kgwi 2014 what talent wants - natural resources

WANTSNATURAL RESOURCES

WHAT TALENT

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C O N T E N T S

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20Natural Resources: what talent wants

6 Address the talent opportunity and you solve the growth problem

Did you know?

Digital access to opportunity: emerging as the key point of competitive differentiation among employers

The next big thing: being in demand

Six ways to give natural resources talent what it wants

Work–life balance: new skills and personal context

Stability and professionalism: defined as engagement in the company’s business strategy

Three ways to give natural resources talent what it wants and your company what it needs

21 Get ready to compete for talent as never before

22 A talent community

23 A variety of data experiences and resources

24 A captivating employment experience, from interview, through on-boarding, to the workplace

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 companies’

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 to understand the

Understanding the talent they

have and the talent companies

hope to attract is the foundation

for creating effective strategies

in workforce planning, talent

analytic 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 their 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.

N AT U R A L R E S O U R C E S : 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 application status 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.

company’s work environment –

from philosophy through 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 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 keep employees

connected, companies still have

Make it easy for candidates to connect with the company but develop personalization features to keep candidates engaged

3

6. Employer performance: Three

factors drive employee attraction

and retention: competitive

compensation and benefits, work–

life balance, and opportunities for

career growth. Natural Resources

workers give employers high

marks for work–life balance,

exposure to the latest technology,

diversity, environmental practices,

and meaningful work. Companies

get lower marks 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.

sense of meaning in 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 situation.

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 globe. Except in the

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 relations.

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 employers, and finding less

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 operating models. And

they will choose skill 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

4

CONTENTS Å

First, the talent supply

is strained. There are not

enough engineers, in every

discipline, from new graduates

to veteran employees. There

is currently a dip in students

choosing to prepare for STEM

(science, technology, engineering,

and mathematics) careers, and

the retirement phase of the

baby boomer generation is

accelerating. Knowledge

capital is walking out the door,

and the replacements are not

keeping pace.

The number of job opportunities in the Natural Resources sector is growing at an explosive rate, a positive trend in a wobbly global economy. Yet this is actually a problem, because the industry is holding itself back from growth. There are three reasons for this problem, and they are all pretty much about talent.

A D D R E S S T H E TA L E N T O P P O R T U N I T Y A N D Y O U S O LV E T H E G R O W T H P R O B L E M

Second, the talent identification

and acquisition process needs an

update. Industry hiring practices

hark back to the day when

employees were far less transient

and expected to stay with one

company, or in one industry, for

their entire career. The industry

continues to prioritize industry

experience over technical

expertise earned in related

disciplines and industries – to its

disadvantage.

Third, retaining talent is just

as tough as finding the right

people. The most desirable

Natural Resources employees are

open to encountering a variety

of experiences in their careers –

they have the means to explore

new opportunities, and they are

not locked into geography. They

are ready to move for the next

shiny posting, and they seek to be

engaged, not just hired.

Today, workers have educated

themselves about how to find

hiring information and discern

what might be the best

situation for them. This is

a fluid workforce but it’s built

for loyalty and productivity.

It’s incumbent upon employers,

especially in a demanding

industry like Natural Resources,

to create a work experience

that engages employees from

the start and keeps them close,

in a relationship that extends

beyond their departure – even

their retirement.

This year’s Global Workforce

Index results point to four

areas in which the Natural

Resources industry can

emphasize going forward:

• the next big thing,

• stability and professionalism,

• digital access to

opportunities, and

• work-life balance.

5

CONTENTS Å

CONTENTS Å

THE NEXT BIG THING:

BEING IN DEMAND

6

Globally, more Natural Resources workers (56%) feel they are in a position of high demand in the marketplace compared to the global average (53%). The result is an openness to change – in location, in company, and in responsibilities.

• Six in 10 Natural Resources workers (63%) will look for a new position within the next year, on par with the global average. This is more the case among Natural Resources workers in Europe, the Middle East, and Africa (EMEA) (69%) and the Asia-Pacific (APAC) region (65%) than in the Americas (56%).

• Even when they are happy in their jobs, Natural Resources workers are more likely to look

for better job opportunities or evaluate the external job market compared to the global average (50% vs. 47%). Regionally, Natural Resources workers in APAC (59%) and EMEA (56%) are more likely to do so than those in the Americas (42%).

• 19% of Natural Resources workers are prepared to move to another continent for the right job, significantly more than the global average of 14%. This is

more evident in workers in EMEA (23%) and APAC (20%) than those in the Americas (14%).

• 14% of Natural Resources workers are prepared to relocate to another country, significantly more than the global average of 11%. In particular, more APAC workers indicated they are prepared to do this (23% vs. 15% in EMEA and 11% in the Americas).

T H E N E X T B I G T H I N G

ON PAR WITH THE GLOBAL AVERAGE

3% MORE THAN THE GLOBAL AVERAGE



63% 50% 19% 14%ARE PREPARED TO

MOVE TO RELOCATE TO ANOTHER COUNTRY

ARE PREPARED TO MOVE TO ANOTHER

CONTINENT

ARE LIKELY TO EVALUATE THE JOB MARKET,

EVEN WHEN HAPPY IN THEIR JOBS

WILL LOOK FOR A NEW POSITION WITHIN THE NEXT YEAR

7

CONTENTS Å

It’s the right time for employers to dive under the surface to understand how other factors are driving employees to leave an organization, change their jobs, or switch careers.

• Compensation and lack of

advancement opportunities are

prime factors driving Natural

Resources workers to leave an

organization or change jobs.

Nearly six in 10 Natural Resources

workers (58%) attribute salary

and benefits as reasons they

would leave their jobs. More

workers in the APAC region (63%)

feel that salary and benefits

could cause them to leave their

company than in EMEA (56%) and the Americas (59%).

• About four in 10 Natural Resources workers cite lack of advancement opportunities (43%) as a reason they’d leave their jobs. Significantly more workers in APAC (45%) and in the Americas (44%) cite lack of advancement opportunities as a reason to leave their job, compared to 40% in EMEA.

• In comparison to the global

average, significantly more

Natural Resources workers state

poor staff morale (35%) and

lack of global or international

opportunities (15%) as reasons

they’d leave an organization.

Significantly more Natural

Resources workers in EMEA (41%)

indicate poor staff morale as a

reason to leave a company than

in other regions (32% in APAC

Salary/benefits/

other financial incentives

Training/development

programs

Current management

Flexible work arrangements

Opportunities for

advancement

Commun-ication/

feedback

Stress Corporate values

Outlook for current area of expertise

limited

Work–life balance

Inability to derive sense of meaning from work

Major life-changing

event

Global/international opportunities

Corporate reputation

Staff morale Career opportunities in emerging industries

Skill fit and interest

Corporate culture

Diversity/equal

opportunities

Global average

Natural Resources workers

Natural Resources workers significantly higher than the global average

60%

18%

28%

18%

41%

20%

26%

14% 14%

36%

16%

24%

12% 11%

33%

15%

21%

13%11%

58%

19%

30%

16%

43%

19%

25%

16%14%

37%

17%22%

15%12%

35%

16%

20%15%

11%

Factors that drive workers to leave an organization or change their job or career

T H E N E X T B I G T H I N G

8

CONTENTS Å

and 31% in the Americas). In terms of citing a lack of global or international opportunities as a reason for leaving, this is more prevalent in the APAC region (24% in APAC compared to 13% in the Americas and 15% in EMEA).

STABILITY AND PROFESSIONALISM:

DEFINED AS ENGAGEMENT IN THECOMPANY’S BUSINESS STRATEGY

9

CONTENTS Å

Brand names, global leadership, and size remain important to Natural Resources workers. And their expectations for career satisfaction now include feeling engaged in their companies’ businesses and plans.

• Natural Resources workers are significantly more likely to prefer to work for a global company in comparison to the global average (45% vs. 35%) and prefer to work for an established company with longevity (42%). Far more Natural Resources workers in APAC prefer to work for a global company (71%) compared to those in other regions (44% in EMEA and 38% in the Americas).

• More Natural Resources workers prefer to work for Fortune 100 or 500 companies than the global average (20% vs 16%). Significantly more workers in APAC (33%) and in the Americas (24%) indicate this compared to those in EMEA (12%).

S TA B I L I T Y A N D P R O F E S S I O N A L I S M



45% 20%PREFER TO WORK

FOR FORTUNE 100/500 COMPANIES

PREFER TO WORK FOR A GLOBAL COMPANY

10

CONTENTS Å

Natural Resources job applicants now expect frequent and relevant communication after they begin the interview process. While they express satisfaction with the typical job application process, they report mounting frustration with the lack of communication during the interview stage.

• Nearly half (49%) of all Natural

Resources workers express


process, in line with the global

average of 50%. More Natural

Resources workers in the Americas

(54%) are satisfied with the overall

application process than those

in EMEA (45%) and APAC (42%).

Further, more Gen Y Natural

Resources workers are satisfied

with the application process (51%)

than other generations (47% of

Gen X and 45% of Baby Boomers).

• Nearly three-quarters (74%)

of Natural Resources workers

who express satisfaction with

the application process do so

because of the ease of submitting

their résumés electronically,

significantly less than the global

average. This is more the case

among Natural Resources workers

in the Americas (80%) than in

EMEA (67%) and APAC (71%).

• About half of all Natural

Resources workers express


process as a result of being

provided with clear job

descriptions (51%) and clear

or regular communication

regarding the application

status (50%), the latter result

Global average


What factors contributed to your satisfaction with the application process?*


Easy to apply/submit résumé electronically using various

electronic devices

Clear job description/ requirements

Clear/regular communication or updates regarding status of

application being considered/not considered as potential candidate

Clear/regular communication regarding status following interview

Awareness of pay/salary range

77%

52%

45%

33% 32%

74%

51% 50%

34% 32%

being significantly more than the global average of 45%.

• However, among those Natural Resources workers who expressed dissatisfaction with the application process, the majority express frustration with the lack of clear or regular communication or updates regarding the status of their application (71%), significantly more than the global average of 65%.

11

CONTENTS Å

Natural Resources workers significantly higher than the global averageNatural Resources workers significantly lower than the global average

*Based upon employees who had applied for a new job within the prior year.

Natural Resources workers want to continue attaining new skills so they can take advantage of new career opportunities. They value career development and complete training, whether employer-provided or self-sought.

• Nearly one-third of Natural Resources workers (29%) are satisfied with the career development resources offered by their current employers, on par with the global average (28%). Far more Natural Resources workers in the Americas (34%) and APAC regions (32%) are satisfied with the career resources offered by their employer than in EMEA (22%) .

• Nearly half of all Natural Resources workers (47%) took advantage of employer-provided resources last year, in line with the global average (46%). Significantly more Natural Resources workers in the APAC region (54%) and in the Americas (50%) utilized employer-provided training in the last year than in EMEA (40%).

• Many Natural Resources workers consider skill development so important that they have stepped up to pay for training themselves (32%). While this is consistent among regions (33% in EMEA; 32% in APAC, and 31% in the Americas), significantly more Gen X workers (35%) and Baby Boomers (34%) sought out or paid for training themselves compared to Gen Y (28%).

Global average


Resources used within the last year to prepare for career development opportunities


Employer-provided training Training sought out/ paid for myself

Mentoring Career tests Professional career coaching Other

46%

32%

27% 25%

20%

7%

47%

32%

26%23%

19%

7%

12

CONTENTS Å

DIGITAL ACCESS TO OPPORTUNITY:

EMERGING AS THE KEY POINT OF COMPETITIVE DIFFERENTIATION AMONG EMPLOYERS

13

CONTENTS Å

Prospective employees use the multitude of platforms available to them to learn about open positions. These range from social media networks, to online job boards, to networking events, to traditional recruitment firms.

• Most Natural Resources

workers secured their most

recent job through online job

boards (24%), which is in line

with the global average (25%).

The younger generation is

significantly more likely to secure

jobs via online job boards (27%

of Gen Y vs. 24% of Gen X and

21% of Baby Boomers 21%).

• However, significantly more

Natural Resources workers (19%)

secured their most recent position

via recruitment companies or

headhunters than the global

average (14%). Significantly

more Natural Resources workers

in APAC (26%) landed their

most recent job via recruitment

companies or headhunters than in

the Americas (16%) EMEA (19%).

• Other top ways Natural Resources workers secured their most recent job include direct approaches from employer or recruiter (16%), word of mouth (14%), and employee referral (9%), all of which are on par with the global average.

IN LINE WITH THE GLOBAL AVERAGE


24% 19%SECURED THEIR MOST RECENT

JOB VIA RECRUITMENT COMPANIES OR HEADHUNTERS

SECURED THEIR MOST RECENT JOB THROUGH ONLINE JOB BOARDS


15%SECURED THEIR MOST RECENT JOB THROUGH A DIRECT APPROACH FROM AN EMPLOYER

OR RECRUITER

14

CONTENTS ÅD I G I TA L A C C E S S T O O P P O R T U N I T Y

Natural Resources workers want to receive information about projects and positions that fit their skill set. They are interested in becoming members of their employers’ or target companies’ talent communities and social media networks to learn more about the company from current and former employees.

• 70% of Natural Resources

workers use social media websites

as their primary method of

networking, on par with the

global average (71%). Far more

Natural Resources workers in

APAC (76%) and the Americas

(70%) use social media websites

as their primary method of

networking than in EMEA (66%).

• Significantly more Natural

Resources workers search for

jobs via social media than using

traditional methods compared

to the global average (40% vs.

36%). APAC and EMEA workers

are more inclined to do this (54%

and 40% vs. 36% in the Americas).

• The majority of Natural

Resources workers indicate

overwhelming support for, and say

they would like to engage with,

a prospective employer through

periodic contact about work that

fits their skill set (60%). This is on

par with the global average (59%).

Those in the EMEA region are the

most interested in being engaged

this way (63% EMEA versus 60%

Americas and 47% APAC).

• More than one in 10 Natural

Resources workers (12%)

would like to be engaged by a

prospective employer through

participating in a company’s

talent community or social

media network. Regionally,

significantly more APAC workers

(22%) feel these are effective

Global average


Ideal ways to be engaged by a prospective employer

D I G I TA L A C C E S S T O O P P O R T U N I T Y

Receive periodic contact regarding work that fits skill set

Participate in company’s talent community/networking with others

in online talent community

Participate in company’s social media network

Participate in social events/networking opportunities with company employees

Receive updates on company’s financial performance

59%

11% 12% 11%

5%

60%

12% 12%9%

6%

engagement tools, in sharp

contrast to those in EMEA (7%)

and the Americas (14%).

• While Natural Resources

workers’ participation in an

employers’ online talent

communities is in line with

the global average (17%), it is

more popular among Natural

Resources workers in the APAC

region (28%) than in EMEA

(9%) and the Americas (20%).

15

CONTENTS Å

WORK–LIFE BALANCE:

NEW SKILLS AND PERSONAL CONTEXT

16

CONTENTS Å

Natural Resources employees give their employers high marks when it comes to offering a work–life balance. The majority of Natural Resources employees rate their employers highly in the areas of work–life balance, environmentally friendly and responsible practices, opportunities to be involved in interesting work, and competitive compensation or benefits.

• Workers in APAC (69%) and the Americas (68%) are significantly more likely to prefer work–life balance than in EMEA (65%).

• Workers in the Americas (70%) and APAC (65%) are more likely to prefer environmentally friendly and responsible practices than in EMEA (53%).

• Workers in the Americas (63%) are more likely to prefer opportunites to be involved in interesting work than in EMEA (58%) and APAC (57%).

• Natural Resources workers are more likely to prefer competitive compensation and benefits compared to the global average (54%), particularly among those in the Americas (63% vs. 59% in APAC and 56% in EMEA).

• Compared to the global averave, natural Resources workers are more likely to rate their current employers highly in terms of exposure to latest technologies (51% vs. 48%) and non-traditional perks (35% vs. 32%), but less likely to rate them highly for diversity/equal opportunities (59% vs. 62%) and opportunities for community service (40% vs. 43%).

W O R K – L I F E B A L A N C E





67% 63% 60% 60%PREFER COMPETITIVE

COMPENSATION/BENEFITSPREFER OPPORTUNITIES

TO BE INVOLVED IN INTERESTING WORK

PREFER ENVIRONMENTALLY FRIENDLY/RESPONSIBLE

PRACTICES

PREFER WORK–LIFE BALANCE

17

CONTENTS Å

Compensation remains a key element of attraction for Natural Resource workers. Yet they also express an interest in work–life balance and opportunities for advancement.

• More than eight in 10 Natural Resources workers (83%) cite salary or benefits and other financial incentives as the main factors in considering a position. Significantly more Natural Resources workers in APAC (88%) and the Americas (86%) feel compensation is a top attraction element than in EMEA (79%).

• More than six in 10 Natural Resources workers say work–life balance (64%) and opportunities for advancement (62%) are key factors. Significantly more APAC Natural Resources workers cite work–life balance (73%) as a top attraction factor than workers in other regions, while workers in the Americas state that opportunities for advancement (66%) are a top attraction factor.

• When looking at significant differences, Natural Resources workers are more likely than the global average to cite corporate culture (37% vs. 34%) and global or international opportunities (29% vs. 24%) as attraction factors. However, they are less likely than other workers to cite the following attributes: flexible work arrangements (37% vs. 42%); communication or feedback from the application process (36% vs. 42%); and diversity or equal opportunities (24% vs. 28%).

Salary/benefits/other financial

incentives

Corporate reputation

Opportunities to work with

knowledgeable colleagues

Global/international opportunities

Work–life balance

Corporate values match

own

Flexible work arrangements

Derive more sense of meaning

from work

Corporate sovereignty/

good will

Opportunities for

advancement

Environmentally friendly/

responsible practices

Corporate culture

Diversity/equal opportunites

Training/development

programs

Exposure to top notch equipment

Commun-ication/

feedback from application

process

Non-traditional perks, athletic

facility, etc

Global average


Factors that drive workers to take one job/position over another


• More than half of all Natural Resources workers would give up higher pay and/or career growth or advancement for the opportunity to learn new skills (58%) and greater work–life balance (51%). This is similar to the global average.

18

84%

34%

46%

24%

64%

34%

42%

28%

17%

62%

34%34%28%

58%

29%

42%

24%

83%

35%45%

29%

64%

34%37%

29%

16%

62%

31%

37%

24%

56%

30%36%

23%

CONTENTS Å


Natural Resources workers perceive career growth opportunities when their current employers provide tools for learning new skills and advancing their careers. In line with the global average, three in 10 Natural Resources workers (30%) feel their employers provide them with clear career path options.

• Significantly more Natural Resources workers in the APAC region (40%) than in the Americas (33%) and EMEA (23%) agree that their employer provides clear career path options.

• Significantly more Gen Y (32%) and Gen X (29%) Natural Resources workers agree that their employer provides clear career path options than Baby Boomers (24%).

• On par with the global average, more than one-third of Natural Resources workers (36%) view their employers in a positive light in terms of providing opportunities to grow or advance their careers.

• However, significantly more workers in the APAC region (44%) and in the Americas (40%) state that they have opportunities to grow or advance their careers with their current employers than in EMEA (29%).

• Additionally, significantly more Gen Y (38%) and Gen X (36%) Natural Resources workers state that they have opportunities to grow or advance their careers with their current employers in comparison to Baby Boomers (30%).

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


13%

19%

23%

17%16%

17%

9% 9%

25% 24%

30%

36%

14% 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/advance your career with your current employer?


19

14%

20%

23%

17%15% 15%

12% 12%

23% 23%

29%

36%

13% 13%

CONTENTS Å

THREE WAY S TO GIVE:NATURAL RESOURCES TALENT WHAT IT WANTS

AND YOUR COMPANY WHAT IT NEEDS

Competitive advantage in natural resources talent management now depends on

using flexible infrastructure to insulate the company from talent-centric project delays,

budget overruns and slowed production. This includes adopting talent strategies

that attract candidates ready for a new age of performance – strategies that protect

institutional knowledge yet introduce fresh approaches that, having worked in

other industries, can be applied and tailored to the Natural Resources sector.

20

CONTENTS Å

Given Natural Resources workers’

openness to working offshore and

switching jobs as well as careers,

there is a very real possibility

that the gap between open

positions and available talent will

broaden significantly. A flexible

talent infrastructure will help to

mitigate the time and money

spent sourcing new employees,

attracting good workers and

inviting lifelong connections

to the company beyond actual

employment. While talent

strategies in Natural Resources

should remain orchestrated

around timing, cost, quality, and

availability, they should adjust for

five micro areas that have a macro

impact on talent management.

G E T R E A D Y T O C O M P E T E F O R TA L E N T A S N E V E R B E F O R E

From 2010 to 2020, 1 million new jobs in the STEM disciplines will land on the market – an increase of 16.8 percent in the United States alone.

1. Technology and technical

expertise: Understand what is

unique to the industry, company,

and task – and what can be

benchmarked and used from

other industries.

2. Reach: Just as workers consider

the world their oyster, employers

can use digitally based platforms

to find the right workers.

3. Workforce dynamics: Decide

what needs to be performed by

full-time employees, temporary

workers, and outsourced teams.

4. Facilities: Look at space less

as a constraint and more as a

guideline for making decisions

about remote workers.

5. Knowledge capital: Beyond

intellectual property, knowledge

capital is what workers know.

Once ephemeral, now there

are tools for capturing it as well

as one that can keep it close

after workers depart: the talent

community.

The 2014 Kelly Global Workforce

Index™ reports that Natural

Resources workers know they

have options, and, while they still

value many traditional corporate

strengths, workers are motivated

by jobs that deliver more than

financial compensation.

To attract talent, Natural

Resources companies should do

three things: move beyond digital

recruiting and build a talent

community; give new recruits and

existing employees a variety of

data experiences and resources;

and deliver a captivating

employment experience, from

interview, through on-boarding, to

the workplace.

21

CONTENTS Å

Natural Resources workers who participate in online talent communities most frequently like to do so because they can access job opportunities and learn more about the company. This trend is taking hold. Among Natural Resources workers who have not joined a talent community, 40 percent say they are now interested.

• While most Natural Resources workers like to access job opportunities via online talent communities (68%), the amount is significantly less than the global average (72%). Significantly more Natural Resources workers in the Americas like to access job opportunities via online talent communities (74%) than in EMEA and APAC (63% and 58%, respectively).

• While approximately four in 10

(41%) Natural Resources workers

like participating in online talent

communities to learn more

about a given company, Natural

Resources workers in the APAC

region are significantly more likely

to indicate this those in other

regions (48% in APAC vs. 43% in

EMEA and 38% in the Americas).


workers like to participate in

online talent communities to

gauge what the company culture

is like from current and former

employees. Significantly fewer


EMEA (31%) state this than in

the Americas and APAC (37%

and 41%, respectively).

• Natural Resources workers in

APAC and EMEA are significantly

more likely to enjoy having access

to trusted industry information

What workers like best about participating in an online talent community*

A TA L E N T C O M M U N I T Y

(29% in APAC and 28% in EMEA vs. 21% in the Americas), while Gen Y Natural Resources workers are significantly more likely to enjoy having access to trusted career information or tips (35% of Gen Y vs. 29% of Gen X and 27% of Baby Boomers).

• Among Natural Resources workers who do not have experience participating in an online talent community, 40% say they are interested.

Global average


Access to job opportunities Learning more about a given company

Learning what it is like to work for a given company from

current and former employees

Access to relevant skill development information

Access to trusted career information/tips

Access to trusted industry information

72%

43%

36% 35%32%

23%

68%

41%37% 35%

31%

25%

22

CONTENTS Å

Natural Resources workers significantly lower than the global average

* 17% of Natural Resources workers have experience participating in an online talent community; 83% do not have experience.

Among the various job board types available, most workers prefer general job boards, such as CareerBuilder or Monster in the United States. Nearly eight in 10 (77%) Natural Resources workers and global workers (76%) prefer this method. Although Natural Resources workers frequently use job boards and company websites, they also use recruiting agencies at a rate that outpaces their counterparts in other industries.

• This is less so among Natural Resources workers in the Americas region (69% in the Americas vs. 84% in EMEA and 80% in APAC) and those that are part of the Baby Boomer generation (72% of Baby Boomers vs. 78% of Gen X and 79% of Gen Y).

• One-third of Natural Resources workers prefer company-specific job boards and aggregator job boards such as Indeed or SimplyHired (34%) when

job searching, in line with

the 33% global average.


the Americas are significantly

more likely to indicate a

preference for company-specific

job boards (37% vs. 31% in

EMEA and 33% in APAC).


the EMEA region are significantly

more likely to use aggregator

job boards (38% vs. 34% in the

Americas and 11% in APAC).

• While only two in 10 Natural Resources workers (20%) prefer niche or association-specific job boards, they are significantly more likely to indicate this than the global average (14%).

• This holds particularly true among Natural Resources workers in the APAC region (25% in APAC vs. 21% in EMEA and 18% in the Americas.

What types of online job boards are most preferred for job searching or evaluating the market?

A VA R I E T Y O F D ATA E X P E R I E N C E S A N D R E S O U R C E S

Global average


General job boards, i.e. CareerBuilder or Monster*

Company-specific job boards Aggregator job boards, i.e. Indeed or SimplyHired*

Niche/association-specific job boards, i.e. IT, science etc.

76%

33% 33%

14%

77%

34% 33%

20%

23

CONTENTS Å

Natural Resources workers significantly higher than the global average

*Note that names of online job boards vary by country, with the ones depicted here representing those in the U.S.

Just as candidates are using multiple platforms to secure a job, hiring organizations must take advantage of these resources to attract the right talent. The majority of Natural Resources workers undertake some form of on-boarding once hired, and this experience appears to help them form a positive impression of the company. This value-adding practice could be influential for those employees deciding whether to stay or go during the first 90 days.

• More than half (54%) of all Natural Resources workers say their employers have a planned on-boarding approach, on par with the global average (55%). Significantly more Natural Resources workers in APAC (65%) and the Americas (47%) say their companies have a planned approach for assimilation than those in EMEA (47%).

• More than eight in 10 (82%) Natural Resources workers feel their experience during the first 90 days positively affected their impression of the company. Forty-six percent of Natural Resources workers feel their experience definitely made a favorable impression, on par with the 45% global average. Further, significantly more Natural

Resources workers in the Americas (50%) and APAC (48%) feel their experience during the first 90 days definitely had a positive impact than those in EMEA (42%).

Did you current employer have a planned approach to assimilate you into the organization once hired and/or placed?*

Did your experience during first 90 days of employment with your current employer positively affect your impression of the company?*

A C A P T I VAT I N G E M P L O Y M E N T E X P E R I E N C E , F R O M I N T E R V I E W, T H R O U G H O N - B O A R D I N G , T O T H E W O R K P L A C E

Global average


Yes, definitelyYes Yes, somewhatNo No

55%

45%

54%

46% 45%

35%

20%

46%

36%

18%

24

CONTENTS Å

*Based upon workers who had applied for a new job within the prior year.

Employers who invest in integrating myriad workplace approaches may have the most success in attracting and retaining talent. Natural Resources workers prefer a highly collaborative environment and flexible work schedules, but it is clear that they also want to use cutting-edge technology to get the job done.

• More than any other characteristic, Natural Resources workers prefer to collaborate with their peers. Significantly more Natural Resources workers (61%) feel the ideal workplace provides a highly collaborative environment compared to the global average (57%). Far more Natural Resources workers in APAC (66%) feel this is an ideal work environment compared to 61% in EMEA and 59% in the Americas.

• Natural Resources workers also

desire flexible work arrangements,

such as remote options or

flexible work schedules. Nearly

half of these workers (49%)

feel this is ideal; however,

this is significantly fewer than

the global average (54%).

• Technology, innovation, and

creativity are considered ideal

work environment features by

Natural Resources workers, with

four in 10 indicating exposure

to the latest technologies and top-notch equipment (44%) and a culture of innovation (40%) as desired features. Significantly more Natural Resources workers in the Americas (50%) and APAC (46%) indicate that exposure to the latest technologies is a desired feature than in EMEA (37%). Significantly more Natural Resources workers in EMEA (43%) and APAC (41%) are likely to desire a culture of innovation and creativity in the Americas (38%).

• Natural Resources workers are significantly less likely than the global average to view the traditional 9–5 work arrangement as an ideal work environment feature (25% vs. 32%). Notably, fewer Natural Resources workers in APAC view the traditional 9–5 work arrangement as ideal than in other regions (15% in APAC vs. 30% in the Americas and 23% in EMEA).

Highly collaborative environment and

cross-functional teams

Traditional work arrangements,

9–5 schedule for all

Virtual teamsFlexible work arrangements,

such as remote work options and flexible

schedules/hours

Competitive, where the rewards and

risks are high

Matrixed organization structure

Exposure to the latest technologies and top equipment

Highly individualized work with limited

teamwork and limited opportunites

to collaborate

Rapid pace with constant change

Culture of innovation and

creativity where status quo is challenged

Traditional hierarchial organization structure

Global average

Natural Resources workers57%

32%

37%

54%

21%

29%

44%

18%

32%

39%

27%

61%

38%

49%

22%

16%

30%

44%

25%

30%

40%

28%

Ideal work environment features

A C A P T I VAT I N G E M P L O Y M E N T E X P E R I E N C E , F R O M I N T E R V I E W, T H R O U G H O N - B O A R D I N G , T O T H E W O R K P L A C E

25

CONTENTS Å


• More than half of all Natural

Resources workers would give

up higher pay and/or career

growth or advancement for the

opportunity to learn new skills

(58%) and greater work–life

balance (51%). This is similar

to the global average.

• Six in 10 Natural Resources

workers (63%) will look for a new

position within the next year,

on par with the global average.

This is more the case among


EMEA (69%) and APAC (65%)

than in the Americas (56%).

• Even when happy in their

jobs, Natural Resources workers

are more likely to look for better

job opportunities or evaluate

D I D Y O U K N O W ?

the external job market than the

global average (50% vs. 47%).

Regionally, Natural Resources

workers in APAC (59%) and EMEA

(56%) are more likely than those

in the Americas (42%) to do so.


Resources workers (56%) feel

they are in a position of high

demand in the marketplace

than the 53% global average.

More workers in the Americas

(62%) and APAC (61%) indicated

this than in EMEA (49%).

• Natural Resources workers are

significantly more likely to prefer

to work for a global company

than the global average (45%

vs. 35%) and prefer to work

for an established company

with longevity (42%). Far more


APAC prefer to work for a global

company (71%) compared to

those in other regions (44% in

EMEA and 38% in the Americas).

• More Natural Resources

workers (20%) prefer to work for

Fortune 100 or 500 companies

than the 16% global average.

Significantly more workers in


(24%) indicated this compared to

their counterparts in EMEA (12%).


workers would be prepared to

move to another continent for

the right job, significantly more

than the global average of 14%.

This is more evident within

EMEA (23%) and APAC (20%)

compared to the Americas (14%).


workers would be prepared to

relocate to another country,

significantly more than the global

average of 11%. In particular,

more APAC workers (23%)

indicated they are prepared to

do this than their counterparts

in other regions (15% in EMEA

and 11% in the Americas).


workers use social media

websites as the primary method

of networking, on par with the

71% global average. Far more



(70%) use social media websites

as the primary networking method

than those in EMEA (66%).


Resources workers are more

inclined to search for jobs via

social media than using traditional

methods compared to the global

average (40% vs. 36%). APAC

and EMEA workers are more

inclined to do this (54% and

40% vs. 36% in the Americas).

26

CONTENTS Å

As complex as competing for

high-quality performers has

become, workers can be met on

their terms without sacrificing your

organization’s core values and

practices. Here are six things you

can do to relate to the workforce

dynamically and with satisfying

results. At the same time, you will

add definition and character to

your workplace.

1. Deliver an exceptional

application and on-boarding

experience. Make your company

irresistible by personalizing the

hiring process through both

technology and well-prepared

staff. Emphasize engagement

and the factors that differentiate

your company from others in

your industry.

S I X WAY S T O G I V E N AT U R A L R E S O U R C E S TA L E N T W H AT I T WA N T S

2. Participate in every possible

digital channel and be mobile-

friendly. The rise of social media

and user-centric digital design

have raised workers’ expectations

for better and 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

representative of 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 identifiying the things 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 about

your workforce’s preferences,

not just its needs. Think about

how you can provide a stable yet

flexible work environment that

blends challenge and opportunity.

Show them 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 producing

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.

27

CONTENTS Å

28Kelly 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 employees 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), APAC regions responded to the survey. The survey was conducted online by

RDA Group on behalf of Kelly Services.

CONTENTS Å

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kgwi 2014 what talent wants - natural resources

Recruiting & HR