Randstad Research 2018 [613162]

employer
brand research
global report 2018.

content.
executive summary 1
what do workers want 2
switching behavior 3
sector attractiveness 4
appendix 5
© randstad 2018 | employer brand research 2018, global report 2
|

| executive
© randstad 2018 | employer brand research 2018, global report 3 summary.

| | executive summary.
the power of the randstad employer brand research to help
you win the war for talent.

Now more than ever, an employer’s reputation is critical to
attracting the right talent. In the 2018 Randstad Employer
Brand Research, an exhaustive survey of 175,000 working –
age adults in 30 countries about their employment
preferences, we see shifts in attitudes that indicate workers
want more than just an attractive salary and benefits. A
good work -life balance, career growth opportunities and
flexible work arrangements are increasingly important
qualities they seek in a potential employer.
© randstad 2018 | employer brand research 2018, global report 4

| | executive summary.
© randstad 2018 | employer brand research 2018, global report 5
An employer brand perceived to offer these prized
qualities is critical during these times of talent scarcity.
Workers want to know they can count on their companies
to help achieve a sense of purpose in their jobs, grow
professionally and provide inspiration for their
long-term goals. Especially to the Millennial generation, an
organization’s intangible qualities such as its mission and
culture can also play a huge role in winning
high-quality workers.

| | executive summary.
Our research also reveals that what attracts
workers to an employer may not always be
the reasons for them to stay. Even though
compensation remains the most important
consideration when choosing an employer,
its impact is less of a factor in the decision
to stay. In other words, salaries may help
initially win talent, but job security, work -life
balance and convenience of the office
location convince them to stay.
© randstad 2018 | employer brand research 2018, global report 6

| | executive summary.
So what does the survey data say about how employers
should support its employer brand internally and exter-
nally? Fostering the employer brand has always been a
complex task that too many companies oversimplify,
believing that a universal message should resonate with all
of its employees and prospective workers. The reality,
however, is that brand strategy must be directed at various
stakeholders but supported by the same employer value
proposition (EVP). Moreover, with the rise of independent
workers and the gig economy, employers need to deliver
relevant messaging to attract this growing segment of the
workforce.
© randstad 2018 | employer brand research 2018, global report 7

| | executive summary.
This year’s Randstad Employer Brand Research report can
serve as a good start for companies seeking direction on
how to enhance their employer brand. You’ll find in the
following pages detailed data on what workers want,
segmented by region, generation, sector and gender.
These insights will help you identify strengths about your
company and industry and the qualities most valued by
the workers you hope to attract. And when you’re ready
to learn more about how your company’s brand performs
against competitors and peers, our employer brand
specialists will be available to provide an analysis.
© randstad 2018 | employer brand research 2018, global report 8

| | executive summary.
We hope you will make use of this year’s report to gain
important insights into your company’s ability to attract
talent. At a time when power has clearly shifted to
workers, you need every little advantage to help you
get ahead of the competition in the war for talent.
© randstad 2018 | employer brand research 2018, global report 9 James Foley
global SVP, employer brand
talent innovation center
randstad sourceright

| what do
© randstad 2018 | employer brand research 2018, global report 10 workers want.

| | what do workers want
top 10 reasons to choose an employer.
© randstad 2018 | employer brand research 2018, global report 11 The top reasons to choose an employer stay
relatively consistent over time.

Following a downward trend for both attractive
salary & benefits and job security, we see a slight
increase in both drivers in 2018 (+2%).

The driver which has seen the biggest increase
across all subgroups in the past year is career
progression (+3%).

Pleasant work atmosphere, financial health and
location all decline on the longer term, but
as this trend has now stabilized, they will likely
remain important drivers to attract employees in the
future.
*percentage highlighted green or red, when the difference with 2018 data is 3+% higher or lower 1salary & benefits
job security
work-life balance
work atmosphere
career progression
financially healthy
flexible arrangements
strong management
good training
location 60%
48%
45%
44%
38%
34%
32%
28%
28%
28% attributes 2018 2017* 2015* 2016*
58%
46%
45%
43%
35%
33%
31%
26%
28%
29% 61%
52%
43%
49%
38%
39%
29%
28%
27%
32% 63%
52%
43%
48%
38%
38%
29%
28%
24%
32%

| | what do workers want
global similarities.
1/2
attractive salary & benefits is deemed the most important driver across all demographics.
Although it is appealing to focus on what
differentiates us – it is the amount of similarities
across both demographic and regional subgroups that
are particularly striking.

As expected, attractive salary & benefits is the most
valuable factor to attract employees across all
demographic subgroups.

Other top drivers are largely stable across subgroups
as well. Job security, work -life balance and pleasant
work atmosphere are in almost all instances
mentioned in the top 4 and should be considered
hygiene factors which all employers should strive for
as a standard.
© randstad 2018 | employer brand research 2018, global report 12 top 4 drivers which workers want the same?
1 salary & benefits male and female
2 job security 25-44 and 45 -65 age groups
3 work -life balance middle and higher educated
4 pleasant work atmosphere north america and APAC regions
blue and white -collar workers

| | what do workers want
global differences.
2/2
Age is the biggest differentiator when defining what
workers want. It may therefore be argued that one
should shape the employer brand in accordance to the
target audience.

The younger workforce (18 -24 y.o.) show a more
diverse range of reasons to choose a company. Good
training, career progression, diversity & inclusion and
giving back to society are perceived to be particularly
important for this age group.

As it is often not as easy to find a new job, the 45+ y.o.
employees find job security (placed 2nd in the ranking)
and an employer’s financial health more relevant.
© randstad 2018 | employer brand research 2018, global report 13 of Russians find financial health
attractive in an employer, which
is significantly higher than the
global average (34%). 65% russia
of the workforce in EMEA finds
pleasant work atmosphere
considerably more important
than the global workforce (44%). 53% emea
gain on the importance of career
progression, where as in APAC it
only increases by 1% across the
same period. +4% lat am & north america of the workforce aged 18 to 24
consider career opportunities
important. They also place more
value on being technology savvy.

18 to 24 year olds are more
diverse in their answers in
regards what motivates them
when compared to 25+ y.o.
workforce. 34% age 18 – 24
of women find a pleasant work
atmosphere more important
than men do (40%).

Flexible arrangements is ranked
the 5th most important attribute
for women, whereas men find it
less important, ranking it 9th. 47% women
of the mature workforce
consider job security important
which is significantly higher than
the 18 -24 y.o. (40%). 54% 45+

employee – employer exchange gap global analysis.
© randstad 2018 | employer brand research 2018, global report 14
| employees seek employers offer
1 salary & benefits 1 financially healthy
2 job security 2 uses latest technologies
3 work -life balance 3 very good reputation
4 work atmosphere 4 job security
5 career progression 5 career progression
6 financially healthy 6 salary & benefits
7 interesting job content 7 work atmosphere
8 very good reputation 8 interesting job content
9 gives back to society 9 work -life balance
10 uses latest technologies 10 gives back to society The most attractive attributes sought in employers
are not currently aligned with the perceived core
values of companies. It is only job security that
employers are able to partly provide for.

Employers typically offer financial health and the
latest technologies to attract employees, which are
of relatively low importance to workers when
compared to other drivers.

To capitalize on these findings, employers should
focus more on the wellbeing of their workforce when
developing their EVP with an emphasis on promoting
work-life balance, job security and a pleasant work
atmosphere while still retaining the more tangible
attributes (e.g. attractive salary & benefits).
Please note that for comparison reasons a shortened list of 10 out of the original 16 drivers is shown above a gap between what employees seek and what employers
offer is a valuable opportunity for your EVP.

| | employee – employer exchange gap analysis region.
In EMEA and Latin America a pleasant work
atmos phere is valued more than in other
regions. Our data, however, suggests that this
need is not often met by employers in these
regions, offering a valuable opportunity for
companies to seize upon.

It is interesting to note that Russia is seen to
be the only region in which the average
employer offers at least one attribute
employees seek.

Having said this, the vast majority of Russian
employees also mention attractive salary
& benefits and career progression in their top 3
drivers which employers struggle to meet n
this region.
© randstad 2018 | employer brand research 2018, global report 15 employees seek employees offer
north
america 1 salary & benefits
2 job security
3 work -life balance 1 financially healthy
2 uses latest technologies
3 very good reputation
EMEA 1 salary & benefits
2 work atmosphere
3 job security 1 financially healthy
2 uses latest technologies
3 very good reputation
russia 1 salary & benefits
2 financially healthy
3 career progression 1 financially healthy
2 uses latest technologies
3 very good reputation
lat am 1 salary & benefits
2 career progression
3 work atmosphere 1 financially healthy
2 uses latest technologies
3 very good reputation
APAC 1 salary & benefits
2 job security
3 work -life balance 1 financially healthy
2 very good reputation
3 uses latest technologies

| | what do workers want
summary.
•Year after year attractive salary & benefits continues to
be rated as the most important driver; however, data
suggests it would not be advi sable to base your employer
branding strategy solely on this factor.

•40% of respondents do not mention this attribute in their
top 5 drivers, so building your employer brand on a
wider, more diverse range of aspects remains integral.

•Furthermore, there is much for employers to capitalize on
given that most needs are still generally not met as high –
lighted in the gap analysis.

•To attract the 18 -24 y.o. you may want to focus on
factors like good training, career progression, very good
reputa tion, giving back to society and diversity &
inclusion. For the 45+ y.o. employees job security and
the employer’s financial health are, on the contrary, more
relevant for you to focus on in your employer brand
strategy.
© randstad 2018 | employer brand research 2018, global report 16

| | what do workers want
summary.

•Generally, the results point to a certain stability of
driver importance throughout the years; however,
globally, a few drivers are slowly gaining importance
on the longer term: diversity & inclusion, flexible
arrangements and giving back to society. This shift
demonstrates that the employer branding field does
get more diverse year after year.

•This finding is crucial to take into consideration when
building your long term employer branding strategy
to avoid having to alter it too much over time.
© randstad 2018 | employer brand research 2018, global report 17 what do workers want? – further reading:
•Why great employee development is an
investment you can bank on
•Randstad talent management expert
talks employer branding

| switching
behavior.
© randstad 2018 | employer brand research 2018, global report 18

| | switching jobs
behavior by region.
© randstad 2018 | employer brand research 2018, global report 19 Based on those who have changed jobs/ planning to change jobs in the last/next 12 months.
Full demographics breakdown to be found on slide 41 and 42 At a global level 45% of respondents have reported
to have either changed jobs in the past year or
planning to in the next 12 months.

EMEA is the strongest global region when it comes
to retaining their employees.

The gap between planning to change and actually
acting upon it is biggest in Latin America and
Russia. This could be explained by the low
importance of job security in these regions.
plans to change employer changed employer global
russia
EMEA APAC lat am north america 18%
23%
17% 18% 19% 20% 27%
26%
36%
28%
35%
26%

| | switching jobs
behavior by subgroup.
Changing employer does not differ by education
or gender. Retaining younger employees
however, proves to be more difficult as 28% of
this subgroup have changed jobs in the past
year, which is significantly higher than the 45+
y.o. (10%) who tend to place much more value
on job security.

Younger employees are still often figuring out
what they want in an employer, but the
importance of career progression might also
help explain the lower retention levels among
this subgroup.
© randstad 2018 | employer brand research 2018, global report 20

| | EVP drivers attraction vs. retention.
© randstad 2018 | employer brand research 2018, global report 21 attraction and retention drivers show a strong correlation with one another with a couple of exceptions:
location
location is one of the top drivers
for retaining employees, but it is
perceived to be of lower
importance when choosing an
employer.
career progression
career progression is particularly
important for attracting
employees, but plays a smaller
role in convincing employees to
stay.
salary & benefits
job security
work-life balance work atmosphere
career progression
financially healthy
strong management flexible arrangements
good training location
interesting job content
quality products diversity & inclusion very good reputation
gives back to society
uses latest technologies % importance attractiveness
% importance retention high
low
low high only important for attraction important for both retention and attraction
only important for retention

| | retention key drivers.
© randstad 2018 | employer brand research 2018, global report 22 of the 18 -24 y.o. are more likely
to stay with their employer if
they receive good training; this is
true for only 17% of the 45+
y.o employees. 28%
of the 45 y.o find convenient
location a more important reason
to stay with an employer than
the younger employees do (32%
among the 18 -24 y.o.). 43%
of the higher educated
employees consider attractive
salary & benefits to be more
important for staying; only 39%
of the lower educated
employees do so. 47%
of employees in APAC are more
likely to stay with their employer
for a good work -life balance; in
Lat Am this is true for only 31%
of employees. 48% age 18 – 24
higher education age 45+
region APAC of the male workforce finds
the employer’s financial health
more important for staying, than
women do (32%). 39% men
of North Americans are 10%
more likely to find strong
management an important
reason to stay with their
employer than their EMEA
counterparts (14%). 24% region north america

46%
45%
42%
40%
36% job security
work-life balance salary & benefits
location
work atmosphere

| | factors driving employees away.
© randstad 2018 | employer brand research 2018, global report 23 of older employees are more
likely than those aged 18 -24 y.o.
(20%) to leave an employer due
to the employers financial
instability. 28%
of higher educated employees
consider a limited career path
an important reason for leaving
their employer; only 36% for
the lower educated do so. 47%
of employees in EMEA are nearly
3 times more likely to leave their
employer due to a poor relation –
ship with their manager than
employees in Lat Am (7%). 19%
of men are slightly more likely
than women (25%) to point to
the lack of recognition/rewards
as an important reason to leave
an employer. 29%
of women are more likely to
leave an employer due to a
limited career path. 45% age 45+
men higher education
women region EMEA

44%
43%
30%
28%
27% compensation too low
insufficient challenges limited career path
work-life balance issues
lack of recognition/rewards

| | switching behavior
job search channels.
Globally, the most popular channels used to look for a
vacancy are job search engines and job boards.

As the 18 -24 y.o. employees make much more use of
other online platforms such as Google, Twitter and
Facebook, the trend towards online recruiting is expected
to continue.

Nevertheless, nearly 50% of the employees do not use
online platforms, therefore it remains vital for employers to
deploy a multi -channel strategy.

An offline strategy for example remains especially
important for the 45+ y.o. employees and those in Latin
America, who indicate personal connections/referrals to be
their most used channel. top 5 channels used to look for a job*
plans to change employer in the next 12 months
have changed employer in the last 12 months
*Based on those who have changed jobs/ planning to change in the next year
© randstad 2018 | employer brand research 2018, global report 24 | 57%
54%
51%
46%
44%
43%
44%
41%
36%
38% job search engines
job boards
personal connections / referrals
company career site
google

| | switching behavior
summary.
•Attractive salary & benefits is not perceived as important
for staying with an employer (45%) as it is when choosing
one (60%). As switching behavior and reasons for staying
with your current employer differ by regions and
subgroups, a tailored retention dimension in the external
and internal employer branding strategy is necessary.

•Key drivers of retention are even more diverse for the
18-24 y.o. employees which may have to do with the fact
that young people at the start of their career are not yet
that outspoken in their needs and wants.

•For employers to meet their needs, a more personal
approach is needed. While attractive salary & benefits is
considered to be important for this group, to keep them
from leaving, employers should put greater emphasis on
career progression, good training and diversity & inclusion.
© randstad 2018 | employer brand research 2018, global report 25

| | switching behavior
summary.
•Location is of much higher importance for employee retention
than it is for employee attraction. This is especially true for
the 45+ y.o. employees. After having actually experienced it,
a long commute can become a barrier to staying.

•For this target group, employers should focus more on
other important drivers of retention such as a good work -life
balance and flexible arrangements.
© randstad 2018 | employer brand research 2018, global report 26 switching behavior – further reading.
– How to stop your talent from quitting and reduce
employee turnover
– How to retain senior employees and stop brain drain

| sector
© randstad 2018 | employer brand research 2018, global report 27 attractiveness.

| | sector attractiveness global.
The ITC sector is perceived to be the most
attractive sector, with more than 50% of
the respondents willing to work for
companies in this sector.

ITC is particularly attractive among the
younger, higher educated workforce. The
remainder of the top 4 are all on par with
Automotive, FMCG and Life Sciences
ranking equally as high (50%). Sectors
which provide services are ranked lowest
and thus least attractive.
© randstad 2018 | employer brand research 2018, global report 28 *The ITC sector relates to companies in IT, Technology & Communications sector attractiveness
IT&C*
automotive
FMCG
life sciences
engineering
agriculture, forestry and fishing
energy & utilities
financial services
logistics
retail 53%
50%
50%
50%
47%
46%
43%
42%
41%
40%
39%
37%
36% services
public services
hospitality

| | 51%
49%
45% IT&C*
FMCG
life sciences
engineering 44% 43%
41%
41% life sciences
automotive
FMCG
IT&C* 40% 72%
62%
53% energy & utilities
automotive
engineering
logistics 53%
67%
63%
63% automotive
IT&C*
logistics
life sciences 61% 58%
57%
55% IT&C*
automotive
life sciences
FMCG 55% sector attractiveness by region.
© randstad 2018 | employer brand research 2018, global report 29 Life Sciences, ITC and Automotive top the rankings in 4 out of the 5 regions . Russia is the only region with a sector
which is not in the top 5 globally : energy & utilities . In Russia this is the largest and most important sector, which
contributes to it’s attractiveness as opposed to other regions .

*The ITC sector relates to companies in IT, Technology & Communications north america EMEA russia
lat am APAC

| | top 5 values attributed to each sector.
© randstad 2018 | employer brand research 2018, global report 30 The ITC sector is the only sector where
attractive salary & benefits is mentioned in
the top 5 values attributed to companies. As
attractive salary & benefits is what
employees want most in an employer, this is
one of the key reasons explaining the high
overall attractiveness of the sector. On the flip side, ITC does not perform
strongly when it comes to offering job
security. This and the fact that several lower
ranked sectors are perceived to offer job
security (e.g. Logistics and Financial
services), it can be concluded that job
security is not a strong attractiveness driver
of this sector. global ITC #1 life sciences #4 engineering #5 financial services #8
financially healthy uses latest technologies financially healthy financially healthy financially healthy
uses latest technologies financially healthy uses latest technologies uses latest technologies job security
very good reputation very good reputation very good reputation very good reputation career progression
job security salary & benefits job security job security very good reputation
career progression career progression career progression salary & benefits uses latest technologies

| | sector attractiveness
summary.
•Companies ranked in the most attractive sectors (ITC,
Automotive and FMCG) score higher across most EVP
drivers when compared to companies ranked in the least
attractive sectors. This shows that a strong and diverse
employer brand directly influences the willingness to
work for a company.

•Nearly all sectors are more attractive among the younger
workforce. Often not yet having to have made a decision
on a certain work field, they are shown to be more
open-minded. Energy & Utilities and Public services are
the only exception, which appeal more to the 25+ y.o.
employees.

•Similarly, the higher educated have a higher willingness
to work for all sectors whilst this is less so for the lower
educated. Possibly the benefit of a higher education gives
them confidence in their ability to work for a wider range
of sectors.
© randstad 2018 | employer brand research 2018, global report 31

| | sector attractiveness
summary.
•Workforce in EMEA value job security more than global
employees do (52% vs. 48%), pointing to an increased loyalty
to their own sector and thus a high retention score.
Job security is therefore an important driver to stress out in
one’s internal employer brand strategy in this region.

•Placing a higher value on staying with their current employer,
the willingness to work for a company in a (different) sector is
relatively low in EMEA. As a result sector attractiveness is in
general lower in this region than in others.

•The need to develop a strong employer brand strategy
to attract the best talent is most pressing in the sectors
delivering services as willingness to work for companies in
these sectors is significantly lower.

•The low attractiveness of these sectors (hospitality 36%, pu-
blic services 37%, general services 39%) is also likely a result
of the lower salary & benefits companies in these sectors are
perceived to offer compared to other more attractive sectors.
© randstad 2018 | employer brand research 2018, global report 32

33 | appendix.
© randstad 2018 | employer brand research 2018, global report what do workers want – country comparison 1
what do workers want – trend analysis 2
switching behavior by subgroups 3
about the research 4

| what do
workers want
© randstad 2018 | employer brand research 2018, global report 34 country comparison.

| | what do workers want
by country.
1/3
© randstad 2018 | employer brand research 2018, global report 35 argentina australia austria brazil belgium canada china czech
rep. dubai france
salary & benefits 60% 52% 62% 60% 65% 65% 60% 76% 59% 64%
job security 54% 49% 59% 36% 55% 49% 50% 62% 47% 44%
work-life balance 44% 54% 38% 31% 50% 49% 48% 34% 44% 51%
work atmosphere 57% 39% 58% 48% 54% 45% 42% 52% 28% 60%
career progression 55% 32% 34% 55% 37% 34% 49% 43% 44% 43%
financially healthy 18% 24% 35% 28% 29% 26% 48% 52% 37% 28%
flexible arrangements 41% 34% 48% 32% 37% 31% 24% 17% 20% 32%
strong management 15% 33% 13% 33% 14% 28% 34% 12% 44% 11%
good training 24% 37% 18% 30% 23% 31% 26% 12% 32% 25%
location 15% 33% 26% 20% 36% 32% 24% 22% 19% 26%
interesting job content 25% 24% 36% 18% 27% 24% 17% 47% 16% 36%
very good reputation 15% 21% 14% 18% 15% 21% 11% 21% 33% 13%
quality products 12% 16% 14% 19% 14% 16% 21% 15% 20% 20%
diversity & inclusion 20% 19% 12% 19% 11% 16% 16% 11% 17% 14%
gives back to society 21% 14% 18% 23% 15% 14% 16% 8% 18% 16%
uses latest technologies 18% 11% 9% 16% 9% 10% 12% 11% 20% 12%

| | what do workers want
by country.
2/3
© randstad 2018 | employer brand research 2018, global report 36 germany greece hong kong hungary india italy japan luxem –
bourg malaysia new
zealand
salary & benefits 63% 75% 60% 75% 48% 48% 65% 63% 68% 57%
job security 64% 50% 42% 58% 42% 46% 43% 61% 35% 46%
work-life balance 36% 42% 59% 47% 44% 55% 41% 48% 49% 55%
work atmosphere 56% 63% 34% 64% 26% 51% 60% 45% 36% 44%
career progression 32% 55% 34% 35% 39% 38% 22% 35% 40% 37%
financially healthy 40% 21% 38% 49% 34% 36% 31% 34% 39% 23%
flexible arrangements 45% 30% 28% 37% 25% 31% 31% 42% 34% 31%
strong management 12% 16% 29% 21% 39% 17% 25% 14% 45% 37%
good training 19% 26% 28% 20% 29% 31% 20% 17% 27% 40%
location 23% 21% 30% 28% 22% 24% 30% 25% 27% 24%
interesting job content 33% 20% 24% 15% 22% 27% 32% 33% 17% 24%
very good reputation 18% 16% 23% 4% 34% 20% 18% 16% 23% 21%
quality products 12% 20% 15% 10% 23% 15% 18% 13% 14% 15%
diversity & inclusion 14% 10% 14% 14% 15% 12% 21% 19% 15% 17%
gives back to society 15% 18% 14% 10% 22% 17% 13% 18% 13% 15%
uses latest technologies 11% 17 % 10% 9% 29% 16% 9% 13% 14% 9%

| | what do workers want
by country.
3/3
© randstad 2018 | employer brand research 2018, global report 37 nether –
lands poland portugal russia singapore spain sweden switzer –
land UK US
salary & benefits 70% 78% 66% 76% 68% 63% 40% 60% 55% 59%
job security 43% 55% 52% 41% 41% 48% 44% 52% 49% 47%
work-life balance 49% 49% 53% 32% 64% 55% 44% 47% 50% 45%
work atmosphere 63% 50% 49% 33% 41% 50% 61% 59% 38% 36%
career progression 41% 46% 51% 47% 42% 39% 32% 33% 32% 33%
financially healthy 32% 30% 35% 65% 32% 23% 20% 33% 23% 28%
flexible arrangements 39% 27% 27% 32% 36% 41% 36% 43% 33% 33%
strong management 13% 8% 21% 22% 35% 11% 36% 12% 28% 34%
good training 19% 26% 30% 17% 29% 25% 23% 22% 36% 34%
location 38% 27% 20% 32% 29% 26% 25% 26% 36% 32%
interesting job content 43% 38% 20% 40% 19% 36% 51% 31% 28% 17%
very good reputation 8% 20% 11% 19% 16% 17% 19% 18% 23% 25%
quality products 16% 12% 13% 13% 10% 13% 16% 17% 15% 17%
diversity & inclusion 7% 12% 12% 8% 16% 14% 18% 15% 18% 18%
gives back to society 10% 17% 17% 8% 10% 19% 19% 20% 13% 14%
uses latest technologies 6% 12% 12% 14% 8% 14% 9% 10% 10% 12%

| what do
workers want
© randstad 2018 | employer brand research 2018, global report 38 trend analysis.

| | what do workers want
global trends.
© randstad 2018 | employer brand research 2018, global report 39 1/2
5070
2014 2015 2016 2017 2018salary and benefits
406080
2014 2015 2016 2017 2018work atmosphere
0204060
2014 2015 2016 2017 2018job security
204060
2014 2015 2016 2017 2018work-life balance
020406080
2014 2015 2016 2017 2018interesting job content
2040
2014 2015 2016 2017 2018financially healthy
2040
2014 2015 2016 2017 2018flexible arrangements
0204060
2014 2015 2016 2017 2018location

| | what do workers want
global trends.
© randstad 2018 | employer brand research 2018, global report 40 2/2
** *
* in 2017 was interesting and stimulating job content
** prior to 2017 was strong image/ values 02040
2014 2015 2016 2017 2018strong management
02040
2014 2015 2016 2017 2018career progression
02040
2014 2015 2016 2017 2018diversity & inclusion
02040
2014 2015 2016 2017 2018good training
020
2014 2015 2016 2017 2018very good reputation
02040
2014 2015 2016 2017 2018quality products
020
2014 2015 2016 2017 2018gives back to society
020
2014 2015 2016 2017 2018uses latest technologies

| by subgroups.
© randstad 2018 | employer brand research 2018, global report 41 switching behavior

| | 30% skilled agricultural
24% service/sales
22% elementary occupations
21% technicians
20% managers

craft/trade
machine operators
professionals
clerks
armed forces occupations 19%
19%
18%
17%
14% 23% russia
20% north america
19% latin america
18% APAC
17% EMEA 19%
18% male
female
28%
19%
10% 18 – 24
25 – 44
45 – 65
17%
19%
19% low
middle
high employees that changed jobs in the past 12 months
by subgroup.
1/2
© randstad 2018 | employer brand research 2018, global report 42 gender function region
age
education

| | activities of international organisations and bodies
agriculture
water supply
oil & gas
accommodation
ICT
arts, entertainment and recreation
electricity & gas
financial and insurance activities
transportation 37%
31%
28%
27%
27%
25%
24%
23%
23%
22%
22%
20%
20% administrative and support service activities
construction
trade
20% real estate activities
19% professional, scientific and technical activities
18% human health and social work activities
18% other service activities
16% manufacturing
15% education
9% public administration and defence employees that changed jobs
by subgroup.
2/2
© randstad 2018 | employer brand research 2018, global report 43 sector

| | 29% managers
29% technicians
28% service/sales
26% clerks
26% skilled agricultural

professionals
craft/trade
elementary occupations
machine operators
armed forces occupations 25%
24%
23%
22%
22% 36% latin america
35% russia
28% APAC
26% EMEA
26% north america 28%
27% male
female
36%
29%
18% 18 – 24
25 – 44
45 – 65
24%
27%
29% low
middle
high employees planning to change jobs in the next 12 months
by subgroup.
1/2
© randstad 2018 | employer brand research 2018, global report 44 gender function region
age
education

| | agriculture
ICT
activities of international organisations and bodies
accommodation
arts, entertainment and recreation
trade
oil & gas
electricity & gas
manufacturing
water supply 35%
35%
35%
34%
31%
30%
29%
29%
28%
28%
28%
28%
27% real estate activities
administrative and support service activities
construction
27% financial and insurance activities
27% professional, scientific and technical activities
26% transportation
24% other service activities
22% human health and social work activities
21% education
14% public administration and defence employees planning to change jobs in the next 12 months
by subgroup.
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© randstad 2018 | employer brand research 2018, global report 45 sector

| about the
research.
© randstad 2018 | employer brand research 2018, global report 46

| | what is the randstad
employer brand research .
•representative employer brand research based on
perceptions of the general audience. Optimizing 17 years
of successful employer branding insights.

•independent survey with over 175,000 respondents in
30 countries worldwide.

•reflection of sector attractiveness is based on employers
known by at least 10% of the population.

•valuable insights to help employers shape their employer
brand.
© randstad 2018 | employer brand research 2018, global report 47

30 countries surveyed covering more
than 75% of the global economy.
© randstad 2018 | employer brand research 2018, global report 48
| Austria
Australia
Argentina
Belgium
Brazil
Canada
China
Czech Republic
Dubai
France
Germany
Greece
Hong Kong
Hungary
Italy
India
Japan
Luxembourg
Malaysia
New Zealand
Netherlands
Poland
Portugal
Russia
Singapore
Spain
Sweden
Switzerland
UK
USA worldwide
•over 175,000 respondents
•5,755 companies surveyed
sample
•aged 18 to 65
•representative on gender
•overrepresentated on age 25 – 44
•comprised of students, employed
and unemployed workforce
country
•1,565 to 12,332 respondents
see appendix for breakdown
of respondents per country
fieldwork
•online interviews
•between 10 November
and 28 December 2017
length of interview
•16 minutes countries surveyed

| | breakdown respondents
by country.
© randstad 2018 | employer brand research 2018, global report 49 country* n= country* n=
Argentina 4230 Italy 5855
Australia 9555 Japan 7105
Austria 7507 Luxembourg 1565
Belgium 12046 Malaysia 3349
Brazil 4284 New Zealand 3757
Canada 4528 Poland 5923
China 5691 Portugal 6752
Czech Republic 7476 Russia 9431
Dubai 2501 Singapore 3813
France 6440 Spain 6822
Germany 4322 Sweden 5139
Greece 7435 Switzerland 4799
Hong Kong 4295 The Netherlands 12332
Hungary 8201 UK 5703
India 3009 USA 4813
* Global data is weighted on GDP.

| | 70% working
7% self-employed/freelance
7% seeking/unemployed
7% housewife/husband
6% student

retired (incl. early retirem.)
other 0%
3% 21% managers
22% professionals
14% technicians
19% clerks
12% service/sales
1% armed forces occupations 3% elementary occupations 3% machine operators 4% craft/trade 1% skilled agricultural 49%
51% male
female
15%
61%
24% 18 – 24
25 – 44
45 – 65
20%
37%
43% low
middle
high sample composition
socio-demographics, employment situation, region.
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© randstad 2018 | employer brand research 2018, global report 50 gender working situation function
age
education

| | agriculture
oil & gas
manufacturing
electricity & gas
water supply
construction
trade
transportation
accommodation
ICT 2%
1%
13%
2%
1%
5%
9%
4%
3%
7%
5%
2%
5% financial and insurance activities
real estate activities
professional, scientific and technical activities
5% administrative and support service activities
4% public administration and defence
8% education
7% human health and social work activities
3% arts, entertainment and recreation
0% activities of international organisations and bodies
16% other service activities sample composition
socio-demographics, employment situation, region.
2/2
© randstad 2018 | employer brand research 2018, global report 51 sector

| | the employer brand roadmap.
© randstad 2018 | employer brand research 2018, global report 52
| audit current employer brand
•employer brand story
•external perception interview employees and leaders
to understand:
•their perception of your brand
•gaps and areas for improvement assess competitors
for workforce
create the brand pillars and
employee value proposition develop the employer brand
strategy and creative assets
measure, assess
and refine activate employer
brand externally launch employer
brand internally
•gain employee
and leadership
feedback external market analysis
•career motivations
and drivers
•specific views of your
company improvement