1) The OECD's first Survey of Adult Skills assessed literacy, numeracy, and technology problem solving skills in 24 countries and found wide variation in skills levels both between and within countries. Countries in Northern Europe and Japan generally had highly skilled workforces while some Southern European, Irish, and US workers struggled with basic literacy and numeracy. 2) Regulations surrounding temporary employment are changing, with Belgium now allowing temp-to-hire contracts, indefinite contracts proposed in France, and discussions in Japan to loosen assignment limits for temporary workers. Meanwhile, South Africa has tightened rules to limit temporary contracts to three months. 3) Global legislative changes also include new measures in Canada to prioritize hiring Canadians over temporary foreign

1. Global Talent Market Quarterly
FOURTH QUARTER
l
2013

2. Global Talent Market Quarterly
CONTENTS
3
Global Economic Situation
• Outlook
• Briefing
6
Global Labor Market Update
• Americas
• EMEA
• APAC
• Global Labor Market Spotlight
• Legislative Update
12
U.S. Labor Market Overview
• Current Employment Conditions
• Supply and Demand
• Labor Market Spotlight
16
Workforce Solutions Industry Insight
• 2013 KGWI: Employee Engagement and Retention
• Benefits of Boosting Engagement
• Contingent Workforce Management Strategies
• The Talent Project

3. Global Economic Situation
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GLOBAL ECONOMIC OUTLOOK
Global economic growth has been subdued in 2013, limited by U.S. policy battles, weakness in Europe, and a cooldown in large
emerging markets. The global economy is expected to gradually and modestly accelerate in 2014, with projected growth of 3.3%.
REAL GDP GROWTH BY REGION, 2012-2015 (p)
World
APAC
EMEA
Eurozone
6%
Latin America
U.S.
5.7%
5.3%
5%
4.7%
4.8%
4.0%
4%
3.1%
3%
2.8%
2.6%
2%
2.4%
3.4%
3.3%
2.5%
3.8%
3.2%
2.6%
2.4%
1.5%
2.1%
1.3%
0.8%
1%
1.0%
0%
-0.6%
4
EMEA
The Eurozone has finally begun to climb out of
recession, spurring brighter growth prospects
across the region, but recovery is expected to be
gradual. Across the Middle East and Africa,
political and civil unrest still pose risks to growth.
The region still leads global economic growth, as
most APAC economies have adjusted to the
cooler export climate. Maintaining strong
domestic consumer demand remains critical to
future market expansion in the region.
-0.5%
2013 (p)
Sluggish growth in North America is expected to
improve in 2014, and Latin American economies
will also continue to strengthen. Much of the
regional outlook depends on the U.S. and the
resolution of its ongoing policy issues.
APAC
0.9%
-1%
2012 (e)
AMERICAS
2014 (p)
2015 (p)
Source: IHS Global Insight (October 2013)

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ECONOMIC BRIEFINGS
Strengthening in developed economies including Germany, the U.K., and North America is forecast to drive global economic growth
in 2014. Emerging market economies have struggled over the past year, particularly compared to historical performances, but are
poised to regain some momentum.
EMERGING MARKETS
REAL GDP GROWTH RATES, SELECTED MARKETS
 CHINA’s economic growth has stabilized in recent months. Modest stimulus measures
will help sustain a gradual rebound and keep GDP growth near 8% for 2014.
 In INDIA, GDP growth is expected to climb to 5.6% in 2014, but is still sub-par by
historical standards. The country’s long-term potential is solid, with economic
reforms key to future growth.
 The Eurozone crisis slowed exports and dampened RUSSIA’s economic growth, but a
moderate recovery is expected to gain momentum beginning in 2014. Growth in
other Central and Eastern European economies is also projected to accelerate.
 BRAZIL’s GDP growth is expected to continue to strengthen, surpassing 3% in 2014,
driven by increased investment and ongoing government stimulus.
DEVELOPED ECONOMIES
 Subdued regional growth and a slowdown in the mining sector are expected to keep
economic expansion in AUSTRALIA limited, with growth remaining at 2.4% in 2014.
 JAPAN’s economy is back on track with growth nearing the 2% range, helped by
stimulus efforts and increased consumer demand. Future growth depends on
continued strong consumer activity and rising exports.
 Sluggish economic growth in the U.S. and CANADA is expected to accelerate to
around 2.5% in 2014. A key risk is the contentious U.S. political climate; the recent
government shutdown was expected to weigh down the country’s GDP growth by 0.6
percentage points in the fourth quarter of 2013.
 After six consecutive quarters of recession, the Eurozone economy has begun to
recover, led by solid gains in GERMANY and FRANCE. The U.K. has also seen marked
economic improvement. Nevertheless, the path to recovery is expected to be slow, as
contractions are expected to persist in ITALY, SPAIN, and GREECE through mid-2014.
5
Ranked by 2014(p) growth
China
India
Russia
Brazil
Canada
Global GDP Growth
2014(p): 3.3%
U.S.
Australia
U.K.
Japan
2013(p)
Germany
2014(p)
France
2015(p)
Italy
-2%
0%
2%
4%
6%
8%
10%
Sources: IHS Global Insight (October 2013); Reuters 09.03.13

6. Global Labor Market Update
FOURTH QUARTER
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2013

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GLOBAL LABOR MARKET UPDATE: AMERICAS
Despite relatively positive unemployment figures, key countries across the Americas region have failed to generate significant
momentum in their labor markets, as hiring has been constrained by economic, structural, and political tensions. Declining labor force
participation is also a critical concern in many markets. The outlook calls for continued moderate employment growth in the region.
AVERAGE ANNUAL UNEMPLOYMENT RATE
UNITED STATES
Although unemployment in the U.S. continues to trend downward, the pace
of new job growth has been lackluster. Future improvements depend on
resolution of policy issues and increasing business confidence.
BRAZIL
Job creation in Brazil has remained steady, in spite of the country’s sluggish
economic performance. The unemployment rate is also projected to remain
stable in the 5.5% range over the coming years.
CANADA
U.S.
Brazil
Canada
Mexico
9%
8.1%
8%
7.5%
7.1%
7%
7.3%
6.7%
6%
MEXICO
5.5%
5.5%
5.6%
4.9%
4.8%
4%
The slowdown in the Mexican economy is affecting the labor market, as
both unemployment and labor force participation rates have been volatile in
2013. More consistent improvements are expected in 2014 and 2015.
7.0%
5.0%
Modest employment growth is expected to continue, with ongoing strength
in energy-related sectors and geographies. The unemployment rate edged
below 7% in September—the lowest since 2008—but unemployment is still
high, and labor force participation is trending down.
7.1%
6.5%
5.5%
3%
5%
4.3%
2012
2013 (e)
2014 (p)
2015 (p)
Sources: IHS Global Insight (October 2013) EIU, 09.23.13 and 09.27.13; Dow Jones News Service, 10.11.13
7

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GLOBAL LABOR MARKET UPDATE: EMEA
Although economic conditions have begun to improve in Europe, many of the hardest hit countries are not projected to see labor market
improvements until late 2014 or 2015. In countries that were less affected by the economic crisis, including Germany and the U.K.,
favorable employment conditions are expected to continue to strengthen.
AVERAGE ANNUAL UNEMPLOYMENT RATE
GERMANY
The economic crisis has had very little effect on employment conditions in
Germany, which continue to outpace most of the rest of Europe.
Unemployment declines are expected to accelerate over the coming years.
12%
FRANCE
11%
Although the economy has begun to rebound, the French labor market is
expected to remain very challenging through 2014, with unemployment
rising above 11% and continuing to surpass historically high levels.
UNITED KINGDOM
The U.K. labor market is improving, as greater economic activity drives more
solid hiring trends and gradual improvements in unemployment. Jobless
claims dropped by over 41,000 in September, the largest fall in 16 years, and
employment is at its highest point in over 40 years.
RUSSIA
Despite a significant slowdown in the economy, unemployment in Russia
has been on a gradual downward trend—a pace that is expected to continue
in the coming years.
Germany
10%
9%
8%
7%
France
10.9%
U.K.
11.2%
Russia
11.1%
10.2%
7.9%
7.7%
6.8%
6.8%
7.4%
6.6%
7.1%
6.3%
6%
5%
5.5%
5.4%
5.2%
5.0%
2012
2013 (e)
2014 (p)
2015 (p)
4%
3%
Sources: IHS Global Insight (October 2013) ; Reuters 10.16.13
8

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GLOBAL LABOR MARKET UPDATE: APAC
The slowdown in economic activity has had very little effect on labor markets across the APAC region. Forecasts vary for the region’s key
countries, with a brighter outlook for India and Japan offset by more challenging employment conditions predicted for Australia.
CHINA
Despite a slowing economy, the Chinese labor market has been relatively
resilient, adding 7.25 million jobs in the first six months of the year, an
increase of 310,000 year-over-year. The service sector, and in particular
Internet-based businesses, have helped create employment opportunities.
JAPAN
AVERAGE ANNUAL UNEMPLOYMENT RATE
China
Japan
India
Australia
9%
The unemployment rate, which had dropped below 4%, rose in August as
more Japanese workers began looking for jobs. The country’s job availability
index has shown six straight months of improvement, reaching 0.95, or 95
employment offers per 100 job seekers, in August.
8%
INDIA
6%
Hiring in India is expected to pick up in the coming months, after lackluster
economic growth had limited job creation in the first part of 2013. IT and ecommerce are among the bright spots for employment growth.
5%
AUSTRALIA
4%
While business confidence has improved somewhat following the elections
in Australia, hiring intentions remain soft. The labor force participation rate
has sunk to a nearly seven-year low, and unemployment is forecast to
continue to increase over the short-term.
3%
8.1%
8.4%
8.2%
8.1%
7%
5.7%
6.0%
5.4%
5.2%
4.3%
4.2%
4.1%
4.0%
4.1%
4.0%
3.9%
3.9%
2012
2013 (e)
2014 (p)
2015 (p)
Sources: IHS Global Insight (October 2013); Thai News Service, 08.06.13; Kyodo News, 09.20.13; Staffing Industry Analysts, 09.16.13
99

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GLOBAL LABOR MARKET SPOTLIGHT: ADULT SKILL LEVELS
HOW SKILLED IS YOUR COUNTRY’S LABOR FORCE?
The OECD’s first Survey of Adult Skills offers a fascinating, multi-national
picture of labor force skills and competencies. The survey used assessment
tests to evaluate literacy, numeracy, and technology problem solving skills
among people ages 16-65 across 24 countries. It shows marked differences in
skills among countries as well as within each labor force, and suggests that
developing and using skills can have a profound impact on employment
prospects, quality of life, and a country’s economic growth potential.
The survey shows that workers in the Nordic countries and Japan tend to be
highly proficient. In others, notably in Southern Europe, Ireland, and the U.S.,
many adults struggle with the most basic literacy and numeracy skills. It also
shows that many adults do not possess basic computer skills, including nearly
one in four in Italy, Korea, Poland, Spain and the Slovak Republic.
ADDITIONAL KEY FINDINGS: OECD SURVEY OF ADULT SKILLS
Economic and social impact of skills
• Those with low literacy skills are more than twice as likely to be
unemployed, and have median earnings 60% lower than those with
higher literacy skills. Countries with greater inequality in skills also
exhibit higher income inequality.
Gap between skills and educational attainment
• In some countries (Australia, Finland, Japan, Netherlands, Norway),
many adults without a high school degree have high literacy skills,
suggesting that people can learn skills despite limited early schooling.
Impact of social background varies
• In England, Germany, Poland and the U.S., the children of parents with
low education levels have much weaker reading skills as adults than
those with better educated parents. Australia, Estonia, Japan and
Sweden show the smallest difference between these two groups.
Uneven progress across generations
• In some countries (Korea, Japan, Finland), the younger generations
have made significant steps in closing the skills gap, particularly in
technology areas. But in others (England, U.S.), younger workers are
not as skilled as those near retirement.
PROFICIENCY IN KEY SKILLS: ADULTS AGES 16-65
Significantly below average
Significantly above average
Not significantly different from average
Literacy
Australia
Austria
Canada
Czech Republic
Denmark
Estonia
Finland
France
Germany
Ireland
Italy
Japan
Korea
Netherlands
Norway
Poland
Slovak Republic
Spain
Sweden
United States
Belgium*
UK*
Cyprus
Numeracy
Technology
Problem Solving
n/a
n/a
n/a
n/a
*Belgium: Flanders only; UK: England and N. Ireland only
Cyprus, France, Italy, and Spain did not field the technology problem solving assessment
Source: Skilled for Life? Key Findings From the Survey of Adult Skills, OECD, 2013
10
Literacy was defined as the ability to understand, evaluate, use and engage with written texts. Numeracy was defined as the ability to access, use, interpret and communicate mathematical information and ideas. Problem
solving in technology-rich environments was defined as the ability to use digital technology, communication tools and networks to acquire and evaluate information, communicate with others and perform practical tasks.

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GLOBAL LEGISLATIVE UPDATE
Regulations surrounding temporary employment, and in particular those concerning contract limits, continue to be redefined. Tempto-hire contracts are now permissible in Belgium, indefinite contracts have been proposed in France, and discussions to loosen
assignment limits are occurring in Japan. South Africa, meanwhile, has tightened restrictions on temporary workers’ contract lengths.
BELGIUM
CANADA
New measures that
encourage employers to hire
Canadians rather than
temporary foreign workers
include an application fee to
recruit overseas workers and
an obligation to advertise
jobs first to Canadians.
BRAZIL
New legislation prohibits
bribery of foreign government
officials by Brazilian
companies, as well as bribery
of local government officials by
companies operating in Brazil.
Staffing firms are now allowed to provide temp-to-hire
employment, beginning in September 2013. Staffing firms
were previously limited to providing temporary workers
only in the case of the absence or dismissal of a permanent
employee, or to face a temporary rise in demand.
FRANCE
GERMANY
Trade unions and the French
staffing association PRISME have
introduced a proposal to allow
indefinite contracts, or a “benched
resources” model, for staffing
firms. The government must
review the proposal’s viability
under the Labor Code.
Minimum wage increases
for temporary workers will
come into effect on
January 1, 2014. Minimum
wage rises for temporary
workers which take effect
in mid-2015 and mid-2016
were also announced.
SOUTH AFRICA
Under a new bill, temporary workers’
contracts are limited to three months,
after which the workers are eligible to
become permanent employees.
JAPAN
A proposal to revise the Temporary
Dispatch Law is being discussed, which
would loosen the assignment limit rules
for temporary workers and abolish the
current 26 designated job categories in
which workers can be engaged
indefinitely. Potential changes are likely
to be submitted to the Diet in 2014.
PHILIPPINES
A bill filed in the Senate seeks to end
age discrimination by penalizing
employers or recruitment agencies
that make a person’s age the basis
for employment.
BAHRAIN
Employers may now apply for one-year visas for
foreign workers, in addition to the two-year work
permits previously allowed. The new visas may be
renewed for a period of six months or one year.
.
Sources: Globe and Mail, 08.08.13; SIA Daily News, 07.29.13 and 09.24.13; SIA European Legs & Regs Advisor, July and September 2013; SIA ROW Legs & Regs Advisor, July and August 2013; SHRM, 08.27.13
11

12. U.S. Labor Market Overview
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U.S. EMPLOYMENT CONDITIONS
UNEMPLOYMENT INCHING DOWN
Despite the lack of momentum in payroll gains,
the unemployment picture in the U.S. has
been slowly improving. The unemployment
rate dipped to 7.2% in September 2013, its
lowest point since 2008. The number of people
unemployed has fallen by more than 4 million
since the peak in late 2009, but there are still
more than 11.2 million unemployed workers in
the U.S., and the labor force participation rate
remains at a 35-year low.
U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE
350
300
250
200
150
100
50
0
10.0
9.0
8.0
7.0
6.0
Total non-farm employment growth
Unemployment rate
EMPLOYMENT OVERVIEW
APR
MAY
JUN
JUL
AUG
SEP
Total non-farm employment growth
199K
176K
172K
89K
193K
148K
Private sector employment growth
157K
187K
194K
100K
161K
126K
Unemployment rate
7.5%
7.6%
7.6%
7.4%
7.3%
7.2%
POLICYMAKING AND ECONOMIC CLIMATE TAKING A TOLL
The sluggish and slowing hiring momentum through the third quarter suggests that, even before the U.S. government shutdown, employers
remained very hesitant to add significantly to their payrolls. IHS Global Insight forecasts that the shutdown will lower U.S. economic performance in
the fourth quarter of 2013 by about 0.6 percentage points—and the negative impacts on employment growth, as well as consumer and business
confidence, are yet to be determined. Although the outlook is for stronger hiring in 2014, achieving that outcome depends upon stronger economic
growth and perhaps a less uncertain policymaking climate.
13
Source: U.S Bureau of Labor Statistics
Unemployment Rate (%)
September’s employment report—which was
delayed by more than two weeks due to the
U.S. federal government shutdown—showed
that the pace of job creation in the country
continues to be frustratingly modest.
Employment gains have slowed over the
course of the year, averaging just 143,000 per
month in the third quarter of 2013, down from
183,000 in the second quarter and 207,000 in
the first. So far in 2013, job growth has
averaged around 180,000 per month—nearly
identical to the lackluster rate the U.S.
economy has generated for the past two years.
Employment (000s)
LACKLUSTER JOB CREATION

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U.S. LABOR MARKET: SUPPLY AND DEMAND
JOB DEMAND FINALLY UP IN SEPTEMBER
U.S. demand for jobs increased strongly in September,
up nearly 210,000. This was the first significant rise in
2013, as the number of online job ads had been
essentially flat over the previous eight months. The
supply/demand ratio dropped to 2.2 unemployed
workers for each online advertised job vacancy in the
United States.
GEOGRAPHICAL DIFFERENCES IN SUPPLY/DEMAND
Salt Lake City leads the country with a supply/demand
ratio of 0.9, indicating that there are more job
vacancies than unemployed workers in the metro
area. Other metro areas with favorable supply/
demand ratios include Minneapolis–St. Paul (1.2),
Washington DC (1.2), and Seattle–Tacoma (1.25). In
contrast are Riverside CA, with 5.8 unemployed
workers for every advertised vacancy, and Memphis
and Las Vegas, each with supply/demand ratios of 3.5.
10000
16000
9000
7000
12000
6000
10000
5000
8000
4000
6000
Online Job Ads
(in thousands)
8000
14000
3000
4000
2000
2000
1000
0
0
Jan 09
Apr 09
Jul 09
Oct 09
Jan 10
Apr 10
Jul 10
Oct 10
Jan 11
Apr 11
Jul 11
Oct 11
Jan 12
Apr 12
Jul 12
Oct 12
Jan 13
Apr 13
Jul 13
In September, job demand increased across a wide
number of sectors, from food services to computer
and mathematical science occupations. Transportation
occupations have been among those in greatest
demand, with job vacancies up by nearly 40,000 over
the past three months.
18000
Unemployed Workers
(in thousands)
STRONG DEMAND FOR TRANSPORTATION JOBS
U.S. MARKET - MONTHLY LABOR DEMAND VS. LABOR SUPPLY
# of Unemployed Workers
# of Online Job Ads
“The 210,000 gain for September is the first optimistic sign this year that employers are seeking
additional workers.”
— June Shelp, Vice President, The Conference Board, October 2, 2013
14
Sources: Conference Board Help Wanted OnLine, Bureau of Labor Statistics

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U.S. LABOR MARKET SPOTLIGHT: UNDERCOVER IT HUBS
OUT WITH THE OLD, IN WITH THE NEW
While focus in IT talent often falls to traditional epicenters like
Silicon Valley, Washington DC, Seattle, and Boston, high wage
pressures and lackluster projected demand are expected to
lower these metro areas’ future potential. Data from Kelly’s
Talent Market Analyst tool suggests that there may be better
opportunities for finding IT professionals in less obvious
metropolitan areas moving forward.
Provo UT, Phoenix AZ, Huntsville AL, and Madison WI are among
the top “hidden” IT sourcing areas in the US. These areas are
projected to see the largest growth in demand over the next five
years, and an increasing IT concentration index (representing a
growing importance of IT professions within the labor force).
Many of these high potential sourcing areas also feature
relatively lower wages for IT talent. Current IT wages in Provo
are 18% below the national average, while those in Madison and
Salt Lake City are 9% below national average IT wages.
HIGH POTENTIAL IT TALENT AREAS (Ranked by projected demand growth)
Current Supply
(2013)
Projected Demand
(2013-2018)
Provo, UT
Phoenix, AZ
Huntsville, AL
Madison, WI
Baltimore, MD
Indianapolis, IN
Salt Lake City, UT
11,206
72,813
14,949
17,964
64,294
29,754
28,149
17%
15%
14%
13%
12%
12%
12%
Concentration Index Concentration Index
% Change
(2013)
(2013-2018)
1.50
0.7%
1.19
1.7%
2.23
2.2%
1.62
4.9%
1.45
2.1%
41%
1.02
2.0%
1.27
0.8%
Wages % Above/
Below National
Average (2013)
-18%
-4%
10%
-9%
11%
-7%
-9%
MORE
FAVORABLE
Metropolitan Area
Source: Talent Market Analyst
15
Notes: Based on metropolitan areas with at least 10,000 employees in IT occupations in 2013. Concentration Index: employment in IT occupations as a % of the total labor force, compared to the national average of 1.00.
Concentration Index % Change: projected change in the concentration index 2013-2018. Wages: median hourly IT occupational earnings compared to national average occupational wage of $36.72/hr (lower=more favorable).

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2013 KGWI: EMPLOYEE ENGAGEMENT AND RETENTION
The 2013 Kelly Global Workforce Index shows that many workers have experienced a significant shift in their attitudes toward their
employers in the wake of the global financial crisis. Workers’ loyalty and commitment to their employers is wavering, as economic
and labor market conditions remain volatile.
EMEA WORKERS SHOW GREATER TURNOVER, LOWER ENGAGEMENT
EMPLOYEE TURNOVER
Around the globe, employees show varying degrees of engagement with
their jobs in 2013. Worldwide, only around half of all workers say that they
are happy with their current position and only a third say they are totally
committed to their current employer. Those in the EMEA region are less
likely to recommend their employers, feel less committed, and are less
happy in their jobs than workers in other regions.
Global
Americas
EMEA
63%
47%
And the dissatisfaction seems to be leading to greater job churn. Almost half
of all respondents globally have changed employers in the past year, with
the greatest rate of job-changers in the EMEA region. Around two-thirds of
respondents in the EMEA region say they intend to look for a job this year,
also highest among all regions.
45%
51%
APAC
67%
56%
61%
42%
Have changed employers in the Intend to look for another job
last year
this year
EMPLOYEE ENGAGEMENT
Global
Americas
EMEA
APAC
63%
52%
42%
29%
24%
28%
Would recommend their employer*
33%
40%
28%
53%
46%
34%
Feel "totally committed" to current employer
Feel happy or very happy in job
*Respondents rating 9 or 10 on scale of 1–10 where 1 = “Definitely would not” and 10 = “Definitely would” recommend
17
Source: Employee Engagement and Retention, 2013 KGWI

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BENEFITS OF BOOSTING ENGAGEMENT
Particularly in a time of economic uncertainty, having a committed and engaged workforce can be one of the most critical ingredients
in the success of a business. A recent report from Aon Hewitt suggests that organizations should pay attention to their employees’
attitudes and feelings, as there is a strong correlation between employee engagement and a company’s financial performance.
WORTHWHILE TO IMPROVE EMPLOYEE ENGAGEMENT
A recent report from Aon Hewitt suggests that increasing employee
engagement can have a direct and positive effect on a company’s future
revenue and profitability growth. Higher engagement levels also predict greater
shareholder return for companies.


INVESTING IN TALENT TO TAME THE ECONOMIC CYCLE
EMPLOYEE ENGAGMENT,
BUSINESS AND
ECONOMIC CYCLE
Economic
Forces
Company
Performance
Company
Decisions
Growth in operating income
An engaged workforce can help smooth the effects of a volatile economic
climate. During downturns, organizations invest in employee engagement to
help stabilize the workplace and mitigate negative effects from downsizing.
During recovery periods, engagement becomes even more crucial as
organizations ask fewer people to do more; a committed workforce can help set
the stage for greater business growth.
Each incremental percentage of employees who
become engaged predicts an incremental 0.6%
growth in sales in the following year, as well as a
significant impact on profitability.
Companies with engagement levels in the top
quartile attained 50% higher total shareholder
return than the average organization.
POTENTIAL EFFECT OF INCREASED
ENGAGEMENT ON OPERATING INCOME
27%
14%
3%
1% engagement
improvement
Employee
Engagement
18
5% engagement
improvement
10% engagement
improvement
Sensitivity of lagged operating income to changes in employee
engagement for a $5b organization with 15% operating margin
Source: Trends in Global Employee Engagement, Aon Hewitt

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CONTINGENT WORKFORCE MANAGEMENT STRATEGIES
As organizations continue to shift towards more flexible and non-traditional work options, electing and implementing a contingent
workforce management strategy has never been more important. According to research by Aberdeen, leading companies are turning
to holistic programs including VMS and MSP to maximize the potential value of contingent workers.
MSP AND VMS USAGE DRIVE VISIBILITY, EFFICIENCIES
More companies are turning towards a formal, cohesive program that
manages all aspects of their contingent workforce, according to Aberdeen:
27% reported using this type of system in 2013, up from 23% in 2012. A
key best practice is outsourcing contingent workforce management.
Among best-in-class organizations, 40% use an MSP or VMS to manage
their contingent workforce, compared to around 20% of all others.
Using an outsourced solution can help organizations better achieve their
primary goals, such as improving visibility into spending across all
contingent labor categories. Outsourced solutions can also provide
organizations with more efficient and effective practices ranging from onboarding/off-boarding, to forecasting contingent usage.
MANAGEMENT OF CONTINGENT LABOR
2012
30%
25%
20%
15%
10%
5%
0%
27%
23%
23%
Improve
visibility
48%
Improve total
talent
management
42%
Drive
efficiencies
39%
ADVANTAGES OF MSP
Proper on-boarding/ off-boarding
Internal process for compliance to
government labor and tax policies
2013
Visibility into spending across all
subsets
Data analytics and reporting
27%
22%
23%
20%
Use MSP
No MSP
Able to track and monitor quality
Able to forecast contingent labor use
Formal program
Disparate management
managing all aspects of of contingent labor
contingent labor
19
TOP PRIORITIES FOR CONTINGENT WORKFORCE MANAGEMENT
No management of
contingent labor
0%
20%
40%
60%
80%
Source: Contingent Labor Management: Strategies and Solutions for a Flexible Workforce, Aberdeen, August 2013

20. Global Talent Market Quarterly
BACK TO
TABLE OF CONTENTS
Kelly offers a complete content library that advances the discussion and thinking around current trends, strategies, and issues
impacting global talent management.
TITLE
PRESENTED BY:
DESCRIPTION
Gen Now:
Understanding the
Multi-Gen Workforce
Jason Morga, VP, Americas
Marketing
Employers worldwide face the concurrent challenges of optimizing an aging
workforce and embracing upcoming younger talent. This webcast takes a
closer look at the fundamental reasons why entire organizations, not just HR
departments, must learn to respond to generational issues today.
Lance Richards, VP, Innovation
Talent Supply Chain
Management
Readiness
Teresa Carroll, SVP & General
Manager, KellyOCG
This research aims to uncover to what extent organizations are rethinking
their approach to talent supply chain management, where their highest
priorities lie, and what they find particularly challenging. It also looks closely
at top performers to understand what they do differently from their peers,
and how others can emulate them.
Building the New Silk
Road: The Talent
Challenge for AsiaPacific in 2013/14
Anthony Raja Devadoss, VP,
APAC, KellyOCG
Organizations operating within APAC need to understand the forces that are
impacting supply and demand for talent across this dynamic and diverse
region. This report outlines the new and emerging workforce imperatives in
APAC, and how employers can stay ahead of the talent curve.
To register for webcasts or for more information, visit www.kellyocg.com
Download The Talent Project, a free iPad ® app by Kelly Services.
20

21. 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 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, & Twitter. Click to download The Talent Project, our free iPad app.
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