This document discusses tools and techniques for successful membership engagement for professional organizations. It provides an agenda that includes overcoming member apathy, developing a client-focused mindset, conducting member satisfaction surveys, and engaging with members regularly. The document also discusses developing effective member retention strategies and identifying ways to engage members through various communications channels and activities.

2. Tools and Techniques for successful membership engagement
Marius Meyer
CEO
SA Board for People Practices

3. Maslow’s needs in 2014

4. A G E N D A
•Overcoming the challenge of member apathy & encouraging proactivity amongst members
•Developing a client-focused mind-set –seeing your members as customers
•Why do members leave? Developing effective member retention strategies
•What do members want? Conducting a member satisfaction survey to identify their needs
•Identify ways of engaging with your members one-on-one on a regular basis

5. Wake-up call for professional bodies
“Not all companies deserve to last. Perhaps society is better off getting rid of organizations that have fallen from great to terrible rather than continuing to let them inflict their massive inadequacies on their stakeholders. Institutional self-perpetuation holds no legitimate place in a world of scarce resources; institutional mediocrity should be terminated, or transformed into excellence.”
Jim Collins

6. KEY CHALLENGE
Why are “professional” bodies so “unprofessional” in their conduct and interaction with members and other stakeholders?

7. History of SABPP
•Formed in 1982.
•Registered HR Professionals and accredited universities on HR curriculum.
•First Competency Model in 1990.
•Became an ETQA in 2002.
•Second Competency Model in 2012.
•First set of HR Standards in 2013.
•Busy with setting HR Metrics for 2015.

8. New SABPP Engagement Model: HR Voice for Professionals
Human resource development
Research -info
Value & visibility
Openfor alliances
Innovation
CPD
Excel- lence
Quality
assurance
Learning growth & develop- ment
Knowledge
Self-governance
Duty to society
Ethics

9. Market response
“WOW!!! Reading your newsletter at 3am on my Blackberry and am so excited not only by what u have achieved in such a short space but the breadth and depth of visionary implementation. An awesome awesomewell done to u and the team!!!!”
Stan Horwitz(Western Cape)
“I regret why I have taken so long before becoming an active member of your organization. Alas, this is now history because, as it is I am completing my application form. Once-more, it was one of those welcomed nostalgic moments, I will cherish for some-time!”
SibusisoDennis Mngomezulu, General Manager: HR,
ZF Services South Africa

11. The SABPP Journey
Formation & growth
Stabilisation & maintenance
ETQA growth
HR Voice
Professional & AQP growth
Numbers - growth
Universities accreditation
Provider
accreditation
Numbers – growth/staff
HR Profession Bill
No growth
Professionals neglected
Financial
performance
Decade 1:
1982 -1990
Decade 2:
1990 –2000
Decade 3:
2000 –2010
Decade 4:
2011 –2020
TIME
PHASE
GOOD
BAD

12. SABPP VALUE PROPOSITION: Products/Services to advance HR profession
RECOGNITION =
PROFESSIONAL STATUS
RESOURCES = PRODUCTS/SERVICES
RESEARCH =
INFORMATION
•Professionalregistration
•NLRD Upload (SAQA)
•RPL
•Awards
•Advocacy
•HR Assessors/Moderators registration
•Accreditation of providers
•University accreditation
•HR Competency Model
•Social media discussions
•KnowledgeCentre
•Booklets/DVDs
•Guides/toolkits
•Charts/posters
•Fact sheets
•One-stop info
•Updates (laws, trends)
•Ethics help-line
•Newsletters
•Website
•HR Internships/jobs
•HR policies
•Mentoring
•Workshops/seminars
•Access to alliances
•Event/product discounts
•CPD
•Students
•Research papers
•Position papers
•Books
•Articles
•Cases
•Benchmarking
•Magazines
•Labour market information

13. Market feedback
“Let me take this opportunity to express that I have noticed a sense of rejuvenation in SABPP which is heartening and it tends to install an element of good pride. Well done.”
DayalanNaicker, Legal Aid (KZN)
“I am thrilled to see the revamped efforts that this professional organisation is making to professionalise HR and HRD.”
Irene James, Dionysus (KZN)
“Congratulations as you grow and expand your operations to serve South Africa.”
LethaboMatlala, Unisa(Limpopo)

14. Committees
Professio- nal
Regis- tration
CPD
Risk & Audit
IT Gover- nance
Labour market
Mentoring
ETQA
LGDI
Ethics
Disciplinary
HRRI
Higher Education

15. Strategic Transformation
2011 -2012
2012 …
2013 …
We are changing
We are delivering
We are improving and adding value
More open, visible and rebranding
Products, Services, Competencies
More and improved products/services/ standards

16. MEMBER APATHY
Why?
•Don’t see value
•Experience problems you can’t resolve
•Dissatisfied with service
•Passive membership
•Lack of engagement

17. FLAGSHIP PRODUCTS
•South African HR Competency Model
•National HR Standards
•HR Auditing Framework

18. Engagement starts with commitment
“Individual commitment to a group effort, that is what makes a team work, a company work, a society work, a civilization work!”
(Vince Lombardi)

19. Client Engagement -Accreditation
Bernadine Linde & Jaco Poolman (BMT College) with Naren Vassan (SABPP)

20. Provider feedback
“I would just like to express our appreciation for the amazing support and turn-around time we have experienced recently from Naren and Kathleen.
We had quite a large batch of level 4 HRM PoEsready for external moderation and I indicated that some parents, not understanding all the processes that still have to take place, were anxious for their offspring to receive their certificates –not just for recognition but to assist mostly in job-hunting, I think.
Naren responded immediately to our email with the internal moderation report and Template 2’s and indicated that I could deliver the selected 25% sample the same day – last Thursday afternoon. He completed the external moderation within 2 days and has already emailed me the report.
Kathleen has already informed me that we can start uploading the results.
This is fantastic service and it is really appreciated –we’ll now do our part with speedy uploads so we can move forward towards certification.”
Jeannette Campbell
HOD: Assessment Design
Boston City Campus and Business College

21. WHY DO MEMBERS LEAVE?
•Dissatisfaction with service
•Poor value proposition
•Professional body not keeping in touch, not at cutting edge - stagnation
•Moving to other fields/professions

22. CLIENT-FOCUSED MINDSET
•Seeing your members as customers (balance service with regulatory role)
•Create market segments (levels, qualifications, positions, industries etc)
•Engagement with your members is key
•Build a customer mindset among staff
•Measure customer satisfaction

23. ENCOURAGE PROACTIVITY
•Make them part of committees
•Engagement forums
•Regular events/briefings
•Awards for members
•Proactive communication

24. 468 HR Leaders developing HR Standards for South Africa

25. WHAT DO MEMBERS WANT?
•Ask them!
•Membership satisfaction survey to identify needs
•Products/services
•Information/communication

26. MEMBER RETENTION STRATEGY
Connection
Follow-up
Follow-through
E N G A G E M E N T

27. WAYS OF ENGAGEMENT
Newsletters, Magazines, Fact Sheets, Social Media, Personal Visits, Briefings, Company Visits, Emails, Post, Products, Services, Research Papers, Position Papers, Posters, Blogs, Seminars, Workshops, Conferences, Webinars, Committees, Work Groups, Study Groups, Meetings, Indabas, Newspapers …

28. SociSABPP Social Media Strategymedia strategy
e❸
engage for empowerment towards excellence
Connecting HR professionals in professional social media networks
Contact us on voice@sabpp.co.za

29. SABPP BLOG
For regular updates join our Blog:
www.hrtoday.me
www.sabpp.co.za

30. FOLLOW US ON :
@sabpp1 SABPP
@siphiwemoyo Chairman
@mariussabppCEO
@xolani_mawande COO
@jacoduplessisza Social
#hrstandards
#sabpp

31. LESSONS LEARNED
•Start with a clear value proposition
•Focus on services first –impress your market with a delivery model
•Have a clear strategy linked to purpose
•Build capacity to deliver
•Form alliances to leverage impact
•Social media is powerful
•Get publicity –be the voice for the profession