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  • © MERCER 2017

    H E A L T H W E A L T H C A R E E R

    F U T U R E O F W O R K

    Milan Taylor

    Partner, Mercer

  • © MERCER 2017

    G E O P O L I T I C A L V O L AT I L I T Y

    http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwj1s6fs5o3TAhXLDxoKHfq4DnEQjRwIBw&url=http://www.newsweek.com/trump-presidency-more-dangerous-brexit-report-437680&bvm=bv.151426398,d.d2s&psig=AFQjCNHvx2VImIeGiScPEBDUXxsoeufbUQ&ust=1491498443767510 http://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=&url=http://www.cbsnews.com/news/vladimir-putin-says-russias-military-is-stronger-than-any-potential-foe/&bvm=bv.151426398,d.d2s&psig=AFQjCNHYqW5Hdf7FqVaFIGD-zyNXJFc4QQ&ust=1491498710677565

  • © MERCER 2017

    G L O B A L T R E N D – N O T J U S T U S

    What is on our

    employees’ minds?

  • © MERCER 2017

    W E FAV O U R O U T S P O K E N P O L I T I C I A N S

    64%

    79%

    79%

    79%

    74%

    72%

    71%

    70%

    68%

    66%

    66%

    64%

    64%

    64%

    60%

    59%

    59%

    58%

    57%

    53%

    51%

    49%

    47%

    Total

    Argentina

    Hungary

    Israel

    Spain

    Peru

    Poland

    France

    South Korea

    Belgium

    India

    Mexico

    Germany

    Great Britain

    United States

    Australia

    Italy

    Sweden

    Canada

    Turkey

    Brazil

    South Africa

    Japan

    Strongly Agree/Tend to Agree

    Q10 Politicians should be able to say what’s on their minds regardless of what anyone else thinks about their views

  • © MERCER 2017

    W E W O R R Y A B O U T B R E A K I N G R U L E S

    49%

    80%

    69%

    68%

    66%

    66%

    65%

    60%

    54%

    51%

    50%

    50%

    48%

    42%

    42%

    41%

    41%

    40%

    39%

    36%

    35%

    23%

    21%

    Total

    France

    Israel

    Italy

    South Korea

    Turkey

    India

    Poland

    Belgium

    Peru

    Australia

    Great Britain

    Brazil

    South Africa

    Hungary

    Mexico

    Canada

    United States

    Japan

    Argentina

    Spain

    Sweden

    Germany

    Strongly Agree/Tend to Agree

    Q10 To fix [country], we need a strong leader willing to break the rules

  • W H E R E I S O U R O P T I M I S M ?

  • © MERCER 2017

    W H AT D O E S I T A L L M E A N ?

    1

    2

    3

    World is round Internet and MNCs are making us all more global

    World is diverse Not one global village, but many local villages

    World is changing We are looking for new answers

  • © MERCER 2017

    A U T O M AT I O N / R O B O T I C S

    G L O B A L I Z AT I O N

    3 D P R I N T I N G

    D I G I TA L I Z AT I O N

    M A C H I N E L E A R N I N G

    D I S R U P T I O N T O W O R K

  • © MERCER 2017

    Source: Future of Jobs Report, World Economic Forum

    G R O W T H D E C L I N E

    +492

    +0.70%

    Business and Financial Operations

    +416

    +0.97% Management

    +405

    +3.21%

    Computer and Mathematical

    +339

    +2.71%

    Architecture and Engineering

    +303

    +0.46% Sales and Related

    -4,759

    -4.91% Office and

    Administrative

    -1,609 -1.63%

    Manufacturing and Production

    -497 -0.93%

    Construction and Extraction

    -151

    -1.03%

    Arts, Entertainment and Media

    -40

    -0.15% Installation and

    Maintenance

    Over 7.1 million jobs lost and 2 million jobs created

    G L O B A L E M P L O Y M E N T O U T L O O K

    (JOBS CHANGE IN THOUSANDS, 2015-2020)

    D I S R U P T I O N T O W O R K

  • © MERCER 2017

    Skills instability will be high for all

    industries regardless of

    the employment

    outlook

    Only 50% of skills needed today will be applicable in

    2020

    Current stable jobs will require

    different skill sets in just a

    few years

    Current roles are already

    hard to recruit for

    I M PA C T O N S K I L L S

  • © MERCER 2017

    F O U R T H I N D U S T R I A L R E V O L U T I O N

    Lifelong-learning from “education for employment” to “education for employability” and from “job security” to “career security”

    Learnability Learn and teach

    through internships and externships

    Dynamic Re-Skilling Incentivize

    re-education and training among

    existing workforce

    Digitization Promote digital

    fluency

    Innovating the Education Ecosystem

    Developing modern curricula

    Intra- and cross industry collaboration

  • © MERCER 2017

    F O U R T H I N D U S T R I A L R E V O L U T I O N

    Gender-balanced, diverse, inclusive, inter-generational workforce

    Deformalization of Work

    Recognize diversity of work models (on-demand /

    contract / seasonal work, etc.)

    Increased Flexibility

    Agile implementation of

    new regulations

    Adjusting Cultural Norms

    Close the gender gap

    Develop careers for different generations

    Empowerment of the Individual

    Increased Personalization

    Employees treated as customers

  • © MERCER 2017

    FUTURE OF JOBS FUTURE OF TALENT

    R E S P O N D I N G T O T H E N E W W O R L D O R D E R

  • © MERCER 2017

    ABOUT MERCER’S 2017 GLOBAL TALENT TRENDS

    STUDY

    37 countries

    5,400+ employees

    1,700+ HR professionals

    400+ executives

    20 industries Agriculture/Forestry

    Automotive

    Construction

    Consumer Goods

    Education

    Energy

    Financial Services

    Healthcare

    High Tech

    Hospitality

    Insurance/Reinsurance

    Internet Based Services

    Life Sciences

    Logistics/Supply Chain

    Manufacturing

    Mining

    Professional Services

    Retail

    Telecommunications

    Utilities

  • © MERCER 2017

    K E Y TA L E N T T R E N D S I N 2 0 1 7

    GROWTH BY DESIGN

    THE QUEST FOR INSIGHT

    A SHIFT IN WHAT WE VALUE

    A WORKPLACE FOR ME

    A T T R A C T I N G & R E T A I N I N G

    T O M O R R O W ’ S T A L E N T

    B U I L D I N G F O R A N U N K N O W N F U T U R E

    C U L T I V A T I N G A T H R I V I N G W O R K F O R C E

  • © MERCER 2017

    G R O W T H B Y D E S I G N

    A more symbiotic relationship between man and machine will

    emerge

    D I S R U P T I O N O N T H E H O R I Z O N

    DIGITALIZATION

    Business model disruption

    INTERNET OF THINGS

    New ways of working MACHINE LEARNING

    Value creation opportunities

    8%

    Digital

    77%

    On digital journey

    ORGANIZATIONS CONSIDERING THEMSELVES DIGITAL TODAY

    © MERCER 2017

  • © MERCER 2017

    G R O W T H B Y D E S I G N

    ORG. REDESIGN BEING PROPOSED

    C-suite: How are you planning to change your organization design over the next two years?

    Moving support

    functions to

    shared services

    41%

    Flattening the

    organization

    structure

    33%

    Decentralizing

    authority

    31%

    Eliminating roles,

    functions,

    departments

    31%

    WHAT IS DRIVING THIS CHANGE?

    Increased

    innovation

    Reduced

    costs

    Greater

    customer

    intimacy

    Increased

    agility

    Greater

    efficiency

    93% of executives are

    planning a redesign in the next 2 years

  • © MERCER 2017

    G R O W T H B Y D E S I G N

    of companies plan to change their job evaluation

    method this year in response to the changing workplace

    50%

    HOW COMPANIES ARE REDEFINING THE LANDSCAPE

    1. Establishing a consistent job architecture aligned with the new structure

    2. Evaluating who can do jobs (employee, contingent, robotics, algorithms)

    3. Increasing differentiation in the leadership roles that exist

    4. Using science to value emerging roles and define reward eligibility

    5. Quantifying work in terms of experiences with jobs as anchor points

    IMPLICATIONS FOR

    THE FUTURE OF JOBS

    HR: How do you anticipate jobs changing in the next 3 years?

    High value jobs focused on design and innovation

    Broader span of co

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