Boomers, Gen Xer’s, Millenials - One Size Does Not Fit All

1. Real Strategies From Real Companies – Attracting & Retaining the Multi-Generational Workforce October 2nd, 2007 Boomers, Gen Xer’s, Millenials - One Size Does Not Fit All

2. Multi-Generational Challenges One size does not fit all…

3. Introductions • Moderator: • Don McCreesh, The Garnet Group • Panelists: • Cory Garlough, Scotiabank • Joanne Paquette, Starwood Hotels • Anita Kent, Federal Express • Presenter: • Ted Emond, Hewitt Associates

4. One Size Does Not Fit AllBoomers, Gen Xer’s, MillenialsTed Emond – Hewitt Associates

5. SkillsShortage LabourShortage GreaterWorkforceDiversity Only 50% of Canadian employees believe that their employers areretainingthe people needed for success. — Report on Business 2006, Best Employers in Canada Study Only 56% of Canadian employees believe that their employers areattractingthe people needed for success. — Report on Business 2006, Best Employers in Canada Study The dominant factor for business in the next two decades is not going to be economics or technology; it will bedemographics. — Peter Drucker: The Future Has Happened Already The Perfect Storm – Future Talent Challenges

6. Engagement Studies During 2007 • 200 Participants in 2007 Best Employer Study and Best Small/Medium Employer Studies • Sponsors: • 30 to 40 Custom Engagement Studies annually • Hewitt’s Canadian employee engagement database (5 year rolling): • 300+ unique organizations representing 850,000+ employees • 450,000+ employee surveys completed • 8,000+ leadership team surveys completed • 40+ industries/economic sector benchmarks

7. What is Employee Engagement? Engagement: Intellectual and emotional state of mind employees have in their organization – extent to which employer has captured the hearts and minds of employees Strive Stay Say Speak positively about the organization to co-workers, potential employees and customers. Exert extra effort and are dedicated to doing the very best job possible to contribute to the organization’s business success. Have an intense desire to be a member of the organization. Engagement

8. The Best Employers in Canada StudyThe Best Employers Journey Journey (57%) Rethink (38%) Maintain (74%)

9. The Value of Being an Employer of Choice

10. 2007 Best Employers in Canada Study Full-time Voluntary Turnover Rate (2005) 20.0% 15.4% 13.4% 15.0% 13.0% 9.4% 10.0% 7.5% 7.3% 5.0% 0.0% Top / Bottom 10 Top / Bottom 20 Top / Bottom 50 Top Bottom The Value of Being an Employer of Choice

11. Engagement by Years of Service 80% 75% 70% % Strongly 65% Agree/ Agree 60% 55% 50% < 1 years >1 - <2 2 - 5 years 6 - 10 years 11 - 15 16 - 20 21 - 25 26 years or years years years years longer Overall Mid Boomers Late Boomers Generation X Millenials

12. Engagement By Flexible Work Arrangements 25% 20% Gap Between Employees 15% Who Have and Employees Who Do 10% Not Have Flexibile Arrangement 5% 0% Adjust when you begin Leave work for short Work from home, or a Share your job / shift Work more hours each Adjust your duties or end your workday periods to look after location other than the with a co-worker day / shift to have more and/or responsibilities personal commitments place you normally days off to meet personal report for work commitments outside work Mid Boomers Late Boomers Gener-ation X Millenials

13. Top 5 Personal Work Values Affecting Decisionto Join or Stay in Organization (1) (1) (1) (1) (1) (1) (1) (1) (2) (1) AdvancementOpportunity (1) (3) (3) (3) (1) Fully Use Abilities (3) (4) (3) (4) (4) ContinuousLearning (5) (4) (5) (5) (4) Matures – pre-1946 Early/Mid Boomers – 1946 to 1960 Late Boomers – 1961 to 1965 Generation X – 1966 to 1980 Millennials – 1981 and later Doing Work Consistent with Moral Values (5)

14. Despite improving functional excellence and moving to Shared Services, HR costs are increasing 6% per year and HR is still struggling to demonstrate value to the business. Value Most HR organizations are struggling to be a business partner Being a Business Driver We are fighting the wrong battle…we need to be value drivers Being aBusiness Partner Value is derived from owning and being accountable for processes that deliver business results Supporting the Business We need to rethink the work of HR Past Present Future HR’s Challenge

15. People Process People Outcomes Business Performance Talent Supply Value Continuous Supply of Qualified Talent Growth a continuous supply of capable leadership talent Leadership Talent & Key Capabilities Profitability Building High Performance Workforce High Performance Innovation Compelling Employment Brand and Engaged Employees EmploymentRelationship Cost PeopleAdministration Operational Efficiency & Effectiveness Return Next Generation HR

16. Talent supply chain management requires integration and a strong External focus on the human capital needs of the business Workforce Planning Candidate Sourcing Assessment and Selection Onboarding and Orientation First Year Performance Competency- based predictive processes to ensure successful hiring decisions Clear, articulated vision of the talent demand/supply impacts on business strategy execution Formal plan to place new hires on a success trajectory Tangible positive impact on bottom-line company performance Deliberate and targeted sourcing strategies Leading Practices • Planning keyed to short- and long-term business goals • Comprehensive inventory of incumbent workforce skills and understanding of gaps • Predictive workforce analytics • Farming for critical roles vs. hunting for speed for high volume roles • Deep relationships with diverse talent sources • Mindset that everyone in the organization is a recruiter • Differentiate assessment tools for key/critical roles • Invest in training and coaching to develop managers’ assessment skills • Create a compelling and seamless candidate experience • Begin onboarding process as soon as candidate accepts • Strong orientation process to learn about the business and the work • Support network to assist with learning about the business and role • Clearly-defined performance goals • Frequent assessment and performance feedback • Assess first year engagement Value-Added Talent Supply Process Involves

17. Questions for audience • What are your company’s recruiting and retaining challenges? • What recruiting strategies and tactics are working for you? • What retaining strategies and tactics are working for you? • How do you ensure Executive support for your recruiting and retaining strategies and tactics? • What advice do you have for HR leaders about preparing for the future talent challenge?

18. www.engagementcheckup.com www.hewitt.com/bestemployerscanada Ted EmondHewitt Associates2 Sheppard Ave. E. Toronto, ON M2N 7A4 416-226-8422 - direct647 291 0106 - cell ted.emond@hewitt.com

19. Cory Garlough, Scotiabank Joanne Paquette, Starwood Hotels Anita Kent, Federal Express Ted Emond, Hewitt Associates Moderator: Don McCreesh, The Garnet Group Panel Discussion

20. Closing Remarks: Tim Arnill President & CEO, Verity Thank-you for joining us.

21. Presenter’s Charities • ACT – AIDS Committee of Toronto • Children’s Wish Foundation • Pathways to Education • Canadian Breast Cancer Foundation • Don McCreesh Giraffe Fund – YMCA of Greater Toronto • (In support of YMCA youth projects)