This document provides guidance on selecting new members for an organization based on leadership qualities. It recommends observing potential members for characteristics like seeking out challenges and learning opportunities, interest in world issues and desire to act, seeking self-improvement aligned with one's vision and strengths, and effective communication skills. Examples are given of what these characteristics do and do not look like. The document advises training interviewers and reviewing applicants' materials before interviews. Questions to ask are suggested to determine an applicant's potential to develop leadership qualities based on past experiences, activities, and level of investment and purpose. Overall, the summary emphasizes selecting applicants who demonstrate potential for growth and excellence in leadership through their demonstrated characteristics and experiences.

1. GETMembership Selec.on

2. MEMBERSHIP
SELECTION

3. peopleRight
placeRight
timeRight

4. But what does right people, right
place, right 3me mean?
Right people could be AIESEC
values…
Or right people could mean LDM
Right place might mean that
communica?on skilled people
should go to iGT
Or that the commiCed members
should go to …
????

5. Ok. What about the process of
selec3on?

6. individual organisa3onal
First things first.
Selec3on is not just about your needs!!

7. How is the
customer/applicant
feeling throughout
the process?
How are you ge;ng
the informa.on you
actually need from the
recruitment process?
How are your best
applicants reac.ng
throughout the
process?

8. TALENT PLAN & PROMOTION
ONLINE APPLICATION
INTERVIEW
ASSESSMENT CENTER
The Process

9. TALENT PLAN & PROMOTION
ONLINE APPLICATION
INTERVIEW
ASSESSMENT CENTER
these are common processes used
throughout the network. You need
to choose what works for you mate.

10. 1. Training for Recruitment
2. Selec3on
3. Expecta3on SeMng
What is recruitment:

11. Training for Recruitment
How prepared is your team for
selec.on?
Assess their ability in:
Interviewing
Asking Ques.ons/ Probing
Reading body language
Making evalua.on and assessment
Link to Guide

12. You should ensure that
you are retaining all your
sign ups in your CRM for
future talent pool.
Sign up
Online
Assessment/
Applica=on
Expecta=on
Se@ng
Tasks
Group Assessment
Centre/ Group
Discussion
Personal Interview
You should ensure that
you are retaining all your
sign ups in your CRM for
future talent pool.
This can be in the form
of an AIESEC Mee=ng. It
can even be combined
with the GAC etc.
This is a follow up from
the Applica=on/
Assessment.
Selec7on & Expecta7on Se:ng

13. YOU CAN MOVE THESE
AROUND AS YOU WISH

14. You should ensure that
you are retaining all your
sign ups in your CRM for
future talent pool.
Sign up
Online
Assessment/
Applica=on
Expecta=on
Se@ng
Tasks
Group Assessment
Centre/ Group
Discussion
Personal Interview
You should ensure that
you are retaining all your
sign ups in your CRM for
future talent pool.
Can be in the form of an
informa=on session
before they apply.
This is a follow up from
the Applica=on/
Assessment.

15. YOU CAN MOVE THESE
AROUND AS YOU WISH

17. Online
Assessment/
Applica=on

18. •For JD based competency assessment make sure you
give the applicants tasks to truly assess their abili.es.
Tasks
1. Allocate tasks aMer Expecta.on Se;ng
2.Make sure you explain the task in detail. Ask them if they have
any ques.ons. Make sure they are aware of how much they
have, how to submit, how they need to complete the tasks.
3.AMer they submit the tasks/ task report, schedule the Personal
Interview immediately within 1-3 days. Don’t keep the
applicant wai.ng for the task comple.on - take the interview
as soon as possible.
Task Alloca3on

19. Tasks
Examples of Tasks
Task
# to be
Achieved
Number of
Days that can
be given to
complete
task
Reporting: What should be included How you can follow up at the PI
Student
Sector
Convince your fellow students to
go on an AIESEC International
Internship in the coming year
You can
choose
this on
your own
5-7 Days in
Total
# Students Convinced, Countries & Issues pitched,
Explain the Pitch used
What fascinated people about the
product, what made them say No,
what feedback do you personally have
for the product, etc
Corporate
Sector
Convince corporate employers to
expand and benefit their business
by recruiting international HR
into their organization
Names of Corporates approached, brief Minutes of
the Meetings
What fascinated the organization
about AIESEC, what kind of
expectations did they have, what
more can we offer to these
organizations, what feedback do you
personally have for the product. etc
Social
Sector
The task is to convince NGOs/
Social charitable trusts and NGOs
to take interns from AIESEC
Names of NGOs/Trusts approached, brief Minutes of
the Meetings
Note: You are not asking them to Open for your LC, rather you are only getting them to Generate Leads! Also, they try to do all these tasks, but
they will end up doing the best in something that they like, or they are good at. You give them 3 tasks to do, but don't reject someone if they
haven't done 1 of these 3. Use the completion of the other 2 tasks as a basis for the interview and selection process.

20. Tasks
1.Schedule the interview
2.Before the applicant arrives, interviewer
must:
a.Have gone through interviewer training
b.Go through the Online Applica.on, Task
Report/Tracker & Other informa.on
collected about the applicants
Note: This must be done before the interview!
Tasks Done! What next?

21. Personal
Interview
1. Allocate tasks aMer Expecta.on Se;ng
2.Make sure you explain the task in detail. Ask them if they have
any ques.ons. Make sure they are aware of how much they
have, how to submit, how they need to complete the tasks.
3.AMer they submit the tasks/ task report, schedule the Personal
Interview immediately within 1-3 days. Don’t keep the
applicant wai.ng for the task comple.on - take the interview
as soon as possible.
The Interview

22. So, how should we recruit
members?

23. INTRODUCING
Selec3on based on
the Leadership
Quali3es

24. Every single AIESECer around
the world should have the
same base characteris?cs
that make us who we are.

25. WHY LDM?
•Although the AIESEC Values make us
who we are. Our highest priority was use
a model that was easily observable.
•We opted to focus on selec.ng
individuals who have the highest
poten.al to develop the leadership
quali.es.

26. Selec3on based on Leadership
Quali3es We asked: What are the observable characteris.cs
that are important for selec.on based on the
Leadership Quali.es.
In other words, what are the characteris.cs that are
needed in our members to have a higher/faster
poten.al to develop the leadership quali.es.
This refers to the most
advanced form of an
AIESECer.
What does it look like
before someone has even
heard of the LDM?

27. Introducing Selec=on based on
the Leadership Quali=es
SO: The ability to
see challenges as
learning
opportuni?es
WC: Interested in
World Issues and
has the desire to
act.
SA: Seeks to improve
oneself aligned with
their vision,
strengths, values
and/or passion
EO: The ability to
communicate
effec?vely both
through speaking
and listening

28. OK.. now what?
OBSERVE

29. WHAT IT IS NOT WHAT IT ISPOTENTIAL
SO: The ability to
see challenges as
learning
opportuni?es
What it does not look like.
Do not recruit people who
are here!
What greatness looks like
for people who excel in
this area.
Take them!
What poten?al to be great
looks like!
Take them!

30. WHAT IT IS NOT WHAT IT ISPOTENTIAL
SO: The ability to
see challenges as
learning
opportuni?es
No aCempt to seek out
learning/challenging
experiences/opportuni?es
This looks like: no past
experiences outside of
typical student ac?vi?es
For Example. No club
ac?vi?es, no sports, no
invested hobbies.
Demonstrates an aCempt
to engage in learning
experiences.
This looks like: Has
aCempted and pursued
extracurricular ac?vi?es
For Example: I was a
member of the Red Cross
Society.
Pursues a wide range of
experiences and learning
opportuni?es that has a clear
focus and underlying meaning
with a strong sense of striving
for excellence. This looks like
reading ar?cles, talking to
experts, volunteering,
aCending workshops.
This looks like: Has truly and
strongly invested and pursued
extracurricular ac?vi?es that
have a clear purpose.
For Example: I was a member
of the Red Cross Society, I also
volunteered for Amnesty
Interna?onal and I aCended a
workshop recently on
Development in Third World
Countries because I am
interested in Development

31. What ques?ons
should I ask?
check out the
framework!

32. Need further help? Check out the
Interview Template and Resources.