Standing together as

one for our country!

Juan Carlos Fayad |

Role Entity Date

TT Research Coordinator AIESEC UNINORTE 2010-I

Corporate Sales Director AIESEC UNINORTE 2010-II

LCVP iGIP AIESEC UNINORTE 2011

National ER Manager AIESEC Colombia 2011-I

2015 Subcomittee Manager AIESEC UNINORTE 2011-II

President AIESEC UNINORTE 2012

Steering Team AIESEC Colombia 2012

Contact Information

Juan Carlos Fayad

Cel. (57) 3014058657

juan.fayad@gmail.com

juan.fayad@aiesec.net

Skype: Juan.fayad

Birthday: January 31, B/quilla

International Business - 7°

Universidad del Norte

Recognitions Conference

Best LCVP ICX Natco 2011

Best LC - National Award Natco 2011

Best LCVP iGIP NPM 2011

Best iGIP Performance NPM 2011

Best LC - National Award NPM 2011

Best LC - IGN Award ILC 2012

Best LCP LDC 2012

Absolute Growth Natco 2012

Enjoying Participation Natco 2012

Local Conferences

Conference Entity Role City Date

Zonalito UNINORTE Delegate Barranquilla 2010-I

Zonalito UNINORTE Delegate Barranquilla 2010-II

Zonalito UNINORTE Faci Barranquilla 2011-I

Zonalito EAFIT Faci Medellín 2011-I

XPS UNINORTE Chair Barranquilla 2011-I

TBW UNINORTE Faci Barranquilla 2011-I

Zonalito UNINORTE Agenda M. Barranquilla 2011-II

Zonalito UNIATLÁNTICO Faci Barranquilla 2011-II

Zonalito UNINORTE Faci Barranquilla 2012-I

INN Days UNINORTE Faci Barranquilla 2012-II

Zonalito UNINORTE Faci Santa Marta 2012-II

Zonalito Cauca Chair Popayan 2012-II

Takeover UNINORTE Faci Barranquilla 2012-II

National Conferences

RDC North Zone C-Delegate Santa Marta

OPS AIESEC Colombia Delegate Medellin

NatCo AIESEC Colombia Delegate Barranquilla

RTC North Zone Delegate Monteria

NPM AIESEC Colombia Delegate Medellin

LDC AIESEC Colombia Delegate Manizales

NatCo AIESEC Colombia Delegate Pereira

RTC North Zone Delegate Santa Marta

NPM AIESEC Colombia Delegate Bogotá

LDC AIESEC Colombia Delegate Barranquilla

NatCo AIESEC Colombia Delegate Cali

TPS North Zone Faci Cartagena

OPS AIESEC Colombia Chair Barranquilla

NPM AIESEC Colombia Delegate Girardot

International Conferences

ILC IGN Delegate San Juan PR 2011

WNC AIESEC USA Faci San Francisco 2011

Euroxpro WENA/CEE Delegate Athens 2012

IC AIESEC International Delegate Moscow 2012

General

questionnaire

My personal BHAG and MC purpose!

Juan Carlos Fayad

This Dreamer Disease I carry since I’m a little kid always opened amazing and fantastic adventures everywhere; this Desire of Difference and Uniqueness encouraged me to constantly keep looking forward to things unseen before, but after all was this Make it Happen behavior that made me excellent in every single thing I proposed to myself and will make me in every single adventure ahead –I turned this behavior into a habit, into my daily attitude. So then, what’s the meaning for excellence? By definition it’s the outstanding outcome of something attempted and that exact moment of accomplishment needs to be carried in our mind permanently –we need to begin every single goal with the end in mind and this is the basis of the following story… We grow up wanting to be part of something; we decide which route is better for us and based on our own experiences we set our life goals. Once we realize that we belong to something bigger than ourselves we can find an untold amount of potential to unlock and in that moment I decided to aim for something selflessly. Personal BHAGs are the summary of all our life goals and I’m going to share mine with you AIESECer, which is my ambition, my desire, my contribution to our beloved world: I want to see Latin America united economically and politically, I want to see these set of nations growing together in peace for our development and freedom! I find in AIESEC the perfect organization to meet the people and the knowledge in order to get this done! Our speeches need to change; our continental agenda needs to get improved to collaboration and interdependence between our governments. I have a deadline for this and an extra goal set, striving for a Nobel Peace Prize in 2048, the year where AIESEC, the organization that gave me everything I am turns 100 years old and that exact moment is in my head day and night remembering me how every little thing I do today contributes to its achievement. My pleasure would be to share this experience in the celebration of the first century AIESEC at the age of 56. Therefore, my decision of applying for the MC is the consequence of my conviction that the change we want to see in the world is fulfilled with our actions every day and it’s my invitation to continue pushing forward for what we envision, this time from the national office. This is the inception of a continental movement where everyone carries proudly this Dreamer Disease that enables us to live fantastic adventures, where this Desire of Difference and Uniqueness becomes stronger as we understand how the best answers & solutions are taken out of the unseen and where Standing together as one for our country becomes the most powerful weapon in the world once we acquire this Make it Happen habit!

Achievements in aiesec experience!

Achieving the TOP 1 LC in IGN, the Global TOP 10 LC, 134 Exchanges in Absolute growth, 77% in Relative and being the first LC in IGN crossing the 300 exchanges makes us proud but leading UNINORTE in 2012 empowering a new generation successfully is our biggest achievement!

2012, we developed a dynamic follow up methodology to keep tracked our projects, Middle Managers and members as a result of an intense strategic and tactic planning based on Operations Management which enabled our LC to achieve 307 exchanges and empower over 160 members.

In 2012, we developed in our Leadership Corner a new Education & Training system. WeLEAD for Leadership Skills delivered by an external: PEP. WeARE for the development of our competencies and WeACHIEVE for functional trainings. We invested over 15’ million COP in our membership between R&R, trainings and conferences.

Due to our successful “Go to Market” strategy, we enhanced our international cooperation tools together with a proper TN Taker - account management to get 22 iGIP TNs Realized achieving a 100% Growth in 2011 being the TOP 1 LC in iGIP in Colombia in 2011.

Together with my iGIP team, we developed a brand new sales strategy within the LC focused on the development and training of our sellers to increase their skills and reach specific market trends. We reached 26 iGIP Raises with 63% Growth.

Striving

for Excellence

Demonstrating

Integrity

What AIESEC Gives to the world!

Juan Carlos Fayad

Opportunities everywhere!

An empowered youth with an extraordinary global reach providing daily a powerful message of peace and development as freedom for all nations, unity and equality as a collective mantra, a fast responding and growing global economy towards real needs coverage and what makes life worthwhile, a humanity truly living in toku- a Japanese concept describing a virtue that leads people to pursue the common good and moral excellence as a way of life, world-class leaders full of strong values and principles ready to stop corruption in governments and corporations, ready to balance environment with business without harming any, leaders dreaming at night and acting positively at day, leaders creating more leaders and these transformational leaders are fearless, brave, unafraid, courageous, confident –resposible & entreprenuers. These positive impact seekers are called AIESECers, these leaders are called change agents and change agents is what AIESEC gives to Colombia, is what AIESEC gives to the world. This is our promise and its fulfillment, our daily wake-up call, our daily mission.

General

questionnaire

My values and daily fuel!

“! If Not EXCELLENCE, What? If Not EXCELLENCE Now, When?” –T. Peters

Every single move you do can be called Excellent? Each one of your members in your entity is promoting Excellence? Excellence is not only about the grand outcome –In Zen-like terms the only thing we have is today so if our deliverables for today can’t be assessed as Excellent then the overall goal has not been advanced. This is my strongest value, daily habit, obsession, OBSESSION, fuel for my engines and mantra!

"I will have the moral courage to make my actions consistent with my knowledge of right and wrong. Till I die I will not remove mine integrity from me.” -Job 27:5 Corruption is the humankind’s biggest enemy. Due to corruption in corporations and governments our news are full of tragedies, inequality, hunger and human right’s violations. It’s not only because of insurgent groups; we can observe bad moves on some global leaders that enable the worst in the world. Therefore, each step given by any young leader today needs to be transparent and correct. Let’s change the system from the bottom, from the beginning –with us, the leaders of the future.

1. SNIES “Sistema Nacional de Información de la Educación Superior» as an information bank to understand better Colombia´s student market – GO!

2. Renew our partnership with DPS, previously Acción Social, to support their national projects with AIESEC trainees to create cross cultural interaction –GO!

3. CCONG as a national partner to reach over 850 ONGs that conforms this confederation. It’s goal is to strengthen ONGs in Colombia, lets contribute –GO!

4. The Ministry of Education supporting cultural education projects with more than 100 voluntaries in the past 4 years. AIESEC, we are not late to participate! -GO!

5. BID (Banco Interamerican de Desarrollo) investing in non profits and organizations supporting education! Check out their programs – GO!

6. ANDI del Futuro, as a special entrepreneurship program supporting the most innovative ideas and projects –GO!

7. Colfuturo’s labor intermediation program to support its beneficiaries with professional opportunities, what a perfect ally for our oGIP program –GO!

8. Check the benefits of partnering with SCI (Sociedad Colombiana de Ingenieros); databases and events with over 500 assistants. –GO!

9. SENA’s national service of employment accessing young professionals for oGIP and student’s welfare project that incentives the best grades for oGCDP program; also, SENA investing in HR for social projects. –GO!

10. No visa requirements for 29 countries, we need to activate this cooperation –GO! 11. +880 national services reaching +80.000 Colombians in 2012 with MinTIC’s Gobierno

en Línea project. IT GIP interns as a support for this large operational scale. –GO! 12. Colombia’s law requires SMEs and large companies to generate CSR projects

during the year and measure its impact in the society & environment. –GO!

LC Independency to foster growth & innovation!

The role of the national office

Juan Carlos Fayad

General

questionnaire

The member committee is our global representation within the AIESEC network and maximum regulator and administrator of the national association. According to our National Compendium the MC must ensure the achievement of our national objectives, plan and control the national budget, define processes and procedures for the functional areas at local level, advise and support the local operations, lead the national expansion strategy, the information management and accessibility, evaluate and track the LC’s performance minimums, report quarterly to the general assembly, define the national structure and manage the external financial support. What I consider the national office main role should be is external interaction and market understanding to reach properly our customers meeting their expectations to be delivered with high quality standards. The MC’s role shouldn’t be the follow up of the local offices as the compendium says but offering the proper data analysis to foster LC leverage as well as the key strategies implemented according to the different realities, clusters and regions. We need to understand that each city has different needs because of their diverse cultures and mindsets. This efficient research is our next step in order to reach properly Colombia’s student market –in this moment we’re below the 0.01% of Colombia’s student population and this should be our comparison report –not comparing ourselves to China or India. Internal comparison blinds us from external relevance and reality. What about realizing 1.000 exchanges per LC? That would be 20.000 exchanges a year… Crazy? I don’t think so, 20.000 is not even the 0,7% of the European Union’s mobility target and we’re still without clear product to reach this market. Start encouraging LCs to develop their own strategies and make them more independent through actions and not through speeches would be in our checklist in the MC 13-14. Activating our region to enhance cooperation in Latin America represents collaboration, we’re going to demand collaboration at local level? Let’s be the example and let’s activate Peru, Chile, Argentina, Ecuador and Venezuela throughout information, knowledge, coaching and financial aids –like Brazil Going Global did to activate our winter peaks in iGCDP. The MC’s role is not only about Techne which is Know-how or Episteme which is Know-why but of Phronesis that stands for what-should-be-done.This Phronesis process enables managers to determine what is good in specific times and situations and to undertake the best actions at those times to serve the common good. Promised.

Education and training in administrative processes as the basis of self-driven local entities. If an LC knows how to plan and follow up properly the functional knowledge will be acquired throughout self-education in information banks opened by the MC. During this transition, having functional summits per region will be necessary multiple times a year.

A network growing throughout collaboration claims the evolution of our entity, having regions coached by their own EBs according to each LC’s strength without MC intervention is progress. This co-creation spaces need to be implemented first by the MC while implementing incentives within a strong R&R system.

Financial management solutions guarantee the proper volume administration and risk contingency in order to grow up to 176,5 exchanges per LC which is the goal set in our 2015 map for the following term. This process consists in external auditing as an adviser and internal auditing measuring quality minimums and offering consultancy and tools.

Turn the internal management to an end. There shouldn’t be such thing as LC-MC relation, it is AIESEC-world relation and we need to keep our eyes externally, not internally anymore. As an entity we need to focus on getting closer to our market to engage young people and organizations, understanding their real needs.

Specific questionnaire

Optimizing our processes!

Juan Carlos Fayad

Sales education is the most important part of pre selling, Considering our low sellers-

membership, designing an Sales Pensum with externals, assessments and strict timelines where the final challenge is TNs sold in order to get a Seller Credential. This Sales Pensum demands sales execution along trainings. This

process is coordinated by the MC but entirely planned and executed by the LCs.

Lack of positioning strategies; taking into account the market sectors chosen define the

media plan and PR plan. Currently our fairs and events assistance is low. Let’s schedule the

PR calendar for the year since January and assure at least LCPs assistance.

Considering economic studies like MinCIT ones, target the largest and most accessible

sectors per city/ department. At least two or three per year to activate corporate growth.

Implementation of IPS –Incoming preparation seminars, for the Trainees accompanied by their

TN Taker’s responsible to receive the proper trainings and information.

TMP and cultural packages can be offered to GCDP trainees –enhance LCLC Cooperation.

This evaluation needs to evolve to measure each one of the touch points we have; since the match to the exchange & after–Check

page 10: NPS!

Our assistance to international congresses needs to be diversified. There’s not only ILC and instead of sending 40 delegates to one

congress let’s send delegates to 40 congresses. CEELDS, Euroxpro and WNC USA should be our focus for GIP having natives

from USA and competitive CVs from Slovakia , Poland, Russia and Czech Republic. For GCDP

Conade, Cocosur and Everest. After the contact, generating reports to measure how successful this cooperations are and invest in

CEEDs to boost them.

Specialized & prepared selling units enhancing a Go to Market & Follow up strategy with a strong CRM & service culture. The key for TN Raising

is GO OUT AND SALE –that’s it. With the proper R&R program, assistance for sellers, daily track, and stakeholder’s management. Our product

development for GCDP projects needs to be more attractive connecting the corporations to CSR sustainable projects and our GIP sub products

adapted to realities and packaged according to its needs.

Segmentation process shouldn’t be a bottleneck. Let’s outsource

this process, let’s invest in Chamber of Commerce's

databases! For e.i.

Every JQ form needs to be audited by finances to prevent

future drawbacks and check the achievement of the minimums to assure High quality standards.

PRM! Events for our partners to acknowledge their support & attractive

economic incentives for re raising.

Doesn't matter if we had an incredible sales and follow up process with our TN takers if we’re not ensuring a high quality delivery as well. We should

always keep in mind enough funds for emergencies and risks coverage during our Delivery Peaks and well prepared Risk plans. Said this, aligning

expectations with trainees is sacred, let them know the conditions of their housing, JD, LC services and TN Taker –whatever is set needs to be totally

accomplished. Well informing our trainees with pick-ups at the airport, their host family, the cultural agenda planned & its expenses, together with a

proper weekly follow up and permanent accompany by a structured buddies plan ensures pleasant experiences without mishaps.

Juan Carlos Fayad

Specific questionnaire

Optimizing our processes!

Re integration process should start since the very approval of the applicant as an EP,

inviting them to participate in team experiences & LC meetings to show them how AIESEC works internally while engaging them.

The accompany during their matching process show professionalism and the follow up during their exchanges how much we care for them. After this they’ll be pleased to come back to their Re Integration ceremony –many times

returnees are the most motivated LC members. Take care of this asset!

Not studying our university plans and not knowing our market provokes inaccurate marketing & positioning strategies. Let’s

encourage our LCs to customize their processes per university & stakeholder.

Talent capacity is a strong obstacle –having teams per targets.

Transactional focused NPS usage to understand EP’s satisfaction in each Touch point improving ourselves as a customer centric organization.

Our promo is too wide and general. Students of EAN & UTP think way different–

understanding both needs reaching them accurately is the consequence of customizing

our sub products to their city reality, university’s context and students' profile.

Our EP recruitment process needs to be more professional for GIP as efficient for GCDP. Our selling teams need specialized training per

audience –talking to engineers is way different than talking to business people. We have a lack of a standardized selection tool and for GIP a

functional interview depending on professional backgrounds. Lastly, we can advice our EPs on how to sponsor their experiences through

financial institutes to fasten our Raising.

The Pre X process is our most crucial and weakest touch point with our EPs. Nationally, our efficiency rate is 45% from Raise to Match. That means that

less than the middle of our successful EP candidates get their TN. It’s important our recruitments are based on match-able profiles to reduce

the matching gap. Suggestion: focus your recruitments on previously successful profiles e.g. social and administrative careers. Diversify only

through pilots. Our lack of prepared Account Managers risks our entities from ensuring high quality standards and customer service, let’s prepare our

Account Managers in CRM, XPPs, legality on contracts, International Supply and lets activate the improved service culture as soon as possible. The follow

up of this EPs, taking into account volume in GCDP and specialized needs in GIP, needs to be done daily,

OPS at national level are working quite good, yet we can still improve them in terms of professionalism. Colombia is a pioneer on

preparing EPs, this is an advantage we can’t lose. OPS prevent LCs of losing their

operational focus and develops experiences of particular members.

Comm. with our EPs shouldn’t be lost in any circumstance. Let’s add our EPs to the LC’s newsletter and keep their account weekly

through online calls & surveys. Incentivize our EPs to record themselves for future promos and ask them to enable international coop.

For GCDP our supply is huge but still we need to optimize our matching procedure even more. Our recruitments should aim to have all the EPs

available for summer in March –arriving first to the Matching Peak and the XPROs hogging the best TNs before the rest of the countries Raise

their EPs – Target: IGN, Ukraine, Poland, Italy, Egypt & Russia. For GIP our matching needs to continue being cooperation-based. There

are less TNs for GIP EPs but reserving these ones for us previously reduces the Raise to Match Gap.

Synergy between the operations crew

and LCD for LC leverage!

Juan Carlos Fayad

Operation Synergy Quality Control Process Optimization Product Improvement Product Development

Expansion

Interest Groups &

Extensions

Coaching & Consultancy

Specific questionnaire

When LC Visits, the operations team may assist expansion meetings in cities

near the LC coached to cover as much territory as possible. These may happen

on demand and depending of the availability of the MCVPs.

Offering simple but effective tactics over processes are first steps on constructing

the basis for a large operation scale LC. Specific road maps

for programs in “How to become a 100X program,

starting on 0” can be developed together.

Let’s learn from other entities and let’s start planning our programs’ delivery, based on other

experiences. Special programs educating extensions on how to run quality policies based

on LCs’ experiences.

The Execution Timeline for an interest group to become an extension and afterwards LC

needs a permanent accompany and strict

execution.

Testing the sub products in our start-up entities

polishing their implementation to reach it’s maximum capacity, enabling growth and preparing them

for overwhelming LC experience.

Implementation of different sub products as this entities grow taking in consideration the correct execution of the

programs prioritized –this entities should start with a few and then expand to our

whole portfolio.

What has happened in the university that signed with us to start AIESEC in Neiva city?

Quality in this case is even more difficult to assure

because of its inexperienced members; virtual assistance

directly from the Operations’ NST as a fire preventing.

Regional summits delivered by the MC focused on functional improvement, depending on current reality. What about

meeting & preparing the iGCDP teams of the coffee triangle to set proposals to partner

with Grameen Bank?

NCB as a supporting team for LCs on quality management

and quality policies. This body will regulate strong quality

cases and will strive for a high national quality standard. This process accompanied by the Net Promoter System as a

constant source of feedback.

START & PODIO has been incredible IT solutions for our

organization. We need to keep standardizing our

processes to reach their highest optimum state with

in it’s corresponding flowchart.

The next move about product improvement should be the customization of our programs to our different

realities. Medellin has different needs than Cali, therefore, different sub

product experiences should be delivered.

Long term-thought projects to ensure sustainability in our local entities adapting their city realities to our programmed. Let’s think

about a 200 Xs project for January, 2014 in just one LC where the execution starts

NOW!

This are the functions specified for both roles in the official MoFs released together with the applications for the MC 13 14. Enjoy!

Define the specific and most strategic sub products to reach the new territories

targeted as future AIESEC entities after an itemized

and detailed analysis.

Expanding faster and precisely is the result of a previous market research and proper analysis. This

analysis with the Operations’ feedback enable accurate

decisions on expanding frontiers saving energy and

unnecessary efforts. ,

The Operations team, in search of constant

improvement & development; can test the sub products

implemented in new territories and measure how

efficient they are giving advice on how to evolve them.

Our operations evolution towards 2015!

Goal 2015 Reality Obstacles Way forward

iGIP

iG

CD

P

oG

CD

P

oG

IP

Specific questionnaire

Juan Carlos Fayad

We are recognized for boosting the national transformational program for SMEs –companies

knock our door to receive Colombian and International

Interns!

Universities & corporations investing in our high impact

Global citizen program bringing the highest quality & mobility

rate in Colombia increasing our grads competitive value!

Public & corporate sector, Mayoralties and National

Government financing GCDP projects to foster the

achievement of the Goals of the Millennium in Colombia!

AIESEC as the first choice partner for young professionals

to realize their internships. Companies sending their young

interns abroad as a strong preparation program.

Our impact rage is short and our projects unsustainable. Our

quality in delivery is poor and NGOs have unclear JDs due to

our lack of project development and improvement.

ER in oGCDP is starting good, yet, there’s a long way to go –we are

below the 0,05% of Colombia’s student population. PODIO has improved our CRM process but

still we have a matching gap.

Our lack of prepared and well informed selling teams stops us of penetrating the corporate

sector. Our matching process is still slow and our quality issues

due to visas decreased.

Our lack of effective international cooperation slows our match for MTs. IT profile's

focus and IT guilds approach are giving results. EPs available

without match are detractors.

1. Lack of preparation programs for sellers.

2. Relationship with ICETEX for visas.

3. Lack of Intl. Cooperation. 4. CRM plan & PR plan.

1. Resources & funds for projects.

2. Market capitalization (we are only in NGOs)

3. Impact measurement. 4. Stakeholder’s satisfaction.

1. CRM and volume

management. 2. Lack of ER teams for

oGCDP. 3. Promotion & synergy with

Marketing. Not focused. 1. International Cooperation.

2. CRM and account management.

3. Matching efficiency rate. 4. Professionalism.

The GROW Model is a simple yet powerful framework for structuring your coaching sessions. First, you decide where you are going (goal), and establish where you currently are (reality). You then explore various and get prepared for the obstacles that you could meet on the way (obstacles) to your destination. In the final step, establishing the will, you ensure that you're committed to making the journey. Tip: The GROW Model assumes that the coach is not an expert in the "client's" situation. This means that the coach must act as a facilitator, helping the client select the best options, and not offering advice or direction. Source: Mindtools

1. Growth driven by market-needs based strategies on relevance and market share per city.

2. Externally trained sellers standing out professionalism and market mastery.

3. Processes completely standardized through IT tools optimizing our timelines and preventing legality issues.

1. Financial resources generation to foster sustainable projects through CSR solutions, national grants & governmental support.

2. National quality board enhancing our entities’ delivery standards generating promoters –both interns & organizations.

3. Showcasing impact –AIESEC no longer kept as Colombia’s best secret. Let everyone know the audience we’re positively reaching

1. ER in oGCDP –Universities’ Market Breakthrough. 2. Enabling accurate promotion strategies based on customers’

profile through showcased experiences. 3. Activating our entities through talent capacity to enable an

outstanding volume management.

1. Enhancing our Account management processes to guarantee a specialized service and specific needs coverage.

2. Partnering with graduate offices & professional associations to increase our student’s reach and share responsibilities.

3. Product packaging based on internal needs, growing economies & Colombia’s professional competitive advantages.

Juan Carlos Fayad

Specific questionnaire

Thank you for reading my application and considering my dreams, only standing together as one we can fulfill humankind’s potential and foster new realities in our country and the world to finally achieve our so envisioned…

Importance of NPS & NCB

Why Detractors?

What’s the purpose of having an NCB and an NPS? That’s the key of a successful implementation. It’s not only about hierarchically ordering something –this is not how AIESECers are driven, our organization is driven by it’s purpose and if we don’t emphasize on this and the benefits that come along nothing will happen. As well as in DHL Globally, the implementation of new programs as NPS takes time and the key to expand strategies to its 200 countries is showcasing experiences and letting everyone know what will happen, as a final result, if this strategies are implemented. NPS, now stands for Net Promoter System, not for Net Promoter Score anymore; Bain & Company, the NPS developers, claimed that the score is what matters the least, that it can be prejudicial only caring about keeping it over 9 –this is because the NPS is made to be a feedback source and a constant improvement methodology and if we don’t build our organization through this the NPS would make no sense. This is the reason why we receive high scores in the examples given in this page but really bad experiences. The NPS implementation in AIESEC is to build ourselves as a Customer-centric organization. Executing our plans without having our customers opinion on their experiences is running this race with our eyes covered, as easy as that. Now, the final decision making body on exchange quality is the NCB. What you can expect from the NCB is consultancy on quality issues and exchange policies implementation & follow up. The NCB will review the policies constantly to improve our system as well as auditing the LCs on quality management and their quality cases. The NCB is not a body to be afraid of, this board’s mission is to guarantee quality standards by supporting the LCs.

The management of our detractors is crucial, how many times a week we open spaces in our entity to call back this detractors and understand the reasons given? Now, this process should be done by the LCEB depending on how unsatisfied a customer turned to be. We’re sub using the NPS in Colombia –the idea is we can identify our stakeholder’s satisfaction in each one of the touch points we have and create a Transactional Focus evaluating each one of the Interaction Factors e.g. Matching is our Touch point and it’s Interaction Factors are 1. Time to get a TN, 2. TN Supply & 3. LC support and accompany. If we take care of their feedback since the very beginning of their experience we’re decreasing the probabilities this stakeholder become a detractor. Currently we’re just evaluating with a Relationship Focus where the information given is when the experience is concluded –we need to turn our organization from a Firefighting to a Fire Preventing. Now, monthly reports for the LCs considering the Touch Point’s Satisfaction results are necessary for the LCs –in this way is easier to understand the process to strengthen and to give the MC clarity on which are the real bottlenecks at local level and run the proper consultancy programs to overcome them.

“The LC I was matched to and doing intern with do not provide instant help when needed or respond to messages. A lot of time, they don't pay trainees on time and this is a serious matter for EPs.“

Home and host LC poor accompany, comm. and support. Lack of a service culture and solution driven membership. Not customer centric entities.

Reasons Score

Our projects promise JDs and NGOs change them, this is the consequence of not auditing our JQs.

“Problems with the LC because of their disorganization, i was in 4 different houses and were going to continue, after seeing that things did not improve I decided to return to my country".

Disorganized LCs during delivery and housing issues. Changing a trainee to another house is forbidden.

"I have big problems with my project, my project only existed in "Paper". I didn't do what I was supposed to and AIESEC host don't worry to solve the problem, they said "it's not our problem.”

Net promoter system