The problem addressed by the campaign:
- As a professional services firm and
industry leader, Mercer depends on its ability to attract, develop, motivate
and retain top talent at all levels. Mercer also depends on leveraging its
global footprint and on delivering comprehensive workforce solutions rather
than narrow product offerings. So the ability to move talent successfully
across both geographies and business segments was essential.
- Mercer has long deployed robust
workforce analytics to track the effectiveness of its workforce strategies and
talent practices. Diagnostics conducted in the early 2000s revealed some
disturbing patterns that challenged the company’s ability to secure and develop
the right talent and use mobility effectively. Significant change was needed in
how careers are developed and managed and in how performance is assessed.
- For example, Mercer found that then-current promotion
did not improve retention. In fact, in some business lines, recently promoted
employees were more likely to leave. In contrast, pay and bonus payouts had
strong retention effects, signalling that employees were increasingly focused
on the here and now rather than on longer-term growth opportunities.
Conclusions and Recommendations:
start with the business case; understand that talent management is a key
element of business management.
- Take a
holistic approach and align all talent systems.
- Focus on
alignment more than best practice –if you want productive mobility, you need to
value those who make such moves productively.
needs to own the mobile workforce. Do not let expats fall through the cracks.
Get the best results for them by carefully monitoring and supporting their
- Measure everything, and do not
be afraid to make changes based on hard facts – especially when they expose and
challenge organizational myths.