Strategic Planning Process for Affiliates

[Insert Chapter or State Council Name Here]

© SHRM 2009

Planning Today for

Tomorrow’s Challenges

Presented by SHRM

The Three Primary Sections

I. Planning Principles

II. The Strategic Planning Process

III. Strategic Execution

©SHRM 2009

I. Planning Principles

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Strategic Planning Process for Affiliates

Our Mission

        Research...       ...Define...       ...Recommend strategic actions to achieve...       ...Our preferred future. 

If you don’t know where you’re going, any path will take you there.-Sioux proverb

©SHRM 2009

Program Objectives

   Review the key elements of a Strategic Planning Process.

   Explain the critical components of the Strategic Execution Planning Cycle.

   Develop and execute a Strategic Plan.

     Address concerns you may have about sustaining a long-term practice of planning.

©SHRM 2009

Planning Myths

Most people plan. Planning takes too much time and work, it bogs us

down. Planning is rarely looked upon as an investment. The best planning methods are based on complex

strategies. Planning should be concrete, not flexible.

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The Pareto Principle

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

SHRM OBJECTIVES/GOALS

COUNCIL/BOD OBJECTIVES/GOALS

Reactive Work

Low Priority Work

Suggested use of time

Act

ivit

y

II. The Strategic Planning Process

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Strategic Planning Process for Affiliates

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The Planning Process in Action

I.

Planning

Base

External Assessment

Internal Assessment

Assumptions

Priority

Issues

Where

are we now?

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The Planning Process in Action

I.

Planning

Base

II.

Results Required

External Assessment

Internal Assessment

Vision/

Mission

Assumptions

Priority

Issues

Objectives

Where

are we now?

Where do we want to be?

©SHRM 2009

The Planning Process in Action

I.

Planning

Base

II.

Results Required

III.

How

External Assessment

Internal Assessment

Vision/

Mission

Strategies

Assumptions

Priority

Issues

Objectives

Where

are we now?

Where do we want to be?

How will we get there?

©SHRM 2009

The Planning Process in Action

I.

Planning

Base

II.

Results Required

III.

How

IV. Implementation

External Assessment

Internal Assessment

Vision/

Mission

Strategies Action Plans

Assumptions

Priority

Issues

Objectives Contingency

Plans

Where

are we now?

Where do we want to be?

How will we get there?

Who must do what?

©SHRM 2009

The Planning Process in Action

I.

Planning

Base

II.

Results Required

III.

How

IV. Implementation V.

Review

External Assessment

Internal Assessment

Vision/

Mission

Strategies Action Plans

Monitoring

Assumptions

Priority

Issues

Objectives Contingency

Plans

Where

are we now?

Where do we want to be?

How will we get there?

Who must do what? How are we doing?

l. Planning Base/Assessment

• Data Collection> Historical Analysis> Environmental Scanning

• Challenges conventional wisdom• Provides insight for the future• Identifies strengths, weaknesses, opportunities and

threats

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II. Results Required/Visioning

• Components of our mission statement

• Components of our vision statement

• Components of our values

• Primary objectives

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III. How?/Strategies

• Needed strategies to achieve our preferred future

• Performance measures to monitor progress

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IV. Implementation

• Tactical action plans> Specific tasks> Responsibility levels> Time frames> outcomes

• Implementation elements to clarify roles• Contingency plans to explore alternatives

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V. Review

• Monitoring> To determine level of progress> Establish basis for alternative plans

• Controls> Before the fact> During the fact> After the fact

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Outcomes

• Clear picture of how trends impact our present and future

• Agreed upon direction and strategy

• Clearly defined mission, vision and values

• Specific, clear plans to improve our performance

• Development of team behaviors• Improved decision making

• Better leadership• Development of strategic

thinking and implementation skills

• Better allocation of resources and responsibilities

• Identification of short and long term “attention areas”

• Increased recognition as a “differentiator”

• Consistent, sustained success, as opposed to marginal success

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III. Strategic Execution

Strategic Planning Process for Affiliates

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Historical Analysis

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HIGHS

LOWS

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Historical Analysis

HIGHS

LOWS

Environmental AnalysisExternal

Area of Analysis Positive Negative Priority

(A,B,C)

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Environmental AnalysisInternal

Area of Analysis Positive Negative Priority

(A,B,C)

SWOT Analysis -- Strengths

Something we have,

our competition does not

and they can’t easily get.

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SWOT Analysis -- Weaknesses

Something our competition has,

we do not

and we can’t easily get.

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SWOT Analysis -- Opportunities

What are the overall issues,

based on what our scan tells us,

that we should be concentrating on?

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SWOT Analysis -- Threats

What can potentially

get in the way

of our success?

Primary Objectives

Primary Objectives Priority

(A,B,C)

Tactical Strategic

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What are the Perceived Barriers?

SHRM (Corporate Headquarters) ___________________________________________________________________________________________________________________________________________________________________________

Chapter or State Council ___________________________________________________________________________________________________________________________________________________________________________

Us (The Members of Chapter or Council)

___________________________________________________________________________________________________________________________________________________________________________

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Action Plan Worksheet

• Objective

• Situation Analysis

• Strategies

• Barriers to Overcome

• Resources Needed

• General Summary of Contingency Plan

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Action Plan Implementation Schedule

Action Item

(What?)

Responsibility

(Who?)

Completion Date

(When?)

Outcome

(Benefits)

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The Plan Sniff Test

• Is the plan realistic?

• Is the plan simple?

• Is the plan sequential? Does it flow properly?

• Is there a contingency plan?

• Will we know if we’re off track?

• Is the plan creative?

• Were all issues and facts taken into consideration?

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Implementation and Monitoring

• How and to whom will we communicate our objectives?• Who will be on the implementation team?• What roles will everyone have?• What training and development is necessary to better

position us for the future?• How often should we meet to review our status?

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The Continuum

• Your team is “never there”; they are always “getting there.”

• There are constant internal and external changes.

• Together, you are capable of doing anything.

©SHRM 2009