SlideShare a Scribd company logo
THERISE
OFDIY
Key Global Workforce Insights from Kelly Services®
career resilience
A GUIDE FOR EUROPEAN EMPLOYERS
European workers develop a
do-it-yourself mindset when it
comes to career development
Visit kellyservices.com for additional reports, articles, and insights.
kellyservices.com
An Equal Opportunity Employer © 2016 Kelly Services
58% of European workers in the
professional and technical area say
they are more concerned about their
knowledge or skills becoming obsolete
than they are about possible layoffs.
6 OUT OF 10
of science workers value
the opportunity to work
on innovative projects.
of IT workers say
they’d be willing
to give up higher
pay and/or career
advancement for the
opportunity to learn
new skills.
of Millennials
surveyed say they
would be loyal to their
employer as a means
to develop, grow,
and pursue their
career goals.
strongly agree that
their organization is
investing in training
or upskilling.
62%
56%
14%16%
OnlyOnly
Any way you slice the population, the vast
majority of European workers agree or strongly
agree that learning new skills and gaining new
knowledge are critical to long-term employment.
IT 94%
Engineering 89%
Finance/Accounting 89%
Science 81%
Millennials 88%
Gen X 86%
Baby Boomers 80%
of European workers
surveyed feel their
skills and knowledge
must grow if they
are to keep up with
industry changes.
89%IT WORKERS
/3
Contents
4 / Introduction
5 / The rise of DIY
career resilience
7 / Managing the new
employability paradigm
9 / How employer branding
attracts career-resilient
candidates
10 / Keeping skills current
is a top concern
12 / The vast majority of
workers want to grow
their skill sets
14 / Employer investment in
training and development
is falling short
15 / Professional and technical
talent is at greater
retention risk
16 / Professional and technical
talent is challenging the
status quo
18 / Millennials and the career
resilience mindset
20 / Recommendations: the era
of DIY career resilience is
well on its way
/4
Introduction
INTRODUCTION
In today’s uncertain job environment,
European workers are responding by taking
the lead in managing their own careers.
Resilient and self-driven, these workers are
developing a do-it-yourself (DIY) mindset when
it comes to career development, seeking to
learn skills that will enable them to thrive
in any company.
A volatile global economy, combined with
rapid technological change, is shortening
companies’ time horizons and increasing
employee unease. At the same time,
Millennials—who are more comfortable with
career uncertainty than previous generations,
and more adept at piecing together income
from multiple sources—are influencing
employment dynamics via their sheer numbers.
As keeping skills current becomes more
of a concern for Europe’s employees, they
are increasingly seeking workplace
environments that will enhance their
employability, taking advantage of any
available employer training and exploring
other ways to further their skill sets—perhaps
by becoming free agents or freelancers.
What does this shift to DIY career resilience
mean for employers? For a start, it reveals an
inherent paradox. The very workers you most
want to hire—valuable, loyal people who
put in greater effort and add value—may be
increasingly hard to engage and retain.
To gain a competitive advantage, European
organizations must create an innovative,
collaborative work environment, and
give workers the green light to showcase
skills. Strengthening the employer brand
will also enhance a company’s ability to
attract new talent.
With DIY career resilience on the rise,
European employers need to invest more in
their most valuable talent—who are likely to be
the most agile, the most mobile, and prepared
to move onto the next opportunity. Just like
their global counterparts, the vast majority
of European professional and technical (P/T)
workers (89%) feel their skills and knowledge
must grow if they are to keep up with
industry changes. Yet only 16% strongly
agree that their organization is investing in
training or upskilling.
As a pioneer in the staffing industry and
in the study of workforce preferences,
Kelly®
has taken a high-level look at career
resilience as it pertains to the European
worker today. In addition to analyzing worker
preferences and formulating psychographic
insights based on survey data from the 2015
and 2014 Kelly Global Workforce IndexTM
(KGWI), this report pulls insights from Kelly
Free Agent research survey (2015) data and
other research sources. Unless otherwise
noted, all statistics come from recent Kelly
workforce research data.
Visit kellyservices.com for additional
reports, articles, and insights.
The old paradigm: productive employment The new paradigm: potential employability
A relatively stable economy supported a paternalistic
employer approach and fostered a sense of security and
loyalty among employees.
A dynamic global economy, combined with accelerated
technological change, shortens employers’ time horizons and
increases employee unease.
While always mindful of economic cycles, employers would
invest in expanding their full-time workforce whenever
market conditions made this feasible.
Volatile market conditions in recent years have made many
employers wary of adding to their full-time payrolls, and more
receptive to the concept of a scalable, variable workforce.
Employees typically worked together in teams at one physical
location, and work environments and schedules were both
highly structured.
Technology enables geographically dispersed work teams, and
flexible work arrangements are increasingly considered a key factor
in the employment decisions of better-skilled talent.
The silent generation, and to a lesser extent baby boomers,
placed a high value on security and continuity in their careers
and employment.
Millennials are comfortable piecing together income from multiple
sources, and less phased by uncertainty. This generation of workers
is influencing employment dynamics via its sheer numbers.
Employees often had a lengthy tenure with one employer,
and often one skill set.
Careers are now developed across multiple employers, and
often multiple skill sets or industries.
Employees were loyal to one or a few employers. Talent is willing to shift between employers and/or employment
status, becoming freelancers.
Employers identified high-potential employees, guided their career
development plans, and directly provided or sponsored training in
the skills required to keep their company successful and innovative.
Highly skilled workers take the lead in managing their own careers,
developing skills that enable them to thrive in any company. They
use every available employer offering or actively seek alternatives.
Off-site learning options required being on campus at designated
times, and were often expensive—even with employer subsidies.
Free or low-cost education options are readily available online or in
the mobile formats Millennials prefer. These include Massive Open
Online Courses (MOOCs) such as those offered by Coursera.
/5 THE RISE OF DIY CAREER RESILIENCE
The rise of DIY career resilience
As technological, economic, and
demographic forces steadily erode traditional
career paths, employees in Europe are
echoing their global counterparts and
responding with a new, more DIY-focused
approach to developing career resilience.
1
“Job life cycles have shrunk now to the shortest that
they have ever been in human history. The time a job
persists, requiring the same skills and the same context,
is down to between five to seven years, with more room
to shrink. The need for workers to retrain and upskill has
never been higher. But we don’t have the fallback in our
companies because the tenure of employees has never
been smaller. When we talk to Millennials, they plan to
stay at a company for between three to five years.”
—Kelly Services Chief Executive Officer Carl Camden
TRAIN
/7
Managing the new employability paradigm
MANAGING THE NEW EMPLOYABILITY PARADIGM
There’s an inherent paradox in the new
paradigm: to gain competitive advantage,
an employer has to focus learning and
development investments on their most
valuable, agile, and mobile talent.
•		Understand and accept that this
talent is also the most able and likely
to leave.
•		Believe higher churn is part of the
equation; you can’t get higher-level
talent without some higher risk.
Support and encourage DIY career
development via:
•		Collaborative learning
•		Skills development
•		Leadership development.
Engage and collaborate with all
available sources of innovation and
transformational value, including:
•		Business partners
•		Customers
•		Suppliers.
•		Your most valuable employees are
more loyal, put in more effort and
deliver added value.
•		A strong employer brand enhances
your ability to attract new talent.
•		A greater culture of collaboration
and innovation is an advantage.
CREATE A CULTURE OF
CONTINUOUS LEARNING
UTILIZE YOUR SOCIAL CAPITAL
GAIN COMPETITIVE
ADVANTAGE
ACCEPT THE RISKS
1 2 3 4
Attracting and developing career-resilient workers
This means those in charge of hiring should
consider centering their career development
efforts on workers who:
•	 Are the most engaged or most productive
•	 Are the most digitally savvy
•	 Have the critical skill sets that are in short supply.
2
VALUE
THE RISE OF RECRUITMENT MARKETING
IN THE ERA OF CAREER RESILIENCE
As candidates search for jobs much like they would a new car
or house—by doing due diligence via online research—if your
organization has not built a strong presence on the relevant online
channels, you won’t make it onto the radar of today’s top talent.
A great way to develop and present your employer brand effectively
is by using an Employer Value Proposition (EVP). This can help to
ensure you identify and translate your brand values correctly, and
that candidates can learn more about your company culture and
business goals across your marketing channels.
/9
How employer branding attracts
career-resilient candidates
HOW EMPLOYER BRANDING ATTRACTS CAREER-RESILIENT CANDIDATES
With top talent becoming increasingly mobile,
organizations that improve their employer
branding will increase their ability to compete
for the best candidates.
Companies that successfully spread a
positive brand message send a signal to
talent that they offer an environment where
people can do their best work and make an
impact. Powerful employer branding is what
sets leading firms apart from organizations
experiencing talent shortages. Google and
Apple, for instance, do not have talent
shortages. In fact, with more than 3 million
applicants a year, Google has a “talent
sorting” challenge.1
In a social media–driven world, hiring
managers need to keep up with how their
employer brand is being communicated.
Within this “no place to hide” environment,
firms can no longer disguise the fact they
provide a poor candidate experience or don’t
offer exciting work. Instead, candidates’ social
circles can—and do—shape a company’s
reputation via technology. In this context,
it’s significant that less than half (43%) of
European workers report feeling satisfied with
their last application experience.
Candidates are approaching their job searches
in much the same way they would approach
searching for a new car or house—by doing
due diligence via online research. There’s a real
opportunity for hiring managers to boost their
firm’s brand across social media platforms and
ensure their career websites are up to date and
relevant. Already, 34% of European workers
use social media to make career decisions.
If you’re hard to find online, you’ll have less
chance of attracting top candidates.
One way to develop and present your
employer brand effectively is by using an
EVP. This can help to ensure you identify and
translate your brand values correctly, and
that candidates can learn more about your
company culture and business goals across
your marketing channels.
A work environment with work-life
design elements attracts top talent
European workers will choose an employer that offers:
Work-life balance / 65%
Opportunities to work with
knowledgeable colleagues / 58%
Opportunities to innovate / 45%
Flexible work arrangements / 44%
Opportunities to give back / 22%
3
Employee Value Proposition (EVP)
Minchington (2006) defines an EVP (or Employer Value Proposition as
it is sometimes referred to by) as a set of associations and offerings an
organization provides in return for the skills, capabilities, and experiences
an employee brings to the organization. The EVP is an employee-centered
approach that is aligned to existing, integrated workforce planning
strategies because it has been informed by existing employees and the
external target audience. An EVP must be unique, relevant, and compelling
if it is to act as a key driver of talent attraction, engagement, and retention.
Source: Brett Minchington, Your Employer Brand: Attract, Engage, Retain, 2006,
Collective Learning Australia
/10 KEEPING SKILLS CURRENT IS A TOP CONCERN
Like their global counterparts, European
employees are more concerned about having
up-to-date skills to remain employable over
the long term than losing their current job.
Overall, 56% of workers say they are more
concerned about their knowledge or skills
becoming obsolete than they are about a
possible layoff. Across the region, a roughly
similar pattern of results is observed, although
skill concerns are slightly above the European
average in Portugal (62%) and France (61%).
Crossing the generation gap
Many of those concerned about their skills
becoming obsolete are among the youngest
of workers. This likely reflects the fact that
they have grown up in a world thriving on
innovation, change, and rapid technological
advancement. For these tech-savvy workers,
it’s a given that skills need to be continually
upgraded; they expect to learn on the job and
that employers will keep up.
Keeping skills current
is a top concern 59%Millennials
By generation
54%Gen X
49%Baby boomers
The extent to which obsolete skills or knowledge
are top concerns for European workers
4
/11 KEEPING SKILLS CURRENT IS A TOP CONCERN
Keeping skills current is a top concern (continued)
By skill set sector
Engineering
Science
IT
Finance/accounting
71%
71%
66%
69%
European workers across a range of industry
sectors are significantly concerned with
keeping their skills current. P/T workers
represent more than half of the workers
surveyed across the region—a majority (58%)
reported significant concerns with skills
obsolescence versus layoffs.
Engineering, science and IT workers, in
particular, reported meaningfully high concerns
(see the figure on the right). More than half
the IT workers surveyed (56%) even say they’d
be willing to give up higher pay and/or career
advancement for the opportunity to learn
new skills.
Impending skills shortages in Europe, and their
potentially negative impact on the region’s
competitiveness, have been well publicized.
In the information and communications
technology (ICT) sector alone, a 2016
European Union (EU) fact sheet forecasts
756,000 unfilled vacancies for highly skilled
ICT professionals by 2020.2
Governments, industry, and academia are
joining forces with the EU to address the
shortage and build a single market for
technology jobs in Europe, mobilizing an
estimated €50 billion of public and private
investments to support the digitization of the
industry.3
With this focus on innovation, IT
talent in Europe is likely to feel pressure to
continuously upgrade skill sets.
The extent to which acquiring new skills is a
top concern for European workers
4
Italy 91%
19%
72%Outlier
/12
The vast majority of workers
want to grow their skill sets
THE VAST MAJORITY OF WORKERS WANT TO GROW THEIR SKILL SETS
Across the board, European workers
seek to keep their skills current. Offering
workers opportunities to learn on the job
makes employers more attractive. These
opportunities are highly rated by job
candidates who are weighing up the pros and
cons of one position over another.
Overall, 86% of European workers feel their
skills and knowledge will need to evolve and
grow to keep up with changes in their line
of work or industry. Any way you slice the
population, the vast majority of workers agree
or strongly agree that skills and knowledge are
critical to long-term employment.
Some subsets of the European worker
population—by age, skillset, or geographical
location—feel more strongly about this than
others. These statistical outliers are indicated
to the right.
STRONGLY AGREE
AGREE
Generation
Millennials 88%
Gen X 86%
Baby boomers 80%
19%
22%
19%
69%
58%
67%
Outlier
Outlier
Outlier
The percentage of European workers who feel their skills and
knowledge must evolve if they are to keep up with industry changes
5
P/Tskillset
P/T overall 89%
18%
71%Outlier
80%
IT 94%
14%
Outlier
Engineering 89%
21%
68%Outlier
Finance/accounting 89%
18%
71%Outlier
55%
Science 81%
26%
Outlier
Region
Russia 96%
12%
84%Outlier
Germany 67%
28%
39%Outlier
France 76%
23%
53%Outlier
Switzerland 71%
27%
44%Outlier
UK 79%
30%
49%Outlier
/13
For career-resilient workers, an employer who
offers opportunities to acquire new or
cutting-edge skills and capabilities is more
than just an attractive proposition. Such
opportunities can drive candidates’ decisions
Training and development programs
Opportunities to work with knowledgeable
colleagues who they can learn from
Opportunities to work on
innovative projects
Exposure to the latest technologies
and top-notch equipment
CriteriaPercentagewhoselected
when selecting new positions. The table
below indicates those European employees—
by country, industry, or cohort—who value
skills development criteria more than the
European average.
The vast majority of workers want to grow their skill sets (continued)
THE VAST MAJORITY OF WORKERS WANT TO GROW THEIR SKILL SETS
European average
59%
Ireland
73%
European average
58%
Global average
57%
European average
45%
IT
54%
Italy
49%
Male
42%
European average
35%
Global average
45%
Science
62%
IT
56%
Portugal
53%
Russia
41%
Italy
53%
Norway
71%
Russia
67%
Global average
66%
Germany
69%
IT
62%
Portugal
66%
Male
49%
Portugal
39%
Poland
76%
Italy
66%
Switzerland
62%
Baby boomers
48%
Global average
40%
How Europe’s workers value skills development
5
/14 EMPLOYER INVESTMENT IN TRAINING AND DEVELOPMENT IS FALLING SHORT
Employer investment in training and
development is falling short
Across Europe, employees feel that current
investment in training and upskilling is
inadequate. As much as a fifth (20%) report
feeling strongly dissatisfied with the career
development resources offered by their
current employer, more than the global
average of 15%.
When it comes to sought-after P/T talent,
it’s a similar story. Only 19% of workers feel
their company is making the investment, and
encouraging hands-on, on-the-job learning.
P/T workers who strongly agree that their
organization is investing in training or upskilling
P/T workers who strongly agree that their organization
encourages hands-on, on-the-job training
European average
16%
Global average
21%
Millennials
18%
Russia
22%
European average
21%
Global average
28%
Russia
26%
Millennials
24%
Science
24%
6
/15
The gap between workers’ desire for skills
development and what employers offer creates
a retention risk among Europe’s P/T talent and
for IT in particular.
P/T talent
Across the region, Europe’s P/T workers feel
strongly (71%, well above the global average
of 64%) about the importance of evolving
their skills, but rate employers below average
for their investment in building those skills.
At the same time, the majority of P/T workers
(62%) consider themselves in demand in
the marketplace, increasing their likelihood
of leaving for greener pastures if their
expectations are not met.
IT talent
This talent group may be particularly at risk,
given that IT workers are confident in their
market value and ability to find a new or
better position.
Some 67% of Europe’s IT talent feel that if they
were to consider changing jobs, they would
be in a good bargaining position to secure a
similar or better position of employment.
Talent by geography
On a country-by-country basis, workers in
France (67%) and Russia (also 67%) feel the
most confident about their market value.
Professional and technical talent
is at greater retention risk
PROFESSIONAL AND TECHNICAL TALENT IS AT GREATER RETENTION RISK
7 Talent by geography
France
Poland
Russia
Ireland
Germany
Norway
Italy
Switzerland
Portugal
Denmark
67%
43%
67%
55%
57%
39%
60%
40%
38%
38%
The European countries with the highest percentage of
workers who feel confident about their market value
/16/16
Just like their global counterparts, Europe’s
P/T workers are at the leading edge of the DIY
career paradigm. They know they have other
options, which means traditional methods of
attracting talent are no longer enough.
While European talent across the board
still prioritizes advancement and training
opportunities (ranked second and fourth as
attraction factors when seeking employment),
Europe’s P/T talent stands out for an
above-average desire to innovate and
exercise their skills.
The percentage of workers who value
opportunities to work on innovative projects
The percentage of workers who value exposure to
the latest technologies and top-notch equipment
The percentage of workers who value
opportunities for advancement
The percentage of workers who value
training and development programs
To attract the best talent, employers must
satisfy the appetite of these workers to
innovate and be exposed to the latest
technologies. Helping these workers to close
skill gaps and showcase their skills are also
priorities for employers.
Professional and technical talent
is challenging the status quo
PROFESSIONAL AND TECHNICAL TALENT IS CHALLENGING THE STATUS QUO
48%
38%
65%
59%
62%
54%
70%
45%
35%
64%
59%
56%
46%
67%
56%
Highest for:
Science
Engineering
IT
Highest for:
IT
Engineering
Highest for:
Science
Engineering
P/T average
European average
P/T average
European average
P/T average
European average
P/T average
European average
Comparing career development and
advancement attraction factors
8
/17
Professional and technical talent is challenging the status quo (continued)
PROFESSIONAL AND TECHNICAL TALENT IS CHALLENGING THE STATUS QUO
P/T workers in Europe rank above
average for talent agility and confidence
76% believe that
their skill set and
experience puts
them in a position to
compete effectively
with other job seekers
(versus 69% overall)
76% / 69%
69% believe their
employment experience
to date has allowed
them to develop skills
that are in demand
(versus 63% overall)
69% / 63%
62% believe they are
in high demand
(versus 56% overall)
62% / 56%
43% have sought
career-related coaching
and feedback from
mentors and/or
close associates
(versus 37% overall)
43% / 37%
Just like their global counterparts,
Europe’s P/T workers use DIY career
development resources at higher rates
than the average worker.
While many workers across sectors take
advantage of employer-provided training
(after all, it is often free or subsidized), more
P/T workers pursue training opportunities of
their own accord than other workers.
8
/18 MILLENNIALS AND THE CAREER RESILIENCE MINDSET
Millennials already comprise the majority of
the workforce, globally and across Europe.
With their rising influence on workforce trends,
it’s important to understand the Millennials’
DIY career mindset.
Career development opportunities
are key drivers for choosing
positions and employers
When choosing one position or employer
over another, a broad range of career
development elements drive Europe’s
Millennials, including:
•		Opportunities for advancement (70%)
•		Training and development programs (60%)
•		Opportunities to work with knowledgeable
colleagues who they can learn from (58%)
•		Opportunities to work on innovative
projects (45%)
•		Exposure to the latest technologies and
top-notch equipment (34%).
Within different European countries,
Millennials have differing priorities. In France,
work-life balance is the second-most important
driver for Millennials when choosing an
employer (65%), after salary and financial
incentives. In Germany, just behind salary
and financial incentives is flexible work
hours (72%), and in the UK, it’s training and
development (80%).
Multiple income streams are common
Millennials often juggle multiple jobs—
one that largely pays the bills, combined
with others that satisfy their creative urges
or allow them to contribute to causes that
interest them. Ask a Millennial what they
do and you are likely to get a multi-part
answer, such as pharmacist/writer or forensic
psychiatrist/deejay.4
Freelancing is common, and an
accepted way to advance a career
Globally, millions of young workers are
choosing to freelance with multiple
organizations. They are more optimistic
about their advancement opportunities this
way than if they were to follow a traditional,
nine-to-five career path.5
Millenials are committed to
staying on the cutting edge of
technology, keeping skills current
The vast majority (69%) of European
Millennials feel strongly that their skills or
knowledge need to evolve and grow to allow
them to keep up with changes in their line
of work or industry.
Millenials have limited loyalty
to their current employers
for career development
At the same time, only 14% of Millennials
would remain loyal to their employers in order
to develop, grow, and pursue their career
goals, versus 16% of Gen Xers, and 20% of
baby boomers. Millennials are nearly twice as
likely to place their loyalty with their personal
or professional networks and relationships
instead (25%).
And they’re highly networked. While baby
boomers and others are jumping on the social
networking bandwagon, Millennials have an
average of 319 Facebook friends, versus
120 for baby boomers.6
Millennials and the career resilience mindset
9
Talent wants—needs—to stay fresh with skills; their
workflow depends on it, and that is even more the
case for free agent workers. So, as organizations
bring independent contractors into their projects—
either to infuse expertise or to drive innovation—
they need to build a strong brand reputation that
attracts candidates who are continuously working to
stay on top of their game.
DRIVE
/20
Recommendations: the era of DIY
career resilience is well on its way
RECOMMENDATIONS: THE ERA OF DIY CAREER RESILIENCE IS WELL ON ITS WAY
For Europe’s P/T talent, the opportunity to
keep skills current and close skill gaps is no
longer an optional extra, but a basic standard
by which every organization is judged. These
employees now seek a wider mix of training
and development opportunities, including the
opportunity to innovate and exposure to the
latest technologies.
It’s not just top talent that is responding this
way. Across Europe, workers—especially
Millennials—are becoming more comfortable
with developing their careers across multiple
employers, and often multiple skill sets or
industries. This mindset is accompanied by
an increasing willingness to shift between
employers and/or employment status,
becoming freelancers.
The workplaces that are best positioned to
attract talent in the future might offer a new work
covenant where DIY career development is not
just expected, but required. Savvy employers
who can deliver this to their staff members are
more likely to win their loyalty—and gain a
competitive advantage for their company.
So what might this look like in practice?
10
/21/21 RECOMMENDATIONS: THE ERA OF DIY CAREER RESILIENCE IS WELL ON ITS WAY
Governing principles for
talent managers
Understand talent supply chain management
Study your organization’s talent needs to build
resilient teams in a multi-sourced environment,
using your best human capital—this relies on
individuals’ capabilities, knowledge, skills,
and experience from within and outside the
organization.
Employer’s responsibility
Give talent a place or opportunity for skills to
be used and showcased, allowing people to
build a portfolio and increase employability.
Talent’s responsibility
Workers must perform to make the covenant
work. Self-awareness and self-assessment is
required to identify gaps and demonstrate
technical and soft skills.
Employer branding
As European workers pay more attention
to their personal brands, it is increasingly
important for employers to put out a clear and
compelling employer brand to draw in the
best talent possible, and ensure the best fit.
Innovative engagement beyond retention
Employers need to offer ways for potential,
current, and past employees to engage with
the company, from training and development
opportunities to online communities.
Encourage work-life design
Create an innovative, collaborative work
environment to increase productivity, and give
workers opportunities to engage their
passions, take risks, and practice and
showcase their skills.
Reduce the use of talent
noncompete agreements
Promote and encourage skill building
throughout your industry’s ecosystem.
This ultimately enriches your organization’s
brand reputation.7
Experiment with innovative
search techniques
“We have customers who are engaged
in experiments at blinding the institution,
looking at assessments that are
institution-free and how that affects their
ability to get the talent they need.”
– Kelly Services Chief Executive Officer Carl Camden
The new covenant
“There’s an element of freelancers having
more cutting-edge skills. Freelancing is
a lifestyle choice … as a freelancer, you
have to make sure your skills stay current.
I would expect them to have strong skill
sets because they have to in order to
compete, to put food on the table, by
virtue of having to survive.”
– procurement and strategic sourcing manager
at Global 100 tech firm8
“The knowledge transfer that occurs as
a natural outcome of outside experts
working alongside internal resources
benefits the project, the employee,
and the organization.”
– Vice president at Global 100 tech firm9
Recommendations: the era of DIY career resilience is well on its way (continued)
10
/22
Footnotes
1
	John Sullivan, “There Is No Talent Or Skills Shortage If You Can Recruit Talent Away From Your Competitors,” ERE Media,
June 29, 2015, www.eremedia.com/ere/there-is-no-talent-or-skills-shortage-if-you-can-recruit-talent-away-from-your-competitors
2
	European Commission, “Questions and Answers: An improved EU Blue Card scheme and the Action Plan on Integration,” June, 2016,
http://europa.eu/rapid/press-release_MEMO-16-2071_en.htm
3
	European Commission, “Digital Single Market: Bringing down barriers to unlock online opportunities,” April 2016, http://ec.europa.eu/
priorities/digital-single-market_en
4
	David Lurie, “Graduate job seeking: The rise of the ‘slasher,’” The Guardian, Feb 2, 2011, www.theguardian.com/careers/careers-blog/
graduate-job-seeking-the-rise-of-the-slasher
5
	Rebecca Gowler, “More Millennials embracing freelancing,” HR, Feb 11, 2015, www.hrmagazine.co.uk/article-details/more-millennials-
embracing-freelancing
6
	Nielsen, “Millennials: Breaking the Myths,” Jan 27, 2014, www.nielsen.com/us/en/insights/reports/2014/millennials-breaking-the-myths.html
7
	Scott Kirsner, “EMC’s staunch defense of employee noncompetes stunted the growth of startups,” betaBoston, Oct 13, 2015,
www.betaboston.com/news/2015/10/13/emcs-staunch-defense-of-employee-noncompetes-stunted-the-growth-of-startups
8
	Kelly internal research interviews
9
	Kelly internal research interviews
About Kelly Services
As global leaders in providing workforce solutions, Kelly Services, Inc. (NASDAQ: KELYA,
KELYB) and its subsidiaries offer a comprehensive array of outsourcing and consulting services
as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis.
In 2016, the company is commemorating 70 years of industry leadership. Kelly has a role
in managing employment opportunities for more than 1 million workers around the globe,
employing 550,000 of these individuals directly and engaging the remaining workers through
its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion.
Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.
kellyservices.com
This information may not be published, broadcast, sold, or otherwise
distributed without prior written permission from the authorized party.
All trademarks are property of their respective owners
An Equal Opportunity Employer © 2016 Kelly Services, Inc. 16-0016

More Related Content

What's hot

Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HR
Kelly Services
 
The Tru Files - New Role of the Recruiter
The Tru Files - New Role of the RecruiterThe Tru Files - New Role of the Recruiter
The Tru Files - New Role of the Recruiter
Kelly Services
 
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 Candidate Experience in Europe and Asia - From Hiring to Onboarding Candidate Experience in Europe and Asia - From Hiring to Onboarding
Candidate Experience in Europe and Asia - From Hiring to Onboarding
Kelly Services
 
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificEngaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Kelly Services
 
Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...
Kelly Services
 
Managing Risk
Managing Risk Managing Risk
Managing Risk
Kelly Services
 
Work-Life Design, the new balance
Work-Life Design, the new balanceWork-Life Design, the new balance
Work-Life Design, the new balance
Kathy Fawcett
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforce
Kelly Services
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life design
Kelly Services
 
The Tru File - Sourcing Technology
The Tru File - Sourcing TechnologyThe Tru File - Sourcing Technology
The Tru File - Sourcing Technology
Kelly Services
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads
Kelly Services
 
Life Sciences: Worker Preferences and Workplace Agility
Life Sciences: Worker Preferences and Workplace AgilityLife Sciences: Worker Preferences and Workplace Agility
Life Sciences: Worker Preferences and Workplace Agility
Kelly Services
 
Five myths of supplying talent through a third-party provider model
Five myths of supplying talent through a third-party provider modelFive myths of supplying talent through a third-party provider model
Five myths of supplying talent through a third-party provider model
Kelly Services
 
The Talent Community
The Talent CommunityThe Talent Community
The Talent Community
Kelly Services
 
The 2020 Workplace
The 2020 WorkplaceThe 2020 Workplace
The 2020 Workplace
Kelly Services
 
The Ideal Candidate
The Ideal CandidateThe Ideal Candidate
The Ideal Candidate
Kelly Services
 
New Media Recruiting
New Media Recruiting New Media Recruiting
New Media Recruiting
Kelly Services
 
Why Workers are leaving
Why Workers are leavingWhy Workers are leaving
Why Workers are leaving
Kelly Services
 
#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business
Emma Mirrington
 
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondThe Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
Sarah Brennan
 

What's hot (20)

Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HR
 
The Tru Files - New Role of the Recruiter
The Tru Files - New Role of the RecruiterThe Tru Files - New Role of the Recruiter
The Tru Files - New Role of the Recruiter
 
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 Candidate Experience in Europe and Asia - From Hiring to Onboarding Candidate Experience in Europe and Asia - From Hiring to Onboarding
Candidate Experience in Europe and Asia - From Hiring to Onboarding
 
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificEngaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-Pacific
 
Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...Let the Innovators Innovate - How rethinking the engineering support model ca...
Let the Innovators Innovate - How rethinking the engineering support model ca...
 
Managing Risk
Managing Risk Managing Risk
Managing Risk
 
Work-Life Design, the new balance
Work-Life Design, the new balanceWork-Life Design, the new balance
Work-Life Design, the new balance
 
Understanding the Baby Boomer workforce
Understanding the Baby Boomer workforceUnderstanding the Baby Boomer workforce
Understanding the Baby Boomer workforce
 
Get ready for work-life design
Get ready for work-life designGet ready for work-life design
Get ready for work-life design
 
The Tru File - Sourcing Technology
The Tru File - Sourcing TechnologyThe Tru File - Sourcing Technology
The Tru File - Sourcing Technology
 
12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads 12 ways a job placement agency can benefit college students and recent grads
12 ways a job placement agency can benefit college students and recent grads
 
Life Sciences: Worker Preferences and Workplace Agility
Life Sciences: Worker Preferences and Workplace AgilityLife Sciences: Worker Preferences and Workplace Agility
Life Sciences: Worker Preferences and Workplace Agility
 
Five myths of supplying talent through a third-party provider model
Five myths of supplying talent through a third-party provider modelFive myths of supplying talent through a third-party provider model
Five myths of supplying talent through a third-party provider model
 
The Talent Community
The Talent CommunityThe Talent Community
The Talent Community
 
The 2020 Workplace
The 2020 WorkplaceThe 2020 Workplace
The 2020 Workplace
 
The Ideal Candidate
The Ideal CandidateThe Ideal Candidate
The Ideal Candidate
 
New Media Recruiting
New Media Recruiting New Media Recruiting
New Media Recruiting
 
Why Workers are leaving
Why Workers are leavingWhy Workers are leaving
Why Workers are leaving
 
#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business#FIRMday Oct 22nd London - Employing disabled people is good for business
#FIRMday Oct 22nd London - Employing disabled people is good for business
 
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondThe Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and Beyond
 

Similar to Europe: The Rise of DIY Career Resilience

KGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural ResourcesKGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural Resources
Kelly Services
 
KGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High TechKGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High Tech
Kelly Services
 
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
Sam Wormald-Smith
 
KGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life SciencesKGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life Sciences
Kelly Services
 
Establishing a Culture of Growth w/ Training and Development
Establishing a Culture of Growth w/ Training and DevelopmentEstablishing a Culture of Growth w/ Training and Development
Establishing a Culture of Growth w/ Training and Development
Exela HR Solutions
 
Culture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the WorkplaceCulture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the Workplace
Exela HR Solutions
 
Culture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the WorkplaceCulture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the Workplace
ElizaPeter1
 
Free course to boost your carrer in HR Industry
Free course to boost your carrer in HR IndustryFree course to boost your carrer in HR Industry
Free course to boost your carrer in HR Industry
ShekunjEdu
 
KGWI: What Talent Wants - Finance
KGWI: What Talent Wants - FinanceKGWI: What Talent Wants - Finance
KGWI: What Talent Wants - Finance
Kelly Services
 
What_Talent_Wants_Financial_and_Insurance_Services
What_Talent_Wants_Financial_and_Insurance_ServicesWhat_Talent_Wants_Financial_and_Insurance_Services
What_Talent_Wants_Financial_and_Insurance_Services
Holly Banks
 
Future Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMAFuture Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMA
Tom Hood, CPA,CITP,CGMA
 
How to retain millennial
How to retain millennialHow to retain millennial
How to retain millennial
Sunshineinme
 
ICFAI Human Resource Management - Solved assignments and case study help
ICFAI Human Resource Management - Solved assignments and case study helpICFAI Human Resource Management - Solved assignments and case study help
ICFAI Human Resource Management - Solved assignments and case study help
smumbahelp
 
Discover the New World of Work
Discover the New World of WorkDiscover the New World of Work
Discover the New World of Work
Saba Software
 
Talent management in manufactuting industries
Talent management in manufactuting industriesTalent management in manufactuting industries
Talent management in manufactuting industries
Takur Singh
 
150723 inspiring next generation career successv6
150723 inspiring next generation career successv6150723 inspiring next generation career successv6
150723 inspiring next generation career successv6
ME+
 
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vf
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vfCompetitive advantage-with-a-human-dimension-from-lifelong-learning-vf
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vf
JUNAID RASHDI
 
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
Sage HR
 
Distance learning for strategic hr
Distance learning for strategic hrDistance learning for strategic hr
Distance learning for strategic hr
Jeroen De Flander
 
useful
usefuluseful

Similar to Europe: The Rise of DIY Career Resilience (20)

KGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural ResourcesKGWI 2014 What Talent Wants - Natural Resources
KGWI 2014 What Talent Wants - Natural Resources
 
KGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High TechKGWI: What Talent Wants - High Tech
KGWI: What Talent Wants - High Tech
 
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
KOCG10874 KGWI_CollaborativeWork_Europe_ebook[1]
 
KGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life SciencesKGWI: What Talent Wants - Life Sciences
KGWI: What Talent Wants - Life Sciences
 
Establishing a Culture of Growth w/ Training and Development
Establishing a Culture of Growth w/ Training and DevelopmentEstablishing a Culture of Growth w/ Training and Development
Establishing a Culture of Growth w/ Training and Development
 
Culture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the WorkplaceCulture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the Workplace
 
Culture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the WorkplaceCulture of Learning: Fostering Growth and Development in the Workplace
Culture of Learning: Fostering Growth and Development in the Workplace
 
Free course to boost your carrer in HR Industry
Free course to boost your carrer in HR IndustryFree course to boost your carrer in HR Industry
Free course to boost your carrer in HR Industry
 
KGWI: What Talent Wants - Finance
KGWI: What Talent Wants - FinanceKGWI: What Talent Wants - Finance
KGWI: What Talent Wants - Finance
 
What_Talent_Wants_Financial_and_Insurance_Services
What_Talent_Wants_Financial_and_Insurance_ServicesWhat_Talent_Wants_Financial_and_Insurance_Services
What_Talent_Wants_Financial_and_Insurance_Services
 
Future Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMAFuture Ready CPA firm - keynote CPA FMA
Future Ready CPA firm - keynote CPA FMA
 
How to retain millennial
How to retain millennialHow to retain millennial
How to retain millennial
 
ICFAI Human Resource Management - Solved assignments and case study help
ICFAI Human Resource Management - Solved assignments and case study helpICFAI Human Resource Management - Solved assignments and case study help
ICFAI Human Resource Management - Solved assignments and case study help
 
Discover the New World of Work
Discover the New World of WorkDiscover the New World of Work
Discover the New World of Work
 
Talent management in manufactuting industries
Talent management in manufactuting industriesTalent management in manufactuting industries
Talent management in manufactuting industries
 
150723 inspiring next generation career successv6
150723 inspiring next generation career successv6150723 inspiring next generation career successv6
150723 inspiring next generation career successv6
 
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vf
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vfCompetitive advantage-with-a-human-dimension-from-lifelong-learning-vf
Competitive advantage-with-a-human-dimension-from-lifelong-learning-vf
 
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...
 
Distance learning for strategic hr
Distance learning for strategic hrDistance learning for strategic hr
Distance learning for strategic hr
 
useful
usefuluseful
useful
 

More from Kelly Services

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionals
Kelly Services
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals 
Kelly Services
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly
Kelly Services
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforce
Kelly Services
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?
Kelly Services
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?
Kelly Services
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - Quiz
Kelly Services
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT Berufen
Kelly Services
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European Perspective
Kelly Services
 
Women in STEM
Women in STEMWomen in STEM
Women in STEM
Kelly Services
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUME
Kelly Services
 
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGCAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
Kelly Services
 
Work-Life Design Switzerland - French
Work-Life Design Switzerland - FrenchWork-Life Design Switzerland - French
Work-Life Design Switzerland - French
Kelly Services
 
Work-Life Design Switzerland
Work-Life Design Switzerland Work-Life Design Switzerland
Work-Life Design Switzerland
Kelly Services
 
Work-Life Design Switzerland - German
Work-Life Design Switzerland - GermanWork-Life Design Switzerland - German
Work-Life Design Switzerland - German
Kelly Services
 
Q1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market QuarterlyQ1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market Quarterly
Kelly Services
 
Work-Life Design - the new balance
Work-Life Design - the new balanceWork-Life Design - the new balance
Work-Life Design - the new balance
Kelly Services
 
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedGet Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
Kelly Services
 
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets RevealedGet Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Kelly Services
 
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets RevealedGet Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
Kelly Services
 

More from Kelly Services (20)

Guidance and inspiration for IT professionals
Guidance and inspiration for IT professionalsGuidance and inspiration for IT professionals
Guidance and inspiration for IT professionals
 
Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals Guidance and inspiration for engineering professionals 
Guidance and inspiration for engineering professionals 
 
Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly Q4 2016 Talent Market Quarterly
Q4 2016 Talent Market Quarterly
 
The Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforceThe Boomer Effect - Understanding Baby Boomer workforce
The Boomer Effect - Understanding Baby Boomer workforce
 
Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?Do you have what Engineering Hiring Managers are looking for?
Do you have what Engineering Hiring Managers are looking for?
 
Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?Do you have what Hiring Managers are looking for?
Do you have what Hiring Managers are looking for?
 
Will you land a job? - Quiz
Will you land a job? - QuizWill you land a job? - Quiz
Will you land a job? - Quiz
 
Frauen in MINT Berufen
Frauen in MINT BerufenFrauen in MINT Berufen
Frauen in MINT Berufen
 
KGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European PerspectiveKGWI: Women in STEM - A European Perspective
KGWI: Women in STEM - A European Perspective
 
Women in STEM
Women in STEMWomen in STEM
Women in STEM
 
CAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUMECAREER FORWARD - IMPRESS WITH YOUR RESUME
CAREER FORWARD - IMPRESS WITH YOUR RESUME
 
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGCAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVING
 
Work-Life Design Switzerland - French
Work-Life Design Switzerland - FrenchWork-Life Design Switzerland - French
Work-Life Design Switzerland - French
 
Work-Life Design Switzerland
Work-Life Design Switzerland Work-Life Design Switzerland
Work-Life Design Switzerland
 
Work-Life Design Switzerland - German
Work-Life Design Switzerland - GermanWork-Life Design Switzerland - German
Work-Life Design Switzerland - German
 
Q1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market QuarterlyQ1 2016 Global Talent Market Quarterly
Q1 2016 Global Talent Market Quarterly
 
Work-Life Design - the new balance
Work-Life Design - the new balanceWork-Life Design - the new balance
Work-Life Design - the new balance
 
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedGet Hired: Scientific Hiring Managers’ Top Secrets Revealed
Get Hired: Scientific Hiring Managers’ Top Secrets Revealed
 
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets RevealedGet Hired: Healthcare Hiring Managers’ Top Secrets Revealed
Get Hired: Healthcare Hiring Managers’ Top Secrets Revealed
 
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets RevealedGet Hired: Finance Hiring Managers’ Top Secrets Revealed
Get Hired: Finance Hiring Managers’ Top Secrets Revealed
 

Recently uploaded

原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
atwvhyhm
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
yuhofha
 
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
pxyhy
 
Lbs last rank 2023 9988kr47h4744j445.pdf
Lbs last rank 2023 9988kr47h4744j445.pdfLbs last rank 2023 9988kr47h4744j445.pdf
Lbs last rank 2023 9988kr47h4744j445.pdf
ashiquepa3
 
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
taqyed
 
lab.123456789123456789123456789123456789
lab.123456789123456789123456789123456789lab.123456789123456789123456789123456789
lab.123456789123456789123456789123456789
Ghh
 
0624.speakingengagementsandteaching-01.pdf
0624.speakingengagementsandteaching-01.pdf0624.speakingengagementsandteaching-01.pdf
0624.speakingengagementsandteaching-01.pdf
Thomas GIRARD BDes
 
一比一原版(YU毕业证)约克大学毕业证如何办理
一比一原版(YU毕业证)约克大学毕业证如何办理一比一原版(YU毕业证)约克大学毕业证如何办理
一比一原版(YU毕业证)约克大学毕业证如何办理
yuhofha
 
Resumes, Cover Letters, and Applying Online
Resumes, Cover Letters, and Applying OnlineResumes, Cover Letters, and Applying Online
Resumes, Cover Letters, and Applying Online
Bruce Bennett
 
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdfRECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
AlessandroMartins454470
 
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
yuhofha
 
Full Sail_Morales_Michael_SMM_2024-05.pptx
Full Sail_Morales_Michael_SMM_2024-05.pptxFull Sail_Morales_Michael_SMM_2024-05.pptx
Full Sail_Morales_Michael_SMM_2024-05.pptx
mmorales2173
 
Andrea Kate Portfolio Presentation.pdf
Andrea Kate  Portfolio  Presentation.pdfAndrea Kate  Portfolio  Presentation.pdf
Andrea Kate Portfolio Presentation.pdf
andreakaterasco
 
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
2zjra9bn
 
labb123456789123456789123456789123456789
labb123456789123456789123456789123456789labb123456789123456789123456789123456789
labb123456789123456789123456789123456789
Ghh
 
thyroid case presentation.pptx Kamala's Lakshaman palatial
thyroid case presentation.pptx Kamala's Lakshaman palatialthyroid case presentation.pptx Kamala's Lakshaman palatial
thyroid case presentation.pptx Kamala's Lakshaman palatial
Aditya Raghav
 
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
taqyea
 
Leadership Ambassador club Adventist module
Leadership Ambassador club Adventist moduleLeadership Ambassador club Adventist module
Leadership Ambassador club Adventist module
kakomaeric00
 
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
pxyhy
 
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMAMISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
DK PAGEANT
 

Recently uploaded (20)

原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
原版制作(RMIT毕业证书)墨尔本皇家理工大学毕业证在读证明一模一样
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
 
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
一比一原版(SFU毕业证)西蒙弗雷泽大学毕业证如何办理
 
Lbs last rank 2023 9988kr47h4744j445.pdf
Lbs last rank 2023 9988kr47h4744j445.pdfLbs last rank 2023 9988kr47h4744j445.pdf
Lbs last rank 2023 9988kr47h4744j445.pdf
 
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
一比一原版(U-Barcelona毕业证)巴塞罗那大学毕业证成绩单如何办理
 
lab.123456789123456789123456789123456789
lab.123456789123456789123456789123456789lab.123456789123456789123456789123456789
lab.123456789123456789123456789123456789
 
0624.speakingengagementsandteaching-01.pdf
0624.speakingengagementsandteaching-01.pdf0624.speakingengagementsandteaching-01.pdf
0624.speakingengagementsandteaching-01.pdf
 
一比一原版(YU毕业证)约克大学毕业证如何办理
一比一原版(YU毕业证)约克大学毕业证如何办理一比一原版(YU毕业证)约克大学毕业证如何办理
一比一原版(YU毕业证)约克大学毕业证如何办理
 
Resumes, Cover Letters, and Applying Online
Resumes, Cover Letters, and Applying OnlineResumes, Cover Letters, and Applying Online
Resumes, Cover Letters, and Applying Online
 
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdfRECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
RECOGNITION AWARD 13 - TO ALESSANDRO MARTINS.pdf
 
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
一比一原版(TMU毕业证)多伦多都会大学毕业证如何办理
 
Full Sail_Morales_Michael_SMM_2024-05.pptx
Full Sail_Morales_Michael_SMM_2024-05.pptxFull Sail_Morales_Michael_SMM_2024-05.pptx
Full Sail_Morales_Michael_SMM_2024-05.pptx
 
Andrea Kate Portfolio Presentation.pdf
Andrea Kate  Portfolio  Presentation.pdfAndrea Kate  Portfolio  Presentation.pdf
Andrea Kate Portfolio Presentation.pdf
 
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
在线制作加拿大萨省大学毕业证文凭证书实拍图原版一模一样
 
labb123456789123456789123456789123456789
labb123456789123456789123456789123456789labb123456789123456789123456789123456789
labb123456789123456789123456789123456789
 
thyroid case presentation.pptx Kamala's Lakshaman palatial
thyroid case presentation.pptx Kamala's Lakshaman palatialthyroid case presentation.pptx Kamala's Lakshaman palatial
thyroid case presentation.pptx Kamala's Lakshaman palatial
 
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
一比一原版布拉德福德大学毕业证(bradford毕业证)如何办理
 
Leadership Ambassador club Adventist module
Leadership Ambassador club Adventist moduleLeadership Ambassador club Adventist module
Leadership Ambassador club Adventist module
 
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
一比一原版(UVic毕业证)维多利亚大学毕业证如何办理
 
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMAMISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
MISS TEEN GONDA 2024 - WINNER ABHA VISHWAKARMA
 

Europe: The Rise of DIY Career Resilience

  • 1. THERISE OFDIY Key Global Workforce Insights from Kelly Services® career resilience A GUIDE FOR EUROPEAN EMPLOYERS
  • 2. European workers develop a do-it-yourself mindset when it comes to career development Visit kellyservices.com for additional reports, articles, and insights. kellyservices.com An Equal Opportunity Employer © 2016 Kelly Services 58% of European workers in the professional and technical area say they are more concerned about their knowledge or skills becoming obsolete than they are about possible layoffs. 6 OUT OF 10 of science workers value the opportunity to work on innovative projects. of IT workers say they’d be willing to give up higher pay and/or career advancement for the opportunity to learn new skills. of Millennials surveyed say they would be loyal to their employer as a means to develop, grow, and pursue their career goals. strongly agree that their organization is investing in training or upskilling. 62% 56% 14%16% OnlyOnly Any way you slice the population, the vast majority of European workers agree or strongly agree that learning new skills and gaining new knowledge are critical to long-term employment. IT 94% Engineering 89% Finance/Accounting 89% Science 81% Millennials 88% Gen X 86% Baby Boomers 80% of European workers surveyed feel their skills and knowledge must grow if they are to keep up with industry changes. 89%IT WORKERS
  • 3. /3 Contents 4 / Introduction 5 / The rise of DIY career resilience 7 / Managing the new employability paradigm 9 / How employer branding attracts career-resilient candidates 10 / Keeping skills current is a top concern 12 / The vast majority of workers want to grow their skill sets 14 / Employer investment in training and development is falling short 15 / Professional and technical talent is at greater retention risk 16 / Professional and technical talent is challenging the status quo 18 / Millennials and the career resilience mindset 20 / Recommendations: the era of DIY career resilience is well on its way
  • 4. /4 Introduction INTRODUCTION In today’s uncertain job environment, European workers are responding by taking the lead in managing their own careers. Resilient and self-driven, these workers are developing a do-it-yourself (DIY) mindset when it comes to career development, seeking to learn skills that will enable them to thrive in any company. A volatile global economy, combined with rapid technological change, is shortening companies’ time horizons and increasing employee unease. At the same time, Millennials—who are more comfortable with career uncertainty than previous generations, and more adept at piecing together income from multiple sources—are influencing employment dynamics via their sheer numbers. As keeping skills current becomes more of a concern for Europe’s employees, they are increasingly seeking workplace environments that will enhance their employability, taking advantage of any available employer training and exploring other ways to further their skill sets—perhaps by becoming free agents or freelancers. What does this shift to DIY career resilience mean for employers? For a start, it reveals an inherent paradox. The very workers you most want to hire—valuable, loyal people who put in greater effort and add value—may be increasingly hard to engage and retain. To gain a competitive advantage, European organizations must create an innovative, collaborative work environment, and give workers the green light to showcase skills. Strengthening the employer brand will also enhance a company’s ability to attract new talent. With DIY career resilience on the rise, European employers need to invest more in their most valuable talent—who are likely to be the most agile, the most mobile, and prepared to move onto the next opportunity. Just like their global counterparts, the vast majority of European professional and technical (P/T) workers (89%) feel their skills and knowledge must grow if they are to keep up with industry changes. Yet only 16% strongly agree that their organization is investing in training or upskilling. As a pioneer in the staffing industry and in the study of workforce preferences, Kelly® has taken a high-level look at career resilience as it pertains to the European worker today. In addition to analyzing worker preferences and formulating psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce IndexTM (KGWI), this report pulls insights from Kelly Free Agent research survey (2015) data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data. Visit kellyservices.com for additional reports, articles, and insights.
  • 5. The old paradigm: productive employment The new paradigm: potential employability A relatively stable economy supported a paternalistic employer approach and fostered a sense of security and loyalty among employees. A dynamic global economy, combined with accelerated technological change, shortens employers’ time horizons and increases employee unease. While always mindful of economic cycles, employers would invest in expanding their full-time workforce whenever market conditions made this feasible. Volatile market conditions in recent years have made many employers wary of adding to their full-time payrolls, and more receptive to the concept of a scalable, variable workforce. Employees typically worked together in teams at one physical location, and work environments and schedules were both highly structured. Technology enables geographically dispersed work teams, and flexible work arrangements are increasingly considered a key factor in the employment decisions of better-skilled talent. The silent generation, and to a lesser extent baby boomers, placed a high value on security and continuity in their careers and employment. Millennials are comfortable piecing together income from multiple sources, and less phased by uncertainty. This generation of workers is influencing employment dynamics via its sheer numbers. Employees often had a lengthy tenure with one employer, and often one skill set. Careers are now developed across multiple employers, and often multiple skill sets or industries. Employees were loyal to one or a few employers. Talent is willing to shift between employers and/or employment status, becoming freelancers. Employers identified high-potential employees, guided their career development plans, and directly provided or sponsored training in the skills required to keep their company successful and innovative. Highly skilled workers take the lead in managing their own careers, developing skills that enable them to thrive in any company. They use every available employer offering or actively seek alternatives. Off-site learning options required being on campus at designated times, and were often expensive—even with employer subsidies. Free or low-cost education options are readily available online or in the mobile formats Millennials prefer. These include Massive Open Online Courses (MOOCs) such as those offered by Coursera. /5 THE RISE OF DIY CAREER RESILIENCE The rise of DIY career resilience As technological, economic, and demographic forces steadily erode traditional career paths, employees in Europe are echoing their global counterparts and responding with a new, more DIY-focused approach to developing career resilience. 1
  • 6. “Job life cycles have shrunk now to the shortest that they have ever been in human history. The time a job persists, requiring the same skills and the same context, is down to between five to seven years, with more room to shrink. The need for workers to retrain and upskill has never been higher. But we don’t have the fallback in our companies because the tenure of employees has never been smaller. When we talk to Millennials, they plan to stay at a company for between three to five years.” —Kelly Services Chief Executive Officer Carl Camden TRAIN
  • 7. /7 Managing the new employability paradigm MANAGING THE NEW EMPLOYABILITY PARADIGM There’s an inherent paradox in the new paradigm: to gain competitive advantage, an employer has to focus learning and development investments on their most valuable, agile, and mobile talent. • Understand and accept that this talent is also the most able and likely to leave. • Believe higher churn is part of the equation; you can’t get higher-level talent without some higher risk. Support and encourage DIY career development via: • Collaborative learning • Skills development • Leadership development. Engage and collaborate with all available sources of innovation and transformational value, including: • Business partners • Customers • Suppliers. • Your most valuable employees are more loyal, put in more effort and deliver added value. • A strong employer brand enhances your ability to attract new talent. • A greater culture of collaboration and innovation is an advantage. CREATE A CULTURE OF CONTINUOUS LEARNING UTILIZE YOUR SOCIAL CAPITAL GAIN COMPETITIVE ADVANTAGE ACCEPT THE RISKS 1 2 3 4 Attracting and developing career-resilient workers This means those in charge of hiring should consider centering their career development efforts on workers who: • Are the most engaged or most productive • Are the most digitally savvy • Have the critical skill sets that are in short supply. 2
  • 8. VALUE THE RISE OF RECRUITMENT MARKETING IN THE ERA OF CAREER RESILIENCE As candidates search for jobs much like they would a new car or house—by doing due diligence via online research—if your organization has not built a strong presence on the relevant online channels, you won’t make it onto the radar of today’s top talent. A great way to develop and present your employer brand effectively is by using an Employer Value Proposition (EVP). This can help to ensure you identify and translate your brand values correctly, and that candidates can learn more about your company culture and business goals across your marketing channels.
  • 9. /9 How employer branding attracts career-resilient candidates HOW EMPLOYER BRANDING ATTRACTS CAREER-RESILIENT CANDIDATES With top talent becoming increasingly mobile, organizations that improve their employer branding will increase their ability to compete for the best candidates. Companies that successfully spread a positive brand message send a signal to talent that they offer an environment where people can do their best work and make an impact. Powerful employer branding is what sets leading firms apart from organizations experiencing talent shortages. Google and Apple, for instance, do not have talent shortages. In fact, with more than 3 million applicants a year, Google has a “talent sorting” challenge.1 In a social media–driven world, hiring managers need to keep up with how their employer brand is being communicated. Within this “no place to hide” environment, firms can no longer disguise the fact they provide a poor candidate experience or don’t offer exciting work. Instead, candidates’ social circles can—and do—shape a company’s reputation via technology. In this context, it’s significant that less than half (43%) of European workers report feeling satisfied with their last application experience. Candidates are approaching their job searches in much the same way they would approach searching for a new car or house—by doing due diligence via online research. There’s a real opportunity for hiring managers to boost their firm’s brand across social media platforms and ensure their career websites are up to date and relevant. Already, 34% of European workers use social media to make career decisions. If you’re hard to find online, you’ll have less chance of attracting top candidates. One way to develop and present your employer brand effectively is by using an EVP. This can help to ensure you identify and translate your brand values correctly, and that candidates can learn more about your company culture and business goals across your marketing channels. A work environment with work-life design elements attracts top talent European workers will choose an employer that offers: Work-life balance / 65% Opportunities to work with knowledgeable colleagues / 58% Opportunities to innovate / 45% Flexible work arrangements / 44% Opportunities to give back / 22% 3 Employee Value Proposition (EVP) Minchington (2006) defines an EVP (or Employer Value Proposition as it is sometimes referred to by) as a set of associations and offerings an organization provides in return for the skills, capabilities, and experiences an employee brings to the organization. The EVP is an employee-centered approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and the external target audience. An EVP must be unique, relevant, and compelling if it is to act as a key driver of talent attraction, engagement, and retention. Source: Brett Minchington, Your Employer Brand: Attract, Engage, Retain, 2006, Collective Learning Australia
  • 10. /10 KEEPING SKILLS CURRENT IS A TOP CONCERN Like their global counterparts, European employees are more concerned about having up-to-date skills to remain employable over the long term than losing their current job. Overall, 56% of workers say they are more concerned about their knowledge or skills becoming obsolete than they are about a possible layoff. Across the region, a roughly similar pattern of results is observed, although skill concerns are slightly above the European average in Portugal (62%) and France (61%). Crossing the generation gap Many of those concerned about their skills becoming obsolete are among the youngest of workers. This likely reflects the fact that they have grown up in a world thriving on innovation, change, and rapid technological advancement. For these tech-savvy workers, it’s a given that skills need to be continually upgraded; they expect to learn on the job and that employers will keep up. Keeping skills current is a top concern 59%Millennials By generation 54%Gen X 49%Baby boomers The extent to which obsolete skills or knowledge are top concerns for European workers 4
  • 11. /11 KEEPING SKILLS CURRENT IS A TOP CONCERN Keeping skills current is a top concern (continued) By skill set sector Engineering Science IT Finance/accounting 71% 71% 66% 69% European workers across a range of industry sectors are significantly concerned with keeping their skills current. P/T workers represent more than half of the workers surveyed across the region—a majority (58%) reported significant concerns with skills obsolescence versus layoffs. Engineering, science and IT workers, in particular, reported meaningfully high concerns (see the figure on the right). More than half the IT workers surveyed (56%) even say they’d be willing to give up higher pay and/or career advancement for the opportunity to learn new skills. Impending skills shortages in Europe, and their potentially negative impact on the region’s competitiveness, have been well publicized. In the information and communications technology (ICT) sector alone, a 2016 European Union (EU) fact sheet forecasts 756,000 unfilled vacancies for highly skilled ICT professionals by 2020.2 Governments, industry, and academia are joining forces with the EU to address the shortage and build a single market for technology jobs in Europe, mobilizing an estimated €50 billion of public and private investments to support the digitization of the industry.3 With this focus on innovation, IT talent in Europe is likely to feel pressure to continuously upgrade skill sets. The extent to which acquiring new skills is a top concern for European workers 4
  • 12. Italy 91% 19% 72%Outlier /12 The vast majority of workers want to grow their skill sets THE VAST MAJORITY OF WORKERS WANT TO GROW THEIR SKILL SETS Across the board, European workers seek to keep their skills current. Offering workers opportunities to learn on the job makes employers more attractive. These opportunities are highly rated by job candidates who are weighing up the pros and cons of one position over another. Overall, 86% of European workers feel their skills and knowledge will need to evolve and grow to keep up with changes in their line of work or industry. Any way you slice the population, the vast majority of workers agree or strongly agree that skills and knowledge are critical to long-term employment. Some subsets of the European worker population—by age, skillset, or geographical location—feel more strongly about this than others. These statistical outliers are indicated to the right. STRONGLY AGREE AGREE Generation Millennials 88% Gen X 86% Baby boomers 80% 19% 22% 19% 69% 58% 67% Outlier Outlier Outlier The percentage of European workers who feel their skills and knowledge must evolve if they are to keep up with industry changes 5 P/Tskillset P/T overall 89% 18% 71%Outlier 80% IT 94% 14% Outlier Engineering 89% 21% 68%Outlier Finance/accounting 89% 18% 71%Outlier 55% Science 81% 26% Outlier Region Russia 96% 12% 84%Outlier Germany 67% 28% 39%Outlier France 76% 23% 53%Outlier Switzerland 71% 27% 44%Outlier UK 79% 30% 49%Outlier
  • 13. /13 For career-resilient workers, an employer who offers opportunities to acquire new or cutting-edge skills and capabilities is more than just an attractive proposition. Such opportunities can drive candidates’ decisions Training and development programs Opportunities to work with knowledgeable colleagues who they can learn from Opportunities to work on innovative projects Exposure to the latest technologies and top-notch equipment CriteriaPercentagewhoselected when selecting new positions. The table below indicates those European employees— by country, industry, or cohort—who value skills development criteria more than the European average. The vast majority of workers want to grow their skill sets (continued) THE VAST MAJORITY OF WORKERS WANT TO GROW THEIR SKILL SETS European average 59% Ireland 73% European average 58% Global average 57% European average 45% IT 54% Italy 49% Male 42% European average 35% Global average 45% Science 62% IT 56% Portugal 53% Russia 41% Italy 53% Norway 71% Russia 67% Global average 66% Germany 69% IT 62% Portugal 66% Male 49% Portugal 39% Poland 76% Italy 66% Switzerland 62% Baby boomers 48% Global average 40% How Europe’s workers value skills development 5
  • 14. /14 EMPLOYER INVESTMENT IN TRAINING AND DEVELOPMENT IS FALLING SHORT Employer investment in training and development is falling short Across Europe, employees feel that current investment in training and upskilling is inadequate. As much as a fifth (20%) report feeling strongly dissatisfied with the career development resources offered by their current employer, more than the global average of 15%. When it comes to sought-after P/T talent, it’s a similar story. Only 19% of workers feel their company is making the investment, and encouraging hands-on, on-the-job learning. P/T workers who strongly agree that their organization is investing in training or upskilling P/T workers who strongly agree that their organization encourages hands-on, on-the-job training European average 16% Global average 21% Millennials 18% Russia 22% European average 21% Global average 28% Russia 26% Millennials 24% Science 24% 6
  • 15. /15 The gap between workers’ desire for skills development and what employers offer creates a retention risk among Europe’s P/T talent and for IT in particular. P/T talent Across the region, Europe’s P/T workers feel strongly (71%, well above the global average of 64%) about the importance of evolving their skills, but rate employers below average for their investment in building those skills. At the same time, the majority of P/T workers (62%) consider themselves in demand in the marketplace, increasing their likelihood of leaving for greener pastures if their expectations are not met. IT talent This talent group may be particularly at risk, given that IT workers are confident in their market value and ability to find a new or better position. Some 67% of Europe’s IT talent feel that if they were to consider changing jobs, they would be in a good bargaining position to secure a similar or better position of employment. Talent by geography On a country-by-country basis, workers in France (67%) and Russia (also 67%) feel the most confident about their market value. Professional and technical talent is at greater retention risk PROFESSIONAL AND TECHNICAL TALENT IS AT GREATER RETENTION RISK 7 Talent by geography France Poland Russia Ireland Germany Norway Italy Switzerland Portugal Denmark 67% 43% 67% 55% 57% 39% 60% 40% 38% 38% The European countries with the highest percentage of workers who feel confident about their market value
  • 16. /16/16 Just like their global counterparts, Europe’s P/T workers are at the leading edge of the DIY career paradigm. They know they have other options, which means traditional methods of attracting talent are no longer enough. While European talent across the board still prioritizes advancement and training opportunities (ranked second and fourth as attraction factors when seeking employment), Europe’s P/T talent stands out for an above-average desire to innovate and exercise their skills. The percentage of workers who value opportunities to work on innovative projects The percentage of workers who value exposure to the latest technologies and top-notch equipment The percentage of workers who value opportunities for advancement The percentage of workers who value training and development programs To attract the best talent, employers must satisfy the appetite of these workers to innovate and be exposed to the latest technologies. Helping these workers to close skill gaps and showcase their skills are also priorities for employers. Professional and technical talent is challenging the status quo PROFESSIONAL AND TECHNICAL TALENT IS CHALLENGING THE STATUS QUO 48% 38% 65% 59% 62% 54% 70% 45% 35% 64% 59% 56% 46% 67% 56% Highest for: Science Engineering IT Highest for: IT Engineering Highest for: Science Engineering P/T average European average P/T average European average P/T average European average P/T average European average Comparing career development and advancement attraction factors 8
  • 17. /17 Professional and technical talent is challenging the status quo (continued) PROFESSIONAL AND TECHNICAL TALENT IS CHALLENGING THE STATUS QUO P/T workers in Europe rank above average for talent agility and confidence 76% believe that their skill set and experience puts them in a position to compete effectively with other job seekers (versus 69% overall) 76% / 69% 69% believe their employment experience to date has allowed them to develop skills that are in demand (versus 63% overall) 69% / 63% 62% believe they are in high demand (versus 56% overall) 62% / 56% 43% have sought career-related coaching and feedback from mentors and/or close associates (versus 37% overall) 43% / 37% Just like their global counterparts, Europe’s P/T workers use DIY career development resources at higher rates than the average worker. While many workers across sectors take advantage of employer-provided training (after all, it is often free or subsidized), more P/T workers pursue training opportunities of their own accord than other workers. 8
  • 18. /18 MILLENNIALS AND THE CAREER RESILIENCE MINDSET Millennials already comprise the majority of the workforce, globally and across Europe. With their rising influence on workforce trends, it’s important to understand the Millennials’ DIY career mindset. Career development opportunities are key drivers for choosing positions and employers When choosing one position or employer over another, a broad range of career development elements drive Europe’s Millennials, including: • Opportunities for advancement (70%) • Training and development programs (60%) • Opportunities to work with knowledgeable colleagues who they can learn from (58%) • Opportunities to work on innovative projects (45%) • Exposure to the latest technologies and top-notch equipment (34%). Within different European countries, Millennials have differing priorities. In France, work-life balance is the second-most important driver for Millennials when choosing an employer (65%), after salary and financial incentives. In Germany, just behind salary and financial incentives is flexible work hours (72%), and in the UK, it’s training and development (80%). Multiple income streams are common Millennials often juggle multiple jobs— one that largely pays the bills, combined with others that satisfy their creative urges or allow them to contribute to causes that interest them. Ask a Millennial what they do and you are likely to get a multi-part answer, such as pharmacist/writer or forensic psychiatrist/deejay.4 Freelancing is common, and an accepted way to advance a career Globally, millions of young workers are choosing to freelance with multiple organizations. They are more optimistic about their advancement opportunities this way than if they were to follow a traditional, nine-to-five career path.5 Millenials are committed to staying on the cutting edge of technology, keeping skills current The vast majority (69%) of European Millennials feel strongly that their skills or knowledge need to evolve and grow to allow them to keep up with changes in their line of work or industry. Millenials have limited loyalty to their current employers for career development At the same time, only 14% of Millennials would remain loyal to their employers in order to develop, grow, and pursue their career goals, versus 16% of Gen Xers, and 20% of baby boomers. Millennials are nearly twice as likely to place their loyalty with their personal or professional networks and relationships instead (25%). And they’re highly networked. While baby boomers and others are jumping on the social networking bandwagon, Millennials have an average of 319 Facebook friends, versus 120 for baby boomers.6 Millennials and the career resilience mindset 9
  • 19. Talent wants—needs—to stay fresh with skills; their workflow depends on it, and that is even more the case for free agent workers. So, as organizations bring independent contractors into their projects— either to infuse expertise or to drive innovation— they need to build a strong brand reputation that attracts candidates who are continuously working to stay on top of their game. DRIVE
  • 20. /20 Recommendations: the era of DIY career resilience is well on its way RECOMMENDATIONS: THE ERA OF DIY CAREER RESILIENCE IS WELL ON ITS WAY For Europe’s P/T talent, the opportunity to keep skills current and close skill gaps is no longer an optional extra, but a basic standard by which every organization is judged. These employees now seek a wider mix of training and development opportunities, including the opportunity to innovate and exposure to the latest technologies. It’s not just top talent that is responding this way. Across Europe, workers—especially Millennials—are becoming more comfortable with developing their careers across multiple employers, and often multiple skill sets or industries. This mindset is accompanied by an increasing willingness to shift between employers and/or employment status, becoming freelancers. The workplaces that are best positioned to attract talent in the future might offer a new work covenant where DIY career development is not just expected, but required. Savvy employers who can deliver this to their staff members are more likely to win their loyalty—and gain a competitive advantage for their company. So what might this look like in practice? 10
  • 21. /21/21 RECOMMENDATIONS: THE ERA OF DIY CAREER RESILIENCE IS WELL ON ITS WAY Governing principles for talent managers Understand talent supply chain management Study your organization’s talent needs to build resilient teams in a multi-sourced environment, using your best human capital—this relies on individuals’ capabilities, knowledge, skills, and experience from within and outside the organization. Employer’s responsibility Give talent a place or opportunity for skills to be used and showcased, allowing people to build a portfolio and increase employability. Talent’s responsibility Workers must perform to make the covenant work. Self-awareness and self-assessment is required to identify gaps and demonstrate technical and soft skills. Employer branding As European workers pay more attention to their personal brands, it is increasingly important for employers to put out a clear and compelling employer brand to draw in the best talent possible, and ensure the best fit. Innovative engagement beyond retention Employers need to offer ways for potential, current, and past employees to engage with the company, from training and development opportunities to online communities. Encourage work-life design Create an innovative, collaborative work environment to increase productivity, and give workers opportunities to engage their passions, take risks, and practice and showcase their skills. Reduce the use of talent noncompete agreements Promote and encourage skill building throughout your industry’s ecosystem. This ultimately enriches your organization’s brand reputation.7 Experiment with innovative search techniques “We have customers who are engaged in experiments at blinding the institution, looking at assessments that are institution-free and how that affects their ability to get the talent they need.” – Kelly Services Chief Executive Officer Carl Camden The new covenant “There’s an element of freelancers having more cutting-edge skills. Freelancing is a lifestyle choice … as a freelancer, you have to make sure your skills stay current. I would expect them to have strong skill sets because they have to in order to compete, to put food on the table, by virtue of having to survive.” – procurement and strategic sourcing manager at Global 100 tech firm8 “The knowledge transfer that occurs as a natural outcome of outside experts working alongside internal resources benefits the project, the employee, and the organization.” – Vice president at Global 100 tech firm9 Recommendations: the era of DIY career resilience is well on its way (continued) 10
  • 22. /22 Footnotes 1 John Sullivan, “There Is No Talent Or Skills Shortage If You Can Recruit Talent Away From Your Competitors,” ERE Media, June 29, 2015, www.eremedia.com/ere/there-is-no-talent-or-skills-shortage-if-you-can-recruit-talent-away-from-your-competitors 2 European Commission, “Questions and Answers: An improved EU Blue Card scheme and the Action Plan on Integration,” June, 2016, http://europa.eu/rapid/press-release_MEMO-16-2071_en.htm 3 European Commission, “Digital Single Market: Bringing down barriers to unlock online opportunities,” April 2016, http://ec.europa.eu/ priorities/digital-single-market_en 4 David Lurie, “Graduate job seeking: The rise of the ‘slasher,’” The Guardian, Feb 2, 2011, www.theguardian.com/careers/careers-blog/ graduate-job-seeking-the-rise-of-the-slasher 5 Rebecca Gowler, “More Millennials embracing freelancing,” HR, Feb 11, 2015, www.hrmagazine.co.uk/article-details/more-millennials- embracing-freelancing 6 Nielsen, “Millennials: Breaking the Myths,” Jan 27, 2014, www.nielsen.com/us/en/insights/reports/2014/millennials-breaking-the-myths.html 7 Scott Kirsner, “EMC’s staunch defense of employee noncompetes stunted the growth of startups,” betaBoston, Oct 13, 2015, www.betaboston.com/news/2015/10/13/emcs-staunch-defense-of-employee-noncompetes-stunted-the-growth-of-startups 8 Kelly internal research interviews 9 Kelly internal research interviews
  • 23. About Kelly Services As global leaders in providing workforce solutions, Kelly Services, Inc. (NASDAQ: KELYA, KELYB) and its subsidiaries offer a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. In 2016, the company is commemorating 70 years of industry leadership. Kelly has a role in managing employment opportunities for more than 1 million workers around the globe, employing 550,000 of these individuals directly and engaging the remaining workers through its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. kellyservices.com This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners An Equal Opportunity Employer © 2016 Kelly Services, Inc. 16-0016