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  • 1. workplaceperformancekelly Global workforce index™120,000 people31 countriesrelease:JUNE2013
  • 2. 43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education43% 43% 43% 42% 41% 41% 38% 37% 35% 33% 31%Do you think you’re you paid enough?IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare EducationDo you think you are paid enougH? (by skillset) Yespaid toperformPerformance-based remunerationis gathering momentum acrossthe globe, with the highestincidence of performance-linked pay in the fast-growingeconomies of the APAC region,while developed nations such asDenmark and Sweden have thelowest percentages.Interestingly, almost half of allworkers worldwide agree theywould perform better if their paywas linked to their performanceand productivity, however, lessthan half are rewarded this way.Performance-based pay includes any arrangementwhere an element of the total remunerationpackage is tied to meeting performance targetsand may include profit sharing, performancebonuses and sales commissions.Sweden 24%Russia 70%Poland 55%Germany 43%Hungary 38%Italy 35% China 75%India 67%Thailand 75%Hong Kong 62%Malaysia 72%Indonesia 75%Australia 29%New Zealand 36%Switzerland 40%Netherlands 48%Luxembourg 36%Denmark 21%Norway 32%UK 30%Ireland 26%Canada 40%US 32%Mexico 47%Puerto Rico 47%Brazil 48%France 36%Portugal 36%Singapore 63%Belgium 45%Sth Africa 50%20-29% 30-39% 40-49% 50-59% 60-69% 70-79%Do you think you are paid enough?(by region)Americas EMEA APAC45% 32% 43%variable pay, dependent upon performance targets (by country)Yes
  • 3. 3Kelly Global Workforce Index™Section 1:4 Introduction5 Incidence of Performance Pay (by Region)6 Incidence of Performance Pay(by Country)7 Incidence of Performance Pay(by Generation)8 Incidence of Performance Pay(by Skillset)9 Impact of Performance Pay10 Preferred Pay Option11 Pay Equity (by Region)12 Pay Equity (by Skillset)Section 2:13 Introduction14 Telecommuting15 Benefits of Telecommuting16 Disadvantages of TelecommutingSection 3:17 Introduction18 Experience with Crowdsourcing19 Interest in Crowdsourcing20 ConclusioncontentsThe 2013 Kelly Global Workforce Index(KGWI) brings together work and workplaceinsights sourced from more than 120,000respondents from 31 countries across theAmericas, EMEA and APAC regions.It takes the form of an annual survey thatcanvasses a wide spectrum of opinions on issuesimpacting the contemporary workplace, with aparticular focus on the perspectives from differentgenerations, industries, occupations and skill sets.Topics covered in the 2013 KGWI survey include:• Career Development and Upskilling• Workplace Performance• Employee Engagement and Retention• Social Media and TechnologyThis second installment, on the topic of WorkplacePerformance explores the way that performance-based remuneration is gathering pace, and beingembraced by unexpected groups in the workforce.The Kelly Global Workforce Index 2013The findings suggest that employees are nowmore willing to accept some element of “risk” intheir salary in return for the opportunity to meetbenchmarks that will trigger performance bonuses.The survey also provides some insights intowhat employees really think about the fairnessof their compensation, with a particular focuson different generational and global markets.The subject of telecommuting is featured, withlatest data on the scale of this work practiceand the factors that are both encouragingand preventing it across the globe.Finally, the report takes a glimpse at thephenomenon of crowdsourcing, wherebybusinesses are using the internet to tapinto a worldwide source of suppliersfor a diverse range of services.
  • 4. 4Kelly Global Workforce Index™paying to performsection 1The adoption of performance-based remuneration has gradually gathered momentumin various parts of the globe since these surveys first looked at the issue in Europe in2005, where some 20% of respondents were on performance pay.Currently, 39% of those in EMEA region have some of their remuneration tied toperformance benchmarks, and the average across the globe is 44%.Performance-based pay includes any arrangement where an element of the totalremuneration package is tied to meeting performance targets and may include, profitsharing, performance bonuses and sales commissions.
  • 5. 5Kelly Global Workforce Index™Incidence of performance Pay (by region)Å The highest incidence of performancepay is in the fast-growing economiesof the APAC region, with 59% ofrespondents on some form of incentivepayments, compared with 39% inEMEA and 36% in the Americas.Is any of your pay/compensation variable, such that a portion is dependent upon yourindividual performance/productivity targets? (% Yes by Region)Incidence of Performance Pay - regionAMERICAS EMEA36% 39%APAC GLOBAL59% 44%
  • 6. 6Kelly Global Workforce Index™Incidence of performance pay (by country)Å Globally, there is a broad spread inthe adoption of performance pay,reflecting differing attitudes to workand remuneration.The highest incidence among surveyrespondents is in the Asia Pacific regionand among newly emerging economies.Respondents in China report a highpercentage of employees on variablepay, but Indonesia, Thailand, Malaysia,Russia, India, Singapore and HongKong also have more than 60% ofrespondents on performance pay.The rate is 30% or less in Denmark,Sweden, Ireland, Australia and the UK.Is any of your pay/compensation variable, such that a portion is dependent upon yourindividual performance/productivity targets? (% Yes by Country)Incidence of Performance Pay by countryEMEA75%75%75%72%70%67%63%62%55%48%50%48%47%47%45%43%40%40%38%36%36%36%36%35%32%32%30%29%26%24%21%DenmarkSwedenIrelandAustraliaUKNorwayUSItalyPortugalLuxembourgFranceNewZealandHungarySwitzerlandCanadaGermanyBelgiumMexicoPuertoRicoNetherlandsBrazilSouthAfricaPolandHongKongSingaporeIndiaRussiaMalaysiaThailandIndonesiaChina
  • 7. 7Kelly Global Workforce Index™Incidence of performance pay (by generation)Å Across the primary workplacegenerations, significantly more employeesamong Gen X (48%) and Gen Y (45%)receive variable pay, compared with just36% among Baby Boomers.Is any of your pay/compensation variable, such that a portion is dependent upon yourindividual performance/productivity targets? (% Yes by Generation)Incidence of Performance Pay - genrationGEN Y GEN X45% 48%BABY BOOMERS36%
  • 8. 8Kelly Global Workforce Index™Incidence of performance pay (by skillset)Å Performance pay predominatesin a few key markets such as Sales,where 76% of employees are on avariable salary, Marketing (56%), IT(52%) and Engineering (51%).Is any of your pay/compensation variable, such that a portion is dependent upon your individualperformance/productivity targets? (% Yes by Professional/Technical employees)76%56%52%51%46%45%43%38%37%31%31%Incidence of Performance Pay by professionScienceEducationSecurity ClearanceHealth CareLawMathFinance/AccountingEngineeringITMarketingSales
  • 9. 9Kelly Global Workforce Index™Impact of performance payÅ Among those respondents notreceiving performance-based pay,there is a strong view that they wouldperform at a higher level if they wereto switch to such an arrangement.A total of 46% globally say theywould perform at a higher level onperformance pay, with the greatestattraction in APAC (56%), followed bythe Americas (44%) and EMEA (41%).The findings suggest that manyworkers are quite confident in theirability to do their job well andbelieve they could probably increasetheir income if they were rewardedaccording to performance.1If not on performance pay, do you agree or disagree that you would perform at a higher level if your pay/compensation was tied to your performance/productivity? (% Agree by Region)1 Respondents were asked to answer the questionon a scale from 1 to 5, where 1 = StronglyDisagree, and 5 = Strongly Agree. Total responses“Agreeing” were those rated 4 and 5.Impact of Performance Pay by regionAMERICAS EMEA44% 41%APAC GLOBAL56% 46%
  • 10. 10Kelly Global Workforce Index™Preferred pay optionÅ The changing attitudes to variable payarrangements are well reflected in theresponses received to the question on thechoice between pay for performance, andpay for overtime.In effect, employees were asked tomake a choice between the certaintyof additional pay for the extrahours they work, or the uncertaintyof a reward based solely on theirperformance and productivity.Uniformly, across the globe, the majorityof respondents chose the uncertainty ofperformance pay, based on a confidencethat their effort and initiative will delivera better pay outcome than extra payfor overtime.Globally, 57% of respondents opt forthe performance option, with APACthe highest (66%) compared withEMEA (54%) and the Americas (51%).If you were offered either pay for overtime work or pay for performance/productivity, which would you prefer? (% by Region)AMERICASEMEAAPACGLOBAL43%Preferred Pay option51%37% 54%28% 66%36% 57%Pay for overtime workPay for performance/productivityOther
  • 11. 11Kelly Global Workforce Index™pay equity (by region)Å There is a revealing glimpse into theemployee mindset arising out of thequestion as to whether employees believethat their remuneration is equitable.Perhaps surprisingly, fewer than half ofrespondents (38%), globally, believe thatthey are paid a fair salary for the workthey perform.The lowest ranking from an employeeperspective is in EMEA, where just32% believe their pay is equitable,compared with 43% in APAC and 45%in the Americas.To what degree do you agree or disagree that the pay/compensation you receive for your work is equitable? (% Agree by Region)Pay Equity by regionAMERICAS EMEA45% 32%APAC GLOBAL43% 38%
  • 12. 12Kelly Global Workforce Index™pay equity (by skillset)Å Across various industries in theworkforce, the pay equity situation ismarkedly different.Pay equity as perceived by employees ishighest in IT, Math and Sales, where 43%believe their compensation is equitable.The industries considered by respondentsto be least equitable are Education (31%),Health Care (33%) and Science (35%).To what degree do you agree or disagree that the pay/compensation you receive for your work is equitable? (% Agree by Industry)43%43%43%42%41%41%38%37%35%33%31%Pay equity by professionEducationHealth CareScienceLawSecurity ClearanceMarketingFinance/ AccountingEngineeringSalesMathIT
  • 13. 13Kelly Global Workforce Index™As more flexible work practices have entered the labor market, telecommuting – working fromhome or remotely – has become more widespread.FREEDOM TO ROAM – THE APPEAL OF TELECOMMUTINGsection 2
  • 14. 14Kelly Global Workforce Index™Å More than a quarter of therespondents (29%), globally, workremotely for at least part of the workingweek. By region, significantly morerespondents in APAC (37%) workfrom home or remotely than in theAmericas (24%) and EMEA (23%).2TelecommutingDo you work from home or remotely? (% Yes by Region)2 Actual question: Currently, how many days perweek do you work from home or remotely?10%20%30%40%GlobalAPACEMEAAmericasTelecommuting by region
  • 15. 15Kelly Global Workforce Index™Å The decision to telecommuterepresents a big change in the mode ofemployment, so the benefits and costsneed to be carefully weighed in theminds of employers and employees.The biggest advantage of telecommutingidentified by employees is the timesaved commuting to and from work,and the related expenses, cited by 65%of respondents, who work from homeor remotely for a portion of the week.Other significant benefits are“fewer interruptions” (47%) and“greater flexibility” (45%).Benefits of telecommutingWhat are the advantages of working from home/remotely?(% Globally, working from home/remotely for a portion of the week. Multiple responses allowed)Minimize timecommuting andrelated expensesFewer interruptions,resulting ingreater focusand productivityGreater flexibilityto deal with anyunexpectedpersonalincidentsWork day maybe shorter,allowing formore free/personal timeIncreasedmotivationImprovedcommunicationwith manager/colleaguesOtherBenefits of Telecommuting65%47%45%31%26%13%5%
  • 16. 16Kelly Global Workforce Index™Å There are also disadvantages intelecommuting. Chief among them are“Lost opportunities for collaborationand networking on-site with colleagues/management”, cited by 55%of respondents.Other significant downsides are“Difficulty separating ‘work’ life from‘personal’ life/establish boundaries”,cited by 37%, and “Reduced access tocompany information and involvementin team activities”, (36%).Disadvantages of telecommutingWhat are the disadvantages of working from home/remotely?(% Globally, working from home/remotely for a portion of the week. Multiple responses allowed)Lost opportunitiesfor collaborationand networkingon-site withcolleagues/managementDifficultyseparating“work” lifefrom “personal”life/establishboundariesReduced accessto companyinformation andinvolvement inteam activitiesA feelingof isolationfrom on-sitecolleagues/managementThe temptationto worklonger hoursor not totake regularbreaksReducedvisibility,resulting in adisadvantage interms of workassignments,performanceevaluations,or promotionsDifficultiescommunicatingwith manageror colleaguesLack ofmotivationOtherDisadvantages of Telecommuting37%55%36%34%30%29%23%15%2%
  • 17. 17Kelly Global Workforce Index™One of the more entrepreneurial applications of the internet for business has been thephenomenon of crowdsourcing – where a business will turn to a global marketplace ofindividuals, contractors and freelancers for a product or service. It relies on global reach andleverage to attract the most competitive offer from a global audience.HARNESSING THE CROWDsection 3
  • 18. 18Kelly Global Workforce Index™Å To date, experience in crowdsourcingis relatively low, with just 13% ofrespondents having had direct workexperience with it. Involvement in APAC(16%) is somewhat higher than in theAmericas (12%) and EMEA (11%).Experience with “crowdsourcing”Have you had any work experience related to “crowdsourcing”? (% Yes by Region)10%20%30%40%GlobalAPACEMEAAmericasExperience with “crowdsourcing”
  • 19. 19Kelly Global Workforce Index™Å While actual experience withcrowdsourcing is relatively low, thereis a considerably higher level ofinterest in becoming involved.One-third of respondents say theywould be interested in undertakingcrowdsourcing work, with the highestlevel in APAC (34%) followed by EMEA(33%) and the Americas (29%).3interest in “crowdsourcing”To what degree would you be interested in completing “crowdsourcing” work? (% Interested by Region)3 Respondents were asked to answer the questionon a scale from 1 to 5, where 1 = Not At AllInterested, and 5 = Very Interested. Totalresponses “Interested” were those ranked 4 and 5.10%20%30%40%GlobalAPACEMEAAmericasInterest in “crowdsourcing”
  • 20. 20Kelly Global Workforce Index™The shift reflects a change in mindset as muchas a change in work practices. Performance-based pay fundamentally alters the wayemployers and employees think aboutissues of performance, effort and reward.The prolonged economic downturn inmany countries and a renewed focuson productivity have helped to betteralign business and employee goals. Highrates of unemployment in many marketshave also seen employees more readyto accept an element of risk in theirpay in return for improved output.The change appears to have extendedacross regions, industries and generations,effectively breaking a longstanding mould.The flexibility this entails is also featuringin the way that employees utilise newtechnologies to work remotely or at home,and in the way firms are tapping new globalsources of supply for business services.ConclusionA SHIFTING BALANCEThe uptake of performance-based remuneration hasdeveloped quickly and seems to be gaining converts insegments that were previously skeptical or opposed.
  • 21. 21Kelly Global Workforce Index™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.About the kelly global workforce indexThe Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinionsabout work and the workplace. Approximately 122,000 people across the Americas, EMEAand APAC regions responded to the survey. This survey was conducted online by RDA Groupon behalf of Kelly Services.EXITAn Equal Opportunity Employer © 2013 Kelly Serviceskellyservices.com