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H E A L T H W E A L T H C A R E E R
C U L T I V A T I N G A T H R I V I N G W O R K F O R C E
E M B R A C I N G T H E H U M A N A G E
C H E RYL M E A L E YP R I N C I PA L
O C TO B E R 3 0 TH, 2 0 1 8
1COPYRIGHT © MERCER 2018
A G E N D A
• Background & context– The Changing Workplace– The War for Talent
• Working With Purpose: The Thrive Contract
• A Workplace For Me: Personalization of the employee experience
• Diversity & Inclusion: When Women Thrive, Businesses Thrive
• Implications for your wellbeing program
FUTURE OF JOBS FUTURE OF TALENT
FUTUREOF WORK
A U T O M AT I O N / R O B O T I C S
G L O B A L I Z AT I O N
A D VA N C E D M A N U FA C T U R I N G
D I G I TA L I Z AT I O N
M A C H I N E L E A R N I N G
T H E N A T U R E O F W O R K I S C H A N G I N G
L O N G E V I T Y
A D VA N C E S I N F E R T I L I T Y
R I S E O F T H E F R E E A G E N T
D I G I TA L S O C I A L W O R L D
M U LT I C U LT U R A L I S M
© M E R C E R 2 0 1 8 2
T H E S E C H A N G E S A R E R A I S I N G C R I T I C A L Q U E S T I O N S
3
—E M P L O Y E E S
—
—H R—
—B U S I N E S S L E A D E R S
—
S T R AT E G Y
C APAB I L I T I E S
L E AD E R S H I P & C U LT U R E
TAL E N T M AN AG E M E N T
E V P / TO TAL R E WAR D S
E N G AG E M E N T & E M P O W E RM E NT
C AR E E R AS P I R AT I O N S
W O R K & L I F E D E M AN D S
S AV I N G S & R E T I R E M E N T
How can we attract & retain
tomorrow’s workforce?
How can we build for anunknownfuture?
What does career success
mean intoday’s world?
© MERCER 2018 4
T H I S P R E S E N T S A N O P P O R T U N I T Y :T H R I V E I N A N A G E O F D I S R U P T I O N
Rethinkyour approach
Contributeto a new HR agenda
Builda better workforce
© MERCER 2018 5
© M E R C E R 2 0 1 8 6
THRIVING IN AN AGE OF DISRUPTIONPUTTING THEORY INTO ACTION
T H R I V I N GW O R K F O R C E
Diverse and Adaptive
Inclusive and Growth Focused
Committed to Wellbeing(psychological, physical,
financial)
T H R I V I N GO R G AN I Z AT I O N
Success Redefined
Resilient and Agile
Positive Societal Impact
T H R I V I N GI N D I V I D U AL
Growing and Contributing
Empowered and Connected
Healthy and Energized
EVOLVING TO MEET THE NEEDS OF TOMORROW’S CUSTOMERS
W H A T D O E S I T T A K E T O T H R I V E ?O U R P O I N T O F V I E W
© MERCER 2018 8
How can we t rans la te ou r EVP in to an Ind iv idua l Va lue Propos i t i on?
ONLY 2 IN 5 EMPLOYES BELIEVE THEIR COMPANY HAS A COMPELLING AND DIFFERENTATED VALUE PROPOSIT ION
G I G E C O N O M Y
What can we do to embrace the rise of
the free agent?
F L E X I B L EW O R K I N G
How do we create a culture that enables people to
contribute under flexible work arrangements?
W O R K P L A C E F O R M E
How can we meet individuals evolving health, wealth and
career needs?
How can we ensure our proposition
resonates with five generations
C H A N G I N GD E M O G R A P H I C S
E M P L O Y M E N T D E A L – W H A T ’ S C H A N G E D ?
E M P L O Y E E V A L U E P R O P O S I T I O N
H O W T O T A L R E W A R D S I S E V O L V I N G
9
Create staying power through a U N I Q U E proposition with purpose • Connect me to our company’s mission and vision• Provide me with meaningful and fulfilling work • Help me feel like I belong here
Provide a COMPETITIVE compensation and benefits offering
• Pay me fair and competitively• Reward my contributions• Provide programs to manage my health
and wealth
Create a DIFFERENTIATED experience• Support me with my career journey• Provide me with flexibility to “make work work” for me• Help me manage my physical, financial and emotional
well being
C O M P E N S A T I O N B E N E F I T S
C A R E E R S W E L L B E I N G
P U R P O S E
D E F I N E T H E E M P L O Y E E E X P E R I E N C E T H AT W I L L M A K E T H E R I G H T TA L E N T W A N T T O J O I N , S TAY, A N D D E L I V E R T H E I R B E S T
E M P L O Y E E V A L U E P R O P O S I T I O N
C O N N E C T W I T H E M P L O Y E E S O N A H U M A N L E V E L
“I’m confident”I have what I need to understand where I am, and support to help
me take action
“I get it”
It’s simple. This experience feels as modern and familiar as the consumer sites I already use
“I feel appreciated”I can see the value of working
here both now and in the future
CONSUMER-GRADE EXPERIENCE
DATA PRIVATE AND SECURE
CAMPAIGNS THAT DRIVE ACTION
CONTENT THAT IS RELEVANT
E N A B L E D B Y A D I G I TA L P L AT F O R M
E M P L O Y E E V A L U E P R O P O S I T I O N
© M E R C E R 2 0 1 8 11
WORKING WITH PURPOSETHE THRIVE CONTRACT
H O W I S T H E V A L U E P R O P O S I T I O N E V O L V I N G ?
© MERCER 2018
Loyalty Contract(20th Century)
Basic Needs: Pay, Benefits, Security
Workers are assets to be retained
Pay and benefits for time and output
Engagement Contract(Today)
Psychological Needs:Achievement, Camaraderie, Equity
Employees are assets to be acquired and optimized
Broader set of rewards (pay, benefits, career, experiences) in
exchange for organizational engagement
The Thrive Contract(The Next Chapter)
Growth Needs: Purpose, Meaning, Impact
People and machines as value creators to invest in
Personalized rewards in exchange for a wide range of
contributions
© MERCER 2017© MERCER 2018 – USA DECK
W O R K I N G W I T H P U R P O S E : T H E E M P L O Y M E N T E Q U A T I O N
AFFINITYPRIDE
PURPOSE
CAREER & WELL-BEING
COMPENSATION & BENEFITS
WHAT COMPANIES OFFERWHAT EMPLOYEES CRAVE
15% EVP differentiated by a purpose-driven mission76%
Thriving employees are 3x times more likely to work for a company with a strong sense of purpose…
14% Practice some form of internal pay disclosure82%
And 3x more likely to believe they are paid
fairly & competitively
28% Continuous feedback tool
17% Health & well-being as a talent management priority this year
77%20x more likely to feel career-empowered
76%3x more likely to say their
workplace focuses on health & well-being
CULTURAL ALIGNMENT 13
© MERCER 2018 14© MERCER 2018
The traditional family is fast becoming atypical
Rapid acceleration in longevity
Rise in migration and racial and ethnic diversity
Changes in fertility and parenthood Digital identityRise of the free agent
W O R K E N V I R O N M E N T – W H A T ’ S C H A N G E D ?
T H R I V I N G W O R K E N V I R O N M E N T
© MERCER 2018 15T H R I V I N G W O R K E N V I R O N M E N T
E N V I R O N M E N T S T H A T C R E A T E G R O W T H
Enables quick decision making (e.g. through simplified approval chains) 63%
25%
Understands my unique interests & skills to help me find the best job match 63%
22%
Focuses on my health & wellness 69%34%
Actively supports innovation 73%37%
Promotes collaborative working 75%42%
Provides me with coaching and development 69%29%
Fosters an inclusive work culture 68%33%
Encourages internal mobility 65%29%
Rewards a range of contribution(beyond just financial and activity metrics) 64%
25%
Offers me flexible work options 67%35%
SHOW ME THE WAY: Employees who feel they can drive their career forward are 8 times more likely to feel energized at work
Top 10 differencesin the work
environments of those who feel
career-empowered compared to those
who do not
Global Talent Trends, Mercer 2017
PHYSICAL
Energy, health risk awareness, prevention, nutrition, exercise, sleep
86% of the US workforce has at least one chronic disease or is
overweight1
Resilience, mindfulness, stress management, learning,
optimism
36% of employees lose an hour or more per day at work
due to stress2 EMOTIONAL
Security, life planning,retirement, debt
management, insurance
Money is the most common source of stress3
E N G A G I N G E M P L O Y E E S
W E L L - B E I N GB E Y O N D A T R A D I T I O N A L D E F I N I T I O N
Employment, education, social integration,
community engagement, access to care, environment (workplace and community)
Loneliness has equal or greater impact on mortality
than obesity4
SOCIAL DETERMINANTS
PURPOSE
Goals to live for, meaning and direction – personal, professional, family, and
community
Associated with reduction in diabetes and greater job
satisfaction5
D
FINANCIAL
© M E R C E R 2 0 1 8 17
A WORKPLACE FOR MEPERSONALIZATION OF THE EMPLOYEE EXPERIENCE
© MERCER 2018
A W O R K P L A C E F O R M EVOICE OF
THE EMPLOYEE: “Help me invest in myself”
Technology enables individualized choice without adding an undue administrative burden for HR
Me, Inc.BALANCING MY WORK/LIFE
62% in the US want their company to offer more flexible work options
CARING FOR MY HEALTH
48% of employees in the US want their company to focus more on their health and wellness
STEERING MY CAREER
1 in 3 employees in the US do not feel empowered to create their own career success at work
MANAGING MY MONEY
Mercer research shows that employees spend 13 hours per month worrying about money matters at work
© MERCER 2018
A W O R K P L A C E F O R M E : P E R S O N A L I Z A T I O N
U S E M P L O Y E E P R I O R I T I E S
HEALTH
51%WEALTH
28%CAREER
22%
No.1 asks from employees
“Offer more flexible work options”Canada, Japan, USA
“Enable quick decision making”Australia and Germany
“Understand my unique interests & skills”India, Italy, South Africa, UK
“Actively support innovation”China and Mexico
“Focus on my health and wellness” Brazil, France, Hong Kong, Singapore
People who felt that they could not achieve their own career success at work want their organization to take
more time to get to know their skill sets
Employees are seeking ways to “make work work”
for their individual circumstances
© MERCER 2018
A W O R K P L A C E F O R M E : F L E X I B I L I T Y
WHAT WOULD MAKE YOU WORK FOR ONE COMPANY OVER ANOTHER?
Recreationfacilities
5%
fFinancialadvice
10%Well beingservices
10%
Fitnessfacilities
19%
OthersTop 6
Employeeswant more
time off
4-day work week
Additional paid holidays
Unlimited paid vacation
Paid holiday trips
Summer Fridays
4yr @ 80%pay + 1 year off @ 80% pay
FLEXIBLE WORK ARRANGEMENTS IN THE US
POLICY AD HOC CORE EVP
68% 25% 40%
FLEXIBILITY IN PRACTICE
1 in 2 concerned about promotion
1 in 3 requestedbut turned down
78% of employees in the US would consider working on a contract basis
© M E R C E R 2 0 1 8 21
D IVERSITY & INCLUSIONWHEN WOMEN THRIVE, BUSINESSES THRIVE
www.whenwomenthrive.net
THE TIME IS NOW FORWHEN WOMEN THRIVE
1. Facing a strong pressure to respond – to boards, executive teams, shareholders, and legislation
2. Looking for something different – they know what they are doing is not working but not sure of the alternatives
3. Looking for inspiration and execution
www.whenwomenthrive.netwww whenwomenthrive net
4 0 R E A S O N S W H Y D I V E R S I T Y M AT T E R S
Source: Mercer graphic based on Catalyst’s review of the research (http://www.catalyst.org/knowledge/diversity-matters).
D I V E R S I T Y : A N I M P E R A T I V E F O R B U S I N E S S
$ 1 2 T
$12 trillion added to global economy if gender equity achieved
McKinsey
42% In terms of return on sales, companies with the highest percentage of female board directors
outperform those with the least by 42%.Catalyst
25%The Diversity Inc. Top 50 companies outperform
stock exchange performance by an average of 25%. Diversity Inc.
80%Of executives believe diversity is a
key element of innovation.Forbes Insights
85%Of CEOs whose organizations have a diversity
and inclusiveness strategy say it’s enhanced performance.
PwC, 18th Annual Global CEO Survey
48%Higher operating margins generated by
gender diverse management teams. McKinsey
www.whenwomenthrive.net
The Research
L I N K S P O L I C I E S A N D P R A C T I C E S TO W O R K F O R C E
R E P R E S E N TAT I O N
ORGANIZATIONS800+
55 COUNTRIESWith significant representation from Australia, Argentina, Brazil, Canada, China, Japan, Mexico, Portugal, Spain, UK and US and across all industries
With workforce data covering
2+ MILLION WOMENout of a total 4.2 million employees
M O S T C O M P R E H E N S I V E R E S E A R C H O N W O M E N I N T H E W O R K P L A C E
www.whenwomenthrive.net
R E S E A R C H U T I L I Z E S A P R E D I C T I V E A N D A N A LY T I C A L F R A M E W O R K
P O L I C I E S , P R A C T I C E S ,
A N D C U LT U R EO P E R AT I O N A L
C O N T E X TI N T E R N A L
L A B O R M A R K E T ( I L M )
O U T C O M E S
W H AT Y O U O F F E R
H O W Y O U O P E R AT E
Y O U R TA L E N T P I P E L I N E
I N D E P E N D E N T “ D R I V E R ”
V A R I A B L E S
C O N T R O L V A R I A B L E S
D E P E N D E N T V A R I A B L E S
K E Y F I N D I N G S : T O P 3 G L O B A L T R E N D S
Organizations are failing to build
future pipelines of female talent
Current hiring,promotion and
retention rates are insufficient to create
gender equality within the next 10 years
Increased focus on hiring and promoting women into
executives ranks not supported by
systemic practices
www.whenwomenthrive.net
EXECUTIVES
SENIOR MANAGERS
MANAGERS
PROFESSIONALS
SUPPORT STAFF
A V E R A G E G L O B A L O R G A N I Z A T I O NI N T E R N A L L A B O R M A R K E T M A P
20%21%
8%8%
9%10%
14%15%
F: 8%M: 6%
H I R E S E X I T S
16%18%
12%13%
10%11%
9%10%
F: 9%M: 9%
50%
26%
20%
38%
32%
FEMALE47%
P R O M OTI O N S
8 %7 %
7 % 6 %
6 %7 %
F : 5 % M : 5 %
www.whenwomenthrive.net
B R E A K I N G T H R O U G H I N E R T I A A N D A D VA N C I N G W O M E N I N T H E W O R K P L A C E R E Q U I R E S
I N D I V I D U A L A N D O R G A N I Z AT I O N A L A C T I O N
PERSONAL COMMITMENTT PROCESSES
PERSEVERANCE PROGRAMS
PASSIONATE LEADERSHIP IP PROOF
O R G A N I Z AT I O N A LI N D I V I D U A L
www.whenwomenthrive.net
IT TAKES MORE
THAN GOOD INTENTIONS
FOR AN ORGANIZATION
TO MOVE THE NEEDLE IN
DIVERSITY AND INCLUSION
© MERCER 2016 #whenwomenthrive
S U R V E Y – F R E E T O P A R T I C I P A T E
BENEFITS OF SURVEY PARTICIPATION:
• Contribute to the world’s most powerful predictive research of women in the workplace.
NEXT STEPS:
• Client has the option to purchase a custom benchmark report comparing their responses against our global database of 600+ participants.
• Manager training workshops available to purchase
www.whenwomenthrive.net
B E A P A R T O F I T
@WhenWomenThrive whenwomenthrive.net
[email protected] “When Women Thrive” LinkedIn Group
© M E R C E R 2 0 1 8 34
IMPLICATIONS FOR YOUR WELLBEING PROGRAMWHERE DO WE GO FROM HERE?
© MERCER 2018
C U L T I V A T E A T H R I V I N G W O R K F O R C E
© MERCER 2017
PERSONALIZE THE EXPERIENCE
UNDERSTAND & SUPPORT THE BUSINESS
BECOME A CULTURE ARCHITECT
© MERCER 2018
C U L T U R E A R C H I T E C TW H A T I S Y O U R R O L E ?
• Identify health risks?
• Educate individuals about their health?
• Reduce health risks, and health costs?
• Design incentives that increase participation rates in your programs?
• Evaluate ROI?
• Uncover human potential?
• Motivate momentum, inspire positive change?
• Improve workforce safety, health & productivity?
• Make connections to the right program or service at the right time to the benefit of the individual?
• Support the organization in attracting and retaining high performing healthy workers?
• Maximize VOI?
© MERCER 2018
E N P R O I N D U S T R I E SC U L T U R E A R C H I T E C T S E X T R A O R D I N A I R E
© MERCER 2018
E N P R O I N D U S T R I E SD U A L B O T T O M L I N E C U L T U R E
© MERCER 2018
U N D E R S T A N D I N G Y O U R P O P U L A T I O N I S C R I T I C A L T O I D E N T I F Y I N G Y O U R S T R A T E G Y
U N D E R S TA N D Y O U R P O P U L AT I O N
BEYOND A TRADITIONAL HRA
Understand your population beyond traditional biometric and health behavior risks
• Health personalities
• Sense of purpose
• Care giving demands
• Employee engagement survey
TALK WITH EMPLOYEES & GATHER DATAON SOCIAL DETERMINANTS OF HEALTH
Determine what employees really want and how they will use it with focus groups
Leverage existing data sources to identify community health and other factors associated
with social determinants of health
INPUTS TO AN INDIVIDUALIZEDSTRATEGY TO IMPACT WELL-BEING
CLUSTER ANALYSISARTIFICIAL
INTELLEGENCE & BIG DATA
Note. See appendix for examples
P E R S O N A S : T A R G E T E D B A S E D O N U N I Q U E N E E D S
S T A R T E R S L O N G - T E R M L O Y A L S S T R I V E R S M A N A G E R I A L
C O R EF R E E
A G E N T S
Provides multiple dynamic lenses to evaluate programs
Builds relevance into all programs to target investments
Foundation for a personalized experience
Sample Personas
Location demographics
Employee demographics Needs Interests Behaviors Communication
preferences
E M P L O Y E E V A L U E P R O P O S I T I O N
Source: Barclays – Money Works (2014); US 2015 data, Integrated Public Use Microdata Series, Current Population Survey: Version 3.0
C H A N G I N G D E M O G R A P H I C S F I V E G E N E R A T I O N S I N T H E W O R K F O R C E
CHARACTERISTICS TRADITIONALISTS BABY BOOMERS GENERATION X MILLENIALS GENERATION ALPHA(BORN AFTER 1995)
Formative experiences Second World WarRationing
Fixed-Gender- rolesRock ‘n’ roll
Nuclear familiesDefined gender roles-particularly for women
Cold WarPost-war boom
“Swinging Sixties”Apollo Moon landings
Youth CultureWoodstock
Family-orientatedRise of the teenager
End of Cold WarFall of Berlin Wall
Reagan/GorbachevThatcherism
Live AidIntroduction of the first PCEarly mobile technology
Latch-key kids; rising levels of divorce
9/11 terrorist attacksPlayStation
Social mediaInvasion of Iraq
Reality TVGoogle EarthGlastonbury
Economic downturnGlobal warming
Global focusMobile devicesEnergy crisisArab Spring
Produce own mediaCloud computing
Wiki-leaks
Percentage in US workforce x% xx% xx% xx% x%Aspiration Home ownership Job security Work-life balance Freedom and flexibility Security and stability
Attitude toward technology
Largely disengaged Early information Technology (IT) adaptors
Digital immigrants Digital natives “technoholics”- entirely dependent on IT, limited
grasp of alternatives
Attitude toward career Jobs are for life Organizational- careers are defined by employers
Early “portfolio” careers- loyal to profession, not necessarily
employer
Digital entrepreneurs- work “with” organizations not “far”
Career multitaskers- will move seamlessly between organizations and “pop-up”
businesses
Signature product Automobile TV PC SmartPhone
Googler glass, graphene, nano-computing, 3D printing, driverless cars
Communication media Formal letter telephone Email and text message
Text or social media
Hand-held or integrated into clothing
Communicationpreference
Face- to-face Face-to-face ideally buttelephone or email if required
Text messaging or email
Online and mobile (text messaging)
Facetime
Preference when making financial decisions
Face-to-face meetings Face-to-face ideally but increasingly will go online
Online- would prefer Face-to-face time permitting
Face-to-face Solutions will be digitally crowd sourced
P O P U L A T I O N P E R S O N A L I Z A T I O ND I F F E R E N T N E E D S F O R E A C H G R O U P
22YEARS OLD
28YEARS OLD
33YEARS OLD
38YEARS OLD
45YEARS OLD
50YEARS OLD
55YEARS OLD 591/2
YEARS OLD
62YEARS OLD 65
YEARS OLD 701/2YEARS OLD
Firsts… job, apartment, car
– benefits/ insurance
Pay off college debt
Get marriedTake on debt for graduate educationFitness/ wellness
Linked by social media
PregnancyTake on a mortgage
Pay for children’s education Focus on
family health (Including
dependents)Pay for
dependent care
Career advancement/ possibly career
transitionsCollege planning
Age appropriate screenings
Eligible to make catch-up
contributionsAging means more visits to
the doctor In-Service WithdrawalsPenalty-free distributionsCaring for
grandchildrenSurgery and
chronic condition
means paying more attention to my health
Able to claimSocial Security
(reduced benefit)Active
volunteering
Eligible for Medicare benefits
Community College courses
Minimum Required Distributions
Health conditions affect day to day
experience
HealthWhat coverage do I need?/How much coverage do I need?/What behavior should I change? What to do with a growing family? What are my long term care/medical costs going to be and how will I pay for these?
Establish and Maintain Healthy Habits(Exercise, Nutrition, Tobacco, etc.)
Preventive Care
Disease and Condition Management
Millennials (25%) Gen X (42%) Baby Boomers (32%) Traditionalist (1%)
Eligible to make catch-up
contributionsPaying for college!
Condition Management (Health Risks like Diabetes,
Weight)
43
A D I G I T A L E M P L O Y E E E X P E R I E N C E
Personalized and authenticated experience displays content relevant to each employee
Dashboards provide snapshots in three main areas (Health, Wealth, Career)
Quick links put frequently-accessed tools, resources, and topics right on the homepage
Second-level dashboards provide additional personalization for employees
44
• Mission & Vision• Is wellbeing reflected?
• Purpose• Do individuals understand their role & purpose?• Can they connect their personal purpose to the organizational purpose?
• KPI’s• How does the organization measure success?• Pattern your KPI’s to support corporate KPI’s
• Managers• Linchpin to success• Cultivate relationship
• Human Performance• How can you measure it?• How can you improve it?
U N D E R S T A N D A N D S U P P O R T T H E B U S I N E S SE A R N A S E A T A T T H E T A B L E …
W E L L - B E I N G XR E I M A G I N I N G W E L L - B E I N G
• A workforce and business strategy not only a benefits strategy
• A state of being (not a checklist of programs) that is determined by physical, emotional, financial, social and environmental, and
purpose influences• Associated with lower health care costs, higher levels of organizational
engagement, lower employee turnover, enhanced performance,
and overall business successC U L T U R E
PHYSIOLOGICAL NEEDS
C O M P E N S A T I O N B E N E F I T S
C A R E E R S W E L L - B E I N G
P U R P O S E
CONTRACTUAL
EXPERIENTIAL
EMOTIONAL
TOTAL REWARDS & HIERARCHY OF NEEDS
C U R A T E A C O M P E L L I N G V A L U E P R O P O S I T I O N
A H O L I S T I C A P P R O A C H T O W E L L B E I N G
© MERCER 2018
83% of energized employees say they can bring their authentic selves to work—can “be themselves in their jobs”
(compared to the overall global result of 68%)
W H A T I S A N E N E R G I Z E D E M P L O Y E E ?H O W D O T H E I R W O R K E N V I R O N M E N T S D I F F E R ? ( G L O B A L )
Understands my unique interests & skills to help me find the best job match
Enables quick decision making (e.g., through simplified approval chains)
Rewards a range of different types of contribution(beyond just financial and activity metrics)
Encourages internal mobility
Offers me flexible work options
Fosters an inclusive culture
Provides me with coaching and development
Focuses on my health & wellness
Actively supports innovation
Promotes collaborative working
49
50
51
52
56
56
56
57
60
64
63
63
63
63
66
68
69
69
73
76
50%
Energized EmployeeGlobal Employee
Average
W H E N W O M E N T H R I V E , CO M PA N I E S T H R I V EI T I S C R I T I C A L TO E N G AG E M E N
B AL AN C E D L E AD E R S H I P
W O R K S W H E N :
Men are engaged and see gender
balance as a win-win
38% are engaged
M E N M AT T E R :• Men control 80% of
executive positions
• They can make a major difference to organizational strategy, work practices and
culture
• Men can be 50/50 partners at home
• Balance can benefit men too!
52%of men believe
there is a strong business case…
W H AT M E N C A N
D O :• Understand the D&I
business case
• Be aware of own biases• Lead by example, speak up
and engage others
• Provide support at home• Sponsor female talent
• Support a diverse talent pool
© MERCER 2018
T H R I V I N GW O R K F O R C E
Diverse and Energized
Inclusive and Growth Focused
Committed to Health & Wellness
C U L T I V A T E A T H R I V I N G W O R K F O R C E
© MERCER 2017
T H R I V I N GO R G A N I Z AT I O N
Business Success
Resilient and Adaptive
Positive Social Impact
T H R I V I N GE M P L O Y E E
Growing and Contributing
Empowered and Connected
Healthy and Energized
H E A LT H W E A LT H C A R E E R
M E R C E R I S A G L O B A L F O R C E O F O V E R 2 1 , 0 0 0 U N I Q U E I N D I V I D U AL S W I T H A PA S S I O N F O R E N H A N C I N G T H E H E ALT H , W E ALT H AN D C AR E E R S O F 11 0 M I L L I O N P E O P L E W O R L D W I D E . W E ’ R E U N I T E D B Y A S I N G L E I D E A – T O M A K E L I V E S B E T T E R T O M O R R O W T H R O U G H A C T I O N S W E C A N TA K E T O D AY
A B O U T M E R C E R
© M E R C E R 2 0 1 8 51
APPENDIXDATA SOURCES FOR STATISTICS CITED
www.whenwomenthrive.net
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
© MERCER 2017
5400+employees
1,700+HR professionals
400+executives
20 industriesAgriculture/Forestry
AutomotiveConstruction
Consumer GoodsEducation
EnergyFinancial Services
HealthcareHigh TechHospitality
Insurance/ReinsuranceInternet Based Services
Life SciencesLogistics/Supply Chain
Manufacturing Mining
Professional ServicesRetail
TelecommunicationsUtilities
G L O B A L L Y
670employees
143HR professionals
113executives
U S A
M E R C E R ’ S G L O B A L T A L E N T T R E N D S 2 0 1 8 W H O W E H E A R D F R O M
HR Leaders • All in companies with 1,000+ employees
Employees• 2/5 individual contributors, majority with 6+ years tenure
7,648 VOICES 44 COUNTRIES 21 INDUSTRIESSpecific trends by | Gender Generation Job level Company size Mature vs growth economies
53
66 EXECUTIVES 144 HR LEADERSUSA respondents:
366 EMPLOYEES
Business Executives• Nearly half have been with their company 10+ years
© MERCER 2018 – USA DECK
O U R R E S E A R C H A N D P E R S P E C T I V E SM A K I N G A D I F F E R E N C E I N P E O P L E ’ S L I V E S
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