AIESEC PERU MC14.15 Application Booklet

AIESEC PERU

MC 14-15

APPLICATION PACKAGE

AIESEC in Peru | Julian Arce 229, Lima | +51 01 637 7507 | www.aiesec.org/pe

WELCOME!

“Be More , Serve Better.”

Ignacio de Loyola

There are some moments in life in which you have to decide your next step, your next journey, your future. And most likely you will find

yourself standing in front of two or more roads, each one different, each one leading to a new adventure and infinite possibilities.

Hesitation, doubt, uncertainty, you might feel in that moment, in this moment. A beating heart, faster breathing, slightly trembling hands. If

at any scale you are feeling this, keep reading.

You are about to open the door of a hidden world full of trials, of difficulties, of risks, of challenges, of fear, of self denial. If you enter you

will have to be ready to face what you haven’t face before, lo learn what you haven’t learn yet, to reinvent yourself and become more

flexible and tolerant. You will need to show more strength, passion, commitment, skills, intelligence, creativity, sense of humor, team spirit,

professionalism, balance, empathy than ever before. Everything so have been through so far have make you More. If you are ready to Server

Better, keep reading.

You are about to read the instructions to become MC in AIESEC PERU. That’s a bold decision, we can assure you that. You know why?

Because this is probably the most defining moment of this organization’s history. We made a promise to the world, a promise named

AIESEC 2015. And only 24 months separates us from that. If you join this team, you will be part of a final sprint of 12 months. After that,

the remaining 6 months, your successor will mostly Reap what you Sowed. And in this historic moment, we face the great challenge of

Growing like Never before and Develop Leadership every single Experience. If you are willing to abandon all your excuses and accept this

heavy responsibility, if you are ready to lead AIESEC with heart and brains, keep reading.

51 generations have stand were you are now standing. They saw in front of them a possibility to do something amazing and impact the

world in a way they never did before. They stood in front of two roads, one leading to a normal life, one leading to a different one, an MC

Life. And they took the Road Less Traveled. If you are bold enough to follow their steps, Be Welcome. You are ready. Keep Reading--->

MC BOLD

We also took the road less traveled


Travel for purposes of AIESEC Peru (coaching, LC

visits, marketing, conference travel), according to

national priorities and budget available, are covered

for both full time and part time MC members.

Personal travel and moving expenses to Lima are

not. The support for MC members to go to

International Conferences depends on the financial

situation during the term.

MC LIFE Peru is not just the perfect place to lose yourself; it’s also the perfect place to find yourself. In Peru you will not just get to know its jungles, its

beaches, its mountains, its people and its culture … you will also start to get to know yourself. And that’s the kind of experience you will never

want to forget!

Living in Lima as MC it’s an incredible experience. You will be in constant touch with the amazing dynamics of Peruvian economy, reflected in tons of

buildings and skyscrapers, especially in Lima business center, San Isidro, just 10 minutes away from MC flat. If you want to relax, walk, have amazing

lunch or dinner, Miraflores is the right place to do so. Also you will find Malecón and Costa Verde where you will be able to spend time walking

close to the sea with a wonderful view. That’s MC favorite plan for Sunday And for the parties with salsa, reguetón and lots of Latin music you

will find Barranco, a place full of colors, culture and history with the most amazing clubs in Lima. Perfect Saturday night for MC . And these are only

few places for enjoying Lima. We cannot leave without mentioning beautiful Lima downtown with buildings, Presidential palace, Cathedral and the

best Pisco Sour of Peru .

So, Lima, full of contrasts, history, and wonderful food and fun isj ust the perfect place for MC to live and have the best experience ever in life! Just come and see it yourself !

All positions are FULL TIME, meaning 40 hours per week, office time.

Gross monthly salary is 1000 soles (360USD). It includes:

• Housing and services: 200 soles (72 USD). This is not received, but

directly used by MC VP FIN for housing payment.

• Net Salary: 800 soles (290 USD). This is what you will receive.

MC Office has the necessary infrastructure to work: server, desk spaces,

printer, Wi-Fi, phone etc. Nevertheless, MC Members are required to bring

their own laptops for their work as MC since is not provided by AIESEC

Peru.

SALARY AND WORK CONDITIONS TRANSPORTATION

MCP

MCVP

oGCDP

MCVP

iGCDP

MCVP

oGIP

MCVP

iGIP MCVP OD

MCVP

EXPANSION

MCVP

TM

MCVP MKT MCVP PR MCVP FIN MCVP BD

MC Manager BD


MC STRUCTURE

MC Structure reflects the need to:

• Evolve our Products and be Bigger

• Evolve our Talent Capacity and be Stronger • Fully become a Customer Centric

organization and be more Impactful.

SUSTAINABLE

STRONGER

IMPACTFUL

BIGGER

SMARTER PACKAGING

EFFICIENT PROCESSES

EFFECTIVE CHANNELS

STUDENTS LOYALTY

ORGANIZATIONS LOYALTY

AIESEC BRAND RECOGNITION

HIGH PERFORMANCE

TEAMS

FAST, STRONG & FLEXIBLE

EDUCATION

SMART EXPANSION

INVESTMENT CAPABILITY

FAST AND SAFE PROCESSES

RISK MANAGEMENT


MC SUB TEAMS STRUCTURE & OBJECTIVES


APPLICATION PROCESS

STAGE DDL OBJECTIVE DESCRIPTION

APPLICATION

PACKAGE January 18

Prepare the candidate

and review knowledge

and vision

• Find instructions in next page.

• To be approved, package must be sent on time and

complete.

• Review Board will be scheduled on January 19th.

REVIEW

BOARDS January 20 to 26

Assess candidate’s

profile and minimum

competences

• Interviews will be made by an MC Member, an

Alumnus, and an HR Professional.

• Results will be given on January 27th

• This process is eliminatory.

VIRTUAL CHAT

& FORUM

January 28, 29,

30

To have a space of

interaction with @PERU

members

• Chat and Forum platforms and dates will be

confirmed on January 27th

• LCPS assistance to Chat is mandatory and

determines voting right.

CONFIDENCE

VOTE January 31

To give confidence vote

to applicants

• Votation will take place in a virtual legislation


FINAL

INTERVIEW February 1 to 10 Final assesment

• Held by MCP and MCPe

• Assesses profile and aligment to MC positions


ANNOUN_

CEMENT February 12 Announce MC 14.15 • New MC members and their positions

• IF YOU ARE ELECTED; YOU ARE REQUIRED!! TO BE IN LIMA BY JUNE 10th at MAX (for team days and planning)

• FOR BD positions, you are required to start your transition in April.

• For the other positions, you must finish transition by May 31th


APPLICATION PACKAGE

CONTAIN OBSERVATION DESCRIPTION

1 Motivation Letter Max 1 page Why you are applying for MC 14.15 of AIESEC in Peru ?

2 Endorsement Letters Min 4 (5 for

internationals). Max 7

• 1 from a leader, 1 from a team member, 1 from a person you leaded.

• 1 from an external, not related to AIESEC

• For international: 1 from your current MC

3 360 Competency

Assesment Self and Others Include comments on your strongest and weakest competences.

4 Blank Page

Challenge Max 1 page

Explain creatively your vision. functional plan, main strategies for next term.

and Meassures of Success. (exchange goal or toher KPIs)

5 Questionnaire

1 page for intro

Max 11 pages for content

1 Page for sources

Answer all general and functional questions and challenges in this package.

In the 13th page mention all the sources of your information.

6 Video Video Link in 1 page. MAX

3 min

Describe the current profile of an average AIESEC Peru member in terms of

his/her leadership, connection to the market and connection to our

products. What do you like the most? What don’t you like at all? Now

describe the same member at the end of the 14.15 term.

The application must:

• Be sent until January 18th, 23:59 GMT -5, by email to [email protected] and [email protected]

• Be filled in English

• Have the following format:

M C 1 4 1 5 A p p l i c a t i o n _ A I E S E C P e r u _ M C P o s i t i o n _ S u r n a m e _ N a m e . r a r ( z i p )

The application must contain (all parts in PDF):

QUESTIONNAIRE


PERSONAL QUESTIONS

1. GENERAL

• Name, Most Recent Role in AIESEC E-mail, Skype ID, Cellphone

2. EXPERIENCE

• Most relevant positions, dates and results

• Most relevant conferences, dates and results

• 3 main areas of expertise and results

SELF PERSPECTIVE

3. Comment your 3 main strengths and weaknesses

4. What are the main principles/values that drive your behaviour.

5. What ‘s your plan for the next 20 years?

6. AIESEC Peru needs an evolution. How will YOU evolve to be ready to lead that evolution?


GENERAL QUESTIONS

8. Create a S.W.O.T analysis of the current state of AIESEC Peru. On the external analysis, mention clear

market tendencies. Then propose three main strategies for next term.

9. Describe the role of our generation to achieve AIESEC 2015. How do we build on what previous MCs

did? What innovation will we have?

10. Check again MC Sub teams(previous pages). Describe your role and propose KPI’s to measure each of

the 3 sub team objectives. If the position you apply for is part of more than 1 sub team, reply the question for every

sub team.

11. Read this article and analyze AIESEC Peru in terms of Production(P) and Production Capability(PC).

12. How do we make sure we deliver leadership in every single experience? How would you measure it?

Keep in mind that NPS measures satisfaction and not necessarily leadership development.

13. Mention 2 or 3 clear and simple ways to build strong and result oriented Sales Culture

14. Propose the 3 behaviours of 14-15 Organizational Culture.

15. Imagine all of what you plan fails. Only ONE thing works perfectly. What would it be?

16. Create a S.W.O.T analysis of the state of AIESEC Peru at the end of the 14.15 term.

http://ceobusinesscoaching.com/2010/11/goose-golden-eggs-7-habits-article-6/






CHALLENGES (Mandatory)

17. Sales Culture starts with you: Write down the name, phone number and/or emails of 4 people that

could buy GIP TNs or that could connect us to someone that would. Make sure the information is

real. These information won’t be used without your permission.

18. Leadership Voice: Think of 3 leaders you admire (Peruvian ones preferred). Invite them (through

Facebook or twitter) to have a meeting to talk about youth leadership. Take a picture of the tweet or

message and paste it in your application.

19. Break the bubble! Go out and ask the following people “What leadership does Peru need?” Comment

your results. (A bus driver, a street cleaner, a police man/woman, a teacher, a university student, a

school student, a beggar, a relative, an AIESEC Member) If you are not in Peru, you can have someone help

you or you can change “Peru” for “The World “ in the question.


Incoming GIP

1. Identify 3 external trends in Peru that can serve as opportunities for iGIP and explain how you intend to

capitalize on those opportunities.

2. What sub product should iGIP focus on? Take into consideration the current supply that we have and the

market demands.

3. Create an analysis of iGIP in Peru for the past 5 years and determine the best growth path for the next 3 years

(goals, focus areas, structure, learning and development, etc.)

4. How do you intend to solve our problems with talent capacity and build a strong and sustainable sales culture?

5. If you were to put 1000 GIP EPs in any organization/business/market you could. Where would it be? Why?

Outgoing GIP

1. Explain the evolution that needs to happen in oGIP to triple the volume of operations. Describe in detail the

supply and demand analysis, market opportunities, sub product, resources needed, value proposals and timeline.

Mention your top 5 suppliers for each subproduct.

2. How will you ensure a strong oGIP culture at a national level?

3. Propose 3 clear ways to increase the talent capacity in oGIP in order to increase leadership experiences,

commitment to results and innovation within OGIP membership?

4. How will you guarantee a CEM Culture and High Quality experiences in oGIP?

5. How will you ensure or facilitate a synergic work between oGIP and marketing, making the support areas to have

oGIP as priority?


Incoming GCDP

1. What evolution should have the programme “Ciudadano Global” (consider every national project)? How do you

ensure talent capacity, financial sustainability and stakeholder loyalty?

2. Propose 3 strategies to have 100% promoters in iGCDP. Use real NPS data. If you need access to customer gauge

you can contact [email protected]

3. Analyze strengths and weaknesses of each LC. How do we ensure good case practice sharing and network

collaboration?

4. Analyze our current Match distribution by country. Propose clear ways to ensure supply from IGN, improve Peru

brand positioning in the network. What other match opportunities do we need to capitalize.

5. Explain the strengths and weaknesses of our current delivery process. How do we better use our Strengths and

improve our weaknesses?

Outgoing GCDP

1. Analyze the last 5 years of oGCDP In Peru and IGN and make a projection for the next 3 years.

2. Present a detailed Supply & demand analysis for your term.

3. Describe your main Timeline management strategies . Be as detailed as possible.

4. Describe your Network (VP’s) management strategies.

5. How will you totally implement ORS and Opportunity Portal.

6. Describe the evolution in talent capacity needed to double our volume of exchange.

mailto:[email protected]






Organizational Development

1. Present an analysis of the current maturity level of the organization, by LC and by programme. Describe the

maturity reached by the end of the 14.1 term and 3 main strategies to make it happen.

2. Propose a plan to coach and track LC’s through virtual and physical channels and a KPI to measure the success

of that process.

3. Propose a plan for national internal communication aligned to exchange peaks and goals. Detail what channels

and timeline you would use.

4. Propose a new National Education Cycle. (conference timeline, objectives, target group, etc)

5. How will we create, track , measure and reward High Performance teams at all levels of the organization?

Talent Management

1. Please review Talent Management on AIESEC in Peru in the past 4 terms and draw a picture to show how will TM

effectively support operations and manage learning and development in our exchange programmes.

2. Propose 3 Strategies to develop and measure leadership in our TMP and TLP Programmes.. Use the following

concepts: talent capacity, learning and development, inner and outer journey.

3. How will Talent Capacity drive GCDP growth? Use top 5 GCDP countries as benchmark

4. How will Talent Capacity drive GIP growth? Use top 5 GIP countries as benchmark

5. What will you implement in order to increase productivity, satisfaction and motivation of the membership?


Expansion

1. Analyze the current state of our expansion strategy.

2. Propose and explain the ideal structure for new entities? How to ensure strong talent capacity ?

3. Choose and justify 3 new cities in which to expand. Explain the Marketing strategies you will use. Include the

product: “Universidades Globales”

4. Propose and explain an exchange goal for expansions. Detail the goal by programme and entity.

5. What is the future of GIP in expansions?

Finance

1. Describe AIESEC in Peru's financial and legal reality on the last 5 years until June 1st 2013?

2. Analyze the national reality of the iGCDP corner related to exchange and incomes, how will you make this

program sustainable on time?

3. What are the strategies that you would implement (continuing this term modifications) to build 100% up to

date legalized and formal operations in Peru?

4. Please mention a concrete action plan to achieve global full membership status or to maintain (if already

achieved) it by February 2015 to fulfill the splitting process?

5. Explain your risk management strategy and propose a “break-even point” (punto de equilibrio) considering the

goals and cost structure of the MC Bold.


Marketing

1. How do you envision the role of marketing for next term? What evolution does it need? Benchmark 3 brands/organizations and

propose 3 KPI’s to measure your success.

2. Choose one: Propose a national campaign to get 10,000 subscribers for oGIP or 50,000 for oGCDP. Use GCTM analysis.

3. Describe your online marketing strategy. Propose 3 KPIs. How will you integrate social media, web page, opportunity portal and

ORS. How do you integrate online with offline strategies?

4. Describe what PUSH and what PULL strategies you will use for oGIP, oGCDP and Host Program

5. How will we become Top of Mind in Leadership Development among our stakeholders (organizations and students)?

Public Relations 1. Make a brief analysis of the current state of our public relations strategy and alliances

2. Choose 4 organizations that you would approach to raise 500 GCDP TNs (at least 2 must be government organizations).

Propose a timeline and a showcasing strategy.

3. Choose 3 massive media channels in which we MUST appear next term. Tell us the name, phone number and/or email of at

least 6 people you will contact and propose a chronogram of media appearances.

4. Choose 3 corporate events in which AIESEC will be present next term. Tell us the name, phone number and/or email of al least

6 people you will contact to be in those events. The objective is to raise GIP TNs

5. Write a Press Release of AIESEC as it would appear in the newspaper “Diario Gestión”. Your objective is to get attention a

position the brand to raise 100 GIP TNs around IT and International Trade. Save ot in myaiesec as a file and paste the link here.


Business Development VP

1. Create a backwards plan for your term (as detail as possible) Take into account MC fixed and variable cost, negotiation

times, billing policies of companies, current BD portfolio, etc. We suggest to interview with current BD team for more

accurate information.

2. MC members salary depends on your work. That’s around 13 000 soles monthly (around 4700 USD). Propose 3 ways to

ensure this monthly income despite of any external factor that can threaten your sales pipeline and your actions if you

don’t achieve results the first 2 months.

3. Think out of the box. How would you reach a sales goal of 1 million soles.

4. Three main actions to ensure organizations loyalty and national accounts Reraising.

5. Propose 5 potential buyers for GIP TNs (at least 5 each). What subproduct would you sell? What talent solution are you

providing?

6. Propose a national Sellers Team structure and a incentives strategy. How will you track this team, including the BD

Manager?


Business Development Manager

1. Create a backwards plan for your term (as detail as possible) Take into account MC fixed and variable cost, negotiation

times, billing policies of companies, current BD portfolio, etc. We suggest to interview with current BD team for more

accurate information.

2. MC members salary depends on your work. That’s around 13 000 soles monthly (around 4700 USD). Propose 3 ways

to ensure this monthly income despite of any external factor that can threaten your sales pipeline.

3. Think out of the box. How would you reach a sales goal of 1 million soles.

4. Three main actions to ensure organizations loyalty and national accounts Reraising.

Regarding Alumni Management:

The problem of the database and registration information at the national level is solved through PODIO. We have standardized criteria in

each of the local committees. We already have a consolidated Peru AIESEC alumni association and have improved channels of

communication, keeping a weekly newsletter with key information and interest to increase our operations through them . Our Alumni

Management indicator in the percentage of exchanges we make through Alumni. However, our network is not aligned to

these objectives by not allowing us to capitalize on this opportunity now. According to this answer :

5. What should be the focus and work plan for the Office of Alumni & Management LLC for the next period ? Try to be

specific in your response, with timeline and responsibilities.

6. How do we grow in GIP TN raising through alumni? How would your work corner with this area?

NOW STOP READING. START DOING.

Contact Information:

MCP 13-14 [email protected]

MCP 14.15 [email protected]



Documents

AIESEC PERU MC14.15 Application Booklet