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AIESEC Bangalore
Annual General Meeting 2013
AIESEC in Bangalore strives to be the First Choice Partner to empower
the youth to deliver positive change.
LC Vision
EB OS
• Delivering High Quality Integrated Experiences
• Building Internal and External Relevance
• Evolving TMP/TLP
LC Focus Areas
Exchange
iGIP
Vision: To be come the leader in providing high quality holistic international HR services.
Projects undertaken
Q1:•Sales Development: 1. Sales training 2. Training module prepared
with help of TM
• Raise Craze:1. Reintegrate majority of old
clients2. Usage of Sales training for
raising
• Showcase Happyface:
1. Usage of IM for making video/case study database of ALL interns and their experiences.
Q2:•World Cover: 1. Matching Mania (X2)2. LC Partnerships: Long &
Short Term
• Cram HR:1. Market research and
segmentation for Q3 to target right markets.
Q3:
•Sales Development
•Raise Craze 2.0 for Q4 matching
Partnership Upscaling:
1. Conversion to MDP and NEP after peak delivery in Q2.
•Delivery Management:1. OS implementation with Qual
Del team.2. Receptions Coordinator in place
by end of Q4 also
Q4:
•Pipeline management:1. Clients2. Alumni3. Membership4. Finances
•Effective client transition.
•Delivery Management:1. OS implementation with
Qual Del team.2. Receptions Coordinator in
place by end of Q4 also
RMR Targets for each quarter
Total : 160:134:105
Corporate:Education:(Present – March 31st )Q1: 48:20:13Q2: 38:47:32Q3: 37:28:33Q4: 35:39:27
Pipeline – 28 matches
Q1: 25-15-4Q2: 15-20-20Q3: 10-12-16Q4: 12-9-5
Total : 62:56:45
Total : 222:190:150
Alumni Raises: 69Alumni matches: 48Alumni Realizations:40
Focus AreasCorporate
Focus Areas Strategies
1. Alumni Delivery 1.OS Implementation with TL Alumni Delivery2. Alumni raising strategy3. Collaboration with BD
2. Implementation of LNs 1. Setting up MDPs through effective CRM
2. Ensuring quality delivery OS Implementation.
3. Sales & External Collaboration
1. Sales development and training.2. Supply based raising 3. External collaboration after
Q2presence at external forums Relevance
Focus AreasEducation
Focus Areas Strategies
1. Learning Networks • LN Education to stakeholders• Education Support Group
2. Market Penetration • ET Events • LEAD in Schools • Endorsements
3. Quality
4. Internal Promotion
5. Right Raising
• EP expectation setting and Integration• Standardised Job Roles• GLE Implementation
• Synergy with IM• Matching Mania• Partnerships
• S&D Management• Sales Development
Organizational Structure
Panth
eon
TL Alumni Delivery (4-6
members)TL Clients
Manager (3-4)
TL Clients Manager (3-4)
TL Quality & Delivery (4-6)
Abhijith PK
TL Alumni Delivery
(3-5 members)
TL Clients Manager
(3-5 members)
Quality and Exp Delivery team(this team will have members from the above 3
teams working together .)
TL Clients Manager
(3-5members)
Siddharth
TL(schools)
TL(schools)
4-5 Members
4-5 members
Quality Manager
TL( lang inst)
3-4 Members
OS: Education
THE CHANGEMAKERS
VISION: To positively impact the society through the highly integrated experiences we deliver, being the first choice partners for our current and future stakeholders and being the global youth voice.
Q1: Project Footprints + Project Conserve
Q2: Project Footprints + Project Conserve + Project Genesis
Q3: Project Footprints + Project Conserve + Project Women Empowerment
Q4: Project Footprints + Project Conserve + Project Genesis + Project Women Empowerment
Projects undertaken
Targets for each quarterPROJECT FOOTPRINTSQ1: 93-15-3Q2: 55-60-37Q3: 45-25-47Q4: 25-50-23PIPELINE: 35 Matches
PROJECT WOMEN EMPOWERMENTQ1: 0-0-0Q2: 0-0-0Q3: 20-0-0Q4: 10-22-13PIPELINE: 9 Matches
PROJECT CONSERVEQ1: 70-5-0Q2: 30-57-27Q3: 25-10-30Q4: 30-38-20 PIPELINE: 20 Matches
PROJECT GENESISQ2: 25-12-10Q4: 30-16-13PIPELINE: 0 Matches
AD HOC10-6-5PIPELINE: 0 Matches
Focus Areas Strategies
1. FINANCIAL SUSTAINABILITY National and Regional Projects Charging TN fee CSR Solutions University Relations
2. DELIVERING QUALITY EXPERIENCES FOR ALL STAKEHOLDERS
NPS Education for EP’s, members and Clients. Interns on TMP/TLP JD Evolution Expectation Settings Implementation of GLE
3. INCREASING INTERNAL AND EXTERNAL RELEVANCE
Increasing visibility in the market Using Nationalized Projects to build relevance Intern experiences driving internal relevanceFormation of a Local support group
Focus Areas
VP
TL Footprints
SALES-Raising (5 members)
TL Footprints
SALES-Raising (5 members)
TL Footprints
SALES-MTF (5 members)
TL Footprints
EXPERIENCES- GLE (5 members)
ORGANISATIONAL STRUCTURE : PROJECT FOOTPRINTS
VP
TL-WE
SALES -Raising (3 members)
TL-WE
MTF and EXPERIENCE
S (4members)
ORGANISATIONAL STRUCTURE : PROJECT WOMEN EMPOWERMENT
ORGANISATIONAL STRUCTURE : PROJECT CONSERVE + PROJECT GENESIS + ADHOC
VP
Delivery team
TL (Project Head)
Member (Raising)
Member (Raising)
Member (Matchin
g)
TL (Project Head)
Member (Raising)
Member (Raising)
Member (Matchin
g)
The Pentagons
Vision: To deliver high quality experience to all stakeholders.
Q1: SDP, ICX project
Q2: IR, NPS, ICX Project
Q3: IM to drive growth(showcasing etc), Training, ICX project.
Q4: NPS, Pipeline management, ICX Project.
Projects undertaken
Focus Areas Strategies
1. Quality Delivery 1) NPS for Evolution2) Right raising ( Projects, sub
products)3) OS evolution for Quality
2. IR 1) S&D analysis driving IR2) Long and short term
partnerships3) National Help ( discover
India, MC-MC partnerships)
3. Training and Tracking 1) Skill based training2) Tracking Of all key
projects of the quarter 3) Weekly tracking of
Operations.
Focus Areas
Director ICX
Quality Manager IR manager
Organizational Structure
Questions
WORK ABROAD PROGRAM
Vision: To be the medium to facilitate personal and professional development for the students and recent graduates to create the change agents of tomorrow. Shreyas MR
Q1: Fashion, March Summer Education & Technical (IT)
Q2: Fashion
Q3: July Summer Education
Q4: Winter Education & Technical (IT)
Projects undertaken
Targets for each quarter
R-M-R: 50-35-30
Quarter Q1 Q2 Q3 Q4
Raise 19 8 14 9
Match 6 13 8 8
Realization 1 17 5 7
Focus Areas Strategies
1. Sub-Product – IT & ET Selective Raising University Relations S & D Management
2. Internal and External Marketing Internal Showcasing Impact Creating a brand for EP supply External Market specific online promotions Building & improving market
specific external presence
3. Conversion + Delivery International Relations Product Packaging Reverse Matching and M-R-R LC-LC Partnerships Education to Membership EP Engagement
Focus Areas
Organizational StructureVice President
oGIP
Team LeaderGlobal IT Program
EP Manager 1
EP Manager 2
Sales Manager
Team LeaderGlobal ET Program
EP Manager 1
EP Manager 2
Sales Manager
Team LeaderGlobal Management
Program/Alumni Relations
EP Manager
Alumni Manager
Sales Manager
Global Entrepreneurs Program
Vision: To deliver high quality experience to all its stakeholders.
Akanksha Singh
oGCDP
Q1: Christ University
Q2: BMSCE And Dayanandasagar
Q3: Christ University,NLSIU
Q4: Adhoc and Pipeline
Projects undertaken
Feb : 30,5,0
March : 20,22,0
April : 5,18,27
May : 0,4,0
June : 0,0,13
July : 0,0,9
Total : 55,49,49
Targets
Focus Areas Strategies
1. University Relations 1) Top down approach2) Bottom up approach3) Presence in events
2. Delivery and Preparation 1) XP and Delivery Task force2) EP engagement 3) Cultural preparation
3. iXP and Team Management 1) EP Integration2) GLP 3) Implementation of HR
planning
Focus Areas
Vice President
TL UR TL Adhoc TL IR
Xp & Delivery
Task Force
Organizational Structure
Vision: To be visible and relevant in all the present colleges and to deliver high quality impactful experiences.
Bhavini Choubey
Q1: SJAS,CMS, Jain University
Q2:RVCE, New Horizon
Q3: Adhoc
Q4:Adhoc / Expansions going to pipeline
Projects undertaken
February: 10-5-0March: 15-15-0April: 15-15-10May- 0-5-5June: 0-0-25Nov: 5-5-0Dec: 5-5-0
Targets
R-M-R: 50-50-40
Focus Areas Strategies
1. University Relations • Campus Ambassadors• Events in partnership of organizations in college•Bottom up approach for one and Top Down approach for another.
2. Off peak • Creating a off peak winter cycle.• Extensive events post July engaging returned EP’s.
3. Delivery
4. Expansion
• Process implementation for delivery.•EP engagement.
•Establishing Mysore as an OGX entity.•Campus Ambassadors via ORS.
Focus Areas
Organizational Structure
VP OGX
TL UR
4 members
TL IR
2 +1 (delivery) members
Deliver quality experiences and to be know in our
market for providing life changing experiences.
Rishuta Karthikeya
Q1: MCC and M.S Ramiah college of
management
Q2: MSRIT, Dr. Ambedkar, PESIT
Q3 & Q4: Off Peak ADHOC
Projects Undertaken
Targets
R-M-R: 50-50-50
Feb: 15-5-0March: 30-15-0April: 0-15-20May: 0-10-0June: 0-0-25Oct: 5-0-0Nov: 0-5-0
Focus Areas Strategies
1. University Relations Campus Ambassador. Standard Point of contact. Events/ Fests in college.
2. Off Peak Social media Campaign Synergy with ET to tap schools to have leadership seminars Career fairs and Career counseling institutions
3. Customization & Delivery Product Packaging or Customization
EP Engagement Plan Cultural preparation Parents night
Focus Areas
Organizational Structure
Vice President
TL UR/ AdhocDelivery
Campus Ambassador
Campus Ambassador
3 members
2 members
TL International
Relations
3 members 3 members
Director OGX
Q1:University Relations, Product Development
Q2:UR,International Relations, Delivery Modules
Q3:University Relations & Showcasing Impact
Q4:International Relations, Delivery & Sustainability
Projects undertaken
Focus Areas Strategies
1. University Relations Top down ApproachBottom Up approachExpanding the Avenues of Engagement
2. Delivery QualityNPSIR
3. Product Development Market CustomizationR & DSub Product Development
Focus Areas
Director
oGIP oGCDP
oGCDP
oGCDP
Organizational Structure
Total Number of Experiences Delivered
oGIP-34 ExperiencesoGCDP-230 Experiences
Questions
TMP & TLP
To deliver high quality TMP/TLP experiences, driving GIP and GCDP by
building Talent Capacity
Talent Management: Vision
• Q1: Recruitment, TM Cell training, EB Training, Learning Hub, OS JD Definition and Guides, oGCDP delivery through Talent Capacity
• Q2: Self Tracking System, Talent Support Group, iGCDP Sales and Delivery boosting, Scaling expansions
• Q3: Recruitment, MB specialized skills training,
• Q4: HR pipeline, Campus Ambassador setup for Q1 Recruitment
TM: Projects Undertaken
• Q1: TMP: 350 TLP:50
• Q2: TMP: 350 TLP: 80
• Q3: TMP: 250 TLP: 80
• Q4: TMP: 260 TLP: 90
TM: Quarter-wise Targets
TM: Focus AreasFocus Areas Strategies
1. OS Maintenance Self-tracking Scaling up IXPsRecruitment• Skill Based Optimization• External Partner
2. Experience Management Skill based experience trackingMember ProfilingTraining Modules for specific skill setsFeedback Systems and Implementation of NPS
3. TM Processes TM Process Standardization`• TM Cell JD Definition• EB TrainingEffective Tracking and Implementation methods
TM: Organizational Structure
VP TM
TMP TLP Manager
System tracking,
admin and management
Implementation of Growth
drivers
Talent Development
Manager
LEAD, training and education
Manager
Skill based tracking
Information Management
The Manhattan Project
To position and develop IM and internal communication as a support tool to
increase the LC productivity and operational growth
Information Management: Vision
Q1:
“IM Sorted” campaign,
Local Musketeers Team
“Podio Campaign
Be a global Leader Campaign
Knowledge Hub
Q2:
CRM Drive
Podio and IM sorted campaign
Project Kochi
IM: Projects Undertaken
Q3 and Q4
AIESEC Bangalore Documentary ( ICX)
Winternships ( Synergy with OGX)
Project Transition
IM: Focus AreasFocus Areas Strategies
1. IM Culture • “IM Sorted” Campaign, Podio Power campaign•Internal Communication Plan•IM Coordinators
2. Knowledge Management •Documentation and accessibility( wikis, Files , Dropbox, podio,)•Standard Operating Procedures•Outputs•Project and event reports•Local Musketeers Team•Newsletters
3 Process Optimization •Analysis of Data and interpretation •Podio Implementation •Monthly synergy with departments•Business Intelligence report
IM: Organizational Structure
VP IM
IM Coordinators
OGX
ICX
X- Support
Design Team
IM Manager
Marketing
To engage the youth in Bangalore by making AIESEC externally relevant and make the sales
process easier.
Marketing: Vision
Q1:
Recruitment
Partnership Drive
Social Media week
Q2:
Brand Education
Brand positioning in the external market
Need for leadership- Social Media
Marketing: Projects Undertaken
Q3:
Social Media week
Recruitment
On-ground promotional strategy
Q4:
Showcasing Impact
Relive the year
Brand Education
Marketing: Focus AreasFocus Areas Strategies
1. Youth Engagement & OGX • Showcasing Experiences• Building conversations on relevant
topics• Country wise Promotion
2. Partnerships & External Collaboration • Media Partnerships• External Event Collaborations• Stall Spaces in Fests, Career Forums,
etc
3. Social Media Presence • Mass Outreach Campaigns• Partnerships for the right outreach• Using New Social Media Channels-
Pinterest , LinkedIn, etc.
4. Brand Education to the LC • Brand Guidelines• Better Understanding and Simplifying
AIESEC to the LC• Brand Experience Knowledge• GTCM Knowledge
Marketing: Organizational Structure
VP-Marketing & PR
Team Youth Engagement
Team Partnerships
Team Designing &
Content Management
Social Media Manager
Expansions
To be an enabler for AIESEC Opportunities and to make AIESEC more
Sustainable in Kochi and Hubli.
Expansions: Vision
Programme Target Achieved
R M R R M R
oGCDP 20 15 10
iGIP 25 15 12 14 1 0
oGIP 10 5 3
iGCDP 15 12 10
TMP 70 65 60
TLP 25 20 20
KOCHI-Targets (Till JNC)
Programme Target Achieved
R M R R M R
oGCDP 20 15 12 2
iGIP 0 0 0
oGIP 5 3 2
iGCDP 25 20 15
TMP 60 55 50
TLP 30 25 20
HUBLI-Targets
Focus Areas
KOCHI
Month Focus Area Key Initiatives
January Capacity & Culture Building
Training(Induction)LCC SelectionFeasibility Report
February Membership Development & Training
Training(Operations /SOP’s& Policies) LcongSocial Media CampaignTM Survey
March OGX Programs and Recruitment
Knowledge &IM Hub
OS Evolution
Recruitment(IS +UR+Hangout Partners)RYLC & InductionPromotion of GLP and GEP (UR/IS)Global Leaders CampaignAllocation of MB & Tracking ToolsTechnical Internship Fair(Fests)[oGIP]Global VillageCampus Ambassador ProgramsICX Training MentorshipCommunication Channels & Tracking Tools(Virtual Spaces & engagement)
HubliApril OS Evolution
Brand Management
Revenue Streams & Partnerships
EVENTS (GV, iGCDP Projects)LEADLC Day Leadership Body SelectionDeliveryBoASales CULTURE
May Leadership Development
External Collaboration
EPICTeam DaysDeliveryLEADSupport Group ,BoA)Scaling iGIP (Corporate Brand
June Quality & Projects
LC DayTrainee InductionWorkshopsYouth Empowerment ProgramsJNC (OE )
HUBLI
HUBLIMonth Focus Area Key Initiatives
January Feasibility Report
Training(Induction)Appoint LCC
Febraury Capacity Building & Training
Training (OGX Program SOP’s)LcongOGX Promotions (LEAD & IS)
March OGX Programs & Recruitment
Talent Capacity Building
IM &Knowledge Hub
TM SurveyRecruitment (LEAD Programs/Returned EP’s))Global VillageCAPSocial Media CampaignRYLC & InductionTracking Tools & Virtual EngagementLEADMentorship
HubliApril TMP-TLP
Driving OGX
Brand Management
Revenue Streams & External Collaboration
EP Intergration LC Day EVENTS(iGCDP Project (Social Brand))Media PartnershipsYE Sessions
May Leadership Development
EPICTeam DaysDeliveryLEADOffice Culture
June Quality & Projects
LC DayTrainee InductionWorkshopsYouth Empowerment ProgramsJNC (OE )
Organizational Structure
VP Expansions
TMP-TLP Manager
OGX Manager
LCC-Kochi LCC-Hubli
Business Development
To Develop Business in all 4 of the Experiential Development Programs
thereby creating Relevance and creating a sustainable source of Revenue
BD: Vision
• Q1: Y2B, GV, Edge, LCong, AFT’s
• Q2: Alumni Event, CSR Projects, LCong, AFT’s
• Q3:LCong, Recruitment, AFT’s
• Q4:Y2B, ASD, LCong, AFT’s
BD: Projects Undertaken
• Q1: 2,99,000
• Q2: 2,53,000
• Q3: 3,65,000
• Q4: 3,85,000
BD: Quarter-wise Targets
BD: Focus AreasFocus Areas Strategies
1. NEP Driving GIP • Converting Old GIPi clients to NEP-40 Raises
• Pilot LC• OS Implementation
2. BOA Implementation • Using Key Board members to add board members
• BOA members are contracted for 2 years• Adding Board members that contribute to
X directly• External Help managing Board
3. Alumni Engagement • 69 GIPi Raising GIPI• 5 GIPo going on Internships• Alumni first Thursdays• 2 Alumni Events• Mentorship with EB• Alumni Support Group• Corpus Fund
4. Programmes sales for GCDP
• Youth Outreach/Youth Empowerment(Campus Ambassadors)
• National Projects• Social Support Group• OS Implementation
BD: Organizational Structure
VP
SHM PROJECTS NEP ARM SALES
Finance
To Make Every department financially profitable and thereby cotribute to ELD and Quality.
Finance: Vision
Finance: Projects UndertakenQ1
Infrastructure investment- Venue investment - Office capitalization
Performance Investment- Rewards- Incentives - RnR Campaign’s
Investment Into Exchange Peaks - Sales Training - Local/regional epic’s
Financial Education- Policy over communication- Financial Review
Mechanisms
Q2.
Investment Into Exchange Peaks- Matching Mania - Office Nights - Work Days
Financial Education- External Finance
Session- Department specific
Policy Education - Effective tracking
mechanisms
Project Delivery- Department specific
Training on delivery- Intern Kits- Intern days
Q3Project Delivery- Department specific
Training on delivery- Intern Kits- Intern days
Performance Investment- Conference Subsidy- Rewards - Induction Lcong- Sales session
Q4.
Project delivery - Training- Intern Kits- Intern Days
Financial Education- Department Specific
Review Mechanisms- Financial Leader Session
Finance: Projects Undertaken
Finance: Focus AreasFocus Areas Strategies
1. GCDP I Financially profitable Tracking TN fee investment Contracts
2. Concentration on Focus Programs for profitability (GIPi GCDPo)
Effective Tracking and Book Keeping
Accountability Systems Periodical Review Mechanism Performance Based investment
Percentage
3. Rebuilding LC financial structure Target: 5L FD and 2L in bank account at the end of the year.
Each program being financially profitable.
Quarter review of finances from external/board for foresight and long term advice.
SOPs for investment Corpus fund creation to help
sustainability.
Finance: Organizational Structure
VP
TL ICX
FC (Dual Role) FC FC FC FC
TL OGX
FC Fc FC
La FamiliaExecutive Body 2013-14
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