kelly global workforce index

GLOBAL

trends

that shaped
job choice,

recruitment

workplace performance
2013 annual review

Contents
Introduction to KGWI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Choppy waters for human resources management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Straddling the new era in employee relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Employee Engagement and Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

A landmark shift . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Why employees are moving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Referring an employer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Impact of managers on retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Key influences on job choice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Staying or quitting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Career Development and Upskilling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

The changing face of skills and training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

The return on skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Investing in training that works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Building a durable skills base . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33

Workplace Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Paying to perform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Performance options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Fair pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

Social Media and Technology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Becoming social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Harnessing social media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Using smart devices in the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

The 2013 Kelly Global Workforce Index (KGWI) brought

together work and workplace insights sourced from more than
120,000 respondents from 31 countries across the Americas,
EMEA and APAC regions.
One of the largest global surveys of its kind, the KGWI sheds light on employee attitudes and
behaviors surrounding some of the most pressing modern workplace challenges.
Throughout the year, Kelly Services provided findings from the KGWI across four topics:
Employee Engagement and Retention
Career Development and Upskilling
Workplace Performance
Social Media and Technology
This report goes a step further and compiles the findings from each of the topics into a single
paper, and also shares insights and observations from across the themes.
The survey takes a historical perspective on some key issues, looking at trend changes in
KGWI over the five-year period from 2009, during which some 600,000 responses have
been obtained.

55

47
Since the financial
crisis of 2008-09, employees
are less happy, less engaged and
more anxious about job security. In a
nutshell, they are less loyal to their
employer. Additionally, they are using their
social media networks to source information
on potential employers to help make
decisions on whether to jump ship or stay
put. In a market where finding the right
skills has become even harder, employers
need to dig deep and enhance the
work experience to ensure their
talent doesnt go elsewhere.

40

OR
K F EN PY
O
LO EV AP
LY OB E H
IVE ER J AR
T
AC ETT THEY
A B EN
WH

IN
BS
JO R
D
A
GE YE
AN AST
H
C EP
TH
S

B
JO
EW
N
IA
R
FO MED
CH IAL
R
A
C
SE SO
VIA

THE DECLINE OF EMPLOYEE ENGAGEMENT

AND HAPPINESS SINCE 2010
50%
40%
30%
20%
10%
0%

2010

Engagement

51%

2012

2013

Happiness

ONLY 48%

USE OF SOCIAL MEDIA FOR

CAREER ADVICE BY REGION

36%

2011

OF EMPLOYEES WHO CHANGED

JOBS IN THE PAST YEAR ARE
HAPPY IN THEIR NEW POSITIONS.

32%

WHAT DOES THE BEST TALENT

LOOK FOR IN A JOB?

Management that provides

encouragement, empowerment and clarity
EMEA

APAC

AMERICAS

Training that enhances the work

experience and improves longer-term
career prospects
Opportunities for advancement and
greater responsibility

60% ARE SEEKING FURTHER EDUCATION/

TRAINING OR CONSIDERING IT.
PROMOTION AT THEIR CURRENT
EMPLOYER IS THE MAIN MOTIVATOR FOR
LEARNING NEW SKILLS.

An organization with a good brand and

a positive image/good culture
Incentive-based remuneration and a
fair wage for work performed

Choppy
waters
for human
r e s o ur c e s

management

The global human resources

(HR) landscape has
experienced a tumultuous
period, and the past year
has witnessed a number
of important trends that
have been identified
in the 2013 KGWI.

abor markets in many parts of the world

Employers and HR managers are

One of the key aims of the KGWI is to

are still weak or emerging slowly from

performing this juggling act in a turbulent

help identify the ways that employees

and uncertain environment. Employee trust

are thinking about their work and their

in employers has been shaken in many

employers, with the ultimate objective of

The rebound in business activity from

markets as a result of the downturn in

assisting employers to better manage their

the depths of the global financial crisis

activity and job shedding.

human capital needs.

subdued than most pundits had expected,

Employee morale has taken a hit as

This paper brings together a number of the

and this has contributed to a difficult

organizations have struggled to provide

themes that have been featured in KGWI

climate for employment generation and

secure work and career pathways. Even

in 2013 as well as in earlier years, and

business growth.

some of the most valued and engaged

draws insights about best practice in the

employees often cannot be certain of

attraction, retention and development of

their future.

talent in the contemporary workplace.

the global recession.

in 20082009 has been slower and more

Employers face the dual challenges

of managing their existing staff in a
constrained economic environment, while

The unusually protracted nature of this

struggling to retain the skills and expertise

recovery means that management support

vital for their competitiveness and the

systems, including HR, have been placed

tentative recovery in business conditions.

under intense and sustained pressure.

straddling
the
new era

in

employee

relations

Business managers
everywhere are grappling with
a recurring talent problem.

n the period following the global

Employees are also more conscious of

competition for highly skilled talent

economic meltdown of 20082009, the

the need to take greater control over their

not always available from the pool

standard procedures for managing the

career direction in an uncertain business

of unemployed.

employeeemployer relationship were

environment and, as a consequence, are

thrown out.

more restless in their current jobs.

Even in situations where employees are

contented and engaged, many are looking

Familiar patterns and approaches have

In a nutshell, employees have become more

to change jobs for advancement and

needed to be re-thought as a result of the

independent and self-reliant because they

better pay.

way that the economic recession altered the

cant be certain that their jobs and careers

fundamental relationship between workers

will necessarily be safeguarded in the

A new generation of empowered and

and their employment.

prevailing environment.

autonomous employees is particularly open

The scale and duration of the economic

This presents a raft of challenges for

collapse tore at the heart of this relationship

businesses coping with a cohort of

and caused a fundamental re-think

workers whose perspectives have been

There is a more critical focus on managers

about issues such as employee loyalty,

shaped by the biggest economic upheaval

and supervisors in this equation because

engagement and job certainty.

in a generation.

their role in employee retention is

to job switching, lured by promotion, pay

and personal fulfillment.

sometimes overlooked. They play a

The result is an employee that is

significant part, particularly in providing

Ta l e n t o n t h e m o v e

encouragement, empowerment and clarity.

advancement. Firms and brands that

One of the ongoing issues for many

Employees, themselves, identify ways

were once regarded as stable and reliable

employers has been the prolonged

that management can enhance the work

employers were not able to withstand the

difficulty in securing talented people, even

experience, including provision of training

pressure to cut payrolls.

as unemployment has risen. Employee

and development that will improve their

engagement and retention remain hot

longer term career prospects.

less engaged and less content, and

more anxious about job security and

issues because there is still heightened

Straddling the new era in employee relations

To attract the best talent, employers should

They want a degree of control over their

Corporate training or continuing education

have a solid position in the marketplace

own professional development, and they

programs can play a pivotal role in ensuring

and offer the attributes most desired by

actively seek opportunities to branch out

female STEM professionals are engaged

job seekers, including worklife balance

and gain additional responsibility.

and loyal workers, not to mention being

and opportunities for advancement. Strong

equipped for future leadership roles.

candidates seek organizations with a good

In a competitive market, soft skills matter

brand and a positive image.

a great deal. Skills such as communication,

teamwork, flexibility and emotional

P e r f o r m a n c e c a n pay

One of the more surprising findings shows

intelligence are often the differentiating

just how dissatisfied many employees are

factors in assessing talent. Employees are

There is a strong focus on the issue of

after having recently changed jobs, pointing

keenly aware of their importance to job

linking earnings to workplace performance.

to the strong need for programs to monitor

success and career advancement.

and engage new recruits, and protect the

Employees appear to have crossed a

Cultural and technology shifts in the

threshold on this issue and are increasingly

workplace further reinforce the need

attracted to incentive-based remuneration

for employees to have a strong suite

that will serve as a motivator for improved

Ta k i n g c h a r g e

of soft skills which are relevant to

productivity and higher salaries.

o f t h e f u t ur e

organizations worldwide.

The economic upheaval has accelerated

STEM (science, technology, engineering

lifting pay via productivity improvements

the trend toward workers becoming more

and mathematics) professionals are the

rather than through traditional avenues

proactive and self-reliant. They simply

cornerstone of innovation and are in high

such as overtime.

cannot afford to leave their careers in the

demand globally. Companies particularly

hands of employers as they once might

struggle with attracting and retaining

have done.

females for these critical roles, as many with

investment in human capital.

the qualifications do not pursue related

careers after graduating.

Importantly, there is a real interest in

It is worth emphasizing that salary is not

always the key factor, or the sole factor,
in boosting employee engagement and
retention. Personal fulfillment, interesting

Straddling the new era in employee relations

and engaging work, and opportunities for

There is a groundswell of opinion among

Social media has opened the door to allow

advancement and greater responsibility also

employees in support of social media as a

candidates and others to look beyond the

play a large part.

workplace tool. This raises a host of issues

barriers that organizations erect to the

around privacy and confidentiality.

outside world.

of the mix and employers need to stay

There is also a new dimension to the use

It brings challenges and opportunities,

vigilant about ensuring that they

of social media in recruitment and

and the need for strategies to ensure that

remain competitive.

retention. Employees are using social

firms are sending the right messages to

Salary and benefits are a vital component

media to engage in a broad range of

customers, prospective employees and

The issue of fairness in remuneration also

discussions about jobs, employers and

other stakeholders.

comes to the fore, with many employees

workplace issues.

not convinced that they receive a fair wage

for the work they perform.

Corporations continue to leverage social

media tools and networks to identify
top talent, particularly the passive job

Opening the door

seeker. Their investments are yielding

to social media

results, and hold the promise of more

Social media is becoming pervasive

candidate-to-job matches.

in the workplace, just as it is in the

Employees are also building their social

wider community.

networks with the hope of gaining job

This is throwing up interesting challenges in

managing this interface between work and

connections, job referrals and insider tips

on a companys culture.

social life.

10

employee

engagement
&
retention

The topic of Employee Engagement and Retention looked in some depth at

the employee-employer relationship, including issues such as employee
loyalty, happiness and commitment to the job. It also examined views about
the employers reputation as a preferred place to work, and the circumstances
under which employees explore alternative jobs and careers.
The topic homed in on some of the significant changes that emerged
in the period immediately following the global financial crisis, and
which are still impacting the employment landscape.

11

A landmark shift
60
50
uncertainty have taken their toll. Workers

unemployment, job cuts and government

been a landmark shift in employee attitudes

who braced for a short, sharp downturn in

austerity measures.

to work over the past few years.

200809 may be dismayed that the global

What has become clear is that there has

40
30

Between 2010 and 2011, there was a

sizable decline in the level of employee

20

economy and business activity have taken

The level of employee happiness in the

10

so long to rebound.

US has rebounded moderately, in line with

engagement. This measure fell from 43%

improving economic conditions. APAC has

Americas
The same
sentiment is evident when

in 2010 to 25% in 2011 and, while it has

respondents are asked about their

recovered somewhat, it is still well below

job happiness.

EMEA

APAC but EMEA

similarly seen improvements,
has marked time.
Clearly, employee engagement and

the level of four years ago.

In 2013, one-third described themselves as

The measure of happiness slumped

contentment with workand indeed the

between 2010 and 2011 and has

employer-employee relationshipsuffered

barely recovered.

a sharp deterioration around 2011.

40%

Across every region, the trend is similar:

This realignment fundamentally altered a

30%

a steep fall followed by a partial recovery.

host of employee attitudes towards 2013

jobs,

60%

totally committed to their employers, up

50%

only slightly from 31% in 2012.

The pattern is consistent across the
Americas, EMEA and APAC regions. In each
case there was a sharp decline in levels of
engagement and commitment in 2011,
followed by a weak recovery.

20%
10%
0%

2012

commitment, loyalty and longevity.

following the trough in 2011 has closely

For employers and managers, its as if the

mirrored Americas
economic conditions in the

tried and trusted APAC

approaches to HR that

EMEA

had worked for decades dont seem to

apply. The effects are now shaping a host

The reasons behind this decline are open

to speculation. One possibility is that the

The major economies of North America

duration of the economic recovery has

and Europe experienced a sustained

affected employee morale and confidence.

period of economic stagnation, with

of employee behaviors and attitudes.

50 Job layoffs, cuts in output and ongoing

60 low growth, rising and chronic

40

50

20twelve

30

40

20eleven

30

20ten

20thirteen

20
10

10

20ten

20eleven

20twelve

20thirteen

Americas

EMEA

APAC

How committed or engaged do you feel with

your current employer? (% Very committed)

How committed or engaged do you feel with your

current employer? (% Very committed by region)

50%

60%

40%

50%

2010

2011

2013

2012

40%

30%

30%
20%
20%
10%
0%

10%
2010

2011

2012

2013

2011

It is worth noting that the pattern

respective regions.

20

2010

0%

Americas

EMEA

12

APAC

30
25
20
15
10
5
0

Americas

EMEA

APAC

The global measure of happiness slumped between

2010 and 2011 and has barely recovered.
30%

2010

25%

2011
2012

20%

2013

15%
10%
5%
0%

Americas

EMEA

APAC

20
30
15
10
5

20thirteen

25

20twelve

20

20eleven

15

20ten

10

20ten

20eleven

20twelve

20thirteen

5
0

Americas

EMEA

Are you happy in your job?

(% Very happy)

Are you happy in your job?

(% Very happy by region)

20%

30%

2010

2011

APAC

2013

2012

25%
15%
20%
15%

10%

10%
5%
5%
0%

2010

2011

2012

2013

0%

Americas

EMEA

13

APAC

Why employees are moving

There was a reasonably high degree of job

Interestingly, this change of jobs did

Across the generations, Gen Y had a

switch in 2013, with 47% of respondents

not automatically translate into more

considerably better outcome, with 54%

changing employers, with the greatest rate

contented employees.

happy in their new roles, compared

with 47% for Gen X and just 40% for

of job-change in the EMEA region (51%)

compared with the Americas (45%) and

Less than half (48%) of the global

APAC (42%).

respondents who changed jobs were happy

Baby Boomers.
At a time when many developed

in their new roles.

economies are experiencing an ageing

Globally, there were 36% who said they

considered changing jobs, while just 17%

In APAC, almost two-thirds (64%) of job-

workforce, the poorer post-job change

were certain that they will remain with

changers were happy in their new positions,

outcomes experienced by older workers

their current employer.

compared with only 43% in EMEA and

is not an encouraging sign. There are

41% in the Americas.

frequently perceptions that older workers

By country, both Australia and France

are less flexible and adaptable in fitting in

saw more than 60% of respondents change

By any measure, a rate of less than half

jobs. More than 50% switched jobs in

who are happy in the immediate

Portugal, Denmark, Brazil, New Zealand,

aftermath of a job change points to a

The findings suggest that older workers

Luxembourg, Belgium and Netherlands.

considerable management problem

may benefit from more intensive transition

and a potential loss of productivity from

arrangements if the relationship is to deliver

disengaged employees.

optimum benefits.

60

to a new work regime.

APAC

50

EMEA

40

80 Americas
70 Global
30
60
20
50
10
40
30
0
No,Yes
but I have considered
No, I amchanging
not interested
employers
in changing employers
20
10
Have you changed employers within
0 Have you changed employers within the
Australia
France
Portugal
Denmark
New
Brazil
Luxembourg
Zealand
Belgium
Netherlands
Switzerland
UK
Canada
Poland
Mexico
Hungary
Hong Kong
Italy
Ireland
Russia
US
Sweden
Norway
Singapore
Malaysia
Thailand
China
Germany
India
Indonesia
the past year? (% by region)
past year? (% Yes by country)
Global

Americas

EMEA

APAC
80%APAC

60%

70%

EMEA

50%

60%

Americas

40%

50%

Global

40%

30%

30%

20%

20%
10%

0%

14

Sw US
ed
No en
r
Si way
ng
ap
M ore
ala
y
Th sia
ail
an
d
C
Ge hina
rm
an
y
Ind
Ind ia
on
es
ia

No, but I have

No, I am not
considered changing
interested in
employers
changing employers

U
Ca K
na
d
Po a
lan
M d
ex
i
Hu co
n
Ho ga
ng ry
Ko
ng
Ita
Ire ly
lan
Ru d
ss
ia

Yes

str
ali
Fra a
n
Po ce
r tu
De gal
nm
ar
k
Ne Br
w azi
Ze l
Lu al
xe and
m
bo
u
Be rg
Ne lgiu
the m
Sw rland
itz s
er
lan
d

10%

Au

0%

More than 50% switched job s in portugal, denmark, brazil,

new zealand, luxembo urg, belgium and netherlands.

60
50

80
70

40

60

30

50

20

40
30

10

20

Gen Y

10
0

Global

Americas

EMEA

Gen X

Baby Boomers

APAC

If you have changed employers in the past year,

are you happy in your new role/job?
(% Very happy or happy by region)

If you have changed employers in the past year,

are you happy in your new role/job?
(% Very happy or happy by generation)

80%

60%
50%

60%
40%
40%

30%
20%

20%
10%
0%

Global

Americas

EMEA

APAC

0%

Gen Y

Gen X

15

Baby Boomers

R e f e rr i n g a n e m p l o y e r
A key indicator of employee satisfaction

APAC and 24% in EMEA would be willing

friend or colleague as an employment

is the willingness of an employee to

to do so.

opportunity, 26% cited company culture/

reputation as the primary influence for

recommend their employer as a preferred

Employers in the Americas are doing

the recommendation. The second most

considerably better than their counterparts

influential reason was opportunity for

Globally, just 29% were strongly inclined to

in APAC and EMEA. Nevertheless, the fact

personal growth/advancement, at 21%.

recommend their employer to a friend or

that less than one-third globally would give

colleague as an employment opportunity.

a strong employer recommendation points

The issue of competitive compensation/

to a high degree of reservation.

benefits was rated relatively low,

place to work.

While 42% of respondents in the Americas

nominated by only 10% of respondents.

would strongly recommend their bosses to

Among respondents who would

friends or colleagues, only 28% of those in

recommend their employer to a

30
25
20
15
10
5
0
Company
Opportunity
culture/reputation
for personal
Interesting
Personal
growth/advancement
or challenging
fulfillment
Competitive
work
(work/life
compensation/benefits
Opportunity
Flexible
balance)
workfor
schedule
telecommuting
Other
(working from home or remotely)
Which of the following factors are most influential in terms of your likelihood
to recommend your employer? (% globally, multiple responses allowed)

30%
25%
20%
15%
10%
5%
0%

Company
culture/
reputation

Opportunity for
personal
growth/
advancement

Interesting or
challenging
work

Personal
fulfillment
(work/life
balance)

Competitive
compensation/
benefits

Flexible
work
schedule

Other

16

Opportunity for
telecommuting
(working from
home or remotely)

Just 29% were strongly inclined to recommend their employer to

a friend or colleague as an employment opportunity.

50
40
30
20
10
0

Global

Americas

EMEA

APAC

How likely would you be to recommend your employer to a friend or

colleague as an employment opportunity? (Respondents rating 9 & 10 on a
scale of 110 where 1 = Definitely would not and 10 = Definitely would)
50%
40%
30%
20%
10%
0%

Global

Americas

EMEA

APAC

17

I m pa c t o f m a n a g e r s o n r e t e n t i o n
It is sometimes said that employees dont

effectively manage the transition of new

followed by the need for managers to

leave companies, they leave managers.

employees or the ongoing relationship.

better clarify the responsibilities, goals and

Certainly the influence of managers

Managers in many enterprises are often

on employee morale and workplace

required to learn on the job and they

The third ranked request was for more

performance is significant.

sometimes dont get the benefit of training

transparency in communications between

to help them grapple with the important

employees and managers.

objectives of those under their direction.

Globally, 63% of respondents said that

tasks associated with employee onboarding

their direct managers play a major role in

and transition.

In other words, managers and supervisors

probably need to open up with employees;

determining the state of their satisfaction

and engagement, with the highest in

Given the investment in hiring, it is

be clear about what is expected of

APAC (68%).

surprising that more attention is not focused

employees, and how they are to

on getting this right.

be evaluated.

are the direct point of interaction for

When employees were asked to reflect on

Over a number of years of KGWI, it is also

employees and they have a significant

the performance of their managers, there

clear that opportunities for training and

bearing on employee morale, satisfaction

were a few key elements that emerged

professional development rank highly in any

and retention.

as critical in addressing the manager-

assessment of employer effectiveness.

It is clear that managers and supervisors

employee relationship.
However, it cant be simply assumed that
managers and supervisors necessarily

Topping the list was the opportunity for

have the time, capability or resources to

more training and skills development,

60
50
40
30
20
10
0
Training
Clarify responsibilities,
opportunities
More transparency
goals,
More
and
reasonable/manageable
with
objectives
communications
Public recognition
workload
More autonomy Other
What could your direct manager do to improve your satisfaction or level of engagement,
aside from salary/benefits or promotion? (% globally, multiple responses allowed)

60%
50%
40%
30%
20%
10%
0%

Training
opportunities

Clarify
responsibilities,
goals,
and objectives

More
transparency
with
communications

More
reasonable/
manageable
workload

Public
recognition

More
autonomy

18

Other

Given the investment in hiring, it is surprising that more

at tention is not focused on get ting this right.

80
70
60
50
40
30
20
10
0 To what degree does your direct manager/supervisor impact your level of
Global or engagement
Americas
EMEA
APAC
satisfaction
with
your employment?
(Respondents who rated 4 &

5 on a scale of 15, where 5 = Significant impact and 1 = No impact at all

80%

60%

40%

20%

0%

Global

Americas

EMEA

APAC

19

Key influences on job choice

The key factor influencing job choice across

The issue of compensation/benefits

The second most frequently cited factor

all generations was personal fulfilment

ranked third most important at 26%

was strong leadership (50%), followed by

(worklife balance), nominated by 38%

globally and remained consistent

innovation (43%).

globally. Its importance in the job equation

across the generations.

The finding is testament to the power that

steadily increases with age.

In the eyes of the employee, there is one

employment stability brings in the current

The other key factor was personal growth/

issue that dominates when it comes to

economic climate where there is still a high

advancement, which was nominated by

evaluating an employers reputation

degree of job volatility. It appears that

29% globally, but this factor became less

employment stability.

innovative and other more higher-risk

firms are less attractive than those with a

important as people progress through

Globally, an overwhelming 75% of

their careers.

stable, secure employment record.

respondents said that a stable employment

environment was their prime consideration
in judging an organization.

50

Other
Corporate sovereignty/good will

40

Compensation/benefits

30

Personal growth/advancement

20

Personal fulfillment (work/life balance)

10
0

All generations

Gen Y

Gen X

Baby Boomers

Which of the following factors would drive your decision to

accept one job/position over another? (% by generation)

Personal fulfillment (worklife balance)

50%

Personal growth/advancement

40%

Compensation/benefits
30%

Corporate sovereignty/goodwill
Other

20%
10%
0%

All generations

Gen Y

Gen X

Baby Boomers

20

75% of respondents said that a stable employment environment

was their prime consideration in judging an organization.

80
70
60
50
40
30
20
10
0
Employment stability
Strong leadershipInnovation
FunCorporate
corporatesocial
culture
responsibility/philanthropy
Other
When considering the reputation of a potential employer, what factors
are most important? (% globally, multiple responses allowed)

80%

60%

40%

20%

0%

Employment
stability

Strong leadership

Innovation

Fun corporate
culture

Corporate social
responsibility/
philanthropy

21

Other

S tay i n g o r q u i t t i n g
As the KGWI findings show, the global

Many employees appear to be in a constant

Again, this suggests that a significant

economic recession coincided with a

state of disquiet in their employment

share of the workforce is not feeling fulfilled

substantial shift in the way employees view

arrangement. They spend a considerable

in their jobs, and points to the need for

their work and their employers.

amount of time contemplating alternative

managers to take steps to address this

job options.

underlying discontent.

precedence over improved salaries

Globally, 43% said they frequently think

The task of keeping an eye on the jobs

and benefits.

about quitting their current job and going

market was a time-consuming activity

to another employer. This was up from

for some.

For many employees, job stability took

Many firms that had built employee

37% reported in 2012.

More than one-quarter (29%) look once or

goodwill over decades had to make the

difficult decision to scale back operations

Even employees who were happy in their

twice a week, and over one-third (34%) look

and reduce headcount.

jobs spent a considerable amount of time

for a new opportunity on a daily basis.

canvassing employment alternatives.

In EMEA, no less than 44% said they check

The number of people intending to look

for a job with another organization moved

More than half of global respondents (55%)

the jobs market on a daily basis, while 30%

slightly lower in 2013a total of 63%, down

said they actively look for a better job even

did so once or twice a week.

from 66% in 2012.

when they are happy in their current job, a

significant increase from 49% in 2012.

Virtually all of the difference was accounted

for by a downward shift in the Americas
from 66% to 56%.

60

50

80

20thirteen

70

40

60

50

20twelve

40

30

50
40
30
20

20

20

10

10

organization within the next year?

(% Yes by region)
80%

Global

Americas

EMEA

APAC

Global
Americas
Do you
frequently
think aboutEMEA
quitting yourAPAC
current
job and leaving your employer? (% Yes by region)

Do you actively look for better job opportunities

or evaluate the external job market even when
you are happy in a job? (% Yes by region)

50%

60%
50%

40%

60%

20tw

20twelve

30

10
0 Do you intend to look for a job with another
Global
Americas
EMEA
APAC

20thi

20thirteen

40%
30%
30%

40%
20%
20%

0%

20%

10%

Global

2012

Americas
2013

EMEA

APAC

0%

Global
2013
2012

10%
Americas

EMEA

APAC

0%

Global

2012

22

2013

Americas

EMEA

APAC

Many employees spend a considerable amount of time

considering alternative job options.

50

Less than once a month

Once or twice a month

40

Once or twice a week

30

Daily

20
10
0

Global

Americas

EMEA

APAC

If you are one of those who do look for better job opportunities or evaluate the external job
market even when you are happy in a job, how frequently do you do this? (% by region)

50%

Daily
Once or twice a week

40%

Once or twice a month

30%

Less than once a month

20%
10%
0%

Global

Americas

EMEA

APAC

23

W h at e m p l o y e r s c a n d o
Many workers have experienced a

Engage employees in a vision for the

Give employees the opportunity to

significant shift in their attachment to

businessshare plans, challenges and

provide feedback about their work and

employers in the wake of the global

opportunities, and keep surprises to

share their ideas for improvement.

financial crisis, and this phenomenon is still

a minimum.

impacting the employment relationship.

There is a transactional element to the
way employees view their employment
less emotional and a more self-serving,

Set out clear responsibilities, goals and

Liaise with employees as part of a

structured program of communications
about the business.
Maximize the opportunities to

objectives for employees and review

these on a regular basis.
Ensure that managers and supervisors
responsible for new hires have the

arms-length assessment of career prospects

provide work that is fulfilling and which

training and capability to manage the

and alternatives.

pushes people to challenging but

onboarding and engagement process.

achievable limits.
This is a fickle employment environment.
So what steps can employers take to
address the issues of job engagement
and commitment?

24

career

development
&
upskilling

Career Development and Upskilling explored the changing

focus on training and skills development, as employees become
more proactive and self-reliant in managing their careers.
As noted in the previous chapter, the magnitude of the economic collapse in
major economies caught out many firms, organizations and individuals.
The scale and duration of the downturn has forced many employees
to look afresh at the whole area of training and professional
developmentone that was previously guided by an employer.
Now, employees cannot solely rely on an employer to direct
this important element of their career development.
A new generation of workers is taking on much greater
responsibility for their training and professional development,
including the way it is provided and funded.

25

T h e c h a n g i n g fa c e o f s k i l l s a n d t r a i n i n g
When asked to identify the main motivation

This particular finding should provide

employees to reach new skill levels that

for learning new skills or undertaking

some comfort to employers.

they regard as relevant to their current and

training, the largest share of employees

(57%) cited the opportunity for promotion

future capability. To the extent that the

Employers often worry that expenditure on
training is wasted if it sees a newly-skilled

with their current employer. A further 47%

employee walk out the door to another firm

cited the opportunity to work in another

or a competitor.

organization, and 42% planned to enter a

In fact, most of those who responded to the

new field of work.

survey indicate that their main motivation

The largest group of employees were

motivated to undertake additional training

for training is to stay put.

training is integrated as part of the firms

strategic planning, it is also an investment in
organizational capability.
There is a noticeable difference between
the workplace generations when it comes to
the main factors that influence their training
decisions. Gen Y is significantly more

So, from an employers perspective, the

likely than Gen X and Baby Boomers to be

or skills development by a desire to stay in

provision of training can become a key

motivated by the prospect of a promotion

their current job, not to move elsewhere.

element in staff retention if it is assisting

with their current employer.

60
50
40
30
20
10
0
Promotion
Promotion/advancement
at current employer
atEnter
another
a new
Become
company
field an
of work
entrepreneur/ businessOther
owner
What motivates you to learn new skills or seek additional training?
(% globally, multiple responses allowed)

60%
50%
40%
30%
20%
10%
0%

Promotion at
current employer

Promotion/
advancement at
another company

Enter a new field

of work

Become an
entrepreneur/
business owner

26

Other

The largest group of employees were motivated to undertake

additional training by a desire to stay in their current job .

80
70
60
50
40
30
20
10
0
Promotion at
Promotion/advancement
current employer
at another
Enter a company
new
Become
field ofanwork
entrepreneur/ business owner
Other

Baby Boomers
Gen X
Gen Y

What motivates you to learn new skills or seek additional training?

(% by generation, multiple responses allowed)

80%

Gen Y

70%

Gen X

60%

Baby Boomers

50%
40%
30%
20%
10%
0%

Promotion at
current employer

Promotion/advancement
at another company

Enter a new
field of work

Become an entrepreneur/
business owner

27

Other

THE R ET U R N ON SKILLS
Globally, 60% of workers are either

economies, while the lowest rates tend to

The propensity for individuals to undertake

actively seeking further education or

be in some of the most prosperous nations.

renewed training or education will depend

on a host of factors, including industry

training (23%), or considering it (37%).

The APAC region stands out as a skilling

Russia heads the list for training intensity,

dynamics, the state of competition in the

hotspot, with 69% of those surveyed either

with an astonishing 92% planning some

jobs market, and the likelihood of the

considering or seeking further training for

form of training. Also high on the list are

training investment producing a payoff in

a new field of work.

Thailand, Mexico, Brazil, Indonesia,

the form of salary or promotion.

Puerto Rico and Malaysia.

Among professional and technical

Across the globe, there are markedly

different approaches to the notion of

The lowest rates of planned training

employees, those most likely to be actively

additional training and professional

are in France, Luxembourg, the US

seeking to upgrade their skills are in Math,

development. The highest rates of planned

and Switzerland.

Engineering and IT, while the least likely are

in Science, Health Care and Education.

upskilling are predominantly in developing

100

80

80

70
60

Considering or seeking education/training

Not considering education/training

60

50
40

40

30

20

20
10
0

Global

Americas

EMEA

APAC

0
Russia
Thailand
Mexico
Brazil
Indonesia
Puerto
Malaysia
Belgium
RicoChina
Hungary
Ireland
Portugal
Poland
Singapore
Italy
Australia
Hong
New
Netherlands
Kong
Zealand
Denmark
Canada
India
Germany
UK
Norway
Sweden
Switzerland
Luxembourg
US France

Are you currently seeking/considering additional

education or training to pursue a new field of work?
(% by region)

Are you currently seeking/considering additional education or training

to pursue a new field of work? (%Yes by country)

80%

100%
80%

60%

60%
40%

40%
20%

EMEA

Considering or seeking education/training

APAC

0%

sia
ail
an
M d
ex
ico
B
Ind raz
i
Pu one l
er sia
to
R
M ico
ala
y
Be sia
lgi
um
Ch
Hu ina
ng
a
Ire ry
Po land
r tu
g
Po al
Si lan
ng d
ap
or
e
Au Italy
Ho stra
n li
Ne g K a
w on
Z g
Ne eal
th and
er
la
De nds
nm
Ca ark
na
da
Ind
Ge ia
rm
an
y
No UK
rw
S ay
Sw wed
itz en
er
lan
d
Lu
xe U
m S
bo
u
Fra rg
nc
e

Americas

Ru
s

Global

Not considering education/training

Th

0%

20%

28

Globally, 60% of workers are either actively seeking further

education or training (23%), or considering it (37%).

30
25
20
15
10
5
0

MathEngineering IT

Sales
Security clearance
Finance/Accounting
Law
Marketing
Education
Health Care
Science

Are you currently seeking additional education or training to pursue a new

field of work? (% Yes by skill set, globally)

30%
25%
20%
15%
105
5%
0%

Math

Engineering

IT

Sales

Security
clearance

Law

Finance/
Accounting

Marketing

Education

29

Health Care

Science

I n v e s t i n g i n t r a i n i n g t h at w o r k s
For training to be meaningful it needs to

In other words, hands-on, job-related

For an employer, this finding can be a

be relevant and practicalnot training for

training in the workplace ranks ahead of

mixed blessing. For organizations with a

trainings sake.

all other forms of training and professional

training culture and a capacity to deliver

development in the eyes of employees.

on-site training, there is the potential to

In an era when employees are embracing

extend formal training to larger numbers

the notion of self-directed training and

Slightly more than half (54%) agree that

continuing education, there is a new focus

employer-provided training is effective in

on providing the most appropriate type

building skills.

of employees.
The downside is that on-site training

of training.

generally doesnt provide any formal

This form of training is ranked highest

qualifications so may not be suited to

When asked to identify the most desirable

among Gen Y, with 58% positive, but is

all employees. Many smaller and even

means of furthering their skills, the

less popular among Gen X (53%) and Baby

mid-size firms may not even have a

overwhelming preference was for on-

Boomers (48%).

structured training capability, rather relying

the-job experience, identified by 70% of

on outside providers.

respondents, significantly ahead of the next

highest ranked, continued education and
training, cited by 58%.

80
70
60
50
40
30
20
10
0
On the
Continued
job experience
education/training
ProfessionalSpecial/stretch/rotational
Seminars/
certification
webinars
Structured
assignments
Professional
mentoring
Job sharing
organization memberships
Other
Which of the following methods are most desirable to you in terms of
your skill development? (% globally, multiple responses allowed)

80%
70%
60%
50%
40%
30%
20%
10%
0% On the job
experience

Continued
education/
training

Professional
certification

Seminars/
webinars

Special/stretch/
rotational
assignments

Structured
mentoring

Job sharing

30

Professional
organization
memberships

Other

Ha nds- on, job -related training in the workplace ranks ahead of all
other forms of training and professional development.

60
50
40
30
20
10

To what degree do you agree or disagree that the training

0 provided by your employer allows you to upgrade your skills

Global
Americas
EMEA
APAC

and progress in your career? (% Agree & Strongly agree)

60%
50%
40%
30%
20%
10%
0%

Global

Gen Y

Gen X

Baby
Boomers

31

Bu i l d i n g a d ur a b l e s k i l l s b a s e
The last two decades have radically altered

All skills have a finite life, and in industries

It is clear that decisions about training

the way skills are acquired and developed.

subject to high rates of technological

and professional development are now an

Skills are no longer front-end loaded

change and innovation, the lifespan of

integral part of the employment equation,

onto a career. Rather they are increasingly

skills is becoming shorter. Increasingly, new

and have an important bearing on

embedded as part of lifelong learning

skills will need to be learned and deployed

employee morale, performance

and development.

throughout a working life.

and retention.

The upgrading and renewal of skills plays

Employees recognize that they need to

a critical role in personal and professional

take control of this important aspect of

development. It also has a vital role in

their careers, and think strategically about

broader workforce development, which is

how they invest in the development of their

the cornerstone of organizational efficiency

intellectual and professional capital.

and productivity.

32

W h at e m p l o y e r s c a n d o
Consider opportunities for training and

Consider training and workforce

personal development that will build

development as a key element in

staff capability and resilience.

employee attraction and retention.

Help to build a culture of continuous

Champion individuals who have

learning so that employees are

devoted time and resources to enhance

encouraged to develop and use

their skillsthey set an example for

new skills.

their colleagues and are ambassadors

Encourage employees to think about

for the organization.

career plans and the type of skills and

training that will equip them for the
next phase of their careers.

33

workplace

performance
The topic of Workplace Performance explored the
link between remuneration and job performance,
and the way in which risk-based remuneration is
increasingly being embraced by many employees.
It also delved into what employees really think about
the fairness of their compensation, with a particular
focus on different generations and regions.

34

Pay i n g t o p e r f o r m
The adoption of pay for performance has

meeting performance targets, such as

Because performance-based pay is a

gathered momentum in various parts of the

profit sharing, performance bonuses and

relatively recent development, newer

globe since the KGWI first looked at the

sales commissions.

employees are likely to have at least some

of their remuneration tied to individual,

issue in EMEA in 2005, when some 20% of

respondents were on performance pay.

It is generally seen as a way of aligning

team or company-wide benchmarks.

personal effort and reward with the strategic

Currently, 39% of those in EMEA have some

goals of the business.

Many younger employees will have only

worked in organizations where there is at

of their remuneration tied to performance

benchmarks, and the average across the

The highest incidence among survey

least some proportion of their pay which is

globe is 44%.

respondents was in APAC and newly

performance-based.

emerging economies. China, Indonesia,

The highest incidence of performance pay

Thailand, Malaysia, Russia, India, Singapore

Performance pay predominates in a few key

was in the fast-growing economies of the

and Hong Kong all reported more than 60%

markets such as Sales, where 76% were on

APAC region, with 59% on some form of

of respondents on performance pay.

variable salaries, Marketing (56%), IT (52%)

and Engineering (51%).

incentive payments. The Americas had the

Among the generations, significantly more

lowest incidence at 36%.

Gen X (48%) and Gen Y employees (45%)

Performance-based pay includes any

received variable pay, compared with just

arrangement where an element of the

36% among Baby Boomers.

total remuneration package is tied to

60
50

80
70
60
30
50
20
40
10
30
20
0
Global
Americas
EMEA
APAC
10
Is any of your pay/compensation variable, such that a portion is dependent
Is any of your pay/compensation variable, such that a
0 upon your individual performance/productivity targets? (% Yes by country)
portion is dependent upon your individual performance/ China
Indonesia
Thailand
Malaysia
Russia
India
Singapore
HongPoland
Kong
Netherlands
Brazil
Puerto
Mexico
Belgium
Rico
Germany
Canada
Switzerland
Hungary
New Zealand
Luxembourg
France
Portugal
ItalyUS
Norway
Australia
UK Ireland
Sweden
Denmark
40

productivity targets? (% Yes by region)

80%

60%

70%

50%

60%
40%

50%
40%

30%

30%

20%

20%
10%
Global

Americas

EMEA

APAC

0%

C
Ind hin
on a
e
Th sia
ail
M and
ala
ys
Ru ia
ss
ia
Si Ind
ng ia
Ho apo
ng re
Ko
n
Po g
lan
d
Ne Br
th az
e i
Pu rlan l
er ds
to
Ri
M co
ex
Be ico
lg
Ge ium
rm
a
C ny
Sw ana
itz da
er
l
Hu and
Ne ng
w ar
Ze y
ala
n
Lu Fra d
xe nc
m e
bo
Po urg
r tu
ga
l
Ita
ly
No US
rw
ay
Au UK
str
al
Ire ia
la
Sw nd
e
De den
nm
ar
k

0%

10%

35

the highest incidence of performance pay was in the

fast- growing economies of the APAC region.

50
40
30
20
10
0

Gen Y

Gen X

Baby Boomers

80
70
60
50
40
30
20
10
0

SalesMarketing IT Engineering
Finance/ Accounting
Math

LawHealth
Security
Care Clearance
Education
Science

Is any of your pay/compensation variable,

such that a portion is dependent upon your
individual performance/productivity targets?
(% Yes by generation)

Is any of your pay/compensation variable, such that a portion is dependent upon your individual
performance/productivity targets? (% Yes by professional/technical employees)

50%

80%
70%

40%

60%
50%

30%

40%
20%

30%
20%

10%
0%

10%
Gen Y

Gen X

Baby Boomers

0%

Sales

Marketing

IT

36

Engineering

Finance/
Accounting

Math

Law

Health
Care

Security
Clearance

Education

Science

Performance options
Among those respondents not receiving

The findings reflect widespread recognition

Uniformly, across the globe, respondents

performance-based pay, there was a strong

that organizations and individuals perform

chose the uncertainty of performance pay.

view that they would perform at a higher

best when their interests are aligned,

In other words, respondents expressed

level if they were to switch to such an

including through incentive-based pay.

confidence that their effort and initiative

would deliver a better pay outcome than

arrangement. A total of 46% globally said

they would perform at a higher level on

The changing attitudes to variable pay

performance pay, with the highest response

arrangements were reflected in responses

in APAC (56%), followed by the Americas

to a question about choice between pay for

Globally, 57% opted for the performance

(44%) and EMEA (41%).

performance and pay for overtime.

option, with APAC the highest (66%)

The findings suggest that many workers

Employees were asked to nominate their

are confident in their ability to do their

preference between the certainty of

job well and thus be rewarded for

additional pay for the extra hours they work,

superior performance.

or the uncertainty of a reward, based solely

from simply working longer hours.

compared with EMEA (54%) and the

on their performance and productivity.

60
50
40
30
20
10
0

Global

Americas

EMEA

APAC

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? (Respondents rating 4 or 5 on a scale of
1-5 where 1 = Strongly disagree and 5 = Strongly agree).
60%
50%
40%
30%
20%
10%
0%

Global

Americas

EMEA

APAC

37

Americas (51%).

many workers are confident in their ability to do their job

well and thus be rewarded for superior performance.

80

Pay for performance/productivity

70

Pay for overtime work

60
50
40
30
20
10
0

Global

Americas

EMEA

APAC

Is any of your pay/compensation variable, such that a

portion is dependent upon your individual performance/
productivity targets? (% Yes by generation)
80%

Pay for overtime work

Pay for performance/productivity

60%

40%

20%

0%

Global

Americas

EMEA

APAC

38
80%

Fa i r pay
There was a revealing glimpse into the

believed their pay was equitable, compared

It is worth remembering that this is a

employee mindset arising out of the

with 43% in APAC and 45% in the Americas.

measure of employee perception so it does

not necessarily reflect the actual situation.

question as to whether employees believe

that their remuneration is equitable.

Across various skill sets in the workforce, the

Nevertheless it provides an intriguing

pay equity situation is markedly different.

glimpse into what respondents are thinking

Perhaps surprisingly, fewer than half of

respondents (38%) believe that they are

Pay equity as perceived by employees was

paid a fair salary for the work they perform.

highest in IT, Math and Sales, where 43%

believe their compensation is equitable. The

The lowest ranking, from an employee

least equitable were in Education (31%),

perspective, was in EMEA, where just 32%

Health Care (33%) and Science (35%).

50
40
30
20
10
0

IT

Math

SalesEngineering
Finance/ Accounting
Marketing
Security Clearance
Law Science
Health Care
Education

To what degree do you agree or disagree that the pay/compensation

you receive for your work is equitable? (% Agree by skill set)

50%
40%
30%
20%
10%
0%

IT

Math

Sales

Engineering

Finance/
Accounting

Marketing

Security
Clearance

Law

Science

39

Health Care

Education

about the adequacy of their remuneration.

fewer than half of respondents believe that they are

paid a fair salary for the work they perform.

50
40
30
20
10

To what degree do you agree or disagree that the pay/

0 compensation you receive for your work is equitable?

Global
Americas
EMEA
APAC

(% Agree by region)
50%
40%
30%
20%
10%
0%

Global

Americas

EMEA

APAC

40

W h at e m p l o y e r s c a n d o
The uptake of performance-based

Consider ways of aligning

remuneration has developed quickly and

organizational goals with individual

seems to be gaining converts in segments

performance measures.

that were previously sceptical or opposed.

The shift reflects a change in mindset
as much as a change in work practices.

Think about team goals as well

as individual goals.
Make sure that relevant measures

Performance-based pay fundamentally

of business performance are shared

alters the way employers and employees

widely among employees and that it is

think about issues of performance, effort

understood how and why this is done.

and reward.
Employees can benefit from the opportunity
to work smarter and raise their earning
capacity, while employers benefit from

Consult with employees about

which measures of performance they
would find most relevant in a shift to
performance-based remuneration.

increased productivity and a more

engaged workforce.

41

social

media
&

technology
The topic of Social Media and Technology examined the
way that social media is penetrating the workplace and
impacting job selection, career choice and recruitment.
Just as social media has changed the nature of communications
across communities, it is breaking down barriers in the workplace too.
Employees everywhere are more social and more connected and are
seeking opportunities to combine their work and their personal lives.
The power and the speed of this transformation is having a significant
impact on employer-employee relations and recruiting techniques.

42

Becoming social
Social media as a job search tool has

Rather than being confined to the younger

KGWI data shows that APAC is a hotspot

reached a new level of maturity. It has made

age groups, all generations are taking

for online job sourcing, with 61% of

it easy to pass on information and insights

part, led by Gen X, where 47% had been

respondents indicating networking/

about employment opportunities.

approached regarding a job in the

social media sites are a good method

previous year.

for providing others with job referrals or

Tapping into peoples social networks

opportunities, higher than in the Americas

vastly expands the pool of possible job

Certain skill sets stand out in relation to

candidates. It also makes the job search

job contacts via social media.

(55%) and EMEA (47%).

exercise less a private pursuit and more of

The success of social media as a tool to

a shared experience.

In areas such as Marketing, Engineering, IT,

secure work appears to be gaining a

Sales and Finance/Accounting, half or more

firm foothold.

Globally, 44% of respondents said that

of respondents had been contacted about

they had been contacted via social media

jobs via social media in the previous year.

Globally, 16% of respondents said that

about a job opportunity in the previous

within the previous year, they had gained

12 months.

Globally, more than half (53%) say they

a new job opportunity that originated

agree or strongly agree that social media

through social media. APAC was

More than half of APAC respondents (56%)

is a good method of providing job referrals

significantly higher (25%) than in the

had been contacted about a potential job

among friends and colleagues.

Americas (14%) and EMEA (11%).

via social media, compared with 41% in the

Americas and 38% in EMEA.

60

25

50

50

20

40

40
30

30

20

20

10

15
10
5

10

0 Within the last year, have you been contacted

Global
Americas
EMEA
APAC

about a potential job opportunity via a social

media site/network? (% Yes by region)

60%
50%

Within the last year, have you been contacted about

Gen Yjob opportunity
Gen via
X a social
Baby
Boomers
a potential
media
site/
network? (% Yes by generation)

0 Within the last year, have you successfully secured

Global
Americas
EMEA
APAC

a new job opportunity that originated via social

media site/network? (% Yes by region)

50%

25%

40%

20%

30%

15%

20%

10%

10%

5%

40%
30%
20%
10%
0%

Global

Americas

EMEA

APAC

0%

Gen Y

Gen X

43

Baby Boomers

0%

Global

Americas

EMEA

APAC

The success of social media as a tool to secure work

appears to be gaining a firm foothold.

60

80

50

70

40

60

30

50
40

20

30

10

20

To what degree do you agree that networking/social

10
0
Marketing
Engineering
Finance/
Sales
Lawabout
Security
Math
Clearance
Science
CallHealth
Center/Customer
Care Education
Admin/Clerical
Service
Light Industrial 0 media sites are a good method of providing friends/
Within
the last year,IThave
you beenAccounting
contacted
a potential
job

Global withAmericas
EMEA
APAC
colleagues
job referrals or
job opportunities?
(Respondents rating 4 or 5 on a scale of 15 where
1 = Strongly disagree and 5 = Strongly agree).

opportunity via a social media site/network? (% Yes by skill set)

80%

60%
50%

60%
40%
40%

30%
20%

20%
10%
0% Marketing Engineering

IT

Sales

Finance/
Accounting

Law

Math

Security Science
Clearance

Health
Care

Call Education Admin/

Light
Center/
Clerical Industrial
Customer
Service
44

0%

80%
70%

Global

Americas

EMEA

APAC

Harnessing social media

Online recruitment and social media have

A total of 40% of global respondents say

Across the globe, the utilization of social

transformed recruitment and provided an

that they are now more inclined to search

media for recruitment has developed in a

exponential increase in the volume of job

for jobs via social media than through

distinctly polarized fashion.

information in circulation.

traditional methods, including newspaper

People not only search for jobs online

advertisements, online job boards or

On the one hand, the APAC region has

recruitment companies.

embraced social media as a job search

tool, while at the other extreme, EMEA

but engage in conversations and swap

information about jobs, careers and

The switch to social media is being

is wedded to more traditional means of

prospective employers.

spearheaded in APAC, with 56% favoring

eliciting news about jobs.

it over traditional methods of recruitment,

Respondents in APAC leverage their

well ahead of the Americas (39%) and

networks the most, with 51% accepting

EMEA (32%).

career advice via social media, significantly

higher than for EMEA (36%) and the
Americas (32%).

60

60

50

50

40

40

30

30

20

20

10

10

0 Do you use your social media network when

Global
Americas
EMEA
APAC

making career/ employment decisions?

(% Yes by region)

0Would you be more inclined to search for jobs via social media
Global
Americas
EMEA
APAC

than traditional methods (i.e. newspaper advertisements, online job

boards, or recruitment companies)? (% Yes by region)

60%

60%

50%

50%

40%

40%

30%

30%

20%

20%

10%

10%

0%

Global

Americas

EMEA

APAC

0%

Global

Americas

45

EMEA

APAC

40% of respondents say that they are now more inclined to search
for jobs via social media than through traditional methods.

80
70
60
50
40
30
20
10
0 Would you be more inclined to search for jobs via social media than traditional methods (i.e.
Thailand
Indonesia
Malaysia
Netherlands
India
Puerto
Singapore
Rico
China
Poland
South
Hong
Africa
Canada
Kong
Brazil
New
Ireland
Zealand
Mexico
Australia
USDenmark
Italy
Sweden
Switzerland
Hungary
UK France
Norway
Russia
Germany
Portugal
newspaper advertisements, online job boards, or recruitment companies? (% Yes by country)

80%
70%
60%
50%
40%
30%
20%
10%

Th
a
Ind iland
on
e
M sia
ala
ys
ia
Ne In
th dia
e
Pu rlan
er ds
to
Si Ric
ng o
ap
or
e
Ch
ina
P
o
So la
ut nd
h
Ho Afr
ng ica
Ko
n
Ca g
na
da
Br
az
Ne Irel il
w an
Ze d
ala
n
M d
ex
ico
Au US
st
De ralia
nm
ar
k
It
Sw aly
Sw ed
itz en
er
lan
d
Hu UK
ng
ar
Fra y
nc
No e
rw
a
Ru y
s
Ge sia
rm
Po any
r tu
ga
l

0%

46

Using smart devices in the workplace

One spinoff from the uptake of social

More than one-third (38%) rate the use of

A total of 61% support the personal use of

media revolves around the use of use of

these personal devices in the workplace as

these devices, with 70% in APAC in favor,

electronic deviceslaptops, tablets and

either important or very important.

compared with 57% in both the Americas

and EMEA.

smartphonesin the workplace. Some see

these devices as time wasters; others as

In APAC, it is considerably more important

vital networking tools.

than in the Americas and EMEA.

Going one step further, more than one-third

(37%) globally say that the ability to use

Respondents to KGWI generally see some

Many employees have the benefit of

their employer-provided device for both

legitimate role for using these devices in a

employer-provided electronic devices as

work and personal use rates highly and

workplace that is now more connected to

part of an employment agreement or

very highly in deciding where to work.

social networks.

salary package.

60

80
70

50

60

40

50

30

40
30

20

How important is it to you to have the flexibility to use

your personally owned electronic devices such as a
0 computer/laptop, tablet, smartphone at work or when
Global
Americas
EMEA
APAC
you are working? (Respondents rating 4 or 5 on a
scale of 15 where 1 = Not at all important and
5 = Very important).

10

60%

20 How important is it to you to be able to use employer

10 provided electronic devices such as a computer/ laptop,
0 tablet or smartphone for both work and personal use?
Global
Americas
EMEA
APAC

(Respondents rating 4 or 5 on a scale of 15 where

1 = Not at all important and 5 = Very important).
80%
70%

50%

60%
40%

50%

30%

40%
30%

20%

20%
10%
0%

10%
Global

Americas

EMEA

APAC

0%

Global

Americas

47

EMEA

APAC

a total of 61% support the personal use of these devices, with 70% in
apac in favor , compared with 57% in bo th the Americas and EMEA .

60
50
40
30
20
10 To what degree would the ability to use employer provided electronics
0

(such as a computer/laptop, tablet or smartphone) for both work and

Globaluse influence
Americasyour decision
EMEA to accept
APACa new job/position?
personal
(Respondents rating 4 or 5 on a scale of 15 where 1 = Would not
influence decision at all and 5 = Very highly influence your decision).
60%
50%
40%
30%
20%
10%
0%

Global

Americas

EMEA

APAC

48

W h at e m p l o y e r s c a n d o
Use social media as part of an

Social media opens up a plethora

draw a distinction between their work and

of connections for people to share

personal lives and suddenly they have the

integrated business communications

information, views, encouragement,

freedom to share their working lives with

strategy, both internally and externally.

and referrals about prospective

a vast audience.

Embrace social media as an extension

job opportunities.
The task of managing this phenomenon in
It is already a key tool in recruitment

the workplace is one that many employers

because of the expanded pool of

are still coming to grips with.

of the broader employee recruitment

and retention process.
Set out clear goals and guidelines as
to how employees engage with social

candidates it provides access to.

Employers might consider the following
Social media is also important in staff

elements as part of an approach to

retention because many employees dont

social media:

49

media while at work.

conclusion

he global economic shockwave

realization that the employment relationship

This will be a testing time for some

of recent years unleashed a new

needs to foster the competencies and

employers. The most sought after will have

flexibility required for an uncertain future.

well-developed strategies to manage talent

orthodoxy for understanding and managing

through the employment life cycle.

employee relations.
Employers cant afford to play a passive
One of the unforseen outcomes has been

role. They are more watched and scrutinized

But even the best employers cannot

a new generation of employees who are

than ever by a workforce that understands

guarantee smooth career trajectories,

more independent, globally focussed

the reality of fluctuating business fortunes.

and all sides will increasingly look to

ensure the right fit between employees,

and adaptive.
Its worth remembering that Gen Ys first

skills and career stages.

In evaluating their employment options,

experience of an economic downturn was

they are looking beyond the present to

the biggest since the Great Depression.

It has been a jolt that few expected.

understand where businesses are going

This will shape attitudes for years to come.

The challenge is for all players to

understand why the landscape has

and how enterprises will contribute to an

individuals skills and capability.

In these circumstances, its only prudent

changed and to ensure their compasses

for employees to be looking beyond the

are set for a new destination.

There is recognition that employees need

present, to where work will be taking them

to do more for themselves, but also a

in 10 or 15 years.

50

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 122,000 people across the Americas, EMEA
and APAC regions responded to the 2013 survey. This survey was conducted online by
RDA Group on behalf of Kelly Services.

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 worldclass staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around
the globe, Kelly provides employment to more than 550,000 employees annually. Revenue
in 2012 was $5.6 billion. Visit kellyservices.com and connect with us onFacebook,LinkedIn,
andTwitter. Download The Talent Project, a free iPad app by Kelly Services.
An Equal Opportunity Employer 2013 Kelly Services

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