1011 1st EGM Booklet

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Agenda for First Election General Meeting of AIESEC-LC-CUHK 2010-2011 Date: 26 th February 2011 (Saturday) Time: 10:00 – 21:30 Venue: Li Koon Chun Hall (LT1), Sino Building, The Chinese University of Hong Kong Chairperson: John Li (Local Committee President) Candidates: Alex Lau, James Lee, Thomas Cheung Note-taker: Kammy Yan (Global Talent Programme Manager) Timekeeper: Gordon San (Outgoing Exchange Manager) Attendees: AIESEC-LC-CUHK Full Members Observer: Advisors, Alumni, Interns, Supervisory Group, Partners and Guests of AIESEC-LC-CUHK Agenda Topics 10:00 – 10:05 To read and adopt the agenda 10:05 – 10:15 To deliver LCP Candidate Thomas Cheung’s Opening Speech 10:15 – 10:25 To deliver LCP Candidate Alex Lau’s Opening Speech 10:25 – 10:35 To deliver LCP Candidate James Lee’s Opening Speech 10:35 – 12:05 To conduct the LCP Candidate Question and Answer Session for Thomas Cheung 12:05 – 12:30 Lunch Break 12:30 – 14:00 To conduct the LCP Candidate Question and Answer Session for Alex Lau 14:00 – 15:30 To conduct the LCP Candidate Question and Answer Session for James Lee 15:30 – 18:30 To conduct the Question and Answer Session for all LCP Candidates 18:30 – 19:00 Dinner Break 19:00 – 19:10 To deliver LCP Candidate Thomas Cheung’s Final Speech 19:10 – 19:20 To deliver LCP Candidate Alex Lau’s Final Speech 19:20 – 19:30 To deliver LCP Candidate James Lee’s Final Speech 19:30 – 19:45 To conduct the voting education for the election of LCP Candidates 19:45 – 20:15 To conduct the voting for LCP Candidates 20:15 – 21:15 To conduct the General Comments session 21:15 – 21:25 To announce the results of the Election General Meeting 21:25 – 21:30 To adjourn the Election General Meeting

description

1st EGM Booklet for AIESEC-LC-CUHK Session 2010-2011, includes agenda of the day and manifestos of the three LCP candidates: Thomas Cheung, Alex Lau and James Lee.

Transcript of 1011 1st EGM Booklet

Page 1: 1011 1st EGM Booklet

Agenda for First Election General Meeting of AIESEC-LC-CUHK 2010-2011 Date: 26th February 2011 (Saturday) Time: 10:00 – 21:30 Venue: Li Koon Chun Hall (LT1), Sino Building, The Chinese University of Hong Kong Chairperson: John Li (Local Committee President) Candidates: Alex Lau, James Lee, Thomas Cheung Note-taker: Kammy Yan (Global Talent Programme Manager) Timekeeper: Gordon San (Outgoing Exchange Manager) Attendees: AIESEC-LC-CUHK Full Members Observer: Advisors, Alumni, Interns, Supervisory Group, Partners and Guests of AIESEC-LC-CUHK Agenda Topics 10:00 – 10:05 To read and adopt the agenda

10:05 – 10:15 To deliver LCP Candidate Thomas Cheung’s Opening Speech

10:15 – 10:25 To deliver LCP Candidate Alex Lau’s Opening Speech

10:25 – 10:35 To deliver LCP Candidate James Lee’s Opening Speech

10:35 – 12:05 To conduct the LCP Candidate Question and Answer Session for Thomas

Cheung

12:05 – 12:30 Lunch Break

12:30 – 14:00 To conduct the LCP Candidate Question and Answer Session for Alex Lau

14:00 – 15:30 To conduct the LCP Candidate Question and Answer Session for James Lee

15:30 – 18:30 To conduct the Question and Answer Session for all LCP Candidates

18:30 – 19:00 Dinner Break

19:00 – 19:10 To deliver LCP Candidate Thomas Cheung’s Final Speech

19:10 – 19:20 To deliver LCP Candidate Alex Lau’s Final Speech

19:20 – 19:30 To deliver LCP Candidate James Lee’s Final Speech

19:30 – 19:45 To conduct the voting education for the election of LCP Candidates

19:45 – 20:15 To conduct the voting for LCP Candidates

20:15 – 21:15 To conduct the General Comments session

21:15 – 21:25 To announce the results of the Election General Meeting

21:25 – 21:30 To adjourn the Election General Meeting

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House Rules Question Format: - 1 Question, 1 Follow-up Question - Please introduce yourself first when you raise a question in the election Voting System (Abstract from the Constitution of AIESEC-LC-CUHK) SECTION II MEMBERSHIP Article 2 Full Membership (Jan. 26 2007)

All undergraduate students who are full members of the Student Union of The Chinese University of Hong Kong shall be eligible to be a Full Member of AIESEC-LC-CUHK, subject to member screening (if any) and the payment of membership fee. Article 4 Privilege B) Only full members shall have the right to vote, nominate and to be nominated for election, and be eligible for office in the Executive Board (EB) of the association. Postgraduate members do not have voting right in this occasion. (Jan. 26, 2007)

SECTION IV GENERAL MEETINGS Article 1 Chairman At any General Meeting, the Chairman shall be the LCP or in his absence or on temporary rotation, an LCVP (or, failing them, any other LC office-bearers) as may be so appointed in the General Meeting. Article 3 Election General Meeting A) Date The EGM of AIESEC-LC-CUHK shall be held, in one or several occasions, within the second half of the official year, (Jan. 26, 2007)

B) Business To elect the EB members, or (at the discretion of the EB of the current session) any other office-bearers of next session. (May 29, 1999; Jan. 26 2007)

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Article 5 Quorum and Resolutions A) At all General Meetings the quorum shall be twenty full members. B) At all General Meetings motions shall be put to the vote and decided by a show of hands except that the election of office-bearers in an EGM which shall be decided on a vote by secret ballot. C) At all General Meetings, every full member shall have one vote and in case of border-line case of votes the person presiding shall have a second or casting vote. D) At all General Meetings motions shall be passed with two-third majority (out of all valid votes including abstention), except the case of the election of office-bearers in an EGM as stipulated in Article 3, Section V. E) Resolutions of General Meetings shall constitute the highest authority of AIESEC-LC-CUHK. Article 6 Proxy voting (July 10, 2000; Jan. 26, 2007)

A) Proxy voting at General Meetings shall be permitted. Such proxy representation shall be in writing and given to the Chairman of the meeting at or before the first Roll Call of the meeting. No proxy should be accepted after the first Roll Call of the meeting. B) Should the full member issuing the proxy wish it to be valid on only certain questions, such limitations shall be stated in the proxy. Disagreements concerning the interpretation of such limitations shall be settled by the Chairman. C) Proxy votes shall not be used to propose or second a motion. D) The person receiving the proxy must be a full member who is physically present in the meeting. No full member shall receive more than one proxy vote.

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E) For the purposes of quorum and voting in any General Meeting, a full member issuing a valid proxy is regarded as if he/she were physically present in the meeting, as long as the person representing him/her is physically present in the meeting. SECTION V ELECTION OF MEMBERS OF EXECUTIVE BOARD Article 3 Voting (Apr. 7, 2001; Jan. 26, 2007; May. 23, 2009, Mar. 13, 2010)

A) Voting for the election of any office-bearer in an EGM shall be by secret ballot.

B) Voting by proxy shall be permitted as stipulated in Article 6, Section IV.

C) The run-off technique shall be used. The candidate acquiring the least percentage of votes

shall be run off.

D) A two-third majority of the valid votes (including proxy) is required for the candidates to be

elected. In the event of more than one candidate, vote shall be cast either confident to only one

of the candidates or non-confident to all candidates. In the event of one candidate, vote shall

be cast either confident or non-confident to the candidate.

E) If there are more than 20% of invalid ballots (including blank ballots), the voting will be

considered void, then another round of voting shall be conducted.

SECTION VII CONSTITUTION Article 1 Interpretation The LCP shall have the sole right to interpret the constitution.

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Voting Education Please be reminded that you have to put a “ ” into the box, otherwise your vote will become invalid. Valid Vote:

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

Invalid Vote:

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

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Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man

Proposed LCP

Tom Cheung Siu Ming

Position Name Confidence Non-Confidence

Proposed LCP

Ben Chan Tai Man V

Proposed LCP

Tom Cheung Siu Ming V

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 1 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

AIESEC-LC-CUHK Session 2011-2012

Local Committee President Candidate

Personal Particulars:

Name: LAU Pui Kit Alex

College: Chung Chi College

Major Legal Studies

Years of Study: 2 of 4

Phone: (+852) 92858728

Email [email protected]

[email protected]

MBTI ISFJ (Nurturer)

Belbin Test Resource Investigator / Team worker

Roles in AIESEC

Date Role

May 2010 - Present Vice President Incoming Exchange

Oct 2009 - May 2010 Incoming Exchange Department Member

AIESEC Event Experience

Date Event Role

Jan 2011 WNCF, Hong Kong Delegate

Nov 2010 National Sales Training

UNLEASH Asia Pacific

Conference, Manila

Trainer

Chief Delegate

Oct 2010 NLDS, Hong Kong Delegate (Leaders Track)

Sep 2010 Member Recruitment

AIESEC Touch

Interviewer / Chairperson

Facilitators & MC

July 2010 Kick-Off Conference

AIESEC HK Annual Dinner

Annual General Meeting

CUHK Annual Dinner

Delegate

Attendant

Attendant

Attendant

June 2010 TTT Conference Delegate

May 2010 Election General Meeting Candidate

Apr 2010 SpringCo, Hong Kong Delegate (Leaders-to-Be Track)

Jan 2010 WNCF 2010 Delegate (Newie Track)

Dec2009 Motivational Camp Delegate

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 2 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

Vision

Together, we connect to make change.

In AIESEC, we position ourselves as “the international platform for young people to explore

and develop their leadership position,” aiming to transform and empower young students to

become change agents of the future, through the resource, network and opportunities we can

provide. This network is created mutually with other members and other local chapters.

The first word, together, symbolizes the anticipation of an organization in unity, not only in

conference or in national events, but also within the local committee and all the members is

going to have ownership towards the organization as a whole but not only towards the

department. Very often, we see a disconnection or detachment in certain functional area or

teams, for example, the relevance of Project department has always been a matter of

discussion for a long time. The LC should have a unified direction with synchronized

event schedule, so that LC operation can be most efficient and can bring the most

learning to members.

And through this platform, we can connect to every of our stakeholder, from members to

alumni to partners and further to the society; and ultimately, we make change, through

providing the unique AIESEC Experience, we develop future leaders and change agents,

who can make a positive impact, not only to oneself, but also towards the Hong Kong society

at large.

Motivation

Through becoming the LCP, I wish to continue this success and the mentality we created in

this session for another year so that AIESEC-LC-CUHK can achieve further base on this

year’s approach and because of a more experienced president, this should enhance the

overall effectiveness and quality of the Executive Board.

Personally, I wish to develop myself further in strategic thinking as well as to improve my

communication and personal effectiveness. They have been improved after my term as

VPICX. I wish to continue my learning in such area further through pursuing the role of LCP.

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 3 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

Proposed LC Structure

Focus Area

I. Alumni Engagement

Alumni engagement has always been one of the LC’s focus every year, with initiatives

to start advisory / mentorship programme. However, this annual focus usually results

in non-achievement due to various different reasons, let it be the lack of response from

alumni or the initiatives were simply overrode by other priorities during the term. It is

eminent that alumni play a vital role in providing inspirations and knowledge to

members and there are many other ways to involve them into the LC operation. For

the next session, I plan to focus on the following two strategies:

A. Continue the build-up of alumni database

The alumni database has only been just started to reconsolidate this session, a

continuation of this initiative is a must and this create a good cooperating point with

AIESEC Alumni Association of Hong Kong (AAAHK).

B. Event Based Alumni Engagement

Before the LC can confidently implement a mentorship programme for alumni, it is

important to enable them to see concrete actions that we treat alumni relations

seriously. One of the key events that I propose to launch is the Spring Gathering

after Chinese New Year. Other events can be hosted by the LC alone or hosted

jointly with AAAHK or the MC.

Through placing the Alumni & Relations Team and the Communications team under

Vice Presidents of External Relations, it is expected to see an increased

cooperation and coordination between these two teams, and the Vice President

could draw a closer and cohesive engagement plan for alumni.

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 4 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

II. Retention and Reintegration

Re-integration from EP and retention of members joining in Session 2010-2011 is a

vital issue towards the success of the next session. Great emphasis will be put on

communicating with the existing cabinet to ensure smooth transition, in operation

level.

A. Reintegrate >> To head for the future

In AIESEC Experience, the stage Heading For The Future (H4TF) was designed

to enable AIESECers, who have the exchange experience to equip with the skills

and competencies to become a change agent. In my opinion, this should be

incorporated into the reintegration process, where members can consolidate

their learning from their exchange (and leadership) experience and further

acquire the competency listed out in the Global Competency Model (GCM). In

the coming session, I propose this H4TF to be the ICX experience and/or Project

Experience. This enables the returnee to either:

1. Generate exchange and impactful opportunities for the AIESEC network,

while gaining personal and professional network and/or;

2. Apply their learning and bring direct/indirect positive impact to campus or

the society (through project initiatives) and/or;

3. Any other role as agreed by the Executive Board.

The reintegration plan agreed by Exchange Participant (EP) is expected to be an

extension to goal setting, where their goals will be measurable and quantifiable.

This is in addition to the obligations that have to perform during exchange and

post-exchange sharing.

B. Retain >> for the Global Learning Environment

Though not recommended, it is possible for members postpone their time to go on

Exchange at a later stage of their university life. For these members, first of all the

LC would encourage them to join the leadership team, and further, we would

encourage them to apply for CEEDership and attend international conference, to

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 5 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

connect with AIESEC members around the world and gain international

experience through this channel.

III. Increase cross-departmental cooperation

Co-creation and synergy are also one of the very frequent qualities mentioned within

the LC and even amongst the national plenary, where we hope to see an increased

efficiency in LC operation. The strategy to increase this synergy is on top of individual

coaching and feed-backing conducted towards the team, the president will have an

active role in drawing cross-departmental discussion, out of the Executive Board

meeting context, where the president can act as facilitators in the discussion and

encourage the team to implement more cross-department initiatives.

Other Key Issues:

IV. 3-3-4 Education Reform

With one year to go until the first cohort of students entering university under the reformed

3-3-4 system, the organization should be better prepared to accommodate and to satisfy

the needs of the students and the school.

CUHK’s change in curriculum has stressed on international and integrated learning

experience and AIESEC ought to play an active role in the delivering experience of such

nature to students. Through further increasing campus exposure and engagement, we

can capitalize on this valuable stakeholder.

V. AIESEC 2015

AIESEC 2015 Vision was announced during the International Congress 2010 in India. The

network is going to put more and more effort into Information Management (IM) area as

well as the development of Technical Traineeship. Although the exact Key Performance

Indicators have not been announced as of the time of writing this agenda, the Information

Management Department is going to become the Hub of technical talents and skills within

the local committee. IM will play an active role in IM member recruitment and TTTN/TTEP

raising with the help from other functional department namely TM/ICX/OGX. IM will also be

playing a key part in developing the virtual reach of our organization.

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Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 6 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

The AIESEC 2015 Vision is attached below for your reference:

Conclusion

We all enter AIESEC for various different reasons, because we are all unique individuals

and are attracted by different aspects this organization, but ultimately, the AIESEC Way

brings us together. In my opinion, the best way to reconsolidate a learning experience is

not only to do it and talk about it, but can also re-apply it in other environment and

settings and it is this experiential learning that makes us develop youths different like no

other, and add values for the society. And because of this I am sure, AIESEC, is going to

be, and will remained to be, the first choice for youths for leadership development and

the organization who drives change and brings positive impact to the society.

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AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

About Me:

When I was a kid, I didn’t know about the world.

When I was in secondary school, I closed myself and didn’t

connect with externals.

I studied in the Hong Kong Institute of Vocational

Education (HKIVE) and started to explore myself and

people around me.

I joined study tours to China and I realized I love interacting

with people, helping people and motivating people.

I realized I hope to see people are enjoying their lives when I am leaving the world.

I entered the Chinese University of Hong Kong (CUHK).

AIESEC brought me to another stage.

I explored Taiwan, India, and Singapore for International Conferences and Internship

Exchange through AIESEC.

I motivated and enjoyed the passionate sharing with people from Singapore, Taiwan,

Japan, Korea, China, Belgium, Slovakia, India, Norway, Australia, Bangladesh, New

Zealand, Canada, Netherlands, United States, Vietnam and more…

I challenged myself to be a Vice President of AIESEC-LC-CUHK.

The reason why I want to apply for LCP is simple,

I want to see members in AIESEC-LC-CUHK, year after year,

experience more than me, better than me and more fruitful than me!

PONG PONG Spirit! Passion Everywhere! :) LEE Wai Pong James Local Committee Vice President (Finance & Information Management) AIESEC-LC-CUHK Session 2010-2011

Contact me if you have any suggestions or advices. J Mobile: (+852) 95142715 Email: [email protected] Skype: james.lwp

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AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

Strength 1. More linkage between LC goal and MC

goal

2. Strong Alumni network

3. Strong History of AIESEC in CUHK

4. Members from diverse background

Weakness 1. Weak Leadership Pipeline and Quality

2. ICX performance and sales culture

3. Campus Market Share

4. Weak Alumni and returnee engagements

Opportunities 1. Strong Leadership Pipeline after 334

reform

2. The incorporation of AIESEC Hong Kong Limited

3. Strong support from school administration for students to have more international exposure and leadership development

Threats 1. Exchange and Leadership

Development Program inside CUHK

2. Weak Leadership Capacity in both national and global plenary

3. More opportunities and obligations initiate from school and college after 334 reform

Our Vision: Our members own their valuable achieving experience, enjoy grabbing different kind of opportunities and are willing share to the people around them.

Our Focus Area: Unleash the Leadership Quality of AIESEC-LC-CUHK

Our Goals: No. of Exchange: 50 EPs realized, 15 TN realized No. of Leaders: 20 No. of member attend international conference: 20 % of team achieve 100% goal: 100%

Key Strategies:

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AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

International Leadership Development Programme (ILDP) Members are motivated and well prepared to go through the integrated Achieving, Training, Global Learning, Exchange and Leadership experience with valuable reward and recognition.

Sales Buddy x Raising Competition Returnees and senior members group together. They learn from each other and achieve TN realizations together with valuable reward and recognition. For each team: - 1 manager: Returnee with ICX exp. or senior ICX members - 3 team members: 1 Returnee + 2 senior members Details of ILDP: Task 1 3 months team achievement Functional Teams, Campus Event Task 2 1 International leadership

development conference NLDC Singapore, TtT in Austria, Germany, Romania etc.

Task 3 2 Leadership Training Days Delivered by 1. Externals (e.g. our advisor, Paul Chan

or his company, Dale Carnegie) 2. Past NTT of AIESEC HK 3. Past and Current MCs 4. Alumni

Task 4 Lead a team for 3 months with achievement

Functional Teams

Reward and Recognition: 50% Discount for X+CEED (Quota: 10)

Level UP Leadership Capacity - X+L Culture through fruitful

GLE - External Training resources

for LR development

Level UP Functional Team Experience - External Training resources

for Sales, PR and HR - Knowledge Management

LCP

VP FIN

VP COMM

VP ER

VP OGX

VP ICX

VP TM

VP Project

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AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

AIESEC-LC-CUHK Session 1112 Timeline

Major events What we do and What we see

Mar, 2011. Sem2 Midterm Exams, [APXLDS] Build X+CEED Partnership with AP

Countries and get information about their

conference opportunities next year

Apr, 2011. [LCVP EGM, SpringCo] Finalize the proposal with the VPe(s) and

schedule meeting with School

May, 2011. Sem2 Final Exams Follow-up discussion with School and

start approaching past trainers in @HK.

Summer Team recruitment

Jun, 2011. Confirm the school partnership

1011-1112 Transition

Jul, 2011. [AGM, Kick-off Conference] AIESEC-LC-CUHK 1112 Planning

Summer TM Team: Recruitment Package

Summer ICX Team: TN Raising

Aug, 2011. [International Congress]

Sep, 2011. [OCampaign, Induction] Team Allocation

Oct, 2011. Sem1 Midterm Exams, [NLDS] Team Achieving Period

OC Recruitment of Campus Event Nov, 2011.

Dec, 2011. Sem1 Final Exams

Jan, 2012. [Leadership Training Days]

Feb, 2012. [Campus Event], CNY Holiday New Team formed

Mar, 2012. [Cluster XLDS(probably)], Sem2

Midterm Exams

Team Achieving Period

Apr, 2012. [LCVP EGM, SpringCo]

May, 2012. Sem2 Final Exams Summer Team recruitment

1112-1213 Transition Jun, 2012.

Jul, 2012. [AGM, Kick-off Conference] AIESEC-LC-CUHK 1213 Planning

Summer TM Team: Recruitment Package

Summer ICX Team: TN Raising

Aug, 2012. [International Congress]

*During the 1.5 years, informal gatherings and team building from time to time.

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1   

 

Candidate Information

Name: Thomas Cheung Yan Pui

University: Chinese University of Hong Kong

College: Chung Chi College

Local Committee: AIESEC-LC-CUHK

Current Position: Knowledge Management Manager,

Corporate Relations Officer

Major/Year: Computer Engineering/1

Contact Number: (852) 67732650

Contact Email: [email protected]

MBTI: ENTJ

Belbin: Monitor Evaluator,

Shaper, Completer Finisher

AIESEC Working Experience:

Dates Experience AIESEC Entity

From: Oct, 2010

To: Ongoing

Corporate Relations Officer AIESEC-LC-CUHK

From: Oct, 2010

To: Feb, 2011

F&IM Officer AIESEC-LC-CUHK

From: Feb, 2011

To: Ongoing

Knowledge Management

Manager

AIESEC-LC-CUHK

From: Nov,2010

To: Jan, 2010

OCVP Finance AIESEC Carnival,

AIESEC-LC-CUHK

AIESEC Conference Experience (including confirmed role before next session)

Year Meeting Country/ Location Role

2010 October NLDS Hong Kong Delegate

2011 January WNCF Hong Kong OC Logistic

2011 March

(will be joining)

APXLDS Vietnam Confirmed delegate

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Non-AIESEC Working Experience:

Dates Organization/

Company

Position Job Description

From: June 2010 To: Ongoing

Perfect Maths Education Centre

Executive Manager and Tutor

Managing Administration work of the Tutorial Centre and Control Resources flow. Also teaching students.

From: Sep 2008 To: Apr 2010

Campus TV team, La Salle College

Student Advisor Provide advises and help with every events held. In the year of 2009, we became the first college to promote the technology of open event life-broadcasting over world

From: Sep 2008 To: Aug 2009

Drama Team, La Salle College

Chairperson Leading a Team of nearly a hundred Students, manage human resources regarding talents of team members. Cooperate with different teams to ensure smooth drama productions

From: Sep 2008 To: Aug 2009

Catholic Society, La Salle College

Vice-President Leading a team of around 30 students. Managing Human resources and Logistic in different servicing events (in-school and open). Also providing Technical support in particular events.

From: Sep 2008 To: Aug 2009

Publications Board, Student Association, La Salle College

Administrator Leading a team of around 50 students. Managing and keeping track of working progress to ensure smooth production of the school magazine. Also providing technical support and advices throughout production.

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3   

 

Step out!

It’s time for you to

CHALLENGE yourself!

You are living in your home but

You are looking at the World!

Live local, Act Global.

This is AIESEC.

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Flow of Vision-to-LC

My Vision

Chief Focus

External Focus Internal Focus

External Origin Policy Internal Origin Policy

Current Situation Analysis

Next Step

Brings up

Divide into

Set upSet up

ContributeContribute

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Vision

My Vision is after leading the next session, AIESEC-LC-CUHK will become:

An international organization with passionate and proactive

members to drive performance, values and impacts to the world.

“International Organization”:

No doubt, AIESEC is an international organization. Our membership base consists of

more than 50,000 young people in over 1,600 universities in 107 countries and territories.

Different with most of the other student-run organizations in universities, we are not only

dealing with in-school members. Nationally we are cooperating with external stakeholders

and other universities; internationally we are sharing a global network and participating in a

diverse culture.

“Passionate and proactive members”:

We are not a profiting company, members are not employees. So what make our

members contribute and how members can enjoy their benefit? That is their passion and

proactive attitude.

If members are not passionate enough, they might not be willing to devote so much and

engaging into the AIESEC life, which may results in low contribution.

Members also need to be proactive in order to further develop themselves. In AIESEC

there are always opportunities for them to learn. But if they are not proactive enough to

utilize those chances, their development might not be significant.

“Drive performance, values and impacts to the world”

As a Local Committee, one essential mission of us is to drive performance. When

members are passionate and ever-developing, they will be willing to devote and have the

ability and knowledge to drive performance. Moreover, the AIESEC network is formed by

LCs. When the LC is performing well, it is indirectly contributing to the AIESEC vision to drive

impacts and values to the world.

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6   

 

Current core issues of AIESEC-LC-CUHK

1. Member’s loyalty and retention rate

- Reality

Around 80% of members of last session de-activated

Part of the members are getting de-activated gradually this session

- Possible reason

When first touch with AIESEC, members are used to see the giant network and

the big picture of AIESEC. However, when members came to start contributing,

they are usually working in their own department and dealing with only a sector

of the whole picture. This might lead to expectation mismatch - members can’t

sense how their work is contributing to the whole picture, results in

disappointment on the organization and de-activation.

- Threats

Senior members are very important in department work. Their past experience

and skill equipped may help in a lot of works. They can also help to set up role

model and bring up newies. One example is ICX/ER, if the department is mainly

consists of newies who are new to sales skills, there will be lack of experienced

salesperson to sell our organization to external stakeholders.

Leaving member may also affect diminish our reputation. Members usually

leave with bad experience and may give negative comments to non-AIESECers

in the future.

2. Transparency of LC situation

- Reality

Members are not clear on whole LC situation, especially the situation of other

departments

Members are not acknowledged with the financial situation of the LC

Members are not well equipped with basic AIESEC knowledge and

administration procedure

Members are not fully utilizing myAIESEC.net.

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- Possible reason

There are seldom interactions between departments, which makes the

members only know about his/her own department and are not able to see how

the whole LC is running.

Not all current leaders have enough synergy to make members proactive to

acknowledge about the others and actively approach others or expose

nationally.

- Threats

This might lead to expectation mismatch mentioned above and affect retention

rate.

Members might not be united enough, departments are like working

independently and the LC doesn’t look like an organization

3. TN realization

- Reality

AIESEC-LC-CUHK had not passed the MC TN criteria last session

0 raised, 0 matched, 0 realized till now this session

- Possible reason

Not enough experienced senior member are engaging in ICX to lead, therefore

the sales quality of ICX is not guaranteed.

Last sessions’ TN accounts were not brought forward well.

Members are not contributing enough

- Threats

There is a very serious crisis, IF WE ARE NOT PASSING THE MC CRITERIA

THIS SESSION, WE WILL BE FORCED TO CLOSE DOWN.

EPTN should be a balanced cycle over the world, if we are only having EPs but

not providing any TN, we are breaking the balance.

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4. MTEP realization

- Reality

AIESEC-LC-CUHK had not much MTEP last session

There are not much MTEP realized by AIESEC in Hong Kong throughout the

years

- Possible reason

There might be expectation mismatch of Hong Kong AIESECers towards MT.

Majority of AIESECers are interested in heading for MT in WENA and some

refused to go for MT in developing countries. However, the competition for

WENA MT or MT in large scale enterprises are too tough to have those

applicants all raised and realized, which results in small amount of MTEP.

- Threats

If the MTEP criteria is not passed in a serious and long term sense, there will be

threats of LC close down

Each kind of EP should be sharing a certain sector to balance the member’s

and LC’s development (in the sense of quality exchange), if MTEP is not

achieving the certain amount, members development is not complete.

5. Reputation of AIESEC

- Reality

AIESEC is not well-known among University Student

Majority of student haven’t heard of AIESEC before getting into University

- Possible reason

Campus promotion is not enough

AIESEC is only for Universities; therefore students might not know about the

organization before getting into University.

Leaving members might give negative comments to others as mentioned

above.

- Threats

When we are now facing loads of competitors outside such as SIFE, GIP and

other exchange based organization, low reputation might decrease our quantity

and quality of members.

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Focus Area

Chief Focus: Performance and impact driving There is one culture in CUHK that we are very keen on membership and their

development, which enables them to have fruitful gains after their AIESEC experience.

But we might have problems in driving performance in some area and members are not

active to take up national a role, that’s why we need to improve more in driving performance

and impact.

- External Focus: Connection with Alumni and Advisors AIESEC-LC-CUHK has a history of more than 40 years; we have a large pool

of Alumni who are experienced in the society. If we can gain good

communication with them and seek for their cooperation, we may have a lot of

support in different areas (please see proposed policy B1 for more).

Moreover, we have the Vice-Chancellor and President of CUHK, Dr Joseph

Sung to be our advisor recently. This means we have potential to gain more

support by the University. We must know, the school’s support is very

important to a student run organization in terms of funding and reputation,

therefore connection with Advisors (not only Dr. Sung) will be possible to

enhance our impact and performance driving.

- Internal Focus: Member’s unity and development

An organization wouldn’t function well if their members are not united.

Especially we are non-profit organization; in a profiting company, members

may have reason to work and stay because of their salary, but this is not the

way we are doing. Therefore, what we should do to drive impact and

performance is to gain members’ unity and loyalty. This can make members to

become passionate and proactive, so that they will be eager to contribute to

the organization. Moreover, members unity can ensure their communication so

that they can know better on the whole picture of the AIESEC and find their

own value of contribution

Member’s development is important not only because it is our LC’s culture.

Well developed members also means that they can provide good contribution

to the LC since they are well equipped with integrated skills. Also, with good

member development we may also drive the AIESEC vision – “fulfilling

humankind potential”.

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Proposed LC Structure

 

Elaboration on Key changing Features (Comparing with current session) 1. VP Project

- Current Project situation

There is no VP Project in the current session. The reason I proposed to

have this position is that project without VP results in isolation. In the current

session, project team is working quite independent with the LC, this might

because there are not enough communication between project PIC(s) and

other EBs. Therefore, a VP Project should be set up who shares equal

responsibilities and authority with other VPs in order to have better

cooperation.

- PBOX may drive AIESEC Impacts and also direct social impacts

The value of project team has been an argument – the Project Team has

been driving direct impact to the society, but it’s not that relevant to AIESEC’s

core value of exchange.

However, there are possibilities of Project team to drive AIESEC impact in

coordinate of direct impact. There are various directions for a project team to

run for, in which one possibility is Project Based on Exchange (PBOX). The

Project may partner with oversea LCs and SEs to raise PBOX EPs (This also

needs the cooperation of OGX). In such sense the Project team will be driving

Exchange and also social impacts internationally.

- Open events of project help build up AIESEC reputation

The project team of CUHK is having a main direction of external open

events this year such as SE visit and CEED. These events can help building

AIESEC reputation.

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2. VP A&A

As mentioned above, my external focus is connection with the Alumni and Advisor,

that’s why we need a VP AA to coordinate.

This year, we have set up A&A department with no VP, but the A&A department

have been driving performance to build up a good foundation of A&A area development,

which may provide good start for next year’s A&A development.

Moreover, the founding of AAAHK and its gradually mature development in the

recent years also provide a support to form a VP A&A to coordinate the department.

For more information about A&A, please refer to my proposed policy B1.

3. Com but not IM - Difference in name, but same in JD

People may question about why changing IM to Communication. The

explanation is that, in my plan, the difference in IM and Com is only the name.

Although the name is changed to Communication, the JD of the department is still

same as IM. Externally, the department will be responsible for the internal

communication and publication; internally, it will be responsible for the background

technical support of the LC.

- Packaging of the team

The main reason I propose Com instead of IM is about the packaging of this

department. When we tell Information management, people’s idea will be about I.T.

major. Which result in lacking of journalism, marketing and language professionals

recruited (We need this diverse kind of professionals to make the department

perform well). But if we package this with communication, the first impression will

be more diverse and we may have members with diverse talent.

- Bound to focus area

Another reason is that my focus is mainly about internal communication and

communication with Alumni and Advisors, that’s why the Communication will be

more suitable than IM.

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Proposed Policy

A. Internal Origin 1. At least one informal and one formal LC meeting a month.

- Relevant issues

Member’s loyalty and retention rate

Transparency of LC situation

- Description

Informal meeting:

The main purpose is to bring unity to members, also get LRs and TRs

closer. As AIESECer work hard and play hard, gathering members out to have

fun will be one effective method to drive members’ friendship.

As we all know, close friends work better together and will be more willing

to give direct comments for everyone to improve.

Moreover, communication gap might exist in an organization in a sense

that members are not always comfortable to approach the leaders. But

AIESEC should provide an environment for everyone to step out and challenge

themselves; therefore we should build up good relationship between leaders

and members to introduce this culture.

Formal meeting

One main purpose is to provide a platform to let members to get

interaction with other departments. In a formal meeting, brief department

updates will be made and discussion sections leaded by LR facilitators will be

provided for members to communicate.

This can improve the LC transparency, letting members to know more

about the whole picture and think deeply into AIESEC.

Another purpose is to enhance members’ development, sharing sections

by experienced AIESECers or externals will be made. This can enrich

members AIESEC knowledge and inspire them about their next step.

We may also invite training companies to provide training to our members,

this can enrich their personal development, bring up their leadership skills

and provide fruitful learning environment

- Major Involved department

Com, TM (other department may also be cooperating)

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2. Sales qualification

- Relevant issues

TN realization

- Description

How to do it?

We may set up criteria to issue an internal sales qualification to certify

members’ sales quality. We hope to have the VPICX and ICX manager next

session to pass through such qualification in the first quartile, such that they

will be skillful enough to lead their members to sell. Afterwards, we hope to

bring up a group of members (especially those going to take LR) to have

passed this qualification at the end of the session, such that the sales quality of

the ICX successors can be guaranteed and there will be skillful senior member

to help with selling in the sessions afterward.

Who is going to judge?

We are going to invite some pass MC ICX Directors, who are all

experienced salesperson, to help in setting up the criteria and judging.

Except judging, the sales criteria might also consist of measurable index

such as the numbers of company meeting went and TN raised by a member.

Short term problem solving

This policy sounds to be more long term oriented. However, it can also

provide short term effect. This sales quality can also give a guideline to the

VPICX and ICX manager in the coming session, such that they may have a

more detailed self-development goal to follow. This can provide them a more

concrete idea of sales skill development through their daily work of TN raising,

not only the goal of TN numbers. As result such development may also

benefits the TN raising since one way to achieve such qualification is practical

measurement mentioned above.

Long term development

If we can develop such policy in the next session and show the

performance, we might set up a rule that all ICX VPs and managers in the

future must have passed this qualification before their term. This can ensure a

long term sales quality. If possible, we may also extend this qualification to MC

level in the coming years such that it can be more effective in sales training.

- Major Involved department

ICX, A&A

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3. Impact and Value of a quality exchange

- Relevant issues

MTEP realization

Member’s retention rate

- Description

Quality Exchange Education

As mentioned in the core issues, members might have expectation

mismatch in MTEP that MT will be more valuable in large enterprises.

Therefore, OGX should cooperate with TM to educate the value and impact of

exchange that there are a lot more MT in some other companies and countries

that are valuable.

PBOX MTEP

In another hand, Project may also cooperate with OGX and partner with

oversea LCs and Social Enterprises to conduct PBOX MTEP. Such that we

can in one way promoting impact of quality exchange and in another way

bonding Project team with the AIESEC exchange impact.

- Major Involved Department

OGX, TM, Project

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B. External Origin

1. Connecting and Supporting AAAHK

- Relevant issues

Reputation of AIESEC

TN realization

Member’s loyalty and retention rate

- Description

Build-up and unite database

The AAAHK and LC A&A department are both freshly founded, one major

job of the both entities is retaining Alumni and building up the Alumni database.

The current situation is that both entities have their own set of Alumni contact

database. To set up a sustainable foundation for the future development of

AIESEC Alumni in Hong Kong, the two databases should be united for efficient

data management.

Cooperate events with AAAHK

The AAAHK holds regular events held such as the AIESEC Friday and

some outgoing events or parties. The A&A department can cooperate with

AAAHK to help organize these events so as to increase LC involvement.

Moreover, the A&A department might take the initiative to invite the Alumni

to some events such as some site visits.

Promote AAAHK to current members

As the Majority of AAAHK members are the Alumni who have graduated

for some years, the AAAHK is lack of some new blood which leads to

in-balance of members’ generation. Therefore, the A&A may also help

promoting the AAAHK to the current members to let them realize the

importance of AAAHK and increase its young membership after a few years.

LC’s benefit

There are a lot of experienced Alumni of AIESEC, we may invite some

Alumni who are experienced trainer to provide sharing or leadership training to

our members (e.g. invite them to LC meeting). Moreover, according to the A&A

reports, there are numbers of alumni who are possible to take up advice role to

our LC and may also be the partner of our LC.

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In addition, the project team might also cooperate with the Alumni in terms

of Social Enterprise Development. As there are Alumni engaging in SE or

Caring Company, we might cooperate with them to hold SE events and

promote SE.

- Major Involved Department

A&A (other department may also be cooperating)

2. Campus and secondary school promotion

- Relevant issues

Reputation of AIESEC

- Description

University promotion

We might cooperate with other student organizations in CUHK in a

sustainable sense. They will be able to provide us a promotion platform in their

activities, which in return we might invite them to some talks conducted by our

Alumni or advisor in relative aspects.

Secondary School promotion

There is not a necessity to conduct long term promotion to secondary

school. We may keep raising the CEED conference by the project team in next

session to achieve secondary school promotion.

Online promotion

The AIESEC-LC-CUHK official website should include more information

about AIESEC so that people can know more about AIESEC just by browsing

our website.

Also we might also utilize Facebook more to promote. We may set up a

personal account for AIESEC-LC-CUHK which will be monitored by Com so that

we can take active to add people and provide them information.

- Major Involved Department

Project, Com

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Appendix: Future development regarding the educational reform. Situation

For Session 2012-2013, the first wave of 334 students will be getting into the university,

as an international large scale student-run organization, we should prepare in advance for

the students in the new system.

Student number increased, how about LC scale?

As everyone knows, in year 2012, the wave of first year of DSE students will be coming

with the last year of the AL students, the number of students in the university will be doubled.

One thing we need to think is whether we should expand the LC scale with this.

Although we might not have a concrete idea at this moment, this will be one important

issue for the LC of next session to discuss.

New Leadership path?

For 334 students, they are having a 4 year life in University; therefore we might also

need to reform the leadership path in the coming sessions.

We might need to think of the need of fast track manager, as the coming students is

having one more year to prepare for the leadership, we might give them more time before

becoming manager. This means that there are possibilities to withdraw the policy of 1st year

fast track manager.

Engagement of Global Mindset and social awareness

334 students have been studying liberal studies for years; we might make use of their

knowledge in this area to have them engaged more. The EBs might plan for some new

possibilities for the next session so as to fulfill these two values.

Page 34: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 1 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

AIESEC-LC-CUHK Session 2011-2012

Local Committee President Candidate

Personal Particulars:

Name: LAU Pui Kit Alex

College: Chung Chi College

Major Legal Studies

Years of Study: 2 of 4

Phone: (+852) 92858728

Email [email protected]

[email protected]

MBTI ISFJ (Nurturer)

Belbin Test Resource Investigator / Team worker

Roles in AIESEC

Date Role

May 2010 - Present Vice President Incoming Exchange

Oct 2009 - May 2010 Incoming Exchange Department Member

AIESEC Event Experience

Date Event Role

Jan 2011 WNCF, Hong Kong Delegate

Nov 2010 National Sales Training

UNLEASH Asia Pacific

Conference, Manila

Trainer

Chief Delegate

Oct 2010 NLDS, Hong Kong Delegate (Leaders Track)

Sep 2010 Member Recruitment

AIESEC Touch

Interviewer / Chairperson

Facilitators & MC

July 2010 Kick-Off Conference

AIESEC HK Annual Dinner

Annual General Meeting

CUHK Annual Dinner

Delegate

Attendant

Attendant

Attendant

June 2010 TTT Conference Delegate

May 2010 Election General Meeting Candidate

Apr 2010 SpringCo, Hong Kong Delegate (Leaders-to-Be Track)

Jan 2010 WNCF 2010 Delegate (Newie Track)

Dec2009 Motivational Camp Delegate

Page 35: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 2 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

Vision

Together, we connect to make change.

In AIESEC, we position ourselves as “the international platform for young people to explore

and develop their leadership position,” aiming to transform and empower young students to

become change agents of the future, through the resource, network and opportunities we can

provide. This network is created mutually with other members and other local chapters.

The first word, together, symbolizes the anticipation of an organization in unity, not only in

conference or in national events, but also within the local committee and all the members is

going to have ownership towards the organization as a whole but not only towards the

department. Very often, we see a disconnection or detachment in certain functional area or

teams, for example, the relevance of Project department has always been a matter of

discussion for a long time. The LC should have a unified direction with synchronized

event schedule, so that LC operation can be most efficient and can bring the most

learning to members.

And through this platform, we can connect to every of our stakeholder, from members to

alumni to partners and further to the society; and ultimately, we make change, through

providing the unique AIESEC Experience, we develop future leaders and change agents,

who can make a positive impact, not only to oneself, but also towards the Hong Kong society

at large.

Motivation

Through becoming the LCP, I wish to continue this success and the mentality we created in

this session for another year so that AIESEC-LC-CUHK can achieve further base on this

year’s approach and because of a more experienced president, this should enhance the

overall effectiveness and quality of the Executive Board.

Personally, I wish to develop myself further in strategic thinking as well as to improve my

communication and personal effectiveness. They have been improved after my term as

VPICX. I wish to continue my learning in such area further through pursuing the role of LCP.

Page 36: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 3 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

Proposed LC Structure

Focus Area

I. Alumni Engagement

Alumni engagement has always been one of the LC’s focus every year, with initiatives

to start advisory / mentorship programme. However, this annual focus usually results

in non-achievement due to various different reasons, let it be the lack of response from

alumni or the initiatives were simply overrode by other priorities during the term. It is

eminent that alumni play a vital role in providing inspirations and knowledge to

members and there are many other ways to involve them into the LC operation. For

the next session, I plan to focus on the following two strategies:

A. Continue the build-up of alumni database

The alumni database has only been just started to reconsolidate this session, a

continuation of this initiative is a must and this create a good cooperating point with

AIESEC Alumni Association of Hong Kong (AAAHK).

B. Event Based Alumni Engagement

Before the LC can confidently implement a mentorship programme for alumni, it is

important to enable them to see concrete actions that we treat alumni relations

seriously. One of the key events that I propose to launch is the Spring Gathering

after Chinese New Year. Other events can be hosted by the LC alone or hosted

jointly with AAAHK or the MC.

Through placing the Alumni & Relations Team and the Communications team under

Vice Presidents of External Relations, it is expected to see an increased

cooperation and coordination between these two teams, and the Vice President

could draw a closer and cohesive engagement plan for alumni.

Page 37: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 4 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

II. Retention and Reintegration

Re-integration from EP and retention of members joining in Session 2010-2011 is a

vital issue towards the success of the next session. Great emphasis will be put on

communicating with the existing cabinet to ensure smooth transition, in operation

level.

A. Reintegrate >> To head for the future

In AIESEC Experience, the stage Heading For The Future (H4TF) was designed

to enable AIESECers, who have the exchange experience to equip with the skills

and competencies to become a change agent. In my opinion, this should be

incorporated into the reintegration process, where members can consolidate

their learning from their exchange (and leadership) experience and further

acquire the competency listed out in the Global Competency Model (GCM). In

the coming session, I propose this H4TF to be the ICX experience and/or Project

Experience. This enables the returnee to either:

1. Generate exchange and impactful opportunities for the AIESEC network,

while gaining personal and professional network and/or;

2. Apply their learning and bring direct/indirect positive impact to campus or

the society (through project initiatives) and/or;

3. Any other role as agreed by the Executive Board.

The reintegration plan agreed by Exchange Participant (EP) is expected to be an

extension to goal setting, where their goals will be measurable and quantifiable.

This is in addition to the obligations that have to perform during exchange and

post-exchange sharing.

B. Retain >> for the Global Learning Environment

Though not recommended, it is possible for members postpone their time to go on

Exchange at a later stage of their university life. For these members, first of all the

LC would encourage them to join the leadership team, and further, we would

encourage them to apply for CEEDership and attend international conference, to

Page 38: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 5 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

connect with AIESEC members around the world and gain international

experience through this channel.

III. Increase cross-departmental cooperation

Co-creation and synergy are also one of the very frequent qualities mentioned within

the LC and even amongst the national plenary, where we hope to see an increased

efficiency in LC operation. The strategy to increase this synergy is on top of individual

coaching and feed-backing conducted towards the team, the president will have an

active role in drawing cross-departmental discussion, out of the Executive Board

meeting context, where the president can act as facilitators in the discussion and

encourage the team to implement more cross-department initiatives.

Other Key Issues:

IV. 3-3-4 Education Reform

With one year to go until the first cohort of students entering university under the reformed

3-3-4 system, the organization should be better prepared to accommodate and to satisfy

the needs of the students and the school.

CUHK’s change in curriculum has stressed on international and integrated learning

experience and AIESEC ought to play an active role in the delivering experience of such

nature to students. Through further increasing campus exposure and engagement, we

can capitalize on this valuable stakeholder.

V. AIESEC 2015

AIESEC 2015 Vision was announced during the International Congress 2010 in India. The

network is going to put more and more effort into Information Management (IM) area as

well as the development of Technical Traineeship. Although the exact Key Performance

Indicators have not been announced as of the time of writing this agenda, the Information

Management Department is going to become the Hub of technical talents and skills within

the local committee. IM will play an active role in IM member recruitment and TTTN/TTEP

raising with the help from other functional department namely TM/ICX/OGX. IM will also be

playing a key part in developing the virtual reach of our organization.

Page 39: 1011 1st EGM Booklet

Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 6 of 6

AIESEC-LC-CUHK Election General Meeting Session 2010-2011

The AIESEC 2015 Vision is attached below for your reference:

Conclusion

We all enter AIESEC for various different reasons, because we are all unique individuals

and are attracted by different aspects this organization, but ultimately, the AIESEC Way

brings us together. In my opinion, the best way to reconsolidate a learning experience is

not only to do it and talk about it, but can also re-apply it in other environment and

settings and it is this experiential learning that makes us develop youths different like no

other, and add values for the society. And because of this I am sure, AIESEC, is going to

be, and will remained to be, the first choice for youths for leadership development and

the organization who drives change and brings positive impact to the society.

Page 40: 1011 1st EGM Booklet

AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

About Me:

When I was a kid, I didn’t know about the world.

When I was in secondary school, I closed myself and didn’t

connect with externals.

I studied in the Hong Kong Institute of Vocational

Education (HKIVE) and started to explore myself and

people around me.

I joined study tours to China and I realized I love interacting

with people, helping people and motivating people.

I realized I hope to see people are enjoying their lives when I am leaving the world.

I entered the Chinese University of Hong Kong (CUHK).

AIESEC brought me to another stage.

I explored Taiwan, India, and Singapore for International Conferences and Internship

Exchange through AIESEC.

I motivated and enjoyed the passionate sharing with people from Singapore, Taiwan,

Japan, Korea, China, Belgium, Slovakia, India, Norway, Australia, Bangladesh, New

Zealand, Canada, Netherlands, United States, Vietnam and more…

I challenged myself to be a Vice President of AIESEC-LC-CUHK.

The reason why I want to apply for LCP is simple,

I want to see members in AIESEC-LC-CUHK, year after year,

experience more than me, better than me and more fruitful than me!

PONG PONG Spirit! Passion Everywhere! :) LEE Wai Pong James Local Committee Vice President (Finance & Information Management) AIESEC-LC-CUHK Session 2010-2011

Contact me if you have any suggestions or advices. J Mobile: (+852) 95142715 Email: [email protected] Skype: james.lwp

Page 41: 1011 1st EGM Booklet

AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

Strength 1. More linkage between LC goal and MC

goal

2. Strong Alumni network

3. Strong History of AIESEC in CUHK

4. Members from diverse background

Weakness 1. Weak Leadership Pipeline and Quality

2. ICX performance and sales culture

3. Campus Market Share

4. Weak Alumni and returnee engagements

Opportunities 1. Strong Leadership Pipeline after 334

reform

2. The incorporation of AIESEC Hong Kong Limited

3. Strong support from school administration for students to have more international exposure and leadership development

Threats 1. Exchange and Leadership

Development Program inside CUHK

2. Weak Leadership Capacity in both national and global plenary

3. More opportunities and obligations initiate from school and college after 334 reform

Our Vision: Our members own their valuable achieving experience, enjoy grabbing different kind of opportunities and are willing share to the people around them.

Our Focus Area: Unleash the Leadership Quality of AIESEC-LC-CUHK

Our Goals: No. of Exchange: 50 EPs realized, 15 TN realized No. of Leaders: 20 No. of member attend international conference: 20 % of team achieve 100% goal: 100%

Key Strategies:

Page 42: 1011 1st EGM Booklet

AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

International Leadership Development Programme (ILDP) Members are motivated and well prepared to go through the integrated Achieving, Training, Global Learning, Exchange and Leadership experience with valuable reward and recognition.

Sales Buddy x Raising Competition Returnees and senior members group together. They learn from each other and achieve TN realizations together with valuable reward and recognition. For each team: - 1 manager: Returnee with ICX exp. or senior ICX members - 3 team members: 1 Returnee + 2 senior members Details of ILDP: Task 1 3 months team achievement Functional Teams, Campus Event Task 2 1 International leadership

development conference NLDC Singapore, TtT in Austria, Germany, Romania etc.

Task 3 2 Leadership Training Days Delivered by 1. Externals (e.g. our advisor, Paul Chan

or his company, Dale Carnegie) 2. Past NTT of AIESEC HK 3. Past and Current MCs 4. Alumni

Task 4 Lead a team for 3 months with achievement

Functional Teams

Reward and Recognition: 50% Discount for X+CEED (Quota: 10)

Level UP Leadership Capacity - X+L Culture through fruitful

GLE - External Training resources

for LR development

Level UP Functional Team Experience - External Training resources

for Sales, PR and HR - Knowledge Management

LCP

VP FIN

VP COMM

VP ER

VP OGX

VP ICX

VP TM

VP Project

Page 43: 1011 1st EGM Booklet

AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk

AIESEC-LC-CUHK Session 1112 Timeline

Major events What we do and What we see

Mar, 2011. Sem2 Midterm Exams, [APXLDS] Build X+CEED Partnership with AP

Countries and get information about their

conference opportunities next year

Apr, 2011. [LCVP EGM, SpringCo] Finalize the proposal with the VPe(s) and

schedule meeting with School

May, 2011. Sem2 Final Exams Follow-up discussion with School and

start approaching past trainers in @HK.

Summer Team recruitment

Jun, 2011. Confirm the school partnership

1011-1112 Transition

Jul, 2011. [AGM, Kick-off Conference] AIESEC-LC-CUHK 1112 Planning

Summer TM Team: Recruitment Package

Summer ICX Team: TN Raising

Aug, 2011. [International Congress]

Sep, 2011. [OCampaign, Induction] Team Allocation

Oct, 2011. Sem1 Midterm Exams, [NLDS] Team Achieving Period

OC Recruitment of Campus Event Nov, 2011.

Dec, 2011. Sem1 Final Exams

Jan, 2012. [Leadership Training Days]

Feb, 2012. [Campus Event], CNY Holiday New Team formed

Mar, 2012. [Cluster XLDS(probably)], Sem2

Midterm Exams

Team Achieving Period

Apr, 2012. [LCVP EGM, SpringCo]

May, 2012. Sem2 Final Exams Summer Team recruitment

1112-1213 Transition Jun, 2012.

Jul, 2012. [AGM, Kick-off Conference] AIESEC-LC-CUHK 1213 Planning

Summer TM Team: Recruitment Package

Summer ICX Team: TN Raising

Aug, 2012. [International Congress]

*During the 1.5 years, informal gatherings and team building from time to time.

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Candidate Information

Name: Thomas Cheung Yan Pui

University: Chinese University of Hong Kong

College: Chung Chi College

Local Committee: AIESEC-LC-CUHK

Current Position: Knowledge Management Manager,

Corporate Relations Officer

Major/Year: Computer Engineering/1

Contact Number: (852) 67732650

Contact Email: [email protected]

MBTI: ENTJ

Belbin: Monitor Evaluator,

Shaper, Completer Finisher

AIESEC Working Experience:

Dates Experience AIESEC Entity

From: Oct, 2010

To: Ongoing

Corporate Relations Officer AIESEC-LC-CUHK

From: Oct, 2010

To: Feb, 2011

F&IM Officer AIESEC-LC-CUHK

From: Feb, 2011

To: Ongoing

Knowledge Management

Manager

AIESEC-LC-CUHK

From: Nov,2010

To: Jan, 2010

OCVP Finance AIESEC Carnival,

AIESEC-LC-CUHK

AIESEC Conference Experience (including confirmed role before next session)

Year Meeting Country/ Location Role

2010 October NLDS Hong Kong Delegate

2011 January WNCF Hong Kong OC Logistic

2011 March

(will be joining)

APXLDS Vietnam Confirmed delegate

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Non-AIESEC Working Experience:

Dates Organization/

Company

Position Job Description

From: June 2010 To: Ongoing

Perfect Maths Education Centre

Executive Manager and Tutor

Managing Administration work of the Tutorial Centre and Control Resources flow. Also teaching students.

From: Sep 2008 To: Apr 2010

Campus TV team, La Salle College

Student Advisor Provide advises and help with every events held. In the year of 2009, we became the first college to promote the technology of open event life-broadcasting over world

From: Sep 2008 To: Aug 2009

Drama Team, La Salle College

Chairperson Leading a Team of nearly a hundred Students, manage human resources regarding talents of team members. Cooperate with different teams to ensure smooth drama productions

From: Sep 2008 To: Aug 2009

Catholic Society, La Salle College

Vice-President Leading a team of around 30 students. Managing Human resources and Logistic in different servicing events (in-school and open). Also providing Technical support in particular events.

From: Sep 2008 To: Aug 2009

Publications Board, Student Association, La Salle College

Administrator Leading a team of around 50 students. Managing and keeping track of working progress to ensure smooth production of the school magazine. Also providing technical support and advices throughout production.

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Step out!

It’s time for you to

CHALLENGE yourself!

You are living in your home but

You are looking at the World!

Live local, Act Global.

This is AIESEC.

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Flow of Vision-to-LC

My Vision

Chief Focus

External Focus Internal Focus

External Origin Policy Internal Origin Policy

Current Situation Analysis

Next Step

Brings up

Divide into

Set upSet up

ContributeContribute

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Vision

My Vision is after leading the next session, AIESEC-LC-CUHK will become:

An international organization with passionate and proactive

members to drive performance, values and impacts to the world.

“International Organization”:

No doubt, AIESEC is an international organization. Our membership base consists of

more than 50,000 young people in over 1,600 universities in 107 countries and territories.

Different with most of the other student-run organizations in universities, we are not only

dealing with in-school members. Nationally we are cooperating with external stakeholders

and other universities; internationally we are sharing a global network and participating in a

diverse culture.

“Passionate and proactive members”:

We are not a profiting company, members are not employees. So what make our

members contribute and how members can enjoy their benefit? That is their passion and

proactive attitude.

If members are not passionate enough, they might not be willing to devote so much and

engaging into the AIESEC life, which may results in low contribution.

Members also need to be proactive in order to further develop themselves. In AIESEC

there are always opportunities for them to learn. But if they are not proactive enough to

utilize those chances, their development might not be significant.

“Drive performance, values and impacts to the world”

As a Local Committee, one essential mission of us is to drive performance. When

members are passionate and ever-developing, they will be willing to devote and have the

ability and knowledge to drive performance. Moreover, the AIESEC network is formed by

LCs. When the LC is performing well, it is indirectly contributing to the AIESEC vision to drive

impacts and values to the world.

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Current core issues of AIESEC-LC-CUHK

1. Member’s loyalty and retention rate

- Reality

Around 80% of members of last session de-activated

Part of the members are getting de-activated gradually this session

- Possible reason

When first touch with AIESEC, members are used to see the giant network and

the big picture of AIESEC. However, when members came to start contributing,

they are usually working in their own department and dealing with only a sector

of the whole picture. This might lead to expectation mismatch - members can’t

sense how their work is contributing to the whole picture, results in

disappointment on the organization and de-activation.

- Threats

Senior members are very important in department work. Their past experience

and skill equipped may help in a lot of works. They can also help to set up role

model and bring up newies. One example is ICX/ER, if the department is mainly

consists of newies who are new to sales skills, there will be lack of experienced

salesperson to sell our organization to external stakeholders.

Leaving member may also affect diminish our reputation. Members usually

leave with bad experience and may give negative comments to non-AIESECers

in the future.

2. Transparency of LC situation

- Reality

Members are not clear on whole LC situation, especially the situation of other

departments

Members are not acknowledged with the financial situation of the LC

Members are not well equipped with basic AIESEC knowledge and

administration procedure

Members are not fully utilizing myAIESEC.net.

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- Possible reason

There are seldom interactions between departments, which makes the

members only know about his/her own department and are not able to see how

the whole LC is running.

Not all current leaders have enough synergy to make members proactive to

acknowledge about the others and actively approach others or expose

nationally.

- Threats

This might lead to expectation mismatch mentioned above and affect retention

rate.

Members might not be united enough, departments are like working

independently and the LC doesn’t look like an organization

3. TN realization

- Reality

AIESEC-LC-CUHK had not passed the MC TN criteria last session

0 raised, 0 matched, 0 realized till now this session

- Possible reason

Not enough experienced senior member are engaging in ICX to lead, therefore

the sales quality of ICX is not guaranteed.

Last sessions’ TN accounts were not brought forward well.

Members are not contributing enough

- Threats

There is a very serious crisis, IF WE ARE NOT PASSING THE MC CRITERIA

THIS SESSION, WE WILL BE FORCED TO CLOSE DOWN.

EPTN should be a balanced cycle over the world, if we are only having EPs but

not providing any TN, we are breaking the balance.

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4. MTEP realization

- Reality

AIESEC-LC-CUHK had not much MTEP last session

There are not much MTEP realized by AIESEC in Hong Kong throughout the

years

- Possible reason

There might be expectation mismatch of Hong Kong AIESECers towards MT.

Majority of AIESECers are interested in heading for MT in WENA and some

refused to go for MT in developing countries. However, the competition for

WENA MT or MT in large scale enterprises are too tough to have those

applicants all raised and realized, which results in small amount of MTEP.

- Threats

If the MTEP criteria is not passed in a serious and long term sense, there will be

threats of LC close down

Each kind of EP should be sharing a certain sector to balance the member’s

and LC’s development (in the sense of quality exchange), if MTEP is not

achieving the certain amount, members development is not complete.

5. Reputation of AIESEC

- Reality

AIESEC is not well-known among University Student

Majority of student haven’t heard of AIESEC before getting into University

- Possible reason

Campus promotion is not enough

AIESEC is only for Universities; therefore students might not know about the

organization before getting into University.

Leaving members might give negative comments to others as mentioned

above.

- Threats

When we are now facing loads of competitors outside such as SIFE, GIP and

other exchange based organization, low reputation might decrease our quantity

and quality of members.

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Focus Area

Chief Focus: Performance and impact driving There is one culture in CUHK that we are very keen on membership and their

development, which enables them to have fruitful gains after their AIESEC experience.

But we might have problems in driving performance in some area and members are not

active to take up national a role, that’s why we need to improve more in driving performance

and impact.

- External Focus: Connection with Alumni and Advisors AIESEC-LC-CUHK has a history of more than 40 years; we have a large pool

of Alumni who are experienced in the society. If we can gain good

communication with them and seek for their cooperation, we may have a lot of

support in different areas (please see proposed policy B1 for more).

Moreover, we have the Vice-Chancellor and President of CUHK, Dr Joseph

Sung to be our advisor recently. This means we have potential to gain more

support by the University. We must know, the school’s support is very

important to a student run organization in terms of funding and reputation,

therefore connection with Advisors (not only Dr. Sung) will be possible to

enhance our impact and performance driving.

- Internal Focus: Member’s unity and development

An organization wouldn’t function well if their members are not united.

Especially we are non-profit organization; in a profiting company, members

may have reason to work and stay because of their salary, but this is not the

way we are doing. Therefore, what we should do to drive impact and

performance is to gain members’ unity and loyalty. This can make members to

become passionate and proactive, so that they will be eager to contribute to

the organization. Moreover, members unity can ensure their communication so

that they can know better on the whole picture of the AIESEC and find their

own value of contribution

Member’s development is important not only because it is our LC’s culture.

Well developed members also means that they can provide good contribution

to the LC since they are well equipped with integrated skills. Also, with good

member development we may also drive the AIESEC vision – “fulfilling

humankind potential”.

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Proposed LC Structure

 

Elaboration on Key changing Features (Comparing with current session) 1. VP Project

- Current Project situation

There is no VP Project in the current session. The reason I proposed to

have this position is that project without VP results in isolation. In the current

session, project team is working quite independent with the LC, this might

because there are not enough communication between project PIC(s) and

other EBs. Therefore, a VP Project should be set up who shares equal

responsibilities and authority with other VPs in order to have better

cooperation.

- PBOX may drive AIESEC Impacts and also direct social impacts

The value of project team has been an argument – the Project Team has

been driving direct impact to the society, but it’s not that relevant to AIESEC’s

core value of exchange.

However, there are possibilities of Project team to drive AIESEC impact in

coordinate of direct impact. There are various directions for a project team to

run for, in which one possibility is Project Based on Exchange (PBOX). The

Project may partner with oversea LCs and SEs to raise PBOX EPs (This also

needs the cooperation of OGX). In such sense the Project team will be driving

Exchange and also social impacts internationally.

- Open events of project help build up AIESEC reputation

The project team of CUHK is having a main direction of external open

events this year such as SE visit and CEED. These events can help building

AIESEC reputation.

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2. VP A&A

As mentioned above, my external focus is connection with the Alumni and Advisor,

that’s why we need a VP AA to coordinate.

This year, we have set up A&A department with no VP, but the A&A department

have been driving performance to build up a good foundation of A&A area development,

which may provide good start for next year’s A&A development.

Moreover, the founding of AAAHK and its gradually mature development in the

recent years also provide a support to form a VP A&A to coordinate the department.

For more information about A&A, please refer to my proposed policy B1.

3. Com but not IM - Difference in name, but same in JD

People may question about why changing IM to Communication. The

explanation is that, in my plan, the difference in IM and Com is only the name.

Although the name is changed to Communication, the JD of the department is still

same as IM. Externally, the department will be responsible for the internal

communication and publication; internally, it will be responsible for the background

technical support of the LC.

- Packaging of the team

The main reason I propose Com instead of IM is about the packaging of this

department. When we tell Information management, people’s idea will be about I.T.

major. Which result in lacking of journalism, marketing and language professionals

recruited (We need this diverse kind of professionals to make the department

perform well). But if we package this with communication, the first impression will

be more diverse and we may have members with diverse talent.

- Bound to focus area

Another reason is that my focus is mainly about internal communication and

communication with Alumni and Advisors, that’s why the Communication will be

more suitable than IM.

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Proposed Policy

A. Internal Origin 1. At least one informal and one formal LC meeting a month.

- Relevant issues

Member’s loyalty and retention rate

Transparency of LC situation

- Description

Informal meeting:

The main purpose is to bring unity to members, also get LRs and TRs

closer. As AIESECer work hard and play hard, gathering members out to have

fun will be one effective method to drive members’ friendship.

As we all know, close friends work better together and will be more willing

to give direct comments for everyone to improve.

Moreover, communication gap might exist in an organization in a sense

that members are not always comfortable to approach the leaders. But

AIESEC should provide an environment for everyone to step out and challenge

themselves; therefore we should build up good relationship between leaders

and members to introduce this culture.

Formal meeting

One main purpose is to provide a platform to let members to get

interaction with other departments. In a formal meeting, brief department

updates will be made and discussion sections leaded by LR facilitators will be

provided for members to communicate.

This can improve the LC transparency, letting members to know more

about the whole picture and think deeply into AIESEC.

Another purpose is to enhance members’ development, sharing sections

by experienced AIESECers or externals will be made. This can enrich

members AIESEC knowledge and inspire them about their next step.

We may also invite training companies to provide training to our members,

this can enrich their personal development, bring up their leadership skills

and provide fruitful learning environment

- Major Involved department

Com, TM (other department may also be cooperating)

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2. Sales qualification

- Relevant issues

TN realization

- Description

How to do it?

We may set up criteria to issue an internal sales qualification to certify

members’ sales quality. We hope to have the VPICX and ICX manager next

session to pass through such qualification in the first quartile, such that they

will be skillful enough to lead their members to sell. Afterwards, we hope to

bring up a group of members (especially those going to take LR) to have

passed this qualification at the end of the session, such that the sales quality of

the ICX successors can be guaranteed and there will be skillful senior member

to help with selling in the sessions afterward.

Who is going to judge?

We are going to invite some pass MC ICX Directors, who are all

experienced salesperson, to help in setting up the criteria and judging.

Except judging, the sales criteria might also consist of measurable index

such as the numbers of company meeting went and TN raised by a member.

Short term problem solving

This policy sounds to be more long term oriented. However, it can also

provide short term effect. This sales quality can also give a guideline to the

VPICX and ICX manager in the coming session, such that they may have a

more detailed self-development goal to follow. This can provide them a more

concrete idea of sales skill development through their daily work of TN raising,

not only the goal of TN numbers. As result such development may also

benefits the TN raising since one way to achieve such qualification is practical

measurement mentioned above.

Long term development

If we can develop such policy in the next session and show the

performance, we might set up a rule that all ICX VPs and managers in the

future must have passed this qualification before their term. This can ensure a

long term sales quality. If possible, we may also extend this qualification to MC

level in the coming years such that it can be more effective in sales training.

- Major Involved department

ICX, A&A

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3. Impact and Value of a quality exchange

- Relevant issues

MTEP realization

Member’s retention rate

- Description

Quality Exchange Education

As mentioned in the core issues, members might have expectation

mismatch in MTEP that MT will be more valuable in large enterprises.

Therefore, OGX should cooperate with TM to educate the value and impact of

exchange that there are a lot more MT in some other companies and countries

that are valuable.

PBOX MTEP

In another hand, Project may also cooperate with OGX and partner with

oversea LCs and Social Enterprises to conduct PBOX MTEP. Such that we

can in one way promoting impact of quality exchange and in another way

bonding Project team with the AIESEC exchange impact.

- Major Involved Department

OGX, TM, Project

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B. External Origin

1. Connecting and Supporting AAAHK

- Relevant issues

Reputation of AIESEC

TN realization

Member’s loyalty and retention rate

- Description

Build-up and unite database

The AAAHK and LC A&A department are both freshly founded, one major

job of the both entities is retaining Alumni and building up the Alumni database.

The current situation is that both entities have their own set of Alumni contact

database. To set up a sustainable foundation for the future development of

AIESEC Alumni in Hong Kong, the two databases should be united for efficient

data management.

Cooperate events with AAAHK

The AAAHK holds regular events held such as the AIESEC Friday and

some outgoing events or parties. The A&A department can cooperate with

AAAHK to help organize these events so as to increase LC involvement.

Moreover, the A&A department might take the initiative to invite the Alumni

to some events such as some site visits.

Promote AAAHK to current members

As the Majority of AAAHK members are the Alumni who have graduated

for some years, the AAAHK is lack of some new blood which leads to

in-balance of members’ generation. Therefore, the A&A may also help

promoting the AAAHK to the current members to let them realize the

importance of AAAHK and increase its young membership after a few years.

LC’s benefit

There are a lot of experienced Alumni of AIESEC, we may invite some

Alumni who are experienced trainer to provide sharing or leadership training to

our members (e.g. invite them to LC meeting). Moreover, according to the A&A

reports, there are numbers of alumni who are possible to take up advice role to

our LC and may also be the partner of our LC.

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In addition, the project team might also cooperate with the Alumni in terms

of Social Enterprise Development. As there are Alumni engaging in SE or

Caring Company, we might cooperate with them to hold SE events and

promote SE.

- Major Involved Department

A&A (other department may also be cooperating)

2. Campus and secondary school promotion

- Relevant issues

Reputation of AIESEC

- Description

University promotion

We might cooperate with other student organizations in CUHK in a

sustainable sense. They will be able to provide us a promotion platform in their

activities, which in return we might invite them to some talks conducted by our

Alumni or advisor in relative aspects.

Secondary School promotion

There is not a necessity to conduct long term promotion to secondary

school. We may keep raising the CEED conference by the project team in next

session to achieve secondary school promotion.

Online promotion

The AIESEC-LC-CUHK official website should include more information

about AIESEC so that people can know more about AIESEC just by browsing

our website.

Also we might also utilize Facebook more to promote. We may set up a

personal account for AIESEC-LC-CUHK which will be monitored by Com so that

we can take active to add people and provide them information.

- Major Involved Department

Project, Com

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Appendix: Future development regarding the educational reform. Situation

For Session 2012-2013, the first wave of 334 students will be getting into the university,

as an international large scale student-run organization, we should prepare in advance for

the students in the new system.

Student number increased, how about LC scale?

As everyone knows, in year 2012, the wave of first year of DSE students will be coming

with the last year of the AL students, the number of students in the university will be doubled.

One thing we need to think is whether we should expand the LC scale with this.

Although we might not have a concrete idea at this moment, this will be one important

issue for the LC of next session to discuss.

New Leadership path?

For 334 students, they are having a 4 year life in University; therefore we might also

need to reform the leadership path in the coming sessions.

We might need to think of the need of fast track manager, as the coming students is

having one more year to prepare for the leadership, we might give them more time before

becoming manager. This means that there are possibilities to withdraw the policy of 1st year

fast track manager.

Engagement of Global Mindset and social awareness

334 students have been studying liberal studies for years; we might make use of their

knowledge in this area to have them engaged more. The EBs might plan for some new

possibilities for the next session so as to fulfill these two values.