Calgary TELUS Convention Centre Marcia Lyons, General Manager

Calgary TELUS Convention CentreMarcia Lyons, General Manager “Planning for the coming HR crisis”ASSOCIATION INERNATIONALE DES PALAIS DE CONGRÉS July 21, 2005

Is there a looming crisis in today’s workforce and when should we expect to face it? • What are the drivers behind this crisis? • What are the impacts on the workforce and workplace? • How will our industry be affected? • What are some suggestions and initiatives to avoid the crisis?

SIGNS OF A CRISIS & ITS FALLOUTRead any newspaper to find that the Future Has Already Happened

A Merging of Two Factors: • Demographics • Aging Population • Inverted Population Pyramid • Low Birthrates Effects on the Workforce: • Labour shortages (shrinking pool of ‘new’ workers) • Shift in age profile of labour force • Changing worker expectations & demands • More emphasis placed on standard work arrangements • More non-traditional workers • A sellers’ market

A Merging of Two Factors: • Business Environment • Globalization • Technology Explosion Affects: • Business process • Access to information • Consumer profile changing • New way of doing business emerging • Effects on the work place

CONSUMER – profile changing: • Changing customer expectations • Demands for better products & services • Consumer diversity • Customer as King or Queen BUSINESS – new styles emerging: • Increased competition • Flexibility imperative • Shift to knowledge workers as key component

Business Environment cont’d Effects on the Workforce • Increasing skill levels required • Worker mobility: international competition for labour • Horizontal skill sets • Displaced workers • Lifelong learning

Globalization Demographics WORKFORCE CHANGE Technology TO REITERATE…

NEW WORKPLACE REALITY • Multi-generations • Aging workforce • Women in the workforce • Increased diversity • Evolving business culture

(1) MULTI-GENERATIONS • Four generations at work • Work values differ across generation • Organizational models adapting CHALLENGES: • Creating solidarity between young and old • Managing differing expectations • Motivations tend to be generation-based • Reward & recognition • Feedback • Life/Work balance

New Philosophy Old Philosophy Managing Multi-generational diversities • Loyalty to institution • Free agency • Rank, hierarchy, & following rules • Autonomy & independence • System & process • Action & results • Safety, security, “don’t rock the boat” • Challenge, risk, innovation • Career & advancement • Work-Life balance

(2) AGING WORKFORCE A Function of: • Individuals’ need/desire to work longer • Society’s need to increase age of retirement CHALLENGES: • Retention of older workers • Transfer of skills from old to young

(3) WOMEN IN THE WORKFORCE • Steady growth in labour force participation over past three decades • More seeking post-secondary education • Still often employed in “traditional” jobs CHALLENGES: • Reconciliation of family and work • Gender bias • Glass ceiling still in effect

In 2001, women of all ages were less likely than men to be in the labour force Source: Organization for Economic Cooperation and Development, Labour Force Statistics 1981 - 2001

Women PERCENTAGE Source: Organization for Economic Co-operation and Development, Labour Force Statistics 1981 – 2001 and Labour Force Statistics 1971 – 1991

Men PERCENTAGE Source: Organization for Economic Co-operation and Development, Labour Force Statistics 1981 – 2001 and Labour Force Statistics 1971 – 1991

(4) INCREASED DIVERSITY • Immigration essential as birthrates fall ISSUES: • Integration of immigrants and minorities into workforce • Language fluency • Transferability of education & training standards

(5) EVOLVING BUSINESS CULTURE • Fundamental change in business environment • Organization structures evolving • Dramatic change in workforce characteristics

Declining The Bureaucratic Workplace Multi-layered, rigid hierarchical structures Top-down chain of command Specialized division of labour Majority of employees perform routine tasks Emerging The flexible workplace Flatter, more fluid organizational structures Employee participation in decision making Extensive team work More skilled- and knowledge-intensive tasks Old versus New Workplaces

Declining Driven by rules and regulations Training Vertical career mobility for a few Work environment issues not important Work and life are separate worlds One Career Emerging Delegated responsibility Learning Horizontal career paths Dual-ladders Supportive work environment Balance between work and family Multiple Careers Old versus New Workplaces

OUR INDUSTRY • We are not immune! • Tourism is a huge industry with continued projections for growth • We employ large numbers of young workers—and the youth labour pool is shrinking • Many jobs are part-time Common perceptions of the Industry: • Not viewed as having career potential • Little room for advancement • Overall compensation rates low • Labour requirements predominantly unskilled

PLANNING FOR THE CRISIS • Multifaceted approach • Proactive, not Reactive • Requires involvement: • Role of Government • Role of Industry • Role of Individual Centres/Facilities

PLANNING FOR THE CRISISRole of Government Developing policies to address issues: • Retirement • Immigration • Workplace diversity • Life balance

PLANNING FOR THE CRISISRole of Government Link educational system to future needs: • Raise standards of initial training • Flexible pathways • Distance learning

PLANNING FOR THE CRISISRole of Industry • Start to plan now • Understand broad impacts of change • Scope of future skill shortages • Changing work environments • Opportunities to influence outcomes

PLANNING FOR THE CRISISRole of Industry • Know the market • Employee • Competition • Create and communicate positive perceptions

PLANNING FOR THE CRISISRole of Industry • Influence • Government policy • Institutional: educational and training programs Develop policies to encourage skill growth • Benchmarking • Standards of performance • Industry specific training programs • Information sharing

PLANNING FOR THE CRISISRole of Individual Centres/Facilities • Create strategies which foster high productivity • Focus on the long term, not quick fixes

PLANNING FOR THE CRISISRole of Individual Centres/Facilities • Practice manpower planning across the organization • Seek appropriate ‘balances’ of generations • Use flexible work practices • Practice diversity management • Identify high potential employees • Endorse continuous learning • Pay attention to retention

PLANNING FOR THE CRISISRole of Individual Centres/Facilities • Take Recruitment seriously • Put the right people on the bus • Adopt a strategy of continuous recruitment • Recruit outside of the box • Liase with community resources • Be an ‘Employer of Choice’

PLANNING FOR THE CRISISRole of Individual Centres/Facilities • Commit resources to employee development • Hire for attitude; Train for skill • Recognize training creates a competitive advantage • Employee commitment • Customer retention • Support development of industry initiatives

PLANNING FOR THE CRISISRole of Individual Centres/Facilities • Build flexibility into workplace practices • Situational leadership • Flex time • Flex benefits Develop exceptional leaders

Compensation is the most important categoryof factors in career choice Importance score Leader Quality is the single most important attributein career decisions 5.02 3.82 3.62 3.54 3.41 3.17 3.16 3.06 3.03 2.9 Source: The Compelling Offer, Corporate Leadership Council Workforce Commitment Series-Vol 3, March 1999 Most Employee Value Drivers are not ‘Quick Fixes’

“Little of today’s technology is proprietary. Technology is easily obtained and replicated, and only levels the playing field. An organization’s valued human assets cannot be copied”Bill Gates

Calgary TELUS Convention Centre Marcia Lyons, General Manager