Companies Scramble to Adjust to Worker Evolution
* Turbulence in workplace: major distinctions created by age group,
attitude, level of engagement and more
* Companies struggle to create new employment contract to retain the best
and the brightest
* New profile of the 21st Century workforce by The Concours Group and Age
Wave makes compelling case for workplace reform
NEW YORK, June 22 /PRNewswire/ -- Radical changes in workers' attitudes
have substantially altered conventional concepts of the American worker,
according to a year-long analysis of the American workforce.
A collaboration of top workforce consultants today announced their
conclusions from a massive survey of 7,718 U.S. workers in every industry
about the current and future profile of the American workforce, identifying
six distinct categories of workers whose differences derive more from
attitudes toward work and life circumstances than age, gender, race or
ethnicity.
Corporate America is not aligned with the needs and requirements of the
new, increasingly diverse American workforce, the researchers from Age Wave
and The Concours Group found in their "New Employee/Employer Equation" survey.
Most distressing, they said, is the finding that the youngest workers,
tomorrow's leaders, are uncommitted to their work and often constitute a
negative influence in the workforce. At the same time, older workers are
blossoming, showing a can-do attitude across much of the workforce. The
challenge for corporations is translating the variety of attitudes for the
benefit of the company, and nurturing future business leaders.
"Reshaping the relationship between employees and employers is critically
important in building for the future," said Tamara Erickson of The Concours
Group. "Today's workforce already experiences alarmingly low levels of
engagement in work. Improving engagement -- finding ways to encourage
individuals to invest more psychic energy in work -- is the single most
powerful lever that most corporations have to improve productivity."
The study identified six major segments of the workforce:
Self-Empowered Innovators (14%)
The most engaged segment of the workforce is also the smallest.
Hardworking, entrepreneurial, well educated and self-empowered, they are
looking for work that continues to empower and stimulate them, enables
them to continue to learn and grow, and has greater social purpose. For
them, work is about building something with lasting value.
Fair & Square Traditionalists (20%)
A slim plurality of the workforce consists of highly reliable, loyal,
traditional workers who seek traditional rewards from their work. With
below-average educations and above average incomes, they seek stable and
secure environments, have the longest average tenure and are highly
engaged. The study characterizes them as "hard workers and good team
members." For these employees, work is about the American dream - a
steady, predictable path to success.
Accomplished Contributors (17%)
With an emphasis on contribution, this group sees itself as loyal,
hard-working, reliable, capable and typically very experienced. They seek
personally stimulating work that allows them to learn and grow. They have
a very positive view of their employer, workplace and colleagues. Hard
workers and great collaborators, they view work as an opportunity to be
part of a winning team.
Maverick Morphers (15%)
Confident, intellectually curious workers with a high-energy drive and
unending ability to raise their personal achievement bar, this group
continually brings innovation to the workplace. Members seek new ways to
work or new technologies that increase productivity and communication.
Successful but always needing that next challenge, they are most often
found in smaller organizations. Morphers seek lives filled with change
and adventure -- work for them is one of multiple opportunities to
achieve these goals.
Stalled Survivors (19%)
The youngest workforce segment looks for employers who can make it easier
to cope with what they perceive to be stressful lives with too many
demands. Many of them hold out hope for a more productive and successful
future, but for now, this group wants the full menu of company benefits
and work environments that are fun. For them work today is a source of
livelihood but not yet (or not currently) a very satisfying part of their
lives.
Demanding Disconnects (15%)
This group holds the distinction of being the least satisfied and least
productive segment of the workforce. Although they demand a wide range of
benefits, they bring very little energy or commitment to the table. These
are often mid-career professionals who feel dead-ended and want their
employers to step up and make things better. Individuals in the group
view work as generally frustrating and see its value largely in terms of
near-term economic gain.
"In summary -- work plays different roles in peoples' lives," Erickson
said. "Employees in each of these segments want different things from their
work experience."
In interviews with 7,718 workers from every background and industry
sector, conducted by Harris Interactive, the researchers found that paying a
worker more money does not, by itself, produce higher engagement levels.
Reasons that people feel engaged by their work vary from one segment to
another, Erickson said.
"Among the lessons for employers are that they must target segments that
are best suited to the nature of the work within their business and create
powerful employer brands to attract the desired talent. They must adjust work
situations to bring out the best in terms of engagement and performance."
The most recent U.S. Census indicates that over the next several years, as
so-called baby boomers retire, a disproportionately large number of workers
will partially or fully separate from work and demand for qualified workers
will rapidly rise.
The Concours Group / Age Wave study and conclusions indicate that the
profile of younger workers is substantially different from the older workers
they are replacing. Companies will have to work differently and harder to
develop younger workers into competent and engaged professionals. This likely
includes radical changes to compensation programs. And, companies will need to
tap into workers who have reached and exceeded the traditional retirement age
in order to meet labor demand.
"We've been living through a silent expulsion of older workers from the
professional ranks the last twenty years. It's really ironic that this is the
very same population that is going to bail out corporations in dire need of
talent in the years ahead," said Ken Dychtwald.
"What we don't know yet, but need to work on immediately, is whether it's
possible to migrate workers from a less desirable profile to one that is more
desirable and more productive," said Tamara Erickson. "Industry has more tools
and more data than ever before. We know what the problem is. How acute will
we be at addressing and reversing the problem?"
The authors of this study, Ken Dychtwald, Ph.D., Tamara Erickson and Bob
Morison were recently honored by receiving the prestigious McKinsey Award from
the Harvard Business Review for their landmark article "It's Time to Retire
Retirement."
Tamara Erickson testified on May 26, 2005 Testimony to the Senate
Committee on Health, Education, Labor, and Pensions on the 21st Century
Workforce about the changing workforce.
A color graphic depicting the segmentation model, as well as an Executive
Summary of the Study and Conclusions are available upon request.
About Age Wave
Under the leadership of Founder Dr. Ken Dychtwald, Age Wave guides Fortune
500 companies and governments in product/service development for boomers and
mature adults. http://www.agewave.com
About The Concours Group
The Concours Group works with senior executives at more than 300 of the
Global 1000 to master critical issues in management and to turn human capital
and technological potential into business value. http://www.concoursgroup.com
About Harris Interactive
Harris Interactive Inc., the 15th largest and fastest-growing market
research firm in the world, is a Rochester, N.Y.-based global research company
that blends premier strategic consulting with innovative and efficient methods
of investigation, analysis and application. Known for The Harris Poll and for
pioneering Internet-based research methods, Harris Interactive conducts
proprietary and public research to help its clients achieve clear, material
and enduring results. http://www.harrisinteractive.com
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SOURCE Age Wave
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Related links:
http://www.agewave.com
http://www.concoursgroup.com
http://www.harrisinteractive.com
Contact: Jim Prendergast of The Dilenschneider Group,
+1-312-553-0700, JPrendergast@dgi-chicago.com
NOTE TO EDITORS: To obtain the full results of The New
Employee-Employer Equation or to schedule an interview with Ken
Dychtwald, Tamara Erickson or Bob Morison, please contact Jim
Prendergast at The Dilenschneider Group, 312/553-0700,
JPrendergast@dgi-chicago.com
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