EB Selection Guide 2011 (2)

AIESEC in Ukraine | www.aiesec.org.ua

AIESEC in Ukraine EB Selection Guide 2011

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SSeelleeccttiioonn GGuuiiddee 22001111



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Dear EBs of AIESEC in Ukraine! AIESEC is a very dynamic organization that changes its leaders

each year. AIESEC in Ukraine is getting prepared for new generation to come and to drive it towards new successes.

This document is supposed to support you in the planning and selection process of LCPs and EB members for the term 2011-2012, especially in succession planning and creation of application package. Hope you will find here some useful hints and information.

Best of luck with designing your applications! Good luck in searching of your successor!

Don’t hesitate to ask your LC coach for feedback!

National Team 2010-2011



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· “Systematic process for defining and finding future management needs” · “Process of developing talent to meet the needs of the organization now and in the

future” · Flexible, long-term, developmental view of future management staffing”

The process of succession planning is a key element in selection of new strong and

experienced people to leadership position with guaranty of best future performing.

It consists of four simple steps:

1. Identifying 2. Reviewing 3. Training and Developing 4. Empowering



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Different positions require different characteristics. A defender requires different skills than a forward while a goalkeeper may not be your best choice as a midfielder. Define which competencies and skills are required to fulfill a certain role and which can be developed by it. Having a Job Description and using the Global Competency Model are essential tools for this process. Remember also to have an organizational map, knowing who is accountable to who can help you understand the positions and their requirements better.

Answer the following questions: · What is the direction our LC is heading towards now? What kind of person is needed to

move LC in this direction? · What are the key competencies required to move the LC in the right direction? · What is the profile of the person who will be able to sustain the growth/ generate bigger

growth? · What kind of the attitudes and behaviors is the person supposed to demonstrate if they

want to engage the LC members into the realization of the LC goals? · What kind of experience would be needed to handle this role? · What is more important: big and long experience in the LC or competencies, motivation

and ability to learn quickly? · Is it possible for new members of my LC to apply for EB positions? · Does the culture of the LC require inspiring leaders or managers who will be able to get

things done? How can we ensure the candidates will demonstrate both?

According to you LC reality and needs, SWOT analysis, opinion of your LC EB and national perspective create structure of LC Executive Board 11/12. We recommend you synchronize it with MC Executive Board 11/12 structure.

Taking into account the growth we all want to generate in 11/12 the proposed profiles of LCPs and EB members may be as follows: Local Committee President According to Local Compendium:

· Active member of LC minimum 1 year · Currently full member · Fluently English

Key Competencies:

· Entrepreneurial Outlook · Global Mindset · Emotional Intelligence

Technical Skills & Competencies:

· Planning and Prioritizing · Presentation Skills

· Team Management · Delegating · Project Management · Training and facilitating · PC User Skills · Myaiesec.net usage · English language



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Local Committee Vice President According to Local Compendium:

· Currently full member · Fluently English

Key Competencies

· Entrepreneurial Outlook · Global Mindset · Emotional Intelligence

Technical Skills & Competencies

· Planning and Prioritizing · Presentation Skills

· Team Work · Project Management · Exchange Processes Management · PC User Skills · Myaiesec.net usage · English language · Others: depending on the specific

portfolio

Knowledge required for LCP and EB members:

Local Perspective National Perspective Global Perspective

Local History AIESEC in Ukraine history General history of AIESEC

LC Structure and resources National structure & responsibilities AIESEC Subsystem

Current LC state In all the Subsystems

Current state of AIESEC in Ukraine AIESEC 2015

LC Compendium AIESEC in Ukraine Compendium International bodies

LC Culture AIESEC in Ukraine goals The AIESEC Way

Regional external trends National Focus Areas International state and directions

Adjust it to your local realities, chose the key competencies you think are the most

important to perform properly as EB/LCP in your LC. Prioritize them!

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Knowing the talent you can work with is one an essential element to be able to identify the possible successors. The players that have the best performance or the ones that are showing the best development should have the preferential choices as possible candidates.

The best tool to work with during this step is the Pipeline Management which was developed for other campaign. You need to know how many members are in which stage of their AIESEC Experience and their plans for the future, so that you can make sure there are people coming up to cover organizational needs. Also, you can use with TM responsible member Performance Assessment system or HR Audit.



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AIESEC`s Talent grid:

AIESEC`s talent grid is a graph to cluster your people at their current level of development (competencies) in comparison with the performance (planned versus

achieved) in their role. Initial Definitions: Competency: Capacity that allows an expected behavior. Performance: Is the delivery of some action (s) in response to a planned outcome. Motivation: “A reason for doing something.” http://en.wiktionary.org/wiki/motivation The potential of a person is the combination of these three Dimensions.

DEV

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PMEN

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Motivation

High 6. High talented people 3. Talent Pool 1. Stars

Mid 8. Regular development 4. Talent Pool 2. Talent Pool

Low 9. Low performing 7. Regular performing

5. High committed people

Alignment between Individual and

Organizational goals

Low Mid High

PERFORMANCE (Planned vs. Archived)

Cluster definitions: 1. Stars: Who are they? Stars are role models. They are able to lead the organization towards greatest results at

local/regional or global level because they possess the highest motivation, capacity and ability to do it now. Many times they show their talents since the beginning of the experience.

How do you identify them? They are people that inspire other people trough action; they always are striving for new

challenges and they show outstanding delivery on results. They easily become leaders of the organization (EB/MC/AI).

2-3-4. Talent Pool: Who are they? People in the talent pool are the ones that have the skills and potential for top leadership

positions but having just a step ahead to accomplish it probably because they are still developing some characteristics (competencies) or improving their experience (having mid leadership positions). They can have 1, 2 or more years inside AIESEC.

How do you identify them? Usually they are performing pretty well, their level of commitment is high and their profile makes

them to reach any kind of opportunity or position in the mid term.

http://en.wiktionary.org/wiki/motivation



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5. High committed People: Who are they? These people are the ones who have been in AIESEC for a while (One year or more) and even if

they don’t have the greatest development (competencies) they are able to deliver highest results (delivery on commitments) because of their motivation and right personal alignment with AIESEC. They can be on top positions just because their passion showed for AIESEC.

How do you identify them? They usually have great involvement in @, using the possibilities of our learning environment but

they need to be encouraged in the short term to improve their profile of competencies through living the right experiences. They under promise and over deliver on expected results but they can strengthen their potential much more.

6. High Talented People: Who are they? They can be new members who just entered AIESEC with high entrance levels of competencies

but their performance is still below the expected (inexperienced people) or people that are supposed to be in the taking responsibility stage (6 months -1 year) that don’t have enough motivation or training to deliver on their goals.

How do you identify them? New members with right alignment before starting to work are curious about how to deliver on

plans, willing to have responsibilities and are already thinking about moving forward their @XP. These people are much more likely to get into the talent pool because they just have to learn to become more efficient and to gain more experience. Other people on this cluster besides new members don’t perform at all because of the lack of motivation or training.

7. Regular Performing: Who are they? Those people have more than 6 months in AIESEC (they know the organizational identity) but they

entered without having the right profile (competencies level) and their personal alignment with AIESEC is pretty unclear.

How do you identify them? They somehow deliver on their commitments but lack the basic competencies expected.

8. Regular Development: Who are they? These people have an acceptable level of competencies developed that enable them to perform

but their level of identification with and commitment to AIESEC or their current job role might be too low. They do not perform in the expected way.

How do you identify them? They don’t deliver on their commitments.

9. Low performing: Who are they? Low performers don’t have potential in AIESEC. They lack the competencies required to perform in

their roles as well as the motivation to commit themselves to increase their performance (alignment between individual and organizational goals). These people were not selected properly and usually are detected during taking responsibility stage.

How do you identify them? Their assessment of competencies is poor and they don’t deliver results.



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Any player that wants to become a star player should train himself in order to develop their full potential. In AIESEC members are also always receiving trainings and learning from their own experience. Besides their regular education cycle, every potential candidate should receive training in:

1. General AIESEC Knowledge Even when your successor has been involved for some time in AIESEC you should never

underrate the importance of general AIESEC knowledge. It is always good to refresh and reinforce the basic knowledge, including deepening the understanding of “The AIESEC way”, AIESEC XP and the GCM among other topics.

2. Strategic Planning One of the biggest parts of the EB-work is the strategic planning for the local committee. It

is the chance to make a difference on the longer term perspective but it is also the responsibility to ensure a sustainable development of the LC. So it is up to you to enable your successor to take on the challenge. Sharing your own experience on these topics is also an important part of it.

3. Functional Training You must enable your successor not only to have an overview on what needs to be done

and to do certain tasks by himself, but also giving him all the knowledge he needs to be able to coach his members and to support them in doing their tasks.

4. Leadership Even if your successor may be an expert at your functional area, there is certain specific

knowledge that every member should know in order to be a star player. People management, team identity, conflict management, time management and developing others are some of the training every team leader should receive.

5. Exchange Internship is the best experience for personal and professional development, especially for

Exchange functional area. It can give strong understanding of organization, build network of important contacts, improve English, develop competencies, motivate. People with X+L experience is the best choice for EB positions.

Also, you can use: · EB Simulation – according to outputs of WinCo 2011 · Assessment centre – for role in team assessment · Psychological tests – for personal assessment · Partners – for support in professional development



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Every player should be given the ball in order to shine and help the team score goals. In AIESEC, your successor must be given the chance to perform certain tasks before taking over. Once he’s selected/elected a clear job description should be given they know what competencies and skills are required to fulfill their role.

The key tools for this step are Transition and Performance Appraisal. Without transition we can’t ensure that the work done will be sustainable and information management is very helpful in this case. But firstly, on the eve of Application package publication you should propose EB position to your potential successor(s). It should be correct proposition! Ask them what they think about it, tell how they can develop your-self, how it important for LC and our goals, motivate. Also remember, that when a player has a good match he should be recognized and told he has done well.

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· In the LCs the selection/election process is set by the paragraphs in the compendium, so make sure you take this into consideration while announcing the EB/LCP applications.

· Support your EB selection with quality opportunity promotion. · Make sure you have wiki where everything is clearly described. · You can also ask your current EB prepare small essays about their term, main learning

points, wishes for successors etc. · Make sure all interested people have space to ask their questions and approach with

their concerns.

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Application package is the first formal way of announcing that EB/LCP elections are starting soon. Use the application package to communicate the proper message to your members. You are the ones who know your LC’s needs the best and you have to transmit this knowledge to the other members – candidates and people who are going to vote as well!

Usually, application package consist of: · Candidate booklet – information about Elections procedure, general profile of EB

member, general MoS, peculiarity of preparation etc. · Application booklet – information about application form creation, general questioner and

for each position. · JDs.

Recommendations to application package:

· Include the profile in your LCP/EB application. Remember! If you think LCP should be very innovative underline it in the application – make sure people know what they should base their decisions on.



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· If you believe there is the need for new members to apply for EB – communicate it in the application. There may be some newees who don’t consider applying for EB because they are not experienced enough. If you think experience is not that important as motivation and results achieved in shorter period of time – let people know about it.

· Don’t ask the theoretical questions, e.g. instead of: “What is in your opinion the role of LCP in terms of EB management”, ask: “How will you as LCP contribute to the results of your EB and good atmosphere in the team?”

· To avoid irrelevant answers suggest the form of the answer, e.g. if you ask about the LC priorities design the table consisting of three columns: Priority, Strategies to Implement and Expected Results.

· Ask direct questions. Writing an application is a learning process for the candidates. If you want people to think about strategies for growth in MoS – ask about the MoS growth strategies, not about LC priorities.

Application according to Compendium should consist of:

· Application form · Motivation letter · 2 recommendation letters · CV – if it is not a part of Application form.

The proposed questions of the LCP application can be as follows:

Perspectives Example questions

Individual Perspective (you can ask the candidates to deliver some of this information in the CV, instead of putting it into the application form)

· Personal data, contact information · Information about studies and other relevant experience outside

AIESEC · AIESEC Experience so far and key results achieved · Participation in the conferences · Areas of biggest experience · Motivation and alignment (e.g. “Why have you decided to apply for

the LCP position? What do you want to gain personally? What is you ambition concerning our Local Committee in the next term?”)

Team Perspective · LCP role in terms of EB management (e.g. “How will you as LCP contribute to the results of your EB and good atmosphere in the team?”)

· Key success factors of a high performing team (e.g. “What are they and how will you ensure they work in your EB?”)

· Keeping EB motivation (e.g. “What will you do to keep the high motivation of your EB members over the whole term?”)

· EB development (e.g. “How will you take care of development of your EB members?”)

· Cross-functional synergies (e.g. “What are the key cross-functional synergies that should work in the EB team, how will you make sure your EB members cooperate with each other”)



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Local Perspective · LC external reality and its influence on the LC’s operations · Current state assessment (e.g. SWOT of AIESEC Subsystems,

MoS) · Proposed priorities to achieve the X goals for next term and in the

direction · MoS growth related questions (e.g. “We have a realization gap of

approximately 10 EPs from the first 6 months of the 2010/2010 term. Describe 3 innovative initiatives that will ensure that we catch up on those goals within the next 6 months.”, or “Basing on our local reality propose 3 raising strategies that will let us grow in our ICX results”, “Propose 3 strategies to grow in X+L” )

· Cooperation with Middle Management · The role of the EB in generating results – strategic or operational? · Changes in the LC structure · LC Culture (e.g. X culture, Leadership Culture, Communication in

the LC – depending on what the most burning issue is)

National and Global Perspectives

· Role of the LC on national and international level and LCP’s actions to make LC play this role

· Contribution of LC to the realization of country’s goals – how to increase it?

· Promotion of the LC in the network · International partnerships

The proposed questions of the LCVP application can be as follows:

Perspectives Example questions

Individual Perspective (you can ask the candidates to deliver some of this information in the CV, instead of putting it into the application form)

· Personal data, contact information · Information about studies and other relevant experience outside

AIESEC · AIESEC Experience so far and key results achieved · Participation in the conferences · Areas of biggest experience · Motivation and alignment (e.g. “Why have you decided to apply for

the LCP position? What do you want to gain personally? What is you ambition concerning our Local Committee in the next term?”)

Team Perspective · Contribution to team performance and a good atmosphere within a team

· Environment supporting the person in achievement of their results

Local Perspective · LC external reality and its influence on the LC’s operations · Current state assessment (e.g. SWOT of AIESEC Subsystems,

MoS) · Proposed priorities to achieve the X goals for next term and in the

direction · MoS growth related questions



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· Projects’ coaching – the role of the coach and proposed solutions to improve the coaching process

· The role of the EB in generating results – strategic or operational? · LC Culture (e.g. X culture, Leadership Culture, Communication in

the LC – depending on what the most burning issue is)

Functional / Cross-functional Perspectives Depending on the selection process

· Priorities for the area of preference · Role of the LCVP responsible for particular area (evaluation of

current role and proposed solutions to change it) · Cross-functional synergies (e.g. “What are the key cross-functional

synergies that should work in the EB team?”)

Usually, part of application for which consist of questions about position knowledge have two sections:

· General questions – main questions

· Specific / Functional questions – unique for each EB position

Of course you can use your structure of sections.

Also you can ask candidates to make priorities of EB positions and give answers on 2 first priorities. It can help you with synergy between areas, and allocation will happen after Elections.

The application should not be too long, it is best to give the limit of 10-12 pages. In some questions you can also give the limit of words – you will avoid irrelevant answers “about nothing” and will force the applicant to stick to the point.

You can also suggest that the candidates can design their own layout.

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EB Selection Guide 2011 (2)

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