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Issue 2 2011
Given the critical role that an organization’s sales effort plays in helping it achieve revenue growth, Mercer experts in sales performance discuss how organizations can enhance the effectiveness of their sales forces and how HR can help in that effort.
It’s time for the Next HR Service Delivery Model
Historic shift in executive remuneration worldwide
Getting the most from 360-degree feedback
Issue 1 2011 (1st issue PDF)
Balancing executive remuneration programs
Organizations emphasize leadership as the economy rebounds
Solving the mobility equation
The future of reward and talent management technology: Leveraging your investment for maximum impact
Issue 4 2010 (4th issue PDF)
Preparing managers for productive communication about pay
HR transformation in EMEA
Abandoning pay-for-performance myths in favour of evidence
Media attention and executive compensation: The case of the Netherlands
New study: few business executives understand the return on human capital
Using job evaluation to strengthen human capital management
Issue 3 2010 articles (3rd issue PDF)
Four of Mercer’s mobility experts discuss what has changed and what multinational organizations can expect regarding mobility in the coming years as they face an exciting, but challenging, new international environment.
Roland Ruiz, leader of Mercer’s Human Capital business in Southeast Asia, discusses the challenges of managing human capital in this dynamic region, one that is both culturally and economically diverse.
Mercer compensation experts around the world comment on the latest survey data and offer insights into compensation trends to help organizations plan for 2011 and remain globally competitive.
Learn how organizations in Asia are repositioning themselves for the upturn and are bracing for the talent challenges ahead, including added pressure to deliver improved shareholder returns and to manage the potential escalation of executive remuneration costs associated with retaining and attracting leaders.
Issue 2 2010 articles (2nd issue PDF)
Kimmo Sollo, Mercer’s Human Capital Business Leader for the Nordics and Country Leader for Finland, discusses the challenges of managing human capital in a region with a highly educated workforce, a distinct culture and shifting workforce demographics.
Mercer’s new Future of Talent Management Survey shows that employers – anticipating greater emphasis on talent management and greater competition for key talent – plan to reshape most of their talent programs as the economy shifts out of the recessionary period.
Mercer’s Future of Talent Management Survey highlights leadership as a top priority. Leadership consulting experts Joachim Bohner and Colleen O’Neill explain why and discuss the leadership challenges facing organizations worldwide today.
Kim Seals, Global Leader of Human Capital Operations and Technology Solutions for Mercer’s Human Capital business, discusses new developments in rewards and talent management technology and how to make smart technology decisions that have a greater bottom-line impact.
This article, excerpted from a Mercer Point of View paper, describes new research that explores the demographic challenges and opportunities facing the Canadian oil and gas sector and explains why thoughtful workforce planning is needed to ensure adequate workforce levels with the right skills for the future.
Issue 1 2010 articles (1st issue PDF)
Jason Jeffay and Sue Filmer of Mercer’s Human Capital business discuss the current thinking around career management and the impact of the economic downturn on how organizations approach this aspect of total rewards. They explain why career mapping, as part of a more data-driven approach, can produce better career results for both employers and employees.
Romain Bureau and Jean-Pierre Magot, two of Mercer’s Human Capital business leaders in France, discuss human capital trends and issues in France, including what multinational companies need to understand about doing business in this important market.
An excerpt of an article published in Mercer’s recent anthology, “The Human Capital Agenda in EMEA During Unprecedented Times,” this article discussed current challenges in managing employee mobility globally.
This article details the findings of a recent Mercer survey on key changes and practices in corporate-level incentive programs within the hard-hit financial services industry.
Issue 5 2009 articles (5th issue PDF)
Fermin Diez, Mercer's market development leader for Asia Pacific, discusses why companies need to be concerned with managing and retaining their talent in difficult economic times, how they should identify key talent, and how even those with limited financial resources can retain their best people.
Two of Mercer's senior human capital consultants explain how the global economic recession and the talent surpluses it has seemed to create are simply masking long-term talent shortages - shortages brought on by shifting demographics and aging workforces - that will take center stage again as the economy recovers.
John Dempsey, one of Mercer's top experts on human capital issues in distressed organizations, discusses the challenges facing companies in financial distress, the compensation issues that need to be addressed in different bankruptcy scenarios, and how organizations can handle these difficult situations more effectively.
Three of Mercer's human capital experts in Mexico discuss the challenges of managing human capital in a country that, while thriving on many fronts, has recently felt the impact of the economic downturn and the H1N1 virus outbreak.
Adapted from a presentation delivered at Mercer's recent UK HR Conference, this article explains how executive remuneration should be viewed differently in organizations that are anxious, stressed or distressed, and why it's important to gain the perspective of external shareholders.
Issue 4 2009 articles (4th issue PDF)
This article, an excerpt from Mercer’s new point-of-view paper, explains why human capital planning needs to be front and center in business planning for 2010 – and how to do it effectively.
Mercer has compiled a list of 10 actions that companies should take this year to enhance their prospects of designing an executive remuneration program that drives business performance, secures key talent and withstands public scrutiny.
In this article, Mercer compensation experts globally address some of the top questions that clients are asking as they set their compensation agendas for 2010.
This article is an excerpt from Mercer’s new book, Creating value through people: Discussions with talent leaders, which contains personal and often frank discussions with some of the world’s most captivating and successful leaders, including retired Navy Commander Mike Abrashoff.
Adapted from a presentation delivered by Mercer consultants at the most recent WorldatWork conference, this article explains how organizations can take advantage of improvements in information technology and analytics to more precisely measure the impact of human capital on business results
Issue 3 2009 articles (3rd issue PDF)
Ken Gilbert, head of Mercer’s human capital business in Australia/New Zealand, discusses Mercer’s Workplace 2012 research reports, which offer insights into the challenges facing employers in 2012 and beyond.
Organizational fitness: Sizing your workforce for business success
Three of Mercer’s business leaders in Italy describe current human capital challenges and the impact of the global economic downturn in this dynamic European market.
This article is excerpted from a new Mercer book that gives HR, compensation and finance executives and boards of directors a practical road map for developing and implementing executive incentives that help drive business needs and strategy – and can satisfy new norms of sound corporate governance and transparency.
Issue 2 2009 articles (2nd issue PDF)
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.
Two Mercer consultants who co-authored an article on leadership mobility for the March 2009 issue of the Harvard Business Review discuss the key concepts behind their article and the learnings they hope organizations will take from it.
This article, excerpted from a recent Mercer anthology, considers the direction compensation management is taking in Europe and provides insights into the objectives of European businesses and the value they derive from effective compensation management.
This article, excerpted from a recent Mercer anthology, discusses current trends and issues regarding the use of international assignments, including the impact of the global economic downturn.
Issue 1 2009 articles ( 1st issue PDF)
Mercer’s Jay Doherty discusses the workforce risks that organizations are facing globally and how sound workforce planning – as part of a fact-based approach to human capital management – can help to manage these risks, especially during difficult economic times.
European economies are affected by the global economic crisis in a variety of ways. Simon O’Regan, one of Mercer’s senior business leaders, discusses some of the issues facing organizations in Europe.
This article describes the challenges organizations face as they globalize their HR functions and presents a model that can be used in reshaping the HR function to better support global business success.
Two of Mercer’s business leaders in China discuss the challenges of managing human capital in a market with continuing growth and persistent talent shortages, despite the global economic crisis.
As the economic downturn unfolds, directors and senior management teams are trying to come to grips with the implications for their business and human capital strategies, including executive rewards and talent strategies for the next several years, as well as pay actions for the short term.
Issue 6 2008 articles ( 6th issue PDF)
Pete Foley, PhD, and Patrick Gilbert, PhD, principals in Mercer’s human capital business, discuss why companies are more interested today in analyzing their workforce and how the “say/do” approach is guiding companies toward better workforce decisions and investments.
More than 1,000 organizations globally responded to Mercer’s “Leading through unprecedented times” SnapShot Survey, which paints a vivid picture of the challenges organizations are facing as a result of the current economic turmoil.
Which of the world’s emerging economies are likely to fill the need for talent in today’s hyper-competitive global market? This article from Mercer’s new human capital anthology explains why the obvious answer may not be the right one for all companies.
As the global financial crisis unfolds, directors and senior management teams are trying to come to grips with the implications for their business strategies and their employees. This article explains why organizations should take a balanced approach to executive rewards – one that recognizes external realities while continuing to support the human capital strategy.
Issue 5 2008 articles ( Issue 5 PDF)
Like a car’s dashboard, the intent of the human capital dashboard is to provide important information, all in one place, in an easy-to-read visual display.
Few businesses today can successfully rely on – let alone afford – a one-size-fits-all compensation strategy, as business needs and performance goals typically vary by region, market, business unit or function. The solution: segmentation.
The frontline sales manager is highly critical to sales force effectiveness, yet it remains an underleveraged role in many organizations. Mercer research among Fortune 500 companies suggests that the sales organization could benefit greatly from redefining roles, profiles and capabilities, and designing pay packages in concert with other enabling fundamentals. These represent key areas where HR can bring significant value to the sales effort.
Performance management is central to a business’s operational and bottom-line success. However, many companies are unsure how to make meaningful improvements to their performance management systems. Mercer’s 2008 Performance Management Practices Survey, completed in July by 350 leading US companies, confirms the findings of a 2002 Mercer study that executive commitment and the ability to differentiate performance are critical drivers of overall performance management success.
Alberto Mondelli, Mercer’s market leader for Brazil; Eduardo Jauregui, Mercer’s retirement business leader for Latin America (in transition to become Mercer’s retirement business leader in Southern Europe); and Pedro Pinheiro, leader of Mercer’s information products and solutions business in Brazil, discuss the challenges of managing human capital in this large and fast-growing market.
Issue 4 2008 articles ( Issue 4 PDF)
Padmaja Alaganandan is Mercer’s human capital business leader in India. Here, she discusses some of the more familiar as well as lesser-known challenges of managing human capital in this large and dynamic market.
Although the issue of outsourcing has been in the headlines and on corporate agendas for years, it is no longer a question of “if” but “what now?” … and “what next?”. It is now business as usual and, by most accounts, the new normal
Kim Seals is the global leader of Mercer’s compensation management co-sourcing solution, which helps clients get the most from their internal compensation resources and contribute to their organizations’ overall success, without completely outsourcing the compensation function. Here, she discusses how companies are benefiting from compensation management co-sourcing, where and why this model is being applied, and the keys to a successful co-sourcing partnership.
“Brainpower” is increasingly the key source of competitive advantage for companies in mature economies. Previously determined by physical assets or financial leverage, value today is created primarily by intellectual power – the knowledge and innovation that resides in the organization. So a pressing question facing companies today is how to sustain and grow this competitive advantage, which is created and housed in the minds of its knowledge workers.
With the world of mergers and acquisitions (M&A) now truly global, companies are increasingly seeking targets in far-flung destinations as well as their own backyards. A new survey from Mercer and its sibling firms, Marsh and Kroll, indicates where companies see the greatest risks and opportunities for cross-border M&A activity.
Issue 3 2008 articles ( Issue 3 PDF)
In this article, Sergey Gadetsky and Larisa Muravska discuss the current economic and human capital trends in Russia. Gadetsky leads Human Capital Solutions, Mercer’s affiliate in Moscow, and Muravska leads Mercer’s Information Product Solutions business in Eastern Europe and the Middle East.
A big factor shaping this year’s proxy season – the time of year when the majority of US public companies hold their annual shareholder meetings and disclose required executive compensation information for the previous year – is the slowing US economy.
Organizations around the world are in an unprecedented era of transformation – driven by forces ranging from globalization and outsourcing to an aging workforce and technology advances. Without question, change is the new business norm.
US and Latin American employers are more likely than employers in other regions to be taking or considering talent-related actions in response to the current economic downturn, according to new Mercer research.
Enlightened employers in Spain are starting to understand that the way they reward their staff not only helps them attract and retain the kind of people they need to be successful, but, supported by other peoplemanagement policies, can also have a significant impact on organizational behavior and change.
Managing talent is a topic on every CEO’s agenda in Asia Pacific today. The region plays host to 40 to 50 percent of the world’s workforce, yet the popular belief broadcast in media stories about these hypergrowth markets is that they are facing a severe “talent shortage.”
Issue 2 2008 articles ( Issue 2 PDF)
Charlie Scott, global leader of Mercer’s human capital business, offers insights for managing human capital in an economic downturn – and what is likely to be different this time around.
Excerpted from Mercer’s new anthology on business transformation, this article describes how Philips Oral Health Care effectively used workforce architecture to enhance its marketing function in order to build and sustain the company’s premium brand.
Drawing on various Mercer research efforts in the UK, this article examines the vital role played by middle management in motivating and retaining employees, running operations and, most importantly, growing revenue.
As part of a broad reform effort, the largest public school system in the US overhauled its human resources department, successfully enhancing HR operations and improving human capital management.
The HR landscape in this dynamic region reflects some distinctive economic and cultural realities that are presenting both local companies and new entrants with significant total rewards challenges.
Issue 1 2008 articles ( Issue 1 PDF)
Over the past several years, shared services has become an effective delivery model for countless HR functions around the world.
In many parts of the world, historically state-owned enterprises are transforming to become more business- and market-focused organizations. In this article, three Mercer experts discuss how successful transformation requires significant changes in the HR function and how the organization manages human capital.
Following escalating pay levels and an increased focus on justifying executive pay practices, shareholders in Europe are demanding more comprehensive information on pay levels, compensation package designs and performance assessments for key executives.
Vasco Ferreira is the HR director of Portugal's GALP (Petróleos e Gás de Portugal SGPS, S.A.) Energia, a company founded in 1999 as a result of the restructuring of the energy sector in Portugal. Now Portugal's leading integrated oil and natural gas company, GALP, working with Mercer, launched its "Gearing People for Success" project in 2006 to develop an integrated human resources management model designed to coordinate, consolidate and modernize HR policies and practices across the company.
Issue 5 2007 articles ( Issue 5 PDF)
Accelerating growth and globalization are forcing organizations to identify and nurture leaders who can operate effectively across the organization and, in many cases, across borders. Mercer’s Colleen O’Neill explains how companies can address this daunting challenge.
Employers today want employees who are not just satisfied, but truly engaged in the work and mission of the organization. Mercer research sheds light on global, national and company-specific drivers of engagement.
The European leader of Mercer’s Human Capital business discusses human capital trends and opportunities, including the importance of measuring the impact of human capital investments.
Learn about Mercer’s research on the top global business challenges and the implications for total rewards programs, which are critical to attracting and motivating the talent that is essential for global business success.
Mercer’s Stephen Cahill explains how and why companies should choose more tailored performance measures for their long-term incentive schemes.
Issue 4 2007 articles ( Issue 4 PDF)
In an environment of increasing transparency around executive remuneration, companies must be able to explain and defend their selection of peer groups.
New Mercer research shows how firms are challenged by trade-offs between consistency and flexibility in managing their global compensation programs.
Despite ongoing labor market shifts, Eastern Europe still represents an attractive venue for business investments.
As companies become more diverse and complex, they can allocate reward resources more efficiently and drive business success by aligning their profit models with distinct talent models.
Issue 3 2007 articles ( Issue 3 PDF)
In a recent Mercer survey exploring the relationship between the HR and Sales functions, some very interesting findings emerged. Our research reveals that although establishing a strategic partnership between HR and Sales may seem a distant goal, it is possible...and very important.
Mercer’s 2007 Worldwide Quality of Living Survey revealed that four of the world’s five top-scoring cities for health and sanitation are in North America.
In December 2006, Mercer brought together business and HR leaders from around the world to explore these five issues at the 2006 Mercer Global HR Conference, The effective global workforce. Now Mercer has published an anthology of the same name.
Mercer's Robert A. Bundy discusses a vital aspect of managing the people side of business transactions – one that continues to confound companies.
Foreign investment in the emerging markets of China and India has increased at a mind-numbing pace in recent years, and all signs point to continued inflow of capital and near double-digit growth.
Issue 2 2007 articles ( Issue 2 PDF )
Learn how a workforce architecture blueprint can support a range of changing business needs.
Get a preview of Mercer’s new global study on the changing world of HR.
Mercer experts explain how employers can mitigate the risks of avian influenza.
New French regulation provides an opportunity for enhanced workforce planning.
Learn how companies are creating total rewards strategies that fit their global business and workforce needs.
Proxy statements filed in the US will show the current state and future direction of executive compensation.
Learn how companies globally use this important benefit.
Mercer’s executive training network will offer more than 60 courses across the Asia/Pacific region.
Swiss employees are paid best, according to Mercer’s annual survey of salary levels in 53 countries.
Mercer’s popular M&A Ready™ workshop series for HR professionals kicks off in May.
Issue 1 2007 articles ( Issue 1 PDF)
Mercer’s Jay Doherty explains how companies can make better decisions about where to locate employees and facilities around the world.
Mercer’s 2007 Global Compensation Planning Report shows marked differences in pay-increase plans between mature and emerging economies.
Learn about the critical role human capital will play in creating a leading global financial center based in the Dominican Republic.
Mercer’s Mike Halloran explains how to set incentive plan goals that are fair, motivational and satisfactory to shareholders.
This excerpt from Mercer’s new Point of View paper helps new HR leaders make the most of an important window of opportunity – their first 100 days on the job.
In conjunction with the Compensation Committee Leadership Network (CCLN), Mercer discusses a new approach to the development of long-term incentives.
Learn about a new revision from the Securities and Exchange Commission (SEC) regarding the reporting of options and stock awards.
This new book is a unique guide to recruitment, assessment, retention, compensation and succession issues in private equity.