kacso szilard - af lcp aiesec cluj-napoca
DESCRIPTION
Application of KACSO Szilard Csaba for Local Committee President position in AIESEC Cluj-NapocaTRANSCRIPT
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KACSO Szilard Csaba
running for
Local Committee President
in AIESEC Cluj-Napoca
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Curriculum Vitae Name: KACSÓ Szilárd Csaba (Szili)
Mobile: 0742-594095
E-mail: [email protected] ; [email protected]
Education
Field: Economist (Bachelor of Science in Economy)
Institution: Babes – Bolyai University, Cluj Napoca, Romania
Date: 2007 – 2010 Additional education
Areas: Project Management, Usage of MS Projects, Sales Techniques, IBXP, Learning Environment, Leadership, Value Based Leadership, Self-Assessment, Personal Branding, Team Management, Strategic Management, Communication Skills, Intercultural Understanding, Motivational Techniques, Coaching
Organization: AIESEC Romania - AIESEC Cluj Napoca
Languages Mother tongue: Hungarian Romanian: independent user English: independent user Italian: basic user
Additional skills and competencies
- Team work: I have worked in various types of teams from water polo sports team to organizational teams (I was working in teams being part of a committee at two International Sessions of the European Youth Parliament; I had several leadership opportunities in AIESEC – the last was working with project managers)
- I am member of AIESEC Cluj Napoca since October 2007; I was part in the organizing committee of a project (Build Your Carrier and Recruitment) and I was also responsible for organizing an event (AIESEC Fair); I was member of the top management, being responsible for our projects and, together with the entire top management, the strategic direction of the local committee; Now I am responsible for external relations with our corporate partners, financial revenues and content partners for our organization
- all Microsoft Windows operating systems (installation and maintenance); Microsoft Office programs (Excel, Word, Power Point); Microsoft Projects; Microsoft Access; Surfing and searching on the Internet; E-mail
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Biography “If I should describe Szilard in one word that would be: professionalism, in his work, and in the interactions with the others. As a colleague of more than one year of Szilard I have also learned about him that sacrificing long term objectives for short achievements will never be his choice. Having the diplomacy of a genuine sales person he is the man to call if needed to appease tense situations. Capable of performing multiple tasks simultaneously, he set a record in AIESEC by coaching 4 great projects at the time! Always up-to-date with the latest news he will be the person in the groups able of generating the most innovative, and cost effective solutions for your problems. A valuable colleague for anyone who had/has/will have the luck of working with Szilard.” (Bulmaga Oana on LinkedIn on July 22, 2010) “Szilard is a gifted, objective and dedicated member and director, who can always resolve a problem with great diplomacy and tact. He is also one of the most patience and perseverant persons i have come to know, and now am proud to call my friend.” (Roxana Paraian on LinkedIn on August 5, 2009) “I had the chance to work with Szili when I organized the first national Free Hugs campaign in Romania. He played an important role as Project Manager for the city of Cluj Napoca and he managed to cover all the aspects of the event greatly. A pleasure to work with him.” (Mihail Musat on LinkedIn on August 5, 2009) “Some of the things I appreciate Szilard for are his work discipline, responsibility and calmness. It has been a pleasure to have worked with him and I believe he can bring a considerable contribution to any organization.” (Iulian Boia on LinkedIn on August 5, 2009) The next recommendations hopefully will be written for me as LCP of AIESEC Cluj-Napoca!
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General 1
Trend Influence on AIESEC Cluj Napoca
Ne
ed f
or
a n
ew g
ener
atio
n o
f
lead
ers
Services: our leadership development programs have to offer more compressed leadership experiences to our members; this means putting more accent on quality, leadership development programs and involving MM in strategic decisions Contribution: we can deliver people who have some leadership experiences and are capable of learning fast and actively in order to develop themselves day-by-day, have values and ambitions that guide their actions and are willing and capable of bringing a positive change through social entrepreneurship, volunteering, etc Internal processes: positioning in the external environment as an organization that offers leadership experiences (to attract the required profile of students with great leadership potential), have an externally delivered leadership development program for EB, MM and OCPs, and implement regular coaching and goal setting for career planning (simply put: know what your people want to do, what motivates them, what are their desires and make sure they have a planned career path in AIESEC Cluj Napoca)
Co
nst
ant
Ap
pea
ran
ce o
f O
uts
ou
rcin
g C
om
pan
ies
Services: Companies with this profile (business process outsourcing or IT outsourcing) are in need of people with specific skills and usually with different language speaking individuals; we have to focus our raising campaigns on these type of companies because they present a huge opportunity Contribution: we can provide a solution for the needs of these type of companies and can realize a huge number of corporate exchanges Internal processes: continue with package selling; external positioning of the exchange program as a product and a solution for them; targeting of companies on these profiles has to be made; identify future trends and requirements in order to establish international collaborations to be able to deliver in time
Tale
nt
Iden
tifi
cati
on
an
d
Att
ract
ion
Services: we have to bring the corporate sector (our partners) closer to the organization in order to make sure that our members (talents) are prepared more professionally and know have companies work; on the other side, we have to position and develop our exchange product (reduce delivery time, pay on delivery, increase quality of reception and servicing) Contribution: this is what we do (our core): we provide talents; we just have to strive for excellence in doing this and position ourselves accordingly; we can provide talents for companies and NGOs that can develop these organizations, increase tolerance among members of these organizations Internal processes: developing talents is the result of every single process of what we do; even thou I can mention some of them both for local and international talents: position ourselves correctly in the external environment (exchange and leadership), continue with package selling, product development has to be made on our core products (even exchange), reduce delivery with collaborations and other SMART matching activities/initiatives, position ourselves in the international network in order to support matching and realizing
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General 2
Priority Strategies Forecasted Results
Lead
ersh
ip D
evel
op
men
t –
we
wan
t a
fun
ctio
nin
g M
M, p
ipel
ine
for
X+L
an
d
con
tin
uit
y
- 3 level leadership development program delivered by externals - Leadership Talks with partners and alumni - A structured and ongoing coaching system between alumni/partners and members - Leadership Meetings organized monthly - Coaching and career planning made internally on each department (VP-to-MM; MM-to-Members)
- Minimum 2 applicants for each leadership position - Increased retention rate - More results brought by members - Increase in X+L realizations (20) - Better relations with alumni and partners
Exch
ange
– w
e h
ave
to c
on
tin
ue
fo
cusi
ng
on
ou
r co
re (
bo
th q
ual
ity
and
q
uan
tity
) in
ord
er t
o d
evel
op
th
e d
esir
ed c
han
ge a
gen
ts
OGX: - Complete and individualized development packages for EPs (career planning and goal setting for X+L/L+X packages) with career planning made before or during internships - Focusing on establishing international LC-to-LC collaborations (through establishing personal VP-VP/LCP-LCP relationships) - Exchange fee reduction for development internships (50 euros + ICPS) - Organizing internal and international PBOXes - Reward people with X+L
ICX Corporate: - Creation of a strong department culture oriented to team results and realizing corporate exchanges - Implementation of an efficient and effective tracking system (CRM) - Organizing an International Exchange Conference - Organizing “The Month of AIESEC” in order to promote our core activities - Package selling - Consultative selling (needs assessment meetings) - External positioning through organizing ABNE, presence at networking events and consultative selling
ICX Non-Corporate: - Creation of a strong reception culture in the LC and maintain R&S strategies in place - Implementation of local, national and international PBOXes - PBOX development together with grants responsible or VP Finance - Organizing an International Exchange Conference - SMART matching: based on contacts, and more targeted LCs
OGX: - Increase in nr of EPs and realization rate - Increased realization from internal PBOXes (IBXP) - More qualitative experiences - Increase number of returnees reintegrated in the organization - Increase in X+L realizations (20) - 50 realized EPs
ICX Corporate: - Higher retention rate on the department - Increased number of phone calls and meetings - More prepared members - More motivated members - Reduced delivery time - Increased realization rate - 15 TNs realized
ICX Non-Corporate: - Higher satisfaction of trainees - More qualitative experience for the trainees - Our TN takers will value more our product - Fully sustainable PBOXes - Reduced matching period - 45 TNs realized
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General 3
Our internal stakeholders (members and alumni) would definitely miss the organization. Most of the members found a personal connection with it (friends, great atmosphere, etc) but also a frame that allows personal and professional development, travels, conferences, etc. Some of the alumni probably would miss the organization because they have their past here and also a personal connection to it. We should imply more of our alumni in our activities in order to re-establish a personal connection and bond with the organization. Speaking of external stakeholders (students, companies, NGOs, local authorities, universities, etc) we cannot say the same thing. Unfortunately we are not considered as an organization that can offer unique products/services or experiences that are a must for them. They are not aware of the value of the experiences that we can offer (we didn’t position it accordingly, or it is not as valuable as we think), or they can obtain it from somewhere else. The strategies stated at general question nr 2 offer a possible solution for these problems. General 4
The role of the EB should be generating results through members. Their job is to give direction and strategies, know their people (what motivates and what demotivates them), and offer a frame for them to perform. This implies giving them theoretical and practical knowledge, showing them how to do things, giving constant feedback, making sure they have all the necessary resources to perform, and then setting individual objectives for each member. We can speak about coaching, goal setting, career planning and performance appraisal systems implemented within each department (by VPs and MM), but simply it goes like this: teach them how to do it, show them how to do it right, give feedback until they do it right, give them the necessary resources, set high expectations, believe in them, measure their results, give positive and negative incentives. This flow should go from LCP-to-VP, from VP-to-MM (invest more in MM at the beginning of the term, then they will bring results on the long run) and from MM-to-members. From my perspective, we have to continue with management by objectives (using balanced scorecard), because through results we can
Exte
rnal
Po
siti
on
ing –
we
hav
e to
be
kno
wn
fo
r o
ur
core
an
d w
e w
ant
to m
ake
Clu
j-N
apo
ca
a d
esir
ed L
C
- Organizing quarterly one ABNE - Regular PR events for students (ex: country or culture presentation events, galas) - Signing new relevant media partnerships (students and business) - Strengthening our relationship with the universities (signing partnerships, doing some projects together, inviting them to our events, establishing BOA Professors, etc) - Ongoing communication about our exchange program - Strong online presence - Organizing an International Exchange Conference - Organizing “The Month of AIESEC” in order to promote our core activities
- Increased number of partners - Increased number of applicants for AIESEC (especially for leadership and exchange) - Increased traffic on our website - Better brand awareness - International collaborations for projects and exchange - Lead generation for selling and raising - Accepted exchange program at universities
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measure our impact, we can create life-changing experiences. I prefer working with fewer people but with people that bring results and through this they develop themselves and others too (the EB creates the frame and the environment for members to perform). General 5 Strategies for eXchange: can be found at General question nr 2, priority Exchange Strategies for Leadership: can be found at General question nr 2, priority Leadership Development Strategies for Global Learning Environment:
Strategies for Global Learning Environment:
Continue with the monthly opportunities booklet (and include non-AIESEC opportunities as well)
General 6
The 2015 midterm ambition (BHAG) “Engage and develop every young person in the world” needs to be quantified in organizational objectives in order for us to be able to measure our achievement, which will happen at IPM in 2011. After that will come the “Movement” phase of the DREAM process which consists of massive communication to ensure that all LCs and members are aligned to this midterm ambition. Until then we can do the following:
First of all create an engagement towards this ambition
Support and recognition from all of our stakeholders – increase awareness of AIESEC and our talents in the external environment (on our term: “Month of AIESEC” project; international exchange conference; presence at other conferences and events; support from local authorities, the University, schools and kindergartens; focus on incoming exchange realization – both corporate and non-corporate)
Develop members that have great leadership skills – increase the quality of the AIESEC experiences (on our term: leadership development programs delivered by externals; leadership talks with partners and alumni; monthly leadership meetings to increase involvement of MM in strategic management; coaching and career planning made internally in the departments from LCP-to-VP-to-MM-to-MB in order to increase retention, assure a healthy leadership pipeline; recruit students with greater leadership potential due to our positioning and increased number of applicants who apply for leadership and exchange opportunities; partner with other NGOs that can help our development and our positioning - JCI)
Deliver sustainable high quality AIESEC experiences – increase the quality of our talents (members) by offering X+L/L+X experiences and IBXP on functional areas and/or internal OGX PBOXes (organize internal OGX PBOXes; coaching and career planning made internally in the departments from LCP-to-VP-to-MM-to-MB in order to increase retention and assure a healthy X+L/L+X pipeline; standardize and make procedures for our most important processes and operations in order to assure the sustainability of our high quality experiences and the possibility for a structured improvement)
Implementation of minimum 4 elements of the Learning Environment in PBOX-es
Have a learning plan for every quarter and Involve externals in the preparation process
Have a clear education on using the myaiesec.net platform
Make goal setting with members going on conferences (and track them)
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Specific 1 Realizations AIESEC Cluj Napoca (“-“ means no data available)
LC: Cluj 2005 2006 2007 2008 2009 2010
X (2010) 31 (36) 28 (42) 33 (37) 42 (51) 41 (66) 56 (81)
EP (2010) 26 (29) 22 (32) 26 (25) 20 (35) 23 (46) 24 (55)
TN (2010) 5 (7) 6 (10) 7 (12) 22 (16) 18 (20) 32 (26)
Members (2010) - (61) - (82) 120 (74) 130 (100) 166 (132) 165 (162)
X and L (2010) - (5) - (10) 8 (10) 9 (17) 6 (27) 14 (39)
2006
Increase quality on ICX and OGX No exchange results on PBOXes
First steps in implementing a coaching system
No clear strategy for implementation of financial tools
90% of revenues come from core-work activities
No clear framework for the implementation of HR systems and learning environment
Creation of the Sales Department No induction projects
Consistent revenues from projects Decrease in number of raised TNs
Increased number of projects on issue
Decrease in the number of Alumni involving in different activities/events
Introducing IBXP No exchange on issue
2007
Increased numbers on raised TNs and realized OGX
Decrease in the quality of exchange processes
Successful raising campaigns on PBOXes
Cash flow problems
Implementation of TM processes No education on brand ambassadorship
Increased retention No clear Alumni strategy
Increase of revenues No exchange included in the projects
Diversification of income sources No pricing policy
All products are brand aligned
2008
Huge increase of the budget of the LC
Decrease in OGX realization
Legalized volunteer contracts Not all TM processes were implemented
Increased visibility of AIESEC Cluj Napoca
Decrease in corporate TN raising and realization
Increase in raised and matched TNs (mostly non-corporate)
Lack of project management tools
Separate ICX and Sales Departments No clear and long term media strategy
Tools and processes are created on all areas
Low realization on PBOXes
New and complex PBOXes are planned
Not reaching all the planned objectives
2009 Increase in ICX on the non-corporate
side Decrease in corporate TN raising and
realization
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All planned PBOXes were implemented
Low realization rate on PBOXes (compared to planned objectives)
Increased realizations from PBOXes (both incoming and outgoing)
No increase on total realized exchanges
Increase in the quality of the IBXP Decrease in revenues from sales
Increase revenues from grants No clear BOA strategy
Increased preparation and activity of the LTT
No clear responsibilities between different entities (LCP, VP, OD, OCP, OC)
New PR events were organized Not reaching all the planned objectives
2010
Increase in X realizations (OGX, ICX X, ICX NC)
Low realization rate on OGX PBOXes
Increased realizations from ICX BPOXes
Lack of a clear BOA strategy
Increase in X+L/L+X increase in quality of experiences
Not all TM processes were implemented
Procedures partially made No ARM and lack of alumni strategy
Package selling Not reaching all the planned objectives
More revenues from grants and ER No usage of project management tools
Legendary RYLF that produced profit
Reaching the objectives for number of members and number of leadership positions is not hard to make. The problems are at qualitative and also relevant leadership positions for the members and for the organization. Another weakness is the realization on the OGX side. Taking into consideration the increase of leadership positions and the number of members each year, and the constant development of each area with different processes, we were not able to reach the absolute maximum OGX numbers of 26 (in 2005 and 2007). This means that less and less percentage of our members was taking the exchange opportunity. Results in other LCs
year 2005 2006 2007 2008 2009 2010
LC/X EP TN EP TN EP TN EP TN EP TN EP TN
Bucharest 30 27 29 12 36 9 37 18 30 10 56 26
Iasi 37 15 47 8 37 8 31 10 34 11 44 25
Cluj 26 5 22 6 26 7 20 22 23 18 24 32
Timisoara 9 6 17 5 10 7 6 8 16 10 18 15
We cannot see a constant or sustainable growth in any of the LCs; more than that, there are no huge differences between Bucharest (where the market is approximately 3 times bigger and where they have a very good brand exposure) and other LCs. We can see that other LCs are increasing their realizations both on OGX and ICX. We had an advantage on the ICX side (mostly coming from NC), but no advantage on the OGX. The problem with an exponential increase on the ICX side (coming from NC) is that it is not sustainable. On the OGX side we made some improvements, but historically speaking we always had fewer realizations than Bucharest or Iasi. These data tell me that our stakeholders, generally, don’t believe and do not recognize our products’ value. Another problem (for the OGX realizations) would be the lack of career planning, because our members usually take the exchange opportunity as the last one, but in
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most of the cases they do not take it at all. Internal recruitment for OGX brought results in 2010 (and also increased quality), but we are still too far from our potential. Strategies: can be found at General Question nr 2, Specific Question nr 3 and Specific Question nr 4. Specific 2
Strategies/initiatives: ICX NC PBOXes, X+L/L+X realizations (package selling of opportunities, reintegration, etc), Package Selling, International Collaborations, Align promo campaign to our core, Intense grants application (sustain NC PBOXes from grants), Cash flow management (with investment plan, LC budgeting, reserve fund revenues). About initiatives and expected result you can read at specific question nr 4 and general question nr 2. Specific 3
Sub
sy
stem
s
Processes & Status Strategy
Exch
ange
Man
age
men
t
Promotion – our exchange program is not positioned well on the market (both
internal and external) and it is not valued
Constant promotional strategy: promote AIESEC at all our stakeholders
for its core (X and LD)
Market segmentation – we were going mostly randomly on ICX raising and also
on recruiting for X+L
Identify clear segments for different campaigns (both ICX raising and X+L
recruitment)
Product Development – we don’t have different products in terms of exchange
(only the 4 possible types of X)
We have to develop different products for different market segments that
cover different needs (both for ICX C and OGX)
Selling – package selling is an efficient method to do raising and also other
products (on the ICX side); OGX is not sold as a product
Give sales preparation for OGX members as well that consider OGX as a
product that has to follow a selling process
Delivery – realization rate increased this year and delivery time decreased, which
is good
Continue with the current strategy: TN form analysis first, then raising on the platform; Collaborations for matching
Reception – quality is quite good, but there is space for improvement; too few
members are involved in reception
Involve every member in reception through a “Trainee buddy short list” and also make a needs assessment
survey before trainees arrive to know what they expect and need
Internship preparation – ICPS is happening but it could involve more
trainees on the OGX side; on the ICX side there was no focus on preparing TN
takers and employees
Make ICPS locally or regionally available to reduce costs and increase trainees
involvement; Make standard agenda for TN takers that is delivered (maybe
virtually as a film or webinar)
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Quality Measurement – wasn’t a focus Include in trainees JDs and also
condition different benefits if they do not complete it
Re-integration – most of our EPs were reintegrated
Continue with X+L package selling for our members and do career planning
Peo
ple
HR planning and allocation – were based on HR need on each area, on talent
review and on competencies required on different departments; allocation on two
departments
We have to continue this strategy because it is a key success factor to have a healthy pipeline of members
(human resource, EP, leadership)
Selection – made mostly based on GCM (because of X+L and L+X packages), and
not on long term and short term members’ profile
Continue with using more selection methods to assure greater quality of recruitment and pipeline for X+L and
L+X packages
Induction – firstly done on functional departments, then on exchange; going
well
Continue with this strategy, because it seems to bring results
Training and education – there is no structured training plan for the LC; LTTs
activity is very limited; it was done mostly by VPs, with some external involvement
Create a structured education plan for all departments and members based on functional knowledge, leadership, and
AIESEC knowledge (including the conference cycle also); involve in
delivery more partners and alumni
Individual goal setting – it was not made in a structured way; it can help a lot for
increasing LD applicants, succession planning, OGX realizations, X+L, increase members involvement and performance
Make LCP responsible for this and implement it on every department:
LCP-to-VP-to-MM-to-members; preparation for EB and MM made by externals; make it based on KPIs and opportunities that members can take
Performance appraisal – no structured approach based on earlier goal setting on
KPIs; it can help tracking, increase members involvement
Make LCP responsible for this and implement it on every department:
LCP-to-VP-to-MM-to-members; preparation for EB and MM; make it
based on KPIs
Coaching – is made in a non-structured way and it is not documented (there are
no outputs or statistics); it is a must because through coaching we can make
career planning (with goal setting), get to know our members, etc
Make LCP responsible for this and implement it on every department:
LCP-to-VP-to-MM-to-members; preparation for EB and MM made by
externals
Individual R&R – it wasn’t made in a structured way; it can help encourage
some behaviors
It should be made internally, on each department (VPs responsible for it), and
very specialized on each member
Transition – made on the EB level in a structured way; it is a must for
sustainability of activities and growth
It has to be made on the MM level as well (including OCPs): put it in every JD,
make a plan for every position (VPs
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responsibility to happen)
Organizational planning and review – is made in each quarter by the EB using BSC (dashboard with KPIs) and also an action
plan of activities on each area; it’s essential for evaluation, planned growth
and synchronization of activities
It has to be made for 2 quarters in advance on the EB level, and has to be downscaled to MM and members, by
making goal setting and action plan for each team (coached by each VP) and
individual (coached by MM)
Legal administration – it is must for our existence and sustainability; most of our
documents and activities are legal
It is an absolute focus to make sure (together with VP FIN) that all our
documents and activities are legal; I would include an external audit and
advisory entity for this
Info
rmat
ion
Knowledge management – the dashboard and a shared dropbox folder are
supporting KM
Continue with this strategy because gives statistical data and evolution on
KPIs and also keeps documents
Relationship management – there is a CRM system in place using google docs,
but it is not satisfactory; there is no standard procedure
We have to implement a CRM system and process for all of our customers (members, companies, NGOs, etc)
Internal communication – yahoo group and individual mailing is used; there is no
internal communication guide in place
We have to make a clear guide (procedure) for everyone, and we have
to use more channels for internal communication (ex: wikis, files,
classifieds, news)
Fin
anci
al
Budgeting and review – it is made for the organization in general and also for
projects/events; the problem is that it is not made very realistic and in advance of
projects/events
We must standardize a process (using one single template which generates
budgets introducing key data, audited by VP FIN) and then allocate resources
accordingly; it is a must to financial discipline and planning
Cash flow management – it is happening using worst case scenario; financial
discipline was in order when cash flow was negative
Make it for the whole year and for every project/event in advance to make sure we can have positive cash flow at
all times
Book-keeping – it is happening internally and audited externally; it is a must for
membership and legality
Find a constant auditor that can audit our book-keeping
Revenue diversification – there are more revenue sources, but each of them is very
periodical and fluctuated
We have to continue with this diversification strategy trying to reduce
revenue fluctuation
Selling – package selling of corporate products increased our efficiency and our
relations with corporate sector; it is essential for financial diversification and
sustainability and for raising and exchange realization
It will be a priority because generates revenues and exchanges; we have to continue with package selling, give
more serious preparation for ICX NC and OGX members as well to treat the
raising process as a sale
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3
Investments management – it is needed to make sure we invest our revenues
systematically to increase our results on short and long terms
There was an investment plan for the second half of the year; we have to
make for the entire mandate based on budget and cash flow
Specific 4
Area Priority Initiatives & Expected Results
ICX
No
n-C
orp
ora
te
Product development (PBOX development)
Make an ambassadorship program that is a PBOX on both ICX and OGX; product development made periodically in a Task Force with members from grants and a grant writing
company sustainable PBOXes, 45 TN Realised
Reception and Servicing
Make a needs assessment before trainees arrive to know what they expect and need; Make a trainee buddy short list to know in advance who is interested in this opportunity higher satisfaction of trainees, increase of OGX-es (because
they interact with trainees)
OG
X
Product development (PBOX development and implementation)
Ambassadorship PBOX; product development made periodically in a Task Force based on assessment in advance increase in number of EPs and decrease in realization
period; 50 realized EPs
X+L/L+X realizations
Make special products for them (PBOX or booklet of TNs); have a reintegration plan for each EP (before their return from the internship present their opportunities) 20 X+L
Realizations, more qualitative experiences
TM
Members Development
3 level leadership development program delivered by externals; education plan including LD, functional and
AIESEC knowledge more applicants for LD positions, increase in L+X realizations, better relations with partners
and alumni
Recruitment and Selection
Team that is specialized in R&S (external training); one member from R&S team is part of an ERX team and is responsible for matching and also in OGX department
responsible for selection and matching better selection process (more members recruited on profile), increase in
OGX realizations because of better profile for X+L packages, more realizations on ICX Corporate
ERX
Department Culture
Culture based on team work and achieving results (Reward team results; set objectives for revenues, raises and realizations) higher retention rate, better results
regarding revenues and ICX realizations
Package Selling
Make products portfolio for minimum 6 months; include different products or packages for more kinds of companies
(small, medium, big); consultative selling (needs assessment) better results regarding revenues and ICX
realizations (15 TNs), more satisfied partners, higher
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retention of partners, more partners C
om
mu
nic
atio
n Online Presence
Make an online promotion strategy; work closely with externals to implements this strategy; regular newsletters
for our stakeholders; online media partners; generate all the traffic for our website (all the links are set for myaiesec.ro,
and from there going to other pages and blogs) increased traffic on our website, better brand awareness, lead
generation for sales and raising, more applicants in AIESEC
Constant X and LD promotion
Organizing international exchange conference and “The Month of AIESEC”; new media partners; regular PR events
for students increase nr of applicants for AIESEC (especially for LD and X), better brand awareness,
international collaborations for X, lead generation for selling and raising
Fin
ance
Grants
Audit our documents to be according to grant donors requirements; PBOX development together with ICX NC; external audit for our grants all our ICX NC PBOXes are
sustainable, positive cash flow during the whole year, more revenues from grants
Cash flow management
Make budgeting for a year ahead (worst case); make an investment plan; find other sources of revenue positive cash flow, revenues invested in core activities, increase in
organizational objectives on the short and long term as well, increase in financial reserves
OD
OC preparation
OC preparation plan for different types of OCs (conferences, ICX PBOX, OGX PBOX, events); externals involvement in
preparation; Using OCPs guild in preparation and in promoting OCP/OC opportunities more applicants for OC
positions, better performance from OCs, better relations with partners and alumni
Tool implementation
Decide which processes require tools, than make a TF of past 3 VP projects/OD to select and finalize those tools (they are existing, just have to select and personalize them); Make
procedures for using tools more professional project management, increase in objectives realizations, better
evaluation, better knowledge management
Specific 5
For all entities: we can share GCPs, BCPs, information about stakeholders or trends, resources (money, know-how, members, etc), we can find possible partners in other LCs/MC (selling and raising); better positioning in the network can benefit for SOL or CEED realizations; make projects together.
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a) Other LCs in RO: we have additional benefits of knowing what they want and this can help us propose changes at national level that brings benefits for our LCs, the chances of voting with us increases. We have to apply for support teams at national level to work together with members from other LCs, organize national or international conferences, have a constructive attitude during conferences or other meetings, bring performance and excellence at all levels, share with the network (newsletters, wikis, SOLs, preparation, etc). b) The MC: we have additional benefits of knowing what they want and this can help us propose changes at national level that brings benefits for our LC, or know about their plans and strategies that may be implemented at local level if they help us grow and perform; we may have access to more resources, information and opportunities. We have to support the network (support teams, sharing our GCPs and BCPs, newsletters, wikis, preparation, etc), organize national or international conferences, have a constructive attitude and give feedback. c) International LCs: know about their plans and strategies that may be implemented at local level if they help us grow and perform; establish international collaborations for exchange realizations; organize international PBOXes; increase the awareness of Romania and Cluj-Napoca (more attractive place to come ICX realization; our EPs are recognized OGX realizations; more easily accepted for abroad MC positions). We have to establish personal relations through existing contacts, organize an International Exchange Conference, organize “business trips” to establish relations and collaborations, share with the international network, offer good quality internships for our trainees. Specific 6
AIESEC Cluj Napoca was, is and it will always be a place where people come because they find friends, because they feel good here and because they want to develop in order to make a change. More than that, I don’t believe in the extreme focus on people or on results can be a successful strategy. It is impossible to focus just on the results and hope that people will maintain their motivation and excitement and will bring results because they know they can develop themselves during the process. But I don’t believe in the other extreme, when we should focus just on people and their development, because it would be selfish not to focus on bringing results, on offering the exchange experience to as much people as possible, because it may be a life changing experience for them. Therefore, AIESEC Cluj Napoca needs a mix of leadership styles. I think in every organization there are times or moments when an authoritarian (autocratic), a participative or a delegative leader is needed in order to get things right. In my opinion, a leader has to be a combination of these and other types of leadership styles (in order to be able to adapt to different situations), but the most characteristic should be the participative style. A leader has to share a vision, has to have credibility and natural power. It shouldn’t come from the position, but from the people. Besides the vision and the empowerment that a leader has to have, I think in AIESEC there is also a need for a manager. It has to manage the LC and also has to do some operational tasks. The results of some leadership tests show that I am a balanced combination of a leader and a manager. I take into consideration facts and I balance when I have to make a decision, but I take initiative and drive people to accomplish something when it is needed. I am also interested in quality and quantity as well. I will capitalize on these aspects during my LCP term.
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Executive Summary
Dear reader,
Thank you for your patience for reading my application. More than that, I would like to thank
you for your interest shown for my ideas and for the future of AIESEC Cluj Napoca.
In the previous pages I was trying to express my ideas and to draw AIESEC Cluj Napoca as I
see it in the following year. It is not easy. It is not easy to express my thoughts, my vision or
simply some pictures from the future as I see it.
I apply to this position because I truly believe that I can give back something to AIESEC Cluj
Napoca. I can contribute to its development, to the development of the members and also
this experience has a lot to offer for me also. AIESEC Cluj-Napoca’s place is on the top. It’s
members are very valuable and has great potential to be the most performing LC in the CEE
region on many areas.
In the next year I would like to see AIESEC Cluj Napoca in the top. I want to see it between
the best of the best. Because it has all that is needed: the people, the know-how, the
knowledge, the partners, but most importantly the HEART. It has the lion heart to do
something, to make a change, to show the world that the relevance of our organizations is
high. The society needs us for a positive change and we can deliver top talents (change
agents) for the society. This can be demonstrated by results on organizational objectives:
number of exchanges, number of leadership positions and number of people having a
complete AIESEC Experience
This is what I want. Create the most life changing experiences in AIESEC Romania, be on the
top; and create the most qualitative life changing experiences, create true impact in people
who will then make a positive change. Next year is being the best in Romania. In three years
we have to be the best in Central and Eastern Europe Region.
Please join me and help me in this journey!
Truly yours,
Szili