©shrm 2009 1 leadership conference session one breakout thursday, november 19, 2009 2:30 p.m. –...
TRANSCRIPT
©SHRM 2009 1
Leadership Conference
Session One Breakout
Thursday, November 19, 2009
2:30 p.m. – 3:30 p.m.
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Welcome!
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• Why we changed the Leadership Conference format• What you can expect• Stated outcomes:
> For you to develop professionally. > Understand your role and SHRM’s expectations.> Draw a line connecting SHRM’s strategy to that of
chapters and state councils.> Facilitate meaningful dialogue between SHRM and its
volunteer leaders and the volunteer leaders with each other.
Overview
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• Effective succession planning. • Review chapter or state council governance
structure.• Develop current talent. • Design and implement measurement and
recognition systems.• Hold volunteers accountable.
Talent Manager/Organizational Designer
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• This is your roadmap for the next year. It has been designed to give you the space you need to take notes, jot down your great ideas (and the ideas of others) and to help you put together your action plan for the coming year.
• This workbook will ensure your strategies link to SHRM’s.
• For those who have other members of their board here with them, District Director’s CMP’s, etc., this is an exceptional opportunity for you to share your thoughts and learning in “real time.”
How to Use Your Workbooks
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How to Use Your Workbooks – cont.
• In addition, this workbook should also help you think through your career plan and remind you that it is equally important that your volunteer experience is both enjoyable and professionally rewarding.
• Take a few minutes and review your workbook now.
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Introduction to Breakout Sessions
Bringing It All Together
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Friday, November 20, 2009
9:45 a.m. – 12:00 Noon
Understanding Your Operations
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Welcome Back
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Understanding Your Operations
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• During this session you will take an extensive look at how to ensure your strategy is in line with SHRM’s.
• You will focus on planning and strategic planning – including succession planning, transition planning, and understanding your role as a volunteer leader. This session is key to helping you have a strong start to the new year!
Session Overview
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• SHRM and Affiliate Alignment.• Your Role As a Volunteer Leader.• Strategic Planning.• Succession Planning.• Transition Planning.
Agenda
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• Knows how to make the change happen.• Articulates SHRM’s vision and strategic
objectives and aligns initiatives in support.• Sustains strategic agility on the board.• Engages chapter/state council members,
potential members, vendors and the business community.
Strategy Architect
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SHRM’s Strategy
SHRM Vision
SHRM will be a globally recognized authority whose voice is heard on the most pressing people management issues of the day – now and in the future.
SHRM Strategy
•SHRM will continue to provide high-value resources to its existing core membership.•SHRM will be a global organization.•SHRM will operate as a financially sustainable organization in order to fulfill its mission for the HR profession.•SHRM will evolve its positioning to become more of an advisor and advocate.•SHRM will attract and engage senior HR executives and business/organization leaders.•SHRM will engage non-HR professionals.
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• Growth opportunities exist among:• Young HR professionals.• Men.• Minorities (Hispanic/Latino and African-
Americans).
• The U.S. HR population is concentrated in relatively few states; eight states account for over 48 percent of total HR employment: California, New York, Texas, Florida, Illinois, Pennsylvania, Ohio, Virginia.
Fact & Data
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About SHRM Membership
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The Hierarchy of Organizational Statements
Mission: Why we exist.
Values: What we believe in and how we will behave.
Vision: What we want to be.
Strategy: What our competitive game plan will be.
Balanced Scorecard: Explains how SHRM monitors and implements its plan; organizational goals cascade from the CEO with a clear line of sight throughout the organization.
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From the Harvard Business Review article “Can You Say What your Strategy Is?” by David Collis and Michael Rukstad.
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The Hierarchy of Organizational Statements – Cont.
Strategy: What our competitive game plan will be:
The basic elements of a Strategy Statement include the following operational definitions:
1. Objective = The “ends” that the strategy is designed to achieve.
2. Scope = The part of the “landscape” in which the organization will operate; boundaries.
3. Advantage = The essence of the strategy; what our business will do differently or better than others. External component explaining our value proposition; and an internal component describing how internal activities are aligned to deliver on that value proposition.
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From the Harvard Business Review article “Can You Say What your Strategy Is?” by David Collis and Michael Rukstad.
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SHRM’s Business Model
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External Realities• Financial history of industry• Overall business environment• Member/Customer base• Root-cause analysis
Internal Activities• Strategy• Operations• People• Organization
Financial Targets• Operating margins• Cash flow• Capital intensity• Revenue growth• Return on investment
IterationRepeated iteration produces tested, actionable models (regular/routine)
* Execution - Bossidy/Charan
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Strategy Alignment Exercise
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According to the U.S. Bureau of Labor Statistics (BLS):• Women volunteer at a higher rate than men across all age
groups.• Persons between 35-44 are most likely to volunteer.• Persons in their early 20s are least likely to volunteer.• Married persons volunteer at a higher rate than those who
have never married.• Parents with children under age 18 were substantially more
likely to volunteer than were persons without children. • Among persons age 25 and over, 42.2 percent of college
graduates volunteered, compared with 18.1 percent of high school graduates and 9.4 percent of those with less than a high school diploma.
Volunteer Fact & Data
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Volunteer Fact & Data – Cont.
According to the BLS – cont.:• Employed persons are more likely to volunteer than
unemployed persons.• Volunteerism has remained stable for the past few years,
despite a 3.5 percent drop from an all-time high in 2005.
Where are all the volunteers?
According to volunteeringinamerica.gov:• Between 2006 and 2008, the average national volunteer
rate was 26.4 percent per year. The top five volunteer states:
> Utah 43.5%
> Nebraska 38.9%
> Minnesota 38.4%
> Alaska 38.0%
> Iowa 37.1%20
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• Provide leadership to the local chapter or (state council) consistent with state, regional, and SHRM policy, strategies and objectives. Effectively operate the chapter so that the needs of the members are met. Perform other duties as required by the local chapter’s bylaws. Serve as a voting member of the chapter or state council. You are the principal SHRM representative to HR professionals in your community.
• What type of legacy did you follow?• What kind of legacy do you want to leave?
Your Role As a Volunteer Leader
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Your Role As a Volunteer Leader- Cont.
• What challenges do you face as a volunteer leader?• What are ideas to help you overcome your
challenges?• How can you establish systematic changes that
remain after you have moved to another role?• Review the volunteer leader competencies; which
ones are strengths and opportunities for growth for you? For your chapter or state council?
• What strategies can you execute to continue to move in the right direction?
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Your Role As a Volunteer Leader- Cont.
The top questions every board member needs to ask
(from Owning Up, by Ram Charan):• Is our board composition right for the future?• Are we addressing the risks that could derail our efforts?• Are we prepared to do our job when a crisis erupts?• Do we have the right succession plan in place?• Do we really “own” our strategy or are we just biding our
time?• How do we leverage our limited time?• How can board self-evaluation improve our functioning and
output?
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• Strategic planning begins with goal setting …
> How do you define your chapter/state council?• Current reality.• Desired future.
> What do your chapter members want to be?• Member value.• Community value.
> What is your purpose?• How do you want to confirm buy-in?
Strategic Planning
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Strategic Planning – Cont.
How far in advance do you establish a plan?• Three-year STRATEGIC plan.• Two-year OPERATIONAL plan.• One-year TACTICAL plan.
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Strategic Planning – Cont.
Three-year STRATEGIC plan
> Long term development plan.> High-level, directional tool.> Drives goal-setting for OPERATIONAL plan.> Aligned with SHRM’s goals!> Driven by needs assessment/gap analysis results.> Used to drive leadership succession planning and
board growth.> Readjusted annually.
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Two-year OPERATIONAL plan
> Intermediate planning and budget and resource planning.
> Continuing needs for analysis/gap analysis.
> Initiates planning cycle of large projects, events.
> Sets fundraising goals for next year plan.
> Used as tool to determine board continuity
• One- vs. two-year board assignments.
• Succession planning requirements.
Strategic Planning
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Strategic Planning – Cont.
One-year TACTICAL plan
> Annual implementation plan for annual chapter and board assignments.
> Short-term focus.
> Integrates OPERATIONAL plan goals into board goals.
> Also integrates specific short-term board-sponsored initiatives to implementation plan per planned budget/resources/motivation.
> Chapter-metrics feedback loop.
Four Steps to Conduct a Needs Assessment:
> Perform a gap analysis.
> Identify priorities and importance.
> Identify performance causes and opportunities.
> Identify possible solutions for growth.
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Three different approaches:
– Management Driven.
–Succession Planning Pools.
–Top down/Bottom up.
Tips for Volunteer Succession Planning
Allow for bottom-up input, but also identify next leaders top-down
(reverse challenge from business succession planning).
Ensure that you understand what volunteers want to get out of
volunteering.
Deliver on the deal – make it win-win.
Align your recruitment messages to what each generation wants to
hear.
Source: n-gen People Performance Inc.
www.ngenperformance.com
Succession Planning
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Succession Planning – Cont.
Tips for Volunteer Engagement:
Short-term volunteer projects, episodic volunteer opportunities,
family involvement and release time.
Performance reviews of volunteers (transparency).
Increased use of the virtual world (blogs, netmeetings, e-mail).
Rotating leadership.
Source: n-gen People Performance Inc.
www.ngenperformance.com
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10 Steps
1. Establish a strategic plan (vision, mission and goals). 2. Evaluate current volunteer roles: confirm relevancy.3. Establish a “line of succession” for positions.
> Evaluate/update job descriptions/customize for your needs.4. Analyze member roster for potential volunteer leaders.5. Determine the key leaders for whom successors will be identified.6. Evaluate value proposition for attracting/retaining volunteers.
Succession Planning
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Succession Planning - Cont.
7. Identify the competencies of current key leaders. > Identify experience and duties required.> Identify personality, political savvy and judgment.> Identify leadership skills.
8. Select the high-potential members who will participate in succession planning. > Identify gap between what the high-potential members are
able to do presently and what they must do in the leadership role.
> Create a development plan for each high-potential member to prepare him or her for the leadership position.
> Perform development activities with each high-potential member.
9. Interview and select a member for the new leadership position.
10. Evaluate it! Communicate it! Stick to it!
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A Transition Plan
is a document that shows the activities that need to be carried out to ensure smooth transitioning of people (which requires the handing over of documents, strategies and services) with minimal or no disturbance. In short, it will be your knowledge-development plan and, if done properly, will ensure that important information is carried from person to person – during any transition (planned or unplanned).
Transition Planning
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Succession Plan
Transitioning Strategy
Transition Schedule • The transition meeting should happen at least 1 month before the new terms begin or sooner.•Will shadowing be part of the transition? If yes, how far in advance?•Date by which incumbents need to have documents prepared for the transition.•When will you need pictures and bios of new board members.•Date by which all volunteer positions need to be updated.
Transition Plan Outline
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Transition Plan Outline - Cont.
Transition Governance Each board member needs to identify and document the exact activities that need to be transitioned
•Status Reporting: How will you know the process has been successful?•Progress Review Meetings: How do you plan to keep track of what needs to be done?•Team Meetings
MilestonesResource Management Plan: What resources and information
(important documents) does the chapter or state council need to keep track of?
Risk and Mitigation Strategy
Budget and Financial Management
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Friday, November 20, 20092:00 p.m. – 5:00 p.m.
Understanding Your Operations - Continued
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Welcome Back
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Operational Executor:• Implementing chapter/state council strategies, procedures
and policies to ensure operational efficiency and effectiveness.
• Enforcing these policies.• Effectively utilizing technology to increase volunteer
productivity and decision-making.
Business Ally:• Understanding of SHRM and volunteer structure.• Knowledge of chapter/state council operations.• Ability to effectively articulate the chapter or state council’s
value proposition to stakeholders.• Leverage technology to ensure effective chapter/council
operations.
Operational Executor & Business Ally
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• Evaluate the key requirements for running an effective chapter or state council.
• Hear from SHRM staff and experts regarding issues that affect the operations of your volunteer structure including: financial, legal, liability, technology, communications and resources.
• Network with fellow volunteers to brainstorm and share best practices.
Session Overview
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• Financial Essentials. • Liability Protection. • Technology. • Working with the Media.
Agenda
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Mary Mohney
SHRM’s Chief Accounting Officer
Financial Essentials
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Liability Protection
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Henry Hart
SHRM’s General Counsel
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Leveraging Technology
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Chad Houghton
SHRM’s Director, E-Media & Advertising Business Development
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Working with the Media
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Amy Thompson
SHRM’s Director, Public Affairs
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Saturday, November 21, 2009
9:30 a.m. – 12:00 noon
Successful Chapter/State Council Practices
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Welcome Back
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• 9:30 a.m. – 10:45 a.m.> SHRM As a Resource
• SHAPE
• VLRC
> Communication> Recognition & Rewards> Innovation> Partnerships & Alliances> Programming
• 10:45 a.m. – 11:00 a.m.> Break
• 11:00 a.m. – 12 noon> Pulling it all together
Agenda
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• Respected, admired and listened to. • Promises and delivers results for the
chapter or state council with integrity.• Effectively shares information.• Fosters effective trust relationships with
key individuals internally and externally.• Takes appropriate risks, provides candid
observations and effectively influences others.
Credible Activist
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• During this session learn what strategies and tactics will help you engage and retain your valuable volunteer resources!
• You’ll also review the resources SHRM provides to ensure your success.
Session Overview
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• SHRM Affiliate Program for Excellence (SHAPE).
• CLIF and SCLIF.• How to Use Staff As a Resource.• Benefits.
SHRM As a Resource
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• Site developed to assist volunteer leaders with their roles.
• Many resources available for every volunteer.
• Don’t reinvent the wheel!
• Updated frequently with new information, links and toolkits!
Volunteer Leaders’ Resource Center (VLRC)
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• Conference Calls
Use conference calls as a way to meet with members of your board. Working with a well-planned agenda, you will find that it is an easy and effective way to run the business without leaving your office or home.
• Newsletters
Simple, short and sweet! Don't rush headfirst into newsletter production without deciding what you are trying to accomplish. The purpose should be discussed among the officers and written out for the chapter's permanent files. Precise, well-planned, written objectives will make the editor's job easier and help resolve the disposition of questionable content material.
Communication
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Communication - Cont.
The following suggestions for objectives are based on an analysis of several existing newsletters published by SHRM chapters:
• To create and maintain a favorable image of an active chapter working for the professional development of its members.
• To keep the membership informed of chapter projects, activities and upcoming meetings.
• To disseminate relevant professional information viewed as beneficial to the members.
• Keep the objectives simple, explicit and understandable. They should function as criteria by which to measure the acceptability of any material considered for publication.
• For more information: check out the volunteer resource center.
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Communication - Cont.
• Running Effective Member Meetings and Board Meetings
We’ve provided you with a new meeting agenda and a handout that will help you run well-planned and organized meetings. Arrive on time, avoid running over, and work from your agenda.
Go to www.effectivemeetings.com for more ideas!
Use the right mix of communication channels to your members.
• Social Networking
Establishing a group or simply connecting with members in SHRM Connect is a great way to communicate with members.
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It doesn’t take a lot of money or time to show your appreciation for a volunteer job well done. While we know that not everyone wants to be recognized or appreciated in the same exact way, there are ways you can show your appreciation that is both a reflection of you and your volunteers. Volunteer Appreciation week is April 18-24, 2010.
Online Resources:
www.energizeinc.com
www.volunteergifts.com
www.pointsoflight.org
Recognition & Rewards
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in no va tion⋅ ⋅ ⋅ • –noun 1. something new or different
introduced: numerous innovations in the high-school curriculum. 2. the act of innovating; introduction of new things or methods.
Source: Dictionary.com
Innovation
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• Purpose
> Increase collaboration within your chapter/state council.
> Build effective professional alliances to impact your chapter/state council’s strategic goals and objectives.
> First establish the goals and objectives of the chapter/state council, and related committees you serve on.
• What does your chapter/state council want to accomplish over the next 1-3 years? If you don’t know, find out. If there isn’t a plan, there should be. Holding a planning meeting with your incoming board provides an opportunity for alignment and understanding.
Partnerships & Alliances
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Partnerships & Alliances - Cont.
> Second, develop relationships BEFORE you need them.
> Third, just as your organization is involved in the community, so should your chapter/state council. Corporate Social Responsibility/Sustainability creates a win-win situation through the development of external partnerships or alliances that make a positive impact on the reputation of our chapter/state council, but also creates awareness of who we are and what we do.
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Partnerships & Alliances - Cont.
• Finally, is your chapter/state council a member of the Chamber of Commerce? This is a great alliance to build and I’m sure many of you in this room could share success stories from partnerships with the Chamber as far as increasing exposure in the community as well as increasing membership. At Chamber events you have an opportunity to speak to business owners, CEO’s and people from all parts of an organization, not just HR professionals.
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One of the biggest challenges you will face is selecting a meaningful and timely topic and finding a speaker for your program. Here are some ways chapters have located speakers:
Assign each board member responsibility for finding speakers for particular topics.
• Attorneys.• Board member contacts.• Find out who other chapters have used.• Invite SHRM staff to speak (Speaker Directory online at
http://www.shrm.org/speakers).• Local, state or national SHRM volunteer leaders.
Programming
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Programming - Cont.
• Network with other chapters and state councils and share successful speakers and programs.
• Network with senior chapter members.• OSHA staff.• Scan the business announcements. • Through colleges and universities.• Use speakers from state conferences.• Use the Chamber of Commerce staff or contacts.• Use the SHRM Speakers Bureau (Speaker Directory online
at http://www.shrm.org/speakers).• Well-known local professionals.
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Welcome Back!
Saturday, November 21, 2009
11:00 a.m. – 12:00 noon
Pulling It All Together
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• Recognizes, articulates and helps shape the culture of the chapter/state council.
• Demonstrates and values the culture.• Personalizes the culture.
> helps others realize meaning in their volunteerism.> emphasizes balance in their lives.> encourages innovation.
Cultural Steward
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• We have provided you with a ton of great information and we are sure you found the networking within your functional role, as well as throughout the conference, especially rewarding.
• Now take a few moments and complete the Strategy worksheets!
So Now What?
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MissionWhy do we exist as a SHRM Affiliate?
ValuesWhat we believe in and how we will behave.
VisionHow we want to leverage our SHRM affiliation.
StrategyWhat do we want to achieve?What will we do differently or better than competitor HR-related associations?
Balanced ScorecardExplains how you and SHRM will monitor and
implement your plan, based on overall organizational (SHRM) goals. (Hint: start with SHAPE document.)
What Is Your Strategy?
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Top three things you know you need to accomplish in 2010 (think alone first and then brainstorm with any team members present):
Challenges you will face trying to accomplish your goal:
Steps you’ll take to overcome any obstacles you encounter:
Pulling It All Together
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Thank you for joining us!