Workforce2020

Country
Country Fact Sheet: fact sheet—Australia
Turkey
The Looming Talent Crisis
 The workplace of the future will be the most diverse the world has ever seen. In 2020, multiple generations working
together will have different skills, experiences, habits, and motivations—and more of these workers will be freelancers and
contractors. All of this represents a major opportunity for employers and employees alike.
 Our worldwide survey of 2,718 executives and 2,872 employees shows that most companies are not prepared to capitalize
on these changes. Businesses are struggling with managing talent, cultivating leadership, encouraging learning, and
understanding their employees—and they may not be making HR a priority.
 This fact sheet outlines key survey findings about Turkey.

Turkey’s top 5 labor market Millennials entering The New Face of Work
shifts affecting workforce 61% the workforce.
strategy: Research shows priorities shifting as
economies rebound globally, and
Increasing number of Globalization of labor
TK% companies lag in understanding these
42% contingent employees 41% supply
changing dynamics.
 47% of Turkish employees get ample training on
Aging workforce Difficulty recruiting
workplace technology; 31% get access to the
40% 38% employees with base-
latest technology. Companies and workers are
level skills
unprepared for the growing need for technology
skills (see “Bridging the Talent Gap”).
Executives say...
…my company has a strong  78% of Turkish companies say they are increasingly
...my company has an execution vision for the workforce it wants
plan for achieving its vision of using contingent, intermittent, seasonal, or
to build in three years.
workforce management. consultant employees; but 20% say that this
requires changing HR policy. Overall, executives
35% are rethinking compensation, training, and HR
62% technology.

…workforce issues drive  26% of Turkish companies use quantifiable

strategy at the board level. metrics and benchmarking for workforce
69% development; 31% know how to extract
meaningful insights from that data.

A Millennial Misunderstanding I expect more

I am
interested in
I frequently
collaborate with
feedback than quality of life colleagues in
Millennials are different, but not as different as I currently over career other areas of
companies think. receive. path. the company.

 54% of Turkish executives say they rely on younger

employees or recent graduates to fill entry-level positions,
and 61% of executives say Millennials entering the 33% 53% 45%
workforce are impacting workforce strategy.

 Turkish executives may be out of touch with what Millennials

20% 60% 40%
think—31% of executives think Millennials are frustrated with
manager quality, while only 2% of Millennials say they are.
52% of executives think Millennials will consider leaving their
1
jobs due to lack of learning and development—but 10% of Millennials Non-Millennials
Millennials say they have.
 Workforce 2020—Turkey
What Matters Most at Work
What employees What executives say their Companies do not understand what their
say is important company widely offers employees really want from them.
Flexible Supplemental Access
Competitive work
Flexible
training to social  41% of Turkish employees are satisfied or very satisfied
schedule
compensation location programs media with their jobs.
 The most important benefits and incentives to
65% Turkish employees are: competitive compensation
40% 39% 42% 29%
(65%), bonuses and merit-based rewards (64%), and
supplemental training programs (42%).

17% 39% 20% 70% 12%  42% of employees say higher compensation would
increase loyalty and engagement with their current job.
 Employees think the following attributes are most
important to their employer: the ability to learn and be
trained quickly (46%); job performance and results
(41%); and high level of education (41%).

What executives are saying…

“We are really focused on the workforce development, from the top executives in the group to those in
the group companies. We are focused on who their successors will be and the most efficient ways
that we can develop their capabilities. We are using an assessment process to define high potential for
executive level. Successful employees with high level leadership skills are trained for their future
positions proactively. HR is in charge at the operational level, but top management has made
workforce development a strategic goal.”
—Damala Tamakan, HR Coordinator, Koç Holding

Executives say…
The Leadership Cliff Our leaders are prepared to
lead a diverse workforce. 33%
Executives and employees agree that Talent available in leadership
leadership is lacking—and companies are not positions is sufficient to drive
global growth.
29%
focused enough on developing future leaders.
 Just 35% of Turkish executives say their company plans Our leadership has the skills to
for succession and continuity in key roles. 26% say effectively manage talent. 52%
that when a senior person leaves, the company tends to
fill the role from within the organization. of employees say
of executives say
leadership ability
 39% of executives say their plans for growth are being leadership is an
is an important
hampered by lack of access to the right leaders. 10% employee 12% important
employee
 Employees agree with employers when it comes to attribute at their
attribute.
leadership—34% of employees say leadership at their company.
company is equipped to lead the company to success. of employees say
of employees say
their manager
their company is
47% delivers on 28% committed to
2
leadership
diversity.
expectations.
 Workforce 2020—Turkey

Bridging the Talent Gap— 42%

of employees are most
concerned about their position

The Learning Mandate changing or becoming obsolete.

Better training and education opportunities of employees say they have

would benefit employees and businesses alike. 20% experienced the most professional
development through formal training.
 The need for technology skills (e.g. analytics, cloud) will grow,
but 18% of employees expect to be proficient in cloud in three
years, while 50% expect to be proficient in analytics by then. of executives say their

 70% of Turkish executives say their company widely offers

39% company has a culture of
continuous learning.
supplemental training programs to develop new skills.
of employees say HR has a
 But only 36% of employees say their company provides the right
tools to help them grow and improve job performance. 42% good understanding of their
skill sets.
 39% of employees say their company encourages continuing
education and training to further career development.

Survey demographics: Turkey

 Executive industries: Executives come from the following industries: Banking (8%); insurance (10%); retail (18%);
public sector (18%); healthcare (16%); professional services (18%); consumer goods (12%).
 Employee industries: Employees come from the following industries: Banking (10%); insurance (14%); retail (19%);
public sector (26%); healthcare (17%); professional services (9%); consumer goods (6%).
 Employees by function: Finance (17%); HR (9%); marketing (13%); sales (11%); operations (16%); production
(7%); service (11%); IT (17%).

 Executive titles: CEOs (1%); COOs (6%); CFOs (6%); CIOs (9%); CMO (5%); Chief Human Resources Officer (4%);
VP/Directors of HR (19%); VPs of Learning/Development (17%); VPs Compensation & Benefits (23%); VP
Recruiting or Talent (11%).
 Employee titles: front line (42%) employees; mid-level managers (45%); line-of-business managers (14%).

Annual company Executive

Employee Millennial respondents
revenue: 16%
respondents (ages 18-35)
$10 m–$49 m 30% 10%
Non-Millennials 30%
$50 m–$299 m
Employee 20%
$300 m–$499 m respondents 18%

51% 49% $500 m–$1 bn

16%
Over $1 bn 25%
19%
17%
About the project
Workforce 2020 is a large-scale global study to discover best practices and actual progress toward the creation of talent strategies for the future in the
global economy. We surveyed more than 2,700 executives and 2,700 employees, and interviewed 28 executives across the following countries:
Australia, Brazil, Canada, Chile, China, Colombia, the Czech Republic, Denmark, France, Germany, India, Japan, Kenya, Malaysia, Mexico, the
Netherlands, Poland, Russia, Saudi Arabia, South Africa, Spain, Sweden, Switzerland, Turkey, UAE, UK, US. Survey respondents came from a
variety of industries, company sizes, and age groups (49% of employee respondents are Millennials).