Swot
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This document summarizes the strengths, weaknesses, opportunities, and threats (SWOT) of the selection process. The strengths included preparation, a logical timeline, and good allocation of new members. Weaknesses were a lack of experience and training for the selection team and starting the process too late. Opportunities included improving the selection team and involving alumni. Threats consisted of an unqualified selection team, lack of priority given to the process, and selecting people with the wrong profiles.
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This document outlines the plan for Newies Recruitment in Spring 2013. [1] It discusses analyzing recruitment data from 2012, setting goals to recruit 430 applicants and select 203 people. [2] The target groups are IT, Economics, and Humanities students who will be messaged about benefits like leadership skills. [3] A visual storytelling campaign will highlight 10 specific benefits and be tailored for each Local Committee.
How did you get to know about aiesec
This document analyzes data from past AIESEC recruitment campaigns to understand the most effective ways students heard about AIESEC. It finds that word-of-mouth from friends is consistently the most impactful method. Events targeting first-year students, like Prvákoviny, are also very effective. Online channels like the AIESEC website and Facebook page are growing in importance. The analysis suggests AIESEC focus more efforts on relationship-building, events for new students, and improving their digital content and communication.
Motivation to become a member
1) The top motivations for becoming a member were meeting new people/friends/contacts (25%) and the experience (20%).
2) For those studying ECO, the preferred positions were Operations (39%) and Finance (26%).
3) For those studying HUM, the preferred positions were Operations (31%) and Finance (36%).
4) For those studying IT, the preferred position was Projects (60%).
Promo campaign evaluation
This document summarizes the results of a promotional campaign evaluation conducted by AIESEC in the Czech Republic in Fall 2012. It provides the response rates from promotional activities in 11 different cities. For each location, it lists the number of respondents and suggests ways to improve future promotional campaigns based on feedback. Overall, the response rate across the country was 74%. Suggestions for improvement included providing more concrete details about what members do, using more engaging visuals, promoting at additional campus locations, and involving current members to share their experiences.
Growth in application forms Fall 2012
Online application forms have grown significantly in the Czech Republic. By Fall 2012, there were 107 online forms available across multiple cities in the country including Brno, České Budějovice, Prague, Hradec Králové, Karviná, Olomouc, Ostrava, Pilsen, Prague, and Zlín. The growth has been facilitated by AIESEC Czech Republic.
Selection process frame
This document summarizes the selection process and results for the Fall 2012 RCTM program across several locations in the Czech Republic. It provides data on the number of interviews conducted, the retention rate from application to interview, the number of people selected versus the number planned to be selected, the percentage of applicants who were recruited, the number of people who started long-term training, the percentage of new trainees at long-term training, and the overall retention rate as of November 25, 2012 for each location. Locations with the highest overall retention rates utilized a selection process of multiple interviews followed by assessment centers or trial periods before selecting trainees for long-term training.
More from Lucie Tomečková (13)
Swot
- 1. SWOT analysis of selection process
- 2. STRENGTHS • Preparation in advance – smooth realization • Logical and well-prepared timeline • Real „selection“ during the selection process (didn‘t accept everybody) • TLs attended the selection process (some LCs) • Good allocation of new members • Profile-based selection + selection based on profiles of functional areas
- 3. WEAKNESSES • Low activity of TLs (some LCs) • RCTM started too late – not enough time (some LCs) • Not enough HR capacity for selections • Technical issues (some data lost) • Not enough experienced rctm team • Education and preparation of rctm teams (some LCs) – they didn‘t know what and how evaluate
- 4. OPPORTUNITIES • Well-prepared and educated RCTM team • People applying after DDL • National frame of the selection process to ensure certain quality level • Company partnerships for RCTM • New tasks for AC to get more out of them • Alumni involvement into selection process (e.g. as observers) • ASM
- 5. THREATS • Not quality RCTM team • RCTM not priority during spring (CD, OGX peaks,…) not enough HR capacity • Not clear who is responsible for RCTM • People with wrong profile selected – small focus on evaluation of competencies, observers / interviewers don‘t know what to observe and how to evaluate the competencies • Newies will not attend LTC leave soon
- 6. THREATS • Not quality RCTM team • RCTM not priority during spring (CD, OGX peaks,…) not enough HR capacity • Not clear who is responsible for RCTM • People with wrong profile selected – small focus on evaluation of competencies, observers / interviewers don‘t know what to observe and how to evaluate the competencies • Newies will not attend LTC leave soon
Editor's Notes
- Story of the shark in three tanks.