WEBCAST: MERCER GLOBAL TALENT TRENDS · Career Management and Compensation are lesser priorities...

H E A L T H W E A L T H C A R E E R

W E B C A S T :

M E R C E RG L O B A L T A L E N T T R E N D S2 0 1 6 S T U D Y F I N D I N G S


Denise LaForteHR Transformation Practice LeaderNorth [email protected]

Kate BraveryGlobal Solutions LeaderTalent [email protected]

Graham DoddTalent Strategy Practice LeaderNorth [email protected]

T O D A Y ’ S S P E A K E R S

© MERCER 2015 2

—G L O B A L I Z A T I O N

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—I N N O V A T I O N

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—D E M O G R A P H I C S

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—C U L T U R E &E M P L O Y E EA T T I T U D E S

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G L O B A L M A C R O T R E N D S :I M P A C T I N G A N D C H A N G I N G T H E N A T U R E O F W O R K


K E Y F I N D I N G S

2 0 1 6G L O B A L T A L E N T T R E N D S

A B O U T T H E 2 0 1 6 G L O B A L T A L E N T T R E N D S S T U D Y

G E O G R A P H Y

1,730+ HR Leaders

4,500 employees

15 countries

Spanning 11primary industries

O R G A N I Z A T I O N S I Z E E M P L O Y E E J O B L E V E L

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

© MERCER 2016 4

D I S R U P T I V ET E C H N O L O G Y W O R L D

S O U R C I N G

W O R K F O R C E T R E N D S I M P A C T I N G T H ET A L E N T A G E N D A I N 2 0 1 6

A U T O M A T I O N& M A C H I N EL E A R N I N G

B I G D A T AM A N A G E M E N T

M U L T I -G E N E R A T I O N A L

W O R K F O R C E

F L E X I B L EW O R K I N G

R I S E O F T H EF R E E A G E N T

C O M P E T I T I O NF R O M E M E R G I N G

M A R K E T S

T A L E N TS C A R C I T Y

L E V E R A G I N GA D I V E R S E

L A B O R P O O L

© MERCER 2016 5

T R E N D I N G T O T H E T O PM A J O R C H A L L E N G E S A F F E C T I N G T A L E N T P R I O R I T I E S

companies surveyed anticipate thatcompetition for talent will further increase in 2016

9/ 10

Seismic shifts in:Composition of the workforceSkills that drive business performanceTalent pools that will likely fuel growth in the future

© MERCER 2016 6

World Economic Forum: The Future of Jobs report

Job disruptionimpacting job

families

Loss of7 million

jobs

New skillsneeded tocompete

B Y 2 0 2 0

BUILD DIVERSETALENT POOLS

H O W D O W E A C C E L E R A T E T H E T A L E N T E N G I N E ?

EMBRACE THENEW WORKEQUATION

ARCHITECTCOMPELLING

CAREERS

SIMPLIFYTALENT

PROCESSES

REDEFINE THE VALUE OF HR

© MERCER 2016 7




ARCHITECTCOMPELLING

CAREERS

SIMPLIFYTALENT

PROCESSES

T O P F I V E T A L E N T P R I O R I T I E S

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© MERCER 2016 9

# 1 . B U I L D D I V E R S E T A L E N T P O O L S

“My company is failing meon the development front”

E M P L O Y E E S

Believe company isdoing enough tokeep their skillsrelevant

25%

“Our emphasis this year will be onbuilding rather than buying talent”

O R G A N I Z AT I O N S

82%Plan to developand promotefrom within

Confident in filling critical roles internally70%Strongly agree they have robust methodsfor identifying high potentialsONLY 25%

Companies focused on developing local leaders inemerging economies

62%

BUT LESS THAN1/3 of employees

Agree their company is actively workingtowards creating a diverse workforce

How would you rate your manager?

“C grade or lower”

What would improve your work situation?

“More/better training”

Employee experience not alignedwith employee needs

Clear difference betweenorganizational goals and actions

© MERCER 2016 10


H I R E S E X I T S

Promotions

Mobileworkforce

54

23

1

6CareerLev el

Understand your current talent flow and what impact certain interventions would have on key populations

ILM maps describe current talent flows for specificpopulations, while predictive modelling can helpidentify actions that impact talent pool trajectories

L E V E R A G E A N A LY T I C S F O R C U R R E N T & F U T U R E M O D E L I N G

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

F O C U S D E V E L O P M E N T O N P O P U L AT I O N S A N D I N - D E M A N D S K I L L S

Inspirational leadership, coaching, analytical skills, design thinkingand a global mindset are most in-demand, according to bothemployers and employees

Sponsor individuals into ‘opportunity’ roles and look to non traditionaldevelopment strategies to help underrepresented groups thrive

• Embrace the broader talent ecosystem and be creative in talent sourcing• Increase the use of internal mobility for development assignments• Incentivize & reward managers to be talent scouts, talent developers

and talent exporters

© MERCER 2016 11


B R O AD E NT R AD I T I O N A L

V I E W S O F T H EL AB O R M AR K E T

B U I L DI N N O VAT I V ES O U R C I N G

S T R AT E G I E S

F O C U S O NB U I L D I N G

I N - D E M A N DS K I L L S

L E V E R AG EAN ALY T I C ST O E N AB L E

TAL E N T P O O L ST O T H R I V E


ARCHITECTCOMPELLING

CAREERS

SIMPLIFYTALENT

PROCESSES




© MERCER 2016 12

© MERCER 2016 13

“Coaching is one of thetop 3 in-demand skillsfor managers in thenext 12 months”


# 2 . E M B R A C E T H E N E W W O R K E Q U A T I O N

“My manager does notprovide the tools,coaching and supportI need to improve myperformance”

E M P L O Y E E S

37% Are able to work virtually

Individualization & Consumerization Fair & Transparent Rewards

56% Employees permitted a flexible work schedule

Companies believe that their flexible work practicessupport employee productivity

66%

50%

Companies consider themselves transparentwith respect to pay information66%Employees say the same

50% Focusing on non-monetary recognition this year

Companies use a Total Rewards approach to recognition80%

© MERCER 2016 14


Work / life integration

Managers are at the heart of the equation

What’s important differs by geography

M E R C E R I N S I G H T

COMMUNICATE A CLEAR EMPLOYEE VALUE PROPOSITION

E V P

HELP INDIVIDUALS FIND THEIR NICHE

Raise employee awareness of programs and listen for evolving needsInfluence of consumerization on the workplace is shaping expectations

Provide managers the tools and resources needed tounderstand their employees as individuals

I V PMANAGERS

Examine pay parity in the workplace and reviewreward structures

STRIVE FOR TRANSPARENCY AND PAY EQUITY

FOCUS ON THE INDIVIDUAL

Everyone wants to do meaningful work. How this is done and what ismost important for ‘meaningfulness’ varies around the world

© MERCER 2016 15


C O M M U N I C AT EA C L E AR

E V P

H E L PI N D I V I D U A L SF I N D T H E I R

N I C H E

B U I L D A G R O W T HC U LT U R E F O C U S E DO N D E V E L O P M E N T

& F L E X I B I L I T Y

S T R I V E F O RT R AN S PAR E N C Y

I N R E WAR D S



SIMPLIFYTALENT

PROCESSES



ARCHITECTCOMPELLING

CAREERS

© MERCER 2016 16

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# 3 . A R C H I T E C T C O M P E L L I N G C A R E E R S

“Even though I’m satisfied, I plan toleave in the next 12 months”

E M P L O Y E E S

Satisfied in job butplan to leave dueto lack of careeropportunities

28%

“Our talent pipeline is strong and wehave good processes in place”


70%Confident aboutfilling rolesinternally

Conduct regular career conversations+70%

Say that career path information is available68%of employees agreeONLY 53%

ONLY 56% of employees agree

Intend to add “stepping stone” rolesinto their career architecture

Companies intendingto add job levels

58% 45%

Mobility practices is an area wherelittle change is planned for 2016

Career Frameworks is on the HRagenda -but more urgency is needed

© MERCER 2016 18


Help people uncover their career DNA

MAKECAREERSFUN!

Use real careers to inform paths

Banker

Sales HR

Marketing

Neurosciencegames embeddedin Mercer Match

DESIGN HIGH IMPACT CAREERS


FACILITATE MOVEMENT AND SKILL PROGRESSION

CONTROL VELOCITY

Define your career philosophyto meet business needs for aready-now pipeline andemployees’ needs to feel theyare advancing at the right pace

INSTITUTIONALIZE A CAREER CULTURE

• Define a flexible career framework related to organizational strategy• Ensure people managers see career development as central to their role• Develop “manager as coach” skills around holding career conversations

Provide accessible career information through technology-enabled communicationsEnable robust assessment to link ambition & aptitude with development & promotion

TRANSPARENCY

© MERCER 2016 19


D E S I G NH I G H - I M PA C T

C AR E E RPAT H S

FAC I L I T AT EM O V E M E N T& C AR E E R

P R O G R E S S I O N

E S TA B L I S H A NI N S T I T U T I O N A L

C A R E E R C U LT U R E M AK EC A R E E R S

F U N





ARCHITECTCOMPELLING

CAREERS

SIMPLIFYTALENT

PROCESSES

© MERCER 2016 20

© MERCER 2016 21


# 4 . S I M P L I F Y T A L E N T P R O C E S S E S

E M P L O Y E E S

“Our HR processes failthe test of being simpleand efficient”

“Our Talent processesneed an overhaul”

Over 80% of HR respondentsbelieve change is needed

Only 4% of employeesbelieve their company’s HRprocesses are state of the art

Have concrete plans to change their people strategy, talent acquisition,HR technology and performance management processes in 201686%Career Management and Compensation are lesser priorities

40% Need additional HCM technology to help integrate data fromacross the business

Our new HCM technology implementation offers an ease ofuse not available prior to investment

18%

Employees want consumer-grade,technology-enabled interactions

Managers want processes thatrequire minimal time & effort

Intend to reduce the link between performance ratings and rewards50%Performance ratings are important as they help me to knowwhere I stand and encourage me to improve my performance65%

© MERCER 2016 22


Talent management programsand policies need an overhaul

HR and employees agree

Managing this amount of change will be achallenge for even the most skilled professional.


• Manage employee communication with the same level of focus as customer interactions• Leverage technology to stay connected with talent’s needs and interests

• Evaluate opportunities to reduce duplication, simplify processsteps and automate core talent processes

• Focus on purpose, not process, in Performance Managementand other processes

• Pace the change – tolerance for process tweaking is wearing thin

RE-ASSESS WHICH PROCESSES ADD VALUEDifferent economic conditions, talent availability andbusiness strategies demand a focus on different processesfor successful strategy execution• Step back and re-examine key processes with a view to

improving talent decision making• Build in talent metrics

REDUCE COMPLEXITY AND FOCUS ON SERVICE OPTIMIZATION

REIMAGINE THE EMPLOYEE EXPERIENCE THROUGH TALENT PROCESS INTERACTIONS

© MERCER 2016 23

CLIENTAn international organisation offering specialist medical services around the worldwho has rapidly globalized and diversified its business in recent years.

CHALLENGEWith an increased shortage of specialist medical skills, world sourcing is a realoption. However, slow cumbersome processes are not attracting top talent and theyield from the current recruitment funnel was too slow to meet growth needs.

SOLUTIONAnalysis through an employer and employee lens identified sub-optimal processes

OUTCOME

Focused on 5 key areas:• Building the talent brand• Creating a talent community• Delivering a differentiated

candidate experience• Carefully assessing candidates

against clear criteria• Leveraging talent analytics

Cost savings in two areas:• Recruitment fees – due to less

face to face interviews andhigher success rate frominterview to hire

• Ramp up time – reduction incandidates going through on-boarding training twice

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

Sample outputs

© MERCER 2016 24


R E AS S E S SW H I C H

P R O C E S S E SAR E K E Y

R E I M A G I N EE M P L O Y E E

I N T E R AC T I O N S

R E D U C EC O M P L E X I T Y

F O C U S O NS E R V I C E

O P T I M I Z AT I O N

© MERCER 2016 26

“HR is not viewed as astrategic businesspartner ”


# 5 . R E D E F I N E T H E V A L U E O F H R

“it’s hard for me to getgood answers andinformation from HR

E M P L O Y E E S

Only 4% of HR professionalssay HR is a strategic partner

Gaps in HR service deliveryand lack of key data impactsperceptions of HR

Big Data was one of the top fiveworkforce trends impacting in 2016

Climate of skepticism about theimpact of the HR function

of companies have the ability to leverage predictive analytics10%Can do ‘cause and effect’ analyses of key workforce trendsagainst business objectives

Shift in what businesses value from HR from static HR metrics andreview-based processes, towards dynamic HR insights and futurefocused activity such as workforce planning and career management

36%Technology investment is outpacing spend on HR trainingand development. The gap is leaving HR ill-equipped.

üDedicated Analytics functionüBetter quality of data and integrated systemsüSkills in handling unstructured data and causal analysis

59%

# 5 . R E D E F I N E T H E V A L U E O F H R

H I G H

H I G H

L O W

L O W

S T R AT E G I CVAL U E

CO

MP

LE

XIT

Y

H I G H LYE F F I C I E N T

H I G H LYI M PA C T F U L

Workforce Insights

Organization DesignWorkforce Planning

Change ManagementSuccession Management

Performance ManagementTalent Management

Leadership Coaching and Development

HR Metrics

Candidate Sourcing and SelectionTotal Rewards Design

Workforce AdministrationEmployee DataRecordkeeping

Vendor ManagementEmployee Relations

HR Technologies and Social Media

HR Strategy

WHERE DO YOU WANT YOURHR RESOURCES TO SPENDTHEIR TIME?

Employee Help Desk

H O W D O W E A C C E L E R A T E T H E T A L E N T E N G I N E ?M E R C E R ’ S 2 0 1 6 T A L E N T T R E N D S S T U D Y



ARCHITECTCOMPELLING

CAREERS

SIMPLIFYTALENT

PROCESSES


· Expand the use of analytics to identify talent flowopportunities and pinpoint key drivers of change

· Rethink talent acquisition through innovativesourcing strategies, informed skill matching, andnew worker profiles

· Build for tomorrow via experience-baseddevelopment interventions focusing on diversepopulation pools and emerging competencies

· Recognize “one size fits one” and build agrowth culture that supports flexibility,development and autonomy

· Create an environment where employeesfeel valued and have transparency aroundpay, feedback and progression

· Rethink how managers are incentivizedto identify, develop, and export talent

· Design career frameworks to reconcile theorganization’s succession needs & individuals’expectations of career direction and velocity

· Stimulate talent movement in intentional andsystemic ways by making careers fun andfocusing on mobility & development programs

· Enable managers to hold meaningful careerconversations with their employees

· Challenge existing talent managementprocesses and technology to reduceduplication – aim for short and intuitive

· Align performance managementfundamentals with the organization’sbusiness model and rewards philosophy

· Reimagine employee interactions topromote a positive brand experience

· Reassess how the HR function delivers HR operations, strategic talent insights and the employee experience

· Commit to investing in HR capability building, specifically around analytics, workforce planning and strategic partnering skill

· Establish the vital role of managers and executives in promoting a Talent-driven environment and sponsoring change

© MERCER 2016 28


Q U E S T I O N S

C O M M E N T S

© MERCER 2016 30

B E P A R T O F T H E D I S C U S S I O N

P L E A S E J O I N U S AT T H E S E U P C O M I N G E V E N T S• C A R E E R A R C S H O W C A S E S : J U N E

• W E B C A S T O N H R T R A N S F O R M A T I O N : J U L Y 1 3

• W E B C A S T O N H R I S R E S E A R C H : J U L Y 2 7

• H R T E C H N O L O G Y C O N F E R E N C E & E X P O : O C T O B E R 4 - 7

F U L L D E T A I L S O N H O W T O P A R T I C I P A T E W I L L F O L L O W T H I S W E B C A S T

© MERCER 2016 32

C A R E E R S I N A C T I O N A T A M U L T I N A T I O N A L B A N K

CLIENTMultinational financial institution with retail banking, wealth management, and insuranceoperations had been successful in internal mobility and promotion within departments/functions but was struggling to deliver on career moves across the organization.

CHALLENGEMercer helped to facilitate movement by developing a career framework with technical andbehavioral competencies. Information on vertical & horizontal career pathways, along withcase study vignettes, helped bring career opportunities to life. Information was disseminatedvia a mobile-enabled employee portal.

MERCER SOLUTION

OUTCOME

• Reinforced careers as a priorityacross the organization, especiallywith business leaders.

• Raised awareness of careeroptions, particularly in technicalareas. Over 50% of employees inthe target group were using theportal within a few months oflaunch.

Careers i s ourNumber One pr ior i ty

”“Sample outputs

Global Head,Investment Banking division

WEBCAST: MERCER GLOBAL TALENT TRENDS · Career Management and Compensation are lesser priorities...

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