kelly Global workforce index ™how toattract andretain talentan industry perspective ONnatural resourcesMANNY BORGES
introductionOur research about what attracts, motivates, look into the responses from over 6,000 workers inand r...
≤ All industries: workforce flight riskDo you intend to look for a job with another organization within the next year? ...
≤ All industries: workforce engagement% of workforce that feels committed to current employer (% committed) ...
≤ natural resources industry summaryWorkforce Flight Risk ...
≤ natural resources industry: candidate attraction and acquisitionWhen considering applying for a job, what organizatio...
≤ natural resources industry: candidate attraction and acquisitionWhich of the following factors would drive your decis...
≤ natural resources industry: employee engagementWhat one factor makes you feel more committed or “engaged” with your j...
≤ natural resources industry: employee engagementWhat factor would be most likely to cause you to leave your organizati...
≤ natural resources industryemployer recommendationsCandidate Attraction/Acquisition ...
ConclusionOne thing is clear: not all employees are the attitudes and motivators that attract them tosame. For some...
About the AuthorMANNY BORGES serves as senior Americas sales director in the Natural Resources verticalat Kelly®. He bring...
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Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

This global industry perspective, taken from the 2012 Kelly Global Workforce Index findings, provides flight risk and engagement indicators across key industries. From there, we offer an even deeper look into the responses from over 6,000 workers in the Natural Resources sector, providing valuable, candid insight into the contributing factors that guide these workers and their career pursuits. These workers reveal both the specific corporate attributes that attract them to particular jobs, as well as issues concerning job engagement and satisfaction.
Published on: Mar 3, 2016
Published in: Career      
Source: www.slideshare.net


Transcripts - Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources

  • 1. kelly Global workforce index ™how toattract andretain talentan industry perspective ONnatural resourcesMANNY BORGES
  • 2. introductionOur research about what attracts, motivates, look into the responses from over 6,000 workers inand retains workers across different industries the Natural Resources sector, providing valuable,brought to light some striking differences. candid insight into the contributing factors thatAlthough there is a strong pattern of voluntary guide these workers and their career pursuits. Theseattrition across all industries and regions, the workers reveal both the specific corporate attributesresponses of some 170,000 employees, globally, that attract them to particular jobs, as well as issuesprovide valuable insights for employers seeking concerning job engagement and satisfaction.to retain and engage talent in these sectors. The scope of this study also offers a glimpseThis global industry perspective, taken from the into employees’ practical reasoning for leaving2012 Kelly Global Workforce Index findings, provides jobs and a guide to what employers can doflight risk and engagement indicators across key to help retain their best performers.industries. From there, we offer an even deeper Kelly Global Workforce Index™ 2
  • 3. ≤ All industries: workforce flight riskDo you intend to look for a job with another organization within the next year? (% Yes) At any given time, a large section of the workforce 75% is in a state of flux. Globally, across all industries, two-thirds of workers (66%) said that they intended 2012 to look for a job with another organization within the next year. Although more positive for employers 70% than 2011 (69%), this represents a significant 69% 69% 2011 68% increase from the level in 2009 when 59% indicated 67% 67% they planned to look for a job elsewhere. 66% 66% 65% 2009 65% Across the industries we investigated, workers 64% 64% appear restless. While the IT and Natural Resources industries show a slight advantage, we found that the climate of today’s workforce has 60% 60% 60% eroded the retention of employees across the 59% 59% 58% board. The seemingly new norm has employees continuously keeping a finger on the pulse of the job market—waiting for the next, better opportunity. 55% Unless employers can offer meaningful work and ongoing opportunities for growth, workers today feel that it is in their best interest to keep their careers in a perpetual state of motion. 50% All Industries Natural Resources Financial Services Life Sciences Information TechnologyNote: The above question was excluded from the 2010 KGWI survey. 2009 2011 2012 Kelly Global Workforce Index™ 3
  • 4. ≤ All industries: workforce engagement% of workforce that feels committed to current employer (% committed) Across all industries, employee engagement rates 80% have fluctuated over the past few years, with the strongest rates cited in 2010. Rates dipped lower 201twelve in 2011 in a possible response to the strengthening economy; they have since rebounded in 2012. 75% 74% 74% 201eleven 72% Fluctuations aside, today’s engagement rates might be viewed by some employers as a 70% 70% 70% positive sign—an indication that employees plan 200ten to stay put. However, given the fact that two- 67% 66% 66% thirds (66%) of workers say they plan to look for 65% 64% a new job next year, it seems contradictory that 63% nearly the same amount (63%) say that they feel 61% 61% committed/engaged with their current employer. 60% At the surface, this doesn’t appear to add up. 60% 59% 57% By digging a little deeper, however, we hope to shed some light on this paradox. Aside from salary/ 55% benefits, our research uncovered lack of opportunities for advancement and poor management rank highest in terms of what factors are most likely to cause an 50% employee to leave an organization. Could it be that All Industries Natural Resources Financial Services Life Sciences Information Technology although workers are engaged in their jobs, they see little opportunities for advancement if they stay? 2010 2011 2012 Kelly Global Workforce Index™ 4
  • 5. ≤ natural resources industry summaryWorkforce Flight Risk Workforce EngagementTrends over time Trends over timeCompared to 2009, more workers in the Natural Resources industry intend to look for a new job within the next year. The loyalty of the Natural Resources industry workforce has varied over the years, with 74% feeling committed/Flight risk spiked in 2011 to 68% hinting at an increased “post recession” desire to look for greener employment pastures. engaged in 2010. The percentages fell to 60% in 2011, but 2012 results are more positive.2009: 60% 2012: 64% 2010: 74% 2012: 66%Compared to all industries Compared to all industriesAlthough 64% of workers in the Natural Resources industry intend to look for a new job with another Two-thirds of the Natural Resources industry workforce currently feels committed or engaged with theirorganization within the next year, their flight risk is comparable to workers (on average) across all industries. current employer, more than the average of workers across all industries (63%). 66% All industries: 64% Natural Resources industry: 63% All industries: 66% Natural Resources industry: % of workers who are % of workers who are % of workers that feel % of workers that feel likely to look for a new likely to look for a new committed or engaged with committed or engaged with job next year job next year their current employer their current employer Kelly Global Workforce Index™ 5
  • 6. ≤ natural resources industry: candidate attraction and acquisitionWhen considering applying for a job, what organizational attribute influences you the most? When considering applying for a job, the most 30% influential organizational attributes that attract Natural Resources industry workers in the Natural Resources industry— Natural Resources Industry All industries ”corporate culture” and “strong market presence/ leadership”—are consistent with workers across 25% all industries. All Industries However, workers in the Natural Resources industry 20% do differ from workers overall in that significantly more say they are influenced by an organization’s reputation for innovation (14% compared to 11% 15% respectively). 10% 5% 0% Corporate Strong market Financial Longevity Reputation for Corporate Social media Other culture presence/leadership performance innovation social responsibility presence Kelly Global Workforce Index™ 6
  • 7. ≤ natural resources industry: candidate attraction and acquisitionWhich of the following factors would drive your decision to accept one job/position over another? Not unlike other workers, in deciding between 50% prospective jobs, two top factors drive the decision for Natural Resource industry workers: Natural Resources industry Natural Resources “personal growth/advancement” (37%) and All industries “personal fulfillment/work-life balance” (37%). 40% All Industries 30% 20% 10% 0% Personal growth/ Personal fulfillment Compensation/benefits Corporate sovereignty/ Other advancement (work/life balance) (high risk/high reward) good will Kelly Global Workforce Index™ 7
  • 8. ≤ natural resources industry: employee engagementWhat one factor makes you feel more committed or “engaged” with your job? The top factors that make workers in the Natural 35% Resources industry feel more committed/engaged: Natural Resources industry 1. More interesting and challenging work* Natural Resources Industry All industries 30% 2. Higher salary and benefits 3. More meaningful responsibility All Industries 25% *Compared to workers (on average) across all industries (29%), significantly more workers in the Natural Resources industry (32%) indicate that 20% “more interesting and challenging work” would make them feel more committed or “engaged.” 15% 10% 5% 0% More Higher More A better More or More More support Opportunity for Other interesting salary and meaningful balance improved flexible work with health, telecommuting or challenging benefits responsibility between training arrangements fitness, and (working work work and well-being from home or personal life from employer remotely) Kelly Global Workforce Index™ 8
  • 9. ≤ natural resources industry: employee engagementWhat factor would be most likely to cause you to leave your organization? Across the board, the top three factors that 25% would be most likely to cause workers to leave are “poor salary and benefits” (21%), “lack of Natural Resources industry Natural Resources Industry opportunities for advancement” (21%), and “poor All industries management” (20%). These top three factors 20% hold true for workers in the Natural Resources All Industries industry as well, but for these workers, “lack of opportunities for advancement” was cited as the top reason (23%), followed by “poor management” 15% (20%), and “poor salary and benefits” (19%). 10% 5% 0% Lack of Poor Poor salary/ Inadequate Poor staff Stress Poor Lack of Concern Other opportunities management benefits work/life morale communication flexible with for balance work corporate advancement arrangements reputation Kelly Global Workforce Index™ 9
  • 10. ≤ natural resources industryemployer recommendationsCandidate Attraction/Acquisition Employee Retention• When choosing between two jobs, we know that • When it comes to applying for a job, workers in the • Professional development is goal driven, and, • Be sure to share internal promotion statistics. workers in the Natural Resources industry (and Natural Resources industry are clearly influenced therefore, it is most successful when the employee Most employees are more eager to succeed in workers across the board for that matter) primarily by an organization’s “corporate culture” and has a say in his/her growth plan. It is essential that an organization if feel they have a real possibility use two determining factors: “personal growth/ “strong market presence/leadership.” Beyond employees have a dedicated time to voice their of being promoted. Promoting from within, and advancement” and “personal fulfillment/work-life that, significantly more workers in this industry professional development goals. Encourage top sharing the stories behind the numbers, helps your balance.” To help secure that top candidate during (compared to the average of workers across all performers to reach out to their internal network employees realize how committed your firm is to the hiring process, ensure your recruiters and industries) are influenced by a firm’s “reputation to assess their “personal brand.” What talents/ developing current employees into new leaders. hiring managers are prepared to share real stories for innovation.” Employers in this industry would skills do others in the organization believe they • Be clear about what employees need to do to of career advancement within your organization. be wise to train and teach their recruiters about possess? Tap into those talents and skills. Work advance. What are the stepping stones of skills and Maybe you have a long-term employee who all of the organization’s new products, discoveries, with employees to identify skill gaps, and help responsibilities that lead an employee to viable started out in the facilities department years ago and innovations so they, in turn, can enlighten new them fill those gaps by giving employees new candidacy for promotion? Share that information and eventually advanced to the executive suite, candidates. opportunities to flex new “skill” muscles. with the top performers in your organization, or maybe you have a story of a young, high- • Workers in the Natural Resources industry say that and ensure that they are given opportunities performing engineer who preferred to work on a “lack of opportunities for advancement” is the top to master these key skills while they prepare variety of projects instead of climbing the corporate factor that would most likely cause them to leave for the next step within your organization. ladder. Know these stories. Share them. These their organization. Helping your top performers must be conveyed to prospective job candidates reach their professional goals is essential for to help them envision themselves growing and retaining them. The best employees are motivated progressing within your organization (rather than to advance and may pursue something new if your competitors’ organizations). they see limited growth potential in their current position. If a promotion is not an immediate option, managers should consider taking other proactive measures to hold onto the best talent. Kelly Global Workforce Index™ 10
  • 11. ConclusionOne thing is clear: not all employees are the attitudes and motivators that attract them tosame. For some, like workers in the Natural certain organizations, keep them engaged in theirResources sector, a reputation for innovation, a work, and, ultimately, keep them loyal to theirchallenging work environment, and advancement respective organizations. Learning what theseopportunities are key. For others, it’s more factors are and understanding ways to influenceabout measurable, financial outcomes—sharing them may give employers in the Natural Resourcesin the benefits of what they help create. sector the crucial competitive edge they need to win and retain the critical talent they seek in theirThere is no doubt that different industries have constantly evolving, ever-competitive industry.different workforces; those workforces have unique Kelly Global Workforce Index™ 11
  • 12. About the AuthorMANNY BORGES serves as senior Americas sales director in the Natural Resources verticalat Kelly®. He brings both talent supply chain experience and a vast knowledge of thechemical industry. He has worked at Dow Chemical for the past 20 years in a variety ofleadership roles—most recently as a strategic sourcing director and a global category leader.Manny earned an MBA in international business from Northwood University and a Bachelorof Science degree in chemical engineering from Mackenzie University in São Paulo, Brazil.He has extensive international experience and speaks multiple languages, including English,Spanish, and Portuguese.About the kelly global workforce indexThe Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace.More than 168,000 people across the Americas, EMEA, and APAC regions responded to the 2012 survey.This survey was conducted online by RDA Group on behalf of Kelly Services®.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-classstaffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe,Kelly provides employment to more than 560,000 employees annually. Revenue in 2012 was $5.5 billion.Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.Download The Talent Project, a free iPad app by Kelly Services.iPad is a registered trademark of Apple Inc.An Equal Opportunity Employer © 2013 Kelly Services, Inc.kellyservices.com EXIT Kelly Global Workforce Index™ 12

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