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AIESEC IN DELHI IIT

JANUARY RECRUITMENTS 2013 Report

Starting Date : January 4th, 2013 Ending date : January 25th, 2013 Number of forms sold (Promotions+Selections) : 3200 Medium used for outreach : Social Media and Ground Coverage in colleges Number of Colleges covered : 44 Sales :


3015x50= Rs. 1,50,750 175x100= Rs. 17,500 Total = Rs. 1,68,250 COLLEGE OUTREACH 1. Jesus and Mary College 2. Sri Vekateshwara College 3. Sri Bhagat Singh College 4. College of Vocational Studies 5. Shaheed Sukhdev College of Business Studies 6. Atma Ram Sanatan Dharam College 7. Ram Lal Anand College 8. Maitreyi Collge 9. Jaggannath Institute of Technology, VK 10. Jaggannath Institute of Technology, Kalkaji 11. Jaggannath Institute of Technology, Rohini 12. Maharaja Agrasen Institute of Technology 13. Maharaja Surajmal Institute of Technologu 14. Indian School of Business and Finance 15. Trinity Institute of Professional Studies 16. Janki Devi Memorial College 17. Deen Dayal Upadhyaya College 18. Sharda University 19. Indian Institute of Technology and Management 20. Amity, IP University 21. Guru Tegh Bahadur Institute of Technology 22. Lady Irwin 23. Institute of Home Economics 24. Keshav Mahavidyalaya 25. Dyal Singh College 26. Moti Lal Nehru College 27. Deshbandhu College 28. IIT Delhi 29. USIT, IP University 30. Kamla Nehru College 31. Jaypee Institute of Technology 32. Indian Institute of Planning and Management 33. Bhartiya Vidyapeeth College 34. Shivaji College 35. Aurobindo College 36. Bharti College


37. IGIT, IP University 38. Mata Sundri College 39. Zakhir Hussain College 40. Manav Rachna College of Engineering 41. Gautam Buddha University 42. Sushant School of Architecture 43. Vivekananda Institute of Professional Studies 44. BR Ambedkar College Samples of Social Media Promotion :

A Youth Leadership Survey was held along with the Recruitments process. A sample for the same is given below :

SELECTION PROCESS


Manpower Planning:A basic estimate of the manpower required was made during the initial days of the EB Term. Each Director was asked to classify the manpower of their respective departments into 3 categories:  

Red- extremely inactive/ needs to be fired/ resigning Yellow - Slightly active/ needs PGS or counselling Green- Active /contributing to goals

On the basis of this classification, a total estimate of active people was made which came around to be 85. The primary agenda for the first team days was manpower planning and this was discussed for over 6 hrs. Individually, each department’s manpower requirement was discussed among the EB. Also, important department shifts and PGSs were discussed. Selection Tools It was found that the selection procedures were inadequate in terms of the quality that they measured. There was emphasis on shifting to GCM based assessment. Therefore the selection procedures were changed slightly to the following: 1. Group Discussions: Group Discussions were held for 9 people at one time. The managers were instructed to take GD’s and approximately 40 – 60 % people were filtered during every round. 2. Team Activity: A different version of Team Activity was employed this time. The participants were asked to make a product that was socially relevant from the 3 materials provided: paper, scissors, and tape. This gauged their creativity and team working skills. They were also asked to prepare a unique selling pitch, an advertisement and a jingle all in 7 minutes (in groups of 4-5). This helped in gauging their communication and marketing skills. 3. Personal Interview: A detailed document was referred to while interviewing the participants. It was aimed at judging various aspects relevant to AIESEC such as commitment, GCM based competencies, Language proficiency etc.) Also, to improve Information Management and decrease the chances of information loss (misplaced forms etc.), a master tracker (for interviews) was maintained, into which all the info during the PI was entered. This made sure that there is a uniform way of assessment. It had the data headings corresponding to the PI evaluation categories. Another advantage of this tracker was the fact that it made allocation easier, as there was one tracker with information from all the PIs , with a uniform grading system. This made talent selection and allocation a lot wasier. (Document attached: GD – TA evaluation tools, PI evaluation tool) Also during the waiting time for applicants to be called for their GDs or TAs, the OGX team of AIESEC in Delhi IIT very efficiently delivered Youth Empowerment sessions. On an average, 3 Youth Empowerment Sessions were delivered each day of selections, which totals out to 27 considering that selections were carried out for 9 days. This also resulted in sufficient amount of OGX registrations.


Induction Plan & Report Some weaknesses of the induction plans used last year were noted and emphasis was given to remedy the same. Some of the weaknesses were : Lack of motivation Overload of information No definite time-line for work based induction, leading to work starting late in the year. To overcome these problems, general expectation setting was done Therefore, it was decided that the induction process should be concrete and should be based on motivation. A clear expectation setting was done during the PIs about RYLC. Also, the local induction schedule was formulated around RYLC timelines. All in all, 170 students were recruited in the first round of recruitments for 2013.


DI January Recruitment Report