2020 - the emerging guide dog workforce
TRANSCRIPT
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2020 The Emerging
Guide Dog Workforce
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2020
• Baby Boomers are transitioning to retirement some want part-time work schedules and career opportunities.
• Millennials are the majority of the workforce. • Technology impacts the way people look for
jobs, work methods, and the skills we need to be successful.
• How do we prepare for 2020?
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2020 – Hindsight?
2020 is only four years away. How is the Guide Dog industry going to find, develop and retain the talent we need?
Outreach Diversity Recruitment Competencies and Behaviors Onboarding Values and Culture Performance Retention Succession Planning
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Generations in the Workplace
Up to 5 Generations in Workplace
• Traditionalists (born 1946 or before)
• Baby Boomers (1946-1964)
• Generation X (1965-1980)
• Millennials (1981-1997)• Generation Z (born 1995)
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Baby Boomers
• 75.4 Million in the U.S.• 10,000 Turn 65 Every
Day Until 2029• Many Want/Need to Work
Past 65• Only 48 % of Employers
Allow Switch to P.T.
• Change Jobs Every 7.3 Years
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Boomer Bias
Perception vs. Reality• Can they keep up?• Are they resistant to
Technology?• Will they relate to
younger staff?• Will they stay?• Will they handle
stress?
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Encore!
• Boomers need money and meaning.
• AARP Experience Corps – matches retirees with volunteer opportunities.
• Encore.org – think tank helps older works find paid work often in non-profit area.
• Encore Programs attract mostly skilled professionals.
• Non-profits should think about skill gaps and look for encore talent who can get them to the next level.
• Can get people who would normally make a lot of money because want flexibility and to contribute.
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Millennials
• Born 1981 – 2000• In U.S. 80 Million• In 2015 became the
largest generation in the U.S. Workforce
• Deloitte predicts that Millennials will make up 75% of the global workforce by 2025!
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Millennials
• Change Jobs Average 3.4 Years
• Social Media Experts• Over Share• Want Frequent
Promotions and Raises
• Want Flexible Work Schedules
• Want Trust in Workplace
• Great Workplace Culture
• Ethics Important• Clear Core Values• Paid Time Off –
Flexible Vacation
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Want are Companies Doing?
General Electric – now offers unlimited vacation.Mercer Global Consulting – more frequent promotions and salary increases – smaller jumps vs a larger promotions.
• Employers moving from numbers in reviews to qualitative assessments. Millennials dislike a 3 rating – average.
• More frequent feedback as Professional Development.
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More Millennials
• 2015 Glamour Magazine - #1 thing wanted work/life balance. Survey 66% said life outside of work is more important. 23% said work and life equally important.
• 2015 Fortune Magazine – They want transparency about what is working and is not. Constant communication – frequent, honest, and consistent.
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Virgin Group – Sir Richard Branson
• Corporate Day For one day:• Wore Formal Business
Attire• Started by 9:00 A.M.• Used Formal Mr./Mrs.• No Social Media• No Personal Phone
Calls“It was a horrible experience for everybody!” BBC News
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SMART Feedback
Specific – connected to performance
Measurable – specific and objective
Achievable – realistic and achievable
Relevant – aligned with organization objectives
Time-based – feedback on the spot
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The History of Recruitment and
Selectionhttps://www.youtube.com/watch?feature=player_detailpage&v=b56eAUCTLok
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Real Time Feedback
• Formal Meetings• Informal Conversation• Email• Text Messages• Instant Messages• Peer-to-peer Communication
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Recruiting Millennials
• Personalize Employer Brand
• Company Culture• Social Media• Vision• Training/Mentoring• Professional
Development
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Constructive
• Praise• Encourage• Constructive Feedback• Validation• Attention• Career Advice• Twice as much positive as negative• “Plussing” – only give constructive feedback if
can give a suggestion on how to do it better
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Feed it Forward
• Feeding it forward is coaching that helps people focus and envision a positive future.
• Focusing on what has failed is what has occurred – not what is possible.
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Best Practices - Employment Branding
• Brand Identity• Job Postings -Marketing
Opportunities• Team Photos• Employee Testimonials• Benefits/Perks• Learning Opportunities• Pictures, videos and
graphics • Easy Apply Button
2015 LinkedIn Research – 62% of professionals across 26 countries ranked company reputation as deciding factor when applying for a job.
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Guide Dogs for the Blind Process
1. Request to Hire – Approvals
2. Review Job Description with Hiring Department
3. Post on GDB Website4. Outreach through
LinkedIn, Facebook, Job Boards, Employee Referral
5. Screen Resumes6. Wonderlic Assessments
7. Determine Best QualifiedConduct Telephone
Interviews8. Best Candidates for In-
Person Interview 9. Possible Paid Working
Interview10. More than one person involved in selection process11. Offer Letter Contingent
on Post Offer Drug Screen
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Applicant Background Checks
• Criminal Background Check – On-line – Employer Screening Resources – ESR
• References – Checkster or by Telephone
• DMV Check through ESR
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Guide Dogs for the Blind empowers lives by creating
exceptional partnerships between people, dogs, and communities.
Mission Statement
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GDB Values and BehaviorsMission First
• Ensure that every action or decision is aligned with GDB’s commitment to the mission
• Provide superior service across all aspects of the organization
Integrity• Demonstrate accountability, transparency (except when confidentiality applies),
and honesty with all actions and decisions• Act with and assume positive intent
Kindness and Respect• Treat every being with dignity and sensitivity• Balance professionalism with humor
Teamwork and Collaboration• Encourage open communication• Practice proactive, thoughtful and inclusive interactions
Empowerment • Promote personal development and self-reliance• Support learning and innovation through risk-taking
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Implement across GDB
CEO presents to
Board
ExecManagement
Team
“Values” Team
Working Session
Process1. EMT met to rewrite Performance
Management Process and realized:a. Values/Behaviors not codifiedb. More stakeholders needed to
ensure inclusive process2. Values Team formed. Focus: What do
we value? 3. Validation work. Three focus groups4. Fine tuning5. Rolled out to Management Team 6. Introduce to Organization at the All
Staff meeting7. Roll out to Organization (team by
team)8. Update Performance Management
Process (Team will be selected)
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Revenue of $43 millionMissionReason we exist
ValuesWhat we believe in and how
we want to behave
VisionWhat we want to become
StrategyOur competitive game plan
Three Basic Elements of a Strategy State-ment
OBJECTIVE = EndsSCOPE = DomainADVANTAGE = Means
Hierarchy of Statements
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Definition
val·uevalyo͞o/
Noun:Plural noun: values
a person's principles or standards of behavior; one's judgment of what is important in life/work.
Synonyms: principles, ethics, moral code, morals, standards, code of behavior "society's values are passed on to us as children”
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Resources
• 50 Best Places to Work 2016 – Glass Door https://www.glassdoor.comces-to-Work-LST