Q1 2013 Global Talent Market Quarterly

Global Talent Market Quarterly FIRST QUARTER l 2013

Global Talent Market QuarterlyCONTENTS 3 Global Economic Situation • Briefing • Outlook 6 Global Labor Market Update • Americas • EMEA • APAC • Global Labor Market Spotlight • Legislative Update 12 U.S. Labor Market Overview • Current Employment Conditions • Supply and Demand • Labor Market Spotlight 16 Workforce Solutions Industry Insight • Building a Pipeline of Skilled Workers • The Highly Virtual Workplace • Kelly Knowledge

Global Economic Situation FIRST QUARTER l 2013

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL ECONOMIC BRIEFING The global economy slowed in 2012, as ongoing fiscal tensions in Europe and the U.S. and soSening in key Asian markets kept business and consumer ac>vity muted. Confidence is star>ng to rebound in many parts of the world, albeit unevenly, as 2013 begins. AMERICAS EMEA APAC Economic growth across the region is >ed to A s>ll-‐weak economic climate in the Eurozone While strong compared to other economies, U.S. and global performance, with tepid is dampening the regional outlook for 2013. APAC economic growth was rela>vely soS in growth in 2012 expected to con>nue in 2013. 2012. Improvement is expected in 2013 in Eurozone some key markets including China and India. Canada The Eurozone recession may have boVomed out Economic growth in Canada mirrored that of in late 2012, helped by policy developments that Japan the U.S. in 2012, with a strong beginning to the brought some easing to the debt crisis. S:ll, the Japan’s economic performance declined in late year tapering off by year’s end. The outlook for region will struggle in 2013, as rela:vely stronger 2012, as a poli:cal feud with China dampened 2013 is slightly weaker, as external risks may countries such as Germany will be dragged down exports and a slowdown in government weigh on the economy’s performance. by troubled markets including Italy and Spain. s:mulus muted domes:c spending. Growth is expected to rebound by the end of 2013. U.S. U.K. The U.S. economy maintained moderate Economic growth was essen:ally flat in 2012, China growth in 2012, boosted by strength in the and the outlook for 2013 is only slightly beVer. The economy is expected to con:nue to private sector and indica:ons of recovery in Growth will be constrained by extended :ght accelerate in 2013, aYer 2012 growth of under the housing market. Public sector finances, domes:c fiscal policy, ongoing Eurozone 8%—the lowest China has seen since 1999. however, remain a key ques:on and may problems, and the soY global economic climate. India compromise growth in 2013. Growth in 2012 was es:mated at just over 5%. Central and Eastern Europe La>n America The cooler external economic environment kept While high by global standards, this was the The region’s economies are healthy but most growth muted in 2012. A slight accelera:on is country’s slowest growth in a decade and is are not forecast to see significant GDP expected for the broader CEE region in 2013; expected to pick up only modestly in 2013. accelera:on in 2013 as trade demand remains Russian GDP growth will remain around 3.5%. Australia low. The excep:on is Brazil, which is expected The mining sector, which has been Australia’s Middle East and North Africa to rebound from a very weak performance in growth engine in recent years, has seen some Many MENA economies are facing challenging 2012 to achieve 3% growth in 2013. weakening. This slowdown, along with ongoing growth prospects in 2013 due to ongoing poli:cal unrest and social turmoil, and the cool government austerity programs, is expected to global economic climate. usher in lower economic performance in 2013. 4 Sources: IHS Global Insight reports (January 2013); D&B’s Global Economic Outlook 2012-‐2013; Oxford Economics; US BEA, 12.20.12; Wall Street Journal, 12.10.12 and 01.21.13

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Global Labor Market Update FIRST QUARTER l 2013

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL LABOR MARKET UPDATE: AMERICAS Job crea>on is expected to maintain a solid pace across much of the Americas region in 2013, despite the forecast for somewhat sluggish economic condi>ons. The steady hiring momentum should begin to spur more significant declines in unemployment in 2014. UNITED STATES BRAZIL CANADA MEXICO Monthly employment gains Despite sluggish economic Canada’s labor market finished A solid economy will con:nue to averaged just 150,000 in both growth, the Brazilian economy 2012 on a high note, with nearly create demand for workers in the 2011 and 2012. AYer two years con:nued to create jobs in 2012, 100,000 jobs added in the last formal labor market and lower the of mediocre hiring, the U.S. labor with unemployment falling to two months and unemployment official unemployment rate. Formal market is expected to pick up the near record lows. Hiring is falling to a four-‐year low. Slower employment only accounts for pace and add over two million expected to con:nue as the economic growth may temper around a third of the labor force in jobs in 2013. economy strengthens in 2013. employment gains in 2013. Mexico, however. Average Annual Unemployment Rate 10% 8% 8.1% 7.7% 2012 (e) 6% 7.3% 7.3% 7.3% 7.0% 5.6% 5.5% 5.3% 2013 (p) 4% 4.8% 4.6% 4.3% 2014 (p) 2% 0% U.S. Brazil Canada Mexico Sources: IHS Global Insight reports (January 2013); Reuters, 12.21.12; Globe and Mail, 01.04.13 7

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL LABOR MARKET UPDATE: EMEA Job prospects in the Eurozone remain very weak as employers con>nue to trim payrolls as a result of diminished demand. Labor markets in some countries, including Germany, Russia, and the U.K, have shown surprisingly ligle nega>ve effects from the downturn. GERMANY FRANCE UNITED KINGDOM RUSSIA Hiring was up slightly in 2012 as Unemployment accelerated in The U.K. labor market con:nues Russia achieved record-‐low the labor market remained France in 2012 and is expected to to perform beVer than expected unemployment levels in 2012, a rela:vely resilient despite the con:nue to intensify as business in light of the economic situa:on. trend that is expected to persist region’s economic woes. Ongoing condi:ons remain weak. Although Unemployment is forecast to edge along with moderate economic effects from the crisis are expected the government has pledged to up in 2013 as private hiring is not growth through 2014. to nudge the unemployment rate make jobs its key priority, liVle likely to offset ongoing public ITALY up in 2013, however. recovery is seen un:l late 2014. sector job cuts. Hiring demand is expected to con:nue to weaken and unemployment will accelerate throughout 2013 as the country Average Annual Unemployment Rate struggles through recession. 12% 10% 10.9% 10.7% 10.7% 11.4% 11.3% 10.3% 8% 2012 (e) 8.0% 8.1% 8.2% 6% 2013 (p) 6.8% 7.0% 6.8% 5.7% 5.4% 2014 (p) 4% 5.2% 2% 0% Germany France U.K. Russia Italy Sources: IHS Global Insight reports (January 2013); dw.de, 01.03.13; Wall Street Journal, 01.11.13 and 12.12.12 8

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL LABOR MARKET UPDATE: APAC Regional labor markets weakened in 2012 as the uncertain global economy constrained business ac>vity and dampened demand for exports. Hiring in APAC countries will remain subdued in 2013, with improvements seen in 2014 as economic growth rebounds. JAPAN CHINA INDIA AUSTRALIA The Japanese labor market held up China’s ci:es created around 12 million Youth unemployment and The labor market showed signs of reasonably well in 2012 despite a jobs in 2012, and economic growth underemployment remain a weakness to close 2012, with a rise weakening economy, as declines in should sustain hiring in 2013. Despite signiﬁcant issue in India, but in unemployment and a net job manufacturing jobs were oﬀset by ongoing rural immigra:on, aging opportuni:es in professional loss in December. Sluggishness is gains in the construc:on and combined with the one-‐child policy careers are growing for young expected to persist in 2013 as healthcare areas. The outlook for caused China’s labor force to shrink in Indian workers. demand levels remain low. 2013 is not as favorable. 2012. This trend is expected to intensify skills shortages in the future. Average Annual Unemployment Rate 10% 9.3% 9.4% 9.1% 8% 2012 (e) 6% 2013 (p) 5.3% 5.4% 5.2% 4% 4.4% 4.9% 4.9% 2014 (p) 4.1% 4.1% 4.0% 2% 0% Japan China India Australia Sources: IHS Global Insight reports (January 2013); Reuters, 01.16.13 and 01.24.13; Financial Times, 01.18.13; Kashmir Images, 10.25.12 9 9

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL LABOR MARKET SPOTLIGHT: 2013 HIRING FORECAST PLANS FOR HIRING IN 2013 VARY WIDELY BY REGION EMPLOYERS WHO ARE IN A BETTER FINANCIAL POSITION THAN The hiring outlook is brightest in the BRIC countries (Brazil, THIS TIME LAST YEAR Russia, India, China), where employers feel most confident about their financial posi:ons, according to CareerBuilder’s 2013 81% 80% Global Job Forecast. 67% 63% 62% 50% 45% European countries, con:nuing to baVle the recession, are less 38% 34% op:mis:c about hiring condi:ons for 2013. One third of 25% employers in Italy and nearly a quarter of French companies say they plan to downsize their workforces in 2013. U.S. companies are cau:ously op:mis:c when it comes to their India Brazil China Russia U.S. U.K. Germany France Japan Italy hiring plans for 2013. More than a quarter (26%) of U.S. employers say that they plan to increase their full :me headcount in 2013, and more than 60% of companies say that EMPLOYERS WHO PLAN TO INCREASE OR DECREASE FULL-‐TIME their company is in a beVer financial posi:on than a year ago. EMPLOYEES IN 2013 Increase HOT HIRING AREAS INCLUDE TECH, SALES & PRODUCTION 5% Decrease 13% Across the world’s largest economies, employers say they plan 27% 15% to focus hiring in areas that generate revenue and extend their 21% 71% 67% 15% 9% 24% 19% 33% reach such as sales/marke:ng and customer service. Employers 52% 48% are also looking for IT workers to help navigate the changing 30% 29% 26% 24% 22% 19% technology landscape, as well as skilled produc:on workers. Brazil India China Russia U.K. Germany U.S. France Japan Italy TOP AREAS FOR RECRUITMENT 2013: BY COUNTRY Remaining % is no change/undecided U.S. Brazil China India Japan Sales Customer Service Sales IT IT IT IT R&D Marke:ng Engineering Customer Service Administra:ve Produc:on Customer Service Customer Service France Germany Italy Russia U.K. Produc:on IT Produc:on Produc:on Sales Sales Sales Sales Customer Service Administra:ve IT/Customer Svc (:e) Produc:on Administra:ve Engineering Customer Service Source: CareerBuilder 2013 Global Job Forecast 10

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS GLOBAL LEGISLATIVE UPDATE The challenging global economic situa>on con>nues to lead countries such as the U.K. and France to consider loosening their labor laws to encourage more flexibility. And as flexible work models become more ingrained into the modern workplace, legisla>on that seeks to frame and define temporary work constructs also is becoming more prevalent. FINLAND Temporary work contracts will become more transparent, CANADA as employers will be required to provide informa:on on Changes to the Labour reasons for using temporary employees and the length of Code simplify the method their assignments in early 2013. INDONESIA for calcula:ng holiday Widespread labor protests have pay and create a deadline prompted Indonesia’s Manpower U.K. FRANCE by which employers must Ministry to issue a decree which A new reform reduces the A new agreement designed to pay vaca:on pay. minimum consulta:on would restrict the use of encourage labor market period required before flexibility has been approved temporary and contract workers. companies can make large by unions and employers. The scale redundancies. agreement paves the way for U.S. labor reform legisla:on, which States con:nue to implement rules could come into effect by the AUSTRALIA regarding E-‐Verify, an internet-‐based middle of 2013. The new Workforce Gender program that confirms that employees are authorized to work in Equality Act focuses on fostering the country. As of January 2013, four gender equality in the workplace VIETNAM by promo:ng equal pay between more states now require employers to use E-‐Verify. The new Labor Code, which will take effect women and men, and helping in May 2013, will legalize the prac:ce of sub-‐ eliminate discrimina:on on the leasing workers—a hybrid of temporary basis of family and caring staffing and labor outsourcing—and add responsibili:es. protec:ons for the sub-‐leased workers. Sources: www.arnnet.com.au; Staffing Industry Analysts 11.19.12 and 10.12.12; IHS Global Insight, 12.19.12; SIA Legs and Regs Advisor, November/December 2012; www.esrcheck.com; JPMorgan, 01.14.13; IHS Global Insight, 01.14.13; Mondaq Business Briefing 11

U.S. Labor Market Overview FIRST QUARTER l 2013

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS U.S. EMPLOYMENT CONDITIONS STEADY PACE OF HIRING U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE The U.S. labor market has maintained a solid pace since mid-‐2012. The economy added an Unemployment Rate (%) 300 10.0 Employment (000s) average of nearly 160,000 jobs per month in 250 9.0 the last half of the year, and unemployment 200 con:nued to edge down as U.S employers 8.0 150 cau:ously added to their payrolls. 100 7.0 Overall, the labor market’s performance in 50 6.0 2012 very closely mirrored that of 2011, with 0 5.0 Jun-‐11 Jul-‐11 Aug-‐11 Aug-‐12 Jan-‐11 Oct-‐11 Jun-‐12 Jul-‐12 Oct-‐12 Nov-‐11 Jan-‐12 Nov-‐12 Dec-‐10 May-‐11 May-‐12 Dec-‐11 Dec-‐12 Feb-‐11 Sep-‐11 Feb-‐12 Sep-‐12 Apr-‐11 Apr-‐12 Mar-‐11 Mar-‐12 both years’ monthly employment gains averaging 153,000 and a total of around 1.8 million jobs added in each year. Total non-‐farm employment growth Unemployment rate UNEMPLOYMENT INCHING DOWN The unemployment rate fell below 8% in September 2012—a three-‐year low—and has EMPLOYMENT OVERVIEW remained fairly constant since then. While s:ll high by historical standards, it is well below the DEC NOV OCT SEPT AUG 10% peak reached in 2009. Long-‐term unemployment, which skyrocketed Total non-‐farm employment growth 155K 161K 137K 132K 192K during the recession, has also begun to ease. The number of long-‐term unemployed workers Private sector employment growth 168K 171K 203K 122K 134K (those jobless for 27 weeks or more) fell by Unemployment rate 7.8% 7.8% 7.9% 7.8% 8.1% nearly 15% in 2012 and is down more than 25% since December 2010. OUTLOOK FOR 2013 IS FAVORABLE The steady pace of hiring in late 2012 reflects a show of confidence among U.S. businesses, as they took on more workers despite ongoing uncertain:es including fiscal cliff nego:a:ons. While the solid rate of job crea:on and the steady drop in unemployment are encouraging, there are s:ll 4 million fewer jobs now in the U.S. than before the recession began, and unemployment, while improving, is stubbornly high. Although the U.S. labor market has favorable growth prospects for 2013, reaching pre-‐recession employment levels will depend on healthy and sustained economic expansion. Source: U.S Bureau of Labor Sta:s:cs 13

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS U.S. LABOR MARKET -‐ SUPPLY AND DEMAND DEMAND FOR WORKERS ENDS 2012 ON A HIGH NOTE U.S. MARKET -‐ MONTHLY LABOR DEMAND VS. LABOR SUPPLY Online job demand rose in December 2012, boosted by an increased need for workers in the Northeast in the aYermath of Hurricane Sandy. Despite December’s 16,000 10,000 substan:al gains, job demand has been rela:vely flat in the second half of 2012 aYer a strong first six 9,000 14,000 months. The average monthly growth in job ads was around 50,000 per month for the year, matching the 8,000 Unemployed Workers rate seen in 2011. 12,000 Online Job Ads The supply/demand rate con:nues to edge down, and 7,000 (in 000s) (in 000s) currently stands near 2.5, signifying that there are s:ll 10,000 more than two and a half :mes as many unemployed 6,000 workers as adver:sed vacancies. S:ll, this represents a 8,000 significant and con:nued improvement over 2011 and 5,000 2010, when the supply/demand rates were 3.2 and 4.1 respec:vely. 6,000 4,000 The labor market con:nues to be :ght for professional workers, with five occupa:onal groups—business and 4,000 3,000 financial opera:ons; computer and mathema:cal science; architecture and engineering; life, physical 2,000 2,000 Apr 09 Apr 10 Apr 11 Apr 12 Oct 09 Oct 10 Oct 11 Oct 12 and social science; and healthcare prac::oners— Jul 09 Jul 10 Jul 11 Jul 12 Jan 09 Jan 10 Jan 11 Jan 12 showing greater demand than available workers (supply/ demand ra:os below 1.0). # of unemployed workers # of online ads “Labor demand rose across the na:on in December, with the largest gain in the Northeast. All in all, 2012 and 2011 ended with the same monthly average gain of about 50,000.” — June Shelp, Vice President, The Conference Board, January 3, 2013 Sources: Conference Board Help Wanted OnLine, Bureau of Labor Sta:s:cs 14

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS U.S. LABOR MARKET SPOTLIGHT: 2013 COMPENSATION FORECAST COMPENSATION SET TO RISE….. BUT NOT BY MUCH Compensa>on Employee Reten>on As the compe::on for top talent con:nues to heat up, Skills Shortages issues such as skills shortages and reten:on of key Compe>>veness employees are growing in importance. Nearly a third of U.S. companies now say they are very concerned about 19% 31% 15% 24% employee reten:on, up from less than 20% last year, and the 11% 19% percentage of employers who are very concerned over skills shortages has nearly doubled. 42% 38% 44% 38% 36% 34% Employers are increasingly becoming more willing to raise pay rates in order to address some of those concerns. Nearly 2011 2012 2011 2012 2011 2012 three quarters of U.S. companies plan to provide higher compensa:on for exis:ng employees in 2013, and almost Concerned Very Concerned half will bump up salary oﬀers for new employees, according to CareerBuilder research. AVERAGE INCREASE IN SALARIES IN 2013 Nearly a quarter of companies say that the average pay raise for current employees will be greater than 4%. But most salary increases will be at the low end of the scale, between 1%-‐3% 4%-‐5% 6%-‐10% 11%+ No increase Decrease 1% and 3%, for both new and exis:ng employees. Exis>ng Employees New Employees 3% 4% PLANNING TO INCREASE PAY 50% 28% 26% 2013 72% 2012 62% 47% 2% 41% 32% 50% 7% 11% Exis>ng Employees New Employees 13% 2% 6% Sources: CareerBuilder 2013 U.S. Job Forecast; Empsight Interna:onal Policies, Prac:ces & Merit Survey 15

Workforce Solutions Industry Insight FIRST QUARTER l 2013

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS BUILDING A PIPELINE OF SKILLED WORKERS Despite persistently high unemployment rates in many parts of the globe, companies s>ll report an inability to find the qualified talent that they need to grow their business. According to McKinsey and The Conference Board, demographic shiSs, skills mismatches, training deficiencies, and high growth in emerging markets are among the forces that are combining to intensify the shortage of skilled workers. GLOBAL AND REGIONAL SHORTAGES 23% Nearly 9 in 10 companies are experiencing a talent shortage, according to research by McKinsey, with significant consequences for business IN WHAT REGION IS EACH TALENT ISSUE MOST PRONOUNCED? opera:ons. Three quarters say that the inability to find skilled workers 2% con:nues to have a nega:ve effect on their business. The limited availability of qualified talent for open 24% 29% 31% 8% Talent shortages are evident across the globe, and most significant in posi:ons Asia and North America. More than 3 in 10 respondents to a McKinsey survey said that the limited availability of talent for open posi:ons is most pronounced in Asia; just slightly fewer said that North America is 2% seeing the greatest scarcity of talent overall. The scarcity of available technical 28% 31% 24% 7% workers or STEM candidates Of par:cular concern is the lack of qualified technical talent and STEM (science, technology, engineering and mathema:cal) workers. This shortage is also a global issue, most evident in Asia and North America. 5% 4% The heightened concern Another key concern is building a talent pool of future leaders: nearly regarding the impact of delayed 23% 51% 11% half of respondents say that an inadequate supply of senior managers is Baby Boomer re:rements a cri:cal issue on a global scale. 2% 6% 87% OF COMPANIES SAY THAT THEY ARE EXPERIENCING A TALENT SHORTAGE The shrinking talent pipeline for senior management roles 48% 23% 17% 75% SAY THE TALENT SHORTAGE CONTINUES TO NEGATIVELY AFFECT THEIR BUSINESS Globally North America Europe Asia La:n America/Caribbean Source: The State of Human Capital 2012, McKinsey & Company and The Conference Board, October 2012 17

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS BUILDING A PIPELINE OF SKILLED WORKERS As the war for skilled talent con>nues to ramp up, employers are seeking innova>ve ways to acquire and develop workforces that will deliver superior business results. Companies need to understand their internal needs and competencies as well as the external business environment, as they work towards a fundamental goal of building and managing a robust, reliable pipeline of qualiﬁed workers. 23% SOLUTIONS TO BRIDGE THE TALENT GAP Companies are looking to solve the talent shortage by expanding and ACTIONS TO ADDRESS THE GLOBAL TALENT SHORTAGE strengthening their internal talent pools, and at the same :me, increasing engagement with outside par:es to develop a broader base of poten:al workers. Already doing this A high priority Many companies are partnering with educa:onal ins:tu:ons and governments in order to help develop workers with the capabili:es that they need. These types of Increase use of mobility programs 33% 24% external talent strategies are more common in emerging markets, including La:n across the company America, Africa, and the Middle East. Develop/ broaden rela:onships with 43% 12% Others are looking to more eﬀec:vely leverage the workers that they already con:ngent workforce suppliers have, including increasing mobility programs and recrui:ng more non-‐tradi:onal Increase use of temporary/ con:ngent workers, such as re:rees, for part-‐:me or project-‐based roles. 45% 8% workers More than four in ten companies say that they are increasing use of temporary Invest in external educa:onal systems and con:ngent workers, and broadening rela:onships with con:ngent workforce to improve workforce readiness 42% 10% suppliers, in order to improve their access to skilled talent. Partner with local educa:onal 39% 13% ins:tu:ons to shape curricula CURRENTLY PURSUING TALENT STRATEGIES WITH EXTERNAL PARTNERS* Expand talent pools by recrui:ng non-‐ 27% 14% tradi:onal workers (e.g. re:rees) 53% 55% 45% Engage government to work on 40% 13% 9% 32% regulatory barriers to impor:ng talent Promote industry-‐wide coopera:on to 9% 12% North America APAC Europe La:n America Middle East/ develop talent Africa *External partners include educa:onal ins:tu:ons, government, and other industry par:cipants. Source: The State of Human Capital 2012, McKinsey & Company and The Conference Board, October 2012 18

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS KGWI: THE HIGHLY VIRTUAL WORKPLACE As the boundaries between work >me and free >me become more blurred, employers and workers alike need to manage their use of mobile technologies in order to strike the right balance. The 2012 Kelly Global Workforce Index (KGWI) sheds some light on the benefits and challenges that stem from the emerging phenomenon of 24/7 workplace connec>vity. 23% THE AROUND-‐THE-‐CLOCK WORKER According to the latest findings from the 2012 Kelly Global TIME SPENT CONNECTED TO WORK % WHO SPEND NO TIME Workforce Index, more than three quarters of employees OUTSIDE THE TYPICAL WORKWEEK CONNECTED TO WORK OUTSIDE spend at least some :me each week connected to their THE TYPICAL WORKWEEK workplace outside their typical working hours, and 16% say Global they spend more than ten hours of personal :me every week 16% 23% 29% 26% engaging with their work via mobile technologies. None 12% Workers in the APAC region are more likely to spend their < 5 Hours leisure :me connected to work: only around one in ten APAC 12% 6-‐10 Hours workers say they spend no :me connected to their jobs, less than half the rate of those in EMEA or the Americas. 49% > 10 Hours Americas APAC EMEA % WHO AGREE THAT THE USE OF MOBILE TECHNOLOGY CONNECTIVITY: BENEFIT OR CURSE? HAS IMPROVED/INCREASED: The poten:al downsides that come with 24/7 connec:vity to the workplace—increased workloads, intrusion on free :me, and pressure to Produc>vity Work-‐life balance Fa>gue/Burnout stay connected—may contribute to job dissa:sfac:on. Nearly a third of KGWI respondents said that working remotely aYer hours has made them feel fa:gued or burned out. 53% 32% But flexible and mobile access to work also has a number of benefits for 40% both workers and employers. The ability to redefine working hours can promote greater work/life balance. And more than half of KGWI respondents say that using remote technologies improves produc:vity. Source: Kelly Global Workforce Index 2012 19

Global Talent Market Quarterly BACK TO TABLE OF CONTENTS KELLY KNOWLEDGE Kelly offers a complete library of white papers, reports, case studies, and webcasts that advance the discussion and thinking around current trends, strategies, and issues impac>ng global talent management. TITLE PRESENTED BY: DESCRIPTION As companies con:nue to expand their use of third party labor Mi>ga>ng and Eric S. Williams, Senior Director, and outsourced services, governments across the globe are Managing Risk -‐ Global Services Procurement ramping up their scru:ny and regula:on of these types of work Con>ngent Labor Solu:ons, Kelly Services constructs. This whitepaper outlines some of the areas of key concern and provides some ini:al steps to take to manage risks. Anthony Raja Devadoss, Vice The greater the propor:on of your staff that make it into the Four Reasons to President, APAC, KellyOCG ‘engaged’ category, the higher your performance is likely to be Improve Employee Charles Bedard, Vice President, on almost every count. This e-‐book gives you key insights into Engagement Global Strategy, BullsEye Evalua:on how engaged employees can elevate your business results. Lance J. Richards, GPHR, SPHR, Vice President, Office of Innova:on, Kelly AVend this webcast to find out how the changing dynamics of The Autonomous, Services the modern workforce are giving rise to special challenges for Empowered, and Highly both employees seeking to advance their careers and employers Virtual Workforce Megan RaYery, Director, Americas wishing to retain the best talent. Marke:ng, Kelly Services To register for webcasts or for more informa:on, visit www.kellyocg.com 20

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 asworld-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clientsaround the globe, Kelly provides employment to more than 550,000 employees annually.Revenue in 2011 was $5.6 billion. Visit kellyservices.com and connect with us on Facebook,LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services..A Kelly Services ReportAll trademarks are property of their respective owners. An Equal Opportunity Employer © 2013 Kelly Services, Inc. Y0146kellyservices.com

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Q1 2013 Global Talent Market Quarterly

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Q1 2013 Global Talent Market Quarterly Presentation Transcript