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Life Sciences: Career Development in Europe and Asia

This report shows new trends about Career Development in Europe and Asia for the Life Sciences Industry.

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Life Sciences: Career Development in Europe and Asia

  1. 1. KELLY GLOBAL WORKFORCE INDEX™ CAREER DEVELOPMENT: LIFE SCIENCES
  2. 2. CONTENTS 3 Introduction 4 Employee sentiment remains at low levels 8 Balancing skills with advancement 10 Engaging employees about their careers 14 Employee views on their career prospects 17 Resourcing careers 20 Conclusion THE KELLY GLOBAL WORKFORCE INDEX 2014 The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people from 31 countries across the Americas, Europe, Middle-East and Africa (EMEA), and Asia-Pacific (APAC) regions responded to the 2014 survey. The topics covered in the 2014 KGWI survey include: • Engaging Active and Passive Job Seekers • Career Development • The Candidate Experience from Hiring to On-boarding • Worker Preferences and Workplace Agility This second installment, on the topic of Career Development, looks across the EMEA and APAC regions in the Life Sciences sector to learn what employees are thinking about their careers and the skills that underpin them. The report takes an in-depth look at employee career aspirations, including the drivers of career goals and the factors that matter most in keeping employees engaged and productive. It also provides a glimpse into the world of career management, with insights on what the best employers are doing to invest in personnel, and the particular importance that workers attach to career development activities such as training, mentoring and skills development. Kelly Global Workforce Index™ 2
  3. 3. INTRODUCTION Harnessing skills for success Life Sciences employees work in some of the fastest-growing and most innovative areas of the global economy. Getting the right formula for a productive and engaged workforce is critical to harnessing the capabilities of this highly skilled cohort of employees. This topic seeks to unravel some of the big questions that are occupying the minds of employees as they think about the ongoing process of managing life, learning and work. What is it that employees really want from their employers? Where do they want to be in the next 5–10 years? Will the skills they currently have be sufficient to get them there? What are the best employers doing to help advance their careers? The findings reveal how Life Sciences employees are thinking and making informed decisions about skills, careers and advancement. Kelly Global Workforce Index™ 3
  4. 4. Employee sentiment remains at low levels Measures of engagement and loyalty have a direct bearing on issues such as employee attraction, retention, morale and business performance, so they are an important reflection on the state of health of the Life Sciences workforce. The mood of the labor market remains a difficult one for many employers, with job creation slow, economic recovery uneven, and a restless sentiment among much of the workforce. In this environment, firms that are able to harness the skills and capabilities of their workforce will be in a better position to weather these conditions and prosper. As will become clear in the following pages, there is a desire among employees for skills enhancement, and an opportunity for employers to invest in personnel in a way that will benefit both enterprises and individuals. Kelly Global Workforce Index™ 4
  5. 5. EMPLOYEE COMMITMENT The latest Kelly Global Workforce Index (KGWI) shows that employers are continuing to confront a challenging workplace, characterized by relatively weak levels of employee engagement and commitment with work. Respondents in the Life Sciences sector were asked the question: How committed or “engaged” do you feel with your current employer? Less than a third (31%) of respondents, globally, say they are “totally committed” to their current employers. Just 27% of workers in EMEA say they are totally committed, compared to 30% in APAC. How committed or “engaged” do you feel with your current employer? (% “totally committed,” by region) 27% EMEA 30% APAC 31% GLOBAL Kelly Global Workforce Index™ 5
  6. 6. EMPLOYEE LOYALTY It is a similar picture with regard to the question of employee loyalty. Globally, just 29% of employees say that they feel “more loyal” to their employers in 2014 than they did a year ago. In EMEA, only 24% report feeling more loyal in 2014, while in APAC it is a somewhat better 38%. Compared with a year ago, do you feel more or less loyal to your employer? (% “more loyal,” by region) 24% EMEA 38% APAC 29% GLOBAL Kelly Global Workforce Index™ 6
  7. 7. Portugal Italy India France Australia Malaysia Poland UK Indonesia Switzerland Hungary Norway Germany Singapore China Russia Global GLOBAL AVERAGE: 63% EMEA AVERAGE: 63% APAC AVERAGE: 62% Do you intend to look for a job with another organization within the next year? (% “yes,” by country) THE UNITED KINGDOM SWITZERLAND HUNGARY INDONESIA NORWAY RUSSIA CHINA GERMANY PORTUGAL ITALY INDIA FRANCE MALAYSIA POLAND SINGAPORE AUSTRALIA Portugal Italy India France Australia Malaysia Poland UK Indonesia Switzerland Hungary Norway Germany Singapore China Russia Global 100% 80% 60% 40% 20% 0% INTENTION TO SWITCH JOBS Another sign of the volatility that still characterizes much of the labor market relates to employee plans to switch jobs. Globally, 63% say they intend to look for a job with another organization within the next year, with both EMEA and APAC sitting close to this global average. However, there are wide variations across the survey area, ranging from more than three-quarters in Portugal, Italy, India and France, to a low of 40% in Russia and China. Kelly Global Workforce Index™ 7
  8. 8. Balancing skills with advancement The challenge of attracting, nurturing and retaining quality staff is common to all employers. Providing opportunities for employee promotion is obviously an important part of this, but so too is skills development at the individual level. In fact, there is a firmly held view among many respondents to the survey that acquiring skills is more important than advancing up the corporate hierarchy. Many employees place a premium on skills development, and understand the importance of skills to their future job security and career progression. Kelly Global Workforce Index™ 8
  9. 9. IMMEDIATE CAREER GOALS When considering what is best for their career development, a majority of Life Sciences employees, globally, say they are more interested in skills development than advancing up the corporate ladder. Globally, 63% are more interested in acquiring new skills than in reaching a higher level in their organization (37%). But there is a strong regional element to this finding. In EMEA, there is a resounding focus on skills development (65%) ahead of advancement (35%). It is a different picture in APAC, where respondents are inclined to place a priority on advancement (53%) ahead of acquiring new skills (47%). When considering career advancement opportunities, which statement best describes your immediate career goal? (%, by region) GLOBAL EMEA APAC I am more interested in acquiring new skills I am more interested in advancing to a higher level 63% 37% 65% 35% 47% 53% Kelly Global Workforce Index™ 9
  10. 10. Engaging employees about their careers A key element in talent development lies in ensuring that the people in the organization are helped to manage and develop their careers. The idea of structured career discussions between employers and employees is one that is central to effective talent management. Career discussions tap into a desire for new capabilities, and are an important avenue for employer–employee engagement. However, while many of the career interactions that take place are well-intentioned, they are often not meeting the needs of employees. Career development interactions need to be carefully planned so that they are structured and targeted and so that there is a productive exchange about individual career opportunities and limitations. Kelly Global Workforce Index™ 10
  11. 11. Indonesia Germany China Russia Malaysia India France Switzerland Norway Italy Singapore Portugal UK Australia Poland Hungary Global APAC AVERAGE: 53% EMEA AVERAGE: 52% GLOBAL AVERAGE: 46% POLAND HUNGARY THE UNITED KINGDOM PORTUGAL AUSTRALIA Within the last year, have you had a career development discussion with your employer? (% “yes,” by country) SINGAPORE ITALY NORWAY SWITZERLAND FRANCE INDIA MALAYSIA RUSSIA CHINA GERMANY INDONESIA Indonesia Germany China Russia Malaysia India France Switzerland Norway Italy Singapore Portugal UK Australia Poland Hungary Global 80% 70% 60% 50% 40% 30% 20% 10% 0% CAREER DEVELOPMENT DISCUSSIONS Career discussions should be an integral and routine part of sound career management, but they are frequently not occurring. Globally, 46% of Life Sciences employees say they have had a career development discussion in the past year. Both EMEA and APAC are somewhat ahead of the global average at 52% and 53% respectively. (The global result is dragged down by just 39% in the Americas.) The highest incidence of career discussions is in Indonesia (69%), Germany (63%) and China (61%), while the lowest is in Hungary (18%), Poland (26%), Australia (34%) and the UK (38%). Kelly Global Workforce Index™ 11
  12. 12. BENEFIT OF CAREER DEVELOPMENT DISCUSSIONS ON NEW SKILLS The intention behind any career development discussion should be to assist employees to acquire the skills and capabilities necessary for the next stage of their careers. But not all career development discussions produce these outcomes. Globally, 53% felt that the career development discussions they had undertaken helped them in terms of new skills. Significantly more workers in APAC (60%) obtain a direct benefit in terms of new skills, compared to those in EMEA (47%). Among those who had a career development discussion in the last year, to what degree do you agree or disagree that the career development discussion was beneficial to you in terms of the opportunity to acquire new skills? (% “strongly agree” and “agree,” by region) 47% EMEA 60% APAC 53% GLOBAL Kelly Global Workforce Index™ 12
  13. 13. Among those who had a career development discussion in the last year, to what degree do you agree or disagree that the career development discussion was beneficial to you in terms of potential/future advancement opportunities? (% “strongly agree” and “agree,” by region) 33% EMEA 55% APAC 41% GLOBAL BENEFIT OF CAREER DEVELOPMENT DISCUSSIONS ON ADVANCEMENT There is also some doubt among employees about the value of these career development discussions in terms of career advancement. Among the 46%, globally who had career development discussions with their employers, less than half (41%) agreed that they were beneficial in terms of future advancement opportunities. But the results vary considerably across the regions. There were significantly more workers in APAC (55%) who found that these discussions helped them in future advancement opportunities, compared to just 33% in EMEA. Kelly Global Workforce Index™ 13
  14. 14. Employee views on their career prospects Some of the earlier survey findings in relation to employee commitment and loyalty come into sharper focus when looking at employees’ views about their immediate career prospects. What is clear is that employees attach considerable value to their career prospects and career trajectory, since it is their guarantee of job security and prosperity. Employees also look to their employers to help advance their careers, and they will look elsewhere if they see their careers hitting a roadblock. Currently, confidence among many employees is low in regard to their career prospects with their current employers. Employers who take active steps to build careers reap the benefits of both a more engaged and committed labor force, as well as a more productive workplace. Kelly Global Workforce Index™ 14
  15. 15. Indonesia Russia China India Norway Singapore Portugal Australia Hiungary Switzerland Poland Malaysia UK Germany Italy France Global To what degree do you agree or disagree that you have opportunities to grow/advance your career with your current employer? (% “strongly agree” and “agree,” by country) APAC AVERAGE: 42% GLOBAL AVERAGE: 33% EMEA AVERAGE: 28% OPPORTUNITIES TO ADVANCE OR GROW WITH CURRENT EMPLOYER SINGAPORE Globally in the Life Sciences 70% 60% 50% 40% 30% 20% 10% 0% INDONESIA RUSSIA CHINA INDIA NORWAY PORTUGAL AUSTRALIA HUNGARY SWITZERLAND POLAND MALAYSIA THE UNITED KINGDOM GERMANY ITALY FRANCE Indonesia Russia China India Norway Singapore Portugal Australia Hiungary Switzerland Poland Malaysia UK Germany Italy France Global sector, only one-third of employees believe that they will have the opportunity to advance their careers with their current employers. Significantly more workers in APAC (42%) are confident about their advancement opportunities than those in EMEA at just 28%. Kelly Global Workforce Index™ 15
  16. 16. 27% GLOBAL PATHWAYS WITH CURRENT EMPLOYER A key element in career advancement in any given position is the availability of a defined pathway along which employees can progress. Globally, 27% of Life Sciences respondents say that their employers provide a career pathway that would afford career advancement. Significantly more workers in APAC (37%) say their employers provide clear career path options, compared with just 23% in EMEA. To what degree do you have clear career path options available with your current employer? (% “very clear” and “clear” path options, by region) 23% EMEA 37% APAC Kelly Global Workforce Index™ 16
  17. 17. Resourcing careers As part of the process of developing their careers, employees will utilize a range of different resources such as training, mentoring, coaching and assessments in order to fulfill their career ambitions. With a new wave of empowered employees taking greater control over their careers, there is a fresh focus on the effectiveness of the tools and resources that they use. Employees identify both the good and the bad in terms of money spent on developing their careers. Employers who do a good job in nurturing and developing talent have a better chance of retaining skilled staff and optimizing their skills in the enterprise. Kelly Global Workforce Index™ 17
  18. 18. RESOURCES USED IN CAREER ADVANCEMENT The most commonly used tool, or resource, in the career development area is employer-provided training, utilized by 49% globally, but with higher rates in APAC (53%) than in EMEA (43%). The second most used resource is training that is sought out or paid for by the employee, utilized by 33% globally, 34% in EMEA and 30% in APAC. Other commonly used resources are mentoring (30% globally), career tests (22%) and professional career coaching (20%). When preparing for career development/advancement opportunities, which of the following resources have you utilized within the last year to realize your strengths? (%, by region, multiple responses allowed) 60% 40% 20% 0% Professional career coaching Training sought out/ Mentoring Career tests paid for myself Employer-provided training EMEA APAC Global Kelly Global Workforce Index™ 18
  19. 19. Russia India China Malaysia Indonesia Poland Switzerland Australia UK Germany Norway Singapore France Hungary Italy Portugal Global APAC AVERAGE: 32% What is your overall level of satisfaction with the career development resources offered by your current employer? (% “very satisfied” and “satisfied,” by country) GLOBAL AVERAGE: 29% EMEA AVERAGE: 25% 60% 50% 40% 30% 20% 10% 0% AUSTRALIA FRANCE ITALY PORTUGAL GERMANY HUNGARY INDIA POLAND RUSSIA SWITZERLAND THE UNITED KINGDOM SINGAPORE NORWAY INDONESIA MALAYSIA CHINA Russia India China Malaysia Indonesia Poland Switzerland Australia UK Germany Norway Singapore France Hungary Italy Portugal Global SATISFACTION WITH CAREER DEVELOPMENT RESOURCES For employers, there is an important question about the optimum mix of career development resources, and the extent to which these are meeting the needs of employees and the business. Less than a third of Life Sciences employees globally (29%) are satisfied with their employer-provided career development resources. Significantly more workers in APAC (32%) feel satisfied with their employers’ resource offerings, compared to 25% in EMEA. The satisfaction rates point to a mismatch between employers and employees in some markets, suggesting that the employer investment is not always being put to best use. Kelly Global Workforce Index™ 19
  20. 20. CONCLUSION Making career development a “win-win” A generation of more empowered employees is looking to take charge of their careers, and with that, utilize the full suite of tools and resources that will help them to prosper. Life Sciences employees are in strong demand in many markets, with a growing need for workers in the STEM (science, technology, engineering and math) disciplines. The importance of skills formation and skills development is greater than ever for these employees. The findings of the survey show that promotion at the expense of skills may meet a short-term goal but may not necessarily meet the longer-term needs of highly skilled workers. Maintaining and renewing technical expertise is a core requirement of this group. Career discussions with employees meet a real need. They help forge career direction and structure, and they are an important avenue for employer–employee engagement. Empowered and autonomous workers build their strengths primarily through employer-provided training. They also seek out and pay for their own training to continue to build their toolkit so they are best positioned for the future. There are a few steps employers can take: • Develop networks of STEM employees and stakeholders and arrange thought leadership programs to expose individuals to the latest thinking and initiatives in the industry. • Fully evaluate existing career development initiatives to test their suitability to employees’ needs and their fit with the organization’s human capital needs. • Approach career development in a structured way as part of regular performance reviews. • Consider a career “future-proofing” exercise to encourage employees to consider how their industry and their jobs will evolve, and the skills, qualifications or training that will be required. • Develop a knowledge capture program to harness the skills and expertise of gifted, expert and longstanding employees so that this intellectual property can be retained and harnessed. Kelly Global Workforce Index™ 20
  21. 21. ABOUT THE KELLY GLOBAL WORKFORCE INDEX The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Approximately 230,000 people across the Americas, EMEA and APAC regions responded to the survey. The survey was conducted online by RDA Group on behalf of Kelly Services. EXIT ABOUT KELLY SERVICES® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in 2013. Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad® app by Kelly Services. An Equal Opportunity Employer © 2014 Kelly Services kellyservices.com Kelly Global Workforce Index™ 21

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