Wokoc Is e : iw rfre s u s Ve s f m 1 3N r C rl a ro 0 ot aoi h n E ly r mpo es S mmayo Fn ig f m a u r f idn s r o We S re b uv y Jn 2 0 ue 08 Workforce Issues: Views from 103 North Carolina Employers Summary of Findings from a Web Survey By Jennifer H. Sauer Copyright © 2008 AARP Knowledge Management 601 E Street, NW Washington, DC 20049 http://www.aarp.org/research/ Reprinting with Permission AARP is a nonprofit, nonpartisan membership organization that helps people 50+ have independence, choice and control in ways that are beneficial and affordable to them and society as a whole. AARP does not endorse candidates for public office or make contributions to either political campaigns or candidates. We produce AARP The Magazine, published bimonthly; AARP Bulletin, our monthly newspaper; AARP Segunda Juventud, our bimonthly magazine in Spanish and English; NRTA Live & Learn, our quarterly newsletter for 50+ educators; and our website, AARP.org. AARP Foundation is an affiliated charity that provides security, protection, and empowerment to older persons in need with support from thousands of volunteers, donors, and sponsors. We have staffed offices in all 50 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands. AARP staff from the AARP North Carolina State Office, Government Relations & Advocacy, and Knowledge Management contributed to this study. Special thanks are extended to Bob Jackson, Suzanne LaFollette-Black, and Bill Wilson of the AARP North Carolina State Office, and Clare Hushbeck of Government Relations & Advocacy. Thanks also to Knowledge Management staff including Rachelle Cummins, Jennifer Sauer, Joanne Binette, Darlene Matthews, Cheryl Barnes, and Jennifer Leslie. Thanks also are extended to AARP’s Office of General Counsel, for review of the report. Alan Newman Research insured a timely and high quality survey. Terri Guengerich of Knowledge Management managed all aspects of this study, and Jennifer Sauer wrote this report. For more information, contact Terri at (202) 434-6306. Today, people born between 1946 and 1964 constitute more than 76 million Americans. 1 The Bureau of Labor Statistics (BLS) reports that by 2012, almost two-thirds of Americans ages 55 and older will be working and constitute one-fifth of the U.S. labor force. While many are expected to retire, many are also expected to work beyond traditional retirement age. In fact, reflecting the national trend, a recent survey of North Carolina workers found that 59 percent plan to keep working after their Social Security retirement age.2,3 Businesses need to address this issue if they want to remain competitive in today’s marketplace. About this Survey AARP surveyed a small number of employers in North Carolina to gain some insight to the workforce issues they face today and consider how AARP might be a valuable resource to them. This survey explores the opinions and experiences of 103 local businesses around workforce trends, benefits, and workers age 50 +. Organization Type This study was conducted via a web survey. Though (un-weighted n=103) For profit 58% gaining in popularity, Internet or web surveying of the Not-for-profit 42% general population or other samples is still a new research methodology and faces unique methodological Industry Type Construction Mining (oil/gas) issues.4 Compounding this issue is one of surveying Education Software Technology employers or businesses which traditionally respond at Finance Telecommunications lower rates than the general population. Government Transportation For this study, two separate convenience samples were Health Utilities used. One was from a small list of accumulated Insurance Wholesale volunteered email addresses of attendees to various Manufacturing Retail employer events, the other from a combined list of Company Size (un-weighted n=103) business organization members. Potential participants 1-150 Employees 53% whose email addresses were available were sent a 151 + Employees 40% personalized invitation with a link to the web survey. Responding Company Employee Age Others were mailed a letter including a link to the web (un-weighted n=103) survey. Out of 447 email addresses in the first sample, Younger than age 50 42% 13 percent responded and completed the Internet survey. Age 50 + 60% Out of 2,255 letters sent to employers belonging to the Counties Represented particular organizations in the second sample, 2 percent Buncombe Granville Randolph responded. Hence, 103 Internet surveys were fully Caldwell Guilford Robeson completed and able to be entered for analysis. Carteret Henderson Rowan Catawba Iredell Stanly Among the 103 responding businesses, slightly more Chatham Jones Stokes identified their organization as for profit than non-profit. Columbus Lee Surry Fourteen industries are represented in this sample, and Craven Lenoir Union half report having up to 150 employees, while forty Davidson Mecklenburg Wake percent say they have 151 employees or more. Durham Mitchell Watauga Somewhat noteworthy is the sixty percent of Edgecombe Moore Wayne interviewees who report their age is 50 or older. Finally, Forsyth Onslow though the final sample of responding companies is Gaston Pasquotank small, it does include most counties in the state. 1 DeLong, D. (2004) Lost Knowledge: Confronting the Threat of an Aging Workforce. Oxford University Press, Inc. 2 Guengrich, T. (2008) The Employee Point of View: Opinions of Workers in North Carolina on Election Issues, Retirement and Caregiving. 3 Roper ASW for AARP (2004) Baby Boomers Envision Retirement II: Survey of Baby Boomers Expectations for Retirement 4 Dillman, D. (2000) Mail and Internet Surveys, The Tailored Design Method. John Wiley & Sons, Inc. Second Edition. Workforce Issues: Views of 103 North Carolina Employers 1 Key Findings Top 3 Highly Important Workforce Issues Among Responding Employers: Attracting/Retaining Skilled Workers, Health Care Costs, and Workplace Technology Survey respondents were first Level of Importance: asked how important certain Extremely/Very Important Workforce Issues workforce issues are to their (un-weighted n=103 NC Employers) company or organization. The Extremely Very majority of the 103 employers Attracting/retaining skilled workers 71% 23% completing the survey indicate that Health care costs 68% 25% attracting and retaining skilled Workplace technology 38% 51% workers and health care costs are Workforce development 39% 47% the top two issues they view as extremely or very important to Employee work/life balance 34% 41% their company. However, just Aging workforce 30% 37% slightly fewer respondents report Retiree benefit costs 23% 21% that workforce technology and Age discrimination 15% 22% workforce development of their 0% 20% 40% 60% 80% 100% current staff are extremely or very important issues facing their company. Attracting and Retaining Skilled Workers Most of the employers that responded to this survey report that in the last two years, it has taken more time to hire qualified candidates for vacant staff positions in their company. Another third say it has taken about the same time while only 2 percent indicate it actually has taken them less time to fill a vacant position with a qualified candidate. Moreover, half of all respondents say it is extremely or very likely that during the next five years their organization will face a shortage of qualified workers, and another third feel it is somewhat likely. Amount of Time Spent Filling Positions Likelihood of Company Facing Labor Shortage in Last 2 Years in Next 5 Years (un-weighted n=103 NC Employers) (un-weighted n=103 NC Employers) Taken more 62% time Extremely likely 16% Taken less Very likely 32% 2% time Somewhat likely 34% Taken about 34% the same time Not very likely 18% Not at all likely 0% Not sure 2% Not sure 1% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% Workforce Issues: Views of 103 North Carolina Employers 2 Notably, the BLS projects two major shifts in workforce demographics that could prompt American businesses to face unique human resource challenges – an aging workforce and a diminishing number of younger workers.5 So it would seem that retaining older workers may help companies bridge the labor force shortage gap. The data from this survey show that many responding employers understand the cost of losing workers and that it is highly important for their company to retain the knowledge of exiting employees. Amount of Knowledge Lost with Level of Importance: Exiting Employees Retaining Organizational Knowledge (un-weighted n=103 NC Employers) (un-weighted n=103 NC Employers) Major Extremely important 28% 54% amount Very important 54% Minor 36% Somewhat important 17% amount Not too important 1% None at all 1% Not at all important 0% Not sure 9% Not sure 0% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% Yet well over half of the employers in this survey say they do not have or are not sure their company has a process in place to enable employees to pass on their knowledge and work experiences before they leave. Moreover, over half of all respondents say they do not have a formal succession plan in place that would identify suitable employees for professional development and advancement. Have Process To Retain Knowledge from Have Formal Succession Plan in Place Exiting Employees for Employees (un-weighted n=103 NC Employers) (un-weighted n=103 NC Employers) Yes 42% Yes 41% No 42% No 59% Not sure 17% 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% However, some companies in this survey indicate they offer benefits and programs that might be considered attractive incentives to retain skilled and talented workers, particularly those ages 50 and older. 5 DeLong, D. (2004) Lost Knowledge: Confronting the Threat of an Aging Workforce. Oxford University Press, Inc. Workforce Issues: Views of 103 North Carolina Employers 3 The majority of employers responding to this survey offer flexible work schedules and an opportunity to work part-time. At least half indicate they accommodate the age 50 and older employee with training to upgrade skills and knowledge, hire retired employees as consultants or temporary employees, or provide part-time work, though without benefits. Employee Programs Offered Programs Offered to Accommodate 50+ Employee (un-weighted n=103 NC Employers) (un-weighted n=103 NC Employers) Program Yes Program Yes Opportunity to work part-time 74% Training to upgrade skills/knowledge 73% Flexible work schedule 60% Hiring retired employees 64% Compressed work-week 34% Part-time jobs w/o benefits 52% Telecommuting 33% Job transfer opportunities w/conditions 49% Job sharing 24% Enable shifts between career tracks 40% Part-time jobs w/benefits 21% Other benefits that could help retain and Benefits Offered to Employees attract skilled workers of any age include (un-weighted n=103 NC Employers) savings and retirement plans and health care Benefit Yes benefits. Most companies responding to this Health insurance/coverage 95% survey offer health coverage, prescription Prescription drug coverage 95% drug coverage, a life insurance plan, short or Defined contribution plan 91% long-term disability coverage, and dental and Life insurance plan 90% vision coverage. Roughly one-third offer Dental insurance 88% health insurance for retirees and a defined Short/long-term disability coverage 85% pension benefit or long-term care insurance. Company contribute to retirement savings plan 84% Vision insurance 71% Long-term care insurance 37% Auto-enroll retirement contribution plan 35% Defined pension benefit 34% Health insurance for retirees 34% Health Care Costs Concerns among employers in this survey are understandable. While the majority say their company provides health coverage, life insurance, disability coverage, dental, and vision coverage, many share the cost of this coverage with their employees (see Annotated Survey, Question 10). In fact, among all employers in this survey, no company asks the employee to pay for their plan entirely and nearly a third pay for their employee’s health coverage entirely. Employer/Employee Benefit Contribution “Yes” Benefit offered YES, offer EmployEE EmployER Both Benefit * pays all pays all contribute Health insurance coverage (n=98) 0% 31% 69% Life insurance coverage (n=90) 12% 57% 31% Long-term care coverage (n=38) 71% 11% 18% Dental coverage (n=91) 32% 19% 50% Vision coverage (n=73) 25% 19% 56% Workforce Issues: Views of 103 North Carolina Employers 4 Respondents were asked to identify and indicate the extent to which thirteen particular factors contribute to the rise in health care costs. High profits made by drug companies and the number of malpractice lawsuits emerge as the top two factors that contribute a great deal to rising health care costs. The aging of the population and the use of expensive new prescription drugs or treatments are viewed as contributing a great deal to rising health care costs by at least forty-five percent of all respondents. Interestingly, at least forty percent feel the following factors contribute a fair amount to rising health care costs: use of expensive drugs or treatments, people receiving unnecessary medical treatments, medical insurance administrative costs, use of high-tech medical equipment, and the aging population. Extent Certain Factors Contribute to Rising Health Care Costs (un-weighted n=103 NC Employers) A great deal A fair amount Not too much Not at all Not sure Drug company profits 53% 35% 6% Malpractice lawsuits 52% 26% 14% 6% Expensive Rx treatments 46% 40% 10% Aging population 45% 47% 7% Insurance company profits 43% 36% 15% High-tech medical equipment use 38% 44% 16% Amout of health system fraud/ waste 38% 36% 18% 8% Insurance administrative costs 29% 43% 24% People getting unnecessary treatments 29% 40% 26% Insured not looking for less costly care 26% 33% 30% 7% Hospitals making too much money 25% 25% 36% 10% People getting better medical care 19% 39% 23% 12% 7% Doctors making too much money 12% 34% 41% 10% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% * Blanks indicate 5 percent or less of respondents Caregiving Benefits A caregiver is typically defined as someone who provides unpaid help to a relative or friend who is ill, has a disability, or is elderly and assists them with bathing, dressing, preparing meals, taking medication, doing household chores, managing finances or various other services. Many of the employers responding to this survey indicate that over the past five years the number of employees requesting accommodation to provide care to a family member or other relative has indeed increased (41%). In addition, a similar proportion of employers say that such a request from employees has remained the same (48%). No employer has seen a decrease in this request from employees in their company. Workforce Issues: Views of 103 North Carolina Employers 5 When asked to what extent employees’ caregiving responsibilities influence certain job performance factors, few employers indicate that such responsibilities have a lot of influence. Rather, more employers view each of the performance factors tested in the survey as being influenced somewhat or quite a bit. Level of Influence: Employee Caregiving on Job Performance Factors (un-weighted n=103 NC Employers) A lot Quite a bit Somewhat Not at all Not sure Use of sick days 16% 39% 27% 12% 7% # Personal calls 14% 32% 37% 10% 8% Emotional distraction 14% 31% 37% 12% 7% Workplace stress 14% 37% 33% 12% 5% Absenteeism 12% 24% 48% 11% 6% Late to work, leave early 10% 28% 46% 10% 7% Early retirement, 6% 19% 45% 22% 8% resignation, reduced hours 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Many employers in this study do offer a variety of Caregiving Programs Offered to Employees services or programs outside of the Family Medical (un-weighted n=103 NC Employers) Leave Act (FMLA). In fact, about sixty percent of Benefit Yes them offer information and referral services for Information/referral for counseling 63% counseling, additional leave (though unpaid), and a Additional unpaid leave 61% flexible work schedule. Forty-five percent of them provide information and referral to various Flexible work schedule 60% resources and roughly one-third say they allow Information/referral for resources 45% telecommuting and offer legal counseling specific Telecommuting 37% to caregiving. Fewer employers offer a compressed Legal counseling services 31% work-week to caregiver employees, provide a Compressed work week 29% vacation or sick leave donation program, or support Vacation and sick time hours donation 26% groups. Less than 20 percent offer job-sharing, additional paid-leave or financial assistance to Support groups 21% employees who are also caregivers (see Annotated Job sharing 18% Survey, Question 21). Additional paid-leave 16% Financial assistance 8% Workforce Issues: Views of 103 North Carolina Employers 6 Summary of Findings Attracting and retaining a skilled workforce is the top issue facing the majority of North Carolina employers in this survey. This is not too surprising given that most say it has taken them more time to fill positions in the last 2 years and most project a likely shortage of workers in the next five years. Respondents also understand the cost of losing workers to retirement or other workforce trends – knowledge loss – yet many do not have an organizational process in place to retain the knowledge and experience of exiting workers. However, some of the employers in Level of Agreement: this survey offer programs and benefits Strongly/Somewhat Agree with Statements about Older that could attract the very employees Workers that may help prevent a labor shortage (un-weighted n=103) as well employees they agree possess Strongly agree Somewhat agree valuable characteristics such as Have valuable experience 64% 32% experience, wisdom, company loyalty, Have valuable wisdom 58% 32% and job dedication – those ages 50 and older (see Annotated Survey, Question More loyal to company 42% 40% 22). At least sixty percent of the More dedicated to job 39% 41% businesses in this survey offer the Produce higher quality work 20% 52% opportunity to work part-time, flexible Health care costs higher 25% 45% work schedules, skills training, and Hard to train technology 8% 47% hire retired employees. Nearly all offer Produce higher quantity work 18% 23% health coverage and a retirement Disengage awaiting retirement 1% 31% savings plan – each are attractive incentives to the skilled and talented 0% 20% 40% 60% 80% 100% job seeker or employee a company would like to retain. Still, programs and benefits such as long-term care coverage, caregiving leave and programs, and more alternative work styles would attract those skilled and experienced workers that also have to care for family or plan for their own retirement or the possibility of long-term care. Health care costs are the second topmost issue facing North Carolina employers in this survey. While respondents in this survey attribute rising costs for health care coverage to a variety of factors, at least half view drug company profits and malpractice lawsuits as factors contributing a great deal to the general rise in cost. Slightly fewer feel that expensive prescription drugs or treatments, the aging population, and insurance company profits are to blame. Not surprisingly, 70 percent of responding employers believe that health insurance costs are higher for older workers. Finally, this survey explored the impact of employees providing caregiving to family members on job performance and business operations. Well over half of caregivers in the U.S. are currently employed and most are employed full-time, and it is estimated that businesses suffer a productivity loss of about $33.6 billion to informal caregiving.6,7 Just under half of the employers responding to this survey say the number of employees in their company providing caregiving to a family member has increased in the last five years and many see an impact on job performance. 6 Gibson, M.J. and A. Houser, Valuing the Invaluable: A New Look at the Economic Value of Family Caregiving. AARP Public Policy Institute Issue Brief, June 2007, IB Number 82. 7 Metlife Mature Market Institute and the National Alliance for Caregiving, 2006, The MetLife Caregiving Cost Study: Productivity Losses to U.S. Business. Workforce Issues: Views of 103 North Carolina Employers 7 Implications/Recommendations for Generalizing Findings and Use in Planning This survey offers interesting insight as to the workforce and workplace issues some employers in North Carolina are faced with today. However, due to the nature and design of the two samples, the very small number of completes, the very small number of responding businesses across the various industries, and inability to weight the data, the final results cannot be assumed to be or interpreted as representative of “North Carolina employers” or “businesses in North Carolina”. Moreover, because the respondents are the result of convenience samples, planning strategy or information materials and dissemination based on the findings from the survey is not recommended. Still, this survey does offer tremendous value as a “pilot” study of employers using the Internet to administer and collect data from a fairly difficult respondent pool. Expansion of this research with a more precise methodology could produce a useful and meaningful tool for employers in North Carolina as well as agencies, organizations, or individuals facing an aging workforce trend and increasing health care costs. Workforce Issues: Views of 103 North Carolina Employers 8 2007 SURVEY OF NORTH CAROLINA EMPLOYERS ONLINE SURVEY n=103 Workforce Issues 1. In your opinion, how important are the following workforce issues to your company or organization? Extremely Very Somewhat Not very Not at all important important important important important n=103 ▼ ▼ ▼ ▼ ▼ a. Health care costs .................. 68% 25% 6% 0% 1% b. Aging of the workforce ........ 30% 37% 30% 2% 1% c. Age discrimination litigation ............................... 15% 22% 36% 20% 7% d. Retiree benefit costs ............. 23% 21% 28% 12% 16% e. Workforce development of your current staff .................. 39% 47% 12% 3% 0% f. Workplace technology ......... 38% 51% 9% 3% 0% g. Work/life balance for employees............................. 34% 41% 22% 3% 0% h. Attracting and retaining skilled workers ..................... 71% 23% 5% 1% 0% The Labor Force and Staffing 2. In the last two years, would you say it has taken more time, less time, or about the same amount of time to hire qualified candidates for vacant staff positions in your company or organization? n=103 62% Taken more time 2% Taken less time 34% Taken about the same time 2% Not sure Workforce Issues: Views of 103 North Carolina Employers 9 3. During the next five years, how likely is it that your company or organization will face a shortage of qualified workers? n=103 16% Extremely likely 32% Very likely 34% Somewhat likely 18% Not very likely 0% Not at all likely 1% Not sure 4. What steps, if any, has your company or organization taken to prepare for a potential shortage of qualified workers? __________________________________________________________________________ __________________________________________________________________________ 4a. How much knowledge loss occurs when an employee retires or otherwise leaves your company or organization? n=103 54% A major amount 36% A minor amount 1% None at all 9% Not sure 5. How important is it for your company or organization to retain the knowledge that might be lost when an employee retires or leaves? n=103 28% Extremely important 54% Very important 17% Somewhat important 1% Not too important 0% Not at all important 0% Not sure 6. Does your company or organization have a process that enables employees who retire or otherwise leave to share the knowledge they have obtained on the job? n=103 42% Yes 42% No 17% Not sure Workforce Issues: Views of 103 North Carolina Employers 10 7. Succession planning is the process of identifying suitable employees, developing their skills, and preparing them for advancement. Does your company or organization have a formal succession plan in place? n=103 41% Yes 59% No, SKIP TO QUESTION 9 8. Does your company or organization’s succession plan cover any of the following positions? Not Yes No sure n=42 ▼ ▼ ▼ a. Executives (e.g, President/CEO, Chief Financial Officer, Chief Operating Officer, Senior Vice President) ................................. 76% 12% 12% b. Senior Management (e.g., Director, or other Senior Manager) . 81% 12% 7% c. Middle Management (e.g., Manager, Supervisor) ........................ 50% 36% 14% d. Non-Management (e.g., Assistant, Coordinator, Specialist)......... 33% 55% 12% Work Benefits 9. Does your company or organization offer the following benefits to employees? a. Health insurance coverage n=103 Yes 95% If YES, who pays for it? (n=98) No 5% 0% Employee pays all 31% Employer pays all 69% Both employee and employer contribute b. Prescription drug coverage n=103 Yes 95% No 5% c. Health insurance for retirees n=103 Yes 34% No 66% Workforce Issues: Views of 103 North Carolina Employers 11 d. Life insurance coverage n=103 Yes 90% If YES, who pays for it? (n=93) No 10% 12% Employee pays all 57% Employer pays all 31% Both employee and employer contribute e. Short or long-term disability coverage n=103 Yes 85% If YES, who pays for it? (n=87) No 16% 16% Employee pays all 47% Employer pays all 37% Both employee and employer contribute f. Long-term care insurance n=103 Yes 37% If YES, who pays for it?(n=38) No 63% 71% Employee pays all 11% Employer pays all 18% Both employee and employer contribute g. Dental insurance coverage n=103 Yes 88% If YES, who pays for it? (n=91) No 12% 32% Employee pays all 19% Employer pays all 50% Both employee and employer contribute h. Vision insurance coverage n=103 Yes 71% If YES, who pays for it? (n=73) No 29% 25% Employee pays all 19% Employer pays all 56% Both employee and employer contribute Workforce Issues: Views of 103 North Carolina Employers 12 10. Does your company or organization offer a defined contribution plan, which allows employees to set aside tax-deferred income for retirement, such as an IRA, a 401(k), or a 403(b)? n=103 91% Yes 9% No, SKIP TO QUESTION 13 11. Does your company or organization contribute money to this plan for each employee who is enrolled? n=94 84% Yes 16% No 12. Does your defined contribution plan automatically enroll employees? n=94 35% Yes 59% No 6% Not Sure 13. Do you think that employers should be required to offer a defined contribution plan, like an IRA or a 401(k)? n=103 57% Yes 31% No 12% Not Sure 14. Does your company or organization offer a defined benefit plan, like a traditional pension plan that provides a steady income usually upon retirement? n=102 34% Yes 66% No Workforce Issues: Views of 103 North Carolina Employers 13 15. Does your company or organization offer any of the following benefits for your employees? Not Yes No sure n=103 ▼ ▼ ▼ a. Opportunity to work part-time ................................................... 74% 24% 2% b. Job sharing (two employees sharing the responsibilities, accountabilities, and compensation of one full-time job) .......... 19% 77% 4% c. Telecommuting (on an ad hoc, part-time, or full-time basis)..... 33% 63% 4% d. Flexible work schedule (allowing employees to choose their work hours within limits established by employer) ................... 60% 40% 0% e. Compressed work week (working longer days for part of the week or pay period in exchange for shorter days or a day off each week or pay period)............................................................ 34% 65% 1% f. Phased retirement program (enabling employees to ease into retirement by reducing their work schedules and/or responsibilities)........................................................................... 27% 67% 6% 16. Many companies and organizations use different approaches to accommodate older employees (age 50 and older). For each of the following strategies, please indicate whether your company or organization is currently using it. Not Yes No sure n=103 ▼ ▼ ▼ a. Shifting employees from one career track to another career track ............................................................................................ 40% 52% 8% b. Providing training to upgrade skills and knowledge .................. 73% 23% 4% c. Hiring retired employees as consultants or temporary employees for project or contract work...................................... 64% 31% 5% d. Providing opportunities for employees to transfer to jobs with reduced pay and responsibilities................................................. 49% 46% 6% e. Providing part-time work arrangements with continuation of benefits........................................................................................ 21% 75% 4% f. Providing part-time work arrangements without continuation of benefits ................................................................................... 52% 42% 7% g. Providing a “snow-bird” program, e.g., allowing employees who live in different places during the year to work from both locations.............................................................................. 6% 87% 7% h. Providing assistive technology aids or devices to older workers to help with vision, hearing, or dexterity issues ........... 32% 55% 13% Workforce Issues: Views of 103 North Carolina Employers 14 17. Does your company or organization use any other approaches to accommodate older employees? ______________________________________________________________________________ ______________________________________________________________________________ Caregiving in your Company or Organization A caregiver can be anyone who provides unpaid help to a relative or friend who is ill, has a disability, or is elderly. This kind of help includes assistance with bathing, dressing, preparing meals, taking medications, doing household chores, taking care of finances, arranging for outside services, or regularly visiting the person needing care. The relative or friend who needs help may live with the caregiver or somewhere else. 18. In the last five years, has the number of employees in your company or organization who have requested some accommodation (i.e., time off, a more flexible work schedule, etc.) to provide care for a family member or other relative increased, decreased, or stayed the same? n=103 41% Increased 0% Decreased 48% Stayed the same 12% Not sure 19. To what extent do you think employee caregiving responsibilities influence the following performance factors in your company or organization? Quite a Some Not at Not A lot bit what all sure n=103 ▼ ▼ ▼ ▼ ▼ a. Workplace stress ........................................ 14% 37% 33% 12% 5% b. Absenteeism ............................................... 12% 24% 48% 11% 6% c. Arriving late to work or leaving early from work................................................... 10% 28% 46% 10% 7% e. Mental or emotional distraction ................. 14% 31% 37% 12% 7% f. Amount of personal calls made at work..... 14% 32% 37% 10% 8% g. Use of sick days ......................................... 16% 39% 27% 12% 7% h. Early retirement, resignation, or reduction in hours worked.......................... 6% 19% 45% 22% 8% Workforce Issues: Views of 103 North Carolina Employers 15 20. Does your company or organization offer any of the following services or programs for employees who are caring for a family member or other relative outside of the requirements of the Family Medical Leave Act (FMLA)? FMLA allows an employee to take unpaid leave due to a serious health condition that makes the employee unable to perform his job or to care for a sick family member or to care for a new son or daughter. Not Yes No sure n=103 ▼ ▼ ▼ a. Additional paid leave ................................................. 16% 80% 5% b. Additional unpaid leave ............................................. 61% 33% 6% c. Financial assistance .................................................... 8% 87% 5% d. Allowing employees the opportunity to donate their vacation or sick time to another employee who is caring for a family member or other relative.. 26% 67% 7% e. Flexible work schedule............................................... 60% 34% 6% f. Support groups ........................................................... 21% 75% 4% g. Information and referral sources to help find caregiving providers and resources ............................ 45% 47% 9% h. Telecommuting or allowing employees to work from home .................................................................. 37% 58% 5% i. Job sharing.................................................................. 18% 76% 6% j. Compressed work week.............................................. 29% 68% 3% k. Information and referral for individual counseling .... 63% 34% 3% l. Legal counseling services........................................... 31% 61% 8% 21. Does your company or organization provide any other services or programs to employees providing care for a family member or other relative? ______________________________________________________________________________ ______________________________________________________________________________ Workforce Issues: Views of 103 North Carolina Employers 16 Health Care Costs 22. A number of factors have been suggested as possible reasons for rising health care costs. How much, if any, do the following factors contribute to rising health care costs? A great A fair Not too Not Not at all deal amount much sure n=103 ▼ ▼ ▼ ▼ ▼ a. High profits made by drug companies.......................................... 53% 35% 6% 3% 3% b. High profits made by insurance companies.......................................... 43% 36% 15% 3% 4% c. Number of malpractice lawsuits ....... 52% 26% 14% 2% 6% d. Amount of fraud and waste that occurs in the health care system........ 38% 36% 18% 0% 8% e. Aging of the population .................... 45% 47% 7% 1% 1% f. Use of expensive, high-tech medical equipment.......................................... 38% 44% 16% 1% 2% g. Use of expensive new prescription drugs or treatments............................ 46% 40% 10% 2% 3% h. Lack of incentive that people with insurance have to look for lower- priced doctors and services ............... 26% 33% 30% 4% 7% i. Doctors making too much money ..... 12% 34% 41% 10% 4% j. Hospitals making too much money... 25% 25% 36% 10% 4% k. People getting medical treatments they don’t really need........................ 29% 40% 26% 2% 3% l. More people getting better medical care than ever .................................... 19% 39% 23% 12% 7% m. Administrative costs in handling medical insurance claims .................. 29% 43% 24% 3% 1% Workforce Issues: Views of 103 North Carolina Employers 17 23. What do you think are the best ways to slow down the rising cost of health care? ______________________________________________________________________________ ______________________________________________________________________________ Opinions about Older Workers 24. Some employers have expressed the following statements about older workers (those age 50 and older). How much do you agree or disagree with these statements? Neither Strongly Somewhat agree or Somewhat Strongly agree agree disagree disagree disagree n=103 ▼ ▼ ▼ ▼ ▼ a. Health insurance costs are higher for older workers........................................ 25% 45% 20% 8% 2% b. Older workers, on average, produce a higher quality of work.......................... 20% 52% 24% 3% 1% c. Older workers, on average, produce a higher quantity of work........................ 18% 23% 47% 12% 1% d. Older workers, on average, are harder to train in new technology.................... 8% 47% 28% 15% 3% e. As older workers near retirement, they tend to disengage as they await their retirement date ............................. 1% 31% 30% 30% 8% f. Older workers have valuable experience ............................................ 64% 32% 3% 0% 1% g. Older workers have valuable wisdom.. 58% 32% 8% 1% 1% h. Older workers are more loyal to their employer............................................... 42% 40% 15% 3% 1% i. Older workers are more dedicated to their jobs............................................... 39% 41% 17% 3% 1% Workforce Issues: Views of 103 North Carolina Employers 18 About Your Company or Organization The following questions are for classification purposes only and will be kept entirely confidential. 25. Which industry best describes your company or organization’s main business? n=103 4% Construction and Mining/Oil and Gas 7% Educational Services 4% Finance 9% Government 10% Health 1% High-Tech 3% Insurance 14% Manufacturing (Durable Goods) 8% Manufacturing (Nondurable Goods) 2% Newspaper Publishing/Broadcasting 18% Services (Nonprofit) 6% Services (Profit) 0% Telecommunications 2% Transportation 1% Utilities 5% Wholesale/Retail Trade 8% Other [SPECIFY:____________________________________] 26. About how many employees are employed by your company or organization in North Carolina? ______________________ 27. About what percentage of these employees is age 50 years or older? ______________________ 28. Is your company or organization for profit or not-for-profit? n=103 58% For profit 42% Not-for-profit 29. Is your company or organization in the public or government sector? n=103 73% Private 27% Public Workforce Issues: Views of 103 North Carolina Employers 19 30. Which of the following best describes your position in your company or organization? n=103 18% President, Owner, CEO 29% Vice President, Director, General Manager 29% Manager, Supervisor 14% Professional 10% Other [SPECIFY:__________________________] 31. What is your job title: ______________________________________ 32. In what ZIP Code is your company or organization located? ___ ___ ___ ___ ___ 33. Are you male or female? n=103 33% Male 67% Female 34. What is the highest level of education that you completed? n=103 0% 0-12th grade (no diploma) 2% High school graduate (or equivalent) 6% Post-high school education (no degree) 6% 2-year college degree 42% 4-year college degree 10% Post-graduate study (no degree) 35% Graduate or professional degree 35. What is your age as of your last birthday? ________ (in years) Thank you so much for your time today! If you are interested in more information about workforce and/or employee caregiving resources, please fill in the contact information below. Name: Company: Address: City: State: ZIP: E-mail: Workforce Issues: Views of 103 North Carolina Employers 20 AARP Knowledge Management For more information please contact Terri Guengerich at: (202) 434-6306 or email tguengerich@aarp.org