OUR MEMBERSHIP

The people working everyday for our purpose and goals represent the core of our organization and the Talent Management department is responsible to work on evolutions regarding the membership experience in our entity.

In this term, since the need for the adaptation of virtual management during pandemic and then afterwards for the readaptation for physical touchpoints, our membership stayed stable and more likely to apply for leadership positions.

171 members

57% of members stepping up for leadership positions

100% local Executive Boards fulfillment 8.6 NPS

76% members staying in their local committee

63% quality team standards implemented 77% conference attendance

We started by evaluating the TM Process Implementation and what has been the role of a VPTM at the local level. The first challenge was to bring a higher awareness in the commission about the job description and create a stronger identity, so we could be more aligned in a sustainable direction for our Human Resources. We also noticed that the entity was struggling with local engagement and people willing to apply for leadership positions. Based on this, one of our main focuses was to improve our Develop and Keep process in order to have a stronger pipeline and retention among our membership.

We started by focusing on personal development plans of the members, looking deeper at their inspiration to join our organization and capitalizing their competencies so we could align it with our job descriptions and goals. Since the VPs TM were more capable and aware of how to implement their Job Description, to educate other VPs and follow up on the execution would be easier. With that in mind, we improved the awareness of the role of VPTM to track team standards implementation so we could deliver better routines and support to our members. By workshops, tools and synergies the VPs TM were able to more accurately provide team management support among the LC.

In order to keep the members in our organization we had to take a closer look at what was the current state in terms of engagement and organizational climate, so we are able to identify why people are not willing to stay or apply for higher roles. Therefore we analyzed the organization culture and realized that unity and collaboration was not happening and those aspects drive Generation Z to move towards a common goal. With this in mind we implemented the One AIESEC in Belgium identity and message, with the idea of creating an unified direction for our organization that would strive for a sustainable development. All LCs planned their culture with this in mind its values, so we could be more aligned to achieve a common goal.

In terms of our recruitments, both were successful, overachieving the targets in potential members and final selected members, We started by defining our National Personas, focusing mostly on bachelor students enrolled in Economics or Business Administration profiles, but also Communication and Political Science students, while the promotion had attractive call to actions and catchy phrases that will already introduce the potential members in what AIESEC is focusing on. The most attractive value proposition is personal development and practical experience. In order to select the right people in the right place we organized our Talent Selection & Allocation based on cultural fit of AIESEC values, job description and competence stack.

It’s not enough just to recruit the right people - they also need to be inducted and educated. For this, together with the product heads we created an onboarding journey. We designed the first 2 weeks of new members in the organization for each track. It includes a clear schedule of touch-points, list of theoretical topics, tasks to put them in practice and measurements of successful delivery. Along with that, for implementation, we provided the materials and agenda to deliver each touchpoint, short videos, personalized tracking and incentive system. In the second semester mostly we managed to bring back the practical approach of learning and development, by being present on ground with LCs. Also the education cycle was designed based on learning by doing and practical workshops, delivered mostly in physical summits and with external facis, in order to bring a new and fresh perspective for our members and to make education an informal place where all the members can develop their knowledge and skills.

To be sure that we are providing the experience we promised we also worked on improving our qualitative measures of services and having more insights on people analytics. With that in mind the Membership Engagement Survey timeline was established and the assessments for Membership Experience, HR Sustainability, Organizational Culture and Performance Management were established. In order to ensure a good evaluation of this data, dashboards and reports were created, so our members were able to see the evolution of their experience and give more collaborative feedback. For the management aspect, our VPs became more aware of their team management and also more data savvy. With that, we were able to identify, prioritize and focus on the most important things. tried to focus more on the engagement of the entity by putting a lot of effort team routines and job descriptions implemented for a better performance.