2020 The Emerging

Guide Dog Workforce

2020

• Baby Boomers are transitioning to retirement some want part-time work schedules and career opportunities.

• Millennials are the majority of the workforce. • Technology impacts the way people look for

jobs, work methods, and the skills we need to be successful.

• How do we prepare for 2020?

2020 – Hindsight?

2020 is only four years away. How is the Guide Dog industry going to find, develop and retain the talent we need?

Outreach Diversity Recruitment Competencies and Behaviors Onboarding Values and Culture Performance Retention Succession Planning

Generations in the Workplace

Up to 5 Generations in Workplace

• Traditionalists (born 1946 or before)

• Baby Boomers (1946-1964)

• Generation X (1965-1980)

• Millennials (1981-1997)• Generation Z (born 1995)

Baby Boomers

• 75.4 Million in the U.S.• 10,000 Turn 65 Every

Day Until 2029• Many Want/Need to Work

Past 65• Only 48 % of Employers

Allow Switch to P.T.

• Change Jobs Every 7.3 Years

Boomer Bias

Perception vs. Reality• Can they keep up?• Are they resistant to

Technology?• Will they relate to

younger staff?• Will they stay?• Will they handle

stress?

Encore!

• Boomers need money and meaning.

• AARP Experience Corps – matches retirees with volunteer opportunities.

• Encore.org – think tank helps older works find paid work often in non-profit area.

• Encore Programs attract mostly skilled professionals.

• Non-profits should think about skill gaps and look for encore talent who can get them to the next level.

• Can get people who would normally make a lot of money because want flexibility and to contribute.

Millennials

• Born 1981 – 2000• In U.S. 80 Million• In 2015 became the

largest generation in the U.S. Workforce

• Deloitte predicts that Millennials will make up 75% of the global workforce by 2025!

Millennials

• Change Jobs Average 3.4 Years

• Social Media Experts• Over Share• Want Frequent

Promotions and Raises

• Want Flexible Work Schedules

• Want Trust in Workplace

• Great Workplace Culture

• Ethics Important• Clear Core Values• Paid Time Off –

Flexible Vacation

Want are Companies Doing?

General Electric – now offers unlimited vacation.Mercer Global Consulting – more frequent promotions and salary increases – smaller jumps vs a larger promotions.

• Employers moving from numbers in reviews to qualitative assessments. Millennials dislike a 3 rating – average.

• More frequent feedback as Professional Development.

More Millennials

• 2015 Glamour Magazine - #1 thing wanted work/life balance. Survey 66% said life outside of work is more important. 23% said work and life equally important.

• 2015 Fortune Magazine – They want transparency about what is working and is not. Constant communication – frequent, honest, and consistent.

Virgin Group – Sir Richard Branson

• Corporate Day For one day:• Wore Formal Business

Attire• Started by 9:00 A.M.• Used Formal Mr./Mrs.• No Social Media• No Personal Phone

Calls“It was a horrible experience for everybody!” BBC News

SMART Feedback

Specific – connected to performance

Measurable – specific and objective

Achievable – realistic and achievable

Relevant – aligned with organization objectives

Time-based – feedback on the spot

The History of Recruitment and

Selectionhttps://www.youtube.com/watch?feature=player_detailpage&v=b56eAUCTLok

Real Time Feedback

• Formal Meetings• Informal Conversation• Email• Text Messages• Instant Messages• Peer-to-peer Communication

Recruiting Millennials

• Personalize Employer Brand

• Company Culture• Social Media• Vision• Training/Mentoring• Professional

Development

Constructive

• Praise• Encourage• Constructive Feedback• Validation• Attention• Career Advice• Twice as much positive as negative• “Plussing” – only give constructive feedback if

can give a suggestion on how to do it better

Feed it Forward

• Feeding it forward is coaching that helps people focus and envision a positive future.

• Focusing on what has failed is what has occurred – not what is possible.

Best Practices - Employment Branding

• Brand Identity• Job Postings -Marketing

Opportunities• Team Photos• Employee Testimonials• Benefits/Perks• Learning Opportunities• Pictures, videos and

graphics • Easy Apply Button

2015 LinkedIn Research – 62% of professionals across 26 countries ranked company reputation as deciding factor when applying for a job.

Guide Dogs for the Blind Process

1. Request to Hire – Approvals

2. Review Job Description with Hiring Department

3. Post on GDB Website4. Outreach through

LinkedIn, Facebook, Job Boards, Employee Referral

5. Screen Resumes6. Wonderlic Assessments

7. Determine Best QualifiedConduct Telephone

Interviews8. Best Candidates for In-

Person Interview 9. Possible Paid Working

Interview10. More than one person involved in selection process11. Offer Letter Contingent

on Post Offer Drug Screen

Applicant Background Checks

• Criminal Background Check – On-line – Employer Screening Resources – ESR

• References – Checkster or by Telephone

• DMV Check through ESR

Guide Dogs for the Blind empowers lives by creating

exceptional partnerships between people, dogs, and communities.

Mission Statement

GDB Values and BehaviorsMission First

• Ensure that every action or decision is aligned with GDB’s commitment to the mission

• Provide superior service across all aspects of the organization

Integrity• Demonstrate accountability, transparency (except when confidentiality applies),

and honesty with all actions and decisions• Act with and assume positive intent

Kindness and Respect• Treat every being with dignity and sensitivity• Balance professionalism with humor

Teamwork and Collaboration• Encourage open communication• Practice proactive, thoughtful and inclusive interactions

Empowerment • Promote personal development and self-reliance• Support learning and innovation through risk-taking

Implement across GDB

CEO presents to

Board

ExecManagement

Team

“Values” Team

Working Session

Process1. EMT met to rewrite Performance

Management Process and realized:a. Values/Behaviors not codifiedb. More stakeholders needed to

ensure inclusive process2. Values Team formed. Focus: What do

we value? 3. Validation work. Three focus groups4. Fine tuning5. Rolled out to Management Team 6. Introduce to Organization at the All

Staff meeting7. Roll out to Organization (team by

team)8. Update Performance Management

Process (Team will be selected)

Revenue of $43 millionMissionReason we exist

ValuesWhat we believe in and how

we want to behave

VisionWhat we want to become

StrategyOur competitive game plan

Three Basic Elements of a Strategy State-ment

OBJECTIVE = EndsSCOPE = DomainADVANTAGE = Means

Hierarchy of Statements

Definition

val·uevalyo͞o/

Noun:Plural noun: values

a person's principles or standards of behavior; one's judgment of what is important in life/work.

Synonyms: principles, ethics, moral code, morals, standards, code of behavior "society's values are passed on to us as children”

Resources

• 50 Best Places to Work 2016 – Glass Door https://www.glassdoor.comces-to-Work-LST