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 ayush.jaiwal@gmail.com, ayush.jaiwal@aiesec.net 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