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Dear applicant,

Dont be afraid to answer this application, moreover, to experience


being part of the EB.. At this point, I already admire your courage to
make up such a decision. I You can drive and direct change to happen
in the form of results and above all, manifested in the lives of people
whom you change and affect. You make rules that will put standards
in place, and also foster strong and close relations with each other,
with so much peoplethose under you, in other LCs, alumni, etc.
Indeed these things, which I have recently sighted, are still nothing
compared to what lies ahead of you. This is an experience and
opportunity that is very unique and a really good investment. The
biggest mistake you can have is not trying, especially for something
that you like and have passion for. Being LCP and part of the EB, has
helped me find and know myself more. It has made me see the worst
and best side of me, thus making me a stronger and better person
more than ever. Stepping up is hard, and staying in the EB is even
harder, but the hardest of them all is conquering and discovering
yourself, because of the things youll see and experience about
yourself, and in the situations youll be inwhen pushed to the limits.
Keep in mind, just like carbon when placed under pressure, becomes
a diamond. Come out as one by taking it one step at a time. So go, and
get over this application.
Good luck

Kartik Rao
Local Committee
President

Dear Applicant
I am delighted that you have taken the initiative to become part of
the next Executive Board! I can guarantee you that the application
process alone will be a great learning experience! Although being an
Executive Board member is one of the most challenging
experiences, it is also, without a doubt, one of the most memorable
and rewarding experiences too. This is the experience where you
will discover more about yourself as a leader, a team player, a friend,
a student, and, a family member. This is where your time
management skills will always be tested. This is where you will push
your limits, learn to persist even when you feel so burnt out, to
adapt, to be patient, to deal with different people with different
types of leadership, etc. In other words, if you are seeking any form
of development, may it be personal, professional or both, you will
definitely acquire them in this Executive Board experience.
Whether you are feeling excited or afraid at this moment, I still
highly encourage you to go ahead, finish those application
requirements, give this experience a chance, as well as giving
yourself a chance to be AIESEC in Indores leader. Thus, dear
applicant, heres to you, to your bravery, to your determination, and,
to your good intentions for AIESEC in Indore! I wish you good luck
with your application! I am looking forward to hearing your
presentation soon!
Best of Luck

Viraj Hawladar

Local Committee President Elect

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Application
Submission
Group
Discussion
Interview

Membership status for 6 Months


You should not have any dues towards the LC account.
If you are a new recruit kindly attach an endorsement of your
Vice President.
You shouldn't be a warning/showcasue status

Compile your curriculum vitae, 16 personalities result (www.16personalities.com), screenshot of grades,


recommendation letters, answered questionnaires, link to your video, and, general plan of action in one PDF file
document
Page limit should not exceed more than 30 Pages.
Only use Lato font Size 13 in your applications

Name the file as Application - (Surname) E.g. Application_Mishra


You are encouraged to creatively present your application package, especially with your general plan of action.
Put all requirements (application and personality tests) in one folder. Name the folder as,
AIESEC _Indore(Title of position you are running for) 13-14, (Surname, First name)
E.g. AIESEC _Indore_LCVP iGV1718_Mishra_Aniruddh. Submit this folder in .rar or .zip file.
Send your applications to kartik.rao@aiesec.net & viraj.hawaldar@aiesec.net
PLESE SUBMIT YOUR APPLICATION PACKAGE BY 13th November, 11.59P.M.
LATE OR INCOMPLETE SUBMISSIONS WILL NOT BE ACCEPTED

Performance Management
Ensures departmental goals are consistently met Keeps
members motivated + providing them relevant skills and
knowledge Creates transparency between members and the
Executive Board
Performs departmental risk and crisis management
Evaluates departmental performance every quarter

Team Management
Coordinates and strategizes with Directors to achieve departmental
goals Delegates tasks to Directors Aligns department and TLS with
Local Committee and national vision
Tracks performances and development of TLs and their members
Has regular consultation meetings with TLs (and with members
necessary)

Operations
Is present in all Executive Board Meetings Establishes a
feedback system to check quality of product/operations
Ensures good communication between members, TLs and
the Executive Board
Punctually executes operations/tasks according to
organizational timeline

Organizational Innovation
Provides
innovative
solutions/initiatives
to
operational/performance bottlenecks Creatively develops and
improves products and product delivery Fosters an environment
of innovation within the department

Stakeholder Management
Fulfills agreed terms with stakeholders Provides updates and
transparency with stakeholders Maintains a good relationship
with stakeholders

Pipeline Management
Provides capable and trained successors to sustain
departmental and organizational plans Provides necessary
transition training and learning materials Ensures plans,
knowledge, and, strategies are consolidated during transition
Conducts
necessary
change
management
with
members/department)

Organizational Development
Maximizes strengths of department, improves weaknesses
Building a collaborative and proactive work environment/culture
in the department Creates/Scouts for opportunities for
department/organization
to
grow
Provides
positive
reinforcements to members

Local Committee Representation


Represents Local Committee in National Meetings
Represents Local Committee in National/International
Conferences and events Represents Local Committee within
the university and in university events involving AIESEC

Qualities
Balanced work and life Proactive/Enjoys
participation Exemplary brand
ambassador Professional Emphatic +
Intuitive + Members-oriented
Results-oriented
Team player
Departmental expert Nurturer High
emotional intelligence
Opportunist/Resourceful Committed +
Persistent + Solutions-oriented Longterm thinker Creative Effective
communicator and fair delegator Sense of
urgency, and accountability
A role model to members and others

The AIESEC Way


AIESEC 2020
AIESECs Leadership Development
AIESEC India Roadmap 2020
Exchange Program Policies
Global Reality
Regional Reality
Country Reality
Local Committee Reality
Performance Management
Stakeholder Management

Knowledge

1. Why are you applying for LCVP position? What's driving you to continue in
AIESEC?
2. What are your values? How does your behaviour demonstrate your values?
3. What are your main 3 strengths and 3 weaknesses? How are you planning
to capitalize on your strengths and overcome your weaknesses? What is your
personal edge?
4. What is your unique contribution to the Local Committee of AIESEC in
Indore 2016?

1. What is leadership in your point of view? Why is leadership the


fundamental solution for a better world future?

2. How is AIESEC in Indore relevant to the city of Indore ?


3. What is the AIESEC Experience?
4. How is AIESEC India 2020 roadmap relevant to AIESEC in Indore?

1. Keeping in mind AIESEC in Indores performance over the past 3 years


broadly mention the critical areas that need attention.
2. What is the bottlenecks that the LC is facing right now in order grow
disruptively?
3. Evaluate AIESEC in Indores culture in the past years highlighting areas
that you would maintain/change. List out certain
practices/customs/norms/activities in the LC that need to Performance,
LC Forum Representation, Conference Contribution & NST/other roles
participation

4. Present a SWOT analysis of the Local Committee.

1. What are your ideas to improve the quality of International Relations, strategy for codelivery and downscaling of partnerships?
2. iGV has been an underperforming & stagnant portfolio of the LC, Why? Mention few growth
strategies & new practices that you would implement .
3. Mention your targets for the year & Please draft a project with all the
specifics such as Objective, End Goal No. of trainees, Job Roles, Partnerships Required,
Financial Model, Income, Expenses and Return on investment, Attraction to Reintegration
Timeline and actions.

4. Please evaluate the relevance of IGV to Indian society & interns. Explain how can we
become more relevant and impactful?

5 . What are your plans for Customer Experience as a project and what will be your strategies
for improving the NPS?

1. What are your ideas to improve the quality of International Relations, strategy
for co-delivery and downscaling of partnerships?
2. iGT has been a stagnant portfolio of the LC, Considering Indore having a huge
start up & industrial base, where are we going wrong to set this product?
3. State three main GCPS for the strong regions in the global network in OGE&OGT
and how can you implement them in our market?

4. What are your plans for improving market penetration & sales force of iGT?
5. Prepare a SWOT analysis of the department.

1. . Critically analyse your oGV for 2016 identifying all the bottlenecks, innovations,
growth pattern, successes, failures, etc.
2. How would you ensure integrated experiences (iXP) become a culture of local
chapter? How many iXPs do you target from the city for the next year?
3.Nepal & Sri-Lanka are growing rapidly, how will package the product & for which
customer segment?

4. What will be your strategy to enhance the existing UR's and mention the other
Universities you want to tap and whats your target for each university?
5. Mention 3 Growth Strategies and elaborate.

1. . What are the main bottlenecks for OGE&OGT ? What are your main focuses in
2017 What are the main challenges will you face to implement them?

2. How can you capitalize on GE product to get maximum from it in 2017


3. State three main GCPS for the strong regions in the global network in OGE&OGT
and how can you implement them in our market
4. Mention 3 Growth Strategies and elaborate.

1.Would you approach TM as a behaviour to be driven or process to be


implemented? Elaborate your views.
2.What is your definition of a Team Experience in AIESEC?
3.What according to you are the 3 main focus areas for the Talent Management
Portfolio in the coming year of AIESEC in Indore?
4.What are the key TM Practices externally [maximum 3] and how can AIESEC
capitalize on the same? Would they need to be customized to AIESECs operations, if
so how?
5. Design a module for Membership Development for the year 2017. How will you
implement it?

1. According to you, what is the role of AIESEC in indores VP BD? What will be the
Major Priorities of Business Development in the coming year, given the menial
performance of the function over the past 3 years?
2. What will be your focus for PR in 2017? And what will be your strategies to achieve
these focus?

3. Create a full events plan that will cover the 12 months of the year
4. What kind of BoA would you be looking for and what are your plans to engage them
with AIESEC?
5. Formulate a business model for a project while defining its edges in terms of :
a)Salability b) Relevance to corporate market c) Measures of Impact d) PR activities for
showcasing the partner

1. What according to you is the Role the VP F plays on the Executive Board?

2. Comment on the current financial management of AIESEC in Indore. What changes


would you make to ensure better financial management and sustainability?
3. What do you think are the Top 3 Investment Areas for AIESEC in Indore in the
Coming year? Why do you think so? Establish the same in detail.
4. Prepare a rough expense budget for the year 2017. Please base this budget on
Events, Admin, Recon, Investments and other basic heads.
5. Finance is more of behaviour in an organization rather than management by a
single person. Comment on this statement. Considering no tangible education was
driven in 2015, how do you plan to drive it down in the year 2017 as CFO? Mention all
the key projects you wish to undertake, quarter-wise.

Coming in next 3 days

The
Team
Legacy

Killer
Bus

The
Falcons

The
Stallions

The Dark
Knights

Vanguards

Best of Luck

Executive Body 2016-17


(Aman, Aniruddh, Devrat, Sahil, Sakshi, Parth, Rishabh, Viraj, Natasha, Umang & Kartik)

Office: FH-95 Scheme No.54, Near Softvision College Vijay Nagar, Indore - 40021 Madhya Pradesh, India

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