Organizations Investing More in Talent, But Is It Paying Off?
12 3월 2013 - 10:00PM
Business Wire
Talent is the key to success in today’s global economy, but as
organizations increase their investment in human capital many of
them question whether it is paying off. According to Mercer’s new
Talent Barometer Survey, 60% of organizations worldwide report
increasing their investment in talent in recent years. However, a
much smaller percentage of respondents, 24%, say their plans are
highly effective in meeting immediate and long-term human capital
needs.
Additionally, 77% of those surveyed by Mercer have a strategic
workforce plan in place. But when asked whether it is part of their
longer-term strategy, only 12% said they had plans that extended
for five years or more.
“Effective workforce planning is an essential part of
positioning talent as a strategic asset and maintaining a
competitive business advantage,” said Julio A. Portalatin,
President and CEO of Mercer. “With the information and data
analytics available today, employers can measure and manage their
talent like never before. The question is whether the increased
attention and efforts deliver the intended results. Outperformance
requires a blend of innovative solutions and a fact-based approach
to managing talent.“
Mr. Portalatin and other Mercer leaders presented the Talent
Barometer Survey findings and discussed talent challenges at the
recent World Economic Forum’s 2013 Annual Meeting in
Davos-Klosters, Switzerland.
Mercer’s Talent Barometer Survey, which assesses the
effectiveness of workforce practices in driving the short- and
long-term success of organizations’ talent plans by region and
industry, includes responses from HR and talent management
executives at more than 1,260 organizations around the globe. The
organizations surveyed vary in size from fewer than 1,000 employees
to more than 10,000 employees (including government and
not-for-profit organizations) and represent a wide variety of
industries. The survey identifies a number of innovative practices
that are characteristics associated with effective workforce
plans.
Accelerating talent effectiveness
Mercer’s Talent Barometer research also explores key
accelerators of talent effectiveness – education, health and
wellness, and career experience – and their impact on successful
workforce practices.
Significantly, more than half (57%) of the organizations
surveyed are not confident that educational institutions will
generate the talent needed by their businesses today. The sentiment
among respondents does not improve even when they are looking out
as far as five years from today.
“This lack of qualified talent is a real concern for employers
and one that requires a multi-stakeholder approach to solving. We
have found companies that are most optimistic about the future are
actively involved in shaping it,” said Pat Milligan, Region
President at Mercer and member of The World Economic Forum’s Global
Agenda Council on Education and Skills. As a result of this
educational gap, the survey shows organizations are employing
internships, apprenticeships, and teaching high-demand skills in
secondary and tertiary institutions.
As for health and wellness, Mercer’s survey finds that less than
half of organizations worldwide actively apply the basic elements
of a health management program, such as ensuring a healthy
workplace and establishing health-related policies and procedures
(as reported by 48% and 44% of organizations, respectively). Less
than one-third (31%) actively use a formal, written multi-year
strategic plan for health and wellness. “The research suggests a
strong link between employers’ focus on health and wellness and
employee engagement and productivity. This means that employers are
missing out on one of the greatest tools available to enhance their
strategic workforce plans,” said Dave Rahill, President, Mercer
Health & Benefits.
The Talent Barometer research also confirms that encouraging
diverse career experiences and opportunities for growth which allow
talent to excel is an essential part of workforce planning.
According to Mercer’s survey, organizations globally take the issue
of career experience seriously, with the majority (80%) conducting
regular (annual or semiannual) talent reviews. However, far fewer
actively employ other actions that enhance talent availability and
quality, such as assessing supply and demand of critical talent,
putting a strategic succession plan in place and developing
programs for high-potential employees.
For more information about Mercer’s Talent Barometer Survey,
please visit our website at www.mercer.com/talentbarometer.
About Mercer
Mercer is a global consulting leader in talent, health,
retirement and investments. Mercer helps clients around the world
advance the health, wealth and performance of their most vital
asset – their people. Mercer’s 19,000 employees are based in more
than 40 countries. Mercer is a wholly owned subsidiary of Marsh
& McLennan Companies (NYSE: MMC), a global team of professional
services companies offering clients advice and solutions in the
areas of risk, strategy and human capital. With 53,000 employees
worldwide and annual revenue exceeding $11 billion, Marsh &
McLennan Companies is also the parent company of Marsh, a global
leader in insurance broking and risk management; Guy Carpenter, a
global leader in providing risk and reinsurance intermediary
services; and Oliver Wyman, a global leader in management
consulting. For more information, visit www.mercer.com. Follow
Mercer on Twitter @MercerInsights.
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