GENERAL QUESTIONS

1. Why have you decided to stand for AIESEC Romania? What will be your contribution to the MC

team and what do you expect to learn from the experience?

I decided to stand for AIESEC Romania because I believe that this is a logical step in my AIESEC

development. Halfway through my term as President I knew that this will not be my last experience

in AIESEC and I was thinking at a MC experience. Because I’m more drowned to internationalism, I

first pictured myself as being part of a MC abroad. This perspective changed after talking with some

of the LCPs from other countries and from Romania. That was the moment I decided to run for

AIESEC in Romania.

Moreover, at RockME, the current MCP of Romania talked about the idea of having in the MC

Presidents that worked with the changes that stand in front of the organization in the upcoming

period. This will be an important advantage for all of us next year, making MCs’ transition more

efficient and enabling the next MC to have a shorter storming period and immediately enter the

performing part.

My previous experiences as LCVP OGX and NST OGX member are the ones that recommend me

professionally for this position as a person who worked closely with the OGX area, both at local and

national level. Adding the experience as President I can say that I am the right person who is ready

for this challenge.

My contribution to the MC team will be my creativity, flexibility, innovation and passion that I

demonstrated in the last 3 years of my AIESEC Experience. Talking about the things that I will gain

out of this, my expectations are to have the most qualitative TMP experience. This consists in

working with other 9 individuals for a period of one year in a professional environment, making this

experience an important step that I should make before entering the corporate world.

2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points (a,b

and c):

a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The

points above have to be evident in the plan you create and the correlation between them too.

Strengths - functional NSTs that have supported the strategies implemented by the MC

- MCP in Steering Team

- creating a LCPs team, involvement of the LCPs team

- aligned recruitment campaigns in all the LCs

- qualitative national PBOXes (Grow, MoneySense)

- new partnerships realized at RYLF

- MC EVS accreditation and some LCs EVS accreditation

- 2 new LCs

- lot of candidates for this MCC (potential candidates for MC abroad, if not selected)

- AIESEC Romania is well positioned in the

Weaknesses - problems regarding retention in EB teams across the country - low number of GIPs (both incoming and outgoing) - poor understanding of the changes in structure in some LCs - low GN collaboration - few LCs applying for Grants - there was no focus in preparing AIESEC Romania’s members (lack of area preparation in conferences) - unhealthy internal processes (difference between planned and achieved objectives) - MCVP TM without EB experience before, elected too late (LCVPs without direction for a while) - Incoming GCDPs that are not sustainable (this

international network

- high visibility in the external environment (through DinuPatriciu awards enhanced)

- good reintegration process (members are taking more than one program)

- quality on ICX reception

- Engagement and LifeLong connection theoretically defined before AI

- MoSes on new programs implemented before IC

- Alumni involvement and support for the MC - MC present in the LCs for LC visits and preparation -MC accommodation at low cost

affects the quality of the internships provided) - no stable regional coaches - no investment plan for AIESEC Romania - PBoXes on OGX - expansions and IGs management - LCs with year plans that are not realistic

Opportunities - AIESEC Romania members in MCs abroad

- the partnership with Trilulilu

- Exchange accreditation (that should be expended in all the LCs)

- EuroCo organized in Romania

- many Grants providers

- no jobs for students (students choose to work abroad with AIESEC’s internships)

- partnership with School of Values and RBS in implementing external projects - one person who applies in AIESEC International -ICX and OGX partnerships

Threats - financial crisis

- no LC organizing RYLF yet

- our competitors for internships abroad (Erasmus, Work and travel etc.)

- Educational system will change drastically (this will affect projects for high schools)

- elect EBs with different structure in every LC (accountability issues, problems in aligning promo campaigns)

- initiatives that come from AI may be different from the initiatives we've been unfolding lately

b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies

would you propose for each one and what results would you like to see in each of those priorities

at the end of your term.

Priorities Strategies Main results

GIP and GCDP Growth

Common 4 main recruitments Targeted and pocket recruitments Matching Manias Conversion from domestic programs to international programs Re-Raising GIP Diversify the technical pools(engineering, medicine) Partnerships with top performing GIP ICX countries Stronger selection in recruitment GCDP Partnerships with our neighbor countries and top performing countries on GCDP ICX in CEE EVS sending Market Research and Supply and Demand Capitalizing on short term partnerships Conversion from TMP and engagement(participants at projects) to GCDP

AIESEC Romania reaches 400 outgoing exchanges: 162 GCDP (10% growth) 238 GIP (78%growth) -MT: 115 (15% growth) -ET: 60 (50% growth) -TT 63 (43% growth)

AIESEC Romania LCs cooperation

SOL on OGX campaign Cooperation on partnerships Sharing contacts (Local spreadsheets for international contacts etc) Human resource in, local events, promotion and selection(returnees, members) LCs capitalizing on the EVS accreditation of the country or of the other LCs Support in members education Cooperation on common initiatives Sharing good case practices on exchange

A national outgoing initiative implemented in at least one GN (SOL campaign, human resource sharing, Internship event) 10 numbers realized on EVS National contact spreadsheet Information System and Knowledge management tool

Internship positioning

Events Engagement activities around internationalism Exchange accreditation Continuous online recruitment National Aligned brands for GIP and GCDP programs

Brand Booklet for International Programs All LCs in Romania have accreditation on International Programs

c. The external opportunities you can capitalize from your position to get the vision you propose

in point (b).

The external opportunities that I can capitalize on are: International conferences Multinational corporations Small number of Jobs offered to students Student NGOs (for International Programs consumers and externalization). Matching Manias HR companies

3. What is the role of MC? What should be the role of MC? What actions can you take as an MC

team to fill the gap?

The main role of the MC is to create and deliver the direction for the country. The MC does this by

downscaling information from AI to the Local Committees, information used in planning, updating

and tracking. After the plan is created with the help of the EBs, the MC must ensure the support of

that plan, by offering services towards the country, both general and functional ones, re acting to the

new information and to the local realities. The MC, individually, works with the strategic teams,

either RoST or various NSTs on areas. The MC is responsible for the national education cycle,

delivering it or ensuring that it is being delivered by externals. Last, but not the least, the MC is

responsible for representing the country and the LCs, outside the organization or in the international

network.

In what concerns the gap between what is and what should be the role of the MC, I can say that this

two are not that different. This year we were led by a team who managed to meet the country’s

expectations in what concerns their Job Description. Ever since the beginning, I noticed the trend to

shape Romania as a united AIESEC country, where LCs work together, relying on the support from

the MC.

The only thing that I will do differently this year will be having more trust in the Presidents and their

Vice Presidents, transmitting the correct information at the right time.

4. What strategies does AIESEC Romania need to follow to increase performance for the ELD

programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3 strategies

for the International Programs (GIP&GCDP).

Domestic Programs TMP&TLP

Develop engagement programs and activities By passing on the information starting with the engagement phase, involving our potential TMP and TLP consumers in projects, activities or events, we will insure that the people who will access the Domestic Programs will be better prepared and more passionate to do their designated tasks at a higher quality.

Personalized induction on programs Based on their own career plan, a member accessing TMP or TLP must receive the specific preparation needed to develop his skills for the program he accesses, and also, for his future plans. By doing this we ensure the pipeline for the experiences that the organization provides. Conversion from International Programs The International Programs customers must feel connected with the organization by attending local preparation events and LC activities. This is why, the LCs must develop a plan in which all the persons accepted attend the LTS and have a Career plan before taking an international opportunity. This is how they will know that after their experience, they can develop their skills by taking one of the TMP or TLP programs. The support from the MC should be on the framework of reintegrating our EPs, capitalizing on the benefits and personal development path.

International Programs GIP&GCDP

Partnerships and targeted recruitments The vision of the organization is to Engage and develop every young person in the world. The most accessible international program for first year students is the GCDP. This is why we must capitalize on it and create Country to Country Partnerships in which we promote concrete opportunities, with a specific time frame and job description. On the other hand, the GIP program is more qualitative and professional, and it is a bit harder to create a stabile partnership for it. Internships like the TTs for Tata Consultancy promoted in this year’s RYLF are that kind of internships that we must capitalize on. Moreover, we, as an MC must create an aligned brand for GIPs that all the country will promote to our stakeholders. Another strategy is creating GIP preferential partnerships with the MCs in which our GIP customers are the first to be presented to their TN Takers. GIP market expansion A thing that might help is to scan the platform for new pools on GIP. There are a lot of TNs that promote new areas that Romania, as an AIESEC country, does not capitalize upon, and this is a focus area that the MC must encourage LCs to have. With the ETs introduced as GIP we must approach private language schools that can use internationals in their work. The TT pool is now growing into something more than a IT pool, and this is a trend that the MC must offer a concrete push this year. GCDP conversion to GIP and qualitative delivery For every young student who wants to access the GIP program, the VPs must recommend a GCDP program before. If every GIP consumer becomes a GCDP consumer as well, AIESEC Romania will have a growth in their realizations. Moreover, if a GCDP consumer qualifies to a GIP program as well, they must be strongly encouraged to take it. One way to do this is by offering them a discount in their internship fee, and simple solutions like this always do the trick. The support from the MC must come ona national campaign that rewards the top performing LCs that manage to achieve high results from Re-Raising strategies.

Talking about the experiences that we provide our trainees, we must ensure that all the LCs in the country can rise to a certain standard of quality, making our projects and our reception activities the business card for Romania in the upcoming period. This way it will be easier for a person to apply for an internship offered by Romania, or to come again in our country.

5. What are the competitive advantages that AIESEC Romania has in the international network?

What can we do to maintain and/or increase them?

AIESEC Romania’s competitive advantages in the international network are:

- We are a country which is piloting AIESEC2015. The changes we made in the structure and the

processes are a proof of that. I believe we can increase this advantage by stabilizing our processes

and ensuring a qualitative transition framework for the country.

- The quality of the GCDP experiences that we provide to our trainees. Our reception activities and

our qualitative projects are the ones that contribute to the image that Romania has in the network.

The support of the MC is to create a set of recommended activities for our trainees and to track the

minimum criteria of implementation.

- The GCDP and GIP customers are qualitative. Being good English speakers and having a vast AIESEC

XP, they become ambassadors for our country. Moreover, our leaders are more into accessing the

GIP program after their EB experience or other Middle Management experiences.We should

continue to have a good selection process and to capitalize on the international programs offered to

our members.

- Qualitative Romanian leaders. Romania was everywhere this year, and this is a trend that needs to

be continued. Having Romanians in the MCs or being MCPs of other countries, or even in AI’s

Steering Team is an important asset to the image of Romania in the world, and this is one of the

things that we need to maintain, by inspiring our members to continue their AIESEC experience at

the MC level, inside or outside the country. A strategy to achieve this is promoting opportunities like

CEED or international conferences, or creating new ones like Spend a week in the MC flat.

Other things that Romania is known for are Alumni Management, our qualitative TM processes, the

strong partnerships that we deliver for, and the list could go on.

SPECIFIC QUESTIONS

1. Present your strategy on how to decrease the delivery time and how to increase the realization

rate on GIP in AIESEC Romania for the following term?

In order to give the answer to this question we must understand our customers. The people who

access this program are students in terminal year or recent graduates and experienced AIESEC

members.

A strategy to decrease the delivery time is to make a more strict selection process for our GIP

customers. The interviewers must receive a preparation on competencies in order to identify the

individuals who have everything it takes to pass the company interview. This way we can select only

the people that will have high chances of matching. For the rest of them, we can offer GCDP, TMP or

TLP programs if they are suited for them. Moreover, a good case practice from the network is that

the applicant must prove throughout official documents that he owns at least 500 euros,

representing the exchange fee and the transportation costs. This offers a certainty that the money

problem will not appear. When I was VP OGX I introduced in the Exchange contract a clause stating

the fact that if the EP does not get matched in a certain period of time he will not be able to access

the program again, and this helped me motivate my GIP EPs to do self -matching and to shorten their

realization time. Also, this helped me clean the platform of EPs that are hard to match or are just not

that interested.

The pools that need a push are the Management and Technical ones. For the Management pool, we

must capitalize on our leaders that can access a GIP. I’m talking about the team leaders with a

minimum 6 months leadership experience and the EB members. A solution that we, as a MC, can

capitalize upon can be creating an R&R for the LCs based on the numbers of L+X generated on GIP.

Speaking about the external market, preferential partnerships on MT and TT with the top

performing countries on ICX Corporate in which we promote specific job description will make our

customers understand the benefits of the project and will make them apply. Moreover, the

Technical pool needs to be diversified, approaching topics like engineering, medicine or agriculture.

The fact that we do 4 recruitments per year is a strong opportunity that we need to capitalize upon.

We need to develop the framework for the summer recruitment in which we attract students that

can access a Technical Traineeship, in order to realize them in Q4. Change IT can be a project that

more and more LCs must implement. A strategy in this direction is combining it with the IT track in

AIESEC University.

2. Taking into consideration the underperformance on Educational and Technical Traineeships,

please create a strategy on how to ensure growth in quality and quantity and LC involvement on

ET and TT realizations. In your opinion, what are the elements that limit AIESEC in Romania to be

performant on ET and TT and how will you solve these issues?

After the Development Traineeships, the Educational Traineeships are the easiest ones to match and

realize. To grow the realizations on ET it is important to ensure a pipeline for the LCs. A well -made

recruitment is the key. If we promote the ETs to students from terminal year and recent graduates

we can create the pipeline. A lot of students are searching for jobs in education, but because of the

system, they don’t get it. The students don’t get the practical knowledge in school and this is an

opportunity that needs to be exploited. A simple ET project in which we recruit students, offer them

a professional TtT with our training partners, then raise their forms, will make them even more

competitive candidates for the ET market.

The Technical Traineeships area, as we understand it, is formed mostly from IT. This mindset must

be changed immediately. New pools on TT include engineering, agriculture or medicine, widening

the student niche that we can approach. In order to support this strategy, we must capitali ze on

preferential partnerships, with the Nordic countries for IT (being the biggest supplier of IT

traineeships) and with other countries that offer jobs on the new pools.

One of the biggest challenges in ensuring the pipeline is recruitment. We often promote our GIP

programs vaguely, overselling it, making the GIP customers on ET and TT have incorrect

expectations. Instead of that, we should use segments of our student market to promote concrete

opportunities, on educational or technical faculties, using large posters, with a concrete message

(that can also contain part of the job description) with a more stable brand of our international

programs. This will be more effective and efficient than using millions of small posters placed

randomly in the University. We focus more on GCDPs because we match them more easily and the

student market is bigger, but we also need to focus on the IT pool, being one of the best in IT

countries. Another thing is that we have a small focus on the summer recruitment, making all our Q4

realizations come from the spring recruitment. The MCVP International Internships must offer the

framework for summer recruitment, as the main source of GIP realizations in Q4, shortening as well

the delivery time. Another good case practice comes from AIESEC Iasi, which is doing an assessment

on the competencies and skills needed for ET and TT traineeships, and develop the talent marketing

and selection process on that assessment, making sure they recruit according to the platform trends.

3. Taking into consideration the lack of Outgoing National Projects in AIESEC Romania, how will

you ensure the management and change of this situation and the LC engagement in implementing

Outgoing National Projects?

The new structure offers a lot of flexibility. New projects can be made fast, initiatives can be created

outside LPM in order to achieve organizational results.

There are two main directions that we can choose from in what concerns the Outgoing National

Projects. Either we create a portfolio with projects, together with the VPs at the beginning of their

terms, from which each LC can choose to implement one or more projects. Sometimes forcing LCs to

align to certain strategies or projects can backfire upon the results of the country. E ither we don’t

create any national projects on Outgoing, offering flexibility to the VPs to create their own ways in

delivering results. By doing this, the LCs can be a bit comfortable and will not search for simple

innovative initiatives that can generate extra EPs for the pipeline.

The solution is the combination of the two directions: create the portfolio with projects and

principles of implementation together with the VPs and the NST, giving them the ownership that

they need, and let them choose the ones that they implement and the way of implementation,

according to the principles created, while the MCVP International Internships and the NST

continuously tracks them.

4. Present the initiatives, way of working with the LCs, difficulties and performance of the TOP

AIESEC countries of each GN on GIP and GCDP outgoing in maximum 2 pages.

The following statistics are taken in the period 1st of January 2011 until 1st of December 2011

MENA Egypt GCDP257 GIP48 Initiatives: splitting the OGX into OGIP and OGCDP. The focus was on creating different operations, strategies, focuses and resources. They work with Standardized Operations Procedures, providing the framework for the country to get educated and aligned. Their main national initiatives on OGX are the XPROs, the OGX Information System Infrastructure and the Country to Country partnerships. Due to the Lebanon Expansion they managed to have an extra 80 applicants for OGX from which they sele cted 32. They use the online recruitment through social media and the partnership with the Universities. Working with the LCs: the Standardized Operations Procedures. They split their operation on pools, geographic approach, universities, country of destination, etc. Challenges: GIP operations, which are not that developed. In order to fix this they start with small structures which they develop and expand. They split the operations based on the smallest and simple st way for the demand and market.

CEE Poland GCDP550 GIP374

GCDP initiatives: the Discover program (promoting internships in India, China, Turkey, Africa, Balkans and Russia); new initiatives developing on HIV/AIDS and Ecology GIP initiatives: Teach the World, Business Program, and Technical Talent. The LCs apply for taking part, they establish their own timeline or the frequency, and the LCs are responsible for the unfolding of the project. The applications are made through a special site, the MC is splitting applications between LCs taking into consideration the program and the selection is made by the LCs. Working with the LCs: there is no OGX NST. The communication is made through the NST in PR which tracks the activity on the projects. Difficulties: the MCVP OGX. The management of growth is difficult considering the lack of communication between LCVPs and the MCVP on OGX.

CEE Russia GCDP 287 GIP 267 GCDP initiatives: national projects supported by the MC with materials, partnership programs, the standardized information system and the Country to Country cooperation. GIP initiatives: their ET partnerships and on delivering their Country to Country partnersh ips. The MC is working with the top TN providers, coming mainly from WENA, but also with India and Turkey in order to match their leaders. Working with the LCs: the OGX NST is coaching half of them. The coaching meetings are happening with all the country once every 2 weeks. Their main communication channels are the e-mail, Facebook groups and shared Dropbox accounts The main difficulty was the winter recruitment due to the delays in preparation. The MC had their June transition, July was the month of national conferences and LC visits, in August was the IC and the promotion materials. The LCs had a lot of feedback for the materials sent and this meant another delay, making the recruitment difficult to implement

WENA Germany GCDP551 GIP236

CGDP initiatives: Discover program (India, China, Brazil, Kenya, South East Asia and Russia) – traineeships in topics like HIV/AIEDS, social work, environment, multiculturalism, etc.; Educating our world (DT/ET focus) – deliver knowledge and training on language teaching, running cultural or specific workshops in schools in China, Poland, India, Turkey, Ukraine or Russia. GIP initiatives: Emerging markets (MT) – working experience in companies from emergent economies around the world (Brazil, Russia, India, China). The backgrounds are focused on marketing, project management and market research. Global Leaders program (X+L focus) for people with leadership experience to go on MT or DT in China, India, Brazil or Turkey. Working with the LCs: there is a National Exchange Programs booklet from which the LCs picks the projects that they want to implement and the MC is setting minimum standards for the implementation and checkpoints. The LCs are designing their own recruitment, timeline and logistics according to the program that they choose to implement.

Iberoamerica Brazil GCDP668 GIP291 GCDP initiatives: Global Citizen Cultural - the EPs must elaborate cultural and social projects, work with the community, support the LC’s cultural events, educate young and old people on topics like language barriers or healthy lifestyle. Global Citizen Management – design and work in planning of strategies for fundraising projects, communication and marketing, project and program management. Global Citizen Human Care – introducing English as a communication tool, organize educational activities for children, approach themes like HIV, hygiene and others. GIP initiatives: It’s my world – programming in C, C++, JavaScript, PHP, HTML, MySQL and SAP, web development, project management in architecture and engineering area, management with engineers and architects. Global talents – work with market research, product development, HR management, Project tracking and development, consultancy and sales. Brazil MC’s structure contains 3 VP OGX (OGX Corporate, OGX Non Corporate and VP AIESEC Experience) giving the country a greater focus and results. The MC is offering the framework for planning the projects and splitting the accountability in the LC.

Asia Pacific Mainland of China GCDP1818 GIP285

Mainland of China is the No. 1 in OGX in the world. GCDP Initiatives: focus on X+L delivery, promotion of exchange with the help of returnees. Country to country collaborations, especially with India. The New peek program – balances the pipeline and delivers more qualitative exchanges. GIP initiatives: partnership with Turkey and USA. Double products (DT+MT) for new markets . Market segmentation. Campus Branding Guidance. Online recruitments and promotion. Way of working with the LCS: region based and task based NST working with the LCs. The LCs are focusing on developing standardized operations. Difficulties: The quality problem. Product packaging needs improving. Lack of LCs comprehension of the importance of members’ engagement and the general management of OGX. No short term exchange database. VISA problems. The competitors are growing up faster.

Africa Nigeria GCDP108 GIP29

GCDP initiatives: SWAP - engaging people to access the GCDP program, then providing them the opportunities to work abroad in social issues. The target is young people between 18 and 30 years old. EXPANSION initiative - approaching 15 new universities and expand in at least 5 of them, then organize OPS and pocket recruitments in certain points. GIP initiatives: X+L initiative – promote TN package for leaders, certificate X+L returnees, newsletter for X+Ls, product packaging, goal setting, learning opportunities, R&R system. Working with the LCs: inter-LC relationships. Also, they capitalize on the effect of social media to improve their communication inside and outside the organization. The focus is to position AIESEC among students by promoting the projects and the recruitment process. They use newsletter to communicate in the country Africa Kenya GCDP 66 GIP 28

GCDP Initiatives: the Bus Campaign (run in east Africa region to educate the people to take the bus). The people in Kenya, Tanzania, Uganda and Rwanda do not need a visa to travel. In order to implement this initiative they used the peak analyzer and synchronized the project with the holidays. GIP initiatives: developing a minimum criterion for raising GIP EPs. They focused on the exchange analyzer to run cooperation in the East Africa Region because the companies are looking for people from there. Working with the LCs: newsletters and one on one meeting every two months. They have an International cooperation Manager, responsible with the matching and cooperation and an OGX Education coordinator, supporting the education in the country on this functional area. The tools that they use are the GCDP portfolio, the GIP portfolio and the National OGX segmentation tool. Difficulties: lack of knowledge on OGX in the country, transition (was fixed by having Exchange Summit); holiday calendar for the LCs due to the 5 different periods of University holiday (fixed by working with the cluster model and OGX segmentations.)

5. How will you ensure as MCVP of AIESEC in Romania that the International Internships LC VPs

conduct their attributions on the Student niche on their local markets?

A person will perform if he has a direction and concrete plan to achieve it. This can be made in the

National Congress where all the VPs will be there, giving them, in a flexible way, the ownership on

the plan and the national initiatives. Also, NC is a place where all the gaps in education must be

covered, based on a Needs Assessment done in advance. The way I will ensure the implementation

of the plan is by working directly with the VPs. Each person is unique and has his own needs. This is

why it is very important to personally understand the needs and find solutions together with them.

Also, the NST (which will not be formed from LCVPs to avoid the work overload) will be an important

help in this process. In my term as VP, the MCVP OGX was tracking our activity using a tool called

QuGPTT, followed by a one on one meeting. This was continued in the current term and it is an

efficient way to track LCVPs’ activity. Moreover, I am open to offer preparation for the members in

the country throughout LC visits or online preparation, and by doing so, to become a support in the

activity of the LCVPs.

6. How will you manage the communication strategy of AIESEC Romania on GIP and GCDP taking

into consideration the local and national recruitments campaigns, projects, initiatives and

campaigns?

Because of all the changes in structure, processes and names, the country understood the need of

creating a strong brand for each International program. We need to create a brand that the students

can easily identify and stick to. Ever since I entered AIESEC, the International programs were

rebranded so many times, causing confusion among the student market. Create simple branding

rules, colors, fonts used and educate the country to use them. If so, in time the students will

subconsciously connect part of the brand with the idea of internationalism.

This is important but not enough. I believe that doing more than one thing at a time is unproductive.

After we create the brand we must plan the timeline of our actions. This is not something that

should come from national level, because it is hard for a person to understand and work with 15

different realities. The perfect solution is that every VP conceives the plan, having in mind the reality

of the LC and the market analysis. What should be done from the national level is set some

principles that are important to be respected in order to transmit a clear message, give the LCVP the

space to create the plan, check it, feedback it, approve it and track it if necessary. In order to do so,

the MC VP International Internships must provide education, motivation, ownership and the

framework needed so that the LC VPs International Internships manage this communication

strategy.

7. Analyze the performance on outgoing GIP & GCDP in the last 3 years in AIESEC Romania. How

will you ensure a constant growth in quality and quantity on both GCDP and GIP on the following

term?

The following statistics are from the myaiesec.net platform. The GIP number includes the

Educational, Technical and Management Traineeships and the GCDP number includes only the

Development Traineeships.

2011 2010 2009 GCDP 166 92 35

GIP 136 174 145 A significant part of the GIP numbers is Educational Traineeships, meaning that the pools of MT and

TT are still at a low level and need improvement in quantity and quality.

We can see from the statistics presented above that in 2010 the GCDP numbers had a growth of

162% and in 2011 the growth was 80%. The GIP numbers had a growth of 20% in 2010 and a

decrease of 22%.

Growth on GCDP: long term partnerships with CEE countries and short term partnerships for

promoting specific projects. As I said before, it is important to know our customers and the market.

This is why I believe that we should do a proper market research at LC level before choosing to

promote a certain opportunity or enfold a specific project. Another issue is education. LCVPs

International Internships must be the experts on their area. This means knowing the product and

capitalizing on every opportunity from the platform to get new good case practices and education.

We need to increase the usage of files and wikis on myaiesec.net in the process of generating

strategies for the LCs and also to contribute to the network by uploading our own information.

Growth on GIP: I believe selecting the right person will make our work effective and efficient. An

increase in difficulty on the Review Boards in selection will ensure that we have the qualitative EPs

to offer our GIP program to. Capitalizing on new markets is another solution that we need to start

focusing on. There are more and more opportunities for EPs on myaiesec.net on new, unexplored

areas, causing our market to expand, making us have a bigger pool of potential GIP customers from

which we can select. Moreover, we need to start promoting concrete learning points and

development paths for our GIP customers, as part of the communication strategy.

How can AIESEC Romania focus on the 20% that bring 80% of the results?

The key word for the next year in AIESEC Romania should be simplify. This word should be

encountered in almost everything we do especially when it comes to the processes that we

implement, to our way of work and the way we communicate.

There is a challenge that comes with this idea: making people aware that doing the things in

a simpler way doesn’t mean that we don’t have to think big, it means that we have to find

the simple, efficient way to achieve and overcome our results. Doing simple things must not

limit our creativity and our innovation.

Simplify our processes. We have to identify the processes that are worth keeping, eliminate

the unnecessary elements, and give the LCs the ability to customize them on their local

realities. In the same time, if needed, add new simple processes that will help the country in

its quest for achieving results.

As I was saying above, the process of simplifying must not kill the innovation and creativity.

We are always searching for new and innovative solutions for our problems and most of the

times we don’t achieve the expected results because we either get lost in too many things

that we have to do or we don’t have a good timing. By doing this we make our work

unproductive and, in most cases, at a lower quality. We should start investing our focus in

doing one thing at a time and on finding the perfect timing.

There is a trend in the country to allot a large amount of time for certain things, so that we

won’t be constrained by the time limitation. The answer is shortening the deadlines. This

removes the need to double-check everything. A process started a long time ago needs

extra checking right before the deadline. Having a smaller period for implementation will

constrain us to do things right from the beginning, will build thrust in the team and will

make the team experience more qualitative.

In April, the MC will meet all the presidents for the planning meeting, where we’ll create the

strategy for the next year. That is a the key point where all of us should have in mind that it

is a period where all our processes and plans need stability and the way we’ll achieve that is

through simplifying what we do and eliminate the unnecessary. Create a simple plan that

every member in the country must understand, plan what will deliver high qualitative

results.

I will resume my response with these two principles: limit the tasks to the few important

ones in order to shorten the work time and shorten the work time in order to limit the tasks

to the few important ones.