As AI Shapes the Future of Work, Employers Focus on Human Skills and Employees Crave Jobs with Purpose
24 4월 2018 - 10:00PM
Business Wire
Mercer’s new Global Talent Trends Study identifies the top five
workforce trends for 2018
After years of talking about disruption, executives are
determined to turn talk into action. According to Mercer’s 2018
Global Talent Trends Study – Unlocking Growth in the Human Age, 91%
of US companies have innovation on their core agenda this year and
95% are planning organization design changes. At the same time,
employees are seeking control of their personal and professional
lives, with more than half asking for more flexible work options.
As the ability to change becomes a key differentiator for success
in a competitive global climate, the challenge for organizations is
to bring their people along on the journey, especially as a top ask
from employees is for leaders who set clear direction.
“This year we saw palpable excitement from executives about
shifting to the new world of work. They are pursuing an agenda of
continuous evolution – rather than episodic transformation – to
remain competitive,” said Ilya Bonic, President of Mercer’s Career
business. “They recognize that it’s the combination of human skills
plus advanced digital technology that will drive their business
forward.”
In pursuit of new technologies, executives must focus on the
“human operating system” to power their organization. Mercer’s
study identified five workforce trends for 2018: Change@Speed,
Working with Purpose, Permanent Flexibility, Platform for Talent,
and Digital from the Inside Out.
Change@Speed: How companies prepare for the future of
work depends on the degree of disruption anticipated. Those
expecting the most disruption are working agility into their model
and placing bets on flatter, more networked structures (27% are
forming more holacratic work teams). Placing power in the hands of
individuals makes it critical to build capacity and readiness
early. However, HR leaders feel less prepared to reskill existing
employees (51% are confident that they can do this well) than to
hire from the outside (72%). As just more than half (53%) of
executives predict at least one in five roles in their organization
will cease to exist in the next five years, being prepared for job
displacement and reskilling is critical for organizational
survival. Yet, only 49% of companies are increasing access to
online learning courses and even fewer (28%) are actively rotating
talent within the business.
Working with Purpose: Three-quarters (76%) of thriving
employees, those who feel fulfilled personally and professionally,
say their company has a strong sense of purpose. To find purpose,
employees crave movement, learning, and experimentation. If not
received, they will look for it elsewhere – 34% of employees in the
US satisfied in their current job still plan to leave due to a
perceived lack of career opportunity. In addition to purpose, the
new value proposition includes health and financial wellbeing.
Employees on average spend 9 work hours per week worrying about
financial matters, yet only 27% of companies have policies in place
to address financial health. Fairness in rewards and succession
practices are also top of mind – only 54% of employees say their
company ensures equity in pay and promotion decisions.
“Organizations that help employees worry less about basic security
needs and invest more energy on their career aspirations will be
rewarded with a workforce that has more pride, passion, and
purpose,” said Mr. Bonic.
Permanent Flexibility: Individuals are vocal in their
expectations of work arrangements that put them in control of their
personal and professional lives. Employees want more flexible work
options, and organizations are listening – 79% of executives view
flexible working as a core part of their value proposition. Only 3%
of HR consider themselves industry leaders when it comes to
enabling flexibility and 41% of employees fear that choosing
flexible work arrangements will impact their promotion prospects.
“The lack of flexible work arrangements hurts women and older
workers disproportionally, leading to absenteeism, lower energy
levels, and burnout,” said Mr. Bonic. “As the skills gap widens and
human competencies become more important, making sure that a
diverse pool of talent can participate in the workforce at all life
stages is both a business and a societal imperative.”
Platform for Talent: Given 92% of executives in the US
expect an increase in the competition for talent, organizations
realize they must expand their talent ecosystem and update their HR
models for a digital age. The time is now – almost two in five
companies plan to “borrow” more talent in 2018 and 78% of employees
would consider working on a freelance basis. “Gaining greater
access to talent through a broader ecosystem is part of the
solution. Companies also need to deploy talent faster and with
precision to unlock the potential of their workforce,” said Kate
Bravery, Global Practices Leader in Mercer’s Career business.
“Adopting a platform mentality to talent requires a radical mindset
shift, embracing the notion that talent can be accessed for the
benefit of all rather than ‘owned’ by one manager, department,
function, or even organization.” Executives agree, reporting that
improving the ability to move jobs to people and people to jobs is
one of the top two talent investments that would have the most
impact on business performance this year, alongside enhancing the
employee experience.
Digital from the Inside Out: Despite improvement over
last year, companies in the US lag on delivering a consumer-grade
experience. While scoring the third highest in the study after
India and the UK, still only 23% consider themselves a digital
organization today. While 67% of employees say that
state-of-the-art tools are important for success, just 56% say they
have the digital tools necessary to do their job and only 43% have
digital interactions with HR. Business leaders are confident in
HR’s ability to be a strategic partner in setting the course for
the future, with 74% of executives reporting that HR aligns people
strategy with the strategic priorities of the business. “In
turbulent times there is a tendency to hold on to the rafters.
Intuitively, we know success involves riding the crest of change
and this requires a healthy risk appetite and a willingness to
break and re-make talent models,” said Ms. Bravery. “When we are
living digitally, working flexibly, and being rewarded uniquely, we
will unlock growth in the Human Age.”
Mercer’s study shares insights from over 7,600 senior business
executives, HR leaders, and employees from 21 industries and 44
countries around the world. The report assesses the new drivers of
the future of work, identifies critical disconnects concerning
change, and makes powerful recommendations to capture growth in
2018.
For more information or to request the full 2018 Global Talent
Trends Study, visit http://www.mercer.com/global-talent-trends.
About Mercer
Mercer delivers advice and technology-driven solutions that help
organizations meet the health, wealth and career needs of a
changing workforce. Mercer’s more than 22,000 employees are based
in 44 countries and the firm operates in over 130 countries. Mercer
is a wholly owned subsidiary of Marsh & McLennan Companies
(NYSE:MMC), the leading global professional services firm in the
areas of risk, strategy and people. With nearly 65,000 colleagues
and annual revenue over $14 billion, Marsh & McLennan helps
clients navigate an increasingly dynamic and complex environment.
Marsh & McLennan Companies is also the parent company of
Marsh,which advises individual and commercial clients of all sizes
on insurance broking and innovative risk management solutions; Guy
Carpenter, which develops advanced risk, reinsurance and capital
strategies that help clients grow profitably and pursue emerging
opportunities; and Oliver Wyman, which serves as a critical
strategic, economic and brand advisor to private sector and
governmental clients. For more information, visit www.mercer.com.
Follow Mercer on Twitter @Mercer.
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For MercerStacy Bronstein, +
1-215-982-8025Stacy.Bronstein@mercer.com
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