We spoke to 97,000 employees across the globe about the choices they’ve made in their careers and why they’ve made them. The results provide some fascinating insights into employee attitudes—what motivates them, where they see their careers going and the value they place on education, promotion and work-life balance. The reality is, employee choices and preferences follow strong demographic patterns. Our age, experience level, culture and location have a measurable impact on the choices we make about the types of roles we take on, and how we apply ourselves to our work. So, if you’re managing a global, multi-generational workforce, it’s highly likely you’ll see many of the patterns outlined in this e-book emerging in your own organization.

1. 4
FACTORS
THAT SHAPE
CAREERS
ninA M. RAMSEy & bRAd bORlAnd

2. 2 | FOuR FACTORS THAT SHAPE CAREERS
inTROduCTiOn It is said that we are sum of our choices.
But what factors influence the choices we
make? How might they change over time? ninA M. RAMSEy bRAd bORlAnd
We spoke to 97,000 employees across the globe about the choices they’ve made in their careers and
why they’ve made them. The results provide some fascinating insights into employee attitudes—what
motivates them, where they see their careers going and the value they place on education, promotion
and work-life balance.
The reality is, employee choices and preferences follow strong demographic patterns. Our age,
experience level, culture and location have a measurable impact on the choices we make about the
types of roles we take on, and how we apply ourselves to our work. So, if you’re managing a global,
multi-generational workforce, it’s highly likely you’ll see many of the patterns outlined in this e-book
emerging in your own organization.
With more than half of your workforce expecting to change their career in the next five years, either
by choice or necessity, this report will provide some simple, effective insights to help you manage
employee expectations, retain talent regardless of location or career level, and engage an increasingly
diverse workforce.
ninA M. RAMSEy | bRAd bORlAnd
HOME inTROduCTiOn 01 THE AGE 02 THE CulTuRE 03 THE WORK- 04 THE CHOiCE COnCluSiOn GET THE Full REPORT
OF CHOiCE OF CHOiCE liFE CHOiCE TO CHAnGE

3. 3 | FOuR FACTORS THAT SHAPE CAREERS
01
THE AGE While most people aspire to move
up the organizational hierarchy
be encouraging people to think more
holistically about their careers.
be the least experienced—and therein
lies the challenge for HR managers. If
OF CHOiCE and advance their careers, it’s clear
Two-thirds of Baby Boomers are
younger workers are looking for more
that traditional ambition decreases opportunity and a greater sense of
with age. confident they could take a break from
career progression, yet are less likely to
work and resume their career at the
have all the experience required, how
Although eight in ten Gen Y’s aspire same level when they return, and half
do you keep them engaged? And how
to become executives, less than are considering a change in career
do you fill demanding roles requiring
three-quarters of Gen X’ers and a within the next five years. Not only are
experience if older workers are more
little more than half of Baby Boomers older workers embracing change, they
focused on work-life balance and
feel the same desire to climb the are doing so for different reasons than
corporate ladder. younger workers. For Baby Boomers, personal interests?
an improved work-life balance is the
Juggling competing priorities, as well Understanding how career choices
key driver for career change, while
as gaining a better understanding of differ across the generations is critical
for younger generations it’s to earn a
what is required to secure and maintain for effective talent management, and
higher income.
senior positions, are undoubtedly these issues are likely to become even
factors that contribute to this decrease It seems that the most ambitious sector more complex as Generation Z enters
as we age. Yet, it seems age could also of most workforces also happens to the workforce in larger numbers.
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4. 4 | FOuR FACTORS THAT SHAPE CAREERS
02
THE CulTuRE Worker attitudes, particularly those
related to career progression, differ
positions—only around half are aiming
for senior management in the latter
lack the ambition for an executive
role. Ambition clearly has a cultural
OF CHOiCE significantly between EMEA, APAC stages of their careers. context and this is a significant
and the Americas. challenge for companies applying a
For those who do not wish to
uniform talent management approach
Those in the APAC region are by far reach senior management levels
across multiple markets.
the most focused on climbing the in their organization, their motives
corporate ladder—84% aspire to differ depending on which region The other key reason for avoiding
an executive position at some point they work in. executive positions in EMEA is a lack
throughout their career. Generation Y’s
of skills and education required to
Just 5% of people in the Americas
in APAC lead the pack with aspirational
reach senior levels in an organization.
and 9% in APAC say they lack the
career plans—an overwhelming 90%
ambition to reach the executive level One-quarter of people in EMEA
have an executive position as a career
of management—for most people believe their education and skills
goal, compared with 82% in the
in these regions the lack of work-life would not be sufficient to take on a
Americas and just 72% in EMEA.
balance and extra stress that comes senior management role—another
The culture gap does seem to narrow with promotion is their main reason for critical consideration for companies
as workers age—Baby Boomers across deliberately avoiding a senior position. expanding in the emerging markets
the world have a virtually uniform This is in contrast to those in EMEA, of Eastern Europe, the Middle East
attitude toward obtaining executive where more than one-quarter say they and Africa.
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5. 5 | FOuR FACTORS THAT SHAPE CAREERS
03
THE WORK- Work-life balance and stress factors
are of considerable concern to people
are not seeking executive positions are
doing so for lifestyle reasons.
Many people are not only receptive
to career change, they’re confident it
liFE CHOiCE in the APAC region and the Americas, will not harm their career prospects.
and are the main reason for avoiding However, the reality that some
For those considering a change in
promotion to senior positions. organizations and roles simply will not
career or a break from the workforce,
allow the flexibility and balance that
approximately three-quarters (74%)
In both the Americas and APAC, employees are aiming for is hitting
believe they would be able to resume
two-thirds cite pressure/stress and
home. Of the people who expect to
their careers at the same level if and
the impact on work-life balance as
change their career within the next five
the reasons for avoiding executive when they return.
years, one-quarter say this is driven
positions. By contrast, in EMEA, just
mainly by the need to achieve better Younger workers are most confident
40% cite these lifestyle factors.
work-life balance. And this figure is about their ability to resume their
With typically longer working hours in highest in APAC—some 30% cite the careers after a break and are also the
APAC and the Americas, it’s perhaps need for improved work-life balance as most likely to be considering career
not surprising that those who say they the main driver for career change. change within the next five years.
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6. 6 | FOuR FACTORS THAT SHAPE CAREERS
04
THE CHOiCE Most people not only accept,
but actively seek, career change
increase income. There is also a larger
proportion of people in the Americas
believe it is necessary for career
advancement than those in EMEA. In
TO CHAnGE as a way of amassing skills and who are concerned that their industries APAC, 68 percent say that upgrading
remaining competitive. But for are in decline. skills is extremely important, compared
workers in emerging markets, large- with 66 percent in the Americas and 54
Conversely, in APAC where the job percent in EMEA.
scale investment and development
market is more buoyant, career change
is bringing with it a raft of new
decisions are driven mainly by the Despite the focus on ongoing
opportunities and choices.
desire to improve work-life balance. education, most people (80%) believe
Thanks to full-tilt development in Asia, In EMEA, the prospect of a different that experience is the most important
almost two-thirds of people in APAC career is driven mainly by changing factor in progressing careers, and
(63%) believe they will change careers personal interests. they also believe experience is by
in the next five years—significantly far the most important indicator
The other major indicator that people of competence to a prospective
higher than the 48% in the Americas.
are changing their career approach employer. It seems that people are
When we examine the reasons why and planning for ongoing change is now approaching their careers with
people consider career changes, we the strong focus across the globe on ongoing change at the center. Rather
see the knock-on effect of economic continuously upgrading skills. Those than focusing on loyalty and tenure, the
development on worker attitudes. in APAC and the Americas place the key ingredients for success are seen as
In the Americas, the main reason highest priority on skill development broad experience and a solid, current
for considering a new career is to and are somewhat more likely to skill base.
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7. 7 | FOuR FACTORS THAT SHAPE CAREERS
COnCluSiOn There is no template, no cookie cutter for the post-millennial career. The evolution of the modern
workforce into a more dynamic and flexible entity is rapidly taking shape, and workers across all
generations and regions are embracing the change.
While aspirations to reach senior levels of management is very high among younger workers, the
concept of career choice and progression has shifted significantly since the Baby Boomers entered the
workforce—and young people won’t attain their goals the same way their parents did.
Work-life balance and personal interests are now key aspects of how people manage their careers, and
this is only likely to increase as traditional job security and structures respond to continued economic
and social shifts.
Across all generations and regions, people are confident they can change careers or take a break from
work and return at a similar level of pay and seniority. And many are preparing for ongoing change in
their circumstances, their industries and their careers, throughout their lives.
The vast majority of workers are looking for more experience, want to continually upgrade their skills
and are keen to build alternative career paths to fulfill their individual needs throughout their careers.
Ambition of the traditional kind may wane with age, but the desire to contribute and extend one’s
skills does not—and this could be the insight that organizations may increasingly need to turn to
their advantage.
Career choice and progression is a multi-layered, shifting dynamic. And in this increasingly diverse,
globalized context, managing for individual career choice and increased flexibility will be key to
maintaining productivity across entire workforces.
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8. This ebook is extracted from What really shapes careers?
The influence of age and culture on career progression.
DoWNloAD youR
FREE coPy toDAy.
About the AuthoRS
NINA M. RAMSey is Senior Vice President, Global human Resources, for Kelly
Services. Nina holds a master’s of education degree in instructional technology
from Wayne State university in Detroit and a bachelor’s degree in human resource
management from oakland university in Rochester, Michigan. She is a member of the
hR Planning Society and the Society of human Resources Management (ShRM).
bRAD boRlAND is Senior Director of Global talent Management-leadership
Development at Kelly Services. he earned a bachelor of science from ohio Northern
university and a master of arts from bowling Green State university in ohio.
About the Kelly GlobAl WoRKFoRce INDex™
the Kelly Global Workforce Index is an annual survey revealing opinions about work and the
workplace from a generational viewpoint. Approximately 97,000 people from the Americas, APAc
and eMeA responded to the 2011 survey with results published on a quarterly basis. Kelly Services
was the recipient of a Marcom Platinum Award in 2010 and a Gold Award in 2009 for the Kelly
Global Workforce Index in the Research/Study category.
About Kelly
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 530,000 employees annually. Revenue in 2010 was $5 billion.
Visit www.kellyservices.com and connect with us on Facebook®, linkedIn®, and twitter®.
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