Strategic Planning Workshop 2017...©SHRM 2018©SHRM 2018 Cross-Pollination of SWOT 18 STRENGTHS...

©SHRM 2018 ©SHRM 2018

Leadership 20/20Strategic Planning Workshop

©SHRM 2018 ©SHRM 2018

Before You Plan 2

MISSION STATEMENT• what we do; purpose of organization

VISION STATEMENT • how we want it to be; future state of organization

VALUES • what do we stand for; culture framework

PRIMARY OBJECTIVES • how to get there; translated into goals and action plans

©SHRM 2018 ©SHRM 2018

Workshop Objectives 3

• Discuss the value of Strategic Planning• Walk through the Strategic Planning Life Cycle• Facilitate activities to write clear Mission and Vision

Statements• Facilitate activities to identify Primary Objectives• Facilitate activities to develop of SMART Goals• Facilitate activities to develop Action Plans• Discuss the fundamentals of Strategic Budgeting• Discuss execution of the Strategic Plan • Discuss evaluation of the Strategic Plan

©SHRM 2018 ©SHRM 2018

Mission StatementVision StatementEnvironmental ScanningAnalytical Methods

Communicate the PlanExecute the Plan

Primary ObjectivesSMART GoalsAction PlanningStrategic Budgeting

Monitor and Course Correct

Strategic Planning Life Cycle

Clarify

PlanExecute

Evaluate

4

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

5

©SHRM 2018 ©SHRM 2018

Mission Statement Fundamentals 6

Feeding America: To feed America’s hungry through a nationwide network of member food banks and engage our country in the fight to end hunger.

Mayo Clinic: To inspire hope and contribute to health and well-being by providing the best care to every patient through integrated clinical practice, education and research.

NPR: To work in partnership with member stations to create a more informed public – one challenged and invigorated by a deeper understanding and appreciation of events, ideas and cultures.

TED: Spreading Ideas.

The Rotary Foundation: To enable Rotarians to advance world understanding, goodwill, and peace through the improvement of health, the support of education, and the alleviation of poverty.

Elements of an effective Mission Statement:• Clear, specific, concise, sharply focused, & memorable• Focuses on satisfying customer needs• Based on core competencies & strengths• Motivates & inspires employee commitment

ExamplesElements

The Mission should answer the following:• What is the purpose of our business?• What activity do we do to accomplish our purpose?• Who benefits from our work?

Questions

A MISSION STATEMENT defines the organization’s purpose and the reason why it exists. It clarifies who is being served and what products or services the organization provides. It is different from, but correlates to the vision.

©SHRM 2018 ©SHRM 2018

Vision Statement Fundamentals 7

Feeding America: A hunger-free America

Human Rights Campaign: Equality for everyone

Habitat for Humanity: A world where everyone has a decent place to live.

Clinton Foundation: To implement sustainable programs that improve access worldwide to investment, opportunity, and lifesaving services now and for future generations.

Williamson County HRMA: To be the leader in strategic human resource management by advancing the profession and supporting our members and the community we serve.

Elements of an effective Vision Statement:• Clear, short, memorable, inspirational• Capitalizes on core competencies • Paints a picture of the future• Motivates employee to push forward to reach it

ExamplesElements

The Vision should answer the following:• What will our organization look like in 3-5 years?• What does success look like?• What are we aspiring to achieve?

Questions

A VISION STATEMENT defines an optimistic view of the organization's future. It provides long-term direction and a sense of purposeful action. It is far reaching, but attainable and correlates to the mission.

©SHRM 2018 ©SHRM 2018

Gap Analysis 8

GAP ANALYSIS is the process of identifying the gaps you need to overcome to get from where you are now, or your current state, to where you want to be, or your desired state.

Current StateWhere are we now?

Desired StateWhere do we want to be?

GAPKey factors for change?

©SHRM 2018 ©SHRM 2018

ACTIVITY: Gap Analysis

ACTIVITY: Conduct a Gap Analysis

INSTRUCTIONS: Now that you have taken a macro and micro look at your organization, you will now perform a Gap Analysis to assess where the organization would like to be (i.e. the desired state) and how to get there from where it is currently (i.e. current state).

9

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

10

©SHRM 2018 ©SHRM 2018

Examples of Internal Factors

• Organizational Culture• Structure• Daily Practices• Cost Efficiency• Innovation & New Products/Services• Technology• Policies• Financial Stability & Assets

Examples of External Factors

• Society / Culture• Socio-demographics• Competition• Economic Factors• Political Factors• Legal Factors• Government/Regulations• Local Market Trends

ENVIRONMENTAL SCANNING is an objective review and analysis of the current and potential conditions in which your organization is and will be operating.

Environmental Scanning 11

©SHRM 2018 ©SHRM 2018

ACTIVITY:

Historical Trend Analysis 12

HIGHSWhat are our celebrations from

the last three years?Where have we made a difference?

LOWSWhat were the disappointments? What didn’t happen as planned?

HISTORICAL TREND ANALYSIS is the process of comparing business data over time to identify any consistent results or trends. Trend analysis provides insights on micro-environmental factors that impact organizational performance so that strategies can be developed to respond to trends.

©SHRM 2018 ©SHRM 2018

SWOT Analysis 13

SWOT ANALYSIS is a review by an organization to identify its internal strengths and weaknesses, as well as its external opportunities and threats. The quality of the SWOT analysis will be determined in large part by the research done prior to it.

STRENGTHS

INTERNALPositive element that is under your control and through planning you could USE it to

create competitive advantage

WEAKNESSES

INTERNALNegative element that is under your control and through planning you can STOP to avoid

objective/goal derailment

OPPORTUNITES

EXTERNALPositive condition that is out of your control,

but through planning, you could BENEFIT FROM it as an advantage

THREATS

EXTERNALNegative condition that is out of your control,

but through planning, you could DEFEND AGAINST it to reduce the impact

©SHRM 2018 ©SHRM 2018

ACTIVITY: SWOT Analysis 14

STRENGTHS

INTERNAL

WEAKNESSES

INTERNAL

OPPORTUNITES

EXTERNAL

THREATS

EXTERNAL

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

15

©SHRM 2018 ©SHRM 2018

PRIMARY OBJECTIVE• A broad statement of purpose or intent describing the end

state towards which goals and action plans are directed• Directional• High-level priority

SMART GOAL• Quantifies the direction given in the objective• Measurable and specific• Sets targets so that action plans can be developed• (Ideally) Developed with SMART test in mind

ACTION PLAN• Reflects key activities associated with the objectives• Answers the what/who/when/how questions

Key Definitions 29

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

17

©SHRM 2018 ©SHRM 2018

Cross-Pollination of SWOT 18

STRENGTHS Pursue OPPORTUNIES which are a goodfit for our STRENGTHSOPPORTUNITES

WEAKNESSESOvercome WEAKNESSES to pursue OPPORTUNIES

OPPORTUNITES

STRENGTHSUse STRENGTHS to reduce vulnerability to THREATS

THREATS

WEAKNESSES Overcome WEAKNESSES which would make us susceptible to THREATSTHREATS

CROSS-POLLINATION across the SWOT findings will help to identify strategically important moves which could yield benefits to the organization over time.

©SHRM 2018 ©SHRM 2018

ACTIVITY: Primary Objectives

ACTIVITY: Identify and document the organization’s Primary Objectives

INSTRUCTIONS: Take 6 dots to vote on items listed on the SWOT analysis. Focus on what is going well and can be continued or address weaknesses, opportunities, and threats.

Determine the top 3-5 objectives your organization should focus on for the next 3-5 years. Use the Primary Objectives worksheet to document your organization’s focus.

19

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

20

©SHRM 2018 ©SHRM 2018

SMART Goals Guidelines 21

SMART GOALS are an organization’s most important strategies and are driven by its primary objectives. They provide detail to primary objective direction and set targets so that action plans can be developed.

SPECIFICWho is involved? What will we accomplish? How much change is needed?

MEASURABLE How much? How many? How will we know when it is accomplished?

ATTAINABLEList resources needed; do you have the resources or you can obtain them?

RELEVANT Why this is important to our customer? How does this align to strategy?

TIME-BOUND Ensure a clearly defined time-frame including deadline.

©SHRM 2018 ©SHRM 2018

ACTIVITY: SMART Goals

ACTIVITY: Develop SMART Goals

INSTRUCTIONS: Use the SMART Goal Worksheet to write SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) Goals around your primary objectives. If the goal does not meet the SMART Goals Guidelines, re-draft it until it does.

Each table will develop one SMART Goal for your Primary Objective.

22

©SHRM 2018 ©SHRM 2018



Clarify

PlanExecute

Evaluate

23

©SHRM 2018 ©SHRM 2018

Action Plans

Consider the following questions and document your organization’s action plans:

• WHAT specifically needs to be done? Start with a SMART Goal.

• HOW will it be done? Plan specific ACTION ITEMS.• WHO will be responsible? Establish OWNERS.• WHEN will it get done? Establish TIMELINE, MILESTONES,

and COMPLETION DATE • WHAT will the OUTCOMES look like? Ensure Goal Owners

are ACQUAINTED WITH TARGETS

24

©SHRM 2018 ©SHRM 2018

25

ACTION PLANS provide a ROAD MAP to implement strategy. They reflect the key actions associated with SMART Goals. Action Plans involve specific activities, responsibility levels, timeframes, and outcomes.

ACTION PLANNING OVERVIEW

(WHAT?)

Primary Objective:

SMART Goal:

Resources:

ACTION PLANAction Item

(HOW?)Owner

(WHO?)Due Date(WHEN?)

Outcome(TARGET)

Document the following in the Action Plan:1. WHAT specifically needs to be done? START WITH A SMART GOAL2. HOW will it be done? PLAN SPECIFIC ACTION ITEMS3. WHO will be responsible? ESTABLISH OWNERS4. WHEN will it get done? ESTABLISH A TIMELINE, MILESTONES, AND A COMPLETION DATE 5. WHAT will the OUTCOMES look like? ENSURE GOAL OWNERS ARE WELL-ACQUAINTED WITH TARGETS

1

2 3 4 5

ACTIVITY: Action Plans

©SHRM 2018 ©SHRM 2018

Strategic Budgeting

Review Strategic budgeting questions on worksheet

Guide to Chapter Financial Management is available on the VLRC:

• Essential financial information: taxes, incorporation, & record keeping

• Excellent resource for volunteers• VLRC - “Finance” section• Questions: contact a local CPA; SHRM does not provide financial

advice, & cannot assist you in contacting the IRS• Use chapter or state council EIN / tax ID number, not SHRM’s

(numbers cannot be shared)

40

http://www.shrm.org/Communities/VolunteerResources/ResourcesforChapters/Documents/Financial_Mgmt_Guide_2008Interim.doc

©SHRM 2018 ©SHRM 2018

Communicate and Execute the Plan 29

• SHARE THE PLAN• Celebrate small wins and notable

progress against targets• Keep members in the loop about your

activities and how you are working for the best interests and successful future of the Chapter/State Council

• The most important & difficult thing about strategic planning is….FOLLOWING THROUGH

EXECUTION is the most important and difficult thing about strategic planning. It is critical to ensure that your organization is aware of the strategic plan and that habits are established to foster an execution mindset with FOLLOW THROUGH.

©SHRM 2018 ©SHRM 2018

Activity: Execution Tips

CONSIDER THE FOLLOWING:

• How and to whom will we communicate our primary objectives/goals?

• Who will be on the execution teams?• What roles will everyone have?• What training and development is necessary to

better position us for the future?• Use Execution Worksheet

30

©SHRM 2018 ©SHRM 2018

Monitor and Course Correct 45

• Continual review of progress against goals and gaps in planning

• Watch for changes in membership, finances, local competition, and other items from your original Environmental Scanning and SWOT Analysis

• If something is not working, re-think the use of valuable resources and consider alternate plans

EVALUATION is monitoring the right data at the right time to help people make better decisions, learn what doesn’t work and correct it. Test for visibility to what works well it can be adapted and replicated.

©SHRM 2018 ©SHRM 2018

Activity: Evaluation Tips

Consider the following:

• Make the Action Plan review a standing item for all board meetings and make it the first item on the agenda.

• How often should we meet to review our status? • Ensure continual review of progress against goals

and gaps in planning.• Watch for changes in membership, finances, local

competition, and other items from your original Environmental Scanning and SWOT Analysis.

• If something is not working, re-think the use of valuable resources and consider alternate plans.

• Use Evaluation Worksheet

33

©SHRM 2018 ©SHRM 2018

Wrap-up and Closing Remarks 34

• Discuss the value of Strategic Planning

• Walk through the Strategic Planning Life Cycle

• Facilitate activities to write clear Mission and Vision Statements

• Facilitate activities to identify Primary Objectives

• Facilitate activities to develop of SMART Goals

• Facilitate activities to develop Action Plans

• Discuss the fundamentals of Strategic Budgeting

• Discuss execution of the Strategic Plan

• Discuss evaluation of the Strategic Plan

Strategic Planning Workshop 2017...©SHRM 2018©SHRM 2018 Cross-Pollination of SWOT 18 STRENGTHS...

Documents

Transcript of Strategic Planning Workshop 2017...©SHRM 2018©SHRM 2018 Cross-Pollination of SWOT 18 STRENGTHS...