This document discusses workforce readiness and how the economy has influenced efforts in this area. It notes that while demographics, skills shortages, and technology were areas of focus in the past, the economy forced organizations to reduce headcount and focus internally instead of preparing for the future. The challenge now is to address both short and long-term workforce needs while considering current realities and future prospects.

1. Workforce
Readiness:
Should
the
Economy
Influence
our
Efforts?
Presented
by:
Kathryn
W.
Davanzo,
SPHR
Na5onal
Speaker,
Trainer
and
HR
Consultant
Represen?ng
CODA
Partners,
Inc.
&
Pelorus
Leadership
Group,
Inc.

2. Workforce
Readiness:
A
Broad
and
Complex
Issue
As
HR
professionals
it
is
our
responsibility
is
to
ensure
our
organiza?ons
have
the
human
capacity
(KSAs,
numbers)
to
execute
our
strategy
and
to
achieve
the
promise
of
our
vision.

3. Workforce
Readiness:
A
Broad
and
Complex
Issue
• The
demographics
predicted…
– Boomers
re?rements
will
lead
to
“brain
drain.”
– Age,
ethnicity
and
other
demographic
shiRs
will
challenge
how
we
communicate
and
lead.
• Experience
was
teaching
us…
– We
will
not
be
able
to
find
the
talent
we
need.
– Worker
expecta?ons
will
shiR.

4. Workforce
Readiness:
A
Broad
and
Complex
Issue
• Our
profession
and
public
media
preached…
– We
must
prepare
for
pending
skills
shortages.
– We
must
leverage
technology.
– We
must
learn
to
operate
in
a
global
talent
market.

5. Workforce
Readiness:
A
Broad
and
Complex
Issue
Then
the
economy
took
our
focus
off
the
future…
Instead
of
building
we
were
razing.
Instead
of
developing
talent
we
were
reducing
head
count.
Instead
of
hiring
we
were
firing.

6. Workforce
Readiness:
A
Broad
and
Complex
Issue
Today’s
HR
Challenge…
• Recognize
our
current
reali?es
and
our
future
prospects.
• Address
our
short
and
long
term
workforce
requirements.

7. Today…
• Trends
&
events
to
consider.
• Four
things
we
can
do
to
keep
things
balanced:
– Find
and
face
the
new
reali?es
– Look
back
first
– Seek
the
next
prac?ce
not
just
the
best
prac?ce
– Fund
the
future
first

8. Trends
SHRM
Was
Watching
in
2009
1. The
impact
of
the
global
recession
on
business
strategy
and
employees.
2. The
influence
of
social
networking,
especially
as
it
relates
to
recrui?ng.
3. The
con?nuing
importance
of
work/life
balance
as
employees
deal
with
mul?ple
caring
responsibili?es
and,
in
some
cases,
mul?ple
paid
jobs.
4. The
need
for
measurement
of
results
and
the
development
and
standardiza?on
of
key
HR
metrics.

9. Trends
SHRM
Was
Watching
in
2009
5. The
growing
need
for
organiza?ons
to
demonstrate
a
commitment
to
ethics,
sustainability
and
social
responsibility.
6. Safety
issues,
par?cularly
workplace
aggression
and
the
poten?al
impact
of
a
global
disease
pandemic.
7. The
importance
of
globaliza?on
and
integra?ng
markets.

10. What
SHRM
Was
Watching
in
2009
8. Con?nued
emphasis
on
performance
management.
9. The
ongoing
need
for
skilled
employees
and
concerns
about
the
ability
of
the
U.S.
educa?on
system
to
produce
the
needed
skilled
workers
of
the
future.
10.
Demographic
change
and
its
impact
on
diversity
and
labor
availability.
11. The
implica?ons
of
government
legisla?on.

11. Events
and
Trends
Impact
Economics
1. Who
is
working?
Technology
2. Where
are
we
working?
Demographics
3. When
are
we
working?
4. What
work
do
we
need
to
do?
Globaliza?on
5. How
will
we
define
our
Government
employment
rela?onship?

12. Culng
Edge
Careers
Changes
in
Work:
1. Asian
Business
Development
Specialist
2. Behavioral
Gene?cist
Some
of
the
3. Computa?onal
Biologist
fastest
growing
4. Data
Miner
5. Emergency
Planning
Manager
occupa?ons
today
6. Green-­‐Collar
Consultant
7. Health
Informa?cs
Specialist
did
not
even
exist
8. Immigra?on
Specialist
15
years
ago.
9. Offshoring
Manager
10. Pa?ent
Advocate
11. Simula?on
Developer
US
News
and
World
Report
12. Wellness
Coach
June
30,
2008

13. Cri?cal
Healthcare
IT
Jobs
Changes
in
Work:
1. Prac?ce
Workflow
Specialist
2. Informa?on
Management
Redesign
E-­‐Healthcare
Specialist
Systems
3. Clinician-­‐Prac??oner
Consultant
T&D
Magazine
4. Implementa?on
Support
Specialist
February,
2010
5. Technical-­‐soRware
Support
Staff
6. Trainers

14. Changes
in
Who
Is
Working
on
What
As
of
2005
there
was
a
shortage
of
40,000
principals.
How
has/will
this
change
schools
Harriet
Hankin
and
educa?on?
The
New
Workforce

15. Changes
in
the
Workforce
2006
US
Census
Bureau
–
Labor
Force
Trends
T
M
Millennials
Millenials
20%
20%
Gen
Xers
Boomers
X
Tradi?onalists
B
26%
34%

16. Changes
in
the
Workforce
2012
US
Census
Bureau
–
Labor
Force
Trends
T
15%
M
Millennials
Millenials
33%
Gen
Xers
B
Boomers
30%
X
Tradi?onalists
22%

17. Changes
in
the
Workforce
2016
US
Census
Bureau
–
Labor
Force
Trends
T
7%
Millennials
Millenials
M
B
37%
Gen
Xers
33%
Boomers
X
23%
Tradi?onalists

18. Changes
in
the
Workforce:
Ethnicity
Hispanics
are
the
second
largest
segment
of
the
US
labor
force
2005
Projected
for
2050
Hispanics
represented
Hispanics
will
represent
14%
of
the
popula?on
32%
of
the
popula?on
22%
of
the
workforce
55%
of
the
workforce

19. Changes
in
Where
We
Work
At
the
company?
Offshore?
On
the
road?
At
home?

20. How
We
Work
–
Skill
ShiFs?
• Encyclopedias
• Newspapers
–
• Musical
Ar?sts
• Boat
Sales
–
• Temp
Agencies
–
• Your
Industry????

21. How
will
we
define
the
employment
relaKonship?
• Tradi?onal
• Temporary
• Virtual
• Contract
• Crowd
Sourced

22. What
Should
We
Do?
• Find
and
face
the
new
realiKes
• Look
back
first
• Seek
the
next
prac?ce
• Fund
the
future
first

23. Has
Your
Road
Changed?

24. Business
Environment
Strategy
Financial
picture
Challenges
Regula?ons
Opportuni?es
Market
Required
Skills
Customers
Available
Skills
Rela?onship
with
EEs

25. Where
was
HR?
Michael
Losey,
SPHR,
CAE,
Former,
CEO,
SHRM

26. Find
the
Facts
When
you
turn
over
rocks
and
look
at
all
the
squiggly
things
underneath,
you
can
either
put
the
rock
down,
or
you
can
say,
‘My
job
is
to
turn
over
rocks
and
look
at
the
squiggly
things,’
even
if
they
scare
the
hell
out
of
you.”
Fred
Purdue,
Pitney
Bowes
Execu?ve
quoted
in
Good
to
Great

27. The
Stockdale
Paradox
Retain
faith
that
you
will
prevail
in
the
end,
regardless
of
difficul?es
and
at
the
same
5me
Admiral
James
Bond
Stockdale
confront
the
most
brutal
facts
of
your
current
reality,
whatever
they
might
be.

28. Some
of
today’s
facts
we
must
face
Economic
Downturn
Past
Recessions
This
is
not
•
•
Recession
of
(1902
-­‐
1904)
Panic
of
1907
(1907
–
1908)
• Post-­‐WWI
recession
our
first
•
•
Great
Depression
(1929
to
late
1930s)
Recession
of
(1945)
recession!
•
•
Recession
of
(1948
-­‐
1949)
Post-­‐Korean
War
Recession
(1953
-­‐
1954)
• Recession
of
(1957
-­‐
1958)
• Recession
of
(1960
-­‐
1961)
• Bond
Inversion
of
(1965
-­‐
1967)
• Recession
of
(1969
-­‐
1970)
• 1973
oil
crisis
(1973
-­‐
1975)
• 1979
energy
crisis
-­‐
1979
un?l
1980
• Early
1980s
recession
-­‐
1982
and
1983
• Late
1980s
recession
-­‐
1988
to
1992
• Early
2000s
recession
-­‐
2001
to
2003

29. Remember
trends
are
not
certain?es
Categories
of
55+
Workers
• Mature
Workers
–
with
financial
resources
• Mature
Workers-­‐
without
financial
resources
• Working
Re?red
• Tradi?onal
Re?rees
• The
numbers
in
each
category
just
changed.
• Their
age
did
not
change.
• Turnover
due
to
re?rement
deferred.
• Numbers
reaching
re?rement
age
con?nues
to
increase.

30. Have
You
Let
the
Current
Reality
Dictate
Your
Future?
Glaring
gap
exists
between
the
leadership
skills
organiza?ons
have
now
and
the
ones
they
will
need
five
years
from
now.
Understanding
the
Leadership
Gap
Center
for
Crea?ve
Leadership,
2009
• Leading
people
4
skills
• Planning
strategically
leaders
will
• Inspiring
commitment
most
need
• Managing
change

31. What
is
Your
Current
State
of
Preparedness?
Leadership
Succession
14%
Companies
that
are
not
sure
if
they
have
enough
leadership
successors
32%
in
place
Companies
that
do
not
have
enough
leadership
successors
in
place
Companies
that
have
enough
54%
leadership
successors
in
place
OI
Partners
–
T&D
Magazine,
Feb,
2010

32. What
Should
We
Do?
• Find
and
face
the
current
reali?es
• Look
back
first
• Seek
the
next
prac?ce
• Fund
the
future
first

33. “We
make
sense
of
the
world
retrospecKvely,
and
all
understanding
originates
in
reflecKon
and
looking
backward….We
construct
the
future
by
some
kind
of
extrapola?on,
in
which
the
past
in
the
prologue,
and
the
approach
to
the
future
is
backward
looking.”
Hypothesis
of
the
One-­‐Way
Mirror
Omar
A.
El
Sawy
–
USC

34. The
Janus
Effect
A
Study
of
CEOs
by
Dr.
Omar
A.
El
Sawy
List
ten
things
that
happened
in
the
past
and
ten
things
that
might
happen
to
you
in
the
future.
Future
Time
Look
Toward
Reviewed
Horizon
Future
First
Past
First
Mean
Time
In
1.8
years
3.2
years
Future
Maximum
Time
in
5.1
years
9.2
years
Future
Minimum
Time
in
0.2
years
0.4
years
Future

35. not
going
alone…I
meant
my
ancestors.
I
…
will
call
into
the
past
–
far
back
to
the
beginning
of
?me
and
beg
them
to
come
and
help
me
at
the
judgment.
I
will
reach
back
and
draw
them
into
me
and
they
must
come.
For
at
this
moment
I
am
the
whole
reason
they
have
existed
at
all.
Cinque
Who
we
are,
is
who
we
were.
John
Quincy
Adams

36. Where
we
were
shows
us
where
we
can
go
Dr.
Arthur
F.
Kirk
President
Saint
Leo
University

37. “The
farther
back
you
can
look,
the
farther
forward
you
are
likely
to
see.”
Winston
Churchill

38. Four
score
and
seven
years
ago,
our
fathers
brought
forth
upon
this
con?nent
a
new
na?on:
conceived
in
liberty,
and
dedicated
to
the
proposi?on
that
all
men
are
created
equal.
Now
we
are
engaged
in
a
great
civil
war.
.
.tes?ng
whether
that
na?on,
or
any
na?on
so
conceived
and
so
dedicated.
.
.
can
long
endure.
We
Ge`ysburg
are
met
on
a
great
bawlefield
of
that
war.
Address
…..
It
is
rather
for
us
to
be
here
dedicated
to
the
great
1863
task
remaining
before
us.
.
…that
this
na?on,
under
God,
shall
have
a
new
birth
of
freedom.
.
.
and
that
government
of
the
people.
.
.by
the
people.
.
.for
the
people.
.
.
shall
not
perish
from
the
earth.

39. What
Should
We
Do?
• Find
and
face
the
current
reali?es
• Look
back
first
• Seek
the
next
pracKce
• Fund
the
future
first

40.
Seek
the
Next
Prac?ce
Not
Just
the
Best
Prac?ce
Best
Prac?ce
vs.
Next
Prac?ce
What
works?
Could
work
bewer?
Current
Focus
Future
Focus
Adop?ve
Adap?ve

41. What
Should
We
Do?
• Find
and
face
the
current
reali?es
• Look
back
first
• Seek
the
next
prac?ce
• Fund
the
future
first

42. Fund
the
Future
First
–
Peter
Drucker
OperaKng
Budget
Future
Budget
• To
maintain
current
business
• To
posi?on
business
for
future.
• 80%
to
90%
of
all
expenditures
• 10%
to
20%
of
all
expenditures.
• "What
is
the
minimum
we
need
to
• What
is
the
maximum
this
ac5vity
spend
to
keep
opera?ons
going?"
needs
to
produce
op5mal
results
• And
in
bad
?mes
it
should,
indeed,
be
• And
in
bad
?mes
(not
catastrophic)
it
adjusted
downward.
should
be
maintained.
.

43. Fund
the
Future
First
-­‐
People
Without
Leadership
Development….
• Loss
or
decrease
of
ability
to
innovate
43%
• Employee
burnout
57%
• Unprepared
people
assuming
higher
level
of
posi?ons
due
to
lack
of
available
talent
72%
• Loss
of
business/market
share/revenue
36%
• Other
3%
US
CPP,
Inc.
Survey
WORKPLACE
AND
SUCCESSION
MANAGEMENT
IN
A
CHANGING
WORLD,
Nov
2007
-­‐Jan
2008

44. Fund
the
Future
First
-­‐
People
• Recession
of
2001
-­‐
Companies
cut
back
on
development
• Result
-­‐
a
mul?-­‐year
rebuilding
to
get
back
to
the
status
quo.
• Sacrificed
the
future
for
a
more
comfortable
present.
• Developing
employees
and
providing
career
opportuni?es
are
top
drivers
of
employee
engagement.
• Companies
with
higher
percentages
of
engaged
employees
perform
bewer
from
a
financial
perspec?ve
than
their
industry
peers.

45. Is
your
organiza?on
ready
to
leave
the
star?ng
blocks?

46. Today…and
Tomorrow!
• Trends
&
events
to
consider.
• Four
things
we
can
do
to
keep
things
balanced:
– Find
and
face
the
new
reali?es
– Look
back
first
– Seek
the
next
prac?ce
not
just
the
best
prac?ce
– Fund
the
future
first

47. The
Pelorus
An
ancient
naviga?on
instrument
used
to
take
bearings
and
to
find
speed
and
distance
from
offshore.
Used
to
calibrate
the
compass.
A
Pelorus
has
a
fore
sight
and
a
rear
sight
allowing
the
navigator
to
plot
the
best
course
from
where
one
has
been
to
where
one
wants
to
go.

48. Kathy
Davanzo,
SPHR
-­
National
Speaker,
Trainer,
HR
Consultant
and
Facilitator
Kathy
uses
her
easy
and
genuine
connection
to
her
audience
to
create
a
highly
interactive
learning
environment
incorporating
stories,
humor,
thoughtful
quotes
and
concepts,
her
experiences
and
the
experiences
of
her
audience
into
a
dynamic,
fast
paced
and
informative
event.
Kathy
provides
keynotes,
workshops
and
break-­‐out
sessions
to
help
participants
clarify
and
articulate
their
personal
leadership
point
of
view;
recognizing
that
a
leader
who
can
clearly
de@ine
and
communicate
his
or
her
strengths,
experiences,
and
vision
will
experience
greater
and
sustained
leadership
effectiveness.
Recently,
her
research,
writing
and
speaking
events
have
also
focused
on
the
way
generational
in@luences
are
impacting
the
way
we
lead
and
the
way
work
gets
done.
Kathy
holds
a
bachelor’s
degree
in
English
and
Communications
Education
from
Miami
University
and
a
master’s
degree
in
Education
from
the
University
of
Miami.
Kathy
is
a
certi@ied
administrator
of
the
Leadership
Spectrum
Pro@ile
and
the
Con@lict
Dynamics
Pro@ile.
She
is
a
member
of
the
Advisory
Council
for
the
Institute
for
Professional
Development
at
Saint
Leo
University.
Kathy
is
a
Senior
Partner
with
CODA
Partners,
Inc.-­‐
provider
of
the
Leadership
POV™
programs
and
the
President
of
Pelorus
Leadership
Group,
Inc.,
a
training
and
consulting
@irm.
Kathy
is
an
avid
sailor,
and
when
not
sailing,
she
resides
in
Gulfport,
Florida
with
her
husband,
Charlie.
6860
Gulfport
Blvd.
S.
#343
727-­‐302-­‐9170
St.
Petersburg,
FL
33707
727-­‐743-­‐1430
www.codapartners.net
www.peloruslead.com
Kathy@codapartners.net
Kathy@peloruslead.com