Unconquerable in victory, unconquerable in defeat.

That is what defines some of us. The want to keep moving forward no matter what.

To be dynamic, to exceed expectations and be unconquerable in our belief and to have an unyielding desire to succeed.

When I say be ‘unconquerable’ or ‘invincible’ doesn’t mean you will be a sure shot success at everything. It just means being absolutely unbeatable in your resolve, your conviction and your will to give it your all.

The thought of becoming unconquerable, unbeatable, invincible in our life occurs to all of us and it is up to YOU to take that step to become the master of YOUR fate.

“Out of the night that covers me,Black as the pit From pole to pole,I thank whatever gods may beFor my unconquerable soul.

In the fell clutch of circumstanceI have not winced nor cried aloud.Under the bludgeoning of chanceMy head is bloody, but unbowed.

Beyond this place of wrath and tearsLooms but the Horror of the shade,And yet the menace of the yearsFinds, and shall find, me unafraid.

It matters not how strait the gate,How charged with punishments the scroll,I am the master of my fate:I am the captain of my soul”

-William Ernest Henley (INVICTUS)

BLANK PAPER CHALLENGEShowcase the year 2015, the steps leading to 2016 and how will 2016 be for the Local Chapter, should you become the Local Committee President in 2016. This space is completely open

NimayNadkarny

Flat no. 21-AB, Bldg. H-5Mars SocietyKalyani Nagar, Pune -06

Career Objective

_____________________________________________________

To gain as much experience through various roles in the organization, learn by doing and contribute to the growth of the organization.

Personal Information

Date of Birth: 15 December 1993

Languages known English, Konkani, Hindi and Marathi

Strengths

AssertiveGoal orientedGood communication skillsTeam workWork ethicJudgement

Educational QualificationCBSE 10th Board - 9.2 CGPA.CBSE 12th Board – 75% (Commerce).BCom, from Symbiosis College of Arts and Commerce – Aggregate 60%.Currently pursuing a Certified Digital Marketing Master Course from Digital Vidya.

Achievements

Vice President (Student Sector), AIESEC in PuneCame 3rd in Deccan Herald Quiz competition in BangaloreRepresented school cricket team and football team, HAL Public School, Bangalore

Contact No.: 9823281753Email: nimay.aiesec@gmail.com

Biography

AIESEC ExperienceQ1. Present your AIESEC Experience (visually/graphically/tabular) and list the three most important experiences.

A1. My AIESEC experience is listed below in brief

Recruited Feb 2014 Team Leader for GCS in Q3

Selected as Vice President for GCS for 2015

Team member for GCS Q1 & Q2

Team Leader for GTS Q4

Department grew by 108% and performance was recognised at JNC

Nexus Core OC (Delegation Services)

EBC Sept Lcong, small event – good experience.

August RecruitmentOC 2014

3 Most Important Experiences:

1. Team Leader GCS Q3:

My first leadership role in the organisation, after enjoying a good experience as a member being a TL was a step further and a bigger challenge

2. August Recruitment OC:

Successful OC term, recruited over 110 people with this team OneRepublic. One of the best team experiences I have had in this organisation.

3. VP/EB Term:

Easily the best experience in my AIESEC journey, challenging, exhilarating, memorable. Seeing the GCS department grow a bit more in my term was a good thing that’s happened.

Q2. What have been your main achievements and non achievements in AIESEC in the past? (Mention a max of three each).

ACHIEVEMENTS NON ACHIEVEMENTS

Subsidy for JNC 2014 Unable to tangibly contribute to Nexus.

Being part of ROC which recruited 110 members.

Won award for “LC Contribution Award” for financial contribution though operations for the LC in 2014.

Q3. What are your three basic Learnings/Values for life, which you have derived through your AIESEC experience? (Answer objectively)

A3. I have invested a lot of time in this organisation and it has taught me some good values that I can carry forward in my life. Work ethic, discipline, appreciation towards colleagues, gratitude, respect and honesty are only the few values that this organisation has bestowed upon me.

Q4. List the Local/ National/ International conferences you have attended and in what capacity.

CONFERENCES ATTENDED CAPACITY

Feb. 2014 Lcong

Delegate

June National Conference, Goa 2014

Oct. 2014 Lcong

Annual Leaders Conference, Kolkata 2015

Feb. 2015 Lcong

June National Conference, Goa 2015

September 2015 LCong EBC

Q5. What aspect of your Executive Body term could you have significantly improved upon? (personally and as a team).

A5. Personally – I would have liked to improve my communication to improve synergy between departments. Also paying more attention to giving members more specific job roles.

As a Team- I think that we should have concentrated more on member experiences and be more involved in their journey.

Personal Questionnaire Q1. What are your key strengths and weaknesses? How will they effect the role you are applying for and what will be your unique contribution because of these strength and weakness?

A1. I think my key strength is my work ethic and goal oriented performance. I think my weakness is that I am short tempered. My work ethic and goal oriented work approach can help me in leading by example and something that will be present in my EB and LC. I want to flow it down right from the top.

Q2. What is your Leadership style ? Explain with real stories from past leadership experiences.

A2. I think the core of my leadership style is based on learning by doing and entrusting more responsibility to TLs and members. I think this worked out quite well in Q2 where we had a good number of exchanges that took place, Q1 the TLs went on to learn how to go about getting people to raise and then followed up by getting them to go on exchange in the summer cycle. I gave them that freedom I had as a member/TL but the right guidance as well to shape my team’s experience.

Q3. List the values you live by in your life and how you practice them in your day to day life. What kind of values would you want in your EB and the LC?

Training and guidance

Entrusting responsibility

Coaching

A3. Values that probably have been inculcated in me are mainly gratitude, and being generous, not to expect anything in return for small work that I do for someone.

I think the values that were set this year for the LC are an exact reflection of what I want to see in the LC as well as in the EB. Being fun, innovative, striving and demanding excellence and working with/showing passion for the LC. These all are noble values which can be imbibed in any individual and can help in building a kind of structure for having a sustained culture.

Q4. What is driving you to continue in AIESEC? What makes you apply for President?

A4. I think for me it is as simple as going further in the organisation, I have always had the hunger to progress to the highest level on the leadership ladder in the LC. Witnessing the LCP election procedure last year I had decided that if the chance came by I would not want to let it go. Standing for LCP itself is a good experience and is something I wanted, also the added responsibility of becoming LCP.

Q5. How will you make sure you execute your plans as execution is the biggest problem in all the leaders.

A5. It is rightly put that plans are always made but the key failure is the execution. Following the 4DX method to execute plans seems the right way to go. One needs to keep in mind the various lead and lag measures that remain crucial to performing a task to reach the wildly important. It is also key for every department in the LC as well as the LC to identify their wildly important goals (WIGs) at an early stage.

The plan must not only include what or how to execute it, but knowing why the plan is drawn up in the first place is very essential.

Q6. What is your year theme. Why?

A6. I chose my year theme as Invictus, it is Latin for unconquerable or invincible. I was looking for inspiration and I came across the poem of the same name written by William Ernest Henley. The poem to me means that you cannot let anything stop you from getting to where you need to be. It’s all about the fighting spirit in all of us human beings when we are faced with adversity. Moreover I envisioned that this LC needs to bring back that spirit, that spirit which we always want to waken when we release “Till I Collapse”. I want it to reflect for the entire year in the membership, the desire to beat the odds and prevail.

Q7. What is that one thing that you want to learn from this leadership Role and the reason for it.

A7. The main reason for me to apply to the post of LCP is because it is the ultimate team leader position in an LC. Being an LCP will help me gain a broader perspective of running an organisation and the challenges faced therein. In this organisation I have learnt that you cannot let opportunities like this pass and then have a feeling of ‘what if’, I also believe in the leadership ladder that AIESEC professes. Moving through the ranks to the very top level in an LC will be an immense experience all together.

Team Member

Team Leader

Vice President

Local committee President

As we go higher up the hierarchy, responsibility and the desire to achieve more increases.

Organisation UnderstandingQ1. What is your Understanding of AIESEC 2020 ? Envision the year 2020 for AIESEC in Pune in three statements as aleader of 2016.

A1. Understanding of AIESEC 2020.AIESEC 2020 is a signal of intent of AIESEC and all its members by attempting to reach to more young people through our programs and become more customer centric. Adapting to the environment that we find ourselves in and cater to the needs and the preferences of our would be customers.

Just like any organisation it is important for an organisation like AIESEC, because of the size and scale of the organisation, to come together and co-create 5 year ambitions, targets, plans etc. The 3 ambition statements of AIESEC 2020 we come to know which direction this organisation is headed in. The organisation wants to grow and increase the volume of leadership experiences in the world.

#3 statements for AIESEC in Pune as its leader in 2016

#1

• Become the largest youth run organisation in Pune. Grow in size and capacity.

#2

• Become first choice partners with universities as a facilitator of UG internships.

#3

• Become a platform for the youth of Pune to bring societal change

Q2. We are moving towards a more customer centric organisation. How will you in your year make AIESEC a customer centric organisation? How will you increase eachcustomer experience in all the programs that we offer?

A2. To be more customer centric I think there are certain behaviours that we as AIESECers must practise in our operations.

I think one thing that needs to change in making sure AIESEC in Pune becomes more customer centric is by making sure that our response rate is good, we improve on our delivery to all our EPs and TNs, and raise according to the demand and supply trends in the network. It is also important for us to follow the 16 steps of ‘Standards and Satisfaction’ to ensure that we give our clients get their money’s worth. Providing newsletters at a regular basis to our EPs and our members of new opportunities available on the network, same can go to EPs that come here on exchange and would like to continue their development in Pune. Showcasing impact stories of our GC EPs through social media and keeping in touch with them so that we can hope to send them on a GT or bring back iGC interns here for a GT later.

Q3. Evaluate the new AIESEC way and LDM. How do you think they play an important role in an AIESECer’s life? If given a chance, what changes do you suggest in both? (If any).

A3. For an organisation like AIESEC, which is over 60 years old and yet has members of the age group of 18-24 years, it is important to remember the vision that this organisation had when it was established. Peace and fulfilment of humankind’s potential by developing young leaders through different AIESEC programs.An important aspect of the AIESEC Way are the values that an AIESECer must have. These values are essential in creating a good environment for the development of its members. The Leadership Development Model is in my opinion the best value proposition AIESEC has to offer to its stakeholders.

VisionGives

Direction and Purpose

ValuesGood culture

within the organisation

Develop into AIESECers

LDM, Inner/Outer Journey

Leadership qualities developed

Fulfilment of one’s potential

Q4. What is your understanding of the AIESEC Customer flow, compare it with a different companies customer flow and suggest what changes and improvement can you get in AIESEC Customer flow in Pune to achieve more results.

I do not recommend any changes to the AIESEC Way, I believe that these elements are the right kind of teachings and experiences that we want to give to the stakeholders of this organisation. The presence of LDM and inner/outer journey in all of our programs helps us develop responsible young leaders.

A4. Customer flow is a method used to understand customer behaviour in the buying process, it can be used to enhance customer experience in buying a product or service. Since AIESEC is moving to becoming a customer centric organisation, customer flow is going to play an important part in understanding our customers’ behaviour and tracking/recording customer preferences. The customer flow will mainly help us understand where does the conversion of our members go wrong, and take measures accordingly.

Customer flow of a company

I think the main focus should be on improving the attraction phase of our customer flow. The programs that AIESEC offers are difficult to say no to. If we are able to pull our target market onto our opportunities portal, we can improve our conversion. IR will also play an important role in ensuring those leads get raised and then realized as soon as possible.Even for TNs, we have to ensure that EPs from abroad are applying to the projects. This can be done through maintaining good quality of forms on the OP and through branding of the city when matching the EPs.

Q5. How will you use the 4DX model in your year? Explain each in detail.

A5. We were introduced to the concept of 4DX at JNC this year, and the implementation of this has been difficult for us up till now. There is a reason why these are called “the 4 disciplines” and it should be a process that is strictly followed.

WIG – To Do 300 Exchanges in 2016

Lag Measures:• 150 exchanges by June

2016• 30% contribution from

Exchange Support to Exchange targets

• 70 GCS exchanges by June 2016

Lead Measures:• Meet timelines for raising

peak.• Online campaigns and

events in colleges.• Strong international

relations and 10 UR done incl. SU.

SCORECARD

KEY PROJECT

TIMELINE KPI MOS POINTS

Each month will have this scorecard, which updated daily according to the timeline of the key project. The key project has to incorporate a lead measure in order to get to the target. For completing each project on time, 10 points are allotted to the dept which completes their key projects on time and meets its exchange goals for the set timeline. RNR for the dept which has the most number of points.

LOCAL COMMITTEE UNDERSTANDINGLC Administration

Q1. Analyse the trends of the past four years (including 2015) of AIESEC Pune’s strategic direction (include performance & culture). How do you see the organisational direction of AIESEC Pune shaping up in the coming two years? Also, give a SWOT analysis of the LC for 2015.

A1.

AIESEC IN PUNE: Over the years

2011 2012 2013 2014 2015

Most number of exchanges done.

Focus remainedon ICX

Grew in GCs exchanges by 300% due to SUs.

GCs exchanges did not grow, realization cycles missed.

Highlight:Board engagement, first JBM in almost 2 years

Focus on ICX (mainly on GCooperations)

Growth in thenumber of GToexchanges

Reverse effect in GCo where the dept had to be shut for a while

LC became financiallysustainable, more money brought through events.

Contributionfrom SU fell and there was more contribution from UR and Marketing for GCs.

Emphasis on OGX very low

Number of GCs raises went up, but low realizations

Improvement in financial management and tracking.

Brand of AIESEC in the city grewwith Empower and BKK.

Financial tracking improved.

Knowledge in exchange support operations like finance and TM low

Poor financialmanagement.

GTo also witnessed a growth in exchanges

ICX as a whole fell in no. of exchanges

Good amount of investments made (Office, intern house, marketing)

Expansion entity started in Goa –sensed the market potential there for GTo and GCs

Goa contributesto around 60 exchanges. AIESEC in Nagpur founded.

Growth in GTs exchanges, focus on ET internships

Growth in GTs exchanges, ET was focus again and pipeline helped growth.

GCo focus shifted from the LC to expansion entity in Nagpur.

GTs was a new portfolio, and grew quickly

Membershiptracking poor.

State of membership was weak and was not tracked properly.

Membershipstrength was good and left next EB with good pipeline

HR policy introduced, better membership tracking and new recruitment model

Goal for 2015: Best GCs in the network

Process optimization and synergy between deptswas not good enough.

Slight improvementin synergy.

Haphazard operations, lack in synergy and poor quality of exchanges.

Market for ICX and OGX finally understood.

I think that AIESEC in Pune will only grow, not only in the number of exchanges that we do but as an organisation. The development of exchange support in our LC has been slow, but I think the exchange support portfolios will result in the growth of AIESEC in our market. We have not only learnt but seen what wonders good finance and human resources can do for the LC, as these are the pillars for any organisation to rely on. As for exchange portfolios we need to do something radical to improve GCo exchanges in the city and probably look to do more GCo exchanges in Goa and Nagpur which seem to have a good attraction for EPs from abroad. As far as GCs is concerned, capitalizing on UR is essential, this year we had good partnerships but could not capitalise on it, we now know that the approach in SU has to be different. GT looks like a very promising area for growth and development for AIESEC in Pune. With a good number of companies and PG colleges that are present here also with the growth in the sectors of education and IT as a whole.

What to Expect: AIESEC in Pune

SWOT Analysis

Strength

•Large student base from different backgrounds

•Growing service sector industry.

•Nagpur ICX potential discovered.

•Board engagement.

Weakness

•Pune as a city is not well known abroad.

•Membership affected because of students staying out of Pune.

•Could not exploit SU market.

Opportunity

•Goa – immense ICX and OGX potential

•Start up market in Pune.

•Indira and FLAME which are colleges on board.

Threat

•Competition from other organisations providing international experiences eg: AFS.

•Missing UR cycle for summer & winter.

Q2. What is the stand you have for the Local chapter in the year 2016, what are the key factors that will make AIESEC in Pune fulfil this stand and how?

A2. I think my stand that I would have for AIESEC in Pune is “Rediscover. Reinvent. Reshape.”. I think we need a bit of these in our operations to grow in the number of exchanges that we do as well as having our quality improved. I think we can do this by including members in the planning process, by doing things that require a calculated risk that can pay dividends. Better investments need not be only in marketing but into membership and events.

•By dwelling more into the market that Pune has, ‘discovering’ the untapped.

•Through thorough market research and S&D analysis, to fully understand our market potential.

Rediscover

•How we do GCO, GCS and GTS, we need to come up with something new. These portfolios are either stagnating or on the decline.

•Divert from traditional mode of operations and do something out of the box. Eg: CSR for GCO, YE by externals for GCS or looking to send Alumni for GTS.

Reinvent

•Structure of how departments generally work.

•Shaping proper JDs for members which can help them do their work better and get more involved with the organisation.

Reshape

Q3. What is your understanding of Lead and Lag Measures? Propose 3 lead and Lag measures that you will incorporate in your year?

A3. I think what I understand from lead and lag measure are that they are the KPIs and MOS that should be looked at in the 4DX. Lag measures are the measure of success that you can keep a check on and to reach that MOS you need to take certain lead measures, which act as key performance indicators of the tasks that need to be done to achieve that MOS.

•170 exchanges by June 2016

•30% contribution from Exchange Support to Exchange targets

•70 GCS exchanges by June 2016

Lag Measures

•Meet timelines for raising peak.

•Online campaigns and events in colleges.

•Strong international relations and 10 UR done incl. SU.

Lead Measures

Q4. What according tot you will be focus areas for AIESEC in Pune in 2016 and why? Explain in detail.

GCS

•Strong IR with EU countries which are the most preferred destination of our EPs.

•Huge market for the summer with a diverse student crowd.

•SU in SIT and FLAME.

Expansions

•More investment is needed to expand in Goa which is a huge market not only for GTO

•Nagpur also growing in exchanges and has the ability to do GCO exchanges

Marketing

•More on-ground presence will bring a better quality of leads.

•Marketing based on current trends and better product packaging can

Finance

•It is the pillar of an organisation and ensuring the LC’s financial security is a must.

•Smart investments and cutting needless costs to

BoA

• They are a great source of guidance and can really help the LC through their experience and referrals

LCP

(2) VP GCS

VP GCO

VP GTS

VP GTO

VP Marketing

VP TM

VP BD

VP Expansions

VP Finance

ORGANIZATION STRUCTURE:

Q5. Propose the organisational structure (for the Executive Body only) that you plan to follow for the next year.

Q6. Propose a Governance & Accountability model for the LC for the year 2016.

Governance and Accountability Model for the LC in 2015-16:

•HR Policy implementation.

•Making a Finance Policy for AIESEC in Pune and ensuring that it is implemented.

•Monthly reviews for the EB and MB.

•Financial transparency through newsletters every month.

•Finance review every quarter.

•Quality Management Team which does a review on all exchange processes, every month. The QMT will be chaired by VP Finance and Legal, the term of the members in the team will be bi-annual.

•Financial budgeting for every month for each portfolio to ensure better investments and to predict income from the respective portfolios

•Monthly newsletters sent to BOA. Have 2 JBMs in the year.

A6.

Q8. According to you, what role will AIESEC play in the city of Pune as an International Youth Organisation in 2016?

A8. According to me I think that AIESEC in Pune will continue to develop young leaders through our exchange programs. I think AIESEC will play a bigger role in getting more colleges involved in helping us create these leaders. AIESEC will not only supply global talent to companies but gain knowledge from them as well through their mentorship. I think students will use AIESEC not only to gain practical work experience but also understand the importance of developing leadership qualities in themselves.

AIESEC:

Leadership opportunities to

students through its

programmes, grows in size and impact in

the city

Stakeholders & Customers:

Approach AIESEC for our programmes,

help us improve our experience and become promoters.

ProgrammesQ1. What according to you are going to be your five key synergy corners in the term? Why are these going to be the most important? Suggest specific projects you will work on in each corner for the exchange portfolios.

Impact

Impact

Marketing GCS

A1.

1. Marketing & GCS

Marketing GL

2. Marketing & GL

Marketing BD

3. Marketing & BD

4. Marketing & Expansions

Marketing Expansions

5. BD & GCS

BD GCS

Key Project: Digital Marketing Conversion.Campaigns based on demand and promotion of specific LC partners, to improve conversion. Reduce time taken to contact students who register through the campaigns.Releasing parallel campaigns on all digital platforms.

Key Project: RecruitmentMarketing can help with generating good quality leads for membership by good quality campaigns. Recruitment is also a very good way to reach out to more people as a brand.

Key Project: Youth Empowerment Sessions and YSF.The key cogs for any AIESEC related event are BD and marketing. Timeline for these events are crucial, as well as how they brand it.

Key Project: MDP with Universities.Universities are not necessarily a source of exchange numbers for GCS, with the help of BD we can come up with a product basket which includes a list of services we can provide the university.

Key Project: Increase Outreach RadiusExpansions in Goa and Nagpur are a huge market, and marketing is crucial in these places because the brand strength of AIESEC is not as strong as it is in Pune. This can help in boosting our exchange numbers as well as increasing AIESEC brand outreach.

Q2. What will be the changes that will leverage the volume of AIESEC in Pune ELD Experiences in 2016? How are these connected with the external environment?

A2.

Programme Relevance With

Evolution/ Innovation External Market

Top Strategies Relevance with ExternalMarket

GTO Digital marketing • Drip Email Marketing

• CRM

To ensure customer loyalty and to generate more referrals

GTS Upselling Subsidies to returned GC EPs to go for GT.

Involving EPs who know about the AIESEC process by allowing them to apply for a GT which is an elite program

GCO Value additions • Travel toursfor EPs.

• Tri-city / dual city projects

Customer experience.

GCS Product Packaging Strong IRPartner with LCs for specificprojects

Customer experience

Q3. Please give your (probable) targets for the next year. Please justify the same, especially along the lines of:a. Membership Volume & Experienceb. Logistical Managementc. Stakeholders Experience Deliveryd. International Relations

MONTH

GCO GCS GTO GTS

R M R R M R R M R R M R

JAN 10 8 3 5 1 6 10 5 8 2 1 0

FEB 5 3 3 10 5 2 8 5 3 2 0 1

MAR 5 4 7 15 10 1 5 4 5 1 3 1

Q1 20 15 13 30 16 9 23 14 16 5 4 2

APR 5 3 5 15 25 1 4 8 5 1 2 2

MAY 3 5 6 30 25 40 10 5 7 2 4 1

JUNE 10 7 105 5 20 10 6 4 5 3 3

Q2 18 15 21 50 55 61 24 19 16 8 9 6

JULY 10 11 7 5 3 6 8 10 3 2 2 3

AUG 5 4 3 5 5 1 5 7 8 1 0 0

SEPT 3 4 2 15 15 3 5 9 10 1 0 1

Q3 18 19 12 25 23 10 18 26 21 4 2 4

OCT 3 10 4 20 18 10 7 10 10 1 1 0

NOV 7 8 10 15 25 20 8 4 7 1 0 1

DEC 8 5 10 5 5 30 6 5 5 1 2 2

Q4 18 23 24 40 48 60 21 19 22 3 3 3

TOT 74 72 70 145 142 140 86 78 75 20 18 15

Exchange Targets for 2016-17

A3.

a. Membership Volume & Experiencei. Two recruitment cycles during the year.ii. MB with quarterly terms.iii. MB summit for every quarter.iv. MBMs every week to assess and bring out solutions.v. LC forums that keep members engaged in activities related to the CF and LDM.vi. Member participation in conferences – local, regional and national.vii. External source of L&D for LC forums.

b. Logistical Managementi. All contracts signed and kept.ii. Invoices made on time and submitted to clients within a day of the payment.

c. Stakeholders Experience Delivery

TN

•Showcasing clients on our network.

•Monthly newsletters to keep our clients in touch with AIESEC in Pune.

•Branding GCO projects.

•Stakeholders event.

EPs (outgoing)

•OPS and CPS for EPs.

•EP LEADs.

•Assistance in legal procedures for visa.

•Proper re-integration of EPs.

•Invitation to LC forums/events.

EPs (incoming)

•Cultural diversity in projects.

•Events arranged for incoming interns for adding value to their experience.

•Invitation to LC forums and events.

•Experience and impact showcasing.

Membership

•RNR campaign throughout the year.

•Parent engagement through monthly newsletters.

•Learning and development of members through LC forums and experience tracking by TM.

•More leadership opportunities to members through creation of new job roles.

d. International Relationsi. Sending IR goodies with outgoing EPs.ii. Giving iXP EPs a dual job role of strengthening relations.iii. Encouraging applications to NST/GST positions.iv. Encouraging CEEDership program for both incoming and outgoing.

Q4. What action steps do you propose for a stronger quality of experiences delivered?Propose Action steps for NEP, IGC, IGT, OGC and OGT.

A4. Quality is an important aspect that we must look into if we want to increase the volume of exchanges in the near future. Not only does it help in that but if don’t do the delivery right then it spoils the image of the organisation in the eyes of an uninitiated person.

NEP: a) For NEP I think that we need to get all their legal documents in place at the right time. b) We also need to have some sort of expectation setting that is done with the EPs who will come

here through probably something like an EP LEAD.

GCO:a) Provide good JD to the EPs for the internship. b) Do something ‘out of the way’ like arranging tours, treks, GV etc. which will be a value addition

to their experience.c) Arrange for a host family accommodation, ideally.d) EP LEAD will help the EPs gain more knowledge about AIESEC and the GC programme.

GTO: a) Having the legal documents of the EPs in place b) Ensuring that accommodation is also arranged on time.

GCS: a) Having all contracts signed, ensuring that interviews are set on time for unmatched EPs.b) Making sure that proper assistance is given during visa process.c) EP Operational Preparatory Seminar and Cultural Preparation Seminar is also given before

realisation.

GTS:a) Preferably reverse raise EPs to ensure a good delivery.b) Raise to match time needs to reduce and this can only be done by pushing the EPs to the right

projects in the countries that can facilitate a visa quickly.

FunctionsExternal Relations

Q1. Propose key projects for BD in 2016 for Pune and Expansions also.

Q2. Evaluate the performance of BD in the year 2015 (for Pune).

A2. BD is an important portfolio for an LC, not only should it be helping the LC financially but also in widening the range of our impact to externals. A few things I’d like to point out about the performance of BD this year.

Positives:i. Board engagement – first JBM in 2-3 years. ii. Alumni engagement – creation of the Alumni Fund was one of the steps taken this year

also a good idea. iii. Setting up BoA in Nagpur – I think this was important considering Nagpur is a growing

expansion, with an aim to become an LC by June 2016.

Negatives:i. Sponsorship – every year it’s the same problem of not being able to get sponsors for

events and BD targets heavily relied on this solely.ii. CSR Selling – did not kick off at all, no synergy with GCO, no clear idea about CSR. iii. Events – no clear direction in the events that needed to be carried out, build up to event

mismanaged notably CSR summit. iv. Contribution to Exchange Targets – negligible contribution towards exchange, a trend that

has been present for quite a while.

•It is important to keep the board involved with the current state of the LC.

•Having 2 JBMs in a year will help us in gaining valuable input from them.

Board Engagement

•Doing events is important for BD as a project.

•Events lead to growth in ELD, act as EWA and are able to promote/brand AIESEC in the city.

Events – YSF and BKK

•Alumni like the board are a good source of AIESEC knowledge for us, other than providing us with the right guidance.

•The creation of an alumni board to keep the alumni engaged and up to date with the LC.

Alumni Engagement

•Having a Youth Empowerment Session in Nagpur and Goa is important. For Goa, BITS, is the ideal place for this kind of event.

•Training to Nagpur in BD

Expansions

Q3. Give your (probable) BD target for the next year. Justify the same, considering the ground realities faced in the LC in 2015 and 2014.

Financial ManagementQ1. Define a financially sustainable LC. How do you envision AIESEC in Pune in 2016 with respect to being financially profitable and investment-friendly?

A1. According to me a financially sustainable LC:i. One which has good amount of reserves and assetsii. Should not have any amount pending to external organisations at the end of the calendar

year.iii. Should be able to function without additional funds which come through BD/events.iv. Has cash in hand to manage operation costs.v. Has a constant inflow of cash every month.vi. Has a good track of inflow and outflow of cash.vii. Has long term investments.

I think that in 2016 we have to be careful while investing but not be timid at the same time. Investment in members and to smoothen operations is a simpler approach which often gets forgotten. So does investment in a work place to make it more of a place that members would like to come and work at. In terms of being profitable, I think that we must make sure that exchange portfolios achieve their raise targets for every month and also that BD brings income from events which is a difficult task to accomplish.

A3. BD Target for the year: ₹3 Lakh cash from sponsors.Events for the year: i. Youth Empowerment Sessions in Colleges (Youth Speak Movement)ii. Culminate in a big YSF.iii. Balakalakar at the end of GCO projects which involve teaching.

iv. Alumni engagement and the start of an Alumni Fund.

2014 2015

Issues with raising sponsors. Issues with raising sponsors

Good partnerships made for in-kind sponsorship.

Lack of focus on studentmarket.

Q2. Attach an outline budget with respect to your ELD program targets, including BD income from events, collaborations etc.

AIESEC in Pune Annual Budget for 2016-17

GCO:

GCS:

GTO:

GTS:

No. of NEP RE expected taken as 25.

Q3. Evaluate the performance of Finance in the year 2015.

A3. Finance as a portfolio this year had some ups and downs. i. I think that there was a good track of all the inflow and outflows of money in the LC. ii. Investment in new bigger office.iii. I think the avenues that we have invested in this year did not work out notably in a digital

marketing partner and in the CSR summit. iv. I think there should have been more involvement of finance in making campaigns for RNR. v. Lack of financial knowledge to the LC.vi. No financial policy was made.

Talent Management and Learning & DevelopmentQ1. What is your understanding of the distinction between TM as a function and TM as a program? Evaluate the performance of both in 2015.

A1. TM as a Function:i. Assess the talent capacity in the LCii. Coaching and mentoring the members of the LCiii. Preparing induction modules for members for their learning.iv. Tracking members’ experience – journey mapping.v. Tracking members’ performance and the appraisal of members.

TM as a Program:i. Tracking TMP and TLP experiences.ii. Understanding the talent requirements of the depts. in the LC.iii. Recruitment to meet the needs of the depts.iv. Growth in the number of integrated experiences in the LC.v. Ensuring that there is learning and development of the members in the LC

Q2. Analyse the recruitment conducted this year. What innovations do you propose in the existing processes to make them even more effective for next year?

A2. This year we saw a change in the kind of recruitment that we normally do in the LC. Moving from a more of a skill based recruitment we did a personality based recruitment, where the values of the people being interviewed were primary and skills secondary.

2015: TM as a Function 2015: TM as a Program

Proper tracking of members. No. of iXP grown – lot of members taking up OC roles or going for a GC.

Track of exits improved VP L&D as a different role was difficultto have at the LC level.

Member appraisal was inconsistent

Coaching of members within the LC was not undertaken.

Q3. Propose key projects for TM and L&D for the year 2016.

Recruitment

•Most important function of TM.

•Fulfil the talent requirements of the LC.

•Two recruitment cycles –January and August.

Coaching and Performance Appraisal

•Through L&D and membership productivity tracking.

•Problem sensing within the membership and coaching to improve experience and productivity.

Integrated Experiences

•Not only for members to take up a GC internship

•Ensuring members are applying to various roles within the LC.

A3.

Q4. How do you see LDM contributing to 2016 and customer experiences? Propose a model for the same.

A4. I think the Leadership Development Model of AIESEC is its best value proposition to its stakeholders and a crucial element of the new AIESEC Way. The LDM comprises of 4 traits that we want all the young people engaged with AIESEC to imbibe. i. Self Awareii. Solution Orientediii. Empowering Othersiv. World Citizen

I think that having an induction for EPs bith incoming and outgoing through LEAD sessions being present in the customer flow is important. The LDM is the medium through which we want to move towards our ultimate goal of shaping young responsible leaders.

I think that the recruitment that we did in July was good in terms of the kind of people whom we recruited were selected on the basis of a scorecard and a personality test.

Similarly, like the personality test I think there should be a test on the elements of the LDM. Something like an MCQ instead of adding it into the PI format.

AIESEC Experience

Self AwareSolution Oriented

Empowering Others

World Citizen

Responsible young leader

This is how I think that an ideal LDM journey looks like for a person who takes up an AIESEC experience. And it is in this order that I think that a person goes through each element of the LDM as an experience in his/her AIESEC journey.

Recruitment based on LDM elements.

LEAD for EPs, both incoming and outgoing, to initiate their

inner/outer journey.

Connecting LDM elements to various roles and

responsibilities in an organization.

Promoting iXP culture in the LC.

LDM Model

MarketingQ1. What emphasis does Marketing as a function hold currently for AIESEC in Pune? Critically analyse the same. Also evaluate its contribution to growth in all ELD programs, including Global Leaders Program in 2015.

A1. I think marketing this year for AIESEC in Pune has placed more emphasis on digital transformation, with a lot of efforts put in expanding our reach online. Investments in making a blog for AIESEC in Pune, Facebook ads and LinkedIn ads.

Analysis of Marketing – AIESEC in Pune 2015:i. Digital expansion, more efforts put in, money invested in Facebook, LinkedIn and BuzzFactory.ii. Low on-ground presence.iii. No parallel online and on-ground campaigns.iv. Contribution to exchange (raises) – GCS (23), GTO (8), GTS (4). v. Few on-ground partnerships with external organisation and events.vi. Online marketing in Expansions did not kick off.vii. Leads generated for recruitment 120 online leads and over 300 forms sold on-ground.

Conversion from online leads for recruitment was low, poorly timed campaign.

Q2. How should Marketing evolve in the LC in 2016? How do you see it contributing to ELD programs in 2016?

A2.

Better product placement

External partnerships which are long term

Evolution of Marketing:

Communication and Information ManagementQ1. What are the various spheres in the LC in which Communication & Information Management plays a huge role or can a play a huge role? Propose innovations for all of the spheres.

A1. Communication and information management is an important aspect of running an organisation. One of the most important aspect of CIM are the mediums and tools used to communicate in the LC.

External Communication

•For the purpose of informing the public about AIESEC

•Done through blog page, Facebook page and online promotions.

Internal Communication

•Google groups

•Facebook groups

•Whatsapp for informal communication.

Information Management

•Through wikis

•Through formation of organisational policies.

Q2. Comment on how you envision the role of Information Systems in the functioning and administration of the local committee in 2016.

Innovations for CIM:i. Client experience documentation.

ii. Wiki for policies that should be known to all AIESECers such as XPP, compendium, HR policy and Finance policy.

iii. Internal feedback system.

A2. Role of Knowledge and Information Systems:

Client feedback.

Transparency within the

organization.

Can be used as a tool to increase

EWA with clients.

Upselling to clients.

Drive down important policies.

An important aspect of

marketing.