Encore.org's Research at a Glance

1. Building a Better Future for Future Generations
Updated July 2017
Encore.org's Research at a Glance

2. Encore.org is a national nonprofit that is
committed to creating a better future for future
generations, by building a movement to
channel the skills and talents of experienced
adults in second acts for the greater good.

3. Generation “War”? Survey Finds Few Takers (2016), Slide 4
Two-thirds of Americans believe that generational and demographic diversity are national strengths, and see life after 60
as a time of growth and giving back.
Doing Good by Doing Well (2016), Slide 7
Encore Fellows placed in nonprofits make lasting, positive contributions.
The Encore Talent Impact Project (2016), Slide 9
Encore talent’s maturity and experience yield significant, positive effects on communities.
Building Momentum for Encore Careers (2015), Slide 11
Interest in encore careers has risen steadily since 2011, as financial concerns have lessened.
Back to School for Encore Talent (2015), Slide 13
Two-thirds of college-educated people 50-70 years old are open to training and education to transition into encore roles.
Challenges to Giving Back (2015), Slide 14
Lack of time, opportunities, knowledge and corporate support discourage many people near retirement from volunteering.
The Persistence of Purpose (2014), Slide 16
Encore roles appeal to more than 25 million Americans 50-70 years old.
Working to Make a Difference (2014), Slide 19
Encore roles tap a sense of purpose and yield greater satisfaction than prior careers, despite concerns about health care,
income and benefits.
New Roles, Few Rules: Nonprofit Leaders in Transition (2014), Slide 22
Moving into new roles requires planning, preparation -- and a leap of faith.
Second Acts in Prime Time (2014), Slide 24
Few private-sector companies support retirees’ transitions to paid careers in the nonprofit sector.
The New Lifecycle of Work (2012), Slide 26
Nonprofit leaders prefer flexible or pro-bono professional roles over “leisure” retirement.
Highlights from Encore.org Research

4. From Generation “War”? Survey Finds Few Takers, 2016.
Generation “War”: Survey Finds Few Takers
 Most Americans (66 percent) believe that generational and demographic diversity, and
cooperation across the generations, can be a source of national strength.
 There is little popular support for the idea of generations in conflict/at “war.”

5. From Generation “War”? Survey Finds Few Takers, 2016.
Generation “War”: Perceptions and Expectations of the Encore Years
 Adults of all ages believe that
life after 60 is or will be a
time of personal growth and
giving back.
 Two-thirds of survey
respondents believe that an
increasing number of 60+
Americans is good for the
country.

6. From Generation “War”? Survey Finds Few Takers, 2016.
Generation “War”: Older Generations Continue to Nurture Younger Family
 57 percent of adults over 60 provide
caregiving and/or financial support to
their children and grandchildren.
 Nearly half help out caring for
grandchildren.
 Older adults are held in high esteem
across the generations.

7.  Encore.org’s Encore Fellowships Network® matches skilled professionals with social-
purpose organizations in stipended, high-impact placements.
 Encore Fellows make lasting, positive contributions to the organizations they serve.
 Nonprofits benefit by tapping the smarts, finesse and proven ability that experienced
talent confers – at a below-market price tag.
Encore Fellows Build Nonprofit Capacity
Adapted from Doing Good by Doing Well, 2016.

8.  Project management skills
 “People” skills
 Flexibility with schedules and environment
 Motivation and initiative
 Openness to learning new organizations’ culture, mission and values
The Encore Difference: Proven Strengths
Encore Fellows’ strengths are broad and deep. They include:
Adapted from Doing Good by Doing Well, 2016.

9. Measuring the Impact of Encore Talent
Adapted from The Encore Talent Impact Project, 2016.
Encore engagements have a lasting, positive effect on communities, in
capacity-building and direct-service roles.
People in encores:

10. Experience, Maturity Matter
Encore Fellows’ experience and maturity contribute to their impact.
Qualities most often noted:
 Knowledge/background in a discipline, practice or area of expertise
 Capacity to work well with an established team
 Ability to explain, mentor, coach and build relationships
 Skills to manage of complex dynamics
 Awareness of diverse perspectives/alternative points of view
Adapted from The Encore Talent Impact Project, 2016.

11.  Interest in encore careers rose by 17 percent from 2011 to 2014.
 55 percent of all people surveyed aim to help others in potential encores.
 Financial concerns have lessened dramatically – from one in three respondents in
2011 to one in eight in 2014.
 Flexible schedules – to accommodate part-time work and caregiving commitments,
for example – continue to be highly valued.
Adapted from Building Momentum for Encore Careers, 2015.
Building Encore Momentum: Interest Climbs, Worries Drop

12.  Two in five people 50 to 70 years old express interest in
starting a business or nonprofit.
 One in four cite advancing the social good as a strong
motivator.
 Concerns about encore income have dropped by two-
thirds since 2008.
 Interest in entrepreneurship rose by 50 percent:
o 29 million potential entrepreneurs in 2014
o 17 million potential entrepreneurs in 2011
 Concerns persist regarding age discrimination
(decreased by half since 2011) and finances (greater
concerns for people generally earning less or with lower
educational attainment)
Encore Entrepreneurship: Interest Rising Rapidly
Adapted from Building Momentum for Encore Careers, 2015.

13.  Two-thirds of college-educated people age 50 to 70 are open to training and education
to advance their transition to encore roles.
 They report a strong sense of direction and purpose, the desire to share/pass along
knowledge and they appreciate the value of making a difference in the lives of others.
 Most prefer part-time certificate or credential opportunities over traditional degree-
earning curricula.
 About half prefer hybrid learning models that blend online and in-person instruction.
Training, Education and Encore Roles
Adapted from Back to School for Encore Talent, 2015.

14. Barriers to Giving Back
46%
30%
16%
15%
14%
Lack of time
Financial obligations
Lack of opportunities that align to the
causes that matter to them most
Lack of opportunities that best leverage
their professional skills and experience
Lack of knowledge regarding where to
look for social impact opportunities
People considering encore roles identify a range of potential barriers:
Unpublished data, 2015.

15. 1 in 3 Nearing Retirement are Interested in Using Professional Skills to Have a Social Impact
Interested
33%
Not interested
27%
Unsure
40%
Two in ten (19 percent) of those currently working would consider greater involvement in
skills-based volunteering if they were to receive company support/guidance.
Unpublished data, 2015.

16.  More than 25 million Americans age 50 to 70 want to
share their skills, passions and expertise in encore
careers that address social needs.
 Of this group, more than 4.5 million people are already
working for social impact.
 Another 21 million are ready to join them, most before
2020.
 Encore careers hold broad appeal across education
level and economic status. People in encore roles
express high levels of satisfaction, compared to earlier
careers.
 As encore interest rises, economic concerns lessen:
Worry about encore-career income, expressed by one
in three people in 2011, was a concern for one in eight
in 2014.
The Persistence of Purpose: Encore Appeal is Broad and Deep
Adapted from The Persistence of Purpose, 2014.

17.  Encore careers are potentially powerful sources of human talent, passion and
expertise.
 Encores involve serious, standing commitments. More than one-third of people in
encores have worked a decade or longer in their encore role.
 On average, people in encores work about 21 hours a week.
 Of those planning encores, most anticipate devoting 5 to 14 years to their encore
roles, even when encores entail something different than their primary work in
midlife.
 Social impact, and particularly work that affects broad swaths of communities, is a
consistent goal.
Adapted from The Persistence of Purpose, 2014.
Encores Harness Powerful Talent, Entail Real Commitment

18.  One in five people in encores completed high school
or the equivalent, and did not attend college.
 One in four attended some college; one in six earned
an associate’s degree, professional certificate or
license.
 Two in five earned four-year or advanced degrees.
 Nearly three in five people in encore roles report
household incomes under $45,000.
 One in seven report total household incomes above
$90,000.
Encores Are for Everyone
People in and planning encore careers span the full educational and
economic spectrum.
Adapted from The Persistence of Purpose, 2014.

19.  People interested in encore careers seek the opportunity to pass knowledge on to
future generations.
 Concerns about maintaining health care and other benefits outweigh worries about
changes in status or stress in encore roles.
 Nonetheless, obstacles persist: More than half of people in encore careers earn less
than they did working full-time in their midlife roles; about two-thirds gain fewer
health and retirement benefits.
Adapted from Working to Make a Difference, 2014.
Working to Make a Difference

20.  Less stress
 More pleasure
 Work that better reflects “who they are” – identity
and values
 Greater opportunity to contribute
What’s Important in Encore Roles?
Most people in encore roles find their encores at least as satisfying as
earlier work, due to:
Adapted from Working to Make a Difference, 2014.

21.  Seek greater personal meaning and satisfaction at work
 Express the desire to pass knowledge on to future generations
 Worry less about status and job-related stress than access to benefits and health care
 Anticipate that their encores will involve less stress, greater pleasure and self-
expression, and greater opportunities to contribute
 Acknowledge a potentially significant earnings drop in encore roles
The Power of Motivation in Encore Roles
Most people drawn to encore roles:
Adapted from Working to Make a Difference, 2014.

22. New Roles, Few Rules: Nonprofit Leaders in Transition
Adapted from New Roles, Few Rules, 2014
 Nonprofit leaders report that moving into encore roles requires adequate preparation --
and a leap of faith, abandoning the familiar for a new role in flexible, paid or pro bono
work.
 Leaders are comfortable using resources to inform and direct their transitions, including
life transition courses, life coaching, leadership training and other professional
development.
 Many experienced leaders contemplating encores cite a do-it-yourself mentality, with
little practical guidance, tools or systems and few role models/examples.

23. Developing Resources for Nonprofit Leaders
 Financial planning
 Peer support
 Coaching (to discern next steps)
 Practical tools to guide decision-making (worksheets, checklists, etc.)
 Information on fellowships and sabbaticals and on moving into advocacy/activism
Leaders identified specific areas where transition resources would be
useful:
Adapted from New Roles, Few Rules, 2014

24. The Challenge
• Of 91 companies surveyed, only 25 (27 percent) offer general
support to employees who want to transition to a new career after
retirement.
• Only five have programs to support transitions to paid careers in the
nonprofit sector.
Key Reasons Companies Lack a Second Act program
Rank Obstacle
1 Not a strategic focus for my company
2
Cannot afford to lose experienced
workers
3 Small retirement eligible population
4 Lack of senior management advocate
5 Lack of budget
From The Conference Board, Second Acts in Prime Time, 2014.

25. The Opportunity
Yet, such programs offer multiple benefits to employers,
including:
 Employees who are more engaged and challenged as they approach retirement
 Enhanced links to the the communities they serve and the achievement of social
responsibility goals
 Support for a strategic commitment to science, engineering, math and
technology (STEM) education and future workforce skills
 More effective knowledge transfer and access to expertise after retirement
From The Conference Board, Second Acts in Prime Time, 2014.

26. Continued Purpose and Commitment, Not Retirement
Adapted from The New Lifecycle of Work, 2012.
Nonprofit and other leaders overwhelmingly reject the “leisure”
retirement model in favor of continued, flexible paid or pro bono
work.
 Long-term nonprofit leaders seek new ways to use their expertise to promote social
good – but need support in navigating their exit and encore transition, especially
regarding financial concerns and benefits.
 Organizations can harness seasoned leadership talent by providing meaningful encore
roles and opportunities; expertise is portable and transfers across organizations and
sectors.
 The nonprofit community can build capacity and retain/share knowledge, by
establishing pathways for paid/pro bono roles that tap leaders’ experience, knowledge
and desire to continue to contribute.