Specific Questions

1. Make the SWOT of the Alumni Development Area covering both the national and the local level.

National Level

Strengths WeaknessesNational BOA Alumni – very engaged;Wide alumni network (over 1000 contacts);AIESEC 21: good promotion strategy & ELAassociation;Member of AIESEC Romania in the Alumni GlobalSupport Team;AIESEC Scholarship – 1200 euro raised;Connecting with alumni through LinkedIN;Constant communication with alumni;Update of the alumni database – 400 contacts;First alumni NST;Collaboration with AIESEC Bucharest on localevents;Chair of BOA wishing to continue for anotheryear;Development of the alumni strategy with BOA;Alumni Involvement award in RYLF.

AIESEC 21 – lack of involvement of members;No applicants for Alumni Development in MCC 1;We cover only around 30% of the alumnicommunity;Few participants in LOT;Lack of collaboration in generating GIP incomingthrough alumni;

Opportunities ThreatsSocial entrepreneurship – growing trend that ouralumni can start;Collaboration with TMI for LOT;Mentorship platform in collaboration to AIESECBucharest;Developing an internal platform like e-jobs;Developing AIESEC Scholarship in BOA Corporateand through partners as well;Resourceful alumni community (sakes,education, GIP incoming);

CROS Career Orientation Program;Few job offers on the market – our alumni maychoose to move to other countries;65% of former MC members temporarily workingor moved to a foreign country;

Local Level

Strengths WeaknessesAlumni Associations developing (AIESEC Iasi andAIESEC Craiova);6 LCs having AD as a strategical position;BOA Alumni implemented at LC level (AIESECBrasov);Alumni involved in organizational development(chairing, training, facilitating, EB elections, etc.)Good collaboration with MC VP AD (especially inAIESEC Bucharest);

Many LCs still not seeing the strategic role of theAlumni Development position;Most alumni do not understand and arereluctant to the new structure;Most LCs do not have a pipeline of members forthe AD area;Most LCs do not implement H4TF yet;In some LCs, the ARM position is not a strongfocus;

Opportunities ThreatsAlumni Development becoming strategic positionfor the next term;

Alumni in many LCs choose to change city, thusmaking communication harder;

Alumni with own companies – pool for CorporateDevelopment;Few work opportunities – pool for GIP outgoing;

Other NGOs offering similar products for alumni(especially in Bucharest);

2. Write down the main pillars and their steps of implementation of your Alumni DevelopmentStrategy for the year 2012 – 2013 taking into consideration the vision 2015.

Reconnect

Cross-generational

positive impactthrough alumni

BOA & Association - GCPs from LCs that already implement them(AIESEC Iasi – Association and AIESEC Brasov –BOA)

- Support and consultancy from MC level- Indentify alumni that can be pillars for growth in

every LC- Develop a framework of implementation together

with the NSTEvents - Assess the alumni market for needs

- Plan & deliver AIESEC 22- Develop local and national initatives to cover needs

Communication - Facebook & LinkedIN communication- Internal platform like e-jobs- Segmentation (early career, mid career, late

career)- Monthly newsletter

Re-engage

Responsible &entrepreneurial

leadershipthrough alumni

H4TF - Partnership for delivering (Training & HRCompanies)

- Development of H4TF program- Development of LOT- Career orientation program for every LC- Collaboration with TD for competency assessment

Project Prototyping - Assess market needs- Generate ideas to cover market needs- Involve alumni in fast prototyping (feedback,

consultancy)- Sustain initatives through alumni

Role model concept - Partnerships for promoting change agents (GCP –AIESEC Craiova – Adevarul de Seara partnership)

- Alumni presence and involvement in conferences(GCP – RockMe – Teia Catana)

- Media partnerships for promoting AIESEC 22- Alumni awards in RYLF 2012

Leverage

First-choicepartner for

alumni

Financialsustainability

- Alumni investment in projects (project prototyping)- AIESEC Scholarship investment

Coaching &Mentoring

- Mentoring platform- Coaching and mentoring for EBs- Preparation in conferences

Organizationalobjectives increase

- GIP + TLP from alumni (raising alumni for GIP)- TN takers for GIP incoming and GCDP incoming

(NGOs) coming from alumni

3. Write down the description and the plan of implementation for minimum 2 new products thatthe Alumni Development area can deliver in the year to come and generate money.

Product Description Plan of implementation

Alumni Events

Though it is not necessarily a newproduct, creating events for alumniis the most simple and efficientmanner to generate money. Thekey is to create events based onthe needs that they have, organizethem and gather money fromestablishing moderate fees.

- Assess the alumni needs- Fast prototyping for generating

ideas- Feedback from BOA- Event organization- Event promotion

AlumniAssociation

Another concept that, although notnew, can generate revenues forAIESEC and for the Alumni, throughdevelopment of common projectsand initiatives.

- GCPs from LCs that have an AlumniAssociation

- Framework for creating an AlumniAssociation

- Identify key alumni of each LC- Establish Alumni Association- Create common projects

NationalTrainers’ Pool

Many of our alumni own or workfor companies which need trainingson different topics that AIESEC cancover. We can charge thosetrainings at a much smaller pricethan a professional companywould.

- Assess market needs- Create a portfolio of the NTP

together with MC VP TD & productdevelopment

- Product packaging- Sell the NTP portfolio

Alumni SummerCongress

It is an idea that has been plannedbefore but never realised. Wecould make an alumni congress, inthe from of a national conferencewhere alumni can come for teambuilding activities and also fordebates regarding national interestissues. We can bring professionalcompanies for team buildings oruse alumni working in this area (ex:Stefan Craus) and also bring aspeaker for the debates and getrevenues from selling theconference to partners or fromalumni fees.

- Fast prototyping and ideagenerating

- Feedback from BOA- Identify key alumni for promotion

in each LC- Find speaker- Find team building companies- Establish date & location- Promote the conference to alumni- Partnerships for the conference- Agenda organizing

4. Taking into consideration that starting with the next year the Alumni Development will be astrategic position please detail the educational plan that will be delivered to your VPs andspecialists. ( content, time of delivery)

Analyzemembership

Assess themarket

Create atimeline

Identify keymilestones

of educationcycle

Developspecific

frameworks

Analyze membership [April-May - Transition]We need to assess the country and see exactly which is the level of the Alumni DevelopmentVPs or specialists (if there are new members, if they have had a transition, etc.). This can bedone through skype meetings with the new ADs or needs assessment with the current ARMs.Assess the market [April-May – Transition]We also need to assess the market we are adressing, meaning the alumni – what they want, whichare the trends shaping in the external environment in which they work. If we know exactly what ouralumni want from AIESEC we can prepare our VPs and specialists accordingly.Create a timelineWe have to see which are the main activites and products that we want to deliver for our alumni andwhen they should happen, in order to prepare the country before them.Identify key milestones of the education cycleWe can very well see the most important events or processes that need to happen during a term andwhich conferences are happenning before them, to make sure everyone is prepared and aware ofwhat they have to do (ex: RockME – preparation for AIESEC 22). This does not necessarily requireagenda and preparation, but mostly they are the time where you have most of the Ads present andyou can ask for feedback, deliver information or assess the local status. Furthermore, an importantmilestone is National Congress, where all ADs will be present, because we will create the nationalplan to cover this area.Develop specific frameworksAfter analyzing all needs of both the market and the members and seeing which are the mostimportant milestones of the term, we need to start developing, together with the NST, specificframeworks for preparation: agenda for NC, webinars, LC visits, etc.

Going further into details, the main directions in which I would prepare the ADs are:

Career planning & orientation – for the Heading for the Future process. This can happen in NationalCongress or in LOT, in a special track, either from me or the MC VP TD or from HR companiesspecialized in this area.Sales preparation – an Alumni Development needs to be out in the market and either sell ourproducts to the alumni community or look for H4TF development opportunities. Eitherway, theyneed to know how to sell and be constantly connected to the external market.Communication and promo – in order to communicate with the alumni community, they need toknow basic promo rules, how to transmit a message, how to keep in touch with alumni.Event management – in order to know how to create & develop local alumni events.Contacts management & network building – in order to be able to manage the alumni network.Leadership & management preparation - last year, in most LCs, the ARM was not a strategicposition and was used to working alone so we need to emphasize on how to work with specialistsand members, to create a pipleline for the area and for many LCs, how to work at EB level.

We can deliver preparation on these topics through conferences (NC, RockMe, SprinCo), troughwebinars, LC visits, NST and through using performing LCs for GCPs and support (ex: AIESEC Iasi forAlumni Association or AIESEC Brasov for BOA Alumni).

5. Again, taking into consideration the strategic role of this position and its definition according tothe 2015 vision please define its MOS & KPIs to be included/ completing the current SONA.

Taking into consideration the 2015 vision, the Alumni Development area changes in terms ofengagement and heading for the future. AIESEC is, according to 2015, creating responsible and

entrepreneurial leadership. This is what we must do through our alumni. From this, we can extracttwo MOSes that we should follow in the next term:

Alumni engaged.How many of our alumni we manage to engage with events, projects, initiatives atlocal and at national level. This is very important for creating that cross-generational positive impactin society.Alumni made. We also need to make sure that the preparation and time we invest in our members isactually paying of and, as alumni are the main product that AIESEC offers to the society, we need tomeasure this impact through the number of alumni we deliver every year.

In terms of KPI, I would keep no of members working on H4TF&Alumni related processes and no ofspecialists accredited, because that can give us an idea of the pipeline we are creating for this areaand we can make sure we are sustainable, human resource wise. Furthermore, the alumni NSL isanother KPI which can give us an idea of how much we communicate to our alumni. In terms ofalumni involvement in events created especially for them, or in any type of events, it is important tosee how much alumni are engaged to the LC and how much we benefit from their presence. What Iwould modify is the KPI regarding the no of alumni in BOA, as I believe it is relevant to have afunctioning Board of Advisors, regardless of the number of alumni it contains. I would replace thatKPI with number of activities developed with BOA or number of processes created with BOA.Moreover, to measure H4TF, we should take into account how many H4TF initiatives we have in theLCs (quarterly), how many externals we involve in this preparation, and most importantly how manyparticipants we have in H4TF activities.