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1. MCVP International Internships
2012-2013
General Questionnaire
This part is comprised of 5 questions and your answers should not be longer than 5 pages in
minimum font size 10.
1. Why have you decided to stand for AIESEC Romania? What will be your contribution to
the MC team and what do you expect to learn from the experience?
This is a dream that came up to my mind from my first year of AIESEC.
For me it`s a choice to be involved in something great for my country, to be responsible for
hundreds of life experiences that AIESEC Romania offers to Romanian youth, to be responsible enough to
transmit this feeling to the people I work with.
It`s a chance to develop myself professionally and personally.
In terms of contribution to the MC team:
 personally I`m coming with my values that define my road in life: courage and passion.
 professionally, I will present my Belbin team role:
“Generally regarded as an individual who is broad in outlook, challenging, competitive, creative,
encouraging of others, imaginative, outgoing, and professionally dedicated.
Has innovative tendencies and needs to work in a mentally challenging environment. Could be
good at solving complex problems or at introducing new ideas.
Quick off the mark in seizing new opportunities.
Dynamic and entrepreneurial.
A developer of new ventures.”
2. Create a proposal for AIESEC Romania 2012-2013 strategy that should cover the next points
(a,b and c):
a. Make a SWOT (strengths, weaknesses, opportunities, threads) of AIESEC in Romania. The
points above have to be evident in the plan you create and the correlation between them too.
Streng Opportuni
Potential Weaknesses Threats Risk
hts ties
Become the main
Qualitat
Companie supplier for Losing know-
ive EPs
s from WENA, LCs don`t have how on GIP
(Excell University year,
WENA are partnership with focus on GIP Decrease in
ent Work and
interested Austria,Finland,Bel Lacking in GIP numbers
English Travel,
in gium,Norway, student market Decrease in
, Erasmus
Romanian Germany, The approach financial
experie
EPs Netherlands, sustainability
nce)
France etc.
Raising standards. Realizing visions

2. Develop a
TATA Few GIP EPs Ra
Lack of program for A small market
Consult Lack of know-
work Undergraduate of students with Incapability to
ancy how in profile-
opportuniti students, profile- second deliver the
Partner based
es for based recruitment language partnership
ship on recruitment
students -> growth in GIP excellent
OGX
Realizations
Poor quality on
Lack of AIESEC XP
X+L Increase number University year,
implementation Wrong
Strateg Bologna of ELD Programs Low quality on
of internal message about
y System taken by members GCDP
recruitment and AIESEC in the
within a year internships
reintegration external
environment
Strenghts Opportunities Potential Weaknesses Threats Risk
Increase TN
Lack of sales
Ra in local IT
Increase of IT culture in Decrease in
markets,
market LCs: few generating
85 % growth Continue with Economical
Start-ups members, revenue from
in Ra in GIP Alumni Ra crisis
Alumni few meetings the corporate
Incoming strategy, Competitive
Companies Processes market
(especially Product market in the
that want to are divided in Unable to
TT) development NGOs sector
expand in the LCs. deliver our
for new
other CYs Matching promises.
emerging
bottlenecks
markets
Timeline on Competitive
Develop more
Partnerships Autumn NGO Market, Poor delivery of
National
National with Different projects are Economical national projects
Projects in
Projects companies not aligned crisis Loosing national
cooperation
(ICX) and with Different partners
with other
organizations International recruitment
organizations
peaks timeline in AI
Develop LLC ,
AIESEC Alumni don`t
Scholarship, Lack of agree with
Loose
Large number TN Corporate, specific organizational
connection with
Alumni focus of Alumni, know-how, strategies on changes
Alumni
VP AD in EB Develop new Alumni Too little LCs
projects such have a strong
as Grow with Alumni market
SDV
b. The 3 main priorities for your area(s) based on the general SWOT analysis. What strategies would
you propose for each one and what results would you like to see in each of those priorities at the
end of your term.
Raising standards. Realizing visions

3. Market HR LC
positioning processes Education
Strategy:
1.Internal Audit on procesess
Strategy: Strategy:
2.GS for every EP
1.Program branding and 1.Education Packages for VPs,
positioning 3. National Program -based specialist and members
recruitments
2.New markets: TT and ET 2.Education Package to
4.X+L strategy approach each market
3.Market assesments
5.Development program for 3.Knowledge management
EPs
Results: Result:s:
Results:
1.GIP/GCDP have a brand 1. Internal Audit until April
Deliver 4 education packages
One-year communication plan 2.Increase matching rate up to for MT,TT,ET and DT market
2.100 % growth in TT Re 70 %
Implement a custom education
100 % growth in ET Re 3.2 National Recruitments plan based on LC`s needs
4. 20 % of TLP take GIP/GCDP assessment
3.2 Market assessment per
year 90 % of GCDP take TMP/TLP VP`s achieve at leat 70 % of
their planning
Partnership with Catalyst 20 % of GIP take TMP/TLP
c. The external opportunities you can capitalize from your position to get the vision you propose in
point (b).
External opportunities:
 EVS
 Internship accreditation at Universities
 Lack of job opportunities for students
 Economical crisis
 Romania – UE Country
 Alumni with HR and Marketing expertise
 Focus on GIP from AIESEC International
Raising standards. Realizing visions

4. 3. What is the role of MC? What should be the role of MC? What actions can you take as an MC
team to fill the gap?
My perspective is that the role of the MC should remain the same. I would change the way it
is implemented:
Role How it is implemented now New implementation proposal
Besides the old ones, internal audit on
every month - solutions to efficient the
processes. LC Coach – to keep track on the
SONA, LC visits, LC management tools,
LC development EB`s evolution.
coaching
Develop and implement a change
management plan
MCVPs planning togheter with VPs before
the term starts.
National Planning is done after the LCs
Shift mindset to LCs that they are
have their objectives planned
responsible of it`s sustainability through
Strategic
implementation
development National Project development and
Downscalling from AI informations,
management – the MC is responsible of
directions and initiatives, not only
the project`s sustainability
“recommend” them but convince LCs to
implement them.
1.Define organizational behavior
Organizational
New structure direction 2. Change management plan
management
3.New structure implementation plan
4. What strategies does AIESEC Romania need to follow to increase performance for the
ELD programs? Please specify at least 3 strategies for Domestic Programs (TMP&TLP) and 3
strategies for the International Programs (GIP&GCDP).
Programs Strategies
Standardization on each program:
a.TLP – each TL has a transition plan and leadership preparation program (LEAD)
TMP – team experience preparation program
b. Global compentecies developed in each Program: Self-Assessment -> takes
the program -> GS & Career Planning -> starts the program  Performance
Appraisal -> Ends program
c. Expand organizational opportunities: TLP & TMP should be delivered through
TMP & TLP
more external projects
a. Market segmentation + Product development on each segment
b. TN Ra through Alumni as TN Takers, recommendations etc based on
GIP Incoming each LC`s reality
c. GIP ET for language teaching to the employees and in private Universities
a. CEED Program for trainees
GCDP Incoming b. CSR campaign (e.g. Money Sense)
c. Change timeline in order to reach exchange peaks
Raising standards. Realizing visions

5. a.Branding programs
b.Align recruitments
c.Product package ( TT – Change IT – partnership with WENA CYs to
GIP & GCDP outgoing
increase realizations)
5. What are the competitive advantages that AIESEC Romania has in the international network?
What can we do to maintain and/or increase them?
Advantage Maintain Innovate
Qualitative EPs with excellent X+L strategy, Calitative selection Product package and branding
English level in recruitments on our internships
Market assessment
Romanians in MCs MC Culture Develop partnerships between
CYs
ICX Reception Reception Program CEED Program
X+L strategy Mindset + Focus Internal Recruitment,
Reintegration, Expand and
develop opportunities for GIP
EPs
TM Processes Mindset + Focus GS, Performance Appraisal,
Transition, Career Planning
Raising standards. Realizing visions