This document outlines various processes for nurturing talent and engaging members within an organization called AIESEC, including recognition and reward implementation, engagement assessment, succession planning, culture management, personal development plan implementation, and ensuring a quality membership experience. The goal is for members to perform well, be satisfied, and have long careers within AIESEC. Checklists are provided for each process.

1. 3. KEEP
This process is about nurturing and engaging our tallent to
perform more, be more satisfied with their team experientes, have
a long term carreer plan in AIESEC.
1. R&R Implementation;
2. Engagement Assessment - NMS;
3. Succession Plans;
4. Culture Management
5. PDP Implementation;
6. Membership Experience
Implementation

2. KEEP – R&R Implementation
It is the R&R Campaign in order to recognize the best Individuals
and Teams on your LC in order to drive a culture of achievement.
What is it?
When to do it?
You should make the plan
during Building Phase and
Implement the R&R throughout
the Performing and Closing
Phases!
Few Tips
Ask on the NMS what
engages them in order to
design the prizes of the
R&R.
❑ I’ve sensed on NMS what engages
my membership to perform more;
❑ I’ve made an R&R Plan in Synergy
with my operations;
❑ I ensured KPIs for all teams and
departments;
❑ I created a calendar of
implementation;
❑ I defined a brand for the R&R
Campaign;
❑ I have a tracker to help me of my
manager to Implement it;
Checklist

3. KEEP – Engagement Assessment - NMS
The engagement Assessment exists to tell you how engaged is
your membership with their AIESEC Experience
What is it?
When to do it?
Every month
Few Tips
Make sure you are doing
open questions on NMS to
get the most out of what
they are feeling regarding
their experiences;
❑ Create Questions to Evaluate the
Engagement of Membership on
NMS.
❑ Compile the Informations of
Experience; NPS, Pipeline and the
questions done by you in a
Engagement Report!
❑ Sit with the VP of each department
to evaluate what should be done in
order to improve their engagement
with the organization;
❑ Map out Culture Evolutions and
Internal Communication;
Checklist

4. KEEP – Succession Plans
Time to understand how many members you will have for each position in
the next semester or semester and what are the HR needs for succession.
Information and strategies to map and cultivate possible pipeline
What is it?
When to do it?
The planning timeline
needs to be based on the
operational timeline and
needs, but with 30 days
before the election.
Few Tips
- Promote and show XP
of leadership Positions!
- Nurture the pipeline
continuously
❑ Make a plan based on the Ideal Structure
of How many Applicants per role you
should have;
❑ Start mapping out the names in synergy
with your VP Operations;
❑ Set a succession plan for nurturing
Pipeline with your EB Mates and Team
Leaders;
❑ Make sure that all Members will have
their Succession Plans being done and
reviewed in every One-2-One;
❑ Have a iComm Strategy in order to
produce content of Leadership Pipeline,
use videos, blogs, podcasts to nurture
them!
Checklist

5. KEEP – Culture Management
Culture eats strategy for Breakfast. Which is basically setting the
right behaviors in your membership in order to achieve the LC’s
dreams;
What is it?
When to do it?
Plans should be done in
Jan and July.
Implementation should be
done throughout the
semester.
Few Tips
- Bring elements of your
culture during the GET
Process (selection,
induction, onboarding).
- MESSAGE. REPEAT.
MESSAGE. REPEAT.
❑ I defined in EB the message /
identity that my LC wants to get;
❑ I made a Culture Plan of what we
need to do in order to drive
behaviours;
❑ I decided which Virtual and Physical
Touchpoints will be needed to
implement Culture;
❑ I have a calendar of implementation;
❑ I brought elements of my culture in
the GET period
❑ I have constant touchpoints with
the EB to improve implementation;
Checklist

6. KEEP – PDP Implementation
It’s the Personal Development Plan that traces the personal and
operational development of the member and it is implemented
by the Team Leader through the experience.
What is it?
When to do it?
It can be done along with
O2O implementation.
Preferably once a month,
to ensure monitoring and
development.
Few Tips
Track every single leader of
your LC. TRACK TRACK
TRACK. PDP is the most
important tool for a
member’s experience.
❑ I’ve trained my Team Leaders and
VPs on how to conduct a PDP AND
what’s the objective for each month;
❑ I explained during onboarding what
is a PDP and asked members to hold
their Leaders accountable to it.
❑ I have a Calendar for
Implementation throughout the
Semester;
❑ I have Calibration Meetings with
Team Leaders to suggest things on
the individual PDPs.
Checklist

7. KEEP – Membership Experience
It is to take care of the member’s experience from the moment
they join the organization until they leave.
What is it?
When to do it?
On going. From the
moment the member
join the organization
until the member leave.
Few Tips
Always collect and give
feedbacks;
Guide the TLB to provide
assessment and support;
Understand why the member
joined the organization and why
they remains
❑ I’ve went through the Membership
Experience Booklet;
❑ I’ve trained all the Team Leaders on
the Membership Experience
Guidelines;
❑ I made questions on NMS monthly
to evaluate if specific points of the
Experience is being covered;
❑ I made an output on the Experience
Insights and Feelings of NMS and
decide next steps;
Checklist