aarp executive insights webinar series · 6/23/2010 · aarp 3 learning objectives update on the...
TRANSCRIPT
AARP Executive Insights Webinar Series
Webcasted on Wednesday, June 23, 20102:00 p.m. to 3:00 p.m. EDT
Talent Management for an Age Diverse Workforce
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HRCI Credits
HR Certification Institute Pre-Approved Program:
This Webinar is pre-approved for one strategic credit hour for PHR, SPHR, and GPHR recertification. Program ID information can be obtained sending an email to [email protected] after you finishing reviewing these slides. Be sure to specify the title of this Webinar in your request.
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Learning Objectives
Update on the economy impact on the changing demographics of the workplaceQ3 2010 Hiring projectionsFindings/Implications from the Sloan Center on Aging &
Work research study, The Pressures of Talent ManagementStrategies and industry practices that have been adopted
by forward thinking organizationsThought process for implementing an age diverse talent
management strategy
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Today’s Presenters
Deborah RussellDirector, Workforce IssuesAARP
Kathy LynchDirector, Employer EngagementSloan Center on Aging & WorkBoston College
Jill BracelandDiversity & Work Life SpecialistMitre Corporation
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Economic Uncertainty Continues
Unemployment remains near 27 year highJobless claims, consumer spending, and home sales
weakBudget cuts in European countriesFinancial Markets are fragileFed expected to leave Policy unchangedSlight improvement in hiring outlook
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U.S. Workforce Demographic Trends
Aging of the U.S. workforce: 76m Baby Boomers
Lower birth ratesFour generations
working side-by-side
High talent among the
unemployedConcerned
about stabilityReversal of
retirement trends
Workforce 2010
AARP
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Talent Pressures, Economic Pressures, Age Pressures
Moving from Awareness to Action
Wednesday, June 23, 2010 Kathy Lynch
Director, Employer Engagement
Sloan Center on Aging & Work
Sloan Center on Aging & Work
• Founded in 2005: Alfred P. Sloan Foundation Grant
• Rigorous Research• Evidence for Action• Quality of Employment• Prism of Age
10 Countries – 30 Worksites
2010 Data Collection
Employer
Learning
Circle
Beyond Age Workshops Age Diversity + Team Innovation = Competitive Edge
Current Areas of Focus
The Center’s Workplace Impact Model
Awareness
Older Workers are Working Longer
Percent of Age Groups in Labor Force
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00%
25-34
35-44
45-54
55-64
65+
Age
Percent of Population
20102000
Toosi, M. (2002, May). A Century of Change: The U.S. labor force, 1950 – 2050. Monthly Labor Review May, 125, 15 – 28.Bureau of Labor Statistics (BLS). (2010) [Analysis of US Current Population Survey.] Unpublished raw data.
Research tells us:
40% of employers anticipate ageing of the workforce will have a “negative/very negative” impact on their business over the next 3 years.
Almost 40% of employers report a sense of “age or age/economic” pressure.
2.0%
37.8%
49.1%
10.1%
1.0%
Very Negative
Negative
No Impact
Positive
Very Postive
Sweet, S., Pitt-Catsouphes, M., Lynch, K., and Whalley, E. (2009, October) Talent Management Study: The Pressures of Talent Management
But still a disconnect:
68% reported not having analyzed their workforce demographics.
77% stated that they have not analyzed the projected retirement rates of their employees.
Sweet, S., Pitt-Catsouphes, M., Lynch, K., and Whalley, E. (2009, October) Talent Management Study: The Pressures of Talent Management
12.6%
10.0%
13.1%
25.7%
28.8%
40.0%
46.7%
36.6%
39.7%
42.7%
38.1%
39.5%
37.2%
29.8%
36.6%
36.0%
33.3%
25.6%
25.1%
17.4%
18.9%
14.2%
14.2%
10.9%
10.6%
6.5%
5.4%
4.7%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Assessed supervisors' abilityto anticipate/plan for staff ing
needs
Assessed competency setsof employees
Assessed skills organizationanticipates needing
Developed succession plans
Anaylzed demographicmakeup
Assessed employee careerplans
Analyzed projected retirementrates
Not at allLimited extentModerate extentGreat extent
Assess the “what”!
1. What is Age?
2. What is the context of the “age” impact on your organization?
The Prism of Age
Chronological Age
Generational Age
Life Events Age
Organizational Age
Occupational Age
Relative Age
Social Age
Physical Age
AGE
What is the context?
Employer groups by impact of economicpressures and aging workforceN=646
27.9%
11.9%
36.0%
24.2%
Age-Economically PressuredAge PressuredEconomically PressuredLower Pressured
Pressure Combinations:
One in four employers in 2009 reported that age and economic pressures were working in tandem to negatively impact their operations.
Sweet, S., Pitt-Catsouphes, M., Lynch, K., and Whalley, E. (2009, October) Talent Management Study: The Pressures of Talent Management
In your opinion, to what extent does your organizationhave programs or policies for the engaging of older workers?N=669
2%
0%
1%
2%
65%
69%
66%
53%
33%
31%
33%
44%
0% 20% 40% 60% 80% 100%
Lower Pressured
EconomicallyPressured
Age Pressured
Age/EconomicallyPressured
Excessive policies/programs
Just the right number ofpolicies/programsToo few policies/programs
Sweet, S., Pitt-Catsouphes, M., Lynch, K., and Whalley, E. (2009, October) Talent Management Study: The Pressures of Talent Management
Approximately what portion of your employees (thinkingabout both full-time and part-time employees) can do the following?N=644
28.3%
11.5%
9.8%
7.5%
7.8%
9.0%
16.1%
14.7%
7.0%
40.8%
58.5%
54.1%
37.0%
48.2%
21.9%
13.8%
21.4%
48.6%
38.9%5.1%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Extended CaregivingLeaves
Request Change inStart/Quit Time from Time to
Time
Choose Schedule thatVaries from Typical
Take Education Leave
Transfer to Job WithReduced
Pay/Responsibilities
All/Nearly All
Most
Some
None
The Age/Economic Pressure Tool
Where does your organization fit?
How does your organization compare?
What does your quadrant mean?
Quadrant BLower Age, Higher Economic Pressure
• Identify other organizational strategies impacted by the economy.• Consider whether your organization is planning a workforce reduction &
look at demographic projections to support this strategy.• Has knowledge management been included in discussions? Consider doing
a complete criticality assessment.• Consider which business areas and positions are most at risk for talent
shortages.• Identify and target specific risk points that can help you to better allocate
resources.• Downsizing may offer opportunity to consider traditional staffing and training
models.• Consider if there are opportunities for employees to re-career within your
organization.
What does your quadrant mean?Quadrant DHigher Age, Lower Economic Pressure
• Identify potential partners within HR and organizational development.• Consider who else is looking at age demographics.• Identify how your organization’s age demographics align with your
organizational goals.• Consider if particular areas or occupations are at high risk; engage partners
outside HR.
Workforce Planning Strategies by Pressure Group
Workforce Planning Strategies by Pressure Group
Workforce Planning Strategies by Pressure Group
MITRE Talent Management
AARP Executive Insight SeriesJune 23, 2010
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Goal 5: Foster a World-Class Workforce
We must attract, develop, and retain the best and the brightest people who are passionately committed to serving the public interest.
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Corporate Mandate
National shortage of engineering talentClassified work with Federal government
o Must be US Citizen
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MITRE Constraints
Workforce Development Briefing to OfficersMay 2010
Initiatives: Assemble internal/external current and historic
demographic data to better understand where we’ve been, where we are, and where we want to go
Execute “deep dive” analysis into Centers to capture future human capital priorities
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Strategic Development
Interview OfficersDefining what we want in the futureAnalyze current and future demographics
MITRE
Steps Taken
Talent needs for future success include:
The ability to leverage diversity, especially balancing newer graduates with senior expertise.
A culture that fosters innovation, as well as transferring within and across organizational lines.
The ability to build consensus across multiple groups.
MITRE
Officer Interview Results
To place more emphasis on innovation through an integrated and synthesized approach to work and leadership.
To never undercut, but increase the flexibility for continuous learning.
To foster and leverage the emerging workforce with collaboration and knowledge sharing skills
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What we want in the future
Average highest-degree level unchanged over 25 yearsIncreasing proportion of staff reaching typical
retirement ageAttrition among staff of typical retirement age has
been stable or decliningIn 2009, over 50% of our hires were from internal
referrals
MITRE
Demographics
Extend the dialogue to next level of management within the Centers
Re-assess recruiting for diversity and younger generation
Focus groups for quiet needs Increase STEM activities
MITRE
WORK IN PROGRESS
Embrace diversity of thought Expand mentoring programs, including senior
management with high potential personnel Add training in leading diverse and multi-
generational teams
MITRE
WORK IN PROGRESS
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Business Case for Mature Workers
69% of mature workers not retired say they will work during retirement
Companies may avoid talent crunch if mature workers continue working longer than previous generations for both financial and personal reasons
Companies may find themselves competing for the services of older workers, and will need to offer the kind of rewards that 50+ employees want and expect
Mature workers are more motivated than others to exceed expectations on the job
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Business Case for Mature Workers
Older workers are more motivated to exceed expectations on the job than their younger counterparts
High replacement costs equal at least 50% of an individual’s salary
Cost benefits of avoiding turnover can exceed compensation and benefit costs of older workers
To continue the conversation:
Kathy LynchSloan Center on Aging & Work
ADDITIONAL RESOURCES:
Download Age/Economic Pressure Map
The Sloan Center on Aging & Work will be releasing additional reports this month, including:
- Health Care & Social Assistance Sector- Retail Sector- Accommodations & Food Services Sector
Additional reports, to be released throughout July 2010, will include the following industry sectors: Construction; Professional, Technical & Scientific Services; Finance & Insurance; Wholesale; and Transportation & Warehousing.
For more information on the talent managementstudy and selected findings from our reports, please visit:
http://www.bc.edu/research/agingandwork/projects/talentMgmt.html
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Talent Management Resources
Workforce Assessment Tool – A tool to strengthen your ability to recruit and retain talent
Workforce Management Training Modules –Customizable training you can use to increase the competencies of your staff
Employer Resource Center – See section on Recruitment
National Employer Team – A recruiting source targeting experienced talent
Visit www.AARP.org/erc for these and other resources
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Talent ManagementResources AARP SmartBrief – E-newsletter update on changing workforce
issues and recruiting strategieshttp://www.smartbrief.com/aarp/
Online Job Sites – A list of job sites that appeal to experienced workers http://bulletin.aarp.org/yourmoney/work/articles/job_search_resources.html
Recruiting Practices: 2008 AARP Best Employers for Workers Over 50 – Article summarizing the winning recruiting strategieshttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.html