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This document discusses an internal CEEDERSHIP program in AIESEC Poland to spread knowledge of their Global Talent Placement (GTP) program between local committees. Local committees will send representatives to other committees to learn about their operations and then implement the knowledge in their home committees. The timeline outlines the education, delivery, and implementation plans for representatives participating between April 11-17, 2016. Contact information is provided for the National Sales Coordinator and other leads for the program.
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- Main bottlenecks identified are slow response times during the matching process, lack of logistical information provided, and inconsistent experiences between opportunities described and realities.
- Customers noted positives like helpful hosting entities and opportunities for personal growth. Negatives included unclear processes, late or lack of preparation, insufficient support and communication, and projects not meeting expectations.
- To improve the flow, representatives should gather more customer feedback, standardize information and support provided, speed up matching and communication, and ensure opportunities are accurately portrayed and satisfying. Focusing more on customers needs at each stageLcp role (elects)
Lcp role (elects)aiesec_poland
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The document outlines the key responsibilities of a Local Committee President (LCP) in AIESEC. As the ultimate leadership role, an LCP acts as the guardian of the local committee's brand, guiding its values, behavior, and identity. An LCP is responsible for setting the local committee's direction and ensuring national and global alignment. As the team leader, an LCP drives team management, accountability, and the development of each team member. Externally, the LCP serves as the public face and official voice of the local committee. Strategically, an LCP creates the local vision while also understanding operations in detail to lead effectively.Mc role
Mc roleaiesec_poland
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The member committee (MC) serves as the servicing body for AIESEC in Poland. As a servicing body, the MC provides assistance, consultation, direction, and support to local committees. It serves to align AIESEC in Poland with international strategies and represents the organization externally. The MC also manages operations, legal and finance functions, conferences, and local committee development to help unify and strengthen the organization in Poland. It works to provide services like these through capable and experienced teams. The goal of the MC's work is to empower local committees and advance AIESEC's mission on a national level in Poland.Re looking the way we plan Sumco 2015 session
Re looking the way we plan Sumco 2015 sessionaiesec_poland
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The document discusses replanning for the next six months after reviewing performance over the past six months. It emphasizes analyzing what didn't work previously and using lessons learned to identify strategic changes to original plans. Replanning is not about reducing goals or using past strategies, but envisioning the next period while addressing current gaps to still achieve goals. An effective replanning package includes team priorities, gap analyses, operational projects, timelines, and growth drivers. Respective VPs and their teams develop replanning which the executive board finalizes with coach input and monitoring of implementation.Process flow re-planning 2015
Process flow re-planning 2015aiesec_poland
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This document provides guidance on the replanning process for leadership councils (LCs) over the next six months. The replanning process involves:
1. Analyzing performance over the past six months and identifying gaps.
2. Reflecting on successes and failures with the executive board (EB) and defining team and LC stands.
3. Revisiting area-based projects (ABPs) and exchange targets, identifying gaps, and determining new strategies and goals.
4. Developing an implementation plan through a Gantt chart to coordinate activities across areas over the next six months.
The overall process is meant to help LCs learn from the past, strategize for the future,Planning process session Nat-co 2016
Planning process session Nat-co 2016aiesec_poland
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The document discusses improving the ideal state and customer experience within an organization. It emphasizes keeping core customers at the center, using area strengths to enhance the customer experience, and different roles working together towards shared goals. It advises being physically and mentally present, sharing opinions, and not worrying too much about time as there is still some left to finalize plans while having fun with colleagues.NPM growth model
NPM growth modelaiesec_poland
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The growth model provides an overall direction and framework for major growth strategies to widen the organization's perspective and encourage long-term thinking. It identifies the most critical variables and plans according to a unified direction to bring stability and guidance while enabling strategic continuity. Having a growth model points out internal synergy opportunities and leads to healthy organizational growth throughout different contexts by considering how each element contributes to the overall path.MC buddies 2016
MC buddies 2016aiesec_poland
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This document discusses the MC buddy system in AIESEC, which aims to facilitate communication between local committees (LCs) and the management committee (MC). Key points:
1. Each LC has an MC buddy who is responsible for understanding the LC's situation and providing support. This helps the MC better develop strategies and the LC gain perspective.
2. The goal is for buddies to support each other through clear communication and understanding realities on the ground.
3. The system provides LCs access to MC experience and helps the MC understand implementation, while buddies also support each other personally.National Talent Plan Aug-Sept 2015
National Talent Plan Aug-Sept 2015aiesec_poland
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The document outlines the national talent plan for an organization between August-September 2015 and January 2016. It summarizes:
- They planned 737 exchanges in total for that period, with 67% (520 exchanges) focused on the iGCDP program area.
- Their recruitment goals included 180 trainees, 156 trainees/managers, and 780 managers across local committees.
- The majority of human resources would be allocated to the iGCDP program area, with 380 members, followed by other areas like Employer Branding with 178 members.
- The most needed job descriptions were sales & marketing with 268 and 172 members needed respectively.TMP Sept-Oct 2015
TMP Sept-Oct 2015aiesec_poland
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This document summarizes the results of the autumn 2015 recruitment process for AIESEC in Poland. It provides statistics on the number of applications received, members allocated, and the breakdown of men and women recruited. It also describes how different local committees conducted the recruitment process, including how many people were engaged, the training and preparation provided to assessors, and how allocation decisions were made. The summary highlights that they achieved 94.31% of their recruitment plans and allocated 778 new members total.TMP March 2015
TMP March 2015aiesec_poland
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The document provides results and analysis from AIESEC in Poland's March 2015 Future Leaders recruitment campaign. It summarizes that they recruited 889 new members, exceeding their 98.5% recruitment goal. Most applicants heard about the opportunity from friends in AIESEC or other online channels like Facebook. Analysis of the results shows which channels and profiles were most effective at recruiting and converting applicants. It also examines differences in performance across local committees. The report aims to identify best practices and areas for improvement for future recruitment campaigns.TMP May/June 2014
TMP May/June 2014aiesec_poland
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The document provides an implementation report on the Future Leaders campaign run by 14 local committees of AIESEC in Poland from May-June 2014. Some key points:
- The campaign achieved 60% of its overall recruitment plans, recruiting 121 new members total.
- Engagement and promotion methods varied between committees, with the most effective being personal referrals from friends.
- Committees faced challenges with data tracking and strategy, and not all fully understood the value proposition of Future Leaders.
- While results provide room for improvement, the report argues Future Leaders is an important tool for communicating AIESEC's mission of leadership development.TMP Oct 2013
TMP Oct 2013aiesec_poland
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The document summarizes the results of AIESEC in Poland's largest recruitment effort in 2013. It reports that 2,440 applications were received, exceeding the promotion plan by 127%. Most applications came from Facebook, referrals from AIESEC members, and personal referrals. 9 out of 20 local committees achieved over 100% of their promotion goals. In total, 936 new members were recruited, achieving 79% of the overall talent plan. The recruitment process engaged many current members and required significant time investment. [END SUMMARY]Recently uploaded (20)
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Internal ceed
- 2. Hey Guys! It's Karolina Szwaj, Kasia Nowak and Ala Siemieniec. We would like to oficially congratulate each of you to take part in first pilot of Internal CEEDerhip in AIESEC Poland history. Lets growth exponentially and deliver amazing experiences for Global Talents who are coming to Poland in 2016! MC Pryzmat has made a mark on cooperation between iGIP and TM on the national level and we would like to spread IGIP know-how in Poland. We are incredibly proud that Local Committees in Poland are taking actions and sharing the most important thing which is at the moment needed: experience. Lets jump in to the SUMMER PEAK and show how collaborative you can be, becasue: 1+1=11! #collabatation INTERNAL CEEDERSHIP
- 3. create space to shape IGIP know-how drive cooperation between Local Committes in Poland grow exponentially in IGIP in summer peak 2016 INTERNAL CEEDERSHIP
- 6. BENEFITS FOR SENDING LC: - Knowledge, experience know-how from hosting LC - After coming back home taking GCPs, knowledge and implementing that to achieve growth and jump to higher tier - Get to know other LC culture and lifecycle INTERNAL CEEDERSHIP
- 7. BENEFITS FOR HOSTING LC: -Additional person who is working and supporting operations -Sharing knowledge in network (which is one of criterium for collaboration award in R&R INTERNAL CEEDERSHIP
- 8. BEFORE CEEDERSHIP: -prepare education plan -prepare delivery plan -prepare agenda INTERNAL CEEDERSHIP
- 9. DURING CEEDERSHIP: - everyday contact NST/Hosting Entity/Sending Entity -1 skype with MCVP -delivery agenda INTERNAL CEEDERSHIP
- 10. AFTER CEEDERSHIP: -prepare implementation plan -send NPS survey INTERNAL CEEDERSHIP
- 11. TIMELINE Education Plan: Sending Entity 30.04 Delivery Plan: Hosting Entity 1.04 Agenda: Hosting+Sending Entity 3.04 Final skype: Hosting+Sending Entity+MC 7.04 Implementation plan: Sending Entity 19.04 NPS survey: MCVP TM 21.04 INTERNAL CEEDERSHIP
- 12. Time of physical CEEDERHIP 11-17.04 INTERNAL CEEDERSHIP
- 13. Official national tool for INTERNAL CEEDERHIP is: CLIK INTERNAL CEEDERSHIP
- 14. In case of any question feel free to contact directly: -KAROLINA SZWAJ NST IGIP New Sales Coordinator (FINAL RESPONSIBLE) karolina.szwaj@aiesec.net, +48 661 813 138 - KATARZYNA NOWAK MCVP iGIP 2016.2017 katarzyna.nowak@aiesec.net, +48 886 023 019 -ALICJA SIEMIENIEC alicja.siemieniec@aiesec.net , +48 606 645 930 INTERNAL CEEDERSHIP
- 15. GOOD LUCK
- 16. ...and lets spread around IGIP know-how...