Biggest Challenge

When you look at your membership , do you see source of your local chapter success ?

Are the membership and leadership at your disposal competent and committed to key LC goals this year ?

Are you executive board members skillful and motivated

enough to beat the competition and be ambitious for 2014 goal achievement?

Is their work getting better over time ?

2014

“If you answered yes to the questions, your local chapter is positioned for success. If you

answered no to any of them, you could benefit from this monthly

talent capacity report”

Health Status

January Month ( VP TM Performance)

Capacity ( Structure and recruitment process)

Experience delivery ( Matches on system)

Bangalore Delhi IIT Chandigarh Delhi University Navi Mumbai Jalandhar Indore Manipal

Chandigarh Jalandhar Chennai Manipal Hyderabad

GCDP ICX – DU , DI , Mumbai & Bangalore GCDP OGX – Hyderabad and Bangalore GIP ICX – Baroda , Bangalore , DU GIP OGX –Hyderabad, Jaipur , Chandigarh TMP – TLP –Chandigarh and Kolkata

Facts 434  

545  

607  

514  

0  

100  

200  

300  

400  

500  

600  

700  

2011   2012   2013   2014  

 Exchange  Pipeline  trend  

GCDP    

GIP  

Total  

Interestingly over the past 4 years our exchange pipeline has been poor, leading to a slow start for the new executive team and the local chapter. What is the reason behind the same ? Is it behavioral fault where the outgoing executive board don’t give their best in quarter 4 ? Or is it a fault in our planning stage where don’t even plan transition ? Learning from past – Plan with your executive board how should LC look like on Dec 31 ( Plan pipeline of HR and exchange)

96  maximum  senior  membership  by  AIESEC  In  

Hyderabad    

10%  RetenDon  rate  of  February  recruitment  of  

2013      

 AIESEC  India  has  900  senior  members      

Produc?vity  ra?o  -­‐    1  realiza?on  we  need  2  TMP    

   

The Next Level Talent Move

Heard  about  AIESEC  and  now  I  am  eager  to  join  and  be  a  team  member  in  GCDP  ICX  

Got  through  interview  ,  I  am  aware  of  the  behaviors  and  skills  required  to  perform  in  GCDP  ICX  

Prepare  job  descripDon                

 (  MenDon  JD  ,  related  behaviors  and  skills  

required)  

Case  studies  or  Group  discussion  as  filtraDon  

level  1  Handle  JD  guide  to  selected  applicant  

Do  behavioral  Interview  –  automaDc  allocaDon  and  more  

ownership  

.    

Only 14 Local chapters have made progress towards program based recruitment after all resources and communication from the national

team!

AIESEC India will recruit 1300 members in GCDP GIP programs this February which is 40% less membership recruited then last year

indicating a positive change but now the challenge will lie on how to induct the membership into the culture of local chapter and drive

productivity from them.

As an LCP work with your VP TM on training and learning needs of senior and new membership. Operational Induction package sent by us

is one initiative which can get you close to the same

EB Management In the context of an AIESEC EB term, this period of February-March, post the initial rush of planning, AGM etc, is usually when the team gets into the phase of “Storming”. Storming is the phase where people start to push the boundaries that were created during the “forming” phase. This is the stage where most teams fail. Storming often starts when there is a conflict between the natural working styles of different team members. People work with different styles for various reasons. But if these styles cause unforeseen problems within the team, it causes frustration. Have you watched out for this as a LCP? If no, start now ! (Click here for help) If yes, have you found something that needs to be addressed? If you haven’t, you haven’t looked close enough ! To address the problem of different working styles on your EB, do take a look at Heron’s 6 Categories of Intervention. One of the ways to eliminate the problem of different working styles is by encouraging a culture of “effective help” within the team. Precisely how one delivers that help determines its success and also impacts the relationship with the person being helped. Heron’s model clearly helps you map this out for your team.

EB Management Are You creating the space for your EB to be that exemplary team? Is your team showing the way to all the other teams in your Local Committee? Let’s recap the team minimums here. I am assuming your team has met the first 3 minimums of “Team”, “Plan” & “JD” through the first 45 days of your term. Currently, are you laying enough emphasis on “Training” your team do deliver? Have you created a framework to “Track & Coach” them on a regular basis? Remember that making these processes interesting is a challenge in itself for a Leader. Keeping every team member engaged through the process of achieving these minimums is what you have to pay special attention to. Refer to Gagne’s Nine Levels of Learning to gain more clarity on how to make sure your team is being trained the right way. To gain more insight on basics of coaching your team, do refer the GROW Model of Coaching. It should give you a simple framework to implement

The Next Level Talent Move

The IT Talent Problem – CIM as a portfolio has evolved over the years in AIESEC India and even globally because of which it now offers solution to solve our supply and demand challenge. With so much importance of the same are we focusing on developing the IT talent in the local chapter ?  Here are some ideas to develop pipeline for the program Build a rotational program – As VP TM work with your CIM head to spot the prospective IT talent available in the local chapter and try to rotate them in different programs. Involve your LCP – If you think rotation program is too much take upon build a team culture and involve your LCP during team journey. Make sure that your LCP spends enough time to emphasize the need of IT Embed your IT people into operations – Recruit membership for the department but let them work for 1 TMP cycle in operations.

From TM

Monthly N

ewsletter

Updates Innovative Training Solutions: The MC is making a dedicated effort at creating innovative training solutions to accompany strategy implantation. This is to cater to acquiring the interest of the average AIESEC India member and enhance their learning. Pratheek, an alumnus from AIESEC Bangalore, also a part of the NTT, has come down for MC workdays to help us deliver the same. Operational Induction: The “Game Changer” has been launched. If implemented in an effective manner, this is sure to drive a growth of 300% in the next 3 months for your LC.

Celebrate love week Mind-valley style Love Week Culture Video Love Week Blog post

Facing extreme stress in your term then learn to beat it -

How ? check this

3 Speaking skills you should try to make your

communication with others powerful.

     

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