Documente Academic
Documente Profesional
Documente Cultură
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
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
Workplace Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Paying to perform . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
Performance options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Fair pay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Becoming social . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Harnessing social media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Using smart devices in the workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
What employers can do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50
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
2010
Engagement
51%
2012
2013
Happiness
ONLY 48%
36%
2011
32%
APAC
AMERICAS
Choppy
waters
for human
r e s o ur c e s
management
business growth.
their future.
straddling
the
new era
in
employee
relations
Business managers
everywhere are grappling with
a recurring talent problem.
of unemployed.
thrown out.
better pay.
prevailing environment.
in a generation.
P e r f o r m a n c e c a n pay
Ta k i n g c h a r g e
o f t h e f u t ur e
organizations worldwide.
such as overtime.
have done.
outside world.
remain competitive.
other stakeholders.
workplace issues.
to social media
candidate-to-job matches.
wider community.
social life.
10
employee
engagement
&
retention
11
A landmark shift
60
50
uncertainty have taken their toll. Workers
austerity measures.
40
30
20
10
so long to rebound.
Americas
The same
sentiment is evident when
job happiness.
EMEA
employer-employee relationshipsuffered
barely recovered.
40%
30%
60%
20%
10%
0%
2012
mirrored Americas
economic conditions in the
EMEA
40
50
20twelve
30
40
20eleven
30
20ten
20thirteen
20
10
10
20ten
20eleven
20twelve
20thirteen
Americas
EMEA
APAC
50%
60%
40%
50%
2010
2011
2013
2012
40%
30%
30%
20%
20%
10%
0%
10%
2010
2011
2012
2013
2011
respective regions.
20
2010
0%
Americas
EMEA
12
APAC
30
25
20
15
10
5
0
Americas
EMEA
APAC
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
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
contented employees.
APAC (42%).
Baby Boomers.
At a time when many developed
disengaged employees.
optimum benefits.
60
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
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%
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
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
to do so.
place to work.
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)
50
40
30
20
10
0
Global
Americas
EMEA
APAC
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
performance is significant.
and transition.
APAC (68%).
be evaluated.
and retention.
employee relationship.
However, it cant be simply assumed that
managers and supervisors necessarily
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
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 &
60%
40%
20%
0%
Global
Americas
EMEA
APAC
19
innovation (43%).
employment stability.
their careers.
50
Other
Corporate sovereignty/good will
40
Compensation/benefits
30
Personal growth/advancement
20
10
0
All generations
Gen Y
Gen X
Baby Boomers
50%
Personal growth/advancement
40%
Compensation/benefits
30%
Corporate sovereignty/goodwill
Other
20%
10%
0%
All generations
Gen Y
Gen X
Baby Boomers
20
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
job options.
underlying discontent.
and benefits.
for some.
60
50
80
20thirteen
70
40
60
50
20twelve
40
30
50
40
30
20
20
20
10
10
Global
Americas
EMEA
APAC
Global
Americas
Do you
frequently
think aboutEMEA
quitting yourAPAC
current
job and leaving your employer? (% 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
50
40
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%
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
a minimum.
and alternatives.
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
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
or a competitor.
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
Become an
entrepreneur/
business owner
26
Other
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
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
and Switzerland.
100
80
80
70
60
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
80%
100%
80%
60%
60%
40%
40%
20%
EMEA
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
Th
0%
20%
28
30
25
20
15
10
5
0
MathEngineering IT
Sales
Security clearance
Finance/Accounting
Law
Marketing
Education
Health Care
Science
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
trainings sake.
building skills.
of employees.
The downside is that on-site training
of training.
Boomers (48%).
on outside providers.
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
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
and development.
and retention.
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
new skills.
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
sales commissions.
globe is 44%.
performance-based.
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
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
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 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
superior performance.
60
50
40
30
20
10
0
Global
Americas
EMEA
APAC
Global
Americas
EMEA
APAC
37
Americas (51%).
80
70
60
50
40
30
20
10
0
Global
Americas
EMEA
APAC
60%
40%
20%
0%
Global
Americas
EMEA
APAC
38
80%
Fa i r pay
There was a revealing glimpse into the
50
40
30
20
10
0
IT
Math
SalesEngineering
Finance/ Accounting
Marketing
Security Clearance
Law Science
Health Care
Education
50%
40%
30%
20%
10%
0%
IT
Math
Sales
Engineering
Finance/
Accounting
Marketing
Security
Clearance
Law
Science
39
Health Care
Education
50
40
30
20
10
(% 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
performance measures.
and reward.
Employees can benefit from the opportunity
to work smarter and raise their earning
capacity, while employers benefit from
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
previous year.
a shared experience.
firm foothold.
12 months.
60
25
50
50
20
40
40
30
30
20
20
10
15
10
5
10
60%
50%
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
60
80
50
70
40
60
30
50
40
20
30
10
20
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).
80%
60%
50%
60%
40%
40%
30%
20%
20%
10%
0% Marketing Engineering
IT
Sales
Finance/
Accounting
Law
Math
Security Science
Clearance
Health
Care
0%
80%
70%
Global
Americas
EMEA
APAC
information in circulation.
recruitment companies.
prospective employers.
EMEA (32%).
60
60
50
50
40
40
30
30
20
20
10
10
0Would you be more inclined to search for jobs via social media
Global
Americas
EMEA
APAC
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
social networks.
salary package.
60
80
70
50
60
40
50
30
40
30
20
10
60%
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
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
a vast audience.
job opportunities.
The task of managing this phenomenon in
It is already a key tool in recruitment
social media:
49
conclusion
employee relations.
Employers cant afford to play a passive
One of the unforseen outcomes has been
and adaptive.
Its worth remembering that Gen Ys first
in 10 or 15 years.
50
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