engaging, retaining & attracting: through community alicia m. dewey june 14, 2010

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Engaging, Retaining & Attracting: Through Community Alicia M. Dewey June 14, 2010 Slide 2 What do we need to know? Why do we care? Importance of Location. Whose responsibility is it? What resources do we have? Slide 3 Why Do We Care? The emphasis on a knowledge- based economy is causing a major demographic shift. It will have profound implications on the economic health of our nations. The Young and the Restless: Memphis, Impresa, Inc. Portland, OR. Slide 4 Four Generations in Workplaces Today Veterans/Builders Baby Boomers Gen X Gen Y Attracting Young People to Engineering. Institute of Public Works Engineering Australia. 5/26/05 Slide 5 Generation X: Post-Baby Boom Generation (1961-1979)Generation X: Post-Baby Boom Generation (1961-1979) Latch-key kids and divorces in record numbers Witnessed effects of recession and corporate restructuring Fiercely independent, skeptical, reduced sense of workplace loyalty and distrustful of authority Well educated, technologically-savvy, entrepreneurial More loyal to a type of work than a company Job security through skills, not employers Generation Y: (1980-1995)Generation Y: (1980-1995) Also called Millennials Outnumber Generation X 2:1 Product of society shifting from latch-key to more structured time away from parents Brought up on personal-autonomy and self-esteem building Most well educated Share WWII generation traits such as youthful optimism, conservative values, social/civic engagement and belief that hard work pays off Technologically competent Flexible multi-skilled risk takers; more global outlook; greater respect for authority & elders Slide 6 U.S. is moving from a 30-year era of rapid labor force growth to a period of much slower growth and likely shortages. That growth was driven by: maturing of the Baby Boom generation (beginning to retire); womens greatly increased economic role (no net additions to labor force); and the increase in college attainment (become a constant rate). The Shift Slide 7 Current Demographics As of April 2008: There were 10 million Baby Boomers in Canada (1 in 3) There are 35 million Americans over the age of 65 Presentation on the Future of Work, released Fall 2010, Bani Dheer. 4/2010. Slide 8 AndAs Far As Cities The metropolitan U.S. has three million fewer 25 to 34 year-olds in 2000 than it did in 1990 Slide 9 What Does It Mean? Young Workforce is KEY to the creative and knowledge economy! The shift creates an active competition for a limited supply of educated, and qualified young workers. Slide 10 What Do Young Jobseekers Want? (Something Other Than the Job) NY Times: What Do Young Jobseekers Want? (Something Other Than the Job). 9/6/07 Slide 11 The Statistics 25-34 year-olds are the hardest working segment of the population In their mid-20s, they are also at the peak of their mobility Between their 25 th -35 th birthdays, these young adults will start careers, find mates, start families and put down roots Slide 12 So. Once rooted in place, the likelihood that they will move declines precipitously The GREATEST OPPORTUNITY to ATTRACT AND RETAIN these workers is when they are young and mobile. It begs the question: How well are WE positioned to compete for this mobile and economically important group?It begs the question: How well are WE positioned to compete for this mobile and economically important group? Slide 13 WORK TO LIVE LIVE TO WORKYoung workers today WORK TO LIVE, not LIVE TO WORK. Social and cultural opportunities, volunteer work, and professional-related activities are, thus, extremely important to this group. The Lifestyle/Work Balance Slide 14 Other Important Factors to Weigh This group: Is likely to delay marriage Has an expectation of decreased job tenure Expects higher employment volatility Carries an increased emphasis on the balance between work and lifestyle They are looking for: opportunities for relationships, entertainment and stimulation characterized by vibrant communities. Slide 15 Location, Location, Location Priority of PlacePriority of Place Sixty-five percent of 1,000 respondents aged 24 to 35 who were asked by the Segmentation Company, a division of the marketing consultant Yankelovich, said they preferred to look for a job in the place that I would like to live, rather than look for the best job I can find, the place where it is located is secondary. Slide 16 Whose Responsibility Is It Anyway? Community Leaders Private Companies Not-for-Profits Slide 17 Community What Does Our Community Have To Do With It? Community factors such as: quality of life, community reputation, standard of living, and the potential for economic development are important considerations for any community when considering engaging, attracting and retaining young professionals. Attracting and Retaining Young People as an Economic Development Strategy, Rural Research Report: Illinois Institute for Rural Affairs. Fall, 2009. Vol. 20, Issue 5. Slide 18 What Can We Do? Communities must make a conscious effort to improve their quality of life Work toward expanding/refreshing their cultural, social & recreational opportunities Highlight unique assets such as waterways and mountains, and recreational areas Slide 19 Other factors to highlight for small towns and rural areas include: Scenic beauty, tidiness, attractiveness Safe streets Affordability Place for family Public Schools Sense of Community Low traffic Green Attracting and Retaining Young People as an Economic Development Strategy. Slide 20 Community Outreach Important to have easy access to materials that emphasize the communitys assets and opportunities and to share information with local businesses and educational institutions. This is often accomplished by a local Chamber of Commerce, as well as community groups. Local business owners and Local Officials should work toward getting young people involved on committees, boards, and work/community groups. Slide 21 Lifestyle / Work Balance Communities can assist young workers in meeting this balance, in order to engage, attract & retain them. involved connectedThey want to feel involved and feel that they are making a difference. They want to be connected with civic/not-for- profit groups. Example: Promoting cultural, recreational, and social events; volunteer opportunities; opportunities for more local involvement and chances to lead; and exposure to local young professionals groups. Powerpoint, Couch White, LLP. Slide 22 Company Whats Our Company Have to Do With It? When a company enters a community, it creates jobs and pays taxes. The resources that good companies invest in operations, workforce development, pro bono work, partnerships with local organizations and philanthropy have the potential to improve quality of life and build community capacity. GE Company website Slide 23 active participant mutually reinforcingThe company, however, must be an active participant. Since a companys workforce and operational strength depend upon the economic and social health of its communities, this relationship is mutually reinforcing. More than ever, a companys strength depends on the health of the community in which it operates. Work closely with the local communities to share information and create connections to local educational institutions and young professional groups. Slide 24 Lifestyle / Work Balance Companies must also determine how to help employees more easily achieve their lifestyle / work balance. Example: Job flexibility Job flexibility: Retention increases. And study after study shows productivity also shoots up. More than half of companies now say they offer flextime, and one-third allow telecommuting at least part-time, and even casual work environments. Challenging work Challenging work: upbringing and education has made them resistant to the notion of menial work. Career advancement Career advancement: opportunities for promotion early in the career are important, lateral movement to other departments, opportunities to work in other locations. Access to cutting-edge technology Access to cutting-edge technology: new and emerging technology valued. become more involved Also, companies can help young workers find ways to become more involved in their communities through things like volunteer opportunities and young professionals groups. Southern California Public Radio: More Employers Make Room For Work-Life Balance. 3/14/10 & Duleuth Superior Area Community Foundation. Slide 25 Retain How do we Retain? Young employees need to feel involved in order to be invested. Try offering your employees: New responsibilities Leadership training Education Offer Opportunities to Increase Connectivity! Slide 26 Not-for-Profit What Does Our Not-for-Profit Have to Do With It? Not-for-Profits are experiencing the same issues with young workers as private businesses many Board members will be retiring in the near future. Traditionally, Board members have come from leading donors and companies/organizations that support a non-profit This, however, does not typically attract young up-and-coming professionals or bring the diversity of experience and opinion that builds vibrancy in an organization or a community. Slide 27 Young Minds Attract Young Audiences They keep the cobwebs at bayThey keep the cobwebs at bay They help us question accepted practices and remix familiar elements to make new connections They are fundamental bridges to our organizations futures. Leading By Design: Younger Minds Attract Younger Audiences. 3/27/10 Slide 28 Other ideas Create an advisory board (junior committee) of young professionals to acquaint them with your mission, work, and their potential peers Expand your volunteer opportunities to build visibility for your organization and its efforts, as well as promote the civic opportunities in your community Slide 29 Young Professionals Groups Young professional groups can help communities and businesses expand and refresh the social