This report shows new trends about Career Development in Europe and Asia for the Life Sciences Industry.

1. KELLY GLOBAL WORKFORCE INDEX™
CAREER
DEVELOPMENT:
LIFE SCIENCES

2. CONTENTS
3 Introduction
4 Employee sentiment
remains at low levels
8 Balancing skills with
advancement
10 Engaging employees
about their careers
14 Employee views on their
career prospects
17 Resourcing careers
20 Conclusion
THE KELLY GLOBAL
WORKFORCE INDEX 2014
The Kelly Global Workforce Index
(KGWI) is an annual global survey
revealing opinions about work and
the workplace. Almost 230,000
people from 31 countries across the
Americas, Europe, 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 second installment, on the topic
of Career Development, looks across
the EMEA and APAC regions in the Life
Sciences sector to learn what employees
are thinking about their careers and
the skills that underpin them.
The report takes an in-depth look at
employee career aspirations, including
the drivers of career goals and the
factors that matter most in keeping
employees engaged and productive.
It also provides a glimpse into the world
of career management, with insights on
what the best employers are doing to
invest in personnel, and the particular
importance that workers attach to career
development activities such as training,
mentoring and skills development.
Kelly Global Workforce Index™ 2

3. INTRODUCTION
Harnessing skills for success
Life Sciences employees work in some
of the fastest-growing and most
innovative areas of the global economy.
Getting the right formula for a productive
and engaged workforce is critical to
harnessing the capabilities of this
highly skilled cohort of employees.
This topic seeks to unravel some of the big
questions that are occupying the minds of
employees as they think about the ongoing
process of managing life, learning and work.
What is it that employees really want from
their employers? Where do they want to
be in the next 5–10 years? Will the skills
they currently have be sufficient to get
them there? What are the best employers
doing to help advance their careers?
The findings reveal how Life Sciences
employees are thinking and making
informed decisions about skills,
careers and advancement.
Kelly Global Workforce Index™ 3

4. Employee sentiment
remains at low levels
Measures of engagement and loyalty have a direct bearing
on issues such as employee attraction, retention, morale and
business performance, so they are an important reflection
on the state of health of the Life Sciences workforce.
The mood of the labor market remains
a difficult one for many employers, with
job creation slow, economic recovery
uneven, and a restless sentiment
among much of the workforce.
In this environment, firms that are able to
harness the skills and capabilities of their
workforce will be in a better position to
weather these conditions and prosper.
As will become clear in the following
pages, there is a desire among
employees for skills enhancement, and
an opportunity for employers to invest
in personnel in a way that will benefit
both enterprises and individuals.
Kelly Global Workforce Index™ 4

5. EMPLOYEE
COMMITMENT
The latest Kelly Global Workforce
Index (KGWI) shows that employers
are continuing to confront a challenging
workplace, characterized by relatively
weak levels of employee engagement
and commitment with work.
Respondents in the Life Sciences
sector were asked the question: How
committed or “engaged” do you
feel with your current employer?
Less than a third (31%) of respondents,
globally, say they are “totally
committed” to their current employers.
Just 27% of workers in EMEA
say they are totally committed,
compared to 30% in APAC.
How committed or “engaged” do you feel with your current employer?
(% “totally committed,” by region)
27%
EMEA
30%
APAC
31%
GLOBAL
Kelly Global Workforce Index™ 5

6. EMPLOYEE
LOYALTY
It is a similar picture with regard to the
question of employee loyalty. Globally,
just 29% of employees say that they
feel “more loyal” to their employers
in 2014 than they did a year ago.
In EMEA, only 24% report feeling
more loyal in 2014, while in APAC
it is a somewhat better 38%.
Compared with a year ago, do you feel more or less loyal to your employer?
(% “more loyal,” by region)
24%
EMEA
38%
APAC
29%
GLOBAL
Kelly Global Workforce Index™ 6

7. Portugal Italy India France Australia Malaysia Poland UK Indonesia Switzerland Hungary Norway Germany Singapore China Russia Global
GLOBAL AVERAGE: 63% EMEA AVERAGE: 63%
APAC AVERAGE: 62%
Do you intend to look for a job with another organization within the next year?
(% “yes,” by country)
THE UNITED KINGDOM
SWITZERLAND
HUNGARY
INDONESIA
NORWAY
RUSSIA
CHINA
GERMANY
PORTUGAL
ITALY
INDIA
FRANCE
MALAYSIA
POLAND
SINGAPORE
AUSTRALIA
Portugal Italy India France Australia Malaysia Poland UK Indonesia Switzerland Hungary Norway Germany Singapore China Russia Global
100%
80%
60%
40%
20%
0%
INTENTION TO
SWITCH JOBS
Another sign of the volatility
that still characterizes much
of the labor market relates to
employee plans to switch jobs.
Globally, 63% say they intend
to look for a job with another
organization within the next year,
with both EMEA and APAC sitting
close to this global average.
However, there are wide variations
across the survey area, ranging
from more than three-quarters in
Portugal, Italy, India and France, to
a low of 40% in Russia and China.
Kelly Global Workforce Index™ 7

8. Balancing skills with
advancement
The challenge of attracting, nurturing and retaining
quality staff is common to all employers.
Providing opportunities for employee
promotion is obviously an important
part of this, but so too is skills
development at the individual level.
In fact, there is a firmly held view among
many respondents to the survey that
acquiring skills is more important than
advancing up the corporate hierarchy.
Many employees place a premium on
skills development, and understand
the importance of skills to their future
job security and career progression.
Kelly Global Workforce Index™ 8

9. IMMEDIATE
CAREER GOALS
When considering what is best
for their career development,
a majority of Life Sciences employees,
globally, say they are more interested
in skills development than advancing
up the corporate ladder.
Globally, 63% are more interested in
acquiring new skills than in reaching a
higher level in their organization (37%).
But there is a strong regional element
to this finding. In EMEA, there is a
resounding focus on skills development
(65%) ahead of advancement (35%).
It is a different picture in APAC, where
respondents are inclined to place
a priority on advancement (53%)
ahead of acquiring new skills (47%).
When considering career advancement opportunities, which statement best describes your immediate career goal?
(%, by region)
GLOBAL
EMEA
APAC
I am more interested in acquiring new skills
I am more interested in advancing to a higher level
63% 37%
65% 35%
47% 53%
Kelly Global Workforce Index™ 9

10. Engaging employees
about their careers
A key element in talent development lies in ensuring that the people
in the organization are helped to manage and develop their careers.
The idea of structured career
discussions between employers and
employees is one that is central to
effective talent management.
Career discussions tap into a desire for new
capabilities, and are an important avenue
for employer–employee engagement.
However, while many of the career
interactions that take place are well-intentioned,
they are often not
meeting the needs of employees.
Career development interactions need
to be carefully planned so that they are
structured and targeted and so that there
is a productive exchange about individual
career opportunities and limitations.
Kelly Global Workforce Index™ 10

11. Indonesia Germany China Russia Malaysia India France Switzerland Norway Italy Singapore Portugal UK Australia Poland Hungary Global
APAC AVERAGE: 53%
EMEA AVERAGE: 52%
GLOBAL AVERAGE: 46%
POLAND
HUNGARY
THE UNITED KINGDOM
PORTUGAL
AUSTRALIA
Within the last year, have you had a career development discussion with your employer?
(% “yes,” by country)
SINGAPORE
ITALY
NORWAY
SWITZERLAND
FRANCE
INDIA
MALAYSIA
RUSSIA
CHINA
GERMANY
INDONESIA
Indonesia Germany China Russia Malaysia India France Switzerland Norway Italy Singapore Portugal UK Australia Poland Hungary Global
80%
70%
60%
50%
40%
30%
20%
10%
0%
CAREER
DEVELOPMENT
DISCUSSIONS
Career discussions should be
an integral and routine part
of sound career management, but
they are frequently not occurring.
Globally, 46% of Life Sciences
employees say they have had a career
development discussion in the past year.
Both EMEA and APAC are somewhat
ahead of the global average at
52% and 53% respectively. (The
global result is dragged down
by just 39% in the Americas.)
The highest incidence of career
discussions is in Indonesia (69%),
Germany (63%) and China (61%), while
the lowest is in Hungary (18%), Poland
(26%), Australia (34%) and the UK (38%).
Kelly Global Workforce Index™ 11

12. BENEFIT OF CAREER
DEVELOPMENT
DISCUSSIONS ON
NEW SKILLS
The intention behind any career
development discussion should
be to assist employees to acquire
the skills and capabilities necessary
for the next stage of their careers.
But not all career development
discussions produce these
outcomes. Globally, 53% felt that
the career development discussions
they had undertaken helped
them in terms of new skills.
Significantly more workers in APAC
(60%) obtain a direct benefit in
terms of new skills, compared
to those in EMEA (47%).
Among those who had a career development discussion in the last year, to what degree do you agree or disagree
that the career development discussion was beneficial to you in terms of the opportunity to acquire new skills?
(% “strongly agree” and “agree,” by region)
47%
EMEA
60%
APAC
53%
GLOBAL
Kelly Global Workforce Index™ 12

13. Among those who had a career development discussion in the last year, to what degree do you agree or disagree that
the career development discussion was beneficial to you in terms of potential/future advancement opportunities?
(% “strongly agree” and “agree,” by region)
33%
EMEA
55%
APAC
41%
GLOBAL
BENEFIT OF CAREER
DEVELOPMENT
DISCUSSIONS ON
ADVANCEMENT
There is also some doubt among
employees about the value of
these career development discussions
in terms of career advancement.
Among the 46%, globally who had
career development discussions with
their employers, less than half (41%)
agreed that they were beneficial in terms
of future advancement opportunities.
But the results vary considerably across
the regions. There were significantly
more workers in APAC (55%) who found
that these discussions helped them
in future advancement opportunities,
compared to just 33% in EMEA.
Kelly Global Workforce Index™ 13

14. Employee views on
their career prospects
Some of the earlier survey findings in relation to employee
commitment and loyalty come into sharper focus when looking
at employees’ views about their immediate career prospects.
What is clear is that employees attach
considerable value to their career prospects
and career trajectory, since it is their
guarantee of job security and prosperity.
Employees also look to their employers
to help advance their careers, and
they will look elsewhere if they see
their careers hitting a roadblock.
Currently, confidence among many
employees is low in regard to their career
prospects with their current employers.
Employers who take active steps to build
careers reap the benefits of both a more
engaged and committed labor force, as
well as a more productive workplace.
Kelly Global Workforce Index™ 14

15. Indonesia Russia China India Norway Singapore Portugal Australia Hiungary Switzerland Poland Malaysia UK Germany Italy France Global
To what degree do you agree or disagree that you have opportunities to grow/advance your career with your current employer?
(% “strongly agree” and “agree,” by country)
APAC AVERAGE: 42%
GLOBAL AVERAGE: 33%
EMEA AVERAGE: 28%
OPPORTUNITIES TO
ADVANCE OR GROW
WITH CURRENT
EMPLOYER
SINGAPORE Globally in the Life Sciences
70%
60%
50%
40%
30%
20%
10%
0%
INDONESIA
RUSSIA
CHINA
INDIA
NORWAY
PORTUGAL
AUSTRALIA
HUNGARY
SWITZERLAND
POLAND
MALAYSIA
THE UNITED KINGDOM
GERMANY
ITALY
FRANCE
Indonesia Russia China India Norway Singapore Portugal Australia Hiungary Switzerland Poland Malaysia UK Germany Italy France Global
sector, only one-third of
employees believe that they will have
the opportunity to advance their
careers with their current employers.
Significantly more workers in APAC
(42%) are confident about their
advancement opportunities than
those in EMEA at just 28%.
Kelly Global Workforce Index™ 15

16. 27%
GLOBAL
PATHWAYS
WITH CURRENT
EMPLOYER
A key element in career advancement
in any given position is the
availability of a defined pathway along
which employees can progress.
Globally, 27% of Life Sciences
respondents say that their employers
provide a career pathway that would
afford career advancement.
Significantly more workers in
APAC (37%) say their employers
provide clear career path options,
compared with just 23% in EMEA.
To what degree do you have clear career path options available with your current employer?
(% “very clear” and “clear” path options, by region)
23%
EMEA
37%
APAC
Kelly Global Workforce Index™ 16

17. Resourcing careers
As part of the process of developing their careers, employees will
utilize a range of different resources such as training, mentoring,
coaching and assessments in order to fulfill their career ambitions.
With a new wave of empowered employees
taking greater control over their careers,
there is a fresh focus on the effectiveness
of the tools and resources that they use.
Employees identify both the good
and the bad in terms of money spent
on developing their careers.
Employers who do a good job in nurturing
and developing talent have a better
chance of retaining skilled staff and
optimizing their skills in the enterprise.
Kelly Global Workforce Index™ 17

18. RESOURCES
USED IN CAREER
ADVANCEMENT
The most commonly used tool, or
resource, in the career development
area is employer-provided training,
utilized by 49% globally, but with higher
rates in APAC (53%) than in EMEA (43%).
The second most used resource is
training that is sought out or paid for by
the employee, utilized by 33% globally,
34% in EMEA and 30% in APAC.
Other commonly used resources
are mentoring (30% globally),
career tests (22%) and professional
career coaching (20%).
When preparing for career development/advancement opportunities, which of the following resources have
you utilized within the last year to realize your strengths? (%, by region, multiple responses allowed)
60%
40%
20%
0%
Professional
career coaching
Training sought out/ Mentoring Career tests
paid for myself
Employer-provided
training
EMEA
APAC
Global
Kelly Global Workforce Index™ 18

19. Russia India China Malaysia Indonesia Poland Switzerland Australia UK Germany Norway Singapore France Hungary Italy Portugal Global
APAC AVERAGE: 32%
What is your overall level of satisfaction with the career development resources offered by your current employer?
(% “very satisfied” and “satisfied,” by country)
GLOBAL AVERAGE: 29%
EMEA AVERAGE: 25%
60%
50%
40%
30%
20%
10%
0%
AUSTRALIA
FRANCE
ITALY
PORTUGAL
GERMANY
HUNGARY
INDIA
POLAND
RUSSIA
SWITZERLAND
THE UNITED KINGDOM
SINGAPORE
NORWAY
INDONESIA
MALAYSIA
CHINA
Russia India China Malaysia Indonesia Poland Switzerland Australia UK Germany Norway Singapore France Hungary Italy Portugal Global
SATISFACTION
WITH CAREER
DEVELOPMENT
RESOURCES
For employers, there is an important
question about the optimum mix of
career development resources, and the
extent to which these are meeting the
needs of employees and the business.
Less than a third of Life Sciences
employees globally (29%) are
satisfied with their employer-provided
career development resources.
Significantly more workers in APAC
(32%) feel satisfied with their
employers’ resource offerings,
compared to 25% in EMEA.
The satisfaction rates point to a
mismatch between employers and
employees in some markets, suggesting
that the employer investment is not
always being put to best use.
Kelly Global Workforce Index™ 19

20. CONCLUSION
Making career development a “win-win”
A generation of more empowered
employees is looking to take charge
of their careers, and with that, utilize
the full suite of tools and resources
that will help them to prosper.
Life Sciences employees are in
strong demand in many markets,
with a growing need for workers
in the STEM (science, technology,
engineering and math) disciplines.
The importance of skills formation
and skills development is greater
than ever for these employees.
The findings of the survey show that
promotion at the expense of skills
may meet a short-term goal but may
not necessarily meet the longer-term
needs of highly skilled workers.
Maintaining and renewing
technical expertise is a core
requirement of this group.
Career discussions with employees
meet a real need. They help forge
career direction and structure, and
they are an important avenue for
employer–employee engagement.
Empowered and autonomous workers
build their strengths primarily through
employer-provided training. They also
seek out and pay for their own training
to continue to build their toolkit so they
are best positioned for the future.
There are a few steps employers can take:
• Develop networks of STEM employees
and stakeholders and arrange thought
leadership programs to expose
individuals to the latest thinking
and initiatives in the industry.
• Fully evaluate existing career
development initiatives to test their
suitability to employees’ needs
and their fit with the organization’s
human capital needs.
• Approach career development
in a structured way as part of
regular performance reviews.
• Consider a career “future-proofing”
exercise to encourage employees to
consider how their industry and their jobs
will evolve, and the skills, qualifications
or training that will be required.
• Develop a knowledge capture program
to harness the skills and expertise
of gifted, expert and longstanding
employees so that this intellectual
property can be retained and harnessed.
Kelly Global Workforce Index™ 20

21. 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 APAC regions responded to the survey. The survey was conducted online by
RDA Group on behalf of Kelly Services.
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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.
An Equal Opportunity Employer © 2014 Kelly Services
kellyservices.com
Kelly Global Workforce Index™ 21