Page 19 - Turkinsurance Digital Magazine

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The results of the 2024 Global Talent Trends Survey, prepared tion have paid off. 64% of managers say their companies can
by Mercer, a part of the Marsh McLennan group of companies, withstand unforeseen challenges, up from 40% two years ago.
based on the opinions of over 12,000 senior executives, HR lead- Short-term concerns like inflation significantly influence manag-
ers, employees, and investors worldwide, have been announced. ers’ three-year plans, while longer-term risks such as cyber and
The research highlights surprising changes in the business world climate change do not receive the attention they deserve.
and reveals significant differences between the views of senior
executives and human resources on developments that will propel Building individual resilience is just as crucial as corporate re-
the business world forward in 2024. silience. 82% of employees are concerned about experiencing
burnout this year. Reimagining work for employee well-being
The Global Talent Trends Survey indicates that employers are is critical in reducing this risk. While 51% of rapidly growing
prioritizing steps to succeed in this new era, while employees are companies (with revenue growth of 10% or more in 2023) have
perceived to lag in understanding the impacts of evolving tech- already done so, the figure drops to only 39% for slower-growing
nology. companies.

Productive artificial intelligence (AI) is seen as the key to Employee experience is the top priority
increasing productivity 58% of managers are concerned that their companies are not
According to the results of the research, the rapid development of making enough effort to encourage employees to embrace new
productive artificial intelligence has increased hopes for improv- technologies. 67% of HR leaders express concerns about imple-
ing workforce productivity. Forty percent of managers anticipate menting new technology solutions without transforming work.
gains of over 30 percent from AI. However, 58 percent of the Employee experience is the top priority for HR this year. There is
surveyed managers believe that technology is progressing fast- a significant 2.6-fold increase in the likelihood of successful em-
er than companies’ ability to train their employees. Forty-seven ployees sharing that their employers design job experiences that
percent believe they can meet this year’s demand with the current bring out their talents to the fullest.
talent model.
Human resources play a critical role in making work better for
Challenges arise in finding a sustainable path for the future of everyone. However, there is an increasing necessity for HR to col-
work. Seventy-four percent of managers are concerned about laborate with digital and risk leaders to implement the required
their ability to adapt their skills to transformation. Twenty-eight changes at the necessary pace. To meet the expectations of the
percent of HR leaders are quite confident that human-machine organization and employees, 96% of companies this year plan
collaboration will be successful. Like the high-growth companies to redesign HR functions focusing on providing cross-functional
that have already implemented it, the path to greater agility lies services and leading digital work methods.
in skill-focused talent models.
Investors prioritize employee engagement
Employee confidence is generally decreasing For the first time this year, Mercer collected information from as-
According to the Global Talent Trends Survey, trust in employers set managers on how corporate talent strategies affect investment
in 2023 is showing a decrease compared to 2022 (the highest lev- decisions in the Global Talent Trends Survey. 89% of managers
el ever). The current situation is worrying due to the significant see employee engagement as a significant factor in company per-
impact of trust in employers on employees’ energy, desire for de- formance. 84% believe that an increase in workforce turnover
velopment, and willingness to stay in the organization. Employees due to employee burnout would harm the company’s value. Inves-
who trust that their employers will do what is right for themselves tors also say that promoting trust and fairness will be the most
and society are twice as likely to say they have a strong purpose, important factor in creating real and sustainable value over the
feel a sense of belonging, and feel valued. next five years.

Nearly half of employees express a desire to work for a company Şadiye Azışık Kılcigil, Mercer Turkey Eastern Mediterranean
they can be proud of. Some companies are prioritizing sustain- Region Career Leader, emphasized the importance of designing
ability efforts and ‘Good Work’ principles in response. Factors a human-centered employee experience in this year’s survey, sim-
that determine employees’ intent to stay with the company include ilar to last year’s survey. Kılcigil stated, “With burnout at an
fair pay at 34% and development opportunities at 28%. Employ- all-time high, flexible working, diversity, equality, and inclusion
ers need to make more progress in pay equity, transparency, and initiatives, and employee well-being programs that make work
equal access to career opportunities next year. models less exhausting emerge as critical points to attract, re-
tain, and motivate talent. Additionally, we are in a period where
Employees worldwide clearly state that a sense of belonging con- organizations need to closely monitor the opportunities provided
tributes to their responsibilities and performance improvements. by artificial intelligence and its impact on critical skills.”
However, only 39% of HR leaders say that women and minori-
ties are well represented in their company’s leadership team. Only Kılcıgil also pointed out the increasing hopes regarding the rap-
18% say that recent efforts for equality, diversity, and inclusion id development of productive artificial intelligence in enhancing
have increased the retention of key diversity groups in the compa- workforce productivity. “While enhancing productivity through
ny. 76% of employees participating in the survey report witness- artificial intelligence is a top priority for managers, the solution
ing age discrimination. When these challenges are combined with is not limited to technology alone. Achieving better workforce
ongoing talent shortages, it is seen that prioritizing inclusivity productivity requires conscious and employee-centric job design.
and meeting the needs of employees will help the development of Leading companies are aware that artificial intelligence is just
all employees. one part of the equation. They also adopt a holistic approach to
increase productivity and provide greater agility with emerging
Resilience will be crucial in the coming years new business models through human-machine collaboration,” she
According to the research, recent investments in risk mitiga- said.