This ebook is extracted out of the report Acquisition and Retention in the War for Talent. It belongs to the Kelly Global Workforce Index, a global questionnaire of the workforce solution company Kelly Services across 30 countries with more than 165,000 participants.

1. 8
signs talent
retention
strategies
are faltering
kelly Global workforce index ™
michael s. webster
The Americas:
Canada, United States,
Puerto Rico & Mexico

2. Talent retention suffers a setback in the Americas
Over the past three years, employees’ intentions to leave They want meaning in their work. Today’s employees and looking to careers with multiple organizations, where
their current jobs have risen more steeply in the Americas want to feel valued and they want to be challenged. Few the skills and quality of the work they engage in is the key
than anywhere else in the world. organizations appear to be meeting the mark on these driver of satisfaction.
fronts, and employees are not overly optimistic about
Just three years ago, when the first significant effects of their ability to influence this change within their current In many ways, the results we see emerging over the
the great recession were being felt, employee retention organization. Instead, they’re carefully planning their next year are simply an intensification of a longer term
in the region was the highest in the world. Now, it seems next career move with an eye on attaining new skills and trend that’s been building for some time. Declining
employees are taking their careers into their own hands. broader experience, which they hope will shore up their satisfaction and meaning at work is reaching a natural
They’re reporting high levels of dissatisfaction, but it’s not future employment prospects. crescendo—and it’s hardly assisted by ongoing market
the trivial kind. Rather, they appear to be searching for turmoil and the quickening pace of change. Now, it’s
organizations that will embrace their potential, provide To some degree, these patterns are similar across up to HR professionals, hiring managers and senior
them with consistent challenges, and this—far more than the globe. Of 170,000 employees surveyed across 30 leaders across the region’s organizations to respond,
higher salaries or better benefits—is the reward they are countries, two-thirds are planning to switch organizations and respond decisively.
seeking in spite of economic uncertainty. within the next year. Yet, employees in the Americas have
bucked this trend in the past. Now, they’re falling in line
Kelly Global Workforce Index™ 2

3. 1 / Voluntary attrition increases sharply
Many more employees are looking to move organizations than they were three
years ago—a result that puts the Americas in line with a strong global trend.
Employees in the Americas have seen the greatest
job switching
upswing in voluntary, planned attrition intentions, with Job Switching AMERICAS
Do you intend to look for a job with another organization within the next year? (% Yes, by region)
an increase of some 20 percentage points over the past 100
three years. Other regions report unchanged, or only 69% 74% 58% 62%
slightly elevated, results on this front. 90
80
This year, two-thirds of workers in the Americas
(67%) say they intend to look for a job with another 70
organization, compared with just 45% in 2009. In
Mexico, this figure is among the highest in the world, 60
with almost three-quarters of workers (74%) planning
50
a career move this year. Canada is also higher than
the global average at 69%, and the U.S. is just slightly 40
lower at 62 percent. Puerto Rico is the lowest within the
30
Americas, and significantly below the global average.
20
It appears that employees plan to move organizations
as part of a broader career strategy, perhaps in 10
response to decreasing career prospects in their current
0
role and the need to acquire new skills in a rapidly
Canada Mexico Puerto Rico United States
evolving market.
Kelly Global Workforce Index™ 3

4. 2 / Exits are now well-planned, strategic decisions
While voluntary attrition plans are on the rise, unplanned
exits driven by personal frustration are low.
Fewer employees in the Americas feel the “I quit” urge
“I quit!”
than those in other parts of the world, yet more have I Quit! AMERICAS
Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region)
already planned to leave for strategic reasons. It’s not 100
sudden dissatisfaction that’s driving people’s intent to 29% 27% 22% 28%
move on, but something more complex. 90
80
Above all, employees are seeking greater opportunities
to develop and excel in their field. They want to use 70
more of their existing skills and experience, and they
want a genuine challenge. However, few employers 60
appear to be offering it.
50
More than one-third of respondents globally (37%) 40
say they frequently think about quitting their job and
leaving their employer. This is considerably lower in the 30
Americas where fewer than three in ten people (28%)
20
frequently feel like quitting their job. Across each of the
regions within the Americas this result is similar, with 10
Puerto Rico again significantly below the regional and
0
global average.
Canada Mexico Puerto Rico United States
Kelly Global Workforce Index™ 4

5. 3 / Lack of ‘meaning’ at work is eroding satisfaction
Happiness at work comes from a sense of meaning and achievement—without
it employees are looking elsewhere in spite of economic uncertainty.
In the Americas, just half of employees (50%) feel that
job fulfillment
they have a sense of ‘meaning’ in their work. While Job Fulfillment AMERICAS
Does your current employment provide you with a sense of “meaning”? (% Yes, by region)
both Canada and the U.S. report lower levels of 100
‘meaning’ in their work than the global average, more 42% 77% 58% 42%
than three-quarters of people in Mexico (77%) feel they 90
have genuine job fulfillment.
80
The issue of ‘meaning’ is closely linked to how happy 70
employees are in their jobs. Employees in both Canada
and U.S. report low levels of happiness—just 47% and 60
48% respectively, while 58% in Puerto Rico and 71%
50
of those in Mexico say they are happy with their job.
So it seems that while some people can have meaning 40
without happiness and vice versa, for most the two
30
issues are linked.
20
10
0
Canada Mexico Puerto Rico United States
Kelly Global Workforce Index™ 5

6. 4 / They believe having multiple employers is an advantage
While some still believe its possible to have one employer for life,
most see multiple employers is a career asset.
While many in Mexico still believe in the concept of one
one employer for life
employer for life (66%), which is well ahead of those One Employer for Life AMERICAS
To what degree do you agree or disagree that a “career-for-life” with one employer is relevant? (Total ‘agree’)
who still hold this view in Canada and the U.S. (38% 100
and 45% respectively), it seems it is becoming less and 38% 66% 54% 45%
less likely in reality. Most employees now believe that 90
staying with a single employer is a limitation on their
80
career prospects.
70
In the U.S., some 60% of workers feel that gaining
experience with multiple employers is an asset to their 60
careers, as do 64% of workers in Canada, and 74% of
50
those in Mexico.
40
30
20
10
0
Canada Mexico Puerto Rico United States
Kelly Global Workforce Index™ 6

7. 5 / Counter offers are unlikely to change their minds
Few employees are keen to have an open dialogue with their employers about their
desire to move on, which signals their minds are already made up.
People in both the U.S. and Canada align with the
likely to share quitting plans
global trend of not intending to share their quitting
How likely are you to share your potential plans to move to another organization with your employer, with
plans with their employers—just 29% in both countries Likely to share quitting plans AMERICAS
the thought that this may result in changes that may motivate you to stay? (Total ‘likely’, by region)
say they would do so. However, employees in Mexico 100
29% 44% 46% 29%
and Puerto Rico are significant outliers on this count.
90
Almost half (44% and 46% respectively) say they would
share their intentions with their employer in the hope 80
that it will result in changes or counter-offers that will
70
enable them to stay put.
60
While there are large differences across the region, a
large number of employees seem set on their plans 50
to move organizations regardless of their managers’
40
response to their resignation. Given that most counter
offers are usually just a rise in pay, employees are again 30
indicating that financial incentives are not the only kind
of change they’re looking for. 20
10
0
Canada Mexico Puerto Rico United States
Kelly Global Workforce Index™ 7

8. 6 / Few employees feel
valued or fully utilized
Just 45% of employees in the Americas say they feel
realising potential
valued by their current employer. Realising potential AMERICAS
Do you feel that our current employer is realising the full benefits of your potential? (% Yes, by region)
100
The sense of being valued is lowest in the U.S. (42%) 29% 39% 31% 28%
and considerably higher in Mexico and Puerto Rico 90
(both 53%) with Canada sitting in the middle at
80
46 percent.
70
Many employees across the region also report that
their full potential is not being realized by their current 60
employer. Just 31% of employees in Puerto Rico, 29%
50
in Canada and 28% in the U.S. feel they are maximizing
their abilities in their current role. In Mexico this figure 40
is significantly higher at 39%, but still well short of
representing a full engaged and utilized workforce. 30
20
10
0
Canada Mexico Puerto Rico United States
Kelly Global Workforce Index™ 8

9. 7 / They want personal fulfillment and to be challenged
What really keeps employees engaged— enjoyable and challenging
work—is often difficult for managers to respond to.
When asked about what drives the decision to accept
Factors that drive job choice
factors that drive job choice
one role over another, personal fulfillment and personal
Which of the following factors would drive your decision to accept one job/position over another? (By region)
growth/advancement accounts for around eight in every
100
10 responses. In Puerto Rico, these two factors account
for slightly less (70% of responses), while in the U.S they
account for 74% and 80% in Canada. In Mexico, 85% of
80
people say these two factors are the main reasons for
accepting one job over another.
When asked which factor makes them feel more 60
committed and engaged with their current job,
‘more challenging and interesting work’, and ‘more
meaningful responsibility’ accounted for the majority of 40
responses—well ahead of higher salaries and benefits.
In the U.S this accounted for four in ten responses
(40%), in the Canada the proportion was 46%, in 20
Mexico it was 43%, and lowest in Puerto Rico (37%).
0
Canada Mexico Puerto Rico United States
Personal fulfillment/growth/advancement Compensation/benefits
Kelly Global Workforce Index™ 9

10. 8 / Their desire for reward is personal
Don’t assume all employees are looking for a raise—
it’s usually more complicated than that.
Compared to the global average, fewer people in the
Rewarding Performance Americas
rewarding performance
Americas expect any form of reward for a job well done.
What is your preferred way of being rewarded for good performance at work (By region)
This is highest in the U.S., with more than one-quarter
100
of people (26%) saying they don’t require a specific
performance reward, and significantly lower in Mexico
at 13 percent.
80
The significant differences across all countries and
regions points to the fact that rewards and incentives
are very personal. Having a one-size-fits-all approach 60
is likely to miss the mark, as none of the suggested
performance rewards can claim to meet the desires of
the majority of any worker population. 40
20
0
Canada Mexico Puerto Rico United States
Financial Bonus None required
Kelly Global Workforce Index™ 10

11. conclusion
A strong, global pattern has emerged in talent retention. performance target. After all, large numbers of people encouraging other departments/managers and teams
Most people are planning to switch organizations within say that challenging work helps to keep them engaged to seek skills internally, will increase development and
the next year, and they have clear, strategic reasons why in their job. growth opportunities for internal talent.
they’re doing so.
• Commit resources to documenting and keeping • Focus on ways to demonstrate the outcomes and
Few feel that their current organization is accessing their track of employees’ skills: few employees feel their contribution of each employee’s role: meaning
potential, which inevitably throws up a negative cycle: as full potential is being utilized in their role. This is a at work is critical to engagement and satisfaction,
one employee leaves to pursue their potential, another poor outcome for both employee and employer. Some so finding ways to demonstrate the ways in which
arrives in their place with the same goal. It seems both of this is simply that managers and HR departments each role contributes to overall outcomes is key to
will get what they seek for the short term and then the do not always have a clear view of the skills that retention and productivity. Team recognition is fine,
cycle will repeat, leaving HR and hiring managers to pick each employee has, and as a result they fail to be but individuals (particularly highly talented ones) want
up the pieces and consistently plug skill gaps. proactive about helping employees use these as new to see how they impact results too, and this means
opportunities arise. finding ways to measure and report on it.
Instead of being locked into an endless, vicious cycle, HR
• Find ways to move employees internally: for most • Make the most of contingent workers: around
professionals, hiring managers and senior leaders in the
employees, the idea of an employer for life is outdated one-third of most workforces are now made up of
region should look to:
and instead they actively seek new employers to contingent labor, and these workers need to be kept
• Give employees a voice in how they’re rewarded: access and develop new skills. This can be provided engaged, motivated and rewarded too. This highly
don’t assume a bonus will always be top of the list. internally, but is likely to fail if the entire process relies skilled group offers a wealth of potential, but if it’s
Consider other projects, skills and responsibilities that on managers. Allowing employees to choose projects not being used, they’re more likely than others to
staff can be exposed to should they reach their high- and make a case for being part of them, as well move quickly.
Kelly Global Workforce Index™ 11

12. This ebook is extracted out of the report Acquisition
and Retention in the War for Talent.
Download your
FREE copy today.
About the Author
Michael S. Webster is executive vice president and general manager, Americas, for Kelly Services.
Prior to joining Kelly, Mr. Webster worked for nearly 20 years at GE Plastics, last serving as general manager
of the company’s North Central region. Mr. Webster holds a bachelor’s degree in business administration
from West Virginia University.
Methodology
The Kelly Global Workforce Index was open to respondents around the globe and took the form of a questionnaire on the Kelly
Services website. Data was collated and analyzed by RDA Group. A number of questions have remained consistent over the course
of the survey and allow time-series analysis.
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 550,000 employees annually. Revenue in 2011 was $5.6 billion.
Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter.
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