The Leader - May/June 2008 - (Page 43)

W o r k F or ce lon GevitY a n a lYsis: a s s e s s i nG Future laBo r Marke t ri s ks Fo r co rp o rate re al e s t at e F IG. 2 scenaro 1: 500-seat center added in 2006 capacity of markets to absorb new positions Wor k For c e lonGevitY a na lYsis executive summary # Employees Wage Turnover Growth Market Share of Call Center Employees Location 1 Location 2 Location 3 Location 4 Location 5 Location 6 Location 7 416 $10.00 34% 0.0% 13.1% 78 $10.19 50% 0.0% 3.1% 369 $9.50 30% 0.0% 29.4% 164 $10.19 64% 0.0% 3.6% 238 $10.00 70% 0.0% 3.3% 129 $8.92 54% 0.0% 1.8% 565 $10.00 46% 0.0% 0.4% compitition & market CLIENT # Employees Wage Turnover Growth 2,765 0.8% 54% 1.2% 2,420 0.6% 54% 1.2% 885 1.3% 69% 2.0% 4,360 1.1% 54% 1.1% 6,870 1.9% 49% 0.6% 7,083 4.0% 54% 0.7% 141,620 5.5% 46% 1.4% Total Labar Force Total Potential Applicant Pool % Unemployed % of Labor Force for Applicant Pool 394,506 31,592 4.2% 8% 431,578 23,455 3.6% 5% 95,494 5,334 3.4% 6% 425,810 27,046 3.8% 6% 376,298 39,423 5.6% 10% 178,791 17,876 5.1% 10% 2,585,477 313,751 8.2% 10% ORIGINAL LONGEVITY Workforce Longevity Years of Optimal Workforce NEW LONGEVITY WITH ADDED CENTER Workforce Longevity Years of Optimal Workforce > 30 > 30 > 30 > 30 23 14 18 13 17 12 6 1 6 2 > 30 26 28 28 10 4 16 11 16 11 6 1 6 2 number of business lines, varying from basic skill levels, such as customer service representatives, to advanced positions such as financial analysts, mortgage brokers, and technical support. The targeted applicant pool is designed to be sensitive to wages. Based on the company’s wage positioning in the community, the model will demonstrate the sensitivity of applicant flow and market longevity based on wage fluctuations. Once the applicant pool is defined, the Workforce Longevity Model gauges the demand for each skill set by modeling client growth, attrition, quality of applicants, as well as competitor hiring for growth and demand. Comparisons can be drawn across markets, illustrating how long each market will perform for each skill set based on current or expected operating conditions. The result is an estimate of the number of years a labor force can support a given operation. Comparing longevity across a portfolio enables companies to quantify and prioritize a proactive strategy around where they expand or consolidate specific skill sets and how the company can effectively position themselves against competitor wages. The longevity not only indicates how long a market will last, but also measures the relative elasticity of the labor market. innovative aspects The Workforce Longevity Model goes well beyond the traditional real estate and labor approaches by taking a “market forecast” approach to labor supply. The most evolved CRE organizations know that real estate market dynamics, regardless of how favorable they may be, cannot single-handedly enable business success unless suitable – and, most importantly, sustainable – sources of labor are available. Where traditional work force modeling methods are fairly static, examining tHe le aDe r 43 MaY / j u n e 2008

Table of Contents Feed for the Digital Edition of The Leader - May/June 2008

The Leader - May/June 2008 Leadership Contents Message from the CEO Real Estate in the News Green Real Estate Work Without Boundries Building Flexibility Into the Business Strategy Multi-Generational Work-Force Design Work Force Longevity Analysis Wells Fargo's David Nelson Pennsylvania's Michael Rossman Globalization 2.0 Site Selection Consultant Directory The New York Report: A Core of Traditional and State-of-the-Art Opportunities Discovery Forum Findings Industry Tracker Young Leader Career Development Effective Leadership Economic Development in the News A Look Ahead In Our Next Issue Calendar of Seminars Index of Advertisers Executive Development Spotlight

The Leader - May/June 2008

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