shreyakhajuria_manifesto_lcpcandidate_2015

Shreya Khajuria | Applicant for Local Committee President | AIESESEC in Chandigarh 2015


We shall not cease from exploration , and the end of all our exploring will be to arrive where we started and, know the place for the first time.

T.S. Eliot, Four Quartets

What is the meaning of the Hand above the Capitol? It expresses a philosophy.

The result of a life of study, of struggles, of defeat of victory, over the years, stood the Open Hand,it became the ‘crowning point’ , of what was called the ‘contemplation hollow ‘ by its creator. A place to discuss public affairs , to look at things differently, far from officials ,elected or imposed . The hollow was dug at the summit of the city , dominated by the Hand shining against the mighty Himalyas. The floor of this ‘consideration’ pit led to 2 amphitheatres, to see , think and talk about what was real. 2 amphitheatres because there are 2 sides to everything. They had chairs for people, to speak , a platform for the acoustic , all of this dominated by the Hand.

The Hand is mounted on a ball bearing that turns with the wind, it does not turn aimlessly, but to express what life really is-constant changes. The Open Hand means open to give and open to receive. It is a sign of optimism in the world amidst catastrophe.

The only other picture that comes to my mind, of a place like this is this Local Chapter, being the AIESEC Chandigarh plenary , being AIESEC in Chandigarh . This place has witnessed years of greatness , every single thought about AIESEC in Chandigarh, about the past, the present & the future has led me to think about where this LC comes from, what this LC stands for and where it is supposed to go, all over again. Simple set of people who built the greatest form of the Local Chapter over the years, with the drive to achieve beyond one could ever dream of. We had bad times , we had good times and we had great times. Our existence over a quarter of a century, dominated by our ability to bring forward to the world, the strongest leadership. And over the golden years of magnificence, we again stand strong, to enter the year, 2015. The year they all envisioned and strived towards, for a better tomorrow. Their tomorrow becomes our today. The year that lives to chase none , because this time we are at war. Generations that built our Generation , see us today to live, deliver and achieve a winning 2015.

With Courage in our hearts, that inherit us to dream

Committed to build every single day, in real The year of Winning is now and today.

I welcome you to a generation that will Conquer Greatness, conquer our best, our own greatest form.

Shreya Khajuria

To always serve the Local Chapter with Open Hand

AIESEC in Chandigarh

Our Greatest Form shall be conquered


Shreya Khajuria

• 205 B HollyWood Heights 2 VIP Road Zirakpur• Punjab India • (+91) 8146054433 • [email protected]

Education GGDSD College : Graduating in May 2015

Final year, Bacheclor of Commerce (Honors)

Bhartiya Vidya Bhawan: Class 12th (CBSE) 91.8%

D.A.V Sr Sec Public School,Sector 8 Panchkula

Class 10th (CBSE) CGPA 9.6

Achievements

National Level at Volley ball Silver Medal in Table Soccer Accolades in creative writing and art in High School Accolades in art and singing in High School Participated in School Theater Runner up in Computer Olympiad

Software Skill Level Packages Windows Movie Maker Excellent Windows 7 Internet Excellent IE, Firefox, Chrome MS Office Excellent Word, Excel, Publisher,

Powerpoint Interests

Architecture Socal Entrepreneurship Photography Reading and Content Writing Research & development Psychology

mailto:[email protected]


Setion 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.

Team Leader oGCDP Inbound (The Big Bang)

October-December 2012

Contribution:

Delivered YEs and Class Room presentations.

2 out of 3 contributing members.

Performance: 3Ra 2 Ma 1 Re

Learning:

Individual contribution shapes the overall strength of the team.

Our ability to be humble, selfless and give respect defines the character (culture) of our Organization.

Every problem can indeed be solved.

Team Leader oGCDP Inbound (Nirvaan)

January to September 2013

Contribution:

Thought leadership and relentless endeavors to build a culture to sustain growth.

Performance: 7 Ra 1Ma 1 Re

On ground presence and contribution to recruitment

Member engagement could have been much more productive

Learning:

Every success is that of a member and his each failure is that of his Leader

They key to learn is the need to do

Exchange is beautiful, which makes it our responsibility to offer it to the city

Friendship stands strong in the darkest of times Time is our biggest limited resource

Local Steering Team (May 2013)

Contribution:

Forthright views on the prevalent state of the Local Chapter

Feedback to improve culture and leadership development at grass root level

Embracing reality and striving towards solutions

Learning:


Development of people sensing and analytical abilities

Holistic view of the Local Chapter and deeper insights into functioning of other portfolios

Great Organizations endure by holding true to its core ideology and purpose

2013 TL oGIP (October – December 2013)

Contribution: 4 out of 5 performing members Key initiatives for Job Description Evolution and Learning & Development for the department Rebuilt and renovated the overall work culture and essence of the portfolio Results could have been significantly better

Learning: Consistent actions and disciplined creativity will take you a long way

The team is as strong as its weakest link

Task Forces and Onsite OC:

Team Next Level (December 2012)

Contribution: Conceptualization of Annual Report for 2012

Learning: Deeper comprehension of the entire year and the ways to take it forward, showcasing is essential

for effective SRM.

GLP task Force (February 2013) Contribution: ventured to try out something new and established the way forward for future oGCDP and recruitment combined sales Learning: Lead by Example is the way to bring a change. CIM Cell Contribution:

Improved ways of optimizing processes Efforts toward goal achievement following knowledge management

Learning Showcasing and internal marketing. Results could have been significantly improved here.

Onsite Organizing Committee member (August RYLC 2013)

Contribution: Putting up a team show in the facilitation of induction of over 350 new recruits, in time and

best of capabilities, creative element to enhance environment for learning.

Learning: Consistency and love towards an idea would make it real , people will help you beyond their limits in

making it real.

Executive Body Term – Vice President TM & L&D

Wonderwall, The Year of Invincibility

Vice President, Executive Body coordinator, National Training Team, Facilitator, Mentor

Contribution:

Driving Talent Management and learning as a behavior for strong team experiences contributing to

growth.

4 training courses in place based on L&D Model, served great help to a lot of LCs.


2 recruitments with August batch contributing immensely to the National Plenary, retention rate for

both has been better than the previous years.

Local Training Team could be established in Q1,tracking & reporting could have been much improved.

Learning:

The only thing that brings you down is self-doubt.

Courage is not the ability to dream big but to make it real through consistent action.

Leadership and greatness is a matter of choice and not competence.

The team is not like family, it is family

2. What have been your main achievements and non-achievements in AIESEC in the past?

(Mention a max of three each)

Main achievements

1.Strength of character: Fears make you weak, winning over them make you the strongest. I have been limited by self-created paradoxes that would give rise to personal fears and doubts, only to realize my ability to conquer them. Resilience has come naturally to me which has strengthened me as a selfless leader, and help build perseverance that would last the mightiest test, with an undying resolve to not give up. 2.Talent Management: Applying for this portfolio was one achievement in itself, enduring and building it from scratch throughout the year has been another. Leadership development has been the core of AIESEC in Chandigarh and WonderWall ran the show beautifully itself, I was just lucky to be a part of them. I do believe that I could have done much more for learning & development, something I see myself doing in the future too. Non-achievements

1.Exchange (Top-Gun):

Top Gun has always been the closest to my heart since the first time I saw the plane took the final

90-degree flight in the video. I was not able to contribute as much, in terms of exchange numbers as

I potentially could have; loosing TopGun has been my biggest lesson in life.

2.Imbalance:

As a child, my parents have always found me in chaos, confusion and hustle. Like in any other

defense family, time management was a priority, something none of the cousins could keep up with.

I have not been able to balance college, health and work as well as a Manager should, but I have

seen a major progress when I reflect on the same, the Executive Body term has been the biggest

Teacher for the same and the art of balancing has been indeed improved.


3. List the Local/ National/ International conferences you have attended and in what

capacity.

No. Conference Date City Role

1 Regional Youth Leadership Conference September 2012 Amritsar Delegate

2 October Local Confrence October 2012 Shimla Delegate

3 National Leadership Summit February 2013 Jaipur Delegate

(MB track)

4 May Local Congress May 2013 Parwanoo Delegate

5 June National Conference June 2013 Silvasa Delegate

6 Regional Youth Leadership Conference September 2013 Jaipur Onsite OC

7 National Strategic Conference October 2013 Jaipur Delegate

8 October Local Conference October 2013 Shimla Delegate

9 National Leadership Summit February 2014 Hyderabad Delegate

10 Summer Local Conference June 2014 Parwanoo Facilitator

11 June National Conference June 2014 Goa Delegate

12 Regional Youth Leadership Conference September 2014 Amritsar Facilitator

13 National Strategy Conference October 2014 Baddi Delegate

14 October Strategy Conference October 2014 Shimla Delegate

4. Describe the experience of being a part of the Executive Body of AIESEC Chandigarh.

How do you think other members on the team would evaluate your contribution to the

team & LCs organizational direction?

It has been my greatest privilege and honor of having lived an Executive Body Member experience

of AIESEC in Chandigarh. Being a part of it in the year, that started on the onset of building the

most powerful form of our existence: our ambitious behavior to dream for the greatest, and resolute

will to never back down, build with undying resilience, and metal while on the way to fulfill it,

contributing to the bigger purpose, to be an institution that continues to transcend beyond

invincibility. I have been lucky to be a part of the year, where we made the choice of being our best

form and take the uprising towards it. The journey has been more than my best team experience,

my team mates have been my biggest critiques and challengers yet they were my biggest support,

inspiration and source of courage.


Here is how the team shall evaluate me:

o Immense contribution and guidance for team and LC decisions

o Creative and innovative ideas and ways of being

o Unwilling to accept that something can not be done

o Very particular about cultural ways of being

o Undying trust in leadership

o Biggest critique

o Aggressive and unfailingly annoying

o Some one they could trip on

o Someone who could do much more

5. What aspect of your Executive Body term could you have significantly improved upon

(personally and as a team)?

‘You are the biggest resource and liability of your team, it is on you what you choose to be’.

My Executive Body Term has been my best team experience which has broken and built me into the

person I am today. I shall always hold the belief, that I could contribute much more to the team

when it comes to being forthright at feed backing, or frivolous while having fun. Everyday discipline

and being expressive at the right time would have helped me support everyone much better, and be

more resourceful. As a team, we were more attached to the Local Chapter than each other, and that

is the greatest strength of the team, to be purpose oriented than being people oriented and still be

in love with each other. Everyone challenged each other enough to bring forward their greatest.

6. What are your three basic Learning/Values for life, which you have derived through your

AIESEC experience? (Answer objectively)

“To be a rock and not to roll”

The strength to endure or outdo is not in the competency but the gravity of love and

commitment you have for something.

The more have you failed, the more have you learnt, the more are you prepared to achieve.

Core Value System; The AIESEC values have become a part of my core ideology, that helps

me look at life in a more purposeful way and aspire to serve in my greatest capacity.


Section D | Motivation

1. Why did you decide to run for LCP of AIESEC Chandigarh? What are the qualities required for this

role & what makes you best suited for this role?

The Why behind Courage

I have always been the person who wanted to give back to the society and the people, through

building people. Our LC’s core has been the sort of leaders it has created through powerful

experiences impacting hundreds of lives each year. To go beyond at something, we are already great

at, takes immense courage.

Courage is not an attribute or strength, it is comes from being fearful, from fighting the fears and

winning over them. Courage differentiates between what we can and what we want to achieve, where

we are and where we intend to be, what we have and what needs to be reclaimed. Courage that

enables one to dream, to understand the bigger purpose and strive towards its fulfillment, and safe

guard what is prestigious to one. There would be no greater way of giving back to the Temple that

build me, as it has always deserved my greatest, my best and never less

The greatest form of Commitment

Why build people? Why change them? How to help some one who does not even want your help?

Why always care about things that may just sound fluff to anyone else? What is the basis of that much

conviction? And so many more questions , that are easy on the road least travelled by. But I never

give up on the ones I love, nor do I lose hope in what I intend to do , because I would be the only one

denying it from being real. This is a place where failures are accepted ,but not giving up. We are in a

good place right now and I am more than committed to take it beyond greatness, for commitment

builds in existence, what the courageous dreams about.

WINNING

Why winning? Are we doing it for being number one? Do we care about being number one or being

ideal or simply the best? Is not winning to boastful already? Enough can we said, for it justifies our

loss. Winning is not for chasing the others and becoming number one, winning is being at war,

winning is conquering our greatest and best forms, winning over the hearts of our members,

customers and the ones we intend to collaborate with by being humble, for they understand our

‘purpose’, our why of what we do, winning is accomplishing what we have been building with

commitment that, was once a dream who gathered courage over the years, winning is

making 2015 real.

2years and 2 months in this organization has been a lifetime of learning, that has taught me the need

to be brave in ambition and disciplined in actions, I am more than ready to take this responsibility and

take the Temple beyond Greatness.


2. Describe your future short-term and long-term career and personal goals. How do you expect an LCP

term to help you achieve these goals and why now?

Personal Goals Career Goals

(Short term)

- Becoming Local Committee President, AIESEC in

Chandigarh 2015

- Read 20 books on my wish list by October, 2015

(Long term)

-Open AIESEC in Syria

-Travel the biggest art museums, explore

literature and best works of architects across the

world

-Learn piano, violin and mouth organ

(Short term)

-Graduate by May 2015

-Online courses to enhance my coaching, training and

consultancy skills

(Long term)

-Complete my masters

-Build a great company called Life Architecture for

coaching and consultancy

-Organize a platform to bring together greatest Leaders

of the world with youth and parents

An LCP term is indeed the ultimate test of Leadership.

-Ability to serve: The LCP stands to give to the Organization, to serve it and never find out ways of

getting through it, best service offered to over 100 students of the city, and 800 customers yields

biggest learning possible.

-Experience: This experience offers learning in a dynamic environment through a practical platform

that no books can teach, managing people who combat their ways through personal priorities & work

and grow.

-Leadership and Management: The ability of being a Leader and a Manager at the same time is

offered each day which will help me be a Life Architect in the best of my capacity one day in life. An

organization dealing with so many people, help me explore, learn, unlearn and write.

-We are the explorers, the pioneers: Having built a great Organization and a platform to give back

to the society, I would one day look back at AIESEC experience and know, how the dots indeed

connect backward, this experience would act like one of the dots.

3. Highlight your time commitment throughout the whole of next year (till Dec 2015; Academic or

otherwise). Ideally, how much time should an LCP give to his role?

I intend to graduate in May 2015, exams in April and otherwise basic college attendance management.

The role of an LCP demands 24*7, 365 days to the Local Chapter and more than that, 100%

commitment.

One strong belief – “ As an LCP, you have to put everyone in front of you, But for answering,

you have to stand right in front”. Hence any amount of time for this role as long as this belief is

met


4. What are your three most substantial personal accomplishments (non-AIESEC), and why

do you view them as such? Provide a candid assessment of your strengths and

weaknesses.

Purpose: To be able to relate, have a sense of purpose, to look out for ‘why’ of doing

anything and endeavors to generate a sense of purpose in everyone around me helps me

not surrender to rat race but helps me discover, create, dream and achieve.

Self-awareness and psychology: Sensing is one of my strongest strengths and

something that I really enjoy. To be able to understand what people go through, why they

are reacting in a way, increases my reason of serving all the more. When we talk about

changing the world and build the leadership that the world needs, we need to understand

ourselves first, our strengths and weaknesses, personal values and purpose.

Ethical self: For me, at the end of the day, any role in life has been for becoming a

better person. Not surrendering to any other practices that people do in this age even

unwillingly, I have made my choices, been ethical to my people and myself and displayed

integrity in all realms of life, very courageously.

5. Define AIESEC in Chandigarh’s direction in 2015 in a single phrase or a statement. (Can be

a stand or a vision or a mission statement)

AIESEC Chandigarh’s Vision statement laid out at NSC 2011 ”First choice organization for delivering high volume of excellent stakeholder experiences through physical and virtual platform around the world. We are known for engaging and delivering socially responsible, culturally sensitive & entrepreneurial leaders around the world who create a cross generational impact on the society.

This statement not only denotes the culmination of previous year towards achieving 2015 but hold the truest essence of what it is meant to deliver in its being. Through our Leadership and Brand, we shall conquer our Capacity to be able to dream and be World’s best Local Chapter by the end of the year, for next year.

6. Describe your leadership style? Explain how your style will be suitable for AIESEC

Chandigarh in its current state.

People Build Themselves: (Life Architecture)

I have always held this firm belief that

Leadership needs to inspire, not

influence. I hold great respect and love

for the ones I lead and like to not just activate but also develop leadership within them, through

them. People take responsibility of their choices, make mistakes, work on themselves, learn from

each other, think and make their own decisions. The greatest privilege of watching one grows

because he/she understands the purpose and wants to contribute for his/her development and

serve others.

Martin Luther King, Jr. on August 28, 1963, called for an end to racism in the United States through his dream. Delivered to over 250,000 civil rights that inspired people to act and liberate themselves, for themselves and others. He said, ‘I have a dream’, he did not say ‘I have a plan’.


Fanatic Discipline and Empirical Creativity

This is something that I have evolved recently (really recently) and truly believe in. Sense of

creation and originality that I always held dear to me, if based on empirical evidences will give you

results (not mere fluff), if only we are

fanatics in ruthlessly implementing

what we are courageous enough to

dream for. Love, faith honesty and

consistency go beyond skills and

knowledge, they make you stronger

and help you deliver winning results.

7. What power does the role of an LCP carry and how do you intend to wield this after

becoming (the LCP)?

“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness that most frightens us. We ask ourselves, Who am I to be brilliant, gorgeous, talented, and fabulous? Actually, who are you not to be? You are a child of God. Your playing small does not serve the world. There is nothing enlightened about shrinking so that other people won't feel insecure around you. We are all meant to shine, as children do. We were born to make manifest the glory of God that is within us. It's not just in some of us; it's in everyone. And as we let our own light shine, we unconsciously give other people permission to do the same. As we are liberated from our own fear, our presence automatically liberates others.”

— Marianne Williamson

The greatest power of Leading the 150 lives, translates into the greater responsibility of enabling them to be

their best forms each day of their AIESEC journey , undergoing the inner and outer journey that enables

them to experience the emotion of competition, and feeling of winning, through greatest hard work.

Fanatic Discipline: -Enables confidence in our ability to perform well in adverse circumstances. -Reduces likelihood of catastrophe when hit by turbulent disruptions. -Helps in exerting self control in out of control situations

-Jim Collins


Section E | LC Administration

1. List down the different aspects of the job role of an LCP.

Representative of the LC in the National and International Association • Defining and aligning the year plans according to the National Growth

Strategy and collaborating across LS. • Contributing to the culture and strategies of the Focus Commission,

sharing ideas and collaborating across cities

Committing to high quality functions and programmes , contributing to a

remarkable performance of the LC • Developing and maintaining local BoA and stakeholder relations. • Empowering the management of the Local Committee to maintain

efficiency and propel sustainability.


2. Analyze the trends of the past four years (including 2014) of AIESEC Chandigarh's strategic

direction (include performance & culture). How do you see the organization direction of AIESEC

Chandigarh shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2014.

401

323

0

0

428

317

0

0

0 100 200 300 400 500

2011

2012

2013

2014

Year

LC Performance Graph

Realsations Matches

-Culture of consistence performance resulting in delivering one of the highest realizations -Diverse and motivated membership in each of initiative groups -High number of Team Leader Opportunities offered

-Focus on implementing the National Growth Drivers defined at NSC 2010 -Shift in OS, introduction of VP LCD to capitalize on Expansions -Hosted June National and Summer Regional Conference

-Introduction of new projects in Exchange Support to achieve 2015 -One of the best recruitment done, relatively mechanical engagement resulting in lower retention

- Extensive measures to maintain financial stability and profitability - Immense National Contribution with a host of Best case practices -High degree of National Contribution through NST members of the LC

-Finest set of recruitment throughout the year -Shift to Membership Body Empowerment and Pipeline Management -Substantial growth in LC Culture

-Immense growth in CIM, TM and CRM -Extensive measures to evolve events and transform AIESEC's brand -Revolutionary shift in delivering local conferences

2011

2012


The direction that AIESEC in Chandigarh shall be heading towards through the course of living the true

essence of 2015 and setting foundation for envisioning an exciting 2020, in my purview would be:

1 Strengthening our Core: Program development and up scaling built on entrepreneurial leadership

development model, that develops courageous entrepreneurial and responsible leaders ,having a

positive impact on the society.

2 Customer Centricity: Delivering volumes of high quality customer experiences that generate

customer loyalty and more promoters, quality as the key behavior to service more and more customers.

3 Credible brand building and presence in the market: Through collaborations and delivery,

greater scope for positive impact and relevance in the society.

-High retention of august membership, showcasing high levels of engagement across teams -Extensive measures to evolve events and brand positioning in the city - Immense growth in CRM

-Strong focus on operations and pipeline -Goal oriented, high growth rates reaped by operations -Better IR building mechanisms

-Bringing back the concept of financial investments -Visionary campaigns piloted -Strong resilience across all levels of leadership -Revolutionary shift in delivering local conferences

-Financial profitability and investment supporting growth -Remarkable improvement in brand buildup through events and National Strategy Conference -Focus on qualitative delivery across all sectors

-Substanstial growth in Outgoing Exchange -Revolutionary brand build up in the internal network, strengthened IR -Focus on delivering powerful local conferences -Revolutionary shift in delivering local conferences

-Finest recruitment followed by significant improvement in member retention throughout the year -Culture of stronger teams evolving learning and performance –Contribution to national and international network through NSTs, NTT, ICB and FLB.

2013

2014


Strengths:

-Strong International Relations

-Profitable structures across all

programs

-Optimized processes and

program delivery

-Skilled membership and

empowered Management Body

-Strong Quarter 3

-Sustainable growth in OGX

-Alumni support and feedback

- LC Culture rejuvenation

- Efficient LC Forums

Weakness

-Low member efficiency

-Consistency in accountability

mechanisms

-ELD support from events could

have been much improved

-Huge differential between

attitude and performance in the

membership

-The streak of being the best LC

could be translated much

effectively into dynamic actions

Target Vs Achieved awareness

and response

Opportunities

-Improved project delivery for

quality experiences

-Early market capitalization

through EwA initiative

-Sustainable MDPs for

collaborative growth

-Finance Task force driving

accountability & profitability

-Focus on quality as a behaviour

-Strong team cultures

contributing to stronger

departments

Threats

-Stagnation in iGCDP market

-Differential between departments

towards portfolio contributions in ICX

-Cultural disparity and member

engagement in all teams

-Skewed member performance

-

3. What according to you will 2020 be for AIESEC in Chandigarh?

An organization that creates Leaders who are self aware a, take responsibility for the

world and can put the message across to others which shall actually change the world,

starting from developing the city into and education and corporate hub.

4. Propose the organizational structure (for the Executive Body only) that you plan to follow for the

Next year.

The Winning Team

All VP Exchangers to facilitate qualitative program delivery (leadership in every experience and ‘wow’

factor for all trainees, supplementing entrepreneurial leadership development of members.

1 VP oGCDP to have TLs based on markets (inbound, outbound, expansions)

Highly empowered Team Leaders, extensive % of exchange to come from membership

CIM to be a behavior driven down through the MB for advanced competency development (especially

analytics and internal branding), internal branding to be overseen by VP Marketing through

Managers CIM on dual role in every program.

Membership JD evolution based on strengths, dual roles.


5. What focus areas do you propose for AIESEC in Chandigarh in 2015? Explain briefly.

“Always bear in mind that your own resolution to succeed is more important than any other one thing.”

Abraham Lincon

Impact on Individual Performance & Scalability

Relevance in Society Our triple

bottom-line

-Entrepreneurial Leadership Development Model in each Program -Extensive focus on Recruitment and IXP (Finding the best people to take the organization forward) -LTT to carry forward training and L&D Plan implementation -Strong practical team experiences to our stake holders TMP/TLP who would deliver stronger qualitative experiences to our customers.

-Financial capacity to be sustainable , profitable and courageous in order to invest to achieve high returns (into all programs, Marketing & TM &L&D) -Increased number of collaborations through delivery, up selling & reintegration -Our capacity to deliver best quality customer service ,to volumes of customers through program delivery model -Moving into newer markets through brand establishment and deeper market penetration.

-Collaboration across sectors (Youth organizations), working towards a phase of ’Youth Board

of Advisors’ as envisioned in 2014.

- Internal and external communication through VP Marketing -Effective customer experience delivery & leveraging through promoters -On ground activities, external forums, major focus on content generation for right messaging in the target market.

Collaborative environment empowers every member to live a

high quality AIESEC Experience

Develop responsible & entrepreneurial

leaders

Physical & virtual outreach , making us

credible

2015 Roots of success


6. Give your assessment of the role-played and contribution made by AIESEC in Chandigarh towards

the National Association? How should this evolve in the year 2015?

AIESEC in Chandigarh has not only been one of the majorly contributing Local Chapters to AIESEC India in terms

of performance,but also in strategy mapping for the network, while evolving ourselves in the course of the same.

As a value driven Local Chapter, humble in our being yet highly competitive, we have pioneered many piloted

projects and have been known for our innovative abilities.

We have discovered and expanded to newer markets, that are now self-sustaining and developing entities.

Leadership Development has been our core and has contributed to the National Association, with numerous people

taking up National leadership opportunities.

2015 shall see courageous entrepreneurial leaders, pioneers from AIESEC in Chandigarh contributing as:

High levels of qualitative performance in terms of customer experience delivery.

More NSTs, NTTs and Conference Facilitators driving results and implementing National strategies.

Highly empowered and contributing delegation at conferences and summits.

Strategic direction and collaborative growth along with other entities.

The Golden era of Best Case Practices as before.

7. Enlist the key events that you intend to deliver in your year with proposed timelines.

Considering the increasing capacity of the LC and every portfolio needing events for Branding & Funding purposes,

AIESEC Chandigarh Events will be divided into Key LC Events & Short term portfolio events.

Key LC Events: Priority for VP M and VP BD and also a major chunk in the LC ER Fund Raising

targets and brand outreach.

Medium scale Portfolio Events: Responsibility of VP Exchangers for market penetration with

lesser investment and higher returns.

Key LC Events

Event Objective Timeline Financial Implications

Youth Global

Entrepreneurs

Program Event

Establish a strong

YGEP Brand and get

maximum Raises in

the first cycle.

Feb Week 3 This Event is for OGX Promotions and

generating funding through strong BD

(already potential partners) and OGX

Raises. The event shall be on a medium

scale and shall hold immense importance

for oGCDP.

Curtain raiser for Y2B and lead generation

for Feb Recruitment.

MB Summit Absolutely critical to Empower and Enable the mid level Management body of AIESEC in Chandigarh to deliver 2015

March end

No financial implication, break even event


Local Congress Local Review,

Membership

development and

Motivation, Road Map

to JNC and Q3

May First

Week/Mid May

Following the success of local forums of previous years, LCong will be deemed profitable and an experience to cherish.

MB Summit MB Empowerment to

deliver strong practical

team experiences and

takes forward the

moment of peak.

July mid/end No major Financial Implications

Youth 2

Business &

Annual Stake

Holders Dinner

For Connecting Youth

and Companies through

Panel Discussions &

Business Plan

Competitions,

Stakeholder

engagement, feedback

and recognition

September mid

OC to be in place by May end, BD

appointments to begin by July first week,

client invitations to go within August Week

1.Captialising on relations with ISB and

greater brand presence in the city as a

follow up of Y2B 2014.

October

Strategy

conference

Local Review,

Membership

development and

Motivation, delivering

2015

Oct end

Profitable, raising will be looked into for both local conferences,

Small funds to be accrued.

Balakalakar

Strong branding, BD Funding and diverse

Impact

Dec Week 2

OC to be in place by September end. Well planned BD funding, Additional delivery to all those already associated through project selling, ELD conversion in the form of clientele for GCDP and a strong market penetration (as a prevent for NLS 2016)

Rendezvous Alumni engagement,

celebrating 2015 and a

grand token of

gratitude to our alumni

Dec Week 2 No financial investments, as it is a small scale event

National

Leadership

Summit

Closure to the old Year, celebrating 2015 and transitioning the EBs of AIESEC in

India into action

towards establishment

of 2020

Jan week 1/mid

Jan

Major source of BD revenue, engagement of stakeholders with external sessions and profit generation for FD to be given in transition, following up on the success of a brilliant NSC delivery in 2014.


Local Congress Review and Planning, competency development and fun

Jan mid/Week 3 No major financial implication, a rejuvenated Local Chapter to evolve in 2016 and set foundation for 2020

Small Scale events:

Youth empowerment Continuous market penetration within the city to ensure brand presence as

well as in Shimla for increasing outreach. Extensive BD-Marketing synergy

required

Empower (Marketing) This is another initiative that Marketing will take up in collaboration with another educational institution, no real resources of manpower will be required from AIESEC’s end, however, this will generate a phenomenal market penetration and ELD conversions for us and consolidate the Youth Empowerment Forums.

Global Village To be held in February (GEP) & August Recruitments, can be an amazing

selling event along with both the events; and includes Trainee Involvement.

Greater scope for brand positioning in Shimla

Project/Department

specific Events

To be managed by VP’s of Departments, optional, to be carried out only if the

Project requires Branding/Funding besides that achieved from the above

events.

HR Centric events:

Recruitment: To fulfill the Talent Capacity based on skill based and program based

recruitment corresponding to ELD Cycle, BD & Marketing Synergy for venue, fund raising

and outsourcing.

February Recruitment (OC to be in place by January mid)

Local Training Seminar (March Week 1)

LC Day: March end

AIESEC Premier League: April

Pocket recruitment: May

July (reintegration of EPs and oGCDP recruitment)

The Amazing Race: July

August Recruitment (OC to be in place by mid June)

Local Training Seminar (September week 1)


8. Critically analyse the culture of AIESEC in Chandigarh. 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?

‘What character is to a man, culture is to the Organization.’

Our Organizational Culture does not only denote our strength of character as a Local Chapter,but defines our

everyday reason of being a part of it. We are the pioneers, who have unfailingly maintained to try out new ways

of doing things, we are humble, yet highly competitive. We live by what the Open Hand stands for: open to give

and open to receive, beyond our own capacity, we are value driven, live the 6 AIESEC values. We are ambitious

and we are fervent. We have the ability to further channelize our ambitions into ruthless actions.

From here, the culture I want to retain and further evolve in 2015 is:

Channelizing our ambition and aggression, which have been the driving, factors for the organization into

ruthless actions.

Empowering team experiences across all levels for better learning that translates into performance and

provides intense inner and outer journey.

Local forums as GBMs, LC Day, LCongs as well as informal forums, to foster the spirit amongst the

generation as one AIESEC Chandigarh, ever enthusiastic and fun.

Culture of consistent performance,aiming to deliver multitudes of high quality experiences.

Department cultures that encourage strong sense of belonging, an environment, which makes one feel

‘safe’, yet stimulated by the competitive spirit and the urge to be ferocious.

Office culture for increased motivation,with scheduled working hours for the Executive Body.

Accountability structures to provide key guidance and feedback to improve and conquer the greatest

challenges.

Integrated Experiences to enhance leadership development and multiply our own impact.

Intern engagement, international conferences and CEEDership to provide global exposure across all

departments.

Our alumni have been a great strength thus, engagement shall be evolved

Give and receive respect and candor.

Virtual channels to optimize communication, inspire disciplined creativity and add to work ethic.

An environment where AIESEC is truly enjoyed and encourages to live the AIESEC Way.

9. Describe the role a VP will play in the LC (around performance & attitude) in 2015.

Dimensions catering to Performance Dimensions catering to Attitude

Strategy & Direction Setting:

The great honor of being on the Executive Body that

shapes and defines and quantifies AIESEC experiences

for all stakeholders.

Portfolio Management & Implementation:

As the talent head, developing an optimal team and

Role Model for Department:

Leading by example, being a role model for all

AIESECers.

Behavior: Ways of being as an individual, believing in

the greater purpose, and perennially striving to serve the

ones around him/her in the local, national and


department culture ensuring timely implementation of

formulated plans shaping LC performance and member

retention.

Talent Management and Development:

The role of a Vice President as a VPTM for department

calls for engaging and building an empowered

membership, contributing towards Organizational Goals

while fulfilling individual goals, tracking member

engagement and development.

Stakeholder Engagement:

Directly responsible for representing AIESEC Chandigarh

in front of stakeholders and offering them the best

available opportunities.

international plenary, offering and receiving respect on

the basis of how he/she chooses to be.

LC Forums Contribution:

A VP shapes up the LC Culture, sometimes much more

than an LCP, hence valuable contribution in create a

positive impact through delivering the right messag,e at

any LC Forum.

Accountability: Holding the EB, MB and GB members

accountable towards plans, finances and cultural ways of

being.

10. What according to you will be the most important trait of an EB member in 2015 and why?

Accepting full responsibility for his/her own fate.

Every EB member shall face continuous uncertainty that cannot be accurately predicted and controlled; yet they

reject the idea- that forces outside their control or chance events will determines their results.

The belief that we are responsible for our choices and accountable for our actions, Neither afraid of ‘what can be’,

neither imprisoned by ‘what is not’, courage that conquers the greatest weaknesses and fears with conviction and

resonates in ruthless bold actions & self less contribution.

11. Propose a Governance & Accountability model for the LC for the year 2015.

For EB

-Supervisory Group: A group of 3 to 5 alumni (quarterly meeting)

To hold the LCP accountable for year plans, strategic direction and ways of being.

To hold the EB accountable for portfolio plans

To provide external perspective on prevalent state and solutions based o their understanding of the Local

Chapter

-Streamlining the role of BoA

Joint Board Meeting to have suggestions and guidance on how to go about the Organizational Goals

-Monthly review of the EB by the LCP for all portfolios

For MB

-MB Audit & review: Quarterly review mechanism

-Weekly performance and bi weekly team performance and learning & development tracking

-MBMs to happen once every month for updates and consultancy.


-MB transition: Transition Report by the end of MB term for the successor TL/Manager

For GB

Bi weekly team review mechanism

Monthly Performance Assessment and Quarterly Performance Profiling

-Review document to be sent to all stakeholders through customized newsletters.

-Conclusion of the quarter at an LC forum with updated analysis and reports -Mandatory working hours for the Executive Body

12. According to you, what role will AIESEC play in the city of Chandigarh as an International

Youth Organization in 2015?

2015 shall witness our stakeholders talking about us , them talking about what the images of

future actually meant.

12. Section F | Programmes

1. What will be the changes that will leverage the volume of AIESEC in Chandigarh ELD Experiences in 2015? How

are these connected with the external environment?


Program Evolution/Innovation

Proposed

Top strategies (not more

than 3)

Relevance with External

Market

iGIP -Process standardization & Optimization -Market penetration and expansion

-Client EwA and feed backing to build long term market relationship & generate warm leads -Empowered membership for high quality client servicing - Explore startups with short term projects

Accelerating growth of a company hence industry hence the economy by developing diverse mindsets leading to innovation and high returns on human capital investment

oGIP - Collaborations and virtual outreach driving growth -Investment in CEED, digital marketing and on ground promotion (Skype credits, catalogues etc.)

-YGIP Brand presence in external market - oGCDP synergy for University Relations & iGIP Synergy for client source raising - Promoting sub products under YGIP to attract the right customers

Global exposure, utilizing talent at a place where it is needed and welcomed, overall professional growth

iGCDP -Stronger emphasis on Customer Experience Management -Accelerated growth & evolution through empowered membership & co-delivery (Open Heart)

- Ensuring entrepreneurial model of growth in all projects -Government relations to translate into clients - Efficient qualitative service delivery

Positive measureable impact on the society, encouraging volunteering and developing socially responsible citizens of the society.

oGCDP -Market penetration through extensive M & TM synergy -OS Evolution (TL Inbound TL Outbound TL IXP TL Digital Marketing TL market expansion)

-Right messaging & improved showcasing for IXP -Recruitment from major Universities that are our source of raising to establish strong brand presence within the university -Additional Job Roles/ BDM training for empowering Customer Experiences

Opening mindsets, global exposures, and scope of new possibilities in life, entrepreneurial development.

TMP -100% Talent Capacity fulfillment aligning with ELD timelines -L&D driving individual growth which contributes to Organizational Development

-Strong implementation of team minimums - Implementation of L&D plan (based on learning, personal development & LEAD & supplementing Program needs - Member journey mapping & learning curve evaluation

Practical team experiences nourishing human capital that is not just skilled in a field but can contribute to, and enrich work environment in the economy.


TLP -Practical team experiences based on the entrepreneurial model of growth) -L&D driving individual growth which contributes to Organizational Development

-Project tracking to be built on entrepreneurial model -Challenging dual roles -Implementation of L&D plan (based on learning, personal development & LEAD & supplementing Program needs

Exponential growth honing management & leadership skills in truest of forms as needed in any segment of life or career (career, household)

2. Please give your (probable) targets for the next year. Please justify the same, especially along the

lines of:

Program AIESEC in Chandigarh 2015

iGCDP Issue: Environment 60 Project Conserve Issue: Women Empowerment 40 Project Rural Development Issue: Equal rights 70 Project Footprints Issue: Health and Lifestyle 30 Project Score Project Health care 30 Issue: Economic Growth Project Rising India 30 Issue: Cultural Understanding Project Worldview 20

Issue/Market Expansion 30

310

iGIP Education Industry 125 IT Industry 60 Market/Industry Expansion 25

200

oGCDP Inbound 80

Outbound 105

New Market 40

(Specialized/campus units)

225

oGIP Education 40 IT 25

Management (90 % alumni) 8

Total

73

808


Program Target NPS Target member productivity

iGCDP 60 5

iGIP 70 3

oGCDP 80 4

oGIP 90 3

a. Membership Volume & Experience

All the Leadership roles (TL and Manager) to be filled by December end

2 MB Cycles for 6 months each

Overall 5 OC experiences as per event calendar (Recruitment OC in Q1, 2 event OCs, 1

conference OC after first batch of recruitment and 2 event OC, 1 conference OC after second

batch) for diverse and enriching team experiences.

JD Evolution for TMP TLP based on entrepreneurial program delivery model

Extensive MB and GB training (MB Summit and Consultancy, LTT to be in place in Q1 and L&D

calendar implementation supplementing ELD cycle for Empowered and skilled MB and GB)

RnR campaign to be launched by the end of Q1 and Q3 to drive motivation and competitive

spirit.

Strong department cultures focusing on member development and learning curve tracking,

enabling optimum delivery of TMP TLP.

Efficient and empowering LC forums as GBM, LC Day, Local Conferences etc.

b. Logistical Management

Outsourcing Project to be continued to reduce the burden of delivery and infrastructural requirement on LC funds.

FTF needs to review budgeted versus actual every month to check on exchanges that are financially not profitable.

Quality Responsible on dual role in ICX catering to logistical needs (through Outsourcing Agency) and the RnS Team shall be need based.

Smart investments yielding high returns to deliver LC budget to be monitored by the Supervisory Group. Maintaining a strong Office culture to boost member performance and overall LC Culture

c. Stakeholders Experience Delivery

Membership:

o VP TM & L&D to focus on designing training models to enhance value. Proposition for TMP and TLP; training through LTT and external involvement

o MB Consultancy to supplement innovation and problem solving. o Learning & Development plan for empowered and strong team experiences across all

levels. o Membership Journey tracking to measure and showcase our impact.

o Internal Membership NPS for feedback. o VPs to closely focus on TMP TLP experience delivery.

Clients

o Measuring and showcasing growth that the clients have benefitted through AIESEC. o Professionalism to be emphasized upon in the LC culture.


o Quarterly review mechanisms to check quality and number of experiences delivered.

o Standardization of CRM policies.

o Client feedback mechanism to follow up on customer centricity leading to optimal

delivery of quality experiences.

Exchange Participants

o Induction and re-integration of EPs by OGX teams as per guidelines of VP TM.

o EP Mentorship and Training module to offer skills enhancement as a part of value

added service for enriched customer experience.

o Quarterly review and feedback mechanism.

o Business Development Manager preparation.

o Additional job role profile based on background/additional area of interest.

o Short term TMP TLP and Campus Ambassadorship.

o Track of Customer Journey mapping for each EP.

Interns

o EP Induction Module to be implemented and tracked o TMP TLP on exchange and CEED opportunities implementation o Following the standards and satisfaction through delivery document o Extensive feedback channels and problem solving

o Customer Journey Mapping and Project Model Implementation o Implementing Customer Experience Management practices and tracking if the EP

returns and takes up TMP TLP in the host entity (measuring our impact, if it enables an individual to take up another AIESEC product based on the experience he had in our entity)

Parents

o Parents evening after every recruitment cycle.

o Parent’s Quarterly newsletter and half yearly reports to showcase member presence.

o Inviting parents to AIESEC initiatives as BKK, volunteering etc

d. International Relations

o Planned CEEDs (incoming as well as outgoing).

o Focus on co–delivery and collaboration through Open Heart.

o Showcasing our experiences and quality in the truest essence and delivering on the

‘why’ of exchange value proposition.

o Virtual teams and training and EP LEADs for intellectual support in respective portfolios

and enriched inner and outer journey.

o CEEDs and International Conferences to be promoted through subsidies o Increased internal outreach through GIS o Quarterly Business Intelligence Reports in every portfolio

3. What action steps do you propose for a stronger NPS?

Every AIESEC experience delivered is the service that we offer as an Organization to our customer. NPS is the empirical

evidence of the quality of the service delivered, and is the means of ensuring that we have the greatest opportunity possible

to improve the customer experience based on true facts.

The development that has emerged from Net Promoter Score is a strong focus on what the customer journey looks like for

each of our program.


It also signifies:

Action steps proposed:

Driving NPS as a behavior.

Detractor issues to be addressed within 24 hours.

Delivery of customer service minimums along with value added services as a part of induction and delivery plan

that ‘wow’ our customers.

Knowledge Management as a behavior for smooth expectation setting, journey closure and transition.

NPS education to membership and all our stakeholders at the time of expectation setting.

Timely filling of NPs by all our EPs & TMPs/TLPs.

Exchange managers to analyze quality performance and report to Quality responsible and VP TM.

Capitalizing on our promoters to deliver more customer experiences.

Quarterly review of all portfolios to analyze quality performance and trends and evolving portfolio servicing

accordingly.

Tracking every experience and consolidated feedback mechanism with iGIP and BD clients, NGOs and membership.

Every exchange to be documented, as per Standard Operating Processes. Processes need to be improved and

timely audited.

Engagement of all stakeholders through LC events, activities and informal forums.

Working toward an NPS state of 70 with 80% response rate.

4. How can the new Customer Journey be leveraged out of for delivering a strong 2015? How do you

see the new GIS contributing to 2015?

Customer Centricity

The transition of our Standard Raise Match Realize process into Sign up-Apply-Match-Realize-Completed-Re-integrated

integrate the many steps that we promise to our customer and want to deliver but earlier could not due to failure at

tracking, managing and improving (which also made us too slow and too unaware of the experiences our customers were

having) , now with the Customer Flows and GIS as a tool to facilitate them have increased our capacity to invest our

energy in preparation and experience delivery for increased credibility.

Leadership in every Experience

Customer Flows in place, GIS shall be of immense help in delivering the inner and outer journey that each customer

wants, something that can be predicted, planned, delivered and tracked.


Improvement in ELD NPS & increased promoter sharing.

Increased upselling between experiences (TMP/TLP to GCDP/GIP experience and GCDP to TMP/TLP

experience)

Improved upselling of GIP with TN takers.

Section G | Functions

▪ External Relations

1. Propose key projects for BD in 2015. (Explain briefly)

1. Board Engagement & Alumni Relations Management:

Board Engagement throughout the year through quarterly review, feedback & performance

newsletters, invitation to event.

Managing Alumni Relations and tapping on various avenues wherein both the LC and the alumni

can support each other

2. Event sales:

Event planning to be facilitated by VP BD based on market trends and at least 2.5 months

window for raising to achieve fund raising target for the event.

Major synergy with VP Marketing for events as as Youth to Business Forum, Balakalakar and NLS

2016 for qualitative and timely delivery.

BD–OGX and BD-iGIP Synergy for yearlong partnerships, effective Stakeholder Management and

increased sustainable MDPs.

Global Village and LC collaboration in external events in bound as well as outbound market

(including Shimla, Solan).

3. Project Selling:

Highly trained Sales Team for VPBD

Increased iGCDP project selling based on issue segmentation

Evolving and product packaging YEs and Empower in Marketing synergy and Leadership

Development Programs

Exploring ‘crowd funding’ as a concept as Board Support for more avenues of Project selling

In-kind raising in synergy with Finance

2. Evaluate the performance of BD in the year 2014 (for Chandigarh)

Major improvement in Board Engagement and involvement at LC Forums

Tangible Board Support in terms of project funding and referrals (there is a major scope of

leveraging more conversions from here).

31 partnerships have happened in the year and have the potential of more contribution from the

clients.

The partnerships have the scope to be renewed and taken forward substantially.


Our BD Model of capitalizing on few big companies with higher slabs has not been very successful

due to tri city market realities

NEP has been a great opportunity (yet to be delivered by the MC)

Even though the membership was gradually ready to take sales forward, a Sales Team in place

could have helped in reducing the Target Vs Achieved differential by aggressive hardcore client

raising.

Strong emphasis on client delivery and not just client raising

New sources discovered for fund Y2B

Alumni support to the LC in terms of intellectual support and mentorship and funds has been of

immense help.

3. Give your (probable) ER target for the next year. Justify the same, considering the ground realities

faced in the LC in 2014.

Product Target (INR) Details

Recruitment + YGEP Event

Youth to Business Forum

Balakalakar + NLS

Project Selling

Global Village

Board of Advisors & alumni

funding

Local Conferences

Total

1,50,000

3,50,000

3,50,000

2,00,000

1,00,000

50,000

50,000

12,50,000

Combining Recruitment with GEP event

Building on 2014’s event, collaboration across

sectors for sustainable partnerships

Building on BKK’s credibility and it supplementing

NLS as a prevent for revenue generation

Year long partnerships and promotional Initiatives (includes micro financing) Using Impact

Lines to create a strong sellable product.

Sellable event to penetrate newer markets and

showcase AIESEC as a global Organization.

Building on 2014, board and alumni support for

referrals and fund raising

Can be sold along with in-kind raising and overall

product basket

In-kind Support Mentorship&

external training

GBM venue Venue /logistics for

LC events

Office space


▪ Financial Management

1. Define a financially sustainable LC. How do you envision AIESEC Chandigarh in 2015 with respect to

being financial profitability and investment-friendly? (Also do consider the new financial changes)

A financial sustainable local committee is a local committee, which covers its operational expenditure and investments out of the income of its core product (i.e. exchange programmes). In direct terms, a financially sustainable LC would be:

Covering all operation expenses and investments from the exchange income and maintaining a 20% surplus out of exchange income alone.

Having sufficient liquidity throughout the year with minimal liabilities and receivables/bad debts.

Having proper implementation of financial policies.

All events planned should generate minimum 50% profit.

Having reserves, which can enable the local committee to function for 6 months without any income.

Having more in-kind support from our stakeholders to make our day-to-day functioning more cost effective.

Having surplus from ER funding only as additional funds and not being dependant on it for core operations

Going back to the focus areas of the year, our capacity to invest for yielding higher returns and be in a

condition where every project run is financially profitable, 2015 shall be defined by:

Supervisory Board to review the LC Budget every Quarter ending, guiding whenever in doubt regarding any

financial implication surrounding local realities.

FTF to ensure monthly financial review of programs with respect to cost structures pertaining to inflow & outflow

regarding all stakeholders, keeping a check on skewed program growth.

Total transparency with the GB and finance update at every GBM.

Strong implementation of financial policies to control cash flow, track expenses, conduct efficient accounting and having negligible bad debts

VP F will guide the idea of doing planned exchange through constant budgets reviews and not let programs to encourage clientele who do not pay within a specific time span.

Entrepreneurial model implementation to entail a strong sense of profitability and Revenue generation. Innovation in running delivery operations enabling huge budget cuts for the same sphere and allowing investments

to happen in other productive avenues with promising returns

Timely payment of MC dues, along with negligible liabilities Running profitable events.

2. Attach an outline budget with respect to your ELD program targets, including ER income from events,

collaborations etc.

Budget is based on 50% target achievement


3. Evaluate the performance of Finance in the year 2014 (for Chandigarh)

From 2013 where the Finance was about being sustainable, 2014 has been the year where all our operations have

substantially sustained.

iGCDP has been on break even whereas all the 3 remaining programs have been profitable.

Our bank balance has been above INR 2 lakh and event delivery has averaged 60% in terms of profitability.

Proper financial education, standardized contracts, documentation has been a strong behavior, Minimal cash

transactions replaced by receipt transactions.

Investments in logistical management, marketing, International Conferences and membership have yielded results

in terms of ELD conversions.

Recon has been paid before time, no MC liabilities, huge profit from NSC and relatively less market receivables.

Overall BD is to exchange revenue ratio has been descent.

Return on Investment, tracking has been there but needs to be more standardized and concrete.

FTF could play relatively stronger role to ensure budget accountability on a regular basis.

▪ Talent Management and Learning & Development

1. What is your understanding of the distinction between TM as a function and TM as a program?

Evaluate the performance of both in 2014.

TM as a Function TM as a Program

Talent sensing and planning as per

Organizational Needs

Ensuring implementation and tracking of Team

Minimums

Recruitment: Selection & Induction, fulfilling

talent capacity as per talent planning.

Operational Management of TMP/TLP

Strong communication and implementation

channel

Increasing Integrated Experiences with OGX

Synergy


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?

February Recruitment: Extensive use of backward & talent planning, proper Organizing Committee in place.

Recruited 70 people, talent capacity was fulfilled, MB Mentorship was piloted and has been recognized for best

mentorship to be taken forward for February Recruitment nationally. Minimal AM conversions from last year and

inefficient oGCDP Synergy for raises and IXP. The concept of Wanderlust from last year was taken forward but

overall messaging was average and did not lead to IXP conversion.

May Pocket Recruitment: Majorly done through referrals and AM conversions. 15 pocket recruits fulfilling the

talent capacity for iGCDP , major results in Q3 .Overall AM engagement was sporadic and AMs was discontinued

eventually focusing more on TMP TLP in the next cycle.

August Recruitment: Extensive use of backward and talent planning, improved oGCDP synergy, selections

venue witnessed a major improvement in turn up, 93 people were recruited fulfilling the talent capacity. 6 people

recruited for OGX in phase 1 as against 15 needed, referrals have been supportive, and reintegration has been

minimal through the year.

For being more effective in 2015:

Outsourcing GDs as before and validating selections test externally.

More referrals of the existing membership and EPs for recruiting the right people

GCDP May pocket recruitment/ oGCDP August phase 1 recruitment to end within July

Competency evaluation based on the new Leadership Development Model

College wise planned recruitment implementation & tracking to increase brand presence and oGCDP

raising

Bi monthly IXP follow-ups and capitalizing on oGCDP promoters for re integration

Using college referrals and UR campus ambassadors to find the best people of the city.

3. Propose key projects for TM and L&D for the year 2015.

People Analytics: Team Minimums implementation and bi monthly tracking. Teams tracking for analyzing monthly team performance, % Job Description fulfillment, work progress

and member retention (newbie-junior-senior). Competency evaluation Vs performance indicators categorizing into: stars, talent pool, highly committed

people, high talent people & low performing validating performance and consistency. OS and JD evaluation based on strengths and new Leadership Development Model. Member profiling to gauge member’s growth rate through team experiences and OC opportunities. Pipe line management

Performance Management:

RnR launch by the end of Q1 and Q3 Talent sensing for identifying key member productivity bottlenecks, customized consultancy Year long Performance Management plan based on Organizational Development Model Monthly HR Intelligence Reporting for each department Weekly review mechanism for MB and standardized departments tracking

Learning & Development Plan:

Quarterly L&D Plan supplementing ELD Cycles and performance management plan Learning Curve Analysis for every member (half yearly)


Understanding the leadership and training needs of the LC through LEAD sensing on the basis of goal achievement, operational timeline and HR state.

Local Training Team from the starting of the year Customized learning modules as per JDs Supplementing our ability to create entrepreneurial and responsible leaders (In pure training

methodology, it is said enhancing one’s competencies) Coordinating with external mentors and trainers for LC sessions & specialized training.

▪ Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Chandigarh? Critically

analyze the same. Also evaluate its contribution to growth in ELD programs.

Marketing in 2014 has been significantly consistent in terms of outreach throughout the year. Since recruitment

has been more about getting the right registrations than the number of form sales, Marketing has contributed to

both the major recruitments of the year in the most substantial way.

Media relations have been decent over-all, we have been the only Local Chapter in terms of major radio presence.

Youth to Business Forum has helped with stronger brand positioning and ELD Conversions. One major drawback

has been lack of proper tracking in follow up of registrations, which have not enabled us to gauge the customer

journey for all. This has also resulted in lack of substantial analytics to check the market trends. oGIP has received

major contribution for match able raises.

2. How should Marketing evolve in the LC in 2015? How do you see it contributing to ELD programs in

2015?

2015 needs Marketing to play its role in a way which not just builds a brand or gets results (ELD leads) but strive for

both through all its activities.

Analyzing Program markets and brand presence in each market for customized synergy. High BD Synergy to deliver clients (Basic Customer Experience Management) Increased on ground activities for better brand presence leading to increased registrations through external

partnerships, current client & Board referrals and brave financial investments. Flowing content to local media throughout the year regardless of any event, presenting AIESEC as a relevant

leadership consultancy. Consistency in high quality content generation for centralized messaging through email and digital marketing

(facilitated by AIESEC India). Avenues and channels for generating and showcasing engaging content that is externally relevant and resourceful. Right messaging in the right Target market: key essential for showcasing impact, for example how has an NGO

grown over a year by taking AIESEC interns, how has a company in a certain industry outdone another company through international human resource and showcasing it in the relevant industry, how ex students (AIESECers) of a college are running startups or are employed in a different country (case studies of EPs and alumni) and showcasing in the relevant college for increased brand presence and ELD Leads.

Making AIESEC externally relevant through events to communicate how what sort of Leadership does the world need and how are we actually developing it.

Leveraging from GIS for customer experiences (volume and quality) to capitalize on promoters and contributing more to results while identifying key detractor issues and servicing them (we care about customers is the message a customer needs to be clear on.) Our customers need to understand why we do things before we tell them what

we do

▪ Communication & Information Management

1. What are the various spheres in the LC in which Communication & Information Management plays a

huge role or can a play a huge role?

BRAND RESULTS


2. Comment on how you envision the role of Information Systems in the functioning and administration

of the local committee in 2015.

Carrying forward the momentum of 2014, IM shall continue to renovate through: Transitioning to Global Information System entailing Opportunity Portal, support tool, AIESEC blogs and

local events website. Creating, sending and analyzing extensive stakeholder feedback outputs. Business Intelligence to give key insights for programs to capitalize on strategies and opportunities at the

right time.

Initiating better synergy with Talent Management and VP Exchangers to create standardized training

resources.

Showcase the year 2014, the steps leading to 2015 and how will 2015 be for the Local Chapter,

should you become the Local Committee President in 2015.

The Open hand denotes the transitioning of The Invincible form of the Local Chapter, that once again

made the choice of becoming the best Local Chapter in the country, into the year where this Local

Chapter shall conquer its Greatest form of being and become the best Local Chapter in the country.

shreyakhajuria_manifesto_lcpcandidate_2015

Documents

open hand aiesec

local chapter

open hand means

aiesec chandigarh plenary

hand shining

year of winning

greatest form

years of greatness