mercer global talent trends 2019 - gestores · 2019-12-16 · reskill workforce transform talent...

MERCER GLOBAL TALENT

TRENDS 2019

Con n ec t i v i ty i n t h eHUMAN AGE

c

820C-suite

executives

1,644HR

professionals

4,858employees

Gen Y are most

concerned that their

jobs will be replaced

by AI/automation

CHRO or

Executive

title

50%

CompaniesGrowth

Reported

25%

40%

34%

>5%

6-9%

10+%

V O I C E S T H A T M A D E U P T H E 2 0 1 9 S T U D Y

Copyright © 2019 Mercer

Aligning Work to

Future Value

Building Brand

Resonance

Curating the Work

Environment

Delivering Talent-

Led Change

The question isn’t “where did the jobs go?”

It’s “where are they going?”

I M P O R T A N C E O F A L I G N I N G W O R K T O F U T U R E V A L U E

C O M P A N I E S A R E A C T I V E L Y P R E P A R I N G F O R

T H E F U T U R E O F W O R K

Built for speed:

Agility remains a critical

competency, and

executives are feeling

more confident than ever

Last year

18%

This year

30%

Delivering value;• Exec: highest ROI - redefining

jobs to better deliver value

• HR -High preforming companies –

4x more likely to have an

integrated people strategy

• Employees – thriving individuals

feel in control of their career

99% of companies are taking action to

prepare for the future of work

52%Identifying the skills gap

(supply vs demand)

51%Developing a people strategy

based on future scenarios

48%Mapping how technology or

business shifts will change the

skills and behaviors needed

45%Revising workforce plans

to close the gap

45%

Identifying how employee

expectations support

or disrupt changes

Top Responses


Aligning Work to

Future Value

Building Brand

Resonance

Curating the Work

Environment

Delivering Talent-

Led Change

A companies’ value proposition should be as

multi-faceted as their talent

In a transparent world, consumer and employer

brands are merging making authenticity critical

Attractiveness is a two-way street – failure to

uphold brand values can diminish attractiveness

T H E R I S E O F T H E C O L L E C T I V E V O I C E


Top 6 reasons for joining

Employee view

13%

9%

8%

7%

7%

6%

Job security

Developmentopportunities

More interestingwork

Fun workenvironment

Inclusiveenvironment

Competitive pay

Top 6 reasons for staying

Employee view

30%

26%

20%

20%

18%

18%

Job security

Flexibility inhours


Fun workenvironment

Vacation policies

Careeropportunities

Top 6 reasons for leaving

Employee view

10%

8%

8%

7%

5%

5%

My manager

Relocationpotential

More interestingwork

Job security

Careeropportunities


B R A N D R E S O N A N C E : C O N T I N U A L L Y A T T R A C T I N G T A L E N T

© 2019 Mercer – Germany

Executives are increasingly aware of

consumer interest in ethical

products and social responsibility

ETHICS

of companies are using some

form of AI in HR processes,

few and monitoring biases88%

EQUITY

Only 11% use analytics to measure

the extent of pay inequities and just

5% use modeling to correct inequities

22% of employees give their

company a “A” grade for

equity in pay and promotion

2 in 5 companies disclose equity info

EMPATHY

54%

33%

measure employee engagement

at least twice a year

can identify the key drivers

of engagement

U P H O L D I N G T H E B R A N D V A L U E S : F O C U S O N T H E T H R E E E s


Aligning Work to

Future Value

Building Brand

Resonance

Curating the Work

Environment

Delivering Talent-

Led Change

S I M P L I F Y I N G T H E W O R K E X P E R I E N C E

Thriving employees are

three times more likely to

work for an organization that:Executives rank simplifying

talent processes as one of

the most value-adding

workforce investments

Enables quick

decision making

81%

26%

vs

Provides tools and

resources to do

their job efficiently

82%

30%

vs


How we think we work… …how we actually work

W H Y D O W E N E E D T O C U R A T E T H E W O R K E N V I R O N M E N T ?


C U R A T I N G H O W , W H E R E , A N D W H E N W E W O R K

32% had flexible

working

request turned

down

33%Believe flex

working impacts

career

prospects

• Hours and timing

• Discretion to change

• Location & ability

to vary

• Infrastructure

• Vary job content

• Ability to share or

exchange

• Vary intensity

• Scale up or down

• Distributed beyond

traditional workforce

• Automated

WHEN WHERE WHAT HOW WHO

Which statements are true/false with regards to flexible working?

Performance is managed on results

Colleagues are supportive of flexible working

Senior leaders are supportive of flexible working

The potential to work flexibly has been discussed with me

I’m empowered to take time off as long as I reach my goals

I’ve been offered training on how to make flexible working work

2018

77% 66%

73% 63%

70% 56%

63% 50%

53% 42%

51% 39%


Aligning Work to

Future Value

Building Brand

Resonance

Curating the Work

Environment

Delivering Talent-

Led Change

W H Y I S T A L E N T - L E D C R I T I C A L F O R H U M A N W O R K S ?

Wider changes in the structure of work and in its place in

society are a further source of potential stress

Workers say they are often or always exhausted due to work

In a recent study a 10% increase in just the likelihood of

being affected by automation reduced physical health

by 0.8% and mental health by 0.6%

“Psychological stress is related to a

feeling of lack of control in the face

of uncertainty.”

When asked which talent analytics

would add the most value,

employee burn-out made the

top five for the first time

EXECUTIVES ARE TRACKING…

Only 1 in 3 HR leaders believe

their executive team places top

priority on human capital risks

HR IS CONCERNED…TOP HC RISKS

Increase in

Employee

Attrition

Decline in

Employee

Trust

61%implementation 41%

idea generation

NEED FOR HR TO LEAD AT THE DRAFTING TABLE

In major change projects, HR leaders get involved in…

of HR leaders are

confident to lead on

transformation efforts 87%

H U M A N R I S K S , H U M A N A G E N D A


Aligning Work to

Future Value

Building Brand

Resonance

Curating the Work

Environment

Delivering Talent-

Led Change

❑ Aligning Work to Future Value: Unlock growth by tethering jobs & people to value creation

❑ Building Brand Resonance: Attract talent by giving life to brand values & brand proposition

❑ Curating the Work Environment: Enhance employee experiences by digitizing & simplifying work

❑ Delivering Human-Centered Change: Designing change initiatives designed for and with people

W H I C H T R E N D S A R E M O S T R E L E V A N T T O Y O U ?

MOVING TOWARDS THE

FUTURE OF WORK

B U I L D I N G Y O U R W O R K F O R C E F O R T H E F U T U R E

Prepare Elevate Align Source Sustain

Assess gap to

desired

business

objectives

Develop an

integrated

people strategy

Redesign jobs

to prepare for

the future

Predict job

automation

Cater to

changing

employee

experience

expectations

Implement a

compelling talent

value proposition

Invest in future

learning and

reskill workforce

Transform

talent practices,

including

technology

platforms

enablement

Align the

operating

rhythm

between

HR and

business

Assess

skills gapsStrategize

and leverage

the talent

ecosystem

…to be future ready …through AI & automation …to new work expectations …the skills of the future …with agile talent practices

Activities proven to have impact in building your workforce for the future

Audit brand fit

for key

populationsBuild

Stakeholder

Readiness

IT’S ALL ABOUT CONNECTIVITY

IN THE HUMAN AGE

mercer global talent trends 2019 - gestores · 2019-12-16 · reskill workforce transform talent...

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