This document discusses onboarding and developing a new member named Snoopy in AIESEC. It recommends assigning Snoopy a role based on his skills and the organization's needs to challenge and help him grow. It emphasizes establishing clear expectations and objectives for Snoopy's role. The document also discusses providing Snoopy with training, support, performance evaluation, and new challenges to continue developing his skills and leadership potential.

1. EMpOWERING
people to drive
pERFORMANCE

2. We have our new
members….
And now?

5. Meet Snoopy!

6. He is new in
AIESEC and
confused about
what his next steps

7. Based on his skills and the human
resource need in the organization, we
need to assign him a role.
A role that will challenge him and allow
him to grow.
A role that respects the TMP&TLP
principles and the structure principles.
He will now know what is expected from
him and what is his role inside the entity.

8. STRUCTURE
 Each team has a purpose
 Each team has specific objectives, realistic and measurable
 Each team has a specific timeframe (6 weeks – 3 months)
 Each team is exchange oriented or supporting exchange
 Each team has a set number of members with JD
 Each team purpose must be meaningful

9.  Each team member/leader has a JD
 Each JD must contain role, activities and responsibilities
 Each JD must contain clear, achievable and measurable objectives
 Have a team position only if it is necessary
 Each team position is unique
 Make JDs qualitative
Job Descriptions

10. Is important for Snoopy to have a space to think of his future in AIESEC and
outside AIESEC and connect his individual goals with the goals and on-going
activities of the organization.
I would love to be an
LCP as it connects with
my dream of becoming
an entrepreneur.

11. They are a lot of challenges along the way and
we are not going to leave Snoopy to face them
alone

12. Snoopy needs education on
specific hard skills, but also on
soft skills.
And tracking and
support along
the way

13. But sometimes it happens that Snoopy is unmotivated, lazy, doesn’t
complete his objectives, inefficient, doesn’t understand his role, etc.
I think I am allergic
to mornings

14. And at the end of his experience,
Snoopy needs to evaluate his
performance and to reflect upon
his experience. It’s also important
for him to receive feedback from
the people he worked with.

15. Role
Assignment
Performance
Evaluation
Reward and
Recognition
New
challenge

16. Purpose:
• Acknowledge valuable individual and team contributions
• Encourage excellence and performance
• Focus your LC on a certain direction
• Create certain behaviours in your membership
• Set a standard for the members in your entity
Rewards &
Recognition

17. • For all awards the criteria should be settled and promoted for a long
period of time in the LC so that the actions of your membership will
be directed according to these criteria
• The evaluation criteria need to be transparent and as much as
possible based on clear actions and measurable results
• Set examples of behaviours for the prizes you decided
• Don’t have more than 1 award per month as it loses importance and
desirability
• Use a mix of recognitions (LC newsletter, LCM announcement) and
rewards (1 free exchange fee, 50% reduction at a NatCo)
• You can have awards based on team or individual performance, LC
direction or organisational culture (proving the vision and values of
the organization )
Rewards &
Recognition

18. 1. Talk to your EB to establish a clear local R&R strategy for the next 6
months aligned with your local direction
2. Coordinate with VP oGCDP and GCDP/GIPi (an important base of
your local R&R should be orientated towards exchange and result
achievement)
3. Coordinate with VP Finance for the financial investment (choose
rewards that are a further investment in the members and their
AIESEC XP such as exchange or conference fees)
4. Establish criteria and prizes
5. Promote the campaign to your membership
6. Track & Evaluate
7. Reward and showcase the successful cases
R&R Step by step

19. Top Exchanger
# RA made, MA made
Promoter of the month
# attendance to info desks, charlas
Start seller
# meetings/phone calls made, RA made
Self sustainable project award
# iGCDP project with a positive balance
Best OC team
# presence in the LC, % objectives reached
Campaign examples

20. And because we believe in Snoopy’s
leadership potential we are going to give
him the opportunity to discover and
develop his inner leader

21. Purpose:
•To strengthen the impact a TLP experience has on the individual
•To enable our leaders to be perform ant and achieve their results
•To increase the attractiveness of AIESEC leadership opportunities,
internally and externally
•To enable our leaders to discover their own leadership vision by
fostering the inner and outer journey of each leader
LEAD

22. LEAD Delivery
LDS agenda
NatCo agenda
ASM agenda
LC Visit agenda
Area Education Cycle
Individual Learning
Plans
Story telling culture
Showcasing
experiences
Short term XP
Goals orientation
JDs for each position
Performance
recognition
Leadership Learning
Circles
MC open office
LC EB simulations
Functional resource
centers
Weekly Leadership
Corner
Buddy System
Mentoring
Programme
OCP transition
National
Local

23. LEAD
•Short term XP
•JDs for each position
•Goals for each teams
•Individual Learning Plans
•Rewards and Recognitions
•Story Telling Culture
•Showcasing Experiences
•OCP Transition
•Leadership (OCP&MM) Preparation