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GET: Membership Selection

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GET: Membership Selection

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GET: Membership Selection

  1. 1. GETMembership Selec.on
  2. 2. MEMBERSHIP SELECTION
  3. 3. peopleRight placeRight timeRight
  4. 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. 5. Ok. What about the process of selec3on?
  6. 6. individual organisa3onal First things first. Selec3on is not just about your needs!!
  7. 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. 8. TALENT PLAN & PROMOTION ONLINE APPLICATION INTERVIEW ASSESSMENT CENTER The Process
  9. 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. 10. 1. Training for Recruitment 2. Selec3on 3. Expecta3on SeMng What is recruitment:
  11. 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. 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. 13. YOU CAN MOVE THESE AROUND AS YOU WISH
  14. 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. 15. YOU CAN MOVE THESE AROUND AS YOU WISH
  16. 16. Online Assessment/ Applica=on
  17. 17. •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
  18. 18. 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.
  19. 19. 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?
  20. 20. 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
  21. 21. So, how should we recruit members?
  22. 22. INTRODUCING Selec3on based on the Leadership Quali3es
  23. 23. Every single AIESECer around the world should have the same base characteris?cs that make us who we are.
  24. 24. 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.
  25. 25. 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?
  26. 26. 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
  27. 27. OK.. now what? OBSERVE
  28. 28. 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!
  29. 29. 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
  30. 30. What ques?ons should I ask? check out the framework!
  31. 31. Need further help? Check out the Interview Template and Resources.

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