Natural Resources: Career Development in Europe and Asia
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Transcript of Natural Resources: Career Development in Europe and Asia
KELLY GLOBAL WORKFORCE INDEX™
CAREER DEVELOPMENT: NATURAL RESOURCES
2Kelly Global Workforce Index™
3 Introduction
4 Employee sentiment remains at low levels
8 Balancing skills with advancement
10 Engaging employees about their careers
14 Employee views on their career prospects
17 Resourcing careers
20 Conclusion
CONTENTS
The Kelly Global Workforce Index
(KGWI) is an annual global survey
revealing opinions about work and
the workplace. Almost 230,000
people from 31 countries across the
Americas, Europe, Middle-East and
Africa (EMEA), and Asia-Pacific (APAC)
regions responded to the 2014 survey.
The topics covered in the 2014
KGWI survey include:
• Engaging Active and
Passive Job Seekers
• Career Development
• The Candidate Experience
from Hiring to On-boarding
• Worker Preferences and
Workplace Agility
This second installment, on the topic
of Career Development, looks across
the EMEA and APAC regions in the
Natural Resources sector to learn what
employees are thinking about their
careers and the skills that underpin them.
The report takes an in-depth look at
employee career aspirations, including
the drivers of career goals and the
factors that matter most in keeping
employees engaged and productive.
It also provides a glimpse into the world
of career management, with insights on
what the best employers are doing to
invest in personnel, and the particular
importance that workers attach to career
development activities such as training,
mentoring and skills development.
THE KELLY GLOBAL WORKFORCE INDEX 2014
3Kelly Global Workforce Index™
Natural Resources employees are
engaged in a vast range of activities
involved in the extraction and processing
of resources including oil and gas, iron
ore, coal and other commodities.
They occupy a special place, not only in
terms of their economic significance, but
for the unique operational and workplace
challenges that characterize the sector.
Harnessing the skills and capabilities of the
workforce is a key strategic imperative.
This topic seeks to unravel some of the big
questions that are occupying the minds of
employees as they think about the ongoing
process of managing life, learning and work.
What do employees really want from
their employers? Where do they want to
be in the next 5–10 years? Will the skills
they currently have be sufficient to get
them there? What are the best employers
doing to help advance their careers?
The findings reveal how Natural Resources
employees are thinking and the forces
that are shaping their career decisions.
INTRODUCTION
Harnessing skills for success
4Kelly Global Workforce Index™
Employee sentiment remains at low levelsMeasures of engagement and loyalty have a direct bearing
on issues such as employee attraction, retention, morale and
business performance, so they are an important reflection on
the state of health of the Natural Resources workforce.
The mood of the labor market remains
a difficult one for many employers, with
job creation slow, economic recovery
uneven, and a restless sentiment
among much of the workforce.
In this environment, firms that are able to
harness the skills and capabilities of their
workforce will be in a better position to
weather these conditions and prosper.
As will become clear in the following
pages, there is a desire among many
employees for skills enhancement, and
an opportunity for employers to invest
in personnel in a way that will benefit
both enterprises and individuals.
5Kelly Global Workforce Index™
The latest Kelly Global Workforce
Index (KGWI) shows that employers
are continuing to confront a challenging
workplace, characterized by relatively
weak levels of employee engagement
and commitment with work.
Respondents in the Natural Resources
sector were asked the question: How
committed or “engaged” do you
feel with your current employer?
Less than a third (32%) of respondents,
globally, say they are “totally
committed” to their current employers.
Just 27% of workers in EMEA say
they are totally committed, and a
slightly higher 30% in APAC.
How committed or “engaged” do you feel with your current employer? (% “totally committed,” by region)
EMPLOYEE COMMITMENT
27%
EMEA
30%
APAC
32%GLOBAL
6Kelly Global Workforce Index™
It is a similar picture with regard to the
question of employee loyalty. Globally,
just 30% of employees say that they
feel “more loyal” to their employers
in 2014 than they did a year ago.
In EMEA, only 23% report feeling
more loyal in 2014, while in APAC
it is a somewhat higher 33%.
Compared with a year ago, do you feel more or less loyal to your employer? (% “more loyal,” by region)
EMPLOYEE LOYALTY
23%
EMEA
33%
APAC
30%GLOBAL
7Kelly Global Workforce Index™
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GlobalGermanyChinaRussiaNorwayMalaysiaSingaporeIndonesiaHungaryPolandSwitzerlandUKFranceIndiaAustraliaPortugalItaly
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40%
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100%
GlobalGermanyChinaRussiaNorwayMalaysiaSingaporeIndonesiaHungaryPolandSwitzerlandUKFranceIndiaAustraliaPortugalItaly
GLOBAL AVERAGE: 63%
EMEA AVERAGE: 69%
APAC AVERAGE: 65%
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Another sign of the volatility
that still characterizes much
of the labor market relates to
employee plans to switch jobs.
Globally, 63% say they intend to look
for a job with another organization
within the next year, with both EMEA
and APAC sitting close to this global
average at 69% and 65% respectively.
However, there are wide variations
across the survey area, ranging from
more than three-quarters in Italy,
Portugal, Australia, India and France, to
a low of 50% in Germany and China.
Do you intend to look for a job with another organization within the next year? (% “yes,” by country)
INTENTION TO SWITCH JOBS
8Kelly Global Workforce Index™
Balancing skills with advancementThe challenge of attracting, nurturing and retaining quality
staff is common to all employers. Natural Resources industries
often have the additional challenges of workforces operating
in geographically difficult and remote locations.
Getting the most out of employees across
multiple locations and with unorthodox
rosters is an ongoing challenge.
Providing opportunities for employee
promotion is obviously an important
part of this, but so too is skills
development at the individual level.
In fact, many survey respondents
firmly believe that acquiring skills
is more important than advancing
up the corporate hierarchy.
9Kelly Global Workforce Index™
When considering what is best
for their career development,
a majority of Natural Resources
employees, globally, say they are more
interested in skills development than
advancing up the corporate ladder.
Globally, 60% are more interested in
acquiring new skills than in reaching a
higher level in their organization (40%).
But there is a strong regional element
to this finding. In EMEA, there is a
resounding focus on skills development
(62%) ahead of advancement (38%).
It is a different picture in APAC, where
respondents are inclined to place
a priority on advancement (53%)
ahead of acquiring new skills (47%).
When considering career advancement opportunities, which statement best describes your immediate career goal? (%, by region)
IMMEDIATE CAREER GOALS
GLOBAL
EMEA
APAC
I am more interested in acquiring new skills
I am more interested in advancing to a higher level
60% 40%
62% 38%
47% 53%
10Kelly Global Workforce Index™
Engaging employees about their careersA key element in talent development lies in ensuring
that the people in the organization are being assisted
to manage and develop their skills and careers.
The idea of structured career discussions
between employers and employees
is one that is central to effective
talent management.
Career discussions tap into a desire for new
capabilities, and are an important avenue
for employer–employee engagement.
However, while the career interactions that
take place are well-intentioned, they are
often not meeting the needs of employees.
Career development interactions need to
be carefully thought out so that they are
structured and targeted and so that there
is a productive exchange about individual
career opportunities and limitations.
11Kelly Global Workforce Index™
0
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GlobalHungaryPolandAustraliaPortugalSwitzerlandItalySingaporeUKNorwayFranceIndiaGermanyRussiaMalaysiaChinaIndonesia
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0%
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30%
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GLOBAL AVERAGE: 45%
EMEA AVERAGE: 47%
APAC AVERAGE: 54%
SWIT
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CAREER DEVELOPMENT DISCUSSIONS
Career discussions should be
an integral and routine part
of sound career management, but
they are frequently not occurring.
Globally, 45% of Natural Resources
employees say they have had a career
development discussion in the past year.
Both EMEA and APAC are somewhat
ahead of the global average at
47% and 54% respectively. (The
global result is dragged down
by just 41% in the Americas.)
The highest rates are in Indonesia (63%)
and China and Malaysia (both 62%),
while the lowest are in Hungary (19%),
and in Poland and Australia (both 35%).
Within the last year, have you had a career development discussion with your employer? (% “yes,” by country)
12Kelly Global Workforce Index™
The intention behind any career
development discussion should
be to assist employees to acquire
the skills and capabilities necessary
to advance in their careers.
But not all career development
discussions produce these outcomes.
Globally, 54% felt that their career
development discussions had
benefited them in terms of new skills.
Significantly more workers in APAC
(61%) obtained a direct benefit
in terms of new skills, compared
to those in EMEA (48%).
BENEFIT OF CAREER DEVELOPMENT DISCUSSIONS ON NEW SKILLS
48%
EMEA
61%APAC
54%GLOBAL
Among those who had a career development discussion in the last year, to what degree do you agree or disagree that the career development discussion was beneficial to you in terms of the opportunity to acquire new skills? (% “strongly agree” and “agree,” by region)
13Kelly Global Workforce Index™
36%EMEA
58%
APAC
45%GLOBAL
There is also some doubt among
employees about the value of
these career development discussions
in terms of career advancement.
Among those who had experienced
career development discussions with
their employers, less than half (45%)
agreed that they were beneficial in terms
of future advancement opportunities.
But the results vary considerably across
the regions. There were significantly
more workers in APAC (58%) who
derived a benefit from these discussions,
compared to just 36% in EMEA.
BENEFIT OF CAREER DEVELOPMENT DISCUSSIONS ON ADVANCEMENT
Among those who had a career development discussion in the last year, to what degree do you agree or disagree that the career development discussion was beneficial to you in terms of potential/future advancement opportunities? (% “strongly agree” and “agree,” by region)
14Kelly Global Workforce Index™
Employee views on their career prospectsSome of the earlier survey findings in relation to employee
commitment and loyalty come into sharper focus when looking
at employees’ views about their immediate career prospects.
What is clear is that employees attach
considerable value to their career prospects
and career trajectory, since it is their
guarantee of job security and prosperity.
Employees also look to their employers
to help advance their careers, and
they will look elsewhere if they see
their careers hitting a roadblock.
Currently, confidence among many
employees is low in regard to their career
prospects with their current employers.
Employers who take active steps to build
careers will reap the benefits of both a
more engaged and committed workforce,
as well as a more productive workplace.
15Kelly Global Workforce Index™
GLOBAL AVERAGE: 36%
EMEA AVERAGE: 29%
APAC AVERAGE: 44%
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GlobalFranceHungaryAustraliaUKGermanySwitzerlandItalyNorwayPortugalIndiaPolandChinaRussiaSingaporeMalaysiaIndonesia
GlobalFranceHungaryAustraliaUKGermanySwitzerlandItalyNorwayPortugalIndiaPolandChinaRussiaSingaporeMalaysiaIndonesia
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Globally in the Natural Resources
sector, just over a third (36%)
of employees believe that they will
have the opportunity to advance their
careers with their current employers.
Significantly more workers in APAC
(44%) are confident about their
advancement opportunities than
those in EMEA at just 29%.
To what degree do you agree or disagree that you have opportunities to grow/advance your career with your current employer? (% “strongly agree” and “agree,” by country)
OPPORTUNITIES TO ADVANCE OR GROW WITH CURRENT EMPLOYER
16Kelly Global Workforce Index™
30%GLOBAL
A key element in career advancement
in any given position is the
availability of a defined pathway along
which employees can progress.
Globally, 30% of Natural Resources
respondents say that their employers
provide a career pathway that would
afford career advancement.
Significantly more workers in
APAC (40%) say their employers
provide clear career path options,
compared with just 23% in EMEA.
To what degree do you have clear career path options available with your current employer? (% “very clear” and “clear” path options, by region)
PATHWAYS WITH CURRENT EMPLOYER
23%
EMEA
40%
APAC
17Kelly Global Workforce Index™
Resourcing careers As part of the process of developing their careers,
employees will utilize a range of different resources such
as training, mentoring, coaching and assessments.
With a new wave of empowered employees
taking greater control over their careers,
there is a fresh focus on the effectiveness
of the tools and resources that they use.
Employees identify both the good
and the bad in terms of money spent
on developing their careers.
What this shows is that some of the
investment in career development
resources by well-intentioned
employers is being wasted.
18Kelly Global Workforce Index™
The most commonly used tool, or
resource, in the career development
area is employer-provided training,
utilised by 47% globally, but with higher
rates in APAC (54%) than in EMEA (40%).
The second most used resource is
training that is sought out or paid for by
the employee, utilized by 32% globally,
by 33% in EMEA and 32% in APAC.
Other commonly used resources
are mentoring (26% globally),
career tests (23%) and professional
career coaching (19%).
When preparing for career development/advancement opportunities, which of the following resources have you utilized within the last year to realize your strengths? (%, by region, multiple responses allowed)
RESOURCES USED IN CAREER ADVANCEMENT
0%
20%
40%
60%
Professional career coaching
Career testsMentoringTraining sought out/paid for myself
Employer-provided training
EMEA
APAC
Global
19Kelly Global Workforce Index™
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GlobalItalyHungaryFranceAustraliaSwitzerlandGermanyPortugalPolandUKChinaNorwayIndiaRussiaSingaporeMalaysiaIndonesia
GLOBAL AVERAGE: 29%
EMEA AVERAGE: 22%
APAC AVERAGE: 32%
0
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For employers, there is an important
question of the right mix of career
development resources, and the extent
to which these are meeting the needs
of employees and the business.
Less than a third of Natural Resources
employees globally (29%) are
satisfied with their employer-provided
career development resources.
Significantly more workers in APAC
(32%) feel satisfied with their
employers’ resource offerings,
compared to 22% in EMEA.
The satisfaction rates point to a
mismatch between employers and
employees in some markets, suggesting
that the employer investment is not
always being put to best use.
What is your overall level of satisfaction with the career development resources offered by your current employer? (% “very satisfied” and “satisfied,” by country)
SATISFACTION WITH CAREER DEVELOPMENT RESOURCES
20Kelly Global Workforce Index™
A generation of more empowered
employees is looking to take charge
of their careers, and with that, utilize
the full suite of tools and resources
that will help them to prosper.
Natural Resources employees are
in strong demand in many markets.
They are at the forefront of a host of
technological developments and new
approaches to workforce organization.
The importance of skills formation and
skills development is more important
than ever for these employees.
The findings of the survey show that
promotion at the expense of skills
may meet a short-term goal but may
not necessarily meet the longer-term
needs of highly skilled workers.
Maintaining and renewing technical
expertise is a core requirement of
this group.
Career discussions with employees
meet a real need. They help forge
career direction and structure, and
they are an important avenue for
employer–employee engagement.
Empowered and autonomous workers
build their strengths primarily through
employer-provided training. They also
seek out and pay for their own training
to continue to build their toolkit so they
are best positioned for the future.
There are a few steps employers can take:
• Fully evaluate existing career
development initiatives to test their
suitability to employees’ needs
and their fit with the organization’s
human capital needs.
CONCLUSION
Making career development a “win-win”• Approach career development
in a structured way as part of
regular performance reviews.
• Consider a career “future-proofing”
exercise to encourage employees to
consider how their industry and their jobs
will evolve, and the skills, qualifications
or training that will be required.
• Develop a knowledge capture program
to harness the skills and expertise
of gifted, expert and longstanding
employees so that this intellectual
property can be retained and harnessed.
21Kelly Global Workforce Index™
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 APAC regions responded to the survey. The survey was conducted online by
RDA Group on behalf of Kelly Services.
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 employees in 2013.
Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook,
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