aarp talent management webinar 06-23-10

8/8/2019 Aarp Talent Management Webinar 06-23-10

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AARP Ex ec ut ive Ins ights

Webinar Ser i es

Webcasted on Wednesday, June 23, 2010

2:00 p.m. to 3:00 p.m. EDT

Talent M anagem ent for an Age Diverse Work forc e


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AARP 2

HRCI Cred it s

HR Certification Institute Pre-Approved Program:

This Webinar is pre-approved for one strategic credit hourfor PHR, SPHR, and GPHR recertification. Program IDinformation can be obtained sending an email [email protected] after you finishing reviewingthese slides. Be sure to specify the title of this Webinar in

your request.
mailto:[email protected]:[email protected]


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AARP 3

Learn ing Objec t ives

Update on the economy impact on the changingdemographics of the workplace

Q3 2010 Hiring projections

Findings/Implications from the Sloan Center on Aging &Work research study, The Pressures of TalentManagement

Strategies and industry practices that have been adopted

by forward thinking organizationsThought process for implementing an age diverse talent

management strategy


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4

Todays Present ers

Deborah Russell

Director, Workforce IssuesAARP

Kathy Lynch

Director, Employer EngagementSloan Center on Aging & Work

Boston College

Jill Braceland

Diversity & Work Life SpecialistMitre Corporation

AARP


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Ec onomic Unc ert a in ty

Cont inues

Unemployment remains near 27 year high

Jobless claims, consumer spending, and home sales

weakBudget cuts in European countries

Financial Markets are fragile

Fed expected to leave Policy unchanged

Slight improvement in hiring outlook

AARP 5


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6

U.S. Work forc e Dem ographic TrendsAging of the U.S.workforce: 76mBaby Boomers

Lower birth ratesFour generations

working side-by-side

High talentamong the

unemployed

Concernedabout stability

Reversal ofretirement trends

Workforce 2010

AARP


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AARP 7

Talent Pressures, Economic Pressures,

Age Pressures

Moving from Awareness to Action

W e d n e s d a y , J u n e 2 3 , 2 0 10

K a th y L y n c h

D ir e ct o r , E m p l o y e r E n g a g e m e n t S l o a n C e n t e r o n A g i n g & W ork


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Sloan Cent er on Aging &Work

Founded in 2005: Alfred P.Sloan Foundation Grant

Rigorous Research

Evidence for Action Quality of Employment

Prism of Age


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10 Countries 30 Worksites2010 Data Collection

Employer

Learning

Circle

Beyond Age Workshops Age Diversity + Team Innovation =

Competitive Edge

Current Areas of Foc us


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The Cent er s

Workp lace Im pac tModel


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Awareness


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Older Work ers are

Work ing LongerPercent 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

2010

2000

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.


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Resear ch tells us:

40% of employers anticipateageing of the workforce willhave a negative/verynegative impact on theirbusiness over the next 3years.

Almost 40% of employersreport a sense of age orage/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: ThePressures of Talent Management


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But stil l a disconnect:

68% reported not having analyzed their workforce demographics.

77% stated that they have not analyzed the projected retirementrates of their employees.


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' ability

to anticipate/plan f or staf fing

needs

Assessed competency sets

of employees

Assessed skills organization

anticipates needing

Developed succ ession plans

Anaylzed demographic

makeup

Assessed employee career

plans

Analyzed projected retirement

rates

Not at all

Limited extent

Moderate extent

Great extent


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Why?
http://www.google.com/imgres?imgurl=http://www.ccp.edu/vpst-aff/studentlife/Career%2520Services/question-mark_cartoon.jpeg&imgrefurl=http://www.ccp.edu/vpst-aff/studentlife/Career%2520Services/Career%2520Services%2520Index.html&usg=__HlIXK_wJwD0aDMmKZwgXA6xp40I=&h=350&w=333&sz=79&hl=en&start=16&itbs=1&tbnid=oQITtXy3bZeilM:&tbnh=120&tbnw=114&prev=/images%3Fq%3Dquestion%26hl%3Den%26safe%3Dactive%26sa%3DX%26gbv%3D2%26tbs%3Disch:1


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Assess t he w hat !


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1. What is Age?

2. What is the context of the age impact on yourorganization?


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The Pr ism of Age

Chronological Age

Generational Age

Life Events Age

Organizational Age

Occupational Age

Relative Age

Social Age

Physical Age

AGE


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What i s t he cont ex t ?


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Em ployer groups by im pact o f economicpressures and ag ing w ork fo rceN=646

27.9%

11.9%

36.0%

24.2%

Age-Economically Pressured

Age Pressured

Economically Pressured

Lower Pressured

Pressure

Combinations :

One in fouremployers in 2009reported that ageand economic

pressures wereworking in tandemto negativelyimpact theiroperations.



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In your op in ion , to w hat ex t en t does your o rganiza t ionhave programs or po l ic ies for the engaging of o lder wo rke rs?N=669

2%

0%

1%

2%

65%

69%

66%

53%

33%

31%

33%

44%

0% 20% 40% 60% 80% 100%

Lower Pressured

Economically

Pressured

Age Pressured

Age/Economically

Pressured

Excessive policies/programs

Just the right number ofpolicies/programs

Too few policies/programs



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Approx im ate ly w hat por t ion o f your em ployees (t h ink ingabout bot h fu l l -t im e and par t -t im e employees) c an do thefo l low ing?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 Caregiving

Leaves

Request Change in

Start/Quit Time from Time to

Time

Choose Schedule that

Varies from Typical

Take Education Leave

Transfer to Job With

Reduced

Pay/Responsibilities

All/Nearly All

Most

Some

None


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The Age/Economic Pressure Tool


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Where does your

organizat ion f i t ?


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How does your

organizat ion c om pare?


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What does your

quadrant m ean?Quadrant B

Lower 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 doinga complete criticality assessment.

Consider which business areas and positions are most at risk for talentshortages.

Identify and target specific risk points that can help you to better allocateresources.

Downsizing may offer opportunity to consider traditional staffing and trainingmodels.

Consider if there are opportunities for employees to re-career within yourorganization.


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What does your

quadrant m ean?Quadrant D

Higher Age, Lower Economic Pressure Identify potential partners within HR and organizational development.

Consider who else is looking at age demographics. Identify how your organizations age demographics align with your

organizational goals.

Consider if particular areas or occupations are at high risk; engage partnersoutside HR.


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Work forc e PlanningSt rat eg ies by PressureGroup


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Work forc e Planning

St rat eg ies by PressureGroup


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Work forc e PlanningSt rat eg ies by Pressure

Group


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MITRE Talent Management

AARP Executive Insight Series

June 23, 2010

MITRE 33


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Goal 5: Foster a World-ClassWorkforce

We must attract, develop, and retain the best andthe brightest people who are passionately

committed to serving the public interest.

MITRE 34

Corporat e Mandat e


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National shortage of engineering talent

Classified work with Federal government

o Must be US Citizen

MITRE 35

MITRE Const ra int s


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Workforce Development Briefing to Officers

May 2010

Initiatives: Assemble internal/external current and historic

demographic data to better understand whereweve been, where we are, and where we want

to go Execute deep dive analysis into Centers to

capture future human capital priorities

MITRE 36

St ra t eg ic Deve lopm ent


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Interview Officers

Defining what we want in the futureAnalyze current and future demographics

MITRE

St eps Taken


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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

Off ic er In t erv iew

Resul ts


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To place more emphasis on innovation throughan 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

MITRE 39

What w e w ant i n t he

fu tu re


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Average highest-degree level unchanged over 25years

Increasing proportion of staff reaching typical

retirement age

Attrition among staff of typical retirement age hasbeen stable or declining

In 2009, over 50% of our hires were from internalreferrals

MITRE

Demographics


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Extend the dialogue to next level ofmanagement within the Centers

Re-assess recruiting for diversity and youngergeneration

Focus groups for quiet needs

Increase STEM activities

MITRE

WORK IN PROGRESS


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Embrace diversity of thought

Expand mentoring programs, including seniormanagement with high potential personnel

Add training in leading diverse and multi-generational teams

MITRE

WORK IN PROGRESS


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AARP 43

Business Case for Mat ure Work ers

69% of mature workers not retired say they will workduring retirement

Companies may avoid talent crunch if mature workerscontinue working longer than previous generations forboth financial and personal reasons

Companies may find themselves competing for theservices of older workers, and will need to offer the kindof rewards that 50+ employees want and expect

Mature workers are more motivated than others toexceed expectations on the job


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AARP 44

Business Case for Mat ure Work ers

Older workers are more motivated to exceedexpectations on the job than their younger counterparts

High replacement costs equal at least 50% of anindividuals salary

Cost benefits of avoiding turnover can exceedcompensation and benefit costs of older workers


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To continue the conversation:

Kathy LynchSloan Center on Aging & Work

[email protected]

ADDITIONAL R ESOURCES:

Download Age/Economic Pressure Map

The Sloan Center on Aging & Work will bereleasing additional reports this month, including:

- Health Care & Social Assistance Sector- Retail Sector- Accommodations & Food Services Sector

Additional reports, to be released throughoutJuly 2010, will include the following industrysectors: Construction; Professional, Technical& Scientific Services; Finance & Insurance;Wholesale; and Transportation & Warehousing.

For more information on the talent management

study and selected findings from our reports,please visit:

http://www.bc.edu/research/agingandwork/projects/talentMgmt.html
mailto:[email protected]://www.bc.edu/research/agingandwork/all_feeds/2010-01-14.htmlhttp://www.bc.edu/research/agingandwork/projects/talentMgmt.htmlhttp://www.bc.edu/research/agingandwork/projects/talentMgmt.htmlhttp://www.bc.edu/research/agingandwork/all_feeds/2010-01-14.htmlmailto:[email protected]


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AARP 46

Talent ManagementResources

Workforce Assessment Tool A tool to strengthen yourability to recruit and retain talent

Workforce Management Training Modules Customizable training you can use to increase thecompetencies of your staff

Employer Resource Center See section on Recruitment

National Employer Team A recruiting source targetingexperienced talent

Visit www.AARP.org/erc for these and other resources
http://www.aarp.org/erchttp://www.aarp.org/erc


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Talent ManagementResources

AARP SmartBrief E-newsletter update on changing workforceissues and recruiting strategies

http://www.smartbrief.com/aarp/

Online Job Sites A list of job sites that appeal to experiencedworkershttp://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_b

est_employers.html
http://www.smartbrief.com/aarp/http://bulletin.aarp.org/yourmoney/work/articles/job_search_resources.htmlhttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.htmlhttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.htmlhttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.htmlhttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.htmlhttp://bulletin.aarp.org/yourmoney/work/articles/job_search_resources.htmlhttp://www.smartbrief.com/aarp/

aarp talent management webinar 06-23-10

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