2014 AIESEC & Make a Move Twente half year report

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Give & Live the Experience

:

BY THE EXECUTIVE BOARD: Kicky van Leeuwen Jaap Walsweer

Veerle Boon Machteld Voormolen

Frank van de Pieterman

AIESEC & Make a Move Twente De Bastille, room 319

Drienerlolaan 5

7522 NB Enschede

T: 053-4893959 E: [email protected]

W: www.aiesec.nl/twente

AIESEC Twente cooperates with the University of Twente – Howden – TKH Group - Rabobank

Enschede Haaksbergen - KienhuisHoving Advocaten en Notarissen - Technology Kring

Twente

AIESEC & Make a Move Twente

Half year report 2014

mailto:[email protected]

http://www.aiesec.nl/twente

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Dear reader,

Hereby we proudly present to you the half year

report of AIESEC & Make a Move Twente for

2014.

In January we built our strategy “Give & Live the

Experience” for the year 2014, however now it is

time for the new board to take over. This report

is a means of passing on our knowledge from the

last year to them and to you. By this we hope to

gain consistency in the organization, and are able

to make the step from quality building to

ensuring this quality and growth.

I can speak for the whole board when I say we

had a incredible valuable year in which we were

able to grow as a person. People taking up the

phone for the first time to call a company,

members finding out what master they want to

do, someone flying out of the country for the first

time, getting to know people with different

backgrounds and calling them your friends.

In name of every member of the board I would

like to thank each person or company involved in

making AIESEC & Make a Move as an organization

exist. I would like to invite you to read through

the testimonials in this report to see how this

organization is able to change lives, and who

knows, with that, the world.

On behalf of AIESEC & Make a Move Twente,

Kicky van Leeuwen

Local Committee President ’13-‘14

Introduction

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Introduction

Content

Focus 2014

Half year evaluation

Outgoing Exchange

Incoming Exchange

Make a Move

Head Office

Financial report

Partners

Local Advisory Board

Incoming Exchange Partner

Appendix

Project plannings

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2

3

5

7

9

11

13

15

16

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Content

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Focus 2014 This is the slogan of LC Twente for 2014.

We believe that we do not just offer

products, but we offer life changing

experiences. By providing these

experiences we live the experience

ourselves.

To support our strategy and

focus we need a supporting

framework of values to do so.

These are the six

internationally stated AIESEC

values.

To support our strategy and

focus we need a supporting

framework of values to do so.

These are values that we find

important for our

boardmembers to pursue.

AIESEC’s mission is to develop

leadership. This is the

foundation of our

organization. This has to be

part of every experience we

give.

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Focus 2014

In every team of LC

Twente processes are

structured & efficiënt

Every member ensures a

positive experience for our

stakeholders by meeting

expectations set and giving them

full attention

We supply high quality targeted

products & services to satisfy

demand and we are able to

convey this message to the

relevant target group

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Outgoing Exchange

Facts & Figures explained on the next page

Q1 Q2 Q3 Q4 Total

Target Result Target Result Target Result Target Result Target Forecast

Global Community Development Program (GCDP)

Raise 14 11 12 11 3 3 32 28

Match 5 4 15 13 9 3 32 29

Realize 7 2 6 9 15 3 31 29

Global Internship Program (GIP)

Raise 2 1 6 3 2 3 13 9

Match 2 0 6 0 2 1 11 3

Realize 1 0 3 0 4 2 10 6

Summary of July-December 2013

Realizing the necessity of improving quality and that ensuring a positive

experience is a key to success and growth;

Summer projects 2013 were a big success. This concept has been

expanded and resulted in the national Global Citizen brand;

Expectations regarding winter peak were not met, due to misconception

of student demand in this period;

GIP matching rate is unsatisfactory, resulting in negative word of mouth.

We have focused on stricter selection criteria, raising less people;

Whole OGX process was not always completed, therefore better

guidelines, documentation and expectation setting from the beginning;

Discovering the opportunities of ER to improve brand awareness to

reach more students, e.g. study advisors, IBA students etc.

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AIESEC offers many different products, which can confuse the students.

Therefore we have created the Global Citizen brand and focused more on

promoting targeted products for specific student groups. AIESEC Twente

has taken the responsibility to found one of the six partnerships of the

Netherlands, with Sri Lanka. Also, by only raising people we can actually

offer an internship, our matching ratio has increased with 42% in

comparison to last year and therefore we have avoided the situation of

having many students paying the fee, but not going abroad.

Outgoing Exchange

Leadership in every experience Customer Orientation

Process Optimalization

Kimon Tousmanof, Exchange Participant

“When last summer was coming to an end, I decided to go to China to

teach English. The beginning was rough, as I was told that I had to teach

my first class the next day (80 students), while drinking with my boss late

at night. Without any training

at all I started teaching. It was a bumpy

start, but a great finish.

My life changed significantly and I had

the best months of my life with great

people. I would recommend this

internship to anyone I know!!”

“Leadership in every experience” is the basis of everything that AIESEC

does and distinguishes us from competitors, but it is not always present

in the outgoing internships. Therefore we have included this aspect in our

preparation and reintegration, by setting personal goals with the EP and

reflecting on their journey when they return to the Netherlands. We also

keep improving the expectations set by AIESEC beforehand, so the EP

knows that he/she is also responsible for their experience and taking

opportunities for development. This is already done during selection, by

assessing competences such as flexibility and pro-activity in the selection

interview.

main What did you do, what not, what went well, what not, what can

explain the figures from the previous page?

Customer orientation has been the main focus this year. The internships

we offer require a highly personal and qualitative approach. Every

exchange participant (EP) is given full attention and support. To analyze

the effect of this approach, we’ve used the Net Promoter Score (NPS)

surveys, as seen on the previous page. The response rate has been

increased with 40% and the amount of detractors (EPs rating their

experience with a 6 or lower) has been decreased by 48%.

A lot of miscommunication within the team, was due to lack of

documentation or lack of knowledge of the process. By working on this

and also critically reviewing our processes, we have managed to improve

this by for example focusing more on online marketing and conversion.

This led to our biggest info lunch ever; 120 interested students showed

up!

Solid Positioning

Testimonial

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Quartile Q1 Q2 Q3 Q4 Total

Global Internship Program


Raise 4 3 5 1 3 - 3 - 14 10

Match 4 1 5 2 1 - 2 - 11 6

Realize 2 1 3 1 2 - 2 - 9 6

Incoming Exchange

ICX Summary July-December 2013

Due to heavy acquisition, our pipeline increased a lot. However,

an optimal pipeline should consist of both old and new partners;

A large weakness is our annual board shift. Our new CRM system

has a lot of potential as collective memory;

Our Leadership Impact Model can be used to ensure the AIESEC

experience for the trainees;

Our lack of internal effectiveness can be solved by allocating

responsibilities and targets more clearly;

Because the ICX process is quite extensive, a good take over is

essential to guide new members;

In order for all stakeholders to be satisfied, clear expectation

setting is of vital importance.


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Incoming Exchange

Customer Orientation

To increase the experience of our customers, we extensively use our

CRM system, SalesForce. Their information and preferences are

documented there. There is next to no hardcopy documentation left. We

inform stakeholders up front about our strengths and weaknesses,

resulting in clearer expectations. Old partners are contacted again.

Solid Positioning

Our national acquisition round, called Hunting Season, brought us in

contact with over 500 companies. We documented this in our CRM

system. Furthermore, a good reputation with our partners will hopefully

eventually lead to not only a more extensive partnership, but also

recommendations to other potential partners.


We divided responsibilities more clearly and introduced KPIs; we

implemented internal tracking; we also tried to improve the takeover.

We are indeed more structured, leading to more results in first 6 months

of 2014. The takeover could still be improved by putting more time in.

Furthermore the process of ICX is complicated, by splitting up the steps

and making it visual for all members, progress can be easily seen and

tracked.

Leadership in every experience

As the relationship between the LC and trainees was not structured, we

implemented this. There is a manual for reception; there is a training

program to ensure their personal development; there is a family system

to ensure social activities. All of these are there, but need to be

optimized to ensure long term continuation and effect.

Radu Carnaru, Trainee

“AIESEC offered me the opportunity to move to a country I never even visited

before, but for which I always felt a connection. The main difference between

just going abroad by yourself and going through an AIESEC internship, is that in

case of the latter, you get a lot of support on both the paper work, but more

importantly on the social side of thing. The fear of moving to a new place and

not having anyone to hang out with is gone in this case because from my

experience so far the AIESEC members are really fun people and

great to hang out with.

To conclude I would

recommend anyone to go

for the AIESEC journey

because it offers a lot of

possibilities and opens a lot

of doors towards fulfilling

your dreams and reaching

your goals.”

Testimonial

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Make a Move


We launched a new event: the committee training. Although it did not attract

enough associations, it did result in external relations and the development of

personalized trainings;

It was hard to find students for Women at the Top due to the fact that it took

up the whole day and students did not know the added value;

Due to the fact that we no longer organize a careerweek, people are less

aware of the Make a Move brand and our pipeline has decreased a lot;

Because of the cancelation of events the year before our term, companies are

more reluctant to work with us;

By increasing the knowledge about the needs of students, we can make our

events more relevant;

There is a great opportunity to increase brand awareness and understanding

of what Make a Move is.


Q1 Q2 Q3 Q4 Total


Make a Move Events

Talent Days 36 28 - - 45

- - 81 73

Sollicitatie & Assessment training

- - 30 33 - - - - 30 33

Training - - - - 30

- - 30 30

Local event - - - - - - 60

60 60

Make a Move Non Events

Externe Relations - - 4 1 - - 3

7 4

Makeamove.nl 31 0 (21) - (40) - (87) - (179) N/A

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To make the processes in Make a Move more efficient we tried to set up

a general planning, this however turned out to be difficult due to the fact

that the Talent Days were organized for the first time. Therefore the

planning switched as well as the responsibilities. In evaluation of the

Talent Days we made a plan on how to get these clearer.

To improve the leadership development at a Make a Move event we

introduced in the opening a moment of expectation setting and in the

closing we reflect on this. We did this at the Sollicitatie & Assessment

training, but we still have to work on optimizing and activating

participants in this. For events including a speaker we have more

extensive contact with the speaker/trainer to ensure their quality and

setting expectations, as a result, the speeches of the Talent Days were

received very well.

Customer Orientation To increase our knowledge about the needs of students, we did, in

cooperation with students, a market research. However due to lack of

time and unclear communication, output was not satisfactory. We also

focused on increasing our contact with participating companies to

increase the quality of their contribution to the events. This had very

positive results both during the Talent Days and the Sollicitatie &

Assessment training.

Make a Move

Solid Positioning To create a solid position in Twente developed a clear ‘why’: “develop

yourself, determine your future”. With this we managed to align our

marketing with Outgoing Exchange and recruitment. Apart from that we

focused on setting up personalized trainings for our External Relations.

Due to too little time we did not achieve the result wanted. However we

gained a lot of experience and now have a practical plan of how to

proceed. The makeamove.nl platform did nationally not achieve its goals

and was cut from the portfolio, therefor either targets or results became

irrelevant.



Testimonial

Irene Staal, Participant Talent Days April 2014

“The Talent Days have been a very informative day for me! My first workshop of Delta Lloyd I enjoyed a lot, as well as the Lunch of Mars. The workshop of Unilever was quite nice, I only expected the company a lot different. I found it “funny” that going into the day I thought I would find Delta Lloyd and Achmea the least interesting and Mars and Unilever the most. But at the end of the day I leard that it was the other way around! It has been a very helpfull day for me to get more insight in what I like and do not like. All together I found it a very

nice day and got a lot out of it. I will also make sure to keep an eye out

for Make a Move to keep track of these kind of events.”

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The financial situation of AIESEC Twente is good;

We have a committed team: fulltime as well as part-time;

There is increased national alignment;

There lies an opportunity for utilizing external relations within the university;

The ratio Dutch/foreign boardmembers is unbalanced, resulting in the reputation

of being an organization for internationals, instead of being an organization that

encourages internationalization;

Members only have a short AIESEC career, meaning little knowledge/experience

remains in the organization for over a year;

It is difficult to convey the why/how/what of our organization to stakeholders;

Because of the introduction of the TOM model (new educational system at the

University of Twente) it is more difficult to attract board members.

Spring recruitment rates board 14-15

Part time Full time

Head Office

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To satisfy our stakeholders we did several things this year. First of all we

introduced a targeted newsletter that we sent every 6 weeks to keep

everyone up to date about AIESEC Twente. We got positive feedback on

this. We organized a lustrum to celebrate our 25th birthday. The goal was

to get 200 alumni to the event, but this was harder than it seemed.

There were 53 attendees who lived a positive experience. Because we

updated our alumni database, we are now able to utilize them again as

part of our network.

To attract the right and enough students to fill our new board we

approached study advisors and made them aware of the added value

that AIESEC has by organizing an info lunch. Also we co-organized the

Activism Market where we could present ourselves. At this market we

got 25 names of interested students. Furthermore we exploited

Facebook advertisements, since we noticed that around 70% of the

attendees came to an OGX info lunch because of facebook. We

connected to many student organization to gain promoters and make

use of their network. Last, we set up a plan for the purchase of tablets

for every member to be innovative and make a part time board year

aside of the new education model (TOM) possible.

We re-arranged our hard drive on which we store all documents to make

it more structured and clear. We wanted to use less space (max. of 0,8

TB), but we still use 1,4TB. So there is still some work to be done.

To give all our boardmembers a leadership experience we stimulated

conference participation and boardmembers got structural feedback and

coaching. 19 of the 20 members went to a national conference and 12 of

the 20 members went to one or multiple conferences abroad. So we

almost reached the goal that all members went to at least 1 national

conference. The target for international conference participation was

80% and we reached 60%. For those who went it was a highlight of the

year. Furthermore two high quality local conferences have been

organized with an average grade of 8.9 and 8.3 out of 10.

Xiao-Mi, Account & Trainee Manager Incoming

Exchange Team

“AIESEC is an amazing organization of extraordinary

kind, with so many facets regarding personalities,

responsibilities, leadership, development, and

culture.

AIESEC has a great purpose of existence and can return so much the

more effort and time we invest in it. I am convinced that everyone

joining AIESEC will end their term as a person more aware of oneself as

well as others, with loads of new knowledge, perspectives and

attitudes. AIESEC, as such a strong organization, can reach incredible

changes and developments through incredibly ambitious people, and I

will never stop being aware of what I learned there.”

Customer Orientation

Solid Positioning



Testimonial

Head Office

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Financial Report

On the left is an overview of the balance sheet of AIESEC & Make a Move

Twente. The result of this year is a loss of €1283,23. There are several

reasons for this loss, for example the 25th year lustrum and having one

trainee less than budgeted, which will be explained in detail on the next

page. Below there is an explanation of the balance sheet.

At the moment there are no fixed assets in the organization,

because the computers have been fully depreciated.

Debtors include other AIESEC cities in The Netherlands and one of

our sponsors.

Still to receive are people or organizations that we still get money

from, but where no invoice is sent to. Examples include trainees

who pay rent, members who participated in activities and

students who go abroad with AIESEC.

We got a total of €17.486,62 on our bank accounts.

The largest part on the credit side of the balance sheet is our own

equity. Furthermore we have some creditors, mostly other AIESEC

cities and also declarations from members.

AIESEC has to pay turnover taxes, but can also receive tax back on

purchases. The saldo is €511,44 what AIESEC gets back.

Still to pay are invoices that we still need to receive, but are

already taken into account.

With the result of €1283,23, the total of the balance is €33.404,34.

Explanation Balance Sheet

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On the right is an overview of the revenues and expenses of AIESEC and

Make a Move Twente in 2014 divided by team. Operation costs are equally

divided over the 4 teams. Total revenues were €24.546 and total expenses

were €25.829, so the result is €1.283 negative.

In the Incoming Exchange Team (ICX), we expected to have two more

trainees coming. For each trainee AIESEC receives €1.075, so we miss

€2.150. Trainees live in the traineehouse in Enschede for which AIESEC pays

rent to the landlord and receives rent from trainees. Because there were

less trainees, AIESEC received less rent. However, AIESEC still had to pay

rent. That explains the difference between the budget and the reality.

Regarding the Outgoing Exchange Team (OGX), there were less students

who went abroad than expected. However, OGX still made a profit of

€2.365.

In the Make a Move (MaM) team, there was a loss of €930. Mostly caused

by operation costs, but also because events made a little loss due to lack of

sponsoring.

LC development costs are general costs. The reason that there is a loss is the

lustrum that we organized in May. The loss was smaller than expected,

because less people attended, but there was still a loss. General costs were

also lower, because not all members used their budgets for international

congresses and traveling.

Operation costs were higher than expected, because of taxes for waste and

sewer for the traineehouse that were not budgeted.

Financial Report

Explanation Profit & Loss

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Our partners in the local advisory board are organizations which share the vision of AIESEC and support us in various

ways, for example by giving advice in our regular meetings, supporting financially and offering a network.

The network: AIESEC is the largest student run organization in the world with over 90.000 active members in 124

countries. In The Netherlands, AIESEC is active in 11 cities with over 250 members;

Contact high potentials: All members of AIESEC are highly motivated, young and ambitious people;

LAR network: Members of the advisory board can also connect with each other;

Exposure: The company will be named on the website, in presentations and in e-mail signature.

To become a member of the Local Advisory Board please contact Mira Stefanova, Vice-President Finance, External

Relations, and IT ([email protected]).

Local Advisory Board

Elling de Lange TKH Group

Jaap Beernink TKT

Gerrit Grotenhuis Rabobank E-H

Dick Veltman KienhuisHoving

Maurice Essers & Dave Blank Universiteit Twente

Wijnand Weerdenburg Howden

Why join the Local Advisory Board of AIESEC & Make a Move Twente?

mailto:[email protected]

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The partners of the Incoming Exchange teams are companies which

received a trainee from AIESEC, or are about to get one. We are happy

with our cooperation with these companies.

Gain a highly international motivated and skilled trainee to work for 3-12 months in your company;

Have one or more trainees either support your regular work, or focus on specific projects;

Choose one or more trainees out of a database of 8000 students, based on your specific criteria;

Contribute to AIESECs vision of developing young people by offering a challenge for a student;

No worries about visa, housing, and social activities for the trainee, as AIESEC takes care of all of this.

Incoming Exchange Partner

Why take a trainee and become an AIESEC partner?

“The AIESEC IT trainee was of great value

for us. He was immediately employable

and the right guidance made him one of

the key figures in our team. His work was

even exported to customers, something

that usually never happens.”

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Appendix

Outgoing Exchange Project Planning

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Appendix

Make a Move Project Planning

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Appendix

Incoming Exchange Project

Planning

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Appendix

Head Office Project Planning

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K.G. van Leeuwen

Local Committee President

J. P. Walsweer

Vice President Finance, External Relations & IT

F.G. van de Pieterman

Vice President Incoming Exchange

V. J. Boon

Vice President Outgoing Exchange

M.S. Voormolen

Vice President Make a Move

Executive Board

AIESEC & Make a Move Twente

Documents

2014 AIESEC & Make a Move Twente half year report