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Work-Life Design Switzerland

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New Workforce Report

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Work-Life Design Switzerland

  1. 1. WORK LIFEdesign the new balance A high-level look at workforce trends from the KELLY GLOBAL WORKFORCE INDEXTM 2015 ASIA-PACIFIC REGION AND EUROPE
  2. 2. 0% 80% 80% 60% 40% 100% 20% 0% Get ready for Work-Life Design The Work-Life Design palette Skill sector comparisons Trading it off No longer a gender issue Today, talented individuals have a choice of where and how they work. For evidence, look no further than the nearly one in three workers who are embracing flexible work styles and choosing to go it alone as free agents. To attract and retain the best people, employers must do more than offer traditional inducements such as competitive salaries and linear career paths. Workers are increasingly looking to “design” the perfect balance between their personal and professional lives – and having a boss who will support them is now an important differentiator in their employment choice. Switzerland Switzerland Switzerland Europe 79% 78% 45% 41% 29% Europe Europe Support for Work-Life Design is no longer a gender issue, upending conventional wisdom that it is females who desire balance and flexibility the most. Instead, both men and women are driving the push. Workers in Switzerland and in Europe nominate different Work-Life Design elements that they consider important. Highly skilled workers in professional and technical fields know their talent is prized in the marketplace. And a growing number are seeking employers who will help them achieve balance in all areas of their lives. Factors that positively impact work-life balance: Flexible work arrangements Fostered environment of friendships in the workplace Many talented workers in the EMEA and in Switzerland are increasingly willing to pass up promotions and pay rises in return for a more balanced life. Work-Life Design elements that professional and technical workers value more than the global average. I feel I am in a position of high demand in the workplace. Willingness to sacrifice higher pay for flexible work arrangement. 74% / 63% Flexible work schedules and arrangements such as working remotely or telecommuting 31% / 38% Limitations on working outside typical business hours 32% / 43% Paid time off, including vacation days, sick days, and holidays 37% / 39% Wellness programs such as on-site fitness centers, health club memberships, and stress-reduction programs 40% / 39% The opportunity to work on innovative projects or initiatives during work hours 40% / 51% A fostered environment of friendships in the workplace 20% / 19% Encouragement from employer to utilize all allotted vacation time 15% / 11% The opportunity to volunteer or give back to the community through the company 27% / 18% Limitations on workplace email communications outside typical business hours Flexible work arrangements Opportunity to engage in innovative projects during work hours Limitations on workplace emailcommunications outside traditional business hours IT / 72% Finance / 61% Engineering / 71% Average / 68% IT / 72% Finance / 64% Engineering / 58% Average / 57% Switzerland Switzerland Europe Europe 40% 35% Wellness programs Switzerland Europe Switzerland 41% / 32% Europe, Middle East and Africa (EMEA) In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index, this study assembles insights from Kelly Free Agent Research (2015) survey data and other research sources. Visit kellyservices.ch for additional studies, articles, and insights. 40% 40% 39% 64% FLEXIBLE HOURS WORK GOVERNANCE LIFESTYLE BENEFITS & AMENITIES WORKPLACE CULTURE PERSONAL REALIZATION & EMPOWERMENT kellyservices.ch An Equal Opportunity Employer © 2016 Kelly Services 16-0074 54% 50% 64% 72% 66% 41% 18%
  3. 3. /3 Contents /4 Introduction 1/5 The concept of Work-Life Design 2/6 Talented workers value choice 3/8 Integrating work and life has become vital 4/10 Work-Life Design: the perfect balance 5/11 Flexible hours 6/12 Work governance 7/13 Personal realization and empowerment 8/14 Workplace culture 9/15 Lifestyle benefits and amenities 10/16 Trading it off 11/19 Millennials 12/20 Gender 13/21 Professional and technical talent 14/23 Suggestions for employers 15/25 Conclusion
  4. 4. Based on Kelly’s global workforce survey of more than 164’000 people from 28 countries, this report collects insights from workers in Europe and the Asia-Pacific region. In particular, it identifies a shift in workforce expectations and attitudes that is pressuring organizations to reimagine how they acquire and manage talent – an approach we call “Work-Life Design.” A growing movement within the workforce, Work-Life Design redefines the concept of work-life balance. It does more than pay lip-service to flexible working hours. It recognizes that workers have ever-evolving needs, interests, and aspirations. They also crave actualization in and out of work and want to “design” the perfect balance between their personal and professional lives. Employers are keenly aware that skilled candidates for positions are in short supply. The competition to secure top talent is often intense. Building a dynamic workplace around the principles of Work-Life Design has the potential to empower individuals, and unlock exciting new advantages for organizations. /4 INTRODUCTION Introduction CONTENTS Highly talented individuals are demanding more from their job and working environment than ever before.
  5. 5. /5 THE CONCEPT OF WORK-LIFE DESIGN Human expectations of work are changing. Once, workers simply “clocked on and off” and chased greater pay and responsibility as the narrow metrics of success. Today, growing numbers of people are interested in jobs that empower them to achieve both career and personal aspirations. As many as one in three workers are even willing to “go it alone” as free agents. Assisted by remote access technologies such as video conferencing and cloud computing, talented individuals everywhere are seeking a reinvigorated balance between work and life. To retain the loyalty of this restless workforce, employers need to do more than offer traditional inducements such as competitive salaries and linear career paths. A fresh approach to talent management, Work-Life Design begins by offering workers a choice of flexible hours and remote work options. Importantly, it also means empowering them to access new workplace benefits, wellness initiatives, and personal development opportunities. These should form part of a genuinely collaborative culture that embraces innovation and change. Work-Life Design is set to be the gold standard for the modern enterprise: a holistic working experience that inspires people to be their best. The concept of Work-Life Design 1 CONTENTS
  6. 6. /6 TALENTED WORKERS VALUE CHOICE The modern workplace is based on a stark reality: talented people have the choice of where and how to work. Accordingly, many of them are seeking organizations that allow them maximum freedom to decide how to integrate their personal and professional lives. Below are seven “building blocks” on which the Work-Life Design mindset is based. • Integration: Work-Life Design revolves around the belief that work and life are not separate. Instead, workers are looking to integrate their professional and personal priorities and ensure that these become complementary. • Variety: Work-Life Design is not just about employers offering a particular perk, such as remote work opportunities or more time off. The movement encompasses a variety of elements, or features, that vary in significance to workers across industries, geographies, generations, and genders. • Environment: Work-Life Design extends beyond simply granting employees greater benefits. The movement is about improving the workplace environment and creating a culture that embraces healthy collaboration, and personal and professional growth. • Interdependence: Work-Life Design recognizes the interdependence of employees and employers, allowing workers to carve their own professional and personal paths. • Engagement: Workers who are the most loyal and committed rate their respective employers highest on Work-Life Design factors. Those organizations that promote and support Work-Life Design are better positioned to keep workers engaged and motivated. • Empowerment: Work-Life Design creates conditions that benefit all workers, but the most skilled individuals are especially primed to benefit, particularly in fields where good talent is in short supply. • Resilience: Work-Life Design lets workers control their career development, allowing them to survive challenging periods such as economic downturns. Talented workers value choice INTEGRATION VARIETY ENVIRONMENT INTERDEPENDENCE ENGAGEMENT RESILIENCE EMPOWERMENT The Work-Life Design building blocks 2 CONTENTS
  7. 7. “Work-life balance means that workers can work around life. Free agency offers the best possibility to do that while exercising a particular skill set or craft. And the best opportunity to choose with whom you are going to work and where you are going to work.” — Kelly Services CEO Carl Camden CONTENTS
  8. 8. Integrating work and life has become vital /8 INTEGRATING WORK AND LIFE HAS BECOME VITAL Kelly’s global workforce research shows that work-life balance is now firmly entrenched as a leading expectation among job seekers. Globally, 69% of workers rate work-life balance as a key attribute of an attractive employer, and one that drives the decision to accept a particular job. This is second only to salary, benefits, and other financial incentives (89%), and on par with opportunities for advancement. Work-life balance is highly valued in the Asia-Pacific region, where 77% of workers cite it as an important consideration in deciding where to work. In Europe, 65% of workers rate work-life balance as an important consideration. While this is lower than the global average, the result is significantly higher for many individual European countries. Salary, benefits, and other financial incentives Work-life balance Training and development programs Flexible work arrangements Opportunities for advancement Salary, benefits, and other financial incentives Work-life balance Opportunities for advancement Training and development programs Opportunity to work with knowledgeable colleagues Top five traits of attractive employers 3 ASIA-PACIFIC REGION EUROPE 86% 77% 67% 65% 65% 86% 65% 64% 59% 58% What makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.) CONTENTS
  9. 9. /9 INTEGRATING WORK AND LIFE HAS BECOME VITAL Thailand Poland Indonesia Malaysia India Singapore Hong Kong Portugal United Kingdom Australia New Zealand Denmark Hungary Germany Ireland Switzerland France Italy Norway Russia 85% 84% 82% 79% 77% 75% 75% 75% 74% 74% 70% 70% 67% 67% 67% 65% 64% 60% 58% 88% Work-life balance as an attractive employer trait, by country 50% 90% 3 Integrating work and life has become vital (continued) TRAITS OF ATTRACTIVE EMPLOYERS (GLOBAL): What makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.) 89% Salary, benefits, and other financial incentives 69% Work-life balance 69% Opportunities for advancement 66% Training and development programs 57% Opportunity to work with knowledgeable colleagues 55% Flexible work arrangements 45% Opportunity to innovate or work on innovative projects and initiatives 44% Leadership development 43% Communication or feedback received during the application process 41% Corporate reputation 40% Environmentally friendly work practices 40% Exposure to latest technologies and top-notch equipment Europe Asia-Pacific region CONTENTS
  10. 10. Work-Life Design: the perfect balance /10 WORK-LIFE DESIGN: THE PERFECT BALANCE What does work-life balance mean today? In an intriguing finding of Kelly’s global workforce research, it seems that while many people value workplace flexibility (particularly the ability to tailor their work hours or geographic location), they are taking a determinedly holistic approach to their wellness and development both inside and outside the organization. They also expect their employers to follow suit. Elements of Work-Life Design The upshot is that talented individuals are looking to “design” their ideal balance with respect to at least five different aspects of the workplace: • Flexible hours • Work governance • Personal realization and empowerment • Workplace culture • Lifestyle benefits and amenities FLEXIBLE HOURS WORK GOVERNANCE LIFESTYLE BENEFITS & AMENITIES WORKPLACE CULTURE PERSONAL REALIZATION & EMPOWERMENT 4 CONTENTS
  11. 11. Global / 63% Europe / 63% Asia-Pacific region / 70% Flexible work arrangements Global / 49% Europe / 43% Asia-Pacific region / 33% Paid time off Global / 11% Europe / 16% Asia-Pacific region / 12% Opportunity to purchase additional vacation time Flexible hours /11 FLEXIBLE HOURS Desire for more flexible working arrangements is a major part of the Work-Life Design mindset. Globally, 63% of workers say they see flexible work arrangements, such as non-traditional schedules or the ability to telecommute, as positively impacting work-life balance. Flexible work arrangements positively impacting work-life balance, by country FLEXIBLE HOURS Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Some 49% see paid time off such as holidays and sick days as critical to work-life balance, while 11% consider the opportunity to purchase additional vacation time from their employer critical. The desire for flexible work arrangements is particularly high in the Asia-Pacific region. Denmark Germany Malaysia Switzerland Hungary Thailand Australia Norway Singapore India Indonesia Ireland Poland New Zealand Belgium Russia United Kingdom Italy Hong Kong France Portugal 75% 74% 74% 72% 72% 71% 70% 70% 69% 69% 69% 69% 68% 66% 64% 63% 62% 61% 60% 54% 83% 40% 90% 5 Europe Asia-Pacific region CONTENTS
  12. 12. Global / 37% Europe / 38% Asia-Pacific region / 47% Limitations on working outside typical business hours Global / 17% Europe / 18% Asia-Pacific region / 24% Limitations on workplace email communications Global / 23% Europe / 19% Asia-Pacific region / 32% Encouragement from employer to use all vacation time Work governance /12 WORK GOVERNANCE Many workers increasingly expect strong organizational policies that prevent work from invading personal time. Globally, 37% of workers say their employer imposing greater limitations on working outside typical business hours, such as at weekends, late at night, and during vacation time is critical to work-life balance. A total of 17% see greater restrictions on workplace email communication during these periods as important, while 23% say employers encouraging their staff to use all allotted vacation time is critical. The desire for tighter restrictions on working hours is particularly strong in the Asia-Pacific region. Limitations on working outside typical business hours positively impacting work-life balance, by country Hong Kong Poland Thailand Singapore France Malaysia Germany New Zealand Australia Belgium Denmark India United Kingdom Ireland Hungary Portugal Indonesia Luxembourg Netherlands Norway Switzerland Italy Russia 53% 52% 51% 49% 49% 48% 47% 45% 45% 45% 45% 45% 43% 41% 40% 39% 39% 32% 32% 30% 31% 29% 60% 20% 70% 6 WORK GOVERNANCE PROTECTIONS Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  13. 13. Global / 37% Europe / 39% Asia-Pacific region / 38% Opportunity to work on innovative projects or initiatives during work hours Global / 25% Europe / 12% Asia-Pacific region / 23% Opportunity to volunteer or give back to the community through the company Global / 14% Europe / 20% Asia-Pacific region / 18% Sabbaticals to pursue personal interests outside work Personal realization and empowerment /13 PERSONAL REALIZATION AND EMPOWERMENT Many workers would like greater support from their employer to undertake fulfilling projects, or pursue personal or altruistic interests. Globally, 37% of workers say the opportunity to work on innovative projects or initiatives Opportunity to work on innovative projects or initiatives during work hours positively impacting work-life balance, by country during work hours is critical to work-life balance. Some 25% believe opportunities to volunteer or give back to the community during work hours, or as part of company- sponsored events are important. And 14% see dedicated work sabbaticals as a critical factor. Italy Belgium India France Indonesia Ireland Portugal Luxembourg Switzerland Thailand Malaysia United Kingdom Australia Poland Germany Singapore Netherlands New Zealand Russia Hong Kong Hungary Norway Denmark 49% 47% 46% 46% 46% 45% 44% 40% 39% 37% 37% 35% 35% 33% 33% 32% 32% 31% 30% 27% 28% 25% 50% 20% 60% 7 PERSONAL REALIZATION AND EMPOWERMENT Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  14. 14. Workplace culture /14 WORKPLACE CULTURE For many workers, the existence of a supportive workplace culture – and one that accords with their personal values – is vital to their ability to design the perfect balance. Globally, 37% of workers say a fostered environment of workplace friendships is critical to work-life balance. The figure is even higher in Europe (51%). In addition, an organization’s level of commitment to corporate social responsibility, diversity and equal opportunity, and environmentally friendly work practices is important to many workers. 8 WORKPLACE CULTURE What makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.) Environmentally friendly work practices as an attractive employer trait, by country Malaysia Indonesia New Zealand Thailand Australia Luxembourg India Ireland United Kingdom Singapore Hong Kong Netherlands Belgium Portugal Hungary Italy Germany Switzerland Denmark Norway France Poland Russia 53% 51% 51% 50% 50% 47% 45% 44% 42% 41% 39% 38% 36% 32% 31% 30% 29% 28% 26% 19% 19% 15% 60% 10% 70% Global / 40% Europe / 23% Asia-Pacific region / 49% Environmentally friendly work practices Global / 38% Europe / 26% Asia-Pacific region / 37% Record on diversity and equal opportunity Global / 25% Europe / 22% Asia-Pacific region / 29% Corporate social responsibility Europe Asia-Pacific region CONTENTS
  15. 15. Global / 43% Europe / 39% Asia-Pacific region / 42% Employer wellness programs Global / 20% Europe / 23% Asia-Pacific region / 18% Cafeteria-style amenities and benefits Global / 18% Europe / 21% Asia-Pacific region / 18% Childcare support programs Global / 13% Europe / 24% Asia-Pacific region / 8% Caregiver support programs Lifestyle benefits and amenities /15 LIFESTYLE BENEFITS AND AMENITIES Finally, the availability of workplace benefits and amenities is another key component of Work-Life Design. Globally, 43% of workers say wellness programs such as on-site fitness centers, health club memberships, and stress-reduction activities such as meditation are critical to work-life balance. Employer wellness programs positively impacting work-life balance, by country A total of 20% cite the importance of cafeteria-style facilities, 18% childcare support programs, and 13% caregiver support programs. Support for workplace-sponsored childcare and caregiver programs is highest in Europe. Poland Indonesia Malaysia Norway Thailand Germany Hungary Ireland Portugal India Singapore New Zealand Australia United Kingdom Belgium France Russia Switzerland Italy Hong Kong Denmark 50% 50% 48% 47% 43% 43% 42% 42% 41% 41% 40% 39% 39% 38% 38% 38% 37% 32% 31% 29% 52% 20% 60% 9 LIFESTYLE BENEFITS AND AMENITIES Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  16. 16. Trading it off /16 TRADING IT OFF A key aspect of the Work-Life Design mindset is a willingness to pass up opportunities or promotions in return for other benefits. Globally, a significant proportion of the workforce is prepared to sacrifice higher pay for more flexible work schedules or arrangements (36%), the opportunity to work remotely (30%), and reduced hours or additional vacation time (24%). A comparatively smaller 14% of workers are prepared to sacrifice pay for less job or management responsibilities. Overall, workers in the Asia-Pacific region are significantly more willing to give up higher pay for individual Work-Life Design elements than workers in Europe. Willingness to sacrifice higher pay for more flexible work schedules or arrangements, by country Globally, a significant proportion of the workforce is prepared to sacrifice career advancement for more flexible work schedules or arrangements (30%), the opportunity to work remotely (26%), reduced hours (22%), and less job or management responsibilities (20%). Workers in the Asia-Pacific region are significantly more willing than workers in Europe to sacrifice career advancement in return for individual Work-Life Design elements. Thailand India Indonesia Malaysia Ireland Australia Hong Kong New Zealand Singapore Norway Denmark Switzerland Italy United Kingdom Hungary Germany Poland Portugal Russia France 53% 52% 50% 48% 45% 45% 45% 45% 43% 42% 41% 40% 39% 37% 35% 34% 34% 30% 27% 55% 20% 60% 10 Europe Asia-Pacific region CONTENTS
  17. 17. Would be willing to give up higher pay for: Would be willing to give up career advancement for: Asia-Pacific region (%) Europe (%) Global (%) Asia-Pacific region (%) Europe (%) Global (%) More flexible work schedules or arrangements Additional vacation time Opportunity to work remotely Sabbatical or dedicated time off to pursue personal interests Reduced hours Less job or management responsibilities None of the above /17 TRADING IT OFF 36 24 30 20 24 14 43 36 28 31 31 29 29 37 28 18 25 19 20 18 48 30 21 26 21 22 20 49 Trading it off (continued) 10 48 33 35 29 35 24 31 32 21 28 19 25 11 41 CONTENTS
  18. 18. “When looking at their career goals, today’s millennials are just as interested in how a business develops its people — and its contribution to society — as they are in its products and profits.” — former Deloitte Global CEO Barry Salzberg CONTENTS
  19. 19. Europe (Millennials) Asia-Pacific region (Millennials) Vacation and other paid time off Flexible work arrangements Wellness programs Childcare support programs Caregiver support programs Millennials /19 MILLENNIALS The Work-Life Design mindset is particularly strong among important demographic groups such as Millennials (workers born from the 1980s onwards), many of whom are being offered greater professional responsibilities at the same time as they become parents. Millennials are set to comprise about 40% of the workforce in developed countries by 2020, surpassing Gen X as the single largest cohort. As their expectations change, so must the workplace. Millennials are more likely than the general workforce to consider vacation, paid time off, wellness programs, and childcare and caregiver support programs What Millennials value to be important elements of their employment package. In the Asia-Pacific region, Millennials are particularly interested in flexible work arrangements. Millennials in Europe place additional value on childcare and caregiver support programs. Millennials in the Asia- Pacific region are significantly more willing than their counterparts in Europe, or the global workforce, to sacrifice higher pay for more flexible work schedules or arrangements, the opportunity to work remotely, or additional vacation time. Only 30% would not consider sacrificing any pay, much lower than the global average of 43%. 11 When considering total compensation from an employer, beyond salary and healthcare benefits, what is most important to you? Asia-Pacific region (Millennials) Europe (Millennials) Global (all workers) Vacation and other paid time off 63% 68% 63% Flexible work arrangements 71% 55% 62% Wellness programs 52% 53% 46% Childcare support programs 27% 30% 21% Caregiver support programs 17% 36% 18%0% 10% 20% 30% 40% 50% None of the above Less job or management responsibilities Reduced hours Sabbatical/ dedicated time off to pursue personal interests Opportunity to work remotely Additional vacation time More flexible work schedules or arrangements Europe Global (all workers) Asia-Pacific region31% 21% 20% 25% 11% 42% 48% 33% 37% 31% 36% 25% 30% 27% MILLENNIALS Would be willing to give up higher pay for: CONTENTS
  20. 20. Gender /20 GENDER The move towards Work-Life Design is no longer a gender issue. Both men and women are driving it. This is at odds with the conventional wisdom that benefits such as flexible work arrangements, wellness programs, and childcare and caregiver support programs are primarily valued by female staff as they seek to balance work and family duties. Most important work-life balance areas, by gender Employers should heed strong support among women for various Work-Life Design elements, particularly as the female workforce participation rate increases. At the same time, Work-Life Design is valued by all talent, and the gender differences in support of individual elements are often small. In some cases, gender stereotypes are even being confounded. For example, more men than women are looking to their employer for a fostered environment of friendships in the workplace. 12 Paid time off 40% Wellness programs 39% Limitations on working outside typical business hours Fostered environment of friendships in the workplace Innovative projects during work hours 45% 34% Caregiver support 22% Work-life balance areas more important to women Work-life balance areas more important to men 46% 33% 43% 50% EUROPE Flexible work arrangements 69% Paid time off 39% 30% Wellness programs Innovative projects during work hours 44% Encouragement from employer to use all vacation time 36% 26% Fostered environment of friendships in the workplace 33% 0% 80% Work-life balance areas more important to women Work-life balance areas more important to men 74% 41% 44% 32% ASIA-PACIFIC REGION 40% 28% 54% 34% CONTENTS
  21. 21. Professional and technical talent /21 PROFESSIONAL AND TECHNICAL TALENT Highly skilled workers in professional and technical fields especially value Work-Life Design benefits and seek these options from employers. Globally, about 40% of workers in information technology (IT), science, and engineering fields are prepared to give up higher pay for more flexible work arrangements, compared to 36% of the overall workforce. This willingness What Work-Life Design elements would you give up higher pay for? is about 10 percentage points higher among IT, science, and engineering workers in the Asia-Pacific region. IT and financial services workers are significantly more willing to sacrifice pay to work remotely than the overall workforce. Finally, IT, engineering, and financial services workers are all significantly more interested in employer-sponsored wellness programs than the overall workforce. 13 Science workers Information technology workers Engineering workers Financial services workers Flexible work arrangements Additional vacation time Opportunity to work remotely A reduced schedule ASIA-PACIFIC REGION EUROPE GLOBAL — 50% — 36% — 39% — 52% — 43% — 36% — 36% — 51% — 35% — 25% — 21% — 34% — 38% — 30% — 27% — 32% — 40% — 28% — 25% — 41% — 41% — 33% — 27% — 38% IMPORTANCE OF WELLNESS PROGRAMS When considering total compensation from an employer, beyond salary and healthcare benefits, what is most important to you? (Percentage who chose wellness programs.) Global / 49% Europe / 36% Asia-Pacific region / 49% Engineering Global / 52% Europe / 51% Asia-Pacific region / 51% Financial services Global / 50% Europe / 48% Asia-Pacific region / 52% Information technology Global / 42% Europe / 41% Asia-Pacific region / 38% Science CONTENTS
  22. 22. FACEBOOK PIONEERS FAMILY LEAVE FOR BOTH MOTHERS AND FATHERS: “The more that the men can take leave, the more of a social norm it is.” — Facebook VP of Human Resources Lori Goler CONTENTS
  23. 23. /23 SUGGESTIONS FOR EMPLOYERS 1. Make flexibility the norm Flexible work arrangements are at the heart of Work-Life Design. Employees increasingly expect their employers to trust them to tailor their own schedules, and give them the freedom to work from home at least occasionally. And the availability of these and other arrangements, such as paid and unpaid leave, can help determine where talented people choose to work. To facilitate this flexibility, employers should be more open to employees accessing technology and files outside the workplace. This might include greater use of teleconferencing and personal laptops, tablets, and smartphones, as well as cloud-based applications such as Gmail, Google Docs, Dropbox, and Office 365. 2. Encourage downtime Even as workers desire greater flexibility, they are wary of burnout from work creeping into personal time such as weekends and vacations. Employers can strike a balance by allowing greater use of technology and virtual collaboration tools while restricting the performance of work outside designated business hours. Encouraging talented workers to take the time off that they’ve earned is a no-brainer, while instituting restrictions on email accessibility is a major differentiator between organizations. Few workers are accustomed to having their personal sphere protected. Suggestions for employers Employers should differentiate from the pack by helping their workers thrive – personally and professionally – in this era of continuous change and high expectations. While an organization’s clients may expect service around the clock, it doesn’t mean that everyone on the team should feel the pressure to work non-stop. Employers should let talent know they respect their right to lead happy, healthy, and balanced lives, while also providing them with the tools to thrive and grow professionally. 14 3. Ensure that work is meaningful Many workers seek meaningful work experiences that allow them to make a positive difference to society. They yearn for a purpose, as well as a paycheck. To cater for this demand, employers should offer more opportunities to work on socially oriented projects. They could seek out partnerships with charities and other non-profit organizations, or look to sponsor worthwhile community causes. They could also encourage workers to devote a portion of their working week to volunteer activities. Finally, offering more sabbatical time could encourage talent to explore outside interests without feeling the need to sever ties with their company. CONTENTS
  24. 24. /24 SUGGESTIONS FOR EMPLOYERS 4. Help keep skills current Many workers are more concerned about their skills becoming obsolete than they are about potentially being laid off. They understand that technology is changing the modern workplace. They also expect employers to invest in their professional development, and help them to learn and grow on the job. In return, employers should offer their teams access to an array of courses, workshops, and networking and improvement opportunities. Fear of making talent more marketable and susceptible to poaching from rival organizations is no longer a valid reason to hold back on training. 5. Create a culture and brand to be proud of Organizations should focus on building their brand as a rewarding place to work. Those that can “walk the talk” will not only attract talent, but retain it. In today’s open- networked world, there are no secrets, and potential talent can quickly gauge the desirability of a potential employer. Fostering a positive workplace culture could mean offering comprehensive orientation activities for new recruits, mentoring and befriending programs, as well as regular talks that enable retirees and other company alumni to impart their wisdom. In addition, supporting ethical and environmentally friendly practices, and supporting diversity through the promotion of more women, members of minory groups, and young people into senior positions, are no longer optional extras, but central to an employer’s reputation. 6. Provide lifestyle support options Finally, organizations must be prepared to support their workers and recognise the full complexity of their lives. For example, employers could offer subsidized daycare facilities or programs that assist people to work while caring for an elderly or sick relative. They could establish a free gym and other sporting facilities on premises for people to let off steam, as well as yoga, meditation, or pilates classes. While support services are targeted at particular populations, the appeal of wellness programs is universal – yet both are proof that an employer cares. Suggestions for employers (continued) 14 CONTENTS
  25. 25. /25 CONCLUSION Conclusion The most talented professionals on the market increasingly want to dictate the terms of their work. No longer driven primarily by pay or promotion, they expect workplace environments that support their development as multidimensional human beings. In this emerging workforce, work-life balance is no longer an optional extra, but a basic standard by which every organization is judged. Yet Kelly’s global workforce research also shows that the very concept of work-life balance is becoming more sophisticated. Workers now seek a wider mix of benefits 15 The Work-Life Design mindset is being embraced across all demographic groups and sectors, with Millennials and professional and technical talent leading the charge. And while this mindset is more advanced in Asia-Pacific countries than Europe, the global trend is clear. beyond flexible work hours and remote access technologies. The workplaces that are best positioned to attract top talent in future might offer a range of wellness programs, mentoring and befriending initiatives, volunteer opportunities, childcare and caregiver support, as well as entitlements to sabbaticals and paid time off. Savvy employers who can deliver this menu of options to their staff are more likely to win their loyalty. Quite simply, this is the reward for allowing them to design the life that they want. CONTENTS
  26. 26. About the Kelly Global Workforce IndexTM The Kelly Global Workforce Index™ (KGWI) is an international survey which measures employee attitudes to, and opinions on, current workplace issues. The results are published during each quarter by Kelly Services in Europe, Northern America and in the Asia-Pacific. Kelly® sampled nearly 164’000 workers (1’700 in Switzerland) across 28 countries, and in a multitude of industries and occupations for the 2015 – 16 KGWI survey. The survey was conducted between May and July 2015 by RDA Group on behalf of Kelly Services. About Kelly Services® As a global leader in providing workforce solutions, Kelly Services, Inc. (Nasdaq: KELYA, KELYB) offer a comprehensive array of outsourcing and consulting services as well as world- class staffing on a direct-hire, temporary and temporary-to-hire basis. Kelly® has a role in managing employment opportunities around the globe by employing 550’000 of these individuals directly. Revenue in 2015 was $5.5 billion. Visit kellyservices.ch and connect with us on Facebook® , Xing® and LinkedIn® . Kelly Services has more than 35 branches and specialist departments in Switzerland, representing the fields of science, banking & finance, health, IT, engineering, food & agriculture, building & construction, industry & technology, logistics & transport, the watch industry and commercial occupations. Media contact Kelly Services, Inc., Rosangela Thomaz, Marketing & Communications Manager E-Mail: rosangela.thomaz@kellyservices.ch kellyservices.ch This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2016 Kelly Services, Inc. 15-0971 EXIT

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