1. 2020
The Emerging
Guide Dog Workforce

2. 2020
• Baby Boomers are transitioning to
retirement some want part-time work
schedules and career opportunities.
• Millennials are the majority of the
workforce.
• Technology impacts the way people look
for jobs, work methods, and the skills we
need to be successful.
• How do we prepare for 2020?

3. 2020 – Hindsight?
2020 is only four years away. How is the Guide Dog industry going to find,
develop and retain the talent we need?
 Outreach
 Diversity
 Recruitment
 Competencies and Behaviors
 Onboarding
 Values and Culture
 Performance
 Retention
 Succession Planning

4. Generations in the Workplace
Up to 5 Generations in
Workplace
• Traditionalists (born 1946
or before)
• Baby Boomers (1946-
1964)
• Generation X (1965-
1980)
• Millennials (1981-1997)
• Generation Z (born 1995)

5. Baby Boomers
• 75.4 Million in the U.S.
• 10,000 Turn 65 Every
Day Until 2029
• Many Want/Need to Work
Past 65
• Only 48 % of Employers
Allow Switch to P.T.
• Change Jobs Every 7.3
Years

6. Boomer Bias
Perception vs. Reality
• Can they keep up?
• Are they resistant to
Technology?
• Will they relate to
younger staff?
• Will they stay?
• Will they handle
stress?

7. Encore!
• Boomers need money
and meaning.
• AARP Experience
Corps – matches
retirees with volunteer
opportunities.
• Encore.org – think tank
helps older works find
paid work often in non-
profit area.
• Encore Programs
attract mostly skilled
professionals.
• Non-profits should think
about skill gaps and
look for encore talent
who can get them to
the next level.
• Can get people who
would normally make a
lot of money because
want flexibility and to
contribute.

8. Millennials
• Born 1981 – 2000
• In U.S. 80 Million
• In 2015 became the
largest generation in
the U.S. Workforce
• Deloitte predicts that
Millennials will make
up 75% of the global
workforce by 2025!

9. Millennials
• Change Jobs Average
3.4 Years
• Social Media Experts
• Over Share
• Want Frequent
Promotions and
Raises
• Want Flexible Work
Schedules
• Want Trust in
Workplace
• Great Workplace
Culture
• Ethics Important
• Clear Core Values
• Paid Time Off –
Flexible Vacation

10. Want are Companies Doing?
General Electric – now
offers unlimited
vacation.
Mercer Global
Consulting – more
frequent promotions
and salary increases –
smaller jumps vs a
larger promotions.
• Employers moving
from numbers in
reviews to qualitative
assessments.
Millennials dislike a 3
rating – average.
• More frequent
feedback as
Professional
Development.

11. More Millennials
• 2015 Glamour
Magazine - #1 thing
wanted work/life
balance. Survey 66%
said life outside of
work is more
important. 23% said
work and life equally
important.
• 2015 Fortune
Magazine – They
want transparency
about what is working
and is not. Constant
communication –
frequent, honest, and
consistent.

12. Virgin Group – Sir Richard Branson
• Corporate Day For one day:
• Wore Formal Business
Attire
• Started by 9:00 A.M.
• Used Formal Mr./Mrs.
• No Social Media
• No Personal Phone
Calls
“It was a horrible
experience for
everybody!” BBC News

13. SMART Feedback
Specific – connected to performance
Measurable – specific and objective
Achievable – realistic and achievable
Relevant – aligned with organization
objectives
Time-based – feedback on the spot

14. The History of Recruitment
and Selection
https://www.youtube.com/watch?feature=player_detailpage&v=b
56eAUCTLok

15. Real Time Feedback
• Formal Meetings
• Informal Conversation
• Email
• Text Messages
• Instant Messages
• Peer-to-peer Communication

16. Recruiting Millennials
• Personalize Employer
Brand
• Company Culture
• Social Media
• Vision
• Training/Mentoring
• Professional
Development

17. Constructive
• Praise
• Encourage
• Constructive Feedback
• Validation
• Attention
• Career Advice
• Twice as much positive as negative
• “Plussing” – only give constructive feedback if
can give a suggestion on how to do it better

18. Feed it Forward
• Feeding it forward is coaching that helps
people focus and envision a positive
future.
• Focusing on what has failed is what has
occurred – not what is possible.

19. Best Practices - Employment
Branding
• Brand Identity
• Job Postings -
Marketing Opportunities
• Team Photos
• Employee Testimonials
• Benefits/Perks
• Learning Opportunities
• Pictures, videos and
graphics
• Easy Apply Button
2015 LinkedIn Research
– 62% of professionals
across 26 countries
ranked company
reputation as deciding
factor when applying for a
job.

20. Guide Dogs for the Blind Process
1. Request to Hire –
Approvals
2. Review Job Description
with Hiring Department
3. Post on GDB Website
4. Outreach through
LinkedIn, Facebook, Job
Boards, Employee
Referral
5. Screen Resumes
6. Wonderlic Assessments
7. Determine Best Qualified
Conduct Telephone
Interviews
8. Best Candidates for In-
Person Interview
9. Possible Paid Working
Interview
10.More than one person
involved in selection
process
11. Offer Letter Contingent
on Post Offer Drug
Screen

21. Applicant Background Checks
• Criminal Background
Check – On-line –
Employer Screening
Resources – ESR
• References –
Checkster or by
Telephone
• DMV Check through
ESR

22. Guide Dogs for the Blind empowers
lives by creating exceptional
partnerships between people, dogs,
and communities.
Mission Statement

23. GDB Values and Behaviors
Mission First
• Ensure that every action or decision is aligned with GDB’s commitment to the
mission
• Provide superior service across all aspects of the organization
Integrity
• Demonstrate accountability, transparency (except when confidentiality applies),
and honesty with all actions and decisions
• Act with and assume positive intent
Kindness and Respect
• Treat every being with dignity and sensitivity
• Balance professionalism with humor
Teamwork and Collaboration
• Encourage open communication
• Practice proactive, thoughtful and inclusive interactions
Empowerment
• Promote personal development and self-reliance
• Support learning and innovation through risk-taking

24. Implement
across GDB
CEO
presents to
Board
Exec
Management
Team
“Values”
Team
Working
Session
Process
1. EMT met to rewrite Performance
Management Process and realized:
a. Values/Behaviors not codified
b. More stakeholders needed to ensure
inclusive process
2. Values Team formed. Focus: What do we
value?
3. Validation work. Three focus groups
4. Fine tuning
5. Rolled out to Management Team
6. Introduce to Organization at the All Staff
meeting
7. Roll out to Organization (team by team)
8. Update Performance Management
Process (Team will be selected)

25. Mission
Reason we exist
Values
What we believe in and how
we want to behave
Vision
What we want to become
Strategy
Our competitive game plan
Three Basic Elements of a
Strategy Statement
OBJECTIVE = Ends
SCOPE = Domain
ADVANTAGE = Means
Hierarchy of Statements

26. Definition
val·ue
valyo͞ o/
Noun:
Plural noun: values
a person's principles or standards of behavior;
one's judgment of what is important in life/work.
Synonyms: principles, ethics, moral code, morals,
standards, code of behavior "society's values are passed
on to us as children”

27. Resources
• 50 Best Places to Work 2016 – Glass
Door https://www.glassdoor.comces-to-
Work-LST