VOLUNTEER LEADERS’ SUMMIT 2015 NOVEMBER 19-21, 2015 | WASHINGTON, DC

VOLUNTEER LEADERS’ SUMMIT 2015 NOVEMBER 19-21, 2015 | WASHINGTON, DC
WEBCAST – MARCH 20, 2015 Sherry Johnson, SHRM-SCP, CAE SHRM Field Services Director [AR, LA, MS, OK, TX] BETTER TOGETHER: ALTERNATIVE CHAPTER STRUCTURES Hello and welcome to this session at the SHRM Volunteer Leaders Summit. It is my pleasure to host this session for you. I am Sherry Johnson and I will be your presenter. This is a subject that I am particularly passionate about; I do love working with the states and chapters as they consider the various options that are available to them. I’ve been a SHRM Field Services Director for six years, and during that time, I have been working with my colleagues to help chapters throughout the country identify different chapter options that are available. My goals for this presentation are to share with you the challenges many chapters are experiencing; then we’ll take a look at successful practices to address those challenges; and, we’ll think about new approaches to the traditional chapter structure. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

2015 SHRM VOLUNTEER LEADERS' SUMMIT
SHRM and its Field Affiliate Structure: The Society for Human Resource Management (SHRM) is the world’s largest association devoted to human resource management with over 280,000 members representing more than 160 countries. SHRM Chapter structure was established to provide SHRM members the opportunity to support the SHRM mission locally and participate in activities relevant to local needs. To bring local coordination to this ever-expanding structure, State Councils were then formed by SHRM to provide oversight to the chapters in that state and to represent the united voice of SHRM members in the state. A SHRM Strategic Review in 2009 and a resulting member-driven Chapter Study in 2010 showed that we needed to look at possible alternative structures that make sense for the future of SHRM and for the benefit of its members. As you know, we have over 280,000 members representing more than 160 countries. As SHRM grew over the years, we knew it was important to provide a local connection for our members to engage and network with one another. So, the chapter structure was put into place to give you an opportunity to support the SHRM mission locally, and to develop those activities that are important to your local needs. And, many HR issues are resolved at the state level; therefore, SHRM also wanted to show support for the chapters working together within their state. So, the state councils were then formed to provide oversight to the chapters within the state and to provide the opportunity for a united voice for the SHRM members within the state. Back in 2009, we had a strategic business review that looked at all of our operations. One of the outcomes of that strategic review was a chapter study that took place in 2010 and Maybe many of you in this session participated in that study. When we looked at the results of the study, it was clear that we had to look at some possible alternative structures that made sense for the future of SHRM and for the benefit of our members. Let me interject here that none of these possible structures are things that have to be done. They are structures that you may want to consider to maximize your effectiveness in your region – these structures are all optional. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Traditional SHRM Chapter: Based on our history and expectations at the time, we measured ourselves on how many new chapters were formed. Most common SHRM affiliate structure: one chapter affiliate = one city = one program site The result of the ‘unplanned community’ growth was almost 600 chapters at our peak and many new chapters who could not sustain themselves over time. In looking at our history, for a long time we measured our success as to how many chapters were formed, because we knew it was important for SHRM members to have a local connection with other SHRM members. So, if 10 members got together, they could form a chapter. The result of this was that the most common SHRM affiliate structure was one SHRM chapter = one city = one program site. This has worked fairly well; obviously, we’ve had our chapter structure for a long time. But the result is an unplanned community growth, in which chapters popped up wherever the group of members were without necessarily looking at a long-term strategy of how the area could be organized. At our peak, we had 600 chapters; but, we have had some realignment of chapters over the years. Unfortunately, what we are seeing is that a number of the newer, smaller chapters are having problems sustaining themselves over time. Now please don’t misunderstand me – being a small chapter has many benefits and many positive attributes; but, what you have to think about is do your chapter members expect more than you can deliver? 2015 SHRM VOLUNTEER LEADERS' SUMMIT

What did our chapters tell us? Chapter Leaders Struggle with: Financial resource issues Chapter dues pool not large enough for major projects Volunteer Burnout Volunteer pool not large enough for major projects Duplication/Competition issues Nearby chapters are doing the same thing This is what we were clearly told by the chapter volunteers during the chapter study . . . We were told that the chapter leaders were struggling with financial resource issues. They didn’t have enough money to do some of the major projects that they wanted to do. They told us that there was tremendous volunteer burnout. There were so many opportunities of projects for them to work on that they did not have enough volunteers to do all of the things that they wanted to do. We also heard from the volunteers that there is a lot of duplication. A lot of the chapters in the state were doing the same thing. So why shouldn’t they be talking more to deliver a better product in two locations as opposed to everyone starting from scratch and recreating everything? 2015 SHRM VOLUNTEER LEADERS' SUMMIT

How do we achieve balance? Chapter Leaders Ask: How do we increase our resources and services without losing that small-chapter, more personal interaction? But of course the study also clearly said that there needed to be balance. That the small personal interaction was just as important to members as are the member services that the larger chapters can provide. So challenge becomes how to preserve the feeling of the smaller, local chapter meetings? 2015 SHRM VOLUNTEER LEADERS' SUMMIT

SHRM Chapter Structural Shifts Some Chapters have already implemented realigned models to: Combine with existing chapters to pool resources Capture at-large members in remote areas Provide both local and expanded networking Improve availability of programming Expand volunteer base to meet their mission, reducing burnout Provide for focused activities based on need Gain united visibility in legislative & media relations Increase sponsorship revenue with wider reach Pool financial resources to be able to share administrative support So facing the volunteer challenges that we just talked about, several of the chapters began to align to work on these issues on their own; and, they reported that their realignment helped them achieve some really good results: They were able to pool resources. They found that they were attracting more at-large members. They were providing not only local programming, but expanded networking as well. The availability of programs, especially when they were able to develop webinars and other online education, was more readily available to some of the more remote areas in their geographic region. They found that by combining together, they could expand their volunteer base and so the volunteers had smaller chunks – they didn’t have to repeat every core leadership area in every location. They could focus solely on the ones that were important to them. They found that by realigning their models, they had greater visibility in both legislative and media relations. They found that sponsors were happier because they were reaching, in fact, more people. As you know, sponsors are hesitant sometimes to work with a smaller entity. And mostly, they were really happy that they could pool their financial resources and to have some administrative support that resulted in administrative relief, which I know is always on the top of your list. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

SHRM Chapter Structural Shifts Providing the Members with improved services, more options and increased access to services should be the primary reason for considering any change In the ‘new’ realigned chapter structure, combining volunteer and financial resources results in a greater variety of member services and engagement opportunities. It is important not to just initiate changes without knowing why you are doing it. The primary reasons for change must always benefit the members in the area, and the volunteer structure as well. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

What does the ‘new’ realigned chapter look like? The Chapter Affiliate – the sum of the geographic areas of members. Where you deliver your services. Much broader than one city or location. Member Service Areas (MSAs) – Local hubs (formerly individual chapters) that service the affiliate’s members. A chapter can be composed of as many MSAs as necessary – as few as 2, as many as 6-8, a state. Every situation is unique. Active MSAs make ‘big places smaller’. So let’s talk about what this new realigned chapter looks like. There is still a chapter affiliate. Affiliate is the term we use as the SHRM connection to the entity; but, it is the sum of several geographic areas where members are. It is where you deliver your services; and, it is much broader than one city or one location. You’ll hear me refer to the term footprint. So it is just a little bit larger geographic footprint than one chapter = one city = one meeting location. We do this by having a larger geographic footprint, but also by preserving member service areas. I’ll be using the term MSAs frequently; MSA stands for Member Service Area. A chapter, in the usual structure, has one member service area, in one city. Well, the realigned chapter could have as many member service areas as is necessary – as few as two, and we have some with as many as six to eight. They could even be a smaller state. The key is that every situation is unique and the purpose of the MSAs is to make big places smaller and more personal. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

What does the ‘new’ realigned chapter look like? Membership – Individuals join at the broader affiliate chapter level and can access all programs and services in the chapter regardless of location. Communications are tailored to your preferred MSA(s). Volunteer Structure – Combines the Governance Board at the Chapter level with Leadership Teams at the MSA level. There is a place for any member who would like to be engaged in a leadership positions. All MSAs are represented in the governance process. In this realigned model, individuals join at the affiliate chapter level and the beauty of it is that they can access all programs and services in the chapter regardless of location. For example, a member in a chapter with multiple member service areas can go to any program offered anywhere in that chapter. The possibility allows the member to work in one location, live in another location, and go to a meeting in another. For some members, this model works very well. The volunteer structure has been more efficient because it combines all of the positions and focuses on what positions that member service area needs. As I said before, they determine if they need all of the core leadership areas, or do they want to focus on certification and workforce readiness, while the member service area that is 45-minutes away may want to focus on college relations and legislative issues. So you get to pick and choose a little bit more and tailor the focused initiatives of your member service area. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Where can this new realigned chapter structure be implemented? New Audiences – In rural or remote areas where a new chapter would be a challenge to sustain. The remote area would be a new MSA of the affiliate chapter. [e.g. San Diego SHRM] Struggling Chapters – Rather than disaffiliation, becoming an MSA of another chapter keeps the connection going. [e.g. Carson City, Northern Nevada] Overlapping Chapters – If two chapters are duplicating efforts and dividing loyalties. [e.g. Northern California HRA and Santa Clara] There are five different options of how this model can be implemented: First – if there is a new audience. For example, if there is a remote or rural area where a new chapter would not be able to sustain itself, you could create a member service area of your chapter in that area to serve the needs of the HR practitioners in that area. (example, San Diego SHRM) Second – if there are struggling chapters. For example, if there are chapters that decide they are going to disaffiliate from SHRM because they have membership growth/retention challenges, or challenges with recruiting volunteers, by becoming a member service area of another chapter, this helps keep that connection going. (example, Carson City, Northern Nevada) Third – if there are overlapping chapters. For example, if there are two chapters in the same area, then there is an awful lot of duplication of effort and there is back and forth on the members’ part as to which chapter they should belong to. Sometimes, individuals join two chapters. These chapters could realign to become one chapter with multiple member services areas; and, the services to the members became stronger. (examples, Northern California and Santa Clara) 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Where can this new realigned chapter structure be implemented? Large Chapters – If there is decreasing engagement, it is harder to survive with a central meeting location, subdividing into MSAs will help retention. No need to have parts break away to form new chapters. [e.g. Middle Tennessee, Atlanta, PIHRA] States – For chapters under members, with duplication of efforts in states, create a new synergy by uniting and forming 4-10 Member Service Areas in the state under one membership with both statewide and local programming. [e.g. Hawaii and Rhode Island] Fourth – you can also use this structure if you are a larger chapter and you are getting to a point where people do not want to drive in to a central meeting location. Again, your geography, your footprint grew, but your meeting location is still in one place. By forming member service areas within your larger chapter, there is no need for people to break away and form new chapters. You just have more than one meeting location. (examples, Middle Tennessee, Atlanta, PIHRA). Fifth – is a state structure. The state structure works for those states that have under 800 members, definitely less than 1,000 members, where there is a lot of duplication and you only have a few chapters. You could become one state chapter with 2-4 member services areas. (examples, Hawaii and Rhode Island) 2015 SHRM VOLUNTEER LEADERS' SUMMIT

How would this new Realigned Chapter Operate?
SHRM VOLUNTEER LEADERS’ SUMMIT | 2015 An Overview Snapshot How would this new Realigned Chapter Operate? What is a must and what is an option? Now let’s take a look at how would this new realigned chapter would operate; and, what things are a must and what things are optional. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Key Reminders about a Realigned Structure SHRM Affiliation – One SHRM affiliate regardless of the number of MSAs One charter One chapter number Member Service Areas (MSAs) are an extension of the Chapter – NOT separate entities One SHAPE – includes activities of subgroups Bylaws – There is one set of bylaws for the chapter and all MSAs must comply with the bylaws and operational guidelines of the affiliate chapter Suggested wording in chapter bylaws – Section III. Member Service Areas In order to serve the geographic needs of the members, the Chapter shall establish local areas for the development and delivery of chapter services. These areas shall operate under the operational guidelines set forth by the Chapter Board of Directors. With regard to the structure, there is one SHRM affiliate regardless of the number of member service areas. There is one charter; one chapter number. And, the member service areas are part of the chapter; they are not separate entities. Many people find that is a relief because as a member service area, you don’t have to worry about bylaws changes; you don’t have to worry about turning in a SHAPE year-end report – there can be one SHAPE for the whole area. So, some of those administrative things are definitely reduced when you are one chapter with multiple member service areas. You do not have to be very detailed in your bylaws about having member service areas. At this point, depending upon the situation – again, each situation is unique – we hope that at some point you would in fact add more member service areas once you become comfortable with this model. So, rather than naming the member service areas in your bylaws, you might just want to add a section that says “in order to serve the geographic needs of the members, the chapter shall establish local areas for the development and delivery of chapter services.” And then to develop those operational guidelines for the chapter. In the bigger footprint, it is one chapter and one charter. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Realigned Chapter Operations Accounting/Finance One consolidated financial statement for chapter includes all activities MSA budget is within the overall chapter budget MSAs should follow a break-even or better balance CFSP is paid to one entity – the Chapter and the chapter manages the use of those funds through its budget. Dues and Events Chapter dues provides access to all chapter programs at the member rate regardless of location. MSAs do not have their own dues structure Program fees reflect local differences (venue costs, meal costs, speaker fees, etc.) Questions always come up about the accounting, the dues structure, and how the events work. Let me just say that all operational issues can be resolved. Sometimes, as I am working through all of the details with chapters that are considering this structure, it gets into the weeds and gets pretty tactical – and I understand that – but, there are chapters out there that have several member service areas and the accounting issues, and the dues and events issues, really can be all worked out. And, to me, that is a very individual interpretation when we come to working with your chapter realignment. But, these are some highlights that you might want to think about. As I said, member service areas do not have their own dues structure, but when those members pay their dues, some of that money is allocated back to the member service area for operational needs. So, it’s just a little different structure, but it does work well. And, the program fees can vary in each of the member service areas, based on the cost of your hotel, or sometimes the member service area can find a free location; so, although the dues is the same for everyone, the program fees will reflect the local differences in the cost of that local program. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Realigned Chapter Operations Governance Chapter President is the Chief Elected Officer MSA Chairs are elected on the annual chapter-wide ballot In the description of the Chapter Board either: Option 1 – The Area Chair of each approved MSA will serve on the BOD in a voting capacity Option 2 – The MSAs shall be represented on the Chapter Board by the assigned Directors who are responsible for the effective operations of the MSAs Each MSA would have a leadership team of positions needed to implement services but these are not governance roles. Regarding governance, the chapter president is the chief elected officer. The member service area chairs are usually elected right on the same ballot; they will put forth a name of someone that they would like to lead their local team. And, there is a local team of membership positions; but, again, you don’t have to have every position that a chapter has right now. You can have a chair, a chair-elect, a past chair, a programs chair, a membership chair, and maybe pick two of the core leadership areas that you would like to focus on. As we go through this, you can identify what positions are important to you. As I’ve previously mentioned, the chair of the member service area will generally serve on the chapter board of directors. You may come up with a different way that you would like to do it – you may want to have one person for every three member service areas be on the chapter board. But, again, that can be tailored to your unique situation. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

MSA Operations Member Service Areas Must comply with Chapter Charter and bylaws Have a team of leaders to focus on local needs Have their own section of the chapter budget to manage Have member and nonmember fees to attract membership Coordinate education topics and dates to provide the optimal schedule for members Support and implement the annual goals of the Chapters Member service areas must comply with the chapter charter and bylaws. As has been mentioned, there is a team of local leaders to focus on local needs. Each member service area has their own section of the budget to manage; and, that is where you’ll see the income and expenses for your events. Most likely the chapter would expect every member service area to operate on a break-even basis. You would, within the chapter, coordinate the education topics and dates so that you don’t overlap, because the beauty of the structure is that a member has more options than before to participate in educational programming. And, of course, the member service areas would always support and implement the annual goals of the chapter-wide board. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Branding Reminders Keep the Chapter Brand United and Consistent Name – There is only one inclusive Chapter Name for the service area [e.g. Northern Nevada HR Association] Member Service Areas – The branding is carried thru to the MSAs [e.g. NNHRA Reno Area, NNHRA Carson Area, NNHRA Elko Area]. A former chapter can keep their name but replace the word ‘chapter’ with ‘Area.’ Website The Chapter website has sections for each MSA and their activities. Map of geographic MSAs – a visual of service coverage Chapter and MSA education promo is chapter-wide Members will travel if the topic is right Options for chapter-wide webinars, all contribute content Some branding reminders: There is one name. I’ll use Northern Nevada as an example. The Northern Nevada HR Association is the name of the chapter and that is the chapter affiliate; and, they have several member service areas. It’s important on the chapter website to have a section for each member service area. Everything that goes on during the month should be listed on the website to show all of the opportunities presented by the member service areas. Each member service area is unique; it still has its unique qualities and its unique interests. So, on the chapter website, you really have to celebrate that and let each member service area work on their local member service area page so they can highlight their unique personalities. It’s also important to have a map to show your local member service areas – have a visual of your member service coverage. And, it’s also important to list all of the education that is available within the chapter – that is one of the key reasons for doing this; to provide a variety of topics that your members can choose from. (examples, SHRM Atlanta Geographic Emphasis Groups (GEMs); San Diego SHRM; and, Middle Tennessee SHRM) 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Other Reminders Legal Considerations Is this a Merger? Not technically One currently affiliated chapter/corporation will be realigned to include a larger geographic area; and, The individual memberships will be transferred to the surviving chapter. Groups develop a Memo of Understanding that outlines the details of the decisions made. The other chapter(s) will be disaffiliated and dissolved. What Does the Dissolving Chapter need to do? Notify SHRM of the disaffiliation (see Disaffiliation Guide) Transfer member records Follow state law to dissolve corporation Let’s talk a little bit about terminology. Are these mergers? My answer has to be “not technically” – you are not merging entities, because what really happens is that you will develop a memorandum of understanding (MOU) that outlines the details of the agreement; and, the individual members will opt into the remaining chapter, or maybe two chapters are coming together and they come up with a new name – in this example, you don’t have to pick between “A” or “B” chapter; you can pick a new chapter name that reflects your geographic footprint. The members actually transfer into that new entity and the chapters that are no longer will be disaffiliated and dissolved. And in dissolving your chapter, we do have a chapter disaffiliation guide that can help you; and, you would have to transfer your member records to the new surviving entity, and also follow state law to dissolve the corporation, if you are in fact incorporated. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

What are the challenges in a broader chapter? Assuring broad representation in governance Developing a model of inclusion Communication among the MSAs Retaining “all-chapter meetings” along with the subgroup’s meetings Balancing overall chapter strategic goals and core leadership area initiatives in subgroups Centralized database – easy access to local information Need a clear operational manual on how subgroups operate and contribute to the whole So, realistically, I know that this sounds like a rosy picture – this model is bound to work so well, that of course you want to do it. But, of course, there are challenges, and we have to be realistic about that. The model will work or not work depending on how well you address these challenges. The first one is to make sure you have a broad representation in governance, and that is really important. Each member service area wants to know that they are part of the decisions that are made at the chapter level. Develop a model of inclusion – just because they are a small member service area, they should still have a voice in your decisions as a chapter. And, large and small member service areas should have an equal contribution. There has to be strong communications among the member service areas; be sure you are always in touch with the chairs to make sure they understand the promotion deadlines, the production deadlines, how the events work, and things like that. It is also important, maybe even once a year, to have an all-chapter meeting. Maybe this would be during your annual conference, when everyone comes together because preserving that feeling that I am part of something bigger than my local member service area is also part of why this structure works so well. We have already talked about balancing the chapter’s strategic goals and core leadership area initiatives. Another of the challenges is selecting your centralized database – this is both a plus and a challenge, because once you do select that database, which is called an association management system or package, you will have everything in one place. You will be able to code people to their geographic area; and, you will be able to code events to that geographic area. So, the right association management system is very important – the ability to access that association management system remotely so that each member service area can go in and get their own information is also important. It is also important to have clearly stated operational manuals. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Member Service Area How do you start? So, how do you get started? 2015 SHRM VOLUNTEER LEADERS' SUMMIT

How do you start? Form a Task Force of Visionaries Analysis Statistics for your area/state Review the websites of the MSA chapters to find the commonalities Review the websites of other SHRM chapters with alternative structures Each area/state is unique and has different possibilities What is the best solution for the members based on what you know about the geographic area? The first thing you do is form a task force of visionaries. These have to be people who are willing to look at the analysis, the statistics, at other examples. As I mentioned every area in each state is unique and has different possibilities. So, you’ll need to determine what is the best solution for the members in your area, based on what you know about the geographic areas. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

How do you start? Acknowledge the pain points Loss of Identity Create ownership of the new identity Title Changes Financial Impact - Show how there is no loss of local funds or accountability Use each other’s strengths You each have strengths that can be part of the process Put efforts where success can be achieved first, then together work on the rest. Tap on the experience of your Field Services Director (FSD) and Member Engagement Associate (MEA) It is very important to acknowledge the pain-points. We have been working with a state that is considering becoming a state entity. All of the different current chapters have been allowed to just let go and talk about what their concerns are; again, to try and find that common ground after all of the common concerns are expressed. There is some lost identity – you may not be the “XYZ” chapter anymore; you will be the “XYZ” member service area – and, for some people, that is tough to get over. You have to create an ownership of the new identity, because in the end the new realigned chapter will be much stronger and you will be so proud of the member services you can now offer. Financial impact might be the most pressing question. When the realignment initially happens, whatever is in your chapter fund becomes part of your member service area fund. There is a budget line item for the member service area in the chapter budget. It’s just like having a department budget in a larger company budget. So, there really is no loss of local funds or availability. It is just a matter of setting up the accounting systems and managing it slightly differently. Every volunteer has different strengths that can be part of the process. Some may be able to visualize what the realigned entity will look like. Some may like to jump into the tactical side of it. But, work on a plan that will attack each of those things separately. What do we need to do first? What decisions do we need to make? What needs to be executed now? Certainly, tap into the experience of your Field Services Director and Member Engagement Associate. We have already developed many of the initial documents to help you get a visual of what your particular situation will look like. Allow us to help you tailor your options and the road map to help get you there. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

How do you start? What is the role of the leaders? To be a possibility thinker and look to a new model for member engagement To be a change agent and strategic architect and help others think through the possibilities To try as best you can to see the benefit to the end users (the member and the volunteers) in combining resources Be patient; take your time – it may take two years to be successful And, the role of the leaders – for that, we look to those of you who are in this session today, because you have shown an interest in this model, to be the possibility thinkers, to look for a new model for member engagement, to be a change agent, to be a strategic architect. You have to be able to visualize the end and the benefits to the end user, and get through some of those pain-points that you will encounter. I would add that you need to be patient – take your time. It takes, sometimes, two years for these situations to result in an actual change. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

Ready to be transformational leaders?
SHRM VOLUNTEER LEADERS’ SUMMIT | 2015 24 Ready to be transformational leaders? I hope this session has provided you with ideas for other options that are available to help your chapter and state council maximize your effectiveness in your region. If you have questions, or if you’re interested in more information regarding the member service area model and examples of how you can work better together, please contact your Field Services Director or your Member Engagement Associate (MEA) and they will help initiate the conversation with you and your chapter board of directors. These are your Field Services Directors…..

SHRM VOLUNTEER LEADERS’ SUMMIT | 2015 25
And, these are your Member Engagement Associates (MEAs).

THANKS! Thank you for attending this session and for all you do as a volunteer leader for your local SHRM chapter, your state council, and for SHRM! It’s due to volunteers such as you that chapter and state councils are moving forward by planning for the future. You are making a contribution to the HR profession through your role as a SHRM volunteer leader. We look forward to continuing to work with you. 2015 SHRM VOLUNTEER LEADERS' SUMMIT

VOLUNTEER LEADERS’ SUMMIT 2015 NOVEMBER 19-21, 2015 | WASHINGTON, DC

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