The document summarizes 5 examples of Good Country Practices (GCPs) from different AIESEC country committees: 1. AIESEC Brazil achieved over 250 internship placements during off-peak months through a campaign multiplying impacts and focusing on recent graduates. 2. AIESEC India implemented integrated experiences for 250 members, strengthening leadership in 22 local committees and driving expansions. 3. AIESEC Russia generated over €100,000 for national projects through sales of customized internship programs to large companies, placing 320 interns. 4. AIESEC Czech Republic improved internship retention by selecting leaders based on understanding of people and processes, and providing transition support over 2-3 months.

1. Atenea & Daniel
Presents

2. THE COOLEST SESSION!!!!!

8. Let’s showcase 5
GCPs of our
COUNTRY

14. Now, we will learn
about 5 GCP’s in
AIESEC network!

15. oGCDP Off Peak
Recruitment
by AIESEC in Brazil

16. OGCDP Off Peak Recruitment
Programme: OGX GCDP
Key results achieved: Over 250 RA in off-peak
months (July, August, September, February)
Which bottleneck does it address? Lack of EP’s in
the system for oGCDP/ Operational growth

17. HOW to ACHIEVE IT!
Key action steps
There are two BIGGEST elements:
1)Multiplying your impact campaign: to sell
another GCDP before or during the realization
of one GCDP/GIP experience abroad.
1)Market focus on people who have just
graduated/ universities with different timelines.

18. Sharing Learnings
Challenges/Successes:
Be careful not to focus 100% of your efforts on
off-peak, once it could fail and you may lose your peak (i.e. do not
have all projects of one LC focused on that).
Normally, people who have just graduated are the
ones who are most likely to do a combo of more
than 1 GCDPs, due to lack of hurry to come back.
Learnings/Advices to the network:
Not all LCs have the maturity to do this kind of strategy. I
recommend you to do it with your top 40% of the LCs.

19. Contact Person:
AIESEC in Brazil
Name: Arthur Chiba/ Raissa Falcão
Position: MCVP OGX GCDP/ MCVP MKT
Email: arthur.chiba@aiesec.net /
raissa.falcao@aiesec.net
Additional Materials:
Links and description of additional materials

20. Enabling the network. Together
GCP SHARING

21. AIESEC India - Integrated Experiences
Which bottleneck does it
address?
• The culture of internal
membership experiencing
the product and gaining
key
competencies for TMP and
TLP experiences
• Avenue for oGCDP
realizations
• Improves International
relations with other
countries
Key Results Achieved
 250 members went on exchange
 Out of 250 members 74 are on
executive board of 22 LCs
 3 Expansions driving IXP in
their LC leading to strong
foundation and out of them 2 got
converted as parent LC
indicating IXP as an important
avenue for leadership building in
local chapter
 17 LC out of 22 have IXP culture

26. SCR sales for iGCDP
projects
By AIESEC Russia

27. Key Results
- About 100,000 ($1,810,000.00 ) euro for 4
different National Projects
- 320 GCDP TNs XP realized
Wow!!!!!!

28. Key actions Steps
1. Product Packing
2. Market research amog big
3. Sales of a product
4. Contract signing
5. Delivery of Project
6. Raising responsible culture amog LCs

29. Product Packing
Social issue Relevance
Members
iGCDP/MKT/B
D
# cities
# interns
# events
# schools

30. Market research amog big
BIG SCALE COMPANIES
CSR activities
Based on the project issue

31. Sales of a product
Main Channels
Official letter to CEO of a comapny
ALUMNI
Contract Signing
Make it rigth way
Ensure money

32. Delivery of Project
- Elect group of people to educate leaders, monitor
results and prepare reports for partners
- One person “Project Manager” with FULL TIME JD
Responsible Culture
- The people should clearly understand the responsability fro
project, for each KPI promise to a company

33. 1.- Time line
Following
2.- LC performance
1.- Ensure clear alignment BD
MKT FNZ iGCDP
2.- Engage LC for goals setting
3.- Do not promise to a
company something you are
not sure you could
Challenge Learnings

34. iGIP TLP retention rate
growth
By AIESEC Czech Republic

35. - For TLP positions in iGIP applied mostly people from this area
cause of necessity of selling skills and results required
- For TLP positions the best selleres were mostly selected
- These people could not handle the people in the area so good
and also their own results dropped
- People unable leading people in the area caused that also TMP
takers left the area (to another FA or they left organization
itself)
Previous situation

36. - Focus on TLP selections – not only the best sellers can be TLP in this
area
- Setting the profile – people understandning the product, processes
with deep organization understanding
- TLP transition/induction – period between selections and teams
starting to work prolonged to 2-3 months
- Transition/induction focused on proper soft skills education (how to
lead team, delegation etc.); transition partlly delivered nationally
- Selling skills of team members also developed by mentoring
Action plan

37. Results
- TLP retention rate in iGIP in autumn 2013 – 90% (27 out of 30)
- TMP retention rate in iGIP in autumn 2013 – 85% (63 out of 74)
- No. Of filled TLP positions in January – 93% (27out of 29; some
positions were opened once again)
- Constant growth in RA/MA/RE in iGIP in Q3,Q4 2013

38. The right co-
delivery means
more and
better
leadership
development

39. CREATIVITY
15 MIN

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