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KGWI Autonomous and Empowered Workforce
 

KGWI Autonomous and Empowered Workforce

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This fourth installment of the 2012 KGWI ...

This fourth installment of the 2012 KGWI
looks at issues surrounding job mobility and career progression as part of a shift to a more autonomous and empowered workforce. It shows a changing attitude on the part of employees, with more embracing the notion of gaining new experiences and skills with multiple employers.

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    KGWI Autonomous and Empowered Workforce KGWI Autonomous and Empowered Workforce Presentation Transcript

    • peoplekelly Global workforce index ™ 00 0 168, 012 EPT 2THE AUTONOMOUS relea se: S s ie 30 rAND EMPOWERED c o u ntWORKFORCE
    • The new breedof aspirationaland dynamic ltiple emplo yers are an asset hin k th ey’ll secure a similar or betemployees u %t km ter 70 % thin 69 po sit ion e in a position of ce thei r career y ar high the advan % fee l dem and s to plo yer 54 em 49 % ing ng ar e a ch or al w fav ay 53 % s on th el oo ko ut for new opp ortu nitie sLESS THAN ONE-THIRD believe their more than half favor a constant statecareer will benefit from remaining of employment motion when consideringwith their current employer career growth and skills developmentKelly Global Workforce Index™ 2
    • contents Section 1: The Kelly Global Workforce Index 2012 4 Introduction Section 2: The 2012 Kelly Global Workforce Index (KGWI) brings together the findings from almost 170,000 5 Relevance of career-for-life 15 Introduction respondents from 30 countries. It shows the results (by region) of diverse forces impacting the contemporary 16 High demand in the workplace, including generational and geographic 6 Relevance of career-for-life marketplace (by region) diversity, technology, employee empowerment, (by generation) and the widespread use of social media. 17 High demand in the 7 Importance of marketplace: the Americas This fourth installment of the 2012 KGWI switching employers looks at issues surrounding job mobility and 18 High demand in the career progression as part of a shift to a more 8 Benefits of multiple marketplace: APAC autonomous and empowered workforce. It shows employers (by region) 19 High demand in the a changing attitude on the part of employees, 9 Benefits of multiple marketplace: EMEA with more embracing the notion of gaining new employers (by skill set) experiences and skills with multiple employers. 20 Perception of employee 10 Benefits of multiple employers bargaining strength It reveals the challenge facing many organizations, with employees constantly seeking out new (by skill set—detail) 21 Use of market intelligence employment opportunities, even when they are 11 Perpetual job search in bargaining happy in their jobs. The survey also shows the (by region) way that employees are using intelligence from 22 Opportunity for promotion the labor market to negotiate better outcomes 12 Perpetual job (by region) with their employers, and how they judge their search: the Americas employment prospects over the coming year. 23 Opportunity for promotion 13 Perpetual job (by generation) The paper examines these workforce issues search: APAC across industry sectors, and globally, across 24 Conclusion the Americas, APAC, and EMEA regions. It 14 Perpetual job also includes a generational perspective, search: EMEA with a focus on the three main workforce generations—Gen Y (age 19 – 30), Gen X (age 31 – 48), and Baby Boomers (age 49 – 66).Kelly Global Workforce Index™ 3
    • section 1LOYALTY OR OPPORTUNITY:CRUNCH TIME FOR EMPLOYEESMany employees face a dilemma. Is it in The idea of a career-for-life has certainlytheir best interests to remain with a single waned, but it is not dead. At the otheremployer or to move around to multiple extreme, many employees now believe it isemployers in the hope of enhancing their imperative to seek out opportunities withexperience and credentials? multiple employers, even when they are happy in their current positions.The changing dynamics of the modernworkplace are causing employees to This volatility in the labor market seemsevaluate the best options for advancing to be the new norm, and it poses specialtheir careers and securing promotions. challenges for both employees seeking to advance their skills, and employers wishing to retain the best talent.Kelly Global Workforce Index™ 4
    • Relevance of a career-for-life (by region)Å The idea of a career-for-life wasonce an established part of the To what extent do youlife by region Relevance of a career for agree or disagree that a ‘career-for-life’ with one employer is relevant? (% agree)employment landscape. But that haschanged. There is now enormousdiversity across employmentarrangements, and tenure has generallyshortened over recent decades. AMERICAS EMEA APAC ALL COUNTRIESToday, one-third (31%) of workers regarda career-for-life with one employer asrelevant in the modern workplace.Significantly more workers in the Americas(49%) agree that a career-for-life withone employer is relevant compared to 49% 21% 29% 31%only 29% in APAC and 21% in EMEA.Kelly Global Workforce Index™ 5
    • Relevance of a career-for-life (by generation)Å There is a generational dimensionto the question, with significantly more To what extent do youlife by generation Relevance of a career for agree or disagree that a ‘career-for-life’ with one employer is relevant? (% agree)younger workers attracted to the notionof a career-for-life than older workers.A total of 32% of Gen Y see a career-for-life as relevant, compared with 29%of Gen X and 28% of Baby Boomers. GEN Y GEN X BABY BOOMERS 32% 29% 28%Kelly Global Workforce Index™ 6
    • Importance of switching employersÅ The demise of the career-for-life Importance of switching employers OPTION 2has been evident for some time, but In terms of career growth and skill development, is it more important to you to remain with your existing employer or change employers?more glaring is the advent of the 60%employee who is in a constant stateof motion. More employees feel thatit is in their interests to remain on-the-move with multiple employers if they 50%are to keep their careers on track. Change employersMore than half of all workers globally Remain with existing employer 40%(53%) feel it is more important to change Don’t knowemployers rather than remain with theirexisting employer in order to achievecareer growth and skill development. 30%The trend is most pronounced in APAC(55%) and EMEA (54%), where more than 20%half favor changing employers, comparedwith 48% in the Americas. 10% Americas EMEA APAC All countriesKelly Global Workforce Index™ 7
    • Benefits of multiple employers (by region)Å The growing emphasis on careerrenewal is such that 70% consider work Do you of multiplework experience with multiple employers to be an asset or a limitation relative to your career growth/advancement? (% yes) Benefits consider employers by regionexperience with multiple employers tobe an asset to their career growthand advancement.Those in EMEA (73%) are the most AMERICAS EMEA APAC ALL COUNTRIESresolute about the benefits of experiencewith multiple employers, ahead of thosein APAC (70%) and the Americas (65%). 65% 73% 70% 70%Kelly Global Workforce Index™ 8
    • Benefits of multiple employers (by skill set)Å What is also clear is that the trend to Benefits of multiple employers by P/T and non P/Tmultiple employers is occurring among Do you consider work experience with multiple employers to be an asset or a limitation relative to your career growth/advancement? (% asset)key groups of employees. Significantlymore workers with Professional/Technicalexpertise value the benefit of workexperience with multiple employers. NON- PROFESSIONAL/ PROFESSIONAL/ ALL WORKERS TECHNICAL TECHNICALA total of 74% of those with Professional/Technical skills view work with multipleemployers as an asset, compared with66% of those with Non-Professional/Technical skills. 74% 66% 70%Kelly Global Workforce Index™ 9
    • Benefits of multiple employers (by skill set—detail)Å It is worth noting that employeeswith Professional/Technical skills Do you consider work experience with multiple employers to be an asset or a limitation relative to your of multiple employers - Industry V2 asset) Benefits career growth/advancement? (%(Sales, Engineering, IT, Marketing,Healthcare, Security, Law, Education,and Science) generally have a more Marketing 77%positive view of experience with Security Clearance 77%multiple employers than those with Sales 76%Non-Professional/Technical skills (Call Finance & Accounting 75%Center/Customer Service, Light Industrial, Engineering 74%Administrative, and Office/Clerical). IT 74% Science 74% Healthcare 73% Law 73% Education 70% Administrative 68% Call Center/ Customer Service 67% Office/Clerical 66% Light Industrial 64% 50.00 58.75 67.50 76.25 Professional/Technical Non- Professional/TechnicalKelly Global Workforce Index™ 10
    • Perpetual job search (by region)Å One of the more unsettling findings, Perpetual Job Search by region Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)from an employer’s perspective, is thata significant number of employeeswill always be on the verge ofmoving elsewhere.Almost half of those surveyed (49%) AMERICAS EMEA APAC ALL COUNTRIESadmit that they are actively lookingfor better job opportunities or evaluatingthe external job market, even when happyin their job. The search for better jobopportunities is highest in APAC (54%)and EMEA (53%), compared to 40%in the Americas. 40% 53% 54% 49%Kelly Global Workforce Index™ 11
    • Perpetual job search: the AmericasÅ Within the Americas, approximately Perpetual Job Search - Americas Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)half of those in Mexico and PuertoRico are actively looking for work, 60.000 51% 50% 36% 36%even when satisfied in their jobs—compared with just over one-third in 55.625both the United States and Canada. 51.250 46.875 42.500 38.125 33.750 29.375 25.000 Mexico Puerto Rico United States CanadaKelly Global Workforce Index™ 12
    • Perpetual job search: APACÅ Within the APAC region, Indonesia has Perpetual Job Search - APAC better job opportunities or evaluate the external job market even when you are happy in a job? (% yes) Do you actively look forthe most active job seekers, with almostthree-quarters constantly searching for new 85.000000 74% 61% 56% 52% 50% 46% 42% 41% 35%positions. Also high on the list are China,Malaysia, Hong Kong, and Singapore. 75.714286 66.428571 57.142857 47.857143 38.571429 29.285714 20.000000 Indonesia China Malaysia Hong Kong Singapore India Australia New Zealand ThailandKelly Global Workforce Index™ 13
    • Perpetual job search: EMEAÅ The EMEA region has a number Perpetual Job Search - EMEAof countries where well over half of Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)respondents report that even when 70 64% 62% 60% 58% 57% 56% 55% 54% 52% 51% 49% 48% 48% 47% 44% 43% 37%they are happy in their job, they activelyseek out new job alternatives: namelyin Norway, Portugal, Italy, Sweden,Germany, and France. The least volatile 61are in Russia and South Africa. 52 43 34 25 Norway Portugal Italy Sweden Germany France Switzerland Luxembourg Hungary Belgium United Kingdom Poland Ireland Netherlands South Africa Russia DenmarkKelly Global Workforce Index™ 14
    • section 2DEMAND for jobs ANDBARGAINING STRENGTHNot everyone is looking for a new job, but There is also a distinct global pattern to thethe dynamics of the job market is something way that economic conditions are impactingthat is carefully watched. employees in different regions, and shaping the outlook regarding future employment.Survey respondents reveal how they usethe information about supply and demand Even in regions where economic conditionsfor positions to help interpret the labor are most challenging, individuals tend to bemarket, and also to extract benefits from reasonably optimistic about their chances oftheir current employer. securing similar or better positions.Kelly Global Workforce Index™ 15
    • High demand in the marketplace (by region)Å More than half of respondents (54%)feel they may be in a position of high To what degree do you feel you may be in a position of high demand in the marketplace, High demand in the marketplace by region in terms of your skill set/experience? (% high demand)demand in the job marketplace, interms of their skill sets and experience.Confidence is highest in the Americas andthe APAC regions (both 62%), comparedwith 45% in EMEA. AMERICAS EMEA APAC ALL COUNTRIES 62% 45% 62% 54%Kelly Global Workforce Index™ 16
    • High demand in the marketplace: the AmericasÅ Within the Americas, confidenceis highest in Mexico, where 84% To what degree do you feel you may be in a position of high demand in the marketplace, High demand in the marketplace - Americas in terms of your skill set/experience? (% high demand)expect high demand for their skills.It’s slightly lower in Puerto Rico 95.000 84% 72% 54% 54%(72%) and in the United States andCanada, where slightly more than half 88.125anticipate strong market demand. 81.250 74.375 67.500 60.625 53.750 46.875 40.000 Mexico Puerto Rico United States CanadaKelly Global Workforce Index™ 17
    • High demand in the marketplace: APACÅ Within APAC, worker confidence isstrongest in the powerhouse economies To what degree do you feel you may be in a position of high demand in the marketplace, High demand in the skill set/experience? (% high demand) in terms of your marketplace - APACof Indonesia, China, Thailand, India,and Malaysia. Workers’ perceptions of 85.000000 73% 69% 68% 68% 66% 52% 51% 48% 43%demand for their skills and experiencein countries such as Australia and 75.714286New Zealand are relatively weaker. 66.428571 57.142857 47.857143 38.571429 29.285714 20.000000 Indonesia China Thailand India Malaysia Hong Kong Singapore Australia New ZealandKelly Global Workforce Index™ 18
    • High demand in the marketplace: EMEAÅ The standout nation in EMEAis Russia, with 73% of respondents To what degree do you feel you may be in a position of high demand in the marketplace, High demand in the skill set/experience? (% high demand) in terms of your marketplace - EMEAperceiving high demand for their skills.Elsewhere, the picture is more subdued, 80 73% 58% 58% 53% 53% 46% 45% 45% 45% 44% 44% 43% 43% 38% 34% 34% 32%with fewer workers feeling as confidentabout their prospects in the job market.The weakest markets are France, 68Luxembourg, and Hungary, with onlyabout one-third believing their skills arein high demand among employers. 56 44 32 20 Russia Poland South Africa Sweden United Kingdom Germany Belgium Portugal Netherlands Norway Italy Switzerland Ireland Hungary Luxembourg France DenmarkKelly Global Workforce Index™ 19
    • Perception of employee bargaining strengthÅ Notwithstanding the relativelyweak economic conditions in some If you were to consider changing jobs, would you feel you are in a good bargaining Perception ofsecure a similar or better position? (% yes) position to Employee Bargaining Strengthparts of the globe, many individualsremain optimistic about their ownprospects in the employment market.Globally, more than two-thirds (69%)of workers feel that if they were to AMERICAS EMEA APAC ALL COUNTRIESchange jobs, they are in a goodbargaining position to secure a similaror better position.The highest level of security is in APAC(72%) and the Americas (71%), comparedwith 65% in EMEA. 71% 65% 72% 69%Generally, it seems that many employeesfeel confident about their individualprospects, armed with knowledge andinformation gained through online mediaand social networks.Kelly Global Workforce Index™ 20
    • Use of market intelligence in bargainingÅ Even those who may not actually Use you use your knowledge of the employment market to bargain or negotiate with your current employer? (% yes) Do of market intelligence in bargainingswitch jobs use the insights theygain from the employment market tohelp advance their current career.Among those who actively look for betterjob opportunities or evaluate the external AMERICAS EMEA APAC ALL COUNTRIESjobs market, about half (49%) use thisknowledge to bargain or negotiate withtheir current employer. Those in the APACregion are the most active in leveragingmarket conditions for their benefit. 46% 46% 57% 49%Kelly Global Workforce Index™ 21
    • opportunity for promotion (by region)Å The priority of many workers inswitching jobs may be in part explained Within the next year, will you have the opportunity to progress your career or Opportunity for Promotion by region be promoted in your current organization? (% yes)by the relatively poor outlook that theyforesee from staying in their current jobs.Globally, less than one-third of workers(29%) feel they will have the opportunityto progress in their career or be promoted AMERICAS EMEA APAC ALL COUNTRIESin their current organization within thenext year.The most optimistic are in the APACregion, where 43% feel they will havean opportunity to progress, significantlyhigher than in the Americas (29%) andEMEA (23%). 29% 23% 43% 29%Kelly Global Workforce Index™ 22
    • opportunity for promotion (by generation)Å Gen Y workers (35%) are much Opportunity for Promotion by generationmore optimistic about their chances Within the next year, will you have the opportunity to progress your career or be promoted in your current organization? (% yes)of career advancement in theircurrent positions than either Gen X(27%) or Baby Boomers (18%). GEN Y GEN X BABY BOOMERS 35% 27% 18%Kelly Global Workforce Index™ 23
    • Conclusionretaining talentEmployees are eager to advance their and economic factors that are closely tied They possess a keen understanding that skillscareers and remain relevant. Even when to global economic conditions. Employees and experience in certain sectors are in highthey are happy in their jobs, there is a shift identify important differences in their relative demand, that they are in a good bargainingin the mindset toward job renewal, personal bargaining strengths across the globe. position, and that working for multiplegrowth, and advancement. employers over time is considered an asset. What is also interesting is that regardlessThis represents a particular dilemma for of their bargaining position, many For employers, this adds another layer ofemployers who need to consider ways to believe that their personal prospects will complexity—managing a new breed ofkeep their employees fresh and reduce the improve, effectively avoiding the prevailing aspirational and dynamic employees whoselikelihood of attrition. economic fallout. talents are critical, but whose careers are in a perpetual state of motion.The desire by employees to maximize The most adept keep a close eye onpersonal opportunity is understandable, but conditions in labor markets, and use this toit is strongly driven by cultural, geographic extract benefits from their employers.Kelly Global Workforce Index™ 24
    • 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 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. X1642kellyservices.com EXITKelly Global Workforce Index™ 25