Download - KGWI: What Talent Wants - High Tech
WANTSHIGH TECH
WHAT TALENT
2
C O N T E N T S
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High Tech: What talent wantsProfessional development: An important point of differentiation among employers
Did you know?A smooth application process: Communicate regularly and consistently
It’s all about employer performance
The online talent community: Outside connections lead to inside relationships
A cutting-edge work environment: The most current practices and technology attract top High Tech playersHigh Tech talent: A snapshot
Six ways to give High Tech workers what they wantStructured on-boarding: Make the first 90 days special
Career roadmaps: A green light in High Tech employee satisfaction
Multiple channels to access job information: High Tech workers are exploring them actively
Competitive compensation: Still first in attraction but work–life balance and advancement can be dealmakers
Do this: Use cutting-edge
technology to make it easy for
candidates to connect with
the company, but develop
personalization features to
keep candidates engaged
and to differentiate your
company from others.
2. The channels for engaging
active and passive job seekers:
Workers peruse general online job
boards and company websites for
primary information about open
positions. They use social media
and online talent communities
– not just automated job listings
– to monitor companies and
opportunities, and to decide
whether to pursue employment.
They want comprehensive
information about compensation
and benefits, yet they also want
Understanding the talent
companies have and the talent
they hope to attract is the
foundation for creating effective
strategies in workforce planning,
talent analytics and talent supply
chain management. It also keeps
human resources human.
Nearly 230,000 workers have
participated in the Kelly Global
Workforce Index™. These surveys
shed light on workers’ priorities
and desires for opportunity,
satisfaction and growth in
the context of the current
business climate. The 2014
survey delves into six areas and
reveals actionable conclusions
that can inform and improve
corporate talent strategy.
H I G H T E C H : W H AT TA L E N T WA N T S
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers.
CONTENTS Å
1. The candidate application
and on-boarding experience:
Of respondents who applied for a
new job in 2013, only half express
satisfaction with the application
and on-boarding processes. They
want regular communication
about the status of their
application, and after hiring, they
expect more structure in learning
about the company’s culture
and business model. Improving
this experience will generate
both a competitive edge and
goodwill that will serve companies
even when a candidate is not
chosen. For candidates who
become employees, a positive
experience in the first 90 days
of employment is likely to
increase their engagement
in their work and their long-
term loyalty to the company.
to understand the company’s
work environment – from
philosophy through to training.
Do this: Make sure your
company’s online job listings
are dynamic and current, giving
candidates an idea of what it is
like to work in your company.
Embed regular messages about
employment and company culture
in your social media accounts, and
begin designing a digital talent
community where candidates,
active and passive, can experience
your company firsthand.
3. Career development: Most
workers would rather focus on
acquiring new skills, not climbing
the company’s ladder. And while
career development conversations
may be the best way to
Make it easy for candidates to connect with the company but develop personalization features to keep them engaged
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6. Employer performance: Three
factors drive employee attraction
and retention: Competitive
compensation and benefits, work–
life balance and opportunities
for career growth. High Tech
workers give employers high
marks for work–life balance,
exposure to the latest technology,
diversity, environmental
practices, and meaningful
work. Fewer High Tech workers
rate their employers highly
for competitive compensation
and internal opportunities to
move into other positions.
Do this: Devote attention
to flexible employment
arrangements, your
competitiveness in employment
packages, and internal mobility,
ensuring you connect them to
your employment philosophy.
employers, and finding less sense
of meaning in their work. Yet
even happily employed workers,
through unprecedented digital
access and mobility, stay on top
of new job opportunities. Workers
are confident in their worth
whatever their current situations.
Do this: Ensure your
compensation packages are
competitive; build a talent
community that compels self-
assured, skilled workers to
watch your company closely;
and use every digital means
available to give workers a
view into your workplace.
5. Worker preferences:
Non-traditional work styles,
environments and arrangements
are gaining in popularity, and
word travels quickly – around the
keep employees connected,
companies still have a long way
to go in providing roadmaps
for long-term opportunities.
Do this: Provide training and
professional development
activities that increase workers’
marketplace value – this will foster
loyalty and support whether
or not a worker is a lifelong
employee, creating a direct
impact on public reputation,
branding and customer
relationships. Tie worker-centric
training to company values
as a way to differentiate your
company from competitors.
4. Worker engagement: Six in
10 workers intend to look for a
new job in 2015. Factors may
include more jobs on the market,
not feeling valued by their
globe. Except in Silicon Valley,
workers like a company with a
global presence and longevity –
more so than small companies,
startups and regionally based
Fortune 100 or 500 organizations.
They seek environments that
deliver collaboration, flexibility,
the latest technology and
equipment, and matrix-based
operating models. And they will
choose skills development and
work–life balance over higher
pay and climbing the ladder.
Do this: Invest in an array of
work arrangements based on
the preferences of your target
workers. When communicating
with workers, emphasize your
stability, flexibility, and a specific
structure for offering them
development and balance.
Build a talent community that compels self-assured, skilled workers to watch your company closely
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CONTENTS Å
• They are among the most
active members of corporate
talent communities.
• They are likely to use social
media networks to help make
employment and career
decisions, and 42 percent prefer
this to traditional methods.
• They believe they have very
clear career options.
The responses from the 2014 participants in the High Tech sector reveal that these professionals are confident about the ongoing opportunity for employment and their resulting ability to choose the workplaces they want.
H I G H T E C H TA L E N T : A S N A P S H O T
• They have had more career
development discussions than
workers in most other industries.
• Only half are satisfied with the
recent job application process and
more of them use professional
recruiters than their counterparts
in other industries.
• They are more likely
to have received formal on-
boarding support than their peers
in other industries.
• They are more likely to prioritize
new skill development over
higher pay and career growth,
and they are likely to accept
trade-offs to secure a more
flexible working schedule.
• They are among the most drawn
to working for a global company.
This year’s Global Workforce
Index results point to
eight areas that High Tech
employers can emphasize
going forward, namely:
• the online talent community
• multiple channels of access
to job information
• a smooth application process
• structured on-boarding
• career roadmaps
• professional development
• a cutting-edge work
environment
• competitive compensation.
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CONTENTS Å
CONTENTS Å
THE ONLINE TALENT COMMUNITY:
OUTSIDE CONNECTIONS LEAD TO INSIDE RELATIONSHIPS
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As talent communities gain traction, they show the potential to reach active job seekers and keep employees. The most active participants in these new communities are High Tech workers. It’s an extension of their social networking and their preferred way of learning about and connecting to companies – the latter of which is an important precursor for them when applying for jobs.
• More High Tech workers say they would like to be engaged by a prospective employer via the company’s talent community compared to the global average (15%, compared to11% respectively). More workers in the Asia-Pacific region (APAC)(22%) and those in the Americas (14%) feel this is an effective engagement tool, in contrast to those in Europe, the Middle East and Africa (EMEA) (11%).
• More High Tech workers (23%) have participated in an employer’s online talent community, compared to 17% globally. Among High Tech workers, online talent communities appear to be more popular in APAC and the Americas. More than a quarter of APAC workers (29%) and 24% of workers in the Americas say they have had some experience participating in an employer’s online talent
community compared to only 16% of those in EMEA. Of those who have not participated in an online community, nearly two-quarters of workers in the Americas (47%), and more than half of those in the APAC region (52%) express a strong interest in participating in an online talent community, significantly more than those in EMEA (37%).
T H E O N L I N E TA L E N T C O M M U N I T Y
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CONTENTS Å
5% LESS THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
4% MORE THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
54% 13% 15% 10% 6%LIKE TO PARTICPATE IN SOCIAL EVENTS WITH
COMPANY EMPLOYEES
LIKE TO RECEIVE UPDATES ON A COMPANY’S FINANCIAL
PERFORMANCE
LIKE TO PARTICIPATE IN A COMPANY’S ONLINE TALENT COMMUNITY
LIKE TO PARTICIPATE IN A COMPANY’S SOCIAL
MEDIA NETWORK
LIKE PERIODIC CONTACT REGARDING WORK THAT
FITS THEIR SKILL SET
Ideal ways to be engaged by a prospective employer:
High Tech workers who participate in online talent communities like to do so because they can access job opportunities, learn about companies, and gather information about skills development.
• While most High Tech
workers (69%) like to access job
opportunities via a company’s
online talent community, the
number who do is significantly
less than workers globally
(72% in other industries).
• More High Tech workers
like to learn about a given
company (47%) and gauge
how the company culture is
viewed by current and former employees (42%) compared to the global averages (43% and 36% respectively). Far more High Tech workers in the APAC region (54%) like to learn more about a given company through talent communities than their counterparts in EMEA (49%) and the Americas (43%). Significantly more High Tech workers in APAC (50%) like to learn what it is like
to work for a given company from current and former employees than those in the Americas and EMEA (both 39% respectively).
• More High Tech workers (41%) like to access information about skills development via the company’s talent network than the global average of 35%. More workers in the APAC region (49%) like to access this information in
T H E O N L I N E TA L E N T C O M M U N I T Y
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CONTENTS Å
this way compared to those EMEA (41%) and the Americas (37%).
• 23% of High Tech workers have participated in an online talent community. Of the 77% who have not, 44% say they are interested in doing so, compared to the 39% global average.
What workers like best about participating in an online talent community
Global average
High Tech workers
Access to job opportunities Learning more about a given company
Learning from current and former employees what it is like to work for a given company
Access to relevant skill development information
Access to trusted career information and tips
Access to trusted industry information
72%
43%
36% 35%32%
23%
69%
47%42% 41%
38%
28%
MULTIPLE CHANNELS TO ACCESS JOB INFORMATION:
HIGH TECH WORKERS ARE EXPLORING THEM ACTIVELY
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CONTENTS Å
High Tech professionals use a range of available digital and analog choices to land a new position. From online boards to recruiters to company websites, these workers use a variety of means to keep up with new job postings.
• High Tech workers have used online job boards, recruitment companies and headhunters to secure their most recent positions more often than other methods. Of all the ways to secure a job, more High Tech workers (27%) secured their most recent positions via online job boards than workers across all industries (25%). There is relative consistency across
the regions: many High Tech workers in EMEA landed their most recent jobs via online job boards (28%) in line with the Americas and APAC (both 27%).
• More High Tech workers (20%) secured their most recent jobs by using a recruitment agency and headhunter than workers in other industries (14%). Regionally, more APAC workers (26%) landed
their jobs using a recruitment agency or headhunter than those in the Americas and EMEA (both 18%). Also among the top three ways High Tech employees secured their most recent job was by being approached directly by an employer or recruiter – 16% of High Tech workers vs. the global average of 15%.
M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N
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CONTENTS Å
2% MORE THAN THE GLOBAL AVERAGE
6% MORE THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
5% LESS THAN THE GLOBAL AVERAGE
27% 20% 16% 10%USED RECRUITMENT
COMPANIES OR HEADHUNTERS
WERE APPROACHED DIRECTLY BY THE EMPLOYER
OR RECRUITER
HEARD ABOUT THE JOB THROUGH WORD OF MOUTH
USED ONLINE JOB BOARDS
Ways workers secured their most recent jobs:
Compared to workers across all industries, High Tech workers are more likely to search general job boards, such as CareerBuilder or Monster in the United States, for job opportunities (80% vs. 76% globally). Far more workers in EMEA (90%) and APAC (83%)
search these general job boards than those in the Americas (73%). More Generation Y workers (83%) also prefer general job boards their Generation X and Baby Boomer counterparts, (80% and 75% respectively).
M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N
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CONTENTS Å
What types of online job boards are most preferred for job searching or evaluating the market?
Global average
High Tech workers
General job boards like CareerBuilder or Monster*
Company-specific job boards Aggregator job boards, like Indeed or Simply Hired*
Niche or association-specific job boards, for example, focusing
on IT or science etc.
76%
33% 33%
14%
80%
29%34%
23%
*The names of online job boards vary by country; those depicted here operate in the United States.
A SMOOTH APPLICATION
PROCESS:COMMUNICATE REGULARLY AND CONSISTENTLY
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CONTENTS Å
Among High Tech workers who have applied for jobs during the past year, many were satisfied with the job application process. However, after they began the interview phase, frustration mounted due to the employer providing insufficient communication.
• More than half (51%) of High
Tech workers express satisfaction
with the typical job application
process, in line with the global
average of 50%. More workers in
the Americas (56%) are satisfied
with the overall application
process than those in EMEA
(50%) and APAC (41%).
• The factor that contributes
most to overall satisfaction is
the ease of submitting résumés
electronically – 74% of High
Tech vs. 77% of all workers said
this was important. The lion’s
share of workers in the Americas
(81%) selected “easy to apply
and submit résumé electronically”
as a factor that contributed
to their satisfaction with the
application process – significantly
more than those in EMEA (67%)
and APAC (63%). As expected,
far more Baby Boomers (80%)
cite satisfaction with the ease
of submitting their applications
electronically compared to
72% of Generation Y and
73% of Generation X.
• When it comes to the follow-
up after an interview, there is
an entirely different scenario.
More High Tech workers
expressed frustration with not
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CONTENTS ÅA S M O O T H A P P L I C AT I O N P R O C E S S
receiving regular status updates following an interview (40%) than the global average of 32%. Significantly more APAC workers were dissatisfied with the lack of communication following the interview (48%) than those in the Americas (40%) or EMEA regions (36%).
Global average
High Tech workers
What factors contributed to your satisfaction with the application process?
Easy to apply and submit résumé electronically using various electronic devices
Clear job description and requirements
Clear and regular communication or updates regarding whether
the application was being considered successful
Clear and regular communication regarding status of the application
following the interview
Awareness of pay and salary range
77%
52%
45%
33% 32%
74%
53%50%
40%36%
STRUCTURED ON-BOARDING:
MAKE THE FIRST 90 DAYS SPECIAL
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CONTENTS Å
Companies that design and execute a comprehensive on-boarding experience retain High Tech employees and enjoy a better external image.
• A large majority (83%) of High Tech employees feel their on-boarding programs had a positive impact on their impression of the company. 47% of High Tech workers feel the experience definitely made a favorable impression, roughly on par with 45% of workers across all industries. More High Tech
employees in the Americas (51%) feel the experience during the first 90 days of employment definitely had a positive impact compared to those in APAC (44%) or EMEA (42%).
• Nearly three-fifths (59%) of High Tech workers say their employers have a planned on-
boarding approach, significantly more than the global average (55%). And more High Tech workers in APAC (64%) say their companies have an on-boarding program than those in EMEA (56%) and the Americas (59%).
S T R U C T U R E D O N - B O A R D I N G
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CONTENTS Å
Did your current employer have a planned approach to assimilate you into the organization once you were hired and/or placed?
Did your experience during the first 90 days with your current employer positively affect your impression of the company?
Global average
High Tech workers
Yes, definitelyYes Yes, somewhatNo No
55%
45%
59%
41% 45%
35%
20%
47%
36%
17%
*Based on workers who had applied for a new job in the past year.
CAREER ROADMAPS:A GREEN LIGHT IN HIGH TECH
EMPLOYEE SATISFACTION
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CONTENTS Å
There is a sentiment among High Tech workers that they can grow with their current employers if they are being given the tools to learn new skills and advance their careers. This is a key factor in talent retention.
• A larger portion of High Tech workers (33%) feel their employer has clear career path options available compared to those in other industries (29%). Thiry-four percent of High Tech workers in the Americas and significantly more workers in the APAC region (39%) than in EMEA (26%) agree that their employers provide clear career path options.
• More High Tech workers view their employers in a positive light in terms of providing opportunities to grow or advance their careers, compared to workers in other sectors.
• More High Tech workers (39%) agree that they have opportunities to grow or advance their careers with their current
employers than the global average (36%). More workers in the APAC region (44%) state that they have opportunities to grow or advance their career with their current employer than those in the Americas (40%) and EMEA (33%).
C A R E E R R O A D M A P S
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CONTENTS Å
5Very clear
career path options
5Strongly agree
1No clear
career path options at all
1Disagree
4 4Don’t know Don’t know3 3Rating of 4 and 5 combined
Rating of 4 and 5 combined
2 2
Global average
High Tech workers
15%
21%21%
15%17%
18%
7% 7%
26% 26%
33%
39%
13%14%
To what degree do you have clear career path options available with your current employer?
To what degree do you agree or disagree that you have opportunities to grow or advance your career with your current employer?
14%
20%
23%
17%15% 15%
12% 12%
23% 23%
29%
36%
13% 13%
PROFESSIONAL DEVELOPMENT:
AN IMPORTANT POINT OF DIFFERENTIATIONAMONG EMPLOYERS
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CONTENTS Å
High Tech workers want to continue learning new skills so they can take advantage of new career opportunities. They value career development and avail themselves of training, whether their employers provide it or they arrange it themselves.
• High Tech employees who held
career development discussions
with their employers during
the past year are more satisfied
with their access to career
development resources than their
counterparts in other industries.
Nearly one-third of these workers
(31%) say they are satisfied with
the career resources offered by
their current employers compared
to 28% globally. More High Tech
workers in the Americas (34%)
are satisfied with the resources
offered by their employers
compared to 31% in the APAC
region and only 26% in EMEA.
• Nearly half of High Tech
employees (48%) opted to take
advantage of employer-provided
career development resources
last year, generally on par with the
46% global average. Nearly half
of workers in the Americas (49%)
used employer-provided training
during the past year as did 51%
of APAC workers in contrast to
only 42% of EMEA workers.
• Many High Tech workers
consider skills development so
important they have paid for
CONTENTS ÅP R O F E S S I O N A L D E V E L O P M E N T
training out of their own pocket. More High Tech employees (37%) sought or paid for training themselves than 32% of workers globally. Far more EMEA High Tech workers (42%) opted to pay for their own training compared to those in the Americas (35%) and APAC (34%).
Global average
High Tech workers
Resources used within the last year to prepare for career development opportunities
Employer-provided training Training sought out or paid for myself
Mentoring Career tests Professional career coaching Other
46%
32%
27% 25%
20%
7%
48%
37%
29%26%
22%
5%
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A CUTTING-EDGE WORK ENVIRONMENT:
THE MOST CURRENT PRACTICES AND TECHNOLOGYATTRACT TOP HIGH TECH PLAYERS
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CONTENTS Å
There is a strong indication that High Tech workers prefer a highly collaborative environment and flexible work schedules, but they also want to use cutting-edge technology to get the job done.
• Significantly more High Tech
workers (62%) feel the ideal
workplace provides a highly
collaborative environment than
workers across all industries
(57%). More High Tech workers
in the APAC region (66%) feel
this is an ideal work environment
compared to 61% in the
Americas and 60% in EMEA.
• High Tech workers view a
flexible work arrangement, such
as remote options or flexible work
schedules, as a highly desired
feature. More than half of High
Tech workers (56%) feel this type
of work environment is important,
a sentiment on par with 54%
of workers across all industries.
And more APAC workers (63%)
prefer a work environment with
these options than those in the
Americas (58%) and EMEA (50%).
• High Tech jobs are usually
structured around technological
advances, so it is no surprise
that the majority of High Tech
workers feel exposure to
the latest technologies and
equipment make for an ideal
work environment. More than
CONTENTS ÅA C U T T I N G E D G E W O R K E N V I R O N M E N T
half (54%) say access to cutting-edge technology is ideal, compared to only 44% across all industries globally. Regional responses are in alignment: workers in the Americas (55%), EMEA (52%) and the APAC region (51%) describe this feature as part of an ideal workplace.
Highly collaborative environment and
cross-functional teams
Traditional work arrangements,
9–5 schedule for all
Flexible work arrangements,
such as remote work options and flexible schedules or hours
Competitive, where the rewards and
risks are high
Exposure to the latest technologies and top equipment
Highly individualized work with limited
teamwork and limited opportunites
to collaborate
Traditional hierarchy-based organizational
structure
Global average
High Tech workers
57%
32%
54%
21%
44%
18%
27%
62%
Virtual teams
37%
47%
56%
25%
18%
Matrix-based organizational structure
29%34%
54%
25%
Rapid pace of constant change
32%34%
Culture of innovation and creativity
where the status quo is challenged
39%
45%
26%
Ideal work environment features
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COMPETITIVE COMPENSATION:
STILL FIRST IN ATTRACTION BUT WORK–LIFE BALANCEAND ADVANCEMENT CAN BE DEALMAKERS
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CONTENTS Å
Compensation, work–life balance and opportunities to advance are the leading factors High Tech workers weigh in their employment decisions. There is no doubt that each factor holds independent significance, but it is a blend of the three that drives the choices of High Tech workers and can sway them from one employment opportunity to another.
• The majority of High Tech
workers (86%) cite salary, benefits
and other financial incentives as
a main attraction factor, which is
on par with the global average
of 84%. Slightly more workers
in the APAC region (89%) feel
compensation is the top attraction
factor compared to 85% in EMEA
and 86% in the Americas.
• Nearly two-thirds of High
Tech workers (65%) say work–
life balance is a factor that
drives their decision to take
one job over another.
• More than three-fifths of High
Tech workers view opportunities
for advancement as a selling
point when choosing one job
over another (around 63%
across all industries). More
workers in the Americas (66%)
see this as an attractive factor
than their counterparts in APAC
(62%) and EMEA (58%).
• High Tech workers are more
likely to feel a company’s
corporate culture could sway a
decision to accept one employer
over another. Significantly more
CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N
(41%) say this is an attraction factor compared to 34% globally. Corporate culture is important to far more High Tech workers in the APAC region (53%) than those in the Americas (34%) and EMEA (43%).
Salary, benefits or
other financial incentives
Opportunities to work with
knowledgeable colleagues
Work–life balance
Flexible work arrangements
Opportunities for
advancement
Training and development
programs
Global average
High Tech workers
Factors that drive workers to take one job or position over another
84%
46%
64%
42%
62%58%
86%
Corporate reputation
34%37%
47%
International opportunities
24%
33%
65%
Corporate values match
own
34% 33%
43%
Derive more sense of meaning
from work
28%30%
Corporate sovereignty
and goodwill
17% 18%
63%
Environmentally friendly and responsible
practices
34%32%
Corporate culture
34%41%
Diversity and equal
opportunites
28% 26%
60%
Exposure to top-notch equipment
29%
41%
Commun-ication and
feedback from the application
process
42%41%
Non-traditional perks like an athletic facility, etc
24%27%
23
Employers should dive beneath the surface to understand how other factors affect workers’ decisions to leave an organization or change jobs.
• Compensation and the lack of advancement opportunities are prime factors for High Tech workers who leave their organizations. More than six in 10 High Tech workers (61%) cite their compensation package as a reason they would vacate their jobs, in line with the 60% average across all industries.
A slightly higher proportion of
those in the APAC region (66%)
feel that salary, benefits and
other incentives could cause
them to leave their companies
compared to those in EMEA
(61%) or the Americas (59%).
• More than two-fifths (43%) cite
advancement opportunities for
an early exodus, generally on par
with 41% globally. More APAC
workers (46%) say the opportunity
for advancement is a major
factor in leaving an organization
compared to those in EMEA
(40%) and the Americas (44%).
• More (31%) High Tech employees
say current management could be
CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N
a factor in their decision to leave their organizations compared to 28% in other industries. Far more High Tech workers in the APAC region (46%) would leave their companies due to current management than would workers in the Americas (27%) and EMEA (30%).
Salary, benefits orother financial
incentives
Current management
Opportunities for
advancement
StressWork–life balance
Major life-changing
event
Staff morale Skill fit and interest in
the job
Global average
High Tech workers60%
28%
41%
26%
36%
24%
33%
21%
61%
Training and development
programs
18%21%
31%
Flexible work arrangements
18%17%
43%
Commun-ication and feedback
20%20%25%
Corporate values
14%14%
Outlook for current area of expertise
is limited
14%17%
36%
Inability to derive sense of meaning from work
16%17%
23%
International opportunities
12% 16%
Corporate reputation
11%11%
33%
Career opportunities in emerging industries
15%18%
23%
Corporate culture
13% 15%
Diversity and equal
opportunities
11% 11%
Factors that drive workers to leave an organization, or to change their job or career
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IT’S ALL ABOUT EMPLOYER
PERFORMANCE
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CONTENTS Å
High Tech workers are generally pleased with their work–life balance. This is a strong foundation for employers, and it’s a call to action: Employer performance is clearly the deciding factor among High Tech workers presented with multiple options for employment. Just as
companies continually monitor employee performance to foster high levels of productivity and top-quality work, it’s important to turn the spotlight on employer performance in High Tech. In this industry, employer performance is becoming a key point of differentiation.
CONTENTS ÅI T ’ S A L L A B O U T E M P L O Y E R P E R F O R M A N C E
IN LINE WITH THE GLOBAL AVERAGE
13% MORE THAN THE GLOBAL AVERAGE
2% LESS THAN THE GLOBAL AVERAGE
IN LINE WITH THE GLOBAL AVERAGE
IN LINE WITH THE GLOBAL AVERAGE
67% 61% 60% 60% 59%PREFER ENVIRONMENTALLY FRIENDLY AND RESPONSIBLE
PRACTICES
PREFER TO BE INVOLVED IN INTERESTING,
MEANINGFUL WORK
PREFER A GOOD DIVERSITY AND EQUAL OPPORTUNITY RECORD
PREFER EXPOSURE TO THE LATEST TECHNOLOGIES
PREFER WORK–LIFE BALANCE
26
• Significantly more High
Tech workers (61%) would give
up higher pay and/or career
growth or advancement for
the opportunity to learn new
skills, compared to 57% of
workers in other industries.
• More than half of High Tech
employees (53%) would be willing
to forego higher pay and/or
career growth or advancement
for greater work–life balance, on
par with 52% in other industries.
D I D Y O U K N O W ?
• More than three-fifths of
High Tech workers (61%) will
actively look for a new position
within the next year, on par
with the global average.
• 60% of High Tech workers
feel they are in a position
of high demand in the
marketplace, compared to
53% across all industries.
• Half (50%) of High Tech
employees prefer to work
for global companies.
• Roughly two-fifths of High
Tech workers (41%) would prefer
to work for an established
company with longevity.
• A greater incidence of High
Tech workers (22%) most prefer
to work for Fortune 100 or
500 companies compared to
the global average of 16%.
• More High Tech workers (19%)
would be prepared to move
as far as another continent
for the right job compared to
the global average of 14%.
• 15% of High Tech workers
would definitely relocate to
another country compared to
the global average (11%).
• Amost three-quarters (74%)
of High Tech workers use social
media as their primary method
of networking, compared to
71% in other industries.
27
CONTENTS Å
As complex as competing for
high-quality performers has
become, workers can be met on
their terms without employers
sacrificing their company’s core
values and practices. Here
are six things you can do as
an employer to relate to the
workforce dynamically and with
satisfying results. At the same
time, you will add definition and
character to your own workplace.
1. Deliver an exceptional
application and on-boarding
experience. Make your
company irresistible by
personalizing the hiring process
through technology and well-
S I X WAY S T O G I V E H I G H T E C H W O R K E R S W H AT T H E Y WA N T
prepared staff. Emphasize
that you value engagement
and highlight the factors that
differentiate your company
from others in your industry.
2. Participate in every possible
digital channel and be mobile-
friendly. The rise of social media
and user-centric digital design has
raised workers’ expectations for
better, more up-to-date company
information. Figure out where
your employees and hiring targets
spend their digital time, and make
an effort to relate to them there.
Most importantly, create a talent
community that lives online yet is
completely authentic within your
workplace. Give workers a reason
to pay attention to what you do
and inspire them to join you.
3. Personalize the career path.
Workers clearly see themselves as
valuable in terms of the skills they
possess and new practices they
can learn. Spend strategic time
working out what your company
can do to nurture every worker’s
professional development. This
cultivates loyalty and strengthens
your company’s culture. It also
ensures that your workforce is at
the top of its game and ready
to share the message that your
company is a good place to work.
4. Fight to make your workplace
remarkable. Employees expect
competitive pay packages
and transparent employment
policies. By emphasizing these
two areas alone, your company
will attract appropriate attention
and build a positive image
organically. Word gets around.
5. Determine how you can
please your workers. Learn the
preferences, not just the needs,
of your employees. Think about
how you can provide a stable
yet flexible work environment
that blends challenges and
opportunities. Show your workers
how this environment will help
them grow and develop.
6. Develop your persona as
an employer. Articulate all
the qualities that define your
company’s approach to operating
in and serving your market. Be
ready to define how you are
different from others in your
industry and how you got to be
that way. Give employees and
candidates a reason to connect
with your employment philosophy.
The 2014 Kelly Global Workforce Index™ reveals that workers fully expect to connect with employers – and potential employers – across a variety of channels and in real time.
28
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29Kelly Global Workforce Index™ EXIT
An Equal Opportunity Employer © 2014 Kelly Services
kellyservices.com
ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.
Kelly® offers a comprehensive array of outsourcing and consulting services, as well as
world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients
around the globe, Kelly provided employment to approximately 540,000 people in 2013.
Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook,
LinkedIn and Twitter. Download The Talent Project, a free iPad® app by Kelly Services.
ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions
about work and the workplace. Approximately 230,000 people across the Americas, EMEA
and the APAC region responded to the survey. The survey was conducted online by
RDA Group on behalf of Kelly Services.
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