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On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
On going recruitment short version
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On going recruitment short version

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  1. Ongoing Recruitment – TMU/ XMU 08.09 Initiative Recruitment Ongoing Recruitment Introduction On-going recruitment is the latest and greatest new process for improving your LCs. In AIESEC we have our main goals to increase EXCHANGE and LEADERSHIP #’s and the quality of their experience, and by doing that we need to increase our MEMBER #’s. This process increases all of these together in a really easy way! What is the background? Why it s an increasing need, or a smart solution? • The organization has become to have many rigid processes which hinder growth to happen either Key poitns: by delaying it or stopping it. Need to become - Different ways of ongoing promotion more flexible, without though losing the essence (online, Info events, posters, etc) of what AIESEC is, and do everything according - On going promotion of short term opportunities in AIESEC to the AIESEC Way and the AIESEC xp principles. - Never say no to someone who wants to • Capacity building & achievement phases need to apply to AIESEC - Find simple ways of selecting & happen throughout the year: inducting people in AIESEC (processes • We need members to facilitate the achievement not being designed for 100 people, but also for smaller number; for 1 for phase or go on X to be part of the achievement example- selection: an interview & phase induction: buddy) - Use the events that the LCs are running • It makes sense that when someone wants to join for multiple reasons: eg. Learning event, AIESEC we welcome him in AIESEC, instead of Global Village, Info events also to promote X, Leadership or both saying come back in 6 months, when the next - Have induction and selection/allocation recruitment processes will take place, because points every 2-3 weeks -Even the big recruitments should push our processes are rigid. people fast on X and in part of a team • Current State of gaps in the Achievement phase, which is mostly connected with the EPs and certain pools (we have the TNs, we have members, but they don’t want to go on X, or their profiles do not match with the available TNs)
  2. Ongoing Recruitment – TMU/ XMU 08.09 Initiative “But on-going recruitment is new and it sounds confusing, it also sounds like a lot of changes?” Yes, changes, but changes that will make things easier. Instead of: PLANNING PROMOTION INDUCTION SELECTION ALLOCATION TEAM WORK (This is a 6 step process and it takes forever! Even worse it basically drains your entire LC’s Recruitment resources for the whole time you are doing the recruitment… talk about a waste of time) Instead of this process, you have something like this: PROMOTION COFFEE CHAT INDUCTION + ALLOCATION RETENTION/TEAM WORK (4 steps instead of 6, plus coffee! That’s amazing!!) Current Bottlenecks: Let’s look at each step of the process… • Processes • Mindset Step 1. PROMOTION There should be standard promotion in the Universities to ensure on-going recruitment is successful. This means that the AIESEC brand is continuously being seen to attract people to the organization at any time of the year. This will mean: - Continuous visibility such as posters, websites, lecture talks, info-sessions and others that your LC engages in. - Forming good relationships with your University administration to ensure this happens smoothly and their support is guaranteed especially for things such as school notice boards, lecturing times, information sessions/seminars etc. - Wave like framework of promotion. Apart from the two big promotions for AIESEC recruitment currently being done by LCs in the network, there will be constant visibility all year round to ensure we accept more people to get into the organization. WHAT CHANGES DOES IT MEAN FOR MY LC?? - Setting up an on-going recruitment team made up of members from the TM, X and Communications portfolios. - These could be ranging from 3 to 9 people. - On-going recruitment progress checks every two weeks for this team and they report to the EB responsible. These progress checks would include reviewing of: LC needs Process review Talent pipeline Allocation of members Opportunities available in the network Global trends both internal and external
  3. Ongoing Recruitment – TMU/ XMU 08.09 Initiative ROLES AND RESPONSIBILITIES REGARDING ON-GOING RECRUITMENT: TM - Checking up on retention in the LC - Checking up on the leadership pipeline - Checking up in the exchange pipeline Recruitment - Checking up on diversity of profiles - Talent planning COMMUNICATIONS - Checking up on the needs from the X and TM portfolios to ensure good packaging of key messages to be used EXCHANGE - Checking up on supply and demand analysis of pool, regions or countries - Checking up on LC/CY partnerships - Checking up on the exchange pipeline - Checking up on opportunities regarding exchange in the network Step 2. COFFEE CHATS Make sure you are clear on your LC capacity and characteristics your look in a member in order to align the questions and profile of members you are attracting to AIESEC (minimum 3 characteristics). Objectives - Assess applicant motivations and profile though questions and a case study; - Relate applicant profile with LC needs; - Recruit for AIESEC aligned people with the right expectations; - Clarify initial doubts and show AIESEC Way and opportunities (briefly); - Present international exchange program for STMs’ (briefly). Flow (During interview) - Print Applicant Evaluation Sheet and get as much notes and comments as you can! - Ask listed questions or others relevant ones regarding member desired profile. (Evaluating) Give points (accordingly with the ones defined in the POINTS table 1-4) per each characteristic we’re looking in applicant students, make sure you address comments to support your assessment (e.g. “the candidate was 1 Unacceptable answer (fail, does not answer the succinct in his/her answer, I was expecting more”, “he/her question) was objective”, “he/her demonstrates a great passion for the organization but have lacks of confidence” or “I really 2 Poor answer (mentions one key aspect of the criteria) like this guy/girl he/her is really aligned with the profile 3 Good answer (covers most aspects of the criteria) we’re looking for) Make sure you fulfill all entries after selection interview 4 Excellent answers (fully meets the criteria plus offers (try to avoid be writing during it) before start to interview additional abilities beyond the criteria or offers extensive another applicant, probably you will get confuse. examples from past performance). You should not select people without a sum of 9 points | (mean: ok categories)
  4. Ongoing Recruitment – TMU/ XMU 08.09 Initiative Interview Start the interview presenting yourself (tell to the candidate something about your AIESEC Experience) and ask him/her to present himself/herself, what’s his/her studies… And starting… Recruitment 15’ [AIESEC related questions] • What do you know about AIESEC and how do you know about it? • Why are you applying for AIESEC and how do you imagine your role in AIESEC? Present: • AIESEC Concept and purpose (History) • AIESEC Way • Global / National / Local structure & network/accountability that exists between these entities • AIESEC Experience | Global Learning Environment | Global Competency Model • Functional Areas (LTM) | Exchange Program (STM) • LC / Country Member Education Cycle 15’ [Competency Assessment] MEMBER RELATED SAMPLE QUESTIONS TYPE OF ANSWER DESIRED PROFILE COMPETENCIES (competencies - … related with that (desired characteristic) characteristic of a member in a … specific local reality) Example Inclusiveness - What do you think about other They display sensitivity towards Open Minded Flexible Thinking religions/cultures? the needs of others and are Resilience - Tell me a time when you changed prepared to change to suit this. Ability to see your methods to suit a new things from a environment or when working with a different person who saw something from a perspective different perspective. 05’ [Time availability and commitment] - What do you think AIESEC expects from you? - Mention your extracurricular interests (check signup sheet first to know his/her info). What attracts you to these and what satisfaction do you derive? How do you see these as developing in the future? if he/she has a lot of activities ask how will he/she allocate time for AIESEC - How many hours/week are you willing to give to AIESEC
  5. Ongoing Recruitment – TMU/ XMU 08.09 Initiative Tips for evaluating Evaluate the person on the basis of your predefined criteria for selection – Competencies and Technical Skills. Make sure you also understand the potential the person had – not everyone will come with the competencies in your pre defined selection, it’s important to also see how open minded and eager to learn the person is. Recruitment Do not make it a number game while evaluating, make sure you are objective and exploring all areas in individuals’ personality – use different perspectives/individuals to make decisions for selection. Applicant Evaluation Sheet Name of Applicant: _______________ AIESEC people name: ________________ Extra topics [Comments to AIESEC related questions]: LTM/STM (EP candidate) (LTM/STM) _______________________________________________ Possible functional area / _______________________________________________ project to be allocated (other points to consider) [Comments to time availability and commitment]: _______________________________________________ _______________________________________________ For each member desired criteria use the scale below: MEMBER DESIRED COMMENTS POINTS PROFILE Characteristic 1 ___ POINTS Characteristic 2 1 Unacceptable answer (fail, does not answer the question) ___ 2 Poor answer (mentions one key aspect of the criteria) Characteristic 3 3 Good answer (covers most aspects of the criteria) 4 Excellent answers (fully meets the criteria plus offers additional abilities beyond the criteria or offers extensive ___ examples from past performance). Final Appraisal Part 3a. Induction To ensure that the balance between resources available in the LC and quality of the newbie's experience is kept, the most efficient way to deliver induction is by assigning the new member joining (outside the normal recruitment cycles) a buddy within the LC.
  6. Ongoing Recruitment – TMU/ XMU 08.09 Initiative Do you remember the first person you met in AIESEC? Do you remember your first good conversation? The impact a good mentor can have during life is immeasurable, the same can be said for the impact of an encouraging older member for a person entering into AIESEC. The role of a buddy is to deliver induction and assist members to gain their footing as quickly as possible. AIESEC offers many opportunities and directions; however these choices can be confusing and daunting if members don’t have someone to turn to for clarification. Recruitment Roles and Responsibilities • Building social bonds and ensuring participation to social activities • Activity tracking and ongoing competencies and skills observation • Ensure education is on track and learning points are consolidated • Integrate members into LC • Ensure new members are receiving a balanced view of everything in AIESEC • Members understand the induction process • Supporting members through the Introduction stage (outside the normal recruitment cycle) • Supporting members with the introduction to Functional Areas • Explaining their own Introduction experiences in AIESEC to new members to provide clarification of what AIESEC is/does • Support the self driven learning concept promoted through AIESEC • Being an extra communication link for new members and the LC activity Part 3b. Allocation Allocation would happen in parallel with induction (since the induction process under the ongoing recruitment is on a „need to know” basis, thus the relationship between the buddy and the newbie won't immediately cease after the allocation, and guidance might still be needed). Coffee Chat Induction with the Buddy (need to know basis) Allocation Taking Responsibility The Interviewer (person running the Coffee Chat) and the Buddy are responsible to send their notes to the Ongoing Recruitment Team or VP TM (according to what each LC has decided). When making the allocation decision, the person responsible should take into consideration 2 aspects: Organizational perspective Individual perspective - we need the best most able people to fill - we need to be developing our members' each role, and diverse teams are the most competencies through the positions effective (LC needs) theyare in (skills and interests) The Interviewer's notes and Buddy's notes (goal setting, interests of the newbie) should be basis enough for the person responsible with allocation to be able to place the newbie in the right area.
  7. Ongoing Recruitment – TMU/ XMU 08.09 Initiative Part 3. Tips for the Buddy Get to know your newbie Make sure you create a fun, relaxed and pleasant atmosphere Make sure you communicate with the VPTM and you keep track of induction Recruitment objectives you need to reach Keep it loose and be flexible with timings. There is no structure here; there are no processes, this time it is all up to you and your awesome personalities. Discuss a range of topics including their initial thoughts on AIESEC, their ideas and goals, your own experiences in AIESEC, the LC meeting content, the Introduction stage, Personal Development topics etc Be innovative! :) Benefits for the buddy Clarity on their own Introduction and Taking Responsibility criteria in the Structured Learning Process. Before you can explain these experiences it is important for mentors to fully understand how they have developed as a result of involvement in AIESEC. Supporting the development of others Developing communication skills. This is a great opportunity for anyone looking to develop their communication competency. Benefits for the newbie Getting into a more comfortable/intimate environment – they can interact easier and get accomodated faster Having a direct link with AIESEC in terms of communication – the buddy More customized approach – needs are better attended to Benefits for the organization Better Allocation use your notes throughout the meetings and make sure they get to the LCVPTM in time so allocation can happen withing the Check-up meeting (every 2 weeks) Competency evaluation by the tracking, it will be easier to evaluate the competencies taking into account the behaviors in the competency model. Mentorship: Since the beginning, new members will experienced Mentorship (even when they don’t know the term) , and they will start feeling it as something normal, in the long run,they will be able to mentor other people too and encourage in the rest of the LC. Personal Goal Settings: This module of induction can easily work in a more personal environment; the buddy system will help to cover this module in a more effective way. Part 4. Retention If we lose these people, ongoing recruitment will be useless! Here is how to make people recruited in ongoing recruitment to move in the @XP. How to make people feel part of the LC • Job description with real responsibilities – don’t let people waiting with nothing to do, make them move fast. Give real responsibilities, with clear timeframe and goals soon and they will work.
  8. Ongoing Recruitment – TMU/ XMU 08.09 Initiative • Buddy meetings - The buddy has a big role in integrating the newie to the LC, see the buddy part for more info. • LC meetings – present the new members in the LC meeting, their role and recent plans. Maybe a team building activity would help. What about a chill out with the LC after or before the meeting? Recruitment • Team meetings and team work –Make sure new members have a group that they can interact it and get to know more easily – and that’s their team. Refer to the Team Building part of the How to Lead a Team campaign to integrate the newies on the team. • Have fun! – this should be done within the new member’s team and also in the LC as a whole: team dinners, LC parties, LC team buildings, all of this should happen constantly. What about having a “reception weekend party” every month to celebrate all the new members that joined in the month? How to make these new members fit in the LC educational cycle? Team leaders will have a much bigger deal on their team members’ development. And that’s amazing, because isn’t leadership also about supporting the development of leadership in others? Here’s how to handle the education of members in the context of ongoing recruitment: Individual coaching – the main purpose of the education cycle is that members develop the right competencies and skills to perform in their job and be prepared to take the opportunities they want in the near future. Team leaders have a big role in that and should coach each team member so he/she develop what is needed. For more information about coaching see: Coaching campaign by TMU, article on coaching on the HR portal and AIESEC in Poland Coaching Guide Mentorship – there will be a great need for mentorship in the LC where there are constantly new members. You can do it in several ways, such as using alumni as mentors, encouraging the buddy to keep on the relationship and be mentor, use the ex-new members from ongoing recruitment as mentors, etc. Individual Assessment Tool and Goal setting – make the new members take responsibility on their own learning! They should complete the Individual Assessment Tool and use it to choose which competencies they want to develop. Based on this, coach and/or mentor can support the member in developing those competencies. If you want to see more how team leaders can support the development of their team, check the Team Development wiki from TMU. Constant opportunity promotion and customized opportunity promotion Based on member’s profile, learning goals and opportunities that might be interested, you should allocate your members into “groups” or “clusters” of opportunities that might suit them. Examples of clusters can be “summer exchange”, “possible EB candidate”, “DT”, “IT”, etc. Then, when you have opportunities that suits one or more of your clusters, you just promote it to them. Simple as that. 1 month check up
  9. Ongoing Recruitment – TMU/ XMU 08.09 Initiative After 1 month after the new member joined, you should have a new coffee talk to check how the member is going, if he/she fulfilled the minimum criteria set to the LC by participating in what was expected, if he/she want to stay in AIESEC, what next opportunity want to take, etc. This is the point also that it should be clear for everyone that he/she is not a new member anymore, but a full AIESEC member with responsibilities. Recruitment HINT: it would be very good if you have each month (maybe in LC meeting) a point where the ex-new members are recognized as full time member (and, of course, have a celebration party with that! Maybe even combined with the reception of the new members that just joined the organization?) Conclusion Hopefully reading this wiki inspired and you are ready to implement an on-going recruitment process in your LCs. This was a co-production by TMU and XMU. If you have questions, challenges or inputs (or thank you’s), please email our teams.

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