WANTSHIGH TECH

WHAT TALENT

2

C O N T E N T S

03 18

271225

062005

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0922

High Tech: What talent wantsProfessional development: An important point of differentiation among employers

Did you know?A smooth application process: Communicate regularly and consistently

It’s all about employer performance

The online talent community: Outside connections lead to inside relationships

A cutting-edge work environment: The most current practices and technology attract top High Tech playersHigh Tech talent: A snapshot

Six ways to give High Tech workers what they wantStructured on-boarding: Make the first 90 days special

Career roadmaps: A green light in High Tech employee satisfaction

Multiple channels to access job information: High Tech workers are exploring them actively

Competitive compensation: Still first in attraction but work–life balance and advancement can be dealmakers

Do this: Use cutting-edge

technology to make it easy for

candidates to connect with

the company, but develop

personalization features to

keep candidates engaged

and to differentiate your

company from others.

2. The channels for engaging

active and passive job seekers:

Workers peruse general online job

boards and company websites for

primary information about open

positions. They use social media

and online talent communities

– not just automated job listings

– to monitor companies and

opportunities, and to decide

whether to pursue employment.

They want comprehensive

information about compensation

and benefits, yet they also want

Understanding the talent

companies have and the talent

they hope to attract is the

foundation for creating effective

strategies in workforce planning,

talent analytics and talent supply

chain management. It also keeps

human resources human.

Nearly 230,000 workers have

participated in the Kelly Global

Workforce Index™. These surveys

shed light on workers’ priorities

and desires for opportunity,

satisfaction and growth in

the context of the current

business climate. The 2014

survey delves into six areas and

reveals actionable conclusions

that can inform and improve

corporate talent strategy.

H I G H T E C H : W H AT TA L E N T WA N T S

Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers.

CONTENTS Å

1. The candidate application

and on-boarding experience:

Of respondents who applied for a

new job in 2013, only half express

satisfaction with the application

and on-boarding processes. They

want regular communication

about the status of their

application, and after hiring, they

expect more structure in learning

about the company’s culture

and business model. Improving

this experience will generate

both a competitive edge and

goodwill that will serve companies

even when a candidate is not

chosen. For candidates who

become employees, a positive

experience in the first 90 days

of employment is likely to

increase their engagement

in their work and their long-

term loyalty to the company.

to understand the company’s

work environment – from

philosophy through to training.

Do this: Make sure your

company’s online job listings

are dynamic and current, giving

candidates an idea of what it is

like to work in your company.

Embed regular messages about

employment and company culture

in your social media accounts, and

begin designing a digital talent

community where candidates,

active and passive, can experience

your company firsthand.

3. Career development: Most

workers would rather focus on

acquiring new skills, not climbing

the company’s ladder. And while

career development conversations

may be the best way to

Make it easy for candidates to connect with the company but develop personalization features to keep them engaged

3

6. Employer performance: Three

factors drive employee attraction

and retention: Competitive

compensation and benefits, work–

life balance and opportunities

for career growth. High Tech

workers give employers high

marks for work–life balance,

exposure to the latest technology,

diversity, environmental

practices, and meaningful

work. Fewer High Tech workers

rate their employers highly

for competitive compensation

and internal opportunities to

move into other positions.

Do this: Devote attention

to flexible employment

arrangements, your

competitiveness in employment

packages, and internal mobility,

ensuring you connect them to

your employment philosophy.

employers, and finding less sense

of meaning in their work. Yet

even happily employed workers,

through unprecedented digital

access and mobility, stay on top

of new job opportunities. Workers

are confident in their worth

whatever their current situations.

Do this: Ensure your

compensation packages are

competitive; build a talent

community that compels self-

assured, skilled workers to

watch your company closely;

and use every digital means

available to give workers a

view into your workplace.

5. Worker preferences:

Non-traditional work styles,

environments and arrangements

are gaining in popularity, and

word travels quickly – around the

keep employees connected,

companies still have a long way

to go in providing roadmaps

for long-term opportunities.

Do this: Provide training and

professional development

activities that increase workers’

marketplace value – this will foster

loyalty and support whether

or not a worker is a lifelong

employee, creating a direct

impact on public reputation,

branding and customer

relationships. Tie worker-centric

training to company values

as a way to differentiate your

company from competitors.

4. Worker engagement: Six in

10 workers intend to look for a

new job in 2015. Factors may

include more jobs on the market,

not feeling valued by their

globe. Except in Silicon Valley,

workers like a company with a

global presence and longevity –

more so than small companies,

startups and regionally based

Fortune 100 or 500 organizations.

They seek environments that

deliver collaboration, flexibility,

the latest technology and

equipment, and matrix-based

operating models. And they will

choose skills development and

work–life balance over higher

pay and climbing the ladder.

Do this: Invest in an array of

work arrangements based on

the preferences of your target

workers. When communicating

with workers, emphasize your

stability, flexibility, and a specific

structure for offering them

development and balance.

Build a talent community that compels self-assured, skilled workers to watch your company closely

4

CONTENTS Å

• They are among the most

active members of corporate

talent communities.

• They are likely to use social

media networks to help make

employment and career

decisions, and 42 percent prefer

this to traditional methods.

• They believe they have very

clear career options.

The responses from the 2014 participants in the High Tech sector reveal that these professionals are confident about the ongoing opportunity for employment and their resulting ability to choose the workplaces they want.

H I G H T E C H TA L E N T : A S N A P S H O T

• They have had more career

development discussions than

workers in most other industries.

• Only half are satisfied with the

recent job application process and

more of them use professional

recruiters than their counterparts

in other industries.

• They are more likely

to have received formal on-

boarding support than their peers

in other industries.

• They are more likely to prioritize

new skill development over

higher pay and career growth,

and they are likely to accept

trade-offs to secure a more

flexible working schedule.

• They are among the most drawn

to working for a global company.

This year’s Global Workforce

Index results point to

eight areas that High Tech

employers can emphasize

going forward, namely:

• the online talent community

• multiple channels of access

to job information

• a smooth application process

• structured on-boarding

• career roadmaps

• professional development

• a cutting-edge work

environment

• competitive compensation.

5

CONTENTS Å

CONTENTS Å

THE ONLINE TALENT COMMUNITY:

OUTSIDE CONNECTIONS LEAD TO INSIDE RELATIONSHIPS

6

As talent communities gain traction, they show the potential to reach active job seekers and keep employees. The most active participants in these new communities are High Tech workers. It’s an extension of their social networking and their preferred way of learning about and connecting to companies – the latter of which is an important precursor for them when applying for jobs.

• More High Tech workers say they would like to be engaged by a prospective employer via the company’s talent community compared to the global average (15%, compared to11% respectively). More workers in the Asia-Pacific region (APAC)(22%) and those in the Americas (14%) feel this is an effective engagement tool, in contrast to those in Europe, the Middle East and Africa (EMEA) (11%).

• More High Tech workers (23%) have participated in an employer’s online talent community, compared to 17% globally. Among High Tech workers, online talent communities appear to be more popular in APAC and the Americas. More than a quarter of APAC workers (29%) and 24% of workers in the Americas say they have had some experience participating in an employer’s online talent

community compared to only 16% of those in EMEA. Of those who have not participated in an online community, nearly two-quarters of workers in the Americas (47%), and more than half of those in the APAC region (52%) express a strong interest in participating in an online talent community, significantly more than those in EMEA (37%).

T H E O N L I N E TA L E N T C O M M U N I T Y

7

CONTENTS Å

5% LESS THAN THE GLOBAL AVERAGE

ON PAR WITH THE GLOBAL AVERAGE

4% MORE THAN THE GLOBAL AVERAGE

ON PAR WITH THE GLOBAL AVERAGE

ON PAR WITH THE GLOBAL AVERAGE

54% 13% 15% 10% 6%LIKE TO PARTICPATE IN SOCIAL EVENTS WITH

COMPANY EMPLOYEES

LIKE TO RECEIVE UPDATES ON A COMPANY’S FINANCIAL

PERFORMANCE

LIKE TO PARTICIPATE IN A COMPANY’S ONLINE TALENT COMMUNITY

LIKE TO PARTICIPATE IN A COMPANY’S SOCIAL

MEDIA NETWORK

LIKE PERIODIC CONTACT REGARDING WORK THAT

FITS THEIR SKILL SET

Ideal ways to be engaged by a prospective employer:

High Tech workers who participate in online talent communities like to do so because they can access job opportunities, learn about companies, and gather information about skills development.

• While most High Tech

workers (69%) like to access job

opportunities via a company’s

online talent community, the

number who do is significantly

less than workers globally

(72% in other industries).

• More High Tech workers

like to learn about a given

company (47%) and gauge

how the company culture is

viewed by current and former employees (42%) compared to the global averages (43% and 36% respectively). Far more High Tech workers in the APAC region (54%) like to learn more about a given company through talent communities than their counterparts in EMEA (49%) and the Americas (43%). Significantly more High Tech workers in APAC (50%) like to learn what it is like

to work for a given company from current and former employees than those in the Americas and EMEA (both 39% respectively).

• More High Tech workers (41%) like to access information about skills development via the company’s talent network than the global average of 35%. More workers in the APAC region (49%) like to access this information in

T H E O N L I N E TA L E N T C O M M U N I T Y

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CONTENTS Å

this way compared to those EMEA (41%) and the Americas (37%).

• 23% of High Tech workers have participated in an online talent community. Of the 77% who have not, 44% say they are interested in doing so, compared to the 39% global average.

What workers like best about participating in an online talent community

Global average

High Tech workers

Access to job opportunities Learning more about a given company

Learning from current and former employees what it is like to work for a given company

Access to relevant skill development information

Access to trusted career information and tips

Access to trusted industry information

72%

43%

36% 35%32%

23%

69%

47%42% 41%

38%

28%

MULTIPLE CHANNELS TO ACCESS JOB INFORMATION:

HIGH TECH WORKERS ARE EXPLORING THEM ACTIVELY

9

CONTENTS Å

High Tech professionals use a range of available digital and analog choices to land a new position. From online boards to recruiters to company websites, these workers use a variety of means to keep up with new job postings.

• High Tech workers have used online job boards, recruitment companies and headhunters to secure their most recent positions more often than other methods. Of all the ways to secure a job, more High Tech workers (27%) secured their most recent positions via online job boards than workers across all industries (25%). There is relative consistency across

the regions: many High Tech workers in EMEA landed their most recent jobs via online job boards (28%) in line with the Americas and APAC (both 27%).

• More High Tech workers (20%) secured their most recent jobs by using a recruitment agency and headhunter than workers in other industries (14%). Regionally, more APAC workers (26%) landed

their jobs using a recruitment agency or headhunter than those in the Americas and EMEA (both 18%). Also among the top three ways High Tech employees secured their most recent job was by being approached directly by an employer or recruiter – 16% of High Tech workers vs. the global average of 15%.

M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N

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CONTENTS Å

2% MORE THAN THE GLOBAL AVERAGE

6% MORE THAN THE GLOBAL AVERAGE

ON PAR WITH THE GLOBAL AVERAGE

5% LESS THAN THE GLOBAL AVERAGE

27% 20% 16% 10%USED RECRUITMENT

COMPANIES OR HEADHUNTERS

WERE APPROACHED DIRECTLY BY THE EMPLOYER

OR RECRUITER

HEARD ABOUT THE JOB THROUGH WORD OF MOUTH

USED ONLINE JOB BOARDS

Ways workers secured their most recent jobs:

Compared to workers across all industries, High Tech workers are more likely to search general job boards, such as CareerBuilder or Monster in the United States, for job opportunities (80% vs. 76% globally). Far more workers in EMEA (90%) and APAC (83%)

search these general job boards than those in the Americas (73%). More Generation Y workers (83%) also prefer general job boards their Generation X and Baby Boomer counterparts, (80% and 75% respectively).

M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N

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CONTENTS Å

What types of online job boards are most preferred for job searching or evaluating the market?

Global average

High Tech workers

General job boards like CareerBuilder or Monster*

Company-specific job boards Aggregator job boards, like Indeed or Simply Hired*

Niche or association-specific job boards, for example, focusing

on IT or science etc.

76%

33% 33%

14%

80%

29%34%

23%

*The names of online job boards vary by country; those depicted here operate in the United States.

A SMOOTH APPLICATION

PROCESS:COMMUNICATE REGULARLY AND CONSISTENTLY

12

CONTENTS Å

Among High Tech workers who have applied for jobs during the past year, many were satisfied with the job application process. However, after they began the interview phase, frustration mounted due to the employer providing insufficient communication.

• More than half (51%) of High

Tech workers express satisfaction

with the typical job application

process, in line with the global

average of 50%. More workers in

the Americas (56%) are satisfied

with the overall application

process than those in EMEA

(50%) and APAC (41%).

• The factor that contributes

most to overall satisfaction is

the ease of submitting résumés

electronically – 74% of High

Tech vs. 77% of all workers said

this was important. The lion’s

share of workers in the Americas

(81%) selected “easy to apply

and submit résumé electronically”

as a factor that contributed

to their satisfaction with the

application process – significantly

more than those in EMEA (67%)

and APAC (63%). As expected,

far more Baby Boomers (80%)

cite satisfaction with the ease

of submitting their applications

electronically compared to

72% of Generation Y and

73% of Generation X.

• When it comes to the follow-

up after an interview, there is

an entirely different scenario.

More High Tech workers

expressed frustration with not

13

CONTENTS ÅA S M O O T H A P P L I C AT I O N P R O C E S S

receiving regular status updates following an interview (40%) than the global average of 32%. Significantly more APAC workers were dissatisfied with the lack of communication following the interview (48%) than those in the Americas (40%) or EMEA regions (36%).

Global average

High Tech workers

What factors contributed to your satisfaction with the application process?

Easy to apply and submit résumé electronically using various electronic devices

Clear job description and requirements

Clear and regular communication or updates regarding whether

the application was being considered successful

Clear and regular communication regarding status of the application

following the interview

Awareness of pay and salary range

77%

52%

45%

33% 32%

74%

53%50%

40%36%

STRUCTURED ON-BOARDING:

MAKE THE FIRST 90 DAYS SPECIAL

14

CONTENTS Å

Companies that design and execute a comprehensive on-boarding experience retain High Tech employees and enjoy a better external image.

• A large majority (83%) of High Tech employees feel their on-boarding programs had a positive impact on their impression of the company. 47% of High Tech workers feel the experience definitely made a favorable impression, roughly on par with 45% of workers across all industries. More High Tech

employees in the Americas (51%) feel the experience during the first 90 days of employment definitely had a positive impact compared to those in APAC (44%) or EMEA (42%).

• Nearly three-fifths (59%) of High Tech workers say their employers have a planned on-

boarding approach, significantly more than the global average (55%). And more High Tech workers in APAC (64%) say their companies have an on-boarding program than those in EMEA (56%) and the Americas (59%).

S T R U C T U R E D O N - B O A R D I N G

15

CONTENTS Å

Did your current employer have a planned approach to assimilate you into the organization once you were hired and/or placed?

Did your experience during the first 90 days with your current employer positively affect your impression of the company?

Global average

High Tech workers

Yes, definitelyYes Yes, somewhatNo No

55%

45%

59%

41% 45%

35%

20%

47%

36%

17%

*Based on workers who had applied for a new job in the past year.

CAREER ROADMAPS:A GREEN LIGHT IN HIGH TECH

EMPLOYEE SATISFACTION

16

CONTENTS Å

There is a sentiment among High Tech workers that they can grow with their current employers if they are being given the tools to learn new skills and advance their careers. This is a key factor in talent retention.

• A larger portion of High Tech workers (33%) feel their employer has clear career path options available compared to those in other industries (29%). Thiry-four percent of High Tech workers in the Americas and significantly more workers in the APAC region (39%) than in EMEA (26%) agree that their employers provide clear career path options.

• More High Tech workers view their employers in a positive light in terms of providing opportunities to grow or advance their careers, compared to workers in other sectors.

• More High Tech workers (39%) agree that they have opportunities to grow or advance their careers with their current

employers than the global average (36%). More workers in the APAC region (44%) state that they have opportunities to grow or advance their career with their current employer than those in the Americas (40%) and EMEA (33%).

C A R E E R R O A D M A P S

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CONTENTS Å

5Very clear

career path options

5Strongly agree

1No clear

career path options at all

1Disagree

4 4Don’t know Don’t know3 3Rating of 4 and 5 combined

Rating of 4 and 5 combined

2 2

Global average

High Tech workers

15%

21%21%

15%17%

18%

7% 7%

26% 26%

33%

39%

13%14%

To what degree do you have clear career path options available with your current employer?

To what degree do you agree or disagree that you have opportunities to grow or advance your career with your current employer?

14%

20%

23%

17%15% 15%

12% 12%

23% 23%

29%

36%

13% 13%

PROFESSIONAL DEVELOPMENT:

AN IMPORTANT POINT OF DIFFERENTIATIONAMONG EMPLOYERS

18

CONTENTS Å

High Tech workers want to continue learning new skills so they can take advantage of new career opportunities. They value career development and avail themselves of training, whether their employers provide it or they arrange it themselves.

• High Tech employees who held

career development discussions

with their employers during

the past year are more satisfied

with their access to career

development resources than their

counterparts in other industries.

Nearly one-third of these workers

(31%) say they are satisfied with

the career resources offered by

their current employers compared

to 28% globally. More High Tech

workers in the Americas (34%)

are satisfied with the resources

offered by their employers

compared to 31% in the APAC

region and only 26% in EMEA.

• Nearly half of High Tech

employees (48%) opted to take

advantage of employer-provided

career development resources

last year, generally on par with the

46% global average. Nearly half

of workers in the Americas (49%)

used employer-provided training

during the past year as did 51%

of APAC workers in contrast to

only 42% of EMEA workers.

• Many High Tech workers

consider skills development so

important they have paid for

CONTENTS ÅP R O F E S S I O N A L D E V E L O P M E N T

training out of their own pocket. More High Tech employees (37%) sought or paid for training themselves than 32% of workers globally. Far more EMEA High Tech workers (42%) opted to pay for their own training compared to those in the Americas (35%) and APAC (34%).

Global average

High Tech workers

Resources used within the last year to prepare for career development opportunities

Employer-provided training Training sought out or paid for myself

Mentoring Career tests Professional career coaching Other

46%

32%

27% 25%

20%

7%

48%

37%

29%26%

22%

5%

19

A CUTTING-EDGE WORK ENVIRONMENT:

THE MOST CURRENT PRACTICES AND TECHNOLOGYATTRACT TOP HIGH TECH PLAYERS

20

CONTENTS Å

There is a strong indication that High Tech workers prefer a highly collaborative environment and flexible work schedules, but they also want to use cutting-edge technology to get the job done.

• Significantly more High Tech

workers (62%) feel the ideal

workplace provides a highly

collaborative environment than

workers across all industries

(57%). More High Tech workers

in the APAC region (66%) feel

this is an ideal work environment

compared to 61% in the

Americas and 60% in EMEA.

• High Tech workers view a

flexible work arrangement, such

as remote options or flexible work

schedules, as a highly desired

feature. More than half of High

Tech workers (56%) feel this type

of work environment is important,

a sentiment on par with 54%

of workers across all industries.

And more APAC workers (63%)

prefer a work environment with

these options than those in the

Americas (58%) and EMEA (50%).

• High Tech jobs are usually

structured around technological

advances, so it is no surprise

that the majority of High Tech

workers feel exposure to

the latest technologies and

equipment make for an ideal

work environment. More than

CONTENTS ÅA C U T T I N G E D G E W O R K E N V I R O N M E N T

half (54%) say access to cutting-edge technology is ideal, compared to only 44% across all industries globally. Regional responses are in alignment: workers in the Americas (55%), EMEA (52%) and the APAC region (51%) describe this feature as part of an ideal workplace.

Highly collaborative environment and

cross-functional teams

Traditional work arrangements,

9–5 schedule for all

Flexible work arrangements,

such as remote work options and flexible schedules or hours

Competitive, where the rewards and

risks are high

Exposure to the latest technologies and top equipment

Highly individualized work with limited

teamwork and limited opportunites

to collaborate

Traditional hierarchy-based organizational

structure

Global average

High Tech workers

57%

32%

54%

21%

44%

18%

27%

62%

Virtual teams

37%

47%

56%

25%

18%

Matrix-based organizational structure

29%34%

54%

25%

Rapid pace of constant change

32%34%

Culture of innovation and creativity

where the status quo is challenged

39%

45%

26%

Ideal work environment features

21

COMPETITIVE COMPENSATION:

STILL FIRST IN ATTRACTION BUT WORK–LIFE BALANCEAND ADVANCEMENT CAN BE DEALMAKERS

22

CONTENTS Å

Compensation, work–life balance and opportunities to advance are the leading factors High Tech workers weigh in their employment decisions. There is no doubt that each factor holds independent significance, but it is a blend of the three that drives the choices of High Tech workers and can sway them from one employment opportunity to another.

• The majority of High Tech

workers (86%) cite salary, benefits

and other financial incentives as

a main attraction factor, which is

on par with the global average

of 84%. Slightly more workers

in the APAC region (89%) feel

compensation is the top attraction

factor compared to 85% in EMEA

and 86% in the Americas.

• Nearly two-thirds of High

Tech workers (65%) say work–

life balance is a factor that

drives their decision to take

one job over another.

• More than three-fifths of High

Tech workers view opportunities

for advancement as a selling

point when choosing one job

over another (around 63%

across all industries). More

workers in the Americas (66%)

see this as an attractive factor

than their counterparts in APAC

(62%) and EMEA (58%).

• High Tech workers are more

likely to feel a company’s

corporate culture could sway a

decision to accept one employer

over another. Significantly more

CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N

(41%) say this is an attraction factor compared to 34% globally. Corporate culture is important to far more High Tech workers in the APAC region (53%) than those in the Americas (34%) and EMEA (43%).

Salary, benefits or

other financial incentives

Opportunities to work with

knowledgeable colleagues

Work–life balance

Flexible work arrangements

Opportunities for

advancement

Training and development

programs

Global average

High Tech workers

Factors that drive workers to take one job or position over another

84%

46%

64%

42%

62%58%

86%

Corporate reputation

34%37%

47%

International opportunities

24%

33%

65%

Corporate values match

own

34% 33%

43%

Derive more sense of meaning

from work

28%30%

Corporate sovereignty

and goodwill

17% 18%

63%

Environmentally friendly and responsible

practices

34%32%

Corporate culture

34%41%

Diversity and equal

opportunites

28% 26%

60%

Exposure to top-notch equipment

29%

41%

Commun-ication and

feedback from the application

process

42%41%

Non-traditional perks like an athletic facility, etc

24%27%

23

Employers should dive beneath the surface to understand how other factors affect workers’ decisions to leave an organization or change jobs.

• Compensation and the lack of advancement opportunities are prime factors for High Tech workers who leave their organizations. More than six in 10 High Tech workers (61%) cite their compensation package as a reason they would vacate their jobs, in line with the 60% average across all industries.

A slightly higher proportion of

those in the APAC region (66%)

feel that salary, benefits and

other incentives could cause

them to leave their companies

compared to those in EMEA

(61%) or the Americas (59%).

• More than two-fifths (43%) cite

advancement opportunities for

an early exodus, generally on par

with 41% globally. More APAC

workers (46%) say the opportunity

for advancement is a major

factor in leaving an organization

compared to those in EMEA

(40%) and the Americas (44%).

• More (31%) High Tech employees

say current management could be

CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N

a factor in their decision to leave their organizations compared to 28% in other industries. Far more High Tech workers in the APAC region (46%) would leave their companies due to current management than would workers in the Americas (27%) and EMEA (30%).

Salary, benefits orother financial

incentives

Current management

Opportunities for

advancement

StressWork–life balance

Major life-changing

event

Staff morale Skill fit and interest in

the job

Global average

High Tech workers60%

28%

41%

26%

36%

24%

33%

21%

61%

Training and development

programs

18%21%

31%

Flexible work arrangements

18%17%

43%

Commun-ication and feedback

20%20%25%

Corporate values

14%14%

Outlook for current area of expertise

is limited

14%17%

36%

Inability to derive sense of meaning from work

16%17%

23%

International opportunities

12% 16%

Corporate reputation

11%11%

33%

Career opportunities in emerging industries

15%18%

23%

Corporate culture

13% 15%

Diversity and equal

opportunities

11% 11%

Factors that drive workers to leave an organization, or to change their job or career

24

IT’S ALL ABOUT EMPLOYER

PERFORMANCE

25

CONTENTS Å

High Tech workers are generally pleased with their work–life balance. This is a strong foundation for employers, and it’s a call to action: Employer performance is clearly the deciding factor among High Tech workers presented with multiple options for employment. Just as

companies continually monitor employee performance to foster high levels of productivity and top-quality work, it’s important to turn the spotlight on employer performance in High Tech. In this industry, employer performance is becoming a key point of differentiation.

CONTENTS ÅI T ’ S A L L A B O U T E M P L O Y E R P E R F O R M A N C E

IN LINE WITH THE GLOBAL AVERAGE

13% MORE THAN THE GLOBAL AVERAGE

2% LESS THAN THE GLOBAL AVERAGE

IN LINE WITH THE GLOBAL AVERAGE

IN LINE WITH THE GLOBAL AVERAGE

67% 61% 60% 60% 59%PREFER ENVIRONMENTALLY FRIENDLY AND RESPONSIBLE

PRACTICES

PREFER TO BE INVOLVED IN INTERESTING,

MEANINGFUL WORK

PREFER A GOOD DIVERSITY AND EQUAL OPPORTUNITY RECORD

PREFER EXPOSURE TO THE LATEST TECHNOLOGIES

PREFER WORK–LIFE BALANCE

26

• Significantly more High

Tech workers (61%) would give

up higher pay and/or career

growth or advancement for

the opportunity to learn new

skills, compared to 57% of

workers in other industries.

• More than half of High Tech

employees (53%) would be willing

to forego higher pay and/or

career growth or advancement

for greater work–life balance, on

par with 52% in other industries.

D I D Y O U K N O W ?

• More than three-fifths of

High Tech workers (61%) will

actively look for a new position

within the next year, on par

with the global average.

• 60% of High Tech workers

feel they are in a position

of high demand in the

marketplace, compared to

53% across all industries.

• Half (50%) of High Tech

employees prefer to work

for global companies.

• Roughly two-fifths of High

Tech workers (41%) would prefer

to work for an established

company with longevity.

• A greater incidence of High

Tech workers (22%) most prefer

to work for Fortune 100 or

500 companies compared to

the global average of 16%.

• More High Tech workers (19%)

would be prepared to move

as far as another continent

for the right job compared to

the global average of 14%.

• 15% of High Tech workers

would definitely relocate to

another country compared to

the global average (11%).

• Amost three-quarters (74%)

of High Tech workers use social

media as their primary method

of networking, compared to

71% in other industries.

27

CONTENTS Å

As complex as competing for

high-quality performers has

become, workers can be met on

their terms without employers

sacrificing their company’s core

values and practices. Here

are six things you can do as

an employer to relate to the

workforce dynamically and with

satisfying results. At the same

time, you will add definition and

character to your own workplace.

1. Deliver an exceptional

application and on-boarding

experience. Make your

company irresistible by

personalizing the hiring process

through technology and well-

S I X WAY S T O G I V E H I G H T E C H W O R K E R S W H AT T H E Y WA N T

prepared staff. Emphasize

that you value engagement

and highlight the factors that

differentiate your company

from others in your industry.

2. Participate in every possible

digital channel and be mobile-

friendly. The rise of social media

and user-centric digital design has

raised workers’ expectations for

better, more up-to-date company

information. Figure out where

your employees and hiring targets

spend their digital time, and make

an effort to relate to them there.

Most importantly, create a talent

community that lives online yet is

completely authentic within your

workplace. Give workers a reason

to pay attention to what you do

and inspire them to join you.

3. Personalize the career path.

Workers clearly see themselves as

valuable in terms of the skills they

possess and new practices they

can learn. Spend strategic time

working out what your company

can do to nurture every worker’s

professional development. This

cultivates loyalty and strengthens

your company’s culture. It also

ensures that your workforce is at

the top of its game and ready

to share the message that your

company is a good place to work.

4. Fight to make your workplace

remarkable. Employees expect

competitive pay packages

and transparent employment

policies. By emphasizing these

two areas alone, your company

will attract appropriate attention

and build a positive image

organically. Word gets around.

5. Determine how you can

please your workers. Learn the

preferences, not just the needs,

of your employees. Think about

how you can provide a stable

yet flexible work environment

that blends challenges and

opportunities. Show your workers

how this environment will help

them grow and develop.

6. Develop your persona as

an employer. Articulate all

the qualities that define your

company’s approach to operating

in and serving your market. Be

ready to define how you are

different from others in your

industry and how you got to be

that way. Give employees and

candidates a reason to connect

with your employment philosophy.

The 2014 Kelly Global Workforce Index™ reveals that workers fully expect to connect with employers – and potential employers – across a variety of channels and in real time.

28

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29Kelly Global Workforce Index™ EXIT

An Equal Opportunity Employer © 2014 Kelly Services

kellyservices.com

ABOUT KELLY SERVICES®

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.

Kelly® offers a comprehensive array of outsourcing and consulting services, as well as

world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients

around the globe, Kelly provided employment to approximately 540,000 people in 2013.

Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, 

LinkedIn and Twitter. Download The Talent Project, a free iPad® app by Kelly Services.

ABOUT THE KELLY GLOBAL WORKFORCE INDEX

The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions

about work and the workplace. Approximately 230,000 people across the Americas, EMEA

and the APAC region responded to the survey. The survey was conducted online by

RDA Group on behalf of Kelly Services.

CONTENTS Å