2020 global talent Trend Report From Mercer

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The following is the 2020 global talent Trend Report From Mercer recommended by recordtrend.com. And this article belongs to the classification: research report, Online recruitment.

As we enter an era of uncertainty, we will find that there is a constant discussion of the “common future” and its impact on our health, wealth and happiness. What technologies are not yet born that are about to dominate our lives? Will personalized medical care usher in an unprecedented age of young people? Are we ready for the long-term telecommuting? What do we need to do to improve the health and wealth of people in the new coronavirus pneumonia crisis?

Mercer’s global talent trends report 2020 reveals the current situation we are facing and the unresolved disputes that are troubling us, even if we think the new decade is full of opportunities. This opportunity was temporarily blocked by the outbreak. Time honored measures such as GDP seem to be losing their effectiveness, and many traditional institutions that have flourished over the past few decades are embarking on a journey of transformation. The changes that have taken place in turbulent times are not only subverting the present, but also redefining the way we live, work, operate and do business – even if the epidemic subsides, it will not go back to the past. This year, 7300 respondents made it clear that if we want to build a brighter future, for us and our future generations, we must be leaders of change.

As leaders of change, we need to have a more comprehensive concept of the responsibilities of enterprises. One of them is now being tested, that is, the business purpose of enterprises is no longer limited to shareholders’ returns, but to put the happiness and well-being of individuals and society at the core. This study shows that we need to manage digital and workplace transformation with care. Digital transformation is dividing the ability of enterprises to predict the current storm. However, change should also match capabilities. Two thirds of employees were aware of the risk of collapse before the outbreak, and today only two fifths of businesses think they are truly digital. In addition, not all businesses can adapt to flexible work, especially in the retail, health care and automotive industries, where there are still difficulties in building a culture that supports long-term flexible work.

This year, 98% of corporate executives plan to redesign their businesses to prepare for the coming challenges ⸺. This is not surprising because most companies (85%) want technology transformation to continue to be the primary driving force of business change, while rising customer expectations (87%) and industry integration (80%) also account for a large proportion. Based on the extent and duration of the current epidemic, everything from location to diversification of the business portfolio will further expand the list.

As we experience the turmoil brought about by the epidemic and are tested in terms of business continuity and the development of a global response mechanism, it is clear that we need to balance short-term and long-term development. We have to stop rushing and ask ourselves: is today’s workplace and workplace transformation sustainable? Can our work model attract a new generation of employees? How will we energize our business? How will we ensure that our employees’ value propositions fit with rising expectations for health, wealth and career? And whether the current enterprise practice can flexibly cope with the impact of current and future emergencies on the business?

Change drives innovation

What is encouraging is that demand breeds innovation. Whether it is work, life or human care, we will usher in new ways. In the face of challenges, we need to rethink collective and individual responsibilities – to others, to our institutions, and to the society and environment in which we live. The rise of the mission related to life is exactly what people yearn for.

Executives quickly adopt future oriented work strategies to participate in and respond to market competition, while preparing for the most likely economic recession. If macroeconomic conditions continue to develop in a negative direction, enterprises will boldly respond by seeking external strategic cooperation (40%), using more variable talent pool (39%) and strengthening investment in science and technology and automation (34%). These strategies will further accelerate the changes already under way and change the way goods and services are traded, operated and interacted.

At the macroeconomic level, corporate executives continue to be under pressure from global connectivity. But there are two socio-economic drivers that stand out: a tenfold increase in the focus on talent flows and a threefold increase in the focus on migration (based on 2017): and now complexity is added to the need for social distance and border control.

Empathy is the key element in the new pattern

In the face of many uncertainties, what should enterprises, individuals and society do to win? Find solutions by combining the left brain’s rational thinking (understanding the business situation and chain reaction) with the right brain’s perceptual thinking (skills such as intuition and creativity). Only in this way can we translate our vision and wisdom into inclusive business prosperity. It is possible for the booming employees to choose to work for an enterprise that takes into account both sensibility and rationality in the decision-making process

Sex is twice as much as working for other companies, and less than half of the companies today can do it. If we want to gain something in this respect, we need to take into account the indicators of humanization and economy, give full human care, put the responsibility for the long-term future above the short-term profit, and create space for people to display their talents. That’s empathy, which is essential to winning in this ever-changing world.

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