SONA Q1 Report 15/16

AIESEC in Malaysia

introduction

• All information in the current document refers to the timeframe between the 1st of January and the 31st of March of 2016, more commonly known as Quarter 1 (or Q1) of 2016. • The information was provided by the 13 LCs through the AIESEC in Malaysia Q1 SONA Survey and also by the 1 OE and 8 SUs through the Q1 SONA for SUs Survey. • Other information sources used in the present document:

•  LC XPP and Team Minimum trackers •  National S&S Tracker •  Monthly Finance Trackers

• The information was collected by functional area but is presented through broader organizational elements. This is because JDs are integrated in different roles from LC to LC (i.e., AIESEC in TU has a BD department whereas other LCs integrate it either in iGTP, MarComm or the LCP herself) and also because it gives you, the reader, a better big picture understanding of the state of AIESEC in Malaysia iregardless of what functional area you are currently allocated to. • The elements are the following:

•  External Engagement (p.3-11) •  Talent Capacity (p.12-17) •  Sustainability (p.18-23) •  Exchange Management (p.24-35) •  Specialized Units (p.36-38)

• You should not just read and think alone about the results; •  All results should be discussed in EBs – the mindset should be “how can I improve” instead of justifying the

reason why those are your results. If you justify you are not being constructive and you’re just deceiving yourself. This will not lead to growth.

•  Each element should also be discussed by the teams in the functional areas which concern them. By doing this we are including all the members of AIESEC in Malaysia in the way we work in our LCs and in cultivating awareness towards the overall organizational reality.

statistical information

how is the information organized?

how to capitalize on sOna to make my lc grow?

external engagement

# of applications for EP

offline (71,5%)

online (28,5%)

582 podio applications for am

UTP 3

(0%) TU 60

(11%)

penang 110

(20%)

ked-per 58

(11%)

UMP 3

(0%)

UM 33

(6%) UPM

45 (8%)

CU 3

(0%)

SUN 0

(0%)

UKM 30

(5%)

UNMC 99

(18%)

JB 48

(9%)

Q4 = 1398 Applications

3

KUC 55

(10%)

275 EXPA REGISTRATIONS for am

ked-per 17

(6%) PENANG 60

(22%)

KUCHING 51

(19%)

UNMC 44

(16%)

JB 42

(15%)

TU 16

(6%)

OTHER 45

(16%)

external engagement

# of applications for EP

offline (67,7%)

online (32,3%)

31 podio applications for am KED-PER

5 (16%)

CU 1

(3%)

PENANG 3

(10%)

UPM 14

(45%)

UNMC 8

(26%)

Q4 = 80 Applications

4

31 EXPA REGISTRATIONS for am

ked-per 16

(57%)

CU 1

(4%)

PENANG 3

(11%)

UPM 8

(29%)

external engagement

offline (41,1%) online

(58,9%) 712 applications for am

# of applications for tmp

Q3 + Q4 = 2462 Applications 5

KUCHING 194

(27%)

KEDAH-PERLIS 98

(14%)

UTP 63

(9%)

PENANG 38

(5%)

JB 54

(8%)

TU 74

(10%)

CU 53

(7%)

UPM 28

(4%)

UM 22

(3%)

UMP 23

(3%)

UTAR 65

(9%)

external engagement outcampus performance

penang 11

CU 1

12 outcampus gcp ep applications

2,2% of total applications Q4: 242 applications

0 outcampus members recruited

0% of total membership Q4: 23 members recruited

3 matches and 4 realizations 1,9% of total matches

LC operations in…

Ked-Per AIMST

Penang Disted College, Equator Academy of Arts, Sentral College, Olympia College

UTP Matrics Gopeng, Tenby International, UPSI, Politeknik Ungku Omas

LC operations in…

UNMC UTAR Sg. Long

CU UMS

Kuching Segi, UiTM, UCSI and Sunway

penang 3

UNMC 4

MA

RE

6

external engagement expansion

LC su target(s) engagement

Kedah-Perlis AIMST

Receive verbal agreement from President of Student Council to have

booth in AIMST

Penang Disted College Confirmed a booth and session for EPRD

UTP UPSI, QUEST Virtual engagement, Physical

engagement haven't started yet.

UNMC UTeM (Melaka) UTeM = Person in charge pulled out

UTAR Sg. Long OCR still having engagement with PIC

CU UMS Waiting for approval from UMS for

outcampus recruitment

Kuching SEGI, UCSI and

Sunway SEgi, UCSI and Sunway (all engaged

for oGCP)

7

external engagement

LC # of media appearances

# of external events

social media activity

# of partners

participation in external

events

Ked-Per 0 2 (+1) 0 (-1) 2 (+2)

Penang 1 (+1) 2 (-1) 0 (-3) 2

UTP 0 0 (-1) 0 1 (+1)

UMP 0 0 Instagram, Blog 0 0

UM 0 1 (+1) Twitter, Blog, Instagram

0 0

UPM 0 0 (-3) 0 (-1) 1 (-2)

UKM 0 6 (+1) 1 (-2) 2 (-3)

Sunway 0 0 0 0

TU 0 (-3) 0 (-5) Instagram, Blog 1 (-7) 0 (-5)

UNMC 3 (+1) 3 (-1) Instagram, Blog 5 (+4) 2 (+2)

JB 2 (+2) 1 (+1) 15 (+13) 2 (+2)

CU 0 0 (-1) 0 (-1) 0 (-3)

Kuch 0 (-1) 1 Instagram, Blog 0 0 (-1)

general indicators

* Values between parentheses depict absolute growth from last Q 8

external engagement

LC # of Fb likes daily average of engaged

people

engagement rate

Ked-Per 2014 (+409) 42 0.02

Penang 2969 (+525) 375 0.13

UTP 1360 (+83) 15 0.01

UMP 1691 (+187) 900 0.53

UM 3119 (+221) 60 0.02

UPM 2137 (+670) 53 0.02

UKM 1639 (+98) 50 0.03

Sunway 1186 (+142) 190 0.16

TU 1185 (+97) 137 0.12

UNMC 1548 (+131) 1400 0.9

JB 1241 (+274) 64 0.02

CU 525 (+31) 0 0.0

Kuching 2425 (+186) 255 0.11

0

500

1000

1500

2000

2500

3000

3500

Ke

d-P

er

Pena

ng

UTP

UM

P

UM

UPM

UK

M

Sunw

ay TU

UN

MC

JB

CU

Kuc

hing

# of FB Likes vs. Daily Average of engaged people

facebook performance

* Values between parentheses depict absolute growth from last Q

9

external engagement organizational health vs. performance

UMP

UTP

TU

penang

ked-per

SUnway

UPM

CU

UKM

UM JB

kuching

UNMC

10

external engagement LC inferences

Kedah-Perlis

Absence of investment in online communication channels, when SONA is showing a trend of higher weight of online promotion every single quarter. Frequency of posting on Facebook is ok, but the outreach is very low. You can ask members to share, boost

some important post and create more attractive post to drive more traffic. Please change Aiesec to AIESEC on your page.

Penang Please change Aiesec to AIESEC on your page. Frequency of posting on Facebook is good, but the outreach is low. Even better if you can integrate your online marketing with physical event.

UTP LC indicators are collapsing, reflecting the fact that it is the only of 2 LCs with negative growth in Realizations in relation to last year. LC should proceed to getting MC support for Talent Planning for Marketing. In terms of recruitment, should focus more on

execution and less on planning (internal communication and efficient event and activities scheduling over department meetings). Stop using offline interested form. Use the correct AIESEC logo. Showcase and promote your physical event on your page.

UMP Another Quarter with inactivity from Promotion side. It is imperative to institute a doer and execution-minded culture in the LC, in particular in the functional areas running recruitments. It’s good to run online campaign like photo contest. But you need to make

sure the instruction is clear and the topic is interesting,

UM Mediocre results across all engagement indicators but shows potential in increasing weightage of online marketing, as it can combine the big number of Facebook followers and avoid the problem of its lack of HR, which is not enough to accomplish

Summer Peak goals. The frequency and quality of posts on your page are good! Try to integrate your physical event with online campaign.

UPM Facebook Engagement rate dropped significantly from last Quarter, which forces the need to review online communication strategies and campaigns. Increased results in oGTP engagement but should focus all resources on the last sprint of EPRD for oGCP

UKM Direct people to www.aiesec.my/global-citizen to get more information about GCP. People won’t apply for GCP because of one post.

Sunway Please keep your page alive. You can showcase and promote your physical events on your page. External engagement indicators are dropping at all fronts, any kind of activity from MarComm’s side is needed.

TU Heavy drop in External Relations-related indicators, which can maybe translate into an unsuccessful attempt to simplify Marketing strategies. Ensure you appoint a PIC for PR and EwA to prevent this from escalating.

UNMC Can assign someone who will be PIC for BD to further grow on B2B indicators.

JB Sharing posts from others is good. Even better if you can have more customized content for students in JB.

CU Absolutely no engagement on Facebook. Try collecting best case practices to make campaigns more attractive.

Kuching Is not exploring its Facebook potential – has a high audience with low engagement. Should request aid in creating attractive campaigns that appeal directly to UNIMAS’ youth needs.

overall customized inferences

talent capacity

am has 857 members

KEDAH-PERLIS 133

(+64)

back office

(39,8%) front office

(60,1%)

highest front office weight

1.  UTP (75% vs. 25%)

2. UMP (71,4% vs. 28,6%)

highest back office weight

1.  UKM (30% vs. 70%)

2. Sunway (32,7% vs. 67,3%)

289 members (33,7%) attended

induction during q1

TOTAL # OF LC MEMBERS

decreased by 3 since Q4 12

penang 71

(+18)

UTP 51

(-31)

UMP 35

(-10) UM 42

(-14) UPM 72

(+0)

UKM 66

(+3)

sunway 49

(-23)

TU 40

(-53)

UNMC 76

(-13)

JB 65

(-23)

CU 43

(-4)

kuching 92

(+52)

UTAR 22 (-2)

talent capacity

LC oGCP productivity

igtp productivity

igcp productivity

ogtp productivity

overall productivity

Ked-Per 0.06 0 0.22 0.12 0.13

Penang 0.21 0 0.41 0 0.24

UTP 0.83 0 0.16 0 0.45

UMP 0 - 0.04 - 0.03

UM 0.06 0 0.12 - 0.07

UPM 0.24 0.14 0.17 0.2 0.19

UKM 0.21 0.17 0.03 - 0.11

Sunway 0.53 0.5 0 0 0.24

TU 0.43 0.3 0.57 0.5 0.45

UNMC 0.28 0.66 0.32 0.2 0.3

JB 0.13 0 0.07 0 0.06

CU 0.19 - 0.04 - 0.09

Kuching 0.05 - 0.16 - 0.11

lc productivity

National Productivity:  

0.18 oGCP

Productivity:  

0.22

iGTP Productivity:  

0.14

iGCP Productivity:  

0.17

oGTP Productivity:  

0.11 13

talent capacity team minimum fulfillment

team

64,7%

Decrease from 83% in Q4 Most: CU (85,7%) Least: UPM (23,6%)

training

68%

Decrease from 76,2% in Q4 Most: Sunway (100%) Least: UPM (33,3%)

plan

70,6%

Decrease from 82,8% in Q4 Most: CU (100%) Least: UPM (27,6%)

jd

68,9%

Increase from 87,5% in Q4 Most: CU (100%) Least: UPM (31%)

tracking & coaching

55,3%

Decrease from 65,9% in Q4 Most: UKM (100%) Least: CU (0%)

evaluation & reflection

42,1%

Decrease from 51,8% in Q4 Most: Penang (87%) Least: UTP, UPM, CU (0%) 14

talent capacity general indicators

LC # of total IXPs

1. CU 20

2. Penang 12

3. UTP 7

Total # of IXPs  

77

membership retention

80% 0

10 20 30 40 50 60

tlp positions vs. applicants National Average: 1,2

In Q4: 1,26

34 Eps recruited as members

25 tmp on exchange

18 tlp on exchange

CU 9

penang 5

UTP 5

kuching 7 penang

5

CU 9

UTP 2

UNMC 6

Q4: 90,9%

penang 2

15

CU 2

sunway 4

talent capacity organizational health vs. performance

kuching penang

UNMC

UPM

UTP

CU

UMP

jb

SUnway

ked-per

UM

UKM

TU

16

talent capacity LC inferences

Kedah-Perlis

Increasing the productivity on the programs by , but upscale its structure (check the JD & tracking) to support a continuous and long-term potential for growth in your LC.

Penang Increasing the productivity from current members can be complemented with diversification of L&D strategies and allows for focus on LC upscaling in the next quarter.

UTP Should seek MC and external support for implementation of Evaluation and Reflection Team Minimum.

UMP Should invest more on LnD implementation to improve number of trainings delivered for new members.

UM Check the JD of Marketing & oGCP, because the productivity is lower than last Q4. More allocations into front office are needed to support quality in experience delivery, especially for GCP.

UPM Should invest more on LEC implementation and bringing in learning partners or externals to improve education and number of trainings delivered for members in UPM. Then start to do exit interview for members who are not continue in AIESEC to get their

review about their members’ experience.

UKM Should seek MC and external support for implementation of Evaluation and Reflection Team Minimum. And be more proactive to approach to brainstorming some ideas.

Sunway iGCP productivity Sunway is the lowest one for this Q1. Should check the team minimum implementation of this department. .

TU In Q1 TU productivity is one of the good one compare with others LC. But in terms of the healthiness it is not high one. Check the Team Minimum implementation in each function in your LC, especially JD, tracking & coaching as well as the reflection part.

UNMC In Q1 UNMC is one of in the good heath & good performance indicators. And all of the productivity of the programs are consider ok. But something need to consider is the treatment for members to reflect on their experience. And everything must be back on

development for members.

JB iGCP productivity in JB is only 0.07. As we know that JB is one of the top contributor for iGCP in Malaysia. So, please check the

structure and exchange goals of your iGCP (Lesson learn for Summer Peak, more aware with NCR versus PBoX)). And encourage to have RnR / bonding within your iGCP member to get their feedback and reflection after their experience.

CU CU is one of the potential LC for IXP implementation both reintegration and integration, however the process of tracking &

coaching is super low for this quarter. Encourage these IXP members to get some coaching from TLP or TM. So that it will be easy to track and increase their productivity. Ask and brainstorm with MCVP TM.

Kuching Kuching has the second highest number of membership in AIESEC Malaysia. However the productivity for is low especially for oGCP. Go and review the current JD & KPI of your members. Because it will affect the performance of members in summer

operation, and don’t forget to constantly giving the training for your new members.

overall customized inferences

17

sustainability payment times and financial health

GCP TN Takers

National Average:  

28,3 days Last Quarter: 28,5 Days Best: CU (3 d) Worst: Kedah-Perlis (90 d)

GTP TN Takers

National Average:  

21,9 days Last Quarter: 17,4 Days Best: CU (3 d) Worst: UM (79 d)

EPs

National Average:  

5 days Last Quarter: 5,6 Days Best: UPM (2,5 d) Worst: UNMC (10 d)

sponsors

National Average:  

18,7 days Last Quarter: 18,7 Days Best: Ked-Per, UMP (14 d) Worst: UKM, TU, CU (30d)

LC current

net asset

cluster (Q1)

health (fcm)*

Ked-Per 59,6 K III Over

Penang 39,9 K IV Over

UTP 27,1 K IV Good

UMP 17,7 K IV Under

UM 37,6 K IV Over

UPM 86,2 K IV Over

UKM 36,1 K IV Over

Sunway 30,4 K IV Good

TU 29,2 K IV Good

UNMC 78,1 K III Over

JB 23,8 K IV Good

CU 34,1 K V Over

Kuching 9,6 K IV Under

* FCM = Finance Clustering Model

18

sustainability LC UMP Kuching Penang UTP UUM CU Johor

Bahru TU Sunway UM UPM UKM UNMC

Cash 17708.53 9653.89 22,153.63 27137.81 57313.65 34132.92 12357.42 19881.44 21,924.21 26,654.23 45,716.17 32,404.96 47,109.69

Bank Account 17078.53 9653.89 22,153.63 16513.41 53508.1 32138.92 12357.42 11437.56 20,667.71 26,562.09 45,716.17 31,824.96 47,088.89

Petty Cash 630 - 10624.4 3805.55 1994 0 8443.88 1,256.50 92.14 - 580.00 20.80

Receivables 0 0 17,750.00 0 2000 0 6979 5913.54 8,515.10 10,903.00 32,050.00 3,246.00 15,505.00

External Receivables - 2000 - 6479 8,515.10 - 8,450.00 421.00 15,505.00

Internal Receivables 17,750.00 - 500 5913.54 10,903.00 23,600.00 2,825.00 -

Other Assets 0 0 - 0 250 0 4479 3374 0 - 8,450.00 421.00 15,505.00

Others - 250 4479 3374 - 8,450.00 421.00 15,505.00

Total Assets 17708.53 9653.89 39,903.63 27137.81 59563.65 34132.92 23815.42 29168.98 30,439.31 37,557.23 86,216.17 36,071.96 78,119.69

Total Liabilities 0 3600 2,253.30 0 185.6 8465.45 0 235.9 0 - 8,527.41 616.65 450.00

Internal Liabilities - 3600 2,253.30 - - 8465.45 235.9 - 8,527.41 616.65 450.00

External Liabilities - - - - 185.6 - - - -

Other Liabilities - - - - - - - - -

19

sustainability

LC expenses (operations)

expenses (non-

operations)

revenue (exchange)

revenue (non-x)

UUM 8,125.85 RM 9842.40 RM 12,950 RM 4,222.45 RM

Penang 3,579.41 RM 9,221.52 RM 17,022 RM 7672.05 RM

UTP 226 RM 7,591.24 RM --- 5554.54 RM

UMP 3,262.07 RM 29.90 RM 500 RM 8,793.50 RM

UM 1,587.57 RM 3,159.14 RM 1,681 RM ---

UPM 1,044.89 RM 9,761.78 RM 3,942.54 RM 2,757.45 RM

UKM 262.90 RM 12,382.41 RM 2,506 RM 821.03 RM

SU --- --- 6,900 RM 2,586 RM

TU 9,400 RM 6,979.79 RM 5,550 RM 10,473.50 RM

UNMC 17,761.36 RM 12,455.65 RM 39,670 RM 9,480.72 RM

Johor Bahru 2,934.49 RM 915.44 RM 6,650 RM 3,490 RM

CU --- 8,189.40 RM --- 1,500 RM

Kuching 716.50 RM 1,775 RM 1,367 RM 1,200 RM

revenue and expenses

exchange (68.0%)

non-x (32.0%)

revenue streams

operations (37.7%)

cost structure

non-ops (62.3%)

20

sustainability

LC UMP Kuching Penang UTP UUM CU Johor Bahru TU Sunway UM UPM UKM UNMC

oGCP - Profit/Loss -146.1 -216.5 8119 0 -448 0 1800 1900 3000 -797 1655.6 1080.3 18414.99

oGCP - Income 9000 1800 1800 1900 3000 1800 1200 19650 oGCP - Expenses 146.1 216.5 881 2248 797 144.4 119.7 1235.01 oGTP - Profit/Loss 0 0 8022 0 1000 0 4850 400 600 0 500 0 2700 oGTP - Income 1000 4850 400 600 500 2700

oGTP - Expenses

iGCP - Profit/Loss 5677.53 700 5402.48 -45 4413.15 0 -2934.49 -4540.77 3000 -540.81 742.05 1162.8 2048.67

iGCP - Income 8793.5 1200 8022 10150 3050 3000 931 1642.54 1306 17320

iGCP - Expenses 3115.97 500 2619.52 45 5736.85 2934.49 7590.77 1471.81 900.49 143.2 15271.33

iGTP - Profit/Loss 0 0 -78.89 -181 -141 0 0 -1700 300 713.24 -62.77 0 -1255.02

iGTP - Income 0 0 0 0 0 0 0 200 300 750 0 0 0 iGTP - Expenses 78.89 181 141 1900 36.76 62.77 1255.02

21

sustainability organizational health vs. performance

ked-per

UTP SUnway

TU

kuching

UPM

penang

CU

UMP

UKM JB

22

UNMC

UM

sustainability LC inferences

Kedah-Perlis

Excellent pay-off of high investments, as value delivery indicators for iGCP are at an extremely high level. Definitely an example that you should always be risk-taking, as Q4’s loss became Q1’s great gain. Repeat the high investment to

drive Summer Peak – Q2 is the time to spend so that in Q3 you can reap the rewards!

Penang First LC to achieve Tier II status in oGCP means that investments should be solely focused on upscalling it. It’s time to make big and bold investments that show that Penang is the leading LC in the network!

UTP Another Quarter where almost no X-related investment was made (according to monthly Financial Survey), so should increase investment in operations and LC development to grow outgoing exchange and quality for ICX.

UMP Talent Capacity critical situation in oGCP demands for investment into what can be the cash cow of your LC.

UM UM is overall at a breaking even point, which is stable, but with very few funds make their way in and out of the LC. Should focus investments on a single program to amplify the fund flow and break the cycle.

UPM Is sitting on a lot of reserves for another Quarter that should be invested to drive more initiatives or projects. Investment on Exchange growth should be mandatory on the LC’s agenda as it just grew into a Cluster III entity.

UKM Another Qwhere the growth rate is slowing down. May be in danger of not having a good enough relative growth in 2 Q’s time to keep membership, so should stop sitting on its reserves to make smart investments for oGCP growth drive.

Sunway Did not spend any money in Q4 (according to monthly Financial Survey), so should increase investment in operations and LC development to grow outgoing exchange and quality for incoming exchange. 

TU Another Q where the LC has failed to leverage on good health indicators to improve performance. Has a lot of room for risk-taking in the investment arena with both financial and HR talent capacity to push oGCP growth and

experience quality.

UNMC Has the financial resources of a Cluster II entity but is currently not performing like one. Should be more risk-taking in investment planning especially to support future defining programmes, such as oGTP.

JB Has stabilized LC’s financial situation but should still focus solely on spending money to drive oGCP operations, not iGCP.

CU Another Quarter where it has given no sign of actually investing its resources in quality strategies for operations.

Kuching Should focus its investment strategies on combating the inferences made in the External Engagement inferences, as it is the key to unlock oGCP performance that will serve as a cash cow for the LC. Focus iGCP on

selling national PBoXes to make it easier to get partnerships, as it is a national brand.

overall customized inferences

application

open/IP

match

realization

Conversion Rate:  

20,8%

Conversion Rate:  

32,5%

Conversion Rate:  

76,1%

Last Quarter: 28,3% Top: CU (64%) Bottom: UPM (8%)

Last Quarter: 77,7% Top: Kuching (100%) Bottom: Pen, UKM (25%)

Last Quarter: 85,7% Top: UMP, UM, JB(100%) Bottom: Penang (17%)

Average # of days (App -> Open/IP):

 

10,1 days

Average # of days (Open/IP -> MA):

 

13,3 days

Average # of days (MA-> RE):

 

30,5 DAYS

exchange management global citizen outgoing

24

Last Quarter: 11 days

Last Quarter: 15 days

Last Quarter: 27,8 days

meeting

open

match

realization

Conversion Rate:  

6,23%

Conversion Rate:  

34%

Conversion Rate:  

65,5%

exchange management global citizen incoming

26

Average # of days (Meeting -> Open):

 

16,4 days

Average # of days (Contract signed -> MA):

 

40 days

Last Quarter: 13,8 Days

Last Quarter: 42,1% Top: UPM (50%) Bottom: 10 LCs(0%)

Last Quarter: 40% Top: UNMC (87,1%) Bottom: UMP, TU (0%)

Last Quarter: 63,1% Top: Penang, UPM, UKM, TU, UNMC(100%) Bottom: UMP, JB, Kuching (0%)

Average # of days (MA-> RE):

 

27,9 days

meeting

open

match

realization

Conversion Rate:  

8,33%

Conversion Rate:  

40,4%

Conversion Rate:  

38,3%

Average # of days (Meeting -> Contract

signed):  

20,9 days

Average # of days (Contract signed -> MA):

 

60 days

exchange management global talent incoming

25

Last Quarter: 41,1% Top: UNMC (40%) Bottom: Pen, UTP, UM, UPM, UKM, JB (0%)

Last Quarter: 33,3% Top: UPM (100%) Bottom: Pen, UTP, UM, JB (0%)

Last Quarter: 53,4% Top: UKM (100%) Bottom: Pen, UTP, UM, JB (0%)

Last Quarter: 17,4 Days

Average # of days (MA -> RE):

 

78,3 days

exchange management

application

open/IP

match

realization

Conversion Rate:  

23%

Conversion Rate:  

43%

Average # of days (IP -> MA):

 

46,4 days

Average # of days (MA –> RE):

 

55,4 days

Last Quarter: 12,5% Top: UNMC (150%) Bottom: UTP, Sun, JB (0%)

# of people at Info Sessions:

 

23

# of people at selection meeting:

 

12

% of Podio applications from planned background:

 

52%

global talent outgoing

27

Last Quarter: 43% Top: TU(100%) Bottom: Pen, UTP, UPM, Sun, JB (0%)

Conversion Rate:  

48% Last Quarter: 27,1% Top: UNMC (200%) Bottom: Ked-Per, Pen, UTP, Sun (0%)

exchange management incoming global entrepreneur

# of meetings for GE:  

19 # of TN forms open for GE:

 

21

100% of Total iGTP

0

5

10

15

20

25

30

35

40

45

Planned Meetings

Achieved Meetings

28

14,8% of Goal Achieved for Q1

MEE

TIN

GS

0

5

10

15

20

25

Planned Open

Achieved Open

OPE

N 75% of Total iGTP

39,6% of Goal Achieved

exchange management incoming global entrepreneur

# of Matches for GE:  

4

33,3% of Total iGTP

Meetings  

90 Open/IP

 

27 MA

 

23 RE  

28 Planned Goals for

GE Incoming for Q2

29

Congratulations to TU, our only GE Matcher!

MA

TCH

ES

Planned 373,7% Growth

from last Q

Planned 28,6%

Growth from last Q

Planned 475%

Growth from last Q

Planned 600%

Growth from last Q

Q1 PROJECTION

0

10

20

30

40

50

Kedah-Perlis Penang UM UPM UKM TU UNMC

Meetings

IP

MA

RE

Planned for Q1

exchange management EXPA expertise

0 1 2 3 4 5 6 7 8 9 10

Kedah-Perlis

Penang

UTP

UMP

UM

UPM

UKM

Sunway

TU

UNMC

JB

CU

Kuching

oGTP

iGTP

iGCP

oGCP

National Average for oGCP:  

7,2 / 10

30

National Average for iGCP:  

7,2 / 10 National Average for iGTP:

 

4,5 / 10 National Average for oGTP:

 

4,4 / 10

8 Sunway- 3

3

4 TU- 2

exchange management

7

1

7

1

OGCP

IGCP

OGTP

IGTP

break match

break re

UMP- 3 UTP- 3

Kedah-Perlis- 1 Kedah-Perlis- 1

value delivery indicators

66

igcp

EPs went on a border run for

VISA extensions.

78

igCp

LC buddies were recruited

for the EPs.

83% EPs had full

preparation for the experience.

igcp

2

igTp

Re-Raises with previous TN

takers.

2 UPM, Kuching- 1

31

UPM, UNMC- 2

exchange management lead for eps implementation

Ogcp lead flow

66,8%

IgCp lead flow

igTp lead flow OgTp lead flow

Last Quarter: 69,7% Top Implementer: UMP, CU (100%) Focuses for Q2: Matched (8 LCs) Application (4 LCs) In Progress (1 LC)

Last Quarter: 37,4% Top Implementer: Pen, UKM (100%) Focuses for Q2: Matched (6 LCs) In Progress (2 LCs) Realized (1 LC)

73%

46%

Last Quarter: 18,4% Top Implementer: JB (80%) Focuses for Q4: In Progress (4 LCs) Application (4 LCs) Matched (1 LC)

Last Quarter: 76,3% Top Implementer: Ked-Per, UMP, UNMC (100%)

Focuses for Q2: Matched (8 LCs) In Progress (4 LCs) Realized (1 LC)

56,2%

32

exchange management overall performance

742

71

202

222

28

55

63

12

7

140

10

11

OGCP

IGCP

OGTP

IGTP

open/APP match realize

+17%

+400%

*values below final results represent growth or decrease from q1 of 2015

+194%

+25%

+75%

33

-34% +31%

-25% -29%

+204% -24%

+450%

exchange management organizational health vs. performance

kuching

UNMC

ked-per

UPM

UTP

JB

penang

TU UM SUnway

UKM

CU

UMP

34

exchange management LC inferences

Kedah-Perlis

In oGCP, can invest on EXPA training and quality of info session flow to decrease MA breaks and improve on conversion times. Great quality results in iGCP (no breaks, 100% EP LEAD flow delivery) make it possible to share GCPs with the network!

Penang Continued growth in oGCP performance should be sustained through a pioneering Value Delivery SOP. LC should be the frontrunner in the network in oGCP quality, not following only top-bottom instructions.

UTP Dropped 50% in performance compared to the same Q of 2015 (from 46 approved in 2015 to 23 approved in 2016). Needs to seriously reevaluate LC culture and drive behaviors from the EB down while co-creating strategies with MT and even members so

that a spirit of ownership can be created over these collapsing indicators.

UMP Does not have enough Talent Capacity in terms of number of members to achieve oGCP goals, while iGCP has 1200% more members than oGCP.

UM Decreased in both Approved and Realized compared to the same Quarter last year. Hot program is oGCP, where LC is failing to achieve past results. Increasing intensity of EPRD through an immediate ready-to-execute plan and internal communication

oriented towards creating a sense of urgency in the LC is now a must.

UPM Direct correlation between low delivery of EP LEAD flow for oGCP and Break Realizations. Should not overplan for Global Entrepreneur Incoming – has been the LC with the most planned goals but the least results achieved.

UKM Lowest self-assessed EXPA knowledge of the entire national plenary – should invest in bringing MC or oGCP EST support to educate EB and members to ensure proper system administration and SOP management.

Sunway Worst rates of EP LEAD flow implementation for oGCP and iGCP out of any LC. Should ensure that someone in both functional areas is responsible for Value Delivery (delivery plan, LEAD, OPS/IPS delivery, EP Buddy management, etc.)

TU One of the highest drops in performance from any LC (31 Matched in all 4 programs in Q1 2015 against 18 Matched in Q1 2016). Needs to coordinate with TM a rapid, on-hands, practical induction (only one week maximum) for the new members or else it will

be too late to put them in action in time for EPRD.

UNMC Healthy growth in Exchange performance needs to be sustained through emphasis on expansion and outcampus support. LC should allow itself to innovate and be a pioneer in order to not lag behind in the future and serve as a role model for the network,

JB Highest relative performance drop out of any LC (decreased by 75% from Q1 2015 to Q1 2016) needs to be addressed with the LC. Lack of sense of urgency and weak team management may be at the root of this major issue.

CU Performance dropped over 60% this Quarter compared to the same Quarter last year. Has still not capitalized on exchange/outcampus potential and failed to address its completely stagnated External Engagement indicators, especially in social media

engagement.

Kuching Extremely slow conversion process (highest # of days from Application to IP out of any LC in oGCP) brings out the need of investing in targetted EYP promotion and a simpler, more compact SOP (i.e., mass info session and mass assessment on the same day)

overall customized inferences

# of applications for GCP EP

28,7% of AM Total

specialized units performance & health indicators

151 su members UNIMAP

16

USMEC 49

Pekan 17

swinburne 20

17,6% of AM membership

front office (64,2%)

back office (35,2%)

UTHM 25

UNIMAP 48

swinburne 45

# of applications

for GLP

26,8% of AM Total

Su Open/IP MA RE

UNIMAP 6 6 11

USMEC 5 0 9

0 1 11

UMP Pekan 0 0 0

HELP 0 0 1

INTI 1 1 1

Heriot-Watt 15 3 0

UTHM 0 0 6

0 0 6

Swinburne 27 0 2

exchange performance

36

INTI 30

pekan 14

UTHM 3

OGCP OGCP iGCP

OGCP OGCP OgCP

OGCP

OGCP iGCP OGCP

swinburne 27

help 66

UNIMAP 4

uthm 18

hw 6

heLp 12

inti 13

USMEC 19

INTI 25

HELP 20

pekan 9

HW 18

USMEC 5

specialized units organizational health vs. performance

UTHM

USMEC

pekan

unimap

37

swinburne

inti

help

heriot-w

LC inferences

UNIMAP Will cease to be an SU due to its integration with UUM into AIESEC in Kedah-Perlis. Results weight is ok, but oGCP attraction is slumping – should invest in heavy attraction strategies like PR Events, Guerrilla Marketing and engaging

with on-campus student organizations to expand reach. Capitalize on connection with uni admin for increasing credibility and outreach.

USMEC This SU has too many members for very low results – should be a front-running LC in innovation by creating new products, so that the members will have a more challenging and satisfying JD (push the concept of Plug & Play

within the SU).

UMP PEKAN Capitalize on UMP administration move to Pekan campus to improve university relations and support. Need to overcome the mindset of giving up on winter peak despite the lack of 6 weeks holidays.

HELP Should focus on consideration strategies with strategic input from home LC to ensure conversion of large number of oGCP Podio applications.

INTI Positive steady growth in all indicators allow SU to move focus into consideration strategies to ensure mass conversion from Applications to the next stage.

HERIOT-WATT

Needs to increase Talent Capacity by running pocket recruitment to support results growth. Global Leader sales should be supported by the core SU team. High oGCP applications from the past peak needs close follow-up to be

converted to summer peak EPs.

UTHM Slight improvement in winter peak oGCP, could be improved by increasing conversion rate from Open to Approved. Should explore diversifying communication channels (e-mail marketing through student mailing lists,

UTHM Facebook group, university administration and other student clubs)

SWINBURNE First peak of the SU (winter) shows promising result. Talent capacity has increased significantly from past Quarter (7 members to 20). This needs to be accompanied by an on-hands practical education sprint and a focus on

implementation, so that the members are motivated by the results they have to show.

specialized units overall customized inferences

38