MCVP TD 2013 – 2014

Specific Questions

Ungureanu Madalina

Ungureanu Madalina. MCVP TD 2013-2014

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1. Choose and explain 3 key focuses for your term as MCVP Talent Development.

Please be specific on why is that a priority, how is it going to happen and what are

the expected outcomes of the actions you set.

1. Alignment of the LCs in the TM area

In order to have uniformity in the country, by the end of the term all LCs should get to

respect certain standards established nationally

Why How Outcomes

Because there cannot be real collaboration and communication in the country if the LCs do completely different things

- strengthening the connection between the national teams and the LCs - creating taskforces with VPs coordinated by the NST members

- standards for the local education cycle - standards regarding the recruitment and selection - standards regarding the implementation of TM processes

2. Increasing members’ efficiency

Currently only about a 3rd

of our members are working directly for exchange.at the same

time, the number of non-core projects versos PBoXes is quite high. The aim of this focus is

to change this

Why How Outcomes

In order to show consistency between what we promote and what we do, we should have members that understand and see the relevance of exchange; and this is only possible if they are directly connected to the international environment

- HR planning oriented towards exchange processes 1

st and then on

support activities - developing new national PBoXes, in collaboration with the MCVPs that work on the exchange areas

- min. 50% of the members working for exchange

3. Stability, flow and relevance of the members’ education

In order for members to take part in conferences, they must, first of all, find them relevant,

besides the popular informal characteristics. And in order to assess and work on the

relevance of a conference, this should take place for more than a year and address real and

actual needs.

Why How Outcomes

If our members have the right setting (environment, incentives, but also competencies), then they can perform better

- alignment between local education cycles and national education cycles - create a flow of development for conferences and additional activities to be implemented locally

- one relevant, 3 years stable national education cycle - guidelines for developing and implementing local education cycles - structure for members’ development plans

Ungureanu Madalina. MCVP TD 2013-2014

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2. What evolutions do you see in the next term concerning the TMP and TLP

implementation and delivery in AIESEC in Romania?

3. How do we increase the number of members going on GIP and GCDP? How to

ensure the proper need of HR in LCs if members go on GIP and GCDP?

First of all, I see a shift of resource allocation from non-core projects to PBoXes. We will

never be able to achieve our goals if 25% of the whole HR is blocked for 6 months on a single

non-core project. So, orienting the TMP & TLP allocation towards projects and initiatives that

have as direct objectives exchange would be a 1st step towards increasing the members’

efficiency.

Another goal would be to increase the number of TMP and TLP that come from EwA.

Currently, we spend a lot of time training from scratch people regarding AIESEC knowledge and

understanding, that may have as a result people that realize that AIESEC is not for them.

Chances which would be much, much smaller with people who are already informed and their

motivation for being part of our organisation is much deeper. And this would ensure a bigger

flexibility in the recruitment process for different positions.

Increasing awareness regarding the usage of the NPS score should also be a step, followed

by dicussions with the people ending their team experiences so that we can improve our

products.

In this case, we need to have in mind the fact that active members won’t go in exchange

outside of the peaks, when they have holidays. And considering the fact that there are not

many members to leave during winter, the main challenge remains to ensure the pipeline of

members during the summer. And for this, having a spring recruitment for members seems

to be the best solution, having as requirement the candidates’ desire and availability to remain

in the organsation during the summer.

In what concerns convincing members to take exchange opportunities, I see this split in

two: GIP and GCDP. Generally, it is a thing about mindset – if we encourage people to go on

exchange from the beginning of their experience in AIESEC, then they will leave. If we focus

too much on promoting local opportunities, within the LC, members will soon forget that they

can also leave in exchange and the number will decrease.

For GCDP, a good start is to look for this wish in the selection process – have as preferred

characteristic the availability to go in exchange within 6 months or a year. And for the old

members, to keep promoting opportunities and share exchange stories from people who

already left. Create strategies focused around an exchange culture.

Regarding GIP, our best target group internally is H4TF. An international internship will help

the members ending their AIESEC experience to have a head start in the recruitment pool for

companies, also giving them the chance to develop cultural sensitivity and global mindset.

Ungureanu Madalina. MCVP TD 2013-2014

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4. What is going to be your strategy in order to have a correct HR planning for the

LCs?

5. How are you going to correlate the global learning environment with the MoSes

that each LC has?

Considering that we have made some steps forward this term, I think that next year we should

focus on improvements.

First of all, we should make sure that all LCs calculate the retention rates for the induction and

then for 6 and 12 months in order to be able to make predictions for the next year.

Secondly, we should not only see the desired vs. actual number of members, but, based on

an efficient Career Plan, to see what is their level of involvement and commitment. As we all

know, we don’t have all the members at once involved in teams.

With all these in mind and the progressions observed in the past years, I think that we would

have an efficient and realistic HR planning.

An important thing to have in mind is the informational sustainability, as a main problem that we,

as a country, encounter is the loss of data. So, implementing a knowledge management

platform useful both for LC and for the national network should be one of the priorities.

The Global Learning Environment is, or at least should be, a tool that helps members in their

development in order for them to achieve things on two levels: short term, through objectives

inside the organisation, and long term, through personal and professional evolution.

Having this in mind, the GLE should come as support and only in correlation to what we desire to

do in the organisation. Practically speaking, we should see what MoSes we have, what

competencies members require so that they can achieve those MoSes, what’s the gap between

the desired vs. the actual level and from here on implement the activities that best fit for the

situation.

Regarding the strategy at a national level, we should work on setting specific standards with

suggestions of implementation, so that we have both a minimum level and flexibility in order to

fit the needs of the different realities present in Romania’s LCs.