Global Talent Monitor

Global Talent
Monitor
Update on Workforce
Activity in Q1 2017
Part of the CHRO Insight Series

CEB Corporate Leadership Council
CEB Corporate Leadership CEB Creative Note: This deck has been enhanced with some
Council key interactive elements. Below is a legend of the
Print Designer item that you will see throughout the document
Practice Leader Brittany Fritz for quick reference.
Brian Kropp
Contributing Designers
Research Director Nicole Daniels Back to Key Findings
Matt Dudek Reid Griffler
Kelly Suh
Research Analyst
Becca Brown Editor
Bryce Peterson
Talent Management Labs

Research Leader
Mark Little
Quantitative Consultant
Sajal Jain
Senior Quantitative Analyst

Namrata Raina
Quantitative Associate
Mohena Srivastava
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Why We Create This Report
We believe that great ideasacute insights rooted in

microeconomics and informed by human behaviorare
essential to those accomplishments that change the fortunes
of an individual, an organization, or the world. We discover
and create these ideas and enable members and colleagues
to act on them by delivering them in timely, targeted, and
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2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 3

Key Findings Affecting Employee Sentiment
Employee Confidence in Global Job Market Employee Satisfaction Drivers
Globally, employee confidence in Intent to stay decreases while

business environment increases steadily. discretionary effort remains stagnant.
Employee Confidence (p. 7) Intent to Stay (p. 15)

Global An Employees Desire to Stay with the Organization
53.5Q1 2017 0.5 ppt. from Q4 2016 32.8%Global 1.0 ppt. from Q4 2016
Job Opportunity Perception (p. 8) Trend to Watch

Global While the global trend is negative, Australia and New Zealand see an
increase in intent to stay.
49.9Q1 2017 0.0% from Q4 2016 38.7%ANZ 1.9 ppt. from Q4 2016
Trend to Watch
Job opportunity perception hits a new high in North America.
Discretionary Effort (p. 15)
51.4Q1 2017 0.5% from Q4 2016 Employee Willingness to Go Above and Beyond
16.0%Global 0.0 ppt. from Q4 2016
Outside of major economies, Trend to Watch

global job-seeking behavior is steady. Levels of discretionary effort in Latin America fall further, reaching a
new low.
25.1%Latin America 1.4 ppt. from Q4 2016
Change in Job-Seeking Behaviors (p. 9)
Trend to Watch
Several major economies see significant increases in job-seeking
behavior year-over-year.
52.3Italy 8.6% 38.7US 7.2%
46.2China 5.2% 36.5Germany 6.9%
Note: Ppt. is an abbreviation for percentage point.

Key Findings Affecting Employee Preferences
Drivers of Attraction and Attrition Compensation Trends
Attributes like compensation, worklife balance, and Employees become more optimistic
stability will lure employees away to new employers. globally about job-switching premiums.
Top Three Global Drivers of Attraction (p. 12) Employees Think Theyll Get Paid More If They Switch
According to Potential Employees, Q1 2017 Jobs (p. 21)
Global
#1 Compensation
15.2%Q1 2017 0.3 ppt. from Q4 2016
#2 WorkLife Balance
#3 Stability
Global merit pay expectations
Trend to Watch stay constant this quarter.
Candidates prioritizing more tangible aspects of job offers like:
Location (#4)
Vacation (#7) Little Change in Expectations of a Raise (p. 22)
Health Benefits (#9)
3.7%Global 0.0 ppt. from Q4 2016
Trend to Watch
Top Three Global Drivers of Attrition (p. 19)
Only employees in India and New Zealand have lowered their
According to Departing Employees, Q1 2017
expectations for a raise.
#1 Future Career Opportunity 12.6%India 1.7 ppt. from Q4 2016
1.6%New Zealand 1.5 ppt. from Q4 2016
#2 Compensation
#3 People Management
Trend to Watch
Worklife balance becomes less of a driver of attrition flipping
rankings with recognition.
Recognition (#5)
WorkLife Balance (#7)

40 Countries and Regions Inform the Global Talent Monitor
Each quarter, Global Talent Monitor is sourced from

over 20,000 employees in 40 countries and regions to
offer the most authoritative look at the latest global and
country-level trends so you know what attracts, engages,
and retains talent.
Europe Asia
Belgium: 1.2% China: 4.7%

Czech Republic: 0.4% Hong Kong: 0.9%
Denmark: 1.2% India: 4.7%
Looking for More Insight?
Finland: 1.2% Indonesia: 2.4%
View targeted reports on our website. France: 2.4% Japan: 2.4%
Germany: 5.9% Malaysia and the
Hungary: 0.4% Philippines: 1.2%
Italy: 2.4%
Singapore: 2.4%
Forty-five reports for the regions, industries,

Netherlands: 2.4%
South Korea: 2.4%
and functions of your global business are Norway: 0.9%
Taiwan: 2.4%
Poland: 2.4%
Thailand: 2.4%
available through the Workforce Insights portal. Americas Vietnam: 2.4%
Romania: 0.4%

Russia: 2.4%
Argentina: 1.0%
Spain: 2.4% ANZ
Brazil: 2.8%
Sweden: 1.2%
Canada: 4.7%
Switzerland: 2.4% Australia: 4.7%
Chile: 0.9%
Turkey: 0.9% New Zealand: 2.4%
Colombia: 0.9%
United Kingdom: 7.1%
Mexico: 2.8%
United States: 10.9%
Africa
South Africa: 2.4%

n = 21,171 (Q1 2017).
Source: CEB 2017 Global Labor Market Survey.
Note: Total does not equal 100% due to rounding.

Employees Increased Confidence in Business
Environment Continues
Business Confidence Indexa
Global Employed Labor Force
60.0
High 60.0
For the fourth consecutive

quarter, employees
confidence in the business
54.1 condition and their
53.6 53.6 53.5 economic prospects
53.0 53.0 53.0 increase.
52.6
51.9 51.9 51.8
51.5 51.6 51.4
51.0 50.9 51.1
Neutral50.0
50.0 Three-Year Low
What You Can Do
Employees may not be entirely

confident in the business
environment, but they have
the best visibility into what
organizations need to change to
improve performance.
Get the highlights from our
research, Open Source Change:
Low40.0
40.0
Making Change Management
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 Work, through this webinar to
learn how the best organizations
n = 21,177 (Q1 2017). use the frontline expertise of the
Source: CEB 20132017 Business Barometer Surveys.
workforce to make decisions that
a
The Business Confidence Index is an indexed score calculated from a battery of four questions posed to survey respondents. These answers are
combined and converted to a 100-point scale, with higher values indicating greater confidence in the business environment.
improve business outcomes.
Definition
The Business Confidence Index measures employees confidence in near-term business conditions and long-term economic
prospects in their industry.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Labor Market7
Job Opportunity Perception Hits a New High
in North America
Job Opportunity Barometera
Global Employed Labor Force, Indexed
Stronger Job
Opportunity 56.0
56.0
Perception
53.7 Asia
Job Opportunity Barometer
touched a new high of 51.4
in North America in Q1
51.4 North America 2017. Rising by 0.9% this
Neutral Job quarter, it indicates stronger
Opportunity 50.0 employee perceptions of
49.9 Global
Perception available job opportunities.
48.5 Latin America

48.0 Employee job opportunity
47.8 Europe perception in Europe drops
47.5 Australia and
New Zealand
by 0.3% in Q1 2017 after
touching a six-year high in
the previous quarter.
Weaker Job
Opportunity 40.0
40.0
Perception Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
Q4 2016
Q3 2015
Q1 2014
Q1 2017
Q2 2013
Q4 2013
Q3 2014
Q4 2015
Q2 2015
Q1 2016
Q2 2014
Q3 2016
Q4 2014
Q1 2013
Q2 2016
Q1 2015
Q3 2013
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
Q1 2017 n = 6,196 (Asia); 1,500 (Australia and New Zealand); 7,379 (Europe); 21,177 (global); 1,802 (Latin America); 3,300 (North America).
Source: CEB 20132017 Global Labor Market Surveys.
a
The global Job Opportunity Barometer is an indexed score calculated from a battery of five questions posed to survey respondents. These answers are combined and
converted to a 100-point scale, with higher values indicating stronger perceptions of job opportunities.
Definition
The Job Opportunity Barometer measures employees perceptions of the availability and quality of other employment
opportunities in their current locations, industries, and functions.
Global Job-Seeking Activity Is Stable
Percentage of Employees by Degree of Job-Seeking Behavior
Q1 2017 sees no significant

50.0%
shifts in job-seeking
behavior across the globe.
46.1%
44.5% Passive
29.6% 30.2% Neutral

30.0%
25.2% Active
What You Can Do
24.2%
Capture top active and passive
talent by creating a strong
employment brand.
Use the CEB Ignition Guide to

Designing a Compelling EVP to
create or redesign an EVP that
will help your organization attract
10.0% and retain top talent.
Q4 2014
Q4 2016
Q3 2015
Q1 2014
Q1 2017
Q2 2013
Q4 2013
Q3 2014
Q4 2015
Q2 2015
Q1 2016
Q2 2014
Q3 2016
Q1 2013
Q2 2016
Q1 2015
Q3 2013
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
n = 21,177 (global).
Definition
The activepassive categories group employees according to the extent of their inclination and demonstrated effort to
lookfora job.
Major Economies See a Surge in Job Searching
Year-Over-Year
ActivePassive Score,a Q1 2017
Global Employed Labor Force, Indexed
Brazil is the only country
surveyed to see a significant
More 65.0 63.5 drop (5.9%) in job searching
Active compared to the prior quarter.
Job-searching behavior picks

up by 8.6% in Italy, 5.2% in
53.4
52.3 China, 7.2% in the United
50.3 49.8 States, and 6.9% in Germany, all
Neutral 50.0 47.6 47.0 significant increases compared
46.2
44.7 43.9
to the same quarter last year in
45.0
42.0 these major economies.
41.4 40.6
39.9
38.7 38.4
37.1 36.7 36.7 36.5
34.9
33.9 33.4
More 25.0 What You Can Do

Passive 25.0
India
Malaysia and
the Philippines
Italy
Indonesia
South Africa
Mexico
Singapore
China
Brazil
Spain
South Korea
United Kingdom
New Zealand
Canada
United States
Australia
Nordic Regionb
France
Russia
Germany
Switzerland
Belgium and
the Netherlands
Japan
CEOs are asking their chief HR
officers to deliver more than ever
before. That is why we created
the CEO 20, the only pulse that
helps heads of HR stay ahead of
the talent trends their CEOs care
Quarter-Over- (1.0%) 0.0% 2.3% (1.3%) (3.8%) 2.6% (3.1%) 3.9% (5.9%) 4.9% 2.1% 0.4% (2.7%) 1.3% (0.6%) 0.0% (0.5%) (4.0%) 0.7% 1.9% (2.8%) 0.5% (2.6%) about.
Quarter Changec

Stay ahead of the curve with our
3.0% 0.8% 8.6% (2.2%) (0.7%) 5.9% (2.0%) 5.2% (4.6%) (2.0%) 0.3% 3.8% 1.0% (1.2%) 7.2% (1.3%) (1.3%) 0.7% (2.6%) 6.9% (2.9%) 3.4% 5.4% most recent Benchmark Report
Year-Over-Year on how CEOs and CHROs are
Change approaching talent, or sign up to
participate in the next CEO 20
n = 21,177. pulse launching in July, 2017.
a
The ActivePassive Score is an index calculated from a battery of eight questions posed to survey respondents. These answers are combined and converted to a 100-point scale, with higher
values indicating more active job-search activity.
b
The Nordic Region includes Denmark, Finland, Norway, and Sweden.
c
Solid arrows indicate a statistically significant change at the 95% confidence level, whereas an outlined arrow indicates the change was not statistically significant. This value is determined by
response count and standard deviation; therefore, the solid arrows will not always be the highest or lowest absolute scores.
Definition
The ActivePassive Score measures the extent to which employees are inclined to and demonstrate effort to look
fornewjobs.
Employment Value Proposition Framework
An effective EVP allows organizations to source more deeply in the labor market.
The EVP Framework and the Benefits of a Differentiated EVP
Attraction Benefits Retention Benefits

Reduces the compensation premium needed to hire by 50% Decreases annual employee turnover by 69%
Enables organizations to reach deeper into the labor market Increases new hire commitment by 29%
to attract passive candidates
EVP
The set of attributes that the labor market and employees perceive as
the value they gain through employment in the organization
What You Can Do

Rewards Opportunity Organization People Work
Compensation Development Customer Prestige Camaraderie Business Travel
Health Benefits Opportunity Empowerment Collegial Work Innovative Work

To extend your reach in the labor
Retirement Benefits Future Career Environmental Environment JobInterests
market:
Vacation Opportunity Responsibility Coworker Quality Alignment
Growth Rate Ethics and Integrity Manager Quality Level of Impact
efine the vision for a
D
Meritocracy Formality of Work People Management Location differentiated EVP,
Stability Environment Senior Leadership Recognition Prioritize and position your
Great Employer Reputation WorkLife Balance
EVP, and
Recognition
Inclusion and Diversity
Deliver on your EVP promise.
Industry Desirability
Visit our EVP topic center for
Market Position
more resources.
Organization Size
Product or Service
Quality
Respect
Risk Taking
Social Responsibility
Technology Level
Well-Known Product
Brand
Source: CEB analysis.
Top Priorities for Job Seekers Remain Compensation,
WorkLife Balance, and Stability
Percentage of Employees Ranking a Driver Among the Top Five Attributes Influencing Selection of a Potential Employer
Global Employed Labor Force, Q1 2017
10 Most Commonly Cited Attraction Drivers by Employees Globally
Rewards Opportunity Organization People Work
50.0% 48.2% Respect and Location interchange

positions on the EVP priority scale,
with location becoming a higher
39.5%
priority for employees this quarter.
34.4%
29.4% 30.5%
25.0%
21.2%
19.4% 18.8%
18.3% 17.9%
0.0%
Compensation
Vacation
Health Benefits
Retirement Benefits
Stability
Future Career Opportunity
Development Opportunity
Growth Rate
Meritocracy
Respect
Ethics and Integrity
Product or Service Quality
Technology Level
Empowerment
Great Employer Recognition
Market Position
Environment Responsibility
Organization Size
Formality of Work Environment
Well-Known Product Brand
Customer Prestige
Risk Taking
Collegial Work Environment
Coworker Quality
People Management
Manager Quality
Camaraderie
Senior Leadership Reputation
WorkLife Balance
Location
Recognition
JobInterests Alignment
Innovative Work
Level of Impact
Business Travel
n = 21,177.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Attraction12
12
Job Candidates Emphasizing Tangible
Job Attributes
Top 10 Attraction Drivers for Select Countries and Regions, Q1 2017
Change in Rank Compared to Last Quarter and Total Percentage of Potential Candidates Selecting Attribute
as One of the Top Five Attributes When Considering an Employer
In both Australia and
the United Kingdom,
Coworker Quality increases
RANK
Global Australia China India Southeast Asiaa United Kingdom United States significantly in importance,
up four rankings and five
WorkLife WorkLife WorkLife WorkLife rankings, respectively.
Compensation Compensation Compensation
1 Balance Balance Balance Balance
48.2% 64.3% 56.0%
60.1% 42.6% 47.3% 54.6%
Candidates are prioritizing
WorkLife WorkLife more tangible aspects of
Location Stability Growth Rate Compensation Location
2 Balance
43.9% +2 31.9% 26.7% 33.6% 49.3%
Balance
job offers (e.g., location,
39.5% 45.7%
vacation, health benefits).
Future Career Future Career
Stability Respect Stability Stability Location
3
34.4% +1 35.0%
Opportunity +1 Opportunity
31.4% 31.7% +1 39.8%
31.2% 25.9%
WorkLife Future Career Health

Location Compensation Stability Respect
4 +1 30.5% +1 33.1% +1 Balance -1 25.5% +1 Opportunity
31.6% -1 Benefits
30.6% 28.7% 39.3%
Development Health
Respect Stability Compensation Compensation Stability
5 -1 29.4% -2 31.2% -3 Opportunity +1 23.6% -1 Benefits
29.2% 39.2% What You Can Do
29.8% 25.7%
Future Career Ethics/ Health

Respect Respect Vacation Vacation
6 Opportunity Integrity Benefits -1 22.7% +1 25.6% 28.7% 27.0% Distinguish your rewards package
21.2% 23.4% 26.5% based on the specific ways your
Future Career Development Ethics/ plans meet employees needs, not
Vacation Respect Recognition Respect
7 +1 19.4%
Opportunity
21.7%
Opportunity +1 Integrity +1 18.7% +1 26.0%
how they compare to what other
19.9% 22.1% 23.7% companies offer.
Development
Recognition
Retirement Innovative
Location
Future Career Retirement Learn more through our recent
8 -1 Opportunity +1 17.2%
Benefits +2 Work -2 22.7% -1 Opportunity -1 Benefits total rewards research, Inside-Out
18.8% 18.2% 21.5% 18.2% 24.6%
Rewards.
Health Manager Technology People Retirement Ethics/
Vacation
9 +1 Benefits -1 Quality
18.1%
Level +1 Management Benefits +1 Integrity
18.3% 16.9% 20.9% 20.6% 17.3% 23.0%
Ethics/ Coworker Health Development Coworker Future Career

Location
10 -1 Integrity +4 Quality
15.1% +2 Benefits -1 Opportunity +5 Quality -1 Opportunity
17.9% 16.7% 18.2% 18.5% 15.3% 20.8%
n = 21,177 (global); 1,000 (Australia); 998 (China); 999 (India); 1,499 (Southeast Asia); 1,499 (United Kingdom); 2,300 (United States).
Note: The top drivers of attraction by country are calculated by asking survey respondents to indicate the five attributes in our EVP framework that they consider most important when evaluating
a new job. The attributes selected most frequently by respondents are considered the top drivers of attraction in that country or region.
a
Southeast Asia includes Indonesia, Malaysia, the Philippines, and Singapore.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Attraction13
13
Employee Engagement Model
Employee engagement is the pride, energy, and optimism that fuel employees discretionary effort and intent to stay.
Engagement Metrics This Quarter

Percentage of Employees Indicating High Levels of:
Pride
Identification with the company
g agemen Recommendation of the company
En t
62.4%
Business Energy
Priorities
ent
Sense of urgency
Ag
nm
Excitement and enthusiasm

il

ity
l ig
A Focus
us
ag
S
tain
Advant 53.5%
Optimism
Confidence in the future
Belief in progress
58.2%
Source: CEB analysis.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Engagement14
14
Intent to Stay Decreases and Discretionary Effort
Remains Stagnant
Percentage of Employees Reporting High Levels of Intent to Stay and Discretionary Effort
40.0%
While discretionary effort

stays constant, employees
intent to stay falls further
32.8%
Intent to Stay by 1.0 ppt., showing
Intent to Stay increased disengagement
An employees desire to stay with the organization, based on whether with current employers.
he or she intends to look for a new job within a year, frequently thinks
of quitting, has actively been looking for a new job, or has taken steps
such as placing phone calls and sending out rsums
25.0%
What You Can Do
Stop employees from looking

elsewhere for new work by
improving their internal job
perceptions. Push career
opportunities to employees
Discretionary Effort based on their interests and
16.0% aspirations, and target passive,
Employee willingness to go above and beyond the call of duty, such
Discretionary Effort internal candidates by building
as helping others with heavy workloads, volunteering for additional opportunities before they become
duties, and looking for ways to perform the job more efficiently dissatisfied and look elsewhere.
Discover how UnitedHealth

Group creates visibility into its
10.0%
internal talent pool and enables
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 employees to signal interest in
internal job opportunities through
n = 21,177 (Q1 2017). its Raise Your Hand process.
Discretionary Effort Is Stable Globally with the Exception
of Latin America
Percentage of Employees Reporting High Levels of Discretionary Effort by Region
Quarter-Over-Quarter
35.0% Change in Discretionary
EffortLevels
28.0%
Discretionary efforts falls
further in Latin America (by
25.1% Latin America (1.4 ppt.)
1.4 ppt.), touching a new
24.5% low of 25.1% this quarter.
20.0% What You Can Do

20.1%
18.8% North America 0.2 ppt.
18.3% 17.8% Australia and (0.1 ppt.) Improving employee engagement
New Zealand is not enough to drive
performance and retention in
15.3% Europe 0.0 ppt. an environment of complexity
and frequent change. The best
organizations align employees
with key outcomes and
12.3% 11.7% Asia 0.5 ppt. business priorities and create
agile workforces to sustain
engagement and performance
over the long term.
Use our Engagement Strategy
Playbook for step-by-step
guidance on building an engaged,
5.0% aligned, and agile workforce.
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
Q1 2017 n = 6,196 (Asia); 1,500 (Australia and New Zealand); 7,379 (Europe); 1,802 (Latin America); 3,300 (North America).
16
Levels of Intent to Stay Lower Globally with the Exception
of Australia and New Zealand
Percentage of Employees Reporting High Levels of Intent to Stay by Region
Quarter-Over-Quarter
50.0% Change in Intent-to-
StayLevels
41.0% North America (1.1 ppt.) Australia and New Zealand

38.7% Australia and 1.9 ppt. report increasing levels of
New Zealand intent to stay after three
37.7% Europe (1.1 ppt.) quarters of decline.
33.1% Latin America (1.6 ppt.)
30.0% What You Can Do
Increase the effort of employees

who plan to remain in their
positions by effectively
responding to their critical
feedback in engagement surveys.
20.9% Asia (0.9 ppt.)
Use the CEB Ignition Guide to
Communicating Engagement
Survey Insights to facilitate
discussions on engagement
strategy and spur organization-
wide engagement action
planning.
10.0%
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
Q1 2017 n = 6,196 (Asia); 1,500 (Australia and New Zealand); 7,379 (Europe); 1,802 (Latin America); 3,300 (North America).
17
Get the Most from Your Hardest Workers
Approximately 16% of the labor force displays high levels of discretionary effort.
Percentage of Employees Reporting High Levels of Discretionary Effort

High Discretionary Effort Neutral or Low Discretionary Effort
16.0% Distribution of Intent to Stay for Global Employees

Reporting High Discretionary Effort
Q1 2017
7.0%
Low
6.4%
Somewhat Low
19.8%
52.6% Neutral
84.0% High
14.1%
Somewhat High
n = 3,398.
n = 21,177.
18
0.0%
25.0%
50.0%
n = 18,944.
Compensation
36.0%
Vacation
Health Benefits
Rewards
Retirement Benefits
Future Career Opportunity
39.4%
Development Opportunity
30.8%
Stability
17.8%
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911

Growth Rate
Opportunity
17.5%
Meritocracy
Respect
25.2%
Empowerment
10 Most Commonly Cited Attrition Drivers by Employees Globally
13.5%
Technology Level
Source: CEB 2017 Departure View Exit Survey; CEB 2017 Global Labor Market Survey.
Ethics and Integrity
Product or Service Quality
Risk Taking
Organization Size
Formality of Work Environment
Organization
Market Position
Opportunity and Compensation
Customer Prestige
Environment Responsibility
Well-Known Product Brand
People Management
33.9%
Manager Quality
27.0%
Senior Leadership Reputation
Coworker Quality
People
Collegial Work Environment
Camaraderie
Employees Most Dissatisfied with Future Career
Recognition
27.1%
Percentage of Departing Employees Ranking the Driver Among the Five Most Dissatisfying Attributes at Their Previous Jobs
WorkLife Balance
25.9%
JobInterests Alignment
Location
Work
Innovative Work
Level of Impact
Business Travel
19
Attrition19
Recognition and WorkLife Balance Flip
Rankings on the Global Scale
Top 10 Attrition Drivers for Select Countries and Regions, Q1 2017
Change in Rank Compared to Last Quarter and Total Percentage of Departing Employees Selecting Attribute
as One of the Five Most Dissatisfying Attributes at Their Previous Jobs
Recognition moved up two
rankings to 27.1%, and Work
RANK
Global Australia China India Southeast Asiaa United Kingdom United States Life Balance lowered two
rankings to 25.9%.
Future Career Future Career Future Career Future Career Future Career Future Career
Compensation
1 Opportunity +1 Opportunity
55.3% +1 Opportunity +1 Opportunity Opportunity Opportunity China saw significant
39.4% 42.3% 39.5% 43.7% 39.5% 40.9% changes in their top Attrition
Development Development People Drivers with Manager Quality
Compensation Growth Rate Compensation Compensation
2
36.0% +4 Opportunity +1 Opportunity -1 38.0% +2 40.8% +1 Management
38.0%
moving up five rankings from
40.8% 44.7% 37.2% last quarter, Respect up three
People People Future Career People People rankings from last quarter,
Compensation Recognition
3 Management -2 Management -1 Opportunity +1 33.7% -2 Management +1 36.9%
Management and Meritocracy up eight
33.9% 39.8% 44.3% 33.8% 34.8% rankings from last quarter.
Development People WorkLife Development Manager
Recognition Recognition
4 Opportunity
31.8% +2 Management -2 33.1% -1 Balance -2 Opportunity +2 Quality
30.8% 24.2% 30.8% 33.1% 27.2% What You Can Do
Manager People Development WorkLife
Recognition Recognition Respect
5 +2 27.1% +2 Quality
24.2% +1 Management Opportunity +1 Balance +2 26.0%
28.7% 29.3% 29.3% 31.5% We recently featured HCL in
Manager WorkLife Development Manager WorkLife
a case profile to showcase
Compensation Recognition
6 Quality -1 26.8% -2 Balance -1 Opportunity
28.5% -1 Quality -2 Balance the attrition prediction model
27.0% 22.3% 28.1% 29.8% 26.0% HCLs Talent analytics team
built to enable line managers to
WorkLife WorkLife Innovative WorkLife Manager Development
Compensation address reasons for employee
7 -2 Balance -4 Balance Work +1 Balance Quality
29.3% -2 Opportunity
dissatisfaction and attrition. This
25.9% 26.2% 20.4% 26.5% 25.4% 25.8%
case profile helps you to:
Manager Manager
Respect Respect Respect Respect Recognition
8
25.2% 24.9% +5 Quality -1 Quality
19.3% 27.7% 23.9% Identify non-survey-based,
18.6% 21.8%
employee sentiment indicators,
Technology JobInterests
Stability Respect Respect Location Growth Rate
9
17.8% +5 Level +3 17.8% +3 19.9% +1 Alignment +2 18.2% +1 18.0%
Create segment-specific
17.2% 18.5% hypotheses based on business
input, and
JobInterests
Growth Rate Meritocracy Location Growth Rate Stability Stability
10
17.5% +1 Alignment +8 16.3% 19.9% +2 17.6% 18.1% -1 17.2%
Build targeted recommendations
16.6% for HRBPs and managers.
n = 18,944 (global); 820 (Australia); 263 (China); 1,216 (India); 876 (Southeast Asia); 660 (United Kingdom); 10,532 (United States).
Source: CEB 2017 Departure View Exit Survey; CEB 2017 Global Labor Market Survey.
Note: The top drivers of attrition by country are calculated by asking respondents to indicate the five attributes in our EVP framework with which they were most dissatisfied while at their former
employer. The attributes selected most frequently by respondents are considered the top drivers of attrition in that country or region.
a
Southeast Asia includes Indonesia, Malaysia, the Philippines, and Singapore.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Attrition20
20
Employees Become More Optimistic Globally About
Job-Switching Premiums
Global Compensation Switching Premium
Percent Change Expected in Total Compensation in New Job
17.0%
15.8%
15.7%
This quarter, employees
15.4%
15.4% become more optimistic on
pay gains when switching
15.2%
15.1% 15.1% jobs. This pushes switching-
15.0% 15.3% premium expectations up by
15.2%
15.0% 0.3 ppt. globally.
14.9%
14.8% 14.8% 14.8%
14.5%
14.4%
14.1%
12.0%
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017
n = 9,343 (Q1 2017).

Definition
The compensation switching premium measures departed employees anticipated compensation changes at their new
organizations.
21
Global Merit Pay Expectations Stay Constant
Merit Pay Expectation by Country and Region, Q1 2017
Percent Change Expected in Total Compensation in Current Job
Employees in India and

15.0% New Zealand expect a
lower percentage change in
compensation this quarter,
12.6% down by 1.7% and 1.5%
respectively.
10.4% Employees in the United

States and Germany become
9.0% 8.8% more optimistic of a change
8.4% in total compensation in Q1
2017, up by 0.8% and 1.2%,
respectively.
6.0% 5.7%
Global Average
3.6%
3.6% = 3.7%
3.2%
2.7% 2.5% 2.5%
2.3% 2.2% What You Can Do
1.7% 1.6% 1.4%
1.3% 1.2%
0.9%
Japan
0.5% 0.4% Read the report The Real Impact
0.2% of Eliminating Performance
Ratings to learn about the
Italy
India
Indonesia
Brazil
Malaysia and the

Philippines
South Africa
Mexico
China
United States
Canada
Spain
South Korea
Germany
Australia
Belgium and the

Netherlands
New Zealand
Nordic Regiona
Switzerland
United Kingdom
Russia
Singapore
France
-0.5% implications of removing ratings
for pay differentiation.
(3.0%)
Read the report Turn Attrition
into Opportunity to learn about
maximizing the impact of your
exit surveys.
Quarter-Over- (1.7%) 0.6% 2.0% 0.0% 0.9% 0.7% 0.1% 0.8% 0.6% 0.9% 0.2% 1.2% 0.5% 0.7% (1.5%) 0.0% (0.1%) (0.4%) (0.8%) (0.5%) (0.8%) 0.3% 1.2%
Quarter Change
(ppt.)b
(0.2%) 2.4% (0.5%) (0.9%) 1.4% (2.0%) 0.5% 0.0% 0.3% 0.1% (0.6%) 0.0% 0.1% (0.1%) (1.0%) 0.0% 0.3% (0.7%) 0.5% (2.1%) (0.5%) 0.2% (0.2%)
Year-Over-Year
Change (ppt.)
n = 21,177.
a
The Nordic Region includes Denmark, Finland, Norway, and Sweden.
b
Solid arrows indicate a statistically significant change at the 95% confidence level, whereas an outlined arrow indicates that the change was not statistically significant. This value is determined
by response count and standard deviation; therefore, the solid arrows will not always be the highest or lowest absolute scores.
22
Appendix
Discretionary Effort Trends by Function 24
Intent-to-Stay Trends by Function 25
Discretionary-Effort Trends by Industry 26
Intent-to-Stay Trends by Industry 27
Definitions of EVP Attributes 28

Discretionary-Effort Trends by Function
Percentage of Employees with High Levels of Discretionary Effort
By Function
Q-
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Over-Q
Function
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 Change
(ppt.)c
Communications 17.3% 15.1% 18.6% 17.2% 15.6% 12.0% 15.3% 13.0% 17.1% 18.3% 19.2% 16.3% 12.2% 13.0% 16.4% 15.6% 13.4% (2.1%)
Corporatea 24.1% 25.8% 27.5% 26.0% 23.9% 21.4% 21.7% 20.1% 23.4% 23.7% 20.2% 24.7% 20.5% 19.8% 20.5% 17.9% 19.2% 1.3%
Customer
18.9% 18.5% 20.6% 19.8% 20.8% 16.9% 17.8% 19.3% 18.9% 17.5% 16.0% 16.2% 15.8% 18.4% 17.0% 16.2% 15.2% (1.0%)
Contact
Finance and
16.2% 18.3% 21.1% 19.6% 19.0% 18.5% 18.0% 17.8% 18.3% 18.1% 17.0% 16.4% 16.2% 16.9% 15.9% 15.8% 17.0% 1.2%
Accounting
HRb 22.6% 23.1% 24.0% 21.8% 20.3% 21.5% 20.2% 20.2% 19.9% 20.2% 21.0% 18.9% 18.2% 17.0% 17.9% 16.9% 18.5% 1.6%
IT 16.5% 18.9% 18.4% 19.9% 17.6% 18.4% 16.6% 17.5% 15.9% 17.3% 14.9% 17.2% 15.9% 16.5% 16.7% 14.5% 15.7% 1.2%
Manufacturing 14.3% 17.5% 15.9% 15.5% 16.1% 15.8% 15.1% 16.1% 17.9% 15.4% 13.9% 17.2% 13.6% 14.2% 15.1% 15.4% 13.6% (1.8%)
Marketing and
15.8% 18.0% 17.8% 18.0% 18.6% 18.9% 17.1% 19.4% 22.1% 18.5% 12.2% 16.8% 18.3% 15.3% 15.5% 14.3% 12.7% (1.6%)
Market Research
Operations 20.7% 22.0% 23.2% 22.6% 22.4% 21.5% 20.1% 19.3% 21.4% 19.8% 18.4% 19.8% 22.0% 18.5% 16.9% 19.6% 20.2% 0.5%
Quality 17.1% 20.4% 19.6% 19.5% 20.6% 17.9% 16.9% 17.9% 17.8% 16.6% 17.4% 15.6% 16.4% 14.6% 14.1% 12.8% 17.6% 4.8%
R&D and
17.6% 17.1% 18.2% 17.1% 18.1% 17.0% 15.4% 16.2% 16.4% 16.5% 16.4% 15.6% 14.9% 14.7% 12.4% 14.2% 13.3% (0.9%)
Engineering
Retail 21.7% 19.5% 22.2% 23.3% 20.4% 21.4% 20.0% 20.2% 21.8% 20.7% 18.3% 21.1% 18.6% 17.2% 18.0% 15.6% 16.6% 1.1%
Sales 18.7% 21.4% 18.8% 17.2% 18.4% 18.0% 17.9% 18.4% 17.9% 18.7% 18.6% 16.6% 18.4% 19.7% 16.8% 16.7% 15.5% (1.2%)
Supply Chain
18.4% 17.7% 16.5% 19.7% 21.5% 18.8% 18.9% 17.6% 19.6% 17.8% 16.9% 15.7% 18.1% 16.5% 15.2% 16.8% 16.1% (0.8%)
and Logistics
n = 21,177 (Q1 2017).

a
Corporate includes corporate Legal, Strategy, and Real Estate departments.
b
Historical discretionary effort trends for the HR function have been slightly adjusted to reflect a more accurate picture of the corporate HR function.
c
Quarter-over-quarter changes were calculated from unrounded data.
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 Appendix24
24
Intent-to-Stay Trends by Function
Percentage of Employees with High Levels of Intent to Stay
By Function
Q-
Function
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 Change
(ppt.)c
Communications 26.8% 26.9% 29.1% 31.7% 34.5% 28.0% 28.5% 28.5% 29.7% 33.3% 28.7% 30.3% 27.6% 26.6% 30.4% 27.5% 28.2% 0.7%
Corporatea 38.6% 37.8% 39.0% 35.9% 42.1% 40.8% 36.3% 37.5% 42.4% 43.9% 40.7% 43.0% 37.9% 38.6% 40.5% 36.7% 39.4% 2.7%
Customer
31.6% 32.2% 32.8% 32.2% 34.8% 33.7% 28.1% 31.7% 30.8% 30.6% 30.5% 33.2% 31.1% 31.6% 32.5% 33.0% 29.8% (3.2%)
Contact
Finance and
31.1% 31.4% 32.2% 33.6% 34.3% 36.1% 32.8% 33.9% 31.8% 35.0% 33.8% 35.7% 36.1% 34.5% 33.8% 34.6% 31.8% (2.7%)
Accounting
HRb 32.3% 38.5% 32.8% 32.2% 37.7% 39.1% 33.0% 33.5% 35.1% 35.1% 31.4% 35.2% 34.5% 32.9% 33.6% 29.2% 29.0% (0.1%)
IT 25.9% 27.3% 29.5% 27.8% 31.5% 28.3% 26.5% 27.2% 28.0% 29.3% 27.5% 29.5% 29.5% 25.1% 30.8% 24.4% 26.0% 1.6%
Manufacturing 31.4% 34.0% 33.9% 30.0% 37.6% 35.5% 32.3% 30.6% 33.5% 32.9% 32.5% 32.2% 32.5% 33.4% 28.9% 34.8% 28.1% (6.7%)
Marketing and
26.5% 23.4% 27.5% 25.4% 29.4% 30.7% 26.2% 30.3% 28.1% 28.8% 25.8% 32.5% 31.1% 29.4% 33.5% 26.8% 29.7% 2.9%
Market Research
Operations 38.8% 37.7% 37.9% 37.4% 40.5% 41.6% 38.3% 37.9% 39.2% 40.5% 37.3% 39.4% 37.0% 37.0% 37.2% 35.3% 36.9% 1.7%
Quality 32.0% 31.3% 33.2% 35.1% 39.0% 37.5% 34.8% 37.3% 32.5% 30.4% 31.1% 38.0% 28.0% 29.3% 34.5% 30.1% 29.3% (0.7%)
R&D and
31.0% 29.6% 30.3% 26.6% 35.0% 32.3% 28.9% 29.8% 30.8% 31.0% 31.8% 32.2% 31.9% 32.9% 31.8% 29.8% 27.6% (2.2%)
Engineering
Retail 32.4% 31.3% 33.9% 35.0% 34.4% 34.5% 30.8% 30.2% 32.0% 35.4% 29.6% 33.1% 35.3% 36.9% 34.7% 34.2% 31.0% (3.2%)
Sales 33.1% 34.7% 31.8% 32.6% 36.0% 35.9% 31.4% 35.1% 35.7% 35.1% 37.3% 36.9% 38.4% 39.3% 36.6% 36.4% 35.2% (1.1%)
Supply Chain
32.7% 34.1% 34.5% 34.8% 39.2% 38.2% 36.0% 30.1% 37.0% 32.7% 33.0% 30.6% 35.6% 34.7% 32.7% 34.2% 30.0% (4.3%)
and Logistics
n = 21,177 (Q1 2017).

a
Corporate includes corporate Legal, Strategy, and Real Estate departments.
b
Historical discretionary effort trends for the HR function have been slightly adjusted to reflect a more accurate picture of the corporate HR function.
c
25
Discretionary-Effort Trends by Industry
Percentage of Employees with High Levels of Discretionary Effort
By Industry
Q-
Industry
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 Change
(ppt.)a
Construction 17.7% 17.7% 18.0% 19.1% 17.2% 18.1% 16.9% 14.9% 16.4% 16.6% 18.1% 16.8% 16.3% 15.9% 14.1% 18.0% 16.8% (1.1%)
Consumer
17.5% 19.0% 20.9% 19.0% 21.9% 20.7% 18.7% 20.2% 23.4% 20.0% 19.2% 18.9% 18.6% 18.9% 17.1% 18.9% 16.1% (2.8%)
Goods
Education 21.4% 22.7% 24.4% 22.8% 23.2% 19.2% 20.6% 19.6% 19.2% 20.2% 17.5% 18.7% 18.6% 15.8% 15.8% 14.5% 15.2% 0.7%
Financial
Services and 18.5% 20.7% 21.2% 20.3% 19.8% 18.4% 17.8% 16.6% 17.7% 18.3% 17.1% 17.1% 16.8% 16.8% 15.6% 14.8% 15.4% 0.6%
Insurance
Government 18.9% 20.0% 21.1% 19.5% 20.1% 19.8% 17.0% 17.9% 17.3% 17.3% 16.1% 16.7% 17.3% 16.0% 16.3% 15.9% 13.7% (2.2%)
Health Care 22.2% 20.7% 20.3% 21.1% 20.7% 19.2% 21.3% 17.5% 19.5% 19.3% 19.7% 19.8% 19.7% 18.0% 16.9% 16.9% 18.3% 1.5%
Leisure and
17.8% 20.5% 21.8% 22.2% 22.6% 19.5% 17.8% 18.7% 18.4% 18.7% 19.3% 19.5% 21.9% 19.5% 17.8% 17.0% 17.8% 0.8%
Hospitality
Manufacturing 16.4% 19.7% 18.9% 18.4% 18.1% 17.5% 15.5% 17.9% 17.9% 17.5% 15.7% 17.3% 15.9% 17.2% 16.7% 15.1% 14.8% (0.2%)
Professional
20.8% 19.6% 21.2% 20.0% 20.5% 19.8% 17.7% 18.3% 20.2% 19.7% 19.7% 18.3% 18.3% 18.8% 17.4% 17.5% 16.7% (0.8%)
Services
Retail 19.7% 20.5% 20.2% 21.3% 18.8% 19.4% 20.1% 19.1% 20.1% 17.8% 17.4% 19.0% 16.9% 16.3% 17.3% 15.0% 16.7% 1.7%
Technology 15.2% 17.6% 18.5% 17.5% 16.4% 16.5% 15.6% 16.9% 15.8% 16.8% 16.3% 17.3% 16.1% 15.8% 17.1% 15.2% 16.4% 1.2%
Travel and
19.3% 16.2% 19.3% 20.4% 20.1% 16.2% 19.7% 15.0% 17.8% 19.7% 17.1% 17.3% 15.2% 18.1% 15.2% 15.3% 15.3% 0.0%
Transportation
Utilities 16.9% 15.4% 16.8% 12.6% 16.1% 15.2% 16.5% 18.0% 14.7% 14.2% 14.8% 16.9% 12.7% 13.2% 15.0% 15.1% 14.9% (0.2%)
n = 21,177 (Q1 2017).

a
26
Intent-to-Stay Trends by Industry
Percentage of Employees with High Levels of Intent to Stay
By Industry
Q-
Industry
2013 2013 2013 2013 2014 2014 2014 2014 2015 2015 2015 2015 2016 2016 2016 2016 2017 Change
(ppt.)a
Construction 30.2% 31.2% 31.3% 32.4% 32.8% 34.5% 31.4% 32.0% 31.4% 32.9% 32.0% 34.2% 32.8% 33.1% 32.2% 32.2% 31.7% (0.5%)
Consumer
31.7% 29.8% 30.7% 30.8% 36.4% 37.2% 28.7% 32.6% 32.6% 31.4% 34.6% 32.6% 32.5% 35.5% 34.9% 35.5% 32.9% (2.5%)
Goods
Education 39.0% 38.7% 38.7% 39.5% 42.6% 40.5% 37.2% 36.8% 36.0% 37.4% 38.6% 35.1% 36.5% 35.7% 35.7% 34.9% 33.9% (1.0%)
Financial
Services and 29.9% 31.0% 33.6% 29.6% 35.6% 33.9% 30.7% 31.8% 33.0% 34.1% 34.0% 36.7% 34.2% 35.2% 33.1% 28.9% 31.7% 2.8%
Insurance
Government 38.8% 41.6% 38.8% 40.7% 42.0% 43.3% 39.1% 41.3% 38.2% 42.3% 39.4% 40.0% 41.2% 39.0% 39.7% 37.6% 39.0% 1.3%
Health Care 37.1% 37.6% 37.2% 37.9% 42.9% 40.5% 40.3% 38.7% 36.8% 36.6% 38.2% 42.1% 41.7% 38.9% 38.7% 37.8% 35.3% (2.5%)
Leisure and
27.1% 27.8% 33.1% 28.0% 28.4% 31.1% 27.8% 27.2% 32.0% 32.5% 36.4% 38.4% 35.5% 33.9% 39.9% 33.0% 35.3% 2.3%
Hospitality
Manufacturing 30.6% 33.2% 29.5% 32.5% 34.6% 32.6% 29.0% 31.0% 31.3% 33.6% 31.8% 33.7% 31.6% 30.4% 32.0% 32.5% 28.5% (3.9%)
Professional
33.5% 31.4% 32.6% 31.4% 38.3% 35.6% 31.1% 33.4% 36.1% 37.9% 40.4% 41.2% 38.9% 40.0% 39.7% 37.2% 38.5% 1.3%
Services
Retail 32.9% 30.6% 31.2% 33.7% 32.7% 34.3% 30.1% 29.9% 32.4% 32.0% 33.0% 33.3% 33.7% 34.1% 35.4% 34.0% 33.3% (0.7%)
Technology 26.4% 27.8% 28.9% 24.1% 30.7% 27.8% 26.0% 26.7% 28.2% 28.7% 28.3% 30.5% 30.4% 27.5% 29.8% 28.0% 25.8% (2.2%)
Travel and
37.6% 35.7% 34.1% 32.5% 38.1% 38.3% 35.3% 33.2% 35.5% 36.2% 36.7% 38.7% 38.3% 38.5% 39.1% 36.6% 33.5% (3.0%)
Transportation
Utilities 31.9% 33.6% 37.3% 31.5% 38.1% 37.4% 36.7% 34.3% 34.3% 34.2% 37.7% 39.1% 35.1% 33.4% 37.3% 36.3% 33.6% (2.7%)
n = 21,177 (Q1 2017).

a
27
Definitions of EVP Attributes
Our EVP model comprises 38 attributes that drive attraction and retention.
We compiled a master list of more than 200 employment characteristics and evaluated them for similarity, distinctiveness,
universality, and overall ratability, which led to the consolidated list of 38 attributes. We grouped the final list into five categories:
rewards, opportunity, organization, people, and work.
Attribute Definition
Business Travel The amount of out-of-town business travel required by the job
Camaraderie Whether working for the organization provides opportunities to socialize with other employees
Collegial Work Environment Whether the work environment is team oriented and collaborative
Compensation The competitiveness of the jobs financial compensation package
Coworker Quality The quality of the coworkers in the organization
Customer Prestige The reputation of the clients and customers served in performing the job
Development Opportunity The developmental and educational opportunities provided by the job and organization
Empowerment The level of involvement employees have in decisions that affect their jobs and careers
Environmental Responsibility The organizations level of commitment to environmental health and sustainability
Ethics and Integrity The organizations commitment to ethics and integrity
Formality of Work Environment Whether the organization maintains a casual work environment
Future Career Opportunity The future career opportunities provided by the organization
Whether the organizations reputation as an employer has been rated highly by

a third-party organization
Growth Rate The growth rate of the organizations business
Health Benefits The comprehensiveness of the organizations health benefits
Inclusion and Diversity The organizations level of commitment to having an inclusive and diverse workforce
28
Definitions of EVP Attributes (Continued)
Attribute Definition
Industry Desirability The desirability of the organizations industry to the employee
Innovative Work The opportunity provided by the job to work on innovative, leading-edge projects
JobInterests Alignment Whether the job responsibilities match an employees interests
Level of Impact The level of direct impact the job has on business outcomes
Location The location of the jobs offered by the organization
Manager Quality The quality of the organizations managers
Market Position The competitive position the organization holds in its market(s)
Meritocracy Whether employees are rewarded and promoted based on their achievements
Organization Size The size of the organizations workforce
People Management The organizations reputation for managing people
Product or Service Quality The organizations product- or service-quality reputation
Recognition The amount of recognition the organization provides employees
Respect The degree of respect the organization shows employees
Retirement Benefits The comprehensiveness of the organizations retirement benefits
Risk Taking The amount of risk the organization encourages employees to take
Senior Leadership Reputation The quality of the organizations senior leadership
Social Responsibility The organizations level of commitment to social responsibility (e.g., community service, philanthropy)
Stability The level of stability of the organization and the job
Technology Level The extent to which the organization invests in modern technology and equipment
Vacation The amount of holiday or vacation time employees earn annually
Well-Known Product Brand The level of awareness in the marketplace of the products brand
WorkLife Balance The extent to which the job allows employees to balance their work and other interests
29
CEB Corporate Leadership Council
gartner.com/ceb
+1-571-303-3000 (North America)
+44-(0)20 -7632- 6000 (Europe, Middle East, and Africa)
+61-(0)2-9321-7500 (AsiaPacific)
2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911

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Global Talent

Part of the CHRO Insight Series

Talent Management Labs

Senior Quantitative Analyst

Confidentiality and Intellectual Property Legal Caveat

We believe that great ideasacute insights rooted in

2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 3

Employee Confidence in Global Job Market Employee Satisfaction Drivers

Globally, employee confidence in Intent to stay decreases while

Employee Confidence (p. 7) Intent to Stay (p. 15)

Job Opportunity Perception (p. 8) Trend to Watch

16.0%Global 0.0 ppt. from Q4 2016

Outside of major economies, Trend to Watch

Note: Ppt. is an abbreviation for percentage point.

Drivers of Attraction and Attrition Compensation Trends

2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 5

Each quarter, Global Talent Monitor is sourced from

Belgium: 1.2% China: 4.7%

South Africa: 2.4%

2017 Gartner, Inc. and/or its affiliates. All rights reserved.CLC171911 6

For the fourth consecutive

What You Can Do

Employees may not be entirely

48.5 Latin America

Q1 2017 sees no significant

29.6% 30.2% Neutral

Use the CEB Ignition Guide to

Job-searching behavior picks

More 25.0 What You Can Do

The EVP Framework and the Benefits of a Differentiated EVP

Attraction Benefits Retention Benefits

What You Can Do

Health Benefits Opportunity Empowerment Collegial Work Innovative Work

Source: CEB analysis.

10 Most Commonly Cited Attraction Drivers by Employees Globally

Rewards Opportunity Organization People Work

50.0% 48.2% Respect and Location interchange

Future Career Opportunity

Ethics and Integrity

Product or Service Quality

Great Employer Recognition

Formality of Work Environment

Inclusion and Diversity

Well-Known Product Brand

Collegial Work Environment

Senior Leadership Reputation

WorkLife Future Career Health

Future Career Ethics/ Health

Ethics/ Coworker Health Development Coworker Future Career

Engagement Metrics This Quarter

g agemen Recommendation of the company

Excitement and enthusiasm

Source: CEB analysis.

While discretionary effort

Stop employees from looking

Discover how UnitedHealth

20.0% What You Can Do

41.0% North America (1.1 ppt.) Australia and New Zealand

33.1% Latin America (1.6 ppt.)

30.0% What You Can Do

Increase the effort of employees

Percentage of Employees Reporting High Levels of Discretionary Effort

High Discretionary Effort Neutral or Low Discretionary Effort

16.0% Distribution of Intent to Stay for Global Employees