Comparative Analysis Of Two Youth Work Settings: Aisesec And International Youth Foundation

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There has been a rapid growth in the incorporation of young people in various organizations across the world. Numerous companies have developed talent-hunt programmes as part of their recruitment strategies. They aim to hire individuals who are in their youths to acquire and nurture their work skills and competencies. According to the report published by Evrard and Bergstein (2016), ‘youth’ is the transition from childhood’s dependence to adulthood’s independence. The shift towards independence creates the opportunity for organizations to develop different work settings for young people before recruiting them. In this regard, the current report will discuss and analyse two typical youthwork-settings employed by real-world organizations. The discussion and analysis will be followed by the identification of key lessons acquired from the two youth work settings and their significance inn strengthening youth worker identity.     

Youth Work Setting Profiles

Organizations have developed different work setting profiles for the youth to nurture talent and acquire useful skills. For evaluating the youth setting profiles of the present study, the following organizations have been selected:

AIESEC International

Formerly known as the Association Internationale des Étudiants en Sciences Économiques et Commerciales (AIESEC), the name of the organization is now taken after the French acronym AIESEC. The company is headquartered in the Canadian city of Montreal. AIESEC is an independent and not-for-profit company that is not affiliated with any political organization (AIESEC, 2020a). It comprises of students and fresh graduates who have just finished their higher education studies from various educational institutions around the world. Founded in 1948 in seven European nations, the organization has more than 41 thousand members at present, who are operating in more than 126 countries across the world (AIESEC, 2020a). AIESEC has transformed into a worldwide platform to discover, identify and develop leadership skills and potential in young people. The young individuals of the organization, known as AIESECers, also possess a great deal of passion and enthusiasm regarding global issues, cultural acknowledgement and experience-based learning (Williamson and Basarab, 2019). One of the most beneficial aspects of its operations is that the organization does not discriminate young people under gender, ethnic, religious and social grounds.

AISESEC aims to attain world peace and fulfil the untapped potential of the planet’s young inhabitants. Striving together for peace does not only mean avoiding hostilities and wars, but it also means to mitigate all the conflicts that arise due to religious, social, cultural and other differentiating aspects of humanity (Velez, 2015). The recognition and utilization of human potential is coherently interlinked with the drive for a peaceful global society where people can live in harmony and respect their religious, cultural and social differences. AIESEC’s goal to identify human potential at an early age and foster it is a true indicator of the organization’s leadership development goals.

AIESEC’s organizational structure follows a hierarchical system where the Global President appoints and monitors the work of National Presidents. The local Vice Presidents are accountable to the National Presidents. The Vice Presidents work in various departments that range from talent management to business development, as depicted in Figure 1. These Vice Presidents have separate teams to run the operations in different local regions.

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