A I E S E C I N A U S T R A L I AN AT I O N A L A W A R D S PA C K A G E

M C L I M I T L E S S A C C E P T T H E C H A L L E N G E

A C H I E V E T H E I M P O S S I B L E

S U C C E S S I S N O T F I N A L , FA I L U R E

I S N O T FATA L : I T I S T H E C O U R A G E

T O C O N T I N U E T H AT C O U N T S .

The first semester of 2015 marks the start of the end of our mid term ambition as a global organisation. More importantly for AIESEC in Australia, it is a check point to reset our grounding within the global network; to emerge at the front or to get left behind in the midst of change.

AIESEC in Australia started this exciting leg of the race with a refresh of our leadership body, a new business model, and a big appetite for an ambitious future.

As a nation, we had a lot of first time experiences in this semester starting with a refreshed way of recruitment and induction, first time using the new Global Information Systems to facilitate amazing exchange experiences for our customers, refreshed customer journeys and processes.

There were a lot of trial and errors; successes and failures.

The leadership team pushed through, constantly thinking about new ways to overcome the new challenges that we uncover along the way. Above that all we upheld our collaborative culture towards achieving more. Painful lessons were shared, successful stories were celebrated.

Throughout this time, people who took on each challenge as an opportunity for growth rather than an outlet for excuses went from failure to failure emerged as new leaders and inspiration for our nation.

It is now time to reward and recognise the people who have consistently given it their all, redefining what is possible; people who we truly appreciate and are inspired by.

Love,

your MCP Mei

M C P A D D R E S S

These awards are to recognise teams t h a t h a v e s h o w n d r i v e a n d commitment towards achieving. More than that, they should also have demonstrated the collaborative mindset in contributing towards AIESEC in Australia’s growth.

Behav iours shou ld re f lec t the collaborative culture for achieving, the six AIESEC values as well as the 2015 behaviours.

The awards should not provide a ceiling or be seen as a limit for a c h i e v e m e n t b u t m o re s o a n encouragement for improvement and a challenge for the rest of the entities to follow suit in challenging their capacity to surpass their limits.

All data presented should match with information available on EXPA, SMP, PODIO and DAAL files.

A W A R D P R I N C I P L E S

E L I G I B I L I T Y A N D P R I N C I P L E S

W H O C A N A P P LY ?Only Full Members are eligible to apply for the National Excellence Award

All entities (Full Members, Members in Alert, Expansions, Regions) are eligible to apply for the all other awards. * membership status effective as of July National Conference 2015.

What period is assessed?

These awards will be assessed from 1st July 2014 to 30th June 2015 (unless otherwise stated) and are compared with the same period in the previous 12 months for growth calculations.

The award application should be submitted through an email to the MCP (mei.kok@aiesec.net), titled “AIESEC in Australia 2015 July National Award - Name of Award - Name of LC”

The application should be submitted in PDF format.

All awards applications are to be submitted by 4th of July 2015.

A P P L I C A T I O N P R O C E D U R E S

N AT I O N A L E X C E L L E N C E AWA R D

R E S U LT S A C H I E V E M E N T ‣ Absolute numbers and relative growth in both exchange and

leadership experiences delivered (include TXP as well as exchange numbers MA and RE)

C U S T O M E R E X P E R I E N C E A N D S AT I S FA C T I O N ‣ Showcase how minimum standards are upheld for all TMP, TLP, GCDP

and GIP ‣ Outcomes of customer satisfaction in all part of the process (Showcase

conversion rates and key initiatives in each part showcased)

S U S TA I N A B I L I T Y ‣ Financial investments made, ROI and months of financial reserves ‣ Exchange and leadership pipeline

R E L E VA N C E I N S O C I E T Y ‣ In-kind partnership, financial partnerships, university support etc

N AT I O N A L C O N T R I B U T I O N ‣ GCPs, Global/ Regional awards & recognition, external recognition etc

This award recognises the top performing and most sustainable entity within the AIESEC in Australia network.

The LC should have contributed to AIESEC in Australia in terms of the number of exchange and leadership experiences delivered.

T h i s L C s h o u l d h a v e a l s o demonstrated the ability to maintain consistent growth through smart investments and constant innovation and hard work.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small. *Only Full Member entities can apply for this award. Considerations for awards take into account membership status by July 2015.

D E V E L O P I N G L C O F T H E Y E A R

R E S U LT S A C H I E V E M E N T ‣ Absolute numbers and relative growth in both exchange and leadership

experiences delivered (include TXP as well as exchange numbers MA and RE)

‣ Months in financial reserves grown from previous periods

C U S T O M E R E X P E R I E N C E A N D S AT I S FA C T I O N ‣ Showcase how minimum standards are upheld for all TMP, TLP, GCDP and

GIP ‣ Outcomes of customer satisfaction in all part of the process (Showcase

conversion rates and key initiatives in each part showcased)

S U S TA I N A B I L I T Y ‣ New Financial investments initiatives undertook and ROI from these

investments. ‣ Exchange and leadership pipeline

R E L E VA N C E I N S O C I E T Y ‣ Growth in in-kind partnership, financial partnerships, university support etc

N AT I O N A L C O N T R I B U T I O N ‣ New GCPs, Global/ Regional awards & recognition, external recognition etc

T h i s a w a r d r e w a r d s a n d recognises the entity in Australia with the top growth without neglecting the standards and satisfaction of each experience facilitated.

Resilience is also something we look for in rewarding this LC. The LC shou ld have d i sp l ayed handwork and perseverance in d e l i v e r i n g m o r e A I E S E C experiences.

This LC should also be able to demonstrate the sustainability in t h e g r o w t h t h r o u g h i t s membership pas well as exchange pipeline for 2015.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

E N T R E P R E N E U R I A L E X C E L L E N C E AWA R D

C O U R A G E S H O W C A S E ‣ Showcase all the attempted innovations (successes and failures) with key

learnings from each innovation project (include iGCDP innovations here!)

C U S T O M E R E X P E R I E N C E A N D S AT I S FA C T I O N ‣ Showcase how customer experiences are enhanced and the growth in

the absolute results or conversions in the part of the process innovated on.

S U S TA I N A B I L I T Y ‣ Total amount of financial investments made and percentage of these

investments as part of the total expenses

R E L E VA N C E I N S O C I E T Y ‣ Growth in in-kind partnership, financial partnerships, university support

etc gained through innovation initiatives

N AT I O N A L C O N T R I B U T I O N ‣ New GCPs, Global/ Regional awards & recognition, external recognition

(if any)

T h i s a w a r d r e w a r d s a n d recognises the entity in Australia that took bold actions with a strong purpose to improve our operations to deliver more and better experiences with better customer satisfaction.

This LC should be able to demonstrate the sustainability in the innovat ions made and tangible outcomes from these innovations

The innovations should be aligned with our business model and should enhance our customer experience in ensuring clear l e a d e r s h i p d e v e l o p m e n t outcomes.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

M O S T S U S TA I N A B L E E X PA N S I O N AWA R D

C O U R A G E S H O W C A S E ‣ Showcase all the attempted innovations (successes and failures) with

key learnings from each innovation project

C U S T O M E R E X P E R I E N C E A N D S AT I S FA C T I O N ‣ Showcase how customer experiences are enhanced and the growth in

the absolute results or conversions in the part of the process innovated on.

S U S TA I N A B I L I T Y ‣ Total amount of financial investments made and percentage of these

investments as part of the total expenses

R E L E VA N C E I N S O C I E T Y ‣ Growth in in-kind partnership, financial partnerships, university

support etc gained through innovation initiatives

N AT I O N A L C O N T R I B U T I O N ‣ New GCPs, Global/ Regional awards & recognition, external

recognition (if any)

T h i s a w a r d r e w a r d s a n d recognises the entity in Australia that took bold actions with a strong purpose to improve our operations to deliver more and better experiences with better customer satisfaction.

This LC should be able to demonstrate the sustainability in the innovat ions made and tangible outcomes from these innovations

The innovations should be aligned with our business model and should enhance our customer experience in ensuring clear l e a d e r s h i p d e v e l o p m e n t outcomes.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

S U S TA I N A B I L I T Y AWA R D

I N V E S T M E N T S K N O W - H O W ‣ Key investments in each programme and the tangible results/

outcomes of the investments (MA, RE etc)

K E Y I N I T I AT I V E S ‣ GCPs in improving internal processes and the tangible results/

outcomes

F I N A N C I A L S U S TA I N A B I L I T Y ‣ Financial Statement analysis; LC cash flow analysis; reserves etc.

T h i s a w a r d r e w a r d s a n d recognises the ent i ty that demonstrated the best efforts in ensuring sustainability of the entity through making informed decisions on investments that generated tangible returns to support the LC in delivering more or better leadership experiences

The efforts should also highlight our AIESEC values especially the value of “Acting Sustainably”

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

TA L E N T M A N A G E M E N T E X C E L L E N C E AWA R D

R E T E N T I O N R AT E ‣ LC member retention rate for semester 2, % growth in

retention rate (term on term) ‣ Strategies implemented to increase retention rate

L E A D E R S H I P D E V E L O P M E N T ‣ # TLP Re (1 Jan to 30th Jun) ‣ Average # applications per TL role

M E M B E R S H I P P R O D U C T I V I T Y ‣ Membership productivity (calculate per programme

facilitated in LC: oGIP, iGIP, oGCDP, iGCDP and include BO support in each programme)

‣ Term on term % growth ‣ Key strategies to increase member engagements include

how it was tracked and key outcomes of strategies

T h i s a w a r d r e w a r d s a n d recognises the ent i ty that demonstrated the excellence in talent management, backed by the results of the ability to retain members, the available pipeline for team leading positions, progression of membership as well as the ability to engage the members in delivering more and better AIESEC experiences.

The LC should also be able to demonstrate strategic thinking in streamlining team experiences to be aligned with our business model and the new customer flow and put focus on leadership d e v e l o p m e n t i n e v e r y experience.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

N AT I O N A L B R A N D E X C E L L E N C E AWA R D

A C H I E V E M E N T S ‣ Provide the Targeted vs. Achieved SMP results for each programme (oGCDP, oGIP, iGIP,

iGCDP) being run in your LC. Include the 3 main market segmentations/target markets and the 3 main communication channels/tactics (Social Media, Events, Emails, Website, Cold & Warm Calls, Lecture Bashes, Booths/Stalls, etc) per programme.

‣ # & % growth of leads for each market segmentation/target market per programme since the start of the EB term.

‣ # & % growth of leads from each channel per programme since the start of the EB term. ‣ % of conversion growth of SU:IP and IP:Match for each programme since the start of the

EB term.

E X C H A N G E & E X T E R N A L P R E S E N C E ‣ Summary of all offline/physical marketing initiatives, projects, campaigns, etc. Must

include Target vs. Achieved Goals/Results. Include a financial breakdown of your offline/physical Investments Budgeted vs. Executed.

‣ Summary of all online/digital marketing initiatives, projects, campaigns, etc. Must include Target vs. Achieved Goals/Results. Include a financial breakdown of your online/virtual Investments Budgeted vs. Executed.

‣ Include any media partnerships created and materials or content provided on any external platforms such as the University website pages, local magazines, newspapers, etc.

N AT I O N A L C O N T R I B U T I O N & A L I G N M E N T ‣ Include 1 successful MAC GCP (Good Case Practise) that you implemented or executed ‣ Include any example(s) of how your LC has contributed to driving nationally aligned or

collaborative MAC operations.

T h i s a w a r d r e w a r d s a n d recognises the ent i ty that demonstrated the best efforts in their marketing support for AIESEC to be able to deliver more experiences to our markets.

The LC should be able to showcase their knowledge in understanding the market that they operate in and ability to engage the right target audience through their channels.

The initiatives should be aligned wi th our Generat ion 2015 behaviours. It should also be a l igned with the nat iona l , regional (AP) as well as global direction of AIESEC.

Last but not the least, this LC must have demonstrated the c o l l a b o r a t i v e c u l t u r e f o r ach iev ing w i th in Aust ra l i a through support for or learning from the nation in ways big or small.

This award recognises the top performing and sustainable entity in oGCDP within the AIESEC in Australia network.

T h e L C s h o u l d h a v e demonstrated the ability to d e l i v e r g o o d l e a d e r s h i p e x p e r i e n c e s t h r o u g h ach ievements i n cus tomer satisfaction as well as putting in the extra mile to deliver more than the minimum standards.

They should also be able to demonstrate the abi l i ty to e f f e c t i v e l y e n g a g e t h e i r membership in delivering this programme and as a result d e l i v e r m o r e l e a d e r s h i p experiences.

O G C D P E X C E L L E N C E AWA R D

E X C H A N G E P E R F O R M A N C E ‣ # RE (on EXPA) ‣ % Growth in RE from 2014 (Jan-Jun) ‣ Open:IP, IP:MA, MA:RE ratios

TALENT ENGAGEMENT ‣ Evidence of consistent use of SMP ‣ SMP member rankings ‣ Member productivity in oGCDP on SMP (#Sales activities, #IP, #MA,

#RE / oGCDP member) ‣ Effective R&R campaign according to member performance on SMP ‣ % of LC membership been on & currently matched to oGCDP TNs (IXP)

CUSOMTER EXPERIENCE & CENTRICITY ‣ Local initiatives to increase EP satisfaction & engagement ‣ % of EPs attending regional OPS ‣ % of EPs RE with entity partners ‣ # of refunds & quality cases

E X C H A N G E P E R F O R M A N C E ‣ # RE (on EXPA) ‣ % Growth in RE from 2014 (Jan-Jun) ‣ Open:IP, IP:MA, MA:RE ratios

TALENT ENGAGEMENT ‣ Evidence of consistent use of SMP ‣ Member productivity in oGIP on SMP (#Sales activities, #IP, #MA,

#RE / oGIP member) ‣ Effective R&R campaign according to member performance on

SMP ‣ % of LC membership been on & currently matched to oGIP TNs

(IXP)

CUSOMTER EXPERIENCE & CENTRICITY ‣ Local initiatives to increase EP satisfaction & engagement ‣ % of EPs attending regional OPS ‣ # of refunds & quality cases

This award recognises the top performing and sustainable entity in oGIP within the AIESEC in Australia network.

T h e L C s h o u l d h a v e demonstrated the ability to d e l i v e r g o o d l e a d e r s h i p e x p e r i e n c e s t h r o u g h ach ievements i n cus tomer satisfaction as well as putting in the extra mile to deliver more than the minimum standards.

They should also be able to demonstrate the abi l i ty to e f f e c t i v e l y e n g a g e t h e i r membership in delivering this programme and as a result d e l i v e r m o r e l e a d e r s h i p experiences.

O G I P E X C E L L E N C E AWA R D

S A L E S P E R F O R M A N C E ‣ # RA (based on SMP) - 75% Weightage ‣ Conversion Effectiveness and Efficiency (L/M and M/Ra) - 25%

weightage

TEAM ENGAGEMENT ‣ Leads per member ‣ Meetings per member ‣ Member productivity

This award recognises the top performing and sustainable entity in iGIP within the AIESEC in Australia network.

The LC should be able to demonstrate the resilience in the membership in following through with the i r partnersh ip for sustainable relations.

They should also be able to demonstrate the abi l i ty to e f f e c t i v e l y e n g a g e t h e i r membership in delivering this programme and as a result d e l i v e r m o r e l e a d e r s h i p experiences.

* This is an automated award. No application is needed for this award. Decisions will be made based on data on SMP and PODIO.

I G I P E X C E L L E N C E AWA R D

TEAM AWARDS Bronze : 1 Ra Silver : 3 Ra Gold: 5 Ra

INDIVIDUAL AWARDS Best Member

Best TL Best VP

O T H E R I G I P AWA R D S

– W I N S T O N

“Success consists of going from failure to failure without lost of enthusiasm