This report shows new trends about Worker Preferences and Workplace Agility in Europe and Asia for the Natural Resources Industry.

1. KELLY GLOBAL WORKFORCE INDEX®
WORKER
PREFERENCES AND
WORKPLACE AGILITY
NATURAL
RESOURCES

2. 2Kelly Global Workforce Index®
3 Where do employees
really like to work?
4 More than money
and promotion
9 Why employer size, location,
and track record all matter
13 Making the shift for work
16 New and emerging
flexible models of work
18 The organizational structure
that workers prefer
20 Looking in the mirror
21 How Kelly can help
CONTENTSTHE 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 across the Americas; Europe,
the 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 fourth installment, Worker
Preferences and Workplace Agility,
canvasses the value employees attach
to key elements of their work, including
skills, flexible work arrangements, and
even the idea of socially conscious work.
Employees also give a clue as to why
they are drawn to some organizations
and not others—shedding light on why
an employer’s geographic location,
size, and management structure all
play a part in talent selection.

3. 3Kelly Global Workforce Index®
While there’s no mistaking that pay is a
key driver of attraction and retention,
workers also prioritize their professional
growth and personal fulfillment. How
a company looks and feels makes a
difference to empowered employees.
Also, views and expectations
surrounding non-traditional work styles
and arrangements are shifting, and
these can provide employers with an
edge in attracting the best people.
Where do employees really like to work?
The key features that make an organization attractive to candidates
are seldom voiced in formal recruitment processes, but employees
hold firm views about where they want to work, and why.

4. 4Kelly Global Workforce Index®
More than money and promotion
For workers employed in the natural resources sector, the most
attractive companies offer more than competitive pay and benefits.
They offer the opportunity to develop skills and a clear pathway for
progression. Indeed, the idea of learning new skills at work may be
worth more than higher pay and/or career growth or advancement
for many employees. Employees in the natural resources sector are
often already operating in highly skilled positions where flexibility in
working schedules and functions is critical. But employers may be able
to make even more trade-offs to attract and retain their best talent.

5. 5Kelly Global Workforce Index®
More than half (58%) of the natural
resources employees surveyed
globally said they would be prepared to
give up higher pay and/or career growth
or advancement for the opportunity to
learn new skills.
The willingness to trade off pay for skills
is more prevalent in APAC (69%) than it
is in EMEA (56%).
Certain countries stand out for
employees’ willingness to sacrifice
remuneration in order to gain skills,
notably India (81%), Indonesia (79%),
Portugal (74%), and the UK (69%).
How likely would you be to give up higher pay and/or career growth or advancement for the
opportunity to learn new skills? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR SKILLS
GLOBAL AVERAGE: 58%
APAC AVERAGE: 69%
EMEA AVERAGE: 56%
GlobalRussiaNorwayGermanyHungaryFranceItalySwitzerlandChinaAustraliaPolandMalaysiaUKPortugalIndonesiaIndia
0%
20%
40%
60%
80%
100%
GlobalRussiaNorwayGermanyHungaryFranceItalySwitzerlandChinaAustraliaPolandMalaysiaUKPortugalIndonesiaIndia
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
MALAYSIA
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
INDONESIA
RUSSIA
POLAND
THEUNITEDKINGDOM

6. 6Kelly Global Workforce Index®
Skills development isn’t the only
thing important to natural resources
employees—they also value flexibility.
More than a third (34%) globally said
they would be prepared to give up
higher pay and/or career growth or
advancement for a more flexible work
schedule.
Considerably more employees in APAC
(49%) are willing to make these pay and
advancement sacrifices than those in
EMEA (30%).
How likely would you be to give up higher pay and/or career growth or advancement for a
more flexible work schedule? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR A FLEXIBLE
WORK SCHEDULE
GLOBAL AVERAGE: 34%
APAC AVERAGE: 49%
EMEA AVERAGE: 30%
GlobalRussiaFranceItalyHungaryGermanyPolandPortugalChinaSwitzerlandNorwayUKAustraliaMalaysiaIndiaIndonesia
GlobalRussiaFranceItalyHungaryGermanyPolandPortugalChinaSwitzerlandNorwayUKAustraliaMalaysiaIndiaIndonesia
0%
10%
20%
30%
40%
50%
60%
70%
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
MALAYSIA
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
INDONESIA
RUSSIA
POLAND
THEUNITEDKINGDOM

7. 7Kelly Global Workforce Index®
Work–life balance is also important
to natural resources employees.
A total of 51% globally said they would
be prepared to give up higher pay
and/or career growth or advancement
for a better work–life balance.
The premium on work–life balance is
considerably greater in APAC, where
two-thirds would be likely to make
such a sacrifice, than in EMEA (48%).
How likely would you be to give up higher pay and/or career growth or advancement for a
better work–life balance? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY FOR
WORK–LIFE BALANCE
GLOBAL AVERAGE: 51%
APAC AVERAGE: 66%
EMEA AVERAGE: 48%
GlobalRussiaNorwayPolandFranceitalyHungaryGermanyAustraliaSwitzerlandUKPortugalChinaMalaysiaIndiaIndonesia
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
GlobalRussiaNorwayPolandFranceitalyHungaryGermanyAustraliaSwitzerlandUKPortugalChinaMalaysiaIndiaIndonesia
INDONESIA
INDIA
RUSSIA
POLAND
AUSTRALIA
CHINA
GERMANY
HUNGARY
MALAYSIA
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
THEUNITEDKINGDOM

8. 8Kelly Global Workforce Index®
There is also a group of employees
who are attracted to work that is
socially fulfilling, and who are willing
to give up pay and/or promotional
opportunities to pursue it.
More than a quarter (29%) of natural
resouces workers globally said they
would be likely to give up higher pay
and/or career growth or advancement
for an opportunity to do more socially
conscious work. The proportion likely
to do so is considerably higher in APAC
(41%) than in EMEA (27%).
How likely would you be to give up higher pay and/or career growth or advancement for an opportunity
to do more socially conscious work? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR SOCIALLY
CONSCIOUS WORK
GLOBAL AVERAGE: 29%
APAC AVERAGE: 41%
EMEA AVERAGE: 27%
GlobalNorwayRussiaGermanyHungaryFranceItalyAustraliaSwitzerlandPolandUKMalaysiaPortugalChinaIndiaIndonesia
0%
10%
20%
30%
40%
50%
60%
GlobalNorwayRussiaGermanyHungaryFranceItalyAustraliaSwitzerlandPolandUKMalaysiaPortugalChinaIndiaIndonesia
INDIA
RUSSIA
POLAND
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
FRANCE
THEUNITEDKINGDOM
PORTUGAL
INDONESIA
MALAYSIA
CHINA
AUSTRALIA

9. 9Kelly Global Workforce Index®
Why employer size, location,
and track record all matter
Attracting and retaining employees goes beyond offering competitive pay, a good
work–life balance, and advancement opportunities. An organization’s characteristics—its
geographic footprint, size, type, and record of achievement—also factor into the equation.
This becomes all the more important in the natural resources sector, where employees are
often required to make difficult decisions about employment location, duration, and type.

10. 10Kelly Global Workforce Index®
Globally, a significant portion (35%)
of natural resources employees
said they have no preference about the
type of organization they work for—
whether it’s a global company, a national
company (operating in a single country),
or a regional company (operating in a
single region within a single country).
However, a sizable 45% would prefer
to work for a global company—more
than twice the number who would
prefer to work for a national company
(13%) or a regional company (8%).
The preference for global companies
is more pronounced in APAC
(71%) than in EMEA (44%).
What company geographic footprint would you most prefer? (%, by region)
PREFERRED EMPLOYER
ORGANIZATION
GEOGRAPHIC
FOOTPRINT
National company
Global company
Regional company
No preference
EMEA APAC
9%
2%
17%
71%
14%
9%
33%
44%

11. 11Kelly Global Workforce Index®
When it comes to the size of
the organization, the largest
percentage (35%) of natural resources
employees globally said it doesn’t matter.
However, more than a quarter (29%) are
drawn to large companies (those with
more than 1,000 employees), and a
similar number (28%) prefer mid-
sized companies (those with
50–1,000 employees).
APAC employees showed a clearer
preference for large companies
(40%) than those in EMEA (25%).
In EMEA, one-third don’t have a
preference, but mid-sized firms
(31%) are the most popular.
Small businesses were the
preferred choice of just 11% in
EMEA and 7% in APAC.
What company size would you most prefer? (%, by region)
PREFERRED
EMPLOYER
ORGANIZATION SIZE
Large company
(more than 1,000 employees)
No preference
Mid-sized company
(50–1,000 employees)
Small business
(less than 50 employees)
EMEA APAC
31%
25%
33%
11%
32%
40%
21%
7%

12. 12Kelly Global Workforce Index®
When it comes to the type of
organizations that natural
resources employees like to work for,
they tend to lean toward firms with an
established presence.
While one-third globally have no
preference, 42% said they want to
work for a business that is established,
with some longevity.
This preference for established
companies is notable in both
EMEA (45%) and APAC (42%).
Fortune 100 or Fortune 500 companies
are only preferred by 12% in EMEA,
but by a much stronger 33% in APAC.
Start-up firms are preferred by
only about 5% in each region.
What type of company would you most prefer to work for? (%, by region)
PREFERRED
EMPLOYER
ORGANIZATION
TYPE
No preference
Established company
with longevity
Fortune 100 or
Fortune 500 company
Start-up company/
micropreneur
EMEA APAC
45%
5%
37%
12%
42%
6%
18%
33%

13. 13Kelly Global Workforce Index®
Making the shift for work
Perhaps then it’s not surprising that many workers in the sector
are ready to relocate considerable distances to secure the
work they want. Firms that understand their relative appeal as
a work destination and know their target demographic will be
in a better position to entice talent to relocate for work.

14. 14Kelly Global Workforce Index®
There is a relatively high degree
of labor mobility inherent in the
natural resources workforce, with a total
of 77% of employees surveyed globally
saying that they would be ready to
move for the right job: 19% to another
continent; 15% to another state, region
or province; 15% to another city or town;
14% to another country; and 14% within
the same country, district or province.
Only 22% of employees surveyed
in EMEA and 17% in APAC are
not prepared to move.
In APAC, there is a high willingness to
relocate for work, with 23% prepared
to move to another country, and
18% prepared to move within the
same country, district or province.
In EMEA, 23% said they would be
prepared to move to another continent.
How far would you be prepared to move for the right job? (%, by region)
WILLINGNESS TO
MOVE FOR WORK
0% 5% 10% 15% 20% 25%
EMEA
APAC
GLOBAL
Within the same country/district/province
Another country
Another city/town
Another state/region/province
Another continent
Not willing to move

15. 15Kelly Global Workforce Index®
0%
10%
20%
30%
40%
50%
AFRICAMIDDLE
EAST
SOUTH
AMERICA
ASIA
PACIFIC
NORTH
AMERICA
DON'T
KNOW
EUROPE
EMEA
APAC
GLOBAL
Europe stands out as the
destination of choice for natural
resources employees interested in
moving to a different part of the
globe for work, cited by more than
a third (35%) of respondents, while
23% nominated North America.
The Asia-Pacific region attracted only
9%, followed by South America (5%),
the Middle East (3%), and Africa (2%).
EMEA workers gravitated toward
their own continent (43%).
Those in APAC also prefer Europe
(34%), followed by the Asia-Pacific
region (28%) and North America (15%).
Aside from your own region, which part of the globe would you most want to work in? (%, by region)
PREFERRED
REGION TO WORK

16. 16Kelly Global Workforce Index®
New and emerging
flexible models of work
The natural resources sector has been one of the leaders in offering various
alternatives to the traditional form of employment, including temporary
employees, contract employees, independent contractors, project-based
Statement of Work contractors, and entrepreneurs and business owners.

17. 17Kelly Global Workforce Index®
APPEAL OF
NON-TRADITIONAL
EMPLOYMENT
Globally, 39% of natural resources
employees expressed an
interest in these non-traditional or
flexible employment alternatives.
Workers in APAC (48%) are more likely
to be interested in non-traditional or
flexible employment than those in
EMEA (34%).
To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by country)
GLOBAL AVERAGE: 39%
APAC AVERAGE: 48%
EMEA AVERAGE: 34%
GlobalGermanyItalyNorwayFranceHungarySwitzerlandIndiaPortugalUKRussiaMalaysiaAustraliaIndonesiaPolandChina
GlobalGermanyItalyNorwayFranceHungarySwitzerlandIndiaPortugalUKRussiaMalaysiaAustraliaIndonesiaPolandChina
0%
10%
20%
30%
40%
50%
60%
INDIA
RUSSIA
POLAND
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
FRANCE
THEUNITEDKINGDOM
PORTUGAL
MALAYSIA
CHINA
AUSTRALIA
INDONESIA

18. 18Kelly Global Workforce Index®
The organizational structure
that workers prefer
Employees were also asked to reflect on some of the various
organizational structures in the workplace—virtual teams,
collaborative environments with cross-functional teams, flexible
arrangements, environments with both high risks and rewards, and
environments characterized by latest technology and equipment.

19. 19Kelly Global Workforce Index®
IDEAL EMPLOYEE WORK
ENVIRONMENT
The ideal work environment for
natural resources employees is
one that offers collaboration (61%) and
flexible work arrangements (49%).
These workers also want exposure to
the latest technologies and equipment
(44%), a culture of innovation
(40%) and virtual teams (38%).
Fewer workers are attracted to
highly individualized structures with
limited teamwork (16%), competitive
environments with both high rewards
and risks (22%), and traditional
hierarchical structures (25%).
By region, collaborative workplaces
are highly attractive to those in both
APAC (66%) and EMEA (61%). Flexible
work arrangements, virtual teams, and
competitive environments with high
risks and rewards are more attractive
to those in APAC than in EMEA.
Your ideal work environment would include which of the following features? (%, multiple responses allowed, by region)
0% 10% 20% 30% 40% 50% 60% 70%
Highly individualized, limited teamwork and collaboration
Competitive, where rewards and risks are high
Traditional work arrangements, 9–5 schedules
Traditional hierarchical structure
Matrix structure
Rapid pace with constant change
Virtual teams
Culture of innovation and creativity
Exposure to latest technologies and equipment
Flexible arrangements, remote work, flexible schedules/hours
Highly collaborative environment (cross-functional teams)
EMEA
APAC
GLOBAL

20. 20Kelly Global Workforce Index®
It is important for natural resources
organizations to understand the
attributes that are attractive to current and
prospective employees.
Firms need to be able to assess their
relative appeal as an employer, and then
use this information to determine their
recruitment and retention strategies.
The KGWI shows that organization type,
size, location, and managerial structure
all carry weight when employees are
deciding where to work, and have a direct
bearing on the remuneration and other
benefits on offer.
Firms with less appeal may need to offer
a premium, while the most sought after
companies can probably afford to be less
generous than the market as a whole.
A culture that is collaborative, creative,
team-oriented, and focused on leading-
edge technologies may well be a strong
point of difference.
There are certain things that employers can
do to better understand and leverage their
position in the market:
• Conduct an employee “attraction” test
that will identify the organization’s appeal
in terms of its type, size, location, track
record, and organizational structure.
• Undertake an audit of the organization’s
“non-work” features that could be
attractive to employees and candidates,
and consider how they could be
embedded in the employment offering.
CONCLUSION
Looking in the mirror
• Encourage employees to identify
particular interests, such as lifestyle,
family, recreational, or other pursuits that
may provide an opportunity to inject
flexibility into the work schedule.
• Harness the organization’s positive
features to extend the recruiting footprint
to cities, regions, or even countries where
in-demand skills may be more plentiful.

21. 21Kelly Global Workforce Index®
How Kelly can help
Kelly Services aims to understand the factors that drive the recruitment process
and deliver insights that help every employer source the best talent.
Understanding employees’ varying
motivations and employers’ needs
is a critical element in this. We know
that just as employers have different
requirements, employees bring their
own values, styles, and requirements.
One of the important aspects highlighted
by the KGWI survey is the diversity
of views among talent regarding the
most desirable places to work, as well
as distinct preferences for particular
organizational styles and types.
Kelly’s global presence, knowledge, and
experience helps employers to better
appreciate these traits and enables
organizations and employees to achieve
the optimum fit.
Knowledge of local markets, industry
sectors, and skills availability is crucial.
In a world where talent is increasingly
mobile, it is more important than ever
to reach into markets and regions where
skills can be harnessed to maximize
productivity and profitability.

22. 22Kelly Global Workforce Index®
22Kelly Global Workforce Index™
EXIT
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ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The 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.
ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions.
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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,
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