Shrm aarp strategic workforce planning poll l.jpg
This presentation is the property of its rightful owner.
Sponsored Links
1 / 35

SHRM-AARP Strategic Workforce Planning Poll PowerPoint PPT Presentation


  • 125 Views
  • Uploaded on
  • Presentation posted in: General

SHRM-AARP Strategic Workforce Planning Poll. Nov ember 17, 2010. Introduction. The Society for Human Resource Management (SHRM) and AARP jointly conducted this poll of HR professionals about strategic workforce planning, particularly with regard to retirement of older workers.

Download Presentation

SHRM-AARP Strategic Workforce Planning Poll

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


Shrm aarp strategic workforce planning poll l.jpg

SHRM-AARP Strategic Workforce Planning Poll

November 17, 2010


Introduction l.jpg

Introduction

  • The Society for Human Resource Management (SHRM) and AARP jointly conducted this poll of HR professionals about strategic workforce planning, particularly with regard to retirement of older workers.

  • For the purpose of this research, strategic workforce planning assessment is defined as evaluating the organization’s current and future critical talent needs using workforce modeling and scenario planning to identify potential skills gaps and talent shortages.


Key findings l.jpg

Key Findings

  • Are Organizations Assessing Workforce Needs and Skills Gaps? Among organizations had conducted or planned to conduct a strategic workforce planning assessment to identify workforce needs and potential skills gaps, 53% are conducting assessments in 2010 and 2011 and 14% are planning to conduct assessments after 2011. (slide 5)

  • What Will Be the Impact of Older Worker Retirements? Among organizations that had conducted or planned to conduct a strategic workforce planning assessment to analyze the impact of retirement by workers aged 50+, more than four out of ten (42%) are conducting assessments in 2010 and 2011, and 23% are planning to conduct assessments after 2011. (slide 5) One in five respondents thought that the potential loss of talent from baby boom retirements over the next decade would be a problem for their organizations, while 45% thought it would be a potential problem, and one-third thought it would not be a problem. (slide 10)


Key findings4 l.jpg

Key Findings

  • How Are Organizations Preparing for a Shortage of Younger Workers? Almost four out of ten respondents (39%) reported that their organizations were beginning to examine internal policies and management practices in preparation for a shortage of younger workers when older workers retire. (slide 8)

  • How are Organizations Recruiting and Retaining Older Workers? The most popular strategies currently in use to recruit and retain workers past traditional retirement age are offering part-time positions to older workers (42%) and hiring retired employees as consultants or temporary workers (40%). (slide 16)

  • Which Benefits are Organizations Offering to Appeal to Older Workers? The most popular benefits offered specifically with older workers in mind are flexible scheduling (59%) and retirement savings or pension plans with specific provisions for older workers (52%). (slide 23)


When did and or will your organization conduct a strategic workforce planning assessment to l.jpg

When did and/or will your organization conduct a strategic workforce planning assessment to…?

  • Among organizations had conducted or planned to conduct a strategic workforce planning assessment to identify workforce needs and potential skills gaps, 53% are conducting assessments in 2010 and 2011 and 14% are planning to conduct assessments after 2011.

  • Among organizations that had conducted or planned to conduct a strategic workforce planning assessment to analyze the impact of retirement by workers aged 50+, more than four out of ten (42%) are conducting assessments in 2010 and 2011, and 23% are planning to conduct assessments after 2011.

Note: Percentages do not total 100% due to multiple response options. Excludes respondents who indicated “N/A, have not conducted/have no plans to conduct.” Overall, 32% of HR professionals reported that their organizations had not conducted and had no plans to conduct a strategic workforce planning assessment to identify workforce needs and potential skills gaps, and 48% reported that their organizations had not conducted and had no plans to conduct an assessment to analyze the impact of retirement by workers aged 50+.


Slide6 l.jpg

When did and/or will your organization conduct a strategic workforce planning assessment to identify your workforce needs and potential skills gaps? (Differences by Organization Demographics)

  • Prior to the recession that began in late 2007

    • Organizations with 25,000 or more employees (55%) were more likely than those with 1 to 99 employees (18%), 100 to 499 employees (16%) or 500 to 2,499 employees (16%) to have conducted a strategic workforce planning assessment to identify workforce needs and skills gaps prior to the beginning of the recession in late 2007.

    • Organizations with unionized workforces (34%) were more likely than those with non-unionized workforces (19%) to have conducted a strategic workforce planning assessment to identify workforce needs and skills gaps prior to the beginning of the recession in late 2007.

  • Between 2008 and 2009

    • Publicly owned for-profit organizations (55%) were more likely than privately owned for-profit organizations (31%) to have conducted a strategic workforce planning assessment to identify workforce needs and skills gaps between 2008 and 2009.


Slide7 l.jpg

When did and/or will your organization conduct a strategic workforce planning assessment to analyze the impact of retirements by your workers aged 50+? (Differences by Organization Demographics)

  • Prior to the recession that began in late 2007

    • Organizations with 25,000 or more employees (50%) were more likely than those with 1 to 99 employees (11%) or 100 to 499 employees (15%) to have conducted a strategic workforce planning assessment to analyze the impact of retirements by workers aged 50+ prior to the beginning of the recession in late 2007.

  • Between 2008 and 2009

    • Multinational organizations (48%) were more likely than U.S. based organizations (34%) to have conducted a strategic workforce planning assessment to analyze the impact of retirements by workers aged 50+ between 2008 and 2009.


Slide8 l.jpg

Which of the following best describes your organization’s preparation for a shortage of younger workers when older workers retire?

  • Almost four out of ten respondents (39%) reported that their organizations were beginning to examine internal policies and management practices in preparation for a shortage of younger workers when older workers retire.

Note: n = 326. Excludes the 14% of respondents who responded “don’t know.”


Slide9 l.jpg

Which of the following best describes your organization’s preparation for a shortage of younger workers when older workers retire? (Differences by Organization Demographics)

  • Beginning to examine internal policies and management practices

    • Organizations with unionized workforces (53%) were more likely than organizations with non-unionized workforces (35%) to report that they were beginning to examine internal policies and management practices in preparation for a shortage of younger workers when older workers retire.

  • Have examined our workforce and determined that no changes in our policies and practices are necessary

    • Organizations with 1 to 99 employees (45%) were more likely than organizations with 2,500 to 24,999 employees (20%) to report that they had examined their workforce and determined that no changes in policies and practices were necessary in preparation for a shortage of younger workers when older workers retire.

    • Organizations with non-unionized workforces (33%) were more likely than organizations with unionized workforces (15%) to report that they had examined their workforce and determined that no changes in policies and practices were necessary in preparation for a shortage of younger workers when older workers retire.


Slide10 l.jpg

Overall, how would you describe your organization’s and industry’s potential loss of talent as a result of the possibility of the Baby Boom generation (those born between 1946 and 1964) retiring over the next decade?

  • One in five respondents thought that the potential loss of talent from baby boom retirements over the next decade would be a problem for their organizations, while 45% thought it would be a potential problem, and one-third thought it would not be a problem.


Slide11 l.jpg

Overall, how would you describe your organization’s and industry’s potential loss of talent as a result of the possibility of the Baby Boom generation (those born between 1946 and 1964) retiring over the next decade? (Differences by Organization Demographics)

  • Organization’s potential loss of talent as a result of the possibility of the Baby Boom generation’s retirement

    • Organizations with unionized workforces, compared with organizations with non-unionized workforces, reported greater average degree of problem within their organization due to potential loss of talent due to the Baby Boom generation’s retirement.

    • Compared with smaller organizations (1-99 employees and 100-499 employees), organizations with 2,500 to 24,999 employees reported greater average degree of problem within their organization due to potential loss of talent due to the Baby Boom generation’s retirement.

    • Organizations with 25,000 or more employees, compared with organizations with 1 to 99 employees, reported greater average degree of problem within their organization due to potential loss of talent due to the Baby Boom generation’s retirement.

    • Compared with privately owned for-profit organizations, publicly owned for-profit organizations reported greater average degree of problem within their organization due to potential loss of talent due to the Baby Boom generation’s retirement.

Note: Averages are based on a scale where 1 = “it is not a problem” and 4 = “it is a crisis.” Higher averages indicate higher degrees of problems.


Slide12 l.jpg

Overall, how would you describe your organization’s and industry’s potential loss of talent as a result of the possibility of the Baby Boom generation (those born between 1946 and 1964) retiring over the next decade? (Differences by Organization Demographics)

  • Industry’s potential loss of talent as a result of the possibility of the Baby Boom generation’s retirement

    • Organizations with unionized workforces, compared with organizations with non-unionized workforces, reported greater average degree of problem within their industry due to potential loss of talent due to the Baby Boom generation’s retirement.

Note: Averages are based on a scale where 1 = “it is not a problem” and 4 = “it is a crisis.” Higher averages indicate a higher degree of problem.


Slide13 l.jpg

What steps has your organization taken or does your organization plan to take to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement?

Note: Excludes respondents who indicated “have not done/do not plan to do anything.” Overall, 41% of HR professionals indicated that their organizations have not done anything and do not plan to do anything to prepare for the possibility of a shortage of workers due to the retiring Baby Boom generation. The percentages of respondents who answered either “have taken this step” or “plan to take this step” for each option is noted in the row text.


Slide14 l.jpg

What steps has your organization taken or does your organization plan to take to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement? (Differences by Organization Demographics)

  • Developed succession plans and replacement charts

    • Have taken this step

      • Multinational organizations (82%) were more likely than U.S.-based organizations (54%) to report that they have developed succession plans and replacement charts to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

      • Publicly owned for-profit organizations (89%) were more likely than privately owned for-profit organizations (61%), nonprofit organizations (43%) or government agencies (44%) to report that they have developed succession plans and replacement charts to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

    • Plan to take this step

      • U.S.-based organizations (46%) were more likely than multinational organizations (18%) to report that they plan to develop succession plans and replacement charts to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

      • Privately owned for-profit organizations (39%), nonprofit organizations (57%) and government agencies (56%) were more likely than publicly owned for-profit organizations (11%) to report that they plan to develop succession plans and replacement charts to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.


Slide15 l.jpg

What steps has your organization taken or does your organization plan to take to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement? (Differences by Organization Demographics, continued)

  • Started phased/gradual retirement

    • Have taken this step

      • Government agencies (89%) were more likely than publicly owned for-profit organizations (13%) to report that they have started phased/gradual retirement to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

    • Plan to take this step

      • Publicly owned for-profit organizations (88%) were more likely than government agencies (11%) to report that they plan to start phased/gradual retirement to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

  • Started to automate processes (e.g., use of robotics)

    • Have taken this step

      • Organizations located in the West (90%) were more likely than organizations located in the Northeast (25%) to report that they have started to automate processes to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.

    • Plan to take this step

      • Organizations located in the Northeast (75%) were more likely than organizations located in the West (10%) to report that they plan to start to automate processes to prepare for the possibility of a shortage of workers due to the Baby Boom generation’s retirement.


Slide16 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?

  • The most popular strategies currently in use to recruit and retain workers past traditional retirement age are offering part-time positions to older workers (42%) and hiring retired employees as consultants or temporary workers (40%).

Note: Excludes respondents who indicated “other” strategies.


Slide17 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics)

  • Asking older workers what they want via a survey or some other mechanism

    • Neither currently using nor anticipate using

      • Multinational organizations (90%) were more likely than U.S.-based organizations (78%) to report that they do not currently ask older workers what they want via a survey or some other mechanism, nor do they anticipate using this strategy.

      • Privately owned for-profit organizations (84%) were more likely than nonprofit organizations (67%) to report that they do not currently ask older workers what they want via a survey or some other mechanism, nor do they anticipate using this strategy.

      • Organizations with non-unionized workforces (82%) were more likely than organizations with unionized workforces (69%) to report that they do not currently ask older workers what they want via a survey or some other mechanism, nor do they anticipate using this strategy.


Slide18 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics, continued)

  • Hiring retired employees as consultants or temporary workers

    • Currently using

      • Organizations with 100 to 499 employees (45%), 500 to 2499 employees (47%) and 2,500 to 24,999 employees (55%) were more likely than organizations with 1 to 99 employees (23%) to report that they are hiring retired employees as consultants or temporary workers.

      • Organizations with unionized workforces (58%) were more likely than organizations with non-unionized workforces (37%) to report that they are hiring retired employees as consultants or temporary workers.

    • Neither currently using nor anticipate using

      • Organizations with non-unionized workforces (39%) were more likely than organizations with unionized workforces (24%) to report that they do not currently hire retired employees as consultants or temporary workers, nor do they anticipate using this strategy.


Slide19 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics, continued)

  • Offering part-time positions to older workers

    • Currently using

      • U.S.-based organizations (47%) were more likely than multinational organizations (23%) to report that they offer part-time positions to older workers.

      • Nonprofit organizations (57%) were more likely than publicly owned for-profit organizations (30%) or privately owned for-profit organizations (38%) to report that they offer part-time positions to older workers.

    • Neither currently using nor anticipate using

      • Multinational organizations (43%) were more likely than U.S.-based organizations (28%) to report that they do not currently offer part-time positions to older workers, nor do they anticipate using this strategy.

      • Privately owned for-profit organizations (37%) were more likely than nonprofit organizations (16%) to report that they do not currently offer part-time positions to older workers, nor do they anticipate using this strategy.


Slide20 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics, continued)

  • Instituting a phased retirement program

    • Currently using

      • Other services (e.g., other nonprofit, church/religious organizations, etc.) organizations (40%) were more likely than manufacturing (non-auto) organizations (3%) to report that they have instituted a phased retirement program.

    • Anticipate using

      • U.S.-based organizations (28%) were more likely than multinational organizations (15%) to report that they anticipate instituting a phased retirement program.

      • Organizations with unionized workforces (46%) were more likely than organizations with non-unionized workforces (22%) to report that they anticipate instituting a phased retirement program.

    • Neither currently using nor anticipate using

      • Multinational organizations (76%) were more likely than U.S.-based organizations (52%) to report that they have not instituted a phased retirement program and have no plans to do so.

      • Privately owned for-profit organizations (84%) were more likely than nonprofit organizations (67%) to report that they do not currently have phased retirement program and have no plans to institute it in the future.

      • Organizations with non-unionized workforces (60%) were more likely than organizations with unionized workforces (39%) to report that they do not currently offer a phased retirement program and have no plans to institute it in the future.


Slide21 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics, continued)

  • Providing opportunities for older workers to transfer to jobs with reduced pay and responsibilities

    • Currently using

      • Organizations with 25,000 or more employees (38%) were more likely than organizations with 1 to 99 employees (7%) to report that they provide opportunities for older workers to transfer to jobs with reduced pay and responsibilities.

    • Anticipate using

      • Organizations located in the West (38%) were more likely than organizations located in the Southeast (16%) to report that they anticipate providing opportunities for older workers to transfer to jobs with reduced pay and responsibilities.


Slide22 l.jpg

For each of the following strategies to recruit and retain workers past traditional retirement age, is your organization currently using the strategy or anticipating to use the strategy?(Differences by Organization Demographics, continued)

  • Providing training to upgrade skills of older workers

    • Currently using

      • Nonprofit organizations (30%) and government agencies (45%) were more likely than privately owned for-profit organizations (14%) to report that they provide training to upgrade the skills of older workers.

      • Organizations with unionized workforces (36%) were more likely than organizations with non-unionized workforces (19%) to report that they provide training to upgrade the skills of older workers.

    • Neither currently using nor anticipate using

      • Privately owned for-profit organizations (68%) were more likely than nonprofit organizations (45%) or government agencies (32%) to report that they do not currently provide training to upgrade the skills of older workers and have no plans to do so in the future.

      • Organizations with non-unionized workforces (63%) were more likely than organizations with unionized workforces (39%) to report that they do not currently provide training to upgrade the skills of older workers and have no plans to do so in the future.


Slide23 l.jpg

What provisions or benefits offered by your organization have been designed specifically with older workers in mind?

  • The most popular benefits offered specifically with older workers in mind are flexible scheduling (59%) and retirement savings or pension plans with specific provisions for older workers (52%).

Note: n = 144. Excludes the 59% of respondents who responded “N/A, no provisions or benefits were designed specifically with older workers in mind.“Percentages do not total 100% as multiple response options were allowed.


Slide24 l.jpg

What provisions or benefits offered by your organization have been designed specifically with older workers in mind? (Differences by Organization Demographics)

  • Long-term care benefits

    • Organizations with 25,000 or more employees (86%) were more likely than organizations with 1 to 99 employees (27%) or 100 to 499 employees (23%) to offer long-term care benefits specifically with older workers in mind.

    • Multinational organizations (60%) were more likely than U.S.-based organizations (29%) to offer long-term care benefits specifically with older workers in mind.

  • Dental benefits in phased retirement or part-time situations

    • Nonprofit organizations (19%) and government agencies (30%) were more likely than privately owned for-profit organizations (3%) to offer dental benefits in phased retirement or part-time situations specifically with older workers in mind.

  • Health care benefits in phased retirement or part-time situations

    • Nonprofit organizations (47%) and government agencies (60%) were more likely than privately owned for-profit organizations (17%) to offer health care benefits in phased retirement or part-time situations specifically with older workers in mind.


Slide25 l.jpg

What provisions or benefits offered by your organization have been designed specifically with older workers in mind? (Differences by Organization Demographics, continued)

  • Retirement savings plans or pension plans with specific provisions for older workers

    • Publicly owned for-profit organizations (77%) were more likely than privately owned for-profit organizations (42%) to offer retirement savings plans or pension plans with specific provisions for older workers.

  • Flexible scheduling (e.g., part-time work, compressed schedules, telework, per project basis)

    • U.S.-based organizations (63%) were more likely than multinational organizations (40%) to offer flexible scheduling specifically with older workers in mind.


Are you familiar with aarp s free online workforce assessment tool which shrm is now co sponsoring l.jpg

Are you familiar with AARP’s free online workforce assessment tool, which SHRM is now co-sponsoring?

Note: n = 380


Slide27 l.jpg

Are you familiar with AARP’s free online workforce assessment tool, which SHRM is now co-sponsoring? (Differences by Organization Demographics)

  • No, I’m not familiar with it, but would be interested in learning more about it

    • U.S.-based organizations (75%) were more likely than multinational organizations (63%) to report that they were not familiar with the tool, but would be interested in learning more about it.

    • Organizations with unionized workforces (85%) were more likely than organizations with non-unionized workforces (70%) to report that they were not familiar with the tool, but would be interested in learning more about it.

  • No, I’m not familiar with it and not interested in using it

    • Multinational organizations (29%) were more likely than U.S.-based companies (17%) to report that they were not familiar with the tool and were not interested in using it.

    • Organizations with non-unionized workforces (21%) were more likely than organizations with unionized workforces (10%) to report that they were not familiar with the tool and were not interested in using it.


Demographics percentage of workforce aged 50 l.jpg

Demographics: Percentage of Workforce Aged 50+

Note: n= 363.


Demographics organization industry l.jpg

Demographics: Organization Industry

Note: n = 366. Percentages do not total 100% due to rounding.


Demographics organization industry continued l.jpg

Demographics: Organization Industry (continued)

Note: n = 366. Percentages do not total 100% due to rounding.


Demographics organization sector l.jpg

Demographics: Organization Sector

Note: n= 350. Excludes “other” organization sectors. Percentages do not total 100% due to rounding.


Demographics organization staff size l.jpg

Demographics: Organization Staff Size

Note: n = 336.


Demographics region l.jpg

Demographics: Region

Note: n = 362


Demographics other l.jpg

Demographics: Other

  • Does organization have U.S.-based

  • operations (business units) only or

  • does it operate multinationally?

  • Is organization a single-unit company or a multi-unit company?

Note: n = 363

Note: n = 365

  • 16% of organizations indicated that employees at their work location were unionized.

  • Are HR policies and practices determined by the multi-unit corporate headquarters, by each work location or both?

Note: n = 366

Note: n = 242


Shrm poll shrm aarp strategic workforce planning l.jpg

SHRM Poll: SHRM-AARP Strategic Workforce Planning

Methodology

  • Response rate = 11%

  • Sample comprised of 381 randomly selected HR professionals with the job title of manager and above.

  • Margin of error is +/- 5

  • Survey fielded July 1– July 16, 2010

For more poll findings, visit: www.shrm.org/surveys

Follow us on Twitter: http://twitter.com/SHRM_Research


  • Login