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HOW TO ATTRACT AND RETAIN TALENT AN INDUSTRY PERSPECTIVE ON NATURAL RESOURCES KELLY GLOBAL WORKFORCE INDEX MANNY BORGES
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Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

Nov 12, 2014

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This global industry perspective, taken from the 2012 Kelly Global Workforce Index findings, provides flight risk and engagement indicators across key industries. From there, we offer an even deeper look into the responses from over 6,000 workers in the Natural Resources sector, providing valuable, candid insight into the contributing factors that guide these workers and their career pursuits. These workers reveal both the specific corporate attributes that attract them to particular jobs, as well as issues concerning job engagement and satisfaction.
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Page 1: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

how to attract and retain talentan industry perspective on natural resources

kelly Global workforce index™

Manny borGes

Page 2: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

Kelly Global Workforce Index™ 2

Our research about what attracts, motivates,

and retains workers across different industries

brought to light some striking differences.

Although there is a strong pattern of voluntary

attrition across all industries and regions, the

responses of some 170,000 employees, globally,

provide valuable insights for employers seeking

to retain and engage talent in these sectors.

This global industry perspective, taken from the

2012 Kelly Global Workforce Index findings, provides

flight risk and engagement indicators across key

industries. From there, we offer an even deeper

look into the responses from over 6,000 workers in

the Natural Resources sector, providing valuable,

candid insight into the contributing factors that

guide these workers and their career pursuits. These

workers reveal both the specific corporate attributes

that attract them to particular jobs, as well as issues

concerning job engagement and satisfaction.

The scope of this study also offers a glimpse

into employees’ practical reasoning for leaving

jobs and a guide to what employers can do

to help retain their best performers.

introduction

Page 3: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

3Kelly Global Workforce Index™

all industries: workforce fliGht risk

do you intend to look for a job with another organization within the next year? (% yes)

2009 2011 2012

50%

55%

60%

65%

70%

75%

2012

2011

2009

Life SciencesAll Industries

59%

69%

66%

Financial Services

60%

67%

66%

Information Technology

59%

65%

64%

58%

69%

67%

Natural Resources

60%

68%

64%

At any given time, a large section of the workforce

is in a state of flux. Globally, across all industries,

two-thirds of workers (66%) said that they intended

to look for a job with another organization within

the next year. Although more positive for employers

than 2011 (69%), this represents a significant

increase from the level in 2009 when 59% indicated

they planned to look for a job elsewhere.

Across the industries we investigated, workers

appear restless. While the IT and Natural

Resources industries show a slight advantage, we

found that the climate of today’s workforce has

eroded the retention of employees across the

board. The seemingly new norm has employees

continuously keeping a finger on the pulse of the

job market—waiting for the next, better opportunity.

Unless employers can offer meaningful work

and ongoing opportunities for growth, workers

today feel that it is in their best interest to keep

their careers in a perpetual state of motion.

Note: The above question was excluded from the 2010 KGWI survey.

Page 4: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

4Kelly Global Workforce Index™

all industries: workforce enGaGeMent

Across all industries, employee engagement rates

have fluctuated over the past few years, with the

strongest rates cited in 2010. Rates dipped lower

in 2011 in a possible response to the strengthening

economy; they have since rebounded in 2012.

Fluctuations aside, today’s engagement rates

might be viewed by some employers as a

positive sign—an indication that employees plan

to stay put. However, given the fact that two-

thirds (66%) of workers say they plan to look for

a new job next year, it seems contradictory that

nearly the same amount (63%) say that they feel

committed/engaged with their current employer.

At the surface, this doesn’t appear to add up.

By digging a little deeper, however, we hope to

shed some light on this paradox. Aside from salary/

benefits, our research uncovered lack of opportunities

for advancement and poor management rank highest

in terms of what factors are most likely to cause an

employee to leave an organization. Could it be that

although workers are engaged in their jobs, they see

little opportunities for advancement if they stay?

% of workforce that feels committed to current employer (% committed)

50%

55%

60%

65%

70%

75%

80%

201twelve

201eleven

200ten

Life SciencesFinancial ServicesAll Industries

70%

57%

63%

72%

59%

66%

Information Technology

70%

61%

67%

74%

61%

64%

Natural Resources

66%

60%

74%

2010 2011 2012

Page 5: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

5Kelly Global Workforce Index™

trends over time

compared to all industries

trends over time

workforce engagement

Compared to 2009, more workers in the Natural Resources industry intend to look for a new job within the next year. Flight risk spiked in 2011 to 68% hinting at an increased “post recession” desire to look for greener employment pastures.

Although 64% of workers in the Natural Resources industry intend to look for a new job with another organization within the next year, their flight risk is comparable to workers (on average) across all industries.

The loyalty of the Natural Resources industry workforce has varied over the years, with 74% feeling committed/engaged in 2010. The percentages fell to 60% in 2011, but 2012 results are more positive.

63%66% 66%64% All industries: % of workers that feel committed or engaged with their current employer

All industries: % of workers who are likely to look for a new job next year

Natural Resources industry: % of workers that feel committed or engaged with their current employer

Natural Resources industry: % of workers who are likely to look for a new job next year

compared to all industriesTwo-thirds of the Natural Resources industry workforce currently feels committed or engaged with their current employer, more than the average of workers across all industries (63%).

2009: 60% 2012: 64%

workforce flight risk

natural resources industry suMMary

2010: 74%

2012: 66%

Page 6: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

6Kelly Global Workforce Index™

natural resources industry: candidate attraction and acquisition

When considering applying for a job, the most

influential organizational attributes that attract

workers in the Natural Resources industry—

”corporate culture” and “strong market presence/

leadership”—are consistent with workers across

all industries.

However, workers in the Natural Resources industry

do differ from workers overall in that significantly

more say they are influenced by an organization’s

reputation for innovation (14% compared to 11%

respectively).

when considering applying for a job, what organizational attribute influences you the most?

0%

5%

10%

15%

20%

25%

30%

Natural Resources Industry

All Industries

OtherSocial media presence

Corporate social responsibility

Reputation for innovation

LongevityFinancial performance

Strong market presence/leadership

Corporate culture

All industries

Natural Resources industry

Page 7: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

7Kelly Global Workforce Index™

natural resources industry: candidate attraction and acquisition

which of the following factors would drive your decision to accept one job/position over another?

Not unlike other workers, in deciding between

prospective jobs, two top factors drive the

decision for Natural Resource industry workers:

“personal growth/advancement” (37%) and

“personal fulfillment/work-life balance” (37%).

Natural Resources

All Industries

0%

10%

20%

30%

40%

50%

OtherCorporate sovereignty/good will

Compensation/benefits (high risk/high reward)

Personal fulfillment(work/life balance)

Personal growth/advancement

All industries

Natural Resources industry

Page 8: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

8Kelly Global Workforce Index™

natural resources industry: eMployee enGaGeMent

The top factors that make workers in the Natural

Resources industry feel more committed/engaged:

1. More interesting and challenging work*

2. Higher salary and benefits

3. More meaningful responsibility

*Compared to workers (on average) across all

industries (29%), significantly more workers in the

Natural Resources industry (32%) indicate that

“more interesting and challenging work” would

make them feel more committed or “engaged.”

what one factor makes you feel more committed or “engaged” with your job?

0%

5%

10%

15%

20%

25%

30%

35%

Natural Resources Industry

All Industries

OtherOpportunity for telecommuting

(working from home or

remotely)

More support with health, fitness, and well-being

from employer

More flexible work arrangements

More or improved

training

A better balance between work and

personal life

More meaningful

responsibility

Higher salary and

benefits

More interesting

or challenging work

All industries

Natural Resources industry

Page 9: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

9Kelly Global Workforce Index™

natural resources industry: eMployee enGaGeMent

Across the board, the top three factors that

would be most likely to cause workers to leave

are “poor salary and benefits” (21%), “lack of

opportunities for advancement” (21%), and “poor

management” (20%). These top three factors

hold true for workers in the Natural Resources

industry as well, but for these workers, “lack of

opportunities for advancement” was cited as the

top reason (23%), followed by “poor management”

(20%), and “poor salary and benefits” (19%).

what factor would be most likely to cause you to leave your organization?

Natural Resources Industry

All Industries

OtherConcern with

corporate reputation

Lack of flexible work

arrangements

Poor communication

StressPoor staff morale

Inadequate work/life balance

Poor salary/benefits

Poor management

Lack of opportunities

for advancement

0%

5%

10%

15%

20%

25%

All industries

Natural Resources industry

Page 10: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

10Kelly Global Workforce Index™

candidate attraction/acquisition

• Whenchoosingbetweentwojobs,weknowthat

workers in the Natural Resources industry (and

workers across the board for that matter) primarily

use two determining factors: “personal growth/

advancement” and “personal fulfillment/work-life

balance.” To help secure that top candidate during

the hiring process, ensure your recruiters and

hiring managers are prepared to share real stories

of career advancement within your organization.

Maybe you have a long-term employee who

started out in the facilities department years ago

and eventually advanced to the executive suite,

or maybe you have a story of a young, high-

performing engineer who preferred to work on a

variety of projects instead of climbing the corporate

ladder. Know these stories. Share them. These

must be conveyed to prospective job candidates

to help them envision themselves growing and

progressing within your organization (rather than

your competitors’ organizations).

• Whenitcomestoapplyingforajob,workersinthe

Natural Resources industry are clearly influenced

by an organization’s “corporate culture” and

“strong market presence/leadership.” Beyond

that, significantly more workers in this industry

(compared to the average of workers across all

industries) are influenced by a firm’s “reputation

for innovation.” Employers in this industry would

be wise to train and teach their recruiters about

all of the organization’s new products, discoveries,

and innovations so they, in turn, can enlighten new

candidates.

natural resources industry

eMployer recoMMendations

employee retention

• Professionaldevelopmentisgoaldriven,and,

therefore, it is most successful when the employee

has a say in his/her growth plan. It is essential that

employees have a dedicated time to voice their

professional development goals. Encourage top

performers to reach out to their internal network

to assess their “personal brand.” What talents/

skills do others in the organization believe they

possess? Tap into those talents and skills. Work

with employees to identify skill gaps, and help

them fill those gaps by giving employees new

opportunities to flex new “skill” muscles.

• WorkersintheNaturalResourcesindustrysaythat

“lack of opportunities for advancement” is the top

factor that would most likely cause them to leave

their organization. Helping your top performers

reach their professional goals is essential for

retaining them. The best employees are motivated

to advance and may pursue something new if

they see limited growth potential in their current

position. If a promotion is not an immediate

option, managers should consider taking other

proactive measures to hold onto the best talent.

• Besuretoshareinternalpromotionstatistics.

Most employees are more eager to succeed in

an organization if feel they have a real possibility

ofbeingpromoted.Promotingfromwithin,and

sharing the stories behind the numbers, helps your

employees realize how committed your firm is to

developing current employees into new leaders.

• Beclearaboutwhatemployeesneedtodoto

advance. What are the stepping stones of skills and

responsibilities that lead an employee to viable

candidacy for promotion? Share that information

with the top performers in your organization,

and ensure that they are given opportunities

to master these key skills while they prepare

for the next step within your organization.

Page 11: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

Kelly Global Workforce Index™ 11

One thing is clear: not all employees are the

same. For some, like workers in the Natural

Resources sector, a reputation for innovation, a

challenging work environment, and advancement

opportunities are key. For others, it’s more

about measurable, financial outcomes—sharing

in the benefits of what they help create.

There is no doubt that different industries have

different workforces; those workforces have unique

attitudes and motivators that attract them to

certain organizations, keep them engaged in their

work, and, ultimately, keep them loyal to their

respective organizations. Learning what these

factors are and understanding ways to influence

them may give employers in the Natural Resources

sector the crucial competitive edge they need to

win and retain the critical talent they seek in their

constantly evolving, ever-competitive industry.

conclusion

Page 12: Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

12Kelly Global Workforce Index™ exit

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 provides employment to more than 560,000 employees annually. Revenue in 2012 was $5.5 billion.

Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.

Download TheTalentProject,afreeiPadappbyKellyServices.

about the kelly Global workforce index

The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace.

Morethan168,000peopleacrosstheAmericas,EMEA,andAPACregionsrespondedtothe2012survey.

This survey was conducted online by RDA Group on behalf of Kelly Services®.

iPadisaregisteredtrademarkofAppleInc.An Equal Opportunity Employer © 2013 Kelly Services, Inc.

about the author

MANNY BORGES serves as senior Americas sales director in the Natural Resources vertical

at Kelly®. He brings both talent supply chain experience and a vast knowledge of the

chemical industry. He has worked at Dow Chemical for the past 20 years in a variety of

leadership roles—most recently as a strategic sourcing director and a global category leader.

Manny earned an MBA in international business from Northwood University and a Bachelor

ofSciencedegreeinchemicalengineeringfromMackenzieUniversityinSãoPaulo,Brazil.

He has extensive international experience and speaks multiple languages, including English,

Spanish,andPortuguese.