ER National Principles and Structure

What are Principles?

Principles: a personal or specific rule of conduct or management Principles identify what we are requested or restricted to do within the organization

Why does AIESEC need principles for ER? To Clarify

how we should operate as an organization and what we are requested or restricted to do both internally and externally

To Guide
how our system for implementing and managing external relationships in the organization

To Enhance
consistent and professional image of AIESEC in Mainland China

What kind of principles are we governed by?

Brand Principles

Product Principles
LC-LC Principles

Partnership Principles Stakeholders Principles (delivery)

MC-LC Principles

Brand Principles

General Brand Principles

Our Name: Our Nature:

AIESEC Mainland of China

A global, non-political, independent, not-for-profit organization run by students and recent graduates of institutions of higher education.

Our people:

AIESEC members are interested in world issues, leadership and management. AIESEC does not discriminate on the basis of race, color, gender, sexual orientation, creed, religion, national, ethnic or social origin.

The way we do it: AIESEC provides its members with an integrated development experience comprised of leadership opportunities, international internships and participation in a global learning environment.
No AIESEC in Mainland China entity can enter into an partnership which requires AIESEC to change its nature or identity.

General Partnership Principles

1. AIESEC seeks to partner with those organizations who can assist us in developing characteristics in individuals that we believe are critical in creating change agents 2. AIESEC is willing to partner with all external organizations that provide a positive experience its members.

3. Partnership relationships should not affect our ability to act independently. 4. We shall not partner with organizations engaged in illegal activities and those that give a negative external view in the market 5. We shall not partner with organizations that affect our image negatively in the external environment.

Can AIESEC partner with these companies? Why or why not?

Discussion
How can we ensure that partnering external organizations have sufficient education and expectations setting before working with AIESEC or being involved in AIESEC activities? Please discuss in groups and design a checklist.
10 minutes to prepare 1 minute to present

Output Notes:
Preparation/Marketing

Surveys, understand company background, vision, values Name, mission, vision, values, national realities

Brief Introduction of @

Proposal

Good Cases

Connect

Communicate Expectations

Engage

Newsletters

 We have identified our principles as an organizationbut what about our operational system? How should LCs cooperate with LCs? How should LCs and MC work together? How should AIESEC work with externals?

How do we work with each other?

Working as one organization

Internal Operations Principles

1. Never enter into a contractual agreement on behalf of another AIESEC entity without seeking consensus from the concerned AIESEC entity.

2. Before you contact an external organization, make sure the organization is not being contacted by other AIESEC in Mainland China entities.

3. Keep a record of every meeting with any organization.

4. Do not sign contracts that would put any other AIESEC entity in a worse off position. Eg.: Financially

5. All AIESEC in Mainland China entities involved in a partnership / potential partnership shall share information with each other and the organization

Standard Procedures
Approaching organizations:
1. Check the online ER tool before approaching any external organizations 2. If a company is listed in the online system under other AIESEC entities, no other AIESEC Mainland China entity should approach it without written permission from the MC and the LC involved. 3. If no AIESEC entity responds to the request after 5 working days, the requesting LC is free to approach the company 4. If the company is not in the list, the LC can submit the information of that company to the online system.

Permission validation
If there is no e-mail / phone call made to the organization by any AIESEC in Mainland entity within 30 days from receiving the permission, then that organization should be released for any AIESEC entity to approach. If there is no response received from the organization by any AIESEC in Mainland China entity within 30 days upon first contact made, then that organization should be released for any AIESEC entity to approach. If there is no partnership developed by any AIESEC in Mainland China entity with the organization within 90 days , then that organization should be released for any AIESEC entity to approach. Permission from the MC is needed for any AIESEC in Mainland China entity to re-approach to that organization.

Output Notes
The online management tool should consider who has the right to view. (e.g. MC, LCVPERs) Online safety should be considered because there would be personal contacts shown in the spreadsheet. We finally decided not to put personal contact info into the spreadsheet.

Working with the MC

1. Any LC wishing to receive support from local or national offices of an existing National Partner, should first inform the MC before approaching.

2. LCs should inform the MC about all local and regional partnerships however small, in writing.

3. If an LC sells a national partnership (partnership which requires delivery of national benefits), the same must be agreed with the MC prior to selling.

4. The revenue of any products delivered by the MC should fully go to the MC, so that it can be invested into the National Network.
Eg: H4TF Partners

5. If products are delivered in conjunction with MC, the percentile for a revenue split between the LC and MC can be decided on a case-by-case basis.
Eg: Depending on whether or not the partnership involves a cost. LC should be able cover the costs caused by the partnership.

6. Only one AIESEC in Mainland China entity would submit a proposal for a regional or national partnership to any particular organization

7. All entities involved in the delivery of a national partnership should mutually agree on the delivery model, respecting the scope of operations defined by the National ER Principles and with priority given to the requirement of the client.

Standard Procedures:
Approaching National Partners/ Prospects
1. All LCs wishing to approach MoC National Partners should first communicate with the MC by sending a written document or email stating your specific request from the organization, support needed, benefits for the organization and expected measurable outcomes of a partnership. 2. For activities, you should also include information about the event purpose, design, venue, dates, expected audience and your budget. 3. Only LC VPs should communicate with the MC on behalf of the LC for national ER support 4. The MC will review the pitch from the LC and respond within 5 working days.

5. If the MC decides to pitch this proposal to the national partner, the LC will be responsible for creating the proposal 6. MC ER responsible for the organization will be responsible for coordinating all contact between the partner and the LC, including phone calls and company visits. 7. All pitches to national partners for activities should be made no less than 3 weeks before the proposed implementation date. 8. Once the national partner has confirmed interest in an activity, the LC should send an external reception plan to the MC for review . 9. The LC should provide the MC and the partner with an evaluation report after the activity 10. The MC has the final say as to whether or not to pitch LC requests to a national partner

Discussion
What do you see as the current barriers for LC-MC cooperation? What are your proposed solutions? 7 minutes

Output 1:
MC-LC resources conflictsSolution: MC newsletter Lack of communication Solution: Online meetings Regional or National? MC-LC on LC-LC? =>Regular-Administration

How do we work with externals?

Partnership Operational Principles:

1. AIESEC in Mainland China is clearly presented as one organization to external organizations

2. All AIESEC in Mainland China entities shall deliver their required partnerships as per agreement with the organization, unless determined by the organization
3. All members of AIESEC in Mainland China entities should be accountable, transparent and professional in their conduct when engaging with external organizations.

Discuss
Professionalism is a very broad word, what are some of the procedures that you can think of that would help guide ER members to function more professionally on a local level 1.In approaching companies 2.In partnership delivery 7 minutes

Output 1:
Preparation 1) Standardize purpose 2) Co-call professional 3) Market survey-mutual benefits CV 1)Business manner (mutual benefits) 2) Video/PPT/Booklet 3) Principles Follow Up 1) Contract 2) Update ASAP 3) Feedback 4) Sustainable