Vishal Sabikhi Applicant, President 201 7 AIESEC in Pune India
स्वयंदशर्मं स्वयंज्योित: स्वयंमशर्करणम I am here to create AIESEC in Pune, to guide its light and to forge its path to 2020. My question is, are you in?
Letter of Intent
To Kartik Hoshangabade, Local Committee President, AIESEC in Pune, India Subject: Letter of Intent for the application for the position of Local Committee President 2017 I wholely believe that an intent is an urge, it’s a powerful drive to become the best version of your current self. The way you see me nowsitting in a seat of responsibility and power, confident in each word, looking into the eyes of people who trust me, is someone who I created myself to become. I shake as I write this. Days before I began thinking of taking this step, I read a status online. It simply said, “One does not discover himself. One creates himself along the way.” I was not a natural leader, and frankly, I am still a work in progress, but AIESEC, the beautiful path maker, has pushed me to create the best version of myself. Thus, in simple words, AIESEC is my intent to take this step. AIESEC is the drive that wakes me up each morning to create something better out of myself, and out of others. We say we want to fulfil humankind’s potential, but how many of us sleep at night believing that we created a more fulfilled version of ourselves today? Hence, I am thrilled at the prospect of applying for the post of the Local Committee President and creating this intent in every stakeholder in the LC. I’ll let you in on another important drive of mine, what was imbibed in me since I was a child. The schoolI studied in, repeatedly drove down three statements in us: one, discover yourself, two, be your own light and three, make your own path. In moments like this, when I think of inspiration, I think of these statements. I envision AIESEC in Pune and its membership body, to realise their untapped potential, create their disruptive impulse to grow, and forge a path to their best self. As a President, I will not only be the motivation behind this unparalleled growth, I will myself grow with the local committee, with every member, team leader, and each portfolio with me. I will forge the path and create the best version of the local committee. It was an honour to serve the LC as a Global Talent (Organisations) Vice President, and a bigger honour to be a part of Kaafilaa, to create the beautiful year of 2016. A sincere and heartfelt thanks to AIESEC in Pune for standing by me, supporting me and guiding me to become the person writing this letter. For an entity, which has given me so much, its time for me to serve it to my fullest capabilities. It’s time for AIESEC in Pune to create its best version, guide itself into the light, where nothing can hold us back- no hurdles, no people, no processes. To grow disruptively, until we know we have done justice to the city of Pune and the beautiful legacy we carry. To rise up to create, ourselves, our stakeholders and our LC. This is my intent, my urge, my drive. With this kept in mind, I request you to accept my candidature for the position of the Local Committee President 2017 of AIESEC in Pune.
Sincerely, Vishal Sabikhi Vice President Global Talent (Organisation) AIESEC in Pune, 2016
Applicant, President 201 7 AIESEC in Pune India
Curriculum Vitae
Skills Computer Programming Leadership Problem solving Entrepreneurial Team management
education STES’s SKN College of Engineering B.E. in Computer Sciences R.H. Kapadia New Higher Secondary School, Ahmedabad (XII) with 67.6%
CREDENTIALS Active member of the Bharat Scout and Guide movement 6 years Founder of Rise 4 Cause Delegate for Harvard Project for Asian and International Relations (HPAIR) 2015 Microsoft Student Associate of SKN College of engineering
Vishal Sabikhi ✉
vishal31.aiesec@gmail.com +91 9727259858 vishal_31
Born in Dahod on 31st May of 1995, I grew up in Ahmedabad. I am passionate about my work, and believe smart work gets you further than hard work. On an average day, you would find me on my gadgets, sipping a cup of honey ginger lemon tea.
WORK EXPERIENCE Team Leader, The Testament Pune Worked on five different marketing projects. Organising committee, 24ADP 2015 Organising committee, NEXUS 2015 Team Leader, Corporate Sector, AIESEC in Pune, India June 2015-December 2015 Vice President, Corporate Sector, AIESEC in Pune, India January 2015-Present
Interests
Entrepreneurship Technology Badminton TV Series Economy
Applicant, President 201 7 AIESEC in Pune India
AIESEC and Me 2. List your relevant practical and professional work experience outside of AIESEC and your key learnings from the same.
Founder of Rise 4 Cause
Marketing head for Testament Pune Team
Founder of Food Serve
Rise 4 Cause, was my first venture as a 16 year old and I learnt how to lead a team of members and service over 35+ customers. Then, at Testament, I have lead 6 members for 5 different marketing projects in Pune city. I learnt about on ground marketing, and how to market different products for different projects. Lastly, as the founder of food serve, I learnt about tracking finance, time management and most importantly, how to sell a product to low scale company. All in all, I have come to realise my true passion for business through social, as well as marketing ventures.
3. Present your AIESEC experience in a chronological order and list your key learning out of each role. Registered as an EP at aiesec, ahmebedabad
Learning: If you are paying your GC fee, always go for an internship because nobody gives refunds.
Joined AIESEc in pune in march 2015 Member, iGT for q2
Learning: Began picking up corporate ethics, and corporate sales.
Applicant, President 201 7 AIESEC in Pune India
AIESEC and Me
Delegate at JNC 2015
Learning: As it was my first interaction with AIESECers from other cities, I got new LC perspectives.
Team leader GTo, The force
Learning: I learnt how to work as a team, and how to make a team of members work.
ocvp, NEXUS 2015
Learning: Failure is inevitable. Event management is not a piece of cake, and requires your 100%.
Team leader, gto parathas Vice president Gto, kaafilaa
Learning: I learnt how to handle a department for three different cities, and different markets.
Delegate at ILC 2016
Learning: How AIESEC India thinks and plans.
ebc at lcong 2916
Applicant, President 201 7 AIESEC in Pune India
Learning: Simply, how to deliver a conference.
AIESEC and Me NST Indofrance, aiesec in india
Learning: How to create an IR on a national level with the help of MC.
delegate at Mnc 2016
Learning: Organisational strategy of AIESEC and MC plans.
delegate at jnc 2016
Learning: How to engage in powerful conversations.
nst asiapacific IR, aiesec in india
Learning: How to do exchange with countries who require it the most.
What next?
4. What are your strengths and weaknesses as a person? How would this role help you in strengthening your strengths and weakening your weaknesses?
• •
competitive adapts to a new environment or challenge easily
• •
not emotional competitive
Applicant, President 201 7 AIESEC in Pune India
AIESEC and Me The role of an LCP is the most challenging role there is at an LC level, as he is the end responsible for the rise and growth of the local committee. It will make me a more adaptable person, to circumstances, people and changes that would take place in my term. I am a winner by spirit, and love fierce competition as it drives my performance and growth. I have learnt over my AIESEC journey how to handle failure well, but the fire of competition still drives me each day. I am sure the LCP’s role puts him in a position to compete to achieve the best version of AIESEC in Pune in his year. Regarding my weakness, emotional connect is something I am going to work on in the LC in between members, and its my own personal project as well, to show emotions like care, trust, affection, love and hatred. Competitive spirit can also backfire on me sometimes, so I am going to weakness that side of the coin as well.
5. What are your biggest successes and failures in AIESEC? What were your biggest learning from the same?
• • •
VP term in GTo September LCong 2016 Getting a new family in AIESEC
• • •
all the people who got or fired or left aiesec did not connect to AIESECers on the national level OCVP TERM AT Nexus 2015
My biggest learning from both of my successes and failures is that, success never lasts forever and neither does failures. Life goes on, and you have a long opportunity-laden road ahead of you, to succeed and fail more.
6. Describe the experience of being a part of the Executive Body of AIESEC in Pune. How has this experience shaped you to become an LCP candidate? Being a part of Kaafilaa, was a rollercoaster that you want to get off of every time you hit a bump, but you love the thrill so much, you sit back and just enjoy the crazy ride. It had its ups and downs, in terms of team synergy, communication and performance. One thing was common in the team, their vision of AIESEC in Pune achieving success. Our EB was a melting pot of cultures, opinions, ideologies and ways of working. But when all crazy, hard working and dedicated elements enter a melting pot, beautiful things happen. Kaafilaa has been my strongest experience till date because of the challenges we faced, and how we overcame them together as a family. One thing which I realised in my EB term is that, no team is perfect and you can't make a team perfect in a day or month, you need perseverance, persistence and patience to make it perfect. These three values have changed my entire outlook on how teams work, organisations work, and shaped me to become an LCP candidate who lives by these values now.
Applicant, President 201 7 AIESEC in Pune India
AIESEC and Me 7. What are your three basic Learnings/Values for life, which you have derived through your AIESEC experience?
Keeping an open mind, as there is no right or wrong answer, only opinions.
failure is experienced by winners too, and vica versa.
people don’t leave the organisation, they leave the leaders they work for.
8. Describe your future short term and long term career and personal goals. How do you expect an LCP term to help you achieve these goals and why now? Unlike LC or department planning, personal planning isn’t my favourite activity to do. I am the sort of person who lives each day like it is, and believes it taking up each opportunity as it comes. I am an opportunist, curious for new experiences. Thus, short term and long term plans seem a little unlike me. Regardless, my short term goals include: Completing my education in Engineering, continuing further education in business management, studying and travelling abroad, figuring out new avenues of utilising my business skills and making money, and lastly, creating partnerships in friendships that help you grow. My long term goals, although vague, include: Starting my own business, making my parents proud of my decisions, doing something in investment banking and make money. Like, I mentioned before- I am an opportunist, curious for new experiences. I believe an LCP term is a great opportunity that will help me grow my organisational, team, talent and finance management skills. It might not directly affect my goals, but its an opportunity to growand I wish to grow in it. Why right now- because if not now, then when? If not me, then who?
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire Part 1: Organisational Perspective 1. Compare AIESEC to an external organisation of similar reach (include similarities, differences, impact, etc.) and elaborate on key strategies or any business practices from that organisation which can be implemented in AIESEC to ensure growth, relevance and improvement in what we do every single day. Taking into account the city of Pune, at the micro-level, MAD is one organisation which has similar reach like AIESEC. Their student outreach and NGO presence is commendable, and worth looking into. Comparing them on certain parameters:
v/s
similarities • • • • • •
impact
Youth volunteers Using on-ground and online channels efficiently to market volunteering Has a leadership structure Have standards checklist Have different products for youth customers MAD delivers youth development programmes & leadership workshops
• •
4,250 children in 81 shelters across 23 cities in India 4,300 strong volunteer network
key strategies & business practices •
differences • • • •
MAD’s CEO is not young, so not youth-run on the national scale MAD is non-profit, and functions on donations MAD’s vision is develop young children and youth MAD is only nationally based
•
To ensure quality, MAD uses a volunteer management tool, MADapp, which provides real-time information on the performance of every child and every volunteer in the MAD programme on a real-time basis. Their recruitment age does not restrict their marketing towards students from schools, and high schools, as they have events to engage them as well.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 2. What are the three key external and internal trends shaping: 1) AIESEC
Internal •
• •
Customer centricity has become a huge part in our operations, and customer flow implementation has become a requirement. Digital eco-systems have evolved, and its become a more streamlined process for the customer online. LEAD Implementation for all stakeholders has become a necessity.
EXTERNAl • • •
Global Goals, by the UN are shaping our projects and opportunities Expansions into previous conflict zones and current conflict zones Change in industries, and emergence of new market demands like graphic designing, web and application development, and research
2) AIESEC in Pune
Internal • • •
Digital systems like Hubspot are making lead nurturing and filtering happen automatically Processes are becoming more customer-centric, whether for recruitment, or for projects Training & LnD quality is changing as new channels emerge
EXTERNAL • •
•
Marketing channels are evolving as new social media trends emerge Pune Smart City: Initiatives by government are opening opportunities for projects in social welfare of the city Growth in IT sector in adjoining areas of Pune
We will never be relevant to the city or create impact in the city, until we accept these trends and let them shape us.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 3. Keeping the statements of AIESEC 2020 in mind, mention key things that are critical for AIESEC in Pune to focus on in 201 7. a. Shaping what we do around what the world needs b. Growing disruptively c. Accessible to everyone, everywhere
• • •
• • •
• • •
Providing them global talent solutions to sectors with talent deficit . Creating projects in support of SDGs that require work upon in the city. Recruiting local volunteers and talent to support global SDGs .
Creating aware and strong leaders in the LC at all levels. Creating a loyal stakeholder base through our customer experience activities. Hacking growth into iGV as it directly hacks oGV growth as well.
Creating university bases with teams in each university. Creating our presence in high schools for branding and awareness. Recruiting members for the 6 weeks leadership programme for students who wish to contribute for shorter periods.
End Goal: The youth of Pune become empowered to be one youth leadership movement.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 4. Describe your understanding and importance of Youth Speak. What is and should be the way ahead for each avenue of Youth Speak for: a) AIESEC b) AIESEC in Pune By AIESEC 2020, we plan to become a youth leadership movement. For this, we need to engage and develop every young person in our world. But how do we achieve that? We achieve that through first giving a voice, or a platform to every young person. By understanding what they are speaking up for, then we can find the tailored manner through which we can engage and develop them. In order to shape our avenues according to what the world needs, we need to listen to what the world needs right now. This is where Youth Speak comes of importance. It aims to unite a generation of young leaders that aren’t afraid to speak up and take action on things that matter to them. Youth Speak itself is the youth movement run by youth, that offers everybody a chance to lead and make the world a better place. The current way, and the way ahead is:
For AIESEC Shaping our projects and opportunities around the Global Goals is the perfect start towards creating impact on issues that countries all over the world speak for. It shapes our activities around what is needed the most. Youth Speak Forums in countries where youth voices are curbed, not encouraged and silent, and creating projects around their problems is what imperative to the Youth Speak movement.
For AIESEC in Pune Thinking global is not enough, if we aren’t acting locally. Currently, there is no visibility of the Youth Speak movement in the city. Nonetheless, we are lucky to be an aware, youth-led city and have various organisations and events that we can partner with to deliver the movement. Way forward for Pune is to partner with external events such as PuneMUN, Speak, Pune Poetry Slam and so on, that particularly have the same vision as us. Also, by encouraging Youth Speak elements at weekly EwA events like IEFs, is another avenue which we can tap in 2017.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire Part 2: LC Perspective 1. “Vision is the art of seeing what is invisible to others.� Keeping the above in mind, what is your theme for AIESEC in Pune for the year 201 7? How does this carry forward from 2016 along with defining our step towards 2020? Story begins with a little boy stumbling around in a big school at 6 years old. I had no clue who I was, who I was going to be, and who will guide me. The school I studied in, Ekalavya, taught me how to answer those question in the next 11 years of my life.
They repeatedly drove down three statements in us: one, discover yourself, two, be your own light and three, make your own path. They taught me that I will create myself one day, I will be my own guide and I will create my own path. When I am at a point in my life where I need words to stand by upon, I think of these statements. Now 15 years later, these are the words I stand by yet again. AIESEC in Pune, we have a long way to go. The men before me, have had their own words to stand by with, but now they rest on an online platform, forgotten and unused. We have a legacy of over 20 years of men who have dreamt AIESEC in Pune to be great. So, I am not here to dream any different. My goal is to make AIESEC in Pune great again. I envision AIESEC in Pune and its membership body, to realise their untapped potential, create their disruptive impulse to grow, and forge a path to their best self. I will not only be the motivation behind this unparalleled growth, I will myself grow with the local committee, with every member, team leader, and each portfolio with me. I will forge the path and create the best version of the local committee My vision may seem vague but understand, my dream is the same as the men before me. My dream is to not to let my vision be lost in the million application AIESEC receives every year.
This is my vision and this what I stand for.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 2. What do you think are the main priorities for AIESEC in Pune for the year 201 7 as continuity from 2016? Explain broadly what your Focus Areas and consequent Strategies / Action Steps will be for the same. Priority
Focus Area
Action Steps
•
International Relations R Transition
•
•
•
IR Maintenance
• •
IR Referral System
•
VP to VP & LCP to LCP PoC transition of IR partners in December Expectations, and target setting with VPs and LCPs Elect for new peak and summer peak IR engagement and delivery during winter peak
Using LC merchandise in winter peak for summer branding Sending EP impact stories to the IR partner Creating LC2LC partnerships with portfolio IR partners
Building new IRs for summer through referrals from current IRs
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire Priority
Focus Area
Membership Culture
Action Steps
•
Mentorship Transition
• •
Weekly OC roles
• •
Frequent LC Days
• •
Finance Stability
•
EB Task Force for Investment Advisory • •
•
Finance Managers
• •
Training of new EB for efficient mentorship Introduction of new mentors in Q1 local forums to new and senior members Encouraging EB-GB interaction through mentorship spaces post each recruitment Creation of weekly events’ OC roles for high engagement of new members Encouraging different levels of the LC to take part in OCs to create MB-GB interaction Creating EP Engagement LC Days and creating a team of members responsible for planning it Delivering LC Days with operational, LC or organisational knowledge
Creating two task forces: one with alumni and one with the BO departments for variant opinions on investment Investment training for EB task force by externals Finance training to all BO departments
Creating one finance manager per exchange portfolio as a dual job role Training in finance protocols and legalities Training them in delivering monthly reviews on inflow and outflow as per portfolio in department meetings
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 3. “Culture eats strategy for breakfast, operational excellence for lunch and everything else for dinner.” Define Culture in a creative way you feel fit. Critically analyse the Culture of 2016. What are the elements you would and would not like to take forward from the year? What are the key elements you want in the culture of 201 7, and how will you make that happen? Culture is not just about how friendly the levels are, culture is beliefs, thought processes, and attitudes of each member of the local committee. It reflects the president, the vice presidents, their ideologies and values. It reflects all leaders. It is the culture which decides the way members interact with the stakeholders and how an LC functions. Culture is how we sit in the office, the way we interact in a meeting, how we laugh when we are outside, and how members respond to organisational goals and strategies, and its implementation. Frankly, AIESEC in Pune has failed year by year to create an independent culture, one that continues leadership after leadership. In 2016, while the elements of a supportive, open and engaging environment were there, what we know as culture of performance and achievement was missing. Members mistook their regular activities for achievements, and did not set disruptive targets or made adventurous plans for themselves. It drove down from the highest leaders, who were micro-level managers, and did not feel free to set high tasks for their members. The other side of the coin was that the culture that was created was very nurturing, open to conversation, and healthy. Interaction between all levels was maintained, and healthy relationships were formed. I would like to carry these elements forward to 2017.
2016
Elements I would not like to take forward is the culture of non-performance, and lack of achievement. The kind of culture I would like in 2017 is called the Baseball Culture. This could be the best type of organizational culture from a members’s stand point. Here, it’s all about the members. As long as they are happy, comfortable and feel respected, the work will get done and the members will be retained. Google is a good example of a baseball team culture, the employees get to pretty much do what they want, soup up their offices with whatever makes them feel creative – and it’s on the company dime. Company outings are a regular thing, social events within the office and incentives are a big component of this type of culture. Sounds good, right?
201 7
I wish to inculcate a version of this culture with the following elements: co-creation of all strategies and goals, accountability to these goals, competitive spirit internally and externally, and most importantly, a nurturing support to perform and achieve. I wish to achieve this through, adding gamification of operations and co-creation spaces, additional to our usual methods to achieve a healthy culture.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 4. What is your understanding of the role of an Executive Board, Management Body and General Body in a Local Committee? Analyse each body of 2016 in our LC and convey how you would want it in 201 7. In the regular sense, the Executive Board are senior-level executives, or those positions that hold the most responsibility in the LC, which includes the Local Committee President, and the portfolio Vice Presidents. They responsible for setting the overall direction of the LC and making sure that major organisational objectives are achieved. In 2016, the EB was a melting pot of cultures, opinions, ideologies and ways of working. Although they lacked a common goal and direction, each individual was a perfect fit as a portfolio strategist. Management Body serves as a liaison between the strategic heads and the rest of the local committee. They are responsible for implementation of the strategies, managing of members, and heading certain projects within the portfolio. In the first two quarters, team solidarity and culture was missing, but it picked up in the present quarter. MB currently stands as a strong team of variant individuals who work with great synchronisation. Culture of performance still is amiss, as their contribution to overall operations is low. General Body works upon implementing assigned tasks and ensuring the quality and quantity of customer experiences they are responsible for. In 2016’s first two quarters, GB remained absent in terms of operational contribution and in LC contribution, due to failed recruitments. GB team culture and contribution has picked in the present quarter, with members performing equal or more than management bodies of the year.
2017
One united whole
Pyramid of Eb-MB-GB hierarchy Visually, our division is a pyramid with the biggest membership in the end, and the smallest membership on the top. My understanding is, leadership will not be created as a value in everyone until the pyramid is broken down and integrated together, and every member has a voice in how the LC moves forward. Co-creation as a virtue and culture trait is important hence, because it gives every member of the LC an equal voice in the co-creation of the organisational direction and goals. It increases accountability to department goals, LC goals and personal goals, as well.
That is how I want EB, MB and GB in 201 7, one unit.
Applicant, President 201 7 AIESEC in Pune India
General Questionnaire 5. As a Full Member of AIESEC India, what contribution would you like to bring as AIESEC in Pune to the International and National Association? Explain one thing you want AIESEC in Pune to be recognised for at the International Congress 201 7. In the year of 2017, I believe there are two ways of evaluating the impact of AIESEC in Pune: one, on the global level and two, on the local level. Best way to achieve both in one year is by thinking and aiming globally, while acting locally. Focusing on global impact, AIESEC in Pune needs to create a brand of the city of Pune across the globe in 2017. Whether it be for the experience we deliver, or the quality of EPs we provide. To becoming the number one choice partner for IR for quality, efficiency and value delivery in India. To never have to explain to an international city where our city is. 2017 should be the year where this revolution happens. On both National and International level, I wish to contribute by becoming a good case practices in 100% customer flow implementation, and using new age customer experience strategies that create a highly customer centric organisation. It would be an honour to have our strategies being implemented in other LCs in India, and around the world. This is what I want AIESEC in Pune to be recognised for at the International Congress 2017. By achieving this feat, we would take a huge step towards building the Puneri brand across the globe.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 1. What stage of evolution do you think each of our products stand on? Evolution of market today is characterised by disruptive change. To achieve disruptive growth, we must continually evolve our products to be accessible, and to be relevant to our market. My model of evolution can be explained with a simple analogy: Treat our LC like a country. This country X has 4 businesses that contribute to its economy. Each individual business is one product in our LC: GTo, GCs, GCo, GTs. While we can agree that all products or businesses may not evolve to achieve the same growth, but in order for the economy to grow, all the businesses need to evolve in their own reality. For example, one product may evolve from level 1 to level 3 at the same time one product evolves from level 3 to level 4, but growth of each lead to growth of the LC.
I believe evolution is the mixture of three elements: build, borrow and buy.
Build, simply is the organic growth and innovation in the product, borrow is the external partnerships we create to add value to the product, and buy, refers to the resources we acquire to push greater growth. Often, products focus on just the ‘Build’ stage, and try to achieve great targets with just one mode of growth. I propose using all three for evolving all four products. The current status of our products according to my model of evolution is: GTo: Build GCs: Borrow GCo: Build GTs: Build Best example for this is, Apple initially was focused on their building, but they are a beacon at breaking from old habits. They loved their products; they were very proud of their internal innovation. Over a few years they were able to develop borrow and buy skills by creating a very active ecosystem of external partners and making a few focused acquisitions on areas of technology that they didn’t handle well.
Hence, I want to evolve the four products in their own realities through the growth paths they’re lacking.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire a. What is your goal (exchanges and NPS) for all our products? Product
Number of Exchanges
NPS
GCs
120 realisations
70
GTo
70 realisations
20
GCo
40 realisations
25
GTs
15 realisations
80
b. What is the impact you want that to create through those experiences and what is the relevance of the same in the External Market of Pune? Through all the experiences, I have one goal for measuring impact:
To create a brand of the city of Pune across the globe: Whether it be for the experience we deliver, or the quality of EPs we provide. To be the number one choice partner for IR for quality, efficiency and value delivery in India. To let our city’s name speak for itself. Regarding the question of relevance in the market of Pune, I have one goal for measuring relevance in the city:
To be the number one exchange provider in the city: Whether it be for the experience we deliver to our city’s stakeholders, or the quality of EPs we recruit. To be the number one choice partner for exchange for quality, efficiency and value delivery in Pune. To let AIESEC’s name speak for itself.
c. Analyze the complete Customer Flow for the Products and what Constraints we are facing, mention your Front Office and Back Office Strategies for every phase of the Customer Flow for the Products. Customer flow is an incredible journey mapper for each stakeholder that we have in AIESEC. While we are miles away from 100 percent customer flow implementation in the LC, it does not seem impossible to work upon the problems we are facing and smoothen the process so as to make it customer centric, uniform and creates higher number of promoters. In order to achieve 100% customer flow implementation, we need to revolve all our operations, and processes around it. No step of the process should be undervalued, as each of them are responsible for the creation of a beautiful AIESEC experience. Just think, if you were the customer, would you want something you deserve being taken away from you?
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire
Incoming Global Talent
-
- Inability in attracting the right target customers
- Inability in conveying the appropriate value propositions for Global Talent program
- Inability in full- SnS implementation
- Poor experiences have led to less advocates.
Constraints Front/Back office strategies -
-
Incoming Global Citizen
-
-
-
- Market Research - ER for event partnerships and online marketing for better quality Hubspot leads as well as branding - Referrals
- Inability in attracting the right target customers who can invest in EPs - Lack of clarity in product and project information
- ER for product packaging - Branding of the program in a better manner
- Lack of product packaging
- CX , ER and Finance for ensuring all SnS are met along with iGT.
-
- Inability in full SnS implementation
- CX for feedback processes and appreciation letters.
- Not enough number of promoters to create a brand.
Constraints front/Back office strategies
- ER & GTo for MDPs- and CSR projects sales - GTo for education industry capitalisation - Utilisation of referrals through ER & GTo
- ER for product packaging - Branding of the program in a better manner
- for - CX , ER and Finance ensuring all SnS are met along with iGT.
Applicant, President 201 7 AIESEC in Pune India
- ER for showcasing EP stories through PR and social media
Specific Questionnaire
Outgoing Global Citizen -
- Low quality of content and low reach on online marketing - Lack of on-ground presence in colleges
- Less diversity in projects and countries for immediate matching
- Low EP engagement - Lack of preparation and follow ups
- No contact post completion
Constraints FRONT/Back office strategies
-
-
Outgoing Global Talent
- ER for appropriate online content, EP experience showcasing, and onground events and strategies - Weekly IEFs
-
-
-
- the - Inability in attracting right target customers
- on - CX for working IRs together that are according to local demand
- Lack of any promotional material or product packaging - Less diversity in opportunities- and countries for immediate matching
- CX for OPS, and follow up - CX for feedback processes emails and appreciation letters. - TM for preintegration - TM for reintegration.
- Low EP engagement - Lack of preparation and follow ups
- No contact post completion
Constraints Front/Back office strategies
- ER for event partnerships and online marketing for better quality Hubspot leads as well as branding
- ER for product packaging- CX for working on IRs together that are according to local demand
- CX for OPS, and follow up - CX for feedback processes and appreciation letters. emails
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 2. On the basis of your above Exchanges Goals and the Strategies, describe the 3 key main Projects that you would like to take up as a priority in the year 201 7 and why. (Mention the timeline, front office/back office action steps and strategies) AIESEC in Pune’s Projects for 2017
Why?
Project Force Creating the force to achieve
What & When?
The pillar of any organisation is their workforce, hence, I wish to focus on increasing the talent capacity and quality of recruitment, the logistical and knowledge resources we provide, and how we reward their performance in driving the LC forward.
Membership Recruitment December, April, August
Membership Resources January, May
Membership RnR Every quarter with monthly results
How? - Synergy between ER, Finance and TM to increase scale of recruitments, revamp the process, as well as the screening criterion. (Refer to TM answer) - Synergy between GCs and TM in order to use their target colleges for recruitment to allow greater market penetration. - Understanding the current requirements per exchange department for logistical resources. - Synergy between ER & Finance to acquire them. - Synergy between exchange heads, TM, & ER to create a knowledge base for the force. - Synergy between exchange heads, finance and ER to create, track and execute the scale of the RnR.
“To win in the marketplace, you must first win in the workplace.” – Doug Conant, CEO
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire AIESEC in Pune’s Projects for 2017
Why?
Project Phoenix
What & When?
In order for the LC to grow as whole, iGV is the driving fire behind creating market relevance, increasing realisations, and building a brand for the city abroad.
Bringing back the fire & glory
Why?
Project Engage Bringing AIESEC to every stakeholder
In order for AIESEC to be relevant to every stakeholder in the city, having weekly and quarterly events for engagement of incoming & outgoing EPs, external students, members, parents and even TNs is extremely crucial. This project aims to engage & develop all our stakeholders.
How?
iGV Growth through CSR Innovation January for Summer, June for Winter
- Synergy between GTo, GCo & ER to offer the product basket of CSR. - Connecting present iGV TNs to present and upcoming GTo & ER clients.
Local Volunteer Along with EP recruitments of oGV
- oGV & TM in the recruitment of LV participants. - iGV in the placement of the LV participants to partner TNs and projects.
iGV MDPs with GTo Throughout the year
- Synergy between GTo, GCo & ER to offer the product basket of GT and GV EPs. - Bringing back focus to education TNs (schools, colleges, institutes) for executing the same.
What & When?
How?
AIESEC Village Every Quarter
- Synergy with all exchange departments to invite their stakeholders for one event for celebration of exchange. - ER, Finance to majorly lead in the planning, partnership creation (venue, food, logistics), and delivery of the event.
Weekly EwA IEFs
- To continue the cycle of IEFs throughout the year for engagement with the student market, if not for GV recruitment.
“The customer’s perception is your reality.” – Kate Zabriskie
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 3. Describe your Events plan for the year. Provide details and emphasis on how 201 7 will be for events. Evaluating the past delivery and returns from events, we can observe a pattern that is a result of market mindset, of students or corporates. Mega events tend to require heavy investment of TM, finance and ER resources- with usually little or no returns. Small events, with little investment but engaging content, often leads to greater returns, as well as adds a personal touch to the attendees. Best example, is to compare a large Youth Speak Forum in a college, to a weekly IEF. An IEF already has filtered crowd, with little investment and high returns. On the other hand, a large YSF, has individuals who may or may not be sales qualified leads, is only for branding purposes, and may not give any returns.
In 201 7, events would have one aim: To ENGAGE. There would be two form of events: Quarterly Stakeholder Events called AIESEC Villages An event that invites incoming EPs (GV & GT alike), outgoing EPs (ranging from new raises to EPs who are back from their experience) to engage in a get together and celebrate AIESEC and exchange. It could be organised as an EP Dinner, a potluck, a Global Village or even combined with an LC forum. It would engage current membership, associate membership, parents and even TNs.
Weekly IEF Structure
Continuing the present IEF structure and evolving it continuously as the market changes, would ensure maximum outreach to the youth of city, and maximum awareness generated of our LV & GV programs, as well as of AIESEC. It also could be utilised during the GB recruitment period.
Both of these systems requires lesser investment, and work towards engagement of stakeholders, in a more wholesome manner. 2017 will focus on smaller events, with greater impact.
4. For the past 2 years, both our expansions have seen negligible growth. Despite the time and strategies, neither of the expansions are set to be independent. What are your views on this? Mention a detailed plan about the Goals, Structure, Communication Channels, year calendar and any initiatives to ensure the development of AIESEC in Nagpur and Goa to break this trend and grow. As a leader, I believe in one simple formula: The secret to growth is helping others grow.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire I understand there has been negligible growth from the expansions, but their contribution cannot be ignored, as their potential lies untapped due to hurdles we’ve created for ourselves. The clear picture lies below, upon analysing their performance from the past 2 years:
Stop
- Lack of common goals & targets for the year - Lack of a dedicated team at expansions - Lack of communication between Pune EB & expansion teams
Start
- Expectation settings with Pune EB & Nagpur LB before starting of term - Base creation from January itself, despite the present timelines - Creation of an efficient tracking mechanism - Feeling of co-creation and responsibility towards common goals - Investment into quarterly training - Investment into hosting portfolio work days for expansions in Pune
Continue
- Investment - Financial independence of Nagpur - Engagement of MB & GB of expansions and Pune - Support towards their decisions & plans
Other than innovations that are mentioned above, the following is the outline of the plan to ensure the development of AIESEC in Nagpur and Goa to break this trend and grow:
Structure One vice-president per portfolio handling expansions; with one TL team facilitating the same under him/her.
Communication channel
- Quarterly training expansion trips - Seamless virtual communication over follow up calls once a fortnight - One tracking mechanism for all portfolios per expansion - Having VP-VP PoCs and TL-TL PoCs
Calendar
Goal To co-create 245 exchanges together.
- Co-creation meetings of the Pune EB & expansion team post NLS and post JNC - End of quarter training trips to brush up operational knowledge for the next quarter & review the past quarter - Portfolio work days hosted by Pune post NLS and post JNC for expansion teams
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 5. “Your brand is the single most important investment you can make in your business.” Keeping the above mind, review the years 2015, and 2016 for its Marketing and mention how you see Marketing as a function evolving for the year 201 7. What would be the top priorities and projects, if any? Reviewing the years of 2015 and 2016:
Stop
- Disassociation of external relations and marketing as both of them have one common goal - Limiting our avenues based on previous experiences
Start
- Investment in training modules on digital marketing and public relations for VPs & TLs - Providing marketing responsibilities for each portfolio - Utilisation of value added partnerships for market relevance, not just creation - Utilisation of the BoA in training in B2B marketing - Increased synergy between other BO & FO departments
Continue
- EP experience showcasing for all departments - Investment into social media channels - On-ground events at regular intervals
Marketing, in my perspective, is a broad term covering external relations, guerrilla strategies, social media marketing, on-ground events and public relations. Marketing also, is a forever evolving field that grows every minute of the day, as per the customer’s mindset and needs. In 2017, I would work on integrating marketing rather than disassociating its parts, so as to allow a freestyle, situation based, experimental form of marketing that allows the function to evolve freely and not restrict itself on the basis of channels or avenues. Each portfolio, requires different avenues and channels, and diluting the function’s role, restricts us as an LC to grow in the function at the pace of the current market. The projects I wish to focus upon in 2017 are:
Hubspot utilisation: Education, improving conversion and tracking of leads traffic for all portfolios
On-ground presence: Delivering & partnering with relevant events, constant presence through guerrilla & branding strategies, and building a name on the ground
International presence: Branding the city along with its EPs and opportunities, creating a uniform brand for the city through all promotional material, and bringing Pune back on the map
Like I mentioned before, the way I evaluate impact is through two markers: Creation of a brand of the city of Pune across the globe, and being the number one exchange provider in the city. That’s what Marketing would create in the year of 2017.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 6. University Relations is a much discussed topic in AIESEC, but nothing has been done about it in Pune. What do you feel is the importance of URs and how do you feel it can help AIESEC in Pune? Present your plan and timeline to enter into Universities this year, and your outcome for the same. Upon analysing our past work in University Relations (UR), I believe there are three misconceptions that need to be debunked regarding the concept: One, we tend to generalise all the universities, their realities and what they require out of AIESEC. We assume every college can be approached in the same manner, and can have the same marketing plans, as FLAME University or ISM Dhanbad. Two, we assume that a University Relation is equal to a partnership set in paper. No other innovations can be brought in. Three, we try to approach all UR targets through the top to bottom model, by approaching the heads and then reaching the students. While there maybe other ways, we believe this is the most efficient manner. Hence, yes, University Relations is a great value addition to the LC, but the way we viewed it in 2014 to 2016, has not evolved despite our constant tries with no returns. UR needs to evolve, and our approaches alongside, in order to achieve best results. My plan for UR is the following:
Plan
Timeline
1. Research & analysis of the university market, dividing them into 4 spheres: one, with high population and high university approval, two, with high population and low university approval, three, low population and high university approval and four, low population and low approval. Figuring out the following UR strategies for each type: UR partnership for one, SU for the both one and two, CA & IEF promotion for the latter two respectively.
- November, the list should be reviewed and ready. December, the team should be ready to enter summer in full force. - UR status should be reviewed in the beginning of Q3.
2. SU recruitment, and CA recruitment: Specialised Units and Campus - December, team recruitment & training. Ambassador Programme would be my choice of weapons for approaching UR. - January, promotions and marketing of internal and external Bottom to up principle, reaching the students, doing exchange in the college, and IEFs begin, along with the RnR for the teams. at the year, providing a report on their students’ experiences to the authorities. - Review of the performance post realisation peak. 3. SUP/VP & CA Summits: Summits for the executive members of the SU, along with CAs of the city with the aim of co-creation and co-delivery of summer and - Summits at the end of each quarter for review and winter peaks. planning. 4. Impact reports of EP and TMP/TLP experiences: Creating the impact report of all cumulative experiences from the college, with statistics and articles - Submission of reports post each realisation peak. by members and EPs from the college. Providing it to the authorities as a part of the UR partnership proposal.
Outcome By using the bottom to up principle of UR, we are engaging and developing the maximum youth in maximum colleges, by providing powerful TMP, TLP as well as GV experiences to our university student market University relations is not created in a month, or in a year. It's a series of CRM activities with the authorities, resulting in a final partnership. 2017 will be the year to create university bases, to create a strong pipeline for 2020 to come.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 7. According to the National Direction, the concept of VP BD was not taken up in the year 2016. Review the Pros and Cons for the same and describe the plan and priorities (with clear output) of Business Development in 201 7. Pros
Cons
- In 2016, BD was integrated into the exchange portfolios, so the result was that events, and partnerships were more relevant to their requirements and needs. - Focus was diverted back upon the concrete processes of exchange and sales.
Outline of my plans & priorities for 2017:
- Sales culture of the LC declined. - No external income generated, other than exchange income. - No external brand relevance of AIESEC, as most portfolio events aimed at branding of the product. - Decline in the number of value added partnerships. - Integration into exchange portfolios, also led to added pressure on the heads to shift focus constantly between exchange processes and external relations. - Added financial pressure upon core products to bring in cash inflow for sustainability. - Dissociation between marketing & BD, led to the dilution of job role in marketing.
- Introducing VP External Relations, which handles all avenues of marketing and business development - Creating a rigorous training and transition agenda for the VP Select, with help from the current EB, alumni network, as well as local BoA - Portfolio consultancy days for the VP Select to sit with current and select portfolio heads for transition and planning - Integrating marketing plans and business development plans that compliment each other and have common measures of success - Investment into online or local courses and training modules/sessions - Increased synergy with all departments - Skilled membership allocation to the VP Select for efficient delegation of work To summarise, ER will be a driving force in 2017 behind exchange, the end responsible for creating the maximum impact in the city. Individual plans for ER will be a co-creation of exchange requirements, not the decision of an independent individual.
8. “A satisfied customer is the best business strategy of all.” Comment on the importance of Customer Centricity. Analyse Customer Delivery of AIESEC in Pune for the year 2016. Describe your steps for each of our Customer’s (All programs) top detractor issues, along with providing a detailed plan for Customer Experience in 201 7. Our market today runs on a digital world, is always online, and hyperconnected, and lastly, is increasingly transparent. One detractor can make or break hundreds of potential customers, and thus, right now, the balance of power falls upon your own customer. Customers want intimacy through services, personalisation of products, whenever they wish to. Not being a customer centric organisation will place us in a position where we grow stagnant, as we are unable to meet the demands of the changing youth.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire
Operational excellence through SnS
CUSTOMER INTIMACY
Today, we have a structured customer flow, with standard operating processes in place. We know what to do. But are we doing justice to it? Today, we know exceptional ways beyond regular operations to make our customers feel great. But are we doing them? For me, customer centricity is when we meet operational excellence with customer intimacy. When we follow the standards and satisfy our customers operationally, but still go one mile ahead to make them know they’re not just a customer- they’re an AIESECer, and they deserve it. To make them connect with us on a human, personal level, with above adequate customer experience management.
That’s what is customer centricity for me.
CUSTOMER CENTRICITY Analysing our customer centricity in 2016, our biggest misunderstanding was that customer centricity is, one, only for exchange participants, and two, it’s equal to quality value delivery. We worked tirelessly to improve our operational standards, engaging with EPs, creating a seamless value delivery process. At the end of the year, we can say that yes, our standards are being met and the value delivery process is in place qualitatively. Nonetheless, we cannot say we have been customer centric or have achieved customer intimacy. We have failed to provide CX management to other stakeholders, including TNs, partner universities, and parents. We have lost the focus on providing a better process to our stakeholders in other phases, especially consideration and brand advocacy. Customer centricity is the result of operational excellence, and small gestures that make our stakeholders hold a personal connect with us. The latter has not been focused upon in 2016.
Customer experience begins before attraction and never ends. Customer experience is for your experience too. How we can make our LC customer centric, and provide the best experience to all of our stakeholders is mentioned below: • • • • •
Inbound strategies for recruitment, and allowing them to work for a trial phase before final recruitment Providing mentorship programme at an early stage so adjustment and expectations become agile. Allocation based on interests, with personalised letters of selection given with reasons on why they are allocated to their respective department. Termination, and rejection (recruitment, OC, MB) emails to state the reason, what they can improve upon, and how they can re-apply, in some cases. Execution & delivery of a structured LC Calendar for membership engagement.
Applicant, President 201 7 AIESEC in Pune India
Membership
Specific Questionnaire • • • • •
• • • •
• • • • •
• • • • • • •
• • • • • •
- Aligning IPS & OPS of partner LCs. - Expectation setting through a common contract between TN, AIESEC and EP regarding what is each stakeholder’s role and responsibility. Hence, creating accountability before they arrive. - Meeting with the TN and EP when EP arrives, so as to allow the EP & TN adjust smoothly, and enter into the AIESEC experience with the right frame of mind. - Integrating EPs into LC events, and vica versa, integrating membership into their events, so as to allow comfortable communication. - Monthly/weekly emails with feedback & review for CRM, as well as appreciating their contribution and impact EP showcasing as the mode of marketing with content equal to what we offer Partnering with LCs that have assured quality in the past, and then aligning IPS & OPS with them, and creating cultural preparation booklets for these LCs LC + incoming EPs engagement & membership integration before they realise Weekly emails with feedback & review for CRM, as well as appreciating their contribution and impact
Incoming EPs
Outgoing EPs
Appreciation letters and emails for every realisation Feedback & review every quarter Invitation to AIESEC Villages. Appreciation and awarding at Stakeholder’s Dinner Providing subsidies for regular clients
TNs
Appreciation letters and emails for each peak Feedback & review for every peak Invitation to IEFs and AIESEC Villages Monthly summary reports Appreciation and awarding at Stakeholder’s Dinner Online appreciation of college’s support Impact reports!
Partner URs
Sharing copies of appointment and acceptance letters Feedback & review for parent engagement Invitation to IEFs, LC forums and AIESEC Villages Quarterly growth report for members ‘and week-by-week emails for EPs’ parents Appreciation and awarding at Stakeholder’s Dinner Utilisation for training and LnD
Applicant, President 201 7 AIESEC in Pune India
Parents
Specific Questionnaire Customer experience is creating, tracking, and ensuring a beautiful AIESEC experience to each of our stakeholders. Every year, we delve into the possibility of becoming customer centric and customer experience management. Every year we limit it to value delivery and our EPs. I want to break this cycle, and create an end responsible for creating, tracking and ensuring customer experience management. I would like to have a VP CX, who is the end responsible for all the strategic implementation of CX strategies in this answer. This is my execution plan for customer centricity. VP CX will be responsible for safeguarding customer flow implementation, SnS & team minimums implementation, and creating strategies and handling execution of manners through which our customers can feel closer to AIESEC and its values.
9. What is the importance of the Board of Advisors in the context of 201 7 and what are the ways AIESEC in Pune will capitalise much more in the year 201 7? Up till now, the main ways through which we have capitalised upon our local Board of Advisors, is through either monetary funds for events and conferences, or to directly contribute to our exchange. While this may have worked in the past, i believe these ways do not fall under the highest utilisation of the advisors. In the context of 2017, I do not wish to continue asking for monetary funds, but rather invest into providing resources to AIESEC in Pune’s biggest resource, its membership.The ‘why’ to my choice of request is the belief that our achievement can only be unlocked as long as the force behind it has the right weapons to perform. Currently we face stagnancy in membership contribution and performance, not due to our support in facilitating that, but only due to the lack of knowledge and logistical resources they have access to. BOA is at the position to invest in exchange logistics (computers, office supplies, other electronic equipments which are used in the LC every day), specific knowledge (online and institute courses as well as professional training by their colleagues) and rewards for contributing members (creating a fund for each member, reward items and experiences). Earlier, you could understand how the Project Force would help in the growth of the local committee in 2017. With BOA’s help, this project wouldn't be lost in the old pages of a manifesto, but rather be executed and lead to exceptional growth.
“My men are my money.” ― Amit Kalantri
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 10. Talent Management a. Describe how Talent Management will look like in the year 2020. What are the steps to be taken in 201 7 for AIESEC in Pune to reach there? When I close my eyes to envision the year 2020, I see Talent Management as being a very integral part of the operations. I visualise their role in acquiring high talent that can be proved to be cultural fits, driving down the culture, efficient tracking and rewarding of the talent and lastly building AIESEC in Pune, one brick at a time. I visualise our culture mirroring how we connect on our social media life, by the proud feeling of co-creation and faster innovations. When we have the whole world to choose from, why restrict ourselves to our own innovation? To co create research and development, and create a learning space between all levels of the LC. Talent Management in 2020 would not speak of just synergy, training and transition, and membership engagement, it would speak of every member's right and contribution in co creation of AIESEC in Pune. The following steps are imperative towards building a talent pool which is collaborative and co creative in 2017: •
• •
•
Firstly, to have an end responsible for Talent Management in executive body. Reason, our talent deserves a major focus in my plans and will require a trained and focused individual that cannot be achieved through integrating Talent Management with Operational Heads. This individual main responsibility is to think of talent first, and then plan alongside our own organisational and operational goals. The aim is to never let the voice of the workforce die down in the chaos of operations. Inbound strategies and referral programs to attract best talent pool in the city. Creating a recruitment task force, to attract talent for 6 weeks as well as permanent job roles. Utilising the IEF program for recruitment. Allowing new talent to have a different set of tasks, designed as per their capability in their first four weeks of being in the organisation. Allowing maximum interaction with talent management, mentors, senior members and Operational Heads to minimise hierarchical concepts, but still showcasing their experience and contribution to AIESEC.
•
•
•
•
Facilitating and encouraging co creation spaces at local forums for members, alumni and parents, so as to allow highest degree of innovation and process efficiency. Eradicating the old practises of engagement of parents and alumni, rather come up with spaces that allow them to provide training expertise, and spaces to help AIESEC get better. Treating these stakeholders as primary concerns, and keeping them in loop regarding individual performance and LC performance. Co creating a list of engagement and operational tasks directly with the members and providing points for every task completed. This ensures accountability to their own tasks, and provide us a base on which members can be recognised and be rewarded. Encouraging rotational shifts between departments and leadership roles every quarter so as to allow higher knowledge acquisition in senior members, thus creating a better leadership pipeline.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire b. Analyse both the Recruitment Models this year. How will you ensure we attract the Best Talent in the city and retain and develop them? What innovations do you propose in the existing Recruitment Model and processes to make them more effective for next year? Cons
Pros
- Delivering a training seminar before the screening process. - Low number of rejections post screening. - Delivering consecutive seminars for engaging more potential members. - Filtering of leads was done at the LTS & PI level automatically.
- Does not utilise or bring value to GCs during attraction phase. - No feedback mechanism for externals who attend LTS or PIs - Screening processes weren’t designed in a manner to ensure efficient allocation and best talent acquisition to departments - Model depended upon on-ground events and promotions, with usage of digital ecosystems minimal - Model didn’t have organised timelines and did not correspond to EP recruitment timelines, restricting EP pre-integration in the LC.
So, how does this improve in 201 7? How can we possibly ensure we attract the best talent in the city and retain and develop them? Debunking a possible myth, there is no such thing as best talent. We recruit from colleges, who may or may not have worked in external organisations before, so most of their talent remains untapped and raw. Best talent, for me, is anybody and everybody who can make the time to grow themselves in this organisation. Optimism, desire to develop themselves, inclination to social impact, self-driven, highly motivated, culture fits- these all are traits to search for. How to attract them? Let them be inbound, and come to us instead.
How? The recruitment would be of two types: 6 weeks training periods in AIESEC, and permanent recruitment. Permanent recruitment can be through referrals, inbound marketing leads, and target college sales. 6 weeks training periods will be provided as an option through local IEFs, college seminars, desks and on-ground/online promotions. It will be in synergy with GCs’ raising cycle, as an option to raised as well as potential EPs. These members will be inducted into AIESEC for 6 weeks to work in a department of mutual choice, where they are given tasks and activities created by their operational head. Their performance will be evaluated by the end of 6 weeks, and will be provided certification, permanent membership, iXP subsidy or regular RnR for exceptional work. This can solve the problem of summer talent deficiency in LC, and can engage higher number of youth in Pune. Permanent recruitment continues, as the current model is efficient enough, as long as the cons get eradicated or turn into pros.
For engagement and retention: Answered in answer 10(a).
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire c. What can you do to align TM Projects and Organisational Strategies? Mention your top priorities for Talent Management in 201 7? Recruitment of talent isn't the only way TM can directly benefit organisational strategies and operations excellence. Aligning TM projects to operations strategies can make the portfolio of Talent Management more relevant to our end goal of exchange. The way to align these projects is to keep one goal in mind increasing exchange as well as increasing experience.
The three projects I have in mind for Talent Management in 2017 are: Local Volunteer • •
Recruitment of local volunteers for outsourcing EP buddy system and reducing logistical pressure on current members. Reintegration of these LV participants and their engagement and retention.
Integrated experiences • • •
Pre-integration of EPs during EP recruitment cycle for membership Tracking of iXP Checklist & ensuring exact refund to iXPs Promotion in synergy with oGV
Pilot 6 weeks Leadership Program • • •
Recruitment and allocation of members taking up the program Creation of short-term JDs and checklist for these participant along with operation heads Reintegration and RnR for short term membership
Organisational strategies and talent management projects cannot be viewed in isolation, as they are two sides of the same coin, people and processes.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire d. “AIESEC is a storehouse of information. Every year it produces tons of useful and important data, however, it gets lost during transitions and everything starts from scratch every year.” How do you plan to evolve internal communication systems and data management systems into the LC? There are two internal communication system where majority of data is lost: One, EB to EB data transition and two, MB to MB data transition. Keeping this in mind, i believe there are three types of transitions:
Knowledge transition
Customer transition
Operational transition
All three are required in AIESEC when there is a leadership body shift. Best way to evolve transition system is to ensure quarterly (for EB) and monthly (for MB) review reports are created and saved securely in one transition drive. These review reports will cover operational summary, membership/TL contribution summary, progress report on clients as well as suggestions to our next leadership body. These would prove helpful for knowledge, talent as well operational transitions. Nonetheless knowledge and client transitions has to be done on ground, despite the drive being there or not. Another aspect of data management is the lack of a local knowledge hub online for new and senior members to have access to. Creation of a local knowledge hub would prove to be a key resource for membership, and help in data management within the LC. It would make available: • Local and national conferences output • Updated compendium & XPP • Quarterly review reports • Sample MoUs, contracts, NOCs and proposals • Brochures and information booklets for all products for clients • Presentations and videos for AI Resources, customer flow, LDM, products information, AIESEC 2020, SnS and SDGs • Presentations and videos for EP Leads, IPS, OPS and CPS • AIESEC in Pune 2017 roadmap to 2020 & goals • LC’s HR Policy • IR database Each and every member should ideally have access to drive and can upload resources through permission of EB. We have had knowledge base before but they have never been efficient enough to convey relevant information, therefore, the need to create one with full integrated knowledge systems is important.
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire 11. Finance and Legal: a. Define a financially sustainable LC. How do you envision AIESEC in Pune in 201 7 with respect to being financially profitable and investment-friendly? A financially sustainable AIESEC in Pune has the following attributes: - Being debt free and payment of MC dues in time - Owning a reserve account with adequate amount to suffice fixed expenses for a year - Higher RoI from exchange investments - Having fixed assets in deposits - Being able to make valuable investments throughout the year, regardless of exchange timelines - Allowing exchange portfolios to follow planned growth path, with no financial pressure to over-perform - Creating income from avenues other than exchange income In the year 2017, I visualise AIESEC in Pune to achieve independency from cycle of debt we have created for ourselves. To make ourselves financially profitable, we have finally invested our talent into external relations that provides us higher non-exchange income. Additional to non exchange income, each of our products our on right growth path to provide stable income to the local committee. Our BoA, seeing our growth path and impact, have invested in resources for our membership, who are trained and able enough to be productive to our LC. Thus, we are able to invest in our biggest resource, our membership. The LCP has created two task forces for advisory and approval of finance decisions: one, with the current and last two LCVPs Finance, and two, with VP CX, VP ER and VP F. They moderate all requests for investments, the first, through their experience in handling finance and the second being the departments that handle customer experiences and business development. The request would be put forth to task forces once expected RoI is informed by the portfolio head. He will be held accountable to the expectation. The EB Task Force has received investment training through the BoA. Through this, we can ensure AIESEC in Pune will have the profits to invest and every investment creates good RoI.
I visualise AIESEC in Pune to have disruptive growth, with no hurdles, and with no disadvantages stopping us.
External income Growth of products BoA investment
Financially profitable & investment friendly 201 7
Applicant, President 201 7 AIESEC in Pune India
Double task forces RoI accountability Investment training
Specific Questionnaire b. Analyse this portfolio of AIESEC in Pune in the year 2015, 2016? How do you plan to continue the evolution of Finance as a portfolio? Cons
Pros
• • • • • • • •
Finance TvsA was poor JNC failed Unnecessary expenses (C-form) Invested in APC Previous recon of year 2014 was paid Left the new EB with 2 quarters recon unpaid Intern house worked successfully for first 6 months Invested in new office
• • • • • •
Finance TvsA is still poor JNC was a success Still unnecessary expenses Invested in IC Previous recon of Q3 and Q4 for the year 2015 was paid Invested in Intern house
As a portfolio, finance needs to evolve into an active, transparent and accessible department. Financial reviews and reports need to be available to all members, through which they can understand what is their contribution in creating the larger whole. It needs to be active in understanding portfolio realities, and how certain investments can be healthy or unhealthy for the LC. It needs to accessible in such manner, that there are more leadership opportunities created so that more members can gain experience in the mundane task that are associated with finance. Finance training and concepts cannot be restricted from the members because they may be complex, but rather should be an active discussions in local forums. An LC which is financially aware, is financially sustainable.
c. Analyse the investments made this year and mention the major investments and their schedule, you plan to make next year while putting down a summarised budget for 201 7. (You do not need to make a fullfledged budget.) Major investments in 2016:
Intern house: Amount invested was 50,000 as deposit and 27,000 rent. Expected returns were 48,000 per month but due to low number of interns, the returns is 30,000 per month. LCP’s IC: 1,05,000. Expected returns are branding of AIESEC in Pune & exchanges based on IR. Local Congress: In February, 35,000 was invested and in September, 50,000 was invested. Expected returns from members productivity
Major Investments for 2017
Membership Resources 1 lakh through out the year
Rewards and Recognition 25 thousand every quarter
Applicant, President 201 7 AIESEC in Pune India
Specific Questionnaire d. Mention how can Finance as a portfolio provide “Strategic Direction” to the LC? What innovations can be inculcated in this portfolio in 201 7? Success is a subjective manner through which we can assess growth of a product. While we can calculate how much we have grown from past years, it is not an efficient manner to track, as when exchanges increase, the expenses increase with it. Then how can we say that we have achieved success or high growth in the product? Finance as portfolio, creates targets and goals for each product so as to ensure strategy implementation and to track success. Financial goals and targets are made keeping in mind how much income we need to be sustainable, how much expense will arise due to growth and how much investment is needed to achieve that growth. Thus keeping in mind financial targets and goals is extremely important while deciding strategic direction for exchange and the LC in general. The two innovations that I would like to bring to this portfolio are:
Two task forces for finance advisory, one alumni based and one from the current EB
Portfolio based finance managers
12. What are the 3 biggest stereotypes currently in AIESEC that infect Organisational Advancement and Growth Explosion? How do you plan to hack each one of them? The three biggest stereotypes currently in AIESEC that infect our organisational advancement and growth explosion are: • • •
We do not have the logistical or talent capacity to handle such immense growth. Because it didn’t work in the past, it won’t work now. Helping other departments grow is not one of my concerns.
Two ways: encouraging frequent rotational shifts to BO & FO, and co-creation spaces between departments.
To nurture a culture of experimentation, and remove excess baggage and negative slogans.
Applicant, President 201 7 AIESEC in Pune India
To encourage growth, and build systems of logistics and talent as we go.
Specific Questionnaire 13. On a scale of 1 to 10 (with 10 being extremely strong), rate AIESEC in Pune’s relationships with the following stakeholders. For each stakeholder, justify your ranking. State how you plan to improve each of these relationships. Stakeholder International Relations
Rating 6
8
Members
Justification
Improvement Plan
We create short term IRs, with no exact goal or target for our partnership
• •
Exchange goal settings Assisting in mutual promotion Exchanging LC merchandise for branding
We have failed in inculcating a culture of performance and achievement. There is a lack of creation from members side, with most activities driven down from leadership’s side.
•
Please refer to answer 8
•
Parents of Members
2
We haven’t created a priority of having parents as stake holders. Low number of parents forums, newsletters and utilisation has been done.
•
Please refer to answer 8
Corporate Organisations
4
We haven’t been able to drive down CRM strategies and engage them with AIESEC.
•
Please refer to answer 8
Social Sector Organisations
5
We haven’t engaged them with AIESEC and recognised their contribution to our goal
•
Please refer to answer 8
Youth of city
7
We still haven't engaged and developed, what we have the capacity to.
•
Weekly EwA events/IEFs, and college based IEFs for maximum outreach to showcase our GV, LV and membership opportunities.
Universities
6
We haven’t been able to drive down CRM strategies and engage them with AIESEC. We haven't showcased their students stories in GL and GV programs.
•
Applicant, President 201 7 AIESEC in Pune India
Please refer to answer 8
Year Plan Make an operational year calendar and give details of all your plans in the same. Include any and everything you want to take ahead for every product. Mention back-office strategies, action steps, innovations for all products as well. Global Entrepreneur Program International Relations
Onground presence through partnerships
Main Projects & INNOVATIONS Outgoing Global Talent 15 experiences
Back office strategies ER for promoting GE at events & its product packaging Quarter 4 (2016) - IR creation for the summer peak - Creating GTs branding material
Quarter 1 (2017)
Quarter 2 (2017)
- GE marketing in targeted colleges
- OPS integrated AIESEC Village Event for GE EPs for summer
Quarter 3 (2017)
Quarter 4 (2017)
- IR Creation for winter - Same as Q4 of 2016 peak & off peak - Review of all quarters - Post-internship AIESEC Village Event(s)
Applicant, President 201 7 AIESEC in Pune India
Year Plan Local Volunteer MDPs & CSR Product Basket
Goa Capitalisation
Main Projects & INNOVATIONS
Incoming Global Volunteer 40 experiences
ER & GTo for MDPs and CSR sales
Finance, TM & ER for Goa trips, recruitment and accommodation
Back office strategies oGV & TM for recruitment of LVs during IEFs
Quarter 4 (2016) - IR creation for summer peak - Meetings with old & current clients for re raising schedules and CRM
Quarter 1 (2017) - Focus on GTo MDPs for schools for summer camp projects - Focus on institutes for summer courses
Quarter 2 (2017)
Quarter 3 (2017)
- AIESEC Village Event - Goa expansions trip for raising - CSR delivery clients, host families and recruitment of associate members - Meetings with current clients for re raising and CRM
Applicant, President 201 7 AIESEC in Pune India
Quarter 4 (2017) - Same as Q4 of 2016 - Review of all quarters
Year Plan Online & onground presence University Teams Creation & Maintenance
EP Preintegration & Reintegration
Main Projects & INNOVATIONS Outgoing Global Volunteer 120 experiences
TM for recruitment of SUs and CAs and integration of EPs Quarter 4 (2016) - IEFs in schools/colleges that offer 12th grade for summer raising - Recruitment of University Teams (CAs & SUs) and their training - IR creation for summer and new peak
External Relations for EP recruitment and online/onground marketing of IEFs
Back office strategies Quarter 1 (2017) - Online and onground marketing for IEFs - EP engagement & preintegration
Quarter 2 (2017) - OPS integrated AIESEC Village Event
Quarter 3 (2017)
Quarter 4 (2017)
- Post-internship AIESEC Village Event(s) - Reintegration - Review of current CAs/SUs and recruitment if necessary - Marketing for IEFs for winter peak
- Same as Q4 of 2016 - OPS integrated AIESEC Village Event - Review of all quarters
Applicant, President 201 7 AIESEC in Pune India
Year Plan Global Entrepreneur Program
Main Projects & INNOVATIONS
CRM & CEM
Expansions
Incoming Global Talent 70 experiences
CX for CEM activities
Back office strategies
Finance for expansion trips and other investments
ER for promoting GE at events & its product packaging Quarter 4 (2016)
Quarter 1 (2017)
- Stakeholder’s dinner - Expansion trips - Meetings with old & current - Focus on iGV- MDPs with clients for reraising schools schedules and CRM
Quarter 2 (2017) - AIESEC Village Event
Quarter 3 (2017) - Goa expansions trip for raising
Applicant, President 201 7 AIESEC in Pune India
Quarter 4 (2017) - Same as Q4 of 2016 - Review of all quarters
Executive Summary
Summarise your application in a creative way. Picture, poem, song, comic strip, anything that would describe it best.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader 1. Why have you decided to run for the role of LCP of AIESEC Pune over any other opportunity in or outside AIESEC? There is a quote I live my life by: We don’t quit at halftime, you don’t score until you score Steve Stifler, American Pie: The wedding I am at that point in my life where I believe AIESEC has provided me much of its resources and learnings, but I still remain thirsty for more knowledge and experience. There is long way to go, and in my mind, it's still halftime and I haven't contributed my fullest potential to this beautiful Local Committee. I believe I haven't reached the point where I have done what I could, and seen Pune where it can be. AIESEC in Pune has created the person I am today and I am forever grateful. Like I mentioned in my Letter of Intent, it's time to give back and create AIESEC in Pune to an LC that it deserves to be. Thus, for me, role of the LCP holds more dear than any other role inside or outside AIESEC currently.
2. Define, in a creative manner, what according to you will be a successful year for AIESEC in Pune for 201 7.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader 3. ‘As the LCP of AIESEC in Pune, you will be the face of AIESEC in Pune. You must embody in yourself every aspect that you wish your Local Committee to stand for.’ Comment on this statement while focusing on your own personality traits and mention what you believe you need to embody yet? Your local committee is what you make out of it. While I agree to the first half of the statement, I do not fully agree to the second half. Embodiment of the culture traits and performance traits of the LC in myself is not enough, the current need of the LC is to evolve these traits as what will generate best results, and my leadership traits need to evolve before it. Real leadership is a continuous process that starts with a leader and is echoed in that leader’s people, not the other way around. Research has shown that the best leader's work with the people they lead, to seek their mutual maximum potential together. They co-create their success. Hence, I will not embody what I wish to see, I will create in me what I want to see, and then watch people embody it as well. I stand for one aim: empowering of all stakeholders and products to co-create success together. As a person, I am someone who believes greatness is achieved when there is an equal focus on people who achieve it and the processes behind it. I am extroverted, compassionate towards people I work with, and believe work is the result of everybody’s efforts. Thus, a membership friendly culture, and feeling of co-creation in the LC are so important to me. I am also someone who is always available for productive conversations, and compelling stories, so I will always work on-ground to engage with the members, and will encourage the EB to do the same. I am a team worker, so I wish to see AIESEC in Pune to work as one unit, rather than sub-parts of a big whole. Punctuality, and following deadlines, is something I have yet to improve. I look up to those senior members and members who embody that, and I want to embody it as well, so I can set an example and create a culture of punctuality in the LC.
4. Mention the key responsibilities of an LCP and how do you plan to discharge the same on a daily basis. The key responsibilities of an LCP are: Own the vision of the LC: An LCP needs to efficiently convey and embody the LC’s vision and strategy of 2017 as well of 2020. While members will co-create to shape the strategic vision, the LCP must be able to safeguard it, and shape all the functions of the LC according to it. Provide the proper resources: Only the LCP can perform the task of balancing the two most important resourcescapital and people. He must ensure both of the resources are available in their best state, at the best time to achieve best results. Keeping in mind the goals of the LC, he must make executive decisions that may make or break the LC’s success. Build the culture: The LCP must constantly observe and be involved to create the desired culture. An engaging and democratic culture makes members feel safe and respected, enabling them to perform at their best. Make healthy decisions: It's impossible for anyone to be an expert in all aspects of the LC: whether finance, or talent management, or for exchange, yet the LCP is the person tasked with making the decisions, that can lead to best possible results. As portfolio members or heads, we cannot take the overall picture in mind, and are focused on our personal operations, an LCP has to ensure what is good for Pune, not just one department.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader Oversee and deliver the LC's performance: The LCP is ultimately responsible for an LC’s performance. To be successful, he must take an active role in driving that performance. This requires maintaining a keen awareness of each product’s timelines, reality and market, and being in touch with the heads to ensure the proper execution of tasks. Lastly, the LCP also serves as the interface between internal operations and external stakeholders. He needs to set the bar for the level of performance to be reached, regardless of circumstances or stakeholders. I am someone who enjoys the challenging nature of new roles, as well as creating leaders out of an average Joe, because that’s what the LC has made me today. All of these responsibilities, come with the role I expressed my intent for, and I feel that discharging them on a day to day is an honour, nothing else.
5. Describe your leadership style giving real stories from your past experience? Explain how your style will be suitable for AIESEC Pune in its current state?
As VP GTo In terms of my leadership style, as a VP GTo, I was more in synergy with Coaching & Democratic styles, as GTo required talent mentorship in operations, and team collaboration to make sure each intern had a good experience. When I try fitting myself in one or two types now, I feel like I am not doing justice to the leaders I wish to create, and myself as a leader. My leadership style needs to evolve from what I was as a vice president, as an LCP demands to be working with different portfolio realities, different talent and growth paths.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader As LCP As an LCP, the leadership style I wish to take up is one of an Adaptive Leader or Situational Leadership. Different circumstances, departments and members will require different styles, and evolution of style is imperative in such an environment that focuses on overall growth, rather than individual growth. This style would be more suitable in leading a variant and complex LC like Pune.
6. What according to you is an ideal EB? What are the various initiatives you will take as Team Leader of the Executive Body to ensure effective team management? What initiatives will you take as the LCP to ensure your team’s personal growth? Be as detailed as you can be. An ideal EB has the following attributes: Functions as a family & a support system to each other Believes in co-creation rather than synergy Prioritises LC growth ahead of personal growth Ready to accept change and challenges Competent and competitive Caring and open to emotional connect The initiative that I would take up as an LCP to ensure effective team management is to create a checklist of standards & satisfaction that every EB member needs to fulfil to function in the team. Like exchange SnS, it would involve four blocks: Me & myself, me & my department, me & my EB and me & my LCP. Each block would have a list of tasks that need to be completed by the EB members every quarter. This would ensure that they don’t forget to work on their personal growth, and ‘we-feeling’ as the executive body of AIESEC in Pune. Executive body’s personal growth and growth as team, would be my prime focus as their mentor and leader. EB co-creation spaces, their parent engagement, personal goal setting inside and outside AIESEC, team days and LCP-VP days would be of highest concern.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader 7. What does the alignment of EB-MB-GB in AIESEC in Pune mean to you? What are the various initiatives you will take as an LCP to ensure adequate intensity, engagement, learning & development in their role? What are the key elements you wish to see in the relationship of each body, and what is your plan to develop the same? Alignment of EB-MB-GB is based on three core values: Transparency & trust Sense of ownership towards common goals Seamless communication between all levels If these three are present in the LC between the levels, the EB-MB-GB is aligned. As an LCP, I will take the following initiatives in their role:
Intensity
Engagement
Gamification of operations Creating a team spirit which is competent, competitive and ready to take on any challenge Culture of performance Ownership and transparency in finance and exchange Rewards and recognition at all levels
Co-creation spaces Checklist system to evaluate engagement and productivity for each member/TL/VP SU/CA/Expansion integration in all forums and spaces Engagement with other LCs to co-create Creating virtual engagement tasks for members during summer/exams
LnD Creation of a local knowledge base for all members MB-MB transitions using review reports Regular rotational shifts of talent Back office knowledge summits (TM, Finance, ER) Increase in OC roles and encouraging members to take up more leadership roles Investing in courses/ professional training
The approach I’m taking up to improve the relationship between all the three layers is called the Family Approach, which creates high performance and high quality teams. How to create a relationship between the teams as a family, is through: Providing the teams with a sense of common ownership When leadership bodies (EB-MB) demand that their corresponding members to just “do” what they say, they don’t give them a sense of belonging to a team. We join AIESEC to be a part of something meaningful, and thus, we need to spread the wealth of ownership of the LC and with it the responsibility, which applies more accountability to performance. This can be implemented through promoting a culture of co-creation between all levels, spaces for the same, seamless communication channels and providing resources to each member equally.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader Enabling them to protect each other To lead with kindness and intention, is a value I plan to drive down. Treating each member we recruit like our responsibility, have their back and always help one another improve. This can be implemented through varied parent engagement and forums at all levels (EB Parents’ Dinner, MB Parents’ Dinner other than regular forums), encouraging iXP, EXCEL, CEED, OC, and NST opportunities, mentorship and career planning of each member, no matter level. Instilling values to create a trusted culture Approachability and accountability of the leadership bodies needs to improve. When we define the standards of performance based on our own personal understanding, our members find it difficult to relate to. These standards should be based on one core vision that everyone can embrace in order to build a trusted culture, and the strategies need to be evolved together. This can be implemented through again co-creation spaces, redressal and communication channels, and transparency of each body. Encouraging each person to speak-up As an LCP, I should ensure that my EB, MB and GB has platforms to express their voice and allow their perspectives to be heard. The goal is to activate the team, not restrict their participation. It builds loyalty, grows confidence and solidifies a foundation of trust. Additionally, the expression of multiple voices allows for the discovery of opportunities of growth previously unseen. Implemented through co-creation spaces, redressal and communication channels, and adequate resource provision to all levels.
Supporting in each person’s succession plan To cultivate a culture of winning, every member of AIESEC should be aware of their succession plan post their current role, within or outside AIESEC. To do so, I need to promote the process of establishing each member’s leadership road-map. Unlike previous years, I wish to create transparency in everyone’s plan, and providing support to achieve it. Implemented through career planning spaces, mentorship, rotational shifts of roles and encouraging iXP, EXCEL, CEED, OC, and NST opportunities.
Applicant, President 201 7 AIESEC in Pune India
Me as a Leader 8. You have completed the application. How do you feel? That was long and intense. *Insert Abhishek’s joke, “Thats what she said .”* Can't wait for the judgement day. I miss my department and my AIESEC family. See you soon!
Applicant, President 201 7 AIESEC in Pune India
Proposer Letter To Kartik Hoshangabade Local Committee President AIESEC in Pune 2016 Subject: Proposer for Vishal Sabikhi’s application for the position of Local Committee President 2017 As I walked into my first LC Forum, 2 days after my recruitment I saw him first. A little guy who shied away from jiving and took a place in the corner just like me. He introduced himself as Vishal and we started our AIESEC journey together. From being a shy and reserved member in iGIP department in April 2015 who started his AIESEC journey with very few friends, Vishal not only came out of his shell but has made some irreplaceable bonds in the LC. Vishal took up his role as a TL with such ease and comfort. He handled numerous clients in a very effective manner. He also acted as a support system for all members working under him. His ability to balance leadership and responsibility with membership is always appreciated. Working with Vishal in Kaafilaa has always been a privilege. His work ethics, respectable attitude and creativity made him a pleasure to work with. In times of extreme doubt, his belief in his team was never shaken. His hard work, dedication and consistency has acted as a motivation for a large number of people who have stepped into this organisation. It is this dedication and passion which he shows towards his daily work and this LC that assures me that he will do complete justice to the responsibility given to him of this local committee and the experiences of so many members attached to it. With this, I, Aakarsh Mukenamkate, propose Vishal Sabikhi’s application for the post of Local Committee President of AIESEC in Pune 2017.
Yours faithfully
Aakarsh Mukenamkate Vice President, Finance AIESEC in Pune 2016
Applicant, President 201 7 AIESEC in Pune India
Seconder Letter To Kartik Hoshangabade Local Committee President, AIESEC in Pune, India Subject: Seconding Vishal Sabikhi’s application for the position of Local Committee President 2017-18 Dear Kartik, As I sit down to write this, I can’t help but be crowded with so many thoughts about this amazing person, Vishal! We first interacted when we both got on the Q3 MB, The Force. We were made “MB Buddies” back in 2015 and I’m so glad that happened, because today, even after one year, Vishal, for me, is that one person that I could run to for any work related advice and he will always make himself available to help! I remember so clearly how Vishal was unbelievably passionate, energetic and enthusiastic; not just about work, but also about the MB, the members, the clients and every little thing about this LC. From the first day of MB Q3 till today, that passion, that energy and that enthusiasm has only kept increasing. For the one year that I have known him, I have seen so much growth in him as a person. As a TL GTo, I’ve seen him push hard and give it his one hundred percent to achieve his targets. His hard work and perseverance have always shown in his amazing results. As a Vice President of the department in the year 2016, he has radiated this energy and his sheer brilliance across his team. He has made his members do their best, he has always been positive even in the most daunting circumstances, he has had faith in everyone and he has inspired people to be leaders in their own unique ways. He has an incredible quality of being calm and composed even in the worst situations. He believes in the fact that nothing is unachievable and there’s no such problem that cannot be solved. This quality of Vishal is inspiring. Throughout his time at AIESEC, Vishal has always taken efforts to make sure that all his members are making the most out of their AIESEC experiences, he has been a mentor, a guide and a role model to me and many others. He works brilliantly by bringing people together. He is a ridiculously positive person who believes in everyone’s potential, aspires to make himself and the people around him reach greater heights and most importantly, he understands the value and the responsibility of being a leader. I’ve always strongly believed in the fact that Vishal has what it takes to be a great leader. Today, as I witness him apply for the position of Local Committee President of AIESEC in Pune, I have utmost confidence in the fact that he will give his absolute best to this role. His ever positive attitude and his powerful vision for the success of this local committee only makes my belief in him stronger. With all these amazing qualities and possibly a billion more, I can say with certainty that Vishal will take AIESEC in Pune where it deserves to be. Under his leadership, I can see our LC flourishing to its fullest. Needless to say, I have complete faith in Vishal doing an amazing job as the next Local Committee President. With this, I gladly second Vishal Sabikhi’s application for the position of Local Committee President of AIESEC in Pune, 2017-18.
Apoorva Sonawane Vice President - Incoming Global Volunteer Programme
Applicant, President 201 7 AIESEC in Pune India
Notes Use this space for writing questions
Applicant, President 201 7 AIESEC in Pune India