KELLY GLOBAL WORKFORCE INDEX™
CAREER
DEVELOPMENT:
NATURAL
RESOURCES
CONTENTS
3 Introduction
4 Employee sentiment
remains at low levels
8 Balancing skills with
advancement
10 Engaging e...
INTRODUCTION
Harnessing skills for success
Natural Resources employees are
engaged in a vast range of activities
invol...
Employee sentiment
remains at low levels
Measures of engagement and loyalty have a direct bearing
on issues such as emp...
EMPLOYEE
COMMITMENT
The latest Kelly Global Workforce
Index (KGWI) shows that employers
are continuing to confront a c...
EMPLOYEE
LOYALTY
It is a similar picture with regard to the
question of employee loyalty. Globally,
just 30% of employ...
Italy Portugal Australia India France UK Switzerland Poland Hungary Indonesia Singapore Malaysia Norway Russia China Germa...
Balancing skills with
advancement
The challenge of attracting, nurturing and retaining quality
staff is common to all e...
IMMEDIATE
CAREER GOALS
When considering what is best
for their career development,
a majority of Natural Resources
em...
Engaging employees
about their careers
A key element in talent development lies in ensuring
that the people in the orga...
Indonesia China Malaysia Russia Germany India France Norway UK Singapore Italy Switzerland Portugal Australia Poland Hunga...
BENEFIT OF CAREER
DEVELOPMENT
DISCUSSIONS ON
NEW SKILLS
The intention behind any career
development discussion should...
Among those who had a career development discussion in the last year, to what degree do you agree or disagree that
the ca...
Employee views on
their career prospects
Some of the earlier survey findings in relation to employee
commitment and loy...
Indonesia Malaysia Singapore Russia China Poland India Portugal Norway Italy Switzerland Germany UK Australia Hungary Fran...
30%
GLOBAL
PATHWAYS
WITH CURRENT
EMPLOYER
A key element in career advancement
in any given position is the
availabi...
Resourcing careers
As part of the process of developing their careers,
employees will utilize a range of different resou...
RESOURCES
USED IN CAREER
ADVANCEMENT
The most commonly used tool, or
resource, in the career development
area is empl...
Indonesia Malaysia Singapore Russia India Norway China UK Poland Portugal Germany Switzerland Australia France Hungary Ita...
CONCLUSION
Making career development a “win-win”
A generation of more empowered
employees is looking to take charge
of...
ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opini...
of 21

Natural Resources: Career Development in Europe and Asia

This report shows new trends about Career Development in Europe and Asia for the Natural Resources Industry.
Published on: Mar 3, 2016
Published in: Career      
Source: www.slideshare.net


Transcripts - Natural Resources: Career Development in Europe and Asia

  • 1. KELLY GLOBAL WORKFORCE INDEX™ CAREER DEVELOPMENT: NATURAL RESOURCES
  • 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 Natural Resources 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 Natural Resources employees are engaged in a vast range of activities involved in the extraction and processing of resources including oil and gas, iron ore, coal and other commodities. They occupy a special place, not only in terms of their economic significance, but for the unique operational and workplace challenges that characterize the sector. Harnessing the skills and capabilities of the workforce is a key strategic imperative. 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 do 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 Natural Resources employees are thinking and the forces that are shaping their career decisions. 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 Natural Resources 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 many 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 Natural Resources sector were asked the question: How committed or “engaged” do you feel with your current employer? Less than a third (32%) of respondents, globally, say they are “totally committed” to their current employers. Just 27% of workers in EMEA say they are totally committed, and a slightly higher 30% in APAC. How committed or “engaged” do you feel with your current employer? (% “totally committed,” by region) 27% EMEA 30% APAC 32% GLOBAL Kelly Global Workforce Index™ 5
  • 6. EMPLOYEE LOYALTY It is a similar picture with regard to the question of employee loyalty. Globally, just 30% of employees say that they feel “more loyal” to their employers in 2014 than they did a year ago. In EMEA, only 23% report feeling more loyal in 2014, while in APAC it is a somewhat higher 33%. Compared with a year ago, do you feel more or less loyal to your employer? (% “more loyal,” by region) 23% EMEA 33% APAC 30% GLOBAL Kelly Global Workforce Index™ 6
  • 7. Italy Portugal Australia India France UK Switzerland Poland Hungary Indonesia Singapore Malaysia Norway Russia China Germany Global Do you intend to look for a job with another organization within the next year? (% “yes,” by country) 100% 80% 60% 40% 20% 0% EMEA AVERAGE: 69% APAC AVERAGE: 65% GLOBAL AVERAGE: 63% ITALY PORTUGAL AUSTRALIA INDIA FRANCE THE UNITED KINGDOM SWITZERLAND POLAND HUNGARY INDONESIA SINGAPORE NORWAY MALAYSIA RUSSIA CHINA GERMANY Italy Portugal Australia India France UK Switzerland Poland Hungary Indonesia Singapore Malaysia Norway Russia China Germany Global 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 at 69% and 65% respectively. However, there are wide variations across the survey area, ranging from more than three-quarters in Italy, Portugal, Australia, India and France, to a low of 50% in Germany 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. Natural Resources industries often have the additional challenges of workforces operating in geographically difficult and remote locations. Getting the most out of employees across multiple locations and with unorthodox rosters is an ongoing challenge. Providing opportunities for employee promotion is obviously an important part of this, but so too is skills development at the individual level. In fact, many survey respondents firmly believe that acquiring skills is more important than advancing up the corporate hierarchy. Kelly Global Workforce Index™ 8
  • 9. IMMEDIATE CAREER GOALS When considering what is best for their career development, a majority of Natural Resources employees, globally, say they are more interested in skills development than advancing up the corporate ladder. Globally, 60% are more interested in acquiring new skills than in reaching a higher level in their organization (40%). But there is a strong regional element to this finding. In EMEA, there is a resounding focus on skills development (62%) ahead of advancement (38%). 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 60% 40% 62% 38% 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 being assisted to manage and develop their skills and 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 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 thought out 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 China Malaysia Russia Germany India France Norway UK Singapore Italy Switzerland Portugal Australia Poland Hungary Global Within the last year, have you had a career development discussion with your employer? (% “yes,” by country) 80% 70% 60% 50% 40% 30% 20% 10% 0% APAC AVERAGE: 54% EMEA AVERAGE: 47% GLOBAL AVERAGE: 45% SWITZERLAND POLAND HUNGARY SINGAPORE INDONESIA CHINA MALAYSIA RUSSIA GERMANY INDIA FRANCE NORWAY THE UNITED KINGDOM ITALY PORTUGAL AUSTRALIA CAREER DEVELOPMENT DISCUSSIONS Career discussions should be an integral and routine part of sound career management, but they are frequently not occurring. Globally, 45% of Natural Resources 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 47% and 54% respectively. (The global result is dragged down by just 41% in the Americas.) The highest rates are in Indonesia (63%) and China and Malaysia (both 62%), while the lowest are in Hungary (19%), and in Poland and Australia (both 35%). 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 to advance in their careers. But not all career development discussions produce these outcomes. Globally, 54% felt that their career development discussions had benefited them in terms of new skills. Significantly more workers in APAC (61%) obtained a direct benefit in terms of new skills, compared to those in EMEA (48%). 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) 48% EMEA 61% APAC 54% 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) 36% EMEA 58% APAC 45% 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 those who had experienced career development discussions with their employers, less than half (45%) 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 (58%) who derived a benefit from these discussions, compared to just 36% 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 will reap the benefits of both a more engaged and committed workforce, as well as a more productive workplace. Kelly Global Workforce Index™ 14
  • 15. Indonesia Malaysia Singapore Russia China Poland India Portugal Norway Italy Switzerland Germany UK Australia Hungary 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: 44% GLOBAL AVERAGE: 36% EMEA AVERAGE: 29% HUNGARY THE UNITED KINGDOM AUSTRALIA INDONESIA SINGAPORE MALAYSIA RUSSIA CHINA POLAND INDIA PORTUGAL NORWAY ITALY SWITZERLAND GERMANY FRANCE Indonesia Malaysia Singapore Russia China Poland India Portugal Norway Italy Switzerland Germany UK Australia Hungary France Global 80% 70% 60% 50% 40% 30% 20% 10% 0% OPPORTUNITIES TO ADVANCE OR GROW WITH CURRENT EMPLOYER Globally in the Natural Resources sector, just over a third (36%) of employees believe that they will have the opportunity to advance their careers with their current employers. Significantly more workers in APAC (44%) are confident about their advancement opportunities than those in EMEA at just 29%. Kelly Global Workforce Index™ 15
  • 16. 30% 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, 30% of Natural Resources respondents say that their employers provide a career pathway that would afford career advancement. Significantly more workers in APAC (40%) 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 40% 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. 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. What this shows is that some of the investment in career development resources by well-intentioned employers is being wasted. 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, utilised by 47% globally, but with higher rates in APAC (54%) than in EMEA (40%). The second most used resource is training that is sought out or paid for by the employee, utilized by 32% globally, by 33% in EMEA and 32% in APAC. Other commonly used resources are mentoring (26% globally), career tests (23%) and professional career coaching (19%). 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. Indonesia Malaysia Singapore Russia India Norway China UK Poland Portugal Germany Switzerland Australia France Hungary Italy Global What is your overall level of satisfaction with the career development resources offered by your current employer? (% “very satisfied” and “satisfied,” by country) AUSTRALIA FRANCE APAC AVERAGE: 32% GLOBAL AVERAGE: 29% EMEA AVERAGE: 22% ITALY PORTUGAL 40% 35% 30% 25% 20% 15% 10% 5% 0% CHINA GERMANY HUNGARY INDIA INDONESIA MALAYSIA NORWAY POLAND RUSSIA SINGAPORE SWITZERLAND THE UNITED KINGDOM SATISFACTION WITH CAREER DEVELOPMENT RESOURCES For employers, there is an important question of the right 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 Natural Resources 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 22% 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. Natural Resources employees are in strong demand in many markets. They are at the forefront of a host of technological developments and new approaches to workforce organization. The importance of skills formation and skills development is more important 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: • 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. EXIT 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

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