National Talent Plan Aug-Sept 2015
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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.
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- The analyst maintains a 'Buy' recommendation on Cyient due to its differentiated offerings and faster growth compared to peers, with a target price of Rs. 610 per share.Syllabus software developer
Syllabus software developerKarmaveer Vaishnav
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This document provides an overview of the IT-ITES/BPM industry in India. It discusses that India has become a global hub for digital talent, accounting for 75% of the world's digital workforce. The IT/ITeS industry has significantly contributed to India's economic growth, transforming the country's image globally and fueling social transformation. The industry is growing with a focus on business processes, security, privacy and customer satisfaction. The size of the Indian IT/BPM industry was estimated at around $191 billion in FY20 and is projected to reach $350 billion by 2025.Persistent 1QFY18
Persistent 1QFY18Mohit Jn
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- Persistent Systems reported quarterly revenues of $113 million, up 3.6% quarter-over-quarter and 7.8% year-over-year. However, operating margins declined due to currency effects and investments in acquisitions and hiring.
- The company acquired PARX, a Salesforce partner in Europe, for $8.5 million to expand its footprint in Europe.
- While traditional services saw growth, the focus areas of digital and accelerite declined sequentially. However, deferred wage hikes and currency impact are expected to improve margins going forward. The analyst maintains a 'Buy' rating.Apresenta巽達o 3 Q13 final
Apresenta巽達o 3 Q13 finalCia Hering RI
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Cia Hering reported its 3Q13 results with the following highlights:
- Gross revenues increased 12% to R$435 million driven by double-digit growth of its Hering and Hering Kids brands.
- EBITDA grew 10.8% to R$82.5 million and the EBITDA margin was stable at 22.8% despite higher profit sharing provisions.
- Net income increased 6.7% though margins were impacted by higher tax expenses.
- Cash flow was affected by a temporary increase in inventory as the company prepares to implement the second phase of its SAP system in 2014.
- The outlook notes a challenging business environment but evolution of the brand management structure and theMore from aiesec_poland (20)
The Ultimate Growth Hacker summer 2016 - Monthly Update 2
The Ultimate Growth Hacker summer 2016 - Monthly Update 2aiesec_poland
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Summer 106 R&R monthly update! :)The Ultimate Growth Hacker summer 2016 - Monthly Update 1
The Ultimate Growth Hacker summer 2016 - Monthly Update 1aiesec_poland
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Summer 2016 R&R monthly update for @PLAD! MC 1617 booklet fourth round
MC 1617 booklet fourth roundaiesec_poland
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This document provides information about applying to be on the Member Committee (MC) team for AIESEC in Poland for the 2016-2017 term. It includes the following key points:
- The deadline to apply is May 11th at 8 PM GMT+2 by submitting an application package via email.
- The application package should include a CV, 2 endorsement letters, and a questionnaire not exceeding 11 pages.
- Interviews will take place after the deadline and the announcement of selections will be communicated later.
- The transition timeline requires the new MC team to move into the shared house by specific dates in May and June to complete the transition before the new term starts on July 1st.
-AIESEC in Poland MC 16/17 Third Round Application Booklet
AIESEC in Poland MC 16/17 Third Round Application Bookletaiesec_poland
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The third round of Application Booklet for AIESEC in Poland that consists the transformative opportunity to lead this beautiful entity into greatness in its most challenging an intense year.Sona intro + why
Sona intro + whyaiesec_poland
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State of National Affairs (SONA) is a process used by organizations to collect, analyze, and present crucial information about their functioning and performance. It involves gathering the most relevant data, thoroughly analyzing it, and communicating clear takeaways, recommendations, trends, and key messages to all stakeholders. SONA provides a review of implementation status, allows organizations to understand differences between goals and reality, and helps adjust strategy. It is considered necessary for tracking individual and team performance, driving the right operational culture, and setting action plans for the future.Internal ceed
Internal ceedaiesec_poland
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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.iGIP+Carrer Days follow up Spring 2016
iGIP+Carrer Days follow up Spring 2016aiesec_poland
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The document provides guidance and initiatives for following up on Career Days to boost cooperation between Business Development and iGIP teams and increase iGIP sales. It outlines steps to take before, during, and after Career Days, including updating on companies, planning attendance, checking contact history, not directly selling but approaching interested companies, participating in evaluations, using the national clik tool, and contacting the listed coordinators with any questions. The final deadline for Career Days follow up is April 30th.AIESEC in Poland MC 16/17 Second Round Application Booklet
AIESEC in Poland MC 16/17 Second Round Application Bookletaiesec_poland
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The document provides information about applying to be on the Member Committee (MC) for AIESEC in Poland for the 2016-2017 term. It includes details about the roles and responsibilities of the MC, application requirements and process, sample interview questions, and timelines. Some key points:
- The MC is responsible for leading the strategic direction of AIESEC in Poland and ensuring goals are met. Members live together and receive a monthly salary.
- To apply, candidates must submit a CV, endorsement letters, and answer up to 13 pages of questions covering their experience, strengths, and visions for various functional areas.
- Sample general questions ask about strengths, weaknesses, and visions for the MC's role andIGIP General Rules 2016
IGIP General Rules 2016aiesec_poland
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Kasia requests changing the status of an Opportunity form from DRAFT to OPEN. The request includes the number of openings and confirms that the search tool has been updated. Good luck is wished for the task.Content Creation
Content Creationaiesec_poland
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The document announces a Hubspot workshop on content creation to be held on January 18th and hosted by Chuck Chaoke. It discusses how content is essential for inbound marketing and how creating the right content for target customers can attract prospects and keep them engaged. The document also provides examples of what constitutes content and presents a brand model outlining various benefits, personality traits, and positioning that can be communicated through content.oGCDP understanding
oGCDP understandingaiesec_poland
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This document provides an overview of AIESEC's Global Citizen program, including its history, present structure, and a SWOT analysis. The key points are:
1) AIESEC's Global Citizen program offers 6-8 week internships, study tours, and information exchanges in diverse cultures to help participants develop skills like cultural awareness, leadership, and social responsibility.
2) The program has evolved significantly since 1948 in terms of its matching platforms and operations.
3) A SWOT analysis identifies strengths like cost efficiency and diversity, weaknesses like low conversion rates, and opportunities to engage returnees, improve promotions, and develop new partnerships.Customer Flow Understanding
Customer Flow Understandingaiesec_poland
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- Clear understanding, efficient flow and customer centricity are objectives. The stages are attraction, consideration, value delivery, and brand advocacy.
- 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.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.National Talent Plan Aug-Sept 2015
- 1. National talent Plan August - September 2015
- 2. TOTAL NUMBEROF EXCHANGE IN Q42015 AND january2016 WHICH WE PLANNED IS 737 Data arecollected from Operations Tool. Data excluding LC Szczecin whichdidnd sendtheirTalent Plan.
- 3. Percentage distribution of exchange programs The biggestamountof exchanges we planned in iGCDP area.,which is 67 % of whole planned exchanges. In incommingprogrammes we planned about 79% of realization. In outgoing programmesits 21%. 67% 12% 11% 10% iGCDP iGIP oGCDP oGIP
- 4. Plan of Exchange in each program iGCDP iGIP oGCDP oGIP 520 76 142 141 0 100 200 300 400 500 600 iGCDP iGIP oGCDP oGIP
- 5. Productivity in AIESEC inPoland Exchange program Planned productivity Productivity Q1+Q2 2015 iGCDP 1,3 1,2 iGIP 0,62 0,49 oGCDP 1,03 1,14 oGIP 0,8 0,63 To calculate planned productivity we useddata from Talent Plan.
- 6. We plan to recruit : 180 TLP 156 TMP-TMP 780 TMP
- 7. Bia ysto k Gda sk Kato wice Kielc e Krak 坦w Lubli n 坦d添 Olsz tyn Pozn a Rzes z坦w Szcz ecin Toru Wa- wa SGH Wa- wa UW Wro caw UT Wro caw UE TMP- TMP 0 10 32 5 25 5 4 3 13 15 X 6 14 9 4 11 TLP 7 19 22 6 18 13 8 2 13 7 X 5 2 29 12 17 TMP 26 70 78 27 107 59 42 10 73 33 x 20 14 108 49 74 Planned recruitment numberin each Local committee 0 20 40 60 80 100 120 TMP-TMP TLP TMP
- 8. Human Resources per each area Based onTalent Plans fromeachLC majorityofour resources will beallocate in iGCDPprogram. On secondplaceare other areas e.g.EmployerBrangind whichwill receive 178members. Area iGCDP iGIP oGIP oGCDP Others Marketing Members 380 133 95 81 178 69 0 50 100 150 200 250 300 350 400 iGCDP iGIP OGX OGX oGIP oGCDP
- 9. HumanResources per each JD Themostneeded are people withsales & marketing JD. *Delivery thisJD consistsof MatchingandReception JDs **EP Dev *-this JDconsistsof HRandEPDevelopement JDs Sales Mkt Match Recep Deliv Log Fin HR EP Dev EP Dev + 268 172 60 19 118 22 5 28 3 83 0 50 100 150 200 250 300
- 10. Percentage distribution of Future LeadersSub-products 14% 26% 33% 23% 4% 1% International Operations (OGX) International Operations (ICX Delivery) Sales Marketing Talent Development Finance&Legality
- 11. Sub-products innumber 0 50 100 150 200 250 International Operations (OGX) International Operations (ICX Delivery) Sales Marketing Talent Development Finance&Legality IO (OGX) IO (ICX Deliv) Sales Mkt Talent Dev Fin& Legal 104 197 249 172 29 11
- 12. SUM UP So we need tohave: 208 applications for International Operations (OGX) 394 applications for International Operations (ICX Delivery) 498 applications forSales 344 applications for Marketing 58 applications for Talent Development 22 applications for Finance&Legality We want to recruit: 104 for International Operations (OGX) 197 for International Operations (ICXDelivery) 249 for Sales 172 for Marketing 29 forTalent Development 11 forFinance&Legality Numberof applicationswascountedin accordanceto conversionbutexact numbershould be determine byLCVP TMand LCVPMarketing.
- 13. Lets start the recruitment!
Editor's Notes
- #9: Nie robiam teraz z Employer Brandingiem bo to s pojedyncze osoby i wrzuciam je do others. Wolaam wyr坦甜ni Marketing.