kelly Global workforce index ™how toattract andretain talentan industry perspective ONinformation technologyRORY SPANIER &...
introductionOur research about what attracts, motivates,           look into the responses from over 10,500 workersand ret...
≤    All industries: workforce flight riskDo you intend to look for a job with another organization within the next year? ...
≤    All industries: workforce engagement% of workforce that feels committed to current employer (% committed)            ...
≤    IT industry summaryWorkforce Flight Risk                                                                             ...
≤    IT industry: candidate attraction and acquisitionWhen considering applying for a job, what organizational attribute i...
≤    IT industry: candidate attraction and acquisitionWhich of the following factors would drive your decision to accept o...
≤    IT industry: employee engagementWhat one factor makes you feel more committed or “engaged” with your job?            ...
≤    IT industry: employee engagementWhat factor would be most likely to cause you to leave your organization?            ...
≤    IT industryemployer recommendationsCandidate Attraction/Acquisition                                                  ...
ConclusionWhile there are some sweeping worker trends             that attract them to certain organizations, keep themwit...
About the AuthorsRORY SPANIER serves as director of the global solutions team at Kelly Services®.He specializes in deliver...
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IT Services: How to Attract and Retain Talent - An Industry Perspective on IT

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This global industry perspective, taken from the 2012 Kelly Global Workforce Index findings, provides flight risk and engagement indicators across key industries. From there, we offer an even deeper look into the responses from over 10,500 workers in the IT sector, providing valuable, candid insight into the contributing factors that guide these workers and their career pursuits.

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IT Services: How to Attract and Retain Talent - An Industry Perspective on IT

  1. 1. kelly Global workforce index ™how toattract andretain talentan industry perspective ONinformation technologyRORY SPANIER & STEPHEN WHITE
  2. 2. introductionOur research about what attracts, motivates, look into the responses from over 10,500 workersand retains workers across different industries in the IT sector, providing valuable, candid insightbrought to light some striking differences. into the contributing factors that guide theseAlthough there is a strong pattern of voluntary workers and their career pursuits. These workersattrition across all industries and regions, the reveal both the specific corporate attributes thatresponses of some 170,000 employees, globally, attract them to particular jobs as well as issuesprovide valuable insights for employers seeking concerning job engagement and satisfaction.to retain and engage talent in these sectors. The scope of this study also offers a glimpseThis global industry perspective, taken from the into employees’ practical reasoning for leaving2012 Kelly Global Workforce Index findings, provides jobs and a guide to what employers can doflight risk and engagement indicators across key to help retain their best performers.industries. From there, we offer an even deeper Kelly Global Workforce Index™ 2
  3. 3. ≤ All industries: workforce flight riskDo you intend to look for a job with another organization within the next year? (% Yes) At any given time, a large section of the workforce 75% is in a state of flux. Globally, across all industries, two-thirds of workers (66%) said that they intended 2012 to look for a job with another organization within the next year. Although more positive for employers 70% than 2011 (69%), this represents a significant 69% 69% 2011 68% increase from the level in 2009 when 59% indicated 67% 67% they planned to look for a job elsewhere. 66% 66% 65% 2009 65% Across the industries we investigated, workers 64% 64% appear restless. While the IT and Natural Resources industries show a slight advantage, we found that the climate of today’s workforce has eroded the retention 60% 60% 60% of employees across the board. The IT sector is 59% 59% 58% generally more accustomed to an active employment market due to the rapid pace of innovation, but across the board we are seeing this “new norm” 55% translate across industries. The seemingly new norm has employees continuously keeping a finger on the pulse of the job market waiting for the next, better opportunity. Unless employers can offer meaningful 50% work and ongoing opportunities for growth, workers All Industries Information Technology Financial Services Life Sciences Natural Resources today feel that it is in their best interest to keep their careers in a perpetual state of motion.Note: The above question was excluded from the 2010 KGWI survey. 2009 2011 2012 Kelly Global Workforce Index™ 3
  4. 4. ≤ All industries: workforce engagement% of workforce that feels committed to current employer (% committed) Across all industries, employee engagement rates 80% have fluctuated over the past few years, with the strongest rates cited in 2010. Rates dipped lower 201twelve in 2011 in a possible response to the strengthening economy; they have since rebounded in 2012. 75% 74% 74% 201eleven 72% Fluctuations aside, today’s engagement rates might be viewed by some employers as a 70% 70% 70% positive sign—an indication that employees plan 200ten to stay put. However, given the fact that two- 67% 66% 66% thirds (66%) of workers say they plan to look for 65% 64% a new job next year, it seems contradictory that 63% nearly the same amount (63%) say that they feel 61% 61% committed/engaged with their current employer. 60% At the surface, this doesn’t appear to add up. 60% 59% 57% By digging a little deeper, however, we hope to shed some light on this paradox. Aside from salary/ 55% benefits, our research uncovered lack of opportunities for advancement and poor management rank highest in terms of what factors are most likely to cause an 50% employee to leave an organization. Could it be that All Industries Information Technology Financial Services Life Sciences Natural Resources although workers are engaged in their jobs, they see little opportunities for advancement if they stay? 2010 2011 2012 Kelly Global Workforce Index™ 4
  5. 5. ≤ IT industry summaryWorkforce Flight Risk Workforce EngagementTrends over time Trends over timeCompared to 2009, significantly more workers in the IT industry intend to look for a new job within the next year. Workforce loyalty today among workers in the IT industry is significantly lower than in 2010, when 70% feltIn 2009, 59% indicated they planned to look for a new job the following year, compared to 64% in 2012. committed or engaged with their current employer.2009: 59% 2012: 64% 2010: 70% 2012: 67%Compared to all industries Compared to all industriesAlthough workers in this industry are more likely to look for a new job next year, their flight risk is lower Compared to workers across all industries, significantly more workers in the IT industry feel committed orthan most other industries and significantly lower than workers (on average) across all industries. engaged with their current employer. 66% All industries: 64% IT industry: 63% All industries: 67% IT industry: % of workers who are % of workers who are % of workers that feel % of workers that feel likely to look for a new likely to look for a new committed or engaged with committed or engaged with job next year job next year their current employer their current employer Kelly Global Workforce Index™ 5
  6. 6. ≤ IT industry: candidate attraction and acquisitionWhen considering applying for a job, what organizational attribute influences you the most? Workers in the IT industry are quite similar to 30% workers in other fields. The top two organizational IT industry characteristics they consider when applying for a IT Industry All industries job are “corporate culture” and a “strong market presence/leadership.” “Reputation for innovation” 25% has established itself as the mark of excellence in All Industries technology. Therefore, it should not be surprising that employees in this industry, more so than in most other 20% industries, greatly value “reputation for innovation” in prospective employers. 15% The IT industry workforce, however, is not the only group enticed by innovative companies; workers in the Life Sciences and Natural Resources industries 10% also share this notable trait. When looking for a job, “longevity” ranks much lower on the IT industry worker’s influence scale. In 5% fact, compared to workers overall, IT workers are considerably less influenced by an organization’s “longevity.” It seems that these workers hold values 0% other than date of establishment in higher esteem Corporate Strong market Financial Reputation for Longevity Corporate Social media Other when considering a potential employer. culture presence/leadership performance innovation social responsibility presence Kelly Global Workforce Index™ 6
  7. 7. ≤ IT industry: candidate attraction and acquisitionWhich of the following factors would drive your decision to accept one job/position over another? Not unlike other workers, when the time comes 50% to choose between jobs, two top factors drive the decision in the IT industry: “personal growth/ IT industry IT Industry advancement” (37%) and “personal fulfillment/ All industries work-life balance” (36%). However, when 40% these workers are making a decision between All Industries two prospective jobs, they are significantly different from others in the weight they put on “compensation/benefits.” Significantly more 30% workers in the IT industry responded that they consider “compensation/benefits” an important factor when choosing one job over another. 20% 10% 0% Personal growth/ Personal fulfillment Compensation/benefits Corporate sovereignty/ Other advancement (work/life balance) (high risk/high reward) good will Kelly Global Workforce Index™ 7
  8. 8. ≤ IT industry: employee engagementWhat one factor makes you feel more committed or “engaged” with your job? The top factors that make workers in the IT industry 35% feel more committed/engaged: IT industry 1. More interesting andIT Industry work challenging All industries 30% 2. Higher salary and benefits* 3. More meaningful responsibility All Industries 25% *Compared to workers (on average) across all industries (24%), significantly more workers in the IT industry (26%) indicated that “higher 20% salary and benefits” would make them feel more committed or “engaged.” 15% For a plausible explanation, we can start with the fact that many workers in this industry are 10% already highly-compensated. Their skills are in demand and they realize their market power. With more employment options available to them, 5% it’s not surprising that salary and benefits play a key role in retaining these critical workers. 0% More Higher More A better More or More flexible Opportunity for More support Other interesting salary and meaningful balance improved work telecommuting with health, or challenging benefits responsibility between training arrangements (working fitness and work work and from home or well-being from personal life remotely) employer Kelly Global Workforce Index™ 8
  9. 9. ≤ IT industry: employee engagementWhat factor would be most likely to cause you to leave your organization? Across the board, the top three factors that would 25% be most likely to cause workers to leave are “poor salary and benefits” (21%), “lack of opportunities IT Industry for advancement” (21%), and “poor management” (20%). For workers in the IT industry, not only is 20% “poor salary and benefits” cited as the top factor for All Industries attrition, salary and benefits are significantly more important to workers in the IT industry compared to the average of workers across all industries. 15% 10% 5% 0% Poor salary/ Lack of Poor Inadequate Poor staff Poor Stress Lack of Concern Other benefits opportunities management work/life morale communication flexible with for balance work corporate advancement arrangements reputation Kelly Global Workforce Index™ 9
  10. 10. ≤ IT industryemployer recommendationsCandidate Attraction/Acquisition Employee Retention• We know that employers who are the center of • For workers in the IT industry, “money talks.” You • Workers in the IT industry are eager to keep • It is a given that keeping workers in the IT industry innovation, driving new discoveries, new products cannot afford to pinch pennies if you want to entice their skills relevant and up-to-date, so make sure engaged requires assigning interesting and and the latest technological innovations are strong candidates during the final stages of the there are plenty of ongoing opportunities for challenging work, but in terms of engagement extremely appealing to this group of workers. So, hiring process. While they’ll look at the personal your employees to develop and grow in their and commitment, these workers, more so than when looking to attract workers in the IT industry, factors like growth opportunities and work/life areas of expertise/interest. Ongoing training and others, are looking for competitive salary and make sure you are promoting every aspect of balance first, they are also heavily influenced development programs are some of the most benefit packages. Once you get the best talent your organization’s innovations and advancements (more so than workers in other industries) by effective retention tools available; champion in the door, make sure your compensation throughout every stage of your candidate attraction the compensation/benefits package. Offer a these workers by offering help or support with package is strong enough to hold onto the best. process—from the job description to the initial competitive compensation/benefits package new certifications, conferences or workshops. recruiter contact. to keep prospective talent from choosing your Most employees will not only be thankful for competition over you. the opportunity to build their personal skill set, they’ll be more engaged and more productive. • Connection to co-workers is important to engagement efforts; when possible, look to create “teams” to complete projects, and don’t forget to foster a climate of camaraderie by allowing “downtime” for the entire staff to connect with one another. Kelly Global Workforce Index™ 10
  11. 11. ConclusionWhile there are some sweeping worker trends that attract them to certain organizations, keep themwitnessed across all industries, one thing is clear: engaged in their work, and, ultimately, keep themnot all employees are the same. For some, like loyal to their respective organizations. Learningthose in the IT industry, an innate attraction to what these factors are and understanding waysinnovative projects and a call for a competitive to influence them may give employers in the ITsalary and benefits package rank high on the list. sector the crucial competitive edge they need toFor others, it’s more about measurable, personal win and retain the critical talent they seek in theiroutcomes—sharing in what they help create. constantly evolving, ever-competitive industry.Different industries have different workforces; thoseworkforces have unique attitudes and motivators Kelly Global Workforce Index™ 11
  12. 12. About the AuthorsRORY SPANIER serves as director of the global solutions team at Kelly Services®.He specializes in delivering complex workforce solutions, including managed serviceproviders (MSPs), business process outsourcing (BPO), recruitment process outsourcing(RPO), and traditional staff augmentation services within the High-Tech client vertical acrossNorth America, APAC, EMEA, and LATAM. Rory has more than 12 years of experience in theworkforce solutions industry, seven of which were concentrated in the operational delivery ofMSP/VMS solutions with leading global clients.STEPHEN WHITE serves as global director of the global solutions team at Kelly Services®.He provides global strategic account management, solution development, and workforceconsultative services within the High-Tech vertical. With over 18 years of strategic andworkforce development experience, Stephen brings a wealth of diverse and specializedknowledge in the areas of managed staffing, global workforce solutions,business process outsourcing (BPO), process innovation, change management, andorganizational development.About the kelly global workforce indexThe Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace.More than 168,000 people across the Americas, EMEA, and APAC regions responded to the 2012 survey.This survey was conducted online by RDA Group on behalf of Kelly Services®.About Kelly services®Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-classstaffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe,Kelly provides employment to more than 560,000 employees annually. Revenue in 2012 was $5.5 billion.Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.Download The Talent Project, a free iPad app by Kelly Services.iPad is a registered trademark of Apple Inc.An Equal Opportunity Employer © 2013 Kelly Services, Inc.kellyservices.com EXIT Kelly Global Workforce Index™ 12
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