The economic situation growth in the world from 2014-2015 and a foresee till 2017 for the most important economic country mad by Kelly Services

1. SECOND QUARTER | 2015

2. CONTENTS
3 Global Economic Situation
6 Global Labour Market Update
• Americas
• EMEA
• APAC
• Global Labour Market Spotlight
• Legislative Update
12 Workforce Solutions Industry Insight
• The Ideal Workplace
• Freelance Management Systems
• Next-Generation RPO
• The Talent Project

3. SECOND QUARTER | 2015

4. GLOBAL ECONOMIC OUTLOOK
Softer first quarter growth in key countries, including the U.S. and China, and recessions in Russia and South America are moderating
the outlook for the global economy in 2015. Global growth is expected to remain essentially flat from its 2014 level, with a gradual
acceleration predicted in the following years.
Source: IHS Global Insight (April 2015)4
AMERICAS
While the outlook for North American markets is
modestly healthy in 2015, recessionary conditions
are projected for large South American economies
including Brazil, Argentina, and Venezuela.
EMEA
Growth will be supported by the Eurozone
recovery and ongoing strength in the UK/Ireland,
but lower oil prices along with military and
political turmoil are causing significant economic
challenges in Russia and the Middle East.
APAC
China’s decelerating growth is being offset by an
economic revival in India, keeping regional
performance high. Growth in other key APAC
economies, including Japan and Australia, is
expected to be somewhat subdued but still
healthy.
2.8% 2.8%
3.3%
3.5%
2.1% 2.2%
2.5%
2.7%
1.7% 1.6%
2.4%
2.7%
4.8% 4.8%
5.1% 5.1%
0%
1%
2%
3%
4%
5%
6%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
REAL GDP GROWTH BY REGION, 2014-2017(p)
World Americas EMEA Asia-Pacific

5. ECONOMIC BRIEFINGS
Growth prospects across markets are highly divergent, particularly among emerging markets. Robust expansion has pushed India
past China in growth, while Brazil and Russia have fallen into recession. The developed economies show a more graduated growth
pattern, led by the U.S. and the U.K., with most Eurozone markets in a gradual recovery.
-6%-5%-4%-3%-2%-1% 0% 1% 2% 3% 4% 5% 6% 7% 8% 9%10%
Russia
Brazil
Italy
Japan
France
Canada
Germany
Australia
U.K.
U.S.
China
India
REAL GDP GROWTH RATES, SELECTED MARKETS
Ranked by 2015(p) growth
2014(e)
2015(p)
2016(p)
5
Global GDP Growth
2015(p): 2.8%
Sources: IHS Global Insight (April 2015)
EMERGING MARKETS
 The economy in INDIA continues to steadily improve, driven by ongoing policy
reforms, lower commodity prices and business and infrastructure investments.
 CHINA’s GDP growth is forecast to decelerate to 6.5% in 2015, in response to
overloads in areas including the housing market, industrial capacity and debt.
 BRAZIL faces a recession in 2015, with business and consumer sentiment at record
lows; the Petrobras corruption scandal has also had major negative repercussions.
 The RUSSIAN economy will see a steep decline in 2015, with GDP contraction of
-5%, driven by falling oil prices, sanctions and capital flight.
DEVELOPED ECONOMIES
 The U.S. economy had a slow start to 2015, but data (particularly in consumer
spending and housing) points to a recovery in the last three quarters of the year.
 The outlook for the U.K. is similarly healthy, as economic fundamentals remain
positive and wage growth is supporting consumer spending and confidence levels.
 Economies in CANADA and AUSTRALIA will need to adjust to changes in the
natural resources sector, causing growth to moderate somewhat in 2015.
 EUROZONE economic activity is slowly gaining momentum, aided by stimulus
measures and a depreciating euro; however, the risk of a Greek exit is rising.
 JAPAN is also expected to rebound in 2015, led by an improvement in exports,
rising consumer activity, a weaker yen and monetary stimulus.

6. SECOND QUARTER | 2015

7. GLOBAL LABOUR MARKET UPDATE: AMERICAS
Labour market developments across the region reflect the markets’ varied economic climates, with a positive outlook for North
America and more challenging conditions in the larger South American countries.
Sources: IHS Global Insight (April 2015); Reuters, 04.23.15; Dow Jones, 04.27.15
7
UNITED STATES
After a relatively slow start to 2015, the pace of hiring is expected to pick up
over the rest of the year—but employment gains may not match the robust
260,000 new jobs per month trend seen in 2014.
BRAZIL
The Brazilian labour market snapped a three-month string of employment
declines in March 2015, but manufacturers, retailers and construction firms
continued to shed jobs. Unemployment is expected to rise to 5.5% in 2015.
CANADA
Canada’s employment picture remains relatively stable, with somewhat
surprisingly healthy job creation and level unemployment. One concern is the
growth of part-time employment at the expense of full-time positions.
MEXICO
The unemployment rate fell significantly in March, reflecting a positive
economic climate. Further large declines in unemployment are unlikely in the
near term, however, as more people are expected to join the labour force.
6.2%
5.5%
5.2% 5.2%
4.8% 5.5%
5.4% 5.4%
6.9% 7.0%
6.8%
6.6%
4.8% 4.8%
4.5%
4.3%
3%
4%
5%
6%
7%
8%
9%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
U.S. Brazil Canada Mexico

8. GLOBAL LABOUR MARKET UPDATE: EMEA
Although the Eurozone economy is gradually recovering, labour market improvements have been slower to develop. The region does
have some standout labour market performers, including the U.K. and Germany.
Sources: IHS Global Insight (April 2015); EIU, 04.23.15
8
FRANCE
Despite an improving economy, France’s employment situation remains
precarious. Unemployment will remain high and job creation will be limited
due to the slow recovery, rigid labour market conditions and high labour
costs.
GERMANY
The labour market showed significant signs of improvement in the first part
of 2015, with healthy employment gains and a falling jobless rate. The
positive momentum is expected to continue as the economy remains strong.
RUSSIA
Unemployment began to rise in the first quarter of 2015 as the economy
contracted. Although the jobless rate is expected to continue to climb, many
companies may prefer to institute wage cuts over job cuts if possible.
UNITED KINGDOM
Employment growth accelerated in the first part of 2015 and the jobless rate
continued on its steady downward trend. Healthy economic activity is
expected to keep the demand for labour robust, driving skills shortages.
10.2% 10.2% 9.9%
9.6%
6.7%
6.3%
6.1% 5.9%
5.2%
6.6% 6.7%
5.8%
6.2%
5.4%
5.0% 4.9%
3%
4%
5%
6%
7%
8%
9%
10%
11%
12%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
France Germany Russia U.K.

9. GLOBAL LABOUR MARKET UPDATE: APAC
The outlook across APAC labour markets is largely positive, with steady job creation and relatively low unemployment expected to
persist. Skills shortages are increasing along with the ongoing and rising demand for higher skilled workers.
Sources: IHS Global Insight (April 2015); EIU, 04.17.15; Reuters, 04.24.15
9
AUSTRALIA
The Australian economy added more than 75,000 jobs in February and
March combined and the unemployment rate fell to 6.1%. These gains,
however, may not be sustained as labour market conditions remain volatile.
CHINA
Despite a slowing economy, employment remained relatively steady in Q1
2015. Still, the labour ministry said that the pace of urban job creation is
slowing and it aims to implement policies that will help spur employment.
INDIA
Competition for higher-level talent—particularly technology professionals—
continues to increase. As a result, recruitment and retention strategies that
target professional workers are becoming much more important.
JAPAN
Job cuts are decreasing and hiring trends are healthy, driving up job
availability rates. Employment demand will keep the unemployment rate
low, as well as fuel shortages of high-skilled labour.
6.1%
6.4%
6.1%
5.6%
4.1% 4.2% 4.3% 4.2%
8.8%
8.4%
7.8%
7.4%
3.6% 3.6% 3.5% 3.9%
3%
4%
5%
6%
7%
8%
9%
10%
2014 (e) 2015 (p) 2016 (p) 2017 (p)
AVERAGE ANNUAL UNEMPLOYMENT RATE
Australia China India Japan

10. LABOUR MARKET SPOTLIGHT: GLOBAL SKILLS SHIFTS
Source: World Employment and Social Outlook 2015, ILO
10
CHANGING DYNAMICS OF GLOBAL TALENT
Higher-skilled jobs continue to capture a larger share of the
global labour mix, according to the ILO. High-skill occupations
now comprise more than 18% of current global employment—
a share that is predicted to rise. The share of high-skilled
occupations varies widely across geographies, from less than
10% of employment in Sub-Saharan Africa to around 15% in
Asia and almost 40% in developed economies.
Medium-skilled jobs, on the other hand, have remained stable
globally since the turn of the millennium. Underlying trends,
however, reveal a geographic shift in medium-skilled jobs,
away from developed economies toward markets in Asia and
Africa as they work to move up the value chain.
Some experts suggest the loss of mid-skilled jobs in advanced
economies is contributing to rising income inequality, as
employment opportunities shift both up and down the scale.
18%
37%
45%
GLO BAL S KILLS MIX
High Medium Low
-6
-4
-2
0
2
4
6
High Medium Low
GLOBAL SKILL S SHIFT
p p t . ∆ i n e m p l o y m e n t s h a r e
( 2 0 0 0 - 2 0 1 9 p )
-6
-4
-2
0
2
4
6
Global Developed
Economies/
EU
East Asia South Asia North Africa
MEDIUM - L EV EL SKILLS EMPLOYM EN T CHANGE
p p t . ∆ i n e m p l o y m e n t ( 2 0 0 0 - 2 0 1 3 )
• High-Skilled=Non-routine, cognitive occupations
• Medium-Skilled=Routine occupations
• Low-Skilled=Non-routine, manual occupations
98
100
102
104
106
108
I N C O M E I N E Q U A L I T Y I N
D E V E L O P E D E C O N O M I E S
a v e r a g e G i n i c o e f f i c i e n t , G 7
• Index: 2000=100
• Gini Coefficient: the most commonly used measure of income inequality;
higher score signifies greater inequality among a country’s population

11. GLOBAL LEGISLATIVE UPDATE
Several markets have seen new regulations that seek to more clearly define the use of temporary workers; those in Slovakia, Poland and
South Africa place limits on the length of temporary work contracts. In Australia, Mexico and Puerto Rico, recent court rulings help clarify
those countries’ laws surrounding discrimination and sexual harassment.
Sources: SIA ROW and EU Legs and Regs Advisors, January 2015; SIA Daily News, 02.23.15, 04.02.15; IHS Global Insight 04.30.15; globalemploymentlaw.com
11
PUERTO RICO
The Puerto Rico Supreme Court
ruled that employers may adopt
their own regulations that go
beyond the requirements of the
national law that prohibits sexual
harassment in the workplace.
SLOVAKIA
Amendments to the labour code that affect
temporary employment took effect in March
2015. Among the provisions are equal pay for
temporary workers, changes to the rules about
paying travel expenses for temporary work, a
ban on temporary assignments for hazardous
work and a 24-month cap on assignments.
SOUTH AFRICA
New provisions that clarify the meaning of
temporary work took effect in January 2015.
Under the new rules, temporary work should not
exceed three months; and may be used either as a
substitute for an employee who is temporarily
absent or to perform work that is determined to
be a temporary service by a collective agreement.
POLAND
The government approved a 36-month cap on
temporary employment contracts. This limit
applies to all work completed by a temporary
worker for a single employer, even if there are
gaps in the employment. After 36 months the
contract will automatically become indefinite.
ITALY
The cabinet approved certain key labour market
reforms that: ease firing restrictions for large private
sector firms; introduce a new type of permanent
contract that aims to reduce the use of temporary
contracts; and extend unemployment benefits for
temporary workers.
BRAZIL
The lower house of Congress approved a bill that would
allow companies to use contract workers for most of
their business functions (rather than just ancillary
activities currently). The controversial bill, which is
strongly opposed by labour unions and the leftist ruling
party, will now go to the Senate for approval.
MEXICO
The Supreme Court has ruled that
employers cannot discriminate in recruiting
staff on the basis of gender, age or
disability. The consequences of violation
include fines, compensatory damages and
even criminal penalties.
AUSTRALIA
A recent court ruling
reaffirmed that requesting
personal data—such as age or
gender—from job applicants
may breach the country’s
discrimination law.

12. SECOND QUARTER | 2015

13. THE IDEAL WORKPLACE
Employees across the globe are looking for a variety of non-traditional, collaborative and technology-based approaches as they
think about the optimal setting in which to work. The Kelly Global Workforce Index shows that organizations that integrate
these features into their work environments may have greater success in attracting and retaining the best talent.
13 Source: Kelly Global Workforce Index 2014
UNDERSTANDING EMPLOYEES’ PREFERENCES
Workers across the globe were asked to identify what their ideal work
environment would look like as part of the 2014 Kelly Global Workforce
Index. Employees said that they most prefer a workplace that offers
collaboration and cross-functional teams (57%), followed by flexible work
arrangements (54%). Other top features include being able to use cutting-
edge technology, a creative/innovative culture, and virtual teams.
Among generations, older workers are less likely to prefer collaborative
environments, but slightly more likely to want flexible work styles.
Differences appear among regions as well, with those in EMEA less
interested in both flexible work and virtual teams. Workers in STEM
occupations show a greater preference for a culture of innovation and the
ability to work with high-level equipment compared to the average
professional/technical worker. 37%
39%
44%
54%
57%
Virtual teams
Culture of innovation and creativity
Exposure to the latest
technologies/top-notch equipment
Flexible work arrangements
Highly collaborative environment
(cross-functional teams)
T O P F E A T U R E S O F I D E A L W O R K
E N V I R O N M E N T
40%
53%
58% 58%57% 58% 56%
51%
Silent
Generation
Baby
Boomers
Gen X Gen Y
Highly collaborative environment
Flexible work arrangements
DIFFER EN C ES BY GENERA TI ON
58%
43%
60%
38%
32%
47%
Americas EMEA APAC
Flexible work arrangements
Virtual teams
DIFFER EN C ES BY REGION
51% 48% 48%
44%
56% 55%
63%
46%
Science Engineering IT All P/T
Culture of innovation/creativity
Exposure to latest technologies/equipment
DIFFER EN C ES BY OCCUPATI O N

14. FREELANCE MANAGEMENT SYSTEMS
The online staffing space is now rapidly evolving with the emergence of Freelance Management Systems (FMS), which target the
needs of large enterprise clients seeking solutions to control risk and better manage their growing independent worker community.
14 Source: Staffing Industry Analysts
GREATER SUPPORT OF THE INDEPENDENT WORKFORCE
Traditional online staffing platforms got their start serving the needs of
small-to-mid-sized clients who were seeking a marketplace for bringing
together buyers and suppliers of independent worker (IW) talent.
Freelance management systems (FMS) go beyond just talent matching;
they function as workforce management platforms with tools to support
all aspects of IW engagement, from compliance and screening to
payment and performance measurement.
Online
Staffing
FMS
IW MARKETPLACE IW MANAGEMENT
MORE
LESS
RISKLEVEL
BUSINESS OBJECTIVE
FMS platforms are also integrating with VMS systems to support
the needs of their most sophisticated managed solutions clients.
An FMS offers end-to-end service and support to both enterprise
users and independent workers, whereas a VMS is primarily used
to manage vendors with limited value for independent workers.
Although online staffing platforms were originally geared towards
the SME market, FMS solutions are beginning to gain traction within
larger clients. On average, more than half of all FMS revenues are
coming from companies with at least $500M in revenue.
F M S S U P P O R T I N D E P E N D E N T W O R K E R
E N G A G E M E N T A N D R E D U C E R I S K S
VMS
Client
Vendors
Temporary
Agency
Workers
SOW
Consultants
FMS
Client
Independent
Workers
F M S + V M S A S P A R T O F A
C O M P R E H E N S I V E C O N T I N G E N T
W O R K F O R C E M A N A G E M E N T P R O G R A M

15. NEXT-GENERATION RPO
RPO clients have traditionally looked to providers to deliver cost savings and efficiencies in their core recruitment processes. As the
market matures, the focus is turning towards more value-added processes that provide greater impact across the client’s organization.
15 Source: Nelson Hall; Everest
RPO MOVING UP THE VALUE CHAIN
RPO contracts are becoming more than just
agreements to provide core recruitment services
in the most efficient and cost-effective way
possible. RPO is evolving to include higher-level
solutions that help to make HR more meaningful
and integrated with strategy at an enterprise level.
These value-added services include functions that
address the critical issue of candidate attraction
and retention, such as developing employer
branding strategies and creating talent
communities. Other services like workforce
planning and analytics functions provide clients
with the ability to elevate and optimize their talent
management processes using internal and external
market data and insights.
PAST FUTURE
• Cost Reduction
• Scalability
• Efficiency
• Effectiveness
• Business Impact
• Strategic Alignment
Core Recruitment
Services
• Sourcing
• Screening
• Interviewing
• Applicant Tracking
Core Recruitment PLUS
Value-Added Services
• Employer Branding
• Talent Communities
• Labour Market Data/
Analytics
• Workforce Planning
FOCUSSCOPE
INCREASING VALUE TO CLIENT
R P O M A R K E T E V O L U T I O N
70% of RPO providers say they will increase investments in analytics in next 12 months
30% of RPO providers are developing a portal to increase visibility of labour market data
0%
50%
100%
2007 2009 2014
RPO PROVIDERS OFFERING EMPLOYER
BRANDING SERVICES

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