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1、Rise of the relatable organizationGlobal Talent Trends20222023 Study2Global Talent Trends 20222023:Rise of the relatable organization3Global Talent Trends 20222023:Rise of the relatable organization1 Statistica.“The Great Resignation Isnt Over Yet.”Available at .2 Marsh McLennan.Global Risks Report,
2、2023.Available at .Source:Mercer.2023 Executive Outlook study.Available at .IntroductionThe pandemic period,much of which was spent six feet apart,paradoxically brought organizations and their workers closer together.This year brings a moment of profound opportunity:to pick up the tools of empathy l
3、earned and honed during this period and carve a new way of partnering that is more relatable,sustainable and attuned to the new shape of work.The fragility of the post-pandemic recovery shows that the era of complexity is not over.Living in a heightened risk environment where risks and opportunities
4、 intersect in unexpected ways is the new reality.Whether we call it the Great Resignation or the Great Reassessment,a fundamental change in peoples values is underpinning a structural shift in the labor market.Workers feel empowered to take action:witness the quiet quitting phenomenon and voluntary
5、resignations in the US exceeding their pre-pandemic high for 21 consecutive months.1 Evidence from nearly 11,000 voices reveals that winning organizations are becoming more relatableOrganizations predicting high growth,those with a thriving workforce and those with innovation cultures all share one
6、agenda:a focus on becoming more human and,in turn,more relatable.These relatable organizations are challenging legacy notions of value-creation and redefining how they contribute to society.They are rethinking processes,ways of working and digital investments that deliver on a new vision for work,wo
7、rking and the workplace a vision that unlocks potential through values,partnership,wellness,agility and energy.Continued turbulence impacts this years ambitions As the risk environment grows ever more complex,companies reinvention plans will come up against a host of constraints this year.2 As reces
8、sion and inflation fears loom large,views diverge over whether to take bold action and how to mitigate risk.We all learned lessons during the COVID-19 crisis the fingerprints of which are evident in executives plans for business resilience and recovery.In the event of another economic downturn,C-sui
9、te executives plan to make strategic investments,not only cut costs(see Figure 1).There is an interesting comparison to the last time executives had to contemplate an impending downturn,with significantly fewer planning to cut bonus pools(from 33%in 2019 to 13%today)and reduce headcount(down from 30
10、%to 23%today).This reflects a pandemic-era lesson that companies can be more nimble in difficult times by retaining people who know the culture and are already committed to the journey and acknowledges the unique challenges of a tight economic climate combined with a hot labor market.Figure 1.In the
11、 event of an economic downturn,executives would:Make strategic investmentsIncrease use of AI and automation57%Increase strategic partnerships46%Accelerate reskilling38%Change business/product mix35%Outsource investment responsibilitiesIncrease M&A activity23%16%Reduce travelCut costs52%Increase use
12、of a variable staffing model48%Hiring freeze/hire critical roles only36%Scale back well-being investments34%Freeze expenses32%Pause on digital transformationReduce bonus pools26%13%Reduce headcountReduce real-estate assets23%9%4Global Talent Trends 20222023:Rise of the relatable organizationDespite
13、economic headwinds,the majority of CEOs/CFOs expect demand for their organizations offerings to increase.Most also anticipate an increase in supply costs(57%)and wage expectations(55%),but six in 10 believe they can pass along these costs to their customers.In addition to inflation and recessionary
14、pressures,executives worldwide are also concerned about how environmental risks and cyber threats will impact their business(see Figure 2).Figure 2.Drivers of business planning in 2023Employee safetyPersistent inflationHigh turnoverIncreasing cost of capital and debt top concern globallytop concern
15、in the UStop concern in Europetop concern in AsiaFigure 3.99%of organizations are facing talent challengesRedesigning work using AI/automation to reduce people dependencyIncrease in“quiet quitting”Employees working beyond retirement ageIncreased remote workingEnsuring workforce diversity and pay equ
16、ityTalent attraction and retention are also top of mind for executives(see Figure 3),with 50%anticipating that their organization will struggle to meet demand with their current talent model.HRs priorities are well-aligned with executive concerns.Top of the list is improving workforce planning to be
17、tter inform buy/build/borrow talent strategies(see Figure 4).Source:Mercer.2023 Executive Outlook study.Available at .Source:Mercer.2023 Executive Outlook study.Available at .Global Talent Trends 20222023:Rise of the relatable organizationPeople thrive when they feel valued and fulfilledThe pandemic
18、 shook many of us to the core.Despite the stressors and fears,63%of employees say that they are thriving in their current role,with men at 67%compared to women at 58%.What helps them thrive?Feeling valued for their contributions and doing fulfilling work top the list for both men and women.This is t
19、rue across all regions except the Middle East and Asia,where,respectively,a sense of belonging and having fun at work are more important(see Figure 5).Also notable are some generational differences,with Gen X and Baby Boomers saying that a sense of belonging is more important and Millennials placing
20、 more value in opportunities to learn new skills.Figure 4.HR priorities in 2023Designing talent processes around skillsRethinking compensation philosophyImproving total rewards strategiesInvesting in workforce upskilling/reskillingRedesigning work to improve agilityReimagining our employer brandEnsu
21、ring diverse workforce groups are heard and includedDelivering on total well-beingImproving workforce planning to better inform buy/build/borrow strategies2.Improving the employee experience for key retention populations1.3.4.5.6.7.8.9.10.5Source:Global Talent Trends 2023 pulse survey of HR leaders.
22、Global Talent Trends 20222023:Rise of the relatable organizationRelatable organizations hold the keys to successOrganizations today are expected to have a heart,to come off mute on what they stand for,and to make measurable progress against goals relevant to all stakeholders from ESG to diversity,eq
23、uity and inclusion(DEI)to co-creating the new shape of work.They are striving to become more relatable,taking on the values and personalities of their people and their communities.These relatable organizations have homed in on a few key success drivers:resetting for stakeholder relevance,building ad
24、aptive capability in their people and processes,figuring out how to work in partnership and tackle inequalities,driving outcomes on employee health and total well-being,incentivizing employability,and harnessing energy for the collective good.6Figure 5.What helps employees thrive around the world?To
25、p Ten responses worldwideNorth AmericaLatin AmericaEuropeMiddle EastAsiaPacificFeeling valued for my contributionsWork that fulfills meHaving fun at workSense of belongingManager who advocates for meEmpowered to make decisionsAbility to integrate life and workOrganizational purpose I am proud ofLead
26、ers who set a clear directionBuilding wealth for the futureFreedom to innovate/experimentSupport for a healthy lifestyleOpportunities to learn new skills1.2.3.4.5.6.7.8.9.10.7Table of contentsBuild for employabilitySecure the future with skillsBuild pathways to prosperity04Harness collective energyD
27、esign human-centric work experiences Build a relatable People function 05Deliver on total well-beingEngage the whole person to drive sustainability Nudge healthy behaviors03Work in partnershipFoster a partnership mindset Partner equitably and individualize rewards 02Reset for relevanceAttract and en
28、gage talent by reflecting their values Adapt to a new work operating system 0726506478Thank you to the over 13,300 respondents who participated in the 20222023 study,representing 25 key geographies and 15 industries.C-suite executivesHR leadersEmployees13,384 voices8Global Tale
29、nt Trends 20222023:Rise of the relatable organizationWhat we learned about our organizationWhat a difference a pandemic makes:Changes brought on by COVID-19C-suite executives say the pandemic helped them realize that HR leaders foresaw the talent shortages 70%were gearing up for higher-than-normal t
30、urnover in 2022,especially in young talent and those with valued digital skills.Executives believe their workforce is more adaptable,and HR is prioritizing build over buy strategies to fill critical skill gaps.8The fundamental shift in our business required a complete reset around work,the workforce
31、 and the workplace41%Our business can rise above unforeseen challenges40%To compete we need to be more digital than we are today39%Our investment in employee health and well-being has delivered a measurable return36%Knowing what skills we have in our workforce improves our agility36%9Global Talent T
32、rends 20222023:Rise of the relatable organizationEmployees who feel energized at work20022Employees who feel at risk of burnout63%81%74%63%Despite 88%of employees feeling satisfied in their current role,2 in 5 still plan to leave,with Gen Z both the most satisfied(92%)and the most likely
33、to depart(55%).By gender:Male employees are more energized(69%)than female employees(57%).By generation:Gen Z are least energized(55%)and Gen Y most energized(65%).Highly energized employees are more likely to work for a company that delivers on total well-being,has tackled organizational complexity
34、 and has an inclusive culture.By gender:Drivers of burnout for men are perceived unfairness and lack of a support network.For women,burnout is due to workload and pandemic-era emotional demands.By generation:Most at risk of burnout are Gen Z(89%)and Gen Y(89%),with Gen X below the average at 78%and
35、Baby Boomers significantly lower at 58%.How employees are feelingThe pandemic caused people to rethink their prioritiesWorking is an important part of my lifeI no longer want to work at allThis is exactly the right profession for meThis is not the right profession for meMy work-life balance is great
36、My work-life balance is terribleI work for more than the moneyI work primarily for the paycheckMy job has become more importantMy job has moved down my priority listI want to dedicate more time to workI want to work less(scale back hours)I love working hereThis is not the company for me64%64%62%59%5
37、4%52%47%14%13%13%15%23%19%23%10Global Talent Trends 20222023:Rise of the relatable organizationreset for relevanceBuild resilience by leading with values and an adaptive designThe events of the past two years have left an indelible mark on investor,employee and consumer attitudes.The new world of wo
38、rk more nuanced and personalized demands a reset of priorities.It requires new skills around listening,learning and adapting to identify and address unmet needs.Companies that fail to listen and adapt will lose the ability to raise capital,attract and retain talent,and stay relevant.Relatable organi
39、zations are finding their voice on what they stand for and setting standards for“good work”such as fair pay,equitable conditions and flexibility for all.They are using their voice for good,through stepping up as an ally in human rights and reflecting the values of all their stakeholders.They relentl
40、essly listen to what drives consumer and employee behavior and build cultures and practices that are values-driven and adaptive by design.111Global Talent Trends 20222023:Rise of the relatable organization12Global Talent Trends 20222023:Rise of the relatable organizationAttract and engage talent by
41、reflecting their valuesSince early 2020,companies have been operating in crisis mode.Some have been fighting for survival,others struggling to keep up with a surge in demand all trying to rise to the occasion and be there for their customers and their employees.Looking back,two in five executives sa
42、y that their business was able to weather the unforeseen challenges.Now the challenge is to remain relevant beyond the crisis.In addition to understanding new business forces and market dynamics,staying relevant requires an awareness of changing sentiments and values in workers,customers and investo
43、rs.Which values do stakeholders want upheld?Which Good Work standards,as identified by the World Economic Forum3(see Figure 6),should each organization focus on?Employees around the world agree:96%expect their company to pursue a sustainability agenda.Even more striking is that one in five employees
44、 says working for a company that is misaligned with their personal values is putting them at risk of burnout.3 World Economic Forum.Setting Good Work Standards,2022.Available at www.weforum.org.4 Pew Research Center.“The Great Resignation:Why Workers Say They Quit Jobs in 2021.”Available at www.pewr
45、esearch.org.Come off mute and steer with standardsAs a record number of employees switched jobs last year,4 what influences people to join a new company is critical.After job security,organizational brand and reputation is now the#2 reason that people joined their current employer(a jump from#9 befo
46、re the pandemic).Current and prospective employees expect a company to be clear on what it stands for.They look for company values to shine through in its brand,reward philosophy,benefits and overall employee experience.Figure 6.The Good Work framework:A template for action Wage&tech fairness8 in 10
47、 companies globally are working to provide a living wage for all employeesBut only 28%of HR leaders are looking at internal/external pay equityFlexibility&protection56%of companies offer flexible work options for allBut 54%have no plans to provide job security for gig workersHealth&well-being80%of c
48、ompanies deliver a minimum standard of healthcare for all employees in all locationsBut total well-being initiatives are less prevalent(51%)Diversity,equity&inclusion 74%of companies publicly advocate for workforce diversityAnd 48%take action to ensure their workforce profile reflects the market(s)i
49、n which they operateEmployability&learning culture51%of companies provide access to upskilling/reskilling opportunities to all employeesBut 44%are not sure which skills can be developed versus bought23451When Im looking at a company,I like to see the policies theyve put in place on DEI.A lot of comp
50、anies have come out with pay gap reports year-on-year that delineate roles by race and different demographics.Thats really positive because it gives the company an ability to reflect on themselves and see their progress.Charmaine Gandhi,University of Bath graduate55 Sonsino Y.“Come Off Mute on Diver
51、sity,Equity and Inclusion.”Available at .6 Stanley Black&Decker.“Our Supplier Diversity Process.”Available at .7 New Shape of Work podcast series.“Evolving for the New Shape of Work While Optimizing for Today.”Available at .8 Corroborated by Edelmans 2022 Trust Barometer,in which 77%of participants
52、stated they trust their employer,compared to 52%who trust their government.Available at .9 World Economic Forum.The Good Work Alliance.Available at www.initiatives.weforum.org.10 Rio Tinto.“External Review of Workplace Culture.”Available at .Sixty percent of CEOs/CFOs intend to maintain or increase
53、their investment in Good Work standards even in the face of an economic downturn.9 But with only 28%of HR leaders saying that they are putting sustainability/ESG at the heart of our transformation agenda this year,picking up the pace will be essential.Employees top expectations provide clues on what
54、 will make a difference(see Figure 7).One avenue for progress is sustainable investment practices,in focus for 85%of companies.But employees top ask sustainable investment options in retirement plans is only offered by 37%of employers.Another ask from employees implementing minimum health and well-b
55、eing offerings for all workers can be facilitated via centralized/global benefits management,which is on the agenda for three in four companies in the next few years.Employees are realistic and reasonable they understand that dramatic movement on big topics such as ESG and DEI does not happen overni
56、ght,but they do want to see their companys commitment to the journey and meaningful progress along the way.For instance,global mining group Rio Tintos publication of an external workplace culture review gave its employees greater confidence that the company will make progress on eradicating discrimi
57、nation,among other issues identified.10 Pressure to make progress on ESG and share a social conscience is coming from all sides,with the number-one driver for this agenda being growth opportunities in response to customer demand,and employee sentiment and investor pressure driving 27%and 22%of compa
58、nies sustainability agendas,respectively.In response,companies are recasting success to drive multistakeholder outcomes 6 in 10 are already focused on sharing risks and rewards across all stakeholders.Examples of companies holding themselves accountable include Stanley Black&Deckers commitment to su
59、pplier diversity and diverse supplier mentoring,6 and Zurich Insurances pledge to maintain sustainable employment practices in low-cost locations.7A crisis often serves to bring people together,and the COVID-19 pandemic is a case in point.Employees trust in their company is riding a wave:Eight in 10
60、 trust that their employer will do the right thing for society and for employees.8 The percentage of employees who are thriving(feeling positive about their health,wealth and career)is also at an all-time high:63%in 2022 represents a four-point jump from pre-pandemic levels and a 16-point jump from
61、2018.But with this trust comes responsibility and the sobering fact is that for many groups,health,wealth and career outcomes have declined since the pandemics onset.The need for wage protection and employee welfare has never been more critical.132345114Global Talent Trends 20222023:Rise of the rela
62、table organizationFigure 7.96%of employees expect their company to pursue a sustainability agenda27%of employees(ranked 11 of 12,low across all industries and geographies)Tying ESG goals to our purposeAlignment with employee expectationsWhat companies are doing on sustainability36%of employees(ranke
63、d 1 of 12,high across all industries and geographies except Italy)Rethinking business travel and return-to-office plans through an environmental impact plan27%of employees(ranked 12 of 12,higher in Financial Services sector)Offering mandatory ESG training for employees responsible for delivering on
64、ESG standardsAdding ESG standards to select jobsClarifying the role of our board in the ESG/sustainability agenda45%47%39%37%35%33%31%31%Working with suppliers and partners who share our principles around sustainability32%of employees(ranked 6 of 12,higher in Technology sector)29%Building ESG goals
65、into our wider transformation agenda25%Obtaining external recognition for progress on ESG/sustainability goals16%Supporting employees in social change or advocacy activities(e.g.,paid volunteer day/hours)Ensuring all executives have obligations for ESG/sustainability metrics30%of employees(ranked 8
66、of 12,higher in the US)Offering a sustainability investment option in our retirement plans23451Be a responsible employer by focusing on metrics that matter To make real progress against ESG/sustainability commitments,leading companies are focusing their energy on the few things that deliver meaningf
67、ul value.Deciding whats important which organizational values to uphold and which Good Work standards to embrace can be difficult.But with legislation on pay equity being enforced more frequently around the world,the World Economic Forum encouraging companies to report on standards,11 and increased
68、human capital disclosure requirements in many countries,this is a trend set to expand.Establishing a“new North”with standards that span financial,human capital and sustainability goals in turn dictates which three or four key metrics to listen to and learn from.Steering with standards not only commu
69、nicates what a company values,but provides criteria against which to drive value-driven decision making throughout the organization.Translating values into commitments,and standards into practices,is critical this year.One place to start is ensuring that senior executives performance objectives and
70、compensation are tied to outcomes in key areas currently,only about one-third of the C-suite has targets on their personal scorecards related to good work standards(37%)and DEI(36%).Rethinking rewards will ensure people are recognized for upholding standards and commitments as much as commercial out
71、comes.Most organizations are still at the beginning of their journey,but the payoff is already becoming visible.High-growth companies12 are:Three times more likely to contribute to the wider community and show purpose at a societal level Two times more likely to publicly set standards and targets re
72、lated to responsible work practices Two times more likely to provide a fair,transparent and secure working environment for all 11 World Economic Forum.“Stakeholder Capitalism:Over 50 Companies Adopt ESG Reporting Metrics.”Available at www.weforum.org.12 High-growth companies self-reported a target g
73、rowth rate of 10%or greater for 2022.Thriving employees are 2x more likely to work for a company whose executive team prioritizes sustainability strategies 1523451After ten years focused mostly on environmental sustainability,Beckers Group brought their focus on the“S”in ESG to the center of the com
74、pany strategy in order to live their values and capture business opportunities next to the high ambition on the footprint and handprint of its products.The company realized that delivering on this ambition required sharing responsibility for people sustainability throughout the company they needed e
75、very department to lean in.Led by the CHRO,the organization built the People stream within the sustainability strategy to drive action and commit to big and bold goals for 2030 that are motivating and can be a source of pride for the organization.The People stream focuses on four areas:well-being,di
76、versity and inclusion,community engagement,and employee empowerment.Beckers Group kicked off stakeholder workshops that included not just representation from its business functions and employees but also external stakeholders,including customers,suppliers,end consumers,and non-government organizatio
77、ns.From those workshops,they set KPIs that resonated with this diverse group of stakeholders.Depending on the maturity of the item,they Global paint company Beckers Group makes sustainability integral to its business and a source of pride for its peoplefocused first on leading KPIs(like training and
78、 hiring of underrepresented groups or participation on engagement surveys)before focusing more on lagging KPIs.They set big 2030 goals for all streams in people,products and operations and broke them down into yearly“sustainability contracts”that are committed to the supervisory board of the company
79、 and cascaded into personal targets for all managers(weighted at 30%of their variable compensation).Each sustainability work stream reports bimonthly on progress to a sustainability council and breakthroughs are regularly shared across the company.Realizing that maintaining momentum would require in
80、dividuals dedicated to the sustainability ambition,Beckers Group created new two new roles:a Sustainability Controller and an Energy&Environmental Manager.Since the programs inception,engagement surveys have shown an uptick of ten percentage points in employees perceptions of progress on the social
81、aspects of Becker Groups sustainability agenda.Beckers Group made a point of not letting perfection paralyze progress.Rather,it has painted a future vision around social progress that seeks to sustain its people and business well into the future.Painting a bold and fearless future234511617Global Tal
82、ent Trends 20222023:Rise of the relatable organization2345118Global Talent Trends 20222023:Rise of the relatable organizationAdapt to a new work operating system In April 2020,Microsofts chief executive officer,Satya Nadella,said that the company saw a two-year trend in digitalization get accomplish
83、ed in two months.13 The impact of technology acceleration on the future of work has been profound because it has also enabled the democratization of work opportunities.To navigate the rapidly evolving world of work,policymakers,leaders,managers and workers require a“new work operating system”that un
84、hooks workers and workforce capabilities from the traditional boundaries of jobs.Throughout the pandemic,organizations learned to use real-time data to course correct early and often.Todays growing complexity and intersection of risks and opportunities requires organizations to make near-daily adjus
85、tments to stay the course on their values and commitments.The challenge is cutting through the noise of the recent data explosion to determine which metrics need attention.Relatable organizations are in constant listening mode,looking for quiet signals in the market and recalibrating to an ever-chan
86、ging environment(see Figure 8).They put in place dashboards and early warning systems to track a small number of KPIs,including human capital metrics,that reflect the values of their stakeholders and indicate whether progress is being made against what they care about.To effectively“sense”with insig
87、hts,organizations in every industry are leaning more on big data and AI to augment leaders judgments.They are moving beyond descriptive workforce metrics to behavioral science that identifies the drivers of health,wealth and career outcomes.Two in five companies are tracking the impact of remote wor
88、king on productivity,for instance,and the number of companies measuring burnout risk has nearly doubled since 2020.Along with more companies measuring(and publishing)information on pay gaps,there was also a jump in those exploring the underlying causes of inequities(from 12%in 2020 to 40%in 2022).Th
89、is denotes a shift in sentiment from measuring and reporting to action and progress.Staying on top of the metrics that matter given the companys values and commitments has never been so pivotal to organizations delivering on their authentic voice(see Figure 9).Its not only new metrics being consider
90、ed,it is also the democratization of data access that is driving change.Walking the talk on values requires everyone to demonstrate a curiosity about the underlying causes and drivers of behavior in their organizationStaying relevant means doubling the ratio of listening to communicating,and includi
91、ng all stakeholders in translating words into action.Figure 8.Relatable organizations have two ears,one mouth and many hands High-growth organizations put modern listening tools as their top HR tech investmentsThriving employees are 2x as likely to say they feel listened to and engaged in discussion
92、s on the future of work 85%of companies are co-creating new employee experiences with their people13 Spataro J.“2 Years of Digital Transformation in 2 Months.”Available at .23451How are employees using the well-being solutions available to them?How do work-style choices(remote,hybrid,part-time,etc.)
93、impact productivity?Which leadership behaviors contribute to the most thriving/engaged teams?Which“nudges”help employees make better personal wellness choices?Which reskilling initiatives have led to career progression?How can we leverage employee usage and preference data to optimize total rewards
94、costs?What progress is being made in closing skill gaps for critical roles?Which employees are at risk of burnout?To what extent are there pay inequities by gender or race/ethnicity?What is the impact of different pay strategies on retention?What are the scenarios in which different employee groups/
95、personas will thrive?Which groups have unmet needs related to pay,pensions or benefits?What is the retirement adequacy of different groups of workers?What are the underlying causes of pay inequities in the organization?When is our critical talent likely to retire?How will different jobs/tasks be aff
96、ected by automation?Figure 9.Using human capital metrics to course correct in an ever-changing environment48%25%44%32%44%29%44%21%43%27%42%26%42%27%42%29%42%19%41%22%41%26%41%25%40%18%40%22%39%19%39%26%Metrics in place todayC-suites view on most useful metrics for decision making192345120Global Tale
97、nt Trends 20222023:Rise of the relatable organization20A quick story.Im on ambulatory medicine at the VA.Yesterday I went to get a patient from the waiting room.A Black man who served in Vietnam.When I introduced myself as Dr.Igwe,he gave me a very strange look.I asked if I had the wrong person,but
98、he said“no,thats me”.Preston Igwe,MD PrestonIgweMD6,641 Retweets860 Retweets955 Retweets646 Retweets778 Retweets1,351 Retweets924 Quote Tweets25 Quote Tweets27 Quote Tweets20 Quote Tweets19 Quote Tweets74 Quote Tweets52.5K Likes20.2K Likes26.5K Likes21.5K Likes39.2K Likes35.9K LikesPreston Igwe,MD P
99、restonIgweMDPreston Igwe,MD PrestonIgweMDPreston Igwe,MD PrestonIgweMDPreston Igwe,MD PrestonIgweMDPreston Igwe,MD PrestonIgweMDI couldnt shake this weird feeling I had,so I asked him why he was looking at me like I had three heads.He said,“Brother,Ive been coming to the VA since 1970.And Ive NEVER
100、seen a Black doctor.Many Black people around the place,but never a doctor.”Now it was my turn to be shocked.In over 50 years of coming to the VA,this man had never seen a Black physician!I was his first.He then proceeded to tell me how important this was to him.The fact that I simply existed and was
101、 here with him at that moment.After I finished up the exam,I went to staff with my attending and we came back into the room together.While pointing at me,the patient tells my attending,“You need to keep him!Hes the first doctor Ive ever had that looks like me.”Now yall.Ive had some great moments as
102、a doctor over the last 7 months.But this one was definitely one of the most profound.It filled me with joy to know that the last 13 years of my life were in preparation to make this type of impact.And that Im where Im supposed to be.Although just having Black people represented in medicine is not en
103、ough,it is still very important.Cause our very existence is therapeutic.It makes a difference.We also need the support and systemic changes to actually thrive in this field.Global Talent Trends 20222023:Rise of the relatable organizationWalking the talk on values and why it matters23451Reduce the di
104、stance between business and talent planning When talent and skills supply are so critical to a companys ability to achieve its objectives,scenario planning with live talent data should be informing,if not driving,the business strategy.Leading organizations are bending both the supply curve and the d
105、emand curve with work design,automation,and increased fungibility in their talent models(see Figure 10)to establish a more dynamic relationship between business and talent planning activities.In alignment with HRs top priority this year,executives are making investments in strategic workforce planni
106、ng and workforce analytics platforms to stay on track and flex to market demands.These technologies can help determine the right mix of build,buy,borrow strategies to fill critical skill gaps,and when coupled with market data on skill pricing and market skill availability,they can inform location an
107、d sourcing strategies with unprecedented precision.They can also map the extent to which each talent population is progressing,stagnating or exiting,and help to focus workforce diversity efforts.Critically,they do so with speed and accuracy that ensures effort is spent designing solutions instead of
108、 wrangling data.Reframe by flipping your perspective If the mix of build/buy/borrow is changing due to difficulties in sourcing skills,are there unintended consequences for the organizational culture and employee value proposition?If there is a focus on DEI,does a planned acquisition contribute to p
109、rogress against goals or deliver a gender-biased liability?If equitable benefits are key to the companys LGBTQ+philosophy,are these being upheld in all its entities around the world?If the company publicly supports fair work conditions and a living wage,how are minimum wage workers faring?Do conditi
110、ons in the supply chain support or hurt the brand?If sustainable investing is part of the companys commitments,are internal teams best placed to deliver impact investing,or could outsourcing increase speed and alignment?Figure 10.Addressing skills shortages by increasing supply and decreasing demand
111、Decrease demand Increase supplyBy deconstructing jobs into tasks,automating parts of jobs,redesigning jobs and redesigning work models(location,job sharing,etc.)to make it easier to find people to do the tasks needed By accessing non-traditional talent pools,reskilling/upskilling and redeploying exi
112、sting talent,rebalancing the employee value proposition to attract new talent,and considering co-opetition and talent sharingEnsure you have the right skills to fuel your business strategy212345122Global Talent Trends 20222023:Rise of the relatable organizationFigure 11.Many organizations are on the
113、 journey,but struggling to achieve scale and impactAdapting to changing skill requirementsBuilding a digital enterprise for employeesBuilding a more diverse,equitable and inclusive enterpriseTaking advantage of shifting labor marketsAdopting ESG/sustainability initiativesAdopting new work designs,in
114、cluding flexible workEnlightened:Made great inroads+continue to experimentLearner:Invested in new ways of working,but struggling with scale+sustainabilityLaggard:Struggling to gain momentum and buy-inDisillusioned:Tried,but failed to make it a success in our organizationNot a priority for us31%39%20
115、%6%31%38%18%7%30%41%17%7%28%42%18%7%27%38%20%8%25%40%20%6%Create adaptive capacity While many organizations have implemented Agile methodologies and agile ways of working,the results have been mixed:Two in five admit they still struggle with scale and impact in areas such as adapting to changing ski
116、ll requirements,building a digital employee experience,DEI and ESG.Business transformation and taking advantage of shifting labor markets also remain stubbornly difficult to unlock(see Figure 11).The need to embrace a“new work operating system”that enables adaptability by design is critical and refl
117、ects a broader trend toward envisaging work without jobs.14 To embed adaptability into their DNA,companies are embracing new work operating models that reduce the frictional cost of connecting talent to work while increasing capacity and capability to adapt.With labor markets among the tightest in l
118、iving memory,capacity can be addressed via role segmentation and work design.Over one-third of companies are redesigning roles as fully agile,traditional or a blend of both,giving leaders more freedom to flow talent to areas of rising demand.Flow-to-work models(on the agenda for 32%of high-growth co
119、mpanies)also allow individuals and teams to pivot to changing priorities,respond to new market signals,and course correct as needed.Ensuring structures do not become“brittle”and can withstand successive changes will be key to building adaptive capacity at an enterprise level.14 Jesuthasan R and Boud
120、reau J.Work Without Jobs:How to Reboot Your Organizations Work Operating System,Boston:MIT Press,2022.23451Build individual capability to maximize organizational resilienceYet structural designs will only go so far achieving organizational agility requires each and every employee to deliver on commi
121、tments and be able to course correct when decisions deviate from the companys mission and values.This realization reflects the diffused decision making that proliferated during the pandemic with many organizations going from vertical to flat in a snap as pandemic response teams were charged with add
122、ressing far-reaching issues beyond the scope of their day jobs.The result is that people feel more empowered than ever before(especially in the financial services,insurance,technology,construction,manufacturing,and life sciences sectors).Even as some companies have begun scenario planning to move mo
123、re quickly in the case of another crisis,there is a long way to go only 30%of executives believe that their company can make important business decisions at the local level.What will it take for leaders to feel comfortable empowering their workforce to make decisions on behalf of the company?Focusin
124、g on data analysis and complex problem-solving skills can reinforce to employees and managers the importance of careful and measured decision making,especially important after two years of a pandemic-induced react-and-respond approach.This can be achieved by spending more time setting direction and
125、defining guardrails,especially on decisions with ethical considerations,to ensure local decisions drive progress against critical priorities and uphold the organizations values.With flattened organizational structures(whether formal or informal),companies now seek to enhance connectivity and communi
126、cation,accelerate digitalization,and build adaptive capacity.2378%of employees say they feel empowered to work with minimal oversight(up from 64%in 2020)232345124Global Talent Trends 20222023:Rise of the relatable organizationRecommendationsGetting Started1.Build a multi-method approach to listening
127、.Utilize techniques such as team dialogues,virtual town halls,digital focus groups,pulse surveys,employee resource groups,and networks to understand and respond to the values and preferences of multiple stakeholders and stay connected to wider worker sentiment.2.Come off mute and make your values he
128、ard.Define the values that you seek to uphold inside and outside the organization and translate these into brand commitments and practices that reflect what you stand for from fair pay,social justice,and DEI to climate change and other ESG factors.3.Enable the workforce to take collective responsibi
129、lity.Refer to the World Economic Forums Good Work Alliance framework to help define your priorities.Democratize access to data so everyone(not just HR and marketing)can listen to internal and external signals.Empower employees and suppliers to respond in line with the companys values and commitments
130、.4.Drive a culture of accountability for social responsibility and employability.Extend beyond the Executive or Board mandate by embedding ESG metrics in goal setting,executive incentives,agile rewards,and performance management.5.Encourage a growth mindset with regard to who can do work and what wo
131、rk is available.Adopt a“test and learn”mindset for new initiatives and conduct micro-experiments to test innovative approaches and pivot quickly.6.Mitigate the risks of increased AI and analytics.Train employees on cyber security and data protection,and ensure HR and managers have ethical use of AI
132、and workforce intelligence as a cornerstone of decision making.Suggestions to Accelerate1.Broaden your reach/impact.Ensure your Sustainability leader embraces the people and social side of ESG,and that HR takes the opportunity to influence and enable the sustainability agenda.Extend commitments to i
133、nclude your external business ecosystem.2.Motivate with progress.Enable the workforce to evaluate and take action on ESG topics such as their own carbon footprint and contribution to DEI commitments.Publicly share metrics and communicate progress.3.Offer and prioritize sustainable investment options
134、 in employee retirement plans.Consider delegating responsibilities for fiduciary responsibilities to tighten governance of employee retirement assets.Leverage impact investing options to further emphasize commitment.4.Drive ESG and DEI into decision making.Enable managers to track workforce metrics,
135、including internal labor market(ILM)maps,to constantly inform direction on DEI progress and identify career bottlenecks.5.Leverage dynamic scenario modeling in strategic planning to expand thinking on how work gets done across the ecosystem and what can impact supply and demand.Support executives in
136、 making data-driven decisions that respond to workforce trends.6.Design ways of operating that focus on building adaptability.Define what jobs could be fully or partly agile,and consider the infrastructure needed to support flow-to-work models.Use AI-powered talent intelligence/marketplace platforms
137、 for greater visibility of work opportunities and capacity to respond.7.Ensure short-term and long-term incentives reward adaptation,and that they can be adjusted as often as needed in response to changing business requirements.234512425Cracking the code on new ways of workingCommitted to meeting ne
138、w standards around social responsibility and employability,Unilever has made three commitments to its 148,000 workers and suppliers:Reskill or upskill employees with future-fit skills by 2025;pioneer new models to provide employees with flexible employment options and help equip 10 million young peo
139、ple with essential skills,both by 2030.Such commitments to good work standards cannot be fully realized,however,within the confines of existing work models.A new work operating system was required to deliver the agility the business craved and meet the ask of employees one that bridged the tradition
140、al full-time employee structure(in which workers give up flexibility for the security of a paycheck,benefits and a pension)and the traditional gig worker model(in which workers give up that security for flexibility).Thus,a new work operating system was born at Unilever.Called“U-Work,”its a way for t
141、he organization to meet business needs while simultaneously allowing for learning,time for caregiving or even partial retirement.Under U-Work,employees no longer have a traditional job with Unilever.Rather,they remain a permanent employee with benefits,receive an annual retainer(paid monthly)and the
142、n collect additional assignment pay when they accept a project requiring their particular skills.U-Work is open to employees in both offices and manufacturing.The key to creating a hybrid model like U-Work was to simply start experimenting and get connected to the organizations data.Given looming de
143、mographic challenges whether aging populations or differing generational attitudes about the role of work Unilever decided to adapt now to be better equipped to deal with any lack of skilled workers tomorrow.“Everyone wins with this model,”said Placid Jover,Expertise,Innovation and Finance Chief HR
144、Officer.“Its economically viable,sustainable and responsible.I believe this is the next big thing in employment since pensions.”How global consumer goods leader Unilever embraced a new work operating system2345126Global Talent Trends 20222023:Rise of the relatable organizationwork in partnershipCrea
145、te equitable,transparent and rewarding relationshipsPeople no longer want to work for a company;they want to work with a company.The future of work depends on flatter and more networked talent models,fueled by a more flexible,fungible and,for many,a more globally dispersed workforce.This represents
146、a shift in the social contract of work,one that will succeed only if everyone feels they are getting a fair deal.Hybrid working,gig working and the opportunity to tap into a globally mobile workforce are just some of the new opportunities and challenges arising.In response,relatable organizations ar
147、e developing a partnership mindset across their ecosystem.They are building business resilience by infusing equity and inclusion into their talent models,accessing broader and more diverse talent pools,and building out more robust supplier and partner networks.Today,“partnering”over“leading”might be
148、 a companys biggest competitive advantage.227Global Talent Trends 20222023:Rise of the relatable organization28Global Talent Trends 20222023:Rise of the relatable organizationFoster a partnership mindset As the pandemic flattened our world in many ways,partnering inside and outside the company took
149、on greater significance.By necessity,individuals who suddenly found themselves furloughed or working remotely hustled to keep earning or turned their closet into a makeshift home office.Some learned new skills.Others turned those skills into profitable side gigs.Nearly all considered,just for a mome
150、nt,what their life would be like if they did not work at all.Two simultaneous forces are driving a need to reassess the work contract:the consumerization of the enterprise(with companies heeding employees demands for a personalized,technology-enabled,consumer-grade experience at work)and the enterpr
151、ization of the worker(where employees feel more empowered,digitally-equipped and self-sufficient).Today,it is not only knowledge workers who are demanding flexible options to fit around their life,but all workers from shop floor workers to truck drivers.These expectations are welcoming the next leap
152、 in the employee value proposition,moving from the Thrive contract to the Lifestyle contract(see Figure 12).Leaders are grappling with issues of fairness:with what is offered to frontline workers versus managers,with pay for people doing the same job from different locations,and with career and heal
153、th parity for new hires versus current employees.If 20202021 was about meeting talent on their terms and focusing on health,in 20222023 companies are resetting to balance both workers and employers needs,centered around healthy partnering.They are redefining the old work contract as a new work equat
154、ion one that reflects a more equitable relationship between employer and individual regardless of employment status.And they are evolving their return-to-work strategies into sustainable future-of-work models that preserve the culture and climate of their company while enabling people to blend work
155、into their desired lifestyle.Figure 12.Hybrid is dominating the airways,but there is a more fundamental shift happening20th century:RetainLoyalty contract(transactional)Basic needs:Pay,Benefits,SecurityIf we provide a fair deal,employees will stayPay and benefits for time and outputRecent past:Motiv
156、ateEngagement contract(work and workplace centered)Psychological needs:Achievement,Camaraderie,MeaningIf we provide enriched jobs,employees will be engagedBroader set of rewards(pay,benefits,career,experiences)in exchange for organizational engagement23451Figure 12.Hybrid is dominating the airways,b
157、ut there is a more fundamental shift happeningWell-being needs:Purpose,Equity,ImpactIf we support well-being,employees will recover and return to workHealthy experiences in exchange for a commitment to organizational renewalFulfillment needs:Choice,Connection,ContributionIf we understand employees f
158、ull lives,we can craft mutually beneficial employment dealsTotal rewards that include flexibility and employability in exchange for the promise of continued relevanceCurrent:RecoverThrive contract(whole-person consideration)Future:EnergizeLifestyle contract(LifeX life experience)Only 2 in 5 employee
159、s say their company is meeting all of their needs 234512930Global Talent Trends 20222023:Rise of the relatable organizationMedical insurance611Flexibility to work from home217Vacation/time-off policies520Fair reward practicesFigure 13.What makes employees stay?Job security1Competitive pay32Opportuni
160、ty for career progression74Opportunity for professional growth and learning382020(before COVID)2022(during COVID)Play the“Great Resignation”to your advantage Despite what we hear on the news,not everyone is quitting their job.In fact,the percentage of employees who are satisfied with no plans to lea
161、ve has hovered around the 50%mark since 2019.But the so-called Great Resignation certainly has sharpened the focus on retention,which is one of the top asks from CEOs to their HR leaders.Interestingly,employees reasons for staying at their company(see Figure 13)do not differ much by country and indu
162、stry,but they do differ by generation.Gen Z employees place more value on inspiring leaders,with competitive pay ranking lower on their list.For Baby Boomers,vacation/time-off policies is the number-two reason theyve stayed.Job security is number one across all four generational groups.The digital p
163、andemic The convergence of remote working and ever-increasing cyber risk has many executives worried:96%now see data security as a threat.Two in five are concerned about employees lax data security mindset when working from home,putting this on par with their concerns about external breaches.They ar
164、e less concerned with employee-monitoring data being overused or misused(32%)and with overreliance on AI to make people decisions(31%).But as companies embrace partnering and different work models at greater scale,cyber exposure risk and data privacy concerns will only increase.42345120202022Figure
165、14.Trending org design changes 1Eliminatingroles or functions 1Moving to a functional design2Flattening the organization 2Creating end-to-end agile teams 4Increasing local/regional control 4Forming flow-to-work teams 3Moving to a matrixstructure 3Moving to a network design Partner across the talent
166、ecosystem Executives have long viewed external partnerships as a cornerstone of business resilience,and in fact would expand their strategic partnerships if faced with another economic downturn.Leading organizations are leveraging the same strategy to build internal people resilience:Seven percent a
167、re part of a consortium that shares talent across companies.Now the focus is on more fluid and networked organizational designs(those that link internal and external relationships),to support the use of a broad talent ecosystem and better align to the platforms and partners of the digital economy(se
168、e Figure 14).Relatable organizations treat everyone in their talent ecosystem as a potential partner,either now or in the future.As a result,they are embracing different work contracts(gig,variable/seasonal,shared,part-time,full-time)and work models(onsite,hybrid,remote)to their advantage.Gig workin
169、g remains a favored strategy for the C-suite,with six in 10 executives expecting that gig workers will substantially replace full-time employees at their company by 2024(in Japan,nearly nine in 10 executives make this prediction).This shift is concerning to HR leaders,74%of whom fear that leadership
170、 will have a strong incentive to move remote workers to a freelance model.Yet employee sentiment around gig working has shifted considerably.Fewer than six in 10 employees who work for one company today would consider freelancing(highest among Gen Y and Gen Z),with employees in Brazil,South Africa,M
171、exico,and the Middle East being most receptive and employees in Europe the least interested in changing their employment status.This is a significant decrease 312345132Global Talent Trends 20222023:Rise of the relatable organizationfrom 2020,when nearly nine in 10 globally said they would consider f
172、reelancing.The reasons given illustrate a monumental change in attitudes.Before the pandemic,losing ones job was by far the strongest impetus for considering gig work(22%in 2019,just 2%in 2022).Now,the top freelance drivers include increasing earning potential(up from 21%to 48%)and gaining greater f
173、lexibility and freedom(up from 14%to 42%).As flexibility becomes a hallmark of permanent roles,freelancing which is inherently less stable and often offers fewer benefits will fall out of favor for those that have choices.Making gig working more attractive will require evolving the social contract,b
174、ut so far,fewer than one in five companies is reviewing its gig working terms and benefits.The 32evolution of new work models might also deliver the flexibility organizations need,together with the flexibility individuals crave,without severing the work contract.Responding to employee demands for he
175、althy flexibilityForming healthy work partnerships means tackling the biggest challenge of remote working well-being.Employee preferences for hybrid working continue nearly half of employees wanted hybrid or remote work in 2022,women more so than men.Even more telling is that one in three employees
176、would be willing to forego a pay increase in return for more control over their work schedule(significantly higher for technology sector employees at 43%).But in its current form,working and managing remotely still feels like a struggle.Nearly seven in 10 remote employees say that the physical dista
177、nce hurts their ability to build relationships with colleagues and leaders,impacts their promotion prospects,and makes it difficult to disconnect from work.And remote working is not an option for large portions of the workforce,15 demanding more deliberate design to take advantage of other flexible
178、working levers related to the“what,how,who and when”of work(in addition to“where”).16 When asked about the impact of remote working,employees who feel they are not thriving today are three times more likely to say that these arrangements reduce their sense of empowerment and negatively impact their
179、career(see Figure 15).15 Sostero M,et al.“Teleworkability and the COVID-19 Crisis:A New Digital Divide?”JRC Working Papers Series on Labour,Education and Technology,2020.16 Mason L,et al.The New Shape of Work Is Flexibility for All,2021.Available at .Figure 15.Executives are concerned about remote w
180、orking,but employees see things differently ExecutivesEmployeesAre concerned about the ability of remote employees to build solid interpersonal relationships with colleagues/leadershipBelieve those who work flexibly will be given the same career opportunities78%76%Believe they have an apprenticeship
181、 culture where people learn working side-by-side,not remotely75%Say that senior leaders at their company are genuinely supportive of flexibility74%Believe their organization will be more successful with remote/hybrid workers74%Enjoy working remotely 100%of the time54%Are concerned that remote worker
182、s will have a difficult time getting ahead/promoted72%Are concerned with the potential deterioration of the organizational culture72%HR will become a key mediator in bridging the gap.Top actions being taken:#1 Offering flexible work/collaboration training#2 Creating a safe environment to share conce
183、rns#3 Investing in enhanced collaboration technology23451For older workers and men,the loss of connection to coworkers is a major issue when working remotely.Gen Zs are most likely to call out increased stress and see an overall negative impact on their well-being.17 What would bring people back to
184、onsite work?Both men and women say they would consider coming back to the worksite if being in-person could get them promoted faster,or if they felt they were missing out on learning opportunities.But men were more likely than women to add the desire for face time with senior colleagues as a reason
185、to go back onsite.When the living room is now the playpen and the office,it is increasingly difficult to mentally turn off and physically walk away.Onsite working offered structure and physical boundaries between professional and personal.Without it,companies grapple with how to bring the best out o
186、f their people while supporting greater intentionality in where they spend their time and with whom.C-suite executives acknowledge that there is significant work to be done in evolving their companys flexible working culture,and HR attests to the challenges of reimagining their company culture when
187、it transcends locations and time zones.Nearly all companies(98%)are taking steps to create a healthy hybrid work culture.Top of the list(in place at 39%of companies)are employee training,digital tools to support remote workers emotional well-being,and creating a safe environment for all employees to
188、 share concerns.High-growth companies have been bolder in their hybrid working strategies.What did high-growth organizations do differently in the past few years?36%offered the option of a four-day workweek.47%adjusted talent strategies to attract freelance and other non-traditional talent.51%asked
189、employees where they want to work and how they work best.52%repurposed facilities for more digitally led hybrid working.54%institutionalized flexibility into cultural norms.The enterprization of the worker means people want to make their own choices about how they work,and expect the freedom from th
190、eir employer to do so.But they also want clarity on scope and the opportunity to“renegotiate the agreement”when workload gets out of hand.This new approach eschews command-and-control management in favor of partnership,and increases the importance of goal setting,calibrating expectations and establi
191、shing regular touchpoints.All of which is even more difficult with a dispersed team,yet only one in four companies currently offers training on how to lead in a virtual or blended environment.17 New Shape of Work podcast series.“Support Mental Health when Returning to the Workplace.”Available at .Th
192、riving employees are two times more likely to feel comfortable turning down unreasonable requests,and to work for a manager who has their back2345133When the whole world goes remote overnight for health and safety,returning to work cannot look the same.SAP has embraced global flexibility for its ent
193、ire workforce,which will make flex working the norm rather than the exception as part of a hybrid work model.This“Pledge to Flex”is being driven by an internal future-of-work organization with a dedicated leader.“Partnering with HR,the business,managers and employees,employee wishes are balanced wit
194、h guidance to create solutions that are both cutting edge and workable for different talent cohorts and different types of work,”confirms Christian Schmeichel,Chief Future of Work Officer at SAP.SAPs hybrid working model empowers employees to balance when,how,and where they work best,considering bus
195、iness requirements and local legislation.Realistically,the diverse nature of country taxation and mandated benefit structures means all employees need to be“anchored”to one location(at least until the world catches up with the reality of a truly mobile workforce).And employees who choose to flex by
196、moving from a low-cost to a high-cost area understand that they cannot expect an immediate cost of living adjustment.Talent mobility will be balanced between business and individual needs to drive win-win outcomes.Global technology firm SAP builds a flexibility model that bends,not breaksSAP also wa
197、nts to help employees recall the“magic”that happens when they get together in person.Often,the best results come from being in the office a few days a week.This has become an important message especially to early career employees.Some Gen Z workers,for example,graduated into the pandemic and have ne
198、ver worked onsite,so they may not see what virtual work lacks when it comes to mentoring and learning,and they have yet to experience SAPs vibrant culture in-person.To coordinate and,most importantly,communicate the day-to-day realities of the flexibility pledge,SAP is creating global guidelines for
199、 managers on how to treat pay and benefits.Flex will play a key role in helping SAP support its culture of transformation,innovation,fairness,digitalization and high-performance.This space will evolve for SAP and others,as the world learns to adapt to a new working norm.“Our pledge to flex requires
200、us to consider the whole person and seek to support every type of work and worker in their benefits,their choices and in meeting their future needs,”says Chetna Singh,Global Head of Total Rewards at SAP.“We truly care for our employees and view them as our biggest customers and consumers.”Pledging f
201、lexibility in partnership2345134Global Talent Trends 20222023:Rise of the relatable organization234513536Global Talent Trends 20222023:Rise of the relatable organizationPartner equitably and individualize rewards A partnering mindset is built on trust,transparency and equitability.The good news is t
202、hat employees trust in their company is at an all-time high(see Figure 16).Transparency is more of a challenge,although regulation is forcing the hand of the laggards.But equitability,particularly in rewards,may be the most complex of all with companies under pressure to commit to a living/fair wage
203、 and consider equity across work models,jobs,gender,race and,now,location.While addressing equity gaps is third on HRs list of rewards/benefits priorities this year,C-suite executives continue to rank it near the bottom on a list of workforce initiatives that will deliver the biggest return on inves
204、tment.Great partners focus on career,health and pay equity to stay ahead For some companies,the spending spree at the end of 2021 represented a long overdue adjustment in pay philosophies that were out of step with modern models,or served to correct the gap between pay philosophies and pay practices
205、.Others took the opportunity to address neglected inequities across populations.As CHROs and CFOs struggle to find Figure 16.80%of employees believe their organization will do the right thing by themWorker trust(Employee view)Employer transparency(HR view)I trust that my organization will do the rig
206、ht thing for society(82%)up from 66%in 2020Our company has transparent flexible working policies(35%)We have adopted radical transparency in pay bands(23%)I trust my manager to have my back(79%)We have a technology platform to ensure transparent opportunities for gig workers(46%)We communicated with
207、 employees in a more empathetic and transparent way in 2021(88%)I trust that my organization will teach me the skills I will need if my job changes as a result of AI or automation(77%)up from 55%in 2020I trust that my organization will not disclose confidential information about me to third parties(
208、76%)up from 40%in 2020up from 66%in 202023451Implementing a bonus/pay adjustment across the entire workforceProviding a cost-of-living adjustment or other wage increases in most impacted marketsUsing bonuses instead of base salary to increase total comp without long-term commitmentsAdjusting pay or
209、offering cost-of-living adjustments only to those paid below the market medianIncreasing other benefits in order to avoid increasing payIncreasing use of temporary workers to minimize increasing pay for permanent workersReducing other benefits to offset higher costs related to pay increases stable g
210、round after successive off-cycle adjustments and spot bonuses,there is demand for more agile and nuanced pay models that can align to both pay philosophies and dynamic market pricing.Executives may be underestimating the importance of perceived fairness:Employees(especially men)who feel at risk of b
211、urnout say the number one contributor is not being sufficiently rewarded for their efforts.For many roles,organizations may not be able to control how much time people dedicate to work.But they can help people to not feel underpaid and overworked.Thriving employees are twice as likely to say their c
212、ompany makes fair and equitable decisions on pay and promotion,a finding that has stayed consistent year over year.A longstanding issue in need of correction is internal-to-external pay equity.A shortage of talent has put pressure on companies to pay a premium for new hires and caused internal pay t
213、o become even more disconnected from external market dynamics.18 Only one in three organizations has a compensation philosophy that states pay should be both externally competitive and internally consistent.Keeping up with the market has gotten even tougher as inflation levels rise.Seventy-seven per
214、cent of companies are adjusting their rewards approach to respond to the inflationary environment,but approaches differ(see Figure 17).18”Real-time Insights Pulse on Inflation and Impact on Pay and Rewards.”Available at .Figure 17.Rewards strategies in an inflationary environment29%29%27%19%13%7%4%S
215、ource:Global Talent Trends 2023 pulse survey of HR leaders.234513738Global Talent Trends 20222023:Rise of the relatable organization19 Mercer.Health on Demand,2021.Available at .20 Somerville H.“Uber,Lyft to Offer Some Drivers Shares in Stock Market Listing.”Available at .As talent shortages continu
216、e,its finally time to rethink rewards Pay at the speed of work:Twelve months feels like forever these days;are annual compensation reviews no longer right for the times?More frequent pay adjustments closely tied to when employees learn a new skill or make a significant impact can help with retention
217、 and motivation.Agile rewards mirror the more agile nature of project-based work and reflect the value of the project to the company.Flexible total comp:A step further than flexible benefits why not let employees decide their compensation mix(e.g.,percentage of at-risk versus guaranteed pay,ability
218、to pay for additional days off,etc.)?With technology to support managers and employees,individualization is closer than ever before.Value-based rewards:Aligning rewards with what each employee values most is another way to individualize rewards.For example,someone who values higher education could g
219、et a sponsored place at a university rather than a pay increase.If companies collect information on their employees top motivators,they can then use technology to“nudge”managers to offer alternative pay options that deliver more bang for their buck.Pay for skills:Originally most popular for scarce d
220、igital skills,the prevalence of pay-for-skills models is increasing as companies realize that they solve many of the challenges of todays stretched compensation structures,including keeping internal compensation aligned with market value and the true cost of labor.Location-blind compensation:Will re
221、mote working cause a fundamental shift in compensation strategies?One possibility is a 3-D approach where people earn what they deserve,based on what they deliver and the skills they develop.Another is the normalization of compensation levels globally(transatlantic rates)or nationally(inter-region r
222、ates)as companies realize that hard-to-find,highly valued skills can be located anywhere.Team-set salaries:Compensation decisions are often made by business leaders,HR and committees that are far from the day-to-day realities of the job.Startups and even bigger companies are experimenting with allow
223、ing team members to decide who deserves what and how much.With all non-traditional methods,employers are advancing judiciously with no desire to create any new gaps in pay equity or competitiveness.Health equity,too,has become pivotal to the new work deal:One in three employees expects their organiz
224、ation to implement minimum standards for health and well-being offerings across all workers.Standing tall on organizational values includes offering benefits that truly benefit.19 Ensuring that health care policies,premiums and deductibles are structured according to wage ratios as well as healthcar
225、e costs helps vulnerable working populations not be impoverished by health expenses.Also important is aligning benefits to new workforce models so that gig workers are afforded an equivalent level of health protection as employees.The equity principle applies beyond health benefits(for example,exten
226、ding share ownership to hourly employees and even gig workers,as Uber and Lyft did in their IPOs).20 There is much room for improvement,given that only 37%of organizations are working toward portability of benefits for gig workers and only 24%provide gig workers with access to benefits via an indepe
227、ndent platform.2345121 Garrad L,et al.“Why Money Alone Wont Solve the Problem.”Available at .Relatable organizations are focusing on the experience of total rewardsPay is crucial but in the current climate,a competitive salary is table stakes.Once the compensation is perceived as fair,employees will
228、 consider their total rewards package,including not just pay and benefits but also work conditions,learning and career opportunities.Addressing past inadequacies requires companies to find a new way to ensure people know the value of their total rewards package,so they can make informed choices when
229、 comparing opportunities.21 One way companies can fend off another wave of resignations is to tie contribution to tenure or other eligibility rates that encourage people to stay.Another is to offer personalized rewards(for example,helping an individual clear student debt or providing a childcare or
230、caregiver stipend)aligned to what people really value already on the agenda for one in four organizations.Technology can help,not only to personalize packages but also to flag inequities that are often part of traditional performance management processes and compensation reviews.The lifestyle contra
231、ct is fueled by choice,communication and connection.Stepping up strategies to understand unmet needs,as well as finding novel ways to communicate the options available,can help employees understand what is available and make smart tradeoffs.In a time when employees are more active in the market and
232、more activated in general,relatable organizations are doubling down on a partnership mindset:treating full-time and gig colleagues with the same duty of care,being clear about expectations,and focusing on being a partner of choice.234513940Global Talent Trends 20222023:Rise of the relatable organiza
233、tionRecommendationsGetting Started1.Build a partnering mindset across your business.Define what it takes to be a good partner to different stakeholder groups.Equip managers and employees to set clear expectations for different work models,define ways of working and agree digital ways of effective co
234、llaboration.Train managers on managing talent across temporal,geographic and digital divides.2.Redefine contracts and expectations.Map your talent ecosystem and consider how contractual arrangements might need to change to deliver greater flexibility for the individual and the organization.3.Ensure
235、your listening campaigns lead to organizational learning and action by developing a rapid response strategy.Debrief data findings,identify opportunities for improvement and experimentation.Build on new ideas that improve the employee experience and employee performance.4.Evaluate how best to deliver
236、 flexible working options for all.Move beyond location-based flexibility to expand access to flexible work arrangements.Consider how time-based flexibility,part-time,or contract-based work can be differentiators for on-site talent.5.Mitigate the risks of remote/hybrid working.Combine HRIS data with
237、attitudinal insights to identify patterns,problems,and linkages related to critical people and business outcomes(e.g.,turnover,performance).6.Equip managers to negate biases in pay,provision and promotion associated with new work models.Review your EVP to ensure it is value-adding and equitable for
238、all workforce groups(including gig workers)and evolve the employee experience to reflect the Thrive(whole person)contract.Reimagine how jobs might look through a Lifestyle lens.Suggestions to Accelerate1.Be known as a partner of choice.Implement reciprocal feedback systems with gig workers and other
239、 partners.Hold managers accountable for healthy work outcomes with different work models.2.Move from“mandated”flexibility to organic flexibility in the flow of work by investing in technology to ease the logistics of hybrid working.Anchor to trust as a core element of your corporate culture when tes
240、ting new ways of partnering.3.Re-segment your EVP for new work models.Understand what work arrangements your current employees truly value and what might motivate targeted talent to join.Identify differentiators in your total rewards strategy to address unmet needs.Tackle barriers to gig working by
241、addressing gaps in financial and health protections to promote equity.4.Embed a partnership mindset into your reward programs.Consider different reward structures for different work models by reflecting the market value of skills(expand your peer group across industries and geographies for remote jo
242、bs).Reward performance,incentivize development,and promote fairness.Be transparent in how pay decisions are made and the implications of pay philosophies.5.Utilize technology to embed pay equity considerations into the delivery of compensation programs,rather than relying on manager discretion or“af
243、ter the fact”reviews.6.Use talent intelligence to stay connected to what matters.Mitigate“loss of contact”risk by ensuring new hires,diverse hires and remote workers are forming value-adding relationships.Network and sentiment analysis can help to stay informed on what employees say and do.234514041
244、Purposeful pathsIncreased longevity and lower birth rates have many countries asking,“Who will care for our elderly?”In Singapore,the Agency for Integrated Care(AIC),an independent corporate provider of senior care under the Ministry of Health,aims to answer the call.AIC knew that its mission to del
245、iver continuity of care to Singapores aging population was attractive to young workers who want to make a difference.So why was it struggling to attract and retain support staff?From focus groups and other listening channels,they understood that support roles were perceived as having a limited caree
246、r path,making them less attractive.So AIC set out to redesign the role focused not on efficiency(as is so often the case)but rather on enabling employees through upskilling and on-the-job training to have a choice regarding next steps.Because the Singapore healthcare sector is heavily regulated,key
247、to success was partnering and staying in constant communication with regulators,professional bodies and community care organizations.This required AICs HR team to hone their influencing skills to lay out the choices and implications that underpinned these new work arrangements.Though ultimately succ
248、essful,in retrospect AIC would have engaged with the regulatory side earlier in order to dig deeper into the process involved in making a regulatory change.Doing so would have brought quicker understanding of stakeholder needs and advanced knowledge of what AIC would need to ensure the right experts
249、 drove their recommendations.Being a great partner meant not only designing work around how people wanted to work,but also engaging with members of their target population to shape communication.Of course,the true beneficiaries of these efforts are the seniors themselves.While the job redesign helpe
250、d to address the attraction and retention problem,it has resulted in a new level of care continuity.Though still in early days,after the pilot AIC has seen improvements in employee satisfaction,and supervisors report that the new roles are delivering value to the seniors.The Agency for Integrated Ca
251、re,a Singaporean senior care provider,relied on partnerships to redesign its support staff roles 2345142Global Talent Trends 20222023:Rise of the relatable organizationdeliver on total well-beingNurture a healthy workforce with benefits that matterThe pandemic exposed and worsened the health and wea
252、lth gaps for different populations,underscoring that accessibility and affordability of care is not enough.The well-being ROI that matters today is less about a return on investment(focused on reducing health-related costs)and more about what makes a difference to safeguard the current and future we
253、lfare of the workforce.Thus,the onus is on employers to address the unmet needs of employees and ensure they are emotionally,physically,socially,and financially healthy.Relatable organizations empathize with their employees personal and family circumstances.They actively support the well-being outco
254、mes of their entire workforce by encouraging healthy,rewarding and sustainable work behaviors and offering personalized support during moments that matter.343Global Talent Trends 20222023:Rise of the relatable organization44Global Talent Trends 20222023:Rise of the relatable organizationEngage the w
255、hole person to drive sustainability During the pandemic and its aftermath,health was catapulted to center stage.Most companies stepped up 86%of employees say their company provided a safe work environment during this time.The shared responsibility is not receding.Today,supporting employee well-being
256、 is a combination of showing that the company cares and mitigating key business risks impacting business continuity,brand and safety.People risks weigh heavily on the minds of HR and risk managers,87%of whom say employee health is a serious risk to their business.22 More than one in three executives
257、 say the pandemic helped them realize that their investment in employee health and well-being has delivered a measurable return.They want that investment to continue executives believe that total well-being is the workforce initiative that would deliver the second-highest business results(second onl
258、y to reskilling).And two in five executives have employee health metrics on their personal scorecard(an increase from 2020,when just one in five CEOs was measured on employee well-being).Total well-being:From health to healthy outcomesWhen asked to describe the future of work,one in three employees
259、said it is about equity.They expect employers to move from merely offering benefits to being active partners in peoples health and wealth outcomes such as ensuring access to high-quality healthcare(where gaps still exist today,especially in emerging markets),having a contingency for those in financi
260、al crisis or helping to close pension deficits.The focus on outcomes broadens the discussion to include the social determinants of health.These nonmedical factors often hinge on unmet needs,23 the aspects of an individuals living and working environment that cause stress or poor health such as debt,
261、savings gaps,precarious healthcare access,or limited child or elder care,as well as basic needs like housing,food and transportation.Addressing the whole persons needs is key to driving health outcomes across the diverse populations that make up the workforce and showing the company truly cares(see
262、Figure 18).Link well-being to valuesToday,organizations are being thoughtful about how to best leverage their purchasing power to ensure their well-being offerings are in line with their values.24 Leaders are committing to,and investing in,a holistic and universal well-being strategy.They are asking
263、 themselves:Do we offer coverage for preexisting conditions?Same-sex partners?Are employees able to find diverse care providers they can identify with?How inclusive is our coverage?Do our benefits indirectly discriminate against mental health conditions(for instance,by excluding self-inflicted injur
264、ies)?Who is eligible for benefits:only full-time employees or also part-time,seasonal and gig workers?Can we defend our exclusion provisions?Can we take a more gradual approach to prevent a cliffs edge between being covered and not covered?Do we have inequality in benefits(such as executives having
265、better healthcare protections than frontline workers),and what message does this send about how we value our people?What are we doing to address the vulnerable?Should we flip the pyramid to offer new types of support to vulnerable populations?Are we investing enough in our people to keep them health
266、y,thriving and productive?22 Mercer Marsh Benefits.People Risk 2022.Available at .23 Spinks G,et al.“Its Time to Align the Needs of Your People to Your Total Rewards.”Available at www.mercer.us.24 Mercer and World Economic Forum.“Pathways to Social Justice:A Revitalized Vision for Diversity,Equity a
267、nd Inclusion in the Workforce.”Available at .23451Figure 18.Benefits to show you careVaried and valued benefitsA caring cultureMeaningful flexibility48%are better supporting the benefits needs of their mobile workforce(e.g.,expats,digital nomads,etc.)Supportive leadership81%are aligning their benefi
268、ts to company values,purpose and cultureThoughtful communications73%are investing more in digital platforms to support benefits admin and communicationsAffordable healthcare16%are investing in new health&risk protection programs(e.g.,adding new lines of coverage)Virtual healthcare33%currently offer
269、on-demand access to virtual mental health providersInnovations to help address health conditionsHelp finding and coordinating carePractices to create a healthy and supportive environment37%are redesigning work with well-being in mind(e.g.,realistic workloads,no-meeting days,reduced complexity,positi
270、ve work environment,culture of trust,etc.)Support with mental health,resilience and relationship issues86%currently provide some support for employees mental health,but only 32%provide crisis management resources following a traumatic eventInclusive benefits for all38%have plans this year to expand
271、benefits to be more supportive of all segments of the workforce93%are focused on how their benefits offerings can better support employee attraction,retention and engagement this yearThriving employees are 7x more likely to work for a company that prioritizes employee well-beingSource:Global Talent
272、Trends pulse survey of HR leaders.234514546Global Talent Trends 20222023:Rise of the relatable organizationDelivering on total well-being requires a personalized approach A new focus on people sustainability25 is driving a deeper appreciation of the relationship between health,happiness and producti
273、vity.In the past,well-being was a narrower concept(mostly focused on health benefits provisions):programmatic(typically through insured plans or unsupported grassroots efforts),superficial(e.g.,free fruit,cycle-to-work options),and fragmented(defined and delivered at the local level).Multinationals
274、especially were affected by uncoordinated and siloed programs that were difficult to track.Inadequate access to reliable and complete health data resulted in a missed opportunity,not only in terms of deriving insights but also in creating a consistent and brand-enhancing colleague experience.Compani
275、es are starting to move away from worksite-oriented approaches toward data-led ways of working,marrying digital with human delivery.Taking care of an increasingly diverse workforce requires understanding how the needs and circumstances of different populations have changed.85%of HR leaders recognize
276、 the need for hyper-personalization to ensure benefits attract and retain talent.This represents a wholesale move away from generic programs(the macro version of the trend toward individualized medicine).But with only 42%planning to individualize compensation and benefits for different groups and 30
277、%re-segmenting the workforce to better tailor financial benefits,there is still a ways to go to ensure that benefits truly offer value to both the employee and the employer.25 Anderson K,et al.“How People-Sustainability Is Key to Business Success.”Available at .Global Talent Trends 20222023:Rise of
278、the relatable organization2345126 Mercer Marsh Benefits.The Age of Adaptability:A Digital-First Approach to Benefits in a Post-Pandemic World,2021.Available at .Their reluctance is understandable bespoke programs in the past have led to complex governance,cybersecurity and other delivery challenges.
279、To address individuals needs,many companies are looking to marketplace concepts that provide ultimate choice.87%of companies invested in their benefits platform in 20212022,and 73%plan to continue those investments over the next five years.Two in five HR functions are already leaning on AI to dynami
280、cally model healthcare costs and outcomes.More than ever before,the ROI on well-being is clear not only to HR leaders but also to senior business leaders,one in four of whom says that It is clear that health and total well-being have become more central to the debate on the future of work.Till Leopo
281、ld,World Economic Forumemployee usage and preference data would help improve people decisions.HR teams are leaning in to more effectively use data to understand their organizations health profile.Automated benefits dashboards and metrics remain out of reach for many:69%of organizations say it would
282、take longer than a week to identify their highest-costing benefit,26 indicating that technology investments are not yet helping benefits teams spend smarter.Even as 91%of companies already“nudge”employees to make better personal wellness choices(or have plans to do so),more can be done at the indivi
283、dual level to help people understand their own health risks and opportunities.2345147For many organizations,the COVID-19 pandemic highlighted gaps in employee emotional wellness benefit utilization.Dell Technologies saw this trend among their own team member base,especially outside the U.S.,where ov
284、er half their team members reside.To close the gap,Dell piloted localized and personalized solutions within their existing international EAP program.They started in Singapore and Malaysia,where an analysis of Dells medical claims history found that,while employees were impacted by burnout and stress
285、,few reached out for support.What would motivate employees to use the resources available?Dell focused on four key areas:reducing the stigma associated with mental health,raising awareness of the importance of emotional well-being,providing a comprehensive program,and ensuring it was readily accessi
286、ble to all.It became clear that the local need was for an app an all-in-one,100%digital,short-term mental and emotional health tool.The app offers an end-to-end solution built around local needs,in multiple Asian languages,and integrated with Dells existing benefits ecosystem.It combines preventive
287、care(digital self-care sessions,virtual coaching sessions)and critical care(immediate clinical support when necessary).Dell is now considering introducing additional,regionally focused digital mental and emotional health solutions in other geographies.Technology and innovation is central to Dell Tec
288、hnologies.Using a combination of data analytics and technology,Dell leaned into its strengths to support team member wellness and mental health and believes this approach to wellness will continue to strengthen an already solid competitive advantage in attracting and retaining talent.Minding what ma
289、ttersDell Technologies closes the gap between well-being offerings and usage thanks to a mobile app 2345148Global Talent Trends 20222023:Rise of the relatable organization234514950Global Talent Trends 20222023:Rise of the relatable organizationNudge healthy behaviors27 Marsh McLennan.Digital Tools f
290、or Mental Health,2020.Available at .28 Gascn Enriquez O.“Using Benefits Plans to Mitigate the Mental Health Crisis.”Available at .As companies address the whole person agenda,they are looking beyond the set frames to understand the person behind the screen and under the uniform.They are evolving the
291、ir total well-being strategies to support in the now and to protect for the future.They recognize that once pay equity issues are addressed,they need to differentiate on more than pay to attract and retain the talent they need.A significant impact of the pandemic is that employees now perceive healt
292、h benefits not only as an expected part of the employment contract,but as something of true value.One in three employees would forgo a pay increase in return for additional well-being offerings for themselves or their family.Well-being offerings can help minimize the risks of todays wage-price spira
293、l.Many companies have put“total rewards”roles in place,recognizing that compensation and benefits can no longer be considered separately.They are asking themselves:When the singular focus on pay fades,what will our organization be known for?With 77%of employees trusting that their employer will help
294、 them afford medical care,and 66%with unforeseen expenses,its often the small things that linger in an employees mind,like a loan for a childs education,support to navigate personal tax liabilities or caregiving assistance.Innovation in benefits requires constant listening and external analysis.Thre
295、e years ago,an employer was innovative simply by offering access to telemedicine;today,telemedicine is table stakes.The same will soon occur with caregiving solutions or in-home care(particularly important for remote/hybrid workers),which was unheard of a couple of years ago.The moments that matter
296、to people have also evolved.While it is important for employers to offer meaningful support during the birth of a child or the death of a loved one,so too is supporting a lifelong education dream or helping to manage the loss from a catastrophic climate event.Are you okay?Taking mental well-being se
297、riouslyCOVID-19 exacerbated the burden of mental health for workers and their families and shone a light on areas that had previously been shortchanged.Continued outbreaks,lockdowns and social restrictions led to a spike in symptoms of stress,anxiety and depression worldwide.27 The numbers from 2022
298、 are staggering:81%of employees were at risk of burnout(a prolonged response to ongoing occupational stressors),up from an already concerning 63%before the pandemic.Entering 2023,HR leaders recognize employee exhaustion as a top risk to the transformation agenda.Even though one-third of organization
299、s planned to introduce an emotional well-being strategy in 2022,there is still a long way to go(see Figure 20).Leaders are starting to make mental health a priority,recognizing that the most effective solutions address a broad range of issues,from resilience and social support to treatment access an
300、d support for crises,such as suicide and violence.2823451Figure 19.Plans to promote long-term employee well-beingProvide information and support for financial,physical,social and mental well-beingIntroduce a mental or emotional well-being strategyAdd benefits to address mental or emotional healthAdd
301、 services to address physical health issues,including expanding insurance coverageDeliver targeted preventative measures to various workforce groupsExpand eligibilities for health,risk protection and well-being benefitsEnable remote/digital health check servicesResponsibly monitor and act on total w
302、ell-being indicators for diverse groupsOffer increased access to virtual health optionsUse/expand global benefits management to enhance the employee experienceMonitor lack of take-up of preventative care and screenings38%36%34%32%31%31%26%31%30%29%28%8 in 10 employees say they were at risk of burnou
303、t in 2022234515152Global Talent Trends 20222023:Rise of the relatable organizationLeading companies are being ever-vigilant to ensure their programs do not become another“check-the-box”exercise,an issue that has plagued well-being offerings in the past.Setting minimum standards across the mental hea
304、lth continuum,and taking a DEI lens to ensure the needs of all employee populations are met,are integral parts of an impactful well-being strategy.Digital health offers great promise in opening up access to new forms of support.Another strategy to move the needle is designing work with well-being in
305、 mind.Employees are speaking out in greater numbers about toxic work cultures and unbearable workloads.And although HR leaders remain concerned about remote working,with six in 10 believing it negatively impacts employee mental health and heightens anxiety,employees are not so sure:Over half say tha
306、t remote working has had a positive impact on their well-being(59%of men and 54%of women),and only 12%say the impact has been negative.Key to making progress is recognizing the negative consequences of prolonged remote or digital working,while acknowledging the benefits it brings in support of the w
307、hole person agenda.Tools to help employees build coping skills like mindfulness and resilience48%41%Training on how to identify and support those facing mental health challenges50%39%Have todayPlanned in2022Virtual mental health counseling via video chat or textInsurance coverage for mental health t
308、reatmentFigure 20.Top strategies to support for mental health46%40%45%40%Global Talent Trends 20222023:Rise of the relatable organization2345152Figure 21.Most people feel financially secure today,but more than half are concerned about the futureFast-track financial wellness Employees across generati
309、ons,geographies and industries worry about money:More than half are concerned about their future financial security(see Figure 21),even more so in Japan(68%)and Singapore(61%),as well as in the retail(59%),manufacturing(58%)and healthcare(57%)sectors.While 71%of organizations say they provide a livi
310、ng wage for all workers(up from 33%in 2021),only 30%plan to re-segment the workforce to better tailor financial benefits.It is worth noting that lower-wage workers have benefited more from pay adjustments during the pandemic.29 Once compensation is right-sized,elevating the discussion from pay to we
311、alth can make a difference to employees outlook.Financial uncertainty is also putting retirement at risk,driving two of the top five reasons people plan to continue working past retirement age.In response,39%of companies are enabling employees to adapt retirement benefits to their personal circumsta
312、nces and 38%are proactively offering older workers different employment options,including phased retirement.Yet these efforts may not be enough to ensure retirement adequacy,especially in markets with fewer government protections.Relatable organizations are committed to understanding their people in
313、 ever more nuanced ways and individualizing benefits to meet their needs.Technology plays an increasingly important role in enabling benefits strategy.Four in five companies(both midsize domestics and large multinationals)are already using or are planning to implement an AI-driven benefits enrollmen
314、t platform(up from 51%in 2020).These tools are making it possible to bring hyper-personalized total rewards to life and help employees understand how the choices they make today can impact their well-being tomorrow.Leveraging an increased awareness of total well-being indicators and enhanced analyti
315、cs capabilities,leading companies are able to forecast the future trajectory of their employees wealth,retirement and long-term health outcomes.Financially secure todayWorried about the futureAll51%79%Middle East52%83%Canada47%87%US48%79%Hong Kong53%89%Australia43%84%China39%78%Mexico53%81%Brazil54%
316、65%France48%76%Germany42%79%Italy59%83%South Africa51%65%UK57%73%India46%88%Singapore61%81%Japan68%73%29 Federal Reserve Bank of Atlanta.“Wage Growth Tracker.”Available at www.atlantafed.org.234515354Global Talent Trends 20222023:Rise of the relatable organizationRecommendationsGetting Started1.Enga
317、ge senior business leaders(including C-suite,operations and risk leaders)in assessing how employee health and well-being impacts the business.Look for opportunities to collaborate in mitigating key people risks that lead to business continuity,brand and customer service threats.2.Conduct employee li
318、stening exercises and develop personas to redesign your total rewards and employee value proposition.Consider what employees need and value(instead of market indexed practices)as a beacon.3.Ensure your total well-being strategy covers physical,mental,social and financial aspects and that it is cultu
319、rally relevant and fit for the post-pandemic era.Enhance the benefits you offer and how they are offered based on what matters most to your people and when.4.Move away from the market medium and stand out on benefits.Consider the needs of talent populations who have been left out in the past(e.g.,wo
320、men,early career,single parents,shift workers,lower earners,etc).Review your well-being proposition against digital standards and against your companys values.5.Question whether your benefits plans have unintended bias built in.Are medical networks sufficiently diverse?Do communications reach disadv
321、antaged populations?Do transportation,housing or other barriers exist?6.Communicate,communicate,communicate especially on benefits and other elements of your EVP through enhanced digital employee tools and platforms.Offer bite-sized communications and socially driven interactions from in-house influ
322、encers.Suggestions to Accelerate1.Lead with people sustainability.Protect psychological and mental health as a priority,and monitor social indicators,engagement and presenteeism to measure the impact of benefits plans.Consider robust benefit management approaches to build organizational resilience i
323、n the face of crisis.2.Make benefits and a healthy culture core to your EVP.Provide digital/mobile approaches to access benefits,advance well-being through leadership messaging and deliver the EVP throughout the employee lifecycle(from virtual fairs for jobs and benefits,to onboarding to lifestyle c
324、hanges).Measure touchpoints and activity to stay alert to changes in workforce preferences.3.Focus on impacting health outcomes by using health,death and disability data to understand your workforces most prevalent health issues.Look for opportunities to open up access,especially in markets where pu
325、blic systems are less robust and private programs are limited.Engage the workforce in identifying ways to improve financial well-being and pensions adequacy.4.Look for ways to add choice without adding complexity.Consider marketplace solutions,spending accounts and voluntary benefits.Use dynamic nud
326、ging to help employees make healthy choices.5.Embed digital solutions and health innovations including self-care options.Factor these into plans to enhance the employee experience.6.Delegate non-core responsibilities such as global benefits management and design/vendor/utilization changes to lessen
327、HRs administrative burden and ensure consistent governance,while laying the groundwork for more data-led benefits and personalization.542345155Designing financial futuresFinancial wellness programs at Adobe are focused on helping employees feel empowered with information and confident to take action
328、 to secure their financial futures.Via the portal,employees have one-stop access to resources such as financial coaching,identity protection and credit monitoring,retirement planning,and more.There are also“speak with an expert”live events,which have drawn over 2,000 employees on topics such as inve
329、stment diversification,managing finances through uncertain times and home purchasing.To supplement the corporate resources,Adobe employees created their own“personal finance”digital community.What started as a group of a few hundred employees has grown to over 5,000 active users,who discuss topics f
330、rom budgeting basics to managing student loans to Adobes employee stock purchase plan.The company now looks to the community for insights to understand and respond to what is top of mind for employees in real time.Since engaging with employees and helping them on their financial journeys,Adobe has s
331、een significant participation increases in US programs such as the deferred compensation plan,401(k)retirement plan,Health Savings Account and similar programs outside the US.Recognizing the diverse financial needs of its global employees and understanding that those needs will change over time,the
332、company continues to update resources to stay relevant.A key priority is making sure these resources are easy to find meeting employees where they are and during moments that matter.How creative software company Adobe built a template for employee financial wellness 234515556Global Talent Trends 202
333、22023:Rise of the relatable organizationbuild for employabilityMeet future work needs with a skills-based organizationThe significant supply and demand gap in both skills and workers has highlighted the role that organizations play not just in ensuring their own sustainability but also in safeguarding the future employability of their people.The pandemic underscored the importance of a skills-base