specific questionnaire

Radu Matei – for MCVP Alumni Development of AIESEC Romania

“Impossible is just another realized objective!”

Specific Questions

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

Strengths

1. AIESEC Romania alligned to 2015 by having

Alumni Development with a strategic role.

2. Focus on event management with proven results

3. Great GCP from Iasi and Bucharest

4. BOA Alumni fully functioning at a National

level and in BV,CR, B and IS.

5. Big number of Alumni involved in some LCs

BOA (BU-5, CT-7, GL-8, IS-7, TM-7)

6. AIESEC Scolarship (1200 Euro so far)

7. AIESEC RO present in the Alumni Global

support team through Ioana Ilie

8. Increase in Alumni involved in LC activities :

Q3=114, Q4 = 154

9. Increased income from Alumni compared to last

year = +511 Euro( 2893 Euro from Q2,3 and 4)

Weaknesses

1. Not all LCs addopted the new position

(only 5), even though the rest created

hybrid positions (with TM or Specialists).

2. Low focus on H4TF and alumni

management

3. Overall low interest/results in this area from

most LCs

4. Lack of awareness from the country on the

benefits of this position

5. Not tracking Alumni who took Internships

and TNs.

6. Only a little over 100 Alumni involved in

LC activities out of 400 active.

7. Only a few LCs get the main contribution

from Alumni : on Q2,3,4 TM = 961€, IS =

577 €, Bu = 355, CT= 274, CR = 200

Opportunities

1. Large and resourceful Alumni Community –

can help with sales, education and strategic

positioning

2. Generating products to cover needs for our

Alumni in return for money, education and

corporate internships.

3. Social Entrepreneurship – an upcoming trend

for Romania’s economy development and also

an area with Alumni experts.

4. Frame for donations, 2% and 3‰ campaigns

Threats

1. Brain-drain: a lot of alumni and potential

alumni go abroad for work.

2. Financial instability due to the tax system in our

country which affects areas in which most

alumni work.

3. LCs losing contact with alumni moving to other

cities.

4. Not getting soon enough to the norming stage of

how AD should function locally together with

national.

2. Write down the main pillars and their steps of implementation of your Alumni Development Strategy

for the year 2012 – 2013 taking into consideration the vision 2015.

The main point of AIESEC 2015, as I see it, is that we want to reach our desired impact by

being more exposed externally. This exposure has many risks because it mainly depends on our

members. Why? – because our finality is the development of young people, or more simply put –

creating alumni. So this year, the Alumni Development position has a very important role in

developing AIESEC Romania.



My strategy has a simple concept:

1.Develop the H4TF Stage in order to make sure that it’s a relevant objective for members in their

development, so that we can create real values for the external market => 2. Alumni Engagement

strategy for creating a collaborative environment between AIESEC and its Alumni => 3. Revenue

Generating Products strategy in order to make sure that the Alumni Development area contributes to

AIESEC Romania’s Organizational Objectives and Sustainability.

H4TF Development

1. Implementing a qualitative H4TF Stage in every LC - Capture the experience - Identify needs, interests and opportunities - Envisioning, planning and tracking - Standards and criterias - Activities, Events & Conferences - Create opportunities for external engagement - Alumni Dev. VPs & Specialists

2. Allingnment between individual and organizational goals - Create a constant connection between H4TF and Alumni stage - Have a qualitative pipeline for creating Alumni - Create products delivered by the H4TF Program

3. Local and national accreditation (more info at point 3.) - AIESEC RO recognised as a “practice academy”

- Recognised Diplomas by the external market for members in H4TF

Alumni Engagement

1. Communication - Further develop the current Alumni Communication Plan - Fully working CRM - Communication triangle between AIESEC, Alumni and the External Market - Constantly promote AIESEC Alumni in the exteral environment as a testament to

our achievements 2. Reconnection

- Product and event development - Strong collaboration with all LCs for facilitating the connection between the MC and

Alumni in Bucharest 3. Involvement

- Using communication, reconnection and a healthy CRM

- Active Alumni Communities which offer benefits to both sides

Revenue Generating

Products

1. Research - Market segmentation - Find revenue generators - Find generators’ needs

2. Develop products based on the revenue generators needs on separate segments - Find GCP - Design - Get Feedback

3. Implement - Pilot - Evaluate - Improve



3. Write down the description and the plan of implementation for minimum 2 new products that the

Alumni Development area can deliver in the year to come and generate money.

1. Selling AIESEC Graduation Diplomas – I’m talking here about diplomas signed officially by

other entities than AIESEC which will give it a real external relevance and value. These

signatures and stamps can come from Universities, companies and governmental institutes and

the statement they are making is that they officially recognise AIESEC as an “Academy for

student practice” and that the ELD Program is relevant and profitable for them.

Steps for obtaining the accreditation:

Design/look at the ELD Program as one project or an “Academy for student pracice”

Keep track on members’ development for proof of their quality when entering H4TF

Obtain endorsements from stakeholders based on members, alumni and activities

Sign partnerships with entities who in return for our services will recommend/endorse/sign

diplomas for members in H4TF

Form evaluation centers for members entering H4TF composed of AIESEC and external

representatives (companies, universities and governmental institutes – Ministry of Education).

These steps are designed for local level and we can deffinetly sell these diplomas or recognitions not

just to members in the H4TF stage, but also to alumni who can still benefit from one.

In order to go further and gain a national accreditation, we need to go through some sensitive steps. The

first would be obtaining high access governmental contacts willing to help us (fortunatelly I already

have a few). The second step is actually forming a short-term partnership with the Ministry of Work

and Education (similar to the one on Grow with School of Values). The third step is comprised of even

more paper work, assessments and audits in order to gain a more long-term accreditation.

2. Alumni Engagement Package sold to companies – we can sell to companies the opportunity to

engage with our Alumni network by offering them the following services as one package:

Access to database of AIESEC alumni.

Company logo placement on all AIESEC Romania’s official Alumni communication, website,

email signatures, and at media events.

Advertising space in the Career guide book, Alumni Newsletter and annual report to all

stakeholders.

Exhibition space and Presentation time during AIESEC Alumni Events and Conferences Internship placement

A good case practice comes from AIESEC Uganda

(http://www.myaiesec.net/content/viewfile.do?contentid=10136707 )

3. Alumni Retreat Conference:

Outdoors conference

Sessions for relaxation and fun + personal development and management living a corporate

life + networking and sharing

Can be sold to companies/externals and members aswell for engaging, learning and

networking purpose – in the same period or different days

4. Others:

Taxing members in H4TF monthly for access to services untill they become Alumni

Unique tax for entering H4TF just as an internship

LOT & ELA

http://www.myaiesec.net/content/viewfile.do?contentid=10136707



AIESEC Scholarship

2% and 3‰ campaigns

GIP raising

Periodical short-time and low-cost events

Fund raising events

4. Taking into consideration that starting with the next year the Alumni Development will be a strategic

position please detail the ducational plan that will be delivered to your VPs and specialists. ( content, time

of delivery).

1. March-May = Assist implementing Alumni Development area education through Webinars and

Booklet.

2. NC =

- Common session on AD Strategic role and its importance (impact on Internships, on the

Learning Environment, on positioning and financial sustainability).

- Session together with AD,TD and CD for pipeline development and management of members

from Engagement through Programs and H4TF to Alumni and to present an alumni

organizational development plan.

3. End of May-June = Webinars for follow-up on NC sessions and deliver education on: Alumni

engagement cycle, networking building, managing contacts, event management, etc.

4. July-September = experiential stage (piloting, implementing and evaluating) of AD processes

and innitiatives.

5. RockMe = sharing of GCP and find ways to stabilize/unify AD processes and innitiatives.

Planning and tracking tools to be used: quarterly plan, year plan, alumni event plan, alumni

communication plan, alumni organizational development plan, SONA.

5. Again, taking into consideration the strategic role of this position and its definition according to the

2015 vision please define its MOS & KPIs to be included/ completing the current SONA.

Unfortunatelly untill the Alumni Development area is stabilized and get in the norming stage at least, an

MOS has a small relevance here, although the main one would be: % of the Organizational Objectives

delivered by Alumni Development.

The KPIs I propose:

a. Keep from SONA:

No of specialists accredited related to this area’s processes

Did you send an alumni NSL?

No. of events organized especially for alumni

No. of alumni attending the previous mentioned events

No. of alumni participating in LC events

No. of alumni in BOA

No. of alumni involved in LC activities

b. For H4TF & Alumni Engagement:

% of members who have a career plan

No. of partners who directly want to recruit AIESEC alumni

Absolute/relative growth in the number of alumni that are supporters or enblers



No./% of members who want a program and actually get it (TMP,TLP,GIP or GCDP)

No. of members in H4TF who participate at LOT or specially designed events

No. of revenue resulting innitiatives based on alumni

No./% of members who entered H4TF stage

No. / % of members who finished H4TF stage

No. / % of members who became alumni

specific questionnaire

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