1、健康 财富 职业 KEY TALENT RETENTION & MOTIVATION 核心人才保留与激励 A U G 2 0 1 5 , S H A N G H A I MERCER 2015 2 2 HOW to DEFINE TALENT? Market View “ Everyone in our organisation is a talent” “ Only very few people are “talents” “ There are key groups who are talents” 1 2 3 4 5 MERCER 3 August 24, 2015 Key Posit
2、ion Key Person A certain level or above Position is key to business strategy realization Must be filled by capable, high performing people Needs deep specialist knowledge Requires a succession plan Highly valued person in a position, which is critical to business strategy realization Requires a succ
3、ession plan + retention plan Usually no more than 20% of total employees HOW to DEFINE KEY TALENT-MERCERs APPROACH Key talent are often found with key persons on key positions The key talent Someone who makes a significant contribution to current business success Someone identified as having high po
4、tential Has unique critical skills, capabilities and/or knowledge that are difficult to find elsewhere May have a retention plan MERCER 4 August 24, 2015 KEY TALENT RISK MAP 1. Key Position 2. Stable Talent 3. Strong Succession Pipeline Vacancy Risk High Risk High Risk 1. Key Position 2. High Flight
5、 Risk Talent 3. Strong Succession Pipeline Highest Risk 1. Key Position 2. High Flight Risk Talent 3. Weak Succession Pipeline 1. Key Position 2. Stable Talent 3. Weak Succession Pipeline High Risk Succession Pipeline Strong Weak Stability ofTalentStableHigh FlightMERCER 5 August 24, 2015 HR STRATEG
6、IES FOR KEY TALENT RETENTION & MOTIVATION Y e s66%No34%Do you have any programs to retain key talent? (N=323) Y e s53%No47%Do you have a centralized budget for key talent retention? (N=214) Y e s16%N o 84%Do you have a dedicated role for talent retention? (N=214) Yes 76% No 24% Does your company off
7、er a more competitive compensation to key talents? (N=323) Yes 27% No 73% Does your company set a target turnover rate for key talents? (N=323) MERCER 6 August 24, 2015 RETENTION PROGRAMs VALUED by TALENT There is no one-size-fits-all solution Executive Management Professional Long-term Incentive (L
8、TI) Retention Bonus Retention Bonus Retention Bonus Long-term Incentive (LTI) International Assignment Future Leader Development Future Leader Development Fast Track Program Ranked by % of companies indicate the most valued program 1 2 3 (N=213) MERCER 7 August 24, 2015 EDUCATION ASSISTANCE and INTE
9、RNATIONAL ASSIGNMENT Overall the interest is quiet high 6362706527282427674642121(N=820) % Overall Age 39 515160542932303110138108524311% Overall Age 39 Level of Interest in Education Assistance With a 2-3 year service binding contract Level of Interest in International Assignment With a 2-3 year se
10、rvice binding contract Very interested Interested Neither nor Not so interested Not interested at all (N=820) Very interested Interested Neither nor Not so interested Not interested at all * From employee survey MERCER 8 August 24, 2015 INTERNATIONAL ASSIGNEES PACKAGE DESIGN Balance worksheet approa
11、ch Re s e r v e Re s e r v e Re s e r v e Re s e r v eG o o d s & S e r v i c e sG o o d s & S e r v i c e s G o o d s & S e r v i c e sH o u s i n gH o u s i n gH o u s i n gI n c o me T a x e sI n c o me T a x e sI n c o me T a x e sG o o d s & S e r v i c e sH o u s i n gI n c o me T a x e sH o m
12、e c o u n t r yS a l a r yC o s t i n A s s i g n me n t L o c a t i o nA s s i g n me n t L o c a t i o nC o s t s P a i d b yC o mp a n y H o me C o u n t r y E q u i v a l e n tP u r c h a s i n gP o w e rPremium MERCER 9 August 24, 2015 INTERNATIONAL ASSIGNEES PACKAGE DESIGN Cost of living index
13、 MERCER 10 August 24, 2015 INTERNATIONAL ASSIGNEES PACKAGE DESIGN Quality of living index MERCER 11 August 24, 2015 SUPPLEMENTARY BENEFITs VALUED By TALENT Housing, Medical and Pension are cared the most Age Group Supplementary Housing Fund Supplementary Housing Fund Supplementary Housing Fund Suppl
14、ementary Pension Insurance 1 Housing Allowance Housing Allowance Housing Allowance Enterprise Annuity 2 Housing Loan Enterprise Annuity Supplementary Pension Insurance Supplementary Housing Fund 3 (N=820) (Ranked by % of employees rate it as important) 40 Enterprise Annuity Housing Loan Personal Car
15、 Assistance Housing Allowance Supplementary Pension Insurance Supplementary Pension Insurance Enterprise Annuity High-end Medical Insurance 4 5 MERCER 12 August 24, 2015 INNOVATIVE BENEFITS FOR TALENT MERCER 13 August 24, 2015 Working Time Relaxation Auto Friday Early Home Latest New Car Test Drive
16、Premium Car for Marriage Use Holiday with Physical Check-up Bring Your Own Devices Premium Afternoon Tea Premium Car Monthly Rental INNOVATIVE BENEFITS FOR TALENT (Contd ) MERCER 14 August 24, 2015 Dependents INNOVATIVE BENEFITS FOR TALENT Extended to Family Members MERCER 15 August 24, 2015 IMPORTA
17、NT DRIVERS to TALENT ENGAGEMENT Aged below 30 CATEGORY ITEM IMPACT WORKING ENVIRONMENT A lot of interesting social activities in my company COMPENSATION I receive a fair compensation relative to my performance/contribution WORKING ENVIRONMENT Get along well with line manager CAREER My company gives
18、a lot of attention on staffs career development COMPENSATION The incentive plan (ie bonus) is motivating Younger generation staff attach a particularly higher importance to sociability at workplace, interesting social activities are found very effective to improving their engagement, followed by int
19、ernal compensation equity and relationship with line manager. High Low MERCER 16 August 24, 2015 IMPORTANT DRIVERs to TALENT ENGAGEMENT Aged 30 - 39 CATEGORY ITEM IMPACT COMPENSATION I receive a fair compensation relative to my performance/contribution COMPENSATION The incentive plan (ie bonus) is m
20、otivating CAREER My company gives a lot of attention on staffs career development CAREER In my company most capable staff get promotion in general WORKING ENVIRONMENT Get along well with line manager CAREER I can receive necessary information and assistance when I plan my career Compensation and car
21、eer appear almost equally important to staff of aged 30-39. High Low MERCER 17 August 24, 2015 KEY TAKE-AWAYs Internal talent development remains as a key strategy for many leading companies. While a total rewards perspective being well taken, career development represents a significant proportion o
22、f companies investment in people. Highly prevalent tools arent always the most effective ones or the best fit for all employees. Understanding employee aspirations at different life and career stages and customizing the offering mix are key. Generational differences in employees career motivations need to be understood and subtly addressed.