Mercer global talent trends 2019

1. MERCER GLOBAL TALENT TRENDS 2019 Connectivity in the Human Age

2. S P E A K E R F O R T O D A Y ’ S S E S S I O N Copyright © 2019 Mercer https://m.youtube.com/watch?v=8w-pQ6y9TXI MERCER ES UNA FUERZA GLOBAL CON MÁS DE 22,000 INDIVIDUOS ÚNICOS APASIONADOS POR POTENCIAR LA SALUD, RIQUEZA Y CARRERA DE 110 MILLONES DE PERSONAS A NIVEL MUNDIAL. ESTAMOS UNIDOS POR UN MISMO PROPÓSITO: CREAR MEJORES VIDAS PARA EL MAÑANA A TRAVÉS DE ACCIONES TOMADAS HOY. Gabriel Regalado CEO Mercer Perú +51 941 521 770 gabriel.regalado@mercer.com

3. c 820 C-suite executives 1,644 HR professionals 4,858 employees Gen Y are most concerned that their jobs will be replaced by AI/automation CHRO or Executive title 50% Companies Growth Reported 25% 40% 34% >5% 6-9% 10+% V O I C E S T H A T M A D E U P T H E 2 0 1 9 S T U D Y Copyright © 2019 Mercer

4. c Australia 84% China 63% Hong Kong 82% Singapore 94% Brazil 88% France 94% Italy 70% UK 71% Canada 77% Germany 98% Mexico 82% USA 65% South Africa 78% Middle East 75% Japan 80% India 88% % C-suite anticipating significant disruption over the next 3 years Consumer Goods Healthcare Energy Financial Services Insurance Technology Automotive Life Sciences Retail % C-Suite reporting their company offers a fully digital employee experience <10% 10-20% 20+% I N P U T F R O M 1 6 G E O G R A P H I E S A N D 9 I N D U S T R I E S Copyright © 2019 Mercer

5. Talent migration Talent Migration concerns have doubled since last year 2018 Today x2 C - S U I T E C O N C E R N S E N T E R I N G 2 0 1 9 Top socioeconomic concerns • Cyber security (50%) • Strength of emerging markets (45%) • Regionalization / on-shoring (44%) • Changes in business regulations (44%) Top workforce concerns • Digital work experience (48%) • Talent diversity (46%) • Automation and AI (42%) • Gig economy (42%) Regional call-outs United States Diverse talent pool is #1, followed by changing employee expectations and skills shortages UK, Singapore, Italy, Canada Skills shortages is #1 Germany Aging workforce is the primary concern AMEA Concerned about how to leverage the gig economy Copyright © 2019 Mercer

6. Top drivers of industry disruption Industry consolidation Threat of new competition Technology transformation Rising customer expectations Changes in global trade policies Expanding markets 47% 56% 55% 50% 49% 48% H O W T H E 4 T H I N D U S T R I A L R E V O L U T I O N I S C H A N G I N G W O R K of executives anticipate industry disruption in the next 3 years (up from 26% in 2018) 73% Copyright © 2019 Mercer

7. SHAPE • 79% of executives believe that contingent workers will substantially replace full-time employment by 2022 • 60% of companies plan to automate more work this year SIZE • 3 in 4 executives believe 20+% of current jobs will cease to exist (1 in 3 predict more than 30%) • The WEF anticipates that AI may deliver up to 58M new jobs SKILLSET • Many jobs in the future will require greater cognitive maturity • Employees say creative thinking and technology skills will be most critical for the future H O W T H E 4 T H I N D U S T R I A L R E V O L U T I O N I S C H A N G I N G W O R K Copyright © 2019 Mercer

8. Aligning Work to Future Value Building Brand Resonance Curating the Work Environment Delivering Talent- Led Change

10. C O M P A N I E S A R E A C T I V E L Y P R E P A R I N G F O R T H E F U T U R E O F W O R K Built for speed: Agility remains a critical competency, and executives are feeling more confident than ever Last year 18% This year 30% HR’s confidence also grew significantly this year Most notably in their ability to: • Identify jobs that will be disrupted • Determine skills that will change due to automation Areas of opportunity persist around: • Reskilling workers whose roles are impacted by automation • Providing outplacement services for displaced workers 99% of companies are taking action to prepare for the future of work 52% Identifying the skills gap (supply vs demand) 51% Developing a people strategy based on future scenarios 48% Mapping how technology or business shifts will change the skills and behaviors needed 45% Revising workforce plans to close the gap 45% Identifying how employee expectations support or disrupt changes Top Responses Copyright © 2019 Mercer

11. #1 Executives believe the highest ROI on talent investment will come from redefining jobs to better deliver value 65% The majority of employees across all regions and industries want a clearly defined job description 43% More HR leaders are focused on redesigning jobs this year This year, high-performing organizations report a greater focus on job redesign: 4x High-growth organizations are To fully unlock potential, you need an integrated HR approach more likely to have an integrated people strategy W H I C H A R E A S O F T A L E N T I N V E S T M E N T W I L L M A K E T H E B I G G E S T D I F F E R E N C E T O B U S I N E S S P E R F O R M A N C E ? Copyright © 2019 Mercer

12. J O B S A R E P A R T O F T H E E Q U A T I O N , B U T T A L E N T N E E D T H E S K I L L S T O D E L I V E R T H E F U T U R E O F J O B S 59% Employee-directed learning opportunities 55% Formal re-skilling programs directed at specific groups of employees 50% Informal hands-on opportunities for employees to learn new/additional skills What types of re/upskilling programs are in place today? New jobs, new skills Companies are investing a median of US$1,000pp in reskilling What are the barriers to reskilling, according to HR? “Reskilled talent will leave”46% “We can’t keep pace with ever- changing skill needs” 35% Do not know what talent/skills we have today 32% Do not know who has the potential to be effectively reskilled 31% Copyright © 2019 Mercer

14. An employer’s value proposition should be multi-faceted – just like the talent that contributes to an organization’s success In a transparent world, the consumer brand and employee brand are one and the same – authenticity is critical Attractiveness is a two-way street. A deal’s appeal can be diminished by negative perceptions of the brand or an inability to uphold brand values W H A T I S U N D E R L Y I N G T H E T R E N D O F B R A N D R E S O N A N C E ? Copyright © 2019 Mercer

15. Employees say they feel a primary sense of belonging to their company Thriving employees are 2.7 times more likely to feel a primary sense of belonging to their company To your company To a function To an industry To your client 21% 14% 13% 5% To a profession To your department To co-workers To your manager 17% 13% 12% 4% M O V I N G F R O M B U Y, B U I L D , B O R R O W T O B E L O N G I N G 84% 53% 44% 60% Build Buy Borrow Automate PERCENTAGE INCREASE Social personas and business personas are merging Copyright © 2019 Mercer

16. B R A N D R E S O N A N C E : C O N T I N U A L L Y A T T R A C T I N G T A L E N T Top 6 reasons for joining Job security Career opportunities Competitive pay Development opportunities Meaningful work More interesting work 11% 10% 10% 7% 7% 6% Top 6 reasons for staying Job security Medical benefits Development opportunities Flexible schedule Competitive pay Career opportunities 26% 20% 20% 20% 19% 18% Top 6 reasons for leaving Competitive pay Manager Job security More interesting work Career opportunities Development opportunities 11% 9% 7% 7% 7% 6% #2 #1 #5 #1 #4 #10 #2 #6 #10 HR view HR view HR viewEmployee view Employee view Employee view Copyright © 2019 Mercer

17. GENDER GENERATION LEVEL Job security Flexible hours Convenient location Time off Professional development Health benefits Meaningful work Competitive pay Fun work environment Advancement opportunities Interesting/ varied work Job security Flexible hours Convenient location Time off Professional development Health benefits Meaningful work Competitive pay Fun work environment Advancement opportunities Interesting/ varied work Job security Flexible hours Convenient location Time off Professional development Health benefits Meaningful work Competitive pay Fun work environment Advancement opportunities Interesting/ varied work Gen Y Gen X Baby BoomerMale Female Individual contributor All managerial levels W H Y D O T H E Y S T A Y ? Copyright © 2019 Mercer

18. Executives are increasingly aware of consumer interest in ethical products and social responsibility ETHICS of companies are currently using some form of AI in HR processes 88% EQUITY Only 11% use analytics to measure the extent of pay inequities and just 5% use modeling to correct inequities 22% of employees give their company a “A” grade for equity in pay and promotion 2 in 5 companies disclose equity info EMPATHY 54% 33% measure employee engagement at least twice a year can identify the key drivers of engagement U P H O L D I N G T H E B R A N D V A L U E S : F O C U S O N T H E T H R E E E s Copyright © 2019 Mercer

20. How we think we work… …how we actually work W H Y D O W E N E E D T O C U R A T E T H E W O R K E N V I R O N M E N T ?

21. S I M P L I F Y I N G T H E W O R K E X P E R I E N C E Thriving employees are three times more likely to work for an organization that: Executives rank simplifying talent processes as one of the most value-adding workforce investments Enables quick decision making 81% 26% vs Provides tools and resources to do their job efficiently 82% 30% vs Copyright © 2019 Mercer

22. C U R A T I N G H O W , W H E R E , A N D W H E N W E W O R K 32% had flexible working request turned down 33% Believe flex working impacts career prospects • Hours and timing • Discretion to change • Location & ability to vary • Infrastructure • Vary job content • Ability to share or exchange • Vary intensity • Scale up or down • Distributed beyond traditional workforce • Automated WHEN WHERE WHAT HOW WHO Which statements are true/false with regards to flexible working? Performance is managed on results Colleagues are supportive of flexible working Senior leaders are supportive of flexible working The potential to work flexibly has been discussed with me I’m empowered to take time off as long as I reach my goals I’ve been offered training on how to make flexible working work 2018 77% 66% 73% 63% 70% 56% 63% 50% 53% 42% 51% 39% ADAPTIVE WORKING THROUGH FIVE LENSES: Copyright © 2019 Mercer

23. C U R A T I N G C A R E E R S – W H A T E M P L O Y E E S S A Y I S I M P O R T A N T Here you can see what employees rate as strong vs important in terms of career support 15 EMPLOYEES 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 HR 13 11 9 7 5 3 1 Access to career path information Opportunity to grow 'Always on' learning Knowledge of future-important / obsolete skills Good sense of skills/skill gaps Defined skills for career advancement Future-focused training Trusted colleague for career advice Regular career conversations Digital training support Measures to fill open roles with internal talent Career information outside my department Short-term projects for skill building Lateral moves Some roles only open to select employees Top things HR provides to support careers 82% - A career portal with pathing information 79% - Training content aligned to future needs 77% - Lateral moves for development purposes 76% - Always-on learning opportunities Copyright © 2019 Mercer

25. W H Y D O E S C H A N G E N E E D T O B E “ T A L E N T - L E D ” ? Depression/anxiety increased by 54% and 42%, respectively, between 1990 and 2013 Workers say they are often or always exhausted due to work In the U.S., a 10% increase in just the likelihood of being affected by automation reduced physical health by 0.8% and mental health by 0.6% “Psychological stress is related to a feeling of lack of control in the face of uncertainty.”

26. When asked which talent analytics would add the most value, employee burn-out made the top five for the first time EXECUTIVES ARE TRACKING… Only 1 in 3 HR leaders believe their executive team places top priority on human capital risks HR IS CONCERNED…2019 TOP RISKS Increase in Employee Attrition Decline in Employee Trust 61% implementation 41% idea generation NEED FOR HR TO LEAD AT THE DRAFTING TABLE In major change projects, HR leaders get involved in… of HR leaders are confident to lead on transformation efforts 87% of companies using predictive analytics (up from 9% in 2018) 12% H U M A N R I S K S , H U M A N A G E N D A Copyright © 2019 Mercer

27. Chatbots for employee self-service 41% 40% AI to identify employees at risk of leaving 39% AI to recommend job openings and/ or career paths to employees 38% AI as part of the performance management process 38% AI to customize compensation or improve pay benchmarking Top “AI in HR” investments for 2019 Executives’ number one workforce concern this year is meeting employees’ expectations for a consumer-grade digital experience TOWARDS AN INTEGRATION MODEL Build service model around value creation Leverage automation and plan for future automation Revisit relevance of governance model Identify talent analytics that drive value R E T H I N K T H E H R L I F E C Y C L E A N D E M B R A C E D I G I T A L H R Copyright © 2019 Mercer

28. O U R T R A N S F O R M A T I O N A P P R O A C H Role of HR Companies where HR is a significant contributor to business transformation have more effective human capital risk mitigation strategies HR Core 2019 process redesign efforts focused on talent acquisition & career management HR Admin 48% of companies plan to increase the number of functional staff per head as they grow the business Simplifying the work experience is exec’s 2nd people priority 60% of companies plan to increase automation HR Strategy 31% of HR leaders very confident strategy will deliver future needs Process Orientation 1 in 3 employees say it takes 1+ hour to do straightforward HR tasks (e.g., time off) Lean Improving HR efficiency is the #1 area for business technology investments Agile 30% of executives describe their organization as change agile Focused 45% of executives strongly agree that HR is effective in aligning people strategy with strategic business priorities Copyright © 2019 Mercer

30. MOVING TOWARDS THE FUTURE OF WORK

31. • Accelerate digital transformation • Make it easy to experiment & innovate • Ensure a respectful work environment • Water-test the TVP and adjust as needed • Flatten organizational structures • Focus on the onboarding experience • Empower managers to support careers • Deliver tools to do work efficiently • Engage in regular scenario planning • Design an integrated people strategy • Ensure HR has a leading role in design • Focus on speed of decision making The TraditionalistThe Change AgentThe Revolutionizer W H E R E Y O U F O C U S D E P E N D S O N W H E R E Y O U A R E T O D A Y

32. IT’S ALL ABOUT CONNECTIVITY IN THE HUMAN AGE

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