The Aging Workforce Guide: Finding Success

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An introduction and resource guide for HR staff and organizations to use in exploring, anticipating and tailoring talent management strategies to leverage strengths of an aging workforce.

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The Aging Workforce Guide: Finding Success

  1. 1. How can you succeed with 50+ workers? Business as usual? Sagacious human capital? War for talent? John B. Mahaffie Leading Futurists LLC jbmahaffie@leadingfuturists.biz What future for 50+ workers? Dr. Katherine LY Green Green Consulting Group LLC kyg@katherinegreen.com
  2. 2. 50+@Work About this guide This guide offers you a perspective on, and tools for exploring impacts of the 50+ workforce. The guide will help you discover what the aging workforce could mean to your organization and when it will matter. We offer three scenarios for 2020, tools and insights you can use to have a clearer understanding of your strategic options for success now and in the future. We urge you to explore this topic with an open mind. Be ambitious, and be ready to get out of your comfort zone and get some new thinking going. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 2
  3. 3. 50+@Work Your progress bar Introduction 3 Scenarios Explore Envision Plan Resources Throughout this guide, you will see the bar above at the top of each page. It is a quick-view table of contents for the guide. The white part of the bar shows where you are in your progress through the guide. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 3
  4. 4. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work In the struggle for survival, the fittest win out at the expense of their rivals because they succeed in adapting themselves best to their environment. --Charles Darwin © 2011 by Green Consulting Group LLC + Leading Futurists LLC 4
  5. 5. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Why we need to pay attention to the aging workforce Key facts Employers have to reckon with an aging workforce that will age yet further: In 2020, those 65+ will be 22% of the Adult US population • The median age of Americans is 36.5, and rising • The median age in Germany is 44.9 years, and Japan 44.8 years • In 2020 55 million Americans will be aged 65+ Consider how a stronger focus on that cohort could benefit your workforce • Labor force participation is up for those 55+, down for those 20-24 since 2001 © 2011 by Green Consulting Group LLC + Leading Futurists LLC 5
  6. 6. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work The aging workforce: An emerging issue and opportunity The workforces in North America, Europe, Japan, and elsewhere are aging rapidly. Employers and employees have yet to come to grips with what these changes mean. Workforce expectations and practices are typically based on past realities and past ideas that don’t match the emerging reality. They need to be updated. © 2011 by Green Consulting Group LLC + Leading Futurists LLC The trend will only intensify. More people will live to older ages, and most retirement planning is inadequate to pay for it. The strain on younger workers to support older people is high and rising. More older people will be at work beyond the traditional retirement age, perhaps into their 70s and beyond. Some will want to be working, and many will have to, for financial reasons. Productive aging, in all its manifestations, gives hope that life after 50 is worth harnessing for social and cultural good. 6
  7. 7. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work What if you don’t do anything? Lack of foresight comes at a cost. What is your organization going to do when:  A significant percent of your core workforce retires early – without warning – when federal entitlement programs are part of the deficit reduction plan?  The leadership pipeline, underfunded for years, doesn’t produce savvy leaders who can triumph during difficult economic times?  New business opportunities require expertise gained only through extensive experience?  Clients request that workers are “plug and play” - no on-the-job training for new recruits at the client’s expense?  Contract renewals stipulate that certain workers, or the skill equivalent, are required but those same workers want flexible work arrangements in order to stay?  HR is over budget, retention rates are low for young upwardly mobile workers, recruitment costs are high, hiring bonuses are limited to executives, and key jobs need to be filled © 2011 by Green Consulting Group LLC + Leading Futurists LLC 7
  8. 8. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work The Big Question: How do you change today to ensure a future you want for tomorrow? What, how, and so what? How do you change successful organizations’ human capital strategies; which, if they continue to use today, will destine them to unproductive, low-skilled or workforce shortages in the future? • What - create the business necessity for a new view of and different ways to engage the 50+ worker • How – by using a variety of foresight tools, enabling a thoughtful examination among key stakeholders, and asking the right questions to surface the challenges and opportunities • So What - you and your organization can anticipate an emerging future, take actions that will facilitate a preferred future, adjust human capital practices to shifting realities, build age-savvy work cultures, and orient the business to harness the opportunities while mitigating the risks of an aging workforce © 2011 by Green Consulting Group LLC + Leading Futurists LLC 8
  9. 9. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work The aging work force: Our perspective  50+@Work is not advocating for hiring 50+ workers as a social program  Older workers are a source of talent and experience in a labor market where those things can be in short supply  It is good for people 50+ to be a valued part of the workforce  They have a combination of economic needs to work, and the desire to be engaged, valued, active, and interested  Organizations, and the people who lead them, would benefit from a clear examination of possible futures with a focus on the 50+ workforce  Organizations’ ongoing success will necessitate updating work culture norms to better assimilate and leverage capacities of an aging workforce and 50+ talent Green Consulting Group LLC and Leading Futurists LLC offer consulting, workshops, and research and analysis to help organization tailor their work and workforce strategies to the emerging reality of workforce aging © 2011 by Green Consulting Group LLC + Leading Futurists LLC 9
  10. 10. Introduction 3 Scenarios Explore Envision © 2011 by Green Consulting Group LLC + Leading Futurists LLC Plan Resources 50+@Work 10
  11. 11. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Introduction to the guide What follows:  3 scenarios for 2020 of the aging workforce  Explore – understand better how the 50+ workforce will impact your organization  Envision – set your goals for the organization’s future  Plan – Identify potential strategic actions  Resources – additional resources you can use to explore implications of the aging workforce on work, the workforce and business © 2011 by Green Consulting Group LLC + Leading Futurists LLC 11
  12. 12. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Ways to Use this Guidebook Use foresight to navigate the crossroads when aging workforce issues and opportunities come to a head: • Facilitate deep thinking among key stakeholders of the inherent opportunities and potential risks poised by an aging workforce • Assess the business effects of an aging workforce on your organization’s viability and profitability in the short- and long-term • Create compelling business reasons to adapt human capital practices, policies and working conditions to an age-diverse workforce • Customize your organization’s response in recruitment, retention, training or separation practices based on your unique challenges, resources and business plan • Create a talent portfolio with a balanced blend of emerging and experienced skills, knowledge and social networks to fulfill your organization’s strategy • Create work and work cultures favored by experienced talent with high value-added skills and marketable expertise © 2011 by Green Consulting Group LLC + Leading Futurists LLC 12
  13. 13. Introduction 3 Scenarios Explore Envision © 2011 by Green Consulting Group LLC + Leading Futurists LLC Plan Resources 50+@Work 13
  14. 14. Introduction 3 Scenarios Explore Envision Plan Resources Introduction to scenarios Scenarios encourage a wider, more variable look at alternatives with multiple outcomes Scenarios are groups of stories about at time in the future FUTURE Scenario 50+@Work Scenario Scenario Scenario Planners may be focused on single outcomes; thinking within traditional and narrow boundaries NOW © 2011 by Green Consulting Group LLC + Leading Futurists LLC Using scenarios helps us make sure not to plan around a single outcome—we can’t really predict the future, so we need to be prepared for a range of possibilities 14
  15. 15. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Three Scenarios for the 50+ Workforce Three scenarios offer contrasting views of what’s possible for the 50+ workforce over the next 10 years: 1. Business as Usual 2020 -- Employers change little in how they approach the 50+ workforce 2. War for Talent 2020 -- While not embracing the 50+ workforce overall, employers compete to hire the most talented older workers 3. Sagacious Human Capital 2020 -- Employers and society have changed their attitudes about older workers, embracing their skills, knowledge, and wisdom © 2011 by Green Consulting Group LLC + Leading Futurists LLC 15
  16. 16. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work With “Business as Usual” older workers often have marginal roles, not using their true talents Scenario 1: Business as Usual 2020 Employers change little in how they approach the 50+ workforce © 2011 by Green Consulting Group LLC + Leading Futurists LLC 16
  17. 17. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Scenario 1: Business as Usual 2020 Employers change little in how they approach the 50+ workforce The 2020 Story  Average unemployment rate for older US workers 23% vs. 7.3% for workers under 55  Yet more of the 50+ are underemployed, and working at lower incomes than they did before  More 50+ workers in programs for retraining, exploring job options  More 50+ workers want to and/or must work, especially as people live longer in good health  Continued hiring discrimination, longer gaps between employment, lack of career advancing opportunities, reduced salaries upon finding a job, minimal training and re-training opportunities  More older workers are opting to retire to take advantage of entitlements before they change  Rising entrepreneurship for the 50+ reflects a desire to keep working, earning, and being active With “Business as Usual” older workers often have marginal roles, not using their true talents  Policymakers have been unable to foster much change in employer attitudes. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 17
  18. 18. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work In the “War for Talent,” the most talented of any age are sought after Scenario 2: War for Talent 2020 While not embracing the 50+ workforce overall, employers compete to hire the most talented older workers © 2011 by Green Consulting Group LLC + Leading Futurists LLC 18
  19. 19. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Scenario 2: War for Talent 2020 While not embracing the 50+ workforce overall, employers compete to hire the most talented older workers The 2020 Story  Human asset professionals recognize that there is a war for talent in the employment marketplace  The war for talent means employers compete to attract and keep a cadre of top talent that is 50 and older  This war is an expensive, no-holds-barred struggle to get and keep the high performers, companies willing to pay for that talent win  Organizations customize recruitment and retention strategies for high performers in the 50+ age group In the “War for Talent,” the most talented of any age are sought after  Employers’ priority had been mainly retaining only select workers beyond the typical retirement age  It’s not unusual any more for employers to hire someone who is 60 or 65 years old. But they are highly desirable talent—expensive free agents who have a lot of options in the marketplace © 2011 by Green Consulting Group LLC + Leading Futurists LLC 19
  20. 20. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Organizational strength comes from having all generations valued and engaged in the workforce Scenario 3: Sagacious Human Capital 2020 Employers and society have changed their attitudes about older workers, embracing their skills, knowledge, and wisdom © 2011 by Green Consulting Group LLC + Leading Futurists LLC 20
  21. 21. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Scenario 3: Sagacious Human Capital 2020 Employers and society have changed their attitudes about older workers, embracing their skills, knowledge, and wisdom A 2020 Story  Older workers are a substantial and growing share of the workforce in the US  Cutting-edge employers recognize older workers as a strategic asset and even compete with employers overseas for talent  One out of every five workers in the US labor force is aged 55+  New performance metrics help account for the value of knowledge/wisdom, judgment, creativity, and problem solving  Older workers raise some costs, but employers can get the costs back in revenue growth, customer retention, and productivity  Employers’ motivation has been recapturing and using talent that just a few years ago was pushed out © 2011 by Green Consulting Group LLC + Leading Futurists LLC Organizational strength comes from having all generations valued and engaged in the workforce 21
  22. 22. Introduction 3 Scenarios Explore Envision © 2011 by Green Consulting Group LLC + Leading Futurists LLC Plan Resources 50+@Work 22
  23. 23. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Connecting insights to strategy: four steps  Identify your rationale – Why your organization needs to change its strategy with and for the 50+ workforce  Explore the issue – Fit this thinking to your situation. Collect ideas about the 50+ workforce, apply to your organization’s human capital strategies, assess impact on the organization, anticipate how conditions may change  Envision your success – Decide where you should go, and want to go in the next 10 years: What should your 50+ workforce strategy be? How will an age-balanced talent portfolio support strategic success?  Plan – With your vision in hand, identify the key strategic moves and particular actions you can take now, and going forward, to reach success © 2011 by Green Consulting Group LLC + Leading Futurists LLC 23
  24. 24. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Identify your rationale Use these questions to assess timing and impact for your organization  What is your current age mix ?  What is the current, and projected, demographic profile of the regional labor pool?  What percentage of your workers are eligible to retire in the next 1, 3, and 5 years?  What is the current retention rate for your 50+ workers?  Which of your strategic objectives would be negatively impacted if current retention rates hold?  What strategies do you have to capture and transfer critical institutional knowledge?  Which of your policies and procedures encourage 50+ workers to remain employed, engaged and productive?  Are your managers trained to manage, give feedback and lead an agediverse workforce?  Is your organization an employer of choice for 50+ workers? What examples can you give when recruiting or retaining experienced workers? © 2011 by Green Consulting Group LLC + Leading Futurists LLC 24
  25. 25. Introduction 3 Scenarios Explore Envision Plan 50+@Work Resources Explore the issue The Futures Wheel: Example What’s it for? Expand thinking, develop connections among disparate ideas, grasp the complexity of an idea. The Futures Wheel was invented by Futurist Jerome Glenn, Cofounder and Director, UN Millennium Project Future waves of attrition Quality issues Skill gaps Rising retirement attrition Reduced productivity Higher training costs xxxxx Higher recruitment costs Skewed age composition Worker stress Work disruption Stress on staff Further attrition © 2011 by Green Consulting Group LLC + Leading Futurists LLC 25
  26. 26. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Explore the issue The Futures Wheel: Looking for impacts in our organization How to Use: Print a copy of this page, or start a Futures Wheel on a notepad or whiteboard. Start with an initial idea, in the middle, and think about its implications (inner ring). Then consider the implications of the inner ring ideas. Issue/Trend Continue to fill in outer circles to gain a deeper understanding of the issue. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 26
  27. 27. Introduction 3 Scenarios Explore the issue The futures implications matrix-Example What’s it for? Expand thinking into the future, fosters open views of opportunities, encourages connections between current and future state, demonstrates that many things change over time rather than remain constant Explore Envision Plan Resources 50+@Work WORKSHEET: The Futures Implications Matrix Issue, trend: Nursing Now In the next 10 years Workforce Challenges •Middle-aged and aging workforce •Growing difficulty with labor intensive aspects of jobs •Many want to retire •Skilled nursing care shortage •Younger, less skilled workforce •Larger workforce due to expected growth in health care sector •Different skill needs for nursing care with an older, more ethnically diverse client base • Skilled care likely to occur in non-traditional settings Opportunities •Make job accommodations to reduce impact of heavy lifting with lifting teams and technical changes to beds •Offer retention bonus to keep some staff on the job •Use veteran nurses as mentors for new hires •Time to train and develop broader nursing skill set •Utilize alternative delivery systems for health care: community-based para-nurses, mobile medical centers, telemedicine •Use retirees as temps when care needs cycle high © 2011 by Green Consulting Group LLC + Leading Futurists LLC 27
  28. 28. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Explore the issue The futures implications matrix WORKSHEET: The Futures Implications Matrix How to Use: Print this page, or draw a matrix for yourself. Select an idea, issue or trend. Consider current challenges and opportunities assuming conditions of today (both positive and negative) Then look ten years out – What challenges and opportunities may be present? Include those that continued from the prior 10 years, and those that didn’t exist but could emerge in the next ten. Issue, trend: ___________ Now In the next 10 years Challenges Opportunities © 2011 by Green Consulting Group LLC + Leading Futurists LLC 28
  29. 29. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Envision your success  What would success look like?  Can you envision a better, more successful future with the 50+ workforce?  What is your compelling future story?  The challenge we urge you to undertake is to “think big thoughts” at this point  The diagram on the next page shows realms of success. We say, don’t just do the near-at-hand, easy stuff—the “low hanging fruit”  Note please! You should be a bit ambitious and courageous— push the boundary and see how far can you get! © 2011 by Green Consulting Group LLC + Leading Futurists LLC 29
  30. 30. Introduction 3 Scenarios Explore Envision Envision your success • How high can you aim? • Can you get beyond the low-hanging fruit? Plan Resources 50+@Work Big Systems • Transforming retirement finances • Society changes its views of aging and worklife • Productive aging engages people 70+ Getting serious • • • • Ending mandatory retirement Age-blind hiring Active recruitment of 50+, 60+ Enter the war for talent What’s it for? This diagram shows how some actions are smaller, and tactical, some more serious, and impactful. It makes the point, real change means getting beyond the lowhanging fruit Low-Hanging Fruit • • • • Age-neutral hiring Diversity training Job-sharing Language use policies 1995 2000 2005 2010 2015 © 2011 by Green Consulting Group LLC + Leading Futurists LLC 30 2020 2025 30
  31. 31. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work What is the low-hanging fruit? In your organization, what are examples of “lowhanging fruit” (easy-toimplement) actions you have taken or could take for greater success with the 50+ workforce? Try to identify at least three.  Example: Include pictures of workers over age 50 in marketing materials. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 31
  32. 32. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Envision your success What are your low-hanging fruit, getting serious, and big systems? Identify a few items at each level on the diagram Big Systems • ____________________________ • ____________________________ • ____________________________ Getting serious • ____________________________ • ____________________________ • ____________________________ How to use Print out this page, and add examples from your organization. Be a little audacious—this is a place to try out some bold ideas. Low-Hanging Fruit • ____________________________ • ____________________________ • ____________________________ 1995 2000 2005 2010 2015 © 2011 by Green Consulting Group LLC + Leading Futurists LLC 2020 2025 32
  33. 33. Introduction 3 Scenarios Explore Envision Plan Resources Envision your success Where will you be in 2020? My vision of success with the 50+ workforce. In 2020, these things would be true: 50+@Work What’s it for? This is your time to really describe what success would look like for your workforce strategies. __________________________________ __________________________________ __________________________________ __________________________________ How to use Note at least three to five things that summarize what would be true in 2020 if you achieve greater success with the 50+ workforce. __________________________________ © 2011 by Green Consulting Group LLC + Leading Futurists LLC 33
  34. 34. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Plan Developing ideas about reaching your vision of success with the 50+ workforce  The next few pages help you consider ideas and next steps for your human capital strategy to reach your vision of success  Explore your organization’s readiness to build new programs and strategies for the 50+ workforce  Use the framework on the following pages to gather elements of a successful strategy  You will describe some outcomes and key areas of focus in your strategy © 2011 by Green Consulting Group LLC + Leading Futurists LLC 34
  35. 35. Introduction 3 Scenarios Explore Envision Plan 50+@Work Resources Plan Putting together a strategy With your vision in hand Your Vision of Success A B The unmet need C What’s it for? This is a model you will use to explore how to reach your vision of success, focusing on key pillars that will support that success. Identify key strategic pillars to support your vision Based on your compelling reason for change © 2011 by Green Consulting Group LLC + Leading Futurists LLC 35
  36. 36. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Plan Building a base for your success: Key pillars of your strategy Reaching your goals over the next ten years or so means developing plans and action around some key strategies. Those “pillars” of your overall strategy are the critical support on which you can build a strong program and achieve success. How to use Identify 3 or 4 areas you can work on that will make a difference. E.g. training, organizational culture, workforce development, human capital strategy, retention policies Each pillar should be supported by actions you can take now and soon to build towards your goals, and achieve your vision.  Pillar:______________________ ___________________________  Pillar:______________________ ___________________________  Pillar:______________________ ___________________________  Pillar:______________________ ___________________________ © 2011 by Green Consulting Group LLC + Leading Futurists LLC 36
  37. 37. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Plan Example Pillar _Training________ ______________ Pillar •Benchmark other organizations’ training programs •Train younger managers how to work effectively with older workers •Interview 50+ staff to assess needs © 2011 by Green Consulting Group LLC + Leading Futurists LLC Pillar What’s it for? This is where you get specific about how you would build and use the Pillars of Success you have identified 37
  38. 38. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Plan Potential actions to support your pillars Pillar ________________ Pillar ________________ Pillar ________________ How to use Add your pillars at the tops of the columns. Collect specific ideas for actions you can take to build, leverage, and strengthen the pillar. Don’t be too cautious here, these are ideas to consider and refine further. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 38
  39. 39. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Plan: Putting it all together Your 50+ Workforce Strategy Pillar: ___________ Pillar: ___________ Pillar: ___________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ ________________ Why we need to do things differently: ______________________________________________________ ______________________________________________________ © 2011 by Green Consulting Group LLC + Leading Futurists LLC What’s it for? For an at-a-glance view of your thinking a visual tool for sharing ideas with others How to use Bring together a summary statement of your vision, your pillars of success, and a clarifying statement of why it’s critical to do things differently in this diagram 39
  40. 40. Introduction 3 Scenarios Explore Envision © 2011 by Green Consulting Group LLC + Leading Futurists LLC Plan Resources 50+@Work 40
  41. 41. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Foresight and your needs: What else can you do? An executive briefing A “futures day”/workshop Build Scenarios with your team Engage our board/leadership Change minds in my company Me Understand critical issues better Update our strategic planning Build new organizational strategies Engage experts, consultants, facilitators on foresight and organizational development © 2011 by Green Consulting Group LLC + Leading Futurists LLC 41 Find your critical need (yellow) and follow the arrows to learn what you might do to get started A top future insights piece A briefing or workshop on this issues’ future Reports and analysis on: • Trends in our marketplace • Emerging issues • Laws & Regs, government • Workforce trends • Etc. We can help! Contact us for more ideas, and let us know what we can do for you 41
  42. 42. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Explore the issue further Here are some ways to open this exploration up to your colleagues  Foster a collective look and generate answers to the question: what should we be ready for?  Distribute ready to use, self-explanatory tools with examples  Collect and interpret multiple views of what the 50+ workforce means to your organization  Dig deep into possibilities of future impact with The Futures Wheel and Futures Implication Matrix  Assess degrees of impact of possible futures on the organization  Tailor insights from 2020 scenarios to localize the most pressing needs and impactful challenges in your workplace  Anticipate degrees of change and related implications for work, workforce and culture © 2011 by Green Consulting Group LLC + Leading Futurists LLC 42
  43. 43. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Ways We Can Help  Workshops – Exploring the Future of the 50+ Workforce ( .5, 1 or 2 days) – facilitated workshop with key stakeholders to collectively explore impacts of an aging workforce, formulate visions of choice for a desired future, craft strategy to address work, work practices and culture barriers to achieve preferred future  Consulting – range of consulting services including foresight work sessions, futures research and analysis, organization culture surveys, change management consulting, collaborating with HR/OD function to identify appropriate responses to specific, unique human capital challenges of an aging workforce  Training Programs  Intergenerational Teaming  Leading a Multi-Generational Workforce  Mentoring as if Knowledge Mattered  Speaking Engagements – Plenary Keynotes, Retreats, Board Meetings, Professional and Civic Meetings, Conferences, Educational Sessions © 2011 by Green Consulting Group LLC + Leading Futurists LLC 43
  44. 44. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work What others are doing A starter list    British Telecom recruits a diverse workforce to reflect their customer base; workers 50+ have access to training, can choose to step down to jobs with less responsibility and lower stress including part-time, and can return, post retirement, temporarily to help out during peak work times New York Teaching Fellows offers a 7-week training program to enable older workers to switch careers to teaching in an urban setting; once teaching, the Fellows receive additional support to complete their teaching education by earning a master’s degree  Dow Safety and Industrial Hygiene tracked workers’ musculoskeletal disorders, tasked a multidisciplinary team to identify a standardized process for identifying and prioritizing key risk factors for injuries and illnesses  Center for Creative Leadership surveyed 3200 workers across four generations about work; they share similar values though express them differently, want respect, value integrity and want opportunities for learning  LL Bean, known for its exemplary service, expands its workforce from 1,500 to 6,000 during peak season relying heavily on older workers because they understand what outstanding customer service means. SelectMind’s is a provider of corporate networking solutions to keep retirees connected to their prior employers for purposes of mentoring, part-time work, consulting, training or acting as a resource © 2011 by Green Consulting Group LLC + Leading Futurists LLC 44
  45. 45. 50+@Work Why We Are a Good Fit and Choice Leading Futurists LLC John B. Mahaffie is co-founder and partner in Leading Futurists LLC, a consultancy that helps organizations explore the challenges and opportunities they face as society, technology, and the world change. John has worked as a futurist since 1987, giving keynote talks, researching and analyzing issues and trends, building scenarios, consulting, and authoring books and articles on the future. John co-authored Future Work: Seven Critical Forces Shaping Work and the Work Force in North America, Jossey Bass, 1990, and numerous reports and articles on the future of work and worklife. John’s mission, through his work, is to help people think differently, and face the future, prepared. Green Consulting Group LLC Dr. Katherine Green started Green Consulting Group LLC as a leadership, change management and aging workforce consultancy in 1999. In prior work, she held influential HR positions internally and as a consultant in various sectors: finance, transportation, technology, non-profit and Capitol Hill. Her interest in aging workforce issues began as a dissertation, broadened into research and publications for the International Labour Office on employment best practices for older workers, and evolved into years of speaking engagements in Japan, UK and US to professional, civic and business audiences. This new, exciting phase of work is strategic consulting on the 50+workforce: scenario exploration, staff training, management development, change consulting, leadership and human capital strategy. © 2011 by Green Consulting Group LLC + Leading Futurists LLC 45
  46. 46. Introduction 3 Scenarios Explore Envision Plan Resources 50+@Work Background and references     This guide is the result of a multi-year collaborative effort between John Mahaffie and Jennifer Jarratt, Leading Futurists LLC, and Dr. Katherine Green, Green Consulting Group LLC. The collaboration included educating business leaders, in eight US cities, about the benefits of and possible strategies to engage the 50+ workforce The subject of the 50+ workforce is significant and compelling. Our two companies bring substantial, long-term experience with the topic from our respective disciplines. We speak, consult, conduct research and publish on the issues and implications of a 50+ workforce from many angles. Separately, and together, we enable organizational leaders and their staff to anticipate, plan and execute fitting and appropriate change A few other sources provided content for this guide: Cappelli, Peter, and Bill Novelli, Managing the Older Worker: How to Prepare for The New Organizational Order, Boston: Harvard Business School Press, 2010. Critchley, Robert K., Doing Nothing Is Not An Option: Facing the Imminent Labor Crises, Ohio: Thomson Publishing, 2004. Hedge, Jerry, Walter C. Borman, and Steven E. Lammlein, The Aging Workforce: Realities, Myths, and Implications for Organizations, Washington, DC: American Psychological Association, 2006. Leading Futurists LLC contributes expertise in foresight, futures, trends analysis, and workplace issues. Green Consulting Group LLC specializes in the interplay of human capital, organizational performance and change leadership. The aging workforce has been a professional interest for over two decades © 2011 by Green Consulting Group LLC + Leading Futurists LLC 46

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