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DCR TrendLine September 2014 - Non Employee Workforce Insight


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DCR TrendLine shares analyses of trends and happenings in the staffing industry. The September edition covers a range of topics, including the latest employment numbers from the Bureau of Labor Statistics and worker satisfaction with their wages. This month’s edition focuses on some topics gaining a lot of attention lately such as workplace flexibility, the upcoming global labor shortage, and the top metro cities with job opportunities for contingent workers. Be sure to keep an eye out for our quarterly feature – “What’s Trending in the Temp Market” – to see the hottest trends for Q3. September is back-to-school month in many U.S. cities, and to commemorate the start of the new school year, our monthly industry highlight is on education services. We also follow-up on last month’s article about Generation Z by providing tips for employers to engage and manage these workers. Our feature article this month looks at one of the biggest buzzwords for companies – global. We discuss how HR can be organized and designed to better meet the global objectives of companies, while still taking local actions.

Visit the DCR TrendLine portal at to easily access all of our current and previous analyses, and view comprehensive charts of real-time trends.

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DCR TrendLine September 2014 - Non Employee Workforce Insight

  2. 2. Can you believe it’s already the last month of the third quarter? As we head towards the last few months of 2014, the editorial staff at DCR TrendLine is eager to share our in-depth research and insights into developments in the staffing industry. By analyzing the supply and demand trends of the contingent labor market, the DCR National Temp Wage Index provides you with insight into the relative movement of temporary wage rates in the U.S. economy. This month, we look at the latest employment numbers from the Bureau of Labor Statistics and discuss the recent gains in temporary help services jobs. A topic that’s been gaining a lot of attention lately is workplace flexibility.We explore the current status of workplace flexibility in the United States, and the benefits that it can provide to both employers and workers. We also discuss the“right to request”legislation that has been passed in several counties, and is creating a buzz in the U.S. Recently, the Boston Consulting Group published a study on projected workforce supply and demand in 25 major economies through 2030. We examine this research to discover if we are heading towards a global labor shortage, and which countries will be the most affected. Utilization of temporary workers has been growing across multiple industries, and in some of the country’s largest metropolitan areas the post-recession recovery of the temp industry is even higher than that of overall national recovery. We identify the top metro cities that are expected to provide job opportunities for contingent workers through 2018. In the second quarter of the year, we launched a new quarterly topic – “What’s Trending in the Temp Market” – that consolidates our research into a short list of critical trends in key talent sectors of the staffing industry and in human resources. This month, we present you with what’s trending in Q3. Last month, we wrote about the demographics and motivations of the newest generation of workers entering the labor market – Generation Z. Our next article provides tips for employers on efficiently engaging and managing these workers. Many workers often wonder if they’re being compensated fairly compared to their peers. Our article, Peeking into Salary Satisfaction, looks at the satisfaction of workers with their current wages. September is back-to-school month in many U.S. cities. To commemorate the start of the new school year, our monthly industry focus is on education service with the DCR TrendLine Education Services Employment Index. We share with you recent statistics on education employment and wages, and on market growth for the industry. Look for our focus on the job title of Elementary School Teachers. Our final article this month is our feature article. For many decades, the word“global”has been a buzzword for companies. However, some experts believe that there is no global market but rather a set of globally connected local businesses. We discuss how HR can be organized and designed to better meet the global objectives of companies, while still taking local actions. Ammu Warrier Ammu Warrier, President “ NOTE FROM THE EDITOR INSIDE THIS ISSUE “The six-month growth rate in the employment trends index is the strongest in over two years, suggesting solid job growth is likely to continue in the coming months. The pickup in economic activity in recent months will likely increase the need and willingness of employers to accelerate hiring.” ~Gad Levanon, Director of Macroeconomic Research at The Conference Board 1 Note from the 1 DCR National Temp Wage 2 Workplace 6 Global Labor 12 Top 7 Metro Cities for Contingent 15 What’s Trending in the Temp Market? 17 Engaging and Managing Gen Z 18 Peeking Into Salary 20 Industry Highlight: Education Services 22 Globally Localizing 27 32 33 About 34
  3. 3. DCR NATIONAL TEMP WAGE INDEX “ Projected hourly wages for temp workers continue to trend upwards. According to the latest figures released by the U.S. Bureau of Labor Statistics (BLS), compensation costs for civilian workers increased 0.7 percent for the 3-month period ending June 2014. Compensation for private industry workers increased 2.0 percent over the year. Wages and salaries increased 1.9 percent for the current 12-month period ending June 2014. “This report is consistent with a moderation in economic growth in the second half of the year. This is a labor market that is growing solidly, just not quite as fast as in prior months.”~Dean Maki, Chief United States Economist at Barclays. 2 U.S. Jobs Gained or Lost (in thousands)
  4. 4. DCR NATIONAL TEMP WAGE INDEX 3 In July 2014, employers added 209,000 jobs, while the unemployment rate rose to 6.2 percent from 6.1 percent in the previous month. The Labor Department attributes this increase to the 329,000 Americans who returned to search for jobs, including many who had initially dropped out of the workforce. July’s figures marked the sixth straight month of 200,000-plus employment increases. While companies continue to be cautious due to political instability overseas and concerns about the new health care law, economists expect solid job growth throughout the remainder of the year. The Conference Board’s U.S. employment trends index increased in July to a reading of 120.31, up from June’s reading of 119.92 and 6.6 percent higher than a year ago. The Survey of Professional Forecasters released by the Federal Reserve Bank of Philadelphia is optimistic, predicting that nonfarm payroll employment will have job gains at a monthly rate of 204,800 in 2014 and 214,000 in 2015. Professional and business services led the job gains, adding 47,000 jobs, while manufacturers added 28,000; retailers, 27,000; construction, 22,000; and leisure and hospitality, 21,000. Most of these jobs were for full-time positions. According to analysis by the National Employment Law Project for the Washington Post, nearly 40 percent of the jobs created in the past six months have been in high-wage industries. In the years immediately following the recession, the economies experienced job polarization – growth at the high and low ends of the pay scale with little movement in the middle. Economists attribute this to new technologies replacing some workers, and increased competition from a global labor market. While all types of businesses reduced jobs during the recession, low-wage industries were the fastest to recover. The retail and food services industries now employ 2.3 million more workers than they did in 2007.
  5. 5. DCR NATIONAL TEMP WAGE INDEX 4 JUNE 2014 EMPLOYMENT RECAPJob Creation by Wage Group Labor Snapshot for July 2014 Source: NY Times “ “I often hear that the recovery is only in low-wage jobs.That is categorically inaccurate.This recovery is creating a lot of good jobs.”~Thomas E. Perez, Labor Secretary of the United States.
  6. 6. 5 DCR NATIONAL TEMP WAGE INDEX The U.S. added 8,500 temporary help services jobs in July 2014, and the market share of temporary help services jobs (temporary jobs as a percent of total employment) increased to an all-time high of 2.07 percent. Year-over-year growth in temporary jobs slowed to 8.13 percent, from 8.2 percent in June and 8.5 percent in May. According to the 2014 ASA Staffing Employee Survey by the American Staffing Association, nearly 90 percent of staffing employees said that temporary or contract work makes them more employable. Among the respondents, 22 percent stated that work schedule flexibility was an important reason for choosing temporary employment. Almost 99 percent of temporary and contract employees looking for permanent jobs are able to achieve this objective. Source: BLS Temp Help Services Jobs TEMP JOB GAINS
  7. 7. WORKPLACE FLEXIBILITY Recently, a topic that’s been trending in the workforce is workplace flexibility. Various forms of workplace flexibility are being explored in research studies, public policy changes, and broad business strategies. The Sloan Center on Aging and Working at Boston College provides a commonly-accepted definition for workplace flexibility: “Flexibility is about an employee and an employer making changes to when, where and how a person will work to better meet individual and business needs. Flexibility enables both individual and business needs to be met through making changes to the time (when), location (where) and manner (how) in which an employee works. Flexibility should be mutually beneficial to both the employer and employee and result in superior outcomes.” 6 WHAT IS WORKPLACE FLEXIBILITY? “ “It’s time to do away with workplace policies that belong in a ‘Mad Men’ episode. By exploiting technology and acknowledging the many overlapping responsibilities workers face, businesses can boost productivity, improve employee morale, and act as model corporate citizens.”~Barack Obama, President of the United States. Types of Workplace Flexibility Source : Sloan Center
  8. 8. 7 WORKPLACE FLEXIBILITY According to the Sloan Center, in 2010, most U.S. workers were employed in traditional work environments, where they were expected to work a defined number of hours, with minimal control over when and where to work, and with few opportunities for time off. However, this model has evolved. A 2013 study of 500 full-time workers by the Flex+Strategy Group found that 97 percent of respondents reported having some form of work-life flexibility. Of those who had it, 55 percent said they used informal occasional flexibility, and 42 percent had a formal agreement. However, the 2014 Families and Work Institute Survey shows that further progress in workplace flexibility is possible. Approximately 62 employers report not allowing some employees to work regular paid hours at home on a regular basis. And 60 percent report not allowing some employees to control which shifts they work. In all private industry sectors combined, approximately one-third of employers feel that they have established options for workers to work in a flexible manner. Compared to all other sectors, retail organizations provide the greatest flexible work options. Meanwhile, in manufacturing, only one in five organizations have established options and policies that allow employees to work in a flexible manner. Some industries, such as healthcare and social services, are proactive in encouraging employees to discuss workplace flexibility with supervisors. In general, the public sector offers more flexible workplace programs than the private sector. The federal government has been a leader in initiating and implementing flexible work options in many of its agencies. Employees of the federal government in many agencies have the option of flexible scheduling, compressed workweeks, and telework. CURRENT STATUS OF U.S. WORKPLACE FLEXIBILITY “ “The most common industries in which we see flexible and work-from-home job listings are medical/health, customer service, com- puter & IT, education/training, administrative and sales.”~Sara Sutton Fell, CEO of FlexJobs
  9. 9. WORKPLACE FLEXIBILITY 8 CURRENT STATUS OF U.S. WORKPLACE FLEXIBILITY Prevalence of Flexibility Programs, by Industry Source: Work at Work Due to the economic recession, many employers increased their offerings of workplace flexibility in order to reduce labor costs. These measures included increasing telecommuting, shifting employees to contract work, offering buyouts or other inducements for early retirement, and encouraging phased retirement.
  10. 10. 9 WORKPLACE FLEXIBILITY BENEFITS OF WORKPLACE FLEXIBILITY FOR EMPLOYERS With an evolved environment due to technology, social and work process changes over the last decade, labor experts have been building a case for increased workplace flexibility. A 24/7 global workforce that is more diverse presents new challenges and opportunities to workforce planning and the design of the physical workplace. Organizations are engaging growing numbers of virtual and remote workers, and these employees and contractors may define ‘workplace’ as a home office, on site with clients and colleagues, on the road, or even a local coffee shop, or shared office lease space. This transforms the traditional definition of a workplace as a single, static location such as a corporate office to a dynamic, fluid combination of physical and virtual spaces with technology as a key enabler. Employers increasingly report that the recruitment and retention of a skilled workforce is an important challenge. Research by labor experts shows that organizations with workers who are less stressed and more committed and productive are better able to recruit and retain talent. Studies have shown that workers with access to flexible work arrangements tend to be more satisfied, committed, and engaged with their job. This leads to increased innovation, quality, productivity, and market share. Research by the Corporate Leadership Council found a correlation between a culture of flexibility and a worker’s discretionary efforts, where flexibility has a direct impact on worker commitment. The study found that every 10 percent improvement in commitment can increase a worker’s level of discretionary effort by 6 percent and performance by 2 percent, and that highly committed employees perform at a 20 percent higher level than non-committed employees. Additionally, every 10 percent improvement in commitment can decrease an employee’s probability of departure by 9 percent. From a cost perspective, providing workplace real estate is expensive for employers. Utilization data shows that workers are only at their desks 40 to 50 percent of the core working day, which provides the opportunity for businesses to use less space and reduce cost through a different approach. In the U.S., Aetna, the health insurance company, saw over $78 million in reduced real estate costs resulting from telecommuting workers. Top Business Reasons for Offering Flexible Work Options Source: The Sloan Center
  11. 11. WORKPLACE FLEXIBILITY 10 BENEFITS OF WORKPLACE FLEXIBILITY FOR WORKERS THE CHALLENGES OF WORKPLACE FLEXIBILITY Workers report that they are more productive and engaged when they are able to balance the demands of their work with other aspects of their lives. A study of over 19,000 employees at nine companies in various industries found that stress and burnout were lower among workers engaged in workplace flexibility arrangements. Telework, especially, has been linked to increased loyalty and productivity. A survey by Staples Advantage found that 96 percent of telecommuters said that they feel better and more productive when they work from home. When asked to draw comparisons, they said that their stress levels had dropped 25 percent on average and overall happiness had increased 28 percent. And without the commute to the office (an average 77-mile round trip for respondents), 76 percent were more willing to put in extra time on work. More than 80 percent said that they maintained a better work/life balance with telecommuting. Some telecommuters (40 percent) said they would be willing to take a pay cut rather than stop telecommuting. The need for workplace flexibility is especially high for low-income workers. Over 57 percent of low-income families are headed by single parents, of whom the vast majority work at least one job. Often employers and workers resist implementing workplace flexibility due to challenges that arise. Some of the reasons for resistance to flexible work arrangements are: • Less effective communication and collaboration • Some flexible arrangements are not appropriate for all people, jobs, or industries • Unintended impact to organizational culture due to dispersed workers • Worker burnout due to feeling constantly “plugged in” • Difficulty in building effective working relationships among dispersed teams • Negative impact on productivity • Perception of loss of control by managers and supervisors • Time lag in responding to emergencies • Lack of technology availability for workers to have flexible work arrangements • Abuse of flexible work arrangements • Low support or direction from HR • Ambiguous or unclear policies and guidelines • Distractions from a non-traditional work environment • Limited social interaction for telecommuting workers
  12. 12. WORKPLACE FLEXIBILITY 11 “RIGHT TO REQUEST” In 2013, Vermont passed an “equal pay” law that provided employees with the right to request flexible working arrangement or predictable work schedules. San Francisco, in October 2013, became the first city in the U.S. to pass a similar law where workers can request changes to their work schedules to care for family members. Montana and Oregon have also passed similar legislation. These “right to request” laws are becoming a step towards workplace flexibility by providing a formal mechanism for workers and employers to discuss workplace flexibility options. While these do not mandate a right to workplace flexibility, they do give workers the right to request flexibility. Other countries have implemented similar laws that are considered to be successful. In the United Kingdom, a right to request policy went into effect in 2003 for workers who had children who were disabled or under six years of age. It was expanded in 2007 to include caregivers, in 2009 to include parents with children under 17, and in 2011 to include parents with children under 18. Over this time, the number of workers with flexible schedules in the U.K has increased. While employers have the discretion to deny requests, only 10 percent have been turned down. In a survey, 70 percent of employers say that the flexibility has helped them recruit better workers and keep employees engaged and motivated. In July 2014, this legislation was expanded again so that every company in the U.K. was required to offer and consider a request for flexible working arrangements from any employee (not just parents and caregivers). The law motivates and encourages employers to offer flexibility, with nine specific business reasons detailed for which an employee’s request might be turned down. New Zealand and Australia also have similar “right to request” policies. In June 2014, U.S. President Barack Obama issued a Presidential Memorandum directing every federal agency to expand access to flexible work schedules and give their employees the “right to request”. Within 120 days, federal agencies have to understand the new policies, comply, communicate and be ready to offer the program with its clearly defined process to their entire workforce. This will impact over four million federal employees. Similarly, New York City Comptroller, Scott Stringer, issued a 20-page report in June 2014, recommending “right to request” flexible work legislation for both the public and private sector in New York City. “Most of our days consist of work, family, and not much else, and those two spheres are constantly interacting with each other.” ~Barack Obama, President of the United States “For New York City to remain an economic engine, it must actively compete with other global cities for top talent and business investment. Central to that effort is a collective realization that employers and employeesbenefitfrompoliciesthatseefamilyandworkascomplementary, rather than competitive parts of a balanced life.” ~Scott Stringer, Comptroller of New York City “
  13. 13. GLOBAL LABOR SHORTAGE 12 “In the 20-year productivity scenario, we calculated $10 trillion of lost GDP.” ~The Boston Consulting Group “Recently The Boston Consulting Group published a study on projected workforce supply and demand in 25 major economies through 2030. Currently, these countries account for 65 percent of the world’s population and more than 80 percent of total world GDP. The study revealed that between 2020 and 2030 there will be a global labor shortage. Of the four BRICS countries (Brazil, India, Russia, China, and South Africa), only India and South Africa will not experience a shortage of labor. While in 2020 many countries will have a surplus, this will turn into a huge shortage by 2030. The potential impact of this labor shortage was calculated by multiplying the labor gap figures for each country by labor productibity to reach the “dollar value of GDP not created”, which is $10 trillion of lost GDP.
  14. 14. GLOBAL LABOR SHORTAGE 13 DEALING WITH A SURPLUS OR SHORATAGE SOME COUNTRIES AT A GLANCE… A surplus of workers leads to unemployment and attrition of skills, which can ultimately reduce an economy’s competitiveness. A labor surplus is mitigated by boosting economic growth, which can be tackled by government- and business-sponsored vocational training and job qualification programs, educational programs, and reducing informal employment. Meanwhile, a shortage in available labor means that countries cannot meet their growth targets. To sustain economic growth, countries could strive to boost productivity through capital investments, increase labor participation rates, increase immigration and mobility, and encourage higher birth rates. Germany Germany will have a shortage of up to 2.4 million workers by 2020, and 10 million by 2030. Overall, Germany’s labor supply is calculated to shrink from approximately 43 million people today to 37 million in 2030. This is attributed to a lower birthrate, immigration policy, lower hours of work per year, and a low labor force participation rate of women and the elderly. Brazil Brazil will be short by 2 million workers in 2020, but by 2030 will have a labor deficit of up to 0.9 million. Slowing population growth and an aging population are reasons for the changing demographics. Additionally, much of the country’s working-age population is underqualified. South Korea South Korea is expected to experience a significant labor shortage, due to its rapidly aging population. By 2040, South Korea is expected to have the oldest population of the OECD countries. China China is expected to have a surplus of 55.2 to 75.3 million workers in 2020, but this will change in the following decade with an expected shortage of up to 24.5 mllion workers by 2030. This shortage is anticipated as a consequence of its one-child-per-family policy. South Africa South Africa will have a steady surplus of workers with 6.5 million in 2020 and between 6.2 and 9.2 million by 2030. This large excess of workers, combined with the current 50 percent poverty rate and infrastructure needs can lead to serious workforce challenges, with high unemployment expected. U.S. The U.S. will have a surplus of between 17.1 and 22 million people by 2020, and is unlikely to face shortages with a projected surplus of 7.4 million workers by 2030. This surplus is attributed to a relatively high birthrate and a liberal immigration policy. To avoid high unemployment, the U.S. would have to better utilize its workforce and increase economic activity, along with taking measures to increase entrepreneurship, “in-source” oversea jobs, and upgrade workers’ skills.
  15. 15. GLOBAL LABOR SHORTAGE 14 Labor Shortages/Surpluses Projected Worldwide (% of workforce) Source: Boston Consulting Group
  16. 16. TOP 7 METRO CITIES FOR CONTINGENT WORKERS 15 FINANCIAL SERVICES SENTIMENTThe temporary help services industry suffered greatly during the recession, losing almost 750,000 jobs from 2007 to 2009. However, staffing agencies have recovered over the past few years. Temp employment passed its pre-recession peak in 2013, and is expected to encompass over 3 million jobs by 2017. Temp Employment, During and Post-Recession Source: CareerBuilder & EMSI
  17. 17. TOP 7 METRO CITIES FOR CONTINGENT WORKERS The BLS defines the title of ‘Investment bankers’ as a financial specialist utilized by banks to attract and service the financial needs of clientele, including public and private companies, governments, non-profits and wealthy individuals. As of 2012, the employment estimate for this occupation is 542,100 with an average annual wage of $169,850. Careers in Finance, an Internet service providing comprehensive information on specialty business careers forecasts a salary range of $100,000 to $150,000 annually for first-year investment banking analysts. The job title has a positive job outlook, and is expected to grow by 15 percent from 2010 to 2020. 16 Highest Paying States for Investment Bankers JOB TITLE FOCUS - INVESTMENT BANKERS In some of the country’s largest metropolitan areas, the revival of the temp industry has been even higher than that of the overall national recovery. From 2013 to 2018, eighteen of the country’s fifty most populous metropolitan areas are anticipated to surpass the national growth rate of 20 percent for temporary help services. CareerBuilder and Economic Modeling Specialists International (EMSI) identified the fastest-growing occupations inside the staffing industry for the top metros expected to grow the fastest through 2018. Raleigh, North Carolina Raleigh has a 43 percent projected growth rate through 2018. In this metro area, a 50 percent growth rate is anticipated for licensed practical and licensed vocational nurses. Kansas City, Missouri Temp employment in Kansas City is expected to grow by 33 percent. Sales representatives are expected to have the highest growth rate at 36 percent. Indianapolis-Carmel-Anderson, Indiana A growth rate of 32 percent is expected by 2018. Construction laborers will see the largest growth at 39 percent, followed by computer systems analyst at 37 percent. Memphis, Tennessee and Orlando-Kissimmee-Sanford, Florida Both Memphis and Orlando-Kissimmee-Sanford are expected to have a growth of 30 percent through 2018. In Memphis, sales representative occupations are expected to grow by 40 percent, while in Orlando-Kissimmee-Sanford, machinists are projected to have a 37 percent growth rate. Seattle-Tacoma-Bellevue, Washington; Sacramento-Roseville-Arden-Arcade, California, and Nashville-Davidson-Murfreesboro-Franklin, Tennessee All three metro areas are projected to have a temp employment growth of 29 percent. In Seattle-Tacoma-Bellevue, machinists are expected to grow by 42 percent. Licensed practical and licensed vocational nurses will grow by 37 percent in Sacramento-Roseville-Arden-Arcade; and in Nashville-Davidson-Murfreesboro-Franklin, registered nurses will have a job growth of 45 percent. Jacksonville, Florida Jacksonville has a 28 percent expected growth rate through 2018. In this metro area, a 34 percent growth rate is anticipated for licensed practical and licensed vocational nurses. Riverside-San Bernardino-Ontario, California Temp employment in Riverside-San Bernardino-Ontario is expected to grow by 26 percent by 2018. Machinists will have the largest job growth at 33 percent. 1. 2. 3. 4. 5. 6. 7.
  18. 18. 17 “HR is evolving to start looking at the marketplace differently because of the skills shortage and talent gap. We’re building the workforce differently than just the traditional ‘full-time and part-time’. [Now there are] full-time, part-time, contingent workers, volunteers, etc. HR can build and mobilize a culture to attract the talent you want.”~Bram Lowsky, Group Executive Vice President of the Americas at Right Management. WHAT’S TRENDING IN THE TEMP MARKET? “ #RPO RPO stands for Recruitment Process Outsourcing, which is defined in simple terms as the outsourcing of some or all recruitment functions. Experts estimate that 30 percent of large organizations use RPO for some or all of their recruiting, and the PRO market is expected to grow up to $4.4 billion in 2015. HR departments will probably be looking at investing in Applicant Tracking Systems (ATS) as a technology solution to help them improve efficiency and visibility, while mitigating risk in recruiting all types of workers. The staffing industry is taking advantage of this growth area to offer products and services that incorporate RPO, including mobile technology, online staffing, social recruiting, MPS/VMS, ATS, job matching, and data analytics. HR departments are starting to explore big data and data analysis as a tool to enable decision-making and workforce planning. Talent analytics allows managers to use their volume of employees, HR, and performance data to anticipate leadership and talent gaps and to develop candidate pipelines. A recent study by Bersin by Deloitte shows that staffing for HR data analysis is a top area of investment for large companies. Read our article – “Predictive Analytics Applied in HR”- in the July edition of DCR TrendLine for more on this topic. Historically, HR has been removed from marketing functions. However, with the growth of company’s brand perception due to social media, the growing war for talent, and the advances in the use of big data in employee hiring, HR is being thrust into a position of marketing for talent. HR executives need to team up with marketing departments, and use consumer-marketing principles, to design and build internal employer brands that will attract and retain workers. At TrendLine, we’re always focused on what’s trending in anything to do with contingent worker supply and demand. This month, we’re presenting our quarterly view of critical trends in key talent sectors of the staffing industry and human resources. #TALENTANALYTICS #MARKETING
  19. 19. ENGAGING AND MANAGING GEN Z WORKERS 18 Last month we wrote about the demographics and motivations of the newest generation of workers entering the market - Generation Z. Generation Z refers to those people born after 1990, of whom the oldest have already graduated from high school and college. The 15-to-24-year-old members of Gen Z represent almost 7 percent of the American workforce for a total of 11 million workers. Experts project that this number will reach 20 million by 2015, 25 million by 2017, and 30 million by 2019. This new generation grew up with technology and connectivity, and recruiting, engaging, and managing these workers will require employers to shift their management strategies. The upcoming arrival of Generation Z to the workforce, as almost 30 million Baby Boomers retire, will represent the greatest generation shift the workplace has seen. Human Resources professionals will need to gain a greater understanding of these individuals’ backgrounds and approach to work, in order to successfully engage these workers. We discussed five main trends that have shaped Generation Z members in our article“Who is Generation Z?”last month. Following on the same note, there are some key areas for employers to focus on in order to effectively manage Gen-Z’ers in the workforce. “The grown-ups are leaving, and there will be a new, young workforce to take their place.” ~Bruce Tulgan, Founder of RainmakerThinking Inc. “ MANAGING GENERATION Z Social Media Over the last two decades, communication has changed dramatically. Gen Z workers have never known a world in which they could not be in conversation with anyone anywhere at any time. Managing Generation Z requires becoming an expert in the tools of social media. Experts predict that by 2019, forms of social networking for collaboration on projects and recognition will be standard practice. Employers should use command-driven social media in which managers can control who is in a group and what is discussed, to engage workers for training and onboarding. HR departments can use internal blogs, newsfeed, e-recognition, and socially networked performance management to align workers toward the same goals. Human Connections Many members of Generation Z were raised with a highly engaged parenting, teaching, and counseling approach. While this generation is less likely to resist authority, they will perform most effectively for individuals when engaged in intensive working relationships. Skills Gap Bruce Tulgan, founder of RainmakerThinking, says that his research shows that while Gen-Zers are very tech-savvy, they lack other important skills. Tulgan says, “We’ve heard from many clients that [this group of workers] lack[s] interpersonal communication skills and, from a broader standpoint, the ability to think critically. Many of them lack problem-solving skills, and this is due in part to an increased level of ‘helicopter parenting’ of this generation. They have not demonstrated an ability to look at a situation, put it in context, analyze it and make a decision.” A June 2013 survey by the Society for Human Resource Management (SHRM) corroborates this analysis, finding that 50 percent of HR professionals believe that 2013 college graduates lack professionalism and work ethic, while 29 percent said recent grads lack problem-solving and critical-thinking skills. In order to combat this skills gap, employers should provide continuing re-education in non-technical skills, and build a workplace culture of highly defined behavioral norms. 1. 2. 3.
  20. 20. MANAGING GENERATION Z ENGAGING AND MANAGING GEN Z WORKERS 19 Structured Job Descriptions Providing detailed explanation of job roles with structured job descriptions and strict definitions of responsibilities will enable Gen Z workers to take on work and succeed faster and more effectively. Gen Z is very adept at paying attention and working productively at more than one thing at a time, so encouraging multi-tasking is essential in engaging these young workers. Generation Z workers tend to be highly responsive to clearly defined exchanges of time and tasks for directly adjusted rewards. The most effective way to drive performance is for managers to explicitly negotiate performance and reward on an ongoing basis in an open exchange. Flexibility Generation Z workers value their time for family and personal needs. Employers who respect work-life balance by allowing for workplace flexibility will gain more loyalty from Gen-Z workers. 4. 5. Generation
  21. 21. A recent survey of 571 global organizations by the Human Capital Institute and Aerotek, found that 51 percent of respondents pay below their industry competitors. The survey also discovered that respondents are twice as likely to say that they struggle to fill senior-level positions if they pay below their competition. Experts say that above market compensation is associated with higher engagement and less turnover.Traditionally, companies with revenue growth below their industry peers are four times more likely to pay below their competition. A different survey by CareerBuilder on salaries found that 65 percent of full-time workers in the U.S. say that they do not currently earn their desired salary. Among the 65 percent, when asked how much they would have to earn before reaching their desired salary, the majority said $75,000 to $100,000. “What’s going on is companies are claiming that they can’t find the skills that they need. What is unstated is that companies can’t find the people with the skills that they need at the amount that they want to pay or the training investment that they want to make.”~Tim- othy Gardner, Associate Professor of Management at Jon M. Hunstman School of Business, Utah State University. “The survey supports past research suggesting that the $75,000 threshold is particularly significant, as this level allows households in most areas of the country to not only get by, but enjoy an ideal lifestyle and a secure future. Interestingly, what workers would ultimately like to earn does not necessarily factor into what they need for a successful career.” ~Rosemary Haefner, Vice President of Human Resources at CareerBuilder. 20 PEEKING INTO SALARY SATISFACTION “ “ Employee Compensation Compared to Market Industry Competitors Source: Aerotek and Human Capital Institute
  22. 22. PEEKING INTO SALARY SATISFACTION 21 The survey found that while almost two-thirds of workers were not satisfied with their earnings, most believe that they can feel successful without earning large paychecks. More than half (55 percent) said that they can feel successful making less than $70,000, and 78 percent do not think that they need to earn $100,000 or more to be successful. Percentage Who Earn Desired Salary, by Income Level Source: CareerBuilder “In many cases, success is relative to the type of work individuals do or their current career stage. Regardless of income, we found that workers tend to find success near their own salary level or in the range directly above. This is healthy because it shows workers can derive meaning from their work at any level while still striving for that next promotion or raise.”~Rosemary Haefner, Vice President of Human Resources at CareerBuilder “
  23. 23. INDUSTRY HIGHLIGHT: EDUCATION SERVICES INDEX 22 DCR TrendLine Education Services Employment Index The education services industry is made up of establishments that provide instruction and training on a wide variety of subjects. These institutions, which include schools, colleges, universities, and training centers, may be either privately or publicly owned. The industry is generally considered to be counter-cyclical – that is, when the economy is weak and unemployment is rising, more working adults decide to invest in further education. This leads to higher enrollment and increased profit at schools. Meanwhile, traditional education for young students is generally non-cyclical. The advent of technology and online collaboration is leading to improved enrollment rates and profit generation for schools. While educational services were once considered applicable to mostly young people, the global war for talent is leading to increasing pressure on workers to enhance their skills. There are two important trends in favor of the education services industry. First, as the U.S. continues to transition from a manufacturing-based economy to one reliant on the service sector, for-profit educators have new opportunities by offering courses in informational technology, healthcare, and business management. Second, these companies have the opportunity to tap into large under-educated segments of the world populations, in lucrative markets such as China, Brazil, and other developing nations. According to the latest figures from the Bureau of Labor Statistics (BLS), the private education segment added 7,000 jobs in July 2014.
  24. 24. 23 INDUSTRY HIGHLIGHT: EDUCATION SERVICES INDEX Projected Education Market Size (in billion dollars) U.S. and Global Education Spending Source: Executive Office of the President, Council of Economic Advisors In the fall of 2012, about 76.3 million people were enrolled in American schools and colleges. And about 4.7 million people were employed as elementary and secondary school teachers or as college faculty. Other professional, administrative, and support staff at educational institutions totaled to 5.6 million. In 2011, a White House study found that the total annual U.S. expenditure on education was estimated at approximately $1.3 trillion, with K-12 education accounting for close to half of this figure. Almost 9 percent of total U.S. GDP is spentoneducation,making it the second largest market, behind healthcare, in the country. There are about 100,000 public schools, 30,000 private schools, and roughly 4,000 charter or other schools in the K-12 space in the U.S. A report issued by IBIS Capital in 2013 found that the fastest-growing sector of educational services is eLearning, which is expected to grow by 23 percent by 2017. The global education market is expected to be worth about $4.4 trillion currently. Market Size ($1 billion) U.S. Total Post-secondary K-12 TotalGlobal Post-secondary K-12 1,332 432 625 3,925 1,311 1,878 59.8 24.4 2.9 62.5 31.3 9.4 4.5% 5.6% 0.5% 1.6% 2.4% 0.5% eLearning Expenditure ($ billion) eLearning as % of Market Size EDUCATION STATISTICS
  25. 25. INDUSTRY HIGHLIGHT: EDUCATION SERVICES INDEX Global Education Expenditure Source: IBIS Capital U.S. Enrollment and Teacher Ratio 0.5% EDUCATION STATISTICS 24 Thenumberofpublicschoolteachers has increased by a larger percentage than the number of public school students over the past decade, resulting in declines in the pupil/ teacher ratio In public schools between 1985 and 2012, there was a 30 percent increase in elementary education (pre-kindergarten through grade 8), compared with a 19 percent increase in secondary enrollment (grades 9 through 12). Between the fall of 1985 and fall of 2010, enrollment in prekindergarten increased by 745 percent, while enrollment in other elementary grades increased by 24 percent.
  26. 26. Average Number of Staff per 1,000 Students in U.S. School Districts, 1950 to 2010 Source: Fordham Institute Education Services Wages and Salaries Index, 2010 to 2014 Source: Economagic Recent analysis by the Thomas B. Fordham Institute shows that the growth of non-teaching workers has largely outpaced student growth over the past 40 years. From 1970 to today, non-teachers, such as administrators, counselors, teacher aides and cafeteria workers, jobs have increased by 130 percent to make up over 50 percent of all public school employees. While overall school staffing has grown by approximately 377 percent, most of this growth is attributed to the number of teacher aides. A 2013 survey of educator job satisfaction by found that 23 percent of teachers were satisfied with their jobs, while 47 percent expressed dissatisfaction. The National Education Association found that the national average starting teacher salary for 2012-2013 is $36,141. The highest salary at $51,539 is found in the District of Columbia, while the lowest at $27,274 is in Montana. 25 INDUSTRY HIGHLIGHT: EDUCATION SERVICES INDEX EMPLOYMENT AND WAGES FOR TEACHERS
  27. 27. Top Paying States for Elementary School Teachers State Rhode Island New York Alaska California Conneticut Annual mean wage $73.040 $72.840 $70.190 $69.320 $68.580 Source: BLS The BLS defines the job title of ‘Elementary School Teachers, Except Special Education” as teachers who teach students basic academic, social and other formative skills in public or private schools at the elementary level. As of May 2013, the employment estimate for this occupation is 1,344,240 with a mean annual wage of $56,320. The states with the highest employment level for elementary school teachers are Texas, California, New York, Florida, and Illinois. Employment of elementary school teachers is expected to grow at about 12 percent through 2022. This growth is attributed to job openings for new teachers resulting from older teachers reaching retirement age between 2012 and 2022. Another cause for the growth in demand for teachers will be due to expected growth in student enrollment, particularly in the South and the West. 26 PRACTICAL INNOVATION IN TALENT ACQUISITION JOB TITLE FOCUS – ELEMENTARY SCHOOL TEACHERS
  28. 28. 27 For the last decade, the word “global” has been the buzzword of business. Almost every company is global, and every product or service is geared to a global audience. However, some experts believe that while we live in a highly connected world, there is no “global market” but rather a set of globally connected “local”businesses. GLOBALLY LOCALIZING HR source: DHL
  29. 29. 28 TheDHLglobalconnectednessstudy,pioneeredbyPankajGhemawat,showsthatsince2007,theworldhasbecomelessconnectedeachyearbecauselocalcountries have their own economic conditions and grow at their own individual pace. Separate research by Bersin by Deloitte finds that the highest-performing companies don’t standardize everything, but rather localize to the labor market and particular regulatory and cultural environment in each area that they do business in. There is no denying the fact that businesses have transformed into open workplaces where people communicate all the time, there is increased reliance on highly flexible communication, social networking and mobile devices, and teams now include not only employees, but customers, contractors, and partners. Skilled talent is becoming even harder to find, and companies are starting to integrate contractors, contingent workers, and alumni together into an open talent economy. Growing with this changing landscape, HR must adapt to be able to support global organizations with multicultural leaders and staff and to deal with variation in labor markets around the world. For years, organizations were highly focused on globalizing their HR strategies. Many companies adopted an HR design that was built around centers of excellence and shared services. These HR organizations often focus on standardization and creation of a uniform work experience, with an overall goal to achieve a global view of an organization’s workforce. Their intent is to operate consistently as a unified organization rather than as a series of fragmented parts based on geography or business units. However, often the globally developed programs that were rolled out did not adapt well to meet local needs. In these scenarios, local business units started developing their own programs. As a result, HR professions in the centers of excellence started becoming out of touch with what was happening in the front lines of business. While not every company has the resources or need to localize its operations, it is becoming important in the ever-growing war for talent to try to localize talent practices. In almost any company, the needs of certain groups, such as product development or sales, are different from the needs of other functions, such as finance or accounting. Studies show that HR’s ability to impact the workforce as a whole contributes up to 37 percent of a company’s overall performance. Thus, refining HR operations and service delivery becomes important to company decision-making, improving talent capabilities, and increasing engagement and performance. “As companies continue to globalize – and as talent becomes harder to find locally – companies will increasingly be composed of a global, highly diverse workforce.To thrive in this new environment, HR will need to reinvent itself to remain relevant and help their organizations navigate a complex and changing global labor market.” ~Accenture Institute for High Performance GLOBALLY LOCALIZING HRStages of Globalization HR’S ORGANIZATIONAL DESIGN AND FUNCTION “
  30. 30. 29 Successful companies tend to balance the need for global, efficient solutions with the need to be locally responsive and relevant in a‘glocal’approach to talent management. Often, the crux of business localization is to have global platforms with local implementations. For example, in HR software, this means implementing global systems for recruiting and talent management that are designed to enable local customization. Looking closely at recruiting, it’s easy to generalize that all labor markets are local. Recruiting in China or India is vastly different from recruiting in Spain or even the United States. Organizations need to develop a local employer brand that attracts and retains skilled talent. Global platforms that can be localized to fit the talent market, and tools that allow for information sharing and reporting, are essential. Currently, research from Bersin by Deloitte shows that over two-thirds of all companies do not have a global recruiting strategy. Meanwhile, for performance management, applying a global set of performance plans and goals might not be the best practice. While companies should have a global set of cultural standards, performance plans and performance goals should be adjusted based on local labor markets. Research on high-impact HR trends by Bersin by Deloitte found that, in large organizations, the most important drivers of impact are the capabilities that empower local HR teams to design, develop, and deliver local solutions within a global framework, with shared tools and technology. GLOBALLY LOCALIZING HR LOCALIZING HR HR Executives’Assessment of global HR Capability Levels Source: Deloitte University Press “The world is not global, the world is local.” ~Josh Bersin, Founder and Principal at Bersin by Deloitte “
  31. 31. Distributed program design and delivery Programs are: Designed keeping in mind that many programs have to be customized locally Delivered by local HR professionals with support from central groups Developed with understanding and respect for local workforce, business, and cultural needs Designed and implemented within global framework and standards Local HR professionals are: Well-trained experts in their area of specialty Specialized by role Educated and experienced in business Continuously developed Considered independent change agents who can innovate and create new programs Specialized experts located close to the business PRINCIPLES FOR GLOBALLY LOCALIZING HR 30 GLOBALLY LOCALIZING HR Principles for Globally Localizing HR Source: Bersin by Deloitte
  32. 32. HOW COMPANIES CAN GET STARTED 31 A globally integrated, locally tailored talent strategy requires a combination of centralized, global standards with distributed, highly trained experts. Experts recommend a few areas where companies can get started on localizing their global HR. 1) Leveraging global technology Companies can implement a common global technology platform to support the global HR department, which offers self-service capabilities to managers and workers. 2) Use analytics to understand the global talent map HR should use analytics to understand key variables in different geographic areas to determine how best to fill these needs.This analysis can lead to the creation of an overall global workforce plan. 3) Establish core global services By establishing a core set of services for HR administration and talent communities, companies can start to form the global framework of consist- ency and standards that local HR teams can operate from within. 4) Create global talent mobility To operate as a globally integrated company, the HR organization should have the ability to move talent around the world and ensure that the right skillsets from the global talent pool can be deployed against the best business opportunities. 5) Find local HR leaders Once a framework of global processes, roles and goals is created, companies should find a local HR leader to design, develop and implement local programs. 6) Prioritize focus areas Different global HR trends are important in individual countries and regions. Companies should analyze their locations of business and identify and prioritize which HR areas they want to focus on. GLOBALLY LOCALIZING HR
  33. 33. METHODOLOGY The DCR NationalTempWage Index is developed to assess the relative movements of temporary wage rates in the U.S. economy.The wage rates for temporary workers or contingent workforce are based on payments made by staffing firms to these workers based upon hours worked. Data collected from sources such as Bureau of Labor Standards (BLS) and other government sites as well as an internal pool of staffing companies and consultants, is aggregated and classified based on regions and skill categories, to arrive at an aggregate index. The baseline for the index is set at 100 for January 2007. Index value for a particular month indicates relative wages with the said baseline and is representative in terms of direction and scale of change. Five years of data has been included to observe seasonal patterns and distinguish seasonality from long-term wage movements. The data and the model has been further refined over last six months. DCR TrendLine combines the exhaustive data from BLS with practical and more recent developments and data from on-field consultants and clients, to provide timely near-term indications of trends and consistent long-term actionable and objective information. DCR TrendLine uses multiple economic variables to ensure the robustness of its forecasts and cross-validation of trends. Key data sources and parameters of interest included and influencing the index are: Unemployment data Gross Domestic Product Prime rate of interest New and seasonal Job openings Non Form employment Job Opening All Export All Import Average Hourly Earnings of All Employees Total Private Aggregate consultant data on job market parameters 32 SOURCE DATA
  34. 34. REFERENCES Feed%3A+tlnt+%28TLNT%3A+The+Business+of+HR%29 l?tid=pm_business_pop 33
  35. 35. DCR Workforce is an award winning, best-in-class service provider for contingent workforce and services procurement management. Our proprietary SaaS platform (SMART TRACK) assists in providing customizable VMS and MSP Solutions to manage, procure and analyze your talent with complete transparency, real-time control, high performance and decision-enabling business intelligence. DCR Workforce serves global clientele including several Fortune 1000 companies. Customers realize greater efficiencies; spend control, improved workforce quality and 100% compliance with our services. For more information about DCR Workforce and its Forecasting Toolkit (Rate, Demand, Supply and Intelligence) including Best Practice Portal, visit For more information call +1-888-DCR-4VMS or visit 7815 NW Beacon Square Blvd. #224 Boca Raton, FL 33487 | ABOUT DCR © 2014 DCR Workforce, Inc. All Rights Reserved. DCR Workforce and Smart Track are Registered Trademarks. CCO — 082912 34 |