Annual General Meeting
Executive Body 2014 Ratification
Department Name: SuiGeneris
Vision: To ensure each member lives IDE and completely optimize organizational processes for
sustainability.
GIP ICX
Projects undertakenQ1: Documentation Review(by Jan end), CRM drive, Market survey for new entry points into IT market. SOPS
Q2: Matching training(with LTT) and IR management.
Q3: Implementation of EP experience tracking module. Intern day.
Q4: Delivery IR partnership review, Market survey for Q1 – 2015.
Targets for each quarter
Q1: 50: 20: 7
Q2: 40: 30: 15
Q3: 31: 30: 30
Q4: 40: 18: 25
Focus AreasFocus Areas Strategies
1. Building talent capacity and a good department culture
1. Pushing huge responsibilities.2. Utilising LTT for operational training.3. Team interactions being about the big picture.
2. IR partnerships 1. Virtual engagement of interns and synergising with CIM for EP experience tracking.2.6partnerships with low supply countries and 4 with high supply countries by showcasing JDs and EP experiences.3. Making sure all forms are 100% complete and of good JD.
3. CRM and CEM 1. Product Packaging GIP for ex-clients and showcasing case studies.
2. Structuring client interactions.3. Expectation setting document to ensure their case
study/ feedback.
Organizational Structure
VP GIPi
TL- RMR and finance tracking
TL- RMR (MT&BA)
TL- RMR(IT&MT)
TL – Quality & RMR
Department Name: THE CENTURION
Vision: Keep it simple and Deliver Happiness.
GIP ICX
Projects undertaken
Q1: Sales training, Revamping contracts and Documenting procedures/processes.
Q2: IR Management, ways to match (CIM), Local reality implementation of Discover India. Multi Dimensional Partnerships for Schools.
Q3: Review and Reinvent, strategies. EP Growth reports. External forums with Marketing.
Q4: Transitions and Pipeline management. CRM for companies , EPs and Members.
Targets for each quarterQ1: 50-16-8
Q2: 70-38-26
Q3: 50-34-36
Q4: 61-35-30
TOTAL : 231-123-100
Focus AreasFocus Areas Strategies
1. Talent Capacity 1. LCG Curves for each Member. Once in two weeks.2. Member profiling, defining targets weekly.3. Learn while doing, balance between training and operations.
2. Multi Dimensional Partnerships with schools.
1. Raising venues for LCMs and converting 12th pass outs as AMs for our various programs. 2. Being part of Educational forums and showcase AIESEC at these events.3. Running Leadership sessions for the students of Schools.
3. Quality and CRM 1. Standardizing expectation settings and operational timelines.2. Structuring client interactions and feedback mechanisms.3. Emphasis on Discover India and Culture Shock, and optimizing it for the local level.
Organizational Structure
Vice President
ET Team Leader CIM Coordinator
ET Team Leader/Finance
coordinator
Hospitality Team Leader
HRM Coordinator
Hospitality Team Leader/NEP Coordinator
Marketing Team Leader
Marketing Coordinator
Real Steel
Vision: developing and connecting young minded global leaders to the corporate sphere through professional internship opportunities.
Projects undertaken CIM
• Business Intelligence to identify raising and supply trends.
• CEM and Quality tool.
• Data base management platform.
• BI report, Consolidation of knowledge hub
MARKETING
• Entry point ,UR’s• Project outreach• Social Media
spacing.
EXPANSIONS
• Foundation Base of GIPO.
• Penetration into various markets.
• CLOSURE and Pipeline management.
BUSINESS DEVELOPMENT
• Product packaging.
• Up scaling client MDP.
• Events.• Alumni• NEP,
TALENT MANAGEMENT
• Talent capacity.• LND • Membership
Profiling and PGS.
Focus AreasFocus Areas Strategies
1. Quality delivery • SOP’s for Intern engagement.• Showcase Impact.• CEM
2. Product development • CRM• Process optimization• Presence in external forums.
3. Vertical Management. • Overall programme growth, • Ensuring T vs A • Strategy and direction.
Prodigy
Vision: AIESEC playing an integral part in every young individual in the city by providing them with professional and leadership development.
GIPo
Projects undertaken
Q1: Commerce Colleges and IR buildingQ2:Tapping EngineeringQ3:Project with B.D to get alumni on board (Alumni National Conference)Q4:International Survey
Targets for each quarter
Q1:Ra-30 Ma-12 Re-2Q2:Ra-20 Ma-15 Re-16Q3:Ra-15 Ma-8 Re-8Q4:Ra-10 Ma-7 Re-4
Focus AreasFocus Areas Strategies
1. Quality Raises • Strict Screening Process• Strong UR’s• Alumni Capitalization
2. Building brand internally and externally
• YGIP as a brand• Showcasing case studies• Creating EP booklets
3. Building Talent Capacity
• Aligning Personal and Professional goals, Creating strong JD
• Training, tracking and coaching.• Evaluation and mentorship
Organizational Structure
THE DREAM TEAM
Vision: To positively impact the society through the highly integrated experiences we deliver, being the first choice partner for our current
and future stakeholders.
GCDPi
Issues Undertaken
• Project Footprints [Child Rights]• Project Women Empowerment [Women
Rights]• Project Conserve [Environmental Issues]• Project Healthcare [Health and Lifestyle]• Project Worldview [Cultural Understanding]
Project Undertaken
• Q1: Setting up SOP, Project Conceptualization, Synergizing with BD to raise funds
• Q2: Delivery management, Building IR, Event conceptualization, Showcasing impact
• Q3: Delivery management, Customer Relations Management, Showcasing impact, Implementation of specialized teams [to capitalize on off peak]
• Q4: Use of IR to match, creating Impact Booklets [to facilitate easy transitions]
Targets for each quarter
Amrutha
Q1: 30 : 7 : 5Q2: 80 : 33 :18Q3: 40 : 10 : 28Q4: 55 : 20 : 9
TOTAL : 205-70-60
Targets for each quarter
Swaroop
Q1: 61-15-18Q2: 105-45-24Q3: 30-21-35Q4: 54-19-8
TOTAL : 250-100-85
Targets for each quarter
Meenakshi
Q1: 20-05-05Q2: 70-44-25Q3: 37-11-27Q4: 63-20-13
TOTAL: 190-80-70
Focus AreasFocus Areas Strategies
1. International Relations + Branding to showcase impact
1. MC-LC + LC-LC Partnerships.2. Showcasing of photos, videos, case studies, video
endorsements from clients and interns.
2. Delivering Quality Experiences to:• Exchange Participants• Members• Clients
1. Revamp Job Descriptions.2. Expectation Settings. 3. Bangalore Delivery Android Application for all Interns.4. Implementation of GLE.
3. Financial Sustainability
1. CSR Solutions. 2. Tracking TN fee. 3. Avenues for Investment.
Organizational StructureVinay
Swaroop
TL - Footprints ( 4 members )
TL – Footprints (4 members)
TL – Women Empowerment
(3 members)
Meenakshi
TL – Conserve (4 members)
TL – Conserve (4 members)
TL - Healthcare (3 members)
Amrutha
TL – Worldview (5 members)
TL – Worldview ( 5 members)
GCDPo
Vision: Develop leaders to deliver High Quality Experiences .
Supernova
Projects undertaken
Q1: Commerce Cycle,GV,Excel,IR with Co-Delivery. Q2: Engineering Cycle, Develop adhoc job role,EP ReportQ3: GV,YE , IR. Q4: Pipeline,Co-Delivery, Annual EP Report .
Saman
Targets for each quarter
Q1: 53-44-4Q2: 10-19-51Q3: 12-7-0
Q4: 42-15-11Total: 117-85-66
Saman
Projects undertaken
Q1: Commerce Cycle,GCDPo Booklet ,IR with Co-Delivery. Q2: Engineering Cycle, Excel,EP Report.Q3: Off-Peak Capitalization, IR Q4: Pipeline, Co-Delivery, Annual EP Report .
Targets for each quarter
Q1:58-51-5Q2:21-7-54Q3:10-5-0Q4:35-15-10Total:124-78-69
Karthik
Focus AreasFocus Strategies
1. University Relations *UR1, UR2*Partnership Delivery*Events and Fests.
2. CU’s, SU’s and developing AD-HOC job role
*Bottom-Top Approach*Partnership with NGO’s and Language institutions*Associate Membership Programme
3. iXP & Increasing Matching Capacity
*Synergy with CIM and TM*Excel Promotion*EP Self-Matching
Organizational Structure
VP
TL Market 1
TL Market 2
TL Market 3 Ad-hoc iXP
Manager
Vision: To brand GCDP of AIESEC Bangalore in the internal and external market and to provide quality
experience to our stakeholders
GCDP
Projects undertakenQ1: •Revamp of project JD’s with client expectations•Talent Capacity for GCDP•Project X (expansion project)•UR with Marketing
Q2:•Project X (peak cycle)•Quality (CEM) phase division •Branding GCDP•Synergy Projects •External Partnerships with BD
Q3:Off peak CapitalizationBranding GCDP Synergy Projects
Q4:Winter is coming JD revamp for winter cycle Transition Project
Focus Areas Strategies1. Process Improvement and Product Development
•Co-delivery•Programme Support team TM ( delivery of EP leads)•EP integration and re-integration •CEM strategy •Evolved JD’s• Standardizing Reception Process •Approach for UR
2. Quality •Dividing quality into 3 phases• Quality Tool •Fire-fighting •JD alignment •Setting up of accommodation partners •Delivery App for communications •Increasing response rate for NPS•Engagement avenues and induction •“Train the trainee” Campaigns (OGX and ICX)
Focus Strategy
Vertical Management •Strategy Implementation•Alignment to national association•Performance Management •Programme Growth•Back office alignment
Synergy Management •Finance Investments contributing to growth •Marketing to increase market outreach and UR partnerships•CIM Expansions to contribute to numbers and brand credibility in entities
BUSINESS DEVELOPMENTVision: Business Development as a credible
source to contribute to Experiential Leadership Development and financial stability of the Local
Committee through external relevance.
Timelines Product Outcomes
January(ABAB JBM) ASDLcong
-Engagement +Raises for GIPi
February(LBOA JBM) Recruitment -TMP/TLP- Membership engagement
March Y2B - GCDPo + GIPo raises
April Lcong -Membership engagement
May
June(ABAB JBM)
July Roshni -Project delivery
August(LBOA JBM) RecruitmentGV
-TMP/TLP-GCDPo raises
September Alumni National Congress
-Alumni Engagement-GIPi raises + GIPo Raises
October National ConferenceLcong
-Showcasing Bangalore to National audience
November(ABAB JBM)
December ASD -Engagement + Raise for GIPi
Targets for each quarterQuarter Funds Raised NEP
Realizations
Q1 2,00,000
40Q2 3,00,000
Q3 2,00,000
Q4 2,00,000
Rs. 15,00,000
Focus AreasFocus Areas Strategies
1. GCDPi Sales -Generate Leads from Alumni and LBOA-Work with external organization for 80G certificate-Work with interns from a sales background to raise
2. Alumni Relations
-Release of monthly Alumni Booklet-Alumni National Congress-Better engagement of alumni through ABAB
3. LC Sales -Sell year long partnerships-Focused markets
Organizational Structure
VP BD
ARM TL Projects
TM Intern Team
TL Sales
TM
TL NEP(dual)
Coordinator Coordinator
TL CRM(dual)
COMMUNICATIONS AND INFORMATION MANAGEMENT
To position and develop information management and internal communication as a support tool to increase the LC productivity
and operational growth by maintaining the right kind of LC virtual climate.
- “TEAM INTEL”
VISION:
Projects undertaken
1. Certification Courses
2. IM Sorted – Revival
3. Quod Creatio4. Knowledge
Management5. Business
Intelligence 6. Showcasing7. Reporting8. Size Does Matter
1. IM Sorted – Revival
2. Quod Creatio3. Knowledge
Management4. Business
Intelligence5. Profiling6. Showcasing7. Reporting8. Leadership
Development9. AIESEC’ers
Abroad10. Size Does Matter
1. IM Sorted Revival
2. Quod Creatio3. Business
Intelligence4. Profiling5. Showcasing6. Reporting7. Leadership
Development8. Size Does Matter
1. Knowledge Management
2. Business Intelligence
3. Showcasing4. Reporting5. Leadership
Development6. AIESEC’ers
Abroad7. Size Does Matter
Quarter 1 Quarter 2 Quarter 3 Quarter 4
Targets for each Project
1. # of Documents stored..2. # of viewers. 3. # of education booklets released. 4. # of policies created. 5. # of minutes taken1.# BI created. 2. # of leads generated. 3. # of people recruited. 4. # of raises. 5. # of UR struck
1. # of profiles created1. # of case studies created. 2. # of movies created. 3. # of video's recorded. 4. # of reports generated.5. # of blog articles written.
1. # of progress report created and sent.2. # of intern letters to home.3. # of reports generated.4. # of newsletters sent.5. # of viewers.1. # of case studies released2. # of people attended.3. # of meetings
1. # of newsletters. 2. #of videos.3. # of viewers.4. # of LEAD. 5. # of survey's filled
PROJECT UNDERTAKEN1. Certification
2. IM Sorted - Revival3. Quod Creatio 1. # of Tools created. 2. # of processes optimized. 3. NPS response rate
1. # of people attending the session.1. # of people taking the courseKEY PERFORMANCE INDICATOR
5. Business Intelligence6. Profiling
7. Showcasing8. Reporting
9. Leadership Development10. AIESEC'ers Abroad
4. Knowledge Management
Focus AreasFOCUS AREA’s STRATEGIES
1. BUSINESS INTELLIGENCE
1. Quarter wise Business Intelligence Reports for all Exchange Portfolio’s.
2. Business Intelligence Reports for Program Specific Recruitments.
3. Business Intelligence Report for growth of expansion entities with respect to Organizational Development and not only portfolio specific.
2. IT+IM TOOLS 1. Android Application for Delivery.2. Creation of a Database Management Platform.3. Quality Tool implementation.4. Education on Tools like myaiesec.net, GIS, Podio,
Support Tool and various Web Based Platforms.
FOCUS AREA’s STRATEGIES
3. COMMUNICATION (Internal + External)
1. Development of an internal communication platform – Legacy Supertracker.
2. Need based IR campaigns.3. AIESEC’ers Abroad Project.4. IM Sorted Revival
4. KNOWLEDGE MANAGEMENT
1. Knowledge Hubs2. BD Booklet, F Booklet, ABC of Marketing,
Membership Guide, TL Guide, Expansions Booklet, IM-F-HR-Marketing Policies.
Organizational Structure
VP CIM
GCDP Manager
Creative
Content Generation
Impact Recording
GIP Manager
Creative
Content Generation
Impact Recording
IM Manager
Expansions
Vision : To be the department which builds organizations that credibly voice the youth and develop entrepreneurial leaders.
Q1: ReinforcementQ2: LakshyaQ3: Branding and MarketingQ4: Organization Development
Projects undertaken
Targets for each quarterTMP TLP GCDPi GCDPo GIPi GIPo
Quarter 1 30 7 7 2 4 0
Quarter 2 50 12 25 10 10 2
Quarter 3 70 18 10 0 10 0
Quarter 4 100 25 20 8 8 2
Contribution 10% 8% 25% 14% 14% 14%
NPS Finance Growth
2014 50 600000 800%
Focus Areas Strategies
1. Building Talent Capacity 1.1 Resource Pool Mapping1.2 Backward Planning1.3 Skill/Program based recruitment
2. Coaching visits/ Operational Training driving growth
2.1 GAP Analysis of entities2.2 Focus Program Contribution
3. Marketing Partnerships driving Entity sustainability
3.1 Target based Marketing3.2 Four cities outreach approach3.3 In kind offers
Focus Areas
Organizational Structure
Size Does Matter !
Thank You
Moral of the story?
Finance
Vision: To make AIESEC in Bangalore financially sustainable and to
implement effective investments to grow the LC across all portfolios.
• Automation of Invoice generation.•Net Banking.•Finance Education.•Finance consultation to LC projects.
Projects undertaken
Focus AreasFocus Area Strategy
Finance Tracking & Management
• xero.com tracking•Monthly Income/Expense of every department•Finance checks with all departments.•Automation of Invoice generation.
Investment and RoI tracking
•Investment for hosting NSC.•Department Investments.•Workspace logistics[ eg: projector]•Marketing.
Finance Education •Finance Booklet.•EB sessions and training F COs to train departments.
Legality & Banking •Maintaining Legal documents of the LC.•Initiating Net Banking with updated signatories.4
VP F
F CO 1 [GCDPi]
F CO 2 [GCDPi]
F CO 3 [GCDPi]
F CO 1 [GCDPo]
F CO 2 [GCDPo]
F CO 3 [GCDPo]
F CO 1 [GIPi]
F CO 2 [GIPi]
Organizational Structure
Vision: To brand AIESEC Bangalore as the house of youth leaders &
smartest youth hub of Bangalore.
Marketing
Projects undertakenQ1: 1. Recruitment2. University Partnerships – OGX
raising3. Public Relations – Forums,
events
Q2:4. Media Relations – Social, Print,
TV, Radio5. University Partnerships6. External forums – ICX raising and
Brand reputation
Q3:7. Recruitment8. University Partnerships 9. Media & External Partnerships
Q4:10.University Relations11.Recruitment – pipeline12.External Partnerships
Key Performance Indicators
1. No of OGX raises – 252. University Relations – 4 signed 3. Media Appearances – Minimum 2 per event4. National Outreach 5. Turnout – 5:3:1
Focus AreasFocus Areas Strategies
1. Brand Reputation 1. External partnerships2. Event attendance and organization3. University Relations
2. Media Presence 1. Social Media 2. Media Relations 3. Events
3. On Ground Campaigns
1. OGX Raising campaigns 2. Event Publicity3. Public Relations
Organizational Structure
VP Marketing
TL Exchange
GCDPo
GIPo
GIPi
GCDPi
Social Media Manager
Media & Partnership
manager
Content and Design X 2
Talent Management
Vision: To provide customized service to each program in order to drive ELD through membership .
Projects undertakenQ1: Create HR Calendar, Recruitment driving ELD (including AM)Q2: Capitalization of Peak Exchange Cycles, TMP TLP on X Reintegration of EPs, MB EducationQ3: Recruitment, Developing Team Experiences, Case Studies.Q4: Succession Planning, Experience Catalogue, MB Education
Year Long Process : Performance Management, Associate Membership
Focus AreasFocus Areas Strategies
1. Performance Management Evolving ProcessesDeveloping Accountability in the GBEB to MB engagement/accountability
2. Team Experiences Customized Recruitment, Mentorship Module, Engagement ModuleMeet Team Minimum
3. Associate Membership as Recruitment Strategy
Setting up CU’sUsing CU’s to drive oGCDP, iXPs
Targets for each quarter
Q1: 150 TMP 40 TLP Q2: 300 TMP , 80 TLP
Q3: 300 TMP, 80 TLP
Q4: 250 TMP, 90 TLP
Total:
Organizational Structure
VP TM
Associate Membership
Manager
Associate Membership Coordinator
Associate Membership Coordinator
HR Managers (3) Recruitment Manager
Learning And DevelopmentTEAM YODA
Vision: Learning and Development as a credible source to contribute to Experiential Leadership Development through operational training and personal development, therefore driving performance.
Projects undertaken
Q1: Timeline creation, Operational Induction
Module, IR management for GCDPo & GCDPi, sales
training for GIPi
Q2: Team and performance assessment, LEAD
partnership, Project conceptualization for GCDPi,
Screening procedure for GIPo, Train the Trainee campaign,
Learning Curve Check
Q3: SOP refreshment,
Operational Induction Module, Mentorship
with Alumni
Q4: Team management, Transition LEAD, NSC
Output at Lcong, Train the Trainee campaign,
Mentorship , Yearly performance assessment
Targets for each quarter
Q1 : LTT timeline creation and implementation , SOP refreshmentQ2 : Operational Induction Module [Minimum exchange per recruit] , 1 LEAD partnership confirmation, Training effectiveness report for entire OS Q3 : SOP refreshment, : Operational Induction Module [Minimum exchange per recruit] Q4 : Team management training, Transition LEADs Yearly target : [Bare minimum]Number of LTT sessions : 10Number of LEAD sessions : 20
Focus AreasFocus Areas Strategies
1. Implementation of Operational Induction
1. LTT to drive training operations2. Operational Induction Module3. Refresh of SOPs pre-peak cycles
2. Team specific LEADs
1. External partnerships2. LEAD delivered as per team specifics;
ELD outcome tracked
3. Member development driving ELD
1. Mentorship [Alumni]2. Operational Training Assessment
Organizational Structure
Vice President
LTT X 8
Vision: AIESEC in Bangalore will be the first choice partner to activate leadership in the youth to deliver positive change.
AIESEC in Bangalore Vision
Together WE Progress |Leave a Legacy
EB Stance
• Adding most resources and HR• Priority• Most Return on investments
Focus Programme GCDPo
Focus Areas Strategies1. Expansions to build LC Capacity
Market Survey – To understand what Universities(IIMB), small cities have the potential of AIESEC growing and no. programmes they can take up effectively.Talent Planning and building an effective communication model based. External Collaboration – Use Universities, student based organization and student clubs to build an AIESEC entity
2. Building Talent Capacity
Recruitment
Where do we stand right now? Are our members happy? Can we enlarge and enrich their AIESEC exp?
Standardize and Decentralize – Standardize TM processes
Focus Areas
Year Calendar
EBM WEEK
1
MBM WEEK 2
EBM WEEK
3
LCM WEEK
4
NLS JAN
LCONG JAN
MNC MAR
LCONG APRILJNC JUNE
LC DAY
NSC OCT
LCONG OCT
Total ExperiencesR M R
GIPi 392 221 177GIPo 65 42 30GCDPi 645 250 215GCDPo 241 163 135TOTAL X 1343 676 557TMP 1000TLP 290
1847
Organizational Structure
President
Vice President Exchange Development
[VP XD GIP]
VP - iGIP VP - iGIP VP - oGIP
VP - BD
VP - F VP - M
VP - TM
VP - CIM
VP - Expansio
ns
Vice President Exchange Development [VP XD GCDP]
VP - oGCD
P
VP - oGCD
P
VP - iGCDP
VP - iGCDP + LND
VP - iGCDP
EB NAME• IS• IS• IS
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