SlideShare uma empresa Scribd logo
1 de 28
Baixar para ler offline
THECOLLABORATIVE
WORKENVIRONMENT
INEUROPE
Key insights into the global workforce from Kelly®
The collaborative work environment
Is there a key workplace factor that
would improve both a company’s
profitability and their ability to attract
and retain top talent? Collaboration
is becoming just that factor.
MILLENNIALS GEN X
BABY
BOOMERS
How generational cohorts feel about each other’s capabilities
around collaboration greatly impacts the effectiveness in
leveraging its benefits. So, how do their perceptions differ?
Generational perceptions
32%
MILLENNIALS
TEND TO VALUE
COLLABORATION
GEN X TENDS TO
PREFER WORKING
INDEPENDENTLY
INSTEAD OF AS
PART OF A TEAM
BABY BOOMERS
TEND TO BE BEHIND
THE TIMES WITH
TECHNOLOGY
Highly individualized work with limited
teamwork and opportunities to
collaborate with others
(preference ranging from 5%–30%)
Highly collaborative environment,
cross-functional teams
(preference ranging from 41%–80%)
FEATURES OF AN IDEAL WORK ENVIRONMENT CITED BY EUROPEAN TALENT, BY REGION
Highly collaborative environment vs highly individualized work
60%67%
47% 36% 34%
21%21%39%
The top three features European
workers use to define their ideal
work environment are:
60% Highly collaborative environment
44% A culture of innovation and creativity
43% Flexible work arrangements
Ireland
UK
Luxembourg
Belgium
Denmark
Norway
Italy
Russia
Portugal
France
PolandGermany
Switzerland
Hungary
Sweden
Netherlands
/3
Contents
4 / Introduction
5 / Collaboration and
empathy as drivers of
business success
7 / Building a
collaborative culture
8 / Workers’ perspectives
on the collaborative
workplace culture
10 / The ideal work
environment is
collaborative
13 / There are still challenges
to establishing a
collaborative environment
15 / A mismatch of skills
17 / Collaboration and the
bottom line
19 / Millennials value
collaborative work
environments
22 / Myth busting: national
and generational
perceptions of
collaborative habits
24 / Recommendation to
employers: avoid burnout
in top collaborators
26/ Overview and
methodology
/4
Introduction
INTRODUCTION
Is there a key workplace factor that can improve both a company’s profitability and its ability to
attract and retain top talent?
Across Europe, collaboration is becoming just that opportunity. Two-thirds of European business
leaders agree that enabling flexible working environments has a bigger financial impact on
their bottom line than cutting operational costs. They also report a 39% increase in employee
productivity when flexible work arrangements are allowed.1
Meanwhile, millennial talent—a segment of the population with critical future-ready skills—stand
out with an above-average desire to work in agile, inclusive, and collaborative environments. With
skilled candidates in short supply in many European industries, it’s important for employers to
understand that they can attain a collaborative work environment, and that such an environment
can help to foster worker engagement and capture a competitive advantage.
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a
high-level look at collaboration as it pertains to the global worker today. In addition to analyzing
worker preferences and psychographic insights based on survey data from the 2015 and 2014
Kelly Global Workforce Index™ (KGWI), this report collects insights from the Kelly Free Agent
Survey (2015) and other research sources. Unless otherwise noted, all statistics come from recent
Kelly workforce research data.
Visit kellyservices.com for additional reports, articles, and insights.
/5 COLLABORATION AND EMPATHY AS DRIVERS OF BUSINESS SUCCESS
Collaboration and empathy as
drivers of business success
Empathy
Defined as a deep emotional
intelligence that is closely connected
to cultural competence, empathy
enables those who possess it to see the
world through the eyes of others and
understand their unique perspectives.2
Collaboration
Collaboration is characterized by
highly diversified teams working
together, both inside and outside
a company, to create value by
improving innovation, customer
relationships, and efficiency.3
To be successful, businesses need to hire people capable of both collaboration and
empathy, and create an environment that nurtures and encourages these skills.
Recruiting and retaining more collaborative
and empathetic people:
•	 Strengthens employer brand
•	 Has greater appeal to millennials, improving
both recruitment and retention
•	 Encourages a more diverse talent pool by
promoting inclusive decision-making
•	 Results in higher engagement of talent from
a greater sense of satisfaction, belonging,
and trust in co-workers and managers
when given opportunities to participate in
collaborative activities
•	 Improves employee health and wellness.
Top- and bottom-line returns include:
•	 More productive knowledge workers
•	 Improve profitability.
Better product development:
•	 Ensures consumer-centric design
•	 Decreases time to market
•	 Encourages more innovation.
“Change is constant. Problems are global. Information is at
our fingertips. In the era of Wikipedia®
, does it really matter
how much you can memorize? What’s more important is
that you can take the perspective of others—whether you’re
designing a new technology, or negotiating, or anticipating
the uncertain. Indeed, how well we do—whether in the
classroom or the boardroom—depends more than ever on
how well we forge and navigate relationships. In this way,
empathy is the new literacy: essential for us to communicate,
collaborate, and lead.”
—Stuart Foundation4
LEAD
IMPROVED OUTCOMES
The employer brand is stronger,
attracting and retaining diverse, highly
skilled talent—especially millennials
and those with professional or
technical skill sets.
Talent is more engaged, leading
to greater discretionary work efforts
and productivity.
Both talent and the organization
as a whole are more resilient to
market fluctuations.
Time to market is faster, improving
market position.
Top- and bottom-line returns are
higher.
CULTURE SHIFT
Collaboration skills are a new currency in the age of career resilience
and employability. Skill building, and training and development
become part of a compensation package.
Fresh ideas cross-pollinate across silos and boundaries within an
organization (via partners and vendors), and also stimulate debate
through greater trust and communication.
Collaborative behaviors are recognised and rewarded over
competitive behaviors.
A culture that is truly supportive of empathy and collaboration requires constant nurturing and leadership from the top.
/7
Building a collaborative culture
BUILDING A COLLABORATIVE CULTURE
LEAD FROM THE TOP
In a recent global survey, McKinsey found that
89% of variance between strong and weak
organizations in terms of leadership effectiveness
is driven by four traits5
:
1. Being supportive
2. Seeking different perspectives
3. Solving problems effectively
4. Operating with a strong results orientation.
Having an open door policy helps, as does
transparency into corporate strategies and goals.
TRAIN ALL TALENT
Don’t just train full-time employees.
Encourage all employees to:
•	 Develop critical soft skills such as listening,
empathy, and communication
•	 Help smooth out differences in generational
working styles and bust generational myths.
Training and development programs are
important to 66% of global talent.
BUILD AND USE DIVERSE TEAMS
For all mission-critical decisions and projects,
engage teams that cross:
•	 Talent categories (including employees,
independent contractors, and partners)
•	 Functional areas
•	 Demographic factors (including age
and ethnicity).
Keep teams to a manageable size and use
intelligent workforce design to support formal
and informal collaboration.
USE COLLABORATIVE TECHNOLOGIES
Play a supportive role in creating cultural
building blocks that can help drive better
outcomes. For instance:
•	 The McKinsey Global Institute suggests that
fully connecting talent via social networking
technologies can improve knowledge-worker
productivity by 20% to 25%.6
•	 Using video conferencing (which is still
underutilized) gives employees “presence”
when working remotely.
Innovative enterprises make creating a collaborative work culture a top priority to compete effectively in rapidly changing and
volatile market conditions. They aren’t hampered by older ways of thinking about collaboration as activity-based or “extra” work.
CORE BUILDING BLOCKS
/8 WORKERS’ PERSPECTIVES ON THE COLLABORATIVE WORKPLACE CULTURE
In Europe, as in the United States (U.S.),
companies can do better in encouraging a
collaborative work environment. Less than
half (47%) of European workers feel that their
current or most recent employer’s (physical
and virtual) workplace promotes collaboration
and inclusion. Norway (52%) and Russia (57%)
lead the region in this regard, while the
United Kingdom (U.K.) and Denmark lag
behind on 35%.
Similarly, only 40% of surveyed Europeans
believe their organizations structure promotes
collaboration and inclusion. With 57% and
24% respectively, Russia and Denmark sit at
opposing ends of the spectrum.
Given the strong business case for a
collaborative work environment, there is an
urgent need for improvement. According to
the 2015 and 2014 KGWI, European talent
sees professional growth and personal
development as key areas that improve
work environments.
Workers’ perspectives on the
collaborative workplace culture
65% of European workers
say initiatives to improve
workers’ work-life balance
contribute to an employer’s
attractiveness.
64% consider opportunities
for advancement a key driver
in their decision to accept
one job over another.
43% of European workers say
their employer continually
fosters and encourages a
culture of engagement.
59% value training and
development programs.
33% say special efforts are
made to retain innovators
and key knowledge workers.
26% feel fully engaged with
their current employer.
Professional growth and personal development are
key to making work environments more attractive.
Collaborative structures, processes, and innovations can increase employee engagement.
43%
64% 59%65%
33% 26%
/9 WORKERS’ PERSPECTIVES ON THE COLLABORATIVE WORKPLACE CULTURE
Workers’ perspectives on the collaborative
workplace culture (continued)
Generational insights*
4% of Italian workers
feel fully engaged with
their employer, versus
39% of Norwegians.
8% of Portuguese
workers feel highly
valued by their
employer, versus 22%
of workers in Norway
and Russia.
8/22%
33% of Irish workers
feel more loyal to their
employer compared to
the previous year.
International opportunities
make an organization
attractive to 42% of
millennials, versus 24% of
baby boomers.
Non-traditional perks and
benefits are important
to 33% of millennials,
versus only 22% of baby
boomers.
Work-life balance is
important to 63% of
millennials, versus
68% of Gen Xers.
Deriving a sense of purpose
from work is important to 37%
of millennials, versus 39%
of Gen Xers and 44% of
baby boomers.
33%
42/24%
63/68%
33/22%
37/39/44%
41% of Hungarian and
British workers feel less
loyal compared to the
previous year.
41%
The shortcomings of region-wide labor policies lead to important disparities between countries.
Collaborative work cultures are far from being widespread.
In Europe, as in the U.S., much progress has been made in
making work environments more conducive to, and supportive
of, collaboration. However, these kinds of work environments
are not common.
84% of European workers say working for an innovative or
progressive company is important to them, but only 18% strongly
agree that their company culture embraces innovation and
change, and only 14% strongly agree that the organization’s
structure actively promotes collaboration and inclusion.
*See page 18 for more generational insight.
4/39%
/10
The ideal work environment
is collaborative
THE IDEAL WORK ENVIRONMENT IS COLLABORATIVE
When asked to describe their ideal work
environment, European workers focus on
elements that make their day-to-day lives more
flexible and collaborative.
The top three features they look for in their
ideal work environment are flexible work
arrangements (43%), a culture of innovation
and creativity (44%), and a highly collaborative
environment (60%).
A highly collaborative environment ranks
highest in Belgium, France, Italy, and
Portugal (from 63% to 80%). Flexible
work arrangements are more of a priority
for German, Hungarian, Dutch, Swedish,
Norwegian, Danish, and British workers (from
54% to 64%).
Similar to the trend in the U.S., professional/
technical talent in Europe stands out with
an above-average appetite for these same
elements. The IT, science, and engineering
segments consistently place more emphasis
on a company’s ability to expose them to the
latest technologies and top-notch equipment
(from 63% to 80%).
Highly collaborative environment,
cross-functional teams
Highly individualized work with limited teamwork
and limited opportunities to collaborate with others
60%
14%
62%
35%
63%
36%
59%
29%
71%
32%
Competitive, where the rewards and risks are high 14%
Virtual teams 32%
Traditional hierarchical organizational structure 25%
Culture of innovation and creativity
where the status quo is challenged 44% 49%
29%
54%
31%
39%
26%
54%
27%
Matrixed organizational structure 29%
Traditional work arrangements—9–5 schedule for all 25%
Flexible work arrangements such as remote
work options, flexible schedules/hours 43% 41%
25%
57%
21%
46%
26%
43%
22%
Rapid pace with constant change—
always something new 28%
Exposure to latest technologies
and top-notch equipment 39% 52%
20%
37%
17%
14%
61%
18%
47%
15%
16%
37%
21%
31%
14%
15%
49%
22%
25%
9%
9%
Percentage of respondents with
professional/technical skills who
rank ideal work environment
features above, below, or
on par with (+/-2%) the
regional average
Engineering
Financeand
accounting
Information
technology
Science
Features of an ideal work environment cited by
European talent (regional versus occupational averages):
Europe
/11
The ideal work environment
is collaborative (continued)
THE IDEAL WORK ENVIRONMENT IS COLLABORATIVE
Percentage of respondents from Europe, the Middle East and
Africa (EMEA) who rank ideal work environment features above,
below, or on par with (+/-2%) the regional average
Features of an ideal work environment cited by
European talent (regional versus national averages):
Europe
Global
Belgium
Denmark
France
Germany
Hungary
Ireland
Italy
Luxembourg
Netherlands
Norway
Poland
Portugal
Russia
Sweden
Switzerland
UnitedKingdom
Highly collaborative environment,
cross-functional teams 60% 57% 68% 70% 63% 54% 44% 56% 80% 58% 55% 69% 52% 67% 55% 41% 57% 54%
Culture of innovation and creativity
where the status quo is challenged 44% 39% 50% 19% 41% 35% 50% 40% 50% 46% 41% 40% 38% 43% 46% 56% 42% 42%
Flexible work arrangements such as
remote work options, flexible schedules/hours 43% 54% 49% 64% 30% 62% 61% 43% 34% 38% 57% 57% 50% 29% 47% 57% 50% 54%
Exposure to latest technologies and
top-notch equipment 39% 44% 43% 24% 27% 41% 33% 44% 54% 30% 39% 33% 35% 43% 54% 36% 34% 46%
Virtual teams 32% 37% 38% 26% 27% 20% 36% 32% 41% 46% 34% 34% 41% 38% 32% 42% 25% 37%
Matrixed organizational structure 29% 29% 23% 30% 24% 35% 33% 25% 34% 24% 27% 29% 31% 26% 29% 35% 30% 30%
Rapid pace with constant change—
always something new 28% 32% 29% 23% 25% 14% 16% 25% 47% 36% 24% 34% 33% 28% 35% 26% 21% 33%
Traditional hierarchical organizational structure 25% 27% 21% 21% 27% 21% 24% 25% 18% 22% 24% 15% 28% 25% 28% 18% 25% 31%
Traditional work arrangements—9–5 schedule for all 24% 32% 21% 28% 30% 15% 20% 27% 19% 22% 15% 10% 46% 28% 20% 17% 21% 28%
Competitive, where the rewards and risks are high 14% 21% 14% 6% 12% 5% 8% 21% 12% 10% 12% 20% 15% 21% 18% 14% 9% 21%
Highly individualized work with limited teamwork
and limited opportunities to collaborate with others 14% 18% 10% 15% 9% 6% 16% 12% 6% 12% 14% 27% 20% 5% 30% 16% 9% 15%
“With collaboration comes the chance for fresh thinking to
emerge and disparate skills to be utilized, which can improve
the way your company does business—often in unexpected
ways and from unexpected sources. That’s why a reliable
talent supply chain is so important. It can help ensure that you
maintain a consistent business footprint, which is especially
critical when you are faced with unexpected challenges that
require cost-effective solutions.”
—Mark Lanfear, KellyOCG Global Practice lead, Life Sciences7
FRESH
/13
Effective teamwork makes everyone look
better, but change can be hard. Across
Europe, a positive and conducive work climate
can improve an organization’s bottom line by
up to 30% while sensibly reducing absence
and turnover rates.8
But collaboration can
initially be uncomfortable. When putting
top talent together in new or varied working
arrangements, workers can be resistant and
can overlook learning opportunities because
they are more focused on competing with
each other.
There are still challenges to establishing
a collaborative environment
THERE ARE STILL CHALLENGES TO ESTABLISHING A COLLABORATIVE ENVIRONMENT
Adjusting to the culture of collaboration
requires two important steps. First, identify
and empower top collaborators who can ease
the rest of the workforce into more flexible
and collaborative processes. Across Europe,
up to 70% of a team’s work environment is
influenced by its leaders’ style and approach,
but many are still struggling to create a
collaborative environment despite wanting to
move in this direction.9
Second, companies
must effectively track the impact of changing
practices on top collaborators and their teams.
If not properly managed, the sheer abundance
of options and possibilities can lead to
burnout, lower engagement, and attrition
due to collaboration overload.10
/14 THERE ARE STILL CHALLENGES TO ESTABLISHING A COLLABORATIVE ENVIRONMENT
There are still challenges to establishing a
collaborative environment (continued)
Opportunities
Collaboration can reinvigorate organizations by fully engaging
employees, improving retention, and increasing innovation. Even
with all the known benefits of collaboration, many organizations feel
pressure to keep the status quo.
Challenges
As organizations grow and adapt to current market conditions, new work
arrangements have emerged that span the talent supply chain, including
dealing with remote and geographically disparate teams, independent
contractors, and other flexible arrangements. At the same time, organizations
continue to attempt to do more with less, expanding workloads while shrinking
budgets. All this adds to the challenge of fostering a collaborative environment.
Specific challenges include:
•	Breaking down entrenched knowledge and management silos
•	 Moving beyond collaboration’s “messiness” and reputation
for being time-consuming
•	 Managing different work arrangements and styles
within the same team
•	 Sharing a team reputation when it hinges
on everyone in that team
•	 Changing the rules of engagement that
might have worked for some talent
•	 Finding people with the right soft skills,
including the ability to collaborate
•	 Ensuring that collaboration is used effectively to drive
business results, rather than becoming an excuse for
“meeting overload”. Talent should be included in
meetings where appropriate—when their
contacts, insights, or information can’t be obtained
in a briefer or more effective manner.11
To move towards a more collaborative environment,
consider these approaches:
•	 Make sure workers understand the benefits of collaboration.
•	 Nurture, encourage, and reward collaborative
behaviors through strong leadership.
•	 Invest in collaborative technology and supportive leaders to
move projects along between working sessions.
•	 Track the outcomes of collaborative efforts and showcase
the return on investment.
/15 A MISMATCH OF SKILLS
A mismatch of skills
Despite all the talk about hard-skill needs, soft
skills such as critical thinking, problem-solving,
persistence, collaboration, and curiosity
are crucial for workers to thrive in a rapidly
evolving, technology-driven world.12
An OECD survey conducted across 33
European countries showed that proficiency
in soft skills is positively associated with many
aspects of individual wellbeing, including
health, trust in others, and participation in
volunteer or community activities.13
However, it is a challenge to find the right soft
skills in European candidates. This is partly
due to the region’s significant skills mismatch,
a trend that’s closely linked to lower job
satisfaction and increased staff turnover.
In 2014, 43% of European Union (EU)
employees were working in jobs that did not
match their skills or qualifications. This has a
more severe affect on young people, migrant
workers, and those working in part-time or
contract-based jobs. Over-skilled workers were
more prevalent in Romania, Greece, Cyprus,
Slovenia, and the U.K., while under-skilling was
more of an issue in Austria, Germany, Estonia,
and Lithuania.14
What people do with what they know is just as
important as what they know. Employers can
play an important role in ensuring European
workers’ skills and competences are used in
the most productive way. Enabling worker
empowerment by increasing their autonomy,
task discretion, control, and responsibility—
all elements of collaboration—can encourage
employees to fully use or further develop their
soft skills.
/16 A MISMATCH OF SKILLS
A mismatch of skills (continued)
Greece
Lithuania
Spain
Portugal
Ireland
Italy
Cyprus
Malta
Luxembourg
Austria
Germany
Netherlands
Latvia
Estonia
Denmark
Belgium
United Kingdom
Sweden
France
Hungary
Poland
Bulgaria
Romania
Czech Republic
Slovenia
Slovakia
Poland
over-skilled under-skilledmatched
skills
The “skills mismatch” phenomenon in Europe.
Source: European Commission, “Skills challenges in Europe,” July 2014, http://skillspanorama.cedefop.europa.eu/sites/default/files/EUSP_AH_SkillsChallenges_0.pdf.
0% 20% 60% 80%40% 100%
/17
Collaboration is seen as having a direct effect
on profitability. It helps companies accelerate
innovation and consolidate competitive
market positions.
According to a Hay Group study on favorable
work climates in Europe, an organizational
climate that’s positive and conducive to
collaboration can improve an organization’s
bottom line by up to 30% while sensibly
reducing employee absence and turnover
rates.15
Additionally, a recent A.T. Kearney
study on collaborative innovation showed
that 71% of organizations expect more than
a quarter of their revenue to be generated
through collaborative innovation by 2030.16
The main issue is that European countries
vary greatly in their ability to gain competitive
advantages through collaboration and
Collaboration and the bottom line
COLLABORATION AND THE BOTTOM LINE
innovation. According to a European
Commission report on innovation
performance, some of the world’s most
innovative economies are in Europe, but so
are many countries that urgently need to
improve their capabilities.17
According to the Summary Innovation
Index, European countries can be divided
into four performance groups when it
comes to innovation:
•	Innovation leaders: Denmark, Finland,
Germany, the Netherlands, and Sweden,
which perform well above the EU average
•	Strong innovators: Austria, Belgium,
France, Ireland, Luxembourg, Slovenia, and
U.K., which perform above or close to the
EU average
•	Moderate innovators: Croatia, Cyprus,
Czech Republic, Estonia, Greece, Hungary,
Italy, Latvia, Lithuania, Malta, Poland,
Portugal, Slovakia, and Spain, which
perform below the EU average
•	Modest innovators: Bulgaria and Romania,
which perform well below the EU average.
Innovation driven by collaboration may just be
the region’s solution to sustainably addressing
a number of looming global trends. These
include the increasing innovativeness of other
regions, the shortage of young and skilled
talent, and unprecedented business models
driven by digitization.18
“Efficient, ongoing collaboration
has a fundamental impact on
business innovation, performance,
culture, and the bottom line.”
19
IMPACT
/19 MILLENNIALS VALUE COLLABORATIVE WORK ENVIRONMENTS
Millennials value collaborative
work environments
All around the world, generational dynamics
are reshaping work environments, and Europe
is no exception. More than one in three (34%)
workers in the U.S.20
are millennials21,
and they
are taking organizations in unprecedented
directions. From flat organizational structures
to flexible, collaborative, and hyper-connected
work spaces, millennials’ preferences are
actively redefining the very notions of success,
career, teamwork, and productivity.
This general trend is largely echoed in Europe.
When asked how well their current or most
recent employer fosters a collaborative,
innovative, and creative workplace, European
millennials consistently give scores higher or
on par with those of baby boomers and
Gen Xers. This suggests that current or recent
employers largely satisfy millennials’ priorities.
This propensity to make workplaces as
welcoming as possible for millennials could be
explained by a key demographic characteristic:
approximately one-fifth of Europe’s under-25
population is unemployed22
, and millennials
account for only 24% of its working-age adult
population.23
The fact that millennials are
essentially a scarce resource in Europe is a
challenge for businesses that rely on agility,
dynamism, and innovation to grow and expand.
In order to attract and retain millennials, work
environments must accommodate them as
much as possible.
/20 MILLENNIALS VALUE COLLABORATIVE WORK ENVIRONMENTS
Millennials value collaborative
work environments (continued)
A generational review of what employees’ current or most recent
employers are doing to foster a collaborative environment.
Workplace (physical and virtual) promotes
collaboration and inclusion
Organizational structure promotes
collaboration and inclusion
Culture embraces innovation and change
Managers continually foster and
encourage a culture of engagement
Company makes special efforts to retain
innovators and key knowledge workers
It’s important to work for an innovative and
progressive company
Work environment (including training,
communication, and leadership) supports
employees to deliver high levels of performance
EMEA
average Millennials Gen X
Baby
boomers
Percentage of respondents rated above, below,
or on par with (+/- 2%) with the EMEA average
The survey shows that collaboration does
not come naturally for most employees,
particularly those born before millennials.
Changing the mindset of older generations is
not an easy endeavor, but an approach that
takes generational differences into account
could help them adapt to more collaborative
environments while improving millennial
retention strategies.24
47%
43%
46%
40%
33%
43%
84%
Across the board, millennial talent stands out with an
above-average desire for collaborative environment
attributes. While changing the mindset of older
generations is not a short-term, easy endeavor, research
shows that collaborative behaviors such as showing
empathy can be learned.25
A generational approach to
those programs could be useful to companies looking
to foster a collaborative environment while at the same
time improving their millennial retention strategies.
DRIVE
/22 MYTH BUSTING: NATIONAL AND GENERATIONAL PERCEPTIONS OF COLLABORATIVE HABITS
Myth busting: national and generational
perceptions of collaborative habits
National misconceptions
In Europe, as elsewhere, national stereotypes
are common. When asked about the attributes
of their fellow Europeans, most people tend
to associate Germany with trustworthiness,
while Italians and Greeks are seen as the
least dependable.26
As a Hay Group study on European
countries’ work environments points out,
such clichés are simply not true.27
The research
reveals that Mediterranean countries are
no more easygoing or relaxed when they
do business than other European countries.
Similarly, people from Northern Europe
are not as strict and rigorous as some
stereotypes would suggest.
Russia and the Ukraine have the warmest
working environments, with more than half
(55%) of senior managers creating a positive
atmosphere for workers. More than two-thirds
(68%) of Italian managers create demotivating
working environments for their staff. Despite
being among the least authoritarian in Europe,
British and Irish leaders fail to motivate
workers, with 38% rated as creating
a demotivating atmosphere. Source: interactive map at https://www.haygroup.com/uk/flash/index.aspx?file=climatemap.27.07.swf.
D
EM
O
CRATIC COERCIVE
PACE-SETTING
COACHING
AFFILIATIVEA U
TH
O
RITATIVE
Inspiring
and movingDrivento
c
ollaborating compliance
Motivating
and
Encouraging,delegating,
people forwardachieve
L
istening and Demanding
creating harm
on
y
andbuildingcapabilities
LEADERSHIP STYLES
THAT HAVE THE
BIGGEST IMPACT ON
TEAM CLIMATE
6
/23 MYTH BUSTING: NATIONAL AND GENERATIONAL PERCEPTIONS OF COLLABORATIVE HABITS
Myth busting: national and generational
perceptions of collaborative habits (continued)
Generational blind spots
How generational cohorts feel about
each other’s capabilities and habits
around collaboration greatly affects a
team’s or an organization’s ability to
benefit from collaboration.
Co-workers from different generations
often disagree with each other when it
comes to assessing the skills and abilities
of each generation in their workplace.
This creates a delicate situation that needs
to be addressed to foster a truly collaborative
work environment.
Millennials in Europe see their dependence
on technological tools as proof of their natural
savviness and penchant for teamwork, while
Gen Xers and baby boomers see it more as
a way to avoid collaboration in general, and
face-to-face communications in particular.
Conversely, baby boomers see themselves as
largely adaptable to new processes and tools,
while millennials and Gen Xers see them as
unable—even unwilling—to embrace change.
Out of five key workplace
satisfaction criteria,
millennials in 60 countries
(including in Europe)
are least satisfied with
their work-life balance
and their supervisors’
expectations. Gen Xers
and baby boomers are
more satisfied than
millennials in three out of
five criteria: occupation,
work environment, and
work-life balance.
These generational
discrepancies are a
consistent trend in Europe
and elsewhere. They
may also explain why
millennials are roughly
twice as likely to leave a
job after two years, 1.5
times more likely to leave
after five years, and half
as likely to stay after
10 years, compared
to Gen Xers and baby
boomers.28
EMEA
average
Millennials Gen X Baby
boomers
Relative to their co-workers:
Millennials tend to value team collaboration 31% 39% 21% 20%
Millennials tend to communicate
electronically instead of face to face 47% 43% 53% 60%
Gen Xers tend to prefer working independently
instead of as part of a team 42% 47% 36% 34%
Gen Xers tend to prefer collaboration
instead of independent work 23% 17% 30% 33%
Baby boomers tend to be out of touch and
disinterested in learning new things 53% 60% 51% 21%
Baby boomers tend to be behind
the times with technology 61% 67% 60% 32%
How satisfied are you with:
your occupation (field of work)? 68% 69% 74%
the camaraderie with your co-workers? 66% 65% 65%
your work environment or setting? 59% 60% 65%
the expectations of your boss/manager/supervisor? 56% 52% 55%
your work-life balance? 55% 56% 62%
Above, below or on par with (+/- 2%) the average (%)
Generational stereotypes: European workers share their perceptions of their own generation and other generations.
/24 RECOMMENDATION TO EMPLOYERS: AVOID BURNOUT IN TOP COLLABORATORS
Research recently published in the Harvard
Business Review points to the potential
downside of overdoing collaboration in
U.S. organizations.29
Employees who are viewed as valuable
resources for information, ideas, and
connections can easily become overloaded
with demands for their time and unnecessary
meeting requests. This leads to a surprising
research finding: those viewed by their peers
as the most effective collaborators often have
the lowest engagement and career satisfaction
scores, leading to burnout, and lower morale
and/or attrition.
Collaboration is often lopsided
•	In the U.S., up to a third of value-added
collaborations come from only 3% to 5% of
employees (according to research conducted
across more than 300 firms).
•	 A single “extra miler”—an employee who
frequently contributes beyond the scope of his
or her role—can drive team performance more
than all the other members combined.
•	 Women often bear more of the collaborative
work burden. They’re stereotyped as
communal and caring, and others often lean
on them for extra help—for instance, asking
them to attend optional meetings.
All collaborative resources are not equal
Effective collaborators possess three types of
resources. The key is to ensure that others in
the organization use the most efficient resource.
For instance:
•	Informational resources—knowledge and
skills—can be captured and passed along
to others.
•	Social resources—a collaborator’s
network and access—can be used to help
colleagues better collaborate without a
significant time investment.
•	Personal resources—direct access to a
collaborator’s time and energy—should
only be available to others if the other two
options are not sufficient.
If more than 25% of colleagues’ requests are
for personal time or meetings, the collaborator
risks burnout, as they won’t have enough time
left for their own work
Reward effective collaboration
Roughly 20% of organizational “stars” in
the U.S. don’t help colleagues at all. They
are rewarded for hitting their individual
targets, even though they don’t help their
colleagues succeed.
At the same time, top collaborators may help
the organization succeed but underperform in
their own work because they are overwhelmed.
Firms must learn to identify and reward people
who are both stars and collaborators.
Recommendation to employers:
avoid burnout in top collaborators
Source: Harvard Business Review “Collaborative Overload”.
/25 RECOMMENDATION TO EMPLOYERS: AVOID BURNOUT IN TOP COLLABORATORS
Consider structural changes
One option is to designate “utility players”
who are available to field requests and lessen
demand for the busiest employees.
As an example, some hospitals now assign a
nurse preceptor—someone with no patient
responsibilities—to each floor, allowing them
to respond to requests as they emerge.
Identify top collaborators
at risk of overload
Network analysis tools can help here—for
example, Do.com monitors employees’
calendars and reports on time spent in
meetings versus solo work. Customer
relationship management programs can
pinpoint the volume, type, origin, and
destination of requests. Organizations should
identify talent at the greatest risk of overload
and focus on potential levers of change.
Encourage behavioral change
Show the most overburdened talent how
to filter and prioritize requests, giving them
permission to either say “no: or refer the
request to someone else who is better
suited to handle it. Reset norms regarding
meeting requests. Sometimes a little
culture shock is needed. For example,
Dropbox eliminated all recurring meetings
for two weeks.
Use the organization’s technology
and physical layout
Co-locate highly interdependent talent to
facilitate shorter, face-to-face collaborations
and information exchanges, rather than formal
meetings. Slack and Chatter facilitate open
discussion threads. Syndio and VoloMetrix
help talent make informed decisions about
collaborative activities.
Recommendation to employers:
avoid burnout in top collaborators (continued)
/26
Overview and methodology
A high-level look at workforce trends from Kelly
OVERVIEW AND METHODOLOGY
Background
To better understand the motivations
behind the empowered workforce, and how
employers can best act and react to worker
expectations, Kelly Services®
developed the
Kelly Global Workforce Index (KGWI), an
annual global survey that is the largest study
of its kind. In 2015, Kelly collected feedback
from 164,000 workers across 28 countries,
covering a multitude of industries and
occupations. In 2014, nearly 230,000 were
polled in 31 countries.
This study takes a high-level look at the
collaborative work environment as it pertains
to the global worker today. In addition
to analyzing worker preferences and
psychographic insights based on 2015 and
2014 KGWI survey data, this study collects
insights from 2015 PT Hiring Manager survey
data (U.S. and Canada), and explores macro
employer and employee trends using standard
secondary research sources.
Skilled candidates are in short supply across
the globe. Employers in search of workers to
support growth and innovation have to contend
with a market in which organizations face
intense competition to secure and retain the
best talent. Understanding the collaborative
work environment as a strategic opportunity
that fosters innovation, engagement, and
empathy—a strategy that can be applied to
attraction, retention, and workflow strategies—
can unlock a much-needed advantage for
companies and talent alike.
By category
Number of responses
2015 2014
Global workforce total 164,021 229,794
Employment status
	 Employed full time 57,908 66,216
	 Employed part time 11,814 16,482
	 Temporary/casual/contract work 16,299 23,680
	Unemployed 12,754 21,451
	 Looking for work 22,425 22,161
	Retired 1,060 1,262
Industry breakout
	Engineering 11,942 10,792
	 Finance and accounting 10,287 16,150
	 Information technology 9,847 10,501
	Science 5,694 6,920
Geographic breakout
	 The Americas 102,321 135,049
	EMEA 50,107 71,134
	Asia-Pacific 11,593 21,080
Generational breakout
	 Gen Y (1980–1995) 56,998 64,475
	 Gen X (1965–1979) 37,428 51,073
	 Baby boomers (1946–1964) 20,382 28,789
KGWI response detail
/27
Endnotes
1
	 Polycom, “European companies say flexible working strategies have more financial impact and benefits than cost cutting,” 2012,
http://www.polycom.co.uk/company/news/press-release-filter/2012/20120619.html.
2
	 Harvard Business Review, “Empathy is still lacking in the leaders who need it most,” Ernest J Wilson III, September 2015,
https://hbr.org/2015/09/empathy-is-still-lacking-in-the-leaders-who-need-it-most.
3	
Cisco blog, “Collaboration: what does it really mean,” Carlos Domingos, February 2011, http://blogs.cisco.com/news/collaboration-what-does-it-really-mean.
4	
Stuart Foundation, “Start Empathy,” November 12, 2015 http://www.stuartfoundation.org/NewsAndReports/InTheNews/NewsArchive
5	
McKinsey Quarterly, “Decoding leadership: What really matters,” By Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan, January 2015,
http://www.mckinsey.com/insights/leading_in_the_21st_century/decoding_leadership_what_really_matters.
6	
McKinsey Global Institute, “The social economy: Unlocking value and productivity through social technologies,” Michael Chui, James Manyika,
Jacques Bughin, Richard Dobbs, Charles Roxburgh, Hugo Sarrazin, Geoffrey Sands, and Magdalena Westergren, July 2012,
http://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy.
7	
Lab Manager, “Working Together Makes Change Work,” Mark Lanfear, February 12, 2015
http://www.labmanager.com/business-management/2015/02/working-together-makes-change-work?fw1pk=2#.Vxjy-PkrLIU
8	
Hay Group, “Hay Group climate map,” 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345.
9	
Hay Group, “Hay Group climate map,” 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345.
10	
Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload.
11	
Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload.
12	
World Economic Forum, “New vision for education—Unlocking the potential of technology,” 2015,
http://www3.weforum.org/docs/WEFUSA_NewVisionforEducation_Report2015.pdf.
13	
Organization for Economic Co-operation and Development (OECD), “Skills matter,” 2016, http://www.oecd.org/skills/skills-matter-9789264258051-en.htm.
14	
European Commission, “Skills challenges in Europe”, July 2014, http://skillspanorama.cedefop.europa.eu/sites/default/files/EUSP_AH_SkillsChallenges_0.pdf.
15	
Hay Group, “Hay Group climate map”, 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345.
16	
A.T. Kearney, “What collaborative innovation means for Europe’s future”, Kai Engel, 2015,
https://www.atkearney.com/web/davos-2015/home/-/blogs/what-collaborative-innovation-means-for-europe-s-futu-1?_33_redirect=https%3A%2F%2F
www.atkearney.com%2Fweb%2Fdavos-2015%2Fhome%2F-%2Fblogs%2Fwhat-collaborative-innovation-means-for-europe-s-futu-1.
17	
European Commission, “European innovation scoreboard,” 2016, http://ec.europa.eu/growth/industry/innovation/facts-figures/scoreboards_en.
18	
World Economic Forum (WEF), “Collaborative innovation: transforming business, driving growth,” August 2015,
http://www3.weforum.org/docs/WEF_Collaborative_Innovation_report_2015.pdf.
19	
Raconteur, “Collaboration is good for business,” October 27, 2015 http://raconteur.net/business/collaboration-is-good-for-business
20	
Richard Fry, “Millennials surpass Gen Xers as the largest generation in U.S. labor force,” May 2015,
http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force.
21	
Generally defined as the generation born between 1980 and 1995. Also known as “Generation Y.”
22	
IEDP, “A European perspective on millennials,” June 2012, http://www.iedp.com/articles/a-european-perspective-on-millennials.
23	
Bruce Stokes, “Who are Europe’s millennials?,” February 2015, http://www.pewresearch.org/fact-tank/2015/02/09/who-are-europes-millennials.
24	
UNC Kenan-Flagler Business School, Executive Development White Paper, “Creating a collaborative organizational culture,” 2014,
http://www.kenan-flagler.unc.edu/~/media/Files/documents/executive-development/unc-white-paper-creating-a-collaborative-organizational-culture.pdf.
25	
Center for Creative Leadership, “Empathy in the Workplace A Tool for Effective Leadership,” William A. Gentry, Todd J. Weber, and Golnaz Sadri, 2016
http://insights.ccl.org/wp-content/uploads/2015/04/EmpathyInTheWorkplace.pdf
26	
Pew Research Center “The new sick man of Europe: the European Union,” May 2013,
http://www.pewglobal.org/2013/05/13/chapter-3-mixed-views-of-leaders-and-each-other.
27	
Personnel Today, “Northern Europe has more collaborative work environments than the South”, Laura Chamberlain, July 2011,
http://www.personneltoday.com/hr/northern-europe-has-more-collaborative-work-environments-than-the-south.
28	
Nielsen, “Global Generational Lifestyles survey”, 2015, http://www.nielsen.com/us/en/insights/reports/2015/global-generational-lifestyles.html.
29	
Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload.
About Kelly Services
As a global leader in providing workforce solutions, Kelly Services, Inc. (Nasdaq®
: KELYA,
KELYB) and its subsidiaries offer a comprehensive array of outsourcing and consulting services
as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. In
2016, the Company is commemorating 70 years of industry leadership. Kelly has a role in
managing employment opportunities for more than one million workers around the globe by
employing 550,000 of these individuals directly, with the remaining workers engaged through
its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion. Visit
kellyservices.com and connect with us on Facebook®
, LinkedIn®
, and Twitter®
.
kellyservices.com
This information may not be published, broadcast, sold, or otherwise
distributed without prior written permission from the authorized party.
All trademarks are property of their respective owners
An Equal Opportunity Employer. © 2016 Kelly Services, Inc. 16-0019

Mais conteúdo relacionado

Mais procurados

IT: Selecting the best job offer
IT: Selecting the best job offerIT: Selecting the best job offer
IT: Selecting the best job offerKelly Services
 
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificEngaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
 
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 Candidate Experience in Europe and Asia - From Hiring to Onboarding Candidate Experience in Europe and Asia - From Hiring to Onboarding
Candidate Experience in Europe and Asia - From Hiring to OnboardingKelly Services
 
Agents of Change - Independent workers are reshaping the workforce
Agents of Change - Independent workers are reshaping the workforceAgents of Change - Independent workers are reshaping the workforce
Agents of Change - Independent workers are reshaping the workforceKelly Services
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Kelly Services
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Kelly Services
 
Avoiding Groundhog Day
Avoiding Groundhog DayAvoiding Groundhog Day
Avoiding Groundhog DayKelly Services
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads Kelly Services
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforceKelly Services
 
Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...Kelly Services
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life designKelly Services
 
Why Workers are leaving
Why Workers are leavingWhy Workers are leaving
Why Workers are leavingKelly Services
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceKelly Services
 
Executive Outlook 2014
Executive Outlook 2014Executive Outlook 2014
Executive Outlook 2014Kelly Services
 
KGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural ResourcesKGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural ResourcesKelly Services
 
KGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High TechKGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High TechKelly Services
 

Mais procurados (20)

IT: Selecting the best job offer
IT: Selecting the best job offerIT: Selecting the best job offer
IT: Selecting the best job offer
 
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificEngaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
 
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 Candidate Experience in Europe and Asia - From Hiring to Onboarding Candidate Experience in Europe and Asia - From Hiring to Onboarding
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 
Agents of Change - Independent workers are reshaping the workforce
Agents of Change - Independent workers are reshaping the workforceAgents of Change - Independent workers are reshaping the workforce
Agents of Change - Independent workers are reshaping the workforce
 
Managing Risk
Managing Risk Managing Risk
Managing Risk
 
Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?Do you have what IT Hiring Managers are looking for?
Do you have what IT Hiring Managers are looking for?
 
Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?Do you have what Scientific Hiring Managers are looking for?
Do you have what Scientific Hiring Managers are looking for?
 
Avoiding Groundhog Day
Avoiding Groundhog DayAvoiding Groundhog Day
Avoiding Groundhog Day
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforce
 
Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life design
 
Impact hiring survey results
Impact hiring survey resultsImpact hiring survey results
Impact hiring survey results
 
The 2020 Workplace
The 2020 WorkplaceThe 2020 Workplace
The 2020 Workplace
 
Why Workers are leaving
Why Workers are leavingWhy Workers are leaving
Why Workers are leaving
 
The Ideal Candidate
The Ideal CandidateThe Ideal Candidate
The Ideal Candidate
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforce
 
Executive Outlook 2014
Executive Outlook 2014Executive Outlook 2014
Executive Outlook 2014
 
KGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural ResourcesKGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural Resources
 
KGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High TechKGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High Tech
 

Destaque

Digitalisierung - Quo vadis?
Digitalisierung  - Quo vadis?Digitalisierung  - Quo vadis?
Digitalisierung - Quo vadis?proagile.de
 
KGWI 2014: Workers Preferences and Workplace Agility
KGWI 2014: Workers Preferences and Workplace AgilityKGWI 2014: Workers Preferences and Workplace Agility
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
 
Magazyn Employer Branding Q4 2015
Magazyn Employer Branding Q4 2015Magazyn Employer Branding Q4 2015
Magazyn Employer Branding Q4 2015MJCC
 
The Tru Files - Social Recruiting and Personalization
The Tru Files - Social Recruiting and PersonalizationThe Tru Files - Social Recruiting and Personalization
The Tru Files - Social Recruiting and PersonalizationKelly Services
 
Butler myungji class intro
Butler myungji class introButler myungji class intro
Butler myungji class introBrandon Butler
 
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...Kelly Services
 
Latin America Unit Lecture 3
Latin America Unit Lecture 3Latin America Unit Lecture 3
Latin America Unit Lecture 3bwellington
 
Latin America Unit Lecture 9
Latin America Unit Lecture 9Latin America Unit Lecture 9
Latin America Unit Lecture 9bwellington
 
Unit 1 Lecture
Unit 1 LectureUnit 1 Lecture
Unit 1 Lecturehist100x
 
English first hand Success Notes unit 1
English first hand Success Notes unit 1English first hand Success Notes unit 1
English first hand Success Notes unit 1Brandon Butler
 
Latin America Lect #6
Latin America Lect #6Latin America Lect #6
Latin America Lect #6bwellington
 
Unit 3 The First Mass Media Revolution
Unit 3  The First Mass Media Revolution Unit 3  The First Mass Media Revolution
Unit 3 The First Mass Media Revolution hist100x
 
Africa lecture #6
Africa lecture #6Africa lecture #6
Africa lecture #6bwellington
 
Membangun brand melalui website helofranchise.com
Membangun brand melalui website   helofranchise.comMembangun brand melalui website   helofranchise.com
Membangun brand melalui website helofranchise.comNiko Riansyah
 
Applying Enterprise technologies in Science
Applying Enterprise technologies in ScienceApplying Enterprise technologies in Science
Applying Enterprise technologies in ScienceIgor Khokhryakov
 
Regain Control over your Business
Regain Control over your BusinessRegain Control over your Business
Regain Control over your BusinessBizSmart Select
 
Surat keterangan domisili cv.jayapura
Surat keterangan domisili  cv.jayapuraSurat keterangan domisili  cv.jayapura
Surat keterangan domisili cv.jayapuraKonveksi Tas Promosi
 
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)Transparent Language, Inc.
 

Destaque (19)

Digitalisierung - Quo vadis?
Digitalisierung  - Quo vadis?Digitalisierung  - Quo vadis?
Digitalisierung - Quo vadis?
 
KGWI 2014: Workers Preferences and Workplace Agility
KGWI 2014: Workers Preferences and Workplace AgilityKGWI 2014: Workers Preferences and Workplace Agility
KGWI 2014: Workers Preferences and Workplace Agility
 
Magazyn Employer Branding Q4 2015
Magazyn Employer Branding Q4 2015Magazyn Employer Branding Q4 2015
Magazyn Employer Branding Q4 2015
 
The Tru Files - Social Recruiting and Personalization
The Tru Files - Social Recruiting and PersonalizationThe Tru Files - Social Recruiting and Personalization
The Tru Files - Social Recruiting and Personalization
 
Butler myungji class intro
Butler myungji class introButler myungji class intro
Butler myungji class intro
 
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...
SPOTLIGHT ON SCIENCE: PROMISING FUTURES FOR SCIENTIFIC AND CLINICAL RESEARCH ...
 
Latin America Unit Lecture 3
Latin America Unit Lecture 3Latin America Unit Lecture 3
Latin America Unit Lecture 3
 
Latin America Unit Lecture 9
Latin America Unit Lecture 9Latin America Unit Lecture 9
Latin America Unit Lecture 9
 
Unit 1 Lecture
Unit 1 LectureUnit 1 Lecture
Unit 1 Lecture
 
English first hand Success Notes unit 1
English first hand Success Notes unit 1English first hand Success Notes unit 1
English first hand Success Notes unit 1
 
Latin America Lect #6
Latin America Lect #6Latin America Lect #6
Latin America Lect #6
 
Unit 3 The First Mass Media Revolution
Unit 3  The First Mass Media Revolution Unit 3  The First Mass Media Revolution
Unit 3 The First Mass Media Revolution
 
Africa lecture #6
Africa lecture #6Africa lecture #6
Africa lecture #6
 
Membangun brand melalui website helofranchise.com
Membangun brand melalui website   helofranchise.comMembangun brand melalui website   helofranchise.com
Membangun brand melalui website helofranchise.com
 
Applying Enterprise technologies in Science
Applying Enterprise technologies in ScienceApplying Enterprise technologies in Science
Applying Enterprise technologies in Science
 
Regain Control over your Business
Regain Control over your BusinessRegain Control over your Business
Regain Control over your Business
 
Surat keterangan domisili cv.jayapura
Surat keterangan domisili  cv.jayapuraSurat keterangan domisili  cv.jayapura
Surat keterangan domisili cv.jayapura
 
Social Customer Service
Social Customer ServiceSocial Customer Service
Social Customer Service
 
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)
8 Mistakes That Haunt Language Learners (And How You Can Avoid Them!)
 

Semelhante a KGWI: The Collaborative Work Enviroment in Europe

HR Challenges and Solutions - Engaging and Empowering
HR Challenges and Solutions - Engaging and EmpoweringHR Challenges and Solutions - Engaging and Empowering
HR Challenges and Solutions - Engaging and EmpoweringADP Marketing
 
Distance learning for strategic hr
Distance learning for strategic hrDistance learning for strategic hr
Distance learning for strategic hrJeroen De Flander
 
11 digitalization-driven changes in people management
11 digitalization-driven changes in people management11 digitalization-driven changes in people management
11 digitalization-driven changes in people managementIESE Business School
 
CIPR Flexible Working and Public Relations guide
CIPR Flexible Working and Public Relations guideCIPR Flexible Working and Public Relations guide
CIPR Flexible Working and Public Relations guideStephen Waddington
 
cm2016_08.14_whitepaper_talent management_interactive_aus
cm2016_08.14_whitepaper_talent management_interactive_auscm2016_08.14_whitepaper_talent management_interactive_aus
cm2016_08.14_whitepaper_talent management_interactive_ausFiona Campbell
 
Surfing the Collaboration WaveFINAL
Surfing the Collaboration WaveFINALSurfing the Collaboration WaveFINAL
Surfing the Collaboration WaveFINALTrevor Merriden
 
KGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life SciencesKGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life SciencesKelly Services
 
Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I.docxPlease compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I.docxmattjtoni51554
 
14-EXECED-1957 Culture of Innovation
14-EXECED-1957 Culture of Innovation14-EXECED-1957 Culture of Innovation
14-EXECED-1957 Culture of InnovationAlison Young
 
Building Learning Cultures - PPT HR summit Kenya
Building Learning Cultures - PPT HR summit Kenya Building Learning Cultures - PPT HR summit Kenya
Building Learning Cultures - PPT HR summit Kenya SESH SUKHDEO
 
Preparing for-the-next-gen-worker-is-your-organization-ready
Preparing for-the-next-gen-worker-is-your-organization-readyPreparing for-the-next-gen-worker-is-your-organization-ready
Preparing for-the-next-gen-worker-is-your-organization-readyRye Cruz
 
Forbes Articles Talent Management-converted-compressed.pdf
Forbes Articles Talent Management-converted-compressed.pdfForbes Articles Talent Management-converted-compressed.pdf
Forbes Articles Talent Management-converted-compressed.pdfPallavi Chaturvedi
 
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...HR Network marcus evans
 
Attract, Retain, and Grow your people to grow your impact and the role of lea...
Attract, Retain, and Grow your people to grow your impact and the role of lea...Attract, Retain, and Grow your people to grow your impact and the role of lea...
Attract, Retain, and Grow your people to grow your impact and the role of lea...The Pathway Group
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loIan Symes
 
Physical Security Threats Case Study This case study builds upon y.docx
Physical Security Threats Case Study This case study builds upon y.docxPhysical Security Threats Case Study This case study builds upon y.docx
Physical Security Threats Case Study This case study builds upon y.docxkarlhennesey
 

Semelhante a KGWI: The Collaborative Work Enviroment in Europe (20)

useful
usefuluseful
useful
 
HR Challenges and Solutions - Engaging and Empowering
HR Challenges and Solutions - Engaging and EmpoweringHR Challenges and Solutions - Engaging and Empowering
HR Challenges and Solutions - Engaging and Empowering
 
Distance learning for strategic hr
Distance learning for strategic hrDistance learning for strategic hr
Distance learning for strategic hr
 
11 digitalization-driven changes in people management
11 digitalization-driven changes in people management11 digitalization-driven changes in people management
11 digitalization-driven changes in people management
 
CIPR Flexible Working and Public Relations guide
CIPR Flexible Working and Public Relations guideCIPR Flexible Working and Public Relations guide
CIPR Flexible Working and Public Relations guide
 
cm2016_08.14_whitepaper_talent management_interactive_aus
cm2016_08.14_whitepaper_talent management_interactive_auscm2016_08.14_whitepaper_talent management_interactive_aus
cm2016_08.14_whitepaper_talent management_interactive_aus
 
Surfing the Collaboration WaveFINAL
Surfing the Collaboration WaveFINALSurfing the Collaboration WaveFINAL
Surfing the Collaboration WaveFINAL
 
KGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life SciencesKGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life Sciences
 
Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I.docxPlease compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I.docx
 
14-EXECED-1957 Culture of Innovation
14-EXECED-1957 Culture of Innovation14-EXECED-1957 Culture of Innovation
14-EXECED-1957 Culture of Innovation
 
Building Learning Cultures - PPT HR summit Kenya
Building Learning Cultures - PPT HR summit Kenya Building Learning Cultures - PPT HR summit Kenya
Building Learning Cultures - PPT HR summit Kenya
 
Preparing for-the-next-gen-worker-is-your-organization-ready
Preparing for-the-next-gen-worker-is-your-organization-readyPreparing for-the-next-gen-worker-is-your-organization-ready
Preparing for-the-next-gen-worker-is-your-organization-ready
 
Collective leadership by Peter Hawkins
Collective leadership by Peter HawkinsCollective leadership by Peter Hawkins
Collective leadership by Peter Hawkins
 
Forbes Articles Talent Management-converted-compressed.pdf
Forbes Articles Talent Management-converted-compressed.pdfForbes Articles Talent Management-converted-compressed.pdf
Forbes Articles Talent Management-converted-compressed.pdf
 
Engaging employees
Engaging employeesEngaging employees
Engaging employees
 
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...
Overcoming the Challenges of Merging Different Corporate Cultures - Laura Que...
 
Attract, Retain, and Grow your people to grow your impact and the role of lea...
Attract, Retain, and Grow your people to grow your impact and the role of lea...Attract, Retain, and Grow your people to grow your impact and the role of lea...
Attract, Retain, and Grow your people to grow your impact and the role of lea...
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
 
RM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_loRM_TalkTheTalk_Whitepaper_lo
RM_TalkTheTalk_Whitepaper_lo
 
Physical Security Threats Case Study This case study builds upon y.docx
Physical Security Threats Case Study This case study builds upon y.docxPhysical Security Threats Case Study This case study builds upon y.docx
Physical Security Threats Case Study This case study builds upon y.docx
 

Mais de Kelly Services

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsKelly Services
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Kelly Services
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Kelly Services
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Kelly Services
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Kelly Services
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - QuizKelly Services
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT BerufenKelly Services
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKelly Services
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMEKelly Services
 
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGCAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGKelly Services
 
Work-Life Design Switzerland - French
Work-Life Design Switzerland - FrenchWork-Life Design Switzerland - French
Work-Life Design Switzerland - FrenchKelly Services
 
Work-Life Design Switzerland
Work-Life Design Switzerland Work-Life Design Switzerland
Work-Life Design Switzerland Kelly Services
 
Work-Life Design Switzerland - German
Work-Life Design Switzerland - GermanWork-Life Design Switzerland - German
Work-Life Design Switzerland - GermanKelly Services
 
Q1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market QuarterlyQ1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market QuarterlyKelly Services
 
Work-Life Design - the new balance
Work-Life Design - the new balanceWork-Life Design - the new balance
Work-Life Design - the new balanceKelly Services
 
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedGet Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedKelly Services
 
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets RevealedGet Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets RevealedKelly Services
 
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets RevealedGet Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets RevealedKelly Services
 
Get Hired: Engineering Hiring Managers’ Top Secrets Revealed
Get Hired: Engineering Hiring Managers’ Top Secrets RevealedGet Hired: Engineering Hiring Managers’ Top Secrets Revealed
Get Hired: Engineering Hiring Managers’ Top Secrets RevealedKelly Services
 

Mais de Kelly Services (20)

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionals
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals 
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - Quiz
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT Berufen
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European Perspective
 
Women in STEM
Women in STEMWomen in STEM
Women in STEM
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUME
 
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGCAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
 
Work-Life Design Switzerland - French
Work-Life Design Switzerland - FrenchWork-Life Design Switzerland - French
Work-Life Design Switzerland - French
 
Work-Life Design Switzerland
Work-Life Design Switzerland Work-Life Design Switzerland
Work-Life Design Switzerland
 
Work-Life Design Switzerland - German
Work-Life Design Switzerland - GermanWork-Life Design Switzerland - German
Work-Life Design Switzerland - German
 
Q1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market QuarterlyQ1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market Quarterly
 
Work-Life Design - the new balance
Work-Life Design - the new balanceWork-Life Design - the new balance
Work-Life Design - the new balance
 
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedGet Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
 
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets RevealedGet Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
 
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets RevealedGet Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
 
Get Hired: Engineering Hiring Managers’ Top Secrets Revealed
Get Hired: Engineering Hiring Managers’ Top Secrets RevealedGet Hired: Engineering Hiring Managers’ Top Secrets Revealed
Get Hired: Engineering Hiring Managers’ Top Secrets Revealed
 

Último

Moaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects PortfolioMoaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects Portfoliomoaaz el-shayeb
 
Blockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfBlockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfVISHNURAJSSNSCEAD
 
asdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsasdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsJulia Kaye
 
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxSTORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxsheenam bansal
 
Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................calvinjamesmappala
 
127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP InternationalManu Mitra
 
Audhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfAudhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfaudhinafh1
 
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Md Shaifullar Rabbi
 
Nashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashonHolloway
 
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFJulia Kaye
 
How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?StrengthsTheatre
 
10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdfEducationView
 
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsChapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsMd Shaifullar Rabbi
 
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FaHaD .H. NooR
 
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxkids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxJagrutiSononee
 
wealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxwealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxAnuragBhakuni4
 
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfreStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfKen Fuller
 

Último (17)

Moaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects PortfolioMoaaz Hassan El-Shayeb - Projects Portfolio
Moaaz Hassan El-Shayeb - Projects Portfolio
 
Blockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdfBlockchain_TezosDeveloperCommunitySNSCE.pdf
Blockchain_TezosDeveloperCommunitySNSCE.pdf
 
asdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffsasdfasdiofujasloidfoia nslkflsdkaf jljffs
asdfasdiofujasloidfoia nslkflsdkaf jljffs
 
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptxSTORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
STORY OF SUSAN & JUDY - CEREBRAL PALSY.pptx
 
Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................Fireman Resume Strikuingly Text............................
Fireman Resume Strikuingly Text............................
 
127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International127. Reviewer Certificate in BP International
127. Reviewer Certificate in BP International
 
Audhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdfAudhina Nur Afifah Resume & Portofolio_2024.pdf
Audhina Nur Afifah Resume & Portofolio_2024.pdf
 
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
Chapter-4 Introduction to Global Distributions System and Computerized Reserv...
 
Nashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - PrivNashon Holloway - Media/Press Kit - Priv
Nashon Holloway - Media/Press Kit - Priv
 
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJFASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
ASDFSDFASDFASDFASDFOUIASHDFOIASUD FOIJSADO;IFJOISADJF
 
How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?How to Host a Successful Webinar for Success?
How to Host a Successful Webinar for Success?
 
10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf10 Things That Will Shape the Future of Education.pdf
10 Things That Will Shape the Future of Education.pdf
 
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, ConventionsChapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
Chapter-1 IATA, UFTAA, ICAO, FAA, CAA, ATAB, Conventions
 
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
FAHAD HASSAN NOOR || UCP Business School Data Analytics Head Recommended | MB...
 
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptxkids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
kids gpaddfghtggvgghhhuuuuuhhhgggggy.pptx
 
wealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptxwealth_spend_bharatpeVerse_Analysis .pptx
wealth_spend_bharatpeVerse_Analysis .pptx
 
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdfreStartEvents March 28th TS/SCI & Above Employer Directory.pdf
reStartEvents March 28th TS/SCI & Above Employer Directory.pdf
 

KGWI: The Collaborative Work Enviroment in Europe

  • 2. The collaborative work environment Is there a key workplace factor that would improve both a company’s profitability and their ability to attract and retain top talent? Collaboration is becoming just that factor. MILLENNIALS GEN X BABY BOOMERS How generational cohorts feel about each other’s capabilities around collaboration greatly impacts the effectiveness in leveraging its benefits. So, how do their perceptions differ? Generational perceptions 32% MILLENNIALS TEND TO VALUE COLLABORATION GEN X TENDS TO PREFER WORKING INDEPENDENTLY INSTEAD OF AS PART OF A TEAM BABY BOOMERS TEND TO BE BEHIND THE TIMES WITH TECHNOLOGY Highly individualized work with limited teamwork and opportunities to collaborate with others (preference ranging from 5%–30%) Highly collaborative environment, cross-functional teams (preference ranging from 41%–80%) FEATURES OF AN IDEAL WORK ENVIRONMENT CITED BY EUROPEAN TALENT, BY REGION Highly collaborative environment vs highly individualized work 60%67% 47% 36% 34% 21%21%39% The top three features European workers use to define their ideal work environment are: 60% Highly collaborative environment 44% A culture of innovation and creativity 43% Flexible work arrangements Ireland UK Luxembourg Belgium Denmark Norway Italy Russia Portugal France PolandGermany Switzerland Hungary Sweden Netherlands
  • 3. /3 Contents 4 / Introduction 5 / Collaboration and empathy as drivers of business success 7 / Building a collaborative culture 8 / Workers’ perspectives on the collaborative workplace culture 10 / The ideal work environment is collaborative 13 / There are still challenges to establishing a collaborative environment 15 / A mismatch of skills 17 / Collaboration and the bottom line 19 / Millennials value collaborative work environments 22 / Myth busting: national and generational perceptions of collaborative habits 24 / Recommendation to employers: avoid burnout in top collaborators 26/ Overview and methodology
  • 4. /4 Introduction INTRODUCTION Is there a key workplace factor that can improve both a company’s profitability and its ability to attract and retain top talent? Across Europe, collaboration is becoming just that opportunity. Two-thirds of European business leaders agree that enabling flexible working environments has a bigger financial impact on their bottom line than cutting operational costs. They also report a 39% increase in employee productivity when flexible work arrangements are allowed.1 Meanwhile, millennial talent—a segment of the population with critical future-ready skills—stand out with an above-average desire to work in agile, inclusive, and collaborative environments. With skilled candidates in short supply in many European industries, it’s important for employers to understand that they can attain a collaborative work environment, and that such an environment can help to foster worker engagement and capture a competitive advantage. As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report collects insights from the Kelly Free Agent Survey (2015) and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data. Visit kellyservices.com for additional reports, articles, and insights.
  • 5. /5 COLLABORATION AND EMPATHY AS DRIVERS OF BUSINESS SUCCESS Collaboration and empathy as drivers of business success Empathy Defined as a deep emotional intelligence that is closely connected to cultural competence, empathy enables those who possess it to see the world through the eyes of others and understand their unique perspectives.2 Collaboration Collaboration is characterized by highly diversified teams working together, both inside and outside a company, to create value by improving innovation, customer relationships, and efficiency.3 To be successful, businesses need to hire people capable of both collaboration and empathy, and create an environment that nurtures and encourages these skills. Recruiting and retaining more collaborative and empathetic people: • Strengthens employer brand • Has greater appeal to millennials, improving both recruitment and retention • Encourages a more diverse talent pool by promoting inclusive decision-making • Results in higher engagement of talent from a greater sense of satisfaction, belonging, and trust in co-workers and managers when given opportunities to participate in collaborative activities • Improves employee health and wellness. Top- and bottom-line returns include: • More productive knowledge workers • Improve profitability. Better product development: • Ensures consumer-centric design • Decreases time to market • Encourages more innovation.
  • 6. “Change is constant. Problems are global. Information is at our fingertips. In the era of Wikipedia® , does it really matter how much you can memorize? What’s more important is that you can take the perspective of others—whether you’re designing a new technology, or negotiating, or anticipating the uncertain. Indeed, how well we do—whether in the classroom or the boardroom—depends more than ever on how well we forge and navigate relationships. In this way, empathy is the new literacy: essential for us to communicate, collaborate, and lead.” —Stuart Foundation4 LEAD
  • 7. IMPROVED OUTCOMES The employer brand is stronger, attracting and retaining diverse, highly skilled talent—especially millennials and those with professional or technical skill sets. Talent is more engaged, leading to greater discretionary work efforts and productivity. Both talent and the organization as a whole are more resilient to market fluctuations. Time to market is faster, improving market position. Top- and bottom-line returns are higher. CULTURE SHIFT Collaboration skills are a new currency in the age of career resilience and employability. Skill building, and training and development become part of a compensation package. Fresh ideas cross-pollinate across silos and boundaries within an organization (via partners and vendors), and also stimulate debate through greater trust and communication. Collaborative behaviors are recognised and rewarded over competitive behaviors. A culture that is truly supportive of empathy and collaboration requires constant nurturing and leadership from the top. /7 Building a collaborative culture BUILDING A COLLABORATIVE CULTURE LEAD FROM THE TOP In a recent global survey, McKinsey found that 89% of variance between strong and weak organizations in terms of leadership effectiveness is driven by four traits5 : 1. Being supportive 2. Seeking different perspectives 3. Solving problems effectively 4. Operating with a strong results orientation. Having an open door policy helps, as does transparency into corporate strategies and goals. TRAIN ALL TALENT Don’t just train full-time employees. Encourage all employees to: • Develop critical soft skills such as listening, empathy, and communication • Help smooth out differences in generational working styles and bust generational myths. Training and development programs are important to 66% of global talent. BUILD AND USE DIVERSE TEAMS For all mission-critical decisions and projects, engage teams that cross: • Talent categories (including employees, independent contractors, and partners) • Functional areas • Demographic factors (including age and ethnicity). Keep teams to a manageable size and use intelligent workforce design to support formal and informal collaboration. USE COLLABORATIVE TECHNOLOGIES Play a supportive role in creating cultural building blocks that can help drive better outcomes. For instance: • The McKinsey Global Institute suggests that fully connecting talent via social networking technologies can improve knowledge-worker productivity by 20% to 25%.6 • Using video conferencing (which is still underutilized) gives employees “presence” when working remotely. Innovative enterprises make creating a collaborative work culture a top priority to compete effectively in rapidly changing and volatile market conditions. They aren’t hampered by older ways of thinking about collaboration as activity-based or “extra” work. CORE BUILDING BLOCKS
  • 8. /8 WORKERS’ PERSPECTIVES ON THE COLLABORATIVE WORKPLACE CULTURE In Europe, as in the United States (U.S.), companies can do better in encouraging a collaborative work environment. Less than half (47%) of European workers feel that their current or most recent employer’s (physical and virtual) workplace promotes collaboration and inclusion. Norway (52%) and Russia (57%) lead the region in this regard, while the United Kingdom (U.K.) and Denmark lag behind on 35%. Similarly, only 40% of surveyed Europeans believe their organizations structure promotes collaboration and inclusion. With 57% and 24% respectively, Russia and Denmark sit at opposing ends of the spectrum. Given the strong business case for a collaborative work environment, there is an urgent need for improvement. According to the 2015 and 2014 KGWI, European talent sees professional growth and personal development as key areas that improve work environments. Workers’ perspectives on the collaborative workplace culture 65% of European workers say initiatives to improve workers’ work-life balance contribute to an employer’s attractiveness. 64% consider opportunities for advancement a key driver in their decision to accept one job over another. 43% of European workers say their employer continually fosters and encourages a culture of engagement. 59% value training and development programs. 33% say special efforts are made to retain innovators and key knowledge workers. 26% feel fully engaged with their current employer. Professional growth and personal development are key to making work environments more attractive. Collaborative structures, processes, and innovations can increase employee engagement. 43% 64% 59%65% 33% 26%
  • 9. /9 WORKERS’ PERSPECTIVES ON THE COLLABORATIVE WORKPLACE CULTURE Workers’ perspectives on the collaborative workplace culture (continued) Generational insights* 4% of Italian workers feel fully engaged with their employer, versus 39% of Norwegians. 8% of Portuguese workers feel highly valued by their employer, versus 22% of workers in Norway and Russia. 8/22% 33% of Irish workers feel more loyal to their employer compared to the previous year. International opportunities make an organization attractive to 42% of millennials, versus 24% of baby boomers. Non-traditional perks and benefits are important to 33% of millennials, versus only 22% of baby boomers. Work-life balance is important to 63% of millennials, versus 68% of Gen Xers. Deriving a sense of purpose from work is important to 37% of millennials, versus 39% of Gen Xers and 44% of baby boomers. 33% 42/24% 63/68% 33/22% 37/39/44% 41% of Hungarian and British workers feel less loyal compared to the previous year. 41% The shortcomings of region-wide labor policies lead to important disparities between countries. Collaborative work cultures are far from being widespread. In Europe, as in the U.S., much progress has been made in making work environments more conducive to, and supportive of, collaboration. However, these kinds of work environments are not common. 84% of European workers say working for an innovative or progressive company is important to them, but only 18% strongly agree that their company culture embraces innovation and change, and only 14% strongly agree that the organization’s structure actively promotes collaboration and inclusion. *See page 18 for more generational insight. 4/39%
  • 10. /10 The ideal work environment is collaborative THE IDEAL WORK ENVIRONMENT IS COLLABORATIVE When asked to describe their ideal work environment, European workers focus on elements that make their day-to-day lives more flexible and collaborative. The top three features they look for in their ideal work environment are flexible work arrangements (43%), a culture of innovation and creativity (44%), and a highly collaborative environment (60%). A highly collaborative environment ranks highest in Belgium, France, Italy, and Portugal (from 63% to 80%). Flexible work arrangements are more of a priority for German, Hungarian, Dutch, Swedish, Norwegian, Danish, and British workers (from 54% to 64%). Similar to the trend in the U.S., professional/ technical talent in Europe stands out with an above-average appetite for these same elements. The IT, science, and engineering segments consistently place more emphasis on a company’s ability to expose them to the latest technologies and top-notch equipment (from 63% to 80%). Highly collaborative environment, cross-functional teams Highly individualized work with limited teamwork and limited opportunities to collaborate with others 60% 14% 62% 35% 63% 36% 59% 29% 71% 32% Competitive, where the rewards and risks are high 14% Virtual teams 32% Traditional hierarchical organizational structure 25% Culture of innovation and creativity where the status quo is challenged 44% 49% 29% 54% 31% 39% 26% 54% 27% Matrixed organizational structure 29% Traditional work arrangements—9–5 schedule for all 25% Flexible work arrangements such as remote work options, flexible schedules/hours 43% 41% 25% 57% 21% 46% 26% 43% 22% Rapid pace with constant change— always something new 28% Exposure to latest technologies and top-notch equipment 39% 52% 20% 37% 17% 14% 61% 18% 47% 15% 16% 37% 21% 31% 14% 15% 49% 22% 25% 9% 9% Percentage of respondents with professional/technical skills who rank ideal work environment features above, below, or on par with (+/-2%) the regional average Engineering Financeand accounting Information technology Science Features of an ideal work environment cited by European talent (regional versus occupational averages): Europe
  • 11. /11 The ideal work environment is collaborative (continued) THE IDEAL WORK ENVIRONMENT IS COLLABORATIVE Percentage of respondents from Europe, the Middle East and Africa (EMEA) who rank ideal work environment features above, below, or on par with (+/-2%) the regional average Features of an ideal work environment cited by European talent (regional versus national averages): Europe Global Belgium Denmark France Germany Hungary Ireland Italy Luxembourg Netherlands Norway Poland Portugal Russia Sweden Switzerland UnitedKingdom Highly collaborative environment, cross-functional teams 60% 57% 68% 70% 63% 54% 44% 56% 80% 58% 55% 69% 52% 67% 55% 41% 57% 54% Culture of innovation and creativity where the status quo is challenged 44% 39% 50% 19% 41% 35% 50% 40% 50% 46% 41% 40% 38% 43% 46% 56% 42% 42% Flexible work arrangements such as remote work options, flexible schedules/hours 43% 54% 49% 64% 30% 62% 61% 43% 34% 38% 57% 57% 50% 29% 47% 57% 50% 54% Exposure to latest technologies and top-notch equipment 39% 44% 43% 24% 27% 41% 33% 44% 54% 30% 39% 33% 35% 43% 54% 36% 34% 46% Virtual teams 32% 37% 38% 26% 27% 20% 36% 32% 41% 46% 34% 34% 41% 38% 32% 42% 25% 37% Matrixed organizational structure 29% 29% 23% 30% 24% 35% 33% 25% 34% 24% 27% 29% 31% 26% 29% 35% 30% 30% Rapid pace with constant change— always something new 28% 32% 29% 23% 25% 14% 16% 25% 47% 36% 24% 34% 33% 28% 35% 26% 21% 33% Traditional hierarchical organizational structure 25% 27% 21% 21% 27% 21% 24% 25% 18% 22% 24% 15% 28% 25% 28% 18% 25% 31% Traditional work arrangements—9–5 schedule for all 24% 32% 21% 28% 30% 15% 20% 27% 19% 22% 15% 10% 46% 28% 20% 17% 21% 28% Competitive, where the rewards and risks are high 14% 21% 14% 6% 12% 5% 8% 21% 12% 10% 12% 20% 15% 21% 18% 14% 9% 21% Highly individualized work with limited teamwork and limited opportunities to collaborate with others 14% 18% 10% 15% 9% 6% 16% 12% 6% 12% 14% 27% 20% 5% 30% 16% 9% 15%
  • 12. “With collaboration comes the chance for fresh thinking to emerge and disparate skills to be utilized, which can improve the way your company does business—often in unexpected ways and from unexpected sources. That’s why a reliable talent supply chain is so important. It can help ensure that you maintain a consistent business footprint, which is especially critical when you are faced with unexpected challenges that require cost-effective solutions.” —Mark Lanfear, KellyOCG Global Practice lead, Life Sciences7 FRESH
  • 13. /13 Effective teamwork makes everyone look better, but change can be hard. Across Europe, a positive and conducive work climate can improve an organization’s bottom line by up to 30% while sensibly reducing absence and turnover rates.8 But collaboration can initially be uncomfortable. When putting top talent together in new or varied working arrangements, workers can be resistant and can overlook learning opportunities because they are more focused on competing with each other. There are still challenges to establishing a collaborative environment THERE ARE STILL CHALLENGES TO ESTABLISHING A COLLABORATIVE ENVIRONMENT Adjusting to the culture of collaboration requires two important steps. First, identify and empower top collaborators who can ease the rest of the workforce into more flexible and collaborative processes. Across Europe, up to 70% of a team’s work environment is influenced by its leaders’ style and approach, but many are still struggling to create a collaborative environment despite wanting to move in this direction.9 Second, companies must effectively track the impact of changing practices on top collaborators and their teams. If not properly managed, the sheer abundance of options and possibilities can lead to burnout, lower engagement, and attrition due to collaboration overload.10
  • 14. /14 THERE ARE STILL CHALLENGES TO ESTABLISHING A COLLABORATIVE ENVIRONMENT There are still challenges to establishing a collaborative environment (continued) Opportunities Collaboration can reinvigorate organizations by fully engaging employees, improving retention, and increasing innovation. Even with all the known benefits of collaboration, many organizations feel pressure to keep the status quo. Challenges As organizations grow and adapt to current market conditions, new work arrangements have emerged that span the talent supply chain, including dealing with remote and geographically disparate teams, independent contractors, and other flexible arrangements. At the same time, organizations continue to attempt to do more with less, expanding workloads while shrinking budgets. All this adds to the challenge of fostering a collaborative environment. Specific challenges include: • Breaking down entrenched knowledge and management silos • Moving beyond collaboration’s “messiness” and reputation for being time-consuming • Managing different work arrangements and styles within the same team • Sharing a team reputation when it hinges on everyone in that team • Changing the rules of engagement that might have worked for some talent • Finding people with the right soft skills, including the ability to collaborate • Ensuring that collaboration is used effectively to drive business results, rather than becoming an excuse for “meeting overload”. Talent should be included in meetings where appropriate—when their contacts, insights, or information can’t be obtained in a briefer or more effective manner.11 To move towards a more collaborative environment, consider these approaches: • Make sure workers understand the benefits of collaboration. • Nurture, encourage, and reward collaborative behaviors through strong leadership. • Invest in collaborative technology and supportive leaders to move projects along between working sessions. • Track the outcomes of collaborative efforts and showcase the return on investment.
  • 15. /15 A MISMATCH OF SKILLS A mismatch of skills Despite all the talk about hard-skill needs, soft skills such as critical thinking, problem-solving, persistence, collaboration, and curiosity are crucial for workers to thrive in a rapidly evolving, technology-driven world.12 An OECD survey conducted across 33 European countries showed that proficiency in soft skills is positively associated with many aspects of individual wellbeing, including health, trust in others, and participation in volunteer or community activities.13 However, it is a challenge to find the right soft skills in European candidates. This is partly due to the region’s significant skills mismatch, a trend that’s closely linked to lower job satisfaction and increased staff turnover. In 2014, 43% of European Union (EU) employees were working in jobs that did not match their skills or qualifications. This has a more severe affect on young people, migrant workers, and those working in part-time or contract-based jobs. Over-skilled workers were more prevalent in Romania, Greece, Cyprus, Slovenia, and the U.K., while under-skilling was more of an issue in Austria, Germany, Estonia, and Lithuania.14 What people do with what they know is just as important as what they know. Employers can play an important role in ensuring European workers’ skills and competences are used in the most productive way. Enabling worker empowerment by increasing their autonomy, task discretion, control, and responsibility— all elements of collaboration—can encourage employees to fully use or further develop their soft skills.
  • 16. /16 A MISMATCH OF SKILLS A mismatch of skills (continued) Greece Lithuania Spain Portugal Ireland Italy Cyprus Malta Luxembourg Austria Germany Netherlands Latvia Estonia Denmark Belgium United Kingdom Sweden France Hungary Poland Bulgaria Romania Czech Republic Slovenia Slovakia Poland over-skilled under-skilledmatched skills The “skills mismatch” phenomenon in Europe. Source: European Commission, “Skills challenges in Europe,” July 2014, http://skillspanorama.cedefop.europa.eu/sites/default/files/EUSP_AH_SkillsChallenges_0.pdf. 0% 20% 60% 80%40% 100%
  • 17. /17 Collaboration is seen as having a direct effect on profitability. It helps companies accelerate innovation and consolidate competitive market positions. According to a Hay Group study on favorable work climates in Europe, an organizational climate that’s positive and conducive to collaboration can improve an organization’s bottom line by up to 30% while sensibly reducing employee absence and turnover rates.15 Additionally, a recent A.T. Kearney study on collaborative innovation showed that 71% of organizations expect more than a quarter of their revenue to be generated through collaborative innovation by 2030.16 The main issue is that European countries vary greatly in their ability to gain competitive advantages through collaboration and Collaboration and the bottom line COLLABORATION AND THE BOTTOM LINE innovation. According to a European Commission report on innovation performance, some of the world’s most innovative economies are in Europe, but so are many countries that urgently need to improve their capabilities.17 According to the Summary Innovation Index, European countries can be divided into four performance groups when it comes to innovation: • Innovation leaders: Denmark, Finland, Germany, the Netherlands, and Sweden, which perform well above the EU average • Strong innovators: Austria, Belgium, France, Ireland, Luxembourg, Slovenia, and U.K., which perform above or close to the EU average • Moderate innovators: Croatia, Cyprus, Czech Republic, Estonia, Greece, Hungary, Italy, Latvia, Lithuania, Malta, Poland, Portugal, Slovakia, and Spain, which perform below the EU average • Modest innovators: Bulgaria and Romania, which perform well below the EU average. Innovation driven by collaboration may just be the region’s solution to sustainably addressing a number of looming global trends. These include the increasing innovativeness of other regions, the shortage of young and skilled talent, and unprecedented business models driven by digitization.18
  • 18. “Efficient, ongoing collaboration has a fundamental impact on business innovation, performance, culture, and the bottom line.” 19 IMPACT
  • 19. /19 MILLENNIALS VALUE COLLABORATIVE WORK ENVIRONMENTS Millennials value collaborative work environments All around the world, generational dynamics are reshaping work environments, and Europe is no exception. More than one in three (34%) workers in the U.S.20 are millennials21, and they are taking organizations in unprecedented directions. From flat organizational structures to flexible, collaborative, and hyper-connected work spaces, millennials’ preferences are actively redefining the very notions of success, career, teamwork, and productivity. This general trend is largely echoed in Europe. When asked how well their current or most recent employer fosters a collaborative, innovative, and creative workplace, European millennials consistently give scores higher or on par with those of baby boomers and Gen Xers. This suggests that current or recent employers largely satisfy millennials’ priorities. This propensity to make workplaces as welcoming as possible for millennials could be explained by a key demographic characteristic: approximately one-fifth of Europe’s under-25 population is unemployed22 , and millennials account for only 24% of its working-age adult population.23 The fact that millennials are essentially a scarce resource in Europe is a challenge for businesses that rely on agility, dynamism, and innovation to grow and expand. In order to attract and retain millennials, work environments must accommodate them as much as possible.
  • 20. /20 MILLENNIALS VALUE COLLABORATIVE WORK ENVIRONMENTS Millennials value collaborative work environments (continued) A generational review of what employees’ current or most recent employers are doing to foster a collaborative environment. Workplace (physical and virtual) promotes collaboration and inclusion Organizational structure promotes collaboration and inclusion Culture embraces innovation and change Managers continually foster and encourage a culture of engagement Company makes special efforts to retain innovators and key knowledge workers It’s important to work for an innovative and progressive company Work environment (including training, communication, and leadership) supports employees to deliver high levels of performance EMEA average Millennials Gen X Baby boomers Percentage of respondents rated above, below, or on par with (+/- 2%) with the EMEA average The survey shows that collaboration does not come naturally for most employees, particularly those born before millennials. Changing the mindset of older generations is not an easy endeavor, but an approach that takes generational differences into account could help them adapt to more collaborative environments while improving millennial retention strategies.24 47% 43% 46% 40% 33% 43% 84%
  • 21. Across the board, millennial talent stands out with an above-average desire for collaborative environment attributes. While changing the mindset of older generations is not a short-term, easy endeavor, research shows that collaborative behaviors such as showing empathy can be learned.25 A generational approach to those programs could be useful to companies looking to foster a collaborative environment while at the same time improving their millennial retention strategies. DRIVE
  • 22. /22 MYTH BUSTING: NATIONAL AND GENERATIONAL PERCEPTIONS OF COLLABORATIVE HABITS Myth busting: national and generational perceptions of collaborative habits National misconceptions In Europe, as elsewhere, national stereotypes are common. When asked about the attributes of their fellow Europeans, most people tend to associate Germany with trustworthiness, while Italians and Greeks are seen as the least dependable.26 As a Hay Group study on European countries’ work environments points out, such clichés are simply not true.27 The research reveals that Mediterranean countries are no more easygoing or relaxed when they do business than other European countries. Similarly, people from Northern Europe are not as strict and rigorous as some stereotypes would suggest. Russia and the Ukraine have the warmest working environments, with more than half (55%) of senior managers creating a positive atmosphere for workers. More than two-thirds (68%) of Italian managers create demotivating working environments for their staff. Despite being among the least authoritarian in Europe, British and Irish leaders fail to motivate workers, with 38% rated as creating a demotivating atmosphere. Source: interactive map at https://www.haygroup.com/uk/flash/index.aspx?file=climatemap.27.07.swf. D EM O CRATIC COERCIVE PACE-SETTING COACHING AFFILIATIVEA U TH O RITATIVE Inspiring and movingDrivento c ollaborating compliance Motivating and Encouraging,delegating, people forwardachieve L istening and Demanding creating harm on y andbuildingcapabilities LEADERSHIP STYLES THAT HAVE THE BIGGEST IMPACT ON TEAM CLIMATE 6
  • 23. /23 MYTH BUSTING: NATIONAL AND GENERATIONAL PERCEPTIONS OF COLLABORATIVE HABITS Myth busting: national and generational perceptions of collaborative habits (continued) Generational blind spots How generational cohorts feel about each other’s capabilities and habits around collaboration greatly affects a team’s or an organization’s ability to benefit from collaboration. Co-workers from different generations often disagree with each other when it comes to assessing the skills and abilities of each generation in their workplace. This creates a delicate situation that needs to be addressed to foster a truly collaborative work environment. Millennials in Europe see their dependence on technological tools as proof of their natural savviness and penchant for teamwork, while Gen Xers and baby boomers see it more as a way to avoid collaboration in general, and face-to-face communications in particular. Conversely, baby boomers see themselves as largely adaptable to new processes and tools, while millennials and Gen Xers see them as unable—even unwilling—to embrace change. Out of five key workplace satisfaction criteria, millennials in 60 countries (including in Europe) are least satisfied with their work-life balance and their supervisors’ expectations. Gen Xers and baby boomers are more satisfied than millennials in three out of five criteria: occupation, work environment, and work-life balance. These generational discrepancies are a consistent trend in Europe and elsewhere. They may also explain why millennials are roughly twice as likely to leave a job after two years, 1.5 times more likely to leave after five years, and half as likely to stay after 10 years, compared to Gen Xers and baby boomers.28 EMEA average Millennials Gen X Baby boomers Relative to their co-workers: Millennials tend to value team collaboration 31% 39% 21% 20% Millennials tend to communicate electronically instead of face to face 47% 43% 53% 60% Gen Xers tend to prefer working independently instead of as part of a team 42% 47% 36% 34% Gen Xers tend to prefer collaboration instead of independent work 23% 17% 30% 33% Baby boomers tend to be out of touch and disinterested in learning new things 53% 60% 51% 21% Baby boomers tend to be behind the times with technology 61% 67% 60% 32% How satisfied are you with: your occupation (field of work)? 68% 69% 74% the camaraderie with your co-workers? 66% 65% 65% your work environment or setting? 59% 60% 65% the expectations of your boss/manager/supervisor? 56% 52% 55% your work-life balance? 55% 56% 62% Above, below or on par with (+/- 2%) the average (%) Generational stereotypes: European workers share their perceptions of their own generation and other generations.
  • 24. /24 RECOMMENDATION TO EMPLOYERS: AVOID BURNOUT IN TOP COLLABORATORS Research recently published in the Harvard Business Review points to the potential downside of overdoing collaboration in U.S. organizations.29 Employees who are viewed as valuable resources for information, ideas, and connections can easily become overloaded with demands for their time and unnecessary meeting requests. This leads to a surprising research finding: those viewed by their peers as the most effective collaborators often have the lowest engagement and career satisfaction scores, leading to burnout, and lower morale and/or attrition. Collaboration is often lopsided • In the U.S., up to a third of value-added collaborations come from only 3% to 5% of employees (according to research conducted across more than 300 firms). • A single “extra miler”—an employee who frequently contributes beyond the scope of his or her role—can drive team performance more than all the other members combined. • Women often bear more of the collaborative work burden. They’re stereotyped as communal and caring, and others often lean on them for extra help—for instance, asking them to attend optional meetings. All collaborative resources are not equal Effective collaborators possess three types of resources. The key is to ensure that others in the organization use the most efficient resource. For instance: • Informational resources—knowledge and skills—can be captured and passed along to others. • Social resources—a collaborator’s network and access—can be used to help colleagues better collaborate without a significant time investment. • Personal resources—direct access to a collaborator’s time and energy—should only be available to others if the other two options are not sufficient. If more than 25% of colleagues’ requests are for personal time or meetings, the collaborator risks burnout, as they won’t have enough time left for their own work Reward effective collaboration Roughly 20% of organizational “stars” in the U.S. don’t help colleagues at all. They are rewarded for hitting their individual targets, even though they don’t help their colleagues succeed. At the same time, top collaborators may help the organization succeed but underperform in their own work because they are overwhelmed. Firms must learn to identify and reward people who are both stars and collaborators. Recommendation to employers: avoid burnout in top collaborators Source: Harvard Business Review “Collaborative Overload”.
  • 25. /25 RECOMMENDATION TO EMPLOYERS: AVOID BURNOUT IN TOP COLLABORATORS Consider structural changes One option is to designate “utility players” who are available to field requests and lessen demand for the busiest employees. As an example, some hospitals now assign a nurse preceptor—someone with no patient responsibilities—to each floor, allowing them to respond to requests as they emerge. Identify top collaborators at risk of overload Network analysis tools can help here—for example, Do.com monitors employees’ calendars and reports on time spent in meetings versus solo work. Customer relationship management programs can pinpoint the volume, type, origin, and destination of requests. Organizations should identify talent at the greatest risk of overload and focus on potential levers of change. Encourage behavioral change Show the most overburdened talent how to filter and prioritize requests, giving them permission to either say “no: or refer the request to someone else who is better suited to handle it. Reset norms regarding meeting requests. Sometimes a little culture shock is needed. For example, Dropbox eliminated all recurring meetings for two weeks. Use the organization’s technology and physical layout Co-locate highly interdependent talent to facilitate shorter, face-to-face collaborations and information exchanges, rather than formal meetings. Slack and Chatter facilitate open discussion threads. Syndio and VoloMetrix help talent make informed decisions about collaborative activities. Recommendation to employers: avoid burnout in top collaborators (continued)
  • 26. /26 Overview and methodology A high-level look at workforce trends from Kelly OVERVIEW AND METHODOLOGY Background To better understand the motivations behind the empowered workforce, and how employers can best act and react to worker expectations, Kelly Services® developed the Kelly Global Workforce Index (KGWI), an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries, covering a multitude of industries and occupations. In 2014, nearly 230,000 were polled in 31 countries. This study takes a high-level look at the collaborative work environment as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on 2015 and 2014 KGWI survey data, this study collects insights from 2015 PT Hiring Manager survey data (U.S. and Canada), and explores macro employer and employee trends using standard secondary research sources. Skilled candidates are in short supply across the globe. Employers in search of workers to support growth and innovation have to contend with a market in which organizations face intense competition to secure and retain the best talent. Understanding the collaborative work environment as a strategic opportunity that fosters innovation, engagement, and empathy—a strategy that can be applied to attraction, retention, and workflow strategies— can unlock a much-needed advantage for companies and talent alike. By category Number of responses 2015 2014 Global workforce total 164,021 229,794 Employment status Employed full time 57,908 66,216 Employed part time 11,814 16,482 Temporary/casual/contract work 16,299 23,680 Unemployed 12,754 21,451 Looking for work 22,425 22,161 Retired 1,060 1,262 Industry breakout Engineering 11,942 10,792 Finance and accounting 10,287 16,150 Information technology 9,847 10,501 Science 5,694 6,920 Geographic breakout The Americas 102,321 135,049 EMEA 50,107 71,134 Asia-Pacific 11,593 21,080 Generational breakout Gen Y (1980–1995) 56,998 64,475 Gen X (1965–1979) 37,428 51,073 Baby boomers (1946–1964) 20,382 28,789 KGWI response detail
  • 27. /27 Endnotes 1 Polycom, “European companies say flexible working strategies have more financial impact and benefits than cost cutting,” 2012, http://www.polycom.co.uk/company/news/press-release-filter/2012/20120619.html. 2 Harvard Business Review, “Empathy is still lacking in the leaders who need it most,” Ernest J Wilson III, September 2015, https://hbr.org/2015/09/empathy-is-still-lacking-in-the-leaders-who-need-it-most. 3 Cisco blog, “Collaboration: what does it really mean,” Carlos Domingos, February 2011, http://blogs.cisco.com/news/collaboration-what-does-it-really-mean. 4 Stuart Foundation, “Start Empathy,” November 12, 2015 http://www.stuartfoundation.org/NewsAndReports/InTheNews/NewsArchive 5 McKinsey Quarterly, “Decoding leadership: What really matters,” By Claudio Feser, Fernanda Mayol, and Ramesh Srinivasan, January 2015, http://www.mckinsey.com/insights/leading_in_the_21st_century/decoding_leadership_what_really_matters. 6 McKinsey Global Institute, “The social economy: Unlocking value and productivity through social technologies,” Michael Chui, James Manyika, Jacques Bughin, Richard Dobbs, Charles Roxburgh, Hugo Sarrazin, Geoffrey Sands, and Magdalena Westergren, July 2012, http://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy. 7 Lab Manager, “Working Together Makes Change Work,” Mark Lanfear, February 12, 2015 http://www.labmanager.com/business-management/2015/02/working-together-makes-change-work?fw1pk=2#.Vxjy-PkrLIU 8 Hay Group, “Hay Group climate map,” 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345. 9 Hay Group, “Hay Group climate map,” 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345. 10 Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload. 11 Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload. 12 World Economic Forum, “New vision for education—Unlocking the potential of technology,” 2015, http://www3.weforum.org/docs/WEFUSA_NewVisionforEducation_Report2015.pdf. 13 Organization for Economic Co-operation and Development (OECD), “Skills matter,” 2016, http://www.oecd.org/skills/skills-matter-9789264258051-en.htm. 14 European Commission, “Skills challenges in Europe”, July 2014, http://skillspanorama.cedefop.europa.eu/sites/default/files/EUSP_AH_SkillsChallenges_0.pdf. 15 Hay Group, “Hay Group climate map”, 2011, https://www.haygroup.com/uk/downloads/details.aspx?id=31345. 16 A.T. Kearney, “What collaborative innovation means for Europe’s future”, Kai Engel, 2015, https://www.atkearney.com/web/davos-2015/home/-/blogs/what-collaborative-innovation-means-for-europe-s-futu-1?_33_redirect=https%3A%2F%2F www.atkearney.com%2Fweb%2Fdavos-2015%2Fhome%2F-%2Fblogs%2Fwhat-collaborative-innovation-means-for-europe-s-futu-1. 17 European Commission, “European innovation scoreboard,” 2016, http://ec.europa.eu/growth/industry/innovation/facts-figures/scoreboards_en. 18 World Economic Forum (WEF), “Collaborative innovation: transforming business, driving growth,” August 2015, http://www3.weforum.org/docs/WEF_Collaborative_Innovation_report_2015.pdf. 19 Raconteur, “Collaboration is good for business,” October 27, 2015 http://raconteur.net/business/collaboration-is-good-for-business 20 Richard Fry, “Millennials surpass Gen Xers as the largest generation in U.S. labor force,” May 2015, http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force. 21 Generally defined as the generation born between 1980 and 1995. Also known as “Generation Y.” 22 IEDP, “A European perspective on millennials,” June 2012, http://www.iedp.com/articles/a-european-perspective-on-millennials. 23 Bruce Stokes, “Who are Europe’s millennials?,” February 2015, http://www.pewresearch.org/fact-tank/2015/02/09/who-are-europes-millennials. 24 UNC Kenan-Flagler Business School, Executive Development White Paper, “Creating a collaborative organizational culture,” 2014, http://www.kenan-flagler.unc.edu/~/media/Files/documents/executive-development/unc-white-paper-creating-a-collaborative-organizational-culture.pdf. 25 Center for Creative Leadership, “Empathy in the Workplace A Tool for Effective Leadership,” William A. Gentry, Todd J. Weber, and Golnaz Sadri, 2016 http://insights.ccl.org/wp-content/uploads/2015/04/EmpathyInTheWorkplace.pdf 26 Pew Research Center “The new sick man of Europe: the European Union,” May 2013, http://www.pewglobal.org/2013/05/13/chapter-3-mixed-views-of-leaders-and-each-other. 27 Personnel Today, “Northern Europe has more collaborative work environments than the South”, Laura Chamberlain, July 2011, http://www.personneltoday.com/hr/northern-europe-has-more-collaborative-work-environments-than-the-south. 28 Nielsen, “Global Generational Lifestyles survey”, 2015, http://www.nielsen.com/us/en/insights/reports/2015/global-generational-lifestyles.html. 29 Harvard Business Review, “Collaboration Overload,” January 2016, https://hbr.org/2016/01/collaborative-overload.
  • 28. About Kelly Services As a global leader in providing workforce solutions, Kelly Services, Inc. (Nasdaq® : KELYA, KELYB) and its subsidiaries offer a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. In 2016, the Company is commemorating 70 years of industry leadership. Kelly has a role in managing employment opportunities for more than one million workers around the globe by employing 550,000 of these individuals directly, with the remaining workers engaged through its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion. Visit kellyservices.com and connect with us on Facebook® , LinkedIn® , and Twitter® . kellyservices.com This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners An Equal Opportunity Employer. © 2016 Kelly Services, Inc. 16-0019