2. Understanding whom do we want?
Expectations:
They want to develop in the organization 2-3 year (to be TL, EB)
Values:
Activating leadership
Striving for excellence
Competencies:
Emotional intelligence (Awareness of others)
Proactive Learning
Entrepreneurial outlook (Responsible)
Flexible (they open to new thing, cultures, people)
English (upper-intermediate)
Criteria:
3 level in University
Diverse backgrounds (tech talents also)
They will go to AIESEC IS, RusCo, other ceonferences
They have free time (10 h per week)
3. Expectation
We are looking for people with certain
characteristics who need and are willing to
take the opportunities we have in our
organization however we cannot develop
people who dont have a willingness to learn
and develop.
9. CASES
Goal: to select candidates for TMP
- to check competencies
- to set expectation about processes in AIESEC;
11. Agenda
Registration (check candidates, that came, give
them badges); - for assessors (10 min)
Get-to-know (15 min)
Group Dynamic (10 min)
Group discussion (30 min)
SumUp, AIESEC Presentation and next steps (15
min)
Assessment results discussion (30 min) for
assessors
13. Description:
Orient Express
You are going to board the famous train Orient Express, travelling from Paris to
Istanbul. There are 16 more passengers on the train. You get to choose 3 of them to
make you company and you also have to say which 3 of them you would under no
circumstances travel with. The passengers are as follows:
You have 10 min for individual work. After that all participants have 15 min to come
with a group decision. One of the participants has to present the group decision.
For all that time the participants can ask all kinds of questions to the moderator.
Competencies: Global Mindset, Emotional Intelligence
Duration: 10 minutes for individual work, 15 minutes for group discussion
No. of people: 5-7 people in group
14. Social product development and
selling
Task is to create idea of social business in Africa with involvement youth from the
world, including Russian youth. Also divide responsibilities between team
members.
*Social responsible business is business which is based on some social issue or social
problem. This kind of business tries to solve this problem and from the other hand
it should be profitable. But now team has 10 $ only.
After 3 minutes Faci adds that the next task will be to make presentation for the
company Danone (Apple, etc) and make partnership with it. Also tell them that
company will make partnership only with one group.
Assessors announce whose business they buy. They can buy only one or none .
15. Assessment principles
Objective:
-to make process of selection more effective and fast.
-to increase retention rate from application to assessment.
-to increase retention rate from one stage to next (coming)
How it can be done:
-expectation setting during presentation, cases and interview.
-more competitive assessment to select people really focused
on our experience
-engage candidates
16. Examples of behaviours during assessment
Positive Negative Description of quality
Description of quality
behaviour behaviour
Listening Bad Language Ass, idiot, dumb, stupid and any
Does not interrupt sentences,
skills other abusive words
Extremely bad Slouched, middle finger, head
Clarity of
Is clear with his points body language down on table, asleep, constantly
thought
yawning
New thoughts other than in the normal Dominating the Does not give other people
Extremely discussions.Extremely intelligent means discussion opportunities to express
intelligent an applicant who contributes extra themselves
information
Shouting at
Summariser Gets the group to a consensus
others
Incorrect Refuting their own statements,
Works under Does not get overly agitated or hassled due
Information/ quoting incorrect information,
pressure to lack of time
stupidity being illogical
Commitmen Disruptive Shouts, waves fists, abusive
Is focused throughout the activity.
t to results
Minimal input Is not contributing. Seems
Innovative Comes up with new suggestions
disinterested and lost
Obstinate Stuck on his ideas. Not willing to
Proactive Takes initiative. Into the activity
compromise.
Role Giving negative Is demotivating people
Moderator/ coordinator
Delegator criticism
17. Main recommendations for assessments from Mars:
-you should form panel of assessors balanced
(experienced+not very experienced)
-you should fix everything you see during assessment,
and evaluate after
-never make your own conclusions during observation,
coming from your own picture of the world.
-debriefing is a teamwork, you need to listen to every
assessor and try to form your opinion collectively.When
you debrief after assessment, you learn.
-training on assessment gives you 10% of
knowledge,other practice!
18. Next Steps
Find place, set time for Assessment Center /
Cases;
Put meetings in join-aiesec.com;
Invite candidates to meeting 3 days before;
Send them sms 1 day before;
Prepare assessors;
Print all materials;
Prepare logistics;
20. Structure
1. General expectation from organization;
2. Competencies;
proactive learning, entrepreneurial outlook;
+ sales;
+ level of English;
3. Selection for right JD;
21. Expectation from activities
Department: People should understand that:
GCDP og They will work with universities, students make
promotion, matching, servicing.
GIP og They will work with universities and senior students,
graduates in specific segments (IT, TT, MT, ET)
GCDP ic They will lead international social projects with groups
of interns in schools, camps, universities.
GIP ic They will work with companies do calls, meeting,
research for candidates and servicing
ER They will organize events, work with companies
Com They will make promotion for students, provide
coverage in the media
25. Sometimes people hear but dont listen. Tell me about a time when you
misunderstood someone. Why do you think you misunderstood? How did
you resolve the misunderstanding?
Tell me about a time where you lost your patience listening to someone
who you believed did not know what she was talking about.
Tell me about a time where you lost your patience listening to someone
who you believed did not know what she was talking about.
Describe a time you heard someone out, even though you initially
disagreed with the person, only to change your mind in the end.
Describe for me a time when you saw a situation very differently from
someone else and disagreed strongly with him, but still respected his
viewpoint.
Tell me about a time when your dislike for an individual had a negative
impact on your ability to communicate effectively with this person.
26. Give me an example of a time where your understanding of your own
emotionsand of the triggers that set off emotional responses in you
saved you from doing or saying something in a business setting that you
might have regretted
Tell me about a time you were knocked off balance on a project you were
working on due to unexpected information or an unexpected event.
Describe a time when you took personal accountability for a conflict and
initiated contact with the individual(s) involved to explain your actions.
Tell me about a time where you lost your patience listening to someone
who you believed did not know what he was talking about.
Give me an example of an important goal you had to set and how you
accomplished that goal.
Tell me about a time when you had the courage to express your opposing
opinion to someone who generally does not take well to opposing
viewpoints. What relationship was this person to you? Why did you decide
to speak up?
29. 1. What was the biggest challenge youve consciously taken?
1. Describe how you have improved the organization of a
system, process, or task in your current position.
2. Give me an example of the most creative solution to a
difficult problem you have ever come up with.
3. You have only ketchup, egg, ravioli and apple. Make quick
breakfast for your darling
4. Give 5 ways of using pen in unstandart way.
38. Special skills and expectations from activities in
departments
ER:
亠亟舒于, 仂 舒仆亳从 从仂仄舒仆亟 仂亞舒仆亳亰舒仂仂于 IT -
从仂仆亠亠仆亳亳 亟仍 亟亠仆仂于. 弌亠亶舒 于舒亠亶 从仂仄舒仆亟 亳亟亠
仗仂亳从 仗舒仆亠仂于. 丐于仂 亰舒亟舒舒 - 仂舒于亳 仗亠亟仍仂亢亠仆亳亠
舒亳 亟仍 从仂仄仗舒仆亳亳 (于 亠仄 亠仆仆仂, 仂仗亳亳
仄亠仂仗亳亳亠);
39. Agenda of the interview
1. Preparation for interview*; (10-20 min)
2. Ice-breaking (Decide what kind of atmosphere do
you want and set it) (1 min)
3. General expectation from organization (6 min);
4. Competencies (4 min);
5. Expectation from activities (6 min)
6. Decision making*; (1 min)
7. Answer to candidate and next steps (2 min);
8. *-for interviewers
40. Preparation
Work with candidates before interview:
Candidates should participate presentation about AIESEC;
Candidates should know all information about AIESEC and you LC from
website: general information, goals, activities, projects and activities.
Preparation before the Interview:
Educate Interviewers;
You should know all information and questions;
Come half an hour earlier for preparing list of candidates and to get ready;
Read application and read comments from assessment center in join-
aiesec.ru;
You should know profile of candidates one day before! (University,
specialty, interests, and experience);
Prepare all information about AIESEC IS and Induction;
41. Rules of working on the Interview:
In each interview should be at least 1 EB member;
Write comments during interview (one person can ask,
second can write);
You should clearly understand what profile of people suitable
in your LC for each department;
You should know each project in each department and
variants of positions, that you can suggest;
For each candidate plan 15 min, track your time;
Be on time;
Use open questions.
43. Next steps
Prepare interviewers and logistics;
Create time in join-aiesec.ru;
Update information in website about your
projects, positions with benefits and JDs;
Focus on PROMOTION!
