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Smart innovation and agile working for value creations clare muhiudeen, global hr forum 2010, seoul, korea

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HR strategies are designed to attract, retain, develop and engage employees in support of an organisations business strategy. This task is made more difficult today with the impact of the economic ...

HR strategies are designed to attract, retain, develop and engage employees in support of an organisations business strategy. This task is made more difficult today with the impact of the economic crisis and subsequent recession in many markets combined with the shortage of talent. Key to success is to develop a HR strategy that is agile enough to support robust growth, attract and retain employees of the future but is flexible to respond to different economic cycles.

Towers Watson will share insights based on findings from their Global Talent Management and Rewards Survey which was conducted in May through June 2010 and represents 1,176 companies across 17 locations as well as findings from the Towers Watson’s Global Workforce Study which was conducted online in 22 markets around the world between November 2009 and January 2010 and includes over 22,000 full-time employees in mid-size to large organizations

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Smart innovation and agile working for value creations clare muhiudeen, global hr forum 2010, seoul, korea Smart innovation and agile working for value creations clare muhiudeen, global hr forum 2010, seoul, korea Presentation Transcript

  • Smart Innovation and Agile working for Value Creation 28 October 2010 Clare Muhiudeen, Managing Director Rewards, Talent and Communication, Asia Pacific © 2010 Towers Watson. All rights reserved.
  • Smart Innovation and Agile working for Value Creation Agenda Introduction to Towers Watson Expectations of the Emerging workforce Key challenges post Crisis Implications on HR programs towerswatson.com 2 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Towers Watson is a leading global consulting company that helps organizations improve performance through effective people, financial, and risk management l 130 Years of providing solutions to our client’s needs – Our first client is still with us today. R Watson & Sons was established in 1878, the Wyatt Company founded in 1946, In 1995, the two firms formed a global alliance and began operating as Watson Wyatt Worldwide. Towers Perrin was established in 1934. In 2010, Towers Perrin and Watson Wyatt formed a merger of equals to create Towers Watson. l Our 14,000 associates in 34 countries work together to deliver the perspectives that give your organization a clear path forward. In Asia- Pacific, we have 17 offices located in 11 countries. l Our Headquarters is in New York, U.S.A. l Our clients include over three-quarters of the Fortune 500 global companies; over 700 of the Fortune 1000 largest U.S. companies and the top 300 pension funds worldwide towerswatson.com 3 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential. View slide
  • Our expertise Helping organizations improve performance through effective people, risk and financial management Benefits Talent and Rewards Risk and Financial Services • Retirement • Executive Compensation • Insurance Consulting • Health and Group Benefits • Talent Management • Investment Services • Technology and • Rewards • Reinsurance Brokerage Administration Solutions • Communication and • Financial Modeling Change Software • Employee Surveys • Risk Management • Global Data Services Mergers and Acquisitions: From target evaluation to integration implementation towerswatson.com 4 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential. View slide
  • Smart Innovation and Agile working for Value Creation l Agile l Derived from the French; Agile and Latin; Agilis — Quick motion, ready to move, active, nimble, swift l Organization l Derived from the Greek word- Organon — Entities with common goals, guided by rules, boundaries and controls Challenge of developing a HR strategy that is agile enough to support robust growth, attract and retain employees of the future, is flexible to respond to different economic cycles but also provides common rules and controls towerswatson.com 5 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Designing sustainable HR programs to meet market changes and changing employee expectations l Why is this important? l What is different today? l Workforce differences l Market challenges towerswatson.com 6 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Workforce differences - The Generations 1. Traditionalists (pre 1946) 2. Baby Boomers (1946 – 1964) 3. Generation X (1964 – 1978) 4. Generation Y (1980s) towerswatson.com 7 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Talent shortages A demographic shift will begin in 2011 as the oldest Baby Boomers (65yrs) begin to hit retirement l The New Workforce: with projected workforce shortages we will draw the management of the future from Gen Y l Recent Survey by KPMG — 56% of respondents saw Gen Y as critical to future business success — Retention was a problem -25% of respondents had turnover in excess of 30% — Over 2/3rds felt they needed greater understanding of Gen Y employees KMPG Beyond the Baby Boomers 5 May 2007 towerswatson.com 8 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Why is this important? Workforce in decline: Regional trends Number of workers for every person over 65 18 16 14 Japan No. of 12 people Hong Kong of working 10 Malaysia age for each 8 Australia over 65 year old 6 China 4 Singapore 2 0 2000 2010 2020 2030 2040 2050 Data from UN population statistics towerswatson.com 9 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Talent management is an important global challenge Finding talent is a key management challenge globally… Finding talent 31 China 40 Greater competitive 22 intensity India 38 Increasing size 19 of company Other Asia 35 Increasing no. of 11 markets served 31 North America Growing no. of 5 28 regulations Europe Source: McKinsey - war for talent in 2010 towerswatson.com 10 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Emerging markets provide access to large skilled talent pools Number of young academic professionals Thousands 33,110 50% of talent from developing countries is from India and China 15,052 Developing 1 Developed 2 1. Argentina, Brazil, Bulgaria, Chile, China, Croatia, Colombia, Czech Republic, Estonia, Hungary, India, Indonesia, Latvia, Lithuania, Malaysia, Mexico, Philippines, Poland, Russia, Romania, Slovakia, Slovenia, South Africa, Thailand, Turkey, Ukraine, Venezuela, Vietnam 2. Australia, Canada, Germany, Ireland, Japan, South Korea, UK, US Source: McKinsey - war for talent in 2010 towerswatson.com 11 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Market Challenges - While the recession is over in many countries, its impact has been profound l Following the global financial crisis and recession that occurred in many countries, we may be at a point of inflection l China, India and Brazil experiencing strong economic growth l Spain and Ireland continue to suffer through economic contraction and double digit unemployment l U.S., most of Europe, Canada and Japan are somewhere in between — U.S. unemployment remains stuck around 10% l Most regions took cost cutting and cost management actions as a reaction to the recession l Real wages have been flat or declining towerswatson.com 12 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Recession forced companies out of “business as usual” mode and changed the employee mindset Companies: Employees are… l Reduced labor costs through hiring and l Thankful to have a job in light salary freezes, reduced bonuses and of past layoffs layoffs l Recovering from no pay increase, l Over 44% of companies globally took four or no/smaller bonus, reduced benefits and more cost cutting actions furloughs l Resulted in reduced rate of increase in the real value of total rewards l Less likely to have promotion opportunities l Re-evaluating business strategies to protect bottom line and drive productivity l Survivors who have made it through in gains one piece…barely Theme of Security Theme of Renewal Employees are looking for job security, stability Looking forward, organizations must re-think and opportunities to earn higher levels of pay the way they design and manage their reward (which may be unavailable in current and talent programs organization) towerswatson.com 13 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Looking Ahead… l As we emerge from the recession, companies are faced with additional challenges l Continue to get the basics right: competitive base pay and benefits l Respond to increasing demands by employees for security, stability and opportunity that are difficult to meet l Confront the complexities caused by lack of career advancement opportunities for top talent and employees with critical skills l Develop new leadership competencies for their executives to ensure they can manage in the new and changing environment In order to attract, retain and engage employees, organizations need develop a sustainable rewards and talent management strategy – one that is flexible enough to be vital throughout the economic cycle towerswatson.com 14 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Attraction and Retention in Today’s Environment © 2010 Towers Watson. All rights reserved.
  • The recession forced most companies to take multiple cost cutting actions costs l Organizations’ immediate reaction to the crisis was to freeze or reduce labor costs l There were regional differences in approaches and extent of the actions l European and US companies were more aggressive: over 60% of US companies took four or more cost cutting actions Companies in different regions took different approaches to cost cutting and cost management towerswatson.com 16 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • And this focus on cost control will continue… l Pay, bonuses and training budgets are the programs organizations are most likely to change if economic or business conditions change substantially in either direction towerswatson.com 17 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • For many employees, the real value of rewards has dropped over time l Fewer North American and European employers report that real wages have increased over the last five years l 62% of US companies report that the real value of managers’ total cash compensation for managers has been flat or declined since 2005 l Economic growth continues to drive increases in the real value of rewards in Asia and Brazil Prevalence of real value of rewards over the past five years and 10 years (as reported by respondents) towerswatson.com 18 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Companies recognize the impact of cost cutting measures on employee engagement l Employers recognize some of the Impact of adverse impacts cost cutting has had cost-cutting actions taken on employee well-being and engagement l The more cost-cutting actions employers have taken, the more likely they are to recognize the impact l TW research has shown that declines in employee engagement often have an adverse business impact l Employers are less likely to identify impact on quality, customer service, or employee productivity towerswatson.com 19 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Economic uncertainty and company responses have affected drivers of attraction and retention l Employers are having difficulty attracting and retaining top talent, but not employees in general l High unemployment rates feed labor pool l Critical Skill and Top Performers are reluctant to leave current employer due to uncertainty l Severity of difficulty varies across regions as economic recovery is uneven Attraction and retention difficulties vary significantly by region Percentage of respondents reporting great or very great difficulty attracting or retaining employees towerswatson.com 20 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Attractions drivers are shifting due to the current environment l Employers recognize the importance of base pay, challenging work and career advancement opportunities in attracting employees to their firm l Employers have not made the connection between employee well-being (e.g., flexible scheduling, time off) and an employee’s decision to join an organization towerswatson.com 21 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Attraction drivers in Asia • Employers underestimate convenient work location and benefits as factors candidates consider in deciding whether to join a company Ranking Employer View Employee View 1 Competitive base pay Competitive base pay (56%) (41%) 2 Opportunities for career advancement, Challenging work The business/industry of the organization (37%) (39%) 3 Opportunities to learn new skills Convenient work location (34%) (33%) 4 Reputation of the organization as a great Opportunities for career advancement, place to work Reputation of the organization as a great place to work (32%) (32%) 5 Challenging work, Organization's financial Opportunities to learn new skills, Competitive health benefits (other than retirement or health care) (28%) (28%) towerswatson.com 22 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Retention drivers are also shifting, with increased emphasis on employee well-being l There are large gaps between employee and employer perceptions regarding the influence of security and flexibility on employee retention towerswatson.com 23 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Retention drivers in Asia • Employers likewise do not share employees’ view on the availability of/better pension and better financial planning resources as retention factors Ranking Employer View Employee View 1 Increased compensation Increased compensation (94%) (91%) 2 Greater career advancement opportunity Greater job security (90%) (90%) 3 Improved work-life balance Availability of/better pension (61%) (89%) 4 Greater job security Improved work-life balance, Greater career advancement opportunity (47%) (88%) 5 More flexible work hours, More flexible Better financial planning resources work location (43%) (87%) towerswatson.com 24 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Significant gap exists between employee preferences and what is available in their current organization What is important and achievable at your current organization? towerswatson.com 25 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Companies will need to address the “deal gap” and shifting employee attitudes I want career advancement, but may I want to deliver innovative need to leave my company to get it. products and services – but I am not sure I can here. I want more freedom and flexibility in how I work. I want job security, stability and good pay/benefits — but I see the safety net eroding. I want a wide range of jobs and work experience – do I need to change companies? towerswatson.com 26 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • That Gap even wider for employees of the future - GEN Y ; they start with very different expectations l Pay me: Incentivize and reward me well l Brand me: I want to work for a winning brand with strong CSR l Challenge me: Give me challenging work and assignments l Grow me: Give me training and learning opportunities l Promote me: Ensure my career progression l Hear me: Give me input into decisions l Inspire me: Provide me leaders who have vision and compassion l Care for me: Give me wellbeing, flexibility, work-life balance l e-Enable me: Let me use technology in the workplace towerswatson.com 27 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • What attracts Gen Y to a job in 2010 and beyond? l Similar to other employees, pay, learning and career opportunities, and challenging work are important to Gen Y Attraction Drivers Gen Y Global Overall Competitive base pay 1 1 Opportunities to advance my career 2 4 Challenging work 3 2 Opportunities to learn new skills 4 8 Convenient work location 5 3 Vacation/paid time off/ Holiday/paid time off 6 5 Flexible schedule 7 7 Reputation of the organization as a great place to work 8 6 Competitive benefits (other than retirement or health care) 9 9 Reasonable workload 10 10 Source: Towers Watson 2010 Global Workforce Study - Global towerswatson.com 28 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Attraction of Gen Y: Key trends in Asia § Critical attractors are: § Competitive base pay § Career advancement § Opportunities to learn new skills § Convenience of the work location § Reasonable workload § Vacation/ Paid time off § Diversity in specifics is seen both by Generation and by Culture § Customization is critical for attracting the right talent and gaining competitive advantage towerswatson.com 29 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • What factors drive Gen Y engagement? l Gen Y are especially engaged when offered good career advancement opportunities and decision-making input, and when their organisation demonstrates a commitment to customers and society in general. Attraction Drivers Gen Y Global Overall Has excellent career advancement opportunities 1 7 Organisation quickly resolves customer concerns 2 5 Input into decision making in department 3 4 Organisation’s reputation for social responsibility 4 3 Senior management sincerely interested in employee wellbeing 5 1 Look for opportunities at work to develop new skills 6 Improved skills/capabilities over the last year 7 2 Organisation encourages innovative thinking 8 10 Set high personal standards 9 6 Supervisor inspires enthusiasm for work 10 Enjoy challenging work assignments that broaden skills 8 Good relationship with supervisor 9 towerswatson.com 30 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Engagement of Gen Y: Key trends in Asia § Critical Drivers of Engagement are in the areas of: §Career development §Leadership §Social responsibility §Empowerment § The “Me generation” aren’t all about “me”, CSR is important to them § Drivers tend to be organizational level factors, rather than issues at individual or department level § Diversity is seen in the specific issues by generation and by culture § Customization of the workforce environment is critical for competitive advantage towerswatson.com 31 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • What factors drive Gen Y retention? l Factors particular to Gen Y retention include career advancement opportunities, aspects of teamwork, aspects of technology, incentives, and satisfaction with people decisions. Attraction Drivers Gen Y Global Overall Career advancement opportunities 1 Relationship with supervisor 2 3 Satisfaction with organisation’s people decisions 3 2 Organisation recognizes and rewards great customer service 4 Work environment where new ideas are encouraged 5 7 Bonus/Incentives are favourable compared to other organisations 6 Satisfaction with organisation’s business decisions 7 People in work group work together as a team 8 Set high goals to accomplish things professionally 9 Feelings about technology 10 Organisation’s reputation as a great place to work 1 Understand potential career track in organisation 4 Ability to balance work/personal life 5 Fairly compensated compared to others in my organisation 6 Competitive training 8 Input in decision making 9 Organisation’s reputation for social responsibility 10 towerswatson.com 32 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Top Drivers of retention for Gen Y: Key trends in Asia § Engagement influences retention, but the relationship is not straight forward § Top Drivers for Gen Y differ slightly from the overall results §Career development is much more important §The caring side of leadership and people decisions §Relationship with supervisor/ immediate manager § Gen-Yers need to know they have good career paths, and that senior leadership and the organisation are interested in them, communicate honestly and make good people decisions § Diversity in specifics is seen both by generation and culture § Again, customization of the workforce environment is critical for competitive advantage towerswatson.com 33 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • What informs Gen Y perceptions of senior management? l Gen Y is mostly concerned with senior management’s ability to lead through recent economic downturn, ability to inspire, and behave according to the organizational values Drivers of Senior Leadership Effectiveness Gen Y Global Overall Have been effective at leading the organization 1 1 through the current global economic crisis Exemplify organizational values 2 5 Demonstrate the ability to inspire and engage others 3 3 Effectively communicate the case for change to meet 4 6 the organization's objectives Are trustworthy 5 2 Are effective at managing the risks we face 6 4 Source: Towers Watson 2010 Global Workforce Study - Global towerswatson.com 34 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • What informs Gen Y perceptions of immediate managers? l Similar to all employees, Gen Y’s perceptions of immediate manager are driven by the manager’s honesty and fairness, ability to help them do a good job, and thoughtfulness in their actions Drivers of Immediate Manager Effectiveness Gen Y Global Overall Acts with honesty and fairness 1 1 Sets realistic goals for my work 2 Helps remove obstacles to doing my job well 3 7 Is aware of how his or her behavior affects others 4 4 Trusted source about what is going on in the organization 5 2 Provides clear goals for the work of the team 6 6 Creates a positive and collaborative team environment 7 3 Always knows how well our unit is performing its work activities 8 8 Focuses the work of our team on tasks that add the most value 5 Source: Towers Watson 2010 Global Workforce Study - Global towerswatson.com 35 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • “Sustainable Engagement” is an emerging concept in human capital management LOW HIGH WELLBEING WELLBEING UNHEALTHY SUSTAINABLE HIGH ENGAGEMENT ENGAGEMENT ENGAGEMENT HIGH INDIVIDUAL & LOW ENGAGEMENT ORGANISATIONAL COMFORTABLE RISK towerswatson.com 36 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Enhancing Wellbeing requires distinct strategies from enhancing Engagement Drivers Engagement Wellbeing Senior leadership sincerely interested in employee wellbeing 1 ¾ Understand how work contributes to business objectives 2 ¾ Organisation acts quickly to resolve customer concerns 3 ¾ My job makes good use of my skills and abilities 4 5 Confident in achieving career objectives with company 5 1 Job provides challenges without being overwhelming ¾ 2 Feel a strong sense of belonging to their team ¾ 3 Immediate manager recognises and appreciates good work ¾ 4 towerswatson.com 37 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Sustained Engagement: Differentiating Energised vs Unhealthy Engaged Unhealthy Engaged group feel unappreciated, overwhelmed, ill 100 prepared for job and poorly led 90 80 70 Groups feel they can have the same impact 60 50 40 Can impact Can impact Immediate Organisation Training Organisation profitability revenue manager provides received has develops growth recognises support to adequately good leaders and master new prepared me at all levels appreciates challenges for work I do good work Sustainable Engagement Unhealthy Engagement towerswatson.com 38 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Engagement and wellbeing profiles Traditionalists 52 4 18 26 Baby Boomers 43 12 13 32 Gen X 39 15 10 36 Gen Y 41 19 7 33 0% 20% 40% 60% 80% 100% Energised Unhealthy Engagement Happy But Disengaged At Risk towerswatson.com 39 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Summary: Understanding Gen Y l While similar to other groups in many opinions, Gen Y is more mobile, willing and likely to change organisations Attract Engage Retain 1. Pay me: Incentivise and reward me well 2. Brand me: I want to work for a winning brand with strong CSR 3. Challenge me: Give me challenging work and assignments 4. Grow me: Give me learning and new skill development 5. Promote me: Ensure my career progression 6. Hear me: Give me input into decisions 7. Inspire me: Provide me leaders who have vision and compassion 8. Care for me: Give me wellbeing, flexibility, work-life balance 9. e-Enable me: Let me use technology in the workplace towerswatson.com 40 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Five keys for engaging Gen Y Develop insights into the KNOW THEM workforce Foster learning and set GROW THEM career paths with purpose Inform employees and INVOLVE THEM gather their input Recognize efforts and REWARD THEM optimize rewards Cultivate pride and INSPIRE THEM demonstrate care towerswatson.com 41 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • 1. Know them l Understand what motivates workers to perform l Understand employees at a macro level: l Demographics and trends for the workforce and segments l Stereotypes can be misleading; understand real similarities and differences among groups l Understand employees at a micro level: l Individual employees and what specifically motivates them towerswatson.com 42 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • 2. Grow them Definition of career advancement Making more money 61% Acquiring skills to 51% perform better Acquiring skills to 50% be eligible for other jobs Achieving higher 45% status/recognition Moving up well- 35% defined career path l Short- and long-term opportunities to improve skills and capabilities l Combine learning with real-world experience l Let employees step up when supervisors take a leave of absence l Job rotations l Project teams towerswatson.com 43 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • 3. Involve them l Inform employees about business operations and challenges (e.g., learning maps, product cafes, skip level meetings) l Gather input from employees via personal contact on organisational challenges (e.g., values and innovation jams, blogs, working groups, surveys, that give employees voice to affect change) l Create opportunities and freedom for collaboration (e.g., Talent teams for important projects) towerswatson.com 44 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • 4. Reward them by optimizing the “total reward” mix Top 5 rewards offered by new employer that would influence decision to leave organisation 1. Increased compensation, 73% 2. Increased job security, 61% 3. Better retirement/pensions, 60% 4. Improved work-life balance, 58% 5. Improved career prospects, 58% We have never heard any employee ever say “There’s just too much recognition around here.” towerswatson.com 45 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • 5. Inspire them l Inspiration is the basis for employees’ emotional attachment to their jobs and to the company What generates a sense of pride? l Running a successful operation l Articulating a clear mission l Following your values l Being a good corporate citizen l Cultivating a “market leading” reputation l Having great brands l Working for effective leaders … towerswatson.com 46 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • In summary © 2010 Towers Watson. All rights reserved.
  • To achieve agility and build value creation, it is critical to create a sustainable rewards and talent management model l What is Sustainability? l Effective in any economic environment; supports robust growth but is scalable in a downturn — Flexible in terms of company investment in rewards and talent management programs l Addresses the broad range of elements of the “deal” that are important to employees l Allows for flexibility to target key employee groups such as high performers, critical-skill employees and high potentials l Formalize and communicate this in the form of an overall Employee Value Proposition to both current and prospective employees l The process should provide insight into what key employees value, rather than trying to be all things to all people l Organizations need to pick their spots and place their bets, focusing on top performers, critical-skill employees and high potentials, and designing and delivering on what is important to them towerswatson.com 48 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • Thank you! towerswatson.com 49 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.
  • About the Surveys l Global Talent Management and Rewards Survey l Conducted in May through June 2010 l Captures the current landscape of rewards and talent management l Represents 1,176 companies across 17 locations l Employee Data from Towers Watson’s Global Workforce Study l Conducted online in 22 markets around the world between November 2009 and January 2010 l Includes over 22,000 full-time employees in mid-size to large organizations towerswatson.com 50 © 2010 Towers Watson. All rights reserved. Proprietary and Confidential.