The document provides guidance on how to conduct effective interviews to evaluate candidates for an international volunteering program. It recommends structuring the interview in four parts: preparation, introduction, assessing competencies through behavioral questions, and conclusion. Interviewers should ask open-ended questions to understand concrete examples of candidates' skills and experiences. Successful interviews focus on having candidates describe specific situations in detail using a FEELINGS-ACTIONS-THINKING framework to evaluate competencies like global mindset, entrepreneurial outlook, and emotional intelligence. The document cautions against common mistakes like making early judgments, asking multiple questions at once, and not allowing candidates time to provide thorough answers.

1. BECOME AN EXPERT IN INTERVIEWING
WELCOME!

2. WHY INTERVIEWS?
What what what
what???!!!
(about interviews)
WHY DO WE CHOOSE
PEOPLE?

3. What kind of people
we need?

4. TALENT POOL
1ST year
Student
Right
Motivation
Background
Global
Competenci
es

5. SELECTION FLOW
Application form Interview Selection

7. AIESEC – house of Change Agents

8. STRUCTURE
Parthenon of Ancient Greece
• building that has survived the test
of time
• strong foundations which
support solid pillars which hold
up the roof

9. Global Mindset
• Works effectively with
individuals of other cultures
and backgrounds, different
styles and abilities, capitalizing
on their insights and ideas;
• Shows openness and flexibility
towards differences in opinion,
and challenge own opinion
• Demonstrates ability to adapt
and adjusts to new situations/
places/ people
Observation

10. Entrepreneurial
Outlook
• Comes up with innovative
ideas/ solutions/ approaches
in order to increase
performance (of
self/others/organization);
• Achieves results by
managing resources
(material and personal),
processes and risks
effectively;
• Works to achieve goal in
spite of barriers or
difficulties; actively works to
overcome obstacles by
changing strategies,
increasing efforts, using
Observation

11. Emotional Intelligence
• Actively listens to others;
correctly interprets messages
and responds appropriately
• Establishes good interpersonal
relationships by helping
people feel valued,
appreciated, supported and
involved.
Observation

12. STRUCTURE OF INTERVIEW:

13. 1. PREPARATION
Analysis of background information:
▪ Application – general data
▪ Application – previous experience and motivation
Preparation of interview questions:
▪ What would you like to know more considering the background
information?
▪ What are the competencies you need to assess (the GCM)?
Preparation of interview environment/room

14. 2. INTRODUCTION
• Presentation of interviewers:
➢ Who are the interviewers (names, roles in AIESEC, etc)?
• Introduction of interview structure & Objective of
Interview:
➢ How is the interview organized, are there any specific sections?
• Planned interview duration:
➢ How long may the interview last?
• Informing about confidentiality:
➢ All the gathered information stays in AIESEC
• Agreement from the candidate:
➢ Has the candidate agreed with the structure, duration etc?

15. 3.TRADITIONAL INTERVIEW
Questions about interest and motivation:
Why the candidate is interested in AIESEC? To go for an international
volunteering experience
Questions about education:
➢Where and the candidate is studying?
➢How are the studies going?
Questions about working experience:
➢What are the current and former working experiences and
experiences in other organizations?
➢Does the candidate have career plans for the future?
Questions about free time and hobbies:
➢How does the candidate spend his/her free time?

16. How to find motivated candidates?
Questions about motivation:
➢Why are you interested in AIESEC?
➢Why are you interested to go with AIESEC in GCDP?
Questions about responsibility/availability:
Do you have that kind of experience where you engaged with some
new activity, but after some time you decided, that it`s not
interesting enough and/or you don`t have enough time for that?

17. 3.2 Competency based interview
Competence is a monitoring combination of
KNOWLEDGE, SKILLS and ATTITUDES.
Competences associate with usage of skills and
behaviour - thereby they are assessable and possible
to develop (still it takes lots of time for development).
Competency based interview focuses on assessment
of description of actual behavior – examples ,
situations..
It`s important to analyze FEELINGS – ACTION –
THINKING.

18. Interview based on competency
Global Mindset:
➢Please describe a situation where you had to work with a
difficult person. How did you handle the situation? Is there
anything you would have done differently?
➢Imagine you need to work in an international team where
you don’t knows each other and the countries are from 3
different continents. What kind of problems or
misunderstandings can come up? How do you see your role in
managing these situations?
Entrepreneurial Outlook:
➢Give an example where you had to innovate around a task
or responsibility that you had been given.
➢What have been the 2 biggest challenges in your life that
you have had to take? How did you succeed?

19. Interview based on competency
Proactive Learning:
➢What accomplishments from your past have given you the
most satisfaction? Why?
➢What kind of activities are you using besides your studies in
order to increase your knowledge?

20. Program Based Competency -
oGCDP
Open to
diverse
cultures
Responsibl
e and
sustainable
Goal
Oriented
Impact
driven
Customer
Relationshi
p
Global Mindset
- strongest
competency
needed

21. HOW TO ASSESS THE
COMPETENCIES?
Weak answer:
➢Candidate is not able to describe concrete situations.
➢Candidate uses consistently “we” form.
➢Candidate is hesitating.
Intermediate answer:
➢Candidate can bring out situations with some facts.
➢Candidate is insecure in the answers.
Strong answer:
➢Candidate describes a concrete situation with concrete facts
(FEELINGS, ACTIONS, THINKING).
➢Candidate is confident while describing the situations.
➢Candidate does not use “we” form.

22. 4. SUMMARY OF
INTERVIEW/ENDING
Compulsory Questions:
➢OPS
➢Conference/HeADCo for Eps maybe
➢Fee
Questions from the candidate:
➢Is there anything else the candidate would like to say about
himself/herself?
➢Are there any questions about AIESEC and the program?
➢ Descriptions of further process:
➢ How and when the candidates will receive the feedback/answer?
➢ Thanking the candidates:
➢ Even if you realize during the interview that the candidate is not
qualified enough, you should always thank the candidate for
his/her interest and time spent!

23. MAIN HINTS:
What should you do?
➢You should consistently ask specified and detailed questions
(“What did you do then?”, “How did you feel then?” etc) .
➢You should praise the candidate for detailed answers.
➢You should handle one situation at a time.
➢You should get the whole picture about the situation.
➢
What should you avoid?
➢Accepting general information (“We did ...”, “Usually I do that ...”).
➢Letting the candidate change the topic before getting the
information you need.
➢Telling the candidate what you are assessing.

24. WHAT ARE MAIN
MISTAKES?

25. MAIN MISTAKES:
Interviewer makes conclusions based on first impression.
Candidate who is similar to the interviewer seems to be
more qualified (and attractive).
Interviewer asks several questions at a time:
➢What are your hobbies, how much time they take and how often
are you dealig with these?
Interviewer asks a question and gives a variety of
responses:
➢What are your personality traits? Are you hard-working, loyal,
honest?
Interviewer gives too much positive feedback:
➢“Very good!”, “Excellent!” etc.

26. MAIN MISTAKES:
Interviewer allows candidate to use “we” form.
➢“Then we did that ...”, “Then we thought that ...” etc.
Interviewer does not specify candidates answers and
candidate gives general description about situations.
Interviewer does not make pauses and does not give time
to think.
Interviewer talks too much:
➢Interviewer should speak 20% and candidate 80%.

27. HOW IS MADE THE FINAL
DECISION?
Motivation
Values

28. REASONS FOR REJECTION
Candidate hasn’t shown commitment
Candidate doesn’t show any of the competencies
Candidate’s values do not match with AIESEC
AIESEC doesn’t contribute to what the candidate wants to achieve
in life

29. Q & A TIME