1. Question 1.
Create specific selection guidelines for each pool
Adapt Communication plan to each target
Establish Cy2Cy, LC2LC partnerships
Recruit EPs for specific TNs or Recruit EPs and
2010- Re rate – 49% send CVs for targeted raising
2011(until now) –Re rate -45% Specific Country campaigns with main TN
2011-delivery time - 45 days Providers (China Mainland, India – on each pool)
Focus on less exploited pools ( Education,
Technical)
Approach new areas (Industrial Manufacturing –
TN provider: Turkey; Pharmacology & Health
Care – TN provider: India, Indonesia, Brazil etc.)
Create a wiki on which we upload the main
documents needed for an EP (how to make your
Cv, motivation letter, how to search for a TN,
XPP, other EPs, returnees contact details, visa
procedures, matching mail etc.)
Question 2.
I think in Romania we lose focus on these type of traineeships because most of the EPs are
focused on the Managerial field and those are the hardest ones to match. As MC together with
the VPs its really important to make a market research on each student market to be aware of
what types of internships are wanted to contour also our approach.
Educational - limitation to approach people prepared to teach a foreign language and no other
fields
- Fear of the unknown (missing out on the school distribution)
- Difference in the children mentality abroad
- Financial restrictions (teachers have a low salary in Romania, and they are
conscious that they cannot leave the country without any money)
Technical – people with technical field are searched in Romania
- competition between national market and international one regarding financial
revenues
- commodity and unwillingness to move to another country
- distrust in the program of technical students
-
Strategy:
Targeted recruitments ( EPs recruited for specific TNs)
Specific Partnerships (TT: Germany, Belgium, Finland, Brazil; ET: China Mainland,
India, Turkey, Brazil, Colombia)
Collaboration with specific NGOs, Cultural Centers, Career Orientation Centers,
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Inspectorate etc.
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Sell the technical recruitment to IT companies

2. Implement the Education Cycle (ET: trainings on presentation skills, audience
management etc., TT: trainings from company representatives on hard skills)
Get testimonials from big IT companies that recommend the exchange program
Offer 2 for 1: preparation (education cycle or PBoX) + internship
Offer support for each LC to make a market research and then implement specific
recruitment campaigns
Capitalize on a specific segment for each LC (ex: Arad – Architecture, Targu Mures –
Medicine & Pharmacology etc.)
NST has ownership and focus for the objectives
15%
Question 3.
By talking with the VP OGX I realized that in most cases, the reason why the National Projects
were not implemented was the differences of the local reality, timing, past experiences with the
student marked and so on. The first and main thing that should be done would be talking
individually with each of the VP II from the country and set some clear expectations of what
he/she envisions from the term so that there can be established the frame, to create projects of
interest for all LCs.
Another solution could be involving directly the VPs in the creation process of the projects. By
having NST members that are focusing on a specific field they can help the VPs to create the
much needed market research, chose a specific area and then the ones interested in that area can
create the template for the project that afterwards can be audited by the MC VP. Taking in
consideration the new way of working we can implement the same concept here. After having a
new national project idea we will search for a project manager and a team to coordinate the
whole project ass assure its quality
To motivate the VPs also there can be contest – each will have to work according to the new
structure so that means internal initiatives – by establishing some national criteria for each (by
this we insure the quality of the experience) and seeing which LC achieves the highest
percentage of success. Through this each VP might have in his/her hands the future national
project and a good case practice.
There will be a few characteristics for this: having a project manager for each project or
initiative, creating a team for brainstorming, a team responsible for the market research on the
local markets, quality team and also reintegration team to insure the continuity of the AIESEC
experience packaging.
Question 4.
Country Initiatives Way of Working Difficulties
-Capitalizing on market and -MC focusing on the -Communication
focusing on specific countries professional advisory and with VPs difficult
-On the DT/ET area crating coaching of VPs because of the big
Winter peak tapping supported by -Learning and number of VPs
2
country cooperation’s and development role -Visa issues due to
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AP-China investments with India, Indonesia, -Separate MC VP for GIP duration

3. Mainland Turkey, Poland, Russia, Ukraine, and GCDP
Kenya, Ghana etc. -Online communication
GCDP- - On the MT/TT area smart with VPs and NSTs
1895; supply-demand analysis and
GIP-308 major partnerships with Japan,
Germany, India and CEE
-no specific initiatives – -Communication Tool for - not focusing on
realizations due to strong all NSB members with GIP cooperation’s
economy and the fact that data entered for each LC - a lot of unused
AIESEC as an organization and -Mc and NST have potential mainly in
brand is closely associated with strategic planning weekend doing GIP
WENA – economics and business every semester campaigns
Germany administration
-Members focused on GIP
GCDP- because of ambitions and focus of
559; people for career development
GIP- 243 -People with economic mindset
-Focus mostly on GCDP
cooperation’s
-working mainly with BRIC -Very good -some VPs didn’t
countries(Brazil, Russia, India, communication between accept any help from
China) MC and LC (Facebook the MC or NSTs
Ibero -National Partnerships for GCDP Channel) -VPs that worked
Brazil (BRIC +Colombia, Poland, -NST for GIP and GCDP separately
Hungary) -4 NST for GIP, 4 NST for
GCDP- -National Matching Channel on GCDP + 1 GCDP Manager
1044; Facebook -NST responsible for
GIP-324 -Teachers used as promotion implementing the national
persons for AIESEC strategies
- 2 MC VPs
CEE – -In each LC minimum 3 -National conference -Problem with
Poland recruitments -Communication based on communication with
-Recruitments made on National commission meetings (MC MCs
GCDP- Programs(Discover China, Africa, and LC VPs) –each month -Hard to track each
558; Russia, turkey, India and Teach -Requirements for each LC EP
GIP- 392 the World(ET)) that need to be surpassed -Partnerships –trying
-Business Program for MT and -R&R system to rebuild the
Technical Top Talents (TT) -National Time frame for connections
-National promotion tools recruitment national -Lack of financial
planned sustainability
-Personal goal and tracking -reintegration of EPs
for each EP done by the
MC
Strong Tracking VPs for
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every EPs
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-Promo in Universities with -From promo to raising=1 -some VPs don’t

4. wealthy students week really want to
-Targeted resuitments on -Departments structures on cooperate
supply&demand recruitment on a specific -most of the VPs
MENA – -Recruitments on niche don’t know how to
Egypt Partnerships(Discover india, -very close working do OGX
Brazil, Latin America, Europe) together(5 LCs in Egypt: 4 -some VPs don’t
GCDP-361 in Cairo, 1 in Alexandria) know how to anayze
-MC operational, help with the DAAL files
strategies
-Cy2Cy Partnership(India, -Not a very good -Visa process(for
Turkey) communication between Europe mainly)
-Optimization of work on MC and LCs -Lack of
universities for continuos -MC main responsible for communication from
MENA – promotion of GIP and targeting the development of the the national to local
Tunisia requested profiles VPs(ex: provides coaches level and vice versa
-A culture of ”How to sell OGX” for them)
GIP-119 is built in the country -The method of working
-Integrated Global Exchange with LCs is based on the
Program in packages of private combination of several
universities in Tunisia competitions and good
tracking of work
Africa – -Cooperation with Brazil -online channels -Visa problems
Nigeria -People sent in Africa -work with NST -Communicatin with
-Campaign for CEE -tracking and coaching of LC VPs
GCDP-159 VPS
GIP-34
Question 5.
What I feel that is applicable to each LC VP is that besides the internal motivation and
attachment to the area you need to give a bit of flavor to the whole process.
R&R system each Quarter or Month for the most performant VP (ex: Ra, Ma)
A more strict tracking on their activity (done by the MC VP or NST)
Exchange Prize (at RYLF and NC)
Personal connections they lead to better professional chemistry => support from one VP
to the other (they can be done by Team Buildings, non-formal Skype meetings,
conferences – national ICPS etc.)
Goal Setting, one on one discussions
Specific deadlines (ex: ongoing recruitment – in the 15th of each month checking how
many people applied and how many were selected during the past month).
VP 2 VP – each VP should talk individually with all the other VPs and share GCP,
frustrations, future initiatives etc. to stimulate communication and bonding.
Most successful internal initiative/ project
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A national preparation plan (marketing, promotion, selection, CV screening etc.) so that
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each VP is prepared to fulfill every responsibility in the JD

5. Get more connected to the international network, sharing with GCP Countries (ex:
AIESEC Romania and AIESEC Brazil – put local VPs in contact with the other VPs and
establish concrete points they need to learn about)
Find a coach from other country for each VP
Offer strategic support for VPs, present opportuitites, new trends, realization peaks on
each pool etc.
Question 6.
I would like each LC to be able to be as creative as they desire while creating communication
campaigns or strategies on the International Internship area. My only concern would be for them
to transmit the correct information at all time and to the specific target. As I see the
communication strategy needs to have a central amount of information from the MC – it might
be that not all VPs have the preparation on this area so they need a basic start up point. The
information will be so created in order to be easily adapted to specific needs and here I am
talking about specific activities of each LC. Furthermore the strategy will be adapted to each
main field so that it can be easily folded on any specific needs.
Another important point in the national communication strategy is to convert the information to
be transmitted on each of the means of communication chosen (Facebook, LinkedIn, Twitter,
News articles, Press releases, Yahoo groups, sites etc.)
Question 7.
2009 – 2010 GCDP Re – 51, GIP Re - 141
Strengths Weaknesses
- growth on OGX results (28, 25 %) - tracking of national projects
- international cooperation’s - realization rate (43% due to high number of
initiatives of OGX national projects Available EPs from other terms)
- strong OGX culture - implementation of the national project’s(MT
- functional NST (tracking national projects, based-difficult to create collaboration)
responsible of international collaborations, - overselling to the partnering countries, of the
auditing) LCs’ EP providing capacity
2010 – 2011 GCDP Re – 123, GIP Re -169
Strengths Weaknesses
- Packaging of the AIESEC experience - MT/TT pools uncovered by the Packages
- X+L/L+X growth - Lack of National Projects
- Good relation & communication with the LCs - Few partnerships for MT/TT
- Overall growth - Returnee Conference cancelled, due low
- Functional NST(education cycle for the confirmation rate of returnees
members, TTT for the EPs, selection and
induction materials)
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2011 – 2012 GCDP Re – 114, GIP Re - 86

6. Strengths Weaknesses
- Strong communication between VPs & MC - National initiatives that couldn’t be applied to
VP each LC
- Tracking system for each task - Leisure tracking
- National Partnerships - Low Re on Educational & Technical
- Growth on GCDP
GCDP:
Internal Recruitment
Targeted recruitment before the summer peaks (June-July and August–September)
Project Partnerships
Star ranking for each LC (questionnaire for former EPs about the quality of their
exchange)
Promotion of qualitative projects or countries all year round (Campaigns: “Spend your
winter/spring break in…”, Edison –Czech Republic, Myself My World -turkey, Zivo Bez
Granica –Serbia etc.)
World Café (Trainees + Returnees)
Constant update on the blog
Live from…-EPs that are in exchange make a video talking about what they are
experiencing
GIP (besides the ideas above mentioned):
Create a national document with information about the international internship program
distributed to all LCs (it can be customized, but it assures that the correct information is
distributed at every level)
Constant promotion of the GIP focused on online channels and partners
Internal Initiatives (on specific pools – with national template depending on the peak and
local reality)
Have a responsible at the national level for the international cooperation’s that tracks the
deadlines, activities and delivery for both sides of the partnership
Make national ICPS together with Returnee Conference -> helps with the motivation of
the EPs, setting of expectation, for the returnee it might be the catalyst for a ReRa
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