MC1415 Q3 Review Camp Output

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MC 1415! Quarter 3 Review Output Date: 29 September - 1 October Venue: Cho Kong Tam Campsite


Objective of the Q3 Review Clarity of Our Purpose! Leadership to the Entity

Long Term Development Plan! Implement 3 YRP into the individual plans

Evaluate and Redefine the Focus Strategies! Deletion/Creation of Focus Strategies. KPI definition

Adjustment and Presentation of Individual Plans! Ensure clarity and collaboration within the MC team

Implementation Channel Definition! Evaluate and Adjust the Implementation Channel to the LCs


Clarity of Our Purpose


Leadership to the Entity Global Passionate Responsible Free Self Aware

We discovered a fundamental issue with the current Leadership to the Entity. It was difficult to make it actionable and implemented into our operation. ! Also with other elements such as the GEN 2015 Behaviour, AIESEC 6 Values, Leadership Development Model, the network was already overwhelmed with the different ‘characteristics’ of what an AIESECer should be.!

! LEADERSHIP DEVELOPMENT MODEL ! Responsible to the World Effective Communication Self Aware *4th Element*

Hence we decided to change our Leadership to the Entity as the LEADERSHIP DEVELOPMENT MODEL.!

!

Why?! The initial Leadership to the Entity already had elements aligned with the LDM. ! We see the LDM as something Hong Kong as a society really needs.! LDM is already implemented into our Operation and the network’s understanding of the model is relatively up to date.! It will also avoid confusion for the incoming members in the entity.


Leadership to the Entity

From AI directly: http://issuu.com/dariaaxenova/docs/ aiesec_leadership_development_model/0


Long Term Development Plan


AIESEC in HK 3 Years Rolling Plan Continuation from Previous Session Organisational Structure Reform

Alignment of Membership Definition

Youth Summit

Product Development

Governance

National Finance Model

HR Sustainability

University Recognition

Newly Introduced in 1415 GIS

iGCDP

Postponed to 1516 Strategic LC Management Expansion

Long-term Purposeful Partner

National Product Portfolio


Continuation from Previous Session Year 1

Year 2

Organisational Structure Reform

Standardise Back Office JDs National operational minimums for Back Office Revise JD of IM and BD Ensure LCP candidates incorporate the new JDs and operational minimums in their LC structure Productivity Tracking

FLA, IM and BD in LCs cooperate on national operations Implementation of TMP and TLP products during Recruitment Unified Recruitment Timeline and processes across all LCs Consolidation of national website Allocation: 60% in Front Office, 40% in Back Office

Product Development

Finish Product Development Flow for oGCDP/oGIP Questionnaire for focus groups Focus Groups study Buyers Persona Aligned Marketing Messages Consolidate Research flow for 15/16 Integrate Survey for Brand Audit Prepare Marketing Report for 15/16

HR Sustainability

Identify the Hygiene Factors and Motivational Factors considered when taking up MC roles at AIESEC in HK

Initiate TXP Products for 14/16 Transition Investigate on global network GCPs TMP Recruitment Report Questionnaire for focus groups Focus Groups study Consolidate Research for 14/16 14/16 TXP Strategy Meeting

Hygiene and Motivational Factors are taken into financial resource allocation

Year 3

TM and Marketing StandComm work as a unified unit to nationalise operations

AIESEC in Hong Kong is an experienced entity in developing products, not only for exchange but also for any other purpose

Pipeline sufficient to have up to 8 MCVP Positions (OD, oGCDP, oGIP, iGIP, iGCDP, TM, F, BD, Marketing) (depending on AIESEC 2020)


Continuation from Previous Session Year 1

Year 2

Year 3

Governance

Launching of Internal Auditor -Audit MC deliverable -Audit MC Financial Statement for AGM (Remarks: Make sure LC is with same financial standard)

Internal Audit Team -Having Internal Audit Team to do tracking on LC finance -Launching of Audit Survey with feedback system -Audit LC Financial Statement

Internal Audit & Finance Survey -Legislate as LC criteria

University Recognition

Explore possibility to upscale/ introduce iGIP into university offices. Increase university support in the form of exchange programme subsidy

Explore possibility in making AIESEC's GCDP/GIP experience credit bearing in the university curriculum

Explore possibility in making AIESEC's LCEB experience credit bearing in the university curriculum

Youth Summit

Organise events surrounding Youth Summit (preconference, post-conference) to increase the impact of YS YS is financially sustainable and generates profit YS as generator for MC iGIP accounts Explore opportunity to integrate iGCDP with Youth Summit (iGCDP EPs will participate in the event and run social projects together with local YS delegates) Leverage from YS 2015 to expand into other universities (promote YS to campuses without LC to generate a pool of early AIESECers)

Align Youth Summit to the BHAG/Mid-term ambition of AIESEC 2020 Regional cooperation with other Youth Summits (exchange delegates, aligned PR, holistically aligned agenda) Make YS a central event/hub for GCDP (or any similar version of development traineeships) in AP Recruit volunteers for YS as short term team members (expansion into new universities & high schools) Youth Summit Survey used to gain thought leadership in Hong Kong

Align Youth Summit with the 50th anniversary of AIESEC in HK YS as generator for iGIP and iGCDP with external partners (LCs bid for hosting YS)


Continuation from Previous Session Year 1

Year 2 Formalize IXP process for oGCDP EPs Initial Reintegration process for oGIP Focused marketing of OGIP to Year 2 or Year 3 students (if possible) Nationalized TMP Recruitment Campaign

Year 3

Alignment of Membership Definition

Initial IXP Process for oGCDP EPs Team Minimum Implementation TMP and TLP product development in cooperation with Marketing

Conference Management

Evaluate the current National Conference cycle according the MEC and operational needs. Research possibility of bidding for Regional/Global conferences

Adjust the frequency and scale of the national conferences to maximise the learning outcome. Prepare the delivery of Regional/ Global conferences

N/A

New Principle of NFM Launch a new NFM Legislate the model

Model Implementation National Investment Strategies National Fund

N/A or some adjustment

NFM

N/A


Newly Introduced in 1415 Year 1

Year 2

Year 3

GIS

Ensure 100% implementation and education of the GIS into operation

Enable induction, education and training to be accessible through the GIS

Recruit talents to create in-house application for the GIS

iGCDP

Conduct an objective research on the past 2 year's iGCDP in PolyU in terms of: financial ROI, legality (visa & XPP), LDM, Standards & Satisfaction Examine possibility of iGCDP and Youth Summit integration AIESEC in HK participation in AP Regional GCDP

If iGCDP is deemed legally feasible: National iGCDP running in all LCs MCVP iGCDP (depending on AIESEC 2020)

If iGCDP is deemed legally feasible: LC-run iGCDP in at least one LC (in addition to National iGCDP)


Postponed to 1516

Strategic LC Management

MC capacity is not sufficient to look deeper into the LC Development model. The current LC Coaching Model is sufficient for 1415.

Expansion

For 1415 the focus will be on ensuring all 7 entities in HK fulfil the membership criteria.

Long-term Purposeful Partner

This is done organically in 1415 where we upscale current partnerships or approach alumni based on entity needs.

National Product Portfolio

This year we do not have Y2B. CSR products are not pushed extensively. Focus is put into iGIP for 1415.


Evaluation of the Focus Strategies


iGIP Focus Strategies - Changes

Customer Loyalty

Sales Optimisation

iGIP Standards & Satisfaction

National BD Portfolio

Sales Optimisation

Youth Summit 2015

Youth Summit 2015


iGIP Focus Strategies - Changes Why the change?

Customer Loyalty

!

Lack of Focus! Initial idea of Customer Loyalty was to enable B2B marketing and referral from current partners and explore new customers by building customer loyalty from our TN takers. But there was not clear focus on building relation with our Interns or our Partners.

!

Our Priority! We still fail to meet the bottom-line of service delivery. Our entity’s priority is to ensure the Standards are met and EPs/TN takers are Satisfied with the experience.

!

Making use of GIS! Through the GIS we can now effectively track the implementation of S&S in the LC level, making the strategy easier to implement and track.

iGIP Standards & Satisfaction


iGIP Focus Strategies - Changes Any changes here?

!

Sales Optimisation

The 20-80 Theory! We’ve attempted to create the sales culture by trying to accommodate every sales member in the entity. We discovered this is not effective for the entity and rather focus on the 20% of the members which will contribute up to 80% of the performance.

!

How?! The upcoming Sales Summits will allow only those with prior performance in the LC to be eligible to apply as delegate. Resource and Recognition will be given to individuals with significant performance in the LC.

!

MCEB Networking Campaign! To engage the LCs into networking events, from now on for every event there will be an MCEB to facilitate the experience for the LC members at networking events.

Sales Optimisation

!

Why?! There was a need to give direct support from the MC to facilitate the sales experience for the LC members. In the end, the MC has to role model the behaviour to the LCs.


iGIP Focus Strategies - Changes Why the change?

National BD Portfolio

!

Youth 2 Business no longer a product! Due to limited MC capacity, Y2B will not be organised hence sold to companies.

!

CSR Product done organically! With the absence of a full-time MCVP BD (non exchange product) it was not possible to balance iGIP sales and non exchange sales in one year. We’re approaching/approached by companies directly for non exchange partnerships.

!

Focus on iGIP! With the completion of the iGIP sales kit, we’re going to focus on polishing up the iGIP product and marketing strategy instead.

ENDED


iGIP Focus Strategies - Changes Any changes here?

Youth Summit 2015

Youth Summit 2015

!

There will be no significant changes in Youth Summit 2015 as a strategy.

!

We are exploring the integration of iGCDP into YS 2015 to make the event more aligned with our exchange programmes.


oGCDP Focus Strategies - Changes

Integrated Experience (IXP)

Integrated Experience (IXP)

Product Packaging

Process Opt. through EY partnerships

Product Packaging

Process Opt. through EY partnerships


oGCDP Focus Strategies - Changes Any changes?

!

All Strategies

We’ll only know the result of the strategy after the Winter Peak so there will be no significant changes to the oGCDP Focus Strategies.

!

oGCDP strategies will be reviewed in the Half-Year Review which will be happening in January after the Realization for Winter Peak is over.

All Strategies


Adjustment of Individual Plans


Prioritising our To-Do list Life as MC = doing all the following

National Focus Strategy

Long Term Strategy

Conference & General Meetings

General Operation

Annual Leave & Holidays

All in 9 Months x 30 Days = 270 Days Each MCEB readjusted their personal timeline to accommodate all of the above


Implementation Channel Definition


Current Reality Overlapping Touch Points! Some of the channels have duplicating messages. Confusion within the entity was observed due to inconsistent message delivered across the multiple channels.

MC Formal Meeting

Monthly StandCom

! Too many Touch Points! Compared to big entities like Brazil, HK has an ‘advantage’ where MC is very accessible. But we decided to make communication more simple and periodic between MC and LCs.

LC Coaching Meetings

National Conferences

! Takes up a lot of MC Capacity! Nearly 40% of the MC’s time is spent on updating and reporting but not on strategic & daily operations.

Other internal com channels

Individual Coaching


Network Management Periodicity

MC Formal Meeting

Functional Standing Committee

LC Coaching (via coaching model)

Monthly

Attendees

MCEB, MC Manager, NST, LCEB

Description

Input

No more reporting! All reporting to be done online via report ppt MC and LC Monthly report Platform to discuss based on the MC released 2 days before and LC reports the MCFM via newsletter Discuss out of report items to TLPs Discuss items regarding long-term Questions to be ready direction and year plan before the MCFM Open up discussion about challenges in the entity

Monthly

To make national functional decisions Exercise national functional MCEB, LCEB strategies LEAD with LCVPs/LCPs Monthly check-ins

Monthly

Depends on the Coaching Session

Discussion Items (from LCs&MC) Performance and KPI # Mood and Check-ins

Provide customised support to LCs. Agenda created with LCP Holistic development according to Data+KPI of the LC LC’s growth model Qualitative survey data Not for making functional decisions Most recent situation of LC

Outcome

Solution to key challenges Clarity and Transparency between MC and LC

Clear action steps Discussions to bring back to LC/MC EB

Clear action steps Increase in productivity & motivation LC Report


Network Management Periodicity Attendees

Discover 2014

WNCF 2015

SpringCo 2015

Description

LC New members, LCEB, International Delegates

Conference to showcase the Network of AIESEC The ‘first taste’ of AIESEC TMP: Clarity of Why & Skills Training TLP: Legislation Fair, Team development

Annual

TMP (TLP to be), LCEB

To conduct the MCP election SG and IA reports Conference to shift the mentality from TMP to TLP Long-term strategic discussions Enable a more holistic organisational viewpoint Leadership trainings

Annual

LCVPs: Functional Transition (hardcore operational and 1415 LCEB, strategic knowledge) 1516 LCEB, LCPs+MC: MoS Goal Setting as 1516 MCEB 1416 All: Backward planning as Session 2014-2016

Annual

Input

Outcome

The global network (int’l faci&delegate) Legislation items National Strategies

Member’s buy-in to AIESEC Motions are made and be carried in WNCF Increase in Productivity Strong entity branding of AIESEC in HK

MCP Candidates SG&IA Reports National Strategies LCP/MC level facilitators

MCP Elect Construction and buy-in of the 3 years rolling plan Ownership towards AIESEC in HK Pipeline development

Members of MC1516, EnC1516 and LCVP 1516 Functional Minimums IPM Output A LOT of Data

1516 Goal + Part of Backward planning (up to number of TMP&TLP needed for next year) Fully equipped TLPs Still motivated 1415 Individual functional transition plan


Network Management

Individual Coaching! (ideally minimised)

Periodicity

Attendees

Description

Input

Outcome

Ad-hoc basis

MCEB, MC Manager, NST, LCEB

Meeting called by MC/LC individuals upon request

Depends on discussion

Depends on discussion

Weekly priority sheet updated by 10AM on Monday All updates through email Every EB must read the email before coming to meeting

Clear action steps Deadlines Discussion item with other departments

TBC

TBC

MC Monday Morning Meetings

Weekly

MCEB, LCEB

Space to clarify each other’s priority Open discussion for key issues Make team decisions

Other Internal Communicati on Channels

TBC

TBC

TBC


Next Quarterly Review: Early December


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