1. ©SHRM 2012 Strategic Planning Phyllis Shurn-Hannah November 15, 2012

2. ©SHRM 2012 2 Section Title (12 point Arial; color = white) What is Strategic Planning The process by which we can become what we want to become through setting a strategy. The identification of opportunities and the allocation of resources to exploit those opportunities. The rational determination of where you are, where you want to go, and how and when you are going to get there (GAP). It is setting the direction for the organization’s membership’s future (1 year, 3-5 years, and up).

3. ©SHRM 2012 3 Components of Strategic Planning Planning Base— Where are we now? Where have we been? Results Required—Where do we want to be? How—Specifically define how to get there. Implementation—Identify a plan to execute. Who does what by when? Review—How are we doing? Monitor the results.

4. ©SHRM 2012 4 Items for Consideration as You Plan Historical “highs” and “lows” of the chapter/council – where have you been? What is your history? Positives and Negatives for: Membership and Member Services Socio-demographics Competition Technology Economic Factors Government/Regulations Culture Structure Daily Practices Cost Efficiency Innovation and New Products/Services Financial Stability and Assets

5. ©SHRM 2012 5 Outcomes of Strategic Planning Clear picture of how trends impact the present and future Agreed-upon direction/strategy Clearly defined mission, vision, values Specific plans to improve performance Development of team behaviors through volunteers

6. ©SHRM 2012 HOW AND WHERE SHOULD WE START??? 6

7. ©SHRM 2012 SWOT ANALYSIS - Strengths 7 Something we have, our competition does not and they can’t easily get.

8. ©SHRM 2012 SWOT – Weaknesses 8 Something our competition has, we do not, and we can’t easily get.

9. ©SHRM 2012 SWOT - Opportunities 9 What are the overall issues, based on what our scan tells us, that we should be concentrating on?

10. ©SHRM 2012 SWOT Analysis - Threats 10 What can potentially get in the way of our success?

11. ©SHRM 2012 SWOT Analysis – Case Study Chapter XYZ – Membership SWOT Strengths – – membership has increased by 1% over the last 3 years –Membership Committee is strong, 8 – 10 committee members –Have not increased membership dues –Great educational programming Weaknesses – –Retention rate at 60% –Membership is not diverse and not representative of community –Low turn-out for meetings –Need more young professionals –Senior HR professionals in the area do not attend meetings –No succession plan in place 11

12. ©SHRM 2012 SWOT Analysis – Case Study Chapter XYZ – Membership SWOT Opportunities – –Large small business community –Join the local chamber of commerce –Partner with other local organization on programming –Work with student chapters in the area –Legislative programming Threats – –Other local professional organizations –Local Chamber has a senior HR group –Senior HR group meets in the area 12

13. ©SHRM 2012 13 Outcomes of Strategic Planning Improved decision making Better leadership—more cohesive team Development of strategic thinking and implementation skills Better allocation of resources and responsibilities Identification of short- and long-term “attention” areas Lists of short-term and long-term goals

14. ©SHRM 2012 14 Outcomes of Strategic Planning Increased recognition from external and internal sources Consistent, sustained success, as opposed to marginal success Strategic budget—a plan for 1-2 years and 3-5 years regarding what budget changes are needed to reach plan goals

15. ©SHRM 2012 15 After the Plan Follow up with your membership to share the plan goals and successes – keep them in the loop about your activities and how you are working for the best interests and successful future of the chapter/council The most important (and the most difficult) thing about strategic planning? NOT allowing it to just sit on a bookshelf!

16. ©SHRM 2012 QUESTIONS COMMENTS Thank You For your Volunteerism 16