Planning Today
for
Tomorrow’s Challenges
Strategic Planning Process for Affiliates
[Insert Chapter or State Council Name Here]
Presented by SHRM
© SHRM 2009
The Three Primary Sections
I. Planning Principles
II. The Strategic Planning Process
III. Strategic Execution
©SHRM 2009
I. Planning Principles
Strategic Planning Process for Affiliates
© SHRM 2009
Our Mission
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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.
©SHRM 2009
Activity
The Pareto Principle
SHRM OBJECTIVES/GOALS
COUNCIL/BOD OBJECTIVES/GOALS
Reactive
Work
Low Priority
Work
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Suggested use of time
©SHRM 2009
II. The Strategic Planning Process
Strategic Planning Process for Affiliates
© SHRM 2009
The Planning Process in Action
I.
Planning
Base
External
Assessment
Internal
Assessment
Assumptions
Priority
Issues
Where
are we now?
©SHRM 2009
The Planning Process in Action
I.
Planning
Base
External
Assessment
Internal
Assessment
II.
Results
Required
Vision/
Mission
Assumptions
Objectives
Priority
Issues
Where
are we now?
Where do we
want to be?
©SHRM 2009
The Planning Process in Action
I.
Planning
Base
External
Assessment
Internal
Assessment
II.
Results
Required
III.
How
Vision/
Mission
Strategies
Assumptions
Objectives
Priority
Issues
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
External
Assessment
Internal
Assessment
II.
Results
Required
III.
How
IV. Implementation
Vision/
Mission
Strategies
Action Plans
Assumptions
Objectives
Contingency
Plans
Priority
Issues
Where
are we now?
Where do we
want to be?
How will we
get there?
©SHRM 2009
Who must do what?
The Planning Process in Action
I.
Planning
Base
External
Assessment
Internal
Assessment
II.
Results
Required
III.
How
IV. Implementation
Vision/
Mission
Strategies
Action Plans
V.
Review
Monitoring
Assumptions
Objectives
Contingency
Plans
Priority
Issues
Where
are we now?
Where do we
want to be?
How will we
get there?
©SHRM 2009
Who must do what?
How are we
doing?
l. Planning Base/Assessment
•
Data Collection
>
>
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•
Historical Analysis
Environmental Scanning
Challenges conventional wisdom
Provides insight for the future
Identifies strengths, weaknesses, opportunities and
threats
©SHRM 2009
II. Results Required/Visioning
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•
•
•
Components of our mission statement
Components of our vision statement
Components of our values
Primary objectives
©SHRM 2009
III. How?/Strategies
• Needed strategies to achieve our preferred future
• Performance measures to monitor progress
©SHRM 2009
IV. Implementation
• Tactical action plans
> Specific tasks
> Responsibility levels
> Time frames
> outcomes
• Implementation elements to clarify roles
• Contingency plans to explore alternatives
©SHRM 2009
V. Review
• Monitoring
> To determine level of progress
> Establish basis for alternative plans
• Controls
> Before the fact
> During the fact
> After the fact
©SHRM 2009
Outcomes
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•
•
•
•
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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
©SHRM 2009
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•
•
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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
III. Strategic Execution
Strategic Planning Process for Affiliates
© SHRM 2009
Historical Analysis
HIGHS
LOWS
©SHRM 2009
Historical Analysis
HIGHS
LOWS
©SHRM 2009
Environmental Analysis
External
Area of Analysis
Positive
Negative
©SHRM 2009
Priority
(A,B,C)
Environmental Analysis
Internal
Area of Analysis
Positive
Negative
©SHRM 2009
Priority
(A,B,C)
SWOT Analysis -- Strengths
Something we have,
our competition does not
and they can’t easily get.
©SHRM 2009
SWOT Analysis -- Weaknesses
Something our competition has,
we do not
and we can’t easily get.
©SHRM 2009
SWOT Analysis -- Opportunities
What are the overall issues,
based on what our scan tells us,
that we should be concentrating on?
©SHRM 2009
SWOT Analysis -- Threats
What can potentially
get in the way
of our success?
©SHRM 2009
Primary Objectives
Primary Objectives
Priority
(A,B,C)
©SHRM 2009
Tactical
Strategic
What are the Perceived Barriers?
SHRM (Corporate Headquarters)
___________________________________________________________________
___________________________________________________________________
_____________________________________
Chapter or State Council
___________________________________________________________________
___________________________________________________________________
_____________________________________
Us (The Members of Chapter or Council)
___________________________________________________________________
___________________________________________________________________
_____________________________________
©SHRM 2009
Action Plan Worksheet
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•
•
•
•
•
Objective
Situation Analysis
Strategies
Barriers to Overcome
Resources Needed
General Summary of Contingency Plan
©SHRM 2009
Action Plan Implementation Schedule
Action Item
(What?)
Responsibility
(Who?)
Completion Date
(When?)
©SHRM 2009
Outcome
(Benefits)
The Plan Sniff Test
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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?
©SHRM 2009
Implementation and Monitoring
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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?
©SHRM 2009
The Continuum
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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