Mercer global talent trends 2019

MERCER GLOBAL TALENT
TRENDS 2019
Connectivity in
the Human Age

S P E A K E R F O R T O D A Y ’ S S E S S I O N
Copyright © 2019 Mercer
https://m.youtube.com/watch?v=8w-pQ6y9TXI
MERCER ES UNA FUERZA
GLOBAL CON MÁS DE
22,000 INDIVIDUOS ÚNICOS
APASIONADOS POR
POTENCIAR LA SALUD,
RIQUEZA Y CARRERA DE
110 MILLONES DE
PERSONAS A NIVEL
MUNDIAL.
ESTAMOS UNIDOS POR UN
MISMO PROPÓSITO: CREAR
MEJORES VIDAS PARA EL
MAÑANA A TRAVÉS DE
ACCIONES TOMADAS HOY.
Gabriel Regalado
CEO Mercer Perú
+51 941 521 770
gabriel.regalado@mercer.com

c
820
C-suite
executives
1,644
HR
professionals
4,858
employees
Gen Y are most
concerned that their
jobs will be replaced
by AI/automation
CHRO or
Executive
title
50%
Companies
Growth
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

c
Australia 84%
China 63%
Hong Kong 82%
Singapore 94%
Brazil 88%
France 94%
Italy 70%
UK 71%
Canada 77%
Germany 98%
Mexico 82%
USA 65%
South Africa 78%
Middle East 75%
Japan 80%
India 88%
% C-suite anticipating significant
disruption over the next 3 years
Consumer Goods
Healthcare
Energy
Financial Services
Insurance
Technology
Automotive
Life Sciences
Retail
% C-Suite reporting their company
offers a fully digital employee
experience
<10% 10-20% 20+%
I N P U T F R O M 1 6 G E O G R A P H I E S A N D 9 I N D U S T R I E S

Talent migration
Talent Migration concerns
have doubled since last year
2018 Today
x2
C - S U I T E C O N C E R N S E N T E R I N G 2 0 1 9
Top socioeconomic concerns
• Cyber security (50%)
• Strength of emerging markets (45%)
• Regionalization / on-shoring (44%)
• Changes in business regulations (44%)
Top workforce concerns
• Digital work experience (48%)
• Talent diversity (46%)
• Automation and AI (42%)
• Gig economy (42%)
Regional call-outs
United States
Diverse talent pool is #1,
followed by changing
employee expectations
and skills shortages
UK, Singapore,
Italy, Canada
Skills shortages is #1
Germany
Aging workforce is the
primary concern
AMEA
Concerned about
how to leverage the
gig economy

Top drivers of industry disruption
Industry consolidation
Threat of new competition
Technology transformation
Rising customer expectations
Changes in global trade policies
Expanding markets
47%
56%
55%
50%
49%
48%
H O W T H E 4 T H I N D U S T R I A L R E V O L U T I O N I S C H A N G I N G W O R K
of executives
anticipate
industry
disruption in
the next 3 years
(up from 26% in
2018)
73%

SHAPE
• 79% of executives believe that
contingent workers will
substantially replace full-time
employment by 2022
• 60% of companies plan to
automate more work this year
SIZE
• 3 in 4 executives believe 20+%
of current jobs will cease to exist
(1 in 3 predict more than 30%)
• The WEF anticipates that AI
may deliver up to 58M new jobs
SKILLSET
• Many jobs in the future will
require greater cognitive maturity
• Employees say creative thinking
and technology skills will be
most critical for the future
H O W T H E 4 T H I N D U S T R I A L R E V O L U T I O N I S C H A N G I N G W O R K

Aligning Work to
Future Value
Building Brand
Resonance
Curating the Work
Environment
Delivering Talent-
Led Change

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%
HR’s confidence also grew
significantly this year
Most notably in their ability to:
• Identify jobs that will be disrupted
• Determine skills that will change
due to automation
Areas of opportunity persist around:
• Reskilling workers whose roles are
impacted by automation
• Providing outplacement services for
displaced workers
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

#1
Executives believe the highest
ROI on talent investment will
come from redefining jobs to
better deliver value
65%
The majority of employees
across all regions and industries
want a clearly defined job
description
43% More HR leaders are focused
on redesigning jobs this year
This year, high-performing organizations report
a greater focus on job redesign:
4x
High-growth organizations are
To fully unlock potential, you need
an integrated HR approach
more likely to have an
integrated people strategy
W H I C H A R E A S O F T A L E N T I N V E S T M E N T W I L L M A K E T H E
B I G G E S T D I F F E R E N C E T O B U S I N E S S P E R F O R M A N C E ?

J O B S A R E P A R T O F T H E E Q U A T I O N , B U T T A L E N T N E E D T H E S K I L L S
T O D E L I V E R T H E F U T U R E O F J O B S
59%
Employee-directed
learning opportunities
55%
Formal re-skilling programs
directed at specific groups of
employees
50%
Informal hands-on opportunities
for employees to learn
new/additional skills
What types of re/upskilling
programs are in place today?
New jobs, new skills
Companies are investing a
median of US$1,000pp
in reskilling
What are the barriers
to reskilling, according to HR?
“Reskilled talent will leave”46%
“We can’t keep pace with ever-
changing skill needs”
35%
Do not know what talent/skills
we have today
32%
Do not know who has the
potential to be effectively reskilled
31%

An employer’s value proposition should be
multi-faceted – just like the talent that contributes
to an organization’s success
In a transparent world, the consumer brand and
employee brand are one and the same –
authenticity is critical
Attractiveness is a two-way street. A deal’s appeal
can be diminished by negative perceptions of the
brand or an inability to uphold brand values
W H A T I S U N D E R L Y I N G T H E T R E N D O F B R A N D R E S O N A N C E ?

Employees say they feel a primary
sense of belonging to their company
Thriving employees are 2.7 times more likely to feel a
primary sense of belonging to their company
To your company
To a function
To an industry
To your client
21%
14%
13%
5%
To a profession
To your
department
To co-workers
To your manager
17%
13%
12%
4%
M O V I N G F R O M B U Y, B U I L D , B O R R O W T O B E L O N G I N G
84% 53% 44% 60%
Build Buy Borrow Automate
PERCENTAGE INCREASE
Social personas and business
personas are merging

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
Top 6 reasons for joining
Job security
Career
opportunities
Competitive
pay
Development
opportunities
Meaningful
work
More
interesting
work
11%
10%
10%
7%
7%
6%
Top 6 reasons for staying
Job security
Medical
benefits
Development
opportunities
Flexible
schedule
Competitive
pay
Career
opportunities
26%
20%
20%
20%
19%
18%
Top 6 reasons for leaving
Competitive
pay
Manager
Job security
More
interesting
work
Career
opportunities
Development
opportunities
11%
9%
7%
7%
7%
6%
#2
#1
#5
#1
#4
#10
#2
#6
#10
HR view HR view HR viewEmployee view Employee view Employee view

GENDER GENERATION LEVEL
Job
security
Flexible
hours
Convenient
location
Time off
Professional
development
Health benefits
Meaningful
work
Competitive
pay
Fun work
environment
Advancement
opportunities
Interesting/
varied work
Job
security
Flexible
hours
Convenient
location
Time off
Professional
development
Health benefits
Meaningful
work
Competitive
pay
Fun work
environment
Advancement
opportunities
Interesting/
varied work
Job
security
Flexible
hours
Convenient
location
Time off
Professional
development
Health benefits
Meaningful
work
Competitive
pay
Fun work
environment
Advancement
opportunities
Interesting/
varied work
Gen Y Gen X Baby BoomerMale Female
Individual
contributor
All managerial
levels
W H Y D O T H E Y S T A Y ?

Executives are increasingly aware of
consumer interest in ethical
products and social responsibility
ETHICS
of companies are currently
using some form of AI in
HR processes
88%
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

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 ?

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

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%
ADAPTIVE WORKING THROUGH FIVE LENSES:

C U R A T I N G C A R E E R S – W H A T E M P L O Y E E S S A Y I S I M P O R T A N T
Here you can see what employees rate as strong
vs important in terms of career support
15
EMPLOYEES
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
HR
13 11 9 7 5 3 1
Access to career path information
Opportunity to grow
'Always on' learning
Knowledge of future-important / obsolete skills
Good sense of skills/skill gaps
Defined skills for career advancement
Future-focused training
Trusted colleague for career advice
Regular career conversations
Digital training support
Measures to fill open roles with internal talent
Career information outside my department
Short-term projects for skill building
Lateral moves
Some roles only open to select employees
Top things HR
provides to support
careers
82% - A career portal with
pathing information
79% - Training content
aligned to future needs
77% - Lateral moves for
development purposes
76% - Always-on
learning opportunities

W H Y D O E S C H A N G E N E E D T O B E “ T A L E N T - L E D ” ?
Depression/anxiety increased by 54% and 42%,
respectively, between 1990 and 2013
Workers say they are often or always exhausted due to work
In the U.S., 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…2019 TOP 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%
of companies using
predictive analytics
(up from 9% in 2018)
12%
H U M A N R I S K S , H U M A N A G E N D A

Chatbots for
employee
self-service
41% 40%
AI to identify
employees at
risk of leaving
39%
AI to recommend
job openings and/
or career paths to
employees
38%
AI as part of
the performance
management
process
38%
AI to customize
compensation
or improve pay
benchmarking
Top “AI in HR” investments for 2019
Executives’ number one workforce concern this year is
meeting employees’ expectations for a consumer-grade digital experience
TOWARDS AN
INTEGRATION
MODEL
Build service
model around
value creation
Leverage automation
and plan for future
automation
Revisit relevance of
governance model
Identify talent analytics
that drive value
R E T H I N K T H E H R L I F E C Y C L E A N D E M B R A C E D I G I T A L H R

O U R T R A N S F O R M A T I O N A P P R O A C H
Role of HR
Companies where HR
is a significant
contributor to business
transformation have
more effective human
capital risk mitigation
strategies
HR Core
2019 process redesign efforts focused on
talent acquisition & career management
HR Admin
48% of companies plan to increase the
number of functional staff per head
as they grow the business
Simplifying
the work experience
is exec’s 2nd people priority
60%
of companies plan
to increase automation
HR
Strategy
31% of HR leaders
very confident strategy
will deliver future needs
Process
Orientation
1 in 3 employees say
it takes 1+ hour to do
straightforward HR
tasks (e.g., time off)
Lean
Improving HR efficiency
is the #1 area for business
technology investments
Agile
30% of executives describe
their organization as
change agile
Focused
45% of executives strongly
agree that HR is effective in
aligning people strategy with
strategic business priorities

MOVING TOWARDS THE
FUTURE OF WORK

• Accelerate digital transformation
• Make it easy to experiment & innovate
• Ensure a respectful work environment
• Water-test the TVP and adjust as needed
• Flatten organizational structures
• Focus on the onboarding experience
• Empower managers to support careers
• Deliver tools to do work efficiently
• Engage in regular scenario planning
• Design an integrated people strategy
• Ensure HR has a leading role in design
• Focus on speed of decision making
The TraditionalistThe Change AgentThe Revolutionizer
W H E R E Y O U F O C U S D E P E N D S O N W H E R E Y O U A R E T O D A Y

IT’S ALL ABOUT CONNECTIVITY
IN THE HUMAN AGE

Mercer global talent trends 2019

Mercer global talent trends 2019

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