mo c mc vp 1415 candidate booklet

CONTENTA letter from MCP

Election Process

Invitation for MC Project

Application Package

Key Information

AIESEC Introduction

Work and Salary

MC 1314 Strategy Focus

MC 1415 Structure

Contact us

Questionnaire

Function Introduction & Questionnaire

A Letter from MCP

MC VP 1415 Candidate BookletAIESEC Mainland of China

Dear National Plenary,

This is probably the second most important email I have to sent out within this week as an MCP, let me share with you why.

I still remember last year, when I saw only 13 individuals applied for the MC in 1st round, i was overwhelmed with emotions and honestly, speechless. What has happened to the leadership pipeline of this entity, to continue its growth and progress to achieve greatness? More importantly, did people still believe in the purpose and value of this organization and its future? That was where i promised to the national plenary that this will never ever happen again. During the past few months, us as the MC dragon Team 13/14 have put in our best efforts to present you who are we as an MC, as leaders and as individuals. I strongly hope you have gotten an insight to the day in the life of an MC, from our key milestones, achievements and personal growth. We as an MC heard the call to adventure and accepted the challenge, what is yours?

I still remember when I applied MC in 2012, about two years ago, my main motivation was to mainly drive iGIP growth in AIESEC Mainland of China. I remember when I was LCP, I had the honor to talk with Dexter and Vincent in one night about iGIP's future. I recall clearly their words, they strongly believed in the value of iGIP and had no limits to achieve 1000 realization within one year, even though our performance was around 300. As an MC candidate, I wasn't surprised to hear this expectation from the previous MCP, because I knew it was possible, more importantly I

believe I was the only one who could shoulder such responsibility to make it happen. So that's my motivation to run for MC.

At the end of my term of MCVP iGIP, we achieved a grand total of 480 realization. My biggest realization was that if I didn't dream big, we could not have grown nearly 35% in GIP side, which seemed impossible for an entity in AIESEC like MoC. As an individual, I was filled with fulfillment and happiness that i challenged myself to DREAM BIG!

As you read through this application, i encourage you to really have a deep reflection about your motivation to apply for MC team. Ask yourself WHY do i want this for AIESEC MoC and for myself? With clarity of your purpose coupled with the right knowledge, skills, and attitude, you will definitely have a fruitful leadership learning year with the organization.

Lastly, AIESEC is special because it's an organization that does not belong to anyone individually, but belong to each youth in the past, current and future generations. So on behalf of Member Committee 2013-2014 of AIESEC in Mainland of China, I hereby announce AIESEC MoC MC 2014-2015 Application officially open. Best of luck.

Sincerely YoursLisa Gao

President AIESEC in Mainland of China 2013-2014

Election Process

Application Deadline20:00, 11th of Jan 2014 (GMT +8)

MC VP -Candidates Online Talk25th-29th of Dec 2013

Application Screening12th of Jan 2014

MC VP Election23rd of Jan 2014, HZ Natco

Candidates Announcement13th of Jan 2014

Candidates InterviewFebruary 2014

MC VP Announcement Late Feb or Mar 2014



Invitation for 20 days full time MC Project

In MC, we work together as a team in all the project we want to drive in organization. We require not only function expertise, but the real leadership and proactive learning talent, who can work any project start from scratch.

So we invite the MC Candidate who finish exams work in MC office for 20 days starts from 25th of Dec to 16th of Jan.

20 DAYS work in MC office targeting 50 oGIP EP Match starts from scratch

Required high efficiency, self-motivated, strategic thinking, creative, and sales skill. The only thing you don’t need is oGIP experience

MC will cover your accommodation,1 round trip TCS from your city to BJ and you have 2 hours everyday work your application together with MC team and MCP.


Application Package1) Your CV: Give us all the important information we need to

know about you, your AIESEC career, other jobs you have had, your contact details etc. Use a maximum of one page to create your CV.

2) Executive summary: 1 page summary of your entire application.

3) Questionnaires:

• Answer ALL the questions applicable in below to the position you are applying for.

• Questions you must answer include (a) General Questions and (b) Specific Questions

• For MC applicants, max 15 pages for General Questions and Specific Questions

• Minimum font size = Helvetica/Georgia size 10.

4) Blank Paper Challenge: Maximum one page of A4 size only.

5) Belbin & MBTI Test Result

6) Personal Values Assessment (http://www.valuescentre.com/products__services/?sec=personal_values_assessment_%28pva%29)

7) Endorsement letters:

• For Chinese MC candidate:

• 3 Endorsement Letters from LC EB Above and the endorsement letters cannot come from current 13-14 MC Team members

• (In case we receive more than 3 endorsements, you will be requested to choose 3 that you wish to be enclosed as official endorsements with your application).

• For International MC Candidate:

• 3 Endorsement Letters from LC EB above which includes 1 endorsement letter from MC of your current AIESEC country

• (In case we receive more than 3 endorsements, you will be requested to choose 3 that you wish to be enclosed as official endorsements with your application)

8) 3 mins CREATIVE Introduction Video with your personal introduction and your motivation to be MC VP of AIESEC MoC (Please upload to Youtube or Youku and provide the link)

http://www.valuescentre.com/products__services/?sec=personal_values_assessment_%28pva%29







Key Information

• Each Candidate must submit the application package named as1415_MoC_MC_VP/Manager_Function_Application_Name

• The Application Package needs to be uploaded on myaiesec.net as one file and sent the link to [email protected] ; [email protected] (MCP 1314); [email protected] (Election Manager)

• the DEADLINE for submitting your application link is 20:00, 11th of January 2014 (GMT+8)

• Additional Notes for the application

• All the election information regarding application, regulation, key news will be updated in the AIESEC MoC MC 1415 Election Official Wiki : http://www.myaiesec.net/content/viewwiki.do?contentid=10286954

• All the local candidates are required to attend the MC Election during our Winter National Conference between Jan 21st to Jan 26th in Hangzhou.

• All the candidate Election Speech, Confidence Vote and Q&A will be proceeded during National Conference. MCP 1415 will be announced during National Conference.

• For international candidates, if you can’t be in China, we will send you an other email to explain more.you will need to upload a video :

• Max 7 minute,

• Upload as a file on myaiesec.net, name it as “MoC M C 1 4 1 5 E l e c t i o n _ E l e c t i o n V i d e o _ C a n d i d a t e Name_Position Name”

• Send the link together with your MC Application Package

• The video must include:

- Your introduction - Summary of your AIESEC Experience - Why you are applying for MC in Mainland of China

13-14 - What position are you applying for and why?

mailto:[email protected]






http://www.myaiesec.net/content/viewwiki.do?contentid=10286954





24 LCs

NORTH: PKU, THU, UIBE, RUC, BJTU, DUT, XJTU, NKU, TJU, Qingdao

EAST: SISU, SJTU, FDU, NJU, UNNC, ZJU

South: SYSU, GDUFS, Changsha, CQU, HUST, XMU, SZU, SWUFE

8 Expansions

NORTH: BFSU,HIT,JLU,ZZU, Jinan

EAST: XJTLU

South: SCUT, UM

2 Expansion Initiatives

AIESEC in Mainland of China became full member in 2002. Within past 12 years, AIESEC in Mainland of China has become one of the fast growing AIESEC Member Countries in the world.

AIESEC MoC IntroductionNational Reality

ELD program in 2013 (Jan 1st- Dec 12th )• iGIP 392 (438 in 2012)• oGIP 192 (253 in 2012)• iGCDP 1148 (1200 in 2012)• oGCDP 2802 (2411 in 2012)• Exchange program in total 4534

(4302 in 2012)• TMP 2256 (3866 in 2012)• TLP 1578 (2099 in 2012)

North: Hefei

South: Nanchang

AIESEC MoC Introduction


May

July

Sep.

Sep.

Oct.

Oct.

Jan.

March

March

April

National Presidents

Meeting

Summer NatCo

National Leadership Transition

Conference

International Youth Leaders

Summit

Lead Regional Induction

Conference (Member)

Globe Regional Induction

Conference (EP)

Winter NatCo

International Youth Leaders

Summit

Lead Regional Induction

Conference (Member)

• Incoming MC plan presentation and national direction

• Functional empowerment • LC preplanning for half term

• Current MC impact report and closing

• Incoming MC plan presentation and national direction term

• Alignment of LC to national direction

• Elect LCP empowerment

• Organizational induction and alignment

• Clarity of why

• MC election • National direction presentation • Functional empowerment• LC annual planning

• Leadership empowerment

• Inner journey self discovery

• Clarity of oGCDP

• Exchange preparation

Globe Regional Induction

Conference (EP)

• Leadership empowerment

• Inner journey self discovery

• Organizational induction and alignment

• Clarity of why

• Clarity of oGCDP

• Exchange preparation

Conference Circle

AIESEC MoC Introduction

2010 NBBB Project Award; 2009 NBBB Project Award

2013 Global Innovation Leadership Award2013 Global Achievement Award


Global Recognition

2008 Global UBS Excellence Award;

2010 Global UBS Excellence Award;

2011 AP UBS Excellence Award.

2011 5-year delivering-promise Award;

2012 Global Innovation Award.

Global Sustainability

Award

NBBBProjectAward

2011 Global Sustainability Impact Award;

2012 Global Sustainability Impact Award.

ING Award

UBSExcellence

Award

MC Strategy FocusMC 13.14 National Driver: oGIP

oGIP is our MC 13.14 National Driver, because of the combination current of internal and external factors. In today’s world, Chinese talent is required more than ever before, as companies look to learn from and grow with the Chinese economy, especially within the trading sector. This is not to mention the top young talent AIESEC can provide to a company. However, internally, as we face severe iGCDP & iGIP issues and oGCDP capacity, now is the time to drive operations across our organization to grow oGIP like never before.

Strategic FocusesShort-term focuses, following MC re-planning, will include the following:• Sales Elite Team to enable a new peak in oGIP realizations, as example for LC

development• Online engagement to drive oGIP interest to support delivery for LCs• Programmed focus performance drive as match achievement in complete 2014

Product Development• Focused products based on campus market

(more focused than historical MT, TT & ET), such as Entrepreneurship in Africa

• Within oGIP function, product based teams with target of 7+ realizations per product

• Customized processes (including recruitment, selection and EP management) to support product


Roles of different team membersAs a national driver, each MC member & function supports oGIP development both on MC & LC level. This is not only for support functions (TM, Finance, IM, MarComm & ER/BD), but also other exchange functions.

Market Enlargement• Segmenting your student/graduate

market to take multiple (starting with 2-3) oGIP products within your campus

• Aiming to reach a significant market share in each product before development of additional products

LC Functional Development• Member capacity building, moving

towards sales mindset in driving focused oGIP products

• Process building, to have standardized oGIP process – which can be customized product dependent

Work and Salary

Working Condition• MC office is located in the trendy

student and IT hub - Zhongguancun in northwest Beijing.

• We strongly recommend that you come to Beijing with your own laptop as the MC only has 2 laptops.

• Full-time MC is required to work 40 hours per week. (In reality the current MC often works more than 40 hours per week.) During the week there is a flexible start between 9-10am with an 8-hour working day. You will also be required to work on weekends for LC visits, peak periods and during national conferences.

• MC has a separate office and apar tment . Accommodat ion i s provided to MC members.

Salary & Reimbursement• The salary per month is 3300RMB (one

euro buys 8.5RMB roughly). The salary is enough to live off in Beijing . The salary is paid at the end of each month.

• All full-time MC Member and part of NST get paid.

• No over time will be paid as the monthly salary is set.

• Apart from transportation related to AIESEC business/conferences/LC visit activity & national conference fees. All other expenses must be covered by each individual.

• You will not be paid any relocation costs to arrive in Beijing.

Holiday• The MC is allocated 18 days

holiday per year on top of national holidays.

• The re i s no ho l i day du r i ng Christmas, even for international MC members, however a 15 days annual leave is applicable during the term.

• MC term is from May 1st, 2013 to May 31, 2014. It is required for all MC members to start working on the first day

• The whole MC 13-15 Transition will start in mid-April in 2014. You will get paid for May.


MC Structure

Note: MCP Elect will decide final structure.


Proposed for 2014-2015

MCP

VPICX

GCDP

VPICXGIP

VPOGXGIP

VPOGX

GCDPVPOD

VPLCD

VPTM

VPMar

Comm

VPIM

VPBD

VPFinance

BDManager

BDManager


Contact List

MCPLisa [email protected]

MC VP MarCommMowen [email protected]

MC VP ODEnoch [email protected]

MC VP OGX GIPTom [email protected]

MC VP ICX GIPKelly [email protected]

MC VP OGX GCDPAngie [email protected]

MC VP BDEcho [email protected]

MC VP ERAntony [email protected]

MC VP IMTiki [email protected]

MC VP TMEric [email protected]

MC VP FinanceAngela [email protected]

MC VP TDEdwin [email protected]

if candidates have any question on iGCDP and LCD, it should also redirect to Enoch



























GeneralQuestionnaire


General Question I

1. MotivationWhat is driving you to continue in AIESEC? Why have you decided to stand for AIESEC in Mainland of China MC 2014-15? And what do you want to take out of this experience?

2. About yourselfa. Please describe your relevant past experiences/

positions held inside of AIESEC.b. Rank the three fields (e.g. areas, functions, expertise)

in which you have the most experience and describe your experience in each.

c. What are your key values in life and why?

3. Self-awareness and contributionWhat are your key strengths and weaknesses? How will they affect the role you are applying for? What are your unique contributions to generation 2014-2015?

4. Team role and expectationa. What is your expectation towards MC as a team?b. Based on your past experience, what is your role and

contribution in a team? Please explain it with specific past experience

c. What are possible challenges you foresee in your future MC team? Please share you plan and solution to overcome challenges.

You as Individual


General Question IIOrganization Overview

1. Understanding of AIESEC and AIESEC in Mainland of Chinaa. Do you believe we can achieve AIESEC 2015? What

does it mean to AIESEC in Mainland of China?

b. Why AIESEC in Mainland of China need a 10 years’ vision? What is external and internal relevance of “AIESEC MoC 2023”?

c. What will you do to support oGIP growth if we want to have 1000 realization in 14-15?

d. What exactly is the high quality experience we provide? What makes it unique?

2. MC Role What is the current role of MC? What do you think should be the ideal role of MC? How do we bridge the

gap (Please include operational structure and management capacity improvement perspective)?

3. Insights of organization trendPlease carry out a SWOT analysis of AIESEC and briefly explain how you will capitalize on the opportunities in the following two aspects? • External environment in China and in the world • AIESEC global network

4. Organisational developmentHow will you evaluate the development path of AIESEC globally and in Mainland of China for past 5 years? What are the key reasons for success and failure?

Function Introduction & Questionnaire


Growth strategy by offering tangible focused oGIP products, relevant to our student market and the needs of their future career.

This includes packaging historical seemingly undesirable exchange opportunities, mainly due to destinations, which have an external relevance driving demand for Chinese talent and focusing sales upon this – most clearly demonstrated in “Entrepreneurship in Africa”.

Furthermore, growth strategy includes building our reper to i re of oGIP products , most predominantly in the technical field.

To support this, oGIP aims to align all supporting functions (TM, MarComm & ER primarily) for different parts of the oGIP process, both on an MC & LC level.

MC VP OGX GIPFunction Reality

• 2013 will be AIESEC Mainland of China’s lowest year in GIP EP realisations since 2007.

• 190 EP realisations (1st January 2013 – 29th November 2013).

• Global TN S&D is not an issue. Only our mindset and current workings within it.

• Talent gaps clearest in strategic thinking to focus LC products sales and sales capacity to sell such products within the student/graduate market. Process knowledge and skills can be adapted to this strategy.

• MC driver 2013.14.

• Challenges in LCs with knowledge of oGIP, positioning within LC (especially compared to oGCDP) & mindset for product sales. Most apparent in MC 2013.14 term is the importance, strategy (and following operations) and mindset of oGIP from MC level not being transferred into LC EBs, causing a gap in driver implementation across MoC.


Job Description

Final responsible for AIESEC Mainland of China’s Global Internship Programme (oGIP).

• Supporting AIESEC Mainland of China’s 2023 vision through oGIP member & exchange experiences.

• Driving oGIP growth by sub-product according to different LC’s student markets & global TN supply.

• oGIP product development, both from MC level & supporting LC product development.

• NST & LCVP oGIP coaching & management, to ensure strategies are driven down to the student market.

• LC support, especially within product development, strategy implementation, exchange process knowledge, EP and returnee management, member education & alumni engagement.

• Establishing key TNs supplies though sustainable entity partnership management, and focusing LC student market activities acordingly.

• oGIP alumni engagement.

Responsible for National Driver 2013.14, and product of most importance in next 10 years of AIESEC MoC.

• Strategic & analytical thinking, especially within product development and supply & demand management.

• Process management.

• Training, coaching & facilitation.

• Sales, marketing & delivery of product within student market.

• Contribution to achieving AIESEC MoC’s 2023 vision.

• Number of GIP EPs realised.

• NPS for MoC GIP EPs.

• % of EPs per oGIP product.

• Market share of oGIP product within relevant student/graduate market.

JD

MoS & KPI

Capacity Requirement

MC VP OGX GIP

Questionnaire


1. How does AIESEC Mainland of China’s Global Internship (oGIP) contribute to developing a generation of globally competitive leaders to positively impact tomorrow’s China?

2. Evaluate the past 5-years development of oGIP in AIESEC MoC and present your idea regarding the next 5 years development trend of oGIP.

3. Present a detailed SWOT analysis of oGIP in MoC.

4. What makes Chinese youth globally competitive?

5. How would you position 2014.15 in the development path of oGIP? Please outline within this your strategic focus areas and desired success from these.

6. Under the EDM (Entity Development Model), LCs are moving to a single campus model. Therefore, many LCs are concerned about their sustainability given their operations (especially revenue generating ones) outside their main campus. This may lead LC focus towards “faster, easier” functions, such as oGCDP. In this context, present an argument to such LC about why they should maintain their focus programme as oGIP.

7. How can oGIP and other functions (both exchange and administration) synergies for oGIP growth? Please outline ideas both on an MC and LC level.

8. Outline 3 new innovative initiatives you would bring to oGIP in MoC. What is their desired measure of success, both short-term and long-term towards the function.

9. Some would excuse performance drop, due to the mindset of Chinese youth, such as not wanting to work abroad or unable to see the alignment of oGIP with their career. How would you change such a mindset, within MoC’s membership and student market.

10.What do you foresee as the biggest challenge to face oGIP in 2014.15, and how would you overcome it?

11.Choose an MoC LC (if you are a candidate from MoC, not your own LC). Build a detailed strategy plan, focusing on product and operations, which will achieve at least 60 oGIP realisations in a calendar year.

12. Why should oGIP be AIESEC MoC’s national driver in 2014.15?

MC VP OGX GIP


Function RealityMC VP ICX GIP

Key EP Supplier

• GIP (teaching): US, UK, Poland, Russia, Ukraine

• GIP (others): UK, Brazil, Poland, Colombia, Germany, Ukraine, Russia

ICX GIP has realized 260 exchanges from Jun 1st,2013-Dec 18th, 2013.Dropping compared with Year 2012(332):

• Sub product except teaching realization: 95

• Teaching sub product realization: 165

Pipeline dropping analysis

• Visa policy in Mainland China changes from time to time, causing a lot of difficulties for post-match pipeline management.

• This year we just have one person responsible for ICX GIP in MC team, how to efficiently translate national strategy into local implementation is very challenging.

• Local VP empowerment is very important at the MC transition period in terms of timeline factor. However, transition takes up quite a lot of time then it becomes too late to drive Q1 results and even affect Q2 badly.

other challenges of ICX GIP in AIESEC MoC

• Un-balanced function development in different LCs requires customized strategy communication with local committee, while it takes up too much time for MC VP ICX GIP to focus on strategy & product development.

• We’re poor at customer relationship management and process management, causing account loss every year.

• In ICX GIP of AIESEC MoC, we don’t have standardized segmented product portfolio(except industry), which means we do sales in a very rough and junior way.

Current realization contribution:

• GIP (sub product except teaching) Top industries: Hotel (40%), manufacture (30%), IT sector (15%), Consulting (9%) PR, advertising (6%)

• GIP (teaching): English teaching institute and kindergarten


MC VP ICX GIPJob Description

1.Exchange & Strategy Management

• Regular exchange pipeline management in break-down sectors

• LC Function coaching on key project timeline, especially planning & re-planning guidance based on national direction (Dec & July)

• winter team & summer team design & execution guidance (Feb & Aug)

• TL selection & HR re-planning guidance (Jan,Feb & Jun-Aug)

• key project design and execution, especially national team to intensively drive performance such as sales elite team

• Contract & TN form approval

Required skills & experience

• short-term & long-term pipeline driving skills

• strategic project design & implementation experience

• Talent planning & management

• Exchange quality management

• Strategy thinking & effective coaching

• Prioritizing & Efficient multiple-task management

• Work and control emotion under huge pressure etc.

• Delegation & tracking skills.

2.Stakeholder Management:

• NST group management

• National VP ICX GIP group management

• National Partnership & GEP management

• Key country partnership management

• NPS management & firefighting


• multiple stakeholder management skills

• exchange group management experience

3.Resource investigation & networking

4.Cross-function & Cross-LC synergy coordination:

• Sales app & Salesforce management

• Talent development program such as sales development program

• Regional ICX project coordination


• coordination & resource integration

Questionnaire


MC VP ICX GIP

• General understanding:

1. Evaluate the past 3-years development of ICX GIP in AIESEC MoC and present your idea about future development trend for the next 3 years in areas of market exploration, product development & LC empowerment.

2. Please do SWOT analysis to ICX GIP in AIESEC MoC in terms of exchange management, external market exploration & resource integration, internal management as well stakeholder experience.

3. How do you position ICX GIP in AIESEC MoC & Mainland China? Please elaborate in details with reasons.

4. Predict your main three challenges if elected. Please give solutions as well (visa challenge should be included)

5. Please list three initiatives you want to bring to ICX GIP in AIESEC MoC with detailed timeline. How will these initiatives contribute to MoS?

6. What’s your understanding towards city-based ICX operation management? Please answer with expected timeline & main challenges you foresee as a MC VP iGIP.

• Exchange management:

1. What strategies will you implement if elected, please explain in details with key projects & expected timeline. What’s your exchange goal for raise/match/realize? How will these key projects contribute to your goal?

2. List one or two more focus industries you want to drive except manufacture, B2B & IT. Why & what’s your strategy in developing sales in these industries?

3. What’s your strategy of utilizing country partnership? Please also list your expected goal of every of your ideal country partners.

• Stakeholder management

1) Please analyze stakeholder experience of iGIP member, TN taker and trainees. What’re the bottleneck for every stakeholder experience and your solution?

2) What’s your strategy to achieve high NPS response rate & NPS score?

3) What’s the biggest challenge of LC capacity empowerment & your strategy with expected timeline?


Job DescriptionFinal Responsible for the growth in providing qualified experiences for Chinese youth through outgoing exchanges in global community development program.

• Supporting AIESEC Mainland of China’s 2023 vision through oGCDP member & exchange experiences.

• Function strategic planning, tracking, execution

• OGX GCDP Product development based on different markets, including strengthening market relevance through product package, sub-product development, showcasing impact, collaboration, etc.

• International relations management, including supply & demand, quality control cooperation, etc.

• Improving EP experience management based on NPS

• Enhancing national and local management capacity & delivery capacity, including coaching NST & local VP OGX, and facilitating all entities development wherever OGX GCDP function exists

• Coordinate synergies with other function

• Strategic & analytical thinking, especially in the area of product development and supply & demand management.

• Process management.• Training, coaching & facilitation.• Large scale management• Marketing • Crisis management

No. of oGCDP Realized• Absolute and relative growth of

each LCs• NPS of GCDP EPs• No. of destination countries• Percentage of country partnership

delivered

JD


MC VP OCX GCDP

Through past several years, OGX GCDP has become a relatively mature product with relatively great impact in AIESEC Mainland of China.

• 2807 EP realization from Jan.1st – Dec.20th 2013, 1645 from June.1st to Dec.20th

• NPS score in match stage 44, realize 14, complete 23. Overall 32.

• Focus on market & product evolution, improve national & local EP experience management and process optimization.

• Challenge with large scale management, product quality & efficiency.

Function Reality MoS & KPI

Questionnaire1.Product Understanding

1) Please define the key values of OGX GCDP Product based on real customer insights

2) What’s the market relevance and positioning of OGX GCDP Product in different kinds of student markets?

3) What’s the market value of top 5 issues, how will you package them.

4) How to develop the sub-product New Peak? 5) How to better showcases our impact and strengthens

external collaborations? 2.Experience Management

1) How to measure and define the quality of EP experience? 2) What’s the key bottleneck for EP experience? How to

improve EP experience with different local entities’ situations?

3) How to improve EP experience in terms of co-delivery strategy.

3. Delivery Capacity 1) Please evaluate current TN market situation. How to develop

and maintain sustainable TN partnership? 2) What’s the key bottleneck for delivery? How to enhance

delivery capacity and efficiency both nationally and locally?4. Function Development

1) Please cluster local OGX GCDP entities. What are key strategies to develop local capacity of these entities in different stages?

2) What’s the long-term vision and key bottleneck currently for SU development and management? What are key strategies?

3) What are the key strategies to implement under EDM framework? How will you prevent the performance drop if we close all the EP pool and part of SU, which can’t pass the criteria?

4) How to position NST in OGX GCDP function? What’s the bottle neck you can see in current NST structure. What are key strategies to lead and enhance NST capacity?

5. Strategic focus for 2014-‐2015

1) Evaluate the past 5 years development of OGX GCDP in AIESEC MoC and present your idea about future development trend for next 5 years.

2) b. How will you position term 2014-2015 in the development path of OGX GCDP function?

3) c. What are your strategic focus areas? What is success for you at the end of term?

4) d. What are key strategies for your focus areas?(Please be as details as possible)

5) How do you foresee the change of oGCDP function after EDM being implement?

MC VP OCX GCDPQuestionnaire



Function RealityMC VP ICX GCDP

“Future of iGCDP” project: http://www.myaiesec.net/content/viewfile.do?operation=fileview&contentid=10282075

http://livepage.apple.com/





Job Description

Responsibility for growth in terms of quality, iGCDP realizations and sustainability of iGCDP. • iGCDP development

• Product development in terms of sub-issues

• Global supply and demand (TN marketing)

• Enhance trainee experience and value proposition

• Financial model• iGCDP TN form auditing• National project management• NPM team building and management• Process enhancement

• Functional coaching

• National key partner management

• Front office – back office synergy

Knowledge• CustomerGauge/

NPS• iGCDP sub-issues• iGCDP processes• Global supply &

demand• Financial literacy• Corporate Social

Responsibility

Skills• Quality management• Project management• Training and

coaching• Communication• Stakeholder

management• Adaptability

Attitude• Customer driven• Purposeful• Social contribution

• Quality KPIs of iGCDP (% Promoters, NPS, Response Rate)• Realizations of iGCDP (sub-issues, Ra/Ma/Re, peak/off-peak)• Raise to Match ratio• Number of national iGCDP partners (TN takers, financial/ learning partners)• Financial Sustainability of iGCDP in LC and in MC

JD

MoS & KPI


MC VP ICX GCDP

Questionnaire


MC VP ICX GCDP1. Product understanding

1) What are the value propositions and relevance of iGCDP for the following stakeholders (including, iGCDP members, iGCDP trainees, local volunteers, project participants, TN takers, learning partners, financial partners)

2) Please describe the relevance of iGCDP to AIESEC? In other words, why does AIESEC do iGCDP? How does it connect to the “Why of AIESEC” or AIESEC Way?

3) Please provide 3 real examples of Corporate Social Responsibility (CSR) projects in Mainland of China. What are the potential collaborations with AIESEC.

4) Please provide 3 real examples of “competitors” of iGCDP products (e.g. community development program in Mainland of China with foreign volunteers). Please do a comparison analysis on each example.

5) Please evaluate the key organizational pillars (Talent Capacity, Customer, Partners, Finance, Legal) of iGCDP. Choose 2 pillars to and explain in details how we can improve them in 2014-15?

6) Please breakdown iGCDP into sub-issues, and explain what should be the top 3 focus for each sub-issues.

2. Strategic direction1) For you, how does the ideal iGCDP look like for AIESEC in

Mainland of China? And connecting to vision of yours, what do you think iGCDP will be like in • 2015 (end of 2014-15, end of AIESEC 2015),• 2020 (in 5 years, end of AIESEC 2020),• 2023 (end of “10 years MoC vision”)

2) What are the factors MC needs to consider when reviewing iGCDP TN forms.

3. Operational management1. Please carry out a simple SWOT analysis of iGCDP operation in

MoC.2. What will be your focus for increasing quality of iGCDP and how

would you measure the success (with specific goal)? Please be as concrete as possible, and include the following information in your answer:• NPS promoter issues• NPS detractor issues• NPS score• Percentage of promoters

3. How will you increase the response rate of NPS? And what will be your goal for 2014-15? Please justify your goal, preferably with data support.

4. How will you utilize CustomerGauge/ NPS to improve co-delivery? Please explain your strategies with two of AIESEC MoC’s iGCDP country partners.

5. What will you do in 2014-15 to increase “raise to match” rate?6. How can you capitalize on peak realizations and the potential of

non-peak realizations?7. Please describe how you will utilize iGCDP NST management in

2014-15.


5-year Entity Development Model

“We need to take a much more proactive stand in entity development rather than reactive approach and be demand-driven”

EDM key millstones:• 2014: stop EP pool, new membership

criteria, NST re-positioning, Regional Coordinator

• 2015: stop SU, first membership review with new criteria

• 2017: regional offices with full time team

MC VP ODFunction Reality

Quality/ NPSMoC NPS data for all

stagesPromoters

Percentage (%P) NPS Response Rate (RR)

oGIP 60% 53% 36%iGIP 47% 25% 35%

oGCDP 47% 31% 30%iGCDP 46% 30% 38%

All programs 47% 31% 33%LC data: http://www.myaiesec.net/content/viewfile.do?contentid=10286685NLTC “Start with Quality” sessionWhy quality: http://www.myaiesec.net/content/viewfile.do?contentid=10284612NPS training: http://www.myaiesec.net/content/viewfile.do?contentid=10284611

Keys to successfully implement any strategies (a model by McKinsey)

Implementation Channels








Job Description(this is a different JD comparing to MCVP OD 1314)

• Long term strategy• Support MCP to keep track of long term initiatives (initiatives that cut

across more than one year, or initiatives that typically have long term impact to the organization)

• Participate MC discussion with the view of long term sustainability of the organization

• Actively drive conversations about innovations in MC team• Overall responsible for “Quality” project, including data analysis,

strategies creation, training and support with system.• Entity Development• Strategic co-creation with MC team and national plenary regarding

Entity Development Model (EDM)• Work together with MC team to overcome any challenges with EDM• Ensure EDM is implemented within timeline for 2014-15• Ensure all LCs understand how to grow sustainably and why oGIP is

an essential elements in LC development growth path • Implementation Channel• Ensure we deliver “Entity Consultancy” as one of the MC-LC services• Overall responsible for conferences, one of the most important

implementation channel; and other channels for Capacity building and training

• Overall responsible for Internal Communication

Knowledge• AIESEC MoC 2023

vision• CustomerGauge/

NPS• Organizational

understanding • Entity Development

Model• Membership

Criteria• Coaching• Conference

Management

Skills• Effective

communication• Project

management and tracking

• Creative thinking• Listening; receiving

and giving feedback

• Analytical• Strategic creation• Team management• Adaptability/ quick

learner

Attitude• Purposeful• Humility• Customer-

orientated • Self-discipline/

independent working

• Proactiveness/ willingness to learn

• Quality KPIs (% Promoters, NPS, Response Rate)• Milestones achievement of long-term projects (including EDM)• Satisfaction and achievement of “Entity Consultancy”• Achieving the objectives of conferences and trainings hosted• Usage of Internal Communications channels by MC

JD

MoS & KPI


MC VP OD


1.Long term strategy1) You have 1 page and all your creativity to explain the

following:

a. What is AIESEC in Mainland of China 2023 vision statement?

b. What are the key millstones to achieve MoC 2023 vision?

c. What is the role of 2014-15 in achieving MoC 2023 vision?

2) Innovation

a. You have 1 page and all you creativity to propose 3 innovation ideas (something that is not been implemented for the last 3 years in MoC) on how to drive number of oGIP realizations while achieving program objective alignment.

b. You have 1 page and all you creativity to propose 3 innovation ideas (something that is not been implemented for the last 3 years in MoC) on how to drive Talent Capacity in AIESEC MoC. It is recommended to start with your definition of success in Talent Capacity.

c. You have 1 page and all your creativity to propose what is the biggest question (besides oGIP and Talent Capacity) that lies in front of AIESEC today and give an answer to it.

You have the license to change the system, to challenge any paradigms and unleash the potential of the organization.

3) Quality

a. Please analyze the quality KPIs for all programs of AIESEC MoC and what would be the suggested focus area to drive quality next year? Please be as concrete as possible, and include the following information in your answer:

• NPS promoter issues• NPS detractor issues• NPS score• Percentage of promoters• Response Rate

b. Please evaluate the NPS system and CustomerGuage. Please evaluate the current rate of adoption for NPS in AIESEC MoC. How will you ensure there is a higher rate of adoption in 2014-15.

c. What do you think should be next stage of driving quality in 2014-15? Bearing in mind that there is only a focus of NPS for exchange programs in 2013-14.

MC VP ODQuestionnaire 1

Questionnaire 2


2. Entity Development

(1) What are the expected challenges you foresee in 2014-15 for EDM implementation? Please describe in details your quarterly implementation plan for 2014-15 in respect to EDM.

(2) What advice you will give to the following LCs in terms of EDM implementation in 2014-15. Please include their concerns and your proposed solutions.

a. HUST (city-based, but originally single campus; also managing an EI)

b. NJU (very large city-based, but originally single campus)

c. Qingdao (started off as city-based)

d. UIBE (has several high-performing SU; also managing an EI)

e. FDU (integrated-LC, multiple campus in one LC)

f. UNNC (Single campus)

3. Implementation channel

(1) Entity Consultancy

a. What is the connection between Entity Consultancy and Coaching?

b. Entity Consultancy belongs to one of the MC-LC service we need to deliver. Please give concrete plan in how to improve Entity Consultancy.

c. What does the coaching visit cycle looks like in MoC? How would you evaluate the success of coaching visits? How would you improve it?

(2) Please evaluate the conference cycle of AIESEC MoC, including timeline and key objectives of each conference. If a BOA member has requested MC to decrease the number of conferences significantly, what will be your proposed solution?

(3) Please evaluate the current platform for Operational Training, both physical and virtual ones.

(4) Please evaluate the current Internal Communication channels, including targeted audience, key content, and frequency. What are your suggestions in creating a more effective Internal Communication? Please be as concrete as possible in your suggestions.

MC VP OD


One of the biggest bottlenecks of MC term for many years is “MC strategies communication to LCs”. MC often has very good strategies, gathered from different LCs around the country and GCPs from all around the world, but usually it takes too long for LCs to full adopt the strategies, hence, AIESEC in Mainland of China is not able to realize its fullest potential.

MC VP LCDFunction Reality

Additionally, management capacity is one of the biggest bottlenecks for growth within the entity very recently. This is mainly because AIESEC in Mainland of China is reaching its full capacity for one body (MC) to manage operation for all LCs. That's why in the 5-year plan for Entity Development Model, it included the idea that AIESEC in Mainland of China will decentralize the operational management into different regions, with potentially separate fully time regional management team. This milestone will be first initiated in 2014-15 with Regional Coordinators.

Regional Coordinator



VP LCD


Job Description

(this is a very different JD comparing to MCVP LCD 1314)• Strategy communication/ localization of strategy

• Responsible for communicating all the MC strategies to LCs

• Overall responsible for the success of MC strategies implementation

• SONA/ data collection from LCs• Work with MCVP responsible to understand MC

strategies and how it can be localized to different LC realities

• Ensure strategic creation by MCVP responsible is applicable to different LC realities; therefore minimize challenges in MC strategies implementation

• Regional Coordinator management• Evolution of coaching and regional management• Frequent tracking and meeting with Regional Coordinator• Work with Regional Coordinator to co-create

communication plan with LCs and the content of communication

Knowledge• Organizational

understanding• MC strategies• Regional/ LC reality• LC planning

Skills• Team management• Communication• Listening• Problem solving• Localization of

national strategy• Quick learner• Planning facilitation

Attitude• Self-discipline • Balance between

big picture and implementation

• Humility• Empathy

• Adoption rate of MC strategies, reflected in LC plan• % KPIs achievement of Regional Coordinators• % KPIs achievement of MC strategies• SONA implementation

JD

MoS & KPI


MC VP LCD

Questionnaire


1. Strategy communication/ localization of strategy

1) What is the key for effective strategic communication from MC to LC? Why do you think this is remained as key bottleneck of MC for many years?

2) How will you evolve coaching to ensure better strategic communication?

3) What should a LC development growth path look like (please include oGIP)? Are there exceptions?

4) How will you cluster LCs (please don't use region)? What are the strategies towards different cluster (feel free to separate this question into different program if you need to)? What are the MoS for effective clustering?

5) Please (1) choose 3 LCs, each from a different cluster according to the model you mentioned above; (2) choose oGIP and another program; (3) explain how you would localize national strategies from MC 2013-14 to LCs chosen in (1) and 2 programs chosen in (2). This question should take you 3 pages.

2. Regional Coordinator management

1) What do you think should be the role of regional coordinator? And how should regional coordinator be positioned in AIESEC MoC?

2) Imagine you are the Regional Coordinator for the Northern Region Eastern Region and Southern Region (including Mid-West), you have 1-2 pages for each region (this question should take you 3-6 pages) and all your creativity to explain the following:

• Simple SWOT analysis of the region

• Detail oGIP analysis of the region

• You may also include other program analysis, but not necessary

• What are the key bottlenecks for the region?

• What are the key focus for the region in 2014-15

• What is your communication plan to deliver your key focus?

MC VP LCD


Function RealityMC VP TM

Strategies and Key Project• Strategic development

- X+T with both GCDP and GIP. - Powerful Experience studies to

identify powerful experience for different student market.

- Rotation to oGIP to create a new profile and development path for oGIP members.

• Sustainable development- TM NST empowerment;- VPTM empowerment; - TM Process guidance esp. in

general process induction, Talent Induction and Talent Selection;

- Cooperating with New Leaders in LLC programs, Talent Selection and Coaching.

• Other projects in Talent Development- Sales development program with

ELD function;- H.O.P. program to provide

international and internship opportunities to members;

- NTT empowerment;- Conference cycle management - IYLS, the first international

conference led by AIESEC MoC on leadership development.

TM in Numbers(Jun 1-Dec. 20)✓ Membership scale: 3500 (estimated);✓ Autumn TMP application: 11000✓ No. of TMP: 837;✓ No. of TLP: 579;✓ NPS of TXP: With very low response rate,

there’s no valid data for NPS;✓ X+T: 500 (estimated for the whole year);

Function RealityTM is spl i t into TM and TD(talent development) this year as Talent Development becomes the National Driver the first time in AIESEC MoC. With more resources invested into Talent Development area, MC 1314 term is shifting it’s direction from performance-oriented to more talent-oriented. It’s also the first time we clarified the position of TM as not only a pillar function but also a product function that is overall managing TMP/TLP products.

Challenge and bottleneck- Function understanding and talent

capacity in TM- Business intelligence in TM- Unbalanced entity development

situation- MC-Local communication and

implementation


Job DescriptionMC VP TM

• AIESEC MoC talent management representative;

• National strategy decision making, implementation and coaching;

• Drive talent capacity to enhance organizational efficiency and performance;

• Develop and deliver diverse talent development programs like X+T, H.O.P and LEAD;

• Develop talent management process to ensure HR capacity for organization development;

• Overall TMP/TLP management and quality control;

• National leadership pipeline management;

• Local VP TM and TM NST empowerment;

• National education cycle management and NTT management;

• National learning partner and heading for the future partner management;

The candidate should have previous experience matched with one of the following three:✓ LCP/MC Experience; ✓ TM NST Chair Experience; ✓ NTT Chair Experience + LC

VPTM Experience; With capacity required as below:✓ Excellent organization

understanding✓ Excellent team management

capacity✓ Excellent strategic and

analytical thinking

✓ Excellent product understanding and marketing capacity

✓ Excellent communication skills✓ Excellent multi-tasking and

prioritization skill✓ Excellent emotion and pressure

management skill✓ Excellent resource

management✓ Good HR management

knowledge✓ Good customer-centric mindset ✓ Good facilitation, training and

coaching✓ Good partnership management

• Member efficiency• Overall organization retention rate• Overall organization selection rate

• No. of TMP/TLP• NPS of TMP/TLP • Percentage of X+T among

Membership

JD


MoS & KPI

Questionnaire


1. Please review TM in AIESEC MoC in the past 5 terms (from 09/10 to 13/14) and draw a picture to demonstrate the positioning of TM in Term 14/15.

2. Please list the 3 biggest issues related with Talent Management and Development that’s limiting AIESEC MoC in achieving it’s 10 years’ vision. What’s your corresponding strategies towards the issues?

3. How are you going to cluster local TMs in AIESEC MoC? What’s your focus issue and corresponding strategies towards each cluster?

4. How do you define a high-quality TMP/TLP experience? How will you make sure the organization is delivering high-quality TMP/TLP experiences that is relevant to different local markets in your term?

5. Please evaluate TM’s partner and your further plan to work with the current partners and engage more new partners(please answer what kind of new partners do you want to engage and how will you engage them).

6. Please evaluate the TM process and your focus process improvement plan in both national and local level.

7. What’s the communication gap between LC and MC? How are you going to bridge it?

8. About NST management:

1) What’s the role of TM NST?

2) What should be the team structure and your expected outcome for each position and the team?

3) How are you going to empower the team to achieve the expected outcome?

9. About NTT management:

1) Please evaluate the NTT this year;

2) How do you position the role of NTT in AIESEC MoC and how are you going to empower the team to fulfill the role in your term?

10.About X+T: How would you make EVERY AIESECer in AIESEC MoC’s BEEN ON EXCHANGE happen in 3 years?

11.How can TM support oGIP grow like never before? Please answer the Realization Number expected from each strategies /key projects.

12. How can we build up the business intelligence in TM?

MC VP TM


Function RealityBusiness Development

✓ Function Achievement & Analysis • National Partnership Development & Management

- MARS China, 100,000 RMB National Partnership with Employer Branding Solution & Talent pool building.

- Logitech China, 200,000 RMB National Partnership - Bacardi China, 100,000 RMB National Partnership - Standard Chartered, 100,000 RMB National Partnership - Michael Page, National Recruitment Partner - Education First, Confirmed 100,000 National Partner. Besides current National Partnership, we also have more than 10 potential national partner to be developed and National Partner revenue will become more and more important for MC Revenue. • Global Leaders Summit Partnership

We’ve achieved 150,000 RMB cash sponsorship and several In-kind sponsorship so far, the sales is still going on. – 100,000 RMB from Amway China– 50,000 RMB from AdMaster• Local External Relations Function Development - 9 ER function generate more than 300,000 RMB revenue in

total in 2013.- More than 2000 LC Alumni contact in LC Alumni database.

- Youth to Business Forum , Global Village & other Customized LC Event are implemented in LC Level

- 2 LCP 2014 with VP ER experience and 17 ER Function in LC level in 2014

✓ Current National Strategy implementation intro - Fully utilize alumni resources and partnership referral to

generate new external resources - National ER Principle can protect the professional image &

brand of AIESEC Mainland of China- National Partnership Coordinator team to guarantee the

delivery of National Partner - Sales Development Program aims at enhance national sales

capacity & intensity✓ Current Bottle neck of ER Function - Relatively lower sales capacity & intensity in AIESEC

Mainland of China - Unclear LC Product portfolio and value proposition to

external - Non-systematic National Product delivery process of current

delivery operation - Non-achievement in Conference sales & Event sales in both

National Level and LC Level


Job DescriptionMC VP BD

• Strategic Sales & Partnership DevelopmentTo Raise National Partner and Strategic Partner for Organizational Development.- To expand and manage Global Partners in Mainland of China.

• Strategic Product Development & Decision MakingTo identify Chinese Market needs (HR, Youth Market, CSR) and evolve national product’s relevance and strategic alignment of products and partnerships towards AIESEC 2015- To keep lead ing regional sales development through Asia Pacific synergy.

• Partnership Servicing & DevelopmentTo manage National Premium Partner and ensure contract delivery.- To implement and evolve the national account management and system.

• MC Role & MC External Relations Team CoordinationTo lead the MC External Relations team towards higher performance, delivery evolution and excellence. Includes team planning, goal setting, performance analysis, tracking, evaluation and reporting.

• LC Coaching & National Capacity BuildingTo ensure that the sales strategies and operations of AIESEC in MoC are synchronized between the MC and LCs.

Excellent in• Team management • Multitask capacity • Resource

Investigation • Sales Negotiation

• Account Management

• Product Development

• Coaching & Facilitating

Amount. of Revenue

• No.of New National Partner

• No. of Partner Retention Rate

• No. of Strategic Partner for organizational/product development

• No. of percentage of contract delivery

• No. of partner net promote score

JD

MoS & KPI


Questionnaire


1. Evaluate the past 5-years development of Business Development and present your idea about future development trend for the next 5 years.

2. Analyze the current corporate product portfolio of AIESEC in Mainland of China. What's our core competitiveness and constraints and how would you deal with them? Please identify key improvements that shall be done for the next term.

3. Please do SWOT analysis to ER Function in MoC in terms of National Partnership Management & Local ER Capacity Building.

4. Predict your main three challenges if got elected and give solutions as well.

5. How would you manage the BD team? How would you ensure synergy with your MC teammates? Draw a chart of your collaboration with other teammates in MC Mainland of China.

6. Please create a potential national partner prospecting list( at least 10 companies listed) and analysis :

(1) What is the product & solution AIESEC will provide

(2) value proposition to the partner

(3) the way you can reach the key decision maker.

7. MARS has been partner with AIESEC Mainland of China for 6 years. This year, MARS is not satisfied with the contract delivery & the result we achieved, so they want to stop partnering with AIESEC. As MC VP BD, what is your strategy and action step to keep MARS as National Partner and expand the partnership to Wrigley(箭牌) in Guangzhou.

8. What is your strategy and key project to start Business to Business Marketing for National Partnership ?

9. In your point of view, what is LC ER Positioning and what’s the biggest challenge of LC ER Capacity empowerment and your solution towards it.

MC VP BD


Job Description

• Strategic Sales & Partnership DevelopmentTo Raise National Partner and Strategic Partner for Organizational Development.- To expand and manage Global Partners in Mainland of China.

• Strategic Product Development & Decision MakingTo identify Chinese Market needs (HR, Youth Market, CSR) and evolve national product’s relevance and strategic alignment of products and partnerships towards AIESEC 2015

• Partnership Servicing & DevelopmentTo manage National Premium Partner and ensure contract delivery.- To implement and evolve the national account management and system.

• MC RoleTo support MC Team through relevant networks and external support.

• LC Coaching & National Capacity BuildingTo ensure that the sales strategies and operations of AIESEC in MoC are synchronized between the MC and LCs.

Excellent in• Multitask Capacity• Working efficiency• Resource

Investigation • Sales Negotiation

• Account Management

• Product Development

• Coaching & Facilitating

Amount. of Revenue

• No.of New National Partner

• No. of Partner Retention Rate

• No. of Strategic Partner for organizational/product development

• No. of percentage of contract delivery

• No. of partner net promote score

JD

MoS & KPI


MC BD Manager

Questionnaire


1. Evaluate the past 5-years development of Business Development and present your idea about future development trend for the next 5 years.

2. Analyze the current corporate product portfolio of AIESEC in Mainland of China. What's our core competitiveness and constraints and how would you deal with them? Please identify key improvements that shall be done for the next term.

3. Please do SWOT analysis to ER Function in MoC in terms of National Partnership Management & Local ER Capacity Building.

4. Predict your main three challenges if got elected and give solutions as well.

5. Please create a potential national partner prospecting list( at least 10 companies listed) and analysis :

(1) What is the product & solution AIESEC will provide

(2) value proposition to the partner

(3) the way you can reach the key decision maker.

6. MARS has been partner with AIESEC Mainland of China for 6 years. This year, MARS is not satisfied with the contract delivery & the result we achieved, so they want to stop partnering with AIESEC. As MC VP BD, what is your strategy and action step to keep MARS as National Partner and expand the partnership to Wrigley(箭牌) in Guangzhou.

7. If you are in charge of Youth to Business Forum in MoC, how will you make evolution towards this product and generate revenue from Y2B in both LC Level & MC Level.

8. In your point of view, what is LC ER Positioning and what’s the biggest challenge of LC ER Capacity empowerment and your solution towards it.

MC BD Manager


Job DescriptionMC VP MarComm

• Marketing

• B2C Product Development:

• Product Package, ELD Event, etc.

• Channel Management:

• official website, Digital Media & offline channel.

• Brand Management:

• AIESEC MoC Visual Identity

• Public Relations

• Strategic Media Partnership Development

• Communication for Non-Profit sectors

• Reporting and Communications

• PR Crisis Management

• Micro Experience

• EwA Activity Audit.

• LC Coaching & National Capacity Building.

• Support MC and Conference for all kinds of Promotion and Visual Design.

• Market Analysis• Brand Management• Effective Communication• Public Relations• Event Management• Crisis Management• Proficiency in writing &

design

• No. of Products Applications • No. of Participants • No. of Media Reports &

partnership.• No. of networking events with

non-profits organization• No. of AIESEC MoC’s

participation in networking events

JD

MoS & KPI


• Marketing:•TMP App(2013):19,000+•GCDP App(2013): 11,000+•GIP App(2013):4000+

• Channel Management: • website launch: aiesec.cn• Weibo Fans: 27,000+• Wechat Fans: 7,400+

• PR:• Media Reports(2013):

1,000+• Local Capacity Building

• 10+ NST • 20+ LC KM system

Function Reality

1. MC VP MarComm Rolea. Please review Marketing Communications in AIESEC MoC in

the past 3 terms (from 11/12 to 13/14) and present your idea about future development trend for the next 5 years. How could you improve the current situation in your term ?

b.What are your viewpoints about the relationships between MC ,NST & LC VP MarComm ? What’s your NST structure? and In order to achieve the collaborative goal, what will be the essential basis ?

2. Branda. What brand strategies would you create ? How would you

implement these strategies ? b.Choose 5 great brands in China (Both Global or Local): what

can AIESEC learn from them in the context of their Marketing and PR strategy ?

3. Function Synergya. Please analyze our ELD products in STP & 4P frameworks.

and your strategy to support ELD products. b. Please create oGIP strategy from MarComm perspective

according to customer flow. you should use one page for that.

4. “Engagement with AIESEC ” Please evaluate current marketing strategy of AI, and review MoC’s. What is your customize strategy for MoC in 2014-15?

5. “Big AIESEC online”a. Compare the current MoC IT infrastructure (Salesforce,

aiesec.cn) with the global one (OP, ORS, GIS - in the future, CustomerGauge)

b. List the challenges and the potential solutions for future alignment. ans List the proposal of how to cooperate globally to make the investment and system development efficient and sustainable.

6. PRWith an analysis the status quo of AIESEC MoC on the communication with media and non-profits organization, answer the following questions in one page: a. What should be achieved in public relations?What kind of

media and non-profit organization should be targeted and why?

b. How are you going to utilize the current resources or explore more opportunities to achieve your PR goal, please explain the key projects and the tactics used in the future.

7. Basic Skillsa. Please design one logo & poster for oGIP product

“Engineering Talent”.b.Please create one promotion video for oGIP Product

“Business in BRIC” .c. Please write one media report for “National Y2B” in Chinese.

MC VP MarComm


Questionnaire


Function RealityMC VP IM

1. Current Strategy

• Carry on the strategy from last year which is "Process Optimisation" to empower high efficiency in exchange working process so that MoC can grow more sustainably.

• Empower Local Committee to understand what kind of role IT infrastructure can play in an organization.To empower them to utilise the current IM tools first,like salesforce.Then to inspire them to customize the current IM tools to their own LC which is possible in 2-3 years.

2.Ongoing Implementation Project

• Membership Center Development

• EP Online Payment. Speed up the process from EP raise to form status change.

• EP Refund Process Optimisation. You can find more info in AIESEC Wiki,"IM Newsletter 12-06-2013"

• AIESEC Planet Integration. EP can check AIESEC Planet in Membership Center.It is like an internal website to which every EP can also contribute to it by submitting their own reports.

• Sals App 2.0

• Re-design the system and integrate it more with salesforce to empower more local sales talents

• Trainee System 2.0

• Salesforce customization .

• Customize salesforce for National/Local ER purpose.Easier to stay in touch and deliver the promises with our partners.

• Re-customize Online Registration System

• KM System Exploration

• searching for a new KM system for national/local knowledge management

• AIESEC wiki will be the platform to re-present the KM stored in the system.


Job DescriptionMC VP IM

• Communicate with other MC VP to cooperate on the function process optimisation accordingly.

• Educate local level to utilise the current IM platform,salesforce etc.

• Empower local level to customize the current IM platform to LC usage.

• Maintain the accountability of current IM platform.

• Communicate with AI to implement AI IM strategies accordingly.

• Provide IT solutions/IT support to other functions if they need.

• Knowledge Management (This year is under IM)

• Excellent in• Communication Skills• IT trend knowledge• Strategic Thinking• Project Management Skills• Fast Learning

• Good In• Presentation Skills• Database Management Skills• Multi-tasking

• Average in • Interactive/Interface Design• Knowledge of Salesforce

• Basic in • Programming Knowledge

• # of Active Users on Salesforce.

• Average Delivery time of Each X Function.

• Average exchange realization generated by each member

• OGX NPS score on match.

JD

MoS & KPI


Questionnaire


1. Evaluate the current reality of AIESEC Mainland of China.Where do you see the bottlenecks and what will be your priorities and strategies as VP IM.

2. List all the current information system that AIESEC Mainland of China has.How would you evaluate them?Where do you see the bottlenecks?

3. Please give a good case and a bad case of new IT infrastructure implementation in enterprises.Analyze the key reasons of both success and failure behind them and explain how you would bring the learning to AIESEC as a VP IM.

4. Highlight the key strategies you would use to ensure education on current information system to local level.

5. Do you think in 2-3 years each LC will have a LC VP IM?Why?If yes,what kind of JD you would define them?

6. IM evolve membership efficiency by optimizing the process. IM launch EP online payment to speed up the EP payment&refund process.If you were going to optimize part of the exchange process in ELD function.Which function and which part will that be?How would you do it? of your collaboration with other teammates in MC Mainland of China.

7. What is the AI IM Strategies this year?

1) What trend you foresee in the future?

2) What would that affect IM in Mainland of China?

3) How you would take the advantage of the trend for the development of IM in MoC?

MC VP IM


Function RealityMC VP Finance

Term 1314 for MC VP Finance is determined to address the following financial or finance-related issues:• Revolution in MC-LC financial model:

• Replace revenue split with budget contributed LC Fee Model, to enable healthier financial management

• Initiate funds system, to support talent development• Modify distribution model, to involve more entities and

better allocate financial resources• Enable BD/ER revenue to contribute more and better to

national plenary• Modification in conference financial model:

• Address solution for continuous financial loss in national conferences

• Initiate regional financial funds with structured policies in Regional Induction Conferences

• Amend MC-OC contract templates• Establish conference financial auditing system

• Enhancement in financial accountability:• Implementation of online payment for OGX• Integrate local financial process into plenary financial

management, to enable professional external auditing• Structure local financial report auditing system

• Set up user-friendly financial reporting from MC to LC• MC budgeting and accounting system redesign• MC Finance department structure update

• Education in financial awareness to national plenary• “Financial Sustainability” Education in national conferences

(NLTC and NPM)• Finance sub-committee representation in finance-related

proposal in NLM.• Renovation in legislative mechanism

• Update legislative process, including fixed timeline, proposal checking and proposal format standardization

• Compendium amendments, including re-structure, diction, proofreading and cross-checking.

• Set-up of risk management system in MC• Risk assessment• Crisis prevention measures• Crisis reaction mechanism• SOS International cooperation management

• Registration of trademarks, to safeguard organizational intellectual property.


Function RealityMC VP Finance

Nonetheless, there are still some other crucial issues to tackle or steps to follow up after this year’s efforts, which may lead to the direction of term 1415:

• LC financial management coaching and consultancy

• All-round risk management system building (LC part)

• Long-term solution for conference financial model (source of revenue part)

• National Funds management

• Organizational financial transparency enhancement

In the end, nothing weighs more important than sustainability, and financial sustainability underlies the built-to-last of the organization.

Current MC Finance Structure

Accountant NST(5)Administration

Group

MC VP Finance

Financial Board

LC LCLC

MC VP Finance

LC LCLC

Future MC Finance Structure


Job DescriptionMC VP Finance

ü MoC financial management:

-MC budgeting

-MC bookkeeping

-MC financial control

-MC financial reporting (to MC, BoA and National Plenary)

-MC financial review (ROI analysis)

-MC-LC Balance

-National funds management

-Lead Finance Sub-committee

-NST management

-Yongyou system maintenanceü National legislation:

-Lead Legislation Sub-committee

-MC proposal submission for legislation

-National Legislative Fair responsible

-National Legislative Meeting responsible

-Compendium MC final responsibleü Organizational legality:

-Law consultancy final responsible

-Trademark reg is t ra t ion and IPR safeguarding

-Entity legal status related

-Taxation

-International MC visaü Risk Management

-Regular MC risk assessment

-MC crisis prevention measures building, review and update

-MC crisis reaction mechanism building, review and update

- S O S I n t e r n a t i o n a l c o o p e r a t i o n management

ü LC VP Finance coachingü MC Administration

• Excellent in• Strategic and analytical

thinking• planing and tracking• accounting skills• financial management skills• accountability• administration skills

• Complete and accurate financial reporting

• Financial sustainability achievement

• Return on Investment

JD

MoS & KPI


Questionnaire


1. Evaluate current MC budgeting and accounting structure. Offer suggestions on improvements for the convenience of financial review.

2. Brief the year-on-year financial performance in past three years. What trends can you generate from it?

3. Conduct a financial analysis on the first half year of MC1314 based on the half-year financial report.

4. Make a cost analysis on current exchange products, and propose your ideal pricing model.

5. Read through all LC Financial Report of December 2013,

outline a summary of current LC financial status in MoC, and propose direction for next year in LC financial coaching

6. Learn about the financial model in AIESEC International, and make a comparative study between it and that in MoC.

7. Share your understanding on how BD/ER revenue can contribute to the network?

8. Learn about AI Compendium, and propose amendments to Global Compendium in terms of structure.

MC VP Finance

It’s Now or Never,Challenge Accepted !