Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Investor Presentation (January 2013)
38 slides from Mercer Short Duration Fixed Income Fund Class Y-3's investor presentation, Jan 31, 2013
Slide 1: Global Talent Mobility: New Models for Success
GLOBAL TALENT MOBILITY: NEW MODELS FOR SUCCESS January 31, 2013 Brian J. Kelly Partner, Mercer Dianna L. Peterson Senior Director, The Boeing Company
Slide 2: Today's Speakers
Today’s Speakers Brian J. Kelly Partner, Global Practice Leader, Workforce QUESTIONS? Analytics & Planning Please type your questions in the Mercer Q&A section of the toolbar and we brian.j.kelly@mercer.com will do our best to answer it. +1 215 350 2641 While in full-screen mode, simply use the Q&A
Slide 3: Objectives for Today's Presentation
Objectives for Today’s Presentation Welcome and Introductions Concept of Talent Mobility Case Study: The Boeing Company Q&A MERCER 2
Slide 4: HR Is Asking New Questions
HR Is Asking New Questions What is the role of workforce analytics and planning within our organization? Analytics and HR evolution Human capital Planning Center of Expertise INSIGHTS EVIDENCE-BASED Data-driven stories transition Strategic people agenda PEOPLE Next Gen workforce analytics delivery m
Slide 5: Concept of Talent Mobility
CONCEPT OF TALENT MOBILITY MERCER
Slide 6: The world is moving from capitalism to talentism
Critical Issue Human Capital Risk, Employability and Mobility Was the Number One Critical Issue at the WEF Annual Meeting in Davos The world is moving from capitalism to talentism Klaus Schwab Founder & Executive Chairman of World Economic Forum MERCER 5
Slide 7: Two Critical Challenges
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges Unlock Pools Pipelines MERCER 6
Slide 8: Two Critical Challenges: Pools
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges; the first is pools… Pools Pipelines MERCER 7
Slide 9: Four Trends
Four Trends Research identified four trends that suggest managing the pool will require new approaches Widespread unemployability Critical skills gap Information gaps Public and private constraints MERCER 8
Slide 10: The Solution: Understand the talent pool
The Solution Understand the talent pool Traditional Labor Pools • Is the pool sufficient? • How can we increase the pool? • How well are we positioned in the pool? • How can we upgrade the pool? • What are the alternatives? MERCER 9
Slide 11: Workforce Planning Quantifies the Risk
Workforce Planning Quantifies the Risk Demand Supply Future workforce Expected number of needs based on critical roles based on multi-year strategic pipeline yield, time to business scenarios proficiency Value risks cost timing MERCER 10
Slide 12: Two Critical Challenges: Pipelines
Two Critical Challenges Unlocking “talentism” relies on solving two critical challenges; the second is pipelines… Pools Pipelines MERCER 11
Slide 13: Internal Pipelines
Internal Pipelines Globally, companies are struggling to manage internal pipelines Inadequate velocity Chokepoints and blockers Lack of focus Inefficient/lack of investment MERCER 12
Slide 14: Building Critical Roles
Building Critical Roles Create a planned mix of experiences and pathways to destination roles Destination General Manager Learning & Development • Destination roles Roles • Pass-through roles • Plateau roles Organizational Management Experiences Experiences Significantly Improved Managed to a Bottom
Slide 15: Forecasting the Pipeline
Forecasting the Pipeline 2 6 Yrs 3 5 10 2.0 Yrs 5.5 Yrs 3.5 Yrs 9 3 1.6 Yrs How many 2.2 Yrs will we need How many 3 4.0 Yrs 3 2 by year will we need 1.33 Yrs 4.8 Yrs to hire? 8 6 1.25 Yrs 1.8 Yrs 0 n/a Yrs What is the Yield Rate on our Pipeline? What is the target time to proficiency? MERCER 14
Slide 16: Redesigning the Pipeline
Redesigning the Pipeline Change the Yield Rate Change the pathway 2 6 Yrs 3 5 10 2.0 Yrs 5.5Yrs 3.5 Yrs 3 9 2.2 Yrs 1.6 Yrs 3 3 4.0 Yrs 2 Change number 1.33Yrs 4.8Yrs of inputs 8 6 1.25 Yrs 1.8Yrs 0 n/a Yrs Bring them in at a Shorten the cycle different level time in roles MERCER 15
Slide 17: Case Study: The Boeing Company
CASE STUDY: THE BOEING COMPANY MERCER
Slide 18: You Will Learn How Boeing...
You Will Learn How Boeing… Leads its workforce planning efforts Analyzes data and trends to identify workforce risks and opportunities Identifies critical skills Models internal flow of talent to project future skill supply and demand Influences external skill pipeline of the future MERCER 17
Slide 19: What Is Workforce Planning?
What Is Workforce Planning? Defined Link to business Diagnosing gaps approach for strategies and and identifying targeted end plans solutions users Analysis using Defining long- sophisticated Recommending range people tools gap mitigation plans MERCER 18
Slide 20: It's All About...
It’s All About… The dialog and Overlaying the asking the workforce to right the business questions Analyzing Keeping it useful data simple! MERCER 19
Slide 21: Critical Skills
Our Approach Critical Skills > MERCER 20
Slide 22: Critical Skills Identification Top Level Process
Critical Skills Identification Top Level Process Strategic Workforce Outcome Strategic Business Planning Workforce Units/ • Identify skill gaps Planning • Integrate Functions Enterprise critical • Recommend skills list solutions to • Provide WFP • Identify critical mitigate gaps approach and • Provi
Slide 23: Integrated Skills Management
Integrated Skills Management Functions/ Strategic Identify Businesses Provide Workforce critical skill critical skill Planning needs visibility Other HR Align to K-12 Develop plans dept to support strategy Staffing, recruiting Critical Skills staffing needs Gap resolution Align to action plans and A
Slide 24: Predictive Workforce Modeling at Boeing (1 of 2)
Predictive Workforce Modeling at Boeing (1 of 2) Start with Program and Functional Organization staffing profiles Factor in the effects of: – Predicted Boeing business trends and associated workforce skills/levels needs – Workforce demographics (skill populations, job levels, age, retirement eligibi
Slide 25: Predictive Workforce Modeling at Boeing (2 of 2)
Predictive Workforce Modeling at Boeing (2 of 2) Develop a holistic model of the population of interest and a go-forward action plan Forecast potential skill gaps due to Forecasted Attrition & Transfers Out – Resignations and retirements 4.0% 3.0% – Other attrition such as layoffs 2.0% 1.0% 0.0% – E
Slide 26: Predictive Workforce Modeling: Aviation Week Survey Example
Predictive Workforce Modeling at Boeing Example from Aviation Week Survey Predictive modeling can be effectively applied to population subsets to forecast differences from the total aggregate population, such as: – Manufacturing may be on the rise but other skill groups may be flat – Civil (commerci
Slide 27: Critical Skills Situational Awareness: Software Engineering
Critical Skills Situational Awareness Software Engineering Example External Environment – 30% occupation growth projected in U.S. by 2018 (per NDIA) – Undergrad graduation rates dropped 36% in last 5 years – Resource issues persist, in U.S. government and industry – Need to improve workforce acquisi
Slide 28: Boeing's Global Workforce Intelligence Suite (GWIS)
Boeing’s Global Workforce Intelligence Suite (GWIS) Boeing Key Boeing Insights derived headcounts, workforce by viewing hiring activity, trends, attrition, information and related retention, and from multiple employee external perspectives demographics benchmarks Predictive cti on analyses of oje De
Slide 29: Workforce Pipeline and STEM System
Workforce Pipeline and STEM System Supply Demand Cycle 4 Million 730k still interested Students in STEM start -9 K 1 2 3 4 5 6 7 8 Pre School or Nursery Education Primary Education 9 Secondary ~340k declare Education 10 STEM major 11 Post Secondary Education Retirement STEM Working Careers 16 15 14
Slide 30: Our Strategic Education Relationships
Our Strategic Education Relationships Strategic Workforce Planning Higher Education (Higher Education) Integration Board Recruiting Strategy Continuing Education Research Regional Coordinators and Country Focals Executive Focal Leveraged University Relationships MERCER 29
Slide 31: It's All About...
It’s All About... n c tio oje pr s. lv t ua Ac Providing a Identifying critical Providing data Influencing external workforce planning talent analysis for talent pipeline approach and tools business decisions MERCER 30
Slide 32: Q&A
Q&A MERCER
Slide 33: Questions?
Questions? Brian J Kelly QUESTIONS? Partner, Global Practice Leader, Workforce Analytics & Planning Please type your questions in the Q&A section of the toolbar and we Mercer will do our best to answer it. brian.j.kelly@mercer.com +1 215 350 2641 While in full-screen mode, simply use the Q&A button
Slide 34: For More Information
For More Information • Mercer “Be in the Know’ blog – Mercer subject matter experts and guests will help you discover tips and trends, and will offer advice to questions you may have – http://www.mercer.com/mercer-blog • Mercer Analytics website – Next generation metrics and analytics solution that
Slide 35: Upcoming Webinar: Starbucks Corporation Case Study
Upcoming Webinar: Starbucks Corporation Case Study February 26 at 2:00 pm EST Speakers: Brian J Kelly Lacey All Partner Director Global Practice Leader, Workforce Strategic Talent Initiatives, Analytics & Planning, Mercer Starbucks Corporation Description: • Participants will come to understand the
Slide 36: Speaker Biographies – Brian J Kelly
Speaker Biographies – Brian J Kelly • Brian is a Partner at Mercer and is the global Commercial Leader for the human capital metrics & analytics solutions. Brian currently serves as the Co-Chair of the Institute of Human Resources Workforce Planning & Analytics Working Group and Vice Chair of the So
Slide 37: Speaker Biographies – Dianna L. Peterson
Speaker Biographies – Dianna L. Peterson • Dianna L. Peterson is senior director of Strategic Workforce Planning for The Boeing Company. As strategy leader, Peterson is responsible for determining and understanding how near- and long-term workforce requirements, skills, and knowledge align with Boei
Slide 38: Mercer
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