ONBOARDING: to integrate a new
member into the organisation.
Talent Management is responsible for the
centralised induction approach, this may
• coordination and delivery of induction
• organisation of mentoring and peer-
• coordination of functional training and
Team Leaders are responsible for the
onboarding of their new members. This
means fulﬁlling the ‘BUILDING’ team
Each team leader is also responsible to ensure
that their members feel welcomed, conﬁdent,
excited and energised within their new
This involves the follow up of the centralised
This can involve:
• Special lunch/coﬀee with your team
members follow up chat from induction
• Giving them real work on day 1.
Why am I
As a team leader your job is to ensure that your members gain clarity on why
they are in AIESEC. But how can you achieve this?
1. In order for your members to understand why they are in AIESEC, you
need them to ﬁrst gain awareness of who they are (Check our the Self
Awareness Leadership Quality for more tips!). Remember, they just
joined AIESEC! Start them oﬀ easy. What are their strengths and
weaknesses? What do they enjoy working in? What do they not enjoy?
2. To understand why you are in AIESEC, you need to understand what is
AIESEC. As a team leader ensure you do a follow up chat with your team
members after induction day to ensure their understanding of Why the
organisation exists and what we do everyday to achieve our vision.
The second question our members ask themselves when they join the
organisation is Where do I belong? Is it here? Is it in another society on
As a team leader it is important to ensure that you are actively involving your
members into the organisation, its culture, it’s people and activities.
Connect your members with another newbie-buddy
Ensure you fulﬁl the ‘introduction’ team standards including GTK and
Help your team member build a social network
The third question cannot be answered with a chat or even an induction
session. You must ensure that your members get practical hands-on
experience. Don’t show them, allow them to experience what they need to do
on a day-to-day basis.
Ask them to:
• Talk to a student about an AIESEC product
• Call a company/NGO about an AIESEC product
Allow them the chance to dive straight in. Expect resistance, fear of failure
and uncertainty. That’s ok, as their team leader, support them, give feedback
and enable their growth. After all that’s what AIESEC is for!
TEAM LEADER ONBOARDING
These practices were created based on feedback from members all across AIESEC .
Have a special lunch/coﬀee with them: Try to understand who they are and why they are in
AIESEC. Find our what work they enjoy doing, what work they don’t enjoy doing. What do they
want to learn. What do they consider to be their strengths and weaknesses? Make the lunch special
and welcoming for them.
Give them real work: Allow them to jump right into their work within the ﬁrst 3 days. Even if they
don’t have training, allow them to cold-call companies or talk with students about AIESEC
products. Give feedback and allow them to grow.
Connect them with a peer buddy: Ensure they ﬁnd a friend who is going through the same thing
they are so they can ﬁnd a place they belong.
Help them build a social network: Ensure that your new member is being integrated into diﬀerent
social groups so they can ﬁnd people they click and bond with.
Get to know the team: Host a team bonding/welcoming and GTK activities to ensure everyone is
feeling comfortable and welcome.
Bring up the AIESEC Values and LDM in conversation: Make the AIESEC Values part of your
conversations and social media in your own authentic way! #strivingforexcellence. The stories you
tell show who you are and who AIESEC is.
Follow up induction day with a personal talk: It’s often good to follow up a lot of information with
a personal talk about what they understand and what they don’t understand.
The ‘Building’ Team Standards is a part of the Onboarding checklist of AIESEC. This includes A)
Introduction (Get to know, Team Bonding Induction to the function/area) B) Plan (Co-creation of Team
Purpose, Expectations, Goals, Strategies, Budget, JD, Deadlines) C) Personal Goal Setting (Set the
Individual Goals and Action Plan, Make Personal Goals for Development)
What do I need to
consider in my
1. What are the expectations you have told to your market about AIESEC Membership?
Consider what your new members expectations towards AIESEC are: If you told them AIESEC is
entrepreneurial - how can you ensure that your onboarding process reﬂects that expectation?
2. What are the top reasons why your members are retained or leave the organisation? How can
you address that here?
Eg. “I didn’t feel like I belonged” or “I didn’t feel that I was getting practical experience”. Based on diﬀerent
key critical factors for high retention, structure your onboarding process to reﬂect that.
3. Who will make the process happen with you?
It is not just the responsibility of Talent Management: What are the responsibilities of the CEO, the direct
team leader/ manager.
HOW LONG DOES IT TAKE
TO MAKE A GOOD
Not sure exactly.
But based on our data AIESECers ﬁrst impressions are:
• First Local Committee Meeting
• First Team Meeting
• First Local/Regional/National Conference
Based how long these touchpoints take to occur for our
new members we approximate ten day!
So, how can you make the ﬁrst ten days an incredible
experience for your membership?
Suggested activities for MCVPTM:
Activity for yourself: Design your
own first ten days for your
‣ Use a design thinking process to design with your LCVPTMs the ﬁrst ideal 10
days of a members experience - taking into consideraCon the TL Onboarding