2018全球人才趋势研究（英文版）_50页_8mb

2018 Global Talent Trends Study Summary

Core Content

The Mercer 2018 Global Talent Trends Study highlights the evolving landscape of work in the "Human Age," emphasizing the need for organizations to adapt to rapid technological changes and shifting employee expectations. The report identifies five key talent trends that define this new era and offers practical insights for leaders to navigate these changes effectively.

Main Trends

1. Change@Speed

• Definition: The ability to change quickly is becoming a core organizational competency.
• Key Points:
  • Companies are redesigning their structures to increase agility and productivity.
  • Only 18% of C-suite leaders consider their organizations “change agile,” despite 96% planning organization redesign.
  • Top drivers for change include greater efficiency, increased automation, and innovation.
  • Organizations must foster lifelong learning to keep up with the pace of change.
  • High Tech companies are leading in encouraging continuous skill development.
• Takeaways:
  • Accelerate reinvention by understanding future business and talent needs.
  • Encourage employees to embrace learning and adapt to new roles.
  • Align roles with employee potential and mission impact.

2. Working with Purpose

• Definition: Embedding a strong sense of purpose into the employee value proposition (EVP) is crucial for unlocking individual potential.
• Key Points:
  • 75% of thriving employees say their company has a purpose that resonates with their personal values.
  • The thrive contract replaces the traditional loyalty and engagement contracts, focusing on purpose, meaning, and impact.
  • Employees seek compelling careers, fair compensation, and a positive work environment.
  • Only 39% of employees feel their company supports meaningful career movement.
  • Gender imbalance remains a challenge, but organizations with engaged male leaders have better female representation.
• Takeaways:
  • Design jobs and careers that align with employee values and aspirations.
  • Communicate the organization's purpose clearly and compellingly.
  • Invest in individualized rewards and career development.

3. Permanent Flexibility

• Definition: Flexibility is not just about working anywhere and anytime, but rethinking how work is structured, executed, and who does it.
• Key Points:
  • 51% of employees want more flexible work options.
  • 40% of employees identify flexible work as a key factor for thriving, up from 26% in 2017.
  • Flexibility supports gender diversity and helps address the skills gap by accessing a broader talent pool.
  • Only 28% of companies plan to invest in technology to support remote work.
• Takeaways:
  • Move toward permanent flexibility by redesigning roles and leveraging technology.
  • Promote trust and culture change to enable flexible working.
  • Support work-life balance and mental health through flexible policies.

4. Platform for Talent

• Definition: Organizations are becoming smart platforms that match talent with work demands while maximizing human creativity and ambition.
• Key Points:
  • A diverse talent ecosystem is essential for innovation and growth.
  • Rethinking the HR paradigm is necessary to create an intelligent workplace.
  • Companies should focus on internal mobility, learning ecosystems, and digital credentials.
• Takeaways:
  • Build a platform that supports talent development and innovation.
  • Use data and analytics to identify and address skill gaps.
  • Foster collaboration and knowledge sharing across the organization.

5. Digital from the Inside Out

• Definition: Technology must enhance, not replace, the human work experience.
• Key Points:
  • Distributed and flexible teaming is becoming the norm.
  • Digital culture should be nurtured to support innovation and learning.
  • MOOCs and online learning are helping employees stay relevant.
  • Internal training and certification programs are increasingly important.
• Takeaways:
  • Invest in digital learning and upskilling.
  • Create a portable skills passport through digital credentials.
  • Use technology to enable collaboration and innovation.

Key Information

• Survey Data: Over 7,600 people from 44 countries and 21 industries participated, including 5,000 employees, 1,800 HR professionals, and 800 business executives.
• Thrive Contract: Focuses on purpose, flexibility, and well-being.
• Digital Culture: Encourages lifelong learning, microlearning, and innovation.
• Lab Mindset: Fosters curiosity, experimentation, and collective innovation.
• Challenges:
  • Skill shortages are intensifying the war for talent.
  • Cyber risks increase with more flexible and distributed work models.
  • Gender imbalance persists, but data-driven approaches can help address it.

Conclusion

Organizations must embrace the Human Age by prioritizing people, purpose, and flexibility. The integration of technology and human capital is key to future success. By fostering a culture of innovation, lifelong learning, and well-being, companies can attract, retain, and develop top talent in a rapidly evolving world.

Success Stories

ENEL

• An Italian energy company that encourages open and sustainable innovation.
• Employees and external partners contribute to innovation initiatives.
• Uses innovation hubs and crowdsourcing to gather and develop new ideas.

ARM Ltd

• A multinational technology company that focuses on individual brilliance and collective accountability.
• Removes job descriptions to allow role flexibility.
• Uses variable pay and individualized rewards to align employee success with company goals.

Advice for Leaders

1. Empower managers to lead in multi-speed, multi-partner environments.
2. Create a virtuous cycle of identifying future skills, providing learning, and enabling application.
3. Validate the EVP by analyzing employee feedback and data.
4. Tailor value propositions using personas and individual purpose statements.
5. Invest in digital infrastructure to support flexible and secure work environments.