AARP: Gubernatorial candidates need to communicate better with voters

With less than two months before the election,Illinois voters ages 50 and older  want Gov.Pat Quinnand his opponentBruce Raunerto address critical economic and financial security issues the state is facing, and engage with the public instead of avoiding specifics and resorting to character attacks, jargon and spin.

A recentAARP surveyfound that nearly half of 50+ voters say it's hard to find objective and reliable information about the positions of candidates running for office this election. Eighty-six percent of voters believe that both gubernatorial candidates need to do more to explain their positions on jobs and the economy. Other issues that are top of mind forIllinoisvoters 50+ include long term care services, utilities, caregiving and helping people save for retirement.

"Individuals are postponing retirement because they cannot afford it, working families are struggling to make ends meet and incomes do not keep up with the increasing cost of living. These are the critical issuesIllinoisvoters want gubernatorial candidates to address," saidBob Gallo, AARP Illinois State Director. "Unfortunately, both candidates keep avoiding substantive responses and positions on these issues, and they keep avoiding facing voters through public debates."

The survey found that more than 90 percent ofIllinoisvoters 50+ say that Quinn’s andRauner'spositions on jobs and the economy are important in helping them make their voting decisions this year in the gubernatorial election. Meanwhile, 86 percent of voters say that both gubernatorial candidates need to do more to explain their positions on these issues.

"AARP has invited both Governor Quinn andBruce Raunerto a Gubernatorial Forum where each candidate would have the opportunity to address the concerns of the 50+ population in a public way," added Gallo.  "It is disappointing that thus far, neither candidate has accepted our invitation."

AARPIllinois, along with partner organizations 89 WLS and the Union League Club ofChicago, invited both candidates to participate in a Gubernatorial Forum that would be broadcast live to a statewide audience.  To date, AARP has not received a response from either candidate. 

Study reveals business unprepared for future workforce needs

Businesses are facing the most diverse work environment that the world has ever seen with five different generations working together, across geographies — each with different skills, experiences and work habits.

More of these workers will be freelancers and long-term contractors. All of this represents a major opportunity for productivity, talent development and employee engagement, but according to new wide-scale research from Oxford Economics, most companies are unprepared to capitalize on it.

As revealed in Workforce 2020, an independent, global study by Oxford Economics supported by  SAP SE, most companies recognize the importance of managing an increasingly international, diverse and mobile workforce. But the majority lack the strategy, culture and solutions to do so. Oxford Economics surveyed more than 5,400 employees and executives and interviewed 29 executives in 27 countries and found that two-thirds of businesses have not made significant progress toward building a workforce that will meet their future business objectives.

The results of the study were announced at SuccessConnect 2014 in Las Vegas.

"To gain advantage in the future, businesses must understand the workforce of tomorrow and its importance to bottom-line success — today," said Edward Cone, managing editor of Thought Leadership at Oxford Economics. "Our research shows that the C-suite is out of touch with HR on business strategy and priorities, and workers are not getting what they want from their employers in terms of incentives, benefits and training."

The study's findings challenge the prevailing wisdom and highlight the most critical issues facing HR professionals. At the top of the list:

1. Compensation Matters Most
According to Workforce 2020, competitive compensation is the most important attribute of a job to two-thirds of respondents — 20 percent higher than the next highest benefit. Retirement plans, flexibility and time off rank well ahead of amenities such as fitness centers, daycare and subsidized food.

If compensation is what motivates employees, what they are most afraid of is being left behind as a result of insufficient skills and inability to keep up with the latest technologies. "Becoming obsolete" is the biggest concern for today's worker, twice as concerning as being laid off.

2. Millennials are Misunderstood 
Although 51 percent of executives say millennials entering the workforce greatly impacts their workforce strategy, fewer than one-third say they give special attention to millennials' particular wants and needs — primarily because executives do not understand how they think. Much has been written about how millennials are different in their use of technology and their attitudes toward work than past generations of workers; however, the Workforce 2020 study shows they are surprisingly similar to their non-millennial co-workers when it comes to workplace priorities:

• Millennials and non-millennials alike cite compensation as the most important benefit. Additionally, 41 percent of millennials and 38 percent of non-millennials say higher compensation would increase their loyalty and engagement with the company.
• Contrary to popular thinking, millennials are no more likely than non-millennials to leave their jobs in the next six months.
• Millennials and non-millennials have similar priorities in areas such as meeting career and income goals and meeting goals for advancement. The two groups have similar views on the importance of corporate values and achieving work/life balance.

"Millennials are a major challenge for companies. As the single largest and most tech-savvy workgroup, they also represent a significant opportunity," said Mike Ettling, president, HR Line of Business, SAP/SuccessFactors. "Companies that can excite millennials about work, train them to fill in gaps on experience and adapt to their style of working can build a workforce that can successfully execute on the objectives of today and adapt to drive advantage for the business of tomorrow."

3. The Talent Gap is Widening
Few companies, however, properly support their workers, including millennials. Less than half of employees surveyed as part of Workforce 2020 say their company provides ample training on the technology they need, and less than one-third say their company makes the latest technology available to them.

The need for skills like analytics and programming/development will grow sizably over the next three years, but employees doubt the opportunity to gain proficiency in these areas. While executives cite a high level of education or institutional training as the most important employee attribute, only 23 percent say they offer development and training as a benefit. Incentives for pursuing educational opportunities are also uncommon.

4. Leadership is Lacking
Unfortunately, supporting growth among employees is creating a leadership void. Lack of adequate leadership is cited by executives as the number two impediment to achieving their goals of building a workforce to meet future business objectives. Almost half of those surveyed say their plans for growth are being hampered by lack of access to the right leaders within their organizations.

Only 31 percent of executives interviewed say that when a person with key skills leaves they fill the role from within the organization. Surprisingly, less than half indicate that their leadership team has the skills to effectively manage talent or inspire and empower employees.

5. The Workforce is Changing
As the economy evolves to a state where nearly everything can be delivered as a service, companies are increasingly tapping external expertise and resources they need — and on an as-needed basis — to fill skills and resource gaps and to accommodate rapidly changing business and customer demands. That means more temporary staff, more consultants and contract workers, and even "crowd-sourced" projects. In fact, of those companies surveyed as part of Workforce 2020, 83 percent of executives say they will be increasing the use of contingent, intermittent or consultant employees.

6. Compensation Models, Development and Technology Must Change
This changing nature of employment is affecting workforce strategies. Of the companies surveyed:

• 46 percent say they will require changes in compensation plans
• 45 percent say they will require increased investment in training
• 39 percent say they will result in changes to technology policies to support mobility, bring your own device, etc.

Additionally, 41 percent say they will drive new investments in HR technology that can better support their changing strategies and needs. Investments in HR technology will move beyond traditional core HR systems designed to manage the employee record and drive compliance toward emerging technologies that support recruiting, talent and performance management, learning and enhanced employee engagement.

• While more than half (53 percent) of executives say workforce development is a key differentiator for their firm, they do not have the tools and organization to back it up.
• Just 38 percent say they have ample data about their workforce to understand their strengths and potential vulnerabilities from a skills perspective, and 39 percent say they use quantifiable metrics and benchmarking as part of their workforce development strategy.
• Only 42 percent say they know how to extract meaningful insights from the data available to them.

"When it comes to preparing for the future of work, knowledge is power," Ettling said. "Tomorrow's workforce will be more diverse and work differently. Companies must understand this and develop new strategies that support diversity and foster a new level of employee engagement and collaboration — or they will ultimately remain stuck in the past."

To learn more about the global results of Workforce 2020 and the future of work, visit http://www.successfactors.com/en_us/lp/oxford-economics-workforce-hub-pr.html. SAP will share more detailed views of the findings from a regional perspective and at the country level over the coming weeks.

Cat earns national honor from SourceAmerica

Caterpillar Inc., which has partnered with Community Workshop and Training Center Inc. for more than 50 years, on Friday was named recipient of the Commercial Business Partnership Award from SourceAmerica.

The award recognizes a commercial business that has partnered with an AbilityOne-producing nonprofit agency to increase the employability of people with significant disabilities. CWTC nominated Caterpillar earlier this year.

“We are grateful for our partnership of over 54 years with Caterpillar,” said CWTC Executive Director Patti Gratton. “Our relationship has provided financial stability for the agency, ensuring the continuation of vital programs and services to help CWTC fulfill our mission of maximizing the independence of adults with disabilities.”

Presentation of the award will be at 1 p.m. Wednesday, Sept. 17, at CWTC, 3215 N. University Street in Peoria. Presenting the award will be Chris K. Stream, executive director of the North Central Region of SourceAmerica.

SourceAmerica (formerly NISH), a national nonprofit, is the leading source of job opportunities for a dedicated and highly qualified workforce – people with significant disabilities. Through their work, they make the American dream more accessible to a segment of the population where nearly 80 percent do not have jobs.

CWTC provides programs and services to adults with disabilities; enriching their quality of life, promoting social change, and optimizing their potential for independence.

More than 325 people work at CWTC, packaging parts for Caterpillar under a contract between the companies. CWTC will ship an average of 500,000 parts for Caterpillar each week, usually within three days of receiving an order.

CWTC has collaborative work agreements with other companies and agencies, as well, and boasts an annual payroll of nearly $1 million.

It also has a job placement program whereby its clients, which CWTC calls “consumers,” can be matched to a job out in the community that fits their skills. Through the program, the consumer is tracked for a year to ensure they are doing as expected for their employer and vice versa. 

'Young Frankenstein' comes alive at Eastlight Theatre

Many musicals have songs or dialogue that people in the audience know well enough they will notice if there is something different, something changed in the way a certain show presents it. Actors know it and try and make sure they get it right.

But when that musical is based on a popular movie, such as “Young Frankenstein,” a film from which fans can cite long passages of dialogue, that presents a whole new challenge, said Chip Joyce, director of the next offering at Eastlight Theatre in East Peoria.

“It’s a little nerve racking, yeah. There are people out there who know the movie backward and forward and we have to keep them happy. Ever since I found out I was directing this show and I would tell people, the reaction was always somebody quoting lines from the movie to me. But with this cast, I think everybody who comes and sees our show will be happy with it,” Joyce said.

“I think they will love it.”

“Young Frankenstein” opens a seven-show run Friday at 7:30 p.m. in the theatre at East Peoria High School and is the show’s regional community theatre premiere. But as Joyce said, it isn’t a show that true fans of the film will feel like they are seeing for the first time.

“It is incredibly faithful to the movie, which is a good thing I suppose. The popularity of the movie will sell tickets and it was probably why I had such a great turnout at auditions and why I was able to get such an awesome cast,” said Joyce, who earlier this summer directed “Guys and Dolls” under the tent at Corn Stock Theatre and soon will direct “Cabaret” at Peoria Players Theatre.

The cast includes mostly veterans of community theatre, including Adam Sitton as Dr. Frederick Frankenstein, Alex Mansoori as Igor and Megan Simpson as Inga.

Katie McCluckie, who wowed audiences in her portrayal of Fanny Brice in Corn Stock’s “Funny Girl” this summer, will portray Elizabeth (which Joyce said was a perfect role for her), and Barb Couri, a veteran of many local musicals, will play Frau Blucher.

George Maxedon, who was a hit playing the title monster in “Shrek” last spring at Peoria Players, dons a different costume and makeup to play The Monster in “Young Frankenstein.” His performance in the song “Puttin’ On the Ritz” is rumored to be worth the price of admission.

“George has cornered the market on playing big green monsters” Joyce said.

Other cast include Kevin Wickart as Inspector Kemp and the Hermit, Dave Montague as Dr. Victor Von Frankenstein and Thom Parker as Ziggy.

The 10-piece orchestra for the show is lead by music director Dedra Kaiser and the choreography is by Danny Fischer.

Songs in the show, besides “Puttin’ on the Ritz,” include “The Brain,” “Together Again (For the First Time),” “Roll In the Hay,” “He Vas My Boyfriend,” “Listen To Your Heart,” “Please Send Me Someone” and “Deep Love.”

“There are, of course, some differences between the musical and the movie, but they are few. So anybody thinking they are coming to see only a live version of the movie will notice them,” Joyce said. “We’re pretty sure they will still enjoy it.”

“Young Frankenstein” will show at 7:30 p.m. on Sept. 12, 13, 17, 18, 19 and 20 and at 2 p.m. on Sunday, Sept. 14.

Tickets are $19 for adults and can be ordered by calling 699-7469 or visiting www.tickets.eastlighttheatre.com.