-
- Global - English
-
- Argentina - Spanish
-
- Austria - German
-
- Belgium - English
-
- Brazil - Portuguese
-
- Canada - English
-
- Canada - French
-
- Chile - Spanish
-
- Colombia - Spanish
-
- Denmark - Danish
-
- Finland - English
-
- France - French
-
- Germany - German
-
- Hong Kong SAR - English
-
- India - English
-
- Indonesia - Indonesian
-
- Ireland - English
-
- Italy - Italian
-
- Japan - Japanese
-
- Jordan - English
-
- Malaysia - English
-
- Mexico - Spanish
-
- Netherlands - Dutch
-
- New Zealand - English
-
- Norway - Norwegian
-
- Oman - English
-
- People’s Republic of China - Chinese
-
- Peru - Spanish
-
- Philippines - English
-
- Poland - Polish
-
- Portugal - Portuguese
-
- Saudi Arabia - English
-
- Singapore - English
-
- South Africa - English
-
- South Korea - Korean
-
- Spain - Spanish
-
- Sweden - Swedish
-
- Switzerland - English
-
- Taiwan - Chinese
-
- Thailand - Thai
-
- Turkiye - Turkish
-
- United Arab Emirates - English
-
- United Kingdom - English
-
- United States - English

Making work 'work'
-
Meet your host:Cynthia CottrellWorkforce Solutions Leader, Pacific
In this podcast, Mercer thought leaders, industry experts and business visionaries share big ideas and best practices to help you transform your organisation, build great workplaces and shape a more equitable and sustainable future – a future where work ‘works’ for everyone.
Making work ‘work’ is a podcast from Mercer Workforce Solutions.
Latest episodes
Episode 21: The AI balancing act: Navigating hype, anxiety, and opportunities in the workplace
Host:
Cynthia Cottrell
Workforce Solutions Leader, Mercer Pacific
Guest:
Are we still in the hype phase, or have organisations come to peace with AI? In this episode, host Cynthia Cottrell and Mercer’s Global Business Solutions and Innovation Centre Leader, Jean Martin, explore AI in the workplace – in both its current and potential future state.
Cynthia and Jean discuss the ‘productive anxiety’ that HR executives grapple with as AI continues to evolve, which gives rise to uncertainty on how to effectively leverage the technology. This leads to discussion about the challenges and opportunities that come with AI adoption, including the risks of overestimating AI's capabilities and concerns around data privacy.
They also talk about the role of AI agents, the importance of redefining human potential within organisations, and HR's role as custodians of both AI and employee data.
The episode wraps up with an exciting preview of Mercer’s People Insights platform and AI-based job matching and grading tools, which promise to revolutionise HR functions.
Tune in for ideas and considerations when it comes to using AI in your workplace.
Episode 20: Salary and benefits trends 2025: The tide is turning in favour of employers
Host:
Partner, Workforce Solutions, Mercer
Guest:
Don Barrera, Client Engagement Manager, Digital & Insights, Mercer Pacific
Drawing insights from the latest releases of Mercer’s Total Remuneration Survey (TRS) and Australian Benefits Review (ABR), this episode highlights a shift in job market dynamics, where salary budgets are stabilising and employers are regaining power as hiring slows and turnover rates decline.
Tune in to hear more about:
- Shifting power dynamics: Why employers are regaining control in the job market and what they are doing to keep their people engaged and motivated.
- Salary budget forecasts: Employers plan a 3.6% allocation for merit raises in 2025, down from 3.8% in 2024.
- Employee benefits: Flexibility is key, with 89% of organisations offering flexible work arrangements. Some are now being creative in their approach to flexibility.
- Incentives for retention: Organisations are focusing on comprehensive compensation packages, including performance-based bonuses.
- Upskilling and development: 60% of organisations are now offering learning and development for the entire company. Learn what training topics are trending.
Episode 19: HR: From personnel department to leaders in AI activation
Host:
Partner, Workforce Solutions, Mercer
Guest:
In this episode, Andrew Lafontaine, Partner and Workforce Solutions leader at Mercer, and Shane O'Neill, host of the HR Community Podcast, talk about Andrew’s 25-year career journey from teaching degree graduate to his current role as Partner for Mercer Pacific. The conversation focuses on how the HR industry has evolved, its challenges, opportunities and innovations.
Tune in to learn more about:
- The evolving role of HR: how HR is transitioning from being an administrative function to strategic partners that drive business outcomes.
- Human insights matter: the critical role of consultants in providing ethical guidance, cultural insights, and change management expertise that AI cannot replicate.
- Why HR professionals must become digital natives, leveraging AI tools to enhance decision-making and improve organisational efficiency.
- Strategies for creating tailored employee experiences that address mental health, diversity, and work-life balance in today’s workforce.
This conversation was originally published on the HR Community Podcast: https://thehrcommunitypodcast.buzzsprout.com/
Episode 18: From automation to augmentation: Sharing the productivity gains from AI
Host:
Workforce Solutions Leader, Pacific
Guest:
The goal of AI is not to replace workers but to create a new constellation of jobs and skills. In this episode, Cynthia and Ravin, discuss the importance of organisations understanding how AI can substitute, augment, and transform work and being intentional in their approach to AI to ensure its ethical implementation.
They highlight the value of designing work in a way that democratises access to AI and allows for the productivity gains from AI to be shared equitably with employees.
By leading with the work, being adaptable and becoming AI fluent, business and HR leaders can navigate the transformative era of AI and create a work environment that harnesses the full potential of employees while prioritising their well-being and growth.
“Leaders should educate themselves and their workforce about AI, its potential, and how it can transform work.” Ravin Jesuthasan, Global Transformation Leader, Mercer
“As an optimist, I believe in the power of technology to augment human performance. I see AI as a tool that can unlock sustainable performance, with humans at the forefront.” Cynthia Cottrell, Workforce Solutions Leader, Mercer Pacific
Tune in to learn more about:
- The new opportunities and jobs created by AI and the potential talent gaps
- Being proactive in preparing for the future by educating the workforce about AI, experimenting with AI tools within safe zones and incorporating AI into work design
- The role of HR leaders in driving the upskilling and reskilling to efforts to adapt to the changes brought about by AI
- Democratising access to AI and ensuring that the productivity gains are shared equitably.
Episode 17: Test, learn, adapt: Skills-powered transformation at Arcadis
Host:
Workforce Solutions Leader, Pacific
Guest:
Global Capability & Workforce Readiness Director at Arcadis
Imagine a company where every employee, regardless of their location, has equal access to learning opportunities, career growth and experiences. A company where the ability to solve client problems and deliver a differentiated service is amplified by the diverse expertise and perspectives of a connected global network of skilled employees.
Join us in this episode as we dive into the world of skills-powered organisations (SPOs) with Amy Baxendale, Global Capability & Workforce Readiness Director at Arcadis. With 36,000 employees in over 30 countries, Arcadis embarked on their journey to become a SPO nearly two years ago. Amy, who is spearheading this transformation, shares the valuable lessons she has learned along the way and the secrets behind their transformation journey.
Insights for HR leaders in this episode
- Importance of skills in the future of work and benefits of skills-powered model
- Key challenges and considerations when implementing a skills-powered approach, such as ensuring privacy and data protection, integrating with existing technology and effectively managing change
- Importance of collaboration between the organisation, technology partners and change management
- Conditions for a successful journey, including strong leadership support and stakeholder engagement
- Test and learn phases and the need for flexibility and continuous adaptation
- Effective strategies for driving change and facilitating communication throughout the transformation process
- Practical suggestions for organisations considering a similar transition.
Ready to unlock the power of skills in your organisation? Tune in now and take the first step towards your transformation today.
Episode 16: Transferable skills: What can a former rugby captain and an artist teach organisations?
Host:
Senior Associate, Workforce Transformation, Mercer Pacific
Guests:
Dean Mumm
National Manager, Corporate Sport, Marsh Australia
Georgina Lee
Principal, Employee Experience & Culture, Mercer Pacific
In a world where technology is advancing at an unprecedented pace, the demand for skilled talent is reaching critical levels. As HR leaders and practitioners, it's crucial to address these skills shortages and find innovative ways to retain and develop top talent.
In this episode we delve into the career journeys of a former rugby captain and a talented artist. Through their unique experiences and unconventional paths, we uncover valuable insights that will inspire you to reimagine your talent model, skills development program, and employee value proposition.
Discover how transferable skills can bridge the gap between industries and roles and unlock untapped potential within your organisation.
Episode 15: Get ready for workforce 2.0 - Global talent trends 2024
Host:
Workforce Solutions Leader, Pacific
Organisations in every industry are looking for ways to increase productivity. But rising levels of employee burnout and a decline in trust show the potential cost. Could AI be the answer?
We had over 12,000 C-suite executives, HR directors, employees and investors contribute to our Global Talent Trends 2024 study and we their input helped us uncover four trends that are shaping the people agenda this year:
- Human-centric productivity (3:32)
- Equitable work practices (10:40)
- Ready and resilient workforces (20:55)
- Digital-first culture (30:19)
We explored each of these trends in a recent webinar attended by over 400 HR and business leaders. You can listen to the insights here or watch the replay.
“To ensure that the Australian workforce truly benefits from the gains of AI, we have to shift the productivity discussion from doing more with less to doing work with less effort.” Cynthia Cottrell,
Workforce Solutions Leader, Mercer Pacific
Episode 14: Understanding the Gender Pay Gap: Insights and Strategies for HR leaders
Host:
Principal Transformation Consultant, Mercer
Guests:
Lang Ip
Principal, Workforce Analytics, Mercer
Anne Le Blanc
Senior Principal, Diversity, Equity and Inclusion Lead, Mercer
Do you want to build more confidence around your organisation’s pay decisions? In this episode, Mercer Workforce Solutions leaders discuss the factors contributing to the gender pay gap and share practical interventions to help close it.
They explore an always-on approach to diversity and inclusion which promotes a more inclusive and equitable workplace. The conversation covers:
- Challenging the notion that workforce composition and diversity in senior management positions are the sole solutions to closing pay gaps.
- The role of data and workforce analytics in identifying and addressing pay disparities.
- Ongoing monitoring of pay gaps to ensure progress and prevent the gaps from resurfacing.
- Tackling the challenge of rectifying past inequities.
- Leveraging AI to reduce bias and create a fair and equitable environment for all.
- How talent marketplaces can help provide a level playing field for all employees.
Tune in and take a step towards closing the gender pay gap.
In this episode, Mercer’s Paul Hennessy, Australian Sales Leader and Dean Tulloch, Leadership & Talent Practice Leader discuss the links between effective leadership and organisational success. They explore the leadership behaviours that bring out the best in teams and the need to set clear expectations to build a stable foundation for collaboration.
The discussion also delves into the challenges of succession planning and offers insights into how organisations can plan a smooth transition of leadership. They also cover the importance of having the right people and organisational design to execute strategies successfully.
The conversation further highlights the role of cultivating a culture of transformation and the need for consistency in implementing change initiatives.
These insights will provide valuable guidance for leaders and organisations striving for growth and success.
Topics covered:
- Leadership behaviours that bring out the best in teams;
- The importance of working with diverse teams;
- Addressing the challenges of succession planning;
- The need for the right people and organisational design to execute strategies;
- Culture transformation and the importance of consistency in implementing change.
To end the first season of Making Work ‘Work’, we revisit the question posed in the first episode: How do we make work lovable? Join our podcast host and leader for Mercer Workforce Solutions in the Pacific, Cynthia Cottrell, and Andrew Lafontaine, a Partner in the transformation business as they unpack the year.
They discuss the concept of flexibility in the workplace, the challenges and tensions that come with it, and how to create a positive work experience for all employees.
They also talk about the impact of the pandemic on work dynamics and the need for organisations to design jobs that work well in a hybrid work set up. The conversation also covers the issue of burnout and disengagement in the workforce, with a focus on the importance of creating a supportive and inclusive work environments.
They conclude by exploring a skills-first approach in creating lovable jobs and career pathways within organisations, highlighting the benefits for both employees and employers in terms of career development and strategic workforce planning.
Tune in to discover ways to make work more enjoyable and fulfilling for your people in 2024.
Creating Lovable Work in 2024 - Reflections from season 1 of Making Work ‘Work’
-
03:00 - A flexible mindset to when, where and how we workAndrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer New Zealand is placing his big bet on a flexibility reset. He says this requires trade-offs and incentives. A live poll of webinar participants found 85% would sign up for a four-day week even if it required them to be in the office three days a week – and Andrew says that’s the sort of mindset shift that’s needed to encourage in-person collaboration and innovation.
-
11:12 - Culture is key to unlocking positive employee experienceMay Lee, Employee Experience and Culture Leader, Mercer Pacific, has highlighted the importance of effectively managing the risks that come with new ways of working and ensuring equal access to flexibility across various roles. It is crucial to recognise that many workers often lack the privilege of choosing their work location and schedule. Therefore, the employee value proposition should strive to establish a culture rooted in trust by implementing a consistent and fair approach.
-
18:40 - The new shape of work requires new approaches to rewardsChi Tran, Head of Market Insights and Data, Pacific, says a new approach to rewards is inevitable. Greater cost scrutiny, talent turnover issues and changes to gender pay disclosure next year in Australia will impact total remuneration practices. Retention will be a focus, which means prioritising employee benefits around career paths, reskilling and upskilling.
-
26:17 - Organisations will accelerate a shift to skillsThe big bet for Anne Le Blanc, Senior Principal, Workforce Solutions, Mercer Pacific, is on solving the talent shortage by building skills from within. One of the top challenges for companies is lack of workforce capability and skills development is a cost-effective way to grow the skills internally as well as being a lever for retention.
-
36:10 - AI will be the best employee you hire in your HR team in 2024Jared Cameron, Principal Digital HR and Technology, Mercer New Zealand, said that in just 12 months, generative AI has become part of everyday work for many organisations and highlighted that the use cases for AI in HR go well beyond efficiency gains from writing job descriptions. As we dial up the complexity of what AI can do, he sees potential for more personalised learning and better insights into employee experience. But to leverage AI companies will need a strong foundation with data on talent skills, careers and job architecture.
-
44:49 - The audience makes their bet
-
50:40 - Questions from the audience
In this interview, Cynthia Cottrell welcomes David Guazzarotto, Leader for our Digital HR and Technology Advisory practice, and an authority on digital transformation for the workforce and reimagining HR for the digital age. They discuss the landscape of HR transformation, particularly in the context of generative AI and technology advancements. The conversation centres on the impact and immense potential that technology offers HR and the workforce.
Five key takeaways from the interview:
- Opportunities and challenges for HR in the age on generative AI: Nearly 75% of surveyed companies by the World Economic Forum are expected to adopt generative AI. Mercer's global Talent Trend study also highlights that executives' top priorities include redesigning work for agility which will require them to re-design their HR function.
- Human-centric approach: David emphasises the importance of being "digital" rather than just "doing digital." HR should focus on understanding the needs of employees and aligning technology to enhance their experience and productivity.
- Redefining work: Around 60% of current jobs didn't exist in the 1940s, showcasing the need for reskilling and adaptation to new roles. HR's role is to lead organisations through this change and identify critical future skills for the digital age.
- Transformation challenges: Around 80% of HR tech projects fail to achieve intended ROI or solve business problems. David emphasises that organisations should focus on problem-solving rather than adopting technology for its own sake.
- Strategic intent: David's recommendations for organisations include starting with a people-centric approach, embracing digital transformation as a cultural shift, and taking intentional steps toward technology adoption aligned with the organisation's strategic agenda.
-
“You can't just do digital, you can't just have technology be an adjunct to what we do, we shouldn't throw it over the fence to our IT folks, we should really own it and understand how we can use the technology to drive and help us be a great strategic function that HR could and should be.”- David Guazzarotto, Leader for Digital HR and Technology Advisory practice, Mercer Pacific
-
"80% of projects in the HR Tech space fail. We need to get better at that. And the only way we're going to do that is to stop pushing the technology at everything. I think the opportunity for us and what I like personally working with clients is to help them really understand what is their strategic agenda?"- David Guazzarotto, Leader for Digital HR and Technology Advisory practice, Mercer Pacific
-
"This is an amazing opportunity for HR to help the organisation think about work differently and bridge that gap between what it means to do work in this new era of AI."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
Women continue to be underrepresented in STEM fields. Learn how Techgirls is nurturing your talent and helping bridge the gender gap.
Did you know that in Australia, the number of software engineers outnumbers plumbers, hairdressers, or baristas1? Despite this, only 15% of Australia's STEM skilled workforce are women2, a stark contrast to the nearly 50% female participation in the broader workforce.
Today, we delve into the efforts to bridge this gender gap in STEM fields. Our host, Cynthia Cottrell, shares her experiences as a woman in STEM, reflecting on the challenges she faced as one of the few females in her systems engineering major over 25 years ago. To shed light on empowering the next generation of girls in STEM, Cynthia sits down with Jenine Beekhuyzen, the visionary founder of Tech Girls Foundation. This remarkable organisation is on a mission to inspire young girls to pursue STEM careers through innovative initiatives and programs.
In this captivating conversation, Cynthia and Jenine underscore the importance of female role models and how witnessing successful women solving significant problems in STEM can ignite a spark of inspiration in young girls. They emphasise the need to create a supportive community that nurtures young talent and explore the role organisations play in promoting diversity and inclusion in their workforces so that everyone can achieve their potential, or as Jenine says, bring their 'awesomeness' to work.
Here is a condensed version of the conversation – it’s been edited for clarity and concision.
Cynthia Cottrell: Today we're going to explore a workforce challenge that is near and dear to my heart, and it represents the life’s work of my guests today. The topic is women in STEM.
Australia's STEM skilled workforce significantly lacks female representation, with only 15% of women compared to nearly 50% in other industries. This underrepresentation is concerning, especially as tech jobs have grown at a rapid rate since the mid-1980s, comprising a significant portion of the workforce.
The hyper digitalisation of everyday life, along with the increasing prevalence of low code or no code tools, indicate that STEM skills will be essential for most individuals, regardless of their roles.
Partner, Workforce Solutions Leader, Mercer
On a positive note, there has been a 24% increase in the number of women enrolling in STEM courses at universities between 2015 and 2020, outpacing the 9% increase among men. We are seeing the right trajectory of building the pipeline of females who could go on to take STEM qualified jobs.
But we must ask if this progress will be sufficient to bring about a significant change. As a mother of two girls, I'm particularly invested in seeing more females taking on STEM roles. I am aware that my daughters are fortunate to have both parents with engineering degrees, making STEM discussions normal in our household. Yet, I know this is not the case for many girls, who may find themselves in the minority when it comes to their studies, interests, or hobbies in STEM.
To address this issue, Mercer is working with the Tech Girls Movement Foundation, supporting initiatives and programs that aim to cultivate future female STEM leaders. The Techgirls envisions a society where girls confidently lead in STEM entrepreneurship and contribute to their communities and the economy. Today, we have the privilege of speaking with the founder of the Tech Girls Movement Foundation, Jenine Backhausen. Welcome to the podcast, Jenine.
Jenine Beekhuyzen: Thank you, Cynthia. I love the story about your family, and I'm putting your girls on the list of our recruits for next year.
Cynthia Cottrell: Please do. I'll let them know.
Jenine, tell us a bit more about your background. You know what attracted you to the field of STEM careers and what drove you to create the Techgirls Movement 10 years ago?
Jenine Beekhuyzen: Thanks, Cynthia. You are an incredible role model for your girls. Your girls are fortunate, they can see you doing these incredible things, solving problems that are important. Role models are critical, if you can't see it, you can't be it.
In my experience, having those role models, having mentors, having people to show pathways that we may not have seen otherwise, is really important. I've had many role models and mentors who paved the way for me to be here, and I wouldn't be here without them. Certainly, I have technical skills, I have abilities to solve problems in our communities and I encourage the community of young people to do the same. But I’m building on the back of other people in front of me who have shaped the world with technology.
There are so many interesting technologies in the world today, how can we use them for good? That's really what Techgirls is about, using technology for good and finding problems in our community and encouraging young people to be empowered and courageous and solve problems where others haven't done before them.
Techgirls has a focus on finding problems in our community and encouraging young people to be courageous and solve problems with technology.
Founder and CEO, Tech Girls Movement Foundation
Cynthia Cottrell: That's awesome, Jenine, and I love that saying “you can't be what you can't see.” I'm going to reveal my age a little bit, but when I was going through my engineering degree more than 25 years ago, I was one of only three in my graduating class in my major in systems engineering. I do remember feeling isolated at times and, certainly not amongst a lot of other females that I could confide in and or discuss how I was feeling as I was going through my studies. But I was able to push on and I did have a wonderful network of family and friends who supported me.
As you talk about the vision of Techgirls and its mission to provide support, encouragement, and confidence, I believe there's a significant emphasis on building confidence, particularly in fields where females are a minority. Jenine, could you elaborate on the specific activities and support that Techgirls offers and share some insights into its impact?.
Jenine Beekhuyzen: Thanks, Cynthia. I think confidence comes from a number of sources, not just awareness of technology and its problem-solving potential, but also having hands-on digital skills. According to the UN, women and girls are lagging behind in terms of digital skills. We urgently need them to be part of shaping future solutions, but for various reasons, they are just not there.
Techgirls aims to tackle this issue by offering girls choices in life and equipping them with digital skills. These skills are as essential as English and math literacy in our daily lives, and we all need them to thrive. Through Techgirls we foster hands-on learning and building confidence. Our goal is to empower everyone, not just girls, to utilise technology in a way that benefits us all.
Digital skills are as essential as English and math literacy in our daily lives, and we all need them to thrive.
Founder and CEO, Tech Girls Movement Foundation
Cynthia Cottrell: Let's step back a little and just think about why this is so important now? I just talked about what it was like 25 years or so ago and you've talked a bit about your early career in STEM and here we are still talking about this today as an urgent need for the future of the workforce.
I was reading about a study that suggests that if AI was behind a lot of the hiring today, AI, would actually hire more women than if humans were doing the recruitment. A statement like that sounds great but is AI really helping us create a more diverse workforce? What are your thoughts on how this world of AI and those behind building these very powerful platforms will shape the future of the workforce and society?
Jenine Beekhuyzen: Let's break this down into two parts. For the past 24 years, I have been researching and exploring the underrepresentation of women in technology and STEM fields. In 1997, I was fortunate enough to have a few role models who were academics investigating the gender gap in tech. They were pioneers in this field and identified a lack of women graduating with information technology degrees at Griffith University. Joining their research team allowed me to study this issue ever since. This brings us to today, and surprisingly, not much has changed in almost 25 years in terms of the purpose of why I do what I do and why this is important.
Back in 1998, as part of my undergraduate degree, I was already studying AI. In some ways, the subject isn't entirely new. Even at that time, there were concerns about the groups being left behind and questions surrounding AI's role in both advancement and marginalisation.
In the AI space, marginalised voices are often further marginalised. I love the study that you mentioned because it challenges the prevailing narrative that algorithms used in human resources systems are based on historical data and perpetuate biases against women. There are studies suggesting that AI has excluded women from recruitment processes. I'd love to explore that further because the evidence so far doesn't fully support that possibility. I think if that's possible, that’s excellent. But that's not what we've seen so far and that’s certainly prompted me to do what I do, because I believe that these technologies can inadvertently exclude certain populations, and that and this lack of diversity hinders the development of genuinely useful digital futures.
Cynthia Cottrell: When we consider how technology and platforms are developed without enough diversity behind the process, I'm reminded of my phone's design. Even today, I can't comfortably hold it in one hand and swipe from left to right, as my finger can't reach across the screen's width. This suggests that the phone's designer likely had much bigger hands than me, and probably bigger than most women who use this device. It makes me wonder how different the world would be if we had more diversity and diverse perspectives involved in designing these platforms, whether it's a phone or the powerful systems responsible for hiring, selecting, and inferring knowledge. The reasons behind the need for diversity seem apparent in our daily experiences, don't they?"
Jenine Beekhuyzen: I love that example and I have another telling instance. When we started using our phones to make videos, the videos would always default to a certain orientation. And that was because it didn't actually cater for left-handed people. This highlights the importance of embracing diversity in so many different levels, not just around gender. There are so many ways that we can tap into all types of diversity.
Cynthia Cottrell: Coming back to the impact of Techgirls, this is the 10th anniversary of the foundation, so lots of girls have passed through the program. They become they can start the program as early as age six. Is that right?
Jenine Beekhuyzen: Typically, our program caters to eight-year-olds, but we've even had seven-year-olds asking to join the program. Research tells us that girls opt out of STEM as young as six. To counteract this trend, we conduct workshops targeted at girls from a very young age, aiming to introduce them to the world of technology and its vast potential. By doing so, we hope to open up a world of possibilities for these young minds and inspire their curiosity and interest in technology.
Cynthia Cottrell: Let's talk a little bit about your impact over the years. You have an incredible job, being able to wake up every morning, knowing that you have played a role in shaping how countless young minds perceive STEM and careers. I'm eager to learn more about the programs you run and the impact they have had on individuals and communities alike.
Jenine Beekhuyzen: Our journey started 10 years ago on International Women’s Day. For me, it meant turning research into practice, understanding the problem, and working towards solutions. We know why we don't have enough women in the technology space and more broadly in STEM. The challenge lies in finding practical ways to change that.
So I designed a program called Techgirls aimed at tackling the lack of visible female role models in technology and demystifying technology-related professions. Unlike careers like doctors or lawyers, the role of a technologist may not be as widely understood. Even in the tech industry, there's often a lack of awareness about what we do. To bridge this gap, we introduced a campaign called Techgirls Superheroes. It comprises a series of books that portray women in technology as superhero characters who are changing the world. These stories aim to inspire and illustrate the incredible impact women can have in the field of technology.
Unlike careers like doctors or lawyers, the role of a technologist may not be as widely understood.
Founder and CEO, Tech Girls Movement Foundation
The challenge for me in STEM and in technology, is about how to engage young people in a place where they don't feel welcome or comfortable. So let's bring your superpower to STEM when you might not feel 100% worthy of being there and let’s use your superpower and give it a try.
When I talk to young people and I ask if they could you do “x” technically, they go, ‘no, no, no, I couldn't do that,’ and I say ‘well if you could do it as a superhero, how would you do it?’ Then they give me 10 ways they could do it. This is what Techgirls is about, engaging young people to find their best selves and realising that STEM is an option for them.
That's what we do in our program. We've done it through our books and we've done that through our competitions. The competitions encourage the girls to find a problem in the community and solve it. We have mentors working with the girls and helping them understand how they can contribute to the world through STEM.
Cynthia Cottrell: I really enjoyed our work with Techgirls in one of the competitions. What a neat way to bring out the innovation and the ideas and the solving of problems through STEM techniques that these young girls pursue as part of the program.
I know that when we had a chance to host nearly 100 school age girls in our offices here at Mercer, where we talked about problems from right across the industry, I was absolutely knocked off my feet by the practical, innovative, creative ways that these girls approach the problems that my business thinks about all the time. Sometimes we need to give confidence to these girls so that they can approach these problems in a way that may be very different from the way that we look at them in the corporate sense, or even from the adults’ perspective. I think that those competitions that you run are a really neat way to apply STEM and in a fun way. I mean, who doesn't like to win an award?
Jenine Beekhuyzen: I love the concept of competing and I think in Australia in particular, we like competing, and there's something about when the girls get in the room together at the end for the showcase and they realize there are a whole bunch of other girls like them that are giving STEM a go. I think the competition is a great motivator. It's not about giving awards to everyone, but it's about recognising the most innovative ideas.
Cynthia Cottrell: Speaking of the impact this program has had on girls, I've got a story from one of your Techgirls alumni that I would like to play for you. So let's roll tape.
I competed in the Techgirls Competition when I was in year nine. The app I created was Vocabulary Voyages - a gamified studying for the NAPLAN testing. I had absolutely no knowledge of coding or the technology world before the competition. After I did the competition I decided to study computer science at university and probably without the competition I would not have gone that path.
Today I’m software engineer at Atlassian. I also run a business on the side with my partner. We create custom websites and technology as well as apps. So I’m still continuing on with my app development journey.
Jenine Beekhuyzen: Kira is one of our many alumni who have shown that, again, if you can't see it, you can’t be it. STEM wasn't a pathway she had considered but the program inspired her to pursue a career as a computer scientist. What didn't come out in the story that she shared was the many awards that she has won as part of her studies and how she's contributed to breast cancer technology and detection and made incredible advances for how we use technology in a place where it's important for women. I think we can all learn so much from Kira.
Cynthia Cottrell: I expect that we'll be seeing a lot of Kira for years to come. What would be your recommendations to organisations who want to try and hire a Kira or even nurture that spirit of innovation that she exhibited in her time at Techgirls.
Jenine Beekhuyzen: It's a great question, Cynthia, and I think it comes back to what you were talking about before. It's crucial to empower young people by giving them a voice and recognizing the value of their ideas in shaping our products and services. The misconception that young people, particularly those always on their phones, don't have anything useful to contribute is indeed shortsighted.
Now, when it comes to attracting more women to STEM, the first and essential step for organisa tions is to address the gender pay gap. They have to rectify any disparities and level the playing field. This is an achievable and straightforward measure that can create a more inclusive environment and encourage women to engage more confidently in STEM-related fields.
Another critical aspect is having an open mind about the opportunities where women can contribute. It's common to fall into the trap of stereotypes, assuming that women should primarily be in administrative roles or are not capable of taking on management positions. The key lies in recognising and appreciating the talent and potential that women possess and providing opportunities for growth and advancement.
Cynthia Cottrell: You shared a highly practical tip with me last week that I've already begun implementing at Mercer. It's about 'inviting the opportunity,' and I believe many of today's listeners will find it incredibly useful for their organisations. Could you please elaborate on this concept?
Jenine Beekhuyzen: I attended a conference in China where I had an interesting encounter with a computer science professor from the US. She shared an enlightening observation about her students' motivations for studying computer science. When she asked male students why they chose this field, 80% replied that it was because they were good at it. However, the female students gave a different response - they said they were studying computer science because they were invited to do so. Essentially, they were told they would be good at it, even if it wasn't something they initially considered. And they succeeded. This insight struck me as powerful. Many times women, even today, will have a go at doing things because they were invited or encouraged, not because they thought they were inherently good at them.
Many times women, even today, will have a go at doing things because they were invited or encouraged, not because they thought they were inherently good at them.
Founder and CEO, Tech Girls Movement Foundation
As leaders, we should actively seek out individuals in our organisation and provide them with opportunities to shine. Let's give them speaking roles in meetings, invite them to lunches, and explore ways to include them that we may not have considered before. It's crucial to identify those who may have been left behind and give them the spotlight they deserve.
Cynthia Cottrell: It sounds so simple, but there is a psychology behind inviting someone as opposed to nominating or recommending them. An invitation, just like to a wedding or a birthday party or to a career, represents a deliberate choice. It means that someone has recognized you, somebody wants you there. So to all women out there, we're eagerly waiting for your response. We want to see more of you in STEM and we can't wait to have you join.
Jenine, thank you though for joining us today. Your experience and insights will surely help many of our listeners today as they work towards making their workforces more diverse, more equitable and certainly more inclusive for the next generation.
Jenine Beekhuyzen: Thank you so much for the great work you're doing in this space at Mercer and beyond in your family and in your community, and I invite everyone to join the Techgirls community and make a difference.
Cynthia Cottrell: Thanks, Jenine.
-
“The hyper digitalisation of everyday life, along with the increasing prevalence of low code or no code tools, indicate that STEM skills will be essential for most individuals, regardless of their roles.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“Digital skills are as essential as English and math literacy in our daily lives, and we all need them to thrive.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
-
“Many times women, even today, will have a go at doing things because they were invited or encouraged, not because they thought they were inherently good at them.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
-
“Unlike careers like doctors or lawyers, the role of a technologist may not be as widely understood.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
In this captivating episode, our host Cynthia Cottrell asks Ilya Bonic, the President of Mercer's Workforce Solutions business and Head of Mercer Strategy globally, a thought-provoking question: "Do you think AI will ever replace your job?" This question sets the stage for the conversation as they delve into the challenges and opportunities presented by AI, exploring its impact on the present and future of work.
Their conversation covers:
- HR’s crucial role in integrating AI into business and culture
- Reshaping work to leverage AI for the benefit of organisations and their workforce
- Minimising bias in decision-making with AI
- Embrace the cultural shift in the way we work, as AI complements and enhances our capabilities
This is an insightful episode on the incredible potential that AI holds for our future. Tune in now and be part of the transformation.
-
“It’s about the people, not the technology. Redesign work so AI can be applied to benefit the workforce.”- Ilya Bonic, President, Career, Mercer
-
“Organisations need to orient themselves to the human experience that they're trying to drive with the help of technology.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“Be digital, don't do technology. Technology is the tool to get things done. The being digital is everything that goes around it.”- Ilya Bonic, President, Career, Mercer
-
“We have to think of how work is designed and make room for augmentation and new ways of working with generative AI.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“One of the roles of HR is to constantly fine tune the AI to make sure that it minimises bias.”- Ilya Bonic, President, Career, Mercer
Step into Mercer’s world of work and discover the secrets behind creating a truly great place to work. In this captivating episode, our host Cynthia Cottrell engages in a thought-provoking conversation with Gaye Morris, Chief People Officer at Mercer Pacific. They delve into the dynamic landscape of modern workplaces and explore the initiatives spearheaded by Gaye, resulting in Mercer's coveted nomination for the prestigious 2023 AFR BOSS Best Places to Work list.
You will discover how Gaye and her team cultivated an exceptional culture of collaboration during the acquisition of BT Super Fund and gain insights into the transformative power of distributed leadership, learning and development, and the importance of creating a relatable organisation.
Are you ready to unlock the secrets of what makes a remarkable workplace? Tune into a stimulating discussion that tackles the pivotal role of Chief Human Resources Officers (CHROs) in today's challenging times.
-
“It’s a responsibility of all leaders to create healthy and resilient cultures that attracts great talent.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“If you create a really inclusive environment, diverse people will come and they will stay and thrive.”- Gaye Morris, Chief People Officer, Mercer Pacific
-
"I think this is the era of the CHROs. They are at the forefront, shaping the way organisations operate. But with great opportunity comes great pressure."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“People are spending a lot of time at work, either on video call or in the office. They want to feel that they can bring their whole self to work.”- Gaye Morris, Chief People Officer, Mercer Pacific
-
“Chief People Officers cannot do it all themselves, distributed leadership throughout the business is really key for CPOs to make a difference.”- Gaye Morris, Chief People Officer, Mercer Pacific
One of the biggest challenges for organisations has always been how to monitor the skills they have and the skills they will need in the future. But as Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific, and Ravin Jesuthasan, Global Transformation Leader for Mercer, discuss in this episode, a new way of looking at work is emerging, one that takes a different approach at building capacity, unlocking potential and managing careers. They describe this new approach as a movement called “skills-powered” and explain that when skills (not jobs) become the currency of work, this not only helps organisations become more agile and resilient in the face of constant change and uncertainty, but helps secure futures – for workers and societies.
Tune in to listen to Mercer’s thought leaders discuss the evolution of work, how companies are using Talent Marketplaces to power their skills journeys, the role of AI and tools like ChatGPT in monitoring and matching supply and demand of skills, and advice for companies considering or starting their shift towards a skills-powered enterprise.
Learn more about this movement, listen to the podcast now.
-
“It's been fantastic to be in Australia and seeing so many Australian companies at the forefront of this movement towards becoming skills-based enterprises.”- Ravin Jesuthasan, Global Transformation Leader, Mercer
-
“There's a great opportunity to help our people discover skills that they didn't know they had, those skills that are important and are worthy of being surfaced so that they can be used elsewhere.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“This thing called a job often obscures the true skills of the individual because the job doesn't tap into all the unique capabilities that employees might bring.” Ravin Jesuthasan, Global Transformation Leader, Mercer- Ravin Jesuthasan, Global Transformation Leader, Mercer
-
“Technologies will continue to get better, but the skills-movement is not about the technology. It’s about a cultural shift—the rewiring of leaders, team members, employees, to take the reins of this journey and own it and make the most of this moment.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“Organisations who have insight into their skills are better able to reward talent based on the skills they bring, are better able to deploy talent to new opportunities, they're better able to upskill and reskill talent.”- Ravin Jesuthasan, Global Transformation Leader, Mercer
[MUSIC PLAYING]
Is work working for your people and organization? In this podcast, Mercer thought leaders, industry experts, and business visionaries share big ideas and best practices to help you build great workplaces and a future where work works for everyone. Making Work 'Work' is a podcast from Mercer Workforce Solutions.
Welcome to Making Work 'Work'. I'm Cynthia Cottrell. According to the recent Mercer Executive Outlook Study, 50% of the nearly 400 CEOs and CFOs that responded stated that they anticipate their organizations will struggle to meet demand with their current talent models as they face into persistent labor skill shortages, inflation, the prospect of global recession, quiet quitting, and a new one for me, resenteeism-- which is a buzzword now to describe individuals who are unhappy with their jobs but can't find alternative work, so they are openly now unhappy at their jobs-- and the list goes on. The industries that will struggle most, according to our study, include construction, energy, automotive, and manufacturing.
The pace of change in the new world of work seems to be moving at breakneck speed. And scary enough, it will never be this slow again. According to LinkedIn's 2023 Workplace Learning Report, skill sets for jobs have changed by around 25% since 2015. By 2027, this number is expected to double. So how should leaders evolve or rethink their talent models in this VUCA world that we live in?
Today, I'm joined by Amy Baxendale, global capability and workforce readiness director at Arcadis. Arcadis is a global organization with 36,000 people in over 70 countries, delivering sustainable design, engineering, digital and consultancy solutions for natural and built assets Amy and the team at Arcadis have embarked on the journey towards becoming a skills-powered organization, an important cultural shift for the 135-year-old company. And it is a major reboot for talent models across that industry. Amy, welcome to the podcast.
It's great to be here, Cynthia. Thanks so much for having me.
Amy, you use a really neat term in the conversations we've had in the past that I think you've coined, and it's a way that you've described your career at Arcadis. The term is "squiggly." Tell us more about what squiggly means to you and what you're up to in your current role at Arcadis.
Sure, Cynthia. Thank you. So I first joined Arcadis 18 and 1/2 years ago. And during that time, I've lived and worked in five different cities in four different countries. And this is now my 14th role, all broadly within the specialisms of people and culture but also in business transformation as well.
I'm also a boomerang employee. So I left for 18 months and came back. But I guess, for me, the squiggly career pieces, I feel really fortunate that I've had the privilege as a career that's been really personalized and aligned to work that I'm passionate about. And my current role, really, brings together a number of different experiences and opportunities I've had over that time and really, brings together talent acquisition and capability development very purposefully at global level. So that as we as business understand more about the skills we need now and in the future, we can make more informed decisions about whether we build, buy, or borrow that talent that we need now and in the future.
That is certainly a squiggly career path. And I think it sets us up nicely to talk about this journey that you and Arcadis are just embarking on. So before we get into more about that journey, let's just step back and zoom out for a little bit. Why is this shift to skills-powered for Arcadis so critical at this time? Why now?
I think, for us, Arcadis, the journey towards becoming a skills-powered organization, really, is genuinely considered by the business to be central to our business strategy because we, really, see it as an enabler to build a workforce that's ready for the future within the context of what we all know is an ever evolving world of work. But in order for us to continue to grow and scale globally as a business, it's really critical that we have better insights into the skills that we need now and the skills that we need in the future.
So I guess to bring an example to this, Cynthia, like as an example, during 2022, we've acquired four organizations. So we've welcomed 6,000 new Arcadians into the business. If we had been further on our skills transformation journey, then we would have been able to further accelerate our integrations by really quickly understanding more about the talent that's joined our business and then better identifying opportunities to connect those new skills to immediate or emerging client needs.
It is all in the timing, isn't it? Everyone is talking about skills shortages. We opened with that today, and it is absolutely top of mind for executives everywhere. With that in mind, Amy, it does sound like the time is now for this very critical shift to skills-powered. Tell us more about why it's so critical now for Arcadis.
Yeah, I mean, you've mentioned a number of the things that keep us as HR professionals up at night. But at Arcadis, we've always believed that our people are our most important asset. So we think now is the time to shift to a skills-powered organization for multiple reasons, and I could go on all day.
But I guess, if I think about the kind of, I guess, the top three, the first one is really around transforming access for our people to enable much more diverse career pathing. So moving from majority of people thinking about a really structured, usually quite hierarchical, probably promotion-based routes to development to really thinking much more about how do we give them access to more career enhancing experience and as I discussed earlier, what I fondly call squiggly careers, but really, to enable much more personalized development planning and growth paths so that people can have better growth conversations and access more opportunities and information to better take control of their own careers.
As a business, I guess, a really important thing one for us is as part of our ongoing evolution and growth, we're going through digital transformation. And as part of this, we've launched the standardized and automate program. So this is all about identifying, developing, and reaping the benefits from having globally aligned processes, definition, and much more harmonized ways of working. So as part of this, we'll start to identify opportunities to substitute, to augment, and to reinvent work, which will naturally release our people to then be able to maximize their skills in different ways. Also for our clients, they really benefit as we're able to more proactively change the way that work can be delivered for our clients.
So by having the skills-powered organization program run alongside this, as we increase the knowledge of our people and their skills, we can then provide opportunities for Arcadians to move their skills to where they're needed, both as a business but also aligned to their personalized career ambitions as well. So for us, part of this journey, really, importantly, is we're also looking to support our people to be able to stay relevant for the long term by reskilling, upskilling, and cross-skilling in line with the in-demand skills.
So I suppose, the third one for me is this, really, does allow us to adopt what we're creating an internal first approach to talent discovery, so to truly enable us to leverage our global connectivity, and have genuine conversations with our clients about skills they need and the skills that we have in the business and then being able to identify and mobilize the right talent to help solve those client problems and deliver on those client commitments. So really, for us, it's about our people, it's about the business, and it's about our clients. And I guess, just as a business, we're really excited about the opportunity to, I guess, potentially democratize learning and access to role opportunities across the whole business. To quote Jacoline, our chief people officer, we really see this as an equalizer for all of our people globally because it will help us to have more objective, transparent, and bias-free internal talent processes across the board.
Amy, that is so exciting. It is very clear to me based on the way that you and the organization have thought about skills, that you have a strong strategic vision for the future of skills, not jobs, as you embark on this journey. Can you just tell us a bit more about how you are thinking about this journey? I mean, how do you get started on something like this?
Yeah, so as we evolved our understanding of the opportunities and the possibilities of a skills-powered organization and we work with the business to better understand the potential impact, we started to recognize that it was really important to start with our immediate pain points that are impacting our business right now, but to truly become a skills-powered organization over time, we needed to start the journey with an ultimate vision. And you've just said it there, Cynthia, that vision for skills, not jobs, to underpin all talent processes around the employee lifecycle, so to really make sure that skills become the currency of the business. I think I probably stole that from Mercer. Actually, I think that's one of the things you said to me in the past. But really, how we make sure skills around the whole lifecycle of the employee experience so that, ultimately, we attract, grow, and connect to talent globally.
So we've, really, purposefully designed this as a multi-year, multi-horizon strategy and that so we can truly embed that skills philosophy in all we do in the business, but really, importantly, by ensuring we do it in a timely and manageable way in terms of business impact. This is a huge cultural shift for, as you said earlier, 135-year-old business, that we really will change the way we work and the way we learn at Arcadis. So it's enabled by the implementation of talent intelligence and talent marketplace technology, but fundamentally, it's a cultural shift to our business.
You've really hit on an important point, I think, for everyone listening, certainly, for me, which is treating this journey towards becoming skills-powered as a cultural shift more than anything else, more than the technology implementation and all of the process and things that will have to go into this. You've mentioned as well and recognize that this is a multi-year journey, and I think like all good journeys, it would be fascinating for us to fast forward into what does that feel like and what comprises this journey for Arcadis. Can you tell us a little bit about this approach you're taking? Because it feels a bit like a test and learn approach as you go through these next few years with the organization.
Yeah, absolutely. And I'm very conscious of where we're starting now and what we think now will, no doubt, evolve as we go through this as well. But at this stage, we've set out a five horizon strategy. So we're starting with horizon zero during which we will co-create this full skills transformation roadmap and strategy with the business, and we really want to take that opportunity to establish a clear Arcadis-specific proof of concept. There's lots in the market about people further on the journey. We've got to make it really specific to us at Arcadis. And therefore, the business case with the benefits and the ROI across all the horizons is, really, a central part of horizon zero.
And critical to the point we've talked about in terms of the focus of change is that our change management strategy and plan is, really, central to this first phase as we, really, start to think about the cultural change needed to support the implementation of the full strategy. Each then horizon, as we move forward, then focuses on the evolution of different talent processes around the employee lifecycle. So we go through each one at different horizon points, but really, importantly, at each horizon, we'll have what we're calling pause, or reflect, or move moments to really test assumptions on the priorities and ensure that as a business, we're still ready to take that next stage.
I think, for me, one of the things we've talked about a lot, Cynthia, is that a massive driver for us that I've not mentioned already-- I'm going to steal a bit of Deloitte's Human Capital Trends Report here because they articulate it so well. Employees now really want, and need, and expect increased agency choice and influence over the way they work and also over the organization for which they work. So therefore, really, central to our strategy and approach, we'll be making sure that we've continuously got opportunities for our Arcadians to contribute and be part of the design and the evolution of what the future of work Arcadis will look like. So really, critical for us, therefore, is conducting pilots so that we're getting those proof points specific to our business, and really, utilizing those to test and learn, as you say, and adjust our approach as needed, and also brings success stories that we can then take for a wider global rollout.
I think one thing for me that's been really, really critical is saying from the start and being really committed to the start about having a cross-business steering committee. So this is really central and really critical because we've got what we call business change sponsors. They're representatives of the global business areas, the leadership teams in our business. And so they're part of the skills-powered organization team and responsible for, really, designing, building, and implementing the change needed in the business.
I think what is clear to me is that the integration with the business and co-creating with the business is essential to the transformation and the roadmap that you've laid out, but as you mentioned as well, there are numerous talent processes that are impacted by this new way of thinking, skills, not jobs. And so what is the role that HR plays in all of this from a transformation perspective?
Yeah, great question, Cynthia. And it's something we've been very purposefully thinking about from the start. I mean, members of the people team are involved throughout the skills-powered organization structure, but I will say it's very purposefully a business-led change program to which the expertise of the people team play a critical role but alongside and with colleagues from the business. So to bring it to life for you in terms of how this plays out for us Arcadis, so Jacoline, I mentioned earlier, our chief people officer, she's a joint executive sponsor of the program along with our chief operating officer. I'm then the senior responsible owner of the project overall, and the program manager also sits in the people function.
However, the steering committee, as I just mentioned, is made up of cross-business representation. We also have change and communications professionals from those specialized functions and SMEs from all parts of the business. Some of them, as you absolutely say, from the people function but also from other parts of the business as well, and they're all involved at different stages, depending on the focus of the horizon.
That sounds fantastic. And I think, again, that wonderful joined up view between business, people, and culture. But most importantly, as you've mentioned, from Jacoline through to your COO being the executive sponsors co-leading this is-- I think it's truly something that many organizations will tune into and look to try and find a way to replicate in their journeys as well.
I'd like to sort of take us in a different direction for just a moment because you're living this experience. There are a number of listeners who are thinking about starting this-- a journey similar to this. And as they're thinking through this with their own organizations, it'd be interesting to hear your perspective, based on what you've learned, how this journey could get started.
Skills-powered is not a new concept per se in terms of-- if anything I can tell you based on the number of organizations I speak to on any given week, this is certainly one topic that comes up quite often, but getting started is certainly new for many organizations. Could you just tell us a little bit about how you guys got started at Arcadis? And any tips and tricks for the organizations listening?
Yeah, definitely. And as you say, Cynthia, there's a number of organizations already on the journey. And I think for any organization-- I've spoken to many of them. For everybody, this is a multi-year whole business change program. But every organization approaches it-- and I'm sure you hear this from your clients. Everyone approaches it in a different way and therefore, at a different pace.
I think, for me, the advice would be to start by determining the immediate pain points relevant to your specific business and build further from there because what's right for us at Arcadis won't be right for another organization. But I guess, where we started was, really, understanding the art of the possible, so really, starting to understand what on earth all of this stuff means. So I listen to podcasts all the time, listening about skills, and talent intelligence, and talent marketplaces, and deconstructing jobs. And a year ago, it all made logical sense to me, but I couldn't work out how to piece it all together to be able to talk to the business about it.
So to be honest, to start off with it, it was really about educating myself for me then to bring others in the business on that journey, and there's so much thought leadership, as you say, Cynthia, around this. So I devoured a lot of that. But also really, importantly, and the big advice, I'd say, is there's so many providers and companies in the market either who have supported organizations in the implementation and change journey or those that offer the technology that enables those transitions, but also clients of both of those types of organizations who've embarked on the journey, and I spoke to lots and lots of them.
And that really helped us to understand more about what it really means to transition to a skills-powered organization. And then from there, we started to work with the business to think about, OK, if this is the art of the possible, how could those opportunities support and respond to real challenges relevant to us, to our people, and to our clients? The added complexity for us at Arcadis is we are approaching this from the start globally. Many organizations have done it in parts of their business or are only based in one particular region. We really are looking at this holistically as a business.
So I think I've probably mentioned this a couple of times, but it's probably the key point for me to reinforce that from the start, this has been a co-creation. So this isn't just the people function. We've had our global transformation engine. We've had our global operations and project services. We've had the technology function, and really, critical as I mentioned earlier, the global business areas. So they're the people who support our clients with our services and solutions delivery. So as a people function, we've got a critical role to play but as part of a really collaborative business wide team.
And I suppose it's part of your question around how do you get started, very early, because of all I've talked about so far, it became really clear that because this is a cultural change program and one that we need to take a human-centered change approach around, we have to have implementation partners to support us with that but also to scale this globally and be future-proofed, it also needs to be technology-enabled as well. So we purposefully, from the start, looked separately at an implementation partner and a technology partner to enable us to evolve our ways of working and support Arcadians globally to change.
Sure. And I think with any change of this nature and as you point out, it's not just a technology implementation but more importantly, a cultural shift. All of this takes a lot of energy, a lot of resources. This is not something ChatGPT can solve for anybody overnight.
In fact, it'd be really great to hear a little bit about, how did you get that business case across the line? There's going to be resources, investment, time over multiple years by the organization to be all in on this, to lean in. Could you tell us a little bit about what that business case process was like? And how did you get it across the line?
Yeah, we started with what I called a pitch. It, really, was just sort of describing the art of the possible and the opportunities as we saw it to our executive leadership team, and that was really to get approval and buy in to just take our thinking further. So it was very much a kind of pitch at the start.
But from there, as we started to work through, we created a business case light. Purposefully named light because for a fully costed business case with all of the benefits realization and ROI fully articulated, we needed to identify who our delivery partners would be because obviously the commercials differed in different organizations. So we started with that business case light that, really, thought of all of the different various stakeholders and articulated the potential benefits from different perspectives that we can understand from speaking to others in the market.
And then it was approval of that business case light that enabled us to go out to the market for requests for proposals process. And as I mentioned, we did we did two in parallel-- one for the implementation partner and one for the technology partner. And as part of that as well, we had multiple discussions to explore potential funding options, which could be finalized once we knew the commercial impact following the RFP process. I think important for us was during that whole RFP process, we had people from across the business engaged at every stage so that we really made sure we had diversity of thoughts, perspectives, and questions that informed the exploration with potential partners because, again, what we might be looking for from a people team perspective might be different to what different functions or the business are looking for.
And I suppose, some of the bits that when I reflect back what's been really powerful over the last year, because this is such a complex program and it is a long-term commercial investment for any business, your procurement teams, your legal teams, your privacy teams, for those who have got operations in Europe, your works counsel specialists, they're going to be on your speed dial, and they're going to be important to guide you through every single process because naturally, the technology to support such a broad range of functionality to enable skills to underpin all talent processes needs to be appropriately understood, and implemented, and managed to ensure the highest levels of data privacy.
Yeah, just speaking of the business case, I understand that there was also a unique stakeholder in this from an Arcadis perspective. Can you just tell us a little bit about that stakeholder, and how important they factored into this decision to proceed?
Yeah, absolutely. So as I said, embarking on this journey, it is a significant multi-year investment, no matter where you decide to start. And there, obviously, are both internal and external costs to the business, both in terms of the partners that you need to work with, and the change load in the business, and people in the business to be involved. And it's really hard, actually, to fully grasp what that might be and a challenge to really consider and help the business think about how best to prioritize investment.
But as you say, Cynthia, at Arcadis, we're in a really unique and privileged position to have a foundation called Lovinklaan Foundation. So it's a foundation that's led and managed by employees, and it's the largest shareholder in Arcadis. And Lovinklaan's mission is to ensure the continuity of Arcadis and to provide Arcadians the opportunity to reach their full potential.
I just love that.
I know. It's the best, isn't it?
I think it's the best thing. I could just see organizations wanting to adopt something like that, and so their primary shareholder group to be the employee. So sorry to-- I just think that it's so awesome.
Yeah, it is really unique. And I guess the clear alignment between the Lovinklaan's mission, to ensure that continuity of the business and Arcadians, and the vision of a skills-powered organization, when we engage with Lovinklaan early on, those two things really came together, really, naturally, and we were extremely grateful that they have co-invested with Arcadis in order to act as an incubator during the horizon-based implementation. So yeah, it's really unique to Arcadis, but it's also a really great position to be in to support us with being able to move forward with skills-powered organization.
Well, Amy, we're so excited about the start of this journey, and hearing it from you as you start, clearly, the energy and excitement is there. And I just-- when I try and of sum up what we've heard today and what you've armed yourself with and the organization as you embark on this journey, I think of three key points for our listeners in particular. You and the team at Arcadis have recognized that shifting to a skills-powered organization, at the end of the day, is a human-centered change program, and at the end of the day, it's dedicated and committed to helping humans, to the Arcadian everywhere, helping them be the best they can possibly be at Arcadis. So I think that is a neat take away from all of this, that sometimes we can get caught up in the technology or in the processes, and in the governance, and things like that, but I like that you've anchored into the human-centered piece around this as it relates to change.
I think the other piece you were really clear about that, I think, many organizations can take away from is that this is a business-led change. Yes, it has a lot of impact on talent processes and the way in which people, and culture, and HR organizations will navigate, but at the end of the day, it's business-led, and I think that's really an important nuance to this shift. And I think the third thing I heard from you is that we're recognizing that this is about future-proofing the business. So you talked a lot about the vision for skills and that yes, you are addressing current business needs, but ultimately, you are designing a workforce for roles and jobs that may not actually be in place today. And so you are indeed focusing on the future-proofing aspect of what skills-powered means today.
Yeah, I think that last point you say there, I think there's a big-- you're absolutely right, and that's been really central to our thinking throughout. And there's a really important point around this around kind of business readiness and the right time because ultimately, to future-proof yourself for the yet unknown, the never before, if you don't start now, then you won't be ready in five years' time. And I got a piece of advice really early on that there will never be the right time to start this journey, you've just got to start. And I think that's been the sort of what we've talked about as a business going through, that if we don't start now, we are impacting our readiness for the future
Oh, I couldn't have said it better. And in fact, we might have to end on that note. We want to leave it on a cliffhanger for today, everyone, because we can't wait to have Amy back on the show in a little bit of time in the future just to see and check in on this journey, if that's OK with you, Amy. Look, I just want to thank you for joining us today. Your experience, your insights, this is happening in real time, and we're just so glad you took some time out today to share that with our listeners as they are considering their next steps to becoming a skills-powered organization.
My pleasure. Thanks so much for having me, Cynthia. And as you say, we're at the start of the journey, so there's still a lot of learning to go. But yeah, great to have talked it through with you today. Thank you.
Great. Well, I'm Cynthia Cottrell. Thanks for listening to Making Work 'Work' from Mercer Workforce Solutions. See you next time.
I hope you enjoyed today's podcast, and thank you for listening. Please subscribe to keep up to date with our latest episodes. And if you have any questions, get in touch with us via our website at mercer.com.au.
Episode 5: Becoming a skills-powered organisation: Arcadis' journey
Guest:
Global Capability & Workforce Readiness Director, Arcadis
As businesses grapple with the challenge of ongoing labour and skills shortages, a growing number are adopting a skills-based approach to define the skills they will need in the future, flex their workforce, and purposely drive career development.
In this episode, our host Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific, speaks with Amy Baxendale, Global Capability & Workforce Readiness Director at Arcadis, about their journey towards becoming a Skills-Powered Organisation (SPO).
Their conversation covers: The business case for change and why now is the time for Arcadis to shift to a skills-based model, why Talent Marketplace technology is critical to enable the transition but culture change is at the heart of this human-centric transformation, HR’s role in this business-led change program, and how to get started with moving from jobs to skills.
Tune in to learn how an SPO talent model can help your business and hear practical steps to get started.
-
"Shifting to a Skills-Powered Organisation is ultimately a human-centred change program - it’s dedicated to helping your people be the best they can possibly be."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“There will never be the right time to start this journey. You’ve just got to start. If you don’t start now you are impacting business readiness for the future.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
-
“This is about future-proofing the business; addressing today’s needs while designing the workforce for roles and jobs that may not exist today.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“This is a huge cultural shift for a 135-year-old business that will change the way we work and learn at Arcadis.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
-
“Start with the immediate pain points impacting your business, but to truly transform into a Skills-Powered Organisation you need to have a vision where skills will become the currency of the business.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
-
“As a People First business, we have always believed at Arcadis that our people are our most important asset. Now is the time to shift to a Skills-Powered Organisation to empower our people to take control of their careers.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
Whether you're in the boardroom or living room, inflation and the rising cost of living continue to dominate the conversations in 2023. Employees are worried about their finances and the prospect of limited pay increases. Executives are concerned with the impact of inflation on both their businesses and talent management decisions. Where does this leave workers and their employers?
In this episode, our host Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific, and guests, talk about how organisations can respond to the crisis by centring their value proposition and business model on the needs of their workforce and what support they should provide to promote higher engagement and retention. They also cover key trends from Mercer’s latest salary and benefits surveys, the role of purpose, culture and the EVP, and practical steps that organisations can take today to navigate the current environment.
-
"The onus should be on organisations to really think about improving work and how it’s designed by placing the employee at the centre of the experience."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“If an employee is unhappy with their compensation, they generally won't raise it and will walk away in search of higher paid opportunities.”- Andrew McKechnie, Head of Workforce Solutions, Mercer NZ
-
“There're jobs out there getting really nice increases. Jobs in IT, sales & marketing and engineering are getting pay premiums up to 22% higher than the norm.”- Chi Tran, Head of Market Insights and Data, Workforce Solutions, Mercer Pacific
-
“Organisations thinking about personalising their benefits are thinking about how life fits into work and not the other way around.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“The gift of time is the fundamental trend that is above the rest.”- Andrew McKechnie, Head of Workforce Solutions, Mercer NZ
-
“You need to understand the demographics in your organisations, the different personas, and create an EVP that meets the needs of all your employees and not just certain groups.”- Chi Tran, Head of Market Insights and Data, Workforce Solutions, Mercer Pacific
References:
1. AMP’s 2022 Financial Wellness research
2. Mercer 2023 Global Talent Trends
3. AFR - The three sectors planning the biggest pay rises in 2023
4. The data doesn’t lie: what we learned when we tried a 4-day workweek
5. Unilever launches 4 Day Work Week trial in Australia following positive NZ trial
Is your graduate or early talent program delivering long-term value? In this episode, Laura Manescu, Senior Talent Strategy Consultant at Mercer Workforce Solutions, Fiona Herron, Senior Manager of Graduate Programs at Commonwealth Bank, and Phil Harrington, Leader of Mercer’s Talent Assessment Business, talk about trends and best practices that will help you bring talent in early and develop and nurture them through your organisation.
In this conversation, they talk about the challenges and opportunities for hybrid work in recruiting and developing early talent, the evolution of assessment practices, assessing for skills, aligning graduate programs with broader HR strategy, using the recruitment process to make strides in DEI, personalizing the candidate experience, using data beyond the point of hire, getting candidates excited about your offer, and more.
-
“We’re not recognising talent if we lean too heavily on the way we’ve always assessed and recognised talent.”- Laura Manescu, Senior Talent Strategy Consultant at Mercer Workforce Solutions
-
“Are you assessing for now or for the behaviours, skills and competencies you’re going to need in the future?”- Phil Harrington, ANZ Practice Lead, Mercer Talent Assessments
-
“Talk to some grads, put them at the heart of the experience"- Fiona Herron, Senior Manager of Graduate Programs, Commonwealth Bank
-
“The holistic use of the recruitment data is really powerful and should support the hiring manager and the ongoing development conversation into the future.”- Phil Harrington, ANZ Practice Lead, Mercer Talent Assessments
-
"Be prepared to think about at least four calendar years at any given time. In 2023, you need to think about your headcount that's in FY26, FY27 and beyond.”- Fiona Herron, Senior Manager of Graduate Programs, Commonwealth Bank
References
1. Mercer 2022 Global Talent Trends Study
2. McKinsey - Taking a skills-based approach to building the future workforce
3. Neurodiversity
Do jobs really define what we do? In this episode, Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific and her colleague Anne Leblanc, talk about the evolution of work: the journey from job descriptions, capability and competencies to units of skills and the cultural shift required to unleash the value that all employees can bring to their organisations.
In this conversation, they discuss the circular economy of talent development, the pressing need to close talent gaps by quickly moving skills to where they are needed most, the benefits of building a skills-powered organisation, and the role of technology and talent marketplaces. They also share three actionable tips for employees, HR and organisations to start their own skills revolution today.
-
“At the individual level, the more skills you have, the more attractive you are to help your team, your organisation and your own career.”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
-
“Today we find ourselves constantly learning in order to continue to be valuable and fulfil our need to be good at something, to hone our craft. This is an important shift, maybe ushered in more quickly than most thought, because of the pandemic.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“In a tight labour market, it's extremely difficult for businesses to fill jobs. But what if filling jobs was the wrong way to think about it? What if there's a better way to plug the skills gap in your organisation?”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
-
“Everyone is searching for the best inflation busting strategies; it's hard not to go past reskilling and upskilling to build a better future not only for our organisations but for our workforces.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“One of the things that we are seeing emerge is the concept of a talent marketplace. At the heart of a talent marketplace is the use of AI to match people to work.”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
Anne Le Blanc: Cynthia, three things that can be done: as an employee, make a list of your skills, what you're good at, and what you want to be good at, and go for it.
As a leader, try and actually hire not for a direct job description match, but for the skills and experiences, and they might be adjacent, that really complement your team. And then the last one, from an HR perspective, is: ask the question, where's my skills data? And maybe think about developing those use cases, as a great way to see the possibilities of what you could do with that data.
References
- Mercer 2022 Global Talent Trends
- Wall Street Journal-bestseller Work Without Jobs
- Outcomes of Jobs and Skills Summit
-
“To create a happier workplace, organisations have to think of work design and how it fits into the more flexible lifestyle that everyone is craving for.”- Andrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer Pacific
-
“Having people happy with their work has a lot to do with the company culture and the way in which employees and employers work in partnership with each other.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“Chief Happiness Officers are rising to prominence but can they really drive the happiness and engagement of the workforce?”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
-
“Some roles have a lot of flexibility while others require people to be full-time at work. Organisations have to think beyond the parameters of the 5-day week to bring equity to all roles.”- Andrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer Pacific
Anonymous speakers: “Red tape, inefficient processes, and where it takes the firm a long time to make a decision. I think sometimes we can be a little bit slow.”
“The thing that annoys me the most about my role is when people make assumptions about what you should be doing as a comms professional, and I think that means you end up spending time on the wrong things instead of what you should be doing to add value at work.”
“What really annoys me about my job is the lack of information that they need to make an informed decision, but sometimes, also the abundance of information that is not relevant or reliable, and we have to make sense of what we have.”
“I’m a teacher and what I don’t like about my work is the overcrowded curriculum which leads to too much paperwork and too little time to complete that.”
“Forget about digital communication, teams zoom email, text message. Telephones work great. They did for how many 100 years? Just use them guys. It makes life easier.”
References
1. https://news.gallup.com/businessjournal/162953/tackle-employees-stagnating-engagement.aspx
2. https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx
3. Mercer 2022 Global Talent Trends Study
4. https://www.hrmagazine.co.uk/content/news/four-day-week-pilot-success-for-majority-at-mid-way-point/
Related products for purchase
Related solutions
-
People strategyMercer’s HR transformation consulting services and tools help you revamp your people function, accelerate digital implementation and support change management to…
-
Workforce & careers
Workforce & organisation transformation
Mercer helps unlock future growth by helping companies reimagine how they work and how their people experience work. Our approach is human-centric and… -
Skills-powered organisations
Skills-based talent practices
Mercer's skills-based talent practices helps leading companies to reinvent their talent and reward programmes around skills.
Related insights
-
Skills-powered organisations
Strategic Shift: Skills-Powered Organisations in the Age of AI
Discover how organisations can address skills gaps by implementing a data-driven strategy, fostering buy-in, promoting open communication, setting achievable… -
Future of work
The chief people officer’s quick guide to generative artificial intelligence
Humans plus AI deliver a real advantage. The role of CPOs in shaping how we prepare for the impacts on our businesses and workforce has never been more acute.
Related events
Curated
Related case studies
Related Topics
Workforce consulting and products
-
Workforce & careers
Workforce & organisation transformation
Mercer helps unlock future growth by helping companies reimagine how they work and how their people experience work. Our approach is human-centric and evidence-based. -
Executive compensation
Designing competitive executive compensation and policies that align with business strategy while incentivising top talent can be challenging. We can help you factor in all the critical considerations, so you can achieve the most compelling and effective executive compensation and reward plans. -
Attract & retain talent
Talent Marketplace
Mercer will help you to unlock the power and potential of your workforce by establishing a future-fit talent marketplace, fuelled by talent and skills insights, and enables personalised talent development and real-time talent deployment.