Mercer’s 2019 Global Talent Trends
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
three-quarters (73%) of executives predict significant disruption
in the next three years, compared to 26% 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
one in three 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 one of the top three
reasons employees joined their company, and the main reason they
stay. Yet, one in three employees are concerned that AI and
automation will replace their job. The way to help employees feel
secure is to foster the 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 – 60% of companies plan to
automate more work in the next 12 months. At the same time, the
C-suite names job redesign as the area of talent investment with
the highest potential for return on investment, and 65% of
employees are asking for more clearly defined responsibilities. The
challenge for HR is to build an integrated people strategy (an
approach deployed four 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
only 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 – 68% of high-growth
organizations differentiate their TVP to different groups (such as
contingent workers), compared to 47% 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 (78% vs. 18%).
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 three times
more likely to work for an organization that enables quick
decision-making (81% vs. 26%) and that provides tools and resources
for them to do their job efficiently (82% vs. 30%). Personalized
and simplified professional development plans are an ask from
employees – more than half (56%) 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 54% 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 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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Andrew Davy+65 8163 8511andrew.davy@mercer.com
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