Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

OUTPUT OF THE SECOND CORE WORK DESIGN TEAM MEETING

(Jun. 20 – 25, 2002)

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Working Abroad!!

Heading for the future

Leadership Role in AIESEC

Introduction to AIESEC

Taking responsibilities

Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

Overview of the Global Organisational Change Process and Guidelines for use of the CWDT Output*

(Advice from the Steering Team)

Brief History of the Change Process

At IC 1999 in Durban, South Africa, the organisation adopted AIESEC 2005, which presented the desirable image of AIESEC in the year 2005.

In 2000, the first Steering Team was created to lead the organisation through a process of change to enable it realize AIESEC 2005. The Steering Team made up mainly of MCP’s and some AI members who represent the Global Plenary in managing the Change Process. The MCP’s are selected every year.

At IPM 2001 in Guatemala, a model to create a high performance organisation was introduced – the AIESEC system. This system provides a framework to analyse the nature of different “subsystems” and determine whether the current subsystems in the organisation will enable us achieve AIESEC 2005.

After analysing the different subsystems at the 2001 International Congress, it was determined that we needed to drastically change (re-design) some or all of the subsystems to enable the organisation to reach AIESEC 2005. A Design Charter was created to guide the re-design of these subsystems. The Steering Team agreed to appoint Design Teams charged with the duty of re-designing each subsystem in line with the principles established by the Design Charter. The re-design of subsystems started with re-designing the Core Work subsystem.

The Core Work Design Team (CWDT) was the first of these design teams to be created. It was formed in January 2002 with a diverse membership representing all levels of the organisation. In order to ensure that the CWDT takes full responsibility for its own processes and results and has the freedom to work as an innovation-generating team, it was created to have its own team leader. The CWDT has been analysing, researching and creating an ideal Core Work Process, which would enable AIESEC become the organisation it aims to be in 2005. This group has already met physically twice. The output of the first meeting was released to the organisation in January 2002.

Second CWDT Meeting Output

After collecting feedback from the organisation, the CWDT did more research and thinking and are now presenting a 2nd draft to the organisation. This second draft output has already been presented to the Steering Team and the feedback, ideas and suggestions of the ST have been collected. In this draft, there are key recommendations and suggestions about a new Core Work Subsystem.

These recommendations and suggestions in the CWDT output are still in the process of development. The output I being released to the global organisation so that the CWDT can continue to collect feedback to incorporate into their ideas. It is important

*These are important recommendations from the Steering Team Meeting of June 2002 on the application of the Second CWDT Output.

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

that we all understand that the Change Process is following a defined sequence and direction and that the organisation needs to move forward together to achieve AIESEC 2005.

Next Steps

The global organisation can now provide feedback on the 2nd output of the CWDT and ideas, questions or clarifications can still be made.

As well, certain pioneering countries will be selected to start implementing the re-designed Core Work Process. These will be closely supported, monitored and evaluated.

Based on the feedback and results of testing, a final output will be presented to the Global Plenary at IPM 2003. A plan will be made to ensure that the implementation of this Core Work Process goes smoothly and enables the organisation to reach AIESEC 2005.

To provide clarity about what to do with the 2nd output of the CWDT, the Steering Team advises that members of the organisation take the following steps:

LC’sa) Study and work to understand the output.b) Ask your MC to provide you with explanations and clarifications about what

you do not understand.c) Give feedback to the CWDT on the Global Organisational Change Community

Forum.d) Before acting on any of the ideas or suggestions, discuss with your MC

MC’sa) Study and work to understand the outputb) Ask the CWDT or AI to provide you with explanations and clarifications about

what you do not understandc) Give feedback to the CWDT on the Global Organisational Change Community

Forum.d) Before acting on any of the ideas or suggestions, discuss with your AI country

responsible.

This is a very exciting and important point time for the organisation! Although it may seem like a lot of change and a big step to take, with the right attitude and an open-mind, the organisation can come a lot closer to reaching AIESEC 2005.

LET’S GO FOR IT!!

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

Content

PreambleGoals of the Second CWDT Meeting

Update and Clarification of the DT OutputMembers and TraineesRevised Learning Process

Process Maps Summarised Flow of Basic Learning ProcessDetailed Flow of Basic Learning ProcessRevised Core Work Process MapOutgoing FlowIncoming Flow

Growth Recommendations (Numerical)

Ideas for implementation in the LC.

AppendixA: AIESEC Learning Process ExplainedB: The theoretical bases of the proposed AIESEC Learning ProcessC: How the Big Ideas solve Performance Problems and contribute

to GrowthD: LC Core Work Process GuideE: Highlighting the Key Opinions and Thoughts of the Design Team

and Steering TeamF: Stories

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

PREAMBLE

The second physical meeting of the Core Work Design Team was held at the AI Office in Rotterdam, The Netherlands from June 20th to 25th, 2002.

Goals of the Second CWDT Meeting Incorporating the organisational feedback and input and benchmark results

into the first draft output; Mapping the basic Learning Process; Reviewing and re-mapping the CWP; Making recommendations for numerical increase; Proposing the next steps and implementation strategies to the ST; Proposing ideas/action plan for concrete implementation of "Big Ideas" and

the Learning Process in the LC.

UPDATE AND CLARIFICATION ON THE DESIGN TEAM OUTPUT

Based on feedback and input collected from the output of the first CW Design Team Meeting, contents of the DT recommendations were updated and clarified.

1. Members and TraineesUnifying members and trainees does NOT mean that we demand that anyone who wants to go on an AIESEC Exchange must first become a member of AIESEC. It does NOT mean, sending only members for exchange. It simply means empowering members and trainees to become ”AIESEC People” # – participants undergoing similar experiences. The most important meaning of the unification is that all ”AIESEC People” take responsibility for creating, as well as receiving, the AIESEC Learning Process (or experience) both for themselves and for as many others as they have the ability to. In order for these participants to be effective creators and recipients of the learning process, all of them must have access to the knowledge, information and opportunities within the organization (depending on their competence, availability and interest).

Unifying members and trainees will increase the Human Resource capacity of each AIESEC Local Committee to create change agents by involving all participants in creating and participating in the learning experience. In this way, less energy will be spent in babysitting trainees and can be spent in raising more traineeships and training trainees to manage their own learning process.

Note: The CW Design Team has suggested some practical steps to move towards the unification of members and trainees (refer to the CWP LC Guide). We strongly recommend that any LC that wishes to start the process of unification should contact their MC. MC’s are advised to ask the support of the AI Country responsible.

# The terms “AIESEC People”, participants or actors are used to avoid falling into the current paradigm of member, trainee and AIESECer. When the mental shift is effected, we may use the term AIESECers to refer to all AIESEC People.

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

2. Revised Learning ProcessThe draft ideal learning process presented in the first output was further developed based on the feedback from the organization and benchmarking results. A basic learning process, which is a minimum process for every participant in the AIESEC Learning Process, was developed.The Learning Process can be represented in summary by the diagram below:

Fig 1.: Summarised Flow of Basic Learning Process

The detailed explanation and the theoretical basis of the proposed learning process is contained in the appendix of this output. Please refer.

The diagram below shows the various objectives of each of the stages in the learning process. The CW Design Team included ideas for activities that can be run at the LC to achieve these objectives. Please refer to the attached CWP LC Guide for details.

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Introduction to @

Taking responsibility Working

abroadHeading for the future

Leadership Role in AIESEC

Leadership Role in AIESEC

Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

Examples of Intense teamwork*

Possible Option

*

Fig 2.: Detailed Flow of Basic Learning Process showing some components#

# The components enclosed in blocks and connected by arrows should follow in sequence. The components shown in blue colour and enclosed in spheres are those that may occur at anytime during that stage of the learning process. For example, Community Involvement may take place at anytime during the WORK ABROAD Stage

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Introduction to AIESEC

Taking responsibilities

Working abroad

Heading for the future

Getting to know what AIESEC is

Creating / challenging your world view

Defining values and goal setting (mentoring is

preferred)

Participants start Issues-based or characteristics-

based Learning. They do not join a network at this

stage. They learn about the issues or characteristics of

interest personally or in small local teams.

Joining the AIESEC learning network

Intense teamwork and starting to build physical

network*

Selection

Cultural preparation

Mentoring session for working abroad (goal setting)

Working in AIESEC or doing an assignment for

external org.

Leadership role in AIESEC

Getting personal support

Traineeship exchange

Exposure to local and global issues

Mentoring session (with mentor in hosting country)

Community Involvement

Keeping a learning diary and reflection and collecting personal

goals

Building local and global network of people who can support the future

change agent

Gaining both practical skills and theoretical

understanding

CONTINUOUS COMPONENTS (Happen at all stages during the process)

Reflection and sharing exchange experiences

Review and Reflect on worldview and values

(mentoring is preferred)

Reviewing personal learning plan and creative action plan

to drive change in society

Utilize alumni and external network for future

possibilities

Challenging work and leadership roles in org

Leadership role in AIESEC

Joining Issues-based or Characteristics-based

Learning Network

Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

Revised Core Work Process MapThe Learning Process was incorporated into the Core Work Process Map. Diagrams of the ICX (TN Side) and OGX (SN Side) Process Maps are shown below:

1.Research and Setting Goals2.Promotion 3.Initiating Learning Process 4.Selection 5.Signing Traineeship

6.Entering Information into Insight 27.Matching

8.TraineeshipPreparation*

9.TraineeshipEvaluation10.Traineeship Follow Up11.Building Network/Facilitating Learning*

Outgoing Flow*

1. Clarification of roles and responsibilities 2. Completion of the exchange forms3. Verifying that information on the forms is valid

1. Researching external trends and identifying the types of individuals your community needs

2. Researching Insight2/Supply of SN’s

1. Refer to the Learning Process Flow document

2. Managing introduction to AIESEC

3. Facilitating ‘Taking Responsibility ‘ Stage for SN’s

1. Using promotional materials

2. Developing a promotional strategy

1. Applying selection Criteria

2. Conducting review board

1. Entering forms into exchange menu

2. Auditing Forms1. Using insight 22. Support matching

with bilateral relationships

3. Fulfilling acceptance procedures

1. Ongoing communication with host LC and SN

2. Mid Term Evaluation3.

1. End Term Evaluation

2. End of 1-Year Evaluation

1. Refer to Learning Process Flow document

2. Visa3. Communication of SN with

organisation and hosting LC4. Cultural Preparation 5. Goal setting for working abroad6. Pre Arrival Expectations

(measurement)

1. Facilitating Learning Process

2. Continuously Building the network

RESEARCH & MARKETING

DELIVERY

PREPARATION

MANAGE LOGISTICS AND LEARNING PROCESS

CONTINOUS EVALUATION

FOLLOW UP

*For some ideas, refer to the CWP LC Guide.

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

1.Research

2.Set Goals 3.Raise Traineeship 4.Sign Traineeship

5.Enter informationInto Insight 6.Matching

7.Traineeship Preparation

8.Post ArrivalLogistics10.Traineeship Evaluation

1. Receive trainee

2. Ensure Trainee orientation to host country

3. Bank account4. Internet

access

5. Introduce the SN to their work and their organisation contact person

1. Initiate Learning Process

2. Ensure Community Involvement

3. Ensure Exposure to Local and Global issues

4. Arrange Traineeship Exchange

5. Continuous Learning:

Reflect on worldview and valuesPersonal Support

1. Mid term Evaluation

(SN and Organization)2. Start Re

raising Process

13.Traineeship Follow up*

1. Contact Organization For Re Raise

2. Contact Sending LC for Learning Process follow up.

3. Profile Traineeship

1. End of Traineeship Evaluation

(SN and Organization)

1. Research external and internal trends and identify opportunities

2. Research XMI Analyser/Supply Pools

3. Use externals to support you

1. Develop a promotional strategy 2. Use promotional materials. 3. Set up marketing teams and

allocate organisations to research and target

4. Set up meetings5. Meet with organization and sell

AIESEC exchange

1. Segment the market

2. Set goals for quality and quantity of TNs

3. Create a target list of organisations

1. Design Job Description2. Clarify roles and

responsibilities 3. Fill exchange forms

1. Enter information into Insight 2(Partnership and X menu)2. Get Forms audited

1. Use Insight 22. Support matching with bilateral Relationships3. Fulfil acceptance procedures

1. Refer to the Learning Process Document

2. Cultural Preparation (Organization and SN)

3. Job Related preparation (Organization and SN)

4. Ensure Communication between SN and Organization

5. Provide assistance in Visa

6. Arrange accommodation

7. Set Pre arrival Expectations (measurement)

9.Ongoing Trainee Learning Process*

1. Initiate Learning Process

2. Ensure Community Involvement

3. Ensure Exposure to Local and Global issues

4. Arrange Traineeship Exchange

5. Continuous Learning

Reflect worldview and values Personal Support

RESEARCH & MARKETING

DELIVERY

PREPARATION

MANAGE LOGISTICS AND LEARNING PROCESS

CONTINOUS EVALUATION

FOLLOW UP AND RERAISE

*For some ideas, refer to the CWP LC Guide.

12.Traineeship Evaluation 11.Ongoing Trainee Learning Process*

Incoming Flow*

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Second Core Work Design Team Meeting – June 20th – 25th 2002, Rotterdam

3. Growth Recommendations (Numerical)

The Core Work Design Team also recommended two strategies to be implemented globally and locally to ensure that the opportunities presented by the two “big ideas” are effectively tapped to increase the number of exchanges.

These Growth Recommendations are:

o Utilise the Global AIESEC Brand locally. It will be important to brand AIESEC globally and where necessary customize this global brand nationally or locally. This brand provides a much clearer and easier marketing message for LC marketers. The Learning Process may be one of the opportunities to create a brand for the organization.

o Provide direct access for companies to the AIESEC member database before traineeship. This may be through a TN Customer Interface in Insight II. It also includes participation of organizations and participants in the AIESEC.net forums of issues-based networks.

These are globally executed strategies therefore AIESEC International and the Steering Team will drive the implementation. The CWDT did not review the details of implementation. The CWDT may present some ideas for implementation if required.

4. Implementation Suggestion for LC’s

The CWDT output under this objective is contained in the CWP LC Guide. Please refer for details.

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