ingenieros); databases and events with over 500 assistants. –GO! 9. SENA’s national service of employment accessing young professionals for oGIP and student’s welfare project that incentives the best grades for oGCDP program; also, SENA investing in HR for social projects. –GO! 10. No visa requirements for 29 countries, we need to activate this cooperation –GO! 11. +880 national services reaching +80.000 Colombians in 2012 with MinTIC’s Gobierno en Línea project. IT GIP interns as a support for this large operational scale. –GO! 12. Colombia’s law requires SMEs and large companies to generate CSR projects during the year and measure its impact in the society & environment. –GO!
Juan Carlos Fayad
Every single move you do can be called Excellent? Each one of your members in your entity is promoting Excellence? Excellence is not only about the grand outcome –In Zen-like terms the only thing we have is today so if our deliverables for today can’t be assessed as Excellent then the overall goal has not been advanced. This is my strongest value, daily habit, obsession, OBSESSION, fuel for my engines and mantra!
What AIESEC Gives to the world! An empowered youth with an extraordinary global reach providing daily a powerful message of peace and development as freedom for all nations, unity and equality as a collective mantra, a fast responding and growing global economy towards real needs coverage and what makes life worthwhile, a humanity truly living in toku- a Japanese concept describing a virtue that leads people to pursue the common good and moral excellence as a way of life, world-class leaders full of strong values and principles ready to stop corruption in governments and corporations, ready to balance environment with business without harming any, leaders dreaming at night and acting positively at day, leaders creating more leaders and these transformational leaders are fearless, brave, unafraid, courageous, confident –resposible & entreprenuers. These positive impact seekers are called AIESECers, these leaders are called change agents and change agents is what AIESEC gives to Colombia, is what AIESEC gives to the world. This is our promise and its fulfillment, our daily wake-up call, our daily mission.
General questionnaire LC Independency to foster growth & innovation! Financial management solutions guarantee the proper volume administration and risk contingency in order to grow up to 176,5 exchanges per LC which is the goal set in our 2015 map for the following term. This process consists in external auditing as an adviser and internal auditing measuring quality minimums and offering consultancy and tools. A network growing throughout collaboration claims the evolution of our entity, having regions coached by their own EBs according to each LC’s strength without MC intervention is progress. This co-creation spaces need to be implemented first by the MC while implementing incentives within a strong R&R system. Turn the internal management to an end. There shouldn’t be such thing as LC-MC relation, it is AIESEC-world relation and we need to keep our eyes externally, not internally anymore. As an entity we need to focus on getting closer to our market to engage young people and organizations, understanding their real needs.
Education and training in administrative processes as the basis of selfdriven local entities. If an LC knows how to plan and follow up properly the functional knowledge will be acquired throughout self-education in information banks opened by the MC. During this transition, having functional summits per region will be necessary multiple times a year.
Juan Carlos Fayad
The role of the national office The member committee is our global representation within the AIESEC network and maximum regulator and administrator of the national association. According to our National Compendium the MC must ensure the achievement of our national objectives, plan and control the national budget, define processes and procedures for the functional areas at local level, advise and support the local operations, lead the national expansion strategy, the information management and accessibility, evaluate and track the LC’s performance minimums, report quarterly to the general assembly, define the national structure and manage the external financial support. What I consider the national office main role should be is external interaction and market understanding to reach properly our customers meeting their expectations to be delivered with high quality standards. The MC’s role shouldn’t be the follow up of the local offices as the compendium says but offering the proper data analysis to foster LC leverage as well as the key strategies implemented according to the different realities, clusters and regions. We need to understand that each city has different needs because of their diverse cultures and mindsets. This efficient research is our next step in order to reach properly Colombia’s student market –in this moment we’re below the 0.01% of Colombia’s student population and this should be our comparison report –not comparing ourselves to China or India. Internal comparison blinds us from external relevance and reality. What about realizing 1.000 exchanges per LC? That would be 20.000 exchanges a year… Crazy? I don’t think so, 20.000 is not even the 0,7% of the European Union’s mobility target and we’re still without clear product to reach this market. Start encouraging LCs to develop their own strategies and make them more independent through actions and not through speeches would be in our checklist in the MC 13-14. Activating our region to enhance cooperation in Latin America represents collaboration, we’re going to demand collaboration at local level? Let’s be the example and let’s activate Peru, Chile, Argentina, Ecuador and Venezuela throughout information, knowledge, coaching and financial aids –like Brazil Going Global did to activate our winter peaks in iGCDP. The MC’s role is not only about Techne which is Know-how or Episteme which is Knowwhy but of Phronesis that stands for what-should-be-done.This Phronesis process enables managers to determine what is good in specific times and situations and to undertake the best actions at those times to serve the common good. Promised.
Specific questionnaire Optimizing our processes!
Doesn't matter if we had an incredible sales and follow up process with our TN takers if we’re not ensuring a high quality delivery as well. We should always keep in mind enough funds for emergencies and risks coverage during our Delivery Peaks and well prepared Risk plans. Said this, aligning expectations with trainees is sacred, let them know the conditions of their housing, JD, LC services and TN Taker –whatever is set needs to be totally accomplished. Well informing our trainees with pick-ups at the airport, their host family, the cultural agenda planned & its expenses, together with a proper weekly follow up and permanent accompany by a structured buddies plan ensures pleasant experiences without mishaps.
Sales education is the most important part of pre selling, Considering our low sellersmembership, designing an Sales Pensum with externals, assessments and strict timelines where the final challenge is TNs sold in order to get a Seller Credential. This Sales Pensum demands sales execution along trainings. This process is coordinated by the MC but entirely planned and executed by the LCs.
PRM! Events for our partners to acknowledge their support & attractive economic incentives for re raising.
Every JQ form needs to be audited by finances to prevent future drawbacks and check the achievement of the minimums to assure High quality standards.
Considering economic studies like MinCIT ones, target the largest and most accessible sectors per city/ department. At least two or three per year to activate corporate growth.
Lack of positioning strategies; taking into account the market sectors chosen define the media plan and PR plan. Currently our fairs and events assistance is low. Let’s schedule the PR calendar for the year since January and assure at least LCPs assistance.
Segmentation process shouldn’t be a bottleneck. Let’s outsource this process, let’s invest in Chamber of Commerce's databases! For e.i.
Specialized & prepared selling units enhancing a Go to Market & Follow up strategy with a strong CRM & service culture. The key for TN Raising is GO OUT AND SALE –that’s it. With the proper R&R program, assistance for sellers, daily track, and stakeholder’s management. Our product development for GCDP projects needs to be more attractive connecting the corporations to CSR sustainable projects and our GIP sub products adapted to realities and packaged according to its needs.
Juan Carlos Fayad
Our assistance to international congresses needs to be diversified. There’s not only ILC and instead of sending 40 delegates to one congress let’s send delegates to 40 congresses. CEELDS, Euroxpro and WNC USA should be our focus for GIP having natives from USA and competitive CVs from Slovakia , Poland, Russia and Czech Republic. For GCDP Conade, Cocosur and Everest. After the contact, generating reports to measure how successful this cooperations are and invest in CEEDs to boost them. Implementation of IPS –Incoming preparation seminars, for the Trainees accompanied by their TN Taker’s responsible to receive the proper trainings and information. TMP and cultural packages can be offered to GCDP trainees –enhance LCLC Cooperation. This evaluation needs to evolve to measure each one of the touch points we have; since the match to the exchange & after–Check page 10: NPS!
Specific questionnaire Optimizing our processes! Our EP recruitment process needs to be more professional for GIP as efficient for GCDP. Our selling teams need specialized training per audience –talking to engineers is way different than talking to business people. We have a lack of a standardized selection tool and for GIP a functional interview depending on professional backgrounds. Lastly, we can advice our EPs on how to sponsor their experiences through financial institutes to fasten our Raising.
The Pre X process is our most crucial and weakest touch point with our EPs. Nationally, our efficiency rate is 45% from Raise to Match. That means that less than the middle of our successful EP candidates get their TN. It’s important our recruitments are based on match-able profiles to reduce the matching gap. Suggestion: focus your recruitments on previously successful profiles e.g. social and administrative careers. Diversify only through pilots. Our lack of prepared Account Managers risks our entities from ensuring high quality standards and customer service, let’s prepare our Account Managers in CRM, XPPs, legality on contracts, International Supply and lets activate the improved service culture as soon as possible. The follow up of this EPs, taking into account volume in GCDP and specialized needs in GIP, needs to be done daily, Re integration process should start since the very approval of the applicant as an EP, inviting them to participate in team experiences & LC meetings to show them how AIESEC works internally while engaging them. The accompany during their matching process show professionalism and the follow up during their exchanges how much we care for them. After this they’ll be pleased to come back to their Re Integration ceremony –many times returnees are the most motivated LC members. Take care of this asset!
Not studying our university plans and not knowing our market provokes inaccurate marketing & positioning strategies. Let’s encourage our LCs to customize their processes per university & stakeholder. Talent capacity is a strong obstacle –having teams per targets. Our promo is too wide and general. Students of EAN & UTP think way different– understanding both needs reaching them accurately is the consequence of customizing our sub products to their city reality, university’s context and students' profile. For GCDP our supply is huge but still we need to optimize our matching procedure even more. Our recruitments should aim to have all the EPs available for summer in March –arriving first to the Matching Peak and the XPROs hogging the best TNs before the rest of the countries Raise their EPs – Target: IGN, Ukraine, Poland, Italy, Egypt & Russia. For GIP our matching needs to continue being cooperation-based. There are less TNs for GIP EPs but reserving these ones for us previously reduces the Raise to Match Gap.
Juan Carlos Fayad
OPS at national level are working quite good, yet we can still improve them in terms of professionalism. Colombia is a pioneer on preparing EPs, this is an advantage we can’t lose. OPS prevent LCs of losing their operational focus and develops experiences of particular members.
Transactional focused NPS usage to understand EP’s satisfaction in each Touch point improving ourselves as a customer centric organization.
Comm. with our EPs shouldn’t be lost in any circumstance. Let’s add our EPs to the LC’s newsletter and keep their account weekly through online calls & surveys. Incentivize our EPs to record themselves for future promos and ask them to enable international coop.
Specific questionnaire This are the functions specified for both roles in the official MoFs released together with the applications for the MC 13 14. Enjoy!
Expansion
Interest Groups & Extensions
Coaching & Consultancy
Synergy between the operations crew and LCD for LC leverage!
Operation Synergy
Quality Control
Process Optimization
Product Improvement
Product Development
When LC Visits, the operations team may assist expansion meetings in cities near the LC coached to cover as much territory as possible. These may happen on demand and depending of the availability of the MCVPs.
What has happened in the university that signed with us to start AIESEC in Neiva city? Quality in this case is even more difficult to assure because of its inexperienced members; virtual assistance directly from the Operations’ NST as a fire preventing.
Expanding faster and precisely is the result of a previous market research and proper analysis. This analysis with the Operations’ feedback enable accurate decisions on expanding frontiers saving energy and unnecessary efforts. ,
The Operations team, in search of constant improvement & development; can test the sub products implemented in new territories and measure how efficient they are giving advice on how to evolve them.
Define the specific and most strategic sub products to reach the new territories targeted as future AIESEC entities after an itemized and detailed analysis.
The Execution Timeline for an interest group to become an extension and afterwards LC needs a permanent accompany and strict execution.
Testing the sub products in our start-up entities polishing their implementation to reach it’s maximum capacity, enabling growth and preparing them for overwhelming LC experience.
Implementation of different sub products as this entities grow taking in consideration the correct execution of the programs prioritized –this entities should start with a few and then expand to our whole portfolio.
START & PODIO has been incredible IT solutions for our organization. We need to keep standardizing our processes to reach their highest optimum state with in it’s corresponding flowchart.
The next move about product improvement should be the customization of our programs to our different realities. Medellin has different needs than Cali, therefore, different sub product experiences should be delivered.
Long term-thought projects to ensure sustainability in our local entities adapting their city realities to our programmed. Let’s think about a 200 Xs project for January, 2014 in just one LC where the execution starts NOW!
Offering simple but effective Let’s learn from other tactics over processes are entities and let’s start first steps on constructing planning our programs’ the basis for a large operation delivery, based on other scale LC. Specific road maps experiences. Special programs for programs in “How to educating extensions on how become a 100X program, to run quality policies based starting on 0” can be on LCs’ experiences. developed together. Regional summits delivered by NCB as a supporting team for LCs on quality management the MC focused on functional and quality policies. This body improvement, depending on will regulate strong quality current reality. What about cases and will strive for a high meeting & preparing the iGCDP national quality standard. This teams of the coffee triangle process accompanied by the to set proposals to partner Net Promoter System as a with Grameen Bank? constant source of feedback.
Juan Carlos Fayad
Specific questionnaire Our operations evolution towards 2015!
1.
Resources & funds for projects. Market capitalization (we are only in NGOs) Impact measurement. Stakeholder’s satisfaction.
1.
Public & corporate sector, Our impact rage is short and our Mayoralties and National projects unsustainable. Our Government financing GCDP quality in delivery is poor and projects to foster the NGOs have unclear JDs due to achievement of the Goals of the our lack of project development Millennium in Colombia! and improvement.
Universities & corporations ER in oGCDP is starting good, yet, 1. investing in our high impact there’s a long way to go –we are Global citizen program bringing below the 0,05% of Colombia’s 2. the highest quality & mobility student population. PODIO has rate in Colombia increasing our improved our CRM process but 3. grads competitive value! still we have a matching gap.
CRM and volume management. Lack of ER teams for oGCDP. Promotion & synergy with Marketing. Not focused.
Our lack of effective AIESEC as the first choice partner for young professionals international cooperation slows our match for MTs. IT profile's to realize their internships. Companies sending their young focus and IT guilds approach are giving results. EPs available interns abroad as a strong without match are detractors. preparation program.
International Cooperation. CRM and account management. Matching efficiency rate. Professionalism.
Juan Carlos Fayad
2. 3. 4. 1. 2. 3. 4.
1. 2. 3. 4.
Way forward
Lack of preparation programs for sellers. Relationship with ICETEX for visas. Lack of Intl. Cooperation. CRM plan & PR plan.
iGIP
1.
We are recognized for boosting the national transformational program for SMEs –companies knock our door to receive Colombian and International Interns!
iGCDP
Our lack of prepared and well informed selling teams stops us of penetrating the corporate sector. Our matching process is still slow and our quality issues due to visas decreased.
Obstacles
oGCDP
Reality
oGIP
Goal 2015
The GROW Model is a simple yet powerful framework for structuring your coaching sessions. First, you decide where you are going (goal), and establish where you currently are (reality). You then explore various and get prepared for the obstacles that you could meet on the way (obstacles) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey. Tip: The GROW Model assumes that the coach is not an expert in the "client's" situation. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction. Source: Mindtools
Growth driven by market-needs based strategies on relevance and market share per city. 2. Externally trained sellers standing out professionalism and market mastery. 3. Processes completely standardized through IT tools optimizing our timelines and preventing legality issues.
Financial resources generation to foster sustainable projects through CSR solutions, national grants & governmental support. 2. National quality board enhancing our entities’ delivery standards generating promoters –both interns & organizations. 3. Showcasing impact –AIESEC no longer kept as Colombia’s best secret. Let everyone know the audience we’re positively reaching 1. ER in oGCDP –Universities’ Market Breakthrough. Enabling accurate promotion strategies based on customers’ profile through showcased experiences. 3. Activating our entities through talent capacity to enable an outstanding volume management.
2.
Enhancing our Account management processes to guarantee a specialized service and specific needs coverage. 2. Partnering with graduate offices & professional associations to increase our student’s reach and share responsibilities. 3. Product packaging based on internal needs, growing economies & Colombia’s professional competitive advantages. 1.
Specific questionnaire Why Detractors?
Reasons
“The LC I was matched to and doing intern with do not provide instant help when needed or respond to messages. A lot of time, they don't pay trainees on time and this is a serious matter for EPs.“
Home and host LC poor accompany, comm. and support. Lack of a service culture and solution driven membership. Not customer centric entities.
"I have big problems with my project, my project only existed in "Paper". I didn't do what I was supposed to and AIESEC host don't worry to solve the problem, they said "it's not our problem.”
Our projects promise JDs and NGOs change them, this is the consequence of not auditing our JQs.
“Problems with the LC because of their disorganization, i was in 4 different houses and were going to continue, after seeing that things did not improve I decided to return to my country".
Disorganized LCs during delivery and housing issues. Changing a trainee to another house is forbidden.
Importance of NPS & NCB Score
Net promoter system
The management of our detractors is crucial, how many times a week we open spaces in our entity to call back this detractors and understand the reasons given? Now, this process should be done by the LCEB depending on how unsatisfied a customer turned to be. We’re sub using the NPS in Colombia –the idea is we can identify our stakeholder’s satisfaction in each one of the touch points we have and create a Transactional Focus evaluating each one of the Interaction Factors e.g. Matching is our Touch point and it’s Interaction Factors are 1. Time to get a TN, 2. TN Supply & 3. LC support and accompany. If we take care of their feedback since the very beginning of their experience we’re decreasing the probabilities this stakeholder become a detractor. Currently we’re just evaluating with a Relationship Focus where the information given is when the experience is concluded –we need to turn our organization from a Firefighting to a Fire Preventing. Now, monthly reports for the LCs considering the Touch Point’s Satisfaction results are necessary for the LCs –in this way is easier to understand the process to strengthen and to give the MC clarity on which are the real bottlenecks at local level and run the proper consultancy programs to overcome them.
Juan Carlos Fayad
What’s the purpose of having an NCB and an NPS? That’s the key of a successful implementation. It’s not only about hierarchically ordering something –this is not how AIESECers are driven, our organization is driven by it’s purpose and if we don’t emphasize on this and the benefits that come along nothing will happen. As well as in DHL Globally, the implementation of new programs as NPS takes time and the key to expand strategies to its 200 countries is showcasing experiences and letting everyone know what will happen, as a final result, if this strategies are implemented. NPS, now stands for Net Promoter System, not for Net Promoter Score anymore; Bain & Company, the NPS developers, claimed that the score is what matters the least, that it can be prejudicial only caring about keeping it over 9 –this is because the NPS is made to be a feedback source and a constant improvement methodology and if we don’t build our organization through this the NPS would make no sense. This is the reason why we receive high scores in the examples given in this page but really bad experiences. The NPS implementation in AIESEC is to build ourselves as a Customercentric organization. Executing our plans without having our customers opinion on their experiences is running this race with our eyes covered, as easy as that. Now, the final decision making body on exchange quality is the NCB. What you can expect from the NCB is consultancy on quality issues and exchange policies implementation & follow up. The NCB will review the policies constantly to improve our system as well as auditing the LCs on quality management and their quality cases. The NCB is not a body to be afraid of, this board’s mission is to guarantee quality standards by supporting the LCs.
Thank you for reading my application and considering my dreams, only standing together as one we can fulfill humankind’s potential and foster new realities in our country and the world to finally achieve our so envisioned…