With More Business Disruption Expected, Making Organizations “Future-Fit” is Top of Mind, New Study Finds
26 2월 2019 - 11:00PM
Business Wire
Mercer’s 2019 Global Talent Trends study identifies four top
trends shaping the future of work
According to Mercer’s 2019 Global Talent Trends study, nearly
two-thirds (65%) of executives in the United States predict
significant disruption in the next three years, compared to 35% in
2018. As executives focus on making their organizations
“future-fit”, significant human capital risks – including the
ability to close the skills gap and overcome employee change
fatigue – can impede transformation progress. Addressing these
concerns is paramount, given that only 37% of executives rate their
company’s ability to mitigate human capital risks as very
effective.
“Over the last few years, organizations have moved from
anticipation to action in preparing for the future of work. But
they risk bewildering people with too much change, ignoring the
values individuals admire, and inundating them with endless
process,” said Ilya Bonic, President of Mercer’s Career
business.
In today’s climate of uncertainty, employees seek stability.
Mercer’s study finds that job security is both one of the top three
reasons that employees join and also stay at their company. Yet,
one in five employees are concerned that AI and automation will
replace their job. The way to help employees feel secure is to
foster human connections. Thriving employees (those prospering in
the areas of health, wealth, and career) are twice as likely to
describe their role as “relationship focused” and their work
environment as “collaborative.”
“The future of work is about connectivity, creating a work
environment that appeals to today’s workforce by building a
coherent sense of identity, sparking connections, and using data to
personalize the experience,” said Kate Bravery, Career Global
Solutions Leader at Mercer.
Mercer’s study identifies four top trends that leading companies
are pursuing in 2019: Aligning Work to Future Value, Building Brand
Resonance, Curating the Work Experience, and Delivering Talent-led
Change.
Aligning Work to Future Value. AI and automation continue
to transform the competitive landscape – 59% of companies in the US
plan to automate more work in the next 12 months. At the same time,
the C-suite names job redesign as one of the top three areas of
talent investment with the highest potential for return on
investment, and 65% of employees prefer more clearly defined
responsibilities. The challenge for HR is to build an integrated
people strategy (an approach deployed nine times more frequently by
high-growth companies) and leverage the right talent analytics to
inform decisions on the future size and shape of the organization –
yet less than one-third of companies have good insights into the
business impact of their buy, build, borrow, and automate
strategies. “The key is aligning jobs and people to where value is
being created, and enabling a mechanism to reward future-fit skills
and behaviors,” said Ms. Bravery.
Building Brand Resonance. What matters to employees and
job seekers is the way a company conducts business and upholds the
values of its brand. In a social, transparent world, the lines are
blurring between a company’s consumer brand and its talent value
proposition (TVP). Successful companies ensure that their brand
resonates with all workforce segments – 63% of high-growth
organizations differentiate their TVP to different groups (such as
contingent workers), compared to 37% of modest-growth companies. An
organization’s total rewards philosophy is one area where brand
values can shine: Thriving employees are four times more likely to
work for a company that ensures equity in pay and promotion
decisions (80% vs. 20%).
Curating the Work Experience. An effective and relevant
day-to-day work experience is essential for retaining top talent.
According to Mercer’s study, thriving employees are nearly four
times more likely to work for an organization that enables quick
decision-making (83% vs. 22%) and twice as likely for one that
provides tools and resources for them to do their job efficiently
(86% vs. 35%). Personalized and simplified professional development
plans are an ask from employees – more than two-thirds (69%) of
employees want curated learning to help them evolve their skills
and prepare for future jobs. Technology plays a critical role.
High-growth firms are twice as likely as moderate-growth firms to
provide a fully digital experience for employees.
Delivering Talent-led Change. To ensure talent is at the
center of change, HR should have a voice in business
transformation. This year’s study found 61% of HR leaders involved
in planning the rollout of major change projects and 60% involved
in executing those plans. But, only two in five HR leaders
participated in the idea generation stage of transformation
initiatives. HR sees employee morale as a significant barrier to
making changes stick: “Employee attrition” and a “decline in
employee trust” are two of the top four challenges in the year
ahead. “These findings point to the need for transformation efforts
to focus on people-centered design and better talent metrics to
understand how people are experiencing and embracing change,” said
Mr. Bonic.
Mercer’s 2019 Global Talent Trends study shares insights from
over 7,300 senior business executives, HR leaders, and employees
from nine key industries and 16 geographies around the world. To
download the report, visit
https://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 23,000 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, through its market-leading
companies including Marsh, Guy Carpenter and Oliver Wyman, Marsh
& McLennan helps clients navigate an increasingly dynamic and
complex environment. For more information, visit www.mercer.com.
Follow Mercer on Twitter @Mercer.
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Stacy Bronstein+ 1 215 982
8025Stacy.Bronstein@mercer.com
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