transition

Introduction WELCOME TO THE LCEB TRANSITION PACKAGE!

Included in this Excel sheet is a content guide to transition for each function. Please check out the wiki www.aiesecindonesia.wix.com/transition for complete details on the transition process and how to give transition.

oGCDPTOPICCONTENTOUTPUTINPUTRESPONSIBLEROLE CLARITYIntroduction to transitionGet to know activity Expectation setting: Set Days and time for transition meetings, transition agenda and contents Expectation for performance/mindsets from both sides: during transition and after transition Clarity of time and transition purposeVP oGCDP CurrentIntroduction to the roleThe clarity of Why?Why We do X in AIESEC? Structure in AI, MC, Region and LCNational Direction (National focus areas) Role of LCVP Responsibilities towards LC and EP's Dictionary/Glosary VP Calendar (Not functional): International, national and regional conferences, LC recruitment, LCMs, LC activities, etc.

Understanding of WHY and role as oGCDPPPT of 'WHY', Exact Timeline in one term, General Role DiscussionVP oGCDP CurrentFUNCTIONAL INTRODUCTIONIntroduction to the function: oGCDPEP FlowNational oGCDP history and trendsLocal oGCDP history and trends National oGCDP ProductsLC oGCDP SWOT understanding of Product values and National SWOTPPT of oGCDP Value; Basic education of X Flow; Experience sharing of realityVP oGCDP CurrentIntroduction to the local realityLocal oGCDP strategies for the current year (BCPs and GCPs)Operational VP oGCDP calendar (RA peaks, MA peaks, RE peaks, XPS, etc.)How to set numerical goals and MoS (Goals for App, RA, MA, RE)Building oGCDP structure that supports goal realizationunderstanding of timeline and strategies that can be improvedExact timeline in one term; Goal calculation; Proposed structure from TMLCVP oGCDP CurrentOPERATION MANAGEMENT I: MARKETING + RAISEPre-RecruitmentSupply and demand analysisEP Recruitment Planning (KPIs and MOS)EP Recruitment Team structure, JDs, goal setting and trackSet selection standards/criteriaHow to work with synergies:Synergy with Finance for financial modelSynergy with TM for EP engagement + educationSynergy with MaC for promotion + marketing strategyPlaning: Virtual promotion (ORS); Physical (info booth + info session)understanding of effective JD, synergy management, marketing implementationPPT of: oGCDP Marketing; Program Focus Synergy Files: selection tools + flow; Team JD; LC XF + ORS TrackerVP oGCDP CurrentEP RecruitmentSelection process logisticsEP Expectation settingCreating and managing forms Info session, open booth, ORS Convertion rate tracking (from in Applied to RAISE)understanding of how to execute the EP recruitmentFiles: Minimum Quality Promises; MoU; Idemnity form; Interview standard via GCM; LC Raising TrackerVP oGCDP CurrentOPERATION MANAGEMENT II: MATCH + SERVICEEP MatchingExpectation settingsTracking tools for matchingEducation and materials for matchingmyAIESEC.net EP Management (EP Buddy, EP Tracking) Acceptance ProceduresVisa proceduresLC cooperations to fasten matchingPost-match supportunderstanding on how to do proper matchingFiles: Matching tracker; EP buddy JD; Knowledge: Visa education; International Relations ManagementVP oGCDP CurrentEP ServicingOPSEP LEADEP AmbassadorSupport in visa proceduresreintegrationXPPNPS (3 Surveys, fire fighting)Solving cases on (LC-LC & MC-MC) levelEP Engagement understanding the standar service and basic knowledge for EPFiles: OPS agenda; EP LEAD syllaby; newest XPP Knowledge: NPS checking; EP buddy JD implementationVP oGCDP CurrentMANAGING OPERATIONS III: REALIZATIONEP realization and re-integrationCommunication while on XExpectation settingsReturn InterviewLC opportunitiesEvaluating the internship Evaluating servicing processBeing an ambassador/promoter of AIESEC internshipsunderstanding of realization tracking + reintegration proccessKnowledge: Showcasing strategy; XP evaluation; EP buddy tracking File: Reaintegration flow + activities VP oGCDP CurrentLEADERSHIP MANAGEMENTTeam Management * Activities management: recruitment, meetings, team bonding, team feedback * Member management: workload, development* Crisis Management: member, delay, goal missing * Leadership tips: Caring and focus, Discipline and motivation, Recognition and Feedback tips and tricks how to manage a Team (virtually + physically)Knowledge: case study and problem projection in each quarterVP oGCDP CurrentPlanning Tracking, Feedback and open space Focus for 2014 planing How to plan and execute oGCDP projects (XF + Off Peak) the elect understand about functional focus in 14/15Knowledge: How to do proper tracking; marketing for off peak + peakVP oGCDP elect + current

iGCDPTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeClarity of iGCDP, What is my role1. Understand the importance of exchange in AIESEC (Why does AIESEC do exchange?)2. What is 2015 and how can I contribute to it3. What is the role of the VPiGCDP and how can I contribute to peace and Fulfilment of Humankind's potentialImportance of Exchange in AIESECExchange in AIESEC 2015Role of VPiGCDP to support operational areasBreifly understand the leadership needed in your cityValue of iGCDPSocial Impact ModelPPTVPiGCDP JDvisit SDP wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10288555Backwards Planning1. Understand the LCiGCDP planning process2. Understanding the process of Exchange and iGCDPEP/TN FlowBackwards PlanningNumber of RA-MA-RE and sales tracking and planningExchange pipeline management - What to track, when to trackAnalyze the current exchange pipeline. With these analyses identify workload and potential problems for next months (based on quantity of TNs RA, TN MA, TN RE and number of members in ICX). Analyze the current delivery time, realization - find the causes and create next steps.PPTBackwards PlanUse NZ wiki as example http://www.myaiesec.net/content/viewwiki.do?contentid=10275927Product Understanding1. I understand the national products and national project product pacakging and how it is linked to the value of our program2. I know how to sell these productsProduct PackagingWhat are the National iGCDP ProductsNational Project Products

Market Understanding1. I have completed a market analysis for iGCDP2. I understand how to sell my products to my marketMarket analysisGTCM for iGCDPUnderstanding the value proposition for each targetInternational Relations and S&D1. Understanding seasonality of iGCDP and oGCDP globally.2. Undertand the supply and demand analysis for potential TNs from your LCOverview of global, national and local realizations and available forms per pools, utilizing files and the Available Forms Tracker;Pay attention to volume, profiles, seasonality, main TN countries, main EP countries etc.PeaksHow to make an international cooperationNational Country PartnersHow to track IRInformal networking and international conferences benefits

check functional iGCDP wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10274073+ Ma website http://indonesiacalling.com/Sales1. Understand the sales process2. Develop basic skills set for sales skills (networking, cold calling, meeting management, negotiation)3. Customer Centricity MindsetSales planning;Targeting;Sales material preparation;Supply management.Characteristics of a good sales person;Key success factors in sales;Sales flow;Networking and raising hot contacts;Cold-calling;First-meetings flow;Follow-up;Contractual and financial topics;Selling only what you can deliver;Writing high quality job descriptions;TN forms auditing processCRM and how to use it (Podio)Raising Process1. Understanding the Minimum Quality promise and documentation required for Raising2. Raising Smarter and FasterHow to prepare and use wish lists and align expectations between AIESEC and trainee.TN taker preparation (cultural, work infrastructure, trainee management, adjustment to JD).Importance documents for legalization (insurance, RNE, VISA, air tickets).Visa procedures and legislation.How to solve common problems with visa (VPs network, contact with consulates, etc)How to define needs for hosting.Sources for host, benefits, promotion, selection and task forces. Buddy definition and selection.Minimum Quality Promise for Raising ProcessHow to raise on [email protected]"in iGCDP wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10274073"Matching Process1. Matching faster and smarter2. Understanding developmental needs of Eps during matching processAcceptance Procedures (normal and quick matching);Search tools in My@ (Exchange menu, wikis for matching);Search tools (available forms tracker, country search tools);LC-LC International Cooperation (formal, informal);Assertive channels (Facebook, Skype, application form)Keep planning of members productivity for matching;Match Promotion - How to make a better promotion of your TNsMinimum Quality Promise for Matching ProcessHow to match fasterRealisation Process and Quality Management1. I understand the realisation process2. I am commited to the quality of my internsBuddy definition and selection.Host integration and expectations alignment between trainee and HostIntegration of trainee into LC.First day at work, adjustment to JD and expectations alignment between trainee and TN takerExchange evaluation systemsBuddy management and integration to account managerJob redefinition to re-raise and trainee's transitionEP LEAD"check LEAD wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10288851CEM wiki http://www.myaiesec.net/content/viewwiki.do?contentid=10267922in iGCDP wiki (min quality promise)http://www.myaiesec.net/content/viewwiki.do?contentid=10274073"Account Management1. I understand the importance of account management and customer centricity2. I understand Account management and the process behind it3. I understand how to ensure my talent capacity is ready for account managementWhat is Account Management (Why is it important?)How to increase the capacity of your membership to handle ra-ma-re simulatenouslyRole of Account ManagersProcesses for account management (exchange growth, quality and sustainability)Planning meetings and deliverables for TNs (pre-matching, matching, preparation, realisation and re-raise)Tracking tools for TNs (operational plan and checklist for each TN)How to manage accounts to drive more exchange within TNsProblem Solving and creating value for TNsAccount Management problems from previous termsTransition important accountsUsing feedback and evaluation and NPS from EPs and TNs to improve exchange qualityEffective account management and design the next steps to generate results in this way. List of companies/NGOs that may re-raise TNs

b1. I can effectively run a local or national project in my Local Committee

2. I understand the process of a project and have acquired basic project management skills

How to plan a projectPlanning toolsHow to define responsibilitiesHow to plan goals of projectsHow to track and work with project plan Know how to plan exchange in projectKnow how to plan learning in projectHow to do backward planningSynergy between iGCDP and back office1. What is the synergy needed between iGCDP and back office2. Align timelines of iGCDP and back officeProject: Budget trackingAuditingIncentives for iGCDP membershipMarketing suppot for matching and promotionsHost Family, Volunteers, Intern Recruitment and Development support for iGCDPIntern BuddyRnR for top salesXPP + Legal1. I understand the importance of XPP2. I understand the importance of legal3. I understand the process and common mistakes and pitfalls of bothWhat is XPPWhat is international exchange quality standardsMinimum Quality PromiseComplaint procedureWhen to contact the MCHow to use NPS to improve qualityBasic procedures and documentation needed for Audit and for iGCDPAuditing as per compendiumImportance of Documentationcheck http://indonesiacalling.com/SkillsTeam Management1. I understand how to manage the performance and development of my team2. I have the models and tools that allow me to take charge in managing my team.Talk about the role of an LCPVTM as a manager, leader and strategist

Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a manager but also how to be a leader and ensure the development of your members.Situational Leadership Model

Team Formation ModelTailored Indivdual Director.Member development planStrategic Mindset1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.3. Power of asking the right questionsHow to be a strategic leader: take the time, ask the right questions, understand what is happening in the worldCase studyBuilding Trust1. I understand the Emotional Bank Account Model2. Why is Building Trust Important? For your team, for yourself.3. Linking trust building to clear goal setting and feedbackEmotional Bank AccountGoal SettingEmotional Bank accountBehaviourCurrent should give direct feedabck to elect about how they think they work in terms of trust building.Coaching Skills1. Elect understands the situatonal leadership Model and how to apply it

2. Elect plans for frequent coaching with membersSituational Leadership ModelPractical Coaching simulation and then give feedbackFacilitation1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and communicationUnderstand the comuniation flow

Give basic tips about how to facilitate

Allow elect to facilitate sessions at the next local meeting/ conferenceCommunication FlowSession Outline (for next session)

PPTs for session - to be reviewed and dry-run with the elect and current.Feedback1. Elect understands the need for feedback to drive performance (link to Situational Leadership)

2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)Feedback Model:

5 levels of written feedbackHow to do a 360CAT versus feedback sessionAttitudeSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/a

iGIPTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeWhat is iGIP? Clarity of iGIP1. Elect understands the role of iGIP in the Local Committee2. Elect understands their role for the upcoming year and has a clearer picture of their daily and weekly activities.3. Elect understands iGIP Operation Process (RAMARE + IR)4. Elect understands the KPIs and MOS that will reflect their results.5. Elect understands how iGIP develop Leadership through outer and Inner Journey6. Elect understand legal procedure in iGIP.7. Elect understand the sub products in iGIP.Discuss the purpose of iGIP in AIESEC Why do we have it? Is it necessary?

Discus the ideal process happened in iGIP in daily, weekly, monthly and quarterly basis PPT/VideoVP iGIP Job Description

igip drivesReview of current term1. Elect understands history of iGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With particular focus on the current term and LC.2. Current has meaningful sharing about the successes and failures of the current term3. Elect and Current review the current term's Sub Product Focus and Product Packaging4. Elect and Current have casual discussion about the direction of the portfolio for the next term.Discus about the current condition of iGIP in our entity locally nationally and globally

reviewing the current focus of iGIP of AIESEC Indonesia and its SWOTPPT/google doc data analysisLegal Issue1. Elect understands the current legal state and its limitations2. Elect understands how to communicate the internship to all stakeholders3. Understand what are the procedure of interns coming to Indonesia (VISAs, limitation and service provided)Discus about the legal state and how to improve the standard of legal

discus about the message needs to be delivered to all stakeholders and externals

socialize the new business model of iGIP for legal relatedLegal Docs and PPTSales in iGIP1. Elect understands the sales flow (research - cold call - Meetings - Raise)2. Elect understands how to do sales in iGIP with its sub product 3. Elect understands the sales technique and GCPs Discus the effective way of conducting 'smart' call

analyze the current sales techniques and share some GCPs

discus the effective sales and negotiation technique

discus on the messages to be delivered on selling iGIP in salesPPT igip drivesTeaching Sub Product1. Ensure elect understands knows the core value proposition of Teaching sub product2. Elect understands the issues from teaching sub product (5 type of sub issues)3. Elect undestands the JD and its Supply and Demand for Teaching sub productDiscus the current state of iGIP Teaching sub product and its implication to AIESEC Indonesia current growth and achievements

Discus the bottleneck in Teaching sub product and suggestion for improvements

Discus the relevancy of teaching sub product for market and organizational needs in IndonesiaPPTCopies of mateirals from EP and Intern LEAD. Current structure of GCDP in your LC.Process flow for EP engagement (Integration and re-integration)Draft timeline of GCDP and Talent Management supporting activities.igip drivesMarketing Sub Product1. Ensure elect understands knows the core value proposition of Marketing sub product2. Elect understands the issues from Marketing sub product (5 type of sub issues)3. Elect undestands the JD and its Supply and Demand for Teaching sub productDiscus the current state of iGIP Marketing sub product and its implication to AIESEC Indonesia current growth and achievements

Discus the bottleneck in Marketing sub product and suggestion for improvements

Discus the relevancy of Marketing sub product for market and organizational needs in IndonesiaPPT and replanning doctsDraft of iGIP timelineigip drivesInternational relations (country partnership) and SnD1. Elect understand the effective IR process2. Elect understand the supply and demand strategy and how to make it work3. Elect understands how to maintain relationship with country partners to create resultDiscus why IR is not working in LC level

create and discus the most effective way to do LC/Country partnership

create an understanding of maintaining country partner is important

discus and analyze the supply and demand to find the best country/LC partner

GCP sharing from other entityIR docs in G drivecountry partnership timeline and listigip drivesSales Development Program1. Elect understands the clarity of SDP and its impact2. Elect understands how to run ideal SDP in local/national level3. Elect understand how SDP can be corelated with the goals and creates result.

review the past SDP run by AIESEC Indonesiagive feedback on the past SDPsdiscus the improvement needed for SDP of AIESEC Indonesiadiscus and create the SDP framework to implement SDP in local levelcreate framework to track activities from national SDP in local level

PPTs and Docsframework for local levelB2B Marketing1. Elect Understand how to reach more channels to sell the product (alumnae, BoA, networking events, etc) 2. Elect Understand how to reach more clients through online platformdiscus the current market condition in LC/countrylist down the best channel to approach to result on prospectsanalyze each channel and create timeline for the upcoming yearanalyze the B2B marketing strategy for the current year and its SWOTpptn/aCustomer Loyalty for Organisation1. Elect has an understanding about how costumer loyalty is an important factor to create result

2. How to make partnership sustainable and last long

3. how to upscale the partnership.discus how to do costumer loyalty strategy in local levelcreate an understanding on why CLO is important and drives resultlist down key activities to be taken to maintain CLO in local levelpptMinimum Quality Promises and NPS1. Why MQP is important and how to use and implement in LC level

2. understand how to use costumergauge and firefighting method 3. Understand how to create quality report and action steps followed Review the current MQP and its Weaknessdiscus things to be deleted and added to MQP based on the review from NPScoach on how to check and firefight in Customergauge.comcoach on how to create quality reportanalyze the most dectractor issue and strengthen the MQP on that particular issuesanalyze the most promoter issue and strengten the marketing strategy to showcase that issuesMQP docn/aIntern Lead and Buddy System1. understand why intern lead is important for intern (the logic behind LEAD)2. Recap on understanding the process flow of intern lead and how to facilitate lead for intern3. how to recruit and match the criteria of buddy4. How to maintain the JD and engage buddy to create better qualitydiscus the clarity of WHY LEAD is one important part to define the quality of internshipdiscus how step by step to conduct intern LEADDiscus on the criteria of Intern buddy and how to recruit and maintain themdiscus the intern buddy JD and how to track it.LEAD WikiConversation with MCVPTM/ NST LEADPositioning yourself : LCVP iGIP1. Understand the role of LCVP/MCVP in Local/National level2. Understanding the role of LCVP in leading the team in EB and in its department3. Understanding the synergy and other department role to iGIP functionsUnderstand the role of LCVP in EB and their own functiondiscus the synergy needed along the year from other functiondiscus why iGIP matter for organizational goals and how to align this understanding within EBUnderstand the skill, attitude and knowledge alignment needed to be LCVP of IGIPn/an/aiGIP Specific : the best TN form classification1. Understanding the TN clustering model2. Understand how to create the ideal TN form for each cluster3. Understand the importance of having high quality TN for the quality of internshipDiscus the current TN clustering model and the value propositionsUnderstand how to create the best TN form and its importance discus the corellation of IR in sales activitiesTN clustering docsSkillsTeam Management1. I understand how to manage the performance and development of my team2. I have the models and tools that allow me to take charge in managing my team.Talk about the role of an LCVP iGIP as a manager, leader and strategist

Ensure that your elect understands the need to set an example for the rest of the EB about how to be a manager but also how to be a leader and ensure the development of your members.Situational Leadership Model

Team Formation ModelTailored Indivdual Director.Member development planStrategic Mindset1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?2. Always think about possibility to grow iGIP in local level as a behavior3. Power of asking the right questionsHow to be a strategic leader: take the time, ask the right questions, understand what is happening in the worldCase studyn/aBuilding Trust1. I understand the Emotional Bank Account Model2. Why is Building Trust Important? For your team, for yourself.3. Linking trust building to clear goal setting and feedbackEmotional Bank AccountGoal SettingEmotional Bank accountBehaviourCurrent should give direct feedabck to elect about how they think they work in terms of trust building.n/aCoaching skills1. Elect understands the situatonal leadership Model and how to apply it

2. Elect plans for frequent coaching with membersSituational Leadership ModelPractical Coaching simulation and then give feedbackn/aNetworking Skills1. Business etiquette for networking events2. How to make an elevator pitch3. Use of business cardsGoal Setting during networkingSales pitchBusiness etiquetteBody LanguageSales Skills1. Including cold call, meeting and negotiation skill and its attitudeDiscuss the criteria and its minimum SKA needed by iGIP members and how to train those competenciespptFacilitation1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and communicationUnderstand the comuniation flow



PPTs for session - to be reviewed and dry-run with the elect and current.AttitudeSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/aActionsLegal messages1. Ensure every legal documents and its messages well delivered and understand by the elects2. Relfect the importance of this to your ElectTeach how to communicate things in legal and transfer it to members

handing all legal document and ensure the elect understand how to use itLegal Docs and PPTn/aiGIP resources1. Compile iGIP Resources into a wiki/file and hand them over.2. Include personal resources, good GCPs from the network etc.Show your elect the value of good resources and how it can make you more effective and efficient.

Stress the value and competency of proactive learning and ensure that the VP iGIP is a source fo knowledge iGIP operationsResources and filesn/aIntroduction to NST and MC1. Create a virtual introdcution to the NST and MCWrite an email to the NST TM and MCVPTM to introduce your successor.

Add to facebook groups etc.Facebook group etc.n/a

oGIPTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeWhat is oGIP? Clarity of oGIP1. I understand the value of oGIP2. I am commited to oGIP for my LC3. I understand my JD.Understanding the value of oGIPClarity of Why for GIP and for ExchangeWhy we do exchange in AIESECStructure of AI, MC, Region and LCNational Direction and how does oGIP fit in?Role of the LCVP oGIPAttitude: Pioneer for oGIPResponsibilities of LCVPoGIP towwards LC and EPsGlossary of terms in GIPYear in the life of VP oGIPPPTVPoGIP Job Description

Mind-map displaying Value of oGIP

Review of current term1. Elect understands history o foGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With particular focus on the current term and LC.

2. Current has meaningful sharing about the successes and failures of the current term

3. Elect and Current review the current term's oGIP plan

4. Elect and Current have casual discussion about the direction of the portfolio for the next term.What are the leadership and membership goals for your local committee?How to make LC oGIP planTalk about the history of oGIP in your LC and in IndonesiaIntroduction to the function: oGIP1. What is the process of Exchange and process of oGIP2. Understanding oGIP history and trendsEP/TN FlowProcess of ExchangeNational oGIP history and trendsLocal oGIP history and trendsNational oGIP ProductsSWOT analysis of oGIPIntroduction to the local reality1. What are the Local oGIP strategies for the current year (Good case and Bad case practices)2. Understanding the Operational VP oGIP calendar (Raising, matching, realisation peaks and XPP)3. Know How to set numerical goals and MOS for oGIP (App, RA, MA, RE)4. Understand talent capacity of oGIPLocal oGIP StrategiesBackward PlanningLearning and Development and Structure needed for oGIPOperational VPoGIP calendarTimeline and strategies that can be improved for oGIPMA-RA-REPre-Recruitment1. Understand the process flow before raising2. Understanding global and national trends for Supply and Demand Management3. How to conduct recruitment for oGIP4. Understanding of the market and products for oGIP5. GTCM and Product Customer Flow for oGIPSupply and Demand AnalysisEp Recruitment Planning (KPIs and MOS)EP Recruitment Team (structure, JD, goal setting and tracking)Setting selection standards/criteriaSynergy with finance for financial modelSynergy with TM for EP engagement + EducationSynergy with MaC for promotion + marketing strategiPlanning (virtual promotion) ORSPlanning (Physical promotion) info booth, info session etc.Understanding of effective JD, synergy management, marketing implementationClassrooms presentationsEventsBooths/standsPhysical Promotion (Banners, Posters)EP Recruitment1. What is the EP Recruitment process2. Understanding Global Competency Model and how to recruit ELDs3. Timeline for EP Recruitment4. Understand the market segmentation for oGIP within my universities and why this is importantSelection process logisticsEP Expectation settingCreating and managing forms Info session, open booth, ORS Convertion rate tracking (from in Applied to RAISE)How to execute EP RecruitmentMinimum Quality Promise for EP RecruitmentMarket SegmentationHow to executeHow to sell oGIP through Partnerships (University etc.)Importance of IXPs and Alumni for oGIPHow to behave as an interviewerHow to assess Backgrounds and skillsHow to assess working XPHow to assess english levelHow to Set expectations at interviewHow to give feedbackEP Raising1. Understanding the raising process2. Minimum Quality promise for Raising Raising formEditing FormAuditing FormPayment TransactionTerms auditingContract auditingEP Matching1. What is the Matching Procedure and process2. How to execute matchingExpectation settingsTracking tools for matchingEducation and materials for matchingmyAIESEC.net EP Management (EP Buddy, EP Tracking) Acceptance ProceduresVisa proceduresLC cooperations to fasten matchingPost-match supportSearching for TNsAvailable forms trackerApplying to a TNMotivational LetterCVSAN and CAN auditingEP Servicing1. What is EP LEAD and why should I care?2. Customer Centricity for Eps in oGIPOPSEP LEADEP AmbassadorSupport in visa proceduresreintegrationXPPNPS (3 Surveys, fire fighting)Solving cases on (LC-LC & MC-MC) levelEP Engagement Contact with Host LCProduction of promotional materialsEPs EvaluationAbroad preparation (money, food, accomodation, costumes, culture, climate, transportation, general knowledge)XPPXPP1. What is XPP2. How do I use XPP in everyday activities3. Why is it important?What is XPPOverview of important topicsCommom mistakesHow to proceed, when facing difficultiesEP Realisation and re-integration1. How to manage the EP realisation process2. Managing Quality for Eps3. Managing and understanding the re-integration processCommunication while on XExpectation settingsReturn InterviewLC opportunitiesEvaluating the internship Evaluating servicing processBeing an ambassador/promoter of AIESEC internships

SkillsTeam Management1. I understand how to manage the performance and development of my team2. I have the models and tools that allow me to take charge in managing my team.Talk about the role of an LCPVTM as a manager, leader and strategist

Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a manager but also how to be a leader and ensure the development of your members.Strategic Mindset1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.3. Power of asking the right questionsHow to be a strategic leader: take the time, ask the right questions, understand what is happening in the worldCase studyBuilding Trust1. I understand the Emotional Bank Account Model2. Why is Building Trust Important? For your team, for yourself.3. Linking trust building to clear goal setting and feedbackEmotional Bank AccountGoal SettingEmotional Bank accountBehaviourCurrent should give direct feedabck to elect about how they think they work in terms of trust building.Coaching Skills1. Elect understands the situatonal leadership Model and how to apply it



Allow elect to facilitate sessions at the next local meeting/ conferenceFeedback1. Elect understands the need for feedback to drive performance (link to Situational Leadership)

2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)

OPS- OGXTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeWhat is Operation? 1. Elect understands the role of Operation in the Local Committee2. Elect understands their role for the upcoming year and has a clearer picture of their daily and weekly activities.3. Elect understands the KPIs and MOS that will reflect their results.

1. Clarity of operation's role2. Discuss and define main role of Operation a. Tracker b. Innovation creation3. Clarity of role between Operation and all the exchange fuction in : a. International Relation b. Strategy creation c. SU Management d. Quality4. Discussion about what will be the difference if there is Operation and without operation in the Local Committee5. Discuss synergy model that need to happen between operation and other function6. Run a short activity that allow vp operation to define their weekly activities and synergy model with other function by giving case studyPPTVP Operation RoleVP Operation Job Description

Clear Picture the differences between VP Operation and all VP Programs in each role

Synergy Model between operation and all function

Market Analysis1. Elect understand their market2. Elect understand current market tapped3. Elect know their potential market for 14151. Ask elect to do market research about all market in each programs a. oGCDP - List of Univesity in your area with their holiday - List of Univ outside outside yor area with their holiday b. iGCDP - List all kindergarden schools with their holiday - List elementry schools with their holiday - List junior high schools with their holiday - List senior high schools with their holiday - List NGO in each issue with their holiday - List all UKM that potential to be TN with their holiday c. oGIP - List TOP Univ in your area with all faculty inside (search the grade for each faculty as well) with their univ graduation ceremony timeline - List all language institution and clasify based on their language - List all skill course / institution d. iGIP - List all Univ that potential to be TNs - List all language course clasify based on language - List of SME - List of Company based on Sub-products 2. Current has to prepare data : a. Market that they tapped b. How's the result of our approach (meeting/promotion) c. How many times u appraoch the market3. Mapping our reach compare to market that we actually have4. Discuss about what's the bottlneck of not expend our approach5. Discuss and define which market that potential to be approach in 14156. Homework to define/clasify the market that potential based on timeline u want to approach them in 1415PPTResearcha. Understanding Market and our reach so farb. Define potential market for each programc. Market clasification based on timeline to approachSub -Product & Sub - Issue 1. Elect understand all the definition of each sub-product and sub-issue2. Elect know the current sub-product and sub-issue evaluation3. Elect know sub-product and sub-issue example globally4. Elect make a draft of sub-product and sub-issue focus1. Explanation and discussion about all issues and products2. Discussion about current sub-product and sub-issue SWOT analysis based on internal and external reality3. Show example of TN GCDP and GIP abroad based on sub-product so elect can learn to improve/get idea for ICX side and OGX side to know the current TNs type4. Exercise based on internal and external market anaalysis what will be the sub product focus for 1415PPTExample of TNs from other countries based on sub products and issuesa. Understanding about sub-products and issuesb. Draft plan aboout 1415 sub-product and issues focusS&D Management1. Elect undrstand the objective of S&D Management2. Elect know how to do Supply and Demand Management3. Elect understand how S&D can improve current condition4. Elect understand how to define potential LC for partnership1. Discussion about what is S&D and what's the objective of S&D2. Current explain how they're doing S&D currently3. Explanation about how to do S&D a. How to analyze the current exchanges b. How to analyze the global trends c. How to define the potential lc to lc partnership4. Discussion about how current should implement S&D put in mind he/she has to bridge the current GAP5. How work to define the right country / lc partner for : a. each sub-issue in each peak b. each sub-product PPTmyaiesec.netcurrent analysis realization of AIESEC IndonesiaMarket Place dataa. Understand role and how to do S&D Managementb. Start, Stop, Continue in S&D Managementc. TOP 10 potential country with it's LCs for each program and each peakInternational Relation1. Elect understands the objective of IR2. Elect understand IR general processes3. Elect know the current IR processes and how to bridge the GAP4. Elect understand the connection between IR process and exchange process in each program1. Discuss objective of IR2. How IR can connect to each program processes to grow even more3. Explanation about how's the current IR processes4. Ideal IR Processes a. Plan b. Track c. Evaluate5. Activities to bridge the GAP between current processes and ideal processes6. Small activities or homework use case studyPPTMarket Place dataa. Undestanding Role and How to run IR in a right wayb. Start, Stop, Continue IR processesoGCDP1. Elect understands the value proposition of oGCDP2. Elect understands all the processes in oGCDP3. Elect know all the standardization that oGCDP has1. Discuss oGCDP defintion and it's value proposition 2. Explanation about oGCDP Minimum quality promise3. Explanation and discussion about each processes in oGCDP a. Market Research - Internal Research - External Research b. Promotion c. Selection d. Raising e. Induction f. Matching g. OPS h. Realization i. Re-integration4. Current reality what happen in each processes this term5. Explain all the SOP and documents that they have in each processPPTAIESEC Indonesia Minimum Quality PromiseProgram Explanation and value propositiona. Understanding of oGCDP ideal processes and the current realityb. Start, Stop, Continue in each oGCDP processes and how your LC align and fulfill the Quality Promisesc. Create local oGCDP wiki that content all SOP & documents needed for all processes oGIP1. Elect understand the value proposition of oGIP2. Elct understand all the processes in oGIP3. Elect know all the standardization that oGIP has1. Discuss oGIP defintion and it's value proposition 2. Explanation about oGIP Minimum quality promise3. Explanation and discussion about each processes in oGIP a. Market Research - Internal Research - External Research b. Promotion c. Selection d. Raising e. Induction f. Matching g. OPS h. Realization i. Re-integration4. Current reality what happen in each processes this term5. Explain all the SOP and documents that they have in each processPPTAIESEC Indonesia Minimum Quality PromiseProgram Explanation and value propositiona. Understanding of oGIP ideal processes and the current realityb. Start, Stop, Continue in each oGIP processes and how your LC align and fulfill the Quality Promisesc. Create local oGIP wiki that content all SOP & documents needed for all processes Quality Management1. Elect understand objective of Quality management2. Elect understand what's quality management processes3. Elect understand all minimum promises that we have (not only for programs but others as well)4. Elect understand how to use customer gauge in details5. Elect understand how to do firefighting6. Elect understand how to improve the processes through customer feedback1. Discussion about Objective of Quality management2. Explanation and discussion about quality management processes and how's the current implementation in ur LCs3. Eplanation and discussion about all minimum promise & standardization doc that we have a. NEW XPP b. oGCDP Minimum Promise c. oGIP Minimum Promise d. iGCDP Minimum Promise e. iGIP Minimum Promise f. Partnership Minimum Promise g. TLP Minimum Promise h. TMP Minimum Promise i. LEAD for EP j. LEAD for intern4. Practical Coaching & explanation how to use cg a. NPS Score and how to calculate NPS manually b. % Promotors, Detractors, Passive c. % Responses d. The procedure of NPS (how many times it send, in which process) e. Tempalte email for each survey f. Self Select Issue g. Responses summary h. NPS based on segment (how to see NPS of your specific TNs.project. lc partnership, country partnership) i. Fire-fighting5. Explanation about firefighting process and how's the process currently + discussion how to bridge the GAP6. Explanation about ideal process improvement through customer feedback and discussion how to make the process ideal in LC levelPPTCustomer Gaugeall Minimum Promise DocumentXPPa. Understanding of Quality management processes (include all standardization and customer gauge)b. Q3 Report creation by electc. Draft Customer Experience Management in 1415SU Management1. Elect clearly Understand the objective of SU2. Elect understand the different between : a. SU b. Market Expansion c. Expansion3. Elect clearly understand the current flow to open SU4. Elect understand all the SOP and document standardization of SU5. Elect understand the current condition of SU that your LC's currently has

1. Explanation and discussion about what is SU and its objective2. Explanation and giving example about the different between : a. SU b. Market Expansion c. Expansion3. Explanation of ideal flow to open SU4. How to do market reasearch to establish SU5. How to do Market Expansion6. Explanation about all the current SOP and standardization7. SU current condition explanation a. How's the process of research b. What's our minimum promise delivery c. What's our long term plan for each SU d. How's the membership there e. What's the education given f. How's the current performance g.SWOT analysisPPTSU SOPSU Long term planSU Minimum promise in the beginning1. Clear Understanding about SU 2. Start, Stop, Continue3. Market Research for SU next term (if u plan)4. Draft of long term plan for current SU in 1415 Market Analysis1. Elect understand their market2. Elect understand current market tapped3. Elect know their potential market for 14151. Ask elect to do market research about all market in each programs a. oGCDP - List of Univesity in your area with their holiday - List of Univ outside outside yor area with their holiday b. iGCDP - List all kindergarden schools with their holiday - List elementry schools with their holiday - List junior high schools with their holiday - List senior high schools with their holiday - List NGO in each issue with their holiday - List all UKM that potential to be TN with their holiday c. oGIP - List TOP Univ in your area with all faculty inside (search the grade for each faculty as well) with their univ graduation ceremony timeline - List all language institution and clasify based on their language - List all skill course / institution d. iGIP - List all Univ that potential to be TNs - List all language course clasify based on language - List of SME - List of Company based on Sub-products 2. Current has to prepare data : a. Market that they tapped b. How's the result of our approach (meeting/promotion) c. How many times u appraoch the market3. Mapping our reach compare to market that we actually have4. Discuss about what's the bottlneck of not expend our approach5. Discuss and define which market that potential to be approach in 14156. Homework to define/clasify the market that potential based on timeline u want to approach them in 1415PPTResearcha. Understanding Market and our reach so farb. Define potential market for each programc. Market clasification based on timeline to approachSkillsTeam Management1. I understand how to manage the performance and development of my team2. I have the models and tools that allow me to take charge in managing my team.Talk about the role of an LCPVTM as a manager, leader and strategist


Team Formation ModelTailored Indivdual Director.Member development planStrategic Mindset1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.3. Power of asking the right questionsHow to be a strategic leader: take the time, ask the right questions, understand what is happening in the worldCase studyData Analysis/ Business Intelligence1. How to see trends and patterns in data analysis2. How to be detail oriented towards data3. Creating graphs and presenting data in a logical mannerHow to use pptHow to use Excel (tips and tricks)Key data points of analysis for weekly/monthly/quarterly reviewCommunication Skills1. Understand how to communicate2. Understanding the communication process3. Develop clear, logical commuicationCommunication ProcessHow to be clear when communicationHow to communication to different types of learners and personalities (based on MBTI)Building Trust1. I understand the Emotional Bank Account Model2. Why is Building Trust Important? For your team, for yourself.3. Linking trust building to clear goal setting and feedbackEmotional Bank AccountGoal SettingEmotional Bank accountBehaviourCurrent should give direct feedabck to elect about how they think they work in terms of trust building.Coaching Skills1. Elect understands the situatonal leadership Model and how to apply it






5 levels of written feedbackHow to do a 360CAT versus feedback sessionAttitudeSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/a

TMTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeWhat is Talent Management? Clarity of TM1. Elect understands the role of Talent Management in the Local Committee2. Elect understands their role for the upcoming year and has a clearer picture of their daily and weekly activities.3. Elect understands Talent Capacity Model4. Elect understands the KPIs and MOS that will reflect their results.5. Elect understands how Talent Management contributes to exchange growth

Discuss the purpose of Talent Management in AIESEC Why do we have it? Is it necessary?

Discuss how Talent Management is spilt into two aspects:a) Learning and Development (Capacity of each individual)b) Capacity (Capacity of the organisation)

Ensure EB understands the difference between Huamn Resources and People Development.

Run a short activity to allow VPTM to manage and define their job description.

Global trends in Talent Management inside and outside of AIESEC.PPTVPTM Job Description

Mind-map displaying Clarity of Talent Management

SWOT analysis of Talent ManagementTBA: TM wikiReview of current term1. Elect understands history of Talent Management the Local Committee, AIESEC Indonesia and AIESEC globally. With particular focus on the current term and LC.

2. Current has meaningful sharing about the successes and failures of the current term

3. Elect and Current review the current term's HR plan

4. Elect and Current have casual discussion about the direction of the portfolio for the next term.What are the leadership and membership goals for your local committee?How to make LC HR planTalk about the history of TM in your LC and in IndonesiaTeam Member Program1. Elect understands the TMP Principles and Minimum Promises2. Elect understands how TM mamages the Team Member Program3. Understand what are team minimums for the quality of AIESEC ExperiencesDiscuss the Team Member Program defintion and the responsibilities of you as a VPTM to manage this program.

Disucss the Minimum Quality Promises and TMP Principles and rate how your LC is currently delivering.

How are processes such as PA and Selection tailored towards supporting the Team Member Program.

Keep, Stop, Start, how is TM supporting the Team Member Program. PPTAIESEC Indonesia Minimum Quality PromiseTMP PrinciplesKeep, Stop Start of how your Local Committee is aligning and fulfilling the Quality Promises of the Team Member Program.Team Leader Program1. Elect understands the TLP Principles and Minimum Promises2. Elect understands how TM mamages the Team Leader ProgramDiscuss the Team Leader Program defintion and the responsibilities of you as a VPTM to manage this program.

Disucss the Minimum Quality Promises and TLP Principles and rate how your LC is currently delivering.

Briefly understand why LEAD was created and create an analysis of the TLPs in your Local Committee at the moment. Are they truly inspiring and providing challegning and purposeful experiences for their members? How can LEAD help?

Keep, Stop, Start, how is TM supporting the Team Leader Program.

Ensure EB elect understands some of the difficulties associated with tracking and training of TLPs.PPTAIESEC Indonesia Minimum Quality PromiseTLP PrinciplesKeep, Stop Start of how your Local Committee is aligning and fulfilling the Quality Promises of the Team Leader Program.Talent Management and GCDP1. Ensure elect understands the output and learning points of this years major GCDP projects2. Elect understands Current GCDP and TM Plans and how they worked together.3. Elect has the opportunity to have preliminary discussions to analyse Elect GCDP Plans/Timeline and create support planning. 4. Understand the concepts of integrated XPsDiscuss the process of tailoring TM strategy to GCDP.

If you have various projects running that should be sustained eg. EP LEAD, EP Journal, Intern LEAD, Intern Buddy, Re-integration, Pre-integration, Micro-Experiences

Ensure that the VPTM and the VPGCDPs have delegated the responsibilities of these major projects

Ensure LCVPs understand the different concepts of integrated XPsPPTCopies of mateirals from EP and Intern LEAD. Current structure of GCDP in your LC.Process flow for EP engagement (Integration and re-integration)Draft timeline of GCDP and Talent Management supporting activities.TMP TLP Driving GCDPTalent Management and GIP1. Ensure elect understands the output and learning points of this years major GIP projects2. Elect understands Current GCDP and TM Plans and how they worked together.3. Elect has the opportunity to have preliminary discussions to analyse Elect GIP Plans/Timeline and create support planning. Discuss the process of tailoring TM strategy to GIP


Ensure that the VPTM and the VPGIPs have delegated the responsibilities of these major projectsPPTCopies of mateirals from EP and Intern LEAD. Current structure of GIP in your LC, review of typical JDs.Process flow for EP engagement (Integration and re-integration)Draft timeline of GIP and Talent Management supporting activities.TMP TLP Driving GIPProcesses of Talent Management1. Elect understand process flow of Talent Management and can connect each step to one another2. Elect and Current particpate in managing a Talent Management joint project. This can include Recruitment, PA or Learning and Development Project. See details under 'Project' Sheet below3. Elect understands the recruitment process from Talent Planning, Talent Promotion, Talent Selection, Raise, Match, Talent Induction and Mentoring.Discuss the importance of mapping out the LC to see what people are in charge of what sections. Are there any gaps in the pipeline?

Make sure you stress the fact the Talent Planning requires constant communication with the other VPs and LCP as to what projects will be set up in the coming months and what members will be needed.

Since Recruitment is one of the first projects your elect will undertake - assist your elect in Talent Planning.Go to the VPs and ask for gaps in the pipelines, the type of people they are looking for in their portfolios, and what jobs the members will be doing. Make sure to explain step by step the importance of why this is all necessary.

Make sure you include a long disucssion about the significance of Job Descriptionshow to align talent planning with organization performanceTalent Management Process Flow

Materialsand tools for each processTimeline of the year with the process outlineThe definitive guide to Talent ManagementLearning and Development1. Elect has the output and learning points from the major learning and development projects implemented this year.2. Understand the current NEC and how it can be implemented locally to fit the LC reality.3. How to align local training to national training

Talk about the importance of L&D and how it will make up 30 - 60% of the VPTM role

Disucss the yearly timeline of L&D and how to create a Local Education Cycle.

Local Education Cycle Template

National Education CycleLocal Education Cycle and Syallbus filled for Q1 and Q2Other Models of Talent ManagementL: GCM, GLE, LEAD, I&OJ1. Elect has the understanding and ability to utilise and implement the following models: Global Competency Model, Global Learning Neivonrment, LEAD and Inner and Outer Journey.Go over all five competencies and briefly discuss how they are related to AIESEC, what they mean and how you can develop them.

This is a good opportunity for you to impress upon your elect the importance of Talent Managemnet to deliver the objectives and process of Inner and Outer Journey of Leaderhsip

Promotion of national and International Conferences

Cooperation with externals in terms of members' education Global Competency Model & Definitons

Global Learning Environment & Definitions

Inner and Outer Journey of Leadership

LEAD & Definition and Wikin/aCulture of Talent Management1. Elect has an understanding about the culture of Talent Management this year and the image or branding Talent Management needs to have the following year.

2. How to build a culture?

3. Value-based cultureBased on your experience - decide on the key message or vision that you as a current want to see in you entity for the next term. For example "TM driving functions forward' etc.Value-based culture understandingHow to build a culture of excellenceTalent Management: The specfics: SDP, Mentoring, LCMs, 1. Elect understands the Talent Management Projects that happen locally (TM Summit, Mentoring, SDP)

2. Elect has the materials and project reports of each local intiative your term ran, in order to re-run the project in their termGo over the local Talent Management Projects that should be sustained.

Stop, start continue for local TM AIESEC intiatives SDP Framework and other local intiative materials

Stop, Start, ContinuesRepresenting yourself as Vice President - Talent Management1. Elect understands their role as a Vice President of Talent Management and how their brand will impact upon the brand of Talent Management. Eg. If you are fluffy and/or don't understand the role of Talent Management - others won't as well

2. Impress the importance of stressing TM's value to the other functionsCooperation with MCVP TM and other LCVPs

Sharing GCPs within the network

Paricipating in the statutory conferences and functional meetings

Cooperation with externals engaged in TM activitiesn/an/aLEAD Sensing and Implementation1. Guide Elect through identifying LEAD gaps and LEAD sensing .2. Recap on understanding the process flow3. Allow elect to unertake a LEAD project under your supervision.4. Have conversation with LEAD NST or MCVPTM to take steps to become a LEAD trainer.5. Elect understands the logic behind LEAD6. How to facilitate the development of different individuals with different working styles, development areas etcEnsure elect understands the process of LEAD and educate them on the framework.

Introduce your local projects for LEAD implementation and keep, stop, start intiatives that are aligned with the LEAD project.LEAD WikiConversation with MCVPTM/ NST LEADTalent Management Processes: Recruitment1. Understand the Recruitment Processes for the different profiles (EP, TMP, EwA)2. Understand the significance of selection using Global Competency Model and ensure elect understands the concept behind recruitment based on 'why'3. Understand the processes and timeline of selection4. Understand the difference between backward planning and talent planning5. Understand the talent marketing profiles and national tools and how to use them.Run elect through a sample SOPs and timeline for selection, include: Role and responsibilities of TXP in selection Profile of AIESEC members and selection criteria Different methods/tools of selection available and know how to use them How to measure the effectiveness of our selection process Behaviour of transparency How to check matchability people which wants to go for internship

Give simulations based on selection dilemnas: "what happens if there are more people but they are underaverage, or what if there isn't enough people"

Ensure Elect has the ability to: Inform a person that they haven't been accepted Communicate next steps for accepted candidates How to use the selection criteria during the selection process Evaluate candidates (competencies, matchability, aspirations)Analyze the best person for each role Educate members about selection processRecrutiment SOPSelection and Recruitment TimelineTalent Management Processes: Induction1. Understand the induction flow2. How to plan an induction in the LC3. How to execute induction in the LCAsk elect to make an induction agenda/ make an induction timelineCommunicate mindset, if induction is done well, learning and development can focus more on strategic and leadership developmnt activities rather than the basics, which should be covered during induction.Talent Management Proccesses: Transition1. Understand the minimums of a transition process2. Understand the importance of transition/ induction for each reallocation3. National Transition ModelCheck out Talent Management transition documentationTalent Management Proccesses: Performance Assesment1. Understand the role of performance assessment in the local and national reality.2. Understanding the performance appraisal and talent review processAdd talent review to your planning.SkillsTeam Management1. I understand how to manage the performance and development of my team2. I have the models and tools that allow me to take charge in managing my team.Talk about the role of an LCPVTM as a manager, leader and strategist


Team Formation ModelTailored Indivdual Director.Member development planStrategic Mindset1. Understand what is a strategic mindset - what kind of behvaiour do I need to implement?2. Explore common trends within HR and TM not only within AIESEC, make this a behaviour.3. Power of asking the right questionsHow to be a strategic leader: take the time, ask the right questions, understand what is happening in the worldCase studyBuilding Trust1. I understand the Emotional Bank Account Model2. Why is Building Trust Important? For your team, for yourself.3. Linking trust building to clear goal setting and feedbackEmotional Bank AccountGoal SettingEmotional Bank accountBehaviourCurrent should give direct feedabck to elect about how they think they work in terms of trust building.Coaching Skills1. Elect understands the situatonal leadership Model and how to apply it






5 levels of written feedbackHow to do a 360CAT versus feedback sessionAttitudeSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/aActionsTMP-TLP Statistics on [email protected] are reflective of current state of LC1. Ensure that the TMP-TLP statistics on [email protected] are relfective of the current state of your LC.2. Relfect the importance of this to your ElectTeach your elect how to use [email protected]

Show them tips and tricks - good useful wikis and files to have on hand

Show the gaps between current LC structure and LC structure dictated on [email protected] and stress the importance of correct TMP-TLP management on [email protected]@.net account

Bookmarks of good wikis and filesn/aTalent Management Resources1. Compile Talent Management Resources into a wiki/file and hand them over.2. Include personal resources, good GCPs from the network etc.Show your elect the value of good resources and how it can make you more effective and efficient.

Stress the value and competency of proactive learning and ensure that the VPTM is a source fo knowledge about talent management and leadership development for the teamResources and filesn/aIntrodcution to NST and MC1. Create a virtual introdcution to the NST and MCWrite an email to the NST TM and MCVPTM to introduce your successor.

Add to facebook groups etc.Facebook group etc.n/a

PR & IM

TOPICOBJECTIVESCONTENTINPUTOUTPUTSTATUSWhat is Public Relation?To give clear understanding and basic knowledge about PR in AIESEC and as a whole1. The basic understanding of Public Relationhttp://www.myaiesec.net/content/viewwiki.do?contentid=100541602. The basic knowledge of PR activity & principles in AIESEChttp://www.myaiesec.net/content/viewwiki.do?contentid=102767713. PR Strategy Map during 1314PR Strategy Map 1314 + http://www.myaiesec.net/content/viewwiki.do?contentid=10237549PR Strategy Map 1415 Draft4. SWOT of PR during 1314PR-ing AIESEC to Stakeholders 1. What makes it different between PR & ER stakeholder?2. Current reality of our media partnerMoU & documents of partnership2. To give detail explanation about PR strategy and current condition3. Engaging mediaDatabase media, http://www.myaiesec.net/content/viewwiki.do?contentid=10154174Product Development for Media4. Engaging communityDatabase community5. Engaging corporate and other potential partner6. PR story through our membersPR Activity in physical and virtual reach1. To give clear understanding about PR activity in physical and virtual reach1. How we PR-ing AIESEC in all virtual reach? (website, social media, SEO)
Eka Hadiyani: Eka Hadiyani:Organizational Reputation Buildinghttp://www.myaiesec.net/content/viewwiki.do?contentid=102375492. PR-ing AIESEC through Physical Reach (member, networking event, etc)Media Account database & Physicial Account Transfer2. Transferring all accounts of media, community, other organization, and so forth3. Create a good press releasehttp://www.myaiesec.net/content/viewwiki.do?contentid=10154174One press release for current event4. Conduct a press conferencehttp://www.myaiesec.net/content/viewwiki.do?contentid=101541745. Synergy with Program Marketing to create PR story toward member's experience6. Synergy with BD to create PR story through our partnership7. Create PR activity through national and international conferenceEngagement with AIESEC1. Basic knowledge about EwAhttp://www.myaiesec.net/content/viewwiki.do?contentid=102137752. Global and national Initiative Event (youth talk, Y2B, etc)3. Maximizing Culture Shock and other EwA platformhttp://www.myaiesec.net/content/viewwiki.do?contentid=10213775Brand Subcommittee1. Role of Brand Subcommittee2. Firefighting & conflict managementhttp://www.myaiesec.net/content/viewwiki.do?contentid=10279061Understanding about crisis management in PR areaWhy IM?1. Giving clear explanation about current trend and condition of national IM1. Basic knowledge about IM, ethics as national IM champion, and SWOT analysisThings to start, stop, continue in national IM2. Education about all the techinical stuffs in IM2. Big AIESEC Online (OP, ORS, Zendesk)http://www.myaiesec.net/content/viewwiki.do?contentid=102747113. Transferring account3. Our national website3. Effective Newsletter5. Maximizing all the IM tools

MARKTOPICOBJECTIVESCONTENTOUTPUTLINKSStep 1: What is Marketing1. Elect understands the role that marketing plays in the LC and in the world 2. Elect understands the role marketing plays in achievement of goals 3. Elect understands the key MoS & KPIs of marketing 1. Internal vs External definition2. Importance 3. Role 4. MoS & KPI1. JD of VP Marketing 2. MoS & KPI of each activityStep 2: Marketing This Year1. Elect understands what has been done in marketing in the LC so far 2. Elect and current do a SWOT of the department and its activities currently in the LC 3. Elect has a complete understanding of the external market realities 1. What has been done in marketing so far just an overview: key activities2. SWOT 3. Analyzing external market and trends1. SWOT analysis of market2. Understanding of current day marketing trends 3. Document with understanding of current marketsStep 3: Marketing Strategies & Brand Management1. Elect has a full understanding as to how to create marketing strategies 2. Elect is aware of all processes and flows so as to create the best strategy1. Global Branding Guidelines 2. Product Customer Flow 3. GTCM4. Customer Journey Map5. Push & Pull Marketing 6. Showcasing StrategiesKeep Stop Start for each strategy currently Step 4: LEAD management1. Elect understands the importance of every registration and the responsibility to follow up2. Elect understands the current reality of conversion management3. Elect comes up with a way to better conversion management in his/her term1. Purpose of lead management 2. Lead management training 3. Online ORS + Follow Up system 4. Go through current conversion rate and come up with ways to increase the sameConversion Management PlanStep 5: Marketing & Other Functions1. Elect understands roles and function of each department 2. Elect gets to know the marketing channels and the relevance to each department 3. With this knowledge, the elect can now create a year plan to help in achievement of the end goals of each function1. Synergy with each department - GIP, GCDP & TMP 2. Introduction to all channels and marketing through the same for all 3. Creating marketing plans and synergy roles with each 1. Keep Stop Start for each programme2. Keep Stop Start for each channel3. Marketing Year Plan for each programme keeping in mind all channels Step 6: Team Management1. Elect can now make a team and put structures in place 2. Elect understands what the department culture was and what he/she wants it to be3. Elect understands how to manage AIESEC and his responsibilites well1. Ideal Team Structure & JD 2. Department Culture 3. Personal Challenges this year 1. Team Structure & JD 2. Keep Stop Start for Culture Management within the department in the LC Elect gets training and is handed over all passwords,etc for all channels1. Handing over the passwords, etc2. Training on how to use social media, graphics, etc On the job training for using various channels and softwares

ER-BDTYPETOPICOBJECTIVESCONTENTINPUTOUTPUTCONTENT LINKKnowledgeWhat is External Relation / Business Development ?1. Elect understands the role of External Relation / Business Development in the Local Committee2. Elect understands their role for the upcoming year and has a clearer picture of their daily and weekly activities.3. Elect understands the KPIs and MOS that will reflect their results.4. Elect understands how External Relation / Business Development contributes to exchange growth

Discuss the purpose of External Relation / Business Development in AIESEC Why do we have it? Is it necessary?

Talk about the history of ER/BD in your LC and in Indonesia

Ensure EB understands the difference between Sales and Marketing.

Run a short activity to allow VPER/BD to manage and define their job description.

Global trends in External Relation / Business Development inside and outside of AIESEC.

How to make LC Sales PlanPPTVPER/BD Job Description

Mind-map displaying Clarity of External Relation / Business Development

SWOT analysis of External Relation / Business DevelopmentStakeholder Management1. Elect understands the ER Principles and Partnership Minimum Promises2. Current condition of Stakeholder in AIESEC LC level.3. Elect understands every stakeholder that should be managed by ER/BD and Other function.Discuss the Stakeholder defintion and the responsibilities of you as a VPER/BD to manage this program.

Discuss Partnership Minimum Quality and ER Principles and rate how your LC is currently delivering.

Keep, Stop, Start, how is ER/BD Manage the stakeholder. PPTKeep, Stop Start of how your Local Committee is aligning and fulfilling the needs of your stakeholder.Sales Activity1. Elect understands the Sales Process, and their role to manage it in Local Level.2. Elect understands how ER/BD can drive other function to support Sales Activity.Discuss the Sales Process and ER/BD role in it.

Disucss the Sales Process and other function role in it, such as LCP to help to give direction to other function to support.

Keep, Stop, Start, how is ER/BD supporting the Sales Activity in Local Level.

Ensure EB elect understands some of the difficulties associated with tracking and training of Sales Member.PPTSales ProcessKeep, Stop Start of how your Local Committee is doing Sales ActivityExternal Outlook1. Ensure elect understands the current trends that happening in their city.2. Elect understands the Main Opportunity that should be focused, and threat that should be aware of.Discuss the process of tailoring ER/BD strategy to GCDP.


Ensure that the VPER/BD and the VPGCDPs have delegated the responsibilities of these major projects

Ensure LCVPs understand the different concepts of integrated XPsPPT of What biggest opportunity that should be focused on, and threat that should be aware of in your city.Draft timeline of External Relation / Business Development supporting activities.Representing yourself as Vice President - ER/BD1. Elect understands their role as a Vice President of External Relation / Business Development and how their brand will impact upon the brand of External Relation / Business Development. Eg. If you are fluffy and/or don't understand the role of External Relation / Business Development - others won't as well

2. Impress the importance of stressing ER/BD's value to the other functionsCooperation with MCVP ER/BD and other LCVPs

Sharing GCPs within the network

Paricipating in the statutory conferences and functional meetings

Cooperation with externals engaged in ER/BD activitiesn/aHaving Practical Experience as VP ER/BDSkillsPodio (CRM)1. Elect understand how to use podio to track all Sales Activity in Local Level.2. Electt understand how to use Podio as Market Coordination System.Talk about the role of an LCPVER/BD as a Controller in Podio

Podio GuidelineStrategy to improve the tracking in Podio.Partnership Minimum Promise1. Elect understands what is Partnership Minimum Promise and How to ensure all checklist is achievedUnderstand the Partnership Minimum Promise

Give basic tips about how to facilitate Manager to achieve this.Partnership Minimum PromiseStrategy to Achieve the Partnership Minimum Promise.Negotiation Skills1. Understand Negotiation Theory2. How to prepare and run a negotiation 3. Understanding the different styles of negotiation and how to adapt to your customers oneBATNANegotiation ProcessCommunicating during negotationStrategies for negotiationOpeningClosingCustomer Centricityhttp://med.stanford.edu/careercenter/management/Negotiation_Skills_MA_JMK_2_16_06.pdfMeeting Management Skills1. How to run meetings (agenda, objectives)2. How to make adn use a sales proposal3. Business etiquette and manners during meetings4. How to solve problems and bring value to customersCusomter CentricityMeeting ManagementSales ProposalMannersCommunication SkillsHow to start and end the meetingProblem Solving SkillsHow to communicate to externalsHow to build your personal brandCold Calling/ Emails 1. How to communicate online2. How to make a cold call3. Objection HandlingObjection HandlingCommunication AbilityCold CallingCold EmailsNetworking Skills1. How to represent yourself and AIESEC at a networking event2. How to use LinkedIn and other websites for sales and networking3. How to make an elevator pitchNetworking SkillsLinkedInPractice Elevator pitchHow to engage othersBody LanguageHow to approach peopleIntroducing yourselfMarket Research1. Elect understands the process of Market Research.2. Elect understands how is to ensure to find the right Market to be tap for specific needs such as Project/GCDP/GIP/Employer Branding/ National Conference.Market Research FlowPPTDraft list of Market that have been Tap, and Going to be tap in the next term.Product Development1. Elect understands the process of Product Development.2. Elect the value that should be put in every product created in AIESEC Local Level.Understand the Product Development Flow

Understand the value of AIESEC that should be delivered to externalProduct Development Flow

Sales Proposal ExampleHave all Example of ProposalAttitudeCulture of External Relation / Business Development1. Elect has an understanding about the culture of External Relation / Business Development this year and the image or branding External Relation / Business Development needs to have the following year.Based on your experience - decide on the key message or vision that you as a current want to see in you entity for the next term. For example "ER/BD driving functions forward' etc.n/aCulture AnalysisLocal Competencies to support Local Committee CultureSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/aActionsAccount Transition1. Do Account Transition Meeting with your Elect to all Current Account that you already Have.2. For all People that you have met during this term, introduce your Elect Through E-mail, and ask for future coordination or meeting in those month.Explain the objective of Account Transition, How, and What should be delivered during Account Transition Meeting

Introduce Elect to the current Account / Stakeholder, and discuss together with Account / Stakeholder what should be keep, stop, continue for the next term related with your partnership, or upscalling meeting.

Introduce Elect to all people that you have met and it's really potential through mail.Account TransitionElect introduced and can start having upscalling partnership.Account Projections1. Compile External Relation / Business Development Resources into a wiki/file and hand them over.2. Give all contact of stakeholder / person that you have met during this term, and give clarity of projections what suggestion you give to Elect related with this account for the next term.Show your elect the value of good documentation and how it can make you more effective and efficient.

Give an explanation related to all account projection in the next term.ERBD Account ProgressClear Suggestion for all Account in the next termMoU and other files needed1. Give all Document related with MoU, and Explain the content of partnership 2. Legal Document, etc. Explain all document neededMoU and other fileUnderstand all file that we have, and know when this account should be rejected / upscalled.

FNTYPETOPICOBJECTIVES + CONTENTINPUTOUTPUTCONTENT LINKKnowledgeAIESEC IndonesiaDirection of AIESEC IndonesiaMC Plan understanding; Growth path, Vission, MoSImportance of knowledge management in organization sustainabilityExternal and Internal Legality

Explanation and DiscussionGlobal & National PerspectiveFinancial ModelFinancial tools and systemData Analysis and EvaluationDocument Explanation and PracticeLocal PerspectivePetty cash managementAlternative sources of revenue (grants)Local financial educationsData Analysis and EvaluationExplanation and DiscussionDocument Explanation and PracticeCurrent State

Current financial situationWeaknesses and improvement pointsFocusesData Analysis and EvaluationExplanation and DiscussionFinance Management in AIESECFinance Management in Not For Profit OrganizationExpense and Revenue CenterCash ProjectionFinance DocumentInvestment ManagementLC Exchange TrackerFinance flow in ICXFinance flow in OGXProduct Pricing (national and local)LC Financial ReserveData Analysis and EvaluationBudget UnderstandingBudget FunctionHow to Make and Use Budget Scenario , Transfer LC & functional plans into LC budgetBudget RevisionBudgeted vs Actual ReportBudget AccountabilityDocument Explanation and Practice and AnalysisGovernanceLegality Document and ProcessLettering (In and Out)MoU (how to make MoU and on going MoU transition)Project ReportingEB Election/SelectionHow to Run LegislationExplanation and AnalysisFinance StructureSeparation between Approval, bookkeeper, and treasurer.Manager/Supporting Team Structure Qualities to look for when recruiting finance membersExplanation and Case DiscussionCase Discussion and Sharinghttp://med.stanford.edu/careercenter/management/Negotiation_Skills_MA_JMK_2_16_06.pdfInternal Policy and CompendiumUnderstanding Internal PolicyUnderstanding CompendiumHow to do compendium amandementDocument and Data AnalysisRisk ManagementRisk identificationRisk assessment modelRisk mitigationExplanation and Case DiscussionDocument and Data AnalysisData Analysis and EvaluationDocument Analysis and ObservationAccounting (Book keeping)Bank AccountChart of Account ExplanationQuickbooks EducationBookkeeping method and assumptionInternational TransactionAccount Payable and Account ReceivableData Explanation and PracticeDocument and Data AnalysisInvestment ManagementKey factors to consider when managing reserveStandard Return on InvestmentHow to decide to invest and not to investLong term investment planLC AssetExplanation and DiscussionData Analysis and EvaluationInternal Audit and LC MMCInternal Audit ProcessInternal Audit Result ExplanationLC MMC UnderstandingLC MMC Document TransitionExplanation and Case PracticeFee StructureLC X FeeNational FeeOrganization Development Fee and expansion fundTravel Cost SharingExplanation and Case PracticeBusiness frameworksBusiness frameworks relevant to AIESEC, LC & functional analysis: products, processes, etc.Explanation and DiscussionConference ManagementFinance role in conference managementRight and Obligation of LC in conference managementExplanation and Case PracticeFinance Support to ELD Finance Investment Portfolio for ProgramSharing and Case PracticeAreas and ResponsibilitiesUnderstanding Area of Responsibility (Key responsibilities, KPIS of VPF & finance JD)Reading and Personal Case SharingContribution and AchievementRole & contribution of finance in achieving our goalsSharingStrategic DirectionStrategic role of VPF in National (MC)Explanation and DiscussionFunctional Strategic DirectionFunctional synergy: possible collaboration between each other and with financeExplanation and DiscussionSkillsTeam Member EducationMember trainingDisucssion, Analysis and ObservationTeam TrackingEffective team meetingTeam tracking (asses, review, check implementation and tracking)Explanation and DiscussionCase Discussion and SharingSuccessionManaging member development & pipelineCase Discussion and SharingAttitudeSuccess and Failure1. Elect understands the successes and failures of the current term 2. Has an understanding of how to maintain success 3. Understands the mistakes and how to ensure they don't happen agianHave an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.n/an/a

transition

Documents