Employees across Europe are increasingly dissatisfied in their roles and intend to seek new opportunities with other employers within the year. They report lacking a sense of meaning in their work and feeling that their potential is not being fully realized. Most employees view gaining experience with multiple employers as an asset rather than remaining with a single employer for life. In order to improve talent retention, organizations need to focus on providing employees with challenging work, opportunities for skills development, and ensuring employees feel valued and that their contributions are meaningful. Financial rewards alone will not satisfy employees or address the underlying issues around engagement and fulfillment.
2. Talent retentions suffers a blow in Europe
Over the past three years, employees’ intentions to They want meaning in their work, they want to feel valued
leave their current jobs in the EMEA (Europe, Middle and they want to be challenged. Few organizations
East and Africa) region have plateaued. Despite ongoing appear to be meeting the mark on these fronts, and
economic turmoil and many employers assuming that employees are realistic about their ability to influence
their people will seek security over new opportunities, for this change within their current roles. Instead, they’re
talent retention efforts appear to have stalled. carefully planning their next career move with an eye to
attaining new skills and broader experience, which they
Now, it seems employees are taking their careers hope will shore up their future employment prospects.
into their own hands. They’re reporting high levels
of dissatisfaction, but it’s not the trivial kind. Rather, While there are significant differences between
they appear to be searching for organizations that will employees in particular countries throughout EMEA, the
embrace their potential, provide them with consistent broad pattern is remarkably similar. Here, we offer some
challenges, and this—far more than higher salaries or food-for-thought for HR professionals and senior leaders
better benefits—is the reward they are seeking in spite of to help turn it around.
economic uncertainty.
Kelly Global Workforce Index™ 2
3. 1 / Voluntary attrition has plateaued
Most employees are looking to move organizations, and despite
ongoing economic turmoil, loyalty has not increased.
The idea that poor economic conditions encourages
job switching
loyalty from employees is not holding up. Instead of a Job Switching EMEA
Do you intend to look for a job with another organization within the next year? (% Yes, by region)
decrease in the number of people intending to move
100
organizations and roles over the next 12 months, the 76% 74% 54% 61% 76% 65% 70% 78% 54% 66% 63% 75%
proportion has remained unchanged since 2009. Across 90
the EMEA region, more than six in every 10 employees
80
are seeking alternative employers this year.
70
Workers in Portugal, Denmark, France, Italy and the UK
lead this trend, all with around three-quarters of their 60
workforces looking to change organizations. Russia and
50
Germany both significantly buck this trend, with only
around half the workforce seeking new opportunities 40
this year.
30
It’s highly likely that employees’ movement plans are
20
part of a broader career strategy to acquire new skills
and maintain a competitive edge in a less secure
10
market. Employees are seeking differentiation in their
resumes, and few organizations seem able to offer it to 0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
their internal candidates.
Kelly Global Workforce Index™ 3
4. 2 / They are making planned exits
Exits from employers appear to be planned rather than rash
decisions made in response to trivial dissatisfactions.
With the exception of employees in Poland, Hungary
“I quit!”
and Germany, most exits seem to be driven more by a I Quit! EMEA
Do you frequently think about quitting your current job and leaving your employer? (% Yes, by region)
clear career strategy, as opposed to deep dissatisfaction 100
and frustration. 38% 32% 54% 56% 49% 41% 59% 37% 44% 41% 43% 41%
90
While more than half the workforce in both Poland and
80
Germany say they regularly feel the urge to quit, most
employees in other parts of EMEA do not. Instead, they 70
are looking to move in a more planned manner, usually
to access new experiences and skills. Rather than a rash 60
decision, their desires to leave are being driven with
50
broader, longer-term goals in mind.
40
That said, frustration levels are at their highest in
the EMEA region (43% say the frequently want to quit), 30
compared with just 28% in the Americas and 39%
20
in APAC.
10
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
Kelly Global Workforce Index™ 4
5. 3 / Many lack a sense of ‘meaning’ at work
Happiness at work comes from a sense of meaning and achievement—
without it employees are looking elsewhere in spite of economic uncertainty.
Across the EMEA region, fewer than half of employees
job fulfillment
(46%) feel that they have a sense of ‘meaning’ in their Job Fulfillment EMEA
Does your current employment provide you with a sense of “meaning”? (% Yes, by region)
work. The UK and Germany report the lowest levels 100
of job fulfillment with only around one-third of their 39% 49% 37% 48% 43% 47% 40% 42% 56% 41% 51% 35%
workforces saying that they have a sense of meaning 90
in their job.
80
When asked what provides the greatest sense of 70
meaning at work, most workers say they seek the
“ability to excel and develop” in their field. The 60
ability to excel draws the highest proportion of votes
50
in Portugal and Sweden (81% and 78% respectively)
and the lowest in Italy and Hungary (both 61%). While 40
other issues such as connection with coworkers and
30
the organization’s alignment with employees’ personal
values also rates highly, the desire to excel wins out 20
as the key issue for employees across the region, and
10
indeed the world.
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
Kelly Global Workforce Index™ 5
6. 4 / They believe varied employment is a competitive edge
While some still believe its possible to have one employer
for life, most see multiple employers is a career asset.
While four in ten workers in Portugal still believe in the
one employer for life
concept of one employer for life (42%), far fewer people One Employer for Life EMEA
To what degree do you agree or disagree that a “career-for-life” with one employer is relevant? (Total ‘agree’)
in almost every other part of EMEA agree. 100
13% 16% 26% 11% 13% 28% 23% 42% 12% 19% 20% 31%
In Hungary, Russia, Italy and Denmark, the idea of a 90
career for life appears to have the least relevance, with
80
only around one in ten employees saying they feel it is
still relevant. A career for life is slightly more acceptable 70
in Poland (23%), Germany (26%), Norway (28%) and
the UK (32%). 60
50
Almost two-thirds of workers in the UK (65%) believe
that gaining experience with multiple employers is an 40
asset to their careers. While this is high, it’s the lowest of
the larger EMEA countries. This figure is 73% in Poland, 30
74% in Italy, 75% in Switzerland, 76% in France and
20
Portugal, and slightly higher in Germany and Norway
(both 77%) and Russia (78%). 10
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
Kelly Global Workforce Index™ 6
7. 5 / They’re not looking for a counter offer
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.
Less than three in ten employees across the EMEA
likely to share quitting plans
region say they would share their quitting plans with
How likely are you to share your potential plans to move to another organization with your employer, with
their employers in the hope that a counter offer Likely to share quitting plans EMEA
the thought that this may result in changes that may motivate you to stay? (Total ‘likely’, by region)
might be made. 100
17% 28% 22% 18% 16% 28% 30% 22% 18% 35% 28% 26%
90
This is lowest in Italy (16%), Demark (17%) and Russia
and Hungary (both 18%), and highest in Poland and
80
Sweden (30% and 35% respectively). This suggests
that most employees are set on their plans to move 70
organizations regardless of their managers’ response
60
to their resignation, and are doing so because they
don’t believe their current organization has anything 50
further to offer them.
40
30
20
10
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
Kelly Global Workforce Index™ 7
8. 6 / They feel the least valued &
utilized of all employees globally
Just 39% of employees in the EMEA region say they
realising potential
feel valued by their current employer—significantly Realising potential EMEA
Do you feel that our current employer is realising the full benefits of your potential? (% Yes, by region)
behind employees in the Americas (45%) and 100
APAC (51%). 26% 28% 22% 20% 29% 30% 13% 26% 23% 27% 33% 24%
90
Perhaps more concerning is the low level of employees
80
who report that they are being fully utilized in their
current role. Only around three in ten employees in 70
the region say they are using their skills sufficiently, and
if job movement is tied to employees’ ability to use 60
their skills and excel, the outlook for talent retention
50
across the region is poor. Employees in Poland rate
their employers well below the rest of the region on 40
this count, with little more than one in ten employees
30
feeling their employers are realizing their full potential.
20
10
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
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 no easy task 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 seven in
100
every ten responses across the EMEA region. The
starkest contrast on these counts is found among 90
employees in Denmark, the UK, Switzerland and
80
Germany—in these countries an exceptionally small
proportion of people feel that compensation and 70
benefits drives their choice to accept one role over
60
another. Yet, in Hungary compensation is a major driver
of job choice, with almost four in ten employees feeling
50
it is a key consideration.
40
Similarly, when asked which factor makes them feel
30
more committed and engaged with their current job,
‘more challenging and interesting work’, and ‘more
20
meaningful responsibility’ accounted for the majority of
responses—well ahead of higher salaries and benefits. 10
0
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
Personal fulfillment/growth/advancement Compensation/benefits
Kelly Global Workforce Index™ 9
10. 8 / Their desire for reward is personal
Don’t just assume all employees are looking for a pay rise
—it’s more complicated than that.
More employees across the EMEA prefer to be
Rewarding Performance
rewarding performance
rewarded via a financial bonus than those in other
What is your preferred way of being rewarded for good performance at work (By region)
regions. However, in most cases this type of reward is
100
the preferred option for fewer than half of the working
population. Only Germany and Russia stand out as the 90
countries where most workers prefer and expect this
80
kind of reward.
70
A significant proportion of people say they do not
require any form of reward at all for a job well done. 60
This is highest in Denmark where almost one-quarter
50
say no reward is required, followed by Portugal and the
United Kingdom with almost one in five (19%) agreeing. 40
This compares with just 5% in Germany and Hungary,
30
4% Italy and 2% in Russia.
20
The significant differences across all countries and
regions points to the fact that rewards and incentives 10
are very personal. Having a one-size-fits-all approach
0
is likely to miss the mark, as none of the suggested
Denmark France Germany Hungary Italy Norway Poland Portugal Russia Sweden Switzerland UK
performance rewards can claim to meet the desires of
the majority of any worker population. Financial Bonus None required
Kelly Global Workforce Index™ 10
11. conclusion
A strong, global pattern has emerged in talent retention, • Give employees a voice in how they’re rewarded: on managers. Allowing employees to choose projects
and employees across the EMEA region are no exception. don’t assume a bonus will always be top of the list. and make a case for being part of them, as well
Declining satisfaction and meaning at work is reaching a Consider other projects, skills and responsibilities that encouraging other departments/managers and teams
natural crescendo—and it’s hardly assisted by ongoing staff can be exposed to should they reach their high- to seek skills internally, will increase development and
market turmoil and the quickening pace of change. Most performance target. After all, large numbers of people growth opportunities for internal talent.
people are planning to switch organizations within the say that challenging work helps to keep them engaged
• Focus on ways to demonstrate the outcomes and
next year, and they have clear, strategic reasons why in their job.
contribution of each employee’s role: meaning
they’re doing so.
• Commit resources to documenting and keeping at work is critical to engagement and satisfaction,
track of employees’ skills: few employees feel their so finding ways to demonstrate the ways in which
Few feel that their current organization is accessing their
full potential is being utilized in their role. This is a each role contributes to overall outcomes is key to
potential, which inevitably throws up a negative cycle
poor outcome for both employee and employer. Some retention and productivity. Team recognition is fine, but
in the talent retention stakes: as one employee leaves
of this is simply that managers and HR departments individuals want to see how they impact results too, and
to pursue their potential, another arrives in their place
do not always have a clear view of the skills that this means finding ways to measure and report on it.
with the same goal. It seems both will get what they
each employee has, and as a result they fail to be
seek for the short term and then the cycle will repeat, • Make the most of contingent workers: around
proactive about helping employees use these as new
leaving HR and hiring managers to pick up the pieces and one-third of most workforces are now made up of
opportunities arise.
consistently plug skills gaps in a tightening market. contingent labor, and these workers need to be kept
• Find ways to move employees internally: for most engaged, motivated and rewarded too. This highly
Instead of being locked into an endless, vicious cycle, HR employees, the idea of an employer for life is outdated skilled group offers a wealth of potential, but if it’s
professionals, hiring managers and senior leaders in the and instead they actively seek new employers to not being used, they’re more likely than others to
region should look to: access and develop new skills. This can be provided move quickly.
internally, but is likely to fail if the entire process relies
Kelly Global Workforce Index™ 11
12. This ebook is extracted out of the report Acquisition
and Retention in the War for Talent.
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FREE copy today.
About the Author
Leif Agnéus is senior vice president and general manager, Europe, Middle East, and Africa for Kelly Services
and oversees our operations across 16 countries and territories in the EMEA region. Leif holds
a master’s degree from the Ecole Hotelière de Lausanne with majors in finance and service delivery. He is a
board member of Eurociett and a member of the Swiss American Chamber of Commerce.
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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