Engaging, Retaining & Attracting: Through Community

1. Engaging, Retaining & Attracting: Through Community Alicia M. Dewey June 14, 2010

2. What do we need to know? • Why do we care? • Importance of Location. • Whose responsibility is it? • What resources do we have?

3. Why Do We Care? • The emphasis on a knowledge-based economy is causing a major demographic shift. • It will have profound implications on the economic health of our nations. The Young and the Restless: Memphis, Impresa, Inc. Portland, OR.

4. Four Generations in Workplaces Today • Veterans/Builders • Baby Boomers • Gen X • Gen Y “Attracting Young People’ to Engineering.” Institute of Public Works Engineering Australia. 5/26/05

5. Generation X: Post-Baby Boom Generation (1961-1979) • Latch-key kids and divorces in record numbers • Witnessed effects of recession and corporate restructuring • Fiercely independent, skeptical, reduced sense of workplace loyalty and distrustful of authority • Well educated, technologically-savvy, entrepreneurial • More loyal to a type of work than a company • Job security through skills, not employers • Generation Y: (1980-1995) • Also called Millennials • Outnumber Generation X 2:1 • Product of society shifting from latch-key to more structured time away from parents • Brought up on personal-autonomy and self-esteem building • Most well educated • Share WWII generation traits such as youthful optimism, conservative values, social/civic engagement and belief that hard work pays off • Technologically competent • Flexible multi-skilled risk takers; more global outlook; greater respect for authority & elders

6. The Shift • U.S. is moving from a 30-year era of rapid labor force growth to a period of much slower growth and likely shortages. • That growth was driven by: maturing of the Baby Boom generation (beginning to retire); women’s greatly increased economic role (no net additions to labor force); and the increase in college attainment (become a constant rate).

7. Current Demographics • As of April 2008: • There were 10 million Baby Boomers in Canada (1 in 3) • There are 35 million Americans over the age of 65 Presentation on the Future of Work, released Fall 2010, Bani Dheer. 4/2010.

8. And…As Far As Cities • The metropolitan U.S. has three million fewer 25 to 34 year-olds in 2000 than it did in 1990

9. What Does It Mean? • Young Workforce is KEY to the “creative” and “knowledge” economy! • The shift creates an active competition for a limited supply of educated, and qualified young workers.

10. What Do Young Jobseekers Want? (Something Other Than the Job) NY Times: “What Do Young Jobseekers Want? (Something Other Than the Job). 9/6/07

11. The Statistics • 25-34 year-olds are the hardest working segment of the population • In their mid-20’s, they are also at the peak of their mobility • Between their 25th-35th birthdays, these young adults will start careers, find mates, start families and put down roots

12. So…. • Once rooted in place, the likelihood that they will move declines precipitously • The GREATEST OPPORTUNITY to ATTRACT AND RETAIN these workers is when they are young and mobile. • It begs the question: How well are WE positioned to compete for this mobile and economically important group?

13. The Lifestyle/Work Balance • Young workers today WORK TO LIVE, not LIVE TO WORK. • Social and cultural opportunities, volunteer work, and professional-related activities are, thus, extremely important to this group.

14. Other Important Factors to Weigh • This group: • Is likely to delay marriage • Has an expectation of decreased job tenure • Expects higher employment volatility • Carries an increased emphasis on the balance between work and lifestyle • They are looking for: opportunities for relationships, entertainment and stimulation characterized by vibrant communities.

15. Location, Location, Location • Priority of Place • Sixty-five percent of 1,000 respondents aged 24 to 35 who were asked by the Segmentation Company, a division of the marketing consultant Yankelovich, said they preferred to “look for a job in the place that I would like to live,” rather than “look for the best job I can find, the place where it is located is secondary.”

16. Whose Responsibility Is It Anyway? • Community Leaders • Private Companies • Not-for-Profits

17. What Does Our Community Have To Do With It? • Community factors such as: • quality of life, • community reputation, • standard of living, and • the potential for economic development are important considerations for any community when considering engaging, attracting and retaining young professionals. “Attracting and Retaining Young People as an Economic Development Strategy,” Rural Research Report: Illinois Institute for Rural Affairs. Fall, 2009. Vol. 20, Issue 5.

18. What Can We Do? • Communities must make a conscious effort to improve their quality of life • Work toward expanding/refreshing their cultural, social & recreational opportunities • Highlight unique assets such as waterways and mountains, and recreational areas

19. Other factors to highlight for small towns and rural areas include: • Scenic beauty, tidiness, attractiveness • Safe streets • Affordability • Place for family • Public Schools • Sense of Community • Low traffic • “Green” “Attracting and Retaining Young People as an Economic Development Strategy.”

20. Community Outreach • Important to have easy access to materials that emphasize the community’s assets and opportunities and to share information with local businesses and educational institutions. This is often accomplished by a local Chamber of Commerce, as well as community groups. • Local business owners and Local Officials should work toward getting young people involved on committees, boards, and work/community groups.

21. Lifestyle / Work Balance • Communities can assist young workers in meeting this balance, in order to engage, attract & retain them. • They want to feel involved and feel that they are making a difference. They want to be connected with civic/not-for-profit groups. • Example: • Promoting cultural, recreational, and social events; volunteer opportunities; opportunities for more local involvement and chances to lead; and exposure to local young professionals groups. Powerpoint, Couch White, LLP.

22. What’s Our Company Have to Do With It? • When a company enters a community, it creates jobs and pays taxes. The resources that good companies invest in operations, workforce development, pro bono work, partnerships with local organizations and philanthropy have the potential to improve quality of life and build community capacity. GE Company website

23. The company, however, must be an active participant. Since a company’s workforce and operational strength depend upon the economic and social health of its communities, this relationship is mutually reinforcing. • More than ever, a company’s strength depends on the health of the community in which it operates. • Work closely with the local communities to share information and create connections to local educational institutions and young professional groups.

24. Lifestyle / Work Balance • Companies must also determine how to help employees more easily achieve their lifestyle / work balance. • Example: • Job flexibility: Retention increases. And study after study shows productivity also shoots up. More than half of companies now say they offer flextime, and one-third allow telecommuting at least part-time, and even casual work environments. • Challenging work: upbringing and education has made them resistant to the notion of menial work. • Career advancement: opportunities for promotion early in the career are important, lateral movement to other departments, opportunities to work in other locations. • Access to cutting-edge technology: new and emerging technology valued. • Also, companies can help young workers find ways to become more involved in their communities through things like volunteer opportunities and young professionals groups. Southern California Public Radio: More Employers Make Room For Work-Life Balance. 3/14/10 & Duleuth Superior Area Community Foundation.

25. How do we Retain? • Young employees need to feel involved in order to be invested. Try offering your employees: • New responsibilities • Leadership training • Education • Offer Opportunities to Increase Connectivity!

26. What Does Our Not-for-Profit Have to Do With It? • Not-for-Profits are experiencing the same issues with young workers as private businesses—many Board members will be retiring in the near future. • Traditionally, Board members have come from leading donors and companies/organizations that support a non-profit • This, however, does not typically attract young up-and-coming professionals or bring the diversity of experience and opinion that builds vibrancy in an organization or a community.

27. Young Minds Attract Young Audiences • “They keep the cobwebs at bay” • They help us question accepted practices and remix familiar elements to make new connections • They are fundamental bridges to our organizations’ futures. Leading By Design: Younger Minds Attract Younger Audiences. 3/27/10

28. Other ideas… • Create an advisory board (junior committee) of young professionals to acquaint them with your mission, work, and their potential peers • Expand your volunteer opportunities to build visibility for your organization and its efforts, as well as promote the civic opportunities in your community

29. Young Professionals Groups • Young professional groups can help communities and businesses expand and refresh the social, religious, civic and charitable outlets that tend to keep people in communities and attract new people. • For the young professionals, these groups can help foster connectivity; expertise; and assist them with keeping up with the trends.

30. Thousand Islands Young Leaders Organization • TIYLO is one of several young groups in the tri-county area. • Watertown Jaycees, GenNextWave • Concentrates more on civic service and leadership. • Organized in April 2008 along the River communities.

31. Mission • To provide young persons training in leadership and to instill civic consciousness to better their usefulness as citizens • To provide and encourage civic service through the organized efforts of the young persons of the community to promote the quality of life in the community and the region through active, constructive projects.

32. Types of Activities • Socials • Community Family Events • Generation X & Y Events • Service Projects • (civic consciousness)

33. Socials

34. Bella’s Supper Club • About 4 times a year we have a social evening at a local bistro where young and young at heart can exchange conversation about their careers, politics, or life in general.

35. Family & Community Events

36. Earth Day Community Cleanup & Green Fest Exhibition • During the Earth Day celebration this year, we organized a community cleanup followed by an exhibition of the five zones of local sustainability. Both events had an outstanding turnout.

37. Gen X & Y Events

38. Christmas Masquerade Ball • As a result of our first annual Christmas Masquerade Ball, TIYLO was able to donate $2,000 to the Clayton Christmas Fund which helps provide food to needy families during the holidays and $500 to the local scholarship fund.

39. Other Events Comedy Night at the Opera-Ha-Ha-House • One great event that we organized was a comedy night at the local performing arts center. A nationally-booked comedian performed and it was a riot. Fun was had by all! • Upstate Ice Jam: • Winter Luau • This February we decided to HEAT up the Winter with a Luau. There was a pig roast and a Luau dance at the Antique Boat Museum.

40. Service Projects

41. Habitat for Humanity • Throughout the year, TIYLO creates several opportunities for our young population to participate in service projects.

42. TIYLO also works with local not-for-profits, municipal entities, and other young professional groups in order to provide the most opportunities to our community members.

43. Summary • In order to engage, attract & retain young professionals, solutions include: • Provide them a chance to lead • Create a better way to share information • Raise awareness of career & economic opportunities • Increase connections between college and university students and the community • Support projects that foster improving the community’s quality of live and vibrancy!

44. Overall, young professionals want to live in a place that will improve their quality of life and promote their core values. Communities, their Leaders, Companies and Not-for-Profits will all have a hand in making that “place” our communities.

45. Thank you!