The 2020 Workplace

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Information about The 2020 Workplace

Published on September 29, 2015

Author: thetalentproject

Source: slideshare.net

1. 20152015 The 2020 Workplace

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

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

4. The 2020 Workplace / Kelly Services 4 The 2020 Workplace: A lot can happen in five years I n the scheme of things, five years isn’t really a long time – yet over that time a great deal can happen. In the space of five years the 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. 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. And as marketplaces shift and socioeconomic landscapes alter, so too must our recruitment practices. 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.

5. The 2020 Workplace / Kelly Services 5 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. Hiring managers in India came out as the most unanimous in their desire to attract a more multinational workforce with 70% looking for a more diverse mix of nationalities over the next 3-5 years. In contrast, the majority of hiring managers in Russia (64%) and France (58%) expect to see no change at all in this area. When it comes to embracing generational diversity, Malaysia lead the pack with 64% 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. 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 focus on generational talent attraction in 2015, the majority are biased towards Generation Y. This could suggest that Millennials are currently considered to be of most value in today’s workplace, or simply that hiring managers believe their current recruitment practice does not resonate effectively with this group. Then, comes the topic of gender. In 5 years’ time, are we likely to see more women at the top of the career ladder? Well, 52% of hiring managers expect no change in gender split, but a healthy 42% anticipate an increase of women in leadership roles by 2020. Leaving only 6% expecting to see less women at the top. 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? 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. UKGerm any France RussiaSw itzerland Allcountries Singapore Australia M alaysia India More No Change Less 52% 52% 44% 4% 44% 54% 48% 45% 44% 53% 55% 64% 61%

6. The 2020 Workplace / Kelly Services 6 The 2020 Workplace: A multidimensional workforce I nterestingly though, when it comes to gender, there’s a marked difference between mature and developing markets. In the UK, for example, only 33% expect to see more women at the top in contrast to 68% in India. Perhaps it’s because gender equality has already come a long way in the more mature markets, so hiring managers expect less change, or is it because they believe gender equality is a harder (longer- term) nut to crack than the 5 year window under the spotlight? In most areas, it appears hiring managers across APAC are seeking to implement more change in their workplace than their EMEA counterparts. Given the different economic make-up and maturity of the staffing markets in these regions, this change could be driven by a needs-must skills shortage scenario. Or perhaps it is motivated by genuine workplace preferences and a vision to create a more multidimensional workforce by 2020. We’ve already seen that 56% of hiring managers have no plan to focus their talent attraction by generation in 2015, yet the majority expect to see a more multigenerational workforce in 5 years’ time. The question is then, do companies actually need to look in different places to attract people from different generations in order to enrich their workplace diversity, or do they expect it to happen naturally? 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 must be well road-tested to make sure they’re fit for purpose. Here, employer branding and Employee Value Propositions (EVPs) will also come into play if target groups are to feel they’ll be a good cultural fit for the organisation. UK Germ any France Russia Sw itzerland Singapore Australia M alaysia IndiaAllCountries 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. 33% 34% 39% 41% 35% 44% 39% 46% 68% 42%

7. The 2020 Workplace / Kelly Services 7 The 2020 Workplace: The rise in workplace flexibility 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. Overall, the majority of hiring managers (55%) are seeking to achieve more workplace flexibility over the next 3-5 years. Schedule flexibility appears to be the most popular area of change here, with 52% of all hiring managers planning to incorporate this arrangement into their workplace. Overall, 35% expect to see more job shares, but there are many in Russia (61%) and France (60%) that predict no change at all on this front. Similarly, the inclusion of part-time roles is expected by 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, indicating that businesses are looking for new ways to succeed. Forward-thinking organisations will empower employees and crowdsource ideas across all areas of the workforce for more rounded business solutions. That’s to say, companies are becoming less prescriptive about how and where work is delivered, so long as outputs remain consistently high - or maybe become even higher due to a more motivated workforce. UKUK Germ any Germ any France France Russia RussiaSw itzerland Sw itzerland Singapore Singapore Australia Australia M alaysia M alaysia India India AllCountries AllCountries Comparison of countries who expect to see more change in their company when it comes to schedule flexibility over the next 3-5 years. Comparison of countries who expect to see more change in their company when it comes to workplace flexibility over the next 3-5 years. 44% 47% 60% 56% 48% 45% 57% 60% 53% 51% 52% 58% 48% 57% 52% 55% 55% 68% 52% 55%

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

9. Placing the spotlight on MillennialsAttracting and Engaging Generation Y: A s companies embrace a more multidimensional workforce, the group that’s predicted to receive the most attention over the next 3-5 years is Generation Y. The general consensus is that this group (who are 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. 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% 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 group either, with 82% opting against any sort of generationally biased talent attraction. Interestingly though, 55% of Australians expect to see a more diverse mix of generations in their workplace over the next 3-5 years. The 2020 Workplace / Kelly Services 9 Click here for corporate responsibility Work from home APPLY NOW Education programmes

10. The 2020 Workplace / Kelly Services 10 Attracting and Engaging Generation Y: Enhance your offering F un contests and incentives are utilised by 42% of hiring managers to attract more Generation Ys. This is particularly popular in India, with a whopping 60% employing this tactic, whilst 40% of Indian companies also intend to introduce sports facilities on site over the next 12 months. 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 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 Y to work for them. Whilst other countries list bonus schemes, gifting, travel incentives, health benefits, youth councils, social events and exposure to the latest technology as additional perks. 56% Malaysian companies plan to provide creative office designs to attract Millennials Indian companies plan to introduce sports facilities onsite in the next year Russian companies take Generation Y’s high salary demands into consideration 40% 60% 77%

11. The 2020 Workplace / Kelly Services 11 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 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. Switzerland (66%) Top countries already providing Top countries planning to provide Australia (50%) Australia (70%) Malaysia (36%) India (50%) India (38%) Malaysia (37%) Malaysia (40%) Malaysia (34%) Malaysia (39%) Malaysia (36%) India (36%) India (40%) India (66%) India (46%) Singapore (33%) Singapore (32%) India (38%) India (55%) India (50%) India (50%) India (64%) Singapore (46%) Switzerland (33%) Germany (33%) Malaysia (33%) Malaysia (44%) Malaysia (32%) Malaysia (32%) Russia (52%) Russia (67%) Germany (40%) Malaysia (33%) UK (40%) India (28%) India (38%) India (32%) India (35%) India (32%) Malaysia (33%) Malaysia (30%) SCHEDULE FLEXIBILITY Percentage of those across ALL COUNTRIES who ALREADY PROVIDE Percentage of those across ALL COUNTRIES who PLAN TO PROVIDE WORKPLACE FLEXIBILITY FLEXIBLE EMPLOYMENT ONSITE SPORTS FACILITIES CREATIVE OFFICE DESIGN GAMIFICATION APPLICATION / REWARD PROCESS CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES EDUCATION PROGRAMMES FUN CONTESTS / INCENTIVES 56% 58% 37% 56% 41% 41% 42% 24% 29% 34% 30% 26% 26% 25% 22% 26% 27% 27% 21% What benefits/activities does your company provide or is planning to provide to attract and retain Generation Y (Millenials)?

12. The 2020 Workplace / Kelly Services 12 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.

13. The 2020 Workplace / Kelly Services 13 Attracting and Engaging Generation Y: Flexibility matters H aving a good work-life balance is also important to Generation Y, so it isn’t surprising that 56% of all hiring managers surveyed already offer schedule flexibility, with another 21% planning to 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 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+ global workers surveyed in The Kelly Global Workforce Index 2014, a good work-life balance ranks above a higher salary in terms of motivators to move job. Smart businesses will take this into account. WORK LIFE

14. T he desire to develop and learn is understandably strong amongst Millennials. This is clearly evident in Kelly’s 2014 Global Workforce Index, which demonstrates the candidate’s willingness to forego a salary increase in preference for the opportunity to learn new skills. 58% of hiring managers already offer 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 introducing more learning opportunities over the next 12 months. UK hiring managers, on the other hand, show the least interest in expanding in this area, although 50% already provide educational programmes. A clear career path is also recognised as a key driver for Generation Y by 72% of hiring managers. Millennials like to receive regular feedback and praise for a job well done, and to know what’s next on the career horizon. That said, rather than relying on stereotypical preferences to manage the expectations of Generation Y, savvy managers will have regular appraisal related discussions (not just an annual review) to establish what really matters to them and map out their own personal career journey. The 2020 Workplace / Kelly Services 14 Attracting and Engaging Generation Y: The desire to learn more and progress UK Germ any France Russia Sw itzerland Singapore Australia M alaysia IndiaAllCountries 26%26% 22% 16% 22% 28% 19% 36% 32% 25% Comparison of countries planning to introduce education programmes as a benefit to attract and retain Generation Y (Millennials).

15. The 2020 Workplace / Kelly Services 15 Attracting and Engaging Generation Y: The role of technology and social media I t’s not only the offering that’s important, the way we communicate and engage with this group also warrants close attention. Traditional attraction and engagement methods may need to be reconsidered as these digital natives may be more effectively reached in other, new ways. Move over print advertising; Snapchat and Periscope enter in. 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. India has the strongest bias towards mobile and social media, closely followed by Singapore, Malaysia and Australia. However, hiring managers in the EMEA region do not seem as convinced, with Russia, France and Switzerland displaying the most apprehension. Switzerland is the most conservative with a mere 19% using gamification in the recruitment process, compared to 55% in India. And in Switzerland 51% of hiring managers have no plans to implement it when recruiting in future, and neither do those in Australia. This could be a missed opportunity as only 4% of Swiss respondents reported not to be focussing on 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 play in all areas of recruitment, from attraction and retention solutions to the communication and management of flexible teams. of hiring managers agree that social media is important to Generation Y of hiring managers are not sure that mobile is a relevant tool 58% 7%

16. The 2020 Workplace / Kelly Services 16 Attracting and Engaging Generation Y: Avoiding workplace segmentation Silver workforce Generation Y M ost hiring managers recognise the need to have a dedicated (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, 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. 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, allowing all employees to benefit from reward systems and an improved work-life balance. Workplace segmentation can be problematic for all concerned

17. The Silver Workforce: Harnessing the power of an ageing workforce The 2020 Workplace / Kelly Services 17 O ver the last 25 years, the average life expectancy across the globe has risen by more than 6 years.1 In today’s most developed countries life expectancy has reached 80 years - and the rise is expected to continue. 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. 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. retirement age. Others are choosing to semi- retire, switching to part-time roles or more consultancy based work. 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 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? 2. Deloitte – Human Capital Trends 2013.

18. The Kelly Hiring Manager Survey 2015 reveals that 52% of hiring managers predict a more age-diverse workforce over the next 3-5 years, yet only 26% told us that they expected to employ more over 55s. Perhaps, the media 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 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 differing views are likely to be a reflection of current unemployment rates or other cultural and economic factors. Despite modest figures overall to proactively hunt out this demographic, a majority (69%) admit that Baby Boomers are often the most loyal employees. Although those in Russia are the least convinced, with 17% in disagreement. Forbes also identifies Baby Boomers as loyal employees, but only if they feel involved. If their contributions go unrecognised they are likely to rapidly disengage. 1 1.www.forbes.com – Multigenerational Workforce The 2020 Workplace / Kelly Services 18 The Silver Workforce: Harnessing the power of an ageing workforce UK Germ any France Russia Sw itzerland Singapore Australia M alaysia India AllCountries 32% 35% 27% 13% 33% 31% 24% 19% 25% 26% Do you expect more change when it comes to hiring an older workforce over the next 3-5 years?

19. A healthy 64% believe that this age group also helps to reduce personnel turnover, due to their propensity to stay longer with an organisation. The French are slightly less convinced, with 53% in agreement. There are, however, some areas which appear less clear-cut. For example, opinions are divided as to whether the over 55s are easier to manage than other age groups. Overall 42% believe they are, but 22% think not. In addition, 35% are undecided as to whether older workers are more hard-working, although ultimately 49% agree. There is a much stronger vote in favour of their 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 for employing older workers, particularly in roles that require a depth of technical know-how such as the chemicals industry. According to the majority of hiring managers globally, the biggest assets of the silver workforce are their personal experience and stability. 77% of all respondents concur that these qualities are most frequently found amongst older employees. Russia and India are in strongest agreement at 87%. This is closely followed by Baby Boomers’ professional experience, with 76% agreeing this is a key benefit; Germany being the biggest advocate at 82%. Interestingly though, it is Russia that agree the least (63%), showing that for them, personal experience is far more important. The 2020 Workplace / Kelly Services 19 The Silver Workforce: Harnessing the power of an ageing workforce Baby Boomers bring more professional experience to the table Baby Boomers offer companies more personal experience and stability Agree Agree Disagree Disagree77% 76% 77% 6% 4%

20. The 2020 Workplace / Kelly Services 20 The Silver Workforce: An untapped source of labour T he survey findings show that the silver 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. One example of how age diversity can assist productivity can be seen at McDonald’s. They 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. The silver workforce, therefore, deserves much more attention than it currently gets, particularly as their contribution has the potential to narrow the looming talent gap. Yet for many businesses it appears to be a relatively untapped source of labour. The Kelly Global Workforce Index 2014 highlights the importance of understanding the workplace attributes that are most attractive to prospective employees. And hiring managers should take note of these drivers when reaching out to mature workers. Employer branding and talent attraction communications may also need to be adapted to ensure the right message is being created and delivered via the channels where this demographic is most active. 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 of an increasingly ageing workforce. Look at a variety of flexible schedules, training or reskilling, and possibly specifically tailored roles. Discovering what makes them tick and responding appropriately will not only help with attraction and retention, it will also assist with workplace integration and productivity. Mature workers can help to upskill less experienced workers, satisfying Generation Y’s demands for ongoing learning opportunities. And mature workers themselves may benefit from reskilling to boost confidence and ability. This kind of investment is just one of the ways businesses can maximise the potential of an ageing workforce. A workforce that is most definitely here to stay. 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? More No Change Less 26% 51% 23% 4%

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

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

23. 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? 1. Personal Experience and Stability (77%) 2. Professional Experience (76%) 3. Loyalty (69%) 4. Mentoring Capability (68%) 5. Reduced Personnel Turnover (64%) Rethink communications Consider tailored job roles Reward and respect Be prepared to upskill reskill Listen, learn take action The 2020 Workplace / Kelly Services 23 Conclusions: Are you embracing the silver workforce? Road-test your communication methods to check they’re fit for purpose. Messages may need to be altered to appeal to mature workers and channels readdressed. Schedules, work patterns and responsibilities may need to be adjusted to better meet the needs of an older workforce. Respect is the path to engagement with this group. Show them they are valued as individuals by offering appropriate rewards. 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. Spend time getting to know your mature workforce better in order to understand what really motivates them. Then take relevant action to meet their specific wants and needs.

24. T alk to your target audience(s) – understand what brought them to 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. Seize the moment and embrace change. It’s coming anyway! Kelly’s Hiring Manager Survey 2015 identifies what steps over 2000 hiring managers throughout EMEA and APAC will be taking over the next 5 years. How do you measure up? Are you as diverse and inclusive an employer as you want and need to be? Are you taking the right steps to future-proof your business against further talent shortages? Are you ahead of the curve in developing and promoting your employer brand to attract and engage your workforce? If not, it’s time to evolve your recruitment and 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 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 changes can make a profound difference to the success of your recruitment campaigns and subsequent workplace productivity. Now’s the time to consider strengthening your workplace diversity to ensure your team is the best it can be. Ensuring your offering and recruitment packages remain competitive and appeal to the right target audience will help you achieve this success. 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. Conclusions: The 2020 Workplace / Kelly Services 24 Time to evolve your recruitment strategy

25. 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, temporary- to-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. 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.

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