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 fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
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
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 fourth installment, on the topic of Social
Media and Technology examines the way that
social media is impacting on job selection, career
choice and recruitment in general. Just as social
media has changed the nature of communications
across communities, it is breaking down barriers
in the workplace. Employees are more social
and more connected, and want access to the
technologies and platforms that will enable them
to share their working lives with a wider audience.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
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.
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
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
This 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.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
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.
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.
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
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
This 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.
Cycling through the 21st Century Career: Putting Learning in its Rightful PlaceCognizant
Based on our primary research, we've developed a brand-new career model that values continuous learning to usher in a new era of work fit for the 21st century.
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.
A highly-interactive presentation designed to engage a young audience to answer, "How might math have been used to ...".
Humera Fasihuddin
http://www.humera.com
PS. My blog entry on Math Day is here: http://ihumera.wordpress.com/2009/03/04/math-day-a-presentation-to-1st-graders/
ISPO Conference 2016 Abu Dhabi presentation: Ways to maintain sound and high standards of pilotage organizations in our region (Capt. Fahem Al Zamhari, IRSHAD)
We are excited to announce expand’s inaugural talent insight report focused solely on the global Telecommunications sector.
With 15 years’ experience recruiting for service providers and carriers worldwide, we have a wealth of data to share. The first edition reports information on salaries, trends and strategies that will help employers identify the factors which will attract potential employees to their businesses and help to retain them.
We are excited to announce expand’s inaugural talent insight report focused solely on the global Telecommunications sector.
With 15 years’ experience recruiting for service providers and carriers worldwide, we have a wealth of data to share. The first edition reports information on salaries, trends and strategies that will help employers identify the factors which will attract potential employees to their businesses and help to retain them.
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.
This third installment, on the topic of Employee Engagement and Retention, looks in some depth at the employee-employer relationship, including issues such as employee loyalty, happiness and commitment to the job. It also examines views about the employer’s reputation as a preferred place to work, and the circumstances under which employees explore alternative jobs and careers.
This third annual survey by TECNA, a non-profit trade association of regional technology organizations which serves as a leading voice in growing the North American technology economy, provides current and future technology trends locally, regionally and nationally. The survey was conducted in partnership with CompTIA, the non-profit association for the IT industry.
Talent attraction occurs when potential employees believe that your organization can provide them what they need to be happy.
Talent acquisition occurs when you prove those people that you can provide them with what they are looking for to be happy.
The question is, what makes professionals happy around the world?
Outcome over Hours - The shifting focus of employee performance Kelly Services
The 2013 Kelly Global Workforce Index supports the notion that most employees are not satisfied with the level of remuneration they receive from employers. Respondents were asked to what degree the pay or compensation they received for their work was equitable. Globally, only 38 percent believe they are paid a fair amount for their work.
Accenture 2013 Skills and Employment Trends Survey: Perspectives on Training accenture
Executives at large US companies believe a skills gap persists for their businesses, and that many companies will not have the skills they need in the next one to two years. In a positive sign, many US businesses plan to increase their investments in training in the next two years.
Reliable compensation and benefits data is now more important than ever.Such information is essential for building a consistent pay
strategy, which ensures external competitiveness and internal equity.
Our precise data collection and validation processes, coupled with the depth of our database, guarantee the delivery of high-quality data and a reliable reporting system.
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.
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
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 event details, visit pmissc.org.
NIDM (National Institute Of Digital Marketing) Bangalore Is One Of The Leading & best Digital Marketing Institute In Bangalore, India And We Have Brand Value For The Quality Of Education Which We Provide.
www.nidmindia.com
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you’re you paid enough?
IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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IT Math Sales Engineering Finance/Acc Marketing Security Law Science Healthcare Education
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Do you think you are paid enougH? (by skillset) Yes
paid to
perform
Performance-based remuneration
is gathering momentum across
the globe, with the highest
incidence of performance-
linked pay in the fast-growing
economies of the APAC region,
while developed nations such as
Denmark and Sweden have the
lowest percentages.
Interestingly, almost half of all
workers worldwide agree they
would perform better if their pay
was linked to their performance
and productivity, however, less
than half are rewarded this way.
Performance-based pay includes any arrangement
where an element of the total remuneration
package is tied to meeting performance targets
and may include profit sharing, performance
bonuses and sales commissions.
Sweden 24%
Russia 70%
Poland 55%
Germany 43%
Hungary 38%
Italy 35% China 75%
India 67%
Thailand 75%
Hong Kong 62%
Malaysia 72%
Indonesia 75%
Australia 29%
New Zealand 36%
Switzerland 40%
Netherlands 48%
Luxembourg 36%
Denmark 21%
Norway 32%
UK 30%
Ireland 26%
Canada 40%
US 32%
Mexico 47%
Puerto Rico 47%
Brazil 48%
France 36%
Portugal 36%
Singapore 63%
Belgium 45%
Sth Africa 50%
20-29% 30-39% 40-49% 50-59% 60-69% 70-79%
Do you think you are paid enough?
(by region)
Americas EMEA APAC
45% 32% 43%
variable pay, dependent upon performance targets (by country)
Yes
3. 3Kelly Global Workforce Index™
Section 1:
4 Introduction
5 Incidence of Performance Pay (by Region)
6 Incidence of Performance Pay
(by Country)
7 Incidence of Performance Pay
(by Generation)
8 Incidence of Performance Pay
(by Skillset)
9 Impact of Performance Pay
10 Preferred Pay Option
11 Pay Equity (by Region)
12 Pay Equity (by Skillset)
Section 2:
13 Introduction
14 Telecommuting
15 Benefits of Telecommuting
16 Disadvantages of Telecommuting
Section 3:
17 Introduction
18 Experience with Crowdsourcing
19 Interest in Crowdsourcing
20 Conclusion
contents
The 2013 Kelly Global Workforce Index
(KGWI) brings together work and workplace
insights sourced from more than 120,000
respondents from 31 countries across the
Americas, EMEA and APAC regions.
It takes the form of an annual survey that
canvasses a wide spectrum of opinions on issues
impacting the contemporary workplace, with a
particular focus on the perspectives from different
generations, industries, occupations and skill sets.
Topics covered in the 2013 KGWI survey include:
• Career Development and Upskilling
• Workplace Performance
• Employee Engagement and Retention
• Social Media and Technology
This second installment, on the topic of Workplace
Performance explores the way that performance-
based remuneration is gathering pace, and being
embraced by unexpected groups in the workforce.
The Kelly Global Workforce Index 2013
The findings suggest that employees are now
more willing to accept some element of “risk” in
their salary in return for the opportunity to meet
benchmarks that will trigger performance bonuses.
The survey also provides some insights into
what employees really think about the fairness
of their compensation, with a particular focus
on different generational and global markets.
The subject of telecommuting is featured, with
latest data on the scale of this work practice
and the factors that are both encouraging
and preventing it across the globe.
Finally, the report takes a glimpse at the
phenomenon of crowdsourcing, whereby
businesses are using the internet to tap
into a worldwide source of suppliers
for a diverse range of services.
4. 4Kelly Global Workforce Index™
paying to perform
section 1
The adoption of performance-based remuneration has gradually gathered momentum
in various parts of the globe since these surveys first looked at the issue in Europe in
2005, where some 20% of respondents were on performance pay.
Currently, 39% of those in EMEA region have some of their remuneration tied to
performance benchmarks, and the average across the globe is 44%.
Performance-based pay includes any arrangement where an element of the total
remuneration package is tied to meeting performance targets and may include, profit
sharing, performance bonuses and sales commissions.
5. 5Kelly Global Workforce Index™
Incidence of performance Pay (by region)
Å The highest incidence of performance
pay is in the fast-growing economies
of the APAC region, with 59% of
respondents on some form of incentive
payments, compared with 39% in
EMEA and 36% in the Americas.
Is any of your pay/compensation variable, such that a portion is dependent upon your
individual performance/productivity targets? (% Yes by Region)Incidence of Performance Pay - region
AMERICAS EMEA
36% 39%
APAC GLOBAL
59% 44%
6. 6Kelly Global Workforce Index™
Incidence of performance pay (by country)
Å Globally, there is a broad spread in
the adoption of performance pay,
reflecting differing attitudes to work
and remuneration.
The highest incidence among survey
respondents is in the Asia Pacific region
and among newly emerging economies.
Respondents in China report a high
percentage of employees on variable
pay, but Indonesia, Thailand, Malaysia,
Russia, India, Singapore and Hong
Kong also have more than 60% of
respondents on performance pay.
The rate is 30% or less in Denmark,
Sweden, Ireland, Australia and the UK.
Is any of your pay/compensation variable, such that a portion is dependent upon your
individual performance/productivity targets? (% Yes by Country)Incidence of Performance Pay by country
EMEA
75%
75%
75%
72%
70%
67%
63%
62%
55%
48%
50%
48%
47%
47%
45%
43%
40%
40%
38%
36%
36%
36%
36%
35%
32%
32%
30%
29%
26%
24%
21%
Denmark
Sweden
Ireland
Australia
UK
Norway
US
Italy
Portugal
Luxembourg
France
NewZealand
Hungary
Switzerland
Canada
Germany
Belgium
Mexico
PuertoRico
Netherlands
Brazil
SouthAfrica
Poland
HongKong
Singapore
India
Russia
Malaysia
Thailand
Indonesia
China
7. 7Kelly Global Workforce Index™
Incidence of performance pay (by generation)
Å Across the primary workplace
generations, significantly more employees
among Gen X (48%) and Gen Y (45%)
receive variable pay, compared with just
36% among Baby Boomers.
Is any of your pay/compensation variable, such that a portion is dependent upon your
individual performance/productivity targets? (% Yes by Generation)Incidence of Performance Pay - genration
GEN Y GEN X
45% 48%
BABY BOOMERS
36%
8. 8Kelly Global Workforce Index™
Incidence of performance pay (by skillset)
Å Performance pay predominates
in a few key markets such as Sales,
where 76% of employees are on a
variable salary, Marketing (56%), IT
(52%) and Engineering (51%).
Is any of your pay/compensation variable, such that a portion is dependent upon your individual
performance/productivity targets? (% Yes by Professional/Technical employees)
76%
56%
52%
51%
46%
45%
43%
38%
37%
31%
31%
Incidence of Performance Pay by profession
Science
Education
Security Clearance
Health Care
Law
Math
Finance/Accounting
Engineering
IT
Marketing
Sales
9. 9Kelly Global Workforce Index™
Impact of performance pay
Å Among those respondents not
receiving performance-based pay,
there is a strong view that they would
perform at a higher level if they were
to switch to such an arrangement.
A total of 46% globally say they
would perform at a higher level on
performance pay, with the greatest
attraction in APAC (56%), followed by
the Americas (44%) and EMEA (41%).
The findings suggest that many
workers are quite confident in their
ability to do their job well and
believe they could probably increase
their income if they were rewarded
according to performance.1
If not on performance pay, do you agree or disagree that you would perform at a higher level if your pay/
compensation was tied to your performance/productivity? (% Agree by Region)
1
Respondents were asked to answer the question
on a scale from 1 to 5, where 1 = Strongly
Disagree, and 5 = Strongly Agree. Total responses
“Agreeing” were those rated 4 and 5.
Impact of Performance Pay by region
AMERICAS EMEA
44% 41%
APAC GLOBAL
56% 46%
10. 10Kelly Global Workforce Index™
Preferred pay option
Å The changing attitudes to variable pay
arrangements are well reflected in the
responses received to the question on the
choice between pay for performance, and
pay for overtime.
In effect, employees were asked to
make a choice between the certainty
of additional pay for the extra
hours they work, or the uncertainty
of a reward based solely on their
performance and productivity.
Uniformly, across the globe, the majority
of respondents chose the uncertainty of
performance pay, based on a confidence
that their effort and initiative will deliver
a better pay outcome than extra pay
for overtime.
Globally, 57% of respondents opt for
the performance option, with APAC
the highest (66%) compared with
EMEA (54%) and the Americas (51%).
If you were offered either pay for overtime work or pay for performance/productivity, which would you prefer? (% by Region)
AMERICAS
EMEA
APAC
GLOBAL
43%
Preferred Pay option
51%
37% 54%
28% 66%
36% 57%
Pay for overtime work
Pay for performance/productivity
Other
11. 11Kelly Global Workforce Index™
pay equity (by region)
Å There is a revealing glimpse into the
employee mindset arising out of the
question as to whether employees believe
that their remuneration is equitable.
Perhaps surprisingly, fewer than half of
respondents (38%), globally, believe that
they are paid a fair salary for the work
they perform.
The lowest ranking from an employee
perspective is in EMEA, where just
32% believe their pay is equitable,
compared with 43% in APAC and 45%
in the Americas.
To what degree do you agree or disagree that the pay/compensation you receive for your work is equitable? (% Agree by Region)Pay Equity by region
AMERICAS EMEA
45% 32%
APAC GLOBAL
43% 38%
12. 12Kelly Global Workforce Index™
pay equity (by skillset)
Å Across various industries in the
workforce, the pay equity situation is
markedly different.
Pay equity as perceived by employees is
highest in IT, Math and Sales, where 43%
believe their compensation is equitable.
The industries considered by respondents
to be least equitable are Education (31%),
Health Care (33%) and Science (35%).
To what degree do you agree or disagree that the pay/compensation you receive for your work is equitable? (% Agree by Industry)
43%
43%
43%
42%
41%
41%
38%
37%
35%
33%
31%
Pay equity by profession
Education
Health Care
Science
Law
Security Clearance
Marketing
Finance/ Accounting
Engineering
Sales
Math
IT
13. 13Kelly Global Workforce Index™
As more flexible work practices have entered the labor market, telecommuting – working from
home or remotely – has become more widespread.
FREEDOM TO ROAM – THE APPEAL OF TELECOMMUTING
section 2
14. 14Kelly Global Workforce Index™
Å More than a quarter of the
respondents (29%), globally, work
remotely for at least part of the working
week. By region, significantly more
respondents in APAC (37%) work
from home or remotely than in the
Americas (24%) and EMEA (23%).2
Telecommuting
Do you work from home or remotely? (% Yes by Region)
2
Actual question: Currently, how many days per
week do you work from home or remotely?
10%
20%
30%
40%
GlobalAPACEMEAAmericas
Telecommuting by region
15. 15Kelly Global Workforce Index™
Å The decision to telecommute
represents a big change in the mode of
employment, so the benefits and costs
need to be carefully weighed in the
minds of employers and employees.
The biggest advantage of telecommuting
identified by employees is the time
saved commuting to and from work,
and the related expenses, cited by 65%
of respondents, who work from home
or remotely for a portion of the week.
Other significant benefits are
“fewer interruptions” (47%) and
“greater flexibility” (45%).
Benefits of telecommuting
What are the advantages of working from home/remotely?
(% Globally, working from home/remotely for a portion of the week. Multiple responses allowed)
Minimize time
commuting and
related expenses
Fewer interruptions,
resulting in
greater focus
and productivity
Greater flexibility
to deal with any
unexpected
personal
incidents
Work day may
be shorter,
allowing for
more free/
personal time
Increased
motivation
Improved
communication
with manager/
colleagues
Other
Benefits of Telecommuting
65%
47%
45%
31%
26%
13%
5%
16. 16Kelly Global Workforce Index™
Å There are also disadvantages in
telecommuting. Chief among them are
“Lost opportunities for collaboration
and networking on-site with colleagues/
management”, cited by 55%
of respondents.
Other significant downsides are
“Difficulty separating ‘work’ life from
‘personal’ life/establish boundaries”,
cited by 37%, and “Reduced access to
company information and involvement
in team activities”, (36%).
Disadvantages of telecommuting
What are the disadvantages of working from home/remotely?
(% Globally, working from home/remotely for a portion of the week. Multiple responses allowed)
Lost opportunities
for collaboration
and networking
on-site with
colleagues/
management
Difficulty
separating
“work” life
from “personal”
life/establish
boundaries
Reduced access
to company
information and
involvement in
team activities
A feeling
of isolation
from on-site
colleagues/
management
The temptation
to work
longer hours
or not to
take regular
breaks
Reduced
visibility,
resulting in a
disadvantage in
terms of work
assignments,
performance
evaluations,
or promotions
Difficulties
communicating
with manager
or colleagues
Lack of
motivation
Other
Disadvantages of Telecommuting
37%
55%
36%
34%
30%
29%
23%
15%
2%
17. 17Kelly Global Workforce Index™
One of the more entrepreneurial applications of the internet for business has been the
phenomenon of crowdsourcing – where a business will turn to a global marketplace of
individuals, contractors and freelancers for a product or service. It relies on global reach and
leverage to attract the most competitive offer from a global audience.
HARNESSING THE CROWD
section 3
18. 18Kelly Global Workforce Index™
Å To date, experience in crowdsourcing
is relatively low, with just 13% of
respondents having had direct work
experience with it. Involvement in APAC
(16%) is somewhat higher than in the
Americas (12%) and EMEA (11%).
Experience with “crowdsourcing”
Have you had any work experience related to “crowdsourcing”? (% Yes by Region)
10%
20%
30%
40%
GlobalAPACEMEAAmericas
Experience with “crowdsourcing”
19. 19Kelly Global Workforce Index™
Å While actual experience with
crowdsourcing is relatively low, there
is a considerably higher level of
interest in becoming involved.
One-third of respondents say they
would be interested in undertaking
crowdsourcing work, with the highest
level in APAC (34%) followed by EMEA
(33%) and the Americas (29%).3
interest in “crowdsourcing”
To what degree would you be interested in completing “crowdsourcing” work? (% Interested by Region)
3
Respondents were asked to answer the question
on a scale from 1 to 5, where 1 = Not At All
Interested, and 5 = Very Interested. Total
responses “Interested” were those ranked 4 and 5.
10%
20%
30%
40%
GlobalAPACEMEAAmericas
Interest in “crowdsourcing”
20. 20Kelly Global Workforce Index™
The shift reflects a change in mindset as much
as a change in work practices. Performance-
based pay fundamentally alters the way
employers and employees think about
issues of performance, effort and reward.
The prolonged economic downturn in
many countries and a renewed focus
on productivity have helped to better
align business and employee goals. High
rates of unemployment in many markets
have also seen employees more ready
to accept an element of risk in their
pay in return for improved output.
The change appears to have extended
across regions, industries and generations,
effectively breaking a longstanding mould.
The flexibility this entails is also featuring
in the way that employees utilise new
technologies to work remotely or at home,
and in the way firms are tapping new global
sources of supply for business services.
Conclusion
A SHIFTING BALANCE
The uptake of performance-based remuneration has
developed quickly and seems to be gaining converts in
segments that were previously skeptical or opposed.