AARP Executive Insights Webinar Series

Transcription

1 AARP Executive Insights Webinar Series Recruiting Experienced Talent in 2010 Tuesday, March 30, :00 p.m. to 3:00 p.m. EDT Webinar dial-in number: , code

2 Our Presentation Will Begin Shortly How to Submit Questions Submit Questions Question and Answer The Q&A session will be held at the end of the webinar. However, you can submit questions at anytime. Go to the toolbar at the top of your screen and then click on Q &A. Use the Question & Answer pane to ask the Presenter a question. Type your question in the field and then click on the Ask button. Webinar dial-in number: , code

3 Our Presentation Will Begin Shortly How to Download Resources Download Resources Download the presentation during the webinar by using the Handouts icon at the top of the page. It looks like 3 pieces of paper, and it s to the left of the yellow pad. If you can t download the presentation or prefer to view it later, it can be viewed on the AARP Employer Resource Center ( after the Webinar. Webinar dial-in number: , code

4 HRCI Credits HR Certification Institute Pre-Approved Program: This Webinar is pre-approved for one strategic credit hour for PHR, SPHR, and GPHR recertification. Program ID information will be provided at the end of the Webinar Save registration confirmation information as proof of attendance of the Webinar Webinar dial-in number: , code AARP 4

5 Learning Objectives 2010 Q2 employer staffing projections by industry, region, and U.S. Who is hiring and who is not? Demographic trends shaping the pool of available experienced workers Talent acquisition trends in 2010 Recruiting strategies which attract experienced workers Resources to help you recruit experienced talent of all ages Webinar dial-in number: , code AARP 5

6 Today s Presenters Deborah Russell Director, Workforce Issues AARP Martha Artiles Chief Diversity Officer Manpower Cindy Lubitz Managing Partner InTalent Consulting, LLC Webinar dial-in number: , code AARP 6

7 U.S. Workforce Demographic Trends Aging of the U.S. workforce: 76m Baby Boomers Lower birth rates Four generations working side-by-side Workforce 2010 Reversal of retirement trends Concerned about stability High talent among the unemployed AARP 7

8 Employer Poll 1 What staffing changes does your organization anticipate in total employment in Q as compared to Q1 2010? Increase in hiring? Decrease in hiring? No change in hiring? Staff reductions? Undecided? AARP 8

9 Manpower Employment Outlook Survey (MEOS) Measures employers intentions to increase or decrease the number of employees in their workplace during the next quarter Is the only forward-looking survey of its kind, unparalleled in size, scope, longevity and area of focus Performed and reported quarterly Has been conducted continuously since 1962 Currently is conducted in 36 countries and territories AARP 9

10 Survey Question How do you anticipate total employment at your location to change in the three months to the end of June 2010 as compared to the current quarter? 18,000 employers surveyed in the U.S. Net Employment Outlook is the key statistic AARP 10

11 National Outlook Encouraging signs in hiring activity in the U.S. 16% intend to increase employment 8% intend to decrease employment 73% intend no change in employment levels 3% are undecided AARP 11

12 The Net National Results When not seasonally adjusted, the Net is +8% o Up 8% points quarter-over-quarter o Up 7% points year-over-year With seasonal adjustment, the Net is +5% o Down 1% point quarter-over-quarter o Up 7% points year-over-year AARP 12

13 Outlook Highlights Year-Over-Year Increase Stability Continues Industries Recovering Local Picture Improving AARP 13

14 Leading Industry Sectors NAICS Supersector NEO Leisure & Hospitality +17% Professional & Business Services +15% Financial Activities +9% Manufacturing -- Nondurables +9% Manufacturing -- Durables +8% Information +8% Transportation & Utilities +8% AARP 14

15 Regional Comparisons Region % Increase % Decrease % No Change % Don t Know % Net Outlook Midwest Northeast South West AARP 15

16 Business Impact of Hiring Mature Workers Some confidence in hiring returning to employers Progressive employers will seek out mature workers Positioning for obtaining top talent when needed Are employers ready for the next step forward? AARP 16

17 Conclusions There are encouraging signs in hiring activity U.S. employers anticipate hiring to inch ahead in the second quarter Cautious optimism is becoming more widespread geographically AARP 17

18 Poll #2 What recruitment challenges are you facing during in this economic climate? Uncertainty as to when the economy will improve? Potential for layoffs and other staff reduction strategies? High volume of applicants? Demographic shifts resulting in shortages of skilled workers? Recruiting budgets being cut? Identifying top talent? Other? AARP 18

19 Practitioners Perspective on 2010 Recruiting Trends o Huge focus on Global Expansion requires TA function to adapt and identify top talent overseas o New energy around developing internal workforce Legacy employees are retiring Companies are growing here and internationally Main focus used to be on Recruiting; Now there is equal focus on retention / development of talent and recruiting Source: Interviews with top TA leaders at 4 top companies from the Technology, Retail, Insurance industries AARP 19

20 Practitioners Perspective on 2010 Recruiting Trends o Recruiters are being challenged by Hiring Managers to bring forth the absolute best talent Perception that due to the recession, top talent is readily available and at a bargain General skills are less acceptable; HMs are seeking specific skill sets, background and experience in candidates Creative and aggressive sourcing strategies are critical Employee Referral Programs are underutilized o Aging workforce isn t as job search savvy as their younger counterparts Competition is high for openings and older job seekers don t always have the tools to identify appropriate jobs (e.g., mobile technology, social networks) Source: Interviews with top TA leaders at 4 top companies from the Technology, Retail, Insurance industries AARP 20

21 Practitioners Perspective on 2010 Recruiting Trends o Assessing more than just skills is a focus early in the TA process o Engagement is being measured from Day 1 o Workday dynamic is rapidly being redefined Source: Interviews with top TA leaders at 4 top companies from the Technology, Retail, Insurance industries AARP 21

22 Key HR Leadership Tools 2010 Trends Update Web 2.0 will continue to emerge in the forefront of recruiting and engagement strategies Managing in a downturn and preparing for a turnaround: The Changing face of Recruiting teams over the last year Practitioner s Perspective AARP 22

23 Web 2.0 WHAT IS IT AND WHY DOES IT MATTER? o o Online Channels, including Social Networking Sites and Organization s Website, for: Attracting, Sourcing and Converting Talent Increasing Engagement and Collegial Environment of Employees Continued Unprecedented growth of Social Media Facebook: 400 million users; 50% log in daily Twitter: Currently showing a decreased rate of adoption and many users are inactive; still maintain 50 million user tweets per day LinkedIn: 60 million; grew by 5 million in one month More people are using mobile phones to access social networks than desktop users AARP 23

24 Web 2.0 WHAT IS IT AND WHY DOES IT MATTER? o Underutilized by Most Organizations A majority of organizations are not leveraging Web 2.0 channels at all Even those companies with dedicated resources and presence are not using these tools in a way that drives talent outcomes High area of investment in the next several years (69% of organizations will increase investment) Online channels will make up the top 3 facets of recruiting strategies for 2010 (Professional Networking Sites, Social Networking Sites and the Organization s Web Site) AARP 24

25 Pros and Cons of Leveraging Social Networks A well-defined strategy, transparent policy and on-going governance are critical to success. Benefits of Social Networking on Recruiting Benefits of Internal Networking Sites on Engagement Key Risks Quality of Hire Knowledge Sharing Damage to Organizational Brand Reduced Time to Fill SME Identification Declining Productivity of Employees Low Cost Program that Can Yield High Returns Employment Branding and Visibility Effective Collaboration & Virtual Teaming Improved Flexible/Remote Work Arrangements Spread of Competitive and Intellectual Capital Difficult to Prove ROI due to Infancy of Tools Humanization of the Company A Sense of Community Social Awkwardness between Employees and Managers Reaches Diverse Groups if Used Effectively Increased Personal Value of the Organization to the Individual Stress on Shared IT Bandwidth AARP 25 Source: HR s Role in Online Social Networks, CLC, September 2009

26 WEB 2.0: HOW TO USE EFFECTIVELY o o o o o Learn your options for leveraging Web 2.0 tools and consistently evaluate the available channels based on cost, effectiveness and benchmarks Define a cohesive approach for using external tools (e.g., Social Networks) and proprietary ones (e.g., Company s careers site) Create a strong internal employee networking site for knowledge sharing and open communications with peers Transparent, communicated policy governing employee access and usage 1 in 5 employees don t know if their company even has a policy Establish a dedicated Social Networking monitoring program to keep internal usage and external image in check Only 17% of organizations currently using Web 2.0 tools have a means of monitoring use AARP 26

27 THE CHANGING FACE OF RECRUITING TEAMS TODAY How it will affect your strategy later Recruiting teams have become smaller as hiring has slowed downsized or redeployed for other work Many organizations have decentralized the recruiting function With an economic upturn on the horizon. Companies are looking for low-cost, high-return sourcing channels (Web 2.0) to attract and convert talent Employee referrals are becoming more important Competitive intelligence on the external market for talent is critical AARP 27

28 MANAGING TODAY AND PREPARING FOR TOMORROW The Issue Dissatisfied workers are holding on to current jobs for now Employee engagement is dropping Employees are stepping up their job searches and honing their resumes Most employers are not taking steps to engage and retain current talent Employers are not seizing the opportunity to get to know external talent Recruiting teams have changed significantly in the last year The Result when the economy turns = High turnover, surge of openings, huge applicant pool, hungry employers and lean recruiting teams AARP 28

29 MANAGING TODAY AND PREPARING FOR TOMORROW Preparing Your Recruiting Team o o o o Develop or build your strongest team Ensure your team has excellent skills in sourcing, cold-calling, screening, selecting and influencing If skill gaps exist, now is the best time to train - or trade up Identify positions across the organization that directly impact key business factors rather than having a blanket focus on all positions above a certain level Consider the performance and retention risks of incumbents in these roles Use available recruiting resources to plan for vacancies in these roles Develop creative sourcing and recruiting strategies to tap into the right talent Ensure appropriate assessment tools are in place to make the best selection decisions AARP 29

30 Business Case for Mature Workers 69% of mature workers not retired say they will work during retirement Companies may avoid talent crunch if mature workers continue working longer than previous generations for both financial and personal reasons Companies may find themselves competing for the services of older workers, and will need to offer the kind of rewards that 50+ employees want and expect Mature workers are more motivated than others to exceed expectations on the job AARP 30

31 Business Case for Mature Workers Older workers are more motivated to exceed expectations on the job than their younger counterparts High replacement costs equal at least 50% of an individual s salary Cost benefits of avoiding turnover can exceed compensation and benefit costs of older workers AARP 31

32 Age Neutral Employment Brand A company that attracts all workers regardless of age: Age diversity and fairness Flexibility Benefits Work environment Training and growth opportunities AARP 32

33 Building Your Company Employment Brand: It Starts Inside Educate staff to ensure a commitment to mature workers at all levels Dispel the myths of the older worker Promote the benefits of hiring workers 50+ Explain why the company is interested in hiring mature workers and what mature workers bring to the workplace AARP 33

34 Attract Experienced Workers with: Competitive pay and benefits Meaningful work Flexibility and autonomy in their work Work-life balance AARP 34

35 Attract Experienced Workers with: Respecting employees opinions and valuing workers 50+ Positive work environment (physical environment + company culture) Access to training and professional growth opportunities and keeping up with new technology AARP 35

36 CVS website - main careers page Photo is multi-age, multi-ethnic Easy navigation Opportunities for seniors is a menu choice AARP 36

37 American Trucking Association, Inc. Long haul trucking is a great career with full benefits and excellent pay. You can see things, do things, and be more in control of your life than you ever thought possible. And no matter how many roads you travel, no two are ever the same. Adventure with pay & benefits Appeal to mature individualists AARP 37

38 Bon Secours Richmond Health System Mature workers - good patient care Flexibility benefits everyone AARP 38

39 Q & A Type your question in the question box at the bottom of your computer screen. AARP 39

40 Talent Recruiting Resources Workforce Assessment Tool A tool to strengthen your ability to recruit and retain talent Employer Resource Center See section on Recruitment National Employer Team A recruiting source targeting experienced talent AARP 40

41 Talent Recruiting Resources AARP SmartBrief E-newsletter update on changing workforce issues and recruiting strategies Online Job Sites A list of job sites that appeal to experienced workers Recruiting Practices: 2008 AARP Best Employers for Workers Over 50 Article summarizing the winning recruiting strategies est_employers.html AARP 41

42 Conclusion Thank you for joining us today. Please remember to exit this Webinar by clicking on the exit under your file command. You will receive an with a link to the archived version of this Webinar at ww.aarp.org/erc AARP 42

43 HRCI Credit Information This program has been approved for 1.0 (Strategic ) recertification credit hour toward PHR, SPHR and GPHR recertification through the HR Certification Institute. To receive program ID information, please send an to ExecutiveInsights@aarp.org. Please be sure to note the program ID number on your recertification application form. AARP 43