The document summarizes the results of a survey conducted by AIESEC to measure participant satisfaction across its programs using Net Promoter Score (NPS). The survey was sent to over 18,000 recipients across AIESEC's programs in 19 countries. It received over 1,000 responses. Overall NPS was 53, indicating good satisfaction. Program-specific results are provided for the Global Community Development Programme, Global Internship Programme, and Team Member/Leader Programme. Areas of improvement and recommendation are also outlined for each program. The survey found continued strong recommendation of AIESEC's experience, with over 700 respondents saying they would recommend it to friends or family.
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
The document discusses an initiative called AIESECer@PwC that aims to promote internship and project opportunities at PwC for AIESEC members. It encourages AIESEC alumni working at PwC to create short videos about their experiences and share them to attract more AIESEC candidates. It also provides updates on AIESEC's new online platform and asks readers to help raise awareness of the 38-year partnership between AIESEC and PwC by endorsing opportunities like the Global Internship Program to their managers.
Ten Tips to Succeed in Global Software Engineering EducationIvica Crnkovic
The document discusses strategies for organizing distributed software development projects between Mälardalen University in Sweden and the University of Zagreb in Croatia based on 10 years of experience. It describes how the projects are organized with students divided into groups with supervisors at each university. Evidence is gathered from initial and final student questionnaires, weekly reports, meeting minutes and anonymous evaluations. Tips provided to ensure effective communication include assigning work from the first lecture, requiring students to present themselves, developing a detailed communication plan, and using source code management to improve awareness of decisions and issues across sites.
The document discusses how appreciative inquiry and problem solving approaches can be combined for process improvement. It explores how AI can enhance problem solving by focusing on strengths rather than weaknesses. Problem solving is useful in some cases but can be augmented by AI's positive, strength-based approach. The document proposes an "appreciative problem solving" hybrid method and outlines how the processes of AI and problem solving differ and could be integrated to leverage their benefits for work system innovation.
The document outlines a 3-day lesson plan for a 3rd grade science class on sustainability and carbon footprints, which will have students learn about sustainability factors, calculate their carbon footprint using an online tool, and create a Prezi presenting how they can improve environmental care using technology integrated activities aligned with state standards.
The document outlines a plan to increase the scale and relevance of TMP and TLP programs by:
1. Creating more team experiences based on specific needs and purposes.
2. Recruiting participants based on specific needs, interests, or skills.
3. Developing short-term team experiences.
4. Partnering with other organizations.
AI will help drive collaboration, run prototypes, and develop evaluation methods to support program management and global partnerships. The activities focus on reviewing existing teams, opening new opportunities, redesigning job descriptions, and planning short-term experience pipelines.
cPrime's latest Agile Meetup discussion will center around methods for how to monitor and validate the performance of agile.
Many firms that have been doing agile can not determine how or if it has had an impact on the company. Agile expert, Jeff Howey will discuss ways to evaluate agile performance. Join our webinar to learn how to identify the benefits of agile and uncover the differences between companies that exhibit "agile-like" behavior and highly functioning teams.
The document discusses an initiative called AIESECer@PwC that aims to promote internship and project opportunities at PwC for AIESEC members. It encourages AIESEC alumni working at PwC to create short videos about their experiences and share them to attract more AIESEC candidates. It also provides updates on AIESEC's new online platform and asks readers to help raise awareness of the 38-year partnership between AIESEC and PwC by endorsing opportunities like the Global Internship Program to their managers.
Ten Tips to Succeed in Global Software Engineering EducationIvica Crnkovic
The document discusses strategies for organizing distributed software development projects between Mälardalen University in Sweden and the University of Zagreb in Croatia based on 10 years of experience. It describes how the projects are organized with students divided into groups with supervisors at each university. Evidence is gathered from initial and final student questionnaires, weekly reports, meeting minutes and anonymous evaluations. Tips provided to ensure effective communication include assigning work from the first lecture, requiring students to present themselves, developing a detailed communication plan, and using source code management to improve awareness of decisions and issues across sites.
The document discusses how appreciative inquiry and problem solving approaches can be combined for process improvement. It explores how AI can enhance problem solving by focusing on strengths rather than weaknesses. Problem solving is useful in some cases but can be augmented by AI's positive, strength-based approach. The document proposes an "appreciative problem solving" hybrid method and outlines how the processes of AI and problem solving differ and could be integrated to leverage their benefits for work system innovation.
The document outlines a 3-day lesson plan for a 3rd grade science class on sustainability and carbon footprints, which will have students learn about sustainability factors, calculate their carbon footprint using an online tool, and create a Prezi presenting how they can improve environmental care using technology integrated activities aligned with state standards.
The document outlines a plan to increase the scale and relevance of TMP and TLP programs by:
1. Creating more team experiences based on specific needs and purposes.
2. Recruiting participants based on specific needs, interests, or skills.
3. Developing short-term team experiences.
4. Partnering with other organizations.
AI will help drive collaboration, run prototypes, and develop evaluation methods to support program management and global partnerships. The activities focus on reviewing existing teams, opening new opportunities, redesigning job descriptions, and planning short-term experience pipelines.
This document discusses how business excellence frameworks can help organizations develop an innovative approach. It argues that innovation is best viewed as a continuous process rather than a discrete outcome. Business excellence models incorporate elements that can embed innovation across an organization, such as a focus on customers, staff feedback, and continuous learning. Case studies show how organizations have used principles of business excellence like clear objectives, review of progress, and willingness to change to drive innovation in areas like leadership, employee recognition, supply chain management, and process improvement. The conclusions are that innovation is more effectively a continuous process than an event, and that business excellence techniques can help organizations innovate more successfully.
The document discusses key findings from ESI's global survey on Project Management Offices (PMOs). Some of the main points from the survey include:
- Over 3,000 respondents from 16 industries and 6 continents participated in the survey.
- Around half of respondents have a PMO in their organization, with value and effectiveness of the PMO recently being questioned in many cases.
- Many PMOs do not formally measure their own effectiveness or the impact of training provided.
- Areas like improved training, processes, and resource management are seen as areas PMOs have contributed improvements.
- Active involvement in sustaining skills after training is an area many PMOs could improve.
Stephen Hale, Ogilvy Earth, National Green Brands Forum, June 17th 2010, Melb...3 Pillars Network
Stephen Hale facilitated a highly interactive workshop session as part of the National Green Brands Forum, working with attendees to delve deeper into how we can embed sustainability in a brand from the inside out.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
"People Encouragement and Motivation- Al Forsan System in SCA' by Ali FadhlaniDubai Quality Group
Presentation on "People Encouragement and Motivation- Al Forsan System in SCA" by Ali Fadhlani during 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
Imex Power of 10 Launch Presentation May 23rd and 24th 2012Rohit Talwar
The document summarizes the findings of a study on the future of the global meetings industry over the next decade. Key points from interviews and a global survey of over 750 individuals from 68 countries include that proving ROI and value, adapting to rising delegate expectations, leveraging technology, and generating revenue through ongoing engagement will be important drivers of the industry. Regional differences and priorities are also highlighted.
This study examined the entrepreneurial environment in the Bluegrass Region of Kentucky through case studies of successful technology companies, surveys of business owners, and focus groups. The survey found strengths in the region's quality of life and education institutions but areas for improvement in access to capital, networking opportunities, and management training. Recommendations included creating more networking events, providing entrepreneurship training, and developing resources to connect businesses to support services. The responding organizations outlined specific action items they would take to address these issues and strengthen the regional entrepreneurial environment.
ValuEngrave provides consulting services to Argentine entrepreneurs and tests the market potential. An online survey found that over half of respondents had started businesses before and most were willing to pay up to $6000 ARS for professional help. Based on the number of entrepreneurs in Argentina and survey results, ValuEngrave estimates the market value for its consulting services is 6.465 billion ARS.
Employee Engagement Analysis: What Are We Assessing and What Should We Assess?Human Capital Media
Business leaders need employee engagement data to drive strategic decision making. But, what data do they need, and are they getting it? Human Capital Media (HCM) Advisory Group, the research division of Talent Management magazine, discovered that 33 percent never assess absenteeism when measuring employee engagement — a critical engagement indicator. This webinar will describe what employment engagement factors organizations are assessing and how they are doing so based upon research by HCM Advisory Group. The presentation will include the 2012 top employee engagement challenges and the future of employee engagement analysis. Join this session to see how you stack up!
IABC Colorado Measurement Workshop March 2009tudorwilliams
Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
Insights2020: Driving Growth through Customer-CentricityLinkedIn Hong Kong
Learn more about Insights2020, a global initiative by Millward Brown Vermeer, focused on uncovering the drivers of customer-centric growth and helping marketing leaders:
- Define the role of insights & analytics in driving business strategy and growth
- Build and organize the function for success
- Emulate the leadership competencies and behaviours of over-performing organizations
Returns to Public Investments in ECEC Oslo, Norway Implementing Policies for ...EduSkills OECD
Why invest in ECEC?
First 5 years lay foundations for language, academic abilities, habits & socio-emotional development
The window for change does not close after age 5, but “catch up” is costly
Worldwide more than 200 million children under 5 are failing to reach their developmental potential
Preschool interventions can enhance development and yield high economic returns
Wicresoft is a technology staffing and solutions company with a vision to be a trusted partner in the DFW market. It has a majority shareholder in Microsoft Corporation and aims to empower customers and enable career growth for employees. The company has a global presence with offices in North America, Europe, China, and Japan, and plans to expand further in the US with new branches in Atlanta, Chicago, Denver in 2012. It provides IT staffing, consulting, and business process outsourcing services across many industries. Wicresoft emphasizes quality, training, and certifications to ensure it meets high standards and client commitments.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
Leadership development and digital transformation with AI and MS TeamsSam Franklin
How do you make leadership development relevant to managers already battling to get the most out of new workplace technology? Arcadis, which is adopting a design-thinking approach to provide its managers more efficient and effective personal development, worked with Filtered on an experimental project to try and do just that.
Arcadis took a multi-channel approach by embedding magpie's curated recommendations inside Microsoft Teams, email and online. In this seminar, join Filtered's Head of Customer Success, Rob MacAllister and Academy Content Manager at Arcadis, Ajay Jacob, to find out.
- How to combine important business change programmes with MS Teams adoption
- How you can curate from existing resources to kick-start a self-directed development community
The role of recommended articles, videos and PDFs alongside formal pathways
- Beyond ‘build it and they will come’: a multichannel approach to learning
This document provides information about a two-day training workshop on process improvement using Lean Six Sigma Yellow Belt certification. The workshop will be held on April 19-20, 2010 in San Diego, CA and will teach participants to apply Six Sigma tools to solve organizational challenges, learn the DMAIC process, and identify and overcome potential deployment pitfalls. Attendees will learn techniques to continuously improve processes and complete a work-related project.
Pat Kealy - Keynote: The Abbott Journey to the Shingo PrizeMarkLeeson
The document summarizes Abbott Vascular's journey towards operational excellence at its Clonmel, Ireland site. It began focusing on individual tools in 2004-2007, then implemented systems like Lean, Six Sigma, and 5S from 2008-2010 to align these tools. In recent years from 2011-2013, the focus has shifted to cultural enablers like developing a High Performing Organization and embedding Shingo principles. This mirrors a typical progression in operational excellence of initially emphasizing tools, then systems, and now culture. The site has made progress in all these dimensions over time to continuously improve performance.
Pat Kealy - The Abbott Journey to the Shingo PrizeMarkLeeson
The document summarizes Abbott Vascular's journey toward operational excellence at its manufacturing site in Clonmel, Ireland. It describes how the site implemented various lean and six sigma tools from 2004-2013 to improve processes. In 2010, a culture survey identified opportunities to foster career development and empower employees. The site used the Shingo Model in 2012 to assess its maturity and guide a roadmap toward true lean principles. Standard work and daily management routines were established to sustain improvements and monitor performance.
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This document discusses how business excellence frameworks can help organizations develop an innovative approach. It argues that innovation is best viewed as a continuous process rather than a discrete outcome. Business excellence models incorporate elements that can embed innovation across an organization, such as a focus on customers, staff feedback, and continuous learning. Case studies show how organizations have used principles of business excellence like clear objectives, review of progress, and willingness to change to drive innovation in areas like leadership, employee recognition, supply chain management, and process improvement. The conclusions are that innovation is more effectively a continuous process than an event, and that business excellence techniques can help organizations innovate more successfully.
The document discusses key findings from ESI's global survey on Project Management Offices (PMOs). Some of the main points from the survey include:
- Over 3,000 respondents from 16 industries and 6 continents participated in the survey.
- Around half of respondents have a PMO in their organization, with value and effectiveness of the PMO recently being questioned in many cases.
- Many PMOs do not formally measure their own effectiveness or the impact of training provided.
- Areas like improved training, processes, and resource management are seen as areas PMOs have contributed improvements.
- Active involvement in sustaining skills after training is an area many PMOs could improve.
Stephen Hale, Ogilvy Earth, National Green Brands Forum, June 17th 2010, Melb...3 Pillars Network
Stephen Hale facilitated a highly interactive workshop session as part of the National Green Brands Forum, working with attendees to delve deeper into how we can embed sustainability in a brand from the inside out.
Innovation is on everyone’s mind today. Though who is really accountable for innovation in an organization? Is there a department or function who is responsible? Or innovation is everyone’s business?
To address some of these, we at ideacomb, conducted a survey of HR and talent management professionals across North America during April-May 2012. The topic of the survey was “Can effective Talent management drive Innovation?”. Do HR & Talent management professionals see they have an important role in fostering the culture of innovation?
"People Encouragement and Motivation- Al Forsan System in SCA' by Ali FadhlaniDubai Quality Group
Presentation on "People Encouragement and Motivation- Al Forsan System in SCA" by Ali Fadhlani during 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
At Ideacomb, we had conducted a survey of HR and Talent Management professionals about Role of HR in Innovation. We received comprehensive inputs from professionals across the industry verticals and we are very thankful to all for their time in participating this survey. Find herewith the slides SpadeWorx shared during a Webinar conducted on September 27, 2012.
Imex Power of 10 Launch Presentation May 23rd and 24th 2012Rohit Talwar
The document summarizes the findings of a study on the future of the global meetings industry over the next decade. Key points from interviews and a global survey of over 750 individuals from 68 countries include that proving ROI and value, adapting to rising delegate expectations, leveraging technology, and generating revenue through ongoing engagement will be important drivers of the industry. Regional differences and priorities are also highlighted.
This study examined the entrepreneurial environment in the Bluegrass Region of Kentucky through case studies of successful technology companies, surveys of business owners, and focus groups. The survey found strengths in the region's quality of life and education institutions but areas for improvement in access to capital, networking opportunities, and management training. Recommendations included creating more networking events, providing entrepreneurship training, and developing resources to connect businesses to support services. The responding organizations outlined specific action items they would take to address these issues and strengthen the regional entrepreneurial environment.
ValuEngrave provides consulting services to Argentine entrepreneurs and tests the market potential. An online survey found that over half of respondents had started businesses before and most were willing to pay up to $6000 ARS for professional help. Based on the number of entrepreneurs in Argentina and survey results, ValuEngrave estimates the market value for its consulting services is 6.465 billion ARS.
Employee Engagement Analysis: What Are We Assessing and What Should We Assess?Human Capital Media
Business leaders need employee engagement data to drive strategic decision making. But, what data do they need, and are they getting it? Human Capital Media (HCM) Advisory Group, the research division of Talent Management magazine, discovered that 33 percent never assess absenteeism when measuring employee engagement — a critical engagement indicator. This webinar will describe what employment engagement factors organizations are assessing and how they are doing so based upon research by HCM Advisory Group. The presentation will include the 2012 top employee engagement challenges and the future of employee engagement analysis. Join this session to see how you stack up!
IABC Colorado Measurement Workshop March 2009tudorwilliams
Four hour workshop consisting of three modules
1. preparing a measurable communication plan
2. Designing measurement strategies for communication
3. Measuring outputs and outcomes of social media
Insights2020: Driving Growth through Customer-CentricityLinkedIn Hong Kong
Learn more about Insights2020, a global initiative by Millward Brown Vermeer, focused on uncovering the drivers of customer-centric growth and helping marketing leaders:
- Define the role of insights & analytics in driving business strategy and growth
- Build and organize the function for success
- Emulate the leadership competencies and behaviours of over-performing organizations
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Why invest in ECEC?
First 5 years lay foundations for language, academic abilities, habits & socio-emotional development
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Worldwide more than 200 million children under 5 are failing to reach their developmental potential
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Wicresoft is a technology staffing and solutions company with a vision to be a trusted partner in the DFW market. It has a majority shareholder in Microsoft Corporation and aims to empower customers and enable career growth for employees. The company has a global presence with offices in North America, Europe, China, and Japan, and plans to expand further in the US with new branches in Atlanta, Chicago, Denver in 2012. It provides IT staffing, consulting, and business process outsourcing services across many industries. Wicresoft emphasizes quality, training, and certifications to ensure it meets high standards and client commitments.
Shubhankar and Moiz presented their targets and plans as Vice Presidents of the Corporate Sector for AIESEC Hyderabad in 2013-2014. Shubhankar's targets were 100 raises, 90 matches, and 88 realizations, while Moiz's targets were 102 raises, 71 matches, and 60 realizations. They then broke these down on a quarterly and monthly basis. Their presentation focused on quality exchanges, stakeholder engagement, learning networks, and other initiatives to meet their targets over the year.
Leadership development and digital transformation with AI and MS TeamsSam Franklin
How do you make leadership development relevant to managers already battling to get the most out of new workplace technology? Arcadis, which is adopting a design-thinking approach to provide its managers more efficient and effective personal development, worked with Filtered on an experimental project to try and do just that.
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- How to combine important business change programmes with MS Teams adoption
- How you can curate from existing resources to kick-start a self-directed development community
The role of recommended articles, videos and PDFs alongside formal pathways
- Beyond ‘build it and they will come’: a multichannel approach to learning
This document provides information about a two-day training workshop on process improvement using Lean Six Sigma Yellow Belt certification. The workshop will be held on April 19-20, 2010 in San Diego, CA and will teach participants to apply Six Sigma tools to solve organizational challenges, learn the DMAIC process, and identify and overcome potential deployment pitfalls. Attendees will learn techniques to continuously improve processes and complete a work-related project.
Pat Kealy - Keynote: The Abbott Journey to the Shingo PrizeMarkLeeson
The document summarizes Abbott Vascular's journey towards operational excellence at its Clonmel, Ireland site. It began focusing on individual tools in 2004-2007, then implemented systems like Lean, Six Sigma, and 5S from 2008-2010 to align these tools. In recent years from 2011-2013, the focus has shifted to cultural enablers like developing a High Performing Organization and embedding Shingo principles. This mirrors a typical progression in operational excellence of initially emphasizing tools, then systems, and now culture. The site has made progress in all these dimensions over time to continuously improve performance.
Pat Kealy - The Abbott Journey to the Shingo PrizeMarkLeeson
The document summarizes Abbott Vascular's journey toward operational excellence at its manufacturing site in Clonmel, Ireland. It describes how the site implemented various lean and six sigma tools from 2004-2013 to improve processes. In 2010, a culture survey identified opportunities to foster career development and empower employees. The site used the Shingo Model in 2012 to assess its maturity and guide a roadmap toward true lean principles. Standard work and daily management routines were established to sustain improvements and monitor performance.
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2. AIESEC Experience Feedback and Evaluation
“..let’s get some data to back our assumptions of Quality/Satisfaction. It can be
quantitative or qualitative.”
“..let’s understand that in a product that is based on experience of the people
buying the product, satisfaction and quality are two different things.”
“To deliver quality and quantity growth, you need to ensure you are dealing with
both: quality and satisfaction.”
AIESEC International Quality Project
Sample Survey launched based on Net Promoter Score to 19 entities
across all 6 regions, in January 2012.
4. AIESEC Experience Feedback and Evaluation
Testing NPS as a concept
19 entities participating as basis:
AP: Australia, India, Indonesia, Japan
CEE: Turkey, Czech Republic, Estonia
WENA: Germany, Italy, United States
MENA: Egypt, Oman, Jordan
Africa: Nigeria, Ghana, South Africa,
IGN: Colombia, Venezuela, Argentina (Cono Sur)
5. AIESEC Experience Feedback and Evaluation
Testing NPS as a concept
AIESEC International Quality Project
Sample Survey launched based on Net Promoter Score to 19 entities
across all 6 regions, in January 2012.
What is a Net Promoter Score?
“ How likely are you to recommend your experience to a friend or a
colleague?”
0 1 2 3 4 5 6 7 8 9 10 NPS = % of promoters
- % of detractors
Detractors Passive Promoters Scale: -100 to +100
6. AIESEC Experience Feedback and Evaluation
Testing NPS as a concept
Survey results summary
Over-all Recipients: 18,000 +
TLP: 19 entities
GIP: 65 entities (home), 61 entities (host)
GCDP: 70 entities (home), 53 entities (host)
Over-all Responses: 1,010
Over-all NPS (all programmes summarized): 53
On a scale of -100 to +100, anything between 0 to 50 is considered
Good and anything above 50 is excellent.
7. AIESEC Experience Feedback and Evaluation
Testing NPS as a concept
“ Research released last month by Accenture that canvassed
consumers in 27 countries and 20 different industries found that 66
percent of consumers switched companies during 2011 as a result of
poor customer service.”
“General Electric uses NPS to evaluate process excellence for its
customers, and plans to use NPS as a metric to decide the
compensation of its leaders; Procter and Gamble uses NPS to
measure consumer reactions to its brands; Allianz uses NPS to
maintain what it calls "customer-centricity”; and Verizon Wireless
uses NPS in all business channels including their call centers and
retail stores.”
9. AIESEC Experience Feedback and Evaluation
Global Community Development Programme
How likely are you to recommend AIESEC’s Global Community Development
Programme to a friend or a colleague?
140
119
120
100
84 Recipients: 7625
80
Responses: 311
60 49
NPS Score: 49
40
19 18
20
4 7 6 7
2 2
0
0 1 2 3 4 5 6 7 8 9 10
10. AIESEC Experience Feedback and Evaluation
Global Community Development Programme
Areas of Improvement (0-8) Areas of recommendation (9-10)
Preparation, logistics & integration by the Gaining cross cultural understanding &
80% 82%
hosting entity awareness
71% Personal & professional development
65% Efficiency of the process from start till end
60% Challenges & new perspectives gained
Responsibilities & Professional
36%
Development 36% Creating Societal Impact
26% Preparation & logistics by host entity Responsibilities & Professional
27%
Development
21% Creating Societal Impact Gaining cross cultural understanding &
25%
awareness
12% Preparation & logistics by host entity
9% Preparation by sending entity
12. AIESEC Experience Feedback and Evaluation
Global Internship Programme
How likely are you to recommend AIESEC’s Global Internship Programme
to a friend or a colleague?
120
100 96
80 Recipients: 4000+
Responses: 228
60 51
NPS Score: 50
40
27
22
20
3 3 7 7 7
1
0
1 2 3 4 5 6 7 8 9 10
13. AIESEC Experience Feedback and Evaluation
Global Internship Programme
Areas of Improvement (0-8) Areas of recommendation (9-10)
Preparation, logistics & integration by the Preparation, logistics & integration by the
27% 5%
hosting entity hosting entity
3% Efficiency of the process from start till end
22% Efficiency of the process from start till end
Preparation & support by the sending
5%
entity
14% Preparation & support by the sending entity
12% Working in a professional environment
14% Working in a professional environment
25% Personal & professional development
12% Personal & professional development Gaining cross cultural understanding &
25%
awareness
Gaining cross cultural understanding &
7% 25% Challenges & new perspectives gained
awareness
15. AIESEC Experience Feedback and Evaluation
Team Member and Team Leader Programmes
How likely are you to recommend AIESEC’s Team Member and Team Leader
Programme to a friend or a colleague?
180 168
160
140
120 Recipients: 7000+
120
Responses: 445
100
80 72
60 51 NPS Score: 57
40
20 6 5 10 8
1 1 2
0
0 1 2 3 4 5 6 7 8 9 10
16. AIESEC Experience Feedback and Evaluation
Team Member and Team Leader Programmes
Areas of Improvement (0-8) Areas of recommendation (9-10)
Innovative and entrepreneurial Working for a team purpose in a team
66% 50%
mindset environment
Working for a team purpose in a team Accessibility and flexibility of the
64% 38%
environment experience
Learning environment and Learning environment and connection
60% 32%
connection to the external world to the external world
Responsibility for AIESEC and its Responsibility for AIESEC and its
52% 32%
ambition/vision ambition/vision
Accessibility and flexibility of the Innovative and entrepreneurial
37% 24%
experience mindset
18. AIESEC Experience Feedback and Evaluation
Life Long Connection
How likely are you to recommend the AIESEC Experience to a friend,
a colleague or your child?
800 751 Respondents: 1148
700 Recipients: 18.000
600
NPS Score: 79
500
400
„It was the most important
development experience in my life
300 so far.”
196
200 „AIESEC taught me how to be a
122 professional before entering real
100 45 market. That was of key importance
4 1 1 6 1 9 12 in order to highlight me among
0 work colleagues.”
0 1 2 3 4 5 6 7 8 9 10