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.

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 Managing human capital in Turkey

Hakan Hizar, Mercer’s human capital business leader in Turkey, and Sibel Yucesan, country head for Mercer in Turkey, discuss the challenges of managing human capital in this emerging market.

 Evolution of human capital management in EMEA: A growing respect for the hard value of soft assets

In the last three to five years changes have happened in EMEA. In these dynamic geographies, where perhaps differences outnumber similarities, there are some key common threads weaving through: cross-border growth, softening economies, talent shortage, increased awareness of human capital issues and a growing contribution from HR. What's behind the recent growth, what are the potential pitfalls, and how can HR ensure a place at the executive table?

 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 

 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 

 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 

 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 

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  

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   

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