Effective National Planning

Using the AIESEC 2010 Scorecard

 Effective National planning
Using the AIESEC 2010 Scorecard
ROLE OF NATIONAL PLANNING

1. Translate AIESEC’s strategy & global plan into action at

the country level
2. Define the national priorities & focus for the coming year
3. Give clear input to LC & MC level activity on the basis of
their defined roles & responsibilities

INPUT TO NATIONAL PLANS

(From the AIESEC 2010 Scorecard & the Global Plan)

1. The global quantitative goals for the year

2. The core strategy of AIESEC
3. A library of action steps for each Critical Success Factor
(CSF)
4. The defined global focus areas & GN initiatives
5. Key Performance Indicators (KPIs) to measure performance

The AIESEC 2010 Scorecard is an effective management tool for AIESEC, which can be used at any level of
the organization till 2010 & possibly beyond. The most important thing is to ensure that activity in your country
is aligned to the Critical Success Factors described in the scorecard. The library of action-steps around each
CSF is the input from the global plan to the national plans – the activity that should happen at the country
level.

The minimums for countries to implement are –

1. Plan around the globally defined goals for 2010
2. Country performance would be measured against the globally defined Key Performance Indicators
(KPIs) coming from the AIESEC 2010 Scorecard

Countries are expected to contribute to the 3-5 global focus areas & the GN initiatives, if they have been
allocated a responsibility of if it is advantageous for them & creates further opportunities for them.

NATIONAL PLANNING PROCESS

STEP 1 – UNDERSTANDING
STEP 2 – CONNECTION WITH
ORGANIZATIONAL DIRECTION & STEP 3 – ACTION PLANNING
AIESEC 2010
STRATEGY

‰ Connecting with AIESEC ‰ Drawing inspiration from ‰ Current State Assessment

Identity – understanding AIESEC 2010 against the defined CSFs
AIESEC’s role in the (1st done for all LCs &
‰ Understanding the
country then consolidated for the
AIESEC 2010 Scorecard –
country)
‰ Understanding AIESEC’s the CSFs & the KPIs
core strategy of Product ‰ Activity Planning
‰ Goal setting for the year
Leadership & how it is
‰ Setting national priorities
applicable to the country
for the year (at the MC &
reality
LC level)
‰ External Analysis to
understand the external
landscape of the country

Effective National Planning Using the AIESEC 2010 Scorecard

BUILDING A NATIONAL PLAN FOR THE YEAR
The national planning process should be lead by the MC and the plan should be
built involving all LCs of the country (as large membership base as possible but at
least the involvement of all LC Executive Body members should be ensured).

Preparation for planning –

1. The entire MC team should understand the AIESEC 2010 Scorecard
2. All the CSFs coming from the Scorecard should be divided amongst the MC
members on the basis of their functional role & responsibilities. This should be institutionalized in the
MC structure.
3. Simulate the process within the MC team before you actually run it & plan for involvement of externals
(consultants, board members) where you think it is needed, adds value & is possible.
4. The MC team should already shortlist the ideas coming from the global plan (the Global Library of
Actions & Global Focus Areas) & they should bring a more focused list to the national planning
process, on the basis of the country’s reality.

STEP 1 – UNDERSTANDING ORGANIZATIONAL DIRECTION & STRATEGY

 Challenging each others paradigm to understand the

CONNECTING WITH AIESEC
IDENTITY – UNDERSTANDING
AIESEC’S ROLE IN THE COUNTRY
essence of AIESEC’s Identity
 Gaining clarity on the role of AIESEC & our Indirect
Approach
 Understanding how AIESEC Experience as the core work
of AIESEC helps us deliver on our Identity, by developing
the needed leadership in people
In the process, answering the following key questions:
 What are the social, economic & political opportunities &
challenges in the country?
 In what spheres of society is positive leadership needed?
 Thus, what markets, issues should we work with to create
powerful AIESEC Experiences for our members?
Resource – The Identity Toolkit (Global Members Community)

 Understanding what Product Leadership as a strategy

UNDERSTANDING AIESEC’S CORE
STRATEGY OF PRODUCT
LEADERSHIP & HOW IT IS
APPLICABLE TO THE COUNTRY
REALITY
means for AIESEC
 Defining what AIESEC in your country should be focusing
on doing & what we should not be doing, to fully leverage
on the strategy of Product Leadership
Resource – The AIESEC 2010 Scorecard (Global Solutions
Community)

Analysis of AIESEC’s position with regards to –

 Extra-curricular opportunities available to students at the
University
EXTERNAL ANALYSIS TO
 Recognition & support given to AIESEC by the University
UNDERSTAND THE EXTERNAL
amongst the other student associations
LANDSCAPE OF THE COUNTRY
 Options available to the corporate & the development
sector organizations to employ international interns
 The sponsorship market for youth initiatives

Effective National Planning Using the AIESEC 2010 Scorecard

STEP 2 – CONNECTION WITH AIESEC 2010

 Personal visualization & connection with AIESEC 2010

 Understanding the ambition of AIESEC expressed in the
AIESEC 2010 statement
 Understanding the 3 overall goals that come from
DRAWING INSPIRATION FROM AIESEC 2010 & their context
AIESEC 2010
 Introduction to the numeric organizational goals for 2010

Resource – The AIESEC 2010 Guide (Global Members

Community)

 Understanding AIESEC’s approach towards the different

business perspectives (stakeholders & processes)
 Understanding the relevance of the Critical Success
Factors with regards to the different perspectives, as 12
things that AIESEC needs to be good at to achieve
AIESEC 2010 & our goals
 Understanding AIESEC’s Strategy Map – how the
different CSFs contribute to each other & thus bring
UNDERSTANDING THE AIESEC focus in organizational activity
2010 SCORECARD – THE CSFS &
 Understanding how the different KPIs would help us
THE KPIS
measure our performance on the CSFs (these should be
introduced to the LCs as the criteria against which LC
performance would be measured from here on). Check
out Appendix 1 of this document for the customized list
of KPIs that can be used at the country level.

Resource – The AIESEC 2010 Scorecard (Global Solutions

Community)

Set national goals for –

GOAL SETTING FOR THE YEAR
 No of exchanges realized (incoming & outgoing)
 No of Members who complete a Leadership Experience
 No of Xs realized with Members who have had a
Leadership Experience in AIESEC
 No of Members
 No of Local Committees
 Quality of @XP (in the future)

Resource – Goal Setting (Appendix 2 of this document)

Effective National Planning Using the AIESEC 2010 Scorecard

STEP 3 – ACTION PLANNING
CURRENT STATE ASSESSMENT
AGAINST THE DEFINED CSFS (1ST
DONE FOR ALL LCS & THEN
CONSOLIDATED FOR THE COUNTRY)
ACTIVITY PLANNING
Note –
Resource – Global Library of Actions & the plans for the Global
Focus Areas coming from the global plan created at IPM
SETTING NATIONAL PRIORITIES FOR
THE YEAR (AT THE MC & LC LEVEL)
Effective National Planning Using the AIESEC 2010 Scorecard
 Every LC should evaluate their current state of each
CSF. This evaluation should be done using the KPIs for
each of the CSFs & then those CSFs should be ranked
Green, Yellow or Red on the basis of the performance.
 This evaluation should then be consolidated to create a
picture of the national association. A report should be
compiled which presents for each CSF, how many LCs
are a Green, Yellow or Red.
 Divide the CSFs amongst the different functional
teams/commissions in the country (example, A
Structured Induction into AIESEC CSF going to the team
of LC VP PDs lead by the MC PD responsible)
 After division of all the CSFs amongst the different
functional groups, help them understand each of the
CSFs & the related KPIs better
 Create a prioritized list of activities coming from the
Global Library of Actions that should be done in the LCs
this year. This becomes the plan of action & thus it
should be determined by the current state of the country
& the available opportunities.
 The activity planning should also take care of the must-
do’s & responsibility of your country coming from the
Global Focus Areas (if there are any related to the
particular CSF that the functional team is responsible for)
 All these actions should be aligned to the strategy of
Product Leadership
 The output should be compiled using a consistent
structure, which is easily understandable & is user-
friendly
 Once the list of activity for the year is finalized, every LC
along with the MC should pick the top 3-5 priorities for
the year
 These priorities are the must-win’s amongst all the
activity planned for the year for the LC & MC
CREATING YOUR MC YEAR PLAN & CALENDAR
Role of the MC – To enable LCs to perform core-work and
ensure sustainable development

Steps towards creating an effective MC plan –

1. Common understanding of the role of the MC, AIESEC
Identity & the AIESEC 2010 Scorecard
2. Clarifying roles & responsibilities on the different team
members (ensure that all CSFs of the AIESEC 2010
Scorecard are covered along with the different
organizational processes)
3. Define the ambition for the year, which would help
create the action plan
4. Create the year calendar

While creating the action plan, you should consider the following –
1. Organizational goals – country & global
2. Commitments made to the organization through responsibilities to deliver on the Global Focus Areas
3. National Activity Planning – your commitments to the LCs & the different functional teams
4. What else can you do which would help AIESEC in your country to go forward & achieve the defined
goals?
5. How can you contribute to the AIESEC Network going forward & delivering on the AIESEC 2010
Scorecard?

CREATING YOUR CALENDAR

The most important factor to consider while creating your MC year calendar is the calendar of activities of
your LCs. Since the role of MCs is to help LCs deliver on core-work it is essential that the LCs receive the
required support at the right time when they actually need it.

START WITH MUST-DO’S PLANNING – must-do’s are things that are essential part of your MCs year
calendar & have to be delivered at that particular point of the year.
Some examples of must-do activities for a MC are –
1. National Conferences
2. Advisory/Supervisory Board Meetings
3. Team Days & Year Plan Reviews
4. Elections & Transition
5. Holidays & Vacations
6. International Conference Attendance
7. LC Visits
8. Functional Team Meetings

This list should be reviewed & must be defined by you on the basis of your year calendar.

After putting the must-dos’s on your MC calendar you would have a basic picture of your calendar.

From this point forward you can allocate your defined action steps to the available time on the year calendar
on the basis of what would be the most advantageous for your LCs.

Effective National Planning Using the AIESEC 2010 Scorecard

APPENDIX 1 – KEY PERFORMANCE INDICATORS TO MEASURE THE PERFORMANCE OF LCS
CRITICAL SUCCESS FACTORS
(CSFS)
1. A high volume of
AIESEC Experiences
IMPACT
KEY PERFORMANCE INDICATORS (KPIS)
 No of LCs, Cities & Universities
 No & % of people with both X & leadership experience
 No of members who leave AIESEC after developing the defined
competencies (Quality of @XP)
 Satisfaction of members with their AIESEC Experience (Quality of
@XP)

 No of issues, markets AIESEC is working with

2. Opportunities to live
issue-based  No & % of members leaving AIESEC who have had an issue-
Experiences based @XP
3. Increasing High  No of Xs
Quality X
 Absolute & relative growth in X opportunities
Opportunities
 No of leadership opportunities
4. Increasing Leadership
Opportunities  Absolute & relative growth in leadership opportunities
 No & % of people wanting an X & Leadership experience &
5. Alignment between
actually getting it
Individual &
Organizational Goals  No & % of members who have a mentor
MEMBERS

6. Talent Management – Â Quality of people at each stage of the AIESEC Experience

Right Person doing the
 Retention rate of members
Right Activity
 No of members
7. A Structured Induction  Absolute & relative growth in membership
into AIESEC
 No & % of people with clear goals & plans for their future
8. Relationship Building  Absolute & relative growth in the no of enablers
& Capitalizing on
 Retention rate of enablers
ENABLERS

Partners Networks
 No & % of our partners who directly want to recruit AIESEC alumni
9. Credited for our High
 No of organizations that interact & recognize AIESEC for youth
Quality Membership
leadership development
 No of LCs who have a year plan & an operating budget
10. Effective
Administrative  No of LCs that have the required infrastructure to be able to
Management operate
PROCESSES

 No of media coverage received

 No of people who apply to join AIESEC with the expectation of
11. Consistent & Clear having a leadership experience
External Positioning
 No of conferences/forums we are invited to as representatives of
youth leadership
 No of LCs who have at least 6 months of their operating budget as
a reserve
SUPPORTERS

12. Sustainable Sources of

Revenue
 Retention rate of supporters
 Absolute & relative growth in the no of supporters
13. Partners Actively
Engaging in Activities

Effective National Planning Using the AIESEC 2010 Scorecard

APPENDIX 2 – GOAL SETTING
STEP #1 – SET YOUR EXCHANGE GOALS.

1. What was your exchange performance last year and the years before?
This gives you your base line for exchange performance in the upcoming year. Comparing the past year
to previous years tells you whether you’re on an upward growth trend or a cyclical trend. This will help
you identify where you are heading towards in the upcoming year.
2. What is your growth rate?
This tells you how much you can predict as a baseline projection for growth.
3. What was your realization rate?
This tells you how effective you are in exchange delivery. How many of your raises go unrealized? Do
you know why this happens?
4. What was your retention rate?
This tells you how many past TN clients returned to AIESEC in the past. Unless you have focused on
improving this figure, it is likely you will have a similar figure for the upcoming year.
5. Analyze your external environment and its impact on your goals
 What is the external environment like?
 Is your economy growing? In which sectors?
 Are there growth opportunities AIESEC can capitalize on?
 Is your external environment becoming more friendly to AIESEC or less friendly?
This analysis is especially useful for each LC to conduct for their specific local market. It’ll help them later
on in segmenting the markets and targeting the right markets.
6. What is the talent pipeline in your LCs? What is the level of activity in your country? What do you
predict will be the level of activity over the upcoming year?
 Do you have talented sellers?
 Do you have committed exchangers?
 Do you have a lot of available forms? Do you have large raising drives planned or coming up?
 What is the focus of your LCs this year?
 Are your SNs matching themselves?
 Have you implemented common induction/common recruitment?
 Have you changed your selection criteria for SNs?
These will have an impact on how this year differs from previous years. If your SNs are matching
themselves, you can expect the SN realizations to increase. If you’ve changed your SN selection criteria
significantly without allowing a phase-in, you may expect
a decline in SN numbers as your external intern market
adjusts to your new policies. It is not advisable to make
drastic changes without the internal systems in place first
(i.e. Proper HR planning in advance so you know
whether you have sufficient numbers of potential SNs in
your current membership or projected membership. It’s
best to phase in implementation with planning in place to
continue recruiting for now in the graduate market while
recruiting younger students who will later go on exchange
after getting experience in AIESEC. Also allow for the
graduate market to participate in AIESEC with realistic
terms of involvement.

Effective National Planning Using the AIESEC 2010 Scorecard

 If you do not see much activity in your country, what can you do about it? One major tip is, do not focus
on one thing only. Do you see marketing as your weakness now? Don’t just focus on the marketing- focus
on your talent in the sales teams, focus on how the exchanges are being delivered, etc. A large focus on
one thing will improve that one thing but at the expense of other areas being neglected and you’ll have to
focus on those again in the upcoming year. Be balanced but don’t try to do too much.
7. Keeping in mind all the figures above, allocate potential exchange numbers to each LC in your
country.
Some LCs has more potential than others because of talent pipeline, LC culture, history of achievement,
past and current activities, etc. Don’t hold all your LCs to the same goal- be realistic.
8. Allocate the goals to quarters and months for each LC
When does the LC raise SNs/TNs? What are their peak times for matching and realizations? These are
factors to keep in mind when allocating the goals.
9. Sum up your LC goals to form your national exchange goal.
Review this goal – does it sound realistic? Is it overachieving? Is it underachieving? Are you reaching the
growth rate you kept in mind?

STEP #2 – SET YOUR GOALS FOR NUMBER OF MEMBERS.

A. Look at your current “members/exchange” ratio.

B. Decide your target members/exchange ratio, based on
your reality.
C. Multiply your exchange goals by your
members/exchange ratio, to reach your goal for
number of members.

Example:
If your exchange goal for 2010 is 100 exchanges, and your goal
for members/exchange in 2010 is 3/1, then your goal for
number of members in 2010 should be 100 x 3/1 = 300.

Crosscheck:
To cross-check this goal, look at how many members per LC you would have if you had this total number of
members. Is this realistic?

STEP #3 – SET YOUR GOALS FOR NUMBER OF PEOPLE COMPLETING A LEADERSHIP EXPERIENCE.

A. Look at your current and desired “members completing a leadership experience/total members” ratio.
a. Consider, according to the <definition of leadership experience> how many leadership
experiences are completed each year. A leadership experience is ‘completed’ when
someone finishes that particular term entirely (i.e. – not just when they finish at least three
months).
B. Look at the goal for number of members from Step #2.
C. Multiply the members completing a leadership experience/total members ratio by the total number of
members to reach your goal for number of people completing a leadership experience.

Example:
If your desired “number of people completing a leadership experience/total members” ratio for 2010 is 1/5,
and your goal for number of members is 300, then your goal for number of people completing a leadership
experience should be 300 x 1/5 = 60.

Crosscheck:
Consider how many leaders this would mean you would have per LC. Is this realistic given the structures and
the number of members you would have?

Effective National Planning Using the AIESEC 2010 Scorecard

STEP #4 – SET YOUR GOAL FOR NUMBER OF EXCHANGES REALIZED WITH INDIVIDUALS WHO HAVE
HAD A LEADERSHIP EXPERIENCE IN AIESEC.

A. Look at the current percentage of your exchange

participants who have a leadership experience in
AIESEC.
B. Decide your goal for the percentage of your exchange
participants who have a leadership experience in
AIESEC.
C. Multiply your goal for the number of exchanges by your
goal for the percentage of exchange participants who
have had a leadership experience in AIESEC to reach
your goal.

Example:
If your goal for the percentage of exchange participants who
have had a leadership experience in AIESEC is 60%, and your goal for number of exchanges is 100, then
your goal for the number of exchange participants who have had a leadership experience in AIESEC will be
100 x 0.6 = 60.

Crosscheck:
Look at your goal for a given year and compare this to the number of people completing a leadership
experience in the year prior. If you were to reach your goal, what percentage of the people completing a
leadership experience in the year prior would have to go on exchange? Is this realistic?

STEP #5 – SET YOUR GOAL FOR NUMBER OF LCS.

A. Look at the all of the TN and student markets in your country.

B. Complete an analysis of which markets you will need to expand to in order to reach the above four
goals.
C. Decide how many LCs you will need to create in order to reach your desired market coverage.
D. Decide if there are any LCs that will be closed or combined.
E. Subtract the number of LCs that will be closed or combined from the number of LCs that you will have
to create in order to reach your desired market coverage, and add this to your current number of LCs
to arrive at your goal for number of LCs.

Example:
I notice that there are three cities that I need to establish LCs in
to reach my exchange, membership, and leadership experience
goals. I also see that in my capital city there are far too many
LCs and it is causing inefficiencies, so I will have to combine
two of these LCs to make one LC. Then I have 3 – 1 = 2 new
LCs + 7 (current LCs) = 9 total LCs.

Crosscheck:
Is this a realistic number of LCs for your MC to manage
effectively? Would you have to expand your MC capacity in
order to ensure all of your LCs are healthy and high-
performing? Do you have the ability to do this?

Effective National Planning Using the AIESEC 2010 Scorecard

THINGS TO CONSIDER WHILE SETTING GOALS

Always start with reality. It is important

that any goals we set are set based on the
firm foundation of reality. Before any goal-
setting process, revisit all the aspects of your
current reality to ensure that you are aware
of this while setting goals. Don’t be afraid to
look the facts of reality in the face.

Cross-check, cross-check, cross-check.

At each stage of the goal-setting process,
make sure you cross-check the numbers you
have come up with. Compare them to your
current reality; compare the different goals
you’ve set to one another. Make sure that
everything makes sense and that there are
no obvious errors.

Plan where the numbers will come from.

It is important that you have a general idea as to where your numbers will come from. What LCs will generate
the exchanges? Is this realistic given their current performance levels?

Ensure that your plans fit the goals. What are the ideas you’re going to be putting into action to reach your
goals? Are these the things that you can do that will best allow you to achieve them?

Review your goals frequently. In order to ensure you are aware of and progressing towards your goals,
you need to constantly be evaluating your progress towards them. Make this a part of your weekly meetings
and plan reviews. Always get as much information as you can to see if you are on-track or not.

Once you’ve gone through this process, you will have clear,
integrated goals set for your country.

Effective National Planning Using the AIESEC 2010 Scorecard