q4 2012 global talent market quarterly

Global Talent Market QuarterlyFOURTH 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 •ContingentWorkforceManagementEvolution

•FromCapabilitytoProfitability

•TheAutonomousandEmpoweredWorkforce

•KellyKnowledge

Global Economic SituationFOURTH QUARTER l 2012

GLOBAL ECONOMIC BRIEFING

The global economy is stuck in low gear in 2012, with many European countries either mired in recession or struggling to grow, the U.S. facing a poten>al “fiscal cliff” of tax and revenue measures, and growth in emerging economies on a decelera>ng trend.

AMERICAS Sluggish economic growth con>nues across the Americas region, driven by concerns over U.S. policies and the ongoing European crisis.

Canada Canada’s GDP growth rate is around 2%—slow but rela:vely healthy compared to other advanced economies. Business and consumer spending are helping to counterbalance lower government expenditures and slower exports.

U.S. U.S. GDP growth dipped to 1.3% in Q2 2012, but increased to an es:mated 2.0% in Q3 on stronger government and consumer spending. Similar modest growth is forecast for the rest of 2012, as the country faces risks from the impending fiscal cliff and the Eurozone crisis.

La>n America The region is seeing cooler economic growth in 2012, as the global slowdown has lowered commodity prices, demand for exports, and foreign investment. Economic ac:vity is forecast to accelerate in 2013, due to s:mulus measures in many countries including Brazil, which has seen a dras:c dip in growth.

EMEA Despite some progress, the Eurozone crisis remains a cri>cal ongoing issue, with several European countries firmly in recession and dim growth prospects across the region.

Eurozone The Eurozone recession is expected to have deepened in Q3 2012, with improvement not expected un:l 2014. The region has not seen posi:ve economic growth since Q3 2011.

U.K. AWer three quarters of contrac:on, the U.K. economy returned to growth in Q3 2012, with a liW coming from the Olympics games, rela:vely strong employment, and low infla:on. Central and Eastern Europe Economic growth in Central and Eastern Europe con:nues to be subdued as a result of the area’s dependence on the Eurozone.

Middle East and North Africa Strong growth is s:ll predicted for oil expor:ng countries in the region. However, significant risks remain for many MENA economies, including ongoing poli:cal transi:ons, social unrest, and weaker external demand.

APAC Economic growth in export-‐driven Asian markets con>nues to cool, as domes>c demand struggles to compensate for the effects of uncertainty in Europe and the U.S.

Japan Japan’s economy has been losing momentum aWer a strong start in 2012, weighed down by lower export and domes:c demand. Growth is not expected to return to normal (2%+) levels un:l 2014.

China China’s GDP growth reached a three-‐year low of 7.4% in Q3 2012. Rising wages should help raise domes:c demand and begin to prop up growth in early 2013.

India Government reforms designed to encourage foreign investment and domes:c growth should help soWen the risk of infla:on and help spur economic growth in India.

Australia Healthy economic growth driven by strength in the mining sector is expected to cool in the last part of 2012 and into 2013, as Australia feels the effects of slowdowns in Asia and Europe.

Sources: IHS Global Insight reports (October 2012); US BEA, 09.28.12; Wall Street Journal, 09.29.12, 10.02.12, 10.18.12 4


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Global Labor Market UpdateFOURTH QUARTER l 2012

GLOBAL LABOR MARKET UPDATE: AMERICAS

The cooler economic climate in the U.S. and overseas has kept employment growth somewhat subdued in the Americas region in 2012, but signs of more robust growth have begun to emerge, par>cularly outside the United States. Labor market growth is expected to con>nue to accelerate across the region, with stronger job crea>on and lower unemployment forecast for 2013.

UNITED STATES Moderate job crea:on con:nues in the U.S., but employers are s:ll hesitant to ramp up hiring plans in the face of domes:c and global uncertain:es. Resolu:on of poli:cal and fiscal concerns is expected to usher in slightly stronger job growth in 2013.

BRAZIL The unemployment rate :cked up to 5.4% in September as more workers entered an already :ght labor market. Despite the small rise, the unemployment rate is at a historic low and is forecast to con:nue to drop as the economy picks up speed.

CANADA The labor market con:nues to show decent growth. Several posi:ve signs—including increases in full-‐:me jobs, more people returning to the labor market, and rising wages—point toward further improvements headed into 2013.

MEXICO Mexico’s unemployment rate fell to 4.7% in September, its lowest point in nearly four years. Proposed labor market and economic reforms expected to take effect aWer the change in government in December are liWing the country’s outlook.

Sources: IHS Global Insight reports (October 2012); Reuters, 10.25.12; TD Economics, 10.05.12

8.2%

5.7%

7.3%

4.8%

8.0%

5.6%

7.0%

4.6%

7.7%

5.3%

6.7%

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

The ongoing fiscal crisis in Europe con>nues to weigh on businesses’ demand for workers, leading to slow employment growth and rising joblessness across much of the region, and the Eurozone unemployment rate at a record high. Labor market condi>ons in some markets, including Germany, the U.K., and Russia, remain rela>vely resilient despite the broader economic troubles.

GERMANY The German labor market con:nues to hold up beler than its European peers, but the ongoing fiscal crisis is expected to put increasing pressure on labor demand and limit employment growth through 2013.

FRANCE Unemployment in France con:nues to rise to levels not seen in over a decade. The labor market is forecast to con:nue to deteriorate through 2013 as the business climate and broader economic condi:ons remain poor.

UNITED KINGDOM Labor market performance has been surprisingly healthy in 2012, despite a lackluster economy. The outlook for further progress is uncertain, however, as effects from the Eurozone crisis may limit U.K. firms’ hiring in 2013.

RUSSIA Demand for workers in Russia remains rela:vely healthy and unemployment con:nues to fall; the posi:ve trend is expected to con:nue as the country’s economic outlook is solid.

ITALY With the economy stuck in a recession, double-‐digit unemployment rates are forecast to con:nue to worsen through 2014.

Sources: IHS Global Insight reports (October 2012); Wall Street Journal Europe, 10.18.12

6.8%

10.2%

8.1%

5.7%

10.5%

6.8%

10.6%

8.4%

5.4%

11.3%

6.7%

10.3%

8.5%

5.2%

11.5%

0%

2%

4%

6%

8%

10%

12%

Germany France U.K. Russia Italy


2012 (p)

2013 (p)

2014 (p)

8



GLOBAL LABOR MARKET UPDATE: APAC

Labor markets across the APAC region are showing some nega>ve effects from both the economic slowdown in China and India, and declining export demand from the U.S. and Europe. The employment environment in APAC is expected to be stable in 2013, with unemployment rates across much of the region remaining among the lowest in the world.

JAPAN A slowdown in economic growth is triggering a similar dip in labor market performance. Recent improvements in unemployment have come from workers leaving the labor force, and employment demand has been flat.

CHINA Despite a cooldown in China’s economy, demand for workers remains high and wages con:nue to grow. The service sector, rather than manufacturing, appears to be driving the current growth in employment demand.

INDIA High unemployment and low educa:onal alainment among young people in India are growing concerns. Governments in several Indian states have announced ini:a:ves to boost youth training and employment.

AUSTRALIA The employment situa:on in Australia is favorable, with a generally posi:ve outlook for 2013. The unemployment rate is forecast to edge up slightly, however, as more workers return to the labor market.

Sources: IHS Global Insight reports (October 2012); ;The Mainichi Japan, 09.28.12; Wall Street Journal, 10.22.12; United News of India, 10.25.12; Mail Today, 10.20.12; The Pioneer, 10.18.12; Times of India, 10.17.12; Asia Pacific Labour Market Update, ILO, 10.12

4.7% 4.2%

9.2%

5.2% 5.0% 4.1%

9.1%

5.3% 4.9% 4.0%

9.1%

4.9%

0%

2%

4%

6%

8%

10%

Japan China India Australia


2012 (p)

2013 (p)

2014 (p)

9



9

GLOBAL LABOR MARKET SPOTLIGHT: SOCIAL MEDIA

Social media con>nues to shape the way organiza>ons worldwide are recrui>ng and sourcing talent. But talent management professionals are finding that a one-‐size-‐fits-‐all approach may not be best, as social networking amtudes and prac>ces vary across countries.

Sources: Jobvite 2012 Social Recrui:ng Survey Results; 2012 Kelly Global Workforce Index ; Wall Street Journal, 01.04.12 and 08.01.12; eMarketer, 08.16.12 KGWI regional difference may be alributed in part to the genera:onal composi:on of the survey samples. 10

AN OVERWHELMING MAJORITY OF RECRUITERS USE SOCIAL MEDIA A global survey of HR professionals reported that 92% are currently using social networks or social media to support their recruitment efforts, up from 82% in 2010. Nearly three quarters of recruiters say that they have successfully hired a candidate via social media.

DIFFERENCES IN ENGAGEMENT IN SOCIAL NETWORKING Global companies need to understand the differences in social media usage as they formulate their recrui:ng and sourcing strategies. While many in North America and Western Europe have a presence on social networks, research shows that users in emerging markets are more ac:ve and engaged on social sites. Emerging markets are also predicted to see the fastest growth in social network usage in the coming years.

SITE SELECTION VARIES LinkedIn is the most popular social network used in recrui:ng, with Facebook and Twiler growing in popularity. In a global organiza:on, however, other sites may be equally important. Facebook, for example, shows a much lower penetra:on rate in Asia Pacific compared to other global regions. Companies looking to recruit in China are increasingly turning to sites like Renren (a Facebook-‐like site), Sina Weibo (similar to Twiler), or Tianji (a Chinese-‐language professional networking site similar to LinkedIn).

JOB SEEKERS’ USAGE OF SOCIAL MEDIA Candidates’ percep:on and usage of social media also varies by region. Workers in APAC countries are much more likely to use social media in their job searches and also place much more importance on their employers’ usage of social networks, according to the 2012 Kelly Global Workforce Index research.

30% 29% 26% 29% 24% 23%

47% 39%

0%

10%

20%

30%

40%

50%

More inclined to search for jobs via social media

Important that employer has social media presence

Candidates’ Views of Social Media Differ by Region

Overall Americas EMEA APAC

82% 89% 92%

58% 63%

73%

50%

70%

90%

110%

2010 2011 2012

Social Media is Growing as a Recruitment Tool % of recruiters that use social networks

% of recruiters that have successfully hired via social networks



GLOBAL LEGISLATIVE UPDATE

Recent global legisla>ve ac>vity reflects the growing prevalence of more flexible and fluid labor models—par>cularly in emerging markets such as China, India, and Mexico, as they con>nue to build new regulatory frameworks that address modern working paqerns.

AUSTRALIA Several changes to laws governing Australia's workplace rela:ons will be made aWer a review of the Fair Work Act. Changes include extending the :me limit for lodging unfair dismissal complaints and limi:ng some union bargaining provisions.

Sources: Wall Street Journal, 09.29.12; SIA Daily News, 09.09.12, 09.14.12,10.03.12; SIA Western Europe Legs & Regs, August 2012; LiveMint, 10.10.12;Fraser Coast Chronicle 10.15.12

11

BRAZIL The Brazilian government is exploring ways to alract more skilled immigrants in an effort to spur economic growth. ITALY

New legisla:on allows companies to use temporary labor without needing a specific reason to do so. The law, which came into effect in July, also outlines :me constraints for temporary contracts.

CHINA Proposed changes to China’s staffing law would restrict the use of temporary employees. Temporary workers would only be allowed: if their employment is less than six months; if they are replacing employees on leave; or if they are used to meet high demand.

NETHERLANDS Temporary workers will have their en:tlement to sick pay reduced to three months under a new law. Permanent employees will s:ll have the right to two years’ sick pay.

MEXICO Reforms that seek to make the labor market more flexible have been approved. The reforms will introduce hourly (rather than daily) remunera:on, make it easier and cheaper for firms to hire and fire, create new types of temporary employment contracts, and regulate outsourcing prac:ces.

INDIA The government is considering an amendment to the contract labor act that would ensure equal pay for temporary workers.

U.K. A controversial proposal by Britain’s ruling party would allow small companies to offer their employees shares in the firm in return for lower protec:ons from employment laws.



U.S. Labor Market OverviewFOURTH QUARTER l 2012

JOBS GROW AT A MODERATE PACE The U.S. labor market showed some signs of renewed strength in the third quarter, showing modest employment gains as the economy gradually moves towards more consistent and solid growth. Job crea:on has averaged 173,000 per month thus far in the second half of 2012, more than 2.5 :mes the pace in Q2 but s:ll below the rate expected at this point in a recovery cycle.

UNEMPLOYMENT IS TRENDING DOWN The unemployment rate con:nues to improve, and has fallen below 8%—the lowest rate seen since January 2009, but s:ll a long way away from the pre-‐recession lows of 4.5% to 5%. Some economists have argued that the recession has raised the natural rate of unemployment – that is, the amount of joblessness that is likely to exist even in a healthy economy – from around 5%, to 6% or above. But even reaching those higher levels of natural unemployment will require job crea:on to pick up from its current pace.

U.S. EMPLOYMENT CONDITIONS

EMPLOYMENT OVERVIEW

13 Sources: Bureau of Labor Sta:s:cs; Bloomberg, 08.20.12

U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE

UNCERTAINTIES CONTINUE TO CONSTRAIN HIRING Unresolved poli:cal and economic issues including the ongoing crisis in Europe, the slowdown in China and other emerging markets, the U.S. presiden:al elec:on, and the “fiscal cliff” of tax and spending measures that are scheduled to take effect in 2013 con:nue to weigh on employers’ hiring ac:vity. Resolu:on, or at least progress, on these and other key issues will be cri:cal in sustaining posi:ve U.S. labor market momentum into 2013.

OCT SEPT AUG JUL JUN

Total non-‐farm employment growth 171K 148K 192K 181K 45K

Private sector employment growth 184K 128K 134K 163K 63K

Unemployment rate 7.9% 7.8% 8.1% 8.3% 8.2%

4.0

6.0

8.0

10.0

12.0

0 50

100 150 200 250 300

Oct

-‐10

Nov

-‐10

Dec-‐

10

Jan-‐

11

Feb-‐

11

Mar

-‐11

Apr-‐

11

May

-‐11

Jun-‐

11

Jul-‐1

1 Au

g-‐11

Se

p-‐11

O

ct-‐1

1 N

ov-‐1

1 De

c-‐11

Ja

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Fe

b-‐12

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2 Ap

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M

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2 Ju

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Aug-‐

12

Sep-‐

12

Oct

-‐12 Une

mploy

men

t rate (%

)

Employ

men

t (00

0s)

Total non-‐farm employment growth Unemployment rate



U.S. LABOR MARKET -‐ SUPPLY AND DEMAND

JOB DEMAND STALLS BUT SUPPLY/DEMAND GAP REMAINS RELATIVELY NARROW U.S. labor demand hit a soW patch to start the second half of 2012, as online vacancies decreased in July, August, and October. S:ll, labor demand has been on a weakly posi:ve trend overall in 2012, with an average rise of around 41,000 vacancies a month through the first ten months.

There are now around 2.5 unemployed workers for every online job opening, half the 5.0 supply/demand ra:o level seen at the official end of the recession in June 2009. At that :me, there were 11.8 million more unemployed workers than job vacancies; that figure is now down to 7.5 million.

A cri:cal issue in further bridging the gap between supply and demand is the skills mismatch of available talent. The number of U.S. job vacancies is split roughly 50/50 between professional and non-‐professional occupa:ons. However, there aren’t enough professional workers to meet the demand: only around 20% of the unemployed are categorized as professional workers, while 80% of unemployed workers have held non-‐professional occupa:ons.

“The average labor demand for the last five months (since May 2012) is neither up nor down but basically flat.”

— June Shelp, Vice President, The Conference Board, October 31, 2012

14

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

Sources: Conference Board Help Wanted OnLine, Bureau of Labor Sta:s:cs Using the Federal government's Standard Occupa:onal Classifica:on (SOC) system codes, the Professional category is represented by SOC codes 11 through 29. Non-‐professional occupa:ons are SOC codes 31 through 53.

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

Sep

08

Dec

08

Mar

09

Jun

09

Sep

09

Dec

09

Mar

10

Jun

10

Sep

10

Dec

10

Mar

11

Jun

11

Sept

11

Dec

11

Mar

12

Jun

12

Sept

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: POST-‐RECESSION HOT SPOTS

15 Source: U.S. Bureau of Labor Sta:s:cs; Employment Surges for Community College Grads, USA Today, 10.17.12; Service Sector Leads in Job Gains, USA Today, 07.16.12

RECOVERY CONCENTRATED IN THE SERVICE SECTOR The U.S. economy has finally recovered more than half of the 8.8 million jobs it shed during the recession in 2008-‐2009. But through September 2012, only 12% of the jobs lost in manufacturing and construc:on have come back, while 90% of the jobs lost in service industries have returned.

Technological changes and greater access to a global labor market have contributed to the service sector’s rising dominance over manufacturing in the U.S., both during the recovery and on a longer-‐term basis. Over the past 40 years, the service sector has grown from less than two-‐thirds of U.S. employment to 84%. ACCOUNTING, HEALTHCARE, IT AMONG FASTEST GAINERS Broader business, economic, and demographic trends have helped some service sectors get back on track quickly aWer the recession. Accoun:ng firms, for example, have gained back 80% of the jobs they lost in the recession, boosted by growth in start-‐up businesses, new financial rules, and company expansions. Employment in educa:on, health services, and computer-‐related fields remained rela:vely strong during the recession, and these sectors have con:nued to add jobs in the past few years. NEWEST AREA OF GROWTH: MID-‐SKILL JOBS More recently, healthy employment gains have been seen among community college graduates. Employment for those with associate’s degrees or some college has increased by over 1 million since January 2012; in the past six months, job gains by community college grads have outpaced bachelor’s degree holders. The trend suggests a brighter outlook for some mid-‐skill occupa:ons—skilled produc:on workers, hea:ng and air condi:oning repair people, or X-‐ray technicians, for example—that require hands-‐on or voca:onal training.

41%

63% 69% 75% 79% 84%

0%

50%

100%

1972 1982 1992 2002 2012

Growth of Service Occupa>ons, 1972-‐2012

Produc:on Occupa:ons Service Occupa:ons

Employment by sector Jan. 2008-‐Dec. 2009 vs. Jan. 2010-‐Sept. 2012

% of Jobs Lost During the Recession that Have Returned

53%

Overall

90%

Service Occupa>ons

12%

Produc>on Occupa>ons

Jobs Added by Educa>on Level Past 6 Months Past 9 Months

Bachelor’s degrees or higher 314,000 1.30 million

Associate’s degree or some college 578,000 1.02 million

High school graduate or lower -‐230,000 -‐377,000



Workforce Solutions Industry Insight

FOURTH QUARTER l 2012

CONTINGENT WORKFORCE MANAGEMENT EVOLUTION

As con>ngent labor programs con>nue to grow and become more complex, organiza>ons have an increasing need to improve visibility into and efficiently manage all facets of their temporary and contract workforce. Recent research by Aberdeen shows more companies are considering the benefits of a more cohesive and comprehensive con>ngent workforce management strategy.

17 Source: Con:ngent Workforce Management, The Next Genera:on Guidebook to Managing the Modern Con:ngent Workforce Umbrella, Aberdeen, 2012

23%

21%

21%

16%

13%

A SINGLE STRATEGY FOR A MULTIFACETED WORKFORCE According to Aberdeen, more than one out of every four workers in the average organiza:on is considered con:ngent, up 12% over the past year. The modern con:ngent workforce includes not just temporary workers, but a variety of just-‐in-‐:me employees, including independent contractors, consultants, and statement of work (SOW) projects and services.

As the workplace con:nues to become more complex, companies are placing a priority on gaining visibility into the various types of con:ngent labor, as well as driving efficiencies and improving cost control. Gaining insight into the en:re talent spectrum – both con:ngent and permanent employees – is also growing in importance.

However, while many organiza:ons recognize the importance of a cohesive con:ngent workforce strategy, less than a quarter of them are currently managing all of their con:ngent workers under a centralized program. Nearly two-‐thirds of companies say they plan to move towards a single con:ngent workforce management program over the next two years.

56%

41% 41% 38%

0%

10%

20%

30%

40%

50%

60%

Improve visibility into all facets of

CWM

Drive efficiencies across all aspects of

CWM

Improve overall cost control of

con:ngent labor

Improve total talent management

Current and Planned Structure of CW Management

Structure Current Planned

All aspects managed under the same program 23% 64%

Strong management of temporary labor, but disparate management of SOW-‐based projects 27% 22%

Disparate management of all CW aspects 27% 8%

Managed on an as-‐needed basis 23% 6%

Top Con>ngent Workforce Management (CWM) Priori>es

Up 12% from 2011

Current Use of Con>ngent Workers

Average Organiza:on’s

Con:ngent Workforce,

26%



FROM CAPABILITY TO PROFITABILITY

New research shows that companies that have mastered the art of managing people may also lay claim to tangible financial rewards. High performing companies understand that having a broad array of integrated and comprehensive talent strategies can translate into financial success and provide superior compe>>ve advantages.

18 Source: From Capability to Profitability, Boston Consul:ng Group, July 2012

23% PEOPLE SUCCESS = FINANCIAL SUCCESS A new study from Boston Consul:ng Group finds a direct correla:on between highly successful HR capabili:es and financial performance – both top line and bolom line.

Companies in the study that rated their HR capabili:es as “very high” showed significantly beler revenue growth and profit margins compared to those companies that were not as adept at talent-‐oriented prac:ces.

The benefits were strongest in the area of recruitment, with the companies that performed best in finding and delivering talent experiencing 3.5 :mes the revenue growth and 2 :mes the profit margins of their less capable peers. Other cri:cal areas that corresponded to the greatest financial performance included onboarding, reten:on, and talent management.

Highly capable organiza:ons were shown to dis:nguish themselves by engaging in several specific people management ac:vi:es. Making leadership planning an integral part of the overall HR planning process, promo:ng advancement and mobility, and using clear, global performance standards were among the ways in which successful companies were driving business success.

HR Capability Impact between most and least

capable companies in..

…revenue growth …profit margin

Delivering on recrui:ng up to 3.5x up to 2.0x

Onboarding new hires and reten:on up to 2.5x up to 1.9x

Improving employer branding up to 2.4x up to 1.8x

Managing talent up to 2.2x up to 2.1x

Performance management and rewards

up to 2.1x up to 2.0x

Developing leadership up to 2.1x up to 1.8x



THE AUTONOMOUS AND EMPOWERED WORKFORCE

The changing dynamics of the workplace are causing many employees to re-‐think the way they approach their career paths. New findings from the Kelly Global Workforce Index survey reflect a restless and proac>ve global workforce, and suggest a future in which opportuni>es for career growth increasingly lie in mobility.

19 Source: The Autonomous and Empowered Workforce, Kelly Global Workforce Index,2012

23% A NEW BREED OF DYNAMIC AND ASPIRATIONAL EMPLOYEES Less than a third of employees around the world feel that a “career for life” mindset is relevant in today’s work sewng. Those in the Americas region are much more likely to hold a more tradi:onal view of long-‐term employment.

70% of employees consider work experience with mul:ple employers to be an asset to their career growth and advancement, with professional and technical workers much more likely to have a posi:ve view of broader employment experience.

Many employees also say they are in a perpetual job search. Almost half of those surveyed in the KGWI admit that they are ac:vely looking for beler job opportuni:es or evalua:ng the external job market, even when they are happy in their job.

70%

66%

74%

60%

70%

80%

All Workers Non Professional/ Technical

Professional/ Technical

BY P

ROFE

SSIO

NAL

/ TE

CHN

ICAL

OCC

UPA

TIO

N

Marke:ng Sales Finance Engineering IT Science Healthcare Legal Educa:on

77% 76% 75% 74% 74% 74% 73% 73% 70%

31%

49%

21% 29%

0%

10%

20%

30%

40%

50%

All Countries Americas EMEA APAC

31% say that a “career for life” is s>ll relevant

70% agree that work experience with mul>ple employers is an asset 49% of workers ac>vely look for beqer job opportuni>es even when they are happy in a job

Countries with the most ac>ve job seekers

Countries with the least ac>ve job seekers

Indonesia Norway Portugal China

74% 64% 62% 61%

Thailand US Canada Russia

35% 36% 36% 37%



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

Don’t Tell Me Who You Are, Show Me

Sally Hunter, RPO Prac:ce Lead -‐ EMEA, Kelly OCG

Bill Boorman, Recrui:ng Consultant and Founder of #TruEvents

It may be :me to replace your carefully polished ‘employer brand’ in favor of all that’s real and human about your workplace.

Read this e-‐book to discover why organiza:ons should consider peeling back their employer brand to reveal the ‘culture brand’ hiding underneath.

Talent in the 21st Century

Tammy Klugh, VP of Diversity and Inclusion, Kelly Services

Robert Lawrence Wilson, Director, Diversity and Inclusion, Nissan–Americas

Diversity & inclusion strategies can be cri:cal tools in solving a growing worldwide business challenge: the shrinking supply of qualified talent.

This whitepaper lays out the case for the changes required to alract and retain a genuinely diverse workforce and the key steps to making it happen.

The STEM Talent Gap

Tim McAward, VP, Centers of Excellence – Engineering, Kelly Services

Megan RaWery, Sr. Manager, Workforce Research & Intelligence, Kelly Services

STEM (science, technology, engineering and mathema:cs) jobs are part of a cri:cal cycle of economic growth. Unfortunately, there are a number of factors that are inhibi:ng new entrants to STEM fields and luring exis:ng par:cipants away to others.

View this webcast to learn more about these forces and what employers can do today to turn the :de.

20

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. click to download The Talent Project, our free iPad app.

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q4 2012 global talent market quarterly

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