SHRM-Atlanta Guidelines Regarding Partnerships

The SHRM-Atlanta Board of Directors reviewed and endorsed the direction contained in this document concerning potential or proposed partnership arrangements. 

Definitions:

• Partnership: Mutually formed long-term relationship between two or more organizations to create measurable benefits for members and stakeholders that may not be achievable by the partners individually. Partnerships address a shared goal or concern that clearly connects to the missions of the partnering organizations.
• Alliance: Relationship between two or more organizations evolving from a need for collaboration or collective action or both. Alliances are based on the sharing of resources to achieve tactical wins that benefit all participating organizations.
• Transactional relationship: Based on one organization providing products, services, expertise, or tactical support to another for a price. Examples include vendor relationships, affinity programs, and service contracts.
• Request for Promotion: One organization requesting SHRM-Atlanta promote their event, request volunteers on their behalf, provide speakers, or somehow advertise their organization.  All promotional requests should be referred to SHRM-Atlanta’s advertising and sponsorship opportunities.  Requests for volunteers will be referred to the appropriate volunteer leader for consideration and/or solicitation of those interested.

When to form a Partnership:

• The partnership advances the HR profession.
• SHRM-Atlanta recognizes a need to deliver a member value or service but does not have the capability or resources to do so, and has identified a potential partner with the expertise, capacity and skill set.
• SHRM-Atlanta can articulate and communicate clear expectations for a specific partnership that is clearly a win-win.
• SHRM-Atlanta can communicate to the membership how and why the partnership supports our mission and purpose, adds value to our organization, and provides enhanced membership value.
• SHRM-Atlanta volunteers and/or leadership are enthusiastically supportive of the proposed partnership and there are clear and equitable expectations, roles, responsibilities and measurements.
• There is adequate time for getting to know each other, building a good working relationship, and understanding each other’s culture, mission, purpose and expectations.
• The financial aspects have been defined, evaluated, and are either reflected in the existing budget or otherwise reviewed and approved.

When NOT to form a Partnership:

• SHRM-Atlanta does not have the volunteer and/or staff resources to adequately communicate, support, and engage with the partner on an ongoing basis.
• SHRM-Atlanta evaluated the financial impacts of the proposal and could not support/justify the expense involved.
• When it is solely about money, marketing, or promotional opportunities.  In those cases, we should consider a transactional relationship or a sponsorship-type exchange of products/services.

How to form a partnership:

SHRM-Atlanta should establish a volunteer position to take the lead on establishing and communicating with the partner (on an ongoing basis) and to communicate to our membership about the partnership.  If necessary a volunteer team should be established to meet with the partner on an ongoing basis to:

• Achieve commonality of mission.
• Establish clear objectives and responsibilities.
• Collaborate on resources.
• Create conditions to benefit both organizations.
• Share the credit for success.