2014 is expected to be a modestly stronger year for the global economy, with GDP growth projected to surpass 3%. The expansion will be led by a moderate strengthening in North America and the slow but steady recovery in Western Europe. On the other hand, many emerging markets continue to face challenges including structural issues and political turmoil that are limiting growth. This is the "headline" of the Q2 Global Talent Market Quarterly. Have a look at the new report .

1. Global Talent Market Quarterly
SECOND QUARTER l 2014

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
• Talent Adaptability
• Global Human Capital Priorities
• The Leadership Gap
• The Talent Project

3. Global Economic Situation
SECOND QUARTER l 2014

4. GLOBAL ECONOMIC OUTLOOK
2014 is expected to be a modestly stronger year for the global economy, with GDP growth projected to reach 3.1%. The expansion will
led by better performances in North America and Western Europe, while growth in some emerging economies is forecast to weaken.
Sources: IHS Global Insight (April 2014)4
AMERICAS
North American GDP growth is expected to
strengthen as 2014 progresses, and in the following
years. In South America, economic growth is forecast
to slow in 2014, reflecting weak performances in
Brazil, Argentina, and Venezuela.
EMEA
The Eurozone recovery will take hold in 2014, as
Western Europe in general is expected to see
stronger economic growth. Most of emerging Europe
will benefit from the Eurozone recovery; exceptions
include the troubled Russia and Ukraine markets.
The economic outlook for the Middle East also
remains vulnerable to regional political instability.
APAC
The region is expected to see solid growth overall in
2014 and beyond, but the outlook varies for its
diverse economies. Future growth in Japan and China
depends in part upon further stimulus programs,
while other export-oriented markets will see greater
benefits from a stronger global economy.
4.8%
5.0%
5.3% 5.3%
3.2%
2.3%
3.0%
3.7%
2.5%
3.1%
3.6%
3.8%
1.9%
2.5%
3.3%
3.3%
1.0%
2.0%
2.5%
2.8%
-0.4%
1.1%
1.5% 1.6%
-1%
0%
1%
2%
3%
4%
5%
6%
2013 (p) 2014 (p) 2015 (p) 2016 (p)
REAL GDP GROWTH BY REGION, 2013-2016 (p)
APAC Latin America World U.S. EMEA Eurozone
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5. ECONOMIC BRIEFINGS
Developed countries are expected to drive economic growth in 2014, as North America sees solid acceleration and Western European
economies continue to slowly recover. Emerging markets, particularly Brazil and Russia, are facing challenges including political
turmoil and structural issues that are limiting growth.
-2% 0% 2% 4% 6% 8% 10%
Italy
France
Japan
Russia
Brazil
Germany
Canada
Australia
U.S.
U.K.
India
China
REAL GDP GROWTH RATES, SELECTED MARKETS
Ranked by 2014(p) growth
2013(p)
2014(p)
2015(p)
5
Global GDP Growth
2014(p): 3.1%
Sources: IHS Global Insight (April 2014)
EMERGING MARKETS
 The slowdown in CHINA that began in late 2013 has shown signs of deepening in early
2014, with real estate and exports among the hardest hit areas. Stimulus is expected to
prop up growth to the 7.5% target for 2014.
 INDIA’s growth is expected to accelerate in 2014, but structural weakness and political
uncertainty surrounding the spring elections will limit near-term economic progress.
 The RUSSIAN economy had been weakening, and the troubles in Crimea have further
downgraded its economic prospects. Growth is projected at 1.7% in 2014.
 In BRAZIL, economic growth is also sluggish. High debt burdens and increasing inflation
are limiting consumer spending, while rising interest rates are restraining investment.
DEVELOPED ECONOMIES
 After a slow start to 2014, the economy will likely gain momentum in the U.S., with
growth projected to reach 2.5% for the year. CANADA will also see GDP growth pick up
in 2014-15, led by an acceleration in exports.
 Western European growth will be led by the U.K., IRELAND, and GERMANY, which are
expected to see broad-based improvements in 2014. Across Southern Europe, positive
GDP growth is projected to return in 2014 to most markets as the recovery takes hold.
 Modest growth in the AUSTRALIAN economy is forecast to continue, but the country’s
mining sector slowdown and subdued export demand will limit expansion.
 In JAPAN, the economy is expected to pause in mid-2014 after a sales tax hike, but
stimulus measures and the recovery of exports will support modest growth for the year.
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6. Global Labor Market Update
SECOND QUARTER l 2014

7. GLOBAL LABOR MARKET UPDATE: AMERICAS
Moderate employment gains are expected to accelerate across the region in 2014 as U.S. economic conditions brighten. In Latin
American countries including Brazil and Mexico, labor markets continue to weather the impacts of slower economic growth.
Sources: IHS Global Insight (April 2014); Reuters, 03.27.14; Toronto Star, 04.05.14
7
UNITED STATES
U.S. employment creation slowed in December and January, but job growth
has since bounced back to respectable levels. An improving economic
picture is likely to spur continued solid gains over the near term.
BRAZIL
A shrinking workforce has kept Brazil's jobless rate low even as the economy
has struggled to grow in recent years. The unemployment rate has hovered
in the mid-5% range and employment has been stagnant over the past year.
CANADA
Through the first quarter of 2014, Canadian job growth is outpacing the
sluggish gains seen in 2013. Modest employment gains are expected for the
rest of 2014, with an acceleration predicted for the following year.
MEXICO
The Mexican labor market continues to show moderate improvements,
despite a weak economic performance in 2013 and fiscal reform introduced
at the start of 2014. The unemployment and labor market informality rates
have fallen, and labor force participation edged up.
7.4%
6.4% 5.9%
5.4%
5.4% 5.4% 5.4% 5.4%
7.1%
6.9%
6.7%
6.5%
4.9% 4.8% 4.7%
4.5%
3%
4%
5%
6%
7%
8%
9%
2013 (e) 2014 (p) 2015 (p) 2016 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
U.S. Brazil Canada Mexico
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8. GLOBAL LABOR MARKET UPDATE: EMEA
Labor markets across Europe are projected to show signs of improvement in 2014 as the recovery takes hold. The rate of progress will be
significantly slower in the Southern countries that saw unemployment soar during the economic crisis.
Sources: IHS Global Insight (April 2014); Economist Intelligence Unit, 04.16.14; Prime News, 04.16.14
8
FRANCE
Employment in France showed a slight uptick during the final three months
of 2013, but demand remains very weak and hiring is still not strong enough
to make significant inroads into France's high unemployment rate.
GERMANY
Job growth in Germany, which has been strong in recent years despite
regional economic challenges, has gained even more momentum in the first
part of 2014. Greater improvements in unemployment in the coming years
will be somewhat restrained by rising immigration.
RUSSIA
Despite the slowdown in the economy and the crisis with Ukraine,
unemployment in Russia continues to decline. The unemployment rate fell to
a record low of 5.4% in March 2014.
UNITED KINGDOM
The U.K. labor market continues to generate new jobs at a significant pace,
although questions have arisen about the quality of the jobs being created.
Still, unemployment is also on a downward trend, and more encouraging,
average earnings growth has caught up to the inflation rate.
10.3%
11.0% 11.0%
10.5%
6.9%
6.6%
6.4% 6.2%
5.5%
5.2% 5.0% 4.9%
7.6%
6.8%
6.5% 6.3%
3%
4%
5%
6%
7%
8%
9%
10%
11%
12%
2013 (e) 2014 (p) 2015 (p) 2016 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
France Germany Russia U.K.
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9. GLOBAL LABOR MARKET UPDATE: APAC
The 2014 employment outlook for key APAC countries is positive, with improving business confidence leading to increased demand,
particularly for professional workers.
Sources: IHS Global Insight (April 2014); Staffing Industry Analysts, 04.03.14, 04.11.14; Australian Financial Review, 03.07.14; Market News International, 03.27.14
9
AUSTRALIA
Job creation in Australia was unexpectedly strong in February and March
2014, pushing the unemployment rate below the 6% mark. Although hiring
is expected to remain brisk, unemployment is projected to rise slightly
throughout the year as more people enter or re-enter the labor market.
CHINA
Maintaining solid employment growth is a key priority for the Chinese
government in 2014, in the face of weaker economic conditions. Job board
Zhaopin reported that online vacancies increased in Q1, driven by demand
from the financial sector.
INDIA
Business confidence is beginning to return in India following the economic
malaise of the past few years and the spring elections, and hiring levels are
starting to pick up. Infrastructure, engineering, and petrochemicals are
among the areas that showed the most demand in March 2014.
JAPAN
Japan's labor market conditions continue to improve, as the unemployment
rate fell to 3.6% in February 2014, its lowest level since mid-2007. Demand
for workers is high, particularly in the construction industry, and part-time
employment is also expected to jump as the new sales tax takes effect.
5.7%
6.0%
5.7%
5.3%
4.0% 4.0% 3.9% 3.9%
9.2% 9.2% 9.1%
8.7%
4.0%
3.7%
4.1%
4.4%
3%
4%
5%
6%
7%
8%
9%
10%
2013 (e) 2014 (p) 2015 (p) 2016 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
Australia China India Japan
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10. LABOR MARKET SPOTLIGHT: GLOBAL JOBS GAP
Source: ILO Global Employment Trends 2014.
Developed Economies & EU: Western Europe incl. EU, Canada, US, Australia/NZ, Japan, Israel; Central & SE Europe: Includes Russia & CIS; Latin Am. & Caribbean: Includes South America, Central America, Mexico & Caribbean;
East Asia: Includes China, Hong Kong, Korea, Taiwan; SE Asia & Pacific: Includes Indonesia, Malaysia, Philippines, Singapore, Thailand, Vietnam
10
HIGH UNEMPLOYMENT, LOW JOB GROWTH PREDICTED TO CONTINUE
Labor markets across the globe are still struggling to rebound from the global financial crisis,
and research from the ILO suggests that the effects may be long-lasting. The ILO estimates that
in 2013, there were 62 million fewer jobs worldwide in comparison to pre-crisis trends. This
number includes not only the increase in unemployment since 2007, but also the number of
discouraged workers who have left the global labor force altogether. This jobs gap is projected
to reach 81 million by 2018.
A key driver of the global jobs gap is a significant skills mismatch. Employers continue to
struggle to find workers with the right skills, keeping unemployment rates high and job growth
muted. Annual job growth in developed countries is expected to average around 0.5% in the
coming years—around half the rate seen in the early 2000s.
High unemployment is expected to remain a challenge, particularly in areas where the skills gap
is most acute like the developed economies and East Asia. In 2013, there were an estimated 23
million more unemployed workers in those two regions alone than in 2007; by 2018, the ILO
projects that unemployment in developed countries will still be 12 million above 2007 levels,
and East Asia will have 13 million more unemployed workers than in 2007.
62M
81M
0
20
40
60
80
100
2013e 2018p
Millions
GLOBAL JOBS GAP: SINCE 2007
-4%
-2%
0%
2%
4%
6%
2001-2006
avg
2007 2009 2011 2013e 2018p
ANNUAL EMPLOYMENT GROWTH
Developed Economies & EU Central & SE Europe
Latin Am. & Caribbean East Asia
SE Asia & Pacific Middle East & N. Africa
-5
0
5
10
15
20
Millions
UNEMPLOYED WORKERS: CHANGE FROM 2007
Developed Economies & EU Central & SE Europe
Latin Am. & Caribbean East Asia
SE Asia & Pacific Middle East & N. Africa
*Jobs gap measures the number of jobs lost in
comparison to the pre-crisis trends, including the
increase in unemployed and discouraged workers.
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11. GLOBAL LEGISLATIVE UPDATE
As hiring and managing contingent workers continues to grow in importance for employers, countries including the U.K., Japan, Hong
Kong, and Pakistan have introduced legislation directed towards the workforce solutions industry. Skilled foreign workers, informal
employment, and wages are also among the issues addressed by recent legislation.
Sources: SIA Daily News, 04.03.14, 04.17.14; SIA Western Europe Legs & Regs Advisor, January and February 2014; SIA ROW Legs & Regs Advisor, January and February 2014;
SIA North America Legs & Regs Advisor, April 2014; www.employmentandlabour.com
11
RUSSIA
A bill that would include foreign workers in the
social insurance system was introduced to the
government. If passed, firms that employ foreign
workers would be obligated to pay social insurance
tariffs for them, equal to 1.8% of their wages.
SINGAPORE
Announced various measures to encourage employers to hire and retain highly
skilled foreign workers, including a longer maximum period of employment in
selected industries.
U.S.
An executive order raised the minimum
wage for employees of federal contractors
to $10.10 per hour. Proposed legislation
would also increase the federal minimum
wage to $10.10 per hour, from the present
$7.25 per hour.
UK
Legislation requiring intermediaries (staffing
companies/MSPs) to pay and report on tax and
insurance contributions for workers will be
enforced beginning in 2015.
JAPAN
Under a new subsidy system, the government will pay cash rewards to
staffing agencies that place workers in permanent jobs through a temp-
to-perm service. The system aims to support young people who have
difficulty obtaining regular employment after graduation.
CANADA
Changes to the Federal Labour Code
came into effect on April 1, 2014.
These changes include a limitation
period on uncollected wage claims.
PAKISTAN
The government has lifted a ban
on the use of temporary staff in
public sector organizations.
HONG KONG
Issued new regulations which clarify the usage of contingent
workers. Among the key provisions: employers may have a
maximum of 10% of their workforce as contingent labor,
companies cannot discriminate against contingent workers in
terms of benefits, and staffing firms must continue to pay
contingent workers when they are between assignments.
ARGENTINA
President Christina Fernandez de
Kirchner submitted a new bill that aims
to reduce the number of informal jobs
from the current level of 33% to 28% of
the total labor market by 2015.
Global Talent Market Quarterly
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12. U.S. Labor Market Overview
SECOND QUARTER l 2014

13. JOB GROWTH REBOUNDING
Solid job growth returned in February and March
2014, after winter weather cooled U.S. labor
market performance in December and January.
Average monthly job creation totaled nearly
178,000 for the first three months of 2014, on
par with the monthly gains seen in the past few
years. All of the job gains in March came from
the private sector, bringing non-government
employment back above the pre-recession level
for the first time.
UNEMPLOYMENT IMPROVING, STILL HIGH
The jobless rate has been relatively flat at around
6.7% to begin 2014, but has shown steady year-
over-year declines. Unemployment is now at its
lowest point since the fourth quarter of 2008, but
remains well above the 4-5% range seen in the
mid-2000s. Similarly, the number of long-term
unemployed (those jobless for 27 weeks or more)
is down by more than three million workers since
the peak in 2010, but is still more than two
million people above pre-recession levels.
U.S. EMPLOYMENT CONDITIONS
EMPLOYMENT OVERVIEW
13
Source: U.S Bureau of Labor Statistics
U.S. MONTHLY EMPLOYMENT CHANGE AND UNEMPLOYMENT RATE
SOLID FOUNDATION FOR LABOR MARKET GROWTH
Employment indicators show a labor market that is healing, but is still not fully recovered from the recession. Although payroll employment has
rebounded, unemployment remains elevated and labor force participation is low. Still, the pace of job creation to start 2014 is encouraging, and suggests
that employers may be gaining confidence, positioning the U.S. economy and labor market for faster growth in the coming months.
OCT NOV DEC JAN FEB MAR
Total non-farm employment growth 237K 274K 84K 144K 197K 192K
Private sector employment growth 247K 272K 86K 166K 188K 192K
Unemployment rate 7.2% 7.0% 6.7% 6.6% 6.7% 6.7%
6.0
7.0
8.0
9.0
10.0
0
100
200
300
400
UnemploymentRate(%)
Employment(000s)
Total non-farm employment growth Unemployment rate
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14. U.S. LABOR MARKET: SUPPLY AND DEMAND
“It’s not the start of the year we were hoping for. The flat trend that we saw throughout last year seems to
have continued into the first quarter of this year.””
— June Shelp, Vice President, The Conference Board, April 2, 2014
14
U.S. MARKET - MONTHLY LABOR DEMAND VS. LABOR SUPPLY
Sources: Conference Board Help Wanted OnLine, Bureau of Labor Statistics
UnemployedWorkers
(inthousands)
OnlineJobAds
(inthousands)
JOB DEMAND FLAT IN Q1 2014
After a strong increase in February, online
advertised job vacancies were down 292,100 in
March, leaving employment demand essentially
flat for the first quarter of 2014. The supply/
demand rate stands at 2.1, meaning that there are
more than two unemployed workers for each
advertised job vacancy.
SHORTAGE OF PROFESSIONAL WORKERS
The supply/demand rates show that for jobs like IT
professionals and physicians, there are 3 to 5 ads
for every unemployed worker, making it hard for
employers to find candidates. For occupations like
construction and production workers, however,
there are anywhere from 4 to 7 job seekers
competing for every opening.
GEOGRAPHIC SUPPLY/DEMAND UNEVEN
There are four states in which the number of
advertised vacancies exceed the number of
unemployed: North Dakota, South Dakota,
Nebraska, and Utah. The states with the highest
supply/demand rates are Mississippi, Kentucky,
and Arkansas, all of which report three or more
unemployed workers for every job opening.
0
2000
4000
6000
8000
10000
12000
0
2000
4000
6000
8000
10000
12000
14000
16000
18000
Jan10
Apr10
Jul10
Oct10
Jan11
Apr11
Jul11
Oct11
Jan12
Apr12
Jul12
Oct12
Jan13
Apr13
Jul13
Oct13
Jan14
# of Unemployed Workers # of Online Job Ads
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15. U.S. LABOR MARKET SPOTLIGHT: REBOUND FROM RECESSION
15
41%
EMPLOYMENT RECOVERY AT LAST
The U.S. labor market reached a milestone in March 2014, as it finally regained all the
private sector jobs lost during the recession. Private employment topped 116 million,
surpassing the pre-recession peak level set in January 2008. But not all areas of
employment have rebounded at the same pace.
IT, HEALTHCARE, EDUCATION LEADING THE WAY
Among industries, computer services has seen the healthiest recovery, with current
employment 22% higher than at the start of 2008. Healthcare and education jobs
continued to grow during the recession, and currently stand at 111% and 113% of
their pre-recession employment levels. Construction and manufacturing jobs have
begun to increase slowly, but still fall well short of the levels seen six years ago.
JOB GROWTH HEADS WEST
North Dakota leads the nation in post-recession job creation, with employment up
26% since 2008. Eight out of the top ten states are in the West – but job growth isn’t
robust in every western state. The slowest employment recovery has been in Nevada,
with Arizona and New Mexico also among those states that have yet to recover.
Sources: BLS
Pre-recession employment level=January 2008; Current employment level by state: February 2014; Current employment level by industry: March 2014
80%
88%
104%
113% 111%
97% 96% 96%
122%
98%
60%
80%
100%
120%
140%
Construction Manufacturing Admin./
Support
Services
Education Healthcare Legal Services Accounting
Services
Architecture/
Engineering
Services
Computer
Systems & Rel.
Services
Government
CURRENT VS. PRE-RECESSION EMPLOYMENT LEVEL: BY INDUSTRY
Total Private Employment: 100%
TOP STATES BOTTOM STATES
North Dakota 126% Nevada 93%
Texas 108% Alabama 95%
Alaska 105% Arizona 95%
Utah 104% New Mexico 96%
Colorado 103% Mississippi 96%
Montana 103% New Jersey 96%
New York 102% Connecticut 97%
South Dakota 102% Illinois 97%
Oklahoma 102% Michigan 97%
Massachusetts 102% Georgia 97%
CURRENT VS. PRE-RECESSION EMPLOYMENT: BY STATE
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16. Workforce Solutions
Industry Insight
SECOND QUARTER l 2014

17. TALENT ADAPTABILITY
Adaptability—the capacity to match talent supply and demand efficiently—varies widely among labor markets, reflecting cultural
and structural factors as well as the ability of employers and employees to respond to changing circumstances and opportunities.
Raising the adaptability of global talent markets could help increase productivity and lead to lower recruitment costs.
17 Source: Adapt to Survive: How Better Alignment Between Talent and Opportunity Can Drive Economic Growth, PwC, 2014
MEASURING WORKER MOVEMENT AND FLEXIBILITY
A new report assesses the adaptability of labor markets in eleven
countries, using data from PwC Saratoga and LinkedIn. Metrics such
as the rate at which people switch between jobs and sectors, the
rate at which they’re promoted, the average number of employers
for which they’ve worked, and vacancy rates in each country were
combined and analyzed, resulting in a Talent Adaptability Score for
each market.
SOME COUNTRIES MORE ADAPTABLE THAN OTHERS
These scores show a wide variety in adaptability across geographic
markets, with the Netherlands on top and China and India ranking
lowest. The lower scores for emerging markets may be explained by
a number of factors, including labor regulation and policies, a lack of
sector diversity, high outward migration, and other unique cultural
dynamics. Germany also shows a relatively lower adaptability score,
as its labor force includes a large number of specialized technical
workers who are less prone to job and industry switching.
Netherlands
85 67 61 57 57 52 41 39 36 34 23
UK Canada US Singapore Australia France Germany Brazil India China
TALENT
ADAPTABILITY
SCORES
LACK OF ADAPTABILITY COULD COST THE GLOBAL ECONOMY $150B
PwC’s research shows that companies operating in markets with highly
adaptable talent tend to be more productive. Across the eleven markets
studied, up to $130 billion USD of productivity could be released by
making talent more adaptable. In addition, workers in more adaptable
markets tend to be more versatile and flexible, and employers in these
markets typically need to invest less time and money to attract the right
people. PwC estimates that nearly $20 billion in recruitment costs could
be saved if less-adaptable talent markets became more efficient.
POTENTIAL BOOST FROM IMPROVING ADAPTABILITY
(LARGEST LABOR MARKETS)
(in USD) CHINA US BRAZIL INDIA
Productivity Opportunity $66B $29B $12B $9B
Recruitment Cost Savings $16B $2B $0.1B $0.4B
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18. GLOBAL HUMAN CAPITAL PRIORITIES
In order to learn about the talent priorities of organizations across the globe, Deloitte surveyed over 2,500 business and HR leaders in
94 countries. The respondents recognize the need to take action on human capital issues such as leadership, retention, development,
and talent access—but they also express uncertainty about their organizations’ ability to effectively address these issues.
18 Source: Global Human Capital Trends 2014, Deloitte
TALENT PRIORITIES FOR 2014
Deloitte’s Global Human Capital Trends survey suggests that
leadership is the most pressing talent issue facing organizations
in 2014: leadership was labeled ‘urgent’ by 38% of respondents;
the second-ranked topic, retention and engagement, was only
rated urgent by 26% of respondents.
CAPABILITY GAPS
Deloitte’s research also shows a significant gap between the
urgency of the talent issues that leaders are facing today and
their organizations’ readiness to respond to them. High-
importance but low-readiness issues include leadership;
re-skilling the HR function; talent acquisition and access;
development of global HR; and HR /talent analytics.
Diversity &
Inclusion
The
Overwhelmed
Employee
HR Technology
Performance
Management
Learning &
Development
Global HR
Talent & HR
Analytics
Workforce
Capability/Skills
Talent
Acquisition &
Access
Re-Skilling HR
Retention &
Engagement
Leadership
50
55
60
65
70
75
80
50 60 70 80 90
READINESS
URGENCY
Moreready
Less urgent
Lessready
More urgent
Readiness: % who say their organization is ready or somewhat ready to respond to the issue
Urgency: % who report the issue is urgent or important for their organization
GLOBAL HUMAN CAPITAL TRENDS: URGENCY VS. READINESS
38%
26% 25% 24%
Leadership Retention &
Engagement
Re-skilling HR Talent Acquisition
& Access
MOST URGENT TALENT ISSUES 2014
% who report the issue is urgent for their organization
Global Talent Market Quarterly
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19. THE LEADERSHIP GAP
Creating and sustaining a pipeline of leadership talent is critical to business success, but many organizations face challenges when it
comes to identifying and developing future leaders. Best-in-class companies recognize that cultivating leadership is a business
imperative, and create opportunities for leaders to grow using a blend of both formal and informal methods.
19 Sources: HCM Trends 2014,Aberdeen; Accelerating Leadership Development, Aberdeen, 2013; Kelly Global Workforce Index 2013
Research from Aberdeen shows that leadership is one of the skills that is in
short supply in the talent marketplace. In its recent survey, organizations said
that they felt capable of delivering only two-thirds of the leaders that they
will need in the coming years, with the shortages most acute in the mid- and
senior-level ranks.
Findings from the 2013 Kelly Global Workforce Index show getting leadership
right is critical. Globally, 63% of respondents say that their direct managers
play a major role in determining the state of their satisfaction and
engagement, with the highest percentage in APAC (68%).
But growing leadership talent takes time: companies say it takes an average
of 18 months to develop an individual contributor into a front-line leader,
and nearly a year more to turn a mid-manager into a senior manager. Once
high potential talent has been identified, the best—and fastest—way to
develop leaders includes a combination of formal and informal approaches.
COMPANIES SAY THAT THEY ARE ONLY CAPABLE OF
DELIVERING 67% OF THE LEADERS THAT THEIR
BUSINESSES WILL REQUIRE IN THE NEXT 3-5 YEARS
15%
46%
38%
BIGGEST LEADERSHIP GAPS BY LEVEL
Front-Line Leaders
Mid-Level/ Operational Leaders
Senior-Level/ Executive Leaders
COMPANIES SAY THAT IT TAKES 29 MONTHS TO
DEVELOP A HIGH-POTENTIAL MID-MANAGER INTO A
“READY NOW” SENIOR MANAGER
DEVELOPING LEADERSHIP POTENTIAL:
MOST VALUABLE STRATEGIES
Stretch assignments beyond typical duties 3.76
Formal leadership development programs 3.72
Individualized leadership development plans 3.70
Assessments of strengths/weaknesses to guide plans 3.63
Specific leadership development projects 3.61
On-the-job or informal coaching 3.59
Coaching/mentoring from other internal sources 3.59
1=not at all valuable to 5=most valuable,
among respondents with above average readiness to deliver leadership talent
50%
55%
60%
65%
70%
GLOBAL Americas EMEA APAC
IMPACT OF MANAGER ON EMPLOYEE SATISFACTION
Respondents who rated 4 & 5 on a scale of 1–5, where 5 = “Significant impact” and 1 = “No impact at all”
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20. Kelly offers a complete content library that advances the discussion and thinking around current trends, strategies, and issues
impacting global talent management.
To register for webcasts or for more information, visit www.kellyocg.com
Download The Talent Project, a free iPad ® app by Kelly Services.
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Independent Contractors:
A Critical Link in the
Talent Supply Chain
Leslie Stoner, Senior Director and
Product Lead, Independent
Contractor/ Statement Of Work
Solutions, KellyOCG
This e-book explores how independent contractors can (and should)
be used wisely as part of a talent supply chain strategy that delivers
high quality and timely skills in a cost effective way.
The Executive Outlook
2014 (APAC)
Pam Berklich, Senior Vice
President, OCG - Centers of
Excellence, Kelly Services
The latest Executive Outlook Survey shows that while the outlook
across Asia for 2014 looks positive, business leaders also cite growing
uncertainties about the region.
Journey to Talent Supply
Chain Management -
Talent IQ
Tim Dupree, Vice President,
Global Talent Supply Chain
Management, KellyOCG
Find out why global companies struggle to integrate the diverse
disciplines and silos within talent supply chain management, and how
innovative organizations deploy total workforce solutions.
20
Global Talent Market Quarterly
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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 provided employment to approximately 540,000 employees in 2013.
Revenue in 2013 was $5.4 billion. Visit kellyservices.com and download The Talent Project, a
free iPad®
app by Kelly Services.
A Kelly Services Report
All trademarks are property of their respective owners. An Equal Opportunity Employer © 2014 Kelly Services, Inc. Z0449
Kelly Services Inc. makes no representation or warranty with respect to the material contained within this report.
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