0
THRIVING IN 2014:
Key Lessons from the 2013 Government Shutdown
Survey & Strategies for Success in a Challenging
Environme...
2
AGENDA
Introductions
Key Findings from the 2013 Government Shutdown Survey
Implications of 2014 and Beyond
Open Forum Q ...
3
INTRODUCTIONS
Mike Clarke, President & CEO
Kathy Albarado, President & CEO
@HeliosHR
Dr. David Rehr,Professor
@DRehr
#20...
4
GENESIS: The Fury of Trade Group CEO’s
“They need to make decision and do the
job they have been voted in to do. It
shou...
5
CONTEXT: The Shutdown by the Numbers
16 Days
Duration of the partial shutdown
of the federal government
$2.5 Billion
Tot...
6
CONTEXT: The Shutdown by the Numbers
1.2 million
Income verification requests that
the IRS was not able to process
durin...
7
DOWNSTREAM EFFECTS: The Case of San Juan, WA
#2014Strategies @ORIresults @HeliosHR @DRehr
8
IMPACT: Extent of Impact by Sector
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Not at all
Slightly/Somewhat
Significantly/Mod...
9
RESPONSE: Reactions to the Shutdown
0% 20% 40% 60% 80% 100%
Delayed or canceled strategic investments
Delayed or cancele...
10
OUTLOOK: Optimism Varies Significantly By
Sector
0% 10% 20% 30% 40% 50%
Association/Nonprofit
State Government
Commerci...
11
OUTLOOK: The Troubling Optimism Gap
35%
19%
24%
Optimism: Your organization’s
budgets
Owner/Senior Exec Manager/Supervi...
12
OUTLOOK: A Challenging Road Ahead
0%
20%
40%
60%
80%
100%
Revenues Budget Number of
staff
Salaries Benefits Training &
...
13
PLANNING: Key Resources for Success
% 10% 20% 30% 40% 50% 60%
Capital/financing for strategic investments
Sales and mar...
14
PLANNING: The Challenge of Attracting the Best &
Brightest
%
10%
20%
30%
40%
50%
60%
33%
46%
55%
40%
Qualified Staff ar...
15
PLANNING: The Deep Discontent of the Federal
Workforce
59%
Overall Satisfaction
(2012: 63%)
54%
Satisfaction with pay
(...
16
PLANNING: Growth & Financing Strategic
Investments
Businesses having access to
the capital they need
62%
Entrepreneurs ...
17
PLANNING: Washington’s Drag on the Economy
CEO’s/Senior Executives who
contacted a member of
Congress during the shutdo...
18
PLANNING: Loss of Faith in Washington’s
Governance
0%
20%
40%
60%
80%
100%
Optimistic Neutral Pessimistic Don't Know
6%...
19
The Message for Washington: Do your Jobs!
#2014Strategies @ORIresults @HeliosHR @DRehr
20
PLANNING: The Ascendancy of Social Media in
2014?
0% 10% 20% 30% 40%
Don't know
Lower Quality
About the same
Higher Qua...
THRIVING IN 2014:
Key Strategies for Success in a Challenging
Environment
Q&A
#2014Strategies @ORIresults @HeliosHR @DRehr
THANK YOU!
John Kagia
Director, Strategy & Insight
ORI
571-257-3205
www.ORIResults.com/shutdownsurvey
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Thriving in 2014 Event Presentation

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  1. 1. THRIVING IN 2014: Key Lessons from the 2013 Government Shutdown Survey & Strategies for Success in a Challenging Environment 1/15/2014 #2014Strategies @ORIresults
  2. 2. 2 AGENDA Introductions Key Findings from the 2013 Government Shutdown Survey Implications of 2014 and Beyond Open Forum Q & A
  3. 3. 3 INTRODUCTIONS Mike Clarke, President & CEO Kathy Albarado, President & CEO @HeliosHR Dr. David Rehr,Professor @DRehr #2014Strategies @ORIresults @HeliosHR @DRehr
  4. 4. 4 GENESIS: The Fury of Trade Group CEO’s “They need to make decision and do the job they have been voted in to do. It should have never come to this point. Poor leadership examples on everyone's part.” With the level of hostility and disorganization, lack of compromise and distrust resulting in a shutdown of the business of government you should all be fired and replaced with competent people." “Stop acting like children!” “Get back to working together to get this country fixed. It's broken and this bickering is only making it worse. All incumbents should be voted out unless significant bi-partisan progress can be made in the next 6 months.” “Stop this madness. You are embarrassing all U.S. citizens by your actions. Learn the definition of "statesman" and start acting like one.” #2014Strategies @ORIresults @HeliosHR @DRehr
  5. 5. 5 CONTEXT: The Shutdown by the Numbers 16 Days Duration of the partial shutdown of the federal government $2.5 Billion Total compensation costs, including benefits, paid to furloughed employees 850,000 Number of furloughed federal workers 6.6 million days Total number of furlough days incurred across the federal workforce 0.5% Decline in GDP growth caused by the shutdown as estimated by Moody’s $24 Billion Overall cost to the economy based on a Standard & Poor’s estimate #2014Strategies @ORIresults @HeliosHR @DRehr
  6. 6. 6 CONTEXT: The Shutdown by the Numbers 1.2 million Income verification requests that the IRS was not able to process during the shutdown $152 million Amount the travel industry lost each day according to the U.S. Travel Association 700 Loans the SBA was unable to process, totaling $140 million 8,000 Home loan decisions for low income families in rural communities by DOA 156 Aircraft purchases, valued at $19 billion that could not be completed due to the closure of the FAA’s Aircraft Registry 2 million Liters of beer, wine and distilled alcohol stuck at port waiting for export certificates #2014Strategies @ORIresults @HeliosHR @DRehr
  7. 7. 7 DOWNSTREAM EFFECTS: The Case of San Juan, WA #2014Strategies @ORIresults @HeliosHR @DRehr
  8. 8. 8 IMPACT: Extent of Impact by Sector 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Not at all Slightly/Somewhat Significantly/Moderately 31% 38% 32% 9% 35% 56% 4% 15% 81% 21% 33% 46% Extent to which your Organization was Impacted by the Federal Goverment Shutdown All Respondents Federal Government Government Contactor Non-Federal Sector #2014Strategies @ORIresults @HeliosHR @DRehr
  9. 9. 9 RESPONSE: Reactions to the Shutdown 0% 20% 40% 60% 80% 100% Delayed or canceled strategic investments Delayed or canceled hiring decisions Decreased or adjusted staff hours Sought more info from the government Delayed or canceled conferences or meetings Communicated to clients, members & stakeholders Communicated with employees 5% 9% 8% 19% 12% 24% 26% 17% 33% 37% 39% 44% 48% 66% 37% 53% 64% 39% 75% 71% 91% 14% 23% 24% 27% 31% 38% 46% Steps Taken In Response to the Shutdown by Organization Type All Respondents Federal Government Federal Contractors Non-Federal Sector #2014Strategies @ORIresults @HeliosHR @DRehr
  10. 10. 10 OUTLOOK: Optimism Varies Significantly By Sector 0% 10% 20% 30% 40% 50% Association/Nonprofit State Government Commercial Contractor Federal Government 33% 21% 39% 36% 10% 37% 21% 41% 48% 11% Growth and Budget Outlook by Sector Growth Budgets “Uncle Sam may not be your favorite uncle, but he’s definitely your richest one…” CEO Defense Contractor #2014Strategies @ORIresults @HeliosHR @DRehr
  11. 11. 11 OUTLOOK: The Troubling Optimism Gap 35% 19% 24% Optimism: Your organization’s budgets Owner/Senior Exec Manager/Supervisor Mid-level and below 0% 10% 20% 30% 40% 50% 40% 20% 28% Optimism: Your organization’s growth #2014Strategies @ORIresults @HeliosHR @DRehr
  12. 12. 12 OUTLOOK: A Challenging Road Ahead 0% 20% 40% 60% 80% 100% Revenues Budget Number of staff Salaries Benefits Training & prof. dev. spending Meeting & events spending 14% 11% 12% 12% 12% 13% 12% 28% 37% 29% 15% 25% 38% 42% 37% 35% 43% 60% 56% 40% 37% 21% 17% 17% 12% 6% 9% 8% Operating Outlook for the Next Six Months Up No Change Down #2014Strategies @ORIresults @HeliosHR @DRehr
  13. 13. 13 PLANNING: Key Resources for Success % 10% 20% 30% 40% 50% 60% Capital/financing for strategic investments Sales and marketing support Help identifying customers or prospects Identifying strategic partnership opportunities Qualified staff to do the work 18% 20% 20% 24% 33% 31% 41% 47% 44% 46% 29% 15% 23% 26% 55% 23% 24% 27% 29% 40% Key Resources Needed to Achieve Strategic Objectives in the Next Six Months Overall Federal Government Contractor Non-Fedral Sector #2014Strategies @ORIresults @HeliosHR @DRehr
  14. 14. 14 PLANNING: The Challenge of Attracting the Best & Brightest % 10% 20% 30% 40% 50% 60% 33% 46% 55% 40% Qualified Staff are a Key Resource to Achieving Strategic Objectives Non-Fedral Sector Government Contractor Federal Government Overall 0% 50% 100% Don't Know Less Likely Neither More nor Less Likely More Likely 6% 65% 19% 10% Likelihood Qualified Staff will Want to Work for the Federal Government Federal Staff: 75%! #2014Strategies @ORIresults @HeliosHR @DRehr
  15. 15. 15 PLANNING: The Deep Discontent of the Federal Workforce 59% Overall Satisfaction (2012: 63%) 54% Satisfaction with pay (2012: 59%) 44% Access to needed resources (50% in 2010) 34% Advancement opportunities (42% in 2010) 45% Recognition for good work (54% in 2010) KEY (DIS)SATISFACTION INDICATORS Source: Federal Employee Viewpoints Survey: Employees Influencing Change #2014Strategies @ORIresults @HeliosHR @DRehr
  16. 16. 16 PLANNING: Growth & Financing Strategic Investments Businesses having access to the capital they need 62% Entrepreneurs wanting to start new businesses 60% Strong National Economic Growth 74% % 5% 10% 15% 20% 25% 30% 35% 18% 31% 29% 23% Capital/Financing is a Key Resource to Achieving Strategic Objectives Non-Fedral Sector Government Contractor Federal Government Overall Less Likely due to Washington’s Governance… #2014Strategies @ORIresults @HeliosHR @DRehr
  17. 17. 17 PLANNING: Washington’s Drag on the Economy CEO’s/Senior Executives who contacted a member of Congress during the shutdown (54% Overall) 75% #2014Strategies @ORIresults @HeliosHR @DRehr “This fiasco, including the sequester and shut down, have almost killed us. Small business is the majority of our economy. Take care of it please!” Owner Commercial Business
  18. 18. 18 PLANNING: Loss of Faith in Washington’s Governance 0% 20% 40% 60% 80% 100% Optimistic Neutral Pessimistic Don't Know 6% 14% 74% 6% 9% 21% 68% 2% 5% 10% 85% 0% 7% 9% 83% 1% Optimism that the Goverment will Address Priorities Important to You Overall Democrat Republican Independent Respondents LESS CONFIDENT in the government’s ability to address the country’s challenges 79% #2014Strategies @ORIresults @HeliosHR @DRehr
  19. 19. 19 The Message for Washington: Do your Jobs! #2014Strategies @ORIresults @HeliosHR @DRehr
  20. 20. 20 PLANNING: The Ascendancy of Social Media in 2014? 0% 10% 20% 30% 40% Don't know Lower Quality About the same Higher Quality 3% 34% 35% 28% Quality of information about the shutdown on social media compared to traditional news channels #2014Strategies @ORIresults @HeliosHR @DRehr 0% 10% 20% 30% 40% Slightly/ Not at all Valuable Moderately Valuable Valuable/ Very Valuable 34% 31% 35% Value of social media as a way to learn about the shutdown and surrounding legislative debate
  21. 21. THRIVING IN 2014: Key Strategies for Success in a Challenging Environment Q&A #2014Strategies @ORIresults @HeliosHR @DRehr
  22. 22. THANK YOU! John Kagia Director, Strategy & Insight ORI 571-257-3205 www.ORIResults.com/shutdownsurvey
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