Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources
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Transcript of Natural Resources: How to Attract and Retain Talent - An Industry Perspective on Natural Resources
how to attract and retain talentan industry perspective on natural resources
kelly Global workforce index™
Manny borGes
Kelly Global Workforce Index™ 2
Our research about what attracts, motivates,
and retains workers across different industries
brought to light some striking differences.
Although there is a strong pattern of voluntary
attrition across all industries and regions, the
responses of some 170,000 employees, globally,
provide valuable insights for employers seeking
to retain and engage talent in these sectors.
This global industry perspective, taken from the
2012 Kelly Global Workforce Index findings, provides
flight risk and engagement indicators across key
industries. From there, we offer an even deeper
look into the responses from over 6,000 workers in
the Natural Resources sector, providing valuable,
candid insight into the contributing factors that
guide these workers and their career pursuits. These
workers reveal both the specific corporate attributes
that attract them to particular jobs, as well as issues
concerning job engagement and satisfaction.
The scope of this study also offers a glimpse
into employees’ practical reasoning for leaving
jobs and a guide to what employers can do
to help retain their best performers.
introduction
3Kelly Global Workforce Index™
all industries: workforce fliGht risk
≤
do you intend to look for a job with another organization within the next year? (% yes)
2009 2011 2012
50%
55%
60%
65%
70%
75%
2012
2011
2009
Life SciencesAll Industries
59%
69%
66%
Financial Services
60%
67%
66%
Information Technology
59%
65%
64%
58%
69%
67%
Natural Resources
60%
68%
64%
At any given time, a large section of the workforce
is in a state of flux. Globally, across all industries,
two-thirds of workers (66%) said that they intended
to look for a job with another organization within
the next year. Although more positive for employers
than 2011 (69%), this represents a significant
increase from the level in 2009 when 59% indicated
they planned to look for a job elsewhere.
Across the industries we investigated, workers
appear restless. While the IT and Natural
Resources industries show a slight advantage, we
found that the climate of today’s workforce has
eroded the retention of employees across the
board. The seemingly new norm has employees
continuously keeping a finger on the pulse of the
job market—waiting for the next, better opportunity.
Unless employers can offer meaningful work
and ongoing opportunities for growth, workers
today feel that it is in their best interest to keep
their careers in a perpetual state of motion.
Note: The above question was excluded from the 2010 KGWI survey.
4Kelly Global Workforce Index™
all industries: workforce enGaGeMent
≤
Across all industries, employee engagement rates
have fluctuated over the past few years, with the
strongest rates cited in 2010. Rates dipped lower
in 2011 in a possible response to the strengthening
economy; they have since rebounded in 2012.
Fluctuations aside, today’s engagement rates
might be viewed by some employers as a
positive sign—an indication that employees plan
to stay put. However, given the fact that two-
thirds (66%) of workers say they plan to look for
a new job next year, it seems contradictory that
nearly the same amount (63%) say that they feel
committed/engaged with their current employer.
At the surface, this doesn’t appear to add up.
By digging a little deeper, however, we hope to
shed some light on this paradox. Aside from salary/
benefits, our research uncovered lack of opportunities
for advancement and poor management rank highest
in terms of what factors are most likely to cause an
employee to leave an organization. Could it be that
although workers are engaged in their jobs, they see
little opportunities for advancement if they stay?
% of workforce that feels committed to current employer (% committed)
50%
55%
60%
65%
70%
75%
80%
201twelve
201eleven
200ten
Life SciencesFinancial ServicesAll Industries
70%
57%
63%
72%
59%
66%
Information Technology
70%
61%
67%
74%
61%
64%
Natural Resources
66%
60%
74%
2010 2011 2012
5Kelly Global Workforce Index™
trends over time
compared to all industries
trends over time
workforce engagement
Compared to 2009, more workers in the Natural Resources industry intend to look for a new job within the next year. Flight risk spiked in 2011 to 68% hinting at an increased “post recession” desire to look for greener employment pastures.
Although 64% of workers in the Natural Resources industry intend to look for a new job with another organization within the next year, their flight risk is comparable to workers (on average) across all industries.
The loyalty of the Natural Resources industry workforce has varied over the years, with 74% feeling committed/engaged in 2010. The percentages fell to 60% in 2011, but 2012 results are more positive.
63%66% 66%64% All industries: % of workers that feel committed or engaged with their current employer
All industries: % of workers who are likely to look for a new job next year
Natural Resources industry: % of workers that feel committed or engaged with their current employer
Natural Resources industry: % of workers who are likely to look for a new job next year
compared to all industriesTwo-thirds of the Natural Resources industry workforce currently feels committed or engaged with their current employer, more than the average of workers across all industries (63%).
2009: 60% 2012: 64%
workforce flight risk
natural resources industry suMMary
≤
2010: 74%
2012: 66%
6Kelly Global Workforce Index™
natural resources industry: candidate attraction and acquisition
≤
When considering applying for a job, the most
influential organizational attributes that attract
workers in the Natural Resources industry—
”corporate culture” and “strong market presence/
leadership”—are consistent with workers across
all industries.
However, workers in the Natural Resources industry
do differ from workers overall in that significantly
more say they are influenced by an organization’s
reputation for innovation (14% compared to 11%
respectively).
when considering applying for a job, what organizational attribute influences you the most?
0%
5%
10%
15%
20%
25%
30%
Natural Resources Industry
All Industries
OtherSocial media presence
Corporate social responsibility
Reputation for innovation
LongevityFinancial performance
Strong market presence/leadership
Corporate culture
All industries
Natural Resources industry
7Kelly Global Workforce Index™
natural resources industry: candidate attraction and acquisition
≤
which of the following factors would drive your decision to accept one job/position over another?
Not unlike other workers, in deciding between
prospective jobs, two top factors drive the
decision for Natural Resource industry workers:
“personal growth/advancement” (37%) and
“personal fulfillment/work-life balance” (37%).
Natural Resources
All Industries
0%
10%
20%
30%
40%
50%
OtherCorporate sovereignty/good will
Compensation/benefits (high risk/high reward)
Personal fulfillment(work/life balance)
Personal growth/advancement
All industries
Natural Resources industry
8Kelly Global Workforce Index™
natural resources industry: eMployee enGaGeMent
≤
The top factors that make workers in the Natural
Resources industry feel more committed/engaged:
1. More interesting and challenging work*
2. Higher salary and benefits
3. More meaningful responsibility
*Compared to workers (on average) across all
industries (29%), significantly more workers in the
Natural Resources industry (32%) indicate that
“more interesting and challenging work” would
make them feel more committed or “engaged.”
what one factor makes you feel more committed or “engaged” with your job?
0%
5%
10%
15%
20%
25%
30%
35%
Natural Resources Industry
All Industries
OtherOpportunity for telecommuting
(working from home or
remotely)
More support with health, fitness, and well-being
from employer
More flexible work arrangements
More or improved
training
A better balance between work and
personal life
More meaningful
responsibility
Higher salary and
benefits
More interesting
or challenging work
All industries
Natural Resources industry
9Kelly Global Workforce Index™
natural resources industry: eMployee enGaGeMent
≤
Across the board, the top three factors that
would be most likely to cause workers to leave
are “poor salary and benefits” (21%), “lack of
opportunities for advancement” (21%), and “poor
management” (20%). These top three factors
hold true for workers in the Natural Resources
industry as well, but for these workers, “lack of
opportunities for advancement” was cited as the
top reason (23%), followed by “poor management”
(20%), and “poor salary and benefits” (19%).
what factor would be most likely to cause you to leave your organization?
Natural Resources Industry
All Industries
OtherConcern with
corporate reputation
Lack of flexible work
arrangements
Poor communication
StressPoor staff morale
Inadequate work/life balance
Poor salary/benefits
Poor management
Lack of opportunities
for advancement
0%
5%
10%
15%
20%
25%
All industries
Natural Resources industry
10Kelly Global Workforce Index™
candidate attraction/acquisition
• Whenchoosingbetweentwojobs,weknowthat
workers in the Natural Resources industry (and
workers across the board for that matter) primarily
use two determining factors: “personal growth/
advancement” and “personal fulfillment/work-life
balance.” To help secure that top candidate during
the hiring process, ensure your recruiters and
hiring managers are prepared to share real stories
of career advancement within your organization.
Maybe you have a long-term employee who
started out in the facilities department years ago
and eventually advanced to the executive suite,
or maybe you have a story of a young, high-
performing engineer who preferred to work on a
variety of projects instead of climbing the corporate
ladder. Know these stories. Share them. These
must be conveyed to prospective job candidates
to help them envision themselves growing and
progressing within your organization (rather than
your competitors’ organizations).
• Whenitcomestoapplyingforajob,workersinthe
Natural Resources industry are clearly influenced
by an organization’s “corporate culture” and
“strong market presence/leadership.” Beyond
that, significantly more workers in this industry
(compared to the average of workers across all
industries) are influenced by a firm’s “reputation
for innovation.” Employers in this industry would
be wise to train and teach their recruiters about
all of the organization’s new products, discoveries,
and innovations so they, in turn, can enlighten new
candidates.
natural resources industry
≤
eMployer recoMMendations
employee retention
• Professionaldevelopmentisgoaldriven,and,
therefore, it is most successful when the employee
has a say in his/her growth plan. It is essential that
employees have a dedicated time to voice their
professional development goals. Encourage top
performers to reach out to their internal network
to assess their “personal brand.” What talents/
skills do others in the organization believe they
possess? Tap into those talents and skills. Work
with employees to identify skill gaps, and help
them fill those gaps by giving employees new
opportunities to flex new “skill” muscles.
• WorkersintheNaturalResourcesindustrysaythat
“lack of opportunities for advancement” is the top
factor that would most likely cause them to leave
their organization. Helping your top performers
reach their professional goals is essential for
retaining them. The best employees are motivated
to advance and may pursue something new if
they see limited growth potential in their current
position. If a promotion is not an immediate
option, managers should consider taking other
proactive measures to hold onto the best talent.
• Besuretoshareinternalpromotionstatistics.
Most employees are more eager to succeed in
an organization if feel they have a real possibility
ofbeingpromoted.Promotingfromwithin,and
sharing the stories behind the numbers, helps your
employees realize how committed your firm is to
developing current employees into new leaders.
• Beclearaboutwhatemployeesneedtodoto
advance. What are the stepping stones of skills and
responsibilities that lead an employee to viable
candidacy for promotion? Share that information
with the top performers in your organization,
and ensure that they are given opportunities
to master these key skills while they prepare
for the next step within your organization.
Kelly Global Workforce Index™ 11
One thing is clear: not all employees are the
same. For some, like workers in the Natural
Resources sector, a reputation for innovation, a
challenging work environment, and advancement
opportunities are key. For others, it’s more
about measurable, financial outcomes—sharing
in the benefits of what they help create.
There is no doubt that different industries have
different workforces; those workforces have unique
attitudes and motivators that attract them to
certain organizations, keep them engaged in their
work, and, ultimately, keep them loyal to their
respective organizations. Learning what these
factors are and understanding ways to influence
them may give employers in the Natural Resources
sector the crucial competitive edge they need to
win and retain the critical talent they seek in their
constantly evolving, ever-competitive industry.
conclusion
12Kelly Global Workforce Index™ exit
kellyservices.com
about kelly services®
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 560,000 employees annually. Revenue in 2012 was $5.5 billion.
Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.
Download TheTalentProject,afreeiPadappbyKellyServices.
about the kelly Global workforce index
The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace.
Morethan168,000peopleacrosstheAmericas,EMEA,andAPACregionsrespondedtothe2012survey.
This survey was conducted online by RDA Group on behalf of Kelly Services®.
iPadisaregisteredtrademarkofAppleInc.An Equal Opportunity Employer © 2013 Kelly Services, Inc.
about the author
MANNY BORGES serves as senior Americas sales director in the Natural Resources vertical
at Kelly®. He brings both talent supply chain experience and a vast knowledge of the
chemical industry. He has worked at Dow Chemical for the past 20 years in a variety of
leadership roles—most recently as a strategic sourcing director and a global category leader.
Manny earned an MBA in international business from Northwood University and a Bachelor
ofSciencedegreeinchemicalengineeringfromMackenzieUniversityinSãoPaulo,Brazil.
He has extensive international experience and speaks multiple languages, including English,
Spanish,andPortuguese.