THE HRTHE HRAPPRENTICEAPPRENTICE RICHMONDRICHMOND

Marvelous Membership Mavericks

Beginning StateMembership and Volunteer Committee’s Goal:

Proactively engage and cultivate new, current, and at-large members, volunteers, and leaders.

Strategic Tactics:

Develop operational building blocks for member engagement through six focused areas. Create new strategic architecture for RHRMA (organizational structure and simplified, consistent

processes and procedures).

Accomplishments:

Conferred and counseled with our organizational consultant, Annie Magnet, President of the Richmond Arthritis Organization.

Leveraged consultant’s expertise with best practices for member engagement, active participation, committee activism, and succession planning for non-profit organizations.

Identified leaders for specialized, strategic sub-committees.

Performance Measures:

Created timetables to achieve each of the six focused areas. By the end of 2009:

Achieve original goal from five year strategic plan of a 25% increase in RHRMA membership; Achieve additional, stretched goal of increasing new active volunteers by 25% (25 members).

Strategic Tactics: Six Operational Building Blocks

Introduce each new member to an active committee and/or strategy.

Define and advertise volunteer positions more prominently on the web.

Develop a more formalized succession planning process.

Create buddy system for new members that involves board participation.

Create creative, impactful recognition for chapter volunteer work among volunteer, RHRMA, and volunteer’s organizations.

Vigorously promote HR certification as a means to develop leaders.

Strategic Tactics: Six Operational Building Blocks

By December 31, 2008, Introduce each new member to an active committee and/or strategy through:

Implementation of specialized, strategic “Welcome Sub-Committee” (July 2008). Leader of Sub-committee assigns responsibility for welcome and introduction for new

members to RHRMA and builds new relationship (September 2008). Sub-committee member will contact new members within 2 weeks of receipt of name and

contact information (September 2008). Initial call with new member will communicate our vision of their value to RHRMA and the

Richmond business community, as well as professional opportunities, upcoming events, and benefits of membership (September 2008).

Engage new members to understand why they joined and gather background information (December 2008) .

Enthusiastically and consistently conduct outreach to all At-Large Members through personal phone calls to remotely perform “Welcome Sub-Committee” responsibilities (September 2008).

Sub-committee members follow-up with all new members who missed a meeting and captured reasons for being able to attend (September 2008).

Host bi-annual “New Member Coffee Sessions” for networking and exposure to volunteer and committee opportunities (Spring and Fall 2008).

Strategic Tactics: Six Operational Building Blocks

By October 1, 2008, define and advertise volunteer positions more prominently on the web :

Inventory all needed volunteer positions with tasks.

Creatively post volunteer positions on RHRMA site.

Activate proactive recruiters to engage new members, identify prospective volunteer leadership, and promote benefits of RHRMA.

Feature volunteer committee member each month on the RHRMA site to recognize contributions and promote involvement.

Showcasing monthly meetings and benefits of attendance on the website .

Strategic Tactics: Six Operational Building Blocks

Develop a more formalized succession planning process by December 2008, which will be ongoing through five years:

Leverage aggregate membership information to identify candidates for succession planning process.

Implement process for committee members to progress into committee leads while developing or fine tuning competencies for potential board membership.

Phase 1 Committee Member Phase 2 Committee Lead Phase 3 Board of Directors Member

Strategic Tactics: Six Operational Building Blocks

Implement buddy system for new members that involves board participation by December 31, 2008:

Develop new member package through: Orientation packet with organization chart, etc.

Partner with Branding committee to obtain helpful information. Establish guides to introduce new members to current members

and volunteer leaders at meetings. Create on-boarding process with checklist. Design name tag to signify new members and level of active

participation. Organize monthly lunches of new members and committee

members.

Strategic Tactics: Six Operational Building Blocks

By December 2008, create creative, impactful recognition for chapter volunteer work among volunteer, RHRMA, and volunteer’s organizations:

At monthly meetings, one member speaks for two to five minutes about their positive experience with and the benefits of volunteering.

Utilize Website.

Ask vendor for giveaways.

Ask board for budget for gifts.

Continue with annual gift for thank you.

Strategic Tactics: Six Operational Building Blocks

By December 2008, vigorously promote HR certification as a means to develop leaders:

Show case winners of annual scholarship.

Personal story show cased on website.

Personal story and benefits – meeting.

Create certification information page.

“Certification – There’s a way”

Infrastructure, Processes & Procedures to Ensure Success

Follow each of the proposed guidelines for the six operational building blocks.

Committee leaders assess and report progress against goals within stated timeframe.

All building blocks should be developed, implemented, operational, and evaluated within five years.

Deadlines & Accountabilities for Future Activities

During today’s meeting, Sub-Committee leaders were identified and next steps within the project plan have been assigned and agreed to.

Timelines and commitment dates have been established for each of the building blocks.

2009 Goals for Continued Growth

Well…..yes, we have them.

They are:

Leverage SHRM resources.

Engage GRCC and partner with local business leaders.

Establish relationships and develop strong partnerships with regional universities for professional development of RHRMA members.

Ending State We have brainstormed creative and strategic ideas through

effective team building and engagement and

Developed a detailed strategic plan with

A measurable project plan with defined roles and responsibilities.

We are developing tomorrow’s RHRMA TODAY!

THE HRTHE HRAPPRENTICEAPPRENTICE RICHMONDRICHMOND

Richmond Human Resource Management Association50 Years Serving Greater Richmond

Questions?