AIESEC DLSU LCEB 13-14 Application Guidelines by Max Rempillo

LOCAL COMMITTEE EXECUTIVE BOARD 2013-2014 APPLICATION PACKAGE © AIESEC DE LA SALLE UNIVERSITY, THE PHILIPPINES

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You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do. — Eleanor Roosevelt

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MESSAGEFROMTHELOCALCOMMITTEEPRESIDENTANDELECT Dear applicant, I am delighted that you have taken the initiative to become part of the next Executive Board! At this point, I already admire your courage to make up such a decision. I can guarantee you that the application process alone will be a great learning experience! Dear applicant, Don’t be afraid to answer this application, moreover, to experience being part of the EB. The EB, composed of LCVPs and the LCP is the most powerful in the LC. 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!

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 DLSU’s leader. In the future, whether you get the position or not, as long as you know you have done your best, I am sure that you will eventually be proud of yourself for at least, trying. I am confident that AIESEC DLSU is on its way to becoming an even better organization next year, however, it takes team effort to push our organization further. This is your chance to be part of that team that can directly shape and improve AIESEC DLSU. You can be our key to success and growth. Overall, I can assure you that this path will never be a smooth one. Conflicts may arise. Disagreements may take place, but, one cannot grow if challenges are not present. One cannot evolve to a better person if one gives up easily. Every challenge lies an opportunity within. Thus, dear applicant, here’s to you, to your bravery, to your determination, and, to your good intentions for AIESEC DLSU! I wish you good luck with your application! I am looking forward to hearing your presentation soon!

Your LCP,

Guada V illanueva LocalCommitteePresident 2012-2013

Sincerely,

Max R empillo LocalCommitteePresident-elect 2013-2014

AIESECDLSU2013-2014ORGANIZATIONALSTRUCTURE OUTGOING GLOBAL DEVELOPMENT COMMUNITY PROGRAM

INCOMING GLOBAL DEVELOPMENT COMMUNITY PROGRAM

OUTGOING GLOBAL INTERNSHIP PROGRAM

INCOMING GLOBAL INTERNSHIP PROGRAM

PROJECTS

EXCHANGE MARKET EXPANSION

EXTERNAL RELATIONS

OPPORTUNITIES FINANCE, DOCUMENTATION AND LEGAL AFFAIRS

TALENT MANAGEMENT

FOUNDATION

MARKETING AND COMMUNICATIONS

OVERALLJOBDESCRIPTION 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 Directors with Local Committee and national vision Tracks performances and development of Directors and their members Has regular consultation meetings with Directors (and with members necessary)

Stakeholder Management Fulfills agreed terms with stakeholders Provides updates and transparency with stakeholders Maintains a good relationship with stakeholders

Strategy Management Constantly reviews effectivity and alignment of strategies Embeds organizational/national/departmental strategies in departmental activities

Operations Is present in all Executive Board Meetings Establishes a feedback system to check quality of product/operations Ensures good communication between members, Directors, 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

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

Information Management Disseminates information/news to relevant audience through physical or virtual means Documents and organizes information for future reviewal and references

OVERALLJOBDESCRIPTION Knowledge Management

Pipeline Management

All tools, trackers, files used for training, etc. should be preserved (myaiesec.net) Learning materials should be documented immediately and updated in real time Learning materials should be made available to members and others for review/use Materials should be handed down to successors for study purposes and enhancement

Change 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

Local Committee Representation

Communicates structural/organizational changes to Directors and members With Directors, prepares department/members for upcoming changes Provides necessary training to adapt to changes Collects feedback from members and Directors on changes made Tracks departmental adjustment progress to changes implemented

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

Reporting Reports to the Local Committee President on progress, concerns, and, consultation Reports to respective Member Committee Vice Presidents on departmental progress, concerns, and, consultation Reports to CSO and SLIFE regarding documentation processes Reports to the Executive Board/Cross-functional teammates (E.g. OGX-MaC) on needs, concerns, planning, etc.

QUALITIESANDKNOWLEDGE

QUALITIES Balancedworkandlife Proactive/Enjoysparticipation Exemplarybrandambassador Professional Emphatic+Intuitive+Members-oriented Results-oriented Teamplayer Departmentalexpert Nurturer Highemotionalintelligence Opportunist/Resourceful Committed+Persistent+Solutions-oriented Long-termthinker Creative Effectivecommunicatorandfairdelegator Senseofurgency,andaccountability Arolemodeltomembersandothers

TheAIESECWay AIESEC2015 AIESEC’sImpactModel AIESEC’sExperientialLeadershipDevelopmentPrograms ExchangeProgramPolicies+InternalControlBoard Exchangepeaktimes AIESECPhilippinesCompendium AIESECDLSUCompendium GlobalReality RegionalReality CountryReality LocalCommitteeReality Departmental Functions+Realities TeamManagement PerformanceManagement StakeholderManagement

KNOWLEDGE

ELECTIONSTIMELINE

28 JANUARY 2013 RELEASE OF LCEB APPLICATION PACKAGE

12 FEBRUARY 2013 APPLICATION DEADLINE

13 FEBRUARY 2013 ANNOUNCEMENT OF CANDIDATES

15 FEBRUARY 2013 LOCAL COMMITTEE EXECUTIVE BOARD ELECTIONS *See slide on Selection Process

16 FEBRUARY 2013 ALLOCATION INTERVIEW *See slide on Selection Process

20 FEBRUARY 2013

22 FEBRUARY 2013*

ANNOUNCEMENT OF FINAL RESULTS

LCVPe CONSULTATION DAY WITH LCP AND LCPe

23 FEBRUARY 2013* LCEB 2013-2014 INITIAL TEAM PLANNING AND NIGHT OUT

*Dates to be confirmed depending on availability of LCVPe. However, as much as possible, please make time for these two dates!

SELECTIONPROCESSANDELECTIONSGUIDELINES

APPLICA TION #1

ELECTIONS #2

ALLOCA TION #3

5 minutes introduction speech 25 minutes GPOA presentation 10 minutes individual interview 40 minutes group interview

Qualified candidates will attend an allocation interview with LCPe.

Youâ&#x20AC;&#x2122;re in this part of the selection process.

NOTE Candidate must receive a 50%+1 vote of confidence from eligible voters to be qualified for the selection pool. *A more detailed convocations guidelines will be released before the elections

3.2.2 ELIGIBILITY PLEASE TAKE NOTE OF THE FOLLOWING REVISIONS ON CANDIDATE ELIGIBILITY. Applicant should have a CGPA of at least 2.0 2.3 New* Applicant should at least have 3 academic terms left excluding this term Applicant should be a certified myaiesec.net user Applicant should currently be in a Team Leader role or higher Must have attended at least one national or international conference Applicant must not hold any position equivalent to an Executive Board member in other organizations for Term 2013-2014 Applicant must attend at least 1 ASPIRE tutorial session (held every Saturday) within 28 January 2013 - 16 February 2013

New* Specia l*

Due to structural changes, criteria per department as stated in the compendium are deemed irrelevant, hence, will not be adopted. Only the above general criteria will be checked.

APPLICATIONREQUIREMENTSANDREMINDERS 1 2

Curriculum Vitae 360(Answered Competency Assessment by at least 5 people to view results)

Personality Tests

4 5 6

(Belbin Team Role,, MBTI, Strategic Leadership Styles)

Recommendation letters

(Minimum of 3, Maximum of 5 with signatureAt least 1 from your member + 1 from the same position or higher than yours)

Answered questionnaires General Plan of Action (Maximum of 3 pages)

REMINDERS Compile your curriculum vitae, 360 results, print screen of grades, recommendation letters, answered questionnaires, link to your video, and, general plan of action in one PDF file. Name the file as “Application - (Surname)” E.g. Application - Rempillo. 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 DLSU (Title of position you are running for) 13-14, (Surname, First name)” E.g. AIESEC DLSU LCVP Projects 13-14, Rempillo, Krisol Mhae. Submit this folder in .rar or .zip file.

Print screen of MLS grades

PLESE SUBMIT YOUR APPLICATION PACKAGE BY 12 FEBRUARY, 2013, 11.59P.M. +8 GMT TO mhae.rempillo@aiesec.net and guada.villanueva@aiesec.net

Candidate Video

LATE OR INCOMPLETE SUBMISSIONS WILL NOT BE ACCEPTED.

Tell us the following! Who are you? Why are you running? General AIESEC experience,, your most memorable AIESEC experience, your strengths and weaknesses as a team leader and team member.. Finish your video with a memorable tagline, upload the video on YouTube and provide us the link.

GENERALPLANOFACTIONSUGGESTEDCONTENT

Vision for your department

Timeline/Calendar

Focus Areas

Departmental structure

Strategies

Departmental goals

Departmental culture

Please note that you are not limited to the above items. Keep in mind that your GPOA should not exceed 3 pages!

PERSONALQUESTIONNAIRE

What are your strengths and weaknesses as a leader and as a team player? Cite examples on how you are optimizing your strengths and how you are improving on your weaknesses.

What motivates to you stay in AIESEC?

GENERALQUESTIONNAIRE Describe AIESEC’s impact model Explain what values AIESEC offers to an individual. How are AIESEC’s ELD programs, BHAG and 2015 vision aligned with our organization’s impact model and values?

What is the role of the Local Committee President in the Executive Board? What is the role of the Executive Board in the Local Committee?

How should the relationship between the MCVP and the LCVP be like? What is the relationship between the Member Committee and the Local Committee?

What is the role of a Local Committee Vice President in the Executive Board, Local Committee, and, in the national plenary?

What are the 3 most urgent concerns the Local Committee has to immediately address?

What kind of culture do you want to have in the Executive Board, in your department, and, in AIESEC DLSU? How will you promote that culture?

Why is AIESEC relevant in DLSU, in the Philippines, and, in the world? How can we increase its relevance in DLSU, and, in the Philippines?

What are your expectations for the Local Committee Executive Board 2013-2014?

GENERALDEPARTMENTALQUESTIONNAIRE Conduct an internal and external analysis for your department/ sub-department if the department you are running for is new. Feel free to use additional frameworks apart from SWOT analysis (E.g. McKinseyâ&#x20AC;&#x2122;s 7s) to enhance your departmental analysis.

Based on your internal and external analysis, what do you want to startstop-continue?

Illustrate your departmental structure. This structure should provide streamline operations/ direct communication/focus.

How will you align your departmental plans/goals with LCPeâ&#x20AC;&#x2122;s vision, focus areas, and, strategies? You do not need to detailedly explain your plans with action steps just yet. Focus on alignment.

Create a timeline that illustrates your departmental milestones and deadlines per month from May to April, 2014. Your timeline should concretely how you will eventually achieve your departmental vision/focus areas/goals/ambition.

TALENTMANAGEMENT Describe the development of Talent Management from 2010 until today. What is Talent Managementâ&#x20AC;&#x2122;s role in the organization? Why/How is it the heart of AIESEC?

What were the strengths and weaknesses they have made in the past? How will Talent Management in 2013-2014 be better and be different from the past?

How does AIESECâ&#x20AC;&#x2122;s exchange programs supposedly bring quality members and enhance our pipeline management? How do yo plan to push members to go on exchange and reintegrate them when they return?

Positive reinforcement is vital to member motivation. Explain how Talent Management will provide this reinforcement through Rewards and Recognition?

With regards to organizational tie-ups with AIESEC DLSU such as ASPIRE, how do you plan on maximizing these tie-ups, especially to increase member involvement and development?

FINANCE,DOCUMENTATIONS,ANDLEGALAFFAIRS

How can FDLA be more synergized with all departments of AIESEC DLSU?

Explain the financial structure of AIESEC. Which department(s) provide us capital? Which department(s) need capital? Illustrate your financial model and plans/initiatives for AIESEC DLSU and/or per department to ensure there is financial sustainability.

What are your action steps/strategies to improve AIESEC DLSUâ&#x20AC;&#x2122;s relations with CSO and SLIFE in particular with documentation processes?

This is your financial creative box. List down any and as many fundraiser activities and merchandise ideas that you can think. You do not have to assess its feasibility/budget just yet.

MARKETINGANDCOMMUNICATIONS

What kind of an image/identity do you want to establish for AIESEC DLSU in DLSU?

What will AIESEC DLSU’s identity be to its members and to AIESEC in the Philippines?

How will we foster and promote this identity?

What are the purposes of Engage with AIESEC (EwA) activities to members and non-AIESECers? Suggest 1 EwA activity for each. (1) Members (2) Non-AIESECers How can they benefit from your activities?

Specify MaC’s role in each department. Explain how your action plans will be able to address to their needs and synergize with them.

What is branding? Why is it important? What are your plans to enhance members’ and non-AIESECers’ brand experience with AIESEC DLSU?

OUTGOINGGLOBALCOMMUNITYDEVELOPMENTPROGRAM

What are your plans to increase oGCDP’s results both in quantity and in quality?

What will you change or experiment with the recruitment process to improve the following: (1) Efficiency in recruitment (2) Number of sign-ups (3) Turnover from sign-ups to PSI/AC (4) Turnover from PSI/AC to match and realization

Apart from the Summer peak time, how can we generate more “peak” times in our university’s trimestrial system?

What are the consistently popular sub-products available? Which sub-products are demanded the most by our market? Why are they the most in demand? How are these sub-products relevant to the target markets you identified earlier?

OUTGOINGGLOBALINTERNSHIPPROGRAM AIESEC Internationalâ&#x20AC;&#x2122;s initiatives on GIP include increasing sales capacity and selling GIP by sub-products. What are our main GIP sub-products? According to the supply of GIP TNs available (check myaiesec.net), and our market, which sub-products should we capitalize on?

How will you segment your market according to the sub-products you have identified?

Matching progress for GIP is generally slow. What are your strategies to (1) prevent EPs from backing out (2) speed up matching progress

Draw a business model canvas for each sub-product. How will you market the value propositions each sub-product offer/ position your sub-product to your market segments?

Based on current global realities, which sub-products will have a high global talents demand in 2013-2015? How will that affect our marketing strategies in oGIP?

INCOMINGGLOBALCOMMUNITYDEVELOPMENTPROGRAM What value propositions iGCDP offer to your market segment? How will you segment your market according to EP supply and demand?

Illustrate a business model canvas for each market segment.

Hence, what type of GCDP TN will you focus on tapping this year?

From this, what are your strategies to increase EP demand from these market segments? Why do they need more EPs?

What are your plans to improve/ to develop the following: What are your tools and initiatives to maintain good CRM with our GCDP TNs and entice them to become our long-term partners?

(1) Sales capacity (2) Matching efficiency (3) SnR (4) Member experience and motivation (5) Exchange experience

INCOMINGGLOBALINTERNSHIPPROGRAM

Enumerate and explain the factors that hinder us from sealing the deal immediately and factors that reduce the demand for GIP EPs.

Innovate with ways to speed up TN Raising. Who can possibly help us in the process of TN Raising (E.g. getting direct contact) or help us generate/ promote GIP demand?

Given the factors/bottlenecks, what are your concrete action steps to improve our operations, specifically the following: (1) Sales capacity (2) Matching efficiency (3) SnR (4) GIP relevance and demand

Which iGIP sub-field/sub-product has the highest demand of global talents based on the Philippine market? Why? Do we have enough EP supply for this sub-product? If no, how do you plan to go about this deficit?

Given that results in iGIP is not immediate, how will you keep your members motivated?

Pinpoint another sub-field/subproduct relevant to country realities that can be improved and developed with global talents. How can hiring global talents lead to improvement and development in this sub-field/sub-product? Illustrate this with the use of a business model canvas.

PROJECTS Draw the current logic model for each PBoX. Innovate and redesign its logic model to increase PBoXâ&#x20AC;&#x2122;s reach, relevance (to national goals), impact and replicability.

Crowd-funding is a great way to acquire funds and publicity. Use any framework (can be more than one) of your choice to set minimum standards in assessing the impact and success of PBoX.

How do you plan to increase and develop matchers who are ideally, skilled and efficient sellers? How will you establish, expand, and, maintain AIESEC DLSUâ&#x20AC;&#x2122;s international network?

How can we maximize this unique online platform for our PBoX? Apart from crowd-funding, what other ways can we ensure the financial sustainability of our PBoX? List at least 3 ways.

Should the Local Committee and DLSU be more involved in our PBoX? Why does it matter to them? If yes, how will you do so? How can they be more involved? What will be their role in our PBoX?

EXTERNALRELATIONS Overall, how does your department support and develop the organization? Support your general answer with citing specific examples on your role for each department.

How do you plan to maximize our alumni network (Lifelong connection/LLC) to support our organization? What initiatives do you have to increase the involvement of alumni in our Local Committee?

How do you intend to increase the sales capacity of External Relations and the entire organization?

Who will be your stakeholders now that TN raising has been transferred to iGCDP and iGIP?

What is the importance of establishing a sales culture in the Local Committee?

How have we been conducting CRM since 2011 until today?

Define the characteristics of an expert seller.

With regards to organizational tie-ups such as ASPIRE, how do you plan to maximize these tie-ups? What can AIESEC DLSU benefit from these tie-ups?

How will you improve our CRM to these stakeholders?

Cite products from each department that you can capitalize on to sell, to make a profit from, and to create value in the corporate setting.

MARKETEXPANSION For the past few years, AIESEC DLSU has been in contact with DLS-CSB. Explain how you will formally establish contact?

Apart from DLS-CSB market, List down at least 2 more potential market we can tap for our exchange programs?

What are your strategies to penetrate CSBâ&#x20AC;&#x2122;s market for OGX in 2013-2014.

How are our exchange programs relevant for them?

How will your initiatives be continued in 2014-2015, 2015-2016, and 2016-2017?

Draw a business model canvas for each.

For internal expansion, how will you segment our university organizations? Which market segment will you prioritize? What type of exchange and/or subproduct will you be pushing to them? Why? How is it relevant to them?

Which departments in DLSU can we partner up with to (1) establish brand awareness, (2) promote and increase relevance of oGCDP/oGIP?

APPLICATIONREQUIREMENTSANDREMINDERSREVISIT 1 2