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WORK
LIFEdesign
the new balance
A high-level look at workforce trends from the
KELLY GLOBAL WORKFORCE INDEXTM
2015
ASIA-PACIFIC REGION 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 Design
Today, 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 comparisons
Highly 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
arrangements
Opportunity 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
Europe
Asia-Pacific region
Willingness to sacrifice higher pay
for flexible work arrangements
Trading it off
Many 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%
EMEA
APAC
44%
40%
74%
Asia Pacific regionAsia Pacific
region
IT / 72%
Finance / 64%
Engineering
EuropeEurope
/ 58%
Average / 57%
IT / 62%
Finance / 54%
Engineering / 55%
Average / 47%
/3
Contents
/4
Introduction
1/5
The concept of Work-Life Design
2/6
Talented workers value choice
3/8
Integrating work and life has become vital
4/10
Work-Life Design: the perfect balance
5/11
Flexible hours
6/12
Work governance
7/13
Personal realization and empowerment
8/14
Workplace culture
9/15
Lifestyle benefits and amenities
10/16
Trading it off
11/19
Millennials
12/20
Gender
13/21
Professional and technical talent
14/23
Suggestions for employers
15/25
Conclusion
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.
/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
/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
“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
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 employers
3 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
/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%
3
Integrating 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
Europe
Asia-Pacific region
CONTENTS
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
FLEXIBLE
HOURS
WORK
GOVERNANCE
LIFESTYLE
BENEFITS &
AMENITIES
WORKPLACE
CULTURE
PERSONAL
REALIZATION &
EMPOWERMENT
4
CONTENTS
Global / 63%
Europe / 63%
Asia-Pacific
region
/ 70%
Flexible work
arrangements
Global / 49%
Europe / 43%
Asia-Pacific
region
/ 33%
Paid time off
Global / 11%
Europe / 16%
Asia-Pacific
region
/ 12%
Opportunity
to 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
Europe
Asia-Pacific region
CONTENTS
Global / 37%
Europe / 38%
Asia-Pacific
region
/ 47%
Limitations on
working
outside typical
business hours
Global / 17%
Europe / 18%
Asia-Pacific
region
/ 24%
Limitations on
workplace email
communications
Global / 23%
Europe / 19%
Asia-Pacific
region
/ 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 PROTECTIONS
Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.
Europe
Asia-Pacific region
CONTENTS
Global / 37%
Europe / 39%
Asia-Pacific
region
/ 38%
Opportunity
to work on
innovative
projects or
initiatives
during work
hours
Global / 25%
Europe / 12%
Asia-Pacific
region
/ 23%
Opportunity
to volunteer
or give back to
the community
through the
company
Global / 14%
Europe / 20%
Asia-Pacific
region
/ 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 EMPOWERMENT
Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.
Europe
Asia-Pacific region
CONTENTS
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 CULTURE
What 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-Pacific
region
/ 49%
Environmentally
friendly work
practices
Global / 38%
Europe / 26%
Asia-Pacific
region
/ 37%
Record on
diversity and
equal
opportunity
Global / 25%
Europe / 22%
Asia-Pacific
region
/ 29%
Corporate social
responsibility
Europe
Asia-Pacific region
CONTENTS
Global / 43%
Europe / 39%
Asia-Pacific
region
/ 42%
Employer
wellness
programs
Global / 20%
Europe / 23%
Asia-Pacific
region
/ 18%
Cafeteria-style
amenities and
benefits
Global / 18%
Europe / 21%
Asia-Pacific
region
/ 18%
Childcare
support
programs
Global / 13%
Europe / 24%
Asia-Pacific
region
/ 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 AMENITIES
Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.
Europe
Asia-Pacific region
CONTENTS
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
Europe
Asia-Pacific region
CONTENTS
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)
10
48
33
35
29
35
24
31
32
21
28
19
25
11
41
CONTENTS
“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
Europe (Millennials)
Asia-Pacific region (Millennials)
Vacation and other paid time off
Flexible work arrangements
Wellness programs
Childcare support programs
Caregiver support programs
Millennials
/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 or
management
responsibilities
Reduced
hours
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%
MILLENNIALS
Would be willing to give up higher pay for:
CONTENTS
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
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.
13 Science
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 PROGRAMS
When 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-Pacific
region
/ 49%
Engineering
Global / 52%
Europe / 51%
Asia-Pacific
region
/ 51%
Financial
services
Global / 50%
Europe / 48%
Asia-Pacific
region
/ 52%
Information
technology
Global / 42%
Europe / 41%
Asia-Pacific
region
/ 38%
Science
CONTENTS
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
/23 SUGGESTIONS FOR EMPLOYERS
1. Make flexibility the norm
Flexible 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 downtime
Even 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 employers
Employers 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.
14
3. Ensure that work is meaningful
Many 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.
CONTENTS
/24 SUGGESTIONS FOR EMPLOYERS
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 of
Organizations 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 options
Finally, 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)
14
CONTENTS
/25 CONCLUSION
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
15
The 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.
CONTENTS
About the Kelly Global Workforce Index
Kelly 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®
.
kellyservices.com
This information may not be published, broadcast, sold, or otherwise
distributed without prior written permission from the authorized party.
All trademarks are property of their respective owners.
An Equal Opportunity Employer. © 2016 Kelly Services, Inc. 15-0971 EXIT

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Work-Life Design in Asia Pacific and Europe

  • 1. WORK LIFEdesign the new balance A high-level look at workforce trends from the KELLY GLOBAL WORKFORCE INDEXTM 2015 ASIA-PACIFIC REGION AND EUROPE
  • 2. 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 Design Today, 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 comparisons Highly 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 arrangements Opportunity 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 Europe Asia-Pacific region Willingness to sacrifice higher pay for flexible work arrangements Trading it off Many 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% EMEA APAC 44% 40% 74% Asia Pacific regionAsia Pacific region IT / 72% Finance / 64% Engineering EuropeEurope / 58% Average / 57% IT / 62% Finance / 54% Engineering / 55% Average / 47%
  • 3. /3 Contents /4 Introduction 1/5 The concept of Work-Life Design 2/6 Talented workers value choice 3/8 Integrating work and life has become vital 4/10 Work-Life Design: the perfect balance 5/11 Flexible hours 6/12 Work governance 7/13 Personal realization and empowerment 8/14 Workplace culture 9/15 Lifestyle benefits and amenities 10/16 Trading it off 11/19 Millennials 12/20 Gender 13/21 Professional and technical talent 14/23 Suggestions for employers 15/25 Conclusion
  • 4. 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.
  • 5. /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
  • 6. /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
  • 7. “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
  • 8. 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 employers 3 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
  • 9. /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% 3 Integrating 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 Europe Asia-Pacific region CONTENTS
  • 10. 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 FLEXIBLE HOURS WORK GOVERNANCE LIFESTYLE BENEFITS & AMENITIES WORKPLACE CULTURE PERSONAL REALIZATION & EMPOWERMENT 4 CONTENTS
  • 11. Global / 63% Europe / 63% Asia-Pacific region / 70% Flexible work arrangements Global / 49% Europe / 43% Asia-Pacific region / 33% Paid time off Global / 11% Europe / 16% Asia-Pacific region / 12% Opportunity to 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 Europe Asia-Pacific region CONTENTS
  • 12. Global / 37% Europe / 38% Asia-Pacific region / 47% Limitations on working outside typical business hours Global / 17% Europe / 18% Asia-Pacific region / 24% Limitations on workplace email communications Global / 23% Europe / 19% Asia-Pacific region / 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 PROTECTIONS Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  • 13. Global / 37% Europe / 39% Asia-Pacific region / 38% Opportunity to work on innovative projects or initiatives during work hours Global / 25% Europe / 12% Asia-Pacific region / 23% Opportunity to volunteer or give back to the community through the company Global / 14% Europe / 20% Asia-Pacific region / 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 EMPOWERMENT Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  • 14. 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 CULTURE What 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-Pacific region / 49% Environmentally friendly work practices Global / 38% Europe / 26% Asia-Pacific region / 37% Record on diversity and equal opportunity Global / 25% Europe / 22% Asia-Pacific region / 29% Corporate social responsibility Europe Asia-Pacific region CONTENTS
  • 15. Global / 43% Europe / 39% Asia-Pacific region / 42% Employer wellness programs Global / 20% Europe / 23% Asia-Pacific region / 18% Cafeteria-style amenities and benefits Global / 18% Europe / 21% Asia-Pacific region / 18% Childcare support programs Global / 13% Europe / 24% Asia-Pacific region / 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 AMENITIES Consider how you would define work-life balance. Select up to five top factors that you consider most critical. Europe Asia-Pacific region CONTENTS
  • 16. 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 Europe Asia-Pacific region CONTENTS
  • 17. 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) 10 48 33 35 29 35 24 31 32 21 28 19 25 11 41 CONTENTS
  • 18. “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
  • 19. Europe (Millennials) Asia-Pacific region (Millennials) Vacation and other paid time off Flexible work arrangements Wellness programs Childcare support programs Caregiver support programs Millennials /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 or management responsibilities Reduced hours 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% MILLENNIALS Would be willing to give up higher pay for: CONTENTS
  • 20. 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
  • 21. 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. 13 Science 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 PROGRAMS When 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-Pacific region / 49% Engineering Global / 52% Europe / 51% Asia-Pacific region / 51% Financial services Global / 50% Europe / 48% Asia-Pacific region / 52% Information technology Global / 42% Europe / 41% Asia-Pacific region / 38% Science CONTENTS
  • 22. 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
  • 23. /23 SUGGESTIONS FOR EMPLOYERS 1. Make flexibility the norm Flexible 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 downtime Even 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 employers Employers 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. 14 3. Ensure that work is meaningful Many 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. CONTENTS
  • 24. /24 SUGGESTIONS FOR EMPLOYERS 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 of Organizations 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 options Finally, 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) 14 CONTENTS
  • 25. /25 CONCLUSION 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 15 The 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. CONTENTS
  • 26. About the Kelly Global Workforce Index Kelly 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® . kellyservices.com This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer. © 2016 Kelly Services, Inc. 15-0971 EXIT