The most recent KellyOCG White Papers

• The Social Management of Work

  

  By redefining how we manage, and by striving to better reflect how people want to work in an information-based knowledge economy, we can improve communication and collaboration, and eliminate waste. This is what social management at work is all about and we’re already doing it ourselves. In the next few pages, we will take you through our thinking, our approach and show you why “social” is the next evolution in good management practice.

• Candidate Experience 2012 - United Kingdom

  This report is written for everyone in the industry who cares about the candidate experience. It’s intended to engage talent acquisition leaders, recruiters, vendors, consultants, analysts and candidates in a two-way dialogue about the standards, technologies and expectations that affect us all at some point in our careers.

• Business Case and Readiness

  

  This is the final of a three-part series designed to outline key components of a Managed Service Provider (MSP) program in support of a company’s more comprehensive strategy for Talent Supply Chain Management.

  Contingent Workforce Outsourcing

• 7 Ways to Attract, Engage and Inspire Talent

  

  As one of the modern era’s most disastrous economies for employment wobbles back into growth, you would have thought the global workforce would be content with finding itself facing a 1950s-esque situation: long-term employment with predictable benefits and a retirement plan. Instead, people are defining their careers in terms of personal mobility and changing what it means to be professionally secure. The results of the Kelly Global Workforce Index show that all over the world, people are incorporating new factors and metrics into their definitions of what makes for a successful career and an acceptable workplace. Chief among them is the motive to change jobs when skills and professional development are at stake.

• Sourcing Models

  

  This is the second of a three-part series designed to outline key components of a Managed Service Provider (MSP) program in support of a company’s more comprehensive strategy for Talent Supply Chain Management.

  Contingent Workforce Outsourcing

• Into the Jaws of the Snake

  

  The recession/financial debt crisis has dominated our greatest business and political minds for the best part of four years. The mainstream media has detailed every blip and dip on the financial radar, and just when we think we’ve stepped back from the cliff and overcome the slide in confidence, a new wave of uncertainty descends. So, it’s no wonder small business—the powerhouse of job growth—is reluctant to hire staff and bank on sustained recovery. This white paper details what’s in store for job seekers and employers in 2013—the year of the snake.

• The What, Who, and Why of MSP

  

  This is the first of a three-part series designed to outline key components of a Managed Service Provider (MSP) program in support of a company’s more comprehensive strategy for Talent Supply Chain Management.

  Contingent Workforce Outsourcing

• Mitigating and Managing Risk - Contingent Labor

  Global companies are relying more heavily on contingent labor to control rising labor costs, bridge skills gaps in key geographic areas and high-value disciplines, and respond to fast-moving market conditions with greater agility. Yet as companies expand their dependence on outsourcing and third party labor, organizational limitations come into plain view; internal processes and systems are typically not adequate to manage the inherent risks of a contingent labor force, not to mention extract maximum value from this critical resource.

  Contingent Workforce Outsourcing

• Talent in the 21st Century

  Diversity may have started out as an attempt to increase the representation of the broader community, with inclusion coming along as a close partner allowing new voices to be heard, however, they are now so much more than this. Here, we lay out the case for change and the key steps to making it happen.

• Don’t Manage Me, #understandme

  

  So, you’ve been working on your adaptation strategies…how’s that working out so far? Have you started to see progress within your organization? How about within your department? We know the typical response—it’s out of your direct control, right? What about those factors that are within your control? Have you personally made any changes in the way you manage or interact with Gen Ys?

• Your Call is Important to Us

  

  In this paper, we look at the backlash organizations and brands have received from customers as a result of their call centers, and what new technology investment decisions must take into consideration if this business model is to remain viable.

  KellyConnect

• The Impact of New Transparency Requirements in Global Capital Markets

  

  With rising operational costs, increasingly complex investment opportunities, growth in merger and acquisition activity, and restructuring—and with a long-term trend toward more reliance on temporary or contingent personnel as the backdrop—workforce management needs to deliver effective transparency and oversight that will require specific expertise, vision, and guidance.

• Necessary and Beneficial Innovation Through Increased Academic and Industry Partnerships

  There seems to be no end to the reports detailing the challenges facing the life sciences industry—in particular, the pharmaceutical and medical device sectors. This white paper will walk companies through the importance of taking a multipronged approach in order to facilitate an appropriate transformation that will position them for long-term growth over the next several decades.

• 5 Ways to Improve Your Recruitment in Asia-Pacific

  Although the labour market varies widely across the Asia-Pacific region, in key markets with talent shortages, several key motivators to attract and retain employees can be found. These have less to do with skills and experience and much more to do with the value that employees perceive they have—both within and outside of the organization.

• Happiness and Meaning at Work

  Here’s a statistic that should concern you: of 170,000 employees surveyed across 30 countries, two-thirds are planning to switch organizations within the next year. For the average organization, let alone those that are underperforming, two in every three of their employees are looking to leave in the near term.

• A Holistic View of Talent

  

  Demand for talent is becoming harder to predict. So, in addition to leveraging the Talent Market analytics that are now available, we must also adapt and evolve our practices constantly. Just how well is your organization doing with this?

• 4PLs - More Bureaucracy or Strategic Change Agent

  

  4PLs are rapidly consolidating their place in the world of supply chain optimization. Yet, when you stand back and look at the list of benefits they claim to come with, it can almost sound too good to be true.The first step in sorting the facts from the fiction, is by asking the right questions, and this paper will help you do so.

  Business Process Outsourcing

• Turning the Downside Upside

  

  Ongoing market volatility, skills shortages, and the increased pressure to adapt to this new business reality have made CEOs reassess the importance of talent management in their organizations. One year ago, talent management was third on CEOs’ list of priorities, now it’s number one. Read about the three key challenges that have driven this shift.

• Asian Outlook 2012 - CEO Perspectives on Business and Talent

  

  This paper examines the views of a diverse array of business leaders from the Asian region on what they see as the key business issues in the year ahead, and what they are doing to prepare for it. It is essentially an inside view of what business is thinking, planning and doing to address the multiple challenges that confront us. It comprises the views of the most senior executives from large and medium sized businesses across sectors including manufacturing, FMCG, IT, financial services, tourism, property, multimedia and e-commerce.

• Managing Friends and Manipulating People

  Social media is not the quick-fix solution it first looked like. And many companies are struggling to maintain their presence in all the places they want to be active. Outsourcing at least part of a social media presence is already mainstream, but there are inherent risks in taking this route. Here's why.

• The Impact of Talent

  In this paper we’ll examine how to effectively recognize the value of human capital. We’ll then analyze the benefits and disadvantages of competitive versus institutional knowledge that your employees can deliver. Finally, we’ll take a look at how organizations today can retain the right mix of internal and external talent for optimal balance.

• Leading by Example

  

  This report details the differences in employee attitudes across geographies and generations, and notes startling similarities in many of the key drivers of overall satisfaction within their workplaces. It also outline some key recommendations for organizations that are looking to improve their employee relations and move towards a stronger employment brand.

• Enter the Dragon

  The world’s economic woes are not shared equally. In fact, signs of a slowdown may be just what some Asian economies need right now. As full-tilt growth subsides, governments can shift their focus to domestic matters, including containing inflation—central banks in India, Korea, Taiwan and Thailand raised rates in June 2011—and removing barriers to future growth. From this relatively comfortable economic vantage point, Asian businesses can begin to consider how they will tackle the barriers to future growth in 2012 and beyond. In this three-part series by Anthony Raja Devadoss, we walk you through these focus areas and provide insights about how they might be managed effectively.

• Carrot or Stick - How Culture Shapes Organizational Safety

  In this series, a compilation of writings by Anthony Raja Devadoss, we examine the reasons why every organization should: build a safety culture that's relevant to them; understand how core values relate to safety; and know what kind of leadership drives safety performance.

• Making the Shift

  Authored by Anthony Raja Devadoss, Making the Shift: Quality and Service in the New Economy is Part 3 of Enter the Dragon, a white paper series exploring the new talent challenges for Asian economies. Cheap goods fast: that was the basis of the Asian manufacturing revolution. But the shape of the economy is fast evolving. Making the move towards better service and higher quality requires a new type of ‘harmonious’ thinking, and a different approach to workforce strategy.

• Living Among Wolves

  

  With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves is a compilation of writings by Rolf Kleiner, exploring the four forces driving the uptake of HR outsourcing.

• Follow the Leader - Avoiding Mixed Messages in Safety Management

  Authored by Anthony Raja Devadoss, Vice-President, APAC, KellyOCG, Follow the Leader - Avoiding Mixed Messages in Safety Managment, is Part 2 of Carrot or Stick? a white paper series exploring safety management issues in the workplace for the APAC region.

• Talentomics - 9 Ways HR Must Adapt to Find Talent

  

  A couple of hundred years ago, talent (or labor) was a simple commodity. The rich and powerful had access to as much labor as they needed, and those with the discipline and ability to work, did. The supply-chain, and the transaction between employer and employee, was straightforward. But that was then. Now, despite global economic instability, and large variations in employment rates, finding the right people is harder than ever. This is what we call ‘talentomics’—the ‘economics of talent’—and the supply-demand equation that underpins it has changed.

  Human Resources Consulting

• Global Culture, Local Mindset

  Authored by Anthony Raja Devadoss, Global Culture, Local Mindset, is Part 2 of Enter the Dragon, a white paper series exploring the new talent challenges for Asian economies. As business shifts its focus ever more to Asia, the competition for skilled talent is increasing. Employers report they are having the most difficulty finding the right people to fill jobs in Japan, India, Australia, and Taiwan.

• The Need to Find a New Workforce

  Authored by Rolf E. Kleiner, Senior Vice-President and General Manager of Kelly Outsourcing and Consulting Group, The Need to Find a New Workforce is Part 4 of Living Among Wolves, a white paper series exploring the four forces driving the uptake of HR outsourcing.

• What Really Shapes Careers

  

  The latest installment from the 2011 Kelly Global Workforce Index will show you just how influential age, culture and the length of time we’ve been in the workforce really are on career progression and choice. By examining some of the key patterns in career development across the globe, we hope to help you think about specific ways to effectively manage a more diverse and change-oriented workforce.

• Why Regulation Won’t Solve Safety Issues In The Workplace

  Authored by Anthony Raja Devadoss, Vice-President, APAC, KellyOCG, Why Regulation Won’t Solve Safety Issues In The Workplace is Part 1of Carrot or Stick? a white paper series exploring safety management issues in the workplace for the APAC region.

• Survivability is Adaptability

  Authored by Rolf E. Kleiner, Senior Vice-President and General Manager of Kelly Outsourcing and Consulting Group, Survivability is Adaptability is Part 3 of Living Among Wolves, a white paper series exploring the four forces driving the uptake of HR outsourcing.

• Avoiding Pitfalls of a Tight Talent Market

  Authored by Anthony Raja Devadoss, Avoiding Pitfalls of a Tight Talent Market, is Part 1 of Enter the Dragon, a whitepaper series exploring the new talent challenges for Asian economies. As business shifts its focus ever more to Asia, the competition for skilled talent is increasing. Employers report they are having the most difficulty finding the right people to fill jobs in Japan, India, Australia, and Taiwan.

• Plugging Into Talent Will Fry Your Mind

  

  Let’s face it, regardless of good or bad economic times, A-level talent is hard to find. The recent global recession has only exacerbated the situation. And while A-level talent has been riding out the labor market ice age in an office or a cubicle somewhere, technology and the Internet have been changing the game of recruitment at a dizzying pace.

  Recruitment Process Outsourcing

• Free Agents - How Knowledge Workers are Redefining the Workplace

  

  As technology makes it possible for us to connect and work together from wherever we are around the world, the trend towards flexible, project-based workforces has picked up considerable pace—and the benefits for both employees and employers are now becoming clear.

• Strategy is Nothing Without Speed

  Authored by Rolf E. Kleiner, Senior Vice-President and General Manager of Kelly Outsourcing and Consulting Group, Strategy is Nothing Without Speed is Part 2 of Living Among Wolves, a white paper series exploring the four forces driving the uptake of HR outsourcing.

• In Fast Company

  Authored by Rolf E. Kleiner, Senior Vice-President and General Manager of Kelly Outsourcing and Consulting Group, In Fast Company is Part 1 of Living Among Wolves, a white paper series exploring the four forces driving the uptake of HR outsourcing.

• Your Employment Brand

  

  Employees today are behaving more like consumers when choosing to join a company or stay with an employer. A positive employer brand can help differentiate your company from others while creating an attractive identity that job seekers can align with their own values and ideals. Your employer brand is only as good as an employee’s experience of that brand promise. It is essential to develop solid workforce policies and engaging employment experiences, and then communicate them externally and internally in order to attract today’s best and brightest talent.

• The Leadership Deficit

  

  This paper explains why talent is dwindling, and paints a detailed picture of the profile of those that comprise the contemporary workforce. It discusses the challenges employers face, and offers suggestions for recruiting and retaining top talent, as well as casting a spotlight on companies that are tackling these challenges in innovative ways.

• MSP Consideration Kit

  

  With spending on contingent workers expected to exceed $50 billion this year, effectively managing your talent pool is critical in a cost conscious environment. Whether you are currently utilizing a VMS, moving to a second generation strategy or beginning the consideration process, it makes sense to have the tools you need to make an informed decision. Download an MSP Consideration Kit—a comprehensive resource to aid you in assessing the application and fit of VMS and MSP solutions with your company's strategy.

• MSP Fundamentals - Business Case and Readiness

  

  To establish the benefits of an MSP for your organization yo must first assess its priorities. In general, there are four main areas that drive the business case for an MSP: increased access to talent, reduced cost through improved efficiency, reduced risk, and increased visibility. Download The Fundamentals of Managed Service Provider (MSP) Programs Part 3: Business Case & Readiness - the third in a three-part series covering the fundamentals of MSP programs—addressing how to build a business case and determine your organization's readiness to engage an MSP.

• MSP Fundamentals - Sourcing Models

  

  Are your contingent labor sourcing models effective across all skill categories? Generally speaking, the use of sole-sourcing bidding models decreases with the use of higher-skill positions—requiring more of a hybrid approach for optimal contingent labor strategy. Download The Fundamentals of Managed Service Provider (MSP) Programs Part 2: Sourcing Models - the second in a three-part series of white papers covering the fundamentals of MSP programs—to learn about various sourcing models, and which might apply best to your business.

• MSP Fundamentals - The Who, What and Why of MSP

  

  More and more of your competitors are investigating strategies today that will better manage and optimize their external labor pools. Get informed on the fundamentals of MSP programs by downloading The Fundamentals of Managed Service Provider (MSP) Programs Part 1: The Who, What and Why of MSP - the first in a three-part series of white papers designed to break down the basics of contingent labor management strategy.

• Embracing a LEAN Culture

  Six Sigma was all the rage over the last few years, and now LEAN has become the new buzzword in quality and process efficiency. LEAN is a broad catchphrase describing a holistic and sustainable approach using less of everything to give you more. Transactional LEAN is an approach that can be applied to any business process. This white paper outlines how KellyOCG has introduced LEAN into the recruitment process.

  Recruitment Process Outsourcing

• Are CEOs Expected to be Magicians

  

  The expectations placed on the shoulders of the modern chief executive officer (CEO) have never been greater. Company boards, shareholders and customers all look to the CEO to perform exceptional feats. Whether it’s turning around a sick company, revitalising the share price, undertaking a merger or acquisition (M&A), or redefining the business strategy, the CEO is under immense and sustained pressure to perform. Often, where the focus is an ailing organisation, the timeframe allowed for a turnaround is relatively small -perhaps only a year or two before the support of the board, and shareholders evaporates.

• Social Networking

  The advent of social networking has fundamentally changed the way search for work and exchange information about career opportunities. As in many sectors, the technology is re-shaping the job search landscape and throwing up intriguing challenges for employees and employers alike.

• The Future of Work Talent Mobility

  

  Why we are now everywhere, and nowhere, all at once... In this paper, we're going to take a somewhat-philisophical shot at explaining/interpreting the first round of results from the 2011 Kelly Global Workforce Index. With about 100,000 respondants across 30+ countries, we have statistical validity and reliability that's off the charts.

  
  

• Asian Outlook 2011 - CEO Perspectives

  

  "I have been in business in Asia for the past 30 years and in all my time I never received such mixed feedback about the future as I have recently. The aim of these CEO interviews was to get a quick pulse reading on what CEO’s in Asia thought about their business in 2011 and what they viewed as major opportunities and challenges. It seems that we all, have bits of information ...almost like parts of a puzzle but it is anybody’s guess as to what lies ahead for us in 2011. There are too many variables, distractions and opposing bits of information. What can we do in such times? And are senior leaders of organizations willing to admit that they don’t really know what lies ahead?..."

  Executive Search

• From Focus on Process to Focus on Value

  This white paper presents the lastest findings from KellyOCG on the underlying causes of the gap between the hopes and the realities of outsourced labor procurement programs. It also introduces Value Acceleration as the integration of process tools, and analytical insights that will allow business executives to identify, pursue, and optimize net value from managing outsourced labor.

  
  

  Contingent Workforce Outsourcing