The 2020 Workplace

The 2020 Workplace: How Will It Look?
The majority of hiring managers expect to see a rise in more
diverse, well-rounded teams over the next 3-5 years.
By 2020:
Attracting and Retaining Generation Y
The Silver Workforce
55%
52% 42%
46%
of hiring managers expect
the workplace to consist of
multiple generations and a
broader mix of nationalities.
anticipate an increase
of women in leadership roles.
72%
58%
41%
30%
a clear future career path.
educational programmes.
provide Corporate Social Responsibility
activities in their workplace and
plan to introduce CSR activities
next year.
77%
76%
69%
68%
consider personal experience and
stability to be the biggest assets
of a mature worker.
find their professional experience
to be a key advantage.
admit that Baby Boomers are often
the most loyal employees.
identify mentoring capability as
a key rationale for employing
older workers.
foresee more
workplace flexibility.
predict a rise in
virtual/mobile teams.
Top key drivers recognised by hiring managers:

ContentsThe 2020 Workplace: 4
A lot can happen in five years 4
A multidimensional workforce 5
The rise in workplace flexibility 7
Attracting and Engaging Generation Y: 9
Placing the spotlight on Millennials 9
Enhance your offering 10
Meeting the demands of Generation Y 11
Corporate Social Responsibility 12
Flexibility matters 13
The desire to learn more and progress 14
The role of technology and social media 15
Avoiding workplace segmentation 16
The Silver Workforce: 17
Harnessing the power of an ageing workforce 17
An untapped source of labour 20
Conclusions: 21
How will the 2020 workforce look? 21
What are the key drivers for Generation Y? 22
Are you embracing the silver workforce? 23
Time to evolve your recruitment strategy 24

The 2020 Workplace / Kelly Services
4
The 2020 Workplace: A lot can happen in five years
I
n the scheme of things, five years isn’t really
a long time – yet over that time a great deal
can happen. In the space of five years the
world’s tallest structure was built in Dubai, The
Beatles released 6 of their 12 studio albums,
and more recently Apple sold over 250 million
iPads.
So when it comes to the world of work, the
2020 workplace is likely to be a very different
place to what it is today. The important
question is: in what way?
For hiring managers,
evolving business
requirements and increasing
candidate demands are
drivers of change.
And as marketplaces shift and socioeconomic
landscapes alter, so too must our recruitment
practices.
Kelly’s Hiring Manager Survey 2015
reveals the future expectations of over 2,000
managers throughout the EMEA and APAC
regions and identifies advancing global trends.

5
The 2020 Workplace: A multidimensional workforce
Kelly’s recent survey indicates
that the majority of hiring
managers expect to see a rise
in more diverse, well-rounded
teams with 52% embracing
multiple generations and
a broader mix of nationalities.
Hiring managers in India came out as the most
unanimous in their desire to attract a more
multinational workforce with 70% looking for a
more diverse mix of nationalities over the next
3-5 years. In contrast, the majority of hiring
managers in Russia (64%) and France (58%)
expect to see no change at all in this area.
When it comes to embracing generational
diversity, Malaysia lead the pack with 64%
foreseeing an increasing mix of generations in
their workforce over the next 3-5 years. In the UK
however, 54% expect to see no increase at all.
Although the majority of hiring managers
globally expect to see a rise in multigenerational
teams, 56% will not target their talent attraction
to take account of specific age groups in 2015,
with Australia and New Zealand showing the
least interest. For those that are choosing to
focus on generational talent attraction in 2015,
the majority are biased towards Generation Y.
This could suggest that Millennials are currently
considered to be of most value in today’s
workplace, or simply that hiring managers
believe their current recruitment practice does
not resonate effectively with this group.
Then, comes the topic of gender. In 5 years’
time, are we likely to see more women at the
top of the career ladder? Well, 52% of hiring
managers expect no change in gender split, but
a healthy 42% anticipate an increase of women
in leadership roles by 2020. Leaving only 6%
expecting to see less women at the top.
All countries were asked -
When it comes to diverse teams (mix of
generations), do you expect more, less
or no change in your company over the
next 3-5 years?
Comparison of countries who
expect to see more change in
their company when it comes
to diverse teams (mix of
generations) over the next 3-5
years.
UKGerm
any
France
RussiaSw
itzerland
Allcountries
Singapore
Australia
M
alaysia
India
More
No Change
Less
52%
52%
44%
4%
44% 54% 48% 45% 44% 53% 55% 64% 61%

6
The 2020 Workplace: A multidimensional workforce
I
nterestingly though, when it comes to gender,
there’s a marked difference between mature
and developing markets. In the UK, for
example, only 33% expect to see more women
at the top in contrast to 68% in India. Perhaps
it’s because gender equality has already come a
long way in the more mature markets, so hiring
managers expect less change, or is it because
they believe gender equality is a harder (longer-
term) nut to crack than the 5 year window under
the spotlight?
In most areas, it appears hiring managers
across APAC are seeking to implement more
change in their workplace than their EMEA
counterparts. Given the different economic
make-up and maturity of the staffing markets in
these regions, this change could be driven by a
needs-must skills shortage scenario. Or perhaps
it is motivated by genuine workplace preferences
and a vision to create a more multidimensional
workforce by 2020.
We’ve already seen that 56% of hiring managers
have no plan to focus their talent attraction by
generation in 2015, yet the majority expect to
see a more multigenerational workforce in 5
years’ time. The question is then, do companies
actually need to look in different places to attract
people from different generations in order to
enrich their workplace diversity, or do they expect
it to happen naturally?
To ensure expectations are realised, and to speed
up the process of achieving generational targets,
recruitment methodologies and messaging can
be adapted to target certain groups, but these
must be well road-tested to make sure they’re
fit for purpose. Here, employer branding and
Employee Value Propositions (EVPs) will also
come into play if target groups are to feel they’ll
be a good cultural fit for the organisation.
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
Comparison of countries who expect to see more change
in their company when it comes to women in highest
leadership positions over the next 3-5 years.
33% 34% 39% 41% 35% 44% 39% 46% 68% 42%

7
The 2020 Workplace: The rise in workplace flexibility
Many businesses are also
considering introducing a
richer variety of working
patterns and flexible
arrangements in order to
accomodate societal change
and appeal to a more diverse
talent pool.
Overall, the majority of hiring managers (55%)
are seeking to achieve more workplace flexibility
over the next 3-5 years.
Schedule flexibility appears to be the most
popular area of change here, with 52% of all
hiring managers planning to incorporate this
arrangement into their workplace. Overall, 35%
expect to see more job shares, but there are
many in Russia (61%) and France (60%) that
predict no change at all on this front. Similarly,
the inclusion of part-time roles is expected by
36%. Switzerland reigns for instigating change
here at 44%, but there’s more resistance in
Malaysia where opinion is split.
The rise in workplace flexibility is in keeping with
the reported desire to focus on delivering results
rather than on the actual process. 46% suggest
an emphasis on results over the next 3-5 years,
indicating that businesses are looking for new
ways to succeed. Forward-thinking organisations
will empower employees and crowdsource
ideas across all areas of the workforce for more
rounded business solutions. That’s to say,
companies are becoming less prescriptive about
how and where work is delivered, so long as
outputs remain consistently high - or maybe
become even higher due to a more motivated
workforce.
UKUK
Germ
any
Germ
any
France
France
Russia
RussiaSw
itzerland
Sw
itzerland
Singapore
Singapore
Australia
Australia
M
alaysia
M
alaysia
India
India
AllCountries
AllCountries
to schedule flexibility over
the next 3-5 years.
to workplace flexibility over
the next 3-5 years.
44%
47%
60%
56%
48%
45%
57%
60%
53%
51%
52%
58%
48%
57%
52%
55%
55%
68%
52%
55%

8
The 2020 Workplace: The rise in workplace flexibility
V
irtual teams are another consideration for
today’s recruiters with 46% of all hiring
managers planning to employ these over
the next 3-5 years. In India this is most prevalent,
predicted by 60%. And in Malaysia too, 55%
see virtual teams as an important part of their
workforce by 2020. This is in contrast to the UK
and France, where over half expect to see no
change in this area.
The rise in virtual teams and flexible
arrangements has significant implications for
both management and peer groups. So how
can companies best incorporate mobile teams
and create an inclusive working culture? This is
where technology and enterprise social platforms
such as Yammer and Chatter can support virtual
communities and help facilitate processes
and communications. 360 degree feedback,
mentoring and knowledge sharing should also be
explored to engender team spirit and integration.
As increasingly complex workforces emerge and
evolve, it’s obvious that one size won’t fit all.
The benefits of a multidimensional workforce are
unique to each business, as are the people that
comprise them. It’s evidenced that organisations
prosper from the development of well-rounded
teams, where individuals bring different strengths
to the table. And workers can learn from one
another, much to a company’s gain. 2020
looks like being a win-win for employees and
employers alike.
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
Comparison of countries who expect to see more change
in their company when it comes to virtual / mobile teams
over the next 3-5 years.
36% 42% 34% 45% 43% 50% 44% 55% 60% 46%

Placing the spotlight on MillennialsAttracting and Engaging Generation Y:
A
s companies embrace a more
multidimensional workforce, the group
that’s predicted to receive the most
attention over the next 3-5 years is Generation Y.
The general consensus is that this group (who are
often referred to as Millennials) are made up of
those born between 1980 and 2000.
And of the hiring managers who plan to focus
on generational talent attraction next year, the
majority (29%) aim to focus on Generation Y.
This supports the idea that most businesses
appreciate the benefit of employing this group.
India and Malaysia are the most committed to
attracting Millennials over the next 3-5 years.
In fact they have already begun, with over 50%
of hiring managers in each of these countries
focussing on attracting Generation Y in 2015.
This compares to a mere 10% in Australia, who
show the least interest in targeting this group.
Having said that, Australian hiring managers
have little intention of targeting any other
group either, with 82% opting against any
sort of generationally biased talent attraction.
Interestingly though, 55% of Australians expect
to see a more diverse mix of generations in their
workplace over the next 3-5 years.
9
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Work from home
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Education programmes

10
Attracting and Engaging Generation Y: Enhance your offering
F
un contests and incentives are utilised by
42% of hiring managers to attract more
Generation Ys. This is particularly popular
in India, with a whopping 60% employing this
tactic, whilst 40% of Indian companies also
intend to introduce sports facilities on site over
the next 12 months.
Creative office design also appeals to
Millennials, and 40% of Malaysian companies
intend to up the ante in this area within the year.
The majority of French and Russian companies,
however, do not intend to improve their office
facilities.
When hiring Generation Y, 56% of respondents
take into consideration their high salary
demands. In Russia this rises to a staggering
77%, yet in Switzerland 28% disagree.
However, 71% of all hiring managers placed
more emphasis on the overall benefits package.
Equity share models and international holidays
are some of the more innovative benefits
considered by UK companies to lure Generation
Y to work for them. Whilst other countries list
bonus schemes, gifting, travel incentives, health
benefits, youth councils, social events and
exposure to the latest technology as additional
perks.
56%
Malaysian companies
plan to provide creative
office designs to
attract Millennials
Indian companies plan to
introduce sports facilities
onsite in the next year
Russian companies
take Generation Y’s
high salary demands
into consideration
40%
60%
77%

11
Attracting and Engaging Generation Y: Meeting the demands of Generation Y
F
or businesses that plan to attract
more Millennials, it makes sense to
understand what this age group actually
values the most. Of course we’re dealing
with individuals who have their own personal
preferences, but adopting and promoting
those benefits widely cited as being attractive
to Generation Y should, in theory, generate
wider response rates and engagement.
Switzerland (66%)
Top countries
already providing
Top countries
planning to
provide
Australia (50%)
Australia (70%)
Malaysia (36%)
India (50%) India (38%)
Malaysia (37%)
Malaysia (40%)
Malaysia (34%)
Malaysia (39%)
Malaysia (36%)
India (36%)
India (40%)
India (66%)
India (46%)
Singapore (33%)
Singapore (32%)
India (38%)
India (55%)
India (50%)
India (50%)
India (64%)
Singapore (46%)
Switzerland (33%)
Germany (33%)
Malaysia (33%)
Malaysia (44%)
Malaysia (32%)
Malaysia (32%)
Russia (52%)
Russia (67%)
Germany (40%) Malaysia (33%)
UK (40%)
India (28%)
India (38%)
India (32%)
India (35%)
India (32%)
Malaysia (33%)
Malaysia (30%)
SCHEDULE FLEXIBILITY
Percentage of those across
ALL COUNTRIES who
ALREADY PROVIDE
Percentage of those
across ALL COUNTRIES
who PLAN TO PROVIDE
WORKPLACE FLEXIBILITY
FLEXIBLE EMPLOYMENT
ONSITE SPORTS FACILITIES
CREATIVE OFFICE DESIGN
GAMIFICATION APPLICATION / REWARD PROCESS
CORPORATE SOCIAL RESPONSIBILITY ACTIVITIES
EDUCATION PROGRAMMES
FUN CONTESTS / INCENTIVES
56%
58%
37%
56%
41%
41%
42%
24%
29%
34%
30%
26%
26%
25%
22%
26%
27%
27%
21%
What benefits/activities does your company
provide or is planning to provide to attract
and retain Generation Y (Millenials)?

12
Attracting and Engaging Generation Y: Corporate Social Responsibility
O
ur recent survey shows that hiring
managers look to promote their
Corporate Social Responsibility
activities when attracting and retaining
Generation Y. 41% currently provide CSR
activities in their workplace and of those that
don’t, 30% plan to introduce them next year.
Not only is CSR well documented for being
a strong driver for Millennials (fulfilling their
desire to give back), it can also build employee
morale and team spirit across an organisation by
bringing people together to support a common
cause. For a business, showing that you care
can really give you the edge, while benefitting
society as a whole.

13
Attracting and Engaging Generation Y: Flexibility matters
H
aving a good work-life balance is
also important to Generation Y, so it
isn’t surprising that 56% of all hiring
managers surveyed already offer schedule
flexibility, with another 21% planning to
introduce this next year. In addition, flexible
employment models (such as freelancers,
temporary employees and contractors) are
currently used by 41%, with 26% more planning
to hire in this way. This addresses the preferred
choice of many Generation Ys who would
like to opt for a “portfolio career” where they
may possibly have a business of their own, or
freelance alongside a more regular corporate
role.
Fewer businesses (37%) are actively seeking
to encourage workplace flexibility and home
working, yet this is another way companies can
accommodate a better work-life balance. India
leads the way in this department with 50% of
hiring managers already offering the benefit.
According to the majority of the 220,000+
global workers surveyed in The Kelly Global
Workforce Index 2014, a good work-life
balance ranks above a higher salary in terms of
motivators to move job. Smart businesses will
take this into account.
WORK LIFE

T
he desire to develop and learn is
understandably strong amongst
Millennials. This is clearly evident in
Kelly’s 2014 Global Workforce Index, which
demonstrates the candidate’s willingness to
forego a salary increase in preference for the
opportunity to learn new skills.
58% of hiring managers already offer
educational programmes as a way of
attracting and/or retaining Generation Y.
Australians currently lead the way in terms of
their educational offering (with 70% already
providing this benefit to their workforce), but
it’s Malaysia that’s the most committed to
introducing more learning opportunities over
the next 12 months. UK hiring managers, on the
other hand, show the least interest in expanding
in this area, although 50% already provide
educational programmes.
A clear career path is also recognised as a
key driver for Generation Y by 72% of hiring
managers. Millennials like to receive regular
feedback and praise for a job well done, and
to know what’s next on the career horizon.
That said, rather than relying on stereotypical
preferences to manage the expectations of
Generation Y, savvy managers will have regular
appraisal related discussions (not just an annual
review) to establish what really matters to them
and map out their own personal career journey.
14
Attracting and Engaging Generation Y: The desire to learn more and progress
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
IndiaAllCountries
26%26% 22% 16% 22% 28% 19% 36% 32% 25%
Comparison of countries planning to
introduce education programmes as a
benefit to attract and retain Generation Y
(Millennials).

15
Attracting and Engaging Generation Y: The role of technology and social media
I
t’s not only the offering that’s important,
the way we communicate and engage with
this group also warrants close attention.
Traditional attraction and engagement methods
may need to be reconsidered as these digital
natives may be more effectively reached in
other, new ways. Move over print advertising;
Snapchat and Periscope enter in.
Surprisingly, only 58% of hiring managers agree
that social media recruiting is important to
Generation Y, and even less (47%) find mobile
recruiting useful. A worrying 7% are not sure if
mobile recruiting is even relevant, suggesting
that there’s a lot more to learn when it comes to
generational talent attraction.
India has the strongest bias towards mobile and
social media, closely followed by Singapore,
Malaysia and Australia. However, hiring
managers in the EMEA region do not seem as
convinced, with Russia, France and Switzerland
displaying the most apprehension.
Switzerland is the most conservative with a
mere 19% using gamification in the recruitment
process, compared to 55% in India. And in
Switzerland 51% of hiring managers have no
plans to implement it when recruiting in future,
and neither do those in Australia. This could
be a missed opportunity as only 4% of Swiss
respondents reported not to be focussing on
attracting Generation Y. And interestingly,
Australia was the highest ranking participating
country in the use of gamification for reward
and retention, despite their lack of interest
in utilising it as a tool in the hiring process.
Gamification was the strategy employed by
most for retention purposes of Generation Y,
proving that technology has an important role to
play in all areas of recruitment, from attraction
and retention solutions to the communication
and management of flexible teams.
of hiring managers
agree that social media
is important to
Generation Y
of hiring managers are
not sure that mobile is
a relevant tool
58%
7%

16
Attracting and Engaging Generation Y: Avoiding workplace segmentation
Silver workforce Generation Y
M
ost hiring managers recognise the
need to have a dedicated
(different) approach to attracting
Generation Y. But once Millennials are on
board should they continue to treat them as
special citizens, or manage them with a broad
brush identical to everyone else?
In an entrepreneurial age where many younger
people are open to the idea of setting up
business and working for themselves, and the
opportunities available to them are expanding,
there is an increased need for many businesses
to focus on retaining young talent. The aim
should be, however, to maintain effective
ongoing engagement with this group, directly
addressing their needs whilst simultaneously
avoiding workplace segmentation.
For example, gamification reward processes
are considered useful, as is workplace flexibility
and home-working options. But to avoid
segmentation, these retention tactics should
be implemented across the organisation,
allowing all employees to benefit from reward
systems and an improved work-life balance.
Workplace segmentation
can be problematic for
all concerned

The Silver Workforce: Harnessing the power of an ageing workforce
17
O
ver the last 25 years, the average
life expectancy across the globe has
risen by more than 6 years.1
In today’s
most developed countries life expectancy has
reached 80 years - and the rise is expected to
continue.
As the working population
advances in age - the
result of a healthier, more
active lifestyle and better
healthcare – businesses
must now consider the
role and potential of
the silver workforce.
Some in this age group realise they can’t afford
to retire or simply aren’t ready to make the
move, causing many to work past the traditional
1.The Lancet Medical Journal – December 2014.
retirement age. Others are choosing to semi-
retire, switching to part-time roles or more
consultancy based work.
A study by Deloitte in 2013 revealed that 48%
of Baby Boomers (those born during the post–
World War II baby boom between the years
1946 and 1964) plan to keep working past the
age of 65, and 13% expect to work into their
70s.2
This scenario brings some challenges,
but it also brings great opportunity with many
believing the rise of the silver workforce holds
the key to bridging the talent gap created by
the critical skills shortage.
So how are businesses responding to an
increasingly ageing workforce? And are they
doing enough to capitalise on the opportunities
presented?
2. Deloitte – Human Capital Trends 2013.

The Kelly Hiring Manager Survey 2015 reveals
that 52% of hiring managers predict a more
age-diverse workforce over the next 3-5 years,
yet only 26% told us that they expected to
employ more over 55s. Perhaps, the media
focus on Generation Y is masking the benefits
of the silver workforce. But the skills and
strengths possessed by the older generation
are not to be overlooked.
Those with the strongest intention of seeking
out this demographic are in Germany (35%),
Switzerland (33%) and the UK (32%). Whilst
only 13% in Russia are likely to focus on this
age group, with 44% here actually expecting
to see less over 55s in the workplace. These
differing views are likely to be a reflection of
current unemployment rates or other cultural
and economic factors.
Despite modest figures overall to proactively
hunt out this demographic, a majority (69%)
admit that Baby Boomers are often the most
loyal employees. Although those in Russia are
the least convinced, with 17% in disagreement.
Forbes also identifies Baby Boomers as loyal
employees, but only if they feel involved. If their
contributions go unrecognised they are likely to
rapidly disengage. 1
1.www.forbes.com – Multigenerational Workforce
18
UK
Germ
any
France
Russia
Sw
itzerland
Singapore
Australia
M
alaysia
India
AllCountries
32% 35% 27% 13% 33% 31% 24% 19% 25% 26%
Do you expect more change when it
comes to hiring an older workforce
over the next 3-5 years?

A
healthy 64% believe that this age
group also helps to reduce personnel
turnover, due to their propensity to
stay longer with an organisation. The French are
slightly less convinced, with 53% in agreement.
There are, however, some areas which appear
less clear-cut. For example, opinions are divided
as to whether the over 55s are easier to manage
than other age groups. Overall 42% believe
they are, but 22% think not. In addition, 35%
are undecided as to whether older workers are
more hard-working, although ultimately 49%
agree.
There is a much stronger vote in favour of their
mentoring capability, with 68% citing this as
a key benefit. Indian hiring managers are the
most convinced (81%) with the French far less
so (48%). Mentoring capability is a key rationale
for employing older workers, particularly in roles
that require a depth of technical know-how such
as the chemicals industry.
According to the majority of hiring managers
globally, the biggest assets of the silver
workforce are their personal experience and
stability. 77% of all respondents concur that
these qualities are most frequently found
amongst older employees. Russia and India are
in strongest agreement at 87%.
This is closely followed by Baby Boomers’
professional experience, with 76% agreeing
this is a key benefit; Germany being the biggest
advocate at 82%. Interestingly though, it is
Russia that agree the least (63%), showing
that for them, personal experience is far more
important.
19
Baby Boomers bring
more professional
experience to the table
Baby Boomers offer
companies more personal
experience and stability
Agree
Agree
Disagree
Disagree77%
76%
77%
6%
4%

20
The Silver Workforce: An untapped source of labour
T
he survey findings show that the silver
workforce has a variety of unique skills
and strengths to bring to the table, many
of which may complement that of Generation Y.
And as many of these qualities already appear
to be widely accepted, it is surprising that only
26% of hiring managers intend to actively
attract more of this age group over the next 3-5
years.
One example of how age diversity can assist
productivity can be seen at McDonald’s. They
report a 20% increase in performance in their
outlets where 60 years+ workers are employed
as part of a multigenerational workforce.
And similar benefits have been reported by
employers from all sectors and sizes.
The silver workforce, therefore, deserves much
more attention than it currently gets, particularly
as their contribution has the potential to narrow
the looming talent gap. Yet for many businesses
it appears to be a relatively untapped source of
labour.
The Kelly Global Workforce Index 2014
highlights the importance of understanding the
workplace attributes that are most attractive to
prospective employees. And hiring managers
should take note of these drivers when reaching
out to mature workers. Employer branding and
talent attraction communications may also need
to be adapted to ensure the right message is
being created and delivered via the channels
where this demographic is most active.
Take time to find out what motivates older
workers and how your business can best
accommodate their needs. Consider alternative
solutions in order to maximise the potential
of an increasingly ageing workforce. Look
at a variety of flexible schedules, training or
reskilling, and possibly specifically tailored
roles. Discovering what makes them tick and
responding appropriately will not only help with
attraction and retention, it will also assist with
workplace integration and productivity.
Mature workers can help to upskill less
experienced workers, satisfying Generation Y’s
demands for ongoing learning opportunities.
And mature workers themselves may benefit
from reskilling to boost confidence and ability.
This kind of investment is just one of the ways
businesses can maximise the potential of an
ageing workforce. A workforce that is most
definitely here to stay.
With regards to hiring an older
workforce (55+ years) over the
next 3-5 years, do you expect more,
less or no change in your company?
More
No Change
Less
26%
51%
23%
4%

Multidimensional
Businesses will have more diverse, well-rounded teams
made up of multiple generations and nationalities.
And don’t be surprised to see more women at the top
A rise in workplace flexibility
Work schedules will be much more flexible and there will be
more businesses incorporating virtual teams into their workforce.
Technology will be key
There is no doubt that technology
will continue to play an important role in
attraction and retention, as well as facilitating efficient
communications with mobile workers and
assisting with knowledge sharing.
A focus on results not process
The increasing desire to focus on output will mean
companies will be looking for
new ways to achieve better results.
21
Conclusions: How will the 2020 workforce look?

This is the biggest driver for Generation Y – even more
so than salary. Flexible employment models can include
part-time work, flexible schedules, contract roles, home
working and virtual teams, amongst others.
This is also recognised as a key motivator for young people.
Millennials want to know that there’s real potential for advancement
and progression. And businesses should help them
to realise their ambitions.
Corporate Social Responsibility is a big deal for Millennials,
so focus on community instead of profit to appeal
to this group. They want to make a difference
and know that their company feels the same.
Look at different ways of incorporating CSR activities
into your business. Making a positive impact on society whilst
improving your ethical reputation will boost
your appeal amongst Generation Y.
Educational programmes
As well as wanting a clear career path, Generation Y has a
constant desire to learn more. Introduce new and exciting
opportunities to avoid job roles becoming stagnant.
A good work-life balance
A clear career path
CSR activities
22
Conclusions: What are the key drivers for Generation Y?

T
he rise of the silver workforce brings both challenge
and opportunity. Businesses should look to engage
better with older workers who can bring different
skills and strengths to the workplace and help bridge the
impending talent gap.
What do Baby Boomers bring to the workplace?
1. Personal Experience and Stability (77%)
2. Professional Experience (76%)
3. Loyalty (69%)
4. Mentoring Capability (68%)
5. Reduced Personnel Turnover (64%)
Rethink communications
Consider tailored job roles
Reward and respect
Be prepared to upskill reskill
Listen, learn take action
23
Conclusions: Are you embracing the silver workforce?
Road-test your communication
methods to check they’re fit for
purpose. Messages may need to be
altered to appeal to mature workers
and channels readdressed.
Schedules, work patterns and
responsibilities may need to be
adjusted to better meet the needs of
an older workforce.
Respect is the path to engagement
with this group. Show them they
are valued as individuals by offering
appropriate rewards.
As the talent gap expands, reskilling
and upskilling becomes even more
essential. Mature workers may
benefit from training. And they can
play an important role themselves in
helping to upskill less experienced
staff. Their mentoring capability is a
huge asset here.
Spend time getting to know your
mature workforce better in order to
understand what really motivates
them. Then take relevant action to
meet their specific wants and needs.

T
alk to your target audience(s) –
understand what brought them to
you and what keeps them there.
Review and refresh your employer brand
regularly to ensure it reflects both who you
are now as an organisation, and who you
want to be. Consider creating an Employee
Value Proposition (EVP) to ensure the right
messages are based on a solid foundation
that represents your company ethos. And
when aiming for a more diverse workforce,
make sure that your employer branding ticks
all the right boxes, whilst avoiding clichéd
stereotypes.
Seize the moment and
embrace change. It’s
coming anyway!
Kelly’s Hiring Manager Survey 2015 identifies
what steps over 2000 hiring managers
throughout EMEA and APAC will be taking
over the next 5 years.
How do you measure up? Are you as diverse
and inclusive an employer as you want and
need to be? Are you taking the right steps
to future-proof your business against further
talent shortages? Are you ahead of the curve
in developing and promoting your employer
brand to attract and engage your workforce?
If not, it’s time to evolve your recruitment and
engagement strategy. Track, analyse and learn
from what works and what doesn’t within your
own organisation, as well as what’s working
for your competitors. Look at industry trends
and see what both big corporates and small
start-ups are doing to protect and develop
their workforce.
Innovation’s not all about big budgets, it’s
about creative thinking. And often small
changes can make a profound difference to
the success of your recruitment campaigns
and subsequent workplace productivity.
Now’s the time to consider strengthening your
workplace diversity to ensure your team is
the best it can be. Ensuring your offering and
recruitment packages remain competitive and
appeal to the right target audience will help
you achieve this success.
For more expert help and advice, why not talk
to Kelly and find out what your business could
be doing to stay ahead of the game.
Conclusions:
24
Time to evolve your recruitment strategy

ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global 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 world, Kelly provides
employment to more than 555,000 employees annually. Revenue in 2014 was
$5.6 billion.
Visit kellyservices.com for more information.
Connect with us on Facebook, Twitter, LinkedIn and YouTube.
ABOUT THE KELLY HIRING MANAGER SURVEY
The Kelly Hiring Manager Survey is an innovative new approach to uncovering the
truth about talent acquisition, the hiring process and workforce and generations.
Over 2,000 hiring managers across the Europe, the Middle East and Africa (EMEA)
and Asia Pacific (APAC) regions responded to the survey between December 2014
and February 2015. The target group was approached through Kelly Services’
International Network and an international panel. The survey was conducted by
Kelly Services. Data cleaned and structured by Intelligence Group.

The 2020 Workplace

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The 2020 Workplace