Last updated: 24 September 2009
In the last few years, significant changes have taken place in Europe, Middle East and Africa (EMEA). On this dedicated site, Mercer consultants present today’s challenges and tomorrow’s opportunities based on recent research, interviews with industry leaders and many years of consulting experience in the region. Articles touch on a wide range of human capital trends and topics affecting businesses throughout EMEA, from the mature markets of the UK and Western Europe to the emerging markets of Eastern Europe, Turkey and the Middle East.
The articled below should be of interest to multinational organisations operating in this complex and dynamic region. Download articlesClick on the titles below to view articles.
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HC management strategy and planning for testing economic times - 4 November 2008 |
Leadership and talent assessment: Know your bench strength
In today's fast-moving business world, your most powerful assets are your people and your leaders. Only with the right leadership and the appropriate talent can organisations design and execute strategies, face the challenges of globalisation and capitalise on growth opportunities.
Sue Filmer, Dagmar Wilbs, Renato Dorrucci, Jim Matthewman
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The growing challenge of global leadership and talent development - 13 March 2008 |
Executive remuneration: What's happening in Europe
Organisations across Europe are feeling increased global pressure to justify executive pay practices, as shareholders demand more comprehensive information on the pay assessment for key executives - especially in the current ecenomic environment. To respond to these requirements, European companies have to ensure that their executive remuneration programmes are responsible, defensible and aligned with their business strategy. This article reviews the latest executive pay trends in Europe and provides a framework for executive decision making to govern future pay decisions.
Piia Pilv, Mark Hoble, Diane Doubleday
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Executive Remuneration: What's happening in Europe - 1 July 2008
The impact of economic turmoil on the remuneration practices of Financial Services companies - 19 November 2008 |
Developing a performance-based culture: A new look at the psychological contract
After a period of sustained economic growth many organisations will evolve a relationship with employees that can be characterised as the traditional psychological contract - promising job security and stability. However, this model is called into question when organisations face a downturn in business performance and need to take a hard look at costs and productivity. The fundamental nature of the psychological contract or employee value proposition is called into question. The high-performance organisation anticipates these challenges and operated using a more dynamic psychological contract - one that is performance-based and empowering of employees.
Patrick Gilbert, David Tong, Maria Dodd
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Engaging employees to drive global business success - 24 January 2008 |
The future of rewards: What employees really want
A major change in Europe, at least in the UK and the developed economies of the European Union, is the increasing sophistication of the workforce and its growing demand for choice. People today face so much choice as consumers, even with respect to brands of water, that they have become very selective and confident in exercising that choice.
David Conroy, Jennifer Hall, Mark Bonsells, Kimmo Sollo
The management challenge of Generation Y
Jim Matthewman, Mercer's EMEA leader for workforce strategies, and a selection of Generation Y consultants set out a point of view on how this new, vibrant cadre will need to be managed.
Jim Matthewman, Melanie Winsper
Maximising compensation management effectiveness: What European organisations are telling us
Given current business, talent and budget pressures, European organisations today are taking a closer look at their approach to compensation management. Senior management is pressing for higher returns not only in compensation, but also on the entire investment in human capital.
David Wreford, Kim Abildgaard, Priyanka Rai
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Compensation management: What European organisations are telling us - 7 May 2008 |
Executive compensation disclosure in Europe: Responding to increasing scrutiny
Following escalating pay levels and an increased focus on justifying executive pay practices, shareholders in Europe are demanding more comprehensive information on the pay levels, compensation package designs and performance assessments for key executives. This article provides a brief overview of the EU Commission Recommendations on disclosure practices across Europe, anticipated changes over the coming years, and steps required to becoming disclosure-ready.
Velma Roberts, Benjamin Sada, Bernd Thomaszik, Bruno Fourage
Labour arbitrage advantages still exist in Eastern Europe
Following the accession of eight Eastern European countries to the European Union (EU), these countries have become very attractive destinations for direct foreign investments and, in particular, for the establishment of service support centres as European Union norms have been implemented there. For instance, during the past three years, hundreds of companies have moved support operations from Western countries to the Czech Republic, Hungary, Poland, Romania and Bulgaria.
Cameron Hannah, Andrzej Narkiewicz, Martin Macha, Hakan Hizar
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Labour arbitrage advantages - Is Eastern Europe still a hotspot? - 21 November 2007 |
Total Rewards challenges in the emerging markets of the Middle East
The economies of countries in the Middle East have been experiencing significant growth, driven mainly by revenues from rising oil and gas prices. Governments and locally owned private companies are investing in major new infrastructure projects, while multinationals are establishing operations or creating strategic alliances with partners in the region. However, the HR landscape in this emerging region reflects some distinctive economic and cultural realities that present both local companies and new entrants with significant total rewards challenges.
Paul O'Malley, Tom O'Byrne, Simon Blanford, Markus Wiesner
Mercer College in Middle EastMercer College Middle East is our management education unit in the Gulf Region. Similar to a business school, Mercer College offers leadership and human capital training programs across the Middle East. We aim to help business leaders and HR professionals to enhance their personal and business capabilities.
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Mercer Europe/EMEA mini sites
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New people tactics for new business challenges |
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Press ReleaseMartin Meerkerk appointed new head of human capital business in Europe and Middle EastRead more |
Web briefings you may have missed... |
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Organisational fitness: Sizing the workforce for business success 30 April 2009
The impact of economic turmoil on the remuneration practices of Financial Services companies 19 November 2008
Human Capital management strategy and planning for testing economic times 4 November 2008
Executive remuneration: What’s happening in Europe 1 July 2008
Compensation management: What European organisations are telling us 7 May 2008
The growing challenge of global leadership and talent development 13 March 2008
Engaging employees to drive global business success 24 January 2008
Labour arbitrage advantages - Is Eastern Europe still a hotspot? 21 November 2007 |
Europe/EMEA related resources
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Executive Remuneration Perspective
Executive Remuneration Guides (MERG)
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