Shrm aarp strategic_workforceplanningpoll final

November 17, 2010
SHRM-AARP Strategic Workforce Planning Poll

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

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

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

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 strategicworkforce 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.

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

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

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.

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

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.

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.

• 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

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

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

the Baby Boom generation’s retirement? (Differences by Organization
Demographics, continued)
• Started phased/gradual retirement
• 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.
• 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)
• 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
• 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
15

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%).

strategy or anticipating to use the strategy?(Differences by
• Asking older workers what they want via a survey or some other mechanism
> Neither currently using nor anticipate using
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

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.
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

• Offering part-time positions to older workers
> Currently using
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.
to report that they do not currently offer part-time positions to older workers, nor do they
anticipate using this strategy.
organizations (16%) to report that they do not currently offer part-time positions to older
workers, nor do they anticipate using this strategy.
19

• 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
to report that they anticipate instituting a phased retirement program.
non-unionized workforces (22%) to report that they anticipate instituting a phased
retirement program.
to report that they have not instituted a phased retirement program and have no plans to
do so.
organizations (67%) to report that they do not currently have phased retirement program
and have no plans to institute it in the future.
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

• 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

• 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.
non-unionized workforces (19%) to report that they provide training to upgrade the skills
of older workers.
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.
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

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%).

designed specifically with older workers in mind? (Differences by
• 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

designed specifically with older workers in mind? (Differences by
• 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

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%

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

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%

Demographics: Organization Industry
Industry
Manufacturing—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.

Demographics: Organization Industry (continued)
Industry
Other 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.

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%

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%

Demographics: Region
33
Note: n = 362
0%
10%
20%
30%
40%
Northeast Southeast Midwest West
16%
25%
36%
23%

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

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
For more poll findings, visit:
www.shrm.org/surveys
Follow us on Twitter:
http://twitter.com/SHRM_Research

Shrm aarp strategic_workforceplanningpoll final

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