HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Future of the U.S. Labor Pool Sample comprised of 483 randomly selected HR professionals. Analyzing 483 out of s sent, s received (response rate = 18%) Survey fielded between March 27 – April ; presentation generated on April 4, Margin of error is +/- 5%. Page 1

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Summary More HR professionals indicated that they were beginning to examine their internal policies and management practices in 2007 (45%) than in 2005 (39%). HR professionals in publicly owned for profit and government sectors indicated that their organizations have proposed specific policy and management practice changes in preparation for the potential labor shortage due to retiring baby boomers than HR professionals in privately owned for profit organizations. In 2007, there was an increase of HR professionals (33%) responding that their organization had made some change in recruiting, retention and management policy/practice due to retiring baby boomers compared to 2005 (26%). Page 2

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Preparation for Potential Labor Shortage Due to Baby Boomer Retirement Note: Percentage may not total 100% due to rounding Page 3

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Preparation for Potential Labor Shortage Due to Baby Boomer Retirement (by Organization Staff Size) Small (1-99 employees) (n = 124) Medium ( employees) (n = 134) Large (500 or more employees) (n = 126) Differences by Organization Staff Size Beginning to examine internal policies and management practices 40%43%52% Just becoming aware of the issue43%39%25% Small, medium > large Have proposed specific policy and management practice changes 7%6%12% Have implemented specific policies and management practices 8% 7% Have agreed internally on a plan to change policies and management practices 2%4% Note: The sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees and information about their organization’s preparation for potential labor shortage. Blank cells in the last column indicate that no statistically significant differences were found. Data sorted in descending order by large organizations. Page 4

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Preparation for Potential Labor Shortage Due to Baby Boomer Retirement (by Organization Sector) Publicly owned for profit (n = 101) Privately owned for profit (n = 185) Nonprofit organization (n = 63) Government sector (n = 31) Other (n = 8) Differences by Organization Sector Beginning to examine internal policies and management practices 48%40%43%61%63% Just becoming aware of the issue 30%43%30%23%13% Have proposed specific policy and management practice changes 13%4%13%16%0% Publicly owned, Government>Pri vately owned for profit Have implemented specific policies and management practices 6%10%11%0%13% Have agreed internally on a plan to change policies and management practices 4%3% 0%13% Note: The sample sizes and percentages shown in the organization sector categories are based on the actual number of respondents who provided their organizations’ sector and information about their organization’s preparation for potential labor shortage. Blank cells in the last column indicate that no statistically significant differences were found. Data sorted by publicly owned for profit in descending order. Page 5

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Extent to Which Retiring Baby Boomers Caused Changes in Recruiting, Retention and/or Management Policy/Practice Page 6

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Extent to Which Retiring Baby Boomers Caused Changes in Recruiting, Retention and/or Management Policy/Practice (by Organization Staff Size) Small (1-99 employees) (n = 117) Medium ( employees) (n = 130) Large (500 or more employees) (n = 125) Differences by Organization Staff Size To a very large extent3%5%9% To some extent29%33%45% Large>small To a very small extent32%28%34% To no extent at all36%35%12% Small, medium > large Note: The sample sizes and percentages shown in the organization staff size categories are based on the actual number of respondents who provided their number of employees. Blank cells in the last column indicate that no statistically significant differences were found. Page 7

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Organization Staff Size (n = 477) Small (1-99 employees) 34% Medium ( employees) 33% Large (500 or more employees) 33% Page 8

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Industry (n = 481) Services (profit)16% Manufacturing (durable goods)11% Health8% Services (non-profit)6% Finance6% Wholesale/Retail Trade6% Educational Services5% Government5% Manufacturing (non-durable goods)5% Construction and Mining/Oil and Gas4% High Tech4% Insurance2% Telecommunications2% Transportation2% Utilities2% Newspaper publishing/broadcasting1% Other15% Page 9

HR: Leading People, Leading Organizations © 2007 SHRM SHRM Weekly Online Survey: March 27, 2007 Organization Sector n = 480 Publicly owned for profit24% Privately owned for profit49% Nonprofit organization16% Government sector9% Other3% Note: Percentage may not total 100% due to rounding Page 10