“Don’t ever let someone tell you that you can’t do something. Not even me. You got a dream, you gotta protect it. When people can’t do something themselves, they’re

gonna tell you that you can’t do it.

You want something, go get it. Period.”

-Will Smith (The pursuit of Happines Film)

Presents.

MCVP TM

application

Ramón Villa

Productions.

A film of

AIESEC in

México

General

Ramon Antonio Villa C.

Mexican+ 52 (667) 7677467

Skype: Ramonv.Cervantes

Mail: Ramón Villa@aiesec.net

Applying to: MCVP TM Because I am pretty sure that peopleare the heart of AIESEC and if you havea good Talent Management may haveall the results that you want. This is mynext role on my CP.

“Its not form me, It is for the children”

Run Forrest, Run.!!-Jenny (Forrest Gump Film)

My AIESEC experience

LCVP TM 2012

I first time that I felt the water falling on my head. An amazing experience being in charge of the Culishis Development processRESULTS•2 succesfull recruitments•I restructured the area.• TLPquality (TLP per X) increased a 200%•Growth on TLP and TMP experiences•All TM flow runned

Od nst July to december 2012

I don’t feel proud of my results on this team buy a learned a lot on this position, here I was in charge of TM of Mexican Expansions and Coach of two developing LCs.RESULTS•I Designed a Talent Selection process for Expansion•I helped on the selection process of the LCP of MeridaVictor Zapata

Lcp aiesec cu 2013

Last but not Least, My current role that I love as a CRAZY. This is the best experience that I ever had.RESULTS• More than 100% of growth on 1st semester.•Membership stability & focus on results•Finance Sustainability•External positioning with strategic partnerships

"I'm going to make him an offer he can't refuse.“

-Vito Corleone (The GodFather Film)

aiesec confereces

Conference Place Role # OF Delegates

LDS 2010 Guadalajara Delegate 200-300

CONAL 2011 IPN Delegate 300-400

EVEREST 2011 ITAM Delegate 300-400

CONAL 2012 ITSM Moterrey Delegate 300-400

EVEREST 2012 UP Delegate 300-400

APOLLO 2012 Culiacán =)! FACI 200-250

CONAL 2013 Santa Fe Delegate 300-400

ATLANTIS 2013 Guadalajara Delegate 200-250

EVEREST 2013 Leon Delegate 300-400

APOLO 2013 Aguascalientes Delegate 200-300

Motivation, Leadership & Management

1) Why are you applying for MCVP 2014/2015 of AIESEC in Mexico?As a good TMer I believe in a career planning: I think each step we take has to have a defined purpose

that leads us to a final goal. In my case, I’ve had my career plan clearly structured since that September of

2010 I joined AIESEC in the TM area, assigned in a coordination called Talent Tracking. From that day I set

some goals and to get to them I drew a path I have successfully achieved with the support of God and the

people around me through it. The next step is becoming MCVP Talent Management, and not just because

of the personal satisfaction or for achieving some goal, but because I believe that through Talent

Management we can make AIESEC in Mexico grow and make it competitive in the world, and in order to

do so I’ve been preparing myself and I’ve had it in my mind since that September of 2010.

3) What makes me good at..?

a) AIESEC Conference creationThrough my AIESEC career I’ve been

Agenda Manager in several local

conferences, including:

•5 Educational Campings

•4 SMIs, 4 Assesment Centers

•1 TLP Agenda

• 1 LDS

Also, in January of 2013 I was nationally

certified to run OPSs and did it twice in

my local entity.

c) Living with other peopleAs a traditional Sinaloense I come from a ranch, which means

I’m used to be surrounded by tons of people, either from your

family or not, in the same house and coexist with them in a

pacific and empathic way despite of the different ideas, likes,

dislikes, personalities, etc.

4. What have been your biggest failure and your biggest achievement as

An AIESECer?

My biggest mistake was trying to do everything at the same time during my second semester of

2012, when I was LCVP TM in AIESEC Culiacan. Besides that important local role, I decided to

take a national one as NST OD without considering my times and at the end I failed to both my

leaders and my team. This is a mistake I regret until this day, as one of the things I hate the most

is to fail in the things I’m determined to accomplish.

My biggest achievement, which represents something huge for me personally, was

restructuring the Talent Management local area in AIESEC Culiacan during my VP TM term. By

this I mean that during 2012 we finally achieved to make a membership focus mentality

transition of the local entity to focus on membership’s development tracking, having an AIESEC

Culiacan with results-oriented members, working to make exchanges from their respective

areas, and following diligently a specific JD. In other words, I managed to accomplish in 1 year

the efforts that others put during the last 4 ones without results.

Do, or do not. There is no "try".- Yoda (from The Empire Strikes Back)

"Oh yes, the past can hurt. But you can either run

from it, or learn from it."

- Rafiki, from The Lion King

Strategic thinking.1) What things has AIESEC

Mexico done best and worst in the last years?

Best:I think that unifying efforts as ONEAIESEC Mexico is one of the bestthings the national entity has donein the last years and that hasbrought us results. Also, trying toexpand ourselves in all the wayswe’ve done it, like in number oflocal entities, SUs, products, hasbeen a strong point as well.In addition, I think the clusteringof LCs with the programme focusstrategy is one of the things thathas raised the operative level ofAIESEC in Mexico and achievedtangible results.

"I see dead people.“

The sixth Sense

4) For each AIESEC Programs in the Experiential Leadership Development phases, please list one concrete strategy to grow, consolidate or mature each of them in AIESEC in Mexico.

Global Community Development Programme.“Relevant Community”We must start creating projects in

collaboration with local institutions to impact

in relevant community problems. Also, the

sales must be focused on structured NGO

projects to increase the impact these NGOs

have in their local realities.

In addition, we should direct our out-going

exchanges to relevant projects in other

countries with similarities to our national

reality, so that we can replicate them in

Mexico. For this to happen we would start

making a local committee internal EP

recruitment and creating parallel strategies to

generate a higher number of people

experiencing more than 1 programme at the

same time (or as an oldie like me would say,

X+LR).

“May the FORCE be with YOU”-Star Wars

“So it's not gonna be easy. It's going to be really hard; we're gonna have to work at this everyday, but I want to do that because I want you. I want all of you, forever, everyday. You and me... everyday.” - The notebook

Specific questions1) Describe at least 3 strategies you want to implement in order

for Talent Management to better support and increase Exchange growth and quality?

“Say Hello to my little friend”-Scare Face

“SERIOUSLY, do you feel

EXCELLENT?”This campaign would be a Membership’s Satisfaction

Measurement (like NPS but with variations). The idea comes

from the focus we’ve put into measuring our EP, trainee and

partner satisfaction to know if they are promoters or detractors

of our products and programs, treating them as clients.

The point is that our members are our clients as well and

they should be treated like that. If we are concerned of having

a high number of detractors in our exchange programmes, we

should also worry about the detractors we have in our

membership programmes, which are more and they could

affect us more as an organization if there is people that was

part of it and now talks in a bad way about us.

So, if we have a high number of promoter members we would

be more likely to have a bigger external acceptance and we

would be generating a bigger amount of exchanges.

“My precious”.The lord of the Rings

2) How would you evolve talent planning and selection process?

When we talk about talent planning we think in the basic thing which is planning the number of members an LC needs based on

The structure per area to achieve the goals set. We must start taking this to a higher level which allows us to create operational

sustainability and ensuring talent capacity. Talent Management should be more of a statistics, analysis and strategies area,

because for me everything is the numbers but we haven’t taken the time to base our actions in cold data to create talent

management’s planning and strategies. To achieve this, and in order to include the other functional areas in my strategy of a

more effective talent planning, my proposal is based in 4 pillars:

• Number of Exchanges:If we want an Exchange growth we should grow from the base. By this I mean increasing the number of members in the

functional areas and making bigger structures. Each LC must have in mind how many members and leaders they need to

accomplish 1 exchange and plan based on that to seek the number is smaller each time to create a balance between Team

Programme Experiences and Exchange Programme Experiences.

• Finance:Something just a few people have in mind is that is not just about having a lot of members, but that a big amount of members

implies a higher financial charging. It’s important to make an analysis per LC of how much it is spending per TMP and TLP in

supports, rewards & recognitions, etc. Everyone must have in mind that if we enlarge the membership base, we must increase

the financial investment as well. So this will help the local entities to have a proper planning in membership’s investments,

integration events and LCs motivation.

• UniversitiesWe should plan correctly where our target talent is located, doing this through solid basis and focus operations on recruiting

from specific universities that offer the careers we need. Base our recruitment on student’s profiles, competencies developed at

university and their programs.

• On-goingPlanning:

The talent planning must be performed during the whole year, instead of just twice a year on recruitment seasons. We must

evaluate and analyze the LCs operations constantly and re-planning the talent needs of each functional area.

Altogether, we need to make Talent Selection focused on these guidelines and a strategic

selection. But above all, we have to start selecting those people that are going to be fully

committed with AIESEC and are willing to invest their time, instead of the smarty one that has

tons of other responsibilities and doesn’t get fully involved with the organization. We really have

to start selecting people with ATTITUDE, and create guidelines that help us detect the correct

attitude to easily target those people that are going to be the leaders of the LCs and not just

random members.

We must create more creative selection models, like the ones used by global enterprises like

Google, Facebook, etc., where they have panel interviews, competitions, and some other things

that challenge the applicants to join AIESEC and make it easier for us to detect the ones with

the best attitude, that represent our values and fulfill our competences.

"Mama always said life was like a box of chocolates. You never know what you're gonna get.“ - Forrest Gump

3) What has been done this last year that you would keep from the area?

Pool of trainers:Personally like a lot the hard work that has

been put for increasing the number of national

trainers. During my AIESEC XP I’ve lived and

enjoyed being trainer in different occasions

and I believe it’s something we definitely must

continue offering to our members.

Recruitment Coaching:Recruitment is definitely one of the main tasks

of Talent Management and it must not be

neglected. There are 5 processes involved and

we must make sure everything gets done the

way they have to be done in each local

committee to ensure talent capacity and

successfully reach the planning set at national

level.

“I’ll Back”

The Terminator

4) What are the three KPIs you would prefer to be used for your evaluation?

Gracias AIESEC en MEXICO

SEE YOU IN CONAL

“Aquí está una de las tareas de lajuventud: empujar, dirigir con elejemplo la producción del hombrede mañana. Y en esta producción,en esta dirección, está comprendidala producción de sí mismos“

-Ernesto “Che” Guevara.