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Future Leaders Implementation Report

Justyna Borucka
Justyna Borucka

This document provides a summary report of the implementation of the Future Leaders campaign by 14 local AIESEC committees in Poland from May-June 2014. Key details include: - 60% of overall recruitment plans were achieved, securing 392 applications - The Social Entrepreneur program achieved 100% of its recruitment goals - 121 new members were recruited, with 74% being female - The most effective recruitment methods were personal referrals from friends and Facebook advertising - An average of 10 members per local committee were actively engaged in promotion activities

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Implementation Report May-June 2014 *In this report you can find information about results of first national campaign of Future Leaders executed by 14 Local Committees of AIESEC in Poland.
Table of content 1. Introduction. 2. Our preparations. 3. Overall results. 4. Campaign sum up. 5. Recruitment and Allocation Report
Dear AIESEC in Poland, There is strong why behind Future Leaders. Main reason to create it was strong will to communicate AIESEC s fundamental mission which is leadership development. When it all starts? In the moment when we go to our university, to our colleagues at classes and present AIESEC encouraging them to join. And from this moment we should with pride and confidence share what AIESEC is about. We believe that Future Leaders, created with solid research and beautiful dream, is a solution to attract right talents to help us in creation of the most impactful youth network in Poland.
Program Launch at National Functional Summit Future Leaders Education Days Trainings at National Functional Summit Talent Management Functional Meeting Print out of 9000 leaflets for LCs Wiki with all materials and guidelines
In times of change what organization needs is to engage every member in it through complex education, training and feedback. Most of offices were using Local Committee Meetings and information meetings as way to prepare for campaign. *OCP- project team leader in local office 0 1 2 3 4 5 6 7 8 9 10 Information meeting for all members Value preposition training for OCPs Value prepositon training for marketing structure Promotion training for marketing structure Promotion training for OCPs Inne How did you prepare for Future Leaders implementation?
Overall results We achieved 60% plans nationally. To see more scroll down the report.
0 20 40 60 80 100 120 140 KatowiceUE NowyScz Kielce Pozna Biaystok ToruUMK LublinUMCS Bielsko-Biaa 坦d添 WarszawaUW WrocawUE Rzesz坦w WrocawUT Szczecin Numerical plans realization plans results Overall results 0% 20% 40% 60% 80% 100% 120% KatowiceUE NowyScz Kielce Pozna Biaystok ToruUMK LublinUMCS Bielsko-Biaa 坦d添 Warszawa WrocawUE Rzesz坦w WrocawUT Szczecin % of plans achieved We achieved 60% plans, which means we received 392 applications for AIESEC in Poland. 1 Office achieved more than 100% (Nowy Scz); Warszawa UW achieved 98%.
Results per Future Leaders program (application stage) We achieved 100% of plans in Social Enterprenuer program (217 people in whole Poland applied). 68% 38% 100% 0% 20% 40% 60% 80% 100% 120% Marketing Business Sales Social Entrepreneurs %
We recruited tp AIESEC 121 new members. 74% female, 26% male. Two LCs recruited only women (Biaystok, 坦d添). 3 LCs with perfect proportion (50%): Nowy Scz, Wrocaw UT, Szczecin 0% 20% 40% 60% 80% 100% Male Female *Warszawa UW, Toru UMK dont have those information yet
Campaign sum up National Promotion started on 5th of May 2014 14 offices took part in implementation 12 of 14 of local commitees had at least 1 parallel campaign Some had 6 marketing campaigns at once. Average campaign last 20 days and cost 150 PLN Average office engaged 10 members for active promotion.
Campaign duration 10 17 18 18 25 21 19 29 25 20 25 18 14 14 First local campaign was initiated by Pozna on 23rd of April 2014. Average duration was 20 days.
Efficiency of our campaign Most effective channel is FRIEND (50 % of applicants in 9 from 14 offices admit that AIESEC was recommended by person they know and trust). 38% applicants got ot know about AIESEC thanks to Facebook. Only 5 from 14 offices organized outdoor events.
Katow ice UE Nowy Scz Kielce Pozna Biays tok Toru UMK Lublin UMCS Bielsk o- Biaa 坦d添 Warsz awa UW Wroc aw UE Rzesz 坦w Wroc aw UT Szcze cin How many online media appearances did you get? 17 0 0 10 40 0 4 5 0 0 1 3 42 10 How many stands did you organise? 2 1 8 5 8 0 6 5 3 0 1 5 1 0 How many classshouts? 0 1 2 0 5 0 0 12 10 0 0 0 0 4 0 5 10 15 20 25 30 35 40 45 Efficiency of our campaign Wrocaw UT had 32% of all media appearances; Bielsko-Biaa made 35% of all classhouts.. 2 LCs (Warszawa UW and Toru UMK) hadnt done any of those activities. 8 LCs didnt make classhouts, 3 stands, 5 LCs didnt get any media appearance.
10 7 10 8 18 6 7 6 20 3 4 10 13 6 Katow Nowy Kielce Pozna Biays Toru Lublin Bielsk 坦d添 Wars Wroc Rzesz Wroc Szcze How many people from the office was engaged in promotion of Future Leaders? 128 people were engaged in Future Leaders promotion (average ~10). 7% 29% 64% Did you have an event on facebook or did you use only the fanpage to promote FL? event fanpage both Most committees had used both events and fanpage. Only 1 LC used only event. Engagement (online and offline)
Talent Management Recruitment and allocation part of the report. To recruit 127 newies we engaged 151 current members (to run interviews, group exercise and screen apps). Are we successfull already?
Recruitment and allocation 151 people were engaged in recrutiment process (average ~11). In 71% entities by now was no resignation (10/14); 4 offices noted 1-5 skips. Most of the members was allocated to Social Enterprenuer program 0% 20% 40% 60% 80% Mkt SE BS Allocation per each program %
72% of offices made allocation after interview. Only 14% had pre-allocation on each step. 7% 36% 21% 29% 7% How did you allocate people? With engagement of OCPs Final decision of VP TM Final decision of VP TM and LCP Final decision of EB Mostly, the final allocation decision belongs to VP Talent Management (36%) or VP TM and Local Committee President (21%). Engaging whole executive board in decision making process is not standard. 14% 72% 7% 7% When did you allocate people? Pre- allocation on each step of the process After interview On LCC After LCC
12 9 13 5 12 2 Membership profile Subprogram profiles Group exercises Value Based Recruitment File Generator Assessment sheet Inne What kind of materials you used? 64% 22% 14% How much time did you spent on Interviewing all candidates? 1-3 days 3-5 days 5-7 days 7-10 days Over 10 days
Those charts show us if communication is clear and matched to our expectations. f numbers of rejection is huge it means that we need to change something in our promotion. *Toru and Warszawa UW doesnt have those information yet. Rejections 0 5 10 15 20 25 30 35 40 How many people we rejected after: application 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% % of general results % 0 2 4 6 8 10 12 14 How many people we rejected after: Group Exercise How many people we rejected after: RB
AIESEC in Poland exists to develop responsible and action-oriented leadership in youth to address social and economic issues by empowering collaboration across sectors. Only in 2013 year we realized 2962 amazing leadership development experiences for our members. In 2014 year (until 1st of July) it was over 1800 experiences. This is impact we create,

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Future Leaders Implementation Report

  • 1. Implementation Report May-June 2014 *In this report you can find information about results of first national campaign of Future Leaders executed by 14 Local Committees of AIESEC in Poland.
  • 2. Table of content 1. Introduction. 2. Our preparations. 3. Overall results. 4. Campaign sum up. 5. Recruitment and Allocation Report
  • 3. Dear AIESEC in Poland, There is strong why behind Future Leaders. Main reason to create it was strong will to communicate AIESEC s fundamental mission which is leadership development. When it all starts? In the moment when we go to our university, to our colleagues at classes and present AIESEC encouraging them to join. And from this moment we should with pride and confidence share what AIESEC is about. We believe that Future Leaders, created with solid research and beautiful dream, is a solution to attract right talents to help us in creation of the most impactful youth network in Poland.
  • 5. In times of change what organization needs is to engage every member in it through complex education, training and feedback. Most of offices were using Local Committee Meetings and information meetings as way to prepare for campaign. *OCP- project team leader in local office 0 1 2 3 4 5 6 7 8 9 10 Information meeting for all members Value preposition training for OCPs Value prepositon training for marketing structure Promotion training for marketing structure Promotion training for OCPs Inne How did you prepare for Future Leaders implementation?
  • 6. Overall results We achieved 60% plans nationally. To see more scroll down the report.
  • 7. 0 20 40 60 80 100 120 140 KatowiceUE NowyScz Kielce Pozna Biaystok ToruUMK LublinUMCS Bielsko-Biaa 坦d添 WarszawaUW WrocawUE Rzesz坦w WrocawUT Szczecin Numerical plans realization plans results Overall results 0% 20% 40% 60% 80% 100% 120% KatowiceUE NowyScz Kielce Pozna Biaystok ToruUMK LublinUMCS Bielsko-Biaa 坦d添 Warszawa WrocawUE Rzesz坦w WrocawUT Szczecin % of plans achieved We achieved 60% plans, which means we received 392 applications for AIESEC in Poland. 1 Office achieved more than 100% (Nowy Scz); Warszawa UW achieved 98%.
  • 8. Results per Future Leaders program (application stage) We achieved 100% of plans in Social Enterprenuer program (217 people in whole Poland applied). 68% 38% 100% 0% 20% 40% 60% 80% 100% 120% Marketing Business Sales Social Entrepreneurs %
  • 9. We recruited tp AIESEC 121 new members. 74% female, 26% male. Two LCs recruited only women (Biaystok, 坦d添). 3 LCs with perfect proportion (50%): Nowy Scz, Wrocaw UT, Szczecin 0% 20% 40% 60% 80% 100% Male Female *Warszawa UW, Toru UMK dont have those information yet
  • 10. Campaign sum up National Promotion started on 5th of May 2014 14 offices took part in implementation 12 of 14 of local commitees had at least 1 parallel campaign Some had 6 marketing campaigns at once. Average campaign last 20 days and cost 150 PLN Average office engaged 10 members for active promotion.
  • 11. Campaign duration 10 17 18 18 25 21 19 29 25 20 25 18 14 14 First local campaign was initiated by Pozna on 23rd of April 2014. Average duration was 20 days.
  • 12. Efficiency of our campaign Most effective channel is FRIEND (50 % of applicants in 9 from 14 offices admit that AIESEC was recommended by person they know and trust). 38% applicants got ot know about AIESEC thanks to Facebook. Only 5 from 14 offices organized outdoor events.
  • 13. Katow ice UE Nowy Scz Kielce Pozna Biays tok Toru UMK Lublin UMCS Bielsk o- Biaa 坦d添 Warsz awa UW Wroc aw UE Rzesz 坦w Wroc aw UT Szcze cin How many online media appearances did you get? 17 0 0 10 40 0 4 5 0 0 1 3 42 10 How many stands did you organise? 2 1 8 5 8 0 6 5 3 0 1 5 1 0 How many classshouts? 0 1 2 0 5 0 0 12 10 0 0 0 0 4 0 5 10 15 20 25 30 35 40 45 Efficiency of our campaign Wrocaw UT had 32% of all media appearances; Bielsko-Biaa made 35% of all classhouts.. 2 LCs (Warszawa UW and Toru UMK) hadnt done any of those activities. 8 LCs didnt make classhouts, 3 stands, 5 LCs didnt get any media appearance.
  • 14. 10 7 10 8 18 6 7 6 20 3 4 10 13 6 Katow Nowy Kielce Pozna Biays Toru Lublin Bielsk 坦d添 Wars Wroc Rzesz Wroc Szcze How many people from the office was engaged in promotion of Future Leaders? 128 people were engaged in Future Leaders promotion (average ~10). 7% 29% 64% Did you have an event on facebook or did you use only the fanpage to promote FL? event fanpage both Most committees had used both events and fanpage. Only 1 LC used only event. Engagement (online and offline)
  • 15. Talent Management Recruitment and allocation part of the report. To recruit 127 newies we engaged 151 current members (to run interviews, group exercise and screen apps). Are we successfull already?
  • 16. Recruitment and allocation 151 people were engaged in recrutiment process (average ~11). In 71% entities by now was no resignation (10/14); 4 offices noted 1-5 skips. Most of the members was allocated to Social Enterprenuer program 0% 20% 40% 60% 80% Mkt SE BS Allocation per each program %
  • 17. 72% of offices made allocation after interview. Only 14% had pre-allocation on each step. 7% 36% 21% 29% 7% How did you allocate people? With engagement of OCPs Final decision of VP TM Final decision of VP TM and LCP Final decision of EB Mostly, the final allocation decision belongs to VP Talent Management (36%) or VP TM and Local Committee President (21%). Engaging whole executive board in decision making process is not standard. 14% 72% 7% 7% When did you allocate people? Pre- allocation on each step of the process After interview On LCC After LCC
  • 18. 12 9 13 5 12 2 Membership profile Subprogram profiles Group exercises Value Based Recruitment File Generator Assessment sheet Inne What kind of materials you used? 64% 22% 14% How much time did you spent on Interviewing all candidates? 1-3 days 3-5 days 5-7 days 7-10 days Over 10 days
  • 19. Those charts show us if communication is clear and matched to our expectations. f numbers of rejection is huge it means that we need to change something in our promotion. *Toru and Warszawa UW doesnt have those information yet. Rejections 0 5 10 15 20 25 30 35 40 How many people we rejected after: application 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% % of general results % 0 2 4 6 8 10 12 14 How many people we rejected after: Group Exercise How many people we rejected after: RB
  • 20. AIESEC in Poland exists to develop responsible and action-oriented leadership in youth to address social and economic issues by empowering collaboration across sectors. Only in 2013 year we realized 2962 amazing leadership development experiences for our members. In 2014 year (until 1st of July) it was over 1800 experiences. This is impact we create,
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