1. SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy February 17, 2009

2. ©SHRM 2009 Summary: Which of the following HR strategies and programs did your organization begin to initiate, expand or reduce in response to the current financial challenges in the U.S. economy? Top three initiated HR strategies and programs: 1. Layoff/downsizing strategies = 51% 2. Workforce planning = 38% 3. Business competencies = 33% 4. Older worker strategies = 33% Top three expanded HR strategies and programs: 1. Health care strategies = 71% 2. Communications strategies = 67% 3. Leadership/career development = 60% Top three reduced HR strategies and programs: 1. Recruitment of top talent = 37% 2. Older worker strategies = 32% 3. Retention strategies = 24% 2 Source: SHRM Poll February 17, 2009

3. ©SHRM 20093 n = 145 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Business Competencies Business Competencies: Programs designed to help your HR department better understand the economic forces challenging your business and the areas in which your department can maximize its bottom-line contribution.

4. ©SHRM 20094 n = 253 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Workforce Planning Workforce Planning: Strategic planning to determine your future workforce needs based on different economic scenarios. This includes the analysis of critical positions to identify talented employees who can be developed to fill specific positions or take on broader responsibilities.

5. ©SHRM 20095 n = 208 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Recruitment of Top Talent Recruitment of Top Talent: Targeted recruitment to take advantage of top-notch talent that becomes available as a result of the downturn.

6. ©SHRM 20096 n = 200 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Retention Strategy Retention Strategy: A strategy that provides the necessary incentives to motivate your high performers to stay on board.

7. ©SHRM 20097 n = 96 Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Older Worker Strategies Older Worker Strategies: Various strategies aimed at retaining older workers, transferring knowledge from those leaving and attracting those who have retired back into the workforce.

8. ©SHRM 20098 n = 234 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Leadership/Career Development Leadership/Career Development: Initiatives designed to develop a diverse generation of leaders from within.

9. ©SHRM 20099 n = 264 Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Communication Strategy Communication Strategy: Confidence-building internal communications from senior management and targeted communications with your employees to assure them of their value to your organization.

10. ©SHRM 200910 n = 180 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Layoff/Downsizing Strategies Layoff/Downsizing Strategies: Strategies that aim to avoid sudden large layoffs and minimize the effects of job reductions on employee morale. This includes voluntary furlough and time reduction programs used to reduce expenses.

11. ©SHRM 200911 n = 231 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Health Care Strategy Health Care Strategy: Analyzing various health care options to reduce overall health care costs for organizations.

12. ©SHRM 200912 n = 126 Note: Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009 Changes as a Response to Current Financial Challenges: Retirement Plan Strategy Retirement Plan Strategy: Analyzing various retirement plan options to reduce overall costs for the organization.

13. ©SHRM 200913 In your opinion, to what extent are the following aspects of talent management a higher priority at your company now compared with the onset of the recession? Note: Percentages do not total 100% due to rounding. Respondents who indicated “not applicable” were excluded from this figure. Source: SHRM Poll February 17, 2009

14. ©SHRM 200914 Demographic Information/ Organizational Profile

15. ©SHRM 200915 Does your organization have operations in the U.S. only or multinationally? n = 335 Source: SHRM Poll February 17, 2009

16. ©SHRM 200916 Organization Staff Size n = 332 Source: SHRM Poll February 17, 2009

17. ©SHRM 200917 Organization Sector n = 334 Source: SHRM Poll February 17, 2009

18. ©SHRM 200918 An e-mail that included a link to the survey was sent to 3,000 random SHRM members. The survey fielded February 17 – February 27, and four e-mail reminders were sent. A total of 2,489 surveys were successfully delivered, and 339 HR professionals responded, yielding a response rate of 14%. The number of respondents (indicated by “n”) varies because some respondents did not answer all of the questions. SHRM Poll: Programs and Practices to Confront the Workplace Effects of the Downturn in the Economy Methodology