Transition

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Content

WELCOME TO

Included in this Exce

Ple
www.aiesecindonesi
on the transition

ELCOME TO THE LCEB TRANSITION PACKAGE!

in this Excel sheet is a content guide to transition for
each function.

Please check out the wiki
secindonesia.wix.com/transition for complete details
e transition process and how to give transition.

TOPIC
ROLE CLARITY

Introduction to transition

Introduction to the role

FUNCTIONAL INTRODUCTION

Introduction to the function: oGCDP

Introduction to the local reality

OPERATION MANAGEMENT I: MARKETING + RAISE

Pre-Recruitment

EP Recruitment

OPERATION MANAGEMENT II: MATCH + SERVICE

EP Matching

EP Servicing

MANAGING OPERATIONS III: REALIZATION

EP realization and re-integration

LEADERSHIP MANAGEMENT

Team Management

Planning Tracking, Feedback and open space

CONTENT
Get to know activity
Expectation setting: Set
Days and time for transition meetings, transition agenda and contents
Expectation for performance/mindsets from both sides: during transition and after
transition

The clarity of Why?
Why We do X in AIESEC?
Structure in AI, MC, Region
and LC
National Direction (National focus areas)
Role of LCVP
Responsibilities towards LC and EP's
Dictionary/Glosary
VP Calendar (Not functional): International, national and regional conferences, LC
recruitment, LCMs, LC activities, etc.

EP Flow
National oGCDP history and trends
Local oGCDP history and trends
Products
LC oGCDP SWOT

National oGCDP

Local oGCDP strategies for the current year (BCPs and GCPs)
Operational VP oGCDP calendar (RA peaks, MA peaks, RE peaks, XPS, etc.)
How to set numerical goals and MoS (Goals for App, RA, MA, RE)
Building oGCDP structure that supports goal realization

Supply and demand analysis
EP Recruitment Planning (KPIs and MOS)
EP Recruitment Team structure, JDs, goal setting and track
Set selection standards/criteria
How to work with synergies:
Synergy with Finance for financial model
Synergy with TM for EP engagement + education
Synergy with MaC for promotion + marketing strategy
Planing: Virtual promotion (ORS); Physical (info booth + info session)

Selection process logistics
EP Expectation setting
Creating and managing forms
Info session, open booth, ORS
Convertion rate tracking (from in Applied to RAISE)

Expectation settings
Tracking tools for matching
Education and materials for matching
myAIESEC.net
EP Management (EP Buddy, EP Tracking)
Acceptance Procedures
Visa procedures
LC cooperations to fasten matching
Post-match support

OPS
EP LEAD
EP Ambassador
Support in visa procedures
reintegration
XPP
NPS (3 Surveys, fire fighting)
Solving cases on (LC-LC & MC-MC) level
EP Engagement

Communication while on X
Expectation settings
Return Interview
LC opportunities
Evaluating the internship
Evaluating servicing process
Being an ambassador/promoter of AIESEC internships

* Activities management: recruitment, meetings, team bonding, team feedback
* Member management: workload, development
* Crisis Management: member, delay, goal missing
* Leadership tips: Caring and focus, Discipline and motivation, Recognition and
Feedback

Focus for 2014 planing
execute oGCDP projects (XF + Off Peak)

How to plan and

OUTPUT

INPUT

Clarity of time and
transition purpose

RESPONSIBLE
VP oGCDP Current

VP oGCDP Current

PPT of 'WHY', Exact
Understanding of WHY and
Timeline in one term,
role as oGCDP
General Role Discussion

VP oGCDP Current
PPT of oGCDP Value; Basic
understanding of Product education of X Flow;
values and National SWOT Experience sharing of
reality

LCVP oGCDP Current
understanding of timeline Exact timeline in one term;
and strategies that can be Goal calculation; Proposed
improved
structure from TM

VP oGCDP Current

PPT of: oGCDP Marketing;
understanding of effective Program Focus Synergy
JD, synergy management,
Files: selection
marketing implementation tools + flow; Team JD; LC

XF + ORS Tracker

VP oGCDP Current
Files: Minimum Quality

Promises; MoU; Idemnity

understanding of how to
form; Interview standard
execute the EP recruitment

via GCM; LC Raising
Tracker

VP oGCDP Current
Files: Matching tracker;
understanding on how to
do proper matching

EP buddy JD;
Knowledge: Visa
education; International
Relations Management

VP oGCDP Current

Files: OPS agenda; EP
understanding the standar LEAD syllaby; newest
service and basic
XPP
Knowledge:
knowledge for EP
NPS checking; EP buddy

JD implementation

VP oGCDP Current
Knowledge: Showcasing
understanding of
realization tracking +
reintegration proccess

strategy; XP evaluation;
EP buddy tracking
File: Reaintegration flow
+ activities

VP oGCDP Current
tips and tricks how to
manage a Team (virtually
+ physically)

Knowledge: case study

and problem projection
in each quarter

VP oGCDP elect + current

Knowledge: How to do
the elect understand about proper tracking;
functional focus in 14/15
marketing for off peak +

peak

TYPE

TOPIC

Clarity of iGCDP, What
is my role

Backwards Planning

Product Understanding

Market Understanding

International Relations
and S&D

Knowledge

Sales

Raising Process

Matching Process

Kno
Realisation Process
and Quality
Management

Account Management

b

Synergy between
iGCDP and back office

XPP + Legal

Team Management

Strategic Mindset

Skills

Building Trust

Coaching Skills

Skills
Facilitation

Attitude

Feedback

Success and Failure

OBJECTIVES
1. Understand the importance of exchange in AIESEC (Why does AIESEC do exchange?)
2. What is 2015 and how can I contribute to it
3. What is the role of the VPiGCDP and how can I contribute to peace and Fulfilment of
Humankind's potential

1. Understand the LCiGCDP planning process
2. Understanding the process of Exchange and iGCDP

1. I understand the national products and national project product pacakging and how it is linked
to the value of our program
2. I know how to sell these products
1. I have completed a market analysis for iGCDP
2. I understand how to sell my products to my market

1. Understanding seasonality of iGCDP and oGCDP globally.
2. Undertand the supply and demand analysis for potential TNs from your LC

1. Understand the sales process
2. Develop basic skills set for sales skills (networking, cold calling, meeting management,
negotiation)
3. Customer Centricity Mindset

1. Understanding the Minimum Quality promise and documentation required for Raising
2. Raising Smarter and Faster

1. Matching faster and smarter
2. Understanding developmental needs of Eps during matching process

1. I understand the realisation process
2. I am commited to the quality of my interns

1. I understand the importance of account management and customer centricity
2. I understand Account management and the process behind it
3. I understand how to ensure my talent capacity is ready for account management

1. I can effectively run a local or national project in my Local Committee
2. I understand the process of a project and have acquired basic project management skills

1. What is the synergy needed between iGCDP and back office
2. Align timelines of iGCDP and back office

1. I understand the importance of XPP
2. I understand the importance of legal
3. I understand the process and common mistakes and pitfalls of both

1. I understand how to manage the performance and development of my team
2. I have the models and tools that allow me to take charge in managing my team.

1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?
2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.
3. Power of asking the right questions

1. I understand the Emotional Bank Account Model
2. Why is Building Trust Important? For your team, for yourself.
3. Linking trust building to clear goal setting and feedback

1. Elect understands the situatonal leadership Model and how to apply it
2. Elect plans for frequent coaching with members

1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication

1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)

1. Elect understands the successes and failures of the current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they don't happen agian

CONTENT
Importance of Exchange in AIESEC
Exchange in AIESEC 2015
Role of VPiGCDP to support operational areas
Breifly understand the leadership needed in your city
Value of iGCDP
Social Impact Model

EP/TN Flow
Backwards Planning
Number of RA-MA-RE and sales tracking and planning
Exchange pipeline management - What to track, when to track
Analyze the current exchange pipeline. With these analyses identify workload and potential problems for
next months (based on quantity of TNs RA, TN MA, TN RE and number of members in ICX).
Analyze the current delivery time, realization - find the causes and create next steps.

Product Packaging
What are the National iGCDP Products
National Project Products
Market analysis
GTCM for iGCDP
Understanding the value proposition for each target
Overview of global, national and local realizations and available forms per pools, utilizing files and the
Available Forms Tracker;
Pay attention to volume, profiles, seasonality, main TN countries, main EP countries etc.
Peaks
How to make an international cooperation
National Country Partners
How to track IR
Informal networking and international conferences benefits

Sales planning;
Targeting;
Sales material preparation;
Supply management.
Characteristics of a good sales person;
Key success factors in sales;
Sales flow;
Networking and raising hot contacts;
Cold-calling;
First-meetings flow;
Follow-up;
Contractual and financial topics;
Selling only what you can deliver;
Writing high quality job descriptions;
TN forms auditing process
CRM and how to use it (Podio)

How to prepare and use wish lists and align expectations between AIESEC and trainee.
TN taker preparation (cultural, work infrastructure, trainee management, adjustment to JD).
Importance documents for legalization (insurance, RNE, VISA, air tickets).
Visa procedures and legislation.
How to solve common problems with visa (VPs network, contact with consulates, etc)
How to define needs for hosting.
Sources for host, benefits, promotion, selection and task forces.
Buddy definition and selection.
Minimum Quality Promise for Raising Process
How to raise on [email protected]

Acceptance Procedures (normal and quick matching);
Search tools in [email protected] (Exchange menu, wikis for matching);
Search tools (available forms tracker, country search tools);
LC-LC International Cooperation (formal, informal);
Assertive channels (Facebook, Skype, application form)
Keep planning of members’ productivity for matching;
Match Promotion - How to make a better promotion of your TNs
Minimum Quality Promise for Matching Process
How to match faster

Buddy definition and selection.
Host integration and expectations alignment between trainee and Host
Integration of trainee into LC.
First day at work, adjustment to JD and expectations alignment between
trainee and TN taker
Exchange evaluation systems
Buddy management and integration to account manager
Job redefinition to re-raise and trainee's transition
EP LEAD

What is Account Management (Why is it important?)
How to increase the capacity of your membership to handle ra-ma-re simulatenously
Role of Account Managers
Processes for account management (exchange growth, quality and sustainability)
Planning meetings and deliverables for TNs (pre-matching, matching, preparation, realisation and reraise)
Tracking tools for TNs (operational plan and checklist for each TN)
How to manage accounts to drive more exchange within TNs
Problem Solving and creating value for TNs
Account Management problems from previous terms
Transition important accounts
Using feedback and evaluation and NPS from EPs and TNs to improve exchange quality
Effective account management and design the next steps to generate results in this way.
List of companies/NGOs that may re-raise TNs

How to plan a project
Planning tools
How to define responsibilities
How to plan goals of projects
How to track and work with project plan
Know how to plan exchange in project
Know how to plan learning in project
How to do backward planning

Project: Budget tracking
Auditing
Incentives for iGCDP membership
Marketing suppot for matching and promotions
Host Family, Volunteers, Intern Recruitment and Development support for iGCDP
Intern Buddy
RnR for top sales

What is XPP
What is international exchange quality standards
Minimum Quality Promise
Complaint procedure
When to contact the MC
How to use NPS to improve quality
Basic procedures and documentation needed for Audit and for iGCDP
Auditing as per compendium
Importance of Documentation

Talk about the role of an LCPVTM as a manager, leader and strategist
Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a
manager but also how to be a leader and ensure the development of your members.

How to be a strategic leader: take the time, ask the right questions, understand what is happening in the
world
Case study

Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.

Situational Leadership Model
Practical Coaching simulation and then give feedback

Understand the comuniation flow
Give basic tips about how to facilitate
Allow elect to facilitate sessions at the next local meeting/ conference

Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.

INPUT

PPT

PPT

OUTPUT

CONTENT LINK

VPiGCDP JD

visit SDP wiki
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10288555

Backwards Plan

Use NZ wiki as example
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10275927

check functional iGCDP wiki
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10274073
+ Ma website
http://indonesiacalling.com/

"in iGCDP wiki
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10274073"

"check LEAD wiki
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10288851
CEM wiki
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10267922
in iGCDP wiki (min quality
promise)
http://www.myaiesec.net/co
ntent/viewwiki.do?
contentid=10274073"

check
http://indonesiacalling.com/

Situational
Leadership
Model
Team
Formation
Model

Tailored Indivdual
Director.Member
development plan

Session Outline (for
next session)
Communicatio
PPTs for session - to
n Flow
be reviewed and dryrun with the elect and
current.

Feedback
Model:
5 levels of
written
feedback
How to do a
360
CAT versus
feedback
session

n/a

n/a

TYPE

TOPIC

What is iGIP? Clarity
of iGIP

Review of current
term

Legal Issue

Sales in iGIP

dge

Teaching Sub Product

Knowledge

Marketing Sub
Product

International
relations (country
partnership) and SnD

Sales Development
Program

B2B Marketing

Customer Loyalty for
Organisation

Minimum Quality
Promises and NPS

Intern Lead and
Buddy System

Positioning yourself :
LCVP iGIP
iGIP Specific : the
best TN form
classification

Team Management

Strategic Mindset

Skills

Building Trust

Coaching skills

Networking Skills

Sales Skills

Actions Attitude

Facilitation

Success and Failure

Legal messages

iGIP resources

Introduction to NST
and MC

OBJECTIVES
1.
2.
3.
4.
5.
6.
7.

Elect
Elect
Elect
Elect
Elect
Elect
Elect

understands the role of iGIP in the Local Committee
understands their role for the upcoming year and has a clearer picture of their daily and weekly activitie
understands iGIP Operation Process (RAMARE + IR)
understands the KPIs and MOS that will reflect their results.
understands how iGIP develop Leadership through outer and Inner Journey
understand legal procedure in iGIP.
understand the sub products in iGIP.

1. Elect understands history of iGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With particular
term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's Sub Product Focus and Product Packaging
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.

1. Elect understands the current legal state and its limitations
2. Elect understands how to communicate the internship to all stakeholders
3. Understand what are the procedure of interns coming to Indonesia (VISAs, limitation and service provided)

1. Elect understands the sales flow (research - cold call - Meetings - Raise)
2. Elect understands how to do sales in iGIP with its sub product
3. Elect understands the sales technique and GCPs

1. Ensure elect understands knows the core value proposition of Teaching sub product
2. Elect understands the issues from teaching sub product (5 type of sub issues)
3. Elect undestands the JD and its Supply and Demand for Teaching sub product

1. Ensure elect understands knows the core value proposition of Marketing sub product
2. Elect understands the issues from Marketing sub product (5 type of sub issues)
3. Elect undestands the JD and its Supply and Demand for Teaching sub product

1. Elect understand the effective IR process
2. Elect understand the supply and demand strategy and how to make it work
3. Elect understands how to maintain relationship with country partners to create result

1. Elect understands the clarity of SDP and its impact
2. Elect understands how to run ideal SDP in local/national level
3. Elect understand how SDP can be corelated with the goals and creates result.

1. Elect Understand how to reach more channels to sell the product (alumnae, BoA, networking events, etc)
2. Elect Understand how to reach more clients through online platform

1. Elect has an understanding about how costumer loyalty is an important factor to create result
2. How to make partnership sustainable and last long
3. how to upscale the partnership.

1. Why MQP is important and how to use and implement in LC level
2. understand how to use costumergauge and firefighting method
Understand how to create quality report and action steps followed

1.
2.
3.
4.

understand why intern lead is important for intern (the logic behind LEAD)
Recap on understanding the process flow of intern lead and how to facilitate lead for intern
how to recruit and match the criteria of buddy
How to maintain the JD and engage buddy to create better quality

1. Understand the role of LCVP/MCVP in Local/National level
2. Understanding the role of LCVP in leading the team in EB and in its department
3. Understanding the synergy and other department role to iGIP functions
1. Understanding the TN clustering model
2. Understand how to create the ideal TN form for each cluster
3. Understand the importance of having high quality TN for the quality of internship
1. I understand how to manage the performance and development of my team
2. I have the models and tools that allow me to take charge in managing my team.
1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?
2. Always think about possibility to grow iGIP in local level as a behavior
3. Power of asking the right questions
1. I understand the Emotional Bank Account Model
2. Why is Building Trust Important? For your team, for yourself.
3. Linking trust building to clear goal setting and feedback
1. Elect understands the situatonal leadership Model and how to apply it
2. Elect plans for frequent coaching with members
1. Business etiquette for networking events
2. How to make an elevator pitch
3. Use of business cards
1. Including cold call, meeting and negotiation skill and its attitude

1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and communicatio

1. Elect understands the successes and failures of the current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they don't happen agian

1. Ensure every legal documents and its messages well delivered and understand by the elects
2. Relfect the importance of this to your Elect
1. Compile iGIP Resources into a wiki/file and hand them over.
2. Include personal resources, good GCPs from the network etc.
1. Create a virtual introdcution to the NST and MC

CONTENT

Discuss the purpose of iGIP in AIESEC – Why do we have it? Is it necessary?
Discus the ideal process happened in iGIP in daily, weekly, monthly and quarterly basis

Discus about the current condition of iGIP in our entity locally nationally and globally
reviewing the current focus of iGIP of AIESEC Indonesia and its SWOT

Discus about the legal state and how to improve the standard of legal
discus about the message needs to be delivered to all stakeholders and externals
socialize the new business model of iGIP for legal related

Discus the effective way of conducting 'smart' call
analyze the current sales techniques and share some GCPs
discus the effective sales and negotiation technique
discus on the messages to be delivered on selling iGIP in sales

Discus the current state of iGIP Teaching sub product and its implication to AIESEC Indonesia current growth and
Discus the bottleneck in Teaching sub product and suggestion for improvements
Discus the relevancy of teaching sub product for market and organizational needs in Indonesia

Discus the current state of iGIP Marketing sub product and its implication to AIESEC Indonesia current growth an
Discus the bottleneck in Marketing sub product and suggestion for improvements
Discus the relevancy of Marketing sub product for market and organizational needs in Indonesia

Discus why IR is not working in LC level
create and discus the most effective way to do LC/Country partnership
create an understanding of maintaining country partner is important
discus and analyze the supply and demand to find the best country/LC partner
GCP sharing from other entity

review the past SDP run by AIESEC Indonesia
give feedback on the past SDPs
discus the improvement needed for SDP of AIESEC Indonesia
discus and create the SDP framework to implement SDP in local level
create framework to track activities from national SDP in local level

discus the current market condition in LC/country
list down the best channel to approach to result on prospects
analyze each channel and create timeline for the upcoming year
analyze the B2B marketing strategy for the current year and its SWOT

discus how to do costumer loyalty strategy in local level
create an understanding on why CLO is important and drives result
list down key activities to be taken to maintain CLO in local level

Review the current MQP and its Weakness
discus things to be deleted and added to MQP based on the review from NPS
coach on how to check and firefight in Customergauge.com
coach on how to create quality report
analyze the most dectractor issue and strengthen the MQP on that particular issues
analyze the most promoter issue and strengten the marketing strategy to showcase that issues

discus the clarity of WHY LEAD is one important part to define the quality of internship
discus how step by step to conduct intern LEAD
Discus on the criteria of Intern buddy and how to recruit and maintain them
discus the intern buddy JD and how to track it
.
Understand the role of LCVP in EB and their own function
discus the synergy needed along the year from other function
discus why iGIP matter for organizational goals and how to align this understanding within EB
Understand the skill, attitude and knowledge alignment needed to be LCVP of IGIP
Discus the current TN clustering model and the value propositions
Understand how to create the best TN form and its importance
discus the corellation of IR in sales activities
Talk about the role of an LCVP iGIP as a manager, leader and strategist

Ensure that your elect understands the need to set an example for the rest of the EB about how to be a manage
and ensure the development of your members.

How to be a strategic leader: take the time, ask the right questions, understand what is happening in the world
Case study
Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.
Situational Leadership Model
Practical Coaching simulation and then give feedback
Goal Setting during networking
Sales pitch
Business etiquette
Body Language
Discuss the criteria and its minimum SKA needed by iGIP members and how to train those competencies

Understand the comuniation flow
Give basic tips about how to facilitate
Allow elect to facilitate sessions at the next local meeting/ conference

Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.

Teach how to communicate things in legal and transfer it to members
handing all legal document and ensure the elect understand how to use it
Show your elect the value of good resources and how it can make you more effective and efficient.

Stress the value and competency of proactive learning and ensure that the VP iGIP is a source fo knowledge iGI
Write an email to the NST TM and MCVPTM to introduce your successor.
Add to facebook groups etc.

INPUT

OUTPUT

CONTENT LINK

VP iGIP Job Description
PPT/Video

igip drives

PPT/google doc data
analysis

Legal Docs and PPT

PPT

igip drives

PPT
Copies of mateirals from EP
and Intern LEAD.
Draft timeline of GCDP and
Current structure of GCDP in
Talent Management
your LC.
supporting activities.
Process flow for EP
engagement (Integration
and re-integration)

igip drives

PPT and replanning docts

Draft of iGIP timeline

IR docs in G drive

country partnership timeline
igip drives
and list

PPTs and Docs

framework for local level

ppt

n/a

ppt

igip drives

MQP doc

n/a

LEAD Wiki

Conversation with MCVPTM/
NST LEAD

n/a

n/a

TN clustering docs
Situational Leadership
Model
Team Formation Model
n/a

n/a

n/a

ppt

Tailored Indivdual
Director.Member
development plan

Session Outline (for next
session)
Communication Flow

PPTs for session - to be
reviewed and dry-run with
the elect and current.

n/a

n/a

Legal Docs and PPT

n/a

Resources and files

n/a

Facebook group etc.

n/a

TYPE

TOPIC

What is oGIP? Clarity
of oGIP

Review of current
term

Introduction to the
function: oGIP

Introduction to the
local reality

Knowledge

Pre-Recruitment

EP Recruitment

EP Raising

EP Matching

EP Servicing

XPP

EP Realisation and
re-integration

Team Management

Skills

Strategic Mindset

Building Trust

Coaching Skills

Facilitation

Feedback

OBJECTIVES

1. I understand the value of oGIP
2. I am commited to oGIP for my LC
3. I understand my JD.

1. Elect understands history o foGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With
particular focus on the current term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's oGIP plan
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.

1. What is the process of Exchange and process of oGIP
2. Understanding oGIP history and trends

1.
2.
3.
4.

What are the Local oGIP strategies for the current year (Good case and Bad case practices)
Understanding the Operational VP oGIP calendar (Raising, matching, realisation peaks and XPP)
Know How to set numerical goals and MOS for oGIP (App, RA, MA, RE)
Understand talent capacity of oGIP

1.
2.
3.
4.
5.

Understand the process flow before raising
Understanding global and national trends for Supply and Demand Management
How to conduct recruitment for oGIP
Understanding of the market and products for oGIP
GTCM and Product Customer Flow for oGIP

1.
2.
3.
4.

What is the EP Recruitment process
Understanding Global Competency Model and how to recruit ELDs
Timeline for EP Recruitment
Understand the market segmentation for oGIP within my universities and why this is important

1. Understanding the raising process
2. Minimum Quality promise for Raising

1. What is the Matching Procedure and process
2. How to execute matching

1. What is EP LEAD and why should I care?
2. Customer Centricity for Eps in oGIP

1. What is XPP
2. How do I use XPP in everyday activities
3. Why is it important?

1. How to manage the EP realisation process
2. Managing Quality for Eps
3. Managing and understanding the re-integration process

1. I understand how to manage the performance and development of my team
2. I have the models and tools that allow me to take charge in managing my team.

1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?
2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.
3. Power of asking the right questions

1. I understand the Emotional Bank Account Model
2. Why is Building Trust Important? For your team, for yourself.
3. Linking trust building to clear goal setting and feedback

1. Elect understands the situatonal leadership Model and how to apply it
2. Elect plans for frequent coaching with members

1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication

1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)

CONTENT
Understanding the value of oGIP
Clarity of Why for GIP and for Exchange
Why we do exchange in AIESEC
Structure of AI, MC, Region and LC
National Direction and how does oGIP fit in?
Role of the LCVP oGIP
Attitude: Pioneer for oGIP
Responsibilities of LCVPoGIP towwards LC and EPs
Glossary of terms in GIP
Year in the life of VP oGIP

What are the leadership and membership goals for your local
committee?
How to make LC oGIP plan
Talk about the history of oGIP in your LC and in Indonesia

EP/TN Flow
Process of Exchange
National oGIP history and trends
Local oGIP history and trends
National oGIP Products

Local oGIP Strategies
Backward Planning
Learning and Development and Structure needed for oGIP
Operational VPoGIP calendar
Timeline and strategies that can be improved for oGIP
MA-RA-RE

INPUT

PPT

Supply and Demand Analysis
Ep Recruitment Planning (KPIs and MOS)
EP Recruitment Team (structure, JD, goal setting and tracking)
Setting selection standards/criteria
Synergy with finance for financial model
Synergy with TM for EP engagement + Education
Synergy with MaC for promotion + marketing strategi
Planning (virtual promotion) ORS
Planning (Physical promotion) info booth, info session etc.
Understanding of effective JD, synergy management, marketing
implementation
Classrooms presentations
Events
Booths/stands
Physical Promotion (Banners, Posters)

Selection process logistics
EP Expectation setting
Creating and managing forms
Info session, open booth, ORS
Convertion rate tracking (from in Applied to RAISE)
How to execute EP Recruitment
Minimum Quality Promise for EP Recruitment
Market Segmentation
How to execute
How to sell oGIP through Partnerships (University etc.)
Importance of IXPs and Alumni for oGIP
How to behave as an interviewer
How to assess Backgrounds and skills
How to assess working XP
How to assess english level
How to Set expectations at interview
How to give feedback

Raising form
Editing Form
Auditing Form
Payment Transaction
Terms auditing
Contract auditing

Expectation settings
Tracking tools for matching
Education and materials for matching
myAIESEC.net
EP Management (EP Buddy, EP Tracking)
Acceptance Procedures
Visa procedures
LC cooperations to fasten matching
Post-match support
Searching for TNs
Available forms tracker
Applying to a TN
Motivational Letter
CV
SAN and CAN auditing

OPS
EP LEAD
EP Ambassador
Support in visa procedures
reintegration
XPP
NPS (3 Surveys, fire fighting)
Solving cases on (LC-LC & MC-MC) level
EP Engagement
Contact with Host LC
Production of promotional materials
EPs Evaluation
Abroad preparation (money, food, accomodation, costumes, culture,
climate, transportation, general knowledge)
XPP

What is XPP
Overview of important topics
Commom mistakes
How to proceed, when facing difficulties
Communication while on X
Expectation settings
Return Interview
LC opportunities
Evaluating the internship
Evaluating servicing process
Being an ambassador/promoter of AIESEC internships

Talk about the role of an LCPVTM as a manager, leader and strategist
Ensure that your elect understands the need to set an exmaple for the
rest of the EB about how to be a manager but also how to be a leader
and ensure the development of your members.

How to be a strategic leader: take the time, ask the right questions,
understand what is happening in the world
Case study

Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they
work in terms of trust building.
Situational Leadership Model
Practical Coaching simulation and then give feedback

Understand the comuniation flow
Give basic tips about how to facilitate
Allow elect to facilitate sessions at the next local meeting/ conference

OUTPUT

VPoGIP Job Description
Mind-map displaying
Value of oGIP

SWOT analysis of oGIP

CONTENT LINK

TYPE

TOPIC

What is
Operation?

OBJECTIVES

1. Elect understands the role of Operation in the Local
Committee
2. Elect understands their role for the upcoming year
and has a clearer picture of their daily and weekly
activities.
3. Elect understands the KPIs and MOS that will reflect
their results.

1. Elect understand their market
Market Analysis 2. Elect understand current market tapped
3. Elect know their potential market for 1415

Sub -Product &
Sub - Issue

1. Elect understand all the definition of each subproduct and sub-issue
2. Elect know the current sub-product and sub-issue
evaluation
3. Elect know sub-product and sub-issue example
globally
4. Elect make a draft of sub-product and sub-issue focus

S&D
Management

International
Relation

Knowledge

oGCDP

1. Elect undrstand the objective of S&D Management
2. Elect know how to do Supply and Demand
Management
3. Elect understand how S&D can improve current
condition
4. Elect understand how to define potential LC for
partnership

1. Elect understands the objective of IR
2. Elect understand IR general processes
3. Elect know the current IR processes and how to
bridge the GAP
4. Elect understand the connection between IR process
and exchange process in each program

1. Elect understands the value proposition of oGCDP
2. Elect understands all the processes in oGCDP
3. Elect know all the standardization that oGCDP has

Knowledg

oGIP

1. Elect understand the value proposition of oGIP
2. Elct understand all the processes in oGIP
3. Elect know all the standardization that oGIP has

Quality
Management

1. Elect understand objective of Quality management
2. Elect understand what's quality management
processes
3. Elect understand all minimum promises that we have
(not only for programs but others as well)
4. Elect understand how to use customer gauge in
details
5. Elect understand how to do firefighting
6. Elect understand how to improve the processes
through customer feedback

1. Elect clearly Understand the objective of SU
2. Elect understand the different between :
a. SU
b. Market Expansion
c. Expansion
3. Elect clearly understand the current flow to open SU
SU Management
4. Elect understand all the SOP and document
standardization of SU
5. Elect understand the current condition of SU that your
LC's currently has

ls

1. Elect understand their market
Market Analysis 2. Elect understand current market tapped
3. Elect know their potential market for 1415

Team
Management

1. I understand how to manage the performance and
development of my team
2. I have the models and tools that allow me to take
charge in managing my team.

Strategic
Mindset

1. Understand what is a strategic mindset - what kind of
behvaiour do I need to implement?
2. Explore common trends within HR and TM not only
within AIESEC, make this a behaviour.
3. Power of asking the right questions

Data Analysis/
Business
Intelligence

1. How to see trends and patterns in data analysis
2. How to be detail oriented towards data
3. Creating graphs and presenting data in a logical
manner

Skills

1. Understand how to communicate
Communication
2. Understanding the communication process
Skills
3. Develop clear, logical commuication

Building Trust

Coaching Skills

1. I understand the Emotional Bank Account Model
2. Why is Building Trust Important? For your team, for
yourself.
3. Linking trust building to clear goal setting and
feedback

1. Elect understands the situatonal leadership Model
and how to apply it
2. Elect plans for frequent coaching with members

Facilitation

1. Elect understands how to run a Local Committee
Meeting and the basics about facilitation and
communication

1. Elect understands the need for feedback to drive
performance (link to Situational Leadership)
Feedback

Attitude

2. Elect has the skills and tools necessary to facilitate
feedback (360 etc.)

Success and
Failure

1. Elect understands the successes and failures of the
current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they
don't happen agian

CONTENT

1. Clarity of operation's role
2. Discuss and define main role of Operation
a. Tracker
b. Innovation creation
3. Clarity of role between Operation and all the exchange fuction in :
a. International Relation
b. Strategy creation
c. SU Management
d. Quality
4. Discussion about what will be the difference if there is Operation and without operation in the Local Committ
5. Discuss synergy model that need to happen between operation and other function
6. Run a short activity that allow vp operation to define their weekly activities and synergy model with other fun
giving case study

1. Ask elect to do market research about all market in each programs
a. oGCDP
- List of Univesity in your area with their holiday
- List of Univ outside outside yor area with their holiday
b. iGCDP
- List all kindergarden schools with their holiday
- List elementry schools with their holiday
- List junior high schools with their holiday
- List senior high schools with their holiday
- List NGO in each issue with their holiday
- List all UKM that potential to be TN with their holiday
c. oGIP
- List TOP Univ in your area with all faculty inside (search the grade for each faculty as well) with their univ
ceremony timeline
- List all language institution and clasify based on their language
- List all skill course / institution
d. iGIP
- List all Univ that potential to be TNs
- List all language course clasify based on language
- List of SME
- List of Company based on Sub-products
2. Current has to prepare data :
a. Market that they tapped
b. How's the result of our approach (meeting/promotion)
c. How many times u appraoch the market
3. Mapping our reach compare to market that we actually have
4. Discuss about what's the bottlneck of not expend our approach
5. Discuss and define which market that potential to be approach in 1415
6. Homework to define/clasify the market that potential based on timeline u want to approach them in 1415

1. Explanation and discussion about all issues and products
2. Discussion about current sub-product and sub-issue SWOT analysis based on internal and external reality
3. Show example of TN GCDP and GIP abroad based on sub-product so elect can learn to improve/get idea for IC
OGX side to know the current TNs type
4. Exercise based on internal and external market anaalysis what will be the sub product focus for 1415

1. Discussion about what is S&D and what's the objective of S&D
2. Current explain how they're doing S&D currently
3. Explanation about how to do S&D
a. How to analyze the current exchanges
b. How to analyze the global trends
c. How to define the potential lc to lc partnership
4. Discussion about how current should implement S&D put in mind he/she has to bridge the current GAP
5. How work to define the right country / lc partner for :
a. each sub-issue in each peak
b. each sub-product

1.
2.
3.
4.

Discuss objective of IR
How IR can connect to each program processes to grow even more
Explanation about how's the current IR processes
Ideal IR Processes
a. Plan
b. Track
c. Evaluate
5. Activities to bridge the GAP between current processes and ideal processes
6. Small activities or homework use case study

1. Discuss oGCDP defintion and it's value proposition
2. Explanation about oGCDP Minimum quality promise
3. Explanation and discussion about each processes in oGCDP
a. Market Research
- Internal Research
- External Research
b. Promotion
c. Selection
d. Raising
e. Induction
f. Matching
g. OPS
h. Realization
i. Re-integration
4. Current reality what happen in each processes this term
5. Explain all the SOP and documents that they have in each process

1. Discuss oGIP defintion and it's value proposition
2. Explanation about oGIP Minimum quality promise
3. Explanation and discussion about each processes in oGIP
a. Market Research
- Internal Research
- External Research
b. Promotion
c. Selection
d. Raising
e. Induction
f. Matching
g. OPS
h. Realization
i. Re-integration
4. Current reality what happen in each processes this term
5. Explain all the SOP and documents that they have in each process

1. Discussion about Objective of Quality management
2. Explanation and discussion about quality management processes and how's the current implementation in ur
3. Eplanation and discussion about all minimum promise & standardization doc that we have
a. NEW XPP
b. oGCDP Minimum Promise
c. oGIP Minimum Promise
d. iGCDP Minimum Promise
e. iGIP Minimum Promise
f. Partnership Minimum Promise
g. TLP Minimum Promise
h. TMP Minimum Promise
i. LEAD for EP
j. LEAD for intern
4. Practical Coaching & explanation how to use cg
a. NPS Score and how to calculate NPS manually
b. % Promotors, Detractors, Passive
c. % Responses
d. The procedure of NPS (how many times it send, in which process)
e. Tempalte email for each survey
f. Self Select Issue
g. Responses summary
h. NPS based on segment (how to see NPS of your specific TNs.project. lc partnership, country partnership)
i. Fire-fighting
5. Explanation about firefighting process and how's the process currently + discussion how to bridge the GAP
6. Explanation about ideal process improvement through customer feedback and discussion how to make the p
in LC level

1. Explanation and discussion about what is SU and its objective
2. Explanation and giving example about the different between :
a. SU
b. Market Expansion
c. Expansion
3. Explanation of ideal flow to open SU
4. How to do market reasearch to establish SU
5. How to do Market Expansion
6. Explanation about all the current SOP and standardization
7. SU current condition explanation
a. How's the process of research
b. What's our minimum promise delivery
c. What's our long term plan for each SU
d. How's the membership there
e. What's the education given
f. How's the current performance
g.SWOT analysis

1. Ask elect to do market research about all market in each programs
a. oGCDP
- List of Univesity in your area with their holiday
- List of Univ outside outside yor area with their holiday
b. iGCDP
- List all kindergarden schools with their holiday
- List elementry schools with their holiday
- List junior high schools with their holiday
- List senior high schools with their holiday
- List NGO in each issue with their holiday
- List all UKM that potential to be TN with their holiday
c. oGIP
- List TOP Univ in your area with all faculty inside (search the grade for each faculty as well) with their univ
ceremony timeline
- List all language institution and clasify based on their language
- List all skill course / institution
d. iGIP
- List all Univ that potential to be TNs
- List all language course clasify based on language
- List of SME
- List of Company based on Sub-products
2. Current has to prepare data :
a. Market that they tapped
b. How's the result of our approach (meeting/promotion)
c. How many times u appraoch the market
3. Mapping our reach compare to market that we actually have
4. Discuss about what's the bottlneck of not expend our approach
5. Discuss and define which market that potential to be approach in 1415
6. Homework to define/clasify the market that potential based on timeline u want to approach them in 1415

Talk about the role of an LCPVTM as a manager, leader and strategist

Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a manage
how to be a leader and ensure the development of your members.

How to be a strategic leader: take the time, ask the right questions, understand what is happening in the world
Case study

How to use ppt
How to use Excel (tips and tricks)
Key data points of analysis for weekly/monthly/quarterly review

Communication Process
How to be clear when communication
How to communication to different types of learners and personalities (based on MBTI)
Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.

Situational Leadership Model
Practical Coaching simulation and then give feedback

Understand the comuniation flow
Give basic tips about how to facilitate
Allow elect to facilitate sessions at the next local meeting/ conference

Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.

INPUT

OUTPUT

VP Operation Role
VP Operation Job
Description

PPT

Clear Picture the
differences between VP
Operation and all VP
Programs in each role
Synergy Model between
operation and all function

CONTENT LINK

PPT
Research

a. Understanding Market
and our reach so far
b. Define potential market
for each program
c. Market clasification
based on timeline to
approach

a. Understanding about
PPT
sub-products and issues
Example of TNs from other
b. Draft plan aboout 1415
countries based on sub
sub-product and issues
products and issues
focus

PPT
myaiesec.net
current analysis realization
of AIESEC Indonesia
Market Place data

a. Understand role and how
to do S&D Management
b. Start, Stop, Continue in
S&D Management
c. TOP 10 potential country
with it's LCs for each
program and each peak

PPT
Market Place data

a. Undestanding Role and
How to run IR in a right
way
b. Start, Stop, Continue IR
processes

a. Understanding of oGCDP
ideal processes and the
current reality
PPT
b. Start, Stop, Continue in
AIESEC Indonesia Minimum each oGCDP processes and
Quality Promise
how your LC align and fulfill
Program Explanation and
the Quality Promises
value proposition
c. Create local oGCDP wiki
that content all SOP &
documents needed for all
processes

a. Understanding of oGIP
ideal processes and the
current reality
PPT
b. Start, Stop, Continue in
AIESEC Indonesia Minimum each oGIP processes and
Quality Promise
how your LC align and fulfill
Program Explanation and
the Quality Promises
value proposition
c. Create local oGIP wiki
that content all SOP &
documents needed for all
processes

PPT
Customer Gauge
all Minimum Promise
Document
XPP

a. Understanding of Quality
management processes
(include all standardization
and customer gauge)
b. Q3 Report creation by
elect
c. Draft Customer
Experience Management in
1415

1. Clear Understanding
PPT
about SU
SU SOP
2. Start, Stop, Continue
SU Long term plan
3. Market Research for SU
SU Minimum promise in the next term (if u plan)
beginning
4. Draft of long term plan
for current SU in 1415

PPT
Research

Situational Leadership
Model
Team Formation Model

a. Understanding Market
and our reach so far
b. Define potential market
for each program
c. Market clasification
based on timeline to
approach

Tailored Indivdual
Director.Member
development plan

Session Outline (for next
session)
Communication Flow

PPTs for session - to be
reviewed and dry-run with
the elect and current.

Feedback Model:
5 levels of written feedback
How to do a 360
CAT versus feedback
session

n/a

n/a

TYPE

TOPIC

What is Talent
Management? Clarity
of TM

Review of current
term

Team Member
Program

Team Leader
Program

Talent Management
and GCDP

dge

Talent Management
and GIP

Knowledge

Processes of Talent
Management

Learning and
Development

Other Models of
Talent ManagementL:
GCM, GLE, LEAD,
I&OJ

Culture of Talent
Management

Talent Management:
The specfics: SDP,
Mentoring, LCMs,

Representing
yourself as Vice
President - Talent
Management

LEAD Sensing and
Implementation

Talent Management
Processes:
Recruitment

Talent Management
Processes: Induction

Talent Management
Proccesses:
Transition

Talent Management
Proccesses:
Performance
Assesment

Team Management

Strategic Mindset

Skills

Building Trust

Coaching Skills

Facilitation

Feedback

Attitude

Actions

Success and Failure

TMP-TLP Statistics on
[email protected] are
reflective of current
state of LC

Talent Management
Resources

Introdcution to NST
and MC

OBJECTIVES

1. Elect understands
2. Elect understands
weekly activities.
3. Elect understands
4. Elect understands
5. Elect understands

the role of Talent Management in the Local Committee
their role for the upcoming year and has a clearer picture of their daily and
Talent Capacity Model
the KPIs and MOS that will reflect their results.
how Talent Management contributes to exchange growth

1. Elect understands history of Talent Management the Local Committee, AIESEC Indonesia and
AIESEC globally. With particular focus on the current term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's HR plan
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.

1. Elect understands the TMP Principles and Minimum Promises
2. Elect understands how TM mamages the Team Member Program
3. Understand what are team minimums for the quality of AIESEC Experiences

1. Elect understands the TLP Principles and Minimum Promises
2. Elect understands how TM mamages the Team Leader Program

1. Ensure elect understands the output and learning points of this years major GCDP projects
2. Elect understands Current GCDP and TM Plans and how they worked together.
3. Elect has the opportunity to have preliminary discussions to analyse Elect GCDP Plans/Timeline
and create support planning.
4. Understand the concepts of integrated XPs

1. Ensure elect understands the output and learning points of this years major GIP projects
2. Elect understands Current GCDP and TM Plans and how they worked together.
3. Elect has the opportunity to have preliminary discussions to analyse Elect GIP Plans/Timeline
and create support planning.

1. Elect understand process flow of Talent Management and can connect each step to one
another
2. Elect and Current particpate in managing a Talent Management joint project. This can include
Recruitment, PA or Learning and Development Project. See details under 'Project' Sheet below
3. Elect understands the recruitment process from Talent Planning, Talent Promotion, Talent
Selection, Raise, Match, Talent Induction and Mentoring.

1. Elect has the output and learning points from the major learning and development projects
implemented this year.
2. Understand the current NEC and how it can be implemented locally to fit the LC reality.
3. How to align local training to national training

1. Elect has the understanding and ability to utilise and implement the following models: Global
Competency Model, Global Learning Neivonrment, LEAD and Inner and Outer Journey.

1. Elect has an understanding about the culture of Talent Management this year and the image or
branding Talent Management needs to have the following year.
2. How to build a culture?
3. Value-based culture

1. Elect understands the Talent Management Projects that happen locally (TM Summit, Mentoring,
SDP)
2. Elect has the materials and project reports of each local intiative your term ran, in order to rerun the project in their term

1. Elect understands their role as a Vice President of Talent Management and how their brand will
impact upon the brand of Talent Management. Eg. If you are fluffy and/or don't understand the
role of Talent Management - others won't as well
2. Impress the importance of stressing TM's value to the other functions

1. Guide Elect through identifying LEAD gaps and LEAD sensing .
2. Recap on understanding the process flow
3. Allow elect to unertake a LEAD project under your supervision.
4. Have conversation with LEAD NST or MCVPTM to take steps to become a LEAD trainer.
5. Elect understands the logic behind LEAD
6. How to facilitate the development of different individuals with different working styles,
development areas etc

1. Understand the Recruitment Processes for the different profiles (EP, TMP, EwA)
2. Understand the significance of selection using Global Competency Model and ensure elect
understands the concept behind recruitment based on 'why'
3. Understand the processes and timeline of selection
4. Understand the difference between backward planning and talent planning
5. Understand the talent marketing profiles and national tools and how to use them.

1. Understand the induction flow
2. How to plan an induction in the LC
3. How to execute induction in the LC

1. Understand the minimums of a transition process
2. Understand the importance of transition/ induction for each reallocation
3. National Transition Model

1. Understand the role of performance assessment in the local and national reality.
2. Understanding the performance appraisal and talent review process

1. I understand how to manage the performance and development of my team
2. I have the models and tools that allow me to take charge in managing my team.

1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?
2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.
3. Power of asking the right questions

1. I understand the Emotional Bank Account Model
2. Why is Building Trust Important? For your team, for yourself.
3. Linking trust building to clear goal setting and feedback

1. Elect understands the situatonal leadership Model and how to apply it
2. Elect plans for frequent coaching with members

1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication

1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)

1. Elect understands the successes and failures of the current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they don't happen agian

1. Ensure that the TMP-TLP statistics on [email protected] are relfective of the current state of your LC.
2. Relfect the importance of this to your Elect

1. Compile Talent Management Resources into a wiki/file and hand them over.
2. Include personal resources, good GCPs from the network etc.

1. Create a virtual introdcution to the NST and MC

CONTENT

Discuss the purpose of Talent Management in AIESEC – Why do we have it? Is it necessary?
Discuss how Talent Management is spilt into two aspects:
a) Learning and Development (Capacity of each individual)
b) Capacity (Capacity of the organisation)
Ensure EB understands the difference between Huamn Resources and People Development.
Run a short activity to allow VPTM to manage and define their job description.
Global trends in Talent Management inside and outside of AIESEC.

What are the leadership and membership goals for your local committee?
How to make LC HR plan
Talk about the history of TM in your LC and in Indonesia

Discuss the Team Member Program defintion and the responsibilities of you as a VPTM to manage this
program.
Disucss the Minimum Quality Promises and TMP Principles and rate how your LC is currently delivering.
How are processes such as PA and Selection tailored towards supporting the Team Member Program.
Keep, Stop, Start, how is TM supporting the Team Member Program.

Discuss the Team Leader Program defintion and the responsibilities of you as a VPTM to manage this
program.
Disucss the Minimum Quality Promises and TLP Principles and rate how your LC is currently delivering.
Briefly understand why LEAD was created and create an analysis of the TLPs in your Local Committee at
the moment. Are they truly inspiring and providing challegning and purposeful experiences for their
members? How can LEAD help?
Keep, Stop, Start, how is TM supporting the Team Leader Program.
Ensure EB elect understands some of the difficulties associated with tracking and training of TLPs.

Discuss the process of tailoring TM strategy to GCDP.
If you have various projects running that should be sustained eg. EP LEAD, EP Journal, Intern LEAD, Intern
Buddy, Re-integration, Pre-integration, Micro-Experiences
Ensure that the VPTM and the VPGCDPs have delegated the responsibilities of these major projects
Ensure LCVPs understand the different concepts of integrated XPs

Discuss the process of tailoring TM strategy to GIP
If you have various projects running that should be sustained eg. EP LEAD, EP Journal, Intern LEAD, Intern
Buddy, Re-integration, Pre-integration, Micro-Experiences
Ensure that the VPTM and the VPGIPs have delegated the responsibilities of these major projects

Discuss the importance of mapping out the LC to see what people are in charge of what sections. Are
there any gaps in the pipeline?
Make sure you stress the fact the Talent Planning requires constant communication with the other VPs
and LCP as to what projects will be set up in the coming months and what members will be needed.
Since Recruitment is one of the first projects your elect will undertake - assist your elect in Talent
Planning.
Go to the VPs and ask for gaps in the pipelines, the type of people they are looking for in their portfolios,
and what jobs the members will be doing. Make sure to explain step by step the importance of why this
is all necessary.
Make sure you include a long disucssion about the significance of Job Descriptions
how to align talent planning with organization performance

Talk about the importance of L&D and how it will make up 30 - 60% of the VPTM role
Disucss the yearly timeline of L&D and how to create a Local Education Cycle.

Go over all five competencies and briefly discuss how they are related to AIESEC, what they mean and
how you can develop them.
This is a good opportunity for you to impress upon your elect the importance of Talent Managemnet to
deliver the objectives and process of Inner and Outer Journey of Leaderhsip
Promotion of national and International Conferences
Cooperation with externals in terms of members' education

Based on your experience - decide on the key message or vision that you as a current want to see in
you entity for the next term. For example "TM driving functions forward' etc.
Value-based culture understanding
How to build a culture of excellence

Go over the local Talent Management Projects that should be sustained.
Stop, start continue for local TM AIESEC intiatives

Cooperation with MCVP TM and other LCVPs
Sharing GCPs within the network
Paricipating in the statutory conferences and functional meetings
Cooperation with externals engaged in TM activities

Ensure elect understands the process of LEAD and educate them on the framework.
Introduce your local projects for LEAD implementation and keep, stop, start intiatives that are aligned
with the LEAD project.

Run elect through a sample SOPs and timeline for selection, include:
• Role and responsibilities of TXP in selection
• Profile of AIESEC members and selection criteria
• Different methods/tools of selection available and know how to use them
• How to measure the effectiveness of our selection process
• Behaviour of transparency
• How to check matchability people which wants to go for internship
Give simulations based on selection dilemnas: "what happens if there are more people but they are
underaverage, or what if there isn't enough people"
Ensure Elect has the ability to:
• Inform a person that they haven't been accepted
• Communicate next steps for accepted candidates
• How to use the selection criteria during the selection process
• Evaluate candidates (competencies, matchability, aspirations)
•Analyze the best person for each role
• Educate members about selection process

Ask elect to make an induction agenda/ make an induction timeline
Communicate mindset, if induction is done well, learning and development can focus more on strategic
and leadership developmnt activities rather than the basics, which should be covered during induction.

Check out Talent Management transition documentation

Add talent review to your planning.

Talk about the role of an LCPVTM as a manager, leader and strategist
Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a
manager but also how to be a leader and ensure the development of your members.

How to be a strategic leader: take the time, ask the right questions, understand what is happening in the
world
Case study

Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.

Situational Leadership Model
Practical Coaching simulation and then give feedback

Understand the comuniation flow
Give basic tips about how to facilitate
Allow elect to facilitate sessions at the next local meeting/ conference

Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.

Teach your elect how to use [email protected]
Show them tips and tricks - good useful wikis and files to have on hand
Show the gaps between current LC structure and LC structure dictated on [email protected] and stress the
importance of correct TMP-TLP management on [email protected]
Show your elect the value of good resources and how it can make you more effective and efficient.
Stress the value and competency of proactive learning and ensure that the VPTM is a source fo
knowledge about talent management and leadership development for the team
Write an email to the NST TM and MCVPTM to introduce your successor.
Add to facebook groups etc.

INPUT

OUTPUT

CONTENT LINK

VPTM Job Description

PPT

Mind-map displaying
Clarity of Talent
TBA: TM wiki
Management
SWOT analysis of
Talent Management

PPT
AIESEC Indonesia
Minimum Quality
Promise
TMP Principles

Keep, Stop Start of
how your Local
Committee is
aligning and fulfilling
the Quality Promises
of the Team Member
Program.

PPT
AIESEC Indonesia
Minimum Quality
Promise
TLP Principles

Keep, Stop Start of
how your Local
Committee is
aligning and fulfilling
the Quality Promises
of the Team Leader
Program.

PPT
Copies of mateirals
from EP and Intern
LEAD.
Current structure of
GCDP in your LC.
Process flow for EP
engagement
(Integration and reintegration)

Draft timeline of
GCDP and Talent
TMP TLP Driving
Management
GCDP
supporting activities.

PPT
Copies of mateirals
from EP and Intern
LEAD.
Current structure of
GIP in your LC,
review of typical JDs.
Process flow for EP
engagement
(Integration and reintegration)

Draft timeline of GIP
and Talent
TMP TLP Driving GIP
Management
supporting activities.

Talent Management
Process Flow
Timeline of the year The definitive guide
with the process
to Talent
Materialsand tools
outline
Management
for each process

Local Education
Cycle Template
National Education
Cycle

Local Education
Cycle and Syallbus
filled for Q1 and Q2

Global Competency
Model & Definitons
Global Learning
Environment &
Definitions
n/a
Inner and Outer
Journey of
Leadership
LEAD & Definition
and Wiki

SDP Framework and
other local intiative
Stop, Start,
materials
Continues

n/a

n/a

LEAD Wiki

Conversation with
MCVPTM/ NST LEAD

Recrutiment SOP

Selection and
Recruitment
Timeline

Situational
Leadership Model
Team Formation
Model

Tailored Indivdual
Director.Member
development plan

Session Outline (for
next session)
Communication Flow PPTs for session - to
be reviewed and dryrun with the elect
and current.

Feedback Model:
5 levels of written
feedback
How to do a 360
CAT versus feedback
session

n/a

n/a

[email protected] account
Bookmarks of good
wikis and files

Resources and files

n/a

n/a

Facebook group etc. n/a

TOPIC

OBJECTIVES

What is Public Relation?

To give clear understanding and basic knowledge about PR
in AIESEC and as a whole

PR-ing AIESEC to
Stakeholders

2. To give detail explanation about PR strategy and current
condition

1. To give clear understanding about PR activity in physical
and virtual reach

PR Activity in physical
and virtual reach
2. Transferring all accounts of media, community, other
organization, and so forth

Engagement with
AIESEC

Brand Subcommittee

1. Giving clear explanation about current trend and
condition of national IM
Why IM?

2. Education about all the techinical stuffs in IM
3. Transferring account

CONTENT
1. The basic understanding of Public Relation
2. The basic knowledge of PR activity & principles in
AIESEC
3. PR Strategy Map during 1314
4. SWOT of PR during 1314
1. What makes it different between PR & ER stakeholder?
2. Current reality of our media partner
3. Engaging media
4. Engaging community
5. Engaging corporate and other potential partner
6. PR story through our members
1. How we PR-ing AIESEC in all virtual reach? (website,
social media, SEO)
2. PR-ing AIESEC through Physical Reach (member,
networking event, etc)
3. Create a good press release
4. Conduct a press conference
5. Synergy with Program Marketing to create PR story
toward member's experience
6. Synergy with BD to create PR story through our
partnership
7. Create PR activity through national and international
conference
1. Basic knowledge about EwA
2. Global and national Initiative Event (youth talk, Y2B, etc)
3. Maximizing Culture Shock and other EwA platform
1. Role of Brand Subcommittee
2. Firefighting & conflict management

1. Basic knowledge about IM, ethics as national IM
champion, and SWOT analysis
2. Big AIESEC Online (OP, ORS, Zendesk)
3. Our national website
3. Effective Newsletter
5. Maximizing all the IM tools

INPUT

OUTPUT

http://www.myaiesec.net/content/viewwiki.do?contentid=10054160
http://www.myaiesec.net/content/viewwiki.do?contentid=10276771
PR Strategy Map 1314 +
http://www.myaiesec.net/content/viewwiki.do?
contentid=10237549

PR Strategy Map 1415 Draft

MoU & documents of partnership
Database media,
http://www.myaiesec.net/content/viewwiki.do?
contentid=10154174

Product Development for Media

Database community

http://www.myaiesec.net/content/viewwiki.do?contentid=10237549
Media Account database & Physicial Account
Transfer
http://www.myaiesec.net/content/viewwiki.do?contentid=10154174
One press release for current event
http://www.myaiesec.net/content/viewwiki.do?contentid=10154174

http://www.myaiesec.net/content/viewwiki.do?contentid=10213775

http://www.myaiesec.net/content/viewwiki.do?contentid=10213775

Understanding about crisis management
http://www.myaiesec.net/content/viewwiki.do?contentid=10279061
in PR area

Things to start, stop, continue in national
IM
http://www.myaiesec.net/content/viewwiki.do?contentid=10274711

STATUS

TOPIC

Step 1: What is Marketing

Step 2: Marketing This Year

Step 3: Marketing Strategies
& Brand Management

Step 4: LEAD management

Step 5: Marketing & Other
Functions

Step 6: Team Management

OBJECTIVES
1. Elect understands the role that marketing plays in the LC and in the world
2. Elect understands the role marketing plays in achievement of goals
3. Elect understands the key MoS & KPIs of marketing

1. Elect understands what has been done in marketing in the LC so far
2. Elect and current do a SWOT of the department and it’s activities currently in the
LC
3. Elect has a complete understanding of the external market realities

1. Elect has a full understanding as to how to create marketing strategies
2. Elect is aware of all processes and flows so as to create the best strategy

1. Elect understands the importance of every registration and the responsibility to
follow up
2. Elect understands the current reality of conversion management
3. Elect comes up with a way to better conversion management in his/her term

1.
2.
3.
of

Elect understands roles and function of each department
Elect gets to know the marketing channels and the relevance to each department
With this knowledge, the elect can now create a year plan to help in achievement
the end goals of each function

1. Elect can now make a team and put structures in place
2. Elect understands what the department culture was and what he/she wants it to
be
3. Elect understands how to manage AIESEC and his responsibilites well
Elect gets training and is handed over all passwords,etc for all channels

CONTENT
1.
2.
3.
4.

Internal vs External definition
Importance
Role
MoS & KPI

1. What has been done in marketing so far – just an overview: key activities
2. SWOT
3. Analyzing external market and trends

1.
2.
3.
4.
5.
6.

Global Branding Guidelines
Product Customer Flow
GTCM
Customer Journey Map
Push & Pull Marketing
Showcasing Strategies

1. Purpose of lead management
2. Lead management training
3. Online ORS + Follow Up system
4. Go through current conversion rate and come up with ways to increase the
same

1. Synergy with each department - GIP, GCDP & TMP
2. Introduction to all channels and marketing through the same for all
3. Creating marketing plans and synergy roles with each

1. Ideal Team Structure & JD
2. Department Culture
3. Personal Challenges this year
1. Handing over the passwords, etc
2. Training on how to use social media, graphics, etc

OUTPUT
1. JD of VP Marketing
2. MoS & KPI of each activity

1. SWOT analysis of market
2. Understanding of current day marketing
trends
3. Document with understanding of current
markets

Keep Stop Start for each strategy currently

Conversion Management Plan

1. Keep Stop Start for each programme
2. Keep Stop Start for each channel
3. Marketing Year Plan for each programme
keeping in mind all channels

1. Team Structure & JD
2. Keep Stop Start for Culture Management
within the department in the LC
On the job training for using various channels
and softwares

LINKS

TYPE

TOPIC

What is External
Relation / Business
Development ?

Knowledge

Stakeholder
Management

Sales Activity

External Outlook

Representing
yourself as Vice
President - ER/BD

Podio (CRM)

Partnership Minimum
Promise

Skills

Negotiation Skills

Meeting
Management Skills

Cold Calling/ Emails

Sk
Networking Skills

Market Research

Actions

Attitude

Product
Development

Culture of External
Relation / Business
Development

Success and Failure

Account Transition

Account Projections

MoU and other files
needed

OBJECTIVES

1. Elect understands the role of External Relation / Business Development in
the Local Committee
2. Elect understands their role for the upcoming year and has a clearer
picture of their daily and weekly activities.
3. Elect understands the KPIs and MOS that will reflect their results.
4. Elect understands how External Relation / Business Development
contributes to exchange growth

1. Elect understands the ER Principles and Partnership Minimum Promises
2. Current condition of Stakeholder in AIESEC LC level.
3. Elect understands every stakeholder that should be managed by ER/BD
and Other function.

1. Elect understands the Sales Process, and their role to manage it in Local
Level.
2. Elect understands how ER/BD can drive other function to support Sales
Activity.

1. Ensure elect understands the current trends that happening in their city.
2. Elect understands the Main Opportunity that should be focused, and
threat that should be aware of.

1. Elect understands their role as a Vice President of External Relation /
Business Development and how their brand will impact upon the brand of
External Relation / Business Development. Eg. If you are fluffy and/or don't
understand the role of External Relation / Business Development - others
won't as well
2. Impress the importance of stressing ER/BD's value to the other functions

1. Elect understand how to use podio to track all Sales Activity in Local
Level.
2. Electt understand how to use Podio as Market Coordination System.
1. Elect understands what is Partnership Minimum Promise and How to
ensure all checklist is achieved

1. Understand Negotiation Theory
2. How to prepare and run a negotiation
3. Understanding the different styles of negotiation and how to adapt to
your customers one

1.
2.
3.
4.

How to run meetings (agenda, objectives)
How to make adn use a sales proposal
Business etiquette and manners during meetings
How to solve problems and bring value to customers

1. How to communicate online
2. How to make a cold call
3. Objection Handling

1. How to represent yourself and AIESEC at a networking event
2. How to use LinkedIn and other websites for sales and networking
3. How to make an elevator pitch

1. Elect understands the process of Market Research.
2. Elect understands how is to ensure to find the right Market to be tap for
specific needs such as Project/GCDP/GIP/Employer Branding/ National
Conference.

1. Elect understands the process of Product Development.
2. Elect the value that should be put in every product created in AIESEC
Local Level.

1. Elect has an understanding about the culture of External Relation /
Business Development this year and the image or branding External
Relation / Business Development needs to have the following year.

1. Elect understands the successes and failures of the current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they don't happen agian

1. Do Account Transition Meeting with your Elect to all Current Account that
you already Have.
2. For all People that you have met during this term, introduce your Elect
Through E-mail, and ask for future coordination or meeting in those month.

1. Compile External Relation / Business Development Resources into a
wiki/file and hand them over.
2. Give all contact of stakeholder / person that you have met during this
term, and give clarity of projections what suggestion you give to Elect
related with this account for the next term.
1. Give all Document related with MoU, and Explain the content of
partnership
Legal Document, etc.

2.

CONTENT

Discuss the purpose of External Relation / Business Development in AIESEC – Why do we
have it? Is it necessary?
Talk about the history of ER/BD in your LC and in Indonesia
Ensure EB understands the difference between Sales and Marketing.
Run a short activity to allow VPER/BD to manage and define their job description.
Global trends in External Relation / Business Development inside and outside of AIESEC.
How to make LC Sales Plan

Discuss the Stakeholder defintion and the responsibilities of you as a VPER/BD to manage
this program.
Discuss Partnership Minimum Quality and ER Principles and rate how your LC is currently
delivering.
Keep, Stop, Start, how is ER/BD Manage the stakeholder.

Discuss the Sales Process and ER/BD role in it.
Disucss the Sales Process and other function role in it, such as LCP to help to give direction
to other function to support.
Keep, Stop, Start, how is ER/BD supporting the Sales Activity in Local Level.
Ensure EB elect understands some of the difficulties associated with tracking and training of
Sales Member.

Discuss the process of tailoring ER/BD strategy to GCDP.
If you have various projects running that should be sustained eg. EP LEAD, EP Journal, Intern
LEAD, Intern Buddy, Re-integration, Pre-integration, Micro-Experiences
Ensure that the VPER/BD and the VPGCDPs have delegated the responsibilities of these
major projects
Ensure LCVPs understand the different concepts of integrated XPs

Cooperation with MCVP ER/BD and other LCVPs
Sharing GCPs within the network
Paricipating in the statutory conferences and functional meetings
Cooperation with externals engaged in ER/BD activities

Talk about the role of an LCPVER/BD as a Controller in Podio

Understand the Partnership Minimum Promise
Give basic tips about how to facilitate Manager to achieve this.
BATNA
Negotiation Process
Communicating during negotation
Strategies for negotiation
Opening
Closing
Customer Centricity

Cusomter Centricity
Meeting Management
Sales Proposal
Manners
Communication Skills
How to start and end the meeting
Problem Solving Skills
How to communicate to externals
How to build your personal brand
Objection Handling
Communication Ability
Cold Calling
Cold Emails

Networking Skills
LinkedIn
Practice Elevator pitch
How to engage others
Body Language
How to approach people
Introducing yourself

Market Research Flow

Understand the Product Development Flow
Understand the value of AIESEC that should be delivered to external

Based on your experience - decide on the key message or vision that you as a current want
to see in you entity for the next term. For example "ER/BD driving functions forward' etc.

Have an honest discussion about your failures as a VP and howyour elect can learn from
your mistakes.

Explain the objective of Account Transition, How, and What should be delivered during
Account Transition Meeting
Introduce Elect to the current Account / Stakeholder, and discuss together with Account /
Stakeholder what should be keep, stop, continue for the next term related with your
partnership, or upscalling meeting.
Introduce Elect to all people that you have met and it's really potential through mail.

Show your elect the value of good documentation and how it can make you more effective
and efficient.
Give an explanation related to all account projection in the next term.

Explain all document needed

INPUT

OUTPUT

VPER/BD Job Description

PPT

Mind-map displaying Clarity of
External Relation / Business
Development
SWOT analysis of External Relation /
Business Development

PPT

Keep, Stop Start of how your Local
Committee is aligning and fulfilling the
needs of your stakeholder.

PPT
Sales Process

Keep, Stop Start of how your Local
Committee is doing Sales Activity

PPT of What
biggest
opportunity that
Draft timeline of External Relation /
should be
Business Development supporting
focused on, and
activities.
threat that
should be aware
of in your city.

CONTENT LINK

n/a

Having Practical Experience as VP
ER/BD

Podio Guideline

Strategy to improve the tracking in
Podio.

Partnership
Minimum
Promise

Strategy to Achieve the Partnership
Minimum Promise.

http://med.stanford.edu/careercenter/
management/Negotiation_Skills_MA_J
MK_2_16_06.pdf

PPT

Product
Development
Flow

Draft list of Market that have been
Tap, and Going to be tap in the next
term.

Have all Example of Proposal

Sales Proposal
Example

n/a

Culture Analysis
Local Competencies to support Local
Committee Culture

n/a

n/a

Account
Transition

Elect introduced and can start having
upscalling partnership.

ERBD Account
Progress

Clear Suggestion for all Account in the
next term

MoU and other
file

Understand all file that we have, and
know when this account should be
rejected / upscalled.

TYPE

TOPIC

AIESEC Indonesia

Global & National
Perspective

Local Perspective

Current State

Knowledge

Finance Management
in AIESEC

Budget
Understanding

Governance

Finance Structure

Internal Policy and
Compendium

Risk Management

Accounting (Book
keeping)

Investment
Management

Internal Audit and LC
MMC

Fee Structure

Business frameworks
Conference
Management
Finance Support to
ELD
Areas and
Responsibilities
Contribution and
Achievement
Strategic Direction

Skills

Functional Strategic
Direction
Team Member
Education

Team Tracking

Succession

Attitude

Success and Failure

OBJECTIVES + CONTENT
Direction of AIESEC Indonesia
MC Plan understanding; Growth path, Vission, MoS
Importance of knowledge management in organization sustainability
External and Internal Legality

Financial Model
Financial tools and system

Petty cash management
Alternative sources of revenue (grants)
Local financial educations

Current financial situation
Weaknesses and improvement points
Focuses

Finance Management in Not For Profit Organization
Expense and Revenue Center
Cash Projection
Finance Document
Investment Management
LC Exchange Tracker
Finance flow in ICX
Finance flow in OGX
Product Pricing (national and local)
LC Financial Reserve

Budget Function
How to Make and Use Budget Scenario , Transfer LC & functional plans into LC budget
Budget Revision
Budgeted vs Actual Report
Budget Accountability
Legality Document and Process
Lettering (In and Out)
MoU (how to make MoU and on going MoU transition)
Project Reporting
EB Election/Selection
How to Run Legislation
Separation between Approval, bookkeeper, and treasurer.
Manager/Supporting Team Structure
Qualities to look for when recruiting finance members
Understanding Internal Policy
Understanding Compendium
How to do compendium amandement

Risk identification
Risk assessment model
Risk mitigation

Bank Account
Chart of Account Explanation
Quickbooks Education
Bookkeeping method and assumption
International Transaction
Account Payable and Account Receivable
Key factors to consider when managing reserve
Standard Return on Investment
How to decide to invest and not to invest
Long term investment plan
LC Asset
Internal Audit Process
Internal Audit Result Explanation
LC MMC Understanding
LC MMC Document Transition
LC X Fee
National Fee
Organization Development Fee and expansion fund
Travel Cost Sharing
Business frameworks relevant to AIESEC, LC & functional analysis: products, processes, etc.
Finance role in conference management
Right and Obligation of LC in conference management
Finance Investment Portfolio for Program

Understanding Area of Responsibility (Key responsibilities, KPIS of VPF & finance JD)

Role & contribution of finance in achieving our goals
Strategic role of VPF in National (MC)

Functional synergy: possible collaboration between each other and with finance

Member training

Effective team meeting
Team tracking (asses, review, check implementation and tracking)

Managing member development & pipeline

1. Elect understands the successes and failures of the current term
2. Has an understanding of how to maintain success
3. Understands the mistakes and how to ensure they don't happen agian

INPUT

Explanation and
Discussion

Data Analysis and
Evaluation
Document
Explanation and
Practice

Data Analysis and
Evaluation
Explanation and
Discussion
Document
Explanation and
Practice

Data Analysis and
Evaluation
Explanation and
Discussion

OUTPUT

Data Analysis and
Evaluation

Document
Explanation and
Practice and
Analysis

Explanation and
Analysis

Explanation and
Case Discussion
Case Discussion and
Sharing
Document and Data
Analysis

Explanation and
Case Discussion
Document and Data
Analysis
Data Analysis and
Evaluation
Document Analysis
and Observation

Data Explanation
and Practice
Document and Data
Analysis

Explanation and
Discussion
Data Analysis and
Evaluation

Explanation and
Case Practice

Explanation and
Case Practice
Explanation and
Discussion
Explanation and
Case Practice
Sharing and Case
Practice
Reading and
Personal Case
Sharing
Sharing
Explanation and
Discussion
Explanation and
Discussion
Disucssion, Analysis
and Observation
Explanation and
Discussion
Case Discussion and
Sharing
Case Discussion and
Sharing

Have an honest
discussion about
your failures as a VP
n/a
and howyour elect
can learn from your
mistakes.

CONTENT LINK

http://med.stanford.edu/careercenter/
management/Negotiation_Skills_MA_J
MK_2_16_06.pdf

n/a

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