Life Science: Engaging Active and Passive Jobseekers in Europe and AsiaKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 employees in various regions and industries. Key findings regarding job seekers in the life sciences sector include:
1) Globally less than a third of employees in life sciences feel totally committed to their current employers, indicating disengagement, though engagement is higher in Asia-Pacific than Europe, Middle East and Africa.
2) Online job boards are the most common method for securing recent jobs, used by a quarter of respondents globally, while social media is increasingly used for career decisions and job searches.
3) Interest in participating in companies' online talent communities is higher in Asia-Pacific than Europe, seen as a
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
1) Social media has become a major tool for job searching and recruitment, with over 40% of respondents globally saying they have been contacted about a potential job via social media.
2) All generations are actively using social media for career purposes, including searching for jobs, gaining referrals, and making employment decisions based on network input.
3) Countries in Asia have most enthusiastically embraced social media for recruitment, while many European nations still favor more traditional job searching methods.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
Life Science: Engaging Active and Passive Jobseekers in Europe and AsiaKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 employees in various regions and industries. Key findings regarding job seekers in the life sciences sector include:
1) Globally less than a third of employees in life sciences feel totally committed to their current employers, indicating disengagement, though engagement is higher in Asia-Pacific than Europe, Middle East and Africa.
2) Online job boards are the most common method for securing recent jobs, used by a quarter of respondents globally, while social media is increasingly used for career decisions and job searches.
3) Interest in participating in companies' online talent communities is higher in Asia-Pacific than Europe, seen as a
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
1) Social media has become a major tool for job searching and recruitment, with over 40% of respondents globally saying they have been contacted about a potential job via social media.
2) All generations are actively using social media for career purposes, including searching for jobs, gaining referrals, and making employment decisions based on network input.
3) Countries in Asia have most enthusiastically embraced social media for recruitment, while many European nations still favor more traditional job searching methods.
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
Make 2016 the Year of Learning Impact: Learn From the LeadersHuman Capital Media
Learning teams have high aspirations for their organization — 94 percent seek improvements in productivity, engagement and business agility, yet less than one-third achieve the results they desire.
How can we do better?
To answer this question, Laura Overton, founder of Towards Maturity, has been working with learning teams from companies of all sizes for over a decade. Published in November, Towards Maturity’s 2015-16 industry benchmark report — “Embracing Change” — analyzes 1.5 million data points from more than 600 organizations from around the world to identify what’s working and what isn’t. The findings not only show that the top performing 10 percent of learning organizations are three to eight times more likely to succeed in delivering business results but also highlights why.
How can we do better in 2016?
Join Laura for this webinar and learn how the top performers are:
· Winning hearts and minds of business leaders.
· Supporting the self-directed learner.
· Equipping the L&D team for success.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
Meet the modern learner.
A noticeable lack of participation, engagement, and satisfaction exists
in corporate training offerings these days. This is largely because
business itself, and companies and learners have all changed faster than
many learning and development (L&D) organizations have kept up.
Enterprise L&D departments have started to adapt their approaches to
building, buying, and delivering learning programs. But, in many cases,
they still are not fully embracing the fact that much employee learning
does not actually happen in formal training courses or via learning
management systems (LMSs).1
In this bulletin, we look at two key trends that have significant
implications for L&D professionals:
• Several changes in the work environment which are dramatically
altering learners’ needs and habits
• Changing priorities that are driving new approaches to learning for
the modern workforce
How to Increase Your Bottom-Line Using Matchmaking AlgorithmsMinal Joshi Jaeckli
Connection is the prerequisite for team success. Connection based on HOW PEOPLE INTERACT naturally fuels collaboration!
This does not mean people are the same.
However we build connection based on our similarities (shared preferences, experiences, beliefs, how we interact, etc. ), not on our differences. And, we trust people we are connected with which is necessary for inclusion. - And only with inclusion, can diversity flourish, because we are only open to hear different opinions from people we trust, respect... have a connection with. - So building your team based on HOW PEOPLE INTERACT naturally can be powerful and instrumental in allowing you to leverage your diversity. Matchmaking algorithms assess how people interact - taking the guesswork out of finding the right people to increase team success.
The document discusses factors that contribute to the successful implementation of eLearning solutions. It notes that software alone accounts for only 50% of success, while the other 50% depends on proper instructional design, project management, and alignment with business and educational strategies. Statistics show that many organizations plan to upgrade their learning management systems and consolidate multiple systems within the next year to improve learner data centralization, reporting, content integration and other enterprise applications. Key success factors include having a well-defined educational strategy, governance strategy, and business analysis in addition to effective project management and account support.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
This document summarizes the key findings of a white paper on corporate social responsibility (CSR) online communications. It finds that CSR professionals increasingly rely on digital channels rather than printed reports alone. While most large European companies provide basic CSR information online, few do so in a distinctive way that engages stakeholders. The study evaluated the online CSR communications of the top 100 European companies across 7 pillars and found that Deutsche Post DHL, Nestle, and Unilever provided the best communications. However, Italian companies generally performed poorly, with two-thirds failing to disclose basic sustainability information online. The document advocates for companies to approach digital CSR communications with a savvy mix of disclosure and engagement.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Women at the wheel: Recruitment, retention, and advancement of women in the E...Deloitte United States
Women are manufacturing's largest pool of untapped talent. The global automotive industry faces a talent crisis as it undergoes a transformation that is creating opportunity for disruption and innovation. Diverse teams of talented professionals can help organizations compete in this increasingly complex environment. How can industry players improve the recruitment, retention, and advancement of women? For more than a decade, we have worked with Automotive News Group to explore this issue. With Automotive News in North America, we honor the 100 leading women in the industry. In Europe, we work with Automotive News Europe to recognize the 25 leading women in the industry. Through both programs, we ask women in the industry for their views and perspectives. This report looks at the findings from the European research efforts. https://www2.deloitte.com/us/en/pages/manufacturing/articles/women-in-the-global-automotive-industry.html
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
This document outlines a learning strategy for the public service of British Columbia with the goal of building a learning and innovative organization. It identifies 3 objectives: 1) Creating a learning culture, 2) Training that meets stakeholder needs, and 3) Efficient delivery of learning programs. Key strategic shifts are outlined to move from individual ministry strategies to coordinated central and ministry strategies, from short term/tactical focus to long term/strategic focus, and from a supply model to a demand model. The strategy establishes a framework for designing, developing and delivering corporate and ministry-specific training and development programs across the public service.
Driving Sales Effectiveness Through Sustainable LearningAxonify
In this webinar, we are joined by John Knoble, Director of Sales Learning at Ethicon (A Johnson & Johnson Company).
John discusses how a traditional approach to learning was no longer enough for his organization and how his ecosystem has evolved to become more sustainable. He discusses the challenges he faced, the changes he made and the results he has seen.
Have a read through the webinar summary and watch the recording here: http://www.axonify.com/2014/08/webinar-summary-driving-sales-effectiveness-through-sustainable-learning/
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
So are our staff reluctant learners? Or are they just reluctant to engage with the solutions that L&D teams provide? In this presentation, Laura Overton, MD of the benchmarking organisation Towards Maturity, explores perspectives from 500 L&D professionals and over 2,000 learners to uncover insights that will really make a difference to learner engagement in your business. Data was taken from the New Learning Agenda www.towardsmaturity.org/2013benchmark and the Towards Maturity Learning Landscape www.towardsmaturity.org/learner .This presentation was first delivered at the UK Learning Technology Conference 2014.
Make 2016 the Year of Learning Impact: Learn From the LeadersHuman Capital Media
Learning teams have high aspirations for their organization — 94 percent seek improvements in productivity, engagement and business agility, yet less than one-third achieve the results they desire.
How can we do better?
To answer this question, Laura Overton, founder of Towards Maturity, has been working with learning teams from companies of all sizes for over a decade. Published in November, Towards Maturity’s 2015-16 industry benchmark report — “Embracing Change” — analyzes 1.5 million data points from more than 600 organizations from around the world to identify what’s working and what isn’t. The findings not only show that the top performing 10 percent of learning organizations are three to eight times more likely to succeed in delivering business results but also highlights why.
How can we do better in 2016?
Join Laura for this webinar and learn how the top performers are:
· Winning hearts and minds of business leaders.
· Supporting the self-directed learner.
· Equipping the L&D team for success.
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
Deloitte recently published a survey report titled 2016 Global Human Capital Trends CEOs and HR executives of 7,000 companies from over 130 countries around the world have prioritize trends for 2016.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Ever since tech-enabled learning offered a viable alternative to the classroom, we've been extolling the virtues of any-time any-place learning. But has learning innovation kept pace with the new models of any-time any-place working available to today’s worker?
Drawing on research conducted with over 3,000 L&D leaders and 13,000 learners around the globe, this slideshow will explore what the mobile enterprise is looking for from a modernised L&D programme, and how the top learning companies are actually delivering it.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
Meet the modern learner.
A noticeable lack of participation, engagement, and satisfaction exists
in corporate training offerings these days. This is largely because
business itself, and companies and learners have all changed faster than
many learning and development (L&D) organizations have kept up.
Enterprise L&D departments have started to adapt their approaches to
building, buying, and delivering learning programs. But, in many cases,
they still are not fully embracing the fact that much employee learning
does not actually happen in formal training courses or via learning
management systems (LMSs).1
In this bulletin, we look at two key trends that have significant
implications for L&D professionals:
• Several changes in the work environment which are dramatically
altering learners’ needs and habits
• Changing priorities that are driving new approaches to learning for
the modern workforce
How to Increase Your Bottom-Line Using Matchmaking AlgorithmsMinal Joshi Jaeckli
Connection is the prerequisite for team success. Connection based on HOW PEOPLE INTERACT naturally fuels collaboration!
This does not mean people are the same.
However we build connection based on our similarities (shared preferences, experiences, beliefs, how we interact, etc. ), not on our differences. And, we trust people we are connected with which is necessary for inclusion. - And only with inclusion, can diversity flourish, because we are only open to hear different opinions from people we trust, respect... have a connection with. - So building your team based on HOW PEOPLE INTERACT naturally can be powerful and instrumental in allowing you to leverage your diversity. Matchmaking algorithms assess how people interact - taking the guesswork out of finding the right people to increase team success.
The document discusses factors that contribute to the successful implementation of eLearning solutions. It notes that software alone accounts for only 50% of success, while the other 50% depends on proper instructional design, project management, and alignment with business and educational strategies. Statistics show that many organizations plan to upgrade their learning management systems and consolidate multiple systems within the next year to improve learner data centralization, reporting, content integration and other enterprise applications. Key success factors include having a well-defined educational strategy, governance strategy, and business analysis in addition to effective project management and account support.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
This document summarizes the key findings of a white paper on corporate social responsibility (CSR) online communications. It finds that CSR professionals increasingly rely on digital channels rather than printed reports alone. While most large European companies provide basic CSR information online, few do so in a distinctive way that engages stakeholders. The study evaluated the online CSR communications of the top 100 European companies across 7 pillars and found that Deutsche Post DHL, Nestle, and Unilever provided the best communications. However, Italian companies generally performed poorly, with two-thirds failing to disclose basic sustainability information online. The document advocates for companies to approach digital CSR communications with a savvy mix of disclosure and engagement.
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Women at the wheel: Recruitment, retention, and advancement of women in the E...Deloitte United States
Women are manufacturing's largest pool of untapped talent. The global automotive industry faces a talent crisis as it undergoes a transformation that is creating opportunity for disruption and innovation. Diverse teams of talented professionals can help organizations compete in this increasingly complex environment. How can industry players improve the recruitment, retention, and advancement of women? For more than a decade, we have worked with Automotive News Group to explore this issue. With Automotive News in North America, we honor the 100 leading women in the industry. In Europe, we work with Automotive News Europe to recognize the 25 leading women in the industry. Through both programs, we ask women in the industry for their views and perspectives. This report looks at the findings from the European research efforts. https://www2.deloitte.com/us/en/pages/manufacturing/articles/women-in-the-global-automotive-industry.html
Not surprisingly, participation in and management of virtual teams comes with its own unique challenges and opportunities. This white paper will explore virtual teams, their benefits and challenges to organizations, and will outline the three key steps that HR and talent management professionals can follow to ensure that virtual team members and leaders in their organizations have the skills, competencies and tools needed to succeed. These important steps are:1. Participate in the selection process of virtual team members and leaders.2. Ensure for the appropriate selection, training and use of virtual team technologies.3. Provide training for virtual team members.
The document summarizes key findings from three SHRM polls on the ongoing impact of the recession on organizations in the manufacturing industry. Some of the main findings include:
1) In 2012, nearly three-quarters of organizations reported losing 10% or less of their employees since 2007, an increase from 2010. Most organizations also reported an improvement in financial health over the past year.
2) The majority of organizations have been hiring since 2010 to replace jobs lost, though fewer have added completely new positions. Hiring is occurring across all levels but mostly for non-management roles.
3) Over two-thirds of organizations say recruiting for specific jobs is difficult, especially those requiring new skill sets. The most difficult positions
This document outlines a learning strategy for the public service of British Columbia with the goal of building a learning and innovative organization. It identifies 3 objectives: 1) Creating a learning culture, 2) Training that meets stakeholder needs, and 3) Efficient delivery of learning programs. Key strategic shifts are outlined to move from individual ministry strategies to coordinated central and ministry strategies, from short term/tactical focus to long term/strategic focus, and from a supply model to a demand model. The strategy establishes a framework for designing, developing and delivering corporate and ministry-specific training and development programs across the public service.
Driving Sales Effectiveness Through Sustainable LearningAxonify
In this webinar, we are joined by John Knoble, Director of Sales Learning at Ethicon (A Johnson & Johnson Company).
John discusses how a traditional approach to learning was no longer enough for his organization and how his ecosystem has evolved to become more sustainable. He discusses the challenges he faced, the changes he made and the results he has seen.
Have a read through the webinar summary and watch the recording here: http://www.axonify.com/2014/08/webinar-summary-driving-sales-effectiveness-through-sustainable-learning/
Talent Management in Year 2020: Deloitte StudySaba Software
Bersin by Deloitte Study about the world of work in the year 2020.
What will work look like when millennials take over the workforce? How will we manage our talent differently in the near future?
Here we look at the challenges for talent managers in addressing a multi-generational workforce. What changes might HR professionals face in attaining, developing, engaging, retaining and rewarding the employees in their workforce at the end of the decade?
In this presentation, Dr. Katherine Jones, Deloitte Consulting LLP, will cover some myths and realities about the populations entering the workforce today with considerations on what that may mean for the entire workforce by the year 2020.
Engaging Active and Passive Jobseekers - A spotlight on Europe and Asia-PacificKelly Services
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey.
This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidate’s perspective across Europe and Asia-Pacific
Natural Resources: Career Development in Europe and AsiaKelly Services
This document discusses findings from the 2014 Kelly Global Workforce Index survey regarding career development in the natural resources sector. Some key findings include:
- Employee commitment and loyalty remain relatively low, with only around 30% feeling totally committed or more loyal compared to the previous year. Intention to switch jobs within a year is high at 63% globally.
- Most employees prioritize acquiring new skills over career advancement. However, there are regional differences, with those in APAC placing more importance on advancement.
- Less than half of employees report having career development discussions with their employers in the past year. These discussions do not consistently provide benefits in terms of new skills or advancement opportunities.
- Confidence in career prospects and
The document summarizes global labor market trends in 2016. It finds that employment is shifting away from agriculture and toward services globally. Most large economies now have over 50% of employment in services. There are also shortages of skilled workers in many countries, especially in technical fields like software engineering. Migration rates and interest in flexible work arrangements are increasing. However, wage growth remains slow and inequality is rising as middle-income jobs decline.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
The document discusses collaboration in the European workplace. It finds that only 47% of European workers feel their workplace promotes collaboration, and just 40% feel their organization's structure does. However, collaboration is becoming a key factor for improving business profitability and talent attraction and retention. Building a truly collaborative culture requires leadership from the top, training all employees, using diverse and collaborative teams, and collaborative technologies. Doing so can boost productivity, innovation, and both employee and business resilience.
Candidate Experience in Europe and Asia - From Hiring to OnboardingKelly Services
This document summarizes findings from the Kelly Global Workforce Index survey regarding candidates' experiences from hiring to onboarding. Some key findings:
- Only half of global candidates were satisfied with recent job application processes, citing lack of communication updates as the top complaint.
- 81% of new recruits had a generally positive impression after joining organizations, with 81% feeling positive in EMEA and 82% in APAC.
- About half of candidates expect communication on application status within 3-5 days, though some prefer 1-2 days.
- 55% of global employees reported a planned onboarding process by employers, though this was more common in APAC (60%) than EMEA (48
White Paper - Organisational-learning-and-development-client-surveyMichael Baird
The survey of over 300 learning and development professionals found that:
1) Digital learning is commonly used for foundational training like compliance and induction, forming many employees' first impressions.
2) While desktop/laptop delivery is still dominant, mobile platforms are seen as key to future training strategies.
3) Common positives of digital learning included self-pacing and ease of use, while boring content and lack of interactivity were negatives.
The document discusses a survey on employee career development. Some key findings include:
- Over half of employees globally are more interested in acquiring new skills than advancing to higher levels in their organizations. Interest in skills development is higher in EMEA than APAC.
- Many employees are willing to sacrifice higher pay for opportunities to learn new skills. More so in APAC than EMEA.
- While career development discussions are seen as beneficial, only around 38% of employees globally had one with their employer in the past year, ranging widely from 18-61% in different countries.
This document summarizes the key findings of a survey of nearly 4,500 job seekers in 5 countries conducted by ManpowerGroup Solutions. Some of the main trends found include:
- Candidates see "type of work" as equally or more important than compensation when making career decisions.
- Candidates increasingly do their own online research and apply directly instead of relying solely on recruiters.
- Company brand reputation is important, especially for younger candidates.
- Over 1/3 of candidates see themselves as "continuous candidates" who are always looking for next opportunities.
An interesting survey on turnover and retention in 2015 in Australia by the AUSTRALIAN HUMAN RESOURCES INSTITUTE.
The survey that resulted in these findings was conducted online in April and May of 2015. It was communicated by email to a sample of the member database of the AHRI. A total of 603 respondents returned answers to the survey.
This document summarizes the key findings of a talent insight report focused on the global telecommunications sector. The report found that talent availability is the biggest issue faced by employers across Asia, North America, and Europe. Both employers and employees perceive salaries to be generally in line with industry averages, though some feel they fall below. Employees rated financial remuneration and work-life balance as the most important factors for happiness, while diversity was less important. Improving internal training was the most common initiative taken by companies to address skills shortages.
This document summarizes the key findings of a talent insight report focused on the global telecommunications sector. The report found that talent availability is the biggest issue faced by employers across Asia, North America, and Europe. Both employers and employees feel that salaries are generally in line with industry averages, though those who disagree tend to think salaries fall below average. When asked about factors affecting employee happiness, financial remuneration was rated as most important by both employees and employers. The report provides insights to help employers attract and retain talent in the telecommunications industry.
Engaging Your High Potentials: Retain Your Key Talent through Career DevelopmentThe HR Observer
• Revamping your succession planning and career development programmes to engage your HiPos
• Getting HiPo motivation right - which opportunities really engage high potentials and which act to demotivate?
• Taking the generational factor into account: strategies for assessing and engaging with your Gen Y and Millennial HiPos
David Jones, Managing Director, The Talent Enterprise
Radhika Punshi, Consulting Director, The Talent Enterprise
The document summarizes the results of a survey of 998 recruiting professionals conducted by Social Talent and Alexander Mann Solutions to understand emerging trends in recruitment. Some key findings include:
- Over 50% of recruiters are measured primarily on number of placements/hires.
- Over 50% of recruiters believe social/professional media is their primary source for finding talent.
- Over 50% of recruiters mainly use InMail or connection requests to contact passive candidates.
- Over 50% of recruiters work on less than 10 requisitions at a time.
10 Hidden Secrets of Top Performing L&D Teams - DevLearn 2015Laura Overton
This document outlines 10 secrets of top performing learning and development teams based on research from Towards Maturity. The secrets include: 1) Making data-driven decisions, 2) Making time for reflection, 3) Focusing on specific business results in partnership with senior management, 4) Being consumer-driven in understanding learner needs, 5) Helping staff develop personal learning strategies, 6) Providing ongoing training for L&D staff, 7) Thinking digitally and laterally in technology use, 8) Encouraging unconventional creativity beyond traditional courses, 9) Communicating learning successes, and 10) Actively participating in the learning process instead of just talking about it.
This survey gathered opinions and insights from HR Practitioners & Business Owners on managing cross generational workforce and effectively maximizing competitive advantage
Similar to Natural Resources: Engaging Active and Passive Jobseekers in Europe and Asia (20)
Guidance and inspiration for IT professionalsKelly Services
The document provides guidance and inspiration for IT professionals. It discusses that IT professionals are curious problem solvers who are innovators driving technological advancement. They possess skills vital to business success. The document also discusses traits that make successful IT hires such as being prepared, understanding the company and role, and demonstrating cultural fit. IT professionals are advised to avoid complacency and changing jobs without a plan. Work-life balance, leadership, dealing with ambiguity, and flexibility are also discussed as important skills for the future of IT.
12 ways a job placement agency can benefit college students and recent grads Kelly Services
Only 40% of college graduates feel prepared for their careers. Job placement agencies can help recent graduates and college students find jobs and gain experience. There are 12 reasons to work with an agency, including accessing hidden job opportunities, growing your network, gaining experience through temporary positions, and getting career coaching to help achieve your goals. It's important for job seekers to treat working with a recruiter seriously and maintain communication to get the most value from the relationship.
Guidance and inspiration for engineering professionals Kelly Services
The document provides guidance and inspiration for engineering professionals. It discusses how engineers possess curious minds and seek to understand and improve their surroundings. They solve issues in areas like energy, transportation, healthcare, and sustainability. The document emphasizes that engineers help improve life through innovation and new possibilities. It encourages engineers to find meaning and satisfaction in their work.
The document provides an economic and labor market outlook for 2017 and beyond. It finds that while global economic growth is expected to improve slightly to 2.8% in 2017, significant risks remain from political uncertainties. Unemployment is projected to continue declining as growth improves in most major regions. Specifically:
- North American markets have positive outlooks for 2017, while Brazil and Venezuela will struggle with deep recessions. Labor markets in western Europe are improving but face challenges like youth unemployment.
- APAC is expected to outpace other regions, with steady job creation lowering unemployment. However, economic activity may temper in China and India.
- Developing the potential of young workers is important for countries' long-term
The Boomer Effect - Understanding Baby Boomer workforceKelly Services
This document provides statistics and recommendations for attracting baby boomers to organizations. It notes that baby boomers value flexible work arrangements, ongoing skills training, and retirement planning support. While many baby boomers wish to continue working, the document suggests that fewer employers are offering benefits like training, flexible work options, and phased retirement that are important to retaining older workers.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
Do you have what IT Hiring Managers are looking for?Kelly Services
The document discusses what IT hiring managers look for in candidates. It states that Kelly Services can help develop careers in IT as they work with 95% of Fortune 100 companies. While technical skills are important for securing interviews, hiring managers also emphasize interpersonal skills and finding candidates that fit the company culture. Nearly 70% say cultural fit plays an important role in evaluations. Ideal candidates are described as having a combination of strong technical skills, interpersonal skills, and cultural fit.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
Do you have what Scientific Hiring Managers are looking for?Kelly Services
The document summarizes findings from a survey of over 1,000 hiring managers in scientific and clinical fields. It discusses that while technical skills are important for securing an interview, hiring managers place equal emphasis on a candidate's interpersonal skills and cultural fit. Nearly 70% of managers say cultural fit plays an important role in evaluation. The document provides tips for candidates on emphasizing interpersonal skills through behavioral interview questions, researching company culture, and presenting themselves as a well-rounded candidate with skills in both technical areas and soft skills.
Do you have what Engineering Hiring Managers are looking for?Kelly Services
This document summarizes key insights from a survey of over 1,000 hiring managers, including 272 engineering hiring managers, on what they look for in candidates. It discusses that while technical skills are important, interpersonal skills and cultural fit are equally emphasized. Hiring managers evaluate cultural fit through behavioral questions and by assessing how candidates' skills match the job description. The ideal candidate has strong technical abilities as well as interpersonal skills like collaboration and the ability to voice differing opinions professionally.
Do you have what Hiring Managers are looking for?Kelly Services
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
This document discusses the importance of collaboration in the modern workplace. It begins by noting that collaboration is becoming a key factor for companies' profitability and ability to attract and retain top talent. The document then provides insights into worker preferences for collaboration based on various surveys. It discusses how building a collaborative culture through leadership, training, diverse teams, and technology can improve business outcomes. However, it also notes there are still challenges to establishing collaboration, such as breaking down silos and managing different work arrangements. The document emphasizes that soft skills like collaboration are in high demand but short supply. It concludes by stating collaboration is directly linked to profitability by executives.
The document discusses what hiring managers look for in candidates. It states that while technical skills are important, hiring managers also place significant emphasis on interpersonal skills. Nearly 70% of hiring managers say cultural fit is important in evaluating candidates. The document provides tips for interviewing such as researching the company culture, being prepared to discuss both successes and failures, and highlighting one's technical skills and qualifications for the position. It also gives examples of common behavior-based interview questions used to assess candidates' interpersonal skills.
The document provides advice on how to prepare for and conduct oneself during a job interview through a series of multiple choice questions. It suggests that the best approach is to thoroughly research the company beforehand, dress professionally, arrive early with questions prepared, thank the interviewer afterwards, and highlight one's relevant skills, experience, and cultural fit with the organization. Getting the majority of the multiple choice answers correct predicts a good chance of landing the job, while missing many points to areas for improvement in one's interviewing strategy.
Maßnahmen gegen den Fachkräftemangel in Europa in den Bereichen Mathematik, Informatik, Naturwissenschaft und Technik: Warum eine Strategie der Inklusion entscheidend ist.
Wenn wir den massiven Fachkräftemangel in den MINT-Berufen (Mathematik, Informatik, Naturwissenschaft und Technik) in Europa lindern wollen, müssen wir schleunigst damit beginnen, mehr Frauen einzustellen. Und wir müssen dabei an einem Strang ziehen. Zur Optimierung des MINT-Talentepools durch größere Diversität bedarf es jedoch mehr als nur ein wenig zusätzlicher Mühe bei der Personalanwerbung. Vor allem gilt es, ein Klima der Inklusion zu schaffen, das die Einstellung und Bindung von Frauen in der MINT-Branche begünstigt. Gleichzeitig müssen Unternehmen die Beseitigung von Vorurteilen und Barrieren zur Priorität erheben und zur Chefsache erklären; Führungskräfte müssen aktive Unterstützung leisten und institutionelle Verantwortung übernehmen. Des Weiteren ist es von wesentlicher Bedeutung, Frauen in diesen Berufen ein besseres Mentoring zu bieten und die Diversität weiter zu erhöhen. Denn es steht eine ganze Menge auf dem Spiel – und das betrifft nicht nur Ihr Unternehmen, sondern die Zukunft der Branche in ganz Europa.
Als Pionier auf dem Gebiet der Personaldienstleistungen und der Erforschung von Arbeitnehmervorlieben bietet Kelly Services eine umfassende Analyse, die verdeutlicht, weshalb es so wichtig ist, gegen die Unterrepräsentation von Frauen in Europas MINT-Branche anzugehen. Dabei untersuchen wir auch, welche Faktoren Unternehmen berücksichtigen müssen, um diese Spezialistinnen langfristig zu binden.
Neben der Analyse von Arbeitnehmervorlieben und psychographischen Einblicken auf Grundlage der Umfrageergebnisse aus dem Kelly Global Workforce Index von 2014 und 2015 werden in diesem Bericht auch Erkenntnisse aus der Kelly Free Agent Research-Studie von 2015 und sekundären Quellen berücksichtigt. Sofern nicht anders angegeben, stammen alle Statistiken aus aktuellen Arbeitsmarktstudien von Kelly.
KGWI: Women in STEM - A European PerspectiveKelly Services
This document discusses the importance of retaining women in STEM careers in Europe to help close the talent gap. It notes that women make up only 24% of science and engineering professionals in Europe. Flexible work arrangements are very important to retaining women in STEM across all levels and countries in Europe. The confidence gap between women and men in STEM fields is also discussed, with women generally feeling less confident in their skills and market demand compared to men. Recommendations to help boost women's confidence include sharing statistics, encouraging senior executives to sponsor high-potential women, making it easier for women to be mentors/role models, and ensuring job requirements focus on essential skills.
Global workers value work-life design elements that allow flexibility and balance between work and personal life. Flexible work arrangements are preferred by 31% of global workers. Professional and technical workers especially value work-life design and expect flexibility. Regional cultures also influence work preferences, with Americans prioritizing work-life balance and flexible schedules. Preferences between men and women are becoming less differentiated, though women place slightly higher importance on flexibility and friendships at work.
The Kelly Global Workforce Index (KGWI) is an annual global survey that is the largest study of its kind. In 2015, Kelly collected feedback from 164,000 workers across 28 countries across the Americas, EMEA, and APAC regions and a multitude of industries and occupations.
This study is taking a high level look at:
- Work-Life Design as it pertains to the global worker today.
- Women in STEM Talent Gap - a study that at the gap of women talent in STEM – Science, Technology, Engineering and Math – fields.
- Career Management – specifically the emerging trend of do-it-yourself (“DIY”) career development – as it pertains to the global worker seeking to be as resilient as possible in today’s uncertain environment
- Collaborative Work Environment as it pertains to the global worker today.
Here is our second global report on the topic Women in STEM.
The document provides tips and best practices for crafting an effective resume. It recommends customizing the resume for each job by highlighting relevant skills and experience. Key areas to focus on include accomplishments, skills, relevant industry keywords, and formatting for applicant tracking systems. Special circumstances like career changes or gaps in work history may require tweaking the standard resume format. Sample resumes in chronological and functional formats are also included.
CAREER FORWARD - THE TOOLS YOU NEED TO START MOVINGKelly Services
The document provides guidance on networking to advance one's career. It discusses how networking involves cultivating relationships that can provide career opportunities and advice. The document recommends developing an introductory presentation, identifying contacts within one's network, and using a variety of in-person and online methods to connect with professionals. It also provides tips for successful networking, such as asking informative questions, following leads immediately, and introducing contacts to one another.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
5 key differences between Hard skill and Soft skillsRuchiRathor2
𝐓𝐡𝐞 𝐏𝐞𝐫𝐟𝐞𝐜𝐭 𝐁𝐥𝐞𝐧𝐝:
𝐖𝐡𝐲 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐁𝐨𝐭𝐡 𝐇𝐚𝐫𝐝 & 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞 💯
In today's dynamic and competitive market, a well-rounded skillset is no longer a luxury - it's a necessity.
While technical expertise (hard skills) is crucial for getting your foot in the door, it's the combination of hard and soft skills that propels you towards long-term success and career advancement. ✨
Think of it like this: Imagine a highly skilled carpenter with a masterful understanding of woodworking (hard skills). But if they struggle to communicate effectively with clients, collaborate with builders, or adapt to project changes (soft skills), their true potential remains untapped. 😐
The synergy between hard and soft skills is what creates true value in the workplace. Strong communication allows you to clearly articulate your technical expertise, while problem-solving skills help you navigate complex challenges alongside your team. 💫
By actively developing both sets of skills, you position yourself as a well-rounded professional who can not only perform tasks efficiently but also contribute meaningfully to a collaborative and dynamic work environment.
Go through the carousel and let me know your views 🤩
Khushi Saini, An Intern from The Sparks Foundationkhushisaini0924
This is my first task as an Talent Acquisition(Human resources) Intern in The Sparks Foundation on Recruitment, article and posts.
I invitr everyone to look into my work and provide me a quick feedback.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
2. 2Kelly Global Workforce Index™
3 Confronting employee
‘disengagement’
6 Connecting employees
in conversation
8 Opening the door
to new talent
12 Social media and
career networking
15 Online job boards
lead the way
17 The employee preference
in online job boards
19 Conclusion: Casting
a wider net
contents
The Kelly Global Workforce Index
(KGWI) is an annual global survey
revealing opinions about work and the
workplace. Almost 230,000 people
across the Americas, EMEA and APAC
regions responded to the 2014 survey.
The topics covered in the 2014
KGWI survey include:
• Engaging active and
passive job seekers
• Career development
• The candidate experience
from hiring to onboarding
• Worker preferences and
workplace agility
A total of 31 countries participated in the
survey, utilizing 20 different languages.
Results span workplace generations, as
well as key industries and occupations.
This first installment, on the topic,
Engaging Active and Passive Job
Seekers, examines the nature of the
contemporary job search process
from a candidate’s perspective across
the Natural Resources sector.
It looks at the state of employee
engagement with work following
a period where many have
been unsettled by industry
restructuring and job cutbacks.
It also identifies one of the challenges
faced by employers in seeking to
identify outstanding talent at a time
when many employees may not be
actively pursuing a change of job.
These hidden candidates represent
a considerable reservoir of talent.
While once they would have remained in
the shadows for recruitment purposes,
in the online world, they are engaging
in a range of conversations that can be
of great interest to potential employers.
The Kelly Global
Workforce Index 2014
3. 3Kelly Global Workforce Index™
Confronting employee
disengagement
One of the features of the contemporary workplace in the
aftermath of the global economic slowdown is a sense of
‘disengagement’ experienced by some employees who may have
been buffeted by business restructuring, cutbacks or layoffs.
4. 4Kelly Global Workforce Index™
Like many workers, those in the
Natural Resources industries are
displaying signs of this fatigue.
Globally, less than a third (32%) of
those in Natural Resources say they
are ‘totally committed’ to their current
employers. This clearly has implications
for workplace morale and productivity.
The level of engagement in APAC (30%)
is slightly higher than in EMEA (27%).
Looking across countries in EMEA
and APAC, the highest levels of
engagement are in Norway (52%), India
(43%), Italy and Indonesia (both 39%),
and Russia (37%). The lowest are in
Hungary (12%) and Singapore (20%).
How ‘committed’ or ‘engaged’ do you feel with your current employer?
(% ‘Totally committed’ by Country)
Employee
engagement
0%
10%
20%
30%
40%
50%
60%
APAC 30%
GLOBAL 32%
EMEA 27%
AUSTRALIA
CHINA
FRANCE
GERMANY
HUNGARY
INDIA
PORTUGAL
RUSSIA
SINGAPORE
SWITZERLAND
UNITEDKINGDOM
NORWAY
POLAND
ITALY
INDONESIA
MALAYSIA
5. 5Kelly Global Workforce Index™
Closely tied to the notion of
employee engagement is the
issue of how ‘valued ‘employees feel.
An employee’s perception about
value, or worth, impacts on a host of
workplace performance outcomes.
Globally, 42% of Natural Resources
employees say they feel valued at work,
but with a significantly higher rate in
APAC (50%) than in EMEA (37%).
The highest rates are in Russia
(64%), and India and Indonesia (both
56%). The lowest are in Italy (20%),
Portugal (29%) and France (30%).
To what degree do you feel that you are valued by your current employer?
(% ‘Highly valued’ and ‘Valued’ by Country)
Employee
perception
of value to
employer
0%
30%
20%
10%
40%
50%
60%
70%
GLOBAL 42%
APAC 50%
EMEA 37%
FRANCE
GERMANY
HUNGARY
INDIA
PORTUGAL
ITALY
RUSSIA
UNITEDKINGDOM
NORWAY
POLAND
INDONESIA
CHINA
SWITZERLAND
AUSTRALIA
MALAYSIA
SINGAPORE
6. 6Kelly Global Workforce Index™
Connecting employees
in conversation
Many employees like to keep their employment options
open and, therefore, need to have communication links with
potential employers. The survey results show that targeting
prospects with regular, personalized communications can
be an effective technique to building a relationship.
7. 7Kelly Global Workforce Index™
When candidates in the Natural
Resources sector are asked about
their preferred means of engagement,
the strongly favored method is
periodic contact through phone calls,
emails and messages from employers
about relevant work opportunities.
This method is greatly preferred in
EMEA (63%) ahead of APAC (47%).
Participation in a firm’s talent
community and its social media
network is becoming more important,
particularly in APAC where almost
a quarter (22%) have embraced the
idea of talent communities, well
ahead of employees in EMEA (7%).
Which of the following best describes how you would like to be engaged by a prospective employer?
(% by Region)
Preferred
method of
engagement
0%
20%
40%
60%
80%
OtherReceive updates on
company's financial
performance
Participate in social
events/networking
opportunities with
company employees
Participate in the
company's social
media network
Participate in the
company's talent
community/networking
with others in online
talent community pool
Receive periodic
contact regarding
work that fits my
skill set and interests
EMEA
APAC
Global
8. 8Kelly Global Workforce Index™
Opening the door
to new talent
Online talent communities are still a relatively new technique in
talent pool management, but they hold appeal in certain markets
and are gaining traction. An online talent community is an interactive
forum where individuals engage with company representatives
and other community members. They will be informed about the
business as well as hear about potential job opportunities. This
study focused on employer/company-specific talent pools.
9. 9Kelly Global Workforce Index™
Experience in
online talent
communities
Globally in Natural Resources,
17% of workers say they
have participated in employers’
online talent communities.
The average across APAC is 28%,
considerably higher than in EMEA (9%).
Across APAC, there are very high
rates of engagement through talent
communities in countries including
Indonesia (45%), India and Malaysia
(both 25%), and China (23%). In
EMEA, the UK (28%) stands out
for its high level engagement.
Have you had any experience participating in an employer’s online talent community?
(% ‘Yes’ by Country)
0%
30%
20%
10%
40%
50%
GLOBAL 17%
APAC 28%
EMEA 9%
FRANCE
GERMANY
INDIA
PORTUGAL
ITALY
RUSSIA
NORWAY
INDONESIA
CHINA
SWITZERLAND
AUSTRALIA
MALAYSIA
SINGAPORE
POLAND
UNITEDKINGDOM
HUNGARY
10. 10Kelly Global Workforce Index™
The advantages of online talent
communities among those who have
participated (17% globally) largely centre
on access to jobs, cited by more than
two-thirds (68%), but more important
in EMEA (63%) than APAC (58%).
There is also an attraction to the
idea of learning more about a
company, cited by 41% globally.
A total of 37% say they like learning
what it is like working for a company
from current and former employees.
This is much more of an attraction in
APAC (41%) than in EMEA (31%).
Advantages of
online talent
communities
If ‘Yes’ to the previous question*, what do you like most about participating in an online talent community?
(% Globally, multiple responses allowed)
* Have you had any experience participating in an employer’s online talent community?
0%
20%
40%
60%
80%
OtherAccess to
trusted industry
information
Access to
trusted career
information/tips
Access to
relevant skill
development
information
Learning what
it is like to work for
a given company,
from current
and former employees
Learning more
about a
given company
Access to job
opportunities
EMEA
APAC
Global
11. 11Kelly Global Workforce Index™
The idea of participating in these
online talent communities holds
a certain amount of appeal for
many employees, offering a glimpse
inside a potential workplace.
Globally, among the 83% who have no
experience of online talent communities,
41% say they are either ‘very interested’
or ‘interested’ in becoming involved.
However, there is considerably
higher interest in APAC (51%)
compared with EMEA (35%).
Level of
interest in
online talent
communities
If no experience with online talent communities, how interested would you be in participating?
(% ‘Very Interested’ and ‘Interested’ by Country)
0%
30%
20%
10%
40%
50%
60%
70%
0
10
20
GLOBAAPACEMEA-GermanyFranceUKNorwayRussiaSwitzerlandAustraliaItalyHungarySingaporeMalaysiaChinaPortugalIndonesiaPoland
GLOBAL 41%
APAC 51%
EMEA 35%
FRANCE
GERMANY
PORTUGAL
RUSSIA
UNITEDKINGDOM
NORWAY
POLAND
INDONESIA
CHINA
SWITZERLAND
MALAYSIA
SINGAPORE
AUSTRALIA
HUNGARY
ITALY
12. 12Kelly Global Workforce Index™
Social media and
career networking
One of the more common means of communication with potential
candidates is through social media, which has become an important
conduit in the employment decision-making process for many employees.
13. 13Kelly Global Workforce Index™
Approximately one-third (35%) of
Natural Resources respondents
globally rely on social media in
their job and career decisions.
However, the APAC region is well
above the global average at 56%,
while EMEA is below, at 32%.
The most prolific users of social
media in career and/or employment
decisions are China (69%), India
(64%), Malaysia (56%), Indonesia
(54%) and Singapore (52%).
The biggest users in EMEA are
Poland (49%), and Hungary and
Switzerland (both 41%).
Do you use your social media network when making career/employment decisions?
(% ‘Yes’ by Country)
Use of social
media networks
in employment
decisions
0%
30%
20%
10%
40%
50%
60%
70%
GLOBAL 35%
APAC 56%
EMEA 32%
FRANCE
INDIA
PORTUGAL
RUSSIA
INDONESIA
CHINA
MALAYSIA
SINGAPORE
UNITEDKINGDOM
ITALY
GERMANY
AUSTRALIA
NORWAY
POLAND
HUNGARY
SWITZERLAND
14. 14Kelly Global Workforce Index™
The uptake of social media
means that it is occupying a
newfound place as a direct job-
search tool, particularly at a time
when traditional print advertising for
jobs is declining in many markets.
Globally, more than one-third (40%)
say they are now more inclined to
search for jobs via social media than
through traditional means, such as
newspaper advertisements, online job
boards or recruitment companies.
APAC (54%) is well above the global
average in terms of the use of
social media for job searches. It is
also well ahead of EMEA (40%).
In some of the fast growing
economies of APAC, social media
plays a prominent part, most notably
in Indonesia (64%), Malaysia (61%),
India (60%) and Singapore (59%).
Would you be more inclined to search for jobs via social media than traditional methods?
(% ‘Yes’ by Country)
Preference for
social media as a
job search tool
* ‘Traditional methods’ includes newspaper advertisements, online job boards or recruitment companies.
0%
30%
20%
10%
40%
50%
60%
70%
GLOBAL 40%
APAC 54%
EMEA 40%
INDIA
PORTUGAL
RUSSIA
INDONESIA
CHINA
MALAYSIA
SINGAPORE
UNITEDKINGDOM
ITALY
GERMANY
AUSTRALIA
NORWAY
POLAND
HUNGARY
SWITZERLAND
FRANCE
15. 15Kelly Global Workforce Index™
Online job boards
lead the way
The way that Natural Resources employees secured their
most recent jobs tells much about the changing face of
recruitment and the differing trends in global markets.
16. 16Kelly Global Workforce Index™
Almost a quarter of respondents
(24%) globally secured their most
recent job via an online job board, a
trend that is largely mirrored across
EMEA (25%) and APAC (26%).
The use of recruitment/staffing
companies and headhunters
was the second most frequent
method of securing work, at 19%,
both globally and in EMEA, but
considerably higher in APAC (26%).
Direct approaches from employers/
recruiters are consistently
15–16% in all the regions.
The use of ‘word-of-mouth’ as a means
of securing work is roughly twice as
common in EMEA as it is in APAC.
How did you secure your most recent job?
(% top four methods by Region )
Most common
method of
securing work
0%
10%
20%
30%
Word-of-mouthDirect approach from
employer/recruiter
Recruitment/
staffing company/
head hunter
Online job board
EMEA
APAC
Global
17. 17Kelly Global Workforce Index™
The employee preference
in online job boards
With the growth in online job boards as recruitment tools, there have
emerged a number of differentiated offerings to meet audience’s needs.
18. 18Kelly Global Workforce Index™
The preference among all
respondents are general job
boards that cater to a broad range
of positions and industries. Globally,
77% prefer these, with EMEA (84%)
and APAC (80%), both displaying a
strong preference for these outlets.
Company-specific job boards also
have a relatively strong following
with approximately one-third
globally using these, as well as
across EMEA and APAC.
Aggregator job boards, which
gather a host of information
and place it on a single site, are
preferred by approximately one-
third globally, by some 38% in
EMEA, but by only 11% in APAC.
Niche and/or association-specific job
boards are the preferred choice of
21% in EMEA and 25% in APAC.
Which of the following types of online job boards do you most prefer for searching job opportunities and/or evaluating the marketplace?
(% by Region, multiple responses allowed)
Preferred
online job
boards
0%
20%
40%
60%
80%
100%
Niche and/or
association-specific job boards
Aggregator job boardsCompany-specific job boardsGeneral job boards
EMEA
APAC
Global
19. 19Kelly Global Workforce Index™
The advent of digital and online
communications has opened
up a plethora of conversations
about work and the workplace.
Employers now have a number of avenues
both to attract the most compelling talent
and to convey information about their
businesses as preferred places to work.
This has made it possible to identify and
engage passive job seekers who may be
open to the right job at the right time.
Employees have moved en masse to
online job boards as the preferred vehicle
for hiring. They have also been quick
to utilize social media in a variety of
career- and job-related discussions.
There is also growing recognition of
the role of online talent communities
as a forum for informed conversations
with past and current employees,
providing prospective candidates with
valued insights into the workplace.
With the opening of multiple platforms on
which to converse and exchange views,
employers have an opportunity to make a
contribution, to highlight key values, and
to capture a wider array of candidates.
Conclusion
Casting a wider net