1. ©SHRM 2014 Workforce Planning: Aging and Employment Module 6: Staffing Barbara McIntosh, Ph.D., SPHR 2014 The development of this content was made possible through the support from a grant from the Alfred P. Sloan Foundation.

2. ©SHRM 2014 2 Overview: Staffing Staffing Strategies and Steps Audit and forecasting Tactics Reduction-in-force (RIFs) Retention Recruitment Internal Sources External Sources Selection Application blanks Interviews Tests Background checks References Physical Exams

3. ©SHRM 2014 Human Resource Age Profile Snapshot view of the organizational structure with numbers highlighting the age distribution of the workforce. Profile shows organization’s composition. For example: Age cohorts for entire organization Age cohorts within each department Age and length of service Age and time since last promotion (position change) Profile should identify: Vulnerability if either end of the age cohort spectrum is top heavy Need to balance a particular department 3

4. ©SHRM 2014 Forecasting: Transition Probability Matrix Time Period 1 A (350) B (320) C (250) D (550) END 280 (.80) 32 (.10) A 312 35 (.10) 224 (.70) B 259 200 (.80) C 200 25 (.10) 385 (.70) D 410 35 (.10) 64 (.20) 25 (.10) 165 (.30) OUT 289 4

5. ©SHRM 2014 Forecasting: Transition Probability Matrix Apply Probabilities in Time Period 2 Current A 360 B 330 C 250 D 600 Forecasted Staffing Levels.8 288.1 33 A 321.1 36.7 231 B 267.8 200 C 200.1 25.7 420 D 445 Need to Recruit A 39 B 63 C 50 D 155 5

6. ©SHRM 2014 6 Staffing: Reduction in Force (RIFs) if Labor Surplus Downsizing if labor surplus: Age profile implications? Are older workers disproportionately affected? Is layoff pattern legally defensible? What is the effect on the organization’s culture? Do older workers leave with valuable knowledge? Are there knowledge transfer programs in place? Are there part-time alternatives? Job-sharing? Can older workers be kept active through consulting relationships?

7. ©SHRM 2014 7 Staffing: Retention Tools if Labor Demand Challenging work Work flexibility Supportive organizational culture Life-long education opportunities Career transitions Prorated benefits Work-family supports (on-site child care/elder care)

8. ©SHRM 2014 Retention: Perceptions of the Ideal Job: AARP 2 014 8

9. ©SHRM 2014 Reported Reasons for Not Leaving: AARP 2014 9

10. ©SHRM 2014 10 Retention Tools Give older workers: Opportunity to use skills and talents Do useful work and help others A friendly work environment A culture of respect from the manager and co-workers

11. ©SHRM 2014 Retention Tools (continued) Flexible work arrangements: Flextime Reduced time (part time, part year) Flexible leave (to help meet care-giving obligations) Flex-careers (leaves, sabbaticals, rehearsal retirement) Flex-place (telecommuting, snow-bird programs) 11

12. ©SHRM 2014 Recruiting Internally Are jobs posted internally? Are skills and abilities adequately documented in the performance appraisal process to help with identification of internal candidates? Are employees (young and old) regularly asked about: >Career aspirations? >Desired moves? >Potential opportunities? >Receptiveness to rotation? 12

13. ©SHRM 2014 Staffing: Recruiting Externally Older Workers in the Labor Market 13

14. ©SHRM 2014 14 Staffing: Recruiting Older Workers How does an employer establish hiring criteria? Is a detailed job description used as a yardstick to measure job candidates, or is it a “gut feeling”? Do recruiting efforts include sources aimed at more experienced workers? Do sources include professional associations and networks? Are interviewers trained to avoid age bias? Are multiple interviewers used to avoid age bias?

15. ©SHRM 2014 15 Recruiting Sources Do recruiting efforts include sources aimed at more experienced workers? Former employees (retirees)? Are experienced workers asked to refer friends (networking)? Do sources include professional associations? Other employers in the industry (competitors’ retirees)? Are non-traditional sources tapped?  Churches  Golf courses  Alumni associations

16. ©SHRM 2014 Why Are Older Workers Looking for Work? Additional income: 40 percent Laid off from previous job: 18 percent Better salary: 7 percent Get out of the house: 6 percent Acquire or improve benefits: 4 percent Change career paths: 4 percent Unhappy at current job: 3 percent Source: Benz, J., Sedensky, M., Tompson, T., and Agiesta, J. (2013). 16

17. ©SHRM 2014 How Do Older Workers Job Search? 17

18. ©SHRM 2014 Older Job Seekers Experiences 18

19. ©SHRM 2014 Older Job Seekers Experiences “Twenty-two percent of adults age 50 years and older have searched for a job in the last five years. Of these adults age 50 years and older who have searched for a job in the last five years, 55 percent found the job search to be moderately or very difficult.” Source: Benz, J., Sedensky, M., Tompson, T., and Agiesta, J. (2013). 19

20. ©SHRM 2014 20 Selection: In-take and Screening Are gatekeepers (receptionists, assistants, recruiters) trained to treat applicants equally? Are there issues with the application form: Readability: 12 pt. type or larger? Adequate space for recording experience? On-line application – sorting by key words? Verification of older information?

21. ©SHRM 2014 Selection: Interviewing Are interviewers trained to avoid age bias? Are multiple interviewers, including an older employee, used to avoid age bias? Age-friendly interviewing/company visit process (stamina)? Education versus experience (weighting? tradeoffs?) 21

22. ©SHRM 2014 Selection : Testing Is testing one of the organization’s tools? Is it used for all candidates? Type of tests used? >Physical ability tests >Cognitive ability tests >Personality inventories >Work-sample tests >Honesty tests >Drug tests Issues >Reliability >Validity >Generalizability >Utility >Legality 22

23. ©SHRM 2014 Selection: Background Checks, References and Physical Exams Uniform procedures for all candidates Background checks for older workers: > Records may not be available > Verifying employment 40 years ago may be more difficult References for older workers: > More information may be available because of length of employment – all previous employers? Physical exams: > After the offer of employment > Pre-established criteria 23

24. ©SHRM 2014 Module 6: Staffing Summary Staffing Strategies and Steps Internal Sources/Tools: Audit and forecasting Tactics: Reduction-in-force (RIFs) Retention External Sources/Tools: Recruitment Selection Application blanks Interviews Tests Background checks References Physical exams 24