The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
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.
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.
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
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
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
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
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.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
A vision for the future of advertising - from IAB Engage, making the case that no amount of introspective naval gazing or technology will mend the two fundamentally broken relationships in advertising - brand-audience relationship and agency-client relationships. Instead of self-absorbed internal introspection, the advertising industry need to look outside its and learn from the big success stories in digital disruption. Specifically, we can learn three key lessons about the future of advertising from the rise of Uber and it's on-demand mobile service.
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
As a pioneer in the staffing industry, and in the study of workforce preferences, Kelly takes a high-level look at collaboration as it pertains to the global worker today. In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index™ (KGWI), this report pulls insights from Kelly Free Agent research (2015) survey data and other research sources. Unless otherwise noted, all statistics come from recent Kelly workforce research data.
Giancarlo Davila, Global HCM Strategic Advisor of HR Line of Business at SAP, discussed the future of the global workforce during a Thought Leadership Spotlight Presented by SuccessFactors, an SAP company, at the 2014 Human Capital Leadership Forum in Dallas on Nov. 20. In his presentation, Davila pointed out that getting the best talent is a major challenge for today’s organizations and is likely to remain an ongoing hurdle for many organizations.
According to Davila, “millennial misunderstanding” is a major problem for many organizations. Davila noted organizations must find ways to bridge the gap between millennials and business leaders, especially as more millennials enter the global workforce. In addition, Davila said organizations that start developing and launching recruitment programs now could find new ways to connect with millennials over the next few years: “It is easier for me to know my neighbor’s background, neighbor’s network, where he or she has worked in the past, what are her desires, what languages does she speak, where she has been in the last week and how she likes her coffee in the morning. When it comes to employees, it’s so hard to even understand that.”
Davila also said the future workforce will be flexible, especially as more organizations begin to rely heavily on a “contingent workforce.” Understanding how to leverage talent is vital for organizations, Davila noted, and this can help an organization find high-quality talent consistently: “It’s very important for you to understand that when you go to different markets, you’re going to be competing with talent, with local companies, very profitable, very engaging companies that know their demographics. … If you would like to grow, you also need to find those leaders that are willing and capable of leading a diverse workforce and willing to move and relocate to other regions.”
- See more at: http://www.argylejournal.com/chief-human-resources-officer/thought-leadership-spotlight-presented-by-successfactors-an-sap-company-giancarlo-davila-global-hcm-strategic-advisor-hr-line-of-business-sap/#sthash.ZSMP8enf.dpuf
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
El estudio Global Talent Trends 2019 de Mercer, presentado en el PAD-Escuela de Dirección, muestra las principales tendencias en gestión del talento a nivel mundial para este año. Está basado en el aporte de más de 7300 líderes de RR.HH. de todo el mundo.
Three major shifts will affect the workplace of the future: globalization, changing demographics, and social technologies. Millennials, those people born after 1979, will bring new expectations to the workplace, and they will dominate the US workplace in less than four years. What are companies doing now to attract, develop, and keep tomorrow's employees today? Learn some practical tips to prepare for the changes ahead from Karie Willyerd, the co-author of the bestselling book, The 2020 Workplace.
This report, conducted by an independent research firm and commissioned by Upwork, uses data from two surveys of U.S. hiring managers: one fielded in November 2019 prior to the COVID-19 crisis, and the other fielded during the crisis in April 2020. The surveys polled a combined 1,500 U.S. hiring managers to provide a holistic picture of workforce trends impacting business organizations. Find out how companies are building for the future.
The Future Workforce: Prepare for Hiring and Managing Talent in 2020 and BeyondSarah Brennan
Preparing for the future workforce: 2020 - A look at the impact of the Gen Y generation on the work force trends and how they will be shaping how we recruit, retain, develop and engage the workforce in coming decades. A look at the impact of technology, mobile, social, and more.
Presented by Sarah White (@ImSoSarah) founder of Accelir - a Strategic Advisory firm focused on talent. Sponsored by SAP SuccessFactors - A talent management platform.
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.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
A vision for the future of advertising - from IAB Engage, making the case that no amount of introspective naval gazing or technology will mend the two fundamentally broken relationships in advertising - brand-audience relationship and agency-client relationships. Instead of self-absorbed internal introspection, the advertising industry need to look outside its and learn from the big success stories in digital disruption. Specifically, we can learn three key lessons about the future of advertising from the rise of Uber and it's on-demand mobile service.
Stratégie de contenu Web : Mettre en avant votre contenuJerome Deiss
Il existe de nombreuses possibilités de mises en avant de votre contenu sur les réseaux sociaux. Nativement Facebook, Twitter, Google + possèdent des fonctionnalités qui permettent d'accentuer la visibilité de vos contenus. Voici sous la forme d'un slideshare, un petit guide pratique qui résume les fonctionnalités disponibles à ce jour.
HUB Report - Future of Video & Digital CreativityHUB INSTITUTE
Les Meilleures Campagnes et Approches en Marketing Digital. Retour sur le HUBDAY Future of Video & Digital Creativity accompagné d'insights de Cannes et du HUBFORUM Paris 2015 ainsi que les retours exclusifs d'experts. Pour télécharger la version complète, RDV sur http://hubinstitute.com/hubreports.
Live Webinar: Mastering Content Marketing on LinkedInLinkedIn
2015 is the year where social media and content marketing became a vital part of any successfully integrated marketing approach.
This webinar will explain how to create a successful content marketing strategy for your company on LinkedIn. We'll cover real examples of brands that are doing it right, how to select content that resonates, how to create a compelling editorial calendar and how to measure success.
The Internet of Things is one of the single biggest disruptive factors in today’s digital landscape. Companies need to plan out an IoT strategy that allows them to use data to create personalized content for customers across different channels.
Boris Kraft, Chief Visionary Officer of Magnolia, will be explaining the role of the digital business platform, and how it should form the hub for a company’s web, mobile and Internet of Things initiatives.
10 Steps great leaders take when things go wrongGetSmarter
http://resources.getsmarter.co.za/
Most of us avoid taking action because we’re afraid to fail. The truth is, every failure is simply one step closer to success. So, are you counting your failures as stepping-stones to success? These 10 tips will motivate you to approach failure with a fresh perspective.
Michael Page - Global Employment Trends - Financial Sector 2013Raquel Kroich
3.800 profissionais do Mercado Financeiro foram entrevistados em Março de 2013. Participaram executivos de 47 países, nas Américas, Europa, Oriente Médio, África e Ásia-Pacífico.
O objetivo da pesquisa é entender como os últimos anos em ambiente de crise impactaram o dia-a-dia dos profissionais do mercado financeiro em termos de motivação, salário, pagamento de bônus, oportunidades e carreira, bem como entender como os profissionais avaliam a atual situação e o futuro do mercado financeiro em todo o mundo.
Publicado em junho/2013
Refer to them as you please: Millennials, Gen-Y, young professionals...but these are the people that will be comprising nearly 50% of the workforce by 2020. How is your organization preparing?
Here are some facts about this new generation of human capital that businesses will need to keep in mind as they ready themselves for the biggest cultural shift in the workplace since the 60's and 70's.
Read on to find out how Nakisa's Millennial-ready software can help you prepare.
Randstad 2014 World of Work Talent Strategy Game Changers Seriesrandstad_hk
The 2013/14 Randstad World of Work research —
tapping into the perspectives of over 7,000 employers
and more than 7,500 employees across Asia Pacific
— confirms we are not just witnessing incremental
shifts in the world of work, but game-changing
forces that require fresh thinking and new, innovative approaches to building a sustainable talent 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.
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 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 first global report on the Work-Design topic.
Get Hired: Scientific Hiring Managers’ Top Secrets RevealedKelly Services
In a recent survey, we asked scientific hiring managers to share how they evaluate and distinguish top candidates. We also asked them about ways professionals can gain an edge in the hiring process to get noticed and ultimately, hired.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
2. The 2020 Workplace: How Will It Look?
The majority of hiring managers expect to see a rise in more
diverse, well-rounded teams over the next 3-5 years.
By 2020:
Attracting and Retaining Generation Y
The Silver Workforce
55%
52% 42%
46%
of hiring managers expect
the workplace to consist of
multiple generations and a
broader mix of nationalities.
anticipate an increase
of women in leadership roles.
72%
58%
41%
30%
a clear future career path.
educational programmes.
provide Corporate Social Responsibility
activities in their workplace and
plan to introduce CSR activities
next year.
77%
76%
69%
68%
consider personal experience and
stability to be the biggest assets
of a mature worker.
find their professional experience
to be a key advantage.
admit that Baby Boomers are often
the most loyal employees.
identify mentoring capability as
a key rationale for employing
older workers.
foresee more
workplace flexibility.
predict a rise in
virtual/mobile teams.
Top key drivers recognised by hiring managers:
3. ContentsThe 2020 Workplace: 4
A lot can happen in five years 4
A multidimensional workforce 5
The rise in workplace flexibility 7
Attracting and Engaging Generation Y: 9
Placing the spotlight on Millennials 9
Enhance your offering 10
Meeting the demands of Generation Y 11
Corporate Social Responsibility 12
Flexibility matters 13
The desire to learn more and progress 14
The role of technology and social media 15
Avoiding workplace segmentation 16
The Silver Workforce: 17
Harnessing the power of an ageing workforce 17
An untapped source of labour 20
Conclusions: 21
How will the 2020 workforce look? 21
What are the key drivers for Generation Y? 22
Are you embracing the silver workforce? 23
Time to evolve your recruitment strategy 24
4. The 2020 Workplace / Kelly Services
4
The 2020 Workplace: A lot can happen in five years
I
n the scheme of things, five years isn’t really
a long time – yet over that time a great deal
can happen. In the space of five years the
world’s tallest structure was built in Dubai, The
Beatles released 6 of their 12 studio albums,
and more recently Apple sold over 250 million
iPads.
So when it comes to the world of work, the
2020 workplace is likely to be a very different
place to what it is today. The important
question is: in what way?
For hiring managers,
evolving business
requirements and increasing
candidate demands are
drivers of change.
And as marketplaces shift and socioeconomic
landscapes alter, so too must our recruitment
practices.
Kelly’s Hiring Manager Survey 2015
reveals the future expectations of over 2,000
managers throughout the EMEA and APAC
regions and identifies advancing global trends.
5. The 2020 Workplace / Kelly Services
5
The 2020 Workplace: A multidimensional workforce
Kelly’s recent survey indicates
that the majority of hiring
managers expect to see a rise
in more diverse, well-rounded
teams with 52% embracing
multiple generations and
a broader mix of nationalities.
Hiring managers in India came out as the most
unanimous in their desire to attract a more
multinational workforce with 70% looking for a
more diverse mix of nationalities over the next
3-5 years. In contrast, the majority of hiring
managers in Russia (64%) and France (58%)
expect to see no change at all in this area.
When it comes to embracing generational
diversity, Malaysia lead the pack with 64%
foreseeing an increasing mix of generations in
their workforce over the next 3-5 years. In the UK
however, 54% expect to see no increase at all.
Although the majority of hiring managers
globally expect to see a rise in multigenerational
teams, 56% will not target their talent attraction
to take account of specific age groups in 2015,
with Australia and New Zealand showing the
least interest. For those that are choosing to
focus on generational talent attraction in 2015,
the majority are biased towards Generation Y.
This could suggest that Millennials are currently
considered to be of most value in today’s
workplace, or simply that hiring managers
believe their current recruitment practice does
not resonate effectively with this group.
Then, comes the topic of gender. In 5 years’
time, are we likely to see more women at the
top of the career ladder? Well, 52% of hiring
managers expect no change in gender split, but
a healthy 42% anticipate an increase of women
in leadership roles by 2020. Leaving only 6%
expecting to see less women at the top.
All countries were asked -
When it comes to diverse teams (mix of
generations), do you expect more, less
or no change in your company over the
next 3-5 years?
Comparison of countries who
expect to see more change in
their company when it comes
to diverse teams (mix of
generations) over the next 3-5
years.
UKGerm
any
France
RussiaSw
itzerland
Allcountries
Singapore
Australia
M
alaysia
India
More
No Change
Less
52%
52%
44%
4%
44% 54% 48% 45% 44% 53% 55% 64% 61%
6. The 2020 Workplace / Kelly Services
6
The 2020 Workplace: A multidimensional workforce
I
nterestingly though, when it comes to gender,
there’s a marked difference between mature
and developing markets. In the UK, for
example, only 33% expect to see more women
at the top in contrast to 68% in India. Perhaps
it’s because gender equality has already come a
long way in the more mature markets, so hiring
managers expect less change, or is it because
they believe gender equality is a harder (longer-
term) nut to crack than the 5 year window under
the spotlight?
In most areas, it appears hiring managers
across APAC are seeking to implement more
change in their workplace than their EMEA
counterparts. Given the different economic
make-up and maturity of the staffing markets in
these regions, this change could be driven by a
needs-must skills shortage scenario. Or perhaps
it is motivated by genuine workplace preferences
and a vision to create a more multidimensional
workforce by 2020.
We’ve already seen that 56% of hiring managers
have no plan to focus their talent attraction by
generation in 2015, yet the majority expect to
see a more multigenerational workforce in 5
years’ time. The question is then, do companies
actually need to look in different places to attract
people from different generations in order to
enrich their workplace diversity, or do they expect
it to happen naturally?
To ensure expectations are realised, and to speed
up the process of achieving generational targets,
recruitment methodologies and messaging can
be adapted to target certain groups, but these
must be well road-tested to make sure they’re
fit for purpose. Here, employer branding and
Employee Value Propositions (EVPs) will also
come into play if target groups are to feel they’ll
be a good cultural fit for the organisation.
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
Comparison of countries who expect to see more change
in their company when it comes to women in highest
leadership positions over the next 3-5 years.
33% 34% 39% 41% 35% 44% 39% 46% 68% 42%
7. The 2020 Workplace / Kelly Services
7
The 2020 Workplace: The rise in workplace flexibility
Many businesses are also
considering introducing a
richer variety of working
patterns and flexible
arrangements in order to
accomodate societal change
and appeal to a more diverse
talent pool.
Overall, the majority of hiring managers (55%)
are seeking to achieve more workplace flexibility
over the next 3-5 years.
Schedule flexibility appears to be the most
popular area of change here, with 52% of all
hiring managers planning to incorporate this
arrangement into their workplace. Overall, 35%
expect to see more job shares, but there are
many in Russia (61%) and France (60%) that
predict no change at all on this front. Similarly,
the inclusion of part-time roles is expected by
36%. Switzerland reigns for instigating change
here at 44%, but there’s more resistance in
Malaysia where opinion is split.
The rise in workplace flexibility is in keeping with
the reported desire to focus on delivering results
rather than on the actual process. 46% suggest
an emphasis on results over the next 3-5 years,
indicating that businesses are looking for new
ways to succeed. Forward-thinking organisations
will empower employees and crowdsource
ideas across all areas of the workforce for more
rounded business solutions. That’s to say,
companies are becoming less prescriptive about
how and where work is delivered, so long as
outputs remain consistently high - or maybe
become even higher due to a more motivated
workforce.
UKUK
Germ
any
Germ
any
France
France
Russia
RussiaSw
itzerland
Sw
itzerland
Singapore
Singapore
Australia
Australia
M
alaysia
M
alaysia
India
India
AllCountries
AllCountries
Comparison of countries who
expect to see more change in
their company when it comes
to schedule flexibility over
the next 3-5 years.
Comparison of countries who
expect to see more change in
their company when it comes
to workplace flexibility over
the next 3-5 years.
44%
47%
60%
56%
48%
45%
57%
60%
53%
51%
52%
58%
48%
57%
52%
55%
55%
68%
52%
55%
8. The 2020 Workplace / Kelly Services
8
The 2020 Workplace: The rise in workplace flexibility
V
irtual teams are another consideration for
today’s recruiters with 46% of all hiring
managers planning to employ these over
the next 3-5 years. In India this is most prevalent,
predicted by 60%. And in Malaysia too, 55%
see virtual teams as an important part of their
workforce by 2020. This is in contrast to the UK
and France, where over half expect to see no
change in this area.
The rise in virtual teams and flexible
arrangements has significant implications for
both management and peer groups. So how
can companies best incorporate mobile teams
and create an inclusive working culture? This is
where technology and enterprise social platforms
such as Yammer and Chatter can support virtual
communities and help facilitate processes
and communications. 360 degree feedback,
mentoring and knowledge sharing should also be
explored to engender team spirit and integration.
As increasingly complex workforces emerge and
evolve, it’s obvious that one size won’t fit all.
The benefits of a multidimensional workforce are
unique to each business, as are the people that
comprise them. It’s evidenced that organisations
prosper from the development of well-rounded
teams, where individuals bring different strengths
to the table. And workers can learn from one
another, much to a company’s gain. 2020
looks like being a win-win for employees and
employers alike.
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
Comparison of countries who expect to see more change
in their company when it comes to virtual / mobile teams
over the next 3-5 years.
36% 42% 34% 45% 43% 50% 44% 55% 60% 46%
9. Placing the spotlight on MillennialsAttracting and Engaging Generation Y:
A
s companies embrace a more
multidimensional workforce, the group
that’s predicted to receive the most
attention over the next 3-5 years is Generation Y.
The general consensus is that this group (who are
often referred to as Millennials) are made up of
those born between 1980 and 2000.
And of the hiring managers who plan to focus
on generational talent attraction next year, the
majority (29%) aim to focus on Generation Y.
This supports the idea that most businesses
appreciate the benefit of employing this group.
India and Malaysia are the most committed to
attracting Millennials over the next 3-5 years.
In fact they have already begun, with over 50%
of hiring managers in each of these countries
focussing on attracting Generation Y in 2015.
This compares to a mere 10% in Australia, who
show the least interest in targeting this group.
Having said that, Australian hiring managers
have little intention of targeting any other
group either, with 82% opting against any
sort of generationally biased talent attraction.
Interestingly though, 55% of Australians expect
to see a more diverse mix of generations in their
workplace over the next 3-5 years.
The 2020 Workplace / Kelly Services
9
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Education programmes
10. The 2020 Workplace / Kelly Services
10
Attracting and Engaging Generation Y: Enhance your offering
F
un contests and incentives are utilised by
42% of hiring managers to attract more
Generation Ys. This is particularly popular
in India, with a whopping 60% employing this
tactic, whilst 40% of Indian companies also
intend to introduce sports facilities on site over
the next 12 months.
Creative office design also appeals to
Millennials, and 40% of Malaysian companies
intend to up the ante in this area within the year.
The majority of French and Russian companies,
however, do not intend to improve their office
facilities.
When hiring Generation Y, 56% of respondents
take into consideration their high salary
demands. In Russia this rises to a staggering
77%, yet in Switzerland 28% disagree.
However, 71% of all hiring managers placed
more emphasis on the overall benefits package.
Equity share models and international holidays
are some of the more innovative benefits
considered by UK companies to lure Generation
Y to work for them. Whilst other countries list
bonus schemes, gifting, travel incentives, health
benefits, youth councils, social events and
exposure to the latest technology as additional
perks.
56%
Malaysian companies
plan to provide creative
office designs to
attract Millennials
Indian companies plan to
introduce sports facilities
onsite in the next year
Russian companies
take Generation Y’s
high salary demands
into consideration
40%
60%
77%
11. The 2020 Workplace / Kelly Services
11
Attracting and Engaging Generation Y: Meeting the demands of Generation Y
F
or businesses that plan to attract
more Millennials, it makes sense to
understand what this age group actually
values the most. Of course we’re dealing
with individuals who have their own personal
preferences, but adopting and promoting
those benefits widely cited as being attractive
to Generation Y should, in theory, generate
wider response rates and engagement.
Switzerland (66%)
Top countries
already providing
Top countries
planning to
provide
Australia (50%)
Australia (70%)
Malaysia (36%)
India (50%) India (38%)
Malaysia (37%)
Malaysia (40%)
Malaysia (34%)
Malaysia (39%)
Malaysia (36%)
India (36%)
India (40%)
India (66%)
India (46%)
Singapore (33%)
Singapore (32%)
India (38%)
India (55%)
India (50%)
India (50%)
India (64%)
Singapore (46%)
Switzerland (33%)
Germany (33%)
Malaysia (33%)
Malaysia (44%)
Malaysia (32%)
Malaysia (32%)
Russia (52%)
Russia (67%)
Germany (40%) Malaysia (33%)
UK (40%)
India (28%)
India (38%)
India (32%)
India (35%)
India (32%)
Malaysia (33%)
Malaysia (30%)
SCHEDULE FLEXIBILITY
Percentage of those across
ALL COUNTRIES who
ALREADY PROVIDE
Percentage of those
across ALL COUNTRIES
who PLAN TO PROVIDE
WORKPLACE FLEXIBILITY
FLEXIBLE EMPLOYMENT
ONSITE SPORTS FACILITIES
CREATIVE OFFICE DESIGN
GAMIFICATION APPLICATION / REWARD PROCESS
CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES
EDUCATION PROGRAMMES
FUN CONTESTS / INCENTIVES
56%
58%
37%
56%
41%
41%
42%
24%
29%
34%
30%
26%
26%
25%
22%
26%
27%
27%
21%
What benefits/activities does your company
provide or is planning to provide to attract
and retain Generation Y (Millenials)?
12. The 2020 Workplace / Kelly Services
12
Attracting and Engaging Generation Y: Corporate Social Responsibility
O
ur recent survey shows that hiring
managers look to promote their
Corporate Social Responsibility
activities when attracting and retaining
Generation Y. 41% currently provide CSR
activities in their workplace and of those that
don’t, 30% plan to introduce them next year.
Not only is CSR well documented for being
a strong driver for Millennials (fulfilling their
desire to give back), it can also build employee
morale and team spirit across an organisation by
bringing people together to support a common
cause. For a business, showing that you care
can really give you the edge, while benefitting
society as a whole.
13. The 2020 Workplace / Kelly Services
13
Attracting and Engaging Generation Y: Flexibility matters
H
aving a good work-life balance is
also important to Generation Y, so it
isn’t surprising that 56% of all hiring
managers surveyed already offer schedule
flexibility, with another 21% planning to
introduce this next year. In addition, flexible
employment models (such as freelancers,
temporary employees and contractors) are
currently used by 41%, with 26% more planning
to hire in this way. This addresses the preferred
choice of many Generation Ys who would
like to opt for a “portfolio career” where they
may possibly have a business of their own, or
freelance alongside a more regular corporate
role.
Fewer businesses (37%) are actively seeking
to encourage workplace flexibility and home
working, yet this is another way companies can
accommodate a better work-life balance. India
leads the way in this department with 50% of
hiring managers already offering the benefit.
According to the majority of the 220,000+
global workers surveyed in The Kelly Global
Workforce Index 2014, a good work-life
balance ranks above a higher salary in terms of
motivators to move job. Smart businesses will
take this into account.
WORK LIFE
14. T
he desire to develop and learn is
understandably strong amongst
Millennials. This is clearly evident in
Kelly’s 2014 Global Workforce Index, which
demonstrates the candidate’s willingness to
forego a salary increase in preference for the
opportunity to learn new skills.
58% of hiring managers already offer
educational programmes as a way of
attracting and/or retaining Generation Y.
Australians currently lead the way in terms of
their educational offering (with 70% already
providing this benefit to their workforce), but
it’s Malaysia that’s the most committed to
introducing more learning opportunities over
the next 12 months. UK hiring managers, on the
other hand, show the least interest in expanding
in this area, although 50% already provide
educational programmes.
A clear career path is also recognised as a
key driver for Generation Y by 72% of hiring
managers. Millennials like to receive regular
feedback and praise for a job well done, and
to know what’s next on the career horizon.
That said, rather than relying on stereotypical
preferences to manage the expectations of
Generation Y, savvy managers will have regular
appraisal related discussions (not just an annual
review) to establish what really matters to them
and map out their own personal career journey.
The 2020 Workplace / Kelly Services
14
Attracting and Engaging Generation Y: The desire to learn more and progress
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
26%26% 22% 16% 22% 28% 19% 36% 32% 25%
Comparison of countries planning to
introduce education programmes as a
benefit to attract and retain Generation Y
(Millennials).
15. The 2020 Workplace / Kelly Services
15
Attracting and Engaging Generation Y: The role of technology and social media
I
t’s not only the offering that’s important,
the way we communicate and engage with
this group also warrants close attention.
Traditional attraction and engagement methods
may need to be reconsidered as these digital
natives may be more effectively reached in
other, new ways. Move over print advertising;
Snapchat and Periscope enter in.
Surprisingly, only 58% of hiring managers agree
that social media recruiting is important to
Generation Y, and even less (47%) find mobile
recruiting useful. A worrying 7% are not sure if
mobile recruiting is even relevant, suggesting
that there’s a lot more to learn when it comes to
generational talent attraction.
India has the strongest bias towards mobile and
social media, closely followed by Singapore,
Malaysia and Australia. However, hiring
managers in the EMEA region do not seem as
convinced, with Russia, France and Switzerland
displaying the most apprehension.
Switzerland is the most conservative with a
mere 19% using gamification in the recruitment
process, compared to 55% in India. And in
Switzerland 51% of hiring managers have no
plans to implement it when recruiting in future,
and neither do those in Australia. This could
be a missed opportunity as only 4% of Swiss
respondents reported not to be focussing on
attracting Generation Y. And interestingly,
Australia was the highest ranking participating
country in the use of gamification for reward
and retention, despite their lack of interest
in utilising it as a tool in the hiring process.
Gamification was the strategy employed by
most for retention purposes of Generation Y,
proving that technology has an important role to
play in all areas of recruitment, from attraction
and retention solutions to the communication
and management of flexible teams.
of hiring managers
agree that social media
is important to
Generation Y
of hiring managers are
not sure that mobile is
a relevant tool
58%
7%
16. The 2020 Workplace / Kelly Services
16
Attracting and Engaging Generation Y: Avoiding workplace segmentation
Silver workforce Generation Y
M
ost hiring managers recognise the
need to have a dedicated
(different) approach to attracting
Generation Y. But once Millennials are on
board should they continue to treat them as
special citizens, or manage them with a broad
brush identical to everyone else?
In an entrepreneurial age where many younger
people are open to the idea of setting up
business and working for themselves, and the
opportunities available to them are expanding,
there is an increased need for many businesses
to focus on retaining young talent. The aim
should be, however, to maintain effective
ongoing engagement with this group, directly
addressing their needs whilst simultaneously
avoiding workplace segmentation.
For example, gamification reward processes
are considered useful, as is workplace flexibility
and home-working options. But to avoid
segmentation, these retention tactics should
be implemented across the organisation,
allowing all employees to benefit from reward
systems and an improved work-life balance.
Workplace segmentation
can be problematic for
all concerned
17. The Silver Workforce: Harnessing the power of an ageing workforce
The 2020 Workplace / Kelly Services
17
O
ver the last 25 years, the average
life expectancy across the globe has
risen by more than 6 years.1
In today’s
most developed countries life expectancy has
reached 80 years - and the rise is expected to
continue.
As the working population
advances in age - the
result of a healthier, more
active lifestyle and better
healthcare – businesses
must now consider the
role and potential of
the silver workforce.
Some in this age group realise they can’t afford
to retire or simply aren’t ready to make the
move, causing many to work past the traditional
1.The Lancet Medical Journal – December 2014.
retirement age. Others are choosing to semi-
retire, switching to part-time roles or more
consultancy based work.
A study by Deloitte in 2013 revealed that 48%
of Baby Boomers (those born during the post–
World War II baby boom between the years
1946 and 1964) plan to keep working past the
age of 65, and 13% expect to work into their
70s.2
This scenario brings some challenges,
but it also brings great opportunity with many
believing the rise of the silver workforce holds
the key to bridging the talent gap created by
the critical skills shortage.
So how are businesses responding to an
increasingly ageing workforce? And are they
doing enough to capitalise on the opportunities
presented?
2. Deloitte – Human Capital Trends 2013.
18. The Kelly Hiring Manager Survey 2015 reveals
that 52% of hiring managers predict a more
age-diverse workforce over the next 3-5 years,
yet only 26% told us that they expected to
employ more over 55s. Perhaps, the media
focus on Generation Y is masking the benefits
of the silver workforce. But the skills and
strengths possessed by the older generation
are not to be overlooked.
Those with the strongest intention of seeking
out this demographic are in Germany (35%),
Switzerland (33%) and the UK (32%). Whilst
only 13% in Russia are likely to focus on this
age group, with 44% here actually expecting
to see less over 55s in the workplace. These
differing views are likely to be a reflection of
current unemployment rates or other cultural
and economic factors.
Despite modest figures overall to proactively
hunt out this demographic, a majority (69%)
admit that Baby Boomers are often the most
loyal employees. Although those in Russia are
the least convinced, with 17% in disagreement.
Forbes also identifies Baby Boomers as loyal
employees, but only if they feel involved. If their
contributions go unrecognised they are likely to
rapidly disengage. 1
1.www.forbes.com – Multigenerational Workforce
The 2020 Workplace / Kelly Services
18
The Silver Workforce: Harnessing the power of an ageing workforce
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
India
AllCountries
32% 35% 27% 13% 33% 31% 24% 19% 25% 26%
Do you expect more change when it
comes to hiring an older workforce
over the next 3-5 years?
19. A
healthy 64% believe that this age
group also helps to reduce personnel
turnover, due to their propensity to
stay longer with an organisation. The French are
slightly less convinced, with 53% in agreement.
There are, however, some areas which appear
less clear-cut. For example, opinions are divided
as to whether the over 55s are easier to manage
than other age groups. Overall 42% believe
they are, but 22% think not. In addition, 35%
are undecided as to whether older workers are
more hard-working, although ultimately 49%
agree.
There is a much stronger vote in favour of their
mentoring capability, with 68% citing this as
a key benefit. Indian hiring managers are the
most convinced (81%) with the French far less
so (48%). Mentoring capability is a key rationale
for employing older workers, particularly in roles
that require a depth of technical know-how such
as the chemicals industry.
According to the majority of hiring managers
globally, the biggest assets of the silver
workforce are their personal experience and
stability. 77% of all respondents concur that
these qualities are most frequently found
amongst older employees. Russia and India are
in strongest agreement at 87%.
This is closely followed by Baby Boomers’
professional experience, with 76% agreeing
this is a key benefit; Germany being the biggest
advocate at 82%. Interestingly though, it is
Russia that agree the least (63%), showing
that for them, personal experience is far more
important.
The 2020 Workplace / Kelly Services
19
The Silver Workforce: Harnessing the power of an ageing workforce
Baby Boomers bring
more professional
experience to the table
Baby Boomers offer
companies more personal
experience and stability
Agree
Agree
Disagree
Disagree77%
76%
77%
6%
4%
20. The 2020 Workplace / Kelly Services
20
The Silver Workforce: An untapped source of labour
T
he survey findings show that the silver
workforce has a variety of unique skills
and strengths to bring to the table, many
of which may complement that of Generation Y.
And as many of these qualities already appear
to be widely accepted, it is surprising that only
26% of hiring managers intend to actively
attract more of this age group over the next 3-5
years.
One example of how age diversity can assist
productivity can be seen at McDonald’s. They
report a 20% increase in performance in their
outlets where 60 years+ workers are employed
as part of a multigenerational workforce.
And similar benefits have been reported by
employers from all sectors and sizes.
The silver workforce, therefore, deserves much
more attention than it currently gets, particularly
as their contribution has the potential to narrow
the looming talent gap. Yet for many businesses
it appears to be a relatively untapped source of
labour.
The Kelly Global Workforce Index 2014
highlights the importance of understanding the
workplace attributes that are most attractive to
prospective employees. And hiring managers
should take note of these drivers when reaching
out to mature workers. Employer branding and
talent attraction communications may also need
to be adapted to ensure the right message is
being created and delivered via the channels
where this demographic is most active.
Take time to find out what motivates older
workers and how your business can best
accommodate their needs. Consider alternative
solutions in order to maximise the potential
of an increasingly ageing workforce. Look
at a variety of flexible schedules, training or
reskilling, and possibly specifically tailored
roles. Discovering what makes them tick and
responding appropriately will not only help with
attraction and retention, it will also assist with
workplace integration and productivity.
Mature workers can help to upskill less
experienced workers, satisfying Generation Y’s
demands for ongoing learning opportunities.
And mature workers themselves may benefit
from reskilling to boost confidence and ability.
This kind of investment is just one of the ways
businesses can maximise the potential of an
ageing workforce. A workforce that is most
definitely here to stay.
With regards to hiring an older
workforce (55+ years) over the
next 3-5 years, do you expect more,
less or no change in your company?
More
No Change
Less
26%
51%
23%
4%
21. Multidimensional
Businesses will have more diverse, well-rounded teams
made up of multiple generations and nationalities.
And don’t be surprised to see more women at the top
A rise in workplace flexibility
Work schedules will be much more flexible and there will be
more businesses incorporating virtual teams into their workforce.
Technology will be key
There is no doubt that technology
will continue to play an important role in
attraction and retention, as well as facilitating efficient
communications with mobile workers and
assisting with knowledge sharing.
A focus on results not process
The increasing desire to focus on output will mean
companies will be looking for
new ways to achieve better results.
The 2020 Workplace / Kelly Services
21
Conclusions: How will the 2020 workforce look?
22. This is the biggest driver for Generation Y – even more
so than salary. Flexible employment models can include
part-time work, flexible schedules, contract roles, home
working and virtual teams, amongst others.
This is also recognised as a key motivator for young people.
Millennials want to know that there’s real potential for advancement
and progression. And businesses should help them
to realise their ambitions.
Corporate Social Responsibility is a big deal for Millennials,
so focus on community instead of profit to appeal
to this group. They want to make a difference
and know that their company feels the same.
Look at different ways of incorporating CSR activities
into your business. Making a positive impact on society whilst
improving your ethical reputation will boost
your appeal amongst Generation Y.
Educational programmes
As well as wanting a clear career path, Generation Y has a
constant desire to learn more. Introduce new and exciting
opportunities to avoid job roles becoming stagnant.
A good work-life balance
A clear career path
CSR activities
The 2020 Workplace / Kelly Services
22
Conclusions: What are the key drivers for Generation Y?
23. T
he rise of the silver workforce brings both challenge
and opportunity. Businesses should look to engage
better with older workers who can bring different
skills and strengths to the workplace and help bridge the
impending talent gap.
What do Baby Boomers bring to the workplace?
1. Personal Experience and Stability (77%)
2. Professional Experience (76%)
3. Loyalty (69%)
4. Mentoring Capability (68%)
5. Reduced Personnel Turnover (64%)
Rethink communications
Consider tailored job roles
Reward and respect
Be prepared to upskill reskill
Listen, learn take action
The 2020 Workplace / Kelly Services
23
Conclusions: Are you embracing the silver workforce?
Road-test your communication
methods to check they’re fit for
purpose. Messages may need to be
altered to appeal to mature workers
and channels readdressed.
Schedules, work patterns and
responsibilities may need to be
adjusted to better meet the needs of
an older workforce.
Respect is the path to engagement
with this group. Show them they
are valued as individuals by offering
appropriate rewards.
As the talent gap expands, reskilling
and upskilling becomes even more
essential. Mature workers may
benefit from training. And they can
play an important role themselves in
helping to upskill less experienced
staff. Their mentoring capability is a
huge asset here.
Spend time getting to know your
mature workforce better in order to
understand what really motivates
them. Then take relevant action to
meet their specific wants and needs.
24. T
alk to your target audience(s) –
understand what brought them to
you and what keeps them there.
Review and refresh your employer brand
regularly to ensure it reflects both who you
are now as an organisation, and who you
want to be. Consider creating an Employee
Value Proposition (EVP) to ensure the right
messages are based on a solid foundation
that represents your company ethos. And
when aiming for a more diverse workforce,
make sure that your employer branding ticks
all the right boxes, whilst avoiding clichéd
stereotypes.
Seize the moment and
embrace change. It’s
coming anyway!
Kelly’s Hiring Manager Survey 2015 identifies
what steps over 2000 hiring managers
throughout EMEA and APAC will be taking
over the next 5 years.
How do you measure up? Are you as diverse
and inclusive an employer as you want and
need to be? Are you taking the right steps
to future-proof your business against further
talent shortages? Are you ahead of the curve
in developing and promoting your employer
brand to attract and engage your workforce?
If not, it’s time to evolve your recruitment and
engagement strategy. Track, analyse and learn
from what works and what doesn’t within your
own organisation, as well as what’s working
for your competitors. Look at industry trends
and see what both big corporates and small
start-ups are doing to protect and develop
their workforce.
Innovation’s not all about big budgets, it’s
about creative thinking. And often small
changes can make a profound difference to
the success of your recruitment campaigns
and subsequent workplace productivity.
Now’s the time to consider strengthening your
workplace diversity to ensure your team is
the best it can be. Ensuring your offering and
recruitment packages remain competitive and
appeal to the right target audience will help
you achieve this success.
For more expert help and advice, why not talk
to Kelly and find out what your business could
be doing to stay ahead of the game.
Conclusions:
The 2020 Workplace / Kelly Services
24
Time to evolve your recruitment strategy
25. 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 provides
employment to more than 555,000 employees annually. Revenue in 2014 was
$5.6 billion.
Visit kellyservices.com for more information.
Connect with us on Facebook, Twitter, LinkedIn and YouTube.
ABOUT THE KELLY HIRING MANAGER SURVEY
The Kelly Hiring Manager Survey is an innovative new approach to uncovering the
truth about talent acquisition, the hiring process and workforce and generations.
Over 2,000 hiring managers across the Europe, the Middle East and Africa (EMEA)
and Asia Pacific (APAC) regions responded to the survey between December 2014
and February 2015. The target group was approached through Kelly Services’
International Network and an international panel. The survey was conducted by
Kelly Services. Data cleaned and structured by Intelligence Group.