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The skilled talent you need may be working for you today, but will they be there for you tomorrow?

As industries develop and organizations change and grow, new skills emerge and established skills become obsolete which can lead to skill gaps. To ensure your employees thrive and your organisation prospers, you need to fill those gaps efficiently, either through precise hiring or by redeploying or reskilling employees. However many organizations are challenged to make timely decisions about whether to reskill, recruit, or outsource for a particular skill.
While 77% of companies recognize that using skills-based approaches to rewards would afford them better retention of employees and 67% believe these approaches would help with attraction, only 8% of companies formally monitor supply and demand of skills. We can help.



  • We struggle to identify current bench strength and skills gaps to inform hiring.
  • We don’t know which skills are most valuable, and we’re concerned we’re over- or underpaying for the wrong skills.
  • The lack of transparency in our compensation programs is an obstacle to building employee trust with the organization.
  • It's difficult to prioritize learning and development investments aligned with skills-based talent management.

Introducing Mercer Skills-Edge Suite


Mercer Skills-Edge Suite is an integrated service offering comprising consulting, technology, and data. The Suite gives you the information and insight you need to advance skills-based talent and pay practices across your company.


How to start your journey?


Leverage digital tools to advance pay for skills with Skills Library, Skills Pricer and Skills Pay Planner


Pay-for-skills practices can lead to increased attraction and retention of critical skills. In addition, they can strengthen and reinforce other people initiatives, such as workforce planning, performance management and career development.


Mercer products that can support pay-for-skills initiatives include: 

Skills Library

Lay the groundwork for skills-based decision-making.





Skills Library offers a rapid short-cut to deploying a skills taxonomy that is based on market data — the first step in adding skills to your organization’s pay strategy.


Skills Pricer

Determine which skills are most valuable to your organization.




Skills Pricer is a self-service web application that reports which skills influence the pay of a selected job, as well as assigning a value to those skills. Additionally Skills Pricer allows you to customise a benchmark job to reflect your own unique skills mix, and see how that impacts on pay for the new role.


Skills Pay Planner

Reinvent your rewards with pay for skills.





This AI-driven tool is designed to equip organizations with intelligent pay at the employee level – based on business strategy – combining skill scarcity and business criticality, along with other business-related employee performance data.




Partner with Mercer to transform your workforce through skills-based talent practices


Transformation demands deconstructing jobs into units of skill and updating talent models so skills become the basis for defining work, deploying talent, managing careers and valuing employees. Without accelerating progress on their skills agenda, organizations won’t have the talent to take advantage of emerging new jobs. Leading companies are re-inventing their talent and reward programs around skills.


Making the move from jobs to skills affects how you approach workforce planning, reskilling/upskilling, performance management, your internal talent marketplace, succession planning, pay and talent acquisition. Partner with Mercer to help you transform your workforce.


Strategic workforce planning

Apply internal and external supply and demand skills research data for enhanced insights and redefined talent/skills pools


Conduct rapid reskilling, targeted by robust assessment capability, without laborious current state analysis

Skills assessment

Measure skills and capabilities objectively for talent acquisition, development, succession or a broader people strategy, based on your skill framework


Invest in future skills and reinvent pay programs with AI-driven pay decisions based on skill demand, supply and criticality

Performance management

Know that agile environments require rapid, multi-sourced performance feedback and assessment, so skill proficiency and development activities are even more critical

Career development/

Enable employees’ ownership of their careers through skill mapping and adjacencies, which shine a light on actionable career paths

Succession planning

Ensure succession pools are informed by individual skills to expand potential talent pipelines and avoid job structures that may limit diversity

Internal talent marketplace

Deploy talent to gigs, projects, experiences based on skills supply and demand, promoting internal mobility and diversity of thinking and experiences across the organization

Talent acquisition

Select candidates based on skills, using AI-driven skill inferences and simple digital assessment tools to improve the quality of the process and the candidate experience

Is your organization ready for skills-based talent management?


Take this diagnostic to assess the maturity of skills structures and reskilling processes in your organization. Identify areas for opportunities, and get instant advice on next steps.


Watch our interview series about the shift to a skills-based approach

In this interview series, several Mercer experts talk with IBM executives about the journey IBM has taken to plan and adopt a skills-based pay approach.

Listen to the interview series to gain insights, and get started on your skills-based journey!


Our team 

Brian Fisher

Brian Fisher

Global Solutions Leader, Mercer


Brian partners with clients to address their future of work challenges related to skills and career. With more than 20 years of combined corporate and consulting experience, Brian has helped shape Mercer’s point of view and solutions around skill-based talent practices.


Heather Ryan

Peter Stevenson

Go-to-Market Leader, Skills-Edge


Peter is responsible for Mercer’s global go-to-market strategy for Skills-Edge products. In this role he focuses on understanding customer needs, collects feedback from users, and guides cross-functional teams across development, product, operations, sales, marketing and finance.


Connect with us to discuss your organization's needs