©SHRM 2014 Workforce Planning: Aging and Employment Module 6: Staffing Barbara McIntosh, Ph.D., SPHR 2014 The development of this content was made possible.

©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.

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Overview: StaffingStaffing Strategies and StepsAudit and forecastingTactics

• Reduction-in-force (RIFs)• Retention

Recruitment• Internal Sources• External Sources

Selection• Application blanks• Interviews• Tests• Background checks• References• Physical Exams

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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

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Forecasting: Transition Probability Matrix Time Period 1

A (350)

B (320)

C (250)

D (550)

END

280(.80)

32(.10)

A312

35(.10)

224(.70)

B259

200(.80)

C200

25(.10)

385(.70)

D410

35(.10)

64(.20)

25(.10)

165(.30)

OUT289

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Forecasting: Transition Probability Matrix Apply Probabilities in Time Period 2

CurrentA360

B330

C250

D600

ForecastedStaffingLevels

.8288

.133

A321

.136

.7231

B267

.8200

C200

.125

.7420

D445

Need toRecruit

A39

B63

C50

D155

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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?

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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)

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Retention: Perceptions of the Ideal Job: AARP 2014

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Reported Reasons for Not Leaving: AARP 2014

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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

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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)

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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?

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Staffing: Recruiting ExternallyOlder Workers in the Labor Market

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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?

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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

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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).

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How Do Older Workers Job Search?

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Older Job Seekers Experiences

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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).

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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?

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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?)

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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

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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

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Module 6: Staffing SummaryStaffing Strategies and StepsInternal Sources/Tools: Audit and forecasting Tactics:

• Reduction-in-force (RIFs)• Retention

External Sources/Tools:RecruitmentSelection

• Application blanks• Interviews• Tests• Background checks• References• Physical exams

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