AIESEC_Ultimate Strategies

AIESEC in Malaysia Blok E, 51-2, Zenith Corporate Park, Jalan SS7/26 Kelana Jaya 43701, Petaling Jaya,

Selangor Darul Ehsan, Malaysia T: (60)3 7966 0721 | W: www.aiesec.my

CONFERENCE REPORT

from

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Forewords

First of all, I would like to show my deepest gratitude to my local committee for

subsidizing 90% of my conference expenses. Without the financial aid, I

would not be able to attend this conference and bringing back useful inputs

which are beneficial for the growth of my Local Committee of University of

Malaya (LC UM).

The Conference Report is prepared in the advent of Asia Pacific Young

Leader Summit 2012 (APYLS 2012), held between 5th – 9th December 2012,

in Princess Hotel, in Ho Chi Minh City, Vietnam. Its contents consist of some

beneficial inputs gained throughout the conference. I will try my best to

illustrate my major findings gained in the conference. In this report, you will

also find some ready-to-use advice and practical solutions that are made

available for application by anyone. Under certain circumstances, the ideas

may have undergone some form of modifications and assimilations to make

these concepts relevant to the realities in LC UM only.

In general, the report emphasizes on the practical applications and solutions

to the current LC realities.

Let’s anticipate for changes and thank you!

Lee Chia Chun (Max) Local Committee President term 2012/2013 Delegate of APYLDS 2012 AIESEC in University of Malaya



Introduction

The summit is expected to be a remarkable annual event gathering international youth delegates as well as experts working in business with the main goals of:

Inspiring delegates to take control over their development as influential leaders in our community and provide them with essential leadership skills for success in their careers.

Offering delegates an opportunity to network with high-level corporate partners and friends from different countries

Bringing together the next generation of leaders and visionaries to brainstorm for the future through the exchange of ideas and values.

Fostering cultural understanding and providing youth with the knowledge and soft skills needed to overcome the school-to-work transition.

About AIESEC Asia Pacific Leaders Summit

Renamed from AP LCP conference, AIESEC ASIA PACIFIC LEADERS SUMMIT is a strategic regional conference initiated by AIESEC International, gathering all LCPs in Asia Pacific region. Following the huge success in Mainland of China in 2011, ASIA PACIFIC LEADERS SUMMIT 2012 is proudly organized by AIESEC in Vietnam. Under the theme “INSPIRATION INSPIRES”, LCPs will be equipped with practical knowledge and useful experience in managing EB team and understand their roles in network towards AIESEC’s 2015 vision. It’s strongly believed that this 5-day-summit would be joyful and unforgettable memories for all delegates from Asia Pacific region. Asia Pacific Leaders Summit 2012

Main theme: Acting sustainably

As the opening activity of Asia Pacific Leader Summit, Asia Pacific Youth Leaders Summit is a bridge between Vietnamese top students, international



youth leaders from Asia Pacific and leading corporations. This event aims to challenge, enhance youth knowledge about sustainability, inspire a positive and creative vision for the future, and carry out actions in response to what they know and understand. In alignment with the general theme “Acting sustainably”, Asia Youth Leaders Summit this year will focus on four main topics:

Economics

Human Capital

Environment

Technology and Innovation

Participants: 120 LCPs in AP Region (elected/incoming &

current/outgoing)

Faci: MCPs and PAI

Conference Agenda



Objectives of the Report

To showcase the impacts of the conference

To showcase some potential TNs

Match forms for incoming GCDP (Quarter 1)

Strengthen the exchange cooperation with Vietnam, Thailand, Taiwan,

Indonesia, Australia and China

Encourage GCP sharing, especially with AIESEC in NUS

To understand the operations and GCP of other LCs

LC Concern

The concerns arise from the examination made on the data, numerical goals and the current realities of our LC. 1) Poor knowledge on using myaiesec.net 2) Poor leverage on internal communication to spread information and to

instil organizational cultures 3) Inefficiency of the election voting processes 4) No LC co-operation yet 5) Lack of knowledge in setting up new project based on exchange (PBoX) 6) Poor use of technology and application/software in operational routine Methodology

Taking advantage of this conference, my proposal is based in three parts:

1) Pre-Conference:

a) Expectations Setting with each of the department

b) Preparation of materials

i) Goals

ii) Projects (TN Form)

iii) GCPs

c) Knowledge benchmark definition. Check which kind of

knowledge that we want from other LCs

d) Schedule a Matching Mania (online Webinar) between the

countries during the conference

2) Conference:

a) Meeting with LCPs to check on possibilities of international

cooperation

b) Meeting with LCPs to get Good Case Practice in their LC

operations

c) Enrich our Information Management (I.M) by sharing it with

interested LCPs and deliver more inputs to consolidate our I.M



d) Collect and accumulate the S.E.A

e) Forwarding the TN and arrange a Matching Mania during the

conference between both countries. To boost the GCDP and

GIP match

3) Post-Conference:

a) Meeting with EBs to set the next steps in the cooperation

b) Updating I.M.

c) Bringing in upgrades or new ideas into the discussion with EBs

Major Findings

The essence of each of the concept/idea is to be illustrated in point form,

under each big topic would consist of the practical application of the proposed

idea. Note that these ideas are mere recommendations for the management

team of AIESEC, but do not represent the final decision of the team. Users

are advised to get consultation from their respective management team

before proceed to using one of the recommendations. The recommendations

are also done without considering the budget; please seek for financial advice

from relevant party in the process of applying the idea/concept.



1 The Unorthodox Ways of Recruiting

the Right People The conventional way of recruiting members is often revolve

around the one shot big scale recruitment drive that could

last for two weeks, including interviewing the candidates.

This method has been notoriously known as time-consuming

and untargeted. The unconventional ways of running

recruitment drive that could help your LC to get the best

people are headhunt and competition.



RD

Competition Headhunt

Competition

Several types of competitions can be held in the advent of RD, such as Sales

Team Competition, entrepreneurial challenge and internal competitions which

could instil driven nature in the organization. The winning teams or individuals

of a particular competition held will be offered the leadership opportunity in the

local chapter. The branding of the competition needs to be aligned to the

branding of AIESEC. The competition held in the university level could

increase the presence or exposure of AIESEC in the university as well, while

positioning itself rightly. Consequently, the correct positioning of AIESEC in

your university would attract the right crowd of people to be committed in the

cause and purpose of AIESEC. Getting back to the main objective is to get

the right members into the organization, we skim the cream by only absorbing

the best candidates into the organization based on the outcomes of the

competition.

Preparation of the competition should start as early as 2 months before the

launch of competition. Taking only 2 weeks of promotional effort, the event

should be receiving participation from the students in the university. Rules and

regulations of the competition need to be created with care such that

organizers are not in losing side if there were any mishaps happened to the

participants. Besides, the approval of conducing the competition needs to be

obtained before the launch to ease logistical convenience.

The duration of getting your members depends on the duration of the contest.

In short, we can incorporate the existing model of



any relevant entrepreneurship

challenge into your LC’s contest.

Headhunt

Headhunt method can be deployed

departmentally by respective vice

president to recruit the suitable

members. The advantages of

headhunting are as follow:

VP can recruit specific talents

Time-saving

Could be done anytime

Require less manpower to run

RD

VP could get the desired talents

Simple and realistic

Potential members are most

likely happy to be headhunted

Can easily spot and grab the

talents from other platform

The steps of BASIC headhunting

are quite simple actually:

1. Send an offer letters to the

targeted individuals.

2. Wait for his/her call for three (3)

days.

3. If no call is received by the

individual, then you have to call

to check up with him/her whether

the letter is well received.

4. Schedule an appointment (in

AIESEC term, it is actually an

interview). Dress code is formal.

5. Understand his/her needs,

problems and dillemma

6. Appointment finishes. Let

him/her knows the answer the

offer by few days (as agreed).

7. Perform an analysis and discuss

with your team to offer the

individual or not.

8. Conclusion: Individual would

either accept or reject the offer.

Individuals who are failed will be

notified and asked if they are

interested to get follow-up about

AIESEC events. This way, we

can continuously keep people

aware of AIESEC’s

initiatives/events/contests/campa

igns through email.

For example, Corporate Relation

(deals with incoming Global

Internship Programme – iGIP)

could recruit potential members

who have a knack for information

management



2 Salesperson are driven by physical

incentives and mental rewards In a sales environment such as the one in AIESEC, we are

constantly seeking and researching the better ways to

empower our salespersons (also our members). We believe

AIESEC is the platform for young people, and young people

are our assets to AIESEC. Members in AIESEC need to first

know their efforts are well associated with sales activity, and

they must find the way to be self-empowered.



We have identified rewards as a mean to motivate members to promote

exchange programmes to their friends and relatives. So, what are the criteria

of the rewards? In AIESEC, everyone can promote exchange on their own

accord; therefore, we should reward the deserving members. However,

members are not under obligation to promote exchange. If the people are the

asset of AIESEC, then the best salesperson in AIESEC should be deemed as

the value-adding individuals. They are the STARs of the LC.

**Core performers are selected based on the outcomes of Talent Tracking.

Only one core performer is selected in one functional area.

The rest of the members are awarded with membership certificates.

“We build something inside of a person that will last”

STAR

• open to everyone

• Criteria based on the number of raises of oGCDP

• Members have individually run a personal presentation of exchange programme for their network of friends

CORE Performer

• Selected from each functional area

• Consistent, committed and display sufficient leadership skills

• Achieve high scores based on Talent Tracking

• Good recommendations from 2/3 of the Executive Boards



3 Inception of special task force for

new members during the first 30

days into AIESEC As the saying goes, practice makes perfect. To perfect the

knowledge/experience of AIESEC, members need to start

their journey from iGCDP…

Tribute by Max Lee LCP term 2012/2013



AIESEC experience could never be completed without letting members to

interact with interns coming so far from other countries just to undergo the

unique GCDP experience offered by AIESEC. The interaction could spark the

members’ desire to go for similar exchange programme when time matures.

Hopefully, the interns’ sharing could empower our locals to go for exchange

as how they have done so.

What IF interns complaining about the terrible quality of their exchange

experiences?

Optimists see opportunity in every difficulty. In time, members who eventually

want to take up the team leader position in AIESEC will encounter with quality

issues. By letting the members to first witness the quality of our “products”,

hopefully they are geared towards improving the quality of the exchange

experiences. By then, they will have many questions running on their head, so

if they are curious enough to stay through the term AFTER 30 days, then we

have identified our assets. The current EBs will act as the mentors to the

junior executives to educate and guide them through different tasks.

Therefore, they grow in AIESEC, and this makes perfect sense.

i G C D P



4 Why Teaching o/iGIP? Teaching Global Internship Program provides cross-cultural

professional development experience in teaching filed.

Certain companies have English experts just to assist them in

offering professional English business writing. What we are

about to explore now is to create demands over the GIP ET

interns for the companies. These interns usually carry dual

functions such as educating the employees to speak and

write in English professionally and also to expand business to

countries that speak other than English.



ET TN (GIP)

Teacher

Linguist

Translator

17%

83%

Teaching & Language Education

Teaching & Language Education Others

It is one of the most important

sub products for AIESEC GIP

Program and it has huge

potential in a lot of markets.

For Students who don’t have

education related career plan:

Gain professional

development through

teaching(not necessarily as

preparation for education

career)

Cross-cultural experience

Glimpse of education system

in another country

For Students who plan education

related career:

Gain professional development through

teaching (Practical preparation for

future career)

Cross-cultural experience

Network

Understanding of education system in another country

Teaching GIP Indicators

1. Clear JD related to teaching. JD will mentioned the target group of students

the intern will be working with, preparation needed, the general flow of the

internship

2. Salary. Intern has to be paid for work.

Demand for teachers in Malaysia



Working fields

Advanced Teaching

Child (Youth) Education

Foreign Languages Education

Language schools

Introductory Teaching

Export Company

3. At least 35 working hours per week, including course preparation in the

office.

4. External supervision and evaluation by the TN taker

5. Selection process must be conducted by TN taker to qualify the intern.

6. AIESEC should not be the TN-taker

Recommended JD example:

If TN taker is an export company

1.Conduct Business English lessons for different language level groups (Elementary,

Pre-Intermediate, Intermdiate, Upper-Intermediate)

2.Deliver classes at companies for employees (Business English, General Course) using

mostly interactive methods

3.Develop and prepare advance learning and educational plans as well as materials to be

used in the course. Feedback will be given from the manager before the Interns arrival

4.Prepare and deliver extra-courses such as: business ethics in the Interns country. The

topics of these courses will be discussed and decided upon arrival

5.Candidates will be interviewed by company. Upon arrival the Intern can expect to start

delivering classes. Feedback should be given at least on a weekly basis.



5 Entrepreneurship through Exchange

& Be an Entrepreneurial Leader

Imagine AIESEC interns who think entrepreneurially while

undergoing their GCDP in our LC’s project, what would be the

major difference? Entrepreneurship embodies the qualities

such as perseverance, strong interpersonal skills, creative,

willing to take calculated risk, good prioritizing skills and high

responsibility. AIESEC interns believe that they could create a

societal impact in the local community of the hosting

country. The desire to create impact is exactly the same as a

person who possesses entrepreneurial spirit. AIESEC interns

can be easily evaluated using Global Competency Model

(GCM) since entrepreneurial outlook is one of the five values.



Entrepreneurship

Leadership

It is timely to shift the LC’s focus to entrepreneurship. We often see AIESEC

members, including the exchange participants/interns frequently citing their

desire to create societal impact, the way we could do it is by displaying the

qualities found in entrepreneurship.

Interns who are coming with the mindset to bring changes and impacts to the

NGO/PBoX that they are in, not just help them to cope with the unexpected

situations better, they are also differentiate themselves from the rest of the

volunteers coming from other channels. With this in mind, NGOs are

satisfactory with the performance of the high-quality AIESEC interns,

therefore would be more than willing to continue taking in more and more

interns from AIESEC this great platform. One may claim that AIESEC is

offering young people to achieve global impact by letting them to think,

act and plan entrepreneurially. Entrepreneurial spirit that an intern gained

through the volunteering services would benefit the individual in his or her life,

in the long run. Therefore, AIESEC’s GCDP is adding values to the members

and interns.

Another reason is show the need to change our mindset from “Leadership

through exchange” to “Entrepreneurship through exchange” can be shown in

a Venn Diagramme.

An entrepreneurially mind

person often think in terms of

improvement. He or she is

often resourceful, charismatic

and definitely a leader (a

person who knows how to

apply wisdom, so we ought to

re-visit the definition of

leadership, not just blindly

following Western views on

leadership.) Frankly speaking,

you may be a good leader, but you may not necessarily an entrepreneur, or at

least capable of thinking entrepreneurially. However, interestingly, an

entrepreneur is naturally coined with the term leader because many of the

decisions made by an entrepreneur could impact many lives in many years to

come. A good leader must own an entrepreneurial mind, otherwise, it is like a

bird without its wings.



6 Upscaling o/iGCDP by focusing on

JD alignment and better expectation

setting

40% of our customers raised a concern about JD alignment,

social impact creation and communication. These unhappy

customers are our greatest source of learning. As a middle

man, LC needs to consider the perspective of TN, EP, Hosting

entity and sending entity in order to ensure clear

communication and to set a better expectation setting.



Sending LC

• Constant physical & virtual communication

• Implement EP Buddy System. Ensure conversation between EP and TN has CC the EP Buddy

• Our EP needs to request agenda, logistics support and clear JDs before confirming the TN acceptance. EP Buddy should assist EP on this point.

• Preparation for interns: Cultural shock preparation, Promotion of Malaysian cultures and entrepreneurship elements (such as coming up with a business proposal on how to improve/optimize NGO. The "business" proposal would add value to themselves while applying for TNs. Plus, LC UM has set a relevant expectation setting on them.

• Include EP newsletters (or the newsletters for AIESEC also ok because EPs are now part of LC UM). They can be informed about the Episode also.

• Have intern's sharing on exchange experience during Episode.

• Create local quality manager (director) to assess the satisfactory level of EPs

Hosting LC

• Constant physical & virtual communication

• Implement Intern Buddy System. Ensure conversation between intern and TN has CC the Intern Buddy

• Provides CLEAR logistic support (when should the interns arrive Malaysia?)

• Provides clear agenda, JDs, accomodation details & visa/legal

• Have NGO account managers to be responsible for the communication between LC and the NGOs/shelter home. 1 account manager is responsible for 1 NGO/Shelter home.

• Create local quality manager (director) to assess satisfactory level of interns & NGOs

During pre-exchange period, what should LC UM do? Mind that LC UM is playing the

role as a sending LC in oGCDP whereas playing the role as hosting LC for iGCDP.

AIESEC in Malaysia Blok E, 51-2, Zenith Corporate Park, Jalan SS7/26 Kelana Jaya 43701, Petaling Jaya, Selangor Darul Ehsan, Malaysia

T: (60)3 7966 0721 | W: www.aiesec.my

BOA

oGCDP

Directors

oGIP

Directors

iGCDP

Directors

iGIP (IT/MT)

Directors

iGIP (ET)

Directors

FA

IM

Comm

Directors

TM

Directors

OCP MyLDS

LCP

7

Proposed LC Structure term 13/14



Appendix

1. Receipt (in hard copies)

Partial Airline Tickets: RM 400

Delegate Fee: RM 580 (USD 190)

2. Useful Links:

http://www.myaiesec.net/content/viewwiki.do?contentid=10240185

3. TN opportunities (in hard copies), given to Mr. Kyle Tan Chin Leng & Ms.

Yap Min Chen

“Your create your own AIESEC experience” Sophia, MCP of Mainland of China 12/13



quoted by Darshan Desai Contributor to the establishment of new myaiesec.net

~~~End of Report~~~

Remember, my dear teammates, in our life, we spent our efforts, time, sweat

and tears to build a sustainable system that could continuously produce

desirable outcomes. Even if today you are no longer serving in AIESEC,

AIESEC is still doing great and perhaps greater than the time you left it. - Max

AIESEC_Ultimate Strategies

Leadership & Management

Transcript of AIESEC_Ultimate Strategies