Publications

THE DIFFERENCE A DOWNTURN CAN MAKE
Assessing The Early Effects of the Economic Crisis on the Employment Experiences of Workers

by Christina Matz-Costa, Marcie Pitt-Catsouphes, Elyssa Besen & Kathy Lynch

The Center’s 22nd Issue Brief - The Difference a Downturn Can Make - analyzes two sets of data; one collected before the recent economic downturn, and one collected just following the onset. The report explores how economic concerns have affected employees' workplace experiences and how changes differ by employee age and perception of job security. Employers who wish to maintain levels employee productivity can use this report to examine the recent changes in employee experience and workplace culture.

Employee perception of job security was shown to decrease, and perceptions of job security were shown to effect employee engagement, work overload, perceptions of supervisor support and workplace inclusion, as well as overall job quality. These trends were similar across age groups, but the extent to which employee age groups were affected varied considerably. For example, employee engagement decreased across all groups, but the decrease was most significant in the younger age groups, and almost nonexistent among employees over 53.

Employer priorities may shift during times of economic hardship.  However, multiple aspects of employee experience may affect employee productivity, causing increased negative consequences for the employer. Paying closer attention to employee experience could benefit employers by increasing productivity and encouraging employee loyalty. Employers can use this information to evaluate their own practices based on employee experience pre- and post- economic downturn, and adjust their workplaces accordingly.

Read Issue Brief 22 here » 

ARMENIA - STATISTICAL PROFILE

Compliled by Shoghik Hovhannisyan

The Country Profile of Armenia provides a comprehensive analysis of the country’s current economic situation and workforce demographics for organizations and employers wishing to expand their business or to improve their employee relations already in Armenia. This Profile can aid employers in becoming more competitive and informed in their operations in Armenia.

Armenia is a country with a long cultural tradition that has faced recent changes and restructuring following seven decades of Soviet rule. The country's economy continues to grow, with GDP growth rates in the double digits since 2002.  The formation of new sectors has sprung from the sweeping economic reforms carried out by the government since 1995.  In 2006 the country was ranked 39th in the world for the overall quality of business environment. (This ranking was far above many of its neighbors, such as Azerbaijan.)

Economic expansion in Armenia is hindered by the blockade imposed by the neighboring countries of Azerbaijan and Turkey, as well as the natural disadvantages faced by land-locked nations. The country faces a real unemployment rate of 27%, and only 40.5% of the population participating in the labor force. With growth already in place, and set to continue, employers seeking to compete in Armenia can use the information in this report to aid their ventures and become employer-of-choice in the area.

Read the Armenia Country Profile here » 

by Melissa Brown, Michelle Wong & Tay McNamara

Flexible Work Options in State Agencies is the first issue brief in the States as Employers-of-Choice study, a study designed to provide resources to aid state agencies in addressing the needs of the shifting demographics of the workforce.

Why are flexible options important?  In addition to reporting greater work-family balance, employees with access to flexible work options have also shown improved morale and reduced unscheduled absences, which benefit both employees and employers.

According to our study, certain flexible options were reported to be widely accessible in state agencies; 66.2% of employees having access to caregiving leave, and almost half of employees can request changes in starting and quitting times.  Many options, however, are remain largely unavailable: only 8.1% of employees reported availability of working off-site and 9.2% reported having the option of phasing into retirement.

In general, workplaces showing greater overall effectiveness have also tended to offer a wider range of flexibility options to most or all of their employees. Some state agencies, however, still evidenced reluctance to implement certain options, mostly due to perceived difficulties with "supervising employees, concerns about treating employees equally, and concerns about the reactions of clients." 

"Offering a variety of flexible work options to employees across the age spectrum can be a critical component of an effective action plan to meet the challenges of changing workplace demographics," our authors conclude.   State agencies who wish to become, or remain, employers-of-choice may wish to use the information in this issue brief to reevaluate their position on issues such as workplace flexibility.

MIND THE GAP - SOUTH KOREA
Employer Perspectives

by Jungui Lee

By examining information gathered in the 2005 Korea Labor Institute Workplace Panel Survey Mind the Gap Employer Perspective for South Korea attempts to understand the employment structure and labor demand within workplaces and to assess the human resource management systems of companies. The report highlights how quality of employment in South Korea varies across company size and industry sector.

Our analyses show that, among others, factors such as compensation, workplace flexibility, a culture of respect and inclusion in the workplace can affect the quality of experience in the workplace.

Employers around the world are challenged by the need to establish talent management policies and practices that they are globally strategic and also relevant to specific country contexts. Employers wishing to enter the South Korean market, as well as those working to retain a position as employers-of-choice can benefit from the information in this report.

MIND THE GAP - UNITED KINGDOM
Employer Perspectives

Compliled by Emma Parry

The Mind the Gap Employer report for the United Kingdom is designed to analyze the human resource practices in the country, and identify areas of deficiency and success. The report examines several dimensions of quality of employment, including: Opportunities for Learning and Advancement; Wellness, Health and Safety Protections; Compensation and Benefits, among others.  UK statistics are then compared to countries of comparable development and business practice, such as Australia, Canada, Germany, and the United States.
           
Our research shows that UK employers offered a greater number of learning and development opportunities compared to the other countries, but reported a "relatively low availability of pay variations." With regard to workplace flexibility, a comparatively moderate proportion of the UK employers offer these options.
           
As workforce demographics shift, UK employers are faced with the challenge of meeting human resource needs for a broader range of life-stages and priorities found in their employees. With the information presented in this Mind the Gap report, employers in the United Kingdom can "get ideas about possible HR innovations that have emerged in other countries" as well as examine their own human resource practices in comparison with programs “that are indicators of being employers-of-choice in the United Kingdom."

By addressing these issues, employers can maintain employee loyalty and engagement, improving overall organizational effectiveness and productivity.

Read our UK Mind the Gap Employer report here »

MIND THE GAP - CHINA
Employee Perspectives

by Quingwen Xu

Globalization and changes in the age composition of the workforce are focusing consideration of how age affects employee’s preferences and their employment experiences.  More importantly, multi-national employers need to determine if employees’ perceptions of their employment experience vary from country to country. 

Our Mind the Gap – China – Employee Perspectives report sheds light onto employees' perceptions of quality employment in China.  The Center’s analyses show that "fair, attractive and competitive compensation is the most important part of a good job for many Chinese workers," (32%) particularly those between 35 and 49 years of age.  The publication also discusses the finding that younger workers (<35 years) value personal interest (6%) and individual development and achievement (5.3%) significantly more than other age groups.  Contrastingly, "midlife workers least expected their employment to fit their personal interests and individual development."

The data explored in Mind the Gap - China show that Chinese workers of different ages do not necessarily value the same aspects of employment. Quality of employment in China is a complex concept, affected both by age and by cultural context. It is important for employers to be aware of this when developing their talent management strategies and programs if they hope to be employers-of-choice in China.

Read our China Mind the Gap Employee report here » [link]

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