DIVERSITY RELATED RESOURCE ORGANIZATIONS · 2009. 4. 30. · diversity true – false quiz 1. 1/3 of the us population will be ‘minorities’ by 2040. 2. for 10% of americans, english

DIVERSITY RELATED

RESOURCE ORGANIZATIONS

• AARP • Affirmative Action Resources • Afronet • American Business Women's Association • American Indian Science & Engineering Society • Asian American Studies Center • ASPIRA • Association for Women in Communications • Association of Hispanic Advertising Agencies • Association of Latino Professionals in Finance & Accounting • Black Data Processing Associates • Black Pages USA • Blacks in Government • Black Retail Action Group • EASI: Equal Access to Software and Information • Employment Standards Administration Office of Federal Contract

Compliance Programs • Equal Employment Opportunity Commission • Facts About Women and Work • GSA Office of Equal Employment Opportunity • Hispanic Association of Colleges & Universities • Hispanic Association on Corporate Responsibility • Institute for Women and Technology • Microsoft Accessibility Support • N.O.W. • NAAAHR • NAACP • National Association of Black Accountants(NABA) • National Association of Hispanic Federal Executives, Inc • National Association of Minorities in Communications (NAMIC) • National Black MBA Association, Inc. • National Black MBA Association, Inc. - New Jersey Chapter • National Business & Disability Council • National Council of La Raza • National Society of Hispanic MBAs • National Society for Hispanic Professionals (NSHP) • Native Links Sources • Office of Federal Contract Compliance Programs (OFCCP) • ProGayJobs.com • Resumes2work.com • Society for the Advancement of Chicanos and Native Americans in

Science • The Diversity Initiative • The National Society of Black Engineers • Transformative Job & Career Services CAREER-Magic.com • Society of Women Engineers • Walter Kaitz Foundation • Women in Packaging • Women in Technology International • Women's Network • WomenSportsJobs

DIVERSITY TRUE – FALSE QUIZ

1. 1/3 OF THE US POPULATION WILL BE ‘MINORITIES’ BY 2040.

2. FOR 10% OF AMERICANS, ENGLISH IS NOT THEIR FIRST LANGUAGE.

3. 1 IN 10 AMERICANS ARE COVERED BY THE AMERICANS WITH DISABILITIES ACT

4. TODAY’S EMPLOYEES CHANGE JOBS ON AVERAGE EVERY 5-6 YEARS

5. 20% OF ALL FAMILIES ARE SINGLE PARENT HOUSEHOLDS.

DIVERSITY – MINI CASE STUDY • LARGE ORGANIZATION WHOSE MEMBERS ARE HEALTH CARE PROFESSIONALS

SEES THAT MEMBERS ENTERING THE PROFESSION ARE SIGNIFICANTLY DIFFERENT DEMOGRAPHICALLY THAN THOSE CURRENTLY IN THE PROFESSION.

• THE ORGANIZATION HAS A STUDENT COMPONENT AS WELL AS LOCAL GROUPS.

STUDENTS ARE NOT NECESSARILY TRANSITIONING TO PROFESSIONAL MEMBERSHIP.

• CURRENT MEMBERS & LEADERS ARE CAUCASIAN MALES, BABY BOOMER AGE &

BEYOND; THOSE ENTERING THE PROFESSIONAL ARE PREDOMINATELY ASIAN AMERICAN FEMALES.

• HOW WOULD YOU INTRODUCE DIVERSITY AND ITS VALUE TO THE LEADERSHIP? • WHAT COMMUNICATIONS APPROACH WOULD YOU USE TO REACH OUT TO THE

NEW PROFESSIONALS? WHAT PRODUCTS & SERVICES MIGHT BE ATTRACTIVE TO THE TRANSITIONING STUDENTS?

• HOW WOULD YOU BEGIN TO DEVELOP FUTURE LEADERS FROM THIS NEW GROUP?

NOTES

INTERNATIONAL CASE STUDY • SMALL PROFESSIONAL SOCIETY THAT REPRESENTS TELECOMMUNICATION

SYSTEM DESIGNERS IS SEEKING TO EXPAND OUTSIDE NORTH AMERICA. • HAVE 1,000 MEMBERS, ALL U.S. BASED WITH THE EXCEPTION OF 50 INDIVIDUALS

EACH IN CANADA AND MEXICO. • THE CEO AND BOARD OF DIRECTORS THINGS THERE IS TREMENDOUS POTENTIAL

FOR INCREASING THEIR MEMBERSHIP OUTSIDE NORTH AMERICAN BASED ON A FW INQUIRIES RECENTLY RECEIVED FROM POTENTIAL MEMBERS IN FRANCE, JAPAN, AND BRAZIL.

• THE CEO ALSO THINKS THAT SOME OF THEIR PRODUCTS (I.E. PUBLICATIONS,

TRAINING PROGRAMS, NETWORKING EVENTS) MIGHT INTEREST INTERNATIONAL MEMBERS.

• THE CEO HAS RECENTLY HIRED YOU TO ASSESS AND DETERMINE WHETHER THE

ASSOCIATION SHOULD EXPAND ITS MEMBERS AND/OR OFFER SOME OF ITS PRODUCTS AND SERVICES INTERNATIONALLY.

• WHAT RECOMMENDATIONS WOULD YOU MAKE TO THIS CEO? • WHAT QUESTIONS MIGHT NEED TO BE ASKED FIRST AND WHY?

NOTES

Rationale for International Membership Expansion

Here are some of the issues to consider if you are looking to expand your international membership around the world.

What does your association hope to accomplish in developing your international membership? There are a variety of different reasons for expanding international membership. They may include: providing global leadership in your industry, enhancement of your association's image and prestige (which can also lead to increased influence in areas such as policy), broadening the horizons of your domestic members, increased exports of the association's publications or services, and increased revenue. Some of the questions you may want to ask before you begin an international expansion include:

• What reasons do you have to go global? • Who would you like to have as members? • What challenges might you face in recruiting or retaining international members? • What organizations similar in scope to yours exist in other countries? • What products and services will you offer? How will you deliver those products and services? • What currencies will you accept? • What languages will you communicate in? • How will you involve international members in your governance structure?

You will want to review your organization's mission and ensure that you explicitly include global expansion as one of your objectives. Experienced association executives note that unless you have corporate buy-in at the highest levels, major global initiatives will be hard to achieve.

How To Proceed?

Before initiating an international expansion program be sure to take the time to do your research and develop a marketing plan. Some of the questions you should ask yourself include:

• What are your association's current policies and services vis a vis international members? (Many associations have a small percentage of their membership who have joined from other countries without any kind of particular attention paid to these members. If this is the case in your association, these members may be a particularly valuable source of information to aid you in developing a more formal marketing plan for future expansion).

• How might the expectations of international members be different than those of existing members?

• Is your association prepared to meet the expectations of international members that you are targeting? (Recruiting members that you cannot retain may not be the best use of your association's resources).

• What challenges might currently stand in the way of global members who wish to access your programs, products and services? Look at a full range of membership services and responsibilities including: board elections, dues payments, publications distribution and how your annual conferences are organized.

Consider developing geographic criteria for targeting your expansion. By determining a criteria for targeting particular geographic locations at the very start of an internationalization process the association can help to ensure that the chosen areas are the best potential matches for the organization's goals and strengths, and avoid this becoming a political decision.

Issues to Keep in Mind:

• Remember where you’ve come from – have a clear understanding of your organization’s own culture and be familiar with your competition.

• Understand where and why you’re going international. • Carefully assess needs of international members by country. • Carefully craft a strategic plan – selecting specific geographic locales for expansion. • Consider the cost of each market relative to its benefit to the association – even if do you not

expect an immediate return. • Assess the potential of the services your association has to offer. Make sure your membership

benefits are valued and will be used by your members in a given country and/or region. • Make sure your marketing strategy is culturally-sensitive, country-specific and developed with and

for the locals.

Generational Differences: Resources by Christy Jones AAUW Director of Membership

Online Resources: Carnie M. Wall, CAE , “Refocus, Restructure, Revitalize”, ASAE ASSOCIATION MANAGEMENT, June 2005 § Timely article centering on insights into “remaining relevant and responsive in changing

environments”. Dan Ward, “Make room for Generation Net: a cultural imperative”, Defense AT&L, May-June, 2005 § Unexpectedly humorous and insightful article about internet communities and different

generations. “Volunteering in the United States, 2004”, NEWS, Bureau of Labor Statistics, United States Dept of Labor, December 16, 2004 § For those into statistics, this gives the latest in who’s volunteering in America these days.

Phyllis I. Pieffer, “Globalization, governance and generational issues”, American Music Teacher, Dec, 2004 Music Teachers National Association, Inc § Helpful, short overview of all generations and their impact on membership organizations.

Cynthia D’Amour, “Engaging Generation X Members, Web site: www.chapterleaders.com, Published for ASAE Component Relations Section, December 09, 2004 § Quick overview of Generation Xer’s and tips for engaging them into your organization.

Paul Pomerantz,CAE, “Rules of Engagement”, ASAE ASSOCIATION MANAGEMENT, Sept 01, 2004. § Great article from Executive Director, Paul Pomerantz, CAE, of the American Society of Plastic

Surgeons. Gives a comprehensive case study of his organization and their efforts to turn generational challenges into opportunities.

Leah Kerkman, “Tips for Recruiting and Managing Older Volunteers”, The Chronicle of Philanthropy’s philanthropycareers, September 24, 2004 § Don’t forget Boomers are almost retired – how to recruit them more actively for the future!

“Value of Volunteer Time”, Independent Sector, Research, 2004 § Tidbit of info: “The estimated dollar value of volunteer time is $17.55 per hour for 2004”. More

info on that in this article. Stephen L. Lamb, CAE, “Purposefully Providing Value”, ASAE ASSOCIATION MANAGEMENT, Dec 2003 § Good overview of a trade association learning/taking the steps to meet the needs of the new

generations. Marilyn Moats Kennedy, “Managing different generations requires new skills, insightful leadership - GenX is here”, Physician Executive, Nov-Dec, 2003 § Love the line: “Hard work is a function of interest, not age”. In-depth overview of engaging younger

volunteers (particularly Gen X), easily transferable to other organizations.

Generational Differences: Resources Page 2 Sherry L. Clausing, Doris L. Kurtz, Judith Prendeville, Janet Lynn Walt, “Generational diversity—the nexters”, AORN Journal, Sept, 2003 § Excellent study of Generation Y from a nurses point of view – but very useful to all!

Christy Kessler, “Engaging the New Meeting Goer”, ASAE ASSOCIATION MANAGEMENT, April 2003 § Good tips on how to engage the tech savvy in your meetings

CEO to CEO: “Getting the Commitment and Participation of Young Members”, ASAE ASSOCIATION MANAGEMENT, April 2003 § Four associations give a picture of how they developed the ways and means to engage

younger members. Worth reviewing, you never know which idea might just work for your organization.

Christine W. Zust, M.A., “Baby Boomer Leaders Face Challenges Communicating Across Generations” . She is president of Zust & Company, at www.zustco.com. © 2003 Zust & Company § Found this online paper on communication tips across generations useful.

Dora L. Costa (MIT, and NBER) & Matthew Kahn (The Fletcher School and Tufts University), “Understanding the American Decline in Social Capital 1952-1998”, August 14, 2002 § For those of you wanting a more detailed analysis of trends in social capital (defined in short

as, “membership in a group”), this paper’s for you. Vic Murray (University of Victoria), “Virtual Volunteering, Current Status and Future Prospects”, Canadian Centre for Philanthropy, 2002 § A perspective of online or “virtual” volunteers from our Canadian neighbors, useful reading.

**Apologies if I have inadvertently left any information or credits out of the above resources. As this is a handout, I didn’t put the actual link for each piece, but typing in the author or title almost always takes you right to the source. CJ Books: Cynthia D’Amour, Go Team Go – Strategies for Leading Today’s Teams to Victory, PeoplePowerUnlimited, 2005 § Her latest book, timely, excellent information about strategies for today’s volunteers, both

leaders and members. Facing the Future: Preparing Your Association to Thrive, Emerging Trends from the ASAE Foundation's Ongoing Environmental Scan Research; the ASAE Foundation June 21, 2002 § If you haven’t read the ASAE Foundation series of “Facing the Future” books, you must do so;

the information is still relevant today. If you haven’t visited these in awhile, it’s well worth the re-read. Most useful to give to boards as well.

Cynthia D’Amour, How to Recruit Generation Me, Jump Start Books, Ann Arbor, Michigan, 2000 § One of the first to talk about different generations and how they relate to associations and

chapters in particular, a quick read – and one to give to your leaders. Mark Levin,CAE, Millennium Membership: How to Attract and Keep Members in the New Marketplace, ASAE, 2000 § At the time (only a few short years ago), a must read for about the “new membership” – still

very useful today, read again if you haven’t lately.

For more information about international membership expansion issues, contact: Carolyn Lugbill, CAE President, Going Global Matters Fairfax, Virginia USA Phone: +1.703.266.8341 Email: [email protected] Website: www.goingglobalmatters.com For more information about membership marketing strategies, contact: Susanne Connors Bowman Co-owner, The Haefer Group, Ltd. Merrifield, Virginia Phone: 703-620-9315 Email: [email protected] Website: www.thehaefergroup.com Fro more information concerning generational strategies, contact: Christy Jones, CAE Director, Membership – American Association of University Women Washington, DC Email: [email protected] Website: www.aauw.org

1

HGYour Road To Success

TARGETINGNEW AUDIENCES

for MEMBERSHIP GROWTH

ASAE Annual Meeting Learning Lab

Sunday August 14, 2005


Your Session Facilitators

q Susanne Connors BowmanCo-owner, The Haefer Group, Ltd.q Christy Jones, CAEDirector of Membership – American Association of

University Womenq Carolyn Lugbill, CAEPresident, Going Global Matters

2


One Size DOES NOT Fit All!

qBasis for today’s discussion…üUnderstanding how diversity impacts your

organization’s attractiveness to new audiences (or not!)üGenerational differences – your leadership’s

thinking versus newer member segmentsüShould you take the international plunge to

grow… If you do – what are the ramifications?


3


Diversity True/False Quiz

1. 1/3 of US population will be “minorities” by 2040.2. For 10% of Americans, English is NOT their first

language.3. 1 in 10 Americans are covered by the Americans with

Disabilities Act4. Today’s employees change jobs on average every 5 -6

years.5. 20% of all families are single parent households.


Diversity True/False Quiz

EVERY ANSWER IS FALSE!!WHAT’S YOUR SCORE??

4


Diversity Quiz Correct Answers

1. 1/2 of US population will be “minorities” by 2040.

2. 1 in 6 Americans are covered by the Americans with Disabilities Act

3. For 15% of Americans, English is NOT their first language.

4. Today’s employees change jobs on average every 3-4 years.

5. 30% of all families are single parent households.


Dimensions of Diversity

???Learning StyleCommunication Style

Generation born inManagement Status

Seniority

Education LevelWork LocationEmployer Type

Professional Specialty

Job ClassificationWork Experience

IncomeParental StatusMarital Status

Sexual OrientationReligionGeographic Location

First LanguageNationalityEthnicity

RaceSexAge

5


Let’s Ask Ourselves...

qWhat are our present approaches to attracting and serving diverse members, leaders and potential leaders?

qAre these approaches adequate?

qDo we address diversity in our strategic plans?

qWhere are we missing opportunities to do better?


Think about…

q Who are your organization’s active members?

q Your prospective members?q Your lapsed members?q Your volunteers?q Your prospective leaders?q Your associate members?q Your sponsor contacts?

6


Why Does This Matter?Why Does This Matter?

qBecause it affects your TARGETINGqBecause it affects your MESSAGINGqBecause it affects your MEDIA


Mini-Case StudyDiversity Impacts from

New Demographic Segments Entering the Professional

7


Indicators of Success

qOrganization’s image/brand recognitionqMembership enrollment/retention dataqMember satisfaction levelsqChanges in volunteer demographicsqVolunteer satisfactions levelsqDiversity of products and services developed

and marketed to nichesqPolicies and procedures address the issues,

needs, and concerns of diverse groups of members & volunteers


Generational Differences

qThe Silent or Mature Generation

qBaby Boomers or Baby Busters

qGeneration X

qGeneration Y or Nexters or Millennials or Neters or Generation Next

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qThe Silent or Mature Generationü Born before 1946; strong traditional views of religon, family, and

country. Focus: include respect for authority, loyalty, hard work, and dedication. Security, stability and now health care are their main issues.

ü Known as “joiners”, thus thought nothing of joining organisations such as associations

ü Like the written word in a formal format (few pictures) and

ü Came through the ranks (ie paid their “volunteer dues”) to

ultimately take leadership.



qBaby Boomers or Baby Bustersü Born between 1946 – 1964; did not experience the same

difficulties as their parents

ü Were influenced by the civil rights movement, women's liberation, the space program, the Cold War, and the Vietnam War.

ü They are known to place a high value on youth, health, personal gratification, and material wealth.

ü Baby Boomers are optimistic and believe their generation changed the world. Personal values, respect and success - main motivators.

9


Generational DifferencesqGeneration Xü Born between 1965-1980ü Tend to be nontraditional, interested in new concepts and

products and have a global mindset. ü Called the “misunderstood” generation.

• Often thought to be lazy, selfish and “don't want to get involved”.

• In reality: need personally relevant value – the answer to “What’s in it for me?” and want active participation as problem solvers.

ü Key motivator is an enjoyable experience. Main sources: Cynthia D’Amour , “Engaging Generation X Members, web site:www.chapterleaders.com,

published for ASAE Component Relations Section, and Phyllis I. Pieffer , “Globalization, governance and generational issues”, American Music Teacher, Dec, 2004 Music Teachers National Association, Inc


Generational Differencesq Generation Y

or Nexters or Millennials or Neters or Generation Next

ü Born between 1980-2000; have no recollection of the Reagan era, do not remember the Cold War, and have known only one Germany. Their world has always had AIDS, answering machines, microwave ovens, and videocassette recorders.

ü This generation includes more than 81 million people, approximately 30%, of the current population - and are greater in number than the Baby Boom generation.

ü The Nexters will enter the workforce in large numbers as the Baby Boomers did, and they will influence changes in the work environment, just as the Baby Boomers did in the past.

Source: Sherry L. Clausing, Doris L. Kurtz, Judith Prendeville, Janet Lynn Walt, “Generational diversity—the nexters”, AORN Journal, Sept, 2003

10


Generational Differencesq Communication Tips:

ü Mature Generation: Build trust; face-to-face; written; more formal

ü Baby Boomers: Speak in an open direct style; answer questions directly and expect to be pressed for details

ü Generation X:Learn their language and speak it; use e-mail as your primary communication tool; talk in short sound bytes to keep their attention; share information with them immediately and often

ü Generation Y: Let your language paint visual pictures; use e-mail and voicemail as primary communication tools; constantly seek their feedback

Source: Christine W. Zust, M.A., “Baby Boomer Leaders Face Challenges Communicating Across Generations”. She is president of Zust & Company, at www.zustco.com



q Members & Volunteers:

üWhat challenges & opportunities do these generational differences bring?üToday’s volunteer: what trends supersede any

generational difference?üHow are other associations transitioning?

11


Generational DifferencesqWhat challenges & opportunities do these

generational differences bring?

üFirst step: Do your homework!

MEMBER NEEDS ASSESSMENT


Generational DifferencesqWhat challenges & opportunities do these

generational differences bring?

üNew ways of doing business, examples:

• From having younger members chair committees usually reserved for the elder

• Use of ad-hoc committees for short-time commitment

• The new meeting – high tech gadgets on site; CD’s to take back with them; what to offer if they can’t attend?

12


Generational DifferencesqToday’s volunteer: what trends today

supersede generational differences?

üTime management issuesüWhat’s in it for me, the “value” propositionüIs it fun?!


Generational DifferencesqHow are other associations transitioning?üYour stories!

qOther Resources:üSee Handout: multiple online or book

resources

13


Rationale for International Membership Growth

Why do you want to grow your international membership?

q Provide global leadership in your profession/industryq Enhance your association’s image and prestige q Broaden the horizons of your domestic membersq Increase exports of association’s publications or servicesq Increase association’s revenue

Is there a consensus within your organization?


Before you Expand Internationally

Do your Homework… Ask Yourself…üWho would you like to have as members?üWhat challenges might you face in

recruiting/retaining members?üWhat organizations similar to yours exist in

other countries?üWhat products/services will you offer?

14


Before you Expand Internationally

üHow will you deliver those products and services?üWhat currencies will you accept?üWhat languages will you communicate in?üHow will you involve international members in

your governance structure? qReview mission/goals of associationqHave corporate buy-in from major stakeholders


Strategic Questions for Marketing Plan

üWhat are association’s current policies and services vis-à-vis international members? üHow might expectations of international

members be different from those of existing members?üIs association prepared to meet expectations

of international members that you are targeting?üWhat challenges stand in the way who wish to

access your products/services?

15


Strategic Questions for Marketing Plan

qWhere are your current and prospective international members located? qWhere is the highest density of involvement?qWhat products and services are they buying?

(Product vs. benefit grid – by country or region)qWhy are they joining, dropping out or rejecting

membership? üConsider developing geographic criteria for

targeting your expansion.


International Recruitment/Retention Tips

qRemember where you’ve come from – have clear understanding of association’s own culture.qBe familiar with your competition.qUnderstand where and why you’re going

international.qCarefully assess needs of international

members by country.qCarefully craft a strategic plan- selecting specific

geographic locales for expansion.

16


International Recruitment/Retention Tips

qConsider cost of each market relative to its benefits to the association – even if you don’t expect an immediate return.qAssess potential of products/services to offer. qMake sure your membership benefits are valued

and will be used by your members in a given country/region.qMake sure marketing strategy is culturally-

sensitive, country-specific and developed with and for the local membership.


Case Studyq Small professional society that represents telecommunication

system designers is seeking to expand outside North America.q Have 1,000 members, all U.S. based with the exception of 50

individuals each in Canada and Mexico.q The CEO and Board of Directors thinks there is tremendous

potential for increasing their membership outside North America based on a few inquiries recently received from potential members in France, Japan, and Brazil.

q The CEO also thinks that some of their products (i.e., publications, training programs, networking events) might interest int’l. members.

q The CEO has recently hired you to assess and determine whether the association should expand its membership and/or offer some of its products and services internationally.

q What recommendations would you make to this CEO?q What questions might need to be asked first and why?

Documents

DIVERSITY RELATED RESOURCE ORGANIZATIONS · 2009. 4. 30. · diversity true – false quiz 1. 1/3 of the us population will be ‘minorities’ by 2040. 2. for 10% of americans, english