Mercers New Global Talent Trends Study

Mercers New Global Talent Trends Study

Mercer’s new Global Talent Trends Study identifies the top five workforce trends for 2018

  • 07 May 2018
  • Australia, Melbourne

As AI shapes the Future of Work, employers focus on human skills and employees crave jobs with purpose

After years of talking about disruption, executives are determined to turn talk into action. According to Mercer’s 2018 Global Talent Trends Study – Unlocking Growth in the Human Age, 94% of Australian companies have innovation on their core agenda this year and 96% are planning organisation design changes. At the same time, employees are seeking control of their personal and professional lives, with one in two asking for more flexible work options. As the ability to change becomes a key differentiator for success in a competitive global climate, the challenge for organisations is to bring their people along on the journey, especially as the top ask from employees is for leaders who set clear direction.

“This year we saw palpable excitement from executives about shifting to the new world of work. They are pursuing an agenda of continuous evolution – rather than episodic transformation – to remain competitive,” said Ilya Bonic, President of Mercer’s Career business. “They recognise that it’s the combination of human skills plus advanced digital technology that will drive their business forward.”

In pursuit of new technologies, executives must focus on the “human operating system” to power their organisation. Mercer’s study identified five workforce trends for 2018: Change@Speed, Working with Purpose, Permanent Flexibility, Platform for Talent, and Digital from the Inside Out.

Change@Speed: How companies prepare for the future of work depends on the degree of disruption anticipated. Those expecting the most disruption are working agility into their model and placing bets on flatter, more networked structures (29% are planning to flatten their organisation’s structure in the next two years). Placing power in the hands of individuals makes it critical to build capacity and readiness early. However, HR leaders in Australia feel less prepared to reskill existing employees (68% are confident that they can do this well) than to hire from the outside (79%). As nearly two-thirds (62%) of executives predict at least one in five roles in their organisation will cease to exist in the next five years, being prepared for job displacement and reskilling is critical for organisational survival. Yet, only 40% of companies are increasing access to online learning courses and even fewer (26%) are actively rotating talent within the business.

Working with Purpose: In Australia, four-fifths (80%) of thriving employees, those who feel fulfilled personally and professionally, say their company has a strong sense of purpose. To find purpose, employees crave movement, learning, and experimentation. If not received, they will look for it elsewhere – 40% of Australian employees who are satisfied in their current job still plan to leave due to a perceived lack of career opportunity. In addition to purpose, the new value proposition includes health and financial wellbeing. Employees on average spend 7 work hours per week worrying about financial matters, yet only 26% of companies have policies in place to address financial health. Fairness in rewards and succession practices are also top of mind – 61% of employees say their company ensures equity in pay and promotion decisions. “Organisations that help employees worry less about basic security needs and invest more energy on their career aspirations will be rewarded with a workforce that has more pride, passion, and purpose,” said Mr. Bonic.

Permanent Flexibility: Individuals are vocal in their expectations of work arrangements that put them in control of their personal and professional lives. Employees want more flexible work options, and organisations are listening – 94% of executives view flexible working as a core part of their value proposition (compared to 80% globally). Only 2% of HR leaders in Australia consider themselves industry leaders when it comes to enabling flexibility and 36% of employees fear that choosing flexible work arrangements will impact their promotion prospects. “The lack of flexible work arrangements hurts women and older workers disproportionally, leading to absenteeism, lower energy levels, and burnout,” said Mr. Bonic. “As the skills gap widens and human competencies become more important, making sure that a diverse pool of talent can participate in the workforce at all life stages is both a business and a societal imperative.”

Platform for Talent: Given 87% of executives in Australia expect an increase in the competition for talent, organisations realize they must expand their talent ecosystem and update their HR models for a digital age. The time is now – over half of companies plan to “borrow” more talent in 2018 and 68% of employees would consider working on a freelance basis. “Gaining greater access to talent through a broader ecosystem is part of the solution. Companies also need to deploy talent faster and with precision to unlock the potential of their workforce,” said Kate Bravery, Global Practices Leader in Mercer’s Career business. “Adopting a platform mentality to talent requires a radical mindset shift, embracing the notion that talent can be accessed for the benefit of all rather than ‘owned’ by one manager, department, function, or even organisation.” Executives agree, reporting that improving the ability to move jobs to people and people to jobs is one of the talent investments that would have the most impact on business performance this year, after deepening their bench strength at senior levels.

Digital from the Inside Out: Despite improvement over last year, companies lag on delivering a consumer-grade experience – only 6% consider themselves a digital organisation today. While 71% of employees say that state-of-the-art tools are important for success, only 50% say they have the digital tools necessary to do their job and only 53% have digital interactions with HR. Business leaders are confident in HR’s ability to be a strategic partner in setting the course for the future, with 77% of executives reporting that HR aligns people strategy with the strategic priorities of the business. “In turbulent times there is a tendency to hold on to the rafters. Intuitively, we know success involves riding the crest of change and this requires a healthy risk appetite and a willingness to break and re-make talent models,” said Ms. Bravery. “When we are living digitally, working flexibly, and being rewarded uniquely, we will unlock growth in the Human Age.”

Mercer’s study shares insights from over 7,600 senior business executives, HR leaders, and employees from 21 industries and 44 countries around the world. The report assesses the new drivers of the future of work, identifies critical disconnects concerning change, and makes powerful recommendations to capture growth in 2018.

For more information or to request the full 2018 Global Talent Trends Study, visit

About Mercer

Mercer delivers advice and technology-driven solutions that help organisations meet the health, wealth and career needs of a changing workforce. Across the Pacific, organisations look to Mercer for global insights, thought leadership and product innovation to help transform and grow their businesses.

Mercer’s more than 22,000 employees are based in 44 countries and the firm operates in over 130 countries. Mercer is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), the leading global professional services firm in the areas of risk, strategy and people. With more than 65,000 colleagues and annual revenue over $14 billion, through its market-leading companies including Marsh, Guy Carpenter and Oliver Wyman, Marsh & McLennan helps clients navigate an increasingly dynamic and complex environment. For more information, visit