Q3 2013 Global Talent Market Quarterly

Global Talent Market QuarterlyTHIRD QUARTER l 2013

Global Talent Market Quarterly

CONTENTS

3 Global Economic Situation •Briefing

•Outlook

6 Global Labor Market Update •Americas

•EMEA

•APAC

•GlobalLaborMarketSpotlight

•LegislativeUpdate

12 U.S. Labor Market Overview •CurrentEmploymentConditions

•SupplyandDemand

•LaborMarketSpotlight

16 Workforce Solutions Industry Insight •IndependentandInternationalContractors

•Howeffectiveareyourtalentmanagementstrategies?

•2013KGWI–PerformanceBasedPay

•KellyKnowledge

Global Economic SituationTHIRD QUARTER l 2013

GLOBAL ECONOMIC BRIEFING

Global economic growth remains sluggish in 2013, constrained by ongoing poli?cal and fiscal issues in key areas including the U.S., Eurozone, and China. A soV recovery is expected to take hold in the coming months, with global growth set to accelerate in 2014.

Source: IHS Global Insight (July 2013) 4

AMERICAS Subdued but accelera:ng growth is forecast for the region through 2015. Brazil, Mexico, and other La:n American markets are expected to drive regional growth, while the U.S. and Canada will see more moderate expansion.

EMEA Significant challenges to growth persist in the region, with many Eurozone markets ba]ling recessionary condi:ons, and poli:cal and social turmoil con:nuing in the Middle East. Growth outlooks for some of the mature economies, including Germany and the U.K., are more favorable.

APAC The APAC region is expected to con:nue to lead global growth, driven by strong domes:c demand in Southeast Asia. China’s economy has shown signs of weakness in 2013, but growth will s:ll be high by global standards. Moderate growth rates are projected for the developed APAC economies (Australia/NZ, Japan).

2.5% 2.5%

3.5% 4.0%

4.7% 4.7%

5.4% 5.8%

-‐0.5% -‐0.7%

0.6%

1.3%

2.7% 3.0%

3.8% 4.2%

2.2% 1.6%

2.7%

3.5%

-‐2%

-‐1%

0%

1%

2%

3%

4%

5%

6%

7%

2012 (e) 2013 (p) 2014 (p) 2015 (p)

REAL GDP GROWTH BY REGION, 2012-‐2015 (p)

World APAC Eurozone La?n America U.S.


BACK TOTABLE OF CONTENTS

ECONOMIC OUTLOOK

Key emerging markets, while still leading global economic growth, have shown some softness in recent months. Meanwhile, the outlook in many of the large developed economies is brighter; these mature countries are expected to support global expansion in the short term.

-2% 0% 2% 4% 6% 8% 10%

Italy

France

Germany

U.K.

U.S.

Canada

Japan

Australia

Brazil

Russia

India

China

REAL GDP GROWTH RATES, SELECTED MARKETS Ranked by 2013(p) growth

2013(p)

2014(p)

2015(p)

5

Global GDP Growth 2013(p): 2.5%

Sources: IHS Global Insight (July 2013); Reuters, 06.18.13

EMERGING MARKETS CHINA’s economy is facing challenges from falling exports and the need for structural

reforms. Growth is forecast at 7.5% in 2013—disappointing by China’s standards but still among the highest in the world—with strengthening seen through 2015.

Economic growth in INDIA is rebounding after a sharp deceleration in 2012. Boosting investment, continuing structural reforms, and favorable monetary policy are critical components of India’s return to historical growth rates.

RUSSIA’s economic engine is slowing in 2013, amid weaker demand and lower prices for exports, particularly natural resources. Acceleration is expected in 2014.

In BRAZIL, the global economic climate continues to constrain exports and high inflation is undermining consumer purchasing power, limiting GDP growth. Increased investment and infrastructure spending are expected to help drive the economy.

DEVELOPED ECONOMIES AUSTRALIA’s growth prospects for 2013 have been subdued by the domestic mining

sector slowdown, weakness in China and ongoing European troubles. Economic activity is expected to gradually accelerate over the next two years.

Aggressive monetary stimulus and strong consumer spending has lifted JAPAN’s economic momentum in 2013. Future growth will be limited by the ongoing structural shift from manufacturing to services, as well as demographic challenges.

Economic growth in North America is expected to be moderate but improving in the short term, with domestic headwinds limiting growth in both the U.S. and CANADA.

Weak but accelerating growth is forecast for the U.K. and GERMANY, and the Eurozone economy has begun to stabilize. Still, recessionary conditions have expanded to some northern markets including the NETHERLANDS, BELGIUM, and FINLAND, and contractions in the southern periphery will extend through mid-2014.



Global Labor Market UpdateTHIRD QUARTER l 2013

GLOBAL LABOR MARKET UPDATE: AMERICAS

Although some headwinds remain in 2013, the outlook is largely posi?ve for labor markets in the Americas, as an improving economic forecast supports con?nued hiring ac?vity. Unemployment is expected to con?nue to fall in most key markets.

Sources: IHS Global Insight (July 2013); Reuters, 06.21.13; Toronto Star, 07.06.13

7

UNITED STATES Job crea:on was rela:vely strong in the first half of 2013, and the unemployment rate has held steady despite an increased labor force. The labor market outlook for the rest of 2013 is posi:ve, but the extent of improvement remains highly dependent upon macroeconomic trends.

BRAZIL Slower economic growth has diminished the pace of hiring in Brazil, but the unemployment rate s:ll remains at or near record lows as businesses con:nue to retain workers in an:cipa:on of an economic rebound.

CANADA Hiring has been fairly sluggish in 2013 as s:mulus efforts come to an end and the housing market has slowed. Employment growth is expected to stay muted through the end of the year before accelera:ng in the near term.

MEXICO Moderate economic growth and labor market reforms that allow for more hiring and firing flexibility will con:nue to generate demand for new workers. As a result, formal employment growth is expected to accelerate.

8.1% 7.6%

7.2%

6.6%

5.5% 5.6% 5.5% 5.4%

7.3% 7.1% 7.0% 6.6%

5.0% 5.0%

4.4% 4.3%

3%

4%

5%

6%

7%

8%

9%

2012 2013 (e) 2014 (p) 2015 (p)

AVERAGE ANNUAL UNEMPLOYMENT RATE

U.S. Brazil Canada Mexico



GLOBAL LABOR MARKET UPDATE: EMEA

The employment situa?on in many EMEA countries is expected to remain challenging in the short-‐ to medium-‐term, par?cularly in the Eurozone as it struggles to climb out of recession. Labor market bright spots include the U.K. and Germany.

Sources: IHS Global Insight (July 2013); Reuters, 06.12.13, 06.26.13

8

GERMANY The German labor market con:nues to outperform most others in the region, and renewed economic growth should drive down unemployment even further during the remainder of 2013 and beyond.

FRANCE Unemployment remains at a record high level in France, with further deteriora:on predicted through 2014, as ongoing weak business and consumer ac:vity is expected to weigh on employment crea:on.

UNITED KINGDOM A more favorable economic outlook is boos:ng the forecast for the U.K. labor market. Private sector job growth is expected to be slow but steadily increasing, nudging the unemployment rate down in the coming years.

RUSSIA The gradual pace of declining unemployment is expected to persist in the coming years, as the private sector will create jobs but demographic issues and public sector :ghtening are expected to limit employment growth.

6.8% 6.8% 6.6% 6.3%

10.2% 10.9% 11.2% 11.1%

7.9% 7.8% 7.6% 7.3%

5.5% 5.4% 5.2% 5.0%

3%

4%

5%

6%

7%

8%

9%

10%

11%

12%

2012 2013 (e) 2014 (p) 2015 (p)


Germany France U.K. Russia



GLOBAL LABOR MARKET UPDATE: APAC

Employment prospects vary across APAC countries, as labor markets con?nue to adjust to the challenging global economic climate and slowdowns in key markets including China, India, and Australia.

Sources: IHS Global Insight (July 2013) ; Xinhua Economic News Service, 07.16.13; Times of India, 06.11.13; India Infoline, 06.21.13; Nikkei Weekly, 07.01.13; Market News Interna:onal, 06.28.13

9

CHINA China’s labor market remained rela:vely stable in the first half of 2013 despite a slowdown in the economy. Maintaining a steady pace of job crea:on going forward will be cri:cal, par:cularly in light of the record-‐high of nearly 7 million college students entering the workforce this year.

JAPAN The jobless rate has remained steady and employment demand con:nues to improve, par:cularly in professional and consumer-‐related sectors, underscoring the view that the Japanese economy is steadily recovering.

INDIA Unemployment remains high and job crea:on has stagnated, as employers have been hesitant to hire in the face of lower domes:c and global growth. The employment outlook is brightest for the trade and services sectors.

AUSTRALIA Vola:le hiring trends and a climbing unemployment rate suggest that the Australian labor market is struggling to adjust to the slowdown in the mining sector. Demand for workers will improve as the economic picture brightens.

4.1% 4.1% 4.0% 3.9%

4.3% 4.2% 4.2% 4.3%

8.8% 8.6% 8.3%

7.9%

5.2% 5.6% 5.5%

4.9%

3%

4%

5%

6%

7%

8%

9%

2012 2013 (e) 2014 (p) 2015 (p)


China Japan India Australia



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GLOBAL LEGISLATIVE UPDATE

As tradi?onal and rigid views on employment are replaced by a growing acceptance of more agile workstyles, countries con?nue to implement legisla?on making labor markets more flexible and manda?ng equal treatment for all workers. Other significant recent legisla?ve ac?on addresses issues related to health benefits, immigra?on, and employee training.

Sources: SIA Daily News, 05.15.13, 06.21.13, 07.02.13; SIA ROW Legs & Regs Advisor, May 2013; SIA WE Legs & Regs Advisor, April 2013; SHRM, 04.15.13; Lexology, 07.02.13

11

VIETNAM A new regula:on recognizes and provides rules for the prac:ce of temporary labor provision. Temporary staffing will only be permi]ed in 17 fields, and only for a maximum period of 12 months. The law also introduces a pay equality requirement for temporary workers.

PHILIPPINES Two new labor laws give workers more say in how they are treated. The first mandates that employers, employees and the government be involved in sesng na:onal labor policies. The second law requires concilia:on, or media:on and arbitra:on sessions, in all labor disputes.

SOUTH AFRICA Parliament voted to require employers to treat all temporary, fixed-‐contract and part-‐:me workers on an equal basis aier three months. In protest to the ruling, the Congress of South African Trade Unions has called for a ban on temporary labor.

BRAZIL New resolu:ons will streamline work-‐visa applica:on procedures and create new work visas for graduate students. The new laws are intended to a]ract high-‐skilled foreign workers to help ease talent shortages in key areas.

FRANCE Parliament passed a significant labor reform which includes measures to make it easier for workers to change jobs and for companies to dismiss employees. The reform allows companies to temporarily cut workers' salaries or hours during :mes of economic difficulty.

GERMANY Three collec:ve agreements will gradually raise pay for temporary agency workers in the following sectors: tex:le/clothing, railway/ transport, and wood/plas:cs. The agreements came into force in April 2013 and will be valid un:l December 2017.

U.S. Penal:es for employers who do not provide health insurance for their workers as mandated by the Affordable Care Act will now take effect in 2015, rather than in 2014.

MEXICO Under an addi:onal amendment to the federal labor law, Mexico employers must implement training programs for employees or face fines. Employers have un:l September 15, 2013, to come into full compliance. The new federal labor law, which came into effect in late 2012, makes hiring and firing easier in an effort to encourage labor market flexibility.



U.S. Labor Market OverviewTHIRD QUARTER l 2013

SOLID EMPLOYMENT GAINS IN H1 2013 The U.S labor market con:nued to create jobs at a healthy pace in June, with employers adding 195,000 workers to their payrolls, similar to the revised employment growth figures posted in the previous two months. Over the first half of 2013, the country has added more than 1.2 million jobs.

The unemployment rate, which was 7.6% in June, has remained largely unchanged over the past few months. However, the U.S. labor force grew by more than 800,000 people in the second quarter of 2013, sugges:ng that the economy finally may be genera:ng enough jobs to absorb addi:onal workers.

Consumer-‐driven sectors including retail trade and leisure/hospitality helped drive job gains in the first half. Professional and business services employment also grew strongly, accoun:ng for nearly a third of jobs added since January. The sequester has kept federal government employment on a nega:ve trend, with a loss of 46,000 jobs so far in 2013.

U.S. EMPLOYMENT CONDITIONS

EMPLOYMENT OVERVIEW

13 Source: U.S Bureau of Labor Sta:s:cs; IHS Global Insight

U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE

6.0

7.0

8.0

9.0

10.0

0

100

200

300

400

Jun

11

Jul 1

1 Au

g 11

Se

p 11

O

ct 1

1 N

ov 1

1 De

c 11

Ja

n 12

Fe

b 12

M

ar 1

2 Ap

r 12

May

12

Jun

12

Jul 1

2 Au

g 12

Se

p-‐12

O

ct-‐1

2 N

ov-‐1

2 De

c-‐12

Ja

n 13

Fe

b 13

M

ar 1

3 Ap

r 13

May

13

Jun

13 Une

mploy

men

t Rate (%

)

Employ

men

t (00

0s)

Total non-‐farm employment growth Unemployment rate

WILL THE POSITIVE TRENDS CONTINUE? In the first half of 2013, unemployment con:nued to edge down and job crea:on finally reached the benchmark level of 200,000 per month, a rather resilient performance considering the substan:al economic headwinds both in the U.S. and globally. A cri:cal ques:on is whether the country’s employers will be able to sustain the pace of hiring in the second half of the year. IHS Global Insight predicts that the U.S. economy will add 2.1 million jobs overall in 2013, sugges:ng somewhat slower gains in the second half, but employment growth is forecast to gain trac:on in 2014 and 2015 as the economy picks up speed.

JAN FEB MAR APR MAY JUN

Total non-‐farm employment growth 148K 332K 142K 199K 195K 195K

Private sector employment growth 164K 319K 188K 157K 207K 202K

Unemployment rate 7.9% 7.7% 7.6% 7.5% 7.6% 7.6%



U.S. LABOR MARKET: SUPPLY AND DEMAND

“Labor demand in the first half of this year has been disappoin:ng.”

— June Shelp, Vice President, The Conference Board, July 3, 2013

14

U.S. MARKET -‐ MONTHLY LABOR DEMAND VS. LABOR SUPPLY

Sources: Conference Board Help Wanted OnLine, Bureau of Labor Sta:s:cs

Une

mploy

ed W

orkers

(in th

ousand

s)

Online Job Ad

s (in

thou

sand

s)

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

Jan

09

Apr 0

9 Ju

l 09

Oct

09

Jan

10

Apr 1

0 Ju

l 10

Oct

10

Jan

11

Apr 1

1 Ju

l 11

Oct

11

Jan

12

Apr 1

2 Ju

l 12

Oct

12

Jan

13

Apr 1

3

# of Unemployed Workers # of Online Job Ads

JOB DEMAND UNEVEN IN H1 2013 Demand for workers has been somewhat vola:le in the first half of 2013, with gains in June, April, and January offset by declines in job ads in the other months. Overall, online job ad growth has averaged just over 800 per month thus far in 2013. The supply/demand ra:o stands at 2.4, meaning that there are more than two unemployed workers in the U.S. for each online vacancy. S:ll, labor demand is near 5 million ads, close to an all-‐:me high and above the pre-‐recession peak of 4.3 million.

PROFESSIONAL DEMAND HIGH BUT SLOWING Online demand has declined slightly this year for many high-‐wage professional occupa:ons, including healthcare, architecture, business and finance, and computer workers. S:ll, the talent balance is very :ght for professional jobs, as most of these occupa:ons have supply/demand ra:os of less than one. Construc:on, educa:on, legal, food service, and transporta:on jobs have been among the leaders in demand growth in the first half of 2013.



U.S. LABOR MARKET SPOTLIGHT: STEM TALENT SHORTAGES

15 Sources: EMSI, May 28, 2013; New York Times, May 22, 2013; American Society for Engineering Education; How to Find (and Keep) STEM Talent, Kelly Services

41%

ENOUGH STEM WORKERS? Is there a shortage of STEM (science, technology, engineering and math) workers in the United States? A recent report by the Economic Policy Institute ignited discussion when it concluded that the country has a “more than sufficient supply” of people with STEM skills who are available to work. But other experts claim that the US has a serious deficiency of workers with the technical background and skills necessary to drive innovation and economic growth. In any case, demand for STEM-qualified workers is expected to continue to accelerate, increasing the tight labor market conditions for these critical skill sets. In the U.S., demand for STEM professionals is expected to increase 17% from 2010 to 2020—adding nearly 1.3 million new STEM jobs to the workforce.

FOREIGN-BORN STEM WORKERS Central to the skills shortage debate is the role of foreign students and workers in STEM fields. A significant percentage of STEM graduates from U.S. universities are foreign-born—particularly at advanced degree levels. More than 40% of all STEM doctorates in the U.S., and more than half of all engineering PhDs, are awarded to foreign students, according to research from labor market forecasting specialist EMSI. But only around a third of foreign students end up staying in the country on temporary work visas.

This issue is expected to continue to gain attention as Congress considers proposed immigration reform. The current proposal would increase the number of temporary H1-B visas for skilled workers, along with other provisions intended to attract more immigrants with STEM and other high-level skills. Proponents of the bill say that foreign workers are helping to fill the talent gaps in STEM positions; opponents claim that letting in more foreign workers depresses wages and discourages US students and workers from STEM fields.

43% 37%

11%

54%

44%

19%

PhD Master's All Degrees

PERCENT OF DEGREES AWARDED TO FOREIGN-BORN STUDENTS

All STEM fields Engineering

22% 10% 15% 17%

Technology (IT/Computer)

Architecture & Engineering

Science Mathematics

STEM PROJECTED EMPLOYMENT GROWTH, 2010-2020

STEM Jobs Average 17%



Workforce Solutions Industry Insight

THIRD QUARTER l 2013

INDEPENDENT—AND INTERNATIONAL—CONTRACTORS

Independent contractors (ICs) have become an integral part of many organiza?ons’ con?ngent workforces, as companies and workers alike con?nue to embrace more flexible and non-‐tradi?onal workstyles. One benefit of using this type of free agent talent: work is no longer ?ed to a specific loca?on. As such, more companies are using IC talent from around the globe to meet their needs.

17 Sources: State of the Freelance Market, Elance, 09.2012; Global Business Survey 2012, Elance; Online Staffing on the Global Stage, Staffing Industry Analysts, 01.30.13

23%

FREELANCE WORK IS A GLOBAL PHENOMENON While the US and other developed economies s:ll lead the list in terms of client spend on ICs, emerging economies are also increasingly turning to independent contractors. According to the online IC service oDesk, the fastest growing countries in terms of client spend are Ukraine, Russia, India, Malaysia, and China. Nearly 40% of oDesk’s client spend now comes from outside the U.S., up from 22% in 2007.

Much of the freelance talent on online IC services also comes from advanced economies such as the US and UK, but other countries such as India, Pakistan, and Ukraine are also key sources of ICs. This talent is primarily young (nearly half of the independent contractors on the online marketplace Elance are Millenials) and well-‐educated (around three-‐quarters possess a bachelor’s degree or higher). And most of them don’t care where their next job is coming from: 78% of Elance contractors say they have no preference as to the country in which their clients are located.

TOP COUNTRIES: Freelance

Client Spend

FASTEST GROWING COUNTRIES: Freelance

Client Spend

TOP COUNTRIES: Freelance Workers

•  US •  Australia •  UK •  Canada •  UAE

•  Ukraine •  Russia •  India •  Malaysia •  China

•  India •  US •  Pakistan •  Ukraine •  Philippines •  UK

Top countries based on combined data from Elance and oDesk, 2012/13; fastest-‐growing countries based on oDesk spend data only, 2010-‐2012 CAGR

78%

12% 10%

FREELANCER PREFERENCE: CLIENT LOCATION

No Preference

Same Country As Me

Different Country From Me

47%

38%

14%

<1%

FREELANCERS BY GENERATION

Millenial (1981-‐present)

Genera:on X (1965-‐1980)

Baby Boomer (1940-‐1964)

Silent Genera:on (pre-‐1940)

9%

24%

42%

5%

12% 8%

FREELANCERS BY EDUCATION Doctorate/ Professional Degree Master's Degree

Bachelor's Degree

Associate's Degree

Some College

High School/ Trade School



HOW EFFECTIVE ARE YOUR TALENT MANAGEMENT STRATEGIES?

In a recent survey, corporate directors iden?fied talent management as the single greatest strategic challenge facing their organiza?ons today. But despite the perceived importance, the vast majority of board members say that their companies are not highly effec?ve at any aspect of talent management.

18 Source: Talent Management: Boards Give Their Companies an “F”, hbr.org, 05.28.13

23% A recent survey asked over 1000 board members across the globe to rate their companies’ performance across nine dimensions of talent management. The findings show that most companies are falling well short in all areas of talent management, with the worst performances in the areas of dismissing employees and leveraging diversity.

Regional differences in talent management effec:veness are also apparent. Board members in Australia/New Zealand and North America give their companies the highest marks on talent management prac:ces, while in Eastern Europe and Russia, no respondents rated their companies as very effec:ve in four of the nine talent categories.

While board members’ increased awareness of the impact of talent management is a hopeful sign, there remains much room for improvement in talent strategy execu:on. Boards must next consider how they can help their organiza:ons build and implement be]er talent management processes and prac:ces.

0%

5%

10%

15%

20%

25%

30%

35%

Aurac?ng top talent

Hiring top talent Assessing talent Developing talent

Rewarding talent Retaining talent Firing Leveraging diversity

Aligning talent strategy w/

business strategy

PERCENT OF BOARD MEMBERS WHO STRONGLY AGREE THEIR ORGANIZATION IS EFFECTIVE AT…

North America Western Europe Eastern Europe/ Russia Asia Australia/NZ

TALENT MANAGEMENT CHALLENGES



2013 KGWI: PERFORMANCE-‐BASED PAY

Performance-‐based compensa?on is gathering momentum across the globe, according to the 2013 Kelly Global Workforce Index (KGWI). Par?cularly in fast-‐growing emerging markets, many employees say they are willing to accept some element of risk or uncertainty in their salaries in return for the opportunity to meet benchmarks that will trigger performance bonuses.

19 Source: Kelly Global Workforce Index 2013. Performance-‐based pay includes any arrangement where an element of the total remunera:on package is :ed to mee:ng performance targets and may include, profit sharing, performance bonuses and sales commissions.

23% MORE THAN FOUR IN TEN GLOBAL WORKERS RECEIVE SOME FORM OF VARIABLE PAY Performance-‐based compensa:on is most common in the robust economies of the APAC region, where nearly 60% of respondents receive some kind of incen:ve pay. The highest incidence of performance-‐based pay is in China, Indonesia, Thailand, and Malaysia, where around three-‐quarters of workers say that their compensa:on is variable.

Conversely, less than 40% of workers in both the Americas and EMEA regions have variable pay structures; the prac:ce is least common in the US, UK, Ireland, Australia, and the Nordic countries.

59% 39% 36%

APAC EMEA Americas

Global Average: 44%

KEY MAR

KETS

China (75%) Indonesia (75%) Malaysia (72%) India (67%) Australia (29%)

Russia (70%) Poland (55%) Germany (43%) France (36%) UK (30%)

Brazil (48%) Puerto Rico (47%) Mexico (47%) Canada (40%) US (32%)

56% 44% 41%

APAC Americas EMEA

WOULD YOU PERFORM BETTER IF YOUR PAY WAS TIED TO YOUR PERFORMANCE? (% YES)

Global Average: 46%

IS ANY OF YOUR PAY DEPENDENT ON INDIVIDUAL PERFORMANCE TARGETS?

VARIABLE PAY SCALES WOULD ELEVATE PERFORMANCE Among those respondents not receiving performance-‐based pay, there is a strong view that they would perform at a higher level if they were to switch to such an arrangement.

Nearly half of workers globally say they would perform at a higher level with performance pay; the greatest interest is again in the APAC region (56%), followed by the Americas (44%) and EMEA (41%).



Kelly offers a complete content library that advances the discussion and thinking around current trends, strategies, and issues impac?ng global talent management.

To register for webcasts or for more informa:on, visit www.kellyocg.com Download The Talent Project, a free iPad ® app by Kelly Services.

TITLE PRESENTED BY: DESCRIPTION

4 Reasons to Improve Employee Engagement

Anthony Raja Devadoss, Vice President -‐ APAC, KellyOCG

Thomas McCoy, Director -‐ The Employee Engagement Ins:tute

It is possible to create a highly engaged workforce quickly, easily and without dispropor:onate investment in :me, money or technology. In this webcast, our experts share 4 reasons to improve employee engagement as well as :ps to get you started.

Reconstruc?ng Leadership

Chris Jock, Vice President -‐ Global BPO Prac:ce Lead, Kelly OCG

Read this whitepaper to understand how the cri:cal quali:es of leadership are at the same :me constant and also evolving to adapt to today’s marketplace, and how modern workplace leaders can keep strategies real and relevant.

Remote Work Under the Microscope

Linda Stuit, Vice President -‐ Global Solu:ons, Kelly Services

Recent policy shiis in high-‐profile corporate America have ignited a na:onal debate about workplace flexibility. This e-‐book explores trends in remote working, and discusses the balances and benefits to both organiza:ons and employees.

20

KELLY KNOWLEDGE



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 provides employment to more than 560,000 employees annually. revenue in 2012 was $5.5 billion. visit kellyservices.com and connect with us on Facebook, linkedin, & Twitter. click to download The Talent Project, our free iPad app.

A Kelly ServiceS rePorT

All trademarks are property of their respective owners. An equal opportunity employer © 2013 Kelly Services, inc. y1079

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Date post:	28-Jan-2015
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