ASIA-PACIFIC REGION AND EUROPE

WORK
design
LIFE
A high-level look at workforce trends from the
KELLY GLOBAL WORKFORCE INDEX 2015
TM

the new balance

Get ready for Work-Life Design

Today, talented individuals have a choice of where and how they work. For evidence, look no further than the nearly one
in three workers who are embracing flexible work styles and choosing to go it alone as free agents. To attract and retain
the best people, employers must do more than offer traditional inducements such as competitive salaries and linear
career paths. Workers are increasingly looking to design the perfect balance between their personal and professional
lives and having a boss who will support them is now an important differentiator in their employment choice.

No longer a gender issue

Support for Work-Life Design is no longer a gender
issue, upending conventional wisdom that it is females
who desire balance and flexibility the most. Instead,
both men and women are driving the push.
69%

Asia-Pacific
region

74%

64%
64%
Europe

The Work-Life Design palette

Flexible work arrangements

Workers in the Asia-Pacific region and Europe nominate different Work-Life Design elements that they consider important.

38% / 39%

Factors that positively impact work-life balance

Asia-Pacific region
Europe

The opportunity to work on

innovative projects or initiatives
during work hours

70% / 63%

34% / 51%

Flexible work schedules and

arrangements such as working
remotely or telecommuting

Encouragement from employer to

utilize all allotted vacation time

Paid time off, including vacation

days, sick days, and holidays

The opportunity to volunteer or

give back to the community
through the company

42% / 39%

24% / 18%

Wellness programs such as on-site fitness

centers, health club memberships, and
stress-reduction programs

Limitations on workplace email

communications outside typical
business hours

Highly skilled workers in professional and technical fields know their talent is prized in the marketplace. And a growing
number are seeking employers who will help them achieve balance in all areas of their lives.

100%

60%
40%

Flexible work
arrangements
Opportunity to
engage in
innovative projects
during work hours

66%
43%

41%
25%

18%

20%
0%

Asia Pacific
region

Europe

Europe

33%
34%

Asia-Pacific
region

50%
54%
Fostered environment of friendships in the workplace
0%

APAC
EMEA

48% / 32%

Skill sector comparisons

Work-Life Design elements that professional and
technical workers value more than the global average

40%

Europe

23% / 11%

33% / 43%

44%

Wellness programs

32% / 19%

Limitations on working outside

typical business hours

80%

39%

A fostered environment of
friendships in the workplace

47% / 38%

72%

41%

Asia-Pacific
region

Willingness to sacrifice higher pay

for flexible work arrangements

80%

Trading it off
Many talented workers in the Asia-Pacific
region are increasingly willing to pass up
promotions and pay rises in return for a
more balanced life. To a slightly lesser
extent, this is also the case in Europe.

I feel I am in a position of high

demand in the workplace
IT
Finance
Engineering
Average

/
/
/
/

62%
54%
55%
47%

IT
Finance
Engineering
Average

/
/
/
/

72%
64%
58%
57%

Limitations on
workplace email
communications
outside traditional
business hours

In addition to analyzing worker preferences and psychographic

insights based on survey data from the 2015 and 2014 Kelly Global
Workforce Index, this study assembles insights from Kelly Free Agent
Research (2015) survey data and other research sources.
Visit kellyservices.com for additional studies, articles, and insights.

Asia Pacific region

Europe

/3

Contents
/4
Introduction

4/10

Work-Life Design: the perfect balance

8/14

Workplace culture

5/11

Flexible hours

/15
Lifestyle benefits and amenities

6/12

10/16

/5
The concept of Work-Life Design
/6
Talented workers value choice

3/8

Integrating work and life has become vital

Work governance

/13
Personal realization and empowerment

Trading it off

11

/19
Millennials

12

/20
Gender

13

/21
Professional and technical talent

14

/23
Suggestions for employers

15

/25
Conclusion

/4

INTRODUCTION

Introduction
Highly talented individuals are demanding more from their job and
working environment than ever before.
Based on Kellys global workforce survey of more than 164,000 people from 28 countries,
this report collects insights from workers in Europe and the Asia-Pacific region. In particular,
it identifies a shift in workforce expectations and attitudes that is pressuring organizations to
reimagine how they acquire and manage talent an approach we call Work-Life Design.
A growing movement within the workforce, Work-Life Design redefines the concept of work-life
balance. It does more than pay lip-service to flexible working hours. It recognizes that workers
have ever-evolving needs, interests, and aspirations. They also crave actualization in and out of
work and want to design the perfect balance between their personal and professional lives.
Employers are keenly aware that skilled candidates for positions are in short supply. The
competition to secure top talent is often intense. Building a dynamic workplace around the
principles of Work-Life Design has the potential to empower individuals, and unlock exciting
new advantages for organizations.

CONTENTS

1
/5

THE CONCEPT OF WORK-LIFE DESIGN

The concept of
Work-Life Design
Human expectations of work are changing.
Once, workers simply clocked on and off
and chased greater pay and responsibility as
the narrow metrics of success. Today, growing
numbers of people are interested in jobs
that empower them to achieve both career
and personal aspirations. As many as one in
three workers are even willing to go it alone
as free agents. Assisted by remote access
technologies such as video conferencing
and cloud computing, talented individuals
everywhere are seeking a reinvigorated
balance between work and life.

A fresh approach to talent management,

Work-Life Design begins by offering workers
a choice of flexible hours and remote
work options. Importantly, it also means
empowering them to access new workplace
benefits, wellness initiatives, and personal
development opportunities. These should
form part of a genuinely collaborative culture
that embraces innovation and change.
Work-Life Design is set to be the gold
standard for the modern enterprise: a holistic
working experience that inspires people
to be their best.

To retain the loyalty of this restless workforce,

employers need to do more than offer
traditional inducements such as competitive
salaries and linear career paths.

CONTENTS

2
/6

TALENTED WORKERS VALUE CHOICE

Talented workers
value choice
The modern workplace is based on a stark
reality: talented people have the choice of
where and how to work. Accordingly, many
of them are seeking organizations that allow
them maximum freedom to decide how to
integrate their personal and professional lives.
Below are eight building blocks on which
the Work-Life Design mindset is based.
Integration: Work-Life Design revolves
around the belief that work and life are
not separate. Instead, workers are looking
to integrate their professional and
personal priorities and ensure that these
become complementary.
Variety: Work-Life Design is not just about
employers offering a particular perk, such
as remote work opportunities or more
time off. The movement encompasses a
variety of elements, or features, that vary
in significance to workers across industries,
geographies, generations, and genders.
Environment: Work-Life Design extends
beyond simply granting employees greater
benefits. The movement is about improving
the workplace environment and creating a

The Work-Life Design

building blocks

culture that embraces healthy collaboration,

and personal and professional growth.
Interdependence: Work-Life Design
recognizes the interdependence of
employees and employers, allowing
workers to carve their own professional
and personal paths.
Engagement: Workers who are the most
loyal and committed rate their respective
employers highest on Work-Life Design
factors. Those organizations that promote
and support Work-Life Design are better
positioned to keep workers engaged
and motivated.

INTEGRATION

VARIETY

ENVIRONMENT

INTERDEPENDENCE

ENGAGEMENT

RESILIENCE

EMPOWERMENT

Empowerment: Work-Life Design creates

conditions that benefit all workers, but
the most skilled individuals are especially
primed to benefit, particularly in fields
where good talent is in short supply.
Resilience: Work-Life Design lets workers
control their career development, allowing
them to survive challenging periods such
as economic downturns.

CONTENTS

Work-life balance means that workers

can work around life. Free agency offers
the best possibility to do that while
exercising a particular skill set or craft.
And the best opportunity to choose
with whom you are going to work and
where you are going to work.
Kelly Services CEO Carl Camden

CONTENTS

3
/8

INTEGRATING WORK AND LIFE HAS BECOME VITAL

What makes an organization an attractive employer or would drive

your decision to accept one job over another? (Select all that apply.)

ASIA-PACIFIC REGION

Integrating work and

life has become vital
Kellys global workforce research shows that
work-life balance is now firmly entrenched
as a leading expectation among job seekers.
Globally, 69% of workers rate work-life
balance as a key attribute of an attractive
employer, and one that drives the decision
to accept a particular job. This is second
only to salary, benefits, and other financial
incentives (89%), and on par with
opportunities for advancement.

Top five traits of

attractive employers

Work-life balance is highly valued in the

Asia-Pacific region, where 77% of workers
cite it as an important consideration in
deciding where to work. In Europe, 65% of
workers rate work-life balance as an important
consideration. While this is lower than the
global average, the result is significantly higher
for many individual European countries.

86%

Salary, benefits, and other

financial incentives

77%

Work-life balance

67%

Training and development programs

65%

Flexible work arrangements

65%

Opportunities for advancement

EUROPE

86%

Salary, benefits, and other

financial incentives

65%

Work-life balance

64%

Opportunities for advancement

59%

Training and development programs

58%

Opportunity to work with

knowledgeable colleagues

CONTENTS

3
/9

INTEGRATING WORK AND LIFE HAS BECOME VITAL

Work-life balance as an attractive

employer trait, by country
88%

Thailand
85%

Poland

84%

Indonesia

82%

Malaysia

Integrating work and life has become vital (continued)

79%

India

77%

Singapore

75%

Hong Kong

TRAITS OF ATTRACTIVE EMPLOYERS (GLOBAL): What makes an organization an attractive

employer or would drive your decision to accept one job over another? (Select all that apply.)

75%

Portugal

75%

United Kingdom

74%

Australia

89%

69%

69%

66%

Salary, benefits,
and other financial
incentives

Work-life balance

Opportunities for
advancement

Training and
development
programs

74%

New Zealand
70%

Denmark

70%

Hungary
67%

Germany

67%

Ireland

57%

55%

45%

44%

Opportunity to
work with
knowledgeable
colleagues

Flexible work
arrangements

Opportunity to
innovate or work on
innovative projects
and initiatives

Leadership
development

67%

Switzerland

65%

France

64%

Italy
60%

Norway

58%

Russia
50%

43%

41%

40%

40%

Communication or
feedback received
during the
application
process

Corporate
reputation

Environmentally
friendly work
practices

Exposure to latest
technologies and
top-notch
equipment

90%

Asia-Pacific region
Europe

CONTENTS

/10 WORK-LIFE DESIGN: THE PERFECT BALANCE

Work-Life Design:
the perfect balance
What does work-life balance mean today? In
an intriguing finding of Kellys global workforce
research, it seems that while many people
value workplace flexibility (particularly the
ability to tailor their work hours or geographic
location), they are taking a determinedly
holistic approach to their wellness and
development both inside and outside the
organization. They also expect their employers
to follow suit.

Elements of
Work-Life Design

The upshot is that talented individuals are

looking to design their ideal balance with
respect to at least five different aspects of
the workplace:
Flexible hours
Work governance
Personal realization and empowerment
Workplace culture
Lifestyle benefits and amenities

FLEXIBLE
HOURS

LIFESTYLE
BENEFITS &
AMENITIES

WORK
GOVERNANCE

PERSONAL
REALIZATION &
EMPOWERMENT

WORKPLACE
CULTURE

CONTENTS

/11 FLEXIBLE HOURS

Flexible work arrangements

positively impacting work-life
balance, by country
83%

Denmark
75%

Germany

74%

Malaysia

74%

Switzerland

Flexible hours
Desire for more flexible working arrangements
is a major part of the Work-Life Design mindset.
Globally, 63% of workers say they see flexible
work arrangements, such as non-traditional
schedules or the ability to telecommute, as
positively impacting work-life balance.

72%

Hungary

72%

Thailand

Some 49% see paid time off such as holidays

and sick days as critical to work-life balance,
while 11% consider the opportunity to
purchase additional vacation time from their
employer critical. The desire for flexible work
arrangements is particularly high in the
Asia-Pacific region.

71%

Australia

70%

Norway

70%

Singapore

69%

India

69%

Indonesia

69%

Ireland

69%

Poland

68%

New Zealand

FLEXIBLE HOURS
Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.

66%

Belgium

64%

Russia

63%

United Kingdom
Flexible work
arrangements

Paid time off

Opportunity
to purchase
additional
vacation time

62%

Italy

61%

Hong Kong

60%

France
54%

Portugal
Global / 63%

Global / 49%

Global / 11%

Europe / 63%

Europe / 43%

Europe / 16%

Asia-Pacific / 70%
region

Asia-Pacific / 33%
region

Asia-Pacific / 12%
region

40%

90%

Asia-Pacific region
Europe

CONTENTS

/12 WORK GOVERNANCE

Limitations on working outside typical

business hours positively impacting
work-life balance, by country
60%

Hong Kong
53%

Poland

52%

Thailand

51%

Singapore

Work governance
Many workers increasingly expect strong
organizational policies that prevent work from
invading personal time.

of 17% see greater restrictions on workplace

email communication during these periods
as important, while 23% say employers
encouraging their staff to use all allotted
vacation time is critical.

Globally, 37% of workers say their employer

imposing greater limitations on working
outside typical business hours, such as at
weekends, late at night, and during vacation
time is critical to work-life balance. A total

The desire for tighter restrictions on

working hours is particularly strong in the
Asia-Pacific region.

49%

France

49%

Malaysia

48%

Germany

47%

New Zealand

45%

Australia

45%

Belgium

45%

Denmark

45%

India

45%

United Kingdom

43%

Ireland

41%

Hungary

WORK GOVERNANCE PROTECTIONS

Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.

40%

Portugal

39%

Indonesia

39%

Luxembourg

Limitations on
working
outside typical
business hours

Limitations on
workplace email
communications

Encouragement
from employer
to use all
vacation time

32%

Netherlands

32%

Norway

31%

Switzerland

30%

Italy

29%

Russia
Global / 37%

Global / 17%

Global / 23%

Europe / 38%

Europe / 18%

Europe / 19%

Asia-Pacific / 47%
region

Asia-Pacific / 24%
region

Asia-Pacific / 32%
region

20%

70%

Asia-Pacific region
Europe

CONTENTS

Opportunity to work on innovative

projects or initiatives during work
hours positively impacting work-life
balance, by country

/13 PERSONAL REALIZATION AND EMPOWERMENT

50%

Italy

49%

Belgium

Personal realization
and empowerment
Many workers would like greater support from
their employer to undertake fulfilling projects,
or pursue personal or altruistic interests.

during work hours is critical to work-life

balance. Some 25% believe opportunities
to volunteer or give back to the community
during work hours, or as part of companysponsored events are important. And 14% see
dedicated work sabbaticals as a critical factor.

Globally, 37% of workers say the opportunity

to work on innovative projects or initiatives

47%

India

46%

France

46%

Indonesia

46%

Ireland

45%

Portugal

44%

Luxembourg
40%

Switzerland

39%

Thailand

37%

Malaysia

37%

United Kingdom

35%

Australia

35%

Poland

PERSONAL REALIZATION AND EMPOWERMENT

Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.

33%

Germany

33%

Singapore

32%

Netherlands
Opportunity
to work on
innovative
projects or
initiatives
during work
hours

Opportunity
to volunteer
or give back to
the community
through the
company

Sabbaticals to
pursue personal
interests
outside work

32%

New Zealand

31%

Russia

30%

Hong Kong

28%

Hungary
Global / 37%

Global / 25%

Global / 14%

Europe / 39%

Europe / 12%

Europe / 20%

Asia-Pacific / 38%
region

Asia-Pacific / 23%
region

Asia-Pacific / 18%
region

27%

Norway

25%

Denmark
20%

60%

Asia-Pacific region
Europe

CONTENTS

/14 WORKPLACE CULTURE

Environmentally friendly work

practices as an attractive
employer trait, by country
60%

Malaysia
53%

Indonesia

51%

New Zealand

51%

Thailand

Workplace culture
For many workers, the existence of a
supportive workplace culture and one that
accords with their personal values is vital to
their ability to design the perfect balance.
Globally, 37% of workers say a fostered
environment of workplace friendships is critical
to work-life balance. The figure is even higher

in Europe (51%). In addition, an organizations

level of commitment to corporate social
responsibility, diversity and equal opportunity,
and environmentally friendly work practices is
important to many workers.

50%

Australia

50%

Luxembourg

47%

India

45%

Ireland

44%

United Kingdom

42%

Singapore

41%

Hong Kong

39%

Netherlands

38%

Belgium

36%

Portugal

WORKPLACE CULTURE
What makes an organization an attractive employer or would drive
your decision to accept one job over another? (Select all that apply.)

32%

Hungary

31%

Italy

30%

Germany

29%

Switzerland
Environmentally
friendly work
practices

Record on
diversity and
equal
opportunity

Corporate social
responsibility

28%

Denmark

26%

Norway
19%

France

19%

Poland
Global / 40%

Global / 38%

Global / 25%

Europe / 23%

Europe / 26%

Europe / 22%

Asia-Pacific / 49%
region

Asia-Pacific / 37%
region

Asia-Pacific / 29%
region

Russia

15%
10%

70%

Asia-Pacific region
Europe

CONTENTS

/15 LIFESTYLE BENEFITS AND AMENITIES

Employer wellness programs

positively impacting work-life
balance, by country
52%

Poland

50%

Indonesia

Lifestyle benefits
and amenities
Finally, the availability of workplace benefits
and amenities is another key component of
Work-Life Design.
Globally, 43% of workers say wellness
programs such as on-site fitness centers,
health club memberships, and stress-reduction
activities such as meditation are critical to
work-life balance.

50%

Malaysia

48%

Norway

47%

Thailand
43%

Germany

A total of 20% cite the importance of

cafeteria-style facilities, 18% childcare support
programs, and 13% caregiver support
programs. Support for workplace-sponsored
childcare and caregiver programs
is highest in Europe.

43%

Hungary

42%

Ireland

42%

Portugal

41%

India

41%

Singapore

40%

New Zealand

39%

Australia

39%

United Kingdom

38%

Belgium

LIFESTYLE BENEFITS AND AMENITIES

Consider how you would define work-life balance.
Select up to five top factors that you consider most critical.

38%

France

38%

Russia

37%

Switzerland
Employer
wellness
programs

Cafeteria-style
amenities and
benefits

Childcare
support
programs

Caregiver
support
programs

32%

Italy

31%

Hong Kong

29%

Denmark
20%

Global / 43%

Global / 20%

Global / 18%

Europe / 39%

Europe / 23%

Europe / 21%

Asia-Pacific / 42%
region

Asia-Pacific / 18%
region

Asia-Pacific / 18%
region

Global / 13%

60%

Asia-Pacific region
Europe

Europe / 24%
Asia-Pacific / 8%
region

CONTENTS

10

/16 TRADING IT OFF

Willingness to sacrifice higher pay

for more flexible work schedules
or arrangements, by country
55%

Thailand

53%

India

52%

Indonesia

50%

Malaysia

Trading it off
A key aspect of the Work-Life Design mindset
is a willingness to pass up opportunities or
promotions in return for other benefits.
Globally, a significant proportion of the
workforce is prepared to sacrifice higher
pay for more flexible work schedules or
arrangements (36%), the opportunity to
work remotely (30%), and reduced hours
or additional vacation time (24%). A
comparatively smaller 14% of workers are
prepared to sacrifice pay for less job or
management responsibilities.
Overall, workers in the Asia-Pacific region are
significantly more willing to give up higher pay
for individual Work-Life Design elements than
workers in Europe.

48%

Ireland
45%

Australia

Globally, a significant proportion of the

workforce is prepared to sacrifice career
advancement for more flexible work
schedules or arrangements (30%), the
opportunity to work remotely (26%), reduced
hours (22%), and less job or management
responsibilities (20%).
Workers in the Asia-Pacific region are
significantly more willing than workers
in Europe to sacrifice career advancement
in return for individual Work-Life
Design elements.

45%

Hong Kong

45%

New Zealand

45%

Singapore

43%

Norway

42%

Denmark

41%

Switzerland

40%

Italy

39%

United Kingdom

37%

Hungary

35%

Germany

34%

Poland

34%

Portugal
30%

Russia

27%

France
20%

60%

Asia-Pacific region
Europe

CONTENTS

10

/17 TRADING IT OFF

Trading it off (continued)

Would be willing to
give up higher pay for:
Asia-Pacific
region (%)

Europe (%)

More flexible
work schedules or
arrangements

48

32

Additional
vacation
time

33

Opportunity
to work
remotely
Sabbatical or dedicated time
off to pursue
personal interests
Reduced
hours

Less job or
management
responsibilities
None of
the above

Would be willing to
give up career advancement for:
Global (%)

Asia-Pacific
region (%)

Europe (%)

Global (%)

36

36

28

30

21

24

28

18

21

35

28

30

31

25

26

29

19

20

31

19

21

35

25

24

29

20

22

24

11

14

29

18

20

31

41

43

37

48

49

CONTENTS

When looking at their career goals,

todays millennials are just as interested
in how a business develops its people
and its contribution to societyas they
are in its products and profits.
former Deloitte Global CEO Barry Salzberg

CONTENTS

11
/19 MILLENNIALS

What Millennials value

When considering total compensation from an employer, beyond
salary and healthcare benefits, what is most important to you?

Vacation and other paid time off

Flexible work arrangements
Wellness programs

Millennials

Childcare support programs

Caregiver support programs

The Work-Life Design mindset is particularly

strong among important demographic groups
such as Millennials (workers born from the
1980s onwards), many of whom are being
offered greater professional responsibilities
at the same time as they become parents.
Millennials are set to comprise about 40% of
the workforce in developed countries by
2020, surpassing Gen X as the single largest
cohort. As their expectations change, so
must the workplace. Millennials are more
likely than the general workforce to consider
vacation, paid time off, wellness programs,
and childcare and caregiver support programs

to be important elements of their employment

package. In the Asia-Pacific region, Millennials
are particularly interested in flexible work
arrangements. Millennials in Europe place
additional value on childcare and caregiver
support programs. Millennials in the AsiaPacific region are significantly more willing
than their counterparts in Europe, or the
global workforce, to sacrifice higher pay for
more flexible work schedules or arrangements,
the opportunity to work remotely, or additional
vacation time. Only 30% would not consider
sacrificing any pay, much lower than the global
average of 43%.

Asia-Pacific region (Millennials)

Europe (Millennials)

MILLENNIALS
Would be willing to give up higher pay for:

50%
40%

48%
31%

30%

33%

37%
27%

21%

42%
31%
20%

20%

36%
25%

25%

30%

Europe
Global
(all workers)

11%

10%
0%

More
flexible work
schedules or
arrangements

Additional
vacation time

Opportunity
to work
remotely

Sabbatical/
dedicated time
off to pursue
personal
interests

Reduced
hours

Less job or
management
responsibilities

Asia-Pacific
region

Asia-Pacific
region
(Millennials)

Europe
(Millennials)

Global
(all workers)

Vacation and other paid time off

63%

68%

63%

Flexible work arrangements

71%

55%

62%

Wellness programs

52%

53%

46%

Childcare support programs

27%

30%

21%

Caregiver support programs

17%

36%

18%

None of
the above

CONTENTS

12
/20 GENDER

Most important work-life

balance areas, by gender
ASIA-PACIFIC REGION
Work-life
balance
areas more
important
to women

69% 74%

Flexible work arrangements

41%

44%

Wellness programs

Gender
The move towards Work-Life Design is no
longer a gender issue. Both men and women
are driving it.
This is at odds with the conventional
wisdom that benefits such as flexible work
arrangements, wellness programs, and
childcare and caregiver support programs are
primarily valued by female staff as they seek to
balance work and family duties.

39%

30%
Paid time off
32%

Employers should heed strong support

among women for various Work-Life Design
elements, particularly as the female workforce
participation rate increases. At the same time,
Work-Life Design is valued by all talent, and
the gender differences in support of individual
elements are often small.
In some cases, gender stereotypes are even
being confounded. For example, more men
than women are looking to their employer
for a fostered environment of friendships in
the workplace.

Work-life
balance
areas more
important
to men

44%

Innovative projects during work hours

26%

36%

Encouragement from employer to use all vacation time

33%

34%

Fostered environment of friendships in the workplace

EUROPE
Work-life
balance
areas more
important
to women

40% 46%
Paid time off
43%

33%

Limitations on working outside typical business hours

39%

40%

Wellness programs
50%
Work-life
balance
areas more
important
to men

54%

Fostered environment of friendships in the workplace

34%

45%

Innovative projects during work hours

22%

28%

Caregiver support
0%

80%

CONTENTS

13

/21 PROFESSIONAL AND TECHNICAL TALENT

What Work-Life Design elements

would you give up higher pay for?
ASIA-PACIFIC REGION

Science
workers

Professional and
technical talent
Highly skilled workers in professional and
technical fields especially value Work-Life
Design benefits and seek these options
from employers.
Globally, about 40% of workers in information
technology (IT), science, and engineering
fields are prepared to give up higher pay for
more flexible work arrangements, compared to
36% of the overall workforce. This willingness

is about 10 percentage points higher among

IT, science, and engineering workers in the
Asia-Pacific region. IT and financial services
workers are significantly more willing to
sacrifice pay to work remotely than the
overall workforce. Finally, IT, engineering, and
financial services workers are all significantly
more interested in employer-sponsored
wellness programs than the overall workforce.

Flexible
work
arrangements

50%
35%
40%

Additional
vacation
time

36%
25%
28%

Opportunity
to work
remotely

Information
technology
workers
52%
34%
41%

EUROPE

Engineering
workers

Financial
services

Information
technology

39%
21%
25%

43%
38%
41%

36%
30%
33%

36%
27%
27%

A reduced
schedule

Science

Global / 49%

Global / 52%

Global / 50%

Global / 42%

Europe / 36%

Europe / 51%

Europe / 48%

Europe / 41%

Asia-Pacific / 49%
region

Asia-Pacific / 51%
region

Asia-Pacific / 52%
region

Asia-Pacific / 38%
region

Financial
services
workers

51%
32%
38%

IMPORTANCE OF WELLNESS PROGRAMS

When considering total compensation from an employer, beyond salary and healthcare benefits,
what is most important to you? (Percentage who chose wellness programs.)

Engineering

GLOBAL

CONTENTS

FACEBOOK PIONEERS FAMILY LEAVE

FOR BOTH MOTHERS AND FATHERS:

The more that the men can take leave,

the more of a social norm it is.
Facebook VP of Human Resources Lori Goler

CONTENTS

14

/23 SUGGESTIONS FOR EMPLOYERS

Suggestions for employers

Employers should differentiate from the pack by helping their workers thrive
personally and professionally in this era of continuous change and high
expectations. While an organizations clients may expect service around the
clock, it doesnt mean that everyone on the team should feel the pressure to
work non-stop. Employers should let talent know they respect their right to
lead happy, healthy, and balanced lives, while also providing them with the
tools to thrive and grow professionally.
1. Make flexibility the norm

2. Encourage downtime

3. Ensure that work is meaningful

Flexible work arrangements are at the heart

of Work-Life Design. Employees increasingly
expect their employers to trust them to
tailor their own schedules, and give them
the freedom to work from home at least
occasionally. And the availability of these and
other arrangements, such as paid and unpaid
leave, can help determine where talented
people choose to work. To facilitate this
flexibility, employers should be more open
to employees accessing technology and files
outside the workplace. This might include
greater use of teleconferencing and personal
laptops, tablets, and smartphones, as well
as cloud-based applications such as Gmail,
Google Docs, Dropbox, and Office 365.

Even as workers desire greater flexibility,

they are wary of burnout from work creeping
into personal time such as weekends and
vacations. Employers can strike a balance
by allowing greater use of technology and
virtual collaboration tools while restricting
the performance of work outside designated
business hours. Encouraging talented workers
to take the time off that theyve earned is a
no-brainer, while instituting restrictions on
email accessibility is a major differentiator
between organizations. Few workers are
accustomed to having their personal
sphere protected.

Many workers seek meaningful work

experiences that allow them to make a
positive difference to society. They yearn for
a purpose, as well as a paycheck. To cater for
this demand, employers should offer more
opportunities to work on socially oriented
projects. They could seek out partnerships with
charities and other non-profit organizations, or
look to sponsor worthwhile community causes.
They could also encourage workers to devote
a portion of their working week to volunteer
activities. Finally, offering more sabbatical time
could encourage talent to explore outside
interests without feeling the need to sever ties
with their company.

CONTENTS

14

/24 SUGGESTIONS FOR EMPLOYERS

Suggestions for employers (continued)

4. Help keep skills current
Many workers are more concerned about their
skills becoming obsolete than they are about
potentially being laid off. They understand
that technology is changing the modern
workplace. They also expect employers to
invest in their professional development, and
help them to learn and grow on the job. In
return, employers should offer their teams
access to an array of courses, workshops, and
networking and improvement opportunities.
Fear of making talent more marketable
and susceptible to poaching from rival
organizations is no longer a valid reason to
hold back on training.

5. Create a culture and

brand to be proud of
Organizations should focus on building
their brand as a rewarding place to work.
Those that can walk the talk will not only
attract talent, but retain it. In todays opennetworked world, there are no secrets,
and potential talent can quickly gauge the
desirability of a potential employer. Fostering
a positive workplace culture could mean
offering comprehensive orientation activities
for new recruits, mentoring and befriending
programs, as well as regular talks that enable
retirees and other company alumni to impart
their wisdom. In addition, supporting ethical
and environmentally friendly practices, and
supporting diversity through the promotion
of more women, members of minory groups,
and young people into senior positions, are
no longer optional extras, but central to an
employers reputation.

6. Provide lifestyle support options

Finally, organizations must be prepared to
support their workers and recognise the
full complexity of their lives. For example,
employers could offer subsidized daycare
facilities or programs that assist people to work
while caring for an elderly or sick relative. They
could establish a free gym and other sporting
facilities on premises for people to let off
steam, as well as yoga, meditation, or pilates
classes. While support services are targeted at
particular populations, the appeal of wellness
programs is universal yet both are proof that
an employer cares.

CONTENTS

15
/25 CONCLUSION

Conclusion
The Work-Life Design mindset is being embraced across all demographic
groups and sectors, with Millennials and professional and technical talent
leading the charge. And while this mindset is more advanced in Asia-Pacific
countries than Europe, the global trend is clear.
The most talented professionals on the
market increasingly want to dictate the terms
of their work. No longer driven primarily by
pay or promotion, they expect workplace
environments that support their development
as multidimensional human beings.
In this emerging workforce, work-life balance
is no longer an optional extra, but a basic
standard by which every organization is
judged. Yet Kellys global workforce research
also shows that the very concept of work-life
balance is becoming more sophisticated.
Workers now seek a wider mix of benefits

beyond flexible work hours and remote

access technologies.
The workplaces that are best positioned
to attract top talent in future might offer a
range of wellness programs, mentoring and
befriending initiatives, volunteer opportunities,
childcare and caregiver support, as well as
entitlements to sabbaticals and paid time off.
Savvy employers who can deliver this menu
of options to their staff are more likely to win
their loyalty. Quite simply, this is the reward for
allowing them to design the life that they want.

CONTENTS

About the Kelly Global Workforce Index

Kelly Services created the Kelly Global Workforce Index (KGWI) several years ago to
measure employee attitudes and opinions on current workplace issues. Kelly sampled
nearly 164,000 workers across 28 countries, and in a multitude of industries and occupations
for the 201516 KGWI survey. The survey was conducted online by RDA Group on behalf of
Kelly Services.

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 directhire 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 2015 was $5.5 billion. Visit kellyservices.com and connect with us
onFacebook,LinkedIn, &Twitter.

kellyservices.com
This information may not be published, broadcast, sold, or otherwise
distributed without prior written permission from the authorized party.
All trademarks are property of their respective owners.
An Equal Opportunity Employer. 2016 Kelly Services, Inc. 15-0971

EXIT