美世-2018年全球人才趋势研究（英文）-2018-52页-8mb

2018 Global Talent Trends Study Summary

Core Content

The 2018 Mercer Global Talent Trends Study explores the evolving landscape of work in the "Human Age," emphasizing the increasing importance of human-centric approaches in the face of rapid technological change. The report outlines five key talent trends and provides insights into how organizations can adapt to meet the needs of their employees.

Main Trends and Key Points

1. Change@Speed

• Definition: The ability to change quickly is becoming a differentiating organizational competency.
• Key Insights:
  • 96% of C-suite executives plan to redesign their organizations, yet only 18% consider themselves "change agile."
  • Companies must foster agility, resilience, and lifelong learning to keep up with technological and market changes.
  • Top drivers for organization redesign include greater efficiency, increased automation, and digital transformation.
  • Agile organization design, exponential learning, and cultivating a lab mindset are critical components.

2. Working with Purpose

• Definition: Embedding a higher sense of purpose into the employee value proposition unlocks individual potential.
• Key Insights:
  • 75% of thriving employees say their company has a strong sense of purpose that aligns with their personal values.
  • The "thrive contract" replaces the traditional "loyalty contract," focusing on purpose, meaning, and impact.
  • Organizations must ensure that employees feel their work contributes to the company's mission and society.
  • Career movement, learning, and experimentation are essential for employees, with 39% satisfied in their current job but planning to leave due to lack of options.

3. Permanent Flexibility

• Definition: Flexibility is not just about when and where people work, but also about rethinking how work is structured and performed.
• Key Insights:
  • 51% of employees want more flexible work options.
  • Flexibility supports both productivity and well-being, especially in high-stress industries.
  • 71% of thriving employees report their organization offers flexible work options, up from 49% in 2017.
  • There are two types of flexibility: stable flexibility (control over work arrangements) and on-demand flexibility (flexibility when needed).
  • 81% of executives say flexibility is embedded in their company's value proposition.

4. Platform for Talent

• Definition: Organizations are becoming smart platforms that match skill supply with work demand.
• Key Insights:
  • A diverse talent ecosystem and rethinking the HR paradigm are essential for success.
  • The intelligent workplace supports both internal and external talent, with a focus on innovation and collaboration.
  • 85% of HR leaders plan to develop and promote talent internally, but only 15% of C-suite executives believe upskilling will significantly impact performance.

5. Digital from the Inside Out

• Definition: Technology must augment the human work experience to unlock growth in the Human Age.
• Key Insights:
  • Organizations are adopting distributed and flexible teaming, as well as fostering a digital culture.
  • Learning providers and companies are collaborating to create portable "skills passports" and offer microlearning opportunities.
  • Employees seek technology that supports their work, not replaces it.

Key Takeaways

• Agility and Learning: Organizations must prioritize agility and exponential learning to stay competitive.
• Purpose-Driven Work: Purpose and meaning are crucial for employee engagement and retention.
• Flexibility: Flexibility is no longer optional; it's a necessity that supports both personal and professional growth.
• Talent Platforms: Companies are transforming into talent platforms that match skills with opportunities and foster innovation.
• Digital Integration: Technology should enhance, not replace, human capabilities. A digital culture must be nurtured to support this.

Role of Managers

• Clarify Direction: Leaders must set a clear vision and build change readiness.
• Champion Change: Model lifelong learning and support employees in their professional development.
• Promote Transparency: Encourage learning by providing objective and transparent feedback.
• Redesign Roles: Create flexible roles that leverage alternative talent pools and automation.
• Define Resourcing Criteria: Help employees decide what work to do in-house and when to source externally.
• Support Flexible Working: Encourage individuals to try new work models and use results to create sustainable blueprints.

Supporting Evidence

• Employee Satisfaction: 39% of employees are satisfied but plan to leave due to lack of career options.
• Gender Imbalance: Only 38% of organizations have engaged men in diversity and inclusion efforts.
• Wellness Focus: Half of employees want more focus on well-being, but only 13% rate their company's wellness programs as above average.
• Technology and Risk: Increased remote work raises cyber risks, with 95% of security incidents involving human error.

Success Stories

ENEL (Italian Energy Company)

• Committed to open and sustainable innovation.
• Encourages employees and external partners to co-design solutions.
• Uses internal innovation hubs and challenges to crowdsource ideas and track technology trends.

ARM Ltd (Multinational Technology Company)

• Focuses on individual and collective success.
• Removes job descriptions and barriers to role changes.
• Awards variable pay based on performance and contribution, not just job titles.
• Employees are motivated by the connection between individual and company success.

Schneider Electric India

• Implements flexible work arrangements to support a broader talent pool.
• Offers flexible working as part of its talent strategy to enhance productivity and well-being.

Conclusion

To thrive in the Human Age, organizations must embrace change, provide purpose-driven work, and offer permanent flexibility. They must also build intelligent talent platforms and integrate digital tools that support human growth and innovation. The future of work depends on the ability of organizations to align with the evolving needs of their people, ensuring they are not just surviving but flourishing.