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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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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]