Agenda for First Election General Meeting of AIESEC-LC-CUHK 2010-2011 Date: 26 th February 2011 (Saturday) Time: 10:00 – 21:30 Venue: Li Koon Chun Hall (LT1), Sino Building, The Chinese University of Hong Kong Chairperson: John Li (Local Committee President) Candidates: Alex Lau, James Lee, Thomas Cheung Note-taker: Kammy Yan (Global Talent Programme Manager) Timekeeper: Gordon San (Outgoing Exchange Manager) Attendees: AIESEC-LC-CUHK Full Members Observer: Advisors, Alumni, Interns, Supervisory Group, Partners and Guests of AIESEC-LC-CUHK Agenda Topics 10:00 – 10:05 To read and adopt the agenda 10:05 – 10:15 To deliver LCP Candidate Thomas Cheung’s Opening Speech 10:15 – 10:25 To deliver LCP Candidate Alex Lau’s Opening Speech 10:25 – 10:35 To deliver LCP Candidate James Lee’s Opening Speech 10:35 – 12:05 To conduct the LCP Candidate Question and Answer Session for Thomas Cheung 12:05 – 12:30 Lunch Break 12:30 – 14:00 To conduct the LCP Candidate Question and Answer Session for Alex Lau 14:00 – 15:30 To conduct the LCP Candidate Question and Answer Session for James Lee 15:30 – 18:30 To conduct the Question and Answer Session for all LCP Candidates 18:30 – 19:00 Dinner Break 19:00 – 19:10 To deliver LCP Candidate Thomas Cheung’s Final Speech 19:10 – 19:20 To deliver LCP Candidate Alex Lau’s Final Speech 19:20 – 19:30 To deliver LCP Candidate James Lee’s Final Speech 19:30 – 19:45 To conduct the voting education for the election of LCP Candidates 19:45 – 20:15 To conduct the voting for LCP Candidates 20:15 – 21:15 To conduct the General Comments session 21:15 – 21:25 To announce the results of the Election General Meeting 21:25 – 21:30 To adjourn the Election General Meeting
1st EGM Booklet for AIESEC-LC-CUHK Session 2010-2011, includes agenda of the day and manifestos of the three LCP candidates: Thomas Cheung, Alex Lau and James Lee.
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Transcript
Agenda for First Election General Meeting of AIESEC-LC-CUHK 2010-2011 Date: 26th February 2011 (Saturday) Time: 10:00 – 21:30 Venue: Li Koon Chun Hall (LT1), Sino Building, The Chinese University of Hong Kong Chairperson: John Li (Local Committee President) Candidates: Alex Lau, James Lee, Thomas Cheung Note-taker: Kammy Yan (Global Talent Programme Manager) Timekeeper: Gordon San (Outgoing Exchange Manager) Attendees: AIESEC-LC-CUHK Full Members Observer: Advisors, Alumni, Interns, Supervisory Group, Partners and Guests of AIESEC-LC-CUHK Agenda Topics 10:00 – 10:05 To read and adopt the agenda
10:05 – 10:15 To deliver LCP Candidate Thomas Cheung’s Opening Speech
10:15 – 10:25 To deliver LCP Candidate Alex Lau’s Opening Speech
10:25 – 10:35 To deliver LCP Candidate James Lee’s Opening Speech
10:35 – 12:05 To conduct the LCP Candidate Question and Answer Session for Thomas
Cheung
12:05 – 12:30 Lunch Break
12:30 – 14:00 To conduct the LCP Candidate Question and Answer Session for Alex Lau
14:00 – 15:30 To conduct the LCP Candidate Question and Answer Session for James Lee
15:30 – 18:30 To conduct the Question and Answer Session for all LCP Candidates
18:30 – 19:00 Dinner Break
19:00 – 19:10 To deliver LCP Candidate Thomas Cheung’s Final Speech
19:10 – 19:20 To deliver LCP Candidate Alex Lau’s Final Speech
19:20 – 19:30 To deliver LCP Candidate James Lee’s Final Speech
19:30 – 19:45 To conduct the voting education for the election of LCP Candidates
19:45 – 20:15 To conduct the voting for LCP Candidates
20:15 – 21:15 To conduct the General Comments session
21:15 – 21:25 To announce the results of the Election General Meeting
21:25 – 21:30 To adjourn the Election General Meeting
House Rules Question Format: - 1 Question, 1 Follow-up Question - Please introduce yourself first when you raise a question in the election Voting System (Abstract from the Constitution of AIESEC-LC-CUHK) SECTION II MEMBERSHIP Article 2 Full Membership (Jan. 26 2007)
All undergraduate students who are full members of the Student Union of The Chinese University of Hong Kong shall be eligible to be a Full Member of AIESEC-LC-CUHK, subject to member screening (if any) and the payment of membership fee. Article 4 Privilege B) Only full members shall have the right to vote, nominate and to be nominated for election, and be eligible for office in the Executive Board (EB) of the association. Postgraduate members do not have voting right in this occasion. (Jan. 26, 2007)
SECTION IV GENERAL MEETINGS Article 1 Chairman At any General Meeting, the Chairman shall be the LCP or in his absence or on temporary rotation, an LCVP (or, failing them, any other LC office-bearers) as may be so appointed in the General Meeting. Article 3 Election General Meeting A) Date The EGM of AIESEC-LC-CUHK shall be held, in one or several occasions, within the second half of the official year, (Jan. 26, 2007)
B) Business To elect the EB members, or (at the discretion of the EB of the current session) any other office-bearers of next session. (May 29, 1999; Jan. 26 2007)
Article 5 Quorum and Resolutions A) At all General Meetings the quorum shall be twenty full members. B) At all General Meetings motions shall be put to the vote and decided by a show of hands except that the election of office-bearers in an EGM which shall be decided on a vote by secret ballot. C) At all General Meetings, every full member shall have one vote and in case of border-line case of votes the person presiding shall have a second or casting vote. D) At all General Meetings motions shall be passed with two-third majority (out of all valid votes including abstention), except the case of the election of office-bearers in an EGM as stipulated in Article 3, Section V. E) Resolutions of General Meetings shall constitute the highest authority of AIESEC-LC-CUHK. Article 6 Proxy voting (July 10, 2000; Jan. 26, 2007)
A) Proxy voting at General Meetings shall be permitted. Such proxy representation shall be in writing and given to the Chairman of the meeting at or before the first Roll Call of the meeting. No proxy should be accepted after the first Roll Call of the meeting. B) Should the full member issuing the proxy wish it to be valid on only certain questions, such limitations shall be stated in the proxy. Disagreements concerning the interpretation of such limitations shall be settled by the Chairman. C) Proxy votes shall not be used to propose or second a motion. D) The person receiving the proxy must be a full member who is physically present in the meeting. No full member shall receive more than one proxy vote.
E) For the purposes of quorum and voting in any General Meeting, a full member issuing a valid proxy is regarded as if he/she were physically present in the meeting, as long as the person representing him/her is physically present in the meeting. SECTION V ELECTION OF MEMBERS OF EXECUTIVE BOARD Article 3 Voting (Apr. 7, 2001; Jan. 26, 2007; May. 23, 2009, Mar. 13, 2010)
A) Voting for the election of any office-bearer in an EGM shall be by secret ballot.
B) Voting by proxy shall be permitted as stipulated in Article 6, Section IV.
C) The run-off technique shall be used. The candidate acquiring the least percentage of votes
shall be run off.
D) A two-third majority of the valid votes (including proxy) is required for the candidates to be
elected. In the event of more than one candidate, vote shall be cast either confident to only one
of the candidates or non-confident to all candidates. In the event of one candidate, vote shall
be cast either confident or non-confident to the candidate.
E) If there are more than 20% of invalid ballots (including blank ballots), the voting will be
considered void, then another round of voting shall be conducted.
SECTION VII CONSTITUTION Article 1 Interpretation The LCP shall have the sole right to interpret the constitution.
Voting Education Please be reminded that you have to put a “ ” into the box, otherwise your vote will become invalid. Valid Vote:
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Invalid Vote:
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man
Proposed LCP
Tom Cheung Siu Ming
Position Name Confidence Non-Confidence
Proposed LCP
Ben Chan Tai Man V
Proposed LCP
Tom Cheung Siu Ming V
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 1 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
May 2010 - Present Vice President Incoming Exchange
Oct 2009 - May 2010 Incoming Exchange Department Member
AIESEC Event Experience
Date Event Role
Jan 2011 WNCF, Hong Kong Delegate
Nov 2010 National Sales Training
UNLEASH Asia Pacific
Conference, Manila
Trainer
Chief Delegate
Oct 2010 NLDS, Hong Kong Delegate (Leaders Track)
Sep 2010 Member Recruitment
AIESEC Touch
Interviewer / Chairperson
Facilitators & MC
July 2010 Kick-Off Conference
AIESEC HK Annual Dinner
Annual General Meeting
CUHK Annual Dinner
Delegate
Attendant
Attendant
Attendant
June 2010 TTT Conference Delegate
May 2010 Election General Meeting Candidate
Apr 2010 SpringCo, Hong Kong Delegate (Leaders-to-Be Track)
Jan 2010 WNCF 2010 Delegate (Newie Track)
Dec2009 Motivational Camp Delegate
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 2 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
Vision
Together, we connect to make change.
In AIESEC, we position ourselves as “the international platform for young people to explore
and develop their leadership position,” aiming to transform and empower young students to
become change agents of the future, through the resource, network and opportunities we can
provide. This network is created mutually with other members and other local chapters.
The first word, together, symbolizes the anticipation of an organization in unity, not only in
conference or in national events, but also within the local committee and all the members is
going to have ownership towards the organization as a whole but not only towards the
department. Very often, we see a disconnection or detachment in certain functional area or
teams, for example, the relevance of Project department has always been a matter of
discussion for a long time. The LC should have a unified direction with synchronized
event schedule, so that LC operation can be most efficient and can bring the most
learning to members.
And through this platform, we can connect to every of our stakeholder, from members to
alumni to partners and further to the society; and ultimately, we make change, through
providing the unique AIESEC Experience, we develop future leaders and change agents,
who can make a positive impact, not only to oneself, but also towards the Hong Kong society
at large.
Motivation
Through becoming the LCP, I wish to continue this success and the mentality we created in
this session for another year so that AIESEC-LC-CUHK can achieve further base on this
year’s approach and because of a more experienced president, this should enhance the
overall effectiveness and quality of the Executive Board.
Personally, I wish to develop myself further in strategic thinking as well as to improve my
communication and personal effectiveness. They have been improved after my term as
VPICX. I wish to continue my learning in such area further through pursuing the role of LCP.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 3 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
Proposed LC Structure
Focus Area
I. Alumni Engagement
Alumni engagement has always been one of the LC’s focus every year, with initiatives
to start advisory / mentorship programme. However, this annual focus usually results
in non-achievement due to various different reasons, let it be the lack of response from
alumni or the initiatives were simply overrode by other priorities during the term. It is
eminent that alumni play a vital role in providing inspirations and knowledge to
members and there are many other ways to involve them into the LC operation. For
the next session, I plan to focus on the following two strategies:
A. Continue the build-up of alumni database
The alumni database has only been just started to reconsolidate this session, a
continuation of this initiative is a must and this create a good cooperating point with
AIESEC Alumni Association of Hong Kong (AAAHK).
B. Event Based Alumni Engagement
Before the LC can confidently implement a mentorship programme for alumni, it is
important to enable them to see concrete actions that we treat alumni relations
seriously. One of the key events that I propose to launch is the Spring Gathering
after Chinese New Year. Other events can be hosted by the LC alone or hosted
jointly with AAAHK or the MC.
Through placing the Alumni & Relations Team and the Communications team under
Vice Presidents of External Relations, it is expected to see an increased
cooperation and coordination between these two teams, and the Vice President
could draw a closer and cohesive engagement plan for alumni.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 4 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
II. Retention and Reintegration
Re-integration from EP and retention of members joining in Session 2010-2011 is a
vital issue towards the success of the next session. Great emphasis will be put on
communicating with the existing cabinet to ensure smooth transition, in operation
level.
A. Reintegrate >> To head for the future
In AIESEC Experience, the stage Heading For The Future (H4TF) was designed
to enable AIESECers, who have the exchange experience to equip with the skills
and competencies to become a change agent. In my opinion, this should be
incorporated into the reintegration process, where members can consolidate
their learning from their exchange (and leadership) experience and further
acquire the competency listed out in the Global Competency Model (GCM). In
the coming session, I propose this H4TF to be the ICX experience and/or Project
Experience. This enables the returnee to either:
1. Generate exchange and impactful opportunities for the AIESEC network,
while gaining personal and professional network and/or;
2. Apply their learning and bring direct/indirect positive impact to campus or
the society (through project initiatives) and/or;
3. Any other role as agreed by the Executive Board.
The reintegration plan agreed by Exchange Participant (EP) is expected to be an
extension to goal setting, where their goals will be measurable and quantifiable.
This is in addition to the obligations that have to perform during exchange and
post-exchange sharing.
B. Retain >> for the Global Learning Environment
Though not recommended, it is possible for members postpone their time to go on
Exchange at a later stage of their university life. For these members, first of all the
LC would encourage them to join the leadership team, and further, we would
encourage them to apply for CEEDership and attend international conference, to
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 5 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
connect with AIESEC members around the world and gain international
experience through this channel.
III. Increase cross-departmental cooperation
Co-creation and synergy are also one of the very frequent qualities mentioned within
the LC and even amongst the national plenary, where we hope to see an increased
efficiency in LC operation. The strategy to increase this synergy is on top of individual
coaching and feed-backing conducted towards the team, the president will have an
active role in drawing cross-departmental discussion, out of the Executive Board
meeting context, where the president can act as facilitators in the discussion and
encourage the team to implement more cross-department initiatives.
Other Key Issues:
IV. 3-3-4 Education Reform
With one year to go until the first cohort of students entering university under the reformed
3-3-4 system, the organization should be better prepared to accommodate and to satisfy
the needs of the students and the school.
CUHK’s change in curriculum has stressed on international and integrated learning
experience and AIESEC ought to play an active role in the delivering experience of such
nature to students. Through further increasing campus exposure and engagement, we
can capitalize on this valuable stakeholder.
V. AIESEC 2015
AIESEC 2015 Vision was announced during the International Congress 2010 in India. The
network is going to put more and more effort into Information Management (IM) area as
well as the development of Technical Traineeship. Although the exact Key Performance
Indicators have not been announced as of the time of writing this agenda, the Information
Management Department is going to become the Hub of technical talents and skills within
the local committee. IM will play an active role in IM member recruitment and TTTN/TTEP
raising with the help from other functional department namely TM/ICX/OGX. IM will also be
playing a key part in developing the virtual reach of our organization.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 6 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
The AIESEC 2015 Vision is attached below for your reference:
Conclusion
We all enter AIESEC for various different reasons, because we are all unique individuals
and are attracted by different aspects this organization, but ultimately, the AIESEC Way
brings us together. In my opinion, the best way to reconsolidate a learning experience is
not only to do it and talk about it, but can also re-apply it in other environment and
settings and it is this experiential learning that makes us develop youths different like no
other, and add values for the society. And because of this I am sure, AIESEC, is going to
be, and will remained to be, the first choice for youths for leadership development and
the organization who drives change and brings positive impact to the society.
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
About Me:
When I was a kid, I didn’t know about the world.
When I was in secondary school, I closed myself and didn’t
connect with externals.
I studied in the Hong Kong Institute of Vocational
Education (HKIVE) and started to explore myself and
people around me.
I joined study tours to China and I realized I love interacting
with people, helping people and motivating people.
I realized I hope to see people are enjoying their lives when I am leaving the world.
I entered the Chinese University of Hong Kong (CUHK).
AIESEC brought me to another stage.
I explored Taiwan, India, and Singapore for International Conferences and Internship
Exchange through AIESEC.
I motivated and enjoyed the passionate sharing with people from Singapore, Taiwan,
Japan, Korea, China, Belgium, Slovakia, India, Norway, Australia, Bangladesh, New
Zealand, Canada, Netherlands, United States, Vietnam and more…
I challenged myself to be a Vice President of AIESEC-LC-CUHK.
The reason why I want to apply for LCP is simple,
I want to see members in AIESEC-LC-CUHK, year after year,
experience more than me, better than me and more fruitful than me!
PONG PONG Spirit! Passion Everywhere! :) LEE Wai Pong James Local Committee Vice President (Finance & Information Management) AIESEC-LC-CUHK Session 2010-2011
Contact me if you have any suggestions or advices. J Mobile: (+852) 95142715 Email: [email protected] Skype: james.lwp
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
Strength 1. More linkage between LC goal and MC
goal
2. Strong Alumni network
3. Strong History of AIESEC in CUHK
4. Members from diverse background
Weakness 1. Weak Leadership Pipeline and Quality
2. ICX performance and sales culture
3. Campus Market Share
4. Weak Alumni and returnee engagements
Opportunities 1. Strong Leadership Pipeline after 334
reform
2. The incorporation of AIESEC Hong Kong Limited
3. Strong support from school administration for students to have more international exposure and leadership development
Threats 1. Exchange and Leadership
Development Program inside CUHK
2. Weak Leadership Capacity in both national and global plenary
3. More opportunities and obligations initiate from school and college after 334 reform
Our Vision: Our members own their valuable achieving experience, enjoy grabbing different kind of opportunities and are willing share to the people around them.
Our Focus Area: Unleash the Leadership Quality of AIESEC-LC-CUHK
Our Goals: No. of Exchange: 50 EPs realized, 15 TN realized No. of Leaders: 20 No. of member attend international conference: 20 % of team achieve 100% goal: 100%
Key Strategies:
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
International Leadership Development Programme (ILDP) Members are motivated and well prepared to go through the integrated Achieving, Training, Global Learning, Exchange and Leadership experience with valuable reward and recognition.
Sales Buddy x Raising Competition Returnees and senior members group together. They learn from each other and achieve TN realizations together with valuable reward and recognition. For each team: - 1 manager: Returnee with ICX exp. or senior ICX members - 3 team members: 1 Returnee + 2 senior members Details of ILDP: Task 1 3 months team achievement Functional Teams, Campus Event Task 2 1 International leadership
development conference NLDC Singapore, TtT in Austria, Germany, Romania etc.
Task 3 2 Leadership Training Days Delivered by 1. Externals (e.g. our advisor, Paul Chan
or his company, Dale Carnegie) 2. Past NTT of AIESEC HK 3. Past and Current MCs 4. Alumni
Task 4 Lead a team for 3 months with achievement
Functional Teams
Reward and Recognition: 50% Discount for X+CEED (Quota: 10)
Level UP Leadership Capacity - X+L Culture through fruitful
GLE - External Training resources
for LR development
Level UP Functional Team Experience - External Training resources
for Sales, PR and HR - Knowledge Management
LCP
VP FIN
VP COMM
VP ER
VP OGX
VP ICX
VP TM
VP Project
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
AIESEC-LC-CUHK Session 1112 Timeline
Major events What we do and What we see
Mar, 2011. Sem2 Midterm Exams, [APXLDS] Build X+CEED Partnership with AP
Countries and get information about their
conference opportunities next year
Apr, 2011. [LCVP EGM, SpringCo] Finalize the proposal with the VPe(s) and
schedule meeting with School
May, 2011. Sem2 Final Exams Follow-up discussion with School and
AIESEC Conference Experience (including confirmed role before next session)
Year Meeting Country/ Location Role
2010 October NLDS Hong Kong Delegate
2011 January WNCF Hong Kong OC Logistic
2011 March
(will be joining)
APXLDS Vietnam Confirmed delegate
2
Non-AIESEC Working Experience:
Dates Organization/
Company
Position Job Description
From: June 2010 To: Ongoing
Perfect Maths Education Centre
Executive Manager and Tutor
Managing Administration work of the Tutorial Centre and Control Resources flow. Also teaching students.
From: Sep 2008 To: Apr 2010
Campus TV team, La Salle College
Student Advisor Provide advises and help with every events held. In the year of 2009, we became the first college to promote the technology of open event life-broadcasting over world
From: Sep 2008 To: Aug 2009
Drama Team, La Salle College
Chairperson Leading a Team of nearly a hundred Students, manage human resources regarding talents of team members. Cooperate with different teams to ensure smooth drama productions
From: Sep 2008 To: Aug 2009
Catholic Society, La Salle College
Vice-President Leading a team of around 30 students. Managing Human resources and Logistic in different servicing events (in-school and open). Also providing Technical support in particular events.
From: Sep 2008 To: Aug 2009
Publications Board, Student Association, La Salle College
Administrator Leading a team of around 50 students. Managing and keeping track of working progress to ensure smooth production of the school magazine. Also providing technical support and advices throughout production.
3
Step out!
It’s time for you to
CHALLENGE yourself!
You are living in your home but
You are looking at the World!
Live local, Act Global.
This is AIESEC.
4
Flow of Vision-to-LC
My Vision
Chief Focus
External Focus Internal Focus
External Origin Policy Internal Origin Policy
Current Situation Analysis
Next Step
Brings up
Divide into
Set upSet up
ContributeContribute
5
Vision
My Vision is after leading the next session, AIESEC-LC-CUHK will become:
An international organization with passionate and proactive
members to drive performance, values and impacts to the world.
“International Organization”:
No doubt, AIESEC is an international organization. Our membership base consists of
more than 50,000 young people in over 1,600 universities in 107 countries and territories.
Different with most of the other student-run organizations in universities, we are not only
dealing with in-school members. Nationally we are cooperating with external stakeholders
and other universities; internationally we are sharing a global network and participating in a
diverse culture.
“Passionate and proactive members”:
We are not a profiting company, members are not employees. So what make our
members contribute and how members can enjoy their benefit? That is their passion and
proactive attitude.
If members are not passionate enough, they might not be willing to devote so much and
engaging into the AIESEC life, which may results in low contribution.
Members also need to be proactive in order to further develop themselves. In AIESEC
there are always opportunities for them to learn. But if they are not proactive enough to
utilize those chances, their development might not be significant.
“Drive performance, values and impacts to the world”
As a Local Committee, one essential mission of us is to drive performance. When
members are passionate and ever-developing, they will be willing to devote and have the
ability and knowledge to drive performance. Moreover, the AIESEC network is formed by
LCs. When the LC is performing well, it is indirectly contributing to the AIESEC vision to drive
impacts and values to the world.
6
Current core issues of AIESEC-LC-CUHK
1. Member’s loyalty and retention rate
- Reality
Around 80% of members of last session de-activated
Part of the members are getting de-activated gradually this session
- Possible reason
When first touch with AIESEC, members are used to see the giant network and
the big picture of AIESEC. However, when members came to start contributing,
they are usually working in their own department and dealing with only a sector
of the whole picture. This might lead to expectation mismatch - members can’t
sense how their work is contributing to the whole picture, results in
disappointment on the organization and de-activation.
- Threats
Senior members are very important in department work. Their past experience
and skill equipped may help in a lot of works. They can also help to set up role
model and bring up newies. One example is ICX/ER, if the department is mainly
consists of newies who are new to sales skills, there will be lack of experienced
salesperson to sell our organization to external stakeholders.
Leaving member may also affect diminish our reputation. Members usually
leave with bad experience and may give negative comments to non-AIESECers
in the future.
2. Transparency of LC situation
- Reality
Members are not clear on whole LC situation, especially the situation of other
departments
Members are not acknowledged with the financial situation of the LC
Members are not well equipped with basic AIESEC knowledge and
administration procedure
Members are not fully utilizing myAIESEC.net.
7
- Possible reason
There are seldom interactions between departments, which makes the
members only know about his/her own department and are not able to see how
the whole LC is running.
Not all current leaders have enough synergy to make members proactive to
acknowledge about the others and actively approach others or expose
nationally.
- Threats
This might lead to expectation mismatch mentioned above and affect retention
rate.
Members might not be united enough, departments are like working
independently and the LC doesn’t look like an organization
3. TN realization
- Reality
AIESEC-LC-CUHK had not passed the MC TN criteria last session
0 raised, 0 matched, 0 realized till now this session
- Possible reason
Not enough experienced senior member are engaging in ICX to lead, therefore
the sales quality of ICX is not guaranteed.
Last sessions’ TN accounts were not brought forward well.
Members are not contributing enough
- Threats
There is a very serious crisis, IF WE ARE NOT PASSING THE MC CRITERIA
THIS SESSION, WE WILL BE FORCED TO CLOSE DOWN.
EPTN should be a balanced cycle over the world, if we are only having EPs but
not providing any TN, we are breaking the balance.
8
4. MTEP realization
- Reality
AIESEC-LC-CUHK had not much MTEP last session
There are not much MTEP realized by AIESEC in Hong Kong throughout the
years
- Possible reason
There might be expectation mismatch of Hong Kong AIESECers towards MT.
Majority of AIESECers are interested in heading for MT in WENA and some
refused to go for MT in developing countries. However, the competition for
WENA MT or MT in large scale enterprises are too tough to have those
applicants all raised and realized, which results in small amount of MTEP.
- Threats
If the MTEP criteria is not passed in a serious and long term sense, there will be
threats of LC close down
Each kind of EP should be sharing a certain sector to balance the member’s
and LC’s development (in the sense of quality exchange), if MTEP is not
achieving the certain amount, members development is not complete.
5. Reputation of AIESEC
- Reality
AIESEC is not well-known among University Student
Majority of student haven’t heard of AIESEC before getting into University
- Possible reason
Campus promotion is not enough
AIESEC is only for Universities; therefore students might not know about the
organization before getting into University.
Leaving members might give negative comments to others as mentioned
above.
- Threats
When we are now facing loads of competitors outside such as SIFE, GIP and
other exchange based organization, low reputation might decrease our quantity
and quality of members.
9
Focus Area
Chief Focus: Performance and impact driving There is one culture in CUHK that we are very keen on membership and their
development, which enables them to have fruitful gains after their AIESEC experience.
But we might have problems in driving performance in some area and members are not
active to take up national a role, that’s why we need to improve more in driving performance
and impact.
- External Focus: Connection with Alumni and Advisors AIESEC-LC-CUHK has a history of more than 40 years; we have a large pool
of Alumni who are experienced in the society. If we can gain good
communication with them and seek for their cooperation, we may have a lot of
support in different areas (please see proposed policy B1 for more).
Moreover, we have the Vice-Chancellor and President of CUHK, Dr Joseph
Sung to be our advisor recently. This means we have potential to gain more
support by the University. We must know, the school’s support is very
important to a student run organization in terms of funding and reputation,
therefore connection with Advisors (not only Dr. Sung) will be possible to
enhance our impact and performance driving.
- Internal Focus: Member’s unity and development
An organization wouldn’t function well if their members are not united.
Especially we are non-profit organization; in a profiting company, members
may have reason to work and stay because of their salary, but this is not the
way we are doing. Therefore, what we should do to drive impact and
performance is to gain members’ unity and loyalty. This can make members to
become passionate and proactive, so that they will be eager to contribute to
the organization. Moreover, members unity can ensure their communication so
that they can know better on the whole picture of the AIESEC and find their
own value of contribution
Member’s development is important not only because it is our LC’s culture.
Well developed members also means that they can provide good contribution
to the LC since they are well equipped with integrated skills. Also, with good
member development we may also drive the AIESEC vision – “fulfilling
humankind potential”.
10
Proposed LC Structure
Elaboration on Key changing Features (Comparing with current session) 1. VP Project
- Current Project situation
There is no VP Project in the current session. The reason I proposed to
have this position is that project without VP results in isolation. In the current
session, project team is working quite independent with the LC, this might
because there are not enough communication between project PIC(s) and
other EBs. Therefore, a VP Project should be set up who shares equal
responsibilities and authority with other VPs in order to have better
cooperation.
- PBOX may drive AIESEC Impacts and also direct social impacts
The value of project team has been an argument – the Project Team has
been driving direct impact to the society, but it’s not that relevant to AIESEC’s
core value of exchange.
However, there are possibilities of Project team to drive AIESEC impact in
coordinate of direct impact. There are various directions for a project team to
run for, in which one possibility is Project Based on Exchange (PBOX). The
Project may partner with oversea LCs and SEs to raise PBOX EPs (This also
needs the cooperation of OGX). In such sense the Project team will be driving
Exchange and also social impacts internationally.
- Open events of project help build up AIESEC reputation
The project team of CUHK is having a main direction of external open
events this year such as SE visit and CEED. These events can help building
AIESEC reputation.
11
2. VP A&A
As mentioned above, my external focus is connection with the Alumni and Advisor,
that’s why we need a VP AA to coordinate.
This year, we have set up A&A department with no VP, but the A&A department
have been driving performance to build up a good foundation of A&A area development,
which may provide good start for next year’s A&A development.
Moreover, the founding of AAAHK and its gradually mature development in the
recent years also provide a support to form a VP A&A to coordinate the department.
For more information about A&A, please refer to my proposed policy B1.
3. Com but not IM - Difference in name, but same in JD
People may question about why changing IM to Communication. The
explanation is that, in my plan, the difference in IM and Com is only the name.
Although the name is changed to Communication, the JD of the department is still
same as IM. Externally, the department will be responsible for the internal
communication and publication; internally, it will be responsible for the background
technical support of the LC.
- Packaging of the team
The main reason I propose Com instead of IM is about the packaging of this
department. When we tell Information management, people’s idea will be about I.T.
major. Which result in lacking of journalism, marketing and language professionals
recruited (We need this diverse kind of professionals to make the department
perform well). But if we package this with communication, the first impression will
be more diverse and we may have members with diverse talent.
- Bound to focus area
Another reason is that my focus is mainly about internal communication and
communication with Alumni and Advisors, that’s why the Communication will be
more suitable than IM.
12
Proposed Policy
A. Internal Origin 1. At least one informal and one formal LC meeting a month.
- Relevant issues
Member’s loyalty and retention rate
Transparency of LC situation
- Description
Informal meeting:
The main purpose is to bring unity to members, also get LRs and TRs
closer. As AIESECer work hard and play hard, gathering members out to have
fun will be one effective method to drive members’ friendship.
As we all know, close friends work better together and will be more willing
to give direct comments for everyone to improve.
Moreover, communication gap might exist in an organization in a sense
that members are not always comfortable to approach the leaders. But
AIESEC should provide an environment for everyone to step out and challenge
themselves; therefore we should build up good relationship between leaders
and members to introduce this culture.
Formal meeting
One main purpose is to provide a platform to let members to get
interaction with other departments. In a formal meeting, brief department
updates will be made and discussion sections leaded by LR facilitators will be
provided for members to communicate.
This can improve the LC transparency, letting members to know more
about the whole picture and think deeply into AIESEC.
Another purpose is to enhance members’ development, sharing sections
by experienced AIESECers or externals will be made. This can enrich
members AIESEC knowledge and inspire them about their next step.
We may also invite training companies to provide training to our members,
this can enrich their personal development, bring up their leadership skills
and provide fruitful learning environment
- Major Involved department
Com, TM (other department may also be cooperating)
13
2. Sales qualification
- Relevant issues
TN realization
- Description
How to do it?
We may set up criteria to issue an internal sales qualification to certify
members’ sales quality. We hope to have the VPICX and ICX manager next
session to pass through such qualification in the first quartile, such that they
will be skillful enough to lead their members to sell. Afterwards, we hope to
bring up a group of members (especially those going to take LR) to have
passed this qualification at the end of the session, such that the sales quality of
the ICX successors can be guaranteed and there will be skillful senior member
to help with selling in the sessions afterward.
Who is going to judge?
We are going to invite some pass MC ICX Directors, who are all
experienced salesperson, to help in setting up the criteria and judging.
Except judging, the sales criteria might also consist of measurable index
such as the numbers of company meeting went and TN raised by a member.
Short term problem solving
This policy sounds to be more long term oriented. However, it can also
provide short term effect. This sales quality can also give a guideline to the
VPICX and ICX manager in the coming session, such that they may have a
more detailed self-development goal to follow. This can provide them a more
concrete idea of sales skill development through their daily work of TN raising,
not only the goal of TN numbers. As result such development may also
benefits the TN raising since one way to achieve such qualification is practical
measurement mentioned above.
Long term development
If we can develop such policy in the next session and show the
performance, we might set up a rule that all ICX VPs and managers in the
future must have passed this qualification before their term. This can ensure a
long term sales quality. If possible, we may also extend this qualification to MC
level in the coming years such that it can be more effective in sales training.
- Major Involved department
ICX, A&A
14
3. Impact and Value of a quality exchange
- Relevant issues
MTEP realization
Member’s retention rate
- Description
Quality Exchange Education
As mentioned in the core issues, members might have expectation
mismatch in MTEP that MT will be more valuable in large enterprises.
Therefore, OGX should cooperate with TM to educate the value and impact of
exchange that there are a lot more MT in some other companies and countries
that are valuable.
PBOX MTEP
In another hand, Project may also cooperate with OGX and partner with
oversea LCs and Social Enterprises to conduct PBOX MTEP. Such that we
can in one way promoting impact of quality exchange and in another way
bonding Project team with the AIESEC exchange impact.
- Major Involved Department
OGX, TM, Project
15
B. External Origin
1. Connecting and Supporting AAAHK
- Relevant issues
Reputation of AIESEC
TN realization
Member’s loyalty and retention rate
- Description
Build-up and unite database
The AAAHK and LC A&A department are both freshly founded, one major
job of the both entities is retaining Alumni and building up the Alumni database.
The current situation is that both entities have their own set of Alumni contact
database. To set up a sustainable foundation for the future development of
AIESEC Alumni in Hong Kong, the two databases should be united for efficient
data management.
Cooperate events with AAAHK
The AAAHK holds regular events held such as the AIESEC Friday and
some outgoing events or parties. The A&A department can cooperate with
AAAHK to help organize these events so as to increase LC involvement.
Moreover, the A&A department might take the initiative to invite the Alumni
to some events such as some site visits.
Promote AAAHK to current members
As the Majority of AAAHK members are the Alumni who have graduated
for some years, the AAAHK is lack of some new blood which leads to
in-balance of members’ generation. Therefore, the A&A may also help
promoting the AAAHK to the current members to let them realize the
importance of AAAHK and increase its young membership after a few years.
LC’s benefit
There are a lot of experienced Alumni of AIESEC, we may invite some
Alumni who are experienced trainer to provide sharing or leadership training to
our members (e.g. invite them to LC meeting). Moreover, according to the A&A
reports, there are numbers of alumni who are possible to take up advice role to
our LC and may also be the partner of our LC.
16
In addition, the project team might also cooperate with the Alumni in terms
of Social Enterprise Development. As there are Alumni engaging in SE or
Caring Company, we might cooperate with them to hold SE events and
promote SE.
- Major Involved Department
A&A (other department may also be cooperating)
2. Campus and secondary school promotion
- Relevant issues
Reputation of AIESEC
- Description
University promotion
We might cooperate with other student organizations in CUHK in a
sustainable sense. They will be able to provide us a promotion platform in their
activities, which in return we might invite them to some talks conducted by our
Alumni or advisor in relative aspects.
Secondary School promotion
There is not a necessity to conduct long term promotion to secondary
school. We may keep raising the CEED conference by the project team in next
session to achieve secondary school promotion.
Online promotion
The AIESEC-LC-CUHK official website should include more information
about AIESEC so that people can know more about AIESEC just by browsing
our website.
Also we might also utilize Facebook more to promote. We may set up a
personal account for AIESEC-LC-CUHK which will be monitored by Com so that
we can take active to add people and provide them information.
- Major Involved Department
Project, Com
17
Appendix: Future development regarding the educational reform. Situation
For Session 2012-2013, the first wave of 334 students will be getting into the university,
as an international large scale student-run organization, we should prepare in advance for
the students in the new system.
Student number increased, how about LC scale?
As everyone knows, in year 2012, the wave of first year of DSE students will be coming
with the last year of the AL students, the number of students in the university will be doubled.
One thing we need to think is whether we should expand the LC scale with this.
Although we might not have a concrete idea at this moment, this will be one important
issue for the LC of next session to discuss.
New Leadership path?
For 334 students, they are having a 4 year life in University; therefore we might also
need to reform the leadership path in the coming sessions.
We might need to think of the need of fast track manager, as the coming students is
having one more year to prepare for the leadership, we might give them more time before
becoming manager. This means that there are possibilities to withdraw the policy of 1st year
fast track manager.
Engagement of Global Mindset and social awareness
334 students have been studying liberal studies for years; we might make use of their
knowledge in this area to have them engaged more. The EBs might plan for some new
possibilities for the next session so as to fulfill these two values.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 1 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
May 2010 - Present Vice President Incoming Exchange
Oct 2009 - May 2010 Incoming Exchange Department Member
AIESEC Event Experience
Date Event Role
Jan 2011 WNCF, Hong Kong Delegate
Nov 2010 National Sales Training
UNLEASH Asia Pacific
Conference, Manila
Trainer
Chief Delegate
Oct 2010 NLDS, Hong Kong Delegate (Leaders Track)
Sep 2010 Member Recruitment
AIESEC Touch
Interviewer / Chairperson
Facilitators & MC
July 2010 Kick-Off Conference
AIESEC HK Annual Dinner
Annual General Meeting
CUHK Annual Dinner
Delegate
Attendant
Attendant
Attendant
June 2010 TTT Conference Delegate
May 2010 Election General Meeting Candidate
Apr 2010 SpringCo, Hong Kong Delegate (Leaders-to-Be Track)
Jan 2010 WNCF 2010 Delegate (Newie Track)
Dec2009 Motivational Camp Delegate
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 2 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
Vision
Together, we connect to make change.
In AIESEC, we position ourselves as “the international platform for young people to explore
and develop their leadership position,” aiming to transform and empower young students to
become change agents of the future, through the resource, network and opportunities we can
provide. This network is created mutually with other members and other local chapters.
The first word, together, symbolizes the anticipation of an organization in unity, not only in
conference or in national events, but also within the local committee and all the members is
going to have ownership towards the organization as a whole but not only towards the
department. Very often, we see a disconnection or detachment in certain functional area or
teams, for example, the relevance of Project department has always been a matter of
discussion for a long time. The LC should have a unified direction with synchronized
event schedule, so that LC operation can be most efficient and can bring the most
learning to members.
And through this platform, we can connect to every of our stakeholder, from members to
alumni to partners and further to the society; and ultimately, we make change, through
providing the unique AIESEC Experience, we develop future leaders and change agents,
who can make a positive impact, not only to oneself, but also towards the Hong Kong society
at large.
Motivation
Through becoming the LCP, I wish to continue this success and the mentality we created in
this session for another year so that AIESEC-LC-CUHK can achieve further base on this
year’s approach and because of a more experienced president, this should enhance the
overall effectiveness and quality of the Executive Board.
Personally, I wish to develop myself further in strategic thinking as well as to improve my
communication and personal effectiveness. They have been improved after my term as
VPICX. I wish to continue my learning in such area further through pursuing the role of LCP.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 3 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
Proposed LC Structure
Focus Area
I. Alumni Engagement
Alumni engagement has always been one of the LC’s focus every year, with initiatives
to start advisory / mentorship programme. However, this annual focus usually results
in non-achievement due to various different reasons, let it be the lack of response from
alumni or the initiatives were simply overrode by other priorities during the term. It is
eminent that alumni play a vital role in providing inspirations and knowledge to
members and there are many other ways to involve them into the LC operation. For
the next session, I plan to focus on the following two strategies:
A. Continue the build-up of alumni database
The alumni database has only been just started to reconsolidate this session, a
continuation of this initiative is a must and this create a good cooperating point with
AIESEC Alumni Association of Hong Kong (AAAHK).
B. Event Based Alumni Engagement
Before the LC can confidently implement a mentorship programme for alumni, it is
important to enable them to see concrete actions that we treat alumni relations
seriously. One of the key events that I propose to launch is the Spring Gathering
after Chinese New Year. Other events can be hosted by the LC alone or hosted
jointly with AAAHK or the MC.
Through placing the Alumni & Relations Team and the Communications team under
Vice Presidents of External Relations, it is expected to see an increased
cooperation and coordination between these two teams, and the Vice President
could draw a closer and cohesive engagement plan for alumni.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 4 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
II. Retention and Reintegration
Re-integration from EP and retention of members joining in Session 2010-2011 is a
vital issue towards the success of the next session. Great emphasis will be put on
communicating with the existing cabinet to ensure smooth transition, in operation
level.
A. Reintegrate >> To head for the future
In AIESEC Experience, the stage Heading For The Future (H4TF) was designed
to enable AIESECers, who have the exchange experience to equip with the skills
and competencies to become a change agent. In my opinion, this should be
incorporated into the reintegration process, where members can consolidate
their learning from their exchange (and leadership) experience and further
acquire the competency listed out in the Global Competency Model (GCM). In
the coming session, I propose this H4TF to be the ICX experience and/or Project
Experience. This enables the returnee to either:
1. Generate exchange and impactful opportunities for the AIESEC network,
while gaining personal and professional network and/or;
2. Apply their learning and bring direct/indirect positive impact to campus or
the society (through project initiatives) and/or;
3. Any other role as agreed by the Executive Board.
The reintegration plan agreed by Exchange Participant (EP) is expected to be an
extension to goal setting, where their goals will be measurable and quantifiable.
This is in addition to the obligations that have to perform during exchange and
post-exchange sharing.
B. Retain >> for the Global Learning Environment
Though not recommended, it is possible for members postpone their time to go on
Exchange at a later stage of their university life. For these members, first of all the
LC would encourage them to join the leadership team, and further, we would
encourage them to apply for CEEDership and attend international conference, to
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 5 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
connect with AIESEC members around the world and gain international
experience through this channel.
III. Increase cross-departmental cooperation
Co-creation and synergy are also one of the very frequent qualities mentioned within
the LC and even amongst the national plenary, where we hope to see an increased
efficiency in LC operation. The strategy to increase this synergy is on top of individual
coaching and feed-backing conducted towards the team, the president will have an
active role in drawing cross-departmental discussion, out of the Executive Board
meeting context, where the president can act as facilitators in the discussion and
encourage the team to implement more cross-department initiatives.
Other Key Issues:
IV. 3-3-4 Education Reform
With one year to go until the first cohort of students entering university under the reformed
3-3-4 system, the organization should be better prepared to accommodate and to satisfy
the needs of the students and the school.
CUHK’s change in curriculum has stressed on international and integrated learning
experience and AIESEC ought to play an active role in the delivering experience of such
nature to students. Through further increasing campus exposure and engagement, we
can capitalize on this valuable stakeholder.
V. AIESEC 2015
AIESEC 2015 Vision was announced during the International Congress 2010 in India. The
network is going to put more and more effort into Information Management (IM) area as
well as the development of Technical Traineeship. Although the exact Key Performance
Indicators have not been announced as of the time of writing this agenda, the Information
Management Department is going to become the Hub of technical talents and skills within
the local committee. IM will play an active role in IM member recruitment and TTTN/TTEP
raising with the help from other functional department namely TM/ICX/OGX. IM will also be
playing a key part in developing the virtual reach of our organization.
Alex LAU – Local Committee President Candidate for Session 2011-2012 Page 6 of 6
AIESEC-LC-CUHK Election General Meeting Session 2010-2011
The AIESEC 2015 Vision is attached below for your reference:
Conclusion
We all enter AIESEC for various different reasons, because we are all unique individuals
and are attracted by different aspects this organization, but ultimately, the AIESEC Way
brings us together. In my opinion, the best way to reconsolidate a learning experience is
not only to do it and talk about it, but can also re-apply it in other environment and
settings and it is this experiential learning that makes us develop youths different like no
other, and add values for the society. And because of this I am sure, AIESEC, is going to
be, and will remained to be, the first choice for youths for leadership development and
the organization who drives change and brings positive impact to the society.
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
About Me:
When I was a kid, I didn’t know about the world.
When I was in secondary school, I closed myself and didn’t
connect with externals.
I studied in the Hong Kong Institute of Vocational
Education (HKIVE) and started to explore myself and
people around me.
I joined study tours to China and I realized I love interacting
with people, helping people and motivating people.
I realized I hope to see people are enjoying their lives when I am leaving the world.
I entered the Chinese University of Hong Kong (CUHK).
AIESEC brought me to another stage.
I explored Taiwan, India, and Singapore for International Conferences and Internship
Exchange through AIESEC.
I motivated and enjoyed the passionate sharing with people from Singapore, Taiwan,
Japan, Korea, China, Belgium, Slovakia, India, Norway, Australia, Bangladesh, New
Zealand, Canada, Netherlands, United States, Vietnam and more…
I challenged myself to be a Vice President of AIESEC-LC-CUHK.
The reason why I want to apply for LCP is simple,
I want to see members in AIESEC-LC-CUHK, year after year,
experience more than me, better than me and more fruitful than me!
PONG PONG Spirit! Passion Everywhere! :) LEE Wai Pong James Local Committee Vice President (Finance & Information Management) AIESEC-LC-CUHK Session 2010-2011
Contact me if you have any suggestions or advices. J Mobile: (+852) 95142715 Email: [email protected] Skype: james.lwp
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
Strength 1. More linkage between LC goal and MC
goal
2. Strong Alumni network
3. Strong History of AIESEC in CUHK
4. Members from diverse background
Weakness 1. Weak Leadership Pipeline and Quality
2. ICX performance and sales culture
3. Campus Market Share
4. Weak Alumni and returnee engagements
Opportunities 1. Strong Leadership Pipeline after 334
reform
2. The incorporation of AIESEC Hong Kong Limited
3. Strong support from school administration for students to have more international exposure and leadership development
Threats 1. Exchange and Leadership
Development Program inside CUHK
2. Weak Leadership Capacity in both national and global plenary
3. More opportunities and obligations initiate from school and college after 334 reform
Our Vision: Our members own their valuable achieving experience, enjoy grabbing different kind of opportunities and are willing share to the people around them.
Our Focus Area: Unleash the Leadership Quality of AIESEC-LC-CUHK
Our Goals: No. of Exchange: 50 EPs realized, 15 TN realized No. of Leaders: 20 No. of member attend international conference: 20 % of team achieve 100% goal: 100%
Key Strategies:
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
International Leadership Development Programme (ILDP) Members are motivated and well prepared to go through the integrated Achieving, Training, Global Learning, Exchange and Leadership experience with valuable reward and recognition.
Sales Buddy x Raising Competition Returnees and senior members group together. They learn from each other and achieve TN realizations together with valuable reward and recognition. For each team: - 1 manager: Returnee with ICX exp. or senior ICX members - 3 team members: 1 Returnee + 2 senior members Details of ILDP: Task 1 3 months team achievement Functional Teams, Campus Event Task 2 1 International leadership
development conference NLDC Singapore, TtT in Austria, Germany, Romania etc.
Task 3 2 Leadership Training Days Delivered by 1. Externals (e.g. our advisor, Paul Chan
or his company, Dale Carnegie) 2. Past NTT of AIESEC HK 3. Past and Current MCs 4. Alumni
Task 4 Lead a team for 3 months with achievement
Functional Teams
Reward and Recognition: 50% Discount for X+CEED (Quota: 10)
Level UP Leadership Capacity - X+L Culture through fruitful
GLE - External Training resources
for LR development
Level UP Functional Team Experience - External Training resources
for Sales, PR and HR - Knowledge Management
LCP
VP FIN
VP COMM
VP ER
VP OGX
VP ICX
VP TM
VP Project
AIESEC-LC-CUHK | The Chinese University of Hong Kong | AIESEC in Hong Kong http://cuhk.aiesec.hk | http://www.facebook.com/aiesec.cuhk
AIESEC-LC-CUHK Session 1112 Timeline
Major events What we do and What we see
Mar, 2011. Sem2 Midterm Exams, [APXLDS] Build X+CEED Partnership with AP
Countries and get information about their
conference opportunities next year
Apr, 2011. [LCVP EGM, SpringCo] Finalize the proposal with the VPe(s) and
schedule meeting with School
May, 2011. Sem2 Final Exams Follow-up discussion with School and
AIESEC Conference Experience (including confirmed role before next session)
Year Meeting Country/ Location Role
2010 October NLDS Hong Kong Delegate
2011 January WNCF Hong Kong OC Logistic
2011 March
(will be joining)
APXLDS Vietnam Confirmed delegate
2
Non-AIESEC Working Experience:
Dates Organization/
Company
Position Job Description
From: June 2010 To: Ongoing
Perfect Maths Education Centre
Executive Manager and Tutor
Managing Administration work of the Tutorial Centre and Control Resources flow. Also teaching students.
From: Sep 2008 To: Apr 2010
Campus TV team, La Salle College
Student Advisor Provide advises and help with every events held. In the year of 2009, we became the first college to promote the technology of open event life-broadcasting over world
From: Sep 2008 To: Aug 2009
Drama Team, La Salle College
Chairperson Leading a Team of nearly a hundred Students, manage human resources regarding talents of team members. Cooperate with different teams to ensure smooth drama productions
From: Sep 2008 To: Aug 2009
Catholic Society, La Salle College
Vice-President Leading a team of around 30 students. Managing Human resources and Logistic in different servicing events (in-school and open). Also providing Technical support in particular events.
From: Sep 2008 To: Aug 2009
Publications Board, Student Association, La Salle College
Administrator Leading a team of around 50 students. Managing and keeping track of working progress to ensure smooth production of the school magazine. Also providing technical support and advices throughout production.
3
Step out!
It’s time for you to
CHALLENGE yourself!
You are living in your home but
You are looking at the World!
Live local, Act Global.
This is AIESEC.
4
Flow of Vision-to-LC
My Vision
Chief Focus
External Focus Internal Focus
External Origin Policy Internal Origin Policy
Current Situation Analysis
Next Step
Brings up
Divide into
Set upSet up
ContributeContribute
5
Vision
My Vision is after leading the next session, AIESEC-LC-CUHK will become:
An international organization with passionate and proactive
members to drive performance, values and impacts to the world.
“International Organization”:
No doubt, AIESEC is an international organization. Our membership base consists of
more than 50,000 young people in over 1,600 universities in 107 countries and territories.
Different with most of the other student-run organizations in universities, we are not only
dealing with in-school members. Nationally we are cooperating with external stakeholders
and other universities; internationally we are sharing a global network and participating in a
diverse culture.
“Passionate and proactive members”:
We are not a profiting company, members are not employees. So what make our
members contribute and how members can enjoy their benefit? That is their passion and
proactive attitude.
If members are not passionate enough, they might not be willing to devote so much and
engaging into the AIESEC life, which may results in low contribution.
Members also need to be proactive in order to further develop themselves. In AIESEC
there are always opportunities for them to learn. But if they are not proactive enough to
utilize those chances, their development might not be significant.
“Drive performance, values and impacts to the world”
As a Local Committee, one essential mission of us is to drive performance. When
members are passionate and ever-developing, they will be willing to devote and have the
ability and knowledge to drive performance. Moreover, the AIESEC network is formed by
LCs. When the LC is performing well, it is indirectly contributing to the AIESEC vision to drive
impacts and values to the world.
6
Current core issues of AIESEC-LC-CUHK
1. Member’s loyalty and retention rate
- Reality
Around 80% of members of last session de-activated
Part of the members are getting de-activated gradually this session
- Possible reason
When first touch with AIESEC, members are used to see the giant network and
the big picture of AIESEC. However, when members came to start contributing,
they are usually working in their own department and dealing with only a sector
of the whole picture. This might lead to expectation mismatch - members can’t
sense how their work is contributing to the whole picture, results in
disappointment on the organization and de-activation.
- Threats
Senior members are very important in department work. Their past experience
and skill equipped may help in a lot of works. They can also help to set up role
model and bring up newies. One example is ICX/ER, if the department is mainly
consists of newies who are new to sales skills, there will be lack of experienced
salesperson to sell our organization to external stakeholders.
Leaving member may also affect diminish our reputation. Members usually
leave with bad experience and may give negative comments to non-AIESECers
in the future.
2. Transparency of LC situation
- Reality
Members are not clear on whole LC situation, especially the situation of other
departments
Members are not acknowledged with the financial situation of the LC
Members are not well equipped with basic AIESEC knowledge and
administration procedure
Members are not fully utilizing myAIESEC.net.
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- Possible reason
There are seldom interactions between departments, which makes the
members only know about his/her own department and are not able to see how
the whole LC is running.
Not all current leaders have enough synergy to make members proactive to
acknowledge about the others and actively approach others or expose
nationally.
- Threats
This might lead to expectation mismatch mentioned above and affect retention
rate.
Members might not be united enough, departments are like working
independently and the LC doesn’t look like an organization
3. TN realization
- Reality
AIESEC-LC-CUHK had not passed the MC TN criteria last session
0 raised, 0 matched, 0 realized till now this session
- Possible reason
Not enough experienced senior member are engaging in ICX to lead, therefore
the sales quality of ICX is not guaranteed.
Last sessions’ TN accounts were not brought forward well.
Members are not contributing enough
- Threats
There is a very serious crisis, IF WE ARE NOT PASSING THE MC CRITERIA
THIS SESSION, WE WILL BE FORCED TO CLOSE DOWN.
EPTN should be a balanced cycle over the world, if we are only having EPs but
not providing any TN, we are breaking the balance.
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4. MTEP realization
- Reality
AIESEC-LC-CUHK had not much MTEP last session
There are not much MTEP realized by AIESEC in Hong Kong throughout the
years
- Possible reason
There might be expectation mismatch of Hong Kong AIESECers towards MT.
Majority of AIESECers are interested in heading for MT in WENA and some
refused to go for MT in developing countries. However, the competition for
WENA MT or MT in large scale enterprises are too tough to have those
applicants all raised and realized, which results in small amount of MTEP.
- Threats
If the MTEP criteria is not passed in a serious and long term sense, there will be
threats of LC close down
Each kind of EP should be sharing a certain sector to balance the member’s
and LC’s development (in the sense of quality exchange), if MTEP is not
achieving the certain amount, members development is not complete.
5. Reputation of AIESEC
- Reality
AIESEC is not well-known among University Student
Majority of student haven’t heard of AIESEC before getting into University
- Possible reason
Campus promotion is not enough
AIESEC is only for Universities; therefore students might not know about the
organization before getting into University.
Leaving members might give negative comments to others as mentioned
above.
- Threats
When we are now facing loads of competitors outside such as SIFE, GIP and
other exchange based organization, low reputation might decrease our quantity
and quality of members.
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Focus Area
Chief Focus: Performance and impact driving There is one culture in CUHK that we are very keen on membership and their
development, which enables them to have fruitful gains after their AIESEC experience.
But we might have problems in driving performance in some area and members are not
active to take up national a role, that’s why we need to improve more in driving performance
and impact.
- External Focus: Connection with Alumni and Advisors AIESEC-LC-CUHK has a history of more than 40 years; we have a large pool
of Alumni who are experienced in the society. If we can gain good
communication with them and seek for their cooperation, we may have a lot of
support in different areas (please see proposed policy B1 for more).
Moreover, we have the Vice-Chancellor and President of CUHK, Dr Joseph
Sung to be our advisor recently. This means we have potential to gain more
support by the University. We must know, the school’s support is very
important to a student run organization in terms of funding and reputation,
therefore connection with Advisors (not only Dr. Sung) will be possible to
enhance our impact and performance driving.
- Internal Focus: Member’s unity and development
An organization wouldn’t function well if their members are not united.
Especially we are non-profit organization; in a profiting company, members
may have reason to work and stay because of their salary, but this is not the
way we are doing. Therefore, what we should do to drive impact and
performance is to gain members’ unity and loyalty. This can make members to
become passionate and proactive, so that they will be eager to contribute to
the organization. Moreover, members unity can ensure their communication so
that they can know better on the whole picture of the AIESEC and find their
own value of contribution
Member’s development is important not only because it is our LC’s culture.
Well developed members also means that they can provide good contribution
to the LC since they are well equipped with integrated skills. Also, with good
member development we may also drive the AIESEC vision – “fulfilling
humankind potential”.
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Proposed LC Structure
Elaboration on Key changing Features (Comparing with current session) 1. VP Project
- Current Project situation
There is no VP Project in the current session. The reason I proposed to
have this position is that project without VP results in isolation. In the current
session, project team is working quite independent with the LC, this might
because there are not enough communication between project PIC(s) and
other EBs. Therefore, a VP Project should be set up who shares equal
responsibilities and authority with other VPs in order to have better
cooperation.
- PBOX may drive AIESEC Impacts and also direct social impacts
The value of project team has been an argument – the Project Team has
been driving direct impact to the society, but it’s not that relevant to AIESEC’s
core value of exchange.
However, there are possibilities of Project team to drive AIESEC impact in
coordinate of direct impact. There are various directions for a project team to
run for, in which one possibility is Project Based on Exchange (PBOX). The
Project may partner with oversea LCs and SEs to raise PBOX EPs (This also
needs the cooperation of OGX). In such sense the Project team will be driving
Exchange and also social impacts internationally.
- Open events of project help build up AIESEC reputation
The project team of CUHK is having a main direction of external open
events this year such as SE visit and CEED. These events can help building
AIESEC reputation.
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2. VP A&A
As mentioned above, my external focus is connection with the Alumni and Advisor,
that’s why we need a VP AA to coordinate.
This year, we have set up A&A department with no VP, but the A&A department
have been driving performance to build up a good foundation of A&A area development,
which may provide good start for next year’s A&A development.
Moreover, the founding of AAAHK and its gradually mature development in the
recent years also provide a support to form a VP A&A to coordinate the department.
For more information about A&A, please refer to my proposed policy B1.
3. Com but not IM - Difference in name, but same in JD
People may question about why changing IM to Communication. The
explanation is that, in my plan, the difference in IM and Com is only the name.
Although the name is changed to Communication, the JD of the department is still
same as IM. Externally, the department will be responsible for the internal
communication and publication; internally, it will be responsible for the background
technical support of the LC.
- Packaging of the team
The main reason I propose Com instead of IM is about the packaging of this
department. When we tell Information management, people’s idea will be about I.T.
major. Which result in lacking of journalism, marketing and language professionals
recruited (We need this diverse kind of professionals to make the department
perform well). But if we package this with communication, the first impression will
be more diverse and we may have members with diverse talent.
- Bound to focus area
Another reason is that my focus is mainly about internal communication and
communication with Alumni and Advisors, that’s why the Communication will be
more suitable than IM.
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Proposed Policy
A. Internal Origin 1. At least one informal and one formal LC meeting a month.
- Relevant issues
Member’s loyalty and retention rate
Transparency of LC situation
- Description
Informal meeting:
The main purpose is to bring unity to members, also get LRs and TRs
closer. As AIESECer work hard and play hard, gathering members out to have
fun will be one effective method to drive members’ friendship.
As we all know, close friends work better together and will be more willing
to give direct comments for everyone to improve.
Moreover, communication gap might exist in an organization in a sense
that members are not always comfortable to approach the leaders. But
AIESEC should provide an environment for everyone to step out and challenge
themselves; therefore we should build up good relationship between leaders
and members to introduce this culture.
Formal meeting
One main purpose is to provide a platform to let members to get
interaction with other departments. In a formal meeting, brief department
updates will be made and discussion sections leaded by LR facilitators will be
provided for members to communicate.
This can improve the LC transparency, letting members to know more
about the whole picture and think deeply into AIESEC.
Another purpose is to enhance members’ development, sharing sections
by experienced AIESECers or externals will be made. This can enrich
members AIESEC knowledge and inspire them about their next step.
We may also invite training companies to provide training to our members,
this can enrich their personal development, bring up their leadership skills
and provide fruitful learning environment
- Major Involved department
Com, TM (other department may also be cooperating)
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2. Sales qualification
- Relevant issues
TN realization
- Description
How to do it?
We may set up criteria to issue an internal sales qualification to certify
members’ sales quality. We hope to have the VPICX and ICX manager next
session to pass through such qualification in the first quartile, such that they
will be skillful enough to lead their members to sell. Afterwards, we hope to
bring up a group of members (especially those going to take LR) to have
passed this qualification at the end of the session, such that the sales quality of
the ICX successors can be guaranteed and there will be skillful senior member
to help with selling in the sessions afterward.
Who is going to judge?
We are going to invite some pass MC ICX Directors, who are all
experienced salesperson, to help in setting up the criteria and judging.
Except judging, the sales criteria might also consist of measurable index
such as the numbers of company meeting went and TN raised by a member.
Short term problem solving
This policy sounds to be more long term oriented. However, it can also
provide short term effect. This sales quality can also give a guideline to the
VPICX and ICX manager in the coming session, such that they may have a
more detailed self-development goal to follow. This can provide them a more
concrete idea of sales skill development through their daily work of TN raising,
not only the goal of TN numbers. As result such development may also
benefits the TN raising since one way to achieve such qualification is practical
measurement mentioned above.
Long term development
If we can develop such policy in the next session and show the
performance, we might set up a rule that all ICX VPs and managers in the
future must have passed this qualification before their term. This can ensure a
long term sales quality. If possible, we may also extend this qualification to MC
level in the coming years such that it can be more effective in sales training.
- Major Involved department
ICX, A&A
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3. Impact and Value of a quality exchange
- Relevant issues
MTEP realization
Member’s retention rate
- Description
Quality Exchange Education
As mentioned in the core issues, members might have expectation
mismatch in MTEP that MT will be more valuable in large enterprises.
Therefore, OGX should cooperate with TM to educate the value and impact of
exchange that there are a lot more MT in some other companies and countries
that are valuable.
PBOX MTEP
In another hand, Project may also cooperate with OGX and partner with
oversea LCs and Social Enterprises to conduct PBOX MTEP. Such that we
can in one way promoting impact of quality exchange and in another way
bonding Project team with the AIESEC exchange impact.
- Major Involved Department
OGX, TM, Project
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B. External Origin
1. Connecting and Supporting AAAHK
- Relevant issues
Reputation of AIESEC
TN realization
Member’s loyalty and retention rate
- Description
Build-up and unite database
The AAAHK and LC A&A department are both freshly founded, one major
job of the both entities is retaining Alumni and building up the Alumni database.
The current situation is that both entities have their own set of Alumni contact
database. To set up a sustainable foundation for the future development of
AIESEC Alumni in Hong Kong, the two databases should be united for efficient
data management.
Cooperate events with AAAHK
The AAAHK holds regular events held such as the AIESEC Friday and
some outgoing events or parties. The A&A department can cooperate with
AAAHK to help organize these events so as to increase LC involvement.
Moreover, the A&A department might take the initiative to invite the Alumni
to some events such as some site visits.
Promote AAAHK to current members
As the Majority of AAAHK members are the Alumni who have graduated
for some years, the AAAHK is lack of some new blood which leads to
in-balance of members’ generation. Therefore, the A&A may also help
promoting the AAAHK to the current members to let them realize the
importance of AAAHK and increase its young membership after a few years.
LC’s benefit
There are a lot of experienced Alumni of AIESEC, we may invite some
Alumni who are experienced trainer to provide sharing or leadership training to
our members (e.g. invite them to LC meeting). Moreover, according to the A&A
reports, there are numbers of alumni who are possible to take up advice role to
our LC and may also be the partner of our LC.
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In addition, the project team might also cooperate with the Alumni in terms
of Social Enterprise Development. As there are Alumni engaging in SE or
Caring Company, we might cooperate with them to hold SE events and
promote SE.
- Major Involved Department
A&A (other department may also be cooperating)
2. Campus and secondary school promotion
- Relevant issues
Reputation of AIESEC
- Description
University promotion
We might cooperate with other student organizations in CUHK in a
sustainable sense. They will be able to provide us a promotion platform in their
activities, which in return we might invite them to some talks conducted by our
Alumni or advisor in relative aspects.
Secondary School promotion
There is not a necessity to conduct long term promotion to secondary
school. We may keep raising the CEED conference by the project team in next
session to achieve secondary school promotion.
Online promotion
The AIESEC-LC-CUHK official website should include more information
about AIESEC so that people can know more about AIESEC just by browsing
our website.
Also we might also utilize Facebook more to promote. We may set up a
personal account for AIESEC-LC-CUHK which will be monitored by Com so that
we can take active to add people and provide them information.
- Major Involved Department
Project, Com
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Appendix: Future development regarding the educational reform. Situation
For Session 2012-2013, the first wave of 334 students will be getting into the university,
as an international large scale student-run organization, we should prepare in advance for
the students in the new system.
Student number increased, how about LC scale?
As everyone knows, in year 2012, the wave of first year of DSE students will be coming
with the last year of the AL students, the number of students in the university will be doubled.
One thing we need to think is whether we should expand the LC scale with this.
Although we might not have a concrete idea at this moment, this will be one important
issue for the LC of next session to discuss.
New Leadership path?
For 334 students, they are having a 4 year life in University; therefore we might also
need to reform the leadership path in the coming sessions.
We might need to think of the need of fast track manager, as the coming students is
having one more year to prepare for the leadership, we might give them more time before
becoming manager. This means that there are possibilities to withdraw the policy of 1st year
fast track manager.
Engagement of Global Mindset and social awareness
334 students have been studying liberal studies for years; we might make use of their
knowledge in this area to have them engaged more. The EBs might plan for some new
possibilities for the next session so as to fulfill these two values.