Q3 2012 Global Talent Market Quarterly

Global Talent Market QuarterlyTHIRD QUARTER l 2012

Global Talent Market Quarterly

CONTENTS

3 Global Economic Situation •Briefing

•Outlook

6 Global Labor Market Update •Americas

•EMEA

•APAC

•GlobalLaborMarketSpotlight

•LegislativeUpdate

12 U.S. Labor Market Overview •CurrentEmploymentConditions

•SupplyandDemand

•LaborMarketSpotlight

16 Workforce Solutions Industry Insight •GlobalLaborSupplyandDemadForecasts

•TalentChallengesinRapidGrowthMarkets

•SocialMedia:BusinessorPleasure?

•KellyKnowledge

Global Economic SituationTHIRD QUARTER l 2012

GLOBAL ECONOMIC BRIEFING

The global economy has hit a soS patch in 2012, as contrac?on in several European markets and slowing in India and China is leading to muted economic ac?vity worldwide. Emerging markets and the APAC region con?nue to lead the growth trend, despite some weakness.

AMERICAS The global economic slowdown is expected to cause sluggish growth across the Americas region through 2013. Stronger economic ac?vity is forecast to resume in 2014.

Canada Modest growth of around 2% is predicted to con:nue through 2013. Strength in the natural resources sectors is being tempered by government austerity measures and consumer and business cau:on in the face of uncertain global economic condi:ons.

U.S. The U.S. economy con:nues to expand at a modest pace, with 2% growth projected through 2013. Future gains depend on both the health of the global economy and policy measures following the 2012 elec:on.

La?n America Economic ac:vity in the region con:nues to cool in 2012, with the slowdown felt most heavily among export-‐dependent countries. Although growth is expected to accelerate again in 2013 and beyond, policy adjustments will also be necessary to create and sustain more robust growth levels.

EMEA The Eurozone crisis con?nues to drag down economic growth across most of the region. Gradual recovery is expected to begin in 2013.

Eurozone Economic growth in many Eurozone countries is barely posi:ve, while markets including Italy, the Netherlands and Spain are sinking into recession. Improvements are expected in 2013, but significant growth will hold off un:l 2014.

U.K. GDP growth is expected to resume in the U.K. in the second half of 2012 aZer three quarters of contrac:on. The economy is expected to con:nue to recover gradually in 2013 and 2014, in step with the rest of Western Europe. Central and Eastern Europe Reduced demand from Western Europe will con:nue to dampen economic performance through 2013, but growth in many of the region’s larger markets including Russia, Turkey and Poland is expected to remain healthy.

Middle East and North Africa Despite ongoing poli:cal tensions, economic momentum should accelerate in the region in 2012-‐13 as many countries con:nue to develop and implement policies that foster growth.

APAC Low export demand and cooling growth in China and India have soSened the APAC outlook for 2012-‐2013, but healthy domes?c demand is helping to prop up many markets.

Japan Economic growth was surprisingly strong in the first part of 2012, thanks to healthy household spending and con:nued recovery efforts. Growth is expected to remain moderate throughout the rest of the year and in 2013.

China Second quarter growth decelerated to 7.6%, the lowest rate in nearly three years. S:mulus efforts are expected to revive the economy in the second half, but a return to sustained long-‐term growth will require structural reforms.

India The economy has lost some momentum due to weak global demand and domes:c policy issues, but growth is projected to accelerate in 2013 and strengthen further in 2014.

Australia Australia’s economy remains strong in the face of the cooler global climate, with a sound outlook supported by con:nued growth in the mining and natural resources sectors.

Sources: IHS Global Insight reports (July 2012); Wall Street Journal, 07.13.12 and 07.18.12; Reuters, 05.22.12 and 07.18.12 4


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Global Labor Market UpdateTHIRD QUARTER l 2012

GLOBAL LABOR MARKET UPDATE: AMERICAS

Posi?ve employment trends con?nue across the Americas region, although the U.S. and Canada have seen some cooling in 2012 as a result of the global economic slowdown. Cau?ous hiring is expected to con?nue across most of the region, leading to lower unemployment levels in the coming years.

UNITED STATES Robust job crea:on in the first quarter of 2012 was replaced by more subdued hiring in the second as the labor market began to react to the cooler global economy. Stronger ac:vity is expected in 2013 and 2014 as uncertain:es subside.

BRAZIL Despite more moderate recent economic growth, employment con:nues to trend upwards and unemployment rates con:nue to fall in Brazil in 2012, a sign that employers remain confident and are preparing for the eventual economic upturn.

CANADA Canada’s labor market outlook is broadly posi:ve, as vacancy and wage data suggest that demand for labor is healthy. Fihul hiring trends in the first part of 2012 indicate that employers remain somewhat cau:ous in light of the global economic situa:on.

MEXICO The official unemployment rate in Mexico remains in the 4.5%-‐5% range—low by regional standards but s:ll higher than its pre-‐recession level of 3.5%-‐4%. Gradual improvement is expected as the economy con:nues to add formal jobs.

Sources: IHS Global Insight reports (July 2012); Reuters, 05.21.12, 06.20.12 and 07.06.12

8.1%

5.7%

7.3%

4.8%

7.8%

5.6%

6.8%

4.6%

7.2%

5.3%

6.5%

4.3%

0%

2%

4%

6%

8%

10%

U.S. Brazil Canada Mexico

Average Annual Unemployment Rate

2012 (p)

2013 (p)

2014 (p)

7



GLOBAL LABOR MARKET UPDATE: EMEA

Weakness stemming from the European fiscal crisis is keeping worker demand low and unemployment high across much of the region, with significant improvements not expected un?l 2014. Despite the uncertain economic situa?on, labor markets con?nue to perform well in some countries, including Germany, Russia, and the U.K.

GERMANY Job growth in Germany remains rela:vely healthy in the face of soZer economic condi:ons. The country’s steady decline in unemployment has lost some momentum in 2012, but is expected to resume its downward trend in 2013.

FRANCE The labor market con:nues to deteriorate, with unemployment in mid-‐2012 at its highest level in more than a decade. The new government is considering stricter legisla:on surrounding layoffs to help curb the rising joblessness.

UNITED KINGDOM Despite the economic climate, unemployment has remained in check in 2012 due to increases in self-‐employment and part-‐:me work, and job crea:on driven by the Olympics. Real improvements in the labor market are not expected un:l 2014.

RUSSIA Unemployment in Russia con:nues to steadily decline as the economy remains resilient. The lowest unemployment rates are seen in the regions around Moscow and St. Petersburg.

ITALY Demand for workers is expected to remain weak throughout 2012 and 2013. Austerity plans have cut employment in the public sector, and private employers are hesitant to add jobs in the midst of a declining economy.

Sources: IHS Global Insight reports (July 2012); Reuters, 06.28.12; Reuters, 06.07.12; BusinessWeek, 07.18.12; Moscow Times, 07.23.12; Agence France Presse, 07.02.12

6.8%

9.8%

8.5%

5.7%

9.7%

6.6%

9.8%

8.7%

5.4%

10.0%

6.2%

9.3% 8.4%

5.2%

9.9%

0%

2%

4%

6%

8%

10%

Germany France U.K. Russia Italy


2012 (p)

2013 (p)

2014 (p)

8



GLOBAL LABOR MARKET UPDATE: APAC

Many APAC labor markets are showing some signs of soSness in 2012, par?cularly in manufacturing sectors as the region grapples with slowing export demand. However, healthy domes?c demand and ongoing recovery efforts are helping to boost employment levels across the region, and the labor market outlook for 2013 and 2014 is posi?ve.

JAPAN Employment growth and job crea:on trends are posi:ve, as the economy con:nues to recover following the 2011 natural disasters and ongoing rebuilding efforts encourage employers to take on more workers.

CHINA The labor market in China is showing some signs of weakness. Indicators suggest that hiring is slowing, and job cuts may be spreading in manufacturing and heavy industry, amid more modest demand trends and a cooling economic climate.

INDIA Employment growth in India has moderated somewhat due to soZer economic condi:ons both at home and globally. Hiring inten:ons are strongest in the construc:on industry and the service sector, par:cularly retail, sales and healthcare.

AUSTRALIA Labor market performance is healthy but uneven as global uncertainty and the strong currency constrain employers’ hiring sen:ments. The market is expected to con:nue along an unsteady path, with modest employment gains offset by higher labor force par:cipa:on.

Sources: IHS Global Insight reports (July 2012); HSBC 06.07.12 and 07.12.12; India Times, 07.23.12; Indian Express, 07.23.12; Financial Times, 07.11.12; Reuters, 05.28.12 and 06.28.12

4.8% 4.2%

9.3%

5.2% 4.7%

4.1%

9.1%

5.1% 4.6%

4.0%

9.0%

4.7%

0%

2%

4%

6%

8%

10%

Japan China India Australia


2012 (p)

2013 (p)

2014 (p)

9



9

GLOBAL LABOR MARKET SPOTLIGHT: AGING WORKFORCE

As organiza?ons try to envision and plan for the labor market of the future, aging workforces are a key considera?on in many countries. An increasingly older labor force will bring unique challenges, including filling skills gaps and addressing re?rement issues.

Source: : The World at Work: Jobs, Pay, and Skills for 3.5 Billion People, McKinsey Global Ins:tute, 2012 *Re:rees are defined as workers between 55-‐70 years old who are not likely to be in the labor force in 2030. Advanced Economies are those with GDP Per Capita above $20,000 (USD at 2005 PPP). Other Emerging Markets are those with GDP Per Capita between $3,000 and $20,000 including na:ons in Asia (Philippines, Indonesia, Thailand, Malaysia, etc.), La:n America (Brazil, Mexico, Argen:na, Peru, etc.), the Middle East and Africa.

10

NEARLY A QUARTER OF GLOBAL WORKERS WILL BE AGE 55+ BY 2030 The aging trend will be most acutely felt in the advanced economies and China. In the advanced economies, the share of older workers in the labor force will grow from 18% in 2010 to 27% in 2030. In the most rapidly aging advanced economies such as Japan and Germany, more than 30% of the labor force will be 55+ in 2030. In China, the propor:on of older workers is expected to more than double in the next two decades. Even in La:n America, which has a rela:vely young popula:on, aging will slow labor force growth.

AGING TREND WILL CAUSE FUTURE LABOR FORCE CHALLENGES The number of re:rees in the world is expected to grow by 2.3% per year over the next two decades, more than twice the annual labor force growth rate, leading to a number of issues. Skills shortages are expected to intensify as educated workers re:re. The growing number of re:rees will lead to greater demand for social and healthcare services. And economies will need to boost produc:vity in order to sustain growth rates with smaller labor forces. Boos:ng labor force par:cipa:on rates of older workers is one way to help solve these challenges.

28% 16% 11%

62% 69%

68%

10% 14% 22%

1980 2010 2030E

Older (55+)

Prime (25-‐54)

Young (15-‐24)

GLOBAL Labor Force % by Age

Net New Re?rees per New Worker, 2010-‐2030E*

22% 12% 10%

65% 70% 64%

13% 18% 27%

1980 2010 2030E

ADVANCED ECONOMIES

32% 13% 6%

60%

72% 62%

8% 15% 31%

1980 2010 2030E

CHINA

0

0.5

1

1.5

2

Advanced Economies

China Other Emerging Markets

India



GLOBAL LEGISLATIVE UPDATE

Several countries have implemented or are considering changes to their regula?ons on temporary and contract workers, including Norway, which will bring its prac?ces in line with the EU’s Agency Worker Direc?ve. New and pending labor legisla?on in Venezuela, Saudi Arabia, and Canada aims to increase labor force par?cipa?on, while the new lower re?rement age in France defies that trend.

MALAYSIA A minimum wage law will take effect in Malaysia for the first :me as of January 2013, and will likely be phased in over the next two years. The minimum wage level is expected to be modest and vary across the country.

Sources: Global Insight 06.14.12, 06.07.12; Reuters, 05.24.12; SIA Daily News, 05.30.12, 06.28.12, 07.17.12; HRM Asia 05.28.12; VenezuelaAnalysis, 05.01.12; Global Market Brief & Labor Risk Index Q3 2012, KellyOCG/Eurasia; SIA Legs and Regs Advisor, April 2012

11

CANADA New regula:ons expected to take effect in early 2013 will require workers receiving unemployment benefits to be willing to accept available jobs that are lower paying, outside their field, or are located farther away.

FRANCE The new French government lowered the re:rement age from 62 to 60 for workers with more than 40 years of social security contribu:ons. The move is contrary to many other developed countries that are increasing re:rement ages in the face of demographic and fiscal challenges.

U.S. The Supreme Court upheld the health care reform act, paving the way for the implementa:on of both the individual and employer mandates for health care insurance provision in 2014.

SINGAPORE The Employment Act will be reviewed in the second half of 2012, with expected revisions to address working condi:ons and pay for low wage employees and contract workers.

NORWAY Although not a member of the European Union, Norway will implement the EU’s Agency Worker Direc:ve in 2013, ensuring the equal protec:on and treatment of temporary workers.

VENEZUELA The country’s new labor law includes provisions to eliminate the prac:ce of outsourcing, reduce working hours from 44 to 40 hours a week, lengthen maternity leaves, and make layoffs more difficult.

SAUDI ARABIA Pending legisla:on would shorten the workweek in the private sector in order to force companies to expand their workforces.

AUSTRIA, BELGIUM New legisla:on requires employers to ensure equal treatment of temporary workers. In Belgium, liZing restric:ons on the use of temporary workers, par:cularly in the public sector, is being reviewed.



U.S. Labor Market OverviewTHIRD QUARTER l 2012

SECOND QUARTER HIRING DECELERATES The U.S. job market hit a soZ patch in the second quarter of 2012, adding to concerns that the broader economic slowdown has now started to affect U.S. hiring. Employment gains averaged only 75,000 a month in the second quarter, three :mes slower than the rate of job crea:on in the first three months of the year.

UNEMPLOYMENT RATE STAGNANT The unemployment rate remained at 8.2% in June 2012. Although lower than the above-‐9% rates seen in much of 2011, unemployment has shown litle improvement since the first of the year and remains significantly above pre-‐recession levels.

DEMAND GROWS AND LAYOFFS SLOW The number of job openings has been increasing steadily since the recession ended, signaling a renewed demand trend. The pace of layoffs has also slowed and is now back to its long-‐term average level. But these encouraging trends have not yet translated into significant and sustained job crea:on.

U.S. EMPLOYMENT CONDITIONS

EMPLOYMENT OVERVIEW

EMPLOYERS REMAIN CAUTIOUS Some employers indicate that the lack of hiring stems from the inability to find skilled workers, but many simply remain hesitant to ramp up their full-‐:me workforces in the midst of uncertain economic and poli:cal condi:ons. The ongoing European crisis, slowdowns in emerging economies, and concern over U.S. policies con:nue to weigh heavily on employers’ minds and put a damper on hiring plans.

13 Sources: Bureau of Labor Sta:s:cs

U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE

5 6 7 8 9 10 11

-‐900

-‐600

-‐300

0

300

600

Jun-‐09

Sep-‐09

Dec-‐09

Mar-‐10

Jun-‐10

Sep-‐10

Dec-‐10

Mar-‐11

Jun-‐11

Sep-‐11

Dec-‐11

Mar-‐12

Jun-‐12

Une

mploy

men

t Rate (%

)

Employ

men

t (00

0’s)

Non-‐Farm Employment Private-‐Sector Employment Unemployment Rate

JUN MAY APR MAR FEB

Total non-‐farm employment growth 80K 77K 68K 143K 259K

Private employment growth 84K 105K 85K 147K 254K

Unemployment rate 8.2% 8.2% 8.1% 8.2% 8.3%



U.S. LABOR MARKET -‐ SUPPLY AND DEMAND

JOB DEMAND ON UPWARD BUT UNEVEN TREND Employers con:nue to look for more workers, as online adver:sed job vacancies increased at an average rate of over 100,000 per month in the first half of 2012. The demand momentum remains fihul, however, as job ads were up sharply in June but declined in May and July.

DEMAND SURPASSING PRE-‐RECESSION LEVELS Job adver:sements con:nue to grow, with around two-‐thirds of both U.S. states and metropolitan areas now at or above their pre-‐recession levels in labor demand. Despite the posi:ve trend, some metro areas s:ll have unfavorable supply/demand ra:os, including Riverside, Los Angeles, and Sacramento, CA; Las Vegas; and Miami.

JOB MARKET TIGHTEST FOR STEM OCCUPATIONS STEM (science, technology, math and engineering) workers con:nue to be in hot demand. Computer and mathema:cal science, healthcare prac::oners, and architecture/ engineering are the only large occupa:onal categories in which adver:sed job vacancies outnumber job seekers.

“As of June, almost half of the occupa:onal groups have Supply/Demand rates at or below 2.0. Most of these are in professional categories, such as business and finance, healthcare professionals, and management.”

— June Shelp, Vice President, The Conference Board, July 2, 2012

14

U.S. MARKET -‐ MONTHLY LABOR DEMAND VS. LABOR SUPPLY

Sources: Conference Board Help Wanted OnLine, Bureau of Labor Sta:s:cs

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

Jun 08

Sep 08

De

c 08

Mar 09

Jun 09

Sep 09

De

c 09

Mar 10

Jun 10

Sep 10

De

c 10

Mar 11

Jun 11

Sept 11

Dec 11

Mar 12

Jun 12

No. of Online Job Ad

s (in

000

's)

No. of U

nemploy

ed

(in 000

's)

# of unemployed workers # of online ads



U.S. LABOR MARKET SPOTLIGHT: BRIDGING THE TALENT GAP

15 Source: The Talent Crunch, CareerBuilder, June 2012

HELP WANTED SIGNS ARE STILL UP Plenty of U.S. companies are looking for workers. According to a recent CareerBuilder survey, more than one-‐third of employers say they currently have open posi:ons for which they cannot find qualified candidates.

OPEN POSITIONS TAKING TOLL ON WORKERS, FIRMS Ongoing job vacancies are affec:ng current workers’ axtudes and performances—and companies’ botom lines. Over half of employers say that current employees are working longer hours. More than one-‐third of employers reported that job vacancies have led to overworked employees, a reduced quality of work and lower morale. Nearly one-‐fourth cited a loss in revenue due to the inability to fill open posi:ons.

EMPLOYERS NOT ADDRESSING SKILLS GAPS Employers report that the most difficult posi:ons to fill are those in cri:cal areas such as C-‐level management, business development, engineering, and IT. But despite the shorhalls in such high-‐profile areas, less than half (41%) of employers surveyed say they are engaging workers in training or other programs to help alleviate the talent crunch.

CANDIDATES ARE READY TO LEARN, CHANGE Job seekers, however, say that they are more than willing to gain the addi:onal skills that employers are looking for. Nearly two-‐thirds of candidates (65%) say that they are extremely or very willing to learn new skills, and more than three-‐fourths (77%) say they would be willing to train for a job in a different field.

61% 58% 57% 54% 48% 47%

0%

20%

40%

60%

80%

Engineering C-‐Level Business Development

Crea:ve/ Design

Management IT

Most Difficult Posi?ons to Fill

51%

36% 34% 33% 23%

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

Longer hours Overworked/ no work-‐life balance

Lower quality of work

Lower morale Loss in revenue

Effects of Job Vacancies on Current Workers

65% 77%

But Many Candidates are Willing to Learn New Skills and/or Train for a Job in a Different Field

Few Employers Have Programs that Fill Skills Gaps

41%



Workforce Solutions Industry Insight

THIRD QUARTER l 2012

THE WORLD AT WORK: GLOBAL LABOR SUPPLY AND DEMAND FORECASTS

Labor forces around the globe are being shaped by various economic, demographic, and cultural changes that are leading to mismatches in the supply and demand for workers. A new report by the McKinsey Global Ins?tute predicts that these skills imbalances will grow stronger in the decades to come, unless decisive ac?on is taken by key stakeholders, including policymakers and businesses.

17 Source: The World at Work: Jobs, Pay, and Skills for 3.5Billion People, McKinsey Global Ins:tute, 2012

Young Developing Countries are in Asia (Bangladesh, Pakistan) and Africa (Nigeria, Kenya, etc.).

23%

21%

21%

16%

13%

SKILLS IMBALANCES WILL INTENSIFY As the world economy shiZs towards knowledge-‐ and service-‐based employment, demand for trained and skilled workers con:nues to grow. Global labor markets will face the challenge of having too few high-‐ and medium-‐skilled workers, and too many low-‐skilled workers in the coming years.

The shortage of high-‐skilled workers will be most severe in advanced economies and in China. China, despite a drama:c rise in educa:onal atainment, is expected to see a gap of 23 million college-‐educated workers by 2020.

Industrializa:on is expected to raise demand for medium-‐skilled workers in India and young developing economies, but a shortage of these workers will arise due to low rates of secondary educa:on enrollment and comple:on.

A poten:al surplus of around 90 million or more low-‐skilled workers worldwide is projected by 2020. Advanced economies will need to find employment for more than 30 million low-‐skilled workers, but nearly two-‐thirds of the oversupply will be in India and other young developing economies in Asia and Africa.

Advanced Economies -‐16 to -‐18M

China -‐23M

India -‐13M

Young Developing Economies -‐31M

High-‐Skill Workers Total Shortage -‐38 to -‐41M

Medium-‐Skill Workers Total Shortage

-‐45M

Low-‐Skill Workers Total Surplus +89 to 94M

India & Young Developing Economies +58M

Advanced Economies +32 to +35M

DEMAND/SUPPLY GAPS BY SKILL LEVEL, 2020(E)



-‐10%

+11%

College Degree High School or Lower

Advanced Economies

THE WORLD AT WORK: GLOBAL LABOR SUPPLY AND DEMAND FORECASTS

Future imbalances in the supply and demand for labor have the poten?al to create tremendous challenges for workers, businesses, and economies. To help create berer outcomes, McKinsey suggests that leaders across the globe need to take new approaches to educa?on and training, as well as formulate new strategies for job crea?on.

18 Source: The World at Work: Jobs, Pay, and Skills for 3.5Billion People, McKinsey Global Ins:tute, 2012

23% RAISING SKILLS THROUGH EDUCATION AND TRAINING In both developing and advanced economies, improving training and educa:on opportuni:es will be cri:cal in raising skill levels in order to bridge the looming talent supply gap.

Advanced economies, which will have too many workers with a high school educa:on and too few college grads, need to raise college gradua:on rates and direct more students to higher skilled fields. China will also need to con:nue to boost college enrollment as it faces a large deficit of highly educated workers.

India could encounter a unique set of labor imbalances, with surpluses of both college-‐educated workers and workers with litle educa:on, but a shortage of workers with a secondary educa:on. In India, more high school and voca:onal educa:on is needed, as well as retraining for large numbers of unskilled adults.

JOB CREATION FOR ALL TALENT LEVELS Training and educa:on alone will not solve the talent mismatch. Across the globe, countries and businesses also need to sustain demand and create more jobs for medium-‐ and lower-‐ skilled workers, according to McKinsey.

Developing higher value-‐added manufacturing and services is one way for emerging markets to provide more employment for low-‐skilled workers. And in advanced economies, opportuni:es exist within the service sectors, par:cularly in the healthcare field, to create quality jobs for the surplus of medium-‐skilled workers.

DEMAND/SUPPLY GAPS BY EDUCATION LEVEL, 2020 (E)

-‐16%

+11%

College Degree High School or Lower

China

+8%

-‐10%

+7%

College Degree High School Primary School or Lower

India



GROWING PAINS: TALENT CHALLENGES IN RAPID-‐GROWTH MARKETS

Talent management has become increasingly important to interna?onal organiza?ons as they seek to grow and execute global strategies. But for companies in rapid-‐growth markets, talent management strategies oSen lag behind the widening scope of their opera?ons. New research from Ernst & Young iden?fied four major talent-‐related challenges that companies in rapid-‐growth markets face, and suggested ac?ons to take in order to tackle these challenges successfully.

19 Source: Growing Pains: Companies in Rapid-‐Growth Markets Face Talent Challenges as They Expand, Ernst & Young, 2012

23%

21%

21%

16%

13%

Top management teams lack interna:onal experience

Lack of internal management pipeline forces companies to

recruit from rivals

Companies are unable to retain and reward high performers in different

markets

C-‐suite leaders and lower-‐level managers hold

conflic:ng views on talent management

Integrate talent management and global mobility strategies

Iden:fy talent needs across markets and align strategies with individuals’ objec:ves

Connect short-‐term recruitment strategies with

long-‐term workforce planning efforts

Establish uniform metrics for manager performance and create an inclusive people

culture

KEY TALENT MANAGEMENT CHALLENGES

BUSINESS IMPLICATIONS AND RESPONSES

16%

17%

17%

20%

20%

23%

27%

0% 10% 20% 30%

How effec?ve is your company at the following aspects of talent management?

Developing an internal pipeline of management talent

Recrui:ng and retaining key global talent

Evalua:ng and rewarding high performance across markets

Planning for future talent needs across markets

Aligning business strategies with individuals’ performance objec:ves

Iden:fying talent gaps and responding quickly to fill them

Mo:va:ng employees from different cultures

TALENT MANAGEMENT WITHOUT BORDERS Mul:na:onal companies in fast-‐growing markets face cri:cal challenges as they seek to implement global talent strategies. Management teams struggle with cultural differences, conflic:ng internal views, difficul:es in balancing global and local talent, and unreliable leadership pipelines. Organiza:ons need to create integrated talent management strategies that address these issues and help them succeed beyond their borders.

810 respondents; %s are those who strongly agree.



KGWI: SOCIAL MEDIA—BUSINESS OR PLEASURE?

The explosion of social media con?nues to transform communica?on and open up new ways of interac?on – but it also brings challenges, par?cularly in a work sewng. Findings from the 2012 Kelly Global Workforce Index (KGWI) show that awtudes towards social media and its usage in the workplace are far from consistent.

20 Source: Kelly Global Workforce Index, June 2012 Note: Regional differences may be atributed in part to the genera:onal composi:on of the survey samples, with the APAC region having a larger propor:on of Gen Y respondents.

SOCIAL MEDIA ON THE JOB A large share of workers don’t think that personal social media has a place in the workplace. Only 30% of employees say it’s OK to use social media for personal reasons at work, and 43% believe that social media use at work adversely affects produc:vity. Only around one-‐quarter of workers think that sharing opinions about their work on social media is acceptable.

But axtudes towards social media use in the workplace differ greatly, with younger workers, professional employees, and those in the APAC region consistently taking a more tolerant and open approach. Employers may want to consider these differences among key workforce segments as they develop social media strategies and policies.

Baby Boomer 19%

Baby Boomer 49%

Gen X 30%

Gen Y 36%

Gen X 44%

Gen Y 40%

30% of employees feel it is acceptable to use

social media for personal use at work

43% of employees say that the use of social media at

work nega?vely

impacts produc?vity

APAC 48%

EMEA 31%

Americas 16%

APAC 34%

EMEA 41%

Americas 53%

Baby Boomer 16%

Gen X 22%

Gen Y 28%

APAC 36%

EMEA 22%

Americas 17%

24% of employees feel it is acceptable to share their opinions about work on social media

Professional/ Technical

35%

Non-‐ P/T 24%



Kelly offers a complete library of white papers, reports, case studies, and webcasts that advance the discussion and thinking around current trends, strategies, and issues impac?ng global talent management.

To register for webcasts or for more informa:on, visit www.kellyocg.com

TITLE PRESENTED BY: DESCRIPTION

Key Findings, KGWI: The Rise of Social Media for Personal and Professional Use

Todd Wheatland, VP, Head of Thought Leadership & Marke:ng, Kelly Services

Megan RaZery, Sr. Manager, Workforce Research and Intelligence, Kelly Services

This webcast on September 12, 2012 presents the key findings of the 2012 Kelly Global Workforce Index release on The Rise of Social Media for Professional and Personal Use. Learn more about understanding and managing the unique and varied workplace issues associated with social media.

Forging Successful Partnerships with an Outsourcing Provider

KellyOCG and the Henley Centre for Customer Management at Henley Business School

KellyOCG and the Henley Centre for Customer Management conducted a year-‐long study to iden:fy the repeatable characteris:cs of successful outsourcing provider partnerships. The findings are crystallized in a 15-‐minute primer for senior execu:ves.

Five Ways to Improve Your Recruitment in Asia-‐Pacific

Anthony Raja Devadoss, VP, APAC, KellyOCG

Peter Hamilton, Director, RPO – Australia and New Zealand, Kelly Services

Labor markets vary widely across the Asia-‐Pacific region, with talent shortages emerging. Find out more about key mo:vators to help atract and retain employees in the Asia Pacific region via this webcast and whitepaper.

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KELLY KNOWLEDGE



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 provides employment to more than 550,000 employees annually. revenue in 2011 was $5.6 billion. visit kellyservices.com and connect with us on Facebook, linkedin, & Twitter. Download The Talent Project, a free iPad app by Kelly Services..

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Q3 2012 Global Talent Market Quarterly

Career

Transcript of Q3 2012 Global Talent Market Quarterly