shrm poll: programs and practices to confront the workplace effects of the downturn in the economy
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SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy. February 17, 2009. - PowerPoint PPT PresentationTRANSCRIPT
SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy
February 17, 2009
©SHRM 2009
Summary: Which of the following HR strategies and programs did your organization begin to initiate, expand or reduce in response to
the current financial challenges in the U.S. economy?
• Top three initiated HR strategies and programs:1. Layoff/downsizing strategies = 51%2. Workforce planning = 38%3. Business competencies = 33%4. Older worker strategies = 33%
• Top three expanded HR strategies and programs:1. Health care strategies = 71%2. Communications strategies = 67%3. Leadership/career development = 60%
• Top three reduced HR strategies and programs:1. Recruitment of top talent = 37%2. Older worker strategies = 32%3. Retention strategies = 24%
2
Source: SHRM Poll February 17, 2009
©SHRM 2009 3
33%
59%
8%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
n = 145
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Business Competencies
Business Competencies: Programs designed to help your
HR department better understand the economic forces
challenging your business and the areas in which your
department can maximize its bottom-line contribution.
©SHRM 2009 4
38%
53%
9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
n = 253
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Workforce Planning
Workforce Planning: Strategic planning to determine your future
workforce needs based on different economic scenarios. This
includes the analysis of critical positions to identify talented
employees who can be developed to fill specific positions or take on
broader responsibilities.
©SHRM 2009 5
24%
39%37%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
n = 208
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Recruitment of Top Talent
Recruitment of Top Talent: Targeted recruitment to take
advantage of top-notch talent that becomes available as a
result of the downturn.
©SHRM 2009 6
29%
47%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
n = 200
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Retention Strategy
Retention Strategy: A strategy that provides the
necessary incentives to motivate your high performers to stay on
board.
©SHRM 2009 7
33% 34%32%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
n = 96
Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Older Worker Strategies
Older Worker Strategies: Various strategies aimed at
retaining older workers, transferring knowledge from those leaving and attracting
those who have retired back into the workforce.
©SHRM 2009
20%
60%
20%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
8
n = 234
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Leadership/Career Development
Leadership/Career Development: Initiatives designed to develop a
diverse generation of leaders from within.
©SHRM 2009
25%
67%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
9
n = 264
Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Communication Strategy
Communication Strategy: Confidence-building internal communications from senior
management and targeted communications with your
employees to assure them of their value to your organization.
©SHRM 2009
51%
42%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
10
n = 180
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Layoff/Downsizing Strategies
Layoff/Downsizing Strategies: Strategies that aim to avoid
sudden large layoffs and minimize the effects of job
reductions on employee morale. This includes voluntary furlough
and time reduction programs used to reduce expenses.
©SHRM 2009
25%
71%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
11
n = 231
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Health Care Strategy
Health Care Strategy: Analyzing various health care
options to reduce overall health care costs for organizations.
©SHRM 2009
30%
57%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Initiated this strategy Expanded this strategy Reduced this strategy
12
n = 126
Note: Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
Changes as a Response to Current Financial Challenges:Retirement Plan Strategy
Retirement Plan Strategy: Analyzing various retirement
plan options to reduce overall costs for the organization.
©SHRM 2009 13
In your opinion, to what extent are the following aspects of talent management a higher priority at your company now compared with the onset of the recession?
44%
58%
63%
66%
26%
22%
19%
30%
20%
19%
15%
18%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Recruitment (n = 319)
Succession planning (n= 323)
Employee development(n = 324)
Employee engagementand retention (n = 321)
A significant / moderate extent A minor extent No extent
Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure.
Source: SHRM Poll February 17, 2009
©SHRM 2009 14
Demographic Information/Organizational Profile
©SHRM 2009 15
Does your organization have operations in the U.S. only or multinationally?
U.S. based operations only,
75%
Multinational operations, 25%
n = 335
Source: SHRM Poll February 17, 2009
©SHRM 2009 16
Organization Staff Size
39%
33%
27%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Large organization (500or more employees)
Medium organization(100-499 employees)
Small organization (1-99employees)
n = 332
Source: SHRM Poll February 17, 2009
©SHRM 2009 17
Organization Sector
10%
16%
21%
53%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Government sector
Nonprofit organization
Publicly owned forprofit
Privately owned forprofit
n = 334
Source: SHRM Poll February 17, 2009
©SHRM 2009 18
• An e-mail that included a link to the survey was sent to 3,000 random SHRM members.
• The survey fielded February 17 – February 27, and four e-mail reminders were sent.
• A total of 2,489 surveys were successfully delivered, and 339 HR professionals responded, yielding a response rate of 14%.
• The number of respondents (indicated by “n”) varies because some respondents did not answer all of the questions.
SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy
Methodology