The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace. More than 168,000 people across the Americas, EMEA and APAC regions responded to the 2012 survey. This survey was conducted online by RDA Group on behalf of Kelly Services.
This first installment of the KGWI 2012 findings highlights: Acquisition and Retention in the War for Talent.
Employees across the globe have experienced unprecedented economic turmoil, and they are restless. Many are unhappy in their jobs and are actively looking for new opportunities. Even those who are content in their jobs are seeking greater engagement and “meaning” from their work.
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Acquisition and Retention in the War for Talent
1. Acquisition
and retention
in the war
for talent
kelly Global workforce index ™
people
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168,
012
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e: ap
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c o u nt
2. the modern workforce
acqui si ti on and retention in the war for talent
evaluating potential employers job jitters
37 %
frequently think about quitting
their jobs. Gen X is the most
58% brand/ 52% location 39% Flexible restless, with 43% perpetually
reputation Arrangements
thinking of resigning.
potential employer attributes
job switching
23% corporate
Culture
22% Strong
Leadership
16% financial
performance
66 %
of employees intend to search
The “meaning” of importance of personal growth/advancement for a job with another organization
within the next year.
work according
to employees
employer recognition
44 %
Ability to excel/develop 74
%
41% Gen Y 34% Gen X 25% baby boomers
Connection with co-workers 41%
Alignment to personal values 41% importance of fulfillment/work-life balance
feel valued by their employer.
Connection to corporate strategy 31%
Community involvement 28%
34% Gen Y 40% Gen X 49% baby boomers
importance of compensation/benefits
20% Gen Y 19% Gen X 18% baby boomers
3. content s
Section 1: Section 2:
4 Introduction 12 Introduction 21 Job Switching
5 Desired Employer Attributes 13 Understanding the “Meaning” 22 Job Happiness
6 Evaluating Employers of Work (by Region) 23 Why Employees Stay
7 Factors that Drive Job 14 Understanding the “Meaning” 24 Interesting and Challenging Work
Choice (by Region) of Work (by Generation) 25 Opportunities to Develop
8 Factors that Drive Job 15 Job Fulfillment 26 Rewarding Performance (by Region)
Choice (by Generation) 16 Employer Recognition 27 Rewarding Performance
9 Influence on Job Selection 17 Job Jitters (by Region) (by Generation)
(by Region) 18 Job Jitters (by Generation) 28 Conclusion
10 Influence on Job Selection 19 Confronting Job Anguish (by Region)
(by Generation) 20 Confronting Job Anguish
11 Social Media and Job Decisions (by Generation)
The K elly Globa l Wor k force Inde x 2012
The 2012 Kelly Global Workforce Index (KGWI) first installment of the 2012 KGWI findings, them. There is also a glimpse into the elements workplace, with an emphasis on the three main
brings together the findings from almost 170,000 employees provide a candid insight into the that come in to play when employees think about workforce generations – Gen Y (age 19-30),
respondents from 30 countries. It shows the results factors that help steer them into the right job. leaving their jobs, and a guide to what employers Gen X (age 31-48) and Baby Boomers
of diverse forces impacting the contemporary They reveal the issues that are important to them, can do to help retain their best performers. (age 49-66). The survey captures the views
workplace, including generational and geographic the people who influence their job choices, the of employees and candidates across the
diversity, technology, employee empowerment, importance of social media in the job search, and As in previous years, the 2012 KGWI has a special Americas, APAC and EMEA regions.
and the widespread use of social media. In this the particular corporate attributes that attract focus on the generational perspective of the
Kelly Global Workforce Index™ 3
4. sec tion 1
Constant change—the new norm
in the modern workplace
Employees across the globe have experienced unprecedented
economic turmoil, and they are restless. Many are unhappy
in their jobs and are actively looking for new opportunities.
Even those who are content in their jobs are seeking
greater engagement and “meaning” from their work.
Employees and candidates are astute their work and seek greater opportunities
observers of a brand’s presence in the for personal development and growth.
market and corporate culture as they
decide the most desirable places to The new norm has employees keeping one
work, and they are clear-minded about eye open for the next opportunity. Unless
the factors that keep them at work. employers can offer meaningful work and
ongoing opportunities for growth, many
There is also a shift in the mindset of many feel it is in their best interest to keep their
workers, who derive real meaning from careers in a perpetual state of motion.
Kelly Global Workforce Index™ 4
5. desired employer attributes
Å When it comes to attracting
employees, there are a few key signals When considering applying for a job, what organizational attribute influences you the most? (By region)
Desired Employer Attributes
that candidates and prospective
30%
employees detect, which tell them
much about a prospective employer. Americas
EMEA
25%
Globally, respondents say two factors — APAC
corporate culture (23%) and strong market All countries
presence/leadership (22%)—are the top
20%
two considerations when deciding to
apply for a job. These factors eclipse all
others including financial performance, 15%
longevity, reputation for innovation,
and corporate social responsibility.
10%
However, in the Americas, it’s a slightly
different story. Longevity ranks first (24%),
followed by corporate culture (19%) and 5%
strong market presence/leadership (19%).
0%
Corporate Strong market Financial Longevity Reputation Corporate social Other Social media
culture presence performance for innovation responsibility presence
Kelly Global Workforce Index™ 5
6. evaluating employers
Å What is clear from the findings is that
employees and those looking for work What factors do you use to evaluate potential employers? (By region)
Evaluating Employers
are exercising a high degree of discretion
70%
in deciding the best career path.
Americas
When evaluating potential employers, the 60% EMEA
most important factor is corporate brand/ APAC
reputation (58%) followed by location All countries
50%
(52%). Indeed, the corporate brand is
significantly more important than the
reputation of management. In essence, 40%
the corporate brand is becoming the
employment brand, especially for skilled
30%
professional and technical workers.
20%
10%
0%
Corporate brand Location Flexible work Reputation of Turnover Other
reputation arrangements offered management statistics
Kelly Global Workforce Index™ 6
7. Factors that drive job choice (by region)
Factors that DriveDrive job choice by region
Factors that job choice by region
Factors that DriveDriveDrive job choice by region
Factors that that choice by region
Factors job job choice by region
Å When deciding on one position over
another, employees say that personal Which of the following factors would drive your decision to accept one job/position over another? (By region)
fulfillment/work-life balance (39%) and 39%39% 32%32% Personal fulfillment/work-life balance
Personal fulfillment/work-life balance
personal growth/advancement (36%) Personal growth/advancement
Personal growth/advancement
38%38% 39% 39%
39% 40%40% 32% 32%
32% Personal fulfillment/work-life balance
Personal fulfillment/work-life balance
Personal fulfillment/work-life balance
Compensation/benefits
Compensation/benefits
are the most important considerations. 38% 38%38% 40% 40%
40%
Personal growth/advancement
Personal growth/advancement
Personal growth/advancement
Corporate sovereignty/goodwill
Corporate sovereignty/goodwill
They are both more relevant to a job AMERICAS
AMERICAS EMEA
EMEA Compensation/benefits
Compensation/benefits
Compensation/benefits
OtherOther
Corporate sovereignty/goodwill
Corporate sovereignty/goodwill
Corporate sovereignty/goodwill
decision than the compensation/ AMERICAS
AMERICAS
AMERICAS EMEA EMEA
EMEA
Other Other
Other
benefits, nominated by 19%.
2% 2%
1% 1%
2% 2% 2%
3% 3% 6% 6%
18%18% 1%1% 1% 20%20%
3% 3% 3% 6%6% 6%
18% 18%
18% 20% 20%
20%
38%38% 36%36%
37%37% 39%39%
38% 38%
38% 36% 36%
36%
37% 37%37% 39% 39%
39%
ALL ALL
APAC
APAC COUNTRIES
COUNTRIES
ALL ALL
APAC
APAC ALL
APAC COUNTRIES
COUNTRIES
COUNTRIES
1% 1%
1% 1%
1% 1%
1% 4% 4% 4% 4%
1% 1%
20%20% 1% 19%19%
4% 4% 4% 4%
4% 20%20% 4% 19%19%
20% 19%
Kelly Global Workforce Index™ 7
8. Factors that drive job choice (by generation)
FactorsÅ Across job choice by generation
that Drive the generational groups, Factors that Drive job choice by generation
Factors that Drive job choice by generation
the way that individuals weigh up Which of the following factors would drive your decision to accept one job/position over another? (By generation)
job choices varies as people grow
older. Personal fulfillment/work-life Personal fulfillment/work-life balance
41% 41% 34%
41% 34% 25%
34% 25%25%
34% balance becomes progressively more 34% 41%
34% 41% 48%
41% 48%
Personal growth/advancement
48%
important as people mature, and is the Compensation/benefits
Corporate sovereignty/goodwill
predominantGEN Y
consideration among Baby GENGEN Y X
Y GEN
BABY
GENGEN X
X BABY BABY
BOOMERS Other BOOMERS
BOOMERS
Boomers. But for Gen Y, the leading
consideration is personal growth/
1% advancement—an outlook that reflects 1% 1%
4%their near-term career priorities. 4% 4% 1% 1% 1% 2% 19% 2% 2% 19%19%
20% 4% 20%20% 19% 4% 4% 7% 19%19%
7% 7%
34% 25% Personal fulfillment/work-life balance
Personal growth/advancement
41% 48%
Compensation/benefits
Corporate sovereignty/goodwill
GEN X BABY
BOOMERS Other
1% 2% 19%
4% 19%
7%
Kelly Global Workforce Index™ 8
9. influence on job selection (by region)
Å When it comes to deciding on
a job, there are many people who Who hason job selection by region
Influence the most influence in determining your choice of job? (By region)
have an influence on a prospective
AMERICAS (%)
employee—parents, spouses, friends,
Nobody—I decide for myself
and recruiters—but the overwhelming Spouse/significant other
majority of respondents say that, Parents
0 20 77 40 60 80 13 2 3 11 2 11
100
ultimately, their own judgment prevails. Other family
EMEA (%) Friends
Some 70% say that they decide for Recruiters
Other
themselves about job choices. This
68 18 4 2 2 2 1 11 Current work colleagues
is highest in the Americas (77%) and 0 20 40 60 80 100
Former work colleagues
lowest in the APAC region (63%). APAC (%)
0 20 63 40 60 18 80 7 1 4 2 1 3 1
100
ALL COUNTRIES (%)
0 20 70 40 60 16
80 4 2 2 2 111
100
Kelly Global Workforce Index™ 9
10. influence on job selection (by generation)
Å The spouse plays a more important
Influence on job selection by generation
role in job decisions among Gen X than Influence on job selection by generation in determining your choice of job? (By generation)
Who has the most influence
in other generations, while parents play
GEN Y (%) Y (%)
GEN
a more influential role with Gen Y. Nobody—I decide for myself myself
Nobody—I decide for
Spouse/significant other other
Spouse/significant
Parents Parents
0 0 20 20 67 67
40 40 60 60 16 80 16 7
80 2 7 2 111 2 111
3 2 100
3 100
Other family family
Other
GEN X (%) X (%)
GEN Friends Friends
Recruiters
Recruiters
Other Other
0 0 20 20 69 69
40 40 60 60 21
80 21
80 1 2 2 2 1 2100 2 111
111 2 100
Current work colleagues
Current work colleagues
Former work colleagues
Former work colleagues
BABY BOOMERS (%)
BABY BOOMERS (%)
0 0 20 20 78
40 78
40 60 60 80 14
80 14 2 111 2 111
11 11
100 100
Kelly Global Workforce Index™ 10
11. social media and job decisions
Social Media and job decisions byby region
Social Media and job decisions region Social Media and job decisions byby gen
Social Media and job decisions gene
Å While the influence of spouses, friends Interestingly, the attraction of social
and parents might be modest, there are media in career decision-making is Do you use your social media network Do you use your social media network
not confined to younger generations. when making career/employment when making career/employment
a growing number of employees and
decisions? (% Yes by region) decisions? (% Yes by generation)
candidates who are turning to social A significant number of Baby Boomers
media to assist in making career choices. and Gen X are joining Gen Y
33%
33% 40%
40% 58%
58% 41%
41% 44%
44% 45%
45% 40%
40%
online to test their job options.
Approximately four-in-10 (41%) use
their social media network when making More than one-quarter (30%) are more 6060 6060
career or employment decisions. inclined to search for jobs via social media
This is highest in APAC, where more rather than via traditional methods. 5050 5050
than half (58%) use their social media • Within the APAC region, nearly
network, compared with only 40% in half (48%) are inclined to search for
4040 4040
EMEA and 33% in the Americas. jobs via social media rather than
via traditional methods, which is
Workers with a professional and technical significantly more than within the 3030 3030
skillset (P/T) are more likely to use their Americas (26%) and EMEA (24%).
social media network when making • The younger generations, Gen Y (32%)
career decisions, compared to non-P/T 2020 2020
and Gen X (30%), are more likely
workers (48% and 36%, respectively).
to do so, as compared to the older
generations (Baby Boomers 26%). 1010 1010
• Workers with P/T skill sets are more
likely to do so (31%) as compared
0 0 0 0
to non-P/T workers (29%). AMERICAS EMEA
AMERICAS EMEA APAC
APAC ALL
ALL GEN Y Y
GEN GEN X X
GEN BABY
BABY
COUNTRIES
COUNTRIES BOOMERS
BOOMERS
Kelly Global Workforce Index™ 11
12. sec tion 2
Opportunities to develop interesting/
challenging work—the keys to retention
While employees are particularly interested in personal fulfillment and development
in their work, many are not finding this from their current employment.
The survey findings show that many workers they derive “meaning” from their work or
feel under-valued, and frequently think vocation. It’s a question that goes to the
about resigning. A threshold issue for heart of what stimulates and motivates
many employees is the question of how individuals, and indeed a workforce.
Kelly Global Workforce Index™ 12
13. Understanding the “meaning” of work (by region)
Å The survey finds that, from a range of
Understanding the meaning of work REGION from your work? (By region)
How do you define or derive “meaning”
options, the ability to excel or develop is
the key to individuals deriving meaning
100 77% 70% 76% 74% 38% 43% 43% 41% 39% 41% 46% 41% 27% 32% 34% 31% 31% 26% 30% 28% 3% 2% 2% 2%
from their work, identified by 74% of
respondents. It easily surpasses all 90
other factors, including connection with
co-workers, alignment with personal 80
values, connection to corporate
70
strategy and community involvement.
60
There is also a higher priority placed on
the ability to excel or develop in both
50
the Americas and APAC than in EMEA.
40
30
20
10
0
Ability to excel/ Connection with Alignment to Connection to Community Other
develop in my field co-workers personal values corporate strategy involvement
Americas EMEA APAC All countries
Kelly Global Workforce Index™ 13
14. Understanding the “meaning” of work (by generation)
Å The focus on personal
Understanding the meaning derive “meaning” from your work? (By generation)
How do you define or of work GENERATION
development is most pronounced
among younger workers.
100 77% 74% 67% 44% 41% 44% 41% 43% 47% 31% 35% 32% 29% 26% 28% 2% 3% 4%
90
80
70
60
50
40
30
20
10
0
Ability to excel/ Connection with Alignment to Connection to Community Other
develop in my field co-workers personal values corporate strategy involvement
Gen Y Gen X Baby Boomers
Kelly Global Workforce Index™ 14
15. Job fulfillment
Å When employees are asked about
Job Fulfillment by generation
Does your current employment provide you with a sense of “meaning?” (% Yes, by generation)
their current job and whether they
derive a sense of meaning from their
work, only about half say they are
gaining any real sense of purpose.
All of the workplace generations are
experiencing this void in their work ethos. GEN Y GEN X BABY BOOMERS
47% 49% 48%
Kelly Global Workforce Index™ 15
16. Employer recognition
Å Similarly, when employees are
asked whether they feel valued by Do you feel recognition valued by your current employer? (% Yes, by region)
Employment
that you are
their employer, fewer than half of all
respondents are made to feel worthy.
Globally, only 44% say that they feel
valued by their employer, with the
highest in APAC (51%), followed by the AMERICAS EMEA APAC ALL COUNTRIES
Americas (45%) and EMEA (39%).
45% 39% 51% 44%
Kelly Global Workforce Index™ 16
17. job jitters (by region)
Å Given this fairly lackluster mood
Job Jitters by region
Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region)
among the workforce, it’s not
surprising that, for many, there is a
fairly constant thought of quitting.
More than one-third (37%) frequently
think about quitting their job and
AMERICAS EMEA APAC ALL COUNTRIES
leaving their employer. This is
higher in EMEA (43%), than in APAC
(39%) and the Americas (28%).
28% 43% 39% 37%
Kelly Global Workforce Index™ 17
18. job jitters (by generation)
Å Generation X is the most restless
Job Jitters by generation
Do you frequently think about quitting your current job and leaving your employer? (% Yes, by generation)
in this regard, with 43% frequently
thinking of quitting, higher than
Gen Y (38%) and Baby Boomers (37%).
GEN Y GEN X BABY BOOMERS
38% 43% 37%
Kelly Global Workforce Index™ 18
19. Confronting job anguish (by region)
Å For employers, this critical mass of
individuals who are perpetually thinking How likely are you to share your potential plans to move to another organization with your employer, with the
thought that this may by region changes that may motivate you to stay? (Total unlikely, by region)
Confronting job anguish result in
of resigning represents a large potential
cost, in terms of recruitment and business
disruption. Employers will occasionally
have some warning that employees
are dissatisfied and considering
resigning, but mostly it will come as AMERICAS EMEA APAC ALL COUNTRIES
a surprise and too late to resolve.
More than one-third (35%) say they
are not likely to inform their employer
of their potential plans to move to
another organization. Within the EMEA
region, four-in-10 (40%) are not likely to
28% 40% 35% 35%
inform their employer of such potential
plans to resign, compared with 35%
in APAC and 28% in the Americas.
Kelly Global Workforce Index™ 19
20. Confronting job anguish (by generation)
Å Across the generations, Baby Boomers
(42%) and those in Generation X (40%) How likely are you to share your potential plans to move to another organization with your employer, with the
thought that this may by generation
Confronting job anguish
result in changes that may motivate you to stay? (Total unlikely, by generation)
are the least likely to share such plans
with their employer. Gen Y is more likely
to express dissatisfaction and provide
the opportunity for it to be resolved.
GEN Y GEN X BABY BOOMERS
33% 40% 42%
Kelly Global Workforce Index™ 20
21. Job switching
Å At any given time, a large section
of the workforce is in a state of flux. Do you intend to look for a job with another organization within the next year? (% Yes, by region)
Job Switching
Globally, two-thirds of workers (66%)
80%
intend to look for a job with another
Americas
organization within the next year, EMEA
which represents a significant increase APAC
from the level in 2009, when 59% All countries
70%
intended to look for a job elsewhere.
The dissatisfaction is most pronounced
in the Americas, where 67% intend
to look for a new job, compared with 60%
only 45% in 2009. In APAC, 62%
plan to look for a new job, up from
59% in 2009, while in EMEA the
proportion remains steady at 67%.
50%
40%
2009 2010 2011 2012
Kelly Global Workforce Index™ 21
22. Job happiness
Å Significantly fewer workers are
happy in their jobs now than a few years Are you Happiness your job? (% Yes, by region)
Job happy in
ago, although there has been some
80%
turnaround in the past 12 months from
Americas
the depths of the global financial crisis.
EMEA
APAC
Globally, 53% say they are happy in their
All countries
jobs, down from 59% in 2009, but above 70%
the recent low of 47% reached in 2011.
The decline in job happiness over
the past three years has occurred in
60%
both the Americas and EMEA. APAC
has bucked the trend, with workers
there more content than in 2009,
possibly as a consequence of the more
50%
muted Asian economic downturn.
In the Americas, the percentage of
employees happy in their jobs declined
from 69% to 54% between 2009 and 40%
2012. In EMEA, it has fallen from 2009 2010 2011 2012
54% to 49% over the same period.
Kelly Global Workforce Index™ 22
23. why employees stay
Å When weighing up alternative
employment or staying with their What is the primary reason that you remain with your current employer? (Top five, by region)
Why Employees Stay
present employer, respondents say
25%
that the primary reasons they stay
Americas
with their current employer are that
EMEA
they enjoy the work (15%), salary
APAC
20%
and benefits (12%) and they cannot
All countries
find similar employment (12%).
15%
10%
5%
0%
Enjoy the work Other Salary/benefits Cannot find Opportunities
similar employment for advancement
Kelly Global Workforce Index™ 23
24. interesting and challenging work
Å The top two factors that would
Interesting/challenging work REORDERED - USE THIS ONE
make workers feel more committed/ What one factor makes you feel more committed or “engaged” with your job? (By region)
engaged with their employer remained
35%
consistent from last year: 1) more
interesting/challenging work (29% in Americas
30%
2011, 28% in 2012), 2) higher salary and EMEA
benefits (26% in 2011, 24% in 2012). APAC
All countries
• Across the regions, interesting/ 25%
challenging work is ranked
highest within EMEA (34%). 20%
• In terms of feeling committed and
engaged, interesting/challenging
15%
work is cited significantly more among
professional and technical (P/T)
workers compared to non-P/T skilled 10%
workers (31% and 26%, respectively).
• While opportunities for advancement
5%
and interesting and challenging work
are important to all employees in
terms of retention and engagement, 0%
these are particularly cited by More Higher salary More A better Other More or More More support Opportunity
interesting or and benefits meaningful work/life improved flexible work with health, for working
professional and technical workers. challenging work responsibility balance training arrangements fitness and from home
well-being or remotely
from employer
Kelly Global Workforce Index™ 24
25. opportunities to develop
Å In terms of what would most
Opportunities to develop REORDERED - USE THIS ONE
likely cause workers to leave their What factors would most likely cause you to leave your organization? (By region)
current employer, aside from salary/
25%
benefits, lack of opportunities
for advancement (21%) and poor Americas
management (20%) rank highest. EMEA
20% APAC
All countries
15%
10%
5%
0%
Lack of Poor salary/ Poor Inadequate Other Poor staff Poor Stress Lack of Concern
opportunities benefits management work/life morale communication flexible work with
for advancement balance arrangements corporate
reputation
Kelly Global Workforce Index™ 25
26. rewarding performance (by region)
Å Across the board, the preferred way
of being rewarded for a job well done What is your preferred way of being rewarded for good performance at work? (By region)
Rewarding Performance by region
is a financial bonus (41%), followed
50%
by a promotion (32%), while 13% say
none is required. The attraction of a Americas
EMEA
promotion ranks almost equal with a
40% APAC
financial bonus in the Americas and
All countries
APAC, while in EMEA a financial bonus
is the standout form of reward.
30%
20%
10%
0%
Financial bonus Promotion None required Public acknowledgement A day off work Small gift
among colleagues
Kelly Global Workforce Index™ 26
27. rewarding performance (by generation)
Å Generation X and Baby Boomers
strongly favor a financial bonus for good What is your preferred way of being rewarded for good performance at work? (By generation)
Rewarding Performance by generation
performance, while Gen Y is almost
50%
just as happy with a promotion.
Gen Y
Gen X
40%
Baby Boomers
30%
20%
10%
0%
Financial bonus Promotion None required Public acknowledgement A day off work Small gift
among colleagues
Kelly Global Workforce Index™ 27
28. Conclusion
staying or leaving?
Those exploring job opportunities have access to a diverse range
of sources of information, and an unprecedented opportunity to
drill into the organization to assess its career potential.
The KGWI findings suggest that role in communicating attributes such as generational work groups and teams The economic recession that cut across
organizations seeking to attract and retain business culture and management style. pose particular problems for managers, most of the developed world left
the most highly talented candidates who themselves are frequently coping deep scars. It’s not surprising that as
need to do more than just focus on their The differing attitudes among with their own generational challenges. employees scan the labor market, they
HR performance; brand recognition and the generations to issues such as are both more selective and more certain
rewards, job satisfaction, and personal The findings suggest that in the period about what they want from work.
corporate culture are central to the way they
development reflect a more widespread after the global financial crisis, employees
are perceived in the broader labor market.
HR and management challenge that remain in a state of uncertainty. The And if they can’t get it in the current jobs,
In a similar vein, existing employees difficult economic and business climate has they’re not likely to sit around waiting.
characterizes many workplaces.
are virtually brand ambassadors for contributed to a degree of anguish over
the business. They are sought out by Essentially, what is good for one generation job security and career prospects, and this
future employees, and play a critical is not necessarily good for another. Multi- has resulted in agitation and restlessness.
Kelly Global Workforce Index™ 28