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.

1. kelly Global workforce index ™
how to
attract and
retain talent
an industry perspective ON
natural resources
MANNY BORGES

2. introduction
Our research about what attracts, motivates, look into the responses from over 6,000 workers in
and retains workers across different industries the Natural Resources sector, providing valuable,
brought to light some striking differences. candid insight into the contributing factors that
Although there is a strong pattern of voluntary guide these workers and their career pursuits. These
attrition across all industries and regions, the workers reveal both the specific corporate attributes
responses of some 170,000 employees, globally, that attract them to particular jobs, as well as issues
provide valuable insights for employers seeking concerning job engagement and satisfaction.
to retain and engage talent in these sectors.
The scope of this study also offers a glimpse
This global industry perspective, taken from the into employees’ practical reasoning for leaving
2012 Kelly Global Workforce Index findings, provides jobs and a guide to what employers can do
flight risk and engagement indicators across key to help retain their best performers.
industries. From there, we offer an even deeper
Kelly Global Workforce Index™ 2

3. ≤
All industries: workforce flight risk
Do you intend to look for a job with another organization within the next year? (% Yes)
At any given time, a large section of the workforce
75% is in a state of flux. Globally, across all industries,
two-thirds of workers (66%) said that they intended
2012
to look for a job with another organization within
the next year. Although more positive for employers
70% than 2011 (69%), this represents a significant
69% 69% 2011
68% increase from the level in 2009 when 59% indicated
67% 67% they planned to look for a job elsewhere.
66% 66%
65% 2009
65% Across the industries we investigated, workers
64% 64%
appear restless. While the IT and Natural
Resources industries show a slight advantage, we
found that the climate of today’s workforce has
60% 60%
60% eroded the retention of employees across the
59% 59%
58% board. The seemingly new norm has employees
continuously keeping a finger on the pulse of the
job market—waiting for the next, better opportunity.
55% 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.
50%
All Industries Natural Resources Financial Services Life Sciences Information Technology
Note: The above question was excluded from the 2010 KGWI survey. 2009 2011 2012
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4. ≤
All industries: workforce engagement
% of workforce that feels committed to current employer (% committed)
Across all industries, employee engagement rates
80% have fluctuated over the past few years, with the
strongest rates cited in 2010. Rates dipped lower
201twelve
in 2011 in a possible response to the strengthening
economy; they have since rebounded in 2012.
75%
74% 74%
201eleven
72% Fluctuations aside, today’s engagement rates
might be viewed by some employers as a
70% 70%
70% positive sign—an indication that employees plan
200ten
to stay put. However, given the fact that two-
67%
66% 66% thirds (66%) of workers say they plan to look for
65% 64%
a new job next year, it seems contradictory that
63% nearly the same amount (63%) say that they feel
61% 61% committed/engaged with their current employer.
60% At the surface, this doesn’t appear to add up.
60%
59%
57% By digging a little deeper, however, we hope to
shed some light on this paradox. Aside from salary/
55%
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
50% employee to leave an organization. Could it be that
All Industries Natural Resources Financial Services Life Sciences Information Technology although workers are engaged in their jobs, they see
little opportunities for advancement if they stay?
2010 2011 2012
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5. ≤
natural resources industry summary
Workforce Flight Risk Workforce Engagement
Trends over time Trends over time
Compared to 2009, more workers in the Natural Resources industry intend to look for a new job within the next year. The loyalty of the Natural Resources industry workforce has varied over the years, with 74% feeling committed/
Flight risk spiked in 2011 to 68% hinting at an increased “post recession” desire to look for greener employment pastures. engaged in 2010. The percentages fell to 60% in 2011, but 2012 results are more positive.
2009: 60% 2012: 64% 2010: 74%
2012: 66%
Compared to all industries Compared to all industries
Although 64% of workers in the Natural Resources industry intend to look for a new job with another Two-thirds of the Natural Resources industry workforce currently feels committed or engaged with their
organization within the next year, their flight risk is comparable to workers (on average) across all industries. current employer, more than the average of workers across all industries (63%).
66%
All industries:
64%
Natural Resources industry:
63%
All industries:
66%
Natural Resources industry:
% of workers who are % of workers who are % of workers that feel % of workers that feel
likely to look for a new likely to look for a new committed or engaged with committed or engaged with
job next year job next year their current employer their current employer
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6. ≤
natural resources industry: candidate attraction and acquisition
When considering applying for a job, what organizational attribute influences you the most?
When considering applying for a job, the most
30% influential organizational attributes that attract
Natural Resources industry workers in the Natural Resources industry—
Natural Resources Industry
All industries ”corporate culture” and “strong market presence/
leadership”—are consistent with workers across
25%
all industries.
All Industries
However, workers in the Natural Resources industry
20% do differ from workers overall in that significantly
more say they are influenced by an organization’s
reputation for innovation (14% compared to 11%
15% respectively).
10%
5%
0%
Corporate Strong market Financial Longevity Reputation for Corporate Social media Other
culture presence/leadership performance innovation social responsibility presence
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7. ≤
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
50% prospective jobs, two top factors drive the
decision for Natural Resource industry workers:
Natural Resources industry Natural Resources
“personal growth/advancement” (37%) and
All industries
“personal fulfillment/work-life balance” (37%).
40%
All Industries
30%
20%
10%
0%
Personal growth/ Personal fulfillment Compensation/benefits Corporate sovereignty/ Other
advancement (work/life balance) (high risk/high reward) good will
Kelly Global Workforce Index™ 7

8. ≤
natural resources industry: employee engagement
What one factor makes you feel more committed or “engaged” with your job?
The top factors that make workers in the Natural
35% Resources industry feel more committed/engaged:
Natural Resources industry
1. More interesting and challenging work*
Natural Resources Industry
All industries
30% 2. Higher salary and benefits
3. More meaningful responsibility
All Industries
25%
*Compared to workers (on average) across all
industries (29%), significantly more workers in the
Natural Resources industry (32%) indicate that
20%
“more interesting and challenging work” would
make them feel more committed or “engaged.”
15%
10%
5%
0%
More Higher More A better More or More More support Opportunity for Other
interesting salary and meaningful balance improved flexible work with health, telecommuting
or challenging benefits responsibility between training arrangements fitness, and (working
work work and well-being from home or
personal life from employer remotely)
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9. ≤
natural resources industry: employee engagement
What factor would be most likely to cause you to leave your organization?
Across the board, the top three factors that
25% would be most likely to cause workers to leave
are “poor salary and benefits” (21%), “lack of
Natural Resources industry Natural Resources Industry
opportunities for advancement” (21%), and “poor
All industries
management” (20%). These top three factors
20% hold true for workers in the Natural Resources
All Industries
industry as well, but for these workers, “lack of
opportunities for advancement” was cited as the
top reason (23%), followed by “poor management”
15% (20%), and “poor salary and benefits” (19%).
10%
5%
0%
Lack of Poor Poor salary/ Inadequate Poor staff Stress Poor Lack of Concern Other
opportunities management benefits work/life morale communication flexible with
for balance work corporate
advancement arrangements reputation
Kelly Global Workforce Index™ 9

10. ≤
natural resources industry
employer recommendations
Candidate Attraction/Acquisition Employee Retention
• When choosing between two jobs, we know that • When it comes to applying for a job, workers in the • Professional development is goal driven, and, • Be sure to share internal promotion statistics.
workers in the Natural Resources industry (and Natural Resources industry are clearly influenced therefore, it is most successful when the employee Most employees are more eager to succeed in
workers across the board for that matter) primarily by an organization’s “corporate culture” and has a say in his/her growth plan. It is essential that an organization if feel they have a real possibility
use two determining factors: “personal growth/ “strong market presence/leadership.” Beyond employees have a dedicated time to voice their of being promoted. Promoting from within, and
advancement” and “personal fulfillment/work-life that, significantly more workers in this industry professional development goals. Encourage top sharing the stories behind the numbers, helps your
balance.” To help secure that top candidate during (compared to the average of workers across all performers to reach out to their internal network employees realize how committed your firm is to
the hiring process, ensure your recruiters and industries) are influenced by a firm’s “reputation to assess their “personal brand.” What talents/ developing current employees into new leaders.
hiring managers are prepared to share real stories for innovation.” Employers in this industry would skills do others in the organization believe they
• Be clear about what employees need to do to
of career advancement within your organization. be wise to train and teach their recruiters about possess? Tap into those talents and skills. Work
advance. What are the stepping stones of skills and
Maybe you have a long-term employee who all of the organization’s new products, discoveries, with employees to identify skill gaps, and help
responsibilities that lead an employee to viable
started out in the facilities department years ago and innovations so they, in turn, can enlighten new them fill those gaps by giving employees new
candidacy for promotion? Share that information
and eventually advanced to the executive suite, candidates. opportunities to flex new “skill” muscles.
with the top performers in your organization,
or maybe you have a story of a young, high-
• Workers in the Natural Resources industry say that and ensure that they are given opportunities
performing engineer who preferred to work on a
“lack of opportunities for advancement” is the top to master these key skills while they prepare
variety of projects instead of climbing the corporate
factor that would most likely cause them to leave for the next step within your organization.
ladder. Know these stories. Share them. These
their organization. Helping your top performers
must be conveyed to prospective job candidates
reach their professional goals is essential for
to help them envision themselves growing and
retaining them. The best employees are motivated
progressing within your organization (rather than
to advance and may pursue something new if
your competitors’ organizations).
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.
Kelly Global Workforce Index™ 10

11. Conclusion
One thing is clear: not all employees are the attitudes and motivators that attract them to
same. For some, like workers in the Natural certain organizations, keep them engaged in their
Resources sector, a reputation for innovation, a work, and, ultimately, keep them loyal to their
challenging work environment, and advancement respective organizations. Learning what these
opportunities are key. For others, it’s more factors are and understanding ways to influence
about measurable, financial outcomes—sharing them may give employers in the Natural Resources
in the benefits of what they help create. sector the crucial competitive edge they need to
win and retain the critical talent they seek in their
There is no doubt that different industries have
constantly evolving, ever-competitive industry.
different workforces; those workforces have unique
Kelly Global Workforce Index™ 11

12. 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
of Science degree in chemical engineering from Mackenzie University in São Paulo, Brazil.
He has extensive international experience and speaks multiple languages, including English,
Spanish, and Portuguese.
About the kelly global workforce index
The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace.
More than 168,000 people across the Americas, EMEA, and APAC regions responded to the 2012 survey.
This survey was conducted online by RDA Group on behalf of Kelly Services®.
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.
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Kelly Global Workforce Index™ 12