KELLY GLOBAL WORKFORCE INDEX®

FINANCIAL SERVICES & INSURANCE

WORKER PREFERENCES AND WORKPLACE AGILITY

2Kelly Global Workforce Index®

CONTENTS

The Kelly Global Workforce Index®

(KGWI) is an annual global survey

revealing opinions about work and

the workplace. Almost 230,000

people across the Americas; Europe,

the Middle East, and Africa (EMEA);

and Asia-Pacific (APAC) regions

responded to the 2014 survey.

The topics covered in the 2014

KGWI survey include:

• Engaging Active and

Passive Job Seekers

• Career Development

• The Candidate Experience

from Hiring to On-boarding

• Worker Preferences and

Workplace Agility.

This fourth installment, Worker

Preferences and Workplace Agility,

canvasses the value employees attach

to key elements of their work, including

skills, flexible work arrangements, and

even the idea of socially conscious work.

Employees also give a clue as to why

they are drawn to some organizations

and not others—shedding light on why

an employer’s geographic location,

size, and management structure all

play a part in talent selection.

THE KELLY GLOBAL WORKFORCE INDEX 2014

3 Where do employees really like to work?

4 More than money and promotion

9 Why employer size, location, and track record all matter

13 Making the shift for work

16 New and emerging flexible models of work

18 The organizational structure that workers prefer

20 Looking in the mirror

21 How Kelly can help

3Kelly Global Workforce Index®

Among financial services employees, the

way a company looks and feels, as well

as its record of achievement, all make a

difference when selecting a place to work.

Also, views and expectations

surrounding non-traditional work styles

and arrangements are shifting, and

these can provide employers with an

edge in attracting the best people.

Where do employees really like to work?The key features that make an organization attractive to candidates

are seldom voiced in formal recruitment processes, but employees

hold firm views about where they want to work, and why.

4Kelly Global Workforce Index®

More than money and promotionThe most attractive companies offer more than competitive pay and benefits.

They offer the opportunity to develop skills and a clear pathway for progression.

Indeed, the idea of learning new skills at work may be worth more than higher

pay and/or career growth or advancement for many financial services employees.

5Kelly Global Workforce Index®

More than half (57%) of the financial

services employees surveyed

globally said they would be prepared to

give up higher pay and/or career growth

or advancement for the opportunity to

learn new skills.

The willingness to trade off pay for

skills is more prevalent in APAC (65%)

than it is in EMEA (54%).

Certain countries stand out for

employees’ willingness to sacrifice

remuneration in order to gain skills—

notably, India (83%), Indonesia (73%),

Portugal (70%), and Poland (65%).

How likely would you be to give up higher pay and/or career growth or advancement for the opportunity to learn new skills? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SKILLS

GLOBAL AVERAGE: 57%

APAC AVERAGE: 65%

EMEA AVERAGE: 54%

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6Kelly Global Workforce Index®

Skills development isn’t the only

thing important to financial services

employees—they also value flexibility.

More than a third (37%) globally said

they would be prepared to give up

higher pay and/or career growth or

advancement for a more flexible work

schedule.

Considerably more employees in APAC

(49%) are willing to make these pay and

advancement sacrifices than those in

EMEA (28%).

How likely would you be to give up higher pay and/or career growth or advancement for a more flexible work schedule? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR A FLEXIBLE WORK SCHEDULE

GLOBAL AVERAGE: 37%

APAC AVERAGE: 49%

EMEA AVERAGE: 28%

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7Kelly Global Workforce Index®

Work–life balance is also important

to financial services employees.

A total of 52% globally said they would

be prepared to give up higher pay

and/or career growth or advancement

for a better work–life balance.

The premium on work–life balance is

considerably greater in APAC, where

62% would be likely to make such

a sacrifice, than in EMEA (45%).

How likely would you be to give up higher pay and/or career growth or advancement for a better work–life balance? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR WORK–LIFE BALANCE

GLOBAL AVERAGE: 52%

APAC AVERAGE: 62%

EMEA AVERAGE: 45%

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GlobalPolandRussiaNorwayItalyChinaFranceHungaryUKGermanySwitzerlandSingaporeMalaysiaAustraliaPortugalIndiaIndonesia

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8Kelly Global Workforce Index®

There is also a group of employees

who are attracted to work that is

socially fulfilling, and who are willing

to give up pay and/or promotional

opportunities to pursue it.

More than a quarter (29%) of financial

services workers globally said they

would be likely to give up higher pay

and/or career growth or advancement

for an opportunity to do more socially

conscious work. The proportion likely

to do so is considerably higher in APAC

(36%) than in EMEA (25%).

How likely would you be to give up higher pay and/or career growth or advancement for an opportunity to do more socially conscious work? (% “definitely would” and “would,” by country)

WILLINGNESS TO TRADE OFF PAY FOR SOCIALLY CONSCIOUS WORK

GLOBAL AVERAGE: 29%

APAC AVERAGE: 36%

EMEA AVERAGE: 25%

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GlobalRussiaNorwayGermanyPolandSingaporeItalySwitzerlandFranceHungaryUKMalaysiaAustraliaChinaPortugalIndonesiaIndia

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9Kelly Global Workforce Index®

Why employer size, location, and track record all matterFor workers in the financial services sector, an organization’s

characteristics —its geographic footprint, size, type, and record

of achievement—all factor into the employment equation.

10Kelly Global Workforce Index®

Globally, 37% of financial services

employees surveyed said they

have no preference about the type of

organization they work for—whether it’s

a global company, a national company

(operating in a single country), or a

regional company (operating in a

single region within a single country).

However, more than a third (42%)

would prefer to work for a global

company—twice the number who would

prefer to work for a national company

(14%) or a regional company (7%).

The preference for global companies

is more pronounced in APAC

(65%) than in EMEA (50%).

What company geographic footprint would you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION GEOGRAPHIC FOOTPRINT

National company

Global company

Regional company

No preference

EMEA APAC

11%4%

19%

65%14%

6%30%

50%

11Kelly Global Workforce Index®

When it comes to the size of

the organization, the largest

percentage (36%) of financial services

employees globally said it doesn’t matter.

However, almost a third (32%) are drawn

to large companies (those with more

than 1,000 employees), and more than

a quarter (26%) to mid-sized companies

(those with 50–1,000 employees).

Only 6% prefer small businesses

(those with less than 50 employees).

APAC employees showed a clearer

preference for large companies (48%)

than those in EMEA (33%), while small

businesses were the preferred choice

of just 7% in EMEA and 5% in APAC.

What company size would you most prefer? (%, by region)

PREFERRED EMPLOYER ORGANIZATION SIZE

Large company (more than 1,000 employees)

No preference

Mid-sized company (50–1,000 employees)

Small business (less than 50 employees)

EMEA APAC

26%48%21%

5%32%33%28%

7%

12Kelly Global Workforce Index®

When it comes to the type of

organizations that financial

services employees like to work

for, they tend to lean toward firms

with an established presence.

While 31% globally have no preference,

43% said they want to work for a business

that is established, with some longevity.

This preference for established

companies is strong in both

EMEA (48%) and APAC (44%).

Fortune 100 or Fortune 500 companies

are only preferred by 17% in EMEA,

but by a much stronger 33% in APAC.

Start-up firms are preferred by

only 5% in each region.

What type of company would you most prefer to work for? (%, by region)

PREFERRED EMPLOYER ORGANIZATION TYPE

No preference

Established company with longevity

Fortune 100 or Fortune 500 company

Start-up company/micropreneur

EMEA APAC

44%5%

17%

33%48%

5%29%

17%

13Kelly Global Workforce Index®

Making the shift for workThe global growth in financial services has given rise to major shifts

in resources as newly developing economies expand banking and

wealth management offerings. This has prompted many to think

about how ready they are to move for work. And it seems a surprising

number of financial services employees are ready to relocate, often

considerable distances, in order to secure the work they want.

14Kelly Global Workforce Index®

There is a relatively high degree

of labor mobility inherent in the

financial services workforce, with a total

of 71% of employees surveyed globally

saying that they would be ready to move

for the right job: 17% to another city

or town; 15% to another state, region

or province; 14% to another continent;

13% to another country; and 12% within

the same country, district or province.

Only 27% of employees surveyed

in EMEA and 18% in APAC are not

prepared to move. In APAC, there is a

high willingness to relocate for work,

with 23% prepared to move within

the same country, district or province;

22% prepared to move to another

country; and 20% preapred to move to

another continent. In EMEA, 21% said

they would be prepared to move to

another continent, and 18% would be

prepared to move to another country.

How far would you be prepared to move for the right job? (%, by region)

WILLINGNESS TO MOVE FOR WORK

EMEA

APAC

GLOBAL

0% 5% 10% 15% 20% 25% 30%

Within the same country/district/province

Another country

Another continent

Another state/region/province

Another city/town

Not willing to move

15Kelly Global Workforce Index®

0%

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AFRICATHE MIDDLEEAST

SOUTHAMERICA

THE ASIA-PACIFICREGION

NORTHAMERICA

DON'TKNOW

EUROPE

EMEA

APAC

GLOBAL

Europe stands out as the

destination of choice for financial

services employees interested in

moving to a different part of the

globe for work, cited by more than

a third (36%) of respondents, while

24% nominated North America.

Asia-Pacific region attracted only 9%,

followed by South America (4%), the

Middle East (3%), and Africa (2%).

EMEA workers gravitated toward their

own continent (49%), while those

in APAC also prefer Europe (31%),

followed by the Asia-Pacific region

(29%) and North America (16%).

Aside from your own region, which part of the globe would you most want to work in? (%, by region)

PREFERRED REGION TO WORK

16Kelly Global Workforce Index®

New and emerging flexible models of workVarious alternatives to the traditional form of employment

have emerged in financial services employment in recent years,

including freelancers, temporary employees, contract employees,

independent contractors, project-based Statement of Work

contractors, and entrepreneurs and business owners.

17Kelly Global Workforce Index®

APPEAL OF NON-TRADITIONAL EMPLOYMENT

Globally, 41% of financial services

employers expressed an

interest in these non-traditional or

flexible employment alternatives.

Workers in APAC (41%) are more likely

to be interested in non-traditional

or flexible employment than those

in EMEA (33%).

A number of countries stand out for

their disposition to these new, flexible

models of work, including Australia

(51%), China (49%), Indonesia (46%),

and Malaysia (44%).

To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by country)

GLOBAL AVERAGE: 41% APAC AVERAGE: 41%

EMEA AVERAGE: 33%

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18Kelly Global Workforce Index®

The organizational structure that workers preferAs financial services businesses have evolved, various managerial

structures have developed—virtual teams, collaborative

environments with cross-functional teams, flexible arrangements,

environments with both high risks and rewards, and environments

characterised by latest technology and equipment.

19Kelly Global Workforce Index®

IDEAL EMPLOYEE WORK ENVIRONMENT

The ideal work environment for

financial services employees is

one that offers collaboration (58%) and

flexible work arrangements (56%).

These workers also want exposure

to the latest technologies and

equipment (42%), virtual teams (40%),

and a culture of innovation (39%).

Fewer workers are attracted to

highly individualized structures with

limited teamwork (18%), competitive

environments with both high rewards

and risks (25%), and traditional

hierarchical structures (28%).

By region, collaborative workplaces

are highly attractive to those in both

APAC (60%) and EMEA (59%). Flexible

work arrangements, virtual teams, and

competitive environments with high

risks and rewards are more attractive

to those in APAC than in EMEA.

Your ideal work environment would include which of the following features? (%, multiple responses allowed, by region)

0% 10% 20% 30% 40% 50% 60%

Virtual teams

Exposure to the latest technologies and equipment

Flexible arrangements, remote work, flexible schedules/hours

Highly collaborative environment (cross-functional teams)

EMEA

APAC

Global

EMEA

APAC

GLOBAL

Highly individualized, limited teamwork and collaboration

Competitive, where rewards and risks are high

Traditional hierarchical structure

Traditional work arrangements, 9–5 schedules

Matrix structure

Rapid pace with constant change

Culture of innovation and creativity

Virtual teams

Exposure to latest technologies and equipment

Flexible arrangements, remote work, flexible schedules/hours

Highly collaborative environment (cross-functional teams)

20Kelly Global Workforce Index®

In order to prosper, firms in the financial

services sector need to attract the best

talent from around the globe.

And, to do this, they need to understand

the attributes that are attractive to

prospective employees.

The KGWI shows that organization type,

size, location, and managerial structure all

carry weight when employees are deciding

where to work, and have a direct bearing on

remuneration and other benefits on offer.

Most candidates might not appreciate

these factors from the outside, and

many organizations don’t use them

as a selling point.

A culture that is collaborative, creative,

team-oriented, and focused on leading-

edge technologies may well be a strong

point of difference.

There are certain things that employers can

do to better understand and leverage their

position in the market:

• Conduct an employee “attraction” test

that will identify the organization’s appeal

in terms of its type, size, location, track

record, and organizational structure.

• Undertake an audit of the organization’s

“non-work” features that could be

attractive to employees and candidates,

and consider how they could be

embedded in the employment offering.

• Encourage employees to identify

particular interests, such as lifestyle,

family, recreational or other pursuits that

CONCLUSION

Looking in the mirrormay provide an opportunity to inject

flexibility into the work schedule.

• Harness the organization’s positive

features to extend the recruiting footprint

to cities, regions, or even countries where

in-demand skills may be more plentiful.

21Kelly Global Workforce Index®

How Kelly can helpKelly Services aims to understand the factors that drive the recruitment process

and deliver insights that help every employer source the best talent.

Understanding employees’ varying

motivations and employers’ needs

is a critical element in this. We know

that just as employers have different

requirements, employees bring their

own values, styles, and requirements.

One of the important aspects highlighted

by the KGWI survey is the diversity

of views among talent regarding the

most desirable places to work, as well

as distinct preferences for particular

organizational styles and types.

Kelly’s global presence, knowledge, and

experience helps employers to better

appreciate these traits and enables

organizations and employees to achieve

the optimum fit.

Knowledge of local markets, industry

sectors, and skills availability is crucial.

In a world where talent is increasingly

mobile, it is more important than ever

to reach into markets and regions where

skills can be harnessed to maximize

productivity and profitability.

22Kelly Global Workforce Index™

ABOUT THE KELLY GLOBAL WORKFORCE INDEX

The KGWI is an annual global survey revealing opinions about work and the workplace.

Approximately 230,000 people across the Americas, EMEA, and APAC regions responded

to the survey. The survey was conducted online by RDA Group on behalf of Kelly Services.

EXIT

An Equal Opportunity Employer. © 2014 Kelly Services

kellyservices.com

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 provided employment to approximately 540,000 employees in 2013.

Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, 

LinkedIn, and Twitter. Download The Talent Project, a free iPad® app by Kelly Services.