Articles

Issue 2 2011

How to enhance sales performance

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
Over the past two decades, the HR function has undergone a process of transformation – with varying levels of success. Recognizing the critical linkage between talent management and business success, business leaders are asking their HR functions to play an increasingly strategic role in achieving business objectives.

Historic shift in executive remuneration worldwide
Global growth, regional hotspots and executive talent shortages are leading to a dramatic change – by region – in pay for performance and executive remuneration program design and governance.

Getting the most from 360-degree feedback
Many companies today use multi-source surveys, also known as 360-degree surveys, to support and guide employee development. Capturing feedback from a variety of stakeholders – including self, manager, direct reports, peers and customers – multi-rater surveys can provide valuable insight on an employee’s strengths and opportunities for improvement.

Issue 1 2011 (1st issue PDF)

Balancing executive remuneration programs
Remuneration programs must be competitive enough to attract and retain the right talent, and incentive plans must focus executives on the most critical priorities of the business.

Organizations emphasize leadership as the economy rebounds
Mercer’s new Future of Talent Management Survey, conducted among more than 700 organizations in the US, Europe and the Middle East and Africa, highlighted leadership as a top priority and top area of concern.

Solving the mobility equation
Rick Guzzo and Haig Nalbantian discuss the key concepts behind their March 2009 article Making Mobility Matter, that appeared in Harvard Business Review, and the learnings they hope organization will take from it.

The future of reward and talent management technology: Leveraging your investment for maximum impact
Kim Seals discusses new developments in rewards and talent management technology and how to make smart technology decisions that have a greater bottom-line impact.

Issue 4 2010 (4th issue PDF)

Preparing managers for productive communication about pay
For many managers, communicating about compensation is an uncomfortable part of the job, and today's austere budgets aren't making the task any easier.

HR transformation in EMEA
Over the summer of 2010, Mercer conducted the HR Transformation Survey, which examined the new realities facing HR in both the mature and the emerging markets of Europe, the Middle East and Africa region.

Abandoning pay-for-performance myths in favour of evidence
Interview with Brian Levine and Colleen O'Neill.

Media attention and executive compensation: The case of the Netherlands
The subject of executive compensation receives significant media attention, but academic research on the role and effects of media attention on executive compensation has been sparse.

New study: few business executives understand the return on human capital
Business leaders frequently state that people are their greatest asset - but in reality, very few of them have the evidence to back up their claim.

Using job evaluation to strengthen human capital management
As companies strive to compete in a global environment, some struggle to manage or even understand their talent that is often far flung around globe or highly specialized.

Issue 3 2010 articles (3rd issue PDF)

Mobility at a crossroads

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.

Managing human capital in Southeast Asia

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.

Compensation 2011: Global strategies for five critical planning questions

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.

Executive remuneration in Asia: Providing the right motivation and rewards for the economic upturn

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)

Managing human capital in the Nordics

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.

Employers are reshaping talent management programs as economy shifts toward growth

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.

Organizations emphasize leadership as the economy rebounds

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.

The future of rewards and talent management technology

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.

The talent crisis in the Canadian energy sector

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)

Rethinking career management in a changed business environment

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.

Managing human capital in France

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.

Global mobility: Talent management in a new world

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.
 

Survey results: Executive pay plans in the financial services industry

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)

Managing talent after a downsizing

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.

Why workforce planning still matters

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.

Dealing with financial distress

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.

Managing human capital in Mexico

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.

Stress test: Executive remuneration and organizational context

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)

Human capital planning 2010: Resetting the talent and rewards agenda 

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.

10 for 2010: Actions for achieving executive remuneration success in 2010

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.

Compensation decision 2010: Difficult questions; expert insight

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.

It’s your Navy: On clarity, metrics, communications

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.

The future of total rewards: Analytics to action

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)

Workplace 2012: Beyond a global financial crisis

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
In responding to current economic pressures, organizations need to make thoughtful decisions about sizing their workforces for business success and keep the organization fit to respond to the recovery when it comes.

Managing human capital in Italy

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.

Pay for performance today

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)

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.
 
Solving the mobility equation

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.

Maximizing compensation management effectiveness: What European organizations are telling us

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.

Smart moves: Making the most of international assignments

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)

Reducing business risk through effective workforce planning

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.

Europe feels impact of global economic turmoil

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.

Raising its game: HR transforms to play a central role in global business success

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.

Managing human capital in China

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.

Weathering the storm: Equity compensation actions for 2009

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)

Improving workforce insights through ‘say/do’ analysis

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.

Organizations globally respond to Mercer’s ‘unprecedented times’ SnapShot Survey  

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. 
 
A question of quality: Assessing workforce potential in emerging economies  

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.
 
The new executive remuneration paradigm  

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)

Improving human capital management through dashboards

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.

Segmentation frequently used in total rewards programs globally

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.

Helping the sales organization succeed

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.

New study highlights current performance management practices

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.

Managing human capital in Brazil

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)

Managing human capital in India

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.

Why HR outsourcing always means transformation

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

Improving compensation management through co-sourcing

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: Rewarding knowledge workers

“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.

New study examines M&A risks, opportunities globally

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)

Managing human capital in Russia

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.

Mercer identifies 2008 CEO pay trends in the US

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.

Accelerating business change through effective communication

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.

Employers take varying responses to economic downturn

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.

The future of compensation in Spain: Market trends

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.

Talent management in hypergrowth markets

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)

Steady as you go

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.  

Building the brand through better talent management

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.  

Managing the middle: Engaging an overlooked talent segment

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.  

Transforming HR at the New York City Department of Education

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.  
 

Total rewards challenges in the emerging markets of the Middle East

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)

Finding your place on the HR shared services continuum

Over the past several years, shared services has become an effective delivery model for countless HR functions around the world.

Transforming human capital management in state-owned enterprises

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.

Executive compensation disclosure in Europe

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.

An interview with Vasco Ferreira

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)

Building your global leadership pipeline

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.

Engaging employees to drive global business success  

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.

Human capital challenges: An interview with Greg Cornish

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.

Global business challenges: The impact on total rewards

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.

Moving beyond EPS and relative TSR as performance measures

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)

Responsible peer group selection: Identifying appropriate peers for assessing executive pay

In an environment of increasing transparency around executive remuneration, companies must be able to explain and defend their selection of peer groups.

Multinational firms strive to balance global and local compensation design and administration

New Mercer research shows how firms are challenged by trade-offs between consistency and flexibility in managing their global compensation programs.

Labor arbitrage advantages still exist in Eastern Europe

Despite ongoing labor market shifts, Eastern Europe still represents an attractive venue for business investments.

Beyond ‘one size fits all’: Driving business performance through talent segmentation

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) 

How HR can become a true strategic partner of Sales

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 issues 2007 Worldwide Quality of Living Survey

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.

Mercer publishes anthology on ‘The effective global workforce’

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.

Create cultural change to support a business transaction

Mercer's Robert A. Bundy discusses a vital aspect of managing the people side of business transactions – one that continues to confound companies.

China and India: Opportunites and challenges in emerging markets

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 )

Translating business strategy into workforce infrastructure

Learn how a workforce architecture blueprint can support a range of changing business needs.

HR Transformation Study yields large response in Asia

Get a preview of Mercer’s new global study on the changing world of HR.

Prepare your company for a global pandemic

Mercer experts explain how employers can mitigate the risks of avian influenza.

Companies in France must respond to labor regulation

New French regulation provides an opportunity for enhanced workforce planning.

Is it a small world when it comes to total rewards?

Learn how companies are creating total rewards strategies that fit their global business and workforce needs.

2007 proxy season expected to reveal many changes

Proxy statements filed in the US will show the current state and future direction of executive compensation.

Mercer publishes global car policies report

Learn how companies globally use this important benefit.

Mercer College announces 2007 learning opportunities

Mercer’s executive training network will offer more than 60 courses across the Asia/Pacific region.

Mercer tracks salary differentials globally

Swiss employees are paid best, according to Mercer’s annual survey of salary levels in 53 countries.

Are you M&A ready?

Mercer’s popular M&A Ready™ workshop series for HR professionals kicks off in May.

Issue 1 2007 articles ( Issue 1 PDF)

Improve your global labor deployment decisions

Mercer’s Jay Doherty explains how companies can make better decisions about where to locate employees and facilities around the world.

Survey reveals 2007 pay-increase plans

Mercer’s 2007 Global Compensation Planning Report shows marked differences in pay-increase plans between mature and emerging economies.

An interview with Gaetan Bucher of CEFINTE

Learn about the critical role human capital will play in creating a leading global financial center based in the Dominican Republic.

Incentive plans goal setting: new challenges, new approaches

Mercer’s Mike Halloran explains how to set incentive plan goals that are fair, motivational and satisfactory to shareholders.

HR leaders must capitalize on their first 100 days on the job

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.

Creating a new performance mindset

In conjunction with the Compensation Committee Leadership Network (CCLN), Mercer discusses a new approach to the development of long-term incentives.

SEC modifies new US executive compensation disclosure rules

Learn about a new revision from the Securities and Exchange Commission (SEC) regarding the reporting of options and stock awards.

Mercer contributes to new Human Capital in Private Equity book

This new book is a unique guide to recruitment, assessment, retention, compensation and succession issues in private equity.