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TALENT MANAGEMENT 2007-2008 The definitive guide With resources and Best Case Practices from: AIESEC AUSTRALIA AIESEC BELGIUM AIESEC FINLAND AIESEC POLAND AIESEC ROMANIA

Prepared by Kay Willmore (TM CEEDer) Australia kay.willmore@gmail.com


Talent Management The Definitive Guide Contents: Talent Development Programs .................................................................................... 3 1. Learning environment management .................................................................. 3 2. Leadership Development Programs................................................................... 3 3. Managing and delivering Partnerships that support TM area.......................... 4 The Processes of Talent Management ........................................................................ 4 1. Planning................................................................................................................ 4 2. Marketing (Recruitment)...................................................................................... 5 3. Talent Selection ................................................................................................... 5 4. Induction............................................................................................................... 5 5. Talent Goal Setting & Orientation....................................................................... 6 6. Talent Allocation .................................................................................................. 7 7. Training & Education........................................................................................... 7 How do we provide training and education in the LC?..................................... 8 What is the Global Competency Model (GCM)? ................................................ 8 What is a Member Education Cycle (MEC)? ...................................................... 9 8. Talent Coaching ................................................................................................... 9 9. Tracking and Pipeline management................................................................. 11 10. Succession Planning and Transition ............................................................. 12 11. Talent Performance Appraisal ........................................................................ 13 12. Rewards & Recognition................................................................................... 14 Ongoing Talent Management activities..................................................................... 14 1. Exchange component........................................................................................ 14 2. Development activities ...................................................................................... 14 3. Exit/H4TF interviews.......................................................................................... 15

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Talent Management The definitive guide What is Talent Management? Talent Management is based on the idea of Human Resources, that is, managing people, giving them development opportunities and tracking this development. What does Talent Management mean in AIESEC? History: 2004 Human Resources 2005-2006 People Development – aimed at giving people the opportunity to develop 2007 Talent Management – aimed at the whole process of people within an organization. It therefore includes stages from HR planning, recruitment, allocation, training and coaching to goal setting. Managing the processes that are used in the organization to enhance competencies development, motivation, and leadership of members as well as to manage our human capital. A conscious, deliberate approach undertaken to attract, develop and retain people with the aptitude and abilities to meet current and future organizational needs.

What does it constitute? Talent Management Subsystem is comprised of: 1. Talent Development Programs – refer page 3-4 2. Talent Management Processes – refer page 4-15 What are these? Talent Development Programs – the way by which we provide opportunities to members Talent Processes – these are all the things we do in the job. They are: 1. Talent Planning 2. Talent Marketing 3. Talent Selection 4. Talent Induction 5. Talent Goal Setting & Orientation (including Career Planning) 6. Talent Allocation 7. Talent Education & Training 8. Talent Coaching 9. Talent Tracking & Pipeline Management 10. Talent Transition 11. Talent Performance Management 12. Talent motivation – Rewards & Recognition

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Talent Development Programs Another part of the Talent Management Subsystem The way by which we provide these opportunities is by our “Talent Development Programs” which includes: 1. Learning Environment Management 2. Leadership Development Programs 3. Managing and delivering Partnerships that support TM area

1. Learning environment management “Global Learning Environment” consisting of 6 elements This helps people discover and develop their potential in AIESEC, the stronger and more powerful the environment is, the strongest the individual can be more self aware and develop. The Learning Environment works best when it is integrated with Talent Processes.

For more information on learning environment elements see: Mentoring http://www.aiesec.net/content/viewfile.do?contentid=10006336 Learning Circles/Discussion Groups http://www.aiesec.net/content/viewfile.do?contentid=10004850

2. Leadership Development Programs A leadership development program uses the HR planning tool to assess the current and future leadership opportunities for members. An LC can use this HR planning tool (Talent Management Pipeline) to create an LC structure which fosters an environment with a greater amount of leadership positions. People develop leadership competencies in a number of different ways including: individual learning plans, succession plans, mentoring and coaching. How do we track people’s development?

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We use something called the Global Competency Model. This is a model with a list of development opportunities and competencies that members can develop at different stages of their AIESEC Experience. For more information on Leadership Development see: http://www.myaiesec.net/content/viewfile.do?contentid=18945

3. Managing and delivering Partnerships that support TM area These can be learning partnerships or content partnerships. See: Learning Based Partnerships http://www.myaiesec.net/content/viewfile.do?contentid=10001872 Learning Partnerships Content and Management http://www.myaiesec.net/content/viewfile.do?contentid=15531 Developing Learning Network Partnerships http://www.myaiesec.net/content/viewfile.do?contentid=18296

The Processes of Talent Management 1. Planning Talent Planning is the part of the Pre-Induction process. The LC identifies current and future human resources needs for the organization to achieve its goals. This is the process where the LC can set their leadership and exchange pipeline and align all their work for the whole year according to the results of this planning. What does it require? This process requires the analysis of the member needs of the LC for the following year. It looks at current members, current positions and future positions and assesses where teams require more members. This is done for each team and the whole LC given the LC’s goals for the year, including exchange goals. As a result of this analysis, a recruitment/marketing plan is developed and the required members are recruited. Main driver: VP Talent Management Results: • •

Know how many members are in each stage Know how many members to recruit

For more information on the Talent Planning Process see: Talent Planning http://www.myaiesec.net/content/viewfile.do?contentid=14303 Talent Planning and Pipeline Management PPT: http://www.myaiesec.net/content/viewfile.do?contentid=9600

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2. Marketing (Recruitment) Talent Marketing is the way which the LC promotes and sells AIESEC to the students in the university in order to attract top talent! For Belgium’s detailed guide on recruitment see: http://www.myaiesec.net/content/viewfile.do?contentid=23212

• Create your message depending on the target market and your HR Plan • Make sure you use Talent Planning document all the time to remind yourself of your goals, and check if you are marketing to the right people you want! • Brand all messages – Up to date website, posters, brochures, mass emails, campus publications, external website postings etc. Here are the guidelines: http://www.myaiesec.net/content/viewwiki.do?contentid=10000196 •

Marketing activities: - Lecture presentations/ information sessions - Articles in campus publications - Mail lists through the faculty

Main driver: VP Talent Management Results: • •

Clear and consistent brand message getting through to students Students aware of the opportunities within AIESEC

3. Talent Selection Talent Selection is often incorporated into Recruitment. This is a way to see if newies are joining AIESEC or the eXchange program for the right reasons and if they have the required skills and competencies to meet the LC’s needs (based on the HR plan). Main driver: VP Talent Management Results: • • •

Improve their self commitment to the organization & activities Introduce them to the current Jobs and positions available in the LC Set the right expectations right at the beginning for everyone

4. Induction The most important element in a successful recruitment! This is the time where the EB can transmit their knowledge to the newies and ensure they have the necessary knowledge and right motivation to continue their AIESEC experience.

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IMPORTANT: All VP TMs should contact MC for the resources you need to run an induction. There are common PPTs and other things prepared and ready for your common induction days!! Materials for a common induction include: What you would present in your induction sessions: • AIESEC history – PPT going with the song Mad World by Michael Andrews • AIESEC identity • Activity Calendar • Positions available in the LC at the moment • Conference promotion • Exchange opportunities • PBoXes available at local level, how to take part etc • EP promotions…. All newies must submit an application for AIESEC!!! This is a REQUIREMENT and needs to be communicated from the beginning of involvement in AIESEC! For an example application see: http://www.myaiesec.net/content/viewfile.do?contentid=10006332

Main driver: VP Talent Management Benefits of common induction: • Ensure everyone gets the same picture of AIESEC • Set the basic expectations about the way we work • Build excitement/ interest/ curiosity about AIESEC • Allows new members to join the AIESEC network

5. Talent Goal Setting & Orientation What is Talent Goal Setting? Talent goal setting is all about having members set their goals in their personal lives and in AIESEC and have them relate the two. They not only set goals but also review these goals on a regular basis to ensure that members are constantly aware of their progress towards achieving their goals. The members set their personal goals and their goals in AIESEC and, with the help of a facilitator (EB member), will come to the realization that AIESEC can help them achieve their personal goals. To see a very good package that does this see: http://www.myaiesec.net/content/viewfile.do?contentid=10006678

Remember that goals are often based on personal views of things, which relate to a person’s values. So in order to define these, we may first need to consider values. Here is a very good document that does so: http://www.myaiesec.net/content/viewfile.do?contentid=17676

It is important that members set goals at each stage of their AIESEC experience as well. In this way, they are constantly striving for higher things. Goal setting is a very personal exercise and should be driven by the VP TM, coaches and mentors.

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Main driver: VPs Talent Management Why do we have Talent Goal Setting?  Members are more self-aware  Members are more motivated to achieve their goals  Members are more motivated to perform in AIESEC to grow personally and professionally For AIESEC International’s comprehensive guide for Talent Goal Setting see: http://www.myaiesec.net/content/viewfile.do?contentid=21782

6. Talent Allocation Why have Talent Allocation? What are the benefits?  It shortens the time it takes for members to start working and increases the retention rate by providing clear goals and activities  It increases the personal development of the individual by clearly showing the fields which can be developed  It makes sure the right person is doing the right job This is the process where the VP TM along with the entire LCEB makes sure that every new member has something to do and that it matches their expectations and interests for joining AIESEC with the role they are place in. Main driver: VP Talent Management It starts with considering questions like: ? What roles need to be created to work on the strategies in my LC? ? What roles need to be created and filled to guarantee the achievement of my LC goals? ? What role will best allow this person to develop individually as well as effectively contributing to the organizational goals on a local and national level

7. Training & Education This process increases the skills and knowledge of our members through a mix of theoretical and experience based learning. The LCEB contributes to the learning of members as they train members on-the-job for their role in the functional team. Main driver: VP Talent Management Why have Training and Education?  Increase retention rate of newly recruited members  Increase members’ knowledge so that they can perform

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 Deliver on promises to provide opportunities for members to gain knowledge, skills and competencies in AIESEC

How do we provide training and education in the LC? Create a Member Education Cycle based on the Global Competency Model The Global Competency Model is used as an input into designing the Education and Training Cycle in AIESEC on a Local Committee level and on a national level.

What is the Global Competency Model (GCM)? The Global Competency model is a model which explains 11 competencies that are important for members to develop during their AIESEC Experience. Competencies aren’t knowledge. “They are attitudes, behaviours motives or other personal characteristics that are essential to perform a role, or more importantly improve the performance and personal development from superior to solid” The GCM serves two purposes for AIESEC: 1. It is a development tool It helps drive self-driven learning in our membership 2. It is a management tool It helps manage training, learning and performance of our membership The 11 competencies have been developed as part of the framework for ‘creating agents of positive change’ AIESEC’s 2010 vision. The four characteristics of agents of positive change are: 1. Culturally sensitive 2. Entrepreneurial 3. Socially Responsible 4. Active Learner The 11 competencies in the GCM are categorized either into critical competencies or supporting competencies for each characteristic of an agent of positive change. The 11 competencies are: Self Awareness Personal Effectiveness Resilience Awareness of Others Inclusiveness Effective Communication

Developing Others Stakeholder Focus Flexible Thinking Innovation Commitment to Results

For a more detailed view on the GCM see: http://www.myaiesec.net/content/viewfile.do?contentid=19679

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What is a Member Education Cycle (MEC)? A MEC is a structured set of learning events that are provided to members during their AIESEC Experience. It involves an understanding of what kind of education the members need at what point of their time in AIESEC. For a PPT description of the MEC and how it ties in with a Structured Learning Process (SLP) see: http://myaiesec.net/content/viewfile.do?contentid=10006335

The TM team looks at needs and competencies of the member base each semester and is open to input from all members. The team then evaluates these needs and decides on events and sessions that can be run to ensure that the semester is a productive one that goes some way towards equipping the LC with the skills, behaviours and competencies to develop through their AIESEC Experience. Where needed, we contact external parties to help us run events to better equip our members with that skill set. The MEC uses the Global Learning Environment to provide this set of events to members.

Create the environment for people to want to learn more by using all areas of the learning environment: individual discovery and reflection; team experiences; learning circles on specific topics; virtual spaces, forums, blogs and resource sharing; mentoring; and conferences/seminars.

Main driver: VP Talent Management Reasons? • Help new members get a better understanding of the PBoXes or functional areas that they are now part of • Making sure new members are attending a national conference • Involving members in all basic activities in the LC • Giving new members opportunities to participate and run activities with EB • Offer learning opportunities through LC programs/activities; ask the question: what are members getting out of this activity and is it relevant and worth their time? Are they developing the skills/competencies that I want to enhance in my LC? • Engage externals for relevant training sessions: presentation skills, sells skills, networking, effective communication, working with a team, project management etc; • Promote & encourage regional, national & international conferences!

8. Talent Coaching "Coaching is a conversation, a dialogue, whereby the coach and the individual interact in a dynamic exchange to achieve goals, enhance performance and move the individual forward to greater success.”

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A coach helps their ‘coachee’ to find their own solutions, by asking questions that give them insight into their situations. A coach holds them accountable, so if they agree to a plan to achieve a goal, a coach will help motivate them to complete their plan. Why do we coach in AIESEC? If we have a coach to help us achieve our goals, we can accomplish much more. We are held accountable to the goals we create and are motivated along the way to complete what we set out to do and find our own solutions to any challenges in our way. Overall, it is a method to see great results, but with the added benefit of personal learning and motivation along the way.

What is the difference between a coach and a mentor? A coach aims to help the person achieve his/her best performance. They try and direct a person to an end result without telling them what to do. A mentor is a sounding board, they can give advice but it is up to the mentee to do something or choose which advice to follow. In a coaching context there can be specific performance objectives whereas the objective in the mentoring relationship is one of growth through sharing experiences and perspectives. Coaching usually has shorter term objectives where as mentoring relationship longer term objectives are set. Why do we have Talent Coaching?  We accomplish more  We are motivated by others to achieve goals  Both coach and coachee benefit from the relationship as the coach likely has a vested interest in the goals and results of the coachee  Coach learns by teaching and doing For the 2006/07 People Development Unit’s Talent Coaching Campaign see: http://www.myaiesec.net/content/viewfile.do?contentid=20622 and their very good guide see: http://www.aiesec.net/content/viewfile.do?contentid=13162 And for AIESEC Romania’s Best Case Practice (BCP) on Talent Coaching including: A great guide for all on Goals, Benefits, When to do it, How to do it etc see: http://www.aiesec.net/content/viewfile.do?contentid=13744

Main driver: VP Talent Management What to do? • Trainings about the system and how it is working • Discussions about the benefits and the importance of implementing such a system in the LC • Offer educational support and info evenings • Facilitate Selection and Matching of coach and coachee (if internal)

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9. Tracking and Pipeline management What is Talent Tracking? Talent tracking is a process that tracks members through their AIESEC XP, it looks at the competencies, skills and behaviours that members have developed and the opportunities they have had in each stage as well as their path through AIESEC. This means, a Performance Appraisal can be used for Talent tracking in terms of assessing competencies, skills and behaviours. Talent tracking can also be used to follow members through their AIESEC XP, therefore identifying further opportunities for personal and professional development.

What is Talent Pipeline Management? It is the practice of managing the flows of people between different positions in the LC. The goal of Talent Pipeline Management is to make sure we have the right people in the right roles (efficient allocation) at the right time (effective flow). Essentially, the Talent Pipeline is a Human Resources plan (Talent Plan), the team takes input from the Talent Plan, looks at the possible positions available in the coming months/year, consults with the EB to identify their talent needs and creates a recruitment and promotion plan based on this input. This results in a plan that shows: the talents that will be needed, when they will be needed and in what team they will be needed. It will depend on the goals and strategies of the LC. The Talent Pipeline, when implemented in conjunction with Talent Tracking, will make sure that members’ personal and professional goals and interests are met by the activities that the LC is running. This will be easily met if there is a MEC in place that has been created based on the needs and wants of the LC members. For more information on the Talent Pipeline see: http://www.myaiesec.net/content/viewfile.do?contentid=9627 For a Talent Pipeline tracking document see: http://www.myaiesec.net/content/viewfile.do?contentid=17382

Benefits of Talent Pipeline  Understand what activities need to be done now in order to achieve results in the future  Identify bottlenecks and talent leaks in advance that could stop you from achieving your objectives  Able to make decisions to increase your capacity to achieve results in the bottlenecks by creating external opportunities  Make sure results are sustainable by making sure there are always talents in the pipeline

Main driver: VP Talent Management What to do?

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• •

Ensure talent reviews are done Ensure your leadership pipeline early in the year  take the time to approach personally all good candidates; have a session on what it means to be in a leadership position before announcement of opening applications and elections Invest trust and give responsibilities to see how people work in a team environment or if they follow through with their tasks

10. Succession Planning and Transition The importance of Succession planning Succession planning ensures that you have the people to continue your good work and drive AIESEC further towards reaching its goal of 2010. Succession planning requires the EB to look at the Talent Plan together to determine where people might be headed in their AIESEC XP and identify people who show leadership qualities, the passion, desire and motivation to move on to a leadership role. These people must be approached early to encourage and begin to train them to be ready fro the next leadership opportunity. This early identification process ensures a sustainable LC for the following year. Main driver: VP Talent Management What to do? • EB needs to identify and approach members to apply for EB positions • EB needs to look at their talent planning documents and identify people who want to and can stay in the LC for leadership opportunities • EB needs to communicate this timeline and the available positions quite early in the year For a more detailed view on Succession Planning see: http://www.myaiesec.net/content/viewfile.do?contentid=17008

The importance of Transition Transition is extremely important in an LC as it is in any company when the role of one person is handed to another. It ensures that there is minimal loss of knowledge about the function, job description and ongoing tasks as possible. If there is a substantial loss of knowledge the hard work of the predecessor is wasted. Transition is especially important in AIESEC as our leadership base has almost 100% turnaround every year, meaning more leadership opportunities but more room for loss of knowledge. What to do: • LCs need to create a structured plan and agenda for transition • Each portfolio VP/LCP needs to have a transition and takeover plan that will ensure consistency and fluency in going into the next term this ensures we keep going forward and don’t reinvent everything every term!

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• •

ALL EB members are required to transition information and knowledge to the incoming team. The LCP should track overall transition process for all departments together with VP TM to ensure quality, efficiency, consistency & alignment

Main driver: VP Talent Management We need to transition:  Overall portfolio knowledge  Past and current reality of the team and its place in the LC  Challenges and/or opportunities for the future  Personal and professional experiences  Accounts for effective and continuous account management  Anything you are half-way through that you want to get finished! For an excellent guide on what to transition see: http://www.myaiesec.net/content/viewfile.do?contentid=57124

11. Talent Performance Appraisal Why have Performance Appraisals? A performance appraisal tracks the development of competencies in members through the Member Education Cycle in their AIESEC Experience. What is a Performance Appraisal? It is a measurement tool based on the Global Competency Model of 11 competencies that members develop during their AIESEC XP. The Performance Appraisal can be used to evaluate the development of strengths and weaknesses in different areas of individuals, therefore allowing members to develop their strengths and work on their weaknesses. The output is used to reconsider the member’s Personal Learning Plan or Development Plan to enable further development opportunities to be highlighted and planned. This should be done at the beginning of the Taking Responsibility stage of the AIESEC Experience and every three months following. For more information on Performance Appraisals using the Global Competency Model see: http://www.myaiesec.net/content/viewfile.do?contentid=9441

Main driver: VP Talent Management Results:    

Members recognise what they have learned from being involved in AIESEC Members understand what competencies they still need to develop Members track their learning in AIESEC VP TM can track members learning and provide further learning opportunities

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12. Rewards & Recognition The purpose of Rewards and Recognition (RnR) is to motivate your members to achieve and reward and/or recognize those who have performed. It is essential in any organisation, especially volunteer-run organizations to reward and recognize effort and results. Note that you should also recognize effort! What can you do?  Awards in your LC meetings  Notify the MC about these people ☺  If your LC has enough in the budget, buy them a small gift, subsidize them to attend an event  Give them a hug  Have an awards presentation at the end of the year/term To have a look at the kind of awards you can present see: http://myaiesec.net/content/viewfile.do?contentid=10006443

Main driver: LCP Main responsible: VP TM with other EB members Results: • Increase member motivation, raise competition & excellence bar, shape organization culture, align global direction with individual behaviours • Keep it simple and applicable to your LC culture and results that you want to reach

Ongoing Talent Management activities 1. Exchange component Main driver: VP Outgoing Exchange Assistance from VP Talent Management • ALL members (short & long term) should go through the same selection & induction process for joining AIESEC; • Set professional & objective Assessment Centers & Review Boards; • Help set the right expectations & overview matching processes to ensure efficiency & urgency for the eXchange process • Promote, engage and leverage all EPs & current interns in the country • CEED programs!!!

2. Development activities Main driver: VP Talent Management

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Main responsible: every single EB member • •

All activities in the LC need to have a goal and a key deliverable; they should focus on enhancing competences, leveraging on particular interests or desired results Examples: challenge your world view sessions, issues night (HIV/AIDS, Energy, Education, Corporate Social Responsibility/Sustainability, Entrepreneurship, Finance etc.), country presentations/sharing sessions from interns/EPs/returnees

IMPORTANT: all activities should have a strong and comprehensive closure so members understand the reasoning behind the activity and see the applicability within their AIESEC career and day to day life.

3. Exit/H4TF interviews H4TF stands for Heading for the Future. These are basically the same as talent reviews- individual time between a member and an EB to make sure before they leave AIESEC and become an alumni, that we know if they got the experience they are looking for, and if they want to go on an exchange that they were offered the right opportunities! Main driver: VP Talent Management • • • •

Talent Review: 1 on 1 to capture learnings and efficiency of actions; Exit Interviews: wrap up experiences and understand how to capitalize on acquired skills and competencies for next steps; H4TF Interviews: wrapping up AIESEC career and experience, help set the first steps for career planning; create happy alumni Use the talent review/exit/H4TF interviews as a tool to improve the approach taken for developing and improving competencies and skills within the LC

A final word: “Only those willing to risk going too far can possibly find out how far one can go” T.S. Eliot Put in everything you’ve got, at the end, you’ll realize you got out of AIESEC a lot more in experiences, skills, personal qualities and friends than the hard times you put in! GOOD LUCK Kay Willmore AIESEC Australia kay.willmore@gmail.com

AIESEC Gent vzw | Tweekerkenstraat 2 | B-9000 Gent | Belgium | tel +32 (0)473 51 72 59 | gent.be@aiesec.net |http//www.aiesecgent.be

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