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MCP 13-14 AIESEC El Salvador Application


MCP 13-14 AIESEC El Salvador Application


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Curriculum Vitae Nombre: José Manuel Zelaya López

Teléfonos: (503) 22 42 16 99 (503) 79 89 43 44

DUI: 03922007-7

Correos Electrónicos: josemanuel.zelayal@gmail.com manuel.zelaya@aiesec.net

NIT: 0614-030588-118-8

Datos Generales

Página web: www.jmzelaya.com

Dirección: Col. Las Lomitas 1, Calle los tanques pol "A" # 15 S.S.

Primaria Liceo Salvadoreño (1994-2000) Secundaria: Liceo Salvadoreño (2001-2003)

Estudios Realizados

Universitarios: Universidad Dr. José Matías Delgado Facultad de Ciencias y Artes "Francisco Gavidia" Escuela de Artes Aplicadas "Carlos Alberto Imery" Licenciatura en Diseño Gráfico

Bachillerato: Liceo Salvadoreño (2004-2005)

Microsoft Office (WIndows XP, Windos Vista y Windows 7)

Illustrator CS3, CS4 y CS5

Photoshop CS, CS2, CS3, CS4 y CS5

After Effects CS4 y CS5

Freehand MX

Plataforma MAC y PC

Manejo de Fotografía Profesional Luces, Equipo de Estudio y Cámaras.

Conocimientos

computacionales


Perteneciente al Concejo Estudiantil Escuela de Artes Aplicadas "Carlos Alberto Imery" Universidad Dr. José Matías Delgado 2007-2008

Instructoría de la Materia Técnicas Digitales Escuela de Artes Aplicadas "Carlos Alberto Imery" Universidad Dr. José Matías Delgado Ciclo 02 - 08

Instructoría de la Materia Fundamentos del Diseño 3 Escuela de Artes Aplicadas "Carlos Alberto Imery" Universidad Dr. José Matías Delgado Enero-Junio 2008

Participación es exposiciones grupales: Multiplaza, Técnicas Aplicadas e Historia del Diseño Gráfico La Gran Vía, Técnicas de Expresión Gráfica Escuela Militar, Técnicas de Expresión Gráfica

Servicio Social: Clases de Pintura a niños Casa de la Cultura, San Esteban Catarina FUNDEARTES Junio- Julio 2007

Presidente del Concejo Estudiantil Escuela de Artes Aplicadas "Carlos Alberto Imery" Universidad Dr. José Matías Delgado 2009- 2010

Seminario INNOVATE07 XEROX Agosto 2007 Webinar La Marca del Diseño Impartido por: Joan Costa Octubre 2009

Seminarios y

Experiencia Laboral

Seminario La Comunicación altamente efectiva AIESEC El Salvador Noviembre 2010 Seminario Seminario de Desarrollo De Liderazgo AIESEC Guatemala Mayo 2011 Seminario Leadership Development Seminar AIESEC El Salvador Agosto 2011 Seminario Congreso Nacional de Estrategia AIESEC Guatemala Agosto 2011

Profesionales

Personales

Lic. Norma Reyes de López (503) 22 12 94 22 (503) 77 36 03 02

Dra. Ana María Ramos de Alvarado (503) 22 29 94 41 (503) 78 85 83 13

Maestra Ana Delmy Jurado Carranza (503) 22 42 31 26 (503) 78 50 21 55

Lic. Claudia Lozano (503) 22 78 10 11 ext 197 ó 158 (503) 70 69 30 36

Experiencia universitaria

Empresa: XEROX Plaza: Diseñador Gráfico para la XVIII Cumbre Iberoaméricana de Jefes de Estado y de Gobierno, El Salvador 2008 Jefe Inmediato: Lic. Francisco Urrutia, Gerente de Docucentros. Tel. (503)22 23 63 93 Empresa: ON Estudio Creativo Plaza: Diseñador Gráfico Jefe Inmediato: Lic. Gabriela Ramos Tel.(503)22 64 84 39 Empresa: Universidad Dr. José Matías Delgado, C-INNOVA Plaza: Diseñador Gráfico Jefe Inmediato: Lic. Claudia Lozano, Coordinadora Administrativa Tel. (503)22 78 10 11 Empresa: AIESEC El Salvador Plaza: Vicepresidente Nacional de Gestión del Talento y Comunicaciones Jefe Inmediato: Ing. Walter Monterroza Tel.(503)79861377 Empresa: AIESEC Guatemala Plaza: Vicepresidente Nacional de Marketing Jefe Inmediato: Lic. Alejandro Ortíz Tel.(502)55107226

Referencias

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Name: José Manuel Zelaya

E-mail address: manuel.zelaya@aiesec.net

Birth date: May 3th

Phone number: Guatemala: (502) 56934100 El Salvador (503) 79894344

Nationality: Salvadorean

University: Universidad Dr. José Matías Delgado

Skype ID: josemanuel.zelaya

Career: G raphic Design

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In an organized way, list the following information:

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cation

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AIESEC INFORMATION AIESEC

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Applic alvador

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Applic alvador

4

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AIESEC

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4

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plicatio

Applica

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a)AIESEC Experience (Position, LC/MC, dates, main achievements)

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Comunications Manager AIESEC El Salvador October 2010 - June 2011 Eversince I entered into the organisation I decided to develop myself in the communications area as it was my strength according to my University career. Principal achievements were: • Creation of the AIESEC in El Salvador logo • Branding creation for AIESEC El Salvador as a whole • Stationary design according to the brand • Banner design • Web banners design and TN promotion • Facebook page maintenance

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AIESEC El Salvador January - March 2011 Coordinator of the first 2011 recruitment, which was widespread to three universities and being two of these their first approach to AIESEC. Totally, 55 people were recruited; they turned into operative strength which led AIESEC El Salvador to a major growth and its establishment in three universities. OCVP Logistics AIESEC El Salvador - NatCo 2011 ation r Applic Salvado l E C E January - March 2011 AIES In charge of NatCo 2011 logistics, a challenging congress as it was one of the most crowded, so far in El Salvador. Responsible of the delegates transportation, agenda review, international delegates hosting, suppliers agreements, delegate’s attention and buying of every necessary material to the event’s development.

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IESEC

MCVP TM & COMM AIESEC El Salvador June 2011 - June 2012 Attendant of two areas within the MC: Information Management and n plicatio ador Ap lv a S l E Communications AIESEC and Talent Management. The work done in the first semester was the basis for both areas because there was not any attendant in the country for either’s area. Main objectives were accomplished when it came to members and leaders. Regarding communication, the Brand establishment and its Development were the main achievements. ion

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dor Ap El Salva

OC Coach AIESEC El Salvador LDS 2011 & NatCo 2012 June 2011 - June 2012 Due to my experience in event organization, I was assigned to be coach of the OC in charge of the Leadership Development Seminar 2011, this grpup was integrated by six people. Main support was held on partners and sponsors visits, goals and objectives setting so everything was on time. It existed a synergy between OC and MC due to a proper conection generated by me as a link. Actually, I am performing as OC coach of the National Congress. In addition, I also was OC Coach of the National Congress held on May, 2011. Virtual CEED - Brand Manager 50th Anniversary Event AIESEC in Mexico October 2012 - Actually In charge of all the branding for the 50th Anniversary of AIESEC in México

Guatemala Y2B Responsible of Logistics & Marketing AIESEC in Guatemala July 2012 - Actually In charge of all the logistics of the Youth to Bussiness Forums held and to be held in Guatemala. Attendant for the prior, during and after the event as well as the design of the whole campaign and promotion. In addition, the generation of all the materials to be used in the events. MCVP Mkt & IM AIESEC in Guatemala July 2012 - Actually As it is the second year that the position of MCVP Mkt & IM is opened, the área is not that developed. The work has consisted on making and establishing the programs image as well as a marketing analysis that would help to find out how to sell the programs in each university.


a)AIESEC Experience (Position, LC/MC, dates, main achievements) National Congress - NatCo 2010 AIESEC El Salvador Delegate August 2010

Leadership Development Seminar - LDS 2011 AIESEC in El Salvador FACI - OC Coach August 2012

CONES 2012 AIESEC in Guatemala FACI July 2012

AIESEC Development Day - ADD 2012 AIESEC El Salvador Delegate December 2010

Plus Matías 2011 AIESEC in El Salvador / AIESEC Matías Delegate October 2011

Guatemala Youth to Business Forum AIESEC in Guatemala Logistics & Marketing Responsible September 2012

CONAL 2011 AIESEC in Guatemala Delegate - FACI January

CLIC 2011 AIESEC in Guatemala FACI October 2011

CLIC 2012 AIESEC in Guatemala FACI October 2012

National Congres - NatCo 2011 AIESEC El Salvador OCVP Logistics - FACI March 2011

Guatemala Youth to Business Forum AIESEC in Guatemala Logistics & Marketing Responsible May 2012

Leadership Development Seminar - LDS 2012 AIESEC in El Salvador FACI November 2012.

SDL 2011 AIESEC in Guatemala Delegate May 2011

SDL 2012 AIESEC in Guatemala FACI - OCVP COMM May 2012

AIESEC Development Day, ADD 2011 AIESEC in El Salvador FACI June 2011

National Congress NatCo 2012 AIESEC in El Salvador FACI - OC Coach May 2012

LDS Honduras AIESEC in El Salvador with Interest Group Honduras. Agenda Manager - FACI July 2011

Costa Rica Youth to Business Forum AIESEC in CAS - Costa Rica Delegate July 2012

CONES 2011 AIESEC in Guatemala Delegate August 2011

JUMP 2012 AIESEC in CAS Delegate - LOM Agenda July 2012


c)Describe 3 main areas in AIESEC you have had the most experience (area, describe briefly your experience, and how would this benefit the MC).

Mkt &IM TM PR

My University career is Graphic Design and as I have high knowledge on marketing and design, this is the área in which my creative nature makes me to develop myself in the best way. As part of my experience I can mention the whole Branding created regarding the graphic image of AIESEC El Salvador, proposals design for sponsors and partners which turned into alliances, the graphic design of 8 congresses in both, El Salvador and Guatemala, T-shirts set design, brand program creation for recruitment of EPs and membership. Branding and promotion for GCDP projects and MC teams, brand management and promotion of the AIESEC in Mexico’s 50th Anniversary and brand and webpage creation of AIESEC in Guatemala.

As it was the area I started working into when I joined AIESEC, I have known how to manage with it and how to runa ll the process that it requires. Doubtlessly, I consider it as fundamental to manage the membership and its motivation. A bad or null management of the área can lead us to not caring abour the poeple who are the reason that this organisation exists, our members Having enough knowledge in this area guarantees the management of both, the members and my team, will be made in a proper way, not only thinking in the results and numerical objectives but also in each member of AIESEC El Salvador having a wonderful experience. Talent Management is an area that despite the fact that does not earn money, is the one who makes possible having an operative force which leads to having incomes and that is what I’d like to contribute to the person selected for this position, to make him/her possible to see the importance that membership has.

Managed from the marketing area, Public Relations are a vital tool to get the necessary contacts to publicity and positioning AIESEC as a Brand. By making each of these contacts, the student’s market administrative personnel are able to trust in the organization. In addition, by making the processes within this area, the benefit got for MC in El Salvador would be that continuous search of ways of positioning a Brand in the national territory, not only in mass media but also enterprises that could offer discounts or benefits for all the members.


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Who are you? What are your values? How do these values shape your leadership style?

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I’m a free guy with no strings attached by the world, the society. Somebody who despite respecting the parameters established by the society, has no fear to break them with the main objective of demonstrating the world that not all the establishment is the best option. Also, I’m a creative human being, innovative and different, above all; with a variety of stumbles but objectives and goals pretty clear and that’s why I lead to dream and to fight for fulfilling these dreams. It’s important to point out that part of this fulfillment is to make other people to accomplish theirs because if they do, I have already started to live mine.

Leader by nature and designer by passion, that’s what defines me, that’s what I am. To talk about my values I must also talk about my principal features. My values, doubtlessly, are these three main ones: honesty, responsibility and respect. Joining these 3 to 3 of my principal features, a person with integral profile is made: resilience, objectivity and impartiality complement the 3 values.a p It is pretty clear; being an honest, responsible and respectful person, people will trust more in my actions. By demonstrating them a joint between my words and actions, the trust in me will be greater. If people feel unsecure with a leader who is not objective or not impartial, it’s obvious that they won’t work properly in each of their areas. By having these features, I also become an example to each tion member.erson with integral profile is made: resilience, objectivity and impartiality complement the 3 values. Applica lvador

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Why do you consider AIESEC El Salvador as your next step on your AIESEC experience?

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AIESEC El Salvador is the organization which shaped, taught and showed me a different world. Eversince I entered into the organization I made it mine, part of my life, my dream. I gave it my time, my talent and all my effort to develop it. By leaving for a year, I realize that I still want to give more of me, closing with that my leadership experience inside AIESEC. A dream should not be abandoned until the time you've seen it done. And that's what I want once again to be part of the development of this organization and

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Create a SWOT analysis of AIESEC Globally and AIESEC El Salvador (2 SWOT)

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AIESEC GLOBALLY

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W -14 3 1 P C M AIESEC

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Weak control on membership experience GCDP program quality Control of supply and demand of TN GIP Low efficiency in the knowledge transmission as a whole

cation or Appli

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More confidence on internship Necesity of a good quality volunteer Expansion to other countries and universities Strong trend to ESR

A 100% democratic organization Global network Global partners Offers an integral growth (professional y personal)

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Exchange Programs Lack of business confidence Lack of positioning Financing difficulties.

O Potential for development projects. Developing country (Attractive GCDP) Good profile for their exchange students

Growth on exchanges All entities work based on a single national plan Increasing national partners

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Motivation and retention of members Internal and external communication Lack of pipeline for TLP and TMP

T Insecurity/criminality projected outside the country Nearness of the committees in the capital. Prejudices that society has towards youth organizations.


-Based on both analysis answer this questions: 1) What do you think should be AIESEC El Salvador´s three main focus programmes for next term? All programs are important, and mentioning only three as main focus would leave one aside, therefore, it is best to place them by priority: 1. Global Community Development Programme 2. Team Member Programme 3. Team Leader Programme 4. Global Internship Programme. 2) Why? And what are the results (based on programmes) you expect to see at the end of your MC term for AIESEC El Salvador?

OGIP

15

OGCDP

IGIP

IGCDP

15

65

TMP

35

TLP

150

50

El Salvador has the potential to start generating over 100 exchanges, but is still developing as to exceed 200. 130, is an achievable number when we have a total of 100 members. (Explaining that, in this case, TMP is not the same as members) The effectiveness of the membership would be of 1.3 exchanges per member. The 130 exchanges, apart from demonstrating that you can pass the barrier of 100 that has not been achieved, keeps us in the top 10 of IGN, the first time we would be there. 3) Create a year plan proposal with key strategies, key activities, results expected, and dates. Dates & Key activities

Q3

Planning El Salvador Youth to Business Forum Leadership Development Seminar Recruitment Campaign Sales Raise

Q4

RA MA RE El Salvador Youth to Business Forum EB Elections & Transition National Planning Conference Replanning Sales


Q1

NatCo MC Elections Recruitment Campaign El Salvador Youth to Business Forum Sales Raise Presidents Meeting

Q2

Transition RA MA RE AIESEC Development Days Sales

All activities can be clustered in the 3 groups.

1.Processes

a. Planning b. Recruitment Campaigns (2) c. EB & MC Elections d. Transition (Local & MC Level) e. Replanning f. RA MA RE g. Sales

2. Positioning

a. El Salvador Youth to Business Forum (3) b. Sales

3. Development

a. Leadership Development Programme b. National Planning Conference c. National Congress d. AIESEC Development Days e. Presidents Meeting f. Sales

Each of the groups has specific strategies and results.

1. Processes

Running all processes required for the proper management of the organization. Planning and Replanning are the basis for the creation and execution of strategies both locally and nationally. All these processes must be made within the stipulated time, if a process was about to move, would spoil the following. The results of this group are reflected in the number of exchanges and the number of TLPs. Therefore, the results are: OGIP 15, OGCDP 65, IGIP 15, IGCDP 35, TLP 50.

2. Positioning.

El Salvador Youth to Business Forum will be the main event that will still be used to enhance the positioning of AIESEC in the country. Sales do not place only in a group, but in the 3, in the case of positioning, sales are more related to the work of the public relations officer. Specific results are increasing national and local partners, greater brand recognition, greater confidence in our products and therefore, further development of the organization.

3. Development.

The development of the members is a vital part of the organization existence, together with them is how you get the results achieved. The conferences and the cycle of education are an important part of their development, not only in matters relating to the organization but also topics that will help in their personal and professional development. The specific results of this set of actions are summarized in the number of TMPs, which are 150 experiences.


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MC TASKS

Delivering events Developing strategies for enhancement of networking. Creating and delivering education cycle. Creating tools for the development of each of the strategies in the functional areas. Following up the work of the EBs Managing all national accounts (partners) Running the transition process and support the EBs in theirs.

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Running the recruitment process Attending to events and trainings Matching Developing local teams. Building a structure that supports the work of the national strategy.

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1. What is the value proposition that AIESEC in El Salvador offers to our society? Why is it relevant? AIESEC is an organization that not only provides leadership and internships, is an organization that offers life experiences. Experiences that start from the moment you are part of a group, and then becoming part of a team, learning to work that way and culminating by becoming the leader of a team. From the moment that AIESEC is responsible for developing leaders who will be change agents in our society, we can realize that is offering something different to any other organization and that's what makes it different, makes you a whole person, developing yourself at personal and professional levels. A country with the opportunity of having AIESEC in its territory, must look after the development of the organization, as groups like this may be many, but an organization that is responsible to develop yourself as a leader and who cares about your overall development, like this, does not exist.

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2. What are the main AIESEC programmes and products to develop for next term?

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1. Global Community Development Programme 2. Team Member Programme 3. Team Leader Programme 4. Global Internship Programme. The priority order of these programs was elected to the simple reason that failing to develop an exchange program, then; we won’t be able to become relevant internationally. Later, to GCDP development, comes TMP, which is the engine that generates mobilizing AIESEC El Salvador. We have leaders, but we have no operational force, a leader can be very good, but if he/she has no one to lead: 1. No experience is lived by the leader, 2. Performs sort of operational overwork and 3, processes run much slower. All programs may not develop similarly, but in a parallel manner at different priority levels and we should not neglect any of them, totally. By already having a well-developed GCDP and TMP, things to TLP and GIP will walk much simpler. The processes will be more efficientn and RA MA RE numbers will not have huge disparities, which means that the membership has a greater effectiveness.

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Currently, according to each program, El Salvador is located at the following locations within IGN:

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18

According to the goals settings, presented before, El Salvador would position, at the end of the term as it follows:

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Which include us in the top 10 of both exchange programs for IGN


3. How would you ensure that growth on results of AIESEC El Salvador is aligned with quality of experiences? First of all, you have to be very clear; we cannot forget one of the main goals of AIESEC: "Providing experiences that change your life". By having clear this mentality, the delivery process of each of the experiences, in the various programs, will have a better quality. After the emotional part, it is the operational part: you can increase the number of experiences and maintain the same level of quality, if we have a few people that are part of the process. That's why we increase the number of members and leaders, properly trained, and will make that the experience do increase, putting the same level of importance the quality and quantity. Exchange programs can be developed as long as TMP and TLP develop, if we have members capable of carrying the exchange process of about 1-5 EPs, we are getting a very effective membership. Saying this, we would need an average of 20 members for the 80 OGX that are planned, each ensuring the correct delivery of between 3 and 4 trainees. As the number is a bit higher than the current capacity of the membership, the ideal is to increase the number of members, not to mention education to be given to each of them. Speaking of education, and exchange members, a training cycle for all members of the exchange processes is the solution for everyone to have clear all the steps to follow. Having worried about the membership comes the other side that is all trainees. The training cycle should be done not only to the members but also to the EPs. If we have educated EPs and members, the quality of the experience will follow. 4. What do you consider as your main achievement on your AIESEC experience? My greatest achievement in AIESEC, was specifically in AIESEC El Salvador, and started when I was working as Recruitment Manager. Being in charge of the first recruitment of 2011, with only four months in the organization, I managed to get to enter into two new universities (ESEN and ECMH) and consolidate the already existing committee (MatĂ­as). Making a total of 60 new members that became operational force of AIESEC El Salvador. Then, a few months later, the new extension begins: AIESEC UCA. I was responsible for all Infosessions, classroom work, coordination meetings, assessment centers and induction conferences. I can say that three of the four existing entities, came by my work and for those who were working with me at the time. 5. Mention 2 different functional areas or 3 different program parts where you feel yourself confident to work in and why? Options: oGCDP, oGIP, iGIP, iGCDP, TMP, TLP, LCD, Finance & Legal, ER, Communication

OGCDP IGCDP

TLP

As part of the recruitment corner during my two terms as MCVP, I realize how great it is to work to generate exchange experiences. Working directly with GCDP, I also developed another very important area in my life that is social responsibility. Sending or bringing people to the development of an NGOs is an activity that should never stop, in fact, it must continue to increase the volume of people who do social work, as it is a way to help improving our country, and obviously our world . As I developed some aspects of leadership from an early age, I realized that it was a native ability and that I should never stop developing. TLP is the program that takes the address of the organization; we cannot put it aside when we know they are and will be the leaders and those who make things happen within AIESEC.


6. How will you explain AIESEC to a 10 year old kid?

You know‌ AIESEC is a place where superheroes are made. Superheroes from every corner of the world with many different superpowers such as inspiring others, protecting the environment, developing young people and making good things happen around the world. Those superheroes have the chance to develop themselves in the same factory they were made or travel around the world to help develop others in many countries. The good thing about this factory is that they give the superheroes the opportunity to enhance their superpowers by interacting with other superheroes and factories in other countries, so then they can come back to their home and teach what they learned to young superheroes and develop them.


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7. Please define the organizational goals for term 13.14. As MCP how will you make sure that these goals will be met? What would be the main strategies of your MC term to achieve them? AIESEC El Salvador has failed to fulfill the exchange goals that have been proposing year by year. The reason why this has happened is because of the lack of commitment of local authorities and lack of monitoring by the national teams. If the LCs and MC work together (I clarify, not doing the same, but working differently to achieve results) the exchange goals could move up, or at least closer to the number. Generally the lack of strategy to meet the numbers is one of the main problems. The goals for the period 13 to 14 are:

130

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Exchanges

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OGIP

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OGCDP

65

IGIP

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3 Extensions (One outside San Salvador)

35

4 National Conferences 3 El Salvador Youth to Business Forum

IGN Ranking Current Goal 13-14

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As MCP, the first strategy that I would generate, is committing my team to make theirs these numbers, that they feel and think of them as possible and start thinking of specific actions and strategies to achieve those goals. By having a committed team, we proceed to engage the leaders of the organization, all EBs are aware of the work to be performed and what the contribution of each of the committees will be towards the national goal. The goal is not to make the MC place the LCs goals, they are free to set them, but always based on national targets. When EBs and MC are committed, here it comes the hard part: the commitment of the membership. Specific strategies should not only be planned by the MC and EBs, but executed by both, not 50-50, but the MC must not separate from the implementation of these strategies, since we live in a society where people work to better the closer they sit to their leader. To project the organization as an entity that only directs and does not works to meet goals, will not help the membership to endorse those goals which, at the end, are everybody’s goals, therefore if fulfilled, triumph of everyone.

Specific strategies for achieving these goals are: • Recruitment strategies: Planned at national level in conjunction with local authorities. Each university has different schedules and markets and, therefore, the same strategy can be handled but not the same execution. • Education cycles: When members begin to feel that AIESEC not only gives them more friends, more parties, more trips, but also is developing them personally and professionally, is when they will be really committed to payback to the organization what it is doing for them. If AIESEC is committed by its members, it is easier to get them to truly engage, to truly commit with AIESEC. • Promotion of opportunities: By having a series of conferences with 4 events and 3 Y2B, the number of people required for the execution of these seven events, is pretty much. To promote all OC opportunities for each of the events, should not be made one month in advance. Together, with TM and Mkt will launch a catalog with all the opportunities for the semester, opening applications with at least 4 months in advance, so all members are aware of all the opportunities they have. • Rewards & Recognition: Human beings by nature, always feel more motivated when they receive recognition for their good work. The awards would be given one time every six months, rewarding the best committees in exchanges and processes performed. • Focus on LCD: The development of institutions, far from being primordial, is necessary if we want to achieve exchange growth. You must generate strategies for the development of each of these entities. The LCD plan would be developed by the MCVP TM and one NST.


8. Define what strategies would you implement to each of the 4 current entities in AIESEC El Salvador.

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Recruitment of EPs and members,

membership efficiency,

financial stability and positioning.

General strategies: Financial stability When you got a good recruitment and good efficiency of membership, financial stability will come. Committees should understand that if they do exchanges, they will get money, which will gradually generate the desired sustainability. Positioning: This can be considered the basis of all strategies because if a good positioning is got, there will be much more effective management of recruitment processes and universities will trust easier on the organization's products.

The greatest strength of the committee is its actual members. Therefore the focus should be, first, the development of these members so they can perform the tasks required to meet the 3 strategies. Order of priority: Efficiency of membership Recruitment of EPs and members Financial sustainability. EPs and members recruitment will take place in specific careers, as has happened today, the School of Communication is the one who has generated most number of EPs and members as a result of the constant search of its students for further development not only within the university. The first step to take is to sign an agreement with the School Coordinator, with the objective that internships are taken as the equivalent of hours of social work that a student requires. Then, both the university and AIESEC MatĂ­as, can offer this as a benefit to students. After having signed the agreement with the School of Communications, we proceed to the School of Economics, where in previous periods some contacts and the program had a good reception from the authorities.


Membership efficiency will be achieved at the time that the members feel that they are not only giving their time and effort to the organization but also they feel sure that in a certain way all that effort is paid. There will be weeks of education with external training, which would be provided by persons illustrated on trending topics. Matias has the resource of providing facilities for the delivery of this kind of training. These education trainings would be open to the public.

The committee's greatest strength is the large number of opportunity areas, contacts that the members have and the possibilities for better management of public relations with enterprises, partners, etc. But one of the weaknesses is Order of priority: Recruiting members Recruitment of EPs Efficiency of membership Financial sustainability. The members’ recruitment must return to as it was in 2011: A specific recruitment with exact positions to which you can apply, creating that sense of scarcity without forgetting the exclusivity. The EPs to be recruited, if graduates or recentrly graduated would mostly focus on GIP to the areas of administration and economy. But equally, there is a good market for GCDPs internships. The efficiency of the membership will be achieved through attendance at conferences, as often as AIESEC ESEN has no participation in national events, I consider that by increasing attendance and ensuring the learning of members, they will begin to engage more. The idea is to submit a proposal to Ana Lidia, aiming to recover her support to AIESEC ESEN. Similarly, make alliances with the Entrepreneur Center and the Entrepreneurial Alumni Society (SAE).


The main strength of the committee is that the people who were elected as EB or take part into TLP, are the most motivated and those who know best the organization. But one of the big problems is the projection that it has within the university. Order of priority: Positioning Recruitment of EPs Membership Recruitment Efficiency of membership. It already has a graphic image that identifies the committee. The specific strategy would be presented to the entire faculty and staff of the entire organization, delivering information materials for everyone on campus to know that AIESEC is within a certified organization and for them to know what we do. By having support from the administrative and teaching levels, they will become the support for positioning with students. EP recruitment must be sold as a GCDP opportunity rather than GIP. The GCDP product must be sold as a professional experience which casts asocial or cultural impact that will help you in your development in college and beyond. The GIP product should be directed to the alumni and alumni network that is managed by the university. Members in Monica Herrera should be always active, driving steadily with everything the committee does. When recruitment is done, they should elaborate specific JDs to have everyone, from the very beginning, knowledgeable of their tasks, so that they will not actually demotivate before having known the true sense of the organization.


The greatest strength of the committee is that members are committed and the greatest difficulty is the lack of permission to use the facilities. Being a large university, asking for classrooms becomes a little complicated. Order of priority: Membership Recruitment Recruitment of EPs Positioning Effectiveness of membership. Being the smallest entity it is required recruiting members who work into specific positions and those which we run a full induction process with, so they have no problems in understanding the organization. Recruitment of EPs should be done to align the country's growth in the exchange programs. There are already some EPs in pipeline and other stakeholders, which can facilitate this action. Similarly there will be an agreement with the Department of Social Services, in collaboration with CAE (Coordination of Student Affairs). Positioning is accomplished the same way as in Monica Herrera, ensuring that all staff and faculty know what the organization does, so that they could recommend us to all students.


9. How would be your MC structure? Why?

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At this point, that is the structure that would better work for AIESEC El Salvador, depending on the development in the first half, you would add the charge of MCVP OD, meanwhile, that area would be managed by a NST and TM MCVP while the MCP is monitoring. Each MCVP will handle their own NST structure positions as they deem necessary, and could handle a total of 30 NSTs throughout the team, which, would make all processes more efficient. The finances would be handled by the MCP and NST, just as the whole legal issue. There cannot exist a larger structure because AIESEC El Salvador does not have a financial stability to be able to compensate all job positions, but that does not mean that the structure should be smaller, as the positions are those needed for achieving results. 10. What is your expansion strategy? How would you ensure it will be sustainable? AIESEC in El Salvador’s expansion should not be a priority because if you have not yet well established the entities that exist, we should not add more. As part of my period, I want to inherit two official committees (Matías and one more), and 3 extensions (two already existing and one more outside San Salvador) As for "expansion strategy" the idea is not to expand to the whole country but to place the existing entities in three important respects: Efficiency of membership, financial sustainability and increased number of exchanges. When it actually has happened, you can start thinking about opening more expansions as it is much better to have few but well established that many who may not generate more than a name.


MCP 13-14 AIESEC El Salvador Application


AIESEC EL Salvador_MCP_MC1314_José Manuel Zelaya