AIESEC Andes – Quarterly Performance Report ... - Google Groups

AIESEC ANDES

QUARTERLY PERFORMANCE

REPORT Q2

2013

EB BOLT

This document reports the results for each of the different areas and goals

achieved during 2013- Q2 for AIESEC Andes. Each VP reports its

priorities, actual state, learning points during Q2 and next steps for Q3.

Any question regarding this KPIs or something more, please let us know.

AIESEC Andes – Quarterly Performance Report | 2013-Q2

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1. Priorities for Q2

- Sales and realize of the 5 projects (We Speak, Vita.Minas, 7000xBogotá,

Camps and EduAction)

Since we had a delay on the sales, we replanted our strategy to be able to raise the 5

projects on Q2. The new strategy was focused on buying all the TNs we needed (50)

to get a better price for them and the projects that were already were sold, supported

with their budge the projects that did not had budge yet and to find the money for the

ones that needed it.

- Match, match and match!!!

To be able to achieve our big goal on match, half of the area worked on match and the

other half on sales and projects development. We also had at least one matching mania

every week and we got a goal of at least 20 interviews per week.

- Empowerment of the OCs with their projects

To achieve this we needed to work for a month in OC meetings every week. During

these meetings we worked on restructuring the OCs, defining in a clear way each role,

organizing the tasks and making everyone to understand the WHY of the project and

the WHY they are on the project. All of these allowed us to have empowered OCs and

let them to act with more autonomy.

2. Actual State

Q2

iGCDP

KPI Planned Realized % GAP

# RAise iGCDP 13 50 384,6% - 37

# MAtch iGCDP 41 47 114,6% - 6

# REalize iGCDP 35 25 71,4% 10

Plan Execution (Total) 89 122 137,1% - 33

3. Learning Points

a. GCPs

INCOMING GLOBAL CITIZEN DEVELOPMENT PROGRAMME Sara Rueda


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i. New product: Global Village

Since our segmentation was not good for IGCDP and we got internal problems, we

decided to work with a new product to collect the funds for the projects. The new

product was Global Villages for schools.

ii. Raise of the TNs in advance to start to match earlier

Be able to raise the TNs in advance allowed us to start to match earlier and to achieve

a big number on Match before the peak of match in Colombia started.

iii. Structure of the area focus on projects

The introduction of the project managers on the structure of the area was something

really good since it allowed me to have a better and more specific support with each

OC and to be able to react and solve difficulties in a fast way.

iv. More than area a Family that broke the record!

After the strong proof of Q1, almost everyone in IGCDP manifested that we were

more than a team, we were a family and as a family we took the decision that we

were going to break our record and that we were going to support everyone to make

it together.

b. BCPs

i. LC to LC cooperation for match

None of the 10 cooperation agreements signed, with more than 40 trainees, worked.

None of the responsible people answered us about what happened.

ii. The CEEDER did not do her work

The CEEDER from Brazil was compromised to support us with the match of the 30

TNs and after she left Colombia she never answered us.

iii. Change of 7000xBogotá OCP twice

The change of the OCP of 7000xBogotá twice, make the team to get a little bit

unstable, and the consequence of it are mainly reflected on the delay of the sales of

the project and the achievement of the goals of the same.

iv. Not having a matching team defined

Having only a matching manager and not direct members of the coordination of

matching, was a bad case practice since the manager was overloaded of things to

do.

4. Next Steps: Activities for Q3

- Re-Raise Vita.Minas and We Speak


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The project managers now will be focused only in 3 projects as well as their OCPs, 2

old projects: Vita.Minas and We Speak. And one new project: AlfaBeta. The 2 old

projects are mainly focused on making re-raise with the actual TN Takers and old TN

takers to recuperate old TN takers.

- Raise of the project with Fundación Artes Guerrero

The project and the budget have been accepted but we still miss the trainees for the

project so we need to work on the match.

- Development of the project AlfaBeta

This is a project that started in 2012 but it was never realized. Now IGCDP wants to

take it again and realize it for winter peak.

- Focus on early match for winter peak.

We want to raise the TNs much more early than last semester to be able to achieve

good matches and to be able to continue selling our start product: Global Village.


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- Product Development & Raise

Increase our sales was our focus. Our strategy, face one of the most important

challenges for our network. We were the unique area in AIESEC in Colombia

working on IT - MT market and developing our product without evidence or KM

that supports our strategy. Nevertheless, Corporate Development has

transformed our Incoming Global Internship Program. AIESEC Andes as pioneer

in Colombia has 3 different iGIP projects. Each one focused on market behaviors

and customer needs. These are part of our biggest project that is supported by

INNpulsa, Externado University and Entrepreneurs.

o Plan Padrinos Externado: In synergy with UM we established a partnership with

Externado University. The main objective of this partnership is provide international

talent to “Plan Padrinos” and involve them as our educational partner to guarantee

a better experience for EPs and quality for TN Takers. TN Flow expected per year:

30 exchanges. We adapted MT to MT Short term aligned with our international

supply.

o INNPulsa: The most important partnership not only for us but also for AIESEC in

Colombia. INNpulsa will connect us with StartUps and Pymes in order to provide

them international talent. We have achieved this exclusiveness. In addition,

INNpulsa recognized our project as the way to improve our competitiveness index

and bring innovation to companies. TN Flow expected per year: 30 exchanges.

o Digital Development Public Sector: Given National and local development programs

focused on IT sector. We developed a product to solve and support these programs.

This project will be applied this semester.

- External Connection

Participate in conferences and boost our operational flow were important tasks for this

quarter. Corporate Development had the highest operational rate in AIESEC in

Colombia. This Quarter, 230 new organizations knew AIESEC and our impact through

international talent. We achieved the highest number of appointments attended in this

quarter: 42. Life Long Connection achieved 4 meetings. We participated in different

congress and fairs in order to connect our product with organizations.

CORPORATE DEVELOPMENT Sebastian Rincón


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We connected Government, Academy, Enterprises and Third Sector in one big project.

INNpulsa will add us on international network that provides information to fulfill your

needs. AIESEC will be the unique talent provider organization in Colombia for StartUps

and pymes.

- Membership Development

Intense experiences in order to guarantee membership to deliver our promise as area.

2 applicants for VP and 2 new TLPs. Focus on experience to motive the membership

while they are working to achieve our goals.

2. Actual State

Q2

CD


# RAise iGIP 12 3 25% 8

# MAtch iGIP 15 1 6,3% 14

# REalize iGIP 2 2 100% 0

# of projects 0 2 200% -2

3. Learning Points

a. GCPs

i. SIKA - AIESEC in Colombia & AIESEC in Brazil

We negotiated the first GIP project for Latin America. SIKA will take 12 interns from

IGN in Brazil. Colombia will provide 7 EPs and gets money from the contract to

invest in 10 TNs.

ii. INNpulsa & Government

Our product is recognized by entities like INNpulsa and City Hall.

iii. National Recognition

Best Performance in The Apprentice Campaign by TMP, TLP & VP.

iv. Empowerment

Two Coordinators have applied to lead the area for the next semester.

a. BCPs

i. Lack of Follow up to achieve goals faster


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Follow up is mandatory to achieve results faster. Nevertheless, lack of knowledge in

some process and National Office delays were a handicap in our timeline.

ii. Volume Management

We didn’t expect our operational flow. We didn’t manage in a good way our

appointments. Finally we burned our membership.


- Expansion of Projects

Was established a new coordination responsible for 3 projects strong at this moment:

INNpulsa, Plan Padrinos "Externado" and Digital development with City Hall. During

Q3, we will seek to expand Digital development project to municipalities of

Cundinamarca and Boyacá. Goal: 8 RA

- Membership & Leadership Development

Guarantee membership development through synergy between Talent Management &

Corporate development creating an education cycle.

- Sales

Focus on sales and match. Calling days and focus on results. We come back on PBOX

term in order to increase our results and provide more benefits to our TN Takers.

- Match

Run our international agreements with different LCs in order to match faster our

exchanges opportunities.


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- Sales

The area was focused in new RAises, we contacted 85 schools, in order to have more

accounts. We developed and improved our product depending on the needs of our

possible buyers. The area had to generate new strategies to make the product more

attractive and interesting for the companies. We developed education projects for

language institutes. In the sales process, we had the need to specialize our products

and our targets so we were focused on the kind school that were finishing their school

year so they could buy our product in this moment. And to the other schools we offered

a tryout of our product, kind of an ET short term, with different characteristics, so the

product was more attractive.

- CRM

This area is based on the need of our TN takers, we need to have fast solutions for them,

that’s why the area is always focused in the accounts we already have. This quarter we

focused on top performance accounts, Colegio Bilingüe Buckingham and Smart. We

had to be really careful about these TN takers, the Smart account is our biggest partner,

and by the moment they decided to stop the reRAise for this year because of some

circumstantial reasons.

- Match

New strategies were needed; mailing wasn’t effective so the area searched for new

options, like direct calls or posting on different groups of AIESEC in the world. The

communications in our platform improve, as a LC we are known as a provider of ET

internships in countries like Russia, and we now have more than 4 trainees due to the

international cooperation.

- Delivery

In order to deliver our promised product, we had to be very careful with the new trainees

that were arriving to our TN takers, making sure the expectations were fulfilled. So we

were focused on how they had their expectations aligned with ours and the expectations

of the TN takers.

2. Actual State

STRATEGIC ALLIANCES Carolina Quintero


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Q2

SA


# RAise iGIP 16 6 37,5% 10

# MAtch iGIP 18 3 16,6% 15

# REalize iGIP 3 4 133.3% -1

3. Learning Points

a. GCPs

i. Empowerment of the coordinators

The coordinators had experiences that make them to connect in a much better way

with the organization and the area. Right now they want to take more roles, and

understand how the role provided them with tools for their own development.

ii. Team Building

We had a team building just before the assembly of Q1, so the area were prepared

psychologically for the challenge that we had, we understand the decision of the

assembly as a boost for improve our work.

iii. Refereed accounts

Thanks to the management of SMART account, they referred us to a new account that

right now is a TN taker.

b. BCPs

i. Lack of diversification in our portfolio.

More than the 80% of the experiences we had to deliver, depended on one account,

so we didn’t took on account the circumstantial factors that may happen during this

time and how it will affect the new RAises.

ii. Timeline

The match wasn’t fulfilled on Q1, so the REalization moved; that circumstance

affected the reRaise process. The timeline in IGIP is so important because depending

on the duration and the date of realization we calculated the time and number of re

raises.

iii. Practical education for sellers

The knowledge was based on the VP, and in different occasions the coordinators

and team members expressed the need of assistance from VP on their meetings. Also


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the lack of calling days in the second month of the Q was a problem because of the

availability of the members.


- Entering a new market

For Q3, we need more RAises so SA has a new sub product of IGIP. The hotel sector

will be contacted in July and August. We have the goal of contacting more than 200

hotels in Bogotá and in the outskirts of the city. This kind of product has been successful

in other cities and countries and we already did the study of the supply and the needs

of this sector in Bogotá.

- Match

We want to keep improving in this activity because it is a bottleneck for our area, that’s

why we are introducing a new platform for mailing and communications’ strategies, so

we get known in more LCs around the world. We are doing this in synergy with

IM&Comm.

- CRM

At this point, this coordination has to get more professional, so we need to base our

process in new management methods. Also this process has to get consolidated for the

members of the area and we have to take into account that we are handling the brand

of AIESEC. We need to keep bringing solutions to our TN takers and providing

competiveness to the Colombian market.

- Re Raised of Smart

This activity is part of CRM, but due to the importance of the account for the area and

the LC, we need to make sure we keep this partnership. We aim to raise ten forms,

which can get matched in the next Q assuring pipeline for next year.


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- Effective Raises

Q2 was relevant to exploit the potential of the summer peak, which historically has been

the most significant for AIESEC Andes. We moved all our operational forces in

conjunction with the OGX corner in order to achieve as much raised forms as we could.

OGX corner innovated with different channels of promotion, events, calling manias, and

direct sales.

The message of our programme was take it with very good reception in most of our

segments and universities. We received many people interested in our internships and

consequently real applicants in our platform. The focus for OGCDP was to reduce the

time to contact applicants and facilitate them different places and hours to make effective

their selection process.

The result of this teamwork is that AIESEC Andes is now top 2 in Colombia in number

of raises of OGCDP. We are reaching more people with our programme and changing

more lives.

- Fast Match

We improved our communication with EPs through our CRM coordination helping them

to fulfill their expectations of matched and realized. OGCDP members are enablers for

EPs to find the right internships and we are constantly tracking the EP’s needs. We

facilitated the match procedures of most of our EPs, and we are always aware of

“Multiplica tu Impacto” next matches to guarantee their realizations.

OGCDP is moving to a fast match standard, with an average of 2 weeks’ time for

matching our EPs, this is a complement of offer a professional customer service.

- Follow up to improve quality

One of our drivers in OGCDP is achieve numbers with quality it means we are

responsive of the EP’s internship experiences. OGCDP members have been having close

relations with our EPs simplifying the communication and the response for their

difficulties. Along Q2 we faced well all the problems and issues of our EPs abroad

improving the credibility of our programme.

- Summer Campaign

In order to develop a better perception from students in our universities, OGCDP

conducted a summer campaign called “100 maneras de decir Colombia”. This

OUTGOING GLOBAL CITIZEN DEVELOPMENT PROGRAMME Adriana Fajardo


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campaign was moved through massive mailing, offering cash discounts and the benefits

of the programme. The result of this initiative was a lot of learning for future massive

campaigns in our programme.

2. Actual State

Q2

oGCDP


# RAise oGCDP 134 72 53,7% 62

# MAtch oGCDP 91 43 47,2% 48

# REalize oGCDP 84 36 42,9% 48

Realization Rate RA/RE 63% 50% 79,4% 13%

Informative Sessions 40 40 100% 0

MRBs 25 25 100% 0

3. Learning Points

a. GCPs

i. Weekly RA rate

This Q we focused basically in sales, along this three months OGCDP has been

legalized effective raises every week, showing up the constant teamwork of the area.

This is an outcome of the number of applicants and the positioning of our programme

at universities, especially in Andes University.

ii. Multiplica as strategy

Q2 was definitive to leave pipeline for Q3 and increase our out peak realizations.

OGCDP is getting ready to change the concept of the second semester of the year,

within 35% of our raises by “Multiplica to Impacto”, leaving 40 EPs on available

and 11 on matched.

iii. Diversification of destinations

Right now, EPs from AIESEC Andes are turning into new countries as destinations,

now we lever up the matching problems of the top entities at countries like Brazil,

Egypt or Russia, with new matching strategies with India, Argentina, and Middle East

counties.


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iv. LC to LC cooperation

After the great opportunity of takes part at the Iberoamerican Leadership Congress

in Panama, OGCDP Andes develop fast responding match with demanded local

committees like USP (Sao Paulo) and Buenos Aires. Facilitating the respond for

applicants, reducing the time of selection processes and following the quality issues.

b. BCPs

i. OGCDP in Colombia

AIESEC in Colombia faced this semester a different behavior of the

programme. The programme showed a decrease in realization rate for

summer peak in comparison with other years. OGCDP in Colombia have to

move the focus to winter peak realizations.

ii. Low rate of MRBs assistance

Along this period we received a lot of people interested in our programme

through different strategies of promotion, and participation in diverse kind of

events. In synergy with IM&Comm and Marketing we face out the quantity of

interested people and enabled innovative channels for carry out they process,

but it was not work good enough to make effective sales.

iii. Unfocused university segments

In order to reach more and more number of students, we lost the focus of our

principal segments of sales according with the actual products of the

programme. We point out many different strategies of promotion and

selection process but along the way we missed the importance of the key

faculties and semesters in our universities, diverting the message for our

customers.

iv. Lack of Post-Match documentation

The actual situation of post-match documents represents a lack of 40% of this

documentation. This is because a deficit on our tracking strategy for EPs after

match status. And we are facing now that EPs after traveled do not respond

what increases the difficulty.


- Follow up for “Multiplica tu Impacto”


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Q3 is crucial for making the correct follow up of people who acquired more than

one exchange experience. OGCDP have to guarantee the second and third

match and realizations during this Q, monitoring the application processes, visa

procedures and quality issues.

- Applicants’ capitalization

Our operative capacity would be focus on capitalized applicants from data

bases accumulated throughout the first semester. 344 PODIO applicants and

550 people interested at events, info sessions, “saloneo”, and others compose

these databases. As customer relation manager OGCDP should contact and

provided the corresponding follow up for these potential exchange participants.

- Winter peak raise

OGCDP has a serious responsibility with AIESEC Andes in order to accomplish

for the first time a Winter Peak. To carry out this, as a team we have to work

hardly since Q3, raising periodically and working parallel in our three focus

universities. We must assure constant raise in each university, identifying new

potential markets with faculties never attack before and new communication

channels design in synergy with marketing.

- “Multiplica tu Impacto” as a focus

In order to respond to the actual demand of the programme, one of our focuses

for Q3 is offer “Multiplica tu impacto” in packages of 2 internships. Multiplica x

2 would be as well a national focus, providing 2 different projects in a same

country with specific partnerships like Argentina, Brazil and Egypt.

- Reintegration Strategy

As customer relation managers, OGCDP is responsible for close the exchange

experiences of our EPs. We are working on integrated experiences for our

customers, facilitating the upselling of Team Member Programme. Beyond this,

we believe in returnee’s potential for work by core areas, showcasing the final

product of our internships.


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- Fast delivery and tracking for Raise

Clean up of the 107 applicants in PODIO, selling calls and MRB logistic strengthening.

After the gap in Match left by planning over pipeline from 2012 our commitment was

to fill this gap with higher and proper recruitment in order to form a 2013 pipeline that

guarantees match to achieve results in Q3 and Q4.

- Approach to official spaces of promotion

Pursuit of agreements with entities inside the university, in order to set our product since

is not completely positioned yet. We closed CTP Agreement in Andes University, and

by an outstanding work of corner and specially Marketing Area we deliver successfully

more than 4 events with different stakeholders, including one in Andes University

sponsored by the agreement.

- Build sustainable Pipeline and Program (Finish pipeline clean up)

We strengthen tracking of Pipeline 2012 Match by several channels (daily calls, daily

mailing, brutal sincerity about their expectations and internship probabilities) in order

to clean up all old pipeline, by matching them, but if necessary also by changing forms

status of uncommitted EPs to Rejected. Unfortunately we discovered that 2012 profiles

remaining were very unfocused, so we turned our efforts in shaping a strong program

and to build a legacy and base to work in Q3 and Q4. We switched our target to fulfill

completely aligned sales and Raises, we completed first stage of service platforms for

our EPs (OGIP Blog), we strengthen relations with CTP, and we advanced in different

approaches to international cooperation and relations with LCs abroad. Beside we had

the chance to work for a project of Engineering thanks to CD Area and MC cooperation

with Sika, with amazing results regarding convening of possible EPs. Even though the

project was postponed, it left us a base of a never tried before approach to engineering

and OGIP program in general.

- Set Match material and strategies for new pipeline

We had to receive new pipeline and improve old strategies in order to prepare area

for Match focus after May. We achieved the matches planned for 2013 Pipeline for this

semester and we already match 75% of the profiles recruited in Q1, what is an

outstanding Matching rate that gives us good bases to work in Match for now on.

OUTGOING GLOBAL INTERNSHIP PROGRAMME Gabriela Galindo


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2. Actual State

Q2

oGIP


# RAise OGIP 7 13 185,7% - 6

# MAtch oGIP 16 9 56,3% 12

# REalize oGIP 14 6 42,9% 3

Realization Rate 100% 100% 100% 0%

Informative Sessions 10 15 150% - 5

MRBs 6 15 250% - 12

3. Learning Points

a. GCPs

i. How to build a program for an LC

After several area structures, and several tryouts of operations execution as are

normally delivered in AIESEC Colombia, we discovered Andes new “way to OGIP”

based in ER, IR and Effective Service, rather than operational strengthen. This will

build a much solid base to grow Global Professional in our segmentation.

ii. Personal MRB spaces

We delivered efficient MRBs and we turned this spaces in a sale in order to complete

participant’s alignment with product and supply and demand. We discovered that

personal interviews and follow up is much more effective than managing volume.

iii. Expectations Management

EPs as well as area team members, are AIESEC main product, but also main

customers; taking this in to account one of the biggest learning points definitively is

managing of expectations from the beginning. This was the way how we matched

and realized effectively 2013 pipeline in Q2, even surpassing Realizations to this

point from 2012 (5) which were process raised in previous year (2011). For

members or EPs who didn’t had a proper alignment from what the organization

requires and/or offers from the beginning of their experience, is very risky and tiring

trying to set their minds back in the reality without damaging the normal growth of

an area or program.


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iv. Sponsoring of universities and official entities.

We ensured faster sales in spaces sponsored by our stakeholders, as events.

b. BCPs

i. Expectations Management

Even though in this point we have already identify this big issue for the area, we

were not able to scan it throughout the semester in order to take proper preventive

and corrective measures. After reactive measures the area and the program are

stable in this moment, but is worrying to see OGIP Andes 2012 pipeline statistics as

Match (0%), Realization (25%) and Membership retention rate (Below).

ii. Area retention

At the end of the semester we had to face a very disappointing and difficult situation

regarding our TMP and TLP experiences inside the area. Different personal and

professional facts affecting all TLPs, including VP, disrupt normal flow of operations

and team building processes; we were not able to align oldies expectations from the

organization with what OGIP really is and what it needed, and we didn’t take

accurate measures to solve this issue in talent management level. One of the hardest

points of balance to achieve as VP has been between the experiences to be provided

to OGIP EPs and the ones provided to my members, unfortunately my decision was

to focus in building bases of a sustainable program rather than a team, and the

results of this is a retention of 37% and only few members officially in the area after

TM scan at the end of Q2.


- Fulfillment of our promise.

Our commitment with our LC as Bolts and as OGIP is to deliver 35 amazing life

changing experiences through Global Professional. We have delivered almost a third

of our goal, so accomplish our promise would remain as a priority until December 31st

of 2013.

- RA RA RA

Clean up of applicants in PODIO, selling calls and MRB logistic strengthening. We need

to Raise this Semester as very few LCs have done it before in order to accomplish Bolt

goals and leave an outstanding pipeline for 2014.

- Squeeze CTP and universities agreements

Get all the advantage from the agreements and conventions signed, for promotion,

Raising and positioning of the program.


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- Match like a boss

We need to strengthen communication with EPs as well as international positioning in

order to take advantage from this “matching peak” for OGIP (From June to September)

and match most of the 20 forms we have available in this moment.

- Team building and empowerment.

After a hard first semester we focused our efforts in building bases for our program and

product. Now we will focus in building the strongest OGIP team ever seen, and prepare

2014 Vice president and MMs in order to perform an outstanding demarche for OGIP

Andes from now on.


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- Redesign the TxCs and interviews aligned with Talent Management

profiles

Our traditional TxCs were already known by the people and some of our interview

questions were getting old that is why for the buddies’ recruitment, the interview

questionnaire changed using questions aligned to the role of the buddy but without

changing the AIESEC values format. Also the specific TxC for buddies changed aiming

to look specific traits on them.

- Plan and execute the vacations recruitment aiming to recruit 25 buddies

for the summer trainees

We designed the promotion and the campaign for “Joven Talento Vacaciones”. We had

42 applicants but due to vacations and final exams we only received 17 people for

interviews. We accepted 15 and they were assigned to Quality for buddies program.

- Deliver the best Awards night seen in AIESEC Andes

With 8 sponsors, 3 music acts and more than 1 million COP in prices, as TM, we

delivered the AIESEC Andes Golden Goat Awards with the presence of more than 80

members, externals and other LCs members. Whole TM was involved and the OC made

a fantastic work.

- Deliver the three Training Saturdays with the planned LEC structure

We delivered one Training Saturday with the presence of Franklin Covey’s CEO for

Colombia and some alumni based on Leadership theme. We achieved the objective of

having more than 50 assistants to the event.

- Deliver the First LC Team Building

As a closing activity for the Q, we had the first LC Team Building of the year with 6

different activities aiming to enhance LC’s belonging feeling and commitment with the

organization and the different areas. For TM is important to build day by day the

belonging feeling for our committee.

- Handle every month a Tracking analysis aiming to enhance LC’s

motivation and performance

Due to the lack of commitment and culture with the Tracking Tool, there was no

information for the Tracking analysis. Next semester the tool will change aiming to

TALENT MANAGEMENT Felipe Morales


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achieve complete use of it and the understanding of the need for a tool that allows the

correct follow up of the membership.

- Deliver successfully LEAD program for TLPs

We began with LEAD programme for AIESEC Andes as a requirement for being the

best TLP of the semester. 2 sessions were delivered: Team management and Trust

Building.

2. Actual State

Q2

TM


# TMP Roles 49 38 77,5% 11

# TLP Roles 8 12 150% - 4

Retention rate (%) 90% 66,7% 74,1% 23,3%

# of Training Saturdays 3 1 33,3% 2

# Team Buildings supported 7 6 85,7% 1

# of sponsors for Awards night 5 8 160% - 3

3. Learning Points

a. GCPs

i. Semester Goal Setting

Even if most of the membership didn’t fill out the SGS as it was desired, the generation

of a new format to manage AIESEC Career plan and people growth through CAT

competencies allows TM to build activities aligned to it in the future.

ii. Awards night as a motivational event

Putting aside the prizes and the different details of the event, Golden Goat Awards

Night was an event that contributed to the motivation of the membership and

strengthen the bonds between the areas and their VPs

iii. Training Saturdays

The Training Saturdays brought back that educational tradition to the committee.

Externals and alumni presence aligned to LEC themes is well perceived by the

membership. After 2 years we had an LETT event with more than 60 participants.


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iv. LEAD implementation

We began with LEAD implementation as a programme exclusive for TLPs aiming to

boost their performance as leaders and their team experience.

b. BCPs

i. Tracking tool commitment

Almost any area or coordinator had the required commitment to fill up continuously

the tracking tool. There was no input for the desired data analysis about membership

performance.

ii. Lack of people in LC TB

Due to the date, the LC TB had less than 40 participants.

iii. Balance between TM activities and Operability

LCs size and areas continuous operability reduced the dates and times for TM

activities. It’s very difficult to find the correct balance between operational activities

and membership activities.

iv. Buddies applicants assistance

Due to lack of promotion and communication errors, just the 35% of the applicants

for “Talento Joven Vacaciones” programme assisted to the planned dates for

interviews.


- Second semester recruitment

For the next Q, we will have a recruitment goal of 65 newbies. The correct management

of OC recruitment and all the activities around it, will assure the success in the talent

recruitment having the correct profiles for the organizational needs.

- +XP programme

Returnees are a minimum for the LC and a priority for TM aiming to engage more people.

With the help of oGCDP, we will work for the correct induction for returning EPs to the

LC and to improve the rate of EPs that return to work for the committee.

- LEAD for EB and TLPs (Pipeline)

We aim to begin LEAD programme with the EB and continue with the programme for

TLPs. New themes aligned to the new generation of TLPs needs and external presenters is

a priority.

- Training Saturdays


22

Working with UM, we aim to strength the relationship of the LC with universities by having

teachers and professionals in our LEC. Specialized agendas for corners and a learning

center are important initiatives for TS.

- LC’s Motivation management

Managing 200 people motivation is always challenging. This Q we want to help and

train the EB and TLPs in team management techniques that aim to improve motivation.

Also LC belonging feeling is a priority.

- Tracking Tool management

Changing the tool and making a new internal communication campaign we want to

achieve more than the 80% of tool fulfillment. The correct understanding of the tool

objectives will allow us to have correct information and act based on it.

- Pipeline advise and management

EB elections for the next year will be in process and in TM we will advise people

according to their AIESEC career plan.


23


- Collection of nonperforming receivable

The area was focused on the collection of recourses that were pending to be collected

from the first Q, like receivable accounts from Zonalito and the IGIP Accounts.

- Follow up of MC

This Q the area, specially Legal and Follow up Coordination helped track payments of

the EP’s, which allowed considerable incomes in OGX.

- Finance Education

In this period the coordination Governance and Education proposed different ideas to

be implemented in the second semester. By the other hand the area assessed the

relevance and effectiveness of the activities that were performed.

- Accounting Software

The area sought technological solutions that contribute to the optimal financial control

that was one of our priorities for Q2. The objective with this is that the management

can be done in a lees operational way, and thus able to make a deeper financial

analysis of the LC, with less reporting time.

- Resources for next periods

The financial strategy of this year indicates that Q2 will be a period in which the gap

between incomes and outcomes will be positive, and allows have resources to face next

periods like Q3 in which are no peaks.

2. Actual State

Q2

F&M


Reserve Fund/Maintenance Fee 1 1.33 133% - 0,33

Operative Fund/Monthly Manutention

Subsidies 1 2.33 233% - 1,33

Supports and reports submitted on time (5

days) 3 3 100% 0

Published Financial Reports 3 1 33% 2

FINANCE & MANAGEMENT Francisco Álvarez


24

3. Learning Points

a. GCPs

i. Consolidated Team

In this quarter the area continued working on team construction. In this period we

had the opportunity to have a Team Building accompanied by TM and also a

vacations farewell, in which the area had the opportunity to connect with the other

members more than a job relation.

ii. Tracking MC

The track to the MC, allow us to have more control about our incomes. Also this

permits to have a closer relation between F&M and the MC.

iii. Reserves

The incomes received allowed rebuild reserves fund in the bank account, which

means that we have again this emergency backup.

iv. Enjoying Participation

The members want to participate more with the organization, and this behavior is

reflected in the increase of applicants in different roles that the area provides.

b. BCPs

i. Vacations

The vacations adversely affected the dynamics of area meetings, reflected in low

attendance at virtual meetings, which injured the area operations. However it’s an

expected behavior, which is may be remedied once the universities return from

holiday.

ii. Finance Delegation

The area has some operations that cannot be delegated, which complicates the VPs´

management. Also decrease in operations makes that work accumulates in the head.

iii. Debts from Members

Are recurring debts that come from members, usually after events, which adjusts the

committee’s cash flow and makes that collection process blurred the area’s

operations.


- Guarantee the legality

The area is going to focus on guarantying the legality of the core processes; a

coordination is going to be dedicated to this issue.

- Implement accounting software


25

The GAL is going to help us to implement World Office as a solution of the finance

management, what is expected is that in this way the finance operations become easier.

- Financial Education

This project is going to continue and with more force, the idea is give more financial

contents to the membership by different effective ways.

- Excellent delivery with Accounts

The relation with accounts also depends in how finance is delivering his process with

the TN. In this sense one of the focuses for the next Q is to have an excellent delivery in

order to facilitate the Re-Raise.

- Support and coordinate OCs

One of the BCPs of second Q was the tracking to the OCs, as the iGCDP OCs as the

events OCs. In this sense were going to support and track the financial management of

these teams.

- Planning for Second Semester

In first semester the area do not plan the activities and activities that were to be

developed and that was one of the reasons that some things were not done. That’s why

the area is going to plan his second semester.


26


- Support to OGX Corner in order to get RAs through presence in events

We worked based on our commitment with the RA goals. So, Marketing trying

to innovate in our way to get interested people in Outgoing Programs attended

events to expose the exchange experience. We reached more than 900 people

with our message. We are working to continue with this kind of practices and

improving processes to be more effective.

- Start thinking about the support to Incoming Areas

This Q was a Q to prepare strategies and programs to have more participation

in the Incoming areas work. We conclude that Marketing has to have a

specialized support to ICX to enhance the way we sell and the brand experience

that we are providing to our Incoming costumers. To design CRM programs,

supporting with media management and promotion of our projects.

- Professionalism is based on education

Worried in the superficial preparation in Marketing, this Q we started an

educational cycle that prepares our membership in Marketing practices

applicable in AIESEC but in the professional life. That knowledge empowered

the membership with the value proposition of our area and gave us innovative

practices to make promotion even when the new communications policies reduce

the channels to promote and to live the experience.

2. Actual State

Q2

MKT


# Interested people in events 450 567 126% - 117

# Showcasing cases 64 44 68,7% 20

# Promotion material 3 2 66,6% 1

MARKETING Margarita Gutierrez


27

# BTL Actions 5 1 20% 4

3. Learning Points

a. GCPs

i. Events attendance

Those participations in events gave us the opportunity of understand the needs of our

market segment and engage more people with the brand. But also our membership

had the opportunity of join those events as a selling preparation, knowing better our

Outgoing products and the way to sell them.

ii. Educational cycle in Marketing area with the creation of Education Manager role

An empowered membership is one that wants to be better. Historically, the Marketing

area in AIESEC Andes has had no innovation in the way that they made the

promotion, maybe because lack of knowledge by the membership or because we

were scared about the change. This Q we designed an educational cycle that teach

marketing and advertising topics to the members in order to professionalize our

practices and accomplish the value proposition that we are promising as

organization that team programmes have.

iii. We are close to our Incoming areas

This Q led us to propose strategies to all of operational areas. But is relevant to

highlight the proposal passed on to the incoming areas. CRM program, attendance

to events to meet potential TN Takers, intention of support the social projects give us

a bigger relevance, a bigger challenge, bigger learns and a real development of the

role of the area and their membership.

b. BCPs

i. Poor interest because a poor value proposition

We worked on projects for Incoming areas but those projects have no being realized

because there was no clear utility of those projects. In the last years the marketing

support to ICX was poor and that confidence relation between core and support is

not build.

ii. Data bases non contacted

The OGX Corner has to track the contacts got through events or mailing in the data

bases but unfortunately we cannot contact those people because the operative

capability was focused on match process. Then we lost that time of expectation and

generate need with the people. Now we have to sell the experience in cold again.


28

iii. One goal, one LC?

We have to promote through education that the goals of our LC are built by all of us

but not just by the programmes leader areas. It is a mission of the Marketing area,

in synergy with TM, to promote the right message, with the right promotion strategy

to sell our programs. Maybe the lack of knowledge by the membership about how

to sell the products reduce our operative force then we have to capacitate the

membership to get our goals being one LC but not “independent islands”.


- OGX promotion through innovation

As marketing area we will use new ways to promote the outgoing experience based on

BTL strategies, media plan by social networks, stands and cooperation with AIESEC in

Bogotá to have a bigger reach and impact. Also, we want to have a better synergy with

Universities Management to improve the way we sell OGIP because we want to be more

focused, efficient and productive.

- ICX and MKT now are in a relationship

Those areas have to be together. At time to sell ICX is selling a brand and an experience

that Marketing has the obligation to care and make it attractive more and more. We

are commercial corner so we have to work together to show a professional brand, a

relevant experience, to meet our customers, to be the first partner of our TN Takers, to

position our product in the market, to be better. CRM Programs, Showcasing, generation

of portfolios, public relations through events are some of the activities to be relevant in

our place.

- Growing together as a LC

We are working in an educational cycle focused in our internal costumer: Our

membership from all of the areas. Each one in our committee must to be prepared to

manage correctly our brand and sell our products. That is why Marketing has a new

coordination to prepare our membership in marketing and brand management. Based

on clusters of areas (Incoming, Outgoing, Membership and External Relations) we will

guide the cycle to be focused and appropriate.


29


- OGCDP Support

The main priority for Q2 was the Organizational Support for OGX corner, especially

OGCDP to support the whole OGCDP flow and help managing the big numbers

OGCDP planned. The support IM&C provided consisted especially in support in external

and internal promotion, as well as support in the different platforms used to manage the

information of the EPs.

The first process is the internal and external promotion. To support the external

promotion, particularly in los Andes University it is important to extract and generate a

database of mails to attack (using the information of which of the university programs

are most likely to take the OGCDP product) and then attack using massive mailing to

promote the briefings of the product and inviting to take it. Also there was an internal

promotion campaign which encouraged the TMP and TLP to take an OGCDP product

and complement their experience with different discount policies and an aggressive

campaign through all the communication channels of the committee, unfortunately there

were only few persons who really took the Integrated XP Program. Finally to support

external promotion in the late weeks of May and beginning of June almost 60-80

possible EPs were contacted through phone calls and they were invited to continue the

process through MRB or through virtual interview and IM&C made 6 interviews.

The second process is about support in the different platforms, the platform with most

problems so far was START platform which presented problems in the register of the EPs

and basically the strategy was to identify the incidents and fix them right away with the

MC support. Also the use of Podio to manage the database of interested people

recollected in all the events was crucial, nonetheless the strategy was implemented too

late and the managing of the database was really messy.

- KM Documentation

KM is used for keeping the information developed for every member in the organization

which have the potential to improve or develop GCPs for future generations of

AIESECers. KM strategy is focused in the TLP members who are capable or collect the

experience of their members and their personal experience. In this Q2 we continued

using the tool “Mensuario” which allowed coordinators to tell their experience in a

simple Form useful later to fill the KM documentation at the end of the experience. For

INFORMATION MANAGEMENT & COMMUNICATIONS Ivan Barrera


30

this KM documentation tool we had a response of about 40% of the TLPs of the

committee who were finishing their experience and we have a lot of inputs to improve

this percentage. Also the tool “Mensuario” was probed to be useful at the moment of

making the respective documentation of the processes recollected.

Also the processes documentation strategy was focused in documentation of key

processes of TM and OGCDP. For Q2 we were able to document about 17 processes

of TM and OGCDP (available in the KM Podio space). Taking into account there were

3 processes in documentation since Q1, actually there were 14 processes documented

in Q2.

- Culture strengthening

Last focus for Q2 was the strengthening of a Culture in the committee related with IM&C.

There were 2 different strategies related with this focus in Q2.

The first strategy was the strengthening of the Podio culture. For this strategy a series of

videos, links, and educational activities was launched in order to enable the different

members of the areas to develop their activities in a better way. The videos are available

in the internal blog and the internal webpage.

The second and most powerful strategy was the launch of “Rally Podio” which consisted

in several tasks and questions about Podio usage through the month of May allowing

and encouraging users to search, find and use the different tools available in Podio, we

have a total of 80 registered users for the Rally which is a really good number, however

only about 10-15 were actively participating in the activities proposed which is a

learning and an improvement point.

2. Actual State

Q2

IM&C


% TMP in platforms (my@ & Podio)/real 100% 94% 94% 6%

%TLP in platforms/real 100% 100% 100% 0%

% Active Membership in Podio 55% 35% 63,6% 20%

# Processes Documented in Podio 3 3 100% 0

# BI 4 2 50% 2


31

# Educational Activities 5 2 40% 3

# Registered in Culture activities 100 80 80% 20

# Newsletter Visits 960 1340 139,6% -380

# Exclusive visitors in the blog 200 224 112% -24

# Exclusive visitors in the webpage 600 755 125,8% -155

3. Learning Points

a. GCPs

i. Mensuario

Although there were only about 40% of response in the KM tool developed for this

semester and a similar percentage in the use of the tool “Mensuario” it is a progress

in the use of KM in the committee and the tool “Mensuario” allowed IM&C to have

a better construction of the KM in the committee, also there is a lot of improvement

to do in this subject but we are looking for that improvement.

ii. Rally Podio

The introduction of the event “Rally Podio” allowed people to get in contact with

Podio and meet the different features it has and the potential it has to develop easy

tools for management. Also it was an awesome event to develop IM&C culture in the

committee.

b. BCPs

i. oGCDP Database Management

There was a bad database management in the OGCDP flow in Q2 where it was not

clear the format to register interested people in the program and with all the events

realized in order to increase the OGCDP interested database it was a huge disorder

of information, from now on it is important to keep the same registration format and

keep the information in tools such as Podio

ii. No Sellers in IM&C

With almost 600 interested in the OGCDP program it was important to make a

second contact as fast as possible, as a support area it was proposed to help in the

contact of these interested. However since there is no sellers profiles in the area of

IM&C the message was bad delivered and we obtain just few applicants to the

program.


32

iii. Wrong management for Integrated XP

Although the Integrated XP was delivered in the right times according to the OGCDP

flow, we had less than 3 applicants for the OGCDP program in the committee that is

a really low number representing slightly more than 1% of the total membership of

AIESEC Andes, again, probably the problem was the delivery of the wrong message

for the interested.


- TM Organizational Support

Just like the first semester it is important to provide support in the process of recruitment

through the development of better tools in the process and providing support with

mailing, database management and later support in the RA-MA-RE process in platform

- Empowerment and leadership focus

It is really important to guarantee membership development and leadership development

in the area to ensure proper deliver of the AIESEC promise and continuity of the area.

Also it is important in synergy with Talent Management & Marketing develop an internal

educational cycle in Comm skills and leadership skills

- OGX support

It is important to continue the support in OGX activities to deliver the most important

winter peak of AIESEC Andes history! That means mailing support, events registration

form support, support in platforms, internal campaign support!.

- ICX support

We will start supporting ICX corner through matching support using communication

channels in the AIESEC network to promote our TNs for iGIP and iGCDP leaving the

actual matching process to the core areas who know better how to do it, also the support

for Familias Globales will be more intense in the internal channels

- IM&C general re-launch!!

In general for IM&C there is a huge plan for improvement in all its processes and its

image in the committee beginning with a re-launch of IM&C in the general assembly

(wait for it) and especially in the Comm processes will be a lot of changes.


33

CONNEC TION


- IGIP and IGCDP Support IGIP and IGCDP Support

In Q1 we focused on building relations with alumni. In Q2 we focused on materializing

the support through concrete actions. We had over 10 iGIP appointments through

alumni or alumni referees. We had 1 IGIP RA with trough members referees. These

numbers have to grow at least 200% per Q. We had with IGCDP more than 2

appointments with our alumnus Angélica Barón working to get RA with Fundación

Egipto. We had as well meetings with Oscar Ayala trying to build an iGCDP project

for winter based on the Blue Economy model they are involved in.

- Communications strengthening

One of the key processes to improve our CRM program with the alumni network is

developing and maintaining diversified and effective communication channels. We

based our innovation in the LC News of AIESEC EAFIT bringing this idea to the alumni

network: the Alumni news. Although we need to improve the quality and marketing

standards of the material, it had a nice response from the alumni that didn't read the

newsletters, and the ones that did thought this was a more attractive way to keep

connected with the organization.

- Mentoring, LEC support and Coaching program

In mentoring we had 11 new mentor-mentee couples this Q. Although the number is

satisfactory, the lack of commitment from both parts, mentor and mentee, is worrying

since we have been trying different strategies that haven't worked that well to improve

this reality. In terms of coaching outside LEC, which wasn't that developed in Q1, we

had our first specialised coaching in Q2: marketing received a coaching from one of

our alumni.

- BOA, KAT y GAL.

We had our first BOA EB meeting where we had assessment from these external

volunteers to the EB just before our re-planning process as EB. We started to work with

Blanca Arroyave, our alumnus that works in Nestle, in Human resources, and is willing

to assess us this Q to improve our productivity as local committee. We started to work

as well with Jorge Gaitán and Luisa Villaneda, who are willing to help us with external

relations and alumni relations’ development.

- Events

LIFE-LONG CONNECTION Sylvia Ávila


34

We supported 55 years of AIESEC COLOMBIA alumni event and we made a football

cup and BBQ so we could create an interaction space between alumni and the

committee. This event was successful for committee integration and fun propose but only

one alumnus attended, even though last time the alumni seemed to be interested and

asked for the cup to happen.

2. Actual State

Q2

LLC


# managed IGCDP sales meetings 6 2 33,3% 4

# IGCDP educational partners 0 3 300% 0

# managed IGIP sales meetings 9 10 111,1% - 1

# IGIP educational partners 0 0 100% 0

# Alumni showcasing 9 25 277,8% - 16

# LEC Alumni 3 4 133,3% - 1

# new Mentoring couples - 11 1100% - 11

# Non LEC coachings - 1 100% - 1

# LC Alumni activities - 2 200% - 2

3. Learning Points

a. GCPs

i. Concrete support to business core

We broke our record in terms of support from LLC area to iGIP. Although numbers

aren't that high as they could it's a good advance and have gained experience in

the know-how of achieving those appointments through alumni or referees.

ii. AIESEC experience in LLC members

The fact that our TLPs moved to a core area is extremely important for us and the fact

that we had an overall good team experience is quite satisfactory for us. The one

that couldn't continue on this road are leaving the organization or giving them a

second chance inside or outside the area.


35

iii. Coaching Program

We had our first coaching program. Even if the number needs to rise, this first

coaching was a big step from last Q

b. BCPs

iv. Lack of close connection with TMPs

From the VP there wasn't enough communication with our TMPs (contrary to

communication with our TLPs).

v. Lack of RA

Although we have appointments done to incoming exchanges areas, we didn’t really

had a concrete sale, which indicated us that the number of appointments need to

grow.


- LLC evolution

As we realized that the support to IGIP and IGCDP haven’t been made only through the

alumni network but through external relations, LLC is willing to evolve to a more complete

and efficient area that provides much more support to AIESEC business core. We plan

to develop a more complete CRM program and developing harder skills in public

relations.

- First raises through alumni network

We expect that the accounts that have been managed through CD conclude in our first

raises through the alumni network.

- Data base growth and updating

This resource is critical to raise the number of appointments for CD and accomplishing

our goals as LC in 2013.

- Mentoring and coaching program

We plan to boost these programs through building a much larger data base and having

more specialized profiles to fulfil more specialized need of areas of the committee.


36


- Housing

We knew that Q2 represented the first phase of what would be our summer for this

year. That is why, we started planning different strategies in order to achieve our

housing goal without any inconvenient.

- Managing volume

Expecting the amount of trainees that were coming for summer, kept us anxious and

always trying to be innovative with our strategies and plans to manage the quality of

their experience. Taking this into account, we decided to create calendars were we

could see when the trainee was arriving and leaving Colombia, in order to plan each

detail from their internship; since the pick up at the airport, to every single activity we

were going to do with them.

- Standardizing GIP procedures

The procedures needed to legalize a GIP trainee are really complicated and important

to avoid any kind of legal issue. Having this in mind, we tried to focus on planning the

day after the trainee’s arrival, in order to get all this proceedings done that same day.

2. Actual State

Q2

Q


# trainees with host 35 25 71,4% 10

# plans made with the trainees 12 20 166,7% -8

# trainees with buddies 35 29 82,9% 6

# of trainees with a NPS higher than 6 19 15 78,9% 4

# Average days to legalize GIP trainees 2 3 66,7% 1

# Average days to affiliate GIP trainees to EPS - 48 480% -48

3. Learning Points

QUALITY Andrea Vélez


37

a. GCPs

i. Trainees and Buddies meeting

This meeting not only helped us to get to know the trainees and buddies, while they

get to know each other too; it also gave us the opportunity to have a big amount of

trainees and deliver them the security conference and presentation of the quality

team.

ii. Direct communication with OCPs and matching coordinator

The direct link between the OCPs, matching coordinator and quality coordinators,

helped us to have a faster information flow, in order to react faster to any kind of

situation.

iii. Coordinators and membership motivation

Even though the VP had some bad weeks, because she started working and had

really few time to all the standards and requirements we had to deliver an excellent

summer, all the members and coordinators were really empowered and determined

to give the best of them to deliver a great experience to each one of our trainees,

even though the VP was not fully present at every moment.

b. BCPs

i. Follow up failure

Even though he had assigned our trainees a buddy, some of them had not been

doing their work, what left us a lack of constant and thorough follow up of simple

aspects from the trainee’s experience.

ii. Last minute cancellation

He have many cases in which a family that had accepted to be host and already

had an assigned trainee, decided to cancel their compromise just few days, or even

hours, before the trainee arrived; this gave us a lot of problems, because we had to

start looking for a new house before the trainee’s arrival.


- New Housing Strategies

Start working on new housing strategies, which would help us to approach even more

interested families on being a global family. Develop new strategies that would help us

to get houses for Latin people easily.

- Buddies Program

Reinforce the buddies program, ensuring that they are fulfilling their commitment and

responsibilities with the trainee.


38

- NPS

Promote along the trainees the use and importance of the NPS, in order to increase the

response ratio and have even more feedbacks and comments about their experiences.

- ICX Manager

Select and train the manager from the ICX areas, who would be working along with

quality; guaranteeing that both areas (Quality and ICX) are fulfilling their duties and

rights.

- Support

Strengthen the relationship with all the areas we are supporting with our work.


39


- Rethink the teamwork and their strategies

Our team had a meeting with people in Tunja to organize the new strategy to

start working in OGX. It was divided in two phases: the first one was a meeting

with Tunja LCP where we find the correct area to the correct VP, also we choose

the team priorities which are aligned with OGX and TM. The second part was

guided to the team, we had meeting with each VP where they have the

opportunity to learn about their position and the operational and support

activities they have to do.

- Start AIESEC in Villavicencio

In this quarter our team worked in the creation of the Interest Group in

Villavicencio, last quarter we started with a person that retired from leading the

team but on April we find a person that is being trained to work as the LCP and

is in charge of keeping track of the agreement with UniMeta.

- Prioritized in the operational activities in Tunja

We were able to consolidate the team in Tunja. Also we worked with each VP

and the LCP to start doing all the operational activities an IG has.

- Focus in OGX program

Our team started a training in OGX activities with the support of OGX. Thanks

to that we were able to have 6 Raises and Matches. These people are already

changing their lives and living their internships.

- Recruitment of new members

We didn’t prioritize in this activity because we understand that our first activity

was to train the team that is why we recruited some specific people to do

activities not only in Tunja but in Villavicencio.

2. Actual State

Q2

EXP KPI Planned Realized % GAP

EXPANSION Mariadelaida Uribe


40

# Visits the IG Tunja 1 1 100% 0

# Trainings and development 3 4 133% -1

# Universities Contacts 3 5 166% -2

# MC meetings 3 4 133% -1

# Visits IG Villavicencio 1 1 100% 0

GCDP

RAise 10 7 70% 3

MAtch 5 4 80% 1

REalize 0 0 100% 0

GIP

RAise 0 1 200% -1

MAtch 0 0 100% 0

REalize 0 0 100% 0

TMP REalize 3 3 100% 0

TLP REalize 3 3 100% 0

3. Learning Points

a. GCPs

i. Visit and training in Tunja

Visit the IG improves the communication between the LC and the IG. Also it improves

the realization of operational activities.

ii. Constant communication with LCP in Tunja and the Villavicencio manager

When we are able to track the LCP activities every week, the IG flow works correctly

and we are able to prioritize in their needs.

iii. VP Track

Our team talked to each of the VPs and tracks their activities and knows about their

needs. In that way we were able to make better strategies to work.

iv. High level of motivation

When the team is motivated on what they are doing, they know their activities and

these are oriented to what they want in their lives, the team has the correct mood to

work and they are able to achieve the IG goals.


41

b. BCPs

i. Misunderstanding with other entities and the MC

Some of the rules of how the expansion strategy will work, created some difficulties

between the entities because it was not clear the segmentation.

ii. Lack of opportunities for VPs

Sometimes the LCP did everything which didn’t allow the VPs to learn how to do

some activities. Also the slow learning process doesn’t permit the people to have

more activities which make them feel less motivated.

iii. Lack of some VPs commitment

Some of the VPs had some activities that they didn’t accomplish.


- Tunja will be an Extension

In this quarter AIESEC Andes will help Tunja to become an Extension of our LC that is

why we will be working on empowering the team and working hard in the areas that

still weak specifically in ICX.

- Consolidate an EB team in Villavicencio

In this quarter we are going to be able to create a team and start working in operational

activities related to OGX

- Recruitment of new members

It is necessary to recruit members for both entities who are oriented to sales to

accomplish the goals proposed in terms of ICX and OGX.

- Focus in ICX in Tunja

We are going to start training in ICX activities and also start doing sales and searching

contacts to sell AIESEC.

- Improve the relationship with the universities

We are going to work close to the university, making an event that will improve the

relationship and will make more contacts for ICX and OGX.


42


- Focus on Agreements and RA-Related Activities

It is of vital importance that the area focuses on activities that bring results in terms of

agreements or Raises. No more expansion, only focus on results.

- Events, rather than classrooms, as the new focus.

oGIP needs a new focus to deliver the results it has promised to the LC. Events are,

undoubtedly, the most effective way to gather people that are interested in this

programme and Universities’ Management has to transform to act according to this

reality.

- Talent Transition + Next Steps for Coordinators.

It is very important for the two U’M coordinators to understand their next steps in the

organization, and for the members to assume vacant leadership positions. The area will

focus on provide top-quality leadership for the LC to use in the next semester.

- Searching for new markets

AIESEC Andes is ready to search for new markets. Bogotá is a huge city and there are

a lot of Universities, Technical and Technological.

2. Actual State

Q2

UM


# of classrooms for TM or OGX programmes 35 38 108.6% - 3

# of appointments with Universities 45 33 73.3% 12

# of New Universities Attacked - 6 600% - 6

# of OGX-related spaces (Events) 6 5 83.3% 1

# of signed agreements 2 2 100% 0

3. Learning Points

a. GCPs

UNIVERSITIES’ MANAGEMENT Camilo Pieschacón


43

i. Events as the most effective way of selling OGX programmes

As seen in Q1, OGX programmes are difficult to sell with info sessions and traditional

ways that our organization has used. Therefore, the area moved to capitalize events

as the new way to attract desired customers to try our product (examples: Global

Village Tadeo, Feria de Círculos UniAndes, Feria Laboral UniAndes, Exchange

Seminar Sergio.

ii. Sergio Arboleda is back in track!

The important meeting that we had with all the Internship Directors of every School

(Faculty) of Sergio Arboleda enabled us to re-sign an agreement that enables us, for

the second semester, to be present inside the University. Nevertheless, this is a fragile

relationship that has to be strengthened via membership and exchanges.

iii. CTP & UniAndes link with AIESEC

Because of an organized and linear approach with the CTP, we were able to sign a

deal between our organization and them. This is, clearly, a very strong selling

argument for the results that as an LC we aim to achieve in 2013-2.

b. GCPs

i. INPAHU

The relationship between AIESEC and INPAHU is having a troublesome time.

INPAHU is, definitely, difficult to treat with because of the ORI Director and it is

prudent for us to begin again our approach to this university in 2013-2

ii. CESA

The area strongly focused on the agreement-signing process in Externado, Andes

and Sergio, and CESA was left out . Because of this process, in order to comply

with planning the area is going to retake this relationship in Q3.

iii. Talent Planning Processes

It is important for the area to have talent that is going to stay, at least, one year in

the organization for each university to have “known faces” as account managers. If

this is not possible, the area must make itself sure that a good transition process

effectively occurs.


- Recruitment Time!

U’M is now part of the OC Recruitment for it to be eased and organized. Therefore, our

area is going to work hard to provide new ways in which an effective recruitment is

done.


44

- New Universities!

Universities’ Management did a thorough job in identifying 26 universities that are not

“segmented” in Bogotá, and it has already started attacking them. Our legacy will

consist on bringing AIESEC closer to more and more people.

- Talent Transition + Next Steps

U’M will have to start thinking in its new vicepresident for 2014 and, therefore, talent

preparation is unavoidable.

- Office and New Partnerships

In order to comply with our BHAG, AIESEC should reach every young person enrolled

in an Institute of Higher Education. We need to work constantly to achieve more physical

spaces and sign new agreements.


45


- Activities

April

Consolidate AIESEC Tunja and Expansion work

Working in GCDP Strategic Framework

Presence in events with MKT – U’M

Team Management training for MMs

Strategic Framework revision with LCVPs Support

May

Working in Quality

Delivering of OPS Andes

Meeting with LC partners

Follow up of ICB quality case

Soft-skills training for MMs

Focus in oGCDP

June

Election of new LCVP Corporate Development

NatCo Situations

Working in strategy execution with BoA member: Jorge Gaitan

National Assembly Role Responsibilities

Closing of Sebastian’s experience

Follow up to Nomads programme

Housing

- Delivery Of The Promise

Incoming: INTENSIVE FOLLOW UP FOR OUR SELLERS & MATCH THE BEST TALENT!

This Q was about selling our products in both type of exchanges. Our Competitive

Project, Educational Product and the 6 incredible social projects, are the tangible impact

that the organization promise to the world! Also, match process became a neuralgic

issue that we need to improve.

Outgoing: FOCUS ON RAMARE EVERY WEEK!

LOCAL COMMITTEE PRESIDENT Daniela Rodriguez


46

What we had discovered is that, in order to ensure a peak you need to make RAMARE

processes every week. Be intense with each possible EP and setting expectations about

timeline and the internship are the keys for a good delivery.

TM: TRAINING OUR LEADERS!

During this Q, we were focus in the training and coaching of our members. If we want

that AIESEC Andes continue being this amazing committee, we need that members have

all the knowledge and training experience.

Strategic Team: THIS IS ABOUT SYNERGY!

Everyone is responsible of the LC goals. Core areas need the best strategic team, so we

focused in the alignment between demands & operations of all the areas. Working in

corners, and be clear about each one role was the most important thing.

EXP: WE NEED TRAINING, STRONG LC IDENTITY AND RA!

We were focus in consolidate AIESEC Tunja as an LC; thanks to expansion team and

the envoy we had in this Q, we worked han-to-hand with the new EB of Tunja, and we

saw the first

- Membership Development & Tracking

Functional Areas Next Steps: TEAM PIPELINE, NEW MMs!

During this Q we were focus in the training and empowerment of the MMs’ pipeline in

each one of the functional areas. This is the most important for the beginning of the

second semester

Tracking Tools improvement

As EB we realized that our tracking needed to adapt, in order to be more effective and

fast responding as a team. Also, it became important to centralize the information and

weekly goals.

LC Events With A Purpose

We know we are a lot of people and, we continued growing each recruitment, so it

became important to make events with purposes and aligned to our operations.

- BREAK YOUR RECORD

MMs Bolt

They were our right hand in the delivering of our promise. Thanks to each one of you.

Middle managers were trained in soft-skills and team management so we assured they

can delivered the best experience to the team members

EB BOLT


47

This was a Q with a lot of emotions, and not only because of goals achievement

urgency. It was this way because is the most exigent Q for a LCVP, for an area and for

a team. Emotional intelligence!!!!

2. Actual State

Q2

LCP


# Bimonthly reunion with MMs Bolt – Co-

creation spaces 2 2 100% 0

# Monthly One to One with LCVP Bolts –

Working Pairs Alignment 11 13 116,3% -2

# Quarter LCP Visit to Functional Areas

Meeting – Alingment space 6 7 108,7% -1

Q2

LCP


oGCDP 84 36 42,86 48

oGIP 14 6 42,86 8

iGCDP 35 25 71,43 10

SA 3 4 133,33 -1

CD 2 2 100 0

TMP 49 38 77,55 11

TLP 8 12 150 -4

3. Comparative Closing

In the next tables, you can find the comparative report of Q2 results, between 2012 and

2013. The most important thing to remember, is that this is not only about delivering an

experience, is also about the whole process of RAMARE that can affects the results

comparison. In addition, you will find the report of semester results.


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SECOND QUARTER COMPARISON TABLE

FIRST SEMESTER COMPARISON TABLE

Experiences in

Team Member

Programme

Experiences in

Team Leader

Programme

Total

Experiences

TN EP TN EP

Q2 2013 41 13 50 74 9 13 146 200

Q2 2012 74 18 44 74 0 22 140 232

-45% -28% 14% 0% ---- -41% 4% -14%

-33 -5 6 0 9 -9 6 -32

Experiences in

Team Member

Programme

Experiences in

Team Leader

Programme

Total

Experiences

TN EP TN EP

Q2 2013 37 12 47 42 4 8 101 150

Q2 2012 62 7 19 50 7 6 82 151

-40% 71% 147% -16% -43% 33% 23% -1%

-25 5 28 -8 -3 2 19 -1

Experiences in

Team Member

Programme

Experiences in

Team Leader

Programme

Total

Experiences

TN EP TN EP

Q2 2013 37 12 25 36 6 6 73 122

Q2 2012 53 4 7 45 2 1 55 112

-30% 200% 257% -20% 200% 500% 33% 9%

-16 8 18 -9 4 5 18 10

Total

Exchanges

Total

Exchanges

Total

Exchanges

Experiences in Global

Community Development

Programme


Internship Programme



Programme



Quarter

Quarter

Variación

Variación

Variación



Programme


Internship ProgrammeQuarter

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 247 89 70 85 11 22 188 524

2012 528 72 46 74 8 24 152 752

-53% 24% 52% 15% 38% -8% 24% -30%

-281 17 24 11 3 -2 36 -228

Committee

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 234 78 60 57 12 9 138 464

2012 147 40 33 51 7 7 98 204

59% 95% 82% 12% 71% 29% 41% 127%

87 38 27 6 5 2 40 260

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 232 76 38 50 9 7 104 412

2012 131 36 27 47 5 5 84 251

77% 111% 41% 6% 80% 40% 24% 64%

101 40 11 3 4 2 20 161

Total

Experiences

Total

Experiences

Total

ExperiencesCommittee

Total

Exhanges

Total

Exhanges

Total

Exhanges



Programme



Variación



Programme



Variación



Programme



Variación

Committee

RA

MA

RE

RA


49

4. Learning Points

c. GCPs

i. Training to MMs help to connect each one them with the strategy and EB dream

ii. Closing Storming as a team, let us deliver efficiently our operations

iii. Tunja as a strong GI, we are already making exchanges and with a great

membership and leaders.

iv. Team Building Experience allowed us to connected as a family

v. The first 100 exchanges in one semester, we are making history

d. BCPs

i. Tracking needs to be adapt to be fast responding of our needs.


- Winter Delivery

Incoming

We have an incredible iGIP project and allies, excellent social projects. It is time to

deliver a bigger impact in winter.

Outgoing

We have a new challenge, for the first time we are going to work in winter peak, to

deliver many experiences.

TM

Recruitment is back, but this time we need to make faster learning curve of our new

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 247 89 70 85 11 22 188 524

2012 528 72 46 74 8 24 152 752

-53% 24% 52% 15% 38% -8% 24% -30%

-281 17 24 11 3 -2 36 -228

Committee

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 234 78 60 57 12 9 138 464

2012 147 40 33 51 7 7 98 204

59% 95% 82% 12% 71% 29% 41% 127%

87 38 27 6 5 2 40 260

Experiences

in Team

Member

Programme

Experiences

in Team

Leader

Programme

TN EP TN EP

2013 232 76 38 50 9 7 104 412

2012 131 36 27 47 5 5 84 251

77% 111% 41% 6% 80% 40% 24% 64%

101 40 11 3 4 2 20 161

Total

Experiences

Total

Experiences

Total

ExperiencesCommittee

Total

Exhanges

Total

Exhanges

Total

Exhanges



Programme



Variación



Programme



Variación



Programme



Variación

Committee

MA

RE


50

members in order to be efficient and fast responding in operations.

EXP

Tunja must be an Expansion Committee this new semester, they are already making

outgoing exchanges is time to go further. And, do not forget about Villavicencio, is one

of the expansion national goals, we can make a big impact.

- Feedback and Move On

Quality As Strategy of Growth

Quality is a daily issue, but in order to growth sustainable we need to focus in IMPROVE

the quality processes a minimums in both programs.

Replanning Process

It is time to reevaluate our strategic framework. Feedback, LC replanning, areas

replanning, EB replanning and, all the great ideas will be part of the new strategy.

Focus on Delivery the “Winter Peak”

For the first time, we are going to deliver a Winter Peak; we will need to work as ONE

LC. We need to break this record and deliver our value promise to every young person

in the world.

- Empowerment and Recruitment

LCP Election

Talent, Ideas, Hard work and be in love with AIESEC is required!

EB Pipeline Focus

Are you ready to take the challenge?

Bolts Take A Deep Breath

We are a family and we need time to reconnect with our essence, that feeling that make

us fall in love with our team and our LC. Chill out to deliver the best winter!

New Recruitment, New Leaders

We are going to receive more talent, is maybe the most incredible moment you can live

as an LC. However, do not forget that you can be the inspiration and the leader each

one of them need.

FAMILY ANDES Essence

It is time to transform our identity, our values, and our talent in a Love Mark movement.

We need to reinforce our bases and make them sustainable for the next year.

AIESEC Andes – Quarterly Performance Report ... - Google Groups

Documents

Transcript of AIESEC Andes – Quarterly Performance Report ... - Google Groups