Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Natural Resources want.

1. WANTS
NATURAL RESOURCES
WHAT TALENT

2. 2
C O NTENTS
03
26
13
06
27
16
09
20Natural Resources: what talent wants
6 Address the talent opportunity and
you solve the growth problem
Did you know?
Digital access to opportunity: emerging as the key point
of competitive differentiation among employers
The next big thing: being in demand
Six ways to give natural resources talent what it wants
Work–life balance: new skills and personal context
Stability and professionalism: defined as engagement
in the company’s business strategy
Three ways to give natural resources talent what
it wants and your company what it needs
21 Get ready to compete for talent as never before
22 A talent community
23 A variety of data experiences and resources
24 A captivating employment experience, from
interview, through on-boarding, to the workplace

3. Do this: Use cutting-edge
technology to make it easy for
candidates to connect with
the company but develop
personalization features to keep
candidates engaged and to
differentiate your company
from others.
2. The channels for engaging
active and passive job seekers:
Workers peruse general online
job boards and companies’
websites for primary information
about open positions. They use
social media and online talent
communities – not just automated
job listings – to monitor
companies and opportunities
and to decide whether to
pursue employment. They want
comprehensive information about
compensation and benefits, yet
they also want to understand the
Understanding the talent they
have and the talent companies
hope to attract is the foundation
for creating effective strategies
in workforce planning, talent
analytic and talent supply chain
management. It also keeps human
resources human.
Nearly 230,000 workers have
participated in the Kelly Global
Workforce Index™
. These surveys
shed light on their priorities
and desires for opportunity,
satisfaction, and growth in the
context of the current business
climate. The 2014 survey delves
into six areas and reveals
actionable conclusions that can
inform and improve corporate
talent strategy.
N ATURAL RESOURCES: WHAT TALENT WANTS
Every year, Kelly Services conducts a comprehensive survey of talent issues in many
industries the world over. It is one aspect of an aggressive campaign to help the
world’s companies understand what attracts, engages and motivates workers.
CONTENTS Å
1. The candidate application and
on-boarding experience:
Of respondents who applied for a
new job in 2013, only half express
satisfaction with the application
and on-boarding processes. They
want regular communication
about application status and,
after hiring, they expect more
structure in learning about the
company’s culture and business
model. Improving this experience
will generate both a competitive
edge and goodwill that will serve
companies even when a candidate
is not chosen. For candidates who
become employees, a positive
experience in the first 90 days of
employment is likely to increase
their engagement in their work
and their long-term loyalty to
the company.
company’s work environment –
from philosophy through training.
Do this: Make sure your
company’s online job listings
are dynamic and current, giving
candidates an idea of what it is
like to work in your company;
embed regular messages about
employment and company culture
in social media accounts; and
begin designing a digital talent
community where candidates,
active and passive, can experience
your company firsthand.
3. Career development:
Most workers would rather focus
on acquiring new skills, not
climbing the company’s ladder.
And while career development
conversations may be the
best way to keep employees
connected, companies still have
Make it easy for
candidates to
connect with
the company
but develop
personalization
features to keep
candidates engaged
3

4. 6. Employer performance: Three
factors drive employee attraction
and retention: competitive
compensation and benefits, work–
life balance, and opportunities for
career growth. Natural Resources
workers give employers high
marks for work–life balance,
exposure to the latest technology,
diversity, environmental practices,
and meaningful work. Companies
get lower marks for competitive
compensation and internal
opportunities to move into
other positions.
Do this: Devote attention
to flexible employment
arrangements, your
competitiveness in employment
packages, and internal mobility,
ensuring you connect them to
your employment philosophy.
sense of meaning in work. Yet
even happily employed workers,
through unprecedented digital
access and mobility, stay on top
of new job opportunities. Workers
are confident in their worth
whatever their current situation.
Do this: Ensure your
compensation packages are
competitive; build a talent
community that compels self-
assured, skilled workers to watch
your company closely; and use
every digital means available to
give workers a view into your
workplace.
5. Worker preferences:
Non-traditional work styles,
environments and arrangements
are gaining in popularity, and
word travels quickly – around
the globe. Except in the
a long way to go in providing
roadmaps for long-term
opportunities.
Do this: Provide training and
professional development
activities that increase workers’
marketplace value – this will foster
loyalty and support whether
or not a worker is a lifelong
employee, creating a direct
impact on public reputation,
branding and customer relations.
Tie worker-centric training to
company values as a way to
differentiate your company from
competitors.
4. Worker engagement:
Six in 10 workers intend to look
for a new job in 2015. Factors
may include more jobs on the
market, not feeling valued by
their employers, and finding less
Silicon Valley, workers like a
company with a global presence
and longevity – more so than
small companies, startups and
regionally based Fortune 100
or 500 organizations. They
seek environments that deliver
collaboration, flexibility, the latest
technology and equipment, and
matrix operating models. And
they will choose skill development
and work–life balance over higher
pay and climbing the ladder.
Do this: Invest in an array of
work arrangements based on
the preferences of your target
workers. When communicating
with workers, emphasize your
stability, flexibility, and a specific
structure for offering them
development and balance.
Build a talent
community that
compels self-assured,
skilled workers
to watch your
company closely
4
CONTENTS Å

5. First, the talent supply
is strained. There are not
enough engineers, in every
discipline, from new graduates
to veteran employees. There
is currently a dip in students
choosing to prepare for STEM
(science, technology, engineering,
and mathematics) careers, and
the retirement phase of the
baby boomer generation is
accelerating. Knowledge
capital is walking out the door,
and the replacements are not
keeping pace.
The number of job opportunities in the Natural Resources sector is growing at an explosive rate, a positive
trend in a wobbly global economy. Yet this is actually a problem, because the industry is holding itself
back from growth. There are three reasons for this problem, and they are all pretty much about talent.
AD DRES S THE TALENT OPPORTUNITY AND YOU SOLVE THE GROWT H PR OB LEM
Second, the talent identification
and acquisition process needs an
update. Industry hiring practices
hark back to the day when
employees were far less transient
and expected to stay with one
company, or in one industry, for
their entire career. The industry
continues to prioritize industry
experience over technical
expertise earned in related
disciplines and industries – to its
disadvantage.
Third, retaining talent is just
as tough as finding the right
people. The most desirable
Natural Resources employees are
open to encountering a variety
of experiences in their careers –
they have the means to explore
new opportunities, and they are
not locked into geography. They
are ready to move for the next
shiny posting, and they seek to be
engaged, not just hired.
Today, workers have educated
themselves about how to find
hiring information and discern
what might be the best
situation for them. This is
a fluid workforce but it’s built
for loyalty and productivity.
It’s incumbent upon employers,
especially in a demanding
industry like Natural Resources,
to create a work experience
that engages employees from
the start and keeps them close,
in a relationship that extends
beyond their departure – even
their retirement.
This year’s Global Workforce
Index results point to four
areas in which the Natural
Resources industry can
emphasize going forward:
• the next big thing,
• stability and professionalism,
• digital access to
opportunities, and
• work-life balance.
5
CONTENTS Å

6. CONTENTS Å
THE NEXT
BIG THING:
BEING IN DEMAND
6

7. Globally, more Natural Resources
workers (56%) feel they are in
a position of high demand in
the marketplace compared
to the global average (53%).
The result is an openness to
change – in location, in company,
and in responsibilities.
• Six in 10 Natural Resources
workers (63%) will look for a new
position within the next year,
on par with the global average.
This is more the case among
Natural Resources workers in
Europe, the Middle East, and
Africa (EMEA) (69%) and the
Asia-Pacific (APAC) region (65%)
than in the Americas (56%).
• Even when they are happy in
their jobs, Natural Resources
workers are more likely to look
for better job opportunities or
evaluate the external job market
compared to the global average
(50% vs. 47%). Regionally,
Natural Resources workers in
APAC (59%) and EMEA (56%)
are more likely to do so than
those in the Americas (42%).
• 19% of Natural Resources
workers are prepared to move to
another continent for the right
job, significantly more than the
global average of 14%. This is
more evident in workers in EMEA
(23%) and APAC (20%) than
those in the Americas (14%).
• 14% of Natural Resources
workers are prepared to
relocate to another country,
significantly more than the
global average of 11%. In
particular, more APAC workers
indicated they are prepared to
do this (23% vs. 15% in EMEA
and 11% in the Americas).
THE NEXT B IG THING
ON PAR WITH
THE GLOBAL AVERAGE
3% MORE THAN
THE GLOBAL AVERAGE
5% MORE THAN
THE GLOBAL AVERAGE
3% MORE THAN
THE GLOBAL AVERAGE
63% 50% 19% 14%ARE PREPARED TO
MOVE TO RELOCATE TO
ANOTHER COUNTRY
ARE PREPARED TO
MOVE TO ANOTHER
CONTINENT
ARE LIKELY TO
EVALUATE THE JOB MARKET,
EVEN WHEN HAPPY
IN THEIR JOBS
WILL LOOK FOR A NEW
POSITION WITHIN
THE NEXT YEAR
7
CONTENTS Å

8. It’s the right time for employers
to dive under the surface to
understand how other factors
are driving employees to leave
an organization, change their
jobs, or switch careers.
• Compensation and lack of
advancement opportunities are
prime factors driving Natural
Resources workers to leave an
organization or change jobs.
Nearly six in 10 Natural Resources
workers (58%) attribute salary
and benefits as reasons they
would leave their jobs. More
workers in the APAC region (63%)
feel that salary and benefits
could cause them to leave their
company than in EMEA (56%)
and the Americas (59%).
• About four in 10 Natural
Resources workers cite lack of
advancement opportunities
(43%) as a reason they’d leave
their jobs. Significantly more
workers in APAC (45%) and in
the Americas (44%) cite lack
of advancement opportunities
as a reason to leave their job,
compared to 40% in EMEA.
• In comparison to the global
average, significantly more
Natural Resources workers state
poor staff morale (35%) and
lack of global or international
opportunities (15%) as reasons
they’d leave an organization.
Significantly more Natural
Resources workers in EMEA (41%)
indicate poor staff morale as a
reason to leave a company than
in other regions (32% in APAC
Salary/
benefits/
other financial
incentives
Training/
development
programs
Current
management
Flexible work
arrangements
Opportunities
for
advancement
Commun-
ication/
feedback
Stress Corporate
values
Outlook for
current area
of expertise
limited
Work–life
balance
Inability to
derive sense
of meaning
from work
Major life-
changing
event
Global/
international
opportunities
Corporate
reputation
Staff morale Career
opportunities
in emerging
industries
Skill fit and
interest
Corporate
culture
Diversity/
equal
opportunities
Global average
Natural Resources workers
Natural Resources workers
significantly higher than
the global average
60%
18%
28%
18%
41%
20%
26%
14% 14%
36%
16%
24%
12% 11%
33%
15%
21%
13%
11%
58%
19%
30%
16%
43%
19%
25%
16%
14%
37%
17%
22%
15%
12%
35%
16%
20%
15%
11%
Factors that drive workers to leave an organization or change their job or career
THE NEXT B IG THING
8
CONTENTS Å
and 31% in the Americas). In
terms of citing a lack of global
or international opportunities as
a reason for leaving, this is more
prevalent in the APAC region (24%
in APAC compared to 13% in the
Americas and 15% in EMEA).

9. STABILITY AND
PROFESSIONALISM:
DEFINED AS ENGAGEMENT IN THE
COMPANY’S BUSINESS STRATEGY
9
CONTENTS Å

10. Brand names, global leadership,
and size remain important to
Natural Resources workers. And
their expectations for career
satisfaction now include feeling
engaged in their companies’
businesses and plans.
• Natural Resources workers are
significantly more likely to prefer
to work for a global company in
comparison to the global average
(45% vs. 35%) and prefer to work
for an established company
with longevity (42%). Far more
Natural Resources workers in
APAC prefer to work for a global
company (71%) compared to
those in other regions (44% in
EMEA and 38% in the Americas).
• More Natural Resources workers
prefer to work for Fortune 100
or 500 companies than the
global average (20% vs 16%).
Significantly more workers in
APAC (33%) and in the Americas
(24%) indicate this compared
to those in EMEA (12%).
STABILI TY AND PROFESSIONALISM
10% MORE THAN
THE GLOBAL AVERAGE
4% MORE THAN THE
GLOBAL AVERAGE
45% 20%PREFER TO WORK
FOR FORTUNE 100/500
COMPANIES
PREFER TO WORK FOR A
GLOBAL COMPANY
10
CONTENTS Å

11. Natural Resources job applicants
now expect frequent and relevant
communication after they begin
the interview process. While
they express satisfaction with the
typical job application process,
they report mounting frustration
with the lack of communication
during the interview stage.
• Nearly half (49%) of all Natural
Resources workers express
satisfaction with the application
process, in line with the global
average of 50%. More Natural
Resources workers in the Americas
(54%) are satisfied with the overall
application process than those
in EMEA (45%) and APAC (42%).
Further, more Gen Y Natural
Resources workers are satisfied
with the application process (51%)
than other generations (47% of
Gen X and 45% of Baby Boomers).
• Nearly three-quarters (74%)
of Natural Resources workers
who express satisfaction with
the application process do so
because of the ease of submitting
their résumés electronically,
significantly less than the global
average. This is more the case
among Natural Resources workers
in the Americas (80%) than in
EMEA (67%) and APAC (71%).
• About half of all Natural
Resources workers express
satisfaction with the application
process as a result of being
provided with clear job
descriptions (51%) and clear
or regular communication
regarding the application
status (50%), the latter result
Global average
Natural Resources workers
What factors contributed to your satisfaction with the application process?*
STABILI TY AND PROFESSIONALISM
Easy to apply/submit résumé
electronically using various
electronic devices
Clear job description/
requirements
Clear/regular communication
or updates regarding status of
application being considered/not
considered as potential candidate
Clear/regular communication
regarding status following interview
Awareness of pay/salary range
77%
52%
45%
33% 32%
74%
51% 50%
34% 32%
being significantly more than
the global average of 45%.
• However, among those Natural
Resources workers who expressed
dissatisfaction with the application
process, the majority express
frustration with the lack of clear
or regular communication or
updates regarding the status
of their application (71%),
significantly more than the
global average of 65%.
11
CONTENTS Å
Natural Resources workers
significantly higher than
the global average
Natural Resources workers
significantly lower than
the global average
*Based upon employees who had applied for a new job within the prior year.

12. Natural Resources workers want
to continue attaining new skills
so they can take advantage of
new career opportunities. They
value career development and
complete training, whether
employer-provided or self-sought.
• Nearly one-third of Natural
Resources workers (29%)
are satisfied with the career
development resources offered
by their current employers, on par
with the global average (28%).
Far more Natural Resources
workers in the Americas (34%)
and APAC regions (32%)
are satisfied with the career
resources offered by their
employer than in EMEA (22%) .
• Nearly half of all Natural
Resources workers (47%) took
advantage of employer-provided
resources last year, in line with the
global average (46%). Significantly
more Natural Resources workers
in the APAC region (54%) and
in the Americas (50%) utilized
employer-provided training in the
last year than in EMEA (40%).
• Many Natural Resources workers
consider skill development so
important that they have stepped
up to pay for training themselves
(32%). While this is consistent
among regions (33% in EMEA;
32% in APAC, and 31% in the
Americas), significantly more
Gen X workers (35%) and Baby
Boomers (34%) sought out or
paid for training themselves
compared to Gen Y (28%).
Global average
Natural Resources workers
Resources used within the last year to prepare for career development opportunities
STABILI TY AND PROFESSIONALISM
Employer-provided training Training sought out/
paid for myself
Mentoring Career tests Professional career coaching Other
46%
32%
27% 25%
20%
7%
47%
32%
26%
23%
19%
7%
12
CONTENTS Å

13. DIGITAL ACCESS TO
OPPORTUNITY:
EMERGING AS THE KEY POINT OF COMPETITIVE
DIFFERENTIATION AMONG EMPLOYERS
13
CONTENTS Å

14. Prospective employees use the
multitude of platforms available
to them to learn about open
positions. These range from social
media networks, to online job
boards, to networking events,
to traditional recruitment firms.
• Most Natural Resources
workers secured their most
recent job through online job
boards (24%), which is in line
with the global average (25%).
The younger generation is
significantly more likely to secure
jobs via online job boards (27%
of Gen Y vs. 24% of Gen X and
21% of Baby Boomers 21%).
• However, significantly more
Natural Resources workers (19%)
secured their most recent position
via recruitment companies or
headhunters than the global
average (14%). Significantly
more Natural Resources workers
in APAC (26%) landed their
most recent job via recruitment
companies or headhunters than in
the Americas (16%) EMEA (19%).
• Other top ways Natural
Resources workers secured their
most recent job include direct
approaches from employer or
recruiter (16%), word of mouth
(14%), and employee referral
(9%), all of which are on par
with the global average.
IN LINE WITH
THE GLOBAL AVERAGE
5% MORE THAN THE
GLOBAL AVERAGE
24% 19%SECURED THEIR MOST RECENT
JOB VIA RECRUITMENT
COMPANIES OR
HEADHUNTERS
SECURED THEIR MOST
RECENT JOB THROUGH
ONLINE JOB BOARDS
IN LINE WITH
THE GLOBAL AVERAGE
15%SECURED THEIR MOST
RECENT JOB THROUGH
A DIRECT APPROACH
FROM AN EMPLOYER
OR RECRUITER
14
CONTENTS Å
D IG ITAL AC CESS TO OPPORTUNITY

15. Natural Resources workers want
to receive information about
projects and positions that fit
their skill set. They are interested
in becoming members of their
employers’ or target companies’
talent communities and social
media networks to learn more
about the company from current
and former employees.
• 70% of Natural Resources
workers use social media websites
as their primary method of
networking, on par with the
global average (71%). Far more
Natural Resources workers in
APAC (76%) and the Americas
(70%) use social media websites
as their primary method of
networking than in EMEA (66%).
• Significantly more Natural
Resources workers search for
jobs via social media than using
traditional methods compared
to the global average (40% vs.
36%). APAC and EMEA workers
are more inclined to do this (54%
and 40% vs. 36% in the Americas).
• The majority of Natural
Resources workers indicate
overwhelming support for, and say
they would like to engage with,
a prospective employer through
periodic contact about work that
fits their skill set (60%). This is on
par with the global average (59%).
Those in the EMEA region are the
most interested in being engaged
this way (63% EMEA versus 60%
Americas and 47% APAC).
• More than one in 10 Natural
Resources workers (12%)
would like to be engaged by a
prospective employer through
participating in a company’s
talent community or social
media network. Regionally,
significantly more APAC workers
(22%) feel these are effective
Global average
Natural Resources workers
Ideal ways to be engaged by a prospective employer
D IG ITAL AC CESS TO OPPORTUNITY
Receive periodic contact
regarding work that fits skill set
Participate in company’s talent
community/networking with others
in online talent community
Participate in company’s
social media network
Participate in social events/
networking opportunities
with company employees
Receive updates on company’s
financial performance
59%
11% 12% 11%
5%
60%
12% 12%
9%
6%
engagement tools, in sharp
contrast to those in EMEA (7%)
and the Americas (14%).
• While Natural Resources
workers’ participation in an
employers’ online talent
communities is in line with
the global average (17%), it is
more popular among Natural
Resources workers in the APAC
region (28%) than in EMEA
(9%) and the Americas (20%).
15
CONTENTS Å

16. WORK–LIFE
BALANCE:
NEW SKILLS AND PERSONAL CONTEXT
16
CONTENTS Å

17. Natural Resources employees give
their employers high marks when
it comes to offering a work–life
balance. The majority of Natural
Resources employees rate their
employers highly in the areas of
work–life balance, environmentally
friendly and responsible practices,
opportunities to be involved in
interesting work, and competitive
compensation or benefits.
• Workers in APAC (69%) and the
Americas (68%) are significantly
more likely to prefer work–life
balance than in EMEA (65%).
• Workers in the Americas
(70%) and APAC (65%) are more
likely to prefer environmentally
friendly and responsible
practices than in EMEA (53%).
• Workers in the Americas
(63%) are more likely to prefer
opportunites to be involved in
interesting work than in EMEA
(58%) and APAC (57%).
• Natural Resources workers are
more likely to prefer competitive
compensation and benefits
compared to the global average
(54%), particularly among those
in the Americas (63% vs. 59%
in APAC and 56% in EMEA).
• Compared to the global
averave, natural Resources
workers are more likely to rate
their current employers highly
in terms of exposure to latest
technologies (51% vs. 48%)
and non-traditional perks (35%
vs. 32%), but less likely to rate
them highly for diversity/equal
opportunities (59% vs. 62%) and
opportunities for community
service (40% vs. 43%).
W O R K–LI FE BALANCE
IN LINE WITH
THE GLOBAL AVERAGE
2% MORE THAN
THE GLOBAL AVERAGE
IN LINE WITH
THE GLOBAL AVERAGE
6% MORE THAN
THE GLOBAL AVERAGE
67% 63% 60% 60%PREFER COMPETITIVE
COMPENSATION/BENEFITS
PREFER OPPORTUNITIES
TO BE INVOLVED IN
INTERESTING WORK
PREFER ENVIRONMENTALLY
FRIENDLY/RESPONSIBLE
PRACTICES
PREFER WORK–LIFE
BALANCE
17
CONTENTS Å

18. Compensation remains a
key element of attraction for
Natural Resource workers. Yet
they also express an interest
in work–life balance and
opportunities for advancement.
• More than eight in 10 Natural
Resources workers (83%) cite
salary or benefits and other
financial incentives as the main
factors in considering a position.
Significantly more Natural
Resources workers in APAC (88%)
and the Americas (86%) feel
compensation is a top attraction
element than in EMEA (79%).
• More than six in 10 Natural
Resources workers say work–life
balance (64%) and opportunities
for advancement (62%) are key
factors. Significantly more APAC
Natural Resources workers cite
work–life balance (73%) as a top
attraction factor than workers
in other regions, while workers
in the Americas state that
opportunities for advancement
(66%) are a top attraction factor.
• When looking at significant
differences, Natural Resources
workers are more likely than the
global average to cite corporate
culture (37% vs. 34%) and global
or international opportunities
(29% vs. 24%) as attraction
factors. However, they are less
likely than other workers to cite
the following attributes: flexible
work arrangements (37% vs. 42%);
communication or feedback from
the application process (36%
vs. 42%); and diversity or equal
opportunities (24% vs. 28%).
Salary/benefits/
other financial
incentives
Corporate
reputation
Opportunities
to work with
knowledgeable
colleagues
Global/
international
opportunities
Work–life
balance
Corporate
values match
own
Flexible work
arrangements
Derive more
sense of
meaning
from work
Corporate
sovereignty/
good will
Opportunities
for
advancement
Environmentally
friendly/
responsible
practices
Corporate
culture
Diversity/equal
opportunites
Training/
development
programs
Exposure to
top notch
equipment
Commun-
ication/
feedback from
application
process
Non-traditional
perks, athletic
facility, etc
Global average
Natural Resources workers
Factors that drive workers to take one job/position over another
W O R K–LI FE BALANCE
• More than half of all Natural
Resources workers would give
up higher pay and/or career
growth or advancement for the
opportunity to learn new skills
(58%) and greater work–life
balance (51%). This is similar
to the global average.
18
84%
34%
46%
24%
64%
34%
42%
28%
17%
62%
34%34%
28%
58%
29%
42%
24%
83%
35%
45%
29%
64%
34%
37%
29%
16%
62%
31%
37%
24%
56%
30%
36%
23%
CONTENTS Å
Natural Resources workers
significantly higher than
the global average
Natural Resources workers
significantly lower than
the global average

19. Natural Resources workers
perceive career growth
opportunities when their
current employers provide
tools for learning new skills
and advancing their careers.
In line with the global average,
three in 10 Natural Resources
workers (30%) feel their
employers provide them with
clear career path options.
• Significantly more Natural
Resources workers in the APAC
region (40%) than in the Americas
(33%) and EMEA (23%) agree
that their employer provides
clear career path options.
• Significantly more Gen Y
(32%) and Gen X (29%) Natural
Resources workers agree
that their employer provides
clear career path options
than Baby Boomers (24%).
• On par with the global
average, more than one-third
of Natural Resources workers
(36%) view their employers
in a positive light in terms of
providing opportunities to grow
or advance their careers.
• However, significantly more
workers in the APAC region
(44%) and in the Americas
(40%) state that they have
opportunities to grow or advance
their careers with their current
employers than in EMEA (29%).
• Additionally, significantly
more Gen Y (38%) and Gen X
(36%) Natural Resources
workers state that they have
opportunities to grow or advance
their careers with their current
employers in comparison
to Baby Boomers (30%).
5
Very clear
career path
options
5
Strongly agree
1
No clear
career path
options at all
1
Disagree
4 4Don’t know Don’t know3 3Rating of 4 and
5 combined
Rating of 4 and
5 combined
2 2
Global average
Natural Resources workers
13%
19%
23%
17%
16%
17%
9% 9%
25% 24%
30%
36%
14% 14%
To what degree do you have clear career path
options available with your current employer?
To what degree do you agree or disagree that you have opportunities
to grow/advance your career with your current employer?
W O R K–LI FE BALANCE
19
14%
20%
23%
17%
15% 15%
12% 12%
23% 23%
29%
36%
13% 13%
CONTENTS Å

20. THREE WAYS TO GIVE:
NATURAL RESOURCES TALENT WHAT IT WANTS
AND YOUR COMPANY WHAT IT NEEDS
Competitive advantage in natural resources talent management now depends on
using flexible infrastructure to insulate the company from talent-centric project delays,
budget overruns and slowed production. This includes adopting talent strategies
that attract candidates ready for a new age of performance – strategies that protect
institutional knowledge yet introduce fresh approaches that, having worked in
other industries, can be applied and tailored to the Natural Resources sector.
20
CONTENTS Å

21. Given Natural Resources workers’
openness to working offshore and
switching jobs as well as careers,
there is a very real possibility
that the gap between open
positions and available talent will
broaden significantly. A flexible
talent infrastructure will help to
mitigate the time and money
spent sourcing new employees,
attracting good workers and
inviting lifelong connections
to the company beyond actual
employment. While talent
strategies in Natural Resources
should remain orchestrated
around timing, cost, quality, and
availability, they should adjust for
five micro areas that have a macro
impact on talent management.
G E T READY TO COMPETE FOR TALENT AS NEVER BEFORE
From 2010 to 2020, 1 million new jobs in the STEM disciplines will land on the
market – an increase of 16.8 percent in the United States alone.
1. Technology and technical
expertise: Understand what is
unique to the industry, company,
and task – and what can be
benchmarked and used from
other industries.
2. Reach: Just as workers consider
the world their oyster, employers
can use digitally based platforms
to find the right workers.
3. Workforce dynamics: Decide
what needs to be performed by
full-time employees, temporary
workers, and outsourced teams.
4. Facilities: Look at space less
as a constraint and more as a
guideline for making decisions
about remote workers.
5. Knowledge capital: Beyond
intellectual property, knowledge
capital is what workers know.
Once ephemeral, now there
are tools for capturing it as well
as one that can keep it close
after workers depart: the talent
community.
The 2014 Kelly Global Workforce
Index™
reports that Natural
Resources workers know they
have options, and, while they still
value many traditional corporate
strengths, workers are motivated
by jobs that deliver more than
financial compensation.
To attract talent, Natural
Resources companies should do
three things: move beyond digital
recruiting and build a talent
community; give new recruits and
existing employees a variety of
data experiences and resources;
and deliver a captivating
employment experience, from
interview, through on-boarding, to
the workplace.
21
CONTENTS Å

22. Natural Resources workers
who participate in online talent
communities most frequently
like to do so because they
can access job opportunities
and learn more about the
company. This trend is taking
hold. Among Natural Resources
workers who have not joined a
talent community, 40 percent
say they are now interested.
• While most Natural Resources
workers like to access job
opportunities via online talent
communities (68%), the amount is
significantly less than the global
average (72%). Significantly
more Natural Resources
workers in the Americas like
to access job opportunities
via online talent communities
(74%) than in EMEA and APAC
(63% and 58%, respectively).
• While approximately four in 10
(41%) Natural Resources workers
like participating in online talent
communities to learn more
about a given company, Natural
Resources workers in the APAC
region are significantly more likely
to indicate this those in other
regions (48% in APAC vs. 43% in
EMEA and 38% in the Americas).
• 37% of Natural Resources
workers like to participate in
online talent communities to
gauge what the company culture
is like from current and former
employees. Significantly fewer
Natural Resources workers in
EMEA (31%) state this than in
the Americas and APAC (37%
and 41%, respectively).
• Natural Resources workers in
APAC and EMEA are significantly
more likely to enjoy having access
to trusted industry information
What workers like best about participating in an online talent community*
A TALENT COMMUNITY
(29% in APAC and 28% in EMEA
vs. 21% in the Americas), while
Gen Y Natural Resources workers
are significantly more likely to
enjoy having access to trusted
career information or tips (35%
of Gen Y vs. 29% of Gen X
and 27% of Baby Boomers).
• Among Natural Resources
workers who do not have
experience participating in
an online talent community,
40% say they are interested.
Global average
Natural Resources workers
Access to job opportunities Learning more about
a given company
Learning what it is like to work
for a given company from
current and former employees
Access to relevant skill
development information
Access to trusted career
information/tips
Access to trusted
industry information
72%
43%
36% 35%
32%
23%
68%
41%
37% 35%
31%
25%
22
CONTENTS Å
Natural Resources workers
significantly lower than
the global average
* 17% of Natural Resources workers have experience participating in an online talent community; 83% do not have experience.

23. Among the various job board
types available, most workers
prefer general job boards, such
as CareerBuilder or Monster in
the United States. Nearly eight
in 10 (77%) Natural Resources
workers and global workers
(76%) prefer this method.
Although Natural Resources
workers frequently use job
boards and company websites,
they also use recruiting agencies
at a rate that outpaces their
counterparts in other industries.
• This is less so among Natural
Resources workers in the Americas
region (69% in the Americas
vs. 84% in EMEA and 80% in
APAC) and those that are part
of the Baby Boomer generation
(72% of Baby Boomers vs. 78%
of Gen X and 79% of Gen Y).
• One-third of Natural Resources
workers prefer company-specific
job boards and aggregator
job boards such as Indeed
or SimplyHired (34%) when
job searching, in line with
the 33% global average.
• Natural Resources workers in
the Americas are significantly
more likely to indicate a
preference for company-specific
job boards (37% vs. 31% in
EMEA and 33% in APAC).
• Natural Resources workers in
the EMEA region are significantly
more likely to use aggregator
job boards (38% vs. 34% in the
Americas and 11% in APAC).
• While only two in 10 Natural
Resources workers (20%) prefer
niche or association-specific job
boards, they are significantly
more likely to indicate this than
the global average (14%).
• This holds particularly true
among Natural Resources
workers in the APAC region
(25% in APAC vs. 21% in EMEA
and 18% in the Americas.
What types of online job boards are most preferred for job searching or evaluating the market?
A VARI ETY OF DATA EXPERIENCES AND RESOURCES
Global average
Natural Resources workers
General job boards,
i.e. CareerBuilder or Monster*
Company-specific job boards Aggregator job boards,
i.e. Indeed or SimplyHired*
Niche/association-specific
job boards, i.e. IT, science etc.
76%
33% 33%
14%
77%
34% 33%
20%
23
CONTENTS Å
Natural Resources workers
significantly higher than
the global average
*Note that names of online job boards vary by country, with the ones depicted here representing those in the U.S.

24. Just as candidates are using
multiple platforms to secure a
job, hiring organizations must
take advantage of these resources
to attract the right talent. The
majority of Natural Resources
workers undertake some form
of on-boarding once hired,
and this experience appears
to help them form a positive
impression of the company. This
value-adding practice could be
influential for those employees
deciding whether to stay or
go during the first 90 days.
• More than half (54%) of all
Natural Resources workers say
their employers have a planned
on-boarding approach, on par
with the global average (55%).
Significantly more Natural
Resources workers in APAC
(65%) and the Americas (47%)
say their companies have a
planned approach for assimilation
than those in EMEA (47%).
• More than eight in 10 (82%)
Natural Resources workers feel
their experience during the first
90 days positively affected their
impression of the company.
Forty-six percent of Natural
Resources workers feel their
experience definitely made a
favorable impression, on par
with the 45% global average.
Further, significantly more Natural
Resources workers in the Americas
(50%) and APAC (48%) feel their
experience during the first 90
days definitely had a positive
impact than those in EMEA (42%).
Did you current employer have a planned approach to assimilate
you into the organization once hired and/or placed?*
Did your experience during first 90 days of employment with your
current employer positively affect your impression of the company?*
A C A P TI VATING EMPLOYMENT EXPERIENCE, FROM INTERVIEW,
THROUG H ON-BOARDING, TO THE WORKPLACE
Global average
Natural Resources workers
Yes, definitelyYes Yes, somewhatNo No
55%
45%
54%
46% 45%
35%
20%
46%
36%
18%
24
CONTENTS Å
*Based upon workers who had applied for a new job within the prior year.

25. Employers who invest in
integrating myriad workplace
approaches may have the most
success in attracting and retaining
talent. Natural Resources workers
prefer a highly collaborative
environment and flexible work
schedules, but it is clear that they
also want to use cutting-edge
technology to get the job done.
• More than any other
characteristic, Natural Resources
workers prefer to collaborate with
their peers. Significantly more
Natural Resources workers (61%)
feel the ideal workplace provides
a highly collaborative environment
compared to the global average
(57%). Far more Natural
Resources workers in APAC
(66%) feel this is an ideal work
environment compared to 61% in
EMEA and 59% in the Americas.
• Natural Resources workers also
desire flexible work arrangements,
such as remote options or
flexible work schedules. Nearly
half of these workers (49%)
feel this is ideal; however,
this is significantly fewer than
the global average (54%).
• Technology, innovation, and
creativity are considered ideal
work environment features by
Natural Resources workers, with
four in 10 indicating exposure
to the latest technologies and
top-notch equipment (44%) and
a culture of innovation (40%) as
desired features. Significantly
more Natural Resources workers
in the Americas (50%) and APAC
(46%) indicate that exposure
to the latest technologies is a
desired feature than in EMEA
(37%). Significantly more Natural
Resources workers in EMEA (43%)
and APAC (41%) are likely to
desire a culture of innovation and
creativity in the Americas (38%).
• Natural Resources workers
are significantly less likely than
the global average to view the
traditional 9–5 work arrangement
as an ideal work environment
feature (25% vs. 32%). Notably,
fewer Natural Resources workers
in APAC view the traditional
9–5 work arrangement as
ideal than in other regions
(15% in APAC vs. 30% in the
Americas and 23% in EMEA).
Highly collaborative
environment and
cross-functional teams
Traditional work
arrangements,
9–5 schedule for all
Virtual teamsFlexible work
arrangements,
such as remote work
options and flexible
schedules/hours
Competitive, where
the rewards and
risks are high
Matrixed organization
structure
Exposure to the latest
technologies and
top equipment
Highly individualized
work with limited
teamwork and
limited opportunites
to collaborate
Rapid pace with
constant change
Culture of
innovation and
creativity where status
quo is challenged
Traditional hierarchial
organization structure
Global average
Natural Resources workers57%
32%
37%
54%
21%
29%
44%
18%
32%
39%
27%
61%
38%
49%
22%
16%
30%
44%
25%
30%
40%
28%
Ideal work environment features
A C A P TI VATING EMPLOYMENT EXPERIENCE, FROM INTERVIEW,
THROUG H ON-BOARDING, TO THE WORKPLACE
25
CONTENTS Å
Natural Resources workers
significantly higher than
the global average
Natural Resources workers
significantly lower than
the global average

26. • More than half of all Natural
Resources workers would give
up higher pay and/or career
growth or advancement for the
opportunity to learn new skills
(58%) and greater work–life
balance (51%). This is similar
to the global average.
• Six in 10 Natural Resources
workers (63%) will look for a new
position within the next year,
on par with the global average.
This is more the case among
Natural Resources workers in
EMEA (69%) and APAC (65%)
than in the Americas (56%).
• Even when happy in their
jobs, Natural Resources workers
are more likely to look for better
job opportunities or evaluate
D ID Y OU KNOW?
the external job market than the
global average (50% vs. 47%).
Regionally, Natural Resources
workers in APAC (59%) and EMEA
(56%) are more likely than those
in the Americas (42%) to do so.
• Significantly more Natural
Resources workers (56%) feel
they are in a position of high
demand in the marketplace
than the 53% global average.
More workers in the Americas
(62%) and APAC (61%) indicated
this than in EMEA (49%).
• Natural Resources workers are
significantly more likely to prefer
to work for a global company
than the global average (45%
vs. 35%) and prefer to work
for an established company
with longevity (42%). Far more
Natural Resources workers in
APAC prefer to work for a global
company (71%) compared to
those in other regions (44% in
EMEA and 38% in the Americas).
• More Natural Resources
workers (20%) prefer to work for
Fortune 100 or 500 companies
than the 16% global average.
Significantly more workers in
APAC (33%) and the Americas
(24%) indicated this compared to
their counterparts in EMEA (12%).
• 19% of Natural Resources
workers would be prepared to
move to another continent for
the right job, significantly more
than the global average of 14%.
This is more evident within
EMEA (23%) and APAC (20%)
compared to the Americas (14%).
• 14% of Natural Resources
workers would be prepared to
relocate to another country,
significantly more than the global
average of 11%. In particular,
more APAC workers (23%)
indicated they are prepared to
do this than their counterparts
in other regions (15% in EMEA
and 11% in the Americas).
• 70% of Natural Resources
workers use social media
websites as the primary method
of networking, on par with the
71% global average. Far more
Natural Resources workers in
APAC (76%) and the Americas
(70%) use social media websites
as the primary networking method
than those in EMEA (66%).
• Significantly more Natural
Resources workers are more
inclined to search for jobs via
social media than using traditional
methods compared to the global
average (40% vs. 36%). APAC
and EMEA workers are more
inclined to do this (54% and
40% vs. 36% in the Americas).
26
CONTENTS Å

27. As complex as competing for
high-quality performers has
become, workers can be met on
their terms without sacrificing your
organization’s core values and
practices. Here are six things you
can do to relate to the workforce
dynamically and with satisfying
results. At the same time, you will
add definition and character to
your workplace.
1. Deliver an exceptional
application and on-boarding
experience. Make your company
irresistible by personalizing the
hiring process through both
technology and well-prepared
staff. Emphasize engagement
and the factors that differentiate
your company from others in
your industry.
SIX WAY S TO GIVE NATURAL RESOURCES TALENT WHAT IT WANTS
2. Participate in every possible
digital channel and be mobile-
friendly. The rise of social media
and user-centric digital design
have raised workers’ expectations
for better and more up-to-date
company information. Figure out
where your employees and hiring
targets spend their digital time,
and make an effort to relate to
them there. Most importantly,
create a talent community that
lives online yet is completely
representative of your workplace.
Give workers a reason to pay
attention to what you do and
inspire them to join you.
3. Personalize the career path.
Workers clearly see themselves
as valuable in terms of the skills
they possess and new practices
they can learn. Spend strategic
time identifiying the things your
company can do to nurture
every worker’s professional
development. This cultivates
loyalty and strengthens your
company’s culture. It also ensures
that your workforce is at the top
of its game and ready to share the
message that your company is a
good place to work.
4. Fight to make your workplace
remarkable. Employees expect
competitive pay packages and
transparent employment policies.
By emphasizing these two areas
alone, your company will attract
appropriate attention and build a
positive image organically. Word
gets around.
5. Determine how you can
please your workers. Learn about
your workforce’s preferences,
not just its needs. Think about
how you can provide a stable yet
flexible work environment that
blends challenge and opportunity.
Show them how this environment
will help them grow and develop.
6. Develop your persona as
an employer. Articulate all
the qualities that define your
company’s approach to producing
and serving your market. Be ready
to define how you are different
from others in your industry and
how you got to be that way.
Give employees and candidates
a reason to connect with your
employment philosophy.
The 2014 Kelly Global Workforce Index™
reveals that workers fully expect to connect with
employers – and potential employers – across a variety of channels and in real time.
27
CONTENTS Å

28. 28Kelly Global Workforce Index™
EXIT
An Equal Opportunity Employer © 2014 Kelly Services
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 provided employment to approximately 540,000 employees in 2013.
Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook,
LinkedIn, and Twitter. Download The Talent Project, a free iPad®
app by Kelly Services.
ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The Kelly Global Workforce Index (KGWI) is an annual global survey revealing opinions
about work and the workplace. Approximately 230,000 people across the Americas,
EMEA), APAC regions responded to the survey. The survey was conducted online by
RDA Group on behalf of Kelly Services.
CONTENTS Å