detailed incoming core work process by ai

Incoming Flow Chart - The process of bringing a foreign student to my country

Level Process Step Who Input/Standards

Interaction with Support

systems

Critical Success

factors

Issues

EXTERNAL SCANNING

Research and Analysis

1. Analyse the reality of my community and identify opportunities for AIESEC traineeships

- Develop a good understanding of AIESEC’s objectives and exchange programmes

- Research external trends and competition relevant to AIESEC and identify the needs of my community for AIESEC’s traineeships

- Use AIESEC E-News service - Research AIESEC’s global and national

partnerships and use them to identify opportunities

- Research past relationships AIESEC has had and relevant historical information

- Research the EDI and XMI Analyser 2000 in Insight II for information on the international supply of SNs in the organisation to review that the opportunities you identify are suitable for AIESEC exchanges.

- Contact alumni, advisors and network organisations to assist in identifying opportunities

- Research the internet, newspapers, databases, company and organisation directories to identify organisations to take AIESEC’s traineeships and support the learning process

LC / MC - Use of XMI / XMI Analyser 2000

- Use of E-News Service

- Use of global and national partnerships

- IS (Insight II, ISO 2000)

- Partnerships (international)

- good understanding of AIESEC

- use of externals in the process

- use of exchange statistics to determine supply

- identification of opportunities based on external environment

- members are skilled and motivated

- use of tools (i.e. E-news)

- information is shared globally

- leverage trade agreements

- use of internal co-operation agreements

- poor use of XMI to determine demand and supply

- poor scanning of external environment

- little use of externals and alumni

- tools not used effectively and efficiently

- few LCs do external scanning

- importance of external and internal scanning is not understood

- members do not have the knowledge and skills


Setting goals and segmenting markets

1. Set goals and segment markets - Identify general target group of organisations

based on external research and internal demand and supply of SNs and TNs

- Segment general target group to focus and simplify marketing efforts

- Identify numbers and types of traineeships to raise

- Identify the quality of the experience to provide to an organisation and trainee

- Create target list of companies and organisations by sector

- Use marketing sector strategy and stakeholder centre to see examples of how AIESEC works with different sectors

- Use external to provide support in the process - Plan the learning process for incoming SNs and

the activities that are planned in each dimension - Identify organisations to support the learning

process through involvement in activities (i.e. community involvement, cultural integration, professional development)

LC / MC - Use of Dimensions of Learning to set goals for traineeships

- Use of ER-Help and Marketing Sector Strategy

- IS – web site - Partnerships

(international)

- Target market is aligned with pool of SNs and TNs

- Goals are set for dimensions of learning

- Goals are based on capacity of members and LCs

- Segmentation of markets is focused

- Members have knowledge, skills and experience

- no strategic goal setting for TNs based on external and internal information and opportunities

- poor segmentation of markets

- SN:TN ratio - Goals are set

for raising traineeships not realising them

- Goal setting is done in isolation of global network

- Tools are not used


MARKETING

Promotion & Communication

1. Promotion of AIESEC’s exchanges and activities externally

- Develop and use promotional materials (i.e. brochures, publications, annual reports, mass media, advertising, web site)

- Develop good relationship with university and create strong image and presence on campus

- Customise communication to market segment being approached

- Identify meetings, forums, networks and conferences to attend and participate in

- Set up teams to work on different market segments

- Develop a promotion strategy or campaign for the different market segments

- Promote AIESEC traineeships using the identified media and networking opportunities

LC / MC - Use of messages consistent with AIESEC’s global identity

- Use of external networks to increase AIESEC’s presence

Positioning – AIESEC’s global image IS – web site marketing

- Globally aligned and consistent material and information is provided in AIESEC’s marketing

- Use of the AIESEC Way and materials consistent with AIESEC’s global identity

- Materials developed nationally

- Globally aligned and strong image and presence in universities

- Globally aligned and strong image and presence in the community

- Proof of credibility (i.e. case studies)

- inconsistency of information and messages

- weak and misaligned AIESEC presence on university campus and community

- networking organisations not used effectively to promote AIESEC

- poorly coordinated promotion campaign

- lack of skills and resources to market correctly


Targeted Marketing / Marketing call / Raise Traineeships / Develop partnership

1. Identify organisations that AIESEC should work with

- Set up marketing teams and allocate target list of organisations to AIESEC members to approach

- Assess re-sign possibilities of current traineeships

- Conduct research about the industry or sector and identify needs, opportunities and growth areas that AIESEC can tap into (i.e. Internet, Chamber of Commerce, network organisations)

- Check if the company is working with AIESEC in other countries. If yes, get information about the partnership, endorsements and other support materials

2. Initiate relationship - Get contacts in the organisation that are

strategic for AIESEC (CEO, HR or Community

Investment) ) through your networking with BoA, advisors, alumni and university.

- Send letter, fax or e-mail to initiate contact and provide organisation general information about AIESEC.

- Call organisation and set up meeting - Prepare material for meeting (information about

AIESEC, endorsements, publications, exchange forms, exchange statistics, examples of traineeships)

3. Education about form filling Training on how to sell AIESEC, complete

exchange forms and create correct expectations about the type of traineeships facilitated and supply of students available

4. Visit the organisation - Important: It may take more than one visit in

order to raise a traineeship or develop a partnership with an organisation

- Bring all relevant information to the organisation - Follow 5 step marketing call (Greeting, Headline

or Introduction, Discovery, Presentation, Close) - Use Insight II to show scope of AIESEC’s

matching and information system and to show pool of candidates available.

- Package and market the exchange process:

LC / MC

- Leverage international partnerships

- Knowledge of how to complete forms

- See TN marketing in X guide. Chapter 3

- Use of national marketing materials

- Use of Insight II to market AIESEC’s exchanges

- See TN marketing in X guide. Chapter 3

Partnerships (international)

- Marketing efforts are structured in LC

- Globally aligned and consistent material and information is provided in AIESEC’s marketing

- Information on previous relationships is documented

- The right contacts are met

- Members have skills, knowledge and experience

- Marketers are able to customise AIESEC’s programmes to meet different needs

- Training and feedback are given to marketers

- Ability to provide evidence of previous success

- Quality marketing material is used

- lack of specific research about organisation

- poor documentation of information on previous partnerships

- weak marketing skills in members

- not enough marketing calls taking place

- inconsistency of information and messages

- marketing does not include dimensions of learning

- few incentives for marketing / lack of motivation for marketing


Sign Traineeship: Clarify Roles and Responsibilities

1. Organisation should be clear on each parties' roles and responsibilities

- Ensure that the organisation is aware of what is expected of them and what they can expect from AIESEC and from the trainee

- Ensure that the organisation is aware of the exchange process and the role they and other parties will play.

LC / MC - Use of ‘Roles and Responsibilities’ in the International Exchange Policies and Quality standards document or in the SN / TN contract

- AIESEC and the organisation understand their respective roles and responsibilities

- expectations not clarified

- poor understanding of roles and responsibilities

Sign Traineeship: Specify the requirements for the traineeship

1. Complete the Job Description - Support the organisation in creating a clear job

description for the trainee - Include all relevant information about the

organisation and the traineeship in the exchange form

- Clearly specify the characteristics that are required and preferred by the organisation

- Provide clear explanation of AIESEC’s exchanges and the process and procedures AIESEC goes through to match the traineeship

2. Review quality of traineeship - Verify that the job description is both interesting

and challenging - Verify that AIESEC can provide the type of

student they are looking for - Verify that the traineeship is a quality one - Approve traineeship - Sign the traineeship forms

LC / MC - Traineeship Job Questionnaire form

- TN Contract - Insight II XMI

Analyser 2000 - ISO 2000 - Review of

quality of traineeship

- Job description is completed correctly and includes all relevant information

- Quality of traineeship

- forms filled in incompletely and incorrectly

- low quality traineeships

- traineeships raised that cannot be matched

- no review of traineeship quality


Document the relationship

- Create an individual file for each organisation - Document all correspondence with the

organisation - Evaluate the relationship - Enter information into Partnership section of

Insight II (Insight II)

LC / MC - Use of Insight II to document partnership

- Use of local or national filing and documentation system

IS – Insight II - Information on the partnership is documented and entered into Insight II

- continuity of relationship

- information not documented

- poor tracking of marketing calls and traineeships

- poor organisation servicing

- poor continuity in relationships

EXCHANGE DELIVERY

Form filling Enter forms and the activity planning into Insight

1. Take forms that have filled out with company and enter them into Insight

2. Fill in the Activity planning section in INSIGHT II

LC Forms and understanding of them must be standard – so standard educational resources are crucial here.

1. Education and demands of SN and TN inline with what we can deliver

2. AIESECers filling in forms and companies understand and have a thorough knowledge of forms and how to fill them out (incl. Knowledge of matchability)

3. Forms are easy to fill out and reflect right areas

1. People do not know how to fill out forms properly

2. Forms do not reflect needs and are not flexible

3. Users too demanding/too specific


Audit forms 1. Review forms for consistency of information, data entry errors and to ensure they have been filled out according to principles of our exchange programme.

2. Approve forms by entering them into the pool, including submitting to BFO OR make changes to the forms (and communication with LC necessary for this)

LC/MC or national team

1. The auditing is done by someone other than the person who filled out the form

2. The auditing reviews data entry, proper use of forms according to exchange principles and matchability.

3. People auditing have knowledge of what is matchable

4. Efficiency and transparency

5. After auditing forms are entered into Insight and sent to BFO

1. Knowledge lacking in members to audit forms

2. Timely and bureaucratic

3. HR not set up to support in the LC


Matching 1. Match/search through Insight (and ISO 2000 or with Insight II match or search through the system)

2. Use of existing bilateral relationships for matching

LC · ISO 2000

1. Members are committed to their matches and have a positive attitude about matching

2. Good internet access for all LCs

3. All LCs focused on same matching methods (flexibe match options so every country can participate)

4. LC member understand benefits and how to use different match options

5. Prompt communication

6. All forms always in proess of being accurately matched- not just sitting there as ghost forms

7. People accurately reflecting matches in systems: enforce proper tracking

8. In line with systems, LC show right # of forms to SN /TN

1. Lack of prompt communication

2. Lack of education about exchange in other countries

3. Commitment to the match is lacking in LC members

4. Lack of sense of urgency

5. Accuracy and stability of matching systems

6. Different LCs using different matching methods so many countries are being excluded through lack of personal networks

7. Education of LC members about matching options and how to use them

8. Lack of adherence to exchange policies


Acceptance Procedures Acceptance of student

1. SN acceptance 2. Show forms to the organisation 3. The organisation shows interest 4. Communication with SN LC to clarify details 5. TN acceptance 6. Final confirmation of details 7. Register on Insight if not already there 8. Clarify with organisation if they will provide any

kind of insurance for the student.

LC · Company acceptance note · Student acceptance note Time periods for stages of acceptance must be standard and stuck to by everyone.

1. Speed of communication

2. Selling matched forms to SN/TN (reflect globality)

3. Thorough review before accepting

4. Acceptance notes are exchanged on both sides

5. Knowledge of acceptance procedures in members/SN/TN (global and nationally)

6. Understanding the consequences and commitment to matches and acceptance (global and national)

7. Fast response time from organisations

8. Members respecting timelines from exchange policies

1. Response time of organisation

2. Transition 3. Lack of TN/SN

knowledge/understanding of the process (natl/globally)

4. No institutionalized “penalties” if abuse process

5. Discrimination 6. Communicatio

n speed


PREPARATION

(after match)

Preparing the company for the exchange process

1. Clarify again expectations with company and other involved stakeholders

Present finalised learning plan: Ask them if there is any specific preparation the trainee should have before coming (ex. Any material they should read, research)

The Reception schedule of the trainee (maybe the organisation contact person wants to participate too.)

- Ensure reaffirmation of their involvement. - Partner with a Local Outgoing SN. The organisation can be introduced to a SN from the Local Committee who is about to go away on a traineeship. This reinforces the reciprocity of the program by showing the employer the student that was given the opportunity to go on a traineeship due to the traineeship they took. This SN should keep in touch with the organisation while they are abroad and when they come back from their traineeship as well. This service also provides organisations with direct access to potential future employees 2. Cultural preparation:

Organise cultural shock preparation activity with company employees, Information about culture shock and the role that they can all play in alleviating that for their trainee can be addressed in the briefing

Provide information about the country the student is coming from. Ex. traditions, religion, special holidays, etc. and the data that the company has asked for.

3. Inform the organisation the progress with the arrival of the trainee

Let them know if they have already got their visa, their insurance or any other necessary documentation

Inform them when the student will arrive and set up a meeting to introduce the trainee

Ask them if there is any information they want the trainee to bring from their home country

LC See reception package on X guide. Chapter 6

Check if any material is developed nationally in your country

See SN preparation in X guide. Chapter 12

The expectations need to be clear, written and discussed with company.

Companies should be motivated about additional activities to the traineeship and the objectives of AIESEC, not just the possible benefits for them.

Company should not be overloaded with AIESEC materials or meetings.

Prepare the employees that will mainly be interacting with the trainee (including the boss)

Examples of other exchanges and company satisfaction is essential

Web-based information can be a good solution to make information reach the company

People feel pressured to raise traineeships and often quality is compromised

In many parts of the world companies are still very closed to this kind of involvement

Too many things to be done by LC members

Quality standards are yet not being implemented

LCs are not planning based on their contribution and exchange process but based on numbers and systems

There are not the necessary resources compiled or created to support each part of the process.


Facilitate Trainee preparation

1. Learning Negotiation with the Sending LC about:

Learning activities that will take place in relation with the expectations from both sides (including the SN).

Preparation that is required for the SN in relation with the traineeship, cultural, community and AIESEC involvement.

Communicate with sending LC: to make sure that the necessary preparation is taking place with student

2. AIESEC, Knowledge and Involvement in World Issues and Cultural preparation:

Send the reception package/booklet and other additional information about: - The hosting country - Issues that their LC addresses in their

activities, - Information about the LC (when was

founded, members, activities, performance, partners, past trainees experience, etc), and others.

- Information about the organisation they will be working with

- The Reception schedule of the trainee (maybe the organization contact person wants to participate too.)

Collecting information on personal preference or interest of the trainees

Communicate with the LC opportunities that the incoming trainee can involve in which align with their personal interest

Plan common activities for all trainees so they can meet with each other.

Send the activity schedule prior to the arrival of the trainees to know their preference

Subscribe them to internal trainee list to keep them linked to other trainees

Follow up to key student preparation for the traineeship: skills building, getting information about company, do a particular research

3. Professional

Communicate TN expectations to student

Send information about the company to the student (Annual Report or other materials)

LC - See visa on X guide. Chapter 6

- Review national procedures in your country

- National Reception Booklet

- See accommodation on X guide. Chapter 6.

Salary should be enough to pay for the accommodation LC finds.

Willingness to communicate constantly between 2 parties.

Good access to internet and e-mail

Planning of a learning process was done by both parties that included the involvement of TN and SN

LCs have a well done and updated reception booklet

Knowledge of quality standards and how the fit into this process


RECEPTION Introduce trainee to country and work

1. Receive trainee

Pick up trainee at the airport/train or bus station

Be provided with options for housing and accommodation depending on his/her interest and economic capability

Discuss the expectations of the trainee & the LC after the student’s arrival and before the continue with the exchange process

Register the trainee: Ensure that the local authorities know about the trainee Approach the local authorities (ex: Immigration Office) and register the trainee as a foreign living in the country (if necessary)

2. Provide an introduction for the SN to the hosting country

- Provide LC contact information with the schedule for reception activities

- Provide info about the transportation system, medical services, Internet access.

- Provide any further specific information about the country and the city they will be living in.

- Provide any further information about the organisation they will be working with.

- Medical/emergency information 3. Ensure the trainee has a bank account to

keep their payment and manage his/her financial resources

· Have clear procedures for what an LC has to do to get a bank account for the SN

· Follow these procedures accurately with every trainee

· Support trainee on any financial operation they want to do, as they don’t know the right procedures or limitation in the country.

4. Ensure trainee has access to Internet and an email account

· Find out if they will get an email account at work and if they can freely use Internet.

· Find out at university if trainees can have access to computer labs

· Find out if they can get an account with the university

- Find out where there are Internet cafes, libraries or any place where trainees can have access

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

LC

- National Reception Booklet

Strong preparation of the LC to execute smoothly each of the steps.

Documentation of what was done in each part of the process

Accommodation & salary are a must for the well being of trainee

The trainee should have a co-operative mood as well so that AIESEC can work together

Lack of HR in many LCs and number of members dropping down

Lack of continuity and knowledge transfer from one year to another


Integrating the trainee to the country and culture and running key learning activities

6. Support SN to learn the home language or any other one

Find out if there are opportunities at university for trainees to take language courses

Find out other institutions, schools or organizations where trainee could take language courses

Ask SN about their interest in languages and facilitate any necessary information

Make SN aware of the costs involved in taking any of these language courses

7. AIESEC Involvement Organize a meeting between the trainees and

the LC members to introduce each other and clarify expectations towards the traineeships

Clarify to the trainees the contact person for different matters that they can rely for service on

Clarify on what kind of service trainees can expect from the LC

Provide different contact number that trainees can use to fulfil their interests which can not be fulfilled by the LC

Regular update about what is happening in AIESEC and invite them for participation

Invite the contacts in the organization to participate in AIESEC activities (conferences, seminars, parties, etc)

Get trainees to involve in LC activities: Review Board, Participate in recruitment of SNs, recruitment, Outgoing Preparation Seminar

8. Cultural Interaction

Provide some documents about the culture, history or geographical i.e. To the student about the country

Organize some cultural nights or events with AIESEC Members where trainees will present their culture, country, foods etc

Visits of the cultural and historical places

Encourage the utilization of trainees to increase the internationalism of their employees to the company/organizations which take trainees

Inform Trainee about the cultural activities that are happening or are being celebrated in the country (Ex. Celebration of Independence Day)

LC - See visa on X guide. Chapter 6

- Review national procedures in your country

- See community involvement in X guide. Chapter 12

- There should be a balance, AIESECers should work to serve the trainee but also a lot of flexibility and time by themselves should be allowed. Do not overload trainees with learning activities. Include as much fun as possible.

- Make sure to involve externals if you feel that they can contribute to the success of the exchange more than

- Allow as well self learning from the trainee with exercises or by web-access


Measurement, Evaluation and tracking

Measurement, evaluation and tracking of trainee 1. Measure the impact that the trainee had:

8 weeks after the Reception stage started 2. Make sure that the sending LC has given the

trainee an instrument (diary, tracker) to track their personal learning

3. Ask trainee to record experiences in a formal report and in an essay format that the association can compile and use as promotion material

4. Facilitate trainee on defining key steps to be taken in reintegration (short and long term) and the involvement of AIESEC on those. There might already been defined activities.

5. Communication with sending LC about activities that have been achieved and not and key follow up steps in reintegration

Measurement & evaluation of the impact in the company/organisation

Meet periodically with employees to review how the working, cultural and personal experience is flowing and what can be improved

Use evaluation questionnaire 8 weeks after the traineeship started and at the end of the traineeship

LC See Servicing companies and organizations in X guide. Chapter 6 See Evaluation Phase in X guide. Chapter 6

- Questionnaires are still not implemented or the way to interpret their results


Preparing student to go back home

1. Prior to the departure:

Preparation of the student for reverse cultural shock before they return to their home country

Gather feedback from them regarding their experience as well as the way the activities are organized.

Highlight the good practice as an example for promotion of AIESEC and fix the bad practice to avoid the same mistakes in the future.

Communicate with the LC where the trainee is from the evaluation of her/his participation in AIESEC, specially if there is a specific follow up can be done for the relationship of the two LC

Meet with the company to evaluate their satisfaction with AIESEC services, including the participation in AIESEC’s activities.

Ensure SN knows any procedure that needs to be finished before their departure

Be aware of what processes need to be cancelled before SN leaves the country. (Close bank account, cancel credit cards, cancel phone, unregistered at city hall, cancel insurance, etc)

Inform SN about all procedures they need to follow up

Be aware and inform SN about any expenses that these procedures might take.

LC - See Accommodation on X guide. Chapter 6.

- Salary should be enough to pay for the accommodation LC finds.

- A lot of communication occurring between LCs


RE-INTEGRATIO

N

Company Follow-up

1. Meet to evaluate their experience with the trainee

Set up a meeting with the organisation to evaluate the traineeship: performance and contribution from trainee, cultural experience, linkage with other sectors and awareness of issues, working with AIESEC and improvement of the process. Use trainee learning outcomes to get the TN organization and other contributors in the exchange process to participate again with AIESEC (resign)

2. Find out if they want to participate again in AIESEC's exchange program

· Find out if the organization wants to have another trainee.

· Start the marketing process again: Clarify the qualifications they want in the SN, dates and duration for the traineeship, job description, etc.

3. Keep them involved with AIESEC · Have them updated through email news or

publications that you do · Invite them to any external events you host · Have them participating some times in Review

Boards, outgoing preparation seminars, etc.

LC See Servicing companies and organizations in X guide. Chapter 6

- Approach immediately the organisation for resigning

- All the mistakes from last exchange should be fixed so that the trust from the company increases

Trainee reintegration

1. Communicate with the LC where the trainee is from to follow up if there are some activities or agreement is being set up.

2. Have communication with the trainee and show interest in his, her career steps.

3. Profile the Trainee results and essay in various publications produced by the LC

4. Send partner briefings of the traineeship to supporters and sponsors

LC - Many LCs feel that this part is the least important and are not supportive to the trainee

detailed incoming core work process by ai

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