AIESEC in Hong Kong
14|15
5th Extraordinary General Mee2ng MC Vice President Elec2on
1
Booklet Contents
Table of Contents
2
Agenda of the 5th EGM
3
Extract from the By-‐Law
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Ques2on and Answer Session Process
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Manifesto: Artemis Ko
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Manifesto: Charitha Lokuge
10
Manifesto: Ghassan Nassar Manifesto: Hailey Lau
15
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Manifesto: Harrison Kao
22
Manifesto: Jessie Ho
27
Manifesto: Julian Tsai
31
Manifesto: Karen Ng
36
Manifesto: Max Chang
41
Manifesto: Michael Cheung
46
Manifesto: Zuzanna Pyzalska
51
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Extract from the By Law
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Ques2on & Answer Session Process Ques2on & Answer session will take place in 4 groups. Each group will have 30 minutes with each candidate (see below for the schedule). There will be no standing order and the en22es may ask any ques2on which will help them in deciding to vote for confidence or not. Things to keep in mind: -‐ Alternate the en2ty who is asking the ques2on (eg. CUHK first and then HKBU, and then back to CUHK etc). -‐ Each ques2on to be answered in 90 seconds (there will be a 2me keeper in each group) -‐ One person from each group will take down the ques2on and answer for other group’s reference (hbp://bit.ly/MCVPQnA) -‐ Please be on 2me as we have 11 candidates to cycle through! -‐ In case of technical difficul2es (for interna2onal candidates), the 2mer will not stop and the session will end according to the agenda.
For any ques2ons, please talk with Ryo Enda (chair of EGM) directly!
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Candidate Manifesto
Artemis Ko
6
AIESEC Hong Kong Limited Session 2015 -2016 Member Committee Vice-President Recruitment Manifesto Artemis Ko
1 2
I want to see @HK dare to change, Willing to contribute to everyone experience and united. TM Situation & Direction In past few years, TM work very hard in providing more support to front office, gate keeping the member experience, succession planning and the program quality.
“叙述性 段落”
In coming term, TM will provide more direct support to FO; provide suggestion and feedback for different LC & departments on their strategy planning & to increase their productivity.
TM Intelligent
In order to have a better planning for our future operation and to sustain our success, data is important for TM. Base on the data, TM can provide more objective opinion and strategy that can boost up our productivity. TM will review the current productivity tracker, MEC, team minimum by having new formula, content with clear explanation on it. Later, by regular tracking on these, TM can generate date and do analysis for LCs and departments for the on going strategy or operation. Those data and analysis report can be used for the next session planning as well.
2
Recruitment & Education Value & competence base recruitment In order to boost up our performance, finding the suitable person in a right time is our first step. In coming term, TM will focus on the value base recruitment with competence elements to balance the different need of different LCs. Implementation of MEC & LEC This year, TM has the implementation of MEC to standardize the education framework of members and to ensure the members’ learning. In the coming year, TM will focus on reviewing the content & the way of delivering with MCVPs & LCVPs to cater different departments and LCs' need. Also, TM will do regular checking on the MEC implementation & the performance on the FO. In order to prepare our TLP to lead and their personal learning, there is LEC focusing on team leading, people management and knowledge.
2 1
Sale Development Program Sales Development Program is a complex of lectures, tasks and discussions. It provides the opportunity to grow GIP and to implement sales culture & provide GIP Knowledge in LC. For this program, there are external Sales Training, coaching and competition. During the program, TM will have regular tracking on the process and have the related training to members.
Goal & recruitment recview
• understand the goal of department & member • review the team structure • review the talent need of GIP
Review the Talent Gap
• Understand members' talent gap • Understand the bottleneck of department • Fill the Talent Fap by coaching & training
• Track the process of the scheduled training & Team minimum • Terformacne tracking
Tracking
Reinforce Integrated Experience Program Integrated experience can help us to bring the right talent to the right place at the right time. From GCDP returnee to our TMP / TMP to GCDP, we can unsure our members have the ability and exchange knowledge, which can improve our program quality. Also, since they have seen the impact of AIESEC Exchange, they have stronger belief and passion on their work. For TMP&TLP into GIP, since our members have the AIESEC experience, they have a right mindset and expectation on our exchange program. In this way, there will be more successfully EPs that can be raised and matched, as they understand our products. Also, our members can link what they have learned in AIESEC to their professional career path. Through the word of mouth within entity, more members can see the impact of AIESEC. In this program, we need to have our talent planning time line to be earlier; strong synergy with oGIP & oGCDP department; internal marketing; regular tracking on our exchange program experience.
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Recruitment review
• Review the team structure • Earlier promotion & recruitment
Exchange Preparation
• EP preparion session • lead element • EP's future planning • Expectation on reintergation in TMP
Exchange support
• Coaching on EPM • Tracking on the exchange experience • Reintegration • Linkage of GCDP & TMP/TLP
Candidate  Manifesto
Charitha  Lokuge
10
Charitha Lokuge – iGIP Plan of Action SALES Objectives Action Steps
Touch-points Channels Audience KPIs Remarks
Increasing the sales intensity. Visibility – gathering information on the current status and identifying spaces for improvement. Research on trade associations, their scope and the level of operations and approach them to gather information on potential sales leads and seek their assistance in engaging with the international events held within the SAR. Corporate brand survey on those organizations and creation of the output. Creation of international events calendar and information gathering on networking events. Approaching of the organizations as of their level of awareness on AIESEC (Promotional email / sending of info booklet could be a possible approach for the ones who are not aware on AIESEC and networking events could be a possible approach for the ones who‟ve heard of AIESEC before) Follow up till the signing of contract. Circulation of newsletter / impact reports periodically to keep them in touch and for potential upscaling. International events, networking events Social media, linkedin, impact reports / newsletter, EwA events, B2B meetings Corporate sector, trade organizations # of contracts signed, # of sales leads Following international events were identified as potential channels to promote GIP. HKTDC Hong Kong International Tea Fair [August], Hong Kong Jewellery and Gem Fair [September], Asian Logistics & Maritime Conference [November], Hong Kong Forum [December] HKTDC World SME Expo [December] Potential trade associations to be approached: Hong Kong Trade Development Council, Hong Kong General Chamber of Commerce, Business Network International, Entrepreneur HK, Hong Kong Freelancers & SMEs, SME Creativity Centre NOTE: Clustering of Local Committees as per their mostly-used sales practices would provide an opportunity to utilize their strengths. INTERNATIONAL RELATIONS
Objectives Action Steps
Touchpoints Channels Audience KPIs Remarks
Increased presence in the network. Minimizing difficulties incurred during the matching stage. Research on existing opportunities to identify the demand. Developing the online information portal for iGIP in Hong Kong. Conducting a supply analysis survey and analyse past trends to identify the EP timelines Creation of the output and identify potential partner entities. Utilization of IC 2015 to establish partnerships and share required information. Follow-up and review partnership progress. International / regional conferences, CEED opportunities Country meetings, EXPA, AFT Sending entities, EPs, Partnered organizations Avg. duration spent on matching a TN, realizations:raises ratio, # of entity partnerships, % of realizations through entity partnerships Matching Platform: In addition to EXPA and search tools being used at the moment, a separate platform to deliver targeted promotions on Hong Kong will be developed. Consists of why GIP in Hong Kong, Information on targeted sub-products, Standard Operating Procedure and Impact Stories. S&D Management Survey: With the support of IM & BD, data will be collected to have information on EP availability and timelines, in a way it matches corporate expectations. Entity Partnerships: Establishing partnerships with potential entities to increase collaboration and efficiency in the matching process. The entity‟s presence in regional and international conferences will play a crucial role in this.
Charitha Lokuge – iGIP Plan of Action CUSTOMER RELATIONSHIP MANAGEMENT Organization Objectives Action Steps
Touchpoints Channels Audience KPIs Remarks
Ensuring a better exchange delivery. Standardized Job Descriptions Research on existing JDs of SMEs (clustered according to the sub-product) in the system and the history of partnerships (i.e.: information on # of realizations, % of terminations, etc.). Present the output to SG and receive their inputs. Developing the Job descriptions and receive external feedback Introduction of those into the standard GIP material of the entity. NEP GEP Conversion Research on MNCs and the existing national partners and the possibility of raising / upscaling. Sending relevant information to AI and obtain the approval for GEPs. Preparation of customized proposals for each organization, providing them with the information of GEPs. Follow up till the signing of the contract / MoU. Periodical reviews and feedback on partnership delivery. Quarterly review meetings, SG meetings, B2B meetings Economic reports of the SAR, AI resources Corporate partners, trade associations Retention rate, % of raises through re-raises, # of national / global exchange partnerships, reduced # of internship terminations GEP AI Prospect List: Barclays, Barcadi, HSBC, Pfizer, Johnson & Johnson, Cathay Pacific, Sony, State Street, Otterbox, Deutsch Bank AG, Citigroup Global Markets, PCCW, The Economist, ABN Ambro, DHL, Nestle, LinkedIn, Aegon Standardized Job Descriptions: This is especially aimed at startups and SMEs, which are of a flexible nature and find it difficult to exactly identify how GIP can be implemented within their organization. BoA / external support is obtained in doing this. NEP GEP Conversion: Aimed at upscaling our product among the existing partners and making Hong Kong a pioneer entity in raising GEPs. MNCs are mainly targeted. Quarterly Reviews: In order to ensure we improve based upon our customer feedback and keep constant communication with them.
Exchange Participant Objectives Action Steps
Touchpoints Channels Audience KPIs Remarks
Ensuring a better exchange delivery. Adherence to exchange standards. Analysis of the existing data on S&S in EXPA, collection of personal feedback from EPs. Identification of areas to improve in terms of standards fulfillment and create action steps in that way. Receiving of responses of LDM self-assessment (yet to be implemented by AI) and share the output with Alumni / resource personnel for LEAD. Development of the EP LEAD content. Creation of touch-points for the EP to get integrated to the local culture and agreement by EP and AIESEC on those. Implementation. Feedback and improvement. EP LEADs, cultural festivals, reviews EXPA, conference outputs, IPSs Exchange participants Net promoter score (GIP), reduced # of internship terminations S&S Tracking: Based upon the feedback in EXPA, identifying possible ways to develop 11 standards which need to be fulfilled by the hosting entity.This includes member education and providing recommendations for LCs. Cultural Integration:Assisting EPs to identify possible touch-points with the local culture and „live like a local.‟
Charitha Lokuge – iGIP Plan of Action EP LEAD: Content will be delivered with the support external / alumni support to ensure „host facilitated learning‟ during the internship experience. This will help the EPs to reflect their leadership journey. TMP / TLP Participant Objectives Action Steps
Adherence to TXP standards. Analysis of past performance records and receiving of feedback from members on their team experience covering the aspects of team minimums. Usage of LDM assessment tool to identify the improvements on members‟ leadership journey. Creation of the output, identification on areas to be improved on knowledge sharing and conveying it to the LCEBs. Member education on team minimums (with EBs) and start implementation in the new team cycles.
Touchpoints Channels Audience KPIs Remarks
Sharing of the output with Alumni / resource personnel and co-develop the training materials. Introduction to the standard material into the SOP. Co-delivery of knowledge with externals & MC. Member reviews and feedback. Team meetings, review meetings, conferences EXPA, training programmes, webinars TMP / TLP participants Net Promoter Score (TMP and TLP), member retention rate, exchange performance-related KPIs of GIP, % of realizations by LCs iGIP Education Cycle: In addition to that ICX induction manual being used in the entity at present, focus should be given on how to track a member develops each element in AIESEC‟s LDM as a result of his/her team experience. Expected outcomes through each step of the process could be set in the meantime. According to the given feedback by LCs, providing of sales training and training on EXPA was identified as crucial. Alumni / corporate partner support will be taken in sales training and MC support on EXPA training is provided. Sales summit is an existing initiative with regard to this area, yet need to be customized more, catering the member needs. Team Minimums: With the collaboration of TM, ensuring that the iGIP teams follow the TXP standards (team plan, JD, tracking and coaching, reflection and evaluation). Team Leader Reviews: Aimed at identifying possible ways to improve TLP experience and create a support system for them. EXTERNAL RELATIONS
Objectives Action Steps
Touchpoints Channels Audience KPIs Remarks
Implementing a less complicated visa process. Research on the feasibility of implementing “Global Entrepreneur” Identification of government authorities to be approached and their scopes. Presentation of progress report / impact report, which showcases the relevance of AIESEC to Hong Kong (in a way that suits the authorities‟ mission as well) Presenting information on the existing difficulties faced by AIESEC. Identification of possible channels to proceed. Follow-up Existing partnerships, EwA events, impact reports Government institutes, start-ups Avg. time spent on the visa process, # and % of realizations through “Global Entrepreneur” Government Relations: Aimed on two objectives namely, minimizing the VISA constraints we face at the moment and implementation of a pilot project with government involvement.
Charitha Lokuge – iGIP Plan of Action Potential authorities to be approached: Companies Registry, Information Services Department, Trade & Industry Department, Immigration Department, University Grants Commission Existing ties with Mr. Eddy Ng and InvestHK could be named as GCPs on this regard. “Global Entrepreneur”: An initiative by AI focusing on start-ups and short-term GIPs Before the implementation of this initiative, visa feasibility for short-term GIPs needs to be looked at.
Candidate  Manifesto
Ghassan  Nassar
15
Conscription: To streamline, facilitate, manage and enhance recruitment Move of power: Concreting and solidifying transition Mark my word: Better communication channels among all
MCVP TM APPLICANT GHASSAN NASSAR
We are talent and talent is us All talent is to succumb to our management and to be set in the direction of better organizational and managerial skills no matter the background The focus of our management will be as the following projects:
Conscription Move of power Mark my word The Great Library 2.0 I’m all ears Talent-Development Synergize We are one
The Great Library 2.0: A facilitated and easily accessible database for all announcements made and material taught or to be taught I’m all ears: Keeping an ear out to what others have to say from the team members all the way to MCP Talent-Development: Create a strong synergy with OD for LCEB TM related support Synergize: Maintaining synergy with the other functions We are one: A focus on getting more LC-LC collaboration
Candidate  Manifesto
Hailey  Lau
17
AIESEC in Hong Kong MCVP 1516 Application Manifesto Hailey Lau – Organizational Development
#1
Forming Operational Culture Data-Driven Operation •
Specify & Utilize Data Collection Channels Current data collection channels: EnC, SC, MCFM, National Tracking Spreadsheet, SONA Popularity: EnC/ SC > MCFM > SONA > National Tracking Spreadsheet Effectiveness: National Tracking Spreadsheet > SONA > EnC/ SC/ MCFM Goal: National Tracking Spreadsheet: Monthly Update by LC SONA: Same EnC/ SC/ MCFM: (less reporting, more data-/evidence-based discussion) – Discussion on follow up of the data collected (ideally after data analysis) – Bottom-Up Initiation
•
Regular and Frequent Data Analysis – –
National Tracking Spreadsheet: (FA focus) Monthly Update by LC SONA: (LC focus) Same
Bottom-Up Initiation •
Utilize Meeting Channels –
Extension and Consolidation/ Standing Committees Current: EnC: LC Reality Update, National Initiative SC: LC FA Update, National Strategies Discussion (downscaling to LC level), National Strategies Implementation Progress, National Taskforces Goal: • Strategic discussion of the data analysis monthly of the LC • Continue national initiative • (SC) National Taskforces remained but base on the initiatives from VPs –
MC Formal Meeting* Current: MC reporting current AIESEC HK reality, A.O.B. *Low attendance of LCEBs
Goal: • Only channel of national open discussion on adopting global strategies
#2
Fostering MC-LC Alignment Purposeful LC Development •
Aligning MC-LC Organizational Structure
Coaching Model Refinement •
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In 1415, we have departments like IM, KM, ER and BD existing in a few LCs only which they don’t have the clear and aligned JD and self-operate without MC support. This is why in 1516, MC-LC needs to have aligned organizational structure to ensure we are operating in one direction and LC gets support from MC.
•
FO-BO Alignment Currently, we don’t have FO-BO co-planning after LC Planning (usually happens in LCEB Planning Camp), each department finishes its functional planning based on the output of LC planning causing FO-BO lack of synergies. FO and BO need to co-plan together on (i)Collaboration Strategies & Projects; (ii) Education Cycle (TMXFO); (iii) HR Support (LC goals & Productivity – organizational structure); (iv) Collaborative Operational Timeline (which makes sense a lot since BO should be supporting FO).
New Coaching Model – – –
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LC Tracking (base on OD model and any new strategies adoption) LC EB Team Coaching LC Coaching (performance-wise with supporting data collected and analysis) LC Feed-backing
Standardize LC Coach JD Minimum – – –
Ensure implementation of national strategies Help LC adopting new changes Collect GCP from LC in performing programme(s)
#3
Striving for Exchange Growth International Relations Initiative •
Empowering LC to form partnership
Collaborative Education Cycle •
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In 1415, partnership are mainly formed by MC (except HKUST forming LC-LC partnership by personal relationship with other entities) which in the coming sessions, LCs should be forming and dealing with the partnership themselves to better manager the partnership relations and for MC to let go more operational work.
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Utilize International Conferences Every year we have a lot of members joining different international conferences. We can use this opportunity to increase the exchange matchability by giving taskforces for them to do instant matching or to form LC-LC partnership in the conference. MC in this case, can be the coordinator in these taskforces, especially in AP/MENA/WENA conferences to structuralize the process by giving conference preparation workshop and postconference follow-up meeting(can be held by with MC/LC, depending on it’s LC or national interest).
Refreshed MEC (GCP from AIESEC in Vietnam)
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•
OD-TM collaboration All education activities are strongly connected to each other Separate objectives and delegate profile (TMP/TLP) Timeline alignment with operations Key events: recruitment and exchange peaks MC touch point is prioritized for TLP
LEC The need of LEC arises in 1415 among LCs. Due to unideal leadership pipeline and inexperience in this area, LCs didn’t have talent capacity to deliver LEC on BOTH hard and soft side. Other than having output for LEC for LCs to implement by themselves, upscaling LEC to national level is a more effective and efficient way to achieve the goal of enhancing leadership team capacity . – Preparation (May-December) – Transition (Jan-June) In the 2nd half of the term, LEC also includes the transition cycle for elects/ potential future leaders.
Candidate  Manifesto
Harrison  Kao
22
AIESEC Hong Kong MCVP Manifesto Harrison Kao- Candidate for MCVPoGIP & TM oGIP Global Trend Analysis Since oGCDP launched in 2007-8, business related TNs declined significantly. oGIP in developed countries (US, HK, France, Japan and Canada) have stagnated due to minimal business TNs and growth of local internships. Although AIESEC was able to secured sustainable growth on GIP TNs, globally many of these TNs were GIP education. In past 3 years, AIESEC has taken two major directions regards GIP: Regional Collaboration and project-based batch matching. In IPM 2015, Global Entrepreneur (GE) was a major topic, and massive growth on GE is expected in the next 2-3 years. Business GIP opportunities in developed nations are slowly picking up, yet will be a long process. AIESEC Hong Kong oGIP Analysis The new customer-centric model empowers LCs to raise more EPs, yet the growth hasn’t reached initial projections. According to the 2015 SpringCo output, all 7 LCs are making a loss with the oGIP program, in terms of financial investment and talent allocation. Based on the LCEB and MC’s interview, EPM’s service delivery and education are the two major root causes.
So the real questions are 1. How can we increase oGIP’s financial ROI and at the time increase the oGIP realizations? 2. How can we empower EP managers while keeping them accountable to what they are supposed to do? Vision for AIESEC Hong Kong oGIP Unlock the potential of oGIP through entrepreneurial and customer-service team culture, and prompt and supportive service delivery. Build a independent and financially healthy oGIP program.
Step 1. Centralization and Standardization A. Centralized Website Centralization of the oGIP application and website is essential. This is a key step for process optimization, SEO, data management, and EPM tracking. Integration can be done using tools such as Podio, EXPA, or FluidReview, and etc. B. Standardized Operation Based on the LC GCPs and LCVP feedback, establish guideline for consultancy chat, expectation setting, invitation & rejection letter, and ER events. Moreover, we also need to standardize sub-‐product descriptions and promotional messaging for national branding purposes. C. oGIP Resource Hub EP and EPM knowledge of oGIP program is the core of high quality experience. Instead of spending too much aimlessly searching through a maze of Google Docs for relevant oGIP materials, develop a one-stop oGIP resource hub. It will contain all the important documents and useful pieces of information. Additionally, it’s a platform that circulates strategies through LCs, so that they are always up to date on the most recent on the most recent documents and initiatives. EP resource hub EPM resource hub -‐ VISA info Packet -‐ Consultancy chat minimum -‐ EXPA education video -‐ Expectation setting guideline -‐ Insurance Info & iSOS Info -‐ GCPs sharing space -‐ Tip’s on virtual interview & Resume -‐ oGIP marketing material -‐ PDF of XPP EP contract -‐ Contact list of LCVPiGIP and iGIP NST -‐ MC, QCB & LCVP contacts -‐ Sub-‐product TN search tools -‐ List of recommended TNs -‐ XPP, invitation letter, contract, EPAN
STEP 2. Sub-Product Development Marketing is effective only when we have specific sub-product message tailored toward particular market segments. The key action steps are: 1. 2. 3. 4. 5. 6. 7.
Conduct market research, analyze TN supply, and collect LC feedback Redefine and Standardize sub-product description and marketing direction Select sample JDs and focused countries for each sub-products Research the career path for each sub-product Empower each LCVPs in charge one entity partnership Revamp national oGIP website based on the research Develop LC-LC partnership based on local reality(timeline, profile, and focused subproduct) 8. Design University Sales Brochure for each sub-product BA & Marketing One thing that’s open for discussion is to combine Business Administration and Marketing into one Business Internship sub-product. JDs are sometime overlapping, which confused our customers. There are many sales and business development TNs that’s difficult to categorize. GCP like Singapore Partnership can enhance into JD based or TN company based recruitment. Better expectation setting and JD transparency will expedite raise and matching process. Technology Consider the EPs profile and high opportunity cost; Technology is a sub-product needs MC-MC project-based recruitment. An example would be TATA Consultancy TN in India, CS2 Technologies in USA. Education Education is the major GIP TN supply, but the less preferred by HK EPs. In order to launch a new sub-product, LCs (especially LingNan and BU) should promote existing national project (EX: Shape Colombia) that have both good quantity and quality TNs. Global Entrepreneur (GE): Currently, most GE TNs are located in CEE and SEA, which are destinations less preferred by HK EPs. JD based promotion with strong emphasis on the concept of start-ups will be the marketing direction. In 2015, Jack Ma invested $130 million in Hong Kong startups. According to CNN Money research in 2015, more Asian graduates are interested in joining startups instead of multi-national corporations. In other words, GE (short-term unpaid oGIP working at startup) could be a sub-product that will make oGIP into a more financially healthy program.
STEP 3. Customer Flow Enhancement The Singapore partnership, Japan CEEDership and customer-centric model were all effective front-end focused strategies. However, the international direction is to spend less time on marketing and attraction, and more time on conversation and delivering the best customer service throughout the exchange. The program reputation and high quality customer experience will make GIP more sustainable. By creating an enhanced process surrounding an existing customer flow, we can improve conversion and service delivery. 1. Customized Timeline Ongoing recruitment does not mean we shouldn’t have application deadlines. Empower LCs to establish rounds of applications based on the academic calendar and select focused countries and sub-products for each round. Stand Comm and MC can develop entity partnerships based on the LC’s plan. 2. Cohort Consultancy Chat Office Hours After each application due date, there is a cohort of potentials EPs to participate in an induction. In one day, a team of 8 can interview, educate, and raise from 10-20 EPs without the hassle of figuring out schedules and delaying meetings. This can be done in 3-4 rounds of applications, each set at 5-6 weeks apart. LC should get information about EP’s country and TN preferences at this stage. 3. Exchange Participant Induction Ceremony (EPIC) After the first 1-3 weeks of raising EPs, LCs host an EP induction event. The purpose of this event is to bring everyone together in an encouraging crowd environment to get EPs excited about going abroad. A sample EPIC agenda would include 1. Kick off EPIC with oGIP EP experience sharing 2. Expectation setting on program and EP-EPM relationship. 3. Refresh EPs’ memory on oGIP process, focused sub-product and countries, and NPS 4. Introduce country partners, current JD or project based recruitment, and the LC’s focused entity partners for that round 5. Research 5 TNs per EP before the event based on EP preferences, and provides them to EPs. Guide EPs walk through the EXPA physically with laptop. Ask EPs apply 2 TNs during the event. (One LC in US increase 30% Ra-Ma ratio after they switched on from PPT and video EXPA education to on-site experiential education) After the EPIC, LCs informs iGIP team of entity partners or EP’s applied LC to pay special attention to our EPs at this time. Overall, the enhanced customer flow would provide more engaging customer experience with minimal HR capacity.
Candidate  Manifesto
Jessie  Ho
27
Jessie Ho / Manifesto
Marketing in AIESEC in Hong Kong The function of Marketing in AIESEC in Hong Kong should strive to be innovative, self-aware, and collaborative Members should take ownership of their own time and experience in order to contribute to an AIESEC for Hong Kong By committing to a focus for the function, marketing will better be able to drive exchange and further the sustainable development of the entity. My plan for the Marketing function is twofold, separated into Operations (External), and Engagement (Internal).
Operations // External Brand Equity
Customer Experience
definition: The commercial value that derives from consumer perception of the brand name of a particular product or service, rather than from the product or service itself.
The Marketing function of 15/16 should further strengthen brand awareness and align the brand with AIESEC’s value proposition. As the function responsible for the brand of AIESEC in Hong Kong, we are engineers of the image, credibility, and recognition of the organization. How we present ourselves to stakeholders (students, companies, etc.) is essential to solid operations and strong results. Branding should be consistent and coherent, in order to create the united one voice of AIESEC in Hong Kong. As we are one organization, so we should present ourselves—in order to maximize our professionalism and gain trust as AIESEC in Hong Kong.
We must take a customer-centric mindset in order to sell our product and deliver on our promises most effectively. We are responsible for forging meaningful, respectful relationships with our stakeholders in order to foster sustainable development. In communications with our stakeholders, we must consider the three R’s: relevance—how to make AIESEC matter to Hong Kong, resonance—how AIESEC connects with the individual, real-time—how to utilize community management in order to keep them engaged and informed. The value of customer relations is important in that it can drive brand equity, therefore, it should be prioritized accordingly. This is the first step towards sustainable marketing tactics in order to ensure ongoing strength of the organization.
Engagement // Internal Cross-functional Synergy In order to fulfill our potential as the one entity of AIESEC in Hong Kong, every single department must play their part. By working together, we can create a culture of ambition and collaboration through action. In particular, the Marketing function of 15/16 should establish its role within the entity and work to consistently offer valuable contributions in order to drive exchange and deliver high quality experiences. This begins by having constant communication between departments; firstly on the MC level, and then by facilitating the same on the LC level. The entity should also strive for transparency, which can be achieved through said communication, and also tracking to keep all parties accountable. By engaging the departments with one another, AIESEC in Hong Kong will be better positioned to achieve its goals and drive results.
Departmental Sustainability The Marketing department in AIESEC in Hong Kong must be built up in order to foster good marketing practices in the future. Beyond sustainable marketing practices, the department should be sustainable in and of itself; it should create better opportunities for its members so as to encourage a better pipeline. The function needs to develop a focus in its operations as a back office in order to drive exchange; members should take ownership of their experience. The relevance to the individual (i.e. why are YOU in AIESEC) is integral to their motivation and ability to “sell” AIESEC. Marketing should also create a culture of growth by equipping members with adequate training (sessions that include both mindset and skills training), encouraging feedback, and driving innovation.
Jessie Ho / Manifesto Operations // External
“Marketing” Promotions Physical promotions (i.e., boothing on campus, classroom talks) have proved to be more effective than online promotions. This is because physical promotions initiate direct contact, and the quantifiable reach is effected by less variables. However, they require more time and resources. There should be a clear timeline so that members know what to expect and will not be demotivated. Also, promotions should be results-oriented. LCs should find the balance between physical and virtual marketing, and implement things such as integrated marketing across their platforms.
National Campaign(s) A national campaign would be the next step for AIESEC in Hong Kong’s brand and message alignment. By initiating a campaign that applies to the entire entity, it would enhance brand consistency and set an example for the LCs. Furthermore, it would be good if the MKT Standcom came up with the idea, as a next step for LC-LC cooperation. This does not have to be limited to Facebook promotions. Also, the MC could provide templates for the LCs in order to supplement promotional materials.
Valuable Engagement with the Customer Above all, we want to stress the value that AIESEC can bring to the student. Even if we are not directly selling exchange, we want to provide positive experiences. For example, sharing valuable articles on Facebook, or holding recruitment talks, or guest speakers, or networking sessions that are open to non-AIESECers. Talks could also be helpful regarding a topic that is compatible with AIESEC; however, it doesn’t feel as if we are hard selling AIESEC. Soft-selling is more effective, and ultimately will produce a better customer-brand relationship. In addition to high level brand management activities, relationship management on the local level is also important.
Research and Tracking Just as an AIESECer/individual should have knowledge of themselves and their goals in order to perform well, a marketing needs knowledge of the market in order to promote effectively. I would like to work together with IM in order to streamline the process of recording and tracking customers in order to better track our customer flow, and implement a leads funnel through possible means. Tracking leads means the LC is better able to nurture them, keep them interested, and overall enhance the professionalism of AIESEC as a brand. Furthermore, having all the information easily accessible and in one place creates accountability.
Jessie Ho / Manifesto Engagement // Internal
Cross-Functional Synergy
Marketing oGCDP // oGIP Marketing needs to be fully aligned with OGX in order to best sell our products to students. We need to be setting the right expectations for customers. Therefore, there needs to be a lot of communication between the two departments; for example, to build a promotional timeline together, with plenty of time ahead in case of last-minute changes. The OGX and MKT Standcoms should meet at least every three months in order to facilitate this collaboration. In addition to this, boothing or recruitment talks should not be limited to MKT members only; rather, it is beneficial for any member of the LC to learn how to pitch AIESEC to students. In particular, it is OGX who has specific knowledge of the products. Also, MKT and OGX can collaborate in regards to getting EP stories in order to better sell the AIESEC experience, again, by leveraging off of customer reviews and relations. The goal is to improve conversion rates and NPS scores.
BD // iGIP Marketing and Business Development would be chiefly responsible for setting the credibility and recognition of AIESEC in Hong Kong. It is crucial that the organization bears a professional and attractive brand image to interested companies. Furthermore, we should build up sustainable partnerships in order to drive expansion. As BD handles ER, MKT would work closely with them; an option would be to find and use intern stories in order to better present the value of AIESEC. In Hong Kong’s business-driven society, there is also potential in B2B marketing, which would in turn offer valuable experience to members. The credibility of the organization is incredibly important for things such as inbound marketing. Furthermore, if we perform well as an entity, we will gain recognition in the region and will be better positioned in the society of Hong Kong to enable growth.
TM // OD // FLA As the back office of AIESEC in Hong Kong, MKT should work together with TM/OD/FLA, knowing that the end purpose is to drive exchange. TM should properly implement Team Minimums in the MKT department in order to increase member productivty and motivation. OD can ensure that MKT in each LC is contributing well to the LC. MKT can collaborate with TM and OD by creating an internal campaign on social media in order to promote engagement and healthy competition among members and LCs. Furthermore, MKT can work with FLA to find sponsors for incentives for promotions, such as the Snapple for Youth Summit, or a social media contest, etc.
Candidate  Manifesto
Julian  Tsai
31
AIESEC in Hong Kong - MCVP oGIP Manifesto ! ! ! ! ! ! ! ! ! ! !
About ME Why Julian?
Hong Kong, the place I start, the place I grow, the place I want to contribute. AIESEC is the platform that develops leadership, empowering others, and brings positive impacts to the Hong Kong society. This year, we start to emphasize AIESEC FOR Hong Kong, which strengthen my dedication to make a revolution to this entity, to bring in more impact, more empowerment and more growth.
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area Vision - Why we do what we do? Nurture youths with entrepreneurial mindset through professional experiences in cross-cultural environment.
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Mission of 1516 To be recognized as a credible programme that provide professional experience in a cross-cultural environment Current situation in 14/15 - What we have now?
External Recognition & Market segmentation - Sub-product implementation (Marketing, Business, Technology) - Brand alignment (Global Talent as external name) - National Website reconstructed Legislation - Contract revised - Extension contract under construction - LC criteria revised
Operational Process - Ongoing recruitment implementation - Abolished SRB, established Consultancy Chat - 90% customer centric model (HKD 1000 deposit collected from EPs before matched) - Built foundation for Entity Partnership with Singapore, Malaysia and Japan - CEEDer from Japan (by HKU, CUHK) to stimulate matching - Regular EP Newsletter
Current Bottlenecks - What are the gaps? Credibility & Recognition - Students regards GIP as an option, but not a priority - Lack of programme recognition from schools and externals - Insufficient market penetration to our targeted markets - Unstable promotion channel from schools - Unable to centralize online traffic to generate more leads
Operational Process - Long matching period (low response rate from TN side) - Expectation mismatch from EPs - Unstable Entity Partnerships (e.g. Japan) - Members demotivated and unable to operate Impact showcasing - Lack of materials for showcasing EPs’ experience- Reintegration unable to connect EPs to future career development
Solutions ! ! ! ! ! Strategies ! Strengthen current and ! new Entity explore ! Partnerships ! ! ! ! ! ! Sub-product customization ! ! ! ! Set up national oGIP ! database ! ! ! ! Establishing Membership ! minimum ! ! ! Campaign Matching ! ! ! ! ! ! !
Focus 1: operation enhancement Objectives - Optimize marketing, recruitment and matching
- Effective market segmentation
Action Steps
- Send CEEDers from/to partnering entity
> CEED to HK: Deliver speech during recruitment event for better expectation setting (e.g. Japan CEED this year by HKU & CUHK) > CEED to host: Quality control in the partnering entity; Conduct sales to TN takers to market HK EPs. - Partnership Group on Facebook (e.g. Singapore x Hong Kong Partnership) - Discuss with Standing Committee about launching Education sub-product - Research on the potential of Global Entrepreneur - Country + Work field sub-product (e.g. Marketing in Singapore)
- Improve KM process for oGIP - Collect materials from EPs for impact showcasing - Future promotion usage - Utilize national resources - A checklist to gate keep members’ responsibility including role as EPM
- Set up a national Podio workplace and gather photos, videos and words from EPs during GIP
- Maintain EP’s motivation on job searching and shorten matching period
- E.g. Full-subsidized air-ticket if matched within 30 days
- Synergy with TM Standing Committee to co-create the Membership minimum, and tailor-make for each functional area
- E.g. Enjoy discount for PRISM behavior test (Engage national partners)
Focus 2: Programme credibility elevation
Strategies
Objectives
Action Steps
Organize External Events
- Attract students who are interested in specific work field - Indirect marketing
- Synergy with BD to conduct Youth to Business (Y2B) forum (e.g. To attract IT students by inviting guest speakers who works in IT startups to Y2B to talk about importance of overseas working experience, and introduce GIP at the end) - Joint-LC Career Talk/ Career Forum in campus
Strategies
Objectives Action Steps ! Strengthen and - Enhance Programme credibility - MC attend school meeting together with LC EBs for programme ! on School explore & Recognition endorsement & mass promotion ! Relations - Develop sustain school ! promotion channel ! - In depth market penetration ! LCs website into Merge - Centralize online traffic for - Collect all oGIP information into National website ! National website effective marketing - Open sub-pages in national website for each LC’s tailor-made ! Boost up website exposure and information (e.g. Recruitment events) ! generate more leads for all LCs - Plug-in TN search tools into website for direct TN/JD based Promotion ! ! Promotion - Direct marketing - Synergy with MarComm to establish an Introduction Booklet for oGIP ! (can be used during school visit, promotion period) ! - Establish EP Newsletter regularly about featured TNs ! ! ! ! Focus 3: programme consummation ! ! ! Strategies Objectives Action Steps ! my Career” (“Globalized my “Globalized - Encourage EPs to upload photos, - Synergy with MarComm to design several ! Career” is a portfolio made by AIESEC that videos and words in order to enlarge portfolio templates ! recaps GIP experience including the oGIP national database ! EP’s - Request EPs to upload materials to the photos, videos and words. It will be given to ! - Value-added to EPs for future career oGIP national database EP during Reintegration. And EP can attach ! development - Hand in portfolio to EPs upon Reintegration the portfolio in future job application or ! - Collect materials for future promotion upload ! to his/her LinkedIn) usage ! Participate in Professional workshops - Consolidate EP’s learning in GIP - Cooperate with external partners to ! conduct Reintegration workshop - Value-added to EPs for future career ! development - E.g. Zenlinx. PRISM workshop to conduct ! behavior test and receive career advices - Engage external partners ! - Strengthen MEC ! ! Business Networking Events Organize - Bridge EP’s career path - Invite companies who are interested in ! hiring youths with overseas working - Engage external partners and TN ! experience (first choice: national partners & takers ! TN takers) and invite GIP returnees ! - Providing an opportunity to EPs to find their ! next step in career
Who are needed?
! ! ! ! MC-LC collaboration
 ! WHY we need collaboration is because only both MC & LCs ! are willing to contribute to a same picture,if AIESEC in Hong ! ! Kong can grow big and strong. Collaboration also means LCs ! & MC are part of the body. Each part of the body can grow ! stronger if and only if all parties are showing the willingness of ! sharing resources and supporting LC who is facing difficulty. ! !
To make GIP happen, cooperation on each level of the organization is necessary in order to achieve these goals.
MC Role of MC is like a coordinator to coordinate with different stakeholders (AI, SG, External Partners, LCs etc.), and to understand needs of LC in order to respond with corresponding support. LCs act as the front-line to implement tailor-made strategies from MC, and showcase the impacts of AIESEC. Apart from that, close synergies between departments are necessary to move the entire entity forward. Close synergy between oGIP, BD, MarComm, TM is important, but other departments also show potential in co-delivering plans and actions.
oGIP Standing Committee Standing Committee acts as a consultant party that allows MC consults from LCs’ perspectives, at the same time to initiate national strategies. Therefore bottom-up initiative is highly encouraged in oGIP Standing Committee in order to bring in more breakthroughs for oGIP. Task forces will be suggested among the Standing Committee to bring in more initiatives. NST Role of NST mainly focuses on IR and LC coach in terms of tracking on MEC implementation and operational education. NST enables MC to provide more support to LCs in both soft and hard sides. Also, NST has high potential to be outgoing CEEDers to stimulate matching.
MCVP oGIP
MC Manager
NST
NST
MC Manager
NST
NST
AIESEC FOR HONG KONG We strive for a solution driven Hong Kong through FOSTERING mutual respect.
Candidate  Manifesto
Karen  Ng
36
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AIESEC in HONG KONG MCVP Manifesto !
Karen NG “Talent Management is about Relevance and Intelligence�
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Vision: Driving the organisational growth to amplify the impact through strengthening the essence of programme and repositioning talent management as intelligent role
Focus Area 1: Strengthen the essence of AIESEC – Be relevant
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A. Individuals – Deliver our promise
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Strategies
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TXP Standards To ensure the quality experience of TMP and TLP, modified or improved Team Minimum should be fully implemented in every LC. Every LCVP needs to be responsible for tracking the progress
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National, External and local Training NTT will also be the coach of LTT to ensure higher quality training and LEC can be delivered in LC level Conducting functional summit with profession external training and incorporating with workshop in Y2B can also develop the
LDM for the members.
! ! “Value Co-creation”Culture Customised learning experience for TMP and TLP ! ! Instead of treating our members as "customers" from the Every LC customises members’ experience based on MEC and ! promotion and recruitment of TMP, we should put more LEC to ensure every experience can develop the 4 elements of ! emphasis on the "value co-creation" . Members are driving force leadership development model. Some of the items from LEC and !for a better AIESEC but not just be the passive role. More "CoW" MEC will be also integrated into the conference cycle. ! session and co-design elements will be add in the conference to ! Empowerment is also need for creating the best team ! stress on the culture. It can enhance the relevance between experience. It’s important to include how to deliver team minimum ! members and the organisational needs. . for team leader. ! ! ! ! ! KPI ! % Fulfillment of Team minimum % Fulfillment of MEC ! % Fulfillment of LEC
No. of training conducted
Score of satisfaction from training evaluation
TMP & TLP NPS
B. Organisation - Support Operations
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Strategies LEAD
Area synergies
IXP
LEAD should be fully implemented for GCDP and GIP to enhance the connection between the program and society. TM can co-design the LEAD session with front office in LEAD Summit to customise the global LEAD framework.
Starting from talent marketing, TM should have strong collaboration with marketing and front office to make sure we are recruiting the right talents. TM can also co-prepare the materials for area education/training or even the EP selection. MC will take the initiative to co-create the action plan with the Standing Committee.
More emphasis should be put on how to convert exchange returnee as members during the planning stage.GCDP promotion and ICPS should include more AIESEC elements and pathway. TM and GCDP can also co-design IXP campaign to tailor make the TMP promotion for them.
KPI GCDP & GIP NPS !
Productivity
# of LEAD conducted by National
Score of satisfaction from LEAD evaluation
Conversion rate of returnee to be member
Focus Area 2: Stimulate the progress - Be Intelligent and Data-Driven
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A. Talent Management Planning Strategies Backward planning With exchange goals,HR planning and organisational needs should be aligned. 60% of talents are allocated to front office and 50% of them are for focus program. During the planning stage, every item in JD should also be as accurate as possible and including the LDM.
Nationalised Recruitment Process Reviewing the current recruitment timeline and assessment tools, Standing Committee analyse the effectiveness of the whole process and nationalise the criteria together. It helps for shortening the preparation time so that each LC can prepare the learning plan and materials during the planning stage but not after members’ recruitment.
B. Business Intelligence
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Strategies ! ! ! Setting measurable KPI, MOS for LnD Analysis and Advice ! ! Apart from improving the “leadership” experience we delivered, TM analyse the data such as NPS and productivity to find out ! it’s crucial to measure our impact. MOS, KPI and evaluation the stories behind those numbers and turn them become useful ! form of education or learning events to members or leaders information to the organisation. Based on the data, we can ! should be clearly set. LDM assessment will be also fully also start reviewing the quality of TMP & TMP and pipeline ! ! implemented to measure the leadership development that we situation so that we can figure out how to improve the problem ! want to bring. and be more relevant to front office. ! ! ! KPI ! Time taken for talent planning Proportion of FO and BO # of intelligence report generated ! ! % of completeion for knowledge hub Productivity # of evaluation of LnD events ! ! ! ! Proposed MCTM Structure ! ! ! ! MCVP TM ! ! ! !
! ! ! NTT Coordinator
MC Manager – Business Intelligence
MC Manager – TXP
MC Manager – Operations
Candidate  Manifesto
Max  Chang
41
Net Loss in most of the enBBes
Independent LCs
Standardized naBonal system
Current HK Finance EducaBon enhancement Future HK
CollaboraBve HK 2015-‐2016 AIESEC in Hong-‐Kong MCVP FLA Candidate Manifesto
Max Chang
Customer Centric OrganizaBon
CFO in every Financiers
Massive Exposure in or out of AIESEC
CollaboraBve AIESEC HK
1516 Strategy Outline
Sustainable Asset
Customer-‐ Centric OrganizaBon
Proud CFOs boosBng @ network
2015-‐2016 Credible AIESEC HongKong Focus area 1 OrganizaBonal Management System Build-‐up
ü ü ü ü
Focus area 2 OrganizaBonal Development
High clarity of AIESEC Customer-‐centric Data-‐driven Sustainable
OrganizaBonal Management System Build-‐up
Comprehensive data collecBon Strengthen CFO management funcBon Data driven and precise @ in HK
ü ü ü
LC Training Enhancement Financial flow implementaBon
TW
Financial Flow fiZng HK Co-‐project w/ @ TW Decision Support System
Knowledge Management
CFO Enhancement
Edu
Output
fina nce
CFO CulBvaBon Partnership w/ @ in Taiwan -‐ Project co-‐delivery -‐ Training and material sharing
ext
Decision Support System
External consultancy -‐ Leadership development -‐ Core-‐value
Data
Sufficient data collecBon
Tool and System Knowledge Management -‐Top down management -‐With system -‐On job and sufficient
fina nce
KM
DSS
Decision Support system for beWer management
ü ü ü
OrganizaBonal Development
Customer Centric Financial Model Clear PosiBon between MC/LC CauBous yet precise investment
Output
Legislated MC/LC Service list *1 100 % customer centric OGX pricing model
MC/LC ReposiBoning
Def
Define MC/LC Responsibility/ObligaBon MC/LC Service List MC charge based on service to LC
Leg
Product Pricing Revision
Legislated in the compendium
$
oGCDP
Investment
Pricing revision -‐ Take AP region into consideraBon -‐ 100% customer centric
Pricing revision
iGIP
-‐ Centralize sub-‐product pricing -‐ Income source invesBgaBon -‐ CSR project design
iGCDP
Fund
Fund management strengthen in LC and combine with operaBonal tracking system NaBonal Investment fund for -‐ Conference showcase HK to the world -‐ MarkeBng Opportunity LDS investment With Dey Dos, Zenlinx
LD
Candidate  Manifesto
Michael  Cheung
46
My Vision AIESEC in HK has offered me numerous opportunity to learn and growth. By taking up responsibilities, I have the freedom to fail and return with a much better me. Thanks for the opportunity, I was empowered to offer precious life-changing opportunities to others and also myself. Nevertheless, the situation in AIESEC in HK these few years makes me frustrated. It is observed that people are not that committed and performance have not been growing in the sales. Therefore, I envision an AIESEC in HK where people are striving for excellence and enjoying participation. I wish to see people are equipped with heart and skill to offer more life-changing opportunities for people worldwide.
Focus Area 1: Sales Force Development
Focus Area 2: Management Capacity
• MOS: Sales Productivity (1 Re per member)
• MOS: TMP & TLP retention rate (60%/20%)
• Sales has been a long term problem in AIESEC in HK. Our sales figure has not much of a difference compare to past 5 years. Also, our sales pipeline is weak and each year LCs are struggling for sales talent and retention. By focusing on sales force development, one can expect that sales productivity would have a dramatic increase. AIESEC in HK's external relation will be eventually improved. TM initiatives such as team minimum would be highly incorporated in the focus. Witnessing the growth of sales, exchange teams would automatically apply the initatives.
• Management layer has been a long discussed issue in AIESEC in HK. We do not have education cycle or training and development opportunities for our team leaders. Also, our team leaders are not satisfied with their experience and retention rate is low. By focusing on management capacity, one can expect that only high qualiy and committed managers would be recruited. By then, we can focus our resources on training them and empowering them to lead their members. Members experience will be enhanced under their lead and will eventually contribute to retention rate.
Strategies TMP Sub-product: Sales Stream
Sales Management
Summer Sales Development Programme
Performance is best improved with wholistic measures. Launching TMP sub-product could align recruitment, development and retention strategies and provide members with the best quality experienece and career path in AIESEC.
Frontline sales performance is most affected by sales manager. Therefore, equipping and assisting sales manager to perform team management and performance tracking activity would be essential for departmental success.
Q2 is the trough period of AIESEC. Also, we lack sales force in Q3, the peak period of sales activity. Therfore, recruiting sales force in Q2 to do sales in Q3 could maximize the return in these 2 quaters and provide pipeline for sales.
1. Develop and adopt Sales Assessment Test
1. Enhance team management capability
Building successful sales force starts from hiring top sales. Therefore, TM should identify the key attributes of tops sales and innovate in recruitment process.
Responsibility of sales manager lies on building sales team, set sales target and coaching frontline sales. Therefore, training on the implementation of team minimum is crucial for sales team success.
2. Implement Sales Summit & Training Cycle Skill enhancement is inevitable to excel in sales. Constructing training cycle and continuing sales summit would equip our sales with a comprehensive sales profile. 3. Launch Star Sales Award Scheme Motivation is the key to drive performance. Launching a star sales award scheme would encourage salespeople to strive for excellence and boost sales figure. 4. Construct a Sales Career Path A clear career path provide a holistic picture of the opportunities presented. It motivates sales to perform and climb up the ladder
1. Recruit non-AIESEC sales force LCs could perform recruitment activity in March/April to recruit 3-4 Year 1 student as their sales force is summer.
2. Prepare development and recognition plan 2. Launch individual productivity tracker Productivity reflects accurately in sales. Tracking individual productivity give insight for sales manager to spot star sales, identify bottleneck, and design training programmes.
To ensure our programme has its value proposition, professional training (by learning partner) and reward and recognition initiative (e.g. certificate) should be imposed.
3. Construct career ladder 3. Educate on research and development skill Sales manager no longer participate actively in sales activity. For the long term success of AIESEC products, focus should be slowly shifted to strategic sales management by first doing market research.
Top sales had to be retained. Building a career ladder, such as retaining top sales to NST or senior member help boost the knowledge and experience level of respective departments for sustainable growth.
Strategies Team Leaders Programm Frammework
Team Leaders Empowerment
Career ladder establishment
By establishing LEC and SOP for team leaders, their experience is guranteed in return for their high committment. This ensures high quality managers are recruited while giving values to their managers experience
TMP experience is largely contributed by team leaders. Develop team leaders and empower them to be responsible for members learning would improve members satisfaction and add value to managers' experience
Retention is cruicial in AIESEC to ensure experienced people stay for sustainable growth. Establishing career ladder could give better expectation setting to potential members and also strengthen internal pipeline.
1. Enhance team management capability 1. Develop LEC for Team Leaders Programme A proper LEC could give potential team leaders their expected learning outcome after a year. Also, it gives reference for LCs to design training and development cycle to gate keep managers’ experience
2. Develop SOP for Team Leaders Programme A proper SOP could set high entry barrier for potential team leaders on their expected commitment being a team leader. It gives credibility to the retention process and also ensure team member experience would be gate kept.
Responsibility of team leaders lies on team building, assigning tasks and coaching members. Therefore, training on the implementation of team minimum is crucial for performance improvement. 2. Develop and launch feedback system A holistic feedback give reference on team leaders on their performance. Feedback from members provide insights from receiver perspective. Launching feedback system could enhance team leaders’ self-awareness and give motives for them to improve. 3. Fostering learning culture Team leaders should no longer be fresh members who receive education passively. Fostering learning culture encourages team leaders to better equip themselves for the current and future role. This can be done through conference, R&R or a scheme.
1. Derive long term OD plan Retention should be done strategically. By deriving long term organisational development plan. Key profiles of future talents need could be identified. Retention strategies could then be aligned. 2. Build internal career structure With the long term OD plan at hand, internal career structure should be constructed to align retention strategies with organisational need. (e.g. EP returnees/oGCDP officers should be reintegrated as TM member / managers in order to deliver EP LEAD) 3. Design specific education cycle Base on the internal career structure, a specific education cycle should be developed to ensure good transition from one position to another.
Focus Area Strategy Implementation Focus Area 2: Sales Force Development TMP Sub-product – Sales Stream Prepare for recruitment Recruit sales people Develop training cycle Form partnership with training org. Plan and launch award scheme Construct sales career path Sales Management
Educate & Train on team minimum Prepare performance tracker Form partnership with training org. Training on R&D
Summer Sales Development Programme
Form partnerships with training org. Recruit summer sales Do operation / Deliver training Retain people to be NST / Assistant
Focus Area 2: Management Capacity Team Leaders Programme Framework Develop SOP Develop LEC Team Leaders Empowerment
Educate & Train on team minimum Construct feedback system Launch feedback system Shape learning culture
Career Ladder Establishment
Derive long term OD plan Build internal career structure Design specific education cycle
Parties Involved MAC BD F OD
Timeline Jul-Sep Oct-Dec Jan-Mar
Apr-Jun
1617
Candidate  Manifesto
Zuzanna  Pyzalska
51
1
3
2
4