Focus On: Matthew Bidwell

Not Ready to Retire

828023.TIFThe American dream of working three or four decades and then retiring to a life of well-earned comfort is no longer an option for a surprisingly large number of workers.

According to a new report from The Conference Board titled, “Trapped on the Worker Treadmill,” people between the ages of 45 and 60 who have experienced a job loss, seen their salary reduced or watched the value of their home decline are “much more likely” to consider delaying retirement. More specifically, The Conference Board states, “of respondents aged 45-60, the percent that plans to delay retirement has gone up 20 percentage points in two years.”

This is despite a much-improved economy – including higher housing prices, an upswing in the stock market and increased hiring.

“It’s disconcerting that the two years in which the U.S. economy seemed to finally, if fitfully, turn the corner also left so many more workers compelled to change their retirement plans late in their careers,” says Gad Levanon, director of macroeconomic research at The Conference Board and a co-author of the report, in a quote on the association’s website. “This may benefit some businesses and industries, by reducing labor shortages and skill gaps as experienced workers stick around. At the same time, their delaying retirement can be a significant obstacle to the many companies seeking to cut costs.”

A major factor contributing to the survey’s findings “is the continued depletion of savings,” according to The Conference Board website. “The U.S. recession officially ended in July 2009 and the stock market has rebounded strongly since then. In 2012, however, 62% of 45- to 60-year-olds reported at least a 20% decline in the value of their financial assets since the start of the crisis — up from 42% in 2010.”

“People are finally realizing that living to 120 (which the actuaries are forecasting) is going to be very, very expensive,” notes Olivia Mitchell, Wharton professor of business economics and public policy. “Accordingly, a few more years of work can provide the degrees of freedom many need to offset declines in housing values and 401(k) account balances. Also, medical care costs are going through the roof, which is enough to make many think twice about leaving jobs with health insurance coverage. And finally, the recent research suggests that working longer makes for healthier lives, which may be quite attractive to many.”

Kent Smetters, Wharton professor of business economics and public policy, agrees. “Probably only about a third of baby boomer households have an adequate amount of saving for retirement anyway,” he says. “Of course, part of the reason might be that many people have been out of the market and have not enjoyed recent stock returns. Another reason might be a general fear of risk. But one reason might simply be that as more people approach retirement, they are finally looking at the numbers and simply realizing that they never saved enough in the first place. Most have not.” 

Related to this, Smetters adds, is that “in the old days of 5% interest rates, people used to think that retiring with a million dollars was adequate, because they could safely get $50,000 per year without dipping into their principal. They now realize that they need a lot more since interest rates are so low.” 

Wharton management professor Matthew Bidwell wonders about one of the report’s numbers. “Hopefully, people who are 45 are not planning to retire imminently, so this is not necessarily a comment on their immediate situation, but rather it is tapping into a broader set of beliefs about how their lives will play out,” he says. “It may reflect a general erosion of trust in the ability of the current set-up, in terms of savings institutions and entitlements, to provide for them as they retire.” 

The report’s findings also raise the issue of whether more and more young people are being kept out of the job market – and delaying their own careers — because older people are hanging on longer. Not necessarily, says Bidwell. “I think economists would argue that people who are delaying retirement are doing so in order to earn, and spend, more money than they otherwise would be able to. That spending money ultimately creates jobs.” 

Adds Mitchell, who is also executive director of The Pension Research Council: “The idea that there is a fixed number of jobs has long been discounted by economists. Rather, the labor market tends to be very flexible, so the prediction is that more older workers will [likely] be absorbed relatively easily. In fact, in countries which encourage earlier retirement ostensibly to ‘make way’ for the younger folks, it proves to be very expensive to pay for all the retirement benefits. [Then] tax rates rise so much that it discourages younger employees from working.” 

Which industries are likely to benefit more than others from this trend of delayed retirement? “Probably the industries in which customer care matters – retail trade, service sector – where older employees tend to be more polite, patient and have better phone manners” than younger employees, says Mitchell.

 

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Why Walmart Is Enlisting Veterans

walmart newWalmart’s announcement yesterday that it would offer jobs to veterans may well be a good business move as well as a way to bolster its recently tarnished image. A strike last October by Walmart workers in California extended to the day after Thanksgiving at locations across the U.S. The protests were chiefly over wages and working conditions.

Walmart said it would offer a job to any honorably discharged veteran in his or her first 12 months off duty. It expects to hire up to 100,000 veterans in the next five years. “Hiring a veteran can be one of the best business decisions you make,” said Bill Simon, the company’s U.S. president and CEO, in yesterday’s announcement. He noted that veterans have a record of performance under pressure, and are quick learners and team players. He also sees them as “leaders with discipline, training and a passion for service.” Walmart today needs the “seriousness and sense of purpose that the military instills,” he added.

Peter Cappelli, director of Wharton’s Center for Human Resources, feels veterans bring “personal discipline.” Matthew Bidwell, Wharton management professor, rates Walmart’s move as a “great initiative” from a company with reputation issues. Below are excerpts of comments from Cappelli and Bidwell on Walmart’s announcement:

K@WToday: Are there good business reasons for a company to hire veterans, or does it serve mostly as a public relations gesture?

Cappelli: It does both. The jobs Walmart has are not ones that require a lot of skill. What they require is personal discipline, and veterans are more likely to have that.

Bidwell: I think it is a PR gesture and something that may well support the business. Veterans may often have developed important skills in the military, and they represent an important pool of labor. Walmart’s size combined with its high turnover rate mean that it always needs to hire large numbers of employees. Going to veterans as an important source makes sense. Of course, they would have been hiring a lot of veterans anyway. What is interesting is that it is offering to hire any veteran who wants a job. That’s what is eye catching here. 

K@WToday: Do veterans bring some special qualities? Are they particularly suitable for functions like HR or quality control? 

Cappelli: I don’t think Walmart is thinking about [tying] all its jobs to this promise. I’m sure it refers to front-line workers in stores. [“Most of these jobs will be in Walmart stores and clubs, and some will be in distribution centers and the Home Office,” says the Walmart statement.] 

Bidwell: Obviously the military trains very well for some roles. It’s worth remembering how broad the military is, though, in terms of all the jobs that it encompasses. That makes it quite hard to generalize. 

K@WToday: Is there a downside, however small, to hiring veterans? 

Cappelli: None that I see. Veterans are like other people, just pre-screened and given experiences that create personal discipline. There are veterans who have problems associated with combat, but there are non-vets with problems as well. 

Bidwell: None. One other point: This is a great initiative by Walmart, but/and it comes from a firm that generally has a poor reputation on employment issues. On the one hand, this could help to improve its image. On the other hand, it would be even better if a firm that was known for treating its employees better was showing this interest in veterans. 

K@WToday: Will veterans need special training to work in the corporate sector? 

Cappelli: There isn’t a lot of training in these jobs, for veterans or non-veterans. 

Bidwell: Corporate life and the different nature of authority and obedience can take some getting used to. Most people, however, don’t have too much trouble with that.

 

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Catalonia’s Risky Gamble

The push by Artur Mas, the president of Catalonia, for a referendum on the secession of the wealthy northeast region from Spain, could severely undermine confidence in Spain and add to a “massive concentration of risk,” according to Wharton management professor Mauro Guillen. Spain’s central government says it would be illegal for Catalonia to secede, but Mas already has asked the European Union to tell Madrid not to use the Spanish army to halt Catalonia’s push for independence. Guillen discusses the challenge in this Knowledge@Wharton interview.

Professor Guillen offers his thoughts about austerity and the chances for a bailout of Spain in this video: Spain Sputters as a Bail-out Moves Closer

He discusses the failure of European austerity and some possible solutions in this video: Searching for a Way Out of Europe’s Dead-end Austerity

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Unemployment Rate Drops — But Will It Last?

With just one more monthly report left before Election Day, September jobs figures released this morning by the U.S. Bureau of Labor Statistics showed a three-point drop in the nation’s unemployment rate — to 7.8%, the lowest since January 2009.

Total employment rose by 873,000 in September, and 114,000 jobs were added to the market, with increases in the health care, transportation, financial services and warehouse industries, but a decrease in the number of manufacturing positions.

Earlier this week, payroll processor ADP said that the private sector added 162,000 jobs in September, slightly more than economists expected but less than the August gain of 189,000. Seasonally adjusted figures released Thursday by Gallup showed an unemployment rate of 8.1%, unchanged from August, but a drop from the 8.6% rate measured in September 2011. The unadjusted rate was 7.9%, the lowest since Gallup began gathering employment data in January 2010.

Although the numbers point to some renewed confidence in the economy, Wharton management professors Peter Cappelli and Matthew Bidwell do not expect any dramatic change in the market to manifest itself before voters cast their ballots on November 6. “A big jump would help Obama a lot,” Bidwell says. “If the bottom falls out, it will help Romney. But if we limp along as we have been, my guess is it will have little effect” on the outcome of the election. The latest figures “must be a relief to the White House in terms of the perceptions…. But given the limitations of what we can learn from any single report, it probably doesn’t tell us very much we didn’t know.”

Cappelli agrees, noting that the jobs reports have been “consistently disappointing” over the last few months, without having significant impact on the race. In recent weeks, economic data has been mixed, with some positive news followed by statistics indicating a setback, Cappelli says. “The manufacturing index rose on Monday, but not by a huge amount. The news out of China and Europe is not great. My overall guess is that we will continue to see mixed unemployment reports over the next few months, with little increase or decrease in unemployment.”

Economic forecasters do expect slightly higher growth over the next year, Cappelli adds, “which should feed into higher employment numbers.” The coming holiday season may also provide a temporary bump, Bidwell notes, because “companies tend not to lay off then, and temporary jobs spike up.”

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Why MBA Entrepreneurs Are Happier Than Their Peers

Wharton MBAs who became entrepreneurs can be considered “significantly happier” than most other MBAs, if you don’t control for how much money they made, says Ethan Mollick, who is researching that and other issues along with fellow Wharton management professor Matthew Bidwell. “Two things tend to make people happy — money and age,” says Mollick. “The more money someone earns, and the older they are, the happier they are in general, which was also borne out” by the study, based on nearly 11,000 Wharton MBAs who responded to the survey sent to 30,000 graduates since 1990.

The other group of “happiest” MBAs were those who worked for non-profits, the government and educational organizations, says Mollick. They were as happy as the entrepreneurs when researchers did not control for income. When they did control for income, the entrepreneurs were happier than the non-profit/government group. “Dollar for dollar, that means if they were paid the same, then the non-profit, government and education” work is in the same upper category of happiness as the entrepreneurs.

Mollick suggests these groups are happier because they experience a better work/family balance and more job satisfaction. And even though entrepreneurs may “work more hours, they have control — more choices, though that is speculation.” There are “real benefits to being your own boss.”

In the survey, “we find not many become entrepreneurs right after business school, but somewhere above 20% have a stint as an entrepreneur at some point in their careers, even if they were not expecting it,” Mollick adds.

A related report on this study can be found on the Wharton Entrepreneurship Blog.

 Some survey results appear below (click the image to enlarge).

 

 

 

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Do Women Shy Away from Promotions?

Deirdre Woods, former associate dean and chief information officer at Wharton, made a point during her years as a senior manager of encouraging other women to advance in their professional careers. One thing has always surprised her, however.

Women who are offered promotions “generally feel they need to know 80% to 90% of their current job before they feel ready to step up into a new role,” she says. But if you are smart and knowledgeable, “probably somewhere closer to 40% to 50%” is all that you need.

Men, on the other hand, feel no such constraints. “Men will start thinking about their next promotion right after they start their new promotion,” says Woods, who is currently interim executive director of the University of Pennsylvania’s open learning initiative and has started her own consulting company. “I’m not sure if men are necessarily more ambitious, but they are much more overt about having a plan and moving forward.” She remembers attending a conference where another woman made the same point, in a different context: In government, the speaker said, “a six-term congresswoman doesn’t feel she is ready for the Senate yet, whereas a first-term congressman does.”

It’s not just a phenomenon in the non-profit sector, according to a report last May in the Wall Street Journal titled “The XX Factor: What’s Holding Women Back?” The article quoted an executive at Google saying that the company “must invest extra effort to persuade women engineers to nominate themselves for promotions…. Men jump at the chance, often before they are ready, and are often turned down.”

But women, the executive noted, “must be prodded.” Indeed, he tells them that by not putting themselves up for promotions, they are holding themselves back. “By the time a woman says she is ready, she was probably ready a year ago,” he said, adding that the company promotes women engineers at about the same rate as men.

Woods agrees. “Women tend to be ridiculously over-prepared for everything. But at a certain point, over-preparedness doesn’t get you moving forward. It doesn’t leave you open to other opportunities.” She suggests that women should be able to clearly define what type of job they want to do next. “They should be thinking about the next step even if it feels overwhelming.”

And “as scary as it seems,” she adds, women who do get promoted “should start signaling, at least to their bosses, that this isn’t the last thing they want to do. They should show they want to do a really good job in their current role, but that they also have ambitions.” In addition, she notes, men know that wandering around the office and chatting with their colleagues qualifies “as work. Talking to the boss, running into him or her at the coffee machine, having interactions – men understand that this is part of their work. Women don’t understand that. They think it’s a distraction from whatever they are supposed to be doing.”

Wharton management professor Matthew Bidwell suggests that there is “some evidence that women are held to a higher standard in the workplace than men, and that because women are stereotyped as less competent than men, any mistakes they make tend to reinforce those kinds of attitudes towards them as individuals. You can imagine that if this is the case, then it’s even riskier for women to take on that promotion.”

The Journal report was based on the comments of a task force set up to study the obstacles that women continue to face in the workplace. According to a McKinsey study quoted in the article, women get 53% of entry level jobs and “make it to ‘the belly of the beast’ in large numbers.” But then “female presence” drops sharply, “to 35% at the director level, 24% among senior vice presidents and 19% in the C-suite.”

The McKinsey study cited by the Journal article also noted that hiring and promoting talented women is important “’to getting the best brains’ and competing in markets where women now make most of the purchasing decisions.”

 

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The Discontented Thirties

According to a new research study by the Sloan Center on Aging & Work at Boston College, the people who are most satisfied with their jobs are older employees – those age 50 and up. The most dissatisfied? Those between the ages of 30 and 39.

Furthermore,employees age 40 and older are the most engaged and show the highest level of organizational commitment,according to the study,while those under 30 are almost as satisfied as the most satisfied group of 50 and older.

The study based its conclusions on work experience data from 11,298 individuals working for seven multinational companies at 24 worksites in 11 countries. 

So why is the 30-39 group so dissatisfied?

“That is the stage of life where people typically start a family and have young kids at home,” says Wharton marketing professor Cassie Mogilner. “Therefore, these people are more likely to feel the strains of balancing work and life, thus pulling their minds away from being fully engaged” on the job. In addition, notes management professor Nancy Rothbard, this age group “is in an intense career stage where they are often engaged in continued on-the-job learning, with greater responsibilities.”

Peter Cappelli, director of Wharton’s Center for Human Resources, notes that “life satisfaction seems to hit bottom [right around] age 30,” and may be related to the fact that these employees’ “expectations are not being met.”

But as employees’ children get older,says Mogilner, “those who are career oriented can get their minds back in the game and enjoy greater satisfaction from their work. Jobs provide a great source of self-definition,particularly when people are young and starting out their careers — and identifying what careers they want to pursue — and then again when they have fulfilled the toughest years of parenting.

“Employees who are working later [in life] and who are most satisfied with their jobs may reflect a case of self-selection,” she adds. “Usually by one’s 50s,if [a person] is working,she has likely climbed up the ladder to be successful in her profession. This group is likely to continue to work if they like what they do.”

As for Wharton management professor Matthew Bidwell, he is “a bit surprised by the results. My impression was that generally workers got more satisfied as they got older, and that the main reason for this was that they were generally moving into more rewarding jobs with higher pay and more responsibility. So I would expect job satisfaction to be lower for those under 30. In fact, if you look at the study, there doesn’t appear to be a statistical difference between the under 30s and the 30-39 year olds. So the results are consistent with the standard finding of job satisfaction increasing over time.”

Does the survey’s finding – that those over 50 are the most satisfied,and those over 40 the most engaged and committed – go against conventional wisdom that older workers are not as valuable as younger ones? What can be inferred from the study’s conclusions depends on what measure of engagement the authors used, says Rothbard. “It sounds like they used commitment as a proxy for engagement. So I think this more reflects the fact that those over 40 are more satisfied and committed to the organization,which can lead to greater workforce stability as it is negatively related to whether people leave.”

Bidwell says he wouldn’t “draw too much of a straight line between the commitment and value to the firm. Workers can be highly committed but also bad at their jobs, and vice versa. I’m not sure on the conventional wisdom about age. There are concerns that older workers will be less flexible than younger ones,but along many other dimensions including maturity, stability,knowledge, etc., you would expect them to outperform younger workers.”

Does the stalled economy affect these results, by, for example, creating a need for older workers to stay in their jobs longer,even as companies cut back on pay and promotions? Or is the 30 to 39 cohort always pretty dissatisfied with their lot? “I don’t think this is related to the stalled economy per se,” says Cappelli. ”After all, it’s stalled for everyone.”

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Four Days On, One Day Off

The dim job outlook for many employees has led to a resurgence in the idea of “work sharing” — in which employees work less than a full schedule and then apply for unemployment insurance to make up the difference in their paychecks.

An article in today’s Wall Street Journal notes that 22 states and the District of Columbia offer some form of work sharing, including five states that started programs since 2009 — one year after the financial crisis hit. In addition, President Obama has added a national work-sharing plan to his jobs package, which is now awaiting action by Congress, the article notes.

But work sharing has both advantages and disadvantages, according to employment experts. An obvious advantage is that by cutting back employees’ work week from five days to four or three, an employer can keep more workers on the job rather than laying them off. Another advantage, as the Journal points out, is that the program helps employees keep their skills up to date, even if they are working fewer hours. It also allows companies to adjust their employees’ hours to the ebb and flow of demand, cutting back when business is slow, and ramping up when it improves.

One disadvantage is the need for employers to spend time complying with the bureaucratic requirements of the program, according to the Journal, which cited a second downside: Avoiding layoffs means employees are delaying action that will help them find jobs in industries that are growing rather than stagnating. 

In the case of a Rhode Island manufacturing company used to illustrate the Journal article, work weeks were cut by one day, which resulted in about a 10% pay cut (provided employees applied for the unemployment benefits). Health benefits were not cut.

According to Wharton management professor Matthew Bidwell. “given what we know about the very high costs of unemployment to most workers, anything that keeps people … actively engaged in the labor market has to be a good thing. It guarantees that their skills don’t atrophy and that they don’t receive the stigma of unemployment that they would otherwise suffer.”

He doesn’t buy the criticism that work sharing delays a migration to other, more robust, industries.”In most cases, companies are laying off workers because of what is a somewhat temporary fall in demand, which is basically what a recession is. When the economy picks up, many of those firms are going to be looking to hire again. So I wouldn’t worry too much about the problems of reallocating workers. My sense is that that is a side story in this recession.”

Another benefit to work sharing, he adds, is that “it allows employers to hold on to good people. If the employers do expect to expand employment again if the economy improves, they will have to replace laid off workers with untested new hires, who will lack the detailed firm-specific knowledge of the laid off workers. Being able to hold on to more workers during the downturn means they don’t have to incur those costs during the recovery.”

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