CLC Quarterly Global Workforce Bench Marking Report Q1 2012

CLC HUMAN RESOURCES
Quarterly Global Workforce Benchmarking Report

Trends in EVP Attraction, Engagement, and Retention
Q1 2012
CORPORATE LEADERSHIP COUNCIL CLC HUMAN RESOURCES RESOURCES Senior Analyst Sonia Kundal Consultant Brett Agypt Directors Raymond Liu Sallie Van Tassel Senior Directors Adam Brinegar Brad Adams Managing Director Brian Kropp Mark Van Buren
NOTE TO MEMBERS This project was researched and written to fulfill the research request of several members of The Corporate Executive Board Company and as a result may not satisfy the information needs of all member companies. The Corporate Executive Board Company encourages members who have additional questions about this topic to contact the Member Support Center at EXBD_Support_CLC@executiveboard.com for further discussion. The views expressed herein by third-party sources do not necessarily reflect the policies of the organizations they represent. PROFESSIONAL SERVICES NOTE CLC Human Resources has worked to ensure the accuracy of the information it provides to its members. This project relies upon data obtained from many sources, however, and CLC Human Resources cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, CLC Human Resources is not engaged in rendering legal, accounting, or other professional services. Its projects should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from any errors or omissions in their reports, whether caused by The Corporate Executive Board Company or its sources.
CLC Human Resources, Corporate Leadership Council 2012 The Corporate Executive Board Company. All Rights Reserved. CLC9542211PRO
TABLE OF CONTENTS
This Thi quarterly workforce benchmarking report provides t di d t on th t l kf b h ki t id trending data three key outcomes of the employment lif k t f th l t lifecycle: l attraction, engagement, and retention. Use this data to inform your organizations EVP strategy for both attracting candidates and addressing weaknesses in EVP delivery to employees and to benchmark the engagement level of your key talent segments. This report uses global data collected through CLC Human Resources Quarterly Global Labor Market Survey, which polls approximately 18,000 employees in 28 countries during the first month of every quarter. CLC Human Resources provides separate reports modeled after this one that provide more i d th segmented d t on major regions and countries. t d l d ft thi th t id in-depth, t d data j i d ti
EVP Drivers of Attraction EVP Framework Defined............Page 5 Trends in EVP Drivers of Attraction.......Page 6 Top T EVP Drivers of Att ti b R i Di f Attraction by Region......Page 8 P
EVP Drivers of Attrition Trends in EVP Drivers of Attrition.......Page 10 Top EVP Drivers of Attrition by Region......Page 12 Change in Pay Reported by Departed Employees..........Page 14
Global Employee Engagement Levels Engagement Model Defined.......Page 16 Global Engagement Trends....Page 17 Engagement Trends by FunctionPage 19 Engagement Trends by Industry.Page 21 Engagement Trends by Region..Page 23
Appendix Definitions of the 38 EVP Attributes...........Page 29 Survey Demographics..........Page 31 3
REPORT ROAD MAP
Trends in Drivers of Attraction: Building an Appealing EVP Brand
Trends in Drivers of Attrition: Addressing EVP Delivery Weaknesses
Trends in Engagement Levels: By Function, Industry, and Region
The EVP is the set of attributes that the labor market and employees perceive as the value they gain through employment in the organization. The EVP provides a holistic, actionable framework for managing talent outcomes across the employment lifecycle.
CLCs EMPLOYMENT VALUE PROPOSITION (EVP) FRAMEWORK

EVP Framework and Benefits
Relevant Resource: Visit the EVP Topic Center for more background information on individual EVP attributes and tools for designing an EVP.
The top EVP drivers of attraction are: 1. 2. 3. 4. 5. Compensation Respect Stability Work-Life Balance Location.
EVP DRIVERS OF ATTRACTION: Q1 2012

Global EVP Drivers of Attraction: Q4 2011 Q1 2012 Percentage of Potential Candidates Rating Attribute Among Top 5 Most Important
Importanceto Attraction EVPAttribute 1.Compensation 2.Respect 3.Stability y 4.WorkLifeBalance 5.Location 6.FutureCareerOpportunity 7.DevelopmentOpportunity 8.Recognition 8 Recognition 9.Ethics&Integrity Q12012 Q42011 41% 35% 35% 32% 26% 25% 20% 19% 18% 16% 16% 14% 14% 14% 12% 11% 11% 11% 11% 44% 34% 34% 34% 26% 24% 21% 19% 18% 17% 15% 15% 14% 13% 13% 11% 11% 12% 10% QoQ Change 3% 1% 1% 2% 1% 1% 1% 0% 0% 1% 1% 1% 0% 0% 1% 0% 0% 1% 0% EVPAttribute 20.PeopleManagement 21.OrganizationGrowthRate 22.InnovativeWork 23.SocialResponsibility 24.TechnologyLevel 25."GreatEmployer"Recognition 26.Empowerment 27.MarketPosition 27 Market Position 28.IndustryDesirability 29.EnvironmentalResponsibility 30.OrganizationSize 31.FormalityofWorkEnvironment 32.SeniorLeadershipReputation 33.CustomerReputation 34.Diversity 35.ProductBrand 36.RiskTaking 37.BusinessTravel 38.JobImpact Importanceto Attraction Q12012 Q42011 10% 10% 10% 10% 10% 8% 8% 7% 6% 6% 5% 5% 4% 4% 4% 4% 3% 3% 3% 11% 9% 9% 9% 9% 8% 8% 7% 6% 5% 5% 6% 4% 4% 3% 4% 2% 3% 3% QoQ Change 0% 1% 1% 1% 1% 0% 0% 1% 0% 1% 0% 0% 0% 0% 1% 0% 1% 0% 0%
The largest changes quarterover-quarter occurred with compensation and work-life balance, which decreased in importance b 3% and 2% i t by d 2%, respectively.
Relevant Resource: Learn more about using the Recruiting Effectiveness Dashboard (RED) which is (RED), a survey and benchmarking tool that helps organizations measure quality of hire and other key talent attraction metrics. RED is provided through CLC Recruiting, a sister program of CLC HR.
10.Vacation 11.HealthBenefits 12.CollegialWorkEnvironment 13.Product/ServiceQuality / 14.CoworkerQuality 15.RetirementBenefits 16.ManagerQuality 17.Meritocracy 18.JobInterestAlignment 19.Camaraderie
Source:QuarterlyGlobalLaborMarketSurvey,CLCHumanResources.
The importance of compensation the highest of all EVP attributes globally (though not in every country) peaked at 44% during 2011 but declined slightly to 41% in the first q quarter of 2012.
TREND IN TOP 10 EVP DRIVERS OF ATTRACTION

Top 10 Global EVP Drivers of Attraction: Q1 2011 Q1 2012 Percentage of Potential Candidates Rating Attribute Among Top 5 Most Important
The top drivers of attraction were relatively unchanged over the past year. The importance of job location saw the largest change, a th l t h decrease of 3%.
40%
41%
1. Compensation
35% 33%
35% 35% 32%
2. Respect 3. Stability 4. Work-Life Balance
29% 25% 26% 25% 5. Location 6. Future Career Opportunity
19% 18%
20% 9% 19% 18%
7. Development Opportunity 8. 8 Recognition 9. Ethics and Integrity
Relevant Resource: Use the EVP Design Center, CLCs online benchmarking tool, to segment the attraction data for key talent groups by geography, industry, function, and level.
15%
16% 10. Vacation
2011 Q1
2011 Q2
2011 Q3
2011 Q4
2012 Q1
Source:QuarterlyGlobalLaborMarketSurvey,CLCHumanResources.
TOP 10 ATTRACTION DRIVERS BY REGION

Top 10 EVP Drivers of Attraction by Region: Q1 2012 Percentage of Potential Candidates Rating Attribute Among Top 5 Most Important Australia& NewZealand
WorkLife Balance(54%) Respect(45%)
Global
1 Compensation
Brazil
Compensation (51%) Stability(35%)
Canada
Respect(45%)
China
Compensation (62%) Development Opportunity (38%) FutureCareer Future Career Opportunity (33%) Stability(29%) HealthBenefits (29%) Respect(27%) Retirement Benefits(18%) ( ) WorkLife Balance(18%) Industry Desirability (16%) Ethicsand Integrity(16%)
Germany
India
Southeast Asia*
United Kingdom
WorkLife Balance(44%) Location(42%)
United States
Stability(44%) Compensation (43%) HealthBenefits (40%) Respect(38%) WorkLife Balance(35%) Location(34%) Ethicsand Integrity(26%) g y( ) FutureCareer Opportunity (24%) Retirement Benefits(20%) Vacation(17%)
Compensation FutureCareer WorkLife (57%) Opportunity(31%) Balance(41%) CollegialWork WorkLifeBalance Compensation Environment (30%) (40%) (36%) Organization Organization FutureCareer Future Career Location(34%) GrowthRate Opportunity (29%) (38%) Respect(31%) Respect(29%) Stability(31%)
Respect
Stability(42%) WorkLife Balance(38%) HealthBenefits (38%) Compensation (37%) Location(33%) FutureCareer Opportunity (28%) Vacation(20%)
Stability WorkLife Balance Location FutureCareer Opportunity Development pp y Opportunity Recognition Ethicsand Integrity
Location(40%)
Respect(34%) Recognition (32%) Ethicsand Integrity(30%) FutureCareer Opportunity (28%) WorkLife Balance(20%) ( ) CollegialWork Environment (20%)
Respect(39%)
Stability(39%) Compensation (26%) Ethicsand Integrity(24%) FutureCareer Opportunity (23%) Recognition (19%)
Stability(37%) FutureCareer Opportunity Opportunity (29%) Recognition (21%) Development Opportunity (19%) Compensation (18%) People Management (17%) Vacation(15%)
Stability(26%) Stability (26%) Recognition (25%) Social Responsibility (22%) Camaraderie (22%)
Stability(28%) Stability (28%)
Respect(25%) Respect (25%)
TechnologyLevel Ethicsand (24%) Integrity(24%) Compensation ( (22%) ) Recognition ( (23%) )
Development HealthBenefits Opportunity(22%) (23%) Development Opportunity (22%) People Management (21%)
Product/Service Product/Service Retirement Quality(18%) Quality(19%) Benefits(18%) People Management (17%) Development Opportunity (18%) Ethicsand Integrity(17%)
ManagerQuality Recognition(20%) (18%) FutureCareer Opportunity (17%) Location(20%)
10 Vacation
*IncludesIndonesia,Malaysia,thePhilippines,andSingapore.
REPORT ROAD MAP
Employees indicated the highest dissatisfaction with the following EVP drivers as the cause for them to leave for another job: 1. Future Career pp y Opportunity 2. Compensation 3. People Management 4. Manager Quality 5. Recognition.
EVP DRIVERS OF ATTRITION: Q1 2012

Global EVP Drivers of Attrition: Q4 2011 Q1 2012 Percentage of Departed Employees Selecting Attribute Among Top 5 Most Dissatisfied at Former Employer
Impacton Impact on Attrition EVPAttribute 1.FutureCareerOpportunity 2.Compensation 3.PeopleManagement 4.ManagerQuality 5.Recognition 6.Respect 7.WorkLifeBalance 8.DevelopmentOpportunity 9.Location 10.OrganizationGrowthRate 11.Stability 12.JobInterestAlignment 13.EthicsandIntegrity 14.Meritocracy QoQ Q12012 Q42011 Change 44% 37% 35% 31% 30% 29% 29% 26% 16% 16% 15% 14% 13% 12% 11% 11% 11% 10% 9% 42% 42% 36% 30% 29% 29% 28% 32% 17% 16% 16% 14% 10% 12% 14% 12% 9% 12% 9% 2% 5% 1% 1% 1% 0% 1% 6% 1% 0% 1% 0% 3% 0% 3% 1% 2% 2% 0% EVPAttribute 20.Vacation 21.InnovativeWork 22.Product/ServiceQuality / 23.JobImpact 24.RiskTaking 25.CollegialWorkEnvironment 26."GreatEmployer"Recognition 27.IndustryDesirability 28.MarketPosition 29.RetirementBenefits 30.FormalityofWorkEnvironment 31.Camaraderie 32.OrganizationSize 33.BusinessTravel 34.Diversity 35.SocialResponsibility 36.EnvironmentalResponsibility 37.CustomerReputation 38.ProductBrand Impacton Impact on Attrition QoQ Q12012 Q42011 Change 9% 9% 8% 8% 6% 6% 6% 6% 6% 5% 5% 5% 4% 4% 4% 3% 2% 2% 2% 8% 9% 5% 7% 6% 6% 7% 4% 4% 6% 5% 4% 3% 4% 3% 3% 3% 2% 1% 1% 0% 3% 1% 0% 0% 1% 2% 2% 1% 0% 1% 1% 0% 1% 0% 1% 0% 1%
Relevant Resource: Learn more about using the Departure View Exit Survey, included in the CLC membership, at your organization.
15.Empowerment 16.SeniorLeadershipReputation 17.TechnologyLevel 18.CoworkerQuality 19.HealthBenefits
Source:DepartureViewExitSurvey,CLCHumanResources.
10
The impact on attrition of compensation and work life work-life balance has increased the most (each by +8%) since late 2010.
TREND IN TOP 10 EVP DRIVERS OF ATTRITION

Top 10 Global EVP Drivers of Attrition: Q4 2010 Q1 2012 Percentage of Departed Employees Selecting Attribute Among Top 5 Most Dissatisfied at Former Employer
, At 44%, future career opportunity remains the most frequently reported cause of departure.
48% 44% 1. Future Career Opportunity
39% 37% 35% 31% 30% 29% 26% 2. Compensation 3. People Management 4. Manager Quality 5. Recognition 6. Respect 7. Work-Life Balance 8. Development Opportunities 16% 9. 9 Location 10. Organization Growth Rate
34%
29% 28%
21%
Relevant Resource: Use the EVP Design Center, CLCs online benchmarking tool, to segment the attrition data for key talent groups by geography, industry, function, and level.
13% 10%
2010 Q4
2011 Q1
2011 Q2
2011 Q3
2011 Q4
2012 Q1
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TOP 10 ATTRITION DRIVERS BY REGION

Top 10 EVP Drivers of Attrition by Region: Q1 2012 Percentage of Departed Employees Selecting Attribute Among Top 5 Most Dissatisfied at Former Employer Global
1 FutureCareerOpportunity
Australia&New Zealand
Canada
China
Compensation (60%)
India
Compensation (52%)
SoutheastAsia*
UK
US
Compensation (40%)
FutureCareer FutureCareer Opportunity(46%) Opportunity(43%)
FutureCareer FutureCareer Opportunity(45%) Opportunity(56%)
Compensation
People People Development People Development ManagerQuality Recognition(46%) Management(40%) Management(39%) Opportunity(53%) Management(45%) Opportunity(45%) (36%) Development Opportunity(35%) Recognition(32%) Respect(34%) Compensation (34%) FutureCareer Organization Development Opportunity(40%) GrowthRate(45%) Opportunity(42%) WorkLifeBalance FutureCareer Recognition(33%) (32%) Opportunity(44%) Respect(26%) Respect (26%) ManagerQuality (25%) Compensation (25%) Compensation (37%) People Management (37%) Recognition(35%) Recognition (35%) People People Management (36%) Respect(35%) FutureCareer Opportunity(33%)
PeopleManagement
ManagerQuality
Recognition
WorkLifeBalance People Recognition(34%) Recognition(31%) Recognition (34%) Recognition (31%) (28%) Management(32%) ManagerQuality WorkLifeBalance (24%) (33%) Respect(24%) Compensation (22%) Stability(18%) ManagerQuality (29%) Development Opportunity(25%) Vacation(19%) Stability(22%) ManagerQuality (30%) WorkLifeBalance (27%)
Respect
ManagerQuality Recognition(26%) (29%) WorkLifeBalance WorkLifeBalance (26%) (26%) Respect(23%) Empowerment (17%) Stability(17%) Development Opportunity(20%) CoworkerQuality (17%) Stability(17%)
WorkLifeBalance
Respect(21%)
DevelopmentOpportunity
ManagerQuality Development WorkLifeBalance (20%) Opportunity(24%) (22%) JobInterests Alignment(19%) Respect(18%) JobInterests J bI t t Alignment(18%) JobInterests Alignment(19%) CoworkerQuality C k Q lit (18%)
Location
10 OrganizationGrowthRate
JobInterests J bI t t Organization O i ti Meritocracy(17%) Alignment(18%) GrowthRate(16%)
*IncludesIndonesia,Malaysia,thePhilippines,andSingapore.
Employers should invest in promoting and delivering the core EVP attributes that matter most to employees.
PRIORITIZE TOP DRIVERS OF BOTH ATTRACTION AND ATTRITION

Top 10 Global Drivers of Attraction Top 10 Global Drivers of Attrition
Seven of the top 10 drivers of attraction are also drivers of attrition; employees are leaving organizations for (primarily) the same reasons that attracted them to join. Aside from the seven core EVP attribute, employees are attracted by stability, ethics and integrity, and vacation time, but they leave their jobs due to dissatisfaction with manager quality, people quality management, and organizational growth rate.
Core EVP Attributes Compensation Stability Ethics and Integrity Vacation Respect Work-Life Balance Location Future Career Opportunity p pp y Development Opportunity Recognition People Management Manager Q lit Quality M Organizational Growth Rate
13
In Q1 2012, departed employees expected to receive 14.8% higher compensation with their new employer, down from 16.8% in the previous quarter.
CHANGE IN PAY REPORTED BY DEPARTED EMPLOYEES

Departed Employees Expected Compensation Change at Their New Organization Q3 2011 Q1 2012
Average Change in Pay Q3 2011 Average: 15.6%

36% 39% 37%
Q4 2011 Average: 16.8% Q1 2012 Average: 14.8%

21% 20% 19% 14% 13% 12% 22% 23% 18%
Relevant Resource: Learn more about how CLC Compensation can help improve your organizations pay design and management. CLC Compensation is a sister program of CLC HR.
2% 2%
3%
4% 4% 5% 2% 1% 2%
25% Decrease or more
15-24% Decrease
5-14% Decrease
About the same
5-14% Increase
15-24% Increase
25% Increase or more
14
REPORT ROAD MAP
CLCs employee engagement model links two key talent outcomes discretionary effort and intent to stay to organizational performance. The engagement metrics in this section of the report are based on the percentage of employees who display high or very high levels of y discretionary effort and intent to stay.
CLCs EMPLOYEE ENGAGEMENT MODEL

CLCs Employee Engagement Model
Discretionary Effort Employee willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more effectively. Organizational g Performance Intent to Stay Employee desire to stay with the organization, based on whether he/she intends to look for a new job within a year whether he/she year, frequently thinks of quitting, whether he/she is actively looking for a job, or has begun to take tangible steps, like placing phone calls or sending out rsums.
Employee Engagement The extent to which employees commit both commitboth rationally and emotionallyto something or someone in their organization, how hard they work, and how long they stay as a result of that commitment.
Relevant Resource: Visit the Engagement Topic Center for guidance on g g g measuring and managing employee engagement at your organization.
16
In Q1 2012, discretionary effort levels increased by 0.9% quarter-over-quarter, setting another four-year high.
DISCRETIONARY EFFORT ROSE IN Q1 2012

Percentage of Employees with High Levels of Discretionary Effort 30%
O year-over-year bas s, On a yea o e yea basis, almost 7% more employees globally are now reporting high levels of discretionary effort.
19.9% 18.3% 18 3% 17.8% 15% 17.3% 12.8% 12.0% 12.1% 13.4% 12.8% 13.1% 13.1% 14.8% 14.2% 17.9% 19.0%
0% 2H Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 1H 2008 2008 2009 2009 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 2012 Quarter-over-Quarter Change 0.9%
17
After rising for five consecutive quarters intent quarters, to stay levels dipped slightly by 0.5% in the first quarter of 2012. Also in Q1, for the first time since the downturn the ranks downturn, of passive candidates (i.e., employees who arent looking for a new job at all) shrank, and those who are actively looking increased to make up 27% of the global workforce. Download CLC Recruitings Quarterly Global Labor Market Briefing for more data. CLC Recruiting membership is required.
INTENT TO STAY FLAT OVER THE PAST HALF YEAR

Percentage of Employees with High Levels of Intent to Stay 40% 31.7% 29.0% 32.3% 32.9% 32.4% 29.2% 29 2% 27.5% 28.4% 28 4% 26.1%
31.8% 27.4% 27.4% 20% 24.0% 29.8% 29.8%
0% 1H 2H Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 2008 2008 2009 2009 2009 2009 2010 2010 2010 2010 2011 2011 2011 2011 2012
Quarter-over-Quarter Change
- 0.5%
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DISCRETIONARY EFFORT TRENDS BY FUNCTION

Percentage of Employees with High Levels of Discretionary Effort by Function
Function
Q1 2010
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
QuarteroverQuarter Change 1.1% 1 1% 2.4% 0.6% 1.5% 0.1% 1.2% 1.5% -0.2% 0.1%
Customer Service and Call Center Engineering and Research and Development Finance and Accounting Human Resources Information Technology Manufacturing g Operations, Procurement, and Supply Chain Retail Sales and Marketing
14.5% 14 5% 8.7% 14.9% 18.6% 10.5% 13.7% 15.8% 20.4% 12.2%
13.6% 13 6% 9.7% 14.0% 18.6% 10.7% 13.7% 15.3% 15.7% 11.8%
13.5% 13 5% 9.6% 13.4% 15.6% 10.7% 11.6% 14.1% 9.7%
14.8% 14 8% 9.4% 15.6% 19.0% 12.0% 12.6% 17.6% 18.4% 11.1%
15.6% 15 6% 11.3% 13.5% 17.9% 11.5% 13.6% 17.3% 19.3% 13.0%
20.4% 20 4% 14.8% 19.5% 24.0% 15.5% 17.0% 21.8% 23.1% 18.1%
18.6% 18 6% 17.1% 15.0% 23.0% 16.4% 17.8% 20.7% 21.6% 18.0%
19.0% 19 0% 15.2% 18.9% 22.0% 17.1% 16.8% 20.8% 23.8% 19.4%
20.1% 20 1% 17.6% 19.5% 23.5% 17.2% 18.0% 22.3% 23.6% 19.4%
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INTENT TO STAY TRENDS BY FUNCTION

Percentage of Employees with High Levels of Intent to Stay by Function
Function
Q1 2010
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
QuarteroverQuarter Change 0.5% 0 5% 3.5% 0.7% -2.8% -0.9% -0.3% -0.8% -1.9% 0.1%
Customer Service and Call Center Engineering and Research and Development Finance and Accounting Human Resources Information Technology Manufacturing g Operations, Procurement, and Supply Chain Retail Sales and Marketing
26.5% 26 5% 28.5% 37.5% 29.6% 27.4% 31.2% 30.2% 26.2% 29.5%
24.1% 24 1% 27.5% 33.9% 27.4% 24.3% 31.0% 27.7% 23.4% 27.8%
24.6% 24 6% 26.6% 29.8% 26.6% 22.7% 26.8% 25.2% 25.3%
27.4% 27 4% 25.2% 32.6% 27.8% 22.6% 29.9% 30.8% 25.8% 27.2%
25.5% 25 5% 23.0% 29.6% 28.1% 24.3% 28.6% 31.5% 27.6% 27.3%
28.8% 28 8% 25.6% 32.9% 29.7% 28.5% 30.7% 32.6% 29.0% 27.9%
29.3% 29 3% 28.4% 33.1% 38.6% 25.7% 33.0% 35.8% 31.7% 29.3%
30.4% 30 4% 24.9% 31.7% 39.1% 26.9% 32.3% 37.0% 31.5% 31.0%
30.9% 30 9% 28.4% 32.4% 36.3% 26.0% 32.0% 36.2% 29.5% 31.2%
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DISCRETIONARY EFFORT TRENDS BY INDUSTRY

Percentage of Employees with High Levels of Discretionary Effort by Industry
Industry Consumer Goods Manufacturing Durable Goods Manufacturing Energy and Utilities Financial Services and Insurance Government/NonProfit/Education Healthcare and Pharmaceuticals Professional Services Retail/Restaurant Technology and Telecommunication T l i ti
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Quarterover-Quarter Change 3.6% 1.0% -1.0% 0.2% 0 2% 0.9% 1.7% -0.6% 1.1% -1.2% 1.2%
14.7% 12.9% 14.0% 13.8% 13 8% 14.1% 16.8% 15.8% 16.0% 12.6%
15.4% 13.1% 14.4% 12.4% 12 4% 15.8% 15.1% 16.1% 16.3% 8.3%
12.1% 12.9% 11.7% 15.1% 15 1% 14.5% 19.0% 15.3% 16.8% 11.5%
15.4% 12.8% 13.6% 13.5% 13 5% 15.8% 18.9% 14.4% 18.2% 11.1%
23.0% 18.1% 17.9% 18.9% 18 9% 21.0% 22.9% 19.1% 23.1% 16.6%
17.3% 18.0% 17.1% 17.9% 17 9% 21.1% 21.4% 19.1% 20.9% 16.6%
18.9% 18.3% 18.4% 19.2% 19 2% 20.3% 19.8% 20.4% 21.9% 18.0%
22.5% 19.4% 17.4% 19.4% 19 4% 21.2% 21.5% 19.8% 22.9% 16.8%
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INTENT TO STAY TRENDS BY INDUSTRY

Percentage of Employees with High Levels of Intent to Stay by Industry
Industry Consumer Goods Manufacturing Durable Goods Manufacturing Energy and Utilities Financial Services and Insurance Government/NonProfit/Education Healthcare and Pharmaceuticals Professional Services Retail/Restaurant Technology and Telecommunication
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Quarterover-Quarter Change 1.7% -0.3% -3.5% 0.0% 0 0% -0.4% 1.6% -1.5% -1.1% -2.9%
24.8% 24.5% 24.4% 22.3% 22 3% 34.3% 29.6% 28.6% 24.1% 19.3%
24.4% 22.3% 28.8% 23.8% 23 8% 33.3% 28.7% 27.7% 23.0% 19.4%
28.6% 26.3% 29.9% 28.8% 28 8% 34.0% 34.1% 29.1% 23.7% 20.4%
26.8% 27.5% 28.1% 28.7% 28 7% 36.3% 33.0% 29.3% 27.6% 23.9%
31.0% 29.3% 35.4% 31.1% 31 1% 38.2% 37.7% 33.7% 28.4% 26.6%
29.7% 28.9% 33.1% 32.0% 32 0% 38.5% 36.1% 31.4% 29.2% 26.9%
30.2% 30.2% 34.6% 31.2% 31 2% 38.8% 36.0% 33.8% 29.0% 28.0%
31.9% 29.9% 31.1% 31.2% 31 2% 38.4% 37.6% 32.3% 28.0% 25.1%
22
REGIONAL ENGAGEMENT OUTLOOK

After rising for six quarters in a row, intent to stay levels in Europe declined by 1.4% in Q1 2012.
Employees in North America reported another quarterly increase in what was already the highest level of discretionary effort of all major regions. Intent to stay remained relatively flat.
Both discretionary effort and intent to stay improved by about 0.5% in Asia during Q1 2012.
Australia and New Zealand reported the largest quarterly increase in discretionary effort of 1.8% but also the largest decrease in intent to stay of 1.7%.
Note: North America includes Canada, Mexico, and the U.S.; Europe includes Belgium, Denmark, Finland, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, Switzerland, and the UK; Asia includes China, India, Indonesia, Japan, Malaysia, the Philippines, Singapore, and South Korea.
23
DISCRETIONARY EFFORT TRENDS BY REGION

Percentage of Employees with High Levels of Discretionary Effort by Region
Region
Q1 2010
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
QuarteroverQuarter Change 0.4% 1.8% -0.1% 1.2%
Asia Australia and New Zealand Europe North America
15.5% 9.5% 23.5%
6.8% 20.3% 11.8% 20.8%
11.8% 19.9%
7.9% 20.3% 12.8% 19.8%
7.6% 22.5% 13.5% 21.6%
12.3% 25.0% 16.9% 27.3%
11.9% 22.3% 16.6% 27.2%
12.4% 21.0% 18.6% 27.0%
12.8% 22.8% 18.5% 28.1%
Note: North America includes Canada, Mexico, and the U.S.; Europe includes Belgium, Denmark, Finland, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, Switzerland, and the UK; Asia includes China India Indonesia Japan Malaysia the Philippines Singapore and South Korea China, India, Indonesia, Japan, Malaysia, Philippines, Singapore, Korea.
*Data is unavailable for some quarters due to low sample size.
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INTENT TO STAY TRENDS BY REGION
Percentage of Employees with High Levels of Intent to Stay by Region
Q1 2010
Q2 2010
Q3 2010
Q4 2010
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
QuarteroverQuarter Change 0.5% -1.7% -1.4% 0.1%
Asia Australia and New Zealand Europe North America
30.4% 29.4% 38.1%
15.0% 31.0% 27.6% 33.1%
31.5% 31.9%
16.1% 33.0% 32.4% 32.5%
15.8% 33.8% 33.0% 33.5%
18.5% 33.0% 37.5% 35.0%
20.1% 36.4% 37.9% 35.1%
19.1% 37.0% 38.8% 35.9%
19.6% 35.3% 37.4% 35.9%
Note: North America includes Canada, Mexico, and the U.S.; Europe includes Belgium, Denmark, France, Germany, Italy, the Netherlands, Norway, Spain, Sweden, Switzerland, and the UK; Asia includes China, India, Japan, Malaysia, the Philippines, Singapore, and South Korea.
*Data is unavailable for some quarters due to low sample size.
25
APPENDIX
Departure View is a comprehensive survey, benchmarking, and analytics resource that helps organizations survey their departing employees and receive detailed and objective feedback on employees reasons for leaving. Participation is included in the CLC Human Resources membership. More than 100 member organizations use Departure View and contribute to the global benchmark. Visit the CLC HR website to learn more about Departure View or contact us directly at clcsurveyrequests@executiveb oard.com.
CLC HR DEPARTURE VIEW SURVEY

CLC HR Departure View: Online User Dashboard
CLC HR Departure View: User Feedback

The new CLC Exit Survey tool is available at just the right time to us as an organization. We're very excited to have access to this valuable data which can be used to help inform our executive teams and further improve our Employee Value Proposition. The report also identifies whether that future employer is t id i outside our i d t or a di t competitor. industry direct tit -- Tom Brown VP, Human Resources Americas Juniper Networks
"Departure View was the right solution. CLC's reputation and strong member base, as well as the simplicity of the Departure View launch process and robust reporting capabilities, made it an easy choice f us." h i for " -- L. Russen HR Manager Sony Electronics
27
The Recruiting Effectiveness Dashboard (RED) is a survey solution that collects information on quality of hire and recruiting effectiveness from new hires, hiring managers, and internal transfers. Participation is included in the CLC Recruiting membership. More than 100 CLC Recruiting member organizations use RED and the global benchmarks include more than 200,000 completed surveys. Visit the CLC Recruiting website to learn more about RED or contact us directly at rrweb@executiveboard.com.
RECRUITING EFFECTIVENESS DASHBOARD (RED)

CLC Recruiting: Recruiting Effectiveness Dashboard
28
Originally developed in 2006, 2006 CLCs EVP model consists of 38 attributes that drive attraction and retention.
DEFINITIONS OF EVP ATTRIBUTES
A master list of more than 200 employment characteristics was compiled and evaluated for similarity, distinctiveness, universality, and overall ratability, leading to the consolidated list of 38 attributes. tt ib t This final list of 38 attributes can be grouped into five categories: Rewards, Opportunity, Organization, Work, and People.
29
Originally developed in 2006, 2006 CLCs EVP model consists of 38 attributes that drive attraction and retention.
DEFINITIONS OF EVP ATTRIBUTES
A master list of more than 200 employment characteristics was compiled and evaluated for similarity, distinctiveness, universality, and overall ratability, leading to the consolidated list of 38 attributes. tt ib t This final list of 38 attributes can be grouped into five categories: Rewards, Opportunity, Organization, Work, and People.
30
The EVP and engagement data in this report comes from CLC HRs Quarterly Global Labor Market Survey, which polls approximately 18,000 employees in 28 countries during the first y quarter month of every q
SURVEY PARTICIPANT DEMOGRAPHICS
31
CORPORATE EXECUTIVE BOARD WWW.EXECUTIVEBOARD.COM

CLC Quarterly Global Workforce Bench Marking Report Q1 2012

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Appendix Definitions of the 38 EVP Attributes...........Page 29 Survey Demographics..........Page 31 3

REPORT ROAD MAP

Trends in Drivers of Attraction: Building an Appealing EVP Brand

Trends in Drivers of Attrition: Addressing EVP Delivery Weaknesses

Trends in Engagement Levels: By Function, Industry, and Region

CLCs EMPLOYMENT VALUE PROPOSITION (EVP) FRAMEWORK

EVP DRIVERS OF ATTRACTION: Q1 2012

TREND IN TOP 10 EVP DRIVERS OF ATTRACTION

35% 35% 32%

2. Respect 3. Stability 4. Work-Life Balance

29% 25% 26% 25% 5. Location 6. Future Career Opportunity

20% 9% 19% 18%

7. Development Opportunity 8. 8 Recognition 9. Ethics and Integrity

16% 10. Vacation

TOP 10 ATTRACTION DRIVERS BY REGION

Stability(28%) Stability (28%)

Respect(25%) Respect (25%)

TechnologyLevel Ethicsand (24%) Integrity(24%) Compensation ( (22%) ) Recognition ( (23%) )

ManagerQuality Recognition(20%) (18%) FutureCareer Opportunity (17%) Location(20%)

REPORT ROAD MAP

Trends in Drivers of Attraction: Building an Appealing EVP Brand

Trends in Drivers of Attrition: Addressing EVP Delivery Weaknesses

Trends in Engagement Levels: By Function, Industry, and Region

EVP DRIVERS OF ATTRITION: Q1 2012

15.Empowerment 16.SeniorLeadershipReputation 17.TechnologyLevel 18.CoworkerQuality 19.HealthBenefits

TREND IN TOP 10 EVP DRIVERS OF ATTRITION

48% 44% 1. Future Career Opportunity

TOP 10 ATTRITION DRIVERS BY REGION

FutureCareer FutureCareer Opportunity(46%) Opportunity(43%)

FutureCareer FutureCareer Opportunity(45%) Opportunity(56%)

JobInterests J bI t t Organization O i ti Meritocracy(17%) Alignment(18%) GrowthRate(16%)

PRIORITIZE TOP DRIVERS OF BOTH ATTRACTION AND ATTRITION

CHANGE IN PAY REPORTED BY DEPARTED EMPLOYEES

Average Change in Pay Q3 2011 Average: 15.6%

Q4 2011 Average: 16.8% Q1 2012 Average: 14.8%

25% Decrease or more

About the same

25% Increase or more

REPORT ROAD MAP

Trends in Drivers of Attraction: Building an Appealing EVP Brand

Trends in Drivers of Attrition: Addressing EVP Delivery Weaknesses

Trends in Engagement Levels: By Function, Industry, and Region

CLCs EMPLOYEE ENGAGEMENT MODEL

DISCRETIONARY EFFORT ROSE IN Q1 2012

INTENT TO STAY FLAT OVER THE PAST HALF YEAR

31.8% 27.4% 27.4% 20% 24.0% 29.8% 29.8%

DISCRETIONARY EFFORT TRENDS BY FUNCTION

14.5% 14 5% 8.7% 14.9% 18.6% 10.5% 13.7% 15.8% 20.4% 12.2%

13.6% 13 6% 9.7% 14.0% 18.6% 10.7% 13.7% 15.3% 15.7% 11.8%

13.5% 13 5% 9.6% 13.4% 15.6% 10.7% 11.6% 14.1% 9.7%

14.8% 14 8% 9.4% 15.6% 19.0% 12.0% 12.6% 17.6% 18.4% 11.1%

15.6% 15 6% 11.3% 13.5% 17.9% 11.5% 13.6% 17.3% 19.3% 13.0%

20.4% 20 4% 14.8% 19.5% 24.0% 15.5% 17.0% 21.8% 23.1% 18.1%

18.6% 18 6% 17.1% 15.0% 23.0% 16.4% 17.8% 20.7% 21.6% 18.0%

19.0% 19 0% 15.2% 18.9% 22.0% 17.1% 16.8% 20.8% 23.8% 19.4%

20.1% 20 1% 17.6% 19.5% 23.5% 17.2% 18.0% 22.3% 23.6% 19.4%

INTENT TO STAY TRENDS BY FUNCTION

26.5% 26 5% 28.5% 37.5% 29.6% 27.4% 31.2% 30.2% 26.2% 29.5%

24.1% 24 1% 27.5% 33.9% 27.4% 24.3% 31.0% 27.7% 23.4% 27.8%

24.6% 24 6% 26.6% 29.8% 26.6% 22.7% 26.8% 25.2% 25.3%

27.4% 27 4% 25.2% 32.6% 27.8% 22.6% 29.9% 30.8% 25.8% 27.2%