AARP Executive Insights Webinar Series

Tuesday, March 30, 20102:00 p.m. to 3:00 p.m. EDT

Recruiting Experienced Talent in 2010

Webinar dial-in number: 1-877-674-2407, code 62769356

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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: 1-877-674-2407, code 62769356

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Today’s Presenters

Deborah RussellDirector, Workforce IssuesAARP

Martha ArtilesChief Diversity OfficerManpower

Cindy LubitzManaging PartnerInTalent Consulting, LLC

Webinar dial-in number: 1-877-674-2407, code 62769356

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U.S. Workforce Demographic Trends

Aging of the U.S. workforce: 76m Baby Boomers

Lower birth ratesFour generations

working side-by-side

High talent among the

unemployedConcerned

about stabilityReversal of

retirement trends

Workforce 2010

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Employer Poll 1

What staffing changes does your organization anticipate in total employment in Q2 2010 as compared to Q1 2010?

Decrease in hiring?

Increase in hiring?

No change in hiring?

Staff reductions?

Undecided?

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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

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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

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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

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The Net National Results

When not seasonally adjusted, the Net is +8%o Up 8% points quarter-over-quartero Up 7% points year-over-year

With seasonal adjustment, the Net is +5%o Down 1% point quarter-over-quartero Up 7% points year-over-year

Outlook Highlights

Year-Over-Year Increase

Stability Continues

Industries Recovering

Local Picture Improving

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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%

Regional Comparisons

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Region%

Increase%

Decrease%

No Change%

Don’t Know%

Net Outlook

Midwest 16 9 72 3 7

Northeast 17 7 71 5 10

South 15 7 75 3 8

West 16 9 71 4 7

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?

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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

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Poll #2

What recruitment challenges are you facing during in this economic climate?

Recruiting budgets being cut?

Uncertainty as to when the economy will improve?

High volume of applicants?

Demographic shifts resulting in shortages of skilled workers?

Potential for layoffs and other staff reduction strategies?

Identifying top talent?

Other?

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

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Source: Interviews with top TA leaders at 4 top companies from the Technology, Retail, Insurance industries

Practitioners’ Perspectiveon 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

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Practitioners’ Perspectiveon 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

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Key HR Leadership Tools –2010 Trends Update

Web 2.0 will continue to emerge in the forefront of recruiting and engagement strategiesManaging in a downturn and preparing for a turnaround:

The Changing face of Recruiting teams over the last yearPractitioner’s Perspective

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Web 2.0 – WHAT IS IT AND WHY DOES IT MATTER?o Online Channels, including Social Networking Sites and

Organization’s Website, for: Attracting, Sourcing and Converting Talent Increasing Engagement and Collegial Environment of

Employeeso 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

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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)

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Pros and Cons of Leveraging Social Networks

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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

Effective Collaboration & Virtual Teaming

Spread of Competitive and Intellectual Capital

Employment Branding and Visibility

Improved Flexible/Remote Work Arrangements

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

Source: HR’s Role in Online Social Networks, CLC, September 2009

A well-defined strategy, transparent policy and on-going governance are critical to success.

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WEB 2.0: HOW TO USE EFFECTIVELY

o Learn your options for leveraging Web 2.0 tools and consistently evaluate the available channels based on cost, effectiveness and benchmarks

o Define a cohesive approach for using external tools (e.g., Social Networks) and proprietary ones (e.g., Company’s careers site)

o Create a strong internal employee networking site for knowledge sharing and open communications with peers

o Transparent, communicated policy governing employee access and usage 1 in 5 employees don’t know if their company even has a policy

o 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

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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 importantCompetitive intelligence on the external market for talent is

critical

THE CHANGING FACE OF RECRUITING TEAMS TODAYHow it will affect your strategy later

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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

MANAGING TODAY AND PREPARING FOR TOMORROWThe Issue

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MANAGING TODAY AND PREPARING FOR TOMORROW

Preparing Your Recruiting Teamo 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

o 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

o Develop creative sourcing and recruiting strategies to tap into the right talent

o Ensure appropriate assessment tools are in place to make the best selection decisions

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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

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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

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Age Neutral Employment Brand

A company that attracts all workers regardless of age:

Age diversity and fairness Flexibility BenefitsWork environment Training and growth opportunities

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Building Your Company Employment Brand: It Starts Inside

Educate staff to ensure a commitment to mature workers at all levelsDispel the myths of the older workerPromote the benefits of hiring workers 50+Explain why the company is interested in hiring mature

workers and what mature workers bring to the workplace

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Attract Experienced Workers with:

Competitive pay and benefits

Meaningful work

Flexibility and autonomy in their work

Work-life balance

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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

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CVS website - main careers page

Photo is multi-age, multi-ethnic

Easy navigation

“Opportunities for seniors” is a menu choice

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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

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Bon Secours Richmond Health System

Mature workers - good patient care Flexibility benefits everyone

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Q & A

Type your question in the question box at the bottom of your computer screen.

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Talent Recruiting Resources

Workforce Assessment Tool – A tool to strengthen your ability to recruit and retain talent www.aarpworkforceassessment.org

Employer Resource Center – See section on Recruitmentwww.aarp.org/employerresourcecenter

National Employer Team – A recruiting source targeting experienced talent www.aarp.org/employerteam

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Talent RecruitingResources AARP SmartBrief – E-newsletter update on changing workforce

issues and recruiting strategieshttp://www.smartbrief.com/aarp/

Online Job Sites – A list of job sites that appeal to experienced workers http://bulletin.aarp.org/yourmoney/work/articles/job_search_resources.html

Recruiting Practices: 2008 AARP Best Employers for Workers Over 50 – Article summarizing the winning recruiting strategieshttp://www.aarp.org/money/work/best_employers/articles/recruiting_practices_2008_best_employers.html

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Conclusion

Thank you for joining us today.

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You will receive an email with a link to the archived version of this Webinar at ww.aarp.org/erc

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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 email to ExecutiveInsights@aarp.org.

Please be sure to note the program ID number on your recertification application form.