Few things have the potential to galvanize an organization as much as a bold future. Setting a strong strategic direction for your organization is critical. Even your department and project teams will benefit from focused planning. Unfortunately, people think that strategic planning expertise is solely the domain of highly specialized, external consultants who have to bring their special brand of mojo. Fortunately, there are tools and frameworks that are easy to use and follow and do not require multiple PhDs to decipher. . This presentation will: • Present an agile and scalable strategic planning framework • Provide resources to contribute to a successful planning effort • Explain techniques to successfully sustain the impact of your strategic planning process • Demonstrate ways to make your meeting interactive and engaging • Highlight five critical mistakes to avoid

1. Strategic Planning for an HR Audience http://www.facebook.com/monsterww @monster_works @monsterww http://www.monsterthinking.com/ http://www.youtube.com/user/MonsterVideoVault For more, visit http://hiring.monster.com Bill Treasurer & Laura Shiver Cohn Giant Leap Consulting’s Lead Strategic Planning Team Presented by:

3. On a scale of 1 to 5, where 1 means very boring and 5 means very engaging, how boring have past strategic planning meetings been that you attended One Two Three Four Five very boring Very engaging P O L L Please Vote to the Right of Your Screen

9. Sample Interview Questions:

10. Sample Survey Questions:

11. Strategic Planning Framework

12. Our collective reason for being, articulated for internal & external audience. “ Mini-vision” for each goal. Our high-level goals for successfully reaching our mission. The “yardsticks” to gauge progress. Specific targets on each yardstick. Concrete steps and who will own them.

14. Why are you participating today? Interested in an organizational strategic plan Interested in a department strategic plan Interested in a project team strategic plan Interested in just learning more P O L L Please Vote to the Right of Your Screen

15. Our collective reason for being, articulated for internal & external audience.

16. On a scale of 1 to 5, where 1 means not at all and 5 means completely, how well do you think the people you work with understand the mission of your organization? One Two Three Four Five Not at all Completely P O L L Please Vote to the Right of Your Screen

20. “ Mini-vision” for each goal. Our high-level goals for successfully reaching our mission.

22. Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism.

24. Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism. OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional.

29. The “yardsticks” to gauge progress. Specific targets on each yardstick.

32. Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism. OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional. UM: Positive unsolicited accolades from other departments and business units. SMART: 2 positive unsolicited accolades p/quarter. 1 positive accolade per team member p/year.

35. Concrete steps and who will own them.

36. Strategic activity is always superimposed on full work schedules.

37. Staff Development Goal: Proactively educate and develop our staff so that everyone demonstrates a high degree of skill and professionalism. OO: HR department receives positive unsolicited feedback from the other departments and business units about our exemplary professional. UM: Positive unsolicited accolades from other departments and business units. SMART: 2 positive unsolicited accolades p/quarter. 1 positive accolade per team member p/year. Action: Send internal survey to dept. and BU execs to understand how they define professionalism by 2/15/12.

38. Goal Area: Optimal Outcome: SMART Target: Point(s) of Contact: Due Date: Action Item:

39. Dot Voting Technique: