The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points: - 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%. - While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year. - Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness. - The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding

1. Why workers
are leaving…
and what you
can do about it
Lance J. RICHARDS

2. /02
Every time someone says
“candidate experience”,
I grow another grey hair.
Here’s why.

3. Foreword
When a candidate applies for a job, they expect certain things
from the role and the employer. However, those expectations
aren’t always met once they sign on as an employee, with regard
to anything from responsibilities and remuneration to career
advancement and workplace culture.
That disconnect – that failure to provide continuity in experience – has a direct impact on
employee satisfaction, engagement and retention.
It can also be a problem if a role exceeds a candidate’s expectations. We know that employee
happiness and satisfaction pave the way for engagement, which in turn drives innovation and
productivity. But we also know that satisfaction doesn’t necessarily guarantee engagement. In fact,
a very highly satisfied employee who is not engaged can be a liability.
To ensure people aren’t disappointed or spoilt in their new roles, employers need to work to align
candidate expectations with the reality of the role.
It’s just as important for employers to gauge whether existing employees are fulfilled in their work,
and that their goals and aspirations for professional development and career progression are
being met.
/03
A very highly
satisfied employee
who is not engaged
can be a liability.

4. Foreword
The research in this paper suggests an employee’s workplace experience correlates with how
engaged and satisfied they are… and how likely they’ll be to leave. In this paper,
I endeavour to explain (with the help of a few statistics) what we see as the factors either
contributing to engagement and retention or driving employees away.
Please, have a read. And remember, “candidate experience” is vitally
important. But so too is the experience that individuals have once
they’re employed – whether it’s their second week in the role or
second decade in the business.
/04

5. /05
52 percent of employees
worldwide are
happy in their roles
But 47 percent
changed jobs in
the last year
And 63 percent
expect to switch jobs
in the next year

6. Introduction
The 2013 Kelly Global Workforce Index compiles information and
insights on workplace cultures around the world. Using data
sourced from more than 120,000 respondents in 31 countries, its
purpose is to present readers with a clear profile of key issues
currently affecting global workplaces.
The third instalment focuses on employee engagement and retention. It investigates the
employee-employer relationship, gauging issues such as loyalty, happiness and commitment, and
it reveals a global restlessness among employees.
Although 52 percent of workers are happy in their roles, just under half have
changed jobs in the last year and most regularly consider quitting. Few are willing to recommend
their employer to friends and colleagues. Commitment and loyalty levels
are low worldwide.
More than half of those who are happy in their roles still regularly look for new jobs, and almost
two-thirds intend to switch employers in the next year. What are they seeking?
In the wake of the global financial crisis, employees appear to be looking for reputable employers
with sound financial track records and strong corporate cultures.
/06

7. Introduction
Employees also want career advancement; an engaging, supportive work environment; and
a better balance between their professional and personal interests. In fact, most value these
intangible factors more than competitive remuneration and attractive benefits.
Yet our research also shows employees don’t always find what they’re looking for by changing
jobs. Only a minority of individuals who have recently changed roles say they are happy in their
new situations.
This paper examines rates of job-change and employee sentiment, and outlines
practical ways for managers and business owners to keep employees focused,
engaged and committed.
By understanding what employees want, what they hope for in an ideal employer, and finding
ways to meet these expectations, we believe employers can help stem the loss of talent. On the
flipside, employees themselves may find more happiness by improving communications with their
current employers rather than continually trying new ones.
/07

8. why workers are leaving…and what you can do about it
Many employees are changing jobs
Around the world, there’s a high rate of employment volatility – employees are leaving
jobs en masse.
The 2013 Kelly Global Workforce Index shows 47 percent of employees around the world
changed jobs in the last year. Although there are variations, the rate of job-change is more or
less consistent across all regions.
Figure1: Employment volatility by region
/08

9. why workers are leaving…and what you can do about it
/09
Figure 1:
Employment volatility by region
ent Volatility by region Option B
Employment
Have you Volatility by region Option B within the past year? (% “Yes” by Region)
changed employers
as
Americas
Yes
Yes
45%
45%
34%
34%
21%
21%
No, but I have considered
No, but Iemployers
have considered
changing
changing employers
No, I am not interested in
changing not interested in
No, I am employers
changing employers
EMEA
51%
34%
51%
34%
15%
15%
APAC
42%
42%
40%
40%
Global
47%
47%
18%
36%
36%
18%
17%
17%

10. why workers are leaving…and what you can do about it
EMEA shows the highest rate of job change
Looking at the rate of change by country reveals intriguing nuances in each region (see Figure
2). Europe, the Middle East and Africa (EMEA) is the most volatile region for employment in the
world – just over half of employees in EMEA changed jobs in the last year.
This rate of flux is led by France, which has the second-highest incidence of job-change of all
countries surveyed in the index – 61 percent of the French workers we spoke to started new
jobs in 2012.
When it comes to employment volatility, the region is over-represented in the global top 10 –
over half of respondents in France, Denmark, the Netherlands, Switzerland and the UK started
work with a new employer in the last year.
The region also has outliers. Employment numbers in South Africa – a country struck hard by
the global downturn – have steadily improved since 2011.1 The 2013 Kelly Global Workforce
Index shows its employment is quite stable, with only 21 percent of employees changing roles
in the last year.
Figure 2: Employment volatility by country
1
Ekkehard Ernst, Steven Kapsos et al., Global Employment Trends 2013, International Labour Organization, p.48, www.ilo.org/wcmsp5/groups/public/---dgreports/---dcomm/---publ/documents/publication/wcms_202326.pdf.
/10

11. why workers are leaving…and what you can do about it
/11
Figure 2:
Employment volatility by country
Employment Volatility by country
Have you changed employers within the past year? (% “Yes” by Country)
70
62
61
58
56
55
55
55
53
53
50
50
49
49
46
46
45
44
43
43
42
42
41
39
36
35
34
34
33
31
30
21
EMEA
APAC
Americas
60
50
40
30
20
South Africa
Puerto Rico
Indonesia
India
Germany
China
Thailand
Malaysia
Singapore
Norway
Sweden
US
Russia
Ireland
Italy
Hong Kong
Hungary
Mexico
Poland
Canada
UK
Switzerland
Netherlands
Belgium
Luxembourg
New Zealand
Brazil
Denmark
Portugal
France
0
Australia
10

12. why workers are leaving…and what you can do about it
The Americas show considerable stability
In the Americas, 45 percent of employees changed employers in the last year, while just over
one third considered changing. Around one fifth of employees indicated they had no interest in
changing – a much higher incidence than other regions.
Certain countries in the region have experienced more volatility than others. Brazil is among
the five most volatile– 55 percent of respondents changed employers in the last year, possibly
related to historically low rates of unemployment providing a wealth of job opportunities.2
The research shows employment in the US is relatively stable, by world standards, with 42
percent reporting a change of employer in the previous year.
2
Trading Economics, ‘Brazil Unemployment Rate’, www.tradingeconomics.com/brazil/unemployment-rate, accessed September
/12

13. why workers are leaving…and what you can do about it
Job-change in APAC split between ANZ and the rest
APAC has the lowest rate of employment volatility in the world – only 42 percent of the
region’s employees changed roles in the last year, although they were also the most likely to be
considering a change.
Despite this, the region contains the country with the world’s highest rate of employment
volatility – Australia demonstrated a 62 percent incidence of job change. New Zealand,
Australia’s neighbour, is not far behind, with a change rate of 55 percent.
Australia and New Zealand (ANZ) stand in stark contrast to the rest of the APAC region. With
the exception of Hong Kong, which recorded a job-change rate of 45 percent, most of the
region’s countries are relatively stable.
Considered globally or regionally, the 2013 Kelly Global Workforce Index shows a high level of
volatility in the global employment market. So, why are employees leaving?
/13

14. why workers are leaving…and what you can do about it
Employees are happy, yet restless
Employees are relatively happy, but are still looking for better opportunities. If employers want
their people to stay, they’ll need to make sure workers can find what they’re looking for without
leaving the office.
Despite high levels of employment volatility, some 52 percent of global respondents say they’re
either happy or very happy in their roles, down from 53 percent in the previous year.
EMEA employees are the least happy and this appears to have affected the region’s volatility. In
total, only 46 percent of EMEA respondents to the 2013 Kelly Global Workforce Index said they
were either happy or very happy with their current job, down from 49 percent last year.
By comparison, employees in the Americas are relatively content in their roles, sitting just above
the global average. Interestingly, employees in APAC are significantly happier than those in
other regions. APAC is also the only region to demonstrate a higher level of happiness than
last year.
Figure 3: Employee happiness
/14

15. why workers are leaving…and what you can do about it
/15
Figure 3:
Employee happiness
Employee Happiness by region
Are you happy in your job? (% “Happy” and “Very Happy” by Region)
70%
2013
201thirteen
2012
201twelve
60%
50%
40%
30%
Americas
EMEA
APAC
Global

16. why workers are leaving…and what you can do about it
Most employees who changed jobs aren’t happy
Our research shows that changing jobs doesn’t necessarily improve total happiness. Only 48
percent of workers who changed employers in the last year are happy in their new role. This
figure is lifted by a high rate of new-job satisfaction in APAC.
The high level of satisfaction among job changers in APAC is likely driven by the prosperous
economies of Australia and New Zealand. Perceiving the greater economic stability in these
countries, employees are leaving jobs they may have been unhappy with during the global
downturn to find a wealth of more attractive and lucrative roles available to them.
Of those that changed roles in the past year, Generation Y workers are the happiest with
the switch. Generation X and Baby Boomer employees are less happy with their
employment changes.
This probably reflects generational differences in eagerness for career advancement – younger
employees are more motivated by advancement than their older, more experienced colleagues.
Those that have changed are more likely to perceive the shift as a progression, even if they’ve
yet to settle into their new roles.
Figure 4: Employee happiness with job switch, by region
Figure 5: Employee happiness with job switch, by generation
/16

17. why workers are leaving…and what you can do about it
/17
Figure 4:
Figure 5:
Employee happiness with job switch, by region
Employee happiness with job switch, by generation
If you have changed employers in the past year, are you happy
in your new role/job? (% “Very Happy” or “Happy” by Region)
Happiness with job Switch by region
If you have changed employers in the past year, are you happy in
your new switch - generation (% “Very Happy” or “Happy” by Generation)
Happiness with job role/job?
AMERICAS
EMEA
APAC
GLOBAL
GEN Y
GEN X
BABY
BOOMERS
41%
43%
64%
48%
54%
47%
40%

18. why workers are leaving…and what you can do about it
Most employees are dissatisfied with their employer
The willingness of employees to recommend an employer as a place to work is a reasonable
indication of their satisfaction in the workplace. By this measure, the 2013 Kelly Global
Workforce Index shows employees are acutely dissatisfied with their employer, with an average
of only 29 percent globally willing to recommend their employer to others.
Figure 6: Willingness to recommend employer
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19. why workers are leaving…and what you can do about it
/19
Figure 6:
Willingness to recommend employer
How likely would you be to recommend your employer to a friend or colleague as an employment opportunity?
(Respondents rating 9 or 10 on a scale of 1–10 where 1 = “Definitely would not” and 10 = “Definitely would”)
Willingness to recommend employer
AMERICAS
EMEA
APAC
GLOBAL
42%
24%
28%
29%

20. why workers are leaving…and what you can do about it
What do employees value in an employer?
How can around half of employees be personally happy in their jobs, yet so unlikely to
recommend their employer to friends or colleagues? It helps to consider the factors that lead an
employee to make a referral to their professional contacts.
Just over one quarter say a company’s culture or reputation is the main reason for referral. This
is followed by opportunities for advancement, interesting work and personal fulfilment. Each of
these factors is rated as more important than compensation.
This question reveals an organisation’s culture and career advancement opportunities are two
main factors contributing to employee satisfaction. Employees need to feel as though their
place of work suits their personal needs, as indicated by the emphasis placed on fulfilment,
flexible work and overall culture. Likewise, they want to be challenged or engaged by their
work, and see how the role will advance their career.
Businesses concerned about employee satisfaction levels should ask employees for their input
on how to improve office culture. Similarly, they should ensure that the KPIs they create for each
role present a clear path for career advancement.
Figure 7: Factors influencing employer referral
/20

21. why workers are leaving…and what you can do about it
/21
Figure 7:
Factors influencing employer referral
Which of the following factors are most influential in terms of the likelihood that you would recommend your
Factors influencing an Employer referral
employer? (Globally, respondents who rated 9 or 10 on a scale of 1–10, where 10 = “most likely to recommend”)
21%
10%
26%
17%
Company culture/
reputation
Opportunity for
personal
growth/
advancement
Interesting or
challenging work
14%
Personal
fulfillment
(work-life
balance)
2%
9%
Competitive
compensation
benefits
Flexible work
schedule
1%
Other
Opportunity for
telecommuting
(working from
home or
remotely)

22. why workers are leaving…and what you can do about it
Commitment and loyalty are low
Commitment and loyalty levels are low globally – but taking individual employees’ ambitions
into account can help change that.
The employment instability of the global economic crisis heavily undermined employee
loyalty, but the 2013 Kelly Global Workforce Index shows that many businesses are still winning
people back. More than one quarter of employees felt more loyal towards their employers
than last year.
Loyalty trends correlate roughly with those of employee satisfaction – loyalty is highest in APAC
and lowest in EMEA, with the Americas sitting somewhere in between.
However, employees also show low levels of commitment to their current roles. In the Americas,
four in 10 employees report being totally committed to their current role. Even though these
workers are a minority, this is a positive result by global standards. Workers in this region
are among the most engaged in the world, especially when compared with levels of total
commitment in APAC or EMEA.
Figure 8: Employee loyalty
Figure 9: Employee commitment to job
/22

23. why workers are leaving…and what you can do about it
/23
Figure 8:
Employee loyalty
Employee Loyalty by region
Compared with a year ago, do you feel more or less loyal to your employer? (“More loyal” by Region)
50%
2013
201thirteen
2012
201twelve
40%
30%
20%
10%
Americas
EMEA
APAC
Global

24. why workers are leaving…and what you can do about it
/24
Figure 9:
Employee commitment to job
Employee Committment to job by region
How committed or engaged do you feel with your current employer? (% “Totally Committed” by Region)
50%
2013
201thirteen
2012
201twelve
40%
30%
20%
10%
Americas
EMEA
APAC
Global

25. why workers are leaving…and what you can do about it
Reasons for job choice can help
explain low commitment and loyalty
To understand these globally low levels of employee commitment and loyalty, employers need to
appreciate what drives people to choose a job in the first place. Factors that influence job choice
vary depending on the employee’s age, yet the 2013 Kelly Global Workforce Index reveals some
factors that matter to all employees regardless of what stage they are at in life.
Most employees value the personal fulfilment offered by a role above opportunities for advancement
or remuneration. This is particularly true among Baby Boomer employees. These workers also value
compensation and benefits more than other generations, and prioritize them over personal growth
and advancement. This makes sense given the Baby Boomers’ experience and typically higher levels
of financial responsibility.
Personal fulfilment is a major priority for Generation X workers. Following this, Generation X places
almost equal weight on advancement and compensation. Generation Y workers value advancement
above compensation, but only slightly, which implies these employees are more likely to sacrifice
personal fulfilment for an opportunity to advance another rung on the career ladder.
Figure 10: Key factors influencing job choice
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26. why workers are leaving…and what you can do about it
/26
Figure 10:
Key factors influencing job choice
Key Factors influencing job choice
Which of the following factors would drive your decision to accept one job/position over another? (By Generation)
50%
Gen Y
Baby Boomers
Gen X
Baby Boomers
40%
All generations
Gen X
Gen Y
30%
All generations
20%
10%
0%
Personal fulfillment
(work-life balance)
Personal growth/
advancement
Compensation/
benefits
Corporate sovereignty/
goodwill
Other

27. why workers are leaving…and what you can do about it
Employees need fulfilment and progression
Employers hoping to lift levels of employee commitment and loyalty should carefully consider
their employees’ career priorities. If an employee is older, take measures to ensure they’re
happy with their working arrangements and give them plenty of autonomy so they can control
their work–life balance. If the employee is a recent graduate, endeavor to build opportunities
for personal development and clear career advancement paths.
/27

28. Job scanning and
intention
to shift
Workers are leaving for new roles in search
of an inviting workplace culture and job
stability. Furthermore, they value these
things above all other factors.

29. why workers are leaving…and what you can do about it
Most employees are scanning for new jobs
Globally, 34 percent of workers actively evaluate the job market on a daily basis, even if they’re
happy in their current roles. Twenty-nine percent do so once or twice a week. The graph below
shows there is a high incidence of daily job searching in the EMEA region – this would seem a
logical step for these employees, given their high levels of discontent and dissatisfaction.
There is a much lower level of daily searching in APAC – this is likely a result of the relative
prosperity and dynamism among these economies, resulting in more engaged, or at least
less frustrated, employees. It may also indicate that these employers are happier in their
current roles.
Figure 11: Frequency of job scanning
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30. why workers are leaving…and what you can do about it
/30
Figure 11:
Frequency of job scanning
Frequency of Job scanning
How frequently do you look for a better opportunity or evaluate the external job market?
(Among those who actively do so even when happy in their job, by Region)
50%
Americas
Global
EMEA
APAC
40%
All countries
APAC
EMEA
30%
Americas
20%
10%
0%
Daily
Once or twice a week
Once or twice a month
Less than once a month

31. why workers are leaving…and what you can do about it
Many employees intend to change jobs
The 2013 Kelly Global Workforce Index shows that well over half of respondents globally intend
to change jobs in the next year.
In the EMEA region, respondents’ intentions to shift roles are unchanged since last year, and
are almost the same in APAC. The Americas drive the global average lower – 10 percent fewer
respondents in this region intend to change roles than last year. Coupled with the region’s
better-than-average incidences of employee loyalty and commitment, this should be seen as a
promising result for the region’s employers.
The number of employees thinking about quitting their current role is also high – although,
again, the Americas demonstrate a more optimistic employee sentiment than other regions.
Figure 12: Intention to switch jobs
Figure 13: Employees contemplating quitting
/31

32. why workers are leaving…and what you can do about it
/32
Figure 12:
Intention to switch jobs
Intention to switch job (by region
Do you intend to look for a job with another organization within the next year? (“Yes” by Region)
80%
2013
201thirteen
2012
201twelve
70%
60%
50%
40%
Americas
EMEA
APAC
Global

33. why workers are leaving…and what you can do about it
/33
Figure 13:
Employees contemplating quitting
Employees Contemplating Quitting
Do you frequently think about quitting your current job and leaving your employer? (“Yes” by Region)
60%
2013
201thirteen
2012
201twelve
50%
40%
30%
20%
Americas
EMEA
APAC
Global

34. why workers are leaving…and what you can do about it
What sort of jobs are employees looking for?
A simple way to stem the tide of employees leaving their current workplaces is to consider what
they’re looking for in new roles.
Our research shows that location is the most important factor for employees globally. This
indicates an unwillingness to suffer long commute times, and implies that most workers place a
high value on work–life balance.
The next most critical factor is a business’s corporate brand or reputation as an employer. Each
of the other factors outlined in the graph resonate with it in various ways. Corporate culture and
flexible work arrangements align with employee priorities of personal fulfilment and financial
performance; longevity and turnover statistics illustrate the importance of employment stability.
All of these factors contribute to a business’s reputation as an employer.
When considering a potential employer’s reputation, most workers see employment stability
as the most important factor, followed by strong leadership, innovation and, again, a good
corporate culture.
Figure 14: Critical factors in job evaluation
Figure 15: Determinants of employer’s reputation
/34

35. why workers are leaving…and what you can do about it
/35
Figure 14:
Critical factors in job evaluation
Critical factors in job evaluation
What factors are most important to you when evaluating a potential employer or job opportunity? (Global)
41%
53%
21%
48%
3%
Turnover
statistics
Other
35%
54%
51%
Location
Corporate brand/
reputation
Corporate
culture
Financial
Performance
Flexible work
arrangements
offered
Longevity

36. why workers are leaving…and what you can do about it
/36
Figure 15:
Determinants of employer’s reputation
Determinants of Employer the reputation of a potential employer, what factors are most important? (Global)
When considering reputation
43%
75%
2%
41%
50%
31%
Employment stability
Strong leadership
Innovation
Fun corporate
culture
Corporate social
responsibility/
philanthropy
Other

37. why workers are leaving…and what you can do about it
Culture and stability are key
Our research suggests employees regularly seek new jobs for a more inviting and supportive
corporate culture and greater employment stability.
To keep employees focused on their current roles, employers should provide clear information
about the business’s financial performance and likely trajectory in the short term. This may help
allay employee concerns about instability and give them a better perspective on the role they’re
playing in the success of the business.
These findings reinforce the importance of workplace culture to workers – if an employee feels
an employer takes an interest in their wellbeing and development, they’re more likely to stay.
/37

38. /38
managers
and teams
Better communication between
An employee’s direct manager is the conduit
between their work and the rest of the business.
To keep them on board, managers need to nurture
workers’ aspirations as well as cracking the whip.

39. why workers are leaving…and what you can do about it
Managers play a major part in employee happiness
The 2013 Kelly Global Workforce Index reinforces the idea that the nature of an employee’s
relationship with their direct manager has a significant effect on their overall engagement and
satisfaction levels.
Globally, 63 percent of respondents said their immediate superior plays a major role in their
job satisfaction and engagement. This reveals that employees see the role of the manager
as more than just a carrot/stick proposition. In addition to monitoring KPIs and providing
incentives, managers should be responsible for ensuring employees are challenged and
content in their work.
Figure 16: Impact of direct manager on employee satisfaction
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40. why workers are leaving…and what you can do about it
/40
Figure 16:
Impact of direct manager on employee satisfaction
To what degree does your direct manager/supervisor impact your level of satisfaction or engagement with your
employment? (Respondents who rated 4 OR 5 on a scale of 1–5, where 5 = “significant impact” and 1 = “no impact at all”)
Impact of Direct Manager on Employee Satisfaction
AMERICAS
EMEA
APAC
GLOBAL
63%
60%
68%
63%

41. why workers are leaving…and what you can do about it
Recommendations for managers
Managers have a strong bearing on employee job satisfaction, workplace culture and
employment stability. As such, it’s important for employers to understand what workers expect
of managers to keep people happy and engaged in their roles.
More than half of respondents said training opportunities would help improve their satisfaction
and level of engagement. Offering internal training is a logical step for employers: it boosts a
worker’s sense of professional worth and career momentum, while increasing their value as an
asset to the business.
Respondents also emphasized the importance of communication between managers and
staff as central to engagement. Other major factors relate to the number-one priority among
employers evaluating jobs: personal fulfilment. A reasonable workload, positive feedback and
ownership over their roles are all weighted similarly by respondents. This suggests a reasonable
work–life balance and positive reinforcement are crucial factors in keeping employees on board.
Figure 17: What managers need to do
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42. why workers are leaving…and what you can do about it
/42
Figure 17:
What managers need to do
What could your direct manager do to improve your satisfaction or level of engagement,
What
asidemanagerssalary/benefits or promotion? (Global, multiple responses)
from need to do
37%
46%
53%
8%
25%
23%
Training opportunities
Clarify responsibilities,
goals and objectives
More
transparency with
communication
More
reasonable
and manageable
workload
23%
Public
recognition
More
autonomy
Other

43. Lessons for employers
The 2013 Kelly Global Workforce Index shows that employees are restless, despite being
relatively happy in their roles. Low levels of engagement, loyalty and satisfaction make employees
more likely to seek new opportunities in search of personal advancement and fulfilment.
Based on this paper’s observations, we recommend six key areas of focus for employers hoping
to improve employee engagement and retention.
1. Provide clear lines of communication: Clarify responsibilities, goals and objectives with
employees, and encourage managers to communicate plainly and openly with their direct
reports. Employees find it much easier to take ownership of their roles with clear guidance
regarding their responsibilities and KPIs.
2. Publicize strong performance: If the business is performing well, let employees know.
This not only demonstrates that their hard work is paying off, but also tacitly reinforces their
employment security, which is essential for engagement.
3. Measure fulfilment and engagement: Encourage managers to gauge levels of
fulfilment and engagement among employees. By making an effort to meet these
expectations, you’ll show employees that you value them beyond the traditional transactional
worker-employer relationship.
/43

44. Lessons for employers continued
4. Offer opportunities for advancement: It’s important to nurture employees’ desires for
advancement by offering training and skill development where possible. Likewise, it’s useful for
managers to clearly outline how employees can progress within the business, to stem perceptions
of career stagnation.
5. Account for generational priorities: Each employee will have different motivations
depending on their experience and level of career advancement. If you’re concerned an
employee may be tempted to leave, consider what their current priorities are in light of their
experience and role. For example, older staff are generally more likely to value flexible working
arrangements than training incentives.
6. Ask for feedback on workplace culture: A positive workplace culture is key to keeping
employees happy and engaged in their work. While remuneration is an important motivator,
it’s essential for employers to foster a sense of personal fulfilment in their workers, and culture
contributes to this. Canvas employees for advice on how you can improve office culture. Whether
it’s a system for publicly recognizing hard work or something as simple as providing tea and
biscuits, a small tweak to company culture could go a long way.
/44

45. For more thought leadership go to talentproject.com
About the Author
Lance J. Richards, GPHR, SPHR, HRMP is Vice President, Innovation for Kelly Services.
Previously, he headed KellyOCG’s Human Resources Consulting practice, where he had
overall accountability for the practice on a global basis. Lance is a frequent writer and
speaker, providing thought leadership on workforce strategy and evolution. Lance has
over 20 years of experience in executive roles in cross-border HR. Twitter: @lancejrichards
Linkedin: Linkedin.com/in/lancejrichards Email: Lance.richards@kellyservices.com
About Kelly Services®
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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 globe, Kelly provides employment to more
than 560,000 employees annually. Revenue in 2012 was $5.5 billion. Visit kellyservices.com and connect with us
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