PPMA Seminar 2016 - Future Proofing HR: Bridging the Gap between Employers and Employees

H E A LT H W E A LT H C A R E E R
F U T U R E - P R O O F I N G H R
B R I D G I N G T H E G A P B E T W E E N
E M P L O Y E R S A N D E M P L O Y E E S

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A W A K E - U P C A L L F O R H R
85% of organizations participating in the
study say that their talent management
programs and policies need an overhaul.
Managing this amount of change will be
a challenge for even the most skilled
professional — and can only be achieved with
support from the top. With merely 4% of the
surveyed HR professionals reporting that HR
is viewed as a strategic business partner in
their organizations, there has never been
greater urgency in getting that overhaul
underway. At the same time, the study shows
that even employees who are satisfied with
their current organization say that they
are nevertheless seriously considering a
move within the next 12 months. Underlying
factors include a lack of development,
outdated processes and discontent with
their manager’s role — all areas in which HR
can play a critical role. The time for that HR
overhaul is now.
2016 is shaping up to be a moderately
positive year, yet many organizations
still face uncertainty about the future.
Geopolitical headwinds, instability in Europe,
slowing economies in Asia and looming job
disruptions — due to automation, digitization
and globalization are all contributing to this
climate of caution. One thing is clear — the
future will not be a continuation of the past.
And as Talent remains a C-suite concern, this
places HR in the eye of the storm. The world
of work has been experiencing seismic shifts:
in the composition of the workforce, the
skills that drive business performance, and
the talent pools that will likely fuel future
growth. These shifts require looking at talent
development with a new lens — re-examining
how we think about the nature of work, the
concept of employment and what it takes
to build a thriving workforce. In this Era of
the Individual, employees have more options
about where, when and how they work than
ever before. They are demanding a new value
proposition that provides greater career
support, combined with new flexibility in
managing their work and building their skills.
Are their employers up to the challenge?
To find out, Mercer gathered the views
of both employers and employees on
what drives today’s workforce and how
organizations are responding. More than
1,730 HR leaders and 4,500 employees across
15 countries provided input. The result is
F U T U R E - P R O O F I N G H R
B R I D G I N G T H E G A P B E T W E E N E M P LOY E R S A N D E M P LOY E E S
Mercer’s 2016 Global Talent Trends study,
which highlights current issues in the world
of work and identifies priorities that demand
immediate attention.
With a unique focus on the employee
voice, the study calls out potential gaps
between employees’ emerging needs and
the actions being proposed by HR today.

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According to HR professionals around the world, these are the major workforce trends expected to most
significantly impact their talent management priorities in 2016:
Nine out of 10 employers surveyed for this report
anticipate that the competition for talent will
further increase in 2016 — and more than a third
expect that increase to be significant (see Figure 1).
TA L E N T S C A R C I T Y A N D T H E R I S I N G C O M P E T I T I O N F O R TA L E N T F R O M
E M E R G I N G E C O N O M I E S
Continued moderate economic growth and a
shrinking working age population1
across most of
the world contributes to this issue, as employers
seek the talent they need to fuel growth. But the
dilemma isn’t simply a lack of available talent —
unemployment remains high in many countries
today. Rather, the issue is a lack of the right talent
where and when it is needed to drive competitive
advantage and deliver results to the business.
Demand continues to outstrip supply for talent with
analytic, leadership and people development skills,
as well as specialized technical skills in growing
T R E N D I N G T O T H E T O P : M A J O R C H A L L E N G E S
1
http://www.wsj.com/articles/how-demographics-rule-the-global-economy-1448203724
2
As an advisor on the Future of Jobs Global Agenda Council, Mercer helped shape the World Economic Forum report titled The Future of Jobs. The full
report is available at http://www3.weforum.org/docs/WEF_Future_of_Jobs.pdf.
areas such as STEM and IT. Also in short supply are
those with the skills to manage in complex, global
organizations, especially in industries facing the
prospect of disruptive innovation.
Employers from both mature and emerging
markets in this study concur that they face
shortages for these critical skills. Yet not all
regions are equally concerned. Organizations
in Asia (most notably Hong Kong and Japan),
South Africa, and the United States are greatly
concerned about the impact of talent scarcity.
The majority of European companies, on the other
hand, are more sanguine about the availability
of needed talent, with only ten percent listing
talent scarcity as a concern for 2016. Their slower
economic growth has led to lower turnover
rates — a double-edged sword. On the one hand,
this ensures stability of talent pools and helps
with institutional knowledge. On the other hand,
we are witnessing a “stagnant middle”, where one
in four employees is staying with their employer
despite dissatisfaction — citing a lack of outside
opportunities as the underlying factor.
F I G U R E 1
2 0 1 6 O U T LO O K O N C O M P E T I T I O N F O R
TA L E N T *
56%
35%
10%
No increase in
competition for talent
Some increase in
Significant increase in
*Percentages may not total 100 due to rounding.
The WEF Future of Jobs report forecasts
that over a third of what we see as core
skills today will change by 20202
.

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Employers surveyed understand that their talent
strategies are increasingly dependent on their ability
to leverage people globally from different genders,
ages, ethnicities and backgrounds. HR respondents
chose the ability to “effectively leverage diverse
talent” as the number three trend likely to impact
their priorities in the next 12 months, after the rising
competition for talent and talent scarcity. Managing
the multi-generational workforce and sourcing
talent from around the world also topped the list
(see Figure 2). At the other end of the spectrum
was “contingent workforce” and “machine learning
and robotics,” both emerging trends but ones that
do not seem to be having much impact on most
organizations’ talent agendas today.
These workforce trends are directly impacting
organizations’ talent management priorities for the
year ahead. Below are 5 priorities identified through
this research and via consultation with Mercer Talent
professionals around the world. These are consistent
across organizations and markets. The good news is
that companies are focused in the right areas; the
concern is that there is still much to be done.
Leveraging an increasingly diverse talent pool
requires data to help organizations understand
their talent flows. Organizations acknowledged the
power of data by naming “big data management” as
a Top 4 trend impacting talent priorities this year.
By identifying the drivers that will impact promotion,
retention and engagement, predictive modeling is
already informing investment plans and providing
early warning indicators to managers on who might
be a flight risk.
L E V E R A G I N G A N I N C R E A S I N G LY
G L O B A L , D I V E R S E A N D
M U LT I G E N E R AT I O N A L L A B O R P O O L T H E P E O P L E A G E N D A F O R 2 0 1 6
F I G U R E 2
T O P W O R K F O R C E T R E N D S I M P A C T I N G
TA L E N T P R I O R I T I E S
1 Rising competition for talent from emerging economies
2 Talent scarcity
3 Leveraging an increasingly diverse labor pool
4 Big data management
5 Multi-generational workforce
6 World-Sourcing (hiring talent from locations around the world)
A R C H I T E C T
compelling careers
S I M P L I F Y
talent processes
R E D E F I N E
the value of HR
B U I L D
diverse talent pools
E M B R A C E
the new work equation

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With 82% of organizations saying they plan to increase promoting talent
from within, development is clearly a priority. Unfortunately, current
approaches are falling short. Only a quarter of employees globally
believe that their organization is doing enough to keep their skills
relevant, and nearly a third say their employer is doing little or nothing.
Equally concerning is the fact that only 25% of companies strongly agree
that they have a robust method for identifying employees with potential.
In addition, the entrenched view that talent belongs to a manager or
department, not the organization, holds back an organization’s capacity
to build its talent capital from within.
Even as the focus is on “build” over “buy,” companies are not giving up
on the external market in 2016, with over half planning to increase their
talent acquisition activities and two in five looking to add more contract
or temporary workers (see Figure 3).
P R I O R I T Y # 1 :
B U I L D D I V E R S E TA L E N T P O O L S
Employers in Brazil and
Mexico report the highest
overall alignment with
employees’ views on five
out of six of the areas
related to the strength of
organizations’ talent pools
and pipelines. Mercer’s
Leadership Practices study
highlighted Latin America’s
maturity with respect to
leadership development3
,
while Mercer’s When Women
Thrive report indicates
that Latin America is the
only region on track to
reach gender parity at the
professional level and above
in the next 10 years4
.
R E G I O N A L
D I F F E R E N C E S
My company is
failing me on the
development front.
F I G U R E 3
B U I L D , B U Y A N D B O R R O W
Increase DecreaseMake No Changes Don’t Know
Borrow — employ talent under contract
and/or temporary arrangements 40 1343 4
Buy — from the external labor pool 57 1130 2
Build — a stronger focus on developing
and promoting talent from within 82 414 1
*All values in %. Percentages may not total 100 due to rounding.
3
Mercer (2014). Latin America Leadership Practices Study Report 2014. (Whitepaper).
4
http://www.mercer.com/our-thinking/when-women-thrive.html
The view that talent belongs to a manager or
department, not the organization, holds back the
capacity to build talent capability from within.
Our emphasis this year
will be on building rather
than buying talent.

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Employers and employees mostly agree on which skills will be in highest
demand over the next 12 months. Inspirational leadership and people
development topped the list, along with analytical skills, innovation, and
building a global mindset (see Figure 4). Last year, digital leadership and
cultural literacy were areas of focus for many companies. We expect
that this will continue in 2016, with an added focus on coaching and
creative problem solving. Building these types of dynamic skills is about
more than just theoretical knowledge; it requires application and lots
of practice. If this is the new agenda for talent development, it is clear
that organizations need to embrace more experiential approaches to
skill development, rather than traditional classroom or online methods
alone.
Companies are not delivering on the development imperative. When
asked about the one thing their organizations can do to improve their
work experience, employees are three times more likely to name “more/
better training” than any other choice. Over 80% of employees in
Italy and China feel that their
organizations are not doing
enough to keep their skills
relevant.
Employees in Europe are the
least likely — 49% compared
to 58% globally - to say that
their leaders are engaged in
championing development
programs.
Employers in Australia and
Canada are more focused
than other mature markets
on developing local leaders in
emerging economies.
Organizations in Latin
America are much more
confident in their ability to
develop local leaders — 73%
indicate that they view this as
a strength.
““Global mindset” ranks as the
number one in-demand skill
for companies in Italy, and
number two in China and
Japan. On the other end of the
spectrum are South Africa,
Mexico, Australia and the
U.S. — where having a global
mindset is viewed as less
critical to business success.
R E G I O N A L
Part of the equation is holding senior leaders and line managers
accountable for development. While 74% of companies believe their
leaders are engaged in championing development programs, only 58%
of employees think so.
F I G U R E 4
I N - D E M A N D S K I L L S
E M P L O Y E E R E S P O N S E O R G A N I Z AT I O N R E S P O N S E
Analytical skills
Leadership/
inspirational leadership
41% 43%
Coaching/
people development
37%
Coaching/
people development
40%
Turnaround and growth mindset 36% Analytical skills 34%
Leadership/
inspirational leadership
36%
Design thinking/
innovation
33%
Design thinking/innovation 36% Global mindset 31%
W I T H J O B D I S R U P T I O N C O M E S A S H I F T I N T H E S K I L L S
T H AT A R E I N D E M A N D

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62% of organizations globally say that developing
local leaders in emerging economies is a strength.
This shows steady improvements from 2014, where
Mercer’s Leadership Practices study found
that only 47% of organizations had a localization
strategy in place5
. Despite this growing emphasis
on the importance of an inclusive culture, fewer
than a third of employers surveyed strongly agree
that their company is actively working toward
creating a diverse workforce or that their leaders
are held accountable for attracting and supporting
diverse teams.
Gender diversity has become a hot topic, with pay
parity discussions and board diversity capturing
widespread attention in the media. Outside of the
United States, over half of employee respondents
feel there is insufficient progress in cultivating
women leaders in their organizations. Mercer’s
When Women Thrive research, based on data from
over 600 organizations globally, found that female
representation declines as career level rises. As
shown on the Internal Labor Market®
(ILM) map
below (see Figure 5), women globally make up 33%
of managers, 26% of senior managers, and only
20% of executives.
In addition to representing the current workforce,
the ILM map also shows how many women and
men come into the workforce, how many ascend
through the hierarchy, and ultimately the numbers
exiting the workforce at various career levels.
The above illustration shows an increased focus
on hiring and promoting women globally at the
executive rank — but efforts to maintain women
at other levels and build a sustainable pipeline are
woefully lacking.
O R G A N I Z AT I O N S C O U L D D O M O R E T O B U I L D D I V E R S E TA L E N T P I P E L I N E S
F U T U R E F E M A L E TA L E N T P I P E L I N E AT
R I S K
The WEF Future of Jobs report
indicates that women might be more
negatively impacted than men by labor
market disruptions, given the type
of jobs slated to be in decline and the
gender role biases that exist today.
Identifying how to accelerate the development
of key populations is a primary priority for
employers and one that is difficult to achieve.
International assignments are one way to provide
the experience-based development employees
are craving, while addressing the need to develop
leaders with an agile skill set and global outlook.
Historically, expatriate assignments have been
the preserve of senior leaders, but we are now
witnessing more innovative approaches to mobility
including shorter assignments and developmental
engagements to rapidly build organizational
capability through career movement6
.
49% 5 1 %
38% 62%
33% 67%
26% 74%
20% 80%
FEMALES 7% MALES 6%
AVERAGE REPRESENTATION
AND TOTAL PROMOTIONSCAREER LEVEL TOTAL HIRES TOTAL EXITS
FEMALES 8% MALES 7%
FEMALES 7% MALES 6%
FEMALES 5% MALES 5%
OVERALL REPRESENTATION: 38% FEMALE 62% MALE
EXECUTIVE
FEMALES: 9%
MALES: 6%
FEMALES: 10%
MALES: 8%
FEMALES: 8%
MALES: 7%
FEMALES: 8%
MALES: 9%
FEMALES: 8%
MALES: 9%
FEMALES: 9%
MALES: 10%
FEMALES: 14%
MALES: 14%
FEMALES: 18%
MALES: 21%
FEMALES: 12%
MALES: 12%
FEMALES: 15%
MALES: 17%
SENIOR MANAGER
MANAGER
PROFESSIONAL
SUPPORT STAFF
F I G U R E 5
T H E AV E R A G E O R G A N I Z AT I O N ’ S I L M M A P
Note: This ILM map reflects average representation and talent flows across
350 participating organizations.
5
Mercer. (2014). Leadership Practices Study Report. (Whitepaper).
6
https://www.imercer.com/products/WorldwideIAPP.aspx

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T H E R I S E O F F R E E A G E N T S
• Leverage analytics to improve talent flow for
each of your key employee populations. Begin by
diagnosing the talent you have today in terms of
demographics, skillsets and talent flow. Then define
the future talent needs over different time horizons
(short/medium/long term). Identify mismatches and
use causal modelling to identify the benefit that
interventions will have on your talent supply. Once
you have chosen the interventions to implement,
use analytics to track progress and adjust the model
as needed.
• Broaden traditional views of the internal labor
market, moving away from the narrow definition of
““people on the payroll” to a wider “talent ecosystem”
that includes vendors, partners and suppliers as
well as talent that is freelance, crowd-sourced,
or even in partnership with competitors7
. You may
also consider existing employees and unsuccessful
candidates from your recruiting efforts as part of
this extended labor pool. Technology innovations
have changed the way we think about outplacement,
making it possible to stay connected with everyone
who touches your organization.
There are many internal and external forces shaping your workforce. If left unattended, the mix, quantity
and quality of your talent pool will drift and become misaligned with business needs.
• Help your business leaders be creative in
sourcing talent. For example, look at part-
time inputs from downshifted or retired
workers, or remote inputs from geographies
with surplus workers that might contribute
via virtual team arrangements. Part of the
challenge here is ensuring that progressive
practices are not only in place but well
communicated to the workforce, and that
barriers to internal mobility are removed.
• Build agility into your workforce structure.
With employees wanting to develop their
skill portfolio through a variety of short
term experiences, think differently about
how you deliver this sustainably and with
impact. Areas to look at include your
workforce structure, career management
practices and mobility arrangements. Focus
on building new workforce capabilities that
will drive innovation and growth, such as
telling a story with data, managing a diverse
workforce and employing design thinking
skills.
F O C U S O N E X E C U T I O N : B U I L D I N G A D I V E R S E TA L E N T P O O L
The growing ranks of contingent workers is a trend
predicted to further influence talent priorities,
bringing with it a challenge in engaging and
managing a more fluid workforce. Semi-permanent,
contingent and virtual workers (often located
around the world) are all part of this new talent
ecosystem and are demanding a redefinition of
what is a job and what it means to be an employee.
To move the needle on talent pool development,
organizations need to have continual insight into
their oft-shifting workforce, critical skills and
talent flows. Necessary to driving this effort is
data that allows organizations to really understand
their talent across demographics such as gender,
age, ethnicity and employment relationship (part-
time, full-time and contingent). Talent flow is a
significant issue not just in ensuring no population
is neglected, but also in creating differentiated
strategies to groom and promote talent. Only
when insights and interventions are data driven
will organizations make progress on talent
development.
7
Mercer. (2015). Talent Ecosystems: Manage Critical Capabilities To Gain A Competitive Edge. (Point of view paper)

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The demographics of the workforce are changing —
and so too is the “deal” that employees expect from
their employers. Millennials are now the dominant
generation in the workforce, making up one in
three American workers8
and, by 2020, half of the
global workforce9
. More so than their older peers,
these workers are seeking ways to fit work into a
variety of different life models. They want more
flexibility and autonomy in their work environment,
as well as more holistic advice from managers
and more tailored solutions for their rewards and
benefits.
Given these changes, it has never been more critical
to listen and respond to the needs of employees.
A case in point concerns flexible work practices — two
in three employers believe that their flexible work
practices support employee productivity, yet only
half of employees surveyed say they are permitted
a flexible work schedule and fewer than two in five
are able to work virtually. This could suggest a true
misalignment where existing policies no longer
meet needs or have not been nuanced for the
region. It could also be that while programs exist,
organizations miss opportunities to effectively
communicate and promote their existence to
employees. Either way, it highlights an opportunity
P R I O R I T Y # 2 :
E M B R A C E T H E N E W W O R K E Q U AT I O N
8
http://www.pewresearch.org/fact-tank/2015/05/11/millennials-surpass-gen-xers-as-the-largest-generation-in-u-s-labor-force/
9
http://www.catalyst.org/knowledge/generations-demographic-trends-population-and-workforce
10
Mercer. (2016). Say on Pay. (Point of view paper)
My manager is not good
at providing me the tools,
coaching and support I need to
improve my performance.
to close the gap between how we work today and
how employees want to work in the future.
The “employee voice” is also having an
organizational and societal impact with regard
to compensation strategies. Nearly half of
organizations report that they plan to make
changes to executive compensation in the next
year. In addition, two thirds of companies have
aligned Executive Compensation with Total
Shareholder Return, or are planning to do so in the
next 12 months. We are certainly heralding a more
balanced approach and greater transparency in
rewards10
.
Coaching capability is one
of the Top 3 in-demand
skills for managers in the
next 12 months.
The theme of transparency is not just apparent
in the executive ranks. Employees at all levels
are asking for more transparency and flexibility
with regard to career paths and the resulting
remuneration trajectories. In today’s climate of
readily accessible information, employees expect
more than just pay calculation explanations.
Employees are looking for more flexible
and tailored solutions for their rewards
and benefits.

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Rewards that are fair and competitive matter to employees, but being
valued and trusted as an individual and having the opportunity to
contribute are just as important. This clearly places the manager at the
center of the “value proposition” equation. Most employees, however,
award their managers a C grade or below for their ability to provide
resources to do the job, their skills in coaching and supporting them,
and their ability to help them improve performance (Figure 6). It is no
surprise that coaching capability was reported as one of the top three
in-demand managerial skills in the next 12 months.
Reward segmentation is common practice in Italy, Mexico and China
where more than 80% of the organizations differentiate compensation
for key segments such as high potentials. In a tighter economic climate,
organizations are also looking towards non-cash incentives to motivate
employees — a move that meets Millennials’ need for instant recognition.
Nearly 80% of companies say they use a total rewards approach to
formal recognition — with even more in Latin America (91%) and Asia
(89%) — and over half plan to focus on non-monetary recognition this
year. Technology is fast changing this landscape and enabling flexible
total rewards practices. Companies are blending insurance and wellness
spends and empowering individuals to make direct choices on how they
use these monetary benefits, for example buying more paid days off.
With mobile-enabled choices, total rewards are being tailored at the
individual level.
M A N A G E R S A R E I N T H E D R I V E R ’ S S E AT I N S H A P I N G
T H E E M P L O Y E E E X P E R I E N C E
I N D I V I D U A L I Z I N G R E W A R D S
Employees in Sweden,
France and Italy are
least satisfied with their
manager’s ability to support
them.
Flexible work schedules
are least desired and least
prevalent in Asia, where
only 38% say they would
improve their work situation,
compared to 46% globally.
According to both
employers and employees,
organizations in Mexico,
Brazil and India are more
transparent when it comes to
rewards than those in other
countries.
France has the most
divergent views, with 90%
of employers but only 60%
of employees stating that
their organization’s rewards
practices are transparent.
Fifty-seven percent of
Millennials agree that
their organizations are
transparent around rewards,
compared to 43% of their
Baby Boomer colleagues.
R E G I O N A L
I N R E W A R D S
T R A N S P A R E N C Y
Instead, they want to know pay ranges and what different career moves
might yield in monetary terms over the longer term. Today, 66% of
organizations consider themselves transparent with respect to pay
information, yet only 50% of employees concur. This is low-hanging fruit
for organizations that have competitive pay practices but might not be
communicating them effectively.

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Interestingly, in this study what employees value most differs less by generation than it does by culture.
Managers in the regions/countries below can use this heat map to guide their conversations, focusing
on the areas that employees rated as most important to improving their work situation (noted in red in
Figure 7).
F I G U R E 7
E M P L O Y E E P R I O R I T I E S B Y C O U N T R Y
Global U.S. Canada Brazil Mexico France Italy U.K. Ger-
many
Swe-
den China Singa-
pore Japan South
Africa
Aus-
tralia India
More/Better training
opportunities
Increased pay
Flexible work
practices
A supportive
manager
More paid leave or
additional holidays
More autonomy
A better designated
work environment
A manager that
stretches my abilities
More responsibilty
More realistic/better
allocated workload
Important Somewhat Important Not Important
F I G U R E 6
E M P L O Y E E S G R A D E K E Y TA L E N T P R A C T I C E S F R O M A T O F *
My relationship with my team members
My application/hiring experience
My onboarding experience
My workload/hours worked
My manager’s ability to provide the tools
and resources I need to do my job efficiently
My manager’s skills in helping me improve
my overall performance
My manager’s skills in coaching, supporting
and developing me
My experience with HR regarding benefits
questions and information requests
My compensation
2 4 33 2040 2
2 5 42 1434 4
3 10 41 1231 3
4 9 42 1330 1
6 12 40 1229 2
6 13 39 1229 2
7 13 38 1130 2
6 12 45 924 4
5 15 44 827 1
9 16 41 823 3Career pathway options described to me
F — Very Poor
D — Below Average C — Average B — Above Average Don’t KnowA — Excellent

• Communicate a clear employee value proposition.
Build your EVP from the ground up, focusing on
what common terms like “flexibility” and “remote
working” really mean for each segment of your
workforce and across different cultures. Address
the needs of specific populations by focusing
on interventions that have been shown to have
impact (e.g., financial wellness for women11
).
Raise employee awareness of programs that are
already in place and keep listening as their needs
evolve and change.
• Know your talent’s skillset and interests. Beyond
the basics of pay and training, employees want
to be valued as individuals and empowered to
operate autonomously. This places strain on
the traditional supervisory roles and requires
managers to learn to operate as coaches.
Provide tools and resources to help managers
understand their employees as individuals, and
help them to adapt the organization’s EVP into an
IVP — an individual value proposition — for each
of their team members. The new breed of career-
matching tools and strength-based assessments
can also help bring in “right fit” talent into your
organization from the start.
• Review how line managers are incentivized and
rewarded for being talent scouts and talent
developers. This helps talent to be viewed as
an enterprise resource to be nurtured and
grown. Without the promise of a backfill of equal
or better quality, it is hard to see the business
rationale for managers to encourage their high
performers or high potentials out of their current
roles.
• Strive for transparency in rewards. Take
this opportunity to examine pay parity in the
workplace and address banding inconsistencies.
In addition, consider creating alignment between
career levels and rewards so that employees can
see potential career growth with the associated
reward opportunities.
The psychological contract at work is changing due to the advancement of technology, consumerization
in the workplace and the variety of employee expectations. These factors have profound implications for
total reward strategies and the employee value proposition.
F O C U S O N E X E C U T I O N : E M B R A C I N G T H E N E W W O R K E Q U AT I O N
13
11
http://www.mercer.com/our-thinking/when-women-thrive.html

14
Employers think they are doing a better job in supporting career growth
than employees report. In this study, more than a quarter of employees
(most notably Millennials) say they plan to leave because they do not see
a long term career in their current organization or see better options
externally. This is especially worrying given that 82% of the organizations
in this study reported a focus on a “build” strategy in 2016.
Mercer’s recent Careers Reimagined study suggests the challenge
might be twofold: not having a career framework in place (only 50% of
organizations globally have one), and failing to successfully implement
career management strategies12
. In this year’s Trends study, half of
employees surveyed say that career path information is available to
them. This is in contrast to the employers’ view, with 68% saying that this
information is in place. The disconnect hints at the second challenge —
implementation — and in particular the effectiveness of communication
around internal career opportunities.
P R I O R I T Y # 3 :
A R C H I T E C T C O M P E L L I N G C A R E E R S
Employees in India,
Singapore and Mexico were
most likely to report that,
while satisfied with their
organizations, they don’t see
long-term career potential
so are likely to leave in the
next year. On the other
hand, employees in Europe
were most likely to say that
while unsatisfied with their
organization, they plan to
stay — perhaps reflecting
fewer opportunities in the
market.
Having sufficient rungs on
the career matrix for people
to quantify progression is
more important to employees
in Asia than elsewhere, one
third of whom identified
this as one of their top three
concerns when it comes to
their careers.
In 2015, two thirds of
companies in Latin America
(66%) and nearly half
in North America (46%)
made changes to their job
architecture; of those, the
most common change was
adding job levels.
In 2016, organizations in
North America have shifted
their focus to creating
““stepping stone” roles.
R E G I O N A L
Even though I am satisfied with
my organization, I plan to leave
in the next 12 months.
Unsatisfied & leaving
Satisfied & leaving
Satisfied
Unsatisfied
F I G U R E 8
E M P LO Y E E
S AT I S FA C T I O N
A N D
R E T E N T I O N
12
Mercer (2015). Career Frameworks: The Strategic Centerpiece of Integrated Talent Management.
(Whitepaper).
We feel confident about
filling our critical roles
with internal candidates.

At the most basic level, this comes down
to managers conducting dedicated career
conversations above and beyond traditional
performance reviews. Over 70% of organizations
reported that these conversations are taking place,
while only 56% of employees agree. Furthermore,
when asked to rate their manager on their skill in
holding these career conversations, only 31% gave
Companies are at different points in the
continuum in structuring job levels and defining
career paths. The largest proportion of
respondents are recognizing the demands of
employees — Millennials in particular — for rapid
career progression13
and are now intending to
add job levels or “stepping stone” roles into their
architecture this year. These could be companies
that might have gone too far in embracing broad
banding and are now recognizing the need to add
back promotion and progress steps.
A third of companies report having too many job levels
for their needs and are on a journey to collapse these
into a more manageable and rational job architecture.
This often stems from a desire to increase fluidity
and lateral movement. These companies may be
pushing toward broader bands that offer employees
the opportunity to explore career options by gaining
skills and experiences via unique paths rather than
following rungs, levels, or roles.
13
http://www.hrmagazine.co.uk/article-details/career-progression-top-priority-for-millennials
C A R E E R S B Y D E S I G N
Organizations are being called upon by their
employees to be more transparent around careers
and the implications of career moves not only
on remuneration trajectories, but also on other
engagement drivers such as increased autonomy
and scope of responsibility. Despite this desire
for fluidity and flexibility, high potentials still
want a career infrastructure and more frequent
conversations with their manager to help them
build their skillset and pinpoint their next move.
This means thinking differently about the nature
of a “job” and the units of skill and experience that
indicate readiness for lateral mobility or promotion.
As this is not happening organically, it must be
design-driven in a way that protects talent from
leaving. In today’s talent demand economy, the
onus is therefore on the organization — and the
direct manager — to architect and inspire career
experiences that have movement built in.
1 in 3 employees are planning to leave their current organization within the next
twelve months, mostly due to the lack of career progression opportunities.
their manager an A or B grade with 25% awarding a
D or F. According to this study, developing a career
infrastructure and fostering career moves is on the
list of priorities for organizations this year, but for
most organizations it barely makes the top half in
terms of priorities. Given that career opportunity
is a significant retention driver, this area demands
attention.
15

16
• As you refine job leveling and rewards for your
organization, take the opportunity to overlay
high impact career pathways. Remember that
rewards structures are not always a direct match
to career frameworks as they may need to solve
different workforce challenges, but the two are
inextricably linked. A clear career philosophy and
architecture can provide the connective tissue
to bring careers to life.
• Approach career pathing with a goal of
facilitating movement and skills progression
in a way that benefits both the employee and
the organization. Pay special attention to how
employees can navigate around the organization
to pick up generic or portable skills, especially
those that you have identified as critical for
future leaders. This will ensure that employees —
especially high potentials — are ready for stretch
assignments and promotion opportunities when
they arise, and that in the meantime they are
engaged in an enriching learning experience.
Develop expatriate programs that address career
progression both during the assignment and
upon the employee’s return, with a clear path
forward for them post assignment.
• Institutionalize and communicate a career
culture. In order for employees to experience
your career culture on a day-to-day basis, you
must start by helping managers improve their
ability to have meaningful career conversations.
Some organizations are using development
consultants or career coaches to supplement
the critical role that managers play. Next,
leverage employee-focused technology to
help employees and their managers understand
career options and preferences, allowing
them to explore future career paths and build
development plans to get there. Leading edge
tools are often apps or other gamified solutions
that keep employees engaged with in-house
career paths. A compelling communication
strategy, using methods such as inspirational
videos and interactive blogs, can equally be
leveraged to stimulate career conversations
and cut through the noise.
• Use real careers to inform career paths. As
you make decisions about the number of job
levels as part of a career framework strategy,
undertake a career mapping exercise with
a representative sample of the employee
population (remembering to focus on key
demographics). This often shows employees
moving across and between bands, and
uncovers unusual development pathways and
mobility strategies that add value to both
individuals and the organization. The results
can also be used to inform alternative ways to
address future talent gaps as part of strategic
workforce planning.
F O C U S O N E X E C U T I O N : A R C H I T E C T C O M P E L L I N G C A R E E R S
Creating the “lens” through which employees can see opportunities in an organization should be a top
priority for employers who are looking to build their talent pipeline.
16

18
Complexity suffers from the snowball effect, building
on itself and ultimately getting out of control. HR
practices have evolved in just this way, adding new
processes or technology without “pruning the
hedges” to ensure that they deliver the intended
value in efficient ways. The result can be over-
orchestrated approval chains, perpetuated by
software that impedes — rather than accelerates —
decision making. Companies are acknowledging this
complexity, with only one in three employees and one
in five HR representatives reporting that their HR
processes are “simple and efficient.”
There is real commercial impact to complexity, with
work-related stress now the single biggest cause
of long-term absenteeism14
. The demand for change
is coming from the business, who want to reap
more value from talent processes, as well as from
employees themselves, who want better information
about how they’re doing and how to progress in
the organization. In fact, only 4% of employees and
5% of HR respondents describe their company’s HR
processes as “state-of-the-art,” highlighting the
urgent need for change.
The result is a push for simplification of most talent
processes. Three in five organizations have concrete
P R I O R I T Y # 4 :
S I M P L I F Y TA L E N T P R O C E S S E S
14
https://www.thehrdirector.com/business-news/health-and-wellbeing/stress-biggest-cause-of-absenteeism/
My company’s HR processes
leave a lot to be desired.
plans to change their people strategy, talent
acquisition, HR technology, and performance
management processes in 2016, and roughly one
in three have already secured the budget for
these changes.
Employers tend to see career management and
compensation competitiveness as lesser priorities
over the next 12 months. However, these are areas
where employees have concern and see room for
improvement. This disconnect is significant. The
employee voice suggests that changes to career
management and rewards will have greater impact
on talent engagement, retention and performance.
An alternative way to read these results is that
performance management — the traditional
cornerstone of a pay-for-performance
philosophy — may need to evolve to focus more
on engagement and careers. For managers, this
means focusing on performance and potential in
the context of value creation for the organization
and its implications on wealth creation for
individuals. This is in stark contrast to “managing”
people or performance, a concept that is
increasingly feeling outdated. Pay-for-potential as
a lever in growth economies has also been a part
of debate this year.
Our HR processes fail the test
of being ‘simple and efficient’.

Performance management has been a key focus for organizations in
2015 and will remain so in 2016. There is a movement afoot to replace
measurement and ranking with conversation and better tools for career
building. While ratings remain an important part of the performance
management landscape — and help to drive salary differentiation — some
organizations are giving up forced rankings while 22% plan to abandon
ratings altogether this year. Interestingly, 2 out of 3 employees see
performance ratings as very or extremely important, primarily because
ratings help them to know where they stand (46%) and encourage them
to improve their performance (54%). Only 8% said that performance
ratings are not valuable — with most believing that ratings encouraged
them to work harder, helped them know where they stand relative to
others and enabled them to earn more.
However, half of the organizations in this study are considering
eliminating the link between performance ratings and rewards. These
findings give pause for thought — prompting questions as to who is
driving the change and whether it meets employees’ needs for fair and
transparent compensation.
P E R F O R M A N C E M A N A G E M E N T —
F O C U S O N P U R P O S E R AT H E R T H A N P R O C E S S
1 in 2 employees in France
say they do not receive
performance ratings. 1 in 3 in
Sweden, Mexico, and the UK
do not either.
Eliminating ratings is most
prevalent in North America
(where nearly 29% of
companies plan to eliminate
ratings in 2016) and Asia
(where 22% of companies
eliminated ratings in 2015).
European organizations are
least focused on improving
goal calibration, while four
out of five organizations in
Asia intend to improve goal
calibration this year.
Organizations in Brazil and
India express the greatest
confidence in identifying
critical roles and job families,
and filling those critical roles
internally.
R E G I O N A L
F I G U R E 9
C H A N G E S P L A N N E D I N K E Y TA L E N T P R O C E S S E S *
HR technology
Workforce training
Leadership development
No changes
required
Changes required,
but no plan
Change plan determined,
but resources not secured
Changes approved to imple-
ment within next 12 months
Don’t
Know
The majority of employees globally believe that
performance ratings encouraged them to work harder,
helped them know where they stand relative to others,
and enabled them to earn more.
Performance management
Talent acquisition
Talent review and succession
Rewards
Career management
Workforce Planning
Global mobility
14203132 3
14213032 3
13233230 3
17232731 2
15232831 2
14243228 3
19242827 3
16252827 4
15263026 3
23222823 5

20
• Begin by evaluating processes and workflows
already in place, and look for areas to reduce
duplication and remove steps. If it needs too
much explanation, it means the process is not
intuitive and can be improved. Also consider
where manual work can be automated through
the use of technology to eliminate repetitive
processes.
• Redesign the interactions that employees
have with the organization; these often pass
through the HR function. Move away from siloed
workflows (which suit HR’s department and
technology structures) towards holistic programs
that address the end-to-end employee lifecycle.
Leverage design thinking to create a unified and
easy experience that prioritizes the benefit to
the individual employee and to people managers,
from initial attraction through post-employment.
Technology and outplacement services can make
it easier to ensure a positive brand experience
even when people are not a fit for a role. Staying
connected and providing support are part of a
modern Talent Acquisition process.
• Simplification does have downsides. One area in
particular that requires caution is performance
ratings. While eliminating forced rankings is a
positive step toward simplification, retaining
ratings can actually aid in right sizing processes
(such as those linked with an M&A integration) and
meets employees’ needs for fairness in reward.
Balance the need for simplicity with employees’
desire for transparency, which requires a certain
level of confidence in how capability and potential
are measured and how hiring, promotion, and
rewards decisions are made.
• Do not lose focus on service delivery
optimization — because efficiency matters
and transactional delivery is key for the overall
perception of the HR department. The goal is to
enhance the customer experience while freeing
up HR for more strategic pursuits — whether
through shared service centers, centralized
employee helpdesks, HR portals, mobile
applications, or other digital or workflow solutions.
Keep in mind that technology is not always the
answer, but often a catalyst for change.
F O C U S O N E X E C U T I O N : S I M P L I F Y I N G TA L E N T P R O C E S S E S
Simplification is needed across the entire portfolio of HR administration, talent management and human
capital practices. Many companies are already underway.
What emerges here is a new focus on the goal, not
the score. Most companies who made changes
or are planning change are focusing on the front
end of the equation (i.e., how goals are calibrated)
rather than the back end (i.e., how employees are
scored and ranked against one another). They are
re-designing performance management processes
to be simpler for managers and employees to
execute, while still delivering value by maintaining
regular touch points.
Performance management is inextricably linked
to talent reviews and succession, areas where
most organizations are quite positive about their
current state. Three-quarters of employers
report confidence that they have a strong
bench of successors for senior levels, and that
their talent review process extends beyond
top leadership ranks. However, if talent review
and succession processes are working, why
are so many organizations (84%) planning to
change them in 2016? Too much tinkering with
the system, especially if it feels like change for
change’s sake, is exhausting for managers and
employees — and can add to complexity. It can
also over-burden HR professionals with constant
change management. This is an opportunity for HR
to take a step back, re-examine its role, and define
with pinpoint precision the value that it can bring to
organizational success.
20

22
In a climate of unprecedented skepticism about
the impact of HR, it is time to re-evaluate the
contribution of the HR function to the business.
To maintain its value to the organization, HR must
reconcile the break between the business and
talent strategy, and work harder to demonstrate
Globally, “Big Data” management is trending
upwards: it was identified by organizations as one
of the top five workforce areas that will impact
their business in the next 12 months. HR is often at
the center of this discussion, and applied big data —
especially predictive analytics — offers a way for HR
to deliver value to the business.
There is consensus that many barriers exist and
the journey is slow. Rather than focusing on the
value-adding predictive analytics, companies
are instead still figuring out how to handle large
amounts of data and get basic reporting right. Only
10% of companies believe they have the ability
to leverage predictive analytics in making human
capital decisions, and only one third say they can
do “cause and effect” analyses of key workforce
trends against business outcomes.
Delivering strategic insights requires, first and
foremost, quality data. But a major problem
plaguing many HR functions today is just this —
leading to “garbage-in, garbage-out” concerns.
P R I O R I T Y # 5 :
R E D E F I N E T H E V A L U E O F H R
L E V E R A G I N G P R E D I C T I V E A N A LY T I C S A N D U P S K I L L I N G H R
It’s hard for me to get good answers
and information from HR.
HR is not viewed as a
strategic business partner.
how HR systems, processes, and insights can
positively contribute to business outcomes. As
a true strategic partner, the redesigned HR
function should be a technology- and data-driven
people organization that sits at the intersection of
business strategy and execution.
Further exacerbating this dynamic is the fact that
data is often spread across multiple software
systems and cannot be easily integrated for
analysis. Although two-thirds of organizations
surveyed have invested in HR technology in the
past three years, more are disappointed than
are pleased with their new HCM implementation,
and two in five report that they need additional
technology to integrate data from across the
business. This problem is particularly acute for
global organizations, as they are unable to take an
enterprise-wide view of their current workforce.
A lack of analytic skills contributes to the inability
to extract actionable insights from HR data. While
most HR professionals are comfortable with
structured data such as compensation statistics
and engagement surveys, many do not have the
same comfort level with unstructured data or the
inferential statistics needed for predictive insights.
Given that this is a specialty area currently in
incubation, organizations may want to consider
a dedicated team responsible for workforce

Integrated technology, quality data, and people with the analytical skills
to draw data insights are crucial to HR’s ability to provide strategic value.
While it is clear that these three elements need to be addressed in
order to drive the desired changes, organizations have put investments
in technology ahead of HR skill development — making it challenging to
capture the value of their system implementations. More than half (59%)
of organizations plan to make changes to HR technology in the next 12
months, while only 36% plan to invest in HR training and development.
Only 13% of companies currently have a curriculum for developing HR
professionals, while 42% report gaps in their HR skills but have yet to
begin planning for how to address them. These figures underline the
perennial problem of HR as “the cobbler’s children” — investing in talent
development for everyone but themselves. As economic and workforce
trends heighten the importance of the talent agenda, HR will inevitably
play a critical role in shaping the strategic direction of the business and
executing on key priorities. In order for this to be a true partnership,
organizations must stop putting HR skill development at the bottom of
the list, and HR leaders must be vocal about the skills and tools their
teams need to succeed in the new talent ecosystem.
M A N Y C O M PA N I E S A R E AT T H E B EG I N N I N G O F T H E H R
D E V E LO P M E N T J O U R N E Y
23
analytics and invest in skills associated with analytics, such as how to
tell a story with data. Despite these data limitations and technology
challenges, large organizations cited the lack of a specialized team and
related expertise as the number one roadblock to better leveraging
workforce analytics.
Companies in Asia are
most likely to invest in HR
upskilling in 2016, with
44% in the region and 53%
in China having plans in
place. North American
companies are lagging
behind — despite gaps in
their HR skills, they are
least likely to be investing
in 2016.
Use of workforce analytics
varies significantly across
the globe. Organizations in
North America and Latin
America lead the way, with
nearly one-third reporting
that their HR departments
leverage analytics to a
great extent. Companies in
Asia are just beginning to
use workforce analytics.
R E G I O N A L

24
• Rethink the structure that delivers value.
Consider redeploying the skills and expertise of
total rewards, talent management, learning &
development and employee relations Specialists
into more fluid Business Partner roles that
can solve broad human capital problems and
think across the value continuum. Expand HR
professionals’ line-of-sight through analytics
to help take an enterprise-view of talent.
Analytics can help move away from geographic or
departmental silos to mobilize talent across the
enterprise. Recognize that one size does not fit
all, especially in large multinationals with a diverse
workforce. One of the benefits of leveraging
analytics is that it allows a data-driven approach
to determine when a broad-based initiative will
meet need or when a more tailored approach is
required. Be prepared to create targeted micro
interventions for pockets of the organization
when required.
• Build HR’s professional capabilities to meet the
needs of the evolving talent landscape. Focus on
a few key areas that will have maximum impact,
such as analytical skills and change management
expertise — both of which are required to justify
HR spend and deliver true business value. Acting
on the message of analytics will further reinforce
value. Data that are ignored will fast become
untrusted and devalued.
• Stay abreast of technology innovations. HR
leaders and software vendors have been
talking about integrated talent management
systems for years. We are now at the tipping
point where robust cloud-based HRMS and
talent platforms provide end-to-end coverage,
but companies have not yet fully harnessed the
power of these systems to both deliver day-
to-day operational support as well as strategic
and actionable insights. If you have been
piecing together a solution and find yourself
with a potpourri of bolt-on systems, consider
investing to tighten the connections between
talent management, total rewards and careers
programs. Recognize that it can take time to
plan and implement technology and achieve the
related staffing and service level objectives, so
develop short- to mid-term plans to bridge the
ROI gap.
• HR transformation is not just HR’s responsibility.
The CEO and Executive Team play a critical
role. And there may be talent — such as data
scientists — that can be borrowed from
outside of HR. In fact, if HR could do this by
itself, many more organizations would have
done so by now. Transformation has an element
of process, information and tools — but to
drive real change, this has to be an enterprise
commitment, sponsored from the top.
F O C U S O N E X E C U T I O N : R E D E F I N I N G T H E V A L U E O F H R
Redefining how the HR function adds value requires its leaders to be business experts, not generalists;
and to shift the core skills from operational HR to talent strategy expertise.
24

26
1 . B U I L D D I V E R S E
TA L E N T P O O L S
• Expand the use of analytics to identify talent flow opportunities and pinpoint the drivers of
change
• Rethink talent acquisition through innovative sourcing strategies, informed skill matching
and new worker profiles
• Build for tomorrow via experience-based development interventions focusing on diverse
population pools and emerging competences
2 . E M B R A C E T H E
N E W W O R K
E Q U AT I O N
• Recognize “one size fits one” and build a growth culture that supports flexibility, development
and autonomy
• Create an environment where employees feel valued and have transparency around pay,
feedback and progression
• Rethink how managers are incentivized for identifying, developing and exporting of talent
3 . A R C H I T E C T
C O M P E L L I N G
C A R E E R S
• Design career frameworks to reconcile the succession needs of the organization with the
expectations of the individual around career direction and velocity
• Stimulate talent movement in intentional and systemic ways through making careers fun and
focusing on mobility and development programs
• Enable managers to hold meaningful career conversations with their employees
4 . S I M P L I F Y TA L E N T
P R O C E S S E S
• Challenge existing talent management processes and technology to reduce duplication and be
short and intuitive
• Align performance management fundamentals with the organization’s business model and
rewards philosophy
• Reimagine employee interactions with HR processes to promote a positive employer brand
5 . R E D E F I N E T H E
V A L U E O F H R
• Reassess how the HR function delivers HR operations, strategic talent insights and the
employee experience
• Commit to investing in HR capability building, specifically around analytics, workforce
planning and strategic partnering skill
• Establish the vital role of managers and executives in promoting a Talent-driven environment
and sponsoring change
The workforce challenges identified in Mercer’s 2016 Global Talent Trends study are substantive, but
certainly addressable. Faced with a global, diverse workforce in a period of rising skill shortages,
organizations will need to rethink their talent infrastructure and day-to-day talent practices. The
workforce of today may be the most career-oriented in history, forcing a new level of transparency
between employers and their employees. Successful companies will navigate these changes by challenging
how work has been done in the past, and considering how it could be done in the future.
HR is front and center in this discussion. To deliver on the new Talent imperative, there are five priority
areas to consider. The main themes and actions from Mercer’s 2016 Global Talent Trends study are
summarized in the table below.
C O N C L U S I O N : T H E P E O P L E A G E N D A F O R T H E Y E A R A H E A D

27
Mercer is a global consulting
leader in talent, health, retirement,
and investments. Mercer
helps clients around the world
advance the health, wealth, and
performance of their most vital
asset — their people.
Mercer’s more than 20,000
employees are based in more than
40 countries, and the firm
operates in over 130 countries.
Mercer is a wholly owned
subsidiary of Marsh & McLennan
Companies (NYSE: MMC), a global
professional services firm offering
clients advice and solutions in
the areas of risk, strategy, and
people. With 57,000 employees
worldwide and annual revenue
exceeding $13 billion, Marsh &
McLennan Companies is also
the parent company of Marsh, a
leader in insurance broking and
risk management; Guy Carpenter,
a leader in providing risk and
reinsurance intermediary services;
and Oliver Wyman, a leader in
management consulting.
For more information, visit
www.mercer.com.
Join the conversation:
On Twitter: @Mercer
On LinkedIn:
www.linkedin.com/company/mercer
www.linkedin.com/company/
mercer-talent
Core Team
• Kate Bravery
• Tamar Hudson
• Katherine Jones
• Karen Shellenback
• Joana Silva
Noted Contributors and
Subject Matter Experts
• Garry Adams
• Jamie Barrette
• Thorsten Barth
• Angela Berg
• Ilya Bonic
• Antonis Christidis
• Darrell Cira
• Karen Cygal
• Konrad Deiters
• Will Ferguson
• Mario Ferraro
• Stefan Gaertner
• Dion Groeneweg
• Steve Gross
• Martin Ibanez-Frocham
• Natalie Jacquemin
• Jackson Kam
• Hans Kothuis
• Denise LaForte
• Raphaele Nicaud
• Gregg Passin
• Mary Ann Sardone
• Ilene Siscovick
• Ephraim Spehrer-Patrick
• Puneet Swani
• Javier Tabakman
• Yvonne Traber
The authors wish to extend
a special thank you to
Margaret Chabowski,
Tonushree Mondal and Shari
Fryer for their support.
A B O U T M E R C E RC O N T R I B U T O R S

28
United States
A P P E N D I X
D E M O G R A P H I C S
S I Z E O F O R G A N I Z AT I O N S * LO C AT I O N *
*all results are in percentages *all results are in percentages
Singapore
Mexico
Japan
Italy
India
Germany
France
China
Canada
Brazil
Australia
South Africa
Sweden
United Kingdom
500 to 999 employees
1,000 to 4,999 employees
5,000 to 9,999 employees
10,000 to 19,999
employees
20,000 or more
employees
16
20
35
9
20
13 13 12
8 7 6 6 5 4 4
1
C O M B I N E D I N D U S T R Y
Manufac-
turing
Financial
Services
Trade
(Retail and
wholesale)
Healthcare Real Estate
& Con-
struction
Mining &
Utilities
Entertain-
ment &
Hospitality
OtherEducationTechnology
& Commu-
nications
Adminis-
tration &
Manage-
ment
Professional,
Scientific &
Technical
Services
21
*all results are in percentages
Please note that data was weighted based on the 2014 GDP of each country, as reported by the World
Development Indicators database (World Bank, 29 December 2015) (http://databank.worldbank.org/data/
download/GDP.pdf)
5
3
7
4
48
2
1
1
1
43
32
6
19

E M P LO Y E E G E N E R AT I O N B R E A K D O W N
E M P LO Y E E G E N D E R B R E A K D O W N
Female
Male
39
61
E M P LO Y E E J O B L E V E L B R E A K D O W N
Individual contributor
or performer
Manager of others
Manager of managers
Manager of departments
or functions
Executive
Other
51
23
11
10
4 1
23
Baby Boomers
(1946-1964)
40
Generation X
(1965-1980)
36
Generation Y/Millennials
(1981-2000)
29

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PPMA Seminar 2016 - Future Proofing HR: Bridging the Gap between Employers and Employees