The document discusses a total rewards framework for enhancing employee experience in the face of a changing workforce, highlighting the influence of external factors such as globalization, talent scarcity, and technological advances. It emphasizes the need for organizations to adapt their employee value propositions to address generational differences and to forge emotional connections with employees. The presentation, led by Steve Gross, also explores strategies for curating compelling career experiences and transforming talent processes.

1. Total Rewards
Framework:
Developing a compelling employee
experience for a changing workforce
Guest Presenter: Steve Gross
Senior Partner
Mercer
TalentTakeaways
webinar & podcast series

2. AGENDAThe Series
TalentTakeaways
webinar & podcast series
Talent Takeaways Series

3. AGENDAAGENDA
✓ Resource Library
✓ Product Information
✓ Product Tour & Demo
The Sponsor
Talent Takeaways Series
Talent Management Made for Managers

4. AGENDAWebinar Info
Talent Takeaways Series
✓ We are informal (and fun)
✓ Ask Questions!
✓ Q&A Session at end
✓ HRCI Credit
✓ Slides will be available after

5. AGENDAThe Presenter
Talent Takeaways Series
Steve Gross is a Senior Partner at Mercer. He
specializes in developing total rewards and human
capital strategies that support cultural change and
pay for performance. Steve is an adjunct professor
at Temple University, and has served as a faculty
member of WorldatWork, SHRM and the American
Management Association. He is a frequent
speaker on compensation and human resource
issues, and has authored over 50 publications
concerning compensation strategies, benefits and
human resource issues including the book,
Compensation for Teams. He holds a MBA from the
Wharton School of the University of Pennsylvania.
Steve Gross
Senior Partner
Mercer

6. © MERCER 2017 6
A G E N D A
P U R P O S E
P I C T U R E
P L A N
PA R T T O P L AY
Identify external factors that will influence the experience of the workforce
of the future and discuss how leading organizations are responding
Create an inspiring to thrive environment
How to recraft the employee experience
Call to action

7. © MERCER 2017 7
E X T E R N A L F A C T O R S I M P A C T I N G T H E E M P L O Y E E
E X P E R I E N C E
7
GLOBALIZATION
• Global workforce
management
• Cultural
sensitivity
• Knowledge of
local practices
TALENT
SCARCITY
• Lack of workers
with the right skill
sets
EVOLVING
WORKFORCE
DYNAMICS
• Aging workforce,
with seniors working
longer
• Multiple
generations
working side-by-side
• Rapid increases in
independent
workers
RAPID
TECHNOLOGICAL
CHANGE
• Automation / AI
changing the way
work is done
• Flexible work
environments
• Organizational
reputation
reshaped by
social media
SHIFTING
EMPLOYEE
REWARDS
• Income growth
divergence leading
to social unrest /
minimum wage
pressure
• Unsustainable
healthcare trends
• Pension plan
declines

8. © MERCER 2017 8
EMPLOYEES
E X T E R N A L F A C T O R S I N F L U E N C I N G T H E E M P L O Y E E
E X P E R I E N C E
M U L T I P L E G E N E R A T I O N S A R E C H A N G I N G
W O R K F O R C E D Y N A M I C S
2%
SILENTS (BORN 1928 – 1945)
COMPANY LOYALTY, DEPENDABLE & RESPECTABLE
“SAME COMPANY FOREVER”
29%
34%
35%
BABY BOOMERS (BORN 1946 – 1964)
LIVE TO WORK, LOYAL & IDEALISTIC
“OFFICE FACE TIME”
GEN X (BORN 1965 - 1980)
WORK TO LIVE, RESOURCEFUL & CYNICAL
“WORK SHOULD NOT DEFINE LIFE”
Source: PEW Research Center.
MILLENNIALS (BORN 1981 - 1997)
WORK MY WAY, ENTITLED & IMPATIENT
“OWN CAREERS, MEANINGFUL WORK”

9. © MERCER 2017 9
E X T E R N A L F A C T O R S I N F L U E N C I N G T H E E M P L O Y E E
E X P E R I E N C E
I N C R E A S I N G D E S I R E F O R B E N E F I T S C H O I C E A M O N G
U S E M P L O Y E E S
Source: Mercer 2015 Inside Employee Minds Survey.
GENERATION
PERCENT OF EMPLOYEES WANTING TO
REDUCE/INCREASE VALUE OF SOME BENEFITS
Silents
(Born 1928-45)
Baby Boomers
(Born 1946-64)
Gen X
(Born 1965-1980)
Millennials
(Born 1981-1997)
38%
48%
59%
70%
SILENTS
(Born 1928 – 1945)
BABY BOOMERS
(Born 1946 – 1964)
GEN X
(Born 1965 – 1980)
MILLENNIALS
(Born 1981 - 1997)

10. © MERCER 2017 10
Source: Mercer “Inside Employee Minds”
BABY BOOMERS
(Born 1946 – 1964)
Base pay
Retirement plan
Type of work
Health care benefits
Incentive pay
Paid time off
Flexible schedule
Working for org. I
respect
Career opportunities
Training opportunities
GEN X
(Born 1965 – 1980)
Base pay
Retirement plan
Flexible schedule
Health care benefits
Incentive pay
Paid time off
Type of work
Career opportunities
Working for org. I
respect
Training opportunities
MILLENNIALS
(Born 1981 - 1997)
Base pay
Career opportunities
Incentive pay
Retirement plan
Flexible schedule
Health care benefits
Paid time off
Type of work
Working for org. I
respect
Training opportunities
SILENTS
(Born 1928 – 1945)
Base pay
Retirement plan
Paid time off
Health care benefits
Incentive pay
Type of work
Flexible schedule
Working for org. I
respect
Career opportunities
Training opportunities
1
2
3
4
5
6
7
8
9
10
EMPLOYEES
E X T E R N A L F A C T O R S I N F L U E N C I N G T H E E M P L O Y E E
E X P E R I E N C E
D E E P E R L O O K A T G E N E R A T I O N A L P R E F E R E N C E S

11. © MERCER 2017 11
EMPLOYEES AGREE WITH THE FOLLOWING:
ALL
EES
DIFFERENCE:
MILLENNIALS
Promotions are generally given to the most qualified employees in my organization 43% +11
I trust senior management in my organization to communicate honestly 48% +9
Managers in my organization demonstrate concern for the well-being of employees 51% +9
I believe that I have sufficient opportunity for growth and development in my organization 51% +9
I would recommend my organization to others as a good place to work 58% +6
At the present time, I am seriously considering leaving my organization 37% +7
E X T E R N A L F A C T O R S I N F L U E N C I N G T H E E M P L O Y E E
E X P E R I E N C E
Y O U N G E M P L O Y E E S D R I V I N G T H E ‘ H A P P Y B U T
L E A V I N G ’ T R E N D
Source: Mercer 2015 Inside Employee Minds No America Survey

12. © MERCER 2017 12
HOW WILL
ORGANIZATIONS
RESPOND?

13. © MERCER 2017 1313
CURATE
COMPELLING
CAREERS
SHIFT FROM AN
EVP TO IVP
H O W W I L L O R G A N I Z AT I O N S R E S P O N D ?
T H R E E K E Y T H E M E S
TRANSFORM
TALENT
PROCESSES

14. © MERCER 2017 14
PROCESSESCAREERSEVPTOIVP
C O M P E N S A T I O N
D I S T R I B U T I O N
C A R E E R S
T A L E N T
S T R A T E G Y
D E V E L O P M E N T
H R
P R O C E S S E S
H R
C O M M U N I C A T I O N
E M P L O Y E E
R E L A T I O N S
E M O T I O N A L
C O N N E C T I O N
V A L U E
P R O P O S I T I O N
H O W W I L L O R G A N I Z AT I O N S R E S P O N D ?
E X P E C T E D C H A N G E S
YESTERDAY 2017 2022
S TAN D AR D I Z E D P E R S O N AL I Z E D
S P O R AD I C R E Q U I R E D
AU T H O R I TAT I V E PAR T I C I PATO RY
S TAI D C O M P E L L I N G
R E AC T I V E P R O AC T I V E
C L AS S R O O M E X P E R I E N T I AL
S I L O E D S T R E AM L I N E D
S H AR E D
P E R F O R M AN C E
D R I V E N
S E L E C T I V E T R AN S PAR E N T

15. © MERCER 2017 15
S H I F T F R O M A N E V P T O A N I V P
P E R S O N A L I Z I N G A N E V P R E Q U I R E S M A K I N G
A N E M O T I O N A L C O N N E C T I O N W I T H E M P L O Y E E S
AFFINITY
PRIDE
PURPOSE
CULTURAL ALIGNMENT

16. © MERCER 2017 16
S H I F T F R O M A N E V P T O A N I V P
P O L L I N G Q U E S T I O N
16
How important is the emotional connection in your EVP?
a) Very important
b) Somewhat important
c) Not important

17. © MERCER 2017 17
S H I F T F R O M A N E V P T O A N I V P
E V A L U A T I N G T H E E M P L O Y E E E X P E R I E N C E
U S I N G P E R S O N A S
► Define the multiple
characteristics/needs
of your audiences
► Document
combinations of
needs, communication
desires, interests,
engagement
approaches, etc.
► Improve engagement,
make content and
approaches relevant
► Use “tried and
proven” techniques
in HR and internal
communications
WHY?
► Multiple lenses for
the organization to
evaluate its
programs
► Understanding how
the emotional
connection differs
by persona
► Confirmation that
one size does not
fit all
► Direction for crafting
an EVP that
provides something
for everyone
HOW?

18. © MERCER 2017 18
S H I F T F R O M A N E V P T O A N I V P
E V A L U A T I N G T H E E M P L O Y E E E X P E R I E N C E
T H R O U G H M U L T I P L E L E N S E S
S AM P L E P E R S O N A
Starters
(Lives paycheck to paycheck)
Suburban Realists
(Single Parent, Works 2nd
job)
Long Term Loyals
(Team Leader)
Urban Ambitions
(My time, My place)
Strivers
(High performers)
Managerial Core
(Thinking about retirement)
NEEDS
PERSONAL
DATA
INTERESTS
COMM
PREFERENCES
EMOTIONS
SPENDING /
WEALTH

19. © MERCER 2017 19
S E G M E N T AT I O N : P E R S O N A S
S A M P L E : P E R S O N A ’ S C O N C E R N S
( C L I E N T E X A M P L E )
STRIVERS
CHARACTERISTICS
• 40 years old
• 9 years service
• $94k annual pay
• Suburban Married
KEY CARE-ABOUTS
• Thinking about the future
• “Being smart about how I do things”
• Connected all the time
• Help me get ahead
• Balancing my career and my life
FINDINGS
• 25% manage 10+ employees
• 15% have been promoted in last 2 years
• 81% participate in medical plans
• 86% participate in 401(k)
• 57% are not well diversified in 401(k)
• 11% are taking loans from 401(k)
• 26% have dependent children
entitled
my future
hopeful
empowered
treat
getting ahead
savvy
social network
curated

20. © MERCER 2017 20
S E G M E N T AT I O N : P E R S O N A S
S A M P L E : P E R S O N A ’ S C O N C E R N S
( C L I E N T E X A M P L E )
STRIVERS: RECOMMENDED ACTIONS
• Clarify promotion opportunity expectations
• Focus communications (simple, don’t sell)
• Offer financial and tax optimization guidance
• Develop program to foster lateral mobility
• Revise spot award programs

21. © MERCER 2017 2121
v
v
S H I F T F R O M A N E V P T O A N I V P
O R G A N I Z A T I O N S A R E L O O K I N G A T T H E T E C H
S E C T O R F O R W A Y S T O E N G A G E
Source: 2015 Bay Area Technology Perquisites & Benefits Study
26% 60%
40%>90%84%
>90%
TELECOMMUTING
Companies with work from
home programs
TIME OFF
Companies with unlimited
PTO
FUN AND GAMES
Companies with a rec room
GLOBAL MOBILITY
Companies with international
business travelers
FREE FOOD
Companies offering free
beverages or snacks
HEALTH & WELLNESS
Companies offering health or wellness
programs
% of Tech companies providing benefit

22. © MERCER 2017 22
Rewards
Performance
Management
Selection
& Retention
Succession
Management
Workforce
Planning
Career
Management
© MERCER 2016
C U R A T I N G A C A R E E R E X P E R I E N C E
C A R E E R F R A M E W O R K S P R O V I D E T H E
F O U N D A T I O N
Source: 2016/2017 US Mercer Compensation Planning Report, effective July 2016.
80%
78%
72%
65%
53%
47%
Approximately 65% of
organizations either have
a career framework or
plan to implement one.
Organizations are at
various stages of linking
frameworks to HR
programs (shown in
green on the right)

23. © MERCER 2017 23
Employees want to explore opportunities to move vertically
and horizontally and know how to realize their ambition.
C U R A T I N G A C A R E E R E X P E R I E N C E
E M P L O Y E E S S E E K I N G V I S I B I L I T Y O F
O P P O R T U N I T I E S A N D S U P P O R T T O G E T T H E R E

24. © MERCER 2017 24
E M P L O Y E E S
Believe company is doing enough
to keep their skills relevant
25%
O R G AN I Z AT I O N S
82%
Plan to develop and
promote from within
C U R A T I N G A C A R E E R E X P E R I E N C E
D E V E L O P M E N T I S A P R I O R I T Y , B U T T H E
L A N D S C A P E I S C H A N G I N G
As organizations seek to develop their talent
from within, they’re faced with a rapidly
changing L&D landscape:
► Shift from formal to informal learning
► Focus on experiential learning delivered
at point of need
► Increase in self-directed learning
► Increase in crowd-sourced content
Source: Mercer 2016 Talent Trends Study

25. © MERCER 2017 25
T R A N S F O R M T A L E N T P R O C E S S E S
D R I V I N G E F F I C I E N C I E S F O R M A N A G E R S A N D
E M P L O Y E E S
MANAGERS WANT
PROCESSES THAT
REQUIRE MINIMAL
TIME & EFFORT
O R G AN I Z AT I O N S
Believe talent management
processes need an overhaul
85%
Source: Mercer 2016 Talent Trends Study
EMPLOYEES WANT
CONSUMER-GRADE,
TECHNOLOGY-
ENABLED
INTERACTIONS
E M P L O Y E E S
Believe their company’s HR
processes are state of the art
4%

26. © MERCER 2017 26
E X P E R I M E N T A T I O N
H A P P E N I N G
M E A S U R I N G R O I
W I L L P E R F O R M A N C E
D R I V E B A S E P A Y ?
E M P L O Y E E S L I K E
R A T I N G S A N D
F R E Q U E N T
F E E D B A C K
S H O U L D
E M P L O Y E E S E X P E C T
A N A N N U A L R A I S E ?
I S T H I S T H E E N D
O F M E R I T ?
© MERCER 2017 26
T R A N S F O R M T A L E N T P R O C E S S E S
I S S U E S S U R R O U N D I N G P E R F O R M A N C E
M A N A G E M E N T A N D R E W A R D S

27. © MERCER 2017 27
T R A N S F O R M T A L E N T P R O C E S S E S
R A T I N G S D E B A T E I S C O N T I N U I N G
D E - LIN K ING PAY
A N D PER FO R MA NC E
M AD E C H AN G E S TO
F E E D B AC K M E C H AN I S M S
MO VED AWAY FR O M
PERFO RMANCE RATINGS
I N D E F E N S E O F
P E R F O R M AN C E R AT I N G S

28. © MERCER 2017 28
T R A N S F O R M T A L E N T P R O C E S S E S
P O L L I N G Q U E S T I O N
Is your organization planning to eliminate performance ratings?
a) Yes
b) No
c) Not sure

29. © MERCER 2017 29
© MERCER 2017
Source: 2016/2017 US Mercer Compensation Planning Report, effective July 2016.
Using individual performance
to drive base salary
Considering individual
performance when making
incentive decisions
51%
Working to improve pay
differentiation based on
performance
96%
Planning to retain
formal performance
ratings in 2016 or
beyond
T R A N S F O R M T A L E N T P R O C E S S E S
C O M P E N S A T I O N T R E N D S S H O W P A Y F O R
P E R F O R M A N C E I S H E R E T O S T A Y
29
91%
63%

30. © MERCER 2017 30
HOW TO RE-CRAFT THE
EMPLOYEE EXPERIENCE

31. © MERCER 2017 31
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
T H I N K H O L I S T I C A L L Y A B O U T T H E E M P L O Y E E V A L U E
P R O P O S I T I O N
EMPLOYER
PERSPECTIVE
Compensation Benefits Careers Work/Life
EMPLOYEE
PERSPECTIVE
My value today
My financial security
and protection
My future value My quality of life

32. © MERCER 2017 32
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
U S E M U L T I P L E L E N S E S A N D A S K T H E R I G H T
Q U E S T I O N S
• What does or should
differentiate it from
competing employment
opportunities?
• How do employees place
VALUE on the current rewards
package?
• What are the labor
and related rewards
environments in which
the COMPANY
COMPETES?
• How do they influence or
constrain rewards practices
that the company may wish to adopt?
• What are workforce needs in terms
of structure, behavior, capabilities
and performance?
• How should the rewards
programs be designed
and delivered in order to
secure those workforce
OUTCOMES?
• Can the rewards programs designed
to support the desired strategy be
provided at an AFFORDABLE
and SUSTAINABLE cost?
• If not, how should they
be modified to be
financially viable?
COST
PERSPECTIVE
EMPLOYER
PERSPECTIVE
EMPLOYEE
PERSPECTIVE
EXTERNAL
PERSPECTIVE

33. © MERCER 2017 33
H O W T O R E C R A F T T H E E M P L O Y E E E X P E R I E N C E
U T I L I Z E W O R K F O R C E A N A L Y T I C S
Anecdotes Reactive
checks
Ongoing
reports
Benchmarks Correlations Simulations
& forecasting
Predictive
modeling
STRATEGIC VALUE MORE POWERFULLESS POWERFUL

34. © MERCER 2017 34
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
C O M B I N E F A C T S T O D E V E L O P A N E V P T H A T
S U P P O R T S T H E B U S I N E S S S T R A T E G Y
“SAY” “DO”QUALITATIVE
Employee perception
QUANTITATIVE
Employee behavior

35. © MERCER 2017 35
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
E M P L O Y E E P R E F E R E N C E S : U N D E R S T A N D I N G
I M P O R T A N C E V S S A T I S F A C T I O N V S C O S T ( E X A M P L E )
.

36. © MERCER 2017 36
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
U N D E R S T A N D I N G E M P L O Y E E B E H A V I O R S – T U R N O V E R
( E X A M P L E )

37. © MERCER 2017 37
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
I N T E G R A T E S A Y / D O A N A L Y S I S : S T R A T E G Y M A P
( C L I E N T E X A M P L E )
Element Cost Competitiveness Importance Satisfaction
Driver of
Retention
Driver of
Promotion
Driver of
Engagement
Driver of
Performance
Promotion
Opportunities
$$ P25 Above. Avg. Below Avg. ▲ n/s ▲ ▲
Lateral
mobility
$ P25 Below Avg. Below Avg. n/s ▲ n/s ▲
Autonomy /
Span of
Control
$ P50 Above. Avg. Above. Avg. ▼ ▲ n/s n/s
Base Salary $$$ P75 Above. Avg. Above. Avg. n/s ▲ ▲ ▲
Retirement $$$ P75 Above. Avg. Above. Avg. n/s n/s n/s n/s
Spot Awards $ P25 Below Avg. Below Avg. n/s n/s n/s n/s

38. © MERCER 2017 38
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
S E T G U I D I N G P R I N C I P L E S ( C O R P O R A T E A N D
P E R S O N A S P E C I F I C )
D E F I N E A S E T O F G U I D I N G P R I N C I P L E S t h a t w i l l f a c i l i t a t e t h e
o r g a n i z a t i o n ’ s p h i l o s o p h y s e t t i n g , p l a n d e s i g n , a n d i m p l e m e n t a t i o n o f a
d e c i s i o n m a k i n g f r a m e w o r k .
EXAMPLES
1. Segmentation (degree of differentiation for workforce categories).
2. Role of reward element (purpose of each vehicle).
3. Comparator group (competitive business/labor market).
4. Competitive positioning (target percentile).
5. Performance orientation (differentiation, point of measurement, metrics).
6. Internal equity (importance of the internal relative value of work).
7. Affordability and sustainability (degree of cost control required).
8. Governance and accountability (decision-making structure).
9. Administration (approach and point of management).
10.Communication and transparency (approach and vehicles for information sharing).
11.Success measures (measuring and monitoring results).

39. © MERCER 2017 39
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
D E V E L O P A B L U E P R I N T ( C O R P O R A T E A N D P E R S O N A
S P E C I F I C )
B L U E P R I N T S p r o v i d e a n a t - a - g l a n c e i n v e n t o r y o f r e w a r d s p r o g r a m s .
Role of reward
element
Competitive
positioning
Impact of positioning Metrics
Compensation
Base pay
Attract and retain;
reward building skills
25th percentile Risk tolerance
Acceptance rate
turnover; appropriate
skills
Annual
incentives
Reward individual/
unit/ corporate
performance
Base + STI = 75th
percentile
Performance
orientation
Business results
Long-term
incentives
Link to shareholder
value creation
Base + STI + LTI = 90th
percentile
Rewards long-term
growth
Stock price growth
Benefits
Group benefits
Personal risk
management
Leading edge design;
50th percentile
Desirable employer
Cost and value
delivered
Retirement Wealth accumulation 50th percentile
Facilitate orderly
retirement
Retirement income
adequacy; financial
management
Perquisites Tax efficiency Market practices Employment brand
Cost; commitment
index
Careers
Performance
management
Goal setting/
accountability
Support “build” talent
strategy
Focused efforts Scorecard results
Work/life
balance
Compelling place to
work
Environment difficult
to
match by competitors
Attraction/retention
of qualified staff
Commitment index;
turnover
Workforce
planning/pathin
g
Adequate supply of
talent
Balance pay/benefits
w/ career opportunities
Support “build”
talent strategy
Percentage of outside
hires

40. © MERCER 2017 4040
Use of game
mechanics
to guide career paths
Personal and
relevant information
Authenticity
that resonates
© MERCER 2017
F O U R AR E AS TO G E T R I G H T I N E M P L O Y E E
C O M M U N I C AT I O N S
Self-engaged
career
mapping
T R A N S F O R M T A L E N T P R O C E S S E S
E M P L O Y E E C O M M U N I C A T I O N
40

41. © MERCER 2017 4141
© MERCER 2017
T R A N S F O R M T A L E N T P R O C E S S E S
P E R S O N A L A N D R E L E V A N T I N F O R M A T I O N
• Personalized information
• Dashboards of content at-a-glance
41

42. © MERCER 2017 4242
© MERCER 2017
T R A N S F O R M T A L E N T P R O C E S S E S
U S E O F G A M E M E C H A N I C S T O G U I D E C A R E E R P A T H S
Select a game Complete each game
Review your
personal behavior
traits
See what careers
best match those
traits
42

43. © MERCER 2017 43
H O W T O R E - C R A F T T H E E M P L O Y E E E X P E R I E N C E
C R E A T I N G A D A S H B O A R D T O M E A S U R E O U T C O M E S
Workforce
demographics
Turnover
rates
Percent
quick
quits
Cost of
turnover
Workforce
experience
Employee
commitment
index
Total HC
investment
Percent
pay-performance
related
Training
participation
rates
Employee
satisfaction
score
Promotion
rates
Buy vs.
build ratio
Performance
distribution
(e.g., ratings,
productivity,
incentives,
etc.)
Percentiles–
market pay
Workforce
velocity
Hiring rates
Total
Training
costs
Median span
of control
Bonus
participation
rates
Workforce
demographics
Turnover
rates
Percent
quick
quits
Cost of
turnover
Workforce
experience
Employee
commitment
index
Total HC
investment
Percent
pay-performance
related
Training
participation
rates
Employee
satisfaction
score
Promotion
rates
Buy vs.
build ratio
Performance
distribution
(e.g., ratings,
productivity,
incentives,
etc.)
Percentiles–
market pay
Workforce
velocity
Hiring rates
Total
Training
costs
Median span
of control
Bonus
participation
rates
Workforce
demographics
Turnover
rates
Percent
quick
quits
Cost of
turnover
Workforce
experience
Employee
commitment
index
Total HC
investment
Percent
pay-performance
related
Training
participation
rates
Employee
satisfaction
score
Promotion
rates
Buy vs.
build ratio
Performance
distribution
(e.g., ratings,
productivity,
incentives,
etc.)
Percentiles–
market pay
Workforce
velocity
Hiring rates
Total
Training
costs
Median span
of control
Bonus
participation
rates
Workforce
demographics
Turnover
rates
Percent
quick
quits
Cost of
turnover
Workforce
experience
Employee
commitment
index
Total HC
investment
Percent
pay-performance
related
Training
participation
rates
Employee
satisfaction
score
Promotion
rates
Buy vs.
build ratio
Performance
distribution
(e.g., ratings,
productivity,
incentives,
etc.)
Percentiles–
market pay
Workforce
velocity
Hiring rates
Total
Training
costs
Median span
of control
Bonus
participation
rates

44. © MERCER 2017 44
CALL TO ACTION

45. © MERCER 2017 45
C A L L T O A C T I O N
W H A T C A N Y O U D O ?
EVPTOIVP
• Focus on employee experience through personas to create individualized
EVP
• Allow for employee participation in program design changes (e.g., focus
groups, surveys, design teams)
• Approach the future of the employee experience based on ability to influence
desired outcomes in terms of retention, engagement, productivity and results
CAREERS
• Continue leveraging the career development framework across all HR
programs to drive compelling careers for RSM employees
• Integrate the framework across all HR programs
• Explore development opportunities for employees to build skills and
knowledge
PROCESSES
• Make holistic decisions considering all HR programs, based on RSM best-fit
versus best practices
• Continue performance evolution (feedback, calibration, pay-for-
performance)
• Continue reward transparency
• Explore other alternatives for engaging employees through communication

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Talent Takeaways Series
Live Q&A

47. AGENDAAGENDA
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