Candidature for Local Committee President ANIRUDH DEEP
Personal Questions First Name Surname Date & Place of Birth Permanent Address
Primary & Secondary Email Current Position in AIESEC Chennai College & Course
Anirudh Deep 22nd September 1991 , Doha Qatar B.8 Leelavathy Apartments, 5 Prakasam Street, T.Nagar, Chennai -34 ,India +91 74010 41882 +91 91762 42780 +974 6670 7580 firstname.lastname@example.org email@example.com Vice President Finance Loyola College, Bachelor’s in Commerce NIT , Diploma in Finance and Tally
Academic/Professional Experiences Academic Period School/University Grade/Percentage 10th C.B.S.E. 2007 M.E.S. Indian School 76% th 12 C.B.S.E. 2009 M.E.S. Indian School 88.8% Undergraduation 2009-‐ Present Loyola College 63.5% B.com Position Period Experience Supervisor – Asian August ‘06 – January ‘07 • Handling a team of 30 Games 2006 -‐ Tennis people and training them. • Supervisory Skills and Accountability to senior officials Sales Manager – Fab July ’07 – Sep ‘07 • Managing the sales for Fab-‐ India – Qatar India in Qatar • Increasing Sales by a margin of 13% during my tenure by innovating around the sales. Finance Manager – April ’09 – June ‘09 • Stabilizing the finances for Globcon the firm and ensuring
Logistics -‐ Qatar
Protocol – Kainat Foundation -‐ Qatar
June ’07 till date
Chief Financial Officer-‐ SMACK -‐ Qatar
Jan ’11 till date
receivables were traced • Management of invoices and bills. • Guests relations • Security of the Venue for the event • Budgeting and Budget Control • Strategic Analysis of all sporting events facilitated by SMACK
2. Please give a list of your unaccomplished objectives in the organization. There is only one unaccomplished objective I have had in the organization and that is to represent this local committee as LCP at the international, national and local level. I have no regrets about this organization and the experience it has provided me. I am not perfect but I am passionately curious to learn and gain more from what it has to provide me and in return provide it with the best of my capabilites and potential
3.Mention your 5 weaknesses that come in your way to be the perfect leader. Also, mention two of them you want to abandon and one you want to carry forward as an Weaknesses – One man army ,Very Hardworking, A Perfectionist, Mutlidimensional Thinker, Emotional. Hardworking and Multi-‐dimensional – These are two qualities which when acquired are the best for a leader to work with as then both the internal and external stakeholders are considered and 100% delivery is ensured to improve quality of exchanges provided One man Army -‐ This is one quality I have to rid myself of as it is very oriented to the role of a financial controller. But yes it has worked positively so far and I have not seen any bad phases through it. Infact, it has enabled one to stand out with genuineness.
4. When was the last time you thought of leaving AIESEC? Dec’09. But I came across a belief “Be the architect of your future not the prisoner of your past” I chose to get up when I fell and I grew from then. I want to finish strong. 5. What inspires impresses and influences you in life? How can you make sure you don't influence or impress rather inspire as a leader? Inspiration – Hardworking, good orator ,Impressesionable – Proactive-‐ness, Influencial – Emotions and Personal Touch. I don’t intend to influence or impress members based on how I am or who I am, I tend to inspire by them by what I do and how I do it and why I do it. It’s a very common notion that one doesn’t believe in what you do; one believes in why you do it. 6. What is the difference between ethics and objectives? Give instances when each of them breaks the equilibrium of an ideal state of their co-‐existence Ethics are the morals behind every decision that a firm/organization carries forward. Objectives are the tangible goals of an organization that are measured in monetary terms or statistical reports. Quality Manager : “ Man we have only 6 spaces in our flats” Finance Manager : “ Dude , Accommodate 2 more please. We can’t afford to get another one”. There is no mistake here but unplanned delivery can always disrupt the co-‐existance of both. But It is a very firm understanding that the stakeholder is always right and has to be provided with a good experience through the product to ensure satisfaction. 7. Enlist your three major regrets in life. (Not in AIESEC) 1. Qatar National Athletics Team – Not being able to continue with them because of academics 2. Travelling – Being unable to visit a lot of countries because of college constraints. 3. Public Speaking – Being unable to be a very good orator has been one of my biggest regrets and I believe AIESEC has given me the opportunity to improve on it.
The AIESEC Experience 1. In a chronological order, list your experiences on various stage of AIESEC Experience better defined in the form of roles and responsibilities taken in the organization. Positions Year/Conference Description and Achievements Exchange Manager – Aug’09 – Jan ‘09 I came in to AIESEC as a manager of OGX GCDP/GIP OGX after an amazing NLDS and I learnt the Following – -‐ Understanding the operational and functional aspects of AIESEC -‐Various Processes of the Exchange Function (R-‐M-‐R) -‐Convincing and Marketing Skills -‐ Team Work; a very important aspect of every member is to work together in a team and this experience taught me to work in a team and understand various perspectives of the same. A feeling of passion and commitment was formed in me for this organization and it has never gone since then. Organizing Oct’09 – Dec’09 Committee – External Relations and Communications
This term as OC VP ER & C proved to be one my most challenging terms yet a biggest learning in my experience. I learnt about -‐ Issue of Child Rights -‐ ER Markets -‐ NGO Markets -‐ Educational Markets -‐ Media and PR Agencies Also I developed my skills in -‐ Project Conceptualizing, Planning -‐ Proposal Creation -‐ Product Packaging -‐ Selling -‐ Working with deadlines and under pressure -‐ Optimum Utlization of Resources
Brand Manager – GCDP/GIP OGX
Jan’10 – June ‘10
Exchange Participant – CEED -‐ Qatar
April’10 – June’10
Vice President Finance
June ’10 -‐ Present
This experience provided a platform for interaction with media houses and PR agencies on a higher gage. Being a team leader and being able to handle ten members and ensure that they are given AIESEC knowledge and are able to allign to the organization. Worked in the fields of : -‐ Talent Management and Recruitment -‐ External Relations and GIP ICX -‐ Conceptualization of Products like Youth to Economic Forum It improved my skills in -‐ Global Environment Understanding -‐ International Markets -‐ People Management As a Vice President and as the chair for the Finance Task Force, I’ve had invaluable learning’s in 2010 and 2011 • Comprehensive understanding of Finance as a portfolio and its role as the blood of the organization • Operations Management of the LC • Financial Planning and Management • Budgeting and Budget Control • Financial Tracking • Bank and Cash Management • Income Generation and Cost Cutting Methods • Effective optimum utilization of resources • Complete understanding and clarity in all the portfolios and programmes of the organization • Importance of Synergies between exchange and exchange support functions • Mentorship and Guidance • A comprehensive understanding of AIESEC and AIESEC in Chennai
Executive Body Coordinator – JLC ‘10
Chair – National Finance Support Team-‐ IM
Oct ’11 -‐ Present
• Risk Analysis • Handling the Management Body and Delivering Knowledge Management Sessions. The experience of being able to organize and ensure the conference was run completely without any hick-‐ups in a very short span of time. A brilliant experience being a new member on the executive body. This was my first experience to facilitate the National conference and it taught me a lot about Group dynamics, and was a great opportunity to interact with new recruits of AIESEC Chennai This being my second experience was a lot more helpful in terms of delivering knowledge and training to new recruits across the AIESEC India network and helped understand the working condition of LC’s across the network and acquire a lot of positive working strategies This experience involves : -‐ Revamping of the Standard Charter of Accounts -‐ Revamping of the Standard Operating Procedures -‐ Information and Knowledge Management in the fields of Finance -‐ Closely working with the Member Committee Vice President Finance Conceptualizing the goals and vision for AIESEC Chennai and being able to play a proactive role in the National plenary representing this prodigious local committee rebuilt my passion and commitment for this chapter
2. List of the conferences you have attended. Year Conference Location 2009,2010, NLDS Silvassa, Jaipur, 2011 Silvassa 2010, 2011 JNC Silvassa , Jaipur 2011 NLS Delhi – Jaipur Highway 2011 NSC Silvassa Dec –’09,’10 Local July – Congress ’10,’11
ECR,ECR , ECR , Mahabalipuram
Role Delegate, Facilitator, Facilitator Delegate, Delegate/Facilitator Delegate Chief Delegate/ Facilitator Delegate, EBC/Facilitator, Facilitator , Facilitator
3. Your 5 key specializations in AIESEC. Mention tangible achievements for each of them. Key Specialisations Tangible achievements Exchange Management While handling OGX, I was given a target of 6 raises for the first 6months and it was over shot. (10-‐2-‐2) Financial Management Debt Clearance (Rs. 7.83 lakhs) Bank Management (Growth from 20,000 – 2 lakhs) People Management Conceptualizing the Competency Model for AIESEC Qatar, which was used in AIESEC Chennai also. Recruitment Models and PI Modules. Marketing and Brand During my term as Brand Manager, I was given a target of Management setting up relations with media houses. I had 5 articles issued in 3 weeks. (2 in The Hindu, 1 in TOI, 1 in DC and 1 in NXG) Facilitation and Skill Training -‐ Having been to 13 international, national and local seminars and conferences, I have had the opportunity to facilitate in most of them. -‐ Skill Building by providing sessions on Financial management, Soft Skills, People Management, Mentorship. -‐ Being on the executive body for two years has given me both experience and expertise in skill training through departments meets, MB Training, LTS, NLDS and FTF’s
AIESEC Experienec in Successes and Failures Successes Failures Debt Clearance and Being able to recruit Synergies between CIM and other portfolios the first batch of Debt Free New Recruits during my term as Brand Manager. Being able to mentor and guide the Management Body and facilitate MB training and Knowledge Management sessions for them
During my term as VP F creating a Fixed Deposit of 4 lakhs to ensure sustainability of DT Projects
Being able to motivate and guide the executive body during their times of need and when required both personal and professional guidance.
Being unable to raise a lot of funds for Balakalakaar 2009.
5. If we have to add/remove/replace/evolve stages in the AIESEC Experience, probably if any, what will that be? Life Long Connection (LLC) LLC is not a stage it is a phase and involves Alumni being actively Engagement and participating in activities through the new myaiesec.net system
Allignment with AIESEC (EWA)
Experential Leadership Development (ELD)
TLP,TMP,GCDP,GIP are well defined programmes and are product oriented. TLP and TMP involves a member to be the stakeholder and the enabler
Members who are recruited need to have organizational allignment and understanding before they are put into ELD’s to ensure there is a proper expectation setting.
6. What are your opinions on the revised AIESEC Experience? Mention changes if any The experiential leadership development phase allows young people to explore and develop their potential through different well defined programmes. The purpose of this phase if for a person to develop their competencies of Global Mind-‐set, Entrepreneurial Outlook, Social Responsibility, Emotional Intelligence and Proactive Learning. The revised AIESEC experience is defined based on market segmentation, product understanding and overall stakeholder satisfaction. It has evolved from the I2A-‐H4TF AIESEC experience based on the above reasons.
Organizational Subsystems, Functions and Processes 1. What are the key successes and failures of year 2011-‐12? Evaluate the performance on the basis of the LC Focus areas. Focus Areas 1.Financial Sustainability
2. Operational Sustainability
Successes Failures -‐ Increase in stability of -‐ Reimbursements Finances There was no -‐ The fund raising standards mechanism to trace were being redefined. or track -‐ Defining of new financial reimbursements for guides and products to ensure members stability of AIESEC Chennai -‐ Investment in -‐ Surplus was generated Membership through Y2B, Balakalakaar and I think this is one Empower major failure as we -‐ Cost Centre’s have been didn’t have proper reduced financial investments -‐ Funding from BoA. in membership. -‐ -‐ NEP and NCEP exchanges -‐ Synergy between F and other portfolios -‐ Office Investments -‐ July Local Congress Finances were not in place and we incurred a loss of 60,000 -‐ Base in GIP markets -‐ GCDP OGX -‐ NCEP and NEP markets The summer cycle -‐ Quality Management due to local realities -‐ Stakeholder Satisfaction was a failure. Towards the last four months, -‐ GIP ICX Matching the introduction of the Quality The pool of EP’s that Task Force has improved our our LC required Exchange Quality weren’t available and -‐ Growth in GCDP ICX this caused a problem A growth of close to 73% in in our delivery. GCDP ICX ensures -‐ Trainee Flat sustainability and stability in Management the programme Unplanned delivery -‐ Brand Management caused immense Social Media and Mediahouse losses and loss in
4. High Number of Exchanges
participation in all our events. Provision for newsletter and reports of events and the LC. -‐ Information Management Well maintained information to ensure knowledge management amongst the members 1. Review of All portfolio’s: Review has happened in the latter of the year, which gave the clear picture to members of Department performance. 2. Feedback mechanism for Vice presidents: In 2011 feedbacks about, all VPs were taken which made members more free and gave them the freedom to express. 3. Members were insisted to attend external forums that gave them immense knowledge and also better state of mind. 4. Attendance of members was made mandatory which also helped members to understand AIESEC better. 5. Management Body Meets A well knowledge MB ensured delivery and good processes in departments(both exchange and support functions) -‐ Larger Database of Clients -‐ -‐ Quality and Stakeholder Satisfaction
1. Recruitment in big numbers 2. Induction Process 3. RnR model: The current Reward and recogniton model needs to be changed as we are not investing in members and this might result into Low efficiency. 4. Communication with Members: We still need to develop ways of effective communication for members. The ways can be Consistent sms and calls by department heads, Proper use to Virtual sources. Ex: Google groups, myaiesec.net, etc. 5. Mentorship and guidance Mentoring was not taken seriously and a mentor-‐ mentee relation was not carried out. Case Studies The number of case studies made this year are very low and this has caused a damage in the number of exchanges delivered -‐ Target Achievement Achievement of Targets in the GCDP/GIP OGX and GIP
ICX programmes was not carried out due to both local realities and EP/TN pool issues. 2. What are the top 3 Focus areas of AIESEC Chennai in 2012. Expansions – SRM , NIT Trichy and Tanjore to be utilized as markets for both ICX and OGX and considered as expansion initiatives through 2012 to ensure the sustainability and reaching out to the larger masses. Client Satisfaction – 100% delivery and ensuring overall holistic satisfaction of the stakeholder’s needs and necesseties. Showcasing Brand Impact – Being the first choice partner for our unique leadership and exchange programmes by being a global youth voice as a result of creating positive impact in the society
3. Compare the role of AIESEC Chennai as an LC in National Association, AP GN and Global Plenary from years 2007, 2008, 2009, 2010 to what will be in 2012. Year 2007 L.C.P. – Shezaan Hameed
2008 L.C.P. – Harish Rajan
National Association Leadership Roles Taken : MC – Piyush Gupta We were one of the most sustainable Local Committee’s and were known as the randomest yet smartest bunch of individuals
AP GN Was a local committee that contributed to the large number of Exchanges in the AP GN network; which is the number one network across the AIESEC network in terms of exchanges -‐ No National We had Leadership Roles taken representation at up . HEROES 2008 -‐ Debt Creation through JNC and Recon Members : Bhavjoth Payment. Singh Anand, Arjun
Global Plenary Quality of AIESEC Chennai exchanges was good and we got into the eyes of the global network
AIESEC Chennai was barely visible in the global plenary and this showed in our exchange number
-‐ We dropped in terms Chidambaram of exchanges -‐ We expanded into Coimbatore as an official entity -‐ Impactful Annual Stakeholders Dinner J 2009 – L.C.P. – -‐ No National Roles -‐ Partnerships Abhijit Sunder Taken up with countries -‐ Membership was like Malaysia built and Phillipines -‐ Good ER base set improved the for 2010 GCDP OGX . -‐ Debt was cleared slowly. 2010 – L.C.P. – -‐ National Roles – MC – -‐ JXLDS – AIESEC Advyit Varma Abhijit Sunder Srilanka – Chair -‐ Best Support and facilitators functions in the from AIESEC country Chennai. -‐ Best in the Student -‐ International Sector Facilitators for -‐ Communications was Dec’ Lcong. getting in place 2012 TLP – 150 TMP – 375 BD Funding : 30 lakhs Exchange Programmes: 580
Concentration in Stability caused us to get back into the global plen as a quality exchange oriented city.
EuroCo 2010 – Advyit Varma was a delegate at this conference for LCP’s from selected countries. CEED’s to Qatar were carried out very successfully
Best Local Committee -‐ Creating multiple -‐ EuroCo J yet driving positive impact opportunites for again AIESEC showcasing the brand CEED’s and AP GN Chennai will see a and being the first choice conferences like representative at partner across the Unleash AP, this conference. national network APXLDS, JXLDS. -‐ Given the status -‐ Being the best in of the ideal the GN for quality, AIESEC Local opportunities and Committee across experiences. the globe.
4. What would you want to start, stop and continue in AIESEC Chennai in terms of the relationship with and Satisfaction of our stakeholders: Members, Exchange Participants, Alumni, Clients and Parents?
Exchange Participants AIESEC Chennai
Clients Stakeholder Start Membership -‐ Defining proper job roles for all members -‐ Feedback Systems -‐ Recognition for being a Performer -‐ Year Calendar Exchange -‐ Usage of Participants Reception Packages -‐ Home Stays -‐ Participation in External Events
Stop -‐ Recruitment in big numbers -‐ Current RnR Model
Continue -‐ Reviewing all portfolios membership -‐ Feedback for Vice Presdients
-‐ Involvement with X-‐ AIESECers and Externals -‐ Laid Back Attitude -‐ Lack of Involvement
-‐ Quality Matching -‐ Preference Based -‐ Refining of EP’s to ensure
-‐ Alumni Board -‐ Mentorship -‐ Networking Forums -‐ Knowledge Management -‐ CRM -‐ Strong Communication
-‐ Usage of Old Databases -‐ Ignoring Alumni
-‐ Promising -‐ Unpunctuality -‐ Unprofessional approach
-‐ Monthly -‐ Keeping them aloof Newsletters and out of the picture -‐ Involvement in external Forums -‐ Parent Meetings -‐ Year Calendar
Quality -‐ Market expansions -‐ Funding -‐ Events like Alumni Dinners, Alumni Premier League. -‐ Invitation of Clients as speakers -‐ Invitation to Events -‐ Quality Delivery -‐ Hardly any parents relations were carried out this year.
5. Briefly analyze the current state of financial systems in the LC. How do you see the financial systems evolving in the coming year, what would be the changes you would want to bring about in the approach towards the current thought behind the financial Management.
Current State of Financial Affairs Bank Balance : 1,00,000 Receivables : 1,00,000 ( NEP exchanges) Account Number : 00821000090860 , HDFC Bank The current financial systems are in place but unplanned delievery has caused a cashflow problem and gap between the inflow and outflow. Budget Control is consistant and apt for the events. Cost Centres identified and worked upon. Freedom of Control in finances by Vice President Finance not given; this can cause a lot of unplanned investments and losses. For eg: Trainee Flat losses. Changes in Financial Affairs -‐ No structural changes but authority and responsibility of finances lies completely with the Vice President Finance and Finance Task Force. -‐ Budgeting and Budget control -‐ Financial Education for EB,MB and GB on a monthly basis -‐ E-‐Banking : Internet Banking ( no Third Party Tranfers) to provide easy accesibility to the bank statements -‐ Additional Revenus – Fixed Deposits, Short Term Investment Plans. -‐ Change in approach by the LC – A very laid back approach by the Local Committee can cause the finances to look very shallow and undemanding as a portfolio. This has to be changed to being more proactive and consistant feedbacks of the finances in the LC. Processes, ideas or Initiatives for : -‐ Financial accountability Ø Proper Implementation of FTF Ø Quarterly Review and Presentation to the LC Ø BOA review of budget and incomes and expenses -‐ Realistic Budgeting Ø Auditor Guidance for Budget Reviewal
Ø Authentication letters to ensure budgeting is done -‐ Transparency and Financial learning. Ø Finance Manager for all portfolios Ø CEEDs and ILCEPs for Financial Learning -‐ Cash tracking Ø Checklist and Cash Invoice and Receipt Generator Ø Proper book-‐keeping on a weekly basis Ø Online Spreadsheet to show incomes and expenses -‐ Investment in membership. Ø Governing Reimbursements of Members Ø Budgeting of the year in presence of VP TM Ø Review of Investment in Membership -‐ Profit maximization Ø Cost Cutting Ø Profit Generation – Priority of Events Ø Success Criteria – Success based not only on output of the event but also amount of profit generated Ø Counseling by Externals for Profit Maximization -‐ Automated financial governance Ø aiesecfinance.net is falling in place and will be functional in a few months. Ø Through the checklist, financial governance will be implemented and in place. 7. What should be done to improve the following? v Information Virtual Platform Campaign Systems Utilization Management
Communication Mechanism and Protocols v Coaching Sessions v Effective Use of v All LC v Implementation of for myaiesec.net Social Media campaigns and strict brand v Brand Manager and Ads events to be environmentin the LC for every under v Standarization of all department supervision of tools v Linking VP C v Proper Knowledge myaiesec.net id’s v Review of Management
with gmail id’s Communication Structure v Usage of Wiki’s v Well Defined and and files on Structured internal myaiesec.net to Communication promote Programmes and Projects 8. What are the areas where AIESEC Chennai will pioneer?
Stakeholder Saksfackon Operakonal and Strategic Management Global Leadership 9. SWOT AIESEC Chennai at the end of 2011. Discuss your strategies for threats and weaknesses. Strengths Weakness Opportunities Threats Ø Business Ø International Ø Quality of Ø Financial Development Opportunities ; Experiences Transparency Ø Financial Systems CEEDs and Ø Expansions Ø Knowledge Ø Client Retention Conferences Ø Presence in Management and Management Ø Investment in National Plenary Ø Implementation Membership Ø Profit Generation of Projects as a Ø Knowledge from Projects portfolio Management Ø STAX and Dual Ø Attendence in Ø Culture of the LC Experiences external forums Ø Stakeholder Ø Mentorship and Ø Event Involvement Guidance
Management Ø People Management
Ø Virtual Platform
Strategies for Threats and Weaknessess Threats: Financial Transparency : Refer question 5 and 6 of part 3 Knowledge Management : Knowledge games at LCMs and compulsory attendence at LCMs Weaknessess: International Opportunities: Brilliant IR from the beginning of the year to create better opportunities. Membership Investment : Refer question 6. Culture of the LC : Motivating by example i.e. positive and proactive leadership. Stakeholder Involvement: Parent and Trainee Involvement is minimal here and this culture has to be cultivated from the start of the year through parent meetings and invitation to our events and members cultivating the same feeling in their parents and our trainees. J 10. How will you ensure growth in External Relations next year? Give a list of your suggested ER products with corresponding potential market DIFFERENT from year 2011 for 2012. Growth In External Relations § Client Retention § Renewing Partnerships § Year Long Partnerships § Pre Planning by VP ER and EBC ,4 months prior to the event § Market Based Events § Defining new products by VP ER and VP C § Virtual Platform Selling § ER Cell and proper job roles definiton § Inkind raising § Specific Engagement Plans with BoA “ The more the sellers , the more the funding and the branding”
Social Media Partnerships
-‐ Ad’s on our Facebook page/ Linked In/ Twitter groups to educational based firms.
-‐ DT projects that allign with the C.S.R. focus of companies are to be sold.
Virtual Platform Selling
-‐ Website space to be sold more rigourously
-‐ Partnerships with clients who require branding at all our events and activities.
-‐ Initiative for a week on different social issues like Child Rights,Women Empowerment, Blood Donation etc
-‐ -‐ -‐ -‐
Empower Balakalakaar Youth to Business Forum Annual Stakeholders Dinner
11. How will you make sure that you are cultivating, developing and pipelining the middle level management? How can you make your MB as competent as your EB? List down strategies to ensure HIGH ACCOUNTABILITY amongst the MB of 2012-‐13. Development Of MB
1.External sessions for team management and leadership will be given to MB, which will also be an ER product. 2. The Job role of the MB will be defined in terms of operations rather then issues or departments. 3.International opportunities for MB members. 4.Insisting MB members to attend External Events and conferences for Clarity of thoughts and enhancing their experiences.
Pipelining of MB: 1. More people in AIESEC means more people going for Leadership opportunities, Pipelining of MB here is directly proportional to % of retention in the LC. 2. Task managers: There will task managers appointed for various tasks so, these people will work Prominently for certain task and will be strong Pipeline for the MB. 3. Sessions to conducted by the EB. “We do not know what we want and yet we are responsible for what we are -‐ that is the fact.” – Jean-‐Paul Sartre ü M.B.M’s: M.B.M.’s will happen bi-‐monthly, and agenda will revolve around updates and Review of Experience. ü As Chief delegates at Local confrences: MB members by default will be the chief delegates for their department. The Executive board will decide the chief delegates after Interviews. Strategies to ensure HIGH ACCOUNTABILTY in MB 2012-‐2013 ü Frequent meetings of MB with The Executive board. ü Serious repo cautions for Non-‐performance and negative leadership. ü Covered CEED and ILCEP opportunities for Performers on the MB.
12. Give your plan to ensure HIGH amount of personal effectiveness and efficiency in at each level of Organizational Structure in 2010 in the order of LCP, Executive Board Members and Management Board Members, Project Managers, GB members and new recruits. Personal Effectiveness in 2010 Personal Effectiveness: It is that capability of an individual where he is capable of producing a desired result. Personal effectiveness for AIESEC Chennai: It is that capability of an Individual by which he works WITH a team and ALLIGN goals of all team members and achieve them. (Which is NO.1.) Role Ways to Ensure Personal Effecitveness LCP ü Ceaseless Motivation ü Accurate Approach to Goal
Project Managers General Body
ü Know-‐How to Motivate People ü Crisis and Risk Management ü Humbleness and Proactive Behaviour ü Conclusive Approach and Constant Self Assesment ü Periodic Self Realization ü Repeated Team Meetings ü Desired Freedom and Flexibility in respective portfolios ( Under Brand Surveillance ) ü Selection of Suitable and Dedicated Members ü Creation of Competitive Feeling ü Mentoring by clients ü Team Member Endorsements ü Team Meetings ü Assigning motivated people as a team ü Rewards and Recognition ü Mentoring by EB members ü Knowledge management sessions ü Reviewal of Job Role and Targets ü Certificates by Project Partners ü Mentoring by the EB ü Sessions by the EB and MB to understand the relevance of TLP’s and ELD Programmes. ü Assigning proper job roles ü Flowing AIESEC Knowledge ü Attendance at local and national conferences ü Attendance at external forums and events ü Virtual Presence ü Interaction with Alumni and Internationals ü Sessions by Clients and MC members ü Mentoring by EB members ü Buddy System
13. What do you think is the key motivation for the current membership and what are your plans to ensure motivation amongst the membership throughout 2012? Key Motivation for Current Membership: Conferences , Leadership Experiences , Mentoring and Guidance by the EB , Constant Meetings.
Ensuring all of the above are carried out systematically and efficiently by the executive body and active participation at conferences through interactions and sessions motivate every member and provide holistic experiences.
14. How will you deal with lack of adherence to targets across the EB, MB and GB? Role Methods of Tracking EB -‐ Constant Check. -‐ Individual Meets to understand the personal and professional aspect of the problem. -‐ Target Split into days in a week(and not just weekly)J. -‐ Constant Motivation. -‐ Positivity through Mistakes (No one is perfect). MB -‐ MBM’s -‐ Accountability and Responsibility -‐ Constant Review of Targets -‐ Mentoring and Guidance GB -‐ Allignment of Goals and PSG’s -‐ Understanding the why of the organization -‐ Learning about the local realities and their problems 15. AIESEC Chennai has faced a huge problem of lack of availability of sufficient ICX supply in Q3, affecting overall performance. How do you plan to make sure that forms are being matched continuously throughout the year? The Pool wasn’t a problem for AIESEC Chennai in specific but dropped across the AIESEC India network. Providing high quality experiences and case studies ensure delivery and larger pool of EP’s throughout. A simple example for the same is AIESEC in Hyderabad 16. What are your plans and strategies to ensure improvement of number of the number of matches and overall performance in the corporate sector? Please Find Attached in Year Plan 17. How do you plan on taking forward the growth in the development sector and ensuring better performance in 2012? Please Find Attached in Year Plan 18. State your plans regarding the Outgoing Exchange portfolio and how you plan on having a structured raising and matching system? Please Find Attached in Year Plan
19. What are your plans regarding stakeholder management? Continue.Innovate.Grow. It is still in its initial stages and has scope for a lot of development and it is essential for someone to track the quality of exchanges and ensuring proper goal setting is carried out pre-‐realization and stakeholder satisfaction is focussed on. 20. How do you plan on carrying forward the concept of sustainability started in the year 2011 and ensuring that each and every stakeholder is satisfied? Please Refer Answer 4. (Organizational Subsystems and Processes) 21. How do you plan on improving our brand and external visibility in the year 2012?
• Based on showcasing our stories and stakskcs
Measures of Success
• Based on the delievery of the AIESEC experience
• Based on tracking health and driving behaviours
22. What are your plans to ensure effective management of membership, talent tracking, appraisals, retention and overall engagement of members? Process Plan Membership ü Increasing leadership experiences ü Right person doing the right activity ü Structured recruitment and induction into AIESEC ü Alignment between individual and organizational goals Talent Tracking ü Talent Managers for respective departments to track member involvement and activity. Appraisals ü Quarterly Appraisals based on recruitment cycles. Retention ü Provide more leadership opportunities ü Create international and national opportunities ü Conduct sessions about the essence of leadership and
ü ü ü ü ü
capacity building Providing learning opportunities through external forums Mentorship Self Discovery and Self Realization Interaction with interns and alumni. Sending members on exchange
23. How do you think members will benefit from being in AIESEC in Chennai apart from the regular experience they get? Professional Experience -‐ Working with a team around global and management issues like finance, marketing, sales, women empowerment not only provide an individual with experience but also an upperhand in his professional career. Cultural Exposure – Ethnic diversity in terms of trainees and international exposure through conferences and CEED’s. “ You’ve not believed it until you’ve lived it”. Mentorship and Guidance – Mentorship being a very strong process when used in the proper manner can lead to taking better and efficient decisions 24. How do you think various stakeholders will benefit by engaging with AIESEC in Chennai? Mention the benefits that each and every stakeholder gets separately. Stakeholder Benefits of Engaging with AIESEC Members o Leadership Opportunities o Mentorship and Guidance o Global Learning Environment o National Opportunities o ILCEP’s and CEED’s o External Forums and Events Trainees o High Quality Experiences o Cultural Exposure – Discover India o Job Opportunities o Impact of Global Relevance Clients o International Work Force o Quality Delivery o Value for Investment o External Forums Engagement
o o o o o o
Avenue for engagement Internship Opportunities Job Opportunities Growth for Ward External Engagement Avenues Global Environment (Home stays for Trainees)
25. What are your plans of investment in infrastructure and office space? Effective Infrastructure Management BoA Guidance on Office Space with a rent of 15,000 /month or funded by external source i.e. BoA, CSG, Clients, Partners. New Office to be Acquired for Full Membership . Effective Investment in LC Laptops and Harddrives by Quarter II . Trainee Flat Management and Rent Collection based on requirement(Not Unplanned but very realistic and not based on targets set but based on realisitic projections) 26. What are your expansion plans? Mention the name of the entity, if any and whether you plan on making it an official expansion in the year 2012. Please find attached in the year plan 27. Mention your plans to engage EB, MB and GB members in CEEDs, ILCEPs, International conferences and X+Ls? Role Engagement Avenues EB ü CEEDs for Exchange Development and future opportunities ü ILCEP’s for Transitional Purposes(For Eg: DU for OGX, Hyd for Expansion Initiatives and TN growth, Chandigarh for TM etc.) ü International Conferences like Unleash to improve IR ü Create multi dimensional exchange partners across the GN through conferences MB ü CEED’s and ILCEP’s being a part of RnR Campaign’s ü X+L a criteria for Best MB member at December Local Congress 2012 ü International Conferences based on requirement for IR
ü Exchange can’t be made compulsory but CEED’s and ILCEP’s should be carried out during holidays. ü International Conferences attendence during CEED’s
28. Give a brief outline of the RnR system to be followed in the LC. Talent management Task Force will present the plan for investment in the membership for RnR which will be passed by the FTF after a sitting and thorough discussion. VP F doesn’t plan the timelines for the Campaign instead VP TM does. It shall be presented at AGM along with the VP TM and VP F plans. 29. How will AIESEC Chennai fall in line with national direction and the NSC 2015 goals. AIESEC India Goals
Time 2011 2012 2013 2014 2015
GIP OGX 200 350 550 1000 1300
GIP ICX GCDP OGX 1000 2000 1300 2600 1900 3500 2800 5000 3500 6200
GCDP ICX 900 1600 2200 2900 3500
7000 12000 20000 30000 38000
2200 3500 6000 9000 12000
AIESEC Chennai Plan of Action
• Incoming and Outgoing LCP's Review State of AIESEC Chennai • LCP's Deﬁne AIESEC Chennai'sPath and set LC goals • Alligning LC 2012 growth drivers to Nakonal Direckon
• AIESEC Chennai get a planning framework • AIESEC Chennai Finalize and re-‐establish their 2015 goals • Porqolio Plans and Growth Drivers
AIESEC Chennai: 2012-‐13
1. Comment on the Culture of AIESEC Chennai 2011-‐12. How has it evolved/changed/depleted from the year 2007? How will you ensure culture of excellence, dynamism, holistic experience, mutual cooperation and co-‐existence? How will you LEAD and MANAGE CULTURE? AIESEC Chennai 2011-‐12 Improvements Setbacks Ø Professional Approach J Ø National Participation at Conferences Ø Competetive Feeling Ø Knowledge about Processes Ø Impact Oriented Ø Allignment to the organizational goals Ø Capable Membership and values Ø Increase in Attendence at Meetings Ø National Opportunities and external Forums Ø Jiving L Ø Sustainable GrowthJ Ø Financial AccountabilityJ
AIESEC Chennai 2012-‐13 Ø More Professional And Accountable towards Stakeholders Ø Healthy , Potential and Motivating Conversations Ø Strive for Excellence in all our Processes with ethics and values Ø Time Management Ø Jiving J Ø Office and Infrastructural Management Ø National Opportunities and Participation at Conferences Ø Sustenance of the Competitive Culture Ø High Attendence at Meetings. Ø Allignment and Personal Goal SettingJ Leadership is set by examples; Proactive , selfless and positive leadership only drives life changing experiences and ensuring that the culture of the Local Committee is also an objective of mine through my term as Local Committee Present. Managing the Culture : Regular Checks by myself, the EB and MB and updates of the culture in departments will be in the agenda of EBM’s and MBM’s 2. What legacy will you leave behind as an LCP for the generations to come considering the year 2011? AIESEC Chennai will set the benchmark for process management and will be the epitome for creating global leaders and will showcase positive impact through its exchange programmes and Support functions 3. If at all you wish to bid for a conference in year 2012, which one will that be? How will you make sure that you generate maximum profit from it without it being interfering in your plans? RYLC ( Regional Youth Leadership Conference) Strategies to Maximize Profits ü Financial Structure and Budget to be proposed to the BoA, CSG and Alumni Board Designing new ER Products for National Conferences ü External Mentoring and Review of Core OC at the conference ü Selection of Core OC based on the Competency Model ü One OCP ER specifically for Fund Raising and One for In-‐Kind Raising
4. Give your plans ideas and innovations to ensure that AIESEC Chennai has a high performing Q1.(Please Refer Year Plan) 5. Give department wise exchange targets for Q1.(Please Refer Year Plan) 6. How will you make sure that you are optimizing your performance as an LC in Q3 which has seen a major drop in performance throughout AIESEC India in 2011? (Please Refer Year Plan) 7. What is your Theme?
Transitioning into the Energy Era
AIESEC Chennai if all we ever do is all we’ve ever done then all We’ll ever get is all we’ve ever got. Its time we moved and transitioned into a high performing LC. We have high potential membership, our processes are sustainable and well refined. Why live for sustanence when you can grow ? J Explore and Develop the opportunities across the state in different markets to achieve the transition into the energy era. Lets prove to the network we’re more than just another local committee. 8. What according to you will be the role of the LCP of AIESEC Chennai in Focus Commission 2010-‐11? Role of An L.C.P. Nationally are divided into 5 sub-‐committee’s : 1. Membership 2. Legislations and Compendium 3. Finance 4. National Conferences 5. Brand Management L.C.P. of AIESEC Chennai will also fall under one of these. As an LCP from AIESEC Chennai my role would be to provide smart input and have high potential conversations with other LCP’s and be able to grasp whatever I can for AIESEC Chennai and also give whatever I can as smart and proactive LCP of AIESEC Chennai. 9. What is your plan or Alumni Relations in year 2012? How will you make sure you have an access to the biggest ever pool of alumni? What structural changes you need to have in OS to make sure LC has amazing Alumni Relations? (Please Refer Year Plan) 10. What are your innovations across all portfolios for the year 2012? (Please Refer Year Plan)
11. What is your proposed Organizational Structure of year 2011? Mention EB, MB, GB structure
LCP facilitate and drive goals and knowledge to the GB through the EB and MB J Teams in Numbers : EB – 14 , MB : 37 ( wil constantly fluctuate based on the Vice President’s Requirements). Vice President Finance will also constantly strategically analyse the operations and processes of the local committee. 12. NATCONG 2013 and AIESEC Chennai. AIESEC Chennai in NatCong 2013 will have the best processes across the AIESEC India Network and will be appreciated for high quality experiences delivered. We will be financial Sustainable. AIESEC in SRM will be an official expansion. We would be the first local committee to do more than 200 Outgoing exchanges. Our Pipeline for Leadership in the MB and EB will be at its best and highest Potential.
General Questions 1. Why did you decide to run for LCP, AIESEC Chennai for any other responsibility in or outside AIESEC? LCP AIESEC Chennai ! The day I joined AIESEC Chennai I wanted to become VP F but as they say your wishes never end. After I became VP F, I wanted more so I applied for LCP in 2010 as well. I believed it wasn’t the right time for me as I had lack of experience. Today I stand at an avenue where I have the experience, performance, leadership skills, passion and commitment to lead and guide this beautiful local committee and at this juncture there is nothing more I would want to do.
2. What is your style of leadership? How can you conclude that what AIESEC Chennai needs is an LCP like you? Leadership to me is being understanding yet being proactive and at the top of everything. I don’t want to influence the members because that’s not what I do. I motivate through conversations and action. This chapter requires a selfless leader who can guide and lead rather than just lead. AIESEC Chennai requires national direction at a higher level and I know I can provide them with that platform for guidance at the local and national level. AIESEC Chennai members whether they understand me or not, like me or hate me know that leading this chapter is my dream and that I am a capable leader. Through my experiences and interactions with other LCP’s and MC members I’ve realized what this local committee requires and I know I can deliver and promise my 100% to this prodigious local chapter called AIESEC Chennai.
3. Why should you be not selected as the LCP of AIESEC Chennai 2012? In case that happens, what is your plan B. Remember there must be a plan B. If I shouldn’t be selected as LCP of AIESEC Chennai 2012 it should only be cause of my emotional touch to work. As for a plan B , I don’t know I might take up a part time job with some firm. I don’t know haven’t thought about it yet but I can think, I am a multi dimensional thinkerJ . 4. Your AIESEC Chennai DREAM!
My vision and stand for this Local Committee is and has always been “AIESEC Chennai stands for delivering and showcasing unique life changing experiences to create a positive impact on society in a sustainable manner.” And this will remain to be my DREAM for AIESEC Chennai. 5. What role can AIESEC Chennai play in addressing issues like Global Warming, Youth in politics, fighting financial slowdown and building global harmony? AIESEC Chennai being a global youth run organization will play an active role by participating in discussions about these global issues and taking a strong stand for the same. We should never forget our values and vision as a global entity J Impact Week ! J Thank you ! Now lets implement it .J
Year Plan and Calendar For AIESEC Chennai in 2012-‐13
Q1(January, February and March)
Talent management: è -‐>Transition è -‐>Recruitment planning (Part of transition) è -‐>Database creation for Recruitment è Recruitment OC in place in 3rd week of December. è -‐>Meetings regarding the Evaluation and Goal Setting è -‐>Designing process of induction and mentorship. è -‐>Designing Job roles for members. è Slots for Interviews to be decided well in advance. è -‐>Intake planning, Plans will be reviewed by an e xternal(MC m ember/HR firm) è Preparing New recruits for R.Y.L.C. è -‐>Appraisals and Feedbacks (monthly). è Induction Plan for SRM University and other expansions. External Relations: è Brand meets with VP C for ensuring Implementation of Brand experience. è Physical transition to all clients. è Capitalization on Perspective Clients of last year for the Year long branding. è -‐>Planning for Combined meeting of Board and Council in month of February. è -‐>Addition in board and support groups. è -‐>Corpus planning with Finance and Auditor for the LC, same to be pitched to the board. è Incoming CEEDs for ER. è Raising money for Research based exchanges from the Board.
Communications: è Transition è Agenda designing of Y2B, and ensuring delivery of Y2B. è Raising In kind and partnership for Business week è Partnering with Dream Solutions for Archiving. è Online promotion for recruitments. è Communication Protocol review in the LC. è Investment in branding (If any) meeting with Finance. è Meeting with VP ER for Virtual initiatives for External relations. è Newsletters for Stakeholders. Stakeholder Management è Revamping of Service Evaluation Doc’s è Trainee Flat Management è Parent Relations è Formation of QTF è Analysis and Research of Mistakes from Last year è Thorough Research of Realization Cycles è Reception Package to be designed along with VP C and ICX’ers Finance And Strategy: è Transition è Health Check of the Local committee è Reviewing Partnership model with ER clients. è Preparation of Budget, with entire EB and external auditor. è Introduction of All cost heads. è Strategic Analysis of Operations and Product Pricing for all Products è Presentation of Budget to Board and Support groups è External Audit.. GIP ICX (50 – 32-‐30) è Matching drive for both departments for all available forms è Review of Delivery Rate è Collection of Market Dues è NEP/NCEP Exchange Focus è Client Retention and Management Model è Induction for New Members è Raising Drives for Q2
GCDP ICX (80 – 68 – 60) è Extensive Raising and Matching Drives for ADHOC exchanges and forms which are to be delieverd in Q2 è IR Building. è Reception and Delivery of Forms matched in 2011 è Induction for New Recruits è Project Kanya (Women Empowerment) starts. è Research for Child Rights and Balakalakaar to be initialized in March. GCDP/GIP OGX ( 90-‐30-‐ 20) è Designing Structured way for Raising through MoU’s and Contracts and Market Expansions è Selection of EPs and Refinement to Ensure Quality è IR Building for GIP OGX è Partnerships with schools and colleges Exchange in Quarter 1: 220 – 130 -‐100 January February March è AGM è Empower è Recruitment è LTS è Matching Manias è Transitions è Raising Drives è National Leader’s è MBM è RYLC è Alumni Dinner summit J è Parents Evening J è Trainee Event è MB Training è Team Days Innovations for Q1 Ø Pipeline Building for Q1 from December as ratification targets for EB and MB Ø GIP OGX to be reinforced Ø Proper Investment Model to boost exchange Ø Expansions to contribute to these exchanges Ø Delivery of NEP/NCEP programs Q2 ( April, May, June) Talent management: è Review and tracking for department members. è Appraisals of New recruits.
è Membership experience surveys. è Meetings with department heads regarding member efficiency. è Individual meetings with GB and new recruits. è Review of member exchange ratio. è Defining new retention Ideologies. è “Dare To Believe” RnR Campaign External relations: è Joint Board Meeting with EB to review Q1 and scope for improvement. è Partnership with government for Exchanges and Funding support for all DT projects. è Setting of Corporate Support Group that governs the actions of the Local committee. è Money for Virtual branding initiatives comes in. (synergy with C) è Partnerships for Balakalakaar and Corporate Week. è Combined Board and Council meeting. Communications è Brand Checks for the LC è PR Partnerships è Structured IR processes è External sessions for Knowledge for EB MB and GB. (Synergy with ER and TM) è Increased Online Activity è Office Space and Infrastructure è Attendance at External Events and Partnerships è Matching Mania’s that are well defined and structured. è Newsletters and LC Report for Stakeholders. Stakeholder Management è Newsletters to be sent to Stakeholders è Trainee Events è Alumni Meets è Engagement Avenues for Stakeholders with Members è Mentorship Avenues through Alumni è Invitations for Balakalakaar to be sent out. J Finance and Strategy è Budget Review by BoA and Support Groups. è Financial task force review of the Local committee for checking the Financial
health. è External mentoring for recognizing new cost heads, and implementation of Cost effective tools. è Re-‐imbursement structure planned with the New RnR model. (with VP TM) è Collection of Market Dues è Presentation of Quaterly Budget Review to the LC (Achieved vs Budgeted) è External Audit Submission to the Member Committee. è Finance Knowledge Sessions. è Innovating around products and value for the product è Increase in Corpus. GIP ICX (60-‐54– 42) è Realizations for All Forms that are matched è Review of Delivery to Clients è Corporate Projects in the fields of Tourism and HR Building. è Contribution of expansions to fall in place è Hospitality based projects comes in place. è Delivery of NCEP/NEP exchanges to enhance corporate sector funds. è Re-‐Raising for Clients and SED’s Submission. GCDP ICX (70-‐ 82 -‐ 75) è Realizations for All ADHOC Forms è Realizations for Kanya è Client Base for Balakalakar and Raising forms for the same è Extensive Matching for all forms on system è Participation in all matching manias across the network by all members. è Trainee Events and Interaction sessions with Trainee Buddy’s. GCDP/GIP OGX (40-‐ 90 – 100) è All available forms on system to be matched è Outgoing CEEDs to countries for structuring and strengthening relations based on National Partnerships è Structured IR and IS Structure è Raising MT and TT EP’s with good experience and qualified academic experience è Reverse Matching for GIP. è Synergy with CIM to provide Case Studies è Designing proper Job Role for all members. ( Synergy with VP TM) è Initiation of Project Conserve Exchanges in q2 : 170 – 226 -‐217
April è Matching Mania è OC for Balakalakaar in place è MB Skill Building è Pocket Recruitment
May è External Sessions for MB è CEEDs and ILCEP’s è Alumni Meets è Project Conserve
June è JNC , where we smile and feel proud during SONA è Balakalakaar 2012 è Showcasing our Brand Impact ( Case Studies)
Q3 (July,August,September) Talent Management è Planning for Recruitments with EB è Review of Membership è Appraisals and Goal Setting è Review of Job Roles and Member Efficiency è Membership Experience Surveys è Revamping the Interview Models for MB External Relations è Synergy with all VP’s to ensure proper support in terms of funding and product packaging è Client Relations Management Model and Processes è Capitalization on Recruitment and LTS as a product è SBIP(Social Business Internship Program) Partnerships and promotion of GCDP ICX ( synergy with CIM and GCDP ICX) è Board Review of the Local Committee and Report Presentations è Half Yearly Analysis of Products è Support Groups Retention and Delivery Report and Review Communications è External Review by Board and Support groups on showcasing brand impact è Virtual Promotions and Online Registrations for Recruitment è Brand Environment Check with the EB è Communication Protocol Review è Structured Process of Communication è Online Activity è Social Media Ads (Synergy with VP F)
Stakeholder Management è SED’s for Post Realization of Exchange Participants è Case Studies of Returned Exchange Participants è Alumni Meet and Support Group meetings è Half Yearly Analysis of Quality and Report Review è Parent Evening Finance and Strategy è Re-‐imbursement for Members è Market Dues Recovery è FTF Meetings è Half Yearly Budget Analysis with external auditor è Trainee Flat Investments è Improving Financial Responsibility amongst EB and MB GIP ICX (50 – 48 -‐40) è New raises from existing and new clients è Induction for New Recruits è Realizations for Corporate Projects è Matching for Q4 begins è Learning Activities for Members è Consistent IR Building and Partnerships GCDP ICX (80 -‐70 – 63) è Major Realization Period. è Members involved in Realizations (Trainee and Client Engagement Avenues). è Fun based realization (Entire Department going for Trainee Reception). è Delivery of Balakalakaar and Child Rights Projects. è Delivery for all ADHOC exchanges. è Initiation of Project HIV/AIDS GCDP/GIP OGX (120 -‐30 – 10) è Raising Drives for Q4 Delivery. è Member Induction and Involvement in IS’s and EP meets. è Matching MT and TT EP’s with high caliber Exchange Programs.
Exchanges for q3 : 250 – 148 -‐113 July August September è LTS è RYLC è Recruitment OC è EB Team Days è Alumni Dinner è Trainee Events è MB Training and Capacity Building è Local Congress V.1 Strategies to optimize in Q3 è New Structure, IR Building and International Partnerships è Expansions Contributing to this number of exchanges è Member Efficiency tools è Structuring new and compact Job Roles è Transparency and Goal Oriented Behaviour è Cultural Checks è Involvement of Parents and Trainee’s will improve member efficiency è Re-‐integration of EPs will improve the matching process and quality delivered Q4 (October, November, December) Talent Management è Preparation of Membership Reports will be presented to the Board è Appraisals è Talent Pipelining (Future Leadership) è Rewards at Y2B for all performing members è Learning teams for all portfolios’ è Preparation for NSC External Relations è Appointments for Learning Teams è Designing new Products for the year 2013 è Ensuring proper involvement by governing support groups. Communications è Matching Mania for Q4 designed and implemented è Showcasing Brand Impact
è Public Relations and Branding for Y2B è Communications Learning Teams è Review of the Portfolio and Focus Areas for 2013 Stakeholder Management è Review of overall quality of experiences delivered è Assessment of the portfolio and its essence è Annual Stakeholder’s Dinner 2012 è Revamping the Client Relations Model for Efficiency and Effectiveness Finance and Strategy è External Audit of Finances è Quarterly Analysis and Reports presented to LC è FTF Meetings è Learning Teams for Finance GIP ICX (20-‐ 30 – 15) è Pipeline Creation for Q1 Exchanges è Membership Knowledge è Realizations and Matching Happening consistently GCDP ICX (30-‐ 20 -‐15) è Raises for q1 2013 è Structure and Learning for members è Capitalizing on IR and Matching è Project HIV/AIDS GCDP/GIP OGX ( 20-‐ 100-‐ 110) è Major Realization Cycle è Travel Partnerships è IR Building and Matching è Major contribution by expansion Initiatives Exchanges for q4 : 70-‐ 150 – 140 October Y2B Member Appraisals Dare to Believe Campaign
November LCP Elections EB Selections Project HIV/AIDS
December December Local Congress Transitions Training Modules MB In Place
EXCHANGES FOR 2012 – 710 – 674 – 580 Threats and Innovations Functions Threats Innovations Ø Product Packaging Ø Client Retention GIP ICX Ø 1 member – 1 client Ø CRM model Ø Quality of EP Ø Structured Job Roles Ø NCEP/NEP Exchanges and Delivery Ø IR Building Ø Investments in TN Traineeships
Ø Multi Dimensional Products Ø CEED’s to Improve International Partnerships
Ø Membership Ø Retention Ø Lack Of Interest and Ø Motivation Ø Global EP Pool Ø Ø Client Retention Ø
Ø Cycles Ø Bad Branding by X-‐ AIESECer’s and other externals Ø Lack Of Motivation
Social Business Internship Programs Trainee Reception Model Trainee Involvement Showcasing the Positive Impact
Ø Marketing Strategies Ø Expansions Ø EP Involvement at events and external forums Ø Induction Processes
Social Media ad’s Checklist Mechanism Learning Teams Brand Managers Campus Ambassadors Process Refinement Membership Experience Surveys Ø Culture checks Ø Structured Job Roles
Ø Information Management Ø PR
Ø Ø Ø Ø
Ø New Products Ø Product Packaging Ø Organizational Ø Funding Based Development Based Ø Client Retention and Ø Project Funding Delivery Ø Learning Teams
Induction Processes Mentorship Training Modules Skill and Capacity Building
Ø Alumni Newsletter Ø Alumni involvement in Corporate and Non-‐ Corporate Events Ø Alumni Support Group Ø Mentorship Alumni Groups Ø Social Business Transparency Internship Programs to Financial Knowledge ensure sustenance LC Involvement Ø Strategic Analysis on Timelined FTF quarterly basis Meetings Ø Investment Models Ø Short Term Investment Plans
Stake Holder Management
Ø Quality Experiences Ø Trainee Problems Ø Trainee Flat Management
Financial And Strategic Management
Ø Ø Ø Ø
Ø Ø Ø Ø Ø Ø Ø
Plans For Expansions SRM University Quarter Quarter 1
Activites Ø Identify Market Splits for OGX, GCDP ICX and GIP ICX
Ø All relevant documents from BoA, MoU’s and CSG to be obtained Ø IS to be conducted along with a small scale empower Ø Raising and Matching for Q2
Ø First Phase of Recruitment for both membership and EP’s Ø Goal Setting and Alignment to AIESEC Ø JNC Attendance Ø LCC to conduct individual sessions with EB for expectation setting Ø Re-‐integration of EP’s and TL positions opened for them. Ø Matching and Raising Forms for Q4 Ø EP Event( START) Ø AIESEC to apply for infrastructure on campus Ø Internships to be recognized Ø Winter Cycle Ø President and EB Applications open Ø AIESEC SRM is an official entity
NIT and Tanjore Quarter Quarter 1
Activities Ø Market Research Ø Networks for BoA Ø Recruitments and OGX Raising Ø Induction Process Ø VP Expansions to travel for regular Checks Ø EP’s are sent and BOA in place Ø Media Articles to be published Ø Promotion on Social media persistently Ø ILCEP’s from AIESEC Chennai to NIT and Tanjore to improve processes Ø Markets for ICX in both GCDP and GIP Ø Recruitment for 25 members Ø Office Infrastructure in Campus Ø Case Studies of returned EPs to be made and promoted Ø Raising for Winter Cycle Ø Appraisals and Membership Surveys Ø Second Batch of EP’s realized Ø LC’s to be recognized as official expansions by the FOCUS Ø President and EB applications Ø Interviews will be conducted by AIESEC Chennai
Plans For Alumni Relations Ø Ø Ø Ø Ø Ø Ø
Initiating more Alumni based events: AAPL, Alumni Dinner. Alumni Newsletter Alumni involvement in Corporate and Non-‐Corporate Events Alumni Relations Manager will be a MB role Alumni Support Groups Alumni Feedbacks to make them feel connected Awards Night will include an Alumni award and involve Alumni
I Choose… To live by choice, not by chance. To make changes, not excuses. To be motivated, not manipulated To be useful, not used To excel, not compete. I choose self-‐esteem, not self pity I choose to listen to my inner voice Not the Random Opinion of Others AIESEC Chennai and my vision for this beautiful local chapter are contained within this manifesto. The faith and respect the members have for me is worth commending and it is the one factor that keeps me motivated and strong. AIESEC Chennai has always been known for proactive leaders who are smart and random and I choose to carry forward that legacy. AIESEC Chennai dares to believe that it is going beyond because it is always excited to take up new challenges and this is the positive energy I would like to convey to you through this executive summary. AIESEC Chennai will challenge the status quo. We pioneered the stand for sustainability and process refinement and we will DO whatever is required to stand by the vision for AIESEC globally and AIESEC Chennai Locally. Please Find Attached in this package 1) LCP Manifesto/Application 2) Endorsements ( 1 MC, 2 Alumni, 2 EB , 2 Clients) 3) Year Plan and Calendar
To whomsoever it may concern 12th November 2011 I hereby endorse the application of Mr. Anirudh Deep for the office of President of AIESEC in Chennai considering the passion and dedication he has for this local chapter. I have worked with Anirudh for the past two years and his adherence for timelines and passion to work has always been an inspiration to me. His clarity and transparency through his work shows his deep passion for this organization and how it has positively led to the clearance of the debt this local committee was burdened by. Anirudh would be a great asset to any organization that he is functioning with. He has also come across as a very smart and innovative individual across the operations and processes of AIESEC. I believe these are the qualities that are essential for a leader to ensure growth in an organization. With this , I would like to wish him all the best with his application and his future endeavors. Nitish Bansal SICASA Committee Member (2009-‐11) Article Trainee (Sanjiv Shah & Associates)
To Whom It May Concern
Date: 12th November 2011 I hereby endorse Anirudh Deep, Vice President Finance, AIESEC Chennai 2011-‐12, for the post of Local Committee President backed by his knowledge & expertise in the organization and his experience in working with diverse teams. Anirudh has been one of the most passionate achievers of AIESEC in Chennai, starting his journey with the local Committee in 2009; he’s taken up diverse and challenging roles and excelled in all of them. He has also successfully handled the financial affairs of a Local Chapter with one of the most diverse and growing operations in the network and ensuring sustainability at the optimal level. Having gone through a strong and intense VP F role, he took up another exciting challenge, taking up the responsibility of handling the information management in the national Finances across the network, whilst his National Finance Support Team role as Chair at AIESEC India 2011-‐12. He without doubt possesses solutions and answers to the most important questions and strategies in this organization. Having worked with him at AIESEC for over 3 years, I’ve noticed him to be a hard working, passionate go getter who is very committed to the role he takes up and adds the eye for innovation whenever he is working with a team. He is also someone who can adjust easily in a diverse environment and plays a role of a shaper pretty well. He has also worked at various levels in AIESEC representing diverse teams at the same time and thus adds a balanced and mature perspective wherever required. With this humungous opportunity, if there is a certain level of skill, commitment &experience required, I think Anirudh fits in quite comfortably, without second thoughts. Hereby, I wish to endorse him for the above said position and wish him Good Luck for the application. Advyit Varma Local Committee President AIESEC Chennai 2010-‐11 Member Committee Vice President External Relations / Business Development AIESEC India 2011-‐12
The Local Committee President AIESEC Chennai 8th November of 2011 Re: Endorsing Anirudh Deep’s candidature for the office of Local committee president of AIESEC Chennai I have known Anirudh for 3 years since recruiting him into AIESEC Chennai. He entered the organization as an inquisitive, proactive and humble person and has used his strengths to his advantage – a characteristic that few at this age possess. Coupled with his hardworking nature and intuitive intelligence, he has impressed me by coming thus far within AIESEC. The role of an LCP requires dedication commitment and maturity that Anirudh will be able to portray. Building a better brand for AIESEC in this high potential city would need a person who is optimistic about the power of this organization and I can safely say that Anirudh has, through his experiences, built a perspective of how AIESEC can be used to improve the experiences of youth within this city. Moreover, an LCP is a brand ambassador of the city and the local chapter. It requires immense poise and a deep understanding of people that Anirudh brings to the table. As a face of the organization internally and externally, Anirudh will be able to successfully meet the expectations of people and promises contained within this manifesto. I hereby endorse Anirudh Deep’s candidature for the office of LCP of AIESEC Chennai, and extend my support in ensuing processes to him wishing him all the best. Thanks, Abhijit Sunder LCP AIESEC Chennai 2010 VP Finance, AIESEC India 2010-‐11
To Whomsoever It May Concern
It is with great pleasure that I support the candidature of Mr. Anirudh Deep for the Office of the Local Committee President of AIESEC Chennai. I have known him from my interactions and believe he is responsible, empathetic and a hardworking person. He is sincere, committed to his work and inspirational; to whom members would look up to. His ability to stay calm and composed during adverse situations is admirable. The desire to work for AIESEC Chennai along the drive makes Anirudh a suitable candidate. He possesses characteristics of a good leader and above that a great human being; I endorse him for the Office of Local Committee President and wish him success and luck in his future endeavors. Thank You. Yours sincerely,
Gautam Seth Co-Founder & Director Dreamcast Digitalworks Pvt Ltd | www.dreamcast.in Webcontxt | www.webcontxt.com
TO WHOMSOEVER IT MAY CONCERN
31 October 2011 Subject: Letter of Endorsement Please consider this to be a formal letter of endorsement for Anirudh Deep for his application for the Local Committee President 2012-2013.
Anirudh as an indiviual has impressed me with his vast knowledge levels and at the same time inspired me with it. He loves his job and accomplishes his work with great ardour. The energy levels that Anirudh brings is very much needed and his constant motivation to the team from time to time has indeed benefited all of us in our EB term. He has always been helpful and his easy to approach nature is exactly what a leader should have. I would also like to mention here that he has been a great mentor and the effort he has taken to ensure his mentees are satisfied is worthy of note. He has always enjoyed participating in the Local Committee's functioning. He has represented AIESEC in Chennai in every conference and has been a brilliant mascot cause of the lively person he is. His achievement at the national level has been very aspiring for me personally. With the massive amount of knowledge levels and experience gained through the many conferences Anirudh is surely a person who I take inspiration from. He has carried out the duties of the LCP during the laters absense and we have all looked up to him with respect. I am positive that he is the right person to lead the Executive Board 2012-2013. It gives me immense pleasure to endorse him for the post of Local Committee President for I feel he is what AIESEC in Chennai needs to ensure sustainability. I wish him the very best in his future endeavors. Yours Sincerely Sameer Bajaj Vice President Development Sector 2011-2012
TO WHOM SO EVER IT MAY CONCERN It is with great pleasure and honour that I support the candidature of Anirudh Deep for the post of Local Committee President, AIESEC in Chennai 2012-2013. I have known Anirudh since August 2009 when we got inducted into the same department. He was one of the most active new recruits back then and ever since his passion and commitment for AIESEC has been immense. He has always been passionate about his work and dedicated to whatever roles he has taken up in this organization and completed each with par excellence. Anirudh’s zeal for his work is remarkable. He took up the responsibility to stabilize the Local Committee’s financial status in 2010 when AIESEC Chennai was seeing the most unsteady times and lead the Local Committee to be recognized nationally for its Financial Management. Being a re-termer in the portfolio for 2011 also his knowledge level and experience of the portfolio is extraordinary. What is even more remarkable that Anirudh being a complete AIESECer has involved himself actively with the functioning of the other portfolios too. As a co-Executive Body member his insights on matters have always been helpful and supportive. He has always looked out to help us in whatever way he could and has been a valuable asset on the Executive Body. I hereby endorse him and wish him good luck for all his future endeavours.
Nikita Nevatia Vice President | Outgoing Exchange 2011-2012 AIESEC in Chennai, India Email: firstname.lastname@example.org Ph. No: +91 9840176984
To Whom It May Concern Date: 9th November 2011 I hereby endorse Anirudh Deep, LC VP finance, AIESEC Chennai 2011-12, for the office of the Local Committee President backed by his knowledge & expertise in AIESEC. Anirudh has experienced AIESEC in a holistic manner by virtue of roles he’s taken up at AIESEC Chennai. I’ve had the opportunity to work with him very closely in the capacity of a commission head. It is during this period that I have observed him to be a genuine AIESECer with ambition and more importantly a zeal to achieve it. I’ve also noticed him to be a hard working, passionate go getter who is very committed to the role he takes up and adds the eye for innovation whenever he is working with a team. He is also someone who can adjust easily in a diverse environment and plays a role of a shaper pretty well. He has also worked at various levels in AIESEC representing diverse teams at the same time and thus adds a balanced and mature perspective wherever required. With this humungous opportunity, if there is a certain level of skill, commitment & experience required, I think Anirudh fits in quite comfortably, without second thoughts. Hereby, I wish to endorse him for the above said position and wish him Good Luck for the application.
Himanshu Charan Member Committee Vice President AIESEC India 2011-12
VP Finance Anirudh Deep's application for Local Committee President of AIESEC Chennai in 2012