For more workforce content, head to http://www.talentproject.com
The Landscape of Recruitment Infograph is the visual summary of Report "Acquisition and Retention in the War for Talent" from the workforce solution provider Kelly Services.
CoCreated Conversations on The Future of HRDoug Shaw
Notes, queries, questions and reflections from conversations on the future of HR, hosted by Meg Peppin and Doug Shaw at the 2015 CIPD Conference in Manchester.
The way we work is undergoing a transformation from the impact of megatrends, such as digitalisation, social media and working in projects and short periods of employment. Understanding the challenges this transformation causes for individuals will be a key factor for employers in attracting talent.
Must Do-List for Recruiters in 2016. Take a look at following Infographic on Video Interviews and how it is trending in coming years.
Read more interesting content, at www.thecareermuse.co.in - We intend to inform and inspire recruiters, job seekers and anyone with an interest in the workplace and HR technology.
Hope you enjoyed reading the Infographic.
Feel free to share your feedback with us at @CareerBuilderIn
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
This document outlines the recruitment and onboarding process at Talent Tomorrow. It details the various stages from identifying a vacancy through to retaining employees. The process includes advertising roles internally and externally, screening candidates, conducting interviews, making an offer, and onboarding new hires. The onboarding process spans from 8 weeks before the start date through 3 months of probation and involves various trainings, introductions, objective setting, and performance reviews to integrate new employees.
Employer branding is vital for attracting top talent in today's competitive job market. With a skilled labor shortage and high competition for workers, job seekers are well informed and care deeply about company culture, mission, and values. Developing a strong employer brand through internal and external communications can significantly impact a company's ability to recruit and hire. Key aspects include understanding target audiences, developing an employee value proposition, and getting branding messages out through various online and traditional channels. Research shows strategic recruitment marketing and a positive employer brand can increase applications, reduce costs, and boost staff retention and diversity.
CoCreated Conversations on The Future of HRDoug Shaw
Notes, queries, questions and reflections from conversations on the future of HR, hosted by Meg Peppin and Doug Shaw at the 2015 CIPD Conference in Manchester.
The way we work is undergoing a transformation from the impact of megatrends, such as digitalisation, social media and working in projects and short periods of employment. Understanding the challenges this transformation causes for individuals will be a key factor for employers in attracting talent.
Must Do-List for Recruiters in 2016. Take a look at following Infographic on Video Interviews and how it is trending in coming years.
Read more interesting content, at www.thecareermuse.co.in - We intend to inform and inspire recruiters, job seekers and anyone with an interest in the workplace and HR technology.
Hope you enjoyed reading the Infographic.
Feel free to share your feedback with us at @CareerBuilderIn
From interim CHRO for the U.S. Olympic Committee with the world's best athletes to head of employee engagement at storied brand American Express to CLO and change agent at Apollo Education Group, Alicia Mandel is a strategic thinker and compelling speaker. In this webinar, she explored and shared:
The need to transition from compliance-focused to engagement-centric HR
How the “sprint” business paradigm conflicts with an annual performance process
Core principles for a new performance management model
Four good transformation starting points
Change readiness model and process checklist for transforming your process
Organisational Change Management (OCM) is a critical component of many successful ERP projects. Despite this, the term Change Management is one which is not well understood by many ERP practitioners or by most ERP users. There is often a general sense that it covers the softer, people-related issues that arise during ERP implementation projects and that as a result, OCM itself is an ill-defined and woolly concept.
This paper sets out to dispel this view by defining OCM in ERP projects very clearly in terms of strategy, constituent work streams and implementation tasks. View an extract of the report and download the full report for free at: http://www.lumeniaconsulting.com/resources/reports-white-papers/organisational-change-management-erp-projects
This document outlines the recruitment and onboarding process at Talent Tomorrow. It details the various stages from identifying a vacancy through to retaining employees. The process includes advertising roles internally and externally, screening candidates, conducting interviews, making an offer, and onboarding new hires. The onboarding process spans from 8 weeks before the start date through 3 months of probation and involves various trainings, introductions, objective setting, and performance reviews to integrate new employees.
Employer branding is vital for attracting top talent in today's competitive job market. With a skilled labor shortage and high competition for workers, job seekers are well informed and care deeply about company culture, mission, and values. Developing a strong employer brand through internal and external communications can significantly impact a company's ability to recruit and hire. Key aspects include understanding target audiences, developing an employee value proposition, and getting branding messages out through various online and traditional channels. Research shows strategic recruitment marketing and a positive employer brand can increase applications, reduce costs, and boost staff retention and diversity.
5 (Ridiculously) Simple Steps to Creating Your Employment Brand | CAREEREALISMJ.T. O'Donnell
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
10 Ice Breaker Games - How to get to know your officeElodie A.
Joining a new group can be pretty intimidating. I remember when I joined the team at Officevibe, I was pretty nervous, and wanted to make sure I became friends with the team as quickly as possible.
Learn more on our blog:
https://www.officevibe.com/blog/ice-breaker-games
learn more about Officevibe:
https://www.officevibe.com/
This document summarizes a webinar about responding to reviews on Glassdoor. It provides tips on setting guidelines for responses, assigning responsibility for monitoring reviews across teams, and implementing feedback loops to inform employer branding and HR programs. Two company examples are highlighted - Home Depot responds to 80-90% of reviews and gleans insights to shape its employer value proposition, while Uber prioritizes issues and uses a rubric to guide response levels and transparency. The webinar concludes with a Q&A for the panelists.
- The European labour market remained weak in early 2013, with over 100,000 announced job losses and limited job creation of around 34,000, leaving a net loss of 66,000 jobs.
- The largest job losses were in France, Germany, Spain, the UK, and Italy, while the biggest job gains were in France, the UK, and Germany.
- The sectors most heavily impacted by job losses were automotive, administrative and support services, and financial services, while manufacturing saw some gains, particularly in automotive and aircraft production.
- The construction sector across Europe continued to struggle with declines in activity and employment.
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents from 31 countries across the Americas, EMEA and APAC regions.
This first installment, on the topic of Career Development and Upskilling, explores the changing focus on training and skills development, as employees become more proactive and self-reliant in managing their careers.
The employment Restructuring Report is compiled by Kelly services. It provides a timely review of economic, labour and hiring conditions in the relevant markets, with a detailed focus on the most recent data regarding mass layoffs and restructuring. The report is compiled utilising publicly available data from official, private and not-for-profit organisations. published on a quarterly basis, the employment Restructuring Report is available in separate editions for the United States and the European Union.
EU Employment Restructuring Report Q4 2012Todd Wheatland
- Job losses in the EU climbed to over 100,000 in Q3 2012 while job creations fell to 30,000, widening the gap between losses and gains.
- Italy saw the largest losses at 31,340 jobs lost, largely in the public sector, while Germany lost 16,297 jobs including at RWE and Karstadt.
- Manufacturing and public administration accounted for over half of all job losses, with 32,501 and 25,000 jobs lost respectively.
This installment of the 2012 Kelly Global Workforce Index looks at the emergence of the highly virtual workforce, characterized by employees that are connected to their workplace around the clock by virtue of mobile technologies.
In September 2012, the U.S. economy added 114,000 jobs while the unemployment rate fell to 7.8%, a three-year low. Although job growth remains somewhat sluggish, revisions to prior months showed stronger growth. Healthcare and transportation led job gains in September. However, manufacturing shed 16,000 jobs for the second straight month. While the labor market is gaining momentum, uncertainties around issues such as the fiscal cliff and global economic conditions continue to weigh on hiring by U.S. employers.
This fourth installment of the 2012 KGWI
looks at issues surrounding job mobility and career progression as part of a shift to a more autonomous and empowered workforce. It shows a changing attitude on the part of employees, with more embracing the notion of gaining new experiences and skills with multiple employers.
The “E” in STEM – spotlight on the engineering employment marketTodd Wheatland
A new info graphic on the top growing engineering specialties and geographic markets in the U.S. is showing a clear picture: Demand is growing and impending retirement of many of the profession's most experienced workers looks set to put further pressure on organizations seeking top engineering talent.
The document provides an economic briefing and outlook for Q3 2012. It finds that the global economy has slowed due to contractions in Europe and weaker growth in China and India. Emerging markets continue to lead growth despite weaknesses. The report forecasts modest growth for the Americas and recovery beginning in 2013 for Europe. Growth is expected to remain healthy in parts of Asia despite export demand declines and cooling China and India growth.
U.S. employers added 163,000 jobs in July, though the unemployment rate rose slightly to 8.3%. While job growth was better than expected, it was not enough to significantly lower unemployment. Certain sectors like professional services saw strong hiring, but the economic outlook remains uncertain.
This is info graph is the visual summary of our third KGWI report on the issue of leadership in the contemporary workplace from the employee perspective.
For this and more workforce insights please visit http://www.talentproject.com
This is the third report of the 2012 Kelly Global Workforce Index Research.
The report examines the issue of leadership in the contemporary workplace from the employee perspective.
It explores the way that workers think about the quality, direction, and style of leadership, and the degree to which they share the goals of those who head their organizations.
For this and more workforce insights please visit http://www.talentproject.com
The demand for STEM professionals is expected to grow substantially in the U.S. by 2020, adding over one million new STEM jobs. However, the number of STEM bachelor's degrees awarded has remained flat for 15-20 years, and many graduates are leaving STEM jobs. This talent gap is exacerbated by the underrepresentation of women and minorities in STEM fields, despite their growing presence in the overall workforce. Certain U.S. metro areas such as Atlanta, Baltimore, and Boston are expected to experience above-average STEM job growth and opportunities.
STEM careers are in high demand due to the need for innovation across industries. The top metropolitan areas for STEM jobs are expected to see over 6% growth in STEM employment in the next five years. STEM workers earn significantly higher average salaries than non-STEM workers. Common high-paying STEM careers include natural science managers, engineering managers, and computer/information systems managers. Demand for STEM professionals is projected to increase rapidly between 2010-2020, with the majority of new jobs requiring postsecondary education.
5 (Ridiculously) Simple Steps to Creating Your Employment Brand | CAREEREALISMJ.T. O'Donnell
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
The document discusses employer brand thinking from an agency perspective. It emphasizes that the labor market is highly competitive and HR communication must be a strategic partner, not just tactical. Employer brand thinking involves managing a total employer identity through consistent employer stories and an integrated employer marketing mix across internal and external channels. An employer brand is alive and must be constantly measured and steered to have lasting impact on both current and prospective employees. It requires organization-wide coordination to be effective.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
In the fifth annual Millennial Survey, Deloitte uncovers what tomorrow’s leaders think of business today. With two-thirds of Millennials expressing a desire to leave their organization by 2020, businesses must adjust how they nurture loyalty among these young leaders. http://www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html
10 Ice Breaker Games - How to get to know your officeElodie A.
Joining a new group can be pretty intimidating. I remember when I joined the team at Officevibe, I was pretty nervous, and wanted to make sure I became friends with the team as quickly as possible.
Learn more on our blog:
https://www.officevibe.com/blog/ice-breaker-games
learn more about Officevibe:
https://www.officevibe.com/
This document summarizes a webinar about responding to reviews on Glassdoor. It provides tips on setting guidelines for responses, assigning responsibility for monitoring reviews across teams, and implementing feedback loops to inform employer branding and HR programs. Two company examples are highlighted - Home Depot responds to 80-90% of reviews and gleans insights to shape its employer value proposition, while Uber prioritizes issues and uses a rubric to guide response levels and transparency. The webinar concludes with a Q&A for the panelists.
- The European labour market remained weak in early 2013, with over 100,000 announced job losses and limited job creation of around 34,000, leaving a net loss of 66,000 jobs.
- The largest job losses were in France, Germany, Spain, the UK, and Italy, while the biggest job gains were in France, the UK, and Germany.
- The sectors most heavily impacted by job losses were automotive, administrative and support services, and financial services, while manufacturing saw some gains, particularly in automotive and aircraft production.
- The construction sector across Europe continued to struggle with declines in activity and employment.
The 2013 Kelly Global Workforce Index (KGWI) brings work and workplace insights sourced from more than 120,000 respondents from 31 countries across the Americas, EMEA and APAC regions.
This first installment, on the topic of Career Development and Upskilling, explores the changing focus on training and skills development, as employees become more proactive and self-reliant in managing their careers.
The employment Restructuring Report is compiled by Kelly services. It provides a timely review of economic, labour and hiring conditions in the relevant markets, with a detailed focus on the most recent data regarding mass layoffs and restructuring. The report is compiled utilising publicly available data from official, private and not-for-profit organisations. published on a quarterly basis, the employment Restructuring Report is available in separate editions for the United States and the European Union.
EU Employment Restructuring Report Q4 2012Todd Wheatland
- Job losses in the EU climbed to over 100,000 in Q3 2012 while job creations fell to 30,000, widening the gap between losses and gains.
- Italy saw the largest losses at 31,340 jobs lost, largely in the public sector, while Germany lost 16,297 jobs including at RWE and Karstadt.
- Manufacturing and public administration accounted for over half of all job losses, with 32,501 and 25,000 jobs lost respectively.
This installment of the 2012 Kelly Global Workforce Index looks at the emergence of the highly virtual workforce, characterized by employees that are connected to their workplace around the clock by virtue of mobile technologies.
In September 2012, the U.S. economy added 114,000 jobs while the unemployment rate fell to 7.8%, a three-year low. Although job growth remains somewhat sluggish, revisions to prior months showed stronger growth. Healthcare and transportation led job gains in September. However, manufacturing shed 16,000 jobs for the second straight month. While the labor market is gaining momentum, uncertainties around issues such as the fiscal cliff and global economic conditions continue to weigh on hiring by U.S. employers.
This fourth installment of the 2012 KGWI
looks at issues surrounding job mobility and career progression as part of a shift to a more autonomous and empowered workforce. It shows a changing attitude on the part of employees, with more embracing the notion of gaining new experiences and skills with multiple employers.
The “E” in STEM – spotlight on the engineering employment marketTodd Wheatland
A new info graphic on the top growing engineering specialties and geographic markets in the U.S. is showing a clear picture: Demand is growing and impending retirement of many of the profession's most experienced workers looks set to put further pressure on organizations seeking top engineering talent.
The document provides an economic briefing and outlook for Q3 2012. It finds that the global economy has slowed due to contractions in Europe and weaker growth in China and India. Emerging markets continue to lead growth despite weaknesses. The report forecasts modest growth for the Americas and recovery beginning in 2013 for Europe. Growth is expected to remain healthy in parts of Asia despite export demand declines and cooling China and India growth.
U.S. employers added 163,000 jobs in July, though the unemployment rate rose slightly to 8.3%. While job growth was better than expected, it was not enough to significantly lower unemployment. Certain sectors like professional services saw strong hiring, but the economic outlook remains uncertain.
This is info graph is the visual summary of our third KGWI report on the issue of leadership in the contemporary workplace from the employee perspective.
For this and more workforce insights please visit http://www.talentproject.com
This is the third report of the 2012 Kelly Global Workforce Index Research.
The report examines the issue of leadership in the contemporary workplace from the employee perspective.
It explores the way that workers think about the quality, direction, and style of leadership, and the degree to which they share the goals of those who head their organizations.
For this and more workforce insights please visit http://www.talentproject.com
The demand for STEM professionals is expected to grow substantially in the U.S. by 2020, adding over one million new STEM jobs. However, the number of STEM bachelor's degrees awarded has remained flat for 15-20 years, and many graduates are leaving STEM jobs. This talent gap is exacerbated by the underrepresentation of women and minorities in STEM fields, despite their growing presence in the overall workforce. Certain U.S. metro areas such as Atlanta, Baltimore, and Boston are expected to experience above-average STEM job growth and opportunities.
STEM careers are in high demand due to the need for innovation across industries. The top metropolitan areas for STEM jobs are expected to see over 6% growth in STEM employment in the next five years. STEM workers earn significantly higher average salaries than non-STEM workers. Common high-paying STEM careers include natural science managers, engineering managers, and computer/information systems managers. Demand for STEM professionals is projected to increase rapidly between 2010-2020, with the majority of new jobs requiring postsecondary education.
The document summarizes key labor market indicators in the United States for June 2012. It reports that:
- U.S. employers added 80,000 jobs in June, continuing modest monthly gains around 75,000 in the second quarter of 2012.
- The unemployment rate held steady at 8.2% in June, unchanged from the previous month but below the 9.1% rate from June 2011.
- Job gains were centered in temporary employment services and the healthcare sector, while the manufacturing sector also added some jobs.
STEM jobs (97 occupations that fall into the science, technology, engineering and mathematics fields) are part of a critical cycle of economic growth. They are vital for national competitiveness, fueling the economy and creating more downstream jobs.
0%
systems, will have significant transition the economy from conclusion
The document provides an overview of workforce trends in key Asia Pacific countries. It notes that while the region faces pressures such as an aging population and vulnerable employment, the overall unemployment rate is projected to decline to 7% by 2013. The region is home to over 4.2 billion people, with China and India representing 40% of the global population. Both countries present major opportunities for economic and workforce growth due to their large working age populations. Skills shortages are an ongoing challenge across the region as employment remains high. All eyes are on how China and India address issues like education and training to support continued productivity and expansion.
More than four in 10 workers agree that using social media at work negatively impacts productivity, especially Baby Boomers of which almost half hold this concern. While 36% of Gen Y workers feel it's acceptable to use social media personally at work, over half of all workers do not think employers have the right to view their personal social media pages or use them as a hiring tool. Regional differences exist in social media usage and opinions, with Asia-Pacific workers generally more open to personal use at work and sharing work opinions online than those in Americas or Europe.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
1. the landscape
of recruitment
acquisition a nd r etention in the war f o r ta l e nt
58%
corporate brand is the most important
consideration when evaluating potential
employers, followed by location (52%)
41 %
more than four-in-ten use their social
media network when making career or
employment decisions. This is highest in APAC.
the meaning of work
according to employees
Community
involvement 28%
Connection to
corporate strategy 31%
Connection with
co-worker 41%
Alignment to
personal values 41%
The ability to
excel/develop 74%
driving job choice by generation
The importance of personal fulfillment and work-life balance
increases as workers progress in their careers
boomers
boomers
boomers
gen X
gen X
gen X
gen y
gen y
gen y
Baby
Baby
Baby
Personal Personal compensation/
Fulfillment growth benefits
66+34
representing a great cost
to companies, two-thirds
of employees intend to
66%
44
search for a job with
% another organization
within the next year
48+52
Less than
half feel
Fewer than half gain
valued
by their
any real sense of
purpose from their work
48%
employer
35+65
over one-third are
unlikely to confront
anguish and tell their
employer of their potential
35%
plans to change jobs
37%
think about
quitting.
Gen X is
the most
restless
with 43%
thinking of
perpetually
resigning
preferred recognition
for a job well done
41% financial
bonus
32% promotion
none
13% required
public acknowledgement
10% among colleagues
a day off
3% work
Kelly Global Workforce Index™ April 2012