Content :

Talent Selection A. Selection Highlights

1. Setting Recruitment Goals
Guide

2. Targeted Promotion Campaign
3. Structured Selection Process

B. Selection: Step by Step

1. Define Selection Criteria
2. Design the Selection Process
AIESEC
3. Assign Role and Responsibilities
Germany
4. Prepare the material you need
5. Deliver the designed process
6. Contact selected and rejected
people
7. Celebrate

C. Interview Rating Sheet

A. Selection Highlights

Talent Selection refers to the process of finding the right people for the right job
or function. It also refers to the process undertaken by the Talent Management
teams in order to enrol people to the organisation.

In order to recruit high-potential people, we should take the following easy

steps:

1. Setting Recruitment Goals (Talent Planning)

Talent Planning should be used for building up a general view upon what your LC needs. It
gives a clear image upon the steps you should go through so that you will be able to
recruit the optimum number of people according to the right criteria for your LC.

Before recruitment, the VPTM must review the Talent Pipeline of the LC in order to set
together with the EB the recruitment goals for this semester.
According to the ressorts, projects and exchange specific needs, you should have a clear
understanding on your mind „what kind of people do you need?“ and „how many of them
you need?“ to have an excellent performance and realise your plans.
★ Planning made easy

The Talent Planning Tool could help you a lot setting these goals, but you can also do
Talent Planning without it ! Here is an example:

• First, Invite the rest of your EB to „Talent Planning EB-Meeting“ dedicated to planning.
• Print a name-list of all your current members and note the AIESEC XP Stage of each
one in front of his name.

• Find out how many members will still be available and active in your LC next
semester: Use the information you have about your members to make a Will/Skill
Matrix of your LC members (or update the one you have created on your EB Planning
Weekend) and find out exactly what kind of people do you need to recruit.
In addition to that, review old PDT documentation to identify members that will go on
exchange or finish their studies soon.
After analysing your LC situation you should know how many
members you will lose soon. VPs shouldnʻt
over-estimate their
needs because of the fear
• Every VP should say how many new member he needs in his of getting lazy members
team to do his job well (excluding special projects) and be able to that will turn inactive. If
present a job description for every newie he wants. you promote and select
 Tip: Typically small LCs need a big ICX and ER Team and a right, you will only get
small Finance and TM Team. Big LCs need to orient their Planing to active top talents !
their Projects and Exchange.

• Open the BSC Tool of your LC and try to know how many member you need in order
to realise the special projects (like FKGʻs) you planned to do (depending on the
number, size and starting date of the projects).
 Tip: Discuss and note the competencies and skills each project team needs to
have, so you identify what kind of people you need to recruit this semester.

You should know by now how many talents you need to recruit. If you recruit more than
you need, these members could feel unchallenged, disappointed about AIESEC, become
inactive and demotivate the rest of your LC !

★ LC Growth

You could measure your planned member growth like this :

[(Planned LC size next semester - Actual LC size) / Actual LC size ] * 100

Example: LC Musterstadt has 30 active Members, 4 of them will leave the LC next
semester and their Talent Planning showed that they need 10 new motivated members:
[((30-4+10) - 30) / 30 ] * 100 = 20% Growth

Not every LC needs to grow in members! Growth could be dangerous for

LCs if it happens unplanned, fast and in a exaggerated way. 10% to 35%
is a healthy LC growth rate; new members will be well integrated and the EB
will still have control upon the LC.
2. Targeted Promotion Campaign

We need to have the right people in the organisation to perform and to set up a culture of
excellence. With the right people we can achieve more of our goals, involve more
organisations partnering with us and build up a stronger image in the campus we are
working in. With having more partnerships and a stronger brand we can offer more
opportunities to our members and have a bigger impact

★ Steps for the Promotion Campaign:

• Segmentation: Understanding the reality of the students at the universities where you
advertise is the first step. Find out what do they study? What are their interests? What
do they care about? Which extracurricular activities do they join? Group them based
on common characteristics that will help you matching them with your Talent Planning.

• Targeting: Once you have grouped the students of your university, select the segments
where the Talents are. Define the profile youʼre looking for based on talents you need
and TNs (from target countries like India, China, Brazil, etc. ) you have.

• Positioning: Understanding the segment that you are targeting will help you to:
- Package AIESEC XP attractively for the talents:
While advertising, focus on the XP stage that is most interesting to the student
segment you are talking to (for e.g.: Many master students need to do a
traineeship aboard in their first year of study, so advert with our Exchange
Program).

- Find the right elements of the Brand Experience to promote AIESEC respecting
the Global Brand Visual Guidelines.

- Use the right channels to reach the talent:

Lecture presentations, information desk, leaflets, posters, mailing-lists, university
radio or podcast, university newspaper and forums and Web 2.0 channels like
StudiVZ, Facebook, Twitter, etc. (refer to the national Communication Plan 2.0)

3. Structured Selection Process

Talent Selection helps us in getting the right people for the organisation – high potential
who have right expectations.
It helps us in creating a culture of Excellence and puts the organisations we partner with,
in a mind frame that AIESECʼs Talents are Top Talents.

We want people to come into AIESEC with a mindset that AIESEC is a professional
organisation and there are some standards we want to have. AIESEC is not a party
organisation!
 B. Selection: Step by Step

In order to have a successful selection process, you need to prepare the

selection process early enough, discuss the details at your EB Meetings
and inform everybody concerned in the process.

1. Define Selection Criteria for your LC

For any selection process, you need to evaluate both Competencies and Skills

- Skills are technical in Nature: Project Management is a Skill which you need to
deliver on your Job.
- Competencies are Behaviours and Attributes which are non technical: „Commitment
to Results“ is a Competency

★ Think about what are the main competencies and skills that you want your new
members to have?

Culturally Sensitive Entrepreneurial

Critical: Inclusiveness, Critical: Innovation,

Awareness of Others Resilience

Supporting: Self Awareness, Supporting: Commitment to

Flexible Thinking,Effective Results, Stakeholder Focus,
Communication Effective Communication,
Flexible Thinking

Socially Responsible Active Learner

Critical: Self Awareness,

Critical: Stakeholder Focus,
Flexible Thinking, Developing
Commitment to Results
Others
Supporting: Self Awareness,
Supporting: Effective
Inclusiveness, Developing
Communication, Personal
Others, Awareness of Others
effectiveness
You are free to define as many critical competencies and skills as you want for you
newies. We advice you to build a complete profile of your eventual new member with the
competencies and skills that they must have to be accepted to join your LC.

After the recruitment and induction process, select the member you need depending to
your Talent Planning.

Example: LC Musterstadt decided that their new members must have at least level 2
on these competencies: Personal Effectiveness, Flexible Thinking, Commitment to
results and Effective Communication.
In addition to that they want their newies to have Time and Project Management Skills.

Their Talent Planning showed that they need 7 new members. So they will analyse all
applications and chose the 7 best ones that fit the profiles they need.

 Use the Interview results to select and allocate your newies into the functional teams

Here is the national proposed partition Competencies/Team:

More
explanations
on page 9

Functional Team Competencies needed Optional Skills

• Awareness of Others
TM
• Developing Others
• Organisational Skills
• Stakeholder Focus • Project Management
ICX • Team Management
• Resilience
• Time Management
• Awareness of Others • Advanced Excel Skills
OGX
• Flexible Thinking • Planning and Prioritising
• Selling Skills
• Personal Effectiveness • Presentation
Finance
• Commitment to Results • Delegation
• Leadership
• Stakeholder Focus
ER
• Effective Communication

Visit the Global Competency Model Wiki for a detailed description of each competency.

2. Design the Selection Process

This is the national proposed selection process for German LCs.

Feel free to customise and change the process depending to your LC reality!
 Information
Communicate clear expectations to students (e.g. required work hours /

evening
week) and give Information about the Selection Process :

1- Send a Letter of Motivation in English within a deadline

2- Presence at the first LCM (Interview LCM)
3- Presence at a Newie Introduction Conference (NICO)

The purpose of this is not to select directly, but to get to know the
applicantʻs motivation and engagement and if he/she is able to respect a
Motivation
Letter of

deadline.
Step 1:

In the end, you should know: Who is this student ? What is his/her
motivation ? What does he/she want to do in AIESEC ? Does he/she fit to
your LC ?

 Tip: Use the national proposed template or the GCP of the Bavaria region.

Pre - Reject people that didnʻt sent you a Letter of Motivation on time (without an
excuse after the deadline) or didnʻt answer many questions and invite the rest
Selection to the Interviews.

Alternative 1: Interview LCM

The Interview LCM is usually the first LCM and contains some Get2Know
games, directive for the Buddy-System and a presentation of the ressorts of
the LC but the main part of this LCM should be the Selection Interviews.

Every newie shall have an interview with one or two present members (not
Interviews

only EB Members but also regular LC members) who take notes on a rating
Step 2:

sheet. Make a second round to guarantee the neutrality of the process.

 Tip: If the newies already know which ressort they prefer, the VPs can use
the second interview round to get to know them better and check if they are
suitable with the ressort. | Take a look at the GCP of LC Münster

Alternative 2: Personal Interviews

If you have enough time and resources, invite every newie to personal
interview in the office (hold by an EB member and a regular LC member
together for e.g.)
Selection

Selection

Send all the ,Letters of

Step 3:
NICO

Final

Refusalʻ and ,Letters of

Acceptanceʻ (with an
invitation to the Orientation
Talk) at the same time.
Orientation

The Orientation Talk is a private talk between an EB-member and a newie

Step 4:

to welcome him/her into the LC, give feedback (if he/she want) and talk
Talks

about his/her next steps in the LC and ressort.

 Tip: Use the Orientation Talk to make the first PDT with the newie, it will
save time and man-power !
3. Assign role and responsibilities

Inform all LC members about the concept and why do you interview applicants. The
members that are involved in the selection process have to be well prepared and briefed.
We strongly advice you to make a „Recruitment Campaign Kick-off meeting“ (in a special
LCM before the semester start for e.g.) to organise responsibilities, increase motivation,
make small simulations and answer questions that the involved members may ask.

4. Prepare the material you need

Here is a list of some material you need to prepare for:

The Information evening: The Interview LCM / Personal Interviews:
✓ A customised PowerPoint ✓ Printed Interview Rating Sheets
presentation
✓ Printed Feedback Sheets
✓ Printed Letters of Motivation
(or a List for collecting Emails)
5. Deliver the designed process and select the top talents
Adress
6. Contact selected and rejected people the Topic of Selection
during the Information
• Proposal for a Letter of Acceptance Evenings !
You have selected applicants and want to inform them about that.
You should
use a standardised Letter of Acceptance like this one:

“Hello [name],
Thank you for applying to join AIESEC [City].
Itʻs with a great pleasure that we accept your application and invite you to your first
AIESEC Conference. The Newies Introduction Conference (NICO) will take place
from XX until XX in XXX. We will send you a Delegate Booklet with all the information
you need as soon as possible.

We´re looking forward to meeting you!”

• Proposal for a Letter of Refusal

Meet the rejected candidates personally to inform them about your decision and donʻt
give them feedback about their application unless they ask for it. Be professional but
not mean (remember the feedback rules). If you couldnʻt manage a meeting, send
them a Letter of Refusal like this one:

“Hello [name],
Thank you for applying to join AIESEC [City].
Unfortunately we received much more applications than our capacities to take new
members this semester and we are sorry to inform that you got not selected to join
AIESEC this term. Please, feel free to try again next semester.
We wish you good luck at university.”

7. Celebrate !
 C. Interview Rating Sheet

In the interview guide below you will find questions for almost all
competencies. Feel free to modify the questions or create your own.

When conducting an interview, introduction and closing are very important,

so make sure you start off with some sort of breaking the ice and making
them feel comfortable and, as for the end, make sure you leave space
for their questions as well as take them through the main steps that
would follow the interview – results, LCMs, Conferences etc.

CANDIDATE NAME ______________________________________________

INTERVIEWERS _________________________________________________

RATING For the

0 = Little evidence (Low) rating, it's up to you
(EB) what is the score that
1 = Some evidence (Acceptable) qualifies candidates for
2 = Regular evidence (Good) acceptance, but don't
3 = Strong evidence (Excellent) compromise on quality
because of lack of
members !
SMALL TALK

1. Present the interviewers, describe how the process of the interview will be and how
much time it will take.
2. Ask how the candidate feels about this.
3. Comment on something you saw on the Letters of Motivation or CV.

BASIC SKILLS AND CHARACTERISTICS

1. Basic English score _____

To test this, just have a small conversation about what the person does daily. If you want
more in depth knowledge (such as needed for EPs), have the entire interview in English.

2. Motivation and alignment of interests with the organisation score _____

a. Why do you want to join AIESEC?
b. What do you want to do in AIESEC and what do you expect from it?
c. What countries would you be willing to work in? The
scale for the time
score should be set
by the EB
3. Time availability score: ____ / hours per week: ____
a. How many hours per week do you intend to dedicate to AIESEC work?
COMPETENCY BASED QUESTIONS

4. Self Awareness score _____

a. What are your strengths and weaknesses ?
b. Tell us a time when you used one of your strengths to your benefit
c. Tell us a time when one of your weaknesses held you back

5. Inclusiveness score _____

a. Did you ever experience where you felt left out in a team/group, and what did you
do while recognising?
b. Tell us a situation when you were part of a group's decision making process and
how did it go.
c. What is the difference between consensus and compromise?

6. Awareness of Others score _____

a. Tell us about a situation where you were discussing with someone with a totally
different opinion from yours
b. Tell us a situation where you noticed someone needed help (but was not telling
you)
c. How would you react, if somebody in your team is telling something he thinks is
true but you know it is wrong?

7. Developing Others score _____

a. When did you last give a college or a friend feedback. Why did you that?
b. What have you done to support another personʼs learning? Give an example.
c. Give an example of your ability to build motivation in your co-workers

8. Resilience score _____

a. How was your transition from high school to the university? Did you face any
particular problems? How did you handle them?
b. Tell us about a time when you had to adjust to a classmateʼs or colleagueʼs
working style in order to complete a project or achieve your objectives.
c. Tell us about a time that you successfully adapted to a culturally different
environment.

9. Flexible Thinking score _____

a. Tell us a situation where you had to take a difficult decision
b. Tell us a situation where you had to put in practice what you learned in theory
c. Tell us a situation where you solved a problem before analysing the situation

10. Personal Effectiveness score _____

a. Explain to us how do you organise your weeks
b. Did you ever have to work under high pressure? How did you manage?
c. Tell us a situation where you had so much work that you thought you could not do
it all on time
11. Commitment to Results score _____
a. Tell us a situation where you had to plan something in a long term perspective
b. How will you deal with a situation when you have many tasks but not enough
time?
c. Tell us a situation where you had to do something you didnʼt like, but needed to do.

12. Stakeholder Focus score _____

a. Tell us a situation when you had to work with more people to accomplish
something
b. Why is it important to satisfy customers?
c. Give me a specific example of a time when you had to address an angry
stakeholder. What was the problem and what was the outcome?

13. Effective Communication score _____

a. This is in fact the last competency to evaluate because nothing better to evaluate
the candidates communication than you communicating with him through all the
interview. Donʼt forget that communication is not only about making yourself
understood well, but also about listening to others

SPECIFIC SKILLS AND CHARACTERISTICS (OPTIONAL)

14. Leadership Skills score _____

a. Which do you think are the critical success factors when someone is leading a
team?
b. Have you ever lead a team? (In case you donʼt: imagine). What would you do if
you are leading a team and one of your members is not motivated and is
delaying the accomplishment of the goals and the execution of your plan? What
would you do?

15. Matchability score _____

(Should be fulfilled afterward by the VP OGX or experienced OGX team members)

16. Team Work score _____

Create groups and let the people play one of these hypothetical situations to evaluate their
team work skills:
a. Build a house of card using 10 cards.
b. Form a line according to height (tallest to shortest or shortest to tallest).
c. Think up and write down 20 words that start with the letter "T".
d. Create and write down 5 questions that have the same answer.
e. Building Puzzler: split your group into equal teams. Ask each team to reassemble
the puzzles you set out. The team that can work together and put their puzzle
together the fastest wins.

Booklet created by Amor Jenhani (NST TM 09/10) / Last update: Mars. 2010
Need help ? Contact your Talent Management Support Team.