q1 2013 global talent market quarterly

Global Talent Market QuarterlyFIRST QUARTER l 2013

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 •BuildingaPipelineofSkilledWorkers

•TheHighlyVirtualWorkplace

•KellyKnowledge

Global Economic SituationFIRST QUARTER l 2013

GLOBAL ECONOMIC BRIEFING

The global economy slowed in 2012, as ongoing fiscal tensions in Europe and the U.S. and soSening in key Asian markets kept business and consumer ac>vity muted. Confidence is star>ng to rebound in many parts of the world, albeit unevenly, as 2013 begins.

AMERICAS Economic growth across the region is >ed to U.S. and global performance, with tepid growth in 2012 expected to con>nue in 2013.

Canada Economic growth in Canada mirrored that of the U.S. in 2012, with a strong beginning to the year tapering off by year’s end. The outlook for 2013 is slightly weaker, as external risks may weigh on the economy’s performance.

U.S. The U.S. economy maintained moderate growth in 2012, boosted by strength in the private sector and indica:ons of recovery in the housing market. Public sector finances, however, remain a key ques:on and may compromise growth in 2013.

La>n America The region’s economies are healthy but most are not forecast to see significant GDP accelera:on in 2013 as trade demand remains low. The excep:on is Brazil, which is expected to rebound from a very weak performance in 2012 to achieve 3% growth in 2013.

EMEA A s>ll-‐weak economic climate in the Eurozone is dampening the regional outlook for 2013.

Eurozone The Eurozone recession may have boVomed out in late 2012, helped by policy developments that brought some easing to the debt crisis. S:ll, the region will struggle in 2013, as rela:vely stronger countries such as Germany will be dragged down by troubled markets including Italy and Spain.

U.K. Economic growth was essen:ally flat in 2012, and the outlook for 2013 is only slightly beVer. Growth will be constrained by extended :ght domes:c fiscal policy, ongoing Eurozone problems, and the soY global economic climate. Central and Eastern Europe The cooler external economic environment kept growth muted in 2012. A slight accelera:on is expected for the broader CEE region in 2013; Russian GDP growth will remain around 3.5%.

Middle East and North Africa Many MENA economies are facing challenging growth prospects in 2013 due to ongoing poli:cal unrest and social turmoil, and the cool global economic climate.

APAC While strong compared to other economies, APAC economic growth was rela>vely soS in 2012. Improvement is expected in 2013 in some key markets including China and India.

Japan Japan’s economic performance declined in late 2012, as a poli:cal feud with China dampened exports and a slowdown in government s:mulus muted domes:c spending. Growth is expected to rebound by the end of 2013.

China The economy is expected to con:nue to accelerate in 2013, aYer 2012 growth of under 8%—the lowest China has seen since 1999.

India Growth in 2012 was es:mated at just over 5%. While high by global standards, this was the country’s slowest growth in a decade and is expected to pick up only modestly in 2013.

Australia The mining sector, which has been Australia’s growth engine in recent years, has seen some weakening. This slowdown, along with ongoing government austerity programs, is expected to usher in lower economic performance in 2013.

Sources: IHS Global Insight reports (January 2013); D&B’s Global Economic Outlook 2012-‐2013; Oxford Economics; US BEA, 12.20.12; Wall Street Journal, 12.10.12 and 01.21.13 4


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Global Labor Market UpdateFIRST QUARTER l 2013

GLOBAL LABOR MARKET UPDATE: AMERICAS

Job crea>on is expected to maintain a solid pace across much of the Americas region in 2013, despite the forecast for somewhat sluggish economic condi>ons. The steady hiring momentum should begin to spur more significant declines in unemployment in 2014.

UNITED STATES Monthly employment gains averaged just 150,000 in both 2011 and 2012. AYer two years of mediocre hiring, the U.S. labor market is expected to pick up the pace and add over two million jobs in 2013.

BRAZIL Despite sluggish economic growth, the Brazilian economy con:nued to create jobs in 2012, with unemployment falling to near record lows. Hiring is expected to con:nue as the economy strengthens in 2013.

CANADA Canada’s labor market finished 2012 on a high note, with nearly 100,000 jobs added in the last two months and unemployment falling to a four-‐year low. Slower economic growth may temper employment gains in 2013.

MEXICO A solid economy will con:nue to create demand for workers in the formal labor market and lower the official unemployment rate. Formal employment only accounts for around a third of the labor force in Mexico, however.

Sources: IHS Global Insight reports (January 2013); Reuters, 12.21.12; Globe and Mail, 01.04.13

8.1%

5.6%

7.3%

4.8%

7.7%

5.5%

7.3%

4.6%

7.3%

5.3%

7.0%

4.3%

0%

2%

4%

6%

8%

10%

U.S. Brazil Canada Mexico

Average Annual Unemployment Rate

2012 (e)

2013 (p)

2014 (p)

7



GLOBAL LABOR MARKET UPDATE: EMEA

Job prospects in the Eurozone remain very weak as employers con>nue to trim payrolls as a result of diminished demand. Labor markets in some countries, including Germany, Russia, and the U.K, have shown surprisingly ligle nega>ve effects from the downturn.

GERMANY Hiring was up slightly in 2012 as the labor market remained rela:vely resilient despite the region’s economic woes. Ongoing effects from the crisis are expected to nudge the unemployment rate up in 2013, however.

FRANCE Unemployment accelerated in France in 2012 and is expected to con:nue to intensify as business condi:ons remain weak. Although the government has pledged to make jobs its key priority, liVle recovery is seen un:l late 2014.

UNITED KINGDOM The U.K. labor market con:nues to perform beVer than expected in light of the economic situa:on. Unemployment is forecast to edge up in 2013 as private hiring is not likely to offset ongoing public sector job cuts.

RUSSIA Russia achieved record-‐low unemployment levels in 2012, a trend that is expected to persist along with moderate economic growth through 2014.

ITALY Hiring demand is expected to con:nue to weaken and unemployment will accelerate throughout 2013 as the country struggles through recession.

Sources: IHS Global Insight reports (January 2013); dw.de, 01.03.13; Wall Street Journal, 01.11.13 and 12.12.12

6.8%

10.3%

8.0%

5.7%

10.7%

7.0%

10.9%

8.1%

5.4%

11.4%

6.8%

10.7%

8.2%

5.2%

11.3%

0%

2%

4%

6%

8%

10%

12%

Germany France U.K. Russia Italy


2012 (e)

2013 (p)

2014 (p)

8



GLOBAL LABOR MARKET UPDATE: APAC

Regional labor markets weakened in 2012 as the uncertain global economy constrained business ac>vity and dampened demand for exports. Hiring in APAC countries will remain subdued in 2013, with improvements seen in 2014 as economic growth rebounds.

JAPAN The Japanese labor market held up reasonably well in 2012 despite a weakening economy, as declines in manufacturing jobs were offset by gains in the construc:on and healthcare areas. The outlook for 2013 is not as favorable.

CHINA China’s ci:es created around 12 million jobs in 2012, and economic growth should sustain hiring in 2013. Despite ongoing rural immigra:on, aging combined with the one-‐child policy caused China’s labor force to shrink in 2012. This trend is expected to intensify skills shortages in the future.

INDIA Youth unemployment and underemployment remain a significant issue in India, but opportuni:es in professional careers are growing for young Indian workers.

AUSTRALIA The labor market showed signs of weakness to close 2012, with a rise in unemployment and a net job loss in December. Sluggishness is expected to persist in 2013 as demand levels remain low.

Sources: IHS Global Insight reports (January 2013); Reuters, 01.16.13 and 01.24.13; Financial Times, 01.18.13; Kashmir Images, 10.25.12

4.4% 4.1%

9.3%

5.3% 4.9% 4.1%

9.4%

5.4% 4.9%

4.0%

9.1%

5.2%

0%

2%

4%

6%

8%

10%

Japan China India Australia


2012 (e)

2013 (p)

2014 (p)

9



9

GLOBAL LABOR MARKET SPOTLIGHT: 2013 HIRING FORECAST

Source: CareerBuilder 2013 Global Job Forecast 10

PLANS FOR HIRING IN 2013 VARY WIDELY BY REGION The hiring outlook is brightest in the BRIC countries (Brazil, Russia, India, China), where employers feel most confident about their financial posi:ons, according to CareerBuilder’s 2013 Global Job Forecast. European countries, con:nuing to baVle the recession, are less op:mis:c about hiring condi:ons for 2013. One third of employers in Italy and nearly a quarter of French companies say they plan to downsize their workforces in 2013. U.S. companies are cau:ously op:mis:c when it comes to their hiring plans for 2013. More than a quarter (26%) of U.S. employers say that they plan to increase their full :me headcount in 2013, and more than 60% of companies say that their company is in a beVer financial posi:on than a year ago. HOT HIRING AREAS INCLUDE TECH, SALES & PRODUCTION Across the world’s largest economies, employers say they plan to focus hiring in areas that generate revenue and extend their reach such as sales/marke:ng and customer service. Employers are also looking for IT workers to help navigate the changing technology landscape, as well as skilled produc:on workers.

81% 80% 67% 63% 62%

50% 45% 38% 34% 25%

India Brazil China Russia U.S. U.K. Germany France Japan Italy

EMPLOYERS WHO ARE IN A BETTER FINANCIAL POSITION THAN THIS TIME LAST YEAR

71% 67% 52% 48% 30% 29% 26% 24% 22% 19%

5% 13% 27%

15% 21% 15% 9% 24% 19% 33%

Brazil India China Russia U.K. Germany U.S. France Japan Italy

EMPLOYERS WHO PLAN TO INCREASE OR DECREASE FULL-‐TIME EMPLOYEES IN 2013 Increase

Decrease

Remaining % is no change/undecided TOP AREAS FOR RECRUITMENT 2013: BY COUNTRY

U.S. Brazil China India Japan

Sales IT Customer Service

Customer Service IT Administra:ve

Sales R&D Produc:on

IT Marke:ng Customer Service

IT Engineering Customer Service

France Germany Italy Russia U.K.

Produc:on Sales IT/Customer Svc (:e)

IT Sales Produc:on

Produc:on Sales Administra:ve

Produc:on Customer Service Engineering

Sales Administra:ve Customer Service



GLOBAL LEGISLATIVE UPDATE

The challenging global economic situa>on con>nues to lead countries such as the U.K. and France to consider loosening their labor laws to encourage more flexibility. And as flexible work models become more ingrained into the modern workplace, legisla>on that seeks to frame and define temporary work constructs also is becoming more prevalent.

Sources: www.arnnet.com.au; Staffing Industry Analysts 11.19.12 and 10.12.12; IHS Global Insight, 12.19.12; SIA Legs and Regs Advisor, November/December 2012; www.esrcheck.com; JPMorgan, 01.14.13; IHS Global Insight, 01.14.13; Mondaq Business Briefing

11

U.K. A new reform reduces the minimum consulta:on period required before companies can make large scale redundancies.

AUSTRALIA The new Workforce Gender Equality Act focuses on fostering gender equality in the workplace by promo:ng equal pay between women and men, and helping eliminate discrimina:on on the basis of family and caring responsibili:es.

INDONESIA Widespread labor protests have prompted Indonesia’s Manpower Ministry to issue a decree which would restrict the use of temporary and contract workers.

FINLAND Temporary work contracts will become more transparent, as employers will be required to provide informa:on on reasons for using temporary employees and the length of their assignments in early 2013.

U.S. States con:nue to implement rules regarding E-‐Verify, an internet-‐based program that confirms that employees are authorized to work in the country. As of January 2013, four more states now require employers to use E-‐Verify.

FRANCE A new agreement designed to encourage labor market flexibility has been approved by unions and employers. The agreement paves the way for labor reform legisla:on, which could come into effect by the middle of 2013.

CANADA Changes to the Labour Code simplify the method for calcula:ng holiday pay and create a deadline by which employers must pay vaca:on pay.

VIETNAM The new Labor Code, which will take effect in May 2013, will legalize the prac:ce of sub-‐leasing workers—a hybrid of temporary staffing and labor outsourcing—and add protec:ons for the sub-‐leased workers.



U.S. Labor Market OverviewFIRST QUARTER l 2013

STEADY PACE OF HIRING The U.S. labor market has maintained a solid pace since mid-‐2012. The economy added an average of nearly 160,000 jobs per month in the last half of the year, and unemployment con:nued to edge down as U.S employers cau:ously added to their payrolls.

Overall, the labor market’s performance in 2012 very closely mirrored that of 2011, with both years’ monthly employment gains averaging 153,000 and a total of around 1.8 million jobs added in each year.

UNEMPLOYMENT INCHING DOWN The unemployment rate fell below 8% in September 2012—a three-‐year low—and has remained fairly constant since then. While s:ll high by historical standards, it is well below the 10% peak reached in 2009.

Long-‐term unemployment, which skyrocketed during the recession, has also begun to ease. The number of long-‐term unemployed workers (those jobless for 27 weeks or more) fell by nearly 15% in 2012 and is down more than 25% since December 2010.

U.S. EMPLOYMENT CONDITIONS

EMPLOYMENT OVERVIEW

13 Source: U.S Bureau of Labor Sta:s:cs

U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE

OUTLOOK FOR 2013 IS FAVORABLE The steady pace of hiring in late 2012 reflects a show of confidence among U.S. businesses, as they took on more workers despite ongoing uncertain:es including fiscal cliff nego:a:ons. While the solid rate of job crea:on and the steady drop in unemployment are encouraging, there are s:ll 4 million fewer jobs now in the U.S. than before the recession began, and unemployment, while improving, is stubbornly high. Although the U.S. labor market has favorable growth prospects for 2013, reaching pre-‐recession employment levels will depend on healthy and sustained economic expansion.

5.0

6.0

7.0

8.0

9.0

10.0

0 50 100 150 200 250 300

Dec-‐10

Jan-‐11

Feb-‐11

Mar-‐11

Apr-‐11

May-‐11

Jun-‐11

Jul-‐11

Aug-‐11

Sep-‐11

Oct-‐11

Nov-‐11

Dec-‐11

Jan-‐12

Feb-‐12

Mar-‐12

Apr-‐12

May-‐12

Jun-‐12

Jul-‐12

Aug-‐12

Sep-‐12

Oct-‐12

Nov-‐12

Dec-‐12 Une

mploy

men

t Rate (%

)

Employ

men

t (00

0s)

Total non-‐farm employment growth Unemployment rate

DEC NOV OCT SEPT AUG

Total non-‐farm employment growth 155K 161K 137K 132K 192K

Private sector employment growth 168K 171K 203K 122K 134K

Unemployment rate 7.8% 7.8% 7.9% 7.8% 8.1%



U.S. LABOR MARKET -‐ SUPPLY AND DEMAND

DEMAND FOR WORKERS ENDS 2012 ON A HIGH NOTE Online job demand rose in December 2012, boosted by an increased need for workers in the Northeast in the aYermath of Hurricane Sandy. Despite December’s substan:al gains, job demand has been rela:vely flat in the second half of 2012 aYer a strong first six months. The average monthly growth in job ads was around 50,000 per month for the year, matching the rate seen in 2011.

The supply/demand rate con:nues to edge down, and currently stands near 2.5, signifying that there are s:ll more than two and a half :mes as many unemployed workers as adver:sed vacancies. S:ll, this represents a significant and con:nued improvement over 2011 and 2010, when the supply/demand rates were 3.2 and 4.1 respec:vely.

The labor market con:nues to be :ght for professional workers, with five occupa:onal groups—business and financial opera:ons; computer and mathema:cal science; architecture and engineering; life, physical and social science; and healthcare prac::oners— showing greater demand than available workers (supply/ demand ra:os below 1.0).

“Labor demand rose across the na:on in December, with the largest gain in the Northeast. All in all, 2012 and 2011 ended with the same monthly average gain of about 50,000.”

— June Shelp, Vice President, The Conference Board, January 3, 2013

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

Jan 09

Apr 0

9 Jul 09

Oct 09

Jan 10

Apr 1

0 Jul 10

Oct 10

Jan 11

Apr 1

1 Jul 11

Oct 11

Jan 12

Apr 1

2 Jul 12

Oct 12

Online Job Ad

s (in

000

's)

Une

mploy

ed W

orkers

(in 000

's)

# of unemployed workers # of online ads



44% 38%

15% 24%

2011 2012

Compensa>on Compe>>veness

Concerned Very Concerned

U.S. LABOR MARKET SPOTLIGHT: 2013 COMPENSATION FORECAST

15 Sources: CareerBuilder 2013 U.S. Job Forecast; Empsight Interna:onal Policies, Prac:ces & Merit Survey

COMPENSATION SET TO RISE….. BUT NOT BY MUCH As the compe::on for top talent con:nues to heat up, issues such as skills shortages and reten:on of key employees are growing in importance. Nearly a third of U.S. companies now say they are very concerned about employee reten:on, up from less than 20% last year, and the percentage of employers who are very concerned over skills shortages has nearly doubled.

Employers are increasingly becoming more willing to raise pay rates in order to address some of those concerns. Nearly three quarters of U.S. companies plan to provide higher compensa:on for exis:ng employees in 2013, and almost half will bump up salary offers for new employees, according to CareerBuilder research.

Nearly a quarter of companies say that the average pay raise for current employees will be greater than 4%. But most salary increases will be at the low end of the scale, between 1% and 3%, for both new and exis:ng employees.

41%

72%

47% 62%

32%

Exis>ng Employees New Employees

PLANNING TO INCREASE PAY 2013

2012

50%

13%

7%

2%

26%

3% Exis>ng Employees

1%-‐3% 4%-‐5% 6%-‐10% 11%+ No increase Decrease

28%

11%

6% 2%

50%

4% New Employees

AVERAGE INCREASE IN SALARIES IN 2013

36% 34%

11% 19%

2011 2012

Skills Shortages

42% 38%

19% 31%

2011 2012

Employee Reten>on



Workforce Solutions Industry Insight

FIRST QUARTER l 2013

BUILDING A PIPELINE OF SKILLED WORKERS

Despite persistently high unemployment rates in many parts of the globe, companies s>ll report an inability to find the qualified talent that they need to grow their business. According to McKinsey and The Conference Board, demographic shiSs, skills mismatches, training deficiencies, and high growth in emerging markets are among the forces that are combining to intensify the shortage of skilled workers.

17 Source: The State of Human Capital 2012, McKinsey & Company and The Conference Board, October 2012

23% GLOBAL AND REGIONAL SHORTAGES Nearly 9 in 10 companies are experiencing a talent shortage, according to research by McKinsey, with significant consequences for business opera:ons. Three quarters say that the inability to find skilled workers con:nues to have a nega:ve effect on their business.

Talent shortages are evident across the globe, and most significant in Asia and North America. More than 3 in 10 respondents to a McKinsey survey said that the limited availability of talent for open posi:ons is most pronounced in Asia; just slightly fewer said that North America is seeing the greatest scarcity of talent overall.

Of par:cular concern is the lack of qualified technical talent and STEM (science, technology, engineering and mathema:cal) workers. This shortage is also a global issue, most evident in Asia and North America.

Another key concern is building a talent pool of future leaders: nearly half of respondents say that an inadequate supply of senior managers is a cri:cal issue on a global scale.

48%

23%

28%

24%

23%

51%

31%

29%

2%

5%

2%

2%

17%

11%

24%

31%

6%

4%

7%

8%

The shrinking talent pipeline for senior management roles

The heightened concern regarding the impact of delayed

Baby Boomer re:rements

The scarcity of available technical workers or STEM candidates

The limited availability of qualified talent for open

posi:ons

Globally North America Europe Asia La:n America/Caribbean

IN WHAT REGION IS EACH TALENT ISSUE MOST PRONOUNCED?

87% OF COMPANIES SAY THAT THEY ARE EXPERIENCING A TALENT SHORTAGE

75% SAY THE TALENT SHORTAGE CONTINUES TO NEGATIVELY AFFECT THEIR BUSINESS



BUILDING A PIPELINE OF SKILLED WORKERS

As the war for skilled talent con>nues to ramp up, employers are seeking innova>ve ways to acquire and develop workforces that will deliver superior business results. Companies need to understand their internal needs and competencies as well as the external business environment, as they work towards a fundamental goal of building and managing a robust, reliable pipeline of qualified workers.

18 Source: The State of Human Capital 2012, McKinsey & Company and The Conference Board, October 2012

23% SOLUTIONS TO BRIDGE THE TALENT GAP Companies are looking to solve the talent shortage by expanding and strengthening their internal talent pools, and at the same :me, increasing engagement with outside par:es to develop a broader base of poten:al workers. Many companies are partnering with educa:onal ins:tu:ons and governments in order to help develop workers with the capabili:es that they need. These types of external talent strategies are more common in emerging markets, including La:n America, Africa, and the Middle East. Others are looking to more effec:vely leverage the workers that they already have, including increasing mobility programs and recrui:ng more non-‐tradi:onal workers, such as re:rees, for part-‐:me or project-‐based roles. More than four in ten companies say that they are increasing use of temporary and con:ngent workers, and broadening rela:onships with con:ngent workforce suppliers, in order to improve their access to skilled talent.

ACTIONS TO ADDRESS THE GLOBAL TALENT SHORTAGE

9%

13%

27%

39%

42%

45%

43%

33%

12%

9%

14%

13%

10%

8%

12%

24%

Promote industry-‐wide coopera:on to develop talent

Engage government to work on regulatory barriers to impor:ng talent

Expand talent pools by recrui:ng non-‐tradi:onal workers (e.g. re:rees)

Partner with local educa:onal ins:tu:ons to shape curricula

Invest in external educa:onal systems to improve workforce readiness

Increase use of temporary/ con:ngent workers

Develop/ broaden rela:onships with con:ngent workforce suppliers

Increase use of mobility programs across the company

Already doing this A high priority

32% 40% 45%

53% 55%

North America APAC Europe La:n America Middle East/ Africa

*External partners include educa:onal ins:tu:ons, government, and other industry par:cipants.

CURRENTLY PURSUING TALENT STRATEGIES WITH EXTERNAL PARTNERS*



KGWI: THE HIGHLY VIRTUAL WORKPLACE

As the boundaries between work >me and free >me become more blurred, employers and workers alike need to manage their use of mobile technologies in order to strike the right balance. The 2012 Kelly Global Workforce Index (KGWI) sheds some light on the benefits and challenges that stem from the emerging phenomenon of 24/7 workplace connec>vity.

19 Source: Kelly Global Workforce Index 2012

23% THE AROUND-‐THE-‐CLOCK WORKER According to the latest findings from the 2012 Kelly Global Workforce Index, more than three quarters of employees spend at least some :me each week connected to their workplace outside their typical working hours, and 16% say they spend more than ten hours of personal :me every week engaging with their work via mobile technologies. Workers in the APAC region are more likely to spend their leisure :me connected to work: only around one in ten APAC workers say they spend no :me connected to their jobs, less than half the rate of those in EMEA or the Americas.

29%

12%

26%

Americas APAC EMEA

23%

49%

12%

16%

None

< 5 Hours

6-‐10 Hours

> 10 Hours

CONNECTIVITY: BENEFIT OR CURSE? The poten:al downsides that come with 24/7 connec:vity to the workplace—increased workloads, intrusion on free :me, and pressure to stay connected—may contribute to job dissa:sfac:on. Nearly a third of KGWI respondents said that working remotely aYer hours has made them feel fa:gued or burned out. But flexible and mobile access to work also has a number of benefits for both workers and employers. The ability to redefine working hours can promote greater work/life balance. And more than half of KGWI respondents say that using remote technologies improves produc:vity.

TIME SPENT CONNECTED TO WORK OUTSIDE THE TYPICAL WORKWEEK

% WHO SPEND NO TIME CONNECTED TO WORK OUTSIDE

THE TYPICAL WORKWEEK Global

% WHO AGREE THAT THE USE OF MOBILE TECHNOLOGY HAS IMPROVED/INCREASED:

53%

Produc>vity

40%

Work-‐life balance

32%

Fa>gue/Burnout



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

Mi>ga>ng and Managing Risk -‐ Con>ngent Labor

Eric S. Williams, Senior Director, Global Services Procurement Solu:ons, Kelly Services

As companies con:nue to expand their use of third party labor and outsourced services, governments across the globe are ramping up their scru:ny and regula:on of these types of work constructs. This whitepaper outlines some of the areas of key concern and provides some ini:al steps to take to manage risks.

Four Reasons to Improve Employee Engagement

Anthony Raja Devadoss, Vice President, APAC, KellyOCG

Charles Bedard, Vice President, Global Strategy, BullsEye Evalua:on

The greater the propor:on of your staff that make it into the ‘engaged’ category, the higher your performance is likely to be on almost every count. This e-‐book gives you key insights into how engaged employees can elevate your business results.

The Autonomous, Empowered, and Highly Virtual Workforce

Lance J. Richards, GPHR, SPHR, Vice President, Office of Innova:on, Kelly Services

Megan RaYery, Director, Americas Marke:ng, Kelly Services

AVend this webcast to find out how the changing dynamics of the modern workforce are giving rise to special challenges for both employees seeking to advance their careers and employers wishing to retain the best talent.

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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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