1. Volunteer Leader Webcast Series ©SHRM 2013 July 18, 2013 Transitioning to a 100% Chapter

2. 2 Transition to a 100% Chapter Definition of a 100% Chapter  All Chapter members must be SHRM members in good standing  Non-SHRM member categories are not permitted

3. 3 Transition to 100% Chapter Challenges to the Change Chapter is too big Chapter is too small Chapter is in rural area Chapter is in metro area Chapter has too many non-SHRM members Board members aren’t SHRM members Not enough juice for the squeeze Fear ……….What is your challenge to a change?

4. 4 Transition to 100% Chapter SHRM Benefit of being 100% Chapter Chapter Financial Support Payment (CFSP) of $25 per member instead of $10 for non-100% chapters (paid out quarterly vs. twice a year) Participation in E-Blast Communication Program. Receive two e-Blasts per quarter that can be sent to At-Large SHRM members in area to promote membership

5. 5 Transition to 100% Chapter SHRM Benefit of being 100% Chapter Receive SHRM Speaker for Free through Speakers Bureau (once per year) Free Saturday night stay over at SHRM Leadership Conference for Chapter Presidents More closely aligned/identified with SHRM in relation to credibility, reputation, and professionalism

6. 6 Melissa Mills, SPHR President of the Human Resources Management Association of Greensboro Member of the North Carolina SHRM State Council since 2010

7. 7 HRMAG Background  Chapter growth in last 5 years – However, growth has mostly been in LMOs – Increased percentage were service providers vs. practitioners – SHRM membership percentage down to 53%  Hosting State Conference was main profit generator – However, moved from average every 5 years to every 10 – Needed to find other ways to increase financial stability for future

8. 8 Why Move to 100%  Increase the value of HRMAG membership – Being associated with SHRM reputation and professionalism  Maintain a high level of programs and services – Increased financial assistance from SHRM, and use of speakers bureau  Give HRMAG more opportunities to reach At-Large members – Email blasts

9. 9 The Process of Moving to 100%  The 2012 Board of Directors voted to move to 100% – Almost a year of discussion – Conference calls with other 100% chapter boards – LOTS of financial analysis and possible outcome mockups  Communicated to Membership at February member meeting this year – Set up a special email address for 100% questions – Communicate to members about transition on website, LinkedIn, through weekly chapter emails, quarterly newsletter, and at each member meeting  Implementation Date: all members who join or renew on January 1, 2014 – HRMAG membership runs on an anniversary date basis

10. 10 Concerns  The financial impact and membership number impact in the first few years  Member perception of change  Dues structure decision  Impact on sponsors and sponsor dollars

11. 11 Kelsie McClendon, SPHR Senior Human Resources Manager for Niagara Bottling, LLC www.linkedin.com/in/kelsiemcclendon Former President of the Valley of the Sun Human Resources Association (www.vshra.org) Phoenix, AZ Certification Co- Director of the State of Arizona SHRM State Council (www.azshrm.og) sincewww.azshrm.og 2012

12. 12 Process of Conversion Major Tasks  SWOT Analysis  Communication Plan and Change Management  Financial Analysis  By-Law Changes  Final Decision/Vote  Implementation

13. 13 Process of Conversion SWOT Analysis  Strengths: HRCI Certified Chapter Programs, Geographic Focus Sub-Chapters throughout our service area, large membership base in the Valley, Associate Membership  Weaknesses: Lower Meeting Attendance, Dues Structure-one price fits all, declining revenue, large group of past presidents with free membership, about 30% non-SHRM Members, no direct advertising to SHRM At-Large Members  Opportunities: Quality Programs-SHRM provided speaker once per year, Greater Stipend from SHRM, direct advertising to SHRM at Large Members, future consolidation of other chapters in the area  Threats: The economy/lower membership, Past Presidents, other chapters in the area

14. 14 Process of Conversion Communication Plan and Change Management  Membership Awareness Regarding the Opportunity – Newsletter Articles and Email Blasts  Survey to Members to solicit feedback and input on the potential change  Calls made by Board Members to Non-SHRM Members to explain change and likelihood to be retained  Calls by the President (Kelsie) to Past Presidents  Wrap Up Presentations at all Chapter Area Meetings by Kelsie explaining the change and new dues structure

15. 15 Process of Conversion Communication Plan and Change Management  Key Points of Resistance – Associate Members-local business that service HR, didn’t all see the value of a national SHRM Membership if their service area was local – Counter: The value of staying abreast of HR news to understand client’s needs

16. 16 Process of Conversion Communication Plan and Change Management  Key Points of Resistance – Past Presidents, retired or out of HR, not wanting to pay for SHRM Membership – Counter: We are a SHRM Affiliated Chapter, welcomed to come as guests to key events to keep-in-touch

17. 17 Process of Conversion Communication Plan and Change Management  Key Points of Resistance – Past Presidents, retired or out of HR, not wanting to pay for SHRM Membership (or meetings) – Counter: We are a SHRM Affiliated Chapter, welcomed to come as guests to key events to keep-in-touch and free Flex Membership

18. 18 Process of Conversion Communication Plan and Change Management  Key Points of Resistance – Unemployed Non-SHRM Members – Counter: Created a local chapter low cost “flex” dues option with a pay per meeting along with current “comprehensive” option that included meetings

19. 19 Process of Conversion Major Tasks  SWOT Analysis  Communication Plan and Change Management  Financial Analysis  By-Law Changes  Final Decision/Vote  Implementation

20. 20 Process of Conversion Financial Analysis  Lots of Overlapping Changes – Scenario Forecasts on New Flexible Dues Structure – Scenario Forecasts on regarding the retaining of non-SHRM Members  How – Used our Chapter’s Budget Shell as the Base to Plug in numbers – Used meeting attendance, financial data, and other chapter dues structure for dues price points

21. 21 Process of Conversion What has happened since the conversion  Acquired/merged with the other geographic chapter in an outlining area and EMA chapter under the VSHRA umbrella  Membership is up  Achieved Platinum Status and Gold SHAPE Status every year since  Surplus Budgets  The Future is Bright!

22. 22 Transition to 100% Chapter Considerations Determine conversion period: If currently at 30% – 50% SHRM membership – 24 months If currently at 51% – 75% SHRM membership – 18 months If currently at 76% – 99% SHRM membership – 12 months Work with your SHRM Regional Team as you prepare for conversion Chapter will be required to amend it’s bylaws to state new qualifications for chapter membership

23. 23 Transition to 100% Chapter Resources 100% Toolkit (coming soon) Membership Resources available on shrm.org http://www.shrm.org/Communities/VolunteerResources/Pages/Member shipCLA.aspx Your SHRM Regional Team: Field Services Director or Regional Administrator http://www.shrm.org/Communities/VolunteerResources/LocateSHRMsr egionalteamforyourarea/Pages/default.aspx SHAPE Workbook http://www.shrm.org/Communities/VolunteerResources/ResourcesforC hapters/Pages/SHAPE.aspx

24. 24 THANK YOU Dianna Gould, SPHR, CAE, PW Field Services Director (dianna.gould@shrm.org)dianna.gould@shrm.org Melissa Mills, SPHR, Sr. Human Resources Specialist for Precision Fabrics Group, Inc. (melissa.mills@precisionfabrics.com)melissa.mills@precisionfabrics.com Kelsie McClendon, SPHR, Sr. Human Resources Manager for Niagara Bottling, LLC (kmcclendon@niagarawater.com)kmcclendon@niagarawater.com 24