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W021709

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W021709

  1. 1. SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy<br />February 17, 2009<br />
  2. 2. Summary: Which of the following HR strategies and programs did your organization begin to initiate, expand or reduce in response to the current financial challenges in the U.S. economy?<br />Top three initiated HR strategies and programs:<br />Layoff/downsizing strategies = 51%<br />Workforce planning = 38%<br />Business competencies = 33%<br />Older worker strategies = 33%<br />Top three expanded HR strategies and programs:<br />Health care strategies = 71%<br />Communications strategies = 67%<br />Leadership/career development = 60%<br />Top three reduced HR strategies and programs:<br />Recruitment of top talent = 37%<br />Older worker strategies = 32%<br />Retention strategies = 24%<br />2<br />Source: SHRM Poll February 17, 2009<br />
  3. 3. 3<br />Changes as a Response to Current Financial Challenges:<br />Business Competencies<br />n = 145<br />Business Competencies: Programs designed to help your HR department better understand the economic forces challenging your business and the areas in which your department can maximize its bottom-line contribution.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  4. 4. 4<br />Changes as a Response to Current Financial Challenges:<br />Workforce Planning<br />n = 253<br />Workforce Planning: Strategic planning to determine your future workforce needs based on different economic scenarios. This includes the analysis of critical positions to identify talented employees who can be developed to fill specific positions or take on broader responsibilities.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  5. 5. 5<br />Changes as a Response to Current Financial Challenges:<br />Recruitment of Top Talent<br />n = 208<br />Recruitment of Top Talent: Targeted recruitment to take advantage of top-notch talent that becomes available as a result of the downturn.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  6. 6. 6<br />Changes as a Response to Current Financial Challenges:<br />Retention Strategy<br />n = 200<br />Retention Strategy: <br />A strategy that provides the necessary incentives to motivate your high performers to stay on board.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  7. 7. 7<br />Changes as a Response to Current Financial Challenges:<br />Older Worker Strategies<br />n = 96<br />Older Worker Strategies: <br />Various strategies aimed at retaining older workers, transferring knowledge from those leaving and attracting those who have retired back into the workforce.<br />Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  8. 8. 8<br />Changes as a Response to Current Financial Challenges:<br />Leadership/Career Development<br />n = 234<br />Leadership/Career Development: Initiatives designed to develop a diverse generation of leaders from within.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  9. 9. 9<br />Changes as a Response to Current Financial Challenges:<br />Communication Strategy<br />n = 264<br />Communication Strategy: Confidence-building internal communications from senior management and targeted communications with your employees to assure them of their value to your organization.<br />Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  10. 10. 10<br />Changes as a Response to Current Financial Challenges:<br />Layoff/Downsizing Strategies<br />n = 180<br />Layoff/Downsizing Strategies: Strategies that aim to avoid sudden large layoffs and minimize the effects of job reductions on employee morale. This includes voluntary furlough and time reduction programs used to reduce expenses.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  11. 11. 11<br />Changes as a Response to Current Financial Challenges:<br />Health Care Strategy<br />n = 231<br />Health Care Strategy:<br />Analyzing various health care options to reduce overall health care costs for organizations.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  12. 12. 12<br />Changes as a Response to Current Financial Challenges:<br />Retirement Plan Strategy<br />n = 126<br />Retirement Plan Strategy: Analyzing various retirement plan options to reduce overall costs for the organization.<br />Note: Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  13. 13. 13<br />In your opinion, to what extent are the following aspects of talent management a higher priority at your company now compared with the onset of the recession?<br />Note: Percentages do not total 100% due to rounding.Respondents who indicated “not applicable” were excluded from this figure.<br />Source: SHRM Poll February 17, 2009<br />
  14. 14. 14<br />Demographic Information/<br />Organizational Profile<br />
  15. 15. 15<br />Does your organization have operations in the U.S. only or multinationally?<br />n = 335<br />Source: SHRM Poll February 17, 2009<br />
  16. 16. 16<br />Organization Staff Size <br />n = 332<br />Source: SHRM Poll February 17, 2009<br />
  17. 17. 17<br />Organization Sector <br />n = 334<br />Source: SHRM Poll February 17, 2009<br />
  18. 18. 18<br />SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy<br />Methodology<br />An e-mail that included a link to the survey was sent to 3,000 random SHRM members.<br />The survey fielded February 17 – February 27, and four e-mail reminders were sent.<br />A total of 2,489 surveys were successfully delivered, and 339 HR professionals responded, yielding a response rate of 14%. <br />The number of respondents (indicated by “n”) varies because some respondents did not answer all of the questions.<br />

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