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February march recruitment report 2014

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  • 1. TMP Recruitment February/March 2013 Report
  • 2. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page2 TMP recruitment report Promotion Internal recruitment Recruitment
  • 3. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page3 17 Local Committees and 1 Initiative Group created Talent Plan based on their exchange plans for Q2 & Q3 2014 Results of last promotion campaign Create your own story was result of 1370 applications for AIESEC in Poland  it’s 89,72 % of plan realization 8 from 18 entities achieved more than 100% of promotion plan realization: Gdańsk, Olsztyn, Warszawa UW, Wrocław UT,Lublin, Kraków, Poznań i Łódź 0 50 100 150 200 250 Applications : Planned vs achieved Number of planned applications Number of achieved applications Promotion
  • 4. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page4 Local Committee / Initiative Group Number of planned applications Number of achieved applications % plan realization March/ February 2014 % plan realization October 2013 Trend Katowice UE 95 55 58 99 Kraków 160 210 131 136 Poznań 120 127 106 113 Warszawa UW 80 97 121 121 Warszawa SGH 120 77 64 143 Average : group IV 115 113 96 125 Gdańsk 60 87 145 107 Łódź 90 107 119 122 Lublin 112 114 102 113 Toruń UMK 60 48 80 52 Wrocław UE 125 91 73 201 Wrocław UT 80 91 114 82 Average: group III 88 90 106 110 Białystok 40 33 83 97 Kielce 50 34 68 108 Olsztyn 40 54 135 69 Rzeszów 150 58 39 51 Szczecin 80 68 85 62 Average: group II 72 50 82 66 Nowy Sącz 35 10 28 31 Average for group I 35 10 ? 25 Bielsko- Biała 30 9 30 27 Average : Initiative Group 30 9 30 27
  • 5. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page5 Average promotion activities took 19 days and average cost was 418 zł. 1 LC used materials from previous promotion and 1 LC couldn’t count costs of TMP promotion (2 pararell promotions in same time- TMP & OGX). Group Average cost of promotion IV 126,47 III 933 II 139,83 I 270 Initiative Groups 30 The most successful channel for promotion which got the biggest number of applications was on first place facebook ( 17 from 19 Local Committee , on second Friend/Acquitance from AIESEC (11f rom 19) and on third place was Friend/ Acquitance (10 from [in this question was possible to choose more than 1 option] Facebook gave us more than 306 applications, Friend / Acquitance from AIESEC 217 applications and Friend/ Acquitance around 29 applications  it’s 40 % of total number of applications. LC Łódź only from those 3 channels received 101 applications – 94, 39 % of plan. Facebook (14 from 18 Local Committees) Friend / Acquitance from AIESEC (10) Friend/ Acquitance (6) Promotion
  • 6. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page6 0 1000 270 433.86 0 100 1500 1500 200 600 300 30 99.14 72 0 0 1000 0 200 400 600 800 1000 1200 1400 1600 Cost of promotion Cost of promotion Promotion
  • 7. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page7 Faculties from which were the biggest number of applications. Number in every square shows how many Local Committees mention this faculty. It means that still the biggest potential we have in students of Management and Economy faculties Management 13 Economy 10 Finance and accounting 4 English filology 5 Tourism & recreation 2 Sociology / Psychology 4 Promotion
  • 8. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page8 It’s 18,3 member per LC 331 Members (except EB) was engaged in promotion activities It’s 17member per LC 313 Members (except EB) was engaged in Assesment Center & Reviev Board process
  • 9. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page9 In 3 from 19 committees more than 50% of members in Local Committee was engaged in Recruitment Processes -> it is progress to comparison in October, where 6 entities engaged more than half of LC But still it means that we are putting BIG effort and engage a lot of our human resources into recruitment process. In result a lot of other processes don’t have enough capacity to work- people are focus on another activity. 0 10 20 30 40 50 60 70 80 90 100 5 32 44 14 60 50 40 47 66 32 49 35 100 30 20 30 21 13 % of commitee engaged in AC/ RB excluded EB % members enagaged on RB
  • 10. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page10 Entity Number of planned NEW members Number of recruited NEW members % plan realization Katowice UE 21 24 114 Kraków 53 77 145 Poznań 48 43 90 Warszawa UW 30 35 117 Warszawa SGH 36 38 106 Average for group IV 46 43 114,4 Gdańsk 28 33 118 Łódź 37 33 89 Lublin 64 47 73 Toruń UMK 38 29 76 Wrocław UE 46 48 104 Wrocław UT 45 54 120 Average fro group III 43 40 96,66 Białystok 18 13 72 Kielce 43 27 63 Olsztyn 18 26 144 Rzeszów 75 45 60 Szczecin 47 26 55 Average for group II 40 27 78,8 Nowy Sącz 14 8 57,14 Average for group I 14 8 Bielsko- Biała 14 9 64,29 Average for Initiative Group 14 9 New members :
  • 11. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page11 0 10 20 30 40 50 60 70 80 21 53 48 30 36 28 37 64 38 46 45 18 43 18 75 47 14 14 24 77 43 35 38 33 33 47 29 48 54 13 27 26 45 26 8 9 New members: plans vs realization Number of planned new members Number of recruited new members
  • 12. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page12 Local Committee / Initiative Group Number of planned members to reallocation Number of reallocated members % plan realization Katowice UE 24 20 83 Kraków 64 45 70 Poznań 18 26 144 Warszawa UW 19 8 37 Warszawa SGH 15 13 87 Average for group IV 28 22 84,2 Gdańsk 30 30 100 Łódź 7 12 171 Lublin 0 0 - Toruń UMK 4 5 125 Wrocław UE 20 20 100 Wrocław UT 6 15 250 Average fro group III 13 16 149 Białystok 5 9 180 Kielce 15 19 60 Olsztyn 7 6 86 Rzeszów 9 9 100 Szczecin 12 13 109 Average for group II 10 11 107 Nowy Sącz 6 8 133 Average for group I 14 8 Bielsko- Biała 5 4 80 Average for Initiative Group 14 9 Reallocation:
  • 13. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page13 0 10 20 30 40 50 60 70 24 64 18 19 15 30 7 0 4 20 6 5 15 7 9 12 6 5 20 45 26 8 13 30 12 0 5 20 15 9 19 6 9 13 8 4 Realloction : plans vs realization Number of plannes members to reallocation Number of reallocated members
  • 14. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page14 Local Committee / Initiative Group Number of planned people Number of recruited people % plan realization Katowice UE 45 44 98 Kraków 117 122 104 Poznań 66 69 105 Warszawa UW 49 42 86 Warszawa SGH 51 51 100 Average for group IV 66 65 98,6 Gdańsk 58 63 109 Łódź 44 45 102 Lublin 64 47 73 Toruń UMK 42 34 81 Wrocław UE 66 68 103 Wrocław UT 51 69 135 Average fro group III 54 54 100 Białystok 23 22 96 Kielce 58 36 62 Olsztyn 25 32 128 Rzeszów 84 54 64 Szczecin 59 39 66 Average for group II 50 37 83,2 Nowy Sącz 20 16 80 Bielsko- Biała 19 13 68 New members + reallocation
  • 15. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page15 45 117 66 49 51 58 44 64 42 66 51 23 58 25 84 59 20 19 44 122 69 42 51 63 45 47 34 68 69 22 36 32 54 39 16 13 0 20 40 60 80 100 120 140 Talent plan in total: plans vs realization Number of planned people Number of recruited people
  • 16. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page16 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Relation of new members to reallocation in recruitment Reallocation New members
  • 17. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page17 In total AIESEC in Poland became bigger for 615 new members. It means that we realized our National Talent Plan (only for new members) in 91,11% <yay> During this recruitment we were also focus on Internal recruitment. We realized 94,36% of those plans and 251 members get new TMP positions and in result stayed in organization. So in total we realized 92,03% our plans. The lowest realization rate was in the Initiative Groups – around 60 %. Other LC’s achieved more than 80%. 8 LCs realized 100% or more of Talent Plan – Kraków, Poznań, Warszawa SGH, Gdańsk, Łódź, Wrocław UE, Wrocław UT i Olsztyn Biggest LCs achieve better results in external recruitment -> more than 114% III cluster achieved the best results in internal recruitment -> almost 150%
  • 18. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page18 More than 73% of new members were women For AIESEC in Poland in every LC we recruited 27 women and 10 men Mostly in every committee female members were more than male but in LC Wrocław UT was perfect proportion: 50% females and 50% males. In IG Bielsko Biała 89% of recruited members are women. 165450
  • 19. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page19 254 Candidates resign form taking part in recruitment process It’s was more than 16% of total number of applications 191 People was rejected after application Average – in every LC we lost potential 14 candidates It’s was 12,5% of total number of applications 4 LC’s : Toruń UMK, Wrocław UE, Olsztyn, Bielsko Biała, Białystok, Katowice UE didn’t reject 925 people we observed during Assessment Center. We reject 169 candidates after this part of process. It was almost 61% of applications which we received
  • 20. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page20 78 % of new members took part in Local Conferences (the same level of % was in October 2013). 35 54 8 38 47 45 77 29 33 26 48 26 9 13 43 27 24 3335 44 3 33 47 30 66 19 32 26 26 11 0 12 38 20 12 25 0 10 20 30 40 50 60 70 80 90 Recruited members vs LCC participants Recruited members Participants in newbies track
  • 21. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page21 Internal Recruitment Internal Recruitment We spend more than 145 hours in preparation whole recruitment process. But a lot of LC couldn’t write even average number of hours which they spend. The record-holder spend more than 48 hour (LC Kielce). If we add all days spend on recruitment process as AIESEC in Poland we spend around 172 days in recruiting great people into organization. It means that every LC spend around 9,5 days on Assessments and Review Boards, selection and allocation (maximum was 18 days, minimum was 2 days). 53% 29% 6% 12% Allocation Before LCC During LCC with earlier preparation During LCC After
  • 22. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page22 Local Committee Plans for reallocation Potential for reallocation Reallocated people Used potential(in %) Białytstok 5 11 9 82% Bielsko – Biała 5 0 4 400% Gdańsk 30 36 30 83% Katowice UE 24 30 20 67% Kielce 15 15 9 60% Kraków 64 70 45 64% Łódź 7 30 12 40% Lublin 0 7 0 0% Nowy Sącz 6 8 8 100% Olsztyn 7 9 6 67% Poznań 18 40 26 65% Rzeszów 9 9 9 100% Szczecin 12 15 13 87% Toruń UMK 4 12 5 42% Warszawa SGH 15 130 13 10% Warszawa UW 19 10 7 70% Wrocław UE 20 30 20 67% Wrocław UT 6 30 15 50% Sum up 266 492 251 51% Reallocation : detailed information
  • 23. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page23 Internal Recruitment Only in Katowice UE and Kraków all old members were allocated to team without new members. In Rzeszów and Wrocław UE some teams were created only from TMP-TMP, some were mixed: new members with TMP- TMP. In other LCs AIESECers were mixed- new with experienced. To promote possibilities to experienced members mostly we were using google group. Yes, most of them 45% Yes, most of them (more than 90%) 44% Yes, but only half of them 11% No 0% Allocation according to members preference 25% 14% 15% 12% 16% 14% 4% Internal recruitment channels Emails of gmail group Booklet with information Promotion campagin- own idea Caoachin/mentoring meeting Individual talks with people who are finishing their TMP LCM Promotion campagin- idea from MC
  • 24. Recruitment process AIESEC in Poland | Recruitment Report | February/March 2014 Page24 Difficult situation in LC Poor / short promotion (not enough ppl ) People resign from LCC huge number of people resign from taking part in recruitment and LCC AIESEC is not recognizable on the university Applications were not as qualitative as in October, even though there were a lot of them Reallocation Decreasing number of members in teams Small additional recruitment (for 5 ppl) - Kraków Project comparision Solutions: Main reason not achieving Talent Plan goals: