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The 2020 Workplace

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The 2020 Workplace 2015 2015


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The 2020 Workplace: How Will It Look? The majority of hiring managers expect to see a rise in more diverse, well-rounded teams over the next 3-5 years. By 2020: of hiring managers expect the workplace to consist of multiple generations and a broader mix of nationalities. Attracting and Retaining Generation Y Top key drivers recognised by hiring managers: 72% a clear future career path. 42% anticipate an increase of women in leadership roles. 46% 55% foresee more workplace flexibility. predict a rise in virtual/mobile teams. 58% 41% provide Corporate Social Responsibility activities in their workplace and 30% 52% plan to introduce CSR activities next year. educational programmes. The Silver Workforce 77% consider personal experience and stability to be the biggest assets of a mature worker. 76% find their professional experience to be a key advantage. 69% admit that Baby Boomers are often the most loyal employees. 68% identify mentoring capability as a key rationale for employing older workers.


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Contents The 2020 Workplace:  A lot can happen in five years  A multidimensional workforce  The rise in workplace flexibility  Attracting and Engaging Generation Y:  Placing the spotlight on Millennials Enhance your offering Meeting the demands of Generation Y Corporate Social Responsibility  Flexibility matters The desire to learn more and progress The role of technology and social media Avoiding workplace segmentation The Silver Workforce: Harnessing the power of an ageing workforce  An untapped source of labour  Conclusions: How will the 2020 workforce look?  What are the key drivers for Generation Y? Are you embracing the silver workforce? Time to evolve your recruitment strategy 4 4 5 7 9 9 10 11 12 13 14 15 16 17 17 20 21 21 22 23 24


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The 2020 Workplace / Kelly Services The 2020 Workplace: A lot can happen in five years I n the scheme of things, five years isn’t really And as marketplaces shift and socioeconomic a long time – yet over that time a great deal landscapes alter, so too must our recruitment can happen. In the space of five years the practices. world’s tallest structure was built in Dubai, The Beatles released 6 of their 12 studio albums, and more recently Apple sold over 250 million iPads. Kelly’s Hiring Manager Survey 2015 reveals the future expectations of over 2,000 managers throughout the EMEA and APAC regions and identifies advancing global trends. So when it comes to the world of work, the 2020 workplace is likely to be a very different place to what it is today. The important question is: in what way? For hiring managers, evolving business requirements and increasing candidate demands are drivers of change. 4


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The 2020 Workplace / Kelly Services The 2020 Workplace: A multidimensional workforce Kelly’s recent survey indicates that the majority of hiring managers expect to see a rise in more diverse, well-rounded teams with 52% embracing multiple generations and a broader mix of nationalities. 4% Although the majority of hiring managers globally expect to see a rise in multigenerational teams, 56% will not target their talent attraction to take account of specific age groups in 2015, with Australia and New Zealand showing the least interest. For those that are choosing to All countries were asked When it comes to diverse teams (mix of generations), do you expect more, less or no change in your company over the next 3-5 years? More 44% No Change 52% Less focus on generational talent attraction in 2015, the majority are biased towards Generation Y. This could suggest that Millennials are currently foreseeing an increasing mix of generations in their workforce over the next 3-5 years. In the UK however, 54% expect to see no increase at all. a healthy 42% anticipate an increase of women in leadership roles by 2020. Leaving only 6% 44% 54% 48% 45% 44% 53% 55% 64% 61% 52% expecting to see less women at the top. s diversity, Malaysia lead the pack with 64% managers expect no change in gender split, but rie When it comes to embracing generational top of the career ladder? Well, 52% of hiring Comparison of countries who expect to see more change in their company when it comes to diverse teams (mix of generations) over the next 3-5 years. nt expect to see no change at all in this area. time, are we likely to see more women at the di a managers in Russia (64%) and France (58%) Then, comes the topic of gender. In 5 years’ In 3-5 years. In contrast, the majority of hiring not resonate effectively with this group. ou more diverse mix of nationalities over the next believe their current recruitment practice does lc multinational workforce with 70% looking for a workplace, or simply that hiring managers Al unanimous in their desire to attract a more considered to be of most value in today’s UK Ge rm an y Fr an ce Ru ss Sw ia itz er lan d Sin ga po re Au str ali a M ala ys ia Hiring managers in India came out as the most 5


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The 2020 Workplace / Kelly Services The 2020 Workplace: A multidimensional workforce I nterestingly though, when it comes to gender, We’ve already seen that 56% of hiring managers there’s a marked difference between mature have no plan to focus their talent attraction by and developing markets. In the UK, for generation in 2015, yet the majority expect to example, only 33% expect to see more women see a more multigenerational workforce in 5 at the top in contrast to 68% in India. Perhaps years’ time. The question is then, do companies it’s because gender equality has already come a actually need to look in different places to attract long way in the more mature markets, so hiring people from different generations in order to managers expect less change, or is it because enrich their workplace diversity, or do they expect they believe gender equality is a harder (longer- it to happen naturally? term) nut to crack than the 5 year window under the spotlight? Comparison of countries who expect to see more change in their company when it comes to women in highest leadership positions over the next 3-5 years. To ensure expectations are realised, and to speed up the process of achieving generational targets, recruitment methodologies and messaging can be adapted to target certain groups, but these fit for purpose. Here, employer branding and Employee Value Propositions (EVPs) will also come into play if target groups are to feel they’ll 42% 68% rie a ou nt di lC In Al ala ys ia M lia str a Au 46% s 39% 44% ga po re d Sin and a vision to create a more multidimensional 35% itz er lan it is motivated by genuine workplace preferences ss ia be a good cultural fit for the organisation. Sw needs-must skills shortage scenario. Or perhaps 41% Ru these regions, this change could be driven by a 39% ce make-up and maturity of the staffing markets in 34% Fr an counterparts. Given the different economic 33% an y must be well road-tested to make sure they’re rm change in their workplace than their EMEA Ge across APAC are seeking to implement more UK In most areas, it appears hiring managers workforce by 2020. 6


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The 2020 Workplace / Kelly Services The 2020 Workplace: The rise in workplace flexibility 36%. Switzerland reigns for instigating change here at 44%, but there’s more resistance in Malaysia where opinion is split. The rise in workplace flexibility is in keeping with the reported desire to focus on delivering results rather than on the actual process. 46% suggest an emphasis on results over the next 3-5 years, Comparison of countries who expect to see more change in their company when it comes to schedule flexibility over the next 3-5 years. s nt rie a di ou In lC Al ss ia itz er lan d Sin ga po re Au str ali a M ala ys ia ce Sw Ru Fr an rie nt ou In di a s 58% 57% 55% 68% 55% lC 51% Al 45% 60% itz er lan d Sin ga po re Au str ali a M ala ys ia the inclusion of part-time roles is expected by 47% 56% ia workforce. Sw hiring managers planning to incorporate this Comparison of countries who expect to see more change in their company when it comes to workplace flexibility over the next 3-5 years. Ru ss become even higher due to a more motivated predict no change at all on this front. Similarly, an y how and where work is delivered, so long as popular area of change here, with 52% of all many in Russia (61%) and France (60%) that 52% 48% 52% 55% 52% companies are becoming less prescriptive about outputs remain consistently high - or maybe expect to see more job shares, but there are 53% rounded business solutions. That’s to say, Schedule flexibility appears to be the most arrangement into their workplace. Overall, 35% Ge ideas across all areas of the workforce for more e over the next 3-5 years. rm UK ways to succeed. Forward-thinking organisations Fr an c are seeking to achieve more workplace flexibility 48% 57% indicating that businesses are looking for new will empower employees and crowdsource Overall, the majority of hiring managers (55%) 44% 60% UK Ge rm an y Many businesses are also considering introducing a richer variety of working patterns and flexible arrangements in order to accomodate societal change and appeal to a more diverse talent pool. 7


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The 2020 Workplace / Kelly Services The 2020 Workplace: The rise in workplace flexibility V irtual teams are another consideration for As increasingly complex workforces emerge and today’s recruiters with 46% of all hiring evolve, it’s obvious that one size won’t fit all. managers planning to employ these over The benefits of a multidimensional workforce are the next 3-5 years. In India this is most prevalent, unique to each business, as are the people that predicted by 60%. And in Malaysia too, 55% comprise them. It’s evidenced that organisations see virtual teams as an important part of their prosper from the development of well-rounded workforce by 2020. This is in contrast to the UK teams, where individuals bring different strengths and France, where over half expect to see no to the table. And workers can learn from one change in this area. Comparison of countries who expect to see more change in their company when it comes to virtual / mobile teams over the next 3-5 years. another, much to a company’s gain. 2020 The rise in virtual teams and flexible arrangements has significant implications for looks like being a win-win for employees and employers alike. both management and peer groups. So how 36% 42% 34% 45% 43% 44% 50% 55% ia and create an inclusive working culture? This is lia can companies best incorporate mobile teams 60% 46% where technology and enterprise social platforms such as Yammer and Chatter can support virtual rie s ou nt a di lC In Al ala ys M Au str a re ga po d Sin itz er lan Ru ce ss ia Sw explored to engender team spirit and integration. Fr an mentoring and knowledge sharing should also be UK and communications. 360 degree feedback, Ge rm an y communities and help facilitate processes 8


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Placing the spotlight on Millennials A s companies embrace a more group either, with 82% opting against any multidimensional workforce, the group sort of generationally biased talent attraction. that’s predicted to receive the most Interestingly though, 55% of Australians expect attention over the next 3-5 years is Generation Y. to see a more diverse mix of generations in their The general consensus is that this group (who are workplace over the next 3-5 years. often referred to as Millennials) are made up of those born between 1980 and 2000. And of the hiring managers who plan to focus on generational talent attraction next year, the majority (29%) aim to focus on Generation Y. Work from home This supports the idea that most businesses appreciate the benefit of employing this group. India and Malaysia are the most committed to attracting Millennials over the next 3-5 years. In fact they have already begun, with over 50% Education programmes Click here for corporate responsibility APPLY NOW of hiring managers in each of these countries focussing on attracting Generation Y in 2015. This compares to a mere 10% in Australia, who show the least interest in targeting this group. Having said that, Australian hiring managers have little intention of targeting any other 9


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Enhance your offering F un contests and incentives are utilised by Y to work for them. Whilst other countries list 42% of hiring managers to attract more bonus schemes, gifting, travel incentives, health Generation Ys. This is particularly popular benefits, youth councils, social events and in India, with a whopping 60% employing this exposure to the latest technology as additional tactic, whilst 40% of Indian companies also perks. 60% intend to introduce sports facilities on site over the next 12 months. Indian companies plan to introduce sports facilities onsite in the next year 77% Russian companies take Generation Y’s high salary demands into consideration Creative office design also appeals to Millennials, and 40% of Malaysian companies intend to up the ante in this area within the year. The majority of French and Russian companies, however, do not intend to improve their office facilities. When hiring Generation Y, 56% of respondents 40% Malaysian companies plan to provide creative 56% office designs to attract Millennials take into consideration their high salary demands. In Russia this rises to a staggering 77%, yet in Switzerland 28% disagree. However, 71% of all hiring managers placed more emphasis on the overall benefits package. Equity share models and international holidays are some of the more innovative benefits considered by UK companies to lure Generation 10


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Meeting the demands of Generation Y F or businesses that plan to attract more Millennials, it makes sense to understand what this age group actually values the most. Of course we’re dealing Percentage of those across ALL COUNTRIES who ALREADY PROVIDE 56% with individuals who have their own personal preferences, but adopting and promoting those benefits widely cited as being attractive to Generation Y should, in theory, generate wider response rates and engagement. 37% 41% Top countries planning to provide Percentage of those across ALL COUNTRIES who PLAN TO PROVIDE Top countries already providing What benefits/activities does your company 56% provide or is planning to provide to attract and retain Generation Y (Millenials)? Switzerland (66%) India (66%) SCHEDULE FLEXIBILITY Malaysia (37%) India (28%) 21% WORKPLACE FLEXIBILITY India (38%) Malaysia (33%) 27% FLEXIBLE EMPLOYMENT India (36%) Malaysia (33%) 26% India (50%) Germany (40%) UK (40%) Australia (50%) India (46%) Singapore (46%) 24% India (38%) Malaysia (33%) ONSITE SPORTS FACILITIES India (40%) Malaysia (30%) 22% 29% India (50%) Malaysia (32%) CREATIVE OFFICE DESIGN Malaysia (40%) India (38%) 26% 34% India (55%) Malaysia (44%) GAMIFICATION APPLICATION / REWARD PROCESS Malaysia (39%) India (35%) 27% 41% India (64%) Russia (52%) CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES Malaysia (36%) Germany (33%) Singapore (33%) Switzerland (33%) 30% 58% Australia (70%) Russia (67%) EDUCATION PROGRAMMES Malaysia (36%) India (32%) 25% 42% India (50%) Malaysia (32%) FUN CONTESTS / INCENTIVES Malaysia (34%) India (32%) Singapore (32%) 26% 11


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Corporate Social Responsibility O ur recent survey shows that hiring managers look to promote their Corporate Social Responsibility activities when attracting and retaining Generation Y. 41% currently provide CSR activities in their workplace and of those that don’t, 30% plan to introduce them next year. Not only is CSR well documented for being a strong driver for Millennials (fulfilling their desire to give back), it can also build employee morale and team spirit across an organisation by bringing people together to support a common cause. For a business, showing that you care can really give you the edge, while benefitting society as a whole. 12


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Flexibility matters H aving a good work-life balance is global workers surveyed in The Kelly Global also important to Generation Y, so it Workforce Index 2014, a good work-life isn’t surprising that 56% of all hiring balance ranks above a higher salary in terms of managers surveyed already offer schedule motivators to move job. Smart businesses will flexibility, with another 21% planning to take this into account. introduce this next year. In addition, flexible employment models (such as freelancers, temporary employees and contractors) are currently used by 41%, with 26% more planning to hire in this way. This addresses the preferred choice of many Generation Ys who would like to opt for a “portfolio career” where they WORK LIFE may possibly have a business of their own, or freelance alongside a more regular corporate role. Fewer businesses (37%) are actively seeking to encourage workplace flexibility and home working, yet this is another way companies can accommodate a better work-life balance. India leads the way in this department with 50% of hiring managers already offering the benefit. According to the majority of the 220,000+ 13


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: The desire to learn more and progress T he desire to develop and learn is feedback and praise for a job well done, and understandably strong amongst to know what’s next on the career horizon. Millennials. This is clearly evident in That said, rather than relying on stereotypical Kelly’s 2014 Global Workforce Index, which preferences to manage the expectations of demonstrates the candidate’s willingness to Generation Y, savvy managers will have regular forego a salary increase in preference for the appraisal related discussions (not just an annual opportunity to learn new skills. review) to establish what really matters to them 58% of hiring managers already offer and map out their own personal career journey. educational programmes as a way of attracting and/or retaining Generation Y. Australians currently lead the way in terms of their educational offering (with 70% already providing this benefit to their workforce), but it’s Malaysia that’s the most committed to Comparison of countries planning to introduce education programmes as a benefit to attract and retain Generation Y (Millennials). 26% 26% 16% 22% 28% 22% 32% 36% 19% 25% introducing more learning opportunities over rie s ou nt di a lC In Al a ala ys ia M str ali Au re ga po d Sin itz er lan Ru ce Fr an ss ia Sw educational programmes. rm an y in this area, although 50% already provide Ge other hand, show the least interest in expanding UK the next 12 months. UK hiring managers, on the A clear career path is also recognised as a key driver for Generation Y by 72% of hiring managers. Millennials like to receive regular 14


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: The role of technology and social media I t’s not only the offering that’s important, Switzerland is the most conservative with a the way we communicate and engage with mere 19% using gamification in the recruitment this group also warrants close attention. process, compared to 55% in India. And in Traditional attraction and engagement methods Switzerland 51% of hiring managers have no may need to be reconsidered as these digital plans to implement it when recruiting in future, natives may be more effectively reached in and neither do those in Australia. This could other, new ways. Move over print advertising; be a missed opportunity as only 4% of Swiss Snapchat and Periscope enter in. respondents reported not to be focussing on 58% of hiring managers agree that social media is important to Generation Y Surprisingly, only 58% of hiring managers agree that social media recruiting is important to Generation Y, and even less (47%) find mobile recruiting useful. A worrying 7% are not sure if mobile recruiting is even relevant, suggesting that there’s a lot more to learn when it comes to generational talent attraction. 7% of hiring managers are not sure that mobile is a relevant tool attracting Generation Y. And interestingly, Australia was the highest ranking participating country in the use of gamification for reward and retention, despite their lack of interest in utilising it as a tool in the hiring process. Gamification was the strategy employed by most for retention purposes of Generation Y, proving that technology has an important role to India has the strongest bias towards mobile and play in all areas of recruitment, from attraction social media, closely followed by Singapore, and retention solutions to the communication Malaysia and Australia. However, hiring and management of flexible teams. managers in the EMEA region do not seem as convinced, with Russia, France and Switzerland displaying the most apprehension. 15


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The 2020 Workplace / Kelly Services Attracting and Engaging Generation Y: Avoiding workplace segmentation M ost hiring managers recognise the allowing all employees to benefit from reward need to have a dedicated systems and an improved work-life balance. (different) approach to attracting Generation Y. But once Millennials are on board should they continue to treat them as special citizens, or manage them with a broad brush identical to everyone else? In an entrepreneurial age where many younger people are open to the idea of setting up business and working for themselves, and the opportunities available to them are expanding, Workplace segmentation can be problematic for all concerned there is an increased need for many businesses to focus on retaining young talent. The aim should be, however, to maintain effective ongoing engagement with this group, directly addressing their needs whilst simultaneously avoiding workplace segmentation. Silver workforce Generation Y For example, gamification reward processes are considered useful, as is workplace flexibility and home-working options. But to avoid segmentation, these retention tactics should be implemented across the organisation, 16


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The 2020 Workplace / Kelly Services The Silver Workforce: Harnessing the power of an ageing workforce O ver the last 25 years, the average retirement age. Others are choosing to semi- life expectancy across the globe has retire, switching to part-time roles or more risen by more than 6 years. In today’s consultancy based work. 1 most developed countries life expectancy has reached 80 years - and the rise is expected to continue. A study by Deloitte in 2013 revealed that 48% of Baby Boomers (those born during the post– World War II baby boom between the years 1946 and 1964) plan to keep working past the As the working population advances in age - the result of a healthier, more active lifestyle and better healthcare – businesses must now consider the role and potential of the silver workforce. age of 65, and 13% expect to work into their 70s.2 This scenario brings some challenges, but it also brings great opportunity with many believing the rise of the silver workforce holds the key to bridging the talent gap created by the critical skills shortage. So how are businesses responding to an increasingly ageing workforce? And are they doing enough to capitalise on the opportunities presented? Some in this age group realise they can’t afford to retire or simply aren’t ready to make the move, causing many to work past the traditional 1.The Lancet Medical Journal – December 2014. 2. Deloitte – Human Capital Trends 2013. 17


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The 2020 Workplace / Kelly Services The Silver Workforce: Harnessing the power of an ageing workforce The Kelly Hiring Manager Survey 2015 reveals the least convinced, with 17% in disagreement. that 52% of hiring managers predict a more Forbes also identifies Baby Boomers as loyal age-diverse workforce over the next 3-5 years, employees, but only if they feel involved. If their yet only 26% told us that they expected to contributions go unrecognised they are likely to employ more over 55s. Perhaps, the media rapidly disengage. 1 focus on Generation Y is masking the benefits of the silver workforce. But the skills and strengths possessed by the older generation are not to be overlooked. Those with the strongest intention of seeking out this demographic are in Germany (35%), Switzerland (33%) and the UK (32%). Whilst Do you expect more change when it comes to hiring an older workforce over the next 3-5 years? only 13% in Russia are likely to focus on this age group, with 44% here actually expecting to see less over 55s in the workplace. These 32% differing views are likely to be a reflection of 35% 27% 13% 33% 24% 31% 19% 26% 25% current unemployment rates or other cultural and economic factors. rie s ou nt lC di a In ia ala ys M lia Au str a re ga po d itz er lan ss ia Ru ce Fr an Sin Al 1.www.forbes.com – Multigenerational Workforce Sw loyal employees. Although those in Russia are Ge admit that Baby Boomers are often the most rm UK hunt out this demographic, a majority (69%) an y Despite modest figures overall to proactively 18


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The 2020 Workplace / Kelly Services The Silver Workforce: Harnessing the power of an ageing workforce A healthy 64% believe that this age According to the majority of hiring managers group also helps to reduce personnel globally, the biggest assets of the silver turnover, due to their propensity to workforce are their personal experience and stay longer with an organisation. The French are stability. 77% of all respondents concur that slightly less convinced, with 53% in agreement. these qualities are most frequently found There are, however, some areas which appear less clear-cut. For example, opinions are divided amongst older employees. Russia and India are in strongest agreement at 87%. as to whether the over 55s are easier to manage Russia that agree the least (63%), showing agree. Disagree 77% advocate at 82%. Interestingly though, it is more hard-working, although ultimately 49% 4% this is a key benefit; Germany being the biggest are undecided as to whether older workers are 77% professional experience, with 76% agreeing they are, but 22% think not. In addition, 35% Agree This is closely followed by Baby Boomers’ than other age groups. Overall 42% believe Baby Boomers offer companies more personal experience and stability that for them, personal experience is far more There is a much stronger vote in favour of their important. mentoring capability, with 68% citing this as a key benefit. Indian hiring managers are the most convinced (81%) with the French far less so (48%). Mentoring capability is a key rationale Agree Baby Boomers bring more professional experience to the table 76% 6% Disagree for employing older workers, particularly in roles that require a depth of technical know-how such as the chemicals industry. 19


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The 2020 Workplace / Kelly Services The Silver Workforce: An untapped source of labour T he survey findings show that the silver labour. workplace integration and productivity. The Kelly Global Workforce Index 2014 Mature workers can help to upskill less highlights the importance of understanding the experienced workers, satisfying Generation Y’s workplace attributes that are most attractive to demands for ongoing learning opportunities. prospective employees. And hiring managers And mature workers themselves may benefit should take note of these drivers when reaching from reskilling to boost confidence and ability. out to mature workers. Employer branding and This kind of investment is just one of the ways talent attraction communications may also need businesses can maximise the potential of an to be adapted to ensure the right message is ageing workforce. A workforce that is most One example of how age diversity can assist being created and delivered via the channels definitely here to stay. productivity can be seen at McDonald’s. They where this demographic is most active. workforce has a variety of unique skills and strengths to bring to the table, many of which may complement that of Generation Y. And as many of these qualities already appear to be widely accepted, it is surprising that only 26% of hiring managers intend to actively attract more of this age group over the next 3-5 years. report a 20% increase in performance in their outlets where 60 years+ workers are employed as part of a multigenerational workforce. And similar benefits have been reported by employers from all sectors and sizes. 4% 23% 26% Take time to find out what motivates older workers and how your business can best accommodate their needs. Consider alternative solutions in order to maximise the potential More With regards to hiring an older workforce (55+ years) over the next 3-5 years, do you expect more, less or no change in your company? No Change Less of an increasingly ageing workforce. Look The silver workforce, therefore, deserves much at a variety of flexible schedules, training or more attention than it currently gets, particularly reskilling, and possibly specifically tailored as their contribution has the potential to narrow roles. Discovering what makes them tick and the looming talent gap. Yet for many businesses responding appropriately will not only help with it appears to be a relatively untapped source of attraction and retention, it will also assist with 51% 20


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The 2020 Workplace / Kelly Services Conclusions: How will the 2020 workforce look? A focus on results not process Multidimensional The increasing desire to focus on output will mean companies will be looking for new ways to achieve better results. Businesses will have more diverse, well-rounded teams made up of multiple generations and nationalities. And don’t be surprised to see more women at the top Technology will be key A rise in workplace flexibility There is no doubt that technology will continue to play an important role in Work schedules will be much more flexible and there will be attraction and retention, as well as facilitating efficient more businesses incorporating virtual teams into their workforce. communications with mobile workers and assisting with knowledge sharing. 21


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The 2020 Workplace / Kelly Services Conclusions: What are the key drivers for Generation Y? Educational programmes A good work-life balance This is the biggest driver for Generation Y – even more As well as wanting a clear career path, Generation Y has a constant desire to learn more. Introduce new and exciting opportunities to avoid job roles becoming stagnant. so than salary. Flexible employment models can include part-time work, flexible schedules, contract roles, home working and virtual teams, amongst others. CSR activities A clear career path Corporate Social Responsibility is a big deal for Millennials, so focus on community instead of profit to appeal This is also recognised as a key motivator for young people. to this group. They want to make a difference Millennials want to know that there’s real potential for advancement and know that their company feels the same. and progression. And businesses should help them Look at different ways of incorporating CSR activities to realise their ambitions. into your business. Making a positive impact on society whilst improving your ethical reputation will boost your appeal amongst Generation Y. 22


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The 2020 Workplace / Kelly Services Conclusions: Are you embracing the silver workforce? T he rise of the silver workforce brings both challenge and opportunity. Businesses should look to engage better with older workers who can bring different skills and strengths to the workplace and help bridge the impending talent gap. What do Baby Boomers bring to the workplace? Consider tailored job roles Schedules, work patterns and responsibilities may need to be adjusted to better meet the needs of an older workforce. Rethink communications Listen, learn & take action Road-test your communication Spend time getting to know your methods to check they’re fit for mature workforce better in order to purpose. Messages may need to be understand what really motivates altered to appeal to mature workers them. Then take relevant action to and channels readdressed. meet their specific wants and needs. Reward and respect Respect is the path to engagement 1. Personal Experience and Stability (77%) 2. Professional Experience (76%) with this group. Show them they are valued as individuals by offering appropriate rewards. 3. Loyalty (69%) 4. Mentoring Capability (68%) 5. Reduced Personnel Turnover (64%) Be prepared to upskill & reskill As the talent gap expands, reskilling and upskilling becomes even more essential. Mature workers may benefit from training. And they can play an important role themselves in helping to upskill less experienced staff. Their mentoring capability is a huge asset here. 23


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The 2020 Workplace / Kelly Services Conclusions: Time to evolve your recruitment strategy T alk to your target audience(s) – throughout EMEA and APAC will be taking understand what brought them to over the next 5 years. you and what keeps them there. Review and refresh your employer brand regularly to ensure it reflects both who you are now as an organisation, and who you want to be. Consider creating an Employee Value Proposition (EVP) to ensure the right messages are based on a solid foundation that represents your company ethos. And when aiming for a more diverse workforce, make sure that your employer branding ticks all the right boxes, whilst avoiding clichéd stereotypes. and subsequent workplace productivity. Now’s the time to consider strengthening your How do you measure up? Are you as diverse workplace diversity to ensure your team is and inclusive an employer as you want and the best it can be. Ensuring your offering and need to be? Are you taking the right steps recruitment packages remain competitive and to future-proof your business against further appeal to the right target audience will help talent shortages? Are you ahead of the curve you achieve this success. in developing and promoting your employer brand to attract and engage your workforce? If not, it’s time to evolve your recruitment and For more expert help and advice, why not talk to Kelly and find out what your business could be doing to stay ahead of the game. engagement strategy. Track, analyse and learn from what works and what doesn’t within your own organisation, as well as what’s working for your competitors. Look at industry trends Seize the moment and embrace change. It’s coming anyway! and see what both big corporates and small start-ups are doing to protect and develop their workforce. Innovation’s not all about big budgets, it’s about creative thinking. And often small Kelly’s Hiring Manager Survey 2015 identifies what steps over 2000 hiring managers changes can make a profound difference to the success of your recruitment campaigns 24


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ABOUT THE KELLY HIRING MANAGER SURVEY The Kelly Hiring Manager Survey is an innovative new approach to uncovering the truth about talent acquisition, the hiring process and workforce and generations. Over 2,000 hiring managers across the Europe, the Middle East and Africa (EMEA) and Asia Pacific (APAC) regions responded to the survey between December 2014 and February 2015. The target group was approached through Kelly Services’ International Network and an international panel. The survey was conducted by Kelly Services. Data cleaned and structured by Intelligence Group. ABOUT KELLY SERVICES® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporaryto-hire, and direct-hire basis. Serving clients around the world, Kelly provides employment to more than 555,000 employees annually. Revenue in 2014 was $5.6 billion. Visit kellyservices.com for more information. Connect with us on Facebook, Twitter, LinkedIn and YouTube .


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