2016年-数据局_美世：2016年全球人才趋势研究_EN_30页_6mb

2016 Global Talent Trends Summary

Core Content

Mercer's 2016 Global Talent Trends study explores the evolving landscape of talent management, emphasizing the need for HR to adapt to the changing expectations of employees and the challenges posed by workforce transformation. The report identifies key trends, priorities, and regional differences that are shaping the future of work and the role of HR in addressing these shifts.

Main Trends and Priorities

1. Talent Scarcity and Rising Competition for Talent

• Talent competition is expected to increase, with 90% of employers anticipating higher competition in 2016.
• Core skills are changing, with over a third of current skills expected to evolve by 2020.
• Critical skills in demand include:
  • Inspirational leadership
  • People development
  • Analytical skills
  • Innovation
  • Global mindset
• Employers and employees agree on the need for these skills, with a growing emphasis on coaching and creative problem-solving.

2. Leveraging a Global, Diverse, and Multigenerational Workforce

• The workforce is becoming more global and diverse, with a focus on multi-generational management and world-sourcing.
• Big data management is recognized as a key trend for understanding talent flows and making informed decisions.
• Only 25% of companies strongly agree they have a robust method for identifying high-potential employees.
• Internal mobility and developmental assignments are being explored to build agility and global capabilities.

3. The Rise of Free Agents and Contingent Workers

• Contingent workers are becoming more prevalent, requiring a redefinition of the employee experience.
• Organizations need continuous insight into their talent pools, including demographics and skill sets.
• Technology is enabling more flexible and personalized total rewards strategies, including non-monetary incentives.

Key Priorities for 2016

PRIORITY #1: Build Diverse Talent Pools

• Internal development is a key focus, with 82% of organizations planning to promote talent from within.
• Leadership development is critical, especially in emerging economies.
• Global mindset is highly valued in Italy and China, but less so in the U.S. and South Africa.
• Internal labor market needs to be redefined to include a broader talent ecosystem, including external candidates and partners.

PRIORITY #2: Embrace the New Work Equation

• Flexible work arrangements are increasingly important, with 66% of employees wanting more flexibility.
• Millennials are the dominant generation in the workforce, seeking autonomy, personalized rewards, and holistic support.
• Manager coaching is a top in-demand skill, with only 58% of employees believing their managers are engaged in development.
• Transparency in rewards is crucial, with only 50% of employees perceiving their organizations as transparent.

PRIORITY #3: Architect Compelling Careers

• Career progression is a major concern for employees, with 33% planning to leave due to a lack of opportunities.
• Career path information is not widely available, with only 50% of employees having access.
• Job architecture is being restructured to include more stepping stone roles and flexible career paths.
• Managers are central to the employee value proposition, with many rated poorly on their ability to support career development.

Regional Differences

• Latin America is the only region on track to achieve gender parity at the professional level in the next decade.
• Brazil and Mexico show the highest alignment between employer and employee views on talent management.
• Italy and China have the lowest levels of reward transparency among employees.
• Sweden, France, and Italy have the least satisfied employees regarding manager support.
• Asia is less likely to adopt flexible work schedules, with only 38% of employees wanting more flexibility.

Challenges and Opportunities

• Talent development remains a challenge, with only a quarter of employees believing their organizations are doing enough.
• Employers need to redefine their role in talent management and communicate effectively to align with employee expectations.
• Data-driven insights are essential for understanding talent flows and making informed decisions.
• Innovation in HR is required to meet the needs of a more fluid and diverse workforce.

Conclusion

The 2016 Global Talent Trends study highlights the need for HR to be more strategic, data-driven, and employee-focused. With a growing emphasis on diversity, flexibility, and career development, organizations must act now to bridge the gap between their current practices and the evolving expectations of their workforce.