SECTION A | Opening Note

When I see AIESEC Thapar University now, I see some of the smartest people of the university brimming with energy and itching to do something. It’s a diverse group of people with one thing common – POTENTIAL. I see AIESEC Thapar University as collection of big dots of potential. This potential is undying. It is in fact, quite the opposite. It is ever increasing. But this potential needs to be harnessed. I believe that if every individual in this entity discovers and fulfils even some of his/her potential, then collectively this entity can go miles! This entity is only as good as it’s members strive for it be and if each member was to strive to fulfil his or her potential, then we can automatically realize the entity’s potential. In 2013, I want AIESEC TU to imbibe an extremely positive culture which enables everyone to constantly discover themselves and joy of giving as they work in this organization. “Culture is the process by which a person becomes all that they were created capable of being.”

-Thomas Carlyle Regards, Aranyaka Verma LCC Candidate 2013-2014 AIESEC in Thapar University

SECTION B| Personal Information

Name Aranyaka Verma Date of Birth 05 July 1992 Address D-23 Bali Nagar, New Delhi - 110015 Telephone No. 011-25934873 Mobile No. +91-7837844067, +91-8447117163 E-Mail aranyaka.v@gmail.com Academic Qualification Year Institution Score B.E. Electronics, Instrumentation & Control

2010-2014 Thapar University -

Class 12th 2010 St. Thomas’ School, Mandir Marg, N. Delhi

90%

Class 10th 2008 St. Thomas’ School, Mandir Marg, N. Delhi

86%

Additional Achievements and Experiences:

• Trainee at Bechtel Corporation from June-July 2012 • Vice Captain of house in school • Part of the school Editorial Board from 10th-12th grade • Part of the school choir from 6th-12th grade • Received All Rounder Student of the Year for the year 2010 in school • Participated in inter school IT Symposiums, Music competitions, Debates, Extempore, Essay

and Creative Writing events from Grade 7 to Grade 12 and secured positions in the same. • Year and Hostel Representative in University for both cultural and literary intra college fests.

Software Skill Level Packages MS Office Excellent Word, Excel, Publisher, PowerPoint Internet Excellent IE, Chrome, Firefox, Outlook Designing Good Photoshop, Windows Movie Maker Programming Good C, C++ Interests:

• Photography • Reading • Music • Dance • Writing • Travelling

SECTION C| AIESEC Experience

1. List all positions held in AIESEC along with duration of the role. Also briefly elaborate on your contribution/performance, as well as the main learning you derived from each role.

>Team Member, November 2010 – December 2011: This was the phase when AIESEC TU had just started and there was no departmentalization. It was the most challenging phase of my AIESEC experience since I had to understand the ‘how’s and ‘why’s of an organization I just been recruited into, and then work towards making it fully functional in the university. Key Learning: Adjustment, acceptance of differences, basic AIESEC operations, stepping out of my comfort zone. >Information Seminar OC, February 2011: This OC was the first attempt to bring together the initial members of the entity and give them a little taste of how AIESEC operates and an OC experience side by side. The IS that happened is long forgotten and was not the most effective either, but the friendships forged during this period are possibly the best ones. Key Learning: The AIESEC values, understanding team dynamics. >Global Village OC, November 2011: This was AIESEC TU’s first event which engaged externals. The event was a minor success as it served its purpose of marketing AIESEC TU fairly well and did act as a confidence booster that we can be successful as an entity. Key Learning: Crisis management, hospitality, handling a diverse set of people in an intense environment. >Team Member, Business Developments & Events, January 2012 – August 2012: I cannot claim to have contributed much during these months due to personal reasons. But, I did pitch in ideas and learn about this department’s operations. Key Learning: Building external relations, creating events keeping multiple objectives in mind, department operations. >Smokilling OC, April, 2012: AIESEC TU’s first major event which was quite a success and helped AIESEC TU emerge as a force to be reckoned with. I feel privileged to have been a part of this OC. To be closely associated with an event which generated 2.2 lakhs and was definitely one of the best shows this university has seen, was an amazing feeling! Key Learning: Cold calling, event handling, building external relations. >Exchange Coordinator, September 2012 – Present: 17 realizations in winter. This, from when we barely had any in the summer. I took up this position just after the GB expansion and it felt absolutely awesome to be able to see so many people go on an internship. It gave me better platform to plan and strategize and understand the process of exchange. Key Learning: Team dynamics, planning and strategizing, leadership development.

2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each) My non-achievement in AIESEC is a time when I ignored the bigger picture in my need to avoid small conflict and didn’t assert for different and better planning when I could see it was required. This was a phase in establishing AIESEC TU where team morale had hit a low and I regret that I did not actively assert for change.

3. Describe the experience of being a part of the Leadership Body/Management Body of AIESEC Thapar University. How do you think other members on the team would evaluate your contribution to the team & LCs organizational direction?

Being a part of the Management Body of AIESEC Thapar University is definitely the best thing that happened to me in my college life. In the few months I was a part of this team, I have learnt more than I did in the entire duration I had been a part of AIESEC TU. I worked with some of the most hard-working and creative minds in the university and found friends in them. Other members on the team have been a constant support and my best critics. I believe that they think I can be extremely loud, critical and aggressive but at the same time, I have provided viable solutions and practical suggestions whenever required. I have always taken it upon myself to keep the team’s spirit alive and the atmosphere light in times of stress and also strive to aid team bonding as much as possible. I’m sure they view me as someone who can be counted and called upon at all times.

4. What are your three basic Learning’s/Values for life, which you have derived through your AIESEC experience? (Answer objectively)

• It’s OK to fail as long as you imbibe the wisdom it provides. • Simplicity leads to quality. • Always connect the dots – understand how every little action fits in the bigger picture.

SECTION D | Motivation

1. Why did you decide to run for LCC of AIESEC in Thapar University? What are the qualities required for this role & what makes you best suited for this role? The reasons for why I decided to run for LCC have been described in my Letter of Intent and the Opening Note. Please refer to the same. The qualities required which make me suited for this role:

• Determination and commitment: This is the obvious pre-requisite for any leadership position. The leader has to be forever committed to striving to achieve every little goal he/she sets for the entity and be committed to helping members achieve their goals in the organization.

• Being a ‘People Person’: The LCC is the face of the entity. He/she has to be a face that everybody in the body can connect with at some level or the other. The LCC has to be able to understand the needs of the different mindsets that co-exist in the entity. For me, this role demands giving love and the ability to spread happiness.

• Experience: More time spent in an organization gives you clearer picture of the ‘why’s and

‘how’s of the organization and enables you to trickle down that information to the rest of the members better. It also adds to things you have learnt in the organization, consequently adding to the things you can give back to the organization.

2. Highlight your time commitment throughout the whole of next year (till Dec 2013; Academic or otherwise). Ideally, how much time should an LCC give to his role?

On the academic front, I am currently in my third year of Instrumentation engineering. Apart from this, I have no other commitments throughout the year. The LCC needs to be at the beck and call of the LC at all times. Hence, there is no ideal definable time he/she should give to this role.

3. What is your vision for AIESEC in Thapar University for the year ahead? What legacy would you want to leave behind? Also, frame a mission statement for the LC for 2013.

Vision:

“First choice organization for delivering high volume of stakeholder experiences through physical and virtual platforms around the world. We are known for engaging and delivering socially responsible, culturally sensitive and entrepreneurial leaders around the world who create a cross-generational impact on society”

Mission statement:

“Our mission is to constantly work towards a better understanding of ourselves to enable a better understanding of the endless possibilities that surround us thereby creating purposeful thought change agents”

“She didn't know it couldn't be done, so she went ahead and did it.” – Mary S. Almanac I want every individual in this entity to reach such a stage or at least be closer to it than they ever have been. The legacy I want to leave behind is that of an extremely positive and happy workplace where each individual can be provided opportunities to discover and fulfil his/her potential.

4. Describe your leadership style? Explain how your style will be suitable for AIESEC Thapar University in its current state.

The need of the hour of AIESEC Thapar University is a leader who can constantly motivate the members and align them with the purpose of the organization – someone who can inspire vibrant enthusiasm to achieve any goal. My leadership style can be best described as a mix of transformational and servant leadership styles. Hence, I believe in setting attainable goals which stretch ones limits and nurturing the team by fostering positive behaviours and thereby sharing the vision of the organization – all this, while keeping in mind the growth needs of every individual. My emphasis would be on empathy, collaboration and ethics, constantly highlighting the need for teamwork and always aiming towards the long term goal. I also advocate a democratic workplace in which all are equal and are given a chance to aid the decision making process. This stems from the belief that the biggest asset of an organization is its human resource and members can connect better to an organization when they feel that their views are appreciated and required.

SECTION E | General Questionnaire

Make an analysis of AIESEC’s key competitors in the region (Local Chapter Geographical region) and what challenges they present to AIESEC and what can we learn from them.

AIESEC’s core product is exchange and to my knowledge, there are no competitors providing the same in this region. Besides other societies in college, there are no other organizations providing leadership opportunities. At the same time, our being able to better events is hindered by the regular college events giving us little space to conduct our own in their full glory. To overcome this, we need overthrow the brand image those events have created for themselves and create events which the regional crowd can relate to.

SECTION F | LC Administration

1. List down the different aspects of the job role of an LCC.

The LCC is the face of the entity and is accountable for all the actions of the local committee.

Being the face of AIESEC in Thapar University for both internal and external stakeholders. Reviewing year plans and aligning them to national strategy and direction. Creating the culture of the entity Managing the Leadership Body and driving down strategies to the members. Safe guarding the brand of the organization externally as well as internally. Managing office to ensure the efficiency, accountability and sustainability of entity operations.

Leadership Body

Management

Governance & Accountability

Representation Strategic Direction

Administraion & Operations

2. Analyze the trends of the past two years (including 2012) of AIESEC Thapar University’s strategic direction (include performance & culture). How do you see the organization direction of AIESEC Thapar University’s shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2012.

> 2011: AIESEC TU has seen many a change in strategic direction during the past 2 years. The year 2011 was basically aimed at establishing the entity and the focus areas included building a brand through events & OGX and structuring ourselves. Performance was low as we were still building the brand and there was no clear departmentalization due to lack of manpower. As a result, we almost functioned as a normal college society for that time period slowly trying to incorporate elements of AIESEC as an organization. Our recruitment process was completely disorganized which led to debranding. It was only in the latter part of 2011 that there was an attempt to put a proper organizational structure in place. But even with that structure, lack of manpower hindered optimal performance. On the other hand, AIESEC did make its mark in the university through the successful debut of ASL which balanced out a lot of the branding problems we were facing and we emerged as a global platform available in the university. >2012: The start of 2012 was characterized by poor planning. The entire “group” was concentrating on Smokilling and there was lack of parallel operation. Hence, we lost out on our market for OGX and managed only 6 raises and 3 realizations. It became clear that a proper work culture was askew and needed to be put in place. The second half of 2012 saw a complete transformation in strategic direction. A lot of avenues that should have been tapped into were finally tapped into. Better planning led to good branding and hence the general body grew exponentially. With a proper structure and better human resource, there was a major hike in performance. We saw 20 raises and 17 realizations in the winter cycle. 2012 also saw a rise in ICX. A work culture finally started taking shape and we started operating more like an organization than a college society.

3. What focus areas do you propose for AIESEC in Thapar University in 2013? Give action steps that will contribute to these focus areas.

> OGX

• Market exchange till mid or end March on all available platforms. • Subsidy for members who can double as CEEDs in other countries. • Increasing synergy between ICX and OGX to build IR. • Attempt to start GIP OGX in the university.

>Improving the work culture

• Making attendance of at least 1 National and Local Conference mandatory for the Leadership Body and at least 1 Local Conference compulsory for all members.

• Partnering with AIESEC DU & DI to start an ILCEP program for members in the summer as a many members belong to that region.

>Creating the brand in Patiala

• Events with external partners • LEAD sessions in other universities in the region

4. Propose the organizational structure that you plan to follow for the next year including the middle level management, functional roles as well LC entities.

TL CIM

Marketing Manager

Information Manager

TL TM Functional Manager

Program Manager

TL BD Event

Manager

ER Manager

CR Manager

LCC

TL OGX TL ICX TL F TL BD TL CIM TL TM

TL OGX International

Relations Manager

Exchange Coordinator

External Exchange

Coordinator

TL ICX

Reception Manager

ASL Manager

Exchange Coordinator

The TL Projects has the task of creating a financially sustainable ICX project. If such a project is conceptualized, Managers for the department will be appointed as required. External Exchange Coordinator is manager for OGX activities in RGNLU and Punjabi University.

5. Layout a synergy plan & accountability structure between different portfolios in the LC. How will you as LCC ensure you track common bottom-lines of two VPs? (Also consider LC Entities, EwA and LLC activities into account)

LCP ICX OGX CIM BD/ER TM Finance ICX Exchange

Development via IR.

Project branding through virtual forums, showcasing impact

Product Development and fundraising.

Manpower Planning, training modules

Budgeting and project feasibility.

OGX Exchange Development via IR. Trainee involvement in OGX promotions.

Brand promotion in student sectors.

Promotional partnerships.

Manpower Planning, training modules, Opportunities, EP induction and reintegration

Budgeting, financial policies

CIM Publications, external coverage

Knowledge Management

Event promotions and partnerships

Newsletters, Blogs, Media

Investment on virtual platforms and other forms of media

BD/ER Learning partners, project funds

Promotional events

Brand development, proposal standardization, web spaces

External sessions

Fund raising, In kind raising,

TM R&R, personal goal setting, appraisals.

R&R, personal goal setting, appraisals.

Brand development, proposal standardization, web spaces

External sessions, building skillsets

Investment for member development

Finance

Project feasibility, funds management

Investment on CEEDs, tracking

Investment on all forms of media

Fund raising, in Kind raising

Initiative and CEED investment

6. Give an activity calendar of AIESEC in Thapar University for the year 2013.

TIMELINE EVENT

February Y2B

March-April Cultural Event (Eg: Global village, Global Cuisine Day)

May-June LC Weekend

August-September Event in Frosh Week (Eg: LEAD Session), Recruitment Drive

November Event for a Cause

January 2014 IS

February 2014 Y2B

7. Critically analyse the culture of AIESEC in Thapar University. What aspects of the current culture will you retain and what aspects will you change in the coming year? How do you plan to do the same?

The culture of AIESEC Thapar University can be best described as a college society with some organizational structure. People work in AIESEC primarily for two reasons – other people in the organization and for lack of better things to do in the university. This doesn’t really take away from their zeal to work for the organization but it hinders their growth in the organization. I plan to help individuals connect to the purpose of this organization. When they connect to the organization, the nature of their commitment, motivation and work itself will change. This will lead to a work culture which aids growth and learning on a completely different level.

SECTION G | Programmes

1. Please give your (probable) targets for the next year. Please justify the same. Aiming for the ideal scenario of 100% matches and realizations. >ICX: 35 raises. The ICX portfolio performed fairly in 2012 and 35 raises can be achieved with a little extra effort. >OGX: 80 raises. We have an amazing market available in this city. With freshly returned EPs ready to help us market OGX, we can tap into this market. Raises from TU, Punjabi University and RGNLU combined make this target achievable. >ER targets: 2-3 lakhs. We have accomplished this before. With better CRM, we can do it again. >Membership target: 65. I believe that this the optimal number of members needed to provide quality experiences to everyone associated with the entity including these members themselves.

2. State your understanding of the inter-relation between the 4 ELD programs. What do you propose for 2013 that will ensure capitalization of this inter-relationship?

• The inter-relationship is extremely simple. A number of TMP/TLP experiences are needed for GCDP & GIP to grow.

• The OS needs to be evolved to cater to our need for TMP/TLP. When the optimum numbers of TLP/TMP experiences are provided, GCDP & GIP will grow at an optimal rate.

The following measures shall ensure capitalization of this inter-relationship:

• Every member shall be given a defined set of goals. • There will be a constant review system in place to ensure that each member is getting the

best experience possible for them. • The OS will be open to alteration to suit the needs of the entity.

3. List down any innovation(s) that you intend to bring in Program departments/teams.

• Each team will be given a country to build external relations with in addition to their specified job roles.

• For changes in the OS, refer to Q 4, Section F

SECTION H | Functions

• External Relations

1. What is your understanding of External Relations and Business Development? What all according to you falls under the purview of the portfolio?

Business Development and External Relations focuses on generating revenue and creating products or events and sustainable partnerships. The following falls under the purview of the portfolio:

o Revenue from events o BoA involvement o Multi-dimensional Partnerships o In-kind support o Product and program packaging.

2. Give your (probable) ER target for the next year. Justify the same, considering the ground realities faced in the LC in 2012.

Please refer to Q1, Section G.

3. What sources of revenue do you propose that will bring in regular income to the LC (apart from direct exchange programs)?

• Financial Management

1. Describe your understanding of the role of Vice-President Finance in the LC.

The role of VP Finance constitutes of the following:

o Local Committee Budgeting: The VP Finance needs to prepare the annual LC budget and hold other portfolio heads accountable for meeting the budget requirements.

o Accounting: The VP Finance needs to maintain records of all income, expenses and transactions.

o Auditing: The VP Finance is responsible for both internal and external audits.

o Banking

o Governance: Is responsible for introduction and implementation of all financial policies in the entity.

o Investment Planning

o Imparting Financial Knowledge

2. Define a financially sustainable LC. How do you envision AIESEC Thapar University in 2013 with respect to financial sustainability?

A financially sustainable LC is one which:

o Has a sufficient working capital for day to day activities o Has sufficient liquidity throughout the year with minimum liabilities and

receivables/bad debts. o Is not dependent on ER for generating funds for core operations o Has profit generating programs o Has savings in case of emergency o Has enough surplus funds to be invested in member development

For the year 2013, AIESEC TU will be financially sustainable as all programs will generate profit, we will strive to achieve high exchange targets and constantly re-structure revenue streams as and when required. 3. Attach an outline budget with respect to your ELD program targets, including

ER income from events, collaborations etc.

• Talent Management

1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2012.

TM as a Function includes the following:

o Manpower planning o Manpower selection o Induction o Mentorship o Appraisal and Review o Training and Development

TM as a Program is directly linked to increasing and optimizing productivity in all programs through TMP/TLP processes and tracking of membership and leadership experiences. Hence, TMP/TLP tracking and management. It includes the implementation of strong communication lines to capitalize on talent capacity. The performance of the portfolio in 2012 was commendable. All that was required of the department was done on time and in an aimed straight forward fashion as required.

2. Analyze the recruitment’s conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?

The recruitments conducted in August were the best organized recruitments this LC has seen. Where lacked was the fact that the recruitments were subjective as the questions weren’t fixed. Hence, the test scale for each applicant was variable. In the next round of recruitments, we need make the process more uniform in nature.

• Marketing

1. What emphasis does Marketing as a function hold currently for AIESEC in Thapar University? Critically analyze the same. Also evaluate its contribution to growth in ELD programs.

Marketing is extremely important for AIESEC Thapar University as we are still working towards establishing our brand in the region. Till before mid-2012, our marketing was mostly limited to information dissemination. After mid-2012, we started evolving this information dissemination system we had by getting a little more creative. It is only now that we making use of the portfolio to standardize and externally communicate more effectively. Marketing’s contribution to growth in ELD programmes is obvious. Our ELD programs are products to be sold. If they aren’t marketed smartly, then they fall flat. Hence, marketing is what enables us to provide others with our ELD programs, becoming a prime factor contributing to their growth. Also, it is Marketing which builds our brand for those wish to partner with us.

2. How should Marketing evolve in the LC in 2013? How do you see it contributing to

ELD programs in 2013?

For how I see it contributing to the ELD programs, refer to the previous question. I see us marketing more smartly in 2013 after learning from the mistakes we have made previously. I see us analysing the market we need to tap and moulding our information accordingly. I see using Marketing to standardize all information we release to externals and I see Marketing building and maintaining a strong brand image for us.