GETMembership Selec.on

MEMBERSHIP SELECTION

peopleRightplaceRighttimeRight

But what does right people, right place, right 3me mean?

Right people could be AIESEC values…

Or right people could mean LDM

Right place might mean that communica?on skilled people

should go to iGT

Or that the commiCed members should go to …

????

Ok. What about the process of selec3on?

individual organisa3onal

First things first.

Selec3on is not just about your needs!!

How is the customer/applicant feeling throughout

the process?

How are you ge;ng the informa.on you

actually need from the recruitment process?

How are your best applicants reac.ng

throughout the process?

TALENT PLAN & PROMOTION

ONLINE APPLICATION

INTERVIEW

ASSESSMENT CENTER

The Process

TALENT PLAN & PROMOTION

ONLINE APPLICATION

INTERVIEW

ASSESSMENT CENTER

these are common processes used throughout the network. You need

to choose what works for you mate.

1. Training for Recruitment 2. Selec3on 3. Expecta3on SeMng

What is recruitment:

Training for RecruitmentHow prepared is your team for selec.on? Assess their ability in:

Interviewing Asking Ques.ons/ Probing Reading body language Making evalua.on and assessment

Link to Guide

You should ensure that you are retaining all your sign ups in your CRM for

future talent pool.

Sign up

Online Assessment/ Applica=on

Expecta=on Se@ng

Tasks Group Assessment

Centre/ Group Discussion

Personal InterviewYou should ensure that

you are retaining all your sign ups in your CRM for

future talent pool.

This can be in the form of an AIESEC Mee=ng. It can even be combined

with the GAC etc.

This is a follow up from the Applica=on/

Assessment.

Selec7on & Expecta7on Se:ng

YOU CAN MOVE THESE AROUND AS YOU WISH

You should ensure that you are retaining all your sign ups in your CRM for

future talent pool.

Sign up

Online Assessment/ Applica=on

Expecta=on Se@ng

Tasks Group Assessment

Centre/ Group Discussion

Personal InterviewYou should ensure that

you are retaining all your sign ups in your CRM for

future talent pool.

Can be in the form of an informa=on session before they apply.

This is a follow up from the Applica=on/

Assessment.

YOU CAN MOVE THESE AROUND AS YOU WISH

Online Assessment/ Applica=on

•For JD based competency assessment make sure you give the applicants tasks to truly assess their abili.es.

Tasks

1. Allocate tasks aMer Expecta.on Se;ng 2.Make sure you explain the task in detail. Ask them if they have

any ques.ons. Make sure they are aware of how much they have, how to submit, how they need to complete the tasks.

3.AMer they submit the tasks/ task report, schedule the Personal Interview immediately within 1-3 days. Don’t keep the applicant wai.ng for the task comple.on - take the interview as soon as possible.

Task Alloca3on

Tasks Examples of TasksTask # to be

Achieved

Number of Days that can be given to complete

task

Reporting: What should be included How you can follow up at the PI

Student Sector

Convince your fellow students to go on an AIESEC International Internship in the coming year

You can choose this on

your own

5-7 Days in Total

# Students Convinced, Countries & Issues pitched, Explain the Pitch used

What fascinated people about the product, what made them say No,

what feedback do you personally have for the product, etc

Corporate Sector

Convince corporate employers to expand and benefit their business by recruiting international HR into their organization

Names of Corporates approached, brief Minutes of the Meetings

What fascinated the organization about AIESEC, what kind of

expectations did they have, what more can we offer to these

organizations, what feedback do you personally have for the product. etc

Social Sector

The task is to convince NGOs/Social charitable trusts and NGOs to take interns from AIESEC

Names of NGOs/Trusts approached, brief Minutes of the Meetings

Note: You are not asking them to Open for your LC, rather you are only getting them to Generate Leads! Also, they try to do all these tasks, but they will end up doing the best in something that they like, or they are good at. You give them 3 tasks to do, but don't reject someone if they

haven't done 1 of these 3. Use the completion of the other 2 tasks as a basis for the interview and selection process.

Tasks

1.Schedule the interview 2.Before the applicant arrives, interviewer must:

a.Have gone through interviewer training b.Go through the Online Applica.on, Task Report/Tracker & Other informa.on collected about the applicants

Note: This must be done before the interview!

Tasks Done! What next?

Personal Interview

1. Allocate tasks aMer Expecta.on Se;ng 2.Make sure you explain the task in detail. Ask them if they have

any ques.ons. Make sure they are aware of how much they have, how to submit, how they need to complete the tasks.

3.AMer they submit the tasks/ task report, schedule the Personal Interview immediately within 1-3 days. Don’t keep the applicant wai.ng for the task comple.on - take the interview as soon as possible.

The Interview

So, how should we recruit members?

INTRODUCINGSelec3on based on

the Leadership Quali3es

Every single AIESECer around the world should have the same base characteris?cs that make us who we are.

WHY LDM?•Although the AIESEC Values make us

who we are. Our highest priority was use a model that was easily observable.

•We opted to focus on selec.ng individuals who have the highest poten.al to develop the leadership quali.es.

Selec3on based on Leadership Quali3es We asked: What are the observable characteris.cs

that are important for selec.on based on the Leadership Quali.es.

In other words, what are the characteris.cs that are needed in our members to have a higher/faster poten.al to develop the leadership quali.es.

This refers to the most advanced form of an AIESECer.

What does it look like before someone has even

heard of the LDM?

Introducing Selec=on based on the Leadership Quali=es

SO: The ability to see challenges as

learning opportuni?es

WC: Interested in World Issues and has the desire to

act.

SA: Seeks to improve oneself aligned with

their vision, strengths, values and/or passion

EO: The ability to communicate

effec?vely both through speaking

and listening

OK.. now what?

OBS

ERVE

WHAT IT IS NOT WHAT IT ISPOTENTIAL

SO: The ability to see challenges as

learning opportuni?es

What it does not look like.

Do not recruit people who are here!

What greatness looks like for people who excel in

this area.

Take them!

What poten?al to be great looks like!

Take them!

WHAT IT IS NOT WHAT IT ISPOTENTIAL

SO: The ability to see challenges as

learning opportuni?es

No aCempt to seek out learning/challenging

experiences/opportuni?es

This looks like: no past experiences outside of

typical student ac?vi?es

For Example. No club ac?vi?es, no sports, no

invested hobbies.

Demonstrates an aCempt to engage in learning

experiences.

This looks like: Has aCempted and pursued extracurricular ac?vi?es

For Example: I was a member of the Red Cross

Society.

Pursues a wide range of experiences and learning

opportuni?es that has a clear focus and underlying meaning with a strong sense of striving for excellence. This looks like

reading ar?cles, talking to experts, volunteering, aCending workshops.

This looks like: Has truly and strongly invested and pursued extracurricular ac?vi?es that

have a clear purpose.

For Example: I was a member of the Red Cross Society, I also

volunteered for Amnesty Interna?onal and I aCended a

workshop recently on Development in Third World

Countries because I am interested in Development

What ques?ons should I ask?

check out the framework!

Need further help? Check out the Interview Template and Resources.