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The Power of HR for Volunteer Leaders. Pamela J. Green, MBA, SPHR. President and Founder. What Makes the HR Leader Powerful?. Visibility Availability Resilience Communicator Brave Strong Personal Reputation Challenges Conventional HR Thinking Skills to Lead Change Strategic Awareness.

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pamela j green mba sphr

The Power of HR for Volunteer Leaders

Pamela J. Green, MBA, SPHR

President and Founder

(c) 2013 Power Project Institute, LLC

what makes the hr leader powerful
What Makes the HR Leader Powerful?
  • Visibility
  • Availability
  • Resilience
  • Communicator
  • Brave
  • Strong Personal Reputation
  • Challenges Conventional HR Thinking
  • Skills to Lead Change
  • Strategic Awareness
  • HR Knowledge & Expertise
  • Business Knowledge
  • Integrity
  • Leads Change on Business Issues
  • Enthusiasm for Work-Life Balance and Diversity
  • Keep their Promises
  • Global Minded
  • Almost Every Person On The List Is An Active Volunteer

(c) 2013 Power Project Institute, LLC

overview
Overview
  • Identify the program opportunities that exist for volunteer leaders.
  • Distinguish the difference between the traditional volunteer operation and the world class volunteer operation.
  • Determine your chapter’s level of readiness for change.
  • Design and implement your strategy.

(c) 2013 Power Project Institute, LLC

slide4

"Problems cannot be solved with the same level of thinking that created them.”

Albert Einstein

(c) 2013 Power Project Institute, LLC

the race for relevance
The Race for Relevance….
  • HR growing faster than any other profession, yet it is taking an additional 4 years for HR pro’s to join their HR association. From 7 years now up to 11 years.
  • GTS is widely known as the easiest and fastest way for YP’s to obtain information as opposed to fee based information resources.
  • Associations continue to struggle for relevance even though Americans are volunteering more (a total of almost 8 billion hours - a value of roughly $171 billion).
  • Most people who volunteered in recent years, did so to help schools, youth organizations or to advance the lives of young people. Activities largely included raising money.
  • People who volunteered as a teen or young adult were more likely to volunteer as they got older.

(c) 2013 Power Project Institute, LLC

our m ajor dilemmas
Our Major Dilemmas:
  • How do we improve the perceived importance and perceived effectiveness of the Association to our community?
  • How do we demonstrate that the volunteer experience is not a detractor to the company, but an enhancement to HR effectiveness?
  • How do we convey that volunteer leadership is not only important, but critical for future success?

(c) 2013 Power Project Institute, LLC

three core hr responsibilities
Three Core HR Responsibilities
  • Career
    • Managing your own career effectively and productively
  • Company
    • Ensuring that your company has a sustainable Human Resource program in place
  • Cast & Crew
    • Ensuring that you acquire, engage and retain the talent needed for business success

(c) 2013 Power Project Institute, LLC

career volunteer management pitfalls
CareerVolunteer Management Pitfalls
  • Waiting for people to volunteer
  • Not effectively communicating the value proposition
  • Not assigning specific tasks
  • Lack in accountability (no one wants to be seen as the bad guy)
  • Not cutting out the red tape
  • Not recognizing when people WANT to take on more responsibility (fair is not always equal)
  • Not adequately addressing internal politics and moving beyond the chapter walls
  • Missing innovation

(c) 2013 Power Project Institute, LLC

from traditional to transformational
FromTraditional toTransformational

(c) 2013 Power Project Institute, LLC

addressing our dilemmas
Addressing Our Dilemmas

Everyone has to win:

  • The chapter/state have to create value
  • The volunteer has to find value
  • The company has to see value
  • The member has to receive value

(c) 2013 Power Project Institute, LLC

from traditional to transformational1
From Traditional to Transformational

Which is most reflective of your structure and engagement? What shifts can you make to move from traditional to transformational?

Traditional

Transformational

  • Compliance Focused
  • Transactional
  • Bureaucratic
  • Reactive
  • People Focused
  • Operational
  • Measure Satisfaction
  • Action Oriented (Edge)
  • Innovative Change Agent
  • Flexible, Friendly, Open
  • Pro-active
  • Business Focused
  • Operational and Strategic
  • Measure Success

(c) 2013 Power Project Institute, LLC

yeah but are my leaders ready
Yeah, but are my leaders ready?

(c) 2013 Power Project Institute, LLC

who s ready for transformation
Who’s Ready for Transformation?

Executive V-Board?

Volunteer Leader?

  • Is there a clearly communicated and broadly understood strategy?
  • Are volunteers and members valued and respected?
  • Is there a sense of urgency for the transformation?
  • Are leaders open to investments in volunteer/member retention?
  • Is there a recognized need for change?
  • Is there a willingness to support long-term strategic shifts or just short-term wins?
  • Have you clearly defined the need that the shift will fulfill? (WIIFT)
  • Is now the right time for implementing a culture shift (i.e., it will complement - not compete -with other major changes currently being made at work or in the chapter or at the State level?)
  • Have you adequately identified the time, people and financial resources needed? (business case)
  • Can you describe what success looks like?
  • What measures will inform you of progress?

(c) 2013 Power Project Institute, LLC

the 5 strategies for volunteer leadership success
The 5 Strategies for Volunteer Leadership Success

(c) 2013 Power Project Institute, LLC

success by design 5 strategies for transformational chapter or state council
Success by Design:5 Strategies for Transformational Chapter or State Council
  • Establish a Baseline
    • Employee’s/Volunteer Satisfaction with HR/Chapter Leadership*
    • Anecdotal information
    • Leader’s feedback
    • Surveys and Interviews
  • Build Your Strategic Vision*
    • Where do we want to go?
    • How will we get there?
    • Who will help?
    • What does success look like?
    • How will we measure success?

(*) Skill Builders

(c) 2013 Power Project Institute, LLC

success by design 5 strategies for transformation
Success by Design:5 Strategies for Transformation
  • Build Support
    • Work behind the scenes
      • Socialize ideas and concepts with allies
      • Identify detractors early
      • Work your RACI model
    • Present the business case*
  • Implement an Effective Communication Strategy*
  • Measure, Assess & Report Progress
    • What measures will we use?*
    • What is important to the members?
    • What will build our credibility in the community?*

(*) Skill Builders

(c) 2013 Power Project Institute, LLC

overcoming our dilemmas
Overcoming Our Dilemmas

Dilemma

Solution

  • How do we improve the perceived importance and perceived effectiveness of the organization to our community?
  • How do we demonstrate that the volunteer experience is not a detractor to the company, but an enhancement to HR effectiveness?
  • How do we convey that volunteer leadership is not only important but relevant for career success?
  • Generate interest (even publicity) about successes. Writing and submitting articles to local papers, etc. What can we do that will benefit an HR related need in the community?
  • From Pain to Pleasure Island.
  • You have to point it out and they have to find a way to showcase newly acquired skillsback at the office.

(c) 2013 Power Project Institute, LLC

slide18

Use

Learn

Questions?

Teach

Inspire

Thank You!

Pam@PowerProjectInstitute.com

202-293-4965

(c) 2013 Power Project Institute, LLC