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Life Sciences: Worker Preferences and Workplace Agility
The Kelly Global Workforce Index 2014 reveals insights from nearly 230,000 employees regarding their preferences in the workplace, highlighting the significance of skills development, work-life balance, and flexibility in job arrangements. Many life sciences employees would sacrifice pay for opportunities to learn new skills, pursue a flexible schedule, or engage in socially conscious work. Additionally, company attributes such as size, location, and organizational structure greatly influence employee attraction and retention.
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Life Sciences: Worker Preferences and Workplace Agility
- 1. KELLY GLOBAL WORKFORCEINDEX® WORKER PREFERENCES AND WORKPLACE AGILITY LIFE SCIENCES
- 2. 2Kelly Global WorkforceIndex® CONTENTSTHE KELLY GLOBAL WORKFORCE INDEX 2014 3 Where do employees really like to work? 4 More than money and promotion 9 Why employer size, location, and track record all matter 13 Making the shift for work 16 New and emerging flexible models of work 18 The organizational structure that workers prefer 20 Looking in the mirror 21 How Kelly can help The Kelly Global Workforce Index® (KGWI) is an annual global survey revealing opinions about work and the workplace. Almost 230,000 people across the Americas; Europe, the Middle East, and Africa (EMEA); and Asia-Pacific (APAC) regions responded to the 2014 survey. The topics covered in the 2014 KGWI survey include: • Engaging Active and Passive Job Seekers • Career Development • The Candidate Experience from Hiring to On-boarding • Worker Preferences and Workplace Agility. This fourth installment, Worker Preferences and Workplace Agility, canvasses the value employees attach to key elements of their work, including skills, flexible work arrangements, and even the idea of socially conscious work. Employees also give a clue as to why they are drawn to some organizations and not others—shedding light on why an employer’s geographic location, size, and management structure all play a part in talent selection.
- 3. 3Kelly Global WorkforceIndex® Understanding the features that drive these employees to certain organizations is vital in managing the talent mix. While there’s no mistaking that pay is a key driver of attraction and retention, these workers also prioritize their professional growth and personal development. How a company looks and feels also makes a difference. The views and expectations surrounding non-traditional work styles are also shifting, and these can provide employers with an edge in attracting the best people. Employers looking to retain current talent might consider the trade-offs that could hold appeal for their employees. It is important to ensure a company’s compensation and benefits are competitive, but retaining workers also involves improving work–life balance and flexible work arrangements, and providing employees with clear plans for their further training and development. Where do employees really like to work? Life sciences employees embody some of the world’s most highly skilled human capital. They are also in high demand by leading-edge innovators.
- 4. 4Kelly Global WorkforceIndex® More than money and promotion The most attractive companies offer more than competitive pay and benefits. They offer the opportunity to develop skills and a clear pathway for progression. Indeed, the idea of learning new skills at work may be worth more than higher pay and/or career growth or advancement for many life sciences employees.
- 5. 5Kelly Global WorkforceIndex® More than half (58%) of the life sciences employees surveyed globally said they would be prepared to give up higher pay and/or career growth or advancement for the opportunity to learn new skills. The willingness to trade off pay for skills is more prevalent in APAC (69%) than it is in EMEA (55%). Certain countries stand out for employees’ willingness to sacrifice remuneration in order to gain skills, notably India (82%), Portugal (74%) and, Australia (67%). How likely would you be to give up higher pay and/or career growth or advancement for the opportunity to learn new skills? (% “definitely would” and “would,” by country) WILLINGNESS TO TRADE OFF PAY FOR SKILLS GLOBAL AVERAGE: 58% APAC AVERAGE: 69% EMEA AVERAGE: 55% GlobalGermanyRussiaHungaryNorwayFranceSwitzerlandUKChinaItalyAustraliaPortugalIndia 0% 20% 40% 60% 80% 100% GlobalGermanyRussiaHungaryNorwayFranceSwitzerlandUKChinaItalyAustraliaPortugalIndia INDIA AUSTRALIA CHINA GERMANY HUNGARY NORWAY SWITZERLAND ITALY PORTUGAL FRANCE RUSSIA THEUNITEDKINGDOM
- 6. 6Kelly Global WorkforceIndex® Skills development isn’t the only thing important to life sciences employees—they also value flexibility. More than a third (35%) globally said they would be prepared to give up higher pay and/or career growth or advancement for a more flexible work schedule. Considerably more employees in APAC (49%) are willing to make these pay and advancement sacrifices than those in EMEA (28%). How likely would you be to give up higher pay and/or career growth or advancement for a more flexible work schedule? (% “definitely would” and “would,” by country) WILLINGNESS TO TRADE OFF PAY FOR A FLEXIBLE WORK SCHEDULE GLOBAL AVERAGE: 35% APAC AVERAGE: 49% EMEA AVERAGE: 28% GlobalFranceRussiaItalyHungaryGermanyNorwayUKPortugalSwitzerlandAustraliaChinaIndia GlobalFranceRussiaItalyHungaryGermanyNorwayUKPortugalSwitzerlandAustraliaChinaIndia 0% 10% 20% 30% 40% 50% 60% 70% INDIA AUSTRALIA CHINA GERMANY HUNGARY NORWAY SWITZERLAND ITALY PORTUGAL FRANCE RUSSIA THEUNITEDKINGDOM
- 7. 7Kelly Global WorkforceIndex® Work–life balance is also important to life sciences employees. A total of 53% globally say they would be prepared to give up higher pay and/or career growth or advancement for a better work–life balance. The premium on work–life balance is considerably greater in APAC, where 67% would be likely to make such a sacrifice, than in EMEA (50%). How likely would you be to give up higher pay and/or career growth or advancement for a better work–life balance? (% “definitely would” and “would,” by country) WILLINGNESS TO TRADE OFF PAY FOR WORK–LIFE BALANCE GLOBAL AVERAGE: 53% APAC AVERAGE: 67% EMEA AVERAGE: 50% GlobalRussiaNorwayHungaryUKFranceGermanyitalyPortugalSwitzerlandChinaAustraliaIndia 0% 10% 20% 30% 40% 50% 60% 70% 80% GlobalRussiaNorwayHungaryUKFranceGermanyitalyPortugalSwitzerlandChinaAustraliaIndia INDIA AUSTRALIA CHINA GERMANY HUNGARY NORWAY SWITZERLAND ITALY PORTUGAL FRANCE RUSSIA THEUNITEDKINGDOM
- 8. 8Kelly Global WorkforceIndex® There is also a group of employees who are attracted to work that is socially fulfilling, and who are willing to give up pay and/or promotional opportunities to pursue it. More than a quarter (27%) of life science wokers globally said they would be likely to give up higher pay and/ or career growth or advancement for an opportunity to do more socially conscious work. The proportion likely to do so is considerably higher in APAC (40%) than in EMEA (23%). How likely would you be to give up higher pay and/or career growth or advancement for an opportunity to do more socially conscious work? (% “definitely would” and “would,” by country) WILLINGNESS TO TRADE OFF PAY FOR SOCIALLY CONSCIOUS WORK GLOBAL AVERAGE: 27% APAC AVERAGE: 40% EMEA AVERAGE: 23% GlobalGermanyUKFranceRussiaSwitzerlanditalyHungaryAustraliaNorwayPortugalChinaIndia 0% 10% 20% 30% 40% 50% 60% GlobalGermanyUKFranceRussiaSwitzerlanditalyHungaryAustraliaNorwayPortugalChinaIndia INDIA AUSTRALIA CHINA GERMANY HUNGARY NORWAY SWITZERLAND ITALY PORTUGAL FRANCE RUSSIA THEUNITEDKINGDOM
- 9. 9Kelly Global WorkforceIndex® Why employer size, location, and track record all matter Attracting and retaining employees goes beyond offering competitive pay, a good work–life balance, and advancement opportunities. An organization’s characteristics—its geographic footprint, size, type, and record of achievement—also factor into the equation.
- 10. 10Kelly Global WorkforceIndex® Globally a significant portion (40%) of life sciences employees said they have no preference about the type of organization they work for— whether it’s a global company, a national company (operating in a single country), or a regional company (operating in a single region within a single country). However, a sizable 44% would prefer to work for a global company—almost three times the number who would prefer to work for a national company (10%) or a regional company (6%). The preference for global companies is more pronounced in APAC (70%) than in EMEA (49%). What company geographic footprint would you most prefer? (%, by region) PREFERRED EMPLOYER ORGANIZATION GEOGRAPHIC FOOTPRINT National company Global company Regional company No preference EMEA APAC 7% 3% 20% 70% 11% 7% 34% 49%
- 11. 11Kelly Global WorkforceIndex® When it comes to the size of the organization, the largest percentage (39%) of life sciences employees globally said it doesn’t matter. However, more than a quarter (27%) are drawn to mid-sized companies (those with 50–1,000 employees), and the same percentage prefers large companies (those with more than 1,000 employees). Only 7% prefer small businesses (those with less than 50 employees). APAC employees showed a clear preference for large companies (43%), while in EMEA preferences were more evenly spread. Small businesses were the preferred choice of just 10% in EMEA and 5% in APAC. What company size would you most prefer? (%, by region) PREFERRED EMPLOYER ORGANIZATION SIZE Large company (more than 1,000 employees) No preference Mid-sized company (50–1,000 employees) Small business (less than 50 employees) EMEA APAC 29% 43% 22% 5% 30% 25% 35% 10%
- 12. 12Kelly Global WorkforceIndex® When it comes to the type of organizations that life sicences employees like to work for, they tend to lean toward firms with an established presence. While 37% globally have no preference, 40% said they want to work for a business that is established, with some longevity. This preference for established companies is notable in both EMEA (43%) and APAC (39%). Fortune 100 or Fortune 500 companies are only preferred by 12% in EMEA, but by a much stronger 36% in APAC. Start-up firms are preferred by only 8% in EMEA and 4% in APAC. What type of company would you most prefer to work for? (%, by region) PREFERRED EMPLOYER ORGANIZATION TYPE No preference Established company with longevity Fortune 100 or Fortune 500 company Start-up company/ micropreneur EMEA APAC 39% 4% 20% 36% 43% 8% 37% 12%
- 13. 13Kelly Global WorkforceIndex® Making the shift for work Is it too much to ask employees to travel to find the right work? Apparently not—a surprising number of workers are ready to relocate, often considerable distances, in order to secure the work they want.
- 14. 14Kelly Global WorkforceIndex® Among life sciences employees, there is a relatively high degree of labor mobility, with a total of 75% globally saying that they would be ready to move for the right job: 18% to another continent; 17% to another state, region or province; 16% to another city or town; 12% within the same country, district or province and 12% to another country. Only 19% of employees surveyed in APAC and 23% in EMEA are not prepared to move. How far would you be prepared to move for the right job? (%, by region) WILLINGNESS TO MOVE FOR WORK EMEA APAC GLOBAL 0% 5% 10% 15% 20% 25% Another country Within the same country/district/province Another city/town Another state/region/province Another continent Not willing to move
- 15. 15Kelly Global WorkforceIndex® 0% 10% 20% 30% 40% 50% THE MIDDLE EAST AFRICASOUTH AMERICA THE ASIA-PACIFIC REGION DON'T KNOW NORTH AMERICA EUROPE EMEA APAC GLOBAL Among life sciences employees, Europe stands out as the destination of choice, cited by more than a third (37%) of respondents, followed by North America (25%). Asia-Pacific region attracted only 9%, followed by South America (4%), and Africa and the Middle East (both 2%). EMEA workers gravitated toward their own continent (44%), while those in APAC also predominantly chose Europe (35%). Aside from your own region, which part of the globe would you most want to work in? (%, by region) PREFERRED REGION TO WORK
- 16. 16Kelly Global WorkforceIndex® New and emerging flexible models of work Various alternatives to the traditional form of employment have emerged in recent years, including freelancers, temporary employees, contract employees, independent contractors, project-based Statement of Work contractors, and entrepreneurs and business owners.
- 17. 17Kelly Global WorkforceIndex® APPEAL OF NON-TRADITIONAL EMPLOYMENT Globally, 40% of life sciences employees expressed an interest in these non-traditional or flexible employment alternatives. Workers in APAC (45%) are more likely to be interested in non-traditional or flexible employment than those in EMEA (31%). To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by country) GLOBAL AVERAGE: 40% APAC AVERAGE: 45% EMEA AVERAGE: 31% GlobalItalyGermanyFranceUKSwitzerlandPortugalRussiaAustraliaHungaryIndiaNorwayChina GlobalItalyGermanyFranceUKSwitzerlandPortugalRussiaAustraliaHungaryIndiaNorwayChina 0% 10% 20% 30% 40% 50% 60% 70% AUSTRALIA CHINA GERMANY HUNGARY NORWAY SWITZERLAND ITALY PORTUGAL FRANCE RUSSIA THEUNITEDKINGDOM INDIA
- 18. 18Kelly Global WorkforceIndex® The organizational structure that workers prefer Workplace structures vary greatly—virtual teams, collaborative environments with cross-functional teams, flexible arrangements, environments with both high risks and rewards, and environments characterised by latest technology and equipment.
- 19. 19Kelly Global WorkforceIndex® IDEAL EMPLOYEE WORK ENVIRONMENT The ideal work environment for life sciences employees is one that offers collaboration (68%) and flexible work arrangements (55%). These workers also want exposure to the latest technologies and equipment (51%), a culture of innovation (48%) and virtual teams (36%). Fewer workers are attracted to highly individualized structures with limited teamwork (15%), competitive environments with both high risks and rewards (19%), and traditional work arrangements (24%). By region, flexible work arrangements are more popular in APAC (60%) than in EMEA (46%). Virtual teams and competitive environments with high risks and rewards are more attractive to those in APAC than in EMEA. Your ideal work environment would include which of the following features? (%, multiple responses allowed, by region) 0 10 20 30 40 50 60 70 EMEA APAC GLOBAL Highly individualized, limited teamwork and collaboration Competitive, where rewards and risks are high Traditional work arrangements, 9–5 schedules Traditional hierarchical structure Rapid pace with constant change Matrix structure Virtual teams Culture of innovation and creativity Exposure to latest technologies and equipment Flexible arrangements, remote work, flexible schedules/hours Highly collaborative environment (cross-functional teams)
- 20. 20Kelly Global WorkforceIndex® It is important for organizations to understand the attributes that are attractive to prospective employees. Firms need to be able to assess their relative appeal as an employer, and then use this information to determine their recruitment and retention strategies. The KGWI shows that organization type, size, location, and managerial structure all carry weight when employees are deciding where to work, and have a direct bearing on remuneration and other benefits on offer. Most candidates might not appreciate these features from the outside, and many organizations don’t use them as a selling point. Firms with less appeal to employees may need to offer a premium, while the most sought after companies can probably afford to be less generous than the market as a whole. A culture that is collaborative, creative, team-oriented, and focused on leading- edge technologies may well be a strong point of difference. There are certain things that employers can do to better understand and leverage their position in the market: • Conduct an employee “attraction” test that will identify the organization’s appeal in terms of its type, size, location, track record, and organizational structure. • Undertake an audit of the organization’s “non-work” features that could be attractive to employees and candidates, and consider how they could be embedded in the employment offering. CONCLUSION Looking in the mirror • Encourage employees to identify particular interests, such as lifestyle, family, recreational, or other pursuits that may provide an opportunity to inject flexibility into the work schedule. • Harness the organization’s positive features to extend the recruiting footprint to cities, regions, or even countries where in-demand skills may be more plentiful.
- 21. 21Kelly Global WorkforceIndex® How Kelly can help Kelly Services aims to understand the factors that drive the recruitment process and deliver insights that help every employer source the best talent. Understanding employees’ varying motivations and employers’ needs is a critical element in this. We know that just as employers have different requirements, employees bring their own values, styles, and requirements. One of the important aspects highlighted by the KGWI survey is the diversity of views among talent regarding the most desirable places to work, as well as distinct preferences for particular organizational styles and types. Kelly’s global presence, knowledge, and experience helps employers to better appreciate these traits and enables organizations and employees to achieve the optimum fit. Knowledge of local markets, industry sectors, and skills availability is crucial. In a world where talent is increasingly mobile, it is more important than ever to reach into markets and regions where skills can be harnessed to maximize productivity and profitability.
- 22. 22Kelly Global WorkforceIndex® 22Kelly Global Workforce Index™ EXIT An Equal Opportunity Employer. © 2014 Kelly Services kellyservices.com ABOUT THE KELLY GLOBAL WORKFORCE INDEX The KGWI is an annual global survey revealing opinions about work and the workplace. Approximately 230,000 people across the Americas, EMEA, and APAC regions responded to the survey. The survey was conducted online by RDA Group on behalf of Kelly Services. ABOUT KELLY SERVICES® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in 2013. Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad® app by Kelly Services.