You probably saw this topic many times already from inductions, conferences, MC sessions and so on, but what does it means the Clarity of Who? Well, for starters we need to understand that the “who” we see here comes from the Golden Circle. This kind of view stated becoming more necessary once the vision 2015 finished and we saw a need to clarify our own Golden Circle in AIESEC.

Why?

WHAT DOES IT MEANS: In the end of the day, if our why is not strong enough and doesn’t resonate with the membership, they will be working only for the sake of working and not because they truly know that what we do matters. This is what we base our culture , it’s the moving energy and what connects us all. In a sense, it is the reason of our existence and why we are relevant to the world.

We need to know who we need to be to achieve 2020.

How?

WHAT DOES IT MEANS: How is our method of making the why possible, because there is no way that we can achieve our goal without a clear way of working over it. It’s our tools and processes which are ours and which deliver the best AIESECer experience to make the journey fruitful and relevant to all involved. If we don’t plan for it, we can’t say we are developing the leaders we believe the world needs.

WHO WE NEED TO HAVE IN THE ORGANIZATION? Inside the organization we will always have members and leaders which will live the experience and deliver it too, so we must have clear how our human capital can live a proper AIESEC experience to make it count for themselves and for our stakeholders too. We need to understand how, as TMers, we facilitate this process with the leadership body to give the chance for them to evolve while supporting the process if necessary. It’s important to note that the members’ experience depends a lot on the leader, so it’s not TM obligation to solve always all for them. We can help, support, give suggestions and for sure be there for them, but the growth process is done by the team because the experience depends 100% on them putting effort to it. Just do your best to prepare them and trust them to do it.

What?

WHAT DOES IT MEANS: What do we do to make it possible? As TMers our what is done by delivering the TM processes and ensuring that our leaders deliver the Team Standards. The processes the area has is to ensure a clarity of our work (for us and for the network) and alignment in all entities, so while the delivery may vary depending of the reality there are minimums we all are expected to deliver. As for Team standards is how we see the needs of a leader to deliver to make better team experiences, however always have in mind quality over quantity (if you do 100% poorly is it really better than 50% well done?).

TM AND EXCHANGES To be able to enable young people to develop leadership as we promise we must ensure that our leaders know how to do it and that our members are ready to deliver the best experiences. If our members are not connected with AIESEC and don’t feel engaged, they will have poor team experiences and deliver awful experiences to our stakeholders. If our leaders are not ready or well supported to deliver great team experiences, they will not develop their leadership skills and we will lose members and future pipeline which affects AIESEC’s future.

QUIZ #1 Clarity of Who

Before participating in the recruitment process, you should know a several things about the recruitment process.

What we need to know before recruiting?

• What is AIESEC?

• What benefits does AIESEC offer to youths?

What is AIESEC?

Create 2.3 simple sentences in which you explain what AIESEC is to applicants. The terms used must be simple, understandable to all. Or you can use the script below:

AIESEC is a youth organization, present in over 125+ countries, including Moldova. We organize local and international projects, which aim to solve certain global problems (such as: quality education, poverty reduction, etc.). Also through these projects young people receive self-development and career guidance.

What benefits does AIESEC offer to youths?

• Self-development

• Interaction with internationals

• Improving English

• Professional orientation

• Local and International Community

• Exchange opportunities

• Practical -learning environment

AIESECer profile

General characteristics:

• 18 years old (or turns 18 in a maximum of 3 months)

• Student (preferably year I, II) USM, ASEM, UTM, “Ion Creangă” Pedagogical University, CEEF, Alecu Russo etc

• Middle level of English for Front Office

• In the back office it is allowed with basic knowledge of English

• Has free time, which he/she wants to invest somewhere

• Motivated

Competencies:

• Open-minded

• Empathy

• Ambitious

• Global Citizen

• Logical thinking

Application form

What do we want to know from the application form?

• Age

• Motivation for volunteering and AIESEC

• Plans for the future

• Availability

• Values

• Where did he/she find out about AIESEC

How do we analyze the application?

• Read and prepare questions based on the answers

• Contact

• Writing feedback about the applicant at this stage

How do we contact applicants?

• No more than 48 hours

• We follow the structure of the call script

Call script

• Introduce yourself

• Mention that you are represent AIESEC in Chisinau

• Ask if he/she knows about AIESEC, if needs more information, use the 2, 3 sentences set

• Why did you apply in AIESEC?

• We address the questions prepared based on the application:

  • Availability

  • Plans for the future

• If he/she convinced you, then set the date and time of the interview

• But if you need to think again or it's "No", then you say you will come back with an answer in 2 days.

Interview

Before the interview

• Contact the applicant at least two hours in advance to make sure he / she will come (if he / she does not respond, leave a message).

• Have the set of general and technical questions at hand

• Make sure the room where you are interviewing is clean

• Dress appropriately

• Set some rules with the observer to work more efficiently

During the interview

• Show the applicant where he can put his/her clothes

• Ask how he/she got there, how he/she feels, etc.

• Tell him/her how long the interview will take 20-30 minutes

• Explain that the interview will be a light discussion between you and him / her in which he / she will get to know you and find out more about AIESEC.

• In case you need to record the interview, first notify the applicant and explain why you are doing this.

• Introduce yourself and the assistant who will be with you during the interview, explain why it is a second person (for transparency, so you can consult)

• Ask general questions and then the technical questions

What is the purpose of general questions? We try to understand: the values, interests, behavior and competences.

What is the purpose of technical questions? The applicant does not know anything about the departmental structure we have, so you will have to explain. For this you will have at your disposal Team Member JD, where they where you will find information for each department:

• The role

• Responsibilities

• Benefits (skills, opportunities)

Ask questions from all departments, and see where it fits better.

Rules for Interview

• Don't ask questions that are repeated in the form, only if you want to concretize something

• Don't ask multiple questions at once

• Ask open-ended questions (which don't just allow yes / no answers)

• Use AIESEC examples when asking situational questions

Must do during the interview

• Tell what AIESEC do (projects, conferences, exchange etc)

• Ask some questions in English in order to check the level of English of the applicant

• Tell them about LTS/NTS and how important is it

• Ask at the end if he/she has any questions

Feedback

Mail Feedback

Emails are sent at each stage of recruitment:

• If he/she has been accepted for the next stage, send him an email with an invitation

• If he/she has been rejected, send him an email informing him of the decision and the reason why he was not accepted.

Recruitment Team

Rules

• Don't talk more than the applicant

• Keep continuity in the work you do (what you start, take to the end)

• Keep confidential between you and the applicant

• Always give arguments / feedback to the decisions you make

Behaviors

• Responsibility and commitment

• Discipline

• Receptivity

• Transparency

• Punctuality

QUIZ #6 How to recruit members

What are the phases a team goes through? Which Team Standards are required in each phase?

Whose responsibility is it to implement Team Standards? It is every Team Leader’s responsibility to deliver Team Standards for their Members. Talent Management empowers Team Leaders to deliver it, and assesses the implementation across teams and functions.

Who is a Team Leader? So now, Team Leaders are not only Middle Managers.

• They are TLs who lead members

• They are OCPs who lead the OCVPs

• They are LCVPs who lead Middle Managers

• They are LCPs who lead LCVPs

• They are MCVPs who lead LCVPs* and NST (National Support Team)

• They are MCPs who lead MCVPs and LCPs*

Please find more information about Team Standards in the file below.

QUIZ #4 Team Standards

The TM department is responsible for our dear members. The role of Talent Management is predicting the outcomes, diagnosing problems and prescribing actions on the people side that will bring value to the organization.

TM is about getting, developing and keeping the right people in AIESEC to ensure achievement of the organizational goals. Main KPI's (Key Performance Indicator) therefore relate to how our entity/membership are achieving the organization’s goals in TM are of GET, Develop and Keep.

TM main responsibilities:

• Recruiting new members in AIESEC

• Implementation of the motivation system in AIESEC

• Development of members through human resources tools

• Evaluation of members' performances

• Evaluation of the level of involvement of the members in the organization

• Making sure that members are achieving their goals

• Goal setting for members

• TM Process implementation

• Tracking and Reporting of Membership Experience

• Onboarding Tracking of New Members

• Tracking the Team Standards implementation

• To run the Rewards and Recognition System

Knowledge to have:

• Basic use of Google Sheets

• Organization, attention to detail

• Recruitment, selection and induction understanding

• Good interaction with the members

Are you ready to know more about TM? Here we go!

The AIESEC Way is how we develop leadership as AIESECers, so if it’s an experience with no focus and connections with all that, it’s not AIESEC. We can’t sell AIESEC like this if we don’t walk the talk, so if only one thing is to never change is it. Other than that, any adaptations are ok as long their keep our essence. Important: as TMers we are the guardians, but we strive to make it as a natural concept and not an obligation.

What is our organizational culture? The AIESEC Way gives a base of were we clarify our mindset and views, but the culture is more than that, it’s what was created during the 70+ years of the organization. Below we bring a few more explanations about organizational culture:

• Organizational culture includes an organization’s expectations, experiences, philosophy, as well as the values that guide member behavior, and is expressed in member self-image, inner workings, interactions with the outside world, and future expectations. Culture is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid (The Business Dictionary).

• Culture also includes the organization’s vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits (Needle, 2004).

• Simply stated, organizational culture is “the way things are done around here” (Deal & Kennedy, 2000).

Do you know what elements we have in our culture? Did you ever asked why we do it?

Inside AIESEC we have a few well known marks from our culture which are more spread and others that may be used or not depending of the entity. Below we put a few examples:

Roll Calls - It all started in an IC (International Conference) a many years ago, when a MC team had this bright idea: instead of raising hands when their names was called, they started to dance.

Sugar Cubes - You'll see in any AIESEC conference numberless envelopes with the name of everyone that is attending to that conference.We use them to write messages to the people we meet during the conference and, according to some entity traditions, you only open your envelope once you are back home to see all the messages.

Shouts - You'll see quite a lot of them depending of the entity.the famous shout “HEY AIESEC! Whats Up? How are you feeling!? Excellent! How are you f*cking/really feeling!? F*cking/Really excellent!” and even the OC/CC song “We love the OC/CC, we do! (x2) Oh OC/CC we love you! How much? This much!”. To summarize, we elements that are always existent and some that the entity can choose to do or not.

Signs - we use a lot of signs to make communication more effective and to not disturb others when we are speaking.

Elections Announcement - We always give chance for people to apply for different roles and it come with an extra: the water bucket (or being pushed to the pool in some entities).It’s a challenging process and not easy, so when you feel the water over you it’s a huge relief and excitement for a new journey to start.

What we want to bring with all that? Well, culture is a very strong moving force which unites people and support their engagement to keep working inside an organization, so of course it’s important for us to not just have clear our base (AIESEC Way), but guarantee that the culture will push it and make sense.

In a context were we have a crisis, is not uncommon to have people leaving things considered unimportant to the side (sometimes called “fluffy stuff”) and focusing in what they believe more relevant. From the Entrepreneur’s article we can take 3 interesting points for reflection about this matter:

• “Who you are, as a company, is commonly called a brand. But in crisis it’s culture that really determines brand because culture will determine how you handle the crisis and ultimately how you are perceived and remembered by the public.”

• “My definition of culture is simply this; “Culture is the prevailing mindset of any group or organization.” And it is mindset, not policy or training, that determines outcomes. Especially in crisis. Because when we’re in crisis our brain reverts to its oldest, most ingrained process, the “code” that’s running in the background all the time.”

• “Mindset is not developed through rules or policies. It’s an inside-out change management process requiring the involvement of the neurological, mental, and emotional centers rather than being based only on sharing information. For a mindset to prevail in an organization the process must involve repetition and include enough of the leadership for it to affect daily decisions in hiring, customer service, and employee interactions.”

QUIZ #2 Clarity of Culture

GLE is the possible environments that enable our members, team leaders and executive boards to learn competences, understand AIESEC values, and ultimately live the inner and outer journey and develop the leadership qualities. But… what’s the importance of getting to know them? Learning how to choose the right learning environment for the space you want to deliver will improve or lower the quality of your space. (ex. you wouldn’t want to practically train each member of your team in a O2O environment, or have a strictly personal conversation with a person in front of a whole plenary). The choice is based on the message standardization, reach and personal customization that you care to deliver.

Types of Global Learning Environments (GLEs)

Team Space It's a formal or informal space that happens with the team members and the team leader of the same team. The environment is related to anything that happens with a team, whenever there are all its components (members).

EXAMPLES OF SPACES:

• Team Meeting

• EB meeting

• Team Working Time

• TL delivering a session to members

• Functional VPs delivering a session to their own team of TLs

• Members delivering a space for the team

Learning Circles This environment differs from the previous because the group doesn’t necessarily have to correspond to the team, and generally they don’t work together for quite as long. The learning circles are environments in which you are with a group of people bringing different perspectives to the discussion, that is not related exactly with the job you need to work in the end within your team.

EXAMPLES OF SPACES:

• Tribes

• Any group in the LC that is not just one team

• Short-term assignments groups (ex. 2-weeks task-forces)

• Group Reflections / Games

One to One Mentoring This environment is related to any space that involves two people only, one being the mentor, the other being the mentored person. It's a discussion guided by the mentor in order to help/improve the mentored in specific points (personal or professional). Normally, this space is guided by questions from the mentor to the mentored in order to help him/her to think and find his/her own conclusions.

EXAMPLES OF SPACES:

• O2Os

• Coaching

• Consultancy Spaces

• Individual Tracking

Conferences and Seminars This environment is related to any conference or seminars, may it be local or national, in which a speaker is talking to a larger public.

EXAMPLES OF SPACES:

• National/International Conferences

• Local Conferences

• Functional Summits

• LC meetings

• Trainings delivered by Partners, AI, MC, EBs or any other bodies

Virtual Spaces This environment is related to any space delivered fully virtually and that does not correspond with any previous GLE (ex. an online team meeting is still GLE #1)

EXAMPLES OF SPACES:

• Webinars

• Functional or Management Academies

Self-Reflection This environment is related to any space that involves individual or group self-reflection.

EXAMPLES OF SPACES:

• LEAD Spaces

• Time during a session to journal or write down thoughts

• Letters to the future

QUIZ #3 GLE - Global Learning Environment

TM Process is one of the most important part in TM activity. If you are in the TM department you must know how the TM process is working, if it's the first time you see it, well it can seem that is very hard to understand them, but don't panic, read carefully the materials and you will understand that it's not something difficult.

TM Process contain 4 main part:

1. GET

2. DEVELOP

3. KEEP

4. REPORT

Below are the materials for each part.

INTRO

GET

DEVELOP

KEEP

REPORT

TM Process Overview

QUIZ #5 TM Process