This report shows new trends about Worker Preferences and Workplace Agility in Europe and Asia for the Life Sciences Industry.

1. KELLY GLOBAL WORKFORCE INDEX®
WORKER
PREFERENCES AND
WORKPLACE AGILITY
LIFE SCIENCES

2. 2Kelly Global Workforce Index®
CONTENTSTHE KELLY GLOBAL WORKFORCE INDEX 2014
3 Where do employees
really like to work?
4 More than money
and promotion
9 Why employer size, location,
and track record all matter
13 Making the shift for work
16 New and emerging
flexible models of work
18 The organizational structure
that workers prefer
20 Looking in the mirror
21 How Kelly can help
The Kelly Global Workforce Index®
(KGWI) is an annual global survey
revealing opinions about work and
the workplace. Almost 230,000
people across the Americas; Europe,
the Middle East, and Africa (EMEA);
and Asia-Pacific (APAC) regions
responded to the 2014 survey.
The topics covered in the 2014
KGWI survey include:
• Engaging Active and
Passive Job Seekers
• Career Development
• The Candidate Experience
from Hiring to On-boarding
• Worker Preferences and
Workplace Agility.
This fourth installment, Worker
Preferences and Workplace Agility,
canvasses the value employees attach
to key elements of their work, including
skills, flexible work arrangements, and
even the idea of socially conscious work.
Employees also give a clue as to why
they are drawn to some organizations
and not others—shedding light on why
an employer’s geographic location,
size, and management structure all
play a part in talent selection.

3. 3Kelly Global Workforce Index®
Understanding the features that drive
these employees to certain organizations
is vital in managing the talent mix.
While there’s no mistaking that pay is a
key driver of attraction and retention,
these workers also prioritize their
professional growth and personal
development. How a company looks and
feels also makes a difference.
The views and expectations surrounding
non-traditional work styles are also
shifting, and these can provide
employers with an edge in attracting
the best people.
Employers looking to retain current talent
might consider the trade-offs that could
hold appeal for their employees.
It is important to ensure a company’s
compensation and benefits are
competitive, but retaining workers also
involves improving work–life balance and
flexible work arrangements, and providing
employees with clear plans for their
further training and development.
Where do employees really like to work?
Life sciences employees embody some of the world’s most highly skilled human
capital. They are also in high demand by leading-edge innovators.

4. 4Kelly Global Workforce Index®
More than money and promotion
The most attractive companies offer more than competitive pay
and benefits. They offer the opportunity to develop skills and a
clear pathway for progression. Indeed, the idea of learning new
skills at work may be worth more than higher pay and/or career
growth or advancement for many life sciences employees.

5. 5Kelly Global Workforce Index®
More than half (58%) of the life
sciences employees surveyed
globally said they would be prepared to
give up higher pay and/or career growth
or advancement for the opportunity to
learn new skills.
The willingness to trade off pay for skills
is more prevalent in APAC (69%) than it
is in EMEA (55%).
Certain countries stand out for
employees’ willingness to sacrifice
remuneration in order to gain skills,
notably India (82%), Portugal (74%) and,
Australia (67%).
How likely would you be to give up higher pay and/or career growth or advancement for the
opportunity to learn new skills? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR SKILLS
GLOBAL AVERAGE: 58%
APAC AVERAGE: 69%
EMEA AVERAGE: 55%
GlobalGermanyRussiaHungaryNorwayFranceSwitzerlandUKChinaItalyAustraliaPortugalIndia
0%
20%
40%
60%
80%
100%
GlobalGermanyRussiaHungaryNorwayFranceSwitzerlandUKChinaItalyAustraliaPortugalIndia
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
RUSSIA
THEUNITEDKINGDOM

6. 6Kelly Global Workforce Index®
Skills development isn’t the only
thing important to life sciences
employees—they also value flexibility.
More than a third (35%) globally said
they would be prepared to give up
higher pay and/or career growth or
advancement for a more flexible work
schedule.
Considerably more employees in APAC
(49%) are willing to make these pay and
advancement sacrifices than those in
EMEA (28%).
How likely would you be to give up higher pay and/or career growth or advancement for a
more flexible work schedule? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR A FLEXIBLE
WORK SCHEDULE
GLOBAL AVERAGE: 35%
APAC AVERAGE: 49%
EMEA AVERAGE: 28%
GlobalFranceRussiaItalyHungaryGermanyNorwayUKPortugalSwitzerlandAustraliaChinaIndia
GlobalFranceRussiaItalyHungaryGermanyNorwayUKPortugalSwitzerlandAustraliaChinaIndia
0%
10%
20%
30%
40%
50%
60%
70%
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
RUSSIA
THEUNITEDKINGDOM

7. 7Kelly Global Workforce Index®
Work–life balance is also important
to life sciences employees. A
total of 53% globally say they would
be prepared to give up higher pay
and/or career growth or advancement
for a better work–life balance.
The premium on work–life balance is
considerably greater in APAC, where
67% would be likely to make such
a sacrifice, than in EMEA (50%).
How likely would you be to give up higher pay and/or career growth or advancement for a
better work–life balance? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY FOR
WORK–LIFE BALANCE
GLOBAL AVERAGE: 53%
APAC AVERAGE: 67%
EMEA AVERAGE: 50%
GlobalRussiaNorwayHungaryUKFranceGermanyitalyPortugalSwitzerlandChinaAustraliaIndia
0%
10%
20%
30%
40%
50%
60%
70%
80%
GlobalRussiaNorwayHungaryUKFranceGermanyitalyPortugalSwitzerlandChinaAustraliaIndia
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
RUSSIA
THEUNITEDKINGDOM

8. 8Kelly Global Workforce Index®
There is also a group of employees
who are attracted to work that is
socially fulfilling, and who are willing
to give up pay and/or promotional
opportunities to pursue it.
More than a quarter (27%) of life
science wokers globally said they would
be likely to give up higher pay and/
or career growth or advancement for
an opportunity to do more socially
conscious work. The proportion likely
to do so is considerably higher in APAC
(40%) than in EMEA (23%).
How likely would you be to give up higher pay and/or career growth or advancement for an opportunity
to do more socially conscious work? (% “definitely would” and “would,” by country)
WILLINGNESS TO
TRADE OFF PAY
FOR SOCIALLY
CONSCIOUS WORK
GLOBAL AVERAGE: 27%
APAC AVERAGE: 40%
EMEA AVERAGE: 23%
GlobalGermanyUKFranceRussiaSwitzerlanditalyHungaryAustraliaNorwayPortugalChinaIndia
0%
10%
20%
30%
40%
50%
60%
GlobalGermanyUKFranceRussiaSwitzerlanditalyHungaryAustraliaNorwayPortugalChinaIndia
INDIA
AUSTRALIA
CHINA
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
RUSSIA
THEUNITEDKINGDOM

9. 9Kelly Global Workforce Index®
Why employer size, location,
and track record all matter
Attracting and retaining employees goes beyond offering competitive
pay, a good work–life balance, and advancement opportunities. An
organization’s characteristics—its geographic footprint, size, type,
and record of achievement—also factor into the equation.

10. 10Kelly Global Workforce Index®
Globally a significant portion (40%)
of life sciences employees said
they have no preference about the
type of organization they work for—
whether it’s a global company, a national
company (operating in a single country),
or a regional company (operating in a
single region within a single country).
However, a sizable 44% would prefer
to work for a global company—almost
three times the number who would
prefer to work for a national company
(10%) or a regional company (6%).
The preference for global companies
is more pronounced in APAC
(70%) than in EMEA (49%).
What company geographic footprint would you most prefer? (%, by region)
PREFERRED EMPLOYER
ORGANIZATION
GEOGRAPHIC
FOOTPRINT
National company
Global company
Regional company
No preference
EMEA APAC
7%
3%
20%
70%
11%
7%
34%
49%

11. 11Kelly Global Workforce Index®
When it comes to the size of
the organization, the largest
percentage (39%) of life sciences
employees globally said it doesn’t matter.
However, more than a quarter (27%) are
drawn to mid-sized companies (those
with 50–1,000 employees), and the same
percentage prefers large companies
(those with more than 1,000 employees).
Only 7% prefer small businesses
(those with less than 50 employees).
APAC employees showed a clear
preference for large companies
(43%), while in EMEA preferences
were more evenly spread.
Small businesses were the
preferred choice of just 10% in
EMEA and 5% in APAC.
What company size would you most prefer? (%, by region)
PREFERRED
EMPLOYER
ORGANIZATION SIZE
Large company
(more than 1,000 employees)
No preference
Mid-sized company
(50–1,000 employees)
Small business
(less than 50 employees)
EMEA APAC
29%
43%
22%
5%
30%
25%
35%
10%

12. 12Kelly Global Workforce Index®
When it comes to the type
of organizations that life
sicences employees like to work
for, they tend to lean toward firms
with an established presence.
While 37% globally have no preference,
40% said they want to work for a business
that is established, with some longevity.
This preference for established
companies is notable in both
EMEA (43%) and APAC (39%).
Fortune 100 or Fortune 500 companies
are only preferred by 12% in EMEA,
but by a much stronger 36% in APAC.
Start-up firms are preferred by only
8% in EMEA and 4% in APAC.
What type of company would you most prefer to work for? (%, by region)
PREFERRED
EMPLOYER
ORGANIZATION
TYPE
No preference
Established company
with longevity
Fortune 100 or
Fortune 500 company
Start-up company/
micropreneur
EMEA APAC
39%
4%
20%
36%
43%
8%
37%
12%

13. 13Kelly Global Workforce Index®
Making the shift for work
Is it too much to ask employees to travel to find the right work?
Apparently not—a surprising number of workers are ready to relocate,
often considerable distances, in order to secure the work they want.

14. 14Kelly Global Workforce Index®
Among life sciences employees,
there is a relatively high degree
of labor mobility, with a total of 75%
globally saying that they would be
ready to move for the right job: 18%
to another continent; 17% to another
state, region or province; 16% to
another city or town; 12% within the
same country, district or province
and 12% to another country.
Only 19% of employees surveyed
in APAC and 23% in EMEA are
not prepared to move.
How far would you be prepared to move for the right job? (%, by region)
WILLINGNESS TO
MOVE FOR WORK
EMEA
APAC
GLOBAL
0% 5% 10% 15% 20% 25%
Another country
Within the same country/district/province
Another city/town
Another state/region/province
Another continent
Not willing to move

15. 15Kelly Global Workforce Index®
0%
10%
20%
30%
40%
50%
THE MIDDLE
EAST
AFRICASOUTH
AMERICA
THE ASIA-PACIFIC
REGION
DON'T
KNOW
NORTH
AMERICA
EUROPE
EMEA
APAC
GLOBAL
Among life sciences employees,
Europe stands out as the
destination of choice, cited by more
than a third (37%) of respondents,
followed by North America (25%).
Asia-Pacific region attracted only 9%,
followed by South America (4%), and
Africa and the Middle East (both 2%).
EMEA workers gravitated toward
their own continent (44%), while
those in APAC also predominantly
chose Europe (35%).
Aside from your own region, which part of the globe would you most want to work in? (%, by region)
PREFERRED
REGION TO WORK

16. 16Kelly Global Workforce Index®
New and emerging
flexible models of work
Various alternatives to the traditional form of employment have
emerged in recent years, including freelancers, temporary employees,
contract employees, independent contractors, project-based Statement
of Work contractors, and entrepreneurs and business owners.

17. 17Kelly Global Workforce Index®
APPEAL OF
NON-TRADITIONAL
EMPLOYMENT
Globally, 40% of life sciences
employees expressed an
interest in these non-traditional or
flexible employment alternatives.
Workers in APAC (45%) are more likely
to be interested in non-traditional or
flexible employment than those in
EMEA (31%).
To what degree are you interested in non-traditional or flexible employment? (% “very interested” and “interested,” by country)
GLOBAL AVERAGE: 40%
APAC AVERAGE: 45%
EMEA AVERAGE: 31%
GlobalItalyGermanyFranceUKSwitzerlandPortugalRussiaAustraliaHungaryIndiaNorwayChina
GlobalItalyGermanyFranceUKSwitzerlandPortugalRussiaAustraliaHungaryIndiaNorwayChina
0%
10%
20%
30%
40%
50%
60%
70%
AUSTRALIA
CHINA
GERMANY
HUNGARY
NORWAY
SWITZERLAND
ITALY
PORTUGAL
FRANCE
RUSSIA
THEUNITEDKINGDOM
INDIA

18. 18Kelly Global Workforce Index®
The organizational structure
that workers prefer
Workplace structures vary greatly—virtual teams, collaborative
environments with cross-functional teams, flexible arrangements,
environments with both high risks and rewards, and environments
characterised by latest technology and equipment.

19. 19Kelly Global Workforce Index®
IDEAL EMPLOYEE WORK
ENVIRONMENT
The ideal work environment for
life sciences employees is one
that offers collaboration (68%) and
flexible work arrangements (55%).
These workers also want exposure to
the latest technologies and equipment
(51%), a culture of innovation
(48%) and virtual teams (36%).
Fewer workers are attracted to
highly individualized structures with
limited teamwork (15%), competitive
environments with both high risks
and rewards (19%), and traditional
work arrangements (24%).
By region, flexible work arrangements
are more popular in APAC (60%) than
in EMEA (46%). Virtual teams and
competitive environments with high
risks and rewards are more attractive
to those in APAC than in EMEA.
Your ideal work environment would include which of the following features? (%, multiple responses allowed, by region)
0 10 20 30 40 50 60 70
EMEA
APAC
GLOBAL
Highly individualized, limited teamwork and collaboration
Competitive, where rewards and risks are high
Traditional work arrangements, 9–5 schedules
Traditional hierarchical structure
Rapid pace with constant change
Matrix structure
Virtual teams
Culture of innovation and creativity
Exposure to latest technologies and equipment
Flexible arrangements, remote work, flexible schedules/hours
Highly collaborative environment (cross-functional teams)

20. 20Kelly Global Workforce Index®
It is important for organizations to
understand the attributes that are
attractive to prospective employees.
Firms need to be able to assess their
relative appeal as an employer, and then
use this information to determine their
recruitment and retention strategies.
The KGWI shows that organization type,
size, location, and managerial structure all
carry weight when employees are deciding
where to work, and have a direct bearing on
remuneration and other benefits on offer.
Most candidates might not appreciate
these features from the outside, and
many organizations don’t use them as
a selling point.
Firms with less appeal to employees
may need to offer a premium, while the
most sought after companies can probably
afford to be less generous than the market
as a whole.
A culture that is collaborative, creative,
team-oriented, and focused on leading-
edge technologies may well be a strong
point of difference.
There are certain things that employers can
do to better understand and leverage their
position in the market:
• Conduct an employee “attraction” test
that will identify the organization’s appeal
in terms of its type, size, location, track
record, and organizational structure.
• Undertake an audit of the organization’s
“non-work” features that could be
attractive to employees and candidates,
and consider how they could be
embedded in the employment offering.
CONCLUSION
Looking in the mirror
• Encourage employees to identify
particular interests, such as lifestyle,
family, recreational, or other pursuits that
may provide an opportunity to inject
flexibility into the work schedule.
• Harness the organization’s positive
features to extend the recruiting footprint
to cities, regions, or even countries where
in-demand skills may be more plentiful.

21. 21Kelly Global Workforce Index®
How Kelly can help
Kelly Services aims to understand the factors that drive the recruitment process
and deliver insights that help every employer source the best talent.
Understanding employees’ varying
motivations and employers’ needs
is a critical element in this. We know
that just as employers have different
requirements, employees bring their
own values, styles, and requirements.
One of the important aspects highlighted
by the KGWI survey is the diversity
of views among talent regarding the
most desirable places to work, as well
as distinct preferences for particular
organizational styles and types.
Kelly’s global presence, knowledge, and
experience helps employers to better
appreciate these traits and enables
organizations and employees to achieve
the optimum fit.
Knowledge of local markets, industry
sectors, and skills availability is crucial.
In a world where talent is increasingly
mobile, it is more important than ever
to reach into markets and regions where
skills can be harnessed to maximize
productivity and profitability.

22. 22Kelly Global Workforce Index®
22Kelly Global Workforce Index™
EXIT
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ABOUT THE KELLY GLOBAL WORKFORCE INDEX
The KGWI is an annual global survey revealing opinions about work and the workplace.
Approximately 230,000 people across the Americas, EMEA, and APAC regions responded
to the survey. The 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 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,
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app by Kelly Services.