Welcome Torchbearer!

Your iGIP Handbook

Contents

What is GIP?

Why we do GIP?

What is the impact of GIP?

What is the business model of GIP?

Global Internship Program

A Global Internship Programme (GIP)

experience is an opportunity for a young

person to develop entrepreneurial and

responsible leadership by living a cross-

cultural professional development experience.

Why we do GIP?

Organization is created because of it’s vision;

Organization exists because it provides product to the market.

Customer define whether what we do is relevant,

Whether our “why” is appealing for its target audience.

Why we do GIP?

Organization !value!

(Program)!

Our organization value is our “why”.

We believe that we develop leadership through our exchange programs (GIP).

This will enable us to achieve our vision is peace and fulfillment of humankind potential.

AIESEC 2015: Our BHAG

Our Impact Model !Develop Change Agents by providing Experiential Leadership Development Opportunities for Young People!

What We Envision: Peace &

Fulfillment of Human Kind’s Potential!

BHAG!Our Aspiration in the Market!

Engage and Develop Every Young Person in the World!

Our Impact Model !Develop Change Agents by providing Experiential Leadership Development

Opportunities for Young People!

AIESEC 2015 StatementsThe statements of AIESEC 2015 tell us what AIESEC will look like in2015, the first step to achieving our BHAG. It is through thesestatements that AIESEC is able to design the activities it will deliverin 2015:

http://www.youtube.com/watch?v=1UqYz6zFgKk

The Golden CircleIt s all linked!During the D.R.E.A.M. Process, AIESEC used variousmethodologies to develop AIESEC 2015. These helpedus to understand how the different elements of AIESEC2015 are linked.

Golden Circle2 - What is it? It is comprised of three spheres (Why,How and What). Below you can find the golden circles that define AIESEC:

Why (why does AIESEC exist?):To empower young people for Peace and Fulfilment of Humankind sPotential.

How (How do we deliver our unique selling points?):Value-based platform; accessible to a high volume of young people;exploration and development of leadership potential; experiential learning,cross-cultural understanding and creating positive impact.

What (what does AIESEC provide?):Team Member programme, Team Leader programme, Global CommunityDevelopment programme, Global Internship programme

Keep in Mind!The AIESEC Way is our compass and the Golden Circle model is just a way of explaining the same essence in

another way. Nonetheless the content does not challenge the AIESEC Way, but rather strengthens it.

Why

How

What

The AIESEC Experience consistsof three phases:

Engagement with AIESEC

Experiential Leadership Development

Life-long Connection

In each of these phases there areprogrammes to be developed,following the principle ofimproving and inventing. In thisbooklet you find more detailsabout the improved programmes

The AIESEC Experience

The programmes in the AIESEC Experience can betaken in any order, according to a member choiceand the opportunities offered by the entity.

Why we do GIP?

Market !value!

(Product) !

Our program’s market value is how we choose and package our products

What are the current global trends?

Which industries are growing and expanding?

What is talent, skills and competencies are lacking in the local market?

Youth Unemployment

Corruption

World Issues

Global Mobility

Asia Pacific

18

ASIA PACIFIC

2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS

Nearly three in ten (29%) believe this is a key factor, and employers identify a wide range of candidate deficiencies, including a lack of professional qualifications specific to the industry (10%), a lack of skilled trades qualifications (7%) and a lack of speaking/verbal skills (7%). Employers most often

cite this lack of hard skills as an issue in Japan

(62%) and Taiwan (56%). (Figure 21)

Notably, among the subset of Asia Pacific

employers saying that talent shortages are having

a high impact on their businesses, lack of hard

ASIA PACIFIC: IMPACT ON STAKEHOLDERS

2012 2011

16%

38%

22%

10%

14%

14%

35%

30%

18%

3%

High impact

Medium impact

Low impact

No impact

Don’t know

20% 30% 40% 50%10%0%

Figure 19

ASIA PACIFIC: REASONS FOR DIFFICULTY FILLING JOBS

Lack of available applicants/no applicants

Undesirable geographic location

Lack of technical competencies (hard skills)

Poor image of business sector/occupation

Lack of employability skills (soft skills)

Lack of experience

Looking for more pay than is offered

29%

17%

6%

35%

28%

13%

5%

20% 30% 40%10%0%

Figure 20

17

ASIA PACIFIC

2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS

region, which require sales talent to support their growing footprint. Engineering roles are the second most difficult jobs to fill, particularly in Japan and New Zealand, with this skills category moving up the rankings from fourth in 2011. Third on the regional list is the technicians category, down from second in 2011 and the most difficult-to-fill job in China. Ranking fourth, skilled trades workers continue to be in great demand, particularly in Australia. Skilled trades roles move up five places from ninth in 2011. (Figure 18)

The fifth-placed job category in 2012 is IT Staff, up from seventh last year. It should be no surprise that IT Staff tops the list in India, as employers in the Indian ITeS sector continue to seek qualified Staff to meet business objectives. Meanwhile, accounting and finance Staff slip back from fifth to sixth. Ranked seventh, the management/executives skills category moves up one place from 2011, while the laborer category slips considerably, down from third in 2011 to eighth this year. The shortage of researcher (R&D) applicants appears to be less of an issue in 2012, with the skills category slipping down the rankings from sixth to ninth. In tenth place, the marketing & public relations Staff category makes its first appearance in the top ten.

IMPACT ON STAKEHOLDERS

Approximately half the employers surveyed in the Asia Pacific region (49%) believe the inability to fill

vacancies can have a high or medium impact on stakeholders such as customers and investors. While this proportion is down slightly from 2011 (54%) it remains higher than that reported by employers in the other two regions. However, there is also a notable rise in the proportion of employers who feel talent shortages have a low impact (up from 22% to 30%) and the percentage saying it has no impact (up from 10% to 18%). (Figure 19) Countries in the region that are most concerned about talent shortages impacting stakeholders are Japan (84%), Hong Kong (68%) and Singapore (65%). Conversely, Taiwanese (71%) and Indian (60%) employers are least likely to believe that talent shortages will impact their stakeholders.

REASONS FOR DIFFICULTY FILLING JOBS

Lack of available applicants is the top reason employers give to explain why certain job titles remain so difficult to fill. More than one in three (35%) report this as the primary source of the talent shortages they face. The perceived lack of applicants is most acute in New Zealand (50%), Taiwan (46%) and Australia (42%). Meanwhile, a complete lack of candidates is less likely to be a concern for employers in China (13%) and India (17%). (Figure 20)

The second key reason jobs are hard to fill, according to Asia Pacific employers, is related to shortages of hard skills, or technical competencies.

ASIA PACIFIC: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Sales Representatives 6 | Accounting & Finance Staff

2 | Engineers 7 | Management/Executives

3 | Technicians 8 | Laborers

4 | Skilled Trades Workers 9 | Researchers (R&D)

5 | IT Staff 10 | Marketing & Public Relations Staff

Figure 18

19

ASIA PACIFIC

2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS

skills among candidates are particularly problematic for employers seeking IT and engineering talent. Candidates looking for more pay than what is being offered also makes recruiting engineers in this region a challenge.

A shortage of applicants with suitable employability skills—soft skills—is highlighted as an issue by 28% of Asia Pacific employers. As was the case

with concern about hard skills, employers in Japan

and Taiwan are the most likely to cite lack of soft

skills among candidates’ shortcomings. The soft

skills most often identified in the region are poor

interpersonal skills (12%). Employers also report

particular issues with enthusiasm/motivation (9%),

collaboration and teamwork (9%), and flexibility/

adaptability/agility (9%). (Figure 22)

ASIA PACIFIC: TECHNICAL SKILLS DEFICIENCIES (HARD SKILLS)

Industry-specific qualifications/certifications—professional

Foreign language

Industry-specific qualifications/certifications—skilled trades

Commercial/business acumen

Computer/IT skills

Speaking/verbal skills

7%

4%

4%

10%

7%

4%

20%10%0%

Figure 21

ASIA PACIFIC: EMPLOYABILITY SKILLS DEFICIENCIES (SOFT SKILLS)

Interpersonal skills

Ability to deal with ambiguity/complexity

Enthusiasm/motivation

Attention to detail

Collaboration/team work

Problem solving & decision makingProfessionalism (e.g. personal appearance, punctuality)

Flexibility/adaptability/agility

6%

6%

6%

7%

9%

9%

9%

12%

20%10%0%

Figure 22

19

ASIA PACIFIC

2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS

skills among candidates are particularly problematic for employers seeking IT and engineering talent. Candidates looking for more pay than what is being offered also makes recruiting engineers in this region a challenge.

A shortage of applicants with suitable employability skills—soft skills—is highlighted as an issue by 28% of Asia Pacific employers. As was the case

with concern about hard skills, employers in Japan

and Taiwan are the most likely to cite lack of soft

skills among candidates’ shortcomings. The soft

skills most often identified in the region are poor

interpersonal skills (12%). Employers also report

particular issues with enthusiasm/motivation (9%),

collaboration and teamwork (9%), and flexibility/

adaptability/agility (9%). (Figure 22)

ASIA PACIFIC: TECHNICAL SKILLS DEFICIENCIES (HARD SKILLS)

Industry-specific qualifications/certifications—professional

Foreign language

Industry-specific qualifications/certifications—skilled trades

Commercial/business acumen

Computer/IT skills

Speaking/verbal skills

7%

4%

4%

10%

7%

4%

20%10%0%

Figure 21

ASIA PACIFIC: EMPLOYABILITY SKILLS DEFICIENCIES (SOFT SKILLS)

Interpersonal skills

Ability to deal with ambiguity/complexity

Enthusiasm/motivation

Attention to detail

Collaboration/team work

Problem solving & decision makingProfessionalism (e.g. personal appearance, punctuality)

Flexibility/adaptability/agility

6%

6%

6%

7%

9%

9%

9%

12%

20%10%0%

Figure 22

http://www.manpowergroup.us/campaigns/talent-shortage-2012/pdf/2012_Talent_Shortage_Survey_Results_US_FINALFINAL.pdf

Singapore

30

APPENDIX

2012 TALENT SHORTAGE SURVEY RESEARCH RESULTS

SINGAPORE: % HAVING DIFFICULTY FILLING JOBS100%

20%

0%

40%

60%

80%

2006 2007 2008 2009 2010 2011 2012

53 43 43 63 47 56 63

4757 57

37

5344

37

% NOT HAVING DIFFICULTY% HAVING DIFFICULTY

TAIWAN: % HAVING DIFFICULTY FILLING JOBS100%

20%

0%

40%

60%

80%

2006 2007 2008 2009 2010 2011 2012

47 48 49 38 59 46 53

53 52 51

62

41

5447

% NOT HAVING DIFFICULTY% HAVING DIFFICULTY

EMEA

AUSTRIA: % HAVING DIFFICULTY FILLING JOBS100%

20%

0%

40%

60%

80%

2006 2007 2008 2009 2010 2011 2012

69 67 56 72 65 73 60

31 33

44

2835

27

40

% NOT HAVING DIFFICULTY% HAVING DIFFICULTY

BELGIUM: % HAVING DIFFICULTY FILLING JOBS100%

20%

0%

40%

60%

80%

2006 2007 2008 2009 2010 2011 2012

58 64 74 81 73 64 73

4236

2619

2736

27

% NOT HAVING DIFFICULTY% HAVING DIFFICULTY

TAIWAN: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Sales Representatives 6 | IT Staff

2 | Engineers 7 | Accounting & Finance Staff

3 | Technicians 8 | Production Operators

4 | Management/Executive 9 |Customer Service Representatives & Customer Support

5 | Researchers (R&D) 10 | Designers

SINGAPORE: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Production Operators 6 | Drivers

2 | Accounting & Finance Staff 7 | Skilled Trades Workers

3 | Engineers 8 | Teachers

4 |Secretaries, PAs, Administrative Assistants & Office Support Staff

9 | Insurance Staff (Qualified Brokers, Clerks etc.)

5 | Sales Representatives 10 | Technicians

BELGIUM: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Skilled Trades 6 | Doctors and Other Non-nursing Health Professionals

2 | Technicians 7 | Drivers

3 | Engineers 8 | Nurses

4 | Laborers 9 | Machinists/Machine Operators

5 |Secretaries, PAs, Administrative Assistants & Office Support Staff

10 | Sales Representatives

AUSTRIA: TOP 10 JOBS EMPLOYERS ARE HAVING DIFFICULTY FILLING

1 | Skilled Trades 6 |Secretaries, PAs, Administrative Assistants & Office Support Staff

2 | Drivers 7 | IT Staff

3 | Sales Representatives 8 | Mechanics

4 | Management/Executive (Management/Corporate) 9 | Engineers

5 | Technicians 10 |Customer Service Representatives & Customer Support

What can AIESEC do?

4

About AIESEC

The International, not-for-profit, non-political organisation founded in 1948 The world s largest youth-led organisation

Objective: Leadership Development for positive change in society Unique platform for organisations to connect with and source truly global, diverse talent

Unique & continuously growing global network helping high potential youth to explore and develop their leadership potential

Membership Diversity

Over 20,000 placements annually 113 Countries & Territories.

2,400 Universities

86,000 Members

1,000,000 Alumni

8,000 Partners & Sponsors

500 Conferences annually

Through a network with over 8,000 partners, AIESEC facilitates more than 20,000 exchanges and 24,000 leadership roles

9

What AIESEC offers to its partners

Global Mindset

AIESEC provides

Diversity Socially Responsible

Experienced Leadership

Business Need Flexibility

Targeted Promotion

Top Talent Pipeline

Reception & Visa Logistics

Efficient Sourcing

Creates a Global Brand

Our Global Partners

What can AIESEC do?

Why we do GIP?

Market !value!

(Product) !

Our program’s market value is how we choose and package our products

With the rising talent mobility and

Which industries are growing and expanding?

What is talent, skills and competencies are lacking in the local market?

Organization !value!

(Program)!

Market !value!

(Product) !

Why we do GIP?Why

What

How

The GIP product (subproduct) is what we choose to create value in the market and grow our organization

1. It has Real Growth Potential2. It brings Financial Sustainability

3. It makes us Always stay true to our “why

Why we do GIP?

Organization !value!

(Program)!

Market !value!

(Product)!

Personal Value and needs!

What’s the individual value and needs of our members to be connected with our products?

Why would you want to sell GIP?

The Sweet Spot

http://www.youtube.com/watch?feature=player_embedded&v=jlVxcX4ygGY

Why we do GIP?

Organization !value !

(Program)!

Market !value!

(Product)!

Personal Value and needs!

In AIESEC, we ensure our operations are focusing on the intersection of the 3 elements so that we can have the capacity to provide more and

better experience for young people.

The Sweet Spot

The Impact of GIP

In AIESEC, we are an impact driven organization, and we believe that our operations seek to create positive impact to our different stakeholders. This ensures that the GIP program is constantly

relevant to our EPs, Society and our members.

http://www.youtube.com/watch?feature=player_embedded&v=F75rqVknImg

The Impact of GIP

The Impact of GIP

The Impact of GIP

The Impact of GIP

9

What AIESEC offers to its partners

Global Mindset

AIESEC provides

Diversity Socially Responsible

Experienced Leadership

Business Need Flexibility

Targeted Promotion

Top Talent Pipeline

Reception & Visa Logistics

Efficient Sourcing

Creates a Global Brand

Our Global Partners

The Impact of GIP

10

Case study: AIESEC and Deutsche Post DHL

AIESEC represents main talent provider

More than 60 internships per year

50% retention of interns

Awarded 2011 Partner of the Year

“ DP DHL has had a successful partnership with AIESEC for around 15 years. Our two organisations share similar values, which is at the core of the partnership success. DP DHL is known for being the logistics provider for the world. Less known are our sustainability commitments where we deploy our core capabilities to better serve the communities in which we operate. This is why DP DHL is innovating sustainable solutions for the future and why AIESECers are a perfect match.

Melanie Sowerby, Head of Talent Management and Sourcing Center of Expertise HR DHL International Deutsche Post DHL

”

The Impact of GIP

12

Case study: AIESEC and Electrolux

Partnership for 8 years, 200 AIESEC interns from 46 countries

Interns have worked in 26 different countries

AIESEC is only structured way they recruit new graduates on a global level for short-term assignments

“ AIESEC adds tremendous value to Electrolux, in many different ways. It brings diversity, which is critical to us. AIESEC also provides a valuable and flexible talent pool, and many AIESECers have been retained and have pursued excellent careers at Electrolux. Ann Gardmark Global Talent Management Director ”

The Impact of GIP

10

Case study: AIESEC and Alcatel-Lucent

•  Sources talent from emerging markets to work in their UK and France headquarters

•  8 years partnership

•  Positions in Technology, HR, Marketing, Finance

•  Currently 50 Interns in UK, France, India, Belgium Singapore

“ Not only are these students highly competent but they are also motivated, engaged, they’ve got good problem solving skills, leadership skills, communication skills, and work very well in teams. Its difficult to find that combination in a lot of people. Houston Spencer VP Solutions & Marketing Alcatel-Lucent North Europe

”

The Impact of GIP

Impact of GIP

The Business Model of GIP

http://www.youtube.com/watch?v=xGcCAWZYVrg

Global Internship programme

Global Internship Programme Video: http://www.youtube.com/watch?v=xGcCAWZYVrgAIESEC 2015 Videos: http://www.myaiesec.net/content/viewfile.do?contentid=10170408

The Business Model of GIP

\17

Our global network supports Global HR Strategies, providing you with international perspectives, global ideas and fuelling innovation

Access to a highly competitive and international talent pool from 113 countries & 2,400 universities

Around 20,000 Students, recent graduates & young professionals with relevant experience Competitive academic backgrounds complemented by leadership experience

Easy and Cost Effective 3-18 month positions

Diverse educational and professional background including Business Administration, Marketing, Languages, Finance, IT

AIESEC role: AIESEC promotes customized job description, screens applicants, presents pool to company for final hiring decision, executes reception & visa process, and continuous cultural integration and follow up

Global Internship Program 1

AIESEC s global internship program is a highly effective and direct way to globally access young AIESEC talents

The Business Model of GIP

18

Global Internship Program indicative timeline

Identify business needs & complete internship form

Global online promotion (1-2 weeks)

Application period open (12-14 days)

Preparation & logistics (4-6 weeks)

Pre-screening

(36 hours and 5 to 10 top applicants) & final selection (1-2 weeks)

Intern s arrival

1 3 5

2 4 6

Total 6-8 Weeks

1

AIESEC offers to its Partners over 40 years of experience of successfully delivering

The Business Model of GIP

Global Internship Program – Pricing

14

Duration of Internship

Application Fee

Service Fee Total Fee

Up to 3 months $150 $650 $800

3 – 6 months $150 $1150 $1300

More than 6 months

$150 $1850 $2000

Always remember the

WHY and IMPACT of

GIP