KGWI: What Talent Wants - Life Sciences

WANTSLIFE SCIENCES

WHAT TALENT

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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

3

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.

5

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




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




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


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


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


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


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


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%).



68% 55%LIKE FLEXIBLE WORK

ARRANGEMENTSPREFER A HIGHLY COLLABORATIVE ENVIRONMENT



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.

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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

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


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


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



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.

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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.

CONTENTS Å

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KGWI: What Talent Wants - Life Sciences

Career

Transcript of KGWI: What Talent Wants - Life Sciences