Recruitment Golden Rules AI

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Recruitment Golden RulesHow to run a successful Programme Based Recruitment?

Introduction

This document is used to guide your recruitment process under thenew context of 2015 programs.

There are guiding questions in each section that might echo thequestions you have in mind and we hope you can find the neededanswer or information after reading.

Not all the talent management or recruitment processes arepresented here however we have identified those that might be themajor challenges.

Enjoy!

AIESEC International 2011-2012

Fundamental Principles of Recruitment

1) Clear positioning and expectation setting along the process.2) Shift from general approach to specific/segmented approach.3) Its aboutmarketing and sales.

1) Talent Marketing

Product DesignGuiding questions:

Who we are?

Who do we want?

What do they want?

Defining the product we are offering (clear value proposition for different interest groups).Creating clear customer segmentation based on profile and/or interest.Conducting needs and attraction identification.

Use qualitative and quantitative analysis as a solid foundation. Interview (people who joined AIESEC from last recruitment) vs. General Mass Survey. A packaged product addresses to both customer needs (interest, expectation) and organisational needs

(value, HR gap).

Process DesignGuiding questions:

Where we can reach those people?

How can we attract them?

What are the messages and how segmented are we?


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Its a pervasive marketing battle.

We need to engage customers whenever and wherever they interact with AIESECin a stand; on thephone; responding to an e-mail, a blog post, or an online reviewmarketing must spread through theentire organisation.

A clearly defined communication plan, including segmentation messages/content, segmentedcommunication channels, (esp. through website, social media and powerful stories) and mass-

customised segmented offline/online materials. Defining the promotion based on all the touch points and then defining the timeline.

Promotion ExecutionGuiding questions:

Shall our promotion be expectation setting based or attraction based?

It should be combined. Our major aim of the promotion is to get the people to the Presentation or Subscription stage. Thus,

70% attraction and 30% expectation setting with the right messages. Presentation or the first actual interaction needs to be 40% attraction, 60% expectation setting.

EvaluationGuiding questions:

Do we actually know what happened or what was effective?

Short-term: Reactive and in-time feedback management throughout the entire process. Long-term: Systematic information and data gathering at different check point.

2) Talent SelectionGuiding questions:

What if people's expectation does not align with what we can provide?

We are looking for people with certain characteristics who need and are willing to take the

opportunities we have in our organizationhowever we cannot develop people who dont havea willingness to learn and develop.

Prioritise expectations over competencies. Use selection as an expectation-setting occasion and actually say no to applicants.

3) Talent allocationGuiding questions:

What are the principles?

What are the roles we should put new members into?

That depends on the culture of the entity.

Allocation done before Induction (even during selection if possible) might be a possible way to help themstart getting basic ideas on the operations.

We need to make sure new members are allocated into functions they are capable to understand andcontribute to. There is a lot depending on the level of operations of the entity and specific functions,professional background of the member, requirements for the role or position. Entities need to take astrong stand on selection procedures and criteria for specific roles and allocate members based on theirexperience and future potential. Special notes for supportive areas: Talent Management - people in this area needs to make sure the members in the LC develop

themselves, BUT are also efficient to fulfill the pipeline. This cant happen if the members of the TMteam dont know the programme processes.

Communication -members in this team cant communicate and promote programmes, cant makeproposals or design campaigns without knowledge on programmes.

External Relations - We shouldnt encourage sales people to sell other products without having asolid product understanding of our core programs.

Finance - major incomes should come from programmes and in that sense VP Finance shouldknow and be clear with the programmes pipeline which will be affecting the money incomes.


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4) Talent Induction

Orientation, Education and EngagementGuiding questions:

How can we pass the value while equip them with the needed knowledge at the same time? (*FAQ)

How can we make sure members start to perform as soon as possible? How long should education/induction be before they start working on their own?

How they are supported?

Principle of talent management in a volunteer-based non-for-profit organisation: Clear expectation alignment. Always engage membership with vision and culture. Always start with why. Be aware of the strong link between impact achievement as an organisation and individual self-

actualisation while both remaining as important sources of individuals motivation. Local induction plays important role for setting up value foundations. National induction solidifies the values but focuses more on operational knowledge. Constant communication; WHY, HOW and WHAT of AIESEC not just during value education but

also in operational training. Shorter Allocation and Induction process. Have a proper LC structure with TLs and TMs. Having it will give you the opportunity to chop the

complicated JDs down to smaller ones, more practical and achievable for members. They willlearn, be challenged and will not be lazy or burnout.

Right expectations set during Recruitment - they will have to complete activities and tasks from thebeginning if they would like to learn (in many countries students are glad to hear they will dosomething, unlike the rest of the campus clubs, well, in other countries - people dont like to doanything, but then they are not our target audience).

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Recruitment Golden Rules AI