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YOUR GROWTH IS OUR STRATEGY STAR POLICY 2018 XLth STAR Board


PREFACE Every year the STAR Board prepares a policy document. After an intense week of brainstorming, decision-making and building towards our strategy, we created the strategy for 2018. The highlights of this strategy will be presented to you in this document. Our strategy week took place under the supervision of STAR alumni, for which we are truly grateful. This strategy will bring us closer to realising the association’s mission: to enrich RSM student life. The strategy house portrayed later in this document shows that we identify different value drivers that support the three main focus areas of the association. We will further explain these main focus areas and value drivers in the following chapters. Furthermore, we would like to stress that our association is run by and for students, we thus always welcome feedback regarding our approach, events and/or strategy. Please feel free to contact any board member if you would like to discuss your own ideas. On behalf of the XLth STAR Board, f.l.t.r.: Nhu Pham (Project Manager Career), Anouk Hokke (Project Manager Bachelor), Jarno Levinga (Commercial Relations Manager), Carlijn ten Have (Secretary), Marc Gijsbers (Chairman), Leon Hartkoorn (Treasurer), Linda Rodenburg

Marc Gijsbers, Chairman STAR Board 2017-2018

(Brand Manager), Astrid van der Zanden (Project Manager Master), Per Kamerman (Information Processes Manager)

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EXECUTIVE SUMMARY Our Changing Environment

Our Contribution to Enrich RSM Student Life

As a study association, STAR operates in an increasingly exciting and

This document provides a brief overview with the mission,

challenging environment. On a macro level, new regulations (e.g. the

strategy house, strategic objectives, initiatives followed by the

new student loan system) and trends (e.g., the expansion of digital

value drivers. The strategic objectives are aligned with STAR’s

recruiting) make it important to think critically how we position

overall mission. In order to accomplish these objectives, seven

ourselves as an association to be ready for the future. Additionally,

initiatives will be enforced that in turn focus on enriching RSM

changes in our direct environment create new opportunities to deliver

student life. Our initiatives are based on three main areas. First

value. The introduction of the new mission of the Rotterdam School of

of all, we have initiatives that enhance or create our portfolio of

Management challenges us to rethink our operations and make

projects. Second, some initiatives focus on creating value for our

students ready ‘to be a force for positive change’ in their lives.

active and passive members. Third, other initiatives aim to improve and establish new enablers that enhance our operations. These initiatives will realise an internal and external environment in which all RSM students can flourish.

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CONTENTS For whom it is intended

What this document comprises •

STAR’s mission

Page 5

STAR’s active and passive members

Definition of pillars

Page 6

Future STAR members

Strategic objective

Page 7

The Rotterdam School of Management

Initiatives

Page 8

The Erasmus University

Partner study/student associations

Supervisory Board

Verification Committee

Municipality of Rotterdam

And anyone else that might be interested in our initiatives, objectives, and overall mission statement.

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STAR’S MISSION IS TO ENRICH RSM STUDENT LIFE

TO ENRICH RSM STUDENT LIFE

CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

SOCIETAL IMPACT & SUSTAINABILITY ACTIVE MEMBERS AND THEIR PERSONAL & PROFESSIONAL DEVELOPMENT

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WITH EACH PILLAR WE ENRICH RSM STUDENT LIFE IN A DIFFERENT WAY

CAREER START SUPPORT

● Support RSM students in considering for which industry/company they would like to work for, by offering recruitment events, orientation cycles, etc. ● Offer trainings to RSM students related to job searching e.g., LinkedIn training, CV training.

SOCIAL INTERACTION

● Offer RSM students a way to network with other RSM students by offering different platforms (e.g., networking drinks) and activities (e.g., trips) to interact.

DEVELOPMENT & ACADEMIC SUPPORT

● Support RSM students in completing their academic curriculum by offering them summaries, books, and academic trainings. ● Support RSM students in enhancing their content and interpersonal skills (e.g. offering coding courses and presentation skill trainings).

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SOCIETAL IMPACT AND SUSTAINABILITY

● Provide RSM students with the opportunity to have societal impact. (e.g. inspire with guest lectures). ● Be the facilitator that will bring RSM students in contact with organisations that have a societal impact. ● Operate internally sustainable and lean.

ACTIVE MEMBERS & THEIR PERSONAL & PROFESSIONAL DEVELOPMENT ● Support active members in their personal and professional development through organising STAR projects, pertaining to the different pillars. Think of leadership skills, team dynamics, budget responsibility, sales, stakeholder management, marketing strategies.


TO REALIZE THESE GOALS EACH PILLAR HAS ITS OWN STRATEGIC OBJECTIVE FOR 2018 BY THE END OF 2018...

CAREER START SUPPORT

SOCIAL INTERACTION

DEVELOPMENT & ACADEMIC SUPPORT

SOCIETAL IMPACT AND SUSTAINABILITY

40%

80%

20%

10%

of the RSM students argued that STAR offered a platform and activities to meet other RSM students.

of the RSM students argued that STAR supported them in completing their academic curriculum.

of the RSM students argued that STAR supported them in getting a better understanding of for which company or in which industry they would like to work.

15%

of the RSM students argued that STAR supported them in enhancing their content and interpersonal skills.

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of the RSM students argued that STAR inspired them to have more societal impact and act more sustainable.

ACTIVE MEMBERS & THEIR PERSONAL & PROFESSIONAL DEVELOPMENT

100%

of the active members argued that STAR contributed to their personal and/or professional development.


… WHICH WE AIM TO ACHIEVE THROUGH SEVEN INITIATIVES TO ENRICH RSM STUDENT LIFE CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

SOCIETAL IMPACT AND SUSTAINABILITY

6

CAREER

SOCIETAL IMPACT AND SUSTAINABILITY

7

Increase Variety of Recruitment Activities

Enablers

Members

Projects

ACTIVE MEMBERS AND THEIR PERSONAL AND PROFESSIONAL DEVELOPMENT

5

1

MEMBERSHIP MODEL

Improve Full Time Active Membership Value Proposition

IT

Integrate & Clean IT Systems

2

Develop Sustainable and Societal Impact

3

Improve Recruitment Processing

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GOVERNANCE Reduce Organisational Complexity

KNOWLEDGE MGMT.

4

Optimise Knowledge Management


THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALISE THE STRATEGIC OBJECTIVES SET (1/3)

VALUE DRIVER

1

2

3

CURRENT SITUATION

TARGET SITUATION

Integrate & Clean IT

IT systems are not optimally integrated. Invoice and contract handling is outdated. IT processes of large projects are very time consuming

STAR systems will be integrated and optimised to save time and to increase availability of real-time and consistent data. Invoice and contract handling will be digitalised. IT processes of large projects save time and reduce errors

Improve Recruitment Processing

A lack of templates and a centralised recruitment system cause unprofessional mistakes and cause the operational workload to be too high for the recruitment officer

There is a smart, centralised, recruitment system in which all facets of the recruitment process are integrated, which will result in a more manageable operational workload

Currently, it is unclear to various parties within STAR when and how to communicate with each other. This leads to suboptimal communication lines

There is no ambiguity concerning communication lines and reporting structures for active members, board members, and supervisory boards. These parties are aware of the protocols on how and when to communicate with each other

Reduce Organisational Complexity

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THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALISE THE STRATEGIC OBJECTIVES SET (2/3)

VALUE DRIVER

CURRENT SITUATION

TARGET SITUATION

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Optimise Knowledge Management

Knowledge within STAR is suboptimally transferred and shared between committees. Templates and protocols are inadequate or non-existent

STAR active members have improved access to codified and implicit knowledge and know where to store and find all available information

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Improve Full Time Active Membership Value Proposition

Next year the first student cohort that never received student grants will finish their bachelor. A full time period will be relatively more expensive than before, which might cause the applications to drop

A full time period at STAR will become more affordable and will not decrease in attractiveness

Increase Variety of Career Activities

STAR does not offer enough different industry based career activities (e.g., Big Data) and international orientation opportunities

STAR will adjust industry/international representation in existing career events and potentially through new events and offer students the opportunity to have an international experience

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10


THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALISE THE STRATEGIC OBJECTIVES SET (3/3)

VALUE DRIVER

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Develop Sustainable and Societal Impact

CURRENT SITUATION

TARGET SITUATION

Surrounding institutions like corporate partners and RSM are engaging in sustainable business and try to have positive societal impact. Now, STAR’s role is fairly limited

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STAR works together with businesses and RSM to create more impact regarding sustainability and societal impact. In this way, STAR inspires students to have a positive impact on society and our planet


BESIDES THESE VALUE DRIVERS FOCUS IS ALSO ON THE CHANGING WORLD STAR IS OPERATING IN IDENTIFIED WATCH FACTORS

CAREER START SUPPORT

● Companies are becoming more critical towards choosing which recruitment activities to participate in. ● Companies needs are changing and new professions arise (e.g. data analysts, hackers).

SOCIAL INTERACTION

● Society and communications become more digital. Students are looking for new, efficient ways to connect with other students.

DEVELOPMENT & ACADEMIC SUPPORT

SOCIETAL IMPACT AND SUSTAINABILITY

ACTIVE MEMBERS & THEIR PERSONAL & PROFESSIONAL DEVELOPMENT

● Due to changing needs of companies, students are looking for more ways to develop themselves.

● Societal impact and sustainability has been given priority in the current business environment and society.

● Dutch government implemented the new “leensysteem”. This puts extra pressure on students graduating as fast as possible.

● Students are more focused on graduating according to the nominal academic program, driven by the 60 ECTS rule.

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● The so-called ‘stufi’ is not available anymore to students which results in new challenges for all universities and associations.


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Policy 2018  

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