Page Insights ID EN Talent Trends 2023 Report

Talent Trends 2023 | Indonesia
The Invisible
Revolution
Unravelling the most profound transformation in
work culture since the arrival of the Internet.
Contents.
1 About our study
2 CultureCore: Applying actionable insights to talent strategy
3 A Revolutionary Shift
4 Total Cultural Revolution
5 The Work-Life Equation
6 Summary — advice on how employers can thrive in the Invisible Revolution
7 About PageGroup
Talent Trends 2023 | Indonesia | The Invisible Revolution 2

Are we witnessing the most profound
workplace culture transformation
since the arrival of the Internet?
The Great Resignation, Quiet Quitting, and a variety of Employees now are seeking a more comprehensive We hope you find this report insightful and valuable to help you
other terms have come to define the post-pandemic work package – attractive salaries, flexibility, career growth, navigate the employment landscape ahead.
environment in Indonesia, and across the globe. These frequent recognition and a work culture that aligns with Wishing you success in the future.
terms refer to subtle but transformative shifts in workplace their values in a range of areas, including sustainability,
dynamics that have occurred around the world. and diversity, equity and inclusion.
Our Talent Trends 2023 findings discovered major shifts Our research indicates that these attitudes and values
in employee attitudes and motivations have created remain, so far, very strong irrespective of any shifts in
a new talent landscape — no age group, market, or economic dynamics. While these revelations may be Olly Riches
industry is unaffected. For instance, 95% of respondents surprising to some, our study emphasises a long-term Senior Managing Director
in Indonesia who started a new job last year are open to transformation of the employment market as people re- Indonesia, Singapore, Philippines
new opportunities. This tells us that job loyalty is now the evaluate the role of work in their lives. and Page Executive SEA
exception, and job hopping is fast becoming a norm. Even PageGroup
This holds great significance for employers in Indonesia,
generally happy employees are open to seeking better
necessitating a re-examination of retention expectations
opportunities.
and adopting flexible resourcing solutions in addition to
This convergence of changes has resulted in the arrival traditional permanent roles.
of what we call ‘The Invisible Revolution’, quietly unfolding
Employers will need to ensure that the fundamentals
behind the scenes, and having a seemingly gradual but
– salary, career progression, talent development, clear
significant impact on companies. In a deeper sense, the
company values and purpose, as well as flexibility – are
pandemic has impacted people in a very profound way in
in place and well communicated. This will be critical for
how they think about the value their job contributes to their
creating sustainable and successful talent attraction
lives more holistically.
and retention strategies for this new era of work.

Following on from the success
of last year’s Indonesia Talent Talent Trends
2023 is the world’s
Trends study, welcome to most robust and
comprehensive study
Talent Trends 2023. Drawing on of skilled, white-collar
global findings, this year’s study professionals
is presented by PageGroup’s
talent intelligence and insights
experts, Page Insights. 69,532
participants
Our goal at Page Insights is to continually
in 37
improve our understanding of, and therefore
2,203
our collective empathy for, one of the scarcest markets
resources in the world: human capital.
participants from
It’s why our talent study is designed to have an end-to-end
perspective of talent in order to reveal their mindsets (motivations, Indonesia
attitudes, perceptions, beliefs, values, etc.) and employment drivers
(salary, benefits, skills, talent development, company culture,
work-life balance, DE&I, flexibility, etc.).

About our participants in Indonesia.
Age Management responsibilities People with Disabilities LGBTQIA+
20s 18% No managerial

11%
responsibilities
30s 32%
Mid level
27%
3% 5%
(e.g. line managers) identify as a person
40s 33% with disability part of
or make use of LGBTQIA+
Senior level community
45% personal assistance
50s 15% (e.g. departmental managers)
devices
60s+ 2% Top level

17%
(e.g. C-suite)
Employment status Job tenure Relationship & family demographics
4%
6%
3%
Started a new job 23% Recent Job
74%
Employed, full-time before 2019 Starters (2022)
13%
Unemployed and 42%
56%
22%
searching for work
married or living
74% Employed, part-time have
with a partner
Entrepreneur / self- 25% single children
employed / freelancer
Other 10%
Started a new job Started a new job
shortly before the during the pandemic
pandemic (2019) (2020-2021)

The big story.
Our comprehensive Talent Trends 2023 study presents a major defining moment
for us all. It categorically demonstrates that the Invisible Revolution is upon us.
A workplace A shift in the Focus on what matters

cultural revolution talent power dynamic most to talent
in which the talent value equation with talent now firmly in control to gain the right competitive edge
has been permanently reset

Our CultureCore framework.
How CultureCore
Talent Attraction
frames our insights.
Employee Retention
Many would expect that “Talent Attraction” would be at the core of everything we
do as a recruitment company, but what we’ve learnt from doing this for almost
five decades is that successful recruitment can only happen when a few core Employee Experience
fundamentals are adequately considered.
These learnings led us to create our CultureCore talent strategy model, which puts
company culture at the core of everything you do. It might seem simple, but it
takes years to refine and even longer to execute authentically on a daily basis.
Once your company culture is defined (and take notice: people define a company’s
culture much more than the company itself does), it is then brought to life in
the Employee Experience that the company lives and breathes every day. When
Company
a strong culture and an authentic experience are created, people stay. After Culture
consistent application, this eventually creates a strong reputation for your
company’s “talent brand,” with an employee value proposition that prospective
hires not only believe in, but get excited about.
How we’ll use CultureCore to understand the Invisible Revolution and its impact:

First, we’ll paint a picture of what the talent market currently looks like:
what’s the reality when it comes to retention?

Then we’ll uncover the cultural reason behind this tremendous shift
we’re seeing in the talent market.

Finally, we’ll conclude by looking at how to apply our insights to optimise
the employee experience using three critical components.

A revolutionary shift
The Invisible Revolution began with a major shift in loyalty.

Total cultural revolution
The Work-Life Equation
The Great Resignation

never ended.
At the start of 2021, talk of the “Great The number of resignations is not slowing down
% of people who switched to a new job (by year)
Resignation” reached fever pitch: 23%
it was going to be a year dominated by
unprecedented levels of talent movement.
14%
And by the third quarter of 2021, it was largely declared that
the worst was over.
12%
Our data, however, tells a very different story.
10%
Our collective focus on the latest headlines masked a much
bigger picture spanning a longer period of time. While the rate
of resignation increased higher than it typically would before,
during, and after the period attributed as the Great Resignation,
in 2022, we saw this number double (when, according to most,
it should have stabilised).
And with 72% of the workforce being “active job seekers” this 2019 2020 2021 2022
year, along with increasing volatility of the global economy, we
foresee this number to continue to increase throughout 2023.

95% of all employees Job seeking status:
are open to new

opportunities.
Currently looking for a new job
16% Planning on looking for a new job

within the next 6 months
The talent market is in universal flux.
This means that companies can only confidently
7% Would change roles for the right job
rely on fewer than 1 in 10 people in their current
workforce to be retained this year. 57%
10% Not currently looking for a role but
not ruling it out
5% Waiting to see what happens with

are “active job seekers”, this the economy before deciding
5%
73%
means they are looking right
now or plan to find a new job
within the next 6 months. Not open to new roles
In last year’s survey, 93% of employees were open to new roles,

on the fence
22%
while 7% were not open at all.
but open about
finding a new job.

This talent market Job status, by when people last switched roles:
shake-up is not 70%

68% 69%
being led by tenure.

Actively looking
59%
57%
People are open to new opportunities

at similar levels, regardless of when they 36%
35%
started their current job.
With more than half of those who started their job as 26%
recently as 2022 actively looking for a job now,
On the fence 23% 25%
clearly something transformational is happening within

the talent market.
Not open 7% 6% 7% 6% 6%
Before 2019 (2016-2018) 2019 2020 2021 2022
Pre-pandemic Pandemic Post-pandemic

This is not an isolated event, but a universal movement.

When zooming in on the 95% of people open to a new job, we see the same level of openness across various segmented views:
Talent open to new opportunities in 2023
Average Average
No managerial responsibility 95%

Asia Pacific 91%
Mid-level management 95%
Australia 90% Seniority
Senior-level management 95%
Chinese Mainland 86%
Top-level management 91%
Hong Kong 90%
C-suite 93%
India 98%
Professional Services 95%
Indonesia 95%
Location Engineering & Manufacturing 98%
Japan 69%
Finance & Accounting 90%
Malaysia 95%
Healthcare & Life Sciences 95%
Philippines 93%
Human Resources 91%
Singapore 92%
Job function Legal & Policy 90%
Taiwan 89%
Marketing 93%
Thailand 89%
Procurement, Supply Chain, & Logistics 98%
Vietnam 95%
Property & Construction 97%
Female 90%
Gender Sales 93%
Male 96%
Secretarial & Business Support 95%
20s 94%
Technology 93%
30s 92%
Age 40s 97% 95%
50s 96%
60s+ 93%
95% Talent Trends 2023 | Indonesia | The Invisible Revolution 12

Loyalty has lost its lustre.
people who started

people have changed people are
9 in 10 a new job within the
last year are open to
new opportunities
1 in 2 roles since the
pandemic began
6 in 10 looking for a new
job right now
The culture of long-term service to a single company is becoming

an obsolete concept. People are increasingly open to exploring
new opportunities, and job hopping has become the norm.
Discover effective
There will be a greater challenge for employers to retain top talent due to the factors strategies for
influencing employment we share in the pages to follow, with some very confronting retaining talent
data-led insights that will demand a talent strategy rethink on many fronts.

Information is driving
talent mobility.
Talent have two powerful advantages at their fingertips: Current workplace arrangement:
5%
It is much easier to be kept informed in real-time
about job opportunities, through app notifications,
Remote full-time
email alerts, messaging apps, etc.
Flexible / hybrid 49% With flexible and hybrid
46% working now mainstream for
The proliferation of hybrid-working jobs means most people, even the least
In office full-time
people find it easier to look for jobs — and be engaged job seekers can seize
the right opportunity when
contacted by recruiters — whilst performing their it lands — a significant new
duties in the privacy of home. reality which will continue to
perpetuate job market mobility.
How to reach the

right talent – fast

% of people who are more likely to look for a new job when the economy is performing poorly: The Work-Life Equation
The economy’s By market: By job functions:
surprising impact
India Engineering & Manufacturing
78% 85%
Indonesia Professional Services
on job seeking.
77% 80%
Malaysia Procurement, Supply Chain & Logistics
72% 79%
Taiwan Indonesia average
77%
Openness to new opportunities isn’t 69%
Marketing
dampened by the worsening global Thailand
77%
67%
economic outlook. In fact, there’s a direct Healthcare & Life Sciences
Asia Pacific
correlation between poor economic 66%
76%
Legal & Policy
performance and an increase in the desire Philippines 76%
to look for a new job. 64%
Sales
Chinese Mainland 76%
Meaning instead of responding with conservative caution, 60% C-suite
people are more likely to look for a new job when the economic Singapore 75%
environment worsens — 77% of the Indonesia workforce at that. 59% Finance & Accounting
However, this openness will not necessarily convert into job Australia 74%
applications. After a high volume of career migration during and 58% Property & Construction
after the pandemic, people now focus on finding employment
Hong Kong 74%
opportunities that best meet their individual needs and
ambitions, and that fulfil their personal vision of an ideal work- 56% Secretarial & Business Support
life balance. Vietnam 73%
54% Technology
This means that despite a very open-minded base of talent in
the market, the candidate-driven dynamics will only intensify, 71%
Japan
with pressure on companies to stand out with their job 51% Human Resources
advertisements and create more compelling employee value 69%
propositions based on what matters most to the talent market.

The Invisible Revolution has already happened.

The threat of high turnover will be a permanent
fixture in the new talent era. The shift is not only
a result of the pandemic, but a broader evolution
of talent expectations. Talent no longer expects to
But what sparked this
stay in a role, but expect their employer to deliver
where it counts. Otherwise, they will not hesitate to
tremendous shift?
look elsewhere.
Pick up leadership
skills to navigate the
new era of work

Total cultural
revolution
Diving deeper into the root cause of the Invisible Revolution.

The big contradiction:

People are satisfied.
Job satisfaction:
59% 24% 17%
Satisfied On the fence Dissatisfied
Yet only 5% aren’t open
to a new job.
How can generally high job satisfaction
accompany such high potential turnover?
There is something much deeper happening to
the collective talent psyche.
Salary satisfaction:
61% 6% 33%
On the fence Dissatisfied Our data reveals a fundamental reset of people’s
Satisfied
relationship with their jobs and the value they
attach to them. And it all comes down to one
thing: work-life balance.
Workload satisfaction: 64% 20% 16%

Satisfied On the fence Dissatisfied

Job satisfaction is less important because

career success is no longer a main priority.
6 in 10 people would choose

mental health and work-life balance over career success And when it comes to career success, people
believe a good salary is important, followed
closely by job satisfaction:
A good Job
55% 45%
salary satisfaction

Work-life balance has been Australia
fundamentally rewired. Taiwan

57%
56%
Philippines
Work-life balance is the 55%
#1 greatest influencer of job Malaysia
People who agree that work-life balance contribute to
satisfaction. Greater than pay, higher job satisfaction, by age, and market:
54%
training and development, free Hong Kong
51%
lunches, gym memberships, or
Japan
any other benefit. 50%
20s 42%
Asia Pacific
49%
of people are willing to reject a 30s 46%
Thailand
promotion if they believe it will
48%
have a negative effect on their
well-being.
36%
40s 49% Singapore
This has decreased from 48%
the 68% in last year’s study, Chinese Mainland
Indonesia 47%
showing how important salary 47%
average
is now considered in our
current economic climate. Indonesia
50s 48% 47%
India
47%
60s+ 41%
Vietnam
42%

% of employees who agree that work-life balance
Work-life balance is contributes to positive job satisfaction, by job function:
Procurement, Supply Chain, & Logistics
important to everyone. Marketing

54%
52%
Human Resources
Work-life balance is important to people from all walks of life. Consider that 52%
48% of parents report work-life balance being the most important influence on Property & Construction
job satisfaction, while 44% of people without children say the same. It’s now a 50%
universal need and is no longer a stand-out benefit.
Healthcare & Life Sciences
49%
Technology
48%
Indonesia average
48% 44% C-suite

47%
with without 46%

children children
Financial Services
45%
Engineering & Manufacturing
44%
Secretarial & Business Support
Flexibility is a new basic, alongside pay and career progress. Employers 43%
should ensure that they’re adapting their ways of thinking about the employee
Professional Services
experience to reflect this new reality, placing employee work-life balance and
43%
well-being at the core.
Sales
42%
Legal & Policy
40%

The universal shift that

changed people’s relationship 3 42% Career progression
with work forever.

The concept of work-life balance changed from being a largely
Gratitude, recognition
intangible and hypothetical conversation before the pandemic 4 35% and appreciation
to a very real and undeniable aspect of everyday life.
Top 5 most important job satisfaction factors for talent:
Relationships
5 28% with co-workers
of talent ranked The heightened stress and newfound

of talent ranked work-life balance
1 55% salary first for job 2 47% as the second
freedom that people experienced
throughout the pandemic has permanently
satisfaction. most important changed work culture. Consider that
factor in job parents were sitting at the kitchen table
satisfaction. taking work calls on Zoom and a mere five
minutes later helping their children with
their science homework.

The Invisible Revolution has led

to the deterioration of emotional
benefits attached to work.
Because of this work-life balance reset,
Salary is the:
company culture has changed, and it
hasn’t been the company’s choice. #1 Reason to accept a new role
More people have come to adopt a transactional approach

Most important item in job
to work, viewing their jobs as a means to an end rather advertisement
than a source of personal fulfilment. They’re replacing the
emotional benefits of passion, belonging, and purpose
that many derived from their jobs, with more apt and real-
5% 84% Most important factor in
life substitutes, such as from their families, friends, and company culture
of people did NOT rank
communities. Level of influence / relationships with their
This reset in the work-life value equation has significant importance for ‘a greater colleagues in the top 3 More important than job
consequences. With the emotional value gained from sense of purpose’ when most important factors satisfaction
their job having been greatly diminished, a person’s job considering a new role. in company culture
is increasingly simplified down to the core transactional (with only 6% ranking it
exchange of their time and expertise for fair pay. as most important). Single most influential
recruitment factor
It is, therefore, unlikely that companies will be able to retain
and attract top talent if they rely solely on non-monetary
incentives to enhance their talent packages. Biggest recruitment challenge

Few will stay

without better pay.
With people empowered to put their values
first, getting a better deal elsewhere is
preferable to asking for a raise. It’s not just
that work-life balance is more tangible
than it has ever been before, people are of employees asked
now evaluating their jobs on a consistent
basis with a clear value equation:
Only 20% their company for a
pay increase in 2022.
Salary + Career Growth + Flexibility
Employers now have to get these basics right and
create a compelling employee experience.

What is most important

Talent Attraction Index:
Relative strength of the top 10 motivators that best
attract talent
to talent in deciding on 1
Salary / Compensation
27%
their next role? 2

Career progression / Promotion
15% 2 X
Indicates
Our Talent Attraction index (see right) shows us the relative strength Healthcare benefits movement
3 2
and influence various factors have on motivating talent towards 10% in rank
a new company. from 2022
The data also indicates how the importance of these factors has shifted Work-life balance / Company culture
8% 2
from our 2022 talent trends study with the invisible revolution.
The premise of this index is that a company has a greater chance of
Flexibility
attracting talent if they enhance at least one of these influential factors. 3
8%
Similarly, ignoring these factors can result in companies losing talent to
their competitors.
Office location
The top 3 factors significantly impact talent, and companies must get 6% 3
them right in their talent strategies.
A greater sense of purpose
5%
Insiders share what it Leadership team

takes to attract talent 4% 2
Company brand
3%
Technology provided
3% 1

The Work-Life
Equation
Navigating the Invisible Revolution by optimising three critical factors.

How a company approaches the

Work-Life Equation will determine
whether it thrives or survives in the The Work-Life Equation =
Invisible Revolution.
While the pandemic has led to a laser focus
on flexibility as an important factor in retaining
and recruiting talent, compensation and career
progression remain two of the most established
components of successful talent management.
Career
The importance of pay and career planning is widely Salary + + Flexibility
understood, but what has changed is how talent
views these factors. A vastly more empowered pool
Growth
of talent has emerged as a result of the Invisible
Revolution, and they are seeking a more mutually
Pay should be fairly Differentiate talent A universal right,
beneficial working relationship with their employers. benchmarked for development to not a privilege
It boils down to a simple trade-off: “what I get” job satisfaction and counteract growing — the new hygiene
versus “what I give.” talent attraction disloyalty and draw in factor
Transactional. Simple. Clear. Measurable. top talent
This is not about choosing one component of talent
attraction over another. These factors have become
mandatory basics that employers must address
simultaneously. Ultimately, the goal is to reevaluate
the employee-employer relationship in an authentic
way to bring value to both the company and its
employees.

The Work-Life Equation =
Career
Salary + + Flexibility
Growth
It is not that people are now more aware of talent shortages and
choose to use that knowledge as leverage with their employers
— it is much more important, nuanced, and emotional than that.
They are motivated by a renewed sense of personal value and, ultimately, by what they want
to achieve in their own lives (not just at work). And how their employer compensates them will
be a core contributor in deciding whether the company they work for should be a part of their
achievement story (as evidenced by our Talent Attraction Index).

No pay, no play.
Our study highlights pay as a
critical area for employers to get Evidence suggests that pay is falling behind expectations due to the rapid pace of macroeconomic change:
right — careful benchmarking will
enable employers to influence talent The cost-of-living crisis Pay reviews Some groups feeling more dissatisfied
attraction and retention. Getting is very real: are too infrequent: with their salaries than others:
salary wrong risks closing off talent

— they are very aware of their value,
and they will act on it. It becomes
2 in 5
People with
no managerial
even more crucial given the talent responsibilities
shortage in many industries today.
employees said 33% 42%
they felt impacted by People in
the cost-of-living temporary
crisis contract roles
Discover salary ranges
and compensation trends
across industries have not received a pay
39% Mid level
management
rise in the last two years
38%
People
without children
36%

Salary information accelerates attraction: Bonuses also present an opportunity to compete for talent:
6 in 10 people did not

receive a bonus last year
64% 46%
For those who received a Up to 10%

bonus last year, the majority 26%
of candidates said of people ranked salary in received less than 10% of their
10% to 20%
salary is the most their top 3 motivators to join annual income.
13%
influential information a new company, making it
in a job advertisement the single most influential The large number of people 20% to 30%
recruitment factor who did not receive a bonus 8%
this year shows the disparity
30% to 60%
in what employers forecasted,
9%
with only 9% of employers
saying they would not offer 60% to 100%
their employees a bonus in last 18%
year’s survey.
Over 100%
26%

Employers are aware of the

importance of salary but
are struggling to keep up.
While employers widely recognise the
importance of salary in both retaining
and attracting top talent, they still report
1st 44%
matching salary expectations as the
biggest recruitment challenge they face. Employers of employers said 1st
perceive salary matching salary Employers rank
This struggle highlights one of the top drivers of why many
employers said 2022 was a difficult year for recruitment. increase to expectations competitive
be the most salaries as the
was the biggest
important talent most important
attractor recruitment factor in employee
challenge retention
Determine salaries with

our salary benchmark tool
This is pertinent as 26% of employers said salary

was one of the most important factors influencing
people to join their company last year.

Key insights: How to increase the value of work to your staff:
The Work-Life
Review your employees’ current salaries as soon as possible. 80% of them will not ask for a raise before
leaving. It will be especially important to prioritise your high-value talent.
Equation: Don’t downplay pay and try to distract away from it — it’s too important for talent to trade off for other benefits.
Pay is the most powerful magnet for talent attraction; it influences retention, but it isn’t a guarantee. With
employee loyalty fading, employers must benchmark salaries with extreme due diligence.
Publish salary information in recruitment advertisements. Knowing that talent is increasingly motivated by
Salary pay, failure to publish salary details will cause your role to be overlooked, and in a talent-short environment,
employers cannot afford to lose prospects.
Additional benefits are not a substitute for salary — employers should recognise that people are driven most
by competitive pay, so budgets will be better allocated to higher salaries.
Companies that have downsized their talent acquisition teams, perhaps due to challenging market conditions,
should consider the benefit of recruitment process outsourcing (RPO) solutions to maintain healthy talent
pipelines.

Career
Growth
It is evident from our data that the expectation for career

progression and personal growth consistently sits at the forefront
of what motivates people to stay or leave.
The Invisible Revolution has brought with it a talent pool that believes the grass can always
be greener elsewhere, so tapping into that ambition, curiosity, and desire is essential.
It requires leadership to authentically commit to career progression as a critical element
of its company culture and make that believable and actionable through the resulting
employee experience every day. And while offering robust career development to all
employees is a big ask, at a minimum, top talent should feel consistently engaged and
supported to grow.
The more they grow and experience new things, the less motivated they may be to keep
their eyes on job boards.

Career growth as Top reasons for resignation:
a differentiator in Career progression / Promotion

25%
employee value Work-life balance / Company culture

19%
2 in 3
propositions. Looking for a big change (in career, role, or industry)
18%
Not satisfied with current pay / salary

10% people cite career
The data indicate an increase in ‘job growth, making it the
bumping’, in which talent intentionally Want more flexibility top overall reason to
8% look for a new job
moves jobs to pursue more senior
positions. This is an effective strategy Current company or industry is performing poorly
5%
for faster career progression, promotion,
Yet only
and usually an increase in pay. Unhappy with strategy / direction of the company
In this respect, employers have an opportunity – whereas

5%
3 in 10
Unhappy with current company values and ethics think it is likely
pay is one area where they must align with the industry,
4% that they’ll be
career progression and development allow them to
promoted
differentiate themselves and compete qualitatively for talent.
General dissatisfaction with my current role
3%
Want better non-financial benefits

Don’t sabotage your hiring 3%
by ignoring job hoppers

Employers undervalue
career growth. 2nd
Employees’ rank of
It might be one of the most traditional career growth as a
aspects of a company’s retention motivator to join a
strategy, but there is a long way to new company
go before companies embrace career
growth at the same value as talent do.
Employers undervalue
With a jump from fourth to second place this year, career
growth has taken over salary as the top reason to change the importance of career
jobs. Career development shows that the organisation
is committed to its employees’ professional growth. This growth to employees by
comes back to employees expecting employers to deliver
12%
where it counts.
4th
Discover how mentorship and last year’s talent
sponsorship can develop talent ranked career growth
4th as a motivator to
join a new company

Employers rely too

heavily on their brand.
Employers continue to overvalue the
importance of company brand in talent
attraction and retention. For employees,
a company’s brand remains at the bottom
of the Talent Attraction Index at 9th place Employers
this year, indicating that the company’s 7th overvalue the
external-facing (customer) brand has a
Employer perception
importance of 9th
much smaller impact on job motivation. of how important their company Actual talent
company brand is in
Talent is more interested in the role itself and its unique attracting talent brand by ranking of
opportunities for career growth in line with their commitment
importance of
47%
to career advancement.
This also means that less established organisations (such company brand
as startups) can compete more effectively with larger, more
established companies.

Stop the “leaky When did people start their most recent job?
bucket” of 42%
attrition through 49% almost
a commitment
half, found a new
job since the start
23%
of the pandemic.
to growth. 10%
12%
14%
37%
Before 2019 2019 2020 2021 2022
have been with their
current employer 2 in 3 In order to protect themselves against potentially high attrition rates, employers
for less than rank career progression
2 years as a core motivator, should empathise more with talent’s newly empowered position: they will
thus typical promotion evaluate what their employer can offer versus what they could get elsewhere.
cycles may not come
around soon enough, They are aware of their options and are in control of the decision to switch jobs.
leading to increased
job hopping. For employers to effectively recruit and retain top talent, training, career development, and the
resulting compensation should all be clearly defined to minimise attrition for new joiners.

The Work-Life Key insights on how to combat disappearing employee loyalty by delivering better long-term personal value:
Equation: Ensure that the pay is aligned with the market, and compete for talent by focusing on career
advancement and promotion – the second highest motivator for talent.
Career development must be transparent, integrated into company culture, and authentically delivered
through the employee experience.
Career
Growth Develop a progression pathway for ambitious employees; adjust the period of time between promotion
and retirement below two years in order to improve retention and ensure compensation keeps pace with
seniority.
32% of candidates prioritise working for a company that invests in their professional development; thus,
employers should clearly define and even publish their talent development capabilities.
How to build a learning

culture in your company

Career
Growth
A universal right,
not a privilege.
Good work-life balance is a non-negotiable expectation for
today’s talent. It is an excellent opportunity for employers to
refine flexibility to provide an outstanding employee experience.

Be flexible The most important aspects of flexibility:
on flexibility. 78%
Hybrid / flexible
working arrangement 69% Flexible working hours
While talent, on the whole, demands

flexibility, the experience of flexibility
% of people who said hybrid working is most important: % of people who said flexible working hours are most
at work is entirely individual. important:
Flexibility preferences and needs People with no managerial responsibilities People in their 30s
are highly individualised. 86% 75%
Top level management Parents
84% 72%
People without children Men
83% 71%
People in their 40s Mid and senior level management
81% 70%
And across these job functions: And across these job functions:
Engineering & Manufacturing Property & Construction
82% 78%
Human Resources Professional Services
80% 77%
Healthcare & Life Sciences Secretarial & Business Support
78% 75%
Secretarial & Business Support Sales
78% 73%

Flexibility demands
bigger, bolder thinking.
Flexibility has now become a standard
offering, not one that helps a company Positive sentiments towards the four-day workweek:
stand out. It needs out-of-the-box thinking
Would improve employee well-being and happiness
that drives meaningful impact that
employees experience and feel every day. Talent 72%
An example of bold thinking in flexible work models is the four- Employers 71%
day workweek. While to many, it may seem unconventional and
nonconforming, it reimagines the employee experience that leads
both talent and employers to a perception of increased employee Is a very appealing reason to join a company
well-being, happiness, and productivity, thereby creating a
compelling reason to join a company. Talent 68%
To make flexibility a unique and compelling part of their
employee value propositions, companies are exploring several Employers 67%
other bold ideas too, such as:
• Unlimited vacation days Would improve productivity
• ‘Work from anywhere’ policies (even in a different country
altogether) Talent 58%
• Reimagining the very purpose of offices by redesigning them
as co-creation spaces meant for teams to gather (meetings, Employers 60% Get tips on creating
brainstorms, workshops, etc.) instead of around individual a positive employee
workspaces experience

Moving beyond flexibility

as a hygiene factor. 5th
Talent’s ranking
When it comes to what is most valuable to Employers
of flexibility as a
people when choosing their next job opportunity, motivator to join overvalue flexibility
employers overvalue flexibility relative to the a new company importance to
influence employees give it. employees by
This isn’t because it isn’t important to talent (we’ve already clearly a whopping
101%
established that it is critical), but because many companies still tend to push
a relatively generic flexibility “product” to their staff and prospective hires.
In order to use flexibility as a unique differentiator, companies should think Employers
bigger and bolder.
It starts with one of the most significant challenges in flexibility at work: it
undervalue
requires a shift in how companies evaluate employee performance and value
on an everyday basis.
work-life balance
Even a cursory look at employer review sites like Glassdoor would reveal importance to
that, whether intentional or unconscious, there are still many managers that
measure the day-to-day contributions of their teams by how many hours
employees by
41%
they work, how many days they come into the office, and even by how often
their status is set to ‘Away’. What employers should be more conscious of
now is a mindset shift that establishes an employee’s value and defines it by
the quality of their work, not by the journey they took to get there.
An unfiltered peek into job

seekers’ minds by Reddit

HR and talent teams Openness to non-permanent positions:
need flexibility too.

35%
Given all the changes we’ve mentioned
throughout this report, there has never been
35% 37%
more pressure on a company’s human resources
Yes
and talent teams to drive meaningful change.
Realistically, however, even if companies fully commit to delivering on Only if unable to 48%
find permanent
the Work-Life Equation, there are only so many holes you can plug in position 32% 33% 33% 30%
the leaky bucket. Attrition is simply a part of our reality.
17%
On top of this, economic uncertainty means companies are considering No
which hires are most important, and which can wait until conditions
improve. Thus, an openness to exploring more non-permanent hiring Temporary Fixed-term contract Freelancing /
solutions through alternative contracts is being considered by many roles Self-employed
companies.
In fact, 1 in 3 employers plan on increasing part-time, fixed term, and
temporary contracts this year.
Fortunately, the talent market has embraced these alternative non-
permanent employment options not merely as a last option if a However, in worse-casee scenarios where companies implement layoffs, the HR and talent staff
permanent role isn’t available, but for many as a first choice to deliver remaining will need greater support. In these instances, an option for many companies of various sizes
the flexibility they need. and industries worth considering is to embrace recruitment process outsourcing (RPO) solutions.
Outsourcing solutions that can be scaled up or down based on a company’s need will give leaner
teams the support they need without compromising on the quality of incoming talent.
How companies can benefit

from recruitment outsourcing

Key insights for embracing flexibility as the new workplace basic:
Stop waiting for things to “return to normal” — the way we work has forever changed. Companies that
transform their mindsets from simply tolerating flexibility to one of embracing it as a good business strategy
The Work-Life
will have significantly better retention rates.
Equation:
People don’t want hard and fast rules when it comes to flexibility — they want your trust to make the right
decisions. Companies that focus on adaptive flexibility policies that aim to deliver at an individual level and
avoid one-size-fits-all rules will have a much better chance of limiting the leaky bucket this year.
Unless a company’s approach to flexibility is holistic and end-to-end, using benefits like hybrid work as a
selling point will not stand out to prospective talent. Instead, they become a hygiene factor in a job ad akin
to vacation policy.
Flexibility
The Invisible Revolution has resulted in out-of-the-box, people-first concepts as increasingly feasible
when it comes to productivity and job satisfaction. Companies that encourage their HR and talent teams to
develop progressive plans as a core driver of company culture will thrive in this hyper-transformative new
talent era.
As preference for part-time and non-permanent roles move from a last resort option to a first-choice
preference, flexible hiring will not only help companies with headcount challenges in the year ahead but also
may unlock valuable talent pools that otherwise would not have been in the market.
Companies that have had to downsize their talent acquisition teams should evaluate the potential benefit
of recruitment process outsourcing (RPO) solutions as a means of supporting lean teams and maintaining
Find out how to succeed
with workplace flexibility healthy talent pipelines.

Summary
Thrive or survive: the choice is yours.

Three recommendations.
Rethink your Benchmark pay Rethink your EVP

resourcing model Knowledge is power when Culture is the ultimate spark
competing for top talent. for significant change.
Less loyalty = more frequent hiring.
Pay has always been important, but our data As we have explored, the role of work has
This report unequivocally proves that the much- shows it has never mattered more to workers than fundamentally shifted for talent around the world,
trumpeted Great Resignation never ended — rather it does right now. One key element of the ‘invisible becoming more transactional in the process. Work-
than being a blip, higher attrition is now a longer- revolution’ is that people are intentionally increasing life balance, career development and progression,
term reality for many employers. Loyalty has lost its the monetisation of their time; they won’t accept values, and leadership have been clearly highlighted
lustre for many workers, with even ‘happy’ staff now lower pay if they can earn more elsewhere, they as key elements of this Invisible Revolution.
open to being tempted away with the promise of aren’t willing to trade off pay for progression, and
better pay, flexibility and conditions. We believe that the best way for companies to
they dismiss any other benefit until pay meets the
demonstrate they can meet the needs of the people
Against this backdrop, we believe many employers necessary benchmark.
who work for them is through a clearly articulated
will need to rethink their hiring models — and For this reason, it is essential to stay on top of what employee value proposition (EVP). This should go
quickly. For some companies, recruitment will need the competition is paying, whether you are looking way beyond pay and flexibility and get to the nub of
to be continuous, rather than on-demand, to keep to hire new staff or retain top talent. At PageGroup, the issue: at a time when loyalty is at a premium, how
up. It will likely comprise a blend of permanent, we produce a suite of salary guides each year and why should people connect with their employer
contract and flexible options. And working with a and can also provide real-time data on salary on a human level? Reflecting worker priorities in an
trusted recruitment partner and being able to flex benchmarking and market trends. EVP could be a great differentiator when it comes to
the model according to evolving needs will be the hiring new staff or retaining existing talent.
key to meeting the challenges of a world where Click here to find out more.
loyalty is low, but change is continuous.

Will you use the Invisible
Revolution as an opportunity The decision is yours
to thrive, or will you simply and the moment is now.
aim to survive?

Hungry for
more data?
What we’ve detailed in this report is a mere fraction of the
insights we have to share. Along with our Talent Trends 2023
survey data, we have a suite of other proprietary data sources
in our Page Insights Data Centre to provide data-led guidance
on numerous valuable topics to boost your talent strategy and
EVP development (such as salary data, talent supply, ease
of hire, time to hire, reward packages, benefits, DE&I, values
and culture, sustainability, and many more).
Our premium PageInsights+ services deliver custom data

research tailored to your specific needs. To learn more:
Contact us
If you are a member of the press looking for real-time

expert insights into our data:
Contact us

About PageGroup
Talent Trends
Global 2023
Talent | Indonesia
Trends 2023 | The Invisible Revolution 49
Your regional recruitment partner
For over 40 years, PageGroup has developed regional
expertise from a global platform, offering you the best
recruitment solution for your business.
A global business We pride ourselves in understanding the local business

environment and economy to be able to provide excellent
service. We offer specialist recruitment solutions for your
with local knowledge,

business needs by developing our consultants in specific job
and industry disciplines based on their skills, qualifications
and practical industry knowledge.
experience and 12 Stability you can trust

In the Asia-Pacific region, our specialist recruitment
APAC
understanding.
consultants are supported by a stable senior management
Markets team, ensuring we deliver a consistent service to your
27
business every time, across the region.
Every member of our regional management team has over
Offices 15 years of PageGroup experience as well as a wealth of
Every day, we have the opportunity commercial and geographical expertise, adding significant
value to our recruitment partnerships.
to influence thousands of lives and
hundreds of organisations and we take The expertise and reach you need to grow
that responsibility very seriously. Supported by an extensive regional and global network of
offices, we have been bringing together the world’s best
~1,800 employers and brightest professionals for over 40 years.

We have the global strength to think and act beyond the
boundaries of location or business function, and the local
Consultants knowledge, cultural understanding and language skills to
deliver real value.
Let us apply the strength of our global and regional
resources to help you achieve your goals.

Are you hiring?
Based on your recruitment needs,
we have three internationally
Executive Qualified Flexible recruitment
recognised and respected brands
search professionals outsourcing
(Page Executive, Michael Page,
and Page Resourcing) ready to Page Executive is the Michael Page provides Page Resourcing designs and
help you find the right talent for executive recruitment division specialised recruitment implements full outsource
of PageGroup and provides services for professionals recruitment solutions such as
your business. a range of search, selection at middle management to RPO, MSP, TTA, RPO light for
and talent management leadership levels, along project based high-volume
solutions. We are recognised with highly specialised hiring needs and recruitment
for our powerful in-house technical positions. advisory. We offer bespoke
research function, the speed and flexible talent solutions
and flexibility of our response, adapted to any hiring needs
and our high success rates across industries and locations.
in finding qualified and
experienced professionals
for senior management
and C-level roles.
Scan or click on the relevant

QR code to get in touch with
one of our consultants.

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Talent Trends 2023 | Indonesia

2 CultureCore: Applying actionable insights to talent strategy

4 Total Cultural Revolution

5 The Work-Life Equation

6 Summary — advice on how employers can thrive in the Invisible Revolution

Talent Trends 2023 | Indonesia | The Invisible Revolution 2

Talent Trends 2023 | Indonesia | The Invisible Revolution 3

Talent Trends 2023 | Indonesia | The Invisible Revolution 4

20s 18% No managerial

60s+ 2% Top level

Employment status Job tenure Relationship & family demographics

Talent Trends 2023 | Indonesia | The Invisible Revolution 5

A workplace A shift in the Focus on what matters

Talent Trends 2023 | Indonesia | The Invisible Revolution 6

Talent Trends 2023 | Indonesia | The Invisible Revolution 7

Talent Trends 2023 | Indonesia | The Invisible Revolution 8

The Great Resignation

Talent Trends 2023 | Indonesia | The Invisible Revolution 9

95% of all employees Job seeking status:

are open to new

16% Planning on looking for a new job

5% Waiting to see what happens with

In last year’s survey, 93% of employees were open to new roles,

Talent Trends 2023 | Indonesia | The Invisible Revolution 10

shake-up is not 70%

being led by tenure.

People are open to new opportunities

clearly something transformational is happening within

Before 2019 (2016-2018) 2019 2020 2021 2022

Pre-pandemic Pandemic Post-pandemic

Talent Trends 2023 | Indonesia | The Invisible Revolution 11

This is not an isolated event, but a universal movement.

No managerial responsibility 95%

Age 40s 97% 95%

95% Talent Trends 2023 | Indonesia | The Invisible Revolution 12

Loyalty has lost its lustre.

people who started

The culture of long-term service to a single company is becoming

Talent Trends 2023 | Indonesia | The Invisible Revolution 13

How to reach the

Talent Trends 2023 | Indonesia | The Invisible Revolution 14

The economy’s By market: By job functions:

Talent Trends 2023 | Indonesia | The Invisible Revolution 15

The Invisible Revolution has already happened.

Talent Trends 2023 | Indonesia | The Invisible Revolution 16

Talent Trends 2023 | Indonesia | The Invisible Revolution 17

The big contradiction:

Workload satisfaction: 64% 20% 16%

Talent Trends 2023 | Indonesia | The Invisible Revolution 18

Job satisfaction is less important because

6 in 10 people would choose

Talent Trends 2023 | Indonesia | The Invisible Revolution 19

Work-life balance has been Australia

fundamentally rewired. Taiwan

Talent Trends 2023 | Indonesia | The Invisible Revolution 20

% of employees who agree that work-life balance

Work-life balance is contributes to positive job satisfaction, by job function:

Procurement, Supply Chain, & Logistics

important to everyone. Marketing

48% 44% C-suite

with without 46%

Talent Trends 2023 | Indonesia | The Invisible Revolution 21

The universal shift that