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Shirley Davis from SHRM presenting this at the Client Forum about serving the multigenerational workforce.
Citation preview
Leading People. Leading Organizations.
Serving the Workforce of the FutureServing the Workforce of the Future
Dr. Shirley DavisChief Diversity & Inclusion Officer
Society for Human Resource Management
Leading People. Leading Organizations.
22
What We’ll Cover Today
• Building Inclusive Organizations: The New Business Imperative
• Changing Demographics: A New Workforce
• Leading a Multigenerational Workforce
• Designing & Implementing Benefit Plans for a Multigenerational Workforce
Leading People. Leading Organizations.
Building Inclusive Organizations: The New Business Imperative
Leading People. Leading Organizations.
Diversity + Inclusion = Diversity Management
Diversity management“the comprehensive organizational and managerial
process for leveraging diversity and achieving inclusion that maximizes the potential of all employees.”
Diversity“the collective mixture of differences and similarities that
includes, for example, individual and organizational characteristics, values, beliefs, experiences, backgrounds,
preferences, and behaviors.”
Inclusion“the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organization’s success.”
4
Leading People. Leading Organizations.
Skin Color/EthnicityGENDER
age
Education
Ethnicit
y
Native born/non native
Ge
og
ra
ph
ic L
oc
at
ion
MILITARY EXPERIENCE
Parental Status
Smoker/Non smoker
WORK BACKGROUND
ReligionFunctional Specialty
Communication Style
BELIEFS
Culture
VALUES
Behaviors
VISIBLE DIVERSITY TRAITS
The collective mixture of differences and similarities that includes individual and organizational characteristics, values, beliefs,
experiences, backgrounds, preferences, and behaviors.
Sexual Orientation
Physical Abilities/Qualities
Personality
Level in Organization
Physical Attributes
5
Workplace Diversity
THINKINGTHINKINGSTYLESSTYLES DIVERSITY TRAITS
`tÜ|àtÄ fàtàâá
socio-economic status
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Why Diversity & Inclusion?
Compliance Case“Diversity is somethingwe’re forced to do … by law.”
Values Case“Diversity is the right thingto do … for our people.”
BusinessCase“Diversity is the smartthing to do … forour business.”
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Leading People. Leading Organizations.
Changing Demographics: A New Workforce
Leading People. Leading Organizations.
Workforce 2000 Workforce 2020The workforce will grow more slowly than at any time since the 1930s
The proportion of women and minorities in the workforce will rise dramatically
The average age of the workforce will rise, and the pool of young workers entering the labor market will shrink
The workforce is aging and thus becoming less willing to relocate, retrain or change occupations, yet the economy is demanding more flexibility
Immigrants will represent the largest share of the increase in the workforce since World War I
Workforce planning will become more uncertain as retirement ages become increasingly less predictable
The proportion of women in the workforce will have gradually increased to about 50%*
The presence of top-level older employees may cause dissension among their middle-aged subordinates eager for promotion
Older workers will need different benefits, such as elder care programs
The U.S. population and workforce will gradually become more ethnically diverse
Changing Demographics: A New Workforce
88Hudson Institute 2020
Hudson Institute 2000*U.S. Census Bureau
Leading People. Leading Organizations.
Changing Demographics: A New Workforce
99
Workforce 2000 Workforce 2020Need to recognize the importance of a flexible workforce through company and national policies
(e.g., flexible workforce programs, revised pension systems, promotion of retraining and lifelong learning).
To increase workforce participation, firms and governments will need to accommodate unconventional working arrangements to encouragepeople to return or remain in the workforce
(e.g., parents, older workers)
Leading People. Leading Organizations.
Changing Workforce Demographics
• By 2050 Asians, Hispanics, African Americans and American Indians will account for 47.2% of the population
– Currently: 75% of new entrants to the workforce is women and people of color
• By 2012, the Hispanic labor force is expected to reach 23.8 million
• 10% of the workforce is gay or lesbian
• It is estimated that one in three people has a disability
• The mobile workforce in the U.S. (which has the largest percentage of mobile workers in the world) is set to become 73 percent of the nation’s workforce by end of 2011*
• More than 28 million Americans now work at least one day per month from home, with an estimated 100 million tele-working by 2010**
1010Source: Bureau of Labor Statistics*International Data Corporation
**WorldatWork “Telework Trendlines” survey report
Leading People. Leading Organizations.
Changing Workforce Demographics
• Increase in religious diversity
• Growth in number of employees whom English is a second language
• More than 12 percent of U.S. population is foreign-born; record increases since 2000
• By 2013, Gen Y will represent the largest percentage of the U.S. workforce– By 2016 it will be bigger than all other age groups combined.
• Baby boomers want/need to work longer
1111Source: Bureau of Labor Statistics
Planning HR practices and benefits programs to address the needs of all generations and ethnicities is complex and constantly changing
Leading People. Leading Organizations.
• NASDAQ by 28%• Standard & Poor’s 500 by 25%• Dow Jones Industrial Average by 22%
Source: – DeGroat, TJ, No Way to Measure Diversity's Value? Mainstream Article Ignores the Hard Facts, DiversityInc.comhttp://www.diversityinc.com/public/19452.cfm
Over a 10-year period, the index of publicly traded companies in DiversityInc’s Top 50 Companies for Diversity list outperformed the:
The Business Case for Diversity
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• A 2009 study by CalPERS found that companies with a high ratio of diverse board seats exceeded Dow Jones average returns
• Each of the selected companies had an executive responsible for diversity initiatives
• Women make up more than half of the U.S. population but hold only 17 percent of Fortune 100 corporate board seats
• These big companies may be missing out on a key tool for competitive advantage
Source: 2009 CalPERS Board Diversification Strategy: Realizing Competitive Advantage and Shareowner Value
The Business Case for Diversity
1313
Leading People. Leading Organizations.2007 Catalyst Survey
Higher female representation on Board = Higher returns
Source: 2007 The Bottom Line: Corporate Performance and Women’s Representation on Boards, Catalyst
The Business Case for Diversity
1414
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The Business Case for Diversity
1. Demographic shifts in U.S. population
2. Attracting and retaining the best talent
3. Greater adaptability and flexibility in a rapidly changing marketplace (INNOVATION)
4. Job satisfaction and reducing costs associated with turnover, absenteeism and low productivity/employee engagement
5. Changing consumer, client, and customer marketplace
6. Contributes to company performance
7. Mitigates and minimizes legal risks
8. Global Trends
1515
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Leading a Multigenerational Workforce
1616
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Two Different Views of Diversity
Socio-economic Generation
Culture & Ethnicity
Gender orientation
Assets, debt and income
Geography
Lifestyle
Expectations of life/work
Trusted influencers
Stage in life
Attitudes towards authority/peers
Why are generations important?
Individuals with similar socio-economic backgrounds may have substantially different values and preferences regarding HR programs,
benefits, communications and loyalty to the company.
Key implications for establishing employer brand and recruiting talent
1717
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Leading a Multigenerational Workforce
1818
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The Multigenerational Workforce
“Understanding what drives each generation, and what their underlying experiences are, is the key to creating a cohesive work environment where our people feel valued and empowered to work together effectively. This appreciation of generational diversity, and initiatives customized to meet the needs of each generation, allows each group to fully contribute and be a part of the growth and success of the organization.”
1919
Dr. Rohini AnandSenior Vice President & Chief Global Diversity Officer
Sodexo
Source: The Multigenerational Workforce: Opportunity for Competitive Success, SHRM, 2009
Leading People. Leading Organizations.
Two Theories of Understanding Each Generation
• The oldest, wealthiest, and most visible members of a generation define the behavior and attitude for those that follow
• Identify a generation’s heroes and you’ll learn their value systems
2020Source: Cam Marsten, 2007
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2121
The Multigenerational Workforce
Today’s workforce is comprised of four generations, covering an 80+- year span whose effectiveness in working together impacts the overall success of the organizations they work for.
Generational Cohort Example ImpactsTraditionalists (1925-1945)over 65 years of age(7% of workforce)
Boomers (1946-1965)45-66 years of age(40% of workforce)
Generation X (1960s/1970s) 34-44 years of age(32% of workforce)
Generation Y (1977-present)under 33 years of age(21% and increasing rapidly)
Climate/cultureCommunicationWork-life balanceBenefitsRevenueManagementDevelopment & CoachingWork ethicCoaching/mentoringUse of technologyNetworkingWhere, when, & how work gets doneOverall success of the company
(1) Although age equals years of age, it is “coming of age” that aligns more to a generational cohort and its impacts
Leading People. Leading Organizations.
Traditionalists
Traditionalists (1925-1945)
EVENTS CHARACTERISTICS
• WWII, Korean War• Civil Rights/Women’s
Movements Leaders• First Peace Corps volunteers• Helped to rebuild American
economy in the 1950s• Great Depression• B/W TV; transistor radio
• Human Relationship Skills• Ability to negotiate• Decisive leadership• Adopted elders values of loyalty,
dedication, commitment• Age=Seniority• Values face time• Prefer structure• Loyal
(1) Coming of age during key socio-historical events influences how each cohort reacts and responds2222
Leading People. Leading Organizations.
Baby Boomers
Baby Boomers (1946-1965)
EVENTS CHARACTERISTICS
• Assassinations: JFK, Robert Kennedy, Martin Luther King
• Walk on the moon• Vietnam• Civil Rights Movement• Environmental movement• Protests, riots• Woodstock/drug experimentation• Watergate• Oil embargo/gas shortages• Raging inflation• Child-focused
• Flexible working arrangements• Coaching style managers; mentors• Look for respect, respect, respect in
the workplace and work hard to secure it
• Strong work ethic• I am what I do• Self focused• Values face time• Service oriented• Cynical but loyal
2323
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Generation X (1960s/1970s)
EVENTS CHARACTERISTICS• Challenger Explosion• Iran Contra• Fall of Berlin Wall• AIDS/Safe Sex• High Divorce Rate/Single Parent
Families• Latchkey kids• Parents as “friends”• Terrorism• Computer games• End of employment contracts
• Independent/self-reliant• Technologically savvy• Hard workers when focused and motivated• Seek flexible work arrangements that
facilitate work-life balance• Risk takers• Innovative• Seek challenging work• Goal oriented• Outside of the box thinkers and want to
manage own time• Embraces Diversity/Thinks globally
Generation X
2424
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Generation Y
2525
Generation Y (1980s/1990s)
EVENTS CHARACTERISTICS• Rise of the Internet• Terrorism/Bombings: Oklahoma
City, Atlanta Summer Olympics, World Trade Center
• Cultural Diversity• Two wars in Iraq (Desert
Storm/Operation Freedom)• Largest demographic group since the
Boomers (Echoes)• First true cohort of global citizens• Expansive economy
• New confidence, upbeat and full of self-esteem
• Need to know WHY• Most education-minded generation in
history• Tend to be highly pressured to
“succeed”• Many aspects of their lives scheduled
by their parents• Very tolerant towards multiculturalism
and internationalism• Learns quickly• Technically savvy• College degree expected
Leading People. Leading Organizations.
Generations at a Glance
Generation % of Workforce Assets in theWorkplace
TraditionalistsBorn 1922-1945
(Ages 63-86)8%
Hard working, stable, loyal, thorough, detail-oriented, focused, emotional maturity
Baby BoomersBorn 1946-1964
(Ages 44-62)
44% Team perspective, dedicated, experienced, knowledgeable, service-oriented
Generation XBorn 1965-1980
(Ages 28-43)
34% Independent, adaptable creative, techno-literate, willing to challenge the status quo
MillennialsBorn 1981-2000
(Ages 8-27)
14% (increasing rapidly)
Optimistic, able to multitask, tenacious, technologically savvy, driven to learn and grow, team oriented, social responsibility
2626
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2727
Designing & Implementing Benefit Plans for a Multigenerational Workforce
Leading People. Leading Organizations.
Challenge for Human Resources
2828
Manage Diversity
Manage Cost
Streamline Benefit AdministrationSelf-serve Administration
Consolidate Vendors
Reduce Plan Options
Support Diverse WorkforceMultiple benefit choices
Personalized Communications
Flexible Work Environment
Leading People. Leading Organizations.
Benefits Packaged for Specific Life Stages
2929
Take-homePay
Savings
HealthInsurance
Other
Employee Age 22• Single• Just starting career• $40,000 base pay
Take-homePay
Savings
HealthInsurance
Other
Employee Age 45• Married with two kids• Employed for 20+ years• $75,000 base pay
Take-homePay
Savings
HealthInsurance
Other
Employee Age 60• Preparing to retire• Employed for 40+ years• $100,000 base pay
Source: Fidelity Perspectives, Fall 2008
Sample Benefit Portfolio
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Approaching Older Age = Increased Happiness
3030
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The Next Wave of Benefits Planning
3131Source: Fidelity Generation Study, 2009
Leading People. Leading Organizations.
Benefits and Generation Y
3232Source: Fidelity Generation Study, 2009
75%62%
Work/life balance drives career choices at a significant level
Quality of benefits packages influences choice of employer
44% Value of the benefits package should be tied to workplace performance
47%Managing everyday finances (mortgage or credit card debt) is more crucial than saving for retirement
Leading People. Leading Organizations.
Benefit Plan Utilization by Generation
3333
Leading People. Leading Organizations.
Gen Y Driving Changes in Benefits
3434Source: CareerBuilder.com, 2007
Leading People. Leading Organizations.
Changes in Benefits to Include Gen Y
3535
Pros Cons Employer Action
Variety of choices at reasonable costs
Less complex/easy to understand
Benefits offer more effective cost management for employers
Expensive for employers to provide and manage
New benefits trends are reducing the perceived value to employees
Need employee decision-making support to increase awareness of value offerings
Make it simple
Identify optimal spend for benefit dollars and compensation programs that suit life stage
Benefits/ Compensation
Leading People. Leading Organizations.
Changes in Benefits to Include Gen Y
3636
Pros Cons Employer Action
Longer tenure results in stability for both employers and employees
Opportunity for employers to offer creative solutions to attract and retain the Gen Y worker of the future
Employers now faced with tremendous sea change in workplace demographics;“brain drain”
Creates additional talent management challenges for employers, thus increasing expenses
Provide greater flexibility and value of benefits while more effectively managing employer expenses
Incorporating holistic financial health solutions and advice and guidance that can result in increased loyalty and retention
Talent management
Leading People. Leading Organizations.
Pros Cons Employer Action
Open to technology asan information vehicle
Technology provides the most cost effective, robust, and measurable communication vehicle
Traditional paper communications are less effective and more expensive than electronic distributions
Demands new engagementstrategies to reach this demographic
Effective communication and education is key component to successfully help drive financial security and wealth accumulation for employees
Leverage the Internet as the primary vehicle foradvice and guidance for most effective resultsand most efficient spend
Move from annual enrollment communicationmodel to ongoing engagement
Changes in Benefits to Include Gen Y
3737
Communication
Leading People. Leading Organizations.
Evaluating Your Plan
3838Source: Fidelity Perspectives, Fall 2008
Leading People. Leading Organizations.
Evaluating the Options
3939
Approach/ Segment Key FactorsTraditional approach/ Baby Boomers
Emerging trends/ Gen Y
Accustomed to paternalistic benefits such as pension plans and retiree health care
Increased individual responsibilityFacing less paternalistic benefits such as DC and HSAsHigh salary expectations
Traditional approach /Baby Boomers
Emerging trends /Gen Y
Long-tenured employees (age 55–64, average tenure 9.3 years)Facing retirement challenges, both financially and in termsof personal well-being
Short-tenured employees (age 25–34, average tenure 2.9 years)No strong commitment to any one employerView job as financial transactionStrive for work/life balance
Traditional approach /Baby Boomers
Emerging trends / Gen Y
Prefer in-person interaction to build relationships, but are growing technology users for information and transactionsWant simplicity and convenienceWant relatable, personalized informationNeed total financial solutions
Technology and the Internet are essential to their livelihoodPrefer informal communicationsNeed spending/debt management support
Ben
efits
/ C
ompe
nsat
ion
Tale
nt
man
agem
ent
Com
mun
icat
ion
Tactics for a Multigenerational Workforce
3939
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4040
Designing & Implementing Benefit Plans for a Racially and Ethnically
Diverse Workforce
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Racial Demographics for Employee Participants
Source: The Ariel /Hewitt Study 2010. The findings in this study are based on year-end 2008 information collected from nearly 3 million eligible employees working for 57 of the largest U.S. companies across a variety of industries and sectors. 4141
African-American Asian Hispanic White All
Average Age 39 39 37 42 41Average Tenure 8 7 7 10 10Gender (% Fem Ale) 60% 54% 54% 48% 51%
Leading People. Leading Organizations.
Participation Rates by Salary
4242
$0-$29,999
$30,000-$59,999
$60,000-$89,999
$90,000-$119,999
$120,000+
African-American
50% 75% 83% 88% 91%
Asian 54% 84% 92% 94% 94%Hispanic 50% 75% 85% 89% 90%White 56% 80% 88% 92% 92%
Leading People. Leading Organizations.
Plan Participation
Overall, African-American and Hispanic employees are about 10 percentage points less likely than white and Asian employees to have a 401(k) account.
4343
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Savings Rates Among Plan Participants
4444
Leading People. Leading Organizations.
Average Account Balance by Salary
4545
$0-$29,999
$30,000-$59,999
$60,000-$89,999
$90,000-$119,999
$120,000+
African-American
$3,956 $21,224 $51,594 $98,432 $154,902
Asian $6,707 $32,590 $70,393 $104,233 $161,259Hispanic $4,036 $22,017 $60,782 $104,549 $150,456White $8,184 $35,551 $79,018 $139,724 $223,408
In 2007, average account balances in 401(k) plans were considerably lower for African-American and Hispanic employees – even at the
highest pay levels – than for white and Asian employees
Leading People. Leading Organizations.
Hardship Withdrawals
4646
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Ethnicity’s Role in 401(k) Participation
• Savings and participation rates: – Regardless of age and income, African-American and Hispanic workers are
less likely to participate in their company 401(k) plans• When they do contribute, they save at much lower rates than whites.
– Asian employees have the highest participation and savings rates
• Stock exposure: – African- American workers are less likely than other workers to invest in
equities• This behavior may limit the long-term growth potential of their accounts
– Historically, equities have been the highest-yielding investment over the long term
4747Source: Ariel/Hewitt Study. 401(k) Plans in Living Color: A Study of Savings Disparities Across Racial and Ethnic Groups, 2010.
Leading People. Leading Organizations.
Ethnicity’s Role in 401(k) Participation
• Loans and hardship withdrawals: – African-Americans are more likely to take a loan
• More than twice as likely to take a hardship withdrawal – Hispanics borrow from their retirement accounts at a higher rate
than whites• But not to the same degree as African-Americans.
– Asian employees are the least likely to take early distributionsfrom their 401(k) plan accounts
4848
Leading People. Leading Organizations.
Ethnicity’s Role in 401(k) Participation
• Account balances: – Smaller average account balances can be contributed to lower
participation, contribution rates, equity exposure and higher withdrawal rates
– Employees with a similar range of income show a significant difference in account balances:
• African-Americans ($21,224)• Hispanics ($22,017)• Asians ($32,590)• White ($35,551)
– Results are influenced by other factors, such as age, job tenure, and pay within the range, but variations exist, even after adjusting for these factors
4949
Leading People. Leading Organizations.
Ethnicity’s Role in 401(k) Participation
• African-American employees are the most likely group to take a hardship withdrawal from their 401(k) plan accounts
• For most groups, both genders are equally as likely to take a hardship withdrawal
• 9% of African-American women are taking a hardship withdrawal compared to 6% of African-American men
• Hispanics are 50% more likely to take a withdrawal when compared to whites (with other differences held constant)– African-Americans are 167% more likely, all else being equal
5050
Leading People. Leading Organizations.
Designing Benefit Plans and Reward Packages
• Use research and employee surveys to understand generational differences in employee needs and preferences
• Consider innovative workplace practices to allow flexibility
• Offer more choices in benefits such as health care coverage and retirement accounts
• Consider a range of financial benefits to appeal to employees of different ages/ ethnicities
• Eliminate penalties for older employees who choose to work after "retirement" (within ERISA parameters)
• Communicate benefits in multiple ways – Consider comfort levels with technology and different needs for face-to-face or
print communication
5151
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Additional Considerations for HR Benefits Planning
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HR Policies and Programs
5353
Source: The Multigenerational Workforce: Opportunity for Competitive Success, SHRM, 2009
Leading People. Leading Organizations.
Considerations for Workplace Flexibility
• All generations respond favorably to more flexible workplaces
– Many traditionalists are on their second career• Having left more high-profile (and high-pressure) roles in the past; they
might describe themselves as “working to live, not living to work”• Many expected to be retired by now, and they want more autonomy.
– Many boomers are part of “The Sandwich Generation”• Taking care of elderly parents while still caring for children at home• Creates its own set of work/life demands
– Generation X and Generation Y grew up in a “wired” world and don’t define the “workplace” as brick & mortar
• It’s about the results of one’s efforts, not when and where the work was completed
• Organizations must focus on flexibility to be an employer of choice across all generations
5454
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Considerations for Rewards and Recognition
• Important to Generation Y, who grew up in a “feedback-intensive” world
• Rewards should not be given for the sake of giving them just to satisfy Baby Boomers and Generation X
• Awards that are given for excellence should only be given to those who deserve them
– “Perks” given to everyone should not claim to be rewards for excellent work
• For Generation Y, a culture that encourages a high level of feedback (not necessarily all positive, contrary to the stereotype) will result in an engaged employee
– Silence is neither positive nor negative – it’s just silence
5555
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Considerations for Health Care Benefits
• Perception of health benefits closely matches life stages– It becomes more important to each generation as they age and enter new stages
of life that require more medical attention
• Most important to Traditionalists, Baby Boomers, and – increasingly –Generation X (who are beginning to enter their 40s)
• Should include multiple options to attract top performers within Generation Y
• Wellness programs are very attractive to all generations (as shown in slide 34)– All seem to recognize the benefits of a healthy lifestyle
• Health care costs continue to rise (see Exhibit 1-2 next page)
5656
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Health Care Costs 2010
5757
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Health Care Costs 2010
5858
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Considerations for Training & Development
• Generation Y enters the workplace with high expectations of advancement and will remain engaged if they feel as though they are growing as professionals– Training should be offered in multiple formats including e-learning
• Generation X is motivated by training & development if increased knowledge can help them achieve greater autonomy and independence– They will feel appreciated and engaged
• As Baby Boomers and Traditionalists age they don’t want to feel as though they’ve been “put out to pasture”– Opportunities must exist for all employees, not just the younger ones
• Be creative in your approaches to Training & Development– For many employees, on-the-job learning trumps a day in the classroom
5959
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Succession Planning
6060
It is crucial that organizations codify and execute solid succession planning based on widely known competencies and conducted in a fair and transparent manner.
Different generations have different ideas about what qualifies an individual for advancement
Baby Boomers expect leaders to match their
own work ethic, resume and years of
experience
Traditionalists believe leadership is earned through faithful and
loyal service
Generation X prefers transparency in the
ways potential leaders are identified and
developed
Generation Ybelieves anyone who
can deliver impact should be considered for a leadership role
Leading People. Leading Organizations.
Summary
• Workforce demographics are shifting dramatically but the goal of benefits decision-makers remains consistent
– Provide an effective mix of compensation, benefits, flexible work arrangements, and opportunities for every individual
• Balance changing needs of employees with organization’s increasingly complex priorities
– Helps you gain a competitive edge, while helping meet your attraction and retention goals
• Do not view each aspect of savings and benefits plans in isolation– Help employees make the most of their opportunities to accumulate wealth and
provide for lifetime financial security
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Summary
• Take a holistic approach to total compensation and benefits plans– Goal is to maximize the return on investment for employers, while maximizing the
value to employees
• Ensure that the money being committed by organizations to benefits programs is delivering the best possible value for the organization and its employees
– Optimizing the value of total compensation and benefits spending will become increasingly important as competition for talent increases
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Questions/Comments
6363