LOCAL COMMITTEEEXECUTIVE BOARD2013-2014APPLICATION PACKAGE

© AIESEC DE LA SALLE UNIVERSITY, THE PHILIPPINES

© AIESEC DE LA SALLE UNIVERSITY, THE PHILIPPINES

You gain strength, courage and confidence by every experience in which you really stop to look fear in the face. You must do the thing you think you cannot do.

“”— Eleanor Roosevelt

MESSAGE FROM THE LOCAL COMMITTEE PRESIDENT AND ELECT

Guada  VillanuevaLocal Committee President

2012-2013

Max  RempilloLocal Committee President-elect2013-2014

Dear  applicant,

I  am  delighted  that  you  have  taken  the  initiative  to  become  part  of  the  next  Executive  Board!  At  this  point,  I  already  admire  your  courage  to  make  up  such  a  decision.  I  can  guarantee  you  that  the  application  process  alone  will  be  a  great  learning  experience!  

Although  being  an  Executive  Board  member  is  one  of  the  most  challenging  experiences,  it  is  also,  without  a  doubt,  one  of  the  most  memorable  and  rewarding  experiences  too.  This  is  the  experience  where  you  will  discover  more  about  yourself  as  a  leader,  a  team  player,  a  friend,  a  student,  and,  a  family  member.  This  is  where  your  time  management  skills  will  always  be  tested.  This  is  where  you  will  push  your  limits,  learn  to  persist  even  when  you  feel  so  burnt  out,  to  adapt,  to  be  patient,  to  deal  with  different  people  with  different  types  of  leadership,  etc.  In  other  words,  if  you  are  seeking  any  form  of  development,  may  it  be  personal,  professional  or  both,  you  will  definitely  acquire  them  in  this  Executive  Board  experience.

Whether  you  are  feeling  excited  or  afraid  at  this  moment,  I  still  highly  encourage  you  to  go  ahead,  finish  those  application  requirements,  give  this  experience  a  chance,  as  well  as  giving  yourself  a  chance  to  be  AIESEC  DLSU’s  leader.  In  the  future,  whether  you  get  the  position  or  not,  as  long  as  you  know  you  have  done  your  best,  I  am  sure  that  you  will  eventually  be  proud  of  yourself  for  at  least,  trying.  

I  am  confident   that  AIESEC  DLSU  is  on  its  way  to  becoming  an  even  better  organization  next  year,  however,  it  takes  team  effort  to  push  our  organization  further.  This  is  your  chance  to  be  part  of  that  team  that  can  directly  shape  and  improve  AIESEC  DLSU.  You  can  be  our  key  to  success  and  growth.

Overall,  I  can  assure  you  that  this  path  will  never  be  a  smooth  one.  Conflicts  may  arise.  Disagreements  may  take  place,  but,  one  cannot  grow  if  challenges  are  not  present.  One  cannot  evolve  to  a  better  person  if  one  gives  up  easily.  Every  challenge  lies  an  opportunity  within.  Thus,  dear  applicant,  here’s  to  you,  to  your  bravery,  to  your  determination,  and,  to  your  good  intentions    for  AIESEC  DLSU!

I  wish  you  good  luck  with  your  application!  I  am  looking  forward  to  hearing  your  presentation  soon!

Sincerely,Your  LCP,

Dear  applicant,

Don’t  be  afraid   to  answer  this  application,  moreover,  to  experience  being  part  of  the  EB.  The  EB,  composed  of  LCVPs  and  the  LCP  is  the  most  powerful  in  the  LC.  You  can  drive  and  direct  change  to  happen—in  the  form  of  results  and  above  all,  manifested  in  the  lives  of  people  whom  you  change  and  affect.  You  make  rules  that  will  put  standards  in  place,  and  also  foster  strong  and  close  relations  with  each  other,  with  so  much  people—those  under  you,  in  other  LCs,    alumni,  etc.  Indeed  these  things,  which  I  have  recently  sighted,  are  still  nothing  compared  to  what  lies  ahead  of  you.  This  is  an  experience  and  opportunity  that  is  very  unique  and  a  really  good  investment.  The  biggest  mistake  you  can  have  is  not  trying,  especially  for  something  that  you  like  and  have  passion  for.    Being  LCP  and  part  of  the  EB,  has  helped  me  find  and  know  myself  more.  It  has  made  me  see  the  worst  and  best  side  of  me,  thus  making  me  a  stronger  and  better  person  more  than  ever.  Stepping  up  is  hard,  and  staying  in  the  EB  is  even  harder,  but  the  hardest  of  them  all  is  conquering  and  discovering  yourself,  because  of  the  things  you’ll  see  and  experience  about  yourself,  and  in  the  situations  you’ll  be  in—when  pushed  to  the  limits.  Keep  in  mind,  just  like  carbon  when  placed  under  pressure,  becomes  a  diamond.  Come  out  as  one  by  taking  it  one  step  at  a  time.  So  go,  and  get  over  this  application.

Good  luck!

AIESEC DLSU 2013-2014 ORGANIZATIONAL STRUCTURE

TALENT MANAGEMENTFINANCE, DOCUMENTATION AND

LEGAL AFFAIRS MARKETING AND COMMUNICATIONS

FOUNDATION

EXTERNAL RELATIONS MARKET EXPANSION

OPPORTUNITIES

EXCHANGE

OUTGOING GLOBAL DEVELOPMENT

COMMUNITY PROGRAM

INCOMING GLOBAL DEVELOPMENT

COMMUNITY PROGRAM

OUTGOING GLOBAL INTERNSHIP PROGRAM

INCOMING GLOBAL INTERNSHIP PROGRAM PROJECTS

OVERALL JOB DESCRIPTION

Performance Management

Team Management

Stakeholder Management

Strategy Management

Operations

Organizational Innovation

Organizational Development

Information Management

Ensures departmental goals are consistently met Keeps members motivated + providing them relevant skills and knowledge Creates transparency between members and the Executive Board Performs departmental risk and crisis management Evaluates departmental performance every quarter

Coordinates and strategizes with Directors to achieve departmental goals Delegates tasks to Directors Aligns department and Directors with Local Committee and national vision Tracks performances and development of Directors and their members Has regular consultation meetings with Directors (and with members necessary)

Fulfills agreed terms with stakeholders Provides updates and transparency with stakeholders Maintains a good relationship with stakeholders

Constantly reviews effectivity and alignment of strategies Embeds organizational/national/departmental strategies in departmental activities

Is present in all Executive Board Meetings Establishes a feedback system to check quality of product/operations Ensures good communication between members, Directors, and the Executive Board Punctually executes operations/tasks according to organizational timeline

Provides innovative solutions/initiatives to operational/performance bottlenecks Creatively develops and improves products and product delivery Fosters an environment of innovation within the department

Maximizes strengths of department, improves weaknesses Building a collaborative and proactive work environment/culture in the department Creates/Scouts for opportunities for department/organization to grow Provides positive reinforcements to members

Disseminates information/news to relevant audience through physical or virtual means Documents and organizes information for future reviewal and references

OVERALL JOB DESCRIPTION

Knowledge Management Pipeline Management

Change Management

Provides capable and trained successors to sustain departmental and organizational plans Provides necessary transition training and learning materials Ensures plans, knowledge, and, strategies are consolidated during transition Conducts necessary change management with members/department

All tools, trackers, files used for training, etc. should be preserved (myaiesec.net) Learning materials should be documented immediately and updated in real time Learning materials should be made available to members and others for review/use Materials should be handed down to successors for study purposes and enhancement

Represents Local Committee in National Meetings Represents Local Committee in National/International Conferences and events Represents Local Committee within the university and in university events involving AIESEC

Local Committee Representation

Communicates structural/organizational changes to Directors and members With Directors, prepares department/members for upcoming changes Provides necessary training to adapt to changes Collects feedback from members and Directors on changes made Tracks departmental adjustment progress to changes implemented

Reporting

Reports to the Local Committee President on progress, concerns, and, consultation Reports to respective Member Committee Vice Presidents on departmental progress, concerns, and, consultation Reports to CSO and SLIFE regarding documentation processes Reports to the Executive Board/Cross-functional teammates (E.g. OGX-MaC) on needs, concerns, planning, etc.

QUALITIES AND KNOWLEDGE

Balanced work and lifeProactive/Enjoys participationExemplary brand ambassador

ProfessionalEmphatic + Intuitive + Members-oriented

Results-orientedTeam player

Departmental expertNurturer

High emotional intelligenceOpportunist/Resourceful

Committed + Persistent + Solutions-orientedLong-term thinker

CreativeEffective communicator and fair delegator

Sense of urgency, and accountabilityA role model to members and others

The AIESEC WayAIESEC 2015

AIESEC’s Impact ModelAIESEC’s Experiential Leadership Development Programs

Exchange Program Policies + Internal Control BoardExchange peak times

AIESEC Philippines CompendiumAIESEC DLSU Compendium

Global RealityRegional RealityCountry Reality

Local Committee RealityDepartmental Functions + Realities

Team ManagementPerformance ManagementStakeholder Management

QUALITIES

KNOWLEDGE

ELECTIONS TIMELINE

28 JANUARY 2013RELEASE OF LCEB

APPLICATION PACKAGE

12 FEBRUARY 2013APPLICATION DEADLINE

13 FEBRUARY 2013ANNOUNCEMENT OF CANDIDATES

15 FEBRUARY 2013LOCAL COMMITTEE EXECUTIVE BOARD

ELECTIONS*See slide on Selection Process

16 FEBRUARY 2013ALLOCATION INTERVIEW*See slide on Selection Process

20 FEBRUARY 2013ANNOUNCEMENT OF FINAL RESULTS

22 FEBRUARY 2013*LCVPe CONSULTATION DAY

WITH LCP AND LCPe

23 FEBRUARY 2013*LCEB 2013-2014

INITIAL TEAM PLANNINGAND NIGHT OUT

*Dates to be confirmed depending on availability of LCVPe. However, as much as possible, please make time for these two dates!

You’re in this part of the selection process.

SELECTION PROCESS AND ELECTIONS GUIDELINES

#1 #2 #3APPLICATION ELECTIONS ALLOCATION

5 minutes introduction speech25 minutes GPOA presentation10 minutes individual interview

40 minutes group interview

Candidate must receive a 50%+1 vote of confidence from eligible voters to be qualified

for the selection pool.*A more detailed convocations

guidelines will be released before the elections

Qualified candidates will attend an allocation interview with LCPe.

NOTE

3.2.2 ELIGIBILITY

Applicant should have a CGPA of at least 2.0 2.3 Applicant should at least have 3 academic terms left excluding this term

Applicant should be a certified myaiesec.net user

Applicant should currently be in a Team Leader role or higher

PLEASE TAKE NOTE OF THE FOLLOWING REVISIONS ON CANDIDATE ELIGIBILITY.

Must have attended at least one national or international conference

Applicant must not hold any position equivalent to an Executive Board member in other organizations for Term 2013-2014

Applicant must attend at least 1 ASPIRE tutorial session (held every Saturday) within 28 January 2013 - 16 February 2013

New*

New*

Due to structural changes, criteria per department as stated in the compendium are deemed irrelevant, hence, will not be adopted. Only the above general criteria will be checked.

Special*

S

APPLICATION REQUIREMENTS AND REMINDERS

1

360 Competency Assessment

Personality Tests(Answered by at least 5 people to view results)

(Belbin Team Role,, MBTI, Strategic Leadership Styles)

Curriculum Vitae

Recommendation letters(Minimum of 3, Maximum of 5 with signature-

At least 1 from your member + 1 from the same position or higher than yours)

Answered questionnaires

2

3

4

5

6 General Plan of Action(Maximum of 3 pages)

8 Candidate VideoTell us the following!

Who are you? Why are you running? General AIESEC experience,, your most memorable AIESEC experience, your strengths and weaknesses as a team leader and team member.. Finish your video with a memorable tagline, upload the video on YouTube and provide us the link.

REMINDERSCompile your curriculum vitae, 360 results, print screen of grades, recommendation letters, answered questionnaires, link to your video, and, general plan of action in one PDF file. Name the file as “Application - (Surname)” E.g. Application - Rempillo.

7 Print screen of MLS grades

You are encouraged to creatively present your application package, especially with your general plan of action.

Put all requirements (application and personality tests) in one folder. Name the folder as, “AIESEC DLSU (Title of position you are running for) 13-14, (Surname, First name)” E.g. AIESEC DLSU LCVP Projects 13-14, Rempillo, Krisol Mhae. Submit this folder in .rar or .zip file.

PLESE SUBMIT YOUR APPLICATION PACKAGE BY 12 FEBRUARY, 2013, 11.59P.M. +8 GMT TO

mhae.rempillo@aiesec.net and guada.villanueva@aiesec.net

LATE OR INCOMPLETE SUBMISSIONS WILL NOT BE ACCEPTED.

GENERAL PLAN OF ACTION SUGGESTED CONTENT

Please note that you are not limited to the above items. Keep in mind that your GPOA should not exceed 3 pages!

Vision for your department

Timeline/Calendar

Focus Areas Strategies Departmental structure

Departmental goals

Departmental culture

PERSONAL QUESTIONNAIRE

What are your strengths and weaknesses as a leader and as a team player?

Cite examples on how you are optimizing your strengths and how you are improving on your

weaknesses.

What motivates to you stay in AIESEC?

GENERAL QUESTIONNAIRE

Describe AIESEC’s impact model Explain what values AIESEC

offers to an individual.

How are AIESEC’s ELD programs, BHAG and 2015 vision aligned with our

organization’s impact model and values?

What is the role of the Local Committee President in the Executive Board?

What is the role of the Executive Board in the Local Committee?

How should the relationship between the MCVP and the LCVP be like?

What is the relationship between the Member Committee and the Local

Committee?

What is the role of a Local Committee Vice President in the

Executive Board, Local Committee, and, in the national plenary?

What are the 3 most urgent concerns the Local Committee has to

immediately address?

What are your expectations for the Local Committee Executive Board

2013-2014?

What kind of culture do you want to have in the Executive Board, in your department, and, in AIESEC DLSU?

How will you promote that culture?

Why is AIESEC relevant in DLSU, in the Philippines, and, in the world?

How can we increase its relevance in DLSU, and, in the Philippines?

GENERAL DEPARTMENTAL QUESTIONNAIRE

Conduct an internal and external analysis for your department/

sub-department if the department you are running for is new.

Feel free to use additional frameworks apart from SWOT analysis

(E.g. McKinsey’s 7s) to enhance your departmental analysis.

Based on your internal and external analysis, what do you want to start-

stop-continue?

Create a timeline that illustrates your departmental milestones

and deadlines per month from May to April, 2014.

Your timeline should concretely how you will eventually achieve your

departmental vision/focus areas/goals/ambition.

Illustrate your departmental structure.

This structure shouldprovide streamline operations/direct communication/focus.

How will you align your departmental plans/goals with LCPe’s vision, focus

areas, and, strategies?

You do not need to detailedly explain your plans with action steps just yet.

Focus on alignment.

TALENT MANAGEMENT

What is Talent Management’s role in the organization?

Why/How is it the heart of AIESEC?

Describe the development of Talent Management from 2010 until today.

What were the strengths and weaknesses they have

made in the past?

How will Talent Management in 2013-2014 be better and be different

from the past?

Positive reinforcement is vital to member motivation.

Explain how Talent Management will provide this reinforcement through

Rewards and Recognition?

How does AIESEC’s exchange programs supposedly bring quality members and enhance our pipeline

management?

How do yo plan to push members to go on exchange and reintegrate them

when they return?

With regards to organizational tie-ups with AIESEC DLSU such as ASPIRE, how do you plan on maximizing

these tie-ups, especially to increase member involvement and development?

FINANCE, DOCUMENTATIONS, AND LEGAL AFFAIRS

How can FDLA be more synergized with all departments

of AIESEC DLSU?

Explain the financial structure of AIESEC.

Which department(s) provide us capital?

Which department(s) need capital?

Illustrate your financial model and plans/initiatives for AIESEC DLSU and/or per department to ensure

there is financial sustainability.

What are your action steps/strategies to improve AIESEC DLSU’s relations

with CSO and SLIFE in particular with documentation processes?

This is your financial creative box.

List down any and as many fundraiser activities and merchandise ideas

that you can think.

You do not have to assess its feasibility/budget just yet.

MARKETING AND COMMUNICATIONS

What kind of an image/identity do you want to establish for AIESEC DLSU in DLSU?

How will we foster and promote this identity?

What are the purposes of Engage with AIESEC (EwA) activities to

members and non-AIESECers?

Suggest 1 EwA activity for each.(1) Members

(2) Non-AIESECers

How can they benefit from your activities?

What will AIESEC DLSU’s identity be to its members and to AIESEC in the Philippines?

How will we foster and promote this identity?

What is branding?

Why is it important?

What are your plans to enhance members’ and non-AIESECers’

brand experience with AIESEC DLSU?

Specify MaC’s role in each department.

Explain how your action plans will be able to address to their needs

and synergize with them.

OUTGOING GLOBAL COMMUNITY DEVELOPMENT PROGRAM

What are your plans to increase oGCDP’s results both

in quantity and in quality?

What will you change or experiment with the recruitment process to

improve the following:

(1) Efficiency in recruitment(2) Number of sign-ups

(3) Turnover from sign-ups to PSI/AC(4) Turnover from PSI/AC to

match and realization

Apart from the Summer peak time, how can we generate more “peak”

times in our university’s trimestrial system?

What are the consistently popular sub-products available?

Which sub-products are demanded the most by our market?

Why are they the most in demand?

How are these sub-products relevant to the target markets you

identified earlier?

OUTGOING GLOBAL INTERNSHIP PROGRAM

AIESEC International’s initiatives on GIP include increasing sales capacity

and selling GIP by sub-products.

What are our main GIP sub-products?

According to the supply of GIP TNs available (check myaiesec.net), and

our market, which sub-products should we capitalize on?

Matching progress for GIP is generally slow.

What are your strategies to (1) prevent EPs from backing out(2) speed up matching progress

How will you segment your marketaccording to the sub-products you

have identified?

Based on current global realities, which sub-products will have a high

global talents demand in 2013-2015?

How will that affect our marketing strategies in oGIP?

Draw a business model canvas for each sub-product.

How will you market the value propositions each sub-product offer/position your sub-product to your

market segments?

INCOMING GLOBAL COMMUNITY DEVELOPMENT PROGRAM

How will you segment your market according to EP supply and demand?

Hence, what type of GCDP TN will you focus on tapping this year?

What are your tools and initiatives to maintain good CRM with our

GCDP TNs and entice them to become our long-term partners?

What value propositions iGCDP offer to your market segment?

Illustrate a business model canvas for each market segment.

From this, what are your strategies to increase EP demand from these market segments?

Why do they need more EPs?

What are your plans to improve/to develop the following:

(1) Sales capacity(2) Matching efficiency

(3) SnR(4) Member experience

and motivation(5) Exchange experience

INCOMING GLOBAL INTERNSHIP PROGRAM

Enumerate and explain the factors that hinder us from sealing the deal immediately and factors that reduce

the demand for GIP EPs.

Innovate with ways to speed up TN Raising.

Who can possibly help us in the process of TN Raising

(E.g. getting direct contact) or help us generate/

promote GIP demand?

Given the factors/bottlenecks, what are your concrete action steps to

improve our operations, specifically the following:

(1) Sales capacity(2) Matching efficiency

(3) SnR(4) GIP relevance and demand

Which iGIP sub-field/sub-product has the highest demand of global talents based on the Philippine market? Why?

Do we have enough EP supply for this sub-product?

If no, how do you plan to go about this deficit?

Given that results in iGIP is not immediate, how will you keep your

members motivated?

Pinpoint another sub-field/sub-product relevant to country realities that can be improved and developed

with global talents.

How can hiring global talents lead to improvement and development in this

sub-field/sub-product?

Illustrate this with the use of a business model canvas.

PROJECTS

Draw the current logic model for each PBoX.

Innovate and redesign its logic model to increase PBoX’s reach, relevance (to

national goals), impact and replicability.

How do you plan to increase and develop matchers who are ideally,

skilled and efficient sellers?

How will you establish, expand, and, maintain AIESEC DLSU’s international network?

Use any framework (can be more than one) of your choice to set

minimum standards in assessing the impact and success of PBoX.

Crowd-funding is a great way to acquire funds and publicity.

How can we maximize this unique online platform for our PBoX?

Apart from crowd-funding, what other ways can we ensure the

financial sustainability of our PBoX? List at least 3 ways.

Should the Local Committee and DLSU be more involved

in our PBoX?

Why does it matter to them?

If yes, how will you do so?

How can they be more involved?

What will be their role in our PBoX?

EXTERNAL RELATIONS

Overall, how does your department support and develop the

organization?

Support your general answer with citing specific examples on your role

for each department.

How do you plan to maximize our alumni network

(Lifelong connection/LLC) to support our organization?

What initiatives do you have to increase the involvement of alumni in

our Local Committee?

How do you intend to increase the sales capacity of External Relations

and the entire organization?

What is the importance of establishing a sales culture in the

Local Committee?

Define the characteristics of an expert seller.

With regards to organizational tie-ups such as ASPIRE, how do you plan to

maximize these tie-ups?

What can AIESEC DLSU benefit from these tie-ups?

Who will be your stakeholders now that TN raising has been transferred

to iGCDP and iGIP?

How have we been conducting CRM since 2011 until today?

How will you improve our CRM to these stakeholders?

Cite products from each department that you can capitalize on to sell, to

make a profit from, and to create value in the corporate setting.

MARKET EXPANSION

For the past few years, AIESEC DLSU has been in contact with DLS-CSB.

Explain how you will formally establish contact?

What are your strategies to penetrate CSB’s market for OGX in 2013-2014.

How will your initiatives be continued in 2014-2015, 2015-2016,

and 2016-2017?

For internal expansion, how will you segment our university organizations?

Which market segment will you prioritize?

What type of exchange and/or sub-product will you be pushing

to them? Why?

How is it relevant to them?

Apart from DLS-CSB market, List down at least 2 more potential market we can tap for our exchange

programs?

How are our exchange programs relevant for them?

Draw a business model canvas for each.

Which departments in DLSU can we partner up with to (1) establish brand awareness, (2) promote and increase

relevance of oGCDP/oGIP?

S

APPLICATION REQUIREMENTS AND REMINDERS REVISIT

1

360 Competency Assessment

Personality Tests(Answered by at least 5 people to view results)

(Belbin Team Role,, MBTI, Strategic Leadership Styles)

Curriculum Vitae

Recommendation letters(Minimum of 3, Maximum of 5 with signature-

At least 1 from your member + 1 from the same position or higher than yours)

Answered questionnaires

2

3

4

5

6 General Plan of Action(Maximum of 3 pages)

8 Candidate VideoTell us the following!

Who are you? Why are you running? General AIESEC experience,, your most memorable AIESEC experience, your strengths and weaknesses as a team leader and team member.. Finish your video with a memorable tagline, upload the video on YouTube and provide us the link.

REMINDERSCompile your curriculum vitae, 360 results, print screen of grades, recommendation letters, answered questionnaires, link to your video, and, general plan of action in one PDF file. Name the file as “Application - (Surname)” E.g. Application - Rempillo.

7 Print screen of MLS grades

You are encouraged to creatively present your application package, especially with your general plan of action.

Put all requirements (application and personality tests) in one folder. Name the folder as, “AIESEC DLSU (Title of position you are running for) 13-14, (Surname, First name)” E.g. AIESEC DLSU LCVP Projects 13-14, Rempillo, Krisol Mhae. Submit this folder in .rar or .zip file.

PLESE SUBMIT YOUR APPLICATION PACKAGE BY 12 FEBRUARY, 2013, 11.59P.M. +8 GMT TO

mhae.rempillo@aiesec.net and guada.villanueva@aiesec.net

LATE OR INCOMPLETE SUBMISSIONS WILL NOT BE ACCEPTED.

Real leaders are happy to zig while others zag. They understand that in an era of hyper-competition and non-stop disruption, the only way to stand out from the crowd is to stand for something special.

“”— Bill Taylor

FINAL WORDS OF ENCOURAGEMENT

© AIESEC DE LA SALLE UNIVERSITY, THE PHILIPPINES

Good luck!