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Examining the Driving Forces Affecting
  Human Resource Management
Richard N. Dettling MSHRM, PHR
Human Capital Development
University of Phoenix, Ft. Lauderdale
South Florida Campus
A Growing Shortage of Workers in the US:
    Palpable by the End of This Decade
                                                                                                                   154
                                                                                                                   152
          Expected Labor Force and                                                                                 150
          Labor Force Demand                                                                                       148
                                                                                                                   146
                                                                                                                   144
                                                                                                                   142
                                                                                                                   140
Millions of People




                                                                                                                         2004


                                                                                                                                   2005


                                                                                                                                              2006


                                                                                                                                                         2007


                                                                                                                                                                     2008
      250

      200

      150
                                                                                                                           Labor Needed
      100
                                                                                                                           Labor Available
        50

         0
                                                   2012
              2002
                      2004
                              2006
                                     2008
                                            2010


                                                          2014
                                                                 2016
                                                                        2018
                                                                               2020
                                                                                      2022
                                                                                             2024
                                                                                                    2026
                                                                                                           2028
                                                                                                                  2030




                                                                                                                           Source: Employment Policy Foundation analysis and
                                                                                                                                     projections of Census/BLS and BEA data.
2005 © All Rights Reserved.                                                                                                                                                    2
A Flat or Shrinking Native Population
    in Almost All Industrialized Countries
                                                             Percent Change in Working-Age Population

                                                                                % change 2000-2020
               30%                                                              % change 2020-2050
                                                                                                      20%
               20%
                              15%16%   16%

               10%                              7%
                                         2%             2%
                  0%
                                                                -5%       -5%
              -10%                               -7%
                                                          -9%
                                                                                   -14%                  -13%
              -20%
                                                                   -21%

              -30%                                                          -27%          -28%
                                US     Canada   UK     France Germany Italy            Japan China

                                                                                Source: US Census Bureau International Data Base
2005 © All Rights Reserved.                                                                                                        3
Top Ten Countries Based on Population Size and Growth Rates
           (2005/2050)
           3,000



           2,500



           2,000              1,437
                                      1,628




           1,500
                                                                                                                             2050
                                                                                                                             2005
           1,000


                              1,304
                                      1,104
              500                              420
                                                         308
                                                                    260       295
                                                                                        231                 258
                                                                                                  110.5              100.6
                                               296
                                                         222        184       162       144        143      132       128
                  0
                              China   India   United   Indonesia   Brazil   Pakistan Bangladesh   Russia   Nigeria   Japan
                                              States

2005 © All Rights Reserved.                                                                                                         4
Foreign direct                 >500
      investment (FDI) -         100-500
      investment made to          50-100
      acquire lasting interest      10-50
      in enterprises operating         <10
      outside of the economy     In billions
      of the investor.




                                               Source: Wikipedia , the free encyclopedia; Foreign Direct Investment
2005 © All Rights Reserved.                                                                                           5
Foreign direct investment (FDI %) by country
  3.5
                    3.1
       3                                                                 2.9

  2.5                                            2.3
                                                                   2.1
       2
                                                       1.7
  1.5
                              1.1
       1                            0.9
                                                             0.8

  0.5
                                                                               0.1
       0
                                          -0.1
-0.5



2005 © All Rights Reserved.                                                          6
Dramatically Different Patterns of Growth by Age


                   80%              Percent Growth in U.S. Population by Age: 2000-2010

                                                                         3. Rapid growth in the over-55 workforce
                   60%
                                                                                              48%

                   40%


                                                                         18%
                   20%                                                                                             15%

                               5%           5%

                     0%
                               2. Few younger
                               workers entering            -9%
                 -20%
                              16-24        25-34          35-44         45-54                55-64                 65+

                                                       1. Declining number of mid-career workers

                                      Age of Workers

                                                                               Source: US Census Bureau International Data Base
2005 © All Rights Reserved.                                                                                                       7
. . . Continuing for Our Working Lives!


                                     Percent Growth in U.S. Workforce by Age: 2000-2020

                   80%                                                                       73%


                   60%                                                                                        54%



                   40%


                   20%
                                7%         8%       7%
                                                                             3%
                     0%

                                                               -10%
                 -20%
                              under 14    15-24    25-34       35-44        45-55          55-64              65+

                                                           Age of Workers

                                                                             Source: US Census Bureau International Data Base
2005 © All Rights Reserved.                                                                                                     8
A Pattern Found „Round the Industrialized World

               The United Kingdom
               Change in Population by Age Group: 2000-2010


                                  80%
                                                            Italy
                                                            Change in Population by Age Group: 2000-2010
                                  60%


                                  40%                                   80%

                                                                                                                        Germany
                                                                                                       22%
                                  20%                                   60%             14%
                                                                                                                        Change in Population by Age Group: 2000-2010
                                                                                                                         8%
                                                                                                                                                  3%
                                                                        40%
                                    0%
                                           -2%                         -1%
                                                    -10%
                                                                        20%                                             11%         80% 14%                                   13%
                                                                                                                                                              9%
                                 -20%                                                                                                                                                          1%
                                         Under 25   25-34            35-44
                                                                        0%              45-54         55-64               65+ 60% Total


                                                                       -20%
                                                                                       Age
                                                                                       -9%
                                                                                                                                    40%
                                                                                                      -24%                                                                                           27%
                                                                                                 Source: US Census Bureau International Data Base                                                                                24%
                                                                       -40%                                                 20%
           2005 © All Rights Reserved.                                                Under 25       25-34            35-44    45-54                           11
                                                                                                                                                             55-64            65+            Total
                                                                                                                                                                                                                                                  0%
                                                                                                                                       0%
                                                                                                                                            Age        -7%                                                       -7%
                                                                                                                                                                                   -11%
                                                                                                                                   -20%
                                                                                                                                                                    -19%
                                                                                                                                                             Source: US Census Bureau International Data Base

                                                        2005 © All Rights Reserved.
                                                                                                                                   -40%                                                                         13
                                                                                                                                                  Under 25         25-34            35-44           45-54       55-64            65+            Total

                                                                                                                                                                                                    Age

                                                                                                                                                                                                                Source: US Census Bureau International Data Base

                                                                                                                    2005 © All Rights Reserved.                                                                                                                    12




                                                                                                                                         Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
2005 © All Rights Reserved.                                                                                                                                                                                                                                             9
In 2000, A Fairly “Young” World . . .




                        Under 5%        5% to 12.4%   12.5% to 20%          Above 20%

                              Percent of Population Age 60+
                                           2000
                                                                     Source: U.S. Census Bureau
2005 © All Rights Reserved.                                                                       10
. . . Rapidly Aging by 2025




                        Under 5%         5% to 12.4%   12.5% to 20%          Above 20%

                                   Percent of Population Age 60+
                                                2025
                                                                      Source: U.S. Census Bureau
2005 © All Rights Reserved.                                                                        11
Why? Dramatic Increase in Life Expectancy
              80

              75
                      Average Life Expectancy at Birth in the U.S.
              70

              65

              60

              55

              50

              45

              40
                         1900   1910   1920 1930   1940 1950 1960   1970 1980          1990        2000



                                                                       Source: U.S. Social Security Administration
2005 © All Rights Reserved.                                                                                          12
The “Sudden” Boom in Life Expectancy



     Age        80
                                                                                         76.5

                70



                60

                              Life Expectancy at Birth: 1000 - 2000
                50                                                         47


                                                                  38
                40
                                                        36
                                              35
                                   30
                30
                        25


                20



                10



                  0
                   1000            1200      1400       1600      1800     1900                 2000




                                                                         Source: Census Bureau, 2000
2005 © All Rights Reserved.                                                                            13
Why? Dramatic Drop in Birth Rates


                                     4           Total Fertility Rate        3.6               1960         2000
                                         3.3
                                                     2.8         2.9
                                     3
                                                                                                      2.5            2.5
              Total Fertility Rate




                                               2.0                                       2.0
                                     2                     1.7         1.7         1.6
                                                                                               1.4          1.3            1.2
                                     1


                                     0




                                                                                                              Source: Age Wave
2005 © All Rights Reserved.                                                                                                      14
Why? The Baby Boom Pattern
                                     Every 7 seconds, a baby boomer turns 50 in the U.S.
                                                                          Source: Bureau of Labor Statistics


                                    4.5
                                                                      The Boom Years: 1946-1964
                                    4.0
                Birth in Millions




                                    3.5



                                    3.0



                                    2.5



                                    2.0
                                      1930    1940    1950     1960      1970           1980             1990

                                                                                          Source: U.S. Census




2005 © All Rights Reserved.                                                                                     15
The Three Big Challenges for Human Resources
    about The Emerging Workforce



               Immigration    • Will the U.S. encourage immigration to
                                deal with the deficit in the workforce?
                              • Immigration Reform?

               Outsourcing    • How fast will it develop? Where?
                              • Cheaper Labor vs. Quality and Control

               Retirement     • Average retirement age continues to lower
                                while life expectancy continues to rise.
                              • More retirees remain active.
                              • Will the average retirement age change?




                                        Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
2005 © All Rights Reserved.                                                                                    16
Workforce Poses Many Secondary Challenges
          Impacting Your Ability to Attract, Retain, and Motivate the Talent You Need



           • Limited in availability – Workforce growing in the U.S. by only a fraction of a
             percent per year through the first half of the 21st century
           • Chronologically older – Individuals over 55 progressively larger proportions of
             the workforce: 11% in 2000; 20% in 2015; nearly one-third by 2050
           • Lacking key skills – Shortages of needed talent, particularly in high skill areas,
             such as science and engineering disciplines
           • Global – Continuing growth in off-shoring and ―right shoring‖
           • Highly diverse – Diverse in virtually every conventional dimension – race,
             gender, age, religion and cultural identity – and populated by individuals with
             widely differing values and assumptions about work itself
           • Sharing only healthcare as a core value – Unified in the U.S. only by a desire
             for premium health care benefits – heightened by increasing ―age‖



                                                  Source: Testimony by Tamara J. Erickson to the Senate Committee on Health,
                                                                                    Education, Labor and Pensions, May 2005
2005 © All Rights Reserved.                                                                                                    17
Complicated by the Changing Nature of Work
                              Further Challenging Big Corporations‟ Response

          • Increased interdependence of countries and cultures–Understanding the
            international political and economic environment, implications of job creation and
            transfer, immigration, and familiarity with local regulatory environments.
          • Technology advancements –The need to work in remote locations, enhance
            security and increase operational efficiencies, will include more sophisticated,
            cost-effective means of global communication and self-service applications,
            among others.
                Early 20th Century U.S. Labor was cheap and technology was expensive. Now in the 21st
                 Century U.S. Labor is expensive and technology is cheap.
          • Outsourcing—transferring of a business process to an external provider
          • Offshoring —outsourcing of an operation to a firm with principal base of
            operations outside the country
          • Terrorism, Safety and Security – There will be continuing concern for general
            employee safety in the context of unstable countries.
          • Changing corporate culture – Multinationals will contribute to the expanding
            definition of coworkers: they are in the next cubicle or in the next country; they are
            colleagues or suppliers.
                                                                 Source: SHRM Special Expertise Panels 2005 Trends Report
2005 © All Rights Reserved.                                                                                                 18
Not a Time of Quick Reactions to Clear, Urgent
    Signals . . .




      ...                     But One of Potentially Dangerous Acceptance
                              of Slow-Moving Trends

                                                Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
2005 © All Rights Reserved.                                                                                            19
The Three Big Challenges
                                                   1. Impact of Immigration




        "Our review of economic research finds immigrants
          not only help fuel the Nation's economic growth,
           but also have an overall positive effect on the
                  income of native-born workers."

                                                                             -Council of Economic Advisers Chairman
                                                                                  Edward P. Lazear; June 20, 2007




                              Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from
                                                                                                 http://www.whitehouse.gov/cea/cea_immigration_062007.html



2005 © All Rights Reserved.                                                                                                                                       20
The Three Big Challenges
                                                   1. Impact of Immigration
          • Immigrants are a critical part of the U.S. workforce
            and contribute to productivity growth and
            technological advancement
          • Foreign-born workers accounted for 15% of the U.S.
            labor force, and over the last decade they have accounted
            for about half of the growth in the labor force.
          • Approximately 40% of Ph.D. scientists working in the
            United States were born abroad.
          • Immigrants have lower crime rates than natives. Among
            men aged 18 to 40, immigrants are much less likely to be
            incarcerated than natives.
          • When immigrants are added to the US labor force, they
            increase the economy’s total output.
                              Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from
                                                                                                 http://www.whitehouse.gov/cea/cea_immigration_062007.html



2005 © All Rights Reserved.                                                                                                                                       21
The Three Big Challenges
                               1. Impact of Immigration
          • In 2005, illegal migrants accounted for about 5% of the
            civilian labor force, or 7.2 million workers out of a labor
            force of 148 million
          • Many [illegal immigrants] are working under conditions
            that are appalling
          • Some are paid in violations of hours laws; some are
            children working in jobs they shouldn't be
          • The illegal immigrants will always win in jobs competition
            with U.S. citizens.




                                     Source: U.S. Census Bureau's March 2005 Current Population Survey



2005 © All Rights Reserved.                                                                              22
The Three Big Challenges
    1. Impact of Immigration

                                    Immigration‟s Economic Impact



                                               Other 18%
                                                                                    Farming 24%


                                Production, I
                                 nstallation
                                 and Repair
                                    15%                                                  Cleaning 17%

                                              Food
                                           Preparation
                                              12%
                                                                     Construction
                                                                        14%
                              Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from
2005 © All Rights Reserved.                                                                      http://www.whitehouse.gov/cea/cea_immigration_062007.html
                                                                                                                                                                  23
The Three Big Challenges
    1. Impact of Immigration

                        Foreign-Born U.S. Workers by Country of Origin




                                                                                                        Latin America
                                                                                                        Africa
                                                                                                        Asia
                                                                                                        Europe
                                                                                                        North America
                                                                                                        Oceania




               Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor
               Market Studies, Northeastern University, 2005



2005 © All Rights Reserved.                                                                                             24
The Three Big Challenges
    1. Impact of Immigration

                       Foreign-Born U.S. Workers by Country of Origin
                                                              The U.S. foreign-born workforce grew by more
                                                              than 96% from 1990 to 2005-nearly nine
                                                     1
                                                              times the rate of growth of the native-born
                                                 3            workforce.
                                 13                           Sources: Migration Policy Institute; 2005 American Community Survey




                                                                                                               Latin America
                                                                                                 52            Africa
            26                                                                                                 Asia
                                                                                                               Europe
                                                                                                               North America
                                         5                                                                     Oceania




                 Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor
                 Market Studies, Northeastern University, 2005



2005 © All Rights Reserved.                                                                                                         25
The Three Big Challenges
   1. Impact of Immigration

                                                U.S. WORK FORCE
        105


        100


          95


          90                                                                                               Foreign-born
                                                                                                           Native-born
          85


          80


          75
                        1980                 1990                 2000                 2006
                  Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor
2005 © All Rights Reserved. Studies, Northeastern University, 2005
                  Market                                                                                                  26
Higher Homeownership Rates
                                                 (Foreign-Born vs. Native-Born)

                                                 Foreign-born            Native-born
             90
             80
             70
             60
             50
             40
             30
             20
             10
                0
                              White                   Black                     Latino                    Asian

                               Sources: DiversityInc Magazine, September 2007, p. 14; based on information from U.S. Census
                               Bureau, 2007; Immigrants, Natives, and Homeownership, The University of Michigan, 2002
2005 © All Rights Reserved.                                                                                                   27
Source: Migration Policy
2005 © All Rights Reserved.   Institute, 2007,   28
Immigrants have driven 47% of total US work-force growth since 2000.
            New immigrants and their children will account for 100% of the US work-
            force growth between 2010 and 2030*
            * Assumes net immigration of about one million per year. Sources: DiversityInc Magazine, September 2007, p. 14; based on information from
            Immigration: Shaping and Reshaping America, Population Reference Bureau, 2006




                                                                                                              Source: Migration Policy Institute, 2007,


2005 © All Rights Reserved.                                                                                                                               29
Median Age of Foreign-Born Population for the
                         United States: 1890 to 2000
 70

 60                                                                          55.9       57.2
                                                                   51                               52
 50
                                                       43.9
                              38.5            40                                                             39.9
 40           37.1                   37.2                                                                               37.3       38.1


 30

 20

 10

   0
             1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
       Source: Migration Policy Institute, 2007, based on the 2000 data are from Schmidley, A. Dianne, U.S. Census Bureau, Current
       Population Reports, Series P23-206, Profile of the Foreign-Born Population in the United States: 2000, U.S. Government Printing
       Office, Washington, DC, 2001
2005 © All Rights Reserved.                                                                                                               30
Age Distribution of the Recently Arrived Foreign Born, 2005

                                 55-64
                                  4%
                                         65+
                                         4%    0-15
                                               13%
                              45-54
                              10%



       Eight in 10 recently arrived foreign born in 2005 were of working age.

                                                             16-29
                                                             33%
                              30-44
                              36%




                                                      Source: Migration Policy Institute, 2007,
2005 © All Rights Reserved.                                                                       31
Educational Attainment of the Recently Arrived
    Foreign Born Age 25 and Older, 2005



                                             Master's or
                Bachelor's                     higher
                 degree                         12%              Less than high
                  17%                                               school
                                                                      33%




                              Some college
                                                           High school
                                 15%
                                                           diploma/GED
                                                                23%




             Forty-four percent of recent immigrants to the United States in 2005
             completed at least some college.
                                                                  Source: Migration Policy Institute, 2007,
2005 © All Rights Reserved.                                                                                   32
Spoken English Ability (Self-Reported) of the Recently Arrived
                         Foreign Born Age 5 and Older by Age Group, 2005
                Limited English proficiency    Speaks English very well      Speaks English only
                                                                          Source: Migration Policy Institute, 2007,




                                         10                                                     10
                       15                                      13
                                                                                                 8
                                         29                    18


                       49



                                                                                                81
                                                               69
                                         62

                       36




                     5-17              18-44                  45-64                           65+                     33
2005 © All Rights Reserved.
The Three Big Challenges
    2. Outsourcing

                      Outsourcing Overview
          • Subcontracting a process, such as product
            design or manufacturing, to a third-party
            company.
          • Non-core business functions/Cost Center
            Functions

                              Outsourcing - Clip


2005 © All Rights Reserved.                             34
The Three Big Challenges
    2. Outsourcing




2005 © All Rights Reserved.    35
Most Active Areas of Outsourcing
                               Business Process Outsourcing


                                                            IT Leads as
                                                            Most Active
                                   All others                 Areas of
                                                         IT
              Administrative          22%                   Outsourcing
                                                        27%
                  9%




                                                          Human
                               Finance                   Resources
                                11%          Sales &       16%
                                            Marketing
                                              15%



                                                               Source: Talent Connections, 2005



2005 © All Rights Reserved.                                                                       36
2005 © All Rights Reserved.   37
How Common is HRO?

                                                                         Source: Talent Connections, 2005
                                                            91%
    100%                      In next 5 years, global
                               spending on HRO will
       90%                      double – from $40                         From 2002 to 2004,
                               billion to $80 billion.                   14% increase in large
       80%
                                                                            firms that would
       70%                             58%                                    consider HRO.

       60%
       50%
       40%                                                                          28%

       30%
       20%
       10%
          0%
                              Companies            Companies with $1    HRO Growth from
                          Outsource Some HR          billion+ Annual   Second half of 2004
                               Function            Revenues Are Now    to First half of 2005
2005 © All Rights Reserved.
                                                    Considering HRO                                         38
5 Most Commonly Outsourced HR Services


                              Background Checks                                   73%



                               FSA Administration
                                                                             67%


           Employee Assistance/Counseling
                                                                            66%


      Healthcare Benefits Administration
                                                                           60%


                                           COBRA
                                                                      55%

                                                    0%
                                                         20%
                                                               40%
                                                                     60%
                                                                                 80%
2005 © All Rights Reserved.                                                             39
Other Types Outsourced HR Services

                         Pension Benefits Administration                                55%
                                      Temporary Staffing                            54%

                              Payroll & Software Services                         48%

                  Retirement Benefits Administration                              47%

                  Recruiting, Staffing & Search - Non-…
                                                                            30%
     Recruiting, Staffing & Search - Executives                            29%
                                    Employee Relocation                    29%
                               Training and Development              21%
                                               Incentives            19%
                              HRIS & Web-based Services            15%

                                                            0% 10%
                                                                   20% 30%
                                                                           40% 50%
                                                                                   60%
2005 © All Rights Reserved.                                                                   40
Least Commonly Outsourced HR Services



             Employee Communication Plans                                              10%




    Policy Development/Implementation                                 4%




                         Strategic Business Planning                  4%



                              Performance Management             3%


                                                       0%   2%   4%    6%   8%
                                                                                 10%
2005 © All Rights Reserved.                                                             41
89%
                                                         85%          Satisfaction?
 90%

 80%

 70%                                                       Recent survey of 129 large companies
                                                             representing 2 million employees.
 60%

 50%

 40%

 30%                                                                               20%

 20%

 10%

    0%
                              Satisfied with   Achieved Hoped-for   Achieved Unexpected
                               Outsourcing          Benefits              Benefits
                                                                       Source: Talent Connections, 2005
2005 © All Rights Reserved.
                              Arrangement                                                                 42
The Opportunity for a New Life Stage

          • Twenty-plus years: post- ―Empty Nest‖ and pre- ―Old Age‖
          • Unprecedented opportunity                             Productive
                For satisfaction                                                           Adulthood?
                For exploration and creation
                For productivity
          • Reinventing
                Entrepreneurial
                Charitable
                Flexible
          • Potential for rejuvenation
            of the economy?

                        Reap Rewards?

           Deploy Human Capital Assets?
                                                Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
2005 © All Rights Reserved.                                                                                            43
More Years Spent in “Retirement”

                    30
             25
     Years



                                                               20-25
                    25                      19.4
             20

                    20
             15                      13.6

                    15
             10
                    10
                5
                       5
                               1.2

                0
                       0      1900   1980   1990                 2000


                                                   Source: Age Wave, based on U.S. data
2005 © All Rights Reserved.                                                               44
Many Employees Plan Not to Retire…



                                                                                                             34%


                                                25%
                               20%
                                                                     16%



                          4%
                                                                                          1%

                 50 or Under   51-60           61-65                66-75           75 or older             Never



                                       At what age do you plan to retire?



                                         Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004

2005 © All Rights Reserved.                                                                                                  45
Traditional Retirement:
    Plummeting from the Peak of Productivity, Power, and Prestige



                                               50s or 60s

                                    40s


                              30s

                        20s


2005 © All Rights Reserved.                                         46
The Shape of Things to Come:
    “Down Shifting” for Continued Contribution


                                             50s
                                                                   60s
                                    40s
                                                                                   70s
                              30s                                Career
                                                               Deceleration
                                                                                                    80s
                                 Career
                               Development
         20s


                                             Source: Demography is De$tiny, The Concours Group and Age Wave, 2003
2005 © All Rights Reserved.                                                                                         47
Cutting Back Has New Meaning: Cyclic Work


                                                                                                       49%



          The most popular pattern for                              39%

         working after ―retirement‖ is not
         part-time, but moving back and
        forth between periods of working
                 and not working.

                                   12%




                              Working full-time               Working part-time           Moving back and forth between
                                                                                         working full-time and not working




                                                  Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                                           48
Shifting Values create Changing Motivational Factors

   Respectful for Authority        Anti-authoritarian           Alienated                 Self reliant
       Loyal to institutions           Idealistic             Non-traditional           Non-conforming
    Motivated by financial            Motivated by       Motivated by professional    Motivated by social
    rewards and security           changing the world          development                 networks

              Hierarchical            Competitive            Information rich        Information overloaded
                                                            Technology as an
    Technology as a treat         Technology as a tool                               Technology dependent
                                                             extension of self
          Before 1946                 1946-1964               1965-1978                   1979-1997




2005 © All Rights Reserved.                                                                                   49
Core Values of Mature Workers: Traditionalist
    Shaped by Stable Teenage Years

                 Character-Shaping Events

                 • Stock Market Crash
                 • World War II
                 • First manned space flight
                 • Significant increase in
                   economic prosperity: home,
                   TV, and automobile ownership
                 • Growth in white collar jobs


                                         Prime life:
                              Reaffirmation of economic success
                              Red sports cars and trophy wives
2005 © All Rights Reserved.                                       50
Today‟s Dominant Cohort: Baby Boomers
    Pulling Away from Corporate Life

            Character-Shaping Events

            • Assassinations of idealistic
              leaders, Kennedy and King
            • Vietnam War, with television
              coverage and widespread
              protests
            • Civil Rights movement
            • Feminism
            • Watergate and Nixon’s
              resignation
                                                 Midlife:
                              Volunteer work and a search for life‟s meaning
                                    Limited engagement with “work”
2005 © All Rights Reserved.                                                    51
The Pop Culture Cohort: GenXers
    Pulling Away from Corporate Life
            Character-Shaping Events
            • Iranian Hostages
            • Latch-key kids
            • Fall of the Berlin Wall and the
              end of the Cold War
            • United States only Super Power
            • Challenger disaster
            • War on Drugs
            • MTV: Heavy Metal, Punk,
              Grudge music
            • HIV/AIDS
                                        Establishing life:
                              Looking to establish instant wealth
                              Balancing work life and personal life
2005 © All Rights Reserved.                                           52
The Internet Cohort: Nexters
    Reengineering Corporate Life

          Character-Shaping Events

          • Columbine School Massacre
          • September 11th terrorist attacks
            and World Trade Center
            destruction
          • War in Iraq and Afghanistan
          • Creation of the Department of
            Homeland Security
          • The Internet, iPods, MySpace

                                            Starting life:
                              Limiting the risks of corporate assemblage
                                 Social needs are met in cyberspace
2005 © All Rights Reserved.                                                53
4 Generations in the Workplace

                              Traditionalists   Baby Boomers            Generation X                Nexters



                                                15%                 10%



                                    29%                                       46%




                                                      Source: A Look at Generational Diversity: Managing the Differences; Society
                                                      for Human Resource Management

2005 © All Rights Reserved.                                                                                                         54
U.S. Population 1984-2014




                                              Source: Bureau of Labor Statistics
2005 © All Rights Reserved.                                                        55
Lower Organizational Connection Among Mid-Careers

                                                                                           Mid-Career (35-54)
                              64%
                                                                         60%               Mature (55+)
                                             58%
          47%
                                                              51%
                                    46%
                                                                                                       43%


                                                                                           30%




 I really care about the fate I am proud to tell others I I am willing to put forth    This organization inspires
     of this organization     am part of this organization more effort than expected         the best in me
                                                            to help the organization
                                                                    succeed

                                        % strongly/moderately agree
2005 © All Rights Reserved.                                                                                         56
. . . And Less Passion and Alignment of Values

                                                                                           Mid-Career (35-54)


                              61%                                                          Mature (55+)

                                                   53%
                                                                             50%                          49%
                   36%                  43%

                                                                   33%                       34%




             Time seems to pass       I feel very passionate   I often feel energized by I find that my values and
          quickly when I am at work        about my job                 my work            the organization's are
                                                                                                   similar


                                           % strongly/moderately agree
2005 © All Rights Reserved.                                                                                          57
Begin Now: Create a New Relationship Between
    Employees and Employers
        • Retire “retirement” – The average American can expect twenty or more years of active,
          healthy life after traditional retirement. We need this talent, and must adopt a more flexible
          view of work to coax more to stay.
        • Create bell-shaped career paths – Individuals must be able to continue to contribute to
          businesses in respected, although less intense ways, into their 70s, 80s and beyond.
        • Encourage counterintuitive entry points – Allow individuals to begin ―entry‖ level jobs at
          multiple points throughout their lives, either as a way into new careers or to gain flexible
          options better suited to a preferred lifestyle. Many individuals will have two and even three
          distinct careers throughout their lifetime.
        • Design project-based, cyclical work – Already, 49% of U.S. workers who plan to work
          during traditional retirement years say they prefer periods of full-time work interspersed with
          periods of no work.
        • Accommodate blended lives – Make job sharing and other part-time options widely available
        • Customize work arrangements – Allow flexibility based on individual needs and preferences


    Corporations must vary how individuals are compensated, managed, and
                     matched with different types of tasks
    to attract and retain key talent and create higher engagement
                              Source: Testimony by Tamara J. Erickson to the Senate Committee on Health, Education, Labor and Pensions, May 2005
2005 © All Rights Reserved.                                                                                                                        58
What is Motivation?

                              You know you are motivated when you . . .
      • Are excited and enthused about what you’re doing
      • Resist distractions
      • Tend to forget about time or place
      • Ponder current challenges even when you’re not directly involved
        in the activity
      • Invest your free time (discretionary effort )
      • Identify with the activity
                                                                             Flow
      • Invite others in (emotional contagion)         as defined by
                                                                  Mihaly Csikszentmihalyi,
                                                                  former Chairman of the
                                                                   University of Chicago
                                                                 Department of Psychology



                                                             Source: Re.sults Project EMP: Excelling at Employee
                                                                        Engagement, The Concours Group, 2004

2005 © All Rights Reserved.                                                                                        59
Why? A Growing Body of Research
     Links Motivation to Productivity
      Improvement in                         Reduced Costs
      Traditional HR                         Investments focused only on                                   Productivity
      Metrics                                those aspects of the employee
      Retention rates,                       ―deal‖ that matter most
      Acceptance rates                                                                                  Customer Satisfaction
                                                               Employee                                 Emotional contagion of
      Enhanced Desirable                                                                                employees in customer-
      Discretionary                                            Motivation                               facing roles
      Behaviors
      Innovation                                  Correlation to Outcomes
                 – Insight and intuition
                 – Originality and inspiration    Higher share price – Fortune ―100 Best Companies To Work For‖ list
                 – Judgment                       outperformed the S&P 500
                 – Humor

      Collaboration                               Higher return on assets – Korean firms with higher organizational
                 – Offered input                  commitment had a higher return on assets
                 – Leadership
                 – Friendship                     Lower mortality – U.S. hospitals with higher nurse retention have lower mortality
                                                 Source: Re.sults Project EMP: Excelling at Employee Engagement, The Concours Group, 2004,
                                                                                   based on the work of Dr. Jeffrey Pfeffer, Stanford University
2005 © All Rights Reserved.                                                                                                                        60
How? There Are No Universal “Best Practices”
        for Enhancing Motivation
          • Companies with highly motivated employees each do very different
            things!




          • But within each, the elements of the employee experience seem to
            make sense:
                   The       individual’s personality: Tapping into their needs and values
                   The       Organizational fit: Corporation’s values mesh with Individual’s needs
                   The       human resource’s retention practices
                   The       specific roles and tasks: Profile Matching
                   The       day-to-day work environment: colleagues, first-line managers

                   Significant diversity . . . but somehow internally aligned . . .
                                     Source: Re.sults Project EMP: Excelling at Employee Engagement, The Concours Group, 2004
2005 © All Rights Reserved.                                                                                                     61
Corporate Activism:
      Encouraging Employees to Lead Better Lives

                                                                . . . A Better Way Home

           A Corporate Philosophy Embedded in an Employer Brand
           Recruiting based on cultural fit, associate emergency fund, extensive training and standards


           • ―Customer satisfaction is the second priority. The first is employee satisfaction.‖
                     Chairman and CEO Patrick Flood
           • HomeBanc Mortgage Corporation defines its mission as showing employees how
             work can give them a sense of purpose and mission
           • Corporate philosophy based on the writings of Robert Greenleaf, an essayist and
             teacher who defined the "servant-leader" as a person who wants to serve first,
             before aspiring to leadership
           • Our role is helping ―people exchange ordinary living for an extraordinary life. To
             me, a job is too small to fill up a person’s spirit. I want to help them find purpose
             in what they do, see the bigger picture of what we’re trying to accomplish as an
             organization.‖
                     Chief People Officer, Dwight Reighard
           • "You have to realize that when your associates are happy, your customers are
             happy."
                     Barbara Aiken, a vice president in the Office of People and Culture




2005 © All Rights Reserved.                                                                               62
Clear Choice:
      Flexibility Rules



             Calling Home
             Using flexible, at home work arrangements – finding extraordinary levels of engagement




               • From its launch in 1999, created a reservations ―call center‖ based entirely in
                 employees’ homes
               • Employees have unlimited shift-trading privileges and participate in self-
                 scheduling and a combination of full and part-time schedules
               • Results: a 30% boost in agent productivity, 38% increase in service levels, and
                 a 50% decrease in manager workload per agent
               • Reservationists ―are the people who are the least compensated in the company,
                 but generate its revenue and interface with the customers more than anyone
                 else except the flight attendants. We cannot afford to pay them huge salaries,
                 so let’s make them happier, let’s let them work from their homes. We train
                 them, send them home, and they are happy.‖
                                                                               —Founder David Neeleman




2005 © All Rights Reserved.                                                                              63
Are You Relating to the Meaningful Diversity of the
    Changing Workforce?




2005 © All Rights Reserved.                               64
“Organizational Fit” – The Challenge of Motivation



                                                   Productivity



                                                       Segmentation –
                                      Motivation
                                                        On what basis?
                                                       Customization –
                                                     Of which components?
                              “Fit”                      Flexibility –
                                                     In which dimensions?
               With what?

2005 © All Rights Reserved.                                                 65
Identifying “Fit”




                                             What is “Fit”?
                              Employees fit with Organizations
                                            Organizations fit with Employees


                   ―While many forces can operate to move a company
                   toward ever higher levels of workforce homogeneity,
                     some firms explicitly seek ―non–right types‖ in an
                     attempt to effect organization change and to take
                       advantage of workforce diversity‖. (Dreher &
                               Doughtery, 2001, Chpt 3. pg 6.)

2005 © All Rights Reserved.                                                    66
Identifying your Culture – Corporate and Departmental
          Do your employees match:
          Styles of Management: X and Y styles
          Organizational Employee‟s Needs Offerings
          Corporate Values




2005 © All Rights Reserved.                                       67
Searching for Meaningful Differences and Drivers of
    Motivation

                                  Survey of 7,718 Adult
                                Employees Who Work 30+
                                    Hours per Week


                                  Measured:
                                  • Current levels of motivation
                                  • Psycho-demographic
                                    characteristics related to the
                                    role of work in respondents’
                                    lives, and
                                  • Preference for and satisfaction
                                    with various ―deal‖ attributes



2005 © All Rights Reserved.                                           68
Sources Agree:
     Few Employees Are “Motivated” in Work
               Random samples of the working population in the U.S. over 18 years of age
               100%
                  90%         29%               17%                              20%            Motivated
                  80%
                                                64%
                  70%                                                            62%
                              55%
                  60%                                                                           Neutral
                  50%
                  40%
                  30%
                  20%
                  10%                           19%                              18%
                              16%                                                               Bitter
                     0%
                              Gallup        Towers Perrin                        EEE
                                                          Source: The Gallup Organization, Towers Perrin, and The New
                                                 Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                             69
Breakthrough Results from EEE

             • Six very different roles that work plays in our lives –
                   six statistically-valid segments


             • Each segment with distinct work-related preferences –
                   how work is structured, how they are managed, how they are
                    compensated, and so on


             • Correlation between the extent to which the specific segment
               preferences are met and employee engagement levels

                     Insight into the values and attributes that are most
                            meaningful to each employee segment
      Beyond measurement – tangible ways to improve motivation

2005 © All Rights Reserved.                                                      70
Recognizing Meaningful Differences –
     The Six Segments in Today‟s Workforce that Link to Motivation

                                       Demanding                     Self-Empowered
                                  Disconnects                          Innovators
                                     15%                                   14%
      Work is generally frustrating                                               Work is about building
       and its value is largely the                                             something with lasting value
       near-term economic gain                                                      beyond themselves

                                                                                                 Fair & Square
                                  Stalled                                                        Traditionalists
                              Survivors                                                                 20%
                                19%
                                                                                                    Work is about the
           Work is a source of                                                                     American dream – a
     livelihood but not yet (or not                                                              steady, predictable path
      currently) a very satisfying                                                                     to success
            part of their lives
                                                                                           Accomplished
                                                                                         Contributors
           Seek lives filled with change                                                      17%
          and adventure – work is one of
             multiple opportunities to   Maverick                        Work is an opportunity to be a
               achieve these goals        Morphers                       valuable part of a winning team
                                           15%


                                                   Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                                            71
Self-Empowered Innovators

          • Work is a source of great personal satisfaction
                Most likely of all employees to say they are energized
                    by their work, and that time passes quickly on the job
          • Entrepreneurial and creative
                Choose jobs offering individual latitude
                Avoid structure, routine and detail
          • Hard-working and long-working: half say they will never retire
          • Self-empowered: most likely to define success as being true to
            themselves
          • Motivated by stimulating work that enables them to continue to learn
            and grow
                Less interested in traditional rewards: compensation, vacation, or benefits
                           Work is about creating
                          something of lasting value
                                                               Source: The New Employee/Employer Equation,
                                                                    The Concours Group and Age Wave, 2004

2005 © All Rights Reserved.                                                                                  72
Fair & Square Traditionalists

          • Highly reliable and loyal
                Longest average tenure with their employers of any segment
                Enjoy and get satisfaction from their work
          • Motivated by fair, predictable rewards
                Want concrete compensation, benefits and a solid retirement package
                Less interest in ―softer‖ benefits like stimulating work or flexible
                 arrangements
                The least drawn to riskier compensation like stock or bonuses
          • Prefer stable, secure work environments
                Choose work with structure and routine
                Avoid careers requiring entrepreneurial risk-taking or individual latitude
          • Successful: Above average in household income
          • Traditional: Describe themselves as family men and women
          Work is about the American dream –
          a steady, predictable path to success                    Source: The New Employee/Employer Equation,
                                                                        The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                      73
Accomplished Contributors

          • Motivated by the organization’s success
          • Value teamwork:
                Choose work that involves working with others
                Place less value than others do on individual financial rewards
                Express low need for individual variability: flexible work arrangements or
                 vacation
          • Strong preference for environments that are congenial
                Fun is the number one correlation with engagement within this group
                Cooperation and teamwork are also very important (ranked third)
          • Value competence
                Want work that is personally stimulating
                Want to learn and grow
          • Loyal, hard-working, reliable
                Willing to put in extra effort – but prefer stable and structured
                 environments, in return
               Work is an opportunity to be a
               valuable part of a winning team                   Source: The New Employee/Employer Equation,
                                                                      The Concours Group and Age Wave, 2004

2005 © All Rights Reserved.                                                                                    74
Maverick Morphers

          • Value excitement: not afraid to take chances
          • Restless and inquisitive
                Continuously exploring options and new ways of working
                Willing to re-shape rules to fit their lifestyles
                Tenures with employers are often brief
          • Motivated by personal (financial) opportunity: bonus compensation
            and stock
          • Independent and self-reliant
                Motivated by flexible workplaces and schedules based on their own terms
                ―Own‖ their career
                Avoid work with significant structure and routine
          • Attracted to education and personal growth
                41% have college degrees (highest percent of any segment)
                Value organizations where they can work with other bright people
    Work is one of multiple opportunities
     to lead a life filled with adventure                      Source: The New Employee/Employer Equation,
                                                                    The Concours Group and Age Wave, 2004


2005 © All Rights Reserved.                                                                                  75
Stalled Survivors

          • Highly preoccupied by challenges outside of work
                Feel pulled in multiple directions
                Trying to balance their lives – personally, financially, and emotionally
          • View their current challenges as temporary
                Many are starting their careers, attending school, getting married, having
                 children
          • Looking for employers who can make it a little easier to cope
                   Seek flexible work arrangements and roles that allow more balance
                   Seek additional pay, vacation and family benefits or leave
                   Gravitate to work with well-defined routines
                   Tend to avoid work that involves direct personal interaction
                   Value work environments that are congenial and fun
                Work is a source of livelihood but
                 not yet (or not currently) a very
                  satisfying part of their lives                  Source: The New Employee/Employer Equation,
                                                                       The Concours Group and Age Wave, 2004


2005 © All Rights Reserved.                                                                                     76
Demanding Disconnects

          • Work is frustrating
                Customers, bosses and colleagues are annoying
                Do not describe themselves as achievers
                Turned off by the nature of their work, by a lack of opportunity, or by
                 perceived unfairness in their employment arrangements
          • Least committed to their employers and least engaged in their work
                Gravitate to jobs that are relatively easy to come by, such as those in retail
                Avoid work with significant individual latitude or entrepreneurial demands
                Most feel that their current organizations do not bring out the best in them
          • Expect a lot
                Place high value on traditional compensation and lucrative benefits
                 packages
                Want stability and security, more recognition and more reward
     Work is generally frustrating and its value is
      largely (only) its near-term economic gain
                                                                 Source: The New Employee/Employer Equation,
                                                                      The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                    77
Work is Clearly Not the Same Thing To All People, Therefore
        People are Not Motivated by the Same Thing
             • Not all people are equally well-suited to all types of work
             • Not everyone values the same things from the work experience
             • There is not one definition of a ―good‖ manager
             • It is smart to target employees; ―Profile Matching,‖ that are best for
               your firm and the type of work you need to do
                          Richard Dettling: First, get the right people on the bus
                          Old Management Wisdom: Hire for attitude; train for skill
             • Consistency is key:
                          Right segment(s) for your business
                          Fit with your corporate culture, values, and external image
                          Appropriateness for the type of work
                          Alignment of all parts of the employee experience – job design,
                           compensation, management style, and so on
                          In short, a compelling, consistent employee brand




2005 © All Rights Reserved.                                                                  78
Varying Motivational Preferences for the
                                 Employee/Employer Relationship
                                                Fair and Square
                                                 Traditionalists
                    Long-term/                     Retirement
                    Big Picture                    savings and
                    Benefits or Impact              pensions                                Self-Empowered
                                                                                               Innovators
                                                                                               Work that is
                                                                                           worth-while to society
                                          Maverick Morphers
                                          Bonus payments and
                                             stock options         Stalled5Survivors
                    Immediate
                                                                       Raises and
                    Benefit or Impact                                   childcare

                                                   Demanding                                 Accomplished
                                                   Disconnects                                Contributors
                                                     Healthcare                                Cooperation
                                                     and salary                               and teamwork

                                                  Economic                             Psychosocial
                                                  Rewards                                Rewards

                                           Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                                    79
Rank-Ordering of Motivational Preferences: Wide Variation

                              Self-Empowered                                                        Fair & Square
                                Innovators                                                          Traditionalists


      Work that enables me to learn and                                      Comprehensive benefits package
       grow
                                                                              Comprehensive retirement package
      Work that is personally stimulating
                                                                              Workplace that is enjoyable
      Workplace that is enjoyable
                                                                              Flexible work schedule
      Work that is worthwhile to society
                                                                              Ten percent more in total compensation
      Flexible work schedule
                                                                              Work that enables me to learn and
      Comprehensive benefits package                                          grow
      Comprehensive retirement package                                       Two weeks additional paid vacation
      Flexible workplace                                                     Work that is personally stimulating
      Ten percent more in total                                              Work that is worthwhile to society
       compensation
                                                                              Flexible workplace
      Two weeks additional paid vacation

          Note: BLUE bold indicates that the segment places MORE importance on this element than most other segments do.
           RED bold italic indicates that the segment places LESS importance on this element than most other segments do.


                                                Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                                         80
Are You Satisfied with Our Benefits Program?


                              No . . .
                   But it hardly matters
                        to me. The
                   fundamental work is
                     so important and               No . . .
                        challenging         And its really stressful
                                           for me. The security of
                                              my family and our
                                            future – making sure
                                             we‟re covered under
                                            every uncertainty – is
                                               very important.




2005 © All Rights Reserved.                                            81
Motivation Preferences for Management Style:
      No Common Definition of a “Good Manager”

             "Catalyst”
             • Eliminate bureaucracy and remove logistical
               impediments
                                                                                 Self-
             • Offer ―stretch‖ projects                                       Empowered
             • Be aware of signs of burnout and over extension                Innovators
             • ―Promote‖ their work


                              "Accountant”
                              • Be clear and up front on expectations; follow through
                              • Tie compensation to clear goals
     Fair & Square
                              • Create a path that respects experience and tenure
     Traditionalists          • Provide regular professional development

                                                               Source: The New Employee/Employer Equation,
                                                                    The Concours Group and Age Wave, 2004

2005 © All Rights Reserved.                                                                                  82
Are You Satisfied with Your Manager?


                              No . . .     X type management
                      He drives me crazy
                        with excessive
                        structure and
                          oversight.                     Yes . . .
                                                   The communication
                                                     is frequent and
                                                       thorough. I
                                                      appreciate the
                                                    detailed feedback
                                                   and regular reviews.
                               Y type management




2005 © All Rights Reserved.                                               83
Employee Preferences Vary Across the “4 C‟s”

          Construct            Structure and definition of the work
          What’s the job?      Degree of definition, pace, risk, degree of team
                               interaction
          Compensation      The entire scope of the “deal”
          What do employees Salary, benefits, deferred compensation, learning
          get in return?    opportunities, satisfaction from giving back, pleasure
                            from social networks
          Connection           Preferred style of management
          How do we relate?    Amount of interaction, frequency and formality of
                               feedback, preference for hierarchy or participative
                               management
          Communication        Key messages and shared values
          Why do we care?      Alignment with core values


                                      Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004
2005 © All Rights Reserved.                                                                                               84
A Common Condition: 4 C Misalignment!



                              Self-Empowered   Fair & Square     Accomplished        Maverick      Stalled Survivors Demanding
                                 innovators    Traditionalists    Contributors       Morphers                        Disconnects
          Construct                            Career paths
                                               are well-
                                               defined and
                                               structured
         Compensate                            Salaried by
                                               level;
                                               generous
                                               monetary
                                               benefits
          Connect                                                  Expectations
                                                                     of high
                                                                  performance
                                                                 and teamwork
          Communicate         Create a
                              lasting legacy
                              Collaborate
                              with world
                              leaders
                                                      Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004

2005 © All Rights Reserved.                                                                                                               85
Immediate Contribution and Long-term Context
           Use newest hires to develop the next generation of strategic ideas, products and
           leaders

           • Significant challenge and risk: A three-month in-house immersion process for all new employees
              Month One – Stretch challenges, resulting in intense teamwork, deep bonds with peers, character by being
                stretched beyond the point of failure
              Month Two – Charged to come up with breakthrough new product or service ideas and to develop the business
                and marketing plan working with Trilogy’s best and most senior people
           • Responsibility to “own” your career
              Month Three – Building on connections with projects or sponsors, a rigorous evaluation by section leaders,
                managers and fellow graduates, and a list of specific short and long-term goals, find own place in organization

           • Exposure to leaders and experts: Run by top management, including the CEO

           • Opportunity for broad impact: Dramatic benefits for the organization
              Primary R&D engine
              Development and proving ground for the company’s future generation of leaders
              Constant source of organizational renewal and transformation


                              Segment Alignment: Self-Empowered Innovators; Maverick Morphers


2005 © All Rights Reserved.                                                                                                       86
Creating a Strong Link from the Past . . . to the Future
            Reminding Employees of the Heritage and the Goal




                 Segment Alignment: Self-Empowered Innovators; Accomplished Contributors


2005 © All Rights Reserved.                                                                87
Employees Caught Doing Things Right
             Spot Reward Program in the Hands of Attentive Line Managers

             • Immediate, short-term, task-specific rewards: Outstanding overall employee recognition program
                Little money available for cash awards
                Uses day-to-day, informal, creative recognition, delivered with sincerity
             • Managers focused on close connections: Ability to give recognition seen as a key leadership capability
                Sincere, specific, timely and personalized
                Managers measured on recognition of their staff – who is being recognized, by whom, and how often
                Managers held accountable for making and maintaining connections with employees
             • Customized: Programmatic support
                Leadership training programs on personalized recognition
                Tools and exercises available to help supervisors get to know individuals’ recognition preferences




               Segment Alignment: Stalled Survivors and Demanding Disconnects

2005 © All Rights Reserved.                                                                                             88
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation
Driving forces affecting human resource management presentation

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Driving forces affecting human resource management presentation

  • 1. Examining the Driving Forces Affecting Human Resource Management Richard N. Dettling MSHRM, PHR Human Capital Development University of Phoenix, Ft. Lauderdale South Florida Campus
  • 2. A Growing Shortage of Workers in the US: Palpable by the End of This Decade 154 152 Expected Labor Force and 150 Labor Force Demand 148 146 144 142 140 Millions of People 2004 2005 2006 2007 2008 250 200 150 Labor Needed 100 Labor Available 50 0 2012 2002 2004 2006 2008 2010 2014 2016 2018 2020 2022 2024 2026 2028 2030 Source: Employment Policy Foundation analysis and projections of Census/BLS and BEA data. 2005 © All Rights Reserved. 2
  • 3. A Flat or Shrinking Native Population in Almost All Industrialized Countries Percent Change in Working-Age Population % change 2000-2020 30% % change 2020-2050 20% 20% 15%16% 16% 10% 7% 2% 2% 0% -5% -5% -10% -7% -9% -14% -13% -20% -21% -30% -27% -28% US Canada UK France Germany Italy Japan China Source: US Census Bureau International Data Base 2005 © All Rights Reserved. 3
  • 4. Top Ten Countries Based on Population Size and Growth Rates (2005/2050) 3,000 2,500 2,000 1,437 1,628 1,500 2050 2005 1,000 1,304 1,104 500 420 308 260 295 231 258 110.5 100.6 296 222 184 162 144 143 132 128 0 China India United Indonesia Brazil Pakistan Bangladesh Russia Nigeria Japan States 2005 © All Rights Reserved. 4
  • 5. Foreign direct >500 investment (FDI) - 100-500 investment made to 50-100 acquire lasting interest 10-50 in enterprises operating <10 outside of the economy In billions of the investor. Source: Wikipedia , the free encyclopedia; Foreign Direct Investment 2005 © All Rights Reserved. 5
  • 6. Foreign direct investment (FDI %) by country 3.5 3.1 3 2.9 2.5 2.3 2.1 2 1.7 1.5 1.1 1 0.9 0.8 0.5 0.1 0 -0.1 -0.5 2005 © All Rights Reserved. 6
  • 7. Dramatically Different Patterns of Growth by Age 80% Percent Growth in U.S. Population by Age: 2000-2010 3. Rapid growth in the over-55 workforce 60% 48% 40% 18% 20% 15% 5% 5% 0% 2. Few younger workers entering -9% -20% 16-24 25-34 35-44 45-54 55-64 65+ 1. Declining number of mid-career workers Age of Workers Source: US Census Bureau International Data Base 2005 © All Rights Reserved. 7
  • 8. . . . Continuing for Our Working Lives! Percent Growth in U.S. Workforce by Age: 2000-2020 80% 73% 60% 54% 40% 20% 7% 8% 7% 3% 0% -10% -20% under 14 15-24 25-34 35-44 45-55 55-64 65+ Age of Workers Source: US Census Bureau International Data Base 2005 © All Rights Reserved. 8
  • 9. A Pattern Found „Round the Industrialized World The United Kingdom Change in Population by Age Group: 2000-2010 80% Italy Change in Population by Age Group: 2000-2010 60% 40% 80% Germany 22% 20% 60% 14% Change in Population by Age Group: 2000-2010 8% 3% 40% 0% -2% -1% -10% 20% 11% 80% 14% 13% 9% -20% 1% Under 25 25-34 35-44 0% 45-54 55-64 65+ 60% Total -20% Age -9% 40% -24% 27% Source: US Census Bureau International Data Base 24% -40% 20% 2005 © All Rights Reserved. Under 25 25-34 35-44 45-54 11 55-64 65+ Total 0% 0% Age -7% -7% -11% -20% -19% Source: US Census Bureau International Data Base 2005 © All Rights Reserved. -40% 13 Under 25 25-34 35-44 45-54 55-64 65+ Total Age Source: US Census Bureau International Data Base 2005 © All Rights Reserved. 12 Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 2005 © All Rights Reserved. 9
  • 10. In 2000, A Fairly “Young” World . . . Under 5% 5% to 12.4% 12.5% to 20% Above 20% Percent of Population Age 60+ 2000 Source: U.S. Census Bureau 2005 © All Rights Reserved. 10
  • 11. . . . Rapidly Aging by 2025 Under 5% 5% to 12.4% 12.5% to 20% Above 20% Percent of Population Age 60+ 2025 Source: U.S. Census Bureau 2005 © All Rights Reserved. 11
  • 12. Why? Dramatic Increase in Life Expectancy 80 75 Average Life Expectancy at Birth in the U.S. 70 65 60 55 50 45 40 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Source: U.S. Social Security Administration 2005 © All Rights Reserved. 12
  • 13. The “Sudden” Boom in Life Expectancy Age 80 76.5 70 60 Life Expectancy at Birth: 1000 - 2000 50 47 38 40 36 35 30 30 25 20 10 0 1000 1200 1400 1600 1800 1900 2000 Source: Census Bureau, 2000 2005 © All Rights Reserved. 13
  • 14. Why? Dramatic Drop in Birth Rates 4 Total Fertility Rate 3.6 1960 2000 3.3 2.8 2.9 3 2.5 2.5 Total Fertility Rate 2.0 2.0 2 1.7 1.7 1.6 1.4 1.3 1.2 1 0 Source: Age Wave 2005 © All Rights Reserved. 14
  • 15. Why? The Baby Boom Pattern Every 7 seconds, a baby boomer turns 50 in the U.S. Source: Bureau of Labor Statistics 4.5 The Boom Years: 1946-1964 4.0 Birth in Millions 3.5 3.0 2.5 2.0 1930 1940 1950 1960 1970 1980 1990 Source: U.S. Census 2005 © All Rights Reserved. 15
  • 16. The Three Big Challenges for Human Resources about The Emerging Workforce Immigration • Will the U.S. encourage immigration to deal with the deficit in the workforce? • Immigration Reform? Outsourcing • How fast will it develop? Where? • Cheaper Labor vs. Quality and Control Retirement • Average retirement age continues to lower while life expectancy continues to rise. • More retirees remain active. • Will the average retirement age change? Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 2005 © All Rights Reserved. 16
  • 17. Workforce Poses Many Secondary Challenges Impacting Your Ability to Attract, Retain, and Motivate the Talent You Need • Limited in availability – Workforce growing in the U.S. by only a fraction of a percent per year through the first half of the 21st century • Chronologically older – Individuals over 55 progressively larger proportions of the workforce: 11% in 2000; 20% in 2015; nearly one-third by 2050 • Lacking key skills – Shortages of needed talent, particularly in high skill areas, such as science and engineering disciplines • Global – Continuing growth in off-shoring and ―right shoring‖ • Highly diverse – Diverse in virtually every conventional dimension – race, gender, age, religion and cultural identity – and populated by individuals with widely differing values and assumptions about work itself • Sharing only healthcare as a core value – Unified in the U.S. only by a desire for premium health care benefits – heightened by increasing ―age‖ Source: Testimony by Tamara J. Erickson to the Senate Committee on Health, Education, Labor and Pensions, May 2005 2005 © All Rights Reserved. 17
  • 18. Complicated by the Changing Nature of Work Further Challenging Big Corporations‟ Response • Increased interdependence of countries and cultures–Understanding the international political and economic environment, implications of job creation and transfer, immigration, and familiarity with local regulatory environments. • Technology advancements –The need to work in remote locations, enhance security and increase operational efficiencies, will include more sophisticated, cost-effective means of global communication and self-service applications, among others.  Early 20th Century U.S. Labor was cheap and technology was expensive. Now in the 21st Century U.S. Labor is expensive and technology is cheap. • Outsourcing—transferring of a business process to an external provider • Offshoring —outsourcing of an operation to a firm with principal base of operations outside the country • Terrorism, Safety and Security – There will be continuing concern for general employee safety in the context of unstable countries. • Changing corporate culture – Multinationals will contribute to the expanding definition of coworkers: they are in the next cubicle or in the next country; they are colleagues or suppliers. Source: SHRM Special Expertise Panels 2005 Trends Report 2005 © All Rights Reserved. 18
  • 19. Not a Time of Quick Reactions to Clear, Urgent Signals . . . ... But One of Potentially Dangerous Acceptance of Slow-Moving Trends Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 2005 © All Rights Reserved. 19
  • 20. The Three Big Challenges 1. Impact of Immigration "Our review of economic research finds immigrants not only help fuel the Nation's economic growth, but also have an overall positive effect on the income of native-born workers." -Council of Economic Advisers Chairman Edward P. Lazear; June 20, 2007 Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from http://www.whitehouse.gov/cea/cea_immigration_062007.html 2005 © All Rights Reserved. 20
  • 21. The Three Big Challenges 1. Impact of Immigration • Immigrants are a critical part of the U.S. workforce and contribute to productivity growth and technological advancement • Foreign-born workers accounted for 15% of the U.S. labor force, and over the last decade they have accounted for about half of the growth in the labor force. • Approximately 40% of Ph.D. scientists working in the United States were born abroad. • Immigrants have lower crime rates than natives. Among men aged 18 to 40, immigrants are much less likely to be incarcerated than natives. • When immigrants are added to the US labor force, they increase the economy’s total output. Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from http://www.whitehouse.gov/cea/cea_immigration_062007.html 2005 © All Rights Reserved. 21
  • 22. The Three Big Challenges 1. Impact of Immigration • In 2005, illegal migrants accounted for about 5% of the civilian labor force, or 7.2 million workers out of a labor force of 148 million • Many [illegal immigrants] are working under conditions that are appalling • Some are paid in violations of hours laws; some are children working in jobs they shouldn't be • The illegal immigrants will always win in jobs competition with U.S. citizens. Source: U.S. Census Bureau's March 2005 Current Population Survey 2005 © All Rights Reserved. 22
  • 23. The Three Big Challenges 1. Impact of Immigration Immigration‟s Economic Impact Other 18% Farming 24% Production, I nstallation and Repair 15% Cleaning 17% Food Preparation 12% Construction 14% Source: The White House (2007, June 20 ) Immigration’s Economic Impact , Council of Economic Advisers, Government, retrieved from 2005 © All Rights Reserved. http://www.whitehouse.gov/cea/cea_immigration_062007.html 23
  • 24. The Three Big Challenges 1. Impact of Immigration Foreign-Born U.S. Workers by Country of Origin Latin America Africa Asia Europe North America Oceania Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor Market Studies, Northeastern University, 2005 2005 © All Rights Reserved. 24
  • 25. The Three Big Challenges 1. Impact of Immigration Foreign-Born U.S. Workers by Country of Origin The U.S. foreign-born workforce grew by more than 96% from 1990 to 2005-nearly nine 1 times the rate of growth of the native-born 3 workforce. 13 Sources: Migration Policy Institute; 2005 American Community Survey Latin America 52 Africa 26 Asia Europe North America 5 Oceania Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor Market Studies, Northeastern University, 2005 2005 © All Rights Reserved. 25
  • 26. The Three Big Challenges 1. Impact of Immigration U.S. WORK FORCE 105 100 95 90 Foreign-born Native-born 85 80 75 1980 1990 2000 2006 Source: DiversityInc Magazine, September 2007, p. 14; based on information from the Center for Labor 2005 © All Rights Reserved. Studies, Northeastern University, 2005 Market 26
  • 27. Higher Homeownership Rates (Foreign-Born vs. Native-Born) Foreign-born Native-born 90 80 70 60 50 40 30 20 10 0 White Black Latino Asian Sources: DiversityInc Magazine, September 2007, p. 14; based on information from U.S. Census Bureau, 2007; Immigrants, Natives, and Homeownership, The University of Michigan, 2002 2005 © All Rights Reserved. 27
  • 28. Source: Migration Policy 2005 © All Rights Reserved. Institute, 2007, 28
  • 29. Immigrants have driven 47% of total US work-force growth since 2000. New immigrants and their children will account for 100% of the US work- force growth between 2010 and 2030* * Assumes net immigration of about one million per year. Sources: DiversityInc Magazine, September 2007, p. 14; based on information from Immigration: Shaping and Reshaping America, Population Reference Bureau, 2006 Source: Migration Policy Institute, 2007, 2005 © All Rights Reserved. 29
  • 30. Median Age of Foreign-Born Population for the United States: 1890 to 2000 70 60 55.9 57.2 51 52 50 43.9 38.5 40 39.9 40 37.1 37.2 37.3 38.1 30 20 10 0 1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 Source: Migration Policy Institute, 2007, based on the 2000 data are from Schmidley, A. Dianne, U.S. Census Bureau, Current Population Reports, Series P23-206, Profile of the Foreign-Born Population in the United States: 2000, U.S. Government Printing Office, Washington, DC, 2001 2005 © All Rights Reserved. 30
  • 31. Age Distribution of the Recently Arrived Foreign Born, 2005 55-64 4% 65+ 4% 0-15 13% 45-54 10% Eight in 10 recently arrived foreign born in 2005 were of working age. 16-29 33% 30-44 36% Source: Migration Policy Institute, 2007, 2005 © All Rights Reserved. 31
  • 32. Educational Attainment of the Recently Arrived Foreign Born Age 25 and Older, 2005 Master's or Bachelor's higher degree 12% Less than high 17% school 33% Some college High school 15% diploma/GED 23% Forty-four percent of recent immigrants to the United States in 2005 completed at least some college. Source: Migration Policy Institute, 2007, 2005 © All Rights Reserved. 32
  • 33. Spoken English Ability (Self-Reported) of the Recently Arrived Foreign Born Age 5 and Older by Age Group, 2005 Limited English proficiency Speaks English very well Speaks English only Source: Migration Policy Institute, 2007, 10 10 15 13 8 29 18 49 81 69 62 36 5-17 18-44 45-64 65+ 33 2005 © All Rights Reserved.
  • 34. The Three Big Challenges 2. Outsourcing Outsourcing Overview • Subcontracting a process, such as product design or manufacturing, to a third-party company. • Non-core business functions/Cost Center Functions Outsourcing - Clip 2005 © All Rights Reserved. 34
  • 35. The Three Big Challenges 2. Outsourcing 2005 © All Rights Reserved. 35
  • 36. Most Active Areas of Outsourcing Business Process Outsourcing IT Leads as Most Active All others Areas of IT Administrative 22% Outsourcing 27% 9% Human Finance Resources 11% Sales & 16% Marketing 15% Source: Talent Connections, 2005 2005 © All Rights Reserved. 36
  • 37. 2005 © All Rights Reserved. 37
  • 38. How Common is HRO? Source: Talent Connections, 2005 91% 100% In next 5 years, global spending on HRO will 90% double – from $40 From 2002 to 2004, billion to $80 billion. 14% increase in large 80% firms that would 70% 58% consider HRO. 60% 50% 40% 28% 30% 20% 10% 0% Companies Companies with $1 HRO Growth from Outsource Some HR billion+ Annual Second half of 2004 Function Revenues Are Now to First half of 2005 2005 © All Rights Reserved. Considering HRO 38
  • 39. 5 Most Commonly Outsourced HR Services Background Checks 73% FSA Administration 67% Employee Assistance/Counseling 66% Healthcare Benefits Administration 60% COBRA 55% 0% 20% 40% 60% 80% 2005 © All Rights Reserved. 39
  • 40. Other Types Outsourced HR Services Pension Benefits Administration 55% Temporary Staffing 54% Payroll & Software Services 48% Retirement Benefits Administration 47% Recruiting, Staffing & Search - Non-… 30% Recruiting, Staffing & Search - Executives 29% Employee Relocation 29% Training and Development 21% Incentives 19% HRIS & Web-based Services 15% 0% 10% 20% 30% 40% 50% 60% 2005 © All Rights Reserved. 40
  • 41. Least Commonly Outsourced HR Services Employee Communication Plans 10% Policy Development/Implementation 4% Strategic Business Planning 4% Performance Management 3% 0% 2% 4% 6% 8% 10% 2005 © All Rights Reserved. 41
  • 42. 89% 85% Satisfaction? 90% 80% 70% Recent survey of 129 large companies representing 2 million employees. 60% 50% 40% 30% 20% 20% 10% 0% Satisfied with Achieved Hoped-for Achieved Unexpected Outsourcing Benefits Benefits Source: Talent Connections, 2005 2005 © All Rights Reserved. Arrangement 42
  • 43. The Opportunity for a New Life Stage • Twenty-plus years: post- ―Empty Nest‖ and pre- ―Old Age‖ • Unprecedented opportunity Productive  For satisfaction Adulthood?  For exploration and creation  For productivity • Reinventing  Entrepreneurial  Charitable  Flexible • Potential for rejuvenation of the economy? Reap Rewards? Deploy Human Capital Assets? Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 2005 © All Rights Reserved. 43
  • 44. More Years Spent in “Retirement” 30 25 Years 20-25 25 19.4 20 20 15 13.6 15 10 10 5 5 1.2 0 0 1900 1980 1990 2000 Source: Age Wave, based on U.S. data 2005 © All Rights Reserved. 44
  • 45. Many Employees Plan Not to Retire… 34% 25% 20% 16% 4% 1% 50 or Under 51-60 61-65 66-75 75 or older Never At what age do you plan to retire? Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 45
  • 46. Traditional Retirement: Plummeting from the Peak of Productivity, Power, and Prestige 50s or 60s 40s 30s 20s 2005 © All Rights Reserved. 46
  • 47. The Shape of Things to Come: “Down Shifting” for Continued Contribution 50s 60s 40s 70s 30s Career Deceleration 80s Career Development 20s Source: Demography is De$tiny, The Concours Group and Age Wave, 2003 2005 © All Rights Reserved. 47
  • 48. Cutting Back Has New Meaning: Cyclic Work 49% The most popular pattern for 39% working after ―retirement‖ is not part-time, but moving back and forth between periods of working and not working. 12% Working full-time Working part-time Moving back and forth between working full-time and not working Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 48
  • 49. Shifting Values create Changing Motivational Factors Respectful for Authority Anti-authoritarian Alienated Self reliant Loyal to institutions Idealistic Non-traditional Non-conforming Motivated by financial Motivated by Motivated by professional Motivated by social rewards and security changing the world development networks Hierarchical Competitive Information rich Information overloaded Technology as an Technology as a treat Technology as a tool Technology dependent extension of self Before 1946 1946-1964 1965-1978 1979-1997 2005 © All Rights Reserved. 49
  • 50. Core Values of Mature Workers: Traditionalist Shaped by Stable Teenage Years Character-Shaping Events • Stock Market Crash • World War II • First manned space flight • Significant increase in economic prosperity: home, TV, and automobile ownership • Growth in white collar jobs Prime life: Reaffirmation of economic success Red sports cars and trophy wives 2005 © All Rights Reserved. 50
  • 51. Today‟s Dominant Cohort: Baby Boomers Pulling Away from Corporate Life Character-Shaping Events • Assassinations of idealistic leaders, Kennedy and King • Vietnam War, with television coverage and widespread protests • Civil Rights movement • Feminism • Watergate and Nixon’s resignation Midlife: Volunteer work and a search for life‟s meaning Limited engagement with “work” 2005 © All Rights Reserved. 51
  • 52. The Pop Culture Cohort: GenXers Pulling Away from Corporate Life Character-Shaping Events • Iranian Hostages • Latch-key kids • Fall of the Berlin Wall and the end of the Cold War • United States only Super Power • Challenger disaster • War on Drugs • MTV: Heavy Metal, Punk, Grudge music • HIV/AIDS Establishing life: Looking to establish instant wealth Balancing work life and personal life 2005 © All Rights Reserved. 52
  • 53. The Internet Cohort: Nexters Reengineering Corporate Life Character-Shaping Events • Columbine School Massacre • September 11th terrorist attacks and World Trade Center destruction • War in Iraq and Afghanistan • Creation of the Department of Homeland Security • The Internet, iPods, MySpace Starting life: Limiting the risks of corporate assemblage Social needs are met in cyberspace 2005 © All Rights Reserved. 53
  • 54. 4 Generations in the Workplace Traditionalists Baby Boomers Generation X Nexters 15% 10% 29% 46% Source: A Look at Generational Diversity: Managing the Differences; Society for Human Resource Management 2005 © All Rights Reserved. 54
  • 55. U.S. Population 1984-2014 Source: Bureau of Labor Statistics 2005 © All Rights Reserved. 55
  • 56. Lower Organizational Connection Among Mid-Careers Mid-Career (35-54) 64% 60% Mature (55+) 58% 47% 51% 46% 43% 30% I really care about the fate I am proud to tell others I I am willing to put forth This organization inspires of this organization am part of this organization more effort than expected the best in me to help the organization succeed % strongly/moderately agree 2005 © All Rights Reserved. 56
  • 57. . . . And Less Passion and Alignment of Values Mid-Career (35-54) 61% Mature (55+) 53% 50% 49% 36% 43% 33% 34% Time seems to pass I feel very passionate I often feel energized by I find that my values and quickly when I am at work about my job my work the organization's are similar % strongly/moderately agree 2005 © All Rights Reserved. 57
  • 58. Begin Now: Create a New Relationship Between Employees and Employers • Retire “retirement” – The average American can expect twenty or more years of active, healthy life after traditional retirement. We need this talent, and must adopt a more flexible view of work to coax more to stay. • Create bell-shaped career paths – Individuals must be able to continue to contribute to businesses in respected, although less intense ways, into their 70s, 80s and beyond. • Encourage counterintuitive entry points – Allow individuals to begin ―entry‖ level jobs at multiple points throughout their lives, either as a way into new careers or to gain flexible options better suited to a preferred lifestyle. Many individuals will have two and even three distinct careers throughout their lifetime. • Design project-based, cyclical work – Already, 49% of U.S. workers who plan to work during traditional retirement years say they prefer periods of full-time work interspersed with periods of no work. • Accommodate blended lives – Make job sharing and other part-time options widely available • Customize work arrangements – Allow flexibility based on individual needs and preferences Corporations must vary how individuals are compensated, managed, and matched with different types of tasks to attract and retain key talent and create higher engagement Source: Testimony by Tamara J. Erickson to the Senate Committee on Health, Education, Labor and Pensions, May 2005 2005 © All Rights Reserved. 58
  • 59. What is Motivation? You know you are motivated when you . . . • Are excited and enthused about what you’re doing • Resist distractions • Tend to forget about time or place • Ponder current challenges even when you’re not directly involved in the activity • Invest your free time (discretionary effort ) • Identify with the activity Flow • Invite others in (emotional contagion) as defined by Mihaly Csikszentmihalyi, former Chairman of the University of Chicago Department of Psychology Source: Re.sults Project EMP: Excelling at Employee Engagement, The Concours Group, 2004 2005 © All Rights Reserved. 59
  • 60. Why? A Growing Body of Research Links Motivation to Productivity Improvement in Reduced Costs Traditional HR Investments focused only on Productivity Metrics those aspects of the employee Retention rates, ―deal‖ that matter most Acceptance rates Customer Satisfaction Employee Emotional contagion of Enhanced Desirable employees in customer- Discretionary Motivation facing roles Behaviors Innovation Correlation to Outcomes – Insight and intuition – Originality and inspiration Higher share price – Fortune ―100 Best Companies To Work For‖ list – Judgment outperformed the S&P 500 – Humor Collaboration Higher return on assets – Korean firms with higher organizational – Offered input commitment had a higher return on assets – Leadership – Friendship Lower mortality – U.S. hospitals with higher nurse retention have lower mortality Source: Re.sults Project EMP: Excelling at Employee Engagement, The Concours Group, 2004, based on the work of Dr. Jeffrey Pfeffer, Stanford University 2005 © All Rights Reserved. 60
  • 61. How? There Are No Universal “Best Practices” for Enhancing Motivation • Companies with highly motivated employees each do very different things! • But within each, the elements of the employee experience seem to make sense:  The individual’s personality: Tapping into their needs and values  The Organizational fit: Corporation’s values mesh with Individual’s needs  The human resource’s retention practices  The specific roles and tasks: Profile Matching  The day-to-day work environment: colleagues, first-line managers Significant diversity . . . but somehow internally aligned . . . Source: Re.sults Project EMP: Excelling at Employee Engagement, The Concours Group, 2004 2005 © All Rights Reserved. 61
  • 62. Corporate Activism: Encouraging Employees to Lead Better Lives . . . A Better Way Home A Corporate Philosophy Embedded in an Employer Brand Recruiting based on cultural fit, associate emergency fund, extensive training and standards • ―Customer satisfaction is the second priority. The first is employee satisfaction.‖  Chairman and CEO Patrick Flood • HomeBanc Mortgage Corporation defines its mission as showing employees how work can give them a sense of purpose and mission • Corporate philosophy based on the writings of Robert Greenleaf, an essayist and teacher who defined the "servant-leader" as a person who wants to serve first, before aspiring to leadership • Our role is helping ―people exchange ordinary living for an extraordinary life. To me, a job is too small to fill up a person’s spirit. I want to help them find purpose in what they do, see the bigger picture of what we’re trying to accomplish as an organization.‖  Chief People Officer, Dwight Reighard • "You have to realize that when your associates are happy, your customers are happy."  Barbara Aiken, a vice president in the Office of People and Culture 2005 © All Rights Reserved. 62
  • 63. Clear Choice: Flexibility Rules Calling Home Using flexible, at home work arrangements – finding extraordinary levels of engagement • From its launch in 1999, created a reservations ―call center‖ based entirely in employees’ homes • Employees have unlimited shift-trading privileges and participate in self- scheduling and a combination of full and part-time schedules • Results: a 30% boost in agent productivity, 38% increase in service levels, and a 50% decrease in manager workload per agent • Reservationists ―are the people who are the least compensated in the company, but generate its revenue and interface with the customers more than anyone else except the flight attendants. We cannot afford to pay them huge salaries, so let’s make them happier, let’s let them work from their homes. We train them, send them home, and they are happy.‖ —Founder David Neeleman 2005 © All Rights Reserved. 63
  • 64. Are You Relating to the Meaningful Diversity of the Changing Workforce? 2005 © All Rights Reserved. 64
  • 65. “Organizational Fit” – The Challenge of Motivation Productivity Segmentation – Motivation On what basis? Customization – Of which components? “Fit” Flexibility – In which dimensions? With what? 2005 © All Rights Reserved. 65
  • 66. Identifying “Fit” What is “Fit”? Employees fit with Organizations Organizations fit with Employees ―While many forces can operate to move a company toward ever higher levels of workforce homogeneity, some firms explicitly seek ―non–right types‖ in an attempt to effect organization change and to take advantage of workforce diversity‖. (Dreher & Doughtery, 2001, Chpt 3. pg 6.) 2005 © All Rights Reserved. 66
  • 67. Identifying your Culture – Corporate and Departmental Do your employees match: Styles of Management: X and Y styles Organizational Employee‟s Needs Offerings Corporate Values 2005 © All Rights Reserved. 67
  • 68. Searching for Meaningful Differences and Drivers of Motivation Survey of 7,718 Adult Employees Who Work 30+ Hours per Week Measured: • Current levels of motivation • Psycho-demographic characteristics related to the role of work in respondents’ lives, and • Preference for and satisfaction with various ―deal‖ attributes 2005 © All Rights Reserved. 68
  • 69. Sources Agree: Few Employees Are “Motivated” in Work Random samples of the working population in the U.S. over 18 years of age 100% 90% 29% 17% 20% Motivated 80% 64% 70% 62% 55% 60% Neutral 50% 40% 30% 20% 10% 19% 18% 16% Bitter 0% Gallup Towers Perrin EEE Source: The Gallup Organization, Towers Perrin, and The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 69
  • 70. Breakthrough Results from EEE • Six very different roles that work plays in our lives –  six statistically-valid segments • Each segment with distinct work-related preferences –  how work is structured, how they are managed, how they are compensated, and so on • Correlation between the extent to which the specific segment preferences are met and employee engagement levels Insight into the values and attributes that are most meaningful to each employee segment Beyond measurement – tangible ways to improve motivation 2005 © All Rights Reserved. 70
  • 71. Recognizing Meaningful Differences – The Six Segments in Today‟s Workforce that Link to Motivation Demanding Self-Empowered Disconnects Innovators 15% 14% Work is generally frustrating Work is about building and its value is largely the something with lasting value near-term economic gain beyond themselves Fair & Square Stalled Traditionalists Survivors 20% 19% Work is about the Work is a source of American dream – a livelihood but not yet (or not steady, predictable path currently) a very satisfying to success part of their lives Accomplished Contributors Seek lives filled with change 17% and adventure – work is one of multiple opportunities to Maverick Work is an opportunity to be a achieve these goals Morphers valuable part of a winning team 15% Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 71
  • 72. Self-Empowered Innovators • Work is a source of great personal satisfaction  Most likely of all employees to say they are energized  by their work, and that time passes quickly on the job • Entrepreneurial and creative  Choose jobs offering individual latitude  Avoid structure, routine and detail • Hard-working and long-working: half say they will never retire • Self-empowered: most likely to define success as being true to themselves • Motivated by stimulating work that enables them to continue to learn and grow  Less interested in traditional rewards: compensation, vacation, or benefits Work is about creating something of lasting value Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 72
  • 73. Fair & Square Traditionalists • Highly reliable and loyal  Longest average tenure with their employers of any segment  Enjoy and get satisfaction from their work • Motivated by fair, predictable rewards  Want concrete compensation, benefits and a solid retirement package  Less interest in ―softer‖ benefits like stimulating work or flexible arrangements  The least drawn to riskier compensation like stock or bonuses • Prefer stable, secure work environments  Choose work with structure and routine  Avoid careers requiring entrepreneurial risk-taking or individual latitude • Successful: Above average in household income • Traditional: Describe themselves as family men and women Work is about the American dream – a steady, predictable path to success Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 73
  • 74. Accomplished Contributors • Motivated by the organization’s success • Value teamwork:  Choose work that involves working with others  Place less value than others do on individual financial rewards  Express low need for individual variability: flexible work arrangements or vacation • Strong preference for environments that are congenial  Fun is the number one correlation with engagement within this group  Cooperation and teamwork are also very important (ranked third) • Value competence  Want work that is personally stimulating  Want to learn and grow • Loyal, hard-working, reliable  Willing to put in extra effort – but prefer stable and structured environments, in return Work is an opportunity to be a valuable part of a winning team Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 74
  • 75. Maverick Morphers • Value excitement: not afraid to take chances • Restless and inquisitive  Continuously exploring options and new ways of working  Willing to re-shape rules to fit their lifestyles  Tenures with employers are often brief • Motivated by personal (financial) opportunity: bonus compensation and stock • Independent and self-reliant  Motivated by flexible workplaces and schedules based on their own terms  ―Own‖ their career  Avoid work with significant structure and routine • Attracted to education and personal growth  41% have college degrees (highest percent of any segment)  Value organizations where they can work with other bright people Work is one of multiple opportunities to lead a life filled with adventure Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 75
  • 76. Stalled Survivors • Highly preoccupied by challenges outside of work  Feel pulled in multiple directions  Trying to balance their lives – personally, financially, and emotionally • View their current challenges as temporary  Many are starting their careers, attending school, getting married, having children • Looking for employers who can make it a little easier to cope  Seek flexible work arrangements and roles that allow more balance  Seek additional pay, vacation and family benefits or leave  Gravitate to work with well-defined routines  Tend to avoid work that involves direct personal interaction  Value work environments that are congenial and fun Work is a source of livelihood but not yet (or not currently) a very satisfying part of their lives Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 76
  • 77. Demanding Disconnects • Work is frustrating  Customers, bosses and colleagues are annoying  Do not describe themselves as achievers  Turned off by the nature of their work, by a lack of opportunity, or by perceived unfairness in their employment arrangements • Least committed to their employers and least engaged in their work  Gravitate to jobs that are relatively easy to come by, such as those in retail  Avoid work with significant individual latitude or entrepreneurial demands  Most feel that their current organizations do not bring out the best in them • Expect a lot  Place high value on traditional compensation and lucrative benefits packages  Want stability and security, more recognition and more reward Work is generally frustrating and its value is largely (only) its near-term economic gain Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 77
  • 78. Work is Clearly Not the Same Thing To All People, Therefore People are Not Motivated by the Same Thing • Not all people are equally well-suited to all types of work • Not everyone values the same things from the work experience • There is not one definition of a ―good‖ manager • It is smart to target employees; ―Profile Matching,‖ that are best for your firm and the type of work you need to do  Richard Dettling: First, get the right people on the bus  Old Management Wisdom: Hire for attitude; train for skill • Consistency is key:  Right segment(s) for your business  Fit with your corporate culture, values, and external image  Appropriateness for the type of work  Alignment of all parts of the employee experience – job design, compensation, management style, and so on  In short, a compelling, consistent employee brand 2005 © All Rights Reserved. 78
  • 79. Varying Motivational Preferences for the Employee/Employer Relationship Fair and Square Traditionalists Long-term/ Retirement Big Picture savings and Benefits or Impact pensions Self-Empowered Innovators Work that is worth-while to society Maverick Morphers Bonus payments and stock options Stalled5Survivors Immediate Raises and Benefit or Impact childcare Demanding Accomplished Disconnects Contributors Healthcare Cooperation and salary and teamwork Economic Psychosocial Rewards Rewards Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 79
  • 80. Rank-Ordering of Motivational Preferences: Wide Variation Self-Empowered Fair & Square Innovators Traditionalists  Work that enables me to learn and  Comprehensive benefits package grow  Comprehensive retirement package  Work that is personally stimulating  Workplace that is enjoyable  Workplace that is enjoyable  Flexible work schedule  Work that is worthwhile to society  Ten percent more in total compensation  Flexible work schedule  Work that enables me to learn and  Comprehensive benefits package grow  Comprehensive retirement package  Two weeks additional paid vacation  Flexible workplace  Work that is personally stimulating  Ten percent more in total  Work that is worthwhile to society compensation  Flexible workplace  Two weeks additional paid vacation Note: BLUE bold indicates that the segment places MORE importance on this element than most other segments do. RED bold italic indicates that the segment places LESS importance on this element than most other segments do. Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 80
  • 81. Are You Satisfied with Our Benefits Program? No . . . But it hardly matters to me. The fundamental work is so important and No . . . challenging And its really stressful for me. The security of my family and our future – making sure we‟re covered under every uncertainty – is very important. 2005 © All Rights Reserved. 81
  • 82. Motivation Preferences for Management Style: No Common Definition of a “Good Manager” "Catalyst” • Eliminate bureaucracy and remove logistical impediments Self- • Offer ―stretch‖ projects Empowered • Be aware of signs of burnout and over extension Innovators • ―Promote‖ their work "Accountant” • Be clear and up front on expectations; follow through • Tie compensation to clear goals Fair & Square • Create a path that respects experience and tenure Traditionalists • Provide regular professional development Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 82
  • 83. Are You Satisfied with Your Manager? No . . . X type management He drives me crazy with excessive structure and oversight. Yes . . . The communication is frequent and thorough. I appreciate the detailed feedback and regular reviews. Y type management 2005 © All Rights Reserved. 83
  • 84. Employee Preferences Vary Across the “4 C‟s” Construct Structure and definition of the work What’s the job? Degree of definition, pace, risk, degree of team interaction Compensation The entire scope of the “deal” What do employees Salary, benefits, deferred compensation, learning get in return? opportunities, satisfaction from giving back, pleasure from social networks Connection Preferred style of management How do we relate? Amount of interaction, frequency and formality of feedback, preference for hierarchy or participative management Communication Key messages and shared values Why do we care? Alignment with core values Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 84
  • 85. A Common Condition: 4 C Misalignment! Self-Empowered Fair & Square Accomplished Maverick Stalled Survivors Demanding innovators Traditionalists Contributors Morphers Disconnects Construct Career paths are well- defined and structured Compensate Salaried by level; generous monetary benefits Connect Expectations of high performance and teamwork Communicate Create a lasting legacy Collaborate with world leaders Source: The New Employee/Employer Equation, The Concours Group and Age Wave, 2004 2005 © All Rights Reserved. 85
  • 86. Immediate Contribution and Long-term Context Use newest hires to develop the next generation of strategic ideas, products and leaders • Significant challenge and risk: A three-month in-house immersion process for all new employees  Month One – Stretch challenges, resulting in intense teamwork, deep bonds with peers, character by being stretched beyond the point of failure  Month Two – Charged to come up with breakthrough new product or service ideas and to develop the business and marketing plan working with Trilogy’s best and most senior people • Responsibility to “own” your career  Month Three – Building on connections with projects or sponsors, a rigorous evaluation by section leaders, managers and fellow graduates, and a list of specific short and long-term goals, find own place in organization • Exposure to leaders and experts: Run by top management, including the CEO • Opportunity for broad impact: Dramatic benefits for the organization  Primary R&D engine  Development and proving ground for the company’s future generation of leaders  Constant source of organizational renewal and transformation Segment Alignment: Self-Empowered Innovators; Maverick Morphers 2005 © All Rights Reserved. 86
  • 87. Creating a Strong Link from the Past . . . to the Future Reminding Employees of the Heritage and the Goal Segment Alignment: Self-Empowered Innovators; Accomplished Contributors 2005 © All Rights Reserved. 87
  • 88. Employees Caught Doing Things Right Spot Reward Program in the Hands of Attentive Line Managers • Immediate, short-term, task-specific rewards: Outstanding overall employee recognition program  Little money available for cash awards  Uses day-to-day, informal, creative recognition, delivered with sincerity • Managers focused on close connections: Ability to give recognition seen as a key leadership capability  Sincere, specific, timely and personalized  Managers measured on recognition of their staff – who is being recognized, by whom, and how often  Managers held accountable for making and maintaining connections with employees • Customized: Programmatic support  Leadership training programs on personalized recognition  Tools and exercises available to help supervisors get to know individuals’ recognition preferences Segment Alignment: Stalled Survivors and Demanding Disconnects 2005 © All Rights Reserved. 88

Notas del editor

  1. Flexible Spending Account (or Cafeteria plans) - health plan, such as dental and vision expenses and over-the-counter drugs, child care, adult day care for senior citizen dependents that live with you, long term care, adoption assistance