This document discusses planning for recruitment, selection, onboarding, and development of new members. It emphasizes the importance of understanding current membership performance and productivity before recruiting new members. Key points addressed include backward planning timelines for recruitment and exchanges, defining job descriptions and competencies, designing an efficient selection process, setting goals for inducting new recruits, and aligning recruitment with exchange program needs and talent capacity. The overall aim appears to be establishing an effective process for recruiting the right members and developing their skills and performance over time.

1. THE
FIRST
90
DAYS

2. key lessons from SONA
- Member Retention is affecting
performance
- Productivity needs to be a focus
- We don’t do people analytics

3. 1. WE WON’T LOSE A SINGLE MEMBER
2. EVERY MEMBER DOES EXCHANGE
3. WE KNOW THE PERFORMANCE,
ENGAGEMENT AND HOW MANY MEMBER
WE HAV E - A LWAYS.

4. before we start:
- Yesterday was the past, today is the
future
- The Fast and the Ruthless
solutions
excuses
Discussions PLAN, BEHAVIOUR,
PROCESS, TRACK Implementation
-
-
- Note down knowledge gaps - this is your responsibility to follow up

5. Spilt into clusters

6. Backward Planning?

7. Backward Planning
IT IS PREDICTED
THAT 100% OF YOU
WILL IMPLEMENT
NEW STRATEGIES/
PLANS AFTER JNC
WE HOPE THAT
THOSE STRATEGIES
AND PLANS
TRANSLATE INTO
CHANGES IN
PROCESS
BUT 0% WILL
ADJUST THEIR OS/
JD/PEOPLE STRATEGY
IN ANY WAY.
WHO IMPLEMENTS PROCESSES AND STRATEGIES DUDE?

8. JULY DEC

9. Key front office strategies to drive results.
JULY DEC
Key back office strategies to drive results.

10. JULY DEC
what do you
want to achieve
here?

11. JULY DEC
then how does
that translate
back into MA -
RA - Pre-RA etc.

12. WHAT ARE THE KEY PROCESSES AND ACTIONS
ARE PART OF THE PROCESS OF DELIVERING THE
IGCDP PROGRAM.
JUL-AUG-SEP-OCT-NOV-DEC
PRE-RAISE RAISE MATCH
Please include all relevant data you need to plan:
RA-MA Ratio, MA-RE Length, NPS, Timeline for IR etc.

13. ENSURE YOU ADD YOUR KEY FRONT AND BACK
OFFICE STRATEGIES.
JUL-AUG-SEP-OCT-NOV-DEC
RAISE MATCH
• Project Management
• Sales
• Raising
• International Relations
PRE-RAISE
• Allocation
• Education of Members
• Project Creation and
Planning
• etc.
• Project Management
• International Relations
• Matching

14. MEMBER EFFICIENCY
JUL-AUG-SEP-OCT-NOV-DEC
WHAT
DOES MEMBER
EFFICIENCY TELL
YOU ABOUT THE
NUMBER OF
MEMBERS
NEEDED?

15. Backward Planning:
Membership
Number of
Realisations
(how many &
when)
Number of TMP

16. Backward Planning:
Membership
Current
3.64
1.26
2.79
0.43
iGCDP
iGIP
oGCDP
oGIP
Ideal
iGCDP
iGIP
oGCDP
oGIP
5.5-9
5.5 - 9
5.5-9
3 - 5.5

17. Backward Planning:
Membership
how to see the ideal
member productivity?

18. what is the productivity of
the productive members?

19. THIS SHOULD GIVE YOU A STRUCTURE SKELETON
(EACH TEAM HAS 3 - 6 MEMBERS)

20. ENSURE YOU ADD YOUR KEY FRONT AND BACK
OFFICE STRATEGIES.
JUL-AUG-SEP-OCT-NOV-DEC
RAISE MATCH
• Project Management
• Sales
• Raising
• International Relations
PRE-RAISE
• Allocation
• Education of Members
• Project Creation and
Planning
• etc.
• Project Management
• International Relations
• Matching
WHAT TYPES
OF JDS DO YOU
NEED TO
SUPPORT THESE
INITIATIVES

21. ENSURE YOU ADD YOUR KEY FRONT AND BACK
OFFICE STRATEGIES.
JUL-AUG-SEP-OCT-NOV-DEC
RAISE MATCH
• Project
Management
• Sales
• Raising
• International
Relations
PRE-RAISE
• Allocation
• Education of
Members
• Project Creation
and Planning
• etc.
• Project
Management
• International
Relations
• Matching

22. Job
Description
• Duration˝
• MOS ˝
• Roles &
Responsibilities
what’s missing?

23. How does the MOS reflect
strategy?

24. WHAT DO TMPS NEED TO HAVE BASED ON THE
ACTIVITIES OF THEIR FUNCTION?
JUL-AUG-SEP-OCT-NOV-DEC
RAISE MATCH
• Project Management
• Sales
• Raising
• International Relations
PRE-RAISE
• Allocation
• Education of Members
• Project Creation and
Planning
• etc.
• Project Management
• International Relations
• Matching
WHAT ARE THE
COMPETENCIES
THAT I NEED?

25. WHAT DO TMPS NEED TO HAVE AND LEARN
BASED ON THE ACTIVITIES OF THEIR FUNCTION?
AUG
PRE-RAISE
• Allocation
• Education of Members
• Project Creation and
Planning
• etc.
KNOWLEDGE
SKILL
ATTITUDE

26. JUL-AUG-SEP-OCT-NOV-DEC
RAISE MATCH
• Project Management
• Sales
• Raising
• International Relations
PRE-RAISE
• Allocation
• Education of Members
• Project Creation and
Planning
• etc.
• Project Management
• International Relations
• Matching
WHAT ARE THE
COMPETENCIES
REQUIRED AND
DEVELOPED?
JD ACTIVITIES
- PROJECT
MANAGEMENT
- SALES
- RAISING
- INTERNATIONAL
RELATIONS
COMPETENCIES
REQUIRED
COMPETENCIES
DEVELOPED

27. okay, enough planning.
Job
Description
• Duration˝
• MOS ˝
• Roles &
Responsibilities˝
• Competencies
Required and
Developed
let’s recruit!

28. Picture the ideal new recruit
WHAT ARE THE
IDEAL
CHARACTERISTICS
OF NEWIES BEFORE
INDUCTION
STARTS?

29. Picture the ideal new recruit
Job Description
• Duration
• MOS
• Roles &
Responsibilities
• Competencies
Required and
Developed
IS THIS ENOUGH TO
SELECT A PERSON
OFF?

30. Is AIESEC for everyone?
REFLECT

31. Is there criteria for
leadership development
potential?
REFLECT

32. Describe the ideal person to
thrive in your LC culture.
REFLECT

33. Picture the ideal new recruit
IS MY SELECTION
PROCESS
Job Description
REFLECTING THIS?
• Duration
• MOS
• Roles &
Responsibilities
• Competencies
Required and
Developed Cultural Aspects
• Cultural Fit
• Global Competency
Model
• Recruitment based
on ‘potential’

34. design a selection process.

35. What is the purpose of each
stage?
let’s make it as efficient as possible! :D

36. what’s holding you back
from this?

37. Individual vs. Organisational Need
REFLECT

38. Picture the ideal new recruit
Job Description
• Duration
HOW CAN I
MOS
ENSURE THE
• QUALITY OF MY
• Roles &
PROCESS?
Responsibilities
• Competencies
Required and
Developed Cultural Aspects
• Cultural Fit
• Global Competency
Model
• Recruitment based
on ‘potential’

39. Quality of Selection Process
• Do you have the capacity to run a selection
process?
• EB Education
• EB Skill Building
• Case Studies understanding

40. now, let’s say you were all
successful and your
spanking new fresh recruits
are announced!

41. what next?

42. ONE
EXCHANGE

43. ONE EXCHANGE
LEADERSHIP
DEVELOPMENT
ESTABLISHED
CONNECTIONS
ASPIRATIONS ABOUT FUTUR E IN AIESEC

44. how does this
progress ˝
in induction?

45. THE
FIRST
10
DAYS

46. 10 DAYS

47. 10 DAYS
a) What do you want to achieve?

48. what was your
turning point?

49. 10 DAYS
b) how will you bring people on board with you?

50. 10 DAYS
c) How will you do it?

51. THE
FIRST
10
DAYS
challenge
accepted

52. what’s going to happen from
now…
- Commission Blocks for backward
planning
!
but first

53. you need to
understand the
capacity of your
membership

54. what is the % of your membership that is not
performing?
ACTION STEPS?
how will you recruit without understanding your current reality?
What will you do with these people?

55. FOR YOUR UPCOMING RECRUITMENT QUESTIONS FOR YOU TO
CONSIDER:
HAVE YOU OPENED AN OC FOR RECRUITMENT YET?
1
?
OGCDP RA
STARTS
JUN-JUL-AUG-SEP-OCT-NOV-DEC
CURRENT
T I M E I T
TAKES FOR
SELECTION
YOU ARE
CURRENT
T I M E I T
TAKES FOR
PROMOTION
CURRENT
T I M E I T
TAKES TO
GET OGCDP
MEMBERS TO
PERFORM
EXAMPLE:
IS WHERE
YOU’LL SEE
PERFORMANCE

56. !
THEN,
LEADERS WILL START TO DO WORK FOR MEMBERS.
(PRODUCTIVITY DROPS)
MEMBERS DON’T HAVE A VALUABLE EXPERIENCE AND DROP OUT
(RETENTION DROPS)
THEN WE START WITH THIS PROBLEM AGAIN IN THE FEBRUARY
RECRUITMENT

57. align
exchange talent capacity

58. when do exchange programs need to start performing?˝
How does your recruitment process align?
exchange talent capacity

59. EVERY MEMBER MATTERS
TA1ENT
EVERY MEMBER IS IMPORTANT

60. FOCUS

61. EVERY MEMBER MATTERS
TA1ENT
EVERY MEMBER IS IMPORTANT