Human Asset
Un-Sustainability!
October 31st , 2012
Web Cast
Discussion Partner Collaborative
Tom Casey, Managing Principal
Today’s Point of View
 Research Foundation
 Values of Four Workforce Generations
 Constitution of Global Workforce Entrants
 The Aging of the Global Population
 Aspirations of Gen Y and Younger Gen X
 What About the Executive Boomers?
 Moving Forward Recommendations
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Do You Recognize These Relevant Numbers?
47 vs. 77 years of age
$ 18 to 20 times per day
$ Over 55 Years of Age
$ 2 for the family 1 for the country
$ Over 50% Level of Dissatisfaction
$ 3.5 Years Tenure
$ 37% over the age of 64 in 2011 vs.
3% 1987
$ 40% by 2040
$
All of these
“numbers” are
economically
relevant to your
enterprise
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Where is the Domestic Growth?
Percent Growth in U.S. Workforce by Age:
2000-2020
80%
73%
54%
60%
40%
20%
7%
8%
7%
3%
0%
-10%
-20%
under 14 15-24
25-34
35-44
Age of Workers
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45-55
55-64
65+
Source: U.S. Census Bureau
Small Solace….US Is Not Alone!
200%
1970-2010
150%
2010-2050
100%
50%
0%
Germany
Japan
Italy
Russia
UK
France
Spain
Netherlands
US
Canada
Australia
South Korea
China
India
Brazil
Mexico
-50%
Source: Deloitte Research/UN Population Division
(http://esa.un.org/unpp/) It’s 2008: Do You Know Where Your Talent
Is? Why Acquisition and Retention Strategies Don’t Work, p.6
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In 2000, A Fairly “Young” World . . .
Percent of Population Age 60+
2000
Under 5%
5% to 12.4%
12.5% to 20%
Above 20%
Source: U.S. Census Bureau
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. . . Rapidly Aging by 2025
Percent of Population Age 60+
2025
Under 5%
5% to 12.4%
12.5% to 20%
Above 20%
Source: U.S. Census Bureau
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Discussion Partners Research
These Aspirations are critical !
What are the “Top 5”
Aspirations of both
Gen X & Y?
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What X and Y Are Looking For In Employment
Learning Opportunity (81%)
Career Opportunity (75%)
Incentive Compensation (69%)
Management Mentoring (64%)
Affiliation with Strong Employer Brand (61%)
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2012 CEO Research
Top 5 Leadership
Challenges
Discussion Partner Collaborative
Tom Casey, Managing Principal
Discussion Partners Best Seller!
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DPC Research on CEO Challenges Implications Leaders
CEO “Top 5” Challenges
 Talent
Readiness
 Social Media
 Enterprise Sustainability
 Social Responsibility
 Self Assessment
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Human Asset
Un-Sustainability
The “Boomer”
Challenge
Discussion Partner Collaborative
Tom Casey, Managing Principal
The Challenges of Human Asset Sustainability
As Executives who are focused on Enterprise Growth and Differentiated
Sustainability, ask yourself the following questions:
1.
2.
3.
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How can the Enterprise replenish its leadership population if it’s Succession
Plan is based upon incorrect assumptions?
How can an Enterprise exploit the talents of, and secure the institutional
memory from, Boomers if Human Capital programs are not tailored to
balance their unique situations in the context strategic intents?
How can an executive maximize their contribution if as they approach
retirement they are distracted by the reality that they are bereft of a
comprehensive a personal non-financial Transition plan?
© 2012 All rights reserved DPC
Discussion Partner Research―
150 Global CEO’s & 2000 Senior Executives
Two separate studies conducted by DPC augment
Media Reports
 Succession Plans, if they exist at all assume, without executive consultation,
that all will retire at age 65!
 The reality is that Executives have a “range” from
“62 to I don’t know but later than 65”
 Over 90% of the Executives in our study would prefer to have a gradual
“phase down in time commitment” beginning at age 62 and ending at 66
 Over 80% of the Executives indicated that the existing Human Capital
practices did not allow for a “phase down”
 Over 50% of CEO’s stated that they would embrace a phase down strategy if
“I could keep a key Executive longer” while an additional 9% stated…..”not
sure but should be explored”
 Over 70% of Executives stipulated that the comprehensiveness of their
Transition Planning was predominantly if not exclusively Financial
 Over 80% of Executives indicated the closer they got to Retirement without a
plan, the more “distracted” and “de-motivated” they would become
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2012 Leadership
Effectiveness
Research Driven
Solutions
Discussion Partner Collaborative
Tom Casey, Managing Principal
Human Asset Sustainability
Plotting The Opportunity
A Scenario Plan exploring Transition Advice embedded with
Enterprise Need:
1. New Role/Alternative Employer
2. Consultant
3. Academic
4. Author
5. Personal Investor
6. Board Member
7. Political Involvement
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8. Philanthropy
9. Social Responsibility
10. Spirituality
11. Higher Education
12. Arts
13. Start Up Initiator
14. Sports
Discussion Partner Collaborative―
Solutions
Discussion Partner Collaborative (DPC) has found the following
Solutions to be consistent with our research:
 Identify
Critical Constituencies-Critical Players in Critical Roles Not Covered Under
Succession Plan, Focus on Talent Readiness Implications
 Measure,
Measure, Measure-Establish externally validated measures from Workforce
Plan through Onboarding to Productivity
 Social
Media Strategy-Dazzle the CSuite….Bring In The Experts….be prepared for
Hoodies!
 Leadership
Organization-Think Goodbye Hello! Leadership, Focus, Relationship
Changes-A Client Game Changer for Recruiters
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Hard To Fill Need to Educate Despite Unemployment
DEFINITION
The Critical Constituencies are those mission critical roles
not encompassed in Succession Planning Process:
Business Impact
Revenue
Customer
Care
Employee
Engagement
OR:
Mission
Critical Role
1 Incumbent
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Compliance
Operational
Excellence
Discussion Partner Collaborative
Solutions
Discussion Partner Collaborative (DPC) has found the following
Solutions to be consistent with our research:
 Rethink
The Nature of Work and Workers―CEO’s Do Have An Open Mind
On Flexibility….provide for Realistic, Orderly Transitions
 Re-Invent
Compensation―Establish Your Own Intelligence Avoid The Look
Back PARTICUALRLY on Long Tern Incentives
 Re-Examine
Relationships―The Current Population of Leaders are an
Endangered Species….Plan for the Churn
 Re-Member
The Tulips―Economies Shift….the Only Certainty Is UncertaintyDon’t Plan Absolutes-Think Scenarios
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Briefing
About
Discussion Partner
Collaborative
Discussion Partner Collaborative
Tom Casey, Managing Principal
DPC Strategy Focus
Human Asset Sustainability (HAS)
Level 3-Capability
on Demand
Redefinition of “talent”
incorporating most
generous resource
interpretation
FUTURE
Level 3DPC Conditions
Global spectrum of future
enterprise Growth
opportunities
HAS
Level 2-Aspirational
Alignment of
Capability On
Demand
Resources
Required to
Support
Enterprise
Growth
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Level 2-Incremental
Refinement of the current
asset base to meet nearterm Global opportunities
New business
opportunity with
measurable probability
of occurrence
Level 1-Basic
Level 1-Threshold
Allocation of activities
across available
assets
PRESENT
Initiatives in progress
Global Talent
Requirements
Embedded in
Business
Strategy
Discussion Partner Collaborative
Differentiation
Discussion Partner Collaborative (DPC) Consultants are uniquely
qualified as Executive Advisors
 EXPERIENCED
– DPC Advisors have a minimum of 25 years experience with
prestigious consultancies such as Arthur D. Little, Bain Consulting, CSC Index,
Concours Group, and PricewaterhouseCoopers
 GLOBAL
– DPC Advisors either reside outside the United States or have a
minimum of 10 years of Expatriate experience
 THOUGHT
LEADERSHIP – DPC Advisors have authored over 200 books,
articles, and blogs on Talent Readiness issues
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Contact Us
Thomas F. Casey
Managing Principal
US Phone: 781-640-1622
Peru Cellular: 51 993-809-212
EM: [email protected]
www.discussionpartners.com
http://talentreadiness.wordpress.com/
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