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kelly Global workforce indexENGAGING ACTIVE AND PASSIVE JOB SEEKERS 2Kelly Global Workforce Index3%10%19%ITALYPORTUGALHUNGARYTHE TOP FOUR FACTORS THAT ATTRACT TALENT64%62%58%84%Salary/benefits/financial incentivesWork/life balanceOpportunity for advancementTraining/development program12%LIKE TO ENGAGE WITH POTENTIAL EMPLOYERS VIA THE COMPANYS SOCIAL MEDIA NETWORK59%LIKE PERIODIC CONTACT, INCLUDING PHONE CALLS, E-MAILS AND MESSAGES, FROM POTENTIAL EMPLOYEES ABOUT RELEVENT WORK OPPORTUNITIESPREFERRED METHOD OF ENGAGEMENT (GLOBAL)11%LIKE TO PARTICIPATE IN POTENTIAL EMPLOYERS ONLINE TALENT COMMUNITIESTHE TOP 3 COUNTRIES WITH THE LEAST COMMITMENT TO CURRENT EMPLOYERS36% are more inclined to search for jobs via social media than through traditional methods (newspaper ads, online job boards, recruitment companies)25% secured work via online job boards17% have participated in an employers online talent community, of which 72% cite access to job opportunities as the biggest attractionSEARCHING FOR AND SECURING WORKJOB APPLICATIONS THE PREFERRED METHOD80% digital resume/application4% virtual (video/social media)16% traditional hardcopy resumeEMEAAPAC8%18%EMEAAPAC13%14%EMEAAPAC58%48%3Kelly Global Workforce Index4 Introduction: Uncovering Hidden Talent5 Engaging the Disengaged8 Connection and Conversation11 Enticing Talent18 Social Media and Career Networking25 Job Applications Digital, Virtual or Traditional?29 Online Job Boards Candidate Preferences33 Critical Factors in the Employment Decision37 Conclusion: Right Platform Right TargetCONTENTSThe Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas, EMEA and APAC regions responded to the 2014 survey. The topics covered in the 2014 KGWI survey include: EngagingActiveandPassive Job Seekers CareerDevelopment TheCandidateExperiencefrom Hiring to Onboarding WorkerPreferencesandWorkplace AgilityA total of 31 countries participated in the survey, utilizing 20 different languages. Results span workplace generations, as well as key industries and occupations. This first installment, on the topic, Engaging Active and Passive Job Seekers, examines the nature of the contemporary job search process from a candidates perspective. As well as those candidates that are openly looking for work, there are large numbers who are more covert in the way they approach the employment market. However, many employees have become disengaged from their work and this is adding to the challenge of identifying and enticing quality talent. In the digital world, it has become easier for enterprises to identify these hidden candidates and to connect with them in conversations about work and careers.The survey also looks at a wider range of non-financial factors that employees evaluate in any job choice decision and which for employers, can shift the balance in securing the best available talent.ThE KElly GlOBAl WORKfORCE INDEx 20144Kelly Global Workforce IndexINTRODuCTIONThe task of securing the top talent for any given position is often daunting and can be hampered by the difficulty in identifying the best possible candidates from a wide range of sources.What we know is that in addition to those who actively search for work, there is a significant portion that remains passive and hidden.However, these inactive jobseekers engage in a range of communications relating to work and community, and considerable effort goes into identifying the myriad ways their interest can be harnessed.The explosion of digital communications and social media means that there are now numerous ways that candidates can signal their readiness for a change of career or a job offer.Uncovering Hidden Talent5Kelly Global Workforce IndexEngaging the DisengagedThe current workforce is showing signs of disengagement from employers, which has implications for workplace performance and productivity, but also for the way that employers connect with prospective talent.6Kelly Global Workforce IndexGlobally, less than a third (31%) are totally committed to their current employer. While this level has remained consistent since 2012, it represents a sharp decline from 43% in 2010. Across EMEA and APAC, the highest levels of engagement are inDenmark(45%),Norway(42%),India and Indonesia (both 41%).The lowest levels of engagement are in Italy (3%), Hungary (10%), Portugal (19%), Thailand and Singapore (both 20%).how committed or engaged do you feel with your current employer? (% Totally Committed by Country)EmPlOyEE ENGAGEmENT01020304050GLOBALItalyHungaryPortugalThailandSingaporeAustraliaGermanyNew ZealandUnited KingdomChinaMalaysiaSwitzerlandNetherlandsFranceSwedenPolandRussiaIndonesiaIndiaNorwayDenmarkGLOBALItalyHungaryPortugalThailandSingaporeAustraliaGermanyNew ZealandUnited KingdomChinaMalaysiaSwitzerlandNetherlandsFranceSwedenPolandRussiaIndonesiaIndiaNorwayDenmark0%10%20%30%40%50%0%10%20%30%40%50%GLOBAL AVERAGE 31% GLOBAL AVERAGE 31% AUSTRALIACHINADENMARKFRANCEGERMANYHUNGARYITALYINDIAINDONESIAMALAYSIANETHERLANDSNEW ZEALANDNORWAYPOLANDPORTUGALRUSSIASINGAPORESWEDENSWITZERLANDTHAILANDUNITED KINGDOMAUSTRALIACHINADENMARKFRANCEGERMANYHUNGARYINDIAINDONESIAITALYMALAYSIANETHERLANDSNEW ZEALANDNORWAYPOLANDPORTUGALRUSSIASINGAPORESWEDENSWITZERLANDTHAILANDUNITED KINGDOM7Kelly Global Workforce IndexClosely tied to the notion of employee engagement is the issue of how valued employees feel by their employers.An employees perception about value, or worth, impacts on a host of workplace performance outcomes.Globally, 41% of employees feel valued at work, representing asignificantdeclinefrom45%in 2013 and 44% in 2012.Across EMEA and APAC, the highest levels are in Russia, Thailand and Indonesia, and the lowest in Italy, Portugal and France.To what degree do you feel that you are valued by your current employer? (% highly valued and Valued by Country) EmPlOyEE PERCEPTION Of VAluE TO EmPlOyER0%10%20%30%40%50%60%70%GLOBAL AVERAGE 41% 010203040506070GlobalItalyPortugalFranceDenmarkAustraliaHungaryUKNetherlandsNew ZealandSingaporePolandGermanySwedenSwitzerlandMalaysiaNorwayIndiaChinaIndonesiaThailandRussiaGlobalItalyPortugalFranceDenmarkAustraliaHungaryUKNetherlandsNew ZealandSingaporePolandGermanySwedenSwitzerlandMalaysiaNorwayIndiaChinaIndonesiaThailandRussiaAUSTRALIACHINADENMARKFRANCEGERMANYHUNGARYINDIAINDONESIAITALYMALAYSIANETHERLANDSNEW ZEALANDNORWAYPOLANDPORTUGALRUSSIASINGAPORESWEDENSWITZERLANDTHAILANDUNITED KINGDOM8Kelly Global Workforce IndexConnection and ConversationOrganisations invest in strategic approaches to help identify top talent in their industries. Investments in online job postings and the use of social media help to reach the broadest pool of job seekers. Targeting prospects with regular, personalised communications is also an effective technique to building an authentic connection with prospects.9Kelly Global Workforce IndexWhen candidates are asked about their preferences, the strongly favored method is for periodic contact1from employers about relevant work opportunities. This method is preferred inEMEA(58%)aheadofAPAC(48%).Participation in a firms social media network and its talent community is becoming more important, particularly in APAC where it is gathering momentum among candidates.Which of the following best describes how you would like to be engaged by a prospective employer? (% by Region)PREfERRED mEThOD Of ENGAGEmENT 1Periodic contact refers to phone calls, e-mails and messages.0%20%40%60%Receive updates on companys financial performanceParticipate in social events/networking opportunities with company employeesParticipate in the companys talent communityParticipate in the companys social media networkReceive periodic contact regarding work that fits my skill set and interestsEMEAAPACGlobal10Kelly Global Workforce IndexIt is worth noting that among the generations, while the use by firms of periodic contact with candidates is preferred by all generational groups, there are other forms of engagement that some individuals find appealing.For instance, participation in a companys social network is preferred by 13% of Gen Y and 11% of Gen X. Participation in a companys talent community is preferred by 12% of Gen Y and 11% of Gen X. Participation in social events and networking opportunities with company employees is preferred by 12% of Gen Y and 10% of Gen X.Interest in participating in a companys social media network, talent community and social events are best viewed as second-tier approaches, and would be effective supporting strategies to connect with active and passive job seekers.Which of the following best describes how you would like to be engaged by a prospective employer? (% by Generation)PREfERRED mEThOD Of ENGAGEmENT 0%20%60%80%40%Receive updates on companys financial performanceParticipate in social events/networking opportunities with company employeesParticipate in the companys talent communityParticipate in the companys social media networkReceive periodic contact regarding work that fits my skill set and interestsBaby BoomersGen XBaby BoomersGen Y11Kelly Global Workforce IndexEnticing TalentOnline talent communities are still a relatively new technique in talent pool management but they hold appeal in certain markets and are gaining traction. This study focused on employer/company-specific talent pools. An online talent community is an interactive forum where individuals interact with company representatives and other community members. They will be informed about the business as well as hear about potential job opportunities.12Kelly Global Workforce IndexExPERIENCE IN ONlINE TAlENT COmmuNITIESGlobally, 17% of workers say they have participated in employers online talent communities.The APAC region has some of the highest rates of direct experience with talent communities, particularly in Indonesia, Thailand and India.Participation by countries in EMEA, on the other hand, is generally below the global average, with the highest rates in Russia, Poland and Hungary. have you had any experience participating in an employers online talent community? (% yes by Country)GLOBAL AVERAGE 17% 0%5%10%15%20%25%30%35%40%0510152025303540GlobalFranceSwitzerlandGermanyDenmarkPortugalItalyNorwayNetherlandsSwedenAustraliaNZUKHungarySingaporePolandRussiaChinaMalaysiaIndiaThailandIndonesiaGlobalFranceSwitzerlandGermanyDenmarkPortugalItalyNorwayNetherlandsSwedenAustraliaNZUKHungarySingaporePolandRussiaChinaMalaysiaIndiaThailandIndonesiaAUSTRALIACHINADENMARKFRANCEGERMANYHUNGARYINDIAINDONESIAITALYMALAYSIANETHERLANDSNEW ZEALANDNORWAYPOLANDPORTUGALRUSSIASINGAPORESWEDENSWITZERLANDTHAILANDUNITED KINGDOM13Kelly Global Workforce IndexExPERIENCE IN ONlINE TAlENT COmmuNITIESWhile online talent communities are still to be widely adopted across the broader workforce, they are gathering pace, and its no surprise that the early adopters are the more tech-savvy, with approximately a quarter of those in the High Tech: Internet Services/Software Developmentsectorinvolved.There are also relatively high levels of experience in Business Services, and Energy.There is slower uptake among Utilities and Education.have you had any experience participating in an employers online talent community? (% yes by Industry)Experience in online talent communities by industryHigh Tech: Internet Services/Software Development (25%)Business Services (21%)Energy (21%) High Tech: Manufacturing (20%)Automotive (19%) Oil/Gas (19%)Financial Services & Insurance (19%)Retail (19%) Hospitality/Travel/Leisure (18%)Government (17%) Food & Beverage (17%)Transport & Distribution (17%)Chemical/Petrochemical (16%)Life Sciences (15%) Education (13%) Utilities (12%)14Kelly Global Workforce IndexThe advantages of online talent communities among those who have participated (17 per cent globally) largely centre on access to jobs, cited by almost three-quarters (72%).There is also an attraction to the close connection that is engendered with those possessing knowledge and expertise of the business, something that is not always easily accessible to outsiders.A total of 43% say they like learning more about a given company, 36% like to get that information from current and former employees, and35%liketheaccesstorelevantinformation on skills development.ADVANTAGES Of ONlINE TAlENT COmmuNITIESIf yes to the previous question*, what do you like most about participating in an online talent community? (% Globally, multiple responses allowed) * Have you had any experience participating in an employers online talent community? Access to trusted industry informationAccess to trusted career information/tipsAccess to relevant skill development informationLearning what it is like to work for a given company from current and former employeesLearning more about a given companyAccess to job opportunities0%20%60%80%40%15Kelly Global Workforce IndexThere is a high degree of interest among candidates in becoming involved in online talent communities.Globally,amongthe83%whohavenoexperience of online talent communities, 40% say they are either “very interested” or “interested” in becoming involved.The highest level of interest is in APAC countries, particularly India, China andIndonesiaallabove50%.In countries in EMEA, the highest levels of interest are in Poland, Hungary and Portugal.lEVEl Of INTEREST IN ONlINE TAlENT COmmuNITIESIf no experience with online talent communities, how interested would you be in participating? (% Very Interested and Interested by Country)GLOBAL AVERAGE 40% 0%10%20%30%40%50%60%70%010203040506070GlobalGermanyFranceSwitzerlandNew ZealandUKRussiaDenmarkAustraliaNorwaySwedenNetherlandsSingaporeItalyPortugalHungaryMalaysiaThailandPolandIndonesiaChinaIndiaGlobalGermanyFranceSwitzerlandNew ZealandUKRussiaDenmarkAustraliaNorwaySwedenNetherlandsSingaporeItalyPortugalHungaryMalaysiaThailandPolandIndonesiaChinaIndiaAUSTRALIACHINADENMARKFRANCEGERMANYHUNGARYINDIAINDONESIAITALYMALAYSIANETHERLANDSNEW ZEALANDNORWAYPOLANDPORTUGALRUSSIASINGAPORESWEDENSWITZERLANDTHAILANDUNITED KINGDOM16Kelly Global Workforce IndexInterest in online talent communities is highest among Gen Y. Of those with no experience with talent communities (83%globally),44%ofGenYexpressa desire to become involved.A total of 42% of Gen X are similarly interested in being involved and even one-third of Baby Boomers want to take part, suggesting a fertile area for employers who are seeking to gain exposure to prospective employees.lEVEl Of INTEREST IN ONlINE TAlENT COmmuNITIESIf no experience with online talent communities, how interested would you be in participating? (% Very Interested and Interested by Generation, globally)33% Baby Boomers42% Gen X44% Gen Y17Kelly Global Workforce IndexAmong those who have not had
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