Emerging Trends in Human Resources: Top 10 Workplace Trends For 2006-2007 According To HR Professionals

Emerging Trends in Human Resources
Presented by: Keith J. Greene, SPHR Vice President, Member Relations SHRM
Serve the Professional. Advance the Profession.
Top 10 Workplace Trends for 2006-2007 According to HR Professionals

10. Vulnerability of technology to attack or disaster 9. Work intensification as employers try to increase productivity with fewer employees 8. Increase in identity theft 7. Rise in number of individuals and families without health insurance 6. New attitudes towards aging and retirement as baby boomers reach retirement age

2003 SHRM
Top 10 Workplace Trends for 2006-2007 According to HR Professionals

5. Retirement of large numbers of baby boomers (those born between 1945 and 1964) at around the same time 4. Increased demand for work/life balance 3. Threat of increased health care/medical costs on the economic competitiveness of the United States 2. Increased use of outsourcing (offshoring) of jobs to other countries 1. Rising health care costs SOURCE: SHRM Workplace Forecast
2003 SHRM
Top 10 Demographic Trends for 2006-2007

10. Growth in the number of employees for whom English is not their first language 9. Implications of the Latino/Hispanic population as the nations largest minority group 8. Growth in the number of employees with eldercare responsibilities 7. Generational issues: Recognizing and catering to groups such as Gen Y (born 1980-2000) and Gen X (born 1965-1980) 6. Increase in the age individuals choose to retire
2003 SHRM
Top 10 Demographic Trends for 2006-2007

5. Growth in number of employees who have both eldercare and childcare responsibilities at the same time (sandwich generation) 4. Retirement of large numbers of baby boomers (born 1945-1964) at around the same time 3. Demographic shifts leading to a shortage of skilled workers 2. Aging of the workforce 1. Aging population driving an increase in health care costs SOURCE: SHRM Workplace Forecast
2003 SHRM
Actions Organizations Are Planning to Take in Response to Demographic Trends

Investing more in training and development to boost skills levels of employees Succession planning Changing employment practices to avoid charges of discrimination based on sexual orientation Changing employment practices to avoid charges of discrimination based on ethnicity Changing employment practices to avoid charges of racial discrimination Training line managers to recognize and respond to generational differences
2003 SHRM
Do you (Baby Boomers) want to work into retirement?

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No
71% said yes, with many with many looking for part-time jobs or an opportunity to move in and out of the workforce perhaps during a period as long as 10 years. The study, conducted by Harris Interactive, involved online interviews with more than 5,000 adults aged 25 years to 70 years. (5/06)

2003 SHRM
WHY Do you (Baby Boomers) want to work into retirement? To remain mentally and physically active I want to try new professions Earning money

2003 SHRM
How prepared is your company for boomers reaching retirement age?

On track to deal with the retirements 24% In the midst of preparing 27% Just getting started 17% My company hasnt given it much thought 31% SOURCE: Harris Interactive study involving telephone interviews with executives in more than 1,000 companies (5/06)
2003 SHRM
Steps in Preparation for Possibility of Worker Shortage Due to Baby Boomer Retirement Providing continuous skills training for incumbent workers (to update workers skills and keep workers ahead of the curve) Researching and potentially modifying pay scales to ensure competitiveness Providing baby boomers information regarding retirement planning considerations Offering flexible benefits packages for employees Increasing recruiting efforts overall

2003 SHRM
Top 10 Economic Trends for 2006-2007
10. Demand for greater transparency of corporate financial position 9. Under-funding of pensions 8. Continued corporate downsizing and bankruptcies 7. Continued mergers and acquisitions activity 6. Labor shortage only at the high-skilled level

2003 SHRM
Top 10 Economic Trends for 2006-2007

5. Changes in corporate governance as a result of scandals/Sarbanes-Oxley Act 4. Labor shortage at all skills levels 3. Continued expansion of global business and increased interdependence of countries and cultures 2. Rising retiree benefit costs 1. Threat of increased health care/medical costs on the economic competitiveness of the United States SOURCE: SHRM Workplace Forecast
2003 SHRM
Economic Trends Most Likely to Have a Major Impact on or Cause a Radical Restructuring of the Workplace
Threat of increased health care/medical costs on the economic competitiveness of the United States Rising retiree benefit costs Continued expansion of global business and increased interdependence of countries and cultures Labor shortage at all skills levels Changes in corporate governance as a result of scandals/Sarbanes-Oxley Act

2003 SHRM
Actions Organizations Are Taking or Planning to Take in Response to Economic Trends Hiring workers (or increasing size of workforce) Increasing expectations of employee productivity to offset benefits cost increases Increased investment in recruiting and retaining highly specialized knowledge workers Raising wages Decrease in health care benefits

2003 SHRM
Top Five Issues Three to Six Months After a Merger

1. Ensuring Effective Leadership from Top Management (87%) 2. Choosing the Top Team (85%) 3. Communicating Effectively with Employees (75%) 4. Keeping Top Talent (65%) 5. Aligning the Cultures of the Organizations Involved (47%) SOURCE: Towers Perrin
2003 SHRM
Top 10 Employment Trends for 2006-2007

10. Privacy concerns of employees 9. More employees with untreated physical and mental health conditions due to an increase in health care costs and the number of uninsured 8. Establishment of a link between pay and performance 7. Greater demand for flextime 6. A continued change in negotiating strategies, tactics and processes used by labor and management caused by business pressure to remain competitive
2003 SHRM
Top 10 Employment Trends for 2006-2007

5. Work intensification as employers try to increase productivity with fewer employees 4. Employee backlash against rising benefits costs 3. Employee security concerns 2. Rising health care costs 1. A greater emphasis on employers to develop retention strategies for current and future workforce SOURCE: SHRM Workplace Forecast
2003 SHRM
Actions Organizations Are Taking or Planning to Take in Response to Employment Trends Increasing spending on learning and training initiatives Shifting to the use of HSAs to offset the increase in health care costs Increasing use of flextime Decreasing health care benefits Increasing use of customized employee benefits packages

2003 SHRM
Top 10 International Trends for 2006-2007

10. Increased security for expatriates abroad to ensure personal and business safety and to deal with terrorist kidnapping and blackmail 9. Pressure for development of global labor standards 8. Heightened awareness of cultural differences 7. Increase in offshoring 6. Growing economic interdependence among world's countries

2003 SHRM
Top 10 International Trends for 2006-2007

5. Cross-cultural understanding/savvy in business settings 4. Stricter cross-border policies for global business practices 3. Continued acceleration for global change 2. Economic growth of Asia 1. Desire of companies to expand into global marketplace SOURCE: SHRM Workplace Forecast

2003 SHRM
10
Actions Organizations Are Taking or Planning to Take in Response to International Trends Expanding into global marketplace Giving more consideration to regional political issues when making decision to invest abroad Increasing security for expatriate employees Offshoring manufacturing jobs to developing countries Offshoring white-collar jobs to developing countries

2003 SHRM
Most Attractive Offshoring Destination Countries in 2005

1. India 2. China 3. Malaysia 4. Philippines 5. Singapore 6. Thailand 7. Czech Republic 8. Chile 9. Canada 10. Brazil
SOURCE: A.T. Kearney 2005 Global Services Location Index

2003 SHRM
11
Top 10 Political Trends for 2006-2007

10. Use of ballot initiatives to establish employment-related laws 9. Increased grassroots pressure on corporations to change specific business practices 8. Changes in state laws relating to same-sex unions 7. Devolution of power to states 6. Increase in the legal retirement age

2003 SHRM
Top 10 Political Trends for 2006-2007
5. Retirement benefits portability 4. Proposed immigration laws--H1B visas, temporary worker programs, etc. 3. Focus on global security 2. State health care legislation 1. Federal health care legislation SOURCE: SHRM Workplace Forecast

2003 SHRM
12
Actions Organizations Are Taking or Planning to Take in Response to Political Trends
Changes in company policy as a response to federal regulations Changes in company policy as a response to state regulations Increased investment in employee safety and security in the United States Increased investment in expatriate employee safety and security Changes in company policy as a response to environmental issues
2003 SHRM
Top 10 Society Trends for 2006-2007
10. Increase in age discrimination litigation 9. Rise in number of individuals and families without health insurance 8. Changing definition of family (children living with grandparents; same-sex couples; unmarried cohabitating couples, etc.) 7. Broadening diversity--religion, ethnicity, culture 6. Increase in chronic health conditions such as diabetes, heart conditions, etc.
2003 SHRM
13
Top 10 Society Trends for 2006-2007

5. Increase in identity theft 4. New attitudes toward aging and retirement as baby boomers reach retirement age 3. Higher levels of stress as individuals and families cope with multiple responsibilities 2. Increased demand for work/life balance 1. Decline in traditional communication methods and increase in cyber communication SOURCE: SHRM Workplace Forecast

2003 SHRM
Top 10 Science & Technology Trends for 2006-2007

10. Evolution of Web-based self-service applications from basic data updating to strategic applications 9. Elimination of geographic barriers due to technology 8. Ability to use technology to more closely monitor employees 7. Rise in identity theft 6. Vulnerability of technology to attack or disaster

2003 SHRM
14
Top 10 Science & Technology Trends for 2006-2007

5. Rapid growth of employees using handheld devices with wireless e-mail in the workplace 4. Continued development and use of e-learning 3. Heightened awareness of HR data privacy 2. Growing adoption of standards for data exchange between human resource information systems (HRIS) 1. Expanded use of the Web for delivery of HR applications SOURCE: SHRM Workplace Forecast
2003 SHRM
Actions Organizations Are Taking or Planning to Take in Response to Science/Technology Trends Implementing technology usage policies for employees Implementing an employee privacy policy Investing in technology and services designed to protect company data in the event of disaster or cyber attack Nondisclosure/non-compete agreements for intellectual property Expanding the use of the Web for the delivery and utilization of HR applications

2003 SHRM
15
Top 10 HR Profession Trends for 2006-2007

10. Increased focus on selective retention for keeping mission-critical talent 9. Increased use of HR technology 8. Growing complexity of staffing function as it links to the financial and operational performance of the organization 7. Linking employee performance and its impact on organizations business goals 6. Business units taking on more of HRs strategic functions and tasks

2003 SHRM
Top 10 HR Profession Trends for 2006-2007

5. Need to develop retention strategies for current and future workforce 4. Building people management or human capital component into key business transactions (change management, mergers and acquisitions) 3. Preparing for the next wave of retirement/labor shortages 2. Growing complexity of legal compliance 1. Central importance of medical health care/cost management to the HR function SOURCE: SHRM Workplace Forecast
2003 SHRM
16
Actions Organizations Are Taking or Planning to Take in Response to HR Trends Increasing use of technology to perform transactional HR functions Increasing HRs role in promoting corporate ethics/corporate social responsibility Increasing investment in training for HR staff Building people management or human capital component into key business transactions (change management, mergers and acquisitions) Measuring human capital

2003 SHRM
Actions That HR Professionals Are Taking in Response to Trends

Increasing employee electronic surveillance Increasing use of alternative dispute resolution Adding on to HR staff Greater use of contingent workers Decreasing other employee benefits as a result of increased health care benefits costs Cutting back on HR staff
SOURCE: SHRM Workplace Forecast

2003 SHRM
17
The Top Seven People-Related HR Issues According to CEOs

1. 2. 3. 4. 5. Retaining Talent Attracting Talent with Critical Skills Improving Workplace Performance Gaining Control of Health Care Costs Using the Web Effectively for Information/Service Delivery 6. Creating People Measures for a Balanced Scorecard 7. Building New Workforce Skills for the Next Round of Growth SOURCE: Towers Perrin
2003 SHRM
Would You Like To Be CEO At Your Company?

60% 50% 40% 30% 20% 10% 0% Yes No Unsure 2004 2001
Survey of 150 Senior Executives at Fortune 1000 Companies. Released in October 2004. SOURCE: Burson-Marstellar

2003 SHRM
18
The Top Five Workforce Priorities According to CFOs

1. 2. 3. 4. 5. Developing Leadership Capabilities Increased Productivity Acquiring Key Talent Retaining Key Talent Measuring Human Capitals Contribution to Business Performance
SOURCE: Mercer HR Consulting

2003 SHRM
The Top Five Challenges for HR Managers

1. Ensuring compliance with federal and state employment law 2. Retaining talent in an improving economy 3. Managing performance 4. Developing leadership 5. Dealing with rising health care costs
SOURCE: Business & Legal Reports 5/06

2003 SHRM
19
What Are the Top Five Very Important Aspects of Employee Job Satisfaction?
Employee Responses Compensation/Pay (70%) Benefits (66%) Job Security (64%) Flexibility to Balance Work/Life Issues (58%) Feeling Safe in the Work Environment (57%)
SOURCE: 2006 SHRM Job Satisfaction Survey 600 Randomly Selected Employees

2003 SHRM
What Are the Top Five Very Important Aspects of Employee Job Satisfaction?
HR Professionals Responses Relationship with Immediate Supervisor (71%) Management Recognition of Employee Job Performance (69%) Compensation/Pay (62%) Benefits (61%) Communication between Employees and Senior Management (60%) SOURCE: 2005 SHRM Job Satisfaction Survey 505 Randomly Selected HR Professionals
2003 SHRM
20
Top Five Very Important Aspects Driving Job Satisfaction Male Female Benefits Compensation/Pay Job Security Work/Life Balance Feeling Safe Work/Life Balance Benefits Feeling Safe Compensation/Pay Job Security
SOURCE: 2005 SHRM Job Satisfaction Survey

2003 SHRM
Top Five Very Important Aspects of Employee Job Satisfaction?

Employees 35 and Younger Work/Life Balance (69%) Compensation/Pay (67%) Job Security (63%) Benefits (62%) Feeling Safe (57%)

2003 SHRM
21

Employees 36 to 55 Benefits (66%) Compensation/Pay (62%) Work/Life Balance (60%) Job Security (59%) Feeling Safe (53%)

2003 SHRM

Employees 56 and Older Feeling Safe (57%) Benefits (54%) Job Security (53%) Compensation/Pay (51%) Communication (48%)

2003 SHRM
22

Employees with 2 Years or Less Tenure Work/Life Balance (60%) Compensation/Pay (58%) Benefits (55%) Job Security (55%) Feeling Safe (54%)

2003 SHRM

Employees with 3-5 Years Tenure Compensation/Pay (70%) Work/Life Balance (69%) Benefits (65%) Job Security (62%) Feeling Safe (59%)

2003 SHRM
23

Employees with 6-10 Years Tenure Benefits (67%) Compensation/Pay (64%) Job Security (59%) Work/Life Balance (56%) Communication (55%)

2003 SHRM

Employees with 11-15 Years Tenure Benefits (66%) Work/Life Balance (64%) Compensation/Pay (60%) Feeling Safe (58%) Job Security (57%)

2003 SHRM
24

Employees with 16 or More Years Tenure Benefits (66%) Job Security (64%) Compensation/Pay (56%) Work/Life Balance (55%) Feeling Safe (53%)

2003 SHRM
For Those of You Who Want to Receive Verbal Praise, Are You Receiving It?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No
I am 79% Im not 21% Source: Maritz Incentives October 2005 1000 full-time Employees
2003 SHRM
25
For Those of You Who Want to Receive Written Praise, Are You Receiving It?
60% 50% 40% 30% 20% 10% 0% Yes No
2003 SHRM
For Those of You Who Want to Be Singled Out during a Special Event, Are You Being Recognized That Way?
70% 60% 50% 40% 30% 20% 10% 0% Yes No
2003 SHRM
26
For Those of You Who Want a Cash Bonus As Recognition for your Work, Are You Receiving It?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No
2003 SHRM
For Those of You Who Want Incentives such as Award Merchandise, Gift Cards or Trips as Recognition for your Work, Are You Receiving It?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No
2003 SHRM
27
For Those of You Who Want an Award such as a Trophy as Recognition for your Work, Are You Receiving It?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No
2003 SHRM
Employee Morale in My Company Is Good to Excellent
60% 50% 40% 30% 20% 10% 0% Yes
Managers 55% Employees 40% Source: Randstad August 2005

2003 SHRM
28
Does My Employer Take Good Care of Me?
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes
Employers 79% Employees 44% Source: Randstad

2003 SHRM
Are You Satisfied With Your Current Job?
70% 60% 50% 40% 30% 20% 10% 0% Yes
Ages 55+ 68% 18-34 - 55% Source: Harris Interactive (6/05 - 7,718 US Adults)

2003 SHRM
29
Are You Satisfied With Your Current Job?
45% 40% 35% 30% 25% 20% 15% 10% 5% 0%
Completely 42% Somewhat 44% NOT 14% Source: Gallup (8/05)

2003 SHRM
Are You Satisfied With Your Current Job? (ages 35-44)
70% 60% 50% 40% 30% 20% 10% 0% Yes
1995 60.9% 2005 49.2% Source: Conference Board

2003 SHRM
30
Are You Satisfied With Your Current Job? (ages 45-54)
58% 56% 54% 52% 50% 48% 46% 44% 42% Yes

2003 SHRM
Are You Satisfied With Your Current Job? (earning $25,000-$35,000)
60% 50% 40% 30% 20% 10% 0% Yes

2003 SHRM
31
Are You Satisfied With Your Current Job? (earning $35,000-$50,000)
60% 50% 40% 30% 20% 10% 0% Yes

2003 SHRM
My Employer Recognizes and Rewards Success
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes
HR Professionals 73% Employees 56% Source: SHRM + Career Journal.com Poll (6/05)

2003 SHRM
32
My Employer Is Open to Suggestion for Improvements Offered by Employees
80% 70% 60% 50% 40% 30% 20% 10% 0% Yes

2003 SHRM
My Employer Addresses the Issues that Are Important to Me
70% 60% 50% 40% 30% 20% 10% 0% Yes

2003 SHRM
33
Are Employees Loyal to Their Company and Is the Company Loyal to Them?
60% 50% 40% 30% 20% 10% 0% Yes
Employee Loyalty 60% Employer Loyalty 26% Source: Randstad August 2005

2003 SHRM
Actions Companies Can Take to Improve Employee Loyalty

Provide strong leadership. Communicate well. Include employees in important decisions. Award bonuses tied to the organizations financial performance. Increase employee award and recognition efforts. Ensure that employees feel that their work is satisfying and they have opportunities to learn new things. Focus on work/life programs and benefits, such as flexible hours, in addition to salary. SOURCE: Randstad August 2005

2003 SHRM
34
Is My Employer Taking Action to Improve Workplace Morale?
60% 50% 40% 30% 20% 10% 0% Yes
Employers 60% Employees 33% Source: Randstad

2003 SHRM
Are You Satisfied With Your Present Job?

60% 58% 56% 54% 52% 50% 48% 46% 44% Yes
1995 58.6% 2003 48.9% Source: Conference Board NOTE: The larger the employer, the lower the satisfaction
2003 SHRM
35
Am I Proud of the Company I Work For?

69% 68% 67% 66% 65% 64% 63% 62% 61% 60% Yes
2002 69% 2004 63% SOURCE: Watson Wyatt Worldwide NOTE: Survey of about 1200 employees in a variety of industries.
2003 SHRM
Do I Rate My Company Positively Overall?

53% 52% 51% 50% 49% 48% 47% 46% 45% 44% Yes
2003 SHRM
36
Would I Prefer To Remain With My Current Employer?

56% 55% 54% 53% 52% 51% 50% 49% 48% 47% Yes
2003 SHRM
Are You Unhappy With Your Job?

70% 60% 50% 40% 30% 20% 10% 0% Yes
Yes 62% No - 38% SOURCE: ExecuNet NOTE: Survey of 400 Employed Senior Executives (10/04)

2003 SHRM
37
Why Are You Unhappy And Wanting To Change Jobs?

Increased Challenge/Opportunity for Advancement (50%) Better Corporate Culture (21%) Greater Job Security (9%) Increased Compensation (8%) Improved Work/Life Balance (6%) Source: ExecuNet (10/04)

2003 SHRM
What Are the Key Retention Issues to Employees?

Fairness at Work Concern for Me as an Employee Job Satisfaction The Reputation of My Employer Trust in Me as an Employee
Source: Walker Information

2003 SHRM
38
What Are the Main Reasons Employees Resign?

Poor Behavior and Supervisions Skills of Front-Line Managers Lack of Growth Potential Unable to Speak Freely About Concerns Lack of Recognition Dont Like the Work Inadequate Pay Lack of Work/Life Balance Source: Saratoga Institute
2003 SHRM
People quit their manager, not their company.
Marcus Buckingham
39
What Would Make You Stay Instead Of Resigning?

More Money (71%) Opportunities for Advancement (58%) Different Boss or Management team (30%) Better or More Training (27%)
Source: Accenture

2003 SHRM
What Are the Five Most Common Fully or Almost Fully Outsourced HR Functions?
Outplacement Services (91%) Employee Assistance Programs (89%) Defined Contribution/401(k) Plans (83%) COBRA Administration (77%) Defined Benefit Pension Plans (68%)
Source: Hewitt Associates Survey of 129 Large Companies Representing Nearly 2 Million Employees (4/05)
2003 SHRM
40
What Are the Top Reasons to Outsource?

Access to Outside HR Expertise Service Quality Ability to Focus on the Core Business Cost Savings Opportunity for Better Data Relief from Administrative Burdens
2003 SHRM
By 2008, Large Companies Plan to Expand HR Outsourcing into the Following Areas
Leave Management Learning and Development Payroll Recruiting Health and Welfare Global Mobility
2003 SHRM
41
With Regard to HR, Do You Expect to Outsource More or Less or the Same Over the Next Couple of Years?
60% 50% 40% 30% 20% 10% 0% More East
More 36% The Same 51% Less 6% SOURCE: Watson Wyatt Worldwide Survey of 135 Companies Released in May 2005
The Same
Less

2003 SHRM
To Be Successful, HR Professionals Must Develop Competence in Five Key Domains Strategic Contribution 43% Personal Credibility 23% HR Delivery 18% Business Knowledge 11% HR Technology 5%
Source: HR Competency Toolkit (% indicates HRs total impact on business performance)

2003 SHRM
42
The HR Professional MUST Master These Competencies in order to Succeed in the Future Strategic thinking Talent management Business acumen Technology/ technical skills International/ global perspectives Finance capability Flexibility/ adaptability Change management Innovation and creativity

2003 SHRM
Top Ten Leadership Tips

Personal Responsibility You lead today by building teams and placing others first. Simplify Constantly Every leader needs to clearly explain the top three things the organization is working on. Understand Breadth, Depth and Context Context is how your company fits in with the world and how you respond to it. Importance of Alignment and Time Management Spend your time around important things: setting priorities, measuring outcomes and rewarding them.
2003 SHRM
43

Learn Constantly and Learn How To Teach A leaders primary role is to teach. Stay True to Your Own Style You can use your own style to get anything done. Manage by Setting Boundaries with Freedom in the Middle The boundaries are commitment, passion, trust and teamwork. Stay Disciplined and Detailed Never be afraid to intervene personally on things that are important.
2003 SHRM

Leave a Few Things Unsaid You may know the answer, but let the team find its own way. Like People Understand people, always be fair, and want the best in them. When it doesnt work, they need to know its nothing personal. SOURCE: Jeff Immelt CEO General Electric
2003 SHRM
44
You miss 100 percent of the shots you never take.
Wayne Gretsky
Theres no I in TEAM. But there is an I in WIN!
Michael Jordan
45
Employers who dont treat applicants well are starting to pay for it.
Tom Rath Global Practice Leader Gallup Organization
Good managers play checkers. Great managers play chess.
Marcus Buckingham
46
People who work with you dont have to agree with you, but they have to feel youre willing to share what youve learned.
Jeff Immelt
The ability to individualize praise is what makes it special.
Marcus Buckingham
47
There is only one valid definition of business purpose: to create a customer.
Peter Drucker
The man who has no imagination has no wings.
Muhammad Ali
48
Your future depends on many things, but mostly on you.
Frank Tyger
Opportunity is missed by most people because it comes dressed in overalls and looks like work.
Thomas Edison
49
Tell me and Ill forget. Show me and I may remember. Involve me and Ill understand.
Socrates
50

Emerging Trends in Human Resources: Top 10 Workplace Trends For 2006-2007 According To HR Professionals

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Emerging Trends in Human Resources

Serve the Professional. Advance the Profession.

Top 10 Workplace Trends for 2006-2007 According to HR Professionals

Serve the Professional. Advance the Profession.

Top 10 Workplace Trends for 2006-2007 According to HR Professionals

Top 10 Demographic Trends for 2006-2007

Top 10 Demographic Trends for 2006-2007

Actions Organizations Are Planning to Take in Response to Demographic Trends

Do you (Baby Boomers) want to work into retirement?

Serve the Professional. Advance the Profession.

Serve the Professional. Advance the Profession.

How prepared is your company for boomers reaching retirement age?

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Top 10 Economic Trends for 2006-2007

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Top 10 Economic Trends for 2006-2007

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Top Five Issues Three to Six Months After a Merger

Top 10 Employment Trends for 2006-2007

Top 10 Employment Trends for 2006-2007

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Top 10 International Trends for 2006-2007

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Top 10 International Trends for 2006-2007

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Most Attractive Offshoring Destination Countries in 2005

SOURCE: A.T. Kearney 2005 Global Services Location Index

Top 10 Political Trends for 2006-2007

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Top 10 Political Trends for 2006-2007

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Actions Organizations Are Taking or Planning to Take in Response to Political Trends

Top 10 Society Trends for 2006-2007

Top 10 Society Trends for 2006-2007

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Top 10 Science & Technology Trends for 2006-2007

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Top 10 Science & Technology Trends for 2006-2007

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Top 10 HR Profession Trends for 2006-2007

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Top 10 HR Profession Trends for 2006-2007

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Actions That HR Professionals Are Taking in Response to Trends

SOURCE: SHRM Workplace Forecast

The Top Seven People-Related HR Issues According to CEOs

Would You Like To Be CEO At Your Company?

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The Top Five Workforce Priorities According to CFOs

SOURCE: Mercer HR Consulting

The Top Five Challenges for HR Managers

SOURCE: Business & Legal Reports 5/06

Serve the Professional. Advance the Profession.

SOURCE: 2005 SHRM Job Satisfaction Survey

Top Five Very Important Aspects of Employee Job Satisfaction?

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Top Five Very Important Aspects of Employee Job Satisfaction?

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Top Five Very Important Aspects of Employee Job Satisfaction?

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