Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Mercer Global Talent Trends 2021 UK webinar
34 slides from Mercer Short Duration Fixed Income Fund Class Y-3's conference presentation, 2021
Slide 1: Transform with welcome to brighter
transform with Leading firms listen, take action and adopt a future-first perspective — doing what’s right for tomorrow while enhancing the experience of workers today. welcome to brighter
Slide 2: Agenda
Agenda 1 Welcome and introductions 2 Mercer Global Talent Trends 2021 3 Final thoughts Copyright 2021 Mercer LLC. All rights reserved. 2
Slide 3: With you today
With you today LISA LYONS Dr Wolfgang Seidl UK Workforce Transformation Workplace Health Consulting Leader Leader UK and Europe • Focus on digital & innovation • Advises companies • Industries: Healthcare, Oil & Gas, on health and wellbeing Financial Services & FMCG strategy, integrated models of •
Slide 4: The world we inherited in 2021 looks like no other year
The world we inherited in 2021 looks like no other year Accelerated New business digital living and work models Shifting economic Health and wealth interests protection gap Heightened Rise of stakeholder risk landscape capitalism Copyright 2021 Mercer Ltd. All rights reserved. 4
Slide 5: Pre-pandemic, how did executives plan for a downturn?
Pre-pandemic, how did Given the events of 2020, executives plan for a downturn? where is HR planning to invest? Which strategies are you likely to accelerate in the event of a downturn North America Europe #1 investment is Diversity, #1 investment is Defining Increase strategic partnerships 40% equi
Slide 6: What is your organisation's top priority for the year ahead?
Given the events of 2020, UK Live poll organisations will be investing in: COVID 19 1. What is your organisation’s top priority for the year 1. Defining future workforce needs ahead? and/or restructuring 2. Reinventing flexibility and fluid 2. What is your organisation’s careers top priority for the
Slide 7: How have Mercer's talent trends accelerated in 2020
How have Mercer’s talent trends accelerated in 2020, and how have companies responded? Focus on Work together to ensure people thrive futures now and in the future Race to Transform the workforce by reskill reskilling for a new world economy Sense with See ahead by augmenting AI with science human i
Slide 8: Focus on futures
focus on Work together to ensure people thrive now and in the future welcome to brighter Copyright 2021 Mercer LLC. All rights reserved.
Slide 9: Collective responsibility is needed to deliver brighter futures
Collective responsibility is needed to deliver brighter futures Voice of the people Voice of the investors The eyes of future generations are upon you and if you A strong sense of purpose and a choose to fail us, I say: We will never forgive you. commitment to stakeholders helps a company Greta Thun
Slide 10: The outbreak of the coronavirus threatened the ESG agenda
American Business Roundtable’s “purpose of a The outbreak of the corporation” statement: coronavirus threatened the environmental, social We share a fundamental and governance (ESG) commitment to all of our agenda – is it just a ‘nice- stakeholders. We commit to delivering value to our customers, to
Slide 11: What delivers employees' respect globally?
What delivers Employees prefer to work for an organization that is known for employees’ respect globally? 50% Responsible 49% Physical, 37% Sense of 36% Concern for the rewards psychological purpose environment and financial and social wellbeing equity of Gen Y said their most important 79% financia
Slide 12: Rethink the model of organisational success
A focus on futures means we need to rethink the model of organisational success Ensure health and Create work Use ESG metrics in goal wellbeing of employees environments where setting, performance management and Trust and and society by diverse workforces can navigating the scars of create impact re
Slide 13: Race to reskill
race to Transform the workforce for a new world economy welcome to brighter Copyright 2021 Mercer LLC. All rights reserved.
Slide 14: Why do we need to race to reskill?
Why do we need to race to reskill? The world is facing a reskilling emergency. More than 1 billion jobs, almost one-third of all jobs worldwide, are likely to be transformed by technology in the next decade The Future of Jobs Report 2020, World Economic Forum Copyright 2021 Mercer LLC. All rights re
Slide 15: As COVID-19 proved, rapidly adjusting capacity is critical
As COVID-19 proved, rapidly adjusting capacity and redeploying resources is critical to success 36% plan to do so in 2021 Employees need to see that learning new skills leads to tangible rewards, 40% of organisations made it easier to share talent recognition or internally as a result of promotion C
Slide 16: Executives and HR agree on reskilling as an agenda item in 2021
Executives and HR agree on reskilling as Forecasting skills they agenda item in 2021 Then Now Sequential Interrelated UK % of HR process process Defining future workforce needs and/or restructuring 62% Diversity, equity and inclusion (DE&I), analytics and insights 51% Reinventing flexibility and flu
Slide 17: Skills are the new currency
Skills are the new currency As a result of more remote working, what employee skills have become more critical in the UK? Collaboration skills 60% Inclusive, empathetic management 58% Adaptability/growth mindset 44% Self-management/prioritization skills 42% Digital dexterity / fluency 33% Inspiratio
Slide 18: How does HR need to change to race to reskill?
How does HR need to change in order to race to reskill? Shift toward integrated Build skills taxonomies De-link base pay talent frameworks that that are broader, and performance in Access and can evolve as skill flexible and less pinned favour of pay for requirements change to current job structure
Slide 19: Sense with science
Sense with See ahead by augmenting AI with human intuition welcome to brighter Copyright 2021 Mercer LLC. All rights reserved.
Slide 20: Making evidence based organisational and people decisions
Making evidence based organisational and people decisions 47% of organisations are using predictive analytics and making these available to managers in real-time – up from 9% in 2016 56% of companies have ‘understanding employees’ mental and physical health’ on their agenda for the year ahead Copyri
Slide 21: Harness talent science
Harness talent science Workforce science is based on good questions 61% of executives globally say using talent analytics to inform decisions is the number one HR trend that has already delivered an impact 1. If we spent 30% more on learning, how much faster could we grow? Stage IV + V - Predictive
Slide 22: Stronger analytics insights will be vital
Stronger analytics insights will be vital as stakeholders expect organisations to make Only significant headway on Diversity, Equity and Inclusion (DEI) in 2021 22% How many organisations And even less are considering the are taking into account pandemic’s the impact of 2020’s impact on these transf
Slide 23: Harnessing science with human sensibility
Harnessing science with human sensibility will deliver the future of work Start with the rationale Combine data-driven Build on employee data behind analytics – decision-making with AI to elevate relevant Build a better asking the right to guard against mental health programs understanding of busine
Slide 24: Energise the experience
energise the Inspire and invigorate people by redesigning the work experience welcome to brighter Copyright 2021 Mercer LLC. All rights reserved.
Slide 25: What we have learnt so far: Organisational culture and work design
What we have learnt so far: Organisational culture and Purpose work design Personalisation Self-actualisation Esteem Wellbeing Career Good work Belonging Inclusion Safety (Compensation, Benefits, Flexibility Control Psychological safety) Physical working conditions Natural environment Sustainability
Slide 26: Why is everyone talking about the organization experience?
Why is everyone talking aboutanthe organization experience? an organization Last year, nearly two-thirds (64%) of employees felt they were at risk of burnout within the next 12 months The global pandemic has only exacerbated the situation, with people lacking control and autonomy over their future a
Slide 27: Live poll: employee engagement
Live poll In your opinion, how engaged are your employees now they are working more flexibly? • More engaged • Less engaged • The same Copyright 2021 Mercer LLC. All rights reserved. 27
Slide 28: Permanent flexibility
Permanent flexibility How do we move from pandemic to permanence? So what helps drive permanent flexibility 64% of companies in the UK plan to reinvent flexibility in 2021 globally? Only 15% of all companies globally consider themselves industry leaders in Training for managers in enabling flexible
Slide 29: Energising the experience requires a work model reboot
Energising the experience requires a work Employee model reboot interactions matter Design from the Co-create solutions Listen to your Be proactive, not employee point of with leaders, HR and employees reactive in view employees preventing burnout How will employee preferences change in a post- pand
Slide 30: Recommendations for moving forward
Recommendations for moving forward Getting started Suggestions to accelerate 1. Ensure health and wellbeing of employees and society by 1. Design your organisation and jobs in a way navigating the scars of COVID-19 and laying the foundations for that puts skills first a strategic health and wellbein
Slide 31: Q&A
Slide 32: Thank you for joining!
Thank you for joining! LISA LYONS Dr Wolfgang Seidl Workforce Transformation Workplace Health Consulting Leader Leader UK and Europe Lisa.Lyons@mercer.com Wolfgang.Seidl@mercermarshbenefits.com linkedin.com/in/lisamarylyons/ linkedin.com/in/dr-wolfgang-seidl- 0a182812/ Copyright 2021 Mercer LLC. All
Slide 33: Important Notices
Important Notices References to Mercer shall be construed to include Mercer LLC and/or its associated companies. © 2021 Mercer LLC. All rights reserved. This document contains confidential and proprietary information of Mercer and is intended for the exclusive use of the parties to whom it was provi
Slide 34: Mercer
@ * MERCER