www Richmond SHRM org Richmond SHRM New Board
www. Richmond. SHRM. org Richmond SHRM New Board Member Orientation December 2014
www. Richmond. SHRM. org AGENDA • • 2 Welcome and Introductions Overview of National SHRM About Richmond SHRM Mission/ Vision/ Purpose Board member Expectations 2015 Calendar Resources Strategic Plan and Discussion
www. Richmond. SHRM. org SHRM Organization • Founded in 1948 – 575 affiliated professional chapters within the United States and – members in more than 140 countries. • 250, 000 professional/ student members • 350 staff members and 7, 000 Volunteer Leaders • Headquartered in Alexandria, VA for influence on Capitol Hill • Five regions with Regional Team liaison between SHRM and members 3
www. Richmond. SHRM. org SHRM is the global HR professional organization that exists to: § Build partnerships § Provide a global community to share expertise & create innovative solutions § Provide thought leadership, education, & research § Be an advocate on the most critical issues facing workplaces & the human resource profession 4
www. Richmond. SHRM. org 1. 2. 3. 4. Provide high-value resources to existing core membership Be a global organization Operate as a financially sustainable organization Evolve positioning to become more of an advisor and advocate
www. Richmond. SHRM. org National SHRM Organization: Structure New Board Orientation SHRM® Board Membership Advisory Council Regional Councils Special Expertise Panels Members State Councils Local Chapters Staff Support 6 Governance Committee* • Corporate Social Responsibility/Sustainability • Employee Health, Safety & Security • Employee Relations • Ethics • Global • HR Consulting/Outsourcing • Human Capital Measurement/ HR Metrics • Labor Relations • Organizational Development • Staffing Management • Technology & HR Management • Total Rewards/Comp & Benefits • Workplace Diversity
Seven CLAs www. Richmond. SHRM. org Membership SHRM Foundation College Relations Diversity Certification Government Affairs Workforce Readiness 7
www. Richmond. SHRM. org About Richmond SHRM • One of the largest chapters in the U. S. – Top 20 Super Mega status – 1200 Members • One of the oldest chapters in the U. S. – 57 years of excellence • One of the best chapters in the U. S. – Consistently recognized by SHRM as exemplary 8
New Board Member Orientation Richmond SHRM -Organization www. Richmond. SHRM. org Chapter DEMOGRAPHICS 9
Gender Ethnicity Other Hispanic 3% 1% Male 21% Black 15% www. Richmond. SHRM. org Female 79% White 81% Traditionalists ('27 Gen Y ('84 -'02) -'45) 2% 2% Birth Year Gen X ('65 -'83) 44% 10 Baby Boomers ('46 -'64) 52%
Education and Certification Doctorate 3% High School/GED/Assoc. 10% www. Richmond. SHRM. org Master's 37% Bachelor's/Beyond 51% W/Out Certifications 43% 11 With Certifications 57%
Industry. Government 12% Company Size Other 24% Less than 100 20% Over 1000 49% 100 – 499 [PERCENTAGE] 500 – 999 10% Services 10% www. Richmond. SHRM. org Health 13% Education 4% Finance 7% Employee Legal Development Job Function Relations 1% 5% Insurance 6% 7% 4% Other 17% uitment % Comp and Benefits 8% Retail 5% HR Generalist 47% Manufacturing [PERCENTAGE] Job Title Consultant Other 18% nsultant 8% Consulting 9% HR Specialist 9% Partner/CEO/CHRO 8% Manager 30% Director/Assist. 20% VP Assi [PERCEN
Board Member Expectations www. Richmond. SHRM. org Ø Planning – Participate in setting goals and carrying out specific plans for your area (organizational goals) – Develop area objectives for the year (maintenance goals) Ø Financial – Develop budget for area – Operate responsibly within budget – Help with fundraising 13
Board Member Expectations www. Richmond. SHRM. org Ø Attend all Board Meetings Ø Attend as many chapter meetings and events as possible · Learning Events, Socials and Networking Ø Encourage others to attend and get involved in the chapter Ø Spread the word about our offerings · · 14 To other HR leaders and in your organization Learning Events – all offer HRCI credits Certification study groups Career center (job board) – makes revenue for chapter
Board Member Expectations www. Richmond. SHRM. org Ø Lead and develop your committees – Ensure you have right talent on your teams – Inspire and gain commitment from teams around 2013 goals – Coach Committee Chair in development of committee members, goal achievement – Solicit new committee members as needed – Regularly Review progress against metrics with committee chairs 15
www. Richmond. SHRM. org Richmond SHRM Staff 16 Jeannie Alcott Executive Director 804 -338 -6977 Patricia Villa Event and Member Coordinator 804 -482 -7131 (ext. 2) Karen Baker Sponsorship Coordinator 804 -482 -7131 (ext. 4)
Conference calls and webinars • www. Richmond. SHRM. org Quarterly CLA webinars/conference calls http: //www. shrm. org/Communities/Volunteer. Resources/Pages/clas. aspx • Chapters by Size webinars/conference calls • Volunteer Leaders Webcast Series http: //www. shrm. org/Communities/Volunteer. Resources/Resourcesfor. Chapters/Pages/Chapter. By. Size Conf. Call. aspx http: //www. shrm. org/Communities/Volunteer. Resources/Webcast. Archivesfor. Volunteer. Leaders/Pages /VLWebcast. Schedule. aspx Also refer to monthly SHRM Update and/or VLRC Master Calendar www. shrm. org/vlrc • 17 SHRM Connect http: //community. shrm. org/Home/ Form a chapter discussion group on SHRM Connect
www. Richmond. SHRM. org www. shrm. org/vlrc Volunteer Leaders’ Resource Center (VLRC) Ongoing and Archived Webinars and Conference Calls for each CLA Resources for each CLA 18
Board Member Resources www. Richmond. SHRM. org • SHRM’s Volunteer Leader Resource Center at www. shrm. org/communities/volunteer resources. com • Board Portal - where all pertinent info is stored! – Log in to your account to access 19
www. Richmond. SHRM. org Results of 2014 Strategic Planning July 17, 2014
www. Richmond. SHRM. org • Themes of the Day – – Brand – building our brand delivering on our brand promise Appealing to business and business leaders (not only HR) Focusing on the “critical few” and executing on goals/objectives Organization Design: • Board/Staff/volunteer and committee role clarity and team approach to our work • Clear objectives/expectations, leadership/team norms and commitments • Improved efficacy of processes/approaches/project management – Workforce Development – a workforce development strategy is a key priority – Partnerships (applies to all strategic pillars, and internal as well as external partnerships) – D&I – woven into the fabric of all we do 21
www. Richmond. SHRM. org RSHRM Vision: Inspiring Excellence through People and Culture We will accomplish this through: • • Diversity and Inclusion: being leaders in driving the implementation of best in class D&I practices that deliver enhanced business outcomes Community Leadership: being leaders in the community for workforce development efforts that • Drive positive business outcomes, • elevate Richmond nationally in workforce development, and • support economic development in the region. Professional Development: delivering programming and resources that deliver professional growth for HR practitioners, resulting in enhanced business performance and strategic value delivered to businesses by HR Member Engagement: creating value for the Richmond business and HR community; becoming the go-to organization/strategic partner for talent and workforce development 22
www. Richmond. SHRM. org Beginning in 2015 strategic pillars are proposed to expand to 5: • • • Professional Development, Community Leadership, Member Engagement, Shared resp. for membership growth Business Development Diversity and Inclusion, The intent of these changes are to 1) Emphasize membership growth as a sustainable source of funding, in concert with membership engagement activities, and 2) weave D&I focus into the fabric of the organization and all pillars. • Additionally, Board members will be aligned with pillars to effectively execute on the strategies and tactics. Measures of Success: • • 23 new revenue streams, participation levels increase, participant feedback, broader community reach, senior leadership support (including $). These (and other measures) need to be built into each strategic work stream with additional specificity.
Proposed 2015 – 2018 Strategic Initiatives www. Richmond. SHRM. org 1. Grow membership and revenue through effective business development efforts – Build a sustainable enterprise financial model – Define and build the brand promise (including possible name change) and leverage it towards all efforts, including Sterling Awards 2. Create a Diversity and Inclusion Strategic Pillar – Integrate RADR fully into the organization through VP role on Executive Committee – Execute D&I conference in 2015 – Establish partnering relationships with NAAA, and Hispanic and Asian chambers 3. Increase membership engagement by creating a high quality chapter life experience – Develop and implement effective on-boarding for new members, and internal leadership succession planning – Develop a plan to build a sustainable volunteer program that supports seamless execution of all programs and chapter activities – Continue to build and execute robust, value-added professional development programming 4. Become a leader in Workforce Development in the Richmond region – Create a three year WFD strategy and tactics, including building partnerships with other Richmond WFD organizations 24
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