Q3 2014 Global Talent Market Quarterly

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The Global Talent Market Quarterly provides a summary of the current economic and labor market conditions around the world and gives insight into how they might impact you.

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Q3 2014 Global Talent Market Quarterly

  1. 1. Global Talent Market Quarterly THIRD 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 • The Talent Acquisition Imperative • Big Data Comes to HR • Talent Communities • The Talent Project
  3. 3. Global Economic Situation THIRD QUARTER l 2014
  4. 4. GLOBAL ECONOMIC OUTLOOK The global economy looks set to expand modestly over the short term, with growth projected to rise from 2.8% in 2014 to 3.7% in 2016. However, the healthy outlook is overshadowed by several geopolitical risks, including the crises in Ukraine and the Middle East. Sources: IHS Global Insight (July 2014)4 AMERICAS Modest growth across North America in 2014 is expected to accelerate over the medium term. In South America, Brazil’s slowdown and recessions in Argentina and Venezuela are dragging down the region’s performance in 2014. EMEA The recovery in the Eurozone is advancing precariously, as countries including the U.K. and Germany are leading the region’s growth. Eastern Europe is getting a lift from the recovery, but the Russian conflict brings the risk of disruptions. Ongoing tensions in the Middle East also threaten regional growth prospects. APAC Long the leader in global economic growth, Asia’s outlook calls for continual solid expansion, despite slowdowns in China and Japan. Both consumer spending and exports are expected to grow across the region, driving greater economic activity. 2.5% 2.8% 3.5% 3.7% 1.9% 1.7% 3.0% 3.3% 3.1% 1.4% 2.4% 3.7% -0.3% 1.1% 1.6% 1.7% 1.1% 1.9% 2.6% 2.8% 4.8% 4.9% 5.1% 5.1% -1% 0% 1% 2% 3% 4% 5% 6% 2013 (p) 2014 (p) 2015 (p) 2016 (p) REAL GDP GROWTH BY REGION, 2013-2016(p) World United States Latin America Eurozone EMEA Asia-Pacific Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  5. 5. ECONOMIC BRIEFINGS Emerging markets, once the powerhouse of the global economy, continue to weather difficulties; many will need to implement structural reforms in order to return to stronger growth. Moderate growth is projected for most developed economies, as the European recovery takes hold and the U.S. expansion gains momentum. -2% 0% 2% 4% 6% 8% 10% Italy Russia France Brazil Japan U.S. Germany Canada Australia U.K. India China REAL GDP GROWTH RATES, SELECTED MARKETS Ranked by 2014(p) growth 2014(p) 2015(p) 2016(p) 5 Global GDP Growth 2014(p): 2.8% Sources: IHS Global Insight (July 2014) EMERGING MARKETS  CHINA’s economic growth is slowing, but has stabilized in response to recent stimulus measures. Risks include a weak housing market and the limited nature of the stimulus.  Although INDIA has seen slower growth in recent years, the new government has an opportunity to implement reforms and jump-start an economic revival.  The RUSSIAN economy slowed to start 2014, due to sluggish consumption and investment activity. Sanctions and other challenges as a result of the regional military conflicts threaten an already weak environment.  BRAZIL is set to see sluggish growth of just over 1% in 2014, due to declining investment and modest consumption, but an acceleration is predicted for 2015. DEVELOPED ECONOMIES  In the U.S., economic momentum rebounded in Q2 after a slow start to the year. Moderate growth is projected for 2014, with a more robust outlook in 2015-16.  CANADA’s economy is expected grow at a decent pace in the 2% range for 2014.  The U.K. is currently one of the strongest-growing major economies, while in GERMANY, underlying growth momentum has strengthened to a pace of around 2%. Other healthy European economies include IRELAND and SWEDEN.  In southern Europe—particularly FRANCE, SPAIN, ITALY, PORTUGAL and GREECE— growth is lagging as the recovery struggles to gain momentum.  In JAPAN, the economy is expected to slow somewhat after the spring sales tax rise, but stimulus and export recovery are projected to drive moderate growth of 1.4% in 2014.  A stronger Q1 set a decent pace for the AUSTRALIAN economy in 2014, but the continued projected slowdown in mining investment will keep growth in check. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  6. 6. Global Labor Market Update THIRD QUARTER l 2014
  7. 7. GLOBAL LABOR MARKET UPDATE: AMERICAS Stable to moderately positive conditions are predicted for major labor markets across the Americas region, led by the more robust hiring trends seen in the U.S. Sources: IHS Global Insight (July 2014); EIU, 07.14.14 7 UNITED STATES The U.S. labor market posted solid employment gains in the first half of 2014, and job growth is projected to continue to slowly accelerate throughout the rest of the year. Unemployment is also expected to continue to edge downward as business and job seeker confidence climbs. BRAZIL A stable outlook is predicted for the Brazilian labor market. Seasonality trends suggest that the unemployment rate will drop slightly in the second half of the year, as firms begin to hire workers for year-end holidays. CANADA The unemployment rate increased over the course of Q2, from 6.9% in April to 7% in May and 7.1% in June. Job creation has been fairly slow over the past year, and concerns about the quality of new jobs have also arisen. MEXICO Moderate economic growth and positive effects from the recent labor reforms are expected to create demand for new positions in the formal labor market. The government expects 300,000 additional new formal jobs per year in the medium term as a result of the reforms alone. 7.4% 6.4% 6.0% 5.8% 5.4% 5.3% 5.4% 5.4% 7.1% 6.9% 6.7% 6.5% 4.9% 5.0% 4.8% 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 in several EMEA economies have been resilient despite regional tensions and uncertainty, while employment conditions in other major EMEA markets are expected to gradually improve as the recovery in Europe begins to gain traction. Sources: IHS Global Insight (July 2014); Financial Times, 07.16.14 8 FRANCE Although the French economy has started showing signs of recovery, activity is not expected to be strong enough to significantly boost the labor market in 2014. Unemployment is expected to remain around 10% for the short term. GERMANY Unemployment is expected to remain on a gradual declining trend in Germany. Job creation and employment are projected to continue to rise steadily, helped by structural changes and greater confidence levels. RUSSIA The Russian labor market remains unaffected by the military and political tensions in the country, as the unemployment rate has been stable. Further progress in reducing unemployment is expected to be slow, however. UNITED KINGDOM The U.K. economy continues to create job at an unprecedented pace, and unemployment is plummeting, reaching 6.5% in May—a 1.4 percentage point year-over-year drop. Unemployment is projected to continue to trend downward, but likely at a more gradual rate. 10.2% 10.1% 9.9% 9.5% 6.9% 6.7% 6.5% 6.2% 5.5% 5.2% 5.0% 4.9% 7.6% 6.4% 5.9% 5.7% 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 Despite economic slowdowns and other political and fiscal issues in key countries across the APAC region, most labor markets have remained relatively buoyant, with positive outlooks dependent on growth in key sectors and absorbing greater workforce participation. Sources: IHS Global Insight (July 2014); SIA Daily News, 05.14.14, 04.29.14 9 AUSTRALIA The unemployment rate returned to a decade-high of 6.0% in June 2014, and is unlikely to fall significantly in the coming months. Labor force participation and job creation are both expected to fluctuate, depending on worker and employer confidence levels. CHINA China’s employment outlook is holding steady despite slowing economic growth, helped by a growing services sector. Employment in the services sector has now surpassed that of the industrial sector in China, according to the Vice Minister for Human Resources and Social Security. INDIA The services sectors are expected to create the most new jobs in India in the coming years, with IT/IT-enabled-Services (ITeS) leading, followed by banking, financial services, and insurance (BFSI). Future job creation is projected to center around India’s biggest cities. JAPAN Although Japan's unemployment rate rose by 0.2 percentage points in June, the labor market remains solid. The rise mainly reflected growing labor force participation, among women in particular, as sluggish wage growth is encouraging job seekers' entry/re-entry to support household incomes. 5.7% 5.9% 5.7% 5.2% 4.0% 4.0% 3.9% 3.9% 9.3% 9.4% 9.2% 8.8% 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: TALENT SUPPLY TRENDS Source: The Global Workforce Crisis, Boston Consulting Group, 2014. 10 New research by Boston Consulting Group provides an insight into the outlook for future talent supply in key economies. The research generated projections for overall talent supply growth in each country through 2030, based on aging and labor force participation trends. This research took a purely quantitative look at global workforces, without factoring in skill and education levels. It found that some countries such as Germany, Russia, and Japan are already starting to see shrinking labor forces, and the workforce contraction is expected to accelerate through 2030. Labor force contraction will be particularly widespread across Europe, where the UK and Switzerland are among the only countries not predicted to see declines. In China, the predicted annual decrease of 0.3% will translate into a significant reduction in terms of number of people, based on a current labor force of more than 800 million. On the other hand, some of the greatest increases will be seen in emerging markets such as India and Mexico, which will be faced with the tremendous challenge of generating sufficient employment opportunities for their expanding workforces. 0.3% 0.4% 0.5% 1.2% 0% 0% 0% 1% 1% 1% 1% 1% Canada US Brazil Mexico LABOR SUPPLY ANNUAL GROWTH RATES, 2020-2030p LABOR SUPPLY BY 2030 -0.6% -0.3% 0.8% 1.3% -1% -1% 0% 1% 1% 2% Japan China Australia India -1.2% -0.9% -0.8% -0.04% 0.1% 0.4% -2% -1% -1% 0% 1% Germany Italy Russia France UK Switzerland EMEA Americas APAC Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  11. 11. GLOBAL LEGISLATIVE UPDATE New regulations pertaining to temporary staffing dominate the legislative headlines in China, Russia, Japan, Italy, the Netherlands, and Brazil. In Canada and Singapore, new measures govern the usage of skilled foreign workers. Sources: SIA Legs and Regs Advisors; SIA Daily News, 08 May 2014 and 29 April 2014; flexiworkforce.wordpress.com 11 BRAZIL A recently enacted resolution allows temporary employment contracts for terms longer than three months; temporary contracts now may be extended for up to nine months. CHINA New regulations set out more detailed requirements for using temporary (or ‘dispatch’) workers. A key measure: dispatch workers may not comprise more than 10% of a company’s workforce. JAPAN Amendments to the Worker Dispatch Law have been proposed and approved, and are expected to come into effect in April 2015. Among the changes: there will no longer be a three-year limit per temporary assignment; however, a three-year limit per dispatched worker will be in place. RUSSIA A new law will regulate the use of temporary staffing beginning in 2016. Temporary workers can be used for assignments of up to nine months, to fill short-term absences (ie. maternity leave), to assist with heightened workloads, and to work in domestic households. There is no time limit on temporary contracts for certain categories of workers, including students, single parents, and those with multiple children. The law bans temporary workers to replace striking employees or in hazardous facilities. NETHERLANDS A new collective agreement for temporary workers will be in effect from June 2014 through 2019. The new agreement includes a longer period for fixed term contracts, but restricts the use of zero-hours contracts (which allow employers to hire staff with no guarantee of work). SINGAPORE New rules that require companies to consider Singaporeans for skilled vacancies before turning to foreign candidates will start in August 2014. CANADA The Canadian government plans to introduce a new model of immigration selection in January 2015 that will connect prospective migrants with potential employers. In the new model, the government would act as a “matchmaker” between skilled migrants and Canadian employers. ITALY Changes to the labor law make it easier to use temporary staff. Temporary contracts can now be renewed five times for up to three years without pause, and firms are no longer required to maintain 80% of their workforce as permanent employees. UK As of July 2014, the right to request flexible working after 26 weeks’ service is available to all UK employees, rather than only those with children. Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  12. 12. U.S. Labor Market Overview THIRD QUARTER l 2014
  13. 13. JOB GROWTH EXCEEDING EXPECTATIONS U.S. hiring has ramped up since the beginning of the year. Overall, the U.S. labor market added more than 1.4 million jobs over the past six months, despite a sluggish start to the year due in part to severe winter weather. Job gains averaged 190,000 in the first quarter but jumped to 272,000 on average in the second quarter, pushing total U.S. employment back above pre-recession levels for the first time. UNEMPLOYMENT STEADILY FALLING The jobless rate has declined by 0.5 percentage points since January, dropping to 6.1% in June—its lowest point since September 2008. Over the past year, the unemployment rate has fallen by 1.4 percentage points, and the number of long- term unemployed workers has decreased by 1.2 million. Despite the improvements in unemployment, the labor force participation rate has remained the same over the past three months. U.S. EMPLOYMENT CONDITIONS EMPLOYMENT OVERVIEW 13 Source: U.S Bureau of Labor Statistics U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE LABOR MARKET GROWTH ON SOLID FOOTING Employment indicators over the past several months have showed widespread and robust gains that suggest a more optimistic outlook for the labor market and the economy. Total employment growth has been encouraging, at 200,000 or above per month since February, while the unemployment rate has dropped consistently. The labor market appears to be finally hitting its stride, indicative of U.S. employers’ emerging confidence. 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0 0 50 100 150 200 250 300 350 UnemploymentRate(%) Employment(000s) Total non-farm employment growth Unemployment rate JAN FEB MAR APR MAY JUN Total non-farm employment growth 144K 222K 203K 304K 224K 288K Private sector employment growth 166K 201K 200K 278K 224K 262K Unemployment rate 6.6% 6.7% 6.7% 6.3% 6.3% 6.1% Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  14. 14. U.S. LABOR MARKET: SUPPLY AND DEMAND 14 U.S. MARKET - MONTHLY LABOR DEMAND VS. LABOR SUPPLY Sources: Conference Board Help Wanted OnLine, Bureau of Labor Statistics UnemployedWorkers (inthousands) OnlineJobAds (inthousands) DEMAND FLAT BUT UNEMPLOYMENT FALLING Despite a strong showing in June, when online vacancies climbed by 155,900, overall labor demand was basically flat in the first half of the year. Yet because of decreasing unemployment, for the first time in six years the supply/demand rate has fallen below 2.0. This means there are fewer than two unemployed workers for every vacancy, suggesting a tighter labor market. DEMAND FOR INDUSTRIAL JOBS UP Although supply/demand rates show that the market is still very tight for jobs like architects/ engineers, computer professionals, and healthcare practitioners, ad volumes are down slightly in many of these professional categories over the past year. In contrast, year-over-year ad gains have been seen in areas such as production, construction, and transportation. GEOGRAPHIC HOTSPOTS ALL OVER THE MAP Among major metro areas, only Salt Lake City has more job openings than unemployed workers. Other favorable markets for job-seekers, where there is a job opening for practically every unemployed person, include: Washington DC, Oklahoma City, Austin, San Jose and Minneapolis-St. Paul. 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 Apr14 # of Unemployed Workers # of Online Job Ads “The June increase of 155,900 is positive news. However, the net effect is that labor demand was basically flat for the first six months of 2014. There is churn in the labor market as people change jobs. Most of the gains since last June were in the lower-paying service jobs, not the higher-paying professional jobs.” — June Shelp, Vice President, The Conference Board, July 2, 2014 Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  15. 15. U.S. LABOR MARKET SPOTLIGHT: H2 HIRING OUTLOOK 15 41% JOB CREATION FORECAST LOOKS ROSY, PARTICULARLY FOR IT U.S. employers’ hiring plans are set to accelerate in the second half of 2014, according to a new survey by CareerBuilder. Employers are more confident about adding all types of workers—full-time, temporary, and part-time—than they were in the second half of 2013. IT leads all industries with higher-than-average hiring forecasts for H2; other hot fields include financial services, hospitality, and healthcare. Encouragingly, manufacturing also ranks among the industries with the most optimistic outlook in the latter half of the year. Employers also indicate that they are most interested in hiring workers who will help them navigate new technologies, including those skilled in social media, mobile technologies, and cloud-based applications. Source: CareerBuilder 44% 31% 25% 47% 33% 27% 0% 10% 20% 30% 40% 50% Full Time/ Permanent Temporary/ Contract Part-Time HIRING PLANS BY WORKER TYPE H2 2013 H2 2014 52% 51% 46% 52% 51% 54% 54% 55% 57% 59% 0% 20% 40% 60% 80% Manufacturing Healthcare Hospitality Financial Services IT HIGHEST EXPECTATIONS FOR HIRING BY FIELD H2 2014 H2 2013 TYPES OF ROLES EMPLOYERS WILL BE CREATING H2 2014 Social Media 11% Mobile Technology 11% Cloud Technology 10% Wellness 10% Web Content Strategy 9% Managing/ Interpreting Big Data 9% Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  16. 16. Workforce Solutions Industry Insight THIRD QUARTER l 2014
  17. 17. THE TALENT ACQUISITION IMPERATIVE Accessing and acquiring talent has become one of the most critical functions of today’s organizations. Many business leaders say that their talent acquisition strategies are falling short – and they are retooling their approaches in order to gain the talent edge. 17 Source: Global Human Capital Trends 2014, Deloitte REVAMPING TALENT ACQUISITION According to research by Deloitte, many corporate leaders feel that their companies are less than able to meet today’s talent acquisition challenges. Among the largest capability gaps are in the areas of using analytics and applying recruitment processes on a global basis. Worldwide, executives in Brazil, the UK, and Canada are among those who say they are most aware of the urgent need to change talent acquisition strategies but the least prepared to take action. As a result, 60% of corporate leaders have already updated or are currently updating their talent sourcing strategies, and an additional 27% are considering changes to their talent acquisition processes. WHEN DID YOU LAST REVIEW YOUR TALENT ACQUISITION PROCESS AND STRATEGY? 29% 31% 27% 11% In the past 18 months Currently revamping Considering changes No plans to review 54% 50% 43% 38% 37% 36% 39% 43% 47% 50% 54% 47% 7% 8% 10% 12% 9% 17% Using analytics for recruitment Leveraging recruiting processes globally Accessing part-time, freelance & third party employees Using social tools for sourcing Ensuring recruiters are highly trained Building strong employment brand Weak Adequate Excellent TALENT ACQUISITION CAPABILITIES US UK Japan Brazil Canada China Germany Spain Australia Switzerland Mexico India GreaterReadiness Greater Importance TALENT ACQUISITION: IMPORTANCE VS. READINESS Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  18. 18. •Inaccurate, inconsistent, or hard-to-access data •Lack of analytic skills among HR professionals •Lack of investment in HR /talent analytical systems BIG DATA COMES TO HR Data-driven tools can improve decisions about talent—but turning metrics into meaningful analysis can be a challenge. Corporate leaders are learning how to ramp up their workforce analytics capabilities in order to drive business success. 18 Sources: HR Joins the Analytics Revolution, Harvard Business Review, 2014 9% 15% 26% 40% 11% Use data proactively via on-demand dashboards and visuals—to make predictions Use data proactively—typically via on-demand dashboards and visuals Use data proactively—typically via operational reporting Use data reactively—typically via ad hoc reporting—only for critical workforce decisions Rarely use data to inform workforce decisions ROLE OF WORKFORCE DATA IN DECISION MAKING 15% 11% 18% 34% 42% 60% 48% 20% 42% 52% 57% 36% Predictive analytics based on HR data and other data within or outside the organization Predictive analytics based on HR data alone On-demand, business user self-service of analytics Business unit-specific dashboards and visuals Analytics using data integrated from multiple systems (e.g., performance + compensation) Individual reports created “as needed” in a highly manual spreadsheet-based process WORKFORCE DATA, METRICS, AND ANALYTICS USAGE In Two Years Today INCREASING INTEREST IN WORKFORCE ANALYTICS Most firms are on the beginning end of the maturity curve when it comes to HR analytics, according to a new survey from the Harvard Business Review. Less than half of companies say they use data proactively to make HR decisions, and less than one in ten use data to make predictions about their workforce. The biggest challenges in using more analytics include inconsistent or inaccessible data, and a lack of investment or skills among HR departments. But companies predict that analytics will play greater role in their HR decisions in the future. In the next two years, organizations are looking to upgrade their analytics abilities, including incorporating multiple sources of data and creating more specific and sophisticated reports. 54% 47% 44% BIGGEST OBSTACLES TO ACHIEVING BETTER USE OF DATA, METRICS, AND ANALYSIS Global Talent Market Quarterly BACK TO TABLE OF CONTENTS
  19. 19. PROVIDING JOB SEEKERS A SENSE OF COMMUNITY Proponents say that talent communities offer companies a much better way of reaching passive job candidates. Talent communities can also facilitate finding people with high-demand skills, as well as candidates who fit into the firm’s culture. Another advantage: signing up for a talent community is quick and easy, and can be done via mobile devices. For all their promise, however, talent communities have yet to become part of the mainstream job seeking environment. Only around 17% of all workers worldwide have participated in a company’s online talent community, according to the 2014 Kelly Global Workforce Index (KGWI). And less than half of all companies are investing in talent communities, with those in North America leading the way. But interest is high: among those who have no experience with talent communities, 40% say that they are either interested or very interested in becoming involved in one. Not surprisingly, the KGWI finds that online talent communities hold the greatest appeal for selected groups, including younger workers and those in the high tech, business, and natural resources fields. JOB SEEKERS’ INTEREST/PARTICIPATION IN TALENT COMMUNITIES TALENT COMMUNITIES Online talent communities—interactive forums where individuals who are interested in a company’s job openings can connect with company representatives and other community members—have been hailed as the next big thing in recruiting. Businesses and workers alike are beginning to see the advantages of engaging and communicating with each other prior to a job offer. 19 Source: Global RPO, Aberdeen, 2014; SFGate; 2014 Kelly Global Workforce Index COMPANIES INVESTING IN TALENT COMMUNITIES 42% 40% 31% North America Europe Asia JOB SEEKERS’ INTEREST IN TALENT COMMUNITIES: TOP SECTORS JOB SEEKERS’ INTEREST IN TALENT COMMUNITIES: BY GENERATION 48% 45% 45% 45% Internet Svcs./ Software Business Services Government Oil & Gas/ Energy 44% 42% 33% Gen Y Gen X Baby Boomers 17% 19% 10% 25% 40% 40% 35% 47% GLOBAL Americas EMEA APAC Current Participation Future Interest* *Among those who have not participated 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 Mapping the Talent Genome: Managing the Next Wave of Change in Science Workforces Mark Lanfear, global practice leader for Life Sciences, Kelly Services Just as we mapped the human genome to find new therapies and drugs, now science-based organizations must map out their workforce needs. This report outlines how internal and external forces are shaping a new landscape for scientific talent. Fundamentally Different: Competencies for Managing Contingent Talent John Healy, VP & Managing Director, Global Talent Supply Chain, KellyOCG In collaboration with Michigan State University – Eli Broad College of Business The application of workforce analytics is one of the keys to maximizing the return of the talent supply chain. KellyOCG is proud to collaborate with Michigan State University – Eli Broad College of Business and their market-leading department of Supply Chain Management to provide insights on using the power of data to increase the effectiveness of contingent talent management strategies. Unlocking Value: Embrace Governance, Risk, and Compliance Practices Chris Jock, VP & Global BPO Practice Lead, KellyOCG Learn about the correct approach to outsourcing: when both sides – supplier and client – work from a philosophy that treats governance, risk and compliance as a joint effort…where all parties use governance practices to create value in ways that protect the company and every stakeholder. 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. Z0868 Kelly Services Inc. makes no representation or warranty with respect to the material contained within this report. kellyservices.com

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