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Definitive guide to recruitment

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  • 1. The Definitive Guide to RecruitmentUpdated April 2014
  • 2. Objectives Understanding the Entire Recruitment Process from Preparation for Recruitment to Talent Induction. ! Clear guide for LCVPTMs to prepare for recruitment ! Ensure that Recruitment is happening in the right and smart way.
  • 3. Preparation for Recruitment: • Understanding about Global Competency Model • Understanding Local Needs • Train the Trainers
  • 4. 2 Talent Pool 3 Talent Planning 4 Talent Marketing 5 Talent Selection 1 Preparation: GCM, TTI 6 Talent Induction THEPROCESS
  • 5. 1 Preparation: GCM, TTI Before you start recruitment, are you ready for it? U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A T R A I N T H E I N T E R V I E W E R S D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G
  • 6. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L Global Competency Model
  • 7. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L ⬥increases awareness about, other cultures and world affairs, seeking opinions, and ideas from diverse sources; ⬥enlarge personal & professional network by interacting with people of diverse cultures and backgrounds; ⬥Work effectively with individuals of diverse cultures, styles and abilities, ⬥openness and flexibility towards differences in opinion Global Mindset
  • 8. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L ⬥Scans environment, looking out for challenges and opportunities ⬥Comes up with innovative ideas/ solutions/ approaches in order to increase performance (of self/others/organization) ⬥Achieves results by managing resources (material and personal) ⬥Works to achieve goal in spite of barriers or difficulties; actively works to overcome obstacles by changing strategies, increasing efforts, using multiple approaches, etc. Entrepreneurial Outlook
  • 9. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L ⬥Takes decisions keeping in mind the long-term consequences of present actions; ⬥Identifies and acts keeping in mind the bigger picture and how different factors interconnect and relate to each other; ⬥Demonstrates personal commitment for tasks and deliverables, and inspires others to take action/responsibility; ⬥Looks for and implements innovative solutions to address societal needs and issues; ⬥Accepts responsibility for outcomes (positive or negative) of one's work. Social Responsibility
  • 10. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L ⬥Shows ability to empathize and sense others' feelings and perspectives (“put himself/herself in other’s shoes”); ⬥Actively listens to others; correctly interprets messages and responds appropriately; ⬥Communicates about own feelings and emotions and takes responsibility to manage them; ⬥Demonstrates consistency in speech, responses and actions (“walk your own talk”); ⬥Establishes good interpersonal relationships by helping people feel valued, appreciated, supported and involved. Emotional Intelligence
  • 11. 1 Preparation: GCM, TTI U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L ⬥Is aware of his/her own strengths and capitalises on these various activities ⬥Seeks and uses feedback and other sources of information to identify appropriate areas for own development and sets development goals to work on these areas ⬥Puts acquired knowledge, understanding or skill to practical use in daily activities; furthers learning through trial and error ⬥Facilitates development of others by helping them to identify their strengths and opportunities to capitalise on them ⬥Works in individuals to identify areas for developments, understand need for improvement and set specific development goals. Proactive Learning
  • 12. 1 Preparation: GCM, TTI Before you start recruitment, are you ready for it? U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A T R A I N T H E I N T E R V I E W E R S D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G
  • 13. 1 Preparation: GCM, TTI What is the specific Local Committee criteria you want to select based on? C U LT U R E VA L U E S D E F I N E T H E : D R I V I N G G C D P / G I P S T R AT E G Y S E L E C T I O N C R I T E R I A D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A
  • 14. 1 Preparation: GCM, TTI What is the specific Local Committee criteria you want to select based on? C U LT U R E ! 1 . D E V E L O P M E N T C U LT U R E VA L U E S ! 1 . P R O A C T I V E 2 . S T R I V I N G F O R E X C E L L E N C E E G . G C D P / G I P S T R AT E G Y: ! I WA N T T O E X PA N D I N O G I P F O R T E A C H I N G . T H E R E F O R E I A M G O I N G T O R E C R U I T S T U D E N T S F R O M T E A C H I N G FA C U LT Y T O I N C R E A S E A B I L I T Y T O S E L L T H E R E . S E L E C T I O N C R I T E R I A • I a m g o i n g t o re c r u i t b a s e d o n l e v e l o f c o m m i t m e n t ( c a n n o t re c r u i t f ro m ‘ b u s y ’ f a c u l t i e s e g . m e d i c i n e • I a m g o i n g t o re c r u i t p e o p l e t o f i t i n t o m y ‘ d e v e l o p m e n t c u l t u re ’ t h e re f o re I w i l l a s s e s s p e o p l e o n d e m o n s t r a t i o n o f t h e i r w a n t f o r s e l f - i m p ro v e m e n t • o G I P T M P I ’ m g o i n g t o re c r u i t f ro m Te a c h i n g f a c u l t y D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A
  • 15. 1 Preparation: GCM, TTI Before you start recruitment, are you ready for it? U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A T R A I N T H E I N T E R V I E W E R S D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G
  • 16. 1 Preparation: GCM, TTI T R A I N T H E I N T E R V I E W E R S ⬥Ensure that you have an interviewer team for Team Member Program Recruitment ⬥ This interviewer team can also be used for GCDP and GIP EP and Intern Selection. ⬥Ensure that these individuals have training on how to conduct interview. This should include: ⬥Global Competency Model, Selection Tool ⬥Interview Skills ⬥Business Etiquette ⬥Body Language etc. ⬥Feedback Skills
  • 17. 1 Preparation: GCM, TTI T R A I N T H E I N T E R V I E W E R S ⬥ Every Interviewer MUST be certified on Open Learning.
  • 18. 1 Preparation: GCM, TTI Before you start recruitment, are you ready for it? U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A T R A I N T H E I N T E R V I E W E R S D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G
  • 19. 1 Preparation: GCM, TTI D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G
  • 20. Talent Pool Cultivating Talent Pool through: ! • Engagement with AIESEC • Re-integration
  • 21. 2 Talent Pool E w A Do you really know what EwA is? In this phase, young people are introduced to the world of AIESEC through different engagement channels. They will learn about the WHY, HOW and WHAT of AIESEC and it will empower them to pick the path to kick-start their AIESEC experience ! This is how we can ENGAGE more people, although they are not part of ELD phase programs
  • 22. 2 Talent Pool E w A This is how we usually do EwA. so what’s the problem?
  • 23. 2 Talent Pool E w A we do this. ! ! but how does it translate into this So, do you track the EwA - ELD conversion?
  • 24. 2 Talent Pool E w A So then, if you do this. Then why do you have internal recruitment problems? After you do this engagement program (eg. Youth 2 Business etc.) do you retain the EwA until you have available positions available? ! Or do you just leave them? How do you engage your ‘Number of people hearing about AIESEC’ and participants in ‘Engagement Program’ until you have open positions within GCDP/GIP/TMP/TLP?
  • 25. 2 Talent Pool R e i n t e g r a t i o n How do you run reintegration? Is TM responsible or oGIP/oGCDP? I f o G I P / o G C D P i s re s p o n s i b l e , h o w c a n y o u e n s u re t h e p i p e l i n e o f y o u r Ta l e n t P o o l ? ? O f c o u r s e Ta l e n t M a n a g e m e n t i s re s p o n s i b l e . Process of reintegration W h a t i s R e i n t e g r a t i o n ? ! R e i n t e g r a t i o n i s a b o u t c o n v e r t i n g e x c h a n g e p a r t i c i p a n t s t o y o u r Ta l e n t C a p a c i t y.
  • 26. 2 Talent Pool R e i n t e g r a t i o n Process of reintegration • Review PA and CAT • Review EP/intern journal • Review original personal goal setting and development priorities set at the start of the experience • Ensure EP understands inner and outer journey of leadership. EP needs to submit their ‘internship report’ in the form of poster/ stories/pictures or videos. They should also report things to learn from the hosting entity, visa, customs etc. Certificates for oGCDP EPs will be given after they submit the 3 NPS surveys. The reintegration event should include: • Understanding of essence and how it relates to their experience • Review of personal goal setting • EP sharing • Reverse Culture Shock • Understanding of AIESEC opportunities available If the recruitment/ reintegration processes are aligned, EPs can follow the same selection process as candidates. However they cannot be rejected.
  • 27. 2 Talent Pool E w A Problem Solution I don’t have a lot of time to focus on EwA but I have HR issues. Rather than focus on the production of big EwA events. Focus on retaining your EwA. eg. How do you engage your sign-ups at Exchange Fair/ Info Booth even if they don’t apply for exchange? I have done a lot of EwA events however whenever I try to recruit they don’t repsond Again, how do engage your EwA after the engagement events? Use newsletters that update your Talent Pool on upcoming events, opportunities etc. I have many EPs interested in the TMP/TLP program however my recruitment and reintegration processes were not linked and now I have open OCs but no returned EP applicants. Rather than similar solutions as suggested above. Try to engage the EP Returnee in Volunteer/ Small ‘pre-TMP’ roles. EG. an ‘EP Change Agent’. JD (org. need) is going to Exchange Fairs, Info Booths, Classroom Presentations etc. for oGCDP promotion and individual needs are satisfied is the development of communication skills and confidence within long people. I have a lot of EP returnees however none of them want to take tmp/tlp? Adjust your reintegration process and even integration process to increase your reintegration rate. Ensure that you are not being too flexible and forgetting to set expectations.
  • 28. 2 E w ATalent Pool R E F E R TO S L I D E S O N R E I N T E G RAT I O N ( T M W I K I )
  • 29. Talent Planning Cultivating Talent Pool through: ! • Engagement with AIESEC • Re-integration
  • 30. 3 E w ATalent Planning Have you used this before?
  • 31. 3 E w ATalent Planning 1. Check and adjust the National Structures 2. Identify the needs of your Local Committee (align with MC evaluation) 3. JD Creation/ Evolution
  • 32. 3 E w ATalent Planning What does a proper JD look like? Create purposeful and meaningful job descriptions that describe the vacancies you have in your Local Committee. ! JD should include roles and responsibilities, duration, MOS, Competencies required and developed with a quarterly review.
  • 33. Talent Marketing Developing your Pool of Talent through: ! • Engaging previously mentioned Talent Pools (EwA, EP Returnee) • Market Segmentation • What is the message you are sending out about the Team Member Program Product?
  • 34. 4 Talent Marketing MessageChannelGoal GTCM: Talent Marketing Process target Use GTCM to ensure that we are doing Talent Marketing in the right way.
  • 35. 4 Talent Marketing MessageChannelGoal GTCM: Talent Marketing Process target Follow up from Talent Planning. What is the overall goal? Who are you targeting? 1. How many of the TMP goals will/ should come from your cultivated Talent Pools (EwA, EP Returnee) 2. Do you have specific targets for TMP based on historical marketing data? 3. Do you have specific target markets (faculty) based on GCDP/GIP strategy 4. Do you have specific targets based on the retention/pipelining/culture attributes. Eg. I want to take 1st and 2nd Years to ensure I have pipeline for TLP later. How can we reach these people? 1. Check the previous slides on how to engage Talent Pools 2. What are the key channels to engage people for TMP promotion. (based on historical data) What are the key messages that will engage these people. What are the key messages that link to the value propositions of the Team Member Program?
  • 36. 4 Talent Marketing MessageChannelGoal GTCM: Talent Marketing Process target Follow up from Talent Planning. What is the overall goal? Who are you targeting? 1. How many of the TMP goals will/ should come from your cultivated Talent Pools (EwA, EP Returnee) 2. Do you have specific targets for TMP based on historical marketing data? 3. Do you have specific target markets (faculty) based on GCDP/GIP strategy 4. Do you have specific targets based on the retention/pipelining/culture attributes. Eg. I want to take 1st and 2nd Years to ensure I have pipeline for TLP later. How can we reach these people? 1. Check the previous slides on how to engage Talent Pools 2. What are the key channels to engage people for TMP promotion. (based on historical data) What are the key messages that will engage these people. What are the key messages that link to the value propositions of the Team Member Program? G A H . T H E R E ’ S TO O M U C H . ! A H H . D O N ’ T WO R RY L A : )
  • 37. 4 Talent Marketing R E F E R TO R E C R U I T M E N T B AS E D O N T X P P R O F I L E S ( T M W I K I )
  • 38. Talent SelectionAttracting Talents and bringing them to your organisation. ! This should be done primarily using the Global Competency Model Selection Process. ! It’s about aligning individual and organisational need, not just selecting the best people for your organisation.
  • 39. 4 Talent Selection A R E Y O U R E A D Y F O R TA L E N T S E L E C T I O N ? 1 A S S E S S T H E T I M E L I N E / P R O C E S S 2 U S E T H E S E L E C T I O N T O O L 3 E VA L U AT E4 F E E D B A C K5
  • 40. 4 Talent Selection A R E Y O U R E A D Y F O R TA L E N T S E L E C T I O N ? 1 U N D E R S TA N D G L O B A L C O M P E T E N C Y M O D E L D E V E L O P A N D U N D E R S TA N D L O C A L C O M M I T T E E R E C R U I T M E N T C R I T E R I A T R A I N T H E I N T E R V I E W E R S D E V E L O P T I M E L I N E A N D R E C R U I T M E N T P L A N N I N G C H E C K !
  • 41. 4 Talent Selection A S S E S S T H E T I M E L I N E / P R O C E S S 2 What is your selection process? A P P L I C AT I O N F O R M I N T E R V I E W T h i s i s w h a t i s re q u i re d f ro m t h e T M P M i n i m u m Q u a l i t y P ro m i s e (If timeline suits ) Suggested Selection Process A P P L I C AT I O N F O R M F O C U S G R O U P D I S C U S S I O N / G R O U P A S S E S S M E N T C E N T R E I N T E R V I E W
  • 42. 4 Talent Selection A P P L I C AT I O N F O R M How to run the program? Key questions available to use in Application Form U S E T H E S E L E C T I O N T O O L 3
  • 43. 4 Talent Selection A P P L I C AT I O N F O R M How to run the program? Each question is linked to a specific competency. Use the competency behavioural table to measure/rate applicants However, screening applications can be done in a smart way. Use questions such as ‘How much time can do dedicate to AIESEC per week?’ For people who answer under the minimum requirement from your Local Committee you can immediately cut. E VA L U AT E4
  • 44. 4 Talent Selection F O C U S G R O U P D I S C U S S I O N / G R O U P A S S E S S M E N T C E N T R E Ensure the capacity of the assessment team to understand the indicators and measurements For suggested agenda and games, please check the GCM Selection Tool. E VA L U AT E4
  • 45. 4 Talent Selection I N T E R V I E W Use the interview evaluation form and give score based on indicators of competencies. Ensure only Trained Interviewers are giving interviews. E VA L U AT E4
  • 46. 4 Talent Selection F E E D B A C K5 i. For any unaccepted candidate, a feedback is required to be given for the development of the individual. ii. For any accepted candidate, the reason they are accepted and the purpose of the ro l e ( p o s i t i o n / J D / a c t i v i t i e s t o b e experienced) should be clarified either through any channel. F e e d b a c k i s re q u i re d f o r b o t h u n a c c e p t e d a n d a c c e p t e d c a n d i d a t e s
  • 47. Talent InductionChecklist 1. Ensure TMP/TLP are allocated on my@.net 2. Ensure the TLP responsible aligns the newies personal and professional goals with JD. Competency Assessment Tool is completed. 3. Deliver induction day/conference. It must be based on the national standard and include refreshment of AIESEC Essence, knowledge of operations, knowledge of TMP role, skills and management and communication framework. 4. Track the implementation of operational induction via VPs and Managers. Monthly on-the- job trainings should be made for all functions. 5. Team Start Up - Team Purpose creation, set expectations for the team experience, team bonding and planning. 6. Mentors should be allocated for the newies to guide them through the probation/ induction process and enable personal development 7. Close the induction process with a review of the goal setting and ensure clarity of JD.
  • 48. 5 Talent Induction Induction Cycle
  • 49. The Introduction Phase is the start of the Induction process and is comprised of mainly actions the newie needs to accomplish to enter and complete the RA-MA-RE process. ! • Read Newie Manual • Get To Know • Team • Local Committee • Leadership Team • Register on my@.net • Be assigned a role on my@.net • Competency Assessment Tool 5 Talent Induction
  • 50. 5 Talent Induction The Local Induction Day or conference is for the purpose of providing organisational understanding and clarity for the intern. This is the main channel for attitude alignment, organisational understanding and Clarity of Why for newies. ! • One day Local Committee Induction or 2-3 day conference to break in and provide organisational knowledge for membership. • Content should include the following: • Get to Know AIESEC • AIESEC History & Values • Opportunity Fair • AIESEC Experience • AIESEC Way • Clarity of Why • LC Reality • LC Management and Structure • Basic knowledge about exchange processes • Basic my@.net knowledge
  • 51. 5 Talent Induction Operational Induction is a process of gaining operational knowledge and skills through learning, practical experience and feedback. The process lasts for a period of 1 month and TLPs should be rigorously prepared to deliver this process. ! You can consider Operational Induction as a type of introductory ‘probation period’. ! • Operational Induction functions on the 70-20-10 rule. 70% practical experience, 20% education and 10% feedback from another individual who has been the same experience. • Operational Inductions differ per function. • Recommended practical trainings should be implemented within weekly team meetings or directly added to JD. • Talent Management should track the implementation of operational induction. • ELD Library is currently being aligned to support operational induction.
  • 52. have you checked operational induction yet? 5 Talent Induction
  • 53. 5 Talent Induction Team Start Up can be considered as the ‘Forming’ stage in Team Development. The team leader is responsible for delivering (and TM responsible for tracking) the creation of: ! • Team Purpose/ Stand/ Values • Expectation Setting • JD Alignment
  • 54. 5 Talent Induction Mentoring is a process in which newies can talk with a potential role model to guide them through their first steps in AIESEC and set goals for the remainder of their experience. ! Mentoring is one of the most ‘fulfilment of humankind’s potential’ activities we have in AIESEC. ! Overal Guidelines for mentoring: 1. Mentors should be selected and allocations, alumni preferred, as mentors need to have: 1. Experience, Perspective and Distance 2. Mentoring is focused on long-term development and does not have specific organisational/ performance objectives in mind.
  • 55. 5 Talent Induction Closing Induction consists of wrapping up the induction process with the following actions: • Competency Assessment Tool/ PA • Closing mentoring chat • Feedback on the induction process & assess remaining knowledge/ skill gaps • New or update on Goal Setting for TMP experience. • Review JD
  • 56. That’s it folks!
  • 57. jokes.
  • 58. 2 Talent Pool 3 Talent Planning 4 Talent Marketing 5 Talent Selection 1 Preparation: GCM, TTI 6 Talent Induction THEPROCESS H O W D O E S T H I S R E L AT E T O G C D P / G I P R E C R U I T M E N T O F I N T E R N S A N D E P S ?
  • 59. 2 Talent Pool 3 Talent Planning 4 Talent Marketing 5 Talent Selection 1 Preparation: GCM, TTI 6 Talent Induction O G X H A N D L E D B Y T M H A N D L E D B Y T M H A N D L E D B Y T M A N D O G X H A N D L E D B Y M A R K E T I N G / O G X H A N D L E D B Y M A R K E T I N G / O G X H A N D L E D B Y O G X A N D T M C H E C K E P L E A D W I K I
  • 60. OGX & TM Synergy P R E PA R AT I O N F O R E P R E C R U I T M E N T EP Recruitment for OGX shows many similarities with TMP Recruitment. Things to consider: • Ensuring TTIs are available for oGCDP Recruitment • Ensure the GCM knowledge of all TMP especially oGCDP members • Ensure timeline of interviews is strict to cause no delays for raising. TA L E N T P O O L Things to consider: • Track marketing on their engagement of EwA (not just for oGCDP but all ELD conversion)
  • 61. OGX & TM Synergy TA L E N T S E L E C T I O N Things to consider: • TTI is available for EP Recruitment • Use of GCM during EP Selection • Ensuring the alignment of expectations (Indemnity Form, EP Contract) TA L E N T I N D U C T I O N Things to consider: • Track oGCDP on the agenda, sessions, evaluation of Induction for EPs • This will then lead to the tracking of EP LEAD for oGCDP EP Recruitment for OGX shows many similarities with TMP Recruitment.
  • 62. 2 Talent Pool 3 Talent Planning 4 Talent Marketing 5 Talent Selection 1 Preparation: GCM, TTI 6 Talent Induction I C X H A N D L E D B Y T M H A N D L E D B Y T M A N D I G C D P H A N D L E D B Y I C X H A N D L E D B Y I C X H A N D L E D B Y I C X H A N D L E D B Y I C X C H E C K E P L E A D W I K I
  • 63. ICX & TM Synergy Intern Recruitment for ICX is slight different to TMP Recruitment. Things to consider: • Ensuring iGCDP OC and members have knowledge on GCM • Ensuring oGCDP OC and members responsible for intern selection have TTI accreditation. TA L E N T I N D U C T I O N Things to consider: • The key points to note is that although iGCDP is the final responsible, it is TM’s responsibility to ‘check’ and ‘audit’ all iGCDO EP LEAD and recruitment processes (including selection and induction) and ensure the quality of it. P R E PA R AT I O N F O R I N T E R N R E C R U I T M E N T
  • 64. That’s it folks!
  • 65. Any questions? Contact: Christina Kelman AIESEC Indonesia MCVPTM 1314 christina.kelman@aiesec.net
  • 66. The Definitive Guide to Recruitment