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HEALTH WEALTH CAREER THE FUTURE OF JOBS & THE IMPACTS OF DIGITAL ON HR DR AKE AYAWONGS, PARTNER & CEO EMAIL: [email protected] 24 JAN 2017 @THAILAND MANAGEMENT ASSOCIATION FORUM All rights reserved. This document cannot be used nor reproduced without written consent from Mercer (Thailand) Ltd
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Page 1: THE FUTURE OF JOBS & THE IMPACTS OF DIGITAL ON HR · RETIREMENT TALENT INVESTMENTS HEALTH CLIENTS • Talent strategy • Workforce analytics and planning • Executive and workforce

H E A L T H W E A L T H C A R E E R

T H E F U T U R E O F J O B S &T H E I M PA C T S O F D I G I TA L O N H R

D R A K E A Y A W O N G S , P A R T N E R & C E O

E M A I L : A K E . A Y A W O N G S @ M E R C E R . C O M

2 4 J A N 2 0 1 7@ T H A I L A N D M A N A G E M E N T A S S O C I A T I O N F O R U M

All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

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© MERCER 2017 1All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

I N T R O D U C T I O N S1G L O B A L M A C R O T R E N D S I M P A C T I N G J O B S2

34

I M P A C T O F D I G I TA L O N H R

A P AT H F O R W A R D

A G E N D A

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© MERCER 2017 2All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

M E R C E R I S A F L A G S H I P C O M P A N Y O F M M C

Insurance broking andrisk management

Reinsurance and intermediaryadvisory services

Talent, health, retirement andinvestment consulting

Management consulting, qualifiedactuaries, economic analysis andbrand consulting

$ 5.8B28,000+ Colleagues

$ 1.2B2,300+ Colleagues

$ 4.4B20,000+ Colleagues

$ 1.7B3,700+ Colleagues

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© MERCER 2017 3All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

M E R C E R S E R V I C E S F O C U S O N S U P P O R T I N G T H EH E A L T H , W E A L T H & C A R E E R S O F E M P L O Y E E S

R E T I R E M E N T TA L E N T

I N V E S T M E N T S H E A LT H

CLIENTS

• Talent strategy• Workforce analytics and planning• Executive and workforce rewards• Talent management, mobility and

leadership• HR transformation and human capital

strategy advisory• Communication and change

• Benefit exchanges• Benefit strategy, design and financing• Individual and voluntary benefits• Benefit plan management and brokerage• Specialty health and benefits• Benefits administration

• Strategic investment design• Defined contribution plan investments• Endowments and foundations• Wealth management

• Integrated defined benefit risk management• High-performing defined contribution plans• Comprehensive plan management

and administration• Innovative plan design• Global actuarial consulting

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© MERCER 2017 4All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

TALENT STRATEGY

TALENT MOBILITY WORKFORCE REWARDS

EXECUTIVE REWARDS

COMMUNICATIONHR TRANSFORMATION

• Workforce Strategy and Planning• Talent Assessment and Development• Performance and Career Management

• Mobility Strategy and PolicyBenchmarking

• Provision of Expatriate Data• Mobility Co-Sourcing and Services

• Total Rewards Strategy and Program Design• Job Evaluation and Career Frameworks• Data, Insights and Technology

• Board/Management Advisory Services• Plan Design and Performance Measurement• Governance and M&A Transaction Support

• Employee Communication associated withHealth, Wealth and Career programs

• Change Communication associated withHRIS Implementations, Structural Changes andM&A Activity

• HR Service Model and Process Design• HR Talent Assessment and Development• HR Technology Optimization and HCM

System Advisory/Deployment

M E R C E R T A L E N T C O N S U L T I N G S E R V I C E S

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© MERCER 2017 5All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

T H E C H A N G I N G E M P L O Y M E N T L A N D S C A P E

B U S I N E S S M O D E L D I S R U P T I O N SIMPACT FELT

ALREADY 2017 2018 - 2020

Mobile Internetand Cloud

TechnologyBig Data

YoungDemographics

Flexible Work

The Internetof Things

Advancedmanufacturing

and 3Dprinting

Longevityand AgeingSocieties

Women’s EconomicPower, Aspirations

Robotics,Autonomous

Transport

ArtificialIntelligence

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© MERCER 2017 6All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

S K I L L S I N S T A B I L I T YW I L L B E H I G H F O RA L L I N D U S T R I E SR E G A R D L E S S O F T H EE M P L O Y M E N TO U T L O O K

O N L Y 5 0 % O F S K I L L SN E E D E D T O D A Y W I L LB E A P P L I C A B L E I N2 0 2 0

C U R R E N T S T A B L EJ O B S W I L L R E Q U I R ED I F F E R E N T S K I L LS E T S I N J U S T A F E WY E A R S

C U R R E N T R O L E S A R EA L R E A D Y H A R D T OR E C R U I T F O R

E V O L V I N G S K I L L S L A N D S C A P E

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© MERCER 2017 7All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

S O M E J O B S W I L L D I S A P P E A RO T H E R S W I L L B E C R E AT E D

Source: Future of Jobs Report, World Economic Forum

G R O W T H

+492 Business and FinancialOperations

+416 Management

+405 Computer andMathematical

+339 Architecture andEngineering

+303 Sales and Related

+66 Education and Training

E M P L O Y M E N T O U T L O O K A C R O S S J O B F A M I L I E S JOBS CHANGE IN THOUSANDS, 2015-2020

D E C L I N E

-4,759Office andAdministrative

-1,609Manufacturingand Production

-497Construction andExtraction

-151Arts, Design, Entertainment,Sports and Media

-109Legal

-40Installation andMaintenance

Source: World Economic Forum: Future ofWork and Jobs, 2016

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© MERCER 2017 8All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

Attractforeign talent

Collaborate witheducational institutions

Support mobilityand job rotation

Invest in reskillingcurrent employees

Targetfemale talent

S T R A T E G I E S F O R M A N A G I N G D I S R U P T I O N A R ES I M I L A R

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© MERCER 2017 9All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

I N D U S T R YE X P E R T I S EWhat jobs are growing

in your industry?

T R A I N I N GAre you training/up-skilling

your workforce?

R E C R U I T I N GAre you recruiting for skills

and knowledge to driveinnovation and maintainyour competitive edge?

M I L L E N N I A L SHow are you attracting and

engaging this critical segment?

W O M E NWhat support are you providingfemale employees to help them

advance and grow?

A G E I N GE M P L O Y E E S

How are you reskilling themfor the future?

F L E X I B L EW O R K / M O B I L I T YWill your future workforce work

the way you want them to?

W E C A N P R E P A R E F O R T H E D I S R U P T I O N

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© MERCER 2017 10All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

Y O U R O R G A N I Z A T I O N S W O R K F O R C E P L A N

Supply

V A L U ER I S K SC O S T

T I M I N G

▶ It is about defining the plans that will balance the supply and business demand of talent over time.▶ It directs talent actions that ensure the right talent is in the right place to drive the right results.

Current and projected supplyof talent based on past flows

and consideration ofalternative actions

S U P P L Y

Future workforce needsbased on business plans,

considering alternative growthand productivity scenarios

D E M A N D

VAL U ER I S K SC O S T

T I M IN G

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© MERCER 2017 11All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

THE ELASTIC WORKFORCE MODELEnabling Organizations to flex and grow the variable andcontractor workforce

L E A D I N G C O M P A N I E S A R E S H I F T I N G T O W A R D L E A NA N D A G I L E O P E R A T I N G M O D E L S

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© MERCER 2017 12All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

Anecdotes Reactivechecks

Ongoingreports

Benchmarks Correlations Simulations& forecasting

Predictivemodeling

Y O U C A N N O L O N G E R R E L Y O N A N E C D O T E S A N DB E N C H M A R K S : R E L Y O N T H E D A T A

M O R E P O W E R F U LL E S S P O W E R F U L

Anecdotes, thoughless powerful, shouldnot be dismissed.They may hold keysto perceptions andbeliefs, and play anintegral role inevidence-basedstrategic consulting.

Our core services are focusedon leveraging the predictive

power of data to make betterpeople decisions.

S T R A T E G I C V A L U E

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© MERCER 2017 13All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

Demand for metrics and analytics to understand keyroles, talent flows, obstructions to talent mobility andcosts of not getting it right from a business and talentperspective is quintessential for the future.

W O R K F O R C E A N A L Y T I C S

Today, with “digital natives” entering the organization andthe proliferation of technology, organisation is embarkingon a continuous journey of improvement andenhancement of talent processes.

T A L E N T P R O C E S S E SThe demand for continuous, on-demand learning usingnew digital, mobile and social methods is on the rise.Exponential technology is fundamentally transforming howpeople access, retain and apply information. The need tocreate a personalized employee benefit and developmentexperience has never been stronger.

D I G I T A L & T E C H N O L O G Y

Organizations are taking a close look at how they areperceived in the marketplace – formally and socially – tomake sure that they are catering to potential “employeeas consumer” expectations around career development,growth and the overall work experience.

B R A N D I N G & T A L E N TA C Q U I S I T I O N

There is a renewed focus to upskill manager capabilities toeffectively coach, mentor and manage the “day to day”HR-type conversations with employees, freeing up HR tobuild capacity as trusted advisors to line of businessleaders on talent and business priorities.

C A P A B I L I T Y B U I L D I N G

Global and multinational companies struggle with settingglobal HR policies that can also be locally malleable tomeet the needs of local lines of business, regulations andemployee expectations.

G L O C A L I Z A T I O N

Source: Mercer Global Talent Trends Study 2016

T A L E N T T R E N D S T H A T A R E C H A L L E N G I N GH R T O M O D E R N I Z E

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© MERCER 2017 14All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

3 - L e g g e d S t o o l

HR as Advisor,Administrator and

Consultant

H R “ H E R O "

HR as “Jack of allTrades” – does

everything!

?

What’sNext?

H R F u n c t i o n a l S i l o

HR as stand-alone

F R O M N O W

H R H A S B E E N T R A N S F O R M I N G

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© MERCER 2017 15All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

HR has a full range of technology applications to optimize performance and provide value to the business

• Workforce Planning• Talent Acquisition• Performance

Management• Career Planning and

Development• Learning Management• Succession Planning• Compensation

Management

MAN A G I N GHUM A N C AP IT AL

• HR Data Warehouse• Reporting & Analytics• HR Scorecard

S UP P O R T INGME AS U R E ME N T &D E C I S I O N MAK I N G

AD MI N I S T E R I N GHR P RO C E S S E S

• Core HRIS• HR administration

– Payroll administration– Benefits

administration• Workforce Management

– Time and Attendance– Absence

management– Budgeting– Scheduling

D E LIV E R INGHR S E RV IC E S

• HR/Enterprise Portal• Self Service and

Workflow• Service Center

Technologies– Call management– Case management– Knowledge

management

I N T E G R A T I N G M E C H A N I S M S : P E O P L E , P R O C E S S , A N D G O V E R N A N C E

T E C H N O L O G Y L A N D S C A P E W I T H I N H R

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© MERCER 2017 16All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

S O C I A L M E D I A G A M I F I C A T I O N M O B I L E

C L O U D B A S E D C R O W D S O U R C E D B I G D A T A

01010101011010101001001010101010101010100010101010101101100101010101010101001010101010101010010101010101001010

T R E N D S I N T E C H N O L O G Y

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© MERCER 2017 17All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

In an employee’s hand, the right user experience of careerframeworks can help his or her career and pragmaticallyplan how to make it happen.

Employees can explore the organization, understand where their rolefits, and identify roles or paths they’d like to pursue.

They can explore what’s required for success in a role and lookat and save learning ideas to help them build the capabilities toget to their career goals.

M E R C E R C A R E E R V I E W A P P

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M E R C E R C A R E E R V I E W A P PN E W E M P L O Y E E P A C K S , M A N A G E R T O O L K I T S , A N DC A R E E R P A T H P O S T E R S

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© MERCER 2017 19All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

W H A T I S Y O U R C A R E E RD N A ?

You

FinancialAnalyst

Sales HR

Engineer

P L A Y G A M E S

M A T C H T O C A R E E R A N D J O B S

P R E D I C T I V E H I R I N GC O M B I N I N G N E U R O S C I E N C E , G A M E S A N D B I G D A T A

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© MERCER 2017 20All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

P R E D I C T I V E H I R I N G

Through a series of short & funneuroscience games, cognitive, emotionaland social traits of candidates arethoroughly assessed.

The traits discovered during the games willbe used to predict person and job fit.

Mercer Matchis a job matchingapp that takes anew and scientificapproach tosourcing and hiringgreat talent, makingit easy to findcandidates whohave exactly what ittakes to succeed inthe roles you wantto fill.

1

2

Identify 30-50 existing employees toset profile baseline

Identify target candidate pool forassessment.

3

4

Candidate pool to participate in gamesand are stacked ranked based on fit

within high performer model.

Develop benchmark performanceprofiles of roles and flag high performers.

The process matches candidates tojobs based on traits exhibited by the

player and key needs of the jobT A L E N T A C Q U I S I T I O N

I N T E R N A L M O B I L I T Y

T R A I N I N G & D E V E L O P M E N T

Expand talent pool & increase diversity of hireUse candidate traits in assessing fit and potentialfor a position

Suggest internal openings to employees based onmatching traits and assess fit

Allow for comparison between traits of low andhigh performersIdentify existing employees with potential todevelop and hone key skills

P R E D I C T I V E H I R I N G : W W W . M E R C E R M A T C H . C O MC O M B I N I N G N E U R O S C I E N C E , G A M E S A N D B I G D A T A

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© MERCER 2017 21All rights reserved. This document cannot be used nor reproducedwithout written consent from Mercer (Thailand) Ltd

Source: CEB/ LinkedIn 2015 global recruiting trends

SOCIAL:Expanding the talent pool;accessibility to candidates

MOBILE:Increased focus on

candidate experience

MACHINE LEARNINGALGORITHMS:

Better matching betweencandidates and jobs

BIG DATA:Predictive hiring; data-driven

recruiting processes

DIGITALMARKETING:

introduction of consumermarketing principles; candidate

segmentationand messaging

EMPLOYERBRANDING:

Predominantly throughsocial media

DIVERSITYRECRUITING:

Priority for larger organizations

GAMIFICATION

Candidate centric, instantgratification, millions of data points

T R E N D S A R O U N D T H E G L O B EI M P R O V E D C A N D I D A T E A N D J O B M A T C H I N G R E M A I N S AT O P P R I O R I T Y

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S U M M A R Y : P E O P L E S T R AT E G YC A L L F O R A C T I O N

R E L E N T L E S S F O C U SO N D A T A A N A L Y T I C SMapping of jobcategories, anticipatedredundancies, and changing skillrequirements must be a focus.

B U I L D T H E S T R A T E G I CW O R K F O R C E P L A N N I N GA S A C O R E P A R T O F H RHR function with strong data andworkforce scientists that can partnerwith strategy and line executives tounderstand and react to futureworkforce.

T A L E N T D I V E R S I T YThe time is now, no moreexcuses. – gender, age, ethnicity -

advancing workforce parity.

L E V E R A G I N GF L E X I B L E W O R KA R R A N G E M E N T A N DO N L I N E T A L E N TP L A T F O R M S

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S U M M A R Y : H R T R A N S F O R M A T I O NC A L L F O R A C T I O N

Improve the efficiency and effectivenessof the HR function through structure, strategy

and targeted capability building

Develop ways for HR to better collaboratewith business leaders on people strategies

Build strong decision making modelsfor the HR team, and ensure HR is focused

on strategic priorities

Implement cloud and social technologiesthat will attract, engage and retain

a tech savvy workforce

Shift manual HR work to newconsumer grade technologies

Ensure effective adoption of newHR plans and programs througheffective change management

• Change Strategyand Readiness

• Measurement

• Leadership Alignment

• Engagement

• Communication

• Training

HR EFFECTIVENESS

• HR Service Delivery Model

• HR Organization Design & Implementation

• HR Talent Assessment and Development

CHANGEIMPLEMENTATIONHR TECHNOLOGY

• HR TechnologyStrategy

• HR TechnologyOptimization Services

• HR TechnologySelection Services

HRT R A N S F O R M A T I O N

• HR Shared Services

• HR Process Redesign

• HR Governance

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Contact: [email protected]@[email protected]


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