YGIP_AIESECDU 2013 Audit

03/01/14 1

AIESEC in Delhi University

Youth Global Internship Program – Audit Report

Na:onal Leader’s Summit 2014

This is the only audit for NLS to simplify the audit mechanism and yet get relevant information from your year, also giving you enough space to share your inferences, innovations, achievements and non-achievements.

The audit shall also be used as a report presented to the successor(s) for giving a holistic overview of the year 2013 during transition.

It is advised that you fill these audits with your successor(s).

Making a report summing up your entire year will take time. So please take out good enough time to fill this and do reflect about your year, your personal development in the year and what you want to do in future with the skills and knowledge that you have acquired in the year

After completion, the audit, along with all the resources for transition has to be uploaded as a file on myaiesec.net. All the resources have to be put in a folder called “resources” and has to be zipped in a folder with name “oGIP|AIESEC India|LC_Name|2013. Note: The name of the file on myaiesec.net has to be oGIP|AIESEC India|LC_Name|2013

Executive Summary This report provides an analysis and evalu7on to Outgoing Global Internship Program for the year 2013 of AIESEC in Delhi University. Method of analysis includes experience delivery, coustomer centricity, Process implementa7on and back office assignment. Result of all the data analysed shows that even the year 2013 was a great year for oGIP, AIESEC DU, no growth in realisa7on the program was shown due to internal and external factor which were out of control for a local committee jurisdic7ons. The report finds that the prospectus of the program in the current posi7on is really posi7ve, the major areas of weakness requires futher aSen7on and na7onal support for remedial aSen7on. Recommenda7ons for the year 2014: 1. Listenining to Costomers.. 2.Fast and Simple Process. 3. Product Development 4. Supply and Demand Management. All analysis conducted has minimum limita7ons and all Sta7s7cs proivided are according to ,yaiesec.net 7ll 31st Dec 2013

NLS Audit Areas to cover

Executive Summary

Experience

Delivery

Customer

Centricity

Process Implemen

tation

Back-Office

Alignment

Experience Delivery

Achievements Non-‐Achievements Innova:ons

Recognized as IT LC Stars by AI. (hSp://www.myaiesec.net/content/viewfile.do?conten7d=10266797)

No growth shown even though immense growth is shown in raise and matches. Major reasons are the back outs and match breaks

Con7nuous EP engagement through appraisals and seminars to sustain the raises

Capitalising on the interna7onal peak cycles to obtain maximum growth

Lack of EP engagement in the first half of 2013 leading to low moral in EP for the program

Using Raising and Matching News leSers.

10 Realiza7ons given in trans7on to 2014.

18 Match Breaks. 11 Due to VISA issues 7 EP Backouts.

Will focus on LC partnerships for improvement in delivery in 2014

Month-w

ise Update

Sub-P

roduct Data

Absolute G

rowth

Target vs Achieved

0

5

10

15

20

25

BA Marke7ng ET IT Others

Raises

0 1 2 3 4 5 6 7 8 9

10

Ra Ma Re

0

10

20

30

40

50

60

70

Raise Match Realise

2012 2013

0

10

20

30

40

50

60

70

Raise Match Realise

2012 2013 Absolute Growth

Inferences: •  2013 for oGIP was 2nd year of func7oning, and the major focus areas in the begnning of the year were:

•  Building team culture. •  Understanding and redefining processes. •  Make oGIP a existent department for AIESEC in DU.

Quarter 1: •  Focused on team culture. •  Talent Capacity •  Building a vision for this department. •  Defining sub products to invest HR in. •  Raising was the prime focus via Marke7ng Campaign •  RMR: 12:1:2 Quarter 2: •  Process were defined and Team was ready to achieve

the undone. •  Achieve 7 matches in month of June. •  ET was understood and was one of the first LC in

AIESEC India to actually raise bulk oGIP EP for ET. •  Delivery wasn’t planned to handle this big capacity

aSained. •  RMR:10:3:4 Quarter 3: •  Faced 11 match breaks due to VISA Issue. •  Lead to team demo7va7on. •  Stagna7on came in HR. •  RMR: 9:4:4 Quarter 4: •  Department stepped back in the game. •  Major IR was figured out to deliver. •  ET was the focus sub product to deliver. •  Capitalised on the matching peak and obtained •  RMR: 18:9:3

SUBPRODUCT WISE INFERENCES

INFORMATION TECHNOLOGY: •  IT needed a lot of experience EP in comparison to recent graduates. •  Student Status is a pull back to this sub product and top match able countries have big 7me visa issues like brazil, Netherlands.

•  IT was DU top sub product for 2013, as it was realised that interna7onal demand for Indian tech savy is greater then any other sub product.

•  Raised 20 IT EP out of which 11 have been matched and post match breaks and backouts 4 have been delivered.

EDUCATIONAL INTERNSHIP: •  The whole idea of implemen7ng ET can’t to AIESEC India in NCS 2012. •  For DU selling ET was a big challenge but the true value proposi7on of the program was promoted to the audience, to our fate it proved to be successful.

•  Q1 and Q2 were about figuring out the poten7al of this product. •  For 2013 ET has been the nest sub product for DU. Raising 25 EP’s and matching 16 out of them which post match breaks 5 were delivered and 4 in pipeline.

MANAGEMENT AND MARKETING INTERNSHIP: •  MT was not a focus for the year. •  In Q2 it was realised that to grow we need to give MT interest. •  Self Matching is a BCP for this sub product. •  22 Raised and 4 were delivered. 2 In pipeline.

Customer Centricity

NPS for the year Number of referrals and use of promoter

strategy

Support to EPs, (EPIC, OPS, EP

LEADs etc.) (Attached in Resources)

Key Achievements- Non-Achievements

Innovations


EP appraisals done successfully in every quarter.

Could not deliver mass EPIC for any raising cycle

Giving EP recep7on Package on the 7me of there realisa7on. Including Short, Note Pad, Contact Details, PichUp details.

Realized EPs wan7ng to be re-‐raised Many EP Experience successfully delivered

Inves7ng in BDM from EP.

Focus on EP engagement during the matching and realisa7on.

Didn’t invest in EP Leads. Delivery Team to focus on completely post matched process. To support In VISA and cultural prepara7on.

Successfully Delivered 3 EPIC, 7 OPS. Member appraisals done con7nuously

NPS FOR THE YEAR:

Number of referrals and use of promoter strategy: •  6 EP were raised by referals from existing EP. •  The the quality and understanding of these EP according to the

program was much better then general EP’s

Process implementation

Raise:Realisation 5:1

Delivery time: 56 Days

Delivery Rate: 1:1

Matching time: 105 days. Rate: 3:1


Improvement in delivery 7me of Raise to Realiza7on from 194 to 161 days compared to 2012

Raise:Realisa7on ra7o same as 2012 Focus on raising undergraduate students in the future

Improvement in matching 7me from 130 to 105 days compared to 2012

18 match breaks. 11 due to visa issues, 7 due to EP backouts.

BeSer EP engagement with AIESEC for improved process knowledge for faster delivery; self matching

EP self Matching was taken up in a huge way which lead to all the success aSained by MT.

Unsa7sfactory level of smoothness in raise to realize process for the EP

EP showcasing for online promo7on and quicker matching

Target countries with lenient visa rules

Inferences:

• Post a huge down fall in Q3 qith 11 match breaks it was realised that the delivery module for the program wasn’t firm enogh to take the pressure.

•  Implemented the Quality Manager in Q3, responsible for [post match support such as EP Appraisals, Visa support, Documenta7on Support and Preparatory Seminar conduc7on.

•  Lead to increase in produc7vity of the EP and dec in match reaks in last 2 quarters.

Back office Alignment

Contribution(Ra) from Marketing

(ORS Conversion) Member retention

& efficiency

CIM Initiatives & EP Showcasing

Financial Budgeted vs Actual,

Receivables pending

Key Achievements & Non-

achievements Innovations


Best department Q1 and Q2 at July LCong for cultural contribu7on, hence good XD to the team.

Not much financial investment into the porlolio

Investment in IR building. Skype calling credits.

Conducted mul7ple successful marke7ng campaigns.

No BD perspec7ve aSained via oGIP Quaterly RNR Campaign to drive growth.

NewsleSer for Pre raising and post raising.

MEMBER RETENTION AND EFFICIENCY:

Contribution(Ra) from Marketing (ORS Conversion) 57 Raises Via Social Media promo7ons, media (online and print), external posi7oning

Financial Budgeted vs Actual, Receivables pending:

Real Vs Budgets: Q1 and Q2

Pending:Rs 60,000

Real Vs Budgeted Q3 and Q4

• oGIP WIKI:hSp://www.myaiesec.net/content/viewfile.do?conten7d=10288867

• Virtual Learning Center: • hSp://www.myaiesec.net/content/viewwiki.do?conten7d=10271983

• EP Showcasing: • hSps://drive.google.com/folderview?id=0B7k3AKSp_trWMTBhQjA5OGMzaW8&usp=sharing

• CIM oGIP Folder: • hSps://drive.google.com/?tab=mo&authuser=0#folders/0B5AKVufxnauccWVqQlFoajNVOWc

CIM INITIATIVES AND EP SHOWCASING:

Inferences:

• Back Office was the major support in the growth of oGIP: • TM:

• Members suplements to the dep 3 7mes. • Highest member reten7on shown in oGIP from other departments.

• Good Member Value and Ethics. •  Finance:

•  Invested 15000 in the year in the program. • CIM:

• NewsLeSer (Pre and Post Raising) • EP Showcasing via Posters. •  IR support via WIKIs. • BI Report.

• Marke7ng: • 4 Local Raising campaign in the year 2013. • More then 100 Leads. • ORS with more then 1000 Registra7ons.

SPREADSHEETS:hSps://docs.google.com/a/aiesec.net/spreadsheet/ccc?key=0Ark3AKSp_trWdG03cnpLV0hPWGE5ZEcwZXY3ZW1ZcWc&usp=sharing CASE STUDIES:hSps://drive.google.com/folderview?id=0B7k3AKSp_trWMTBhQjA5OGMzaW8&usp=sharing WIKIS:hSp://www.myaiesec.net/content/viewwiki.do?conten7d=10254912#show

YGIP_AIESECDU 2013 Audit

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