I'm glad to finally present you the opportunity to become part of of the next EB team for LC Ekaterinburg.
This is an important step towards seeing the next generation of leaders our LC
For me, applications are a moment when I can better understand my future team and help you, candidate, understand yourself and your future better.
Remember that filling out an application for the next position is an incredible experience: a challenge that opens up new facets in you, and most importantly, an application is the first step in planning the future term of the EB team and LC.
Be brave to take this step, show your leadership and (my favorite) enjoy this process. It's for you.
I am always ready to support and guide you. Remember that you are not alone, do not be afraid to ask questions.
It's time to be a leader!
Aiesecly, Diana LCP 23.24
Application deadline
12.11.22 23:59 GTM+5
Applications after DDL are not accepted
Interview&Tasks
14.11 -18.11
You may be offered an additional task on functionality or soft skills before or after the interview
Applications after DDL are not accepted
Elections
18.11. - 19.11
Elections including following parts:
1. Strategic speech
2. Q&A round
3. Motivational speech
4. Voting process
5. Announcement
Application package
No applications received after deadline will be considered.
Application package should contain:
Each file has to be in .PDF format (or on tilda), named as following: Name_Last name_part of package.
The whole application has to be sent in one .zip file named as following: Name_Last_FTname
1.Questionnaire
These questions should not take more than 15 pages.
2.Endorsement letters
Endorsing means people believe that the candidate is the right profile for an EB position in the LC (There should be the contact and signature):
1. From the person you work with
2. From the person who leads you
3. From the person you led
4. From external
3.Test results:
https://www.16personalities.com
https://www.idrlabs.com/ru/open-enneagram/test.php
Send it to LCPe: diana.dobrodeeva2@aiesec.net
| EB responsibility: - Working on local strategy creation & implementation
- Participation in all EB meetings and team-days - Participation in EB-EB and VP-VP transition - Preparing and delivering transition sessions for successor - Attending ALL National Conferences - Facilitating on Local Conferences - Participation in recruitment process - Filling in national surveys, tools and reports - Education for LC members - Goal achievement - Tracking the implementation of the compendium - Participating in LC touch points - Support of LC’s realizations |
- открытые позиции, структура
1.Who are you? How can you describe yourself?
2.What are your values and main life milestones that shaped you so far?
3. When and why you decided to apply? What was the key factor in deciding? What do you personally want to get from this experience?
4.What are your strengths and weaknesses? How your strengths will help you during your term? How weaknesses will stop?
5.What personal vision do you follow in various life situations?
6.Describe your personal goals for the next 1 year, 5 years, 10 years? Who do you see yourself in the future?
1.What does it mean for you to be part of a team?
2. Give examples from team experience (in Aiesec and outside) when
the team achieved a cool result (what role did you play in that situation)
the team was going through a crisis period
the team broke up
3.What does LC Ekaterinburg mean to you? What makes us different from others?
4.What does wolf culture mean to you? How do you plan to live it in the VP position?
5.Find out what strengths and weaknesses others see in you, what role you play in the team in the opinion of others
- What is the cause why AIESEC exist? What for the world need AIESEC?
- What does AIESEC mean for you? What do you love and hate the most about AIESEC? What would you change in AIESEC?
- What is the value of membership experience in AIESEC? Why person should choose AIESEC, but not the other youth organization? Compare AIESEC and 2 other youth leadership organizations
- How relevant do you think leadership is for young people today? Why do you think so?
- Present your Aiesec Experience and main learnings, including this term (graphically, visually or in words).
1) Why you decided to go for this functionality? What are your strengths that can be effectively applied in this department, as well as growth areas that can stop?
2)Analyze the 22/23 term, determine the top 3 strengths (what is worth continuing) and the top 3 bottlnecks (what needs to be changed/solved) according to these criteria: social networks, PR, UR, events, MoRV
3) What do you see as Aiesec's unique offer for young people in Ekaterinburg? Compare it with the offer of other organizations and opportunities for the youth of our city in the form of a table and criteria (goals, audience, activity, recognizability)
4) Make a general Customer Journey Map, mark the MKT influence zones and answer the question: What is the role of the MKT department in the customer journey?
5) How do you see working for partnerships in the next term? Who can we cooperate with, what resources do we have, and what resources do we need? What results do you see from the partnership?
6) How do you plan to work for a brand organization in our city? Give an example of tactics from online and offline marketing that work well and that we haven't done yet?
7) What can we learn from other LCs in Russia that run MKT? Talk at least 3 VP MKT from other LCs and make conclusions.
8)Talk to MC VP about the strategic development of the department for the next six months. Identify 3 focus areas for which you plan to work next peak
9)What are your main synergies? What topics with these departments do you plan to solve together based on your focuses? Present a plan of synergiesfocuses?
1) Why you decided to go for this functionality? What are your strengths that can be effectively applied in this department, as well as growth areas that can stop?
2) Analyze the 22/23 term, determine the top 3 strengths (what is worth continuing) and the top 3 bottlnecks (what needs to be changed/solved) according to the following criteria: LC2LC, CX, Sales funnel, MoRV
3) Make a general Customer Journey Map, mark the oRV influence zones and answer the question: What is the role of the oRV department in the customer journey?
4)What system of working with LC partners is there now? How can it be improved? What are the 3 main options for the interaction strategy
5)Rate from 1 to 10 your level in B2C sales. How do you plan to develop this skill in yourself personally and in your department?
6)Talk to customers who have gained experience on the project and who merged at one of the stages of the funnel. Take feedback and make conclusions
7) What can we learn from other LCs in Russia that run oRV? Talk at least 3 VP oRV from other LCs and make conclusions
8)Talk to MC VP about the strategic development of the department for the next six months. Identify 3 focus areas for which you plan to work next peak
9) What are your main synergies? What topics with these departments do you plan to solve together based on your focuses? Present a plan of synergies
1) Why you decided to go for this functionality? What are your strengths that can be effectively applied in this department, as well as growth areas that can stop?
2) Analyze the 22/23 term, determine the top 3 strengths (what is worth continuing) and the top 3 bottlnecks (what needs to be changed/solved) according to the following criteria: B2B partnerchips, LC2LC, CX, project positioning in LC and Entity
3) What value do you see in iRV's work with other organizations? What is the purpose of the interaction? Describe the main 3 groups of organizations that benefit from interaction with social projects from Aiesec in Ekaterinburg
4)Make a general Customer Journey Map, mark the iRV influence zones and answer the question: What is the role of the iRV department in the customer journey?
5)What system of working with LC partners is there now? How can it be improved? What are the 3 main options for the interaction strategy
6) Will study the possibility of submitting projects for grants from the state and private organizations at the regional and federal level. Why do you think work for grants is not common among the entity? What are the risks and benefits of participating in grant competitions?
7) What can we learn from other LCs in Russia that run iRV? Talk at least 3 VP iRV from other LCs and make conclusions
8)Talk to MC VP about the strategic development of the department for the next six months. Identify 3 focus areas for which you plan to work next peak
9) What are your main synergies? What topics with these departments do you plan to solve together based on your focuses? Present a plan of synergies
1) Why you decided to go for this functionality? What are your strengths that can be effectively applied in this department, as well as growth areas that can stop?
2) Analyze the 22/23 term, determine the top 3 strengths (what is worth continuing) and the top 3 bottlnecks (what needs to be changed/solved) according to the following criteria: MATG, Recrutment, MX, RR, membership, leadership
3) How do members see LC? Interview at least 10 members and make conclusions based on the answers received
4)How do you plan to work for the leadership capacity? What are the main reasons why people do not apply for higher positions? Identify 3 possible solutions to this situation
6)Study how other organizations work for HR. What can we use in our LC?
7) What is the role of VP TM in EB team?
5) What can we learn from other LCs in Russia that run TM? Talk at least 3 VP TM from other LCs and make conclusions
8)Talk to MC VP about the strategic development of the department for the next six months. Identify 3 focus areas for which you plan to work next peakщий пик
9) What are your main synergies? What topics with these departments do you plan to solve together based on your focuses? Present a plan of synergies
1) Why you decided to go for this functionality? What are your strengths that can be effectively applied in this department, as well as growth areas that can stop?
2) Analyze the 22/23 term, determine the top 3 strengths (what is worth continuing) and the top 3 bottlenecks (what needs to be changed/solved) according to the following criteria: FS, budget GA, product stability, etc.
3)What is FS? What are they necessary for? How can we increase the number of standards being implemented?
4) What makes our income stable? What makes LC financially sustainable? How will you work on it?
5) What is risk-management for? How do you determine its value? Formalize risk-management of LC for the coming months
6) What is the role of the Finance Department in LC?
7) What can we learn from other LC? Talk to at least 3 VP Finance from other LC and draw conclusions
8)Talk to MC VP about the strategic development of the department for the next six months. Identify 3 focus areas for which you plan to work next peak
9)What are your main synergies? What topics with these departments do you plan to solve together based on your focuses? Present a plan of synergies
