AIESEC in Delhi IIT Global Internship Program – Audit Report National Leader’s Summit 2014
Experience Delivery Ra
Ma
Ra
Re
Ma
Re
Sub-Product Data
Month-wise Update
BA
T
A
% Achieved
Marketing
2012
2013
ET
IT
Other
Absolute Growth
Absolute Growth
Target V Achieved Ra
Ma
Achievements
Ra
Re
Non-Achievements
Ma
Re
Innovations
Introduction of AxD to support experience delivery
Despite maximum efforts, visa processes were slow.
A separate team handling AXD
Increase in the experience of the trainees as depicted by the NPS
Low conversation rate from raises to matches
Newsletters sent every time a match/realisation happens to help interns for future.
Raising targets achieved by using Linkedin and attending forums for corporate marketing
Negative growth in current year matches affecting overall growth
The do’s and don’t’s video http://www.youtube.com/watch? v=0t1DfJWDHqM
Faster matching due to boosts provided by CIM.
External factors leading to loss in exchange numbers
Matching mails replaced by newsletters. The newsleters had tracking mechanim which showed that newsletters were opened 3 times more than matching mails on an average
Customer centricity NPS for the year: NPS for the year has gone up significantly to 34 for the year. The picture is not as gloomy as it might seem because for the past 5 months there have been 0 detractors. Trend for the year is 80. There are 96 responses for the year.
Clients report Details of all clients can be found on the following link: goo.gl/DX4k1B
Top 3 detractor issues, how have you worked on it: 1. No clarity is VISA processes : Better expectation settings done with other LCs to ensure that the EPs are given more than enough information about the terms and condition of the matching and realization process. 2.Job Role Most of the EPs were unhappy with the fact that the job role which was mentioned in their TN forms was not their exact job role. To ensure that this factor was eliminated, All clients were asked to give well defined job roles in TN Questionnaires and they were also asked to discuss the exact job role after the interview process and let us know if the applicant was satisfied with it. 3. Accommodation During Q1 and Q2,Most of the EPs were unhappy with the accommodation. The detractors include all those EPs. To ensure that this does not happen in Q3 and Q4,Accommodation was outsourced. Outsourcing our accommodation helped us in getting rid of the initial problem that each and every EP faced which was the living conditions. Accommodation was outsourced to a good and a reliable company having its own website http://www.delhistay.net/ This ensured that the EPs could have a look before the realization process actually started.
Achievements
Non-Achievements
Innovations
A separate department handled all realisation from Q3 onwards.
Wrong kind of raising happened which led to a low conversion rate.
Newsletters sent to Eps after matching and realising to get them prepared for the culture shock
Outsourcing accommodation and putting up NPS posters on the walls
Externally, sometimes clients were also not responsive. Hence there was a wrong expectation setting in terms of raise-match duration.
During Q4, TN managers went to clients offices with a laptop and internet dongle and facilitated interviews.
Looking at all detractor issues and trying to solve all
A lot of money was left in the market which eventually became into a huge FO of about 2.5 lacs.
Once duration and accommodations were finalized, FRRO Documents were prepared and handed over to the EP on
Process implementation Ra: Re ratio:
Raises: 372 Realisations: 105 Ratio: 28.22%
Matching time & Rate: The average time taken to match a requirement is 25 days. It is not the most ideal time but is decent considering the variation in the availability of EPs. New techniques for matching have been implemented in the 4th quarter also reverse raising techniques have been implemented which will most probably lead to a decrease in our matching time in 2014
Achievements
Non-Achievements
Delivery time & Rate : The average time to realize a match is 2 months. It takes this much time on an average to get things done because of majorly visa issues in the EPs native country. With the new VISA issuing policies soon to be implemented by the Indian Government this time should decrease quite a bit.
Innovations
47.83% positive growth in first quarter in realizations
Member retention was low at times due to which work got stuck.
Reverse Raising
Positive growth in matches in 2nd and 3rd quarter
Because every department was going through two different exam cycles, output in Q3 and Q4 was lower than expected
Proper support teams (ST) like Finance ST and IM-ST and HR-ST were made to ensure proper synergy with the respective departments. This gave us a lot of clarity about different internal sections apart from core-work.
NPS went from___ to 34 in the last 2 quarters.
Cumulative Response rate for iGIP is 36%.
Creation of the Auditing Board with managers with greater experience was done in the second half of the year. This helped the departments grow in terms of proper analysis of performances of members and managers, analysis of DAAL Files, AFT analysis and promotion of LC AFTs across the network.
VISA processes were more sorted in terms of accepting of interns and document preparation.
Could not leverage out of Attendance at external forums like Pecha Kucha night etc.
Used accommodation partners to partner with more landlords near clients and do standard quality
Back office Alignment Financial Budgeted vs Actual, Receivables pending: Budgeted receivables: Rs 24,00,000 Actual Received: Rs 13,40,000 Current FO: Rs 2,50,000
Member retention & efficiency: Members recruited: 98 Members retained: 53
CIM Initiatives: The following projects were undertaken by CIM to support iGIP and have directly added to the growth of the portfolio: 1) Client endorsements 2) Discover Delhi which led to increase in partnerships and also gave us a lot of Eps 3) Communication system for ICX wherein EPs were mailed on the matching and realising 4) BI reports were prepared. They are attached in the package. 5) Process flow maps were created so that next year then can be used. This was majorly to enhance knowledge management in the LC. 6) Learning hub has been introduced with videos for training of iGIP members
Contribution(Ra) from Marketing: Offline Raises ( External Forums ) : 32 Companies are: Connect for career, Britsh School, Happy Unmarried, Final Quadrant, Royal Plaza, Pyramid Relo PVt Ltd, Mundo Latino, Beri Udyod, IILM, Easy Tours on India, DSYN, Swift packers and movers. Online Raises ( Facebook and LinkedIn): 44 Companies are: Denave India, The placers, Infix, Viktorians, BAFEL academy, Nihonkai, trootac, Persqaure Head, Greyhead media, Afion International, Bolboo
Achievements
Non-Achievements
Innovations
Synergy with CIM lead to increased Knowledge management along with Boosting ELD.
Low conversion rate of marketing leads since a lot of leads were from Japanese background
Matching newsletters ( attached)
Synergy with marketing lead to direct increase in referrals and leads and hence raises
Lack of synergy with BD which lead to less NEP contribution.
Client Wikis http://www.myaiesec.net/content/vie wwiki.do?contentid=10264304
Creation of learning hub facilitating in the constant training of the membership.
Part of Q1, Q2 membership were the people who dint have a link with the corporate world in terms of their courses and time commitment for such members became a problem.
Creation of learning hub http://learninghub.aiesecdi.org/
Executive Summary The LC started with a huge number of realizations in Q1 which was a boost for us to start ahead of others. With the help of such a great transition from 2012, we showed a 48% positive growth in Q1. The LC has been in great in terms of managing all realizations which happened in the year. There was excellent synergy between iGIP and exchange support departments (like Information Management and Marketing) to ensure that every exchange is as valuable to the LC. In terms of core work, we realized that it is very important to keep looking at your plans and motivate yourself to continue making yourself and your members become better leaders. We think our achievements were the fact that we were the leading LC in the national office till Mid-november and overall that pushed us to perform better for our self. We also have been in a position to make the LC financially sustainable. In terms of making up for iGCDP and for meeting other unforeseen expenses. We have also been able to retain a major portion of our clients from 2012 to 2013. Not only retaining, we have also added some good brands to the LC making the organization more relevant. Like the Times of India group. A Multi-dimensional partnership is in the process of being formed with the client for promotion of the external events of the LC like Balakalakaar and Youth to Business Forum. Our major non achievements have been member retention and client expectation setting. LC’s performance in the Education sector could’ve been a lot better. The performance of the portfolio was very skewed in terms on contribution by the departments to the performance. A lot of times, clients were assured that they will be sent suitable profiles for their requirement but because of non-responsive EPs, there was bad branding of the organization in the opinion of the clients. Moreover, we did not use the NSTs and the IR available very efficiently which we could’ve done more efficiently. In terms of National Strategy flown down, we tried using Talent management for efficient LEADs for the managerial board. The LCP also had a LEAD session with the Managerial board for the same. Then the national office also laid stress on B2B marketing and we used this efficiently in the LC considering that we have a lot of raises and referrals through our ARM Cell and the External Communications cell. Overall, the year had a lot of learnings in terms of our own potential and how important the LC is for the AIESEC India to grow as a whole. 2014, we are sure, we will take to greater heights.
The Story of My Year The year started with a rush of realizations happening which was the transition we got from 2012.. Immediately after the EB term started, plans were formulated for raising and managing the transition realizations. The year overall has been a ride in terms of challenges, good times, moments. But eventually the year went out well. There were times when we faced client issues In terms of their responsiveness, EP rejections, EP issues. But being at this end of the year, it all feels like every thing that made us challenge ourselves, helped us grow. There came a time when Director, iGIP Aditya was claimed to be a rapist by an EP and the LC was bad branded among other EPs as a tactic to pull us down but then we always knew that we are right and things like this can never stop us. We not only learnt how the corporate culture works, what all kinds of clients are there in the market, how clear cut and right expectation setting is required while agreeing to provide them with internationals. At the end, we also realized how an Exchange Participant feels while he comes to a country like India where the society and culture is very different from their home countries, and the role we play in making an exchange program into an experience an intern would never forget. To wrap it up, this year has been full of moments that made us realize our true potential as a leader and what the power of leadership is. We also thank Anuj for guiding us through our tough times and motivating us and reminding us about our potential continuously.