面向未来的人力资源：缩小雇主与雇员的鸿沟（英文版）_30页-6mb

FUTURE-PROOFING HR: SUMMARY

Core Content

Mercer's 2016 Global Talent Trends study highlights the evolving landscape of the world of work and the urgent need for HR to adapt to new challenges and employee expectations. The study surveyed over 1,730 HR professionals and 4,500 employees across 15 countries, revealing significant gaps between what employees need and what HR is currently offering. With the rise of automation, digitization, and globalization, the traditional model of work and talent management is no longer sufficient. Employees now demand greater flexibility, personalized career support, and a redefined value proposition from their employers.

Main Views and Key Information

The Changing Nature of Work

• Talent Scarcity and Rising Competition: 90% of employers expect increased competition for talent in 2016, with over a third anticipating a significant rise. The scarcity is not just about numbers, but about the right skills — such as analytical, leadership, and people development skills — that are in high demand.
• Global and Diverse Workforce: Employers are increasingly relying on a global, diverse, and multigenerational labor pool. Diverse talent development is a top priority, and data is essential to understand and manage talent flows effectively.
• Job Disruption and Skill Shifts: The WEF Future of Jobs report predicts that over a third of current core skills will change by 2020. This necessitates a shift toward experiential learning and dynamic skill development.

Employee Expectations

• Flexibility and Autonomy: Employees, especially Millennials, are seeking more flexibility in how, when, and where they work. They also want more tailored rewards and benefits, and greater career support from managers.
• Career Progression: Despite satisfaction with their current organizations, many employees are considering leaving due to a lack of long-term career opportunities. In some regions, such as Asia, the lack of clear career progression is a major concern.
• Managerial Support: Only 58% of employees believe their leaders are engaged in development programs, compared to 74% of employers. There is a clear gap in how managers are perceived in terms of their ability to support and coach employees.

Key Trends

• Rising Competition for Talent: Expected to impact talent management priorities significantly.
• Talent Scarcity: A major challenge, especially in regions like Asia, South Africa, and the U.S.
• Leveraging a Diverse Talent Pool: A top trend, with organizations needing to develop strategies to attract and retain diverse talent.
• Multi-generational Workforce: Managing a workforce with varying expectations and needs is becoming increasingly important.
• Contingent Workforce: This is an emerging trend, requiring new approaches to engagement and management.

Key Priorities for HR

1. Build Diverse Talent Pools

   • Focus on internal development and leveraging diverse talent from various backgrounds.
   • Address the misalignment between employer and employee perspectives on talent development.
   • Use data analytics to understand talent flow and identify key interventions.

2. Embrace the New Work Equation

   • Shift from traditional models to more flexible and personalized approaches.
   • Develop a clear and communicated employee value proposition (EVP) that reflects modern work expectations.
   • Enhance managerial coaching and support, and align rewards with career progression.

3. Architect Compelling Careers

   • Create clear career paths and promote internal mobility.
   • Provide career conversations beyond traditional performance reviews.
   • Implement a career infrastructure that supports employee growth and retention.

4. Simplify Talent Processes

   • Streamline and make talent processes more transparent and efficient.
   • Use technology to enhance data-driven decision-making and support flexible reward systems.

5. Redefine the Value of HR

   • HR must be viewed as a strategic business partner.
   • There is a need for greater accountability and visibility of HR’s role in talent development and retention.

Regional Differences

• Latin America: Shows promise in developing local leaders and has a higher confidence in building diverse talent pipelines.
• Asia: Concerned about talent scarcity and has a strong emphasis on global mindset skills.
• Europe: More sanguine about talent availability, but faces challenges with a stagnant middle and lower turnover.
• Italy and China: Employees feel their organizations are not doing enough to keep their skills relevant.
• Mexico, Brazil, and India: More transparent in reward practices than other regions.
• France: Divergent views on reward transparency, with high employer confidence but low employee satisfaction.

Conclusion

The 2016 Global Talent Trends study underscores the need for HR to be proactive in addressing the evolving needs of a global, diverse, and multigenerational workforce. Organizations must invest in developing internal talent, enhancing managerial capabilities, and creating transparent and flexible career and reward systems. With the right strategies and support, HR can bridge the gap between employee expectations and organizational capabilities, ensuring long-term talent retention and business success.