Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Investor Presentation (April 2018)
40 slides from Mercer Short Duration Fixed Income Fund Class Y-3's investor presentation, Apr 19, 2018
Slide 1: Global Talent Trends 2018 Study: Unlocking Growth in the Human Age
G L O B A L TA L E N T T R E N D S 2018 STUDY U N LO C K I N G G RO W T H I N T H E H U M A N AG E NORTH AMERICA WEBCAST APRIL 19, 2018 0
Slide 2: Our Panel of Experts
O U R PA N E L O F E X P E RT S Kate Bravery Brian Baker Angela Berg Gordon Frost Stephanie Penner Career Global Practices US Digital Workforce US West Market Canada Career Business US East Market Career Leader Leader Communications Practice Leader Business Leader Leader 1
Slide 3: You cannot wait until a house burns down to buy fire insurance
You cannot wait until a house burns down to buy fire insurance on it. We cannot wait until there are massive dislocations in our society to prepare for the Fourth Industrial Revolution. Robert J. Shiller | 2013 Nobel laureate in economics | Yale University professor © MERCER 2018 2
Slide 4: A Year of Action, Not Anticipation
A Y E A R O F A C T I O N , N OT A N T I C I PAT I O N L I V I N G PA S T T H E I N F L E C T I O N P O I N T W H AT W E K N O W W H E R E W E A R E AT WHERE WE ARE HEADING INFLECTION POINT • Cloud Technology • Automation, Robotics • Blockchain INTERACTIVE • 3D Printing & Advanced • AI & Machine Lea
Slide 5: Three Important Questions for Clients
T H I S L E A D S O U R C L I E N T S TO A S K T H R E E I M P O R TA N T Q U E S T I O N S FUTURE OF JOBS How should work be organized and how can value be created? HUMAN INSIDE How do we ensure our people thrive during change? REGENERATION How do we accelerate our own workforce transformation? © M
Slide 6: About the Study
ABOUT THE STUDY 5
Slide 7: Who We Heard From
M E R C E R ’ S G LO B A L TA L E N T T R E N D S 2 0 1 8 WHO WE HEARD FROM 7,648 VOICES 44 MARKETS 21 INDUSTRIES Specific trends by | Gender Generation Job level Company size Mature vs growth economies Board Directors C-Suite • Directors of private and public companies • 2 in 5 have been wi
Slide 8: What Keeps Leaders Up at Night?
W H AT K E E P S L E A D E R S U P AT N I G H T ? The Board Agenda Talent scarcity and Digital/tech EXTERNAL CONCERNS WORKFORCE ISSUES 1. Cyber security 1. Lack of critical skills 2. Strength of emerging market economies 2. Employees’ digital experience (HR #4) 3. Changes in business tariffs/taxes 3
Slide 9: Mercer 2018 Study Findings: Top Trends
MERCER 2018 STUDY FINDINGS TOP TRENDS CHANGE WORKING WITH PERMANENT PLATFORM DIGITAL FROM @SPEED PURPOSE FLEXIBILITY FOR TALENT THE INSIDE OUT © MERCER 2018 8
Slide 10: Change @Speed
MERCER 2018 STUDY FINDINGS TO P T R E N D S CHANGE @SPEED © MERCER 2018 9
Slide 11: Create Agile Work Practices
C R E AT E A G I L E W O R K P R A C T I C E S “Thriving” Dynamic Scaled Agility “Changing” ITERATION N ENVIRONMENT Dual-Speed “Surviving” Organization ITERATION 3 ITERATION 2 Traditional Organization BUSINESS Fixed TODAY? Low Innovation & Engagement PEOPLE High Innovation & Engagement © MERCER 2018
Slide 12: Molten Structures – The Need for Plasticity
MOLTEN STRUCTURES – THE NEED FOR PL ASTICIT Y Executives: 2 in 5 have HR: 1 in 5 have redesigning transformation metrics on scorecard structures as a 2018 priority Top changes being planned by the C-suite Reasons cited for these changes 1. Moving support functions to shared services 1. Greater effic
Slide 13: Exponential Learning
EXPONENTIAL LEARNING 81% Employees want opportunities to grow personally and professionally UNIQUELY HUMAN SKILLS ARE TOP STRATEGIES FOR MOST IN DEMAND ADDRESSING THE FUTURE OF WORK • Innovation 1. Upskilling digital competence (42%) • Digital competence 2. Increasing access to online learning (40%)
Slide 14: Change @Speed: Preparing for the Future of Work
C H A N G E @ S P E E D | P R E PA R I N G F O R T H E F U T U R E O F W O R K Enable managers to lead in a multi-speed and multi-partner environment through 1 integrated people planning and enhanced change management discipline 2 Embrace exponential learning by creating a virtuous cycle between ski
Slide 15: Working with Purpose
MERCER 2018 STUDY FINDINGS TOP TRENDS WORKING WITH PURPOSE © MERCER 2018 14
Slide 16: How Is the Value Proposition Evolving?
H O W IS TH E VA LU E P RO P O S ITIO N EVO LVIN G ? Loyalty Contract Engagement Contract The Thrive Contract (20th Century) (Today) (The Next Chapter) Basic Needs: Psychological Needs: Growth Needs: Pay, Benefits, Security Achievement, Camaraderie, Equity Purpose, Meaning, Impact Workers are assets
Slide 17: Working with Purpose: The Employment Equation
W O R K I N G W I T H P U R P O S E : T H E E M P LO Y M E N T E Q U AT I O N WHAT EMPLOYEES CRAVE WHAT COMPANIES OFFER Thriving employees are 3x times AFFINITY EVP differentiated by having more likely to work for a company 75% PRIDE 13% a purpose-driven mission with a strong sense of purpose… PURPO
Slide 18: Total Rewards in the Era of the Individual
TOTA L R E WA R D S I N T H E E R A O F T H E I N D I V I D U A L What helps employees thrive varies Career empowered employees are Perceptions of the work experience around the world. 3 times more likely to be committed to differ by level, not by generation. their company. They report: • Executives
Slide 19: Working with Purpose: Preparing for the Future of Work
W O R K I N G W I T H P U R P O S E | P R E PA R I N G F O R T H E F U T U R E O F W O R K 1 Embrace the science of personas to develop Total Rewards propositions that resonate with your target populations 2 Approach the employee relationship as a two-way dialogue and focus on the Future Of Work Ana
Slide 20: Permanent Flexibility
MERCER 2018 STUDY FINDINGS TOP TRENDS PERMANENT FLEXIBILIT Y © MERCER 2018 19
Slide 21: Why Do We Need a New Way to Talk About Work?
W H Y D O W E N E E D A N E W WAY TO TA L K A B O U T W O R K ? TALENT SCARCITY/ DECLINE IN PRODUCTIVITY RISE OF THE FREE AGENT MOBILE WORKING WHEN WHERE WHAT HOW WHO work is done work is done work is done work is done does the work • Hours and timing • Location & ability to vary • Vary job content
Slide 22: HR Predictions of Workplace Changes
HR PREDICTIONS OF WORKPLACE CHANGES Execs declare that workplace flexibility Employees (FT and PT) who say they would 80% is a core part of their stated value proposition 78% consider working on a contract basis 49% in 2017 THE NEW WORK STATIONS: PERCENTAGE OF THE WORKFORCE ADOPTING THE FOLLOWING WO
Slide 23: Permanent Flexibility and the Employee Experience
PERMANENT FLEXIBILITY THE EMPLOYEE EXPERIENCE 71% of thriving individuals say their Only 3% of companies say they are Flex leaders company offers them flexible work (compared to 32% of non-thriving) 13% assess every job for its ability to be done 51% of all employees want more flexibility flexibly;
Slide 24: New Work Models – Changing the Who
NEW WORK MODELS – CHANGING THE WHO (NOT JUST THE HOW) 2 in 5 organizations are planning to “borrow” more talent in the next 12 months 1 More task- and project-based work that can easily be parceled out to free agents Demand Capacity 2 Due to the nature of business changing (our business is cyclical,
Slide 25: Permanent Flexibility: Preparing for the Future of Work
P E R M A N E N T F L E X I B I L I T Y | P R E PA R I N G F O R T H E F U T U R E O F W O R K 1 Address the real barriers to making flexible working the norm. 2 Create stable flexible work arrangements as well as on-demand options. Future Of Work Analytics • Flexibility Quotient 3 Flex loudly and e
Slide 26: Platform for Talent
MERCER 2018 STUDY FINDINGS TOP TRENDS P L AT F O R M F O R TA L E N T © MERCER 2018 25
Slide 27: A Platform Model for Talent
A P L AT F O R M M O D E L F O R TA L E N T How can we apply a platform mindset to HR without losing the humanness and the growth focus that is key to creating compelling experiences? MATCHING OF SHARING POWERED SUPPLY ECONOMY BY DATA AND DEMAND INCREASED EXPERIENCE DEMOCRATIZED ACCESS DRIVEN ACCESS
Slide 28: C-Suite versus HR Priorities
C-SUITE VERSUS HR PRIORITIES HR’S TOP 10 PRIORITIES FOR 2018 WHAT THE C-SUITE SAYS WILL HAVE HR 2017 (from a list of 20 options) THE MOST BUSINESS IMPACT PRIORITIES C-SUITE 59 41 Developing leaders for succession Improving ability to move jobs to people and 1 people to jobs (44%) 10 7 60 40 Buildin
Slide 29: Supply – Leveraging the Full Talent Ecosystem
S U P P LY – L E V E R A G I N G T H E F U L L TA L E N T E C O S Y S T E M LEVERAGING THE TALENT ECOSYSTEM 77% of companies use online assessment tools today (62% game-based assessments, 66% virtual day-in-the life centers) PARTNERSHIP TALENT FREELANCE TALENT INTERNAL CROWD SELF-DRIVE INTELLIGENT O
Slide 30: Deploy – What Drives Performance
D E P LO Y – W H AT D R I V E S P E R F O R M A N C E To help employees Thrive at work…. EMPLOYEE VIEW What would help you preform better at work? 1 Additional benefits for high performers 2 Better work tools to do the job 3 Clear performance ratings …HR top recommendations are 4 Create team goals U
Slide 31: Analytics Are Critical to Embracing a Platform Model
A N A LY T I C S A R E C R I T I C A L TO E M B R A C I N G A P L AT F O R M M O D E L We are getting there but not fast enough Improved alignment over last year on Analytics 91% Most value adding to your business? C-suite What HR says they Cite a range of roadblocks in delivering offer today on the
Slide 32: Platform for Talent: Preparing for the Future of Work
P L AT F O R M F O R TA L E N T | P R E PA R I N G F O R T H E F U T U R E O F W O R K 1 Develop a new lexicon for tasks and people 2 Get creative around mobility and internal gigs Future Of Work Analytics • Individual and team productivity dashboards 3 Aggressively focus on the metrics that matter
Slide 33: Digital from the Inside Out
MERCER 2018 STUDY FINDINGS TOP TRENDS D I G I TA L F R O M T H E INSIDE OUT © MERCER 2018 32
Slide 34: Digital from the Inside Out
D I G I TA L F R O M T H E I N S I D E O U T 66% of employees say that having access to state-of-the-art digital tools is important What’s different about Digital Organizations? REPORT HIGH SCORES 75% FOR CHANGE AGILITY What you do inside reflects your outside External vs internal numbers are quite
Slide 35: 2018 Digital Priorities
2 0 1 8 D I G I TA L P R I O R I T I E S Where C-suite intends to invest this year: Leading edge / on the horizon: • Analytics • Improve managers’ efficiency • Knowledge management • Enhance leadership decision making • Increase HR efficiency • Improve salesforce Personalized Mentorship Digital • Co
Slide 36: Digital from the Inside Out: Preparing for the Future
D I G I TA L F R O M T H E I N S I D E O U T | P R E PA R I N G F O R T H E F U T U R E 1 Create transparency around the automation roadmap and its implications 2 Be intentional about how to cultivate a digital-first culture Future Of Work Analytics • Human Digital Quota 3 For the highest return, in
Slide 37: Conclusion
CONCLUSION CHANGE WORKING WITH PERMANENT PLATFORM DIGITAL FROM @SPEED PURPOSE FLEXIBILITY FOR TALENT THE INSIDE OUT © MERCER 2018 36
Slide 38: Thirsty for More?
THIRSTY FOR MORE? Visit www.mercer.com/global-talent-trends to register for the full report © MERCER 2018 37
Slide 39: Parting Thought
PA RT I N G T H O U G H T “A good question is the seed of innovation ― in science, technology, art, politics, and business…. A good question is a probe, a ‘what if’ scenario. A good question cannot be predicted. A good question may be the last job a machine will learn to do. A good question is what
Slide 40: Mercer – Make Tomorrow, Today
@8 MERCER MAKE TOMORROW, TODAY