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1 job seeker pulse Q United States 1
2 WELCOME TO HUDSON S JOB SEEKER PULSE Second Edition CONTENTS: Forward... p. 02 Overall Observation p. 03 Fortune 100 vs Middle Market p. 04 Results by Generation p. 05 Results by Seniority p. 06 Q Comparison p. 07 About the Study p. 10 About Hudson p. 12 FORWARD This second edition of Job Seeker Pulse now includes Middle Market company employees job seeking behaviors in addition to the Fortune 100 employees examined in our inaugural edition. We define a Middle Market company as having between 1,000 and 10,000 employees. The overall Q average J-Index of still represents a relatively low level of job searching activity; however, during this second quarter, the Fortune 100 group showed a marked decline in job search activity from Q to Q Our findings also reveal that Middle Market employees were much more active job seekers than their Fortune 100 counterparts during Q The only instance when a Fortune 100 group engaged in more activity than their Middle Market counterparts was within the Entry Level Millennial group. Examining the data by generation-only reveals that Middle Market Gen Ys were the most active group. Segmenting the data by seniority-only demonstrates that Middle Market Upper Management were the most active job seekers. Within the Gen Xers, the Fortune 100 were the least active job seekers among all groups with 0 percent of job seeking activity above the mean at all seniority levels. Among Boomers, the Middle Market s Upper Management was surprisingly the most active of all, rating above the mean 92 percent of time during Q The Job Seeker Pulse, the only job seeker activity report of its kind based on actual online job search behavior, is part of Hudson s commitment to helping organizations better understand workforce dynamics. We will continue to publish Job Seeker Pulse on a quarterly basis and will expand the report to analyze job seeking behaviors within specific job functions and industry segments. May the report serve you well, Lori Hock, CEO Americas, Hudson Global Inc. 2
3 OVERALL OBSERVATION Q Table 1: Differences in Mean J-Indices Q Q Overall Mean Fortune 100 Mean Mid-Market Mean n/a J-SCORE RANGES MIGRANT TOURIST The overall mean score reported in Table 1 is the average of all daily individual J-Scores for the 14,888 study participants during the designated quarter. The Fortune 100 and Middle Market overall mean scores represent the averages of the daily individual J-Scores within the respective groups. These results tell us that during the Q reporting period, the combined Fortune 100 and Middle Market workers as a complete group fell within the Citizen range with an overall mean J-Index of This represents a low level of overall online job seeking behavior. Within the Fortune 100, job seeking behavior decreased from a Q mean J-Index of to a Q mean of 8.70, which is significant. Like the stock market indices, such as the Dow Jones Industrial Average and S&P 500, even one percentage point difference is meaningful given that J-Index is the aggregate of individual J-Scores of its many constituents. The Middle Market was much more active during Q While the Fortune 100 registered an 8.70 mean J-Index for the period, the Middle Market employees activity reached an average J-Index. While still within the Citizen rank, their three point higher position than the Fortune 100 represents more job seeking, and that result carried through to nearly each sub generation and seniority-level sub group CITIZEN MIGRANT High Levels of Online Job-Seeking Activity TOURIST Moderate Levels of Online Job-Seeking Activity CITIZEN Low Levels of Online Job-Seeking Activity 3
4 COMPARISON OF FORTUNE 100 VS MIDDLE MARKET The Middle Market registered more job seeking activity than their Fortune 100 counterparts during Q FORTUNE 100 J-INDEX FLUCTUATIONS BY GENERATION X Generation X BB Baby Boomer Y Generation Y MIDDLE MARKET J-INDEX FLUCTUATIONS BY GENERATION RESULTS BY GENERATION AND SENIORITY LEVEL (SEPARATED) X Generation X BB Baby Boomer Y Generation Y 4
5 RESULTS BY GENERATION Table 2: Job Seeking Behavior Activity Time Spent Above Mean J-Index Worker Group Fortune 100 Middle Market Gen Y 38% 93% Gen X 0% 84% Boomer 0% 72% Since the overall J-Index represents the aggregate of the individual participants daily J-Scores during the quarter, we can determine the percentage of time engaged in job seeking behavior above the mean activity level for each group. As shown in Table 2, within the Fortune 100 worker group, the Millennials registered above average job seeking behavior. For 38 percent of Q1 2015, their J-Index was above the overall mean J-Index. In contrast, the Fortune 100 Gen X and Boomer generations activity levels were never (0 percent of the time) above the overall mean of X For the Middle Market group, all generations invested time in job seeking activity that was above the mean J-Index. For 93 percent of the reporting period, the Gen Y J-Index was above the mean. Generation X and the Boomers spent 84 and 72 percent of time above the mean respectively. Y BB 5
6 RESULTS BY SENIORITY LEVEL When examined by seniority level, Middle Market Upper Management employees were the most active job hunters of all groups. Table 3: Job Seeking Behavior Activity Time Spent Above Mean J-Index Worker Group Fortune 100 Middle Market Entry Level 71% 91% Associate Level 8% 84% Mid-Manager Level 0% 92% Upper Management 0% 98% Table 3 shows that Entry Level employees were active in both groups. Within the Middle Market, the Entry Level employees job seeking activity level was above the mean for 91 percent of Q while their Fortune 100 counterparts spent 71 percent of the time above the mean. 0 Among other seniority levels, Middle Market worker groups remained quite active while Fortune 100 activity dropped off significantly. At the Associate level, within the Middle Market, job seeking activity was above the mean for 84 percent of Q versus just eight percent for the Fortune 100 Associates. The more senior Middle Managers and Upper Managers in the Fortune 100 did not exceed the overall 12 mean at any time during Q1. On the other 10 8 hand, their Middle Market counterparts 6 online job seeking activity was above the 4 mean for 92 percent and 98 percent of 2 0 Q1, respectively FORTUNE 100 J-INDEX FLUCTUATIONS BY SENIORITY Associate Level Mid-Management Upper Management Entry Level MIDDLE MARKET J-INDEX FLUCTUATIONS BY SENIORITY Associate Level Mid-Management Upper Management Entry Level 6
7 Q COMPARISON OF FORTUNE 100 VS MIDDLE MARKET GENERATION Y Y Table 4: Gen Y Percent of Time Above Mean J-Index Worker Group Fortune 100 Middle Market Gen Y Entry Level 100% 96% Gen Y Associate Level 34% 92% Gen Y Mid-Management 50% 100% Gen Y Upper Man 19% 100% Entry Level Gen Y employees for both groups were active job seekers, but within the Fortune 100 worker group, Gen Y Entry Level was 81 percentage points more likely to seek employment than their Upper Management Fortune 100 counterparts. This is quite different than the Middle Market Millennials who searched for new employment 92 percent or more above the mean at all seniority levels, with the more senior Middle and Upper Management employees being the most active during Q Fortune 100 Gen Y Entry Level employees sought employment more than the Middle Market Gen Y group representing the only instance in the study where a Fortune 100 group was more active than their Middle Market counterparts. Y Y Y 7
8 Q COMPARISON OF FORTUNE 100 VS MIDDLE MARKET GENERATION X X Table 5: Gen X Percent of Time Above Mean J-Index Worker Group Fortune 100 Middle Market Gen X Entry Level 0% 44% Gen X Associate Level 0% 77% Gen X Mid-Management 0% 91% Gen X Upper Man 0% 94% The Gen X Fortune 100 group was the least active of all worker groups in the study spending 0 percent of time above the mean J-Index at all seniority levels for the entire quarter. Middle Market company Gen Xers were a much different story. Interestingly the Entry Level group was the least active at 44 percent above the mean. The Upper Management ranks were the most active of all Middle Market Xers, spending 94 percent of time above the average hunting for jobs. Among Middle Market Gen Xers, the Entry Level segment was the least active job hunters. X X 8
9 Q COMPARISON OF FORTUNE 100 VS MIDDLE MARKET Table 6: Boomers Percent of Time Above Mean J-Index Worker Group Fortune 100 Middle Market Boomer Entry Level 13% 61% Boomer Associate Level 0% 40% Boomer Mid-Management 0% 30% Boomer Upper Man 0% 92% BABY BOOMERS BB Among all Boomers, Middle Market Upper-Management was the most active spending 92 percent of time job hunting above the mean. This is compared to 0 percent by Fortune 100 Boomers at the Upper Management rank. Within the Fortune 100 group, Entry Level Boomers were the only sub-set that registered any job seeking activity above the mean for the quarter. BB BB 9
10 ABOUT THE STUDY JOBERATE TECHNOLOGY J-Score = Individual Score J-Index = Aggregate Score GENERATIONAL BREAKDOWNS Baby Boomers: Generation X: Generation Y: FORTUNE 100 As published annually by Fortune magazine, the 100 largest public and private U.S. companies according to gross revenue figures. For a current list, visit: MIDDLE MARKET Those companies with between 1,000 10,000 employees as stated in their LinkedIn company profiles. STUDY TECHNOLOGY The study is based on data gleaned from the Joberate platform. Joberate monitors an individual s digital footprint to establish job seeking behavior activity, and tracks as many as 6,000 different data points from publicly available data sources including social media, public job boards and sources licensed by authorized data service providers like Twitter s GNIP. The Joberate platform observes changes in activities and behavior patterns, which in the aggregate and over time are quantified by Joberate s machine learning predictive analytics engine. This is then translated into a single metric called J-Score. J-Scores range from 4-70, with a score of 4 indicating the lowest level of job seeking behavior and a score of 70 indicating the highest. Each person s J-Score attributes are unique; however, examples of some online actions that form J-Score are: following recruiters social accounts, subscribing to career-related content, creating job-focused online profiles, frequent visits to employment-themed pages, sudden increases in job-related endorsements or recommendations, and countless others. J-Index represents the average J-Score of a company s employees. The overall Q J-Index is calculated by taking the daily individual J-Score of all 14,888 study participants determining the aggregate mean. Based on that, we determine the percentage of time spent above the average mean J-Index for the different groups to in turn determine job search activity levels. 10
11 DATA ACCURACY The Hudson Job Seeker Pulse study tracks Q J-Scores for 14,888 people who were employed by Fortune 100 (7,829 employees) or Middle Market companies (7,059 employees). Social data sources accessed or licensed by Joberate are at least 70 percent accurate while some are more than 95 percent accurate. All Joberate talent pools have a 95 percent confidence level, with an interval of 7.3 or less, making J-Score a highly relevant predictive analytic. SENIORITY LEVEL BREAKDOWN Entry: Internship Junior Graduate Trainee Assistant Retail Sales Clerk Sales & Customer Service Representative Associate: Specialist Analyst Team Manager Middle Management: Business Unit Manager Director Vice President General Manager Upper Management: Owner C-Suite Level Senior Vice President Executive Vice President Managing Director 11
12 ABOUT HUDSON Hudson is a global talent solutions company with expertise in recruitment process outsourcing, retained search, recruitment consulting and talent management. We help our clients transform their organizations by leveraging our expertise, deep industry and market knowledge, and assessment tools and techniques. Operating in 20 countries through relationships with millions of specialized professionals, we bring an unparalleled ability to match talent with opportunities by assessing, recruiting, developing and engaging the best and brightest people for our clients. We combine broad geographic presence, world-class talent solutions and a tailored, consultative approach to help businesses and professionals achieve higher performance and outstanding results. More information is available at Hudson Global Inc Avenue of the Americas, 12th Floor New York, NY t: (212)
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