Download - May/June Recruitment Report 2014
Implementation ReportMay-June 2014
*In this report you can find information about results of firstnational campaign of Future Leaders executed by 14 LocalCommittees of AIESEC in Poland.
Table of content1. Introduction.2. Our preparations.3. Overall results.4. Campaign sum up.5. Recruitment and Allocation
Report.6. Conclusions.
Dear AIESEC in Poland,
There is strong „why” behind Future Leaders. Main reason to create it was strongwill to communicate AIESEC ‘s fundamental mission which is leadership development.When it all starts? In the moment when we go to our university, to our colleaguesat classes and present AIESEC encouraging them to join. And from this moment we
should with pride and confidence share what AIESEC is about.We believe that Future Leaders, created with solid research and beautiful dream,
is a solution to attract right talents to help us in creation of the most impactfulyouth network in Poland.Please take a look at our report and find your conclusions- yes, there is still a lot to
be done, but you need to admit that we have a great tool- our own brandedprogram with clear and amazing value preposition!
Program Launch atNational
FunctionalSummit
FutureLeaders
EducationDays
Trainings atNational
FunctionalSummit
Talent Management
FunctionalMeeting
Print out of 9000
leaflets for LCs
Wiki with allmaterials
and guidelines
In times of change what organization needs is to engage every member in it through complex education, training
and feedback. Most of LCs were using Local Committee Meetings and information meetings as way to prepare LC
for campaign. From national point of view education especially around value preposition wasn’t enough to see real
change in the way we communicate with our customers.
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Informationmeeting for all
members
Valueprepositiontraining for
OCPs
Valueprepositontraining formarketingstructure
Promotiontraining formarketingstructure
Promotiontraining for
OCPs
Inne
How did you prepare your LC to Future Leaders implementation?
Overall results
We achieved 60% plans nationally.
To see more scroll down the report.
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Numerical plans realization
plans
results
Overall results
0%20%40%60%80%
100%120%
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% of plans achieved
We achieved 60% plans, which means we received 392 applications for AIESEC
in Poland.
Only 1 LC achieved more than 100% (Nowy Sącz); Warszawa UW achieved 98%.
5 LCs had struggles to achieve even 50%.
Results per Future Leaders sub-program(application stage)
We achieved 100% of plans only in Social Enterprenuer program (217 people in whole Poland applied for SE).
68%
38%
100%
0%
20%
40%
60%
80%
100%
120%
Marketing Business Sales Social Entrepreneurs
%
We recruited tp AIESEC 121 new members.
74% female, 26% male.
Two LCs recruited only women (Białystok, Łódź).
3 LCs with perfect proportion (50%): Nowy Sącz, Wrocław UT, Szczecin
0%
20%
40%
60%
80%
100%
Male
Female
*Warszawa UW, Toruń UMK don’t have those information yet
Campaign sum upNational Promotion started on 5th
of May 201414 LCs took part in
implementation
12 of 14 LCs had at least 1 parallel campaign Someof LCs had 6 campaigns
at once
Averagecampaign last 20 days and cost 150
PLN
Average LC engaged 10
members for active promotion.
Campaign duration
1017 18 18
2521 19
2925
2025
1814 14
First local campaign was initiated by LC Poznań on 23rd of April 2014.
Average duration was 20 days.
50% of LCs hadn’t budget for
Future Leaders Campaign (used
free promotion channels and
materials from MC).
Usage of materials:
5 LCs printed posters for FL,
3 LCs used social media ads
(sponsored posts);
Only 1 LC used google adwords
(Warszawa UW).
Campaign budget
0.00
0.00
0.00
149.00
148.99688.80
0.00
100.00
0.00
400.00
620.00
50.00
0.00
0.00
Katowice UENowy Sącz
KielcePoznań
BiałystokToruń UMK
Lublin UMCSBielsko-Biała
ŁódźWarszawa UW
Wrocław UERzeszów
Wrocław UTSzczecin
Average budget per LC is 150 PLN.
Efficiency of our campaign
Most effective channel is FRIEND (50 % of applicants in 9 from 14 LCs admit that AIESEC was recommended by
person they know and trust).
38% applicants got ot know about AIESEC thanks to Facebook.
Only 5 from 14 LCs organized outdoor events.
Katowice UE
NowySącz
KielcePozna
ńBiałys
tokToruńUMK
LublinUMCS
Bielsko-
BiałaŁódź
WarszawaUW
Wrocław UE
Rzeszów
Wrocław UT
Szczecin
How many online media appearances didyou get?
17 0 0 10 40 0 4 5 0 0 1 3 42 10
How many stands did you organise? 2 1 8 5 8 0 6 5 3 0 1 5 1 0
How many classshouts? 0 1 2 0 5 0 0 12 10 0 0 0 0 4
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Efficiency of our campaignWrocław UT had 32%
of all media
appearances;
Bielsko-Biała made
35% of all classhouts..
2 LCs (Warszawa UW
and Toruń UMK) hadn’t
done any of those
activities.
8 LCs didn’t make
classhouts, 3 stands, 5
LCs didn’t get any media
appearance.
10 7 10 818
6 7 6
20
3 410 13
6
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How many people from the LC was engaged in promotion of Future
Leaders?128 people were
engaged in FutureLeaders promotion
(average ~10).
7%
29%
64%
Did you have an event on facebook or did you use only the
fanpage to promote FL?
event fanpage both
Most committees had used both events and
fanpage. Only 1 LC usedonly event.
Engagement (online and in the LCs)
Talent Management
Recruitment and allocation part of the report.
To recruit 127 newies we engaged 151 current members(to run interviews, group exercise and screen apps).
Are we successfull already?
Recruitment and allocation
151 people were engaged in recrutiment process (average ~11).
In 71% LCs by now was no skips (10/14); 4 LCs noted 1-5 skips.
Most of the members was allocated to Social Enterprenuer
program
0%
20%
40%
60%
80%
Mkt SE BS
Allocation per each program
%
72% of LCs made allocationafter interview.
Only 14% had pre-allocationon each step.
7%
36%
21%
29%
7%
How did you allocate people?
Withengagement ofOCPs
Final decision ofVP TM
Final decision ofVP TM and LCP
Final decision ofEB
Mostly, the final allocationdecision belongs to VP TM
(36%) or VP TM and LCP (21%).
Engaging EB in decisionmaking process is not
standard.
14%
72%
7%7%
When did you allocate people?
Pre- allocation oneach step of theprocess
After interview
On LCC
After LCC
Group Exercise lasted in71% around 45 min - 1h.
4 Committees preparedit for 1h-1,5h
71%
29%
0% 0%
How long was Group Exercise?
45 minutes-1 h
1h-1,5h
1,5h-2 h
Over 2 h
14%
57%
22%
7%
0%
How long was average interview?
30 minutes
30-50 minutes
60 minutes
60-75 minutes
Over 1,5 h
Average interview was ( in57% LCs) around 30-50
minutes.
12
9
13
5
12
2
Membershipprofile
Subprogramprofiles
Groupexercises
Value BasedRecruitment
FileGenerator
Assessmentsheet
Inne
What kind of materials you used?
64%
22%
14%
How much time did you spent on Interviewing all candidates?
1-3 days
3-5 days
5-7 days
7-10 days
Over 10 days
02468
101214
Number of people
How many people resigned after: application
How many people resigned after: Group Exercise
* Toruń doesn’t have those inf. yet
Resignations
Resignations
0%
5%
10%
15%
20%
25%
30%
% of general results
How many people resigned after: application
How many people resigned after: Group Exercise
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4
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How many people resigned after:RB
How many people didn't comefor LCC
Chart shows number of people who:
• resigned after: RB (They were selected but didn't come to LCC )• didn't come for LCC (They were selected & allocated and didn't come)
According to our information no one of new recruits resigned rightafter LCC.
*Toruń, Warszawa UW don’t have those information yet*Szczecin, Katowice didn’t organise LCC
ResignationsNumber of people
Those charts show us if communication is clear and matched to ourexpectations. f numbers of rejection is huge it means that we need to changesomething in our promotion.
*Toruń and Warszawa UW doesn’thave those information yet.
Rejections
05
10152025303540
How many people we rejected after: application
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
% of general results
%
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How many people werejected after: GroupExercise
How many people werejected after: RB
Challenges we faced creating report
• Mistakes in providing data for campaigns results, sub-programs results-different answers in different questions
•Not filling in full report
•Some misunderstandings happened related to names (for example for stepsof recruitment process etc. )
•A lot of LCs missed DDLs, including 2 LCs send data 3 weeks after DDL
•Lack of basic tracking in the LCs – as outcome we had estimated data notreal data (LCs had difficulties to find data for us)
•Lack of LC controlling of each part of campaign and recruitment (generaldata accessible but lack of specific information)
Not all of data sent by LCs was used in the report. In some cases it isimpossible to create statistics.
Overall Challenges
No strategy and correct bakward planning
Lack of understanding of value preposition of
Future Leaders
Too many campaigns to run at the same time
Targeting and findingnew ways to reach
target
Difficulties buildingcooperation in EB
LC engagement
Building too long applications
Are you innovative in the way youapproach customers?
Do you position all sub-programs?
Do you connect with customer? Do youmake this process joyful for them?
Do you know who is your target and where to find them?
Do you communicate value prepositionof Future Leaders?
How much you demonstrate out valuesand leadership development?
Thoughts to consider
AIESEC in Poland exists to develop responsibleand action-oriented leadership in youth toaddress social and economic issues byempowering collaboration across sectors.
Only in 2013 year we realized 2962 amazing leadership development
experiences for our members. In 2014 year (until 1st of July) it was over 1800
experiences.
This is impact we create, let’s make itBIGGER and BETTER with Future Leaders
program which purpose is to positionAIESEC with it’s true mission. and deliver
develpment of certain amount kind of useful skills with focus on leadership.