Q2 2013 Global Talent Market Quarterly

Global Talent Market QuarterlySECOND QUARTER l 2013

Global Talent Market Quarterly

CONTENTS

3 Global Economic Situation •Briefing

•Outlook

6 Global Labor Market Update •Americas

•EMEA

•APAC

•GlobalLaborMarketSpotlight

•LegislativeUpdate

12 U.S. Labor Market Overview •CurrentEmploymentConditions

•SupplyandDemand

•LaborMarketSpotlight

16 Workforce Solutions Industry Insight •WorkerMobilityStrategies

•AreTalentInvestmentsPayingOff?

•StatementofWorkManagement

•KellyKnowledge

Global Economic SituationSECOND QUARTER l 2013

GLOBAL ECONOMIC BRIEFING

Global growth is expected to be modest and stable overall in 2013 before ramping up in 2014-‐2015, but the underlying paWerns suggest very different economic condi=ons among markets and regions. Many emerging markets in APAC and the Americas will see above-‐trend growth, while more moderate growth is forecast for the mature economies in these regions. Recessionary condi=ons are expected to con=nue in 2013 in several Eurozone markets, dampening near-‐term economic prospects across the region.

Source: IHS Global Insight (April 2013) 4

AMERICAS The regional economic outlook is brightening, despite fiscal policy headwinds in the U.S. and some soVness in Canada. Mexico is showing healthy growth, while Brazil is rebounding from a very slow 2012. The prospects for growth in other La:n American economies depend on their domes:c policies and investment climates.

EMEA Economic condi:ons are stabilizing in the Eurozone, but recessions will persist in many European markets in 2013, par:cularly in the southern periphery. In Central and Eastern Europe, Eurozone weakness will con:nue to restrain economic growth, while ongoing poli:cal tensions in the Middle East and Africa s:ll pose a threat to growth and stability in many regional markets.

APAC The APAC region will con:nue to lead global growth, driven by China, India, and southeast Asia. Solid economic ac:vity is accelera:ng across much of the region, and many markets are expected to see healthy growth in 2013, but the region’s major economies face some challenges.

2.6% 2.6%

3.5% 4.0%

4.7% 4.8%

5.6% 6.0%

-‐0.5% -‐0.6%

0.4%

1.2%

2.7%

3.4%

4.2% 4.1%

2.2% 2.0%

2.8% 3.2%

-‐1%

0%

1%

2%

3%

4%

5%

6%

7%

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

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

World APAC Eurozone La=n America U.S.


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Global Labor Market UpdateSECOND QUARTER l 2013

GLOBAL LABOR MARKET UPDATE: AMERICAS

Employment growth hit a slow patch in several key Americas markets in early 2013, as concerns over policy issues in the U.S. and the s=ll-‐uncertain global economic climate may have caused employers to put some hiring plans on hold. S=ll, the outlook for most regional labor markets is posi=ve, with job crea=on forecast to accelerate and unemployment rates expected to fall through 2015.

Sources: IHS Global Insight (April 2013); Reuters, 03.28.13; Sta:s:cs Canada; CBC, 04.05.13; Dow Jones Global News, 04.19.13; US Bureau of Labor Sta:s:cs

7

UNITED STATES AVer a strong finish to 2012 and a bright start in 2013, the U.S. labor market faltered in March with weak job crea:on and a shrinking labor force. Hiring levels are expected to remain modest throughout the rest of the year, with more robust job growth expected in 2014 and 2015.

BRAZIL Despite the recent slowdown in the economy, demand for workers in Brazil remains strong with unemployment con:nuing to reach record lows. The :ght labor market is driving up wages and spurring fears of rising infla:on.

CANADA Canada lost more than 25,000 jobs on net in the first quarter of 2013, a surprising dip aVer strong job growth in 2012. The outlook for the rest of 2013 calls for subdued hiring in the face of a sluggish economic climate.

MEXICO Formal job crea:on in Mexico slowed somewhat in the first quarter of 2013, but the labor market is expected to con:nue to generate jobs and unemployment is forecast to gradually decrease over the medium term.

8.1% 7.7%

7.3%

6.7%

5.5% 5.5% 5.3% 5.4%

7.3% 7.1% 7.0% 6.7%

4.9% 4.6%

4.3% 4.2%

3%

4%

5%

6%

7%

8%

9%

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

AVERAGE ANNUAL UNEMPLOYMENT RATE

U.S. Brazil Canada Mexico



GLOBAL LABOR MARKET UPDATE: EMEA

Although the economic situa=on in Europe has somewhat stabilized, employment will take much longer to recover throughout the region. Unemployment rates will con=nue to rise in many Eurozone countries, and will remain elevated in many others, with more substan=al improvements not expected un=l 2015. Germany and Russia con=nue to outperform other regional labor markets.

Sources: IHS Global Insight (April 2013); Bloomberg, 04.17.13; Federal State Sta:s:cs Service (Russia); Dow Jones Global News, 03.28.13

8

GERMANY Labor market condi:ons remain much healthier in Germany than in most other countries in Europe. The economy con:nues to generate jobs and the unemployment rate, already near a historic low, is forecast to edge even lower in the coming years.

FRANCE The number of jobless people in France has risen every month for nearly two years, causing unemployment to reach a 16-‐year high in early 2013. The unemployment rate is expected to climb to 11% later in 2013, as the weak economy and :ght fiscal policies con:nue to limit job crea:on.

UNITED KINGDOM The cooler economic climate is finally showing its effects on the U.K. labor market, aVer a surprisingly resilient performance in 2012. Unemployment is forecast to remain elevated in 2013 and 2014, as cau:ous private sector hiring is not expected to offset con:nued public sector job losses.

RUSSIA The labor market is holding steady despite a slowdown in economic ac:vity in Russia. The unemployment rate rose in January, but then dropped in February and March. Moscow and St. Petersburg have extremely :ght labor markets, with the unemployment rate in both ci:es just above 1%.

6.8% 6.8% 6.6% 6.3%

10.2% 10.9% 11.2% 11.1%

7.9% 7.9% 8.0% 7.5%

5.5% 5.4% 5.2% 5.0%

3%

4%

5%

6%

7%

8%

9%

10%

11%

12%

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


Germany France U.K. Russia



GLOBAL LABOR MARKET UPDATE: APAC

Although some APAC labor markets are s=ll feeling the dampening effects of an uncertain economic environment, hiring levels are rela=vely healthy and unemployment rates are low throughout much of the region. Demand for workers is expected to con=nue to accelerate as the global economic picture brightens and export levels recover.

Sources: IHS Global Insight (April 2013); Wall Street Journal, 03.15.13 and 04.11.13; Staffing Industry Daily News, 03.12.13; India Economic Times, 04.09.13; Reuters, 03.2813; Bloomberg;

9

CHINA Employers in China con:nue to show strengthening hiring inten:ons, par:cularly in the service sector and for experienced workers. Wage increases are accelera:ng along with the growth in demand.

JAPAN Although the Japanese economy is recovering, labor market improvements are lagging somewhat. S:ll, the jobs-‐to-‐applicants ra:o con:nues to rise slowly, sugges:ng that demand for workers is star:ng to grow.

INDIA Hiring prospects are improving along with India’s recovering economy in 2013, although job demand took a slight seasonal dip in March. The BPO and pharmaceu:cal sectors remain among the leaders in hiring ac:vity.

AUSTRALIA Employment trends have been vola:le in early 2013, with a gain of 74,000 jobs in February followed by a drop of 36,000 in March. The labor market is expected to con:nue to fluctuate throughout the year as employers gauge the health of the economy, before improving in 2014 and beyond.

4.1% 4.1% 4.0% 3.9%

4.3% 4.4% 4.5% 4.6%

8.5% 8.4% 8.0%

7.7%

5.2% 5.6% 5.4%

4.9%

3%

4%

5%

6%

7%

8%

9%

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


China Japan India Australia



9

GLOBAL LABOR MARKET SPOTLIGHT: HIGH-‐SKILLED IMMIGRATION

Source: BBC, 03.26.13; Europa Based on data for 30 countries: 24 OECD countries for which informa:on was available, plus Brazil, India, Russia, Hong Kong, South Africa, and Singapore. 10

HIGHLY-‐SKILLED MIGRANTS IN DEMAND Over 200 million people in the world are interna:onal migrants, living and working in a different country than where they were born. Among them, highly-‐skilled migrants are minority, but are becoming increasingly important in the growing climate of global skills shortages.

Many developed countries ac:vely encourage immigra:on of high-‐skilled workers in areas of short supply. Australia and other countries use a points-‐based system that evaluates would-‐be immigrants based on their skills rela:ve to current shortages. Many European countries have adopted the EU Blue Card direc:ve, which encourages migra:on of highly skilled non-‐EU ci:zens. The U.S. keeps a “Schedule A” list of shortage occupa:ons for which immigra:on condi:ons are somewhat eased.

KEY AREAS: HEALTHCARE, ENGINEERING, AND IT The BBC examined official immigra:on quota data and skills shortage lists for 30 developed countries, and found that healthcare, engineering, and IT professionals are the most sought aVer. Out of the 20 professions that are in top demand for skilled immigrants, 18 fall into one of these three categories. And New Zealand topped the list of countries looking for skilled immigrants, with its official list containing all 20 of the top occupa:ons.

0 5 10 15 20

Chefs

Audiologists & Speech Therapists

Radiographers

Psychologists

Physiotherapists

Mining & Petroleum Engineers

Chemical Engineers

Electronics Engineers

Industrial & Produc:on Engineers

Pharmacists

Den:sts

Accountants

IT Database & Network Professionals

Civil Engineering Professionals

IT Engineers & Analysts

IT Developers & Programmers

Electrical Engineering Professionals

Doctors

Mechanical Engineers

Nurses

TOP 20 MOST WANTED PROFESSIONS AMONG IMMIGRANTS

# of countries

0

5

10

15

20

25

New Zealand Australia Singapore Ireland UK Sweden

COUNTRIES WITH HIGH DEMAND FOR SKILLED IMMIGRANTS

# of top 20 professions wanted



GLOBAL LEGISLATIVE UPDATE

Countries con=nue to introduce legisla=on that aWempt to address the challenges that arise from today’s complex labor market environment. Regula=ons regarding immigra=on are also a significant issue affec=ng labor markets in many countries.

Sources: Mondaq, 041.15.13; SIA Daily News, 03.19.13; Lexology, 04.01.13 and 03.25.13; SIA Legs and Regs Advisor, January-‐March 2013; Global Insight, 04.19.1; SHRM, 04.16.13

11

U.K. All permanent employees with at least 26 weeks’ con:nuous employment and all employed agency workers with at least one year’s service will have the right to request flexible working op:ons.

AUSTRALIA Under a new amendment to Australia’s immigra:on law, employers will be held responsible for verifying the legal status of new and exis:ng employees. Employers could face penal:es for employing a person who does not have a valid right to work in Australia.

JAPAN Changes to the Labor Contract Act effec:ve April 1, 2013 s:pulate that contract workers who have been employed for five con:nuous years and who ask for permanent status must be given it. The amended LCA also prohibits having unreasonable differences in terms and condi:ons of employment between permanent and fixed term employees.

SWEDEN, DENMARK Sweden’s new regula:ons brought into force the EU Agency Workers Direc:ve (AWD) on January 1, 2013, while Denmark has just introduced legisla:on that is expected to usher in the AWD later this year. The AWD creates equal treatment standards between temporary and permanent employees regarding working condi:ons and pay, and was intended to have been implemented throughout the EU by the end of 2011.

U.S. A proposed bill would expand immigra:on by crea:ng new types of visas for both high-‐skilled and lower-‐skilled workers, and mandate the use of e-‐Verify. The bill is expected to garner much debate in the coming months.

CANADA The government’s new Start-‐Up Visa Program, launched in January 2013, is aimed at afrac:ng innova:ve immigrant entrepreneurs to Canada. The program links foreign entrepreneurs with Canadian private sector investors.

CHINA Amendments to China’s labor contract law that place limits on the use of temporary agency workers come into effect on July 1, 2013.

MEXICO New mandatory privacy no:ce guidelines went into effect in April 2013. Under the new guidelines, employers and others that collect, process, and/or transfer personal data must furnish extensive data privacy no:ces and obtain consent before personal data is collected.

COLOMBIA A new tax reform that replaces payroll taxes with higher income tax rates is expected to have a posi:ve effect on formal job crea:on.



U.S. Labor Market OverviewSECOND QUARTER l 2013

JOB GROWTH DIPS AVer several months of strong job crea:on in late 2012 and early 2013, U.S. employment growth stumbled in March. Just 88,000 new jobs were created during March, driven by reduc:ons in retail staff and a decline in government jobs. Employment gains had been averaging over 220,000 per month from November 2012 to February 2013.

UNEMPLOYMENT RATE FALLS, ALONG WITH THE LABOR FORCE The unemployment rate con:nued to edge down, reaching 7.6% in March, the lowest rate seen since December 2008. However, the decrease in March was largely driven by nearly a half million people leaving the labor force. Worryingly, the labor force par:cipa:on rate—the share of working-‐age Americans who are either employed or looking for work—con:nues to drop; the rate now stands at 63.3%, a figure not seen since the late 1970s.

U.S. EMPLOYMENT CONDITIONS

EMPLOYMENT OVERVIEW

13 Source: U.S Bureau of Labor Sta:s:cs

U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE

6.0

7.0

8.0

9.0

10.0

0

100

200

300

400

Jan-‐

11

Feb-‐

11

Mar

-‐11

Apr-‐

11

May

-‐11

Jun-‐

11

Jul-‐1

1 Au

g-‐11

Se

p-‐11

O

ct-‐1

1 N

ov-‐1

1 De

c-‐11

Ja

n-‐12

Fe

b-‐12

M

ar-‐1

2 Ap

r-‐12

M

ay-‐1

2 Ju

n-‐12

Ju

l-‐12

Aug-‐

12

Sep-‐

12

Oct

-‐12

Nov

-‐12

Dec-‐

12

Jan

13

Feb

13

Mar

13 Une

mploy

men

t Rate (%

)

Employ

men

t (00

0s)

Total non-‐farm employment growth Unemployment rate

MAR FEB JAN DEC NOV

Total non-‐farm employment growth 88K 268K 148K 219K 247K

Private sector employment growth 95K 254K 164K 224K 256K

Unemployment rate 7.6% 7.7% 7.9% 7.8% 7.8%

LABOR MARKET ON SHAKY GROUND The broader U.S. economy has shown some signs of growth recently, with encouraging data coming from the housing and consumer sectors. But the effects of the government’s sequestra:on cutbacks on the U.S. labor market have yet to be felt or determined. This, along with the discouraging slowdown in hiring in March and the ongoing erosion of the labor force, suggest that the condi:on of the U.S. job market is s:ll very fragile.



U.S. LABOR MARKET: SUPPLY AND DEMAND

UNEVEN SUPPLY AND DEMAND TRENDS Demand for jobs in the U.S. dipped in February and March, aVer reaching a peak of more than 5.1 million online ads in January. Overall, the number of online job ads declined by nearly 77,000 in the first quarter of 2013, the first quarterly job demand decline since Q1 2009. Uncertainty surrounding the economic and poli:cal situa:on in the U.S. likely contributed to the soVness in demand for new workers.

Just as labor demand has been uneven over the past year, the differences in demand for workers among professions remain significant. The supply/demand ra:o (unemployed workers per job ad) is more than four to one in the field of food prepara:on and serving, and more than three to one for transporta:on occupa:ons. But demand for workers con:nues to outstrip supply in professional occupa:ons including IT, healthcare, business/finance, and engineering.

S:ll, the long-‐term trend shows that the worker supply/ demand gap in the U.S. con:nues to narrow. The number of unemployed workers now exceeds the number of adver:sed vacancies by less than 7 million, compared to around 12 million during the recession. And the supply/ demand ra:o is now 2.4, down from over 5 in mid-‐2009.

“Labor demand has been up and down for the last six months, leaving the new March level basically the same as it was in September 2012.”

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

14

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

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

Une

mploy

ed W

orkers

(in th

ousand

s)

Online Job Ad

s (in

thou

sand

s)

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

0

2000

4000

6000

8000

10000

12000

14000

16000

18000

Jan

09

Apr 0

9 Ju

l 09

Oct

09

Jan

10

Apr 1

0 Ju

l 10

Oct

10

Jan

11

Apr 1

1 Ju

l 11

Oct

11

Jan

12

Apr 1

2 Ju

l 12

Oct

12

Jan

13

# of Unemployed Workers # of Online Job Ads



U.S. LABOR MARKET SPOTLIGHT: COLLEGE ENROLLMENT RATES

15 Sources: BLS; Wall Street Journal, 04.17.13

41%

FEWER HIGH SCHOOL GRADUATES GOING TO COLLEGE The college enrollment rate — the share of recent U.S. high school graduates that enter college — is falling. Of the students who graduated high school in 2012, only 66.2% were afending a college or university in that same year, down from a high of over 70% in 2009.

Some analysts suggest that the falling enrollment rates may be an indicator of an improving labor market. High school graduates who had been going to college simply because jobs were scarce may now be finding employment instead, par:cularly in industries like construc:on and manufacturing that were hard-‐hit during the recession. Indeed, the college enrollment rate for men in 2012 was 61.3%, an all-‐:me low.

55%

60%

65%

70%

75%

80%

2007 2008 2009 2010 2011 2012

Recent High School Graduates: % Enrolled in College

Total Men Women

NO COLLEGE, WORSE JOB PROSPECTS But the data also show that high school graduates who don’t go to college may not be faring so well in the job market. Unemployment rates for recent graduates who are not in college have remained rela:vely flat since 2009.

Prior to the recession, the unemployment rate for recent high school graduates who were not in college hovered around 20% to 25%. Since 2009, the rate has exceeded 33%, meaning that around two-‐thirds of high school graduates who didn’t go to college were unable to find jobs that same year.

21% 25%

20% 27%

35% 33% 34% 34%

0%

10%

20%

30%

40%

50%

2005 2006 2007 2008 2009 2010 2011 2012

Recent High School Graduates Not in College: Unemployment Rate



Workforce Solutions Industry Insight

SECOND QUARTER l 2013

WORKER MOBILITY STRATEGIES

Worker mobility, once seen as a straighlorward transfer of skills from one geographic area to another, has become a more complex and complicated concept. Organiza=ons are approaching global mobility in a more strategic and innova=ve way, as they react and adapt to the changing business environment, the diverse needs of their employees, and their opera=onal goals.

17 Source: Global Mobility Effec:veness Survey, Ernst & Young, 2012; Talent Mobility 2020 and Beyond, PWC

23%

RIGHT SKILLS, RIGHT PLACE, RIGHT TIME Overseas moves may have less than ideal outcomes: research from Ernst and Young shows that more than one in ten interna:onal assignees leave their jobs within two years of returning to their home countries. New and innova:ve ways of approaching mobility are allowing companies to make the process more beneficial to both the organiza:on and the individual, and to address cri:cal talent and business needs at the same :me.

Current mobility trends include more long-‐distance commu:ng and intra-‐country moves, as well as short-‐term or “purposed-‐based” assignments. Currently 20% of assignments last less than a year, compared with 10% in 2002, according to research by PWC. And these short-‐term assignments are predicted to increase by 20% in the next several years.

Short-‐term/ Project-‐based Assignments

Intra-‐country Mobility

Rota:onal Employee Programs

Reverse Transfers from Emerging to Developed Markets

Long-‐distance Commu:ng and Extended Business Travel

Virtual Mobility

Global Nomads with No “Home Country”

MODERN MOBILITY SOLUTIONS

BUSINESS NEEDS ADDRESSED BY MOBILITY STRATEGIES

Employee development and reten=on Business development and strategy

•  The need to develop well-‐rounded leaders of the future, with a truly interna:onal perspec:ve.

•  The need to offer exci:ng career opportuni:es to the best talent as compe::on to afract and retain the best intensifies.

•  The recogni:on that an organiza:on can benefit from a two-‐way transfer of knowledge, skills and experience.

•  The recogni:on that in an increasingly interna:onal world, key roles oVen have a regional or global perspec:ve.



ARE TALENT INVESTMENTS PAYING OFF?

More and more global organiza=ons are realizing that human capital is a cri=cal component of success in today’s economy, and many are increasing their investments in talent and workforce planning. But companies are less certain about the effec=veness that their current talent efforts are having on their business results. A rigorous and systema=c approach to workforce planning can provide numerous benefits in helping organiza=ons reach their growth objec=ves.

18 Source: Mercer’s Talent Barometer Survey, March 2013

23% WORKFORCE PLANS NEED WORK According to a recent Mercer survey, talent investments have increased for most companies in recent years, and more than three out of four companies said they have a plan in place to forecast their talent needs.

But those planning efforts may be less than adequate. Few organiza:ons are taking a long-‐term look at their talent needs—less than one in eight has a workforce plan that extends more than five years. And the majority of respondents to Mercer’s study felt that their workforce planning efforts were only somewhat effec:ve.

A forward-‐looking strategic workforce plan can iden:fy cri:cal jobs and possible talent gaps, and then outline strategies for mee:ng human capital requirements. Making talent a strategic impera:ve can help companies determine the most effec:ve prac:ces and policies going forward.

“Employers need to apply the same level of rigor and analysis to their strategic talent plans as they do any other area of compe::ve business advantage. By viewing HR programs and prac:ces though this strategic lens, organiza:ons can focus on those efforts that drive posi:ve and measureable results.”

― Orlando Ashford, President of Mercer’s Talent business

Increased, 60%

Stayed the same, 29%

Decreased, 11%

Talent investment in recent years

Next year, 31%

Next 2-‐3 years, 34%

Next 5+ years , 12%

No workforce plan, 23%

Dura=on over which current workforce plans forecast talent needs

14% 62% 22% 2%

Effec=veness of current workforce plan in mee=ng immediate and long-‐term talent needs

Not effec:ve Somewhat effec:ve Very effec:ve Extremely effec:ve



STATEMENT OF WORK MANAGEMENT

As free agent and other project-‐based workers become a more prevalent and more strategic part of an organiza=on’s workforce, companies are seeking to improve visibility and management across all talent categories. Given the poten=al efficiencies, integra=ng statement of work (SOW) ac=vity within exis=ng managed services programs is a natural next step.

19 Sources: SOW: A Global Trend? SIA, February 2013; Staffing Industry Analysts VMS/MSP Landscape Reports, 2010-‐2012; Staffing Industry Analysts Con:ngent Buyers Survey 2011-‐2012

23% SOW MANAGEMENT IS A GROWING TREND Organiza:ons are expanding their successful con:ngent management programs to cover other categories of employees, par:cularly statement of work (SOW) . SOW spending under managed services programs more than doubled from 2009 to 2011, according to Staffing Industry Analysts. North America is the key region for SOW management, but interest and adop:on are growing worldwide. SIA reports that in India, Japan, and China more than 80% of MSP spend is on SOW employees. And in Europe, more than half of staffing buyers say they are seriously thinking about incorpora:ng SOW employees into their con:ngent worker management programs. SOW management programs are also moving beyond just invoicing and milestone tracking to encompass more value-‐added func:ons including worker, contract, and supplier management.

53%

29%

31% 52%

North America Europe

Likely to Explore within 2 Years

Current usage

Incorpora=ng SOW into Con=ngent Worker Management Programs

$0 $10 $20 $30 $40 $50 $60 $70

2009 2010 2011

Managed Services Providers: Spend Under Management by Worker Type

Temporary/ Contract SOW Outsourced

$B US

SOW Management Program Offerings

Providing invoicing and bill pay services 90%

Tracking milestones and deliverables 88%

On-‐ and off-‐boarding SOW workers 64%

Managing contracts for SOW workers 55%

Nego:a:ng contract terms and pricing for SOW services 48%

Shortlis:ng suppliers for SOW services 46%

Reviewing and scoring RFP response bids for SOW services 40%

DraVing contracts and SOWs for services 39%

Crea:ng RFPs/SOWs on behalf of client 29%

Iden:fy/source qualified SOW suppliers 24%



Kelly offers a complete library of white papers, reports, case studies, and webcasts that advance the discussion and thinking around current trends, strategies, and issues impac=ng global talent management.

To register for webcasts or for more informa:on, visit www.kellyocg.com

TITLE PRESENTED BY: DESCRIPTION

Mapping the Value of Talent Acquisi=on

Jillyan French-‐Vitet, Global Director, Workforce Strategy Support and Talent Resourcing, Kelly Outsourcing and Consul:ng Group

This e-‐book outlines a new kind of value mapping that centers around talent acquisi:on, illustra:ng how and why talent acquisi:on contributes to the overall worth of organiza:ons.

Help Them Grow or Watch Them Go -‐ The Career Development Impera=ve

Jason S. Morga, Senior Director, Americas Marke:ng, Kelly Services

Dr. Beverly Kaye, Founder, Career Systems Interna:onal

Study aVer study confirms that career development is the single greatest tool managers have for driving reten:on, produc:vity, engagement, and results. Nevertheless, it frequently gets sidelined in the course of everyday business. This webinar explores the power of simple conversa:ons in the career development process.

Into the Jaws of the Snake

Rolf E. Kleiner, SVP and Chief Innova:on Officer, Kelly Services

Read this white paper to learn more about how a cri:cal decoupling of job crea:on from produc:vity has occurred, and the major repercussions this phenomenon has created for economies and workforces the world over.

Big Data, Big Deal

John Healy, VP & Talent Supply Chain Strategist, Kelly Services

Rob Sentz, VP Marke:ng, EMSI

Jamie Womack, VP Corporate Marke:ng & Branding, CareerBuilder

View this webcast to learn about Talent Market Analyst, a data analy:cs tool developed by Kelly Services and Economic Modeling Specialists Intl. (EMSI), a CareerBuilder company. The Talent Market Analyst is an innova:ve workforce planning tool, featuring key insights and data to support both long-‐term strategic planning and short-‐term sourcing ac:vi:es.

20

KELLY KNOWLEDGE



AbouT Kelly ServiceS®

Kelly Services, inc. (NASDAQ: KelyA, Kelyb) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire and direct-hire basis. Serving clients around the globe, Kelly provides employment to more than 560,000 employees annually. revenue in 2012 was $5.5 billion. visit kellyservices.com and connect with us on Facebook, linkedin, & Twitter. click to download The Talent Project, our free iPad app.

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Q2 2013 Global Talent Market Quarterly

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