Post on 21-Apr-2017
WORKLIFEdesign
the new balance
A high-level look at workforce trends from theKELLY GLOBAL WORKFORCE INDEXTM 2015
ASIA-PACIFIC REGION AND EUROPE
The Work-Life Design palette Workers in the Asia-Pacific region and Europe nominate different Work-Life Design elements that they consider important.
Get ready for Work-Life DesignToday, 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.
Skill sector comparisonsHighly 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.
Flexible work arrangements
69%
64%64%
0% 80%
No longer a gender issue 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.
Flexible work arrangementsOpportunity to engage in innovative projects during work hours
Limitations on workplace email communications outside traditional business hours
80%
60%
40%
100%
20%
0%
25%
43%
72%
18%
41%
66%
I feel I am in a position of high demand in the workplace
Europe
Wellness programs
41%
39%Europe
33%
Fostered environment of friendships in the workplace
34%
50%54%
Asia-Pacific region
Asia-Pacific region
Asia-Pacific region
Europe
70% / 63%
Flexible work schedules and arrangements such as working remotely or telecommuting
47% / 38%Limitations on working outside typical business hours
33% / 43%Paid time off, including vacation days, sick days, and holidays
42% / 39%Wellness programs such as on-site fitness centers, health club memberships, and stress-reduction programs
34% / 51%A fostered environment of friendships in the workplace
38% / 39%The opportunity to work on innovative projects or initiatives during work hours
32% / 19%Encouragement from employer to utilize all allotted vacation time
23% / 11%The opportunity to volunteer or give back to the community through the company
24% / 18%Limitations on workplace email communications outside typical business hours
Work-Life Design elements that professional and technical workers value more than the global average
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.com for additional studies, articles, and insights.
Factors that positively impact work-life balance
EuropeAsia-Pacific region
Willingness to sacrifice higher pay for flexible work arrangements
Trading it offMany talented workers in the Asia-Pacific region are increasingly willing to pass up promotions and pay rises in return for a more balanced life. To a slightly lesser extent, this is also the case in Europe.
48% / 32%
EMEAAPAC
44%
40%
74%
Asia Pacific regionAsia Pacificregion
IT / 72%Finance / 64%
Engineering
EuropeEurope
/ 58%Average / 57%
IT / 62%Finance / 54%
Engineering / 55%Average / 47%
/3
Contents/4Introduction
1/5The concept of Work-Life Design
2/6Talented workers value choice
3/8Integrating work and life has become vital
4/10Work-Life Design: the perfect balance
5/11Flexible hours
6/12Work governance
7/13Personal realization and empowerment
8/14Workplace culture
9/15Lifestyle benefits and amenities
10/16Trading it off
11/19Millennials
12/20Gender
13/21Professional and technical talent
14/23Suggestions for employers
15/25Conclusion
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 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 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 eight “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
“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
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 employers3 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 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%
3Integrating 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
EuropeAsia-Pacific region
CONTENTS
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
FLEXIBLEHOURS
WORKGOVERNANCE
LIFESTYLEBENEFITS &AMENITIES
WORKPLACECULTURE
PERSONALREALIZATION &
EMPOWERMENT
4
CONTENTS
Global / 63%
Europe / 63%
Asia-Pacificregion
/ 70%
Flexible work arrangements
Global / 49%
Europe / 43%
Asia-Pacificregion
/ 33%
Paid time off
Global / 11%
Europe / 16%
Asia-Pacificregion
/ 12%
Opportunityto 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
EuropeAsia-Pacific region
CONTENTS
Global / 37%
Europe / 38%
Asia-Pacificregion
/ 47%
Limitations on working
outside typical business hours
Global / 17%
Europe / 18%
Asia-Pacificregion
/ 24%
Limitations on workplace email communications
Global / 23%
Europe / 19%
Asia-Pacificregion
/ 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 PROTECTIONSConsider how you would define work-life balance. Select up to five top factors that you consider most critical.
EuropeAsia-Pacific region
CONTENTS
Global / 37%
Europe / 39%
Asia-Pacificregion
/ 38%
Opportunity to work on innovative projects or
initiatives during work
hours
Global / 25%
Europe / 12%
Asia-Pacificregion
/ 23%
Opportunity to volunteer
or give back to the community
through the company
Global / 14%
Europe / 20%
Asia-Pacificregion
/ 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 EMPOWERMENTConsider how you would define work-life balance. Select up to five top factors that you consider most critical.
EuropeAsia-Pacific region
CONTENTS
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 CULTUREWhat 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-Pacificregion
/ 49%
Environmentally friendly work
practices
Global / 38%
Europe / 26%
Asia-Pacificregion
/ 37%
Record on diversity and
equal opportunity
Global / 25%
Europe / 22%
Asia-Pacificregion
/ 29%
Corporate social responsibility
EuropeAsia-Pacific region
CONTENTS
Global / 43%
Europe / 39%
Asia-Pacificregion
/ 42%
Employer wellness
programs
Global / 20%
Europe / 23%
Asia-Pacificregion
/ 18%
Cafeteria-style amenities and
benefits
Global / 18%
Europe / 21%
Asia-Pacificregion
/ 18%
Childcare support
programs
Global / 13%
Europe / 24%
Asia-Pacificregion
/ 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 AMENITIESConsider how you would define work-life balance. Select up to five top factors that you consider most critical.
EuropeAsia-Pacific region
CONTENTS
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
EuropeAsia-Pacific region
CONTENTS
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)
1048
33
35
29
35
24
31
32
21
28
19
25
11
41
CONTENTS
“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
Europe (Millennials)Asia-Pacific region (Millennials)
Vacation and other paid time off
Flexible work arrangements
Wellness programs
Childcare support programs
Caregiver support programsMillennials
/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 ormanagement
responsibilities
Reducedhours
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%
MILLENNIALSWould be willing to give up higher pay for:
CONTENTS
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
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.
13Science 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 PROGRAMSWhen 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-Pacificregion
/ 49%
Engineering
Global / 52%
Europe / 51%
Asia-Pacificregion
/ 51%
Financial services
Global / 50%
Europe / 48%
Asia-Pacificregion
/ 52%
Information technology
Global / 42%
Europe / 41%
Asia-Pacificregion
/ 38%
Science
CONTENTS
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 SUGGESTIONS FOR EMPLOYERS
1. Make flexibility the normFlexible 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 downtimeEven 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 employersEmployers 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.
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3. Ensure that work is meaningfulMany 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.
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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 ofOrganizations 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 optionsFinally, 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)
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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
15The 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.
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About the Kelly Global Workforce IndexKelly Services® created the Kelly Global Workforce Index (KGWI) several years ago to measure employee attitudes and opinions on current workplace issues. Kelly® sampled nearly 164,000 workers across 28 countries, and in a multitude of industries and occupations for the 2015–16 KGWI survey. The survey was conducted online 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) and its subsidiaries offer a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Kelly® has a role in managing employment opportunities for more than one million workers around the globe by employing 550,000 of these individuals directly, with the remaining workers engaged through its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion. Visit kellyservices.com and connect with us on Facebook®, LinkedIn®, & Twitter®.
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