Be the Change You Want to Be Ultimately, AIESEC envisions Peace and Fulfillment of Humankindâ€™s Potential. In order to achieve this vision, AIESEC provides an integrated development experience which comprised of Leadership Opportunities, International Internship, and participation in a Global Learning Environment. Through this integrated development experience, AIESEC aims at enabling young people to explore and develop their leadership potential for them to have a positive impact to society. The ideal change agents (the AIESEC product, leaders) that AIESEC would like to produce are with the six AIESEC Values and five core competencies. The six AIESEC Values are namely Activating Leadership, Enjoying Participation, Striving for Excellence, Demonstrating Integrity, Living Diversity, and Acting Sustainably. The five core competencies stated in the Global Competency Model, namely the Global Mindset, Entrepreneur Outlook, Social Responsibility, Emotional Intelligence, and Proactive Learning. All in all, AIESEC members should all be interested in World Issues, Leadership, and Management.
This is the AIESEC Way This is the Fundamental of AIESEC
Focus Area 1. Consolidation and Fine Tuning Education Cycle In this session, the national plenary has put more emphasis and effort in generating Education Cycle and Trainers Pipeline. With the input of this year, it is expected to consolidate and fine tune the whole education cycle framework in the next session so as to face the upcoming high potential in talent pool expansion towards 334 educational reformation and AIESEC 2015, to enrich AIESECers’ competencies towards becoming a leader who can give positive impact to society, and to enhance national performance. Moreover, Education Cycle takes an important role in response to the Quality Enhancement of the National AIESEC Experience and the Boost in Social Recognition.
Structural Production of National and Local Trainers -
Continue to carry out Train the Trainer (TtT) locally Push local members to participate in foreign TtT by Reward & Recognition
Broaden the scope of TtT participants to different functional areas to enhance the quality of functional trainings Use Training Points to ensure the functioning of trainers after the TtT training, and to form a sustainable pipeline of trainers
Education Cycle Setting and Evaluation -
Education Cycle can benchmark the university education system, which allows flexibility in developing talents with similar outcome (Future Leaders who can give Positive Impact to Society for pursuing Peace and Fulfillment of
Humankind’s Potential) Education Cycle is not a one year plan; instead, it should be cross years. This enhances our talent pipeline and retention by viewing the development path and ‘career path’ in AIESEC. TM would be the centralized coordinator and advisor on the education cycle of ALL functional areas; higher priority would be given to the Exchange Team (Incoming Exchange and Outgoing Exchange) and Social Reputation Team (Business Development and Marketing and Communication) Setting up the Talent Pool Skills Inventory outside the Membership Database
Well-define the behaviors under competencies and training outcome Analysis on the correlation of training and performance
Education Cycle Framework Person-Organizational Fit - Organizational Knowledge AIESEC History Purpose of AIESEC - Global Competencies
Person-Job Fit - Functional Knowledge and Skills - Generic Leadership Skills, such as Team Dynamics Goal Setting Leadership in team composed of oldies and newies
Education Format Physical Platform − Induction − National and Local Training Day − National Conference − Train the Trainer
Virtual Platform − Standardized Operating Procedures (SOP) − −
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2. Structured Selection Method In this year, there was a raise of awareness on the promotion message consistency and reputation management in programs recruitment. In the next session, it is believed that the process would be further consolidated. At the mean while, it was found that the selection processes in AIESEC Hong Kong still have rooms to improve. Beside the basic TMP and TLP selection process, GCDP and GIP selection process also requires a structured way to deliver.
Scientific Development of Selection Tools -
Regular review and modification on the selection process based on Person-Organizational Fit and Person-Job Fit throughout the whole year Development of relevant Competency-based Interview Question Bank and Assessment Center Task Bank Validation of group task with the assessment sheet through task trial researches Assistance to the selection tools development in OGX Student Assessment Center (SAC), Student Review Board (SRB), and ICX pre-screening, so that the quality of outgoing exchange participants and incoming interns can be enhanced
Interviewer Training and Pipeline -
In ideal TMP recruitment, TM is responsible for selecting the right
person-organizational fit candidates, and functional interviewers are responsible for selecting the right person-job fit candidates (while TM would be observer in giving a third party opinion) Record the trial of assessment center tasks for panelist training Practice through TMP recruitment, SRB, and ICX pre-screening board, etc. Invite interview trainers from externals Experienced Interviewers/ Interviewer Trainers might be a path for retention
Key Facilitation Area Besides the focus areas, it is believed that MC can also carry out some simple tactics in enhancing the quality of experience and facilitating the organizational operation.
Goal Setting It is believed that one of the Key Uniqueness of AIESEC Programs is Goal Setting, which is a crucial step in the development of proactive learning. Hence there is a need to provide sufficient training to leaders, and to ensure Goal Setting, Goal Review and 360 Assessment happen in all Programs (TMP | TLP | GCDP | GIP) across all LCs.
Cross LC Sharing of Talent and Learning Opportunities In the national plenary, there are more than 500 talents, different EP returnees and interns in the Talent Pool. At the same time, there are different learning opportunities happening across LCs. Regardless of timeline and HR capacity, AIESEC Hong Kong can actually share Talents and Learning Opportunities among the national plenary so as to solve most of the shortage problem due to HR capacity and Learning Opportunities generation capacity. Hence, the effective use of the Talent Pool Database, which comprised of Members, Leaders, EP Returnees, and Interns, can definitely enhance the capacity of AIESEC Hong Kong.
Next Step for Retained Talent In this session, AIESEC Hong Kong and different LCs use varies approaches in enhancing their membership retention, such as using bonding, using learning opportunities, using senior member system, national support team, etc. At the same time, it was found that AIESEC Hong Kong does not have too much space for retained talents. Hence, it is suggested to expand the current national support team size by adding in team leaders, expand the pool of national and local trainers, facilitate the shift of departments, introduce the role of â€˜experience managersâ€™, introduce different projects and short term task forces (such as recruitment task force, special sales task force), etc.
Manifesto of Albert Lo