http:// 2012-12-20T02:21:00Z 2012-12-20T02:21:00Z personal-growth-and-fulfilment-most-important-factors-for-gen-y-workers-when-considering-job-roles

December 18, 2012 – Kelly Services, a world leading provider of workforce solutions, is urging organisations to actively engage and mentor their Generation Y (Gen Y) workforce to reap the maximum benefits in managing today’s challenging multi-generational workforce. According to the latest Kelly Global Workforce Index (KGWI), which surveyed nearly 170,000 people in 30 countries, when deciding on one position over another, Asia-Pacific (APAC) respondents said personal growth/advancement (38 per cent) and personal fulfilment/work-life balance (37 per cent) are the two most important considerations. Both ranked ahead of compensation/benefits (20 per cent). Meaningful work is fulfilling work, according to Gen Y. In APAC, work is considered “meaningful” if it provides the ability to excel/develop or if it aligns with personal values. Karen Colfer, managing director, Kelly Services Australia, said, “Particularly for Gen Y employees, their enthusiasm and ability to adapt to and navigate the fast-changing trends in today’s world are strong attributes that employers and managers should be tapping in to. “Organisations that recognise the crucial role Gen Y employees play as future leaders and potential customers are working hard to engage them in the workplace. This engagement and mentoring helps Gen Y employees align their career goals with the organisation, which is crucial in developing loyalty.” The top two desired employer attributes for Gen Y respondents in APAC are strong market presence/leadership (25 per cent) and corporate culture (24 per cent). These factors eclipsed all others including financial performance (21 per cent), reputation for innovation (14 per cent), longevity (6 per cent) and corporate social responsibility (6 per cent). Colfer said, “Employers must provide Gen Y employees with more rounded employment packages that feature a clear career development path. “In a talent-short environment, it is crucial for organisations to actively engage their employees across all generations, especially Gen Y. The future of businesses is with Gen Y and organisations need to recognise that they are the leaders of tomorrow.” -ENDS- About the Kelly Global Workforce Index™ The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace from a generational viewpoint. Approximately 170,000 people from the Americas, APAC and EMEA participated in the survey. Results will be published throughout 2012 on a variety of topics such as employee retention, social media and the highly virtual workplace. Visit www.kellyservices.com to review findings on the current topic. 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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-12-18T00:11:00Z kelly-services-offers-four-tips-for-escaping-a-job-rut-in-2013

December 11, 2012 – Kelly Services, a world leading provider of workforce solutions, offers four tips for escaping a job rut in 2013. Karen Colfer, Managing Director, Kelly Services Australia, said, “Employees can often feel like they are not getting where they want to be in their job role or career, and may feel underappreciated, underpaid and overworked. “With 66 per cent* of Australian employees intending to look for employment with another organisation in the next 12 months and 33 per cent* frequently thinking about quitting their job it seems that some Australian workers may already be in a job rut. “Employees need to recognise that they can control the outcome, and can contribute to a brighter career future and that leaving their current role for a new role is not their only option.” Kelly Services offers five ways to get back on solid ground. 1. Look sideways. Today's companies are leaner. Job advancement is no longer based on just moving up the ranks, it can be about moving across the ranks. These lateral moves provide a richer understanding of the challenges other departments face, and equip you with a broader set of job skills. What's more, reaching the next rung on the career ladder is not necessarily all that it is cracked up to be. It may take you farther away from what it is that you like doing. 2. Make sure the grass is greener. If you're down about your prospects, it's always easy to look across the fence and see greener pastures. Other jobs may look more interesting, have more challenges and pay more, but talk to friends, colleagues and family, and you may indeed find that the same frustrations you are experiencing in your current job are present elsewhere. 3. Fire yourself up. In today's fast-paced business world, companies must always look for new products, new markets and new services. As companies seek to establish their footing, be alert for new opportunities. Jump on new and expanded assignments and be alert for new opportunities. Challenge your comfort zone and drive some of the change internally. Get involved in industry committees and organisations where you gain exposure to the latest trends and developments and increase your exposure. Backed with credibility and hard work, this enhanced visibility and involvement will attract attention and start priming the networking pump. 4. Set goals. If you decide you have to get a new job, develop a plan and timetable including what job you want and the path to achieve it. You have numerous tools at your disposal including networking, social media, head hunters, recruitment agencies, on-line resources and advertising. Think about how many resumes you are going to send, how many personal contacts you are going to make, what kind of research you need to start and how long you are willing to wait for that perfect job. Be prepared should your current employer become aware you are jobseeking and what you will do if you are fired or given a counter offer. “Getting yourself out of a job rut is a difficult and challenging process. The start of the new year brings a fresh approach to many things so if you are finding your current job not as rewarding as it has been in the past it’s a great time to take stock of where your career is heading. “Use the tips outlined above, talk with your friends and family and event your employer about your options and most importantly, always stay positive” Colfer said. *Kelly Global Workforce Index 2012 -ENDS- 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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-12-05T01:48:00Z kelly-services-offers-advice-for-building-a-high-performance-team-in-2013

November 29, 2012 – Kelly Services, a world leading provider of workforce solutions offers managers advice for building a high performance team and cultivating peak performance to ensure employees work together to their full potential and achieve business goals in 2013. Karen Colfer, Managing Director, Kelly Services Australia said, “A well-oiled and disciplined team lets members achieve results far beyond their individual abilities. “Building a high performance team takes a lot of hard work and skill to blend the different personalities, abilities and agendas into a cohesive unit willing to work for a common goal. “To build a cohesive and functional team, managers need to be strong and visionary leaders focused on teaching, encouraging and organising, not controlling.” Kelly Services offers the following advice to help build a high performance team. Define the need. As a leader, you must establish the broad, compelling purpose for the team. What do you want to improve? Eliminate? Change? Resist the temptation to handcuff the team by writing a detailed prescription in advance of the diagnosis. Your vision, properly articulated, will be the engine that drives and inspires your team. It will determine who should be on the team, what resources are needed, how quickly a conclusion must be reached, what falls within the scope of the team, and how success will be measured and rewarded. Recruit the right people. Find the talent that is willing to commit to your vision with zeal. Choose members who represent a wide range of backgrounds, skills and abilities. Look to imbue your team with a wide mix of cultural, generational and professional viewpoints to provide diverse ideas and opinions that might not otherwise have been aired. Shared values. Not only must team members embrace your mission, they must share your values. Effective teams demand close collaboration, trust, honesty, passion, and genuine appreciation for each member's contributions. Develop common goals. A high performance team thrives in an environment where they can unite behind a common and compelling purpose, a cause everyone can understand, identify with, and commit to. Ideally, these goals should be developed by the team members themselves, which create ownerships, buy-in and commitment. Goals should be a written agreement that clearly states what the team wants to accomplish, why its goals are important and how the team will work together to achieve the desired outcome. Set ground rules. Make sure team members understand why the team exists and know the roles each member plays. They need to know how decisions will be made, how to deal with conflict, how to communicate, and how results will be measured. The success of the team depends upon creating an environment in which team members openly contribute ideas while recognising and respecting the differences in others. Communicate, communicate, communicate. If a statement of purpose is the engine that drives the team, communication is the oil that keeps the engine well lubricated. Fail to lubricate the engine and it will lock up. The team will fail without effective communication. Communication is about listening intently, and asking questions to get clarification. Face-to-face meetings generally work best in a team environment, supplemented by electronic communications, however every team is different so it’s wise to discuss communication processes with team members. Promote curiosity. Curiosity and the search for new solutions fuels great groups. Members don't just solve problems. They are engaged in a process of discovery that serves as its own reward. They also have another quality that lets them both identify significant problems and find creative, boundary-busting solutions rather than simplistic ones. Keep score. A team can't perform if it doesn't know what it's doing. But that's not enough, there must be a commitment to constant improvement. To accomplish that, you have to measure performance. Feedback should be immediate. Practice open-book management and make sure team members have those numbers that are important to them in tracking their success. Reward. Even though their contributions may not be exactly equal, it's important to recognise the team's efforts. Acknowledge individual achievement during group meetings and compliment the team as a whole on working well together. Highlighting and celebrating interim successes can be a great morale booster. People repeat performance that garners reward and recognition. When you focus on the positive, you develop the habit of doing things right. Back off. If you've implemented the above steps correctly, then get out of the way. As the leader, your role will change over the life of the team. In the beginning, you may have spent a lot of time developing the mission, identifying what the team was setting out to accomplish, and, more importantly, helping develop interpersonal and group skills such as conflict resolution and meeting management. Trust the team process, even if you think you know better. Nothing undermines a team faster than for their moves to be trumped. Teams must be empowered to achieve the results, without fear of being overridden by the top floor. “Follow these guidelines and you're well on your way to building a high performance team. Develop the basic skills and a game plan, and stick to it to work effectively as a team to achieve business goals,” said Colfer. -ENDS- 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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-11-23T00:21:00Z 47-per-cent-of-workers-see-switching-jobs-as-the-key-to-career-growth-1

November 15, 2012 – 47 per cent of workers believe that to develop their skills and advance their careers, it is more important to change employers, than remain with their existing employer, according to the latest Kelly Global Workforce Index (KGWI). The KGWI examines issues of job mobility and career progression as part of a shift to a more autonomous and empowered workforce. The survey reflects a changing attitude from workers, with more seeking to gain new experiences and skills with multiple employers. Nearly 170,000 people in 30 countries participated in the survey, including approximately 1,200 in Australia. Despite economic uncertainty, 59 per cent of Australians say that if they did change jobs, they would be in a good position to negotiate a similar or better position. Karen Colfer, managing director, Kelly Services Australia, said, “Kelly is seeing a shift in attitude on the part of employees who are increasingly embracing the idea of working for multiple employers as a way to gain a wider array of work experience while they develop their careers.” The survey shows that the idea of a career-for-life with one employer is regarded as relevant by 32 per cent of workers. Those with professional and technical skills are less attracted to the career-for-life (28 per cent) than other workers (35 per cent). Results of the survey in Australia also show: · 65 per cent say experience with multiple employers is an asset in their career development · 42 per cent admit that they actively look for new jobs, even when happy in their current ones · 27 per cent believe they will have the chance to progress or gain a promotion with their current employer · 50 per cent believe that their current employer is not realising their full potential. Colfer said, “Employers face the reality that even happy workers are actively planning for the next step in their career. Many workers are seeing the advantages of wider employment experiences with a more diverse range of organisations. “Employers need to consider ways to improve their development and promotional programs so that employees think twice before switching employers.” # # # About the Kelly Global Workforce Index™ The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace from a generational viewpoint. Approximately 170,000 people from the Americas, APAC and EMEA participated in the survey. Results will be published throughout 2012 on a variety of topics such as employee retention, social media and the highly virtual workplace. Visit www.kellyservices.com to review findings on the current topic. 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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-11-09T00:08:00Z kelly-services-urges-organisations-to-embrace-the-technology-generation

November 1, 2012 – Kelly Services, a world leading provider of workforce solutions, is urging organisations to embrace the new approach to the workplace, where technology has driven a shift in the fixed nature of employee/employer relationships and shortened job lifecycles. Karen Colfer, Managing Director, Kelly Services Australia, said, “Rapid and ongoing technological advances have triggered a procession of change, and as a result, the idea of a fixed employer and a fixed work location is disappearing. “Organisations need to accept that the new workforce will be in a constant state of flux. Smart organisations will find ways to maximise the opportunity by investing in the development of their employees and creating an environment that facilitates communication and interaction across a group of employees that don’t physically sit together.” Traditionally an employee’s hard work and loyalty was matched by an employer’s commitment to provide fair compensation and reasonable job security. Underpinning that was a requirement that job sites be relatively fixed, which meant work couldn’t move from place to place and the type of work done at a job site remained relatively fixed. In the last two decades, there has been a rapid change in the nature of work globally, and as a result, the employer/employee relationship has been fundamentally altered. The old social contract is becoming obsolete and a new social contract is emerging. Colfer said, “Today’s workers are willing to change employers, careers and work locations without inhibition. It is not only socially acceptable nowadays but can be the fast track to career advancement. “While globalisation is a contributor to making work less fixed, technology is by far the most important driver.” Technology has helped unwind the traditional workplace in two ways. First, location has become irrelevant for an increasing number of jobs, resulting in freedom of location for workers. Second, technology has been responsible for making many jobs obsolete far more quickly than at any other time in history. At the same time technology has also driven the creation of many new roles. In effect, technology is responsible for shortening the lifecycle of many roles as new technologies are developed and new more efficient operating practices are introduced. Colfer said, “For many, the job that they have now will not exist in its current form a few years from now. “Globalisation of the workplace coupled with technology has permanently eroded the fixed nature of work. “The speed of technology diffusion has increased significantly with new kinds of collaborative technology and platforms appearing constantly. “In this new world, increasingly, individuals need to take personal responsibility for their own job and career,” Colfer concluded. -ENDS- 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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-11-02T01:06:00Z kelly-scientific-resources-predicts-increasing-demand-in-traditional-scientific-sectors-as-employees-jump-ship-to-green-collar-opportunities

October 25, 2012 – Kelly Scientific Resources, Australia’s leading scientific recruitment firm, is predicting a shortage of candidates for traditional scientific roles as qualified scientists seek green collar opportunities created as a result of the recently implemented Carbon Tax. With Australian businesses now navigating the Carbon Tax environment, opportunities for environmental advisers and other scientific and environmental related roles have increased. This makes it an ideal time for workers in traditional scientific roles to look for opportunities in a wider sphere of corporate organisations and could lead to a shortage of workers in traditional scientific areas. Ray Fleming, General Manager Professional and Technical at Kelly, said, “Traditional scientists looking for green collar work are in an ideal position. Employers simply cannot find enough suitably qualified environmental specialists so those with the right scientific backgrounds are likely to be snapped up and trained. “The fact that the corporate arena traditionally remunerates at a higher level than the scientific sector, coupled with the idea that companies looking to attract skills in this area will be more willing to offer negotiable terms of employment, will no doubt entice some to consider a career change. “ The green sector is more relevant than ever and companies are investing in finding the right people to minimise additional expenses incurred by the carbon tax. This provides a unique opportunity for employees, but also means that other sectors may experience a shortage of skilled staff. In this way the Carbon Tax’s impact on the mining industry may extend to mine operators ability to source qualified staff. Previously the mines and potential mine sites were among the most attractive option for Environmental Scientists and Engineers. With the upturn in the Environmental Industry, demand for such professionals has increased greatly across the board. Fleming said, “Businesses in all industries have recognised the need to develop strategies and adequately prepare for increased expense. “The increase in available positions has created what is now a highly competitive industry for finding skilled workers. Kelly Scientific Australia expects green jobs in carbon offset generating projects to increase even further. “While this is all great news for qualified scientific professionals, employers that are seeing staff walk out the door in search of that lucrative corporate change need to employ strategies to motivate their employees and reward their skills.” Kelly Scientific Australia suggests employers adopt five strategies to help keep staff loyal and retain skilled workers. 1. Reward and recognise employees often Ensure your remuneration offer is as competitive as possible and look for opportunities to reward and recognise employees outside of the normal salary. Employees crave positive feedback and will be more productive when they receive it. 2. Invest in employees and provide training Training is an investment in employees and staff see it as an investment in their professional development. Employees need training to maintain their skills so ensure this is a priority. 3. Establish a family-friendly or flexible work environment Balancing work and family life can be one of employees’ biggest challenges. Look at ways to be more accommodating and provide flexible solutions. 4. Collaborate. Ask employees for input on important decisions The more managers develop a collaborative relationship with staff, the better that relationship will be. You and your staff depend on each other, so try to demonstrate that point on them. Employees will feel important and more committed to the mission. 5. Listen to staff concerns Staff will have concerns about working conditions, working hours, deadlines and other matters. Listen to what they say, because if you don’t, morale will be lowered. If there’s little chance that you can resolve the concern, let them know immediately to help set their expectations. Fleming said, “The carbon tax is a revenue opportunity for the environmental sector, however those companies wishing to retain their staff need to ensure that they’re implementing the right tools to empower them, providing a supportive environment where they feel challenged and rewarded.” -ENDS- About Kelly Scientific Resources As a division of Kelly Services, Kelly Scientific Resources has been solely dedicated to and has built considerable expertise in identifying and placing qualified science professionals. All Kelly Scientific consultants have qualifications in science ranging from Diplomas through to PhD level and have experience working within the scientific industry. Kelly Scientific – where scientists recruit scientists.

2012-07-27T01:26:00Z kelly-services-urges-businesses-to-prepare-for-a-rise-in-free-agents-in-the-workforce-by-developing-strategies-to-leverage-the-talent

July 25, 2012 – Kelly Services, a world leading provider of workforce solutions, is urging businesses to prepare for a rise in free agents in the workforce and develop strategies to leverage the talent and versatility they offer.Karen Colfer, managing director, Kelly Services Australia, said, “Recent economic realities, coupled with employees looking for more flexible and engaging work, has led to a significant shift from traditional employment relationships toward flexible “free agent” options such as microwork, independent contracting, temporary and project work and entrepreneurship.“Today’s leading workforce strategies centre on an organisation’s ability to access the best talent when and where they need it, in a fast and flexible manner. In an uncertain future, it is clear that the companies with the strongest workforce will be those that adapt to the changing trends and consider a wide range of workers to meet their needs.“Smart employers will develop a talent strategy and work environment that takes full advantage of the versatility offered by the free agent workforce.”Free agent workers choose their workstyle because they value its freedom, flexibility, and entrepreneurial benefits. The workstyle gives them more control over their career and offers them more opportunities to build their skills. It also affords greater control over their career path, providing more opportunities to build their skills through diverse work projects and assignments.Colfer said, “When it comes to choosing work assignments, free agents are attracted to the work environment and role flexibility first. They choose assignments primarily on the type of work they will be performing, their interest in it and the structure within which they all operate.”Kelly Services offers employers advice on how to adapt to the free agent workstyle trend:* open your thinking to new employment models* make an effort to understand the personal needs of your candidates – then be flexible enough in your structure to accommodate top talent wherever possible* work to create a more defined work process, breaking roles into smaller work deliverables that can be easily outsourced, rearranged within a team and managed* re-educate managers on changing worker needs, perceptions and expectations.Kelly Services offer employers advice to capitalise on the free agent workstyle trend:* gain visibility into all free agents working within your organisation * evaluate departments, positions and projects within their companies to see how they could benefit from free agent talent* develop flexible options for current employees* ensure workforce solution partners to ensure that they are experts in the free agent population.Colfer said, “There is no doubt that the free agent workforce in Australia will continue to grow and employers need to be prepared to not only adapt but have strategies in place to capitalise on a free agent workforce.”-ENDS-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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-07-19T23:53:00Z 48-per-cent-of-australians-believe-social-media-has-a-negative-impact-on-workplace-productivity

July 12, 2012 – 48 per cent of Australians say social media has a negative impact on workplace productivity according to the latest survey results from global workforce solutions leader, Kelly Services.While social media is gaining a firm foothold in Australia’s workplaces, with 18 per cent of employees approving of the personal use of social media while at work, others are seeing it as disruptive to workplace harmony.48 per cent say social media has a negative impact on workplace productivity, and 59 per cent say that mixing personal and professional connections through social media can cause problems in the workplace.Karen Colfer, managing director, Kelly Services Australia, said, “For many workers, social media has become almost an entitlement. It’s something that is a fundamental part of their communications armoury, and they’re using it to make career decisions and to search for jobs.“There is nervousness about the pitfalls if the personal and professional worlds of social media are allowed to intermingle.”With the talent war for highly-skilled workers in full swing, it’s important to note that significantly more employees with professional and technical skill sets feel it is acceptable to use social media for personal use when at work (23 per cent) compared to those with non-qualified skill sets (12 per cent).The findings are part of the latest survey results from the Kelly Global Workforce Index (KGWI), an annual survey conducted by Kelly Services. Nearly 170,000 people in 30 countries participated in the survey, including more than 1,400 in Australia.Results of the survey in Australia also show:* among the main workforce generations, 18 per cent of Gen Y (aged 19-30) believe it is acceptable to use social media for personal use while at work, compared with 17 per cent of Gen X (aged 31-48) and 11 per cent of Baby Boomers (aged 49-66)* 21 per cent feel it is acceptable to share opinions about work with friends and colleagues on social media* just 6 per cent of employees have been told to stop using social media at work* 21 per cent of respondents believe it is important for their employer organisation to have a social media presence* 29 per cent of respondents are more inclined to search for jobs via social media rather than through traditional methods such as newspapers, online job boards and recruitment firms.Colfer said, “The reality is that the spread of social media in the workplace is occurring faster than any rules designed to manage it. While many employees are quick to see the benefits, employers and managers are still grappling with a host of complex issues relating to privacy, monitoring and access to sensitive business information.”Complete findings are published in a new report, When Two Worlds Collide – The Rise of Social Media in the Workplace. For more information about the Kelly Global Workforce Index and key regional and generational findings, please visit the Kelly News Room or www.kellyservices.com.au.# # #About the Kelly Global Workforce Index™ The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace from a generational viewpoint. Launched in late 2011, approximately 170,000 people from the Americas, APAC and EMEA participated in the survey. Results will be published throughout 2012 on a variety of topics such as employee retention, social media and the highly virtual workplace. Visit www.kellyservices.com to review findings on the current topic.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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-06-14T03:45:00Z kelly-scientific-australia-warns-businesses-to-consider-employing-skilled-environmental-advisors-before-carbon-tax-implementation

June 5, 2012 – Kelly Scientific Resources, Australia’s leading scientific recruitment firm, is warning businesses skilled environmental advisors will become more difficult to source and attract once the carbon tax is implemented on July 1, 2012.The introduction of the Carbon Tax will see a tax placed on pollution emissions. The related Clean Energy Future Bill plans to cut Australia’s emissions by 20 per cent by 2020 and 80 per cent by 2050*.Paul O’Brien, director, Kelly Scientific Resources Australia, said, “Businesses need to develop strategies to prepare for the commencement of the carbon tax, taking into consideration cost pass-through, contract review clauses, financing arrangements and energy saving measures.“The need to employ skilled and experienced environmental planners has never been so crucial. Assessing sustainability practices and implementing new policies should be at the forefront of a business planning to mitigate the risk of non-compliance, possibly resulting in heavy penalties. “The challenge Australian businesses face is that this sector is relatively new, which means current demand far outweighs the number of skilled and experienced professional. This shortage is only going to get worse post the implementation of the carbon tax.“The demand for environmental planners has exploded in Australia, with 1,368 jobs in the sector advertised on SEEK in May, 2012 alone and there’s simply not enough people to fill these positions.”The advice of “green collar” specialists is essential in making smart business decisions and early preparation will help businesses reduce the impact on the organisation.The role of a professional environmental planner includes:* assessing all internal operations for sustainability purposes and advising on future best practice* identifying, processing and compiling applications for environmental permits and approvals for energy management projects* undertaking studies that may include environmental assessments, impact studies and field investigations* writing management and planning documents * interpreting and advising on license conditions and requirements for legislation* negotiating with government agencies and other stakeholders regarding permits and approvals.O’Brien said, “Given the high demand for people with skills and experience in the environmental sector it is crucial for businesses to look at their retention and loyalty strategies as there are many opportunities out there.“In addition, businesses may find it beneficial to review their internal talent pool and develop in-house training where they can to upskill existing staff.” Kelly Scientific Resources recommends that businesses seek specialist energy advice to accurately capture, quantify and record all carbon tax related costs.-ENDS-About Kelly Scientific ResourcesAs a division of Kelly Services, Kelly Scientific Resources has been solely dedicated to and has built considerable expertise in identifying and placing qualified science professionals. All Kelly Scientific consultants have qualifications in science ranging from Diplomas through to PhD level and have experience working within the scientific industry. Kelly Scientific – where scientists recruit scientists.* http://www.cleanenergyfuture.gov.au/clean-energy-future/securing-a-clean-energy-future/chapter-2-australias-targets-for-reducing-carbon-pollution-and-a-new-australian-climate-advisory-committee/

2012-06-08T02:49:00Z australian-employers-reluctant-to-roll-out-long-term-hiring-strategies-in-an-unstable-market

May 31, 2012 – Kelly Services, a world leading provider of workforce solutions, has released the Kelly Services 2012 Salary Guide to help employers and jobseekers manage their way through the challenges of the recruitment process.The guide provides employers and job seekers with salary information on a wide range of roles, offering the ability to benchmark a position or an individual against other areas of expertise or against the same in another area of the country. It also provides commentary on the employment market in each State.Karen Colfer, managing director, Kelly Services Australia, said, “The issue of employee benefits remains one of the leading challenges for employers. The Australian employment landscape continues to be impacted by an unsteady global economy, evolving workforce demographics and changing leadership and introduction employment strategies.“Instability in the global economy has led to a slower than expected return to confidence for the employment market, which has led to employers remaining reluctant to roll out long-term hiring strategies.“Employers need to be expert at managing downsizing projects, retaining productivity with fewer heads or managing a workforce with an increased number of contract and part-time employees. “The good news for employers is that the challenges being encountered across the business community are expected to ease during the latter half of 2012 as stability is restored to global financial markets, and that flows into the Australian market.“While the workforce of tomorrow might be vastly different to the workforce that organisations employed a few years ago in terms of demographic, location and flexibility, for the first time in a long time employers will be able to take a long-term view of their workforce strategy,” Colfer said.Commentary by State Australian Capital Territory* The Australian Public Service (APS) is the largest employer in the Australian Capital Territory (ACT). It has a huge influence on the market as there are a large number of businesses spread across all sectors which operate to service and support the Federal Government.* The increases in the efficiency dividend savings and projected savings over the next few years have affected the recruitment behaviours of the APS and many departments have developed a “make do” attitude. * They have reduced contractor spend and filled gaps with internal staff or by sharing workloads with existing staff. Scheduled projects have been sidelined and staff that have left through natural attrition are not always replaced.* There is still a contract market but it is not as strong as in pre-GFC times. The ACT economy is less prone to the highs and lows of the rest of Australia due to the presence of the Federal Government. It cannot react as fast as other economies that are driven by the private sector and is steadier in nature.* The ACT’s private sector is quite strong and reasonably buoyant. Local business has adjusted to the new savings focused nature of the Federal Government and reacted accordingly. * The emphasis is on smart hires and finding staff whose values align with a commercial organisation.* The private sector competes in terms of salary in the executive market but the APS with its strong enterprise bargaining agreements will always monopolise the non-executive market.New South Wales* Kelly believes the New South Wales (NSW) employment market is no longer the powerhouse it once was in the Australian business landscape.* Many large corporations, particularly in the banking and financial services sector, are shedding jobs in the IT and finance departments as they continue to look for opportunities to consolidate or outsource back-office operations.* Small-to-medium sized businesses are following this lead from the larger organisations and reducing their staff numbers, citing similar issues around low business confidence and the unpredictability of support from large financial institutions.* At the same time the NSW Government is conducting a major review and restructure of all government departments to improve efficiency and cut costs in order to bring the State budget back to surplus.* The 2011/12 State Budget announced 5,000 public sector jobs would be cut, pushing an influx of candidates into the already crowded job market.* On the positive side, NSW is seeing a significant show of stability and strength in local manufacturing, especially in the mid–size manufacturing businesses, on the back of solid manufacturing results at a national level. * The NSW construction industry is also recording encouraging signs of growth and with the NSW unemployment rate predicted to stablise and possibly even begin trending down by the end of the year.* A falling unemployment rate will improve the supply/demand equation in favour of the employee and Kelly expects this will place upward pressure on salaries late in 2012 and into 2013.Queensland* While the strength of the Queensland mining and resource sector dominates the State’s employment story, the natural disasters that wreaked havoc across Queensland in 2011 continue to impact the State’s economy.* The ‘two speed’ economy is most noticeable in Queensland where the strong Australian dollar has had a detrimental impact on the local manufacturing sector and in particular the export market. * Tourism, retail and the property market continue to struggle when it comes to retaining profit margins and in some areas this has driven a shift from full-time to part-time working arrangements.* Queensland’s mining, energy and resources sector continues to grow from strength to strength on the back of increasing demand from China and India. This has, and will continue to place significant pressure on the already tight labour force and increase the focus on fly-in-fly-out (FIFO) work within central and north Queensland.* This is most notable with a number of LNG projects within the Bowen Basin. The recent changes in leadership through the State Government elections will look to drive efficiency gains with curtailed spending and the overall net reduction in government employees being the focus in the short to medium term.* In the mid-term it is expected the 2018 Commonwealth Games will inject significant investment into the State with major infrastructure projects and tourism set to underpin an ongoing level of employment prosperity in the sunshine state.* With the incoming government determined to reduce Queensland’s unemployment rate to 4 per cent, well below the national figure, the outlook for both employers and employees in Queensland looks bright. * However, Kelly expects it will remain relatively volatile as a result of the high volume of movement created by the mining and resources industry and the ongoing impact this industry will have on local service oriented industries.South Australia* In South Australia (SA) employers remained cautious during 2011, a trend that Kelly expects to continue throughout 2012.* Traditionally SA has been a fairly optimistic employment market, however with ongoing instability within the manufacturing, wine and tourism industries, business leaders are correctly continuing to take a “wait and see” approach.* The wine industry, a major employer in SA, has suffered significantly due to the strong Australian dollar and their large exposure to weak European and US markets. * As a result a number of family and corporate wine businesses are significantly downsizing, merging or closing their operations.* Growth in the local automotive industry has been sluggish in recent times on the back of ongoing speculation about Government support. However a recent $1 billion investment commitment from Holden and a guarantee that

2012-05-03T03:06:00Z 66-per-cent-of-australian-employees-intend-to-look-for-employment-with-another-organisation-in-the-next-12-months

April 26, 2012 – 66 per cent of Australian employees are intending to look for employment with another organisation in the next 12 months and 33 per cent frequently think about quitting their job, according to the latest survey results from global workforce solutions leader, Kelly Services.The survey also found that the ability to ‘excel or develop’ was identified by 74 per cent of respondents as the key to providing a sense of meaning in their job.Karen Colfer, managing director, Kelly Services Australia, said, “Employees have experienced a period of economic uncertainty and, as a result, are feeling restless regarding their future career goals. “Unless employers can offer meaningful work and ongoing opportunities for growth, many employees feel it is in their best interest to keep their careers in a perpetual state of motion.”The findings are part of the latest survey results from the Kelly Global Workforce Index, an annual survey conducted by Kelly Services. Almost 170,000 people in 30 countries participated in the survey, including more than 1,600 in Australia.The survey examines the factors employees use to evaluate potential employers, the people who influence their career choices and the use of social media in making job decisions. Results of the survey in Australia show:* Among the main workforce generations, baby boomers (aged 49-66) are the most likely to switch employers, with 70 per cent planning to look for another position in the next year, compared with 67 per cent of Gen X (31-48) and 64 per cent of Gen Y (19-30).* 52 per cent of those surveyed said they were happy in their jobs.* 41 per cent say that their current employment provides them with a sense of ‘meaning’.* The ability to ‘excel or develop’ was identified by 74 per cent of respondents as the key to providing a sense of meaning followed by connection with co-workers (51 per cent), alignment to personal values (39 per cent), opportunities to give back to the community (32 per cent) and a connection to the corporate strategy (20 per cent).* When considering one position over another, 51 per cent of survey respondents cited personal fulfillment (work/life balance) and 36 per cent cited personal growth/advancement as the most important considerations. Both of these attributes surpassed compensation/benefits at 8 per cent and corporate sovereignty/good will at 4 per cent.* 34 per cent use social media networks when making career or employment decisions.Colfer said, “Kelly Services sees many people who are unhappy in their jobs actively searching for new opportunities. Others are reasonably content but are seeking greater engagement and meaning, and are prepared to walk away from situations that are not providing it.”Complete findings are published in a new report, Acquisition and Retention in the War for Talent. For more information about the Kelly Global Workforce Indexand key regional and generational findings, please visit the Kelly News Room. # # #About the Kelly Global Workforce Index™ The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace from a generational viewpoint. Launched in late 2011, approximately 170,000 people from the Americas, APAC and EMEA participated in the survey. Results will be published throughout 2012 on a variety of topics such as employee retention, social media and the highly virtual workplace. Visit www.kellyservices.com to review findings on the current topic.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 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter. Download The Talent Project, a free iPad app by Kelly Services.

2012-04-16T05:37:00Z kelly-services-calls-on-business-leaders-to-take-action-in-preparing-for-a-new-workforce-1

April 11, 2012 – Kelly Services, a world leading provider of workforce solutions, is calling on business leaders and government to take an active role in ensuring that Australia's future workforce has the capacity to cope with the countries increasing talent needs.Karen Colfer, managing director, Kelly Services Australia, said, “Australian business leaders need to rethink their current in-house education and training infrastructure, while government needs to address predicted shortfalls in talent at a secondary and tertiary education level.“The fundamentals that have traditionally underpinned the Australian employment market have shifted greatly over the past five years and are expected to continue shifting for at least the next decade as the country grapples with the demands of an ongoing mining and resources boom.” According to Colfer employers’ desire for an increasingly skilled but flexible workforce coupled with a generational change that is seeing people re-think the way they approach their work, has played a significant role in declining loyalty and tenure rates. This has led to a reduction in the level of in-house training offered by employers. Colfer said, “The traditional notion of employers providing training to maintain employees’ employability for years to come no longer exists, while at the same time obstacles for people wanting to go to university are mounting, with subsidies and other government benefits being reduced.“Without a concerted effort, the gap between "available skills" and "demand" will become a chasm over the coming decade.”Not only will this impact future prosperity for employers by reducing their capacity to be productive, it will also drive significant social issues increasing the number of unskilled people and putting pressure on support agencies.Colfer continued, “Overseas hiring of skilled talent is a short-term solution. As the global talent pool continues to shrink the importance of this issue at a domestic level escalates.“The onus is on business leaders to work with government to identify and develop the workforce Australia needs for tomorrow.“Employers need to re-commit to intense training programs that put skills in the hands of those that need them and government needs to work on channeling young Australian’s into education programs that will develop a skills base that matches Australia’s long-term commercial needs.”-ENDS-About Kelly ServicesKelly 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, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter.

2012-03-01T00:33:00Z kelly-services-offers-employees-advice-on-mastering-a-new-job

February 29, 2012 – Kelly Services, a world leading provider of workforce solutions, offers employees advice on mastering a new job. According to Kelly the first 90 days sets the tone for an employees’ tenure with a company.Kalena Jefferson, Human Resource Director, Kelly Services Australia said, “Starting a new job can be both exciting and daunting.“Often lingering in the back of your mind are the inevitable questions about whether you made the right move, whether your contribution will be valued and whether the reality of the new job will live up to its expectations.“What happens in the first 90 days of your new job will set the tone for your tenure with your new company. You have a limited window of opportunity to create a sustainable advantage for "brand you".”There is no magic formula that will assure a smooth honeymoon but the following steps can help you make the most of your new opportunity:• Do your homework. Much of your success during the first 90 days comes before you report for work on the first day. Take the time to learn all you can about your new company. Ask for materials such as information about the company’s products and services and/or business strategies. Jot down key questions you have for when you start.• Start with a clean sheet. Conduct an in-depth personal inventory of your skills, behaviours and attitudes. Think about previous jobs and experiences including what worked, what didn't – and why. You've got an ideal opportunity to build the new and improved professional you. Write down the personal characteristics that you'd like to improve and develop a strategy to maximise your strengths and minimise your weaknesses. • Orientate yourself. As part of your orientation, your company should do a number of things to bring you up to speed and get you plugged in as fast as possible. But you can't always bank on the company taking the initiative. Sadly, few companies recognise the value of making orientation a priority. If necessary design and implement your own orientation program. Set up meetings with the key people you will interact with, find out what departments you will need to work with and look for resources you need or that you can draw upon.• Stay grounded. Companies exist to serve customers. Find out all you can about your new company's customer base including what attracts them to your company, why they stay and why they leave and try to base your decisions on what the customer wants. • Get cultured. One of the most important ingredients of success in any new job is how your skills mesh with the corporate culture. Look for clues about how the company operates. Does your boss like information relayed through impromptu face-to-face meetings or via email? Is it an open-door environment or are formal meetings preferred? How are they conducted? Who needs to be involved? Who do you need to keep in the loop and when? How flexible is your new company when it comes to lunch hours, time off and work arrangements? The more you know and understand about the unwritten rules, the more effective you will be. • Listen up. Your short and long-term success depends on other people. The team you are joining was in place before you arrived. Look for ways to fit in, build a sense of camaraderie and become a part of the team. Understand the personalities and capabilities of those above you, below you and beside you. More important, initially, is not what you do, but rather how you do it. People like to work with people they feel a connection with. Find out about their likes and dislikes, expectations, goals, disappointments and concerns. Treat everybody as equals with an air of cautious openness and don't be too quick to align yourself with anyone.• Avoid politics. Keep your hands clean and your nose to the grindstone. Hard work will be recognised and rewarded. Getting caught up in internal politics or turf battles is a no-win proposition. • Share credit. One of the quickest ways to gain acceptance for you and your contributions is to include other people. Involve them from the get-go and they will help you steer through political minefields, polish your ideas and make for a better contribution. When it works, give them the credit. If it bombs, shoulder the responsibility. When you make mistakes, take responsibility for them immediately. Replace "I" and "me" in your lexicon with "we" and "us." You will quickly engender a flood of support and good will. • Do your chores. One of the most effective ways to learn about an organisation is to roll up your sleeves and do the menial tasks that are necessary in any job. How are the phones answered? How is printing done? The mailroom? Showing a willingness to understand and be involved in these tasks will enhance your standing and provide a better understanding of what it takes to get the job done.• Be tactful. Don't rush to judgment. The idea or strategy you're knocking is likely somebody's pet project. Let go of your own preconceived notions and try to understand why it was developed and how it has been implemented. You may learn something. Even if you don't, by showing your understanding and support you may be able to make thoughtful enhancement.• Set the right precedents. In your rush to please, you may be prone to tackle more of the workload, work long hours or involve yourself in areas beyond your sphere of influence. Be mindful that precedents can be hard to overturn. When you scale back or slow down, it could be perceived as a waning of commitment or enthusiasm.• Keep balance. Don't forget the other priorities in your life like family, health, hobbies and friends. If all facets of your life are not in alignment, there's no way you will find fulfilment on the job.-ENDS-About Kelly ServicesKelly 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, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter.

2012-02-24T00:43:00Z kelly-services-appoints-national-director-of-business-solutions-and-business-development-manager-for-adelaide-office

February 23, 2012 – Kelly Services, a world leading provider of workforce solutions, has appointed Heather Oliver to the role of Director of Business Solutions – Australia and Brett Maher to the role of Business Development Manager – Adelaide, strengthening the Adelaide and national team. Heather will be responsible for the development of product, training and change management initiatives across the business nationally as well as managing the Adelaide office. Heather is a highly respected leader within the recruitment industry having worked for several major global and national brands, across Australia, New Zealand and the UK over the course of her 23 year recruitment career. Heather’s experience includes six years of management consulting assignments and projects for private and publicly listed recruitment firms across Australia and New Zealand. Prior to that she was General Manager for Talent2 in South Australia and Western Australia, and was involved with the start-up of the business in 2003. She has also held specialist consulting and senior management roles with TMP/Hudson, formerly Morgan and Banks Ltd, and specialist accounting recruitment roles with Hays, formerly Accountancy Placements. Prior to working within the recruitment industry, Heather spent several years working in the hospitality, banking and retail sectors. Brett will be responsible for growing the Adelaide business, with a strong focus on increasing Kelly’s positioning in the industrial market. Following a basketball career with the Adelaide 36ers that spanned almost two decades, Brett is one of Australia's most celebrated basketballers. Post basketball Brett has made the move into the business world, establishing himself as a Master Franchisee at Muzz Buzz Franchising, a drive-thru coffee franchise, an Ambassador for Bupa and a regular on the Adelaide business speaking circuit. Penny O'Reilly, General Manager, Kelly Services Australia, said, “Heather has significant depth of experience and expertise, which will add substantial value to the Kelly team both locally and nationally. Her skills in leadership training, performance measurement and change management will ensure the Kelly team continues to strengthen and grow for the benefit of its candidates. “Brett will help strengthen Kelly’s positioning as a leader in the industrial space, with construction and mining continuing to be growth areas in the South Australian market, while helping to strengthen and grow Kelly’s existing customer relationships.” -ENDS- About Kelly ServicesKelly 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, contract and permanent basis. Serving clients around the globe, Kelly provides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, & Twitter.

2011-11-29T23:55:00Z only-42-per-cent-of-australian-employees-believe-their-employer-has-prepared-them-for-future-success

November 23, 2011 – Australia’s employers have received a mixed report card, with only 42 per cent of all survey respondents saying that their bosses have done a good job in preparing them for future success, according to the latest survey results from global workforce solutions leader, Kelly Services. Asked to rate their bosses, Australia’s employees have delivered a pass mark for their performance, with an average score of 6.5 out of 10. Only 42 per cent of respondents say that their bosses have done a good job in preparing them for future success, 40 per cent say they have not been well-prepared, and 18 per cent are uncertain. The findings are part of the Kelly Global Workforce Index, which obtained the views of approximately 97,000 people in 30 countries, including 4,334 in Australia. 57 per cent of respondents would be willing to recommend their current employer to a friend or acquaintance. Karen Colfer, managing director, Kelly Services Australia, said, “Employees’ views of an organisation carry a lot of credibility and send a clear signal about how people are managed and the best places to work. They have a significant impact on the ability of a business to attract and retain talent.” Results of the survey in Australia show:* Both Gen Y (aged 18-29) and Gen X (aged 30-47) agree that Gen X make the best leaders with 46 per cent of Gen X and 41 per cent of Gen Y choosing Gen X as the best leaders. Baby boomers (aged 48-65) strongly believe that their own generation are the superior business managers with 54 per cent of baby boomer respondents choosing baby boomers as the best leaders.* The most important quality in a good boss is communication style, nominated by 28 per cent, ahead of leadership style at 23 per cent and vision and clear direction at 20 per cent.* 39 per cent of respondents describe their organisation’s leadership culture as either “empowering” or “inclusive”. 34 per cent describe it as “authoritative” or “oppressive”.* 48 per cent say that their efforts at work are recognised and rewarded.* Among those respondents who say they feel rewarded and recognised for their work 69 per cent say this takes the form of being “noticed by management”, while 15 per cent receive bonuses or incentives, and 12 per cent are acknowledged through formal programs. Colfer said, “Employers are under intense scrutiny from a range of stakeholders, and employees are increasingly making judgements about their effectiveness, and how they rate as desirable places to work. “Employers need to be aware of this scrutiny and ensure that career development is a priority and that hard work does not go unnoticed.” For more information about these survey results and other key global findings, please visit the Kelly Global Workforce Index. # # # About the Kelly Global Workforce Index™ The Kelly Global Workforce Index is an annual survey revealing opinions about work and the workplace from a generational viewpoint. Approximately 97,000 people from the Americas, APAC and EMEA responded to the 2011 survey with results published on a quarterly basis. Kelly Services was the recipient of a MarCom Platinum Award in 2010 and a Gold Award in 2009 for the Kelly Global Workforce Index in the Research/Study category. 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 530,000 employees annually. Revenue in 2010 was $5 billion. Visit www.kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter.