1. Depth of Skill
1
Unskilled
2
TMP
3
TLP
Does not know basic
Is solely aware of one
AIESEC knowledge
function only. Does not
(mission/vision/values/functions/clarity
have a holistic view of
of why). Has little to no
organisation. Does not
understanding of how
consider wider impact on
processes interlink.
AIESEC
Job / Task
Knowledge
4
EB
5
LCP
Understands basic AIESEC
Understands how processes from one
knowledge. Understands how function move into others. Understands
at least two functions interlink. a holistic view of the LC and has some
understanding of the organisation as a
AIESEC
whole internationally. Is able to draw on
knowledge
information and processes from other
teams and functions in order to better
assist their work, is able to consider
wider impact on organization
Does not deliver on
Level of procrastination.
Will utilise challenges as a
Will utilise challenges as a motivator for
results, Prefers a slow
Struggles to deliver on
motivator, Pushes self and
self and others - uses challenges as a
work pace,
results. Prefers a slower others towards results,
teaching method for others. Pushes self
Procrastinates, Does not work pace/Struggles to
Completes work on time,
and others towards results, Assists
Strive for
push self further than the keep to the pace of the
Follow rules and guidelines
others in understanding the importance
Excellence and bare minimum, Does not rest of the team. Does not
of achieving results. Understands how
Drive for results deliver on promises,
push self further than bare
results drive the end goal of the
Overly relaxed approach minimum.
organization - not just their function.
to task completion
Completes work on time, Delivers on
promises, Follow rules and guidelines
Does not utilise all
resources given to them,
Does not question
methods, Lacks detail in
their work,
Utilises resources given to
them, Questions methods,
Proof-reads work before
delivering it, Is alert at all
times, Is able to analyse
situation in context to their
function
Does not take into
consideration others when
delegating, Is not open to
negotiation when
delegating, Delegates all
tasks without assessing
the requirement first,
Is able to delegate tasks
successfully. Negotiates with
members who should carry out
the task and to which degree
they can manage the task.
Tracks their successfulness
and completion of the task.
Requests assistance when
necessary
Not a forward-thinker, Will
avoid planning, Is lastminute, Can not analyse
risks
Has no planning or
analysis involved in
processes. Is unwilling to
take risks to step out of
boundaries.
Is willing to take some risks if
convinced. Plans for all
contingencies
does not consider wider
impact on AIESEC, Can
not handle multiple
projects or tasks at once,
has no planning involved
Struggles with handling
multiple projects at once.
Has little to no planning
involved in tasks.
Considers only one
functions angle when
planning.
Should address more than one
functions connection to their
work when planning therefore
considering wider impact of
their work. Can handle several
tasks at once.
Conflict avoidant, Unable
to resolve issues,
Situations explode into
worse conditions.
Conflict Avoidant,
Struggles with resolving
cnoflict, Does not address
all parties concerns,
Makes decisions that
disadvantage one party
over another
Will ensure situations do not
lead towards conflict in the first
place. Can manage and
resolve some conflict.
Requires advice from others or
higher ups. Resolves conflict
but does not consider the
organisational impact or
resolves conflict but others are
disatisfied from outcome
Struggles with solving
simple problems.
Attention to
detail
Often skips over
information without
assessing it wholly. Does
not utilise all resources
given to them, Does not
question methods,
Frequently makes several
mistakes, Does not proofread, Almost no detail or
thought put into work
Does not delegate tasks
at all.
Takes longer to solve
problems, Struggles with
decision making,
Struggles with less
tangible concepts, Acuires
new information slowly, Is
unable to see situations
from various points of
view
Can solve problems somewhat
independently (may require
some advice or direction). Can
see a situation and how it
affects all parties involved.
Delegation
Planning and
Organization
Entrepeurial
Organization
Conflict
Management
Problem Solving
and Decision
Making
Problem
Solving &
Decision
Making
Understands everything about their
LC - functions, processes, how they
interlink, priorities, values etc.
Understands where other LCs in the
country stand and how their LC sets
them apart. Has an adequete
amount of understanding for
international LCs that are in the
same position as their own LC.
Pushes self and others towards
results, Assists others in
understanding the importance of
achieving results. Understands how
results drive the end goal of the
organization - not just one function,
or one LC. Delivers on promises,
Follow rules and guidelines
(Understands when these can be
bent for the greater value of the
organization)
Is comprehensive in their work, Ensures Is accurate in all their work, Ensures
accuracy, Takes times to reduce
they have assessed the situation
mistakes, Is able to analyse situations from all sides, Will question methods
both hollistically and specifically,
and processes to ensure others
Questions methods and adds their own have thought through their ideas
opinion on how to improve them,
Delegates tasks successfully. Takes
into account membership development
before delegating task (i.e. who will
develop the most from the task). Does
not delegate tasks just to reduce their
workload. Tracks completion of tasks
accurately.
Able to influence others to delegate
amongst themselves. Takes into
account membership development
when members delegate tasks
amongst themselves (i.e. who will
develop the most from the task).
Does not delegate tasks just to
reduce their workload. Tracking
completion of task is required less
due to successful task being
delegated to the correct person.
Is willing to take risks if can see the
Can analyse a situation to take a
value. Can begin to analyse situations calculated risk. Can assess and see
to address risks based on priority level. the long term effects of the action.
Addresses contingencies
Can offer holistic view of risks and
offer opinions from all angles. Takes
contingencies into account
Considers wider impact upon AIESEC Able to determine project urgency in
as an organization and as a brand
a practical way, Uses goals and
name. Plans for future intiatives and
results to
projects thoroughly. Able to organize
guide actions, Creates detailed
priority of projects in a practical way,
action plans, Is able to multi-task, Is
Organizes and schedules people and
able to consider wider impact on
tasks effectively
AIESEC as an organization and as a
brand name.
Assesses the situation from all angles
Makes logical and informed
before making an informed resolution to decisions, diffuses situations, Is able
the conflict that takes into consideration to address concerns of all parties,
satisfaction/consensus for all members Does not disadvantage the
and no negative imapct on AIESEC,
organisation in any way, Is able to
May intentionally start up minor conflict maintain motivations afterwards.
to gain full opinions and thoughts on
Understands which conflicts require
context or to offer development to
interterjection and which are better
member (e.g. Devil's Advocate), Is not left to play out on their own. Is aware
avoidant of open disagreement.
of multiple different approaches to
resolve conflicts
Can solve problems efficiently and
Is able to think logically, Is able to
effectively. Will attempt to use the
pick up on trends, Acquires new
problem as a learning tool for others.
information quickly, Is able to look at
Can see how the situation affects all
situations hollistically, Is decisive,
parties, all other parts of the
Able to make decisions quickly
organisation and AIESEC as a whole.
Can diffuse a problem whilst
maintaining satisfaction amongst
involved parties

2. Depth of Skill
1
Unskilled
Motivation
Communication
- Verbal and
Written
Soft Skills
Is unable to motivate
others, Is not selfmotivated
2
TMP
Is less effective at
negotiating, Struggles to
motivate others. Finds
gaining trust difficult, Is
ineffective at speaking out
and inspiring others.
Finds it difficult explaining Is poor at public speaking,
ideas, Is unable to carry Speaks over others, Is
out public speaking
pushy with ideas, Is
defensive or aggressive in
situations, Rambles,
3
TLP
4
EB
Is able to offer own opinions.
Is self-motivated. Can negotiate with
Can motivate others to achieve members to influence motivation
results. Is self-motivated.
towards carrying out tasks.
Can communicate ideas and
can engage in reflective
listening well. Is good at public
speaking. Can negotiate ideas.
Understands where others' arguments
are coming from. Is comfortable putting
own opinion forward. Can effectively
explain themselves. Can rationalise and
add logic to an issue. Can convey depth
of seriousness through various
mediums with effectiveness. Is open to
various opinions on their ideas
5
LCP
Is self-motivated. Motivates and
inspires others, Negotiates skillfully,
Puts opinions forward. Can influence
others.
Is understanding to others, Can
develop logical arguments that offer
an additional approach to a situation,
Skilled communicator, Understands
when to step back and let situations
play out and when to interject.
Communication
Eloquent public speaker, Is able to
diffuse situations without exploding
into conflicts. Can eloquently phrase
their communication (and resolve
conflict) through various mediums
with effectiveness. Is open to various
opinions on their ideas
Pessimisitc, Is conflictFrequently doubts own
Is able to manage their
Does not hesitate to speak out. Is a
Is highly optimistic, Has high selfavoidant. Has lowabilities, Easily
confidence to motivate
confident speaker. Can drive a
efficacy, Does not hesitate to speak
efficacy.
demotivated when plans themselves and others. Will
conversation that is caught in lull.
out. Can carry themselves strongly
do not go well, Will shy
perssist in the face of difficulty. Frequently achieves the goals they set in the face of externals, networking
away from situations that Achieves goals set for
for themselves. Can approach externals events, in public or in difficult
Confidence
require open conversation themselves
in conversation.
situations.
(forums, networking
events etc.) Has lowefficacy. Will give up if a
task beomes too difficult
Does not take up
Makes excuses for
Attempts to correct selfIs prompt in correcting self-behaviour or Constructively helps and coaches
opportunities to develop themselves when given
behaviour or work after
work after feedback, Gathers
others in their professional and
self, Does not receive
feeback. Does not attempt feedback, Attempts to deliver development from each obstacle they
personal development, Is selective
feedback and criticism
to adapt or improve
quality experiences to
meet, Initiates and continuously looks at with which kind of approach is best
well.
behaviour/work following members.
how they can develop members.
suited for the situation, exhibits a
Development
feedback. Does not take
“can-do” approach to encourage
up opportunities to
members to search for their own
develop self. Is not
development
concerned with the
development of others.
Does not perform to an
Does only what is
Does more than what is
Creates their own materials to assist
Questions methods and processes
minimum standard of
required of them (bare
required of them. Utilises
members, themselves and the
to gain better understandings, Is
performance.
minimum). Does not
resources made available to
organization. Goes above and beyond involved in idea generation, Is
utilise resources made
them. Takes part in LC
what is required of them. Actively
actively involved in LC initiatives and
available to them. Does
initiatives.
participates in all LC initiatives - and
bondings. Initiates innovative
Proactivity
not take part in LC
encourages others to attend. Actively
directions the LC should be taking.
initiatives or bondings
searches for new ways to assist the
organisation and its members. Activitely
seeks out opportunities beneficial to
their development,
At AIESEC events is
At AIESEC events is
Behaves appropriately at
Is composed and understands timing
Is composed and understands timing
disruptive and behaves
disruptive. Does not dress AIESEC events. When asked when need for maturity supercedes
when need for maturity supercedes
immaturely, does not
professionally. Does not to, dresses appropriately.
need for pleasure. When required to,
need for pleasure. When required to,
dress professionally, does respect the values and
dresses in a professional manner, In the dresses in a professional manner, In
Professionalism
not respect the values
importance of the
face of externals or at AIESEC event
the face of externals or at AIESEC
and importance of the
organisation in the face of
does not behave disruptively or
event does not behave disruptively
organisation in the face of externals
immaturely
or immaturely
externals
Does not initiate
Reserved or quiet, Takes More vocal with their opinions Creates a satisfactory team culture.
Confident and Self-assured, Seeks
conversation with others. longer to build
and thoughts. Can start up
Opportunities to meet people, Forms
Does not participate in
relationships, Less
conversations with others with
strong relationships, works
AIESEC events.
comfortable socialising,
ease. Is willing to compromise
cooperatively in teams, flexible,
Social Drive
Emphasis on working
in situations. Takes into
prioritises team objectives
independently, Unwilling account others' feelings.
to compromise, Prioritises
own objectives above
others