The companies for which we work spend lots of time and resources to develop a mission, vision, and then strategy to execute upon that both short term and long term. Sometimes as HR professionals we have an opportunity to help develop this strategy, though we are usually an important component in execution of that strategy (since companies need people to create their product or deliver their service). After having an opportunity at the recent Wisconsin State Council SHRM 2017 Leadership conference in Green Lake to provide input on Wisconsin SHRM's strategic plan, we were energized. Too often as volunteers we are guilty of getting the minimum done in order to move forward, but not spending the time on the larger mission, vision, and strategic plan. Instead of "best practices" we wanted to take our chapter to the "next level." This is a great vision, but as Henry Ford has said "a vision without execution is just a hallucination." So we set out to tackle a strategic plan.
We met outside of our normal board and chapter meeting on a Wednesday afternoon for a board retreat. We had an opportunity to spend quality time together doing a boat tour. Then we sat down for dinner and did a SWOT analysis of our own Chapter, similar to what we did at the State Council level in Green Lake. With __ board members, and dinner and drinks, we were able to just get through that at our retreat. But we spent time communicating via email and tasked each board member to come to our next meeting prepared to discuss our mission. Although updating our mission statement had been a priority for us all year, it came together relatively easy after we identified what we did well and where we had room for opportunity. The mission of Fox Valley SHRM: Inspire, Engage, and Advance the human resources profession in the Fox Valley community.
Once our mission was developed, and with our opportunities/challenges outlined before us, we were able to set forth our strategic initiatives for the next 3 years, which included improving communication strategies and providing value to the community, both geographically and to our profession. As a volunteer-run organization, we understand that people have day jobs, but we also need to have accountability to move the process forward too. Creating digestible tasks from our overall mission and strategic plan, and assigning ownership for those tasks will create accountability and more likely to ensure we execute on what we have set forth.
We are excited to see how far we can go when we work in tandem toward our strategic goals!