AIESEC in Hong Kong 15-16 _ Discharge Report

2015-2016 DISCHARGE REPORTT H E R O A D T O 1 6 %

W R I T T E N B Y

AIESEC IN HONG KONG MEMBER COMMITTEE 2015-2016

TABLE OF CONTENT

P.3 P.4-7 P.8-11 P.12-15 P.16-18 P.19-20 P.21-24 P.25-27 P.28-32 P.33-36 P.37

Introduction Outgoing Global Citizen Incoming Global Talent Outgoing Global Talent Marketing YouthSpeak Talent Management Business Development Finance & Legal Administration Presidential Office Appendix

INTRODUCTION

The year session 2015-2016 undergone a lot of changes as the organisa9on was at the end of AIESEC 2015 and at the beginning of AIESEC 2020. There were changes that were necessary. There were changes that came too soon. We have had our successes and our failures, and this report aims to give you a holis9c look on how the organisa9on has evolved overall and in each func9onal area.

For this edi9on of the report, we have adopted McKinsey’s 7S model to provide as much of a holis9c assessment in our areas as possible as in the model, the areas we should be considering or looking at in general are as follow: Shared values, strategy, structure, systems, skills, style and staff. ANer the en9re assessment, you may find a recommenda8ons and sugges8ons sec8on that summarises our learnings and what are the things we recommend to start, stop, and con8nue, so that the informa9on will be easily digested. Please do take note that you may find some more data and informa9on in the appendix folder in which you may find the link at the end of this report.

We hope that by reading this report, you would be able to learn as much as we have this year. We sincerely thank everyone who has been a part of our year with us, and we wish you the best of luck in your year and the years to come.

OUTGOING GLOBAL CITIZENJ U L I A N T S A I

OUR MISSION

Develop solu8on-driven and accountable leaders by crea8ng direct social impact through an interna8onal community development experience.

The Outgoing Global Community Development Programme or Outgoing Global Ci9zen connects students and recent graduates to volunteer and community development projects across the world . Par9cipants gain a d iverse and interna9onal team experience, empower communi9es, develop a global mindset, nurture their leadership and personal skills, and become a ci9zen of the world. As the genera9on closing AIESEC 2015 and star9ng AIESEC 2020, we are one step closer to engage and develop every young person in the world by embarking a youth leadership movement. This is how the programme contributes AIESEC Hong Kong throughout year 2015-16, developing solu9on-driven youth to be accountable for a unique and cohesive Hong Kong.

MEASURING OUR SUCCESS

To determine if the mission is achieved, measurements are set to evaluate in terms of i) customer (Exchange Par9cipants), ii) co-creator (En9ty Partners) and iii) officers (membership).

Aspects Measure of success

Exchange Par9cipants1. # of realisa9ons 2. EP NPS at complete

En9ty Partners (EYP) 1. 1+ LC-LC partnership per LC

Membership1. % of integrated experience (IXP) 2. Team experience NPS at complete

The following strategies are implemented by the Na9onal Team (Standing Commicee) of Outgoing Global Community Development Programme based on the shared value: customer centricity.

MAKING IT HAPPEN

1

2

3

Customer experience management enforcementProcess op3misa3on and renova3on

Talent capacity enhancement

NUMERICAL ACHIEVEMENTS

On the aspect of exchange par0cipants

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL

CS 2 0 0 64 112 49 46 188 188 68 24 3 744

MA 9 0 1 2 42 15 2 16 125 202 182 84 680

RE 125 10 6 2 3 26 21 2 5 3 116 230 549

0

200

400

600

800

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN

Contracts Signed Matched Realised

Cumula&ve programme performance

*Based on LC reported contracts, EXPA, and break match/realisa9on

Breakdown by en&&es (July 2015-June 2016)

0

50

100

150

200

CUHK CITYU HKBU HKU HKUST LINGNAN POLYU

130

25

8570

596385

178

27

58

1008379

124

192

23

75

114

8196

152


EP NPS at complete

CUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL

NPS 27.6 26.1 37.7 22.5 7.0 42.4 26.7 26.6

RESPONSE % 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 99.6%

On the aspect of en0ty partners (# LC-LC partnerships per LC)

CUHK CITYU HKBU HKU HKUST LINGNAN POLYU

5 3 3 3 0 0 3

Top 3 en0ty partners in 15-161 Poland (13%) 2 Romania (10%) 3 Brazil (9%)

On the aspect of membership (% of integrated experience)


EP TO TXP 1.72% 2.94% 1.41% 9.86% 2.9% 10.3% 6.71% 5.09%

TXP TO EP 26.7% 15.8% 22.5% 12.1% 7.4% 15.8% 22.0% 17.9%

Team experience NPS at completeCUHK CITYU HKBU HKU HKUST LINGNAN POLYU TOTAL

NPS 35.3 26.1 60.0 0.0 9.1 60.0 0.0 20.8

RESPONSE % 100.00% 100.00% 31% 95% 147% 71% 95% 92.7%

On the measures of success of the programme

Measure of success Goal Actual Achieved

EXCHANGE PARTICIPANTS

# of realisa9ons 813 549 67.52%

EP NPS (at complete) 51 26.6 67.52%ENTITY

PARTNERS 1+ LC-LC partnership per LC 7/7 LCs 5/7 LCs 71.4%

MEMBERSHIP

% IXP (EP to TXP) 20% 5.09% 67.52%

% IXP (TXP to EP) 30% 17.9% 59.7%

TXP NPS (at complete) 50 20.8 41.6%

DEPARTMENT OVERVIEW

Shared Values

Customer Centricity is not just about offering great customer service, it means offering a great experience from the acrac9on stage, through the value delivery process and finally through the reintegra9on process. By being customer centric, we an9cipate customers’ needs and delight them with experiences they may not have thought of, but will immediately feel connected with. Thus, the customer centric implies on our programme, processes, strategies and a culture that is designed to support customers with a great experience as they are working towards their goals.

MCVP OGCDP

MC MANAGER

STANDING COMMITTEE

ECB NST LCVPs

Structure

The MCVP oGCDP is responsible for the Na9onal oGCDP Team, composed of 2 MC Managers, 1 NST (term of office un9l Q4) and oGCDP Standing Commicee (6 LCs and 1 EI). MCVP oGCDP is the contact responsible for the En9ty Control Board (ECB), composed of the ECB Chair and 3 ECB members.

The MCVP oGCDP is also the account manager for the Carrier Partner of AIESEC Hong Kong - Cathay Pacific Airways. In session 1516 AIESEC helps Cathay Pacific to promote the student campaign – Popup&go. In return Cathay Pacific offers AIESEC membership enjoying the pre-sales of the student campaign before public sales.

Style

A top down direc9on with bocom up ini9a9ves can be observed in session 1516. MC set the roadmap and goal, while empowering LCs to create the pathway to the organiza9onal goal. Five na9onal task forces are divided among the members in oGCDP Standing Commicee: EPM Summit, EP Contract refund policy review, EP LEAD co-delivery framework design, EP selec9on process rev iew, re integra9on minimum establishment.

System

A na9onal EP database is established in session 1516 for consistent KPI tracking, EP progress overview, accurate data and sta9s9cs . Informa9on of EPs across all LCs are registered in the database. The database is designed for sustainable usage across sessions, this is to avoid mess EP and data transi9on across terms happened in past years.

Strategy

1 Customer experience management enforcementEP LEAD implementa3on — To further facilitate the leadership development of EPs in each stage of the customer flow, an EP LEAD framework is created with clear suggested 9meline, implementa9on methods, LEAD contents and respec9ve KPIs. Implementa9on enabled consistency of EP engagement and development across LCs, aligning LEAD delivery at touch points with EPs such as Personal Development Talk (PDT), LEAD workshop/camp, ICPS etc.

oGCDP Standing Commicee further developed the framework into a co-delivery version, enabled stronger collabora9on between Sending En9ty and Hos9ng En9ty.

Sugges3on

Session 1516 focused on LEAD delivery at fix touch points with EPs (PDT, ICPS etc). Future sessions are advised to emphasize on con3nuous LEAD touch points with EPs such as EP Manager, on how to empower EP Managers to con3nuously facilitate the leadership development of EP throughout the en3re customer flow. Next session is suggested to take summer batch as a reference on the implementa3on of the co-delivery version framework, in order to improve value deliveries with the exis3ng en3ty partners

2 Process op3misa3on and renova3onPurposeful Interna8onal Rela8ons — Hos9ng En9ty plays a huge role in facilita9ng the leadership development of EPs. An en9ty partnership aims to ensure a certain deliverables for EPs are implemented by both Sending & Hos9ng En9ty. Session 1516 started to emphasize on the development and sustainability of LC-LC partnership, in order to strengthen the customer experience from both Hong Kong and host side. An LC-LC partnership is established by either MC alloca9on, or through LC’s self-ini9ated partnerships. SOP on how to build & sustain an LC-LC partnership is released to support LC’s self-ini9ated partnerships. Interna0onal Collabora0on Award is included in the annual awards to recognize LCs with outstanding partnership management. Session 1516 aims “1+ LC partner per LC” and “1 partner per en9ty” for each LCs. Such strategy enables simple and focus communica9on between LCs from both sides, so as to increase matching efficiency and value delivery, opportunity marke9ng for EP acrac9on, as well as sustainability of the partnership. Results shows the overall matching rate is 88.9% (9% increase compared to past session), while 67% of our EPs are matched to En9ty Partners.

Sugges3on

Future sessions are advised to con3nue using the “1 partner per en3ty” strategy. It is strongly recommended next session that LCs to con3nue the collabora3on with exis3ng LC partners for at least one more session, to gain experience on sustainable partnership management in a long-run.

3 Talent capacity enhancementRefreshed Customer Flow transi8on — As an organiza9on globally we aim to grow disrup9vely in the leadership experiences we are facilita9ng, and be accessible to everyone everywhere by year 2020. Following the launch of Opportuni9es Portal (OP), AIESEC Exchange transformed from a closed plauorm to an open plauorm. The original Customer Flow is hindering the organiza9on reach the picture we envision. Hence a refreshed Customer Flow is introduced to streamline the en9re process. Session 1516 AIESEC HKU pioneered to abolish EP recruitment talk, and convert leads to na9onal website & sign-up on OP before students engage with AIESEC. Results in an increased overall performance comparing to past term, with less talent capacity invested throughout the acrac9on process. On the other hand, oGCDP Standing Commicee conducted selec9on process review, Student Review Board (SRB) is replaced as Consultancy Chat for expecta9on sewng with poten9al EPs. Several LCs began to implement refreshed Customer Flow in late Q2.

Sugges3on

Next session is advised to fully implement the refreshed Customer Flow. Aspects including OP marke3ng, consultancy chat and lead nurturing. Consensus with en3ty partners regarding aUrac3on, matching and realiza3on 3meline is suggested to reach by Q3. Such alignment enables the projects to be available on OP before aUrac3on peak.

* Youth 4 Global GoalsYouth 4 Global Goals (Y4GG) pilo8ng scheme — Youth 4 Global Goals was launched globally in Feb 2016, a campaign by AIESEC to raise awareness of youths about Sustainable Development Goals (SDG), enable youth to understand about the importance of SDG and take ac9on to involve in projects that contributes SDG. AIESEC globally aims to align 100% GCDP projects to SDG-related issues by the end of year 2016. To balance between change management and summer peak delivery for AIESEC Hong Kong, a pilo9ng scheme was launched to recruit maximum 3 LCs to pioneer the Y4GG campaign. Pilo9ng LCs included AIESEC CityU and AIESEC PolyU. Pilo9ng LCs are responsible to align the marke9ng to raise awareness about SDG, and take ac9on to work on it through GCDP.

Staff

Talent capacity enhancementEP Manager Summit — An EPM Summit was held by the oGCDP Standing CommiQee to all oGCDP members in early Nov 2015. The objec0ves of the summit were shaping the accountable EPM mindset, enabling EPM to understand the full picture of GCDP and feeling the ownership to the programme goals. 84.3% of oGCDP members across LCs were par0cipated in the summit. However feedback received from delegates was easily got informa0on overload with the session content and the dura0on was too long. Sugges3on

Future sessions are advised to first re-consider if a na3onal EPM Summit is needed for members. Alterna3ve sugges3on is to limit delegate profile to LCVP and/or Team Leaders, while LCVP and/or Team Leaders be responsible to bring back the Summit insights to LC members.

Skills

The talent capacity is measured by the produc@vity of a member at matched and realisa@on (i.e. # of MA or RE per member can drive).


PRODUCTIVITY (MA) 7.29 6.08 5.19 5.00 3.87 3.86 8.48 6.21

PRODUCTIVITY (RE) 5.00 4.85 3.69 3.50 3.47 3.57 6.19 4.49%

INCOMING GLOBAL TALENTM I C H A E L C H E U N G

OUR MISSION

Enhance cultural ownership through gatekeeping customer experience

The value of Incoming Global Internship Programme aka Incoming Global Talent lies in its uniqueness to bring interna9onal talents to Hong Kong. Through interac9on, we believe both local youth and interna9onal interns could develop a sense of cultural ownership, meaning they embrace the uniqueness of their own culture and would strive to make it becer. This is how the programme contributes to the mission of AIESEC Hong Kong 1516, developing solu9on driven youth to be accountable for a unique and cohesive Hong Kong.


Our enablers (company) and internship par9cipants are the 2 key stakeholders that could reflect whether we achieved our mission. Below is how we define our success.

To enablers (company) Measure of success

Our enablers would consider deep engagement with us by means of up-scaling partnership or promo9ng AIESEC

1. Enablers’ reten9on rate 2. Net Promoter Score (NPS)

from enablers

To internship par<cipants (EP) Measure of success

Our interns would develop their leadership by having support system from the workplace and among themselves

1. # of realisa9ons 2. Net Promoter Score (NPS)

from interns

MAKING IT HAPPEN

In order to achieve our mission, the Na9onal Team (Standing Commicee) of Incoming Global Internship Programme has a Shared Value: Customer Centricity.

We shape what we do around the Shared Value and come up with 3 focuses below.

1

2

3

Manage customer rela3ons

Develop relevant product

Enhance talent capacity*Please refer to the appendix for details on each focus


On the key performance indicators of the programme


CS 7 2 5 2 11 20 17 14 9 7 5 2 101

MA 7 7 2 2 0 2 0 1 5 0 6 3 35

RE 1 5 8 7 2 1 0 1 1 1 1 2 30

0

30

60

90

120






TO ENABLERS

% enablers' reten9on rate 33% 28% 84.8%

NPS of enablers 20% 40% 200%

TO INTERNS

# of realisa9ons 105 30 28.5%

NPS of interns (At re) 20 69% 245%

NPS of interns (At complete) 20 100% 500%

DEPARTMENT OVERVIEW

Strategy

Supported by a centralized tracking system, a Data-driven strategy was implemented to aid decision making and improve customer experience. Key areas include the following.

1 Sales performance managementSales conversions of each sales officers are being tracked. Sales Manager can design coaching support base on each individual’s needs to boost produc9vity.

2 Product developmentMarket demand and product performance can be traced, providing insights for Programme Director to propose changes in product mix or develop new products

3 Sales and marke3ngData of talent supply are presented on website and in sales mee9ng for becer customer expecta9on. Also, data on digital marke9ng are available to evaluate marke9ng performance.

System

The Sales Process is refreshed for becer customer expecta9on. A Customer Feedback Loop is also developed to collect constant feedback for product development.

1 Customer-centric sales process

2 Customer feedback loop

Prepare data and CVs base on company

requirements

Set expecta9on by showing supply and

sample CVs

Go through contract terms to avoid poten9al

dispute

PRE-MEETING 1ST MEETING BEFORE SIGNING CONTRACT

AT REALISE

NPS survey 1st evalua9on

AFTER 1 MONTH

2nd evalua9on Customer interview

DURING MID-TERM

AT RE-SIGNING STAGE

Structure

MCVP IGIP

MC MANAGER

STANDING COMMITTEE

CUSTOMER RELATIONS

DIGITAL MARKETING LCVPs

In session 2015-2016, MCVP iGIP is solely responsible for managing the iGIP Department. It consists 2 MC Managers and 1 Standing Commicee. The MCVP iGIP is the centre of communica9on and decision making. Therefore, unity of command and unity of direc9on is well prac9ced.

Staff

Session 2015-2016 inten9onally reduced the membership size to provide quality experience for each member, hence increasing talent capacity. It is observed that the produc9vity on Sales is greatly increased while the produc9vity on Service Delivery has no significant changes. This suggest greater focus should be put on Service Delivery for a healthy growth of the Programme.

1415 1516 Change

# of members in IGIP 119 76 -36.1%

Produc9vity (CS/Members) 0.92 1.32 +43.5%

Produc9vity (Ma/Members) 0.43 0.46 +7.0%

Produc9vity (Re/Members) 0.33 0.36 +9.1%

Skill

The skills involved in sales process and talent recruitment are key contributors to the performance of iGIP. It is observed that the en9ty is weak in prospec9ng, sales closing, talent acrac9on and talent selec9on as referenced from the charts below.

1 Conversion rate from 1st Contact to Mee3ng (Prospec3ng)

GOAL CUHK CITYU HKBU HKU HKUST LINGNAN POLYU

5% 5.07% 3.07% 2.46% 18.55% 1.95% 0.72% 1.59%

2 Conversion rate from Mee3ng to Contract Signed (Sales closing)


33% 14.81% 16.67% 5.26% 34.78% 20.00% 75% 27.59%

3 Conversion rate from Contract Signed to Matched (Talent recruitment and selec3on)


70% 20.00% 71.43% 44.83% 28.00% 16.67% 45.45% 20.00%

Style

A customer centric and data driven culture is observed throughout the year. Each quarter, the Standing Commicee would evaluate customer feedback collected from Sales process, NPS survey and evalua9on mee9ngs and customer interview to innovate on our service. Projects including Case Study, ‘Get to know Hong Kong’ Video Series, Talent Supply Report, Contract Review and Evalua&on Framework are carried out to provide becer customer experience.

RECOMMENDATIONS AND SUGGESTIONS

Overall, the performance of Incoming Global Talent has dropped. By comparing data of the last session, the performance of ‘Contract Sign’ remains the same while the performance of ‘Matching’ dropped by ~50%. This shows the key bocleneck is ‘Matching’ which is contributed by mismatch between 1) Market Demand and 2) Talent Supply.

For market demand, increasing number of educa9on centre and IT firm is observed, so as the demand of Educa9on and IT talents. Reflected by product mix, Educa9on and IT opportuni9es made up of 33.03% of the total opportuni9es compare to 65.34% last year.

However, the talent supply does not match market demand. Our talent pool generally prefers Business-related opportuni9es instead. Educa9on and IT opportuni9es received 50+ applicants on average while Business-related opportuni9es received 100+ applicants.

To tackle mismatch between supply and demand, it is recommended to put focus on the ‘Customer Centric Sales Process’ and develop product base on ‘Customer Feedback Loop’.

Leveraging on the data-driven strategy, sales person should prepare presenta9on regarding talent supply and product performance for company mee9ngs. This sets right expecta9on for company in terms of what we can provide. Also, data collected from ‘Customer Feedback Loop’ provides us insights on how to improve our product. We can innovate on our service delivery process or form purposeful interna9onal rela9on base on customer needs.

All in all, customer centricity should remain as the shared value of Incoming Global Internship Programme. Emphasis on service delivery is undoubtedly a cri9cal success factor for sustainable growth. For other sugges9ons, please refer to below.

Start

•Develop product that is relevant to market needs •Establish sustainable interna9onal rela9on •Review current contract to tackle loophole •Partner with associa9ons and government bodies

Stop

•Signing contracts with low possibility to match •Signing contracts with company which does not share AIESEC value

Con8nue

•Encourage the usage of CRM system for centralised tracking •Emphasise on customer feedback for customer centricity •Invest in digital marke9ng •Data-driven sales performance management

OUTGOING GLOBAL TALENTH A I L E Y L A U

In order to achieve our mission, the Na9onal oGIP Team (Standing Commicee) shared the same value: Customer Centricity. In Session 1516, we have been pushing this value to be in our opera9on.

The following 3 focus areas are to contribute to the shared value.

OUR MISSION

Develop youth to be accountable for a cohesive Hong Kong through profession internship experience

Outgoing Global Internship Programme or Outgoing Global Talent Programme aims to develop Hong Kong youth leadership by sending interns abroad. We believe through a challenging internship abroad, the youth is able to develop a sense of cultural ownership, meaning they embrace the uniqueness of their own culture and would strive to make their society becer.


We have one very clear stakeholder in oGIP, which is our customer — Exchange Par9cipant.

Measure of success Focus Key Performance Indicators

1. # of realisa9on 2. Net Promoter Score (NPS)

1. Conversion rate from leads to matches 2. Conversion rate from matches to

realisa9ons 3. NPS response rate at complete

MAKING IT HAPPEN

1

2

3

Enhance talent capacity

Opera3ons enhancements

En3ty partnerships


On the key performance indicators of the programme


LEADS 25 16 16 14 18 18 16 25 36 84 50 24 342

CS 4 2 4 2 16 2 2 16 1 5 4 10 68

MA 3 4 3 3 3 3 1 1 3 3 9 5 41

RE 1 4 4 1 3 3 2 2 0 1 6 7 34

0

17.5

35

52.5

70




0

22.5

45

67.5

90


Leads Contracts Signed Matched Realised

Monthly programme performance



NPS of EPs 51 62.5 122.54%

# of realisa9ons 82 32 39.02%

On performance comparison of the programme (11-12 to 15-16)

CS MA RE LEAD-MA CS-MA MA-RE LEADS APP APP/LEAD

11-12 83 20 14 24.10% 70.00%

% GROWTH 31.33% 45.00% 57.14% 10.41% 8.37%

12-13 109 29 22 26.61% 75.86%

% GROWTH -20.28% -6.09% 68.18% 33.53% 80.64%

13-14 76 27 37 35.53% 137.04%

% GROWTH 0.00% -18.52% -54.05% -18.52% -43.61%

14-15 76 22 17 22.92% 28.95% 77.27% 96 2322 24

% GROWTH -10.53% 72.73% 100.00% 93.05% -10.85% 12.38% 93.75% -0.90% -48.85%

15-1 6 68 38 34 55.88% 20.43% 86.84% 186 2301 12

DEPARTMENT OVERVIEW

Strategy

To contribute to the shared value of customer centricity, mul9ple strategies are implemented to move our opera9on to be more aligned to a customer centric customer flow. Key areas include the following.

1 EPM (Exchange Par3cipant Manager) reposi3oningEPM are reposi9oned as both sales and consultant other than a supporter role. As sales and consultant, EPM takes a proac9ve role is recommending internship opportuni9es to EPs and provide professional opinions to assist EPs along their journey.

2 Enforcing an Open Pla^orm for CustomersMove the recruitment channel from tradi9onal recruitment talk to online system completely to make the process more agile and more customers friendly.

3 Product developmentData of each sub-product (including Global Entrepreneur) is tracked, providing oGIP department insights to do review or develop of GIP.

Structure

MCVP IGIP

MC MANAGER

STANDING COMMITTEE

The na9onal oGIP team consists of 1 MC Manager and 1 Standing Commicee. The MCVP oGIP is responsible in managing 2 subordinates and decision making. Therefore, the unity of direc9on and command is well prac9sed.

Staff

In Session 2015-2016, there is not much difference on the membership size. It is shown in the table below that the produc9vity in MA and RE has greatly increased. Poten9al cause of this increase can be the focus in talent capacity. The decrease in CS and great increase in MA and RE also suggest the focus of a member’s JD should be on customer delivery instead of acrac9on stage.

1415 1516 Change

# of members in oGIP 64 62 -0.03%

Produc9vity (CS/Members) 1.19 1.10 -0.08%

Produc9vity (Ma/Members) 0.34 0.62 +82.35%

Produc9vity (Re/Members) 0.27 0.52 +92.60%

Skill

One of the focus strategy is posi9oning EPM to a sales and consultant role, which aims to boost the conversion from LEADs-MA/ CS-MA by taking a proac9ve role in recommending suitable opportuni9es to EPs.

*Na0onal Average Produc0vity = 0.53 (LC: max = 0.88; min = 0.33) (*with the most updated number of work force in departments)

1 Conversion rate from leads to Ma


25% 47.07% 18.87% 20.69% 15.79% 25.00% 21.43% 17.65%

2 Conversion rate from CS to Ma


63% 40.00% 90.00% 42.86% 15.79% 125.00% 100.00% 28.57%

3 Conversion rate from Ma to Re


85% 83.33% 77.78% 100.00% 100.00% 100.00% 100.00% 116.67%

4 Conversion rate comparison between 14-15 and 15-16

1415 1516 % Change

Leads-Ma 22.92% 20.43% -2.49%

CS-Ma 28.85% 48.72% +19.87%

Ma-Re 77.27% 86.84% +9.57%

System

The opera9on process is refreshed to contribute to the shared value — customer centricity. It is more aligned to the customer flow and more agile and efficient.

1 Past prac3se

2 Current prac3se

Promo9on (Physical/Online)

Recruitment Talk

Consultancy Check

Contract Signed

OP Sign-Up

Matching (EP search for opportunity)

Realise

Online promo9on (GIP/opportunity)

OP Sign-Up Matching Contract signed

upon matched Realise

Style

A customer centric and data-driven culture is observed this session. In standing commicee mee9ngs, the na9onal team discussed about the customer flow and how to move our opera9on to be friendlier to our customers using the data from pioneered LCs of a more open plauorm for customers. It contributes to the shiN stated in “System”. Throughout the communica9on in the team, it is also observed that to make a change, data is a needed convincing power.


In Session 2015-2016, the performance of oGIP has generally improved. The number of CS dropped due to the shiN of the customer flow, which we only sign with exchange par9cipants when they are matched with an opportunity. In MA and RE, the growth is the greatest comparing with those in past 4 years (MA: +72.73%; RE: +100.00%). Note the number of LEAD and all figures related to LEAD is a new performance indicator. It is suggested to gather data from other

other en99es and track closely to observe the relevance of this stage and how does it aNer the performance of later stages.

In terms of aligning the customer flow, Session 2015-2016 carried on the effort from Session 2014-2015 to shiN the customer flow to be more open. This is the first year to have a complete open plauorm for our customers and our internal opera9on may not be ready to support a large number of scales in different stages yet (increase in MA & RE but decreased in LEAD-MA & CS). To further comprehend this agile and open customer flow, it is suggested to have a clear engagement plan for exchange par9cipant manager to constantly keep the exchange par9cipant engaged along their journey. Another sugges9on is to align the LC criteria with the changes in opera9on to avoid LC criteria becoming one of the barriers for LC to perform ambi9ously.

With a shiNed customer flow, oGIP team should put focus on the value delivery in EPs. In Session 2015-2016, leadership development elements only existed in outgoing prepara9on seminar and reintegra9on. Leadership development elements can be expanded in the engagement plan using the data of Leadership Development Model (LDM) Assessment on EXPA and the LEAD framework provided by TM this session so as to ensure our customer is gewng GIP provided by AIESEC but not an ordinary global internship opportunity.

Global Entrepreneur (GE) is launched in AIESEC in Hong Kong this session. The result of GE did not go well as expected (Goal: 50/ Actual: 10). The main reasons of the failure are (i) High Commitment Low Delivery in En9ty Partnership (EYP, AP Region);(ii) Lack of buy-in in LCs. GE is a relevant product to Hong Kong but our internal members are not ready to deal with the change of market when introducing the new product. It is suggested to have closely tracked EYP in relevant and popular regions to build sustainable EYP for specific product(s).

Overall, customer centricity should remain as the core value of oGIP. Value delivery is certainly a key to a unique oGIP development in the market and a sustainably growth. For summary of sugges9ons, please refer below.

Stop

•Signing EPs with the low possibility to match •Complica9ng streamlined opera9onal flow

Con8nue

•Keeping good rela9onships with close en9ty partners •Data-driven management •Direct opportunity marke9ng to poten9al customers •Internal EP group for GIP updates and marke9ng

Start

•Develop engagement plan for EPs •Develop LEAD framework for EPs with LDM assessment on EXPA

•Align LC Criteria with customer flow •Do NPS survey with EPs at different customer stages

MARKETINGJ E S S I E H O

OUR MISSION

The Marke9ng func9on’s wildly important aim for Session 1516 can be summed up in one word: relevance. The two main focuses for Marke9ng on an MC level were Relevant Marke9ng and YouthSpeak. Simply put, the ra9onale was for the former to drive exchange, and the lacer, to drive brand (although neither are exclusive of the other)—both of which would contribute to a more relevant AIESEC for Hong Kong. This year, the aim was to centre the brand more on AIESEC’s product—youth leadership development—and our programmes—Global Ci9zen and Global Talent. In addi9on to this, YouthSpeak aimed for relevance by crea9ng a credible youth voice via AIESEC.


Aspects Measure of success/KPI

Marke9ng

1. Reach 2. Leads to customer rate 3. Customer value (reten9on rate) 4. # app 5. % app to contracts signed

YouthSpeak1. # survey responses 2. # guests/partners engaged 3. Feedback of acendees

In order to achieve relevance, the func9onal area was broken down into two main focuses.

MAKING IT HAPPEN

1

2

Relevant Marke3ng

YouthSpeak

Key project and/or achievements: Content crea9on, channel tracking

Key project and/or achievements: Partnerships and endorsements, events management

DEPARTMENT OVERVIEW

Strategy

Na8onal brand and marke8ng ini8a8ves

Marke8ng driving exchange

Centralised LC-level marke8ng

Key project and/or achievements

• Website revamp • Releasing a set of branding

guidelines for AIESEC in Hong Kong

• Improving our social media presence through usage of video promo9ons

• Ini9a9on of GE campaign in collabora9on with the oGIP func9on

• The clear defini9on of the workflow between OGX and Marke9ng in terms of opera9onal deliverables

• Implementa9on of a centralised tracking system — this was done in part through Google Analy9cs in order to track leads

For Relevant Marke9ng, the three main ini9a9ves were as follows.

YouthSpeak Survey YouthSpeak Forum Partnerships

Key project and/or achievements

• Increased survey responses to 1132

• 626 interna9onal version • 506 local version • Strong internal engamgenet

• Around 70 delegates • 15+ externals engaged as

speakers or guests

• Engaged guests from the field of government, NGO, start-up, and business for YouthSpeak Forum

• Engaged a number of celebri9es for the SDG video

For YouthSpeak, the ini9a9ves were as follows.

Structure

MCVP MKT

MC MANAGER

STANDING COMMITTEE

PROGRAMME MARKETING

DIGITAL MARKETING LCVPs

The structure of the Marke9ng department was divided into two parts; the first which fell under Marke9ng, and the second, which was dedicated to YouthSpeak. The Marke9ng side was comprised of Member Commicee (MC) Managers, Na9onal Support Team, as well as the Marke9ng Standing Commicee. There were two MC Managers—one responsible for Digital Marke9ng and the other for Programme Marke9ng. Na9onal Support Team was in place primarily for support regarding campaign planning and content crea9on. Meanwhile, the Marke9ng Standing Commicee, made up of LCVPs from each LC was meant to provide integra9on of marke9ng efforts on both the local and na9onal level. The YouthSpeak team was led by the YouthSpeak Forum Manager, and an Organising Commicee of about twenty individuals to execute the YouthSpeak Forum (held in March, please refer to the YouthSpeak Forum sec9on).

Systems

Google Analy9cs was most heavily used in conjunc9on with the website to inves9gate where leads were coming from and how they were engaging with the site. Regarding general tracking, tracking the Marke9ng func9on throughout the year was minimal and mostly consisted of personal chats to monitor the ins-and-outs of the marke9ng departments of Local Commicees.

Skills and Shared Values

There was inten9on on driving a more sales-minded culture within the func9on, which in actuality happened within the exchange func9ons rather than in marke9ng. Regardless, this year saw a more customer-centric mindset take place— efforts went into making the customer experience more seamless to drive conversion and brand advocacy. This year also saw more

— efforts went into making the customer experience more seamless to drive conversion and brand advocacy. This year also saw more importance being properly placed in proper market research and comprehension before acemp9ng to sell a product.

Style

The Marke9ng func9on of 2015-2016 on the MC-level observed a more freestyle culture, more given to innova9on. However, the local level required more 9me to consolidate new ideas, and while coopera9ve to ideas given ample amount of 9me and data, were slow to ini9ate. This resulted in a unclear work flow between MC and LC level regarding Marke9ng. It is evident that communica9on flows, while not lacking in 15-16, should be used even further to engage them more in the en9re big picture.

Staff

The staff of the marke9ng func9on relied heavily on the top execu9ves of the team, while the focus was acemp9ng to drive a bocom-up culture. This tended to lead to loss of mo9va9on or that the results would mostly be driven by those in leadership roles. Meanwhile, the func9on itself acracted many of the more crea9ve or innova9ve-minded in AIESEC Hong Kong; it would be further beneficial if these talents could be given even more clarity on their role in order to even becer hone their results.


The Marke9ng func9on of Session 1516 suffered the most from a lack of strong collabora9on and communica9on between MC and LC. This resulted in part from different expecta9ons as well as differing 9melines. Innova9on and change management should be given due considera9on before implementa9on. B u y - i n f ro m LC s s h o u l d a l s o n o t b e underes9mated, and should be gained through trust and also ample background informa9on and inves9ga9on of the benefits that LC and MC can offer each other.

On the local level, the func9on was slow to take risks, oNen falling back on what had been done before, resul9ng in a more shallow, promo9on-level of marke9ng. However, there was also heightened awareness of world and marke9ng trends, which were u9lized to keep the message of AIESEC current. This should be con9nued into next year, which will assist in the posi9oning of AIESEC in current society, as an youth organiza9on aware of its own context and how to make an impact upon it. other

organisa9on aware of its own context and how to make an impact upon it.

Regarding collabora9on between local and na9onal level, one of the main struggles for the year was crea9ng and establishing the na9onal brand as the culmina9on of local commicee branding. Further market research is needed to ensure that each LC has accurate representa9on and is presen9ng the brand of AIESEC accurately to their own campuses in the most acrac9ve manner without dilu9ng the brand.

The parameters of opera9ons between Marke9ng and exchangers should be clearly set and expecta9ons clarified. This session recognized the importance of a data-driven culture—for marke9ng, more concrete tracking of opera9ons is necessary. It is recommended to either have a separate comprehensive tracker with the exchangers, or combine the tracking for a more collec9ve set of insights. Regardless, tracking of reach and conversion is crucial for understanding the market and how to best drive exchange for the customer.

Start

•Inves9ng 9me or money in a centralised CRM system to track all marke9ng leads

•Seek a solu9on together with LCs to fit the AIESEC HK (na9onal) reality to the local level

Stop

•Promo9ng for the sake of “brand awareness”—all efforts should lead back to our main purpose which is leadership through exchange and should ul9mately drive numerical results

•Using the old customer flow—it is 9me to update and streamline our processes

Con8nue

•U9lising Google Analy9cs on the website •U9lise the website more for acrac9on on both student and customer side

•Increasing the scale of market research for valuable insights

YOUTHSPEAKJ E S S I E H O

OUR MISSION

The aim of YouthSpeak in Session 1516 was to regain the relevance of exchange—our core product—to the society of Hong Kong. Furthermore, in keeping with the na9onal behaviours, the recurring theme of YouthSpeak was for youth and AIESECers to speak up about their society and then act to create posi9ve impact


Aspects Measure of success/KPI

YouthSpeak1. # survey responses 2. # guests/partners engaged 3. Feedback of acendees


As Session 1516 was the first year of really pushing for YouthSpeak, there were many lessons learnt and many new achievements. YouthSpeak in this year was a rather big priority by AIESEC Interna9onal and the global organiza9onal ini9a9ve of Youth for Global Goals. Therefore, it was impera9ve that Hong Kong not be leN behind.

Tracking the number of YouthSpeak survey respondents proved to be a challenge, as Hong Kong is one city and did not have the benefit of mul9-city tracking for LCs as other en99es. Therefore, the ini9a9ve was adapted to the local level by crea9ng a local version of the survey on Google Forms, with both a Chinese and English version to make the survey most accessible to our youth. Internal engagement via these surveys grew stronger, especially aNer a consistent internal communica9on strategy.

The next step was transla9ng these insights into ac9on and ac9ve conversa9on with the YouthSpeak Forum. Planning 9me for this event was quite limited and almost proved to be the Achilles’ heel, but for the 9reless efforts of the Organ i s ing Commicee . However, i t i s recommended that next year and the years to come allot ample 9me for event management and crisis management. Furthermore, it is also impera9ve that the purpose and ra9onale behind the event be extremely clearly communicated across all internal stakeholders before selling the idea to external stakeholders. Any event of na9onal propor9ons requires the coopera9on and contribu9on of the en9re na9onal plenary.

Consistent follow-up is needed in any engagement strategy; the most important follow-ups for YouthSpeak was the release of the survey report to our stakeholders. The report is meant to be a valuable resource of youth insight in Hong Kong, and it is recommended that this will con9nue to grow and upscale in the following years to come.

TALENT MANAGEMENT

K A R E N N G

OUR MISSION

The posi9oning of Talent Management (TM) has been discussed in the past few years. To build a clear and strong posi9oning, the direc9on and shared values of TM can be concluded by three adjec9ves, which are relevant, suppor9ve and smart. “Relevant” is to ensure leadership in every experience;“ Suppor8ve” is to enhance talent capacity to drive exchange; “Smart” is to make decision based on evidence and data. All the strategies are planned and implemented based on this direc9on to support the organiza9onal mission and development.


Measuring the sa9sfac9on of our membership’s experience is how we define our success. Therefore, Net Promotor Score (NPS) is the only MoS of TM this year. It implies how our members and leaders perceive and evaluate their one-year experience.

To strengthen the role of TM and consciously develop talents for the growth of organisa9on, there types of projects are designed.

MAKING IT HAPPEN

1 Leadership development projectsDeliver what we promised to enhance the leadership capacity

2 Synergy projectsDirectly support exchange as a Back office func9on

3 Func3onal projectsImprove and streamline TM func9onal processes


*Please refer to the appendix for details on each focus

*The results of the func9onal KPIs can be found in the appendix

Goal Actual % Achieved

TMP 30 6 20.00%

TLP 40 43 85.00%

Net Promoter Score comparison between 14-15 and 15-16

0

10

20

30

40

TMP TLP

34

6

1915

14-15 15-16

DEPARTMENT OVERVIEW

Strategy

1 Leadership development projectsRefreshed educa3on cycle

Refreshed leaders’ and members’ cycle are designed to facilitate the learning process of our membership. Both educa<on cycles include all key topics, division of LC-MC delivery and na<onalised LEAD framework. Local CommiSee (LC) can customise the educa<on cycle according to local needs.

Na3onal Trainer Team (NTT)

Apart from nurturing poten<al trainers pipeline, NTT also focus on delivering the topics listed in leaders’ educa<on cycle and empowering team leaders. Consultancy Space for educa<ng training cycles and TLP Track Session in na<onal conference for delega<on skills training are held to train the knowledge and skills of team leader.

Refreshed Conference Cycle

Na<onal conferences are u<lized by aligning the conference cycle with LEAD, educa<on cycle and opera<on <meline. Fall Conference, previously called as Discover, is reposi<oned as the kick-start for func<onal educa<on cycle.

2 Synergy projectsThe key synergy projects are implemented with Front Office, especially oGCDP. EP LEAD frameworks for Outgoing exchange were draNed but only oGCDP one has been successfully implemented. Integrated experience (IXP) is highly emphasised this year by draNing the promo9on message, regular tracking and sending na9onal Exchange Par9cipant (EP) newslecer. For iGIP, re-organising the talent profile for structure reform and assis9ng in the agenda design of GIP summit are the key projects implemented.

3 Func3onal projectsWe aim at improving the 12 processes of TM, par9cularly at the stage of talent planning, recruitment, tracking and business intelligence.

Talent Planning

For talent planning, na<onal job descrip<on (JD) is draYed by MC func<onal responsible for LC as reference to ensure JD is relevant and challenging enough to incoming members. Yet, the follow-up and tracking on JD haven’t been done well aYer the release.

TMP Recruitment

The process of recruitment is con<nuously streamlined and recruitment packaging is also introduced to communicate the right message and aSract the right talents. The strategy could not be fully adopted by LC due to the lack of communica<on between TM and Marke<ng Standing CommiSee. A na<onal facebook campaign is designed for branding AIESEC to aSract talents during the recruitment period.

Tracking and Business Intelligence

A TM library hub is created for storing both internal and external resources for the self-learning of all the members of TM. Data collec<on was fastened stemmed from the centralized tracking system and well defined tracking spreadsheets. Insights and sugges<ons are also drew from data for the improvement of team management, conference agenda design and opera<on such as the report released in March on the Mid-term NPS result. More <mely and frequent insights are needed for next session.

System

TM manages the process of data collec9on and analysis by centralized tracking system on Podio and google spreadsheet. All the LC got their own P o d i o w o r k s p a c e t o t r a c k m e m b e r s ’ development. Each workspace is synchronized to the na9onal Podio database. The establishment of system helps for sustaining the data-driven TM culture from last session.

Structure

MCVP TM

MC MANAGER

STANDING COMMITTEE

TEAM EXPERIENCE OPERATIONS LCVPs

In session 2015 – 2016, MCVP TM is responsible for managing the TM department. Based on the direc9on, it consists of 3 MC Managers, Na9onal Trainer Team and 1 Standing Commicee. The MCVP TM is the final responsible for communica9on and decision-making. The unity of command and unity of direc9on is well prac9sed.

NTT COORDINATOR

NTT

Staff

The total membership size has shrunk from 616 to 525 this year. Our overall talent capacity has been increased 60% with a smaller membership size.

0

1.25

2.5

3.75

5

14-15 15-16

Overall exchange produc&vity by June 30, 2016

CUHK CITYU HKBU HKU HKUST LINGNAN POLYU AVE.

14-15 2.12 1.4 2.1 1.7 1.86 1.19 3.09 1.92

15-16 3.46 3.86 2.64 2.58 2.13 1.94 4.94 3.08

Skills

It is observed that the main focuses of TM are s9ll internal communica9on and learning & development. Trying to posi9on TM as advisor and gatekeeper, we decided to focus on business intelligence, requiring a strong data-driven mindset and analy@cal skills.

intelligence, requiring a strong data-driven mindset and analy@cal skills. Most of the LC are s9ll in the progress of learning related knowledge and skills so that the key data can be sorted out and transform to informa9on. The average percentage of submission of tracking tools and percentage of implementa9on of Podio are 57% and 70% respec9vely.

Style

Data-driven, learning-focused and co-crea9on shaped the na9onal TM culture this year.

Emphasising on BI, TM Standing Commicee is more ac9ve in collec9ng and analyzing data. We also share both internal and external good case prac9ce and resources to facilitate process. More educa9on related to TM process and skills such as succession planning and business intelligence are delivered in mee9ng. Recruitment minimum and three taskforces (LEAD, IXP & Recruitment) are co-created for opera9on and long-term development.


Based on AIESEC 2020, TM plays a significant role in boosDng talent capacity for disrup9ve growth and building entrepreneurial and agile culture and process such as streamlining recruitment & educa9on 9meline. For achieving that, it is suggested that TM should not only focus on delivering learning & development but also being influen9al in decision making by business intelligence.

In terms of process, it is recommended that a stronger BI system should be built to deduce the analyzing 9me to reduce the data analyzing 9me. Na9onally with concrete JD, a bigger and stronger structure is also suggested to support TM complex and opera9ons such as tracking, advising and researching. A long-term talent development plan is also needed for strategic TM posi9oning planning, na9onalize projects and gate-keep the talents quality in this organiza9on. For instance, the plan includes the talents, system, educa9on and synergies that are needed in 3-5 years. Team Member (TMP) Recruitment can be also prepared by 2 sessions or na9onalized to reduce the capacity spent and ensure the focus on value delivery, meaning the members’ experience aNer recruitment.

For learning & development, LEAD, the catalyst of inner and outer journey, is not strong enough in AIESEC in HK. The framework is draNed this year but overall the

in AIESEC in HK. The framework is draNed this year but overall the understanding and consciousness of implementa9on are s9ll low among the na9onal plenary. Instead of developing LEAD for all 4 programmes, focus can be put on 1-2 key programmes each year as milestone. With the implementa9on of LDM assessment tool, more investment in LEAD is suggested. Trainer pipeline building, na9onal conference interna9onal LEAD facilitator recruitment and more in-depth educa9on for VPTM are some of the possibili9es for strengthening LEAD.

For synergy projects, a clear job division at the planning stage is strongly recommended to ensure front office (FO) and TM understand each others’ expecta9on and key deliverables. It is also important to evaluate both na9onal & local f u n c 9 o n a l t ra i n i n g effe c 9 ve n e s s f ro m produc9vity growth and members’ sa9sfac9on to ensure right resources are allocated in right solu9on.

For talent capacity, according to past two terms, it shows that larger size of members doesn’t necessarily contribute to higher performance. Although the NPS of members decreased this year, a smal ler s ize of membership is recommended for talent capacity boos9ng and targe9ng the right talent. Rather than the number of members , s t ronger leadersh ip , TLP empowerment and effec9ve training are more crucial for a disrup9ve growth.

BUSINESS DEVELOPMENTA N D R E W W A N G

OUR MISSION

To become the first choice partner for leadership development through exchange in Hong Kong

The role of Business Development for AIESEC in Hong Kong has always been blurred. One extreme exemplifies the role of Business Development as one of sponsorship raising for events run by AIESEC. On the other side of the spectrum lies Business Development as the core sales team to raise internships on a na9onal level for AIESEC in Hong Kong. AIESEC in Hong Kong 1516 was to clarify the JD of business development and to set a founda9on for the role for the years to come.

DEPARTMENT OVERVIEW

Background and observa8ons

1 iGIP vs BDThere has always been a struggle between whose responsibility it is between the iGIP group and the BD group that would take care of the sales aspect of AIESEC in terms of internships and Contract Signs. This also happened this year as the Job Descrip9on between iGIP and BD was blurred from the beginning. The ini9al sewng was that iGIP would take care of the matching and realiza9on process while BD would be selling the iGIP on the na9onal level. This caused some trouble as the market for BD and iGIP are different. This would also go on as there would be blurry lines on standing commicee management and sales oversight between iGIP and BD throughout the first two quarters. It was not un9l the third quarter that we defined the split, that iGIP would take care of sales for TNs, while BD would take care of sales in other aspects.

2 Account alloca3on and new partnership model (from 14-15)The New Partnership Model entails that all contracts for internships on the Na9onal Level (Na9onal Accounts) will be distributed to Local Chapters for Matching and Realiza9on Stage. This would also mean the pricing split between Local Chapters and Member Commicee as the Matching and Realiza9on are compensated. This was a move to encourage the sales for the Local Chapters and not for them to depend on the performance of the Member Commicee.

3 Na3onal accountsIn previous terms Na9onal accounts were allocated on the old partnership model and any accounts that were under the na9onal umbrella would fall under na9onal accounts. What this has transited into was that there would be any Contract Signed between the Member Commicee of AIESEC in Hong Kong and a company would automa9cally relegate them to become a “Na9onal Partner” of AIESEC in Hong Kong. Companies would oNen say yes to take mul9ple interns, but in reality would take intern one at a 9me, extending the 9me of matching and collectability of the money throughout mul9ple terms. This in addi9on to the change in the New Partnership Model, in which Local Chapters would match and realize the Contracts between companies for all na9onal accounts, would mean that a por9on of the money also goes to the Local Chapter following the pricing model. Another problem it caused is that the only formal agreement or contract between these “Na9onal Partners” and AIESEC was the Job Ques9onnaire, which gave no legally binding obliga9ons to provide their logos

the only formal agreement or contract between these “Na9onal Partners” and AIESEC was the Job Ques9onnaire, which gave no legally binding obliga9ons to provide their logos

4 Pricing model (both iGIP and BD)The pricing model of iGIP goes as follows: half upon matching and half upon realiza9on. What this has caused is that companies would agree to take interns but have no commitment to fully take on interns unless it fit perfectly under their own criteria, oNen using other services such as JobsDB alongside AIESEC to fill the posi9on they need. This creates a scenario that AIESEC becomes a second choice and a fallback plan to find suitable talent for companies in Hong Kong. Since the payment would only be invoiced once the suitable candidate is found, companies would oNen only take the select few they need and put off the original intended number of candidates they desired.

The pricing model for Business Development has also been greatly affected by iGIP as the bare minimum to be considered for “Na9onal Partner” of AIESEC in Hong Kong was HKD$50,000. Companies quite oNen found this to be quite high and would require workshops and case compe99ons within conferences to meet their demand. As the above two did not contribute in any sort of way to the exchange performance of our en9ty, it became hard to jus9fy such a high pricing point for partnership for workshop or conference engagements. Another point to add is also due to the change in the New Partnership Model, where Local Chapters would match and realize the accounts, and the Member Commicee would receive a por9on of the money for the fee. This also means that for every Contract signed by MC, it would actually require a much higher volume of Contracts to be signed with a company to meet the requirements of Na9onal Exchange Partner.

5 Global partnersAIESEC in Hong Kong has always been known as a hub for many of the Global Partners since there are many Regional Offices for Asia located in Hong Kong. Under the Global ER Principle from AIESEC Interna9onal, AIESEC in Hong Kong is only allowed to contact them with the knowledge of AIESEC interna9onal for any past, current, or new accounts in the global CRM. Any contracts for internship can only be signed by AIESEC Interna9onal and not AIESEC in Hong Kong. If a collabora9on is needed between AIESEC in Hong Kong and a Global Partner, it would be best to first contact the account manager under AIESEC Interna9onal to see if there can be any addi9onal involvement or engagement, especially if there is a monetary transac9on involved.

6 Events management vs. AIESEC partnershipsBusiness Development in the past for AIESEC in Hong Kong has been focused on event management and genera9ng revenue through running EwAs (Engagements with AIESEC) or other form of external events. One such case is the Youth to Sustainability Summit which focuses on youth impact for Hong Kong. This year with focuses on Exchange and looking into how external events would help bring exchange, the Youth to Sustainability Summit was scrapped due to poor HR management. The ques9on also brings up whether the event itself brings any value in terms of exchanges, and from past years, albeit successful events, there can be no clear correla9on between increase in exchange performance (at least for incoming exchange and increase in externals taking on interns for their companies). It is important to realize that to protect the branding of the organiza9on from any misrepresenta9on as a youth impact organiza9on to help society, there needs to be standards and guidelines in which any events run should be focused on promo9ng exchange and the power of leadership development through exchange, rather than crea9ng direct social impact.

7 ER in local chaptersExternal Rela9ons are certain posi9on that have become available within some Local Chapters within AIESEC in Hong Kong. Most notable of them are HKU and HKBU as they have had the longest amount of existence within AIESEC in Hong Kong’s history.

The management of the ER VPs have always been difficult since it is not an officially recognized standing commicee, but rather an addi9onal func9on solely for the func9ons. This also creates some dispari9es, as Local chapters would run events and raise money for those events which may not align with the interest or the vision of the organisa9on as a whole.

Goals and strategies

Strategy Goal Achievement

Sponsorship/ partners raised HKD200,000 HKD28,000

Global partners raised 3 0

Sales training CS performance from iGIP goal Refer to iGIP sec9on

Partners retained 100% 75% (Refer to current accounts)

The goals for this term were to partner with value aligned partners which believed in the vision of AIESEC and what they do for leadership development and exchange. There was also a goal to raise global partners and source contact to AIESEC Interna9onal Business Development team in order to create more Global Partnerships for AIESEC. Since the Business Development poruolio was also responsible for internship sales in the beginning of the term, sales trainings were also a strategy and focus to help Local Chapters in contract signed performance for iGIP. The reten9on of partners was crucial especially for the long term partners that we have had.

Current and transi8on accounts

*Please refer to appendix for a detailed descrip9on of all accounts

Events

1 AIESEC Interna3onal Asia Pacific Partners’ Summit AIESEC Interna9onal Business Development team had an ini9a9ve to run a partner’s summit in each of the regions. The loca9on for the Partners Summit for Asia was Hong Kong. This event was somewhat unsuccessful due to the low number of global partners that acended and the low number of prospec9ve partners that acended. Acendance was a big issue as well as the scale of the event. This whole project and ini9a9ve was covered by AIESEC Interna9onal, but the payment fee was first payed by AIESEC in Hong Kong, and then reimbursed through a deduc9on in fee for AIESEC Interna9onal from AIESEC in Hong Kong.

2 GIP SummitAs we engaged Bloomberg, we were also looking to run trainings on sales skills to help performance in our GIP (iGIP & oGIP). We engaged with them and they provided an external trainer (Sales Manager for Asia Pacific region of Bloomberg) and delivered training to our members, while for the main sessions, we created our own in house sessions by internal AIESECers. The venue was located at the Bloomberg office for the last 2 day

3 YouthSpeak ForumYouthSpeak Forum was the replacement for the Youth to Sustainability Forum since it had aligned with the YouthSpeak movement created by AIESEC. The event itself was in hindsight, poorly planned, as it was the first year for AIESEC in Hong Kong to run such an event. From the Business Development perspec9ve, planning and confirma9on of agenda was only done 6 weeks prior to the event, which gave licle 9me to find prospec9ve workshops. Then due to changes in the agenda, to ensure the vision of the forum was that of focusing on how it will contribute towards exchange, we lost a partner and sponsor for our event.

Successes and failures

In terms of successes and failures of AIESEC in Hong Kong session 2015-2016 for Business Development one cannot only look at the goals and achievements. For successes, the founda9on of good Business Development prac9ce was set. Accounts that were not actual Na9onal Partners were cleared and rela9onships with large and well known mul9-na9onal Corpora9ons were formed. This will create a good image for AIESEC in Hong Kong for future partnerships to come.

The failures of this term came with the unpreparedness and suddenness of the different poten9al channels for sponsorship and partnership. Due to lack of prepara9on in agendas, no set product packaging was made. Another failure was the core focus on whether business development would sell Internships or Events.


1 Account managementSince some of the partners have been previously managed by different directors other than the Business Development Director, it would be good to centralize the person responsible for all externals to ensure fluency in communica9on.

2 TN PricingThe pricing for TN (Internship Contracts) in terms of payment would only come at the matching and realiza9on stage (50% upon match, 50% upon realize). In this prac9ce, there is lack of commitment from the company side to want to bring interna9onal interns from Hong Kong. Sugges9on would be to change to 50% upon contract sign, and 50% upon realiza9on. This would bring quicker cash flow, more incen9ve and compe99ve spirit to sell for Local Chapters, and higher commitment from the companies.

3 Zenlinx partnershipThe partnership with Zenlinx needs to be reviewed due to the nature of the partnership. Since the partnership itself requires AIESEC in Hong Kong and its Local Chapters to pay for Zenlinx services (albeit at a discounted price) there needs to be an analysis on the return of Investment whether this partnership is helping us (helping us financially in terms of greater performance, and therefore higher revenue) or hur9ng us (not helping the performance, but only cos9ng AIESEC).

FINANCE & LEGAL ADMINISTRATION

H A I L E Y L A U

OUR MISSION

The func9on of Finance is important to the organiza9on in terms of organiza9onal sustainability and efficiency. In Session 2015-2016, Finance team carried on to work towards the value of being customer centric. The goal to move our business to be more relevant to our customer by having empowered members with right skill set.


Measure of success Key performance indicators

1. Net revenue 2. Months of reserve

1. % achievement of revenue goal 2. Return on investment 3. NPS of finance members

Ensuring financial sustainability is the key to define the success of Finance department. The achievement in net revenue and months of reserve are MoS to the department of all 9me. The Finance team works towards to goal with the following KPI.


Revenue source goal vs. actual

Goal Goal in budget Actual Achieved

PARTNERSHIP (BD) $400,00 $200,000 Apple: €2929.74 12.52%

OGCDP (NFM) $284,550 (813 Re)

$170,626 (650 Re)

$151,462.5 (551 Re) 88.77%

OGIP (NFM) $44,200 (81 Re)

$33,300 (61 Re)

$24,100 (34 Re) 72.37%

IGIP (NFM) $550,800 (102 Re)

$411,600 (70 Re)

$116,400 (26 Re) 28.28%

Profit and loss with comparison between 14-15 and 15-16*P&L shown in the following table includes all receivables and payables of 15-16

*Due to cash flow control, there are payables to internal members (including LC Members and MC Members)

DEPARTMENT OVERVIEW

Strategy

To contribute to the shared value of customer centricity while keeping both MC and LC financially sustainable, mul9ple strategies are implemented to move our opera9on to be more aligned to a customer centric customer flow. Key areas include the following.

1 Reinvent to CFOThe role of Finance should not be doing administra9on work but op9mising organisa9onal performance by managing financial resources. It is therefore, in the monthly Standing Commicee, the LC updates and discussion focus are exchange performance tracking and the ROI of new ini9ated projects. This is to seek for an effec9ve way(s) to support our business to grow by smart investment.

2 Finance member empowermentFinance Talent Pipeline has always been a problem. The JD minimum of a finance member is na9onal standardised to ensure what members are doing are what is meaningful and relevant to the role of finance. To build up on that, Finance Summit is held to further enforce the mindset of CFO and members’ ability to achieve big so as to enhance members’ ownership towards finance and their skills for further empowerment.

3 Business RelevanceThere are key changes in each of the exchange programmes in Session 2015-2016 to move our opera9on to be more customer centric and relevant to the outside world as follow.

iGIP programme fee amendment

Past iGIP pricing model

≤3 months 4-6 months 6-12 months

13 weeks 14-26 weeks 27-52 weeks

Normal $9,000 $9,000 $12,000

SME $6,000 $8,000 $8,000

Non-corp. $6,000 $6,000 $6,000

New iGIP pricing model

≤3 months 4-6 months 6-12 months

13 weeks 14-26 weeks 27-52 weeks

Normal $6,000 $8,000 $12,000

SME $6,000 $8,000 $12,000

Non-corp. $6,000 $6,000 $12,000

oGIP and the addi3on of Global Entrepreneurs (GE)

GE is a GIP innova9on which is unpaid and short-term internship in general. To make this programme standout while not compe9ng with oGCDP, the programme fee is set at $2250 ($1000 less than short term GIP and $500 more than GCDP)

oGCDP pricing model

Progressed Pricing Model to 60%/100% Customer Centric

Structure

The na9onal finance team in Session 2015-2016 consists of the MCVP FLA and 1 Standing Commicee only. 7 LCs work indecently in financial management and MCVP FLA is responsible of managing the team to achieve the goal.

Staff and Skills

In Session 2015-2016, there are only 3 out of 7 LCVP F inance promoted f rom F inance department and not all of them are equipped with Finance/ Accoun9ng background, which includes the MCVP FLA. This results in the Finance responsible would heavily rely on transi9on and take a quarter to be familiarise the opera9on flow while the first quarter is crucial for budget planning for later financial goal achievement tracking.

System

Na9onally, all the Finance responsibles are using the same system (QB) to do A sustainable financial system relates to a healthy transi9on a lot while the Finance team faced different challenges in bank transi9on and finance recording system transi9on.

The LCs’ financial situa9on is updated quarterly with SONA to ensure a 9mely review for MC and LCs themselves.

Style

It is observed the na9onal finance team in 2015-2016 has the mind-set in contribu9ng to a bigger goal together. It is however, there is a lack of the na9onal ini9a9ves (brought up by MC or LC) and the blurry line between Extension & Consolida9on (Standing Commicee of LCPs) and Finance Standing Commicee causing the confusion when ideas want to become ac9on.


1 Mode of opera3ng na3onal conferences and projectsCurrently, MC hosts all na9onal projects and conferences financially. Due to human resource capacity, we have to recruit organising commicee in order to run events, which is labour-intensive in nature. The skills and experiences of OC could significantly impact the financial result of the event. Although we embrace the learning of being OC, we should provide proper training prior to the event, especially to first 9me OCs in order to assure the financial aspect of running these events.

2 ROI in pay rollsThe expense in Payroll (including all salary, MC flat, maximum $10,000 learning fund per MC member and $500 monthly subsidy for transporta9on and communica9on) is a very high cost in Session 2015-2016. Some of the components in expense in payroll are necessary yet the ROI is hard to measure. It is suggested to have quarterly performance appraisals with measurable goals or deliverables so as to ensure the performance of the organiza9on and enough 9me for a 9mely follow-up if needed.

3 Na3onal Finance Model (NFM) ReviewIn recent year, there are frequent financial changes in our programmes (programme fee and pricing model), even the change in customer flow is related to how much and when LCs should be charged for performance fee. Also aNer the new partnership model of Incoming Global Talent Programme (iGIP) is launched completely this session, there will be no more direct revenue for MC from iGIP which could affect the cash flow when turn direct revenue to NFM. It is recommended to review the connec9on of the charge of programme fee with the MC-LC opera9on support needed to both par9es to decide the changes in NFM.

4 Diversifying revenue sourceThere are considerable amount of revenues from running partnership events. Although partnership events could bring in large revenue amount, the contribu9on margin (profit per dollar revenue) could fluctuate dras9cally. It is suggested to build up on the current product poruolio we should have a diverse product poruolio, which is able to provide different package for different target partners (Event Partnership/ In-kind/ Na9onal Partner/ Packaged Event Partnership). It is also crucial to transform these partners to na9onal partners and integrate them into our core ac9vi9es. Otherwise it is failing into a loop of running events for money but not able to capitalise and improve our core strength and opera9ons.

PRESIDENTM A X R E M P I L L O

POWERFUL team experiences

THE MISSION

For AIESEC in Hong Kong to evolve to an AIESEC for Hong Kong

It started with our first acempt of co-planning a common vision for AIESEC in Hong Kong at Spring Conference 2015. This is where we gathered the LCPs of 14-15 and 15-16 to examine what are the external trends affec9ng Hong Kong and based on why, how, what AIESEC does, and who AIESEC is, how do these points meet? What is our call to ac9on to respond to what is happening in Hong Kong?

This was then the final outcome aNer the co-planning space from Spring Conference and aNer MC planning days. This was how we wanted to posi9on AIESEC in Hong Kong and the leadership development experiences we provide.

As we proceeded the next few months with only the organisa9onal mission of developing solu8ons-driven youth who are accountable for a unique and cohesive Hong Kong, we start to feel there is something missing to make it more tangible and concrete. This is when we decided as an MC team on a goal that is more short-term that we want to achieve the end of our year. We decided to start by delivering 1000 purposeful experiences in which we really develop the kind of youth men9oned in our organisa9onal mission. How we wanted to achieve this is by delivering powerful team experiences across all levels of the organisa9on as for us to be able to deliver leadership development, we must be able to do this within our teams first.

At Fall Conference 2015, it is then we understood the organisa9on even more and why powerful team experiences have not been happening. We have observed that there is something even more fundamental that is preven9ng us from achieving more ambi9ous goals, from being more adap9ve as an organisa9on such during the 9me when we were transi9oning to AIESEC 2015, and lastly, from preven9ng us from delivering the best team experiences possible — our own behaviours.

PURPOSEFUL 1000behaviours

It was within the same conference that we hosted another co-planning space with the team leaders where we created the top 3 na9onal behaviours we want uphold for the rest of the term. The na9onal behaviours were co-created with the team leaders is because we want to hold ourselves accountable to the new members who have just joined in and be the role models that we should be for them and for the organisa9on. The 3 na9onal behaviours created are as follow.

SPEAK UP BE ACCOUNTABLE ACCEPT CHALLENGES

We then shaped the en9re Winter Conference agenda based on these 3 behaviours that we created to drive it further among our membership and sealed it with this year’s MC’s team stand, All Or Nothing. An All Or Nothing Everyday internal campaign was then launched to con9nue rallying the en9ty to embrace and live up to these behaviours.

PURPOSEFUL 1000

1000the first step to 16%

PURPOSEFUL

At Spring Conference 2016, in prepara9on of officially launching AIESEC 2020 to the en9ty, we have made an astonishing discovery.

As we try to figure out how we can become a Youth Leadership Movement in Hong Kong by 2020, we have discovered the Law of Diffusion of Innova8on which states that, for an idea or a product to become a movement, one must be able to tap into the innovators and early adopters of the popula9on. They compose around 16% of the popula9on.

Having said this, we researched on the popula9on of Hong Kong. This is where we discovered that the youth popula9on (15-29 years old) compose around 16% of Hong Kong’s total popula9on. This means, if AIESEC will be able to engage and develop every young person in Hong Kong, we can truly make a huge difference in Hong Kong. This brought another level of meaning to why we must do our best to deliver 1,000 purposeful experiences.



BY JUNE 30, 2016

1000 experiences 1000610 61.00%

BY AUGUST 31, 2016

Projected 835 83.50%

Although we were unable to deliver 1,000 experiences by June 30, 2016, new matches are s9ll coming every week across all programmes un9l the last week of the term, thus, more experiences will be delivered even aNer 15-16 is discharged and the projected number of experiences 15-16 would have created including the matches at the end of the term that are wai9ng to be realised is around 835. Hence, we may not have fully reached our goal, but what we have started is a new perspec9ve of why we must do exchange and delivering powerful team experiences in AIESEC in Hong Kong for Hong Kong, and this is a fundamental part of the organisa8on we must remain regardless of how small or big our numerical goal is.

At the beginning of the year, how we intended to deliver on our goals are through the following focus areas.

MAKING IT HAPPEN

1 Data-driven organisa3on

2 Leadership-centred organisa3on

3 Sustainable organisa3onal development

ANer finding our ul9mate focus on delivering purposeful 1,000 experiences through our na9onal behaviours, aNer mid-term planning, the focus areas changed to as follow.

1 Purposeful experiences

2 Start of a disrup3ve growth with 1,000

3 Na3onal behaviours

ORGANISATION OVERVIEW

Strategy

In the first-half of the term, we focused a lot on being more data-driven especially when deciding whether to make changes or not or how we can make certain changes, as well as customer-centricity as men9oned in the previous func9onal areas because we want to ensure leadership development is at the heart of what we do, that it is felt, seen and acknowledged by all of our customers and our members. Finally, we want to start thinking more long-term as an organisa9on, thus, sustainable organisa9onal development. The following examines each area with further details.

1 Data-driven organisa3onWe first decided what are the minimum func9onal KPIs that we must track consistently even with organisa9onal that takes place from 9me to 9me so we have data to compare our performance and health between different sessions. It is with this kind of comparison that we can spot trends and make decisions from there onwards. Furthermore, we acempted to create centralised tracking systems where we can have a bird’s eye view of the func9onal area as well as the overall organisa9on. Though Podio spaces were created, this area can s9ll be built upon and improved, especially in terms of using the data analysed and collected.

2 Leadership-centred organisa3onCustomer-centricity and powerful team experiences have been a consistent focus across the exchange func9onal areas and talent management’s focus area. For more details, please refer to those sec9ons.

On the other hand, going beyond the func9onal areas, within the MC team, we paid more acen9on to delivering team minimums within the team, thus, formal team policies were created, performance appraisal tools were used, and more LEAD spaces were hosted to enhance the leadership development experiences being provided within the MC team, however, what could have been done becer was the team experiences we have (not) provided to our MC Managers.

3 Sustainable organisa3onal developmentA major part of this area includes the crea9on of an organisa9onal development model and en9ty growth paths that AIESEC in Hong Kong can refer to as a map even we change leadership session aNer session, however, due to the crea9on of a global roadmap, this was put on hold first.

Moreover, the area of organisa9onal development was neglected due to the lack of capacity within the Presiden9al Office of the Member Commicee. Fortunately, the LC coaches recruited were mostly s9ll ac9ve throughout the year and s9ll provide con9nuous support to the en99es they have been coaching.

As men9oned, the focus were then shiNed to delivering each part of the purposeful 1000 through na9onal behaviours.

1 Purposeful experiencesThis is where we started focusing on customer-centricity even more and why we started pushing for an even more customer-centric exchange process as we aim to develop more and more promoters of AIESEC experiences to have the credibility to claim that we are indeed, delivering purposeful experiences. This then also puts a highlight on integrated experiences par9cularly on the part with members going on exchange, so that they may understand why exchange is impacuul and that they can gain more claraty to why we do what we do and put this clarity in ac9on in our opera9ons.

It is with this focus area that we wanted to drive YouthSpeak stronger from gathering more responses to organising a Forum that ensures the opinions of young people will be acted upon. In the long run, we want to use the insights gathered through YouthSpeak to truly shape the kind of experiences we deliver through exchange or through other means such as Engage With AIESEC ac9vi9es or programmes.

2 Start of a disrup3ve growth with 1,000Na9onal sales force was created for us to create more relevant opportuni9es for our Incoming Global Talent. For Outgoing Exchange, this is the start of learning how to adopt a 100% customer-centric exchange process by preparing our en99es for another financial shiN for Outgoing Global Ci9zen and learning how to make use of our Open Plauorm to open up our opportuni9es and organisa9on more to Hong Kong.

3 Na3onal behavioursA focus on driving stronger and more frequent internal communica9ons to con9nuously engage and update the plenary on the goal we want to achieve as well as the behaviours we want to encourage within the en9ty. Since Winter Conference, we have driven 2 main internal campaigns: All Or Nothing Everyday and The Road to 16%.


In terms of change management towards AIESEC 2020, we are off to a good and fast start. We have iden9fied a concrete goal that can lead us to becoming a Youth Leadership Movement by 2020. We have started educa9ng the en9ty about the importance of YouthSpeak and the value of being purposeful in what we do so we can truly start shaping what we do around what Hong Kong needs. We are renova9ng our processes to be more customer-centric so we can be on our way to being more accessible to everyone, everywhere in Hong Kong. Finally, we have started thinking of ourselves differently by the na9onal behaviours we have set for ourselves to uphold so we may learn to not be afraid of growing and thinking disrup9vely. A lot of these men9oned are intangible and the impact can only be truly seen in the long-run, Con9nuity towards this direc9on is important.

All in all, there are many learnings acquired as we learn how to transi9on a new mid-term ambi9on as well as many learnings on what could have been done becer, and they can be summed up as follow.

Start

•Empowering team leaders from MC level to LC level to priori9se on delivering team minimums

•Fostering a stronger exchange culture within the en9ty •Using the data collected to create 9mely, informa9ve reports and making decisions based on them in mee9ngs

•Having stronger project managers within the MC team (EB and Managers) for stronger execu9on and financial/resource management. Create trainings on this if necessary

Stop

•Having more than 1 focus at a 9me as an MC team. Choose only 1 that you must achieve within a certain period of 9me and have clear responsible when you break down how you are going to achieve that focus

•Lewng momentum die aNer conferences

Con8nue

•Invi9ng conference chairs who are aligned with the team’s ambi9on for the year

•Driving internal campaigns to sustain momentum aNer conferences

•Being acuned with global changes and fast in ini9a9ng change management processes that are needed

•Emphasising on the purpose of the organisa9on in different internal communica9on channels and even to externals in every occasion

•Building up on the centralised tracking systems and find a way on how to combine all of the func9onal area trackers into one or put them in one common place for everyone to have a bird’s eye view of the en9re organisa9on

•Having a bocom-up culture that is guided by a top-down direc9on

APPENDIXPlease click here to view more data and informa9on in the appendix folder.

https://drive.google.com/open?id=0By8Pjbg-ez30QU5zNG9BSDhKN0E

Documents

AIESEC in Hong Kong 15-16 _ Discharge Report