The Quarter 2 edition of our Global Talent Market Quarterly shows latest updates on global labor market trends for 2015.

1. Global Talent Market Quarterly
SECOND QUARTER l 2015

2. Global Talent Market Quarterly
CONTENTS
3 Global Economic Situation
• Outlook
• Briefing
6 Global Labor Market Update
• Americas
• EMEA
• APAC
• Global Labor Market Spotlight
• Legislative Update
12 U.S. Labor Market Overview
• Current Employment Conditions
• Supply and Demand
• Labor Market Spotlight
16 Workforce Solutions Industry Insight
• The Ideal Workplace
• Freelance Management Systems
• Next-Generation RPO
• The Talent Project

3. Global Economic Situation
SECOND QUARTER l 2015

4. GLOBAL ECONOMIC OUTLOOK
Softer first quarter growth in key countries including the U.S. and China, and recessions in Russia and South America, are moderating
the outlook for the global economy in 2015. Global growth is expected to remain essentially flat from its 2014 level, with a gradual
acceleration predicted in the following years.
Source: IHS Global Insight (April 2015)4
AMERICAS
While the outlook for North American markets is
modestly healthy in 2015, recessionary conditions
are projected for large South American economies
including Brazil, Argentina, and Venezuela.
EMEA
Growth will be supported by the Eurozone
recovery and ongoing strength in the UK/Ireland,
but lower oil prices along with military and
political turmoil are causing significant economic
challenges in Russia and the Middle East.
APAC
China’s decelerating growth is being offset by an
economic revival in India, keeping regional
performance high. Growth in other key APAC
economies, including Japan and Australia, is
expected to be somewhat subdued but still
healthy.
2.8% 2.8%
3.3%
3.5%
2.1% 2.2%
2.5%
2.7%
1.7% 1.6%
2.4%
2.7%
4.8% 4.8%
5.1% 5.1%
0%
1%
2%
3%
4%
5%
6%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
REAL GDP GROWTH BY REGION, 2014-2017(p)
World Americas EMEA Asia-Pacific
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5. ECONOMIC BRIEFINGS
Growth prospects across markets are highly divergent, particularly among emerging markets. Robust expansion has pushed India
past China in growth, while Brazil and Russia have fallen into recession. The developed economies show a more graduated growth
pattern, led by the U.S. and U.K., with most Eurozone markets in a gradual recovery.
-6%-5%-4%-3%-2%-1% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9%10%
Russia
Brazil
Italy
Japan
France
Canada
Germany
Australia
U.K.
U.S.
China
India
REAL GDP GROWTH RATES, SELECTED MARKETS
Ranked by 2015(p) growth
2014(e)
2015(p)
2016(p)
5
Global GDP Growth
2015(p): 2.8%
Sources: IHS Global Insight (April 2015)
EMERGING MARKETS
 The economy in INDIA continues to steadily improve, driven by ongoing policy
reforms, lower commodity prices, and business and infrastructure investments.
 CHINA’s GDP growth is forecast to decelerate to 6.5% in 2015, in response to
overloads in areas including the housing market, industrial capacity, and debt.
 BRAZIL faces a recession in 2015, with business and consumer sentiment at record
lows; the Petrobras corruption scandal has also had major negative repercussions.
 The RUSSIAN economy will see a steep decline in 2015, with GDP contraction of
-5%, driven by falling oil prices, sanctions, and capital flight.
DEVELOPED ECONOMIES
 The U.S. economy had a slow start to 2015, but data (particularly in consumer
spending and housing) point to a recovery in the last three quarters of the year.
 The outlook for the U.K. is similarly healthy, as economic fundamentals remain
positive and wage growth is supporting consumer spending and confidence levels.
 Economies in CANADA and AUSTRALIA will need to adjust to changes in the
natural resources sector, causing growth to moderate somewhat in 2015.
 EUROZONE economic activity is slowly gaining momentum, aided by stimulus
measures and a depreciating euro; however, the risk of a Greek exit is rising.
 JAPAN is also expected to rebound in 2015, led by an improvement in exports,
rising consumer activity, a weaker yen, and monetary stimulus.
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6. Global Labor Market Update
SECOND QUARTER l 2015

7. GLOBAL LABOR MARKET UPDATE: AMERICAS
Labor market developments across the region reflect the markets’ varied economic climates, with a positive outlook for North
America and more challenging conditions in the larger South American countries.
Sources: IHS Global Insight (April 2015); Reuters, 04.23.15; Dow Jones, 04.27.15
7
UNITED STATES
After a relatively slow start to 2015, the pace of hiring is expected to pick up
over the rest of the year—but employment gains may not match the robust
260,000 new jobs per month trend seen in 2014.
BRAZIL
The Brazilian labor market snapped a three-month string of employment
declines in March 2015, but manufacturers, retailers and construction firms
continued to shed jobs. Unemployment is expected to rise to 5.5% in 2015.
CANADA
Canada’s employment picture remains relatively stable, with somewhat
surprisingly healthy job creation and level unemployment. One concern is the
growth of part-time employment at the expense of full-time positions.
MEXICO
The unemployment rate fell significantly in March, reflecting a positive
economic climate. Further large declines in unemployment are unlikely in the
near term, however, as more people are expected to join the labor force.
6.2%
5.5%
5.2% 5.2%
4.8% 5.5%
5.4% 5.4%
6.9% 7.0%
6.8%
6.6%
4.8% 4.8%
4.5%
4.3%
3%
4%
5%
6%
7%
8%
9%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
U.S. Brazil Canada Mexico
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8. GLOBAL LABOR MARKET UPDATE: EMEA
Although the Eurozone economy is gradually recovering, labor market improvements have been slower to develop. The region does
have some standout labor market performers, including the U.K. and Germany.
Sources: IHS Global Insight (April 2015); EIU, 04.23.15
8
FRANCE
Despite an improving economy, France’s employment situation remains
precarious. Unemployment will remain high and job creation will be limited
due to the slow recovery, rigid labor market conditions, and high labor costs.
GERMANY
The labor market showed significant signs of improvement in the first part of
2015, with healthy employment gains and a falling jobless rate. The positive
momentum is expected to continue as the economy remains strong.
RUSSIA
Unemployment began to rise in the first quarter of 2015 as the economy
contracted. Although the jobless rate is expected to continue to climb, many
companies may prefer to institute wage cuts over job cuts if possible.
UNITED KINGDOM
Employment growth accelerated in the first part of 2015 and the jobless rate
continued on its steady downward trend. Healthy economic activity is
expected to keep the demand for labor robust, driving skills shortages.
10.2% 10.2% 9.9%
9.6%
6.7%
6.3%
6.1% 5.9%
5.2%
6.6% 6.7%
5.8%
6.2%
5.4%
5.0% 4.9%
3%
4%
5%
6%
7%
8%
9%
10%
11%
12%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
France Germany Russia U.K.
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9. GLOBAL LABOR MARKET UPDATE: APAC
The outlook across APAC labor markets is largely positive, with steady job creation and relatively low unemployment expected to
persist. Skills shortages are increasing along with the ongoing and rising demand for higher skilled workers.
Sources: IHS Global Insight (April 2015); EIU, 04.17.15; Reuters, 04.24.15
9
AUSTRALIA
The Australian economy added more than 75,000 jobs in February and
March combined, and the unemployment rate fell to 6.1%. However, these
gains may not be sustained as labor market conditions remain volatile.
CHINA
Despite a slowing economy, employment remained relatively steady in Q1
2015. Still, the labor ministry said that the pace of urban job creation is
slowing and it aims to implement policies that will help spur employment.
INDIA
Competition for higher-level talent—particularly technology professionals—
continues to increase. As a result, recruitment and retention strategies that
target professional workers are becoming much more important.
JAPAN
Job cuts are decreasing and hiring trends are healthy, driving up job
availability rates. Employment demand will keep the unemployment rate
low, as well as fuel shortages of high-skilled labor.
6.1%
6.4%
6.1%
5.6%
4.1% 4.2% 4.3% 4.2%
8.8%
8.4%
7.8%
7.4%
3.6% 3.6% 3.5% 3.9%
3%
4%
5%
6%
7%
8%
9%
10%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
Australia China India Japan
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10. LABOR MARKET SPOTLIGHT: GLOBAL SKILLS SHIFTS
Source: World Employment and Social Outlook 2015, ILO
10
CHANGING DYNAMICS OF GLOBAL TALENT
Higher skilled jobs continue to capture a larger share of the
global labor mix, according to the ILO. High skill occupations
now comprise more than 18% of current global employment—
a share that is predicted to rise. The share of high-skilled
occupations varies widely across geographies, from less than
10% of employment in Sub-Saharan Africa to around 15% in
Asia and almost 40% in developed economies.
Medium-skilled jobs, on the other hand, have remained stable
globally since the turn of the millennium. However, underlying
trends reveal a geographic shift in medium-skilled jobs, away
from developed economies toward markets in Asia and Africa
as they work to move up the value chain.
Some experts suggest the loss of mid-skilled jobs in advanced
economies is contributing to rising income inequality, as
employment opportunities shift both up and down the scale.
18%
37%
45%
GLO BAL S KILLS MIX
High Medium Low
-6
-4
-2
0
2
4
6
High Medium Low
GLOBAL SKILL S SHIFT
p p t . ∆ i n e m p l o y m e n t s h a r e
( 2 0 0 0 - 2 0 1 9 p )
-6
-4
-2
0
2
4
6
Global Developed
Economies/
EU
East Asia South Asia North Africa
MEDIUM - L EV EL SKILLS EMPLOYM EN T CHANGE
p p t . ∆ i n e m p l o y m e n t ( 2 0 0 0 - 2 0 1 3 )
• High-Skilled=Non-routine, cognitive occupations
• Medium-Skilled=Routine occupations
• Low-Skilled=Non-routine, manual occupations
98
100
102
104
106
108
I N C O M E I N E Q U A L I T Y I N
D E V E L O P E D E C O N O M I E S
a v e r a g e G i n i c o e f f i c i e n t , G 7
• Index: 2000=100
• Gini Coefficient: the most commonly used measure of income inequality;
higher score signifies greater inequality among a country’s population
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11. GLOBAL LEGISLATIVE UPDATE
Several markets have seen new regulations that seek to more clearly define the use of temporary workers; those in Slovakia, Poland, and
South Africa place limits on the length of temporary work contracts. In Australia, Mexico, and Puerto Rico, recent court rulings help clarify
those countries’ laws surrounding discrimination and sexual harassment.
Sources: SIA ROW and EU Legs and Regs Advisors, January 2015; SIA Daily News, 02.23.15, 04.02.15; IHS Global Insight 04.30.15; globalemploymentlaw.com
11
PUERTO RICO
The Puerto Rico Supreme Court
ruled that employers may adopt
their own regulations that go
beyond the requirements of the
national law that prohibits sexual
harassment in the workplace.
SLOVAKIA
Amendments to the labor code that affect
temporary employment took effect in March
2015. Among the provisions are equal pay for
temporary workers, changes to the rules about
paying travel expenses for temporary work, a
ban on temporary assignments for hazardous
work, and a 24-month cap on assignments.
SOUTH AFRICA
New provisions that clarify the meaning of
temporary work took effect in January 2015.
Under the new rules, temporary work should not
exceed three months; and may be used either as a
substitute for an employee who is temporarily
absent or to perform work that is determined to
be a temporary service by a collective agreement.
POLAND
The government approved a 36-month cap on
temporary employment contracts. This limit
applies to all work completed by a temporary
worker for a single employer, even if there are
gaps in the employment. After 36 months the
contract will automatically become indefinite.
ITALY
The cabinet approved certain key labor market
reforms that: ease firing restrictions for large private
sector firms; introduce a new type of permanent
contract that aims to reduce the use of temporary
contracts; and extend unemployment benefits for
temporary workers.
BRAZIL
The lower house of Congress approved a bill that would
allow companies to use contract workers for most of
their business functions (rather than just ancillary
activities currently). The controversial bill, which is
strongly opposed by labor unions and the leftist ruling
party, will now go to the Senate for approval.
MEXICO
The Supreme Court has ruled that
employers cannot discriminate in recruiting
staff on the basis of gender, age or
disability. The consequences of violation
include fines, compensatory damages and
even criminal penalties.
AUSTRALIA
A recent court ruling
reaffirmed that requesting
personal data—such as age or
gender—from job applicants
may breach the country’s
discrimination law.
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12. U.S. Labor Market Overview
SECOND QUARTER l 2015

13. HIRING DIPS IN MARCH
After twelve straight months of employment
gains above the 200,000 mark, the pace of job
creation slowed considerably in March.
Employers added just 126,000 workers to their
payrolls during the month, the lowest since
December 2013. The low figure, along with
downward revisions to January and February
hiring totals, brought average monthly job
creation to 197,000 for the first three months of
2015—well below the average pace of 324,000
per month in the last quarter of 2014 and
260,000 per month for the full year 2014.
LITTLE CHANGE IN UNEMPLOYMENT,
PARTICIPATION, AND EARNINGS
The unemployment rate has seen little change
over the first three months of 2015, and stands
at 5.5%—its lowest point since May 2008. Labor
force participation has remained in a narrow
range between 62.7% and 62.9% for nearly a
year. And hourly earnings growth continues to
average around 2%—compared to above 3% in
the years prior to the recession.
U.S. EMPLOYMENT CONDITIONS
EMPLOYMENT OVERVIEW
13
Source: U.S Bureau of Labor Statistics
U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE
A SOFT PATCH—OR THE SHAPE OF THINGS TO COME?
The U.S. economy and labor market seem to have hit a soft patch to begin 2015, with several other indicators in addition to the jobs report—including
GDP, consumer and business investment, and manufacturing output—pointing towards some sluggishness. Experts have attributed the slowdown to
external factors such as harsh winter weather, softer global demand, and the weakening in the energy sector. It remains to be seen whether the economy
and the labor market will return to more robust growth levels during the spring and summer, or if these are signals of a decelerating trend.
OCT NOV DEC JAN FEB MAR
Total non-farm employment growth 221K 423K 329K 201K 264K 126K
Private sector employment growth 218K 414K 319K 202K 264K 129K
Unemployment rate 5.7% 5.8% 5.6% 5.7% 5.5% 5.5%
5
5.5
6
6.5
7
7.5
8
8.5
0
100
200
300
400
500
Mar
13
Apr
13
May
13
Jun
13
Jul
13
Aug
13
Sep
13
Oct
13
Nov
13
Dec
13
Jan
14
Feb
14
Mar
14
Apr
14
May
14
Jun
14
Jul
14
Aug
14
Sep
14
Oct
14
Nov
14
Dec
14
Jan
15
Feb
15
Mar
15
UnemploymentRate(%)
Employment(000s)
Total non-farm employment growth Unemployment rate
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14. U.S. LABOR MARKET: SUPPLY AND DEMAND
14
U.S. MARKET - MONTHLY LABOR DEMAND VS. LABOR SUPPLY
Sources: Conference Board Help Wanted OnLine, Bureau of Labor Statistics
UnemployedWorkers
(inthousands)
OnlineJobAds
(inthousands)
FALLING SUPPLY/DEMAND RATIO SUGGESTS
TIGHTENING LABOR MARKET
The Conference Board reported a sharp increase in
the number of online advertised vacancies during
the first quarter of 2015, followed by a slight
slowdown in April. The worker supply/demand ratio
has fallen to just under 1.6 available workers per
online job vacancy – its lowest level since 2007.
IT, HEALTHCARE AND FINANCE OCCUPATIONS
IN SHORT SUPPLY
Looking at the ten largest online job categories,
computer/math, healthcare, and business/finance
occupations currently have the lowest supply/
demand ratios in the U.S. Current demand for each
of these occupations outstrips available supply,
with 2 to 5 online advertised job openings for every
unemployed job seeker.
FALLING OIL PRICES IMPACTING LABOR
MARKETS IN THE SOUTH
Demand for oil and gas extraction workers peaked
in the summer of 2014, but has fallen more than
60% during the past 7 months. Several southern
markets including Texas, Louisiana, and Oklahoma
have seen demand conditions soften as a result.
0
2000
4000
6000
8000
10000
12000
0
2000
4000
6000
8000
10000
12000
14000
16000
Jan11
Apr11
Jul11
Oct11
Jan12
Apr12
Jul12
Oct12
Jan13
Apr13
Jul13
Oct13
Jan14
Apr14
Jul14
Oct14
Jan15
# of Unemployed Workers # of Online Job Ads
“After 8 years, the US supply/demand rate is now back to its pre-recession best in March 2007,” — Gad
Levanon, Director of Macroeconomics and Labor Markets, The Conference Board
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15. U.S. LABOR MARKET SPOTLIGHT: EMPLOYMENT BY AGE
15
WORKFORCE DEMOGRAPHICS
The aging of the workforce is a familiar story, but according to new
research by CareerBuilder, demographic and occupational shifts can be
seen at both ends of the age spectrum. Younger and older workers
alike have seen significant changes so far in the 21st century.
The number of jobs held by teenagers (ages 14-18) is down by 1.7
million, or 33%, since 2001. Teens have lost share in many occupations
that have been traditional after-school staples, such as dishwashers
and movie theater ushers. At the same time, millennials (ages 22-34)
have gained share in many of these types of occupations.
Older workers (ages 55+) have grown from 15% of the workforce in
2001 to 20% in 2014—a 40% increase. According to CareerBuilder,
older workers comprise at least one-quarter of the workforce in 210
occupations, up from 86 occupations in 2001. These occupations are
high on the list of anticipated talent shortages in the coming years.
Source: The Changing Face of US Jobs, CareerBuilder, 2015
4%
6%
29%
46%
15%
2001
14-18 years
19-21 years
22-34 years
35-54 years
55+ years
2%
6%
29%
43%
20%
2014
S H A R E O F U S E M P L O Y M E N T B Y A G E G R O U P
12%
14%
14%
32%
31%
23%
24%
23%
45%
45%
Ushers, Ticket Takers
Dishwashers
Food Prep/ Serving
Hosts/ Hostesses
Counter Attendants
2001
2014
A G E 1 4 - 1 8 S H A R E O F T O T A L E M P L O Y M E N T
(Incl. cafeteria, concessions,
coffee shops)
S E L E C T E D O C C U P A T I O N S W I T H H I G H
C O N C E N T R A T I O N O F W O R K E R S A G E 5 5 +
Clergy
47%
Librarians
44%
Chief
Executives
39%
Construction/
Building
Inspectors
38%
Tool & Die
Makers
35%
Physicists
34%
Judges
31%
Dentists
30%
Machinists
26%
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16. Workforce Solutions
Industry Insight
SECOND QUARTER l 2015

17. THE IDEAL WORKPLACE
Employees across the globe are looking for a variety of non-traditional, collaborative, and technology-based approaches as they
think about the optimal setting in which to work. The Kelly Global Workforce Index shows that organizations that integrate
these features into their work environments may have greater success in attracting and retaining the best talent.
17 Source: Kelly Global Workforce Index 2014
UNDERSTANDING EMPLOYEES’ PREFERENCES
Workers across the globe were asked to identify what their ideal work
environment would look like as part of the 2014 Kelly Global Workforce
Index. Employees said that they most prefer a workplace that offers
collaboration and cross-functional teams (57%), followed by flexible work
arrangements (54%). Other top features include being able to use cutting-
edge technology, a creative/innovative culture, and virtual teams.
Among generations, older workers are less likely to prefer collaborative
environments, but slightly more likely to want flexible workstyles.
Differences appear among regions as well, with those in EMEA less
interested in both flexible work and virtual teams. And workers in STEM
occupations show a greater preference for a culture of innovation and the
ability to work with high-level equipment compared to the average
professional/technical worker. 37%
39%
44%
54%
57%
Virtual teams
Culture of innovation and creativity
Exposure to the latest
technologies/top-notch equipment
Flexible work arrangements
Highly collaborative environment
(cross-functional teams)
T O P F E A T U R E S O F I D E A L W O R K
E N V I R O N M E N T
40%
53%
58% 58%57% 58% 56%
51%
Silent
Generation
Baby
Boomers
Gen X Gen Y
Highly collaborative environment
Flexible work arrangements
DIFFER EN C ES BY GENERA TI ON
58%
43%
60%
38%
32%
47%
Americas EMEA APAC
Flexible work arrangements
Virtual teams
DIFFER EN C ES BY REGION
51% 48% 48%
44%
56% 55%
63%
46%
Science Engineering IT All P/T
Culture of innovation/creativity
Exposure to latest technologies/equipment
DIFFER EN C ES BY OCCUPATI O N
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18. FREELANCE MANAGEMENT SYSTEMS
The online staffing space is now rapidly evolving with the emergence of Freelance Management Systems (FMS), which target the
needs of large enterprise clients seeking solutions to control risk and better manage their growing independent worker community.
18 Source: Staffing Industry Analysts
GREATER SUPPORT OF THE INDEPENDENT WORKFORCE
Traditional online staffing platforms got their start serving the needs of
small-to-mid-sized clients who were seeking a marketplace for bringing
together buyers and suppliers of independent worker (IW) talent.
Freelance management systems (FMS) go beyond just talent matching;
they function as workforce management platforms with tools to support
all aspects of IW engagement, from compliance and screening to
payment and performance measurement.
Online
Staffing
FMS
IW MARKETPLACE IW MANAGEMENT
MORE
LESS
RISKLEVEL
BUSINESS OBJECTIVE
FMS platforms are also integrating with VMS systems to support
the needs of their most sophisticated managed solutions clients.
An FMS offers end-to-end service and support to both enterprise
users and independent workers, whereas a VMS is primarily used
to manage vendors with limited value for independent workers.
Although online staffing platforms were originally geared towards
the SME market, FMS solutions are beginning to gain traction within
larger clients. On average, more than half of all FMS revenues are
coming from companies with at least $500M in revenue.
F M S S U P P O R T I N D E P E N D E N T W O R K E R
E N G A G E M E N T A N D R E D U C E R I S K S
VMS
Client
Vendors
Temporary
Agency
Workers
SOW
Consultants
FMS
Client
Independent
Workers
F M S + V M S A S P A R T O F A
C O M P R E H E N S I V E C O N T I N G E N T
W O R K F O R C E M A N A G E M E N T P R O G R A M
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19. NEXT-GENERATION RPO
RPO clients have traditionally looked to providers to deliver cost savings and efficiencies in their core recruitment processes. As the
market matures, the focus is turning towards more value-added processes that provide greater impact across the client’s organization.
19 Source: Nelson Hall; Everest
RPO MOVING UP THE VALUE CHAIN
RPO contracts are becoming more than just
agreements to provide core recruitment services
in the most efficient and cost-effective way
possible. RPO is evolving to include higher-level
solutions that help to make HR more meaningful
and integrated with strategy at an enterprise level.
These value-added services include functions that
address the critical issue of candidate attraction
and retention, such as developing employer
branding strategies and creating talent
communities. Other services like workforce
planning and analytics functions provide clients
with the ability to elevate and optimize their talent
management processes using internal and external
market data and insights.
PAST FUTURE
• Cost Reduction
• Scalability
• Efficiency
• Effectiveness
• Business Impact
• Strategic Alignment
Core Recruitment
Services
• Sourcing
• Screening
• Interviewing
• Applicant Tracking
Core Recruitment PLUS
Value-Added Services
• Employer Branding
• Talent Communities
• Labor Market Data/
Analytics
• Workforce Planning
FOCUSSCOPE
INCREASING VALUE TO CLIENT
R P O M A R K E T E V O L U T I O N
70% of RPO providers say they will increase investments in analytics in next 12 months
30% of RPO providers are developing a portal to increase visibility of labor market data
0%
50%
100%
2007 2009 2014
RPO PROVIDERS OFFERING EMPLOYER
BRANDING SERVICES
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20. Kelly offers a complete content library that advances the discussion and thinking around current trends, strategies, and issues
impacting global talent management.
To register for webcasts or for more information, visit www.kellyocg.com
Download The Talent Project, a free iPad ® app by Kelly Services.
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process, and their decisions to accept offers and
recommend the organization to others.
Outsourcing Rigor
Juan Luevano, Director & Supply Chain &
Administrative Practice Lead, BPO, KellyOCG
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Regulation adds complexity to the outsourcing process. In
this paper, Kelly presents elements you can put in place to
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21. ABOUT KELLY SERVICES®
Kelly Services, Inc. (Nasdaq: KELYA, KELYB) is a global leader in providing workforce
solutions. Kelly®
offers a comprehensive array of outsourcing and consulting services as well
as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients
around the world, Kelly provided employment to approximately 555,000 employees in 2014.
Revenue in 2014 was $5.6 billion.
A KELLY SERVICES REPORT
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Kelly Services Inc. makes no representation or warranty with respect to the material contained within this report.
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