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Acquisition
  and retention
  in the war
  for talent
  kelly Global workforce index ™




            people
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 168,




                012
           ril 2
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     30               r
           c o u nt
the modern workforce
acqui si ti on and retention in the war for talent

                                                             evaluating potential employers                      job jitters




                                                                                                                 37              %
                                                                                                                 frequently think about quitting
                                                                                                                 their jobs. Gen X is the most
                                                             58%	brand/      52% location     39%	Flexible       restless, with 43% perpetually
                                                             	reputation                      	Arrangements
                                                                                                                 thinking of resigning.
                                                             potential employer attributes


                                                                                                                 job switching




                                                             23%	corporate
                                                             	Culture
                                                                             22%	Strong
                                                                             	Leadership
                                                                                              16%	financial
                                                                                              	performance
                                                                                                                 66              %
                                                                                                                 of employees intend to search
                      The “meaning” of                       importance of personal growth/advancement           for a job with another organization
                                                                                                                 within the next year.
                      work according
                      to employees
                                                                                                                 employer recognition




                                                                                                                 44              %
                      Ability to excel/develop 74
                                                %

                                                             41% Gen Y       34% Gen X        25% baby boomers
                      Connection with co-workers 41%
                      Alignment to personal values 41%       importance of fulfillment/work-life balance
                                                                                                                 feel valued by their employer.
                      Connection to corporate strategy 31%
                      Community involvement 28%



                                                             34% Gen Y       40% Gen X        49% baby boomers

                                                             importance of compensation/benefits




                                                             20% Gen Y       19% Gen X        18% baby boomers
content s

Section 1:                                            Section 2:
4	Introduction                                        12	Introduction                                      21	   Job Switching
5	     Desired Employer Attributes                    13	   Understanding the “Meaning”                    22	   Job Happiness
6	     Evaluating Employers                           	     of Work (by Region)                            23	   Why Employees Stay
7	     Factors that Drive Job                         14	   Understanding the “Meaning”                    24	   Interesting and Challenging Work
	      Choice (by Region)                             	     of Work (by Generation)                        25	   Opportunities to Develop
8	     Factors that Drive Job                         15	   Job Fulfillment                                26	   Rewarding Performance (by Region)
	      Choice (by Generation)                         16	   Employer Recognition                           27	   Rewarding Performance
9	     Influence on Job Selection                     17	   Job Jitters (by Region)                        	     (by Generation)
	      (by Region)                                    18	   Job Jitters (by Generation)                    28	Conclusion
10	    Influence on Job Selection                     19	   Confronting Job Anguish (by Region)
	      (by Generation)                                20	   Confronting Job Anguish
11	    Social Media and Job Decisions                 	     (by Generation)




The K elly Globa l Wor k force Inde x 2012

The 2012 Kelly Global Workforce Index (KGWI)          first installment of the 2012 KGWI findings,         them. There is also a glimpse into the elements     workplace, with an emphasis on the three main
brings together the findings from almost 170,000      employees provide a candid insight into the          that come in to play when employees think about     workforce generations – Gen Y (age 19-30),
respondents from 30 countries. It shows the results   factors that help steer them into the right job.     leaving their jobs, and a guide to what employers   Gen X (age 31-48) and Baby Boomers
of diverse forces impacting the contemporary          They reveal the issues that are important to them,   can do to help retain their best performers.        (age 49-66). The survey captures the views
workplace, including generational and geographic      the people who influence their job choices, the                                                          of employees and candidates across the
diversity, technology, employee empowerment,          importance of social media in the job search, and    As in previous years, the 2012 KGWI has a special   Americas, APAC and EMEA regions.
and the widespread use of social media. In this       the particular corporate attributes that attract     focus on the generational perspective of the




Kelly Global Workforce Index™                                                                                                                                                                                  3
sec tion 1




Constant change—the new norm
in the modern workplace
Employees across the globe have experienced unprecedented
economic turmoil, and they are restless. Many are unhappy
in their jobs and are actively looking for new opportunities.
Even those who are content in their jobs are seeking
greater engagement and “meaning” from their work.


Employees and candidates are astute            their work and seek greater opportunities
observers of a brand’s presence in the         for personal development and growth.
market and corporate culture as they
decide the most desirable places to            The new norm has employees keeping one

work, and they are clear-minded about          eye open for the next opportunity. Unless

the factors that keep them at work.            employers can offer meaningful work and
                                               ongoing opportunities for growth, many
There is also a shift in the mindset of many   feel it is in their best interest to keep their
workers, who derive real meaning from          careers in a perpetual state of motion.




Kelly Global Workforce Index™                                                                    4
desired employer attributes


Å When it comes to attracting
employees, there are a few key signals          When considering applying for a job, what organizational attribute influences you the most? (By region)
                                                   Desired Employer Attributes

that candidates and prospective
                                                30%
employees detect, which tell them
much about a prospective employer.                                                                                                                                     Americas
                                                                                                                                                                       EMEA
                                                25%
Globally, respondents say two factors —                                                                                                                                APAC

corporate culture (23%) and strong market                                                                                                                              All countries

presence/leadership (22%)—are the top
                                                20%
two considerations when deciding to
apply for a job. These factors eclipse all
others including financial performance,         15%
longevity, reputation for innovation,
and corporate social responsibility.
                                                10%
However, in the Americas, it’s a slightly
different story. Longevity ranks first (24%),
followed by corporate culture (19%) and          5%
strong market presence/leadership (19%).


                                                 0%
                                                        Corporate      Strong market      Financial         Longevity       Reputation      Corporate social   Other    Social media
                                                         culture          presence       performance                       for innovation    responsibility               presence




Kelly Global Workforce Index™                                                                                                                                                          5
evaluating employers


Å What is clear from the findings is that
employees and those looking for work         What factors do you use to evaluate potential employers? (By region)
                                                Evaluating Employers

are exercising a high degree of discretion
                                             70%
in deciding the best career path.
                                                                                                                                                    Americas
When evaluating potential employers, the     60%                                                                                                    EMEA
most important factor is corporate brand/                                                                                                           APAC

reputation (58%) followed by location                                                                                                               All countries
                                             50%
(52%). Indeed, the corporate brand is
significantly more important than the
reputation of management. In essence,        40%

the corporate brand is becoming the
employment brand, especially for skilled
                                             30%
professional and technical workers.


                                             20%




                                             10%




                                              0%
                                                     Corporate brand           Location             Flexible work      Reputation of   Turnover      Other
                                                        reputation                              arrangements offered   management      statistics




Kelly Global Workforce Index™                                                                                                                                       6
Factors that drive job choice (by region)

                                               Factors that DriveDrive job choice by region
                                                    Factors that job choice by region

                                          Factors that DriveDriveDrive job choice by region
                                               Factors that that choice by region
                                                    Factors job job choice by region
Å When deciding on one position over
another, employees say that personal                Which of the following factors would drive your decision to accept one job/position over another? (By region)
fulfillment/work-life balance (39%) and                                                  39%39%                                            32%32%                     Personal fulfillment/work-life balance
                                                                                                                                                                           Personal fulfillment/work-life balance

personal growth/advancement (36%)                                                                                                                                     Personal growth/advancement
                                                                                                                                                                           Personal growth/advancement
                                               38%38%                               39% 39%
                                                                                      39%              40%40%                           32% 32%
                                                                                                                                          32%                       Personal fulfillment/work-life balance
                                                                                                                                                                      Personal fulfillment/work-life balance
                                                                                                                                                                          Personal fulfillment/work-life balance
                                                                                                                                                                      Compensation/benefits
                                                                                                                                                                           Compensation/benefits
are the most important considerations. 38% 38%38%                                                  40% 40%
                                                                                                     40%
                                                                                                                                                                    Personal growth/advancement
                                                                                                                                                                      Personal growth/advancement
                                                                                                                                                                          Personal growth/advancement
                                                                                                                                                                      Corporate sovereignty/goodwill
                                                                                                                                                                           Corporate sovereignty/goodwill
They are both more relevant to a job                              AMERICAS
                                                                     AMERICAS                                            EMEA
                                                                                                                            EMEA                                    Compensation/benefits
                                                                                                                                                                      Compensation/benefits
                                                                                                                                                                          Compensation/benefits
                                                                                                                                                                      OtherOther
                                                                                                                                                                    Corporate sovereignty/goodwill
                                                                                                                                                                      Corporate sovereignty/goodwill
                                                                                                                                                                          Corporate sovereignty/goodwill
decision than the compensation/                              AMERICAS
                                                                AMERICAS
                                                                    AMERICAS                                          EMEA EMEA
                                                                                                                        EMEA
                                                                                                                                                                    Other Other
                                                                                                                                                                      Other
benefits, nominated by 19%.

                                                    2% 2%
                                                                                                            1% 1%
                                              2% 2% 2%
                                                  3% 3%                                                    6% 6%
                                                                                18%18%                  1%1% 1%                    20%20%
                                                3% 3% 3%                                                   6%6% 6%
                                                                           18% 18%
                                                                              18%                                               20% 20%
                                                                                                                                  20%



                                                                                         38%38%                                            36%36%
                                               37%37%                                                  39%39%
                                                                                    38% 38%
                                                                                      38%                                               36% 36%
                                                                                                                                          36%
                                          37% 37%37%                                               39% 39%
                                                                                                     39%
                                                                                                                         ALL ALL
                                                                     APAC
                                                                        APAC                                          COUNTRIES
                                                                                                                          COUNTRIES
                                                                                                                         ALL ALL
                                                                   APAC
                                                                      APAC                                            ALL
                                                                APAC                                                  COUNTRIES
                                                                                                                          COUNTRIES
                                                                                                                    COUNTRIES

                                                   1% 1%
                                                                                                           1% 1%
                                                 1% 1%
                                              1% 4% 4%                                                     4% 4%
                                                                                                          1% 1%
                                                                                20%20%                  1%                         19%19%
                                                  4% 4%                                                    4% 4%
                                               4%                             20%20%                     4%                       19%19%
                                                                           20%                                                  19%


Kelly Global Workforce Index™                                                                                                                                                                            7
Factors that drive job choice (by generation)


FactorsÅ Across job choice by generation
       that Drive the generational groups,     Factors that Drive job choice by generation
                                                   Factors that Drive job choice by generation
       the way that individuals weigh up           Which of the following factors would drive your decision to accept one job/position over another? (By generation)
       job choices varies as people grow
       older. Personal fulfillment/work-life                                                                                                                    Personal fulfillment/work-life balance
                                        41%                                             41% 34%
                                                                                           41%                                                 34% 25%
                                                                                                                                                  34%                                               25%25%
34% balance becomes progressively more         34% 41%
                                                  34%                                                 41% 48%
                                                                                                         41%                                               48%
                                                                                                                                                                Personal growth/advancement
                                                                                                                                                              48%
    important as people mature, and is the                                                                                                                      Compensation/benefits
                                                                                                                                                                Corporate sovereignty/goodwill
       predominantGEN Y
                   consideration among Baby                         GENGEN Y X
                                                                       Y GEN
                                                                                                                               BABY
                                                                                                                           GENGEN X
                                                                                                                              X                                               BABY BABY
                                                                                                                             BOOMERS                            Other       BOOMERS
                                                                                                                                                                                 BOOMERS
       Boomers. But for Gen Y, the leading
       consideration is personal growth/
 1% advancement—an outlook that reflects        1% 1%

  4%their near-term career priorities.            4% 4% 1%                                                  1% 1% 2%                               19%                 2% 2%                        19%19%
                               20%                            4%               20%20% 19%                      4% 4% 7%                   19%19%
                                                                                                                                                                        7% 7%



                                        34%                                                  25%       Personal fulfillment/work-life balance
                                                                                                       Personal growth/advancement
 41%                                               48%
                                                                                                       Compensation/benefits
                                                                                                       Corporate sovereignty/goodwill
                     GEN X                                             BABY
                                                                      BOOMERS                          Other




        1%                                                      2%                           19%
         4%                        19%
                                                                 7%



       Kelly Global Workforce Index™                                                                                                                                                                    8
influence on job selection (by region)


Å When it comes to deciding on
a job, there are many people who           Who hason job selection by region
                                           Influence the most influence in determining your choice of job? (By region)

have an influence on a prospective
                                           AMERICAS (%)
employee—parents, spouses, friends,
                                                                                                                                                                     Nobody—I decide for myself
and recruiters—but the overwhelming                                                                                                                                  Spouse/significant other
majority of respondents say that,                                                                                                                                    Parents
                                           0                    20                     77   40              60                    80   13           2 3 11 2 11
                                                                                                                                                              100

ultimately, their own judgment prevails.                                                                                                                             Other family
                                           EMEA (%)                                                                                                                  Friends
Some 70% say that they decide for                                                                                                                                    Recruiters
                                                                                                                                                                     Other
themselves about job choices. This
                                                                                 68                                          18                 4     2 2 2 1 11     Current work colleagues
is highest in the Americas (77%) and       0                    20                          40              60                    80                           100

                                                                                                                                                                     Former work colleagues
lowest in the APAC region (63%).           APAC (%)




                                           0                    20          63              40              60          18        80        7   1 4     2 1 3 1
                                                                                                                                                              100




                                           ALL COUNTRIES (%)




                                           0                    20                70        40              60                16
                                                                                                                               80               4     2 2 2 111
                                                                                                                                                              100




Kelly Global Workforce Index™                                                                                                                                                                     9
influence on job selection (by generation)


Å The spouse plays a more important
                                              Influence on job selection by generation
role in job decisions among Gen X than Influence on job selection by generation in determining your choice of job? (By generation)
                                              Who has the most influence
in other generations, while parents play
                                           GEN Y (%) Y (%)
                                                  GEN
a more influential role with Gen Y.                                                                                                                                           Nobody—I decide for myself myself
                                                                                                                                                                                    Nobody—I decide for
                                                                                                                                                                              Spouse/significant other other
                                                                                                                                                                                     Spouse/significant
                                                                                                                                                                              Parents Parents
                                           0     0             20      20     67     67
                                                                                     40      40             60      60      16       80   16    7
                                                                                                                                                80   2 7 2 111 2 111
                                                                                                                                                       3   2 100
                                                                                                                                                              3    100
                                                                                                                                                                              Other family family
                                                                                                                                                                                      Other
                                           GEN X (%) X (%)
                                                  GEN                                                                                                                         Friends Friends
                                                                                                                                                                              Recruiters
                                                                                                                                                                                      Recruiters
                                                                                                                                                                              Other   Other

                                           0     0             20      20      69      69
                                                                                      40     40             60      60              21
                                                                                                                                     80        21
                                                                                                                                                80   1 2 2 2 1 2100 2 111
                                                                                                                                                             111 2      100
                                                                                                                                                                              Current work colleagues
                                                                                                                                                                                      Current work colleagues
                                                                                                                                                                              Former work colleagues
                                                                                                                                                                                     Former work colleagues
                                           BABY BOOMERS (%)
                                                 BABY BOOMERS (%)




                                           0     0             20      20            78
                                                                                      40    78
                                                                                             40             60      60               80        14
                                                                                                                                                80     14 2 111 2 111
                                                                                                                                                        11     11
                                                                                                                                                              100   100




Kelly Global Workforce Index™                                                                                                                                                                           10
social media and job decisions
                                                                                                    Social Media and job decisions byby region
                                                                                                      Social Media and job decisions region                           Social Media and job decisions byby gen
                                                                                                                                                                        Social Media and job decisions gene




Å While the influence of spouses, friends     Interestingly, the attraction of social
and parents might be modest, there are        media in career decision-making is               Do you use your social media network               Do you use your social media network
                                              not confined to younger generations.             when making career/employment                      when making career/employment
a growing number of employees and
                                                                                               decisions? (% Yes by region)                       decisions? (% Yes by generation)
candidates who are turning to social          A significant number of Baby Boomers
media to assist in making career choices.     and Gen X are joining Gen Y
                                                                                                     33%
                                                                                                       33%       40%
                                                                                                                   40%       58%
                                                                                                                               58%       41%
                                                                                                                                           41%              44%
                                                                                                                                                              44%       45%
                                                                                                                                                                          45%       40%
                                                                                                                                                                                      40%
                                              online to test their job options.
Approximately four-in-10 (41%) use
their social media network when making        More than one-quarter (30%) are more           6060                                                    6060


career or employment decisions.               inclined to search for jobs via social media
This is highest in APAC, where more           rather than via traditional methods.           5050                                                    5050

than half (58%) use their social media        •	 Within the APAC region, nearly
network, compared with only 40% in               half (48%) are inclined to search for
                                                                                             4040                                                    4040
EMEA and 33% in the Americas.                    jobs via social media rather than
                                                 via traditional methods, which is
Workers with a professional and technical        significantly more than within the          3030                                                    3030
skillset (P/T) are more likely to use their      Americas (26%) and EMEA (24%).
social media network when making              •	 The younger generations, Gen Y (32%)
career decisions, compared to non-P/T                                                        2020                                                    2020
                                                 and Gen X (30%), are more likely
workers (48% and 36%, respectively).
                                                 to do so, as compared to the older
                                                 generations (Baby Boomers 26%).             1010                                                    1010


                                              •	 Workers with P/T skill sets are more
                                                 likely to do so (31%) as compared
                                                                                              0 0                                                     0 0
                                                 to non-P/T workers (29%).                       AMERICAS EMEA
                                                                                                AMERICAS EMEA                APAC
                                                                                                                            APAC         ALL
                                                                                                                                       ALL                  GEN Y Y
                                                                                                                                                             GEN       GEN X X
                                                                                                                                                                        GEN        BABY
                                                                                                                                                                                    BABY
                                                                                                                                      COUNTRIES
                                                                                                                                     COUNTRIES                                   BOOMERS
                                                                                                                                                                                  BOOMERS




Kelly Global Workforce Index™                                                                                                                                                                      11
sec tion 2




Opportunities to develop interesting/
challenging work—the keys to retention
While employees are particularly interested in personal fulfillment and development
in their work, many are not finding this from their current employment.




The survey findings show that many workers   they derive “meaning” from their work or
feel under-valued, and frequently think      vocation. It’s a question that goes to the
about resigning. A threshold issue for       heart of what stimulates and motivates
many employees is the question of how        individuals, and indeed a workforce.




Kelly Global Workforce Index™                                                             12
Understanding the “meaning” of work (by region)


Å The survey finds that, from a range of
                                                    Understanding the meaning of work REGION from your work? (By region)
                                                     How do you define or derive “meaning”
options, the ability to excel or develop is
the key to individuals deriving meaning
                                              100      77% 70% 76% 74%         38% 43% 43% 41%      39% 41% 46% 41%        27% 32% 34% 31%      31% 26% 30% 28%   3% 2%   2% 2%
from their work, identified by 74% of
respondents. It easily surpasses all          90
other factors, including connection with
co-workers, alignment with personal           80

values, connection to corporate
                                              70
strategy and community involvement.

                                              60
There is also a higher priority placed on
the ability to excel or develop in both
                                              50
the Americas and APAC than in EMEA.
                                              40


                                              30


                                              20


                                              10


                                               0
                                                        Ability to excel/      Connection with         Alignment to          Connection to        Community          Other
                                                       develop in my field        co-workers           personal values      corporate strategy     involvement


                                                        Americas        EMEA         APAC        All countries




Kelly Global Workforce Index™                                                                                                                                                     13
Understanding the “meaning” of work (by generation)


Å The focus on personal
                                       Understanding the meaning derive “meaning” from your work? (By generation)
                                         How do you define or of work GENERATION
development is most pronounced
among younger workers.
                                 100       77% 74% 67%            44% 41% 44%           41% 43% 47%            31% 35% 32%        29% 26% 28%    2%    3%     4%


                                  90


                                  80


                                  70


                                  60


                                  50


                                  40


                                  30


                                  20


                                  10


                                   0
                                           Ability to excel/      Connection with         Alignment to         Connection to       Community          Other
                                          develop in my field        co-workers           personal values     corporate strategy    involvement


                                            Gen Y         Gen X        Baby Boomers




Kelly Global Workforce Index™                                                                                                                                      14
Job fulfillment


Å When employees are asked about
                                              Job Fulfillment by generation
                                              Does your current employment provide you with a sense of “meaning?” (% Yes, by generation)
their current job and whether they
derive a sense of meaning from their
work, only about half say they are
gaining any real sense of purpose.
All of the workplace generations are
experiencing this void in their work ethos.             GEN Y                           GEN X                        BABY BOOMERS




                                                        47%                             49%                               48%




Kelly Global Workforce Index™                                                                                                              15
Employer recognition


Å Similarly, when employees are
asked whether they feel valued by        Do you feel recognition valued by your current employer? (% Yes, by region)
                                         Employment
                                                      that you are
their employer, fewer than half of all
respondents are made to feel worthy.
Globally, only 44% say that they feel
valued by their employer, with the
highest in APAC (51%), followed by the           AMERICAS                            EMEA                              APAC   ALL COUNTRIES

Americas (45%) and EMEA (39%).




                                                   45%                               39%                               51%        44%




Kelly Global Workforce Index™                                                                                                                 16
job jitters (by region)


Å Given this fairly lackluster mood
                                        Job Jitters by region
                                        Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region)
among the workforce, it’s not
surprising that, for many, there is a
fairly constant thought of quitting.

More than one-third (37%) frequently
think about quitting their job and
                                                AMERICAS                            EMEA                                APAC                    ALL COUNTRIES
leaving their employer. This is
higher in EMEA (43%), than in APAC
(39%) and the Americas (28%).




                                                  28%                               43%                                39%                          37%




Kelly Global Workforce Index™                                                                                                                                   17
job jitters (by generation)


Å Generation X is the most restless
                                      Job Jitters by generation
                                      Do you frequently think about quitting your current job and leaving your employer? (% Yes, by generation)
in this regard, with 43% frequently
thinking of quitting, higher than
Gen Y (38%) and Baby Boomers (37%).




                                                GEN Y                             GEN X                         BABY BOOMERS




                                                38%                               43%                                37%




Kelly Global Workforce Index™                                                                                                                     18
Confronting job anguish (by region)


Å For employers, this critical mass of
individuals who are perpetually thinking     How likely are you to share your potential plans to move to another organization with your employer, with the
                                             thought that this may by region changes that may motivate you to stay? (Total unlikely, by region)
                                             Confronting job anguish result in
of resigning represents a large potential
cost, in terms of recruitment and business
disruption. Employers will occasionally
have some warning that employees
are dissatisfied and considering
resigning, but mostly it will come as                AMERICAS                            EMEA                                APAC                            ALL COUNTRIES

a surprise and too late to resolve.

More than one-third (35%) say they
are not likely to inform their employer
of their potential plans to move to
another organization. Within the EMEA
region, four-in-10 (40%) are not likely to
                                                       28%                               40%                                35%                                  35%
inform their employer of such potential
plans to resign, compared with 35%
in APAC and 28% in the Americas.




Kelly Global Workforce Index™                                                                                                                                                19
Confronting job anguish (by generation)


Å Across the generations, Baby Boomers
(42%) and those in Generation X (40%)       How likely are you to share your potential plans to move to another organization with your employer, with the
                                            thought that this may by generation
                                            Confronting job anguish
                                                                    result in changes that may motivate you to stay? (Total unlikely, by generation)
are the least likely to share such plans
with their employer. Gen Y is more likely
to express dissatisfaction and provide
the opportunity for it to be resolved.

                                                      GEN Y                             GEN X                          BABY BOOMERS




                                                      33%                                40%                                42%




Kelly Global Workforce Index™                                                                                                                               20
Job switching


Å At any given time, a large section
of the workforce is in a state of flux.   Do you intend to look for a job with another organization within the next year? (% Yes, by region)
                                              Job Switching

Globally, two-thirds of workers (66%)
                                          80%
intend to look for a job with another
                                                                                                                                                  Americas
organization within the next year,                                                                                                                EMEA
which represents a significant increase                                                                                                           APAC
from the level in 2009, when 59%                                                                                                                  All countries
                                          70%
intended to look for a job elsewhere.

The dissatisfaction is most pronounced
in the Americas, where 67% intend
to look for a new job, compared with      60%
only 45% in 2009. In APAC, 62%
plan to look for a new job, up from
59% in 2009, while in EMEA the
proportion remains steady at 67%.
                                          50%




                                          40%
                                                              2009                              2010                               2011        2012




Kelly Global Workforce Index™                                                                                                                                     21
Job happiness


Å Significantly fewer workers are
happy in their jobs now than a few years     Are you Happiness your job? (% Yes, by region)
                                                 Job happy in

ago, although there has been some
                                             80%
turnaround in the past 12 months from
                                                                                                               Americas
the depths of the global financial crisis.
                                                                                                               EMEA
                                                                                                               APAC
Globally, 53% say they are happy in their
                                                                                                               All countries
jobs, down from 59% in 2009, but above       70%

the recent low of 47% reached in 2011.

The decline in job happiness over
the past three years has occurred in
                                             60%
both the Americas and EMEA. APAC
has bucked the trend, with workers
there more content than in 2009,
possibly as a consequence of the more
                                             50%
muted Asian economic downturn.

In the Americas, the percentage of
employees happy in their jobs declined
from 69% to 54% between 2009 and             40%
2012. In EMEA, it has fallen from                                2009                         2010   2011   2012
54% to 49% over the same period.




Kelly Global Workforce Index™                                                                                                  22
why employees stay


Å When weighing up alternative
employment or staying with their       What is the primary reason that you remain with your current employer?  (Top five, by region)
                                          Why Employees Stay

present employer, respondents say
                                       25%
that the primary reasons they stay
                                                                                                                                                            Americas
with their current employer are that
                                                                                                                                                            EMEA
they enjoy the work (15%), salary
                                                                                                                                                            APAC
                                       20%
and benefits (12%) and they cannot
                                                                                                                                                            All countries
find similar employment (12%).


                                       15%




                                       10%




                                       5%




                                       0%
                                                  Enjoy the work                  Other                   Salary/benefits               Cannot find        Opportunities
                                                                                                                                   similar employment   for advancement




Kelly Global Workforce Index™                                                                                                                                               23
interesting and challenging work


Å The top two factors that would
                                                  Interesting/challenging work REORDERED - USE THIS ONE
make workers feel more committed/           What one factor makes you feel more committed or “engaged” with your job? (By region)
engaged with their employer remained
                                            35%
consistent from last year: 1) more
interesting/challenging work (29% in                                                                                                                                    Americas
                                            30%
2011, 28% in 2012), 2) higher salary and                                                                                                                                EMEA

benefits (26% in 2011, 24% in 2012).                                                                                                                                    APAC
                                                                                                                                                                        All countries
•	 Across the regions, interesting/         25%

   challenging work is ranked
   highest within EMEA (34%).               20%
•	 In terms of feeling committed and
   engaged, interesting/challenging
                                            15%
   work is cited significantly more among
   professional and technical (P/T)
   workers compared to non-P/T skilled      10%

   workers (31% and 26%, respectively).
•	 While opportunities for advancement
                                            5%
   and interesting and challenging work
   are important to all employees in
   terms of retention and engagement,       0%

   these are particularly cited by                      More         Higher salary       More         A better    Other      More or        More       More support         Opportunity
                                                   interesting or    and benefits      meaningful      work/life             improved    flexible work     with health,       for working
   professional and technical workers.            challenging work                   responsibility    balance               training   arrangements     fitness and         from home
                                                                                                                                                         well-being         or remotely
                                                                                                                                                       from employer




Kelly Global Workforce Index™                                                                                                                                                             24
opportunities to develop


Å In terms of what would most
                                             Opportunities to develop REORDERED - USE THIS ONE
likely cause workers to leave their    What factors would most likely cause you to leave your organization? (By region)
current employer, aside from salary/
                                       25%
benefits, lack of opportunities
for advancement (21%) and poor                                                                                                                                     Americas

management (20%) rank highest.                                                                                                                                     EMEA
                                       20%                                                                                                                         APAC
                                                                                                                                                                   All countries



                                       15%




                                       10%




                                       5%




                                       0%
                                                  Lack of      Poor salary/      Poor      Inadequate    Other     Poor staff      Poor         Stress      Lack of        Concern
                                               opportunities    benefits       management     work/life              morale      communication            flexible work        with
                                             for advancement                                  balance                                                    arrangements     corporate
                                                                                                                                                                          reputation




Kelly Global Workforce Index™                                                                                                                                                          25
rewarding performance (by region)


Å Across the board, the preferred way
of being rewarded for a job well done   What is your preferred way of being rewarded for good performance at work? (By region)
                                           Rewarding Performance by region
is a financial bonus (41%), followed
                                        50%
by a promotion (32%), while 13% say
none is required. The attraction of a                                                                                                                   Americas
                                                                                                                                                        EMEA
promotion ranks almost equal with a
                                        40%                                                                                                             APAC
financial bonus in the Americas and
                                                                                                                                                        All countries
APAC, while in EMEA a financial bonus
is the standout form of reward.
                                        30%




                                        20%




                                        10%




                                         0%

                                                 Financial bonus         Promotion           None required    Public acknowledgement   A day off work     Small gift
                                                                                                                 among colleagues




Kelly Global Workforce Index™                                                                                                                                           26
rewarding performance (by generation)


Å Generation X and Baby Boomers
strongly favor a financial bonus for good   What is your preferred way of being rewarded for good performance at work? (By generation)
                                               Rewarding Performance by generation
performance, while Gen Y is almost
                                            50%
just as happy with a promotion.

                                                                                                                                                            Gen Y
                                                                                                                                                            Gen X
                                            40%
                                                                                                                                                            Baby Boomers




                                            30%




                                            20%




                                            10%




                                            0%
                                                     Financial bonus         Promotion           None required    Public acknowledgement   A day off work     Small gift
                                                                                                                     among colleagues




Kelly Global Workforce Index™                                                                                                                                              27
Conclusion




staying or leaving?
Those exploring job opportunities have access to a diverse range
of sources of information, and an unprecedented opportunity to
drill into the organization to assess its career potential.




The KGWI findings suggest that                  role in communicating attributes such as       generational work groups and teams             The economic recession that cut across
organizations seeking to attract and retain     business culture and management style.         pose particular problems for managers,         most of the developed world left
the most highly talented candidates                                                            who themselves are frequently coping           deep scars. It’s not surprising that as
need to do more than just focus on their        The differing attitudes among                  with their own generational challenges.        employees scan the labor market, they
HR performance; brand recognition and           the generations to issues such as                                                             are both more selective and more certain
                                                rewards, job satisfaction, and personal        The findings suggest that in the period        about what they want from work.
corporate culture are central to the way they
                                                development reflect a more widespread          after the global financial crisis, employees
are perceived in the broader labor market.
                                                HR and management challenge that               remain in a state of uncertainty. The          And if they can’t get it in the current jobs,
In a similar vein, existing employees                                                          difficult economic and business climate has    they’re not likely to sit around waiting.
                                                characterizes many workplaces.
are virtually brand ambassadors for                                                            contributed to a degree of anguish over
the business. They are sought out by            Essentially, what is good for one generation   job security and career prospects, and this
future employees, and play a critical           is not necessarily good for another. Multi-    has resulted in agitation and restlessness.




Kelly Global Workforce Index™                                                                                                                                                                 28
About the kelly global workforce index
The Kelly Global Workforce Index is an annual survey revealing opinions about work and the
workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded
to the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services.

About Kelly services®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.
Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class
staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe,
Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was
$5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.
Download The Talent Project, a free iPad app by Kelly Services.

An Equal Opportunity Employer © 2012 Kelly Services, Inc. X0617



kellyservices.com


                                                                                                      EXIT
Kelly Global Workforce Index™                                                                          29

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Acquisition and Retention in the War for Talent

  • 1. Acquisition and retention in the war for talent kelly Global workforce index ™ people 00 0 168, 012 ril 2 e: ap releas s ie 30 r c o u nt
  • 2. the modern workforce acqui si ti on and retention in the war for talent evaluating potential employers job jitters 37 % frequently think about quitting their jobs. Gen X is the most 58% brand/ 52% location 39% Flexible restless, with 43% perpetually reputation Arrangements thinking of resigning. potential employer attributes job switching 23% corporate Culture 22% Strong Leadership 16% financial performance 66 % of employees intend to search The “meaning” of importance of personal growth/advancement for a job with another organization within the next year. work according to employees employer recognition 44 % Ability to excel/develop 74 % 41% Gen Y 34% Gen X 25% baby boomers Connection with co-workers 41% Alignment to personal values 41% importance of fulfillment/work-life balance feel valued by their employer. Connection to corporate strategy 31% Community involvement 28% 34% Gen Y 40% Gen X 49% baby boomers importance of compensation/benefits 20% Gen Y 19% Gen X 18% baby boomers
  • 3. content s Section 1: Section 2: 4 Introduction 12 Introduction 21 Job Switching 5 Desired Employer Attributes 13 Understanding the “Meaning” 22 Job Happiness 6 Evaluating Employers of Work (by Region) 23 Why Employees Stay 7 Factors that Drive Job 14 Understanding the “Meaning” 24 Interesting and Challenging Work Choice (by Region) of Work (by Generation) 25 Opportunities to Develop 8 Factors that Drive Job 15 Job Fulfillment 26 Rewarding Performance (by Region) Choice (by Generation) 16 Employer Recognition 27 Rewarding Performance 9 Influence on Job Selection 17 Job Jitters (by Region) (by Generation) (by Region) 18 Job Jitters (by Generation) 28 Conclusion 10 Influence on Job Selection 19 Confronting Job Anguish (by Region) (by Generation) 20 Confronting Job Anguish 11 Social Media and Job Decisions (by Generation) The K elly Globa l Wor k force Inde x 2012 The 2012 Kelly Global Workforce Index (KGWI) first installment of the 2012 KGWI findings, them. There is also a glimpse into the elements workplace, with an emphasis on the three main brings together the findings from almost 170,000 employees provide a candid insight into the that come in to play when employees think about workforce generations – Gen Y (age 19-30), respondents from 30 countries. It shows the results factors that help steer them into the right job. leaving their jobs, and a guide to what employers Gen X (age 31-48) and Baby Boomers of diverse forces impacting the contemporary They reveal the issues that are important to them, can do to help retain their best performers. (age 49-66). The survey captures the views workplace, including generational and geographic the people who influence their job choices, the of employees and candidates across the diversity, technology, employee empowerment, importance of social media in the job search, and As in previous years, the 2012 KGWI has a special Americas, APAC and EMEA regions. and the widespread use of social media. In this the particular corporate attributes that attract focus on the generational perspective of the Kelly Global Workforce Index™ 3
  • 4. sec tion 1 Constant change—the new norm in the modern workplace Employees across the globe have experienced unprecedented economic turmoil, and they are restless. Many are unhappy in their jobs and are actively looking for new opportunities. Even those who are content in their jobs are seeking greater engagement and “meaning” from their work. Employees and candidates are astute their work and seek greater opportunities observers of a brand’s presence in the for personal development and growth. market and corporate culture as they decide the most desirable places to The new norm has employees keeping one work, and they are clear-minded about eye open for the next opportunity. Unless the factors that keep them at work. employers can offer meaningful work and ongoing opportunities for growth, many There is also a shift in the mindset of many feel it is in their best interest to keep their workers, who derive real meaning from careers in a perpetual state of motion. Kelly Global Workforce Index™ 4
  • 5. desired employer attributes Å When it comes to attracting employees, there are a few key signals When considering applying for a job, what organizational attribute influences you the most? (By region) Desired Employer Attributes that candidates and prospective 30% employees detect, which tell them much about a prospective employer. Americas EMEA 25% Globally, respondents say two factors — APAC corporate culture (23%) and strong market All countries presence/leadership (22%)—are the top 20% two considerations when deciding to apply for a job. These factors eclipse all others including financial performance, 15% longevity, reputation for innovation, and corporate social responsibility. 10% However, in the Americas, it’s a slightly different story. Longevity ranks first (24%), followed by corporate culture (19%) and 5% strong market presence/leadership (19%). 0% Corporate Strong market Financial Longevity Reputation Corporate social Other Social media culture presence performance for innovation responsibility presence Kelly Global Workforce Index™ 5
  • 6. evaluating employers Å What is clear from the findings is that employees and those looking for work What factors do you use to evaluate potential employers? (By region) Evaluating Employers are exercising a high degree of discretion 70% in deciding the best career path. Americas When evaluating potential employers, the 60% EMEA most important factor is corporate brand/ APAC reputation (58%) followed by location All countries 50% (52%). Indeed, the corporate brand is significantly more important than the reputation of management. In essence, 40% the corporate brand is becoming the employment brand, especially for skilled 30% professional and technical workers. 20% 10% 0% Corporate brand Location Flexible work Reputation of Turnover Other reputation arrangements offered management statistics Kelly Global Workforce Index™ 6
  • 7. Factors that drive job choice (by region) Factors that DriveDrive job choice by region Factors that job choice by region Factors that DriveDriveDrive job choice by region Factors that that choice by region Factors job job choice by region Å When deciding on one position over another, employees say that personal Which of the following factors would drive your decision to accept one job/position over another? (By region) fulfillment/work-life balance (39%) and 39%39% 32%32% Personal fulfillment/work-life balance Personal fulfillment/work-life balance personal growth/advancement (36%) Personal growth/advancement Personal growth/advancement 38%38% 39% 39% 39% 40%40% 32% 32% 32% Personal fulfillment/work-life balance Personal fulfillment/work-life balance Personal fulfillment/work-life balance Compensation/benefits Compensation/benefits are the most important considerations. 38% 38%38% 40% 40% 40% Personal growth/advancement Personal growth/advancement Personal growth/advancement Corporate sovereignty/goodwill Corporate sovereignty/goodwill They are both more relevant to a job AMERICAS AMERICAS EMEA EMEA Compensation/benefits Compensation/benefits Compensation/benefits OtherOther Corporate sovereignty/goodwill Corporate sovereignty/goodwill Corporate sovereignty/goodwill decision than the compensation/ AMERICAS AMERICAS AMERICAS EMEA EMEA EMEA Other Other Other benefits, nominated by 19%. 2% 2% 1% 1% 2% 2% 2% 3% 3% 6% 6% 18%18% 1%1% 1% 20%20% 3% 3% 3% 6%6% 6% 18% 18% 18% 20% 20% 20% 38%38% 36%36% 37%37% 39%39% 38% 38% 38% 36% 36% 36% 37% 37%37% 39% 39% 39% ALL ALL APAC APAC COUNTRIES COUNTRIES ALL ALL APAC APAC ALL APAC COUNTRIES COUNTRIES COUNTRIES 1% 1% 1% 1% 1% 1% 1% 4% 4% 4% 4% 1% 1% 20%20% 1% 19%19% 4% 4% 4% 4% 4% 20%20% 4% 19%19% 20% 19% Kelly Global Workforce Index™ 7
  • 8. Factors that drive job choice (by generation) FactorsÅ Across job choice by generation that Drive the generational groups, Factors that Drive job choice by generation Factors that Drive job choice by generation the way that individuals weigh up Which of the following factors would drive your decision to accept one job/position over another? (By generation) job choices varies as people grow older. Personal fulfillment/work-life Personal fulfillment/work-life balance 41% 41% 34% 41% 34% 25% 34% 25%25% 34% balance becomes progressively more 34% 41% 34% 41% 48% 41% 48% Personal growth/advancement 48% important as people mature, and is the Compensation/benefits Corporate sovereignty/goodwill predominantGEN Y consideration among Baby GENGEN Y X Y GEN BABY GENGEN X X BABY BABY BOOMERS Other BOOMERS BOOMERS Boomers. But for Gen Y, the leading consideration is personal growth/ 1% advancement—an outlook that reflects 1% 1% 4%their near-term career priorities. 4% 4% 1% 1% 1% 2% 19% 2% 2% 19%19% 20% 4% 20%20% 19% 4% 4% 7% 19%19% 7% 7% 34% 25% Personal fulfillment/work-life balance Personal growth/advancement 41% 48% Compensation/benefits Corporate sovereignty/goodwill GEN X BABY BOOMERS Other 1% 2% 19% 4% 19% 7% Kelly Global Workforce Index™ 8
  • 9. influence on job selection (by region) Å When it comes to deciding on a job, there are many people who Who hason job selection by region Influence the most influence in determining your choice of job? (By region) have an influence on a prospective AMERICAS (%) employee—parents, spouses, friends, Nobody—I decide for myself and recruiters—but the overwhelming Spouse/significant other majority of respondents say that, Parents 0 20 77 40 60 80 13 2 3 11 2 11 100 ultimately, their own judgment prevails. Other family EMEA (%) Friends Some 70% say that they decide for Recruiters Other themselves about job choices. This 68 18 4 2 2 2 1 11 Current work colleagues is highest in the Americas (77%) and 0 20 40 60 80 100 Former work colleagues lowest in the APAC region (63%). APAC (%) 0 20 63 40 60 18 80 7 1 4 2 1 3 1 100 ALL COUNTRIES (%) 0 20 70 40 60 16 80 4 2 2 2 111 100 Kelly Global Workforce Index™ 9
  • 10. influence on job selection (by generation) Å The spouse plays a more important Influence on job selection by generation role in job decisions among Gen X than Influence on job selection by generation in determining your choice of job? (By generation) Who has the most influence in other generations, while parents play GEN Y (%) Y (%) GEN a more influential role with Gen Y. Nobody—I decide for myself myself Nobody—I decide for Spouse/significant other other Spouse/significant Parents Parents 0 0 20 20 67 67 40 40 60 60 16 80 16 7 80 2 7 2 111 2 111 3 2 100 3 100 Other family family Other GEN X (%) X (%) GEN Friends Friends Recruiters Recruiters Other Other 0 0 20 20 69 69 40 40 60 60 21 80 21 80 1 2 2 2 1 2100 2 111 111 2 100 Current work colleagues Current work colleagues Former work colleagues Former work colleagues BABY BOOMERS (%) BABY BOOMERS (%) 0 0 20 20 78 40 78 40 60 60 80 14 80 14 2 111 2 111 11 11 100 100 Kelly Global Workforce Index™ 10
  • 11. social media and job decisions Social Media and job decisions byby region Social Media and job decisions region Social Media and job decisions byby gen Social Media and job decisions gene Å While the influence of spouses, friends Interestingly, the attraction of social and parents might be modest, there are media in career decision-making is Do you use your social media network Do you use your social media network not confined to younger generations. when making career/employment when making career/employment a growing number of employees and decisions? (% Yes by region) decisions? (% Yes by generation) candidates who are turning to social A significant number of Baby Boomers media to assist in making career choices. and Gen X are joining Gen Y 33% 33% 40% 40% 58% 58% 41% 41% 44% 44% 45% 45% 40% 40% online to test their job options. Approximately four-in-10 (41%) use their social media network when making More than one-quarter (30%) are more 6060 6060 career or employment decisions. inclined to search for jobs via social media This is highest in APAC, where more rather than via traditional methods. 5050 5050 than half (58%) use their social media • Within the APAC region, nearly network, compared with only 40% in half (48%) are inclined to search for 4040 4040 EMEA and 33% in the Americas. jobs via social media rather than via traditional methods, which is Workers with a professional and technical significantly more than within the 3030 3030 skillset (P/T) are more likely to use their Americas (26%) and EMEA (24%). social media network when making • The younger generations, Gen Y (32%) career decisions, compared to non-P/T 2020 2020 and Gen X (30%), are more likely workers (48% and 36%, respectively). to do so, as compared to the older generations (Baby Boomers 26%). 1010 1010 • Workers with P/T skill sets are more likely to do so (31%) as compared 0 0 0 0 to non-P/T workers (29%). AMERICAS EMEA AMERICAS EMEA APAC APAC ALL ALL GEN Y Y GEN GEN X X GEN BABY BABY COUNTRIES COUNTRIES BOOMERS BOOMERS Kelly Global Workforce Index™ 11
  • 12. sec tion 2 Opportunities to develop interesting/ challenging work—the keys to retention While employees are particularly interested in personal fulfillment and development in their work, many are not finding this from their current employment. The survey findings show that many workers they derive “meaning” from their work or feel under-valued, and frequently think vocation. It’s a question that goes to the about resigning. A threshold issue for heart of what stimulates and motivates many employees is the question of how individuals, and indeed a workforce. Kelly Global Workforce Index™ 12
  • 13. Understanding the “meaning” of work (by region) Å The survey finds that, from a range of Understanding the meaning of work REGION from your work? (By region) How do you define or derive “meaning” options, the ability to excel or develop is the key to individuals deriving meaning 100 77% 70% 76% 74% 38% 43% 43% 41% 39% 41% 46% 41% 27% 32% 34% 31% 31% 26% 30% 28% 3% 2% 2% 2% from their work, identified by 74% of respondents. It easily surpasses all 90 other factors, including connection with co-workers, alignment with personal 80 values, connection to corporate 70 strategy and community involvement. 60 There is also a higher priority placed on the ability to excel or develop in both 50 the Americas and APAC than in EMEA. 40 30 20 10 0 Ability to excel/ Connection with Alignment to Connection to Community Other develop in my field co-workers personal values corporate strategy involvement Americas EMEA APAC All countries Kelly Global Workforce Index™ 13
  • 14. Understanding the “meaning” of work (by generation) Å The focus on personal Understanding the meaning derive “meaning” from your work? (By generation) How do you define or of work GENERATION development is most pronounced among younger workers. 100 77% 74% 67% 44% 41% 44% 41% 43% 47% 31% 35% 32% 29% 26% 28% 2% 3% 4% 90 80 70 60 50 40 30 20 10 0 Ability to excel/ Connection with Alignment to Connection to Community Other develop in my field co-workers personal values corporate strategy involvement Gen Y Gen X Baby Boomers Kelly Global Workforce Index™ 14
  • 15. Job fulfillment Å When employees are asked about Job Fulfillment by generation Does your current employment provide you with a sense of “meaning?” (% Yes, by generation) their current job and whether they derive a sense of meaning from their work, only about half say they are gaining any real sense of purpose. All of the workplace generations are experiencing this void in their work ethos. GEN Y GEN X BABY BOOMERS 47% 49% 48% Kelly Global Workforce Index™ 15
  • 16. Employer recognition Å Similarly, when employees are asked whether they feel valued by Do you feel recognition valued by your current employer? (% Yes, by region) Employment that you are their employer, fewer than half of all respondents are made to feel worthy. Globally, only 44% say that they feel valued by their employer, with the highest in APAC (51%), followed by the AMERICAS EMEA APAC ALL COUNTRIES Americas (45%) and EMEA (39%). 45% 39% 51% 44% Kelly Global Workforce Index™ 16
  • 17. job jitters (by region) Å Given this fairly lackluster mood Job Jitters by region Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region) among the workforce, it’s not surprising that, for many, there is a fairly constant thought of quitting. More than one-third (37%) frequently think about quitting their job and AMERICAS EMEA APAC ALL COUNTRIES leaving their employer. This is higher in EMEA (43%), than in APAC (39%) and the Americas (28%). 28% 43% 39% 37% Kelly Global Workforce Index™ 17
  • 18. job jitters (by generation) Å Generation X is the most restless Job Jitters by generation Do you frequently think about quitting your current job and leaving your employer? (% Yes, by generation) in this regard, with 43% frequently thinking of quitting, higher than Gen Y (38%) and Baby Boomers (37%). GEN Y GEN X BABY BOOMERS 38% 43% 37% Kelly Global Workforce Index™ 18
  • 19. Confronting job anguish (by region) Å For employers, this critical mass of individuals who are perpetually thinking How likely are you to share your potential plans to move to another organization with your employer, with the thought that this may by region changes that may motivate you to stay? (Total unlikely, by region) Confronting job anguish result in of resigning represents a large potential cost, in terms of recruitment and business disruption. Employers will occasionally have some warning that employees are dissatisfied and considering resigning, but mostly it will come as AMERICAS EMEA APAC ALL COUNTRIES a surprise and too late to resolve. More than one-third (35%) say they are not likely to inform their employer of their potential plans to move to another organization. Within the EMEA region, four-in-10 (40%) are not likely to 28% 40% 35% 35% inform their employer of such potential plans to resign, compared with 35% in APAC and 28% in the Americas. Kelly Global Workforce Index™ 19
  • 20. Confronting job anguish (by generation) Å Across the generations, Baby Boomers (42%) and those in Generation X (40%) How likely are you to share your potential plans to move to another organization with your employer, with the thought that this may by generation Confronting job anguish result in changes that may motivate you to stay? (Total unlikely, by generation) are the least likely to share such plans with their employer. Gen Y is more likely to express dissatisfaction and provide the opportunity for it to be resolved. GEN Y GEN X BABY BOOMERS 33% 40% 42% Kelly Global Workforce Index™ 20
  • 21. Job switching Å At any given time, a large section of the workforce is in a state of flux. Do you intend to look for a job with another organization within the next year? (% Yes, by region) Job Switching Globally, two-thirds of workers (66%) 80% intend to look for a job with another Americas organization within the next year, EMEA which represents a significant increase APAC from the level in 2009, when 59% All countries 70% intended to look for a job elsewhere. The dissatisfaction is most pronounced in the Americas, where 67% intend to look for a new job, compared with 60% only 45% in 2009. In APAC, 62% plan to look for a new job, up from 59% in 2009, while in EMEA the proportion remains steady at 67%. 50% 40% 2009 2010 2011 2012 Kelly Global Workforce Index™ 21
  • 22. Job happiness Å Significantly fewer workers are happy in their jobs now than a few years Are you Happiness your job? (% Yes, by region) Job happy in ago, although there has been some 80% turnaround in the past 12 months from Americas the depths of the global financial crisis. EMEA APAC Globally, 53% say they are happy in their All countries jobs, down from 59% in 2009, but above 70% the recent low of 47% reached in 2011. The decline in job happiness over the past three years has occurred in 60% both the Americas and EMEA. APAC has bucked the trend, with workers there more content than in 2009, possibly as a consequence of the more 50% muted Asian economic downturn. In the Americas, the percentage of employees happy in their jobs declined from 69% to 54% between 2009 and 40% 2012. In EMEA, it has fallen from 2009 2010 2011 2012 54% to 49% over the same period. Kelly Global Workforce Index™ 22
  • 23. why employees stay Å When weighing up alternative employment or staying with their What is the primary reason that you remain with your current employer?  (Top five, by region) Why Employees Stay present employer, respondents say 25% that the primary reasons they stay Americas with their current employer are that EMEA they enjoy the work (15%), salary APAC 20% and benefits (12%) and they cannot All countries find similar employment (12%). 15% 10% 5% 0% Enjoy the work Other Salary/benefits Cannot find Opportunities similar employment for advancement Kelly Global Workforce Index™ 23
  • 24. interesting and challenging work Å The top two factors that would Interesting/challenging work REORDERED - USE THIS ONE make workers feel more committed/ What one factor makes you feel more committed or “engaged” with your job? (By region) engaged with their employer remained 35% consistent from last year: 1) more interesting/challenging work (29% in Americas 30% 2011, 28% in 2012), 2) higher salary and EMEA benefits (26% in 2011, 24% in 2012). APAC All countries • Across the regions, interesting/ 25% challenging work is ranked highest within EMEA (34%). 20% • In terms of feeling committed and engaged, interesting/challenging 15% work is cited significantly more among professional and technical (P/T) workers compared to non-P/T skilled 10% workers (31% and 26%, respectively). • While opportunities for advancement 5% and interesting and challenging work are important to all employees in terms of retention and engagement, 0% these are particularly cited by More Higher salary More A better Other More or More More support Opportunity interesting or and benefits meaningful work/life improved flexible work with health, for working professional and technical workers. challenging work responsibility balance training arrangements fitness and from home well-being or remotely from employer Kelly Global Workforce Index™ 24
  • 25. opportunities to develop Å In terms of what would most Opportunities to develop REORDERED - USE THIS ONE likely cause workers to leave their What factors would most likely cause you to leave your organization? (By region) current employer, aside from salary/ 25% benefits, lack of opportunities for advancement (21%) and poor Americas management (20%) rank highest. EMEA 20% APAC All countries 15% 10% 5% 0% Lack of Poor salary/ Poor Inadequate Other Poor staff Poor Stress Lack of Concern opportunities benefits management work/life morale communication flexible work with for advancement balance arrangements corporate reputation Kelly Global Workforce Index™ 25
  • 26. rewarding performance (by region) Å Across the board, the preferred way of being rewarded for a job well done What is your preferred way of being rewarded for good performance at work? (By region) Rewarding Performance by region is a financial bonus (41%), followed 50% by a promotion (32%), while 13% say none is required. The attraction of a Americas EMEA promotion ranks almost equal with a 40% APAC financial bonus in the Americas and All countries APAC, while in EMEA a financial bonus is the standout form of reward. 30% 20% 10% 0% Financial bonus Promotion None required Public acknowledgement A day off work Small gift among colleagues Kelly Global Workforce Index™ 26
  • 27. rewarding performance (by generation) Å Generation X and Baby Boomers strongly favor a financial bonus for good What is your preferred way of being rewarded for good performance at work? (By generation) Rewarding Performance by generation performance, while Gen Y is almost 50% just as happy with a promotion. Gen Y Gen X 40% Baby Boomers 30% 20% 10% 0% Financial bonus Promotion None required Public acknowledgement A day off work Small gift among colleagues Kelly Global Workforce Index™ 27
  • 28. Conclusion staying or leaving? Those exploring job opportunities have access to a diverse range of sources of information, and an unprecedented opportunity to drill into the organization to assess its career potential. The KGWI findings suggest that role in communicating attributes such as generational work groups and teams The economic recession that cut across organizations seeking to attract and retain business culture and management style. pose particular problems for managers, most of the developed world left the most highly talented candidates who themselves are frequently coping deep scars. It’s not surprising that as need to do more than just focus on their The differing attitudes among with their own generational challenges. employees scan the labor market, they HR performance; brand recognition and the generations to issues such as are both more selective and more certain rewards, job satisfaction, and personal The findings suggest that in the period about what they want from work. corporate culture are central to the way they development reflect a more widespread after the global financial crisis, employees are perceived in the broader labor market. HR and management challenge that remain in a state of uncertainty. The And if they can’t get it in the current jobs, In a similar vein, existing employees difficult economic and business climate has they’re not likely to sit around waiting. characterizes many workplaces. are virtually brand ambassadors for contributed to a degree of anguish over the business. They are sought out by Essentially, what is good for one generation job security and career prospects, and this future employees, and play a critical is not necessarily good for another. Multi- has resulted in agitation and restlessness. Kelly Global Workforce Index™ 28
  • 29. About the kelly global workforce index The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded to the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services. About Kelly services® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe, Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad app by Kelly Services. An Equal Opportunity Employer © 2012 Kelly Services, Inc. X0617 kellyservices.com EXIT Kelly Global Workforce Index™ 29