-
https://clinton.presidentiallibraries.us/files/original/7c48cdcebd4904576bceffb3cba8f6f8.pdf
a98b3064d67a75f16cf5008786be3126
PDF Text
Text
EXECUTIVE OFF\CE 'OF THE PRESIDENT
UBRARY
OLD EXECUTIVE OFFICE BUILDING
x57000
Room 308
~t:t 81~' _ _
__
TO:
ROOM:
M
fJ-nY f,j2 _
10 ItS.
.
~ Per Your Request
o FYI
comments:
From:
~
V 1 JA....::.
I')
Ji
.~J
..
Vl..v-~_--
.EOP LIBRARIA NS--YOUR INFORMA TION PARTNERS
�.1
{
May 14, 1999
MEMORANDUM FOR BRUCE REED
FROM:
NICOLE RABNER
RUBYSHAMIR
SUBJECT:
"WORK AT HOME" STATISTICS
You asked us to verify the following quote by the President:
"When I became President in America, there were 3 million people making a living
primarily out of their own home, for example. When I was reelected, there were 12
million. Now there are 20 million, in only two years." [4/25/99]
We cannot find a match-for these figures in our research in part because the methods of data
collection in this area employed by the various agencies and private companies are inconsistent.
Each of these entitles uses different definitions for people who make their living from home,
making aggregating the various sets of numbers impossible (e.g. the definition oftelecommuters
ranges from people who telecommute once a month, to people who telecommute once a week).
The following statistics represent a range of the figures we could quote on the total number of
people who make at least a portion of their income from the home, the number of people who
own.and operate home-based businesses, and the number of people who telecommute.
Note: The figures in each category can overlap because households, and workers can play one or
more of these roles at once (for example: a worker can be a telecommuter who owns and runs a
small home-based business on the weekends).
Overall Home-Based Income Earners
The March 1998 release of "Work at Home" statistics by the Bureau of Labor Statistics (BLS)
reported that 21 million people "did some work at home" in 1997 for which they were directly or
indirectly compensated, a 1.5 million increase from the 1991 figure of 19.5 million. In this
report BLS noted that there was a marked increase in the number of wage and salary workers
who reported direct compensation for their work at home from 1.9 million in 1991 to 3.6 million
in 1997. This 'BLS Data comes out every six years, and is from a supplement to the Current
Population Survey.
The International Data Corporation (IDC), a market research company that has conducted phone
surveys since 1986, reports that the total number of home office households - which includes
households of corporate after-hours workers, telecommuters, owners of home-based businesses,
and other self employed people - has increased from 24.6 million in 1993 to 37.3 million in
1998. IDC projects that this figure will rise to 43.2 million by 2000.
�CyberDialogue, a New York based research and consulting firm that has been tracking
telecommuting rates for over a decade (also by phone), cites a slightly higher number for people
who make some part oftheir .income from the home because it additionally includes less frequent
telecommuters and independent contractors. This data claims that the number of "home
workers" almost doubles from 28.7 million in 1993 to 54.6 million in 1998.
Home-Based Businesses
According to the BLS, 6.5 million of the 21 million wage and salary workers who did some work
at home, were self-employed and more than 4.1 million self-employed workers were working in
home-based businesses.
According to IDC there were 16.9 million income generating home-office households in 1993
and 22.2 million such households in 1998, with a projected increase to 26 million in 1999. This
can include people who run a home-business full time or on the side, or those who may not
identify themselves as home-business owners on their tax returns (potentially, so as not to be
penalized for zoning and other violations).
CyberDialogue's data shows that 12.4 million people in 1993 were self-employed people who do
any type of work at home for which they are compensated (telecommuters not included)
including home-based business owners. In 1998 the figure was 1,9.6 million.
Telecommuters
According to a study by the U.S. Department of Transportation (DOT), in 1992 approximately 2
million people telecommuted, mostly from home (99% telecommuted from home). The study
projected that by 2002, 7.5-15 million workers would telecommute from home and from
telework centers. The DOT defined telecommuters as people who work from home or from a
satellite telework center at least one day per week.
IDC defines telecommuters as those who telecommute at least three days per month. IDC
estimates that there were 6.1 million telecommuters in 1993, 8.2 million telecommuters in 1996,
and 9.9 million telecommuters in 1998. IDC also projects that there will be 11.7 million
telecommuters in 2000.
CyberDialogue defines telecommuters as those who telecommute at least one day per month.
According to CyberDialogue, there were 7.3 million telecommuters in 1993,8.7 million
telecommuters in 1996 and 15.7 million telecommuters in 1998.
Despite the discrepancies in the data, we can reliably make the following points:
• There has been a steady increase in the number of people who make a portion of their income
from the home - whether as telecommuters, home based business owners, or others and this
figure continues to rise.
�• This trend is promising in that it indicates greater flexibility in the corporate workplace, and
reflects the expansion oftechnology into many more American homes. However, it also
demonstrates another trend that has been gaining momentum:· that the average workweek has
lengthened considerably for people in a wide-range of professions - from managers to truck
drivers - who are in their child-rearing years.
We have passed this information on to Paul Glastris and June Shih.
As we develop policies to address the needs of thIS growing population of workers; we might
consider developing a reliable, uniform way of counting them year to year. We could, for
example, insert questions in the Current Population Survey, a monthly Census Department
survey of approximately 50,000 households, such as: Do you make any part of your income from
work you do at home? Do you telecommute to your central office three times a month from
home or from a telework center? These statistics would give us a better sense of the direction
our policies could go ..
�Overall Work at Home Statistics
Every six years the Bureau of Labor Statistics (BLS) releases "Work At Home" Statistics which
apply to people who telecommute approximately once a week, home-based business owners, and
other self employed people. Because the data is measured every six years, the short term trend
line is more difficult to determine. According to the BLS report released in March 1998, more
than 21 million people did some work at home in May 1997. The BLSfigures show:
• The number of people who did some work at home only grew by 1.5 million since 1991
- however, of people specifically paid for the work they did at home (Le. not just those who
took their briefcases home) increased substantially. In 1991, only 1.9 million wage and
salary workers who worked at home got paid for their work while in 1997,3.6 million wage
and salary workers got paid for their work at home.
• More than 70% of people who made a portion of their income from home were married
couple families, and over 9 million of those who did some work at home had children under
18.
Overall Work at Home Trends
The following CyberDialogue statistics show a year to year trend in people who make a living
from home, however the BLS and CyberDialoge numbers cannot be aggregated because they use
different definitions for people who made a portion of their income from home. The
CyberDialogue count - noticeably higher than BLS's -- includes once-a-month telecommuters,
people (whether self-employed or working for a company) who bring work home after hours,
independent contractors, and home-based business owners.
1990:
1991:
1992:
1993:
1994:
1995:
1996:
1997:
1998:
25.3 million
27.9 million
27.3 million
28.7 million
34.9 million
40.9 million
42.2 million
52.1 million
54.6 million
Therefore, according to CyberDialogue data, the number of people who make some part of their
living from the home has more than doubled in this decade alone.
Home-Based Businesses
According to BLS, of the 21 million people who did some work at home in 1997, about 6.5
million were self-employed. More than 4.1 million self-employed workers were working in
home-based busine'sses. The vast majority of these people -- 3.8 million -- were white.
According to a study produced by the Small Business Administration Office of Advocacy, age is
not a factor for men entering business, while the likelihood of women becoming home-based
�\
business owners increases with age. The study also noted that home'-based businesswomen in
their 20s earn substantially less than self-employed women in their 20s who work outside of the
home. However, businessmen of the same age make almost the same income, regardless of their
business location.
Home-Based Business Trends
This CyberDialogue count includes self-employed people who do any type of work at home for
which they are compensated (telecommuters not included) including home-based business
owners. Here again, the CyberDialogue numbers appear more inflated than the BLS numbers,
but they show a short term trend (the government numbers do not).
1990:
1991:
1992:
1993:
1994:
1995:
1996:
1997:
1998:
11.2 million
11.6 million
12.1 million
12.4 million
14.2 million
15.6 million
16.4 million
18.3 million
19.6 million
Therefore, according to CyberDialogue data, in the last decade the number of self employed
people who do any type of work at home for which they are compensated has almost doubled.
Telecommuting
According to a study by the U.S. Department of Transportation, in 1992 approximately 2 million
people telecommuted, mostly from home (99% telecommuted from home). The study projected
that by 2002, 7.5-15 million workers would telecommute from home and from telework centers
(a projected 50.3% would telecommute from telecommuting centers closer to home than the
central office). The DOT defined telecommuting as people who work from home or from a
satellite telework center at least one day a week. The study estimated that fuel emissions, time
spent travelling, and gasoline costs would all sharply decline as a result of telecommuting.
Telecommuting Trends
,
CyberDialogue, a New York based research and consulting firm, has been tracking
telecommuting rates for over a decade and has released data showing a rapid increase in
telecommuters. CyberDialogue's definition of telecommuters - which is more liberal than the
DOT definition -- includes people who work for a central office from home at least once a
month, independent contractors, and part-time, informal telecommuters.
1993: 7.3 million telecommuters
1996: 8.7 million telecommuters
1998: 15.7 million telecommuters
�Therefore, we could reliably say that since the President took office the number of telecommuters
has doubled. The rapid increase in telecommuters can be attributed in part to the decrease in cost
of personal computers, and a more compelling reason to use them - the Internet. Between 1993
and 1997 the number of home-based business owners who were on-line increased roughly eight
fold.
You asked us to verify the following quote by the President:
"When I became President in America, there were 3 million people making a living
primarily out of their own home, for example. When I was reelected, there were 12
million. Now there are 20 million, in only two years~" [4/25/99]
We cannot find a match for these figures anywhere in our research. Attached, please find
statistics on people who make their living from home, including a more detailed look at
telecommuters and owners of home-based businesses. You will notice that there is a big
discrepancy between the numbers that the government uses, and those of private companies such
as CyberDialogue and International Data Corporation. Each of these entities uses different
definitions for people who make their living from home, making aggregating the various sets of
numbers impossible (e.g. the definition of telecommuters ranges from people who telecommute
once a month, to people who telecommute twice a week). In addition to a lack of consistent
definitions, there has never been a uniform measuring system that has chronicled trends year to
year.
Despite the difficulties with the data, we can reliably make the following points:
• There has been a steady increase in the number of people who make a portion of their income
from the home - whether as telecommuters, home based business owners, or others - and this
figure continues to rise.
• This trend is promising in that it indicates greater flexibility in the corporate workplace, and
reflects the expansion of technology into many more American homes. However, it also
demonstrates another trend that has been gaining momentum: that the average workweek has
lengthened considerably for people in a wide-range of professions - from managers to truck
drivers - who are in their child-rearing years.
As we develop policies to address the needs of this growing population of workers, we might
consider developing a reliable, uniform way of counting them year to year. We could, for
example, insert questions in the Current Population Survey, a monthly Census Department
survey of approximately 50,000 households, such as: Do you make any part of your income from
work you do at home? Do you telecommute to your central office three times a month from
home or from a telework center? These statistics would give us a better sense of the direction
our policies could go.
�May 14, 1999
MEMORANDUM FOR BRUCE REED
FROM:
NICOLE RABNER
RUBYSHAMIR
SUBJECT:
"WORK AT HOME" STATISTICS
You asked us to verify the following quote by the President:
"When I became President in America, there were 3 million people making a living
primarily out of their own home, for example. When I was reelected, there were 12
million. Now there are 20 million, in only two years." [4/25199]
We cannot find a match for these figures in our research in part because the methods of data
collection in this area employed by the- various agencies and private companies are inconsistent.
Each of these entities uses different definitions for people who make their living from home, .
making aggregating the various sets of numbers impossible (e.g. the definition of telecommuters
ranges from people who telecommute once a month, to people who telecommute once a week).
The following statistics represent a range of the figures we could quote on the total number of
people who make at least a portion of their income from the home, the number of people who
oWn and operate home-based businesses, and the number of people who telecommute.
Note: The figures in each category can overlap because households, and workers can play one or
more of these roles at once (for example: a worker can:be a telecommuter who owns and runs a
small home-based business on the weekends).
Overall Home-Based Income Earners
The March 1998 release of "Work at Home" statistics by the Bureau of Labor Statistics (BLS)
reported that 21 million people "did some work at home" in 1997 for which they were directly or
indirectly comperisated, a 1.5 million increase from the 1991 figure of 19.5 million. In this
report BLS noted that there was a marked increase in the number of wage and salary workers
who reported direct compensation for their work at home from 1.9 million in 1991 to 3.6 million
in 1997. This BLS Data comes out every six years, and is from a supplement to the Current
Population Survey.
The International Data Corporation (IDC), a market research company that has conducted phone
surveys since 1986, reports that the total number of home office households which includes
households of corporate after-hours workers, telecommuters, owners of home-based businesse-s,
and other self employed people - has increased from 24.6 million in 1993 to 37.3 million in
1998. IDC projects'that this figure will rise to 43.2 million by 2000.
�,
.
CyberDialogue, a New York based research and consulting firm that has been tracking
telecommuting rates for over a decade (also by phone), cites a slightly higher number for people
who make some part of their income from the home because it additionally includes less frequent
telecommuters and independent contractors. This data claims that the number of "home
workers" almost doubles from 28.7 million in 1993 to 54.6 million in 1998.
Home-Based Businesses
According to the BLS, 6.5 million of the 21 million wage and salary workers who did some work
at home, were self-employed and more than 4.1 million self-employed workers were working in
home-based businesses.
According to IDC there were 16.9 million income generating home-office households in 1993
and 22.2 million such households in 1998, with a projected increase to 26 million in 1999. This
can include people who run a home-business full time or on the side, or those who may not
identify themselves as home-business owners on their tax returns (potentially, so as not to be
penalized for zoning and other violations).
, CyberDialogue's data shows that 12.4 million people in 1993 were self-employed people who do
any type of work at home for which they are compensated (telecommuters not included)
including home-based business owners. In 1998 the figure was 19.6 million.
Telecommuters
According to, a study by the U.S. Department of Transportation (DOT), in 1992 approximately 2
million people telecommuted, mostly from home (99% telecommuted from home). The study
projected that by 2002, 7.5-15 million workers would telecommute from home and from
telework centers. The DOT defined telecommuters as people who work from home or from a
satellite telework center at least one day per week.
, IDC defines telecommuters as those who telecommute at least three days per month. IDC
estimates that there were 6.1 million telecommuters in 1993, 8.2 million telecommuters in 1996,
and 9.9 million telecommuters in 1998. IDC also projects that there will be 11.7 million
telecommuters in 2000 ..
CyberDialogue defines telecommuters as those who telecommute at least one day per month.
According to CyberDialogue, there were 7.3 million telecommuters in 1993, 8.7 million
,telecommuters in 1996 and 15.7 million telecommuters in 1998.
Despite the discrepancies in the data, we can reliably make the following points:
• There has been a steady increase in the number of people who make a portion of their income
from the home - whether as telecommuters, home based business owners, or others and this
figure continues to rise.
�• This trend is promising in that it indicates greater flexibility in the corporate workplace, and
reflects the expansion of technology into many more American homes. However, it also
demonstrates another trend that has been gaining momentum: that the average workweek has
lengthened considerably for people in a wide-range of professions from managers to truck '
drivers - who are in their child-rearing years.
We have passed this information on to Paul Glastris and June Shih.
As we deVelop policies to address the needs of this growing population of workers, we might
consider developing a reliable, uniform way of counting them year to year. We could; for
example, insert questions in the Current Population Survey, a monthly Census Department
survey of approximately 50,000 households, such as: Do you make any part of your income from '
work you do at home? Do you telecommute to your central office three times a month from
home or from a telework center? These statistics would give us a better sense of the direction
our policies could go.
�Overall Work at Home Statistics
Every six years the Bureau of Labor Statistics (BLS) releases "Work At Home" Statistics which
apply to people who telecommute approximately once a week, home-based business owners, and
other self employed people. Because the data is measured every six years, the short term trend
line is more difficult to determine. According to the BLS report released in March 1998~ more
than 21 million people did some work at home in May 1997. The BLS figures show:
• The number of people who did some work at home only grew by 1.5 million since 1991
however, of people specifically paid for the work they did at home (i.e. not just those who
took their briefcases home) increased substantially. In 1991, only 1.9 million wage and
salary workers who worked at home got paid for their work while in 1997,3.6 million wage
and salary workers got paid for their work at home.
• More than 70% of people who made a portion of their income from home were married
couple families, and over 9 million of those who did some work at home had children under
18.
Overall Work at Home Trends
The following CyberDialogue statistics show a year to year trend in people who make a living
from home, however the BLS and CyberDialoge numbers cannot be aggregated because they use
different definitions for people who made a portion of their income from home. The
CyberDialogue count - noticeably higher than BLS's -- includes once-a-month telecommuters,
people (whether self-employed or working for a company) who bring work home after hours,
independent contractors, and home-based business owners.
1990:
1991:
1992:
1993:
1994:
1995:
1996:
1997:
1998:
25.3 million
27.9 million
27.3 million
28.7 million
34.9 million
40.9 million
42.2 million
52.1 million
54.6 million
Therefore, according to CyberDialogue data, the number of people who make some part of their
living from the home has more than doubled in this decade alone.
Home-BasedBusinesses
According to BLS, of the 21 million people who did some work at home in 1997, about 6.5
million were self-employed. More than 4.1 million self-employed workers were working in
home-based businesses. The vast majority of these people -- 3.8 million -- were white.
According to a study produced by the Small Business Administration Office of Advocacy, age is
not a factor for men entering business, while the likelihood of women becoming home-based
�business owners increases with age. The study also noted that home-based businesswomen in
their 20s earn substantially less than self-employed women in their 20s who work outside of the
home. However, businessmen of the same age make almost the same income, regardless of their
business location.
Home-Based Business Trends
This CyberDialogue count includes self-employed people who do any type of work at home for
which they are compensated (telecommuters not included) including home-based business
ownet:s. Here again, the CyberDialogue numbers appear more inflated than the BLS numbers,
but they show a short term trend (the government numbers do not).
1990:
1991:
1992:
1993:
1994:
1995:
1996:
1997:
11.2 million
11.6 million
12.1 million
12.4 million
14.2 million
15.6 million
16.4 million
18.3 million
Y998: 19.6 million
Therefore, according to CyberDialogue data, in the last decade the number of self employed
people who do any type of work at home for which they are compensated has almost doubled.
Telecommuting
According to a study by the U.S. Department of Transportation, in 1992 approximately 2 million
people telecommuted, mostly from home (99% telecommuted from home). The study projected
that by2002, 7.5-15 million workers would telecommute from home and from telework centers
(a projected 50.3% would telecommute from telecommuting centers closer to home than the
central office). The DOT defined telecommuting as people who work from home or from a
satellite telework center at least one day a week. The study estimated that fuel emissions, time
spent travelling, and gasoline costs would all sharply decline as a result of telecommuting.
Telecommuting Trends -'
CyberDialogue, a New York based research and consulting firm, has been tracking
telecommuting rates for over a decade and has released data showing a rapid increase in
telecommuters. CyberDialogue's definition oftelecommuiers - which is more liberal than the
DOT definition -- includes people who work for a central office from home at least once a
month, independent contractors, and part-time, informal telecommuters.
1993: 7.3 million telecommuters
1996: 8.7 million telecommuters
1998: 15.7 million telecommuters
�Therefore, we could reliably say that since the President took office the number of telecommuters
has doubled. The rapid increase in telecommuters can be attributed in part to the decrease in cost
of personal computers, and a more compelling reason to use them - the Internet. Between 1993
and 1997 the number of home-based business owners who were on-line increased roughly eight
I
fold.
You asked us to verify the following quote by the President:
"When I became President in America, there were 3 million people making a living
primarily out of their own home, for example. When I was reelected, there were 12
million. Now there are 20 million, in only two years." [4/25/99]
We cannot find a match for these figures anywhere in our research. Attached, please find
statistics on people who make their living from home, including a more detailed look at
telecommuters and owners of home-based businesses. You will notice that there is a big
discrepancy between the numbers that the government uses, and those of private companies such
as CyberDialogue and International Data Corporation. Bach of these entities uses different
definitions for people who make their living from home, making aggregating the various sets of
numbers impossible (e.g. the definition of telecommuters ranges from people who telecommute
once a month, to people who telecommute twice a week). In addition to a lack of consistent
definitions, there has never been a uniform measuring system that has chronicled trends year to
year.
Despite the difficulties with the data, we can reliably make the following points:
• There has been a steady increase in the number of people who make a portion of their income
from the home - whether as telecommuters, home based business owners, or others - and this
figure continues to rise.
"
• This trend is promising in that it indicates greater flexibility in the corporate workplace, and
reflects the expansion of technology into many more American homes. However, it also
demonstrates another trend that has been gaining momentum: that the average workweek has
lengthened considerab.ly for people in a wide-range of professions - from managers to truck
drivers - who are in their child-rearing years.
As we develop policies to address the needs of this growing population of workers, we might
consider developing a reliable, uniform way of counting them year to year. We could, for
example, insert questions in the Current Population Survey, a monthly Census Department
survey of approximately 50,000 households, such as: Do you make any part of your income from
work you do at home? Do you telecommute to your central office three times a month from
home or from a telework center? These statistics would give us a better sense of the direction
our policies could go.
�Draft October 14, 1999 - Tom Kalil
PRESIDENTIAL DIRECTIVE ON THE E-SOCIETY
MEMORANDUM FOR THE HEADS OF EXECUTIVE DEPARTMENTS AND AGENCIES
The Internet and other information and communications technologies are changing the way we
work, learn, communicate with each other, and do business. These technologies are shaping our
economy and our society in the same way that the steam engine and electricity defined the
Industrial Age.
In recent years, information technology has driven the U.S. economy, accounting for one-third of
U.S. economic growth and generating jobs that pay almost 80 percent more than the private
sector average. All businesses are scrambling to use the Internet to increase productivity, boost
exports, cut the time required to develop new products, and forge closer relationships with
customers and suppliers. By 2003, e-commerce in the U.S. alone could exceed $1 trillion per
year. For these reasons, my Administration has pursued a market-led approach to global
electronic commerce, that relies whenever possible on private sector leadership and seeks to
eliminate legal and regulatory barriers to e-commerce.
But the Internet has the potential to enhance citizenship as well as commerce. Unlike previous
media, the Internet makes it much easier for individuals to be producers as well as consumers of
information. Used creatively, the Internet and information technology more generally can be a
powerful tool for tackling some of our toughest social challenges as well as fostering economic
growth. Information technology can and is being used to make it easier for working adults to
acquire new skills, increase access to healthcare in isolated rural communities, improve the
quality of life for people with disabilities, and strengthen our democracy. Caregivers for people
with Alzheimer's use the Internet to lend each other moral support. Workers in several high-tech
companies are helping students improve their performance in math and science and go on to
college by becoming "tele-mentors." A society that uses information technology to expand
opportunity and improve the quality of life for all of its citizens is an "e-society."
Technology is not the answer to all of our problems. Indeed, it can often create new ones, such
as the erosion of our personal privacy or access by children to inappropriate content. But the
constructive uses of information technology deserve a more prominent place on the national
agenda. This is particularly true given the increased adoption of computers and the Internet, the
dramatic reduction in the cost of processing, transmitting and storing information, and the
growing sophistication ofInternet applications.
We have already made progress in harnessing the power of information technology to meet
broad societal objectives. For example, the Administration has led a national effort to ensure
that all of our children are technologically literate. Our strategy, which involves connecting
every classroom to the Internet, increasing access to multimedia computers in the classroom,
training teachers, and encouraging the development of high-quality educational software, has
already delivered significant results.
1
�However, we can and must do more. Accordingly, I am directing agencies to take specific
actions that will promote the broader social benefits of the Information Revolution, and allow
more Americans to enjoy the benefits of information technology.
As agencies move forward to promote the "e-society" - they should be guided by the following
considerations:
Consistent with the Administration's e-commerce policy, agencies should adopt policies
that will remove barriers tp private sector investment in Internet applications.
The goal is not solely or even primarily to identify federal actions that can broaden the
benefits of information technology, but to explore partnerships with companies, state and
local governments, non-profit organizations, foundations, professional societies, and
universities.
Agencies should explore innovative mechanisms for fostering a national discussion on
the potential of the e-society, which will surely add to the agenda outlined below.
Agencies should consider a wide range of policies to promote the e-society - including
the elimination of legal and regulatory barriers to IT applications, support for pilot
projects, the establishment of national goals, investment in research and development,
promotion of open standards, support for training, and making the government a leading
edge user of information technology ..
Agencies should review the recommendations of the President's Information Technology
Advisory Committee, particularly as they relate to the need to support research related to
IT applications with broad societal benefits.
I direct the following agencies, working with other appropriate federal agencies, to take the
following actions:
1.
I direct the Secretary of Health and Human Services to identify additional steps that can
be taken to promote tele-health applications, such as remote consultation for patients in
under-served rural communities, reliable consumer health information, public health
information systems, applications of IT that re~uce paperwork and administrative costs,
secure, computer-based patient records that preserve confidentiality, and clinical decision
support systems.
2.
I direct the Secretary of Education to support and encourage states and local communities
to make it easier for parents to easily evaluate the performance of schools in their
communities.
3.
I direct the Secretary of Education to work with states and institutions of higher education
to remove legal and regulatory barriers to high-quality distance learning. This will allow
adults to learn at a time, place and pace that is convenient for them.
2
�4.
I direct the Secretary of Education to propose.the hext phase of the Administration's
Educational Technology Initiative. Building on the Administration's success in
connecting classrooms to the Internet, the updated strategy should address teacher
training, the integration of technology in the curriculum, evaluation of technology, the
market for educational. software and content, the need for more multimedia computers in
the classroom, and the need for investments in educational technology R&D that could
revolutionize teaching and learning in the 21 st century.
5.
I direct the Secretaries of Housing and Urban Development and Health and Human
Services to identify concrete ways in which the Internet and information technology can
be used to increase opportunity for low-income families and communities. For example,
telecommuting might make it easier to help people move from welfare-to-work by
helping to address two of the biggest barriers - childcare and transportation.
6.
I direct the Secretary of Education and the Director of the National Science Foundation to
develop a research agenda for making the Internet and information technology more
usable by persons with disabilities and the elderly. I direct the Secretary of Commerce to
encourage the private sector to make Web content, software and development tools more
accessible for people with disabilities by adopting the technical standards of the Web
Accessibility Initiative.
.
7.
I direct the Administrator of the Environmental Protection Agency to develop a national
strategy for promoting environmental applications of information technology, including
real-time environmental monitoring, expanded public access to environmental
information, and databases that will help companies adopt manufacturing processes that
will reduce pollution.
8.
I direct the Secretary of Agriculture to identify additional services that can be delivered
electronically to rural Americans, such as the results of federally-funded research at our
nation's land-grant universities, and to develop the policies needed to ensure that rural
communities are full participants in the digital economy.
9.
I direct all Cabinet agencies to select at least one important policy area where they
harness our "laboratories of democracy" by electronic;:ally collecting and disseminating
best practices at the state and local level, and supporting "communities of practice" that
can easily and effectively share knowledge and expertise. This effort shall be coordinated
through the President's Management Council.·
10.
I direct the Secretary of Commerce to develop recommendations for strengthening our
civil society by enhancing the capability of non-profit organizations to use information
techriology.
11.
I direct the Secretary of Interior to identify additional steps we can take to expand our use
of geospatial information to support decision.:making on sustainable development and
other important issues at the state and local leveL
3
�12.
I direct the Director of the Federal Emergency Management Agency to partner with
research universities and the private sector to apply advances in information technology
to crisis management.
[Need concluding section here on process, e.g.:
Report in X months
Overall activity coordinated by X working group chaired by X]
4
�Draft October 4, 1999
Tom Kalil
E-Society: Putting People First in the Information Age
I.
Introduction
In recent years, the public discussion of the impact of the Internet and information
technology has focused on the digital economy and electronic commerce. That's because IT has
accounted for 1/3 of economic growth in recent years, global e-commerce is projected to grow to
$1.4 - $3.2 trillion by the year 2003, and e-business is transforming the way companies develop,
and market their products, interact with customers and suppliers, and train their employees.
Given the importance of e-commerce and e-business, it is imperative that government and the
private sector continue to work together to create the environment that will allow it to flourish.
But the Internet has the potential to enhance citizenship as well as commerce. Used
creatively - the Internet and IT more generally can be a powerful tool for tackling some of our
toughest social challenges as well as fostering economic growth. The Internet is more than a
giant shopping mall that never closes.
'
As our ability to store, process and transmit information continues to accelerate - we will
be limited not by technology but by our creativity in discovering new uses of information
technology that improve our quality of life 'and allow all Americans to benefit from the
Information Revolution. It is appropriate to applaud the entrepreneur that develops a killer ap or
a new business model and America's capital markets are the best in the world for rewarding
innovation. But we should also support and honor the social entrepreneur that uses information
technology to revitalize our democracy, or to empower a low-income urban or rural community.
Technology is not the answer to all of our problems. Indeed, it can often create new
ones, such as the erosion of our personal privacy. But it can also be a powerful tool for
empowering individuals and communities, and for meeting many of our most important national
goals.
The potential benefits of information technology should continue to increase. This is
true for a number of reasons:
•
The number of Americans who have access to computers and the Internet is
continuing to increase. As of August 1999, over 108 million Americans have access to
the Internet. Roughly 50 percent of American households have a personal computer.
(check). Although there is worrying evidence of a digital divide, significant reductions in '
the cost of pes and the emergence of low-cost information appliances will make it
possible for more lower-income households to afford some level of access to the Internet.
•
Our ability to store, process, and transmit information is continuing to improve at
exponential rates. The semiconductor industry is already developing the technology that
will allow them to put billions of transistors on a single integrated circuit. Fiber optics
1
�technology will eventually allow us to transmit all of the phone traffic on Mother's Day
on a single strand of fiber. The deployment of broadband networks to homes and
businesses will eventually put an end to the "World Wide Wait," and allow people to
send and receive video and high-speed data. Over a period of decades, this exponential
progress leads to startling changes. IBM built the first magnetic disk, which held 4.5
megabytes and cost $40,000. Today's hard drives can hold 22 gigabytes and cost $250
a 788,000-fold reduction in cost!
•
Satellite and wireless systems will soon providers users with "anytime, anywhere"
communication.
•
The sophistication of Internet and IT applications is also increasing. Earlier this
decade, the Internet was used primarily to send and receive e-mail, download files, and
log in to another computer connected to the Internet. Today, Internet companies have
developed applications software such as digital signatures, cryptographic software for
secure transactions, audio and video on-demand, groupware for collaboration, intelligent
agents, foreign language translation software, search engines, and speech recognition.
The dramatic increase in venture capital flowing,into the Internet sector will ensure
continued innovation in applications software.
During,the last seven years, the Clinton-Gore Administration has worked hard to promote
the soCial benefits of the Information Revolution. To give just one example, President Clinton
and Vice President Gore have worked with the private sector, states, teachers, and hundreds of
thousands of volunteers to provide all of our children access to educational technology. Their
Educational Technology Initiative has set four goals that enjoy widespread support among
educators, parents, and industry leaders: increasing the number of computers in the classroom;
connecting every classroom to the Internet and other telecommunications services; training
teachers to be as comfortable with a computer as they are with a chalkboard; and encouraging the
development of high-quality educational software. Under their leadership, federal investment in
educational technology has increased from $23 million per year to $3 billion per year.
As we enter the 21 5t century, however, it's appropriate to take stock of our current efforts
as a Nation to make the most of the opportunities that are presented to us by new information
technologies. We in'tend to begin a national conversation about how we want to use 21 8t century
technology to advance our oldest values, such as democracy, opportunity, community. We
should discuss:
The short-term and long-term goals we want to set for ourselves as a nation in the
Information Age;
The most appropriate strategies for reaching these goals;
The right partnerships to build between government, industry, non-profit organizations,
and local communities; and
Promising practices.
2
�To summarize, the case for launching such an initiative is clear:
•
The Internet and other information technologies will shape our society as well as our
economy.
•
The power, versatility and availability of IT is continuing to increase at a dramatic rate.
•
Virtually every important goal that we have set for ourselves as a Nation can be advanced
in some way by more adept and creative use ofIT.
•
Activities in this area can have an enormous "return on investment." One of the
economic characteristics of software and digital content is that the marginal cost of
dissemination is essentially zero. Social services that could be embodied as software
could take advantage of these same economics.
II.
Building the E-society [Note: This is in outline form]
1.
Ensuring that all of our children are technologically literate, and improving student
performance in all academic subjects
Benefits:
•
Create new, powerful ways of teaching and learning that improve student performance in
all academic subjects. Examples include: virtual field trips, participation in "community
of learners" that extend beyond the four walls of the classroom, modeling and simulation
software that allows students to engage in "learning by doing", access to digital libraries
for primary research by students.
•
Prepare our children for the high-tech workplace of the 21 st century by ensuring that they
are technologically literate.
•
Make it easier for parents and teachers to communicate, and for parents to keep track of
how their children are doing in school.
•
Increase accountability by making it easier for parents to evaluate the performance of
schools in their communities.
Accomplishments:
•
Created an Educational Technology Initiative with four widely accepted national goals:
increasing the number of computers in the classroom; connecting every classroom to the
Internet and other telecommunications services; training teachers to be as comfortable
3
�with a computer as they are with a chalkboard; and encouraging the development of high
quality educational software.
•
As a result of increased federal, state and local investment, the number of classrooms
connected to the Internet increased from 3 percent to 51 percent from 1994 to 1998, while
the number of schools connected to the Internet increased from 35 percent to 89 percent.
The ratio of students per computer declined from 19.2 in 1992 to 5.7 in 1999. The ration
of students per multimedia computer declined from 21.2 in 1997 to 9.8 in 1999.
•
Increased investment in educational technologies programs such as the Technology
Literacy Challenge Fund, which helps states and local communities meet all four goals,
and Preparing Tomorrow's Teachers for Technology, which will help 400,000 new
teachers use technology effectively in the classroom.
•
Fought for the e-rate, which provides $2.25 billion in discounts to connect schools and
libraries.
•
Supported grassroots, volunteer activities such as NetDay and U.S. TechCorps.
•
Creation of Federal Resources for Educational Excellence (FREE).
Next steps:
•
Continue efforts to train both new and existing teachers to use technology.
•
Support state and local efforts to reduce ratio of students to multimedia computers to
5:1 through continued support for Technology Literacy Challenge Fund.
•
Digital Library for Education: The Administration will accelerate the development of a
national library of text, images, sound recordings, and other materials available to every
school-child and every American with access to the Internet. It will include: hundreds of
thousands of America's historical and cultural artifacts that are now only accessible to
scholars visiting archives; hundreds of thousands of books and images of paintings; and
leading-edge material to help America's children meet high academic standards in math
and science. The Administration will seek matching funds from the private sector and
foundations.
•
Educational Technology R&D: The Administration will increase support for
educational technology R&D to improve the state-of-the-art. Examples of possible goals
include the development of intelligent software that approaches the effectiveness of a
one-on-one human tutor that can give immediate, tailored feedback. .
•
School report cards: Develop a tool-kit that helps every community that wants to
develop local report cards that make it easy for parents to compare performance of local
schools.
4
�•
Curriculum integration: Allow states to use a percentage of the Technology Literacy
Challenge Fund to support curriculum integration efforts, such as the identification of
software and Internet resources that support state standards.
•
Web-Based Education Commission: President Clinton recently appointed some ofthe
members of the Web-Based Education Commission. The Commission is charged with'
conducting a "thorough study to assess the educational software available in retail
markets for secondary and postsecondary students who choose to use such software."
2.
Allowing adults to learn "anytime, anywhere"
Benefits:
•
Many adults would like to be able to upgrade their skills, but find it difficult to participate
in traditional classroom-based instruction as they try to balance the competing demands
of work and family. This is particularly true for Americans with disabilities and people
who live in rural communities. Distance learning can allow working Americans to learn
, at a time, place and pace th',lt is convenient for them.
Accomplishments
•
Created the Learning Anytime Anywhere Partnership (LAAP) program, which has
awarded 29 grants to support projects that expand access to high-quality distance
learning.
•
Won Congressional approval for authority for the Secretary of Education to waive certain
provisions of the Higher Education Act that limit the eligibility of distance education.
students to receive financial assistance. Examples of waivers include: length of academic
school year, ability for institutions that deliver more than 50 percent of their courses
using distance learning to receive financial assistance, sharing of distance education
courses among consortia members.
•
President requested $23 million in FY2000 to support use of technology for adult
literacy, adult basic education, and English as a Second Language.
•
President sent Executive Order to agencies directing them to make expanded use of
technology to train federal employees. This will accelerate the development of a market
for courseware.
Next steps
•
Expand support for LAAP program.
•
Address institutional and regulatory barriers to greater use of distance learning.
5
�3.
Strengthening our democracy
Benefits:
•
Voters can easily find information on candidates, their positions on issues, the source of
their campaign contributions, etc.
•
Citizens can access information on legislation and Administration policies that was
previously accessible only to Washington insiders.
•
Electronic rulemaking broadens opportunities for informed partiCipation.
'.
Geographical information systems allow citizens' to "see and understand" information in
a way that is not possible by looking at raw data.
Next steps
•
By 2004 -- all publicly available federal governrhent information should be online, and
. easy to search and find.
•
The government should support 20 major experiments in deliberative democracy at the
national, state and local level - to explore the role of the Internet in engaging citizens in
decision-making.
•
We should encourage states and local communities to share best practices in community
development, crime prevention, and creating li~able communities by creating "digital
laboratories of democracy."
•
,By 2004
4.
Revitalizing our civil society
at least one state should experiment with secure, private electronic voting
Benefits:
•
The Internet and IT can make non-profit organizations more efficient and effective.
Examples include:
.
"Faces of Adoption"
children;
"Impact Online"
which uses the Web to increase adoption of hard-to-place
which makes it easier for people to volunteer in their community;
6
�Amnesty International has been able to use the Web to inform more people about human
rights violations
Accomplishments
•
Support for many innovative, non-profit applications of IT through the TIIAP program.
Next steps
•
Work with the private sector and foundations to provide grants, awards and recognition
for innovative non-profit applications ofthe Internet and IT.
•
Targeted Affiericorps and/or loan forgiveness program to encourage young people with
IT skills to work for a non-profit.
•
Consider an increase in the TIIAP program.
5.
Creating opportunity for all Americans
Accomplishments
•
President created Community Technology Centers program
funding from $10 million to $65 million.
.
called for increase in
Next steps
•
U sing computer-based training, we should give every teenager that wants it the skills they
need to start their own business.
•
By 2004 -- we should move another 500,000 people from welfare-to-work by connecting
low-income communities with computers and high-speed Internet access - and allowing
them to do jobs (call centers, data processing, Web page design) that can be outsourced
from America's major companies.
•
Low-income Americans who can't afford a computer should be within walking distance
of a community technology center
•
We should create tax incentives for telecommunications companies to increase their
investment in low-income urban and rural communities
. W e should challenge the private sector to increase the number of women and minorities
in high-tech fields.
6.
Improving the quality of life for people with disabilities
Benefits:
7
�•
Information technology can improve the quality of life and independence for people with
disabilities if it is designed to be accessible.
•
Accessible IT can make it much easier for Americans with disabilities to return to work.
Accomplishments:
•
The Administration supported provisions in the Telecommunications Act of 1996 that
require manufacturers of telecommunications equipment and providers of
telecommunications services to ensure that their equipment and services are usable by
people with disabilities. The FCC has recently issued regulations that implement this
provision of the statute.
•
The President has signed legislation that strengthens Section 508 of the Rehabilitation
Act. The new Section 508 will require federal agencies to ensure that both employees
and members of the public seeking government services "have access to and use of
information and data" that is equivalent to people without disabilities. Strengthening
Section 508 will encourage private sector companies that want to sell to the government
to make their products more accessible to people with disabilities.
•
The Administration supported and the President endorsed the Web Accessibility
Initiative. The Web Accessibility Initiative is working to make the Web accessible for
people with disabilities by making sure that the evolving Web standards are developed
with accessibility concerns in mind, and developing guidelines for accessible Web sites
and Web browsers.
•
The Administration's FY2000 budget included $35 million to:
Make the government a model user of assistive technology to increase federal
employment opportunities for people with disabilities;
Support state efforts to make assistive technology more widely available for people who
can not afford it;
Work with industry to support consortia for accessible technology
Next steps
•
Increase R&D in technologies that will make it easier for people with disabilities to use
information technology and to participate in the workforce. Examples include:
Improved speech recognition technology or "eye-tracking" technology for people
.
who can't use a keyboard;
"Text-to-speech" or "dynamic braille" for people who are blind;
8
�Automatic captioning of multimedia or audio for people who are deaf;
A device that recognizes American Sign Language and translates it to speech or
text in real-time;
Collaboration software that is so good that participants can't tell whether someone
in their "virtual" group has a disability;
The electronic equivalent of a "guide dog";
"Tactile" access to graphical information for people who are blind or low vision;
Graphical user interfaces or operating systems that are usable by people who are
blind or low-vision; and
Storing infqrmation so that it can be displayed in multiple formats, depending on
the needs of the user.
7.
Expanding access and improving the quality of health care through tele-health
Benefits:
•
Reduce administrative costs.
•
Allow consumers to make more informed decisions about their health-care needs using
up-to-date, reliable consumer health informatiori.
•
Improve the quality of health care in underserved rural areas using telemedicine.
•
Use clinical decision support systems to base medical care on most recent evidence
(evidence-based care).
•
Develop public health information systems to increase childhood immunization rates,
respond rapidly to emerging infectious diseases.
.
Accomplishments
•
Increased available of quality consumer health information with development of
Healthfinder (an award-winning gateway to consumer health information developed by
HHS) and the decision to make MedLine available to the public for free, which provides
abstracts to 4300 biomedical journals.
'
•
Support for telemedicine pilot projects through agencies such as the National Library of
Medicine, the Defense Department, and the Rural Utility Service.
9
�Next steps
•
Issue medical privacy regulations, continue to seek more comprehensive legislation.
•
Examine expanded Health Care Financing Agency (HCF A) reimbursement of
telemedicine.
•
Seek resolution of state licensure issue. In the last 4 years, 14 states have passed .
legislation restricting out-of-state telemedicine.
•
Support for centers of excellence in IT applications of biomedical research, as called for
NIH's proposed Biomedical Information Science and Technology Initiative (BISTI).
8.
Protecting our environment
Benefits:
•
Low-cost networked sensors could revolutionize'the way we conduct environmental
monitoring.
, •
On-line databases can help small and medium-sized companies adopt manufacturing
processes that reduce pollution.
•
Widespread availability of information like the Toxic Release Inventory encourages
companies to reduce pollution, and
•
Modeling and simulation and geospatial information systems can support better decision
making at the federal, state and local level.
Next steps
•
Consider an EPA initiative to demonstrate advanced applications of the Internet and IT
such as real-time environmental monitoring to improve children's health.
9.
Winning the war against crime
Benefits:
•
Crime mapping allows law enforcement officials to target resources to crime "hotspots."
•
Secure wireless networks allow law enforcement officials from different agencies to
cooperate more effectively.
•
Wireless access to criminal databases can allow law enforcement officials to more
effectively arrest and convict criminals.
10
�•
Simulation-based training can better prepare law enforcement officials.
Next steps
???
to. Applications of IT for particular communities of interest
Benefits
•
Agriculture/rural: Precision agriculture. "Death of distance" - telemedicine and
distance learning.
•
Seniors: telementors for students (K-Gray):
Next steps
???
III.
Tools for building the E-society
Below are just afew ofthe steps that government, industry, academia and non-profit
organizations can take to promote the E-sodety.
1.
Establish national goals
Example: Connect every classroom to the Internet by the year 2000 ..
2.
Eliminate legal or regulatory barriers
Example: Develop a solution to the obstacles to telemedicine created by state licensure
of medical professionals.
3.
Support research and development
Example: Invest in R&D that will make IT more usable by people with disabilities.
4.
Support pilot projects with the goal of fostering innovative uses of IT
Example: NTIA Telecommunications and Information Infrastructure Assistance
Program.
5.
Make the government a leading-edge user oflT to promote the application
11
�Example: Law enforcement use of crime mapping.
6.
Recognize and reward "best practices" - define "best practices"
Example: NPR "Hammer" awards.
Private sector GIl Awards.
CEO Forum "Star Chart" efforts on educational technology
7.
Sponsor evaluation
Example:
8.
NSF~sponsored
research on evaluation of educational technology.
Support training, both for application developers and end-users
Example: Department of Education program to train teachers to use technology.
Example: Kellogg Foundation support for graduate "Schools ofInformation."
9.
Invest in widespread deployment
Example: e-rate.
10.
Create forum for discussion, debate and consensus-building between stakeholders
Example: Creation of National Information Infrastructure Advisory Committee..
11.
Support private-sector led standards
Example: Government sponsorship of Web Mapping Testbed.·
12
�Copyright 1999 Newsweek
Newsweek
February I, 1999, U.S. Edition
SECTION: BUSINESS; Trailblazers; Pg. 47
LENGTH: 3971 words
HEADLINE: How We Work Now
HIGHLIGHT: They're freelancers and entrepreneurs, low-key bosses and border surfers ofthe global market-place.
Some work for big corporations, some work only for No. I. These savvy, self-directed folks are facing new challenges,
forging their own paths -- and reaping surprising rewards.
BODY:
THE FREE AGENT
JAMES OXENDINE
Atlanta
Skill: He knows how to market his talents directly to the most interesting -- and the highest -- bidder. Lately his track
record has kept his phone ringing.
.
Payoff: Great independence means you never h~ve to say you're bored. He has no boss worries, a reasonable income
and a home office with a view.
HIS FATHER WAS A NUCLEAR physicist who did high-altitude weather research for the U.S. government. His
mother was afactory timekeeper who earned a graduate degree in counseling. James Oxendine, 49, aimed to be an
achiever, too, as a kid growing up in Dayton, Ohio. He saw -- in his parents' lives and his own -- embodiments of
Malcolm X's insistence on self-determination. Oxendine graduated magna cum laude from Ohio's Central State
University, earned a law degree at Georgetown, then topped it offwith a Ford Fellowship in political economy at Clark
Atlanta University. After 20 years of working in the public and private sectors to revitalize minority neighborhoods and
businesses, Oxendine thought his job managing a $1 million urban-problem-solving program at the Martin Luther King
Jr. Center had grown stale. He hungered to do, not to manage. So he boldly dubbed his community-development
service The Oxendine Group and waited for the phone to ring. It didn't "Ego?" he says, when asked about the psychic
impact of the change. "Oh, yeah, I remember that."
Oxendine works alone, but he's got plenty of company. By some estimates 25 million Americans are now flying
solo. ,"Not long ago people would disguise that they were working from home; now they're celebrating it," says Daniel
Pink, a former White House speech writer who's writing a book called "Free Agent Nation." "This is a legitimate way to
work -- it isn't some poor laid-off slob struggling to find his way back to the corporate bosom."
Some of the attractions live up to the fantasy. Oxendine's office is his living room, bathed in soft licks ofjazz from
his stereo and featuring a cheerful view of a park on the edge of downtown Atlanta. But after two and a half years on
his own, Oxendine has some advice for anyone who thinks the transition to self-employment will be easy. "Children or
other folks out there listening: don't try this at home."
Oxendine's adventure began in June 1996 with some important assets. He had $25,000 in liquid savings and a couple
of verbal commitments from clients that planned to use his services as a lecturer, mediator and bridge builder among
banks, bureaucrats and community-development groups. Those contracts never came through. So he dipped into his
savings to meet expenses. That was his biggest mistake -- today he wishes he'd used that $25,000 as collateral for a
small-business loan. His biggest adjustment: irregular income. His humblest moment: a friend offered to buy his lunch
because, she said, "you don't have a job."
�Three lean months from the start, Spartanburg, S.c., hired him to help with a neighborhood-revitalization project. In
1997 he landed a string of Atlantajobs. In 1998 clients started calling Oxendine instead of the reverse. His income, he
says, has gone from "minuscule in '96 to minimal in '97 to measurable in '98." He's still making less than before, and
he's nearly exhausted his nonretirement savings, "but now people know what I have to sell," he says. His biggest gain: a
new sense of personal accomplishment At The Oxendine Group, the return of the ego could be only a few contracts
away.
DANIEL PEDERSEN
THE NOMAD
MICHELLE BREINER
Sunnyvale, Calif.
Skill: She knows how to spot the next trend and find a job at a company poised to exploit it. She's attuned to the
world of start-ups and venture capital, too.
Payoff: Her mobility gives her great contacts and broad skills. She works hard today, but stays equally focused on
preparing for new challenges tomorrow.
IT'S TEMPTING TO VIEW MICHELLE Breiner as a cliche of the New Economy. Yes, she has her own Web site;
no, she probably won't take ajob unless the pay includes stock options. At 30, she's already worked in five industries,
from CD-ROM development to Web-page design to e-commerce. Today she's creative director at the Internet Shopping
Network, an online auction site. But don't bet on finding her there in five years. Talent migrates quickly today, drawn
by bigger challenges.
Many of the pejorative stereotypes about her generation -- as ruthless, disloyal job-hoppers -- are wildly overblown.
But it's clear that folks under 30 are leading the wave of Americans who are changing their notions of what constitutes a
career. Skill-building is in; ladder-climbing through the ranks at a company is out. Says Bo Rinaldi, an agent for
programmers: "Modem-day workers want to contribute, they want to deliver something rather than simply building
[sen iority]."
In Breiner's case, the roots of her restlessness are clear. She was raised in Silicon Valley by an entrepreneur father
whose career advice was simple: "You have to be prepared to look for opportunities, to keep your eyes open," says
Sheldon Breiner. Opportunities took Michelle from Virgin Records in London to game-maker 3DO and then, after a
stint as a freelance Web designer, to her current post six months ago. In each case she jumped ship when she saw a new
technology (like the Internet) ready to bloom. "[Older people] might find it insulting that we move around so much,"
she says. "But every company benefits from my being there -- whether I'm there three years or 20 -- and I leave no
challenge unmet."
Navigating this terrain takes a new code of ethics. Breiner has never left a job in less than a year. When she needs a
new challenge, she attempts to find it with her current employer, and she leaves only when that's not possible. And pay
raises aren't a prime motivation to jump: it's better to seek big challenges, she says, and let big payoffs follow naturally.
Above all, she won't patronize her bosses by pretending all her dreams lie in the bigger office down the hall. Where
will Breiner be in five years? "Possibly running or starting a company," she says. "I'm guessing it will involve a
technology that's not here yet." Her eyes are open. She'll know it when she sees it.
DANIEL MCGINN
THE ORGANIZATION WOMAN
PATTY BARTEN
Libertyville, III.
Skill: After 20 years of solving one company's problems, she knows how to get things done and can make her
employer's far-flung operations work together.
�Payoff: She has clout that dwarfs any title, and she can reinvent her job and chase new challenges without having to
prove herself all over again.
HE ARRIVED AT 8 EVERY MORNING and rarely left before retirement. William Whyte's "Organization Man"
was a corporate today whose loyalty bordered on cowardice. Job hop? Never! Why would he breach what amounted
to a lifetime employment contract? He faded by the 1990s, when the bond between company and employee all but
disintegrated. Now workers were free to bolt to the highest bidder, notching their resumes at every job switch.
How, then, to explain Patty Barten? She is 46 and has worked for Motorola near Chicago since 1978. But she wasn't
just racking up seniority. Instead, she behaved more like an in-house free lancer, focusing less on the titles she collected
than on how much she learned at each new task. "Gain experiences," Barten says, "and guess what? You get
promoted!" She advanced from the grunt work of industrial engineering (factory designs, time-and-motion studies) to
running five plants that built cellular-phone systems. Her Motorola biography vaguely says she's now a vice president.
But because her duties change so rapidly, it doesn't even try to say vice president of what. Her current job: coordinating
Motorola divisions worldwide to meet special needs of major customers.
Digging in at one company has paid Barten rich dividends. She wants to remain an influential player. "I don't see
how you do that in choppy little increments" at a series of companies, she says. As a known commodity, she can route
her ideas to anyone at Motorola -- and usually get results. And she can periodically reinvent herself without having to
prove to a new employer that she can handle more responsibility.
There are more Patty Bartens than career experts admit. Last year economists at the Chicago Fed reported that one
third of male workers 35 to 44 hadn't changed jobs in a decade. But like Barten, the successful ones will have to take an
entrepreneurial approach to their corporate careers. And by the way, Barten has heard from lots of headhunters over the
years. She just figures that companies are most influenced by the employees they trust.
JOHN MCCORMICK
THE GLOBALIST
ANNE LARLARB
Phuket, Thailand
Skill: The consummate networker, she scouts opportunities in advance but can also improvise when things don't go as
planned. Ability to sleep on sofas a plus.
.
Payoff: One minute she's hobnobbing and soaking up the arts scene in London, the next she's on a plane headed to the
sunny beaches of Thailand.
WHEN ANNE LARLARB ARRIVED in London two years ago, she had no idea where she'd end up. A designer
fresh out of the Yale School of Drama, Larlarb decided not to follow the rest of her classmates to New York, where
theater hopefuls from around the world scrabble for the same jobs. "I decided that life is too short to not try to break in
[somewhere else]," says Larlarb, 27. So, she packed up and moved -- and, since then, she has moved and moved and
moved. Now in Phuket, Thailand, where she's apprenticing in the art workshop for a major motion picture, Larlarb
says, "I consider my home my suitcase and my little laptop. My e-mail address is my only address to speak 0["
About 3.3 million Americans live overseas; a number that the State Department estimates has quadrupled over the last
30 years. The expatriate of years past has typically been the government worker or the relocated employee of a
multinational firm. Larlarb is one of a new breed of global worker, someone who's kludged together a life out of going
anywhere for an interesting job.
.
Luck has played a huge role in Larlarb's successful globetrotting so far. She moved to London on a student visa,
without a job. After two months of odd work, a chance introduction through a friend turned into a job assisting a
famous set designer. Another introduction turned into her job in Thailand, where she's logging 14-hour days and living
out of three suitcases at a hotel. [n between, Larlarb squeezed in monthlong theater gigs in Louisville, Ky., and New
�York. She now believes that the more she travels the more marketable she is. "People see that I can adapt to different
situations," she says.
Such a life comes at a price. Larlarb has boxes of possessions all over the place, managing money is a nightmare,
marriage is out for now and hanging on to friendships is a matter of vigilant e-mail and phone cal1s. But it's worth it.
The exposure to new cultures, she says, has been invaluable research for her design work. As she pages through her
journal, Larlarb has just one word: "Wow!"
JENNIFER TANAKA
THE RETREAD
DAYIDEYANS
Warren, Mich.
Skill: While others bellyache about retraining, he relishes technological change and learning. His self-improvement
streak guarantees he'll never be obsolete.
Payoff: He's found a niche helping his peers adapt to the wired world and reminding younger workers that computer
skil1s are only one facet of the job.
IF YOU REMOVE ALL THE LATE-MODEL cars from the parking lots, it's easy to imagine the General Motors
Tech Center in the 1960s: populated by crew-cut engineers, the buildings filled with the smell ofthe clay used to mold
car designs. David Evans remembers those days well. A 30-year GM veteran, he recalls how a dozen designers would
hunch over a single blueprint in large, open studios. Today the Tech Center is a different place, cubicled, wired and
aglow with computers. Like most companies, GM has entered the Jnformation Age -- and brought workers like Evans
along for the ride.
For many of his col1eagues, it's been an arduous journey. It's one thing to become adept at Microsoft Word; it's
another to learn five different computer-aided design packages, as Evans has. Compounding the pressure: Evans, a
"portfolio manager" who helps GM make sure Buicks don't look too much like Oldsmobiles, is 48 and working at a
company that's wildly overstaffed. But Evans isn't sweating it. Like the classic cars GM was building when he signed
on, he's been overhauled and retuned.
What sets Evans apart from others hit by big workplace changes is his enthusiasm for technology,his commitment to
self-improvement and his healthy sense of perspective. On his 45-minute commute Evans listens to business
audiotapes; at night he pursues a master's degree in system engineering, even though he's 20 years older than most
classmates. Each time GM upgrades its computers, he heads to training classes, knowing he'll be asking more questions
than younger workers. He's unfazed, because he understands the value he and other old-timers offer. "1 have kids here
who can really make a computer fly, but they don't have the years of experience making a car go down the road," Evans
says. Today he's found a role helping reluctant workers get accustomed to designing cars using 3-D computer images -
and reminding younger staffers to occasionally power down the computer and return to pen-and-paper drawing. Says
Evans: "I'm a technologist, but I think the best computers we have are the ones between our ears,"
DANIEL MCGINN
THE CYBER PLUMBER
JOYCE HUCKABY
San Jose, Calif.
Skill: She can peer at the innards of high-tech contraptions to fix problems, and keeps studying to stay abreast of rapid
technological change.
Payoff: The freedom of unsupervised work at white-collar wages, and job security in a world with more high-tech
equipment than ever.
�FIVE YEARS AGO JOYCE HUCKABY'S life wasn't working out. A single mother with three children, s)1e wound
up on welfare, in a shelter for the homeless, worried that the world was passing her by. Then Huckaby enrolled in the
technical school at Heald College, an IS-month program that arms students with the latest high-tech expertise. Today
she has a home for her kids and a $30,000-a-year job repairing the increasingly complex machines that are used to
diagnose and fix cars. "Shops pay $20,000 for a piece of equipment and don't open the manuals," she says. "That's job
security."
Good jobs for folks who skip college are fading fast. As the economy changes, the best opportunities will be in
technical niches like the one Huckaby has found opening the cabinets of today's high-tech equipment and -- unlike the
rest of us -- making sense of what's inside. Think of these people as the blue-collar workers of the Information Age,
who are thriving in new jobs that provide a ticket to middle-class life. Huckaby's alma mater, the private, San Jose
based Heald, is one of about 1,000 such vocational schools around the country that offer technical degrees; in five years,
enrollment in its $17,000 "applied science" program has doubled. Top graduates, who start the program with just a
high-school diploma, typically win job offers from companies like Intel, IBM or Pacific Bell.
Inspired by her parents, who run an automotive repair shop, Huckaby took a slightly different route: she fixes high
tech car-repair equipment like vehicle aligners, brake tuners and smog-testing machines. On a typical day she's at a
Chrysler dealership on San Jose's sprawling AutomaIl strip, replacing a faulty circuit board in an emissions testing unit.
Later she's at a school, fixing equipment used to teach students in a shop class. Huckaby's office is her white company
van, filled with brain-numbing guide-books. "IfI want to punish my children, I read them my operation manuals," she
says. But it's no joke: half her job is keeping up with technological change.
Huckaby likes the fact that she's not tethered to a desk, gets her hands dirty (literally) and regularly solves problems
that could derail many small businesses. "People rely on us for their well-being," she says. "We're the medics of
metal."
BRAD STONE
THE NEW AGE BOSS
JOHN RIEBER
Los Angeles, Calif.
Skill: He manages to give workers freedom to maneuver while keeping control under deadline pressure, and knows
how to hang on to valuable employees.
.
Payoff: An expanding job title and responsibilities -- and a track record that allows him to dream up new projects for
himself and those who work for him.
IT'S NOT YOUR FATHER'S STAFF MEETING. John Rieber, vice president of programming at E! Entertainment
Television, leads the weekly gathering for the 20 staffers ofa travel show called "Wild On." Everyone is invited, even
the temp. And Rieber, 42, goads the mostly Gen-X group not by old-style command and critique, but by praise and
gentle suggestion. One problem under discussion: how to keep late-night viewers from tuning out in mid-episode.
Rather than lecture, Rieber shows a clip from a Halloween-in-Key-West segment in which the host attended a costume
ball as the Bride of Frankenstein. The bit is cute, it doubled ratings in the second half hour and -- Rieber's big point -- it
was improvised on scene. Scripts are fine, he says, "but if you see something better, do it."
Rieber doesn't follow the old script for bosses, either. As the executive presiding over live programming and four
news, talk and entertainment shows at E!, he oversees a staff of about 400, from producers and directors down to green
production assistants. Good staffers are hard to come by, expensive to train and worth keeping happy. Preventing
defections is a key goal for today's bosses; to achieve it, Rieber fosters camaraderie and gives lots offreedom. "He lets
you run the show your way, but he's very focused," says Ed Zarcoff, news director ofE! News. When disagreements
happen, Rieber asserts himself gently. "I try to do it in a way where they know they were heard and they weren't
penalized."
�E! pays less than comparable jobs at broadcast networks, but it's growing more quickly, so Rieber can hold out the
chance of advancement. Drew Fessenden, executive producer of the show "Fashion Emergency," started at E! logging
tape in the video library nine years ago. When subordinates ask about promotions, Rieber hands the challenge back to
the job-seeker. "Look around," he'll say. "Tell me what would keep you satisfied." Another technique: he de
emphasizes hierarchy, which is why temps attend staff meetings. "Anybody can have a good idea," he says. All they
need is a boss who knows how to listen.
ANDREWMURR
THE NICHE FINDER
MARY NAYLOR
Washington, D.C.
Skill: Being able to spot a new niche market emerging from recent trends -- then building, marketing and managing a
company to capitalize on it.
Payoff: Getting into a growing industry early. By the time it started to boom, she had already staked out a place and
built the infrastructure to grow with it.
IT'S THE BANE OF EVERY CAR OWNER: standing in line at the motor-vehicles bureau. For Washington, D.C.,
lawyer Paul McQuade, the chore couldn't have come at a worse time: Christmas just days away, a business trip to
Florida looming ... and a broken headlight to fix before his car would pass inspection! So McQuade called Mary
Naylor's firm, Capitol Concierge. The next morning an employee picked up the car at his office garage, bought the
necessary parts, took it in for repair and then brought it to an inspection center. By 5 p.m. the car was back in the
garage. "Going through my mail in the cab to the airPort the next day, I opened up the bill, saw $260 and thought 'What
a bargain'," McQuade says. "I bought my whole day back."
There's a new precious commodity in the 1990s: time. According to a survey by the Families and Work Institute, the
average workweek is now 44 hours, up from 40.5 in 1977. The result: less time for everything. No wonder
Entrepreneur magazine rates "concierge services" -- basically a paid version of the well-connected fixer in hotels -- one
of the hoi businesses of 1999. That's great news for Naylor, who spotted the trend more than a decade ago. "With dual
income house-holds, no one's in the home anymore," says Naylor. "I saw a market there."
Back in 1987, Naylor, now 35, borrowed $2,000 and started knocking on doors. The pitch: she would pick up dry
cleaning, wait at home for the cable guy, shop for gifts or plan a dinner party. liThe hardest part was trying to sell
people on a new idea," Naylor says. "Everyone said, 'Sounds great, but I don't want to be the guinea pig." She focused
on building managers hoping to impress tenants, and companies looking to attract ana keep top talent, figuring that they
could offer her services as a perk. Today she has 105 employees working in 80 residential and office buildings around
Washington, D.C., revenues of $6 million and blue-chip clients like MasterCard.
For folks who can find the right niche, opportunities will always abound. Whether they're personal trainers or dog
walkers or they offer the A-to-Z assistance Naylor's staff provides, service businesses will continue to boom as hours
grow more precious. "I give people their weekends back," Naylor says. "Time to read to the kids or sit down around the
dinner table." And she can even arrange for help with the dishes.
ALISHA DAVIS
THE WORKER-IN-WAITING
KRISTEN BENSON
Lisle, lit.
Skill: She has the smarts not to choose her track too quickly. And she's figured out that college should be much more
than four years of career training.
�Payoff: Resisting the current mania for careerism keeps all her options open. She'll be ready not just for a job when
she gets out of school, but for a lifelong career.
FOR YOUNG PEOPLE JUST STARTING to plan their careers, a hot job market can worsen the panic attacks. In
today's money-nuts culture, the pressure to make perfect decision is landing especially hard on high-school seniors
applying to colleges. Many worry that a classic liberal-arts education will leave them unemployable, especially if the
job market cools. High-schoolers dump these anxieties on teachers like Linda Brown of Benet Academy, a topflight
Benedictine prep school outside Chicago. Armed with common sense and Kleenex, Brown helps students face their
fears: Will there still be jobs? Will anybody want me?
Deciding what to make of college is difficult for Kristen Benson, one of Benet's top seniors. Early on, she wanted to
become a doctor. Now the prospects of teaching or doing biological research also tug at her heart. But several college
application forms urged her to select a primary area of study before she's even admitted. "They ask you to check one
box when you want to check five or six," says Kristen, 18, whose interests range from the Latin Club to the tennis team.
"I don't know what I want for a career. Is that wrong?"
Maybe it's smart. Some students make early career choices they come to regret. Brown sees a backlash, with several
ofthose who grew to dislike what they'd chosen now counseling younger students to take their time. "\¥hat you get
from a liberal-arts education," Brown says, "is doors." Kristen is applying to schools like Georgetown, Princeton and
Northwestern, where she can later migrate from an all-purpose curriculum to a professional track. In her view, she's
educating herself for all the jobs she'll ever hold -- not just the first
.
JOHN MCCORMICK
GRAPHIC: Picture I, HOME SWEET OFFICE: Soloist Oxendine helps neighborhoods, banks and bureaucrats all get
along, ANN STATES -- SABA; Picture 2, HERE TODAY ... Breiner Isn't afraid to leave a Job in order to find new
challenges, WILLIAM MERCER MCLEOD; Picture 3, TIME-ZONE TRA V~LER Larlarb e-mailing friends from this
month's job in Phuket, Thailand, PETER CHARLESWORTH -- SABA; Picture 4, BACK TO SCHOOL Technology
lover and avid learner Evans at his latest workstation, ADAM WEISS; Picture 5, NEW-COLLAR WORKER Huckaby
fixing an emissions-testing machine at a dealership, JAMES D. WILSON; Picture 6, MISTER MOnVATOR Keeping
staffers smiling is one ofE! boss ReIber's key goals, NICOLE ROSENTHAL; Picture 7, AT YOUR SERVICE Naylor
proves there's room for someone with a smart idea, MICHAEL 1. N. BOWLES
LANGUAGE: ENGLISH
LOAD-DATE: February 3, 1999
�CPS.Conting.en·t Workers Supplement - 1997 Public Use File Overview
http://www.bls:census.gov/cps/contwkr/1997/suppovrw.htm
Attachment B
Overview: February 1997 Contingent Work Survey
I. General
Census Bureau staff conducted the February 1997 Contingent Work Survey as a supplement to that month's Current
Population Survey (CPS). The CPS is a monthly labor force survey conducted in approximately 59,000 households across
the Nation. Attachment_contains a copy of the labor force questions asked each month as part of the basic CPS questions.
Attachment_is a copy of the February 1997 Contingent Work questionnaire.
Attachment_comprises a description of the CPS entitled "Overview--Current Population Survey." A description of the
February 1997 Contingent Work Survey follows.
II. Data Collection
Census Bureau staff conducted interviews during the period of February 16-22, 1997. This was a proxy-response
supplement; that is, a single respondent could provide answers for all eligible household members, provided the respondent
himlherself was a household member 15 years of age or older. We asked the supplement of each household member age 15
and older:
• who had a job during reference week and worked for payor profit, or
• who did not have a job during reference week but looked for work during the' last year and was available for work
during reference week.
We did not ask the supplement of unpaid family workers and persons not looking for work (this includes persons not in the
labor force and unemployed persons on layoff who are not looking for work).
Interviewers received a 3-hour self-study that contained exercises on the basic labor force questions, item-by-item
instructions for the supplement, supplement exercises, and practice interviews.
III. Data Processing
The data processing involved a consistency edit of all supplement items. The consistency edit mainly ensured that the entries
within an individual record followed the correct skip patterns; items with missing entries were assigned values, if
appropriate.
The data processing alsoinvolved the full allocation, by demographic characteristics, of missing earnings data.
The values and ,universe for each variable are defined in the supplement record layout found in Attachment_.
IV. February 1997 CPS/Contingent Work Computer File
A. CPS Labor Force Data
The February 1997 CPS file contains 134,378 records. The first 814 characters contain the labor force data for each record.
Attachment_ contains the CPS Basic Items record layout, which includes the variable name, character size, location on the
record, universe, and the possible values of each basic CPS variable included on the file.
The variable PRPERTYP (located in positions 161-162 on the CPS Basic Items Record Layout) determines the type of
person as follows:
PRPERTYP
1 = Child household member (0-14 years old)
lof3
10114119998:31 PM
�CPS .Conting~nt Workers Supplement - 1997 Public Use File Overview
. http://www.bls.census.gov/cps/contwkr/1997/suppovrw.htm
2 = Adult civilian household member (15+ years old)
3 = Adult Armed Forces household member (15+ years old)
The variable HRINTSTA (located in positions 57-58 on the CPS Basic Items Record Layout) determines the interview status
of the household:
HRINTSTA
1 = Interview
2 = Type A Noninterview (These records represent households that were eligible for the February 1997 CPS interview, but
were not interviewed because no one was home, household members were temporarily absent, etc.)
,
3 = Type B Noninterview (These records represent sample addresses determined to be. ineligible for the CPS by virtue of
being vacant, demolished, nonresidential, etc.)
4 = Type C Noninterview (See explanation for Type B above.)
By combining the values ofPRPERTYP (1-3) and HRINTSTA (2-4), the number of records can be determined.
The values ofPRPERTYP are:
Unweighted Counts
1 = Child 27;688
2 = Adult civilian, 15+ 93,279
3 = Adult, Armed Forces 457
The values of HRINTSTA are:
2 = Type A Noninterview 3,722
3 = Type B Noninterview 8,853
4
= Type C Noninterview 379
B. February 1997 Contingent Work Supplement Data
The February supplement data are in locations 815-1257
(See Attachment_.)
C. Tallying the February 1997 Contingent Work Supplement File
The February 1997 supplement universe consists of each household member age 15 and older:
• who had a job during reference week and worked for payor profit, or
• who did not have a job during reference week but looked for work during the last year and was available for work
during reference week.
The variable PRSUPTYP (located in positions 1244-1245 on the supplement record layout) determines the supplement
interview status of each person:
PRSUPTYP
I = Interview
2
20f3
= Noninterview
10114119998:31 PM
�CPS Contingent Workers Supplement - 1997 Public Use File Overview
http://www.bls.census.gov/cps/contwkr/1997/suppovrw.htm
D. Weighting
Use the supplement weight (PWSUPWGT in location 1246-1255) for tallying individuals on the file.
E. Unweighted Counts
Atttachment_ is a tally listing of un weighted counts from selected supplement items. Use these totals to ensure that the file
is being accessed properly.
F. Special Recodes
The major goal of the Contingent Work Supplement was to produce estimates of the number of workers in contingent jobs;
that is, jobs which are structured to last only a limited period of time. The supplement also helped develop three alternative
estimates to assess the impact of different assumptions about which factors constitute contingent employment. (See recodes
PRCONDF1, PRCONDF2, and PRCONDF3 in Attachment ).
The narrowest estimate (PRCONDF1) includes only wage and salary workers who had been in their jobs for 1 year or less
and expected their jobs to last for an additional year or less. The middle estimate (PRCONDF2) added the self-employed and
independent contractors who were in a similar situation. In the third and broadest estimate (PRCONDF3), the limitation on
how long workers had held their jobs and expected to remain in them was dropped for wage and salary workers; thus, this
estimate includes almost any worker who believed his or her job was temporary or not expected to continue.
The supplement also produced estimates of the number of workers in several alternative employment arrangements,
including those working as independent contractors and on-call workers, as well as those working through temporary help
. agencies or contract companies. (See recodes PRIC, PRCALL, PRTMPAGC, and PRCNTRCT in Attachment).
G. Data Contact
For questions regarding the February 1997 Contingent Work data, call Tom Nardone at the Bureau of Labor Statistics on
202-606-6378 .
• us:......
• l1li...-... .....
............
.......
.........
• 1.1 r.. ....
CPS Contingent Worker Supplement 1997 Public Use File Page
CPS Main Page
30f3
10/14119998:31
r
�Contingent. Workers Supplement- Description
http://www.bls.census.gov/cps/contwkr/cwdes.htm
A. Background
This summary report provides a brief history of the Contingent Work Supplement (CWS) to the February 1995 Current
Population Survey (CPS). The CWS was the first survey ever to collect information directly from workers on whether they
held "contingent" jobs; that is, jobs which were structured to last only a limited period of time.
B. Sponsor and Supplement Periodicity
The Bureau of Labor Statistics (BLS) sponsored this supplement. Pending funding availability, BLS expects this to be a
recurring (every two years) supplement in THE CPS. The main points of contact for this supplement were Tom Nardone
and Anne Polivka of BLS, and Maria Reed and Francia McDaniel of Census.
C. OMB Clearance
The OMB Clearance Number for this supplement is 1220-0153 and the clearance is effective through January 1996. Since
this was a reimbursable supplement, the sponsor prepared the clearance request with our input and submitted it to OMB.
D. Supplement Purpose and Content
The purpose of the supplement was to obtain information (never previously collected) about the "contingent" workforce.
For each worker, the supplement collected information about the following characteristics:
Expectation of continuing employment
Satisfaction with their current employment arrangement
Current job history
Transition into the current, employment arrangement
Search for other employment
Employee benefits
Earnings (if not collected as part of basic CPS)
BLS intent was to use the supplement data to develop several alternative estimates of the size of the "contingent"
workforce and to analyze the characteristics of workers in contingent employment arrangements. Five employment
arrangements, which are not mutually exclusive, were specifically identified by the questionnaire. These were:
I
Temporary work arranged through the employer directly
Temporary work arranged through an agency
Independent contracting/Independent consulting/Freelancing
,
Employment with firms that provide employees or services under contract
On~call
work
See Attachment 1 for a copy of the supplement questionnaire.
E. Universe
The supplement was asked of each household member age 15 and older who:
lof2
10114/1999 8:32 PM
�Contingent, Workers Supplement - Description
http://www.bls.census.gov/cps/contwkr/cwdes.htm
'. had a job during reference week and worked for payor profit, or
did not have a job during reference week but looked for work during the last year and was available for work.
The supplement was not asked of unpaid family workers and persons not looking for work (this includes persons not in the
labor force and unemployed persons on layoff who are not looking for work).
F. Self or Proxy Response
This was a proxy response supplement. The sponsor inquired about a self-response only supplement, but decided to' allow
proxy responses due to the added cost involved.
.
Although a proxy response was acceptable, a self response was preferred. Interviewers were instructed to interview the
sample person if he/she were available. There were no callbacks allowed.
-U$MoH,.
............
......
• .as ............
• L1J. ....
.......
EI
Contingent Workers and Alternative Employment Page
CPS Main Page
Source: CPS Main
Author: Francia McDaniel-Census/DSDICPSB
Contact: (c!1.shelp@irrfO .census. g ov) CPS Help-Census/DSDICPSB
Last revise : August 29, 1997
URL: http://www.hls.census.gov/cps/contwkrlcwdes.htm
20f2
10/14/19998:32
r
�Contingent Workers & Alternative Employment - 1997 Weighting
http://www.bls.census.gov/cps/contwkr/1997/swgting.htm
July 11, 1997
MEMORANDUM FOR Aileen Bennett
CPSPB
From: Francia McDaniel
CPS
Subject: February 1997 Supplement Weighting Procedures (REVISED*)'
Use the following procedures for weighting the February 1997 Contingent Work Supple~ent file:
I. Set interview status using the following criteria:
HRINTST A
1 CPS basic interview
and
PEAGE = 16+ Person at least 16 years old
and
PRPERTYP = 2 Current civilian household member
II. Set the values for the supplement flag (SUPTYP) as follows:
1
Eligible Met criteria for supplement interview
2
Not eligible 'Did not meet criteria for supplement interview
III. The reweighting matrix is defined as follows:
EM: 1
Employed (PEMLR=I, 2) and (COW=I-7)
2
Unemployed (PEMLR=4)
3
Unemployed (PEMLR=3) and (LAYLK=I)
4 = Disabled (PEMLR=5,6,7) and (WNTJOB=I) and (DISC=1,2)
Exceptions: If EM = 3, then EM = 2
AGE: 1 = <25
2 = 25 - 54
3 = 55+
Exceptions: If (RACE = 1) and (EM = 2) and (AGE = 3) then AGE = 2,
10f3
10/14/19998,32
T
�Contingent Workers & Alternative Employment - 1997 Weighting
http://www.bls.census.gov/cps/contwkr/1997/swgting.htm
If (RACE = 1) and (EM = 4) then AGE = 1
S,EX: 1 = Male
2 Female
RACE: I = Black
2 = Nonblack
Use edited values for the demographic variables.
IV. Steps to follow:
1. Tally all eligible records (SUPTYP= I) into the matrix using the final CPS weight divided by 10,000.
Display unit and weighted tallies for each cell.
2. Tally control numbers from external file (CONTROLS.DAT) into the matrix.
;Display tallies for each cell.
3. Divide the weighted values in.each cell in (2) by the weighted value in the corresponding cell in (1).
Display the resulting factor (round to four places) for each cell.
)
4. Apply the appropriate factor (as determined by the cell definition) to the final CPS weight of each
supplement eligible record (SUPTYP=l). The resulting weight (PWSUPWGT) should be rounded to
four implied decimal places.
Display the unit and weighted tallies for each cell using PWSUPWGT.
cc:
L. Flores (DSD)
F. McDaniel
February 1997 Supplement File
NOTE: REVISIONS TO THE ORIGINAL SPECS ARE IN BOLD -- THEY WERE NOTED BY
THE PROGRAMMER AS WHAT WAS ACTUALLY DONE IN THE PROGRAM FOR 1997.
-r:"w...
...........
• IMI Il0.-l.. ......
• r.. ...
• r., .......
.......
CPS Contingent Worker Supplement 1997 Sampling and Weighting Page
CPS Main Page
Source: CPS Main
Author: Francia McDaniel-CensuslDSDICPSB
20f3
10114119998:32 PM
I
�Contingent Workers &"Altemative Employment - 1997 Weighting
30f3
http://www.bls.census.gov/cps/contwkr/1997/swgting.htm
10/14119998:32 Pi
�http://www.dialogclassic.comlDialogClassic/dialog
? t 14/9/3
14/9/3
(Item 3 from file: 13)
DIALOG(R)File 13:BAMP
tc) 1999 Resp. DB Svcs. All rts. reserv.
02078916
(THIS IS THE FULLTEXT)
01131252
Younger Workers Fear No Boundaries
(Employees younger than 40 years of age are more 1i
to
oy the
benefits of "boundaryless work," such as telecommuting, flexible time,
virtual teams) '.
"Workforce, v 78~ n 8, p ~8~
1999 {
""
TYPE: Journal ISSN: 0031-5745
(United States)
LANGUAGE:, English ,RECORD TYPE: Full text
WORD COUNT:
238
TEXT:
under the age of 40 are twice as likely as their older counterparts
to see fewer problems and more benefits in boundaryless work
s"
to a national research study by
Ceridian
Services, a provider of outsourced and in-house HRMS,
and
solutions.
The
,senior executives, HR managers,
s workers and
their direct managers. "Boundaryless workforce" was defined as work
s that incaude one of the following practices:
virtual teams, flexible time and pay plans, and temporary,
I
"With 91
of companies using some form of boundaryless woik
on increasing their usage in the future, it's clear
work is here to stay," says Robert Digby, senior vice
marketing for Ceridian Employer Services. "The
that the succeisful use of these arrangements depends on the
tools that are put in place, and. the overall planning related to the
effort."
These results are one of several findings identified in Ceridian's
research, which include:
* Half the respondents said boundaryless work arrangements are successful
in
workers.
* Workers between the ages 30 to 39 are almost twice as likely as other age
groups to say boundaryless work arrangements contribute to
job
satisfaction.
* Approximately,half the respondents said boundaryless work
increase
ivity.
Source:
of out
, Minnesota-based Ceridian Employer Services, a
HRMS, payroll and tax~filing solutions.
1999 ACC Communications, Inc,.
COMPANY DEPARTMENT NAME:
~uman Resources
CONCEPT TERMS:
Human Resources; Corporate culture; Demographics;
Telecommuting; Trends; Workforce planning
GEOGRAPHIC NAMES:
United States
(USA)
?
1 of 1
10/1511999 11:54 AM
I
�Di~logClas,sic(tm)
? t
http://www.dialogclassic.comlDialogClassic/dialog
14/9/1
14/9/1
(Item 1 from file: 13)
DIALOG (R) File 13 : BAME
(c) 1999 Resp. DB Svcs. All rts. reserv.
01135025
02117089
(THIS IS THE FULLTEXT)
Future Trends in Human Resources
(Article discusses some of the trends that can be' expected in HR in the
future; global competition for business and jobs and career change as a
way of life are two)
.Article Author(s):
McMorrow, John
HRFocus, v 76, n 9, p 7-9
September 1999
DOCUMENT TYPE: Newsletter ISSN: 1059-6038
(United States)
LANGUAGE: English RECORD TYPE: Fulltext; Abstract
WORD COUNT:
2518
ABSTRACT:
Presented 'are several trends in human resources that are predicted to
emerge in the future. It is expected that the competition for jobs would
become global, with the number of people considering to work overseas
increasing. More and,more people would also decide to change jobs. This
trend bolsters the concept of employment portability, and the notion that a
career does not'mean holding just one job and staying with just one
company. Outsourcing would also become a part of ,companies' lives. Indeed,
companies are passing on some of their functions to third-party service
providers, resulting in lay-offs. As a response nowever, some of the
laid-off ,employees apply to become a part of third-party service provider's
roster of temporary employees or join companies that offer contingent
employees. Continuous learning would become a buzz word in human resources.
This particular trend is fueled by people's desire for career advancement
and to hold other jobs. Article discusses other emerging trends in human
resources.
TEXT:
What are the most important trends and developments likely to affect
businesses and their employees in the next ten years? As the pace of change
accelerates through the next century, this question is looming larger in
the minds of corporate and human resources leaders. How will the workplace
change? What will be the new role of training and human resources? Will
technology play a bigger role in the development of people? And how will
all these issues affect individual careers?
These were among the issues addressed in a recent panel discussion
conducted by Talent Alliance, a nonprofit, virtual network
(www.talentalliance.org) dedicated to helping people build the skills
they'll need in their careers.
According to John McMorrow, president and CEO of Talent Alliance, employees
need support through a whole range of career events. Some are traditional
milestones, like starting a new job, being promoted, or preparing for
retirement. Others are new workplace events stemming from mergers,
acquisitions and downsizing. "When we think of careers, we must think more
broadly," said McMorrow. "While we should always be attentive to
traditional career milestones, we also must focus on the realities of how
pe,ople work now."
To understand the changing nature ,of careers and how human resources will
evolve over the next few years, Talent Alliance assembled a blue-ribbon
panel of human resources executives, leading academics, and representatives
from strategic HR and training consulting firms. During the panel
discussion, sOme key areas of, consideration emerged, including global
competition, outsourcing, training and education, the growth of ,technology
10f6
10/15/199911:54 AM
I
�'Di!llogClas,sic(tm)
http://www.dialogc1assic.comlDialogClassic/dialog
and quality-of-life issues.
GLOBAL COMPETITION FOR BUSINESS AND JOBS
"Global competition will have a profound impact on businesses," said
Michael Campion, professor of management at Purdue University. In a similar
vein, Kerry Bunker, senior program associate at the Center for Creative
Leadership, noted that th~ globalization of both the marketplace and the
workforce presents great challenges and opportunities.
photos omitted
",It is imperative," said Bunker, "that the U.S. treat its people as a
national resource if we are to continue to strive and thrive in a world
that is becoming smaller and more competitive at an exponential ~ate."
Clearly, competition for jobs will also become global. With products
produced around the world, and with the ability of technology to link
managers together from dozens of countries, people in .Indiana ~ay be
working with people in India, and employees in Dublin, Ireland, may be
competing for jobs with employees in Dublin, Ohio. According to Joel
Krau~s, managing principal of Chicago-based OmniTech Consulting Group,
Inc., "We're going to see an increase in people moving to another country
as part of a career change."
And they better be prepared. Independent marketing and change management
consultant Brenda Smith noted that globai business skills, a global mindset
and second-language proficiency will be key ingredients for success in an
increasingly global workplace. Panel experts agreed that part of the
solutlon to employee globalization is more emphasis on training and
development, and on career planning that has an international focus.
CAREER CHANGE AS A WAY OF LIFE
The increasing incidence of career change is reinforcing the concept of job
portability. Today, workers know that a career can be composed of more th~n
one job or company. OmniTech's Krauss said that incre~sing numbers of
people are making mid-life career changes and learning to adjust to
workplaces with no lifetime employment guarantee. His perspective was
echoed by Jeff Hunter, president of e-business solutions provider DataMain,
who pointed to the erosion of the implied goodfaith contract between
employer and employee. Hunter called this "the most significant single
issue in workforce man~gement and development over the next ten years."
Care~r change will become the rule rather than the exception, and as a
result, career development will, out of necessity, 'become a continuous,
lifelong process.
THE RISE OF OUTSOURCING: OPPORTUNITIES AND CHALLENGES
The growing importance of career development also stems from other
significant changes underway in many corporations. One is an increasing
level of outsourcing, as more companies transfer, internal operations to
outside service providers who can do the job better and more efficiently.
In response' to this demand, outsourcing companies of all sizes have sprung
up. At the same time, downsized or otherwise at-ris~ employees are
increasingly finding employment with the outsourcing firms that replaced
them, or are joining the growing contingent workforce selling its s~rvices
back to larger businesses.
Seth Grimes, principal at Internet consulting firm Alta Plant, sees the
move toward a contractual and ad-hoc workforce, and away from traditional,
long-term employer-employee relationships, as a positive development.
"Employers will increasingly become customers for contractual employees,"
said Grimes.
20f6
1011511999 11: 54 AM
I
�Di~logCla~sic(tm)
http://www.dialogclassic.com/DialogClassic/dialog
Will this trend increase in the future, or will the more traditional
relationship return? Our panel
that both forms of work
are here to stay, with the flexible, contingent workforce becoming
important.
"
one of the benefits of outsourcing
fociuses the business
on its true core competencies," noted Harold
, executive vice
president of AT&T. He believes that it's critfcal for HR professionals to
understand not only what they're good at, but also which functions they
should retain close control of, and which can be out sourced. "We no longer
can do everything," said Burlingame. "In determining what should be
out sourced and what should be retained, our value is in helping the
business make the right choices."
CONTINUOUS LEARNING: THE KEY TO CAREER SUCCESS
As people change jobs more frequently, as they work across geographic and
cultural boundaties, and as many become associated more with a single
ion than a single company, continuous learning will take center
stage. Talent Alliance member
have increasingly pointed out the
need to obtain employees with new skill sets. But in today's, economy there
simply are not enough educated new hires to go around. Some members of the
panel said that the problem lies with the source ,of young, new workers--the
schools. 'Where's a growing gap between the skill needs of industry and
what the public education system can provide," says Brian Lynch of
Armstrong World Industries;
If there simply isn't enough
workers to meet the needs of
businesses, then more
must be placed on continuous
and retraining of existing workers. "The issu~ is not only how to
people with fundamentally different. skill sets," ,argued Gary
manager at DuPont, "but how to retrain the existing workforce."
Today, educational institutions--from community colleges to
universities--are retooling to meet the needs of business. Education is
also booming in the private sector, as organizations make alliances with
commercial-education service
. Moreover, providers of education
are delivering more of their programs in corporate customers' classrooms,
conference rooms and cafeterias--wherever there is need.
Jim Smither, professor of management development at LaSalle University,
said there is a, shift away from traditional classroom-based education. He
pointed to new hybrid universities, such as the University of Phoenix,
which is a for-profit, non-campus institution, as
of things to
come. Smither likened the change in education to what has occurred in
healthcare. "Just as managed care has transformed the way.medical practice
is delivered," said Smither, "so. will for-profit, distanc~ learning
transform the way
is ,delivered."
The panel saw several implications stemming from
nature of
education. First, education will no longer be
daily life,
and more and more
will try to fit it into their
schedules, at
work and at home. Education delivery will quickly become a 24-hour,
seven-day-a-week service. But an important issue is whether employers will
allow time for
, either, "on the clock" ot through time away from
work. Another concern is whether companies will continue to pay for
education. The
panel suggested that companies will support,
education, knowing they will receive a return on their investment.
Does this mean that traditional education will become a memory? "I don't
think so," noted Allison Rossett, professor of educational technology at
San Diego State Univers
. The problem, she said, .is that not all
employees are suited for the independent learning delivered by innovative
programs. She
that people become successful learners by
developing skills related to "learning how to learn." Both independent
30f6
10/15/1999 11:54 AM
�DialogCla~sic(tm)
http://www.dialogclassic.comlDialogClassic/dialog
learning and traditional classroom education will be important to
and employees, and will complement each other.
Whatever the form of education delivery, the Talent panel stressed that
continuous learning is key'to a successful career. As merg~rs and
acquisitions, downsizing and other events radically change the corporate
landscape over the next few years, employees will' have to
their skills
and knowledge razor sharp to remain competitive in their careers. As
corporations compete for high-quality people, education will emerge as both
a necessity and an employee benefit. "New hires will
seeking
opportunities to advance their capabilities," noted Marc
, senior
consultant with OmniTech Consulting Group, Inc.
believes that
employees understand the value of knowledge. "They will
their
employers to help them stay on the cutting edge," he said. "Otherwise,
they'll go someplace else." DataMain's Jeff Hunter
that in
the future, the law of supply and demand for highly educated employees will
dominate recruiting efforts.
THE EXPLOSIVE GROWTH OF TECHNOLOGY-BASED LEARNING
Because more demands are being put on employees, investment in education is
increasing. Corporate spending on
is up 26% over the last five
years, according to the latest survey done by
Magazine (October
1998). And technology, along with non-traditional institutions, will
radically change the way education is delivered.
like Duke
University'~ execqtive MBA program and Penn State University's World
Campus, conducted largely over the Internet, will become even more
attractive. In the private sector, hundreds of companies are now selling
online. From IT to sales training, the Internet--and intranet--is becoming
a dominant force in corporate
Walter Tornow, senior fellow at the Center for Creative Leadership,
believes that technology will continue to be used for both performance
improvement and communications. Many on
Talent panel noted that the
Internet is more than a learning or HR tool; it is the lifeblood of
business and "the primary vehicle for commerce and data exchange." In
addition, the Internet has
the economic model of
education delivery, since it makes education available to anyone with a
computer, at any time and at any location. And the Internet is
cost-effective since it uses a fraction of the business's infrastructure.
For these reasons, the panel noted, the World Wide Web will not wither away
like so many previous technological innovations.
ARE WE READY FOR "INSTANT KNOWLEDGE"?
What happens when technology enables greater access to greater amounts of
information, and when workers increasingly need that information, and need
it quicker, to do their jobs? Will they be capable of handling the
information glut? Do we fully understand the implications of a much faster,
more informed work environment, and will businesses suffer when too much
information becomes
or clogs the sy~tem? David Jones,
professor of management
at LaSalle U~iversity, thinks these
issues could create huge
in the future. "The ability to sort
through large amounts of immediate information may become one of the new
managerial skills," he said. HR
sionals certainly will need this new
skill. According to
Napper, vice president of HR operations at GTE,
"We will probably be most affected by the need for immediate, just-in-time
information, data, trends and services."
'
The panel saw great
ahead if the potential of technology is to
be realized. "Simply
,these emerging and; evolving technologies will
be a big task," noted Manuel London, professor of management and director
of the Center for Human Resource Management at the State University of New
York at Stony Brook. "The
in technology,' combined with the
changing economic scene, make continuous learning, employee involvement and
commitment all the more
" he said.
40f6
10/15/199911:54 AM
I
�http://www.dialogclassic.comlDialogClassic/dialog
DiqlogClassic(tm)
Several panel members also saw differences in employee demographics as a
key challenge to using the new technology. "People need training on how to'
reach this medium," says Mark Mehler, co-author of CareerXRoads, the 1999
directory of the 500 best job, resume and career ~anagement ,sites on the
Web. "Older employees must know how to use a computer; that training is
critical," he noted.
'
Don Kuhn, executive director of UNICON (The International University
Consortium for Executive Education), pointed to "the division between those
who are computer literate and those who are not" as a major problem ar~a
where more must be done.
Organizations 'also fall into the two categories: technology-capable and the
technology-weak. Creating opportunities that allow organizations to develop
technological skills may become a public-policy issue ,in the future. Quinn
Mills, professor of business administration at Harvard University,
advocates business-government partnerships at the local and r~gional level
to promote infrastructure. "If you don't have the infrastructure,
everything else must wait until you do," pointed out Marc Rosenberg of
OmniTech Consulting.
The benefits that come from partnerships are not limited to technology. "In
most of the companies I kriow, HR executivei are looking to form
partnerships," said AT&T's Harold Burlingame. He noted that companies can
come together, despite the competitive nature of business, to create
valuable joint services that benefit everyone. "The smart use of technology
can make partnerships wo~k even better--this was the basis for the
formation of Talent Alliance itself," he said.
QUALITY OF LIFE: AN ENDURING TREND
The Talent panel con~luded its discussion by focusing on an issue that has
always been at the heart of human res0uices, and probably will always be:
quali ty of. life. "There's an increasing interest in people finding meaning
in their lives and in their work," noted Don Kuhn of UNICON. "People are no
longer content with income and acquisition alone, but are looking for
personai-sa~isfaction." Virtual offices,' flex time~ increased mobility and
other innovative work arrangements are indicative of a renewed sense of
balance that people seek between work and family, and productive time vs.
leisure time. In addition, the changing nature of business and the end of
the so-called "psychological relationship" between e~ployer and employee
has created a vacuum in the lives of many people. According to Kerry
Bunker, of the Center for Creative Leadership, this has created "an
enormous threat to our view of meaningful work.", He observed that: "While
the capacity to communicate has reached new heights, the potential to
connect at a human level is being dram~tically undermined. Finding a way to
balance these two trends will be key to leading people through change and
transition."
Perhaps it was fitting that the panel discussion ended on the most "human"
aspects of human resources: communications, connections and balance. ~he
experts agreed that despite the transformations in business, the emergence
of a highly technological and global workplace and new views of the very
nature of e'mployrnent, the dominant HR concerns for the future are much the
same as they were in the past: to help people cope with change, ,
successfully find their place in the world of work, and build lifelong
careers that are productive and satisfying.
JOHN McMORROW is president/CEO of Talent Alliance (www.talentalliance.org),
a non-profit collaboration of organizations providing their employees with
Internet-based career management tools and resources. To learn more about
Talent Alliance, e-mail info@talentalliance.org.
ARTICLE #l0581
[.
50f6
101151199911:54 AM
�http://www.dialogclassic.comlDialogClassic/dialog
Copyright 1999 American
Association
COMP~NY DEPARTMENT NAME:
Human Resources
CONCEPT.TERMS: Human Resources; Outlook; Trends
GEOGRAPHIC NAMES: united States
(USA)
?
60f6
101151199911:54 AM
I
�Di~iogC)as.sic(tm)
http://www .diaiogclassic. comJDiaiogCiassic/diaio g
? t 14/9/11
14/9/11
. (Item 11 from file: 13).
DIALOG(R) File 13:BAMP
(c) 1999 Resp. DB Svcs. All rts. reserv.
01119817
01965726
(THIS IS THE FULLTEXT)
Interim Executives: Rx for a Changing Business World
(Hiring interim executives, which is becoming a irend, is an effective
resource HR professionals can use to lead change)
Article Author(s):
Dinte, Paul R
.' "
,
.
k
( HRFocus, v 76, n 5, p 11-12~
. ,May 1999}
DOCUMENT ;·TYPE: Newsletter ISSN: 1059-6038
(United States)
LANGUAGE: English RECORD TYPE: Fulltext; Abstract
WORD COUNT:
1597
ABSTRACT:
Human Resources (HR) professionals who want to ensure that their companies
survive the continuously changing business environment should consider
contracting interim executives. Interim executives are seasoned
professionals who have decided not be tied to one organization. They chose
to leave their permanent corporate .jobs and focus on helping growing
companies become successful. Typically, interim executives offer hands-on
expertise in HR, finance, marketing, sales, general management and other
primary executive functions. Interim executives can be an advantage to
companies in many ways. For one, they can take the place of a permanent
executive if he/she ,decides to take a leave of absence. Interim executives
can also, be trusted with special projects during hectic times. They are
also capable of implementing new strategies and mentoring other executives
and employees who have the potential to handle executive roles. Meanwhile,
when selecting interim executives, HR professionals are advised to see if
.the interim executives they are considering have qualities that are
compatible with their companies' corporate culture. Once they have
identified ihe right interim executive, they should clarify to him/her
their. companies' expectations. HR professionals should also give the
interim executive a primary point of contact, such as one HR professional
or a senior executive who can orie.nt the i'nterim executive to the company's
corporate culture and everyday operations.
TEXT:
As time marches toward the beginning of a new century, organizational
change is inevitable. A few of the changes and challenges facing business
leaders today include: expansion and diversification of businesses; growth
through mergers and acquisitions; learning to take advantage of new sales
opportunities with e-commerce; developing new products and services to
achieve global competitiveness; and developing and restructuring their
organizations.
For HR professionals, the ability to lead and manage change is essential to
job and career success. Other than your current executive management team,
who will lead your organization's continued growth and success in the year
2000 and beyond? The market demands rapid, frequent change. One effective
resource HR professionals can use to lead and manage change is hiring the
interim executive, a creative and flexible solution that is increasingly
becoming a trend.
FREELANCE EXECUTIVE TALENT
Interim execut~ves are professionals with a w~alth of experience who have
decided not to tie themselves to one org.anization. In mid-career, they
choose to leave their permanent corporate jobs in pursuit of something more
exciting--the opportunity to use their knowledge and experience to help
growing companies evolve to the next level.
lof4
10/15/199911:55 AM
I
�Di~logqas.sic(tm)
http://www.dialogclassic.comJDialogClassic/dialog
These executives "offer hands-on expertise in human resources, finance,
marketing, sales, general management and other key executive functions.
They can be found across the United States, around the world, in large
corporations and in small businesses. Organizations that want to maximize
their human resource capital are'increasingly using this flexible resource
to help grow their businesses.
Whether change creates 'an emergency situation or is planned in advance,
interim executives provide senior-level talent with distinct expertise to
quickly address critical issues. Hiring an interim executive offers
companies the freedom to access a resource with specialized experience on
an as-needed basis. This strategy avoids the b~nefits -costs and other
expense~ associated with hiring an executive permanently for what may only
be a finite-term need.
The flexibility of optin~ for an interim executive is especially beneficial
when a position needs leadership immediately, but due, to the many changes
an organization may be considering, such as a potential merger or
divestiture, the person may not be needed for the long term.
EXPERIENCED, PRAGMATIC WITH A PROVEN TRACK RECORD
Since the massive restructurings and downsizings of the early 1990s,
organizations have found that the loss of middle management is resulting in
a deficit of experienced leadership. In order for companies with many
talented junior professionals to continue to grow, they need seasoned
expertise with classical management discipline and experience to guide the
organization.
'
Unlike many management consultants who typically focus on analyzing
situations and writing reports, interim executives are proven practitioners
with specific hands-on experience. They have worked on,the frontlines
within organizations,"not just consulted for them. Directly accountable to
management, interim executives can help effect change f,rom the inside by
designing and implementing strategy and action plan's.
Another advantage in using this temporary resource is choice. As when
hiring for a permanent position, organizations get to interview and select
an interim executive. But the difference becomes obvious when contrasting
the typical management consultant's hiring procedure. Often a fresh MBA is
assigned to a company from a management consulting, firm, and the company
has little say in the decision.
STEERING THE ORGANI,ZATIONAL SHIP
Interim exe~utives can steer Drganizations through many changes,
opportunities and challenges by fulfilling various needs.
* Caretaker. Organizations can access needed expertise in a caretaker role
when an executive takes extended leave or an unexpected vacancy occurs. An
interim executive is invaluable in a caretaker scenario, such as when a CEO
abruptly resigns or a CFO goes on maternity leave or other leave covered by
the FMLA (Fa~ily Medical Leave Act). In one case, the vice president of HR
at an IT company announced her resignation during a critical high-growth
period in the company's development. In need of immediate, continued
leadership, the firm hired an interim HR executive to hold the fort while
it searched for a permanent vice president. Within two weeks, someone,with
more than 15 ye~rs ofHR leadership experience filled the vacancy. Knowing
that the company's HR function was under control, management conducted a
thorough search and then continued to retain the interim executive to
transition the permanent professional that was ,hired.
* Accomplishing special projects. For special or stressful times within an
organization, such as crisis management, crunch periods, major systems
projects, or IPOs, i,nterim executives can offer a number of advantages. By
accessing this talent pool for a limited time, your company can benefit
20f4
101151199911:55 AM
�Di~iogClassic(tm)
http://www.diaiogciassic.comlDiaiogCiassic/diaiog
from skilled expertise in specific areas for an allotted time period,
usually the time it takes to accomplish the project.
In one case, management of a growing IT company wanted to take its business
to the next level and recognized its need for a corporate communications
executive to jump-start the firmis public relations operation. An interim
executive with 20 years' experience in corporate communications and
marketing was hired for the position. The temporary executive successfully
began an inhouse media and corporate relations department that enhanced the
company's image and drew media attention to the firm's capabilities and
successes.
* Implementing new strategy. When a growing telecommunications firm decided
to change its strateg~ for going global, management decided to hire an
interim executive to expand and manage its multi~billion dollar treasury
department. This executive's mandate w~s to grow corporate funding from
$1.6 billion to $5 billion. Serving for 18 months, an interim treasurer
with 16 years' experience in global banking, investment portfolio
management and capital planning successfully secured the capital before
transitioning responsibilities to company-treasury executives.
* Mentoring. When an executive or an internal candidate for an executive
role has the background and compatibility for a position, but not the
required depth of management experience to advance the position, an interim
executive can share extensive insight and provide support. Take the case of
the founder and president of a struggling manufacturing firm who hired an
interim COO to turn around his company' when a permanent executive could not
fit budget constraints. With 15 years' experience in operations, the
interim executive established operations infrastructure and trained the
president·to effectively control costs while enhancing the manufacturing
process with technology improvements.
TEST-DRIVING AN EXECUTIVE APPOINTMENT
Compatibility and corporate cultural fit have never been more important
than today. Rapidly shifting market forces can make unsuccessful executive
appointments particularly costly in lost productivity. In some situations,
~test-driving~ a professional executive relationship by using ~n interim
executive can help ensure an effective long-term' investment for both the
organization and the executive.
In one case, a publicly traded software developer found it had recently
hired a CFO whose ~anagement style was ineffective in leading the staff
through the Asian financial crisis. In anticipation of the CFO's
termination, management sought a turnaround specialist to serve as a
temporary financial executive, hoping to avoid·further damage to its stock.
The chosen interim executive brought 30 years' experience in finance and
senior management roles within IT, commercial banking and investment
institutions. After having served as a consultant for the previous six
years and then serving in the interim capacity for just a month, he and the
company decided his leadership was a good fit, and he was permanently hired
as the CFO.
CLARIFYING EXPECTATIONS
After selecting an interim executive, meet with them to discuss
expectations. Specific project tasks, responsibilities that the position
entails, appropriate authority levels and your company's measurements of
success should all be addressed.
In addition, you need to clarify whether the executive will participate in
the same activities as the permanent corporate ~taff, such as regular
business meetings and offsite strategic planning sessions. Responsibilities
and the authority of the executive hired need to be discussed with other
staff members. This helps foster acceptance for the newly hired person
30f4
10/15/1999 11:55 AM
I
�http;/Iwww.dialogc1assic.comlDialogClassic/dialog
Di!illogClassic(tm)
within the organization. It also helps avoid the
ial tensions and
resentments that can arise ,due to
ies in the interim executive's
role.
MAXIMIZING EFFECT'IVENESS
to hit the
By their very nature, interim executives come to work
ground running. To maximize their effectiveness however, a
point of
contact such as an HR professional or another senior executive can help
ensure a quick and smooth transition into the new position. This persdn can
help orient the interim executive into the firm's
culture and
day-to-day procedures.
This point of contact can also serve as a mediator on an as-needed basis
should a project require more resources, or if staff
ity issues
threaten the interim executive's success. You may also want to meet with
the interim executive search firm occasionally to discuss the
ect's
progress and address any other concerns.
The effective use and management of interim executives is one of the most
powerful tools available today for HR professionals and the organizations
they represent.
PAUL R. DINTE is president of·Dinte Resources, Inc., based in McLean, Va ..
The firm specializes in executive search and interim executive placements.
FINDING INTERIM TALENT
With limited time dedicated to r~cruiting in today's t
job market, an
executive search' firm can help you find the right interim executive. When
choosing an executive search firm, keep in mind the following:
1. Does the firm have experience luring high-quality, ,senior-level
'executives to int~rim assignments in your partic~lar industry?
2. Does the firm ask the right questions when trying to learn about your
organization? Does it thoroughly diagnose your company's unique
requirements and objectives?
.
3. What process and methoqology will the firm use to identi
candidates and follow through on the assignment of that individual?
4. Can the firm provide client references, and do the references confirm
the firm's quality of service and delivery?
Copyright 1999 American Management Association
COMPANY DEPARTMENT NAME: Human Resources
CONCEPT TERMS:
Human Resources; Change management; Executives;
employees; Trends
.
GEOGRAPHIC NAMES:
United States
(USA)
?
4of4
10115/199911:55 AM
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Ruby Shamir - Subject Series
Creator
An entity primarily responsible for making the resource
First Lady's Office
Ruby Shamir
Is Part Of
A related resource in which the described resource is physically or logically included.
<a href="http://clinton.presidentiallibraries.us/items/show/36351" target="_blank">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/7763277" target="_blank">National Archives Catalog Description</a>
Identifier
An unambiguous reference to the resource within a given context
2012-0565-S
Description
An account of the resource
Ruby Shamir held the position of Policy Advisor and Assistant to the Chief of Staff in the First Lady’s Office. Previously, she served as Assistant Director for Domestic Policy in the Domestic Policy Council. This series of Subject Files contains materials relating to domestic policy topics, especially on children’s issues such as health, education, child care and youth violence. The records include memorandum, faxes, letters, reports, schedules, and publications.
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Publisher
An entity responsible for making the resource available
Clinton Presidential Library & Museum
Format
The file format, physical medium, or dimensions of the resource
Adobe Acrobat Document
Extent
The size or duration of the resource.
236 folders in 15 boxes
Date
A point or period of time associated with an event in the lifecycle of the resource
1999-2001
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Original Format
The type of object, such as painting, sculpture, paper, photo, and additional data
Paper
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Nonstandard Worker/Alternative Work Arrangements [1]
Creator
An entity primarily responsible for making the resource
First Lady's Office
Ruby Shamir
Subject Files
Identifier
An unambiguous reference to the resource within a given context
2012-0565-S
Is Part Of
A related resource in which the described resource is physically or logically included.
Box 10
<a href="http://www.clintonlibrary.gov/assets/Documents/Finding-Aids/Systematic/2012-0565-S-Shamir.pdf" target="_blank">Collection Finding Aid</a>
<a href="http://catalog.archives.gov/id/7763277" target="_blank">National Archives Catalog Description</a>
Provenance
A statement of any changes in ownership and custody of the resource since its creation that are significant for its authenticity, integrity, and interpretation. The statement may include a description of any changes successive custodians made to the resource.
Clinton Presidential Records: White House Staff and Office Files
Format
The file format, physical medium, or dimensions of the resource
Adobe Acrobat Document
Publisher
An entity responsible for making the resource available
Clinton Presidential Library & Museum
Medium
The material or physical carrier of the resource.
Reproduction-Reference
Date Created
Date of creation of the resource.
7/22/2013
Source
A related resource from which the described resource is derived
2012-0565-S-nonstandard-worker-alternative-work-arrangements-1
7763277