Mercer Select Intelligence Insights Reports HR


Global HR research reports providing insights that HR professionals need to make critical strategic talent and policy decisions to drive business forward

Mercer HR Research Reports Guides Tools WBEG


Our study results contain data from 1,500 companies in nearly 50 countries to inform and insure your paid time off practice is competitive so your employees can build nurturing families and sustained success for your company.

Mercer HR Research Reports Guides Tools WBEG


As the laws and regulations governing benefits change constantly, tracking reliable information can be time-consuming and expensive.
Worldwide Benefit and Employment Guidelines (WBEG) is an authoritative and cost-effective, quick-reference guide on global employee benefits in 75 countries.

Mercer HR Research Reports Guides Tools WBEG


Get smart fast! This is your go-to guide for information on over 200 talent acquisition technology providers. We’ve done the hard work for you. Organized into 25 categories, you can easily understand how to navigate this busy landscape.

Mercer Global HR Research Reports

of all industries covered
global professionals surveyed
+ countries covered

Mercer's custom and syndicated HR research reports deliver the quality data and insights that top global HR professionals leverage to analyze the demographics of workforce, identify gaps in skills and headcount, evaluate span of control, map internal labor market, and make strategic business decisions that impact business results.

The Mercer Global Pay Summary is an HR research report is designed as a quick reference guide for global compensation professionals, Global Pay Summary offers data on annual base salary (ABS) and annual total cash (ATC) compensation for 50 consistent benchmark positions across 11 job families from para-professional jobs to top management.

Divided into two key sections, the overview of benchmark positions section provides ABS and ATC data for a particular job across different locations. Presented in an easy to consume way, this data will allow global compensation professionals understand and compare pay scales and support decision-making without having to sort through volumes of survey data.  The country benchmark position section provides a snapshot of salary information for each of the 50 benchmark jobs within a country.

Base salary plays a key role in compensation planning and strategy – it is a cornerstone of the rewards package.
Make sure you are setting the right base salary in each of your countries of operation. FIND OUT MORE

The term “Emerging Markets” was first used by the World Bank to distinguish a handful of countries in transition from developing to developed countries. However today, this encompasses over 40 nations. Emerging market groups include BRIC, CIVETS, Emerging 7 (E7), EAGLEs, MINT, MIST, N11, and TIMP.

Do you know how salaries in these emerging markets compare?
HR Manager base salaries are highest in emerging groups of EAGLEs, MIST, and BRIC countries. Find out where they’re the lowest. LEARN MORE

As employers find it difficult to attract and retain individuals in sales positions, the typical compensation paid for this job is an important factor in a strategic pay program.

In what regions are sales representatives costliest or cost effective specifically in regards to base salary?
Western Europe ranks as the costliest – in 76% of countries in the region, the ABS for this position is between USD40,000 and USD70,000. Find out how this compares to other regions. SEE MORE

Mercer’s Global Compensation Planning Report (GCRR) is a unique HR research report presenting information on salary increase trends and key economic and labor market indices.

Covering 124 countries, (and 145 markets), GCPR is a reliable source of information on economic and salary increase across career levels. Available in different formats to suite your needs, GCPR offers past year, current year, and future year (projected) salary increase information.

Sound HR programs should be responsive to the external economic environment, including demand and supply of various skills, generatl marjet conditions, and GDP, inflation and unemployment economic indicators.
Make sure your strategy does not compete with itself, causing significant business damage. LEARN MORE

Do you know top seven factors used when determining individual salary increase?

Organization performance, length of service, individual performance, inflation, job level, position in salary range and market position/competitiveness. Which are most effective?  FIND OUT MORE

Globally on average, salaries are estimated to rise 6.4%
Find out how that translates in your country and to the various career levels.  SEE MORE

Using 20 years of salary data in 63 countries, Mercer’s Global Compensation Planning Report — 20 Year Look Back allows companies to see how their market(s) has evolved over the last two decades. This publication of unparalleled scope and detail offers HR and business managers insight into the real impact of currency devaluations, global recessions, and other social, political, and economic crises on private-industry salary practices around the world.

What can your company learn from the relationship between salary practices, GDP, and inflation?
Companies that neglect inflation when devising salary increases can do their employees a great disservice; if inflation exceeds salary increases, employees can experience a net decrease in their real salary. Learn how to account for and offset these challenges.  LEARN MORE

How did the global recession impact emerging markets and regions around the world?
Although no market was truly unaffected, those markets most integrated with the US financial system (European banks, Central and South American currency markets, and East Asian consumer product manufacturers) bore the brunt of the impact, while other regions ploughed on with minimal interference. See which markets bounced back the fastest.  SEE HOW

How did the global recession affect salary increases?
In many markets, failing companies and rising unemployment drove the broader labour market into a supply-driven cycle, relinquishing the need for high salary increases in order to retain key talent. SEE MORE

Paternity leave is not a statutory requirement in many countries, but it is common for companies to provide two to five days of paid paternal leave at the time of birth. In order to produce its Global Parental Leave Report, Mercer conducted extensive research into maternity, paternity, adoption and other family leave. Questions answered include:

Is your parental leave plan in line with your market?
This year 30% of companies surveyed plan to increase paternity leave benefits, see the details.  LEARN MORE

Who are the top 10 countries providing paternity leave?
Several of the top 10 countries do not require companies to provide paid paternity leave, but many firms do so anyway. Do you live in one of these 10 countries? Unites States, Australia, United Kingdom, Canada, India, Hong Kong, Argentina, Singapore, Japan, Ireland. READ MORE

What are the attitudes of supplemental leave by country?
Criteria for leave eligibility vary by policy type, country and company. On the whole, the view of family and gender roles is more progressive when defining eligibility for paternity leave. 41% of companies provide part-time employees the same supplementary maternity benefits as their full-time employees. FIND OUT MORE STATS HERE

Presented for the first time, Mercer’s Car Benefit Policies Around the World provides an unprecedented level of detail on a broader scope than any of our products ever before. This publication offers data on car benefit policies in 88 markets, allowing HR and business managers to see the variation in this popular employee benefit across the globe, and also includes detailed and comprehensive data by career level in 45 world markets. Using this up-to-date and vital publication, decision makers on car benefit policies can rest assured in the knowledge that their company’s offering is fair, competitive, and optimized to their specific locations around the world.

Should your company alter its car benefit policy based on geography or career level?
Although a global car benefit policy may seem preferable for its simplicity, not every employee needs a company car or car allowance. See the type of car benefits offered in each market, and learn how a company-provided vehicle may mean more to a manager in Brazil than it does to one in Hong Kong. SEE WHY

Does it make more sense for your organization to purchase or lease company vehicles?
Due to company-provided vehicles’ high rate of turnover and usage, policy managers may need to rethink their preconceived notions the virtues of purchasing versus leasing a vehicle. See which markets prefer company-owned fleets and what type of vehicles are most common. SEE HOW

What should your car benefit policy include?
Acquiring a vehicle can be expensive, but operating and maintaining one can add up too. Understand how companies account for vehicle-ownership costs such as insurance, fuel, maintenance, taxes, and other expenses in their car benefit policies. LEARN HOW

Incentives have always played a decisive role in designing a competitive compensation plan at the organizational level. The key objective in developing an effective incentive plan is to align business objectives with employee compensation. In the current environment, competition is fierce for the capacities that will help companies drive business performance. The Short Term Incentives Around the World HR research report exposes factors such as  local practices, company type, and job mix within a particular location contribute to an increase or decrease in compensation and benefits costs, making compensation strategies complex. Nevertheless, companies are now thinking broadly about incentive plans and  considering market realities to frame the correct one.

Are you aware of the two catagories that nuances of short-term incentives (STI) prevalent around the world fall into?
Career Levels and Job Families each play a significant role in determining the need for or presence of short-term incentives. FIND OUT HOW

Why does the data change drastically from year to year for some countries but not for others?
It is possible for the data to change drastically from year to year due to industry-related factors and economic conditions. SEE WHAT'S CHANGING

How many countries offer short term incentives?
This reports covers 71 countries and 84 markets comprehensively. Find all of the answers and insights you need. GET IT NOW

An increasingly diverse, accepting and inclusive world has required companies to reexamine their own corporate culture and practices. Going beyond tolerance and acceptance, employers need to ensure that employee benefits programs do not actively disenfranchise or discriminate against lesbian, gay, bisexual and transgender (LGBT) employees. The purpose of the LGBT Benefits Around The World - Global Edition HR research report and its results is not only to create awareness but also to help benefits managers and leaders understand the reasons behind the gaps.

Are companies providing the same level of benefit coverage to LGBT couples and their families, as they do to opposite-sex couples?
An overwhelming majority of companies (81%) offer the same life, medical, and retirement benefits to LGBT couples. LEARN MORE

What are the main reasons that benefits are not currently offered?
Some firms are constrained by national laws (50%), while others may feel restricted by cultural or societal preconceptions (33%)SEE MORE

What is the level of coverage of this Report?
This reports covers 50 countries comprehensively. Find all of the answers and insights you need. GET IT NOW

Benefit provisions vary significantly across countries – often driven by the statutory requirements imposed by government entities. Mercer’s comprehensive Worldwide Benefit and Employment Guidelines (WBEG) is an benefit and employment conditions guidelines publication that provides you with both the context of mandated benefits and the supplemental pieces that companies typically offer. Legislative updates and trends insight for each benefit as well as key employment conditions provide further business environment perspectives.  Each country report is structured in the same way to allow for ease of use and consistency when understanding local requirements. 

This HR research report covers over 500 data elements within each country.

Need guidance on statutory requirements and supplemental provisions relating to retirement, death, disability and medical benefits?
Get the facts from Mercer’s authoritative Worldwide Benefit and Employment Guidelines publication. LEARN MORE

Don’t have specialized benefit staff in each of your countries of operation?
Equip your limited capacity HR team with Mercer’s Worldwide Benefit and Employment Guidelines publication to make sure you know the basic benefit requirements. BUY NOW

Are you in a global benefit role? Do you have Mercer’s Worldwide Benefit and Employment Guidelines publication in your reference library?
Make sure you have access to the comprehensive compilation of statutory and typical benefit information. GET THE WBEG

On December 17, 2014, President Obama ordered the restoration of full diplomatic relations with Cuba and the opening of an embassy in Havana for the first time in more than a half-century. The historic deal has caused many expectations in the Cuban population and US society, including the business community. HR Guide to Doing Business in Cuba is an HR research report that will enable you to understand the 8 critical aspects of creating an effective business in Cuba

Need more information about how the basics about the employment market in Cuba works?
While Cuba has made drastic changes, many old ways remain — for example, businesses still have to hire employees through the Cuban government. Also, Cuba still operates under two currencies, the Cuban peso and the Cuban convertible peso. GET MORE INFO

Ready to effectively manage to the rest day and annual leave in Cuba?
Cuba upholds a standard workweek of 44 hours and one month of mandatory leave per year. Interested in understanding how the rest of the labor laws work? GET MORE

How well do you understand the social taboos in Cuba that could hurt your business success?
Besides not blowing your nose in public, not using slang or vulgar language there are many other cultural element you need to be aware of. LEARN WHAT

Iran is the second largest economy in the Middle East and North Africa region after Saudi Arabia, characterized by a large hydrocarbon sector, small scale agriculture and services sectors, and a noticeable state presence in manufacturing and financial services. Mercer's HR Guide to Doing Business in Iran is an HR research report guide as an important source of mandatory and private compensation and benefit practices for any business looking to open operations in this area.

Need to understand how employment taxes are assessed for your employees?
The tax year runs from 21 March to 20 March the following year. According to the Iranian National Tax Administration, a person is a resident for tax purposes by having paid employment in Iran during the current tax year and living in Iran for more than 183 days in a tax year. GET RATES

Aware of how foreign contractors are taxed?
If all or part of the project is entrusted by a foreign contractor to an Iranian company, purchases by this company for the main contractor are not taxable. LEARN MORE

Prepared for the labor requirements of employees in Iran
Friday is the workers’ day of weekly rest with pay. In public services (such as water, electricity, and transport) and workplaces due to the nature and exigencies of work, or by mutual consent, another day is fixed as the day of weekly rest.  FIND OUT MORE

The inability to source and hire adequately skilled talent is a major challenge for organizations today. The scarcity is not that of bodies — many locations face very high unemployment — rather, it is a lack of the increasingly sophisticated skillets required in today’s labour market. Adding to this challenge for recruiters and staffing professionals is the plethora of technology available to assist in employment branding, sourcing talent, and managing the hiring and onboarding processes (estimates exceed over 20,000 at this writing)

Talent Tech Labs and Mercer have collaborated on the Taxonomy of Talent Acquisition Technology Guide, an HR research report which segments the talent acquisition technology providers (especially the newer market entrants) into easily understood categories — resulting in this taxonomy of talent acquisition technology for over 200 companies.

Know which three key areas new technologies can have the biggest impact?
Companies who can be categorized as supporting the ability to source, engage and hire will enable companies to effectively move forward in the battle for top talent. LEARN HOW

Ready to understand and potentially trial non-traditional hiring technologies?
Even if your compliance department is nervous about profiling or other negative elements unintentionally caused by some new technologies, you need to have an opinion and strategy for leveraging technology that drives reduced costs and improved employee performance. SEE HOW

Aware of what “CRM” stands for in the world of hiring?
“CRM” used to refer to “customer relationship management” now just as often, it refers to managing the relationship with a prospective job candidate. Candidate relationship management tools and processes have evolved from a static approach to capturing inbound candidates’ basic information to powerful systems for acquiring, engaging, nurturing and retaining quality candidates who may initially be employed passive candidates  GET UP TO SPEED

Understanding global talent trends may seem like it is only relevant for companies have a global business, but, in reality it is relevant for every business. According to HR professionals around the world, there major workforce trends expected to most significantly impact their talent management priorities in 2016 include talent scarcity and the competition for rising talent and leveraging an increasingly diverse, global and multi-generational labor pool. Mercer's Global Talent Trends is an HR research report designed to help every country to be able to clearly understand the trends and build strategies that enable the biggest opportunity for success.

Know what the four key ways we can accelerate the talent engine are?
According to this report, building diverse talent pools, embracing the new work equation, architecting compelling careers and simplifying the talent process will ensure success. FIND OUT HOW

Aware of the number one talent trend impacting companies in six major countries?
Rising competition for talent from emerging economies is the number one trend impacting companies in Brazil, Germany, France,India, Mexico, and the US. SEE MORE

Up to speed on the latest trends in the fast emerging countries?
Companies in fast-emerging countries like India and China are leveraging data analytics more than companies in developed nations. India is the highest among all countries with 77% leveraging data analytics in their HR department. GET MORE

Mercer’s Global Talent Trends Industry Reports address many of the unique and ever-changing HR challenges within an industry sector. Attracting and retaining talented employees requires the right mix of compensation, benefits, career opportunity, and culture all aligned with industry, leadership, and employee expectations. Being well informed is a critical strategy to meet these changes head on and remain competitive as a human resources professional, department or organization.

Our global, industry-specific, talent trends reports provide robust data and analysis across eight different industries: Automotive, Consumer Goods, Energy, Financial services, Healthcare, High Tech, Life Sciences, and Logistics. The reports are based on findings from our recently released 2017 Global Talent Trends Study, which found that “Empowerment in a Disruptive World” permeates how business leaders, HR professionals, and employees are viewing the “Future of Work.”

How do the C-Suite, HR, and employees vary in ordering the importance of different employee value propositions?
Pay, culture and benefits make up the top 3 for HR and employees. But executives? They cite culture in the 1st spot but pay falls to 8th place and benefits to 11th. FIND MORE

What one factor replaced learning & training as employees’ most desired change?
In this year’s survey, employees cited fair and competitive compensation as having the greatest impact in their work life. SEE MORE

Do you have the industry data and insights necessary to attract and retain key talent in this fast-paced, changing world?
62% of companies anticipate an increase in competition for talent in 2017; 31% anticipate a significant increase. GET MORE

Employees of all generations are demanding a new value proposition that provides greater career support, combined with new flexibility in managing their work and building their skills. Regardless of location, employees’ foremost desire was to be valued as an individual and their contribution matters. The global data in Mercer's 2016 Global Talent Trends HR research report reveals that as age increases so does the level of importance of feeling valued for individual contributions.

Know what the millennials in your workplace expect you to provide?
Millennials think building new skills is critically important and expect their employers to provide such training. READ MORE

Do you have a handle on how different ethnic groups of millennials feel about career options?
34% of Latin American Baby Boomers feel it is important that there are sufficient rungs in the career ladder to climb in their chosen field, as compared to only 8% of Baby Boomers in North America. GET INSIGHTS

Ready to address flex-working with your Gen-x staff?
60% of North American and Latin American Gen Xers believe that flexible work practices help them be more productive. LEARN MORE

As your company seeks a solution for tomorrow’s workforce challenges, Mercer’s Rewards Decision-Making and Communication Survey results point to the factors that companies use when evaluating employees’ effectiveness in the workplace and the trends sweeping rewards decision- making worldwide. They answer many relevant questions including:

How could a pay-for-performance compensation strategy impact my workforce?
Your company’s compensation process can be about more than distributing pay checks. Consider how employees are motivated and encouraged by rewards at work, and investigate how companies around the world are prioritizing top-performers. FIND OUT HOW

How should performance evaluation differ for employees at different career levels?
Although a rewards-based compensation strategy can be effective for employees at every stage of their career, HR professionals should not use the same metrics to measure an executive and a para-professional. See what factors are most important when evaluating every career level. LEARN HOW

How does the communication of rewards strategy impact the success of a pay-for-performance system?
Introducing a tiered compensation strategy can be controversial if managers and HR professionals do not explain the factors used to evaluate performance and distribute pay. Read the report to learn how HR departments are balancing the need to drive performance while maintaining employee engagement. READ MORE