KACSO Szilard - AF LCP AIESEC Cluj-Napoca

Pag

e1

KACSO Szilard Csaba

running for

Local Committee President

in AIESEC Cluj-Napoca

Pag

e2

Curriculum Vitae Name: KACSÓ Szilárd Csaba (Szili)

Mobile: 0742-594095

E-mail: [email protected] ; [email protected]

Education

Field: Economist (Bachelor of Science in Economy)

Institution: Babes – Bolyai University, Cluj Napoca, Romania

Date: 2007 – 2010 Additional education

Areas: Project Management, Usage of MS Projects, Sales Techniques, IBXP, Learning Environment, Leadership, Value Based Leadership, Self-Assessment, Personal Branding, Team Management, Strategic Management, Communication Skills, Intercultural Understanding, Motivational Techniques, Coaching

Organization: AIESEC Romania - AIESEC Cluj Napoca

Languages Mother tongue: Hungarian Romanian: independent user English: independent user Italian: basic user

Additional skills and competencies

- Team work: I have worked in various types of teams from water polo sports team to organizational teams (I was working in teams being part of a committee at two International Sessions of the European Youth Parliament; I had several leadership opportunities in AIESEC – the last was working with project managers)

- I am member of AIESEC Cluj Napoca since October 2007; I was part in the organizing committee of a project (Build Your Carrier and Recruitment) and I was also responsible for organizing an event (AIESEC Fair); I was member of the top management, being responsible for our projects and, together with the entire top management, the strategic direction of the local committee; Now I am responsible for external relations with our corporate partners, financial revenues and content partners for our organization

- all Microsoft Windows operating systems (installation and maintenance); Microsoft Office programs (Excel, Word, Power Point); Microsoft Projects; Microsoft Access; Surfing and searching on the Internet; E-mail

Pag

e3

Biography “If I should describe Szilard in one word that would be: professionalism, in his work, and in the interactions with the others. As a colleague of more than one year of Szilard I have also learned about him that sacrificing long term objectives for short achievements will never be his choice. Having the diplomacy of a genuine sales person he is the man to call if needed to appease tense situations. Capable of performing multiple tasks simultaneously, he set a record in AIESEC by coaching 4 great projects at the time! Always up-to-date with the latest news he will be the person in the groups able of generating the most innovative, and cost effective solutions for your problems. A valuable colleague for anyone who had/has/will have the luck of working with Szilard.” (Bulmaga Oana on LinkedIn on July 22, 2010) “Szilard is a gifted, objective and dedicated member and director, who can always resolve a problem with great diplomacy and tact. He is also one of the most patience and perseverant persons i have come to know, and now am proud to call my friend.” (Roxana Paraian on LinkedIn on August 5, 2009) “I had the chance to work with Szili when I organized the first national Free Hugs campaign in Romania. He played an important role as Project Manager for the city of Cluj Napoca and he managed to cover all the aspects of the event greatly. A pleasure to work with him.” (Mihail Musat on LinkedIn on August 5, 2009) “Some of the things I appreciate Szilard for are his work discipline, responsibility and calmness. It has been a pleasure to have worked with him and I believe he can bring a considerable contribution to any organization.” (Iulian Boia on LinkedIn on August 5, 2009) The next recommendations hopefully will be written for me as LCP of AIESEC Cluj-Napoca!

Pag

e4

General 1

Trend Influence on AIESEC Cluj Napoca

Ne

ed f

or

a n

ew g

ener

atio

n o

f

lead

ers

Services: our leadership development programs have to offer more compressed leadership experiences to our members; this means putting more accent on quality, leadership development programs and involving MM in strategic decisions Contribution: we can deliver people who have some leadership experiences and are capable of learning fast and actively in order to develop themselves day-by-day, have values and ambitions that guide their actions and are willing and capable of bringing a positive change through social entrepreneurship, volunteering, etc Internal processes: positioning in the external environment as an organization that offers leadership experiences (to attract the required profile of students with great leadership potential), have an externally delivered leadership development program for EB, MM and OCPs, and implement regular coaching and goal setting for career planning (simply put: know what your people want to do, what motivates them, what are their desires and make sure they have a planned career path in AIESEC Cluj Napoca)

Co

nst

ant

Ap

pea

ran

ce o

f O

uts

ou

rcin

g C

om

pan

ies

Services: Companies with this profile (business process outsourcing or IT outsourcing) are in need of people with specific skills and usually with different language speaking individuals; we have to focus our raising campaigns on these type of companies because they present a huge opportunity Contribution: we can provide a solution for the needs of these type of companies and can realize a huge number of corporate exchanges Internal processes: continue with package selling; external positioning of the exchange program as a product and a solution for them; targeting of companies on these profiles has to be made; identify future trends and requirements in order to establish international collaborations to be able to deliver in time

Tale

nt

Iden

tifi

cati

on

an

d

Att

ract

ion

Services: we have to bring the corporate sector (our partners) closer to the organization in order to make sure that our members (talents) are prepared more professionally and know have companies work; on the other side, we have to position and develop our exchange product (reduce delivery time, pay on delivery, increase quality of reception and servicing) Contribution: this is what we do (our core): we provide talents; we just have to strive for excellence in doing this and position ourselves accordingly; we can provide talents for companies and NGOs that can develop these organizations, increase tolerance among members of these organizations Internal processes: developing talents is the result of every single process of what we do; even thou I can mention some of them both for local and international talents: position ourselves correctly in the external environment (exchange and leadership), continue with package selling, product development has to be made on our core products (even exchange), reduce delivery with collaborations and other SMART matching activities/initiatives, position ourselves in the international network in order to support matching and realizing

Pag

e5

General 2

Priority Strategies Forecasted Results

Lead

ersh

ip D

evel

op

men

t –

we

wan

t a

fun

ctio

nin

g M

M, p

ipel

ine

for

X+L

an

d

con

tin

uit

y

- 3 level leadership development program delivered by externals - Leadership Talks with partners and alumni - A structured and ongoing coaching system between alumni/partners and members - Leadership Meetings organized monthly - Coaching and career planning made internally on each department (VP-to-MM; MM-to-Members)

- Minimum 2 applicants for each leadership position - Increased retention rate - More results brought by members - Increase in X+L realizations (20) - Better relations with alumni and partners

Exch

ange

– w

e h

ave

to c

on

tin

ue

fo

cusi

ng

on

ou

r co

re (

bo

th q

ual

ity

and

q

uan

tity

) in

ord

er t

o d

evel

op

th

e d

esir

ed c

han

ge a

gen

ts

OGX: - Complete and individualized development packages for EPs (career planning and goal setting for X+L/L+X packages) with career planning made before or during internships - Focusing on establishing international LC-to-LC collaborations (through establishing personal VP-VP/LCP-LCP relationships) - Exchange fee reduction for development internships (50 euros + ICPS) - Organizing internal and international PBOXes - Reward people with X+L

ICX Corporate: - Creation of a strong department culture oriented to team results and realizing corporate exchanges - Implementation of an efficient and effective tracking system (CRM) - Organizing an International Exchange Conference - Organizing “The Month of AIESEC” in order to promote our core activities - Package selling - Consultative selling (needs assessment meetings) - External positioning through organizing ABNE, presence at networking events and consultative selling

ICX Non-Corporate: - Creation of a strong reception culture in the LC and maintain R&S strategies in place - Implementation of local, national and international PBOXes - PBOX development together with grants responsible or VP Finance - Organizing an International Exchange Conference - SMART matching: based on contacts, and more targeted LCs

OGX: - Increase in nr of EPs and realization rate - Increased realization from internal PBOXes (IBXP) - More qualitative experiences - Increase number of returnees reintegrated in the organization - Increase in X+L realizations (20) - 50 realized EPs

ICX Corporate: - Higher retention rate on the department - Increased number of phone calls and meetings - More prepared members - More motivated members - Reduced delivery time - Increased realization rate - 15 TNs realized

ICX Non-Corporate: - Higher satisfaction of trainees - More qualitative experience for the trainees - Our TN takers will value more our product - Fully sustainable PBOXes - Reduced matching period - 45 TNs realized

Pag

e6

General 3

Our internal stakeholders (members and alumni) would definitely miss the organization. Most of the members found a personal connection with it (friends, great atmosphere, etc) but also a frame that allows personal and professional development, travels, conferences, etc. Some of the alumni probably would miss the organization because they have their past here and also a personal connection to it. We should imply more of our alumni in our activities in order to re-establish a personal connection and bond with the organization. Speaking of external stakeholders (students, companies, NGOs, local authorities, universities, etc) we cannot say the same thing. Unfortunately we are not considered as an organization that can offer unique products/services or experiences that are a must for them. They are not aware of the value of the experiences that we can offer (we didn’t position it accordingly, or it is not as valuable as we think), or they can obtain it from somewhere else. The strategies stated at general question nr 2 offer a possible solution for these problems. General 4

The role of the EB should be generating results through members. Their job is to give direction and strategies, know their people (what motivates and what demotivates them), and offer a frame for them to perform. This implies giving them theoretical and practical knowledge, showing them how to do things, giving constant feedback, making sure they have all the necessary resources to perform, and then setting individual objectives for each member. We can speak about coaching, goal setting, career planning and performance appraisal systems implemented within each department (by VPs and MM), but simply it goes like this: teach them how to do it, show them how to do it right, give feedback until they do it right, give them the necessary resources, set high expectations, believe in them, measure their results, give positive and negative incentives. This flow should go from LCP-to-VP, from VP-to-MM (invest more in MM at the beginning of the term, then they will bring results on the long run) and from MM-to-members. From my perspective, we have to continue with management by objectives (using balanced scorecard), because through results we can

Exte

rnal

Po

siti

on

ing –

we

hav

e to

be

kno

wn

fo

r o

ur

core

an

d w

e w

ant

to m

ake

Clu

j-N

apo

ca

a d

esir

ed L

C

- Organizing quarterly one ABNE - Regular PR events for students (ex: country or culture presentation events, galas) - Signing new relevant media partnerships (students and business) - Strengthening our relationship with the universities (signing partnerships, doing some projects together, inviting them to our events, establishing BOA Professors, etc) - Ongoing communication about our exchange program - Strong online presence - Organizing an International Exchange Conference - Organizing “The Month of AIESEC” in order to promote our core activities

- Increased number of partners - Increased number of applicants for AIESEC (especially for leadership and exchange) - Increased traffic on our website - Better brand awareness - International collaborations for projects and exchange - Lead generation for selling and raising - Accepted exchange program at universities

Pag

e7

measure our impact, we can create life-changing experiences. I prefer working with fewer people but with people that bring results and through this they develop themselves and others too (the EB creates the frame and the environment for members to perform). General 5 Strategies for eXchange: can be found at General question nr 2, priority Exchange Strategies for Leadership: can be found at General question nr 2, priority Leadership Development Strategies for Global Learning Environment:

Strategies for Global Learning Environment:

Continue with the monthly opportunities booklet (and include non-AIESEC opportunities as well)

General 6

The 2015 midterm ambition (BHAG) “Engage and develop every young person in the world” needs to be quantified in organizational objectives in order for us to be able to measure our achievement, which will happen at IPM in 2011. After that will come the “Movement” phase of the DREAM process which consists of massive communication to ensure that all LCs and members are aligned to this midterm ambition. Until then we can do the following:

First of all create an engagement towards this ambition

Support and recognition from all of our stakeholders – increase awareness of AIESEC and our talents in the external environment (on our term: “Month of AIESEC” project; international exchange conference; presence at other conferences and events; support from local authorities, the University, schools and kindergartens; focus on incoming exchange realization – both corporate and non-corporate)

Develop members that have great leadership skills – increase the quality of the AIESEC experiences (on our term: leadership development programs delivered by externals; leadership talks with partners and alumni; monthly leadership meetings to increase involvement of MM in strategic management; coaching and career planning made internally in the departments from LCP-to-VP-to-MM-to-MB in order to increase retention, assure a healthy leadership pipeline; recruit students with greater leadership potential due to our positioning and increased number of applicants who apply for leadership and exchange opportunities; partner with other NGOs that can help our development and our positioning - JCI)

Deliver sustainable high quality AIESEC experiences – increase the quality of our talents (members) by offering X+L/L+X experiences and IBXP on functional areas and/or internal OGX PBOXes (organize internal OGX PBOXes; coaching and career planning made internally in the departments from LCP-to-VP-to-MM-to-MB in order to increase retention and assure a healthy X+L/L+X pipeline; standardize and make procedures for our most important processes and operations in order to assure the sustainability of our high quality experiences and the possibility for a structured improvement)

Implementation of minimum 4 elements of the Learning Environment in PBOX-es

Have a learning plan for every quarter and Involve externals in the preparation process

Have a clear education on using the myaiesec.net platform

Make goal setting with members going on conferences (and track them)

Pag

e8

Specific 1 Realizations AIESEC Cluj Napoca (“-“ means no data available)

LC: Cluj 2005 2006 2007 2008 2009 2010

X (2010) 31 (36) 28 (42) 33 (37) 42 (51) 41 (66) 56 (81)

EP (2010) 26 (29) 22 (32) 26 (25) 20 (35) 23 (46) 24 (55)

TN (2010) 5 (7) 6 (10) 7 (12) 22 (16) 18 (20) 32 (26)

Members (2010) - (61) - (82) 120 (74) 130 (100) 166 (132) 165 (162)

X and L (2010) - (5) - (10) 8 (10) 9 (17) 6 (27) 14 (39)

2006

Increase quality on ICX and OGX No exchange results on PBOXes

First steps in implementing a coaching system

No clear strategy for implementation of financial tools

90% of revenues come from core-work activities

No clear framework for the implementation of HR systems and learning environment

Creation of the Sales Department No induction projects

Consistent revenues from projects Decrease in number of raised TNs

Increased number of projects on issue

Decrease in the number of Alumni involving in different activities/events

Introducing IBXP No exchange on issue

2007

Increased numbers on raised TNs and realized OGX

Decrease in the quality of exchange processes

Successful raising campaigns on PBOXes

Cash flow problems

Implementation of TM processes No education on brand ambassadorship

Increased retention No clear Alumni strategy

Increase of revenues No exchange included in the projects

Diversification of income sources No pricing policy

All products are brand aligned

2008

Huge increase of the budget of the LC

Decrease in OGX realization

Legalized volunteer contracts Not all TM processes were implemented

Increased visibility of AIESEC Cluj Napoca

Decrease in corporate TN raising and realization

Increase in raised and matched TNs (mostly non-corporate)

Lack of project management tools

Separate ICX and Sales Departments No clear and long term media strategy

Tools and processes are created on all areas

Low realization on PBOXes

New and complex PBOXes are planned

Not reaching all the planned objectives

2009 Increase in ICX on the non-corporate

side Decrease in corporate TN raising and

realization

Pag

e9

All planned PBOXes were implemented

Low realization rate on PBOXes (compared to planned objectives)

Increased realizations from PBOXes (both incoming and outgoing)

No increase on total realized exchanges

Increase in the quality of the IBXP Decrease in revenues from sales

Increase revenues from grants No clear BOA strategy

Increased preparation and activity of the LTT

No clear responsibilities between different entities (LCP, VP, OD, OCP, OC)

New PR events were organized Not reaching all the planned objectives

2010

Increase in X realizations (OGX, ICX X, ICX NC)

Low realization rate on OGX PBOXes

Increased realizations from ICX BPOXes

Lack of a clear BOA strategy

Increase in X+L/L+X increase in quality of experiences

Not all TM processes were implemented

Procedures partially made No ARM and lack of alumni strategy

Package selling Not reaching all the planned objectives

More revenues from grants and ER No usage of project management tools

Legendary RYLF that produced profit

Reaching the objectives for number of members and number of leadership positions is not hard to make. The problems are at qualitative and also relevant leadership positions for the members and for the organization. Another weakness is the realization on the OGX side. Taking into consideration the increase of leadership positions and the number of members each year, and the constant development of each area with different processes, we were not able to reach the absolute maximum OGX numbers of 26 (in 2005 and 2007). This means that less and less percentage of our members was taking the exchange opportunity. Results in other LCs

year 2005 2006 2007 2008 2009 2010

LC/X EP TN EP TN EP TN EP TN EP TN EP TN

Bucharest 30 27 29 12 36 9 37 18 30 10 56 26

Iasi 37 15 47 8 37 8 31 10 34 11 44 25

Cluj 26 5 22 6 26 7 20 22 23 18 24 32

Timisoara 9 6 17 5 10 7 6 8 16 10 18 15

We cannot see a constant or sustainable growth in any of the LCs; more than that, there are no huge differences between Bucharest (where the market is approximately 3 times bigger and where they have a very good brand exposure) and other LCs. We can see that other LCs are increasing their realizations both on OGX and ICX. We had an advantage on the ICX side (mostly coming from NC), but no advantage on the OGX. The problem with an exponential increase on the ICX side (coming from NC) is that it is not sustainable. On the OGX side we made some improvements, but historically speaking we always had fewer realizations than Bucharest or Iasi. These data tell me that our stakeholders, generally, don’t believe and do not recognize our products’ value. Another problem (for the OGX realizations) would be the lack of career planning, because our members usually take the exchange opportunity as the last one, but in

Pag

e1

0

most of the cases they do not take it at all. Internal recruitment for OGX brought results in 2010 (and also increased quality), but we are still too far from our potential. Strategies: can be found at General Question nr 2, Specific Question nr 3 and Specific Question nr 4. Specific 2

Strategies/initiatives: ICX NC PBOXes, X+L/L+X realizations (package selling of opportunities, reintegration, etc), Package Selling, International Collaborations, Align promo campaign to our core, Intense grants application (sustain NC PBOXes from grants), Cash flow management (with investment plan, LC budgeting, reserve fund revenues). About initiatives and expected result you can read at specific question nr 4 and general question nr 2. Specific 3

Sub

sy

stem

s

Processes & Status Strategy

Exch

ange

Man

age

men

t

Promotion – our exchange program is not positioned well on the market (both

internal and external) and it is not valued

Constant promotional strategy: promote AIESEC at all our stakeholders

for its core (X and LD)

Market segmentation – we were going mostly randomly on ICX raising and also

on recruiting for X+L

Identify clear segments for different campaigns (both ICX raising and X+L

recruitment)

Product Development – we don’t have different products in terms of exchange

(only the 4 possible types of X)

We have to develop different products for different market segments that

cover different needs (both for ICX C and OGX)

Selling – package selling is an efficient method to do raising and also other

products (on the ICX side); OGX is not sold as a product

Give sales preparation for OGX members as well that consider OGX as a

product that has to follow a selling process

Delivery – realization rate increased this year and delivery time decreased, which

is good

Continue with the current strategy: TN form analysis first, then raising on the platform; Collaborations for matching

Reception – quality is quite good, but there is space for improvement; too few

members are involved in reception

Involve every member in reception through a “Trainee buddy short list” and also make a needs assessment

survey before trainees arrive to know what they expect and need

Internship preparation – ICPS is happening but it could involve more

trainees on the OGX side; on the ICX side there was no focus on preparing TN

takers and employees

Make ICPS locally or regionally available to reduce costs and increase trainees

involvement; Make standard agenda for TN takers that is delivered (maybe

virtually as a film or webinar)

Pag

e1

1

Quality Measurement – wasn’t a focus Include in trainees JDs and also

condition different benefits if they do not complete it

Re-integration – most of our EPs were reintegrated

Continue with X+L package selling for our members and do career planning

Peo

ple

HR planning and allocation – were based on HR need on each area, on talent

review and on competencies required on different departments; allocation on two

departments

We have to continue this strategy because it is a key success factor to have a healthy pipeline of members

(human resource, EP, leadership)

Selection – made mostly based on GCM (because of X+L and L+X packages), and

not on long term and short term members’ profile

Continue with using more selection methods to assure greater quality of recruitment and pipeline for X+L and

L+X packages

Induction – firstly done on functional departments, then on exchange; going

well

Continue with this strategy, because it seems to bring results

Training and education – there is no structured training plan for the LC; LTTs

activity is very limited; it was done mostly by VPs, with some external involvement

Create a structured education plan for all departments and members based on functional knowledge, leadership, and

AIESEC knowledge (including the conference cycle also); involve in

delivery more partners and alumni

Individual goal setting – it was not made in a structured way; it can help a lot for

increasing LD applicants, succession planning, OGX realizations, X+L, increase members involvement and performance

Make LCP responsible for this and implement it on every department:

LCP-to-VP-to-MM-to-members; preparation for EB and MM made by externals; make it based on KPIs and opportunities that members can take

Performance appraisal – no structured approach based on earlier goal setting on

KPIs; it can help tracking, increase members involvement

Make LCP responsible for this and implement it on every department:

LCP-to-VP-to-MM-to-members; preparation for EB and MM; make it

based on KPIs

Coaching – is made in a non-structured way and it is not documented (there are

no outputs or statistics); it is a must because through coaching we can make

career planning (with goal setting), get to know our members, etc

Make LCP responsible for this and implement it on every department:

LCP-to-VP-to-MM-to-members; preparation for EB and MM made by

externals

Individual R&R – it wasn’t made in a structured way; it can help encourage

some behaviors

It should be made internally, on each department (VPs responsible for it), and

very specialized on each member

Transition – made on the EB level in a structured way; it is a must for

sustainability of activities and growth

It has to be made on the MM level as well (including OCPs): put it in every JD,

make a plan for every position (VPs

Pag

e1

2

responsibility to happen)

Organizational planning and review – is made in each quarter by the EB using BSC (dashboard with KPIs) and also an action

plan of activities on each area; it’s essential for evaluation, planned growth

and synchronization of activities

It has to be made for 2 quarters in advance on the EB level, and has to be downscaled to MM and members, by

making goal setting and action plan for each team (coached by each VP) and

individual (coached by MM)

Legal administration – it is must for our existence and sustainability; most of our

documents and activities are legal

It is an absolute focus to make sure (together with VP FIN) that all our

documents and activities are legal; I would include an external audit and

advisory entity for this

Info

rmat

ion

Knowledge management – the dashboard and a shared dropbox folder are

supporting KM

Continue with this strategy because gives statistical data and evolution on

KPIs and also keeps documents

Relationship management – there is a CRM system in place using google docs,

but it is not satisfactory; there is no standard procedure

We have to implement a CRM system and process for all of our customers (members, companies, NGOs, etc)

Internal communication – yahoo group and individual mailing is used; there is no

internal communication guide in place

We have to make a clear guide (procedure) for everyone, and we have

to use more channels for internal communication (ex: wikis, files,

classifieds, news)

Fin

anci

al

Budgeting and review – it is made for the organization in general and also for

projects/events; the problem is that it is not made very realistic and in advance of

projects/events

We must standardize a process (using one single template which generates

budgets introducing key data, audited by VP FIN) and then allocate resources

accordingly; it is a must to financial discipline and planning

Cash flow management – it is happening using worst case scenario; financial

discipline was in order when cash flow was negative

Make it for the whole year and for every project/event in advance to make sure we can have positive cash flow at

all times

Book-keeping – it is happening internally and audited externally; it is a must for

membership and legality

Find a constant auditor that can audit our book-keeping

Revenue diversification – there are more revenue sources, but each of them is very

periodical and fluctuated

We have to continue with this diversification strategy trying to reduce

revenue fluctuation

Selling – package selling of corporate products increased our efficiency and our

relations with corporate sector; it is essential for financial diversification and

sustainability and for raising and exchange realization

It will be a priority because generates revenues and exchanges; we have to continue with package selling, give

more serious preparation for ICX NC and OGX members as well to treat the

raising process as a sale

Pag

e1

3

Investments management – it is needed to make sure we invest our revenues

systematically to increase our results on short and long terms

There was an investment plan for the second half of the year; we have to

make for the entire mandate based on budget and cash flow

Specific 4

Area Priority Initiatives & Expected Results

ICX

No

n-C

orp

ora

te

Product development (PBOX development)

Make an ambassadorship program that is a PBOX on both ICX and OGX; product development made periodically in a Task Force with members from grants and a grant writing

company sustainable PBOXes, 45 TN Realised

Reception and Servicing

Make a needs assessment before trainees arrive to know what they expect and need; Make a trainee buddy short list to know in advance who is interested in this opportunity higher satisfaction of trainees, increase of OGX-es (because

they interact with trainees)

OG

X

Product development (PBOX development and implementation)

Ambassadorship PBOX; product development made periodically in a Task Force based on assessment in advance increase in number of EPs and decrease in realization

period; 50 realized EPs

X+L/L+X realizations

Make special products for them (PBOX or booklet of TNs); have a reintegration plan for each EP (before their return from the internship present their opportunities) 20 X+L

Realizations, more qualitative experiences

TM

Members Development

3 level leadership development program delivered by externals; education plan including LD, functional and

AIESEC knowledge more applicants for LD positions, increase in L+X realizations, better relations with partners

and alumni

Recruitment and Selection

Team that is specialized in R&S (external training); one member from R&S team is part of an ERX team and is responsible for matching and also in OGX department

responsible for selection and matching better selection process (more members recruited on profile), increase in

OGX realizations because of better profile for X+L packages, more realizations on ICX Corporate

ERX

Department Culture

Culture based on team work and achieving results (Reward team results; set objectives for revenues, raises and realizations) higher retention rate, better results

regarding revenues and ICX realizations

Package Selling

Make products portfolio for minimum 6 months; include different products or packages for more kinds of companies

(small, medium, big); consultative selling (needs assessment) better results regarding revenues and ICX

realizations (15 TNs), more satisfied partners, higher

Pag

e1

4

retention of partners, more partners C

om

mu

nic

atio

n Online Presence

Make an online promotion strategy; work closely with externals to implements this strategy; regular newsletters

for our stakeholders; online media partners; generate all the traffic for our website (all the links are set for myaiesec.ro,

and from there going to other pages and blogs) increased traffic on our website, better brand awareness, lead

generation for sales and raising, more applicants in AIESEC

Constant X and LD promotion

Organizing international exchange conference and “The Month of AIESEC”; new media partners; regular PR events

for students increase nr of applicants for AIESEC (especially for LD and X), better brand awareness,

international collaborations for X, lead generation for selling and raising

Fin

ance

Grants

Audit our documents to be according to grant donors requirements; PBOX development together with ICX NC; external audit for our grants all our ICX NC PBOXes are

sustainable, positive cash flow during the whole year, more revenues from grants

Cash flow management

Make budgeting for a year ahead (worst case); make an investment plan; find other sources of revenue positive cash flow, revenues invested in core activities, increase in

organizational objectives on the short and long term as well, increase in financial reserves

OD

OC preparation

OC preparation plan for different types of OCs (conferences, ICX PBOX, OGX PBOX, events); externals involvement in

preparation; Using OCPs guild in preparation and in promoting OCP/OC opportunities more applicants for OC

positions, better performance from OCs, better relations with partners and alumni

Tool implementation

Decide which processes require tools, than make a TF of past 3 VP projects/OD to select and finalize those tools (they are existing, just have to select and personalize them); Make

procedures for using tools more professional project management, increase in objectives realizations, better

evaluation, better knowledge management

Specific 5

For all entities: we can share GCPs, BCPs, information about stakeholders or trends, resources (money, know-how, members, etc), we can find possible partners in other LCs/MC (selling and raising); better positioning in the network can benefit for SOL or CEED realizations; make projects together.

Pag

e1

5

a) Other LCs in RO: we have additional benefits of knowing what they want and this can help us propose changes at national level that brings benefits for our LCs, the chances of voting with us increases. We have to apply for support teams at national level to work together with members from other LCs, organize national or international conferences, have a constructive attitude during conferences or other meetings, bring performance and excellence at all levels, share with the network (newsletters, wikis, SOLs, preparation, etc). b) The MC: we have additional benefits of knowing what they want and this can help us propose changes at national level that brings benefits for our LC, or know about their plans and strategies that may be implemented at local level if they help us grow and perform; we may have access to more resources, information and opportunities. We have to support the network (support teams, sharing our GCPs and BCPs, newsletters, wikis, preparation, etc), organize national or international conferences, have a constructive attitude and give feedback. c) International LCs: know about their plans and strategies that may be implemented at local level if they help us grow and perform; establish international collaborations for exchange realizations; organize international PBOXes; increase the awareness of Romania and Cluj-Napoca (more attractive place to come ICX realization; our EPs are recognized OGX realizations; more easily accepted for abroad MC positions). We have to establish personal relations through existing contacts, organize an International Exchange Conference, organize “business trips” to establish relations and collaborations, share with the international network, offer good quality internships for our trainees. Specific 6

AIESEC Cluj Napoca was, is and it will always be a place where people come because they find friends, because they feel good here and because they want to develop in order to make a change. More than that, I don’t believe in the extreme focus on people or on results can be a successful strategy. It is impossible to focus just on the results and hope that people will maintain their motivation and excitement and will bring results because they know they can develop themselves during the process. But I don’t believe in the other extreme, when we should focus just on people and their development, because it would be selfish not to focus on bringing results, on offering the exchange experience to as much people as possible, because it may be a life changing experience for them. Therefore, AIESEC Cluj Napoca needs a mix of leadership styles. I think in every organization there are times or moments when an authoritarian (autocratic), a participative or a delegative leader is needed in order to get things right. In my opinion, a leader has to be a combination of these and other types of leadership styles (in order to be able to adapt to different situations), but the most characteristic should be the participative style. A leader has to share a vision, has to have credibility and natural power. It shouldn’t come from the position, but from the people. Besides the vision and the empowerment that a leader has to have, I think in AIESEC there is also a need for a manager. It has to manage the LC and also has to do some operational tasks. The results of some leadership tests show that I am a balanced combination of a leader and a manager. I take into consideration facts and I balance when I have to make a decision, but I take initiative and drive people to accomplish something when it is needed. I am also interested in quality and quantity as well. I will capitalize on these aspects during my LCP term.

Pag

e1

6

Executive Summary

Dear reader,

Thank you for your patience for reading my application. More than that, I would like to thank

you for your interest shown for my ideas and for the future of AIESEC Cluj Napoca.

In the previous pages I was trying to express my ideas and to draw AIESEC Cluj Napoca as I

see it in the following year. It is not easy. It is not easy to express my thoughts, my vision or

simply some pictures from the future as I see it.

I apply to this position because I truly believe that I can give back something to AIESEC Cluj

Napoca. I can contribute to its development, to the development of the members and also

this experience has a lot to offer for me also. AIESEC Cluj-Napoca’s place is on the top. It’s

members are very valuable and has great potential to be the most performing LC in the CEE

region on many areas.

In the next year I would like to see AIESEC Cluj Napoca in the top. I want to see it between

the best of the best. Because it has all that is needed: the people, the know-how, the

knowledge, the partners, but most importantly the HEART. It has the lion heart to do

something, to make a change, to show the world that the relevance of our organizations is

high. The society needs us for a positive change and we can deliver top talents (change

agents) for the society. This can be demonstrated by results on organizational objectives:

number of exchanges, number of leadership positions and number of people having a

complete AIESEC Experience

This is what I want. Create the most life changing experiences in AIESEC Romania, be on the

top; and create the most qualitative life changing experiences, create true impact in people

who will then make a positive change. Next year is being the best in Romania. In three years

we have to be the best in Central and Eastern Europe Region.

Please join me and help me in this journey!

Truly yours,

Szili