These are the TM Processes adjusted to the current reality of People Management of AIESEC in Brazil. As a way to clarufty the VP PM's Job Description with all the Evolutions we've brought to the Department.

1. PM Processes
Get.Develop.Keep.Repor
t.
AIESEC in Brazil Last Update: April 7th

2. Understand Why:
✓ PM processes should be aligned with Products timeline and
redesigned in such a way that it enables VPs PM of AIESEC in
Brazil to develop Leadership through Exchanges and our
Membership programs;
✓ We need clarification and instructions on what each PM
process is about, when do they need to happen and how;
✓ The design of the new PM Processes was done in order to
clarify what is the JD of the VP PM of AIESEC in Brazil.

3. 1. GET
This process is the backbone of People Management as it enables
us to Get the Right People, at the Right Place, in the Right Time -
hence it ensures AIESEC’s most important resource, its members,
are effectively contributing to achieving Org. Goals. They consist
of:
1. Persona Building;
2. Talent Planning;
3. Talent Attraction
4. Talent Selection & Allocation;
5. Talent Onboarding;
6. Expectation Setting;

4. GET – Persona Building
Match personas with your LC requirements. Create the right
personas to recruit. What kind of person does your LC need?
What is it?
When to do it?
This is the first step you
take during GET. Before
planning your Ideal HR.
Usually should be done 3
months before the end of
the Selection Process.
Few Tips
Check the PSEL survival guide for the
national profiles of each area. Analyze
the members who are already in your
LC on the following topics: main
courses, main universities, main
experiences and ages. From this you
will be able to build LC member profile
patterns that best perform and
identify with the organization.
❑ HR Review: Evaluating Ages,
Background, Professional Experience,
Interests, Extracurricular Activities;
❑ Crosscheck Patterns and Understand
Correlations;
❑ Run a Survey for the Members with
questions for the previous topics;
❑ To check and analyze the history of
members who perform the most and
who remain in the organization.
❑ To know where the most LEADS from
the last PSEL come from.
❑ I already know the points of culture
that my EB wants to draw.
Checklist

5. GET – Talent Planning
To plan the HR number for each department according to the structures
required to run the operations. Taking in consideration amount of people
needed and minimums for Leadership Pipeline
What is it?
When to do it?
Right after finishing the
Persona Building phase.
Few Tips
Check previous structures
and benchmark with other
LCs in the entity of even
abroad!
❑ I’ve checked the National
Recommended TLB Structures;
❑ I’ve mapped out the number of
people who will keep in the
organisation for the next semester;
❑ I’ve had a synergy with the other
VPs of my EB to set what’s the ideal
structure per each department;
❑ I’ve set goals of recruitment per each
department.
Checklist

6. GET – Talent Selection & Allocation
The process of Selecting People by certain criteria and allocating
them into departments according to preferences;
What is it?
When to do it?
This is when the recruitment
starts. It should be aligned
with the university and
operations timeline!
Few Tips
This is the moment you can
start embedding your culture
to the candidates and push
behaviours you wanna see in
your membership.
❑ I have defined what how each step of the
recruitment is going to be and what
selection criteria per each one of them.
❑ I have trained my OC PSEL to recognize
and evaluate the candidate’s behaviours.
❑ I have adjusted the National Interview
Tool with questions about AIESEC Values,
Skills, Value Proposition and Practical
Alignment to the criteria for my LC’s
expected membership.
❑ I defined the minimums to be observed on
the candidates so I can allocate them
accordingly to each JDs.
Checklist

7. GET – Talent Onboarding
Is the process of organizational induction and monitoring the member in
order to prepare him to be in 100% conditions to deliver results. It is the
moment that the member will have access to the organization's culture
and tools in a practical way.
What is it?
When to do it?
In the first 15 days of being
recruited as a member.
Few Tips
It’s the perfect moment to
set behaviors expected
from them! It’s when your
culture starts getting
shaped!
❑ I’ve done an Organizational
Induction to them;
❑ I’ve introduced the JDs;
❑ I’ve aligned the Working Conditions;
❑ I’ve educated them on Functional
Skills;
❑ I’ve aligned the routine and
Membership Criteria;
❑ I’ve ensured all Team Leaders have
100% of Building Implementation;
❑ I’ve took them to the 1st Conference
❑ They’ve been experimenting by
practicing.
Checklist

8. GET – Expectation Setting
Setting the right expectations on what is an AIESEC Experience
and what we do a daily basis!
What is it?
When to do it?
During the Attraction
Phase and Members
Onboarding!
Few Tips
Physical touchpoints are
essentials but don’t be
afraid to provide materials
about membership
experience!
❑ Make sure all the new members
understand the organization
dynamics.
❑ Have a moment to align about all
the hard and soft skills that can be
developed as a member;
❑ Reinforce the minimums to
accomplish as a member;
❑ Promote a induction to immerse the
new members in the organizational
culture;
❑ Use the most out of Alumni and
current members!
Checklist

9. 2. DEVELOP
This process ensures that the member is aware of: their current
performance and what should be improved, as well as what to
develop personally. It creates an ecosystem to enable them to
learn through practical experiences and access.
1. Performance Management
2. TL Capacity Building;
3. National & Local Educational Cycle;
4. Learning Environments

10. DEVELOP – Performance Management
It corresponds to the action of evolving the capacity of
performing of the members individually.
What is it?
When to do it?
Every Month! In a Synergy
with all the departments,
after NMS Output is
released!
Few Tips
Set on the Calendar all the
synergy meetings once! It
will be easy for you to
remind!
❑ I’ve made sure all TLs conduct the
1st PDP with all members during in
their 1st 20 days
❑ I’’ve ensured review performance
with all members during monthly
One-to-Ones;
❑ I’ve done a constant brainstorming
to improve productivity and reach
the desired skills for each member;
❑ I’ve compiled reports and produce
performance analysis reports for the
specific entity and departments
every month.
Checklist

11. DEVELOP – TL Capacity Building
The act of building capacity of your team leaders to lead a
team and to be a functional specialist!
What is it?
When to do it?
15 Days after
selecting your TLB!
And Bi Weekly
Checkups and
Tracking throughout
the semester.
Few Tips
Do at least one TLB Day to make results better,
clarify each person’s role and plan next steps;
TLB Meetings should preferably be conducted by
the LCVP PM and the LCP;
Aim to create more proximity between TLB and
EB through Team Days and TLB Meetings;
LCVP PM should be data driven and inform TLB
about important topics such as retention,
productivity and Team Standards;
❑ Create a capacity plan based on the team
standards timeline;
❑ Host TL Capacity Building spaces through
GLE on the 1st 15 Days after selecting
yout TLB!
❑ Evaluate how to solve the gap in order to
improve the performance;
❑ Create a map to evaluate the competence
you most want to improve in your team
leaders;
❑ Assess team leaders competence
demonstrated in their performance with
their teams and get inferences;
❑ Identify how to improve the capacity for
the next cycle.
Checklist

12. DEVELOP – Learning Environments
They correspond to all the spaces we could create in AIESEC
that allows any type of learning and develop Skills.
What is it?
When to do it?
They happen across
throughout the entire
Semester! You gotta map
out them about when and
what type are happenning!
Few Tips
Important that all TLs
and VPs are aware
about the existence of
them!
❑ I’ve went through the Learning
Environments Material already;
❑ I’ve mapped out in a timeline when
which one of them will be happening
across the semester;
❑ I’ve defined who’s the responsible
per each one of them and when do
they need to happen;
❑ I’ve trained my TLB and VPs about it
and taught them how to implement
each one of them;
❑ I keep a tracker of implementation of
them;
Checklist

13. DEVELOP – National & Local Educational Cycle
These are the Educational Cycles for the beginning of each
semester in AIESEC.
What is it?
When to do it?
They should happen 1
month max after finishing
your recruitments.
Few Tips
Always seek for decreasing the
Learning Curve, which means
taking the lesser time to
educate you members, so they
can perform earlier.
❑ I’ve aligned the dates of all phases of
the NEC to my LC calendar;
❑ I’ve decided how the Phase 1 of
NEC is going to be done by my LC;
❑ I aligned the Functional Inductions
and Training to happen
simultaneously during Phase 1;
❑ I’ve set a calendar of Working Time
in my LC to the members practice
the Phase 2 of NEC;
❑ I’ve decided in EB which Tasks will
be done;
❑ I’ve made a planning for a Local
Phase 3 with Partners.
Checklist

14. 2. KEEP
This process is about nurturing and engaging our tallent to
perform more, be more satisfied with their team experientes, have
a long term carreer plan in AIESEC.
1. R&R Implementation;
2. Engagement Assessment - NMS;
3. Succession Plans;
4. Culture Management
5. PDP Implementation;
6. Membership Experience
Implementation

15. KEEP – R&R Implementation
It is the R&R Campaign in order to recognize the best Individuals
and Teams on your LC in order to drive a culture of achievement.
What is it?
When to do it?
You should make the plan
during Building Phase and
Implement the R&R throughout
the Performing and Closing
Phases!
Few Tips
Ask on the NMS what
engages them in order to
design the prizes of the
R&R.
❑ I’ve sensed on NMS what engages
my membership to perform more;
❑ I’ve made an R&R Plan in Synergy
with my operations;
❑ I ensured KPIs for all teams and
departments;
❑ I created a calendar of
implementation;
❑ I defined a brand for the R&R
Campaign;
❑ I have a tracker to help me of my
manager to Implement it;
Checklist

16. KEEP – Engagement Assessment - NMS
The engagement Assessment exists to tell you how engaged is
your membership with their AIESEC Experience
What is it?
When to do it?
Every month
Few Tips
Make sure you are doing
open questions on NMS to
get the most out of what
they are feeling regarding
their experiences;
❑ Create Questions to Evaluate the
Engagement of Membership on
NMS.
❑ Compile the Informations of
Experience; NPS, Pipeline and the
questions done by you in a
Engagement Report!
❑ Sit with the VP of each department
to evaluate what should be done in
order to improve their engagement
with the organization;
❑ Map out Culture Evolutions and
Internal Communication;
Checklist

17. KEEP – Succession Plans
Time to understand how many members you will have for each position in
the next semester or semester and what are the HR needs for succession.
Information and strategies to map and cultivate possible pipeline
What is it?
When to do it?
The planning timeline
needs to be based on the
operational timeline and
needs, but with 30 days
before the election.
Few Tips
- Promote and show XP
of leadership Positions!
- Nurture the pipeline
continuously
❑ Make a plan based on the Ideal Structure
of How many Applicants per role you
should have;
❑ Start mapping out the names in synergy
with your VP Operations;
❑ Set a succession plan for nurturing
Pipeline with your EB Mates and Team
Leaders;
❑ Make sure that all Members will have
their Succession Plans being done and
reviewed in every One-2-One;
❑ Have a iComm Strategy in order to
produce content of Leadership Pipeline,
use videos, blogs, podcasts to nurture
them!
Checklist

18. KEEP – Culture Management
Culture eats strategy for Breakfast. Which is basically setting the
right behaviors in your membership in order to achieve the LC’s
dreams;
What is it?
When to do it?
Plans should be done in
Jan and July.
Implementation should be
done throughout the
semester.
Few Tips
- Bring elements of your
culture during the GET
Process (selection,
induction, onboarding).
- MESSAGE. REPEAT.
MESSAGE. REPEAT.
❑ I defined in EB the message /
identity that my LC wants to get;
❑ I made a Culture Plan of what we
need to do in order to drive
behaviours;
❑ I decided which Virtual and Physical
Touchpoints will be needed to
implement Culture;
❑ I have a calendar of implementation;
❑ I brought elements of my culture in
the GET period
❑ I have constant touchpoints with
the EB to improve implementation;
Checklist

19. KEEP – PDP Implementation
It’s the Personal Development Plan that traces the personal and
operational development of the member and it is implemented
by the Team Leader through the experience.
What is it?
When to do it?
It can be done along with
O2O implementation.
Preferably once a month,
to ensure monitoring and
development.
Few Tips
Track every single leader of
your LC. TRACK TRACK
TRACK. PDP is the most
important tool for a
member’s experience.
❑ I’ve trained my Team Leaders and
VPs on how to conduct a PDP AND
what’s the objective for each month;
❑ I explained during onboarding what
is a PDP and asked members to hold
their Leaders accountable to it.
❑ I have a Calendar for
Implementation throughout the
Semester;
❑ I have Calibration Meetings with
Team Leaders to suggest things on
the individual PDPs.
Checklist

20. KEEP – Membership Experience
It is to take care of the member’s experience from the moment
they join the organization until they leave.
What is it?
When to do it?
On going. From the
moment the member
join the organization
until the member leave.
Few Tips
Always collect and give
feedbacks;
Guide the TLB to provide
assessment and support;
Understand why the member
joined the organization and why
they remains
❑ I’ve went through the Membership
Experience Booklet;
❑ I’ve trained all the Team Leaders on
the Membership Experience
Guidelines;
❑ I made questions on NMS monthly
to evaluate if specific points of the
Experience is being covered;
❑ I made an output on the Experience
Insights and Feelings of NMS and
decide next steps;
Checklist

21. 4. REPORT
This process happen across the other PM Processes, as Reporting
must be established to keep track of all PM’s performance
indicators. Through reporting we understand the bottlenecks that
PM can work on, to ensure that members achieve goals and
develop leadership.
1. NMS Creation & Output Consolidation;
2. People CRM Management
3. Monthly Synergy with Operations;
4. Monthly Report on EB Meeting

22. REPORT – NMS Management
The NMS itself is an assessment with members, managers, TLs, VPs,
LCPs and ESTs. The report purpose is to identify the bottlenecks and
highlights of the quality of the membership experiences we are
providing, transforming data in to analysis and strategies.
What is it?
When to do it?
Monthly.
Few Tips
- Take the reports for your
synergies.
- Make note of high points
and found evolution.
- Make sure to adapt the
report for each team/area
-
❑ I’ve created the NMS Questions
and Submitted to the National
Team;
❑ I’ve engaged my Membership to
ahve 100% Response Rate;
❑ I’ve collected the output and went
through it;
❑ I made a report for each
Department and had a synergy;
❑ I have clear next steps with my
membership;
Checklist

23. REPORT – People CRM Management
It corresponds to all the practices on the People CRM management.
What is it?
When to do it?
Every Week
Few Tips
- Make sure you are going to
have a clear day of
updating it;
- Have clear the Auditing
Procedures in place!
❑ I’ve added updated the CRM from
one semester to another;
❑ I’ve added the New Members and
uploaded their Volunteering
Terms;
❑ I have a day on the week to update
the People CRM.
Checklist

24. REPORT – Monthly Synergy with Ops
They are Monthly Meetings with Operations to evaluate the
current state of each department’s membership and propose
next steps.
What is it?
When to do it?
Monthly right after NMS.
Few Tips
Have a clear calendar set
since the beginning of the
semester!
❑ I’ve compiled the main insights per
each department;
❑ I went through Team Standards
Implementation and Quality per
each Team and proposed evolutions;
❑ I’ve checked the Membership
Experience per each Department
and proposed evolutions
❑ I went through the Leadership
Pipeline Numbers and proposed
evolutions on the Succession Plans!
❑ I went through the overall
performance.
Checklist

25. REPORT – Monthly Report for EB
Its is the Monthly Report of the current state of the Membership
of the LC.
What is it?
When to do it?
First EB Meeting after
NMS Output.
Few Tips
Be as clear and propositive
as you can! Avoid trying to
say is someone else’s fault.
❑ I’ve compiled the main insights per
each department;
❑ I went through Team Standards
Implementation and Quality per
each Team and proposed evolutions;
❑ I’ve checked the Membership
Experience per each Department
and proposed evolutions
❑ I went through the Leadership
Pipeline Numbers and proposed
evolutions on the Succession Plans!
❑ I went through the overall
performance.
Checklist