This document provides guidance on conducting a strategic planning workshop. It discusses identifying a strategic planning task force, developing mission and vision statements, conducting an environmental scan using tools like SWOT analysis and gap analysis, identifying primary objectives and SMART goals, and creating action plans. The workshop aims to walk participants through the strategic planning life cycle of clarifying the organization's direction, planning goals and initiatives, executing the plan, and evaluating results. Sample mission and vision statements are provided as examples. Activities guide participants in drafting their own mission, vision, objectives, and action plans through group discussions and exercises.

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Train the Trainer:
Strategic Planning Workshop
[Insert Chapter/State Council Name]
[Insert Presenter Name]

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Preparing to Plan
Identify candidates for strategic planning task force, which
should include:
• Current leaders with knowledge of current issues
• Past leaders with knowledge of past issues that may not
have been resolved
• Future leaders to ensure future commitment to plan
• Outside strategic planning expertise in the event that such
expertise does not exist within identified task force-- this
could be Field Services Directors (FSDs)
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Before You Plan 3
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

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Getting to Know You
[Insert Chapter/State Council Name]
[Insert Getting to Know You Question ]
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Where is Your North? 5

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Workshop Objectives 6
• 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

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Strategic Planning is a systematic
process for understanding:
• Where we have been, what we
are doing, how we do it, whom
we do it for, and what value we
bring
• Where we want to go
• How and when we are going to
get there
• How we know that we are on
track
What is Strategic Planning? 7
Common myths about Strategic
Planning:
• 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 measures are
based on complex strategies
• Planning should be concrete, not
flexible.

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Why Should We Plan?
To set the organization up for
positive outcomes such as:
• Better leadership—more cohesive
team
• A clear picture of trends which may
impact the organization now and in
the future
• A clearly defined mission, vision,
and strategy
• Identification of short- and long-
term “attention” areas
• Specific plans to improve
performance
• Consistent, sustained success, as
opposed to marginal success
To directly address
issues/threats such as:
• Decreased membership
• Unhappy members (retention)
• Competitive threats
• Financial instability
• Succession planning
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Potential Barriers to Chapter and
State Council Planning
• Frequent volunteer turnover at
SHRM chapters
• No single source of stability or
permanency, unless a Chapter
Management Professional (CMP)
or Administrative Support
• Key figures in the organization do
not understand the importance
and thus do not make time for it
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Mission Statement
Vision Statement
Environmental Scanning
Analytical Methods
Communicate the Plan
Execute the Plan
Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Monitor and Course
Correct
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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Distinct from SHAPE Planning
SHRM Affiliate Program for Excellence
(SHAPE) Planning
• Planning that is operational and short-term
• Annual Chapter and State Council Planning
Document & Worksheet which is updated
annually
• Available in the Volunteer Leader Resource
Center (VLRC)
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Mission Statement
Vision Statement
Environmental Scanning
Analytical Methods
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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SHRM’s Mission Statement
SHRM is a globally recognized HR
professional society that exists to
develop and serve the HR professional,
and advance and lead the HR
profession. SHRM provides education,
thought leadership, certification,
community, and advocacy to enhance
the practice of human resource
management and the effectiveness of
HR professionals in the organizations
and communities they serve.
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Mission Statement Fundamentals 14
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 clinicalpractice,education and research.
NPR: To work in partnership with member stations to createa
more informed public – one challenged and invigorated by a
deeper understanding and appreciation of events, ideas and
cultures.
TED: SpreadingIdeas.
The Rotary Foundation: To enable Rotariansto 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
Examples
Elements
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.

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The Mission Statement… Yes No
1. Is a statement of the organization’s purpose.
2. Fits the current market environment.
3. Is based on the organization’s unique strengths (core competencies.)
4. Is motivating and inspires employee commitment.
5. Describes who is served or benefits from the organization.
6. Is specific, short, sharply focused, and memorable.
7. Says what the organization wants to be remembered for.
Note: If “No” is checked for two or more of the above, considereditingthe statementto more effectively reflect the guidelines.
Checklist Guidelines
Mission Statement Checklist 15

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ACTIVITY: Mission Statement 16
[Insert Chapter/State Council Name] Mission
Statement:
[Insert Chapter/State Council Mission Statement]
• Review (chapter/state council) mission statement
and sample mission statements
• Draft mission statement and post mission
statement on flip chart
• Team circles words to include
• Review all circled words
• Discuss and finalize mission statement

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SHRM’s Vision
SHRM is a preeminent and
globally recognized authority
whose leadership, perspective,
resources, and expertise are
sought and utilized to address the
most pressing current and
emerging human resource
management issues.
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Vision Statement Fundamentals 18
Feeding America: A hunger-freeAmerica
Human Rights Campaign: Equality for everyone
Habitat for Humanity: A world whereeveryone has a decent place
to live.
Clinton Foundation: To implement sustainable programs that
improve access worldwideto investment, opportunity, and
lifesaving services now and for future generations.
Williamson County HRMA: To be the leader in strategic human
resourcemanagement by advancing the profession and
supporting our members and the community we serve.
Elements of an effective Vision Statement:
• Clear,short, memorable, inspirational
• Capitalizeson corecompetencies
• Paints a pictureof the future
• Motivates employee to push forwardto reachit
Examples
Elements
The Vision should answer the following:
• What will our organization look likein 3-5 years?
• What does success look like?
• What are we aspiring to achieve?
Questions
A VISION STATEMENT defines an optimisticview 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.

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The Vision Statement… Yes No
1. Is audacious – represents a dream, the mountain top of the organization.
2. Capitalizes on the organization’s core competencies (history, customer
base, strengths, resources, etc.) and opportunities.
3. Provides a picture of what your organization will look like in the future.
4. Uses exciting and engaging language that inspires.
5. Motivates employees to push forward to reach the vision.
6. Is clear, short, and memorable.
Note: If “No” is checked for two or more of the above, considereditingthe statementto more effectively reflect the guidelines.
Checklist Guidelines
Vision Statement Checklist 19

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ACTIVITY: Vision Statement 20
[Insert Chapter/State Council Name] Vision
Statement:
[Insert Chapter/State Council Mission
Statement]
• Review (chapter/state council) vision statement
and sample mission statements
• Draft vision statement and post vision statement
on flip chart
• Team circles words to include
• Review all circled words
• Discuss and finalize vision statement

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Mission Statement
Vision Statement
Environmental Scanning
Analytical Methods
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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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
ENVIRONMENTALSCANNING is an objective review and analysisof the current and potential conditions in
which your organization is and will be operating.
Environmental Scanning 22

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ACTIVITY:
Historical Trend Analysis
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HIGHS
What are our celebrationsfrom
the last threeyears?
Wherehave we made a difference?
LOWS
What werethe 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-environmentalfactors that impact organizational
performance so that strategies can be developed to respond to trends.

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SWOT Analysis 24
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
INTERNAL
Positive element that is under your control
and through planning you could USE it to
create competitive advantage
WEAKNESSES
INTERNAL
Negative element that is under your control
and through planning you can STOP to avoid
objective/goal derailment
OPPORTUNITES
EXTERNAL
Positive condition that is out of your control,
but through planning, you could BENEFIT
FROM it as an advantage
THREATS
EXTERNAL
Negative condition that is out of your control,
but through planning, you could DEFEND
AGAINST it to reduce the impact

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ACTIVITY: SWOT Analysis 25
STRENGTHS
INTERNAL
WEAKNESSES
INTERNAL
OPPORTUNITES
EXTERNAL
THREATS
EXTERNAL

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Gap Analysis 26
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 State
Whereare wenow?
Desired State
Wheredo we want to be?
GAP
Keyfactorsforchange?

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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).
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Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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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

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Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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Cross-Pollination of SWOT 31
STRENGTHS Pursue OPPORTUNIES which are a good
fit for our STRENGTHS
OPPORTUNITES
WEAKNESSES
Overcome WEAKNESSES to pursue OPPORTUNIES
OPPORTUNITES
STRENGTHS
Use STRENGTHS to reduce vulnerability to THREATS
THREATS
WEAKNESSES Overcome WEAKNESSES which would make
us susceptible to THREATS
THREATS
CROSS-POLLINATION across the SWOT findings will help to identify strategically important moves which
could yield benefits to the organization over time.

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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.
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Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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SMART Goals Guidelines 34
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.
SPECIFIC
Who is involved? What will we accomplish? How much change is
needed?
MEASURABLE How much? How many? How will we know when it is accomplished?
ATTAINABLE
List 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.

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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.
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Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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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
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38
ACTION PLANS provide a ROAD MAP to implement strategy. They reflect the key actions associated with
SMART Goals. Action Plansinvolve specific activities, responsibility levels, timeframes, and outcomes.
ACTION PLANNING OVERVIEW
(WHAT?)
Primary Objective:
SMART Goal:
Resources:
ACTION PLAN
Action 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 GOAL
2. HOW will it be done? PLAN SPECIFIC ACTION ITEMS
3. WHO will be responsible? ESTABLISH OWNERS
4. 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

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Primary Objectives
SMART Goals
Action Planning
Strategic Budgeting
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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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)
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Communicate the Plan
Execute the Plan
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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Communicate and Execute the Plan 42
• 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.

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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
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Monitor and Course
Correct
Strategic Planning Life Cycle
Clarify
Plan
Execute
Evaluate
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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.

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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
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Wrap-up and Closing Remarks 47
• 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

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©2017 by the Society for Human Resource Management (SHRM). All rights reserved. This material may not be
reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means,
electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of SHRM.
48
SHRM Recertification Program Number
Contact information for presenter
Thank You!

49. ©SHRM 2014
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©SHRM 2014 ©SHRM 2017