Hiring Manager Survey 2015 The 2020 Workplace Singapore

Transcription

1 Hiring Manager Survey 2015 The 2020 Workplace Singapore

2 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: of hiring managers expect the workplace to consist of 53% 55% multiple generations expect a broader mix of nationalities. Attracting and Retaining Generation Y Top key drivers recognised by hiring managers: 85% 79% >50% work/life balance a clear career path educational programmes 58% foresee more workplace flexibility. 50% predict a rise in virtual/mobile teams. >30% plan to introduce CSR activities next year. The Silver Workforce >70% consider personal experience and stability to be the biggest assets of a mature worker.

3 Background: The Hiring Manager Survey 2015 The Hiring Manager Survey 2015 is an innovative, new research study from Kelly Services which looks at the future of recruiting from a hiring manager s perspective. It focuses on three key areas of recruitment: talent acquisition, workplace and generations, and the hiring process itself. The opinions of over 2,000 managers in charge of hiring were collected from ten different countries within EMEA (Europe, the Middle East and Africa) and APAC (Asia Pacific). The findings indicate common global trends which are likely to be significant for recruiters over the next 3-5 years. And more specifically, they enable us to find out more about hiring trends in the UK. 3

4 The 2020 Workplace Report As part of Kelly s Hiring Manager Survey 2015, The 2020 Workplace Report has been compiled to reveal how the workplace is likely to look in five years time. It aims to raise awareness of key issues and prompts businesses to reassess and strengthen their recruitment strategy to improve their chances of success. It explores the motives of Generation Y and the impact of an increasingly aging workforce, and looks at how businesses are responding to their complex needs to maximise their own productivity. In addition, the role of technology and social media is also examined, as well as the importance of corporate social responsibility and effective employer branding. The full report - which involves a complete analysis of regional trends, based on the responses of hiring managers from EMEA and APAC can be downloaded right here Alternatively, you can read on to discover more about the 2020 workplace in Singapore. 4

5 Summary of Findings in Singapore The majority of hiring managers in Singapore - and indeed around the globe - expect to see more diverse, wellrounded teams over the next 3-5 years; including multiple generations (53%), a broader mix of nationalities (55%), more workplace flexibility (58%), flexible work schedules (52%), and a rise in virtual/mobile teams (50%). The acceptance of this kind of change in the workplace suggests that hiring managers in Singapore are perhaps becoming less prescriptive about how and where work is actually done. This in turn reflects a growing focus on results over process, and when asked this question directly 47% agreed that this was the case. to respond, with 54% of hiring managers in Singapore admitting that they have no plans to focus on generational talent attraction in What s more, only 5% reported no interest in attracting Generation Y and 0% saw no advantage in engaging Baby Boomers, suggesting that although there is a clear interest and appreciation of these groups, few are preparing to do anything about it. Perhaps they see no need to tailor their hiring approach, but this could be a missed opportunity, as the businesses that do respond are likely to gain advantage. When it comes to seeing a rise of multigenerational teams in the workplace, the majority of hiring managers globally, including Singapore, agree. But despite this acceptance it is surprising how little they are planning 5

6 Summary of Findings in Singapore For those that are attempting to secure Generation Y talent in Singapore, there are some areas that are receiving more interest than others. For example, having a good work/life balance is considered to be the biggest driver amongst this group (identified by 85%), followed by a clear career path (79%). And this explains why schedule flexibility and educational programmes are currently the most popular benefits already in use by over 50% of hiring managers in Singapore. Additional benefits most likely to be introduced to attract and retain this group over the next 3-5 years are flexible employment models, fun incentives and corporate social responsibility (CSR) activities - which have all been identified as priority areas by over 30% of those surveyed in Singapore. The appeal of Generation Y is certainly understandable, but there are other groups that should not be overlooked. Take Baby Boomers for example, they too have valuable qualities that some say, if nurtured, could help to bridge the impending talent gap. Work from home Education programmes Click here for corporate responsibility APPLY NOW 6

7 Summary of Findings in Singapore In Singapore, over 70% of hiring managers identify the Baby Boomer s professional experience, personal experience/stability, loyalty and mentoring capability as being highly beneficial to the workplace. But despite this, only 10% of hiring managers in Singapore have chosen to focus on attracting Baby Boomers in 2015 suggesting that there is a lot more that could be done in terms of attracting and retaining this valuable group. It could be that some businesses are reluctant to engage in generational talent attraction for fear of causing segmentation in the workplace. Or perhaps they have simply failed to realise the potential of a growing silver workforce. But if businesses are careful with their recruitment strategy tailoring campaigns and packages appropriately in line with common key drivers, whilst at the same time listening to the individual s needs, avoiding workplace segmentation and embracing new technology generational talent attraction and retention can have outstanding results. Only by gaining a greater understanding of how the workplace is likely to change over the next five years, identifying the opportunities available and responding to them appropriately, can businesses in Singapore and around the world really begin to prepare for success. 7

8 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 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. ABOUT KELLY SERVICES As a global leader in providing workforce solutions, Kelly Services, Inc. (Nasdaq: KELYA, KELYB) and its subsidiaries, offer a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Kelly has a role in managing employment opportunities for more than one million workers around the globe by employing 550,000 of these individuals directly with the remaining workers engaged through its talent supply chain network of supplier partners. Revenue in 2014 was $5.6 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn and Twitter. Kelly Services (Singapore) Pte Ltd EA License No. 01C4394 RCB No E