Acquisition and Retention in the War for Talent

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The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded to the 2012 survey. …

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

This first installment of the KGWI 2012 findings highlights: Acquisition and Retention in the War for Talent.

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

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  • 1. Acquisition and retention in the war for talent kelly Global workforce index ™ people 00 0 168, 012 ril 2 e: apreleas s ie 30 r c o u nt
  • 2. the modern workforceacqui si ti on and retention in the war for talent evaluating potential employers job jitters 37 % frequently think about quitting their jobs. Gen X is the most 58% brand/ 52% location 39% Flexible restless, with 43% perpetually reputation Arrangements thinking of resigning. potential employer attributes job switching 23% corporate Culture 22% Strong Leadership 16% financial performance 66 % of employees intend to search The “meaning” of importance of personal growth/advancement for a job with another organization within the next year. work according to employees employer recognition 44 % Ability to excel/develop 74 % 41% Gen Y 34% Gen X 25% baby boomers Connection with co-workers 41% Alignment to personal values 41% importance of fulfillment/work-life balance feel valued by their employer. Connection to corporate strategy 31% Community involvement 28% 34% Gen Y 40% Gen X 49% baby boomers importance of compensation/benefits 20% Gen Y 19% Gen X 18% baby boomers
  • 3. content sSection 1: Section 2:4 Introduction 12 Introduction 21 Job Switching5 Desired Employer Attributes 13 Understanding the “Meaning” 22 Job Happiness6 Evaluating Employers of Work (by Region) 23 Why Employees Stay7 Factors that Drive Job 14 Understanding the “Meaning” 24 Interesting and Challenging Work Choice (by Region) of Work (by Generation) 25 Opportunities to Develop8 Factors that Drive Job 15 Job Fulfillment 26 Rewarding Performance (by Region) Choice (by Generation) 16 Employer Recognition 27 Rewarding Performance9 Influence on Job Selection 17 Job Jitters (by Region) (by Generation) (by Region) 18 Job Jitters (by Generation) 28 Conclusion10 Influence on Job Selection 19 Confronting Job Anguish (by Region) (by Generation) 20 Confronting Job Anguish11 Social Media and Job Decisions (by Generation)The K elly Globa l Wor k force Inde x 2012The 2012 Kelly Global Workforce Index (KGWI) first installment of the 2012 KGWI findings, them. There is also a glimpse into the elements workplace, with an emphasis on the three mainbrings together the findings from almost 170,000 employees provide a candid insight into the that come in to play when employees think about workforce generations – Gen Y (age 19-30),respondents from 30 countries. It shows the results factors that help steer them into the right job. leaving their jobs, and a guide to what employers Gen X (age 31-48) and Baby Boomersof diverse forces impacting the contemporary They reveal the issues that are important to them, can do to help retain their best performers. (age 49-66). The survey captures the viewsworkplace, including generational and geographic the people who influence their job choices, the of employees and candidates across thediversity, technology, employee empowerment, importance of social media in the job search, and As in previous years, the 2012 KGWI has a special Americas, APAC and EMEA regions.and the widespread use of social media. In this the particular corporate attributes that attract focus on the generational perspective of theKelly Global Workforce Index™ 3
  • 4. sec tion 1Constant change—the new normin the modern workplaceEmployees across the globe have experienced unprecedentedeconomic turmoil, and they are restless. Many are unhappyin their jobs and are actively looking for new opportunities.Even those who are content in their jobs are seekinggreater engagement and “meaning” from their work.Employees and candidates are astute their work and seek greater opportunitiesobservers of a brand’s presence in the for personal development and growth.market and corporate culture as theydecide the most desirable places to The new norm has employees keeping onework, and they are clear-minded about eye open for the next opportunity. Unlessthe factors that keep them at work. employers can offer meaningful work and ongoing opportunities for growth, manyThere is also a shift in the mindset of many feel it is in their best interest to keep theirworkers, who derive real meaning from careers in a perpetual state of motion.Kelly Global Workforce Index™ 4
  • 5. desired employer attributesÅ When it comes to attractingemployees, there are a few key signals When considering applying for a job, what organizational attribute influences you the most? (By region) Desired Employer Attributesthat candidates and prospective 30%employees detect, which tell themmuch about a prospective employer. Americas EMEA 25%Globally, respondents say two factors — APACcorporate culture (23%) and strong market All countriespresence/leadership (22%)—are the top 20%two considerations when deciding toapply for a job. These factors eclipse allothers including financial performance, 15%longevity, reputation for innovation,and corporate social responsibility. 10%However, in the Americas, it’s a slightlydifferent story. Longevity ranks first (24%),followed by corporate culture (19%) and 5%strong market presence/leadership (19%). 0% Corporate Strong market Financial Longevity Reputation Corporate social Other Social media culture presence performance for innovation responsibility presenceKelly Global Workforce Index™ 5
  • 6. evaluating employersÅ What is clear from the findings is thatemployees and those looking for work What factors do you use to evaluate potential employers? (By region) Evaluating Employersare exercising a high degree of discretion 70%in deciding the best career path. AmericasWhen evaluating potential employers, the 60% EMEAmost important factor is corporate brand/ APACreputation (58%) followed by location All countries 50%(52%). Indeed, the corporate brand issignificantly more important than thereputation of management. In essence, 40%the corporate brand is becoming theemployment brand, especially for skilled 30%professional and technical workers. 20% 10% 0% Corporate brand Location Flexible work Reputation of Turnover Other reputation arrangements offered management statisticsKelly Global Workforce Index™ 6
  • 7. Factors that drive job choice (by region) Factors that DriveDrive job choice by region Factors that job choice by region Factors that DriveDriveDrive job choice by region Factors that that choice by region Factors job job choice by regionÅ When deciding on one position overanother, employees say that personal Which of the following factors would drive your decision to accept one job/position over another? (By region)fulfillment/work-life balance (39%) and 39%39% 32%32% Personal fulfillment/work-life balance Personal fulfillment/work-life balancepersonal growth/advancement (36%) Personal growth/advancement Personal growth/advancement 38%38% 39% 39% 39% 40%40% 32% 32% 32% Personal fulfillment/work-life balance Personal fulfillment/work-life balance Personal fulfillment/work-life balance Compensation/benefits Compensation/benefitsare the most important considerations. 38% 38%38% 40% 40% 40% Personal growth/advancement Personal growth/advancement Personal growth/advancement Corporate sovereignty/goodwill Corporate sovereignty/goodwillThey are both more relevant to a job AMERICAS AMERICAS EMEA EMEA Compensation/benefits Compensation/benefits Compensation/benefits OtherOther Corporate sovereignty/goodwill Corporate sovereignty/goodwill Corporate sovereignty/goodwilldecision than the compensation/ AMERICAS AMERICAS AMERICAS EMEA EMEA EMEA Other Other Otherbenefits, nominated by 19%. 2% 2% 1% 1% 2% 2% 2% 3% 3% 6% 6% 18%18% 1%1% 1% 20%20% 3% 3% 3% 6%6% 6% 18% 18% 18% 20% 20% 20% 38%38% 36%36% 37%37% 39%39% 38% 38% 38% 36% 36% 36% 37% 37%37% 39% 39% 39% ALL ALL APAC APAC COUNTRIES COUNTRIES ALL ALL APAC APAC ALL APAC COUNTRIES COUNTRIES COUNTRIES 1% 1% 1% 1% 1% 1% 1% 4% 4% 4% 4% 1% 1% 20%20% 1% 19%19% 4% 4% 4% 4% 4% 20%20% 4% 19%19% 20% 19%Kelly Global Workforce Index™ 7
  • 8. Factors that drive job choice (by generation)FactorsÅ Across job choice by generation that Drive the generational groups, Factors that Drive job choice by generation Factors that Drive job choice by generation the way that individuals weigh up Which of the following factors would drive your decision to accept one job/position over another? (By generation) job choices varies as people grow older. Personal fulfillment/work-life Personal fulfillment/work-life balance 41% 41% 34% 41% 34% 25% 34% 25%25%34% balance becomes progressively more 34% 41% 34% 41% 48% 41% 48% Personal growth/advancement 48% important as people mature, and is the Compensation/benefits Corporate sovereignty/goodwill predominantGEN Y consideration among Baby GENGEN Y X Y GEN BABY GENGEN X X BABY BABY BOOMERS Other BOOMERS BOOMERS Boomers. But for Gen Y, the leading consideration is personal growth/ 1% advancement—an outlook that reflects 1% 1% 4%their near-term career priorities. 4% 4% 1% 1% 1% 2% 19% 2% 2% 19%19% 20% 4% 20%20% 19% 4% 4% 7% 19%19% 7% 7% 34% 25% Personal fulfillment/work-life balance Personal growth/advancement 41% 48% Compensation/benefits Corporate sovereignty/goodwill GEN X BABY BOOMERS Other 1% 2% 19% 4% 19% 7% Kelly Global Workforce Index™ 8
  • 9. influence on job selection (by region)Å When it comes to deciding ona job, there are many people who Who hason job selection by region Influence the most influence in determining your choice of job? (By region)have an influence on a prospective AMERICAS (%)employee—parents, spouses, friends, Nobody—I decide for myselfand recruiters—but the overwhelming Spouse/significant othermajority of respondents say that, Parents 0 20 77 40 60 80 13 2 3 11 2 11 100ultimately, their own judgment prevails. Other family EMEA (%) FriendsSome 70% say that they decide for Recruiters Otherthemselves about job choices. This 68 18 4 2 2 2 1 11 Current work colleaguesis highest in the Americas (77%) and 0 20 40 60 80 100 Former work colleagueslowest in the APAC region (63%). APAC (%) 0 20 63 40 60 18 80 7 1 4 2 1 3 1 100 ALL COUNTRIES (%) 0 20 70 40 60 16 80 4 2 2 2 111 100Kelly Global Workforce Index™ 9
  • 10. influence on job selection (by generation)Å The spouse plays a more important Influence on job selection by generationrole in job decisions among Gen X than Influence on job selection by generation in determining your choice of job? (By generation) Who has the most influencein other generations, while parents play GEN Y (%) Y (%) GENa more influential role with Gen Y. Nobody—I decide for myself myself Nobody—I decide for Spouse/significant other other Spouse/significant Parents Parents 0 0 20 20 67 67 40 40 60 60 16 80 16 7 80 2 7 2 111 2 111 3 2 100 3 100 Other family family Other GEN X (%) X (%) GEN Friends Friends Recruiters Recruiters Other Other 0 0 20 20 69 69 40 40 60 60 21 80 21 80 1 2 2 2 1 2100 2 111 111 2 100 Current work colleagues Current work colleagues Former work colleagues Former work colleagues BABY BOOMERS (%) BABY BOOMERS (%) 0 0 20 20 78 40 78 40 60 60 80 14 80 14 2 111 2 111 11 11 100 100Kelly Global Workforce Index™ 10
  • 11. social media and job decisions Social Media and job decisions byby region Social Media and job decisions region Social Media and job decisions byby gen Social Media and job decisions geneÅ While the influence of spouses, friends Interestingly, the attraction of socialand parents might be modest, there are media in career decision-making is Do you use your social media network Do you use your social media network not confined to younger generations. when making career/employment when making career/employmenta growing number of employees and decisions? (% Yes by region) decisions? (% Yes by generation)candidates who are turning to social A significant number of Baby Boomersmedia to assist in making career choices. and Gen X are joining Gen Y 33% 33% 40% 40% 58% 58% 41% 41% 44% 44% 45% 45% 40% 40% online to test their job options.Approximately four-in-10 (41%) usetheir social media network when making More than one-quarter (30%) are more 6060 6060career or employment decisions. inclined to search for jobs via social mediaThis is highest in APAC, where more rather than via traditional methods. 5050 5050than half (58%) use their social media • Within the APAC region, nearlynetwork, compared with only 40% in half (48%) are inclined to search for 4040 4040EMEA and 33% in the Americas. jobs via social media rather than via traditional methods, which isWorkers with a professional and technical significantly more than within the 3030 3030skillset (P/T) are more likely to use their Americas (26%) and EMEA (24%).social media network when making • The younger generations, Gen Y (32%)career decisions, compared to non-P/T 2020 2020 and Gen X (30%), are more likelyworkers (48% and 36%, respectively). to do so, as compared to the older generations (Baby Boomers 26%). 1010 1010 • Workers with P/T skill sets are more likely to do so (31%) as compared 0 0 0 0 to non-P/T workers (29%). AMERICAS EMEA AMERICAS EMEA APAC APAC ALL ALL GEN Y Y GEN GEN X X GEN BABY BABY COUNTRIES COUNTRIES BOOMERS BOOMERSKelly Global Workforce Index™ 11
  • 12. sec tion 2Opportunities to develop interesting/challenging work—the keys to retentionWhile employees are particularly interested in personal fulfillment and developmentin their work, many are not finding this from their current employment.The survey findings show that many workers they derive “meaning” from their work orfeel under-valued, and frequently think vocation. It’s a question that goes to theabout resigning. A threshold issue for heart of what stimulates and motivatesmany employees is the question of how individuals, and indeed a workforce.Kelly Global Workforce Index™ 12
  • 13. Understanding the “meaning” of work (by region)Å The survey finds that, from a range of Understanding the meaning of work REGION from your work? (By region) How do you define or derive “meaning”options, the ability to excel or develop isthe key to individuals deriving meaning 100 77% 70% 76% 74% 38% 43% 43% 41% 39% 41% 46% 41% 27% 32% 34% 31% 31% 26% 30% 28% 3% 2% 2% 2%from their work, identified by 74% ofrespondents. It easily surpasses all 90other factors, including connection withco-workers, alignment with personal 80values, connection to corporate 70strategy and community involvement. 60There is also a higher priority placed onthe ability to excel or develop in both 50the Americas and APAC than in EMEA. 40 30 20 10 0 Ability to excel/ Connection with Alignment to Connection to Community Other develop in my field co-workers personal values corporate strategy involvement Americas EMEA APAC All countriesKelly Global Workforce Index™ 13
  • 14. Understanding the “meaning” of work (by generation)Å The focus on personal Understanding the meaning derive “meaning” from your work? (By generation) How do you define or of work GENERATIONdevelopment is most pronouncedamong younger workers. 100 77% 74% 67% 44% 41% 44% 41% 43% 47% 31% 35% 32% 29% 26% 28% 2% 3% 4% 90 80 70 60 50 40 30 20 10 0 Ability to excel/ Connection with Alignment to Connection to Community Other develop in my field co-workers personal values corporate strategy involvement Gen Y Gen X Baby BoomersKelly Global Workforce Index™ 14
  • 15. Job fulfillmentÅ When employees are asked about Job Fulfillment by generation Does your current employment provide you with a sense of “meaning?” (% Yes, by generation)their current job and whether theyderive a sense of meaning from theirwork, only about half say they aregaining any real sense of purpose.All of the workplace generations areexperiencing this void in their work ethos. GEN Y GEN X BABY BOOMERS 47% 49% 48%Kelly Global Workforce Index™ 15
  • 16. Employer recognitionÅ Similarly, when employees areasked whether they feel valued by Do you feel recognition valued by your current employer? (% Yes, by region) Employment that you aretheir employer, fewer than half of allrespondents are made to feel worthy.Globally, only 44% say that they feelvalued by their employer, with thehighest in APAC (51%), followed by the AMERICAS EMEA APAC ALL COUNTRIESAmericas (45%) and EMEA (39%). 45% 39% 51% 44%Kelly Global Workforce Index™ 16
  • 17. job jitters (by region)Å Given this fairly lackluster mood Job Jitters by region Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region)among the workforce, it’s notsurprising that, for many, there is afairly constant thought of quitting.More than one-third (37%) frequentlythink about quitting their job and AMERICAS EMEA APAC ALL COUNTRIESleaving their employer. This ishigher in EMEA (43%), than in APAC(39%) and the Americas (28%). 28% 43% 39% 37%Kelly Global Workforce Index™ 17
  • 18. job jitters (by generation)Å Generation X is the most restless Job Jitters by generation Do you frequently think about quitting your current job and leaving your employer? (% Yes, by generation)in this regard, with 43% frequentlythinking of quitting, higher thanGen Y (38%) and Baby Boomers (37%). GEN Y GEN X BABY BOOMERS 38% 43% 37%Kelly Global Workforce Index™ 18
  • 19. Confronting job anguish (by region)Å For employers, this critical mass ofindividuals who are perpetually thinking How likely are you to share your potential plans to move to another organization with your employer, with the thought that this may by region changes that may motivate you to stay? (Total unlikely, by region) Confronting job anguish result inof resigning represents a large potentialcost, in terms of recruitment and businessdisruption. Employers will occasionallyhave some warning that employeesare dissatisfied and consideringresigning, but mostly it will come as AMERICAS EMEA APAC ALL COUNTRIESa surprise and too late to resolve.More than one-third (35%) say theyare not likely to inform their employerof their potential plans to move toanother organization. Within the EMEAregion, four-in-10 (40%) are not likely to 28% 40% 35% 35%inform their employer of such potentialplans to resign, compared with 35%in APAC and 28% in the Americas.Kelly Global Workforce Index™ 19
  • 20. Confronting job anguish (by generation)Å Across the generations, Baby Boomers(42%) and those in Generation X (40%) How likely are you to share your potential plans to move to another organization with your employer, with the thought that this may by generation Confronting job anguish result in changes that may motivate you to stay? (Total unlikely, by generation)are the least likely to share such planswith their employer. Gen Y is more likelyto express dissatisfaction and providethe opportunity for it to be resolved. GEN Y GEN X BABY BOOMERS 33% 40% 42%Kelly Global Workforce Index™ 20
  • 21. Job switchingÅ At any given time, a large sectionof the workforce is in a state of flux. Do you intend to look for a job with another organization within the next year? (% Yes, by region) Job SwitchingGlobally, two-thirds of workers (66%) 80%intend to look for a job with another Americasorganization within the next year, EMEAwhich represents a significant increase APACfrom the level in 2009, when 59% All countries 70%intended to look for a job elsewhere.The dissatisfaction is most pronouncedin the Americas, where 67% intendto look for a new job, compared with 60%only 45% in 2009. In APAC, 62%plan to look for a new job, up from59% in 2009, while in EMEA theproportion remains steady at 67%. 50% 40% 2009 2010 2011 2012Kelly Global Workforce Index™ 21
  • 22. Job happinessÅ Significantly fewer workers arehappy in their jobs now than a few years Are you Happiness your job? (% Yes, by region) Job happy inago, although there has been some 80%turnaround in the past 12 months from Americasthe depths of the global financial crisis. EMEA APACGlobally, 53% say they are happy in their All countriesjobs, down from 59% in 2009, but above 70%the recent low of 47% reached in 2011.The decline in job happiness overthe past three years has occurred in 60%both the Americas and EMEA. APAChas bucked the trend, with workersthere more content than in 2009,possibly as a consequence of the more 50%muted Asian economic downturn.In the Americas, the percentage ofemployees happy in their jobs declinedfrom 69% to 54% between 2009 and 40%2012. In EMEA, it has fallen from 2009 2010 2011 201254% to 49% over the same period.Kelly Global Workforce Index™ 22
  • 23. why employees stayÅ When weighing up alternativeemployment or staying with their What is the primary reason that you remain with your current employer?  (Top five, by region) Why Employees Staypresent employer, respondents say 25%that the primary reasons they stay Americaswith their current employer are that EMEAthey enjoy the work (15%), salary APAC 20%and benefits (12%) and they cannot All countriesfind similar employment (12%). 15% 10% 5% 0% Enjoy the work Other Salary/benefits Cannot find Opportunities similar employment for advancementKelly Global Workforce Index™ 23
  • 24. interesting and challenging workÅ The top two factors that would Interesting/challenging work REORDERED - USE THIS ONEmake workers feel more committed/ What one factor makes you feel more committed or “engaged” with your job? (By region)engaged with their employer remained 35%consistent from last year: 1) moreinteresting/challenging work (29% in Americas 30%2011, 28% in 2012), 2) higher salary and EMEAbenefits (26% in 2011, 24% in 2012). APAC All countries• Across the regions, interesting/ 25% challenging work is ranked highest within EMEA (34%). 20%• In terms of feeling committed and engaged, interesting/challenging 15% work is cited significantly more among professional and technical (P/T) workers compared to non-P/T skilled 10% workers (31% and 26%, respectively).• While opportunities for advancement 5% and interesting and challenging work are important to all employees in terms of retention and engagement, 0% these are particularly cited by More Higher salary More A better Other More or More More support Opportunity interesting or and benefits meaningful work/life improved flexible work with health, for working professional and technical workers. challenging work responsibility balance training arrangements fitness and from home well-being or remotely from employerKelly Global Workforce Index™ 24
  • 25. opportunities to developÅ In terms of what would most Opportunities to develop REORDERED - USE THIS ONElikely cause workers to leave their What factors would most likely cause you to leave your organization? (By region)current employer, aside from salary/ 25%benefits, lack of opportunitiesfor advancement (21%) and poor Americasmanagement (20%) rank highest. EMEA 20% APAC All countries 15% 10% 5% 0% Lack of Poor salary/ Poor Inadequate Other Poor staff Poor Stress Lack of Concern opportunities benefits management work/life morale communication flexible work with for advancement balance arrangements corporate reputationKelly Global Workforce Index™ 25
  • 26. rewarding performance (by region)Å Across the board, the preferred wayof being rewarded for a job well done What is your preferred way of being rewarded for good performance at work? (By region) Rewarding Performance by regionis a financial bonus (41%), followed 50%by a promotion (32%), while 13% saynone is required. The attraction of a Americas EMEApromotion ranks almost equal with a 40% APACfinancial bonus in the Americas and All countriesAPAC, while in EMEA a financial bonusis the standout form of reward. 30% 20% 10% 0% Financial bonus Promotion None required Public acknowledgement A day off work Small gift among colleaguesKelly Global Workforce Index™ 26
  • 27. rewarding performance (by generation)Å Generation X and Baby Boomersstrongly favor a financial bonus for good What is your preferred way of being rewarded for good performance at work? (By generation) Rewarding Performance by generationperformance, while Gen Y is almost 50%just as happy with a promotion. Gen Y Gen X 40% Baby Boomers 30% 20% 10% 0% Financial bonus Promotion None required Public acknowledgement A day off work Small gift among colleaguesKelly Global Workforce Index™ 27
  • 28. Conclusionstaying or leaving?Those exploring job opportunities have access to a diverse rangeof sources of information, and an unprecedented opportunity todrill into the organization to assess its career potential.The KGWI findings suggest that role in communicating attributes such as generational work groups and teams The economic recession that cut acrossorganizations seeking to attract and retain business culture and management style. pose particular problems for managers, most of the developed world leftthe most highly talented candidates who themselves are frequently coping deep scars. It’s not surprising that asneed to do more than just focus on their The differing attitudes among with their own generational challenges. employees scan the labor market, theyHR performance; brand recognition and the generations to issues such as are both more selective and more certain rewards, job satisfaction, and personal The findings suggest that in the period about what they want from work.corporate culture are central to the way they development reflect a more widespread after the global financial crisis, employeesare perceived in the broader labor market. HR and management challenge that remain in a state of uncertainty. The And if they can’t get it in the current jobs,In a similar vein, existing employees difficult economic and business climate has they’re not likely to sit around waiting. characterizes many workplaces.are virtually brand ambassadors for contributed to a degree of anguish overthe business. They are sought out by Essentially, what is good for one generation job security and career prospects, and thisfuture employees, and play a critical is not necessarily good for another. Multi- has resulted in agitation and restlessness.Kelly Global Workforce Index™ 28
  • 29. About the kelly global workforce indexThe Kelly Global Workforce Index is an annual survey revealing opinions about work and theworkplace. More than 168,000 people across the Americas, EMEA and APAC regions respondedto the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services.About Kelly services®Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-classstaffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe,Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was$5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.Download The Talent Project, a free iPad app by Kelly Services.An Equal Opportunity Employer © 2012 Kelly Services, Inc. X0617kellyservices.com EXITKelly Global Workforce Index™ 29