Why are skills so important?
To build more agile workforces, forward-thinking businesses are shifting from jobs to skills. But how do you find top talent and retain critical skills without overpaying? Mercer’s Skills Edge Suite can help.
Here’s the inconvenient truth: skills that were relevant a year ago are now becoming redundant, and the future of work requires new skills that many businesses don’t even fully understand yet.
That’s where skills-based job redesign comes in. Job redesign involves tailoring your employees’ positions to meet evolving business needs, and sits at the very heart of workforce transformation and human capital management.
Done right, a skills-based workforce actually benefits both you, and your employees. It helps everyone keep pace with the future of work and creates an agile workforce that can bend with the wind without falling apart.
Traditional methods of recruitment and retention were designed for a different era – that’s why
they’re inadequate for addressing the large-scale shifts that are currently happening in the workplace.
So, the million-dollar question is: how can business leaders design a future of
work strategy that’s effective at finding and retaining top-quality talent?
Economic uncertainty, rapid digital transformation, and sudden societal shifts has made once-popular HR strategies less effective at finding and retaining high-quality talent. With Mercer’s global consulting team and advanced data and technology toolkit, Mercer’s Skills Edge Suite can support you through the ups and downs and twists and turns inherent in the business world today, and tomorrow.
Mercer Skills Library, a global job taxonomy of over 3,000 unique skills, is the key to creating your skills-based future roadmap. Use it to pinpoint your highest priority skills, understand your current bench strength, and determine opportunities for reskilling.
Pegged against global market data, Mercer Skills Pricer uses predictive modelling so you can see how skills impact pay, while highlighting emerging or declining skills. Pre-empt talent crunches by hiring for future skills, and retrain those with soon-to-be obsolete skills.
Mercer Skills Pay Planner uses machine learning and AI to recommend compensation packages that aren’t too high or too low, but just right. It does this by evaluating skill scarcity, business strategy, career potential and even performance and retention risk.
A large R&D organization in Singapore faced issues with developing an upskilling culture among its employees. Although the contributions of researchers working in the organization were paramount, the skills agenda was scattered and misaligned with employee pay and career scales.
Find out> how Mercer and the R&D organization addressed a wide range of issues to achieve this fundamental transformation.
Sometimes, the answer lies within. Rather than look outward to fill skills gaps, evaluate your existing workforce to uncover hidden opportunities for reskilling or job redesign.
Lead the pack, don’t struggle to catch up. Pre-empt and plug emerging skills gaps by aligning your talent acquisition strategy with your business strategy.
Every skyscraper starts with the right foundation. To design and build a high-performing workforce, relook at your pay practices and compensation benefits.