Dear applicant, Don’t be afraid to answer this application, moreover, to experience being part of the EB.. At this point, I already admire your courage to make up such a decision. I You can drive and direct change to happen— in the form of results and above all, manifested in the lives of people whom you change and affect. You make rules that will put standards in place, and also foster strong and close relations with each other, with so much people—those under you, in other LCs, alumni, etc. Indeed these things, which I have recently sighted, are still nothing compared to what lies ahead of you. This is an experience and opportunity that is very unique and a really good investment. The biggest mistake you can have is not trying, especially for something that you like and have passion for. Being LCP and part of the EB, has helped me find and know myself more. It has made me see the worst and best side of me, thus making me a stronger and better person more than ever. Stepping up is hard, and staying in the EB is even harder, but the hardest of them all is conquering and discovering yourself, because of the things you’ll see and experience about yourself, and in the situations you’ll be in—when pushed to the limits. Keep in mind, just like carbon when placed under pressure, becomes a diamond. Come out as one by taking it one step at a time. So go, and get over this application. Good luck
Kartik Rao Local Committee President
Dear Applicant I am delighted that you have taken the initiative to become part of the next Executive Board! I can guarantee you that the application process alone will be a great learning experience! Although being an Executive Board member is one of the most challenging experiences, it is also, without a doubt, one of the most memorable and rewarding experiences too. This is the experience where you will discover more about yourself as a leader, a team player, a friend, a student, and, a family member. This is where your time management skills will always be tested. This is where you will push your limits, learn to persist even when you feel so burnt out, to adapt, to be patient, to deal with different people with different types of leadership, etc. In other words, if you are seeking any form of development, may it be personal, professional or both, you will definitely acquire them in this Executive Board experience. Whether you are feeling excited or afraid at this moment, I still highly encourage you to go ahead, finish those application requirements, give this experience a chance, as well as giving yourself a chance to be AIESEC in Indore’s leader. Thus, dear applicant, here’s to you, to your bravery, to your determination, and, to your good intentions for AIESEC in Indore! I wish you good luck with your application! I am looking forward to hearing your presentation soon! Best of Luck
Viraj Hawladar
Local Committee President Elect
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Application Submission Group Discussion Interview
• Membership status for 6 Months • You should not have any dues towards the LC account. • If you are a new recruit kindly attach an endorsement of your Vice President. • You shouldn't be a warning/showcasue status
• Compile your curriculum vitae, 16 personalities result (www.16personalities.com), screenshot of grades, recommendation letters, answered questionnaires, link to your video, and, general plan of action in one PDF file document •Page limit should not exceed more than 30 Pages. •Only use Lato font Size 13 in your applications
• Name the file as “Application - (Surname)” E.g. Application_Mishra •You are encouraged to creatively present your application package, especially with your general plan of action. •Put all requirements (application and personality tests) in one folder. Name the folder as, “AIESEC _Indore(Title of position you are running for) 13-14, (Surname, First name)” E.g. AIESEC _Indore_LCVP iGV1718_Mishra_Aniruddh. Submit this folder in .rar or .zip file. •Send your applications to kartik.rao@aiesec.net & viraj.hawaldar@aiesec.net •PLESE SUBMIT YOUR APPLICATION PACKAGE BY 13th November, 11.59P.M. LATE OR INCOMPLETE SUBMISSIONS WILL NOT BE ACCEPTED
Performance Management Ensures departmental goals are consistently met Keeps members motivated + providing them relevant skills and knowledge Creates transparency between members and the Executive Board Performs departmental risk and crisis management Evaluates departmental performance every quarter
Team Management Coordinates and strategizes with Directors to achieve departmental goals Delegates tasks to Directors Aligns department and TLS with Local Committee and national vision Tracks performances and development of TLs and their members Has regular consultation meetings with TLs (and with members necessary)
Operations Is present in all Executive Board Meetings Establishes a feedback system to check quality of product/operations Ensures good communication between members, TLs and the Executive Board Punctually executes operations/tasks according to organizational timeline
Organizational Innovation Provides innovative solutions/initiatives to operational/performance bottlenecks Creatively develops and improves products and product delivery Fosters an environment of innovation within the department
Stakeholder Management Fulfills agreed terms with stakeholders Provides updates and transparency with stakeholders Maintains a good relationship with stakeholders
Pipeline Management Provides capable and trained successors to sustain departmental and organizational plans Provides necessary transition training and learning materials Ensures plans, knowledge, and, strategies are consolidated during transition Conducts necessary change management with members/department)
Organizational Development Maximizes strengths of department, improves weaknesses Building a collaborative and proactive work environment/culture in the department Creates/Scouts for opportunities for department/organization to grow Provides positive reinforcements to members
Local Committee Representation Represents Local Committee in National Meetings Represents Local Committee in National/International Conferences and events Represents Local Committee within the university and in university events involving AIESEC
Qualities Balanced work and life Proactive/Enjoys participation Exemplary brand ambassador Professional Emphatic + Intuitive + Members-oriented Results-oriented Team player Departmental expert Nurturer High emotional intelligence Opportunist/Resourceful Committed + Persistent + Solutions-oriented Longterm thinker Creative Effective communicator and fair delegator Sense of urgency, and accountability A role model to members and others
The AIESEC Way AIESEC 2020 AIESEC’s Leadership Development AIESEC India Roadmap 2020 Exchange Program Policies Global Reality Regional Reality Country Reality Local Committee Reality Performance Management Stakeholder Management
Knowledge
1. Why are you applying for LCVP position? What's driving you to continue in AIESEC? 2. What are your values? How does your behaviour demonstrate your values? 3. What are your main 3 strengths and 3 weaknesses? How are you planning to capitalize on your strengths and overcome your weaknesses? What is your personal edge? 4. What is your unique contribution to the Local Committee of AIESEC in Indore 2016?
1. What is leadership in your point of view? Why is leadership the fundamental solution for a better world future?
2. How is AIESEC in Indore relevant to the city of Indore ? 3. What is the AIESEC Experience? 4. How is AIESEC India 2020 roadmap relevant to AIESEC in Indore?
1. Keeping in mind AIESEC in Indore’s performance over the past 3 years broadly mention the critical areas that need attention. 2. What is the bottlenecks that the LC is facing right now in order grow disruptively? 3. Evaluate AIESEC in Indore’s culture in the past years highlighting areas that you would maintain/change. List out certain practices/customs/norms/activities in the LC that need to – Performance, LC Forum Representation, Conference Contribution & NST/other roles participation
4. Present a SWOT analysis of the Local Committee.
1. What are your ideas to improve the quality of International Relations, strategy for codelivery and downscaling of partnerships? 2. iGV has been an underperforming & stagnant portfolio of the LC, Why? Mention few growth strategies & new practices that you would implement . 3. Mention your target’s for the year & Please draft a project with all the specifics such as Objective, End Goal No. of trainees, Job Roles, Partnerships Required, Financial Model, Income, Expenses and Return on investment, Attraction to Reintegration Timeline and actions.
4. Please evaluate the relevance of IGV to Indian society & interns. Explain how can we become more relevant and impactful?
5 . What are your plans for Customer Experience as a project and what will be your strategies for improving the NPS?
1. What are your ideas to improve the quality of International Relations, strategy for co-delivery and downscaling of partnerships? 2. iGT has been a stagnant portfolio of the LC, Considering Indore having a huge start up & industrial base, where are we going wrong to set this product? 3. State three main GCPS for the strong regions in the global network in OGE&OGT and how can you implement them in our market?
4. What are your plans for improving market penetration & sales force of iGT? 5. Prepare a SWOT analysis of the department.
1. . Critically analyse your oGV for 2016 identifying all the bottlenecks, innovations, growth pattern, successes, failures, etc. 2. How would you ensure integrated experiences (iXP) become a culture of local chapter? How many iXPs do you target from the city for the next year? 3.Nepal & Sri-Lanka are growing rapidly, how will package the product & for which customer segment?
4. What will be your strategy to enhance the existing UR's and mention the other Universities you want to tap and what’s your target for each university? 5. Mention 3 Growth Strategies and elaborate.
1. . What are the main bottlenecks for OGE&OGT ? What are your main focuses in 2017 What are the main challenges will you face to implement them?
2. How can you capitalize on GE product to get maximum from it in 2017 3. State three main GCPS for the strong regions in the global network in OGE&OGT and how can you implement them in our market 4. Mention 3 Growth Strategies and elaborate.
1.Would you approach TM as a behaviour to be driven or process to be implemented? Elaborate your views. 2.What is your definition of a “Team Experience” in AIESEC? 3.What according to you are the 3 main focus areas for the Talent Management Portfolio in the coming year of AIESEC in Indore? 4.What are the key TM Practices externally [maximum 3] and how can AIESEC capitalize on the same? Would they need to be customized to AIESEC’s operations, if so how? 5. Design a module for Membership Development for the year 2017. How will you implement it?
1. According to you, what is the role of AIESEC in indore’s VP BD? What will be the Major Priorities of Business Development in the coming year, given the menial performance of the function over the past 3 years? 2. What will be your focus for PR in 2017? And what will be your strategies to achieve these focus?
3. Create a full events plan that will cover the 12 months of the year 4. What kind of BoA would you be looking for and what are your plans to engage them with AIESEC? 5. Formulate a business model for a project while defining its edges in terms of : a)Salability b) Relevance to corporate market c) Measures of Impact d) PR activities for showcasing the partner
1. What according to you is the Role the VP F plays on the Executive Board?
2. Comment on the current financial management of AIESEC in Indore. What changes would you make to ensure better financial management and sustainability? 3. What do you think are the Top 3 Investment Areas for AIESEC in Indore in the Coming year? Why do you think so? Establish the same in detail. 4. Prepare a rough expense budget for the year 2017. Please base this budget on Events, Admin, Recon, Investments and other basic heads. 5. “Finance is more of behaviour in an organization rather than management by a single person�. Comment on this statement. Considering no tangible education was driven in 2015, how do you plan to drive it down in the year 2017 as CFO? Mention all the key projects you wish to undertake, quarter-wise.
Coming in next 3 days
The Team Legacy
Killer Bus
The Falcon’s
The Stallions
The Dark Knights
Vanguards
Best of Luck
Executive Body 2016-17 (Aman, Aniruddh, Devrat, Sahil, Sakshi, Parth, Rishabh, Viraj, Natasha, Umang & Kartik)
Office: FH-95 Scheme No.54, Near Softvision College Vijay Nagar, Indore - 40021 Madhya Pradesh, India