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TRANSCRIPT
AARP Executive Insights Webinar Series
Webcasted on Thursday, November 18, 20102:00 p.m. to 3:00 p.m. EST
The Changing Look of Diversity: What Talent Management Professionals Need to Know
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HRCI Credits
HR Certification Institute Pre-Approved Program:
This Webinar is pre-approved for one General credit hour for PHR, SPHR, and GPHR recertification. Program ID information will be provided at the end of the Webinar
Send an email to [email protected] after you view the Webinar slides for program ID information.
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Learning Objectives
Learn current workforce demographic trends in the context of a challenging economyLearn generational profiles of various groups that make
up a diverse workforce Understand the business case for diversityUnderstand employment law implications for diversityLearn how to become an “Employer of Choice” to attract
to retain top talent
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Today’s Presenters
Deborah RussellDirector, Workforce IssuesAARP
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Elba Aranda-SuhExecutive DirectorNLESI
Laurie McCannSenior LitgatorAARP
Lynne SmithDirector, Talent ManagementRobert Half International
Deborah FrettExecutive Director.BPWA
Economic Uncertainty Continues
Unemployment remains highJobless claims, consumer spending, and home sales
weakBudget cuts in European countriesFinancial Markets are fragileFed is getting more aggressiveSlight improvement in hiring outlook
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change
The Changing Landscape of Work
•Aging of the Workforce•More Diverse•Four Generations•Lower Birth Rates
Generational Profile Trends: 2009 - 2030
WWII Older Boomers
Middle Boomers
YoungerBoomers Gen X Gen Y
WhiteBlackAsianOther N/C N/C N/C N/C
HispanicWomen
Men No Data
N/C = No Change
Explosion of the Latino Population Latinos will be 19% of the population by 2020 and 30% by 2050 (133 Million)
General status of the Latino Population in the Workforceo The Pew Hispanic Center estimates US Hispanics to represent 13.6% of the total
US workforce in 2006. The same study, estimates 36.7% of US job growth to consist of Hispanic applicants.
o IL Latinos represent hold an unemployment rate of 10.9%, an all time high Aging Latino Population in the workforce
o Older Hispanics will make 1/7 of the 50 -69 by 2020 and ¼ by 2050o According to a study by the Urban Institute, the number of 55+ workers will
increase by a third over the coming decade and people are living longer and striving to work longer
The demographic is changing:o Increase in educational attainment by non-foreign Hispanicso Longer tenured Hispanics will also mean older Hispanics
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Because of the emerging demographic, private and public sector employers should support public policy that encourages employment of the 50 – 69 Latino population as well as internal HR policies. Policy supporting the employment of the aging Latino workforce will need to take into account language, technology, and educational barriers, as well as health literacy.
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Explosion of the Latino Population
Pay Equity Almost 50 years after the passage of the Equal Pay Act, the gender
pay gap More than a third of mothers in working families in every state but
Wyoming and Utah are the family’s primary breadwinner—these women provide at least half of a couple’s earnings or are single working mothers
The gender pay gap has taken on added importance as men have been more likely than women to lose jobs during the Great Recession
With families depending on a woman’s paycheck – a paycheck that is not equal to a man’s – families are hurt even more by the rough economic situation
Working women still earn only 77 cents for every dollar that men earns
Resource: Center for American ProgressAARP 10
Women VeteransWe can no longer afford to ignore the potential that this highly skilled group of working women can contribute to the U.S. economy as employees and employers. Women veterans continue to be an overlooked talent resource and a positive way to increase workforce diversity.
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Women VeteransWomen are the fast growing population of veterans There are 2 million women veterans today By 2020, 20% of veterans under 45 will be women Leaving the military is the first time many women veterans face pay
discrimination Women veterans often find it difficult to leverage their military skills
into meaningful civilian careers 11.2 % of women veterans are unemployed as of January 2010,
compared to 9.4% for veteran menWomen veterans who have served since 1990, have 20% higher
rates of unemployment than their male counterpartsWomen veterans between 18-24 are twice as likely to experience
unemployment than non-veteran women
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Women Veterans
“Tell me anywhere in the business world where a 22- or 23-year-old is responsible for 35 or 40 individuals on missions that involve life and death. Their tactical actions can have strategic implications for the overall mission.” -- General David Petraeus on hiring veterans
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Gen Y Women Value Older ColleaguesWealth of knowledgeInstitutional knowledgeCompany loyaltyAbility to collaborateExperiencePerspective – being able to see the bigger
pictureContacts and networks
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Resource: Business and Professional Women’s Foundation, Gen Y Women Focus Groups, 2010
Managers Value Gen Y WomenFresh perspectiveAbility to brainstormWillingness to vocalize their wants and needsCreativityWillingness to take risks
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Resource: Business and Professional Women’s Foundation, Gen Y Women Focus Groups, 2010
Managers Value Gen Y WomenConfidence in their abilitiesInnate sense of meritocracyWork ethic and driveAbility to seek out and embrace changeDesire to understand not only the “what” of a
task, but the “why”
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Resource: Business and Professional Women’s Foundation, Gen Y Women Focus Groups, 2010
Gen Y Women Can Learn from Older ColleaguesBe patientSee the bigger pictureBe adaptable/ how to use influenceUnderstand the organizational culture
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Resource: Business and Professional Women’s Foundation, Gen Y Women Focus Groups, 2010
Older Colleagues Can Learn from Gen Y WomenBe flexibleBe open to new ideasBe willing to take risksEmbrace change to improve a processTake risks and be willing to fail once in a whileBreak communication barriers through the use of
multiple communication channels
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Resource: Business and Professional Women’s Foundation, Gen Y Women Focus Groups, 2010
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Generational Diversity and Productivity in the Workplace
50% of hiring managers said they expect their teams’ productivity levels to increase as the economy improves
Source: Robert Half survey of 1,453 workers (between 21 and 64 years of age), including 502 hiring managers
35% of workers surveyed said working on a multigenerational team increases productivity; Only 15% said it decreases productivity
35%Increases
Productivity 15%Decreases Productivity
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Generational Diversity and Productivity in the Workplace
54% of baby boomers surveyed said they expect to work past the traditional retirement age of 65
The workforce will continue to be diverse, consisting of multiple generations
Source: Robert Half survey of 1,453 workers (between 21 and 64 years of age), including 502 hiring managers
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Business Case For Diversity Business case to support diversity and inclusiveness needs to
be effective, strategic and flexible enough to address and meet a variety of workforce needs
• How can HR and Talent Management respond?– Champion programs– Incorporate into talent management programs – Value and strive for innovation – Innovation
happens with a diverse team of people!– Promote and support your supplier diversity
programs– Consistently reinforce through your internal and
external communication channels– Leverage your corporate responsibility programs,
alliances and advisory councils to help support you in the community
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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
Managing a Multigenerational Team
Benefits: Brings together
people of varying experience levels
Allows for greater diversity of project teams
Allows for mentoring opportunities
Challenges:• Different work ethic
and approach to work/life balance
• Conflicting communication styles
• Different points of view make it harder to reach consensus
Source: Robert Half survey of 1,453 workers (between 21 and 64 years of age), including 502 hiring managers24
Women Veterans
“Recruiting women veterans is smart businessWomen in the military are leaders, managers and
team members95% of military jobs are open to women -- the
advantages of hiring women veterans are obvious
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Laws on Workplace Discrimination
Age Discrimination in Employment Act (ADEA)Title VII of the Civil Rights of 1964 Americans with Disabilities Act (ADA)Multiple discrimination based on age, gender,
race, or disability States have their own fair employment practices
statutes
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ADEA Charges at or Near Record-Levels
Charges containing ADEA allegations:
In 2008, 24,582 charges, a 30% increase over 2007
In 2009, 22,778 charges (second highest recorded level)
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Recent Important Age Discrimination Cases
Meacham v. Knolls Atomic Power Laboratory
Mendelsohn v. Sprint/United Mgmt. Co.
Gross v. FBL Financial Services
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How can HR/Talent Management respond?
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How can HR and Talent Management respond?
– Promote and support your supplier diversity programs
– Consistently reinforce through your internal and external communication channels
– Leverage your corporate responsibility programs,alliances and advisory councils to help support you in the community
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How can HR and Talent Management respond?
– Champion programs
– Incorporate into talent management programs
– Value and strive for innovation –Innovationhappens with a diverse team of people!
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21st Century Alignment
© 2008 Sloan Center on Aging & Work Quality of Employment Framework
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AARP Talent Management Resources
Visit the AARP Employer Resource Center at www.AARP.org/erc for these and other 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
National Employer Team – A recruiting source targeting experienced talent
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Other Resources Business & Professional Women Foundation
http://www.bpwfoundation.org/
National Latino Education Institute http://www.nlei.org/index.html
Robert Half International http://www.rhi.com/
U.S. Department of Labor Office of Disability Employment Policy http://www.dol.gov/odep/
U.S. Equal Employment Opportunity Commission www.eeoc.gov
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HRCI Credit Information
This program has been approved for 1.0 (General) recertification credit hour toward PHR, SPHR and GPHR recertification through the HR Certification Institute.
Send an email to [email protected] after you view the Webinar slides for program ID information.
AARP Executive Insights Webinar Series
Tuesday, December 7, 20102:00 p.m. to 3:00 p.m. EST
Preparing For 2011: Trends In Talent Acquisition for an Age Diverse Workforce
Register Now! At WWW.AARP.ORG/ERC
Upcoming Webinar!