Membership Retention and Growth Presentation HR Florida Leadership Conference Kathy Rupar, SPHR HR Florida Membership Chair

Transcription

1 Membership Retention and Growth Presentation HR Florida Leadership Conference Kathy Rupar, SPHR HR Florida Membership Chair Your time is valuable as a volunteer. Consider using what is already designed by SHRM. Utilize the Resources SHRM has for you in the Volunteer Leader s Resource Center (VLRC); you can find this information at SHRM s Mission is to: Serve the Profession (STP) Advance the Profession (ATP) What is measured? If you can t measure it, you can t control it; and if you can t control it, you can t change it. Jan Fitz enz Metrics: This program is about ideas on how your Chapter can maximize: Membership Growth Membership Retention

2 2007 SHRM Chapter and State Council Goals Membership Recruitment & Retention SHRM Goals Achieve growth in overall professional membership with at 5.5% increase in the total from 12/31/06. The retention rate for professional members will be increased by 0.5% over the 12/31/06 retention rate. Chapter Goals: Establish a Chapter Membership Director position with accountability for overall chapter membership growth and retention, to include growth in SHRM membership affiliation percentage. Establish chapter goals and a corresponding plan of action, for membership growth, new member acquisition and member retention and measure your results. Partner with SHRM on recruitment and retention efforts. Schedule one event in 2007 to recruit At large members to Chapters Schedule one event in 2007 to recruit LMO s (Local Member Only) to SHRM Utilize the SHRM Membership Recruitment and Retention Toolkit (online at Utilize other resources found in the Membership and At large link in the Resources for Chapters section of the VLRC ( State Council Goals Establish a State Membership Director position with accountability for overall membership growth and retention in the state from year end 2006 totals. Establish 2007 state goals and a corresponding plan of action, for membership growth, new member acquisition and member retention. Partner with SHRM on recruitment and retention efforts. Utilize the SHRM Membership Recruitment and Retention Toolkit (online at Utilize other resources found in the Membership and At large link in the Resources for Chapters section of the VLRC ( Provide links to your chapters websites (or membership contact information) in all e blasts to At large members in the state. Review your position description available in the VLRC: Director of Member Engagement/Retention. Many of your responsibilities are tied to the information covered within this presentation. 2

3 Membership Retention METRICS Retention Formula: 12/31/05 membership = A 12/31/06 membership = B New members from 1/1/06 12/31/06 = C B C = # of members who renewed = D D / A = Retention Rate = E E x 100 = Retention Rate % Florida s Retention Rate is: As of 9/30/ As of 9/30/05 Retaining your members over time is critical to the success of your chapter: You can drill down with the right data to determine retention rates for first year members and first two year members. Retaining employees is very different than retaining chapter members. Your members pay you; you don t pay them! Members expect something in return for that payment.value. It s up to you, the volunteer members of the chapter to meet and exceed your member s expectations. What Members Want from a recent SHRM survey Personal invitation to attend that explains the benefits of the chapter. A different time or day for meetings. Less clique ish board. Lower dues. Better programs and speakers. More programs for senior HR professionals. Less solicitation at meetings. Allow consultants and resource partners to join. Be more active in the community be seen as a professional organization that gives back. Don t just be a club be a professional organization. Make dues for SHRM members free or reduced. Allow free membership for those in transition. Keep chapter website current. Offer more than just programs and networking. More opportunities for recertification credits. Move the meetings to other areas of the chapter service area. Hold a potential member event where you tell about what you offer. Make it free. 3

4 Don t charge for everything. Dues, plus meals, plus special event fees is too much. Find sponsors so members don t pay all the time. Offer more than just a speaker. Have some events that are for best practice sharing, networking only, social/fun, etc. Remember renewal does not equal retention. The facts are: Renewal is the last step of the retention process. You must work hard to retain your members. For growth to occur you must recruit two new members for every chapter member lost. It s easier to retain members who have already found some value in the chapter than trying to recruit new members who may never join no matter what you do. Every board member influences retention. Remember you never get a second chance to make that first impression. Each member is an individual and you must work to know what your members want and need. Retention starts with that first impression, even before they make that decision of whether to join or not. Member retention tells us how effective we at serving our members. SHRM survey s reveal that members do not renew for three reasons: 1. Member leaves the profession 2. Company stops paying for the membership 3. Forgot to renew and membership expired Growth of your chapter is easier if your retention percentage is high Succession planning is easier when your retention percentage is high and retained members over time tend to the best candidates for leadership roles in your chapter Succession Planning is imperative for work life management and chapter growth and continuation. More and more, volunteers want meaningful volunteer experiences without significant time commitments. As members progress in their careers they tend to become at large members. At large members continue to grow. Member engagement is the key to member retention. The key to member engagement is knowing what your members want from their membership. Take every opportunity to find out the needs of your members and then work towards meeting those needs How can you meet your member s needs? New Member Orientation: Begin this session by asking new members why they joined, what they hope to get out of their membership, and how the chapter can meet those needs. Answers might include: professional development, networking, access to information, volunteering with the chapter. You can respond with those activities and services your chapter provides to meet the needs of the new members and develop ideas for how to 4

5 meet those needs with activities or services your chapter is currently not providing. IDEA: Have other senior members attend the orientation and buddy them with a new member, then have them make periodic contact throughout the year. Member Surveys: Design a solid survey to request feedback from your members and execute it well. This should be no different than how you plan and execute your own employee surveys in your jobs. You know the keys: Plan, execute, collect, review, respond, follow up! You can find a sample chapter survey in the VLRC on SHRM s website. Member Programming: If you want to make a difference in your programming efforts, survey your members on programming before you strategize your programming for the year. Be sure to ask your membership if they would be willing to pay for additional programs over and above your normal monthly meeting cost. This type of programming can also be additional revenue for your chapter. Focus on Why Members Stay: Reward loyalty, perhaps reduced rate for lengths of membership. Remember that satisfying current members will help you recruit new members. Exit Interviews: Ask non renewing members why they made the decision not to remain in the chapter. This is best done in a one to one format. You might find out feedback that you didn t know before. Succession Planning Is a means for a chapter to ensure it continued effective performance through leadership continuity. Determine the key roles for whom successors need identified Identify members to consider for these roles Identify the competencies of your current chapter leaders and determine where training needs to occur for future leaders Develop a plan for each leader Allow the potential leader time to shadow current leaders. Allow potential leaders to participate in goal and strategy or planning meetings. Give the potential leaders the tools necessary to do the job whether that be position descriptions, meeting minutes, forms, files, computer files and go through it with them allowing plenty of time for questions and follow up. Conduct interviews and make selections. Evaluate your succession planning efforts. Attend state and national leadership conferences where possible. 5

6 Membership Growth (For 2007 there will be a large push to convert at large members into the chapters.) METRICS Growth in Chapter Membership % Increase in SHRM Members in Chapters Market Penetration: SHRM Members/Total Members in Chapter Do you know what your membership demographics are? Realistically how much can we actually grow? click on "Get Detailed Statistics" in the blue header line, then scroll down to NEW! Occupational Employment Statistics click and follow instructions to find metropolitan HR employment statistics within Florida. Occupation (SOC code) Employment (1) Compensation and Benefits Managers(113041) 2270 Training and Development Managers(113042) 950 Human Resources Managers, All Other(113049) 1680 Employment, Recruitment, and Placement Specialists(131071) Compensation, Benefits, and Job Analysis Specialists(131072) 4770 Training and Development Specialists(131073) Human Resources, Training, and Labor Relations Specialists, All Other(131079) Human Resources Assistants, Except Payroll and Timekeeping(434161) Footnotes: (1) Estimates for detailed occupations do not sum to the totals because the totals include occupations not shown separately. Estimates do not include self employed workers. SOC code: Standard Occupational Classification code see Data extracted on December 29, 200 Area: Florida Census Period: May Total Market Share for Florida = 53,480 HR Florida Membership as of 12/31/06 = 7,082 (est.) 13% market share If all At Large Members (6,976) joined a chapter we would still only have 26% market share 6

7 Occupation (SOC code) Employment (1) Compensation and Benefits Managers(113041) 470 Training and Development Managers(113042) 200 Human Resources Managers, All Other(113049) 200 Employment, Recruitment, and Placement Specialists(131071) 2340 Compensation, Benefits, and Job Analysis Specialists(131072) 950 Training and Development Specialists(131073) 2060 Human Resources, Training, and Labor Relations Specialists, All Other(131079) Human Resources Assistants, Except Payroll and Timekeeping(434161) Footnotes: (1) Estimates for detailed occupations do not sum to the totals because the totals include occupations not shown separately. Estimates do not include self employed workers. SOC code: Standard Occupational Classification code see Data extracted on December 29, 200 Area: Tampa St. Petersburg Clearwater, FL Census Period: May 2005 Total Market Share for Tampa St. Pete Clearwater = 9990 HR Tampa Membership as of 12/31/06 = 627 (est.) 7% market share Realistically, how much can your chapter actually grow? Develop programming to attract larger sects Develop recruitment strategies to attract larger sects Calculate your chapter s growth potential So what now? Build a recruitment strategy for your chapter which includes: Focus on building your bread and butter membership which includes the entry to mid level HR professionals. Use your Regional Team (Shelly Prochaska, Dorothy Hill, and Lisa Gardner), your District Directors and SR Level HR professionals for strategic planning. Utilize best practices from the SHRM Volunteer Leaders Resource Center each year at SHRM s Leadership Conference chapter representatives attend sessions according to their size. The same topics are discussed in each group. Area managers then take this information and add it to the VLRC in the form of Best Practices. Recruit new members by: Having a yearly membership recruitment drive Create special recruitment initiatives Budget some monies to be able to do this Perhaps offer first time member discounts Train your board and committee members to become recruiting agents giving them elevator speeches and talking points 7

8 Teach board and committee members how to work the room when they are out and about. Maximize the use of technology keep your website current, allow members to apply and pay on line, develop databases of information from membership roles, demographics, survey results, etc. Partner with the largest employers in your area for new members Partner with the largest employers in your area for places to hold your general meetings, special meetings, or even your board meetings. Partner with your local Chamber of Commerce and position swap one board member for a seat on their board to keep your chapter recognized by business leaders. You could also partner on events, impacting legislation, or with financial opportunities like our salary survey on line. Participate in local philanthropic or community efforts to highlight the HR profession in promoting good corporate citizenship. Seek out speaking opportunities for chapter members at local meetings of CEO s or other business leaders with the intention of building HR s credibility on business issues. Advertise meetings in local business networking sections of your newspaper Develop relationships with business reporters from the local media (newspapers, radio and television stations). Florida s At Large vs. Chapter composite: 56.77% At Large vs Chapters Survey results of At Large Members of why they did not join a chapter or renew: I didn t know there was a local chapter. Chapter doesn t do a good job in communicating the benefits of joining. No one invited me to join. The chapter s bylaws prohibit me from becoming a member, even though I am an SHRM member. Too much selling by vendors at meetings. I attended a chapter meeting and did not feel welcomed. Board members seem to be clique ish. No one responded to my s/phone calls for membership information. I don t have time to attend too busy. The chapter s meetings are on days/times that are not convenient for me. The program topics were not beneficial to my job. Chapter programs do not have very good speakers. My company will not pay for SHRM and chapter dues. Dues are too expensive for what the chapter offers. I would participate if the chapter offered more online resources (list services, website, chat rooms, etc.) The chapter is too large to get to know members personally. At Large Lists What are you supposed to do with those At large labels you receive from SHRM with your Chapter Financial Support Program checks? 8

9 At large members are people who belong to national SHRM, but not to your chapters. But they live or work in the geographic area served by your chapters. Upon receipt of the list, match it to your local chapter membership roles. If your chapter members are on the list, it means SHRM does not have a record from that member that he/she is actually a member of your chapter. In order for your chapter to get credit from these members, they need to complete a Primary Chapter Designation Form available from the VLRC. Why should you be concerned about getting credit for these SHRM members? SHRM audits each chapter s membership numbers to ensure that at least 30% of your chapter members are SHRM members. If you chapter membership falls below the 30% mark, it can be disaffiliated from SHRM. If your chapter completed a Chapter Activity Plan, these numbers are also used to calculate your Chapters Financial Support program payments. Your chapter receives money based on the total SHRM members that are members of your chapter. The final reason to check this list carefully is so that you can send an invitation to the at large members inviting them to become members of your chapter and why. SHRM has a brochure that you can include in this mailing. Recruit At Large Members Invite at large members to attend a meeting as a guest of the chapter SHRM is recommending you offer at large members a two month complimentary membership Perhaps provide a gift for at large members Welcome all guests at the meeting Provide chapter and SHRM materials on benefits of chapter membership as well as applications Have a business card made identifying your local chapters contact information Create a chapter task force to place phone calls to at large members Assure that each at large member is hosted by a current chapter member Recruit Student Members Students are the HR professionals of tomorrow and are perhaps your future chapter leaders as well. Work to convert your student memberships into chapter memberships on a regular basis. Attracting SR HR Professionals Please let me refer you to the VLRC for an outstanding piece called Tapping Into Experience A Guide to Optimizing the Talents of Senior HR Officers. This piece has great ideas on how to recruit, engage, and maintain meaningful relationships with senior HR officers. 9

10 Conclusion Maximizing your membership is a way to maximize your chapter s revenues as well. Members are the key to not only the chapter s existence, but also to the financial health of a chapter. Your approach should be strategic beginning by assigning accountability for growth of membership to one person and retention of current members to one person (can be the same person). Continually be in the member recruitment mode. SHRM s Membership Recruitment & Retention Toolkit found on the VLRC is a complete resource containing the following sections: Part I Recruitment Why HR professionals don t join chapters (survey results) Setting the Strategy from Your Chapter s Recruitment Efforts Determining Your Prospects Timeline Marketing Materials from SHRM Letter Templates (customizable) Brochure Templates (customizable) Printable Benefits List Telephone Scripts (customizable) Talking Points (customizable) Press Release Template (customizable) Newsletter Articles to Increase Membership Converting SHRM Student Members Converting to a 100% Chapter Best Practices in Chapter Recruitment Part II Retention Defining Retention The Cost of Retention Continuous Marketing The Renewal Process Is Important Determining Why Members Don t Renew Conclusion Consider also previewing SHRM Webcasts. There is one called Attracting At large Members to Chapters From a Marketing Perspective that you can view from the archived selection of available webcasts. Visit: 10

11 Scenario One Small, relatively unpopulated geographic area Few members Scattered at large membership Mainly manufacturing Losing plants to overseas Little money for HR programs What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 11

12 Scenario Two You are a mega or super chapter that wants to be completely autonomous Employment issues are huge in the geographic area Changing demographics due to rising property taxes, insurance coverage s, electric bills, and gas High cost of living Real estate very high People migrating out of the state What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 12

13 Scenario Three Geographic area is very progressive Bio tech; healthcare are the big employers Chapter wants more partnership with Senior HR groups, the state council, and SHRM Diversity is an opportunity What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 13

14 Scenario Four Large Hispanic population Chapter is losing membership Many old, antiquated laws govern the state Unemployment rate is high Healthcare is an issue Little money for HR programs What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 14

15 Scenario Five Unemployment very low Geographic area is attracting new businesses with favorable economic motivators Scattered at large membership Skills gap is high SHRM membership is low What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 15

16 Scenario Six Big brain drain People have become reluctant to move here Companies are decentralizing Can t attract Gen X or Gen Y Old cumbersome industries But it s paradise! What can the chapter do to influence growth and retention? What can the chapter do to be a strategic partner with SHRM and its members? How can the state council help you? 16

17 DIRECTOR OF MEMBER ENGAGEMENT/RETENTION Position Summary: Assure that activities/initiatives of the chapter are focused on engaging chapter s members and retaining members over time. Responsibilities include tracking member retention, reviewing current programs and benefits to assure that they reinforce member engagement, and recommending new programs/services. Responsible To: Chapter President Responsibilities: Assure that chapter has mechanism in place to track member retention and that retention is measured at least annually. Conduct periodic member needs analyses and member satisfaction surveys to assure that chapter is responsive to members professional needs. Assure that chapter programming reflects members needs and desires as reflected in needs analyses, member satisfaction surveys and other means of collecting this information (e.g., speaker/subject evaluation forms at chapter programming). Review new member orientation program to assure that assure that member is engaged from the beginning, to include such activities as complete review of chapter benefits, time for new member to consider how these benefits will contribute to his/her professional development, and an opportunity to discuss current business issues/concerns with other new members. Review chapter web site to assure that it continually reinforces benefits offered to members, that it is robust and user friendly and that it provides links to other useful professional resources. Assure that numerous volunteer opportunities are available to members either short term projects or more long term assignments and that these opportunities are communicated clearly and often. When members express a desire to volunteer, assure that a mechanism exists to respond to them immediately. Review the membership renewal process to assure that members are contacted early and often, that renewal process is easy to complete and that renewal is used as another opportunity to communicate member benefits. Encourage members to communicate value of membership to their employers, and utilize other means to educate employers about benefits of supporting their employee s chapter participation (e.g. letter of appreciation to employers, Boss Day at a regular monthly meeting). Assure that Chapter follows up with members who do not renew to learn reason(s) for nonrenewal, and assure that former members are contacted in the future about rejoining the Chapter. Carry out other initiatives to support the engagement and retention members not listed above. 17

18 Resources A Key to Member Retention Just Ask!, Leader s Edge, 4 th Quarter 2005, Larry Burk, SPHR, CCP Ten Ways, Leader s Edge, 4 th Quarter 2005 Find Chapter Best Practices Online, Leader s Edge, 2 nd Quarter 2002, Shelly Prochaska, SPHR At Large Lists, Leader s Edge, 2 nd Quarter 2002, Shelly Prochaska, SPHR Cure for the I Can t Get No Volunteers Blues, Leader s Edge, 2 nd Quarter 2002, Shelly Prochaska, SPHR The Importance of Member Retention, Leader s Edge, 4 th Quarter 2006, Shelly Prochaska, SPHR Be More Strategic, Leader s Edge, 2 nd Quarter 2006 Membership Recruiting & Retention Tips and Tools, SE Region Power Point Presentation, Shelly Prochaska, SPHR 2007 SHRM Chapter and State Council Goals document 18