Q2 2014 Global Talent Market Quarterly


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2014 is expected to be a modestly stronger year for the global economy, with GDP growth projected to surpass 3%. The expansion will be led by a moderate strengthening in North America and the slow but steady recovery in Western Europe. On the other hand, many emerging markets continue to face challenges including structural issues and political turmoil that are limiting growth.
This is the "headline" of the Q2 Global Talent Market Quarterly. Have a look at the new report .

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Q2 2014 Global Talent Market Quarterly

  1. 1. Global Talent Market Quarterly SECOND QUARTER l 2014
  2. 2. Global Talent Market Quarterly CONTENTS 3 Global Economic Situation • Outlook • Briefing 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 • Talent Adaptability • Global Human Capital Priorities • The Leadership Gap • The Talent Project
  3. 3. Global Economic Situation SECOND QUARTER l 2014
  4. 4. GLOBAL ECONOMIC OUTLOOK 2014 is expected to be a modestly stronger year for the global economy, with GDP growth projected to reach 3.1%. The expansion will led by better performances in North America and Western Europe, while growth in some emerging economies is forecast to weaken. Sources: IHS Global Insight (April 2014)4 AMERICAS North American GDP growth is expected to strengthen as 2014 progresses, and in the following years. In South America, economic growth is forecast to slow in 2014, reflecting weak performances in Brazil, Argentina, and Venezuela. EMEA The Eurozone recovery will take hold in 2014, as Western Europe in general is expected to see stronger economic growth. Most of emerging Europe will benefit from the Eurozone recovery; exceptions include the troubled Russia and Ukraine markets. The economic outlook for the Middle East also remains vulnerable to regional political instability. APAC The region is expected to see solid growth overall in 2014 and beyond, but the outlook varies for its diverse economies. Future growth in Japan and China depends in part upon further stimulus programs, while other export-oriented markets will see greater benefits from a stronger global economy. 4.8% 5.0% 5.3% 5.3% 3.2% 2.3% 3.0% 3.7% 2.5% 3.1% 3.6% 3.8% 1.9% 2.5% 3.3% 3.3% 1.0% 2.0% 2.5% 2.8% -0.4% 1.1% 1.5% 1.6% -1% 0% 1% 2% 3% 4% 5% 6% 2013 (p) 2014 (p) 2015 (p) 2016 (p) REAL GDP GROWTH BY REGION, 2013-2016 (p) APAC Latin America World U.S. EMEA Eurozone Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  5. 5. ECONOMIC BRIEFINGS Developed countries are expected to drive economic growth in 2014, as North America sees solid acceleration and Western European economies continue to slowly recover. Emerging markets, particularly Brazil and Russia, are facing challenges including political turmoil and structural issues that are limiting growth. -2% 0% 2% 4% 6% 8% 10% Italy France Japan Russia Brazil Germany Canada Australia U.S. U.K. India China REAL GDP GROWTH RATES, SELECTED MARKETS Ranked by 2014(p) growth 2013(p) 2014(p) 2015(p) 5 Global GDP Growth 2014(p): 3.1% Sources: IHS Global Insight (April 2014) EMERGING MARKETS  The slowdown in CHINA that began in late 2013 has shown signs of deepening in early 2014, with real estate and exports among the hardest hit areas. Stimulus is expected to prop up growth to the 7.5% target for 2014.  INDIA’s growth is expected to accelerate in 2014, but structural weakness and political uncertainty surrounding the spring elections will limit near-term economic progress.  The RUSSIAN economy had been weakening, and the troubles in Crimea have further downgraded its economic prospects. Growth is projected at 1.7% in 2014.  In BRAZIL, economic growth is also sluggish. High debt burdens and increasing inflation are limiting consumer spending, while rising interest rates are restraining investment. DEVELOPED ECONOMIES  After a slow start to 2014, the economy will likely gain momentum in the U.S., with growth projected to reach 2.5% for the year. CANADA will also see GDP growth pick up in 2014-15, led by an acceleration in exports.  Western European growth will be led by the U.K., IRELAND, and GERMANY, which are expected to see broad-based improvements in 2014. Across Southern Europe, positive GDP growth is projected to return in 2014 to most markets as the recovery takes hold.  Modest growth in the AUSTRALIAN economy is forecast to continue, but the country’s mining sector slowdown and subdued export demand will limit expansion.  In JAPAN, the economy is expected to pause in mid-2014 after a sales tax hike, but stimulus measures and the recovery of exports will support modest growth for the year. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  6. 6. Global Labor Market Update SECOND QUARTER l 2014
  7. 7. GLOBAL LABOR MARKET UPDATE: AMERICAS Moderate employment gains are expected to accelerate across the region in 2014 as U.S. economic conditions brighten. In Latin American countries including Brazil and Mexico, labor markets continue to weather the impacts of slower economic growth. Sources: IHS Global Insight (April 2014); Reuters, 03.27.14; Toronto Star, 04.05.14 7 UNITED STATES U.S. employment creation slowed in December and January, but job growth has since bounced back to respectable levels. An improving economic picture is likely to spur continued solid gains over the near term. BRAZIL A shrinking workforce has kept Brazil's jobless rate low even as the economy has struggled to grow in recent years. The unemployment rate has hovered in the mid-5% range and employment has been stagnant over the past year. CANADA Through the first quarter of 2014, Canadian job growth is outpacing the sluggish gains seen in 2013. Modest employment gains are expected for the rest of 2014, with an acceleration predicted for the following year. MEXICO The Mexican labor market continues to show moderate improvements, despite a weak economic performance in 2013 and fiscal reform introduced at the start of 2014. The unemployment and labor market informality rates have fallen, and labor force participation edged up. 7.4% 6.4% 5.9% 5.4% 5.4% 5.4% 5.4% 5.4% 7.1% 6.9% 6.7% 6.5% 4.9% 4.8% 4.7% 4.5% 3% 4% 5% 6% 7% 8% 9% 2013 (e) 2014 (p) 2015 (p) 2016 (p) AVERAGE ANNUAL UNEMPLOYMENT RATE U.S. Brazil Canada Mexico Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  8. 8. GLOBAL LABOR MARKET UPDATE: EMEA Labor markets across Europe are projected to show signs of improvement in 2014 as the recovery takes hold. The rate of progress will be significantly slower in the Southern countries that saw unemployment soar during the economic crisis. Sources: IHS Global Insight (April 2014); Economist Intelligence Unit, 04.16.14; Prime News, 04.16.14 8 FRANCE Employment in France showed a slight uptick during the final three months of 2013, but demand remains very weak and hiring is still not strong enough to make significant inroads into France's high unemployment rate. GERMANY Job growth in Germany, which has been strong in recent years despite regional economic challenges, has gained even more momentum in the first part of 2014. Greater improvements in unemployment in the coming years will be somewhat restrained by rising immigration. RUSSIA Despite the slowdown in the economy and the crisis with Ukraine, unemployment in Russia continues to decline. The unemployment rate fell to a record low of 5.4% in March 2014. UNITED KINGDOM The U.K. labor market continues to generate new jobs at a significant pace, although questions have arisen about the quality of the jobs being created. Still, unemployment is also on a downward trend, and more encouraging, average earnings growth has caught up to the inflation rate. 10.3% 11.0% 11.0% 10.5% 6.9% 6.6% 6.4% 6.2% 5.5% 5.2% 5.0% 4.9% 7.6% 6.8% 6.5% 6.3% 3% 4% 5% 6% 7% 8% 9% 10% 11% 12% 2013 (e) 2014 (p) 2015 (p) 2016 (p) AVERAGE ANNUAL UNEMPLOYMENT RATE France Germany Russia U.K. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  9. 9. GLOBAL LABOR MARKET UPDATE: APAC The 2014 employment outlook for key APAC countries is positive, with improving business confidence leading to increased demand, particularly for professional workers. Sources: IHS Global Insight (April 2014); Staffing Industry Analysts, 04.03.14, 04.11.14; Australian Financial Review, 03.07.14; Market News International, 03.27.14 9 AUSTRALIA Job creation in Australia was unexpectedly strong in February and March 2014, pushing the unemployment rate below the 6% mark. Although hiring is expected to remain brisk, unemployment is projected to rise slightly throughout the year as more people enter or re-enter the labor market. CHINA Maintaining solid employment growth is a key priority for the Chinese government in 2014, in the face of weaker economic conditions. Job board Zhaopin reported that online vacancies increased in Q1, driven by demand from the financial sector. INDIA Business confidence is beginning to return in India following the economic malaise of the past few years and the spring elections, and hiring levels are starting to pick up. Infrastructure, engineering, and petrochemicals are among the areas that showed the most demand in March 2014. JAPAN Japan's labor market conditions continue to improve, as the unemployment rate fell to 3.6% in February 2014, its lowest level since mid-2007. Demand for workers is high, particularly in the construction industry, and part-time employment is also expected to jump as the new sales tax takes effect. 5.7% 6.0% 5.7% 5.3% 4.0% 4.0% 3.9% 3.9% 9.2% 9.2% 9.1% 8.7% 4.0% 3.7% 4.1% 4.4% 3% 4% 5% 6% 7% 8% 9% 10% 2013 (e) 2014 (p) 2015 (p) 2016 (p) AVERAGE ANNUAL UNEMPLOYMENT RATE Australia China India Japan Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  10. 10. LABOR MARKET SPOTLIGHT: GLOBAL JOBS GAP Source: ILO Global Employment Trends 2014. Developed Economies & EU: Western Europe incl. EU, Canada, US, Australia/NZ, Japan, Israel; Central & SE Europe: Includes Russia & CIS; Latin Am. & Caribbean: Includes South America, Central America, Mexico & Caribbean; East Asia: Includes China, Hong Kong, Korea, Taiwan; SE Asia & Pacific: Includes Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam 10 HIGH UNEMPLOYMENT, LOW JOB GROWTH PREDICTED TO CONTINUE Labor markets across the globe are still struggling to rebound from the global financial crisis, and research from the ILO suggests that the effects may be long-lasting. The ILO estimates that in 2013, there were 62 million fewer jobs worldwide in comparison to pre-crisis trends. This number includes not only the increase in unemployment since 2007, but also the number of discouraged workers who have left the global labor force altogether. This jobs gap is projected to reach 81 million by 2018. A key driver of the global jobs gap is a significant skills mismatch. Employers continue to struggle to find workers with the right skills, keeping unemployment rates high and job growth muted. Annual job growth in developed countries is expected to average around 0.5% in the coming years—around half the rate seen in the early 2000s. High unemployment is expected to remain a challenge, particularly in areas where the skills gap is most acute like the developed economies and East Asia. In 2013, there were an estimated 23 million more unemployed workers in those two regions alone than in 2007; by 2018, the ILO projects that unemployment in developed countries will still be 12 million above 2007 levels, and East Asia will have 13 million more unemployed workers than in 2007. 62M 81M 0 20 40 60 80 100 2013e 2018p Millions GLOBAL JOBS GAP: SINCE 2007 -4% -2% 0% 2% 4% 6% 2001-2006 avg 2007 2009 2011 2013e 2018p ANNUAL EMPLOYMENT GROWTH Developed Economies & EU Central & SE Europe Latin Am. & Caribbean East Asia SE Asia & Pacific Middle East & N. Africa -5 0 5 10 15 20 Millions UNEMPLOYED WORKERS: CHANGE FROM 2007 Developed Economies & EU Central & SE Europe Latin Am. & Caribbean East Asia SE Asia & Pacific Middle East & N. Africa *Jobs gap measures the number of jobs lost in comparison to the pre-crisis trends, including the increase in unemployed and discouraged workers. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  11. 11. GLOBAL LEGISLATIVE UPDATE As hiring and managing contingent workers continues to grow in importance for employers, countries including the U.K., Japan, Hong Kong, and Pakistan have introduced legislation directed towards the workforce solutions industry. Skilled foreign workers, informal employment, and wages are also among the issues addressed by recent legislation. Sources: SIA Daily News, 04.03.14, 04.17.14; SIA Western Europe Legs & Regs Advisor, January and February 2014; SIA ROW Legs & Regs Advisor, January and February 2014; SIA North America Legs & Regs Advisor, April 2014; www.employmentandlabour.com 11 RUSSIA A bill that would include foreign workers in the social insurance system was introduced to the government. If passed, firms that employ foreign workers would be obligated to pay social insurance tariffs for them, equal to 1.8% of their wages. SINGAPORE Announced various measures to encourage employers to hire and retain highly skilled foreign workers, including a longer maximum period of employment in selected industries. U.S. An executive order raised the minimum wage for employees of federal contractors to $10.10 per hour. Proposed legislation would also increase the federal minimum wage to $10.10 per hour, from the present $7.25 per hour. UK Legislation requiring intermediaries (staffing companies/MSPs) to pay and report on tax and insurance contributions for workers will be enforced beginning in 2015. JAPAN Under a new subsidy system, the government will pay cash rewards to staffing agencies that place workers in permanent jobs through a temp- to-perm service. The system aims to support young people who have difficulty obtaining regular employment after graduation. CANADA Changes to the Federal Labour Code came into effect on April 1, 2014. These changes include a limitation period on uncollected wage claims. PAKISTAN The government has lifted a ban on the use of temporary staff in public sector organizations. HONG KONG Issued new regulations which clarify the usage of contingent workers. Among the key provisions: employers may have a maximum of 10% of their workforce as contingent labor, companies cannot discriminate against contingent workers in terms of benefits, and staffing firms must continue to pay contingent workers when they are between assignments. ARGENTINA President Christina Fernandez de Kirchner submitted a new bill that aims to reduce the number of informal jobs from the current level of 33% to 28% of the total labor market by 2015. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  12. 12. U.S. Labor Market Overview SECOND QUARTER l 2014
  13. 13. JOB GROWTH REBOUNDING Solid job growth returned in February and March 2014, after winter weather cooled U.S. labor market performance in December and January. Average monthly job creation totaled nearly 178,000 for the first three months of 2014, on par with the monthly gains seen in the past few years. All of the job gains in March came from the private sector, bringing non-government employment back above the pre-recession level for the first time. UNEMPLOYMENT IMPROVING, STILL HIGH The jobless rate has been relatively flat at around 6.7% to begin 2014, but has shown steady year- over-year declines. Unemployment is now at its lowest point since the fourth quarter of 2008, but remains well above the 4-5% range seen in the mid-2000s. Similarly, the number of long-term unemployed (those jobless for 27 weeks or more) is down by more than three million workers since the peak in 2010, but is still more than two million people above pre-recession levels. U.S. EMPLOYMENT CONDITIONS EMPLOYMENT OVERVIEW 13 Source: U.S Bureau of Labor Statistics U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE SOLID FOUNDATION FOR LABOR MARKET GROWTH Employment indicators show a labor market that is healing, but is still not fully recovered from the recession. Although payroll employment has rebounded, unemployment remains elevated and labor force participation is low. Still, the pace of job creation to start 2014 is encouraging, and suggests that employers may be gaining confidence, positioning the U.S. economy and labor market for faster growth in the coming months. OCT NOV DEC JAN FEB MAR Total non-farm employment growth 237K 274K 84K 144K 197K 192K Private sector employment growth 247K 272K 86K 166K 188K 192K Unemployment rate 7.2% 7.0% 6.7% 6.6% 6.7% 6.7% 6.0 7.0 8.0 9.0 10.0 0 100 200 300 400 UnemploymentRate(%) Employment(000s) Total non-farm employment growth Unemployment rate Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  14. 14. U.S. LABOR MARKET: SUPPLY AND DEMAND “It’s not the start of the year we were hoping for. The flat trend that we saw throughout last year seems to have continued into the first quarter of this year.”” — June Shelp, Vice President, The Conference Board, April 2, 2014 14 U.S. MARKET - MONTHLY LABOR DEMAND VS. LABOR SUPPLY Sources: Conference Board Help Wanted OnLine, Bureau of Labor Statistics UnemployedWorkers (inthousands) OnlineJobAds (inthousands) JOB DEMAND FLAT IN Q1 2014 After a strong increase in February, online advertised job vacancies were down 292,100 in March, leaving employment demand essentially flat for the first quarter of 2014. The supply/ demand rate stands at 2.1, meaning that there are more than two unemployed workers for each advertised job vacancy. SHORTAGE OF PROFESSIONAL WORKERS The supply/demand rates show that for jobs like IT professionals and physicians, there are 3 to 5 ads for every unemployed worker, making it hard for employers to find candidates. For occupations like construction and production workers, however, there are anywhere from 4 to 7 job seekers competing for every opening. GEOGRAPHIC SUPPLY/DEMAND UNEVEN There are four states in which the number of advertised vacancies exceed the number of unemployed: North Dakota, South Dakota, Nebraska, and Utah. The states with the highest supply/demand rates are Mississippi, Kentucky, and Arkansas, all of which report three or more unemployed workers for every job opening. 0 2000 4000 6000 8000 10000 12000 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 Jan10 Apr10 Jul10 Oct10 Jan11 Apr11 Jul11 Oct11 Jan12 Apr12 Jul12 Oct12 Jan13 Apr13 Jul13 Oct13 Jan14 # of Unemployed Workers # of Online Job Ads Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  15. 15. U.S. LABOR MARKET SPOTLIGHT: REBOUND FROM RECESSION 15 41% EMPLOYMENT RECOVERY AT LAST The U.S. labor market reached a milestone in March 2014, as it finally regained all the private sector jobs lost during the recession. Private employment topped 116 million, surpassing the pre-recession peak level set in January 2008. But not all areas of employment have rebounded at the same pace. IT, HEALTHCARE, EDUCATION LEADING THE WAY Among industries, computer services has seen the healthiest recovery, with current employment 22% higher than at the start of 2008. Healthcare and education jobs continued to grow during the recession, and currently stand at 111% and 113% of their pre-recession employment levels. Construction and manufacturing jobs have begun to increase slowly, but still fall well short of the levels seen six years ago. JOB GROWTH HEADS WEST North Dakota leads the nation in post-recession job creation, with employment up 26% since 2008. Eight out of the top ten states are in the West – but job growth isn’t robust in every western state. The slowest employment recovery has been in Nevada, with Arizona and New Mexico also among those states that have yet to recover. Sources: BLS Pre-recession employment level=January 2008; Current employment level by state: February 2014; Current employment level by industry: March 2014 80% 88% 104% 113% 111% 97% 96% 96% 122% 98% 60% 80% 100% 120% 140% Construction Manufacturing Admin./ Support Services Education Healthcare Legal Services Accounting Services Architecture/ Engineering Services Computer Systems & Rel. Services Government CURRENT VS. PRE-RECESSION EMPLOYMENT LEVEL: BY INDUSTRY Total Private Employment: 100% TOP STATES BOTTOM STATES North Dakota 126% Nevada 93% Texas 108% Alabama 95% Alaska 105% Arizona 95% Utah 104% New Mexico 96% Colorado 103% Mississippi 96% Montana 103% New Jersey 96% New York 102% Connecticut 97% South Dakota 102% Illinois 97% Oklahoma 102% Michigan 97% Massachusetts 102% Georgia 97% CURRENT VS. PRE-RECESSION EMPLOYMENT: BY STATE Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  16. 16. Workforce Solutions Industry Insight SECOND QUARTER l 2014
  17. 17. TALENT ADAPTABILITY Adaptability—the capacity to match talent supply and demand efficiently—varies widely among labor markets, reflecting cultural and structural factors as well as the ability of employers and employees to respond to changing circumstances and opportunities. Raising the adaptability of global talent markets could help increase productivity and lead to lower recruitment costs. 17 Source: Adapt to Survive: How Better Alignment Between Talent and Opportunity Can Drive Economic Growth, PwC, 2014 MEASURING WORKER MOVEMENT AND FLEXIBILITY A new report assesses the adaptability of labor markets in eleven countries, using data from PwC Saratoga and LinkedIn. Metrics such as the rate at which people switch between jobs and sectors, the rate at which they’re promoted, the average number of employers for which they’ve worked, and vacancy rates in each country were combined and analyzed, resulting in a Talent Adaptability Score for each market. SOME COUNTRIES MORE ADAPTABLE THAN OTHERS These scores show a wide variety in adaptability across geographic markets, with the Netherlands on top and China and India ranking lowest. The lower scores for emerging markets may be explained by a number of factors, including labor regulation and policies, a lack of sector diversity, high outward migration, and other unique cultural dynamics. Germany also shows a relatively lower adaptability score, as its labor force includes a large number of specialized technical workers who are less prone to job and industry switching. Netherlands 85 67 61 57 57 52 41 39 36 34 23 UK Canada US Singapore Australia France Germany Brazil India China TALENT ADAPTABILITY SCORES LACK OF ADAPTABILITY COULD COST THE GLOBAL ECONOMY $150B PwC’s research shows that companies operating in markets with highly adaptable talent tend to be more productive. Across the eleven markets studied, up to $130 billion USD of productivity could be released by making talent more adaptable. In addition, workers in more adaptable markets tend to be more versatile and flexible, and employers in these markets typically need to invest less time and money to attract the right people. PwC estimates that nearly $20 billion in recruitment costs could be saved if less-adaptable talent markets became more efficient. POTENTIAL BOOST FROM IMPROVING ADAPTABILITY (LARGEST LABOR MARKETS) (in USD) CHINA US BRAZIL INDIA Productivity Opportunity $66B $29B $12B $9B Recruitment Cost Savings $16B $2B $0.1B $0.4B Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  18. 18. GLOBAL HUMAN CAPITAL PRIORITIES In order to learn about the talent priorities of organizations across the globe, Deloitte surveyed over 2,500 business and HR leaders in 94 countries. The respondents recognize the need to take action on human capital issues such as leadership, retention, development, and talent access—but they also express uncertainty about their organizations’ ability to effectively address these issues. 18 Source: Global Human Capital Trends 2014, Deloitte TALENT PRIORITIES FOR 2014 Deloitte’s Global Human Capital Trends survey suggests that leadership is the most pressing talent issue facing organizations in 2014: leadership was labeled ‘urgent’ by 38% of respondents; the second-ranked topic, retention and engagement, was only rated urgent by 26% of respondents. CAPABILITY GAPS Deloitte’s research also shows a significant gap between the urgency of the talent issues that leaders are facing today and their organizations’ readiness to respond to them. High- importance but low-readiness issues include leadership; re-skilling the HR function; talent acquisition and access; development of global HR; and HR /talent analytics. Diversity & Inclusion The Overwhelmed Employee HR Technology Performance Management Learning & Development Global HR Talent & HR Analytics Workforce Capability/Skills Talent Acquisition & Access Re-Skilling HR Retention & Engagement Leadership 50 55 60 65 70 75 80 50 60 70 80 90 READINESS URGENCY Moreready Less urgent Lessready More urgent Readiness: % who say their organization is ready or somewhat ready to respond to the issue Urgency: % who report the issue is urgent or important for their organization GLOBAL HUMAN CAPITAL TRENDS: URGENCY VS. READINESS 38% 26% 25% 24% Leadership Retention & Engagement Re-skilling HR Talent Acquisition & Access MOST URGENT TALENT ISSUES 2014 % who report the issue is urgent for their organization Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  19. 19. THE LEADERSHIP GAP Creating and sustaining a pipeline of leadership talent is critical to business success, but many organizations face challenges when it comes to identifying and developing future leaders. Best-in-class companies recognize that cultivating leadership is a business imperative, and create opportunities for leaders to grow using a blend of both formal and informal methods. 19 Sources: HCM Trends 2014,Aberdeen; Accelerating Leadership Development, Aberdeen, 2013; Kelly Global Workforce Index 2013 Research from Aberdeen shows that leadership is one of the skills that is in short supply in the talent marketplace. In its recent survey, organizations said that they felt capable of delivering only two-thirds of the leaders that they will need in the coming years, with the shortages most acute in the mid- and senior-level ranks. Findings from the 2013 Kelly Global Workforce Index show getting leadership right is critical. Globally, 63% of respondents say that their direct managers play a major role in determining the state of their satisfaction and engagement, with the highest percentage in APAC (68%). But growing leadership talent takes time: companies say it takes an average of 18 months to develop an individual contributor into a front-line leader, and nearly a year more to turn a mid-manager into a senior manager. Once high potential talent has been identified, the best—and fastest—way to develop leaders includes a combination of formal and informal approaches. COMPANIES SAY THAT THEY ARE ONLY CAPABLE OF DELIVERING 67% OF THE LEADERS THAT THEIR BUSINESSES WILL REQUIRE IN THE NEXT 3-5 YEARS 15% 46% 38% BIGGEST LEADERSHIP GAPS BY LEVEL Front-Line Leaders Mid-Level/ Operational Leaders Senior-Level/ Executive Leaders COMPANIES SAY THAT IT TAKES 29 MONTHS TO DEVELOP A HIGH-POTENTIAL MID-MANAGER INTO A “READY NOW” SENIOR MANAGER DEVELOPING LEADERSHIP POTENTIAL: MOST VALUABLE STRATEGIES Stretch assignments beyond typical duties 3.76 Formal leadership development programs 3.72 Individualized leadership development plans 3.70 Assessments of strengths/weaknesses to guide plans 3.63 Specific leadership development projects 3.61 On-the-job or informal coaching 3.59 Coaching/mentoring from other internal sources 3.59 1=not at all valuable to 5=most valuable, among respondents with above average readiness to deliver leadership talent 50% 55% 60% 65% 70% GLOBAL Americas EMEA APAC IMPACT OF MANAGER ON EMPLOYEE SATISFACTION Respondents who rated 4 & 5 on a scale of 1–5, where 5 = “Significant impact” and 1 = “No impact at all” Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  20. 20. Kelly offers a complete content library that advances the discussion and thinking around current trends, strategies, and issues impacting global talent management. To register for webcasts or for more information, visit www.kellyocg.com Download The Talent Project, a free iPad ® app by Kelly Services. TITLE PRESENTED BY: DESCRIPTION Independent Contractors: A Critical Link in the Talent Supply Chain Leslie Stoner, Senior Director and Product Lead, Independent Contractor/ Statement Of Work Solutions, KellyOCG This e-book explores how independent contractors can (and should) be used wisely as part of a talent supply chain strategy that delivers high quality and timely skills in a cost effective way. The Executive Outlook 2014 (APAC) Pam Berklich, Senior Vice President, OCG - Centers of Excellence, Kelly Services The latest Executive Outlook Survey shows that while the outlook across Asia for 2014 looks positive, business leaders also cite growing uncertainties about the region. Journey to Talent Supply Chain Management - Talent IQ Tim Dupree, Vice President, Global Talent Supply Chain Management, KellyOCG Find out why global companies struggle to integrate the diverse disciplines and silos within talent supply chain management, and how innovative organizations deploy total workforce solutions. 20 Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  21. 21. 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-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in 2013. Revenue in 2013 was $5.4 billion. Visit kellyservices.com and download The Talent Project, a free iPad® app by Kelly Services. A Kelly Services Report All trademarks are property of their respective owners. An Equal Opportunity Employer © 2014 Kelly Services, Inc. Z0449 Kelly Services Inc. makes no representation or warranty with respect to the material contained within this report. kellyservices.com