The document provides guidance for onboarding new members within their first 10 days. It emphasizes the shared responsibility of talent management and team leaders to ensure new members feel welcomed and gain clarity on why they joined, where they belong, and what their responsibilities are. The team leader checklist outlines key activities for the first 10 days like having lunch to get to know the new member, giving them real work, connecting them with a peer buddy, and helping them build their social network. The document also discusses considering members' expectations, retention factors, and involving other roles to make the onboarding process successful.

1. FIRST TEN DAYSWhat the first 10 days of every AIESEC
experience should look like.

2. ONBOARDING: to integrate a new
member into the organisation.
TM TL
Talent Management is responsible for the
centralised induction approach, this may
include:
• coordination and delivery of induction
day agenda
• organisation of mentoring and peer-
buddy programs
• coordination of functional training and
upskilling.
Team Leaders are responsible for the
onboarding of their new members. This
means fulfilling the ‘BUILDING’ team
standards.
Each team leader is also responsible to ensure
that their members feel welcomed, confident,
excited and energised within their new
AIESEC environment.
This involves the follow up of the centralised
induction process.
This can involve:
• Special lunch/coffee with your team
members follow up chat from induction
• Giving them real work on day 1.

3. ONBOARDING
It is the responsibility of both the
team leader and talent management.“
”

4. ONBOARDINGa team leader’s guide.

5. MY
TEAM
LEADER
CHECKLIST
1. Why am I here?
2. Where do I belong?
3. What
are we
doing?
There are 3 ques:ons every member wants to answer:

6. Why am I
here?
As a team leader your job is to ensure that your members gain clarity on why
they are in AIESEC. But how can you achieve this?
1. In order for your members to understand why they are in AIESEC, you
need them to first gain awareness of who they are (Check our the Self
Awareness Leadership Quality for more tips!). Remember, they just
joined AIESEC! Start them off easy. What are their strengths and
weaknesses? What do they enjoy working in? What do they not enjoy?
2. To understand why you are in AIESEC, you need to understand what is
AIESEC. As a team leader ensure you do a follow up chat with your team
members after induction day to ensure their understanding of Why the
organisation exists and what we do everyday to achieve our vision.

7. Where do
I belong?
The second question our members ask themselves when they join the
organisation is Where do I belong? Is it here? Is it in another society on
campus?
As a team leader it is important to ensure that you are actively involving your
members into the organisation, its culture, it’s people and activities.
Connect your members with another newbie-buddy
Ensure you fulfil the ‘introduction’ team standards including GTK and
Team Bonding.
Help your team member build a social network

8. What are
we doing?
The third question cannot be answered with a chat or even an induction
session. You must ensure that your members get practical hands-on
experience. Don’t show them, allow them to experience what they need to do
on a day-to-day basis.
Ask them to:
• Talk to a student about an AIESEC product
• Call a company/NGO about an AIESEC product
Allow them the chance to dive straight in. Expect resistance, fear of failure
and uncertainty. That’s ok, as their team leader, support them, give feedback
and enable their growth. After all that’s what AIESEC is for!

9. TEAM LEADER ONBOARDING
CHECKLIST
These practices were created based on feedback from members all across AIESEC .
Have a special lunch/coffee with them: Try to understand who they are and why they are in
AIESEC. Find our what work they enjoy doing, what work they don’t enjoy doing. What do they
want to learn. What do they consider to be their strengths and weaknesses? Make the lunch special
and welcoming for them.
Give them real work: Allow them to jump right into their work within the first 3 days. Even if they
don’t have training, allow them to cold-call companies or talk with students about AIESEC
products. Give feedback and allow them to grow.
Connect them with a peer buddy: Ensure they find a friend who is going through the same thing
they are so they can find a place they belong.
Help them build a social network: Ensure that your new member is being integrated into different
social groups so they can find people they click and bond with.
Get to know the team: Host a team bonding/welcoming and GTK activities to ensure everyone is
feeling comfortable and welcome.
Bring up the AIESEC Values and LDM in conversation: Make the AIESEC Values part of your
conversations and social media in your own authentic way! #strivingforexcellence. The stories you
tell show who you are and who AIESEC is.
Follow up induction day with a personal talk: It’s often good to follow up a lot of information with
a personal talk about what they understand and what they don’t understand.
The ‘Building’ Team Standards is a part of the Onboarding checklist of AIESEC. This includes A)
Introduction (Get to know, Team Bonding Induction to the function/area) B) Plan (Co-creation of Team
Purpose, Expectations, Goals, Strategies, Budget, JD, Deadlines) C) Personal Goal Setting (Set the
Individual Goals and Action Plan, Make Personal Goals for Development)

10. ONBOARDINGtalent management’s guide.

11. What do I need to
consider in my
onboarding
process?
1. What are the expectations you have told to your market about AIESEC Membership?
Consider what your new members expectations towards AIESEC are: If you told them AIESEC is
entrepreneurial - how can you ensure that your onboarding process reflects that expectation?
2. What are the top reasons why your members are retained or leave the organisation? How can
you address that here?
Eg. “I didn’t feel like I belonged” or “I didn’t feel that I was getting practical experience”. Based on different
key critical factors for high retention, structure your onboarding process to reflect that.
3. Who will make the process happen with you?
It is not just the responsibility of Talent Management: What are the responsibilities of the CEO, the direct
team leader/ manager.

12. HOW LONG DOES IT TAKE
TO MAKE A GOOD
IMPRESSION?
Not sure exactly.
But based on our data AIESECers first impressions are:
• First Local Committee Meeting
• First Team Meeting
• First Local/Regional/National Conference
Based how long these touchpoints take to occur for our
new members we approximate ten day!
So, how can you make the first ten days an incredible
experience for your membership?

13. ELEMENTS TO
CONSIDER
Peer-buddy Program
Mentoring / Home Group
Induction Day
Operational Induction
First Team Meeting
Induction Conference

14. Suggested activities for MCVPTM:
Activity for yourself: Design your
own first ten days for your
members
‣ Use a design thinking process to design with your LCVPTMs the first ideal 10
days of a members experience - taking into consideraCon the TL Onboarding
Checklist.