WANTS LIFE SCIENCES W H A T T A L E N T
Jul 12, 2015
WANTSLIFE SCIENCES
WHAT TALENT
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C O N T E N T S
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Life Sciences: What talent wantsProfessional development: An important point of differentiation among employers
Did you know?A smooth application process: Communicate regularly and consistently
Workers rate employer performance highly
The online talent community: Outside connections lead to inside relationships
Life Sciences talent: A snapshotA collaborative environment: It could attract top Life Sciences players
Six ways to give Life Sciences workers what they want
Structured on-boarding: Make the first 90 days special
Career roadmaps: A green light in Life Sciences employee satisfaction
Multiple channels to access job information: Life Sciences workers use most channels actively
Competitive compensation: Still first in attraction but work–life balance and advancement can be dealmakers
Do this: Use cutting-edge
technology to make it easy for
candidates to connect with
the company, but develop
personalization features to
keep candidates engaged
and to differentiate your
company from others.
2. The channels for engaging
active and passive job seekers:
Workers peruse general online job
boards and company websites for
primary information about open
positions. They use social media
and online talent communities
– not just automated job listings
– to monitor companies and
opportunities, and to decide
whether to pursue employment.
They want comprehensive
information about compensation
and benefits, yet they also want
Understanding the talent
companies have and the talent
they hope to attract is the
foundation for creating effective
strategies in workforce planning,
talent analytics and talent supply
chain management. It also keeps
human resources human.
Nearly 230,000 workers have
participated in the Kelly Global
Workforce Index™. These surveys
shed light on workers’ priorities
and desires for opportunity,
satisfaction and growth in
the context of the current
business climate. The 2014
survey delves into six areas and
reveals actionable conclusions
that can inform and improve
corporate talent strategy.
L I F E S C I E N C E S : W H AT TA L E N T WA N T S
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers.
CONTENTS Å
1. The candidate application and
on-boarding experience:
Of respondents who applied for a
new job in 2013, only half express
satisfaction with the application
and on-boarding processes. They
want regular communication
about the status of their
application, and after hiring, they
expect more structure in learning
about the company’s culture
and business model. Improving
this experience will generate
both a competitive edge and
goodwill that will serve companies
even when a candidate is not
chosen. For candidates who
become employees, a positive
experience in the first 90 days
of employment is likely to
increase their engagement
in their work and their long-
term loyalty to the company.
to understand the company’s
work environment – from
philosophy through to training.
Do this: Make sure your
company’s online job listings
are dynamic and current, giving
candidates an idea of what it is
like to work in your company.
Embed regular messages about
employment and company culture
in your social media accounts, and
begin designing a digital talent
community where candidates,
active and passive, can experience
your company firsthand.
3. Career development: Most
workers would rather focus on
acquiring new skills, not climbing
the company’s ladder. And while
career development conversations
may be the best way to
Make it easy for candidates to connect with the company but develop personalization features to keep them engaged
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6. Employer performance:
Three factors drive employee
attraction and retention:
Competitive compensation and
benefits, work–life balance and
opportunities for career growth.
Workers give employers high
marks for work–life balance,
exposure to the latest technology,
diversity, environmental
practices and meaningful work.
Companies get lower marks
for competitive compensation,
reputation, and having the latest
technology and equipment.
Do this: Devote attention
to flexible employment
arrangements, your
competitiveness in employment
packages, and internal mobility,
ensuring you connect them to
your employment philosophy.
employers, and finding less sense
of meaning in their work. Yet
even happily employed workers,
through unprecedented digital
access and mobility, stay on top
of new job opportunities. Workers
are confident in their worth
whatever their current situations.
Do this: Ensure your
compensation packages are
competitive; build a talent
community that compels self-
assured, skilled workers to
watch your company closely;
and use every digital means
available to give workers a
view into your workplace.
5. Worker preferences:
Non-traditional work styles,
environments and arrangements
are gaining in popularity, and
word travels quickly – around the
keep employees connected,
companies still have a long way
to go in providing roadmaps
for long-term opportunity.
Do this: Provide training and
professional development
activities that increase workers’
marketplace value – this will foster
loyalty and support whether
or not a worker is a lifelong
employee, creating a direct
impact on public reputation,
branding and customer
relationships. Tie worker-centric
training to company values
as a way to differentiate your
company from competitors.
4. Worker engagement: Six
in ten workers intend to look
for a new job in 2015. Factors
may include more jobs on the
market, not feeling valued by their
globe. Except in Silicon Valley,
workers like a company with a
global presence and longevity –
more so than small companies,
startups and regionally based
Fortune 100 or 500 organizations.
They seek environments that
deliver collaboration, flexibility,
the latest technology and
equipment, and matrix-based
operating models. And they will
choose skills development and
work–life balance over higher
pay and climbing the ladder.
Do this: Invest in an array of
work arrangements based on
the preferences of your target
workers. When communicating
with workers, emphasize your
stability, flexibility, and a specific
structure for offering them
development and balance.
Build a talent community that compels self-assured, skilled workers to watch your company closely
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CONTENTS Å
• They enjoy traditional methods
of researching employers and job
opportunities, yet they are among
the most likely to use social
media networks when making
employment and career decisions.
• They are among the least
likely to see their best career
advancement opportunities with
their current employers.
• They are not as confident about
their career options with current
employers as workers in
other industries.
The responses from the 2014 participants in the Life Sciences sector reveal that these professionals are confident in their abilities and are very open to changing employers within the next year.
L I F E S C I E N C E S TA L E N T : A S N A P S H O T
• They are among the most likely
to have had career development
discussions with their employers.
• Only half are satisfied with
their most recent job application
experiences and they are among
the highest users of professional
recruiting resources.
This year’s Global Workforce
Index results point to eight
areas that Life Sciences
employers can emphasize
going forward, namely:
• the online talent community
• multiple channels of
access to job information,
especially online job boards
• a smooth application process
• structured on-boarding
• career roadmaps
• professional development
• a collaborative work
environment
• competitive compensation.
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CONTENTS Å
CONTENTS Å
THE ONLINE TALENT COMMUNITY:
OUTSIDE CONNECTIONS LEAD TO INSIDE RELATIONSHIPS
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As talent communities gain traction, they show potential for reaching active job seekers and keeping employees. Life Sciences workers are active participants in these new communities. It’s an extension of their social networking and their preferred way of learning about and connecting to companies – the latter of which is an important precursor for them when applying for jobs.
• The majority (62%) of Life Sciences workers would like to be engaged by a prospective employer through periodic contact regarding work that fits their skill set; 59% of workers across all industries agree. Life Sciences workers in the Americas (63%) and the EMEA region (62%) are significantly more likely than those in the APAC region (49%) to prefer periodic contact regarding work that fits their skill set. This is the ideal for Baby Boomers (71%) more than
other generations (Generation Y
59% and Generation X 61%).
• More than one in 10 Life
Sciences workers would like to
be engaged by a prospective
employer through a company’s
social media networking, talent
community, or social events
and networking opportunities
(all 11%). Significantly more Life
Sciences workers in the APAC and
Americas regions (20% and 12%
vs. 8% in EMEA) and those in the
Generation Y and Generation
X generations (12% each vs.
8% of Baby Boomers) feel that
participating in a company’s
talent community is ideal.
• While Life Sciences workers’
willingness to participate in
an employer’s online talent
community (15%) is comparable
to the global average (17%),
participation in an employer’s
online talent community is
much more popular among
workers in the APAC region
(22%) and the Americas (19%)
T H E O N L I N E TA L E N T C O M M U N I T Y
3% MORE THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
59% 11% 11% 11% 4%LIKE TO PARTICPATE IN SOCIAL EVENTS WITH
COMPANY EMPLOYEES
LIKE TO RECEIVE UPDATES ON A COMPANY’S FINANCIAL
PERFORMANCE
LIKE TO PARTICIPATE IN A COMPANY’S ONLINE TALENT COMMUNITY
LIKE TO PARTICIPATE IN A COMPANY’S SOCIAL
MEDIA NETWORK
LIKE PERIODIC CONTACT REGARDING WORK THAT
FITS THEIR SKILL SET
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CONTENTS Å
compared to only 9% in the EMEA. Among workers who have not participated in an online community, significantly more Life Sciences workers in the APAC region (55%) and the Americas (47%) express interest in future participation than those in EMEA (34%) . And significantly more Generation Y and Generation X (43% each) Life Sciences workers express interest in this compared to Baby Boomers (36%).
Ideal ways to be engaged by a prospective employer:
Fifteen percent of Life Sciences workers have participated in an online talent community, and they do so to access job opportunities and learn more about a company.
• The majority of Life Sciences
workers like having access to job
opportunities via a company’s
online talent community,
equal to the global average
(72%). Far more Life Sciences
workers in the Americas region
like to do so (78%) compared
to their APAC (68%) and
EMEA (61%) counterparts.
• More than four in 10 (45%) Life
Sciences workers like participating
in an online talent community
to learn more about a given
company, generally on par
with the global average (43%).
Generation Y (51%) Life Sciences
workers like participating in an
online talent community to learn
what it is like to work for a given
company, significantly more than
other generations (Generation X
and Baby Boomers 40% each).
• More than three in 10 Life
Sciences workers like participating
in an online community to
learn from a given company’s
employees what it is like to
work for the company (38%),
to gain access to relevant skill
development information (36%),
and to gain access to trusted
career information (33%) – all
roughly on par with the global
average (36%, 35% and 32%,
respectively). Significantly more
Life Sciences workers in the
APAC and EMEA regions (42%
each) like participating in an
T H E O N L I N E TA L E N T C O M M U N I T Y
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CONTENTS Å
online community to gain access to relevant skill development information, compared to those in the Americas (32%).
• Among the Life Sciences workers who do not have experience participating in an online talent community, 42% say they are interested in future participation, compared to the global average of 39%.
What workers like best about participating in an online talent community*
Global average
Life Sciences workers
Access to job opportunities Learning more about a given company
Learning from current and former employees what it is like to work for a given company
Access to relevant skill development information
Access to trusted career information and tips
Access to trusted industry information
72%
43%
36% 35%32%
23%
72%
45%
38% 36%33%
24%
MULTIPLE CHANNELS TO ACCESS JOB INFORMATION:
LIFE SCIENCES WORKERS USE MOST CHANNELS ACTIVELY
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CONTENTS Å
Life Sciences professionals use the range of digital and analog choices available to help them land a new position. From online boards to recruiters to company websites, these workers use a variety of means to keep up with new job postings.
• Among the various ways Life
Sciences workers secured their
most recent jobs, they most
frequently used online job boards
(25%), which is equal to the global
average. Generation X (27%)
and Generation Y (26%) workers
used online job boards more than
Baby Boomers (21%) to secure
their most recent positions.
• More Life Sciences workers
(19%) secured their most
recent positions via recruitment
companies or headhunters, in comparison to the global average (14%). Regionally, significantly more Life Sciences workers in the APAC region (27%) – compared to those in EMEA and the Americas, at 18% each – landed their most recent jobs via recruitment companies or headhunters. And significantly more Generation X workers and Baby Boomers (20% each) landed their most recent jobs this way, compared to Generation Y workers (17%).
• Fewer Life Sciences workers (12%) secured their most recent jobs by word of mouth compared to workers in all industries globally (15%). Workers in both EMEA (15%) and the Americas (12%) more frequently secured their recent jobs through word of mouth, compared to those in the APAC region (7%).
M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N
ON PAR WITH THE GLOBAL AVERAGE
5% MORE THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
3% LESS THAN THE GLOBAL AVERAGE
25% 19% 15% 12%USED RECRUITMENT
COMPANIES OR HEADHUNTERS
WERE APPROACHED DIRECTLY BY THE EMPLOYER
OR RECRUITER
HEARD ABOUT THE JOB THROUGH
WORD OF MOUTH
USED ONLINE JOB BOARDS
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CONTENTS Å
Ways workers secured their most recent jobs:
Life Sciences workers are as likely to search for opportunities on general job boards, such as CareerBuilder or Monster in the United States.
• Nearly seven in 10 (68%) Life Sciences workers prefer general job boards, somewhat less than workers globally (76%). Life Sciences workers in the APAC region and EMEA (79% and 73% vs. 62% in the Americas) and Generation X and Generation Y workers (71% and 69% vs. 64% of Baby Boomers) prefer general job boards over their region and generation counterparts.
• Life Sciences workers are significantly more likely to prefer company-specific job boards (41% vs. 33%), aggregator job boards (such as Indeed or Simply Hired in the United States) (38% vs. 33%), and niche or association-specific job boards (32% vs. 14%) compared to the global average. Workers in the Americas and EMEA are significantly more likely to prefer aggregator job boards (47% and 33% vs. 12%
of APAC workers) and company-
specific job boards (45% and
39% vs. 34% of APAC workers).
• Generation Y (36%) workers
are more likely to prefer niche or
association-specific job boards,
compared to Generation X
workers and Baby Boomers (29%
each). And more Baby Boomers
(45%) prefer company-specific job
boards, compared to Generation
X (41%) and Generation Y (40%).
M U LT I P L E C H A N N E L S T O A C C E S S J O B I N F O R M AT I O N
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CONTENTS Å
What types of online job boards are most preferred for job searching or evaluating the market?
Global average
Life Sciences workers
General job boards like CareerBuilder or Monster*
Company-specific job boards Aggregator job boards like Indeed or Simply Hired*
Niche or association-specific job boards, for example focusing on IT or science
76%
33% 33%
14%
68%
41%38%
32%
*The names of online job boards vary by country; those depicted here operate in the United States.
A SMOOTH APPLICATION
PROCESS:COMMUNICATE REGULARLY AND CONSISTENTLY
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CONTENTS Å
Among the Life Sciences workers who have applied for jobs during the past year, many were satisfied with the job application process. They especially appreciate easy digital processes for submitting their résumés. Yet they are more particular than their counterparts in other industries about follow-up communication after job interviews.
• More than half (51%) of Life Sciences workers are satisfied with the application process, similar to the global average across all industries of 50%. Those in the Americas are more likely to express satisfaction with the overall application process (55%) than those in EMEA (48%) and the APAC region (45%).
• More than three-quarters (76%) of Life Sciences workers who express satisfaction attribute this to the ease of submitting their résumés. This is more so
the case among workers in the Americas, as more than eight in 10 (84%) select ease of submission as a factor in their satisfaction, compared to 68% in EMEA and 66% in the APAC region. And more Baby Boomers (80%) indicate ease of electronic submission as a factor contributing to their satisfaction compared to Generation Y and Generation X, both 75%.
• When compared across all industries, more Life Sciences workers prefer clear job
description requirements (55%
vs. 52%), clear and regular
communication about their
application status (52% vs.
45%), and clear and regular
communication about the
application status following
interviews (38% vs. 33%). Life
Sciences workers in APAC and
EMEA are more likely than
those in the Americas to be
satisfied with clear and regular
communication about the
application status and their
application status following
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CONTENTS ÅA S M O O T H A P P L I C AT I O N P R O C E S S
interviews (49% in APAC and 41% in EMEA vs. 35% in the Americas).
• The majority of Life Sciences workers who express dissatisfaction with the application process do so as a result of the lack of clear and regular communication or follow-up on the status of their applications (72%). This proportion is significantly more than the global average (65%).
Global average
Life Sciences workers
What factors contributed to your satisfaction with the application process?*
Easy to apply and submit résumé electronically using various electronic devices
Clear job description and requirements
Clear and regular communication or updates regarding whether
the application was being considered successful
Clear and regular communication regarding status of the application
following the interview
Awareness of pay and salary range
77%
52%
45%
33% 32%
76%
55%52%
38%34%
STRUCTURED ON-BOARDING:
MAKE THE FIRST 90 DAYS SPECIAL
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CONTENTS Å
Companies that design and execute a comprehensive on-boarding experience increase their chances of retaining Life Sciences employees and enjoy a better external image.
• Workers who applied for jobs
within the past year reported
that more than half (56%) of
Life Sciences employers had a
planned on-boarding approach
for assimilating them into their
organizations, roughly on par
with the global average (55%).
Significantly more Life Sciences
workers in the APAC region
(63%) and the Americas (59%)
report that their employers have
a planned on-boarding approach
for assimilating workers into
their organizations, compared
to those in EMEA (52%).
• More than eight in 10 (81%)
Life Sciences workers feel that
their experiences during the first
90 days of employment gave
them a positive impression of
the company, comparable to the
global average (80%). Close to
half (47%) of Life Sciences workers
feel that their experiences during
the first 90 days of employment
definitely made a favorable
impression, roughly on par with
the global average of 45%. And
significantly more workers in
the Americas (53%) compared
to their regional counterparts
(41% each for APAC and EMEA)
feel this experience definitely
made a favorable impression.
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CONTENTS ÅS T R U C T U R E D O N - B O A R D I N G
Did your current employer have a planned approach to assimilate you into the organization once you were hired and/or placed?*
Did your experience during first 90 days with your current employer positively affect your impression of the company?*
Global average
Life Sciences workers
Yes, definitelyYes Yes, somewhatNo No
55%
45%
56%
44% 45%
35%
20%
47%
34%
18%
*Based on workers who had applied for a new job within the past year.
CAREER ROADMAPS:A GREEN LIGHT IN LIFE SCIENCES
EMPLOYEE SATISFACTION
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CONTENTS Å
Life Sciences workers who want to grow with their current employers need more visibility into their career paths. This is a key factor in their decisions to stay with their current employers. Yet employee responses indicate that Life Sciences employers are not doing as well as other industries in mapping employee careers.
• Roughly one-quarter of Life Sciences workers (27%) feel their employers have clear career path options available to them, roughly on par with the global average (29%). Somewhat more workers in the APAC region (37%) and the Americas (29%) than in EMEA (23%) feel their employers provide clear career path options. And more Generation Y (29%) and Generation X (27%) workers than Baby Boomers (24%) feel the same way.
• Life Sciences workers are less
likely than the global all-industries
average to view their employers
in a positive light in terms of
providing opportunities to grow
or advance their careers (33%
Life Sciences vs. 36% globally).
This is largely attributed to fewer
Life Sciences workers strongly
agreeing they have opportunities
to grow or advance their careers
(16% vs. 20% globally). Regionally,
significantly more workers in the
APAC region (42%) and in the
Americas (35%) indicate they
have opportunities to grow or
advance their careers with their
current employers, compared
to those in EMEA (28%). And
more Generation X (34%)
and Generation Y (33%) Life
Sciences workers feel they have
opportunities to grow or advance
their careers in comparison to
only 30% of Baby Boomers.
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CONTENTS ÅC A R E E R R O A D M A P S
5Very clear
career path options
5Strongly agree
1No clear
career path options at all
1Disagree
4 4Don’t know Don’t know3 3Rating of 4 and 5 combined
Rating of 4 and 5 combined
2 2
Global average
Life Sciences workers
11%
16%
22%
17%16%
17%
10% 9%
25% 26%27%
33%
15% 14%
To what degree do you have clear career path options available with your current employer?
To what degree do you agree or disagree that you have opportunities to grow or advance your career with your current employer?
14%
20%
23%
17%15% 15%
12% 12%
23% 23%
29%
36%
13% 13%
PROFESSIONAL DEVELOPMENT:
AN IMPORTANT POINT OF DIFFERENTIATION AMONG EMPLOYERS
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CONTENTS Å
There is much room for improvement in career development for workers in the Life Sciences sector. They value mentors and career development and avail themselves of training, whether their employers provide it or they arrange it themselves, but current satisfaction levels with their employers in this area are generally low.
• Nearly three in 10 Life
Sciences workers are satisfied
with employer-provided career
development resources, roughly
on par with the global average
(28%). Significantly more workers
in the APAC region (32%) and
the Americas (31%) than in EMEA
(25%) are satisfied with their
employers’ career resources.
• Close to half of Life Sciences
workers (49%) took advantage
of employer-provided training
last year, more than the global
average (46%). Significantly
more workers in the Americas
and APAC used employer-
provided training during the
last year than in EMEA.
• One-third of Life Sciences
workers sought out training
(33%) and 30% took part in
mentoring programs over the
past year, roughly in line with the
global average (32% and 27%,
respectively). Significantly more
workers in the Americas and
the APAC region participated in
mentoring programs over the
past year, compared to those in
EMEA (36% and 31% vs. 21% in
EMEA). Generation Y workers
are less likely than those in other
age groups to seek or pay for
training themselves (29% vs. 37%
of Generation X workers and
36% of Baby Boomers). However,
more Generation Y workers (33%)
compared to Baby Boomers
(28%) and Generation X workers
(26%) participated in mentoring
programs over the past year.
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CONTENTS ÅP R O F E S S I O N A L D E V E L O P M E N T
• Within the last year, fewer Life Sciences workers used tests to prepare for career development opportunities, compared to global workers (22% vs. 25%). More Life Sciences workers in the APAC region did so (27% in the APAC region vs. 22% in the Americas and 20% in EMEA). And significantly more Generation Y (25%) and Generation X (21%) workers did so than did Baby Boomers (16%).
Global average
Life Sciences workers
Resources used within the last year to prepare for career development opportunities
Employer-provided training Training sought out/ paid for myself
Mentoring Career tests Professional career coaching Other
46%
32%
27% 25%
20%
7%
49%
33%30%
22%20%
6%
A COLLABORATIVE ENVIRONMENT:
IT COULD ATTRACT TOP LIFE SCIENCES PLAYERS
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CONTENTS Å
Life Sciences workers prefer a highly collaborative environment, but they also consider flexible work schedules and cutting-edge technology clear markers of an ideal workplace.
.
• More than any other characteristic, Life Sciences workers prefer to collaborate with their peers. In fact, nearly seven in 10 (68%) feel the ideal workplace provides a highly collaborative environment, which is significantly more than the global average (57%).
• More than half of Life Sciences workers (55%) feel the ideal workplace provides flexible work arrangements, which is roughly
on par with the global average
(54%). Far more Life Sciences
workers in the Americas (61%)
and the APAC region (60%) feel
a flexible work arrangement is an
ideal workplace feature compared
to those in EMEA (46%). And
significantly more Generation Y
and Baby Boomer workers identify
a flexible work arrangement
as an ideal feature, compared
to Generation X workers (59%
each, vs. 50% Generation X).
• Significantly more Life Sciences workers than global workers note that exposure to the latest technologies (51% vs. the global average of 44%) and culture of innovation and creativity (48% vs. 39% globally) make for an ideal work environment. A greater number of Life Sciences workers in the Americas (56%) view exposure to latest technologies as an ideal feature, compared to those in the APAC region (48%) and EMEA (44%).
11% MORE THAN THE GLOBAL AVERAGE
ON PAR WITH THE GLOBAL AVERAGE
68% 55%LIKE FLEXIBLE WORK
ARRANGEMENTSPREFER A HIGHLY COLLABORATIVE ENVIRONMENT
7% MORE THAN THE GLOBAL AVERAGE
9% MORE THAN THE GLOBAL AVERAGE
51% 48% AGREE THAT EXPOSURE
TO THE LATEST TECHNOLOGIES PROVIDES AN IDEAL
WORK ENVIRONMENT
LIKE A CULTURE OF INNOVATION
AND CREATIVITY
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CONTENTS ÅA C O L L A B O R AT I V E E N V I R O N M E N T
Life Sciences workers respond differently to other work environment features compared to their counterparts across all industries.
• Life Sciences workers feel that a matrix-based organizational structure is an ideal work feature, more than the global average (33% vs. 29% globally).
• Fewer Life Sciences workers compared to the global average feel that traditional work arrangements (24% vs. 32%) and a competitive environment, where the rewards and risks are high (19% vs. 21%) are ideal features.
22
CONTENTS ÅA C O L L A B O R AT I V E E N V I R O N M E N T
Highly collaborative environment and
cross-functional teams
Traditional work arrangements,
9–5 schedule for all
Virtual teamsFlexible work arrangements,
such as remote work options and flexible schedules or hours
Competitive, where the rewards and
risks are high
Matrix-based organizational structure
Exposure to the latest technologies and top equipment
Highly individualized work with limited
teamwork and limited opportunites
to collaborate
Rapid pace of constant change
Culture of innovation and creativity
where the status quo is challenged
Traditional hierarchy-based organizational
structure
Global average
Life Sciences workers
57%
32%37%
54%
21%
29%
44%
18%
32%
39%
27%
68%
36%
55%
19%15%
33%
51%
24%
32%
48%
26%
Ideal work environment features
COMPETITIVE COMPENSATION:
STILL FIRST IN ATTRACTION BUT WORK–LIFE BALANCEAND ADVANCEMENT CAN BE DEALMAKERS
23
CONTENTS Å
Compensation, work–life balance and opportunities to advance are the three factors Life Sciences workers weigh in their employment decisions. There is no doubt that each factor holds independent significance, but it is a blend of the three that drives the choices of Life Sciences workers and can sway them from one employment opportunity to another.
• Eighty-five percent of Life Sciences workers cite salary, benefits and other financial incentives as an attraction factor, on par with the global average of 84%. Workers in the APAC region and the Americas (89% and 88%, respectively) feel compensation is a top attraction factor – more so than those in the EMEA region (81%).
• More Life Sciences workers than global workers across all industries feel work–life balance (69% vs. 64%) and opportunity for
advancement (66% vs. 62%) are
key attraction factors. Significantly
more Life Sciences workers
in APAC and the Americas
– compared to EMEA – feel
that work–life balance is a key
attraction factor (76% and 71% vs.
66% in EMEA). Almost seven in
10 (69%) Life Sciences workers in
the Americas feel opportunity for
advancement is a key attraction
factor, compared to 64% in APAC
and 62% in EMEA). Significantly
more Generation Y (71%) and
Generation X workers (66%) than
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CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N
Baby Boomers (54%) note that opportunity for advancement is a key attraction factor.
When looking at other significant differences, Life Sciences workers are more likely than the global average to cite the following as attraction factors:• Training and development
programs (61% vs. 58% globally)• Opportunities to work with
knowledgeable colleagues (51% vs. 46% globally)
• Corporate reputation (39% vs. 34% globally)
• Corporate culture (39% vs. 34% globally)
• Corporate values matching their personal values (37% vs. 34% globally)
• Exposure to top-notch equipment (36% vs. 29% globally)
• Deriving more sense of meaning from work (34% vs. 28% globally)
• International opportunities (29% vs. 24% globally).
Salary, benefits or
other financial incentives
Opportunities to work with
knowledgeable colleagues
Work–life balance
Corporate values match
own
Flexible work arrangements
Opportunities for
advancement
Training and development
programs
Global average
Life Sciences workers
Factors that drive workers to take one job or position over another
84%
46%
64%
34%
42%
62%58%
85%
Corporate reputation
34%39%
51%
International opportunities
24%29%
69%
37%43%
Derive more sense of meaning
from work
28%34%
Corporate sovereignty
and good will
17%18%
66%
Environmentally friendly and responsible
practices
34% 34%
Corporate culture
34%39%
Diversity and equal
opportunites
28% 26%
61%
Exposure to top-notch equipment
29%
36%
Commun-ication and
feedback from the application
process
42%40%
Non-traditional perks like an athletic facility, etc
24% 24%
Employers should dive beneath the surface to understand how other factors affect a Life Sciences worker’s decision to leave an organization or change jobs.
• Compensation is a key factor
that would drive Life Sciences
workers to leave an organization
or change jobs, as more than half
(55%) attribute salary and benefits
as a reason they would leave
their jobs – significantly fewer
than the global average across all
industries (60%). More workers in
the APAC region (62%) and the
Americas (56%) cite salary and
benefits as a reason they would
leave their jobs in comparison
to those in the EMEA region (52%). And more Generation Y (58%) and Generation X (56%) Life Sciences workers cite salary and benefits as a reason they would leave their job compared to Baby Boomers (47%).
• Lack of advancement opportunity is also key in driving Life Sciences workers to leave their jobs; more than the global average cite lack of advancement opportunity as a
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CONTENTS ÅC O M P E T I T I V E C O M P E N S AT I O N
reason they’d leave their jobs (44% for Life Sciences vs. 41% globally). Generation Y (47%) and Generation X (46%) are far more likely than Baby Boomers (33%) to leave their jobs due to lack of advancement opportunity.
• Morale is a retention factor for more Life Sciences workers, compared to the global average (37% vs. 33%). Life Sciences workers in EMEA are significantly more likely than their regional
counterparts (41% vs. 34% in the Americas and 30% in the APAC region) to leave a job for morale reasons.
• Almost four in 10 Life Sciences workers would leave their jobs due to poor work–life balance (37%) or current management (30%), roughly on par with the global average (36% and 28%, respectively).
Salary, benefits or
other financial incentives
Current management
Flexible work arrangements
Opportunities for
advancement
StressWork–life balance
Major life-changing
event
Staff morale Skill fit and interest in
the job
Global average
Life Sciences workers60%
28%
18%
41%
26%
36%
24%
33%
21%
55%
Training and development
programs
18%19%
30%
16%
44%
Commun-ication and feedback
20%19%
27%
Corporate values
14%14%
Outlook for current area of expertise
is limited
14%15%
37%
Inability to derive sense of meaning from work
16%18%
26%
International opportunities
12% 13%
Corporate reputation
11%11%
37%
Career opportunities in emerging industries
15%18%
23%
Corporate culture
13% 14%
Diversity and equal
opportunities
11%9%
Factors that drive workers to leave an organization, or to change their job or career
WORKERS RATE EMPLOYER
PERFORMANCE HIGHLY
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CONTENTS Å
More than six in 10 Life Sciences workers rate their employers highly in the areas of work–life balance, interesting and meaningful work, diversity and equal opportunity, and environmentally friendly and responsible practices.
• Life Sciences workers in the APAC region (71%) and the Americas (69%) are more likely to positively rate their work–life balance compared to those in EMEA (65%).
• Only 60% across all industries say they have opportunities to be involved in meaningful work. And workers in the Americas (67%) and EMEA (65%) are more likely than those in the APAC region (58%) to indicate they have opportunities to be involved in interesting, meaningful work.
• Only 62% across all industries positively rank their employer’s diversity and equal opportunity record. Workers in the Americas (70%) are far more likely to have access to diversity and equal opportunities, compared to those in the APAC region (58%) and EMEA (57%).
• Life Sciences workers in the Americas (69%) and the APAC region (63%) are more likely to indicate their employers follow environmentally friendly and
responsible practices, compared to those in EMEA (51%).
Compared to other industries, Life Sciences workers are more likely to rate their employers higher in six areas.
1. Competitive compensation and benefits (57% vs. 54% globally)
2. Reputation as an employer of the best people (57% vs. 53% globally)
3. Exposure to latest technologies (57% vs. 48% globally)
W O R K E R S R AT E E M P L O Y E R P E R F O R M A N C E H I G H LY
IN LINE WITH THE GLOBAL AVERAGE
5% MORE THAN THE GLOBAL AVERAGE
2% MORE THAN THE GLOBAL AVERAGE
IN LINE WITH THE GLOBAL AVERAGE
68% 65% 64% 62%PREFER ENVIRONMENTALLY FRIENDLY AND RESPONSIBLE
PRACTICES
PREFER A GOOD DIVERSITY AND EQUAL OPPORTUNITY RECORD
PREFER TO BE INVOLVED IN INTERESTING,
MEANINGFUL WORK
PREFER WORK–LIFE BALANCE
4. Employment education opportunities (55% vs. 50% globally)
5. Flexible work opportunities (55% vs. 50% globally)
6. Non-traditional perks (38% vs. 32% globally).
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CONTENTS Å
• More than half of Life Sciences
workers would give up higher
pay and/or career growth and
advancement for the opportunity
to learn new skills (58%) or for a
better work–life balance (53%),
similar to the global average (57%
and 52%, respectively). Regionally,
Life Sciences workers in the
APAC region and the Americas
are significantly more likely than
those in EMEA to give up higher
pay and/or career growth and
advancement for the opportunity
to learn new skills (69% in the
APAC region and 59% in the
Americas vs. 55% in EMEA) or for
a greater work–life balance (67%
in the APAC region and 53% in
the Americas vs. 50% in EMEA).
• Roughly two-thirds (63%) of
Life Sciences workers will actively
look for a new position within the
D I D Y O U K N O W ?
next year; this is significantly more
than the global average (61%).
• Even when happy in their
jobs, nearly half (49%) of Life
Sciences workers actively look
for better job opportunities or
evaluate the external job market,
generally on par with the global
average of 47%. Regionally, Life
Sciences workers in the APAC
region (56%) and EMEA (53%)
regions are significantly more
likely than those in the Americas
(44%) to actively look for better
job opportunities or evaluate
the external job market.
• More than half (54%) of Life
Sciences workers feel they are
in a position of high demand in
the marketplace. While this is
comparable to the global average
(53%), significantly more Life
Sciences workers in the Americas
and the APAC region (58%
each) feel they are in a position
of high demand, compared
to workers in EMEA (49%).
• Life Sciences workers are
significantly more likely to prefer
to work for a global company, in
comparison to the global average
(44% vs. 35%). Additionally, Life
Sciences workers prefer to work
for an established company with
longevity (40%), which is generally
in line with the global average
(41%). Life Sciences workers in
the APAC region and EMEA are
more likely to prefer to work
for a global company (70% and
49% vs. 35% in the Americas).
• A greater number of Life
Sciences workers (27%) prefer
to work for a large company
(one with more than 1,000
employees), compared to 23%
globally. Significantly more Life
Sciences workers in the APAC
region (43%) prefer to work for
a large company compared
to those in the Americas
(26%) and EMEA (25%).
• More Life Sciences workers
are willing to move for the right
job; more than three-quarters
(76%) indicate they would, vs.
the 70% global average. More
APAC and EMEA workers (81%
and 77%) than workers in the
Americas (73%) would be willing
to move for the right job.
• Roughly seven of 10 (71%) Life
Sciences workers use social media
websites as a primary method of
networking, which is comparable
to workers across all industries.
However, they are more likely than
their counterparts in other sectors
to participate in meetings and
events sponsored by professional
organizations (29% vs. 24%) and
to participate in university alumni
associations (12% vs. 10%).
Workers in the APAC region (81%)
and the Americas (72%) are more
likely than EMEA (69%) workers
to use social media websites as a
primary method of networking.
• More than one-third (36%) of
Life Sciences workers are inclined
to search for jobs via social media
than traditional methods, which is
equal to the global average. More
APAC workers (53%) are inclined
to search for jobs via social
media than traditional methods,
compared to those in the
Americas (35%) and EMEA (33%) .
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CONTENTS Å
As complex as competing for
high-quality performers has
become, workers on their terms
without employers sacrificing
their company’s core values and
practices. Here are six things you
can do as an employer to relate
to the workforce dynamically and
with satisfying results. At the same
time, you will add definition and
character to your own workplace.
1. Deliver an exceptional
application and on-boarding
experience. Make your
company irresistible by
personalizing the hiring process
through technology and well-
prepared staff. Emphasize
that you value engagement
and highlight the factors that
differentiate your company
from others in your industry.
S I X WAY S T O G I V E L I F E S C I E N C E S W O R K E R S W H AT T H E Y WA N T
Market story: A Big Four
consulting firm used the on-
boarding experience as the
primary criterion for naming
a tech company CEO its “IT
Entrepreneur of the Year.” This
has helped the marketplace
understand the strategic
importance of a good on-
boarding experience and
positioned the consulting firm
as a leader in this area.
2. Participate in every possible
digital channel and be mobile-
friendly. The rise of social media
and user-centric digital design
has raised workers’ expectations
for better, and more up-to-date
company information. Figure out
where your employees and hiring
targets spend their digital time,
and make an effort to relate to
them there. Most importantly,
create a talent community that
lives online yet is completely
authentic within your workplace.
Give workers a reason to pay
attention to what you do and
inspire them to join you.
Market story: A Fortune 100
biopharmaceutical company
considered more than brick
and mortar in establishing a
new working space in Europe.
Beyond ensuring easy access to
parking, the company studied
the fabric of its business, its
corporate culture and the “cool
factor” for attracting top talent
in the region – elements such
as restaurants, clubs, shops and
open spaces. This makes for a
more compelling recruiting story.
3. Personalize the career path.
Workers clearly see themselves as
valuable in terms of the skills they
possess and new practices they
can learn. Spend strategic time
working out what your company
can do to nurture every worker’s
professional development. This
cultivates loyalty and strengthens
your company’s culture. It also
ensures that your workforce is at
the top of its game and ready
to share the message that your
company is a good place to work.
Market story: A medium-sized
consumer health enterprise in
the U.S. midwest identified its
most productive employees
and honored them by providing
external training opportunities
and professional certification
programs. Besides increasing the
enthusiasm, engagement and
competence of the company’s
employees, the program has
generated productivity and
quality wins for the enterprise.
4. Fight to make your workplace
remarkable. Employees expect
competitive pay packages
and transparent employment
policies. By emphasizing these
two areas alone, your company
will attract appropriate attention
and build a positive image
organically. Word gets around.
Market story: To up its game in
a highly competitive market, a
large biotechnology corporation
reviewed its compensation and
benefits infrastructure and added
a new twist. The company added
elements such as childcare,
The 2014 Kelly Global Workforce Index™ reveals that workers fully expect to connect with employers – and potential employers – across a variety of channels and in real time.
29
CONTENTS Å
dry cleaning, health and fitness
and even spa visits as ways to
support its employees. It realized
that it shared its talent pool with
tech companies that already
offered these amenities and
is now staying competitive.
5. Determine how you can
please your workers. Learn the
preferences, not just the needs,
of your employees. Think about
how you can provide a stable
yet flexible work environment
that blends challenges and
opportunities. Show your workers
how this environment will help
them grow and develop.
Market story: A regional
U.S. medical device company
learned that its employees
wanted more flexibility and a
better work–life balance. The
company changed its structure
to enable all employees to
combine on-site and remote
hours, allowing workers to assess
the positives and negatives of
remote working in the context
of their own life experiences.
6. Develop your persona as
an employer. Articulate all
the qualities that define your
company’s approach to operating
in and serving your market. Be
ready to define how you are
different from others in your
industry and how you got to be
that way. Give employees and
candidates a reason to connect
with your employment philosophy.
Market story: One small research
and development enterprise
needed highly educated,
innovative employees – a
challenge to find and motivate.
The company established
a process for incorporating
employee values and establishing
career milestones, using
technology and “vision boards”
to help employees set their
goals, track their progress and
rank their own achievements.
Besides creating more engaged
teams, the company has
strengthened its reputation
as an innovative employer.
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CONTENTS Å
31Kelly Global Workforce Index™ 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 people 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.
ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions
about work and the workplace. Approximately 230,000 people across the Americas, EMEA
and the APAC region responded to the survey. The survey was conducted online by
RDA Group on behalf of Kelly Services.
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