The Ultimate Growth Hacker summer 2016 - Monthly Update 2
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In OG GCDP, there are at least 3 recruitment opportunities available in each of their 18 committees. They are seeking excellent interns from various countries through a selection process. Most candidates from Poland are students interested in short-term internships between 6-12 weeks in fields like education, psychology, business, and project management. Recruitment peaks for these internships occur between March to May and October to November as well as between May to July and December to January.FairVote.org - Why NPV makes sense (for Utah)
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- 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.
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Summer 2016 R&R monthly update for @PLAD! MC 1617 booklet fourth round
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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.
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The document outlines the application process for the AIESEC in Poland Member Committee for the term 2016-2017, detailing roles, working conditions, requirements, and the selection timeline. It emphasizes the transformative experience and challenges involved in participating in the committee, along with a clear structure for candidates to submit their applications, including CVs and endorsement letters. Additionally, it highlights the responsibilities and expectations for prospective members in contributing to the organization's goals and operations.Sona intro + why
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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.IGIP General Rules 2016
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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
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2) The program has evolved significantly since 1948 in terms of its matching platforms and operations.
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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
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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:
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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
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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.
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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
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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 Oct 2014
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The document summarizes the results of AIESEC in Poland's October 2014 Future Leaders recruitment campaign. It reports that they received 1826 applications and allocated 783 new members and 31 returnees. Most applications and allocations were for the Social Entrepreneurship program. It provides details on the promotion campaign results such as the number of applications received by each local committee and the channels used. It also analyzes the recruitment process outcomes including number of people resigning after each stage and gender allocation results. Challenges in creating the report due to incomplete or inconsistent data from some local committees are also noted.TMP May/June 2014
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- Committees faced challenges with data tracking and strategy, and not all fully understood the value proposition of Future Leaders.
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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]Steering Excellence in Turbulent Times: A Strategic Governance Toolkit
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This 際際滷Share from TEXEM, UK equips executives, board members, and business leaders with a practical governance toolkit to navigate turbulence with resilience, clarity, and confidence.
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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.IGIP General Rules 2016
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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.
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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
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油
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
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油
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
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油
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
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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
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油
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
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油
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
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油
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 Oct 2014
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油
The document summarizes the results of AIESEC in Poland's October 2014 Future Leaders recruitment campaign. It reports that they received 1826 applications and allocated 783 new members and 31 returnees. Most applications and allocations were for the Social Entrepreneurship program. It provides details on the promotion campaign results such as the number of applications received by each local committee and the channels used. It also analyzes the recruitment process outcomes including number of people resigning after each stage and gender allocation results. Challenges in creating the report due to incomplete or inconsistent data from some local committees are also noted.TMP May/June 2014
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油
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
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油
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 (17)
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