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November 17, 2010 SHRM-AARP Strategic Workforce Planning Poll

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Page 1: Shrm aarp strategic_workforceplanningpoll final

November 17, 2010

SHRM-AARP Strategic Workforce Planning Poll

Page 2: Shrm aarp strategic_workforceplanningpoll final

SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 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.

• 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.

2

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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)

3

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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)

4

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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

5

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+.

0%

10%

20%

30%

40%

50%

60%

Prior to the recession that began in late 2007

Between 2008 and 2009 In 2010 to 2011 as the economy recovers

Sometime after 2011

23%

38%

53%

14%

22%

38%42%

23%

Identify your workforce needs and potential skills gaps?(n = 256)

Analyze the impact of retirements by your workers aged 50+?(n = 191)

•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.

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

6

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

7

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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

8

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

0% 10% 20% 30% 40% 50%

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

Have implemented specific policies and management practices

Have agreed internally on a plan to change policies and management practices

Have proposed specific policy and management practice changes

Beginning to examine internal policies and management practices

Just becoming aware of the issue

30%

5%

4%

4%

39%

18%

•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.

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

9

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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?

10

0%

10%

20%

30%

40%

50%

It is not a problem It is a potential problem It is a problem It is a crisis

33%

45%

20%

2%

21%

47%

29%

3%

Organization (n = 369) Industry (n = 317)

•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.

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

11

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.

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

• 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.

12

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.

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)

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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?

13

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.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Other (will be asked to specify in next question) (n = 13, 3%)

Developed processes to capture institutional memory/organizational knowledge (n = 129, 35%)

Created benefits to entice older workers to stay (n = 63, 17%)

Started phased/gradual retirement (n = 75, 20%)

Developed succession plans and replacement charts (n = 155, 42%)

Increased recruiting efforts (n = 111, 30%)

Created positions/redesigned positions that allow bridge employment (opportunities that allow near-retirees to ease into retirement while allowing the organization to retain good employees) (n

= 105, 28%)

Started to automate processes (e.g., use of robotics) (n = 49, 13%)

Started flexible scheduling (e.g., job sharing, telework, etc.) (n = 90, 24%)

Increased training and cross-training efforts (n = 153, 41%)

Put it on the radar screen, but essentially have done nothing else (n = 130, 35%)

46%

49%

52%

52%

60%

60%

61%

65%

73%

77%

82%

54%

51%

48%

48%

40%

40%

39%

35%

27%

23%

18%

Have taken this step Plan to take this step

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

14

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

15

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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?

16

Note: Excludes respondents who indicated “other” strategies.

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Asking older workers what they want via a survey or some other mechanism (n = 302)

Establishing alternative career tracks for older workers (n = 289)

Providing opportunities for older workers to transfer to jobs with reduced pay and responsibilities (n = 283)

Instituting a phased retirement program (e.g., enabling workers to ease into retirement by reducing their work schedules) (n = 294)

Providing training to upgrade skills of older workers (n = 275)

Encouraging employees to work past traditional retirement age (n = 306)

Offering flexible work arrangements for older workers (n = 311)

Hiring retired employees as consultants or temporary workers (n = 317)

Offering part-time positions to older workers (n = 312)

6%

12%

16%

18%

21%

22%

36%

40%

42%

15%

21%

24%

26%

20%

19%

27%

23%

27%

80%

67%

60%

56%

59%

59%

37%

37%

31%

Currently Using Anticipate using Neither currently using nor anticipate using

•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%).

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

17

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

18

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

19

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

20

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

21

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

22

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

23

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.

0% 10% 20% 30% 40% 50% 60% 70%

Other

Dental benefits in phased retirement or part-time situations

Incentive compensation

Health care benefits in phased retirement or part-time situations

Long-term care benefits

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

Flexible scheduling (e.g., part-time work, compressed schedules, telework, per …

4%

10%

11%

31%

35%

52%

59%

•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%).

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

24

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

25

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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

26

Note: n = 380

0%

10%

20%

30%

40%

50%

60%

70%

80%

Yes, I’m familiar with it and have used it

Yes, I’m familiar with it, but have not used it

No, I’m not familiar with it, but would be interested in

learning more about it

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

it

0%

9%

72%

19%

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

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.

27

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Demographics: Percentage of Workforce Aged 50+

28

Note: n= 363.

0%

10%

20%

30%

40%

50%

None 1% to 19% 20% to 39% 40% to 59% 60% or more

1%

32%

47%

17%

3%

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Organization Industry

IndustryManufacturing—other 14%

Health care, social assistance (e.g., nursing homes, EAP providers) 13%

Services—professional, scientific, technical, legal, engineering 9%

Educational services/education 7%

Financial services (e.g., banking) 6%

Retail/wholesale trade 6%

Government/public administration—federal, state/local, tribal 5%

Insurance 4%

Consulting 4%

Construction, mining, oil and gas 3%

29

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

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Organization Industry (continued)

IndustryOther services (e.g., nonprofit, church/religious organizations) 3%

Arts, entertainment, recreation 3%

High-tech 2%

Transportation, warehousing (e.g., distribution) 2%

Services—accommodation, food and drinking places 2%

Real estate, rental, leasing 2%

Association—professional/trade 2%

Publishing, broadcasting, other media 1%

Pharmaceutical 1%

Telecommunications 1%

Biotech 1%

Utilities 1%

Manufacturing—auto/auto-related 1%

Other 8%

30

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

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Organization Sector

31

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

0%

10%

20%

30%

40%

50%

Publicly owned for-profit

Privately owned for-profit

Nonprofit Government

19%

50%

21%

9%

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Organization Staff Size

32

Note: n = 336.

0%

10%

20%

30%

1 to 99 employees

100 to 499 employees

500 to 2499 employees

2500 to 24999 employees

25000 or more employees

25%

29%

20%19%

7%

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Region

33

Note: n = 362

0%

10%

20%

30%

40%

Northeast Southeast Midwest West

16%

25%

36%

23%

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

Demographics: Other

34

Note: n = 365

U.S.-based operations 79%

Multinational operations 21%

Single-unit company:

Companies in which the

location and the company

are one and the same.

36%

Multi-unit company:

Companies that have more

than one location.

64%

Multi-unit headquarters determines

HR policies and practices

49%

Each work location determines HR

policies and practices

3%

A combination of both the work

location and the multi-unit

headquarters determine HR

policies and practices

48%

Is organization a single-unit company or a multi-

unit company?

Are HR policies and practices determined by

the multi-unit corporate headquarters, by each

work location or both?

Does organization have U.S.-based

operations (business units) only or

does it operate multinationally?

Note: n = 363

Note: n = 242

• 16% of organizations indicated that

employees at their work location were

unionized.

Note: n = 366

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SHRM-AARP Strategic Workforce Planning Poll| ©SHRM 2010

SHRM Poll: SHRM-AARP Strategic Workforce Planning

• 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

35

Methodology

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