Manifesto Ayush Jaiwal
-
Upload
ankit-goyal -
Category
Documents
-
view
241 -
download
0
description
Transcript of Manifesto Ayush Jaiwal
Section A | Opening Note
You must be the change you wish to see in the world. Mahatma Gandhi
I far as I can remember I have always followed this with my heart. Since I was a kid all I wanted to be is
a change agent, to bring change to the world and I have always believed this as my purpose in my life. I
think that everyone wants to make a change but no one wants to get up and do it, everyone wants
others to do it for them.
Prior to joing AIESEC I was involved with many societies and fests in the campus and I used to look for
opportunities that aligns with my purpose and my principles. But none gave me the satisfaction of
working towards something good, something great.
Joining AIESEC gave me a clear view about what I want in life and what I expect from life. This experience made me a more aware person, more determined and hard working. AIESEC gave me the joy
of working for a change and now I think I am capable of giving something in return and make a change
of my own. I want to step up, take this opportunity and make the best of it, influence and try to change for the better of the entity that in the past gave so much to me.
My motivation comes from passion for this area and from determination. I strongly fight for things I want and believe in, I never give up!
AIESEC Thapar University is constantly growing and we are growing with it. This journey has got me into another level of thought process, confidence and thrist. A thirst to have a bigger change, to be the
change and to 'revolutionize' the meaning of change.
Let’s ’Revolutionize Change’.
Section B | Personal Information
Name Ayush Jaiwal
E-mail [email protected], [email protected] Phone No +91-8872230050, +91-9050982959
Address H.No. 262, Sector-14 Rohtak-124001
Date of Birth October 3, 1991
Academic Qualifications
Year Degree/Certificate Institute/School, City CGPA/%
2014 B.E. (Electronics-Instrumentation &
Control Engineering)
Thapar University, Patiala 6.5/10.0
2009 Class 12th, CBSE Tagore Public School, New Delhi 83%
2007 Class 10th, CBSE Model School, Rohtak 96.4%
Academic Achievements • Top 1.5% among nearly 450,000 aspirants appearing for IIT-JEE 2010.
• Received the certificate of merit in Maths, Science, IT in class X Boards and in English in XII
Boards.
• Won the North Zone Round of Intel-CBSE Science Talent Discovery Fair (2005) at Gurgaon and
Represented North Zone in the National Finals at Bangalore in 2005.
• Won the State Level Environmental Science Quiz in 2006.
Additional Experiences
Skills Excellent/Good/Average
MS Office Excellent Internet Excellent
Adobe Photoshop Good Business Development Excellent
Marketing Good
Market Research Excellent Event Management Good
Extra-curricular Activities
Working as an active member of Dramatics team, TNT (Thapar Nautanki Team) of the Thapar University.
Active member of Literary Society of Thapar University.
Joint Secretary of SPIC MACAY, Thapar University Chapter.
Interests Photography
Dramatics
Blogging
Swimming
Billiards/Snooker
Travelling
Music
Section C | AIESEC Experience
1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your
contribution/performance, as well as the main learning you derived from each role.
2. What have been your main achievements and non achievements in AIESEC in the past?
(Mention a max of three each)
Achievements
1. Getting selected as Manager, Business Development, managed to expand into NUL, Patiala
2. A life changing experience as the GCDP in China
3. Attended SRC as the OC where I learnt more about AIESEC and understanding its full value
propositions.
Non-Achievements
1. Not becoming TL BD
2. Not getting selected in JNC On site OC
3. Failure of Smokilling as the social cause event
These Achievements and Non-achievements have been a learning experience throughout, its because of
these what I am today! I have seen a substantial growth within me as a member, Manager and as a
person. I have become more matured with my AIESEC experience.
3. Describe the experience of being a part of the Leadership Body/Management Body of AIESEC
Thapar University. How do you think other members on the team would evaluate your
contribution to the team & LCs organizational direction?
The experience of being a part of the Leadership Body/Management Body of AIESEC TU has
been a really challenging and a satisfying one. My first task after coming in the MB was getting
contacts in RGNUL, then organizing an Information Seminar and setting up a first step in the
direction came with lots of difficulties and bottlenecks. Though we were not able to raise any
one from RGNUL this time, the whole experience provided me with a vast knowledge of how to
penetrate into a potential OGX market. The first step into MB was actually the hardest,
because then I had an amazing set of people around me, always on their toes to help each
other. It was like I found a new family.
It is simply great when you meet people who share your thoughts and dreams.
What AIESEC TU is right now, is because of this awesome team!
4. What are your three basic Learning’s/Values for life, which you have derived through your
AIESEC experience? (Answer objectively)
Patience
Understanding people
Getting up after failures
Section D | Motivation
1. Why did you decide to run for LCC of AIESEC in Thapar University? What are the qualities
required for this role & what makes you best suited for this role?
I am applying for this term because I want to make a difference in our organization, in my life
and in the life of others. Being part of this organization has always been a great passion to me, I
have always enjoyed even being a part of this big machine, adding to it and benefiting from
other experiences and knowledge; and with no doubt, I have met some of the most
knowledgeable people I know. Today is the time I take a bigger step and aim higher, have a
larger part and give more to the platform that offered me great experience and knowledge, as
time passed I realized that the more time I invest in AIESEC the more experience I get, hence,
the decision to invest more time in it.
The main motivation to apply as an LCC stems from the urge of having a greater impact on this
entity, I have a vision for the part I am leading and I am striving to apply this vision to make a
change. The contribution I offer isn’t only limited to performance and commitment, it also
includes an addition to the entity spirit.
For this role, I believe LCC need to possess;
2. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or
otherwise). Ideally, how much time should an LCC give to his role?
A leader has to be available to his team every time and leadership doesn’t follow any
time specifications. And I am ready for such commitment. Plus working in an
organization such as AIESEC I have learnt how to manage my time well.
Apart from that I will be busy in March & September for two weeks for my Mid-semester
Tests and in May & December for three weeks for End-semester Tests.
Regarding the amount of hours, I actually don’t think it’s about a fix number. There will
be weeks where you must invest 25 or 30 but others when 45 hours will not seem
enough. But on an average, if I have to say it will be around 42 hours per week.
I consider is not about the amount of hours, but about the results and process you can
reach from those hours, how effective you can implement your time and the of your
team members.
3. What is your vision for AIESEC in Thapar University for the year ahead? What legacy would you
want to leave behind? Also, frame a mission statement for the LC for 2013.
I want to see AIESEC TU developing as an entity as I have done as an individual. Becoming an
OE, then concentrating on operations and programs to sustain a stable and constant growth
figure. Create leaders that would take it to the newer heights.
Mission Statement
We aspire to be relevant by pioneering Youth Leadership and by becoming the first choice
partners in the region, thus creating a positive mark on the society.
4. Describe your leadership style? Explain how your style will be suitable for AIESEC Thapar
University in it’s current state.
I think AIESEC in Thapar University needs an Aggressive and Aligned leadership. Leadership that
knows its current stand and strives towards what it wants to achieve while keeping in mind the
vision of the organisation. I believe that I am perfectly aligned with AIESEC’s vision and what it
stands for. As a leader I am passionate towards what I do and whom I lead. At the same time I
have an aggressive approach towards my targets. In my term I have aligned my department to
our vision and made sure that the experiences that we deliver are of the best quality possible.
AIESEC in Thapar University requires leadership that is Strong but not stronger or bigger than the
organisation and its beliefs. A leader should never be bigger than the organisation and I
completely agree with this.
AIESEC in Thapar University needs a leader who has Faith and Belief in his/her ability to lead
change. I do not lose faith in my beliefs easily. I have believed in myself and my team and the
ability to create and adapt to change throughout this year. We changed the way we operate and
the way we think and I am happy to have successfully led this change in my portfolio.
Section E | General Questionnaire
1. Make an analysis of AIESEC’s key competitors in the region (Local Chapter Geographical region)
and what challenges they present to AIESEC and what can we learn from them.
As far as our core operation is concerned there are no competitors in the region.
No learning, as AIESEC is much better than the other external organizations is its operations and
processes.
Section F | LC Administration
1. List down the different aspects of the job role of an LCC.
Aspects Job Role Action Plan
Management and
Accountability
Financial handling and auditing
Reporting on Entity’s status to
national level
Strengthen the management of
entity to ensure efficiency,
accountability and sustainability of
operations and processes
Manpower management to ensure
performance tracking, accountability
and synergy between the
departments
Task force creation
Timely reporting/ auditing
Proper paper work to be carried out
Defining team purpose and goals
Strategic Planning Responsible for the direction and
development of the Local Committee
Channelizing Strategies and
implementing them effectively
Heading all the task forces
Stress on focus areas
Aligning the targets with National
goals
Making sure that MB attends the
commission and report back
Focussing on the major focus areas
set for the term
Administration Maintain University Relations
Identify and develop culture and
identity of the entity
Board of Advisor management
Implementation of proper processes
and operations
Regular meetings with Board of
Advisors
Operational and strategic tracking
Representation Representing the Local Committee in
at national/international
forums/conferences and all external
events
Being present in all the External and
Internal forums/events/conferences
along-with the MB
Leadership Body
Management
Reviewing the MB performance
Training to the MB
Leading MB
Leadership pipeline
Monthly and quarterly reviews
Internal LEADs
MC visits
2. Analyze the trends of the past two years (including 2012) of AIESEC Thapar University’s strategic
direction (include performance & culture). How do you see the organization direction of AIESEC
Thapar University’s shaping up in the coming two years? Also, give a SWOT analysis of the LC for
2012.
SWOT
3. What focus areas do you propose for AIESEC in Thapar University in 2013? Give action steps that
will contribute to these focus areas.
Focus Areas Action Steps
Driving growth in programmes Strengthening Exchange departments by more
members and operational training for members
Expanding exchange market
Marketing campaigns
More EwA activities
Marketing and IM Partnerships with Media (Radio, Print, Outdoor,
Online) and with other external organizations
Extensive Marketing through physical and online
modes
Specialized recruitment for Marketing and IM
External collaborations for Marketing training for
members
TL IM to be introduced in LB
Leadership and culture management Setting up of department culture
Regular MBM’s and GBM’s
Proper engagement plans for the LC Members
Conducting EB Team days, EB-MB team days, LC
Days
Introduction of a two day ‘Local Strategic Seminar’
University relations Setting up of a BoA
4. Propose the organizational structure that you plan to follow for the next year including the middle
level management, functional roles as well LC entities.
Task Force:
For Q2, after a stable membership in hand, I plan to create two task forces from the MB for
better efficiency and working of the operations and processes.
Local Committee Coordinator
TL OGX
Manager IR
Exchange Coordiantor
TL OGX
Manager IR
Manager oGIP
TL ICX
Manager iGCDP
Manager iGIP
TL TM TL BD
Manager Events
Manager ER
TL Finance TL Marketing
Manager Partnerships
Manager Social Media
TL IM
5. Layout a synergy plan & accountability structure between different portfolios in the LC. How will
you as LCC ensure you track common bottom-lines of two VPs? (Also consider LC Entities, EwA
and LLC activities into account)
ICX OGX Marketing IM BD TM Finance
ICX IR Strategies,
LC – LC
partnerships,
TMP TLP On
Exchange for
OGX Raising
Forums/Session
to get
volunteers.
Knowledge
Management,
Virtual Spaces,
myaiesec.net
Project
implementation
through MDPs
Talent
Planning
Support, MB,
CEEDs
Finance
Model,
Budget,
Project
Feasibility
OGX IR Strategies,
LC – LC
partnerships,
TMP TLP On
Exchange for
OGX Raising
Online
Campaigns,
Partnerships,
Events
Feedback
Mechanism,
Website
Promotion
Partnerships Recruitment,
EP Induction,
CEED, Talent
Planning
Investment
in CEEDs
Marketing Project
Documentation,
Reports, XP
Sharing
Expansion
knowledge
Feedback
Mechanism
Product
Packaging,
MDPs
Member XP Budgeting
of LC
merchandise
(T-shirts &
bands etc.)
IM External
Communication
Feedback
Mechanism,
Implementation
of policies
Partnerships Partnerships Member Data,
Documentation
Financial
tools
BD Project
knowledge,
Funding
Talent
Sponsorships,
Event Selling
Product
Packaging,
Standardized
Proposal
Knowledge
Management
Training Event
Selling, In-
kind support
TM TMP TLP On
Exchange,
Appraisals
Raised EP data
Promotion for
TMP,
Partnerships,
Campaigns
Database,
myaiesec.net
LEAD partner,
Recruitment
partner
RnR,
subsidies,
CEEDs
Finance Logistical
Management
Budgeting Publications Funding for
communication
channels
Planning
according to
budget deficits
RnR
6. Give an activity calendar of AIESEC in Thapar University for the year 2013.
Event Objective Time Line
Recruitments Membership February
Youth to Business Giving the youth an
opportunity to interact with
the Corporate
February
Global Village OGX centric March
LCM MNC preparation meeting March
Corporate Fair & Flash Mob A outdoor media strategy to
attract local businesses
towards AIESEC TU
April
EPIC Induction April
LCM JNC preparation meeting June
Empower Lead Session at multiple
places
July
Recruitments Membership August
Local Strategic Seminar Operational training September
LCM Post NSC planning October
EPIC Induction October
Recruitments Membership November
Awards Night RnR December
LCM Last LCM, passing on the
baton
January
7. Critically analyse the culture of AIESEC in Thapar University. What aspects of the current culture
will you retain and what aspects will you change in the coming year? How do you plan to do the
same?
The culture of AIESEC TU is in it’s nascent stage. We are doing good in membership retention but a
lot has to be done. The members are not much aligned with the MB and LC goals, very low
accountability and sense of ownership is there.
The thing which I would like to maintain is the bond and the dedication.
As AIESEC in TU is a young entity, it can still be moulded in a good shape, so we can definitely add
something to it rather than changing cause luckily there are no negative trends because there are no
trends. I would like to introduce following things which will bring the sense of ownership,
professionalism, synergy, accountability and respect for the hierarchy:
Formation of core values and making sure that they are followed.
EB and MB having their own stand and vision aligned with LC’s vision.
Setting up of department culture
Respecting the hierarchy
Getting the members connected with the higher purpose and vision
Proper engagement plans for the LC Members
Conducting EB Team days, EB-MB team days, LC Days and LCongs.
Section G | Programmes
1. Please give your (probable) targets for the next year. Please justify the same.
GCDP ICX GIP ICX GCDP OGX GIP OGX TMP TLP
Target 20 10 80 5 100 25
Minimum
Promise
15 5 60 0 70 18
2. State your understanding of the inter-relation between the 4 ELD programs. What do you
propose for 2013 that will ensure capitalization of this inter-relationship?
Please refer to TM and programs section for the action plan for capitalization of the inter relationship.
3. List down any innovation(s) that you intend to bring in Program departments/teams.
GCDP OGX
I plan to create two specialized units, one in RGNUL, Patiala and one in Kurukshetra.
Global Learning
Environment
Leadership Opportunities
GIP
TMP
TLP
GCDP
Stress on CEEDs
GIP OGX
Tapping on the vast engineering market we have in the college, plus the MCA/MBA
market, which can provide a stable operation.
Setting up of a GIP OGX board comprising of faculty members from the university.
Task Forces
As mentioned earlier, I plan to create two task forces in Q2. Please refer to question 4 in section
F.
Section H | Functions
External Relations
1. What is your understanding of External Relations and Business Development? What all according
to you falls under the purview of the portfolio?
Anything that happens outside the University, and outside the organization, is the area of
responsibility in Business Development. The main goal is to attract, create and build partnerships
with external organizations via different products and platforms that we provide and use to maintain
the relationships. This involves resource generation, in kind generation, BoA management,
partnerships and MDPs. Creating new events and products which in turn help in boosting the
operations also comes under this portfolio.
2. Give your (probable) ER target for the next year. Justify the same, considering the ground
realities faced in the LC in 2012.
Last year we were able to generate 2.2 Lakhs for Smokilling, and that was because of a good
product and a good selling technique. I am sure with new products coming up and after Y2B plus
with a proper BoA, we will be able to generate 2.5 lakhs easily.
Getting members on Advisory Board and meeting with them at-least 4 times a year
Maintaining CR Tool
Market research team
Proper research and Planning
Product Packaging
Stress on product creation
Better sales kit and preparation
Doing MDP’s so that it supports Exchange Portfolios as well as
3. What sources of revenue do you propose that will bring in regular income to the LC (apart from
direct exchange programs)?
Financial Management
1. Describe your understanding of the role of Vice-President Finance in the LC.
The Finance department takes care of all earnings from various sources and efficient and
economic utilization of these earnings in various projects. The members of the finance team are
engaged in all financial aspects of our work. This extremely multifunctional work field consists not
only of classical financial business like accounting or controlling but also of the area of project
support and consulting.
Ensuring transparency and clarity in all financial matters is one of the most important tasks of TL
Finance. Budget preparation and reviewing plus presenting the inflow/outflow to the entity is the
responsibility of TL Finance.
2. Define a financially sustainable LC. How do you envision AIESEC Thapar University in 2013 with
respect to financial sustainability?
A financially sustainable entity is one, which can support its activities and events through its
operations. Technically, inflow is always greater than the outflow.
Action Plan:
Interpreting the number of exchanges to be done in the entity in that quarter
Pricing of products
Making strategic moves to make sure that growth brings maximum money in.
Investing model to be designed
Book-keeping
Accounting
Tally
Planning and determining areas of investments
Passing budgets for events
Making proper and concrete processes and policies
3. Attach an outline budget with respect to your ELD program targets, including ER income from
events, collaborations etc.
Inflow
Source Amount
External Relations 2,50,000
Operations 1,80,000
Total 4,30,000
Outflow
Expenditure Amount
ICX (Intern Parties, Reception etc.) 60,000
Events 1,20,000
LCMs and LC Day 50,000
Contingency and Travel 50,000
RnR 30,000
Expansion Initiatives 20,000
Total 3,30,000
Balance 1,00,000
Fixed Deposit 50,000
Amount with Entity 50,000
Talent Management
1. What is your understanding of the distinction between TM as a function and TM as a program?
Evaluate the performance of both in 2012.
TM as a Function involves:
Recruitment drives
PGS
Promotion and Induction
Departmentalization
Preparing learning modules
TM as a Program involves:
Good TMP/TLP experiences
Strengthening membership base
2. Analyze the recruitment’s conducted this year. What innovations do you propose in the existing
processes to make them even more effective for next year?
Recruitments held this year were the first recruitments ever held in AIESEC TU and we also got a
good response. Where we lacked was the Marketing strategies that were employed plus the
selection criteria. Also recruitments were held late and thus all the new recruits missed the RYLC.
Innovations to be proposed this year:-
Capturing the good first year people during the first month only
Talking to parents during counselling
LEAD session to be delivered
Promotional events to be done during recruitments
Training the selection team well before selection starts
Timely promotions, timely selection and induction before RYLC.
Marketing
1. What emphasis does Marketing as a function hold currently for AIESEC in Thapar University?
Critically analyze the same. Also evaluate its contribution to growth in ELD programs.
Marketing as a function in AIESEC TU is in a very bad shape, till now it just had the importance
of a designing team. Also, a good membership strength is necessary which lacked this year.
I don’t relate the success of our programs with marketing because comparing the products and
the opportunities we had to offer, marketing was a low affair this year.
2. How should Marketing evolve in the LC in 2013? How do you see it contributing to ELD programs
in 2013?
o Marketing as function is very critical to the growth and success of AIESEC in TU. With so
many engagement opportunities for students at the university level, right from the
starting of recruitments, we need to have properly devised marketing campaigns.
o Specifically trained teams for handling physical and online campaigns.
o A separate media and PR team to boost partnerships through various channels.
o Recruitments for IM and marketing to be done separately
o External training sessions for the team
As I have already mentioned, I plan to expand AIESEC TU’s outreach in the region. Marketing will definitely play an important role in this because for externals what this portfolio
showcases is us.
As for ELD programs, marketing can help them grow exponentially.
Showcasing what is required/needed
Tapping the right market
Initiating strategies and partnerships at the right time.
Creating a good internal brand for AIESEC TU
Also maintaining a proper external image for us