LCVPEGM booklet

Date: 13th Apr, 2013 (SAT)

Venue: Lecture Theatre K, HKUST

Time: 11:00-20:00

AIESEC-LC-HKUST, HKUSTSU Session 2012-13

2nd Election General Meeting

MEETING AGENDA

AIESEC-LC-HKUST, HKUSTSU Session 2012 - 2013

2nd Election General Meeting

Date: 13th April, 2013

Time: 11:00-20:00

Venue: Lecture Theatre K, HKUST

Chairperson: Charles Cheung

Note Taker: Johnny Li

Time Keeper: Homan Yeung

Attendees: All full members of AIESEC-LC-HKUST, HKUSTSU

Observers:

Advisors, partners and alumni of AIESEC-LC-HKUST, international members and executives of AIESEC in Hong Kong. Members from AIESEC-pLC-CUHK, AIESEC-LC-HKBU, AIESEC-LC-HKU, AIESEC-pLC-LINGNAN, AIESEC-LC-POLYU and AIESEC-EI-CITYU

Timestamp Agenda Topics

11:00 - 11:05 (5min) To read and adopt the agenda

11:05 - 11:15 (10min) To receive the nominations of the candidates

11:15 - 12:00 (45min) To receive the opening speeches of the candidates

12:00 - 15:00 (3hours) To conduct the first part of question and answer session for the proposed Local Committee Vice Presidents of AIESEC-LC-HKUST, HKUSTSU Session 2013-2014

15:00 - 15:20 (20min) Break

15:20 - 17:20 (2hour) To conduct the second part of question and answer session for the proposed Local Committee Vice Presidents of AIESEC-LC-HKUST, HKUSTSU Session 2013-2014

17:20 - 18:00 (40min) To receive the closing speeches of the candidates

18:00 - 19:00 (1hour) To conduct the voting session for the proposed Local Committee Vice Presidents of AIESEC-LC-HKUST, HKUSTSU Session 2013-2014

19:00 - 20:00 (1hour) To deliver general comments

20:00 To adjourn the meeting

s.d. Charles Cheung Local Committee President AIESEC-LC-HKUST, HKUSTSU

General Notes

Question Format:

1 Question, 1 Comment and 1 Follow-up Question unless requested in advance.

Please introduce yourself first when you raise a question in the election.

Keep Question, Answer and Comment precise and concise within 2 minutes.

Feedback for candidate:

There would be feedback forms at the reception counter. You can leave general comments or

comments for specific questions for the candidates during the Election General Meeting.

Voting Procedure:

Full member of AIESEC-LC-HKUST, HKUSTSU shall vote only at the voting session in Election

General Meeting.

Member shall go to the reception area to get a voting ballot, fill it out in the designated voting area and

put it inside the voting box.

Our BHAG:

Engage and develop every young person in the world

How do we plan to reach our destination?

AIESEC XP 2015

1. Engagement with AIESEC (EwA)

In this phase, you will be introduced to the world of AIESEC and the different programmes you can be part off in order to gain an integrated international leadership experience. You will learn about the WHY, HOW and WHAT of AIESEC and it will empower you to pick your path/programme to kick start your AIESEC XP.

2. Experiential Leadership Development (ELD)

There are 4 programmes in Experiential Leadership Development (ELD):

- Team Member Programme ( TMP) - Team Leader Programme (TLP) - Global Community Development Programme (GCDP) - Global Internship Programme (GIP)

Similarities and differences between 2010 & 2015

AIESEC 2010 AIESEC 2015

TR TMP

LR TLP

DT GCDP

ET, TT, MT GIP

3. Life-long Connection (LLC)

A life-long connection will ensure the essence of positive change throughout an

AIESEC member’s life. In this way, AIESEC presents each of its alumni a

platform for continuous growth thus enabling them to make a constant positive

impact on society.

AIESEC Terms and Acronyms

AIESEC Way – The essence of the organization that gives a description of the way (manner) we aim to make a positive impact in society, but also describes the way (road) we are taking to achieve what we envision. AIESEC 2015 – Our aspiration in order to get closer to our vision (Peace and Fulfillment of Humankinds’ Potential) AIESEC Experience (@XP) – The leadership journey AIESEC members will go through. It consist of the following phases: EwA, ELD and LLC (read below for explanation): EwA – Engagement with AIESEC. In this phase, young people are introduced to the world of AIESEC through different engagement channels. They will learn about the why, how and what of AIESEC and it will empower them to pick the path to kick start their AIESEC Experience. ELD Programmes – Experiential Leadership Development Programmes. The main programmes of the organization are delivered here. This is the leadership development centre where the members can learn and gain everything from the global leadership network of AIESEC. The ELD Programmes are: TMP – Team Member Programme. Participants are introduced to a practical team experience, gain access to a global network and engage in practical hard skills development. TLP – Team Leader Programme. Participants get to experience leading other members and guiding them in their work. Thus becoming a crucial part of their development GCDP – Global Community Development Programme. This programme encompasses cross-cultural positive impact through working abroad for social and community development projects that lead to self-development and skill enhancement for the member undertaking the programme. GIP – Global Internship Programme. This programme offers internship that contributes to the professional development of a member and assist them to specialize in a certain filed of work. LLC – Life-long Connection. A life-long connection will ensure positive change throughout an AIESEC member’s life. In this way, AIESEC presents each of its alumni a platform for continuous growth, enabling them to make a constant positive impact on society. MC – Member Committee. The National Office of an AIESEC entity LC – Local Committee. The university offices in AIESEC entity PLC – Probationary Local Committee. A Local Committee in a probation stage. EI – Extension Initiative. A newly established Local AIESEC office. TN – Traineeship Nominee. An internship position for AIESEC Exchange Participants (EP). EP – Exchange Participant. AIESEC member who are eligible to participate in GCDP or GIP Programme.

2013-2014 MISSIONTo provide quality exchange experience

AIESEC-LC-HKUST 3 year MISSIONWe cultivate global-minded leaders with entrepreneurial spirit.

AIESEC-LC-HKUST VISIONTo be the first choice exchange and leadership platform within the school campus

AIESEC 2015To engage and develop every young person in the world

AIESEC-LC-HKUST, HKUSTSU

SESSION 2013-2014

PROPOSED PLAN

FOCUS AREA I – Foundation Consolidation

In order to maintain as a quality entity among the national and

international plenary, it is necessary for us to consolidate changes and

learning that we have gained in the year of innovation. Thus, a better

reserve of the resources that could lead us to better development for the

future sessions can be maintained.

1) Talent Pipeline

2) Trainings

3) Develop review and feedback system in LC

LST* LCP

VP (Business Development)

Manager (External

Relations)

Manager (Marketing)

Manager (Project)

VP (Finance & Information

Management)

Manager (Finance)

Manager (Information

Management)

VP (Incoming Exchange)

Manager (Incoming Exchange)



VP (Outgoing Exchange)

Manager (Exchange

Development)

Manager (Exchange

Management)

Manager (Exchange

Management)

Manager (GIP Management)

VP (Talent Management)

Manager (Talent Management)

Manager (Talent Management)

Manager (Internal

Communications)

Executive Board: President and Vice Presidents

Leadership Team: President, Vice Presidents and Managers

*LST

It will be under the responsibility of LCP and the team leader of LST with

the purpose of providing targeted trainings for members based on their

performance management output. It is suggested to be seniors of AIESEC

in HKUST who have trainings experience before.

PROPOSED STRUCTURE

FOCUS AREA II – Exchange Focus

Since exchange is the core-business of AIESEC and the most powerful tool

for us to show the society what our impact is. Thus, we should put exchange

as our focus back, in which each functional area should work towards

supporting the exchange areas and more resources will be invested to

develop a stronger exchange pipeline.

BUSINESS DEVELOPMENT

CANDIDATE INFORMATION

Name: Mathis WONG

Major & Year: School of Engineering, Year 1

Current Position: External Relations Executive

Belief: I strongly believe in creating opportunities so

as to gain and contribute.

CAN I? Improve Continuously And Non-stopping.

AREA VISION

Build a well-known and sustainable brand of first choice leadership and

exchange platform both inside and outside HKUST

ONE-YEAR MISSION

Widely promote the position and message of AIESEC within UST campus

Raise long-term beneficial relationship with companies and HKUST

Create a positive social impact

Develop sustainable relationship with alumni and advisors

Build sustainable pipeline in BD executives

DIRECTION OF BUSINESS DEVELOPMENT TEAM

School Relations

Companies Exposure

Campus Branding

Social Impact

Brandwidth Marketing

Members’ Learning

ANALYSIS ON CURRENT PRODUCTS TO EXTERNALS

Strengths Weaknesses

Close connection with school

officials (e.g. GSO, DAO)

Strong alumni connection

Unclear understanding of

AIESEC among HKUST students

Lack of variety and utility

promotional channels

Insufficient cross-area selling

Opportunities Threats

Alignment of missions of HKUST

and school offices, AIESEC's

platform can gain long term

partnership with school

through providing assistance

Misunderstanding of the

branding and position of AIESEC

Fellow competitors (e.g.

Rotaract) growing in direction

resembles AIESEC, distracting

externals' focus

STRATEGIES, KEY PERFORMANCE INDICATORS AND GOALS

SUPPORTING AREA: SCHOOL AND COMPANIES RELATIONS

Strategies Objectives

Whole-year tailor made

beneficial package for

externals

To increase the number of externals’ support and enlarge

the companies’ exposure

To strengthen the connection between different teams and

the programs they offered

Action Steps Target Partners KPI

Product Packaging - HKUST – Career

Center/ SEng/

SHSS/ Hall students

(6,7)/ GSO

- Companies aligned

with AIESEC values

No. of whole-year

partners (gold, silver,

bronze)

4

Campaigns promoted

with the cooperation of

HKUST and externals

to HKUST students and

AIESEC members

No. of school

partners

2

No. of regular

external reports

3

Regular external

reports Amount of

sponsorship

$50,000

FOCUS AREA 1: CAMPUS BRANDING

Strategies Objectives

Whole year engagement of HKUST students To promote the right message of

AIESEC to all HKUST students

Actions Steps KPI

Digital Campaign during promotion

- Frequent updates on Facebook page

- Mass Collection of emails

No. of ‘likes’ in Facebook

page

+1000

2 Campaigns

- Fall Sem: Skills workshops + EP sharing

- Spring Sem: Informal Y2B/ DLD

(incorporate into AIESEC week)

- Aim: Promote AIESEC

Rraise potential supporters/ enablers

No. of participants in fall

semester campaign

70

No. of participants in

spring semester campaign

100

Regular Publications

- Invitations & recap of @ activities

No. of HKUST students

who have received the

newsletters (hard copies)

300

FOCUS AREA 2: SOCIAL IMPACT

Theme

Position of Post-90s in Hong Kong

Objectives Action Step Target Audience

- To raise the

global-mindset of the

post-90s

- To understand

post-90s position in

Hong Kong society

- To provide a platform

to express the youth

voice

School Tour

(Dec-Jan)

F.1-6

Secondary School

Students (7-8 schools)

Public Speaking

Competition

(Feb-Mar)

F.3-6

Secondary School Students

(50 Participants)

Conference

(Late June)

Delegates – F.3-6

(80-100 Delegates)

Agenda Flow in Conference

Global Hong Kong Self Hong Kong Global

Measurement KPI

Potential Key Partners

- HKUST

- Youth Organizations in Hong Kong

- Companies that aligned with project and AIESEC values

No. of mass

media

engagement

2

FOCUS AREA 3: CONTINUAL ENGAGEMENT WITH ALUMNI

Objectives

To achieve lifelong connection with AIESEC

To allow members’ learning

To provide a platform for alumni reunion/ networking

Action Steps KPI

AIESEC Friday

- Evening event with unique themes

- Allows networking/ reunion

No. of alumni engaged in each AIESEC

Friday

15

Area-Coaching Program

- Coaching/ education sessions in

each area or sub-team meetings

No. of alumni delivering session in each

area

1

TIMELINE P- PROJECT/ MKT – MARKETING/ ER- EXTERNAL RELATIONS

2013

May – June Product packaging and proposal writing

Target potential partners

June – Jul Send invitations for arrangement of firm meeting

Hold meetings with school officials

Jul – Aug Form partnerships

Aug – Sept Mkt Recruitment counter

Oct* Mkt ER P Team formation

Nov ER Mkt1st Campaign

ER1st AIESEC Friday

ERArea-coaching program

Mkt1st publication to HKUST students

Dec– Jan ER1st alumni newsletter

P School Tour

2014

Feb Mkt 2nd Recruiment Counter

ER Area Coaching program

Mar P Public Speaking Competition

ER 2nd AIESEC Friday

Apr Mkt AIESEC week – ER 2nd campaign

May Mkt 2nd publication to HKUST students

June P Conference

AIESEC-LC-HKUST, HKUSTSU | Session 2013 - 2014 | Proposed VP-F&IM Manifesto

FINANCE AND INFORMATION MANAGEMENT


Name: CHU Wai Ho, David

Major & Year: School of Business and Management, Year 1 (4-year curriculum)

Current Position: Organisational Communication Officer

Belief: No matter how bad things go, my heart and my mind will carry my body when my limbs are weak.

SWOT Analysis of F&IM

Strengths Weaknesses • Financial System and IM

System are built already • Good financial base in LC • Large amount of knowledge

and information flow in LC

• Lack of IM pipeline with hard-core IT skills (Code, HTML)

• Other areas not familiar with financial regulation

• Usage of most IM platforms is not utilized

Opportunities Threats • Unlimited supplies of funds • Numerous IT platforms can

be utilized (myAIESEC.net, Podio)

• KM is a more popular framework used to boost up organizations’ performance

• No appropriated IM platform for some operations in LC

• More competitors offer similar programmes that harder the chance for applying fund in HKUST

Vision• Strategic planning to put good use in resources in

order to boost up LC's performance, operations and maintain the sustainability

Mission

• Develop plans to support exchange-focused policy by funds and investment

• Ensure the financial sustainably through financial gatekeep to each area

• Facilitate LC's operations by the implementation of Knowledge Management System


FOCUS AREAS AND STRATEGIES

STRATEGIES, ACTION STEPS AND KPI

FUNDS AND INVESTMENT

Strategies

Set up Developing Fund as a monetary incentive to support the exchange-focused policy (ICX,OGX)

My Plan

Objectives: To encourage the members to achieve higher, recognize their efforts after they fulfil some of the goals, funds provided to support any developing activities of members (Networking events, Training Seminars) Action Steps: 1. Set up the applying and selection criteria. 2. Promote this opportunity to related members. 3. Review the funds application rate and impact (performance of 2 areas) KPI: Percentage of ICX & OGX Members applying ≥50%

Strategies

Process reform, enlarge the pool of International Learning Fund (ILF)

My Plan

Objectives: To promote the concept of internationalism to the member layers through monetary incentive Action Steps: 1. Review the ILF by using data from ILF survey 2. Set the applying and selection criteria with members. 3. Promote the fund from VPsManagersMembers 4. Review in the mid-term and modify the criteria if it is needed KPI: Percentage of Members applying ≥40%

Strategies

Conduct market research to find external funds for our LC

My Plan

Objectives: To generate extra income for LC and provide extra resources to Project Team under BD Action Steps: 1.Conduct market research to find appropriated funds after discussed with VP BD. 2. Collect needed financial statements, plans and apply the targeted funds KPI: Number of external funds found and applied ≥2

F&IMFunds and Investment

Financial Gatekeep

Knowledge Management

Through initiating the

monetary incentive, to

motivate the members in

performance area to

strike for a higher

performance

Emphasize on the financial

gatekeeping, to keep track

on areas’ progresses to

prevent unnecessary

expense

Implement the KM

system to collect data,

information and

knowledge, to ensure the

smooth information flow

and knowledge transit

within or even across LC


FINANCIAL GATEKEEP

Strategies

Review or set up new financial regulations to each area (tailor-made)

My Plan

Objectives: To fit in the structural reform, and prevent unnecessary loss to the LC from violations of regulations Action Steps: 1. Discuss with each VPs about their plans. 2. Decide which team needs extra expense besides daily operations.(BD, ICX) 3. Set up financial regulations and educate the importance to LT. KPI: Number of violation of LC financial regulation 0

Strategies

Tighter tracking to budget of each areas

My Plan

Objectives: Act as a review tool to modify the plan if it is needed in order to keep LC’s financial stability Action Steps: 1. Educate Finance Members the budget tracking skills. 2. Educate the LT about the importance of following budget. 3. Allocate members to each area for facilitation of tracking. 4. VPF&IM directly address the problem with EB if there is big variance KPI: Budget-actual variance of LC ≤-10%

KNOWLEDGE MANAGEMENT

Strategies

Promote KM Culture and collect knowledge, transfer tacit knowledge into explicit knowledge

My Plan

Objectives: Build up the review and feedback mechanism in the LC Action Steps: 1. Introduce the concept and importance of Knowledge Management to all EBs 2. Collect feedbacks and suggestions for every single event. 3. Organize and analyse the data and convert it into information and knowledge KPI: Percentage of events involved KM Process ≥80%

Strategies

Education to deliver the usage of IM platform and the KM culture in the start of the session

My Plan

Objectives: To deliver the importance and benefits of using IM Tools and KM, to boost up the utilization rate. Action Steps: 1. Education with EBs and LTs in the planning stage. 2. After members are recruited, VPs and Managers talk to the members about IM Tools and KM. Finally, mass education to members Flow: [ From EBLTMembers] KPI: Percentage of members’ understanding of IM Tools and KM ≥80%


Strategies

Classify the knowledge, organize the same type and put them onto a platform

Keep track on the materials, utilize them to create new model for further development of the LC

My Plan

Objectives: Make sure the outputs are accessible by the others (including members in or out of LC), to build up the sharing culture Action Steps: 1. Decide each knowledge belonged to which areas. 2. Classify and make glossary to divide output into different areas. 3. Put them onto a platform (NDrive, myAIESEC.net)

Objectives: Experienced members can learn from the history to prevent mistakes and make new initiatives, or stimulate new insights for LC Action Steps: 1. Promote published materials through LT and mass emails. 2. Cooperate with TM to hold discussions or sharing in possible topic (LC Situation, Conference output) 3. Update each output monthly

KPI: Number of outputs created and uploaded to the platform ≥10 Total number of viewers of all materials ≥300

Knowledge Management Flow

Capture Classify Store Use / Add Value

TIMELINE

F IM

Jul-Aug Master Budget Consultation Financial Regulation Account Management

Asset Management

Sep-Oct ( Member Recruitment)

Funds Development Promotion of Funds ( ILF, Developing Fund)

Establish the KM System Knowledge Management Introduction

Nov-Dec Review of Funds and Investment Conduct External and Internal Audit

Develop IM Platform Education to members of KM

Jan Mid-term Review in Budgeting

Develop KM outputs in Fall Semester

Feb-Mar Conduct Funds Research Review of Constitution

Develop IM Platform

F&IM Education

Apr-May Apply targeted funds Review of Funds, Investments

Organize output of KM Internal Analysis of LC

Jun Preparation of Annual Report

Analysis of Membership Database

INCOMING EXCHANGE


Name: Samantha YU Major & Year: BBA(ACCT), Year 1 Current Position: External Relations Executive Belief: Trying your best in every opportunity will always bring

unexpected learning and rewarding experience.

AREA VISION Create quality exchange experience to incoming interns

Become quality international talent access platform for firms

Enforce cross-cultural experience to members from area experience

ONE-YEAR MISSION Deliver quality exchange service to both firms and incoming interns

Develop new initiatives to enhance exchange delivery

Build sustainable long-term relationships with firms

Contribute to the global learning environment within LC

CURRENT SITUATION OF INCOMING EXCHAGE Strengths Weaknesses

Fairly good relationships with current TN takers

Members are capable to raise quality TNs

Lost connection with past accounts

Low retention rate of experienced ICX members

Lack of experience in matching and realization


Global Talent Program offers short term HR solutions to firms

Stipend is lower on average

Enhance employers’ branding as a youth supporting and cultural diversified entity

Firms do not have full spectrum on open diversity of talent

Corporates have their own network to recruit overseas talents

More firms look for Chinese interns who are difficult for Visa application

Local talents can satisfy HR needs of firms

STRATEGIES, ACTION STEPS AND KPI

Raise

Strategies Objectives Action Steps

Market Analysis & Segmentation

Assess the market situation and EP pool supply to enhance matching of TN

Analyze HK job market by reviewing reports and assess EP supply

Sustainable Exchange

Facilitation

Product Development

Sales Talents pipeline

LC-LC Partnership

Partnership Sustainability

Product Development

Specialize in specific market knowledge & needs to customize Global Talent Program for firms

Establish tailor-made materials for sub-products

Cooperate with BD to organize tailor-made events for firms in targeted markets

Develop Sales Talent

Equip members with sound skillset to achieve consistent performance

Enhance sales talent pipeline

Conduct sales education delivered by LST-TD

Encourage participation in national trainings and networking events

Provide subsidy for networking events

Implement Reward & Recognition system

Subsidy to expense in international conference for top sales and top contributor per semester

LC-LC Partnership Improve matching of TN and EP

Contact LCs in targeted countries to form partnership

Apply reverse raising for the batch of EPs

KPI Goal

Number of Raise 16

Number of LC-LC partnership formed 2

Match Strategies Objectives Action Steps

Promote TNs through international network

Increase means of medium to reach EPs

Design promotion materials of TNs

Promote TNs to other LCs through international conferences and GCDP

Promote TNs through online networking platform, e.g. Facebook group of international conference

KPI Goal

Number of Match 10

Realize

Strategies Objectives Action Steps

Assign EP buddy to intern

Constant engagement with interns to keep track on their experience

Prepare reception service

Regular evaluations & integration activities

Conduct regular evaluations with current TN takers

Sustain partnership for re-raise TN

Keep track on their experience with interns

Conduct evaluation in intervals

Ask for needs of new HR solution

Organize campaigns to engage past and current TN takers

Sustain long-term partnership with our LC

Cooperate with BD to hold 2 events

Invite our TN takers to be speakers or sponsors

KPI Goal

Number of realize 8

Number of re-raise 3

Action Plan 2013-14

*Based on figures of session 2012-13, there will be an expected increase in performance by above strategies

Apr - May Market analysis & segmentation Product development

Jun - Sep Summer Raising Contact for LC-LC partnership Evaluation with TN takers

Oct - Nov Team Formation Sales Education 1st Campaign (Cooperate with BD) Matching & Realization Integration activities

Dec - Jan Raising peak Reward & Recognition TNs promotion through international network Target: Raise:6 Match:4 Realize:4

Feb - May Integration activities Matching & Realization 2nd Campaign in AIESEC week (Cooperate with BD) (in MAY)

Jun Reward & Recognition Transition of accounts Target: Raise:16 Match:10 Realize:8*

OUTGOING EXCHANGE


Name: Sharon LAM

Major& Year: School of Business and Management,

Bachelor of Business and Administration, Year 1

(3-year curriculum)

Current Position: External Relations Executive

Belief: I hold firm my belief that inspiring people and

bring them to development is not a dream, but the

future that we altogether contribute to make it comes

true.

AREA VISION

As a key position to equip people with global mindset

AIESEC exchange is perceived as an indispensable part for personal

development

ONE-YEAR MISSION

To provide high quality exchange experience to young people and

generate self-realization and personal growth

Enlarge exchange impact in university campus to showcase

internationalism

ROLES IN SUPPORTING OUR LC & AIESEC-HK

Ensure quality exchange experience with personal development

Deliver exchange impact to the entire LC

Generate exchange atmosphere to encourage people to go on exchange

Equip members with global vision by the exchange experience to prepare

for leadership role

ANALYSIS ON OGX PRODUCTS (GCDP & GIP)


(GCDP) People-oriented

service

Assign EP managers to each

EP for the entire exchange

process

(GCDP) Lack of EP managers

training

(GIP) Insufficient market analysis

on EP pool and TN pool to

increase the matchability


(GCDP) Form programme-based

GCDP partnership with school

(GIP) Large science and

engineering school with talents

for specific internship

(GCDP) Expectation mismatch

(GCDP & GIP) Great

competition from other

exchange program


EXCHANGE DEVELOPMENT TEAM

Strategies KPI Goal

Organize GCDP

campaign

Objectives:

1. To boost the

number of EPs

2. To consolidate

EP learning

3. To promote

AIESEC

eXchange to

HKUST

students

EPs write journals about

their exchange and learning

during exchange

EP managers conduct

constant tracking and

appraisal form to evaluation

EPs’ development (cultural

understanding, adaptability,

project engagement,

self-realization, etc)

Top 10 EPs give sharing

presentation-“Youth

Dimension” (Feb-Mar 2014:

Winter EPs, Oct-Nov 2015:

Summer EPs)

Top 3 presenters:

certificates+ publication of

journal summary in media

No. of students

drawn to

recruitment

talk

150

No. of

application

forms received

80

No. of forms

raised

65

No. of EPs

realized

55

No. of

evaluation/ EP

4

No. of journal

summary

published

6

No. of

audience/ talk

100

EXCHANGE MANAGEMENT TEAM

Strategies KPI Goal

Provide training to

EP managers

Objectives:

1. To provide

concrete

guidance to EP

2. To enhance EP

tracking

effectiveness

Provide training sessions

delivered by AIESEC alumni

(coaching skills, expectation

setting skills and goal-setting

skills and guiding skills)

No. of training

sessions

2

No. of alumni

invited

2

No. of OGX

members/

session

12

Partnership with

school

(programme-based

GCDP exchange)

Objectives:

1. To provide

more quality

exchange

experience

2. To promote

X+M+L

Approach the

Interdisciplinary Program

Office (EVMT students)

and the School of

Humanities and Social

Science (GCS students)

Enhance emphasis on

environment projects and

cultural education project

respectively

No. of students

drawn to

recruitment talk

(both winter and

summer X)

80

No. of

application

received

65

No. of form

raised

45

No. of EPs

realized

40

GIP TEAM

Strategies KPI Goal

Market analysis on

EP pool and TN

pool

Objectives:

1. To generate a

sustainable

projection on

EP pool and

- Identify and segment

potential EPs into

categories

- Understand their

preference for interns

(MT/ TT/ ET)

- Analyze TNs (MT/ TT/

ET) available in AP and

CEE

No. of AIESECer

updates (3 years

of alumni + Year

2, 3)

200

No. of analyzed

TN continents

2

No. of analyzed

TN counturies

10

No. of raised form 8

TN pool

2. Increase

matchability

- Analyze TNs

requirement

No. of EPs

realized

5

QUANTITATIVE GOALS

Q3 Q4 Q1 Q2

oGCDP Ra 50 60

Ma 45 65

Re 2 40 5 55

oGIP Ra 3 5

Ma 3 4

Re 2 3

APR-MAY: approach school for programme-based GCDP

JUN: form partnership with school

JUL, AUG: EP tracking, evaluating (1213 XM)

SEP: reintegration party, winter eXchange promo (1213 XM)

OCT: reintegration party, XM succession, (1213 XM), GV planning (XD), EPm training,

XM succession, GCDP recruitment (XM), EP pool

research, promo (GIP)

NOV: SRB (1213 XM) , mass preparation session 1, YD

planning(XD), EP goal setting, expectation setting (XM), TN

pool research (GIP)

DEC: mass preparation session 2 (XD), EP raise, match, realize

(XM), raise (GIP)

JAN: realize (XD), EP tracking (XM), match (GIP)

FEB: reintegration party (XD), 1314 summer XM recruitment,

EPm succession (XM)

MAR: GV, YD preparation (XD), summer eXchange promo, SRB

(XM) EPm succession (summerXM)

APR: GV, YD (XD), mass preparation session (XM), EP

goal& expectation setting, raise(summerXM)

MAY: match (summerXM),

JUN-JUL: realise, EP tracking (summerXM), realise (GIP)

TALENT MANAGEMENT


Name: Eva WONG

Major & Year: BBA, Year 1 (3-year curriculum)

Current Position: Talent Management Officer

Belief: Be the change I want to see.

AREA VISION

Provide the finest learning experience for members,

nurturing change agents in the society to achieve the

vision- peace and fulfillment of humankinds’ potential

ONE-YEAR MISSION

With sound tracking system, members and leaders will gain a fruitful year

with various learning opportunities planned.

ANALYSIS ON CURRENT SITUATION FOR TALENT

MANAGEMENT TEAM


A big talent pool, playing a

significant role in national

development

Short AIESEC experience of

members on average

Ineffective performance

tracking system

Susceptible to others’

cooperation


Enlarged member pool due to

change of curriculum, enabling

more diverse member

combination

Fellow competitors, distracting

talents’ attention

Wrong perception of students

towards AIESEC, deterring

talents from joining

FOCUS AREA OF TALENT MANAGEMENT TEAM


PERFORMANCE TRACKING

Strategies Objectives Action Steps KPI

Quantify and

assess the

achievement of

different teams

and growth of

members

Involve

members,

enhancing

ownership of

the

organization

1) Job

Description

Tracking

-Every team

leader is to fill

the target and

achieved

column for

performance

Appraisal

-Frequency:

every quarter

No. of JD

tracking

every year

4

Completion

of the form

100%

Deliver a

year-end

report to every

member

2) Competency

Tracking

-compulsory

completion of

Completion

of the form

100%

Performance Tracking

Designed Member

Education Cycle

Consolidate members learning

New Initiatives Enhance LC bonding

CAT of

members in

myaiesec.net

-Frequency:

3 times a year

%. of report

delivered at

the end of

year

100%

Middle

Management

Layered

system

enables more

communication

among the

team

Personal

Development

Talks

1) TM Senior

members to

managers

2) Each manager

and senior

member from

functional areas

to new

members

No. of talks

carried out

every

semester

4

Talent Pool

Analysis

Identify

relationships

between

certain

occasions and

motivation

Regular review of

members’

engagement

according to

events they join in

AIESEC

No. of report

formed

1

MEMBER EDUCATION CYCLE

Strategies Objectives Action Plan KPI

Analysis on

results of

Competency

Assessment

Tool done by

members

1) Recognize

the learning

need of

members

2) Tailor-made

the learning

cycle of

members

1) Collect data

from current

and new

members

2) Set themes

of learning

circle

according to

% of

completion

of current

and new

members

100%

the result

(most

commonly

lacked

quality)

No. of

analysis

report

1

Repositioning

of Mass

Meeting

Fully utilize the

occasion to

reshape

culture of the

LC

Themes to be

set after

collection of

data

abovementioned

Attendance

rate

70% (fall

semester);

60%

(spring

semester)

% of

members

attending

from each

team

60%

NEW LC BONDING INITIATIVES

Strategies Objectives Action Steps KPI

Newsletter for

internal use

Enhance

members’

knowledge

about the

LC and

AIESEC

Include area

achievement

monthly,

No. of

copies

printed

monthly

40

Apply

Reward

and

Recognition

Name of award

winners and

achievement

listed

BRIEF TIMELINE OF TALENT MANAGEMENT OPERATION

O’Camp

JUN

NE

Recruitment

AUG

Performance Tracking

FEB OCT DEC

Recruitment

MM MM MM MM MM MM MM

APR JUN

Notes:

LCVPEGM booklet

Documents

Transcript of LCVPEGM booklet