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WORK LIFE design the new balance A high-level look at workforce trends from the KELLY GLOBAL WORKFORCE INDEX TM 2015 ASIA-PACIFIC REGION AND EUROPE

Work-Life Design in Asia Pacific and Europe

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Page 1: Work-Life Design in Asia Pacific and Europe

WORKLIFEdesign

the new balance

A high-level look at workforce trends from theKELLY GLOBAL WORKFORCE INDEXTM 2015

ASIA-PACIFIC REGION AND EUROPE

Page 2: Work-Life Design in Asia Pacific and Europe

The Work-Life Design palette Workers in the Asia-Pacific region and Europe nominate different Work-Life Design elements that they consider important.

Get ready for Work-Life DesignToday, talented individuals have a choice of where and how they work. For evidence, look no further than the nearly one in three workers who are embracing flexible work styles and choosing to go it alone as free agents. To attract and retain the best people, employers must do more than offer traditional inducements such as competitive salaries and linear career paths. Workers are increasingly looking to “design” the perfect balance between their personal and professional lives – and having a boss who will support them is now an important differentiator in their employment choice.

Skill sector comparisonsHighly skilled workers in professional and technical fields know their talent is prized in the marketplace. And a growing number are seeking employers who will help them achieve balance in all areas of their lives.

Flexible work arrangements

69%

64%64%

0% 80%

No longer a gender issue Support for Work-Life Design is no longer a gender issue, upending conventional wisdom that it is females who desire balance and flexibility the most. Instead, both men and women are driving the push.

Flexible work arrangementsOpportunity to engage in innovative projects during work hours

Limitations on workplace email communications outside traditional business hours

80%

60%

40%

100%

20%

0%

25%

43%

72%

18%

41%

66%

I feel I am in a position of high demand in the workplace

Europe

Wellness programs

41%

39%Europe

33%

Fostered environment of friendships in the workplace

34%

50%54%

Asia-Pacific region

Asia-Pacific region

Asia-Pacific region

Europe

70% / 63%

Flexible work schedules and arrangements such as working remotely or telecommuting

47% / 38%Limitations on working outside typical business hours

33% / 43%Paid time off, including vacation days, sick days, and holidays

42% / 39%Wellness programs such as on-site fitness centers, health club memberships, and stress-reduction programs

34% / 51%A fostered environment of friendships in the workplace

38% / 39%The opportunity to work on innovative projects or initiatives during work hours

32% / 19%Encouragement from employer to utilize all allotted vacation time

23% / 11%The opportunity to volunteer or give back to the community through the company

24% / 18%Limitations on workplace email communications outside typical business hours

Work-Life Design elements that professional and technical workers value more than the global average

In addition to analyzing worker preferences and psychographic insights based on survey data from the 2015 and 2014 Kelly Global Workforce Index, this study assembles insights from Kelly Free Agent Research (2015) survey data and other research sources.

Visit kellyservices.com for additional studies, articles, and insights.

Factors that positively impact work-life balance

EuropeAsia-Pacific region

Willingness to sacrifice higher pay for flexible work arrangements

Trading it offMany talented workers in the Asia-Pacific region are increasingly willing to pass up promotions and pay rises in return for a more balanced life. To a slightly lesser extent, this is also the case in Europe.

48% / 32%

EMEAAPAC

44%

40%

74%

Asia Pacific regionAsia Pacificregion

IT / 72%Finance / 64%

Engineering

EuropeEurope

/ 58%Average / 57%

IT / 62%Finance / 54%

Engineering / 55%Average / 47%

Page 3: Work-Life Design in Asia Pacific and Europe

/3

Contents/4Introduction

1/5The concept of Work-Life Design

2/6Talented workers value choice

3/8Integrating work and life has become vital

4/10Work-Life Design: the perfect balance

5/11Flexible hours

6/12Work governance

7/13Personal realization and empowerment

8/14Workplace culture

9/15Lifestyle benefits and amenities

10/16Trading it off

11/19Millennials

12/20Gender

13/21Professional and technical talent

14/23Suggestions for employers

15/25Conclusion

Page 4: Work-Life Design in Asia Pacific and Europe

Based on Kelly’s global workforce survey of more than 164,000 people from 28 countries, this report collects insights from workers in Europe and the Asia-Pacific region. In particular, it identifies a shift in workforce expectations and attitudes that is pressuring organizations to reimagine how they acquire and manage talent – an approach we call “Work-Life Design.”

A growing movement within the workforce, Work-Life Design redefines the concept of work-life balance. It does more than pay lip-service to flexible working hours. It recognizes that workers have ever-evolving needs, interests, and aspirations. They also crave actualization in and out of work and want to “design” the perfect balance between their personal and professional lives.

Employers are keenly aware that skilled candidates for positions are in short supply. The competition to secure top talent is often intense. Building a dynamic workplace around the principles of Work-Life Design has the potential to empower individuals, and unlock exciting new advantages for organizations.

/4 INTRODUCTION

Introduction

CONTENTS

Highly talented individuals are demanding more from their job and working environment than ever before.

Page 5: Work-Life Design in Asia Pacific and Europe

/5 THE CONCEPT OF WORK-LIFE DESIGN

Human expectations of work are changing. Once, workers simply “clocked on and off” and chased greater pay and responsibility as the narrow metrics of success. Today, growing numbers of people are interested in jobs that empower them to achieve both career and personal aspirations. As many as one in three workers are even willing to “go it alone” as free agents. Assisted by remote access technologies such as video conferencing and cloud computing, talented individuals everywhere are seeking a reinvigorated balance between work and life.

To retain the loyalty of this restless workforce, employers need to do more than offer traditional inducements such as competitive salaries and linear career paths.

A fresh approach to talent management, Work-Life Design begins by offering workers a choice of flexible hours and remote work options. Importantly, it also means empowering them to access new workplace benefits, wellness initiatives, and personal development opportunities. These should form part of a genuinely collaborative culture that embraces innovation and change.

Work-Life Design is set to be the gold standard for the modern enterprise: a holistic working experience that inspires people to be their best.

The concept of Work-Life Design

1

CONTENTS

Page 6: Work-Life Design in Asia Pacific and Europe

/6 TALENTED WORKERS VALUE CHOICE

The modern workplace is based on a stark reality: talented people have the choice of where and how to work. Accordingly, many of them are seeking organizations that allow them maximum freedom to decide how to integrate their personal and professional lives. Below are eight “building blocks” on which the Work-Life Design mindset is based.

• Integration: Work-Life Design revolves around the belief that work and life are not separate. Instead, workers are looking to integrate their professional and personal priorities and ensure that these become complementary.

• Variety: Work-Life Design is not just about employers offering a particular perk, such as remote work opportunities or more time off. The movement encompasses a variety of elements, or features, that vary in significance to workers across industries, geographies, generations, and genders.

• Environment: Work-Life Design extends beyond simply granting employees greater benefits. The movement is about improving the workplace environment and creating a

culture that embraces healthy collaboration, and personal and professional growth.

• Interdependence: Work-Life Design recognizes the interdependence of employees and employers, allowing workers to carve their own professional and personal paths.

• Engagement: Workers who are the most loyal and committed rate their respective employers highest on Work-Life Design factors. Those organizations that promote and support Work-Life Design are better positioned to keep workers engaged and motivated.

• Empowerment: Work-Life Design creates conditions that benefit all workers, but the most skilled individuals are especially primed to benefit, particularly in fields where good talent is in short supply.

• Resilience: Work-Life Design lets workers control their career development, allowing them to survive challenging periods such as economic downturns.

Talented workers value choice

INTEGRATION

VARIETY ENVIRONMENT

INTERDEPENDENCE ENGAGEMENT

RESILIENCE EMPOWERMENT

The Work-Life Design building blocks

2

CONTENTS

Page 7: Work-Life Design in Asia Pacific and Europe

“Work-life balance means that workers can work around life. Free agency offers the best possibility to do that while exercising a particular skill set or craft. And the best opportunity to choose with whom you are going to work and where you are going to work.”—Kelly Services CEO Carl Camden

CONTENTS

Page 8: Work-Life Design in Asia Pacific and Europe

Integrating work and life has become vital

/8 INTEGRATING WORK AND LIFE HAS BECOME VITAL

Kelly’s global workforce research shows that work-life balance is now firmly entrenched as a leading expectation among job seekers. Globally, 69% of workers rate work-life balance as a key attribute of an attractive employer, and one that drives the decision to accept a particular job. This is second only to salary, benefits, and other financial incentives (89%), and on par with opportunities for advancement.

Work-life balance is highly valued in the Asia-Pacific region, where 77% of workers cite it as an important consideration in deciding where to work. In Europe, 65% of workers rate work-life balance as an important consideration. While this is lower than the global average, the result is significantly higher for many individual European countries.

Salary, benefits, and other financial incentives

Work-life balance

Training and development programs

Flexible work arrangements

Opportunities for advancement

Salary, benefits, and other financial incentives

Work-life balance

Opportunities for advancement

Training and development programs

Opportunity to work with knowledgeable colleagues

Top five traits of attractive employers3 ASIA-PACIFIC REGION

EUROPE

86%

77%

67%

65%

65%

86%

65%

64%

59%

58%

What makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.)

CONTENTS

Page 9: Work-Life Design in Asia Pacific and Europe

/9 INTEGRATING WORK AND LIFE HAS BECOME VITAL

Thailand

Poland

Indonesia

Malaysia

India

Singapore

Hong Kong

Portugal

United Kingdom

Australia

New Zealand

Denmark

Hungary

Germany

Ireland

Switzerland

France

Italy

Norway

Russia

85%

84%

82%

79%

77%

75%

75%

75%

74%

74%

70%

70%

67%

67%

67%

65%

64%

60%

58%

88%

Work-life balance as an attractive employer trait, by country

50% 90%

3Integrating work and life has become vital (continued)

TRAITS OF ATTRACTIVE EMPLOYERS (GLOBAL): What makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.)

89%Salary, benefits,

and other financial incentives

69%Work-life balance

69%Opportunities for

advancement

66%Training and development

programs

57%Opportunity to

work with knowledgeable

colleagues

55%Flexible work arrangements

45%Opportunity to

innovate or work on innovative projects

and initiatives

44%Leadership

development

43%Communication or feedback received

during the application

process

41%Corporate reputation

40%Environmentally

friendly work practices

40%Exposure to latest technologies and

top-notch equipment

EuropeAsia-Pacific region

CONTENTS

Page 10: Work-Life Design in Asia Pacific and Europe

Work-Life Design: the perfect balance

/10 WORK-LIFE DESIGN: THE PERFECT BALANCE

What does work-life balance mean today? In an intriguing finding of Kelly’s global workforce research, it seems that while many people value workplace flexibility (particularly the ability to tailor their work hours or geographic location), they are taking a determinedly holistic approach to their wellness and development both inside and outside the organization. They also expect their employers to follow suit.

Elements of Work-Life Design

The upshot is that talented individuals are looking to “design” their ideal balance with respect to at least five different aspects of the workplace:

• Flexible hours• Work governance • Personal realization and empowerment• Workplace culture• Lifestyle benefits and amenities

FLEXIBLEHOURS

WORKGOVERNANCE

LIFESTYLEBENEFITS &AMENITIES

WORKPLACECULTURE

PERSONALREALIZATION &

EMPOWERMENT

4

CONTENTS

Page 11: Work-Life Design in Asia Pacific and Europe

Global / 63%

Europe / 63%

Asia-Pacificregion

/ 70%

Flexible work arrangements

Global / 49%

Europe / 43%

Asia-Pacificregion

/ 33%

Paid time off

Global / 11%

Europe / 16%

Asia-Pacificregion

/ 12%

Opportunityto purchase

additional vacation time

Flexible hours

/11 FLEXIBLE HOURS

Desire for more flexible working arrangements is a major part of the Work-Life Design mindset.

Globally, 63% of workers say they see flexible work arrangements, such as non-traditional schedules or the ability to telecommute, as positively impacting work-life balance.

Flexible work arrangements positively impacting work-life balance, by country

FLEXIBLE HOURS Consider how you would define work-life balance. Select up to five top factors that you consider most critical.

Some 49% see paid time off such as holidays and sick days as critical to work-life balance, while 11% consider the opportunity to purchase additional vacation time from their employer critical. The desire for flexible work arrangements is particularly high in the Asia-Pacific region.

Denmark

Germany

Malaysia

Switzerland

Hungary

Thailand

Australia

Norway

Singapore

India

Indonesia

Ireland

Poland

New Zealand

Belgium

Russia

United Kingdom

Italy

Hong Kong

France

Portugal

75%

74%

74%

72%

72%

71%

70%

70%

69%

69%

69%

69%

68%

66%

64%

63%

62%

61%

60%

54%

83%

40% 90%

5

EuropeAsia-Pacific region

CONTENTS

Page 12: Work-Life Design in Asia Pacific and Europe

Global / 37%

Europe / 38%

Asia-Pacificregion

/ 47%

Limitations on working

outside typical business hours

Global / 17%

Europe / 18%

Asia-Pacificregion

/ 24%

Limitations on workplace email communications

Global / 23%

Europe / 19%

Asia-Pacificregion

/ 32%

Encouragement from employer

to use all vacation time

Work governance

/12 WORK GOVERNANCE

Many workers increasingly expect strong organizational policies that prevent work from invading personal time.

Globally, 37% of workers say their employer imposing greater limitations on working outside typical business hours, such as at weekends, late at night, and during vacation time is critical to work-life balance. A total

of 17% see greater restrictions on workplace email communication during these periods as important, while 23% say employers encouraging their staff to use all allotted vacation time is critical.

The desire for tighter restrictions on working hours is particularly strong in the Asia-Pacific region.

Limitations on working outside typical business hours positively impacting work-life balance, by country

Hong Kong

Poland

Thailand

Singapore

France

Malaysia

Germany

New Zealand

Australia

Belgium

Denmark

India

United Kingdom

Ireland

Hungary

Portugal

Indonesia

Luxembourg

Netherlands

Norway

Switzerland

Italy

Russia

53%

52%

51%

49%

49%

48%

47%

45%

45%

45%

45%

45%

43%

41%

40%

39%

39%

32%

32%

30%

31%

29%

60%

20% 70%

6

WORK GOVERNANCE PROTECTIONSConsider how you would define work-life balance. Select up to five top factors that you consider most critical.

EuropeAsia-Pacific region

CONTENTS

Page 13: Work-Life Design in Asia Pacific and Europe

Global / 37%

Europe / 39%

Asia-Pacificregion

/ 38%

Opportunity to work on innovative projects or

initiatives during work

hours

Global / 25%

Europe / 12%

Asia-Pacificregion

/ 23%

Opportunity to volunteer

or give back to the community

through the company

Global / 14%

Europe / 20%

Asia-Pacificregion

/ 18%

Sabbaticals to pursue personal

interests outside work

Personal realization and empowerment

/13 PERSONAL REALIZATION AND EMPOWERMENT

Many workers would like greater support from their employer to undertake fulfilling projects, or pursue personal or altruistic interests.

Globally, 37% of workers say the opportunity to work on innovative projects or initiatives

Opportunity to work on innovative projects or initiatives during work hours positively impacting work-life balance, by country

during work hours is critical to work-life balance. Some 25% believe opportunities to volunteer or give back to the community during work hours, or as part of company-sponsored events are important. And 14% see dedicated work sabbaticals as a critical factor.

Italy

Belgium

India

France

Indonesia

Ireland

Portugal

Luxembourg

Switzerland

Thailand

Malaysia

United Kingdom

Australia

Poland

Germany

Singapore

Netherlands

New Zealand

Russia

Hong Kong

Hungary

Norway

Denmark

49%

47%

46%

46%

46%

45%

44%

40%

39%

37%

37%

35%

35%

33%

33%

32%

32%

31%

30%

27%

28%

25%

50%

20% 60%

7

PERSONAL REALIZATION AND EMPOWERMENTConsider how you would define work-life balance. Select up to five top factors that you consider most critical.

EuropeAsia-Pacific region

CONTENTS

Page 14: Work-Life Design in Asia Pacific and Europe

Workplace culture

/14 WORKPLACE CULTURE

For many workers, the existence of a supportive workplace culture – and one that accords with their personal values – is vital to their ability to design the perfect balance.

Globally, 37% of workers say a fostered environment of workplace friendships is critical to work-life balance. The figure is even higher

in Europe (51%). In addition, an organization’s level of commitment to corporate social responsibility, diversity and equal opportunity, and environmentally friendly work practices is important to many workers.

8

WORKPLACE CULTUREWhat makes an organization an attractive employer or would drive your decision to accept one job over another? (Select all that apply.)

Environmentally friendly work practices as an attractive employer trait, by country

Malaysia

Indonesia

New Zealand

Thailand

Australia

Luxembourg

India

Ireland

United Kingdom

Singapore

Hong Kong

Netherlands

Belgium

Portugal

Hungary

Italy

Germany

Switzerland

Denmark

Norway

France

Poland

Russia

53%

51%

51%

50%

50%

47%

45%

44%

42%

41%

39%

38%

36%

32%

31%

30%

29%

28%

26%

19%

19%

15%

60%

10% 70%

Global / 40%

Europe / 23%

Asia-Pacificregion

/ 49%

Environmentally friendly work

practices

Global / 38%

Europe / 26%

Asia-Pacificregion

/ 37%

Record on diversity and

equal opportunity

Global / 25%

Europe / 22%

Asia-Pacificregion

/ 29%

Corporate social responsibility

EuropeAsia-Pacific region

CONTENTS

Page 15: Work-Life Design in Asia Pacific and Europe

Global / 43%

Europe / 39%

Asia-Pacificregion

/ 42%

Employer wellness

programs

Global / 20%

Europe / 23%

Asia-Pacificregion

/ 18%

Cafeteria-style amenities and

benefits

Global / 18%

Europe / 21%

Asia-Pacificregion

/ 18%

Childcare support

programs

Global / 13%

Europe / 24%

Asia-Pacificregion

/ 8%

Caregiver support

programs

Lifestyle benefits and amenities

/15 LIFESTYLE BENEFITS AND AMENITIES

Finally, the availability of workplace benefits and amenities is another key component of Work-Life Design.

Globally, 43% of workers say wellness programs such as on-site fitness centers, health club memberships, and stress-reduction activities such as meditation are critical to work-life balance.

Employer wellness programs positively impacting work-life balance, by country

A total of 20% cite the importance of cafeteria-style facilities, 18% childcare support programs, and 13% caregiver support programs. Support for workplace-sponsored childcare and caregiver programs is highest in Europe.

Poland

Indonesia

Malaysia

Norway

Thailand

Germany

Hungary

Ireland

Portugal

India

Singapore

New Zealand

Australia

United Kingdom

Belgium

France

Russia

Switzerland

Italy

Hong Kong

Denmark

50%

50%

48%

47%

43%

43%

42%

42%

41%

41%

40%

39%

39%

38%

38%

38%

37%

32%

31%

29%

52%

20% 60%

9

LIFESTYLE BENEFITS AND AMENITIESConsider how you would define work-life balance. Select up to five top factors that you consider most critical.

EuropeAsia-Pacific region

CONTENTS

Page 16: Work-Life Design in Asia Pacific and Europe

Trading it off

/16 TRADING IT OFF

A key aspect of the Work-Life Design mindset is a willingness to pass up opportunities or promotions in return for other benefits.

Globally, a significant proportion of the workforce is prepared to sacrifice higher pay for more flexible work schedules or arrangements (36%), the opportunity to work remotely (30%), and reduced hours or additional vacation time (24%). A comparatively smaller 14% of workers are prepared to sacrifice pay for less job or management responsibilities.

Overall, workers in the Asia-Pacific region are significantly more willing to give up higher pay for individual Work-Life Design elements than workers in Europe.

Willingness to sacrifice higher pay for more flexible work schedules or arrangements, by country

Globally, a significant proportion of the workforce is prepared to sacrifice career advancement for more flexible work schedules or arrangements (30%), the opportunity to work remotely (26%), reduced hours (22%), and less job or management responsibilities (20%).

Workers in the Asia-Pacific region are significantly more willing than workers in Europe to sacrifice career advancement in return for individual Work-Life Design elements.

Thailand

India

Indonesia

Malaysia

Ireland

Australia

Hong Kong

New Zealand

Singapore

Norway

Denmark

Switzerland

Italy

United Kingdom

Hungary

Germany

Poland

Portugal

Russia

France

53%

52%

50%

48%

45%

45%

45%

45%

43%

42%

41%

40%

39%

37%

35%

34%

34%

30%

27%

55%

20% 60%

10

EuropeAsia-Pacific region

CONTENTS

Page 17: Work-Life Design in Asia Pacific and Europe

Would be willing to give up higher pay for:

Would be willing to give up career advancement for:

Asia-Pacific region (%)

Europe (%) Global (%) Asia-Pacific region (%)

Europe (%) Global (%)

More flexible work schedules or arrangements

Additional vacation time

Opportunity to work remotely

Sabbatical or dedicated time off to pursue personal interests

Reduced hours

Less job or management responsibilities

None of the above

/17 TRADING IT OFF

36

24

30

20

24

14

43

36

28

31

31

29

29

37

28

18

25

19

20

18

48

30

21

26

21

22

20

49

Trading it off (continued)

1048

33

35

29

35

24

31

32

21

28

19

25

11

41

CONTENTS

Page 18: Work-Life Design in Asia Pacific and Europe

“When looking at their career goals, today’s millennials are just as interested in how a business develops its people—and its contribution to society—as they are in its products and profits.”—former Deloitte Global CEO Barry Salzberg

CONTENTS

Page 19: Work-Life Design in Asia Pacific and Europe

Europe (Millennials)Asia-Pacific region (Millennials)

Vacation and other paid time off

Flexible work arrangements

Wellness programs

Childcare support programs

Caregiver support programsMillennials

/19 MILLENNIALS

The Work-Life Design mindset is particularly strong among important demographic groups such as Millennials (workers born from the 1980s onwards), many of whom are being offered greater professional responsibilities at the same time as they become parents. Millennials are set to comprise about 40% of the workforce in developed countries by 2020, surpassing Gen X as the single largest cohort. As their expectations change, so must the workplace. Millennials are more likely than the general workforce to consider vacation, paid time off, wellness programs, and childcare and caregiver support programs

What Millennials value

to be important elements of their employment package. In the Asia-Pacific region, Millennials are particularly interested in flexible work arrangements. Millennials in Europe place additional value on childcare and caregiver support programs. Millennials in the Asia-Pacific region are significantly more willing than their counterparts in Europe, or the global workforce, to sacrifice higher pay for more flexible work schedules or arrangements, the opportunity to work remotely, or additional vacation time. Only 30% would not consider sacrificing any pay, much lower than the global average of 43%.

11 When considering total compensation from an employer, beyond salary and healthcare benefits, what is most important to you?

Asia-Pacific region (Millennials)

Europe (Millennials)

Global (all workers)

Vacation and other paid time off 63% 68% 63%

Flexible work arrangements 71% 55% 62%

Wellness programs 52% 53% 46%

Childcare support programs 27% 30% 21%

Caregiver support programs 17% 36% 18%

0%

10%

20%

30%

40%

50%

None of the above

Less job ormanagement

responsibilities

Reducedhours

Sabbatical/dedicated time off to pursue

personal interests

Opportunity to work

remotely

Additional vacation time

More flexible work schedules or arrangements

Europe

Global (all workers)

Asia-Pacific region31%

21% 20%25%

11%

42%48%

33%37%

31%36%

25%30%27%

MILLENNIALSWould be willing to give up higher pay for:

CONTENTS

Page 20: Work-Life Design in Asia Pacific and Europe

Gender

/20 GENDER

The move towards Work-Life Design is no longer a gender issue. Both men and women are driving it.

This is at odds with the conventional wisdom that benefits such as flexible work arrangements, wellness programs, and childcare and caregiver support programs are primarily valued by female staff as they seek to balance work and family duties.

Most important work-life balance areas, by gender

Employers should heed strong support among women for various Work-Life Design elements, particularly as the female workforce participation rate increases. At the same time, Work-Life Design is valued by all talent, and the gender differences in support of individual elements are often small.

In some cases, gender stereotypes are even being confounded. For example, more men than women are looking to their employer for a fostered environment of friendships in the workplace.

12

Paid time off

40%

Wellness programs

39%

Limitations on working outside typical business hours

Fostered environment of friendships in the workplace

Innovative projects during work hours

45%34%

Caregiver support

22%

Work-life balance

areas more important to women

Work-life balance

areas more important

to men

46%

33% 43%

50%

EUROPE

Flexible work arrangements

69%

Paid time off

39%30%

Wellness programs

Innovative projects during work hours

44%

Encouragement from employer to use all vacation time

36%26%

Fostered environment of friendships in the workplace

33%

0% 80%

Work-life balance

areas more important to women

Work-life balance

areas more important

to men

74%

41% 44%

32%

ASIA-PACIFIC REGION

40%

28%

54%

34%

CONTENTS

Page 21: Work-Life Design in Asia Pacific and Europe

Professional and technical talent

/21 PROFESSIONAL AND TECHNICAL TALENT

Highly skilled workers in professional and technical fields especially value Work-Life Design benefits and seek these options from employers.

Globally, about 40% of workers in information technology (IT), science, and engineering fields are prepared to give up higher pay for more flexible work arrangements, compared to 36% of the overall workforce. This willingness

What Work-Life Design elements would you give up higher pay for?

is about 10 percentage points higher among IT, science, and engineering workers in the Asia-Pacific region. IT and financial services workers are significantly more willing to sacrifice pay to work remotely than the overall workforce. Finally, IT, engineering, and financial services workers are all significantly more interested in employer-sponsored wellness programs than the overall workforce.

13Science workers

Information technology workers

Engineering workers

Financial services workers

Flexible work

arrangements

Additional vacation

time

Opportunity to work

remotely

A reduced schedule

ASIA-PACIFIC REGION EUROPE GLOBAL

— 50%

— 36% — 39%

— 52%

— 43% — 36%

— 36%

— 51%— 35%

— 25% — 21%

— 34%

— 38% — 30%

— 27%

— 32%— 40%

— 28% — 25%

— 41%

— 41% — 33%

— 27%

— 38%

IMPORTANCE OF WELLNESS PROGRAMSWhen considering total compensation from an employer, beyond salary and healthcare benefits, what is most important to you? (Percentage who chose wellness programs.)

Global / 49%

Europe / 36%

Asia-Pacificregion

/ 49%

Engineering

Global / 52%

Europe / 51%

Asia-Pacificregion

/ 51%

Financial services

Global / 50%

Europe / 48%

Asia-Pacificregion

/ 52%

Information technology

Global / 42%

Europe / 41%

Asia-Pacificregion

/ 38%

Science

CONTENTS

Page 22: Work-Life Design in Asia Pacific and Europe

FACEBOOK PIONEERS FAMILY LEAVE FOR BOTH MOTHERS AND FATHERS:“The more that the men can take leave, the more of a social norm it is.”—Facebook VP of Human Resources Lori Goler

CONTENTS

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/23 SUGGESTIONS FOR EMPLOYERS

1. Make flexibility the normFlexible work arrangements are at the heart of Work-Life Design. Employees increasingly expect their employers to trust them to tailor their own schedules, and give them the freedom to work from home at least occasionally. And the availability of these and other arrangements, such as paid and unpaid leave, can help determine where talented people choose to work. To facilitate this flexibility, employers should be more open to employees accessing technology and files outside the workplace. This might include greater use of teleconferencing and personal laptops, tablets, and smartphones, as well as cloud-based applications such as Gmail, Google Docs, Dropbox, and Office 365.

2. Encourage downtimeEven as workers desire greater flexibility, they are wary of burnout from work creeping into personal time such as weekends and vacations. Employers can strike a balance by allowing greater use of technology and virtual collaboration tools while restricting the performance of work outside designated business hours. Encouraging talented workers to take the time off that they’ve earned is a no-brainer, while instituting restrictions on email accessibility is a major differentiator between organizations. Few workers are accustomed to having their personal sphere protected.

Suggestions for employersEmployers should differentiate from the pack by helping their workers thrive – personally and professionally – in this era of continuous change and high expectations. While an organization’s clients may expect service around the clock, it doesn’t mean that everyone on the team should feel the pressure to work non-stop. Employers should let talent know they respect their right to lead happy, healthy, and balanced lives, while also providing them with the tools to thrive and grow professionally.

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3. Ensure that work is meaningfulMany workers seek meaningful work experiences that allow them to make a positive difference to society. They yearn for a purpose, as well as a paycheck. To cater for this demand, employers should offer more opportunities to work on socially oriented projects. They could seek out partnerships with charities and other non-profit organizations, or look to sponsor worthwhile community causes. They could also encourage workers to devote a portion of their working week to volunteer activities. Finally, offering more sabbatical time could encourage talent to explore outside interests without feeling the need to sever ties with their company.

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4. Help keep skills current Many workers are more concerned about their skills becoming obsolete than they are about potentially being laid off. They understand that technology is changing the modern workplace. They also expect employers to invest in their professional development, and help them to learn and grow on the job. In return, employers should offer their teams access to an array of courses, workshops, and networking and improvement opportunities. Fear of making talent more marketable and susceptible to poaching from rival organizations is no longer a valid reason to hold back on training.

5. Create a culture and brand to be proud ofOrganizations should focus on building their brand as a rewarding place to work. Those that can “walk the talk” will not only attract talent, but retain it. In today’s open-networked world, there are no secrets, and potential talent can quickly gauge the desirability of a potential employer. Fostering a positive workplace culture could mean offering comprehensive orientation activities for new recruits, mentoring and befriending programs, as well as regular talks that enable retirees and other company alumni to impart their wisdom. In addition, supporting ethical and environmentally friendly practices, and supporting diversity through the promotion of more women, members of minory groups, and young people into senior positions, are no longer optional extras, but central to an employer’s reputation.

6. Provide lifestyle support optionsFinally, organizations must be prepared to support their workers and recognise the full complexity of their lives. For example, employers could offer subsidized daycare facilities or programs that assist people to work while caring for an elderly or sick relative. They could establish a free gym and other sporting facilities on premises for people to let off steam, as well as yoga, meditation, or pilates classes. While support services are targeted at particular populations, the appeal of wellness programs is universal – yet both are proof that an employer cares.

Suggestions for employers (continued)

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Conclusion

The most talented professionals on the market increasingly want to dictate the terms of their work. No longer driven primarily by pay or promotion, they expect workplace environments that support their development as multidimensional human beings.

In this emerging workforce, work-life balance is no longer an optional extra, but a basic standard by which every organization is judged. Yet Kelly’s global workforce research also shows that the very concept of work-life balance is becoming more sophisticated. Workers now seek a wider mix of benefits

15The Work-Life Design mindset is being embraced across all demographic groups and sectors, with Millennials and professional and technical talent leading the charge. And while this mindset is more advanced in Asia-Pacific countries than Europe, the global trend is clear.

beyond flexible work hours and remote access technologies.

The workplaces that are best positioned to attract top talent in future might offer a range of wellness programs, mentoring and befriending initiatives, volunteer opportunities, childcare and caregiver support, as well as entitlements to sabbaticals and paid time off.

Savvy employers who can deliver this menu of options to their staff are more likely to win their loyalty. Quite simply, this is the reward for allowing them to design the life that they want.

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About the Kelly Global Workforce IndexKelly Services® created the Kelly Global Workforce Index (KGWI) several years ago to measure employee attitudes and opinions on current workplace issues. Kelly® sampled nearly 164,000 workers across 28 countries, and in a multitude of industries and occupations for the 2015–16 KGWI survey. The survey was conducted online by RDA Group on behalf of Kelly Services.

About Kelly Services®

As a global leader in providing workforce solutions, Kelly Services, Inc. (Nasdaq: KELYA, KELYB) and its subsidiaries offer a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Kelly® has a role in managing employment opportunities for more than one million workers around the globe by employing 550,000 of these individuals directly, with the remaining workers engaged through its talent supply chain network of supplier partners. Revenue in 2015 was $5.5 billion. Visit kellyservices.com and connect with us on Facebook®, LinkedIn®, & Twitter®.

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