EB 2017 AIESEC en BUCARAMANGA #AAA #LeopardoNaranja #SoyEB2017
DEAR leopard APPLICANT It is time to win for Bucaramanga!
First of all, thank you for deciding to open this booklet, this shows commitment and love for our committee to know how wonderful it can be this 2017, and how you can be part of this. AIESEC is a movement that allows you discover your life, your dreams, your actions, your powers. AIESEC is for crazy, for those who decide to want to learn every day, and love frenzy each role. AIESEC allows our voice have sound, action break walls, and that our dreams come true. Welcome to the more difficult decision, the most amazing weeks, the most beautiful act, the year that can change Bucaramanga, the year of powerful leadership stories, laughs, tears, spots and love. Welcome to the best decision that you could make and thanks for want to be part of the generation that are going to get a Bucaramanga to the next level.
Thanks for want to be here, is not to be easy, but I promise you, that it is going to be a learning process, that don’t have price. Just enjoy, love and give all of you, your values, abilities and your love for this committee.
With love, active, endurance and boot, Tatiana Andrea Pineda Kerguelen “If not us, who? If not now, when?”
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EB MEMBER PROFILE While the members of AIESEC in Colombia’s EBs come from diverse backgrounds and environments, several general characteristics, skills and knowledge are expected of everyone.
INTELLECTUAL AND PSYCHOLOGICAL Many aspects of one’s personality can effect being part of a leadership team in AIESEC Local chapter. Some of them are obvious: constant learning, systematic thinking, creativity, adaptability to change, sense of responsibility, capacity of analysis, patience, listening, and supportiveness but also you have to keep in mind that the most important thing is to understand why as a leader of this amazing organization in AIESEC in Colombia you are doing what you are doing. Great leaders inspire action and lead consciously.
SOCIETY KNOWLEDGE A broad knowledge of world and organizational systems, current trends and issues facing society and cultural issues are important to lead a Local Committee. Practical understanding of new management theories (e.g. learning organization, selforganizing systems) is also important in managing the diverse environments in which AIESEC operates. In addition, each position requires skills and knowledge in the areas of financial management and budgeting, project management, human resources management, and good understanding of English.
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EB MEMBER PROFILE AIESEC UNDERSTANDING A broad understanding of the association is required in order to execute an LCEB position properly. An understanding of our vision, values, identity, current direction, country development, and systems is certainly something we will look for in all candidates.
OTHER Overall, there is no perfect candidate profile; however, good candidates will possess strong competencies in the areas of social behavior, motivation, task orientation, and people management skills. The key component is balance within the individuals and within the team of individuals.
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APPLICATION PROCESS The application process is divided into 5 parts: Your Profile: Please fill your personal data in the application (max. 1 page) Questionnaire: Answer all the questions listed below. (max. 8 Pages) Video: attach the link of a 3 minutes video where you have to answer 3 questions. Test THS ( This test will send to you during the process and you will full inside the deadline). Challenge for each area. The entire application (profile, questionnaire, and video link) should be maximum 10 pages in font size 11 points and page size A3. Make sure you create 1 file for your profile and all your answers. We expect 1 PDF file only. Late applications won`t be received, no exceptions. Please submit your application in following format : “LCVP2017_Area_Application_ AIESEC Colombia_Local Entity_ name surname.pdf ́ (e.g.: LCVP2017_TXP_application_AIESECSanAndres_DavidOspina.pdf) Application Link : https://podio.com/webforms/16921689/1137776
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SUBCOMMITTEE INTERVIEWS For any EB candidate the selection criteria will come from an evaluation of the following facts by the elections subcommittee: Applicant profile (competencies level, soft skills level, past experiences). Organizational knowledge. External environment awareness. Functional knowledge. Emotional intelligence. Team member and team leader role. Local reality knowledge. The elections subcommittee will be composed by: 1. External interview. 2. Functional LCVP. 3. Election manager – Jineth Serna. 4. THT interview – Carlos Charry.
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Things to take into account 1. Keep in mind that you are applying to the Executive Board of AIESEC BUCARAMANGA 2017 and preferring a role, not the other way around. It means that you can be chosen in a role you didn’t apply to. 2. Feel free to ask for a O2O with anyone of the EB 2016, as they will be there to support you during the process 3. Never late is better. Do not wait until the last moment to send your application, we never know what could happen in last minute. THINKS THAT IS ONLY ONE ROUND, ITS NOW! 4. Do not leave your current role responsibilities behind during the process, as this will be taken into account in the final decision. 5. The harder you work for something, the greater you feel when you achieve it. It will be challenging but it’s worth it, so enjoy the process and try to take out of it as much as you can. 6. Read carefully the whole package and the requirements for the application process. 7. If you have any questions concerning to the application, PLEASE contact the Election manager. JINETH SERNA Jineth.serna@aiesec.net 312 351 6913
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SELECTION PROCESS TIMELINE FIRST ROUND
Application Lunch: 9 octuber Application Submission + video: 20 octuber THT TEST Submission: 27 octuber Interviews: 21 octuber – 27 octuber Challenge: 9 octuber – 29 octuber Confidence Assembly: 29 octuber Annoucement: 30 octuber
SECOND ROUND
Application Lunch: 30 octuber Application Submission + video: 5 november THT TEST Submission: 10 november Interviews: 6 November – 10 November Challenge: 30 octuber – 13 november Confidence Assembly: 13 november Annoucement: 14 november
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applications Lcvp 2017
EB STRUCTURE
LCP
LCVP FL&M
LCVP TXP
LCVP ER
LCVP DX
LCVP IGET
LCVP IGV
LCVP OGV1
LCVP OGV2
LCVP UR
*oGIP is going to manage like a coordination on the areas of oGV, based on the segmentation.
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REQUIREMENTS If you want to undertake the role of an Executive Board Vice President of AIESEC “Comité Local” for 2017 you must:
Working for delivering the results of the local committee for 2017. Attending to VPM and CROSSWAY 2016 y 2017. Attending to transition and final events of 2017. Being prepared for any situation that may arise in the process.
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NOMINATION PROCESS To be officially nominated as a EB Member you have to get a score of 70% The process application is composed by the follow percentages: • Application + VIDEO 40% (Evaluated by LCP Elected and the election manager) • Challenge 20% (Evaluated by Elected LCP) • Interviews 40 % (Evaluated by Interviewer team)
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PROFILE Information
Name Mail Phone Skype Identity document (cc)
About Me Introduce yourself briefly and include 1 photo of yourself.
YOUR AIESEC EXPERIENCE 1. Positions held in AIESEC (Please include responsabilities, learning points and quantifiable achievements). 2. Please describe one of your greatest successes and one of your biggest failures in AIESEC. What did you learn out of them? 3. What are the 2 areas that you will be interested in? Please list them and explained why you choose the. 4. What are your personal long-term goals? How do you see your potential LCVP position contributing to them?
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SPECIFIC QUESTIONNAIRE Lcvp 2017
SPECIFIC QUESTIONNAIRE - fl&m
1. Which Strategy will you propose to ensure a legal and financial culture in the local Committee? 2. What would be the main investments that Finance should focus in order to increase operations, maintain the membership empowering and develop the leadership potential in your LC? 3. What distribution of funds and which funds do you propose to the local reality of Bucaramanga? Why? 4. According to the current needs of our LC: For 2017, What should @BU’s FL&M aim to: AUDIT, FINANCES OR LEGALITY? Why? Define three strategies and their respective tactics. 5. Make a timeline where you describe your monthly priorities, projects and your area structure. What would be your goal for the term 2017? 6. What is your role in 2017 according to AIESEC 2020 and the statements of this vision. Says 3 strategics how your area is going to get that. 7. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are to get that?
8. Describe the main synergies of F&M in the LC. How would you improve them?
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1.
SPECIFIC QUESTIONNAIRE -txp
Applying design thinking of the TXP area actual state. Taking into account the TXP growth model, which will be your 3 focuses, and 3 strategies for each of them that will take TXP to their level.
2. Taking into account that TXP is going to be in charge of organizational culture. What is your proposal to strengthen the culture organizational local chapter? And How to create/promote/ behaviours value based with the culture of your local committee? 3. How would you manage internal communication in the LC? Mention channels, strategies and messages. 4. How you are going to ensure that your productivity will be 2:1? Define 3 strategies. 5. What should be the approach of Zonalito? Define the diary and strategies with their tactics, for ensure a big impact before, during and after? 6. Make a timeline where you describe your monthly priorities, projects, area structure (January 2016- June 2017) What would be your goal for the term 2017? 7. On which platforms, programs or methods we can rely for quality education, operations and differentiation? How do you ? 8. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are going to get that?
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1.
SPECIFIC QUESTIONNAIRE-ur
Today, at a local level, the conversion rate from Open to Match in OGX* is lower than 10% what would you do in your LC to guarantee a 50% conversion rate? Make a 6-month plan.
2. Make a Analysis of Marketing situation in your LC. What will be the extra mile you are going to bring as LCVP? 3. Taking into account our universities partners and the different kind of students they have. What would be your strategies to approach each segment? Based on our programms and sub products. 4. How would you ensure new universities relations? Define strategies and their respective tactics. 5. Draft a timeline of main recruitment/promotion peaks in a year. Based on that, build the ideal structure of your team and list 3 key strategies to guarantee all the support happening according to the demand. 6. What is your role in 2017 according to AIESEC 2020 and the statements of this vision. Says 3 strategics how your area is going to get that. 7. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are going to get that? 8. Plan and explain 3 different online and offline marketing campaigns you could do to get oGX applicants. (include budget) How will you showcase our impact? What is the role of social media here?
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SPECIFIC QUESTIONNAIRE - er
1. Analyze the evolution of the Standars&Satisfaction processes during the realization peak. What should be the next steps and how are you going to guarantee the financial sustainability of the area? Write down at least 3 strategies you are going to implement to. 2. What would be the main investments that ER can contribute for increase operations, and develop the leadership potential in your LC? And how do you planned that? Define 3 strategies. 3. How ensure a brand management on Bucaramanga? Define strategies. 4. Define a plan to make a engagement with the red ALUMNI. How can you think that the can improve our LC? 5. Define 2 projects for OGX and ICX, and make a plan for submission to the government, what would be the benefits and responsibilities of AIESEC. 6. According to the local reality, and national scope, which would be the agenda for media programs, conferences, ideal values, events, Winter, summer in Santander organization? 7. Make a timeline where you describe your monthly priorities, projects, and area structure (January 2016- June 2017) What would be your goal for the term 2017? 8. Establish strategies to enhance our CRM with our Organizations, and achieved it to be promoters of the brand. Define three strategies and their respective tactics.
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SPECIFIC QUESTIONNAIRE - dx
1.
Define two innovative strategies and their respective tactics of MKT DIGITAL. Consider the investment should be done, for increase iCX Trainees.
2.
Analyze the evolution of the Standars&Satisfaction processes during the realization peak of iCX. What should be the next steps and how are you going contribute from DX? Write down at least 3 strategies you are going to implement to.
3. Defines implement innovative strategies to generate greater ATTRACTION through digital experience. Focus on iCX Trainnes, iCX Market (companies, foundation) and TXP. 4. Considering that global families is a program that is in development and growth in the local committee. Which would be your strategies to ensure 200 homes, with standards of quality and satisfaction for our trainees? Make a plan. 5. Which are your main bottlenecks in the synergy with ICX areas? How would you overcome them? 6. How ensure a brand management on Bucaramanga? How will you showcase our impact? What is the role of social media here? 7. What is it the role of DX like Community Manager? Define strategies for a good management of social media. 8. Make a timeline where you describe your monthly priorities, events, projects and area structure (January 2016- June 2017) What would be your goal for the term 2017?
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SPECIFIC QUESTIONNAIRE - igv
1. GV projects have 2 main characteristics:  Solve a social issue that the country has and provide for the GV participant a cross-cultural living experience.  Opportunity to create a social impact and personal development (always focused in develop entrepreneurial and responsible leadership). Taking the points mentioned afore into consideration, what are the main social issues that your city has? What are the products (from the national portfolio) that you can offer to solve those social issues and how are you going to execute it? 2. Analyze the evolution of the Delivery & quality processes during the realization peak. What should be the next steps and how are you going to guarantee the financial sustainability of the area? Write down at least 3 strategies. 3. Make a timeline where you describe your monthly priorities, projects, area structure and IP-APP-RE (December 2016- June 2017) 4. Mention at least 3 strategies to keep growing and describe what would be your goal (in terms of RE) as LCVP? Define strategies, tactics and KPIs. 5. If a new social project for iGV focused on a reality of the city where we were to execute it as AIESEC was created. How would the planning? Why this Project is appealing and what is the main value proposition for trainee? 6. What is your role in 2017 according to AIESEC 2020 and the statements of this vision. Says 3 strategics how your area is going to get that. 7. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are going to get that? 8. Establish strategies to enhance our CRM with our Organizations and Trainees, and achieved it to be promoters of the brand. Define three strategies and their respective tactics.
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1.
SPECIFIC QUESTIONNAIRE - iget
Make a Analysis of iGET in AIESEC LOCAL BUCARAMANGA, and with the Design Thinking define strategies.
2. Develop 3 clear strategies to keep growing based on: Co-sales, GSU, National Projects like Future Colombia. 3. Make a timeline where you describe your monthly priorities, projects, area structure and IP-AP-RE (December 2016- June 2017) What would be your goal for the term 2017? 4. What is your specific proposal to capitalize new markets? Mention the segment and the proposal. 5. How to ensure delivery leadership to the participants throughout their Costumer Flow based on the exchange? 6. What is your role in 2017 according to AIESEC 2020 and the statements of this vision. Says 3 strategics how your area is going to get that. 7. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are going to get that?
8. Establish strategies to enhance our CRM with our Organizations and Trainees, and achieved it to be promoters of the brand. Define three strategies and their respective tactics.
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SPECIFIC QUESTIONNAIRE - ogv
1. What are the three main challenges in growing OGV that you can see in your LC right now? Please list 3 main initiatives that you as VP would like to work on to overcome those challenges. 2. Imagine that you have goal to deliver +70 oGVs during your VP term for this peak. How would your work each target? Your only limitation would be your imagination. 3. Make a timeline where you describe your monthly priorities, projects, area structure and IP-AP-RE (December 2016- June 2017) What would be your goal for the term 2017? Make a segmentation of your the market of Universities and make a proposition of which programs (Professional Global, Global Volunteer and/or Global Startupers) and which sub products (Business, Marketing, Teaching, or IT) would you focus with a strategy for each segment. 4. How would you ensure Product Packaging sales in our LC? Taking into account this is a national strategy that we have not capitalized. 5. Define the main synergies of F&M in the LC. How would you improve them? 6. What is your role in 2017 according to AIESEC 2020 and the statements of this vision. Define 3 strategics for get that. 7. According to OD Model, which organizational changes will your area need to focus during your term, in order to get you entity to the next stage, and how you are going to get that? 8. Establish strategies to enhance our CRM with our Organizations and EPs, and achieved it to be promoters of the brand. Define three strategies and their respective tactics.
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Video challenge Lcvp 2017
VIDEO QUESTIONS 1. Please list your 3 main strengths and 3 main weaknesses and answer the following questions for each.  Personal strength: How this will make you a better LCVP?  Personal Weaknesses: What are you doing to overcome these weaknesses? 2. Why VP 2017? And why VP of your area? 3. How would you describe our organizational culture ? Please propose what should be the behaviors of the EB 2017, understanding that the LC is the reflexion of the EB.
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challenge Lcvp 2017
Challenge for area
Fl&M Search a fundraising strategic an get a $200.000 pesos, for the committee. Be creative, not a raffle.
txp
Make a infosession about “Leadership? @”, include all the programmes, and what we do. Minimums assistant: 60 Interesting on be membership: 20% Rules: You have to explain LDM and the AIESEC WAY, in the form most creative. Your only limitation would be your imagination. Can´t be UPB, UDES, UNAB, UIS, SANTOTO, UTS,UDI.
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Challenge for area ur Get contact of a university, call, make an appointment, go to the appointment, sell AIESEC, and get a infosession for sell oGX in the university. Can´t be UPB, UDES, UNAB, UIS, SANTOTO, UTS,UDI.
Er - igv Get 50 welcome package for winter. Remember is a detail that recalls the trainee keep for the rest of his life, his wonderful experience here. Or get a 25 pick ups, for winter!
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Challenge for area dx Make and executed a global family campaign, for this winter. You have to get around 100 interesting and get effective the 50%.
ogv Get a 50 interest people in get a exchange, can´t be of EXPA or PODIO, and make that 20% start process (IP on plataform). How amazing can be that 10% can find their project and get matches!
iget
Get contact of a company, call, make an appointment, go to the appointment, sell iGE, can have as a goal 300 thousand pesos per trainee but can be negotiable depending on resources the organization and the benefits offered by the project with the organization. Then they must schedule at least one new appointment to close the sale and sign the agreement.
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