The document provides guidance on the full recruitment process from preparation to talent induction. It emphasizes understanding competency models and local needs before recruitment. Preparation includes training interviewers. The recruitment process involves engaging potential candidates through events and maintaining contact with past exchange participants. Talent planning identifies committee needs and creates job descriptions. Talent marketing segments the talent pool and engages candidates from engagement activities and returned exchange participants. The goal is to fill positions with candidates that fit the organization's culture and strategy.
Companies tasked with delivering an exceptional customer experience need to attract and hire high-performing, skilled contact center agents. This presentation describes innovations in attracting, selecting and retaining agents that are likely to perform well. Guest analyst presenter Keith Dawson sets the stage for the importance of a superior hiring strategy in the agent lifecycle.
Social recruiting doesn't have to feel overwhelming. Dice's Social Recruiting Starter Kit provides a summary of some of the most important channels for tech recruiting and offers principles to guide your status updates, replies and videos.
For more on social recruiting, check out http://dice.com/openweb.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Companies tasked with delivering an exceptional customer experience need to attract and hire high-performing, skilled contact center agents. This presentation describes innovations in attracting, selecting and retaining agents that are likely to perform well. Guest analyst presenter Keith Dawson sets the stage for the importance of a superior hiring strategy in the agent lifecycle.
Social recruiting doesn't have to feel overwhelming. Dice's Social Recruiting Starter Kit provides a summary of some of the most important channels for tech recruiting and offers principles to guide your status updates, replies and videos.
For more on social recruiting, check out http://dice.com/openweb.
Recruitment and selection powerpoint presentationAndrew Schwartz
Having the highest performing employees is critical for the success of an organization but too often the best candidates can be hidden among stacks of scripted resumes. Hiring managers must learn strategies to find and select the right candidate. The Recruitment and Selection Powerpoint Presentation offers slides on topics such as: 27 points on creating a recruitment strategy, 24 slides on methods of recruiting, 10 tips for how to review resumes, 5 slides on evaluating interviews, 5 points on making the final decision, 17 points on assessing recruitment and selection strategies including 3 steps on how to benchmark these strategies, 15 slides on training and retention including 6 tips to increase retention and 8 tips for implementing training programs, 6 slides describing the legal issues, 4 slides for final action steps and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
Group Guidance: Developing and managing our time TIME-MANAGEMENT-..pptxandriansemblante1
Time management is one of the most common problem of students. This lesson provides ideas that will improve the overall performance of a students on how to manage his time. the Guidance and Counseling office offers this group guidance program to help students develop self awareness and discipline.
Group Guidance: Developing and managing our time TIME-MANAGEMENT-..pptxandriansemblante1
Time management is one of the most common problem of students. This lesson provides ideas that will improve the overall performance of a students on how to manage his time. the Guidance and Counseling office offers this group guidance program to help students develop self awareness and discipline.
Actionable outputs from capability assessments - project challengeILX Group
Mike Saville, ILX’s Head of Consulting explores how organisations can benefit from combining Best Practice and Organisational Capability Models (including P3m3 v3). This enables leadership teams to answer not only ‘how good are our projects?’, but to establish solutions to persistent problems and build the capability that they need. These themes are illustrated by real-world case studies from multi-national businesses.
The Growth Accelerator aims to facilitate an extensive network of ambitious growth entrepreneurs and top experts - who share their dreams, ambition, expertise and daily experiences – in order to enhance the growth capabilities of Dutch entrepreneurs and their businesses.
IT Traction Control for Higher Educationgobelegendary
While we'd like to think executing our plans will be like cruising down the highway, often the journey becomes more like taking a back road in a blizzard. Strategic initiatives take precedence over operational challenges, and operational issues sometimes bring strategic progress to a halt.
If you have a plan, but have failed to make progress, then the IT Traction Control program is for you.
How to Understand the ROI of Investing in People - CMX Summit West 2016CMX
CMX Summit is the world's largest gathering of those who are ready to harness the power of collaboration and community in the digital age. Maia Josebachvili reveals how to predict the value of employee engagement and how to pitch it to management.
Resistance to change is driven by the divide between individual and collective agendas. Regardless of your role, the ‘Change Gap’ is taking a toll on you. Assess, understand and bridge the Change Gap. Understand why change fails and how to overcome resistance.
Growth framework and approach for Consumer Startups including metrics to focus on. Got feedback or suggestions, please share with pj@beingpractical.com.
What are the 5 essential steps to take to prepare for a new CRM system? Find out what you must ask yourself and what factors you must consider to prepare for the success of your CRM project.
Top Business School in Delhi NCR and Noida - Lloyd Business SchoolLloyd Business School
Top Management College in Delhi NCR and Noida. Offering PGDM courses, MBA, BBA, and Executive Programs. Plot No. 11, Knowledge Park II, Greater Noida.
http://www.lloydbusinessschool.edu.in/
TMTR specializes in end to end workforce talent management solutions. This is a short introduction story of how we can support you!!! For all for your people development needs please feel free to contact us at +91 20 26134991, 26050706 or mail us at - peopledevelopment@tmtrsolutions.com
Group Guidance: Developing and managing our time TIME-MANAGEMENT-..pptxandriansemblante1
Time management is one of the most common problem of students. This lesson provides ideas that will improve the overall performance of a students on how to manage his time. the Guidance and Counseling office offers this group guidance program to help students develop self awareness and discipline.
Group Guidance: Developing and managing our time TIME-MANAGEMENT-..pptxandriansemblante1
Time management is one of the most common problem of students. This lesson provides ideas that will improve the overall performance of a students on how to manage his time. the Guidance and Counseling office offers this group guidance program to help students develop self awareness and discipline.
Actionable outputs from capability assessments - project challengeILX Group
Mike Saville, ILX’s Head of Consulting explores how organisations can benefit from combining Best Practice and Organisational Capability Models (including P3m3 v3). This enables leadership teams to answer not only ‘how good are our projects?’, but to establish solutions to persistent problems and build the capability that they need. These themes are illustrated by real-world case studies from multi-national businesses.
The Growth Accelerator aims to facilitate an extensive network of ambitious growth entrepreneurs and top experts - who share their dreams, ambition, expertise and daily experiences – in order to enhance the growth capabilities of Dutch entrepreneurs and their businesses.
IT Traction Control for Higher Educationgobelegendary
While we'd like to think executing our plans will be like cruising down the highway, often the journey becomes more like taking a back road in a blizzard. Strategic initiatives take precedence over operational challenges, and operational issues sometimes bring strategic progress to a halt.
If you have a plan, but have failed to make progress, then the IT Traction Control program is for you.
How to Understand the ROI of Investing in People - CMX Summit West 2016CMX
CMX Summit is the world's largest gathering of those who are ready to harness the power of collaboration and community in the digital age. Maia Josebachvili reveals how to predict the value of employee engagement and how to pitch it to management.
Resistance to change is driven by the divide between individual and collective agendas. Regardless of your role, the ‘Change Gap’ is taking a toll on you. Assess, understand and bridge the Change Gap. Understand why change fails and how to overcome resistance.
Growth framework and approach for Consumer Startups including metrics to focus on. Got feedback or suggestions, please share with pj@beingpractical.com.
What are the 5 essential steps to take to prepare for a new CRM system? Find out what you must ask yourself and what factors you must consider to prepare for the success of your CRM project.
Top Business School in Delhi NCR and Noida - Lloyd Business SchoolLloyd Business School
Top Management College in Delhi NCR and Noida. Offering PGDM courses, MBA, BBA, and Executive Programs. Plot No. 11, Knowledge Park II, Greater Noida.
http://www.lloydbusinessschool.edu.in/
TMTR specializes in end to end workforce talent management solutions. This is a short introduction story of how we can support you!!! For all for your people development needs please feel free to contact us at +91 20 26134991, 26050706 or mail us at - peopledevelopment@tmtrsolutions.com
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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
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
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 )
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?
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.
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.
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
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