Robert Half Generation Y White Paper Def

1,010 views
927 views

Published on

How is Generation Y acting in the workplace and how do they search for a new job?
Based on a survey of Robert Half.

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,010
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
40
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Robert Half Generation Y White Paper Def

  1. 1. SURVEY GENERATION Y A new generation in the workforce
  2. 2. INTRODUCTIONThey’re the children of the baby boomers, but their life experiences have been markedly different from those of their par- ents. They’re Generation Y – also known as the Millennial Generation – and they’re a teamplayers force to be reckoned with. Members of this group are broadly defined as those born between 1979 and 1999. The youngest sets the bar high members of this generation are still in ele- mentary school, while the vanguard is not afraid to already in the workforce. make mistakes As more baby boomers retire, this sizable generation will become an increasingly vital segment of the workforce. This paper focus- socially involved es on the most senior slice of Generation Y – those who are 21 to 29 years of age and selfconscious beginning their careers. They are the man- agers, supervisors and executives of tomor- row. And in terms of their work styles, profes- sional expectations and career concerns, they show some distinct preferences. Along with providing and interpreting the survey results, this guide offers specific strategies your company can implement to position itself as an employer of choice to this generation, based on the combined experience of Robert Half International and Yahoo! Hotjobs. It also provides tips to try to help you keep your Generation Y workers motivated, inspired and loyal to your firm. We hope it’s a useful tool and invite you to visit www.roberthalf.nl for additional surveys on other topics. Methodology To find out the “why” behind Generation Y, we went straight to the source. Our goal was to understand this group’s professional priorities and mindset: what motivates them at work, what types of career concerns keep them awake at night, how they view their roles and responsibilities in the workplace and what they want from their employers. To find the answers to these questions, Robert Half International and Yahoo! Hotjobs commis- sioned a survey in the United States in the second quarter of 2007 by an independent research firm, of more than 1,000 adults ages 21 to 28, sampling an equal percentage of men and women. The majority of respondents (79 percent) were college graduates employed full-time; the rest were employed part-time and/or still attending college. In addition, we included results of a Robert Half Workplace Survey, which included European respondents.
  3. 3. THE ‘WHY’ BEHIND GENERATION Y “Babyboomers are starting to retire now. This enables Generation Y to fill in and climb the ranks, bringing with them positivism, enthusiasm and much needed new ideas.” Hein-Pieter Okker, Senior Manager, Robert HalfApproximately one in four This slice of Generation Y takes for granted the pervasiveness of technology in daily life. In fact, professionals in this age group may not recall a time without personalGen Y workers polled consults his computers, cable television, the Internet, cell phones and instant messaging. Theyor her parents first when making spend a significant portion of their time online – socializing, shopping, banking,employment decisions studying, downloading music, watching movies, playing games, communicating, looking for jobs, researching potential employers and seeking information that will help them build their careers. Generation Y adults also are likely accustomed to close and constant parental involvement in their lives, which has earned them the label, “The Tethered Generation.” They may call, text-message, instant message or e-mail their parents multiple times a day. Many have grown up with “helicopter parents,” (those who paid very close attention to their children and “hovered” overhead) who now are available at the speed of e-mail to offer advice and guidance, or intervene on their children’s behalf when it comes to difficulties at school or on the job.Compared to previous generations, Like generations before them, Generation Y has often been discussed and studied. At best, this group has been depicted as eager and tech-savvy, requiring that workGen Y expects to have be both fun and challenging. At worst, they’ve been characterized as an overstim- ulated, high-maintenance generation hooked on instant gratification. They’ve also• More frequent job/career changes (15%) been accused of having a sense of entitlement and unreasonable expectations• Greater focus on personal/family life (12%) about work.• More knowledge of advanced In reality, our survey results point to an ambitious, highly motivated generation that technology (10%) shares many of the same concerns as their predecessors. In fact, the survey• More education (9%) respondents appeared more attuned to issues such as saving for retirement, hav- ing good healthcare benefits and balancing work and personal obligations than might be expected of those who are relatively new to the workforce. Much of this may be due to the fact that they’ve witnessed significant uncertainty in their life- times, making security and stability increasingly attractive, both in their personal lives and on the job. S U RV EY G E N E R AT I O N Y 3
  4. 4. WHAT PEOPLE SAY ABOUT GENERATION Y VERSUS THE REALITY Stereotype Reality Generation Y lives in the moment One-third of respondents were concerned about finding/keeping a job, and would rather play than work. supporting themselves and their families, and “saving enough” money. They’ve watched their parents, they know that long-term job security can be elusive, and they have no illusions about how hard they’ll have to work to achieve financial security and stability. Twenty-six percent worry about finding work, whether jobs will be available in their chosen fields and if they will have career longevity. And 23 percent are most concerned with finding fulfilment on the job, working in a positive environment and advancing in their careers. Generation Y expects They’re focused on the future and worried about funding their retirement. instant gratification. This group questions whether State retirement funds will be available for them. Our survey revealed that, when Generation Y evaluates employment opportunities, “benefits” are one of the top three deciding factors. This generation slacks off at work 73 percent worry about balancing professional and personal obligations. to take care of personal matters. Generation Y watched their parents struggle to achieve a balance between work and personal obligations. Like their parents before them, Generation Y wants to have it all – fulfilling work, families and rich personal lives. That they should be able to do it is assumed; how to do it is far less certain – and they expect the companies they work for to help them find a way. Generation Y workers They want frequent communication with the boss. can’t take direction. Generation Y is accustomed to hearing timely critiques about their performance. They seek managers who are willing to let them figure out their own strategies for getting the job done while at the same time being approachable and available to provide advice, assistance and support. According to our survey, a mere 10 percent of Generation Y are comfortable with communicating only once a week with their bosses – most want daily feedback. Generation Y employees have They expect to pay their dues in different ways. a sense of entitlement and It’s true; members of this generation expect to rise up the ranks quickly. In fact, about half don’t want to “pay their dues.” of those we surveyed believe that professionals should have to spend only one or two years proving themselves in entry-level positions. However, this is a group that expects to pay dues in other ways – namely, through education. Nearly three-quarters think it’s like- ly they will go back to school to obtain another degree during the course of their careers. 73% Nearly three out of four of those surveyed say it’s likely they’ll go back to school to obtain another academic degree/certification S U RV EY G E N E R AT I O N Y 4
  5. 5. HELP WANTED: WHAT GENERATION Y LOOKS FOR IN EMPLOYERS “If I have to work on a Saturday, “What about about working at home? can I have a day off during the week?” Because Rotterdam - Apeldoorn by train is quite far.” “How often will I receive “Do I really have feedback or coaching?” to wear a tie in the office?” “How many education days per month do I have during my trainee period?” “Can I also buy extra holiday-days?” Students from Trainee Development Program, Achmea Generation Y’s image of the ideal employer reflects a down-to-earth blend of idealism and pragmatism, of concern for self and for others. As a group, they share the belief that organizations should benefit both the individual and broader society. At the same time, they are reluctant to sacrifice professional security and growth for broader values. There are definitely differences between Generations and what they look for in employers, according to Jenny Coolen, Branding & Recruitment Specialist, Sara Lee. “Generation Y’ers almost always ask in their first interview what their next step could be in the company and what the company’s education and coaching program GEN Y RESPONDENTS RANKED THE FOLLOWING JOB is. They want to have a clear view and are not afraid to ask for it, in comparison with CONSIDERATIONS ON A 1-TO-10 SCALE, WITH 10 BEING other generations.” MOST IMPORTANT, AND 1 LEAST IMPORTANT To attract Generation Y, Sara Lee offers flexible hours, an extended holiday packageSalary 9.05 and several education and coaching opportunities. To further attract Generation Y talent, Sara Lee offers the Young Leadership program and the Sara Lee InternsBenefits (health insurance, etc.) 8.86 United networking organisation.Opportunities for career growth/advancement 8.74The company’s location 8.44Company leadership 7.95The company’s reputation/brand recognition 7.56Job title 7.19In-house training programs 6.95Tuition reimbursement programs 6.44The diversity of the company’s staff 6.07The company’s charitable/philanthropic efforts 6.06 Source: Generation Y report (US) by Robert Half S U RV EY G E N E R AT I O N Y 5
  6. 6. HOW IS GENERATION Y SEARCHING FOR JOBS? Members of Generation Y are adept users of both new and traditional media. Thanks to online social networking, they are quick to share their knowledge and opinions with one another.Looking for work Online: Online:• Nearly three-quarters of Generation Remember that this group is attracted to corporate images and brand names. Even professionals visit company websites to if your company isn’t well known, you can provide information that speaks to your learn more about prospective employers firm’s reputation and what you stand for, including industry awards or accolades. If you’re a leader in your industry, but not a household name, point out your reputation• More than two-thirds use job boards within your niche.• Nearly one-quarter use social networking sites (Hyves, LinkedIn, FaceBook, etc.)YLooking for work Offline: Offline:• More than half of Generation Y job seekers Your website, recruitment advertising and corporate literature should communicate check newspaper or magazine want ads in vivid detail your firm’s commitment to providing competitive salary, top benefits and career growth. Assuming these actually are your company’s values, and• Nearly one-third use staffing and describe your programs. recruiting firms• One-quarter ask their parents for leads S U RV EY G E N E R AT I O N Y 6
  7. 7. SUCCESS DEFINED: WHAT GENERATION Y WANTS IN A CAREER “Y professionals favor a manager who not only gives them attention and respect, but also is able to help them with their professional growth.” Barbara Kollee, Senior Manager, Robert Half “HOW LONG DO YOU EXPECT TO STAY AT YOUR CURRENT POSITION?” Less than one year 16% One to two years 24% Three to five years 19% Six years or more 22% Not sure 19% Source: Generation Y report (US) by Robert Half GEN Y RESPONDENTS RANKED THE FOLLOWING JOB Now that we know what Generation Y looks for in a job offer, let’s consider what they CONSIDERATIONS ON A 1-TO-10 SCALE, WITH 10 BEING want in their careers over the long term – keeping in mind that “long” for these profes- MOST IMPORTANT, AND 1 LEAST IMPORTANT. sionals means years, not decades. More than half of those surveyed believe they should spend just one to two years “paying their dues” in entry-level positions. Moreover, near-Working with a manager I can respect and learn from 8.74 ly half (43 percent) of Generation Y workers surveyed said they plan to stay betweenWorking with people I enjoy 8.69 one and five years at their current jobs, while only 22 percent expect to spend six or more years in the same position.Having work/life balance 8.63 To retain your Generation Y workers, focus on the work environment. Workplace factorsHaving a short commute 7.55 that are most important to Generation Y are working with a manager they respect andWorking for a socially responsible company 7.42 people they enjoy, and striking a balance between personal and work obligations.Having a nice office space 7.14Working with state-of-the-art technology 6.89 Source: Generation Y report (US) by Robert Half “HOW MUCH TIME DO YOU THINK PROFESSIONALS ENTERING THE WORKFORCE SHOULD HAVE TO SPEND ‘PAYING THEIR DUES’ IN ENTRY-LEVEL POSITIONS?” Less than one year 16% One to two years 51% Two to three years 19% More than three years 5% Not sure 9% Source: Generation Y report (US) by Robert Half S U RV EY G E N E R AT I O N Y 7
  8. 8. WHAT DOES GENERATION Y EXPECT FROM A MANAGER? As with professionals of all ages, the quality of a Generation Y employee’s relation- ship with his or her manager is directly linked to job satisfaction. Remember that Generation Y are accustomed to direct, ongoing supervision and guidance from par- ents, teachers and other authority figures. They seek a similar relationship with their bosses, looking to them for almost constant feedback. In fact, 35 percent of those surveyed want to communicate with the boss several times a day. Once per day is sufficient for one-quarter of respondents, while only 10 percent would be content with weekly communication. Clearly, this generation, like most workers starting their careers, has high ideals when describing the types of supervisors they seek. By contrast, Generation Y’s “nightmare” boss is, according to one of our candidates, “a micromanager who is not concerned with my professional development, and who tends to place blame on everyone other than themselves.” Ronald de Zoete, Associate Director, Robert Half In essence, being a good manager to Generation Y means being a good manager – period. After all, who wouldn’t want to work for a supportive coach and mentor? But for Generation Y, having a good boss is particularly important. This is a group that has high expectations for authority figures and craves continual feedback and rein- forcement. Pairing these staff members with your best managers will go a long way toward keeping these employees satisfied and productive.Gen Y respondents were asked,“How would you describe yourdream boss?”The top responses were:• Good management skills• Pleasant and easy to get along with• Understanding and caring• Flexible and open-minded• Respects/values/appreciates employees• Good communication skills S U RV EY G E N E R AT I O N Y 8
  9. 9. CONCLUSION Companies that make an effort to understand and act upon these professionals’ viewpoints will find themselves with a dedicated and ambitious group of workers. Without question, the workplace is changing. Much like the generations before them, Generation Y employees bring specific values and ideals to the business world that ultimately will alter workplace policies and management strategies. Companies that make an effort to understand and act upon these professionals’ viewpoints will find themselves with a dedicated and ambitious group of workers. Creating an attractive environment for these staff members will be particularly important in the coming years, as more baby boomers retire and firms look to new generations of workers to replace them. The good news is that many of the perks Generation Y seek – such as education, training and advancement opportunities – not only will help firms attract and retain these professionals right now, but also will position these workers to tackle new business challenges and help their firms grow and prosper in the future. S U RV EY G E N E R AT I O N Y 9
  10. 10. WHAT SHOULD YOUR COMPANY OFFER? ADVICE Given the preferences and values expressed by survey respon- dents, the following strategies may help your firm recruit and retain this group: Make them an offer they can’t refuse. • Ensure that the compensation your company offers is slightly above the average for your industry and region. • Generation Y are accustomed to instant results, make them an upfront offer they can’t refuse. Put yourself in their shoes when thinking about benefits. • Make your programs easy to understand and clearly highlight all of your perks and benefits. • Generation Y expects everything to be arranged upfront, so make sure you take care of it. Offer them career options. More than 50% of Dutch generation Y’ers say the biggest reason to leave a company is because of a lack of career opportunities. “Generation Y will take the great offer now over an even better one tomorrow.” Hein-Pieter Okker, Senior Manager, Robert HalfTop career concerns:• financial security (33%)• job stability (26%)• career satisfaction (23%) TOP 3 REASONS WHY GENERATION Y EMPLOYEES WOULD LEAVE A COMPANY No opportunities for career development 51% Not satisfied with salary 39% Work/life not in balance 12%If you provide it, they will stay… Source: Workplace Survey (EU) 2005 by Robert HalfGen Y’s most-valued benefits:• healthcare coverage• paid vacation• dental care coverage• bonuses• flexible work hours/telecommuting A DV I C E - S U RV EY G E N E R AT I O N Y 10
  11. 11. WHAT SHOULD YOUR COMPANY OFFER? ADVICE WHICH ADDITIONAL BENEFITS MOTIVATE GENERATION Y STAFF? Total NED IRL FRA GER GBR BEL CZE ITA LUX AUS NZLTotal respondents 1765 150 100 200 200 303 206 100 101 102 201 102Career development 32% 37% 28% 42% 36% 28% 32% 25% 9% 22% 43% 38%Flexible hours 36% 31% 35% 56% 44% 28% 45% 2% 16% 38% 37% 40%Evaluations/bonuses 33% 27% 35% 48% 24% 33% 43% 31% 16% 44% 31% 25%Not motivated by additional benefits 17% 23% 13% 14% 13% 16% 9% 17% 53% 20% 10% 16%Frequent team meetings 8% 10% 12% 9% 14% 3% 9% 0% 12% 6% 7% 10%More holidays 13% 10% 18% 36% 9% 8% 21% 1% 4% 14% 4% 12%No answer 1% 0% 1% 0% 2% 1% 0% 8% 0% 0% 0% 0% Source: Workplace Survey (EU) 2005 by Robert Half • Showcase perks such as in-house training programs, tuition reimbursement, paid time off to attend professional development events, and reimbursement of mem- bership fees for professional associations. During recruiting events and job inter- views, provide concrete examples of employees who have taken advantage of these opportunities so prospective hires know that capitalizing on these offerings is encouraged. • Develop a mentoring program in your department or company. If your organization has multiple locations and a corporate intranet, don’t overlook the benefits of e- mentoring as a supplement to more traditional arrangements. • Give professional assignments that stretch their abilities and allow them to develop multiple competencies, such as team leadership, business management and client/customer service, in addition to specific job-related abilities. • Try to make their jobs more diverse. Generation Y workers grew up with a high level of stimulation (TV, video games, the Internet and myriad extracurricular activities) and will become disengaged quickly if they are not challenged. • Remember that, like most professionals, Generation Y workers value a reciprocal, mutually beneficial relationship. They want to make a contribution to their employers and, in return, they want their employers to help them achieve their professional goals. During the interview, describe how the applicant’s work will make a difference and outline the career paths available to them. A DV I C E - S U RV EY G E N E R AT I O N Y 11
  12. 12. WHAT DOES GENERATION Y EXPECT FROM A MANAGER? ADVICE Following are some additional management tactics that may help you bring out the best performance in your staff: Give them their ‘scores.’ The keyword for generation Y is feedback. Recent graduates are accustomed to receiving regular feedback, it motivates them and they appreciate knowing where they stand. So, don’t wait for the annual performance review to provide feedback. Keep the door open, but don’t be a doormat. This group appreciates a friendly, fair-minded manager who dispenses advice, pro- vides support and then gives them space to do their jobs in their own way. But they aren’t looking for pushovers: They want their supervisors to exercise clear authority. Walk the talk. Similarly, this group wants companies to act true to their values. They are sceptical of corporate pronouncements unless they are backed up with clear action. See them as people, not just employees. Like all professionals, these workers want supportive managers. When talking with Generation Y staff members, acknowledge that they have lives and concerns outside of work, and help them balance work and personal obligations. Lend them your ears. They seek the validation that comes from being heard. This does not mean that you have to act upon their every suggestion, but you can acknowledge their ideas and encourage them to approach you with their thoughts.73%Nearly three out of fourof Gen Y workers polledare worried about balancingwork and personal obligations A DV I C E - S U RV EY G E N E R AT I O N Y 12
  13. 13. WHAT DOES GENERATION Y EXPECT FROM A COWORKER? ADVICE GEN Y RESPONDENTS RANKED HOW MUCH THE FOLLOWING FACTORS WOULD INFLUENCE THEM TO LEAVE ONE JOB FOR ANOTHER ON A 1-TO-5 SCALE, WITH 5 HAVING THE MOST INFLUENCE, AND 1 THE LEAST. Higher pay 4.63 Better perks and benefits 4.44 More opportunities for advancement 4.22 More interesting work 4.14 Better work environment 3.99 Shorter commute 3.51 More prestigious job title 3.39 Source: Generation Y report (US) by Robert Half Generation Y is a highly sociable generation, accustomed to doing things as part of a group since their years in daycare and preschool. Perhaps that’s why two-thirds of survey respondents selected in-person conversations with their coworkers as their preferred communication method. Only one in five would rather communicate by e- mail. The takeaway for businesses: Make sure your workplace is structured to encourage plenty of the kind of “face time” that Generation Y professionals enjoy. This could mean arranging work groups in open, connected seating areas that facilitate face-to- face communication or creating more opportunities for employees to socialize dur- ing and after work. If Generation Y professionals feel connected to their coworkers, they’re more likely to be satisfied with their jobs and stay with your company.When evaluating employers,gen Y professionals look for: The Power of Balance• A manager they can respect and Nearly three-quarters (73 percent) of Generation Y professionals are concerned about being able to balance a career with personal obligations. You’ll encourage learn from longer tenures and greater loyalties among employees if you offer perks and• People they can enjoy working with programs that help them achieve work/life balance. This may require you to rethink• Work/life balance traditional career paths or timetables for advancement, or offer options such as job- sharing, telecommuting, compressed workweeks or alternative scheduling, when appropriate. No Useless TitlesDressed to work… How gen Y In keeping with their preference for an informal and friendly workplace, members ofwants to dress on the job: Generation Y are not particularly impressed by prestigious titles and fancy offices. Consider these survey results:• Business casual (41%) Job title ranked seventh among 11 factors that Generation Y uses to evaluate a job opportunity. And they ranked a “more prestigious job title” last among seven factors• Sneakers and jeans (27%) that would prompt them to leave their current jobs. Generation Y employees are far• A mix, depending on situation (26%) more interested in challenging duties. In other words, it’s what they do, not what• Business attire (4%) they’re called, that counts. A DV I C E - S U RV EY G E N E R AT I O N Y 13
  14. 14. HOW CAN YOU RETAIN GENERATION Y? ADVICE You’ve attracted them to your company, hired the best of them and given them train- ing and generous perks and benefits – or at least you think you have. But, unexpect- edly, a few of your Generation Y employees are giving their two weeks’ notice. What’s the reason? Generation Y doesn’t stand still, and when it comes to keeping them motivated, inspired and loyal, your firm can’t either. For example, don’t offer gift certificates for outstanding performance and expect the initiative to still motivate Generation Y’ers a year later. In fact, don’t bother offering gift cards or any other small-scale rewards and incentives at all if you haven’t adequately addressed their fundamental needs. And for Generation Y, these baseline requirements are simple and practical: money, benefits, growth. These were the top three factors cited by survey respondents that would lure them to another firm. Thus, if you’re experiencing a drain of Generation Y employees who have been with your company for a year or more, it could be time to re-evaluate your compensation structure, benefits package and the types of career paths you are offering. On the other hand, if turnover is occurring only in one or two entry-level positions, perhaps you need to analyze those particular job functions (see Analyze your job functions checklist). If you’ve addressed factors such as compensation, benefits, career growth and challenge, and your turnover among Generation Y employees remains high, you may need to create a more collaborative, collegial work environment. This is a generation of workers who are well informed of their worth and will always be on the lookout for new opportunities. “Generation Y sets itself apart by being proactive, commercial and in control of the future. This means an updated CV, active use of social networking websites like LinkedIn.com and being ready to seize the next opportunity when it arises. This poses a real challenge to organizations. T keep up the pace, our role will be o one of constant reinvestment ofThey are most likely to be lured the fundamental needs of our employees.”to another firm by: Ronald de Zoete, Associate Director, Robert Half• Greater opportunities for career development• Higher pay• Better work/life balance• Benefits A DV I C E - S U RV EY G E N E R AT I O N Y 14
  15. 15. HOW CAN YOU RETAIN GENERATION Y? ADVICE “The first step to make sure that generation differences work out in the companies’ best interest, is to acknowledge that there are differences.” Het Financieele Dagblad Although no single program or policy can be a panacea, integrated programs that address workers’ most pressing career concerns may help you mitigate high turnover. And keep in mind that a certain amount of attrition is to be expected. Those who are just starting their careers want to know that their contributions mat- ter and their skills are improving. So, to close the revolving door, you may need to restructure the entry-level positions in question, perhaps combining several func- tions to create a single, more challenging job or developing a more defined path of advancement out of a routine role. Analyze your job functions Could the jobs be made more interesting or complex? Do the employees in those positions have sufficient interpersonal contact with coworkers? Is the manager or supervisor available on a consistent basis to provide them with guidance and direction? Do the jobs involve varied and challenging assignments, or do employees in those positions perform repetitive tasks?Generation Y sets itselfa part by being:• Proactive• Commercial• In control of the future A DV I C E - S U RV EY G E N E R AT I O N Y 15
  16. 16. ABOUT US About Robert Half International Founded in 1948, Robert Half International is the world’s first and largest specialised staffing firm with more than 360 offices worldwide. In the Netherlands Robert Half has five professional staffing divisions; Accountemps (specialising in temporary financial recruitment), Robert Half Finance & Accounting (specialising in permanent recruitment of finance and accounting personnel), Robert Half Financial Services Group (specialising in high-calibre finance and banking profiles), Robert Half Management Resources (interim and project financial recruitment) and OfficeTeam (highly skilled temporary office support). For more information about the specialised staffing and recruitment divisions of Robert Half, visit www.roberthalf.nl. S U RV EY G E N E R AT I O N Y 16
  17. 17. MORE THAN 360 OFFICES WORLDWIDE HAMMERSMITH HAMBURG ANTWERP MUMBAI PHOENIXBRUSSELS KINGSTON BAKERSFIELD GENOA LYON NEW YORK OAKLAND SAN JOSE LOS ANGELES DUBLIN DENVERTAMPA FRANKFURT CORAL GABLES ORLANDO STUTTGART RIO DE JANEIRO MUNICH WIESBADEN TURIN TOKYOMIAMI NEW ORLEANS HONOLULU SAN FRANCISCO PORTLAND LILLE DAVENPORT NANTES LIEGE OAKBROOKOVERLAND PARK LUXEMBOURG COLUMBIA LOUISVILLE ATLANTA LIVERPOOL MILTON KEYNES LONDON NOTTINGHAMBERLIN RICHMOND SAN DIEGO BALTIMORE BRAINTREE PARIS CAMBRIDGE SPRINGFIELD BOSTON MELBOURNECHAPEL HILL SYRACUSE CHARLOTTE HONG KONG MANCHESTER GHENT MADRID COLUMBUS ROME MEMPHISEINDHOVEN CHICAGO MILAN LANCASTER PHILADELPHIA PRAGUE PITTSBURGH PROVIDENCE CHARLESTON ZURICHVANCOUVER RICHMOND SEATTLE TACOMA MIDDLETON SALT LAKE CITY MILWAUKEE SYDNEY BRISBANEBURLINGTON SINGAPORE DALLAS OTTAWA MONTREAL TORONTO DUBAI EL PASO NORTH YORK WASHINGTONROTTERDAM UTRECHT AUCKLAND SAN ANTONIO GLASGOW MANCHESTER SAO PAULO BRISTOL EDINBURGHCARDIFF LEEDS SOUTHAMPTON AMSTERDAM WATFORD WINDSOR BIRMINGHAM VINCENNES DUSSELDORFwww.roberthalf.nl

×