Jasmin Torres MCP Application AIESEC in Colombia 12.13
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Transcript of Jasmin Torres MCP Application AIESEC in Colombia 12.13
AIESEC ROLES DATE LOCAL COMMITTE PRESIDENT
– AIESEC TOLIMA 2010
LOGISTIC AND EXTERNAL
RELATIONS NATIONAL
DIRECTOR
JANUARY-FEBRUARY
2011
NATIONAL PROJECT
MANAGER EJE CAFETERO-
AIESEC IN COLOMBIA
MARCH 2011-
CURRENT
MEMBER COMMITTEE
VICEPRESIDENT OUT GOING
EXCHANGE AIESEC KENYA 2011- 2012
MAIN AREAS OF EXPERIENCE
LC DEVELOPMENT To be founder member of my LC , AIESEC Tolima in 2007, gave me the opportunity to understand how an AIESEC entity have to work, in order to increase de number of experience delivered and the quality in the internal processes
PROJECTS MANAGEMENTE AND EXTERNAL RELATIONS As LCP of AIESEC Tolima in 2010 and National Project Director in EJE CAFETERO 2011, I had the opportunity to work and to understand the corporate sector in different regions in Colombia, and to identify clear opportunities for Project implementation and Expansion (e.g Ibague on a Global Scale 2010, other projects in Manizales, Pereira and Armenia
EXCHANGE MANAGEMENT As MCVP OGX in Kenya 11.12 , I have the opportunity to understand and develop the new Exchange Programmes (GIP and GCDP), in a country where traditionally OGX operations are not the strong point. To develop OGX areas in a local level and increase the performance in more than 200% in raising, 100% matching and 150% in realizations in Q3 and Q4.
ROLE STRATEGY IMPLEMENTED NUMERICAL RESULTS
MCVP OGX
Kenya
Regional OGX Supply Tool
(Kenzania and Bus
Campaign - 2011)
Raising : 200% Growth
Matching: 100% Growth
Realizing : 150% Growth (30)
LCP Ibague on A Global
Scale(2010)
Project With the Government
• USD $10,000 Grant
• 10 OGX Brazilombia Realizations
LCP OGX Explorers campaign
(internal 2010)
In the first Year as Official LC of
AIESEC in Colombia, to
achieved the Top 2 in OGX
performance with 450% growth
in relation with 2009 (43
exchange)
OCP First International Meeting
of Young People in Ibague
(2009)
Recruitment Applicants : 350
(increasing 175% )
Retention rate: 80% (increasing
30% than first semester )
VP OGX Discovering Brazil
Campaign (2008)
In the first year as Extension
Group, to start OGX operations
with 5 OGX Realizations to
Brazil (The beginning of LC
Development Strategy)
WORK XP
YAHAN Inc. Fort Lauderdale – USA, Ibagué –Colombia. General Manager. March 2010- January 2011.
COACHING COORDINATOR, Ibagué – Colombia, Luz Ofelia Franco Consultants. August 2009- March 2010
PERSONAL TEACHING, Ibagué – Colombia, English Teacher, January 2007- Today
AIESEC- IBAGUE MAYORALTY, Ibagué –Colombia, Project Director: First International Meeting of
Young People in Ibagué, July-October 2009 THE AMERICAS COMMUNITY CENTER, Ibagué – Colombia, Colombia Office
Manager, July 2008 – March 2009. UNIVERSIDAD DEL TOLIMA, Ibagué – Tolima, Accounting and Finance
Monitor, July 2007- December 2007.
Nationality: Colombian Date of Birth: March 30th 1988
Place : Ibagué Address: UoN PBOX 00-200 Nairobi – Kenya
Telephone: + 254 7 88 720 279 MSN ID: alejalmendra_17 Skype ID: jasmin.torres1
Personal E-Mail: [email protected]
STUDIES Presentation High School 2004 International Business and Foreign Languages/Tolima University 2010 Project Formulation, Public, Policies and Democracy/ Ibague University 2010
LANGUAGES SKILLS SPANISH: Native
ENGLISH: Excellent FRENCH: Basic
EVENTS SDL CALI 2007-Deg NATS Mani 2007- Deg LDC Med 2007- Deg NPM Iba 2007 – OC LDC Bog 2008 – Deg AIESEC 50 Years Event NatCo Cart 2008- Deg NPM Villeta 2008- Deg LDC Mani 2009- Deg RTC Iba 2009- Deg NPM Bog 2009- Deg LDC Buca 2010- Deg NatCo Barq 2010- Deg NPM Med 2010- Deg IC KENYA 2011. Deg PIONEERS 2011 FACI
5. Why have you decided to apply for Colombia’s Member Committee?
Dinamic thinking and proposal Execution and evolution in results Visionary Engagement and passion Learship skills Organizational knowledge Personal and profesional development Making things happen Effectiveness Never say WE can´t do it Thinking out of the box … EVOLUTION!
CONTRIBUTION
6.Which should be the behaviors for AIESEC in Colombia in 2015 to achieve the goals and obtain the first place in the Iberoamerica region and
the best place at global level?
1. Balance between centralization and independence in the MC-LCs Relationship LCs and Extensions have to be proactive in day by day operations and synergy . No more misunderstanding about MC role and support. 2. High Membership Productivity and Development To maximize membership productivity based on the relationship between time invested in AIESEC and AIESEC core work done. 3. High Exchange Culture & Efficiency There are not huge gaps between LCs, we have at least 12 LCs with high exchange standards in the country, in that way 60% of the LCs are responsible 80% of exchange performance 4. Product Diversification based on Programmes Portfolio development according with the New Programs to guarantee positioning and sustainability (Prices Policies and services) 5. Financial Sustainability based on Business Model for Programmes
7. Please list your top 3 Strengths and top 3 Weaknesses with brief explanation.
STRENGTHS How will they help you in your work as MC Team member? To be in continuous movement and improvement, in order to bring new strategies and ideas ensuring the sustainability and evolution for the organization How will they help you in your MC Work? Go outside of the comfort zone in the current processes and carry the organization to the next level
Commitment I have a strong responsibility sense for all things I want to work with. For that reason, I always focus on giving my best in any single moment in my life
Passion I make any project and activity my priority a part of me. As a result, I never stop to do what I have and I want to do, till see the impact and result I was looking for.
Results Orientation
I am one of those persons than that making things happen with innovation, strategy and results
WEAKNESSES How can they challenge you in your work as MC Team member? To make longer the decision making process, and as a result the execution time for projects How will they help you in your MC Work? To improve the quality in the delivery of the tasks and work done.
Personal effectiveness
Sometimes managing process at the same time is a challenge for me, cause I don´t have clear difference between urgent and important, I always put everything in the same level of priority.
Perfectionist I pay so much attention to the details in every project, and something that could make processes lower
Follow up Usually, I just trust on the task delegation I make with my team, and wait for the deadline to review results. It is missing to implement tracking and follow up with more frequency.
8. How will be AIESEC in Colombia in 2015?, please tell us a story having in mind all the stakeholders of
AIESEC in Colombia.
9. Create a proposal for AIESEC in Colombia11-12 plan
STRENGHTS: 1.Membership potential.
2.Commitment and passion for AIESEC 3.ELD programmes Execution (TMP, TLP,
GIP and GCDP) 4.Internal Governance and their connection
between entities 5.Leadership development based on TM
processes execution, education and training (Education Cycle)
6. Exchange Performance, mainly in O GCDP and GIP
7. Connection and Positioning in the AIESEC Network
WEAKNESSES: 1. Extreme centralization of processes and
decision making processes 2-Engagement with AIESEC Strategy
3.Connection with the state (Executive, Legislative)
4. Capitalizing opportunities in the external environment
5.Alumni engagement (Long Life Connection Strategy)
6.Exchange Efficiency (ICX Flow and performance)7
7.Legal coherency in some action in a framework as NGO
OPPORTUNITIES : 1. Colombia needs to increase the productivity and Competitive advantage in order to be ready for different TLCs (Colombian productivity is an issue in our economy- Exchange Knowledge).
2. Government opportunities Colombia drivers for next four years (Las 5 Locomotoras de Santos)* we will choose 3
Innovation: The investments in this sector from the national budget will increase in 1 point PIB (GDP)=COLCIENCIAS a strategically.
Mining: The country will enter in a bonanza in this point, especially with the products associated with energy.
Agriculture: The country needs to wake up in this point after the conflict affected us for too many years, this is not only key for the economic but also relevant to attack social problems 3.Product Development and Positioning based on Programmes: AIESEC 2015 implementation.
THREADS:
Youth unemployment rate (28,9%) 2. Despite of global economic growth persists the fear about a new economic crisis (Ireland
case) 3. Legal framework for NGOs in Colombia is poor 4. Network trends: Low supply for GIP
Brand Reputation : Stakeholders that had a bad experience with AIESEC 5. Changes in the immigration, migration rules for ICX and OGX
It is December of 2015, after 5 year of hard work in order to delivery high quality experiences in TMP, TLP GIP and GCDP programmes, AIESEC in Colombia have achieved : To delivery 2.500 GCDP experiences (engagement current stackholders like Accion social) To delivery 1.000 GIP Experiences To delivery 5.000 TMP Experiences To Delivery 3.000 TLP Experiences Presence in 23 Cities , with 25 entities (20 LCs, 5 Extensions) Be recognized for Colombia Jóven Program as the most important youth organization in the Country (National Youth Voice – engagement of current partners like Colombia es passion) Be recognized across the Information technology , Mining and Agriculture Sectors for our Experiential Leadership Programmes, as main youth talented leadership provider for PYMES and Companies (First Choice Partner – engagement of current partners like ANDI, Revista Dinero, Argos, etc) Be recognized for our leadership development in the youth, having the most important Leadership Award in the Country for youth and Companies ( Positive Impact)
WHEEL:
Global Youth Voice :
Driver:
Delivering High Quality Experiential Leadership Development
External Strategy:
Leadership and entrepreneurship school in partnership
with Colombia joven
Reference:http://www.colombiajoven.gov.co/ES/EJESTEM
ATICOSMISIONALES/Paginas/EmprendimientoyProductivi
dadJuvenil.aspxc
External Result
1. Be recognize for our ability to develop responsible and
entrepreneurial young leaders.
2. Every year we deliver at least 2000 experiences in TMP or TLP
programmes
Internal Strategy:
Engagement with AIESEC focus on projects and not in
process (Mauritius GCP- UBS Award 2011 Africa)
Internal: Result
1. Induction process focus on projects not in process
2. Maximize the Volunteer time membership invest in AIESEC.
3. All members are living experiences in at least 2 programs at the same
time
WHEEL:
Fisrt choise partner:
Driver:
External Relevance through
Positioning GIP program as
International Cooperation /
Productivity Development
Tool across sectors
External Strategy:
Project Formulation (Grant application ) into the programs for PYMES
development in SELA (sistema economico latinoamericano) and
“Programas de fomento a PYMES” from the Commerce, Industry and
Tourism Ministery.
Reference:
http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html
http://www.fundses.org.ar/pderarrollojuvenilparalainnovacion.html
External Result
External Positioning across sectors
200 GIP Experiences delivered in IGN
50 TLP Experiences
150 TMP Experiences
Internal Strategy:
1. Programmes Portfolio Development focus on sectors. According with
the “ 5 locomotoras de Santos”, mainly in innovation, mining and
agriculture.
2. Product leadership Strategy focus on selling according with sector
needs and trends.
Internal: Result
1. Induction process focus on projects not in process
2. Maximize the Volunteer time membership invest in
AIESEC.
3. All members are living experiences in at least 2
programs at the same time
WHEEL:
Positive Impact Driver:
Driver: Developing
sustainability processes
through promoting
social responsibility
impact
External & Internal:
National Branding for GCDP
(Kuleana Program- Kenya
model GCP)
External Result
Be recognized as the most credible CSR Program for
Companies in Colombia
More than 1000 GCDP Experience per year
Internal: Result
Positioning GCDP Experience in Colombia as the most
powerful and diverse in AIESEC Network
10. According to the 3 wheels of 2015 vision and the refresh AIESEC Experience:
a. Describe the connection within them.
The statements of AIESEC 2015 tell us
what AIESEC will look like in 2015, the
first step to achieving our BHAG. It is
through these statements that AIESEC is
able to design the activities it will deliver
in 2015. So in order to understand and
summarized the AIESEC 2015 statement,
we have the 3 wheels: Global Youth
Voice, First-Choice Partner and Creating
a Positive Impact.
These 3 wheels introduce to us the why
(objective), HOW we deliver and WHAT
type of impact we are looking as
organization achieving our BHAG
b. Give a brief description of the current state of the AIESEC Experience (3 stages) for AIESEC in COLOMBIA. c. Propose two strategies to be implemented for each of the 3 stages of the AIESEC Experience, which allow to reach the 3 wheels.(Specify the connection).
STAGE Current State Strategies according with
the 3 wheels
Engagemen
t with
AIESEC
1. Not clear expectation in recruitment processes.
(ST<)
2. Misunderstanding about self driven experience
and volunteer role.
3. Strong position across universities as international
and leadership program, but not across sectors as
organization for developing of leadership and
entrepreneurial youth.
First- choice Partner:
Youth to business forum
AIESEC LEADERSHIP
DEVELOPMENT AWARDS (for
youth and organizations)
Annual AIESEC LEADERSHIP
HALL OF FAME (AIESEC
Leaders portfolio for
companies as HHRR selection
tool)
ELD
1. Execution of minimums per program, prioritizing
Competencies. (quality policies)
2. Benefits to members are not provided totally.
(BRAND EXPERIENCE)
3. Education cycle is mainly based in AIESEC
knowledge and XP, but it is not focus on
preparation to next step (leadership skills in my life
Project)
4.Challenge about Short term @XP quality and
preparation for living full GIP and GCDP
experiences,
5. Challenge in quality measurement of the
experiences
Global Youth Voice:
Expansion Strategy focus on
Delivering High Quality ELD,
than the potential of running
AIESEC operations.
Learning and training strategy
focus on virtual environments,
as tool for brand experience
delivery.
BRAND Reputation based on
WEB 2.0 and quality of
experiences measurement.
LLC
1. It is not clear and useful as strategically
support for the organization growth.
2. We are working on the development on
engagement strategies as ABF and events in
order to make strong the connection and
contribution across Colombia AIESECers
generations.
3. We want to provide at local level structures
to support Alumni engagement to local
activities
Positive Impact : (across-
generations)
1. To improve mentorship
strategy through the
engagement of alumni with
current AIESECers
2. To improve the connection
between ELD and LLC
through the development of a
LLC seminar for former LR ( it
could be in parallel with NPM)
1.What are your strategies to guarantee the vision, the wheels and the goals of AIESEC in Colombia 2015 in your term and also for the next years after your term as a MCP?
1. PERSONAL COMMITMENT
2. TO INSPIRE COMMITMENT
3.ACTIVING SUSTAINABILITY
1. COMMITMENT TO SUPPORT
2. PROACTIVE TRACKING ADN FOLLOW UP
3. SERVICE EVALUATION
1. PERSONAL CHANGE
2. COLLABORATORS CHANGES (TEAM SYNERGY AND FEEDBACK)
3. TO GENERATE NEW LEADERS
STRATEGY 1.
COMMITMENT
STRATEGY 2
COOPERATION
STRATEGY 3
CHANGE
LEADERSHIP FOCUS ON MISSION
AIE
SE
C E
N C
OLO
MB
IA 2
01
5:
V
ISIO
N
W
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ELS
G
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2. It is the middle of your term and due to financial restrictions you need to do a cost cutting exercise. The largest costs in the current MC budget are driven by administrative costs (salaries,etc.). What will be your approach? Please, argument your answer.
If we consider the approach or methodology
ACTIVITY BASED COSTING, from the perspective of
AIESEC Subsystem, the first thing to consider, it is to
eliminate outcomes from all those activities in the
support areas of each subsystem. E.g innovation
projects, M&C budget and other incomes with return
of investment to long term: We need to generate fast
results so is necessary to focus the expenses in the
areas and subsystems who generate them. Focus
expenses on Exchange and Financial Management
Subsystem, mainly in ER and Xs areas without
investments in international cooperation, raising
must be focus and I would lead the LCs to increase
the efforts into doing so.
Scenario 1: Use the LCs to try to get quickly financial
support, in case that our LCs have the capacity to
make some loans to the MC, we ask them while we
expect incomes from raising and ER products.
Scenario 2: Financial sector tools. If Our LCs don’t
have the capacity (even alumni can’t give us
support), we ask to the financial sector for a loan
ensuring the negotiation to be good and sustainable
for AIESEC and with a timeline that let us have
support while expecting recruitment results. The last
tool that I will use: factoring, if we have the potential
to do it.
If anything else from above fails, I will start to
analyze MC salaries and structure, focus in keep the
core work and in avoiding repeat positions.
3.Identify 3 key trends in Colombia that are shaping the network and explain in a few words how those trends are opportunities or threats and how could influence AIESEC’s contribution, structures and processes at national level.
TREND AIESEC CONTRIBUTION STRUCTURES PROCESS
Local Governments
Changes (ICX
opportunity)
1. To support the execution of local
Development plans, through
providing international human
talented to sustain growth process
across sectors. E.g., PYMES, IT,
Mining Agriculture.
1, Incoming Exchanges (GIP and
GCDP)
2. BD agents to create
connections with the
government (LLC & GRM)
3. IM & Comm as support for
project and program
formulation
1. Engagement with AIESEC Stage.
2. . ER focus with the effective
approach to the government
3. Marking Research in order to
understand and capitalize external
opportunities
Colombia Jóven
Programs (OGX and
TMP/TLP opportunity)
1. Leaders formation to give an added
value to the youth and to the
organization where they will be
1. TMP and TLP
implementation from
Government institution
2. Comm in order to position
TMP. TLP, GIP and GCDP as
platform for Leadership
development in the country.
1. ELD (4
programs)
1. Personal development through TM
process implementation
2. Product development focus in TMP
and TLP program.
Youth unemployment
28,9 %
1. International experience to make rich
they curriculum and more attractive
when they come back to the
organizational market
2. To aware young people about having
Global Mindset and entrepreneurship
skills as plus in the professional profile
3. To improve professionals’ profiles of
Colombia bachelor because of the
international experience and global
vision they have.
1. Personal development
through TMP and TLP.
2. Outgoing Exchanges (GIP and
GCDP)
1. ELD, mainly through TMP and TLP
become more important to deliver
the needed impact to our member
and indirectly to our society.
2. Exchange programs (GIP and GCDP)
4.What is that personal contribution that will make you the right MCP for AIESEC in Colombia at this moment of time?
During the last year, I have had the opportunity to
life a different reality of AIESEC in a new country in
a new continent, having learning, exploring
opportunities and mainly developing a new vision
of how to innovate in the way AIESEC contribute
with a positive impact to the world.
For that reason, after having the experience of
being MCVP OGX in Kenya, managing more than 5
different OGX calendars in the country for
realizations, creating 2 new exchanges peaks in the
region (March and October), to facilitate in 4
different countries (Kenya, Uganda, Egypt and
Colombia) and having the experience of delivery an
international event like IC Kenya 2011, I strongly
believe I have the knowledge, the
experience, the vision, but mainly the
commitment and passion to make a
revolution in AIESEC in Colombia, and inspire
others to continue thinking out of the box, and
believing we can do Hugh things than generate
positive impact in Colombia society.
5.Critically evaluate the past 6 years in Colombia according to the organizational change processes, AIESEC 2010 vision and
the first part of AIESEC 2015. Include evaluation of the successes and failures from the MC's perspective and
initiatives. Based on this evaluation, what would be your START, STOP and CONTINUE, STOP?
START STOP CONTINUE
1. Having and
investment plan
focus on
increasing
productivity,
capacity and
effectiveness
2. External
Relations based
mainly in
programs.
3. Financial
sustainability
based on
Business model
for
programmes,
more than ER
operations.
1. MC decides
structure of
incoming MCs.
It should be up
to the MCP e
2. Education Cycle
focus on
AIESEC
understanding.
It should be
focus on
maximize
productivity
through smart
time
management in
the
organization
and Life project
connection.
1. Thinking out of
the box
2.Having
ambition
1. Expansion as
Goal
achievement
strategy
2. Positioning
3. Relevant
Connection
with external
environment
Finally, I just want to say that after living 5 year totally PASSIONATE about AIESEC , the change I could see in my city after create my Local Committee Tolima and the positive Impact we generated in Ibague Youth, makes feel so proud of being and AIESECer. For that reason, now I want to share my experiences with others, I want to inspire people to do their best, I want to see people PASIONATE about what the love and believe, I want to show the best we have in our country, I want to take AIESEC in Colombia to the next level and have a positive impact across generations. I really , really want that….
AIESEC EN COLOMBIA MUESTRA TU PASION!!!!!!!!!!