1. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
Recruitment
Ongoing
Recruitment
Introduction
On-going recruitment is the latest and greatest new process for improving your LCs. In
AIESEC we have our main goals to increase EXCHANGE and LEADERSHIP #’s and the quality
of their experience, and by doing that we need to increase our MEMBER #’s. This process
increases all of these together in a really easy way!
What is the background? Why it s an increasing need, or a smart solution?
• The organization has become to have many rigid
processes which hinder growth to happen either Key poitns:
by delaying it or stopping it. Need to become
- Different ways of ongoing promotion
more flexible, without though losing the essence (online, Info events, posters, etc)
of what AIESEC is, and do everything according - On going promotion of short term
opportunities in AIESEC
to the AIESEC Way and the AIESEC xp principles. - Never say no to someone who wants to
• Capacity building & achievement phases need to apply to AIESEC
- Find simple ways of selecting &
happen throughout the year: inducting people in AIESEC (processes
• We need members to facilitate the achievement not being designed for 100 people, but
also for smaller number; for 1 for
phase or go on X to be part of the achievement example- selection: an interview &
phase induction: buddy)
- Use the events that the LCs are running
• It makes sense that when someone wants to join for multiple reasons: eg. Learning event,
AIESEC we welcome him in AIESEC, instead of Global Village, Info events also to
promote X, Leadership or both
saying come back in 6 months, when the next - Have induction and selection/allocation
recruitment processes will take place, because points every 2-3 weeks
-Even the big recruitments should push
our processes are rigid. people fast on X and in part of a team
• Current State of gaps in the Achievement phase,
which is mostly connected with the EPs and
certain pools (we have the TNs, we have members, but they don’t want to go on X, or
their profiles do not match with the available TNs)

2. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
“But on-going recruitment is new and it sounds confusing, it also sounds like a lot of
changes?” Yes, changes, but changes that will make things easier. Instead of:
PLANNING PROMOTION INDUCTION SELECTION ALLOCATION TEAM WORK
(This is a 6 step process and it takes forever! Even worse it basically drains your entire LC’s
Recruitment resources for the whole time you are doing the recruitment… talk about a waste of time)
Instead of this process, you have something like this:
PROMOTION COFFEE CHAT INDUCTION + ALLOCATION RETENTION/TEAM WORK
(4 steps instead of 6, plus coffee! That’s amazing!!)
Current Bottlenecks:
Let’s look at each step of the process…
• Processes
• Mindset
Step 1. PROMOTION
There should be standard promotion in the Universities to ensure on-going recruitment is
successful. This means that the AIESEC brand is continuously being seen to attract people to
the organization at any time of the year.
This will mean:
- Continuous visibility such as posters, websites, lecture talks, info-sessions and others
that your LC engages in.
- Forming good relationships with your University administration to ensure this
happens smoothly and their support is guaranteed especially for things such as
school notice boards, lecturing times, information sessions/seminars etc.
- Wave like framework of promotion. Apart from the two big promotions for AIESEC
recruitment currently being done by LCs in the network, there will be constant
visibility all year round to ensure we accept more people to get into the
organization.
WHAT CHANGES DOES IT MEAN FOR MY LC??
- Setting up an on-going recruitment team made up of members from the TM, X and
Communications portfolios.
- These could be ranging from 3 to 9 people.
- On-going recruitment progress checks every two weeks for this team and they
report to the EB responsible.
These progress checks would include reviewing of:
LC needs
Process review
Talent pipeline
Allocation of members
Opportunities available in the network
Global trends both internal and external

3. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
ROLES AND RESPONSIBILITIES REGARDING ON-GOING RECRUITMENT:
TM
- Checking up on retention in the LC
- Checking up on the leadership pipeline
- Checking up in the exchange pipeline
Recruitment - Checking up on diversity of profiles
- Talent planning
COMMUNICATIONS
- Checking up on the needs from the X and TM portfolios to ensure good packaging of key
messages to be used
EXCHANGE
- Checking up on supply and demand analysis of pool, regions or countries
- Checking up on LC/CY partnerships
- Checking up on the exchange pipeline
- Checking up on opportunities regarding exchange in the network
Step 2. COFFEE CHATS
Make sure you are clear on your LC capacity and characteristics your look in a member in order to align the
questions and profile of members you are attracting to AIESEC (minimum 3 characteristics).
Objectives
- Assess applicant motivations and profile though questions and a case study;
- Relate applicant profile with LC needs;
- Recruit for AIESEC aligned people with the right expectations;
- Clarify initial doubts and show AIESEC Way and opportunities (briefly);
- Present international exchange program for STMs’ (briefly).
Flow
(During interview)
- Print Applicant Evaluation Sheet and get as much notes and comments as you can!
- Ask listed questions or others relevant ones regarding member desired profile.
(Evaluating)
Give points (accordingly with the ones defined in the POINTS
table 1-4) per each characteristic we’re looking in
applicant students, make sure you address comments to
support your assessment (e.g. “the candidate was 1 Unacceptable answer (fail, does not answer the
succinct in his/her answer, I was expecting more”, “he/her question)
was objective”, “he/her demonstrates a great passion for
the organization but have lacks of confidence” or “I really
2 Poor answer (mentions one key aspect of the criteria)
like this guy/girl he/her is really aligned with the profile 3 Good answer (covers most aspects of the criteria)
we’re looking for)
Make sure you fulfill all entries after selection interview 4 Excellent answers (fully meets the criteria plus offers
(try to avoid be writing during it) before start to interview additional abilities beyond the criteria or offers extensive
another applicant, probably you will get confuse. examples from past performance).
You should not select people without a sum of 9 points | (mean: ok categories)

4. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
Interview
Start the interview presenting yourself (tell to the candidate something about your AIESEC Experience) and
ask him/her to present himself/herself, what’s his/her studies…
And starting…
Recruitment 15’ [AIESEC related questions]
• What do you know about AIESEC and how do you know about it?
• Why are you applying for AIESEC and how do you imagine your role in AIESEC?
Present:
• AIESEC Concept and purpose (History)
• AIESEC Way
• Global / National / Local structure & network/accountability that exists between these entities
• AIESEC Experience | Global Learning Environment | Global Competency Model
• Functional Areas (LTM) | Exchange Program (STM)
• LC / Country Member Education Cycle
15’ [Competency Assessment]
MEMBER RELATED SAMPLE QUESTIONS TYPE OF ANSWER
DESIRED PROFILE COMPETENCIES
(competencies - …
related with that
(desired characteristic)
characteristic of a
member in a …
specific local
reality)
Example
Inclusiveness - What do you think about other They display sensitivity towards
Open Minded Flexible Thinking religions/cultures? the needs of others and are
Resilience - Tell me a time when you changed prepared to change to suit this.
Ability to see your methods to suit a new
things from a environment or when working with a
different person who saw something from a
perspective different perspective.
05’ [Time availability and commitment]
- What do you think AIESEC expects from you?
- Mention your extracurricular interests (check signup sheet first to know his/her info). What attracts
you to these and what satisfaction do you derive? How do you see these as developing in the
future? if he/she has a lot of activities ask how will he/she allocate time for AIESEC
- How many hours/week are you willing to give to AIESEC

5. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
Tips for evaluating
Evaluate the person on the basis of your predefined criteria for selection – Competencies and Technical Skills.
Make sure you also understand the potential the person had – not everyone will come with the competencies
in your pre defined selection, it’s important to also see how open minded and eager to learn the person is.
Recruitment
Do not make it a number game while evaluating, make sure you are objective and exploring all areas in
individuals’ personality – use different perspectives/individuals to make decisions for selection.
Applicant Evaluation Sheet
Name of Applicant: _______________
AIESEC people name: ________________
Extra topics
[Comments to AIESEC related questions]: LTM/STM (EP candidate) (LTM/STM)
_______________________________________________
Possible functional area /
_______________________________________________ project to be allocated
(other points to consider)
[Comments to time availability and commitment]:
_______________________________________________
_______________________________________________
For each member desired criteria use the scale below:
MEMBER DESIRED COMMENTS POINTS
PROFILE
Characteristic 1
___ POINTS
Characteristic 2
1 Unacceptable answer (fail, does not answer the question)
___ 2 Poor answer (mentions one key aspect of the criteria)
Characteristic 3 3 Good answer (covers most aspects of the criteria)
4 Excellent answers (fully meets the criteria plus offers
additional abilities beyond the criteria or offers extensive
___ examples from past performance).
Final Appraisal
Part 3a. Induction
To ensure that the balance between resources available in the LC and quality of the newbie's experience is
kept, the most efficient way to deliver induction is by assigning the new member joining (outside the normal
recruitment cycles) a buddy within the LC.

6. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
Do you remember the first person you met in AIESEC? Do you remember your first good conversation? The
impact a good mentor can have during life is immeasurable, the same can be said for the impact of an
encouraging older member for a person entering into AIESEC.
The role of a buddy is to deliver induction and assist members to gain their footing as quickly as
possible. AIESEC offers many opportunities and directions; however these choices can be confusing and
daunting if members don’t have someone to turn to for clarification.
Recruitment
Roles and Responsibilities
• Building social bonds and ensuring participation to social activities
• Activity tracking and ongoing competencies and skills observation
• Ensure education is on track and learning points are consolidated
• Integrate members into LC
• Ensure new members are receiving a balanced view of everything in AIESEC
• Members understand the induction process
• Supporting members through the Introduction stage (outside the normal recruitment cycle)
• Supporting members with the introduction to Functional Areas
• Explaining their own Introduction experiences in AIESEC to new members to provide clarification of what
AIESEC is/does
• Support the self driven learning concept promoted through AIESEC
• Being an extra communication link for new members and the LC activity
Part 3b. Allocation
Allocation would happen in parallel with induction (since the induction process under the
ongoing recruitment is on a „need to know” basis, thus the relationship between the buddy
and the newbie won't immediately cease after the allocation, and guidance might still be
needed).
Coffee Chat Induction with the Buddy (need to know basis)
Allocation Taking Responsibility
The Interviewer (person running the Coffee Chat) and the Buddy are responsible to send
their notes to the Ongoing Recruitment Team or VP TM (according to what each LC has
decided).
When making the allocation decision, the person responsible should take into consideration
2 aspects:
Organizational perspective Individual perspective
- we need the best most able people to fill - we need to be developing our members'
each role, and diverse teams are the most competencies through the positions
effective (LC needs) theyare in (skills and interests)
The Interviewer's notes and Buddy's notes (goal setting, interests of the newbie) should be
basis enough for the person responsible with allocation to be able to place the newbie in
the right area.

7. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
Part 3. Tips for the Buddy
Get to know your newbie
Make sure you create a fun, relaxed and pleasant atmosphere
Make sure you communicate with the VPTM and you keep track of induction
Recruitment objectives you need to reach
Keep it loose and be flexible with timings. There is no structure here; there are no
processes, this time it is all up to you and your awesome personalities.
Discuss a range of topics including their initial thoughts on AIESEC, their ideas and
goals, your own experiences in AIESEC, the LC meeting content, the Introduction
stage, Personal Development topics etc
Be innovative! :)
Benefits for the buddy
Clarity on their own Introduction and Taking Responsibility criteria in the Structured Learning Process.
Before you can explain these experiences it is important for mentors to fully understand how they have
developed as a result of involvement in AIESEC.
Supporting the development of others
Developing communication skills. This is a great opportunity for anyone looking to develop their
communication competency.
Benefits for the newbie
Getting into a more comfortable/intimate environment – they can interact easier and get accomodated
faster
Having a direct link with AIESEC in terms of communication – the buddy
More customized approach – needs are better attended to
Benefits for the organization
Better Allocation use your notes throughout the meetings and make sure they get to the LCVPTM in time
so allocation can happen withing the Check-up meeting (every 2 weeks)
Competency evaluation by the tracking, it will be easier to evaluate the competencies taking into account
the behaviors in the competency model.
Mentorship: Since the beginning, new members will experienced Mentorship (even when they don’t know
the term) , and they will start feeling it as something normal, in the long run,they will be able to mentor
other people too and encourage in the rest of the LC.
Personal Goal Settings: This module of induction can easily work in a more personal environment; the
buddy system will help to cover this module in a more effective way.
Part 4. Retention
If we lose these people, ongoing recruitment will be useless! Here is how to make people
recruited in ongoing recruitment to move in the @XP.
How to make people feel part of the LC
• Job description with real responsibilities – don’t let people waiting with nothing to do,
make them move fast. Give real responsibilities, with clear timeframe and goals soon
and they will work.

8. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
• Buddy meetings - The buddy has a big role in integrating the newie to the LC, see the
buddy part for more info.
• LC meetings – present the new members in the LC meeting, their role and recent plans.
Maybe a team building activity would help. What about a chill out with the LC after or
before the meeting?
Recruitment • Team meetings and team work –Make sure new members have a group that they can
interact it and get to know more easily – and that’s their team. Refer to the Team
Building part of the How to Lead a Team campaign to integrate the newies on the team.
• Have fun! – this should be done within the new member’s team and also in the LC as a
whole: team dinners, LC parties, LC team buildings, all of this should happen constantly.
What about having a “reception weekend party” every month to celebrate all the new
members that joined in the month?
How to make these new members fit in the LC educational cycle?
Team leaders will have a much bigger deal on their team members’ development. And that’s
amazing, because isn’t leadership also about supporting the development of leadership in
others? Here’s how to handle the education of members in the context of ongoing
recruitment:
Individual coaching – the main purpose of the education cycle is that members develop
the right competencies and skills to perform in their job and be prepared to take the
opportunities they want in the near future. Team leaders have a big role in that and should
coach each team member so he/she develop what is needed. For more information about
coaching see: Coaching campaign by TMU, article on coaching on the HR portal and
AIESEC in Poland Coaching Guide
Mentorship – there will be a great need for mentorship in the LC where there are
constantly new members. You can do it in several ways, such as using alumni as
mentors, encouraging the buddy to keep on the relationship and be mentor, use the
ex-new members from ongoing recruitment as mentors, etc.
Individual Assessment Tool and Goal setting – make the new members take
responsibility on their own learning! They should complete the Individual
Assessment Tool and use it to choose which competencies they want to develop.
Based on this, coach and/or mentor can support the member in developing those
competencies.
If you want to see more how team leaders can support the development of their team,
check the Team Development wiki from TMU.
Constant opportunity promotion and customized opportunity promotion
Based on member’s profile, learning goals and opportunities that might be interested, you
should allocate your members into “groups” or “clusters” of opportunities that might suit
them. Examples of clusters can be “summer exchange”, “possible EB candidate”, “DT”, “IT”,
etc. Then, when you have opportunities that suits one or more of your clusters, you just
promote it to them. Simple as that.
1 month check up

9. Ongoing Recruitment – TMU/ XMU 08.09 Initiative
After 1 month after the new member joined, you should have a new coffee talk to check
how the member is going, if he/she fulfilled the minimum criteria set to the LC by
participating in what was expected, if he/she want to stay in AIESEC, what next opportunity
want to take, etc. This is the point also that it should be clear for everyone that he/she is
not a new member anymore, but a full AIESEC member with responsibilities.
Recruitment HINT: it would be very good if you have each month (maybe in LC meeting) a point where
the ex-new members are recognized as full time member (and, of course, have a celebration
party with that! Maybe even combined with the reception of the new members that just
joined the organization?)
Conclusion
Hopefully reading this wiki inspired and you are ready to implement an on-going
recruitment process in your LCs. This was a co-production by TMU and XMU. If you have
questions, challenges or inputs (or thank you’s), please email our teams.