2016 Global Talent Trends Report
Mercer gathered the views of both employers and employees on what drives today’s workforce and how organizations are responding. More than 1,730 HR leaders and 4,500 employees across 15 countries provided their input. The result is Mercer’s 2016 Global Talent Trends study, which highlights current issues in the world of work and identifies priorities that demand immediate attention. With a unique focus on employee voice, this study calls out potential gaps between employees’ emerging needs and the actions being proposed by HR today.
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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.
In this era of the individual, employees have more options about where, when, and how they work than ever before. They are demanding a new value proposition that provides greater career support, combined with new flexibility in managing their work and building their skills. Are the employers up to the challenge?
To find out, Mercer gathered the views of both employers and employees on what drives today’s workforce and how organizations are responding.
More than 1,730 HR leaders and 4,500 employees across 15 countries provided their input. The result highlights current issues in the world of work and identifies priorities that demand immediate attention. This report showcases highlights from the global findings (employer and employee surveys) and presents the data results for each of the 15 countries.
- 1,730+ HR leaders
- 4,500 employees
- 15 countries
- Anticipated competition for talent
- Workforce trends likely to impact companies
- Talent acquisition: build, buy, or borrow
- Talent management priorities
- Leveraging data to shape strategy
- Strengthening leadership
- In-demand managerial skills
- Building a culture of growth
- Rewarding contributors
- Driving HR effectiveness
- United States
Europe, Middle East and Africa
- South Africa
- United Kingdom
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