《2017年全球人才趋势报告（英文）-29页》由会员分享，可在线阅读，更多相关《2017年全球人才趋势报告（英文）-29页（28页珍藏版）》请在金锄头文库上搜索。
1、H E A L T H W E A L T H C A R E E R MER C ER GLOB A L TA LEN T TR EN D S STU D Y 2017 E M P O W E R M E N T I N A D I S R U P T E D W O R L D MERCER 2017 DAVID WREFORD Workforce Rewards Practice Leader, Europe O U R S P E A K E R S T O D A Y SUSANNAH HINES Employee Engagement and Communication Pract
2、ice Leader, UK KATE BRAVERY Global Practices Leader NATALIE JACQUEMIN Talent Strategy Practice Leader, Europe I M P E N D I N G W O R K P L A C E D I S R U P T I O N AU TO M AT I O N / R O B O T I C S G L O B AL I Z AT I O N 3 D P R I N T I N G D I G I TAL I Z AT I O N M AC H I N E L E AR N I N G ME
3、RCER 2017 A N E W S O C I O - D E M O G R A P H I C S T R U C T U R E M U LT I C U LTU R AL I S M AD VAN C E S I N F E R T I L I T Y L O N G E V I TY R I S E O F T H E F R E E AG E N T D I G I TAL S O C I AL W O R L D 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
4、O R L D O R D E R Give me a clear path to promotion and help me thrive at work Help me plan for an unknown future, while mitigating expense risk MERCER 2017 A B O U T M E R C E R S 2 0 1 7 G L O B A L T A L E N T T R E N D S S T U D Y 37 countries MERCER 2017 5,400+ employees 1,700+ HR professionals
5、 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 Telecom
6、munications Utilities Aging workforce Technology at work Talent scarcity M A C R O T R E N D S I M P A C T I N G T H E W O R L D O F W O R K FORECAST OF TALENT SUPPLY IT Technology Core Operations / Service Delivery Leadership Marketing Sales Administration Finance Legal Sufficient/ Oversupply Under
7、supply Executives see the leadership shortfall more acutely than HR making this the No.1 skill gap for them Leadership WHAT ARE EXECUTIVES MOST CONCERNED ABOUT? D I S R U P T I O N O N T H E H O R I Z O N Strength of emerging market economies Change in labor regulations Change in border control MERC
8、ER 2017 GROWTH BY DESIGN THE QUEST FOR INSIGHT A SHIFT IN WHAT WE VALUE M E R C E R T A L E N T T R E N D S 2 0 1 7 : K E Y F I N D I N G S A WORKPLACE FOR ME MERCER 2017 AT T R A C T I N G & R E TA I N I N G TOMORROWS TALENT B U I L D I N G F O R A N U N K N O W N FUTURE C U LT I VAT I N G A T H R
9、I V I N G W O R K F O R C E 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% Digit
10、al 77% On digital journey ORGANIZATIONS CONSIDERING THEMSELVES DIGITAL TODAY 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 o
11、rganization 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 201
12、7 of companies plan to change their job evaluation method this year in response to the changing workplace 50% G R O W T H B Y D E S I G N : W H A T D O E S T H I S M E A N F O R J O B S ? HOW COMPANIES ARE REDEFINING THE LANDSCAPE 1. Establishing a consistent job architecture aligned with the new st
13、ructure 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 MERCER 201
14、7 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 control for management More focus on sales & delivery, less on management Salaried workforce will be confined to management KB&MA FORCES
15、 OF CHANGE 2016 focus on learning 2017 pay and opportunity for promotion A S H I F T I N W H AT W E VA L U E MERCER 2017 PAY DISCLOSURE & TRANSPARENCY RESPONSIBLE LEADERSHIP UNCERTAINTY AND VOLATILITY A COMPELLING CAREER PROPOSITION MA A S H I F T I N W H AT W E VA L U E MERCER 2017 97% of employees want to be recognized and rewarded for a wide range of contributions of companies plan to make changes to increase transparency of executive pay 83% W H AT W O U
