Setting Up a Selection Process

8/3/2019 Setting Up a Selection Process

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Talent Selection Campaign – TMU

Setting up a Selection ProcessDetermining a Recruitment Strategy

Among the most frequent objections to the systematic selection approach discussed

in this chapter, are concerns about getting enough applicants. How many people

apply partly depends on your recruitment efforts, the opportunities your LC is

offering, and the Brand of AIESEC in your LC. The larger the applicant pool, the

greater the chance of finding qualified applicants. The most thorough selection

approach cannot make up for a poor candidate pool attraction.

Design the Selection Process

A well-designed selection process will yield information about a candidate’s skills and weaknesses,

enabling your LC to make an informed choice.

Step 1: Determine which selection tools to use

Applicant skills can be evaluated through applications, interviews, tests, Group Discussions etc. Some

selection tools are more effective than others, but a combination of tools is usually best.

If possible, try to verify evidence of specific skills, knowledge, and abilities at more than one point in the

selection process (Table 2-1). Time constraints may limit choices.

Step 2: Prepare questions and situations for written and practical tests, the interview and reference

checks

At this point your LC can convert important skill areas into specific questions or activities for the

application, interview, and tests.

Table 1: Determining where to check for Skills and Competencies

Skills/Knowledge/Ability

Test

Interview

Application

Talent Management knowledge X X X

AIESEC Experience X X

Competencies and Related Behaviors X X




Selection Tools

Group Discussions (GD)

Guidelines:

Preparation:

1. The seating arrangement in the room should be such that all the participants can see each other.

The judging panel should be seated at the top of the table and should also be able to observe allthe candidates.

2. The judging panel should not comprise of more than 3 EB members (the LCP/LCVP TM essentially

should be there for all GDs and should be the one conducting the GDs)

3. Make sure that the evaluation sheets and topics/role plays for the GDs are in place.

During the GD:

1. Welcome all the candidates and thank them for applying for AIESEC.

2. Let the group introduce themselves to each other (make sure that the selection panel introduces

themselves as well) [Name + College + Hobbies]

3. Introduce the idea of GDs and clarify any conceptual doubts that they have about how GDs work.

4. Give them 2 minutes to think about the topic after you have introduced it.

5. The discussions on a particular topic should not extend beyond 10-12 minutes.

6. Ask one person to conclude their discussions at the end of each discussion.7. You should have discussions around 2-3 different topics in a group.

8. The selection panel is there as observers and should not get involved in the discussions. If the

group has misunderstood the topic/role play, wait for someone in the group to lead and put

things into place. Get involved and clarify only if this does not happen.

9. Switch the topic if and when you feel the ideas have exhausted and the discussion is not moving

forward.

10. The participants should be addressing each other and not the judges.

After the GDs are over:

1. Give participants some time to ask you questions, if they have any. (Avoid discussions around the

topics of the GD)

2.

Thank them and tell them about the next steps (what is in store for people who have cleared theGDs and how would they come to know about it)

3. Evaluate the performance of different candidates on the basis of pre-determined criteria with

the selection panel.




Interviews: See attached Interview Questions and Interview Skills

Role Plays: For example

Role Plays/Case Studies:

1. You are the management of a loss making concern (give them

different roles to play…GM, HR, R&D, Finance etc). Your company

is involved in manufacturing and trading of wooden furniture, but

you have been suffering from losses over the last 3 years. The

Board of Directors has given you an ultimatum of taking some

corrective measures and showing positive results in the next 3

months, otherwise the company would be shut down. This is the

meeting where you have to decide the next course of action and

your plan for how you will turn your company around.

2. There is a flooded river and you need to cross it as a group. You do not have a boat and the

currents are sure to drown you. All you have as a group is a 5 meter rope and two 2 meter sticks.

How would you cross the river?

3. You are all working as a team on the issue of child malnutrition. You need some money for

research and promotion of the campaign. The only company that comes forward to sponsor your

initiative is a cigarette manufacturing company. Would you go ahead and accept this

sponsorship.

The role plays and case studies can also resemble situations that they might encounter in their jobs while

being in AIESEC. The criteria for defining the questions or cases that you present should be linked to the

competencies/skills you assess (If you want to evaluate the candidate’s level of empathy, think of a case

study that requires empathy to be solved out, etc.)

Setting Up a Selection Process

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