LCVP TALENT DEVELOPMENT AIESEC IN BANDUNG 16/17

APPLICATION BOOKLET

MUTHYA ISLAMIATY

in BANDUNG

First Name: Muthya Surname: Islamiaty Current Position: TLP Development Manager Place, Date of Birth: Bandung, 22nd February 1995 Permanent Residence: Jl. Kembar VIII no. 26 Bandung Contact Residence: (022) 5222787 Phone number: 0857-9480-9595 Email: muthyaislamiaty@gmail.com Skype ID: muthyais Line ID: muthyais Faculty/Semester: Engineering Management/VI University: Institut Teknologi Bandung Cumulative GPA: 3.17 Year of Joining AIESEC: 2014 List Language of Level: Native in Bahasa, Excellent in English

Section 1

Personal Information

Why do you want to continue your journey in AIESEC? I get lot of self development in AIESEC. For all that AIESEC has given to me, I really want to contribute back to this entity by becoming LCVP Talent Development. First, reflect from my experience, I really enjoy my role in TD because I think I found my passion here and it’s an honor for me that I can be the one who can take part in member development. Second one, I witness the breakthrough in TD this term. Nevertheless, I think this achievement is really not enough. We need to continue the breakthrough to see bigger impact to the members and also to this entity. I see that AIESEC in Bandung members put their hope and expectation by taking experience here. They said that they want to get a great experience, challenges, soft skills, and self development. And I put confidence in my self, to bring this hope become true by creating a better talent management system, delivering high quality education, and ensuring that team minimum is implemented well.

Section 2

Personal Skills and Motivation

Section 2

Personal Skills and Motivation

Please explain your ultimate ambisions

3 years Graduated Work in company

5 years Married Start up social enterprise Continue study

10 years Having children Social enterprise growth well Being lecture

15 years Social enterprise sustain Inspire youth about my life

How does LCVP Role connect and contribute to your dreams and ambitions? Explain! By becoming LCVP Talent Development, I can learn how to treat and manage people, how to solve problem, and how to create system. This is really helpful for me that someday I want to create my own enterprise. I believe this experience can help me to empower more people to create bigger and bigger impact in the future.

State and explain your 3 personal strengths and 3

personal weaknesses and how do you use your

strengths and overcome your weaknesses Strength: good listener, eager to learn, passionate To utilize strength: Live in my passion Weakness: overthinking, unconfident, hesitant To overcome weakness: Start doing, stop thinking

Please describe your leadership style based on previous Experience! Building relationship to empower the team members

Section 2

Personal Skills and Motivation

Who is inspirational leader for you? And why you adore him/her? Kak Nadia Risky Putri. She knows the clarity of what she is doing and the impact that she wants to create. For that purpose, she can empower people and develop them at the same time. She is so inspiring when giving speech, yet so fun when having a personal chat.

How well do your family and community support your activities as an LCVP? How do they perceive your intention to apply for this position? My family support me because they think it is good for my future, they understand the ‘reason’ and they are really proud of me. My friends also support me because they think I am capable and they said that this experience is super worth it.

What is your biggest failure in life? What do you learn from that failure? My biggest failure was when I got into university, I didn’t follow my dream. From this experience, I learn to speak up of what I want and fight for it.

List 3 and explain your 3 greatest achievements that shape you as a person! ◎ Accepted in 3 Senior High School: Work hard for it and always believe in God ◎ Granted Djarum Scholarship: Gain soft skills and was inspired by so many great person ◎ Apply for LCVP: Brave enough to take a risk and break a limit

“

Section 3

AIESEC Experience Experience Learning Result

Staff IGIP (2014-2015) Learn to be proactive Best staff IGIP in Q3

Delegates of IYLC (2014) Get to know more about and being engaged with AIESEC for the first time

Decided to take double role and continue my experience up until now

CCVP MarComm NSC (2015) Learning something that totally new and being persistent

Able to handle stress and having design skill

Delegates of LPM (2015) Building relationship with EBs and MBs

Closer and know more about each other

TLP Development Manager (2015-now)

Understanding people and team leader experience

Deal with people and confidence to lead.

Delegates of MBC (2015) AIESEC in Bandung was awaken to perform better after seeing performance review result

Perform well until get a full member status again

Speaker of GYF in ITB (2015) Dare my self to be confident as a speaker

Able to overcome my fear

Delegates of NEC (2016) Turning point to perform better as a team leader and inspired to perform well as Talent Development

Bring back to LC

“ Rank the 3 main areas in AIESEC where you have had the most experience. Highlight briefly your experiences in each and how that would benefit a year in the EB team and Functional Team? First, the best experience in AIESEC is when I was becoming a CCVP Marketing Communication of NSC. On that time, I was CC Marcomm who really didn’t understand about design and unable to make any virtual design. More over, my CCVP was gone for any reason, that’s why I was elected as CCVP. This experience teach me how to handle stress and never give up. I want this value be in functional team, especially in EB team, because we will go through hard moment to make things happen. The second one is manager experience. This is my first time being a professional leader. I learn a lot how to lead a team, planning, engaging member and how to make them productive as well. This is super crucial for EB team and functional team because leadership is the core of AIESEC. A good team leader will decide whether team experience will run well or not. Furthermore, good team experience will ensure the development of team member. So, team leader capability is so important in order to ensure the development happen in AIESEC. The last one is my experience when I attended my first conference which was IYLC. This was the first step when I decided to continue my experience in AIESEC up until now. This experience teach me about AIESEC stuffs and teach me that member engagement is important in AIESEC because the development won’t happen if they’re not being engaged in the very first time.

Section 3

AIESEC Experience

“

What is AIESEC means to you? AIESEC is a platform where I get deeper self awareness and get to know more about my passion without being afraid of making mistake.

Section 3

AIESEC Experience

OUR

OFFICE

Section 4

Entity Knowledge

Strength • Highest number of iGCDP,

oGCDP, iGIP in the last 3 years

• Good systems of quality • Better governance system • Legality improved • TM people in charge in

each university • Good branding • EASE magazine • Many promotional tools

Weakness • Lack education • Lack of synergy • Inefficient and miss on

financial system • Late staff recruitment • Lack in PA, talent planning,

member efficiency • Gap between member • No media partner in local

scales • Lack in CRM

Opportunities • Huge supply of EP and TN

from LC abroad • Large number of EwA • Bandung market • University in Bandung • Bandung youth • Standardized doc

Threat • Debt • Some legality issues • Perception of youth in

Bandung as exchange organization

Strength • Highest number of oGIP

number in the last 3 years • Running audit • Have tracking system for

exchanger functional • Efficient and effective financial • Systemized financed and

governance • Better relation with

government • Increasing member efficiency • Event reach more external • Good branding • Better in CRM

Weakness • Lack education and

transition • Layered people of PIC in

quality • VP HR resign • Late recruitment • Many member resign and

dismiss • Huge gap between

member • VP PR reallocated • VP marketing resign

Opportunities • Bandung market • University in Bandung • Bandung youth • Global entrepreneurship

program • Standardize for document • Government support • Large number of EwA • Good product in partner

Threat • Debt • Some legality issues • Market saturation

(oGCDP) • No clear tools for

development • Perception of youth in

Bandung as exchange organization

13/14

14/15 Please make an analysis of AIESEC in Bandung strengths, weaknesses, Threats, and Opportunities in the last 3 years!

Section 4

Entity Knowledge

Strength • oGIP ceedership • LEAP program (oGCDP) • Ensure LDM in EP experience • Efficient and effective financial • Finance as decision making • Better recruitment planning • Lot of education delivered • Better member engagement • Good relations with externals • Better marketing strategy

Weakness • Lack of HR in sales and marketing • No good tracking to ensure SnS • Losing VP OP&CE • Low monthly reserve • Lack of bonding event • VP PR resign and reallocate • VP Marketing resign and reallocate

Opportunities • Bandung market • University in Bandung • Many TN demand (oGCDP) • Government support • AEC • SDGs • Standardize for document

Threat • Debt • Some legality issues • Competitor • No clear tools for development

15/16

OUR

OFFICE

Section 4

Entity Knowledge

What kind of things that AIESEC in Bandung can do nowadays for Bandung? Please be specific, put the action step, and measurement of success in it.

Based on research, 3 top trends in Bandung are city park, culinary, and holiday destination. These three things can make Bandung become more popular and be an attraction for intern to choose Bandung for ICX program.

- Social project (# social project held) - Exchange experience (# EP go

exchange) - Seminar (# seminar held) - Contribute to achieve Bandung Juara

(# Bandung event collaboration)

Section 5

Strategic Questions Why we need Talent Development? Why it has to be separate from HR Functional? Talent Development (TD) is needed to ensure the development and engagement of the member to support operations in AIESEC. By how?

Team minimum, education, engagement

Self Development

High Performance

Sense of belonging

It has to be separated from HR because TD has different focus in talent process. HR focus more on GET phase, TD more on DEVELOP phase, and both will be synergized in KEEP phase. HR is defined as front office TM and TD is define as back office TM.

Member Team experience

Section 5

Strategic Questions Please explain about the Talent Process to the new member! Mention the synergy between HR & TD in it.

In AIESEC, we have 16 talent processes. If we see it in a big picture, Talent Process is managed in three phases: 1. Get First, HR will forecast how many talent that AIESEC needs. Then, HR will be synergized with marketing to promote AIESEC to college student in order to attract top talent. The talent who are interesting to join AIESEC will be selected through recruitment process. This recruitment process aim to select student who has required skills and competencies to meet LC needs. The selected talent will go into induction. This induction process aim to transmit knowledge to newbie and ensure they have necessary knowledge and right motivation to continue AIESEC experience. After that, members will set their goals in personal life and in AIESEC and relate the two.

Section 5

Strategic Questions Please explain about the Talent Process to the new member! Mention the synergy between HR & TD in it.

2. Develop Now, members get into develop phase. New members will get initial education from their team leader and member who take higher role will get the transition from the previous team leader and LCVP. After that, team leader will build the team start from making team identity until set expectation. After that, member will get ongoing education to ensure they are able to do their JD. Each member will have a mentor who will help them to go into their inner and outer journey and also help them to reach their personal goal. Every team will be tracked about their performance. In the end of the quarter, every team will receive talent review for their evaluation. Moreover, there will be appreciation called RnR and alert for low performing member. In the end of the term, it’s time for the member to go for higher role. To close the team experience, there will be experience review in exit survey and also recognition in hand over party. Hopefully, learn from this experience, it will encourage member to do better and better in the future. In this phase, TD is more dominant. 3. Keep How to keep the member?? Easy, we have tool called team minimum. Team minimum is a basic activities we expect all team leaders to follow inside their teams to ensure all of our membership is receiving a high quality standard team experience. In this phase, HR and TD will have a synergy to ensure it was implemented well.

Section 5

Strategic Questions Create SWOT analysis for the TM from 13/14 to 15/16?

Strength - TM PIC in

every university

- Headhunter - Faci for

conference apply

Weakness - Late staff

recruitment - Lack in talent

planning - Lack in PA

implementation

- Gap

Opportunity - Large

number of EwA

- Have 2 out of 10 best university in Indonesia

Threat - Geography

between university

- Functional University

Strength - Good L&D

framework - Increasing

member efficiency

- Sensing survey

Weakness - VP resign - Gap - No probation - Low

retention rate

- Late recruitment

- Lack of talent tracking

Opportunity ₋ Have 2 out

of 10 best university in Indonesia

Threat - No clear tool

for member development

- Geography between university

- Functional University

Strength - More

education delivered

- Better engagement

- Less gap - Better

recruitment planning

- Retention rate increased

Weakness - Lack of

bonding - VP resign - Many

restructurization

- Probation not clear

Opportunity - Alumni

interest - Supportive

BD - MCVP from

Bandung

Threat - No clear tool

for member development

- Geography between university

- Functional activities

13/14 15/16 14/15

Section 5

Strategic Questions What is Conference Cycle? What is your strategy to implement conference cycle? What kind of conference that you will implement? Conference cycle is a planning about conference that will be held in one term. My strategy to implement conference cycle is following the member phase. What does it mean? Here is the explanation… 1. Local Planning Meeting (LPM) : It will be held in the early term. I want to emphasize this conference as a preparation for the team leader. In this conference, there will be sessions about how to be a good leader, what is their responsibility, how to manage and develop member, and detail things about team minimum. Moreover, I want to make this conference as a time for planning. I want to make such a mini NSC so EB and MB will do planning together to make a managerial planning (more into the action step or implementation). It is needed to help MB about how to do planning and prepare them to go for higher role in the next term. I really want them to be ready to feel the experience as a leader. 2. LLC (winter): In this conference, there will be three different tracks: EP, TLP, and TMP. For EP, it will be about outgoing preparation seminar. For TLP, it would be a time to review their performance and replanning with TMP. For TMP, it will be a deeper understanding about their functional. In addition to, I want to implement tribe session to discuss about current LC problems so it can be input for the entity. 3. LLC (summer): In this conference, there also will be three different tracks: EP, TLP, and TMP. EP will have outgoing preparation seminar, TLP and TMP there will review of their performance, replanning, and prepare to go for higher role. There would be introduction about every functional in AIESEC (if they want to cross functional) and I want to make such a mini star conference where the delegates will be divided into groups as an LC and have their own structure. They will be given a case to solve. This session can really trigger them to go for higher role. Note: In every conference, there will be special session for LC bonding.

Section 5

Strategic Questions What is your strategy to make team minimum implementation in every team leader is high? 1. Education : In the early term, I want team leader

get the education about what is their responsibility as team leader, how to be a good leader, how to manage member, how to develop member, and every detail about team minimum. I want to put these sessions in LPM, that’s why LPM is obligated for all team leader.

2. Probation : Like newbie, I want that team leader has their probation. The probation is simple, they only have to do team minimum from making team ID, planning, until JD. It has to be done within 2 months. It has to be fulfilled to pass the probation.

3. TM visit : I will spread all TD members to all team to ensure that team minimum is happening. They will assess with team minimum check list and also will assess the team condition.

4. Feedback : In the end of the quarter, every team leader will get feedback from behavior assessment that was given from team member. It can be an evaluation for them to can lead better.

What is Gen Z? What kind of education method that you’ll apply to attract Gen Z? Cited from www.businessinsider.com, gen Z wants everything, everywhere, and immediately. Hannah Payne said, “generation Z takes in information instantaneously”. They prefer to talk online than in person. There is a research in France that 25% of gen Z would choose the most “fun” company, 22% the most innovative, and 21% percent the most ethical. Education method that I will apply is using both virtual and physical. In the survey that I conduct to 90 members, 76.7% of them prefer physical than virtual. That’s why most of the education will still be delivered physically. The most important thing is that it should be fun. I want to make it more practically, deliver high education in sufficient amount, and choose a cool facilitator. For the virtual education itself, it would cover the education that regularly given (e.g. induction) or it needs external speaker from out of Bandung (e.g. LEAD session). I also want to make one platform to put all the education materials so member can read it if they need.

Section 5

Strategic Questions What is your strategy to increase member engagement since our LC have tread in geography between each universities? First, the point is that engagement is a responsibility of the team leader. I need to ensure that it happens by having TM visit. And also engagement should be start from the EBs. If I am elected, I want to emphasize the importance of engagement start from EB. They need to be able to engage manager until member well. At least, they need to have functional meeting once in a month. I want them to do their best to come to every AIESEC event and always encourage their team to do so. Second one, from the survey, I get the information that member really needs bonding. My plan is there will be one bonding every quarter that will be held by chosen functional. Why?? Because I want every functional feel the ownership of bonding so It will encourage them to come to bonding. And in the end of the term, there will be RnR for the best bonding. Bonding from the TD itself will be like invite member to have such a good time together. It could be so simple like watching movie together, karaoke, mamam cantik, etc. I also want to use LC meeting as the time for LC bonding. Then, I want to build culture of appreciation. So, I want to enhance social media to expose little things e.g. congrats member who is elected as OCP, get achievement from outside AIESEC, birthday reminder, and etc just to make them feel be valuable and to encourage them to do much more better. I want member really feel being engaged to this LC. This is a huge plan for engagement. That’s why I will need one manager who will take care all of these things.

Section 5

Strategic Questions

What is LDM for Indonesia? Why we have LDM for indonesia? What is your strategy to execute LDM for Indonesia well? LDM for Indonesia is a big project that was made by AIESEC in Indonesia with Insight Out to ensure that LDM is implemented in our daily operation. It can be really powerful to enable AIESEC in Indonesia to create leader who have LDM characteristic. The output of this project will be a behavior assessment tool, training and development tool, recruitment tool, and R&R tool. Since Bandung becoming a pilot LC to run this project, so first, I need to introduce it to member especially team leader. It needs to be delivered in LPM conference. Then, TD will make a booklet to ensure that every the team leader understand about how to use these tools, at least, by the time they use it, they have a guideline. From the TD itself, it is really helpful for making training and also giving feedback. This tool give a clear guideline about training, so it can enhance the quality of training. And also from behavior assessment and R&R, it can give feedback to each individual and encourage them to do perform well.

THANK YOU FOR READING

Wish me good luck!