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POLAND
AIESEC in Poland
AIESEC
Member Committee Vice President 13/14
APPLICATION BOOKLET
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Table of content:
1 MCVP General Role .................................................................................................................. 4
2 General Information about the opportunity ................................................................................ 6
3 Information about Working Conditions....................................................................................... 7
4 Requirements of the compendium ............................................................................................. 8
5 Proposed Structure for MC 2013/14 .......................................................................................... 9
6 Functional Profiles Roles ......................................................................................................... 10
7 Election and selection process ................................................................................................ 13
8 Information for Internationals ................................................................................................... 15
9 Additional information .............................................................................................................. 16
10 Questions ............................................................................................................................. 17
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Warsaw, 21st of December 2012
Dear AIESEC in Poland,
Dear Candidates,
We are living in exceptional times. Times of changes, growth and innovation. Times when Leaders
are expected to be fast in taking decisions, to be brave enough to cause the positive change, to be
motivating and inspiring for others to make sure that AIESEC in Poland is dived in one common
direction.
Releasing this application brings the spark of excitement and happiness. It brings the beginning of
a new times, together with continuity, for AIESEC in Poland, it marks the first step of a new MC
Team coming up, getting ready to lead our country to realization of our ambitions and to contribute
to greatness of AIESEC in Poland.
Today AIESEC in Poland needs strong leaders, who are strong enough to lead our organization to
success, to lead our members in one direction, to make AIESEC in Poland one united country.
We wish you best of luck!
AIESEC in Poland National Team 2012/2013
MC Shakers- Move Act Achieve
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General profile
Each team needs a broad expertise of all functional areas. That is why MC team consist of people with
different experience and background. Those people are the individuals with different characters.
Working in MC team is long-term commitment, this is expected that the candidate will show the right
attitude, understanding and passion for the role and AIESEC.
Being in National Team means to be a team player, open mind, well organized and have a holistic
view not only on things connected with AIESEC, but also connected with current trends and society /
cultural issues from all over the world.
It is a big challenge to lead the whole organization in one direction through the whole term and also to
be a leader for all members from AIESEC in Poland. Each MC member is responsible for the team.
Every action one is taking has to think about the team good and good of AIESEC Poland.
1 MCVP General Role
Ensuring alignment of all of our actions with the AIESEC WAY
Ensuring Organizational MoSes realization by being Strategic Body
Ensuring accountability and legality of our actions
Ensuring alignment and realization of global and national direction and strategies
Ensuring sustainability of the Organization
Representation of AIESEC in Poland in the network and external environment
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General JD of MCVP:
Setting Functional Direction
Realization of objectives around Measure of Success
Functional Analysis and Research
Launch and Execution of Functional Initiatives and Programs
Leading Functional Development & Consultancy
Commission Education and Management
Developing cooperation with other countries
Contribution and participation in global initiatives
Participation in Local Committees Coaching
More specific information will depends on coaching strategy for the term
Developing and Participating on National Conferences
Agenda creation
Conference Management
Training and facilitation
Leading and Participating in MC Projects
General Skills
Planning and Prioritizing
Project management
Ability to work online
Presentation skills
PC, Internet user skills
Facilitating skills
Training skills
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2 General Information about the opportunity
AIESEC Knowledge:
National Perspective:
Current State of AIESEC in Poland
Poland ambitions 2015
National focus and direction
AIESEC in Poland Compendium
History of AIESEC in Poland
Global Perspective:
The AIESEC Way
BHAG & AIESEC 2015
Global focus and direction
General history of AIESEC
Key learning points:
Competencies and skills development
Professional development
Development in the area
Strategic thinking and planning skills development
Deep understanding of the organization and its reality
Opportunities after:
MCP
International MC
Internship
Global Coordinator
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3 Information about Working Conditions
Timeline
Official beginning of the term The 1st of July 2013
Official end of the term The 30th of June 2014
Individual Transition Process Middle of February 2013
National Team Transition Middle of May 2013
Moving to MC House Middle of May 2013
MCVP Team Transition
MCVP transition starts in February and will be scheduled on individual agreements between:
MCP, MCPe, MCVP, MCVPe. Individual Transition should be finished till the middle of June 2013.
National Team Transition
National Team transition starts in the middle of May 2013, in Marki, in Pink House.
You should complete your transition in Local Committee till this date because there will be no
possibility to get days off during transition time. All positions and roles are required to take part in
National Team Transition.
Payments and cost coverage
The salary of MCVPs is 1000 PLN (around 250 Euro). The salary is enough to live, assuming you keep
control over your monthly expenses.
Expenditures connected with International Congress, statutory conferences, meetings and team days
are covered.
Accommodation and basic living stuff is provided.
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Costs of work and travels for part time positions are covered (within the budget set at the beginning of
the term).
Conferences to attend during Transition Process:
President Development Seminar(PDS) 8-10th of February 2013
Team Days In the beginning of February
MultiTO 7-10th of March 2013
Xpros 10-17th of April 2013
4 Requirements of the compendium
You need to be a member of AIESEC in Poland.
International Candidates can apply if they are a member of AIESEC in other country.
Candidates to Member Committee need to have English exam passed on at least level B in
AIESEC scale. It can be proved by a certain certificate according to AIESEC in Poland
regulation past during General Assembly in September. Please bring proper document with
you to the General Assembly.
Go to Chapter III of National Compendium to read more about elections to Member Committee.
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5 Proposed Structure for MC 2013/14
Managers Structure:
MCVP ER:
Account Manager
Account Manager
MCVP Operations:
IM Manager
Other positions for MC Managers as well as National Support Team structure will be
decided after the elections of new MC Team (MCP+MCVPs).
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6 Functional Profiles Roles
Finance
Ensuring financial accountability of our association
Supporting other areas in legal and financial aspects of decision
making process
Managing financial resources in order to secure growth and
sustainability of our organization.
Ensuring that obligations set by domestic and organizational law are
being fulfilled
External Relations
Ensuring financial sustainability of MC (revenue side)
Selling organizational product portfolio among National Partners
Managing National Partnerships and MC companies
Ensuring ER products delivery
Communication
Expanding physical and virtual penetration of brands
Increasing the number of potential AIESEC customers and supporters
Managing of AIESEC brand and subsidiary brands
Stakeholders relations through PR management
oGCDP
To drive the achievement of AIESEC 2015 oGCDP Ambition at all levels in AIESEC in
Poland.
To lead and implement strategies for goal achievement of oGCDP and ensure that every
growth strategy implemented includes the perspective of Organizational essence
alignment, Customer Experience, and Human Resource Management, in synergies with
other areas.
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Network connection and collaboration management (both international relations and
national cooperation and consultancy).
Ensuring compliance of oGCDP processes with formal and legal requirements both
internally (XPP) and externally.
iGCDP
To drive the achievement of AIESEC 2015 iGCDP Ambition at all levels in AIESEC in
Poland.
To lead and implement strategies for goal achievement of iGCDP and ensure that every
growth strategy implemented includes the perspective of Organizational essence
alignment, Customer Experience, and Human Resource Management, in synergies with
other areas.
Network connection and collaboration management (both international relations and
national cooperation and consultancy).
Ensuring compliance of iGCDP processes with formal and legal requirements both
internally (XPP) and externally.
oGIP
To drive the achievement of AIESEC 2015 oGIP Ambition at all levels in AIESEC in
Poland.
To lead and implement strategies for goal achievement of oGIP and ensure that every
growth strategy implemented includes the perspective of Organizational essence
alignment, Customer Experience, and Human Resource Management, in synergies with
other areas.
Network connection and collaboration management (both international relations and
national cooperation and consultancy).
Ensuring compliance of oGIP processes with formal and legal requirements both
internally (XPP) and externally.
iGIP
To drive the achievement of AIESEC 2015 iGIP Ambition at all levels in AIESEC in
Poland.
To lead and implement strategies (including sales strategy!) for goal achievement of
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iGIP and ensure that every growth strategy implemented includes the perspective of
Organizational essence alignment, Customer Experience, and Human Resource
Management, in synergies with other areas.
Network connection and collaboration management (both international relations and
national cooperation and consultancy).
Ensuring compliance of iGIP processes with formal and legal requirements both
internally (XPP) and externally.
Talent Management
Driving the achievement of AIESEC 2015 TMP and TLP Ambition at all levels in AIESEC
in Poland.
Setting the direction and strategies for Talent Management area, taking into
consideration the role of HR in generating the organizational goals
Aligning TMP and TLP strategies with Organization needs to ensure proper talent
capacity for the Organization, to drive growth of Exchange area in AIESEC Poland
Ensuring high quality, diverse and customized experiences for our members
Creating and executing the strategy for building sustainable long term membership and
leadership development
Operations
ELD Programs Process Optimization & Long-Term Evolution
Product Development based on Customer Feedback
Coordination of the ELD responsibles - boosting synergies and ensuring the coherence
of the ELD direction (MCVPs: iGIP, oGIP, iGCDP, oGCDP, TXP + IM&Comm manager)
Expanding the Scope of AIESEC XP (including ensuring the connection between ELD
and EwA)
Ensure the synergy between the ELD responsibles and the LCD together with VP OD
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Organizational Development
Defining and delivery of Local Committee Growth Model to ensure the achievements of
organizational growth and alignment of local strategies with national direction
Expansion Strategy Management to increase physical reach of the organization
Performance and health monitoring of organization in order to provide sustainable
growth
Providing education system in the organization aligned with national strategy and
supporting growth in ELD Programs
7 Election and selection process
Important Dates
Application DDL 18th of January 2013, 24:00 GMT + 1
General Assembly Presentation 23rd of January 2013
General Assembly Q&A 23rd of January 2013
Assessment Center 24-25th of January 2013
Interviews(with MCPc, MCPe, VP TM, VPc) 26-30th of January 2013
Individual interviews(with MCPe) 30-31st of January 2013
Final Decission 2-3rd of February 2013
Vice Presidents and Finance Director are selected by MCP elect after getting vote of confidence during General Assembly on 23rd of January 2013. Candidates are allocated to certain positions by the Member Committee President elect
according to individual talents and capabilities.
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What should be included in application form ?
Your CV: Give us the all important information we need to know about you, your AIESEC
career, other jobs you have had, your contact details etc. You can use a maximum of two
(2) page to create your CV.
Your Motivation Letter: Introduce yourself to potential members of AIESEC in Poland and
explain why are you standing to become MCVP, and why are you suitable for the position.
Endorsement Letters: Collect two (2) endorsement letters with contact details of authors
and references (contact detail) to another 2 people, with whom you worked with.
General Questions: These 3 questions should not take more than 2 pages.
Functional Questions: You have to choose and answer 5 functional questions (in each
area there are 4 questions so you have to choose more than one area). You have a
maximum of 7 pages to answer these questions.
Scan of English certificate (not required for applicants who are native English speakers)
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8 Information for Internationals
Poland
Poland is the largest of the East European countries which
joined the EU in May 2004.
Poland is comparable in size to Italy or Germany and with
population of approximately 39 million it ranks among the
most influential and remarkable countries in Central and
Eastern Europe. Poland is a stable
democracy with a truly fascinating history, great cultural heritage and several areas of outstanding
natural beauty. AIESEC in Poland is one of the leading countries in the AIESEC network being
present in Poland for 41 years. Located in 16 cities aims to make the needed change engaging
and developing
young people all across the country. For years AIESEC in Poland has been provider of both
incoming and outgoing eXchanges almost equally. We are focused on realizing Ambition 2015
willing to collaborate with other entities to learn and grow together AIESEC in Poland in 2012:
1915 exchange realizations(GIP & GCDP)
580 GIP realizations (252 IC & 328 OG)
1335 GCDP realizations (860 IC & 475 OG)
2198 TMP & TMP (TMP 1522 & TLP 676)
18 LCs + 2 expansions
Global No. 2 in OG GIP experiences
Global No. 5 in IC GIP experiences
Global No. 4 in IC GCDP experiences
Global No. 8 in OG GCDP experiences
No. 1 in CEE Region in all of programs
Positions opened for international candidates*
(Due to internal regulations, the rest of positions are opened only for polish candidates)
MCVP OD
MCVP OP
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MCVP TM
MCVP iGIP
MCVP oGIP
MCVP iGCDP
MCVP oGCDP
Election and selection process
The process for internationals including the timelines will look the same in comparison with polish
candidates besides Assessment Center. Information about the form and date of Assessment
Center will be sent after receiving the application form from the candidate. Virtual presence at
General Assembly and Interviews is mandatory.
9 Additional information
Submit your application with attachments till 18th of January 2013, 24:00 GMT+1 to:
MCP: [email protected], MCVP TM: [email protected] and (new elected
Member Committee President). Send the .zip/.rar file with all documents with the your name:
“MCVP_Jan_Nowak_Poland.zip”.
We expect six PDF files (CV, Motivations Letter, 2 Endorsements letters, Scan of English
Certificate and General & Functional Questionnaire with answers to questions). You can create
your own design (graphic style and color usage).
Make sure you create a separate file for each document.
You will receive confirmation within 24 hours.
If you have any questions about the application process, please contact:
Dawid (MCP) at: [email protected]
Magdalena (MCVP TM) at: [email protected]
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10 Questions
General Questions
1. What does “The AIESEC Way” mean to you? Considering what is The AIESEC Way, what
should be the role of MC? Take into consideration generation changes we can observe in
the World.
2. What are the main challenges to realize Ambition 2015 in AIESEC in Poland right now?
List and describe those challenges.
3. What are the characteristics of a perfect team player? Which of those characteristics you
already have and what needs improvement?
Finance
1. Assess current financial model of our organization. What changes would you like to propose
to ensure growth of ELD programs? How those changes will influence on our sustainability?
2. What are the main challenges in finance resources management for our organization on
both local and national level. What kind of tools or strategies can we implement to improve
it?
3. How the role of the finance subsystem should evolve to make it more supportive towards
other areas? How its work can be more strategic?
4. Please describe solutions that AIESEC in Poland can introduce in order to avoid future
problems with our accountability.
External Relations
1. Analyze the following areas (Account management of National Partners, Delivery of
national ER products, Sales of organizational product portfolio among national partners)
and asses the progress in each of them. Give two suggestions how we can improve them in
2013/2014 term.
2. How can we converse more stakeholders of Career Days and Youth to Business Forum to
ELD programs ? (Both Companies and students)
3. What should be two priorities of each of following products we offer: Career Days, Program
Ambassador, Y2B, Company Day. List all strategies that will allow us to achieve those
priorities.
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4. Please describe three crucial synergies between MCVP ER and other functions in MC and
list 2 strategies how to improve each synergy. Take into consideration role of ER in terms of
ELD programs ?
Communication
1. What different types of experiences do you see AIESEC in Poland offering to young people
in 2015?How should we communicate them to the external public in a clear and consistent
way? Please be specific.
2. If you were the responsible for the EwA phase, what would like to do? Put a goal of people
engage with AIESEC and propose how they are going to be pipeline availability for ELD
programs. Describe desired strategy for EwA for @ PL for the next term.
3. Analyze current performance in Communication area (strengths and weaknesses).
According to that and upcoming tendencies name 3 main focuses for communication area
in term 2013/14.
4. Explain what strategies would be needed from Communication side in order to support
Employer Branding and Talent Development products. How would you ensure the presence
and delivery of micro experiences in these products?
oGCDP
1. What should be the growth strategies of oGCDP program in order to achieve Ambition
2015? Please keep in mind program bottlenecks as well as external and internal (global)
trends. Include the perspective of the Customer Experience and HR management.
Think of at least 3 strategies.
2. Based on your previous answer, how would you implement these strategies? What are the
results expected? Please create milestones for your term 2013-2014 and why did you
choose to have these activities in your term?
3. Please analyze current GCDP EP Delivery Flow. What changes in GCDP EP Delivery flow
would you propose? What kind of influence would these changes bring for delivery time?
4. What are the main challenges to ensure the off-peak enhancement and Q3 growth in
oGCDP in AIESEC in Poland? Please propose at least 3 solutions/strategies to realize our
plans for 2013/2014 term.
iGCDP
1. What should be the growth strategies of iGCDP program in order to achieve Ambition
2015? Please keep in mind program bottlenecks as well as external and internal (global)
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trends. Include the perspective of the Customer Experience and HR management.
Think of at least 3 strategies.
2. Based on your previous answer, how would you implement these strategies? What are the
results expected? Please create milestones for your term 2013-2014 and why did you
choose to have these activities in your term?
3. Identify 3 key trends that are shaping Polish external environment. How can we use these
trends in impact-driven growth of iGCDP? Propose 3 initiatives.
4. 4. Considering the current state of iGCDP in AIESEC in Poland, what will be your strategy
in order to help GCDP projects to be self-funded?
oGIP
1. What should be the growth strategies of oGIP program in order to achieve Ambition 2015?
Please keep in mind program bottlenecks as well as external and internal (global) trends.
Include the perspective of the Customer Experience and HR management.
Think of at least 3 strategies.
2. Based on your previous answer, how would you implement these strategies? What are the
results expected? Please create milestones for your term 2013-2014 and why did you
choose to have these activities in your term?
3. Please analyze current GIP EP Delivery Flow. What changes in GIP EP Delivery flow would
you propose? What kind of influence would these changes bring for delivery time?
4. In the term 2013/2014 the goal for IT Sub-product is 200 GIP EP Realizations. What kind of
strategy would you implement to realize that goal?
iGIP
1. What should be the growth strategies of iGIP program in order to achieve Ambition 2015?
Please keep in mind program bottlenecks as well as external and internal (global) trends.
Include the perspective of the Customer Experience and HR management.
Think of at least 3 strategies.
2. Based on your previous answer, how would you implement these strategies? What are the
results expected? Please create milestones for your term 2013-2014 and why did you
choose to have these activities in your term?
3. Please evaluate MC initiatives around iGIP program in 2012 year. Take into consideration
11-12 and 12-13 term. What was good and what should be improved in order to ensure
growth in this exchange program?
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4. What is the future of AIESEC University project in 2013-2014? What should be general
direction of development and management in this project?
Talent Management
1. What should be the growth strategies of TMP and TLP programs in order to achieve
Ambition 2015? Please keep in mind program bottlenecks as well as external and internal
(global) trends. Think of at least 3 strategies.
2. Assess the development of Talent Management processes during this term. Define the
bottlenecks that we can still see in AIESEC Poland and list all the solutions and ideas that
would improve TM processes in the future.
3. What is the role of Talent Management area if we take into consideration organizational
goals realization and AIESEC Poland growth ? What kind of strategies and can you
propose to support GIP and GCDP programs in the next term ? Think of at least 3 of them.
4. How will you ensure leadership pipeline and succession management in whole AIESEC
Poland? What kind of tools and initiatives will you undertake in order to ensure proper
membership and leadership development within whole country ?
Operations
1. Please analyze the biggest strengths and bottlenecks of our current exchange delivery
model. Please take into consideration our customers' feedback.
2. What are the main challenges to realize Ambition 2015 in AIESEC in Poland right now?
What should be the general direction of all ELD programs in 2013/2014? What are needed
connections/initiatives between GIP, GCDP, TMP & TLP programs in order to ensure
Ambition 2015 realization?
3. How would you implement global recommendations towards ELD programs evolution to
AIESEC in Poland?
4. What is the role of Talent Capacity in GIP&GCDP Growth? How will you ensure the
coherence between TXP and GIP&GCDP strategies? What is missing right now?
Organizational Development
1. Assess the level of Local Committees development in AIESEC Poland, identify the
bottlenecks and define solutions that will ensure growth of ELD Programs.
2. Describe the new LC coaching system that will ensure achievement of Measures of
Success by Local Committees and alignment of their strategy with national direction.
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Do you see any possibilities to align the coaching strategy with clustering system in
AIESEC in Poland?
3. What should be the role of expansions run in AIESEC in Poland? What challenges do you
see in implementation of Expansion Strategy?
4. Evaluate Education Conference Cycle in AIESEC Poland. What changes will you
recommend to adjust it both to Local Committees needs and recent changes in the
organization.
Good Luck
AIESEC in Poland National Team 2012/2013
MC Shakers- Move Act Achieve
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