H E A L T H W E A L T H C A R E E R
W H E N P E O P L E T H R I V E , B U S I N E S S E S T H R I V E
C R A F T A S P I R A T I O N A L & M E A N I N G F U L C A R E E R S
JEN SAUNDERS People & Digital
MARK MCGOWAN Reward & Talent
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IT STARTS WITH YOUR PEOPLE STRATEGY: RECORDING AVAILABLE
CURATE A DISTINCTIVE EMPLOYEE VALUE PROPOSITION: RECORDING AVAILABLE
CARE FOR PHYSICAL, MENTAL AND FINANCIAL WELLBEING: RECORDING AVAILABLE
CRAFT ASPIRATIONAL AND MEANINGFUL CAREERS: TODAY
CULTIVATE A LAB MINDSET WITH ANALYTICS AND INNOVATION: 25 APR 2018
DEVELOP INSPIRING, AGILE AND INCLUSIVE LEADERS: RECORDING AVAILABLE
PEOPLE STRATEGY
VALUE PROPOSITION
WORK ENVIRONMENT
DATA-DRIVEN MINDSET
W E L C O M E T O T H E W E B I N A R S E R I E S
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D I S R U P T I O N I S S T E A L I N G T H E H E A D L I N E S
Technology advances such as AI, robotics, and 3D printing are disrupting industries and redefining value chains
2
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T H E S E C H A N G E S A R E R A I S I N G C R I T I C A L Q U E S T I O N S
— E M P L O Y E E
—
— H R —
— B U S I N E S S L E A D E R S
—
S T R AT E G Y
C A PA B I L I T I E S
L E A D E R S H I P & C U LT U R E
TA L E N T M A N AG E M E N T
E V P / TOTA L R E WA R D S
E N G AG E M E N T & E M P O W E R M E N T
C A R E E R A S P I R AT I O N S
W O R K & L I F E D E M A N D S
S AV I N G S & R E T I R E M E N T
How can we attract & retain
tomorrow’s workforce?
How can we build for an
unknown future?
What does career success
mean in today’s world?
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M E R C E R T H R I V E R E S E A R C H
52% “My organisation is committed
to creating an environment where employees are able to
Thrive”
48% “My organisation is not yet
committed to creating an environment
where employees are able to Thrive”
800+ PA RT I C I PA N T S 57 CO U N T R I E S 26 I N D U S T R I E S
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C A R E E R & D E V E L O P M E N T O P P O R T U N I T I E S R A N K T O P
TOP 10 GLOBAL THEMES IN TERMS OF WHAT MADE A DIFFERENCE IN TERMS OF THRIVING
Career & development opportunities
Learning opportunities
Fair assessments
Flatter structures
Equity in pay and rewards
Enablers for efficiency
Positive working environment
Analytics driven actions
Employee involvement
Connected/purposeful leaders
Asia EU LatAm NA Global
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W H Y C A R E E R S M A T T E R : T H R I V E R E S E A R C H
Confidence and
Advocacy
My organisation responds effectively to changes in the business environment.
I trust senior leadership.
My work gives me a feeling of personal accomplishment.
There is a climate of trust within my organisation.
I like the possible career paths for me at my organisation.
My organisation takes a genuine interest in the well-being of communities in which it does business.
Societal Impact
Trusting Environment
Career Paths
Agility
Contribution
Trust
Key Drivers Rank Ordered by Statistical Impact
79% explained
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W H Y C A R E E R S M A T T E R : T H R I V E R E S E A R C H
ENERGISED DE-ENERGISED
HIGH AUTHENTICITY
LOW AUTHENTICITY
IMPACT ON SATISFACTION & COMMITMENT
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W H AT I S A N A S P I R AT I O N A L & M E A N I N G F U L C A R E E R ?
8
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C A R E E R M A N A G E M E N T H A S C H A N G E D
1990-2000 2010-2020 2000-2010
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E R A O F T H E I N D I V I D U A L
HR’s role is to pave the way for individuals to more fully participate in driving business success. This does not negate the role as manager as coach.
C L I M AT E O F R E AL - T I M E P O S T I N G S
F O C U S O N T H E F U T U R E , N O T T H E P AS T
“ O N E S I Z E F I T S O N E ” C AR E E R S
M O V E AW AY F R O M S T AT I C P R O C E S S E S
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S O H O W D O Y O U C R A F T A S P I R AT I O N A L & M E A N I N G F U L C A R E E R S ?
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C A R E E R F R A M E W O R K S – W H A T A R E T H E Y F O R ?
TRANSPARENCY
VELOCITY
KNOW OUR TALENT
GROW OUR TALENT
FLOW OUR TALENT
CONTROL
UNDERSTAND OPPORTUNITIES
CAREER DIRECTION
UNDERSTAND OPPORTUNITIES
CAREER DIRECTION
RIGHT SPEED
CAPABILITIES VISIBILITY
BEST TALENT
FILL TALENT PIPELINE
© MERCER 2018 13
Business leaders can understand, allocate & communicate career opportunities HR tech can share & analyse workforce data Employees get the information they need to take control The business can plan better for future disruptions
C A R E E R F R A M E W O R K S – W H A T A R E T H E Y F O R ?
© MERCER 2018 14
W H E R E D O Y O U S I T ?
VERTICAL CAREER LADDERS
LIMITED VIEW OF CAREERS
CLEAR OPPORTUNITIES
NON-LINEAR CAREERS
INTEGRATED INTO
BUSINESS PLANNING
CONSUMER GRADE EXPERIENCE IN
CAREER PLANNING
PROACTIVE MANAGEMENT OF CAREERS ACROSS
BUSINESS
HOW DO YOUR
EMPLOYEES AND THE
BUSINESS EXPERIENCE
CAREERS TODAY?
• Job title and potential profession to a line manager role. Payslips received monthly
• Central spreadsheet of jobs and pay
• View of all roles within organisation.
• Sporadic grading structure
• Job description, understanding of position within organisation.
• Personal development programme in place
• Opportunities for vertical career progression
• Total reward statements
• Clear sight of career options within JF and level-based competencies.
• Understand what is required to progress through and across the business.
• Training & development enables non-linear progression
• Analytics function on-premises
• Globally consistent grading structure linked to market data
• Clear talent management process and succession planning for key roles
• Portal providing line of sight to career opportunities
• Interactive and gamified to engage and empower the employee to plan their career
• Fully integrated with performance management and training & development
• Global Job architecture and job family-based pay
• Career-orientated levels • Competencies catalogue
Organizationally aligned with JF integration
• Integrated into T&D • SaaS • Defined analytics
function (predictive)
JOBS NOT CAREERS
NO CENTRAL OVERSIGHT
OF CAREERS
MATURITY
Employee has
Business has
Employee has
Business has
Employee has
Business has
Employee has
Business has
S O H O W D O Y O U B U I L D A C A R E E R F R A M E W O R K ?
15
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T H E B U I L D I N G B L O C K S
Job levelling structure Job family
structure and definitions
Workforce analytics
Core and functional competencies
Role profiles
Career streams
Competency assessment
Job catalogue
Employee communication tool
Career paths Alignment with Talent
and Reward programmes
© MERCER 2018 17
IMPROVING YOUR JOB AND COMPENSATION STRUCTURE THROUGH ANALYTICS
Provides a static analysis of jobs, levels, pay, and flow of employees that adds significant insight into potential pain points within the organisation.
Easily and accurately examine TALENT FLOWS (upward, outward and inward moves) and VELOCITY (speed) using analytics to determine the right shape of the organisation.
The ideal shape will focus on building critical talent and eliminating choke points and blockers.
I D E N T I F Y I N G T H E C A R E E R A R C H I T E C T U R E B L U E - P R I N T
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I D E N T I F Y I N G T H E S T R A T E G I C A R C H I T E C T U R E
JOB FAMILIES/SUB-FAMILIES
Generally recognised major professional area, often requiring a unique set of skills.
Most career development occurs within a job family.
JOB
A specific point in a career journey, characterised by a combination of career level, career stream, and sub-family. Each job has a unique blend of competencies.
JOB LEVELS
The hierarchical position of a job within a career stream.
Recognises incremental changes in job scope and responsibilities.
Consistent across disciplines.
CAREER STREAMS
Career type within the organisation, characterised by unique responsibilities.
WHAT is expected of me?
HOW can I get there?
A Role Profile describes the expectations and requirements for a given job.
How many RUNGS are there in the career ladder here?
What are the DUALTRACKS (technical/managerial)?
Where else can I go in this Organisation? What other FUNCTIONS exist?
What are the ROLE Expectations?
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E N A B L I N G C A R E E R P L A N N I N G
IMPORTANT
PREVALENT
Regular career conversations with manager
Career portal
Future-focused training content
Onboarding for success
Transparent pay
Clearly defined skills for advancement
Best-in-class L&D tools and technology
Rotational programs
Peer coaching
Lateral movement
Career centre
Career coach
T Y P E O F C A R E E R S U P P O R T M O S T S O U G H T A F T E R B Y E M P L O Y E E S
WORK FUNCTIONS C
AR
EE
R
STA
GE
S
“How am I doing now?”
“What are the expectations of roles
I’m interested in?”
“How do I get to where I want to go?”
“Where can I move?”
© MERCER 2018 20
I N T E G R A T I N G W I T H R E W A R D
61 – 63
IPE Position Class
Ranges Pay Linkages
Base Pay Broad Bands w/Reference Points
LTI STI
50%
40%
35%
45%
40%
25%
20%
15%
5%
10%
7%
30%
2%
Career Framework
58 – 60
56 – 57
54 – 55
52 – 53
50 – 51
48 – 49
46 – 47
44 – 45
42 – 43
E3
E2
E1
M4
M3
M2
M1
P6
P5
P4
P3
P2
P1
S3
S2
S1
S4
Illustrative
Support Professional Management
Career Streams
Executive
© MERCER 2018 21
W H A T D O E S G O O D L O O K L I K E ?
© MERCER 2018 22
W H A T D O E S G R E A T L O O K L I K E ?
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R E A S O N S T O I N V E S T
1. Stronger employee
engagement
2. Improved business outcomes
3. More precise
talent investments
4. Increased customer
satisfaction
5. Improved resource alignment
6. Greater agility
7. Reduced
costs
8. More
strategic talent
management
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W H A T Y O U C A N D O
1 . I D E N T I F Y 2 . D E S I G N 3 . AL I G N M E N T 4 . C O M M U N I C AT I O N
Understand the current and desired future state of
careers
Clarify key expectations of employees and the
business with regard to career levels and
competencies
Ensure alignment with talent and reward
processes
Deliver career tools to provide transparency and control to your employees
TYPICAL TOOLS: 1. Career philosophy 2. Career architecture
blueprint — levels/tracks/job families/core competencies
TYPICAL TOOLS: 1. Career-level guide 2. Detailed core
competencies with proficiency indicators
3. Technical competencies by job family
4. Mapped example career pathways and/or destination role profiles
TYPICAL TOOLS: 1. Integration of the career
framework with rewards, performance management, selection and retention, succession management, and workforce planning
2. HR policy and guidelines
TYPICAL TOOLS: 1. Define and deliver the
employee experience 2. Provide the tools and
support for managers to support and enable the career framework
© MERCER 2018 25
Q U E S T I O N S ?
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FEEDBACK
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© MERCER 2018 26
W E A R E H E R E T O H E L P Y O U T H R I V E
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