Global

Competency
Model

Update
2007/2008

AIESEC Experience Leadership

Competency Model

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Why Competencies? What are Competencies?

In every job, some people perform more effectively than others. Thirty years of research conducted by
Hay McBer have shown that exceptional performers use a variety of approaches and behaviours to get
the job done. What the research also shows is that exceptional performers use a different variety of
approaches and behaviours than those individuals who perform at the expected level.

Think of the best teacher or doctor in your life experience. Chances are that teacher or doctor
demonstrated not only sound technical knowledge and skills, but also a variety of behaviours
(competencies) that made your experience with that professional an exceptional one. Competencies
provide a means of looking at those behaviours that differentiate the best from the rest and a
common language for talking about critical on-the-job behaviours.

Competencies are:
Any attitude, behavior, motive or other personal characteristic
that is essential to
Perform a role, or more importantly, improve the performance
and personal development from superior to solid.

In the context to AIESEC, competencies are also the essential behaviours which people develop at each
stage of the AIESEC Experience and in different roles within the AIESEC Experience for their personal
development and AIESECs success to become the change agents that we wish our people to be.

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

What are the benefits of using a competency Model?

A competency Model for AIESEC will shape how we look at our people sub system and talent
management processes in the organization and the way our members develop through the AIESEC
EXPERIENCE. The competency model should be viewed as a development tool and in this sense:

Everyone speaks and understands one Common language

Bring alive AIESECs values in leaders behaviours
Link personal development AIESECs strategy
Integrate & link all talent management processes
Enhance diversity
Ensure that peoples needs are covered
Identify potential for long term planning
Fair assessment of performance & potential
Clarity & focus for personal development

The Competency Model will serve us two purposes:

Development Aspect Management Aspect

To help Drive Self Driven Learning in our To manage the training, Learning and Performance of
membership our membership

It will help people in Talent Management Systems

Setting Goals and Developing a Learning Talent Planning

Plan Talent Selection at different stages
Understand what opportunities lie in the Talent Induction
next stage and develop competencies for
Talent Allocation
the same
Talent Performance Appraisal at
Review their Learning Plan and Goals
different stages
Self Evaluate Themselves
Talent rewards and recognition
Members develop their competencies
Members align the competencies with the Talent Training
structured Learning Process Education and Learning Planning
Talent Development
And most importantly
A competency Model can evaluate the development
of strengths in different areas of Individuals, it
helps people in understanding what their strengths
are and what they can build on to their strengths
and work on their weaknesses

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Competency Management linking organizational

objectives to personal performance

Our 3 goals can be achieved through a competency framework

The quality of increasing volume of AIESEC Experience (development of competencies) can be

measured through a competency framework
We would be able to attract, select and retain and connect high potential talent by aligning our
Talent Management Systems to a competency framework
Through promoting AIESEC as a leadership development platform based on the competency
framework to the external environment, we would be able to promote and place AIESEC as the
first choice for Activating Leadership

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

The Idea of the Competency Model

Development of 4 characteristics
Society 1
Culturally sensitive
Socially responsible
Entrepreneurial
Active learners

Global learning environment

Competencies
(Behaviors Gained)
Indirect
impact
Competencies Competencies
Competencies
(Behaviors Gained) (Behaviors Gained)
(Behaviors Gained)

Competencies
(Behaviors Gained)

Society 2

The Development of Competencies throughout the AIESEC Experience would result into the
development of the 4 change agent characteristics. In each position that members take and on each
stage of the AIESEC experience, our members develop key competencies they can build on when taking
the next steps in their AIESEC XP.

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Competencies Development and AIESEC learning

environment
Learning Environment

A change in behavior as a The conditions that surround people

consequence of an experience and affect the way they live an
experience

A Learning Environment
An environment which helps people change behaviors and develop
competencies

The AIESEC Learning Environment is how people live the experience; it helps people develop
competencies and improve behaviours

Natural behaviour to
change or develop
T
Individual
discovery and Team Learning Circles
reflection Experiences
Conscious
Change

Mentoring Virtual Spaces;

Conferences and forums, blogs and
New Desired Natural Seminars resource sharing
Behaviour

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

ACTIVATING LEADERSHIP: We lead by example and inspire leadership through action and results. We
take full responsibility for our role in developing the potential of people.

DEMONSTRATING INTEGRITY: We are consistent and transparent in our decisions and actions. We fulfil
our commitments and conduct ourselves in a way that is true to our identity.

LIVING DIVERSITY: We seek to learn from the different ways of life and opinions represented in our
multicultural environment. We respect and actively encourage the contribution of every individual.

ENJOYING PARTICIPATION: We create a dynamic environment by active and enthusiastic participation

of individuals. We enjoy being involved in AIESEC.

STRIVING FOR EXCELLENCE: We aim to deliver the highest quality performance in everything we do.
Through creativity and innovation we seek to continuously improve.

ACTING SUSTAINABLY: We act in a way that is sustainable for our organisation and society. Our
decisions take into account the needs of future generations.

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Requirements towards our Competency Model

To ensure our competency model supports AIESEC in developing the change Agent characteristics, the
following criteria has to be fulfilled:

The competencies should reflect the Change Agent Characteristics and AIESEC values
It must be possible to assess the Competencies both with professional online tools as well as via
observation
They must describe behaviours that are possible to be learnt or adapted
The number of Competencies should be limited to ensure our members can easily observe them

For the reasons above, the AIESEC Competency Model was adapted in the following way:

The original Competencies were reduced to a Number of 11 in total based on input received
from our partners (career innovations) whilst developing the competency assessment tool. The
input mainly pointed out that some of the competencies that previously existed were values or
attitudes rather than behaviours that can be measured.

Some Competencies were renamed to enhance their understanding, nevertheless, the
descriptions are further aligned to what the competency label refers to hence avoiding
misinterpretation of competency labels.

Critical Competencies are vital for an individual to develop the respective Change Agent
characteristic. Their absence would indicate that person did not develop the overall change
agent characteristic.

Supporting Competencies - enable the individual to fasten development of the specific change
agent characteristic. In their absence and individual could still develop the respective
characteristic, nevertheless at a slower pace.

Critical competencies do not repeat or overlap in between the four change agent
characteristic, whereas the
supporting ones may overlap
and can support more than one
characteristic.
Change Agent Characteristics
and connected Competencies
Culturally Sensitive Entrepreneurial
Critical: Inclusiveness, Critical: Innovation, Resilience
Awareness of Others
Supporting: Commitment to
Supporting: Self Awareness, Results,
Flexible Thinking, Stakeholder Focus,
Effective Communication Effective Communication,
Flexible Thinking

Socially Responsible Active Learner

Critical: Stakeholder Focus,
Commitment to Results
Supporting: Self Awareness,
Inclusiveness
Developing Others,
Awareness of Others
Critical: Self Awareness,
Flexible Thinking
Developing Others
Supporting: Effective
Communication
Personal effectiveness

Global AIESEC Experience leadership Competency Model 2007/2008


Competencies and related behaviours
Competency
Self Awareness
Having a balanced and honest view of
one's own personality, and an ability
to interact with others frankly and
confidently.
Personal Effectiveness
Ability to manage work load
efficiently, finish work before
deadlines. It also involves being
accurate, focusing to details and
planning carefully to meet targets.
Resilience
Being able to adjust easily to changes
and new conditions, in order to be
able to perform in diverse
environments.
Awareness of Others
The ability to identify with and
understand another persons feelings
or difficulties and connecting it to
own emotions and actions.
Inclusiveness
Relating to the way people in groups
behave and interact; leveraging on
the cultural diversity. Involving
everyone in the group in decision
making and generating performance
by inspiring trust and respect. Having
a feeling or attitude of admiration
and deference toward somebody or
something. Valuing other people and
letting them act in their unique way
towards achieving increased
performance.
Effective Communication
Clearly conveying and receiving
messages (feedback, opinions etc;
written/verbal communication, etc.)
to meet the needs of all parties
involved.
Developing Others
Helping others to grow personally and
professionally by investing own time
and energy to achieve this. Taking
personal responsibility to mentor and
coach and being enthusiastic to see
others grow and succeed.
Global AIESEC Experience leadership Competency Model 2007/2008
Global
Competency
Model
Critical Suppor
Items for self-rating and others rating for: ts
 Showing appropriate belief in own abilities AL CS,
SR
 Displaying awareness of own strengths and
weaknesses
 Considering the consequences of own actions
 Being honest about own motives and aspirations
 Managing own workload efficiently None AL
 Finishing work before deadlines
 Being accurate and focusing on detail
 Planning carefully to meet targets
 Working under pressure E None
 Persisting even when its difficult
 Adapting when circumstances change
 Staying calm when faced with difficult situations
 Showing understanding of others' feelings CS SR
 Showing respect for the opinions of others
 Showing sensitivity to others needs
 Promoting respect for others in group
 Including others in decision making processes CS SR
 Ensuring all sides are heard in a discussion
 Making people feel part of a group
 Treating people from diverse backgrounds equally
 Writing clearly and concisely None CS E
AL
 Communicating effectively with diverse audiences
 Listening actively to others
 Helping people network with each other
 Helping others to improve their performance AL SR
 Encouraging people to do their best
 Inspiring trust and confidence in others
 Actively contributing to others learning and
development
 Global
Competency
Model

Stakeholder Focus Making sure everyones concerns are addressed SR E

Identifying key internal and external
customers; working with them to
understand their requirements and
concerns in order to generate value
based partnerships.
Flexible Thinking
Using technical knowledge/expertise
effectively to analyze information and
situations making effective decisions
and as well being ready to change
your own opinion.
Co-operating with partners and other stakeholders
Exceeding expectation of customers and other
stakeholders
Creating mutually beneficial relationships
 Using technical knowledge/expertise effectively AL CS, E
 Analysing information and situations
 Making effective decisions
 Prepared to change own opinion

Innovation  Taking on new challenges E None

Thinking out-of-the-box and  Implementing new ideas
challenging conventional wisdom.
Creating new solutions for current  Often suggesting new ideas
challenges or a new approach to old  Being open to change
situations.

Commitment to results  Actively contributing to organisational SR E

Knowing what results are important,
and focusing resources to achieve
them.
performance
 Focusing on end results and targets
 Keeping track of progress
 Delivering on promises and commitments

To evaluate the competencies you can highlight the connected behaviours individually and then
calculate the average.
More details on how to do this are found in the TMU Talent Selection documents

Not observed (not rated) Person has not shown behaviour / has not been observed (unable to rate)
Little evidence The person rarely demonstrates successful performance on this competency
Some evidence Person has shown some evidence on this competence
Regular evidence Person regularly demonstrates this competence
Strong evidence Person demonstrates this competence to a high level

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Where to use the Model?

Use the Global Competency Model for the following
Before Induction At the time of Induction

Do your Talent planning based
on it
Do your Talent Marketing and
promotions based it
Do you initial member
Selections based on it
Induct your members based on the competencies of the introduction to
AIESEC Stage
- Make members set their personal Goals and do a learning plan
based on it. Refer to goal setting and learning plan based
on the competency model
- Give members a copy of How to develop competencies, which
will help them make there own learning plan

After Induction Taking

responsibility stage

Allocate people in
different team based on
their competencies and
needs of teams and also
based on the
competencies and
behaviors they want to
develop.
Make a member
development plan based
on it and design training
and learning activities
based on the development
needs of LC members
Make members self
evaluate themselves
(personal goals and
Learning plan)

Heading for the future Internship Leadership Role

Give Training and skills Selections should be based on Selections should be

based on the competency
model and the heading for
the future framework
Make members self
evaluate themselves
(personal goals and
Learning plan)
the competencies developed in based on the
the last stage competencies developed
Make people self evaluate in the last stage.
themselves (personal goals and Make members self
Learning plan) evaluate themselves
People manage their own (personal goals and
performance based on the Learning plan)
competencies they lack and Manage members
need to develop performance using the
performance Management
system

Continuous Elements
Your Member Education and Training Cycle should be based on the competency Model
Your Rewards and Recognition should be based on the Competency Model
Succession and Career Planning of members should be based on the Competency Model
Continuous assessment of the individual competencies using the competency assessment tool at
the end of every stage.

Global AIESEC Experience leadership Competency Model 2007/2008

 Global
Competency
Model

Golden rules for using the competency Model

The Competency Model should be used primarily as a development tool for members to enhance their
performance and competencies. Members can choose which competencies they want to further develop
at each stage based on the report received from taking the assessment tool after every stage of the
AIESEC Experience according to the different circles of influence.

In creating LC activities around the AIESEC experience, emphasis should be placed on creating
opportunities that enable the LC membership to develop the competencies at different stages of the
AIESEC experience.

With respect to selection, the competencies of the previous stage act as the selection criteria for the
next stage. In each position and on each stage, our members develop certain competencies they can
build on when taking the next steps in their AIESEC XP and using the competency model as the
development tool that helps us assess the areas of development needed.

At different stage of the AIESEC experience people choose which competency and behaviours they want
to develop, if they already have a particular competency and behaviours, they may decide to work on
the ones they scored less in or decided to develop further on the once that strongly exist. They also
have the liberty to get further coaching and mentorship based on their competencies.

The behaviours developed at each stage are possible behaviours people develop, but they are not the
only behaviours which are possible to develop, they for sure can be more

When using the Competency Framework please ensure:

Do not confuse the Assessment with a simple Numbering scale

The Assessment method is designed to help

Determine the gap between the competencies members desire to have and their current
competencies
Use the competencies gap as the base for your Talent Development strategy

How: Self assessment, assessment centre, 360

Global AIESEC Experience leadership Competency Model 2007/2008

Cut out the cards below to use them when you want to observe specific Competencies in Interviews or group activities.
Besides simply use them for decorating your office, making an LC quiz and whatever comes to your mind Enjoy!

Culturally Sensitive Entrepreneurial

Critical Competencies:
Inclusiveness,
Awareness of Others
Supporting Comp.:
Self Awareness,
Flexible Thinking,
Effective Communication
Socially Responsible
Critical Competencies:
Stakeholder Focus,
Commitment to Results
Supporting Comp.:
Self Awareness, Inclusiveness,
Developing Others,
Awareness of Others
Critical Competencies: Self Awareness
Having a balanced and honest view of Critical for:
Innovation,
Resilience one's own personality, and an ability
to interact with others frankly and
Supporting Comp.:
Commitment to Results,
confidently.
Stakeholder Focus, AL
Effective Communication,
Flexible Thinking
Behaviours to observe:
Active Learner  Showing appropriate belief in own Supports:
abilities
Critical Competencies: CS
 Displaying awareness of own
Self Awareness, strengths and weaknesses
Flexible Thinking
 Considering the consequences of SR
Developing Others
own actions
Supporting Comp.:  Being honest about own motives
Effective Communication
and aspirations
Personal Effectiveness

Personal Effectiveness Resilience

Ability to manage work load efficient-
Critical for: Critical for:
Being able to adjust easily to changes
ly, finish work before deadlines. It also and new conditions, in order to be E
involves being accurate, focusing to able to perform in diverse environ-
details and planning carefully to meet ments.
targets.

Behaviours to observe: Behaviours to observe:

 Managing own workload efficiently Supports:  Working under pressure Supports:
 Finishing work before deadlines  Persisting even when its difficult
 Being accurate and focusing on  Adapting when circumstances
detail change
 Planning carefully to meet targets AL  Staying calm when faced with
difficult situations

Awareness of Others Critical for: Inclusiveness Critical for:

The ability to identify with and
understand another persons feelings
or difficulties and connecting it to own
emotions and actions.
Relating to the way people in groups behave and interact;
leveraging on the cultural diversity. Involving everyone in
CS the group in decision making and generating performance CS
by inspiring trust and respect. Having a feeling or attitude
of admiration and deference toward somebody or
something. Valuing other people and letting them act in
their unique way towards achieving increased
performance.

Behaviours to observe: Behaviours to observe:

 Showing understanding of others' Supports:  Including others in decision making Supports:
feelings processes
 Showing respect for the opinions of  Ensuring all sides are heard in a
others discussion
 Showing sensitivity to others needs SR  Making people feel part of a group SR
 Promoting respect for others in  Treating people from diverse
group backgrounds equally
Effective Communication
Clearly conveying and receiving
messages (feedback, opinions etc;
written/verbal communication, etc.) to
meet the needs of all parties involved.
Critical for: Developing Others Critical for:
Helping others to grow personally and
professionally by investing own time and
energy to achieve this. Taking personal
responsibility to mentor and coach and
being enthusiastic to see others grow and AL
succeed.

Behaviours to observe: Behaviours to observe:

 Writing clearly and concisely Supports:  Helping others to improve their Supports:
 Communicating effectively with performance
diverse audiences CS E  Encouraging people to do their best
 Listening actively to others  Inspiring trust and confidence in
 Helping people network with each AL others SR
other  Actively contributing to others
learning and development

Stakeholder Focus Critical for: Flexible Thinking Critical for:

Identifying key internal and external
customers; working with them to
understand their requirements and
concerns in order to generate value
based partnerships.
Using technical knowledge/expertise
effectively to analyze information and
situations making effective decisions
and as well being ready to change
SR your own opinion. AL

Behaviours to observe: Behaviours to observe:

Making sure everyones concerns Supports: Using technical knowledge/expertise Supports:
are addressed effectively
Co-operating with partners and other E Analysing information and situations
CS E
stakeholders Making effective decisions
Exceeding expectation of customers Prepared to change own opinion
and other stakeholders
 Creating mutually beneficial
relationships.

Innovation Critical for: Commitment to results Critical for:

Thinking out-of-the-box and Knowing what results are important,
challenging conventional wisdom. E and focusing resources to achieve
Creating new solutions for current them.
challenges or a new approach to old
situations. SR

Behaviours to observe: Behaviours to observe:

 Taking on new challenges
 Implementing new ideas
 Often suggesting new ideas
 Being open to change
Supports:  Actively contributing to Supports:
organisational performance
 Focusing on end results and targets E
 Keeping track of progress
 Delivering on promises and
commitments