Candidature  for  Local  Committee  President    ANIRUDH  DEEP  

 

 

 

   

   

   

Personal  Questions  First Name Anirudh

Surname Deep Date & Place of Birth 22nd September 1991 , Doha Qatar

Permanent Address B.8 Leelavathy Apartments, 5 Prakasam Street, T.Nagar, Chennai -34 ,India

Mobile Number +91 74010 41882 +91 91762 42780 +974 6670 7580

Primary & Secondary Email anirudh2291991@gmail.com anirudh_229@hotmail.com

Current Position in AIESEC Chennai Vice President Finance College & Course Loyola College, Bachelor’s in

Commerce NIT , Diploma in Finance and Tally

Academic/Professional  Experiences  Academic     Period   School/University   Grade/Percentage  10th  C.B.S.E.       2007   M.E.S.  Indian  School   76%  12th  C.B.S.E.   2009   M.E.S.  Indian  School   88.8%  Undergraduation  B.com  

2009-­‐  Present   Loyola  College   63.5%    

 Position   Period   Experience  Supervisor  –  Asian  Games  2006  -­‐  Tennis  

August  ‘06  –  January  ‘07   • Handling  a  team  of  30  people  and  training    them.  

•  Supervisory  Skills  and    Accountability  to    senior  officials  

Sales  Manager  –  Fab  India  –  Qatar    

July  ’07  –  Sep  ‘07   • Managing    the  sales  for  Fab-­‐  India  in  Qatar  • Increasing  Sales  by  a  margin  of  13%  during  my  tenure  by  innovating  around  the  sales.  

Finance  Manager  –  Globcon    

April  ’09  –  June  ‘09   • Stabilizing  the  finances  for    the  firm  and  ensuring  

   

   

Logistics  -­‐  Qatar   receivables  were  traced  • Management  of  invoices  

and  bills.  Protocol  –  Kainat  Foundation  -­‐  Qatar  

June  ’07  till  date   • Guests  relations  • Security  of  the  Venue  for  

the  event  Chief  Financial  Officer-­‐  SMACK  -­‐  Qatar    

 

Jan  ’11  till  date   • Budgeting  and  Budget  Control  

• Strategic  Analysis    of  all  sporting  events  facilitated  by  SMACK  

 2.  Please  give  a  list  of  your  unaccomplished  objectives  in  the  organization.  

 

           

3.Mention  your  5  weaknesses  that  come  in  your  way  to  be  the  perfect  leader.  Also,  mention  two  of  them  you  want  to  abandon  and  one  you  want  to  carry  forward  as  an    

 

 

 

 

 

 

 

 

There  is  only  one  unaccomplished  objective  I  have  had  in  the  organization  and  that  is  to  represent  this  local  committee  as  LCP  at  the  international,  national  and  local  level.  I  have  no  regrets  about  this  organization  and  the  experience  it  has  provided  me.  I  am  not  perfect  but  I  am  passionately  curious  to  learn  and  gain  more  from  what  it  has  to  provide  me  and  in  return  provide  it  with  the  best  of  my  capabilites  and  potential  

Weaknesses  –  One  man  army  ,Very  Hardworking,  A  Perfectionist,  Mutlidimensional  Thinker,  Emotional.  Hardworking  and  Multi-­‐dimensional  –  These  are  two  qualities  which  when  acquired  are  the  best  for  a  leader  to  work  with  as  then  both  the  internal  and  external  stakeholders  are  considered  and  100%  delivery  is  ensured  to  improve  quality  of  exchanges  provided  One  man  Army    -­‐    This  is  one  quality  I  have  to  rid  myself  of  as  it  is  very  oriented  to  the  role  of  a  financial  controller.  But  yes  it  has  worked  positively  so  far  and  I  have  not  seen  any  bad  phases  through  it.  Infact,  it  has  enabled  one  to  stand  out  with  genuineness.  

   

   

4.  When  was  the  last  time  you  thought  of  leaving  AIESEC?  

5.  What  inspires  impresses  and  influences  you  in  life?  How  can  you  make  sure  you  don't  influence  or  impress  rather  inspire  as  a  leader?  

 

                       

6.  What  is  the  difference  between  ethics  and  objectives?  Give  instances  when  each  of  them  breaks  the  equilibrium  of  an  ideal  state  of  their  co-­‐existence  

7.  Enlist  your  three  major  regrets  in  life.  (Not  in  AIESEC)  

Dec’09.  But  I  came  across  a  belief  “Be  the  architect  of  your  future  not  the  prisoner  of  your  past”    I  chose  to  get  up  when  I  fell  and  I  grew  from  then.  I  want  to  finish  strong.    

Inspiration  –  Hardworking,  good  orator  ,Impressesionable  –  Proactive-­‐ness,  Influencial  –  Emotions  and  Personal  Touch.  I  don’t  intend  to  influence  or  impress  members  based  on  how  I  am  or  who  I  am,  I  tend  to  inspire  by  them  by  what  I  do  and  how  I  do  it  and  why  I  do  it.  It’s  a  very  common  notion  that  one  doesn’t  believe  in  what  you  do;  one  believes  in  why  you  do  it.    

Ethics  are  the  morals  behind  every  decision  that  a  firm/organization  carries  forward.  Objectives  are  the  tangible  goals  of  an  organization  that  are  measured  in  monetary  terms  or  statistical  reports.    Quality  Manager  :  “  Man  we  have  only  6  spaces  in  our  flats”  Finance  Manager  :  “  Dude  ,  Accommodate  2  more  please.  We  can’t  afford  to  get  another  one”.  There  is  no  mistake  here  but  unplanned  delivery  can  always  disrupt  the  co-­‐existance  of  both.  But  It  is  a  very  firm  understanding  that  the  stakeholder  is  always  right  and  has  to  be  provided  with  a  good  experience  through  the  product  to  ensure  satisfaction.    

1. Qatar  National  Athletics  Team  –  Not  being  able  to  continue  with  them  because  of  academics  

2. Travelling  –  Being  unable  to  visit  a  lot  of  countries  because  of  college  constraints.  3. Public  Speaking  –  Being  unable  to  be  a  very  good  orator  has  been    one  of  my  biggest  

regrets  and  I  believe  AIESEC  has  given  me  the  opportunity  to  improve  on  it.  

   

   

The  AIESEC  Experience  

1.  In  a  chronological  order,  list  your  experiences  on  various  stage  of  AIESEC  Experience  better  defined  in  the  form  of  roles  and  responsibilities  taken  in  the  organization.    

Positions   Year/Conference   Description  and  Achievements  Exchange  Manager  –  GCDP/GIP  OGX  

Aug’09  –  Jan  ‘09                                

I  came  in  to  AIESEC  as  a  manager  of  OGX  after  an  amazing  NLDS  and  I  learnt  the  Following  –  -­‐  Understanding  the  operational  and  functional  aspects  of  AIESEC  -­‐Various  Processes  of  the  Exchange  Function  (R-­‐M-­‐R)  -­‐Convincing  and  Marketing  Skills  -­‐  Team  Work;  a  very  important  aspect  of  every  member  is  to  work  together  in  a  team  and  this  experience  taught  me  to  work  in  a  team  and  understand  various  perspectives  of  the  same.  A  feeling  of  passion  and  commitment  was  formed  in  me  for  this  organization  and  it  has  never  gone  since  then.  

Organizing  Committee  –  External  Relations  and  Communications  

Oct’09  –  Dec’09   This  term  as  OC  VP  ER  &  C  proved  to  be  one  my  most  challenging  terms  yet  a  biggest  learning  in  my  experience.  I  learnt  about  

-­‐ Issue  of  Child  Rights  -­‐ ER  Markets  -­‐ NGO  Markets  -­‐ Educational  Markets  -­‐ Media  and  PR  Agencies  Also  I  developed  my  skills  in    -­‐ Project  Conceptualizing,  Planning    -­‐ Proposal  Creation  -­‐ Product  Packaging  -­‐ Selling  -­‐ Working  with  deadlines  and  under  

pressure  -­‐ Optimum  Utlization  of  Resources    

     

   

   

Brand  Manager  –  GCDP/GIP  OGX  

Jan’10  –  June  ‘10   This  experience  provided  a  platform  for  interaction  with  media  houses  and  PR  agencies  on  a  higher  gage.  Being  a  team  leader  and  being  able  to  handle  ten  members  and  ensure  that  they  are  given  AIESEC  knowledge  and  are  able  to  allign  to  the  organization.  

Exchange  Participant  –  CEED  -­‐  Qatar  

April’10  –  June’10   Worked  in  the  fields  of  :  -­‐ Talent  Management  and  Recruitment  -­‐ External  Relations  and  GIP  ICX  -­‐ Conceptualization  of  Products  like  

Youth  to  Economic  Forum  It  improved  my  skills  in              -­‐          Global  Environment  Understanding  

-­‐ International  Markets  -­‐ People  Management  

Vice  President  Finance  

June  ’10  -­‐  Present   As  a  Vice  President  and  as  the  chair  for  the  Finance  Task  Force,  I’ve  had  invaluable  learning’s  in  2010  and  2011  

• Comprehensive  understanding  of  Finance  as  a  portfolio  and  its  role  as  the  blood  of  the  organization  

• Operations  Management  of  the  LC  • Financial  Planning  and  Management  • Budgeting  and  Budget  Control  • Financial  Tracking  • Bank  and  Cash  Management  • Income  Generation  and  Cost  Cutting  

Methods  • Effective  optimum  utilization  of  

resources  • Complete  understanding  and  clarity  in  

all  the  portfolios  and  programmes  of  the  organization  

• Importance  of  Synergies  between  exchange  and  exchange  support  functions  

• Mentorship  and  Guidance  • A  comprehensive  understanding  of  

AIESEC  and  AIESEC  in  Chennai  

   

   

       

• Risk  Analysis  • Handling  the  Management  Body  and  

Delivering  Knowledge  Management  Sessions.  

Executive  Body  Coordinator  –  JLC  ‘10  

July’10   The    experience  of  being  able  to  organize  and  ensure  the  conference  was  run  completely  without  any  hick-­‐ups  in  a  very  short  span  of  time.  A  brilliant  experience  being  a  new  member  on  the  executive  body.    

Facilitator       NLDS’10   This  was  my  first  experience  to  facilitate  the  National  conference  and  it  taught  me  a  lot  about  Group  dynamics,  and  was  a  great  opportunity  to  interact  with  new  recruits  of  AIESEC  Chennai  

Facilitator     NLDS’11   This  being  my  second  experience  was  a  lot  more  helpful  in  terms  of  delivering  knowledge  and  training  to  new  recruits  across  the  AIESEC  India  network  and  helped  understand  the  working  condition  of  LC’s  across  the  network  and  acquire  a  lot  of  positive  working  strategies  

Chair  –  National  Finance  Support  Team-­‐  IM  

Oct  ’11  -­‐  Present   This  experience  involves  :  -­‐ Revamping  of  the  Standard  Charter  of  

Accounts  -­‐ Revamping  of  the  Standard  Operating  

Procedures  -­‐ Information  and  Knowledge  

Management  in  the  fields  of  Finance  -­‐ Closely  working  with  the  Member  

Committee  Vice  President  Finance  Chief  Delegate   NSC  ‘11   Conceptualizing  the  goals  and  vision  for  

AIESEC  Chennai  and  being  able  to  play  a  proactive  role  in  the  National  plenary  representing  this  prodigious  local  committee  rebuilt  my  passion  and  commitment  for  this  chapter  

   

   

2.  List  of  the  conferences  you  have  attended.  Year   Conference   Location   Role    2009,2010,  2011  

NLDS   Silvassa,  Jaipur,  Silvassa  

Delegate,  Facilitator,  Facilitator  

2010,  2011   JNC   Silvassa  ,  Jaipur   Delegate,  Delegate/Facilitator  2011    

NLS   Delhi  –  Jaipur  Highway  

Delegate  

2011   NSC   Silvassa   Chief  Delegate/  Facilitator  

Dec  –’09,’10  July  –  ’10,’11  

Local  Congress  

ECR,ECR  ,  ECR  ,  Mahabalipuram  

Delegate,  EBC/Facilitator,  Facilitator  ,  Facilitator  

 3.  Your  5  key  specializations  in  AIESEC.  Mention  tangible  achievements  for  each  of  them.    Key  Specialisations   Tangible  achievements  Exchange  Management    While  handling  OGX,  I  was  given  a  target  of  6  raises  for  the  

first  6months  and  it  was  over  shot.  (10-­‐2-­‐2)  Financial  Management   Debt  Clearance  (Rs.  7.83  lakhs)  

Bank  Management  (Growth  from  20,000  –  2  lakhs)    People  Management   Conceptualizing  the  Competency  Model  for  AIESEC  Qatar,  

which  was  used  in  AIESEC  Chennai  also.  Recruitment  Models  and  PI  Modules.  

Marketing  and  Brand  Management  

During  my  term  as  Brand  Manager,  I  was  given  a  target  of  setting  up  relations  with  media  houses.  I  had  5  articles  issued  in  3  weeks.  (2  in  The  Hindu,  1  in  TOI,  1  in  DC  and  1  in  NXG)    

Facilitation  and  Skill  Training     -­‐ Having  been  to  13  international,  national  and  local  seminars  and  conferences,  I  have  had  the  opportunity  to  facilitate  in  most  of  them.    

-­‐ Skill  Building  by  providing  sessions  on  Financial  management,  Soft  Skills,  People  Management,  Mentorship.  

-­‐ Being  on  the  executive  body  for  two  years  has  given  me  both  experience  and  expertise  in  skill  training  through  departments  meets,  MB  Training,  LTS,  NLDS  and  FTF’s  

       

   

   

           AIESEC  Experienec  in  Successes  and  Failures    Successes   Failures  

Debt  Clearance  and  Being  able  to  recruit  the  first  batch  of  Debt  Free  New  Recruits  

Synergies  between  CIM  and  other  portfolios  during  my  term  as  Brand  Manager.  

Being  able  to  mentor  and  guide  the  Management  Body  and  facilitate  MB  training  and  Knowledge  Management  sessions  for  them  

During  my  term  as  VP  F  creating  a  Fixed  Deposit  of  4  lakhs  to  ensure  sustainability  of  DT  Projects  

Being  able  to  motivate  and  guide  the  executive  body  during  their  times  of  need  and  when  required  both  personal  and  professional  guidance.    

Being  unable  to  raise  a  lot  of  funds  for  Balakalakaar  2009.  

                               

   

   

   5.  If  we  have  to  add/remove/replace/evolve  stages  in  the  AIESEC  Experience,  probably  if  any,  what  will  that  be?        

   

 

 

 

 

 

 

 

6.  What  are  your  opinions  on  the  revised  AIESEC  Experience?  Mention  changes  if  any      

 

 

 

 

Engagement  and    Allignment  with  AIESEC  (EWA)  

Experential  Leadership  Development  (ELD)  

Life  Long  Connection  (LLC)  

Members  who  are  recruited  need  to  have  organizational  allignment  and  understanding  before  they  are  put  into  ELD’s  to  ensure  there  is  a  proper  expectation  setting.  

TLP,TMP,GCDP,GIP  are  well  defined  programmes  and  are  product  oriented.  TLP  and  TMP  involves  a  member  to  be  the  stakeholder  and  the  enabler  

LLC  is  not  a  stage  it  is  a  phase  and  involves  Alumni  being  actively  participating  in  activities  through  the  new  myaiesec.net  system  

The  experiential  leadership  development  phase  allows  young  people  to  explore  and  develop  their  potential  through  different  well  defined  programmes.  The  purpose  of  this  phase  if  for  a  person  to  develop  their  competencies  of  Global  Mind-­‐set,  Entrepreneurial  Outlook,  Social  Responsibility,  Emotional  Intelligence  and  Proactive  Learning.  The  revised  AIESEC  experience  is  defined  based  on  market  segmentation,  product  understanding  and  overall  stakeholder  satisfaction.  It  has  evolved  from  the  I2A-­‐H4TF  AIESEC  experience  based  on  the  above  reasons.  

   

   

Organizational  Subsystems,  Functions  and  Processes  

1.  What  are  the  key  successes  and  failures  of  year  2011-­‐12?  Evaluate  the  performance  on  the  basis  of  the  LC  Focus  areas.  

Focus  Areas   Successes   Failures  1.Financial  Sustainability  

-­‐ Increase  in  stability  of  Finances  

-­‐ The  fund  raising  standards  were  being  redefined.  

-­‐ Defining  of  new  financial  guides  and  products  to  ensure  stability  of  AIESEC  Chennai  

-­‐ Surplus  was  generated  through  Y2B,  Balakalakaar  and  Empower  

-­‐ Cost  Centre’s  have  been  reduced  

-­‐ Funding  from  BoA.  -­‐ -­‐    NEP  and  NCEP  exchanges  

-­‐ Reimbursements    There  was  no  mechanism  to  trace  or  track  reimbursements  for  members  

-­‐ Investment  in  Membership  I  think  this  is  one  major  failure  as  we  didn’t  have  proper  financial  investments  in  membership.  

-­‐ Synergy  between  F  and  other  portfolios  

-­‐ Office  Investments  -­‐ July  Local  Congress  

Finances  were  not  in  place  and  we  incurred  a  loss  of  60,000    

2.  Operational  Sustainability  

-­‐ Base  in  GIP  markets  -­‐ NCEP  and  NEP  markets  -­‐ Quality  Management    -­‐ Stakeholder  Satisfaction  

Towards  the  last  four  months,  the  introduction  of  the  Quality  Task  Force  has  improved  our  Exchange  Quality  

-­‐ Growth  in  GCDP  ICX  A  growth  of  close  to  73%  in  GCDP  ICX  ensures  sustainability  and  stability  in  the  programme  

-­‐ Brand  Management  Social  Media  and  Mediahouse  

-­‐ GCDP  OGX    The  summer  cycle  due  to  local  realities  was  a  failure.  

-­‐ GIP  ICX  Matching  The  pool  of  EP’s  that  our  LC  required  weren’t  available  and  this  caused  a  problem  in  our  delivery.  

-­‐ Trainee  Flat  Management    Unplanned  delivery  caused  immense  losses  and  loss  in  

   

   

participation  in  all  our  events.  Provision  for  newsletter  and  reports  of  events  and  the  LC.  

-­‐ Information  Management  Well  maintained  information  to  ensure  knowledge  management  amongst  the  members  

quality    

3.  Membership     1.  Review  of  All  portfolio’s:  Review  has  happened  in  the  latter  of  the  year,  which  gave  the  clear  picture  to  members  of  Department  performance.  2.  Feedback  mechanism  for  Vice  presidents:  In  2011  feedbacks  about,  all  VPs  were  taken  which  made  members  more  free  and  gave  them  the  freedom  to  express.  3.  Members  were  insisted  to  attend  external  forums  that  gave  them  immense  knowledge  and  also  better  state  of  mind.  4.  Attendance  of  members  was  made  mandatory  which  also  helped  members  to  understand  AIESEC  better.  5.  Management  Body  Meets  A  well  knowledge  MB  ensured  delivery  and  good  processes  in  departments(both  exchange  and  support  functions)    

1.  Recruitment  in  big  numbers  2.  Induction  Process  3.  RnR  model:  The  current  Reward  and  recogniton  model  needs  to  be  changed  as  we  are  not  investing  in  members  and  this  might  result  into  Low  efficiency.  4.  Communication  with  Members:  We  still  need  to  develop  ways  of  effective  communication  for  members.  The  ways  can  be  Consistent  sms  and  calls  by  department  heads,  Proper  use  to  Virtual  sources.  Ex:  Google  groups,  myaiesec.net,  etc. 5.  Mentorship  and  guidance  Mentoring  was  not  taken  seriously  and  a  mentor-­‐  mentee  relation  was  not  carried  out.  

4.  High  Number  of  Exchanges  

-­‐ Larger  Database  of  Clients  -­‐ Quality  and  Stakeholder  

Satisfaction    

-­‐ Case  Studies  The  number  of  case  studies  made  this  year  are  very  low  and  this  has  caused  a  damage  in  the  number  of  exchanges  delivered  

-­‐ Target  Achievement  Achievement  of  Targets  in  the  GCDP/GIP  OGX  and  GIP  

   

   

ICX  programmes  was  not  carried  out  due  to  both  local  realities  and  EP/TN  pool  issues.  

 

2.  What  are  the  top  3  Focus  areas  of  AIESEC  Chennai  in  2012.  

 

3.  Compare  the  role  of  AIESEC  Chennai  as  an  LC  in  National  Association,  AP  GN  and  Global  Plenary  from  years  2007,  2008,  2009,  2010  to  what  will  be  in  2012.  

Year   National  Association   AP  GN   Global  Plenary  2007  L.C.P.  –  Shezaan  Hameed  

Leadership  Roles  Taken  :  MC  –  Piyush  Gupta  We  were  one  of  the  most  sustainable  Local  Committee’s  and  were  known  as  the  randomest  yet  smartest  bunch  of  individuals  

Was  a  local  committee  that  contributed  to  the  large  number  of  Exchanges  in  the  AP  GN  network;  which  is  the  number  one  network  across  the  AIESEC  network  in  terms  of  exchanges  

Quality  of  AIESEC  Chennai  exchanges  was  good  and  we  got  into  the  eyes  of  the  global  network  

2008    L.C.P.  –  Harish  Rajan  

-­‐ No  National  Leadership  Roles  taken  up  .  

-­‐ Debt  Creation  through  JNC  and  Recon  Payment.    

We  had  representation  at  HEROES  2008      Members  :  Bhavjoth  Singh  Anand,  Arjun  

AIESEC  Chennai  was  barely  visible  in  the  global  plenary  and  this  showed  in  our  exchange  number  

AIESEC  Chennai  

Expansions  

Client  Saksfackon  

Showcasing  Brand  Impact  

Expansions  –  SRM  ,  NIT  Trichy  and  Tanjore  to  be  utilized  as  markets  for  both  ICX  and  OGX  and  considered  as  expansion  initiatives  through  2012  to  ensure  the  sustainability  and  reaching  out  to  the  larger  masses.  

Client  Satisfaction  –  100%  delivery  and  ensuring  overall  holistic  satisfaction  of  the  stakeholder’s  needs  and  necesseties.  

Showcasing  Brand  Impact  –  Being  the  first  choice  partner  for  our  unique  leadership  and  exchange  programmes  by  being  a  global  youth  voice  as  a  result  of  creating  positive  impact  in  the  society  

   

   

-­‐ We  dropped  in  terms  of  exchanges  

-­‐ We  expanded  into  Coimbatore  as  an  official  entity  

-­‐ Impactful  Annual  Stakeholders  Dinner  J  

Chidambaram  

2009  –  L.C.P.  –  Abhijit  Sunder  

-­‐ No  National  Roles  Taken  up  

-­‐ Membership  was  built  

-­‐ Good  ER  base  set  for  2010  

-­‐ Debt  was  cleared  slowly.  

-­‐ Partnerships  with  countries  like  Malaysia  and  Phillipines  improved  the  GCDP  OGX  .  

Concentration  in  Stability  caused  us  to  get  back  into  the  global  plen  as  a  quality  exchange  oriented  city.  

2010  –  L.C.P.  –  Advyit  Varma  

-­‐ National  Roles  –  MC  –  Abhijit  Sunder  

-­‐ Best  Support  functions  in  the  country  

-­‐ Best  in  the  Student  Sector  

-­‐ Communications  was  getting  in  place  

-­‐ JXLDS  –  AIESEC  Srilanka  –  Chair  and  facilitators  from  AIESEC  Chennai.  

-­‐ International  Facilitators  for  Dec’  Lcong.    

EuroCo  2010  –  Advyit  Varma  was  a  delegate  at  this  conference  for  LCP’s  from  selected  countries.  CEED’s  to  Qatar  were  carried  out  very  successfully  

2012    TLP  –  150  TMP  –  375  BD  Funding  :  30  lakhs  Exchange  Programmes:  580    

Best  Local  Committee  driving  positive  impact  showcasing  the  brand  and  being  the  first  choice  partner  across  the  national  network    

-­‐ Creating  multiple  opportunites  for  CEED’s  and  AP  GN  conferences  like  Unleash  AP,  APXLDS,  JXLDS.  

-­‐ Being  the  best  in  the  GN  for  quality,  opportunities  and  experiences.  

 

-­‐ EuroCo  J  yet  again  AIESEC  Chennai  will  see  a  representative  at  this  conference.    

-­‐ Given  the  status  of  the  ideal  AIESEC  Local  Committee  across  the  globe.  

   4.  What  would  you  want  to  start,  stop  and  continue  in  AIESEC  Chennai  in  terms  of  the  relationship  with  and  Satisfaction  of  our  stakeholders:  Members,  Exchange  Participants,  Alumni,  Clients  and  Parents?    

   

   

           

   

   

                                 Stakeholder   Start     Stop     Continue  Membership   -­‐ Defining  proper  

job  roles  for  all  members  

-­‐ Feedback  Systems  -­‐ Recognition  for  being  a  Performer  

-­‐ Year  Calendar  

-­‐ Recruitment  in  big  numbers  

-­‐ Current  RnR  Model    

-­‐ Reviewing  all  portfolios  membership  

-­‐ Feedback  for  Vice  Presdients  

Exchange  Participants  

-­‐ Usage  of  Reception  Packages  

-­‐ Home  Stays  -­‐ Participation  in  External  Events  

-­‐ Involvement  with  X-­‐AIESECers  and  Externals  

-­‐ Laid  Back  Attitude  -­‐ Lack  of  Involvement  

-­‐ Quality  Matching  

-­‐ Preference  Based    

-­‐ Refining  of  EP’s  to  ensure  

AIESEC  Chennai  

Members  

Exchange  Participants  

Alumni  

 

Clients  

Parents  

   

   

Quality  -­‐ Market  

expansions  Alumni   -­‐ Alumni  Board  

-­‐ Mentorship  -­‐ Networking  Forums  

-­‐ Knowledge  Management  

-­‐ Usage  of  Old  Databases  

-­‐ Ignoring  Alumni  

-­‐ Funding    -­‐ Events  like  Alumni  Dinners,  Alumni  Premier  League.  

Clients   -­‐ CRM    -­‐ Strong  

Communication  

-­‐ Promising    -­‐ Unpunctuality  -­‐ Unprofessional  

approach  

-­‐ Invitation  of  Clients  as  speakers  

-­‐ Invitation  to  Events  

-­‐ Quality  Delivery  Parents   -­‐ Monthly  

Newsletters  -­‐ Involvement  in  external  Forums  

-­‐ Parent  Meetings  -­‐ Year  Calendar  

-­‐  Keeping  them  aloof  and  out  of  the  picture  

-­‐  Hardly  any  parents  relations  were  carried  out  this  year.  

                             5.  Briefly  analyze  the  current  state  of  financial  systems  in  the  LC.  How  do  you  see  the  financial  systems  evolving  in  the  coming  year,  what  would  be  the  changes  you  would  want  to  bring  about  in  the  approach  towards  the  current  thought  behind  the  financial  Management.  

   

   

                                                       6.  

Processes,  ideas  or  Initiatives  for  :    

-­‐  Financial  accountability  

Ø Proper  Implementation  of  FTF  Ø Quarterly  Review  and  Presentation  to  the  LC  Ø BOA  review  of  budget  and  incomes  and  expenses  

 

-­‐  Realistic  Budgeting  

Ø Auditor  Guidance  for  Budget  Reviewal    

Current  State  of  Financial  Affairs  

Bank  Balance  :  1,00,000  Receivables  :  1,00,000  (  NEP  exchanges)  Account  Number  :  00821000090860  ,  HDFC  Bank  

The  current  financial  systems  are  in  place  but  unplanned  delievery  has  caused  a  cashflow  problem  and  gap  between  the  inflow  and  outflow.  Budget  Control  is  consistant  and  apt  for  the  events.  Cost  Centres  identified  and  worked  upon.  Freedom  of  Control  in  finances  by  Vice  President  Finance  not  given;  this  can  cause  a  lot  of  unplanned  investments  and  losses.  For  eg:  Trainee  Flat  losses.  

Changes  in  Financial  Affairs  

-­‐ No  structural  changes  but  authority  and  responsibility  of  finances  lies  completely  with  the  Vice  President  Finance  and  Finance  Task  Force.  

-­‐ Budgeting  and  Budget  control  -­‐ Financial  Education  for  EB,MB  and  GB  on  a  monthly  basis  -­‐ E-­‐Banking  :  Internet  Banking  (  no  Third  Party  Tranfers)  to  provide  easy  

accesibility  to  the  bank  statements  -­‐ Additional  Revenus  –  Fixed  Deposits,  Short  Term  Investment  Plans.  -­‐ Change  in  approach  by  the  LC  –  A  very  laid  back  approach  by  the  Local  

Committee  can  cause  the  finances  to  look  very  shallow  and  undemanding  as  a  portfolio.  This  has  to  be  changed  to  being  more  proactive  and  consistant  feedbacks  of  the  finances  in  the  LC.  

   

   

Ø Authentication  letters  to  ensure  budgeting  is  done  

-­‐  Transparency  and  Financial  learning.  

Ø Finance  Manager  for  all  portfolios  Ø CEEDs  and  ILCEPs  for  Financial  Learning  

-­‐  Cash  tracking  

Ø Checklist  and  Cash  Invoice  and  Receipt  Generator  Ø Proper  book-­‐keeping  on  a  weekly  basis  Ø Online  Spreadsheet  to  show  incomes  and  expenses    

-­‐  Investment  in  membership.      

Ø Governing  Reimbursements  of  Members  Ø Budgeting  of  the  year  in  presence  of  VP  TM  Ø Review  of  Investment  in  Membership  

-­‐  Profit  maximization  

Ø Cost  Cutting  Ø Profit  Generation  –  Priority  of  Events    Ø Success  Criteria  –  Success  based  not  only  on  output  of  the  event  but  also  amount  

of  profit  generated  Ø Counseling  by  Externals  for  Profit  Maximization  

-­‐  Automated  financial  governance  

Ø aiesecfinance.net  is  falling  in  place  and  will  be  functional  in  a  few  months.  Ø Through  the  checklist,  financial  governance  will  be  implemented  and  in  place.  

 7.  What  should  be  done  to  improve  the  following?  v Information  

Systems  Virtual  Platform  Utilization  

Campaign  Management    

Communication  Mechanism  and  Protocols  

v Coaching  Sessions  for  myaiesec.net  

v Brand  Manager  for  every  department    

v Linking  myaiesec.net  id’s  

v Effective  Use  of  Social  Media  and  Ads  

v All  LC  campaigns  and  events  to  be  under  supervision  of  VP  C  

v Review  of  

v Implementation  of  strict  brand  environmentin  the  LC    

v Standarization  of  all  tools  

v Proper  Knowledge  Management  

   

   

with  gmail  id’s  v Usage  of  Wiki’s  

and  files  on  myaiesec.net  to  promote  Programmes  and  Projects  

Communication   Structure  v Well  Defined  and  

Structured  internal  Communication  

 8.  What  are  the  areas  where  AIESEC  Chennai  will  pioneer?    

   9.  SWOT  AIESEC  Chennai  at  the  end  of  2011.  Discuss  your  strategies  for  threats  and  weaknesses.    Strengths     Weakness   Opportunities   Threats  Ø Business  

Development  Ø Financial  Systems  Ø Client  Retention  

and  Management  Ø Implementation  

of  Projects  as  a  portfolio  

Ø Attendence  in  external  forums  

Ø Event  

Ø International  Opportunities  ;  CEEDs  and  Conferences  

Ø Investment  in  Membership  

Ø Knowledge  Management    

Ø Culture  of  the  LC  Ø Stakeholder  

Involvement  

Ø Quality  of  Experiences  

Ø Expansions    Ø Presence  in  

National  Plenary  Ø Profit  Generation  

from  Projects  Ø STAX  and  Dual  

Experiences  Ø Mentorship  and  

Guidance  

Ø Financial  Transparency  

Ø Knowledge  Management    

Stakeholder  Saksfackon  

Operakonal  and  Strategic  

Management  

Global  Leadership  

   

   

Management  Ø People  

Management  

Ø Virtual  Platform  

 Strategies  for  Threats  and  Weaknessess  Threats:  Financial  Transparency  :  Refer  question  5  and  6  of  part  3  Knowledge  Management  :  Knowledge  games  at  LCMs  and  compulsory  attendence  at  LCMs  Weaknessess:  International  Opportunities:  Brilliant  IR    from  the  beginning  of  the  year  to  create  better  opportunities.  Membership  Investment  :  Refer  question  6.  Culture  of  the  LC  :    Motivating  by  example  i.e.  positive  and  proactive  leadership.  Stakeholder  Involvement:  Parent  and  Trainee  Involvement  is  minimal  here  and  this  culture  has  to  be  cultivated  from  the  start  of  the  year  through  parent  meetings  and  invitation  to  our  events  and  members  cultivating  the  same  feeling  in  their  parents  and  our  trainees.  J        10.  How  will  you  ensure  growth  in  External  Relations  next  year?  Give  a  list  of  your  suggested  ER  products  with  corresponding  potential  market  DIFFERENT  from  year  2011  for  2012.  Growth  In  External  Relations    

§ Client  Retention  § Renewing  Partnerships  § Year  Long  Partnerships  § Pre  Planning  by  VP  ER  and  EBC  ,4  months  prior  to  the  event  § Market  Based  Events  § Defining  new  products  by  VP  ER  and  VP  C  § Virtual  Platform  Selling  § ER  Cell  and  proper  job  roles  definiton  § Inkind  raising  § Specific  Engagement  Plans  with  BoA  

 “  The  more  the  sellers  ,  the  more  the  funding  and  the  branding”  

   

 

   

   

Products   Description  

Social  Media  Partnerships   -­‐ Ad’s  on  our  Facebook  page/  Linked  In/  Twitter  groups  to  educational  based  firms.  

DT  Projects     -­‐ DT  projects  that  allign  with  the  C.S.R.  focus  of  companies  are  to  be  sold.  

Virtual  Platform  Selling   -­‐ Website  space  to  be  sold  more  rigourously    

Year  Partnerships   -­‐ Partnerships  with  clients  who  require  branding  at  all  our  events  and  activities.  

Impact  Week   -­‐ Initiative  for  a  week  on  different  social  issues  like  Child  Rights,Women  Empowerment,  Blood  Donation  etc  

Events  

 

-­‐ Empower  -­‐ Balakalakaar  -­‐ Youth  to  Business  Forum  -­‐ Annual  Stakeholders  Dinner  

11.  How  will  you  make  sure  that  you  are  cultivating,  developing  and  pipelining  the  middle  level  management?  How  can  you  make  your  MB  as  competent  as  your  EB?  List  down  strategies  to  ensure  HIGH  ACCOUNTABILITY  amongst  the  MB  of  2012-­‐13.  

                                                             Development  Of  MB    

1.External  sessions  for  team  management  and  leadership  will  be  given  to  MB,  which            will  also  be  an  ER  product.  2.  The  Job  role  of  the  MB  will  be  defined  in  terms  of  operations  rather  then  issues  or  departments.  3.International  opportunities  for  MB  members.  4.Insisting  MB  members  to  attend  External  Events  and  conferences  for  Clarity  of  thoughts  and  enhancing  their  experiences.                                                                                

   

   

Pipelining  of  MB:  1. More  people  in  AIESEC  means  more  people  going  for  Leadership  opportunities,  

Pipelining  of  MB  here  is  directly  proportional  to  %  of  retention  in  the  LC.  2. Task  managers:  There  will  task  managers  appointed  for  various  tasks  so,  these  

people  will  work  Prominently  for  certain  task  and  will  be  strong  Pipeline  for  the  MB.    

3. Sessions  to  conducted  by  the  EB.  

“We  do  not  know  what  we  want  and  yet  we  are  responsible  for  what  we  are  -­‐  that  is  the  fact.”  –  Jean-­‐Paul  Sartre  

ü M.B.M’s:  M.B.M.’s  will  happen  bi-­‐monthly,  and  agenda  will  revolve  around  

updates  and  Review  of  Experience.  ü As  Chief  delegates  at  Local  confrences:  MB  members  by  default  will  be  the  chief  

delegates  for  their  department.  The  Executive  board  will  decide  the  chief  delegates  after  Interviews.    Strategies  to  ensure  HIGH  ACCOUNTABILTY  in  MB  2012-­‐2013      

ü Frequent  meetings  of  MB  with  The  Executive  board.  ü Serious  repo  cautions  for  Non-­‐performance  and  negative  leadership.  ü Covered  CEED  and  ILCEP  opportunities  for  Performers  on  the  MB.

12.  Give  your  plan  to  ensure  HIGH  amount  of  personal  effectiveness  and  efficiency  in  at  each  level  of  Organizational  Structure  in  2010  in  the  order  of  LCP,  Executive  Board  Members  and  Management  Board  Members,  Project  Managers,  GB  members  and  new  recruits.     Personal  Effectiveness  in  2010  

Personal  Effectiveness:  It  is  that  capability  of  an  individual  where  he  is  capable  of  producing  a  desired  result.    Personal  effectiveness  for  AIESEC  Chennai:  It  is  that  capability  of  an  Individual  by  which  he  works  WITH  a  team  and  ALLIGN  goals  of  all  team  members  and  achieve  them.  (Which  is  NO.1.)  Role   Ways  to  Ensure  Personal  Effecitveness  LCP   ü Ceaseless  Motivation  

ü Accurate  Approach  to  Goal  

   

   

ü Know-­‐How  to  Motivate  People  ü Crisis  and  Risk  Management    ü Humbleness  and  Proactive  Behaviour  ü Conclusive  Approach  and  Constant  Self  Assesment    ü Periodic  Self  Realization  

Executive  Body   ü Repeated  Team  Meetings  ü Desired  Freedom  and  Flexibility  in  respective  portfolios  (  

Under  Brand  Surveillance  )  ü Selection  of  Suitable  and  Dedicated  Members  ü Creation  of  Competitive  Feeling  ü Mentoring  by  clients  ü Team  Member  Endorsements    

Management  Body   ü Team  Meetings  ü Assigning  motivated  people  as  a  team  ü Rewards  and  Recognition  ü Mentoring  by  EB  members  ü Knowledge  management  sessions  

Project  Managers   ü Reviewal  of  Job  Role  and  Targets  ü Certificates  by  Project  Partners  

General  Body   ü Mentoring  by  the  EB    ü Sessions  by  the  EB  and  MB  to  understand  the  relevance  of  

TLP’s  and  ELD  Programmes.  New  Recruits   ü Assigning  proper  job  roles  

ü Flowing  AIESEC  Knowledge    ü Attendance  at  local  and  national  conferences  ü Attendance  at  external  forums  and  events  ü Virtual  Presence  ü Interaction  with  Alumni  and  Internationals  ü Sessions  by  Clients  and  MC  members  ü Mentoring  by  EB  members  ü Buddy  System  

   13.  What  do  you  think  is  the  key  motivation  for  the  current  membership  and  what  are  your  plans  to  ensure  motivation  amongst  the  membership  throughout  2012?  

Key  Motivation  for  Current  Membership:  Conferences  ,  Leadership  Experiences  ,  Mentoring  and  Guidance  by  the  EB  ,  Constant  Meetings.  

Ensuring  all  of  the  above  are  carried  out  systematically  and  efficiently  by  the  executive  body  and  active  participation  at  conferences  through  interactions  and  sessions  motivate  every  member  and  provide  holistic  experiences.  

   

   

14.  How  will  you  deal  with  lack  of  adherence  to  targets  across  the  EB,  MB  and  GB?  Role     Methods  of  Tracking    EB   -­‐ Constant  Check.    

-­‐ Individual  Meets  to  understand  the  personal  and  professional  aspect  of  the  problem.  

-­‐ Target  Split  into  days  in  a  week(and  not  just  weekly)J .  

-­‐ Constant  Motivation.  -­‐ Positivity  through  Mistakes  (No  one  is  

perfect).  MB   -­‐ MBM’s  

-­‐ Accountability  and  Responsibility    -­‐ Constant  Review  of  Targets    -­‐ Mentoring  and  Guidance  

GB   -­‐ Allignment  of  Goals  and  PSG’s  -­‐ Understanding  the  why  of  the  

organization  -­‐ Learning  about  the  local  realities  and  

their  problems    15.  AIESEC  Chennai  has  faced  a  huge  problem  of  lack  of  availability  of  sufficient  ICX  supply  in  Q3,  affecting  overall  performance.  How  do  you  plan  to  make  sure  that  forms  are  being  matched  continuously  throughout  the  year?  

16.  What  are  your  plans  and  strategies  to  ensure  improvement  of  number  of  the  number  of  matches  and  overall  performance  in  the  corporate  sector?  Please  Find  Attached  in  Year  Plan    17.  How  do  you  plan  on  taking  forward  the  growth  in  the  development  sector  and  ensuring  better  performance  in  2012?  Please  Find  Attached  in  Year  Plan    18.  State  your  plans  regarding  the  Outgoing  Exchange  portfolio  and  how  you  plan  on  having  a  structured  raising  and  matching  system?  Please  Find  Attached  in  Year  Plan  

The  Pool  wasn’t  a  problem  for  AIESEC  Chennai  in  specific  but  dropped  across  the  AIESEC  India  network.  Providing  high  quality  experiences  and  case  studies  ensure  delivery  and  larger  pool  of  EP’s  throughout.  A  simple  example  for  the  same  is  AIESEC  in  Hyderabad  

   

   

 19.  What  are  your  plans  regarding  stakeholder  management?  

20.  How  do  you  plan  on  carrying  forward  the  concept  of  sustainability  started  in  the  year  2011  and  ensuring  that  each  and  every  stakeholder  is  satisfied?  Please  Refer  Answer  4.  (Organizational  Subsystems  and  Processes)    21.  How  do  you  plan  on  improving  our  brand  and  external  visibility  in  the  year  2012?    

     22.  What  are  your  plans  to  ensure  effective  management  of  membership,  talent  tracking,  appraisals,  retention  and  overall  engagement  of  members?  Process   Plan  Membership   ü Increasing  leadership  experiences  

ü Right  person  doing  the  right  activity  ü Structured  recruitment  and  induction  into  AIESEC  ü Alignment  between  individual  and  organizational  goals  

Talent  Tracking   ü Talent  Managers  for  respective  departments  to  track  member  involvement  and  activity.  

Appraisals   ü Quarterly  Appraisals  based  on  recruitment  cycles.  Retention   ü Provide  more  leadership  opportunities  

ü Create  international  and  national  opportunities  ü Conduct  sessions  about  the  essence  of  leadership  and  

Showcasing  Impact  

Measures  of  Success  

Performance  Indicators  

• Based  on  showcasing  our  stories  and  stakskcs  

• Based  on  the  delievery  of  the  AIESEC  experience  

• Based  on  tracking  health  and  driving  behaviours  

Continue.Innovate.Grow.  It  is  still  in  its  initial  stages  and  has  scope  for  a  lot  of  development  and  it  is  essential  for  someone  to  track  the  quality  of  exchanges  and  ensuring  proper  goal  setting  is  carried  out  pre-­‐realization  and  stakeholder  satisfaction  is  focussed  on.  

   

   

capacity  building  Overall  Engagement   ü Providing  learning  opportunities  through  external  

forums    ü Mentorship    ü Self  Discovery  and  Self  Realization  ü Interaction  with  interns  and  alumni.  ü Sending  members  on  exchange  

   23.  How  do  you  think  members  will  benefit  from  being  in  AIESEC  in  Chennai  apart  from  the  regular  experience  they  get?  

   24.  How  do  you  think  various  stakeholders  will  benefit  by  engaging  with  AIESEC  in  Chennai?  Mention  the  benefits  that  each  and  every  stakeholder  gets  separately.  Stakeholder   Benefits  of  Engaging  with  AIESEC  Members     o Leadership  Opportunities    

o Mentorship  and  Guidance  o Global  Learning  Environment  o National  Opportunities  o ILCEP’s  and  CEED’s  o External  Forums  and  Events  

Trainees   o High  Quality  Experiences  o Cultural  Exposure  –  Discover  India  o Job  Opportunities  o Impact  of  Global  Relevance  

Clients   o International  Work  Force  o Quality  Delivery  o Value  for  Investment  o External  Forums  Engagement    

Professional  Experience  -­‐    Working  with  a  team  around  global  and  management  issues  like  finance,  marketing,  sales,  women  empowerment  not  only  provide  an  individual  with  experience  but  also  an  upperhand  in  his  professional  career.  

Cultural  Exposure  –  Ethnic  diversity  in  terms  of  trainees  and  international  exposure  through  conferences  and  CEED’s.  “  You’ve  not  believed  it  until  you’ve  lived  it”.    

Mentorship  and  Guidance  –  Mentorship  being  a  very  strong  process  when  used  in  the  proper  manner  can  lead  to  taking  better  and  efficient  decisions  

   

   

Alumni   o Avenue  for  engagement    o Internship  Opportunities  o Job  Opportunities  

Parents     o Growth  for  Ward  o External  Engagement  Avenues  o Global  Environment  (Home  stays  for  Trainees)  

 25.  What  are  your  plans  of  investment  in  infrastructure  and  office  space?  Effective  Infrastructure  Management    BoA  Guidance  on  Office  Space  with  a  rent  of  15,000  /month  or  funded  by  external  source  i.e.  BoA,  CSG,  Clients,  Partners.  New  Office  to  be  Acquired  for  Full  Membership  .  Effective  Investment  in  LC  Laptops  and  Harddrives  by  Quarter  II  .  Trainee  Flat  Management  and  Rent  Collection  based  on  requirement(Not  Unplanned  but  very  realistic  and  not  based  on  targets  set  but  based  on  realisitic  projections)  

 26.  What  are  your  expansion  plans?  Mention  the  name  of  the  entity,  if  any  and  whether  you  plan  on  making  it  an  official  expansion  in  the  year  2012.  Please  find  attached  in  the  year  plan    27.  Mention  your  plans  to  engage  EB,  MB  and  GB  members  in  CEEDs,  ILCEPs,  International  conferences  and  X+Ls?  Role     Engagement  Avenues  EB   ü CEEDs  for  Exchange  Development  and  

future  opportunities  ü ILCEP’s  for  Transitional  Purposes(For  Eg:  

DU  for  OGX,  Hyd  for  Expansion  Initiatives  and  TN  growth,  Chandigarh  for  TM  etc.)  

ü International  Conferences  like  Unleash  to  improve  IR    

ü Create  multi  dimensional  exchange  partners  across  the  GN  through  conferences  

MB     ü CEED’s  and  ILCEP’s  being  a  part  of  RnR  Campaign’s  

ü X+L  a  criteria  for  Best  MB  member  at  December  Local  Congress  2012  

ü International  Conferences  based  on  requirement  for  IR  

   

   

GB   ü Exchange  can’t  be  made  compulsory  but  CEED’s  and  ILCEP’s  should  be  carried  out  during  holidays.  

ü International  Conferences  attendence  during  CEED’s  

   28.  Give  a  brief  outline  of  the  RnR  system  to  be  followed  in  the  LC.  

   29.  How  will  AIESEC  Chennai  fall  in  line  with  national  direction  and  the  NSC  2015  goals.        AIESEC  India  Goals    

Time   GIP  OGX  

GIP  ICX   GCDP  OGX  

GCDP  ICX  

TMP   TLP  

2011   200   1000   2000   900   7000   2200  2012   350   1300   2600   1600   12000   3500  2013   550   1900   3500   2200   20000   6000  2014   1000   2800   5000   2900   30000   9000  2015   1300   3500   6200   3500   38000   12000                    

Talent  management  Task  Force  will  present  the  plan  for  investment  in  the  membership  for  RnR  which  will  be  passed  by  the  FTF  after  a  sitting  and  thorough  discussion.  VP  F  doesn’t  plan  the  timelines  for  the  Campaign  instead  VP  TM  does.  It  shall  be  presented  at  AGM  along  with  the  VP  TM  and  VP  F  plans.  

   

   

       AIESEC  Chennai  Plan  of  Action    

 

   

 

AIESEC  Chennai:  2012-­‐13  

 1.   Comment   on   the   Culture   of   AIESEC   Chennai   2011-­‐12.   How   has   it  evolved/changed/depleted   from   the   year   2007?   How   will   you   ensure   culture   of  excellence,   dynamism,   holistic   experience,  mutual   cooperation   and   co-­‐existence?  How  will  you  LEAD  and  MANAGE  CULTURE?    AIESEC  Chennai  2011-­‐12  Improvements   Setbacks  Ø Professional  Approach  J  Ø Competetive  Feeling  Ø Impact  Oriented  Ø Capable  Membership  Ø Increase   in   Attendence   at   Meetings  

and  external  Forums  Ø Sustainable  GrowthJ  Ø Financial  AccountabilityJ    

Ø National  Participation  at  Conferences  Ø Knowledge  about  Processes  Ø Allignment  to  the  organizational  goals  

and  values  Ø National  Opportunities  Ø Jiving  L    

•  Incoming  and  Outgoing  LCP's  Review  State  of  AIESEC  Chennai  

• LCP's  Define  AIESEC  Chennai'sPath  and  set  LC  goals  • Alligning    LC  2012  growth  drivers  to  Nakonal  Direckon  

December  NPM  

• AIESEC  Chennai  get  a  planning  framework  • AIESEC  Chennai  Finalize  and  re-­‐establish  their  2015  goals  

• Porqolio  Plans  and  Growth  Drivers  NLS  2012  

   

   

 AIESEC  Chennai  2012-­‐13  Ø More  Professional  And  Accountable  towards  Stakeholders  Ø Healthy  ,  Potential  and  Motivating  Conversations  Ø Strive  for  Excellence  in  all  our  Processes  with  ethics  and  values  Ø Time  Management    Ø Jiving  J  Ø Office  and  Infrastructural  Management  Ø National  Opportunities  and  Participation  at  Conferences  Ø Sustenance  of  the  Competitive  Culture  Ø High  Attendence  at  Meetings.  Ø Allignment  and  Personal  Goal  SettingJ        Leadership  is  set  by  examples;  Proactive  ,  selfless  and  positive  leadership  only  drives  life  changing  experiences  and    ensuring  that  the  culture  of  the  Local  Committee  is  also  an  objective  of  mine  through  my  term  as  Local  Committee  Present.    Managing  the  Culture  :  Regular  Checks  by  myself,  the  EB  and  MB  and  updates  of  the  culture  in  departments  will  be  in  the  agenda  of  EBM’s  and  MBM’s    2.  What  legacy  will  you  leave  behind  as  an  LCP  for  the  generations  to  come  considering  the  year  2011?    AIESEC  Chennai  will  set  the  benchmark  for  process  management  and  will  be  the  epitome  for  creating  global  leaders  and  will  showcase  positive  impact  through  its  exchange  programmes  and  Support  functions    3.  If  at  all  you  wish  to  bid  for  a  conference  in  year  2012,  which  one  will  that  be?  How  will  you  make  sure  that  you  generate  maximum  profit  from  it  without  it  being  interfering  in  your  plans?  

RYLC  (  Regional  Youth  Leadership  Conference)    

Strategies  to  Maximize  Profits  

ü Financial  Structure  and  Budget  to  be  proposed  to  the  BoA,  CSG  and  Alumni  Board  Designing  new  ER  Products  for  National  Conferences  

ü External  Mentoring  and  Review  of  Core  OC  at  the  conference  ü Selection  of  Core  OC  based  on  the  Competency  Model  ü One  OCP  ER  specifically  for  Fund  Raising  and  One  for  In-­‐Kind  Raising    

 

   

   

 4.   Give   your   plans   ideas   and   innovations   to   ensure   that   AIESEC   Chennai   has   a   high  performing  Q1.(Please  Refer  Year  Plan)    5.  Give  department  wise  exchange  targets  for  Q1.(Please  Refer  Year  Plan)    6.  How  will  you  make  sure  that  you  are  optimizing  your  performance  as  an  LC  in  Q3  which  has  seen  a  major  drop  in  performance  throughout  AIESEC  India  in  2011?  (Please  Refer  Year  Plan)    7.  What  is  your  Theme?  

Transitioning  into  the  Energy  Era    AIESEC  Chennai  if  all  we  ever  do  is  all  we’ve  ever  done  then  all  We’ll  ever  get  is  all  we’ve  ever  got.  Its  time  we  moved  and  transitioned  into  a  high  performing  LC.  We  have  high  potential  membership,  our  processes  are  sustainable  and  well  refined.  Why  live  for  sustanence  when  you  can  grow  ?  J  Explore  and  Develop  the  opportunities  across  the  state  in  different  markets  to  achieve  the  transition  into  the  energy  era.  Lets  prove  to  the  network  we’re  more  than  just  another  local  committee.          8.  What  according  to  you  will  be  the  role  of  the  LCP  of  AIESEC  Chennai  in  Focus  Commission  2010-­‐11?  Role  of  An  L.C.P.  Nationally  are  divided  into  5  sub-­‐committee’s  :  

1. Membership    2. Legislations  and  Compendium  3. Finance    4. National  Conferences  5. Brand  Management  

 L.C.P.  of  AIESEC  Chennai  will  also  fall  under  one  of  these.  As  an  LCP  from  AIESEC  Chennai  my  role  would  be  to  provide  smart  input  and  have  high  potential  conversations  with  other  LCP’s  and  be  able  to  grasp  whatever  I  can  for  AIESEC  Chennai  and  also  give  whatever  I  can  as  smart  and  proactive  LCP  of  AIESEC  Chennai.    9.  What  is  your  plan  or  Alumni  Relations  in  year  2012?  How  will  you  make  sure  you  have  an  access  to  the  biggest  ever  pool  of  alumni?  What  structural  changes  you  need  to  have  in  OS  to  make  sure  LC  has  amazing  Alumni  Relations?  (Please  Refer  Year  Plan)  10.  What  are  your  innovations  across  all  portfolios  for  the  year  2012?  (Please  Refer  Year  Plan)    

   

   

 11.  What  is  your  proposed  Organizational  Structure  of  year  2011?  Mention  EB,  MB,  GB  structure  

   

 12.  NATCONG  2013  and  AIESEC  Chennai.  

             

         

LCP  facilitate  and  drive  goals  and  knowledge  to  the  GB  through  the  EB  and  MB  J  Teams  in  Numbers  :  EB  –  14  ,  MB  :  37  (  wil  constantly  fluctuate  based  on  the  Vice  President’s  Requirements).  Vice  President  Finance  will  also  constantly  strategically  analyse  the  operations  and  processes  of  the  local  committee.  

AIESEC  Chennai  in  NatCong  2013  will  have  the  best  processes  across  the  AIESEC  India  Network  and  will  be  appreciated  for  high  quality  experiences  delivered.  We  will  be  financial  Sustainable.  AIESEC  in  SRM  will  be  an  official  expansion.  We  would  be  the  first  local  committee  to  do  more  than  200  Outgoing  exchanges.  Our  Pipeline  for  Leadership  in  the  MB  and  EB  will  be  at  its  best  and  highest  Potential.    

   

   

   

General  Questions    

1.  Why  did  you  decide  to  run  for  LCP,  AIESEC  Chennai  for  any  other  responsibility  in  or  outside  AIESEC?  

2.  What  is  your  style  of  leadership?  How  can  you  conclude  that  what  AIESEC  Chennai  needs  is  an  LCP  like  you?  

Leadership  to  me  is  being  understanding  yet  being  proactive  and  at  the  top  of  everything.    I  don’t  want  to  influence  the  members  because  that’s  not  what  I  do.  I  motivate  through  conversations  and  action.  This  chapter  requires  a  selfless  leader  who  can  guide  and  lead  rather  than  just  lead.  AIESEC  Chennai  requires  national  direction  at  a  higher  level  and  I  know  I  can  provide  them  with  that  platform  for  guidance  at  the  local  and  national  level.  

AIESEC  Chennai  members  whether  they  understand  me  or  not,  like  me  or  hate  me  know  that  leading  this  chapter  is  my  dream  and  that  I  am  a  capable  leader.  Through  my  experiences  and  interactions  with  other  LCP’s  and  MC  members  I’ve  realized  what  this  local  committee  requires  and  I  know  I  can  deliver  and  promise  my  100%  to  this  prodigious  local  chapter  called  AIESEC  Chennai.  

 

 

 

 

LCP  AIESEC  Chennai  !  The  day  I  joined  AIESEC  Chennai  I  wanted  to  become  VP  F  but    as  they  say  your  wishes  never  end.  After  I  became  VP  F,  I  wanted  more  so  I  applied    for  LCP  in  2010  as  well.  I  believed  it  wasn’t  the  right  time  for  me  as  I  had  lack  of  experience.  Today  I  stand  at  an  avenue  where  I  have  the  experience,  performance,  leadership  skills,  passion  and  commitment  to  lead  and  guide  this  beautiful  local  committee  and  at  this  juncture  there  is  nothing  more  I  would  want  to  do.  

   

   

3.  Why  should  you  be  not  selected  as  the  LCP  of  AIESEC  Chennai  2012?  In  case  that  happens,  what  is  your  plan  B.  Remember  there  must  be  a  plan  B.  

If  I  shouldn’t  be  selected  as  LCP  of  AIESEC  Chennai  2012  it  should  only  be  cause  of  my  emotional  touch  to  work.  As  for  a  plan  B  ,  I  don’t  know  I  might  take  up  a  part  time  job  with  some  firm.  I  don’t  know  haven’t  thought  about  it  yet  but  I  can  think,  I  am  a  multi  dimensional  thinkerJ  .  

4.  Your  AIESEC  Chennai  DREAM!  

My  vision  and  stand  for  this  Local  Committee  is  and  has  always  been  “AIESEC  Chennai  stands  for  delivering  and  showcasing  unique  life  changing  experiences  to  create  a  positive  impact  on  society  in  a  sustainable  manner.”  And  this  will  remain  to  be  my  DREAM  for  AIESEC  Chennai.    

5.  What  role  can  AIESEC  Chennai  play  in  addressing  issues  like  Global  Warming,  Youth  in  politics,  fighting  financial  slowdown  and  building  global  harmony?  

 

Thank  you  !    

Now  lets  implement  it  .J  

AIESEC  Chennai  being  a  global  youth  run  organization  will  play  an  active  role  by  participating  in  discussions  about  these  global  issues  and  taking  a  strong  stand  for  the  same.  We  should  never  forget  our  values  and  vision  as  a  global  entity  J    

Impact  Week  !  J    

 

Year  Plan  and  Calendar  For  AIESEC  Chennai  in  2012-­‐13  

Q1(January,  February  and  March)    Talent  management:  

è -­‐>Transition  è -­‐>Recruitment  planning  (Part  of  transition)  è -­‐>Database  creation  for  Recruitment  è Recruitment  OC  in  place  in  3rd    week  of  December.  è -­‐>Meetings  regarding  the  Evaluation  and  Goal  Setting  è -­‐>Designing  process  of  induction  and  mentorship.  è -­‐>Designing  Job  roles  for  members.  è Slots  for  Interviews  to  be  decided  well  in  advance.  è -­‐>Intake  planning,  Plans  will  be  reviewed  by  an  external(MC  member/HR  

firm)  è Preparing  New  recruits  for  R.Y.L.C.  è -­‐>Appraisals  and  Feedbacks  (monthly).  è Induction  Plan  for  SRM  University  and  other  expansions.      External  Relations:  è Brand  meets  with  VP  C  for  ensuring  Implementation  of  Brand  experience.  è Physical  transition  to  all  clients.  è Capitalization  on  Perspective  Clients  of  last  year  for  the  Year  long  branding.  è -­‐>Planning  for  Combined  meeting  of  Board  and  Council  in  month  of  

February.  è -­‐>Addition  in  board  and  support  groups.  è -­‐>Corpus  planning  with  Finance  and  Auditor  for  the  LC,  same  to  be  pitched  

to  the  board.  è Incoming  CEEDs  for  ER.  è Raising  money  for  Research  based  exchanges  from  the  Board.          

 

 Communications:  è Transition  è Agenda  designing  of  Y2B,  and  ensuring  delivery  of  Y2B.  è Raising  In  kind  and  partnership  for  Business  week  è Partnering  with  Dream  Solutions  for  Archiving.  è Online  promotion  for  recruitments.  è Communication  Protocol  review  in  the  LC.  è Investment  in  branding  (If  any)  meeting  with  Finance.  è Meeting  with  VP  ER  for  Virtual  initiatives  for  External  relations.  è Newsletters  for  Stakeholders.    Stakeholder  Management  

è Revamping  of  Service  Evaluation  Doc’s  è Trainee  Flat  Management  è Parent  Relations  è Formation  of  QTF    è Analysis  and  Research  of  Mistakes  from  Last  year  è Thorough  Research  of  Realization  Cycles  è Reception  Package  to  be  designed  along  with  VP  C  and  ICX’ers    Finance  And  Strategy:  

è Transition  è Health  Check  of  the  Local  committee  è Reviewing  Partnership  model  with  ER  clients.  è Preparation  of  Budget,  with  entire  EB  and  external  auditor.  è Introduction  of  All  cost  heads.  è Strategic  Analysis  of  Operations  and  Product  Pricing  for  all  Products  è Presentation  of  Budget  to  Board  and  Support  groups  è External  Audit..    GIP  ICX    (50  –  32-­‐30)  è Matching  drive  for  both  departments  for  all  available  forms  è Review  of  Delivery  Rate    è Collection  of  Market  Dues  è NEP/NCEP  Exchange  Focus  è Client  Retention  and  Management  Model  è Induction  for  New  Members  è Raising  Drives  for  Q2    

 

 GCDP  ICX    (80  –  68  –  60)  

è  Extensive  Raising  and  Matching  Drives  for  ADHOC  exchanges  and  forms  which  are  to  be  delieverd  in  Q2  

è IR  Building.  è Reception  and  Delivery  of  Forms  matched  in  2011  è Induction  for  New  Recruits  è Project  Kanya  (Women  Empowerment)  starts.  è Research  for  Child  Rights  and  Balakalakaar  to  be  initialized  in  March.  

 GCDP/GIP  OGX  (  90-­‐30-­‐  20)  

è Designing  Structured  way  for  Raising  through  MoU’s  and  Contracts  and  Market  Expansions  

è Selection  of  EPs  and  Refinement  to  Ensure  Quality  è IR  Building  for  GIP  OGX  è Partnerships  with  schools  and  colleges    

 Exchange  in  Quarter  1:  220  –  130  -­‐100    January     February     March  

è Recruitment  è Transitions  è National  Leader’s  

summit  J  è MB  Training  è Team  Days  

è AGM  è LTS  è MBM  è RYLC  è Parents  Evening  J    

è Empower  è Matching  Manias  è Raising  Drives  è Alumni  Dinner  è Trainee  Event    

 Innovations  for  Q1  

Ø Pipeline  Building  for  Q1  from  December  as  ratification  targets  for  EB  and  MB  Ø GIP  OGX  to  be  reinforced  Ø Proper  Investment  Model  to  boost  exchange  Ø Expansions  to  contribute  to  these  exchanges  Ø Delivery  of  NEP/NCEP  programs  

 Q2 ( April, May, June)

 Talent  management:  è Review  and  tracking  for  department  members.  è Appraisals  of  New  recruits.  

 

è Membership  experience  surveys.  è Meetings  with  department  heads  regarding  member  efficiency.  è Individual  meetings  with  GB  and  new  recruits.  è Review  of  member  exchange  ratio.  è Defining  new  retention  Ideologies.  è “Dare  To  Believe”  RnR  Campaign  

   

External  relations:  è Joint  Board  Meeting  with  EB  to  review  Q1  and  scope  for  improvement.  è Partnership  with  government  for  Exchanges  and  Funding  support  for  all  DT  

projects.  è Setting  of  Corporate  Support  Group  that  governs  the  actions  of  the  Local  

committee.  è Money  for  Virtual  branding  initiatives  comes  in.  (synergy  with  C)  è Partnerships  for  Balakalakaar  and  Corporate  Week.  è Combined  Board  and  Council  meeting.  

Communications    è Brand  Checks  for  the  LC  è PR  Partnerships  è Structured  IR  processes  è External  sessions  for  Knowledge  for  EB  MB  and  GB.  (Synergy  with  ER  and  TM)  è Increased  Online  Activity  è Office  Space  and  Infrastructure  è Attendance  at  External  Events  and  Partnerships    è Matching  Mania’s  that  are  well  defined  and  structured.  è Newsletters  and  LC  Report  for  Stakeholders.  

 Stakeholder  Management  è Newsletters  to  be  sent  to  Stakeholders  è Trainee  Events  è Alumni  Meets  è Engagement  Avenues  for  Stakeholders  with  Members  è Mentorship  Avenues  through  Alumni  è Invitations  for  Balakalakaar  to  be  sent  out.  J      Finance  and  Strategy  

è Budget  Review  by  BoA  and  Support  Groups.  è Financial  task  force  review  of  the  Local  committee  for  checking  the  Financial  

 

health.  è External  mentoring  for  recognizing  new  cost  heads,  and  

implementation  of  Cost  effective  tools.  è Re-­‐imbursement  structure  planned  with  the  New  RnR  model.  (with  VP  TM)  è Collection  of  Market  Dues  è Presentation  of  Quaterly  Budget  Review  to  the  LC  (Achieved  vs  Budgeted)    è External  Audit  Submission  to  the  Member  Committee.  è Finance  Knowledge  Sessions.  è Innovating  around  products  and  value  for  the  product  è Increase  in  Corpus.  

 GIP  ICX  (60-­‐54–  42)  

è Realizations  for  All  Forms  that  are  matched  è Review  of  Delivery  to  Clients  è Corporate  Projects  in  the  fields  of  Tourism  and  HR  Building.  è Contribution  of  expansions  to  fall  in  place  è  Hospitality  based  projects  comes  in  place.  è Delivery  of  NCEP/NEP  exchanges  to  enhance  corporate  sector  funds.  è Re-­‐Raising  for  Clients  and  SED’s  Submission.  

 GCDP  ICX  (70-­‐  82  -­‐  75)  

è Realizations  for  All  ADHOC  Forms  è Realizations  for  Kanya    è Client  Base  for  Balakalakar  and  Raising  forms  for  the  same  è Extensive  Matching  for  all  forms  on  system  è Participation  in  all  matching  manias  across  the  network  by  all  members.  è Trainee  Events  and  Interaction  sessions  with  Trainee  Buddy’s.    GCDP/GIP  OGX    (40-­‐  90  –  100)  

è All  available  forms  on  system  to  be  matched  è Outgoing  CEEDs  to  countries  for  structuring  and  strengthening  relations  based  on  

National  Partnerships  è Structured  IR  and  IS  Structure  è Raising  MT  and  TT  EP’s  with  good  experience  and  qualified  academic  experience  è Reverse  Matching  for  GIP.  è Synergy  with  CIM  to  provide  Case  Studies    è Designing  proper  Job  Role  for  all  members.  (  Synergy  with  VP  TM)  è Initiation  of  Project  Conserve  

 Exchanges  in  q2  :    170  –  226  -­‐217  

 

 April   May   June  

è Matching  Mania  è OC  for  Balakalakaar  in  

place  è MB  Skill  Building  è Pocket  Recruitment  

è External  Sessions  for  MB  

è CEEDs  and  ILCEP’s  è Alumni  Meets    è Project  Conserve  

è JNC  ,  where  we  smile  and  feel  proud  during  SONA  

è Balakalakaar  2012  è Showcasing  our  Brand  

Impact  (  Case  Studies)    

   

Q3  (July,August,September)      Talent  Management    

è Planning  for  Recruitments  with  EB    è Review  of  Membership  è Appraisals  and  Goal  Setting  è Review  of  Job  Roles  and  Member  Efficiency  è Membership  Experience  Surveys  è Revamping  the  Interview  Models  for  MB    External  Relations  

è Synergy  with  all  VP’s  to  ensure  proper  support  in  terms  of  funding  and  product  packaging  

è Client  Relations  Management  Model  and  Processes  è Capitalization  on  Recruitment  and  LTS  as  a  product  è SBIP(Social  Business  Internship  Program)  Partnerships  and  promotion  of  GCDP  

ICX  (  synergy  with  CIM  and  GCDP  ICX)  è Board  Review  of  the  Local  Committee  and  Report  Presentations  è Half  Yearly  Analysis  of  Products    è Support  Groups  Retention  and  Delivery  Report  and  Review    Communications  

è External  Review  by  Board  and  Support  groups  on  showcasing  brand  impact  è Virtual  Promotions  and  Online  Registrations  for  Recruitment  è Brand  Environment  Check  with  the  EB  è Communication  Protocol  Review    è Structured  Process  of  Communication    è Online  Activity    è Social  Media  Ads  (Synergy  with  VP  F)  

 

 Stakeholder  Management    

è SED’s  for  Post  Realization  of  Exchange  Participants  è Case  Studies  of  Returned  Exchange  Participants  è Alumni  Meet  and  Support  Group  meetings  è Half  Yearly  Analysis  of  Quality  and  Report  Review  è Parent  Evening          Finance  and  Strategy  

è Re-­‐imbursement  for  Members  è Market  Dues  Recovery  è FTF  Meetings  è Half  Yearly  Budget  Analysis  with  external  auditor  è Trainee  Flat  Investments  è Improving  Financial  Responsibility  amongst  EB  and  MB    GIP  ICX  (50  –  48  -­‐40)  

è New  raises  from  existing  and  new  clients  è Induction  for  New  Recruits  è Realizations  for  Corporate  Projects  è Matching  for  Q4  begins  è Learning  Activities  for  Members  è Consistent  IR  Building  and  Partnerships  

 GCDP  ICX  (80  -­‐70  –  63)  

è Major  Realization  Period.  è Members  involved  in  Realizations  (Trainee  and  Client  Engagement  Avenues).  è Fun  based  realization  (Entire  Department  going  for  Trainee  Reception).    è Delivery  of  Balakalakaar  and  Child  Rights  Projects.  è Delivery  for  all  ADHOC  exchanges.  è Initiation  of  Project  HIV/AIDS    GCDP/GIP  OGX  (120  -­‐30  –  10)  

è Raising  Drives  for  Q4  Delivery.  è Member  Induction  and  Involvement  in  IS’s  and  EP  meets.  è Matching  MT  and  TT  EP’s  with  high  caliber  Exchange  Programs.  

 

 Exchanges  for  q3  :  250  –  148  -­‐113    July   August   September  

è Recruitment  OC    è Trainee  Events  è MB  Training  and  

Capacity  Building  è Local  Congress  V.1  

è LTS  è EB  Team  Days    

è RYLC  è Alumni  Dinner  

     Strategies  to  optimize  in  Q3  

è New  Structure,  IR  Building  and  International  Partnerships  è Expansions  Contributing  to  this  number  of  exchanges  è Member  Efficiency  tools  è Structuring  new  and  compact  Job  Roles  è Transparency  and  Goal  Oriented  Behaviour    è Cultural  Checks  è Involvement  of  Parents  and  Trainee’s  will  improve  member  efficiency  è Re-­‐integration  of  EPs  will  improve  the  matching  process  and  quality  delivered  

 Q4  (October,  November,  December)  

 Talent  Management    

è Preparation  of  Membership  Reports  will  be  presented  to  the  Board  è Appraisals  è Talent  Pipelining  (Future  Leadership)  è Rewards  at  Y2B  for  all  performing  members  è Learning  teams  for  all  portfolios’  è Preparation  for  NSC    External  Relations  

è Appointments  for  Learning  Teams  è Designing  new  Products  for  the  year  2013  è Ensuring  proper  involvement  by  governing  support  groups.    Communications    

è Matching  Mania  for  Q4  designed  and  implemented  è Showcasing  Brand  Impact  

 

è Public  Relations  and  Branding  for  Y2B  è Communications  Learning  Teams  è Review  of  the  Portfolio  and  Focus  Areas  for  2013    Stakeholder  Management    

è Review  of  overall  quality  of  experiences  delivered  è Assessment  of  the  portfolio  and  its  essence    è Annual  Stakeholder’s  Dinner  2012  è Revamping  the  Client  Relations  Model  for  Efficiency  and  Effectiveness      Finance  and  Strategy  

è External  Audit  of  Finances  è Quarterly  Analysis  and  Reports  presented  to  LC  è FTF  Meetings  è Learning  Teams  for  Finance    GIP  ICX  (20-­‐  30  –  15)  

è Pipeline  Creation  for  Q1  Exchanges  è Membership  Knowledge  è Realizations  and  Matching  Happening  consistently    GCDP  ICX  (30-­‐  20  -­‐15)  

è Raises  for  q1  2013  è Structure  and  Learning  for  members  è Capitalizing  on  IR  and  Matching      è Project  HIV/AIDS    GCDP/GIP  OGX  (  20-­‐  100-­‐  110)    

è Major  Realization  Cycle  è Travel  Partnerships  è IR  Building  and  Matching  è Major  contribution  by  expansion  Initiatives    Exchanges  for  q4  :  70-­‐  150  –  140    

October   November   December  Y2B  Member  Appraisals  Dare  to  Believe  Campaign    

LCP  Elections  EB  Selections  Project  HIV/AIDS  

December  Local  Congress  Transitions    Training  Modules  MB  In  Place  

 

 

EXCHANGES  FOR  2012  –    710  –  674  –  580    Threats  and  Innovations      Functions   Threats   Innovations  GIP  ICX          

Ø Client  Retention  Ø CRM    Ø Quality  of  EP  Ø Structured  Job  Roles  Ø IR  Building  

   

 

Ø Product  Packaging  Ø 1  member  –  1  client  

model  Ø NCEP/NEP  Exchanges  

and  Delivery  Ø Investments  in  TN  

Traineeships  Ø Multi  Dimensional  

Products  Ø CEED’s  to  Improve  

International  Partnerships  

 GCDP  ICX  

 Ø Membership  

Retention  Ø Lack  Of  Interest  and  

Motivation  Ø Global  EP  Pool  Ø Client  Retention  

 Ø Social  Business  

Internship  Programs    Ø Trainee  Reception  

Model  Ø Trainee  Involvement  Ø Showcasing  the  Positive  

Impact  

GCDP/GIP  OGX   Ø Cycles    Ø Bad  Branding  by  X-­‐

AIESECer’s  and  other  externals  

Ø Lack  Of  Motivation  

Ø Marketing  Strategies  Ø Expansions    Ø EP  Involvement  at  

events  and  external  forums  

Ø Induction  Processes  

 

Communications   Ø Information  Management    

Ø PR  

Ø Social  Media  ad’s  Ø Checklist  Mechanism  Ø Learning  Teams  Ø Brand  Managers  Ø Campus  Ambassadors  

Talent  Management  

Ø Induction  Processes  Ø Mentorship  Ø Training  Modules  Ø Skill  and  Capacity  

Building  

Ø Process  Refinement  Ø Membership  

Experience  Surveys  Ø Culture  checks  Ø Structured  Job  Roles  

 

Business  Development  

Ø Product  Packaging  Ø Funding  Based  Ø Client  Retention  and  

Delivery  

Ø New  Products  Ø Organizational  

Development  Based  Ø Project  Funding    Ø Learning  Teams  

Stake  Holder  Management  

Ø Quality  Experiences  Ø Trainee  Problems  Ø Trainee  Flat  

Management    

Ø Alumni  Newsletter  Ø Alumni  involvement  in  

Corporate  and  Non-­‐Corporate  Events  

Ø Alumni  Support  Group  Ø Mentorship  Alumni  

Groups  

Financial  And  Strategic  Management  

Ø Transparency  Ø Financial  Knowledge  Ø LC  Involvement  Ø Timelined  FTF  

Meetings  

Ø Social  Business  Internship  Programs  to  ensure  sustenance  

Ø Strategic  Analysis  on  quarterly  basis  

Ø Investment  Models  Ø Short  Term  Investment  

Plans  

     

 

 Plans  For  Expansions    SRM  University    Quarter   Activites  Quarter  1   Ø Identify  Market  Splits  for  OGX,  

GCDP  ICX  and  GIP  ICX  Ø All  relevant  documents  from  BoA,  

MoU’s  and  CSG  to  be  obtained  Ø IS  to  be  conducted  along  with  a  

small  scale  empower  Ø Raising  and  Matching  for  Q2  

Quarter  2   Ø First  Phase  of  Recruitment  for  both  membership  and  EP’s  

Ø Goal  Setting  and  Alignment  to  AIESEC  

Ø JNC  Attendance    Ø LCC  to  conduct  individual  sessions  

with  EB  for  expectation  setting    Quarter  3   Ø Re-­‐integration  of  EP’s  and  TL  

positions  opened  for  them.  Ø Matching  and  Raising  Forms  for  Q4  Ø EP  Event(  START)  

Quarter  4   Ø AIESEC  to  apply  for  infrastructure  on  campus  

Ø Internships  to  be  recognized  Ø Winter  Cycle    Ø President  and  EB  Applications  open  Ø AIESEC  SRM  is  an  official  entity  

     

 

 NIT  and  Tanjore    Quarter   Activities  Quarter  1     Ø Market  Research  

Ø Networks  for  BoA  Ø Recruitments  and  OGX  Raising  Ø Induction  Process  Ø VP  Expansions  to  travel  for  regular  

Checks  Quarter  2   Ø EP’s  are  sent  and  BOA  in  place  

Ø Media  Articles  to  be  published  Ø Promotion  on  Social  media  

persistently  Ø ILCEP’s  from  AIESEC  Chennai  to  NIT  

and  Tanjore  to  improve  processes  Quarter  3   Ø Markets  for  ICX  in  both  GCDP  and  

GIP  Ø Recruitment  for  25  members  Ø Office  Infrastructure  in  Campus    Ø Case  Studies  of  returned  EPs  to  be  

made  and  promoted  Ø Raising  for  Winter  Cycle  Ø Appraisals  and  Membership  Surveys  

Quarter  4   Ø Second  Batch  of  EP’s  realized  Ø LC’s  to  be  recognized  as  official  

expansions  by  the  FOCUS  Ø President  and  EB  applications  Ø Interviews  will  be  conducted  by  

AIESEC  Chennai  

       

 

 Plans  For  Alumni  Relations  

Ø Initiating  more  Alumni  based  events:  AAPL,  Alumni  Dinner.  Ø Alumni  Newsletter  Ø Alumni  involvement  in  Corporate  and  Non-­‐Corporate  Events  Ø Alumni  Relations  Manager  will  be  a  MB  role  Ø Alumni  Support  Groups  Ø Alumni  Feedbacks  to  make  them  feel  connected  Ø Awards  Night  will  include  an  Alumni  award  and  involve  Alumni  

 

 

 

I  Choose…  To  live  by  choice,  not  by  chance.  To  make  changes,  not  excuses.  To  be  motivated,  not  manipulated  To  be  useful,  not  used  To  excel,  not  compete.  I  choose  self-­‐esteem,  not  self  pity  I  choose  to  listen  to  my  inner  voice  Not  the  Random  Opinion  of  Others    AIESEC  Chennai  and  my  vision  for  this  beautiful  local  chapter  are  contained  within  this  manifesto.  The  faith  and  respect  the  members  have  for  me  is  worth  commending  and  it  is  the  one  factor  that  keeps  me  motivated  and  strong.  AIESEC  Chennai  has  always  been  known  for  proactive  leaders  who  are  smart  and  random  and  I  choose  to  carry  forward  that  legacy.  AIESEC  Chennai  dares  to  believe  that  it  is  going  beyond  because  it  is  always  excited  to  take  up  new  challenges  and  this  is  the  positive  energy  I  would  like  to  convey  to  you  through  this  executive  summary.    AIESEC  Chennai  will  challenge  the  status  quo.  We  pioneered  the  stand  for  sustainability  and  process  refinement  and  we  will  DO  whatever  is  required  to  stand  by  the  vision  for  AIESEC  globally  and  AIESEC  Chennai  Locally.      Please  Find  Attached  in  this  package    1)  LCP  Manifesto/Application  2)  Endorsements  (  1  MC,  2  Alumni,  2  EB  ,  2  Clients)  3)  Year  Plan  and  Calendar    

To  whomsoever  it  may  concern    12th  November  2011    I  hereby  endorse  the  application  of  Mr.  Anirudh  Deep  for  the  office  of  President  of  AIESEC  in  Chennai  considering  the  passion  and  dedication  he  has  for  this  local  chapter.    I  have  worked  with  Anirudh  for  the  past  two  years  and  his  adherence  for  timelines  and  passion  to  work  has  always  been  an  inspiration  to  me.  His  clarity  and  transparency  through  his  work  shows  his  deep  passion  for  this  organization  and  how  it  has  positively  led  to  the  clearance  of  the  debt  this  local  committee  was  burdened  by.  Anirudh  would  be  a  great  asset  to  any  organization  that  he  is  functioning  with.    He  has  also  come  across  as  a  very  smart  and  innovative  individual  across  the  operations  and  processes  of  AIESEC.  I  believe  these  are  the  qualities  that  are  essential  for  a  leader  to  ensure  growth  in  an  organization.  With  this  ,  I  would  like  to  wish  him  all  the  best  with  his  application  and  his  future  endeavors.      Nitish  Bansal  SICASA  Committee  Member  (2009-­‐11)  Article  Trainee  (Sanjiv  Shah  &  Associates)    

 

To  Whom  It  May  Concern    

Date:  12th  November  2011  

I  hereby  endorse  Anirudh  Deep,  Vice  President  Finance,  AIESEC  Chennai  2011-­‐12,  for  the  post  of  Local  Committee  President  backed  by  his  knowledge  &  expertise  in  the  organization  and  his  experience  in  working  with  diverse  teams.  

Anirudh  has  been  one  of  the  most  passionate  achievers  of  AIESEC  in  Chennai,  starting  his  journey  with  the  local  Committee  in  2009;  he’s  taken  up  diverse  and  challenging  roles  and  excelled  in  all  of  them.  He  has  also  successfully  handled  the  financial  affairs  of  a  Local  Chapter  with  one  of  the  most  diverse  and  growing  operations  in  the  network  and  ensuring  sustainability  at  the  optimal  level.  Having  gone  through  a  strong  and  intense  VP  F  role,  he  took  up  another  exciting  challenge,  taking  up  the  responsibility  of  handling  the  information  management  in  the  national  Finances  across  the  network,  whilst  his  National  Finance  Support  Team  role  as  Chair  at  AIESEC  India  2011-­‐12.  He  without  doubt  possesses  solutions  and  answers  to  the  most  important  questions  and  strategies  in  this  organization.    

Having  worked  with  him  at  AIESEC  for  over  3  years,  I’ve  noticed  him  to  be  a  hard  working,  passionate  go  getter  who  is  very  committed  to  the  role  he  takes  up  and  adds  the  eye  for  innovation  whenever  he  is  working  with  a  team.  He  is  also  someone  who  can  adjust  easily  in  a  diverse  environment  and  plays  a  role  of  a  shaper  pretty  well.  He  has  also  worked  at  various  levels  in  AIESEC  representing  diverse  teams  at  the  same  time  and  thus  adds  a  balanced  and  mature  perspective  wherever  required.  

With  this  humungous  opportunity,  if  there  is  a  certain  level  of  skill,  commitment  &experience  required,  I  think  Anirudh  fits  in  quite  comfortably,  without  second  thoughts.  Hereby,  I  wish  to  endorse  him  for  the  above  said  position  and  wish  him  Good  Luck  for  the  application.  

 

 

Advyit  Varma  Local  Committee  President    

AIESEC  Chennai  2010-­‐11  Member  Committee  Vice  President  External  Relations  /  Business  Development  

AIESEC  India  2011-­‐12  

 

The  Local  Committee  President  

AIESEC  Chennai  

8th  November  of  2011  

 

Re:  Endorsing  Anirudh  Deep’s  candidature  for  the  office  of  Local  committee  president  of  AIESEC  Chennai  

I  have  known  Anirudh  for  3  years  since  recruiting  him  into  AIESEC  Chennai.  He  entered  the  organization  as  an  inquisitive,  proactive  and  humble  person  and  has  used  his  strengths  to  his  advantage  –  a  characteristic  that  few  at  this  age  possess.  Coupled  with  his  hardworking  nature  and  intuitive  intelligence,  he  has  impressed  me  by  coming  thus  far  within  AIESEC.  

The  role  of  an  LCP  requires  dedication  commitment  and  maturity  that  Anirudh  will  be  able  to  portray.  Building  a  better  brand  for  AIESEC  in  this  high  potential  city  would  need  a  person  who  is  optimistic  about  the  power  of  this  organization  and  I  can  safely  say  that  Anirudh  has,  through  his  experiences,  built  a  perspective  of  how  AIESEC  can  be  used  to  improve  the  experiences  of  youth  within  this  city.    

Moreover,  an  LCP  is  a  brand  ambassador  of  the  city  and  the  local  chapter.  It  requires  immense  poise  and  a  deep  understanding  of  people  that  Anirudh  brings  to  the  table.  As  a  face  of  the  organization  internally  and  externally,  Anirudh  will  be  able  to  successfully  meet  the  expectations  of  people  and  promises  contained  within  this  manifesto.  

I  hereby  endorse  Anirudh  Deep’s  candidature  for  the  office  of  LCP  of  AIESEC  Chennai,  and  extend  my  support  in  ensuing  processes  to  him  wishing  him  all  the  best.  

 

 

Thanks,  

Abhijit  Sunder  

LCP  AIESEC  Chennai  2010  

VP  Finance,  AIESEC  India  2010-­‐11  

To Whomsoever It May Concern It is with great pleasure that I support the candidature of Mr. Anirudh Deep for the Office of the Local Committee President of AIESEC Chennai. I have known him from my interactions and believe he is responsible, empathetic and a hardworking person. He is sincere, committed to his work and inspirational; to whom members would look up to. His ability to stay calm and composed during adverse situations is admirable. The desire to work for AIESEC Chennai along the drive makes Anirudh a suitable candidate. He possesses characteristics of a good leader and above that a great human being; I endorse him for the Office of Local Committee President and wish him success and luck in his future endeavors. Thank You. Yours sincerely, Gautam Seth Co-Founder & Director Dreamcast Digitalworks Pvt Ltd | www.dreamcast.in Webcontxt | www.webcontxt.com

TO WHOMSOEVER IT MAY CONCERN

31 October 2011

Subject: Letter of Endorsement

Please consider this to be a formal letter of endorsement for Anirudh Deep for his

application for the Local Committee President 2012-2013.

Anirudh as an indiviual has impressed me with his vast knowledge levels and at the

same time inspired me with it. He loves his job and accomplishes his work with great

ardour. The energy levels that Anirudh brings is very much needed and his constant

motivation to the team from time to time has indeed benefited all of us in our EB

term.

He has always been helpful and his easy to approach nature is exactly what a leader

should have. I would also like to mention here that he has been a great mentor and

the effort he has taken to ensure his mentees are satisfied is worthy of note.

He has always enjoyed participating in the Local Committee's functioning. He has

represented AIESEC in Chennai in every conference and has been a brilliant mascot

cause of the lively person he is. His achievement at the national level has been very

aspiring for me personally.

With the massive amount of knowledge levels and experience gained through the

many conferences Anirudh is surely a person who I take inspiration from. He has

carried out the duties of the LCP during the laters absense and we have all looked up

to him with respect. I am positive that he is the right person to lead the Executive

Board 2012-2013.

It gives me immense pleasure to endorse him for the post of Local Committee

President for I feel he is what AIESEC in Chennai needs to ensure sustainability. I

wish him the very best in his future endeavors.

Yours Sincerely

Sameer Bajaj

Vice President Development Sector 2011-2012

   

TO WHOM SO EVER IT MAY CONCERN

It is with great pleasure and honour that I support the candidature of Anirudh Deep for the post of Local Committee President, AIESEC in Chennai 2012-2013. I have known Anirudh since August 2009 when we got inducted into the same department. He was one of the most active new recruits back then and ever since his passion and commitment for AIESEC has been immense. He has always been passionate about his work and dedicated to whatever roles he has taken up in this organization and completed each with par excellence. Anirudh’s zeal for his work is remarkable. He took up the responsibility to stabilize the Local Committee’s financial status in 2010 when AIESEC Chennai was seeing the most unsteady times and lead the Local Committee to be recognized nationally for its Financial Management. Being a re-termer in the portfolio for 2011 also his knowledge level and experience of the portfolio is extraordinary. What is even more remarkable that Anirudh being a complete AIESECer has involved himself actively with the functioning of the other portfolios too. As a co-Executive Body member his insights on matters have always been helpful and supportive. He has always looked out to help us in whatever way he could and has been a valuable asset on the Executive Body. I hereby endorse him and wish him good luck for all his future endeavours. Nikita Nevatia Vice President | Outgoing Exchange 2011-2012 AIESEC in Chennai, India Email: aiesec.nikita@gmail.com Ph. No: +91 9840176984  

To Whom It May Concern

Date: 9th November 2011

I hereby endorse Anirudh Deep, LC VP finance, AIESEC Chennai 2011-12, for the office of the Local Committee President backed by his knowledge & expertise in AIESEC.

Anirudh has experienced AIESEC in a holistic manner by virtue of roles he’s taken up at AIESEC Chennai. I’ve had the opportunity to work with him very closely in the capacity of a commission head. It is during this period that I have observed him to be a genuine AIESECer with ambition and more importantly a zeal to achieve it.

I’ve also noticed him to be a hard working, passionate go getter who is very committed to the role he takes up and adds the eye for innovation whenever he is working with a team. He is also someone who can adjust easily in a diverse environment and plays a role of a shaper pretty well. He has also worked at various levels in AIESEC representing diverse teams at the same time and thus adds a balanced and mature perspective wherever required.

With this humungous opportunity, if there is a certain level of skill, commitment & experience required, I think Anirudh fits in quite comfortably, without second thoughts. Hereby, I wish to endorse him for the above said position and wish him Good Luck for the application.

Himanshu Charan

Member Committee Vice President

AIESEC India 2011-12