natural resources: worker preferences and workplace agility

KELLY GLOBAL WORKFORCE INDEX®

WORKER PREFERENCES AND WORKPLACE AGILITYNATURAL RESOURCES

2Kelly Global Workforce Index®

3 Where do employees really like to work?

4 More than money and promotion

9 Why employer size, location, and track record all matter

13 Making the shift for work

16 New and emerging flexible models of work

18 The organizational structure that workers prefer

20 Looking in the mirror

21 How Kelly can help

CONTENTSTHE KELLY GLOBAL WORKFORCE INDEX 2014

The Kelly Global Workforce Index®

(KGWI) is an annual global survey

revealing opinions about work and

the workplace. Almost 230,000

people across the Americas; Europe,

the Middle East, and Africa (EMEA);

and Asia-Pacific (APAC) regions

responded to the 2014 survey.

The topics covered in the 2014

KGWI survey include:

• Engaging Active and

Passive Job Seekers

• Career Development

• The Candidate Experience

from Hiring to On-boarding

• Worker Preferences and

Workplace Agility.

This fourth installment, Worker

Preferences and Workplace Agility,

canvasses the value employees attach

to key elements of their work, including

skills, flexible work arrangements, and

even the idea of socially conscious work.

Employees also give a clue as to why

they are drawn to some organizations

and not others—shedding light on why

an employer’s geographic location,

size, and management structure all

play a part in talent selection.


While there’s no mistaking that pay is a

key driver of attraction and retention,

workers also prioritize their professional

growth and personal fulfillment. How

a company looks and feels makes a

difference to empowered employees.

Also, views and expectations

surrounding non-traditional work styles

and arrangements are shifting, and

these can provide employers with an

edge in attracting the best people.

Where do employees really like to work?The key features that make an organization attractive to candidates

are seldom voiced in formal recruitment processes, but employees

hold firm views about where they want to work, and why.


More than money and promotionFor workers employed in the natural resources sector, the most

attractive companies offer more than competitive pay and benefits.

They offer the opportunity to develop skills and a clear pathway for

progression. Indeed, the idea of learning new skills at work may be

worth more than higher pay and/or career growth or advancement

for many employees. Employees in the natural resources sector are

often already operating in highly skilled positions where flexibility in

working schedules and functions is critical. But employers may be able

to make even more trade-offs to attract and retain their best talent.


More than half (58%) of the natural

resources employees surveyed

globally said they would be prepared to

give up higher pay and/or career growth

or advancement for the opportunity to

learn new skills.

The willingness to trade off pay for skills

is more prevalent in APAC (69%) than it

is in EMEA (56%).

Certain countries stand out for

employees’ willingness to sacrifice

remuneration in order to gain skills,

notably India (81%), Indonesia (79%),

Portugal (74%), and the UK (69%).

How likely would you be to give up higher pay and/or career growth or advancement for the opportunity to learn new skills? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SKILLS

GLOBAL AVERAGE: 58%

APAC AVERAGE: 69%

EMEA AVERAGE: 56%

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Skills development isn’t the only

thing important to natural resources

employees—they also value flexibility.

More than a third (34%) globally said

they would be prepared to give up

higher pay and/or career growth or

advancement for a more flexible work

schedule.

Considerably more employees in APAC

(49%) are willing to make these pay and

advancement sacrifices than those in

EMEA (30%).

How likely would you be to give up higher pay and/or career growth or advancement for a more flexible work schedule? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR A FLEXIBLE WORK SCHEDULE

GLOBAL AVERAGE: 34%

APAC AVERAGE: 49%

EMEA AVERAGE: 30%

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Work–life balance is also important

to natural resources employees.

A total of 51% globally said they would

be prepared to give up higher pay

and/or career growth or advancement

for a better work–life balance.

The premium on work–life balance is

considerably greater in APAC, where

two-thirds would be likely to make

such a sacrifice, than in EMEA (48%).

How likely would you be to give up higher pay and/or career growth or advancement for a better work–life balance? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR WORK–LIFE BALANCE

GLOBAL AVERAGE: 51%

APAC AVERAGE: 66%

EMEA AVERAGE: 48%

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There is also a group of employees

who are attracted to work that is

socially fulfilling, and who are willing

to give up pay and/or promotional

opportunities to pursue it.

More than a quarter (29%) of natural

resouces workers globally said they

would be likely to give up higher pay

and/or career growth or advancement

for an opportunity to do more socially

conscious work. The proportion likely

to do so is considerably higher in APAC

(41%) than in EMEA (27%).

How likely would you be to give up higher pay and/or career growth or advancement for an opportunity to do more socially conscious work? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SOCIALLY CONSCIOUS WORK

GLOBAL AVERAGE: 29%

APAC AVERAGE: 41%

EMEA AVERAGE: 27%

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Why employer size, location, and track record all matterAttracting and retaining employees goes beyond offering competitive pay, a good

work–life balance, and advancement opportunities. An organization’s characteristics—its

geographic footprint, size, type, and record of achievement—also factor into the equation.

This becomes all the more important in the natural resources sector, where employees are

often required to make difficult decisions about employment location, duration, and type.


Globally, a significant portion (35%)

of natural resources employees

said they have no preference about the

type of organization they work for—

whether it’s a global company, a national

company (operating in a single country),

or a regional company (operating in a

single region within a single country).

However, a sizable 45% would prefer

to work for a global company—more

than twice the number who would

prefer to work for a national company

(13%) or a regional company (8%).

The preference for global companies

is more pronounced in APAC

(71%) than in EMEA (44%).

What company geographic footprint would you most prefer? (%, by region)

PREFERRED EMPLOYER ORGANIZATION GEOGRAPHIC FOOTPRINT

National company

Global company

Regional company

No preference

EMEA APAC

9%2%

17%

71%14%

9%33%

44%


When it comes to the size of

the organization, the largest

percentage (35%) of natural resources

employees globally said it doesn’t matter.

However, more than a quarter (29%) are

drawn to large companies (those with

more than 1,000 employees), and a

similar number (28%) prefer mid-

sized companies (those with

50–1,000 employees).

APAC employees showed a clearer

preference for large companies

(40%) than those in EMEA (25%).

In EMEA, one-third don’t have a

preference, but mid-sized firms

(31%) are the most popular.

Small businesses were the

preferred choice of just 11% in

EMEA and 7% in APAC.

What company size would you most prefer? (%, by region)

PREFERRED EMPLOYER ORGANIZATION SIZE

Large company (more than 1,000 employees)

No preference

Mid-sized company (50–1,000 employees)

Small business (less than 50 employees)

EMEA APAC

31%25%33%

11%32%40%21%

7%


When it comes to the type of

organizations that natural

resources employees like to work for,

they tend to lean toward firms with an

established presence.

While one-third globally have no

preference, 42% said they want to

work for a business that is established,

with some longevity.

This preference for established

companies is notable in both

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

Fortune 100 or Fortune 500 companies

are only preferred by 12% in EMEA,

but by a much stronger 33% in APAC.

Start-up firms are preferred by

only about 5% in each region.

What type of company would you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION TYPE

No preference

Established company with longevity

Fortune 100 or Fortune 500 company

Start-up company/micropreneur

EMEA APAC

45%5%

37%

12%42%6%

18%

33%


Making the shift for workPerhaps then it’s not surprising that many workers in the sector

are ready to relocate considerable distances to secure the

work they want. Firms that understand their relative appeal as

a work destination and know their target demographic will be

in a better position to entice talent to relocate for work.


There is a relatively high degree

of labor mobility inherent in the

natural resources workforce, with a total

of 77% of employees surveyed globally

saying that they would be ready to

move for the right job: 19% to another

continent; 15% to another state, region

or province; 15% to another city or town;

14% to another country; and 14% within

the same country, district or province.

Only 22% of employees surveyed

in EMEA and 17% in APAC are

not prepared to move.

In APAC, there is a high willingness to

relocate for work, with 23% prepared

to move to another country, and

18% prepared to move within the

same country, district or province.

In EMEA, 23% said they would be

prepared to move to another continent.

How far would you be prepared to move for the right job? (%, by region)

WILLINGNESS TO MOVE FOR WORK

0% 5% 10% 15% 20% 25%

EMEA

APAC

GLOBAL

Within the same country/district/province

Another country

Another city/town

Another state/region/province

Another continent

Not willing to move


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AFRICAMIDDLEEAST

SOUTHAMERICA

ASIAPACIFIC

NORTHAMERICA

DON'TKNOW

EUROPE

EMEA

APAC

GLOBAL

Europe stands out as the

destination of choice for natural

resources employees interested in

moving to a different part of the

globe for work, cited by more than

a third (35%) of respondents, while

23% nominated North America.

The Asia-Pacific region attracted only

9%, followed by South America (5%),

the Middle East (3%), and Africa (2%).

EMEA workers gravitated toward

their own continent (43%).

Those in APAC also prefer Europe

(34%), followed by the Asia-Pacific

region (28%) and North America (15%).

Aside from your own region, which part of the globe would you most want to work in? (%, by region)

PREFERRED REGION TO WORK


New and emerging flexible models of workThe natural resources sector has been one of the leaders in offering various

alternatives to the traditional form of employment, including temporary

employees, contract employees, independent contractors, project-based

Statement of Work contractors, and entrepreneurs and business owners.


APPEAL OF NON-TRADITIONAL EMPLOYMENT

Globally, 39% of natural resources

employees expressed an

interest in these non-traditional or

flexible employment alternatives.

Workers in APAC (48%) are more likely

to be interested in non-traditional or

flexible employment than those in

EMEA (34%).

To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by country)

GLOBAL AVERAGE: 39%

APAC AVERAGE: 48%

EMEA AVERAGE: 34%

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The organizational structure that workers preferEmployees were also asked to reflect on some of the various

organizational structures in the workplace—virtual teams,

collaborative environments with cross-functional teams, flexible

arrangements, environments with both high risks and rewards, and

environments characterized by latest technology and equipment.


IDEAL EMPLOYEE WORK ENVIRONMENT

The ideal work environment for

natural resources employees is

one that offers collaboration (61%) and

flexible work arrangements (49%).

These workers also want exposure to

the latest technologies and equipment

(44%), a culture of innovation

(40%) and virtual teams (38%).

Fewer workers are attracted to

highly individualized structures with

limited teamwork (16%), competitive

environments with both high rewards

and risks (22%), and traditional

hierarchical structures (25%).

By region, collaborative workplaces

are highly attractive to those in both

APAC (66%) and EMEA (61%). Flexible

work arrangements, virtual teams, and

competitive environments with high

risks and rewards are more attractive

to those in APAC than in EMEA.

Your ideal work environment would include which of the following features? (%, multiple responses allowed, by region)

0% 10% 20% 30% 40% 50% 60% 70%

Highly individualized, limited teamwork and collaboration

Competitive, where rewards and risks are high

Traditional work arrangements, 9–5 schedules

Traditional hierarchical structure

Matrix structure

Rapid pace with constant change

Virtual teams

Culture of innovation and creativity

Exposure to latest technologies and equipment

Flexible arrangements, remote work, flexible schedules/hours

Highly collaborative environment (cross-functional teams)

EMEA

APAC

GLOBAL


It is important for natural resources

organizations to understand the

attributes that are attractive to current and

prospective employees.

Firms need to be able to assess their

relative appeal as an employer, and then

use this information to determine their

recruitment and retention strategies.

The KGWI shows that organization type,

size, location, and managerial structure

all carry weight when employees are

deciding where to work, and have a direct

bearing on the remuneration and other

benefits on offer.

Firms with less appeal may need to offer

a premium, while the most sought after

companies can probably afford to be less

generous than the market as a whole.

A culture that is collaborative, creative,

team-oriented, and focused on leading-

edge technologies may well be a strong

point of difference.

There are certain things that employers can

do to better understand and leverage their

position in the market:

• Conduct an employee “attraction” test

that will identify the organization’s appeal

in terms of its type, size, location, track

record, and organizational structure.

• Undertake an audit of the organization’s

“non-work” features that could be

attractive to employees and candidates,

and consider how they could be

embedded in the employment offering.

CONCLUSION

Looking in the mirror• Encourage employees to identify

particular interests, such as lifestyle,

family, recreational, or other pursuits that

may provide an opportunity to inject

flexibility into the work schedule.

• Harness the organization’s positive

features to extend the recruiting footprint

to cities, regions, or even countries where

in-demand skills may be more plentiful.


How Kelly can helpKelly Services aims to understand the factors that drive the recruitment process

and deliver insights that help every employer source the best talent.

Understanding employees’ varying

motivations and employers’ needs

is a critical element in this. We know

that just as employers have different

requirements, employees bring their

own values, styles, and requirements.

One of the important aspects highlighted

by the KGWI survey is the diversity

of views among talent regarding the

most desirable places to work, as well

as distinct preferences for particular

organizational styles and types.

Kelly’s global presence, knowledge, and

experience helps employers to better

appreciate these traits and enables

organizations and employees to achieve

the optimum fit.

Knowledge of local markets, industry

sectors, and skills availability is crucial.

In a world where talent is increasingly

mobile, it is more important than ever

to reach into markets and regions where

skills can be harnessed to maximize

productivity and profitability.

22Kelly Global Workforce Index® 22Kelly Global Workforce Index™ EXIT

An Equal Opportunity Employer. © 2014 Kelly Services

kellyservices.com

ABOUT THE KELLY GLOBAL WORKFORCE INDEX

The KGWI is an annual global survey revealing opinions about work and the workplace.

Approximately 230,000 people across the Americas, EMEA, and APAC regions responded

to the survey. The survey was conducted online by RDA Group on behalf of Kelly Services.

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.

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https://itunes.apple.com/us/app/the-talent-project/id451280879

natural resources: worker preferences and workplace agility

Career

employees willingness

value employees

natural resources employees

conscious work

flexible work arrangements

annual global survey

nontraditional work

higher pay andor career