2016 Generational Talent Trends Report


With a unique focus on the employee voice, Mercer’s Generational Talent Trends report calls out potential gaps between employees’ emerging needs and the actions being proposed by HR today. This report examines the different employee perspectives of Baby Boomers, Gen Xers, and Millennials. With more than 1,730 HR leaders and 4,500 employees across 15 countries provided their input, study report highlights current issues in the world of work across the three generations of employees that make up the majority of today’s workforce.

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The Era of the Individual has arrived and organizations big and small across the globe understand that the nature of work is shifting.

Today, employees have more options about where, when and how they work than ever before. 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.

At the centre of the new work equation are employees who are looking for more personalized career experiences that bolster current skills and develop new capabilities — all within a work environment saturated with meaningful work and growth opportunities. But not all employees are the same. Not every employee garners or wants the same experiences from their employer, and culture and work environments vary across the globe.

Mercer 2016 Generational Talent Trends report is organized into seven main sections:

  1. Introduction – coving the generational landscape and key employer questions
  2. Building a culture of Growth – Careers and work environment.
  3. Driving HR effectiveness – Skills, process and technology.
  4. Rewarding contributors – Measure, reward and recognize.
  5. Employee Satisfactions 
  6. Conclusions
  7. About the report

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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 The Buyers Guide to Talent Acquisition Technology, an HR research report which segments the talent acquisition technology providers (especially the newer market entrants) into easily understood categories — resulting in this Buyers Guide to 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