[信息图表] ADP: 10 trends and priorities for 2025Throughout 2025, the landscape of HR management will evolve, with significant
shifts in talent, compliance and technology. Understanding these shifts is crucial
for fostering a compliant and growth-conducive workplace year-round and beyond.
[使用手册] Guide to Handling Politics in the Workplace 职场政治处理指南 The guide discusses how political polarization, exacerbated by elections and social media, is affecting workplace dynamics. HR professionals face challenges in managing political discourse without impacting employee morale, productivity, or inclusivity. The guide offers insights on creating effective policies, fostering a culture of collaboration, and staying informed on legal protections for political activity. It emphasizes the importance of balancing diverse perspectives while mitigating the risks of political conflicts at work, including legal disputes and turnover, to maintain a productive and respectful environment.
本指南为寻求在日益加剧的政治两极分化中创造更具包容性和高效工作环境的组织提供了可行的见解。
应对职场政治冲突的五步策略：
制定明确的公司政策
为了防止政治分歧影响工作，制定清晰的公司政策，明确说明在工作场合讨论政治的界限。员工需了解尊重他人意见的重要性，以及个人观点与职业行为的区分。
打造包容性文化
鼓励多样性思维，培养尊重不同意见的企业文化。通过培训和沟通，让员工认识到，不同政治立场不应妨碍团队协作和共同目标。
保持中立的管理方式
管理层应保持中立，避免在工作中表现出个人政治立场。同时，管理者应确保工作氛围开放，允许员工表达观点，但前提是不干扰工作。
设立社交媒体使用规范
制定明确的社交媒体政策，避免员工在社交平台上发表与公司价值观冲突的政治言论。确保个人观点与公司品牌分开。
定期法律咨询
定期与法律顾问沟通，了解最新的有关政治活动的法律保护，确保企业行为符合法规，避免潜在的法律风险。
通过以上五个步骤，可以有效减少政治冲突对工作场所的影响，维持和谐的工作环境。
2024年09月19日
[电子书] Skills-Based Internal Mobility PlaybookThe "Skills-Based Internal Mobility Playbook" emphasizes the importance of skills over traditional educational credentials in predicting future performance. Many organizations aim to implement skills-based practices but lack the necessary shared language, culture, structures, and technology systems. The Business Roundtable's Multiple Pathways Initiative (MPI) seeks to reform hiring and talent management by valuing skills obtained through various means. The playbook, created by MPI's Internal Mobility Working Group, provides practical insights and key considerations for implementing skills-based internal mobility within companies.
Key Benefits for Companies:
Increased retention and reduced costs for hiring, onboarding, and training.
Enhanced innovation and agility due to retained company knowledge.
Improved employee engagement and satisfaction.
Better alignment between talent strategy and business strategy.
Anticipation of skills gaps and business needs in a rapidly changing environment.
Key Benefits for Employees:
Provides equitable mobility opportunities, especially for historically marginalized groups.
Recognizes skills acquired through experience, training, and education.
Promotes transparency in the mobility process and reduces implicit bias.
Implementation Steps:
Planning and Strategy:
Reflect on the necessity and fit of skills-based mobility within the company's culture.
Engage stakeholders and assess resources needed.
Skills Validation:
Identify, define, and measure required skills.
Implement systems to track and validate skills efficiently.
Connecting People to Opportunities:
Develop an accessible internal platform for growth opportunities.
Support employees with mentorship, training, and career development resources.
Measurement and Continuous Learning:
Define success metrics and establish data systems to support continuous learning.
Engage stakeholders and use data to make informed adjustments.
Challenges and Solutions:
Data Management: Ensure systems can handle extensive data for skill tracking.
Skill Measurement Validity: Use multiple assessment methods and seek evidence to support assessments.
Stakeholder Engagement: Regularly communicate and engage with all levels of the organization to build trust and support.
This playbook serves as a guide for companies to start their journey with skills-based internal mobility, recognizing the unique paths each company may take.
[报告] Design a High-Value Succession Planning ProgramMcLean & Company provides a detailed guide for designing a high-value succession planning program. Succession planning is essential but challenging due to its complexity and integration with other HR programs. A systematic approach is needed to maximize its value and mitigate risks. The guide emphasizes the importance of focusing on critical roles beyond top management, integrating succession planning with other HR programs, and ensuring transparency and fairness to maintain employee engagement.
The process involves identifying critical roles, assessing talent, identifying successors, developing them, and selecting successors when vacancies arise. It also includes continuous program management, evaluation, and iteration. Key success factors include a value-driven, evidence-based, inclusive, and integrated approach. Transparency in communication, accountability from leaders, and a focus on developing a diverse talent pool are crucial for an effective succession plan. The program aims to ensure business continuity, reduce disruptions, and retain high-potential employees by offering clear career advancement opportunities and maintaining a robust talent pipeline.
2024年05月15日
[报告] Mercer’s 2024 Global Talent Trends -Mercer, a business of Marsh McLennan (NYSE: MMC), today released its 2024 Global Talent Trends Study. Drawing on insights from over 12,000 C-suite executives, HR leaders, employees and investors globally, the research reveals actions employers are taking to thrive in this new era.
“This year’s findings highlight staggering shifts at work”
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“This year’s findings highlight staggering shifts at work,” said Pat Tomlinson, President, Mercer. “They point to a notable divergence between the views of the C-Suite and HR on what will carry business forward in 2024, and a lag in employees’ views on the impact of technology. As we usher in an age of human-machine teaming, organizations need to place people at the heart of transformation.”
Generative artificial intelligence (AI) viewed as key to increasing productivity
The rapid growth in generative AI capabilities has raised hopes for workforce productivity gains, with 40% of executives predicting AI will deliver gains of more than 30%. Yet, three in five (58%) believe tech is advancing faster than their firms can retrain workers, and less than half (47%) believe they can meet this year’s demand with their current talent model.
“Raising productivity through AI is top of mind for executives but the answer does not lie in technology alone. Greater workforce productivity requires intentional, human-centric work design,” said Kate Bravery, Mercer’s Global Talent Advisory Leader and author of the study. “Leading companies recognize that AI is just part of the equation. They are taking a holistic view to address drains on productivity and deliver greater agility through new models of human-machine teaming.”
There are challenges in finding a sustainable path to the future of work. Three in four (74%) executives are concerned about their talent’s ability to pivot and less than a third (28%) of HR leaders are very confident they can make human-machine teaming a success. Key to greater agility is embracing skills-powered talent models, something high-growth companies have already mastered.
Employee trust has declined across the board
In 2023, trust in employers fell from an all-time high in 2022 – a red flag, since the research shows that trust has a major impact on employees’ energy, sense of thriving and intent to stay. Those who trust their employers to do the right thing for them and society are twice as likely to say they are thriving, with a strong sense of purpose, belonging and feeling valued.
Nearly half of employees say they want to work for an organization they can be proud of, and some companies are responding by prioritizing sustainability efforts and “Good Work” principles. Given that fair pay (34%) and development opportunities (28%) are key drivers of workers’ intent to stay this year, employers are incentivized to make faster progress on pay equity, transparency and equitable access to career opportunities in the year ahead.
Globally, employees are clear that a sense of belonging helps them thrive, but only 39% of HR leaders say women and minorities are well represented on their organization’s leadership team and just 18% say that recent diversity, equity, and inclusion efforts have increased retention of key diversity groups. Three in four employees (76%) have witnessed age discrimination. As these challenges compound with ongoing skills shortages, greater attention around inclusion and meeting employees’ needs will help all employees thrive.
Resilience will be vital in the coming years
Recent investments in risk mitigation have paid off, with 64% of executives saying their business can withstand unforeseen challenges, up from 40% two years ago. Near-term concerns, such as inflation, heavily influence executives’ three-year plans, however longer-term risks, such as cyber and climate, may not be getting the necessary attention they deserve.
Building individual resilience is just as vital as enterprise resilience, with four out of five (82%) employees concerned that they will burn out this year. Redesigning work for employee well-being is critical to mitigating this risk, with 51% of high-growth companies (with revenue growth of 10% or more in 2023) having already done so, compared to just 39% of their lower-growth peers.
Employee experience is a top priority
Over half of executives (58%) worry that their company is not doing enough to inspire workers to adopt new technologies, and two-thirds (67%) of HR leaders shared concerns that they implemented new technology solutions without transforming work. Employee experience is HR’s top priority this year; a worthy focus given thriving employees are 2.6 times more likely to say that their employer designs work experiences that bring out their best.
HR plays a critical role in making work better for all, but there is an increased imperative for HR to work in tandem with risk and digital leaders to usher in the necessary change at the pace required. To meet organizational and employee expectations, 96% of companies are planning some HR functional redesign this year, focused on delivering across silos and leading digital ways of working.
Investors value engaged workforces
This year, for the first time Mercer gathered input from asset managers on how an organization’s talent strategy impacts their investment decisions. Nearly nine out of ten (89%) see workforce engagement as a key driver of company performance, and 84% consider a “churn-and-burn” approach to be damaging to business value. Investors also say that fostering a climate of trust and fairness is the most important factor in building true, sustainable value over the next five years.
Click here to learn more and download this year’s study.
About Mercer’s 2024 Global Talent Trends study
Currently in its ninth year, Mercer's Global Talent Trends features insights from over 12,200 C-suite executives, HR leaders, employees and investors across 17 geographies and 16 industries, and the research highlights what leading organizations are doing today to ensure long-term people sustainability. Organizations that are further along on the journey are striding ahead in four areas. (1) They recognize that human-centric productivity requires attention to how work is evolving and the skills and motivations of those doing the work. (2) They appreciate that trust is the true dialogue of work, fortified through transparency and equitable work practices. (3) As risks become more connected and less predictable, they acknowledge that a new level of risk awareness and mitigation is essential to building a ready and resilient workforce. (4) They acknowledge that as work becomes more complex, it will be critical to simplify, engage and inspire their workforce toward a digitally-infused future.
About Mercer
Mercer believes in building brighter futures by redefining the world of work, reshaping retirement and investment outcomes and unlocking real health and well-being. Mercer’s approximately 25,000 employees are based in 43 countries and the firm operates in over 130 countries. Mercer is a business of Marsh McLennan (NYSE: MMC), the world’s leading professional services firm in the areas of risk, strategy and people, with more than 85,000 colleagues and annual revenue of $23 billion. Through its market-leading businesses including Marsh, Guy Carpenter and Oliver Wyman, Marsh McLennan helps clients navigate an increasingly dynamic and complex environment. For more information, visit mercer.com. Follow Mercer on LinkedIn and X.
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