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on the transition
TOPIC
ROLE CLARITY
Introduction to transition
FUNCTIONAL INTRODUCTION
Pre-Recruitment
EP Recruitment
EP Matching
EP Servicing
LEADERSHIP MANAGEMENT
Team Management
CONTENT
Get to know activity
Expectation setting: Set
Days and time for transition meetings, transition agenda and contents
Expectation for performance/mindsets from both sides: during transition and after
transition
EP Flow
National oGCDP history and trends
Local oGCDP history and trends
Products
LC oGCDP SWOT
National oGCDP
Local oGCDP strategies for the current year (BCPs and GCPs)
Operational VP oGCDP calendar (RA peaks, MA peaks, RE peaks, XPS, etc.)
How to set numerical goals and MoS (Goals for App, RA, MA, RE)
Building oGCDP structure that supports goal realization
Expectation settings
Tracking tools for matching
Education and materials for matching
myAIESEC.net
EP Management (EP Buddy, EP Tracking)
Acceptance Procedures
Visa procedures
LC cooperations to fasten matching
Post-match support
OPS
EP LEAD
EP Ambassador
Support in visa procedures
reintegration
XPP
NPS (3 Surveys, fire fighting)
Solving cases on (LC-LC & MC-MC) level
EP Engagement
Communication while on X
Expectation settings
Return Interview
LC opportunities
Evaluating the internship
Evaluating servicing process
Being an ambassador/promoter of AIESEC internships
OUTPUT
INPUT
RESPONSIBLE
VP oGCDP Current
VP oGCDP Current
VP oGCDP Current
PPT of oGCDP Value; Basic
understanding of Product education of X Flow;
values and National SWOT Experience sharing of
reality
VP oGCDP Current
XF + ORS Tracker
VP oGCDP Current
Files: Minimum Quality
understanding of how to
form; Interview standard
execute the EP recruitment
VP oGCDP Current
Files: Matching tracker;
understanding on how to
do proper matching
EP buddy JD;
Knowledge: Visa
education; International
Relations Management
VP oGCDP Current
JD implementation
VP oGCDP Current
Knowledge: Showcasing
understanding of
realization tracking +
reintegration proccess
strategy; XP evaluation;
EP buddy tracking
File: Reaintegration flow
+ activities
VP oGCDP Current
tips and tricks how to
manage a Team (virtually
+ physically)
Knowledge: How to do
the elect understand about proper tracking;
functional focus in 14/15
marketing for off peak +
peak
TYPE
TOPIC
Backwards Planning
Product Understanding
Market Understanding
International Relations
and S&D
Knowledge
Sales
Raising Process
Matching Process
Kno
Realisation Process
and Quality
Management
Account Management
Synergy between
iGCDP and back office
XPP + Legal
Team Management
Strategic Mindset
Skills
Building Trust
Coaching Skills
Skills
Facilitation
Attitude
Feedback
OBJECTIVES
1. Understand the importance of exchange in AIESEC (Why does AIESEC do exchange?)
2. What is 2015 and how can I contribute to it
3. What is the role of the VPiGCDP and how can I contribute to peace and Fulfilment of
Humankind's potential
1. I understand the national products and national project product pacakging and how it is linked
to the value of our program
2. I know how to sell these products
1. I have completed a market analysis for iGCDP
2. I understand how to sell my products to my market
1. Understanding the Minimum Quality promise and documentation required for Raising
2. Raising Smarter and Faster
1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication
1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)
CONTENT
Importance of Exchange in AIESEC
Exchange in AIESEC 2015
Role of VPiGCDP to support operational areas
Breifly understand the leadership needed in your city
Value of iGCDP
Social Impact Model
EP/TN Flow
Backwards Planning
Number of RA-MA-RE and sales tracking and planning
Exchange pipeline management - What to track, when to track
Analyze the current exchange pipeline. With these analyses identify workload and potential problems for
next months (based on quantity of TNs RA, TN MA, TN RE and number of members in ICX).
Analyze the current delivery time, realization - find the causes and create next steps.
Product Packaging
What are the National iGCDP Products
National Project Products
Market analysis
GTCM for iGCDP
Understanding the value proposition for each target
Overview of global, national and local realizations and available forms per pools, utilizing files and the
Available Forms Tracker;
Pay attention to volume, profiles, seasonality, main TN countries, main EP countries etc.
Peaks
How to make an international cooperation
National Country Partners
How to track IR
Informal networking and international conferences benefits
Sales planning;
Targeting;
Sales material preparation;
Supply management.
Characteristics of a good sales person;
Key success factors in sales;
Sales flow;
Networking and raising hot contacts;
Cold-calling;
First-meetings flow;
Follow-up;
Contractual and financial topics;
Selling only what you can deliver;
Writing high quality job descriptions;
TN forms auditing process
CRM and how to use it (Podio)
How to prepare and use wish lists and align expectations between AIESEC and trainee.
TN taker preparation (cultural, work infrastructure, trainee management, adjustment to JD).
Importance documents for legalization (insurance, RNE, VISA, air tickets).
Visa procedures and legislation.
How to solve common problems with visa (VPs network, contact with consulates, etc)
How to define needs for hosting.
Sources for host, benefits, promotion, selection and task forces.
Buddy definition and selection.
Minimum Quality Promise for Raising Process
How to raise on my@.net
What is XPP
What is international exchange quality standards
Minimum Quality Promise
Complaint procedure
When to contact the MC
How to use NPS to improve quality
Basic procedures and documentation needed for Audit and for iGCDP
Auditing as per compendium
Importance of Documentation
How to be a strategic leader: take the time, ask the right questions, understand what is happening in the
world
Case study
Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.
INPUT
PPT
PPT
OUTPUT
CONTENT LINK
VPiGCDP JD
Backwards Plan
check
http://indonesiacalling.com/
Situational
Leadership
Model
Team
Formation
Model
Tailored Indivdual
Director.Member
development plan
Feedback
Model:
5 levels of
written
feedback
How to do a
360
CAT versus
feedback
session
n/a
n/a
TYPE
TOPIC
Review of current
term
Legal Issue
Sales in iGIP
dge
Knowledge
Marketing Sub
Product
International
relations (country
partnership) and SnD
Sales Development
Program
B2B Marketing
Minimum Quality
Promises and NPS
Positioning yourself :
LCVP iGIP
iGIP Specific : the
best TN form
classification
Team Management
Strategic Mindset
Skills
Building Trust
Coaching skills
Networking Skills
Sales Skills
Actions Attitude
Facilitation
Legal messages
iGIP resources
Introduction to NST
and MC
OBJECTIVES
1.
2.
3.
4.
5.
6.
7.
Elect
Elect
Elect
Elect
Elect
Elect
Elect
1. Elect understands history of iGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With particular
term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's Sub Product Focus and Product Packaging
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.
1. Elect understands the sales flow (research - cold call - Meetings - Raise)
2. Elect understands how to do sales in iGIP with its sub product
3. Elect understands the sales technique and GCPs
1. Ensure elect understands knows the core value proposition of Teaching sub product
2. Elect understands the issues from teaching sub product (5 type of sub issues)
3. Elect undestands the JD and its Supply and Demand for Teaching sub product
1. Ensure elect understands knows the core value proposition of Marketing sub product
2. Elect understands the issues from Marketing sub product (5 type of sub issues)
3. Elect undestands the JD and its Supply and Demand for Teaching sub product
1. Elect Understand how to reach more channels to sell the product (alumnae, BoA, networking events, etc)
2. Elect Understand how to reach more clients through online platform
1. Elect has an understanding about how costumer loyalty is an important factor to create result
2. How to make partnership sustainable and last long
3. how to upscale the partnership.
1.
2.
3.
4.
understand why intern lead is important for intern (the logic behind LEAD)
Recap on understanding the process flow of intern lead and how to facilitate lead for intern
how to recruit and match the criteria of buddy
How to maintain the JD and engage buddy to create better quality
1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and communicatio
1. Ensure every legal documents and its messages well delivered and understand by the elects
2. Relfect the importance of this to your Elect
1. Compile iGIP Resources into a wiki/file and hand them over.
2. Include personal resources, good GCPs from the network etc.
1. Create a virtual introdcution to the NST and MC
CONTENT
Discus about the current condition of iGIP in our entity locally nationally and globally
reviewing the current focus of iGIP of AIESEC Indonesia and its SWOT
Discus about the legal state and how to improve the standard of legal
discus about the message needs to be delivered to all stakeholders and externals
socialize the new business model of iGIP for legal related
Discus the current state of iGIP Teaching sub product and its implication to AIESEC Indonesia current growth and
Discus the bottleneck in Teaching sub product and suggestion for improvements
Discus the relevancy of teaching sub product for market and organizational needs in Indonesia
Discus the current state of iGIP Marketing sub product and its implication to AIESEC Indonesia current growth an
Discus the bottleneck in Marketing sub product and suggestion for improvements
Discus the relevancy of Marketing sub product for market and organizational needs in Indonesia
discus the clarity of WHY LEAD is one important part to define the quality of internship
discus how step by step to conduct intern LEAD
Discus on the criteria of Intern buddy and how to recruit and maintain them
discus the intern buddy JD and how to track it
.
Understand the role of LCVP in EB and their own function
discus the synergy needed along the year from other function
discus why iGIP matter for organizational goals and how to align this understanding within EB
Understand the skill, attitude and knowledge alignment needed to be LCVP of IGIP
Discus the current TN clustering model and the value propositions
Understand how to create the best TN form and its importance
discus the corellation of IR in sales activities
Talk about the role of an LCVP iGIP as a manager, leader and strategist
Ensure that your elect understands the need to set an example for the rest of the EB about how to be a manage
and ensure the development of your members.
How to be a strategic leader: take the time, ask the right questions, understand what is happening in the world
Case study
Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.
Situational Leadership Model
Practical Coaching simulation and then give feedback
Goal Setting during networking
Sales pitch
Business etiquette
Body Language
Discuss the criteria and its minimum SKA needed by iGIP members and how to train those competencies
Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.
Stress the value and competency of proactive learning and ensure that the VP iGIP is a source fo knowledge iGI
Write an email to the NST TM and MCVPTM to introduce your successor.
Add to facebook groups etc.
INPUT
OUTPUT
CONTENT LINK
igip drives
PPT
igip drives
PPT
Copies of mateirals from EP
and Intern LEAD.
Draft timeline of GCDP and
Current structure of GCDP in
Talent Management
your LC.
supporting activities.
Process flow for EP
engagement (Integration
and re-integration)
igip drives
IR docs in G drive
ppt
n/a
ppt
igip drives
MQP doc
n/a
LEAD Wiki
n/a
n/a
TN clustering docs
Situational Leadership
Model
Team Formation Model
n/a
n/a
n/a
ppt
Tailored Indivdual
Director.Member
development plan
n/a
n/a
n/a
n/a
n/a
TYPE
TOPIC
Review of current
term
Introduction to the
function: oGIP
Introduction to the
local reality
Knowledge
Pre-Recruitment
EP Recruitment
EP Raising
EP Matching
EP Servicing
XPP
EP Realisation and
re-integration
Team Management
Skills
Strategic Mindset
Building Trust
Coaching Skills
Facilitation
Feedback
OBJECTIVES
1. Elect understands history o foGIP the Local Committee, AIESEC Indonesia and AIESEC globally. With
particular focus on the current term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's oGIP plan
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.
1.
2.
3.
4.
What are the Local oGIP strategies for the current year (Good case and Bad case practices)
Understanding the Operational VP oGIP calendar (Raising, matching, realisation peaks and XPP)
Know How to set numerical goals and MOS for oGIP (App, RA, MA, RE)
Understand talent capacity of oGIP
1.
2.
3.
4.
5.
1.
2.
3.
4.
1. What is XPP
2. How do I use XPP in everyday activities
3. Why is it important?
1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication
1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)
CONTENT
Understanding the value of oGIP
Clarity of Why for GIP and for Exchange
Why we do exchange in AIESEC
Structure of AI, MC, Region and LC
National Direction and how does oGIP fit in?
Role of the LCVP oGIP
Attitude: Pioneer for oGIP
Responsibilities of LCVPoGIP towwards LC and EPs
Glossary of terms in GIP
Year in the life of VP oGIP
What are the leadership and membership goals for your local
committee?
How to make LC oGIP plan
Talk about the history of oGIP in your LC and in Indonesia
EP/TN Flow
Process of Exchange
National oGIP history and trends
Local oGIP history and trends
National oGIP Products
INPUT
PPT
Raising form
Editing Form
Auditing Form
Payment Transaction
Terms auditing
Contract auditing
Expectation settings
Tracking tools for matching
Education and materials for matching
myAIESEC.net
EP Management (EP Buddy, EP Tracking)
Acceptance Procedures
Visa procedures
LC cooperations to fasten matching
Post-match support
Searching for TNs
Available forms tracker
Applying to a TN
Motivational Letter
CV
SAN and CAN auditing
OPS
EP LEAD
EP Ambassador
Support in visa procedures
reintegration
XPP
NPS (3 Surveys, fire fighting)
Solving cases on (LC-LC & MC-MC) level
EP Engagement
Contact with Host LC
Production of promotional materials
EPs Evaluation
Abroad preparation (money, food, accomodation, costumes, culture,
climate, transportation, general knowledge)
XPP
What is XPP
Overview of important topics
Commom mistakes
How to proceed, when facing difficulties
Communication while on X
Expectation settings
Return Interview
LC opportunities
Evaluating the internship
Evaluating servicing process
Being an ambassador/promoter of AIESEC internships
How to be a strategic leader: take the time, ask the right questions,
understand what is happening in the world
Case study
OUTPUT
CONTENT LINK
TYPE
TOPIC
What is
Operation?
OBJECTIVES
S&D
Management
International
Relation
Knowledge
oGCDP
Knowledg
oGIP
Quality
Management
ls
Team
Management
Strategic
Mindset
Data Analysis/
Business
Intelligence
Skills
Building Trust
Coaching Skills
Facilitation
Attitude
Success and
Failure
CONTENT
1.
2.
3.
4.
Discuss objective of IR
How IR can connect to each program processes to grow even more
Explanation about how's the current IR processes
Ideal IR Processes
a. Plan
b. Track
c. Evaluate
5. Activities to bridge the GAP between current processes and ideal processes
6. Small activities or homework use case study
Ensure that your elect understands the need to set an exmaple for the rest of the EB about how to be a manage
how to be a leader and ensure the development of your members.
How to be a strategic leader: take the time, ask the right questions, understand what is happening in the world
Case study
Communication Process
How to be clear when communication
How to communication to different types of learners and personalities (based on MBTI)
Emotional Bank Account
Goal Setting
Emotional Bank account
Behaviour
Current should give direct feedabck to elect about how they think they work in terms of trust building.
Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.
INPUT
OUTPUT
VP Operation Role
VP Operation Job
Description
PPT
CONTENT LINK
PPT
Research
a. Understanding Market
and our reach so far
b. Define potential market
for each program
c. Market clasification
based on timeline to
approach
a. Understanding about
PPT
sub-products and issues
Example of TNs from other
b. Draft plan aboout 1415
countries based on sub
sub-product and issues
products and issues
focus
PPT
myaiesec.net
current analysis realization
of AIESEC Indonesia
Market Place data
PPT
Market Place data
a. Understanding of oGCDP
ideal processes and the
current reality
PPT
b. Start, Stop, Continue in
AIESEC Indonesia Minimum each oGCDP processes and
Quality Promise
how your LC align and fulfill
Program Explanation and
the Quality Promises
value proposition
c. Create local oGCDP wiki
that content all SOP &
documents needed for all
processes
a. Understanding of oGIP
ideal processes and the
current reality
PPT
b. Start, Stop, Continue in
AIESEC Indonesia Minimum each oGIP processes and
Quality Promise
how your LC align and fulfill
Program Explanation and
the Quality Promises
value proposition
c. Create local oGIP wiki
that content all SOP &
documents needed for all
processes
PPT
Customer Gauge
all Minimum Promise
Document
XPP
a. Understanding of Quality
management processes
(include all standardization
and customer gauge)
b. Q3 Report creation by
elect
c. Draft Customer
Experience Management in
1415
1. Clear Understanding
PPT
about SU
SU SOP
2. Start, Stop, Continue
SU Long term plan
3. Market Research for SU
SU Minimum promise in the next term (if u plan)
beginning
4. Draft of long term plan
for current SU in 1415
PPT
Research
Situational Leadership
Model
Team Formation Model
a. Understanding Market
and our reach so far
b. Define potential market
for each program
c. Market clasification
based on timeline to
approach
Tailored Indivdual
Director.Member
development plan
Feedback Model:
5 levels of written feedback
How to do a 360
CAT versus feedback
session
n/a
n/a
TYPE
TOPIC
What is Talent
Management? Clarity
of TM
Review of current
term
Team Member
Program
Team Leader
Program
Talent Management
and GCDP
dge
Talent Management
and GIP
Knowledge
Processes of Talent
Management
Learning and
Development
Other Models of
Talent ManagementL:
GCM, GLE, LEAD,
I&OJ
Culture of Talent
Management
Talent Management:
The specfics: SDP,
Mentoring, LCMs,
Representing
yourself as Vice
President - Talent
Management
Talent Management
Processes:
Recruitment
Talent Management
Processes: Induction
Talent Management
Proccesses:
Transition
Talent Management
Proccesses:
Performance
Assesment
Team Management
Strategic Mindset
Skills
Building Trust
Coaching Skills
Facilitation
Feedback
Attitude
Actions
TMP-TLP Statistics on
my@.net are
reflective of current
state of LC
Talent Management
Resources
Introdcution to NST
and MC
OBJECTIVES
1. Elect understands
2. Elect understands
weekly activities.
3. Elect understands
4. Elect understands
5. Elect understands
1. Elect understands history of Talent Management the Local Committee, AIESEC Indonesia and
AIESEC globally. With particular focus on the current term and LC.
2. Current has meaningful sharing about the successes and failures of the current term
3. Elect and Current review the current term's HR plan
4. Elect and Current have casual discussion about the direction of the portfolio for the next term.
1. Ensure elect understands the output and learning points of this years major GCDP projects
2. Elect understands Current GCDP and TM Plans and how they worked together.
3. Elect has the opportunity to have preliminary discussions to analyse Elect GCDP Plans/Timeline
and create support planning.
4. Understand the concepts of integrated XPs
1. Ensure elect understands the output and learning points of this years major GIP projects
2. Elect understands Current GCDP and TM Plans and how they worked together.
3. Elect has the opportunity to have preliminary discussions to analyse Elect GIP Plans/Timeline
and create support planning.
1. Elect understand process flow of Talent Management and can connect each step to one
another
2. Elect and Current particpate in managing a Talent Management joint project. This can include
Recruitment, PA or Learning and Development Project. See details under 'Project' Sheet below
3. Elect understands the recruitment process from Talent Planning, Talent Promotion, Talent
Selection, Raise, Match, Talent Induction and Mentoring.
1. Elect has the output and learning points from the major learning and development projects
implemented this year.
2. Understand the current NEC and how it can be implemented locally to fit the LC reality.
3. How to align local training to national training
1. Elect has the understanding and ability to utilise and implement the following models: Global
Competency Model, Global Learning Neivonrment, LEAD and Inner and Outer Journey.
1. Elect has an understanding about the culture of Talent Management this year and the image or
branding Talent Management needs to have the following year.
2. How to build a culture?
3. Value-based culture
1. Elect understands the Talent Management Projects that happen locally (TM Summit, Mentoring,
SDP)
2. Elect has the materials and project reports of each local intiative your term ran, in order to rerun the project in their term
1. Elect understands their role as a Vice President of Talent Management and how their brand will
impact upon the brand of Talent Management. Eg. If you are fluffy and/or don't understand the
role of Talent Management - others won't as well
2. Impress the importance of stressing TM's value to the other functions
1. Understand the Recruitment Processes for the different profiles (EP, TMP, EwA)
2. Understand the significance of selection using Global Competency Model and ensure elect
understands the concept behind recruitment based on 'why'
3. Understand the processes and timeline of selection
4. Understand the difference between backward planning and talent planning
5. Understand the talent marketing profiles and national tools and how to use them.
1. Understand the role of performance assessment in the local and national reality.
2. Understanding the performance appraisal and talent review process
1. Elect understands how to run a Local Committee Meeting and the basics about facilitation and
communication
1. Elect understands the need for feedback to drive performance (link to Situational Leadership)
2. Elect has the skills and tools necessary to facilitate feedback (360 etc.)
1. Ensure that the TMP-TLP statistics on my@.net are relfective of the current state of your LC.
2. Relfect the importance of this to your Elect
1. Compile Talent Management Resources into a wiki/file and hand them over.
2. Include personal resources, good GCPs from the network etc.
CONTENT
Discuss the purpose of Talent Management in AIESEC Why do we have it? Is it necessary?
Discuss how Talent Management is spilt into two aspects:
a) Learning and Development (Capacity of each individual)
b) Capacity (Capacity of the organisation)
Ensure EB understands the difference between Huamn Resources and People Development.
Run a short activity to allow VPTM to manage and define their job description.
Global trends in Talent Management inside and outside of AIESEC.
What are the leadership and membership goals for your local committee?
How to make LC HR plan
Talk about the history of TM in your LC and in Indonesia
Discuss the Team Member Program defintion and the responsibilities of you as a VPTM to manage this
program.
Disucss the Minimum Quality Promises and TMP Principles and rate how your LC is currently delivering.
How are processes such as PA and Selection tailored towards supporting the Team Member Program.
Keep, Stop, Start, how is TM supporting the Team Member Program.
Discuss the Team Leader Program defintion and the responsibilities of you as a VPTM to manage this
program.
Disucss the Minimum Quality Promises and TLP Principles and rate how your LC is currently delivering.
Briefly understand why LEAD was created and create an analysis of the TLPs in your Local Committee at
the moment. Are they truly inspiring and providing challegning and purposeful experiences for their
members? How can LEAD help?
Keep, Stop, Start, how is TM supporting the Team Leader Program.
Ensure EB elect understands some of the difficulties associated with tracking and training of TLPs.
Discuss the importance of mapping out the LC to see what people are in charge of what sections. Are
there any gaps in the pipeline?
Make sure you stress the fact the Talent Planning requires constant communication with the other VPs
and LCP as to what projects will be set up in the coming months and what members will be needed.
Since Recruitment is one of the first projects your elect will undertake - assist your elect in Talent
Planning.
Go to the VPs and ask for gaps in the pipelines, the type of people they are looking for in their portfolios,
and what jobs the members will be doing. Make sure to explain step by step the importance of why this
is all necessary.
Make sure you include a long disucssion about the significance of Job Descriptions
how to align talent planning with organization performance
Talk about the importance of L&D and how it will make up 30 - 60% of the VPTM role
Disucss the yearly timeline of L&D and how to create a Local Education Cycle.
Go over all five competencies and briefly discuss how they are related to AIESEC, what they mean and
how you can develop them.
This is a good opportunity for you to impress upon your elect the importance of Talent Managemnet to
deliver the objectives and process of Inner and Outer Journey of Leaderhsip
Promotion of national and International Conferences
Cooperation with externals in terms of members' education
Based on your experience - decide on the key message or vision that you as a current want to see in
you entity for the next term. For example "TM driving functions forward' etc.
Value-based culture understanding
How to build a culture of excellence
Ensure elect understands the process of LEAD and educate them on the framework.
Introduce your local projects for LEAD implementation and keep, stop, start intiatives that are aligned
with the LEAD project.
Run elect through a sample SOPs and timeline for selection, include:
Role and responsibilities of TXP in selection
Profile of AIESEC members and selection criteria
Different methods/tools of selection available and know how to use them
How to measure the effectiveness of our selection process
Behaviour of transparency
How to check matchability people which wants to go for internship
Give simulations based on selection dilemnas: "what happens if there are more people but they are
underaverage, or what if there isn't enough people"
Ensure Elect has the ability to:
Inform a person that they haven't been accepted
Communicate next steps for accepted candidates
How to use the selection criteria during the selection process
Evaluate candidates (competencies, matchability, aspirations)
Analyze the best person for each role
Educate members about selection process
How to be a strategic leader: take the time, ask the right questions, understand what is happening in the
world
Case study
Have an honest discussion about your failures as a VP and howyour elect can learn from your mistakes.
INPUT
OUTPUT
CONTENT LINK
PPT
Mind-map displaying
Clarity of Talent
TBA: TM wiki
Management
SWOT analysis of
Talent Management
PPT
AIESEC Indonesia
Minimum Quality
Promise
TMP Principles
PPT
AIESEC Indonesia
Minimum Quality
Promise
TLP Principles
PPT
Copies of mateirals
from EP and Intern
LEAD.
Current structure of
GCDP in your LC.
Process flow for EP
engagement
(Integration and reintegration)
Draft timeline of
GCDP and Talent
TMP TLP Driving
Management
GCDP
supporting activities.
PPT
Copies of mateirals
from EP and Intern
LEAD.
Current structure of
GIP in your LC,
review of typical JDs.
Process flow for EP
engagement
(Integration and reintegration)
Talent Management
Process Flow
Timeline of the year The definitive guide
with the process
to Talent
Materialsand tools
outline
Management
for each process
Local Education
Cycle Template
National Education
Cycle
Local Education
Cycle and Syallbus
filled for Q1 and Q2
Global Competency
Model & Definitons
Global Learning
Environment &
Definitions
n/a
Inner and Outer
Journey of
Leadership
LEAD & Definition
and Wiki
n/a
n/a
LEAD Wiki
Conversation with
MCVPTM/ NST LEAD
Recrutiment SOP
Selection and
Recruitment
Timeline
Situational
Leadership Model
Team Formation
Model
Tailored Indivdual
Director.Member
development plan
Feedback Model:
5 levels of written
feedback
How to do a 360
CAT versus feedback
session
n/a
n/a
my@.net account
Bookmarks of good
wikis and files
n/a
n/a
TOPIC
OBJECTIVES
PR-ing AIESEC to
Stakeholders
PR Activity in physical
and virtual reach
2. Transferring all accounts of media, community, other
organization, and so forth
Engagement with
AIESEC
Brand Subcommittee
CONTENT
1. The basic understanding of Public Relation
2. The basic knowledge of PR activity & principles in
AIESEC
3. PR Strategy Map during 1314
4. SWOT of PR during 1314
1. What makes it different between PR & ER stakeholder?
2. Current reality of our media partner
3. Engaging media
4. Engaging community
5. Engaging corporate and other potential partner
6. PR story through our members
1. How we PR-ing AIESEC in all virtual reach? (website,
social media, SEO)
2. PR-ing AIESEC through Physical Reach (member,
networking event, etc)
3. Create a good press release
4. Conduct a press conference
5. Synergy with Program Marketing to create PR story
toward member's experience
6. Synergy with BD to create PR story through our
partnership
7. Create PR activity through national and international
conference
1. Basic knowledge about EwA
2. Global and national Initiative Event (youth talk, Y2B, etc)
3. Maximizing Culture Shock and other EwA platform
1. Role of Brand Subcommittee
2. Firefighting & conflict management
INPUT
OUTPUT
http://www.myaiesec.net/content/viewwiki.do?contentid=10054160
http://www.myaiesec.net/content/viewwiki.do?contentid=10276771
PR Strategy Map 1314 +
http://www.myaiesec.net/content/viewwiki.do?
contentid=10237549
Database community
http://www.myaiesec.net/content/viewwiki.do?contentid=10237549
Media Account database & Physicial Account
Transfer
http://www.myaiesec.net/content/viewwiki.do?contentid=10154174
One press release for current event
http://www.myaiesec.net/content/viewwiki.do?contentid=10154174
http://www.myaiesec.net/content/viewwiki.do?contentid=10213775
http://www.myaiesec.net/content/viewwiki.do?contentid=10213775
STATUS
TOPIC
OBJECTIVES
1. Elect understands the role that marketing plays in the LC and in the world
2. Elect understands the role marketing plays in achievement of goals
3. Elect understands the key MoS & KPIs of marketing
1.
2.
3.
of
CONTENT
1.
2.
3.
4.
1. What has been done in marketing so far just an overview: key activities
2. SWOT
3. Analyzing external market and trends
1.
2.
3.
4.
5.
6.
OUTPUT
1. JD of VP Marketing
2. MoS & KPI of each activity
LINKS
TYPE
TOPIC
What is External
Relation / Business
Development ?
Knowledge
Stakeholder
Management
Sales Activity
External Outlook
Representing
yourself as Vice
President - ER/BD
Podio (CRM)
Partnership Minimum
Promise
Skills
Negotiation Skills
Meeting
Management Skills
Sk
Networking Skills
Market Research
Actions
Attitude
Product
Development
Culture of External
Relation / Business
Development
Account Transition
Account Projections
OBJECTIVES
1. Elect understands the Sales Process, and their role to manage it in Local
Level.
2. Elect understands how ER/BD can drive other function to support Sales
Activity.
1. Ensure elect understands the current trends that happening in their city.
2. Elect understands the Main Opportunity that should be focused, and
threat that should be aware of.
1. Elect understand how to use podio to track all Sales Activity in Local
Level.
2. Electt understand how to use Podio as Market Coordination System.
1. Elect understands what is Partnership Minimum Promise and How to
ensure all checklist is achieved
1.
2.
3.
4.
1. Do Account Transition Meeting with your Elect to all Current Account that
you already Have.
2. For all People that you have met during this term, introduce your Elect
Through E-mail, and ask for future coordination or meeting in those month.
2.
CONTENT
Discuss the Stakeholder defintion and the responsibilities of you as a VPER/BD to manage
this program.
Discuss Partnership Minimum Quality and ER Principles and rate how your LC is currently
delivering.
Keep, Stop, Start, how is ER/BD Manage the stakeholder.
Cusomter Centricity
Meeting Management
Sales Proposal
Manners
Communication Skills
How to start and end the meeting
Problem Solving Skills
How to communicate to externals
How to build your personal brand
Objection Handling
Communication Ability
Cold Calling
Cold Emails
Networking Skills
LinkedIn
Practice Elevator pitch
How to engage others
Body Language
How to approach people
Introducing yourself
Based on your experience - decide on the key message or vision that you as a current want
to see in you entity for the next term. For example "ER/BD driving functions forward' etc.
Have an honest discussion about your failures as a VP and howyour elect can learn from
your mistakes.
Explain the objective of Account Transition, How, and What should be delivered during
Account Transition Meeting
Introduce Elect to the current Account / Stakeholder, and discuss together with Account /
Stakeholder what should be keep, stop, continue for the next term related with your
partnership, or upscalling meeting.
Introduce Elect to all people that you have met and it's really potential through mail.
Show your elect the value of good documentation and how it can make you more effective
and efficient.
Give an explanation related to all account projection in the next term.
INPUT
OUTPUT
PPT
PPT
PPT
Sales Process
PPT of What
biggest
opportunity that
Draft timeline of External Relation /
should be
Business Development supporting
focused on, and
activities.
threat that
should be aware
of in your city.
CONTENT LINK
n/a
Podio Guideline
Partnership
Minimum
Promise
http://med.stanford.edu/careercenter/
management/Negotiation_Skills_MA_J
MK_2_16_06.pdf
PPT
Product
Development
Flow
Sales Proposal
Example
n/a
Culture Analysis
Local Competencies to support Local
Committee Culture
n/a
n/a
Account
Transition
ERBD Account
Progress
TYPE
TOPIC
AIESEC Indonesia
Local Perspective
Current State
Knowledge
Finance Management
in AIESEC
Budget
Understanding
Governance
Finance Structure
Risk Management
Accounting (Book
keeping)
Investment
Management
Fee Structure
Business frameworks
Conference
Management
Finance Support to
ELD
Areas and
Responsibilities
Contribution and
Achievement
Strategic Direction
Skills
Functional Strategic
Direction
Team Member
Education
Team Tracking
Succession
Attitude
OBJECTIVES + CONTENT
Direction of AIESEC Indonesia
MC Plan understanding; Growth path, Vission, MoS
Importance of knowledge management in organization sustainability
External and Internal Legality
Financial Model
Financial tools and system
Budget Function
How to Make and Use Budget Scenario , Transfer LC & functional plans into LC budget
Budget Revision
Budgeted vs Actual Report
Budget Accountability
Legality Document and Process
Lettering (In and Out)
MoU (how to make MoU and on going MoU transition)
Project Reporting
EB Election/Selection
How to Run Legislation
Separation between Approval, bookkeeper, and treasurer.
Manager/Supporting Team Structure
Qualities to look for when recruiting finance members
Understanding Internal Policy
Understanding Compendium
How to do compendium amandement
Risk identification
Risk assessment model
Risk mitigation
Bank Account
Chart of Account Explanation
Quickbooks Education
Bookkeeping method and assumption
International Transaction
Account Payable and Account Receivable
Key factors to consider when managing reserve
Standard Return on Investment
How to decide to invest and not to invest
Long term investment plan
LC Asset
Internal Audit Process
Internal Audit Result Explanation
LC MMC Understanding
LC MMC Document Transition
LC X Fee
National Fee
Organization Development Fee and expansion fund
Travel Cost Sharing
Business frameworks relevant to AIESEC, LC & functional analysis: products, processes, etc.
Finance role in conference management
Right and Obligation of LC in conference management
Finance Investment Portfolio for Program
Understanding Area of Responsibility (Key responsibilities, KPIS of VPF & finance JD)
Functional synergy: possible collaboration between each other and with finance
Member training
INPUT
Explanation and
Discussion
OUTPUT
Document
Explanation and
Practice and
Analysis
Explanation and
Analysis
Explanation and
Case Discussion
Case Discussion and
Sharing
Document and Data
Analysis
Explanation and
Case Discussion
Document and Data
Analysis
Data Analysis and
Evaluation
Document Analysis
and Observation
Data Explanation
and Practice
Document and Data
Analysis
Explanation and
Discussion
Data Analysis and
Evaluation
Explanation and
Case Practice
Explanation and
Case Practice
Explanation and
Discussion
Explanation and
Case Practice
Sharing and Case
Practice
Reading and
Personal Case
Sharing
Sharing
Explanation and
Discussion
Explanation and
Discussion
Disucssion, Analysis
and Observation
Explanation and
Discussion
Case Discussion and
Sharing
Case Discussion and
Sharing
Have an honest
discussion about
your failures as a VP
n/a
and howyour elect
can learn from your
mistakes.
CONTENT LINK
http://med.stanford.edu/careercenter/
management/Negotiation_Skills_MA_J
MK_2_16_06.pdf
n/a