PowerPoint Presentation

Mercer GLOBALtalent trends STUDY2017

Dr. Katherine JonesDirector, Talent ResearchMercer

HEALTH WEALTH CAREER

MERCER 2017Welcome everyone, Im excited to be here today to share this years Mercer Global Talent Trends Study findings with you.

A lot has happened in a year politically, technologically, and demographically and you will see this reflected in the findings we will share today.

What is clear is that the Fourth Industrial Revolution a phrase coined by the World Economic Forum and discussed at length by commentators last year is no longer just an interesting but distant discussion topic; it is now a workforce reality

This year, companies are being BOLD in how they are responding to workplace disruption and, for many, it is clear that building an EMPOWERED workforce is what they believe will be key to sustainable growth.

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MERCER 2017

MERCER 2017How do you win in an age of disruption?

ATTRACT & RETAIN TOMORROWS TALENT

BUILD FOR AN UNKNOWNFUTURE

CULTIVATE A THRIVING WORKFORCE

MERCER 2017A lot has been said about an organizations ability to bounce BACK when faced with adversity but with disruption brings adversity and opportunity, so we are more interested in how companies BOUNCE FORWARD?

So how do you win in an age of disruption

What are the implications of this years Trends on: Attracting and retaining tomorrow's talent?Building for an unknown future? Cultivating a thriving workforce?2

ABOUT MercerS 2017 GLOBAL Talent Trends study

20 industriesManufacturingHigh TechFinancial ServicesConsumer GoodsLife SciencesAgricultureConstructionAutomotiveLogistics/Supply Chain EnergyMiningUtilitiesHealthcareEducationInsurance/ReinsuranceTelecommunicationsRetailProfessional ServicesInternet Based ServicesAgriculture/Forestry

37countries MERCER 2017

5,400+employees

1,700+HR professionals400+executives

MERCER 2017This was the context in which we developed this years Talent Trends Study. We gathered input from [Read study participation stats from slide]. And we supplemented this survey data with client conversations around the world and discussions with Mercer experts in each country.

We are able to provide data breakdowns for 15 countries, including [INSERT COUNTRIES FROM YOUR REGION HERE] and Ill share some of those findings with you today, especially when they differ from the global results.

We also specifically targeted 8 industries this year [see those in bold] and again Ill try to share some of the highlights with you as we unpack the findings.

In Europe we had just shy of 1,500 employee, over 440 from HR and 182 c-suite respondentsWith the largest representations from the UK, Germany, and Italy

------------------------------------------------------------------------------Europe respondents:Employees: 1,491HR: 442C-suite: 182

[BREAKDOWN BY COUNTRY3

MERCER 2017Agenda

MERCER 2017#Macro trends impacting the world of work WHAT ARE EXECUTIVES MOST CONCERNED ABOUT?PERCEIVED DISRUPTIONS MERCER 2017

59% of global executives see leadership as the foremost upcoming talent gap

Talent scarcityStrength of emerging market economies

Change inlabor regulationsAging Workforce

Talent DrainNew Technology at WorkPERCEIVED DISRUPTIONS

MERCER 2017#Lets start with the headlines - what executives around the world are most concerned about in 2017

The C-Suite shared a trifecta of concerns:6

Converge

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Scarcity of talent: top global economic issue69% of all execs 63% of HR82% of executives in Asia#1 concern for HR in China (87%)

Increased strength of emerging market economies51% of all executives 63% of executives in the UK69% of HR respondentsGreater concern for HR in China (87%) and India (79%)

Changes in labor regulations41% of HR40% of executivesTop concern for 54% of executives in Latin America #1 concern of HR in Brazil (64%)Least concern for HR in Germany (28%) and UK (29%)Convergence on TOP 3 Business Challenges

MERCER 2017#

Scarcity of talent: top global economic issue:69% of all execs 63% of HR82% of executives in Asia#1 concern for HR in China (87%)

Increased strength of emerging market economies: 51% of all executives 63% of executives in the UK69% of HR respondentsGreater concern for HR in China (87%) and India (79%).

Changes in labor regulations41% of HR40% of executivesTop concern for 54% of executives in Latin America #1 concern of HR in Brazil (64%)Least concern for HR in Germany (28%) and UK (29%)

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Investments with the most impact

MERCER 2017#Where coherence lies

MERCER 2017#Hr and Employees in sync on Skills needed for the next 12 months20162017

Employee

HRDesign thinking / innovationGlobal mindsetData analytics / predictive modellingDigital leadershipVirtual collaborationInclusive leadership

MERCER 2017Bodes well for focused training on areas the employees deem necessaryVaries by geography

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CLEAR PERFORMANCE RATINGSCOMPARE PERFORMANCETO PEERSCREATE TEAM GOALS TOPROMOTE COLLABORATIONADDITIONAL BENEFITSFOR HIGH PERFORMERS

Changes in Performance Management

WHAT'S HAPPENING WITHPERFORMANCE MANAGEMENT?Changes to goal cascade or calibration83%

Introduction ofcontinuous feedback81%

TO RATE OR NOT TO RATEWHAT EMPLOYEES WANT28% of companies eliminated ratings last year About 30% added or removed forced rankings in 2016, but 39% of those are planning to reverse their decision in 2017 14% have disconnected base salary adjustments with performance metrics

Shift of focus to careers and future contribution81%

MERCER 2017The themes are the same. This time we asked what would improve your work situation?

And most are asking for:Clear performance ratingsComparison of their performance against the performance of their peersTeam goals in addition to individual goals to promote collaboration, andAdditional benefits for high performers

We see some geographical differences but overall most employees value clarity of direction and reward for measured contribution.Basically they are saying You give me a job to do, you pay me for it; if I do better than expected, you pay me more.

So what is happening in the world of Performance Management? A hot topic last year.

Well there was a lot of change in 2016 - 88% of companies made some sort of change to their Performance Management approach And the same number are planning more changes in 2017

Most of these changes were around better aligning goals, introducing continuous feedback, and shifting from purely retrospective evaluations, towards forward-looking career discussions. Technology is again part of some of these changes, but what is clear is that the role of the manager is more critical than ever in creating a compelling career culture.

So finally, lets take a minute to discuss ratings there was a lot of discussing in the market last year on this topic and as you can see (just like last year) for many these have a postiive impact on their work situation

Despite the press headlines, just 28% of companies reported that they eliminated ratings last year. About the same number removed forced rankings, but interestingly about one-third of those are planning to add them back in this year. And by the way, the reverse is true as well with about one-third of companies who added forced rankings last year planning to remove them again this year.It is also clear that companies by and large are maintaining the connection between pay and performance, with just 14% disconnecting base salary adjustments from ratings.

What is evident is that as we welcome 5 generations in the workplace and embrace the changes we foresee in the nature of jobs, how we manage performance and reward contribution needs to catch up. I think the biggest call-out here for HR is the concern around constant iteration and the damage this can do to how performance management is perceived especially from the employee perspective - in terms of giving them what they want and shaping their notion of fairness and value.12

Performance Management: Employees differ globally

Employees want additional benefits for high performers

Employees want clear performance ratings to know how they are performing

Employees in Mexico and Brazil want more team goals to promote collaborationItaly is the only country where employees want split bonus awardsEmployees in Singapore & Australia want more team goals to promote collaborationJapan employees want better alignment of individual goals to company goalsFewer employees in China seek regular feedback on their performanceUK and France employees are divided on whether they want performance ratingsIndia employees are thirsty for more feedback on their performanceEmployees in South Africa value when their performance is compared to that of their peersEmployees in Germany value when their performance is compared to that of their peersCanada employees want goals to promote collaborationUS employees are thirsty for more feedback on their performance

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DivergeChanging Business ModelsTalent: Build or Buy?EVP

MERCER 2017The Executives Agenda: Growth by designORG. REDESIGN BEING PROPOSEDC-suite: How are you planning to change your organization design over the next two years? Moving support functions to shared services41%Flattening the organization structure33%Decentralizing authority31%Eliminating roles, functions, departments31%WHAT IS DRIVING THIS CHANGE?Increased innovationReducedcostsGreater customer intimacyIncreasedagilityGreaterefficiency

93%of executives are planning a redesign in the next 2 years

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MERCER 2017Some of you may have seen this headline in our teaser video. Its a shocking finding 93% of executives are planning some form of organizational redesign in the next 2 years.

Globally, the biggest change is moving support functions to shared services. At Mercer, we have been heavily involved in this type of work with HR Transformation projects, so we see this trend and know the challenges that come from defining new ways of working. Technology is clearly part of the equation in empowering countries/functions with self0serve models.

Companies are also moving from vertical to more horizontal structures. They recognize that the heavily layered organization of yesteryear has proved a hindrance to the agility needed in todays competitive landscape, and they want to put the day-to-day decisions in the hands of the people.

Other changes, such as decentralizing authority and creating project-based units, are all about continuing this empowerment journey. And these are also prominent in the changes.

What strikes me, is that this is a substantial amount of change being planned, which makes this next finding concerning as only 4% of executives describe their company as Change Agile. And we saw this statistic across the board in every country and region.

What adds to this concern is that only 15% of HR has org or job redesign on their list of top priorities, and only 37% saw change management as being in-demand this year.

We did see some industry differences, of note is.[industry findings who is moving towards/away from centralization, any outliers?]

We also asked executives why they were making these changes. You can see the results here efficiency, agility, and customer intimacy came out top (Ive listed the top 5 reasons)

Organizational redesign of this magnitude will certainly herald an era of more empowered decision making. The question is, what are organizations are doing enough to equip supervisors and managers to adjust their day-to-day jobs to deliver on the vision?

EUROPEAN FINDINGS

Org redesign being proposed Top5 (Europe order is the same as Global):Moving support functions to shared services (38%)Flattening the organization structure (37%)Eliminating certain roles/functions/departments (31%)Decentralizing authority (29%)Developing project-based or other special units (27%)

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The HR Perspective for the year ahead

NONO

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28%of organizations consider themselves slow to change37% of HR see change management as a priority

4% of executives view their organizations as agile in the face of change

MERCER 2017#

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The talent dilemma: Build or Buy?18

SHORTAGE of Skilled Talent Worldwide43% of execs see significant increase in competition for talent34% of global HR perceive such an increaseHighest among executives in France (50%)Lowest among executives in the UK ( 34%)

82% of executives in Asia cited talent shortages as their #1 concern

55% of executives in Asia see technology shortages as the greatestSignificant increase in competition for talentsome increase in competition for talentno increase in competition for talent

ExecsHR

Executives believe the competition is significantly steeper than does HR

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MERCER 2017Leadership Gaps keep Execs up at night59% of global execs see the greatest upcoming shortage in senior leadership40% of US executives think investment in deepening senior level bench strength will make the most sizable difference to their business Only 23% of executives and 35% of HR respondents felt that building a sustainable talent pool would prove impactful to the business over the next few yearsOnly 12% of executives felt very confident that they could fill a vacant position with the right external candidateExecutives have greater confidence in their organizations ability to fill jobs externally (73%) than to redeploy talent internally (68%) or reskill displaced workers (55%)

MERCER 2017#Execs look to hire; HR looks to grow79% of HR respondents focus on building, growing, and promoting their internal talent in 201748% of HR also plan to increase external hiring

82%57%40%79%48%40%0%10%20%30%40%50%60%70%80%90%Internal developmentExternal hiringUse of contingentworkers

2016

2017

MERCER 201779% of HR respondents focus on building, growing and promoting their internal talent in 2017. Just like 2016. n India (93%)93% of HR professionals in India plan to focus on internal skill development48% of HR also plan to increase external hiringhigh

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Diversity & inclusion22

Only 14% of Executives believe that investing in diversity and inclusion would make a sizable difference to their business performance in the next few years

Globally D&I was rated 11 out of 12 priorities for impact (next to the bottom)This number decreased to 2% for French executives, but rose to 26% of UK executives

The Executive View of Diversity & InclusionHow would you rate your companys diversity and inclusion compared to your industry peers?

Top Quartile28%

UK 37%

Middle50%

Bottom quartile14%

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HR VIEW

29% have a D&I strategy aligned to their companys business goals32% globally are focusing on building inclusive behaviors31% see their managers commitment to D&I as evidence of their support for D&IHigher in Singapore (46%), Australia (44%), France (41%), Only 9% HR respondents reported keeping women at all levels as a priority (lowest in China (2%), highest in India (19%) Just 14% of global HR sees retention of diverse cultures as a priority (1 in 4 organizations in China)THE EMPLOYEE VIEWDiversity is not ranked in the top half of employees view of their EVP in any countryOnly 16% of employees globally thought D&I was part of their companies value proposition for its employeesHR and the Employees View of Diversity & Inclusion

MERCER 201729% have a D&I strategy aligned to their companys business goals32% globally are focusing on building inclusive behaviors31% see their managers commitment to D&I as evidence of their support for D&IThis is higher in Singapore (46%), Australia (44%), and France (41%), lowest inAlmost one-third of HR leaders in large organizations ensure a diverse candidate pool in their recruitment practices, compared to 24% globallyOnly 9% of global HR members see keeping women at all levels as a priority (Lowest in China (2%), highest in India (19%)Only 14% of global HR sees retention of diverse cultures as a priority (1 in 4 organizations in China)

THE EMPLOYEE VIEWDiversity is not ranked in the top half of employees view of their EVP in any countryOnly 16% of employees globally thought D&I was part of their companies value proposition for its employees

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Perceptions of EVP

ExecutivesCultureBrand RecognitionBusiness Model

HR:Pay/RewardsCultureBenefits

Employees:Pay/RewardsBenefitsCulture25

MERCER 2017A disconnect in what makes a distinctive EVP26

MERCER 2017Less than half of the employees responded thought their company had a distinctive value propositionBut the numbers where higher for HR and Executives. In fact Executives in the US where most confident in their value proposition

What's interesting is what people think this is based on. Executives overestimate the reach of their brand and importance of their business model

HR is more aligned with employees on the fact hat the reality is most peoples perceptions of the Evp is from Rewards and Benefits

What everyone concurs is the importance of culture

Culture in a disrupted world is the one constant that can ignite the power of the workforce through empowerment or dampen the energy of a few26

57% of global executives feel their corporate EVPs are compelling differentiators(73% of US execs)

Perception of Employee Value Proposition5,400+employees1,700+HR professionals400+executives

61% of global HR feel their corporate EVPs are compelling differentiators

Only 42% of employees agree their organization has a compelling EVP

CEOs strongly agree that they have a compelling EVP -- more than other C-suite execs.

MERCER 2017#The relationship between engagement or satisfaction with their role and job mobility has changed.

We know this. No surprise but like other studies, this years trends reported found that a 1/3 of employees who are satisfied in their jobs are still planning to leave. Of course there is a big difference between what people SAY and what people DO but a proportion of these individuals will move on

What was new from our findings this year is that this number significantly reduces when we look at those who today are not energized by their job.

Movement is not always a bad thing!

So, what does tip the balance around attraction and retention

Well firstly, Executives vastly overestimate the power of their brand

CEOs strongly agree (22%) more than other C-suite execs27

Analytics Today28

Use of analytics in hrSame results as 2016More opportunity for progress

Mismatch in talent analytics

Employees minds31

THE employee View of the Future

MERCER 2017#Shift in what employees want at work2016Focus on learning

The one thing my company could do is provide me with more training and development Also an HR goal for 2016

The one thing my company could do is provide me with more training and development

Also an HR goal for 20162017Pay and opportunity for promotion

MERCER 2017#The relationship between engagement or satisfaction with their role and job mobility has changed.

We know this. No surprise but like other studies, this years trends reported found that a 1/3 of employees who are satisfied in their jobs are still planning to leave. Of course there is a big difference between what people SAY and what people DO but a proportion of these individuals will move on

What was new from our findings this year is that this number significantly reduces when we look at those who today are not energized by their job.

Movement is not always a bad thing!

So, what does tip the balance around attraction and retention

Well firstly, Executives vastly overestimate the power of their brand

CEOs strongly agree (22%) more than other C-suite execs33

Global average:De-energized 38%Energized: 62%what is an energized employee?

383436243532434362666476656857570102030405060708090100AutomotiveConsumerGoodsHigh TechLife SciencesLogisticsEnergy &MiningFinancialServicesHealthcare

De-energized

Energized

MERCER 2017#Countries with the most energized employees (ranked themselves 8, 9 or 10 out of 10): Globally (46%)Mexico (64%)China (66%)India (64%)Brazil (54%)Countries with the most de-energized employees (more de-energized than energized ranked 1, 2 or 3 out of 10):Globally (8%)Italy (14%)Japan (14%)Canada (12%)Australia (12%)UK (12%)

The global average was: De-energized 38%Energized: 62%34

83% feel they can bring their authentic selves to workcan be themselves in their jobs(compared to the overall global result of 68%)what is different about energized employees work environment?Understands my unique interests & skills to help me find the best job matchEnables 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 mobilityOffers me flexible work optionsFosters an inclusive cultureProvides me with coaching and developmentFocuses on my health & wellnessActively supports innovationPromotes collaborative working

495051525656565760646363636366686969737650%

Energized EmployeeGlobal Employee Average

MERCER 2017#Energized employees prove to be very different than those that are not: 83% of them feel they can bring their authentic selves to work in other words, they can be themselves at work. The ability to reveal ones true self at work is an important development as its linked to better relationships with others; while hiding ones true self is linked with lower levels of job satisfaction. [Source below]And as we saw before they said they are more likely to stay

Energized employees appear to be a creation of their work environment: they thrive in organizations that promote collaborative working and actively support innovation. More so than their non-energized colleagues, energized employees reported that their workplace:Supports collaboration (76%)Focuses on their health and wellness (69%)Fosters an inclusive culture (68%)Provides coaching and development (69%) Actively supports innovation (73%)

SOURCE:Bringing social identity to work: the influence of manifestation and suppression on perceived discrimination, job satisfaction, and turnover intentions. Madera JM1, King EB, Hebl MR. Cultural Diversity and Ethnic Minority Psychology. April, 2012.

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Retention among global, energized and de-energized Employees

energized employees create their own career success CAREER-EMPOWERED EMPLOYEES

80% feel energized at work (twice the rate of those that are not career empowered) LESS CAREER-EMPOWERED EMPLOYEESMore likely to be both unsatisfied at work and more content to stay! WHAT IS DIFFERENT FOR ENERGIZED EMPLOYEES? INNOVATION 57% shared their company makes it easy for employees to innovate 123COACHING 69% said their company provides them with coaching and development and 63% gave their manager an A or B rating for their coaching skills

They gave their manager an A rating on development 8 x more!MANAGERS UNDERSTANDING OF SKILLS AND ASPIRATIONS 7 out of 10 employees who feel they cannot control their own career success want more support from their company to understand my unique interests and skills to help me find a better job matchThey were 4 x more likely to report more efforts around innovation

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MERCER 2017

The Voice of the Employee MERCER 2017

Technology enables individualized choice without adding an undue administrative burden for HR

BALANCING MY WORK/LIFE56% want their company to offer more flexible work options CARING FOR MY HEALTH53% of employees want their company to focus more on their health and wellnessSTEERING MY CAREER1 in 3 employees do not feel empowered to create their own career success at workMANAGING MY MONEYMercer research shows that employees spend 13 hours per month worrying about money matters at work

MERCER 2017A WORKPLACE FOR ME: personalization

EMPLOYEE PRIORITIES

HEALTH61%WEALTH23%CAREER16%No.1 requests from employees

Offer more flexible work optionsCanada, Japan, USAEnable quick decision makingAustralia and GermanyUnderstand my unique interests & skillsIndia, Italy, South Africa, UKActively support innovationChina and MexicoFocus on my health and wellness Brazil, France, Hong Kong, SingaporeEmployees are seeking ways to make work work for their individual circumstances

MERCER 2017Employees are seeking ways to make work work for their individual circumstances and many are open to new arrangements.When asked to respond on what is most important across countries and generations is the same first Health, then Wealth, and then Career.

The health agenda is only going to grow and with many employees predicting increased stress at work in the future and with us all staying in the workplace longer and juggling work and life, this has to become a differentiator.

What's clear, however, is that one persons benefit is another persons burden. As weve opened ourselves up to choice, we are seeing many differences around the world. Culture still plays its role and as you can see on the right there are some very specific asks of employees in different countries.

So how is HR creating employee experiences that resonate with such a diverse array of wants and needs?

We are seeing the micro-segmentation science of personas coming from marketing into the field of HR. Here at Mercer, we partnering with clients to use design thinking methods and cluster analysis to understand the different populations that make up a companys workforce with the view of helping them better target their benefits and communication.

---------------------------------------------------------------------------------------These are the no.1 ask from Employees BY INDUSTRYOffer more flexible work options = Financial Services and HealthcareEnable quick decision making = Automotive, Consumer Goods, High TechActively support innovation = Life Sciences and LogisticsFocus on my health and wellness = Energy & MiningUnderstand my unique interests & skills was not #1 in any industry, although it was still notably high for Automotive and Consumer Goods (with less than 4% points in difference between them and their #1)

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A WORKPLACE FOR ME: FLEXIBILITYWHAT WOULD MAKE YOU WORK FOR ONE COMPANY OVER ANOTHER?Recreationfacilities6%Financialadvice8%Well beingservices12%Fitnessfacilities17%Top 6Others

Employeeswant moretime offFLEXIBLE WORK ARRANGEMENTSPOLICYAD HOCCORE EVP

63%

27%

35% FLEXIBILITY IN PRACTICE1 in 2 concerned about promotion1 in 3 requestedbut turned down

Additional paid holidaysPaid holiday tripsUnlimited paid vacationSummer Fridays4yr @ 80% pay + 1 year off @80% pay

MERCER 2017As a proffesional services firm dedicated to advancing the health, wealth and careers of those within our client organisations, we are often asked if there is one agenda we should spend time on this year, what is it. And from this study wed have to land on flexibility

From our study, the majority of employees say they want more flexibility.

So lets look at how companies are doing on creating this much sought-after flexible work culture.

40% of HR respondents acknowledge that offering more flexible ways to work would improve their employees ability to thrive. This is slightly lower in Europe at 34%.

In addition, 63% of companies have workforce flexibility policies in place, but only 35% say that it is a core part of their value proposition; even fewer in Europe and Asia (both at 29%). And 1 in 4 companies offers flexible work arrangements only on an ad-hoc basis.

We also asked employees about their experiences with flexible working in practice:Employees generally report support from their managers (61%) and from their colleagues (64%), although both of these stats were lowest in Europe compared to other regions (52% Managers, 51% colleagues).

But 1 in 3 employees reported that they requested a flexible work arrangement in the past and were turned down, and 1 in 2 employees expressed concern that working part-time or remotely would negatively impact their promotion opportunities. Again, this is more of a concern in Europe.

So we are making progress, but not fast enough and more needs to be done to create the culture where flexibility is a right, not a benefit.

On the topic of benefits, we also asked what would make you work for one company over anotherIt was an exhaustive list (and we took pay out of the equation), but the ask is clear more time off or more flexible ways to spread their time off / work less hours for less pay.You can see from the top 6 items here, that the only change that would tip the balance was the opportunity to work less hours or creative suggestions for managing work / life integration.

And this brings us to our Fourth and final trend

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Employees Expect workplace Change

MERCER 2017

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Implications for technology - 201742

4361% of executives globally see technology at workincluding robotics, machine learning, and wearables as having the greatest impact on their organizations

8%Digital77%On digital journeyORGANIZATIONS CONSIDERING THEMSELVES DIGITAL TODAY

35% think that their HR provides a digital experience for their employees32% think that experience is consumer-grade42% foresee the greatest upcoming talent shortage in technical skills

MERCER 2017Future leadership a worry for executives -- do we spend on internal development or external recruiting?Organizational change: flattened, simplified, technology-centered but is HR ready?Employee retention: rewards beyond development; review of compensation are we retaining the right people? Aligning HR and Executives on the value proposition -- can we create a more authentic corporate portrayal for recruiting efforts?The future of work: flexibility, informality and the value of time what does that mean for talent management?

44Parting Thoughts

MERCER 2017

THRIVINGWORKFORCEDiverse and EnergizedInclusive and Growth FocusedCommitted to Health & WellnessOur Charter: cultivate a thriving workforce

MERCER 2017

THRIVINGORGANIZATIONBusiness SuccessResilient and AdaptivePositive Social Impact

THRIVINGEMPLOYEEGrowing and ContributingEmpowered and ConnectedHealthy and Energized

MERCER 2017Attracting and Retaining tomorrows talent Address the talent analytics chasm and quantify what you have and what you need for growthLead on responsible rewards and sure up your total reward proposition. Get loud about what resonatesInvest in career pathways -develop transparent paths to promotion and curate the learning experience Building for an unknown future Mitigate risk by cultivating diverse skill sets and enhancing knowledge sharing /innovation across the company Bounce forward: develop a growth mindset and use mobility to cultivate the experiences needed for the future Agile design- build simplicity, efficiency feedback and an iteration culture into how you think about structuresFostering a thriving workforce Cultivate a contribution cultureCurate the learning experience Embrace the whole person agenda by moving from an EVP to IVP that addresses the deal and the work style

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More InformationHand me your business card and I will send you the Global Talent Trends report.Download your free copy from www.mercer.comRelated reports industries, countries, generational and many more are available to members at Mercer Select Intelligence46

MERCER 2017

Cutting-edge new primary researchDaily emails of key content in your area of interest Global content. Over 650 timely legal and technical news and analysis published in 2016.

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MERCER 2017Note- team ready assets for users47

Sample Resources48

https://www.youtube.com/watch?v=pvHvb7AtXZI

MERCER 2017A

DR. KATHERINE JONESPartner and Director of ResearchEmail: katherine.jones@mercer.comTwitter: @katherine_jonesQ&49

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MERCER 2017