H E A L T H W E A L T H C A R E E R

C U L T I V A T I N G A T H R I V I N G W O R K F O R C E

E M B R A C I N G T H E H U M A N A G E

C H E RYL M E A L E YP R I N C I PA L

O C TO B E R 3 0 TH, 2 0 1 8

1COPYRIGHT © MERCER 2018

A G E N D A

• Background & context– The Changing Workplace– The War for Talent

• Working With Purpose: The Thrive Contract

• A Workplace For Me: Personalization of the employee experience

• Diversity & Inclusion: When Women Thrive, Businesses Thrive

• Implications for your wellbeing program

FUTURE OF JOBS FUTURE OF TALENT

FUTUREOF WORK

A U T O M AT I O N / R O B O T I C S

G L O B A L I Z AT I O N

A D VA N C E D M A N U FA C T U R I N G

D I G I TA L I Z AT I O N

M A C H I N E L E A R N I N G

T H E N A T U R E O F W O R K I S C H A N G I N G

L O N G E V I T Y

A D VA N C E S I N F E R T I L I T Y

R I S E O F T H E F R E E A G E N T

D I G I TA L S O C I A L W O R L D

M U LT I C U LT U R A L I S M

© M E R C E R 2 0 1 8 2

T H E S E C H A N G E S A R E R A I S I N G C R I T I C A L Q U E S T I O N S

3

—E M P L O Y E E S

—

—H R—

—B U S I N E S S L E A D E R S

—

S T R AT E G Y

C APAB I L I T I E S

L E AD E R S H I P & C U LT U R E

TAL E N T M AN AG E M E N T

E V P / TO TAL R E WAR D S

E N G AG E M E N T & E M P O W E RM E NT

C AR E E R AS P I R AT I O N S

W O R K & L I F E D E M AN D S

S AV I N G S & R E T I R E M E N T

How can we attract & retain

tomorrow’s workforce?

How can we build for anunknownfuture?

What does career success

mean intoday’s world?

© MERCER 2018 4

T H I S P R E S E N T S A N O P P O R T U N I T Y :T H R I V E I N A N A G E O F D I S R U P T I O N

Rethinkyour approach

Contributeto a new HR agenda

Builda better workforce

© MERCER 2018 5

© M E R C E R 2 0 1 8 6

THRIVING IN AN AGE OF DISRUPTIONPUTTING THEORY INTO ACTION

T H R I V I N GW O R K F O R C E

Diverse and Adaptive

Inclusive and Growth Focused

Committed to Wellbeing(psychological, physical,

financial)

T H R I V I N GO R G AN I Z AT I O N

Success Redefined

Resilient and Agile

Positive Societal Impact

T H R I V I N GI N D I V I D U AL

Growing and Contributing

Empowered and Connected

Healthy and Energized

EVOLVING TO MEET THE NEEDS OF TOMORROW’S CUSTOMERS

W H A T D O E S I T T A K E T O T H R I V E ?O U R P O I N T O F V I E W

© MERCER 2018 8

How can we t rans la te ou r EVP in to an Ind iv idua l Va lue Propos i t i on?

ONLY 2 IN 5 EMPLOYES BELIEVE THEIR COMPANY HAS A COMPELLING AND DIFFERENTATED VALUE PROPOSIT ION

G I G E C O N O M Y

What can we do to embrace the rise of

the free agent?

F L E X I B L EW O R K I N G

How do we create a culture that enables people to

contribute under flexible work arrangements?

W O R K P L A C E F O R M E

How can we meet individuals evolving health, wealth and

career needs?

How can we ensure our proposition

resonates with five generations

C H A N G I N GD E M O G R A P H I C S

E M P L O Y M E N T D E A L – W H A T ’ S C H A N G E D ?

E M P L O Y E E V A L U E P R O P O S I T I O N

H O W T O T A L R E W A R D S I S E V O L V I N G

9

Create staying power through a U N I Q U E proposition with purpose • Connect me to our company’s mission and vision• Provide me with meaningful and fulfilling work • Help me feel like I belong here

Provide a COMPETITIVE compensation and benefits offering

• Pay me fair and competitively• Reward my contributions• Provide programs to manage my health

and wealth

Create a DIFFERENTIATED experience• Support me with my career journey• Provide me with flexibility to “make work work” for me• Help me manage my physical, financial and emotional

well being

C O M P E N S A T I O N B E N E F I T S

C A R E E R S W E L L B E I N G

P U R P O S E

D E F I N E T H E E M P L O Y E E E X P E R I E N C E T H AT W I L L M A K E T H E R I G H T TA L E N T W A N T T O J O I N , S TAY, A N D D E L I V E R T H E I R B E S T

E M P L O Y E E V A L U E P R O P O S I T I O N

C O N N E C T W I T H E M P L O Y E E S O N A H U M A N L E V E L

“I’m confident”I have what I need to understand where I am, and support to help

me take action

“I get it”

It’s simple. This experience feels as modern and familiar as the consumer sites I already use

“I feel appreciated”I can see the value of working

here both now and in the future

CONSUMER-GRADE EXPERIENCE

DATA PRIVATE AND SECURE

CAMPAIGNS THAT DRIVE ACTION

CONTENT THAT IS RELEVANT

E N A B L E D B Y A D I G I TA L P L AT F O R M

E M P L O Y E E V A L U E P R O P O S I T I O N

© M E R C E R 2 0 1 8 11

WORKING WITH PURPOSETHE THRIVE CONTRACT

H O W I S T H E V A L U E P R O P O S I T I O N E V O L V I N G ?

© MERCER 2018

Loyalty Contract(20th Century)

Basic Needs: Pay, Benefits, Security

Workers are assets to be retained

Pay and benefits for time and output

Engagement Contract(Today)

Psychological Needs:Achievement, Camaraderie, Equity

Employees are assets to be acquired and optimized

Broader set of rewards (pay, benefits, career, experiences) in

exchange for organizational engagement

The Thrive Contract(The Next Chapter)

Growth Needs: Purpose, Meaning, Impact

People and machines as value creators to invest in

Personalized rewards in exchange for a wide range of

contributions

© MERCER 2017© MERCER 2018 – USA DECK

W O R K I N G W I T H P U R P O S E : T H E E M P L O Y M E N T E Q U A T I O N

AFFINITYPRIDE

PURPOSE

CAREER & WELL-BEING

COMPENSATION & BENEFITS

WHAT COMPANIES OFFERWHAT EMPLOYEES CRAVE

15% EVP differentiated by a purpose-driven mission76%

Thriving employees are 3x times more likely to work for a company with a strong sense of purpose…

14% Practice some form of internal pay disclosure82%

And 3x more likely to believe they are paid

fairly & competitively

28% Continuous feedback tool

17% Health & well-being as a talent management priority this year

77%20x more likely to feel career-empowered

76%3x more likely to say their

workplace focuses on health & well-being

CULTURAL ALIGNMENT 13

© MERCER 2018 14© MERCER 2018

The traditional family is fast becoming atypical

Rapid acceleration in longevity

Rise in migration and racial and ethnic diversity

Changes in fertility and parenthood Digital identityRise of the free agent

W O R K E N V I R O N M E N T – W H A T ’ S C H A N G E D ?

T H R I V I N G W O R K E N V I R O N M E N T

© MERCER 2018 15T H R I V I N G W O R K E N V I R O N M E N T

E N V I R O N M E N T S T H A T C R E A T E G R O W T H

Enables quick decision making (e.g. through simplified approval chains) 63%

25%

Understands my unique interests & skills to help me find the best job match 63%

22%

Focuses on my health & wellness 69%34%

Actively supports innovation 73%37%

Promotes collaborative working 75%42%

Provides me with coaching and development 69%29%

Fosters an inclusive work culture 68%33%

Encourages internal mobility 65%29%

Rewards a range of contribution(beyond just financial and activity metrics) 64%

25%

Offers me flexible work options 67%35%

SHOW ME THE WAY: Employees who feel they can drive their career forward are 8 times more likely to feel energized at work

Top 10 differencesin the work

environments of those who feel

career-empowered compared to those

who do not

Global Talent Trends, Mercer 2017

PHYSICAL

Energy, health risk awareness, prevention, nutrition, exercise, sleep

86% of the US workforce has at least one chronic disease or is

overweight1

Resilience, mindfulness, stress management, learning,

optimism

36% of employees lose an hour or more per day at work

due to stress2 EMOTIONAL

Security, life planning,retirement, debt

management, insurance

Money is the most common source of stress3

E N G A G I N G E M P L O Y E E S

W E L L - B E I N GB E Y O N D A T R A D I T I O N A L D E F I N I T I O N

Employment, education, social integration,

community engagement, access to care, environment (workplace and community)

Loneliness has equal or greater impact on mortality

than obesity4

SOCIAL DETERMINANTS

PURPOSE

Goals to live for, meaning and direction – personal, professional, family, and

community

Associated with reduction in diabetes and greater job

satisfaction5

D

FINANCIAL

© M E R C E R 2 0 1 8 17

A WORKPLACE FOR MEPERSONALIZATION OF THE EMPLOYEE EXPERIENCE

© MERCER 2018

A W O R K P L A C E F O R M EVOICE OF

THE EMPLOYEE: “Help me invest in myself”

Technology enables individualized choice without adding an undue administrative burden for HR

Me, Inc.BALANCING MY WORK/LIFE

62% in the US want their company to offer more flexible work options

CARING FOR MY HEALTH

48% of employees in the US want their company to focus more on their health and wellness

STEERING MY CAREER

1 in 3 employees in the US do not feel empowered to create their own career success at work

MANAGING MY MONEY

Mercer research shows that employees spend 13 hours per month worrying about money matters at work

© MERCER 2018

A W O R K P L A C E F O R M E : P E R S O N A L I Z A T I O N

U S E M P L O Y E E P R I O R I T I E S

HEALTH

51%WEALTH

28%CAREER

22%

No.1 asks from employees

“Offer more flexible work options”Canada, Japan, USA

“Enable quick decision making”Australia and Germany

“Understand my unique interests & skills”India, Italy, South Africa, UK

“Actively support innovation”China and Mexico

“Focus on my health and wellness” Brazil, France, Hong Kong, Singapore

People who felt that they could not achieve their own career success at work want their organization to take

more time to get to know their skill sets

Employees are seeking ways to “make work work”

for their individual circumstances

© MERCER 2018

A W O R K P L A C E F O R M E : F L E X I B I L I T Y

WHAT WOULD MAKE YOU WORK FOR ONE COMPANY OVER ANOTHER?

Recreationfacilities

5%

fFinancialadvice

10%Well beingservices

10%

Fitnessfacilities

19%

OthersTop 6

Employeeswant more

time off

4-day work week

Additional paid holidays

Unlimited paid vacation

Paid holiday trips

Summer Fridays

4yr @ 80%pay + 1 year off @ 80% pay

FLEXIBLE WORK ARRANGEMENTS IN THE US

POLICY AD HOC CORE EVP

68% 25% 40%

FLEXIBILITY IN PRACTICE

1 in 2 concerned about promotion

1 in 3 requestedbut turned down

78% of employees in the US would consider working on a contract basis

© M E R C E R 2 0 1 8 21

D IVERSITY & INCLUSIONWHEN WOMEN THRIVE, BUSINESSES THRIVE

www.whenwomenthrive.net

THE TIME IS NOW FORWHEN WOMEN THRIVE

1. Facing a strong pressure to respond – to boards, executive teams, shareholders, and legislation

2. Looking for something different – they know what they are doing is not working but not sure of the alternatives

3. Looking for inspiration and execution

www.whenwomenthrive.netwww whenwomenthrive net

4 0 R E A S O N S W H Y D I V E R S I T Y M AT T E R S

Source: Mercer graphic based on Catalyst’s review of the research (http://www.catalyst.org/knowledge/diversity-matters).

D I V E R S I T Y : A N I M P E R A T I V E F O R B U S I N E S S

$ 1 2 T

$12 trillion added to global economy if gender equity achieved

McKinsey

42% In terms of return on sales, companies with the highest percentage of female board directors

outperform those with the least by 42%.Catalyst

25%The Diversity Inc. Top 50 companies outperform

stock exchange performance by an average of 25%. Diversity Inc.

80%Of executives believe diversity is a

key element of innovation.Forbes Insights

85%Of CEOs whose organizations have a diversity

and inclusiveness strategy say it’s enhanced performance.

PwC, 18th Annual Global CEO Survey

48%Higher operating margins generated by

gender diverse management teams. McKinsey

www.whenwomenthrive.net

The Research

L I N K S P O L I C I E S A N D P R A C T I C E S TO W O R K F O R C E

R E P R E S E N TAT I O N

ORGANIZATIONS800+

55 COUNTRIESWith significant representation from Australia, Argentina, Brazil, Canada, China, Japan, Mexico, Portugal, Spain, UK and US and across all industries

With workforce data covering

2+ MILLION WOMENout of a total 4.2 million employees

M O S T C O M P R E H E N S I V E R E S E A R C H O N W O M E N I N T H E W O R K P L A C E

www.whenwomenthrive.net

R E S E A R C H U T I L I Z E S A P R E D I C T I V E A N D A N A LY T I C A L F R A M E W O R K

P O L I C I E S , P R A C T I C E S ,

A N D C U LT U R EO P E R AT I O N A L

C O N T E X TI N T E R N A L

L A B O R M A R K E T ( I L M )

O U T C O M E S

W H AT Y O U O F F E R

H O W Y O U O P E R AT E

Y O U R TA L E N T P I P E L I N E

I N D E P E N D E N T “ D R I V E R ”

V A R I A B L E S

C O N T R O L V A R I A B L E S

D E P E N D E N T V A R I A B L E S

K E Y F I N D I N G S : T O P 3 G L O B A L T R E N D S

Organizations are failing to build

future pipelines of female talent

Current hiring,promotion and

retention rates are insufficient to create

gender equality within the next 10 years

Increased focus on hiring and promoting women into

executives ranks not supported by

systemic practices

www.whenwomenthrive.net

EXECUTIVES

SENIOR MANAGERS

MANAGERS

PROFESSIONALS

SUPPORT STAFF

A V E R A G E G L O B A L O R G A N I Z A T I O NI N T E R N A L L A B O R M A R K E T M A P

20%21%

8%8%

9%10%

14%15%

F: 8%M: 6%

H I R E S E X I T S

16%18%

12%13%

10%11%

9%10%

F: 9%M: 9%

50%

26%

20%

38%

32%

FEMALE47%

P R O M OTI O N S

8 %7 %

7 % 6 %

6 %7 %

F : 5 % M : 5 %

www.whenwomenthrive.net

B R E A K I N G T H R O U G H I N E R T I A A N D A D VA N C I N G W O M E N I N T H E W O R K P L A C E R E Q U I R E S

I N D I V I D U A L A N D O R G A N I Z AT I O N A L A C T I O N

PERSONAL COMMITMENTT PROCESSES

PERSEVERANCE PROGRAMS

PASSIONATE LEADERSHIP IP PROOF

O R G A N I Z AT I O N A LI N D I V I D U A L

www.whenwomenthrive.net

IT TAKES MORE

THAN GOOD INTENTIONS

FOR AN ORGANIZATION

TO MOVE THE NEEDLE IN

DIVERSITY AND INCLUSION

© MERCER 2016 #whenwomenthrive

S U R V E Y – F R E E T O P A R T I C I P A T E

BENEFITS OF SURVEY PARTICIPATION:

• Contribute to the world’s most powerful predictive research of women in the workplace.

NEXT STEPS:

• Client has the option to purchase a custom benchmark report comparing their responses against our global database of 600+ participants.

• Manager training workshops available to purchase

www.whenwomenthrive.net

B E A P A R T O F I T

@WhenWomenThrive whenwomenthrive.net

wwt@mercer.com “When Women Thrive” LinkedIn Group

© M E R C E R 2 0 1 8 34

IMPLICATIONS FOR YOUR WELLBEING PROGRAMWHERE DO WE GO FROM HERE?

© MERCER 2018

C U L T I V A T E A T H R I V I N G W O R K F O R C E

© MERCER 2017

PERSONALIZE THE EXPERIENCE

UNDERSTAND & SUPPORT THE BUSINESS

BECOME A CULTURE ARCHITECT

© MERCER 2018

C U L T U R E A R C H I T E C TW H A T I S Y O U R R O L E ?

• Identify health risks?

• Educate individuals about their health?

• Reduce health risks, and health costs?

• Design incentives that increase participation rates in your programs?

• Evaluate ROI?

• Uncover human potential?

• Motivate momentum, inspire positive change?

• Improve workforce safety, health & productivity?

• Make connections to the right program or service at the right time to the benefit of the individual?

• Support the organization in attracting and retaining high performing healthy workers?

• Maximize VOI?

© MERCER 2018

E N P R O I N D U S T R I E SC U L T U R E A R C H I T E C T S E X T R A O R D I N A I R E

© MERCER 2018

E N P R O I N D U S T R I E SD U A L B O T T O M L I N E C U L T U R E

© MERCER 2018

U N D E R S T A N D I N G Y O U R P O P U L A T I O N I S C R I T I C A L T O I D E N T I F Y I N G Y O U R S T R A T E G Y

U N D E R S TA N D Y O U R P O P U L AT I O N

BEYOND A TRADITIONAL HRA

Understand your population beyond traditional biometric and health behavior risks

• Health personalities

• Sense of purpose

• Care giving demands

• Employee engagement survey

TALK WITH EMPLOYEES & GATHER DATAON SOCIAL DETERMINANTS OF HEALTH

Determine what employees really want and how they will use it with focus groups

Leverage existing data sources to identify community health and other factors associated

with social determinants of health

INPUTS TO AN INDIVIDUALIZEDSTRATEGY TO IMPACT WELL-BEING

CLUSTER ANALYSISARTIFICIAL

INTELLEGENCE & BIG DATA

Note. See appendix for examples

P E R S O N A S : T A R G E T E D B A S E D O N U N I Q U E N E E D S

S T A R T E R S L O N G - T E R M L O Y A L S S T R I V E R S M A N A G E R I A L

C O R EF R E E

A G E N T S

Provides multiple dynamic lenses to evaluate programs

Builds relevance into all programs to target investments

Foundation for a personalized experience

Sample Personas

Location demographics

Employee demographics Needs Interests Behaviors Communication

preferences

E M P L O Y E E V A L U E P R O P O S I T I O N

Source: Barclays – Money Works (2014); US 2015 data, Integrated Public Use Microdata Series, Current Population Survey: Version 3.0

C H A N G I N G D E M O G R A P H I C S F I V E G E N E R A T I O N S I N T H E W O R K F O R C E

CHARACTERISTICS TRADITIONALISTS BABY BOOMERS GENERATION X MILLENIALS GENERATION ALPHA(BORN AFTER 1995)

Formative experiences Second World WarRationing

Fixed-Gender- rolesRock ‘n’ roll

Nuclear familiesDefined gender roles-particularly for women

Cold WarPost-war boom

“Swinging Sixties”Apollo Moon landings

Youth CultureWoodstock

Family-orientatedRise of the teenager

End of Cold WarFall of Berlin Wall

Reagan/GorbachevThatcherism

Live AidIntroduction of the first PCEarly mobile technology

Latch-key kids; rising levels of divorce

9/11 terrorist attacksPlayStation

Social mediaInvasion of Iraq

Reality TVGoogle EarthGlastonbury

Economic downturnGlobal warming

Global focusMobile devicesEnergy crisisArab Spring

Produce own mediaCloud computing

Wiki-leaks

Percentage in US workforce x% xx% xx% xx% x%Aspiration Home ownership Job security Work-life balance Freedom and flexibility Security and stability

Attitude toward technology

Largely disengaged Early information Technology (IT) adaptors

Digital immigrants Digital natives “technoholics”- entirely dependent on IT, limited

grasp of alternatives

Attitude toward career Jobs are for life Organizational- careers are defined by employers

Early “portfolio” careers- loyal to profession, not necessarily

employer

Digital entrepreneurs- work “with” organizations not “far”

Career multitaskers- will move seamlessly between organizations and “pop-up”

businesses

Signature product Automobile TV PC SmartPhone

Googler glass, graphene, nano-computing, 3D printing, driverless cars

Communication media Formal letter telephone Email and text message

Text or social media

Hand-held or integrated into clothing

Communicationpreference

Face- to-face Face-to-face ideally buttelephone or email if required

Text messaging or email

Online and mobile (text messaging)

Facetime

Preference when making financial decisions

Face-to-face meetings Face-to-face ideally but increasingly will go online

Online- would prefer Face-to-face time permitting

Face-to-face Solutions will be digitally crowd sourced

P O P U L A T I O N P E R S O N A L I Z A T I O ND I F F E R E N T N E E D S F O R E A C H G R O U P

22YEARS OLD

28YEARS OLD

33YEARS OLD

38YEARS OLD

45YEARS OLD

50YEARS OLD

55YEARS OLD 591/2

YEARS OLD

62YEARS OLD 65

YEARS OLD 701/2YEARS OLD

Firsts… job, apartment, car

– benefits/ insurance

Pay off college debt

Get marriedTake on debt for graduate educationFitness/ wellness

Linked by social media

PregnancyTake on a mortgage

Pay for children’s education Focus on

family health (Including

dependents)Pay for

dependent care

Career advancement/ possibly career

transitionsCollege planning

Age appropriate screenings

Eligible to make catch-up

contributionsAging means more visits to

the doctor In-Service WithdrawalsPenalty-free distributionsCaring for

grandchildrenSurgery and

chronic condition

means paying more attention to my health

Able to claimSocial Security

(reduced benefit)Active

volunteering

Eligible for Medicare benefits

Community College courses

Minimum Required Distributions

Health conditions affect day to day

experience

HealthWhat coverage do I need?/How much coverage do I need?/What behavior should I change? What to do with a growing family? What are my long term care/medical costs going to be and how will I pay for these?

Establish and Maintain Healthy Habits(Exercise, Nutrition, Tobacco, etc.)

Preventive Care

Disease and Condition Management

Millennials (25%) Gen X (42%) Baby Boomers (32%) Traditionalist (1%)

Eligible to make catch-up

contributionsPaying for college!

Condition Management (Health Risks like Diabetes,

Weight)

43

A D I G I T A L E M P L O Y E E E X P E R I E N C E

Personalized and authenticated experience displays content relevant to each employee

Dashboards provide snapshots in three main areas (Health, Wealth, Career)

Quick links put frequently-accessed tools, resources, and topics right on the homepage

Second-level dashboards provide additional personalization for employees

44

• Mission & Vision• Is wellbeing reflected?

• Purpose• Do individuals understand their role & purpose?• Can they connect their personal purpose to the organizational purpose?

• KPI’s• How does the organization measure success?• Pattern your KPI’s to support corporate KPI’s

• Managers• Linchpin to success• Cultivate relationship

• Human Performance• How can you measure it?• How can you improve it?

U N D E R S T A N D A N D S U P P O R T T H E B U S I N E S SE A R N A S E A T A T T H E T A B L E …

W E L L - B E I N G XR E I M A G I N I N G W E L L - B E I N G

• A workforce and business strategy not only a benefits strategy

• A state of being (not a checklist of programs) that is determined by physical, emotional, financial, social and environmental, and

purpose influences• Associated with lower health care costs, higher levels of organizational

engagement, lower employee turnover, enhanced performance,

and overall business successC U L T U R E

PHYSIOLOGICAL NEEDS

C O M P E N S A T I O N B E N E F I T S

C A R E E R S W E L L - B E I N G

P U R P O S E

CONTRACTUAL

EXPERIENTIAL

EMOTIONAL

TOTAL REWARDS & HIERARCHY OF NEEDS

C U R A T E A C O M P E L L I N G V A L U E P R O P O S I T I O N

A H O L I S T I C A P P R O A C H T O W E L L B E I N G

© MERCER 2018

83% of energized employees say they can bring their authentic selves to work—can “be themselves in their jobs”

(compared to the overall global result of 68%)

W H A T I S A N E N E R G I Z E D E M P L O Y E E ?H O W D O T H E I R W O R K E N V I R O N M E N T S D I F F E R ? ( G L O B A L )

Understands my unique interests & skills to help me find the best job match

Enables quick decision making (e.g., through simplified approval chains)

Rewards a range of different types of contribution(beyond just financial and activity metrics)

Encourages internal mobility

Offers me flexible work options

Fosters an inclusive culture

Provides me with coaching and development

Focuses on my health & wellness

Actively supports innovation

Promotes collaborative working

49

50

51

52

56

56

56

57

60

64

63

63

63

63

66

68

69

69

73

76

50%

Energized EmployeeGlobal Employee

Average

W H E N W O M E N T H R I V E , CO M PA N I E S T H R I V EI T I S C R I T I C A L TO E N G AG E M E N

B AL AN C E D L E AD E R S H I P

W O R K S W H E N :

Men are engaged and see gender

balance as a win-win

38% are engaged

M E N M AT T E R :• Men control 80% of

executive positions

• They can make a major difference to organizational strategy, work practices and

culture

• Men can be 50/50 partners at home

• Balance can benefit men too!

52%of men believe

there is a strong business case…

W H AT M E N C A N

D O :• Understand the D&I

business case

• Be aware of own biases• Lead by example, speak up

and engage others

• Provide support at home• Sponsor female talent

• Support a diverse talent pool

© MERCER 2018

T H R I V I N GW O R K F O R C E

Diverse and Energized

Inclusive and Growth Focused

Committed to Health & Wellness

C U L T I V A T E A T H R I V I N G W O R K F O R C E

© MERCER 2017

T H R I V I N GO R G A N I Z AT I O N

Business Success

Resilient and Adaptive

Positive Social Impact

T H R I V I N GE M P L O Y E E

Growing and Contributing

Empowered and Connected

Healthy and Energized

H E A LT H W E A LT H C A R E E R

M E R C E R I S A G L O B A L F O R C E O F O V E R 2 1 , 0 0 0 U N I Q U E I N D I V I D U AL S W I T H A PA S S I O N F O R E N H A N C I N G T H E H E ALT H , W E ALT H AN D C AR E E R S O F 11 0 M I L L I O N P E O P L E W O R L D W I D E . W E ’ R E U N I T E D B Y A S I N G L E I D E A – T O M A K E L I V E S B E T T E R T O M O R R O W T H R O U G H A C T I O N S W E C A N TA K E T O D AY

A B O U T M E R C E R

© M E R C E R 2 0 1 8 51

APPENDIXDATA SOURCES FOR STATISTICS CITED

www.whenwomenthrive.net

A B O U T M E R C E R ’ S 2 0 1 7 G L O B A L T A L E N T T R E N D S S T U D Y

© MERCER 2017

5400+employees

1,700+HR professionals

400+executives

20 industriesAgriculture/Forestry

AutomotiveConstruction

Consumer GoodsEducation

EnergyFinancial Services

HealthcareHigh TechHospitality

Insurance/ReinsuranceInternet Based Services

Life SciencesLogistics/Supply Chain

Manufacturing Mining

Professional ServicesRetail

TelecommunicationsUtilities

G L O B A L L Y

670employees

143HR professionals

113executives

U S A

M E R C E R ’ S G L O B A L T A L E N T T R E N D S 2 0 1 8 W H O W E H E A R D F R O M

HR Leaders • All in companies with 1,000+ employees

Employees• 2/5 individual contributors, majority with 6+ years tenure

7,648 VOICES 44 COUNTRIES 21 INDUSTRIESSpecific trends by | Gender Generation Job level Company size Mature vs growth economies

53

66 EXECUTIVES 144 HR LEADERSUSA respondents:

366 EMPLOYEES

Business Executives• Nearly half have been with their company 10+ years

© MERCER 2018 – USA DECK

O U R R E S E A R C H A N D P E R S P E C T I V E SM A K I N G A D I F F E R E N C E I N P E O P L E ’ S L I V E S

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