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MAY 21 , 2018
Kate BraveryGlobal Practices LeaderCareer, Mercer
T H R I V I N G I N A D I S R U P T E D W O R L D
T H R I V I N G I N A N A G E O F D I S R U P T I O N
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AI, Robotics and technological advances such as 3D printing are disrupting industries and redefining value chains
D I S R U P T I O N I S S T E A L I N G T H E H E A D L I N E S
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Employment outlook across job families 2015 - 2020
W E K N O W D I S R U P T I O N W I L L I M P A C T J O B S A N D S K I L L S
Source: Future of Jobs Report, World Economic Forum
Business and Financial Operations Management Computer and
MathematicalArchitecture
and Engineering Sales and Related Education and Training
Office and Administrative
Manufacturing and Production
Construction and Extraction
Arts, Design, Entertainment, Sports and Media
Legal Installation and Maintenance
-4759 -1609 -497 -151 -109 -40
G R O W T H ( T h o u s a n d s )
+492 +416 +405 +339 +303 +66
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S E I S M I C S O C I O - C U L T U R A L S H I F T S A R E U N D E R W A Y
The traditional family is fast becoming atypical
Rapid acceleration in longevity
Shifts in migration, racial and ethnic diversity
Changes in fertility and parenthood
The rise of the Free Agent
Importance of our digital identity
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—E M P L O Y E E
—
—H R—
—B U S I N E S SL E A D E R S
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T H E S E C H A N G E S A R E R A I S I N G C R I T I C A L Q U E S T I O N S
S T R AT E G YC A PA B I L IT IE S
L E A D E R S H IP & C U LT U R E
TA L E N T M A N AG E M E N TE V P / TOTA L R E WA R D S
E N G AG E M E N T & E M P O W E R M E NT
C A R E E R A S P I R AT IO N SW O R K & L I F E D E M A N D SS AV I N G S & R E T I R E M E N T
How can we attract & retain
tomorrow’s workforce?
How can we build for an
unknownfuture?
What does career success
mean intoday’s world?
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Redesignthe wor ld of work
Contributeto a new HR Agenda
Builda better ta lent engine
T H E O P P O R T U N I T Y
THRIVE IN AN AGE OF DISRUPTION
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THIS IS A HUMAN STORY
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SU-MEI
Senior professional, Married, no dependents
GM of AsiaPac Product Development
Goal: Executive position, Board experience
Tenure: 20 years with company, 5 years in role
Retention Risk moderate, Burnout Risk high
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Young Professional, 2 young children
Sales Executive – including travel
Goals: success in new role, balance
Tenure: 3 years with company, just promoted to team lead
Retention risk low, burnout risk moderate
JAMES
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% F E M A L E I N P R O F E S S I O N A L & A B O V E L E V E L S , 2 0 1 5 – 2 0 2 5
W H E N W O M E N T H R I V E R E S E A R C H
35%
25%
37% 36%39%
35%
40%
28%
37%
49%40% 40%
ADDITIONAL OPPORTUNITYCURRENT 2015 REPRESENTATION PROJECTED 2025 REPRESENTATION “BASELINE”
G LO B A L A S I A E U RO P E L AT I NA M E R I C A
U S &C A N A DA
AU S T R A L I A& N Z
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52%“My organization is committed
to creating an environment where employees are able to Thrive”
48%“My organization is not yet committed
to creating an environment where employees are able to Thrive”
M E R C E R T H R I V E R E S E A R C H
800+ PA RT I C I PA N T S 57 CO U N T R I E S 26 I N D U S T R I E S
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H O W T O T H R I V E : R E G I O N A L D I F F E R E N C E S
TOP 10 GLOBAL THEMES IN TERMS OF WHAT MADE A DIFFERENCE IN TERMS OF THRIVING
Career & development opportunitiesLearning opportunities
Fair assessmentsFlatter structures
Equity in pay and rewardsEnablers for efficiency
Positive working environmentAnalytics driven actionsEmployee involvement
Connected/purposeful leaders
Asia EU LatAm NAGlobal
NOTABLE REGIONAL DIFFERENCES FROM GLOBAL RESULTS :
+5.7%A S I A :Career & development opportunitiesStrategic workforce planningAnalytics Driven ActionsWork life balance
E U R O P E : Analytics Driven ActionsEmployee involvement
-4.3%
+4.1%-3.8%
L AT I N A M E R I C A : Flatter StructuresCareer & Development Opportunities
+8.2%-10.7%
N O R T H A M E R I C A : Connected & Purposeful LeadersFair Assessments
+3.3%-4.0%
+3.2%
-3.4%
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C O N F I R M A T I O N O F T H R I V E D I M E N S I O N S
Confidence in the Future
I would stay at my Organization
Willingness to Recommend
Confidence and
Advocacy
My organization responds effectively to changes in the business environment.
I trust senior leadership.
My work gives me a feeling of personal accomplishment.
There is a climate of trust within my organization.
I like the possible career paths for me at my organization.
My organization takes a genuine interest in the well-being of communities in which it does business.
Societal Impact
Trusting Environment
Career Paths
Agility
Contribution
Trust
Job Enthusiasm
Key Drivers Rank Ordered by Statistical Impact
79%explained
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E N E R G Y A N D A U T H E N T I C I T Y D R I V E C O M M I T M E N T
ENERGIZEDDE-ENERGIZED
HIGHAUTHENTICITY
LOWAUTHENTICITY
IMPACT ON SATISFACTION & COMMITMENT
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A N E W M A N D A T E : T H R I V I N G I N A N A G E O F D I S R U P T I O N
T H R I V I N GW O R K F O R C E
Diverse and AdaptiveInclusive and Growth Focused
Committed to Wellbeingpsychological, physical,
financial
T H R I V I N GO R G A N I Z AT I O N
Success Redefined Resilient and Agile
Positive Societal Impact
T H R I V I N GI N D I V I D U A L
Growing and ContributingEmpowered and Connected
Healthy and Energized
Where will you focus your efforts this year?
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W H E R E A R E Y O U F O C U S I N G Y O U R E F F O R T S T O D A Y ?
(a) Designing agile work structures
(b) Hiring for an ‘adaptive’ mindset
(c) Ensuring pay/promotion equity
(d) Improving health & well being
(e) Enabling flexible working
Poll Results
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4 S T E P S T O G E T S T A R T E D
WORKENVIRONMENT
DATA-DRIVENMINDSET
PEOPLESTRATEGY
VALUEPROPOSITION
CRAFTA FUTURE-FOCUSEDPEOPLE STRATEGY
CREATE A THRIVING
WORK ENVIRONMENT
CURATEA COMPELLING
VALUE PROPOSITION
CULTIVATE A LAB
MINDSET
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ARE WE HEADING IN THE SAME DIRECTION?.
P E O P L E S T R A T E G Y
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W H A T ’ S C H A N G E D
ENVI
RON
MEN
T
SK ILLSETSTABLE RAPIDLYCHANGING
RAPIDLYCHANGING
TRADITIONAL WORKFORCE PLANNING
Short-Med term planningExisting talent structureSize & Capacity focus
AGILE WORKFORCE TRANSFORMATION
Med-long term planningFuture work model
Integrated people planning
P E O P L E S T R A T E G Y
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O N E C O M P A N Y ’ S S T O R Y
P E O P L E S T R A T E G Y
External factorsDigital disruptionNew competitors
!
Swift downfallafter sustained performance
Negativeearnings
Risingdebt
Perception of disarray
Tanking stock price
HUMANELEMENTMISSING
New products/servicesMarketing campaign
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WELLBEINGPERF. MNGMT & PAY
STRUCTURE
DESIGNSOLUTIONS
DETERMINESTRATEGY
DRIVEPERFORMANCE
ORG CAPABILITIES
WORK MODEL & CAPACITY
SKILLS & KNOWHOW
LEADERSHIP& CULTURE
W H A T D I D W E L E A R N
DEFINEFUTURE
ALIGNVISION
Design Future Focussed HR Processes Take an integrated approach
Design Solutions For Real PeopleInvest in change management
P E O P L E S T R A T E G Y
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O N L Y2 I N 5
E M P L O Y E E S S AY T H E I R
C O M PA N Y H A S
A C O M P E L L I N G D I F F E R E N T I AT E D
V A L U E P R O P O S I T I O N
E M P L O Y E E V A L U E P R O P O S I T I O N
© MERCER 2016 24E M P L O Y E E V A L U E P R O P O S I T I O N
A W O R K P L A C E F O R M E
Give me a chance to contribute to a greater purpose
97%
of employees want to be recognized and rewarded fora wider range of contributions
C O M P E N S A T I O N B E N E F I T S
C A R E E R S W E L L B E I N G
P U R P O S E
CONTRACTUAL
E X P E R I E N T I A L
E M O T I O N A L
A tale of two workforces
FLEXWORKERS
COREWORKERSBENEFITS
CAREER
TRAINING
INCENTIVES
SECURITY
CULTURE
COMMUNITY
FLEXIBILITY
CONVENIENCE
MOBILITY
VARIETY
SELF-SERVICE
TRANSACTIONAL
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F R E EA G E N T S T A R T E R L O N G - T E R M
L O Y A LM A N A G E R I A L
C O R EF R E E
A G E N T S T A R T E RU R B A N A M B I T I O N S
Translate your EVP into an IVPUse personas. Take relevant action
Use Technology to Stay ConnectedListen and learn
S T R I V E RS A M P L E P E R S O N A S
I N T E R E S T SE M P L O Y E ED E M O G R A P H I C S
L O C A T I O ND E M O G R A P H I C S N E E D S B E H A V I O U R S C O M M U N I C A T I O N
P R E F E R E N C E S
C R E A T I N G P E R S O N A S
Age: 30’s
Service: 4 year average
Pay: 100K
Lifestyle: Suburban, married
Cares: Their future, smart about how to perform, connected all the time, want help in getting ahead and balancing career and life
92%B A S E PAY C O M P E T I T I V E
16% P R O M OT E D I N L A S T 2 Y E A R S
45%H AV E D E P E N D A N T C H I L D R E N
E M P L O Y E E V A L U E P R O P O S I T I O N
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FINDING: Those who feel they can drive their career forward were 8x more likely to feel energized at work
SHOW ME THE WAY: In a career ambiguous future, helping employees to feel empowered to drive their career forward is a smart strategy
W O R K E N V I R O N M E N T
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© MERCER 2016 27W O R K E N V I R O N M E N T
D I F F E R E N C E B E T W E E N T H O S E T H A T F E E L T H E Y C A N G R O W
Enables quick decision making (e.g. through simplified approval chains) 63%
25%
Understands my unique interests & skills to help me find the best job match 63%
22%
Focuses on my health & wellness 69%34%
Actively supports innovation 73%37%
Promotes collaborative working 75%42%
Provides me with coaching and development 69%29%
Fosters an inclusive work culture 68%33%
Encourages internal mobility 65%29%
Rewards a range of contribution(beyond just financial and activity metrics) 64%
25%
Offers me flexible work options 67%35%
© MERCER 2016 28W O R K E N V I R O N M E N T
D I F F E R E N C E B E T W E E N T H O S E T H A T F E E L T H E Y C A N G R O W
Enables quick decision making (e.g. through simplified approval chains) 63%
25%
Understands my unique interests & skills to help me find the best job match 63%
22%
Focuses on my health & wellness 69%34%
Actively supports innovation 73%37%
Promotes collaborative working 75%42%
Provides me with coaching and development 69%29%
Fosters an inclusive work culture 68%33%
Encourages internal mobility 65%29%
Rewards a range of contribution(beyond just financial and activity metrics) 64%
25%
Offers me flexible work options 67%35%
Career empowered employees were twice as likely to
rate their company as Thriving
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C R E A T E A T H R I V I N G W O R K E N V I R O N M E N T
W O R K E N V I R O N M E N T
Prioritize Career Pathing & CoachingStay on the pulse with employee feedback
Simplify the Employee ExperienceEmbrace technology that enhances interactions
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Where do most people have their creative insights/aha moments?
(a)At work
(b)Over
breakfast
(c)In the
shower
(d) Traveling to/from
the office
L A B M I N D S E T STUDY BY KAUFMAN 2014
Poll Results
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R E S P O N S I V E & I N N O V A T I V E W O R K E N V I R O N M E N T
D A T A - D R I V E N M I N D S E T
!
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I T ’ S A M I N D S E T N O T A T E C H T H I N G
L A B M I N D S E TL A B M I N D S E T
Invest in InnovationCreate appetite for experimentation
Leverage Data for InsightCommit to behaviour change
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© MERCER 2016 33EVOLVING TO MEET THE NEEDS OF TOMORROW’S CUSTOMERS
A N E W M A N D A T E : T H R I V I N G I N A N A G E O F D I S R U P T I O N
T H R I V I N GW O R K F O R C EDiverse and Adaptive
Inclusive and Growth FocusedCommitted to Wellbeing
T H R I V I N GO R G A N I Z AT I O N
Success Redefined Resilient and Agile
Positive Societal Impact
T H R I V I N GI N D I V I D U A L
Growing and ContributingEmpowered and Connected
Healthy and Energized
© MERCER 2016 34
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E N G A G I N G : C O N N E C T W I T H M E A S A N I N D I V I D U A L
“I’m confident”I have what I need to do my job
and I know where to find people/information to help
me take action
“I get it”It’s simple. This experience feels as
modern and familiar as the consumer tools/sites I already use
“I feel appreciated”I know how to contribute and I
can see the value of working here -both now and in the future
CONSUMER GRADE EXPERIENCE
PRIVATE AND SECURE DATA
E N A B L E D B Y A D I G I TA L P L AT F O R MCONVERSATIONAL SYSTEMS
RELEVANTCONTENT
C R E A T E A T H R I V I N G W O R K E N V I R O N M E N TE M P O W E R I N G :
S U P P O R T M E D O M Y J O B S M A R T L Y
W O R K E N V I R O N M E N T
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Where do most people have their creative insights/aha moments?
(a)at work
(b)over
breakfast
(c)in the
shower
(d) traveling to/from
the office
L A B M I N D S E T STUDY BY KAUFMAN 2014