Freeze and Thaw: Managing Human Capital Through the Downturn while Preparing for the Upturn
PART 1: Confronting Survivor Syndrome: Building Engagement through the Downturn… view details
04 June, 2009 | (01 hr)
The Business Issue: Reduced headcount is only one factor affecting a company's ability to respond quickly to new opportunities and the eventual economic recovery. A complex combination of factors—including survivor syndrome after rounds of layoffs, delayed retirements, the slowing of normal turnover through fear and lack of options, salary stagnation and disappearing bonuses, the inability of employees to move for growth assignments—is creating the potential for a workforce that is increasingly less engaged and productive during the current downturn, and poised to leave as soon as new opportunities present themselves. How do companies recognize and combat this "freezing" of the workforce during the period of rapid change and uncertainty, and make sure that talented staff will be engaged and prepared to respond quickly when the "thaw" comes?
This first part of the KnowlEdge Series will address Survivor Syndrome and other downturn-related factors that are affecting workplace effectiveness now, and threatening the ability of companies to respond quickly to market opportunities as the economy recovers. The discussion will address how companies can manage through this period, despite uncertainty and continuing pressure on cost and other resources
Key Points to be covered:
- How downsizing, communication, and survivor syndrome are related
- The effects of the current economy and company policies on employee engagement
- Effective strategies for re-engaging employees at all levels
Speakers
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Stephanie Creary
Stephanie J. Creary served as a Research Associate in Human Capital at The Conference Board. Her research interests include talent management, multi-generational workforce, diversity/inclusion, and crisis management. Her current research also expl... Full Bio |
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Brian R. Gareau
Brian Gareau manages a diverse team, based on three continents, focused on business culture, employee engagement, employee opinion measurement, values-based support and behavior and change management. The Organizational Effectiveness and Engagemen... Full Bio |
PART 2: No One is Leaving! Lack of Natural Turnover and Workforce Composition, Morale and Effectiveness… view details
11 June, 2009 | (01 hr)
The Business Issue: Reduced headcount is only one factor affecting a company's ability to respond quickly to new opportunities and the eventual economic recovery. A complex combination of factors—including survivor syndrome after rounds of layoffs, delayed retirements, the slowing of normal turnover through fear and lack of options, salary stagnation and disappearing bonuses, the inability of employees to move for growth assignments—is creating the potential for a workforce that is increasingly less engaged and productive during the current downturn, and poised to leave as soon as new opportunities present themselves. How do companies recognize and combat this "freezing" of the workforce during the period of rapid change and uncertainty, and make sure that talented staff will be engaged and prepared to respond quickly when the "thaw" comes?
Part 2 takes a look at the ripple effects of delayed retirement, lack of workforce mobility and changing demographics on the workplace over the coming years. What are the cross-generation issues created by this lack of movement in the workforce? What policies and programs can companies use to begin to restore some mobility, even in the downturn? What are the risks if a recovering economy suddenly puts your workforce back in motion in ways you haven't foreseen?
Key Points to be covered:
- When do we expect the "thaw" to come and what is its likely impact?
- What are the workforce trends affecting your company’s long term competitiveness?
- How can you plan now to take advantage of positive trends and mitigate the risks?
Speakers
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Jeri Sedlar
Jeri Sedlar is a senior advisor to The Conference Board on mature workforce issues. She is also a business owner, speaker, and author of the highly acclaimed books Don’t Retire, Rewire! and On Target: Enhance Your Life and Ensure Your Su... Full Bio |
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Stephanie Creary
Stephanie J. Creary served as a Research Associate in Human Capital at The Conference Board. Her research interests include talent management, multi-generational workforce, diversity/inclusion, and crisis management. Her current research also expl... Full Bio |
PART 3: When the Thaw Comes, How Different Will Your Workforce Be?… view details
18 June, 2009 | (01 hr)
The Business Issue: Reduced headcount is only one factor affecting a company's ability to respond quickly to new opportunities and the eventual economic recovery. A complex combination of factors—including survivor syndrome after rounds of layoffs, delayed retirements, the slowing of normal turnover through fear and lack of options, salary stagnation and disappearing bonuses, the inability of employees to move for growth assignments—is creating the potential for a workforce that is increasingly less engaged and productive during the current downturn, and poised to leave as soon as new opportunities present themselves. How do companies recognize and combat this "freezing" of the workforce during the period of rapid change and uncertainty, and make sure that talented staff will be engaged and prepared to respond quickly when the "thaw" comes?
Part 3 draws on The Conference Board’s ongoing research on labor markets and strategic workforce planning to help companies develop strategies and plans to deal with both short and longer term effects of the economic downturn and the structural changes that are affecting the labor markets and your workforce.
Key Points to be covered:
- When do we expect the "thaw" to come and what is its likely impact?
- What are the workforce trends affecting your company’s long term competitiveness?
- How can you plan now to take advantage of positive trends and mitigate the risks?
Speakers
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Gad Levanon, Ph.D.
Gad Levanon is director of macroeconomic research at The Conference Board, where he also leads the labor markets program. He also serves on The Demand Institute™ leadership team. Levanon created ... Full Bio |
Series Host
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Linda Barrington
Former Managing Director, Human Capital The Conference Board Linda Barrington is the former Managing Director of Human Capital at The Conference Board. Barrington directed global workforce and human resources research offerings at The Conference Board. Her research projects included benchmarking top... Full Bio |