Mercer Short Duration Fixed Income Fund Class Y-3 · NASDAQ:MSDYX
Mercer Short Duration Fixed Income Fund Class Y-3 — Mercer — Building Workforce for the Future Survey Report Webinar (November 2020)
17 slides from Mercer Short Duration Fixed Income Fund Class Y-3's conference presentation, Nov 4, 2020
Slide 1: Building workforce for the future
building workforce for the future November 4th 2020 welcome to brighter Mercer Financial Services Middle East Limited Registered With DIFC, License No. CL0939 and Regulated by the DFSA.
Slide 2: Our Speakers Today
Our Speakers Today Kursat Tayfur Sabyasachi Dhar Principal - Mercer Senior Associate- Mercer Career IMETA Career IMETA Mobile: +971 (0) 56 404 8224 Mobile: +919820069231 Email: kursat.tayfur@mercer.com Email: sabyasachi.dhar@mercer.com Copyright © 2020 Mercer (US) Inc. All rights reserved. 2
Slide 3: Webinar logistics
Webinar logistics • This session will be recorded and the presentation will be shared with you. • You can also download our survey report here: https://www.me.mercer.com/our-thinking/career/building-a-workforce-for-the- future.html We look forward to your participation in the chat and the Q&A. Atten
Slide 4: Agenda
Agenda 1 Context and Survey Demographics 2 Selected Survey Insights 3 Our Point of View and Q&A Copyright © 2020 Mercer (US) Inc. All rights reserved. 4
Slide 5: Workforce for the Future Survey in a nutshell – Context
1 Workforce for the Future Survey in a nutshell – Context Designed to provide insights into key workforce topics by reflecting respondents` perspective Key Global Prioritized workforce trends initiatives challenges Copyright © 2020 Mercer (US) Inc. All rights reserved. 5
Slide 6: Workforce for the Future Survey in a nutshell – Demographics
1 Workforce for the Future Survey in a nutshell – Demographics ~ 90% of survey ~ 2/3 are from rd privately owned organizations - participants are HR leadership high participation of multinational including CHROs organizations Participants spread across ~ 85% of survey 20+ industries 1) respondents a
Slide 7: Survey assessed organizational maturity, agility and adaptability
2 Our survey assessed the organizational maturity, agility and adaptability to respond to disruptions caused to the workforce Maturity of the organization to identify pain-points and address them via suitable human capital initiatives Maturity Agility of the Adaptability of the organization to ident
Slide 8: Majority of organizations lack maturity and visibility to structure workforce
2 Majority of organizations today lack the maturity and visibility to efficiently structure and organize their workforce Maturity The top 4 pain points signify inefficient workforce planning We have lack of visibility on the 14% >65% future workforce demand/supply Our workforce cost is too high 13%
Slide 9: Organizations' perspective on workforce optimization and planning is evolving
2 Organizations` perspective on workforce optimization and workforce planning is still evolving Maturity Organizations have invested heavily on … and are expected to continue to do so in the future organization design … with increased focus on workforce optimization Organization structure design 35%
Slide 10: Increased use of analytics
2 Organizations need to invest in data analytics in order to respond to the changes in Agility the workforce especially on the account of global trends Though RPA and AI were identified as major …the penetration of data analytics in organizations has global trends… been very low Improvement of proce
Slide 11: Meeting challenges requires support of organization's leadership
2 The ability of an organization to successfully meet the challenges can only be Agility realized with the support of the organization’s leadership 70% of surveyed organizations 60% of respondents believe that believe they are slow and do workforce initiatives will not have the right agility and gat
Slide 12: Organizations reducing talent acquisition, focusing on building internal talent
2 Organizations are reducing their efforts from talent acquisition and focusing more Adaptability on building internal talent and various gap closing solutions >75% of services industries want to build talent whereas technical and product driven industries have a higher propensity to hire from outsi
Slide 13: Need for outsourcing/off-shoring in non-strategic IT, Finance and HR
2 The need for outsourcing/ off-shoring has been identified most in the non-strategic Adaptability elements of IT, Finance and HR spaces 2 in 3 of mid to large sized organizations have identified the need for outsourcing/ off- IT/ Finance HR Technology shoring Copyright © 2020 Mercer (US) Inc. All r
Slide 14: From our experience partnering with organizations
3 From our experience partnering with organizations to de-risk their current and future workforce strategy, we believe that: The longer you wait, the larger the capacity and capability gap, and it only expands at an increasing rate over time Copyright © 2020 Mercer (US) Inc. All rights reserved. 14
Slide 15: An integrated strategic workforce study can help organizations adapt
3 An integrated strategic workforce study can help organizations adapt to the ever evolving workforce needs… FoW strategy formalization 1. Segmented Rightsizing • Segmentation of critical roles 8-12 months • Bottom-up and tow-down rightsizing analysis • Internal Labor Market analysis 4. Future of wo
Slide 16: …and achieve a significant return on investment
3 …and achieve a significant return on investment 1 2 3 Better control the headcount Save on human capital cost Increase the profitability per growth rate immediately and in the future headcount 4 Develop metrics to track the 5 Tailor diverse talent sourcing 6 Invest in right future jobs and busines
Slide 17: welcome to brighter
welcome to brighter
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