The European Career Guide

Giovanni MaranGio

european career GuideEmploymEnt outlook and opportunitiEs for nExt-in-linE managErs across thE rEgion

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward

06 the first six Months

the MarketEmployment demand in EMEA plummeted during the 2008/2009 recession, resulting in

a 1.8% decline in employment, and unemployment rates hovering above nine percent.

Hiring demand is starting to recover, but remains sluggish. Some of the strategies that

helped to save jobs at the beginning of the crisis, such as reduced working hours, have

begun to reverse, keeping downward pressure on hiring rates. None of this is good news

for employees looking for the next step in their career, however, there are opportunities

depending on how you position yourself and your skill set.

2

3

The recession certainly accelerated the shift

from primary/manufacturing jobs to the service

sector, and the growth in part-time jobs

continues to be strong.

Employment growth is currently being

generated by the service sector, particularly

professional occupations, but there is also

some growth in low-level service jobs. The

financial and business services sector is

leading the recovery, while construction

employment continues to decrease. Much

of the recovery in the manufacturing sector

is being led by the auto industry, particularly

in the Czech Republic and Germany.

services and teMporary work pickinG up

Temporary employment is bouncing back, and

the Agency Workers Directive, which will create

better conditions for temporary workers, should

boost demand for project and freelance work.

Younger workers have been severely affected

by the recession, and the perspective for older

workers to remain on longer in the workforce is

likely to keep this pressure on.

The financial and business services sector is leading the recovery, while construction employment continues to decrease.

4

The other major change that is beginning

to take place in the European employment

market is the increasing share of highly

skilled jobs—and this is a huge opportunity

for next-in-line employees with some

solid experience already behind them.

By 2020, the share of highly qualified jobs

will increase from 29% in 2010 to about 35

percent. The banking and finance sector,

as well as technical roles across multiple

industries such as IT and biotech will drive

a good proportion of this growth.

Growth shifts to hiGher-level skills

fiGure 1: future deMand by qualification in eu-27+

(change between 2010-2020)-15

-10

-5

0

5

10

15

20

25

30

35

40

-10

0

10

20

30

40 million jobs

HIGH QUALIFICATION MEDIUM QUALIFICATION LOW QUALIFICATION

EXPANSION DEMAND

REPLACEMENT DEMAND

TOTAL REQUIREMENTS

-20

By 2020, EU-27+ forecasts show that more

than 35 million medium-qualification and a

further 30 million high-qualification placements

will need to be made in the region. Some

of these jobs will be replacement positions,

and if these replacements are factored in, the

greatest growth is in high-qualification roles.

5

Companies in the services sector will be

the dominant players in the European

region this year, as reflected by the number

of vacancies (figure 2). However, over the

coming decade the industries that will

likely be looking for a growing number

of highly skilled employees include:

• Advancedmanufacturing

• IT&augmentedrealitytechnology

• Roboticsandartificialintelligence

• Financialservices

• Nanotechandbiotechcompanies

• Theenvironmentalsector

andrenewableenergy

• Foodproduction

• Socialservices

industries to watch

Personal care and related workers: 1,300 vacancies

Finance and sales associate professionals: 3,800 vacancies



Shop salespersons and demonstrators: 6,300 vacancies

Modern health associate professionals: 3,500 vacancies


Housekeeping and restaurant service workers: 7,600 vacancies








fiGure 2: top 5 jobs in europe

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward


the focusInstability and uncertainty in the EU business sector doesn’t seem likely to abate

in the coming year. Instead of waiting for recovery or measures adopted by

local governments, EU business leaders are now looking to take a more proactive

approach. To overcome the constraints posed by the economic, businesses in the

region will be focusing on the following key areas:

6

7

In 2000 the EU set a goal to become the most

competitive and dynamic knowledge-based

economy in the world, capable of sustainable

economic growth with more and better jobs

and greater social cohesion. As a result, over

the next decade in the EU the share of highly

qualified jobs is expected to increase from

29% in 2010 to about 35 percent. The growth

industries and the overall shape of the EU

economy reflects a continued shift away from

lower-level production and service jobs, to a

higher proportion of technical roles that require

tertiary education.

The growth industries of advanced

manufacturing, robotics, artificial intelligence

and software innovation, such as augmented

reality, require high-level technical skills that

are in exceptionally low supply outside

developed economies. It is in these areas

that business leaders will still be looking to

take risks and invest.

1. hiGher-level skills

fiGure 3: chanGe in share of qualifications (eu-27)

2010 2020

low qualification

mEdium qualification

high qualification

20.3%

29.4%

50.3%50.3%

14.5%

35.2%

8

The European Commission’s plan to promote

worker mobility is now being put into action,

primarily to fill skills gaps. Free movement is

essential to the EU’s mission and is one of the

key elements to create an open and effectively

functioning labor market.

While mobility in the EU is still very low, about

80% of people in the New EU Member States

say that work and income-related factors

could encourage them to move in the future,

compared to just 50% of EU-15 citizens. So, this

year and beyond, mobility will be one of the

key factors shaping growth. People who are not

only willing, but able and keen to deliver their

skills across borders are going to have a major

advantage in the job market.

2. an open labour Market

Increasingly, companies will be seeking highly

skilled talent from across the region and

looking at more innovative ways to access that

talent—by shifting the employees and also by

shifting the work. Mobility, and the ease of up-

scaling and downscaling depending on market

conditions will likely be an increasingly defining

characteristic of the EU labor market. However,

workers will need to have the right skills to

move. Employers will be looking for particular

skill sets and they’ll be prepared to look further

afield to find them.

eu15 nMs12 eu27

reasons for past Move

Job-related 40.5 58.6 42.3

Education-related 14.7 12.2 14.5

Family-related 32.2 16.6 30.6

Other 12.6 12.6 12.6

factors encouraGinG future Move

Work and income 47.9 84.7 58.7

Social network 52.8 37.3 48.3

Housing and local environment 71.2 57.0 67.1

Public facilities 17.2 18.2 17.5

Notes: Percentage of respondents mentioning a certain factor. Regarding the reasons of the last move, job-related reasons comprise “found a new job”, “did not have a job but looked for a new one”, “were transferred by employer”; education-related reasons comprise “went to study, train, or learn a new language abroad”; family-related reasons comprise “accompanying partner or family”, went to be with family already living in new country” and “change in relationship/marital status”. Regarding factors encouraging future mobility, work and income-related factors comprise “to have a higher household income”, “to have better working conditions”, “to have shorter commuting time”; social network-related factors comprise “to be closer to family and friends”, “to meet new people” and “receive better support from family and friends”; environment-related factors comprise “better local environment and amenities”, “better housing conditions”, “discover a new environment” and “better weather”; public facilities-related factors comprise “better health care”, “access to better schools”, “better public transport”. Respondents are allowed more than one answer. Source: Euro-barometer 67.1, own calculations.

fiGure 4: factors influencinG decisions to Move

9

fiGure 5: hiGhest concentration of eMployees enGaGed in research and developMent

Investment in research, development, education

and skills is a key policy area for the European

Union, as these factors are essential to

economic growth and to develop a knowledge-

based ‘smarter’ economy. The countries

boasting regions with the highest concentration

of employees engaged in research and

development activities in the science and

technology sectors (in order) are:

1. UnitedKingdom

2. Germany

3. Finland

4. SwedenandNorway

3.TechNoloGy,pATeNTS&INNovATIoN

Technological activity is very much

concentrated in the centre of Europe, with

the region of Zuidoost-Noord-Brabant

in the Netherlands ranking highest in

terms of patents per population. Clusters

of high investment in research and

development activities can be found in:

• Braunschweig(inthemiddleofGermany),

Dresden, Berlin and south-western

Germany (Stuttgart, Karlsruhe, Tubingen

and Darmstadt).

• EastAnglia(UK),Cheshirein

North West England .

• Hovedstaden(theregionsurrounding

the capital København) in Denmark

• StockholminSweden

• Pohjois-SuomiinFinland

• Midi-PyrénéesinFrance

• PartsofAustria

12

3

4

10

Overall CO2 emissions from Europe are

decreasing and new government targets

and carbon pollution reduction schemes are

adding extra incentive to optimise production

in the region. The new energy revolution is

already taking place in parts of the EU and

the race is already on to reduce production

costs, improve environmental outcomes and

shore-up the reliability of energy supply-chains.

4. sustainability

For these reasons growth in the renewable

energy sector will be key to job creation into

the medium term. Yet, the sustainability

push has impacts for virtually every role in

every industry. Employees will increasingly be

required to first recognise, then manage and

lower the environmental impact of their role.

Demonstrating expertise in this area will be a

key selling point for candidates.

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward


the skillsAs the skills shortages at the higher end of the labour market intensify, shortages

of skills such as creativity, innovative thinking, as well as higher-order technical

skills threaten to limit organizations’ abilities to serve the needs of their clients and

customers. Global shortages of skills in the science and mathematics fields will

hit the region hard as it attempts to increase the sophistication of manufacturing,

address the longer term energy and resources challenges and expand business

across new information technology platforms.

11

12

Research into employer satisfaction with

graduate hires across the region provides

insight into the critical skills for the future—

and where large gaps are opening up.

The skills in greatest demand but lowest

supply in the region include:

• communication/literacy

• Analysis,decision-making

&strategicthinking

• Technicalskills

• Management/leadership

Developing these critical skills and

demonstrating experience in delivering them

will provide a significant advantage in obtaining

a preferred role. For outside candidates looking

to work in the region, it’s likely that these

skills will be nothing short of mandatory as

companies seek to fill skills gaps and recruit

candidates externally to improve performance

across these areas. Time and again, employers

in the region cite the importance of employees

demonstrating a global mind-set—experience

and transferrable skills that help organisations

bridge geographical divides.

understandinG the shortaGes

• communication&literacy: with

businesses using an increasing number of

communication channels, including email,

web conferencing and social media, there

is more pressure on mid- to senior-level

executives to develop a communications

approach that translates effectively across

borders. Emerging leaders need to

understand and engage across different

cultural contexts and be able to respond

to the need to communicate quickly and

regularly. Surveys of employers across

the region suggest that employers are

experiencing growing difficulty in finding

candidates who can effectively communicate

their ideas and opinions to others.

• Analysis,decision-making&strategicskills:

more complex regulatory frameworks and

corporate structures, as well as the fast pace

of the commercial environment is perhaps

demanding more of employees. However,

there is a sense among employers that the

focus on attaining qualifications and core

technical skills has drawn attention away from

some of the fundamentals for employability.

Increasingly, employees need to be able to

think laterally, to bring disparate information

and data together, and to make sense of

consistent patterns amid chaotic and face-

paced change.

• Technicalskills:higher level technical

skills are becoming increasingly scarce

in the research and development fields

of the IT sector, as well as the biotech,

energy and manufacturing sectors.

This is a broad area of need and varies

considerably across industry and country.

For graduates, technical capability in

one of these fields is likely to open more

doors. For more senior leaders, the answer

may lie more in demonstrating a solid

understanding of the required technology—

if not actual experience in building or

operating it—in order to effectively lead

technical and executional teams.

• peoplemanagementandleadership:

tenure and age does not make the

manager—and the growing discontent

from employees globally about leadership

performance is now resonating on the hiring

and recruitment agenda. Poor management

increases turnover, and this is something

organisations cannot afford. Demonstrating

strong leadership ability is no longer as

easy as proving you’ve managed a team.

Employers want and need proof of influence,

negotiating skills and the ability to lead

through change and uncertainty. In the EU

there is also a need for more people who are

culturally literate and can harness the power

and natural creative energy that diverse

workforces can bring.

Time and again, employers in the region cite the importance of employees demonstrating a global mind-set

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward


the sellFor mid- to senior-level positions, more often than not, the job comes to

you rather than the other way around. However, there are ways to increase

the likelihood that the right job will find you.

13

14

Personal networks are by far the most dominant

way for people to find work. The use of social

networking sites to locate work is highest in the

EMEA region—around one-quarter of people

say they use these tools to search for work. This

is a growing worldwide trend, and in any market

now, it’s important to understand the difference

between networking and influencing.

NeTwoRKING&INFlUeNcING

networkinG opportunities:

•professionalassociations:attending events

and being a member helps, but being actively

involved in formal ways helps even more. When

there are opportunities to assist with events or

to take on formal positions within a professional

association you are affiliated with, jump at

them—you can make many connections and

learn from others.

•Alumnigroups: if you are completing further

study or have done so in the past, join or

reconnect with alumni groups. The commitment

is low and many of these groups only require

attendance at a couple of events annually, but

they are a great way to stay connected with like-

minded individuals as they move through their

careers, as well as providing opportunities to

source new talent.

Forget about how many people you’re connected with online—who are they, and how connected

are they with experts in your field of work? How likely are they to view, comment on or share any of

your network activities? The quality of your connections and the take-up of the content you share

will increasingly determine your ability to become an ‘influencer’ online. And for roles in the sales,

marketing, HR and management consulting fields, the ability to influence is gaining importance.

However, this only holds true in some markets. So, do your research, think broadly about how your

content will be perceived across borders, and remember that there is really no such thing as a global

social networking platform.

•onlinenetworkingsites: connecting with

recruiters and colleagues on professional online

forums has varying impact depending on your

market. It pays to be aware of cultural norms

when looking to expand networks and if your

strategy is region-wide, you’ll need to use more

than one site and more than just online methods.

•workfunctions:we all need to balance work

with family and personal commitments, therefore

it’s critical to choose carefully which work events

you attend. Larger events may actually be

lower in value from a networking point-of-view

and provide fewer opportunities to engage in

meaningful dialogue. Look for opportunities to

share knowledge and engage with others that

represent quality over quantity.

the rise of influence

15

Recruiters, head-hunters and HR consultancies

come in all shapes and sizes, and no matter how

senior or junior you are, there will be one to suit

your needs. The hard part is knowing how to

get the most out of them.

Knowwhatyouwantandwhatyoudon’t:

if you wait for recruiters to come to you,

chances are they’ll be more focussed on filling

the role they have on offer than on what your

individual needs are. It’s in recruiters’ interests to

get the best fit, but when they have vacancies

they’ll look to fill them as fast as they can. So,

recruiters can be part of a proactive career

strategy but only if you have a good idea of

where you are headed. If you are looking for

career advice, head to a specialist in your field,

not a recruiter.

leveRAGINGRecRUITeRS&hRcoNSUlTANcIeS

Makesuretheyknowyouwell:spend time

with your recruiter. When we are busy and

already gainfully employed it’s hard to find

the time and the motivation for meetings and

coffees with recruiters, but a good one will want

to get to know you and your strengths well in

order to match you with the right role. But they

can’t do this unless you give them time.

Bepatient:when you are ready to jump ship it

is tempting to do so before the right role comes

up, but it can take more than six months, even

in a buoyant market, to find the right role at a

senior or managerial level.

Knowwhatyou’reworth:don’t wait for

recruiters to decide your salary. Know as much

as you can about the marketability of your

skills so they can set expectations with clients

upfront.

A report from the Economists Intelligence Unit: Global firms in 2020 shows that there is a

growing trend toward free agency and contract work and a decline in permanent positions.

When executives were asked, “How will the employee experience change at [your] organization

over the next 10 years?” Six in 10 (62%) said that they would expect to see a growing proportion

of contract-based workers, or free agents—that’s five times the number of executives who expect

to see a growing proportion of permanent workers at their organisation.

If you fit the description of a free agent, you’re better off partnering with HR consultancies or

outsourcing firms who work with companies on a project-by-project basis.

In the EU, the Agency Workers Directive (AWD) should spur long-term growth in this type of

work as many of the disincentives for employees, including access to many employee benefits,

are removed.

free aGents, freelancers and flexibility

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward


the rewardRegardless of your role, skill level or industry, it pays to know what you’re worth

before you start negotiating. If you know that a particular skill is in high demand and

you have it, you should do your research to find out what other firms are paying for it.

16

17

Higher inflation is causing wages to grow

faster across Central/Eastern Europe, while

markets struggling to recover from debt crises

are seeing wages fall. Average salaries in the

Gulf region are expected to grow 6.6% in 2011,

up from 6.1% in 2010 as the economy gains

momentum and rising salaries in Asia

put pressure on Gulf pay levels.

however,graduatestartingsalaries

arepredictedtofall—partofa

medium-termpatternofdecline.

• IDSresearchindicatesthattheaverage

starting salary for graduates will rise well

below the rate of inflation.

• TheUniversityandCollegelecturers’union

(UCU) warns that graduate pay is not keeping

pace with increasing tuition fees.

There remains large disparity between average

hourly earnings across the region, despite

minimum wage standards being established

in many member countries. The most recent

Eurostat data shows the London UK region

provides the highest average hourly wage

across the region.

waGe Growth still slow

Theregionswiththehighestaverage

earningsperhourworkedare:

• LondonUK:EUR29

• Norway:EUR23.90

• Denmark:EUR23.10,

• South-Eastregion(UK):EUR21.00

• ÎledeFrance(FR):EUR19.70

• RégiondeBruxelles-Capitale/Brussels

Hoofdstedelijk Gewest (BE): EUR 19.50

• Hamburg(DE):EUR19.1

• Hessen(DE):EUR19.00

Thelowestaveragegrossearnings,

averaginglessthaneUR4perhour

worked,arefoundin:

• Dunántúl(HU)

• Turkey,AlföldésÉszak(HU)

• Lithuania

• Latvia

• AllfourmajorregionsofRomania

• ThetwoBulgarianregionsofYugozapadna

I Yuzhna Tsentralna and Severna I Iztochna

fiGure 6: noMinal hourly waGe Growth: q1 2011 (eU27andselectedeuropeancountries%changeyoy)

-4%

-2%

0%

2%

6%

8%

-8%

-6%

4%

SLO

VE

NIA

GE

RM

AN

Y

CZ

EC

H R

EP

UB

LIC

SLO

VA

KIA

PO

LAN

D

FRA

NC

E

HU

NG

ARY

BU

LGA

RIA

NE

THE

RLA

ND

S

SPA

IN

IRE

LAN

D

GR

EE

CE

EU

27

2.7%

-2.2%

1.9%

2.6% 2.7%2.9%

3.5% 3.5%3.8% 3.8%

5.6%

7.8%

-6.8%

18

The jobs that are in increasing demand and

offer better than average promotion and wage

prospects now and over the medium term

reflect the shift away from low-skilled work

to those roles requiring specific, higher level

qualifications and skills.

The greatest need will be for technicians and

associate professionals over the next eight-plus

years. With an estimated 13 million vacancies

in these fields between 2010 and 2020,

the expanding technology sector will be a

significant driver of growth across the region.

hot jobs of the future

fiGure 7: future deMand by occupation in eu-27+

(change between 2010-2020)

0

3

6

9

21

15 million jobs

Legislators, senior officials and managers

Professionals Technicians and associate professionals

Clerks Service, shopand market

sales workers

Skilledagriculturaland fishery

workers

Craft andrelated trades

workers

Plant andmachine operators

and assemblers

Elementaryoccupations

NET CHANGE

REPLACEMENT DEMAND

TOTAL REQUIREMENTS

-3

19

One of the most significant challenges across

the region remains the ageing population.

The only components of the labour force that

will grow in the next decade are those in the

older age groups—workers aged 45 to 64

years. Given the requirements for higher order

technical and communications skills, which will

likely require high engagement with technology

of many varieties, the challenge will be to fill

these roles with ageing workers who may not

have the required skill set. Those who do will

have significant advantages over the rest.

an older, More flexible and tech-savvy workforce

fiGure 8: trends in population and labour force by aGe Groups in eu-27+ (change between 2010-2020)

-8

-7

-6

-5

-4

-3

-2

-1

0

1

2

3

4

5

6

7

8

-4

-2

0

2

6

8 million

15–24 25–34 35–44 45–54 55–64

POPULATION

LABOUR FORCE

-8

-6

4

If fiscal austerity and economic uncertainty

continues throughout the next five to ten years,

the longer term trends are a declining public

sector with fewer opportunities and lower

wage growth if compared to those expanding

technological industries in the private sector.

Permanent and full-time work opportunities

also look set to decline in light of the need

for greater flexibility and the challenges

of accessing scarce skills across a broader

geographical area.

01 the Market

02 the focus

03 the skills

04 the sell

05 the reward


the first 6 MonthsSo you’ve secured the right role and start tomorrow. Before you get too

comfortable, you should know that your biggest challenge still lies ahead: making

the role a success. The first six months of a new role are critical. This is when you

set the expectations for the rest of your tenure and when people will be keen to

know what you have to offer. Three of our key leaders in the EMEA region share

their advice on what to focus on in the first six months of your new role.

20

21

askinG questions and

MakinG chanGe

Try to activate your ‘company GPS’ quickly.

If you’re a good observer from the outset

you’ll be able to pick up the detail about

who you’re working for and what kind of

personal contribution they’re looking for. The

faster you get this visibility, the quicker you’ll

know how much questioning versus quiet

observing you should do in the beginning.

There is no defined time for good ideas, but

you want to be well informed, so realistically

it could take a bit longer than 6 months

to be able to do this, depending on the

company and its history and culture.

Every industry and company has a style: first

look at yourself and understand if you fit with

that style or if you might be uncomfortable.

The rest is up to your personal maturity—

what you do in the first 6 months with your

first employer will be quite different to

what you do when you get to your third

employer. Experience does add weight to

your observations, questions and ideas.

StefanoGiorgetti,vpandGeneralManager,Italy

buildinG relationships

It is said that, “making your boss happy will

help you last longer in a company”. This may be

true by my view is: make your company happy

and then you can be the boss of yourself.

words of wisdoM

Always try to work smarter, be innovative,

take responsibility and deliver on time.

To use someone else words: my advice

is to stay hungry, stay foolish!

22


MakinG chanGe

At the start of any new management role

it is essential to get the balance right

between questions and action. This is

difficult as too many questions can lead to

accusations of not getting anything done,

and too much action can be seen as not

giving people a chance to impress.

The reality is, any new role will involve a lot of

learning new information about the company,

the people and the working practices, so

asking the right questions is the key.

Focus on giving your direct staff the

opportunity to demonstrate their credibility

and ability in their roles. Then, you should

focus on demonstrating that you have

linked action to the evidence gathered –

this should help to demonstrate that you

have struck the right balance between

questioning and being decisive.

A new manager should not be afraid to

make changes early in a role. However,

these changes should be based on objective

evidence that you’ve gathered. This allows

you to justify the need for change and gives

you a better chance of getting their buy-in.

DominicGraham,headofprofessionalandTechnicalinUK


Relationships are a key ingredient to

getting results from your people, so it is

essential that you understand the individual

personalities that work with you. This might

mean giving a little more or less personal

information depending on the natural style

of the person you are dealing with.

Some people want to talk about their personal

life, some want to keep things purely about

business and getting the job done. Neither

situation is right or wrong but an important skill

of any manager is to be able to deal with both

situations naturally and in such a way that all

parties get what they need from the relationship.

It is also essential that at an early stage you

understand how you will be measured by your

boss and what success in the role looks like.

Delivering to those measures and demonstrating

your progress are key ingredients in developing

that relationship on a professional level.

It is essential that you build solid working

relationships across the team but most

importantly with the person who is the

greatest influence within the team.

words of wisdoM

Success does come with hard work but hard

work that is focused. As a manager, you must

have a vision of where you want to take your

team and then have a plan to deliver that

vision where everyone involved understands

their role and what is expected of them.

Then, the hard work (and fun) can begin.

23


MakinG chanGe

Don’t be afraid to ask questions because

they are expected from beginners, but

do learn things yourself. Remember,

you are hired not only to ask questions

but to answer them yourself!

Ideas are always welcome, assuming your

current tasks have already been fulfilled

properly. If you plan a serious change,

focus on selling it first, particularly to

your new colleagues. It is always better

to prove the success of new ideas by

being your own example first.

ekaterinaGorokhova,vpandGeneralManager,Russia


You should put a lot of focus on building

relationships at the very beginning. All tools

should be applied, and when speaking about

business or personal issues with colleagues you

should be open and honest and be yourself.

When you come in to a new company you

become a part of existing team with definite

rules and standards. Regardless of what you

think or feel, try to respect them and adapt to

the new behaviours (provided they don’t go

against your own values). Building relationships

is about compromise and flexibility, particularly

to ensure you get off on the right foot.

When it comes to building a good

relationship with your manager, respect

is the biggest thing. Learn from him/her

and focus on being successful at what you

do—then your manager will love you!

words of wisdoM

Work hard! Do more than is expected of you.

Show a positive attitude and behaviours, and

don’t forget to let the others support you.

24

http://epp.eurostat.ec.europa.eu/statistics_explained/index.php/Earnings_statistics_at_regional_level#Gross_hourly_earnings

http://www.eu2011.hu/files/bveu/documents/Alena_Zukersteinova_-_Skills_supply_and_demand_in_Europe.pdf

http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-HA-11-001/EN/KS-HA-11-001-EN.PDF

http://ec.europa.eu/languages/documents/doc421_en.pdf

http://ec.europa.eu/education/higher-education/doc/business/graduate_en.pdf

http://www.workfoundation.com/assets/docs/publications/30_globalisation.pdf

references

24

http://www.eu2011.hu/files/bveu/documents/Alena_Zukersteinova_-_Skills_supply_and_demand_in_Europe.pdf

http://epp.eurostat.ec.europa.eu/cache/ITY_OFFPUB/KS-HA-11-001/EN/KS-HA-11-001-EN.PDF

http://ec.europa.eu/languages/documents/doc421_en.pdf

http://ec.europa.eu/education/higher-education/doc/business/graduate_en.pdf

http://www.workfoundation.com/assets/docs/publications/30_globalisation.pdf

Exit

about the author

Giovanni MaranGio is an experienced Hr professional with over 20 years

experience in a variety of Hr roles in organisations that include airline and fast

food companies. He has a degree in philosophy from Florence University and

completed post graduate work in Hr. Giovanni joined Kelly services in 2005

and currently works at the EMEa head office in neuchatel, Switzerland as

vP and Hr lead for the region.

about kelly

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 550,000 employees annually. revenue in 2011 was

$5.6 billion. visit www.kellyservices.com and connect with us on Facebook, Linkedin, & Twitter.

http://www.kellyservices.com

http://www.facebook.com/kellyservices

http://www.linkedin.com/company/kellyservices

http://twitter.com/kellyservices

Date post:	22-Nov-2014
Category:	Career
Upload:	leifagneus
View:	58,380 times
Download:	0 times