The 2012 Kelly Global Workforce Index reveals a shift in employee attitudes towards career progression, with many workers favoring mobility over loyalty as they seek to enhance their skills through experience with multiple employers. The report highlights that only one-third of workers consider a career-for-life relevant today, particularly noting regional and generational differences in perceptions. Additionally, a significant percentage of employees report actively seeking new job opportunities, reflecting a broader trend of job market fluidity and employee empowerment.

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Kelly Global Workforce Index™ 2

3. contents
Section 1: The Kelly Global Workforce Index 2012
4 Introduction Section 2: The 2012 Kelly Global Workforce Index (KGWI)
brings together the findings from almost 170,000
5 Relevance of career-for-life 15 Introduction respondents from 30 countries. It shows the results
(by region) of diverse forces impacting the contemporary
16 High demand in the
workplace, including generational and geographic
6 Relevance of career-for-life marketplace (by region) diversity, technology, employee empowerment,
(by generation) and the widespread use of social media.
17 High demand in the
7 Importance of marketplace: the Americas This fourth installment of the 2012 KGWI
switching employers looks at issues surrounding job mobility and
18 High demand in the
career progression as part of a shift to a more
8 Benefits of multiple marketplace: APAC
autonomous and empowered workforce. It shows
employers (by region)
19 High demand in the a changing attitude on the part of employees,
9 Benefits of multiple marketplace: EMEA with more embracing the notion of gaining new
employers (by skill set) experiences and skills with multiple employers.
20 Perception of employee
10 Benefits of multiple employers bargaining strength It reveals the challenge facing many organizations,
with employees constantly seeking out new
(by skill set—detail)
21 Use of market intelligence employment opportunities, even when they are
11 Perpetual job search in bargaining happy in their jobs. The survey also shows the
(by region) way that employees are using intelligence from
22 Opportunity for promotion the labor market to negotiate better outcomes
12 Perpetual job (by region) with their employers, and how they judge their
search: the Americas employment prospects over the coming year.
23 Opportunity for promotion
13 Perpetual job (by generation) The paper examines these workforce issues
search: APAC across industry sectors, and globally, across
24 Conclusion the Americas, APAC, and EMEA regions. It
14 Perpetual job also includes a generational perspective,
search: EMEA with a focus on the three main workforce
generations—Gen Y (age 19 – 30), Gen X (age
31 – 48), and Baby Boomers (age 49 – 66).
Kelly Global Workforce Index™ 3

4. section 1
LOYALTY OR OPPORTUNITY:
CRUNCH TIME FOR EMPLOYEES
Many employees face a dilemma. Is it in The idea of a career-for-life has certainly
their best interests to remain with a single waned, but it is not dead. At the other
employer or to move around to multiple extreme, many employees now believe it is
employers in the hope of enhancing their imperative to seek out opportunities with
experience and credentials? multiple employers, even when they are
happy in their current positions.
The changing dynamics of the modern
workplace are causing employees to This volatility in the labor market seems
evaluate the best options for advancing to be the new norm, and it poses special
their careers and securing promotions. challenges for both employees seeking to
advance their skills, and employers wishing
to retain the best talent.
Kelly Global Workforce Index™ 4

5. Relevance of a career-for-life (by region)
Å The idea of a career-for-life was
once an established part of the To what extent do youlife by region
Relevance of a career for agree or disagree that a ‘career-for-life’ with one employer is relevant? (% agree)
employment landscape. But that has
changed. There is now enormous
diversity across employment
arrangements, and tenure has generally
shortened over recent decades. AMERICAS EMEA APAC ALL COUNTRIES
Today, one-third (31%) of workers regard
a career-for-life with one employer as
relevant in the modern workplace.
Significantly more workers in the Americas
(49%) agree that a career-for-life with
one employer is relevant compared to 49% 21% 29% 31%
only 29% in APAC and 21% in EMEA.
Kelly Global Workforce Index™ 5

6. Relevance of a career-for-life (by generation)
Å There is a generational dimension
to the question, with significantly more To what extent do youlife by generation
Relevance of a career for agree or disagree that a ‘career-for-life’ with one employer is relevant? (% agree)
younger workers attracted to the notion
of a career-for-life than older workers.
A total of 32% of Gen Y see a career-
for-life as relevant, compared with 29%
of Gen X and 28% of Baby Boomers. GEN Y GEN X BABY BOOMERS
32% 29% 28%
Kelly Global Workforce Index™ 6

7. Importance of switching employers
Å The demise of the career-for-life Importance of switching employers OPTION 2
has been evident for some time, but In terms of career growth and skill development, is it more important to you to remain with your existing employer or change employers?
more glaring is the advent of the
60%
employee who is in a constant state
of motion. More employees feel that
it is in their interests to remain on-the-
move with multiple employers if they 50%
are to keep their careers on track.
Change employers
More than half of all workers globally Remain with existing employer
40%
(53%) feel it is more important to change Don’t know
employers rather than remain with their
existing employer in order to achieve
career growth and skill development. 30%
The trend is most pronounced in APAC
(55%) and EMEA (54%), where more than
20%
half favor changing employers, compared
with 48% in the Americas.
10%
Americas EMEA APAC All countries
Kelly Global Workforce Index™ 7

8. Benefits of multiple employers (by region)
Å The growing emphasis on career
renewal is such that 70% consider work Do you of multiplework experience with multiple employers to be an asset or a limitation relative to your career growth/advancement? (% yes)
Benefits consider employers by region
experience with multiple employers to
be an asset to their career growth
and advancement.
Those in EMEA (73%) are the most AMERICAS EMEA APAC ALL COUNTRIES
resolute about the benefits of experience
with multiple employers, ahead of those
in APAC (70%) and the Americas (65%).
65% 73% 70% 70%
Kelly Global Workforce Index™ 8

9. Benefits of multiple employers (by skill set)
Å What is also clear is that the trend to Benefits of multiple employers by P/T and non P/T
multiple employers is occurring among Do you consider work experience with multiple employers to be an asset or a limitation relative to your career growth/advancement? (% asset)
key groups of employees. Significantly
more workers with Professional/Technical
expertise value the benefit of work
experience with multiple employers. NON-
PROFESSIONAL/ PROFESSIONAL/ ALL WORKERS
TECHNICAL TECHNICAL
A total of 74% of those with Professional/
Technical skills view work with multiple
employers as an asset, compared with
66% of those with Non-Professional/
Technical skills.
74% 66% 70%
Kelly Global Workforce Index™ 9

10. Benefits of multiple employers (by skill set—detail)
Å It is worth noting that employees
with Professional/Technical skills Do you consider work experience with multiple employers to be an asset or a
limitation relative to your of multiple employers - Industry V2 asset)
Benefits career growth/advancement? (%
(Sales, Engineering, IT, Marketing,
Healthcare, Security, Law, Education,
and Science) generally have a more Marketing 77%
positive view of experience with Security Clearance 77%
multiple employers than those with Sales 76%
Non-Professional/Technical skills (Call
Finance & Accounting 75%
Center/Customer Service, Light Industrial,
Engineering 74%
Administrative, and Office/Clerical).
IT 74%
Science 74%
Healthcare 73%
Law 73%
Education 70%
Administrative 68%
Call Center/
Customer Service
67%
Office/Clerical 66%
Light Industrial 64%
50.00 58.75 67.50 76.25
Professional/Technical Non- Professional/Technical
Kelly Global Workforce Index™ 10

11. Perpetual job search (by region)
Å One of the more unsettling findings,
Perpetual Job Search by region
Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)
from an employer’s perspective, is that
a significant number of employees
will always be on the verge of
moving elsewhere.
Almost half of those surveyed (49%) AMERICAS EMEA APAC ALL COUNTRIES
admit that they are actively looking
for better job opportunities or evaluating
the external job market, even when happy
in their job. The search for better job
opportunities is highest in APAC (54%)
and EMEA (53%), compared to 40%
in the Americas.
40% 53% 54% 49%
Kelly Global Workforce Index™ 11

12. Perpetual job search: the Americas
Å Within the Americas, approximately
Perpetual Job Search - Americas
Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)
half of those in Mexico and Puerto
Rico are actively looking for work,
60.000 51% 50% 36% 36%
even when satisfied in their jobs—
compared with just over one-third in
55.625
both the United States and Canada.
51.250
46.875
42.500
38.125
33.750
29.375
25.000
Mexico
Puerto Rico
United States
Canada
Kelly Global Workforce Index™ 12

13. Perpetual job search: APAC
Å Within the APAC region, Indonesia has
Perpetual Job Search - APAC better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)
Do you actively look for
the most active job seekers, with almost
three-quarters constantly searching for new
85.000000 74% 61% 56% 52% 50% 46% 42% 41% 35%
positions. Also high on the list are China,
Malaysia, Hong Kong, and Singapore.
75.714286
66.428571
57.142857
47.857143
38.571429
29.285714
20.000000
Indonesia
China
Malaysia
Hong Kong
Singapore
India
Australia
New Zealand
Thailand
Kelly Global Workforce Index™ 13

14. Perpetual job search: EMEA
Å The EMEA region has a number
Perpetual Job Search - EMEA
of countries where well over half of Do you actively look for better job opportunities or evaluate the external job market even when you are happy in a job? (% yes)
respondents report that even when
70 64% 62% 60% 58% 57% 56% 55% 54% 52% 51% 49% 48% 48% 47% 44% 43% 37%
they are happy in their job, they actively
seek out new job alternatives: namely
in Norway, Portugal, Italy, Sweden,
Germany, and France. The least volatile 61
are in Russia and South Africa.
52
43
34
25
Norway
Portugal
Italy
Sweden
Germany
France
Switzerland
Luxembourg
Hungary
Belgium
United Kingdom
Poland
Ireland
Netherlands
South Africa
Russia
Denmark
Kelly Global Workforce Index™ 14

15. section 2
DEMAND for jobs AND
BARGAINING STRENGTH
Not everyone is looking for a new job, but There is also a distinct global pattern to the
the dynamics of the job market is something way that economic conditions are impacting
that is carefully watched. employees in different regions, and shaping
the outlook regarding future employment.
Survey respondents reveal how they use
the information about supply and demand Even in regions where economic conditions
for positions to help interpret the labor are most challenging, individuals tend to be
market, and also to extract benefits from reasonably optimistic about their chances of
their current employer. securing similar or better positions.
Kelly Global Workforce Index™ 15

16. High demand in the marketplace (by region)
Å More than half of respondents (54%)
feel they may be in a position of high To what degree do you feel you may be in a position of high demand in the marketplace,
High demand in the marketplace by region
in terms of your skill set/experience? (% high demand)
demand in the job marketplace, in
terms of their skill sets and experience.
Confidence is highest in the Americas and
the APAC regions (both 62%), compared
with 45% in EMEA. AMERICAS EMEA APAC ALL COUNTRIES
62% 45% 62% 54%
Kelly Global Workforce Index™ 16

17. High demand in the marketplace: the Americas
Å Within the Americas, confidence
is highest in Mexico, where 84% To what degree do you feel you may be in a position of high demand in the marketplace,
High demand in the marketplace - Americas
in terms of your skill set/experience? (% high demand)
expect high demand for their skills.
It’s slightly lower in Puerto Rico 95.000 84% 72% 54% 54%
(72%) and in the United States and
Canada, where slightly more than half
88.125
anticipate strong market demand.
81.250
74.375
67.500
60.625
53.750
46.875
40.000
Mexico
Puerto Rico
United States
Canada
Kelly Global Workforce Index™ 17

18. High demand in the marketplace: APAC
Å Within APAC, worker confidence is
strongest in the powerhouse economies To what degree do you feel you may be in a position of high demand in the marketplace,
High demand in the skill set/experience? (% high demand)
in terms of your marketplace - APAC
of Indonesia, China, Thailand, India,
and Malaysia. Workers’ perceptions of
85.000000 73% 69% 68% 68% 66% 52% 51% 48% 43%
demand for their skills and experience
in countries such as Australia and
75.714286
New Zealand are relatively weaker.
66.428571
57.142857
47.857143
38.571429
29.285714
20.000000
Indonesia
China
Thailand
India
Malaysia
Hong Kong
Singapore
Australia
New Zealand
Kelly Global Workforce Index™ 18

19. High demand in the marketplace: EMEA
Å The standout nation in EMEA
is Russia, with 73% of respondents To what degree do you feel you may be in a position of high demand in the marketplace,
High demand in the skill set/experience? (% high demand)
in terms of your marketplace - EMEA
perceiving high demand for their skills.
Elsewhere, the picture is more subdued, 80 73% 58% 58% 53% 53% 46% 45% 45% 45% 44% 44% 43% 43% 38% 34% 34% 32%
with fewer workers feeling as confident
about their prospects in the job market.
The weakest markets are France,
68
Luxembourg, and Hungary, with only
about one-third believing their skills are
in high demand among employers.
56
44
32
20
Russia
Poland
South Africa
Sweden
United Kingdom
Germany
Belgium
Portugal
Netherlands
Norway
Italy
Switzerland
Ireland
Hungary
Luxembourg
France
Denmark
Kelly Global Workforce Index™ 19

20. Perception of employee bargaining strength
Å Notwithstanding the relatively
weak economic conditions in some If you were to consider changing jobs, would you feel you are in a good bargaining
Perception ofsecure a similar or better position? (% yes)
position to Employee Bargaining Strength
parts of the globe, many individuals
remain optimistic about their own
prospects in the employment market.
Globally, more than two-thirds (69%)
of workers feel that if they were to AMERICAS EMEA APAC ALL COUNTRIES
change jobs, they are in a good
bargaining position to secure a similar
or better position.
The highest level of security is in APAC
(72%) and the Americas (71%), compared
with 65% in EMEA.
71% 65% 72% 69%
Generally, it seems that many employees
feel confident about their individual
prospects, armed with knowledge and
information gained through online media
and social networks.
Kelly Global Workforce Index™ 20

21. Use of market intelligence in bargaining
Å Even those who may not actually
Use you use your knowledge of the employment market to bargain or negotiate with your current employer? (% yes)
Do of market intelligence in bargaining
switch jobs use the insights they
gain from the employment market to
help advance their current career.
Among those who actively look for better
job opportunities or evaluate the external AMERICAS EMEA APAC ALL COUNTRIES
jobs market, about half (49%) use this
knowledge to bargain or negotiate with
their current employer. Those in the APAC
region are the most active in leveraging
market conditions for their benefit.
46% 46% 57% 49%
Kelly Global Workforce Index™ 21

22. opportunity for promotion (by region)
Å The priority of many workers in
switching jobs may be in part explained Within the next year, will you have the opportunity to progress your career or
Opportunity for Promotion by region
be promoted in your current organization? (% yes)
by the relatively poor outlook that they
foresee from staying in their current jobs.
Globally, less than one-third of workers
(29%) feel they will have the opportunity
to progress in their career or be promoted AMERICAS EMEA APAC ALL COUNTRIES
in their current organization within the
next year.
The most optimistic are in the APAC
region, where 43% feel they will have
an opportunity to progress, significantly
higher than in the Americas (29%) and
EMEA (23%). 29% 23% 43% 29%
Kelly Global Workforce Index™ 22

23. opportunity for promotion (by generation)
Å Gen Y workers (35%) are much
Opportunity for Promotion by generation
more optimistic about their chances Within the next year, will you have the opportunity to progress your career or be promoted in your current organization? (% yes)
of career advancement in their
current positions than either Gen X
(27%) or Baby Boomers (18%).
GEN Y GEN X BABY BOOMERS
35% 27% 18%
Kelly Global Workforce Index™ 23

24. Conclusion
retaining talent
Employees are eager to advance their and economic factors that are closely tied They possess a keen understanding that skills
careers and remain relevant. Even when to global economic conditions. Employees and experience in certain sectors are in high
they are happy in their jobs, there is a shift identify important differences in their relative demand, that they are in a good bargaining
in the mindset toward job renewal, personal bargaining strengths across the globe. position, and that working for multiple
growth, and advancement. employers over time is considered an asset.
What is also interesting is that regardless
This represents a particular dilemma for of their bargaining position, many For employers, this adds another layer of
employers who need to consider ways to believe that their personal prospects will complexity—managing a new breed of
keep their employees fresh and reduce the improve, effectively avoiding the prevailing aspirational and dynamic employees whose
likelihood of attrition. economic fallout. talents are critical, but whose careers are in a
perpetual state of motion.
The desire by employees to maximize The most adept keep a close eye on
personal opportunity is understandable, but conditions in labor markets, and use this to
it is strongly driven by cultural, geographic extract benefits from their employers.
Kelly Global Workforce Index™ 24

25. About the kelly global workforce index
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 by RDA Group on behalf of Kelly Services®.
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 provides employment to more than 550,000 employees annually. Revenue in 2011 was
$5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.
Download The Talent Project, a free iPad app by Kelly Services.
An Equal Opportunity Employer © 2012 Kelly Services, Inc. X1642
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Kelly Global Workforce Index™ 25