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YOUR GROWTH IS OUR STRATEGY STAR POLICY 2019 XLIst STAR Board

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PREFACE Dear Reader, With this document, we’re happy to present to you the STAR policy for 2019. This policy is the result of a week of evaluating and challenging the status quo, analysing our current environment and achievements, brainstorming and selecting initiatives that we are passionate about, that will bring us closer to realizing STAR’s mission: to enrich RSM student life. We want to thank the STAR alumni that have guided us through the process of writing and implemented this policy. Also, we would like to adress that our association is run by students, for students. Therefore, we always welcome feedback regarding STARs strategy or events. Please feel free to contact us to discuss your own ideas, via info@rsmstar.nl On behalf of the XLIst STAR Board,

Eva Duin, Chairman STAR Board 2018-2019

f.l.t.r.: Bas van Leeuwen (Brand Manager), Daphne Slingerland (Project Manager Career), Koen Vegter (Project Manager Master), Simon van Heijst (Commercial Relations Manager), Eva Duin (Chairman), Lars van Boom (Treasurer), Britt Dielemans (Project Manager Bachelor), Max van Merwijk (Information Processes Manager, Daniëlle van Bommel (Secretary)


EXECUTIVE SUMMARY STAR is acting in a rapidly changing environment. The needs of students and other stakeholders shift from year to year. By critically assessing these demands, a policy for 2019 has been composed. Regarding every decision, STAR’s mission ‘to enrich RSM student life’, having a positive impact on our society and environment and the development of our Active Members has been kept in mind. This translates into the following strategic pillars:

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Career start support;

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Development & academic support;

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Social interaction.

In 2019, STAR’s policy exists of eight initiatives, focusing on the following three areas:

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Assessing and adjusting the committee structure to establish a better balanced portfolio and align with the interests of the students and the new RSM curriculum;

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Creating an IT environment for data driven decision making, resulting in a more comprehensive understanding of trends;

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Improving the career and academic pillar to better fulfill the needs of RSM students.


CONTENTS

WHAT THIS DOCUMENT COMPRISES

FOR WHOM IT IS INTENDED

STAR’s Strategy

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Supervisory Board, Verification Committee, Public

Definition of pillars

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Supervisory Board, Verification Committee, Public

Strategic Objectives

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Supervisory Board, Verification Committee, Public

Value drivers 2019

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Supervisory Board, Verification Committee, Public


STAR’S MISSION IS TO ENRICH RSM STUDENT LIFE BY FOCUSING ON FIVE CORE COMPETENCIES

TO ENRICH RSM STUDENT LIFE

CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

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


CAREER START SUPPORT Be the main connector between RSM students and their future employees by supporting RSM students in figuring out for which industry / company they would like to work for by offering e.g., recruitment events, orientation cycles. In addition, offer trainings to RSM students related to job searching e.g., LinkedIn training, CV training.

OBJECTIVE By the end of 2019 55% of the second year, third year and master RSM students argues that STAR connected them with future employers 6


DEVELOPMENT & ACADEMIC SUPPORT Support RSM students in enhancing their hard and soft skills by offering trainings. In addition, be an access point for RSM students for all their academic related needs e.g. summaries, books, and academic training sessions.

OBJECTIVE By the end of 2019 30% of the RSM students argues that STAR supported them in their development (e.g. extra curricular activities) By the end of 2018 15% of the RSM students argues that STAR is their access point for their academic needs (e.g. summaries, books) 7


SOCIAL INTERACTION Offer RSM students a way to connect with other RSM students by facilitating different activities to interact.

OBJECTIVE By the end of 2019 30% of the passive (non-active STAR) RSM students participated in a social STAR activity (excl. SMW and ERD) 8


SOCIETAL IMPACT & SUSTAINABILITY Inform students about their possible impact on society and sustainability, by including these values in our day-to-day business and events and organizing events revolving around societal impact and sustainability.

OBJECTIVE By the end of 2019 100% of STAR its values is inherited in STAR its activities


ACTIVE MEMBERS AND THEIR PERSONAL AND PROFESSIONAL DEVELOPMENT Offering all RSM students a place to develop themselves on a personal, professional and social level.

OBJECTIVE By the end of 2019 100% of the actives members gives a NPS score of 9 and 10 on the question: STAR contributed to my personal and professional development during your academic school year


BY THE END OF 2019…

CAREER START SUPPORT

SOCIAL INTERACTION

DEVELOPMENT & ACADEMIC SUPPORT

SOCIETAL IMPACT AND SUSTAINABILITY

ACTIVE MEMBERS & THEIR PERSONAL & PROFESSIONAL DEVELOPMENT

55%

30%

30%

100%

100%

0

Of the second year, third

Of the

(non-active

Of RSM students argue that

of STAR its values is inherited

Of STARs active members give

year

RSM

STAR members) RSM students

STAR supported them in their

in STAR its activities.

a NPS score of 9 or 10 to the

students argue that STAR

participated in a social STAR

development

connected them with future

activity (excl. SMW and ERD)

extracurricular activities)

and

employees

master

passive

(e.g.

15%

question: “STAR contributed to my personal and professional development

during

academic school year.”

Of RSM students argue that STAR is their access point for academic needs (e.g. books)

11

your


THE CORE COMPETENCIES WILL BE REALIZED THROUGH EIGHT VALUE DRIVERS TO ENRICH RSM STUDENT LIFE CAREER START SUPPORT

DEVELOPMENT & ACADEMIC SUPPORT

SOCIAL INTERACTION

SOCIETAL IMPACT & SUSTAINABILITY

ENABLER

PROJECTS

ACTIVE MEMBERS AND THEIR PERSONAL AND PROFESSIONAL DEVELOPMENT 2

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3

REDESIGN MSC PORTFOLIO

REDESIGN BSC PORTFOLIO

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UPGRADE ERASMUS RECRUITMENT PLATFORM

IMPLEMENT DATA DRIVEN DECISION MAKING

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INTRODUCE CAREER ORIENTATION EVENTS

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OPTIMIZE TRAINING CURRICULUM

ESTABLISH ACADEMIC PLATFORM

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REALIZE AND ADHERE TO STAR VALUES

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THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALIZE THE STRATEGIC OBJECTIVES (1/2)

VALUE DRIVER

CURRENT SITUATION

TARGET SITUATION

OPTIMIZE TRAINING CURRICULUM

We offer few trainings throughout the year with little awareness among passive STAR members. In addition, our training curriculum is not based on the needs of our members (e.g. coding, pitch training, case solving etc.) as stated in Universum Talent Research 2018.

STAR offers monthly relevant trainings to help all STAR members develop soft and hard skills fulfilling the needs of the members

REDESIGN MSC PORTFOLIO

There’s a lack of structure in the design of the MSCs, resulting in inefficient time-use of MSC board members and a vague MSC recruitment value proposition. Besides, there is low company interest in some MSCs (HRM, OCC, GBS), which results in a lack of valuable activities for master students.

A structured and clear plan for all MSCs, that creates connections and synergies, resulting in value added academic, social and career activities for all RSM master students.

REDESIGN BSC PORTFOLIO

The Bachelor committees do not fully align with (1) RSM’s bachelor curriculum, (2) the academic needs of students and (3) student’s development goals. Furthermore 24% of STAR its committees support the Academic pillar and 16% of STAR its committees support the Career pillar, meaning these are underrepresented in STAR’s Bachelor portfolio.

There is a balance between the three pillars and the values of STAR within the Bachelor portfolio. Moreover, the portfolio fulfills the developmental and academic needs (e.g. the enhancement of marketing or financial skills) of students. STAR’s Bachelor portfolio has been prepared for the change in the RSM Bachelor curriculum starting in 2019.

UPGRADE ERASMUS RECRUITMENT PLATFORM

STAR’s Erasmus Recruitment Platform currently does not fulfill the needs of students (interactive possibilities with companies, tailor made marketing experience), companies (high amount of applicants, with minimal effort) and of STAR itself (fast adaptive development partner).

STAR has a Recruitment Platform which connects students and companies in an interactive, unique way (e.g. target customer experience, chat functions, on and offline events with ERD/ERP)

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2

3

4

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THE OBJECTIVE OF EACH VALUE DRIVER IS TO REALIZE THE STRATEGIC OBJECTIVES (2/2)

VALUE DRIVER

CURRENT SITUATION

TARGET SITUATION

ESTABLISH ACADEMIC PLATFORM

STAR isn’t regarded as the main access point for academic needs, which does not contribute to our academic pillar performance. STAR is one of the few study associations (of the Big 5) which does not offer a complete (more than just books) academic platform.

STAR offers a platform which fulfills the academic needs (i.e. books, summaries, MOOCs, practice exams, exam trainings & study tips/articles about studying etc.) of RSM students. This platform is the access point for RSM students where material from different suppliers (i.e. SlimAcademy, Rekenmaar, etc.) can be found.

INTRODUCTION OF NEW CAREER EVENTS

STAR’s portfolio of career events is too much focused on the recruitment needs of companies and the number of career orientation events is not sufficient for RSM students. Career events are mostly offered during two peak moments every academic year, with other company specific events throughout the year.

STAR offers events that are tailored to specific student needs (orientation of industries and functions), which take a maximum of one day (if desired by students). Moreover, these events are institutionalised in the career events portfolio of STAR and organised on a frequent basis (at least yearly).

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IMPLEMENT DATA DRIVEN DECISION MAKING

The data of events, students and companies from STAR is not complete, incorrectly stored and not well maintained. Therefore, decisions are less fact based but build upon unvalidated assumptions. Moreover, there is little knowledge on how to analyse the data STAR has. Hence, we are unable to specifically target the demands of our stakeholders.

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REALIZE AND ADHERE TO STAR VALUES

There are no defined values within STAR, which results in a lack of awareness of STAR’s identity among internal and external stakeholders and a lack of focus in our portfolio. Because of this, the value of being a part of STAR is not directly seen by students/parties that are not familiar with the association.

The data of events, students and companies is complete, collected and stored in an efficient manner. Moreover, STAR full time active members have the right knowledge and tools to work with this data. Hence, analyses are easily made and decisions are made based on facts. Thereby, we can tailor our activities to our end/users

STAR has well defined values that describe what we stand for and are integrated in everything we do. This will create focus in our portfolio and awareness among our members, which will increase involvement and will motivate our active members to take the STAR identity into account when organizing their event.

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YOUR GROWTH IS OUR STRATEGY STAR POLICY 2019 XLIst STAR Board

Contact Study Association Rotterdam School of Management Burgemeester Oudlaan 50, T04-53 (Mandeville) T: +31 (0)10 408 2037 M: info@rsmstar.nl

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