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Making work 'work'
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Meet your host:Cynthia CottrellWorkforce Solutions Leader, Pacific
In this podcast, Mercer thought leaders, industry experts and business visionaries share big ideas and best practices to help you transform your organisation, build great workplaces and shape a more equitable and sustainable future – a future where work ‘works’ for everyone.
Making work ‘work’ is a podcast from Mercer Workforce Solutions.
Latest episodes
Episode 20: Salary and benefits trends 2025: The tide is turning in favour of employers
Host:
Partner, Workforce Solutions, Mercer
Guest:
Don Barrera, Client Engagement Manager, Digital & Insights, Mercer Pacific
Drawing insights from the latest releases of Mercer’s Total Remuneration Survey (TRS) and Australian Benefits Review (ABR), this episode highlights a shift in job market dynamics, where salary budgets are stabilising and employers are regaining power as hiring slows and turnover rates decline.
Tune in to hear more about:
- Shifting power dynamics: Why employers are regaining control in the job market and what they are doing to keep their people engaged and motivated.
- Salary budget forecasts: Employers plan a 3.6% allocation for merit raises in 2025, down from 3.8% in 2024.
- Employee benefits: Flexibility is key, with 89% of organisations offering flexible work arrangements. Some are now being creative in their approach to flexibility.
- Incentives for retention: Organisations are focusing on comprehensive compensation packages, including performance-based bonuses.
- Upskilling and development: 60% of organisations are now offering learning and development for the entire company. Learn what training topics are trending.
Episode 19: HR: From personnel department to leaders in AI activation
Host:
Partner, Workforce Solutions, Mercer
Guest:
In this episode, Andrew Lafontaine, Partner and Workforce Solutions leader at Mercer, and Shane O'Neill, host of the HR Community Podcast, talk about Andrew’s 25-year career journey from teaching degree graduate to his current role as Partner for Mercer Pacific. The conversation focuses on how the HR industry has evolved, its challenges, opportunities and innovations.
Tune in to learn more about:
- The evolving role of HR: how HR is transitioning from being an administrative function to strategic partners that drive business outcomes.
- Human insights matter: the critical role of consultants in providing ethical guidance, cultural insights, and change management expertise that AI cannot replicate.
- Why HR professionals must become digital natives, leveraging AI tools to enhance decision-making and improve organisational efficiency.
- Strategies for creating tailored employee experiences that address mental health, diversity, and work-life balance in today’s workforce.
This conversation was originally published on the HR Community Podcast: https://thehrcommunitypodcast.buzzsprout.com/
Episode 18: From automation to augmentation: Sharing the productivity gains from AI
Host:
Workforce Solutions Leader, Pacific
Guest:
The goal of AI is not to replace workers but to create a new constellation of jobs and skills. In this episode, Cynthia and Ravin, discuss the importance of organisations understanding how AI can substitute, augment, and transform work and being intentional in their approach to AI to ensure its ethical implementation.
They highlight the value of designing work in a way that democratises access to AI and allows for the productivity gains from AI to be shared equitably with employees.
By leading with the work, being adaptable and becoming AI fluent, business and HR leaders can navigate the transformative era of AI and create a work environment that harnesses the full potential of employees while prioritising their well-being and growth.
“Leaders should educate themselves and their workforce about AI, its potential, and how it can transform work.” Ravin Jesuthasan, Global Transformation Leader, Mercer
“As an optimist, I believe in the power of technology to augment human performance. I see AI as a tool that can unlock sustainable performance, with humans at the forefront.” Cynthia Cottrell, Workforce Solutions Leader, Mercer Pacific
Tune in to learn more about:
- The new opportunities and jobs created by AI and the potential talent gaps
- Being proactive in preparing for the future by educating the workforce about AI, experimenting with AI tools within safe zones and incorporating AI into work design
- The role of HR leaders in driving the upskilling and reskilling to efforts to adapt to the changes brought about by AI
- Democratising access to AI and ensuring that the productivity gains are shared equitably.
Episode 17: Test, learn, adapt: Skills-powered transformation at Arcadis
Host:
Workforce Solutions Leader, Pacific
Guest:
Global Capability & Workforce Readiness Director at Arcadis
Imagine a company where every employee, regardless of their location, has equal access to learning opportunities, career growth and experiences. A company where the ability to solve client problems and deliver a differentiated service is amplified by the diverse expertise and perspectives of a connected global network of skilled employees.
Join us in this episode as we dive into the world of skills-powered organisations (SPOs) with Amy Baxendale, Global Capability & Workforce Readiness Director at Arcadis. With 36,000 employees in over 30 countries, Arcadis embarked on their journey to become a SPO nearly two years ago. Amy, who is spearheading this transformation, shares the valuable lessons she has learned along the way and the secrets behind their transformation journey.
Insights for HR leaders in this episode
- Importance of skills in the future of work and benefits of skills-powered model
- Key challenges and considerations when implementing a skills-powered approach, such as ensuring privacy and data protection, integrating with existing technology and effectively managing change
- Importance of collaboration between the organisation, technology partners and change management
- Conditions for a successful journey, including strong leadership support and stakeholder engagement
- Test and learn phases and the need for flexibility and continuous adaptation
- Effective strategies for driving change and facilitating communication throughout the transformation process
- Practical suggestions for organisations considering a similar transition.
Ready to unlock the power of skills in your organisation? Tune in now and take the first step towards your transformation today.
Episode 16: Transferable skills: What can a former rugby captain and an artist teach organisations?
Host:
Senior Associate, Workforce Transformation, Mercer Pacific
Guests:
Dean Mumm
National Manager, Corporate Sport, Marsh Australia
Georgina Lee
Principal, Employee Experience & Culture, Mercer Pacific
In a world where technology is advancing at an unprecedented pace, the demand for skilled talent is reaching critical levels. As HR leaders and practitioners, it's crucial to address these skills shortages and find innovative ways to retain and develop top talent.
In this episode we delve into the career journeys of a former rugby captain and a talented artist. Through their unique experiences and unconventional paths, we uncover valuable insights that will inspire you to reimagine your talent model, skills development program, and employee value proposition.
Discover how transferable skills can bridge the gap between industries and roles and unlock untapped potential within your organisation.
Episode 15: Get ready for workforce 2.0 - Global talent trends 2024
Host:
Workforce Solutions Leader, Pacific
Organisations in every industry are looking for ways to increase productivity. But rising levels of employee burnout and a decline in trust show the potential cost. Could AI be the answer?
We had over 12,000 C-suite executives, HR directors, employees and investors contribute to our Global Talent Trends 2024 study and we their input helped us uncover four trends that are shaping the people agenda this year:
- Human-centric productivity (3:32)
- Equitable work practices (10:40)
- Ready and resilient workforces (20:55)
- Digital-first culture (30:19)
We explored each of these trends in a recent webinar attended by over 400 HR and business leaders. You can listen to the insights here or watch the replay.
“To ensure that the Australian workforce truly benefits from the gains of AI, we have to shift the productivity discussion from doing more with less to doing work with less effort.” Cynthia Cottrell,
Workforce Solutions Leader, Mercer Pacific
Episode 14: Understanding the Gender Pay Gap: Insights and Strategies for HR leaders
Host:
Principal Transformation Consultant, Mercer
Guests:
Lang Ip
Principal, Workforce Analytics, Mercer
Anne Le Blanc
Senior Principal, Diversity, Equity and Inclusion Lead, Mercer
Do you want to build more confidence around your organisation’s pay decisions? In this episode, Mercer Workforce Solutions leaders discuss the factors contributing to the gender pay gap and share practical interventions to help close it.
They explore an always-on approach to diversity and inclusion which promotes a more inclusive and equitable workplace. The conversation covers:
- Challenging the notion that workforce composition and diversity in senior management positions are the sole solutions to closing pay gaps.
- The role of data and workforce analytics in identifying and addressing pay disparities.
- Ongoing monitoring of pay gaps to ensure progress and prevent the gaps from resurfacing.
- Tackling the challenge of rectifying past inequities.
- Leveraging AI to reduce bias and create a fair and equitable environment for all.
- How talent marketplaces can help provide a level playing field for all employees.
Tune in and take a step towards closing the gender pay gap.
In this episode, Mercer’s Paul Hennessy, Australian Sales Leader and Dean Tulloch, Leadership & Talent Practice Leader discuss the links between effective leadership and organisational success. They explore the leadership behaviours that bring out the best in teams and the need to set clear expectations to build a stable foundation for collaboration.
The discussion also delves into the challenges of succession planning and offers insights into how organisations can plan a smooth transition of leadership. They also cover the importance of having the right people and organisational design to execute strategies successfully.
The conversation further highlights the role of cultivating a culture of transformation and the need for consistency in implementing change initiatives.
These insights will provide valuable guidance for leaders and organisations striving for growth and success.
Topics covered:
- Leadership behaviours that bring out the best in teams;
- The importance of working with diverse teams;
- Addressing the challenges of succession planning;
- The need for the right people and organisational design to execute strategies;
- Culture transformation and the importance of consistency in implementing change.
To end the first season of Making Work ‘Work’, we revisit the question posed in the first episode: How do we make work lovable? Join our podcast host and leader for Mercer Workforce Solutions in the Pacific, Cynthia Cottrell, and Andrew Lafontaine, a Partner in the transformation business as they unpack the year.
They discuss the concept of flexibility in the workplace, the challenges and tensions that come with it, and how to create a positive work experience for all employees.
They also talk about the impact of the pandemic on work dynamics and the need for organisations to design jobs that work well in a hybrid work set up. The conversation also covers the issue of burnout and disengagement in the workforce, with a focus on the importance of creating a supportive and inclusive work environments.
They conclude by exploring a skills-first approach in creating lovable jobs and career pathways within organisations, highlighting the benefits for both employees and employers in terms of career development and strategic workforce planning.
Tune in to discover ways to make work more enjoyable and fulfilling for your people in 2024.
Creating Lovable Work in 2024 - Reflections from season 1 of Making Work ‘Work’
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03:00 - A flexible mindset to when, where and how we workAndrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer New Zealand is placing his big bet on a flexibility reset. He says this requires trade-offs and incentives. A live poll of webinar participants found 85% would sign up for a four-day week even if it required them to be in the office three days a week – and Andrew says that’s the sort of mindset shift that’s needed to encourage in-person collaboration and innovation.
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11:12 - Culture is key to unlocking positive employee experienceMay Lee, Employee Experience and Culture Leader, Mercer Pacific, has highlighted the importance of effectively managing the risks that come with new ways of working and ensuring equal access to flexibility across various roles. It is crucial to recognise that many workers often lack the privilege of choosing their work location and schedule. Therefore, the employee value proposition should strive to establish a culture rooted in trust by implementing a consistent and fair approach.
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18:40 - The new shape of work requires new approaches to rewardsChi Tran, Head of Market Insights and Data, Pacific, says a new approach to rewards is inevitable. Greater cost scrutiny, talent turnover issues and changes to gender pay disclosure next year in Australia will impact total remuneration practices. Retention will be a focus, which means prioritising employee benefits around career paths, reskilling and upskilling.
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26:17 - Organisations will accelerate a shift to skillsThe big bet for Anne Le Blanc, Senior Principal, Workforce Solutions, Mercer Pacific, is on solving the talent shortage by building skills from within. One of the top challenges for companies is lack of workforce capability and skills development is a cost-effective way to grow the skills internally as well as being a lever for retention.
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36:10 - AI will be the best employee you hire in your HR team in 2024Jared Cameron, Principal Digital HR and Technology, Mercer New Zealand, said that in just 12 months, generative AI has become part of everyday work for many organisations and highlighted that the use cases for AI in HR go well beyond efficiency gains from writing job descriptions. As we dial up the complexity of what AI can do, he sees potential for more personalised learning and better insights into employee experience. But to leverage AI companies will need a strong foundation with data on talent skills, careers and job architecture.
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44:49 - The audience makes their bet
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50:40 - Questions from the audience
In this interview, Cynthia Cottrell welcomes David Guazzarotto, Leader for our Digital HR and Technology Advisory practice, and an authority on digital transformation for the workforce and reimagining HR for the digital age. They discuss the landscape of HR transformation, particularly in the context of generative AI and technology advancements. The conversation centres on the impact and immense potential that technology offers HR and the workforce.
Five key takeaways from the interview:
- Opportunities and challenges for HR in the age on generative AI: Nearly 75% of surveyed companies by the World Economic Forum are expected to adopt generative AI. Mercer's global Talent Trend study also highlights that executives' top priorities include redesigning work for agility which will require them to re-design their HR function.
- Human-centric approach: David emphasises the importance of being "digital" rather than just "doing digital." HR should focus on understanding the needs of employees and aligning technology to enhance their experience and productivity.
- Redefining work: Around 60% of current jobs didn't exist in the 1940s, showcasing the need for reskilling and adaptation to new roles. HR's role is to lead organisations through this change and identify critical future skills for the digital age.
- Transformation challenges: Around 80% of HR tech projects fail to achieve intended ROI or solve business problems. David emphasises that organisations should focus on problem-solving rather than adopting technology for its own sake.
- Strategic intent: David's recommendations for organisations include starting with a people-centric approach, embracing digital transformation as a cultural shift, and taking intentional steps toward technology adoption aligned with the organisation's strategic agenda.
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“You can't just do digital, you can't just have technology be an adjunct to what we do, we shouldn't throw it over the fence to our IT folks, we should really own it and understand how we can use the technology to drive and help us be a great strategic function that HR could and should be.”- David Guazzarotto, Leader for Digital HR and Technology Advisory practice, Mercer Pacific
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"80% of projects in the HR Tech space fail. We need to get better at that. And the only way we're going to do that is to stop pushing the technology at everything. I think the opportunity for us and what I like personally working with clients is to help them really understand what is their strategic agenda?"- David Guazzarotto, Leader for Digital HR and Technology Advisory practice, Mercer Pacific
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"This is an amazing opportunity for HR to help the organisation think about work differently and bridge that gap between what it means to do work in this new era of AI."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
Episode 9: Advancing Women in STEM: You can't be what you can't see
Guest:
Women continue to be underrepresented in STEM fields. Learn how Techgirls is nurturing your talent and helping bridge the gender gap.
Did you know that in Australia, the number of software engineers outnumbers plumbers, hairdressers, or baristas1? Despite this, only 15% of Australia's STEM skilled workforce are women2, a stark contrast to the nearly 50% female participation in the broader workforce.
Today, we delve into the efforts to bridge this gender gap in STEM fields. Our host, Cynthia Cottrell, shares her experiences as a woman in STEM, reflecting on the challenges she faced as one of the few females in her systems engineering major over 25 years ago. To shed light on empowering the next generation of girls in STEM, Cynthia sits down with Jenine Beekhuyzen, the visionary founder of Tech Girls Foundation. This remarkable organisation is on a mission to inspire young girls to pursue STEM careers through innovative initiatives and programs.
In this captivating conversation, Cynthia and Jenine underscore the importance of female role models and how witnessing successful women solving significant problems in STEM can ignite a spark of inspiration in young girls. They emphasise the need to create a supportive community that nurtures young talent and explore the role organisations play in promoting diversity and inclusion in their workforces so that everyone can achieve their potential, or as Jenine says, bring their 'awesomeness' to work.
Here is a condensed version of the conversation – it’s been edited for clarity and concision.
Cynthia Cottrell: Today we're going to explore a workforce challenge that is near and dear to my heart, and it represents the life’s work of my guests today. The topic is women in STEM.
Australia's STEM skilled workforce significantly lacks female representation, with only 15% of women compared to nearly 50% in other industries. This underrepresentation is concerning, especially as tech jobs have grown at a rapid rate since the mid-1980s, comprising a significant portion of the workforce.
On a positive note, there has been a 24% increase in the number of women enrolling in STEM courses at universities between 2015 and 2020, outpacing the 9% increase among men. We are seeing the right trajectory of building the pipeline of females who could go on to take STEM qualified jobs.
But we must ask if this progress will be sufficient to bring about a significant change. As a mother of two girls, I'm particularly invested in seeing more females taking on STEM roles. I am aware that my daughters are fortunate to have both parents with engineering degrees, making STEM discussions normal in our household. Yet, I know this is not the case for many girls, who may find themselves in the minority when it comes to their studies, interests, or hobbies in STEM.
To address this issue, Mercer is working with the Tech Girls Movement Foundation, supporting initiatives and programs that aim to cultivate future female STEM leaders. The Techgirls envisions a society where girls confidently lead in STEM entrepreneurship and contribute to their communities and the economy. Today, we have the privilege of speaking with the founder of the Tech Girls Movement Foundation, Jenine Backhausen. Welcome to the podcast, Jenine.
Jenine Beekhuyzen: Thank you, Cynthia. I love the story about your family, and I'm putting your girls on the list of our recruits for next year.
Cynthia Cottrell: Please do. I'll let them know.
Jenine, tell us a bit more about your background. You know what attracted you to the field of STEM careers and what drove you to create the Techgirls Movement 10 years ago?
Jenine Beekhuyzen: Thanks, Cynthia. You are an incredible role model for your girls. Your girls are fortunate, they can see you doing these incredible things, solving problems that are important. Role models are critical, if you can't see it, you can't be it.
In my experience, having those role models, having mentors, having people to show pathways that we may not have seen otherwise, is really important. I've had many role models and mentors who paved the way for me to be here, and I wouldn't be here without them. Certainly, I have technical skills, I have abilities to solve problems in our communities and I encourage the community of young people to do the same. But I’m building on the back of other people in front of me who have shaped the world with technology.
There are so many interesting technologies in the world today, how can we use them for good? That's really what Techgirls is about, using technology for good and finding problems in our community and encouraging young people to be empowered and courageous and solve problems where others haven't done before them.
Cynthia Cottrell: That's awesome, Jenine, and I love that saying “you can't be what you can't see.” I'm going to reveal my age a little bit, but when I was going through my engineering degree more than 25 years ago, I was one of only three in my graduating class in my major in systems engineering. I do remember feeling isolated at times and, certainly not amongst a lot of other females that I could confide in and or discuss how I was feeling as I was going through my studies. But I was able to push on and I did have a wonderful network of family and friends who supported me.
As you talk about the vision of Techgirls and its mission to provide support, encouragement, and confidence, I believe there's a significant emphasis on building confidence, particularly in fields where females are a minority. Jenine, could you elaborate on the specific activities and support that Techgirls offers and share some insights into its impact?.
Jenine Beekhuyzen: Thanks, Cynthia. I think confidence comes from a number of sources, not just awareness of technology and its problem-solving potential, but also having hands-on digital skills. According to the UN, women and girls are lagging behind in terms of digital skills. We urgently need them to be part of shaping future solutions, but for various reasons, they are just not there.
Techgirls aims to tackle this issue by offering girls choices in life and equipping them with digital skills. These skills are as essential as English and math literacy in our daily lives, and we all need them to thrive. Through Techgirls we foster hands-on learning and building confidence. Our goal is to empower everyone, not just girls, to utilise technology in a way that benefits us all.
Cynthia Cottrell: Let's step back a little and just think about why this is so important now? I just talked about what it was like 25 years or so ago and you've talked a bit about your early career in STEM and here we are still talking about this today as an urgent need for the future of the workforce.
I was reading about a study that suggests that if AI was behind a lot of the hiring today, AI, would actually hire more women than if humans were doing the recruitment. A statement like that sounds great but is AI really helping us create a more diverse workforce? What are your thoughts on how this world of AI and those behind building these very powerful platforms will shape the future of the workforce and society?
Jenine Beekhuyzen: Let's break this down into two parts. For the past 24 years, I have been researching and exploring the underrepresentation of women in technology and STEM fields. In 1997, I was fortunate enough to have a few role models who were academics investigating the gender gap in tech. They were pioneers in this field and identified a lack of women graduating with information technology degrees at Griffith University. Joining their research team allowed me to study this issue ever since. This brings us to today, and surprisingly, not much has changed in almost 25 years in terms of the purpose of why I do what I do and why this is important.
Back in 1998, as part of my undergraduate degree, I was already studying AI. In some ways, the subject isn't entirely new. Even at that time, there were concerns about the groups being left behind and questions surrounding AI's role in both advancement and marginalisation.
In the AI space, marginalised voices are often further marginalised. I love the study that you mentioned because it challenges the prevailing narrative that algorithms used in human resources systems are based on historical data and perpetuate biases against women. There are studies suggesting that AI has excluded women from recruitment processes. I'd love to explore that further because the evidence so far doesn't fully support that possibility. I think if that's possible, that’s excellent. But that's not what we've seen so far and that’s certainly prompted me to do what I do, because I believe that these technologies can inadvertently exclude certain populations, and that and this lack of diversity hinders the development of genuinely useful digital futures.
Cynthia Cottrell: When we consider how technology and platforms are developed without enough diversity behind the process, I'm reminded of my phone's design. Even today, I can't comfortably hold it in one hand and swipe from left to right, as my finger can't reach across the screen's width. This suggests that the phone's designer likely had much bigger hands than me, and probably bigger than most women who use this device. It makes me wonder how different the world would be if we had more diversity and diverse perspectives involved in designing these platforms, whether it's a phone or the powerful systems responsible for hiring, selecting, and inferring knowledge. The reasons behind the need for diversity seem apparent in our daily experiences, don't they?"
Jenine Beekhuyzen: I love that example and I have another telling instance. When we started using our phones to make videos, the videos would always default to a certain orientation. And that was because it didn't actually cater for left-handed people. This highlights the importance of embracing diversity in so many different levels, not just around gender. There are so many ways that we can tap into all types of diversity.
Cynthia Cottrell: Coming back to the impact of Techgirls, this is the 10th anniversary of the foundation, so lots of girls have passed through the program. They become they can start the program as early as age six. Is that right?
Jenine Beekhuyzen: Typically, our program caters to eight-year-olds, but we've even had seven-year-olds asking to join the program. Research tells us that girls opt out of STEM as young as six. To counteract this trend, we conduct workshops targeted at girls from a very young age, aiming to introduce them to the world of technology and its vast potential. By doing so, we hope to open up a world of possibilities for these young minds and inspire their curiosity and interest in technology.
Cynthia Cottrell: Let's talk a little bit about your impact over the years. You have an incredible job, being able to wake up every morning, knowing that you have played a role in shaping how countless young minds perceive STEM and careers. I'm eager to learn more about the programs you run and the impact they have had on individuals and communities alike.
Jenine Beekhuyzen: Our journey started 10 years ago on International Women’s Day. For me, it meant turning research into practice, understanding the problem, and working towards solutions. We know why we don't have enough women in the technology space and more broadly in STEM. The challenge lies in finding practical ways to change that.
So I designed a program called Techgirls aimed at tackling the lack of visible female role models in technology and demystifying technology-related professions. Unlike careers like doctors or lawyers, the role of a technologist may not be as widely understood. Even in the tech industry, there's often a lack of awareness about what we do. To bridge this gap, we introduced a campaign called Techgirls Superheroes. It comprises a series of books that portray women in technology as superhero characters who are changing the world. These stories aim to inspire and illustrate the incredible impact women can have in the field of technology.
The challenge for me in STEM and in technology, is about how to engage young people in a place where they don't feel welcome or comfortable. So let's bring your superpower to STEM when you might not feel 100% worthy of being there and let’s use your superpower and give it a try.
When I talk to young people and I ask if they could you do “x” technically, they go, ‘no, no, no, I couldn't do that,’ and I say ‘well if you could do it as a superhero, how would you do it?’ Then they give me 10 ways they could do it. This is what Techgirls is about, engaging young people to find their best selves and realising that STEM is an option for them.
That's what we do in our program. We've done it through our books and we've done that through our competitions. The competitions encourage the girls to find a problem in the community and solve it. We have mentors working with the girls and helping them understand how they can contribute to the world through STEM.
Cynthia Cottrell: I really enjoyed our work with Techgirls in one of the competitions. What a neat way to bring out the innovation and the ideas and the solving of problems through STEM techniques that these young girls pursue as part of the program.
I know that when we had a chance to host nearly 100 school age girls in our offices here at Mercer, where we talked about problems from right across the industry, I was absolutely knocked off my feet by the practical, innovative, creative ways that these girls approach the problems that my business thinks about all the time. Sometimes we need to give confidence to these girls so that they can approach these problems in a way that may be very different from the way that we look at them in the corporate sense, or even from the adults’ perspective. I think that those competitions that you run are a really neat way to apply STEM and in a fun way. I mean, who doesn't like to win an award?
Jenine Beekhuyzen: I love the concept of competing and I think in Australia in particular, we like competing, and there's something about when the girls get in the room together at the end for the showcase and they realize there are a whole bunch of other girls like them that are giving STEM a go. I think the competition is a great motivator. It's not about giving awards to everyone, but it's about recognising the most innovative ideas.
Cynthia Cottrell: Speaking of the impact this program has had on girls, I've got a story from one of your Techgirls alumni that I would like to play for you. So let's roll tape.
I competed in the Techgirls Competition when I was in year nine. The app I created was Vocabulary Voyages - a gamified studying for the NAPLAN testing. I had absolutely no knowledge of coding or the technology world before the competition. After I did the competition I decided to study computer science at university and probably without the competition I would not have gone that path.
Today I’m software engineer at Atlassian. I also run a business on the side with my partner. We create custom websites and technology as well as apps. So I’m still continuing on with my app development journey.
Jenine Beekhuyzen: Kira is one of our many alumni who have shown that, again, if you can't see it, you can’t be it. STEM wasn't a pathway she had considered but the program inspired her to pursue a career as a computer scientist. What didn't come out in the story that she shared was the many awards that she has won as part of her studies and how she's contributed to breast cancer technology and detection and made incredible advances for how we use technology in a place where it's important for women. I think we can all learn so much from Kira.
Cynthia Cottrell: I expect that we'll be seeing a lot of Kira for years to come. What would be your recommendations to organisations who want to try and hire a Kira or even nurture that spirit of innovation that she exhibited in her time at Techgirls.
Jenine Beekhuyzen: It's a great question, Cynthia, and I think it comes back to what you were talking about before. It's crucial to empower young people by giving them a voice and recognizing the value of their ideas in shaping our products and services. The misconception that young people, particularly those always on their phones, don't have anything useful to contribute is indeed shortsighted.
Now, when it comes to attracting more women to STEM, the first and essential step for organisa tions is to address the gender pay gap. They have to rectify any disparities and level the playing field. This is an achievable and straightforward measure that can create a more inclusive environment and encourage women to engage more confidently in STEM-related fields.
Another critical aspect is having an open mind about the opportunities where women can contribute. It's common to fall into the trap of stereotypes, assuming that women should primarily be in administrative roles or are not capable of taking on management positions. The key lies in recognising and appreciating the talent and potential that women possess and providing opportunities for growth and advancement.
Cynthia Cottrell: You shared a highly practical tip with me last week that I've already begun implementing at Mercer. It's about 'inviting the opportunity,' and I believe many of today's listeners will find it incredibly useful for their organisations. Could you please elaborate on this concept?
Jenine Beekhuyzen: I attended a conference in China where I had an interesting encounter with a computer science professor from the US. She shared an enlightening observation about her students' motivations for studying computer science. When she asked male students why they chose this field, 80% replied that it was because they were good at it. However, the female students gave a different response - they said they were studying computer science because they were invited to do so. Essentially, they were told they would be good at it, even if it wasn't something they initially considered. And they succeeded. This insight struck me as powerful. Many times women, even today, will have a go at doing things because they were invited or encouraged, not because they thought they were inherently good at them.
As leaders, we should actively seek out individuals in our organisation and provide them with opportunities to shine. Let's give them speaking roles in meetings, invite them to lunches, and explore ways to include them that we may not have considered before. It's crucial to identify those who may have been left behind and give them the spotlight they deserve.
Cynthia Cottrell: It sounds so simple, but there is a psychology behind inviting someone as opposed to nominating or recommending them. An invitation, just like to a wedding or a birthday party or to a career, represents a deliberate choice. It means that someone has recognized you, somebody wants you there. So to all women out there, we're eagerly waiting for your response. We want to see more of you in STEM and we can't wait to have you join.
Jenine, thank you though for joining us today. Your experience and insights will surely help many of our listeners today as they work towards making their workforces more diverse, more equitable and certainly more inclusive for the next generation.
Jenine Beekhuyzen: Thank you so much for the great work you're doing in this space at Mercer and beyond in your family and in your community, and I invite everyone to join the Techgirls community and make a difference.
Cynthia Cottrell: Thanks, Jenine.
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“The hyper digitalisation of everyday life, along with the increasing prevalence of low code or no code tools, indicate that STEM skills will be essential for most individuals, regardless of their roles.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“Digital skills are as essential as English and math literacy in our daily lives, and we all need them to thrive.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
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“Many times women, even today, will have a go at doing things because they were invited or encouraged, not because they thought they were inherently good at them.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
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“Unlike careers like doctors or lawyers, the role of a technologist may not be as widely understood.”- Jenine Beekhuyzen, Founder and CEO, Tech Girls Movement Foundation
In this captivating episode, our host Cynthia Cottrell asks Ilya Bonic, the President of Mercer's Workforce Solutions business and Head of Mercer Strategy globally, a thought-provoking question: "Do you think AI will ever replace your job?" This question sets the stage for the conversation as they delve into the challenges and opportunities presented by AI, exploring its impact on the present and future of work.
Their conversation covers:
- HR’s crucial role in integrating AI into business and culture
- Reshaping work to leverage AI for the benefit of organisations and their workforce
- Minimising bias in decision-making with AI
- Embrace the cultural shift in the way we work, as AI complements and enhances our capabilities
This is an insightful episode on the incredible potential that AI holds for our future. Tune in now and be part of the transformation.
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“It’s about the people, not the technology. Redesign work so AI can be applied to benefit the workforce.”- Ilya Bonic, President, Career, Mercer
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“Organisations need to orient themselves to the human experience that they're trying to drive with the help of technology.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“Be digital, don't do technology. Technology is the tool to get things done. The being digital is everything that goes around it.”- Ilya Bonic, President, Career, Mercer
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“We have to think of how work is designed and make room for augmentation and new ways of working with generative AI.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“One of the roles of HR is to constantly fine tune the AI to make sure that it minimises bias.”- Ilya Bonic, President, Career, Mercer
Step into Mercer’s world of work and discover the secrets behind creating a truly great place to work. In this captivating episode, our host Cynthia Cottrell engages in a thought-provoking conversation with Gaye Morris, Chief People Officer at Mercer Pacific. They delve into the dynamic landscape of modern workplaces and explore the initiatives spearheaded by Gaye, resulting in Mercer's coveted nomination for the prestigious 2023 AFR BOSS Best Places to Work list.
You will discover how Gaye and her team cultivated an exceptional culture of collaboration during the acquisition of BT Super Fund and gain insights into the transformative power of distributed leadership, learning and development, and the importance of creating a relatable organisation.
Are you ready to unlock the secrets of what makes a remarkable workplace? Tune into a stimulating discussion that tackles the pivotal role of Chief Human Resources Officers (CHROs) in today's challenging times.
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“It’s a responsibility of all leaders to create healthy and resilient cultures that attracts great talent.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“If you create a really inclusive environment, diverse people will come and they will stay and thrive.”- Gaye Morris, Chief People Officer, Mercer Pacific
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"I think this is the era of the CHROs. They are at the forefront, shaping the way organisations operate. But with great opportunity comes great pressure."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“People are spending a lot of time at work, either on video call or in the office. They want to feel that they can bring their whole self to work.”- Gaye Morris, Chief People Officer, Mercer Pacific
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“Chief People Officers cannot do it all themselves, distributed leadership throughout the business is really key for CPOs to make a difference.”- Gaye Morris, Chief People Officer, Mercer Pacific
One of the biggest challenges for organisations has always been how to monitor the skills they have and the skills they will need in the future. But as Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific, and Ravin Jesuthasan, Global Transformation Leader for Mercer, discuss in this episode, a new way of looking at work is emerging, one that takes a different approach at building capacity, unlocking potential and managing careers. They describe this new approach as a movement called “skills-powered” and explain that when skills (not jobs) become the currency of work, this not only helps organisations become more agile and resilient in the face of constant change and uncertainty, but helps secure futures – for workers and societies.
Tune in to listen to Mercer’s thought leaders discuss the evolution of work, how companies are using Talent Marketplaces to power their skills journeys, the role of AI and tools like ChatGPT in monitoring and matching supply and demand of skills, and advice for companies considering or starting their shift towards a skills-powered enterprise.
Learn more about this movement, listen to the podcast now.
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“It's been fantastic to be in Australia and seeing so many Australian companies at the forefront of this movement towards becoming skills-based enterprises.”- Ravin Jesuthasan, Global Transformation Leader, Mercer
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“There's a great opportunity to help our people discover skills that they didn't know they had, those skills that are important and are worthy of being surfaced so that they can be used elsewhere.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“This thing called a job often obscures the true skills of the individual because the job doesn't tap into all the unique capabilities that employees might bring.” Ravin Jesuthasan, Global Transformation Leader, Mercer- Ravin Jesuthasan, Global Transformation Leader, Mercer
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“Technologies will continue to get better, but the skills-movement is not about the technology. It’s about a cultural shift—the rewiring of leaders, team members, employees, to take the reins of this journey and own it and make the most of this moment.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“Organisations who have insight into their skills are better able to reward talent based on the skills they bring, are better able to deploy talent to new opportunities, they're better able to upskill and reskill talent.”- Ravin Jesuthasan, Global Transformation Leader, Mercer
Episode 5: Becoming a skills-powered organisation: Arcadis' journey
Guest:
Global Capability & Workforce Readiness Director, Arcadis
As businesses grapple with the challenge of ongoing labour and skills shortages, a growing number are adopting a skills-based approach to define the skills they will need in the future, flex their workforce, and purposely drive career development.
In this episode, our host Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific, speaks with Amy Baxendale, Global Capability & Workforce Readiness Director at Arcadis, about their journey towards becoming a Skills-Powered Organisation (SPO).
Their conversation covers: The business case for change and why now is the time for Arcadis to shift to a skills-based model, why Talent Marketplace technology is critical to enable the transition but culture change is at the heart of this human-centric transformation, HR’s role in this business-led change program, and how to get started with moving from jobs to skills.
Tune in to learn how an SPO talent model can help your business and hear practical steps to get started.
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"Shifting to a Skills-Powered Organisation is ultimately a human-centred change program - it’s dedicated to helping your people be the best they can possibly be."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“There will never be the right time to start this journey. You’ve just got to start. If you don’t start now you are impacting business readiness for the future.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
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“This is about future-proofing the business; addressing today’s needs while designing the workforce for roles and jobs that may not exist today.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“This is a huge cultural shift for a 135-year-old business that will change the way we work and learn at Arcadis.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
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“Start with the immediate pain points impacting your business, but to truly transform into a Skills-Powered Organisation you need to have a vision where skills will become the currency of the business.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
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“As a People First business, we have always believed at Arcadis that our people are our most important asset. Now is the time to shift to a Skills-Powered Organisation to empower our people to take control of their careers.”- Amy Baxendale, Global Capability & Workforce Readiness Director, Arcadis
Episode 4: Attracting and motivating talent in inflationary times
Guests:
Chi Tran
Head of Market Insights and Data, Mercer Workforce Solutions, Pacific
Andrew McKechnie
Head of Mercer Workforce Solutions, NZ
Whether you're in the boardroom or living room, inflation and the rising cost of living continue to dominate the conversations in 2023. Employees are worried about their finances and the prospect of limited pay increases. Executives are concerned with the impact of inflation on both their businesses and talent management decisions. Where does this leave workers and their employers?
In this episode, our host Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific, and guests, talk about how organisations can respond to the crisis by centring their value proposition and business model on the needs of their workforce and what support they should provide to promote higher engagement and retention. They also cover key trends from Mercer’s latest salary and benefits surveys, the role of purpose, culture and the EVP, and practical steps that organisations can take today to navigate the current environment.
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"The onus should be on organisations to really think about improving work and how it’s designed by placing the employee at the centre of the experience."- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“If an employee is unhappy with their compensation, they generally won't raise it and will walk away in search of higher paid opportunities.”- Andrew McKechnie, Head of Workforce Solutions, Mercer NZ
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“There're jobs out there getting really nice increases. Jobs in IT, sales & marketing and engineering are getting pay premiums up to 22% higher than the norm.”- Chi Tran, Head of Market Insights and Data, Workforce Solutions, Mercer Pacific
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“Organisations thinking about personalising their benefits are thinking about how life fits into work and not the other way around.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“The gift of time is the fundamental trend that is above the rest.”- Andrew McKechnie, Head of Workforce Solutions, Mercer NZ
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“You need to understand the demographics in your organisations, the different personas, and create an EVP that meets the needs of all your employees and not just certain groups.”- Chi Tran, Head of Market Insights and Data, Workforce Solutions, Mercer Pacific
References:
1. AMP’s 2022 Financial Wellness research
2. Mercer 2023 Global Talent Trends
3. AFR - The three sectors planning the biggest pay rises in 2023
4. The data doesn’t lie: what we learned when we tried a 4-day workweek
5. Unilever launches 4 Day Work Week trial in Australia following positive NZ trial
Episode 3: Designing world-class early talent programs
Guests:
Fiona Herron
Senior Manager of Graduate Programs, Commonwealth Bank
Phil Harrington
ANZ Practice Lead, Mercer Talent Assessments
Is your graduate or early talent program delivering long-term value? In this episode, Laura Manescu, Senior Talent Strategy Consultant at Mercer Workforce Solutions, Fiona Herron, Senior Manager of Graduate Programs at Commonwealth Bank, and Phil Harrington, Leader of Mercer’s Talent Assessment Business, talk about trends and best practices that will help you bring talent in early and develop and nurture them through your organisation.
In this conversation, they talk about the challenges and opportunities for hybrid work in recruiting and developing early talent, the evolution of assessment practices, assessing for skills, aligning graduate programs with broader HR strategy, using the recruitment process to make strides in DEI, personalizing the candidate experience, using data beyond the point of hire, getting candidates excited about your offer, and more.
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“We’re not recognising talent if we lean too heavily on the way we’ve always assessed and recognised talent.”- Laura Manescu, Senior Talent Strategy Consultant at Mercer Workforce Solutions
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“Are you assessing for now or for the behaviours, skills and competencies you’re going to need in the future?”- Phil Harrington, ANZ Practice Lead, Mercer Talent Assessments
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“Talk to some grads, put them at the heart of the experience"- Fiona Herron, Senior Manager of Graduate Programs, Commonwealth Bank
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“The holistic use of the recruitment data is really powerful and should support the hiring manager and the ongoing development conversation into the future.”- Phil Harrington, ANZ Practice Lead, Mercer Talent Assessments
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"Be prepared to think about at least four calendar years at any given time. In 2023, you need to think about your headcount that's in FY26, FY27 and beyond.”- Fiona Herron, Senior Manager of Graduate Programs, Commonwealth Bank
Episode 2: Creating a culture of skills
Guest:
Senior Principal, Workforce Solutions, Mercer Pacific
Do jobs really define what we do? In this episode, Cynthia Cottrell, Partner and Workforce Solutions Leader at Mercer Pacific and her colleague Anne Leblanc, talk about the evolution of work: the journey from job descriptions, capability and competencies to units of skills and the cultural shift required to unleash the value that all employees can bring to their organisations.
In this conversation, they discuss the circular economy of talent development, the pressing need to close talent gaps by quickly moving skills to where they are needed most, the benefits of building a skills-powered organisation, and the role of technology and talent marketplaces. They also share three actionable tips for employees, HR and organisations to start their own skills revolution today.
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“At the individual level, the more skills you have, the more attractive you are to help your team, your organisation and your own career.”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
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“Today we find ourselves constantly learning in order to continue to be valuable and fulfil our need to be good at something, to hone our craft. This is an important shift, maybe ushered in more quickly than most thought, because of the pandemic.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“In a tight labour market, it's extremely difficult for businesses to fill jobs. But what if filling jobs was the wrong way to think about it? What if there's a better way to plug the skills gap in your organisation?”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
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“Everyone is searching for the best inflation busting strategies; it's hard not to go past reskilling and upskilling to build a better future not only for our organisations but for our workforces.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“One of the things that we are seeing emerge is the concept of a talent marketplace. At the heart of a talent marketplace is the use of AI to match people to work.”- Anne Le Blanc, Senior Principal, Mercer Workforce Solutions
Anne Le Blanc: Cynthia, three things that can be done: as an employee, make a list of your skills, what you're good at, and what you want to be good at, and go for it.
As a leader, try and actually hire not for a direct job description match, but for the skills and experiences, and they might be adjacent, that really complement your team. And then the last one, from an HR perspective, is: ask the question, where's my skills data? And maybe think about developing those use cases, as a great way to see the possibilities of what you could do with that data.
References
- Mercer 2022 Global Talent Trends
- Wall Street Journal-bestseller Work Without Jobs
- Outcomes of Jobs and Skills Summit
[MUSIC PLAYING]
Is work working for your people and organization? In this podcast, Mercer thought leaders, industry experts, and business visionaries share big ideas and best practices to help you build great workplaces and a future where work works for everyone. Making Work Work is a podcast from Mercer Workforce Solutions.
Welcome to Making Work Work. I'm Cynthia Cottrell. Thanks to the pandemic, we were all ushered into the world of full-time virtual work in a matter of weeks. Waking up to work was and still is, for many of us, the phrase that best describes the blurred lines between work and life.
Quiet quitting, burnout, well-being, productivity, hybrid, four-day workweek, these are all the headline-grabbing topics of the day that tend to shape the conversations about how work has changed. And they are all important aspects of today's future of work, but I think there's more to the story.
I think there's an important question we need to solve for that may, in fact, unlock greater benefits for individuals, organizations, and societies at large. And that question is, how can we make work lovable? I bet you weren't expecting that, but hear me out. Why do we care if work is lovable? It's a job. It's not supposed to be lovable, right?
I love my kids. I could never love my job in the same way. So what's love got to do with this? It turns out a lot. A study conducted by Gallup shows that disengaged employees cost organizations around $550 billion in countries like the US. When individuals find joy in connection with the work that they do, engagement levels are higher, productivity is higher, but most importantly, feelings of happiness are more present. Makes sense, right?
But unfortunately, many workers are finding it increasingly challenging to connect with their work leading to increasing rates of burnout, absenteeism, and resignations. So we asked teachers, baristas, marketing managers, the sales guys, the creative comms professionals, Uber drivers, we asked them what they disliked most about their jobs. And here's what a few had to say.
What do you like least about your job?
Red tape, inefficient processes, and where it takes the firm a long time to make a decision. I think sometimes we can be a little bit slow.
The thing that annoys me the most about my role is when people make assumptions about what you should be doing as a comms professional, and I think that means you end up spending time on the wrong things instead of what you should be doing to add value at work.
What really annoys me about my job is the lack of information that I need to make an informed decision. But sometimes, also, the abundance of information that is not relevant or reliable, and we have to make sense of what we have.
I'm a teacher, and what I don't like about my work is overcrowded curriculum, which leads to too much paperwork, and too little time to complete that.
Forget about digital communication, Teams, Zoom, email, text message, telephones work great, they did for how many hundred years. Just use them guys, it makes life easier.
Today I'm joined by Andrew Lafontaine, who leads Strategy and Growth for Mercer Workforce Solutions. Andrew has been on both sides of the fence having served in executive HR roles in the financial services sector, and also as a consulting services leader for major firms leading enterprise transformation. Andrew, welcome to the podcast.
Thanks, Cynthia. Really great to be here.
So, Andrew, let's start with the big picture. Stepping back, are people less happy or engaged at work than they were 10, 20 years ago? What do you think?
Yeah. Look, it's really difficult to say because I think the last two to three years have been an anomaly, right? So when we're trying to compare the data, when we're trying to compare apples with apples, it's very hard to say categorically that people are less engaged than they were 20 years ago. But let's look at some of the things that we do know.
So we do know that employee engagement across Australia and New Zealand has dropped 2 to 3 points through the pandemic. It's now sitting at 17% below the global average according to a Gallup 2022 workplace report. And then if you think about our own Mercer Global trends study, that shows that 81% of employees feel at risk of burnout this year, and that's up from 63% previously.
So the two words for me is lots of fatigue, and maybe a lack of energy, leading to some burnout. Are they less engaged? As I said, I think it's very hard to compare apples with apples over the last 20 years.
Yeah. And I think I agree with that. But I do wonder if the way work has changed, the way that the lines between home and the office work and life have led to some of these increased trends that we're seeing-- one of the interesting trends I saw recently was this comparison of engagement versus thriving.
And why do we look at that, right? Because we often haven't-- we often see organizations focus a lot on engagement. And the scores of 17% or 50%, whatever that might be for organizations is meant to indicate whether or not employees are happy, productive, and in general, thriving.
But there is a way to actually separate those two measures out. And in that same study by Gallup in 2022, we do actually see that employees who are thriving is on the rise, whereas engagement has dropped.
And I think that's an interesting point to make in that when people think about their time at work, it's very hard to separate what work is now when work is happening a few feet from your bed, or from your dining table, and you're arranging times to go out and pick up your children in the middle of the workday.
I wonder, actually, if these new ways of working, if hybrid, if working three days in the office and two days at home, or changing your hours is also a potential positive in helping people find joint connection in their work today.
Yeah. Look, I think that's a really good point and observation to make. Are people actually thriving in the new way of working, but does that necessarily correlate to them thriving in their work? So around that definition, is it more thriving in life now because they have this flexibility? It's something, I think, that we'll be able to start to measure in the coming years.
Yeah. And I think that one of the terms that we talk about with organizations that we consult with-- I think the neat new term about this is life experience. We talk a lot about the employee experience. And what is the employer's responsibility or focus? Is it just that time between 9:00 to 5:00 and that time in the workspace, or is it actually the life experience that employers could take a stronger position on?
Well, I definitely think it's the latter. I think organizations have accepted that we have definitely changed the way we work, how we work, the days we work, the times that we work. And so it's really inextricable in terms of work and life now, and it's a total life experience. So we've moved very quickly from the total employee experience now to life experience due to the pandemic.
I know. I think we'll call it here, it's life X, right? Everyone calls it employee experience, EX, we'll go with life X. So we've established that there is burnout. There is stress. There are differing levels of thriving, whether it's thriving in your work, or thriving in life.
But bringing it back to organizations and what the impact is when we do look at the current state of where we are in control, or, at least, trying to take control back on how do we attract and retain talent, how do we keep our workforce healthy, and engaged, and thriving, the impact of that in a market such as ours here in Australia and many global markets is-- the truth is we're facing one of the tightest labor markets this country has seen in almost 50 years at a 3.4% unemployment rate.
And yet we still see with many workers who are voting with their feet, who are switching jobs, some are quiet quitting, whatever it might be. What we do see, though, is that that deep unhappiness with jobs still points to a larger problem, which is that, can you solve this problem by simply paying people more?
Can you solve this problem by simply throwing in more yoga classes, and other perks and benefits that many organizations have spent a lot of time and resources on. Is there something more to this answer, I think, than just answering the call on well-being alone? What do you think organizations are going to be challenged most with?
Look, I think the number one fundamental change and shift that's happened first and foremost and organizations absolutely have to acknowledge this is that talent is now highly mobile. More mobile than it's ever been before, I would argue, in the history of work. People definitely happy to change jobs if they don't get the flexibility that they want, if they don't get the careers that they want.
And we know one thing that hasn't changed, we also know that people will come for money, but they will stay because of leadership, culture, career development opportunities, et cetera. So you talked a little bit about, Cynthia, the-- what's been ushered in with this waking up to work because of the pandemic. And lines have been absolutely blurred between that.
As a result, we've got this new phrase of quiet quitting. While it might not necessarily be a new concept, it's certainly getting a fair bit of media airplay at the moment. Where employees are simply saying, I need to start to stop the emails late at night. I need to stop communicating with work late into the night, not necessarily working through to 10:00, 11:00, 12:00 just because I can.
So I think there's a lot that's really swirling around. And then on top of that as you said, low unemployment makes retention even harder because people are paying more money. But organizations in order to really think this through, as you said, need to think through, well, actually, are we really defining the jobs correctly?
In this new world of work, do we need to think about how work gets done? Can there be hybrid roles? Can people flow to work that's important for the organization? What does that all mean in terms of trying to create even more of a little bit of a gig workflow within organizations rather than the traditional jobs?
So all of these things organizations are grappling with, and primarily, to try and retain staff because the traditional labor of paying more money, as I said, will potentially get people to your organization, but it won't keep them there. There's no doubt about that, and we know that, and that's been the case for a very long time now.
Yeah. I think what you've said has really resonated with me personally. I think about 10 years ago when I worked at a technology firm and had my first child, I remember distinctly facing into a situation where there weren't a huge amount of a number of choices I could make. I would go on my leave, and then decide if I would come back part time or full time, and it was one or the other.
And then from there sort out how I would be a first-time mom and somehow transition into that new phase of my life, while still doing the exact same job as it was designed prior to having children. And so when you think about-- when I think about that, and I think about where we're at today, I'm filled with a lot of hope.
I think it's a fantastic time for organizations to work in partnership with their employees and to see them as humans first. That these changes that happen both in our work and in our lives are intertwined. And so I think as you were saying, really thinking and being open about, not just the flexible ways of working, but the work design itself.
Inevitably, work continues to change in the way we do it, whether it's through technology, or automation, or other things that will impact how work gets done. We need to also think about how work gets done when life requires for those particular tasks to be done differently.
Yeah. And we know from our recent global survey that the vast majority of employees would be willing to forgo salary increases for greater flexibility. And I think it's not just greater flexibility in how the day is structured, but it's also greater flexibility in how the work gets done. So I think these are all the things that organizations are thinking through when it comes to making work work for everybody.
That's right. So while we're on the topic of what are organizations doing about this, we've talked a lot about what they should do, but what are some doing right now to create and sustain thriving workforces? How are they going to maintain their competitive advantage through their people? What are you seeing, Andrew?
Well, I think this is probably the single biggest challenge that organizations are facing in terms of their workforce providing flexibility, ensuring business strategy is met, how do they continue to look at productivity gains, leveraging technology. It is one of the biggest challenges they're facing unlike ever before.
And then, of course, you've got the differences between the roles that can have a lot of flexibility versus the roles within an organization that require people to be in the office, or at a store, or in a factory five days a week. So how do you create equality between those roles?
So I think organizations have got to start with thinking about things differently, and not necessarily starting with the five-day a week as that starting point for the discussion. So rather work through, what does the future actually need to look like without the parameters of the past?
I think that's all the conversation has been about, is it two days? Is it three days? Is it five days? Is it work anywhere? Some company has gone to working from anywhere. But they're still all talking within that parameters of the five-day workweek.
So there's a great study coming out of the UK, recently, with the four-day workweek, where I think more than 40% of organizations actually are claiming improved productivity from four days a week. So not the compressed workweek, but the genuine four-day week with the daily doing the 32 hours.
So that's where, I think, some of the organizations need to think about these challenges and really start with a clean sheet of paper. And the companies that are going to really come up with the solutions and get ahead of the curve, they're the ones who are going to be attracting the talent.
I'm really interested in the four-day experiment that's happening globally, and it's happening here in Australia. We know from our latest benefit survey we ran earlier this year, 26% of organizations surveyed are offering the ability to work four days a week. And I guess the key question anyone who's listening is probably asking is, who are these organizations, and where do I sign up?
Yeah. And that's where the work design comes into it. Because it really is about well, how do you redesign work that it can get done in the 32 hours as opposed to the 40 hours? Now, we know a lot of people work more than the 40 hours as it is today.
So they're the kind of things that we as an organization, as workforce engineers, we're helping organizations think through some of those areas around redesigning work, if it's a four-day week, or a five-day week, or all the other variations that's possible.
Well, speaking of workforce engineers, the various conduits to make work lovable-- I'm bring it back to the lovable piece again-- I can't help but ask you about this, Andrew. I'm curious to know. You're always pretty straight about these things.
So there is this rising tide of chief happiness officers. So the CHO, as they are known globally, they actually have these roles appointed at the executive level at large organizations like Google, Amazon, Airbnb, SAP, Slack.
Did you know that Prince Harry, when he stepped back from royal family duties, his first job is as chief impact officer-- so a different three letters, but the role is the same-- at a startup called BetterUp?
Where his role is to focus on connecting employees with personal development opportunities, mental health opportunities to discuss, and other ways that help to improve the overall general well-being and happiness of employees. So now it's got a title. So chief happiness officers.
And before I get your full rundown on what you think that means and what kind of job that must be, the main goal-- if you go into LinkedIn and try and apply for one of these jobs, the main goal is to drive the overall happiness and engagement of the workforce. So what do you think it would be like to be the CHO of any organization today?
OK. So chief happiness officer. I think I'd start that with the premise which I've never really been comfortable with, or that saying that, if you love what you do, you'll never work a day in your life. Underlying that premise is that finding something that you love actually is going to be able to provide you with a living, and that's not necessarily always the case.
So for me, this concept of happiness is also one that is an interesting concept because I'm not sure that people are looking or even can define what happiness means in all aspects of their life let alone their work. So for me, I always think that people want to go to work and feel like they've achieved, they feel fulfilled, they feel that they're growing in their roles and as a person.
And then if the output of all of that means that they feel more happy at the end of the day than when they started the day, then that's a great outcome. But the idea of focusing specifically on being happy, I think, is a really difficult concept for me in person to get my head around in trying to define that.
So while I think it's a great endeavor, I'm not sure it's one of those roles that we might see in the next 10 to 15 years. Well-being, absolutely. I think making sure people feel that their well-being is being considered and focused on, definitely. But I'm probably a little bit skeptical, Cynthia, around the chief happiness officer roles.
Well, let's check in in 10 years and see what happens. I might go apply for one of those roles myself. All right. We're going to-- just on the subject, again, of what are organizations doing today, though, to drive up engagement and overall energy with their employees, I did have this great opportunity to catch up with Angela Barton, who is the CHO of SIXT, the car hire company. And here's what she had to say.
What's the secret sauce at SIXT? What are you guys doing to make work lovable for everybody?
So I think-- we have a campaign where we call Above and Beyonding, and that was our marketing campaign. And we followed it through to our people because our people are our most valuable asset, far and away our most valuable asset. We're a relatively unknown brand in the market, which is super exciting. So we've put a challenge out to people to go above and beyond.
So as for our frontline staff, that could mean anything. Just excite the customers, whatever you need to do to make them feel like they've had the best experience when they rent with us. And for the rest of our staff, it's about-- the Above and Beyonding could be, come to us with a crazy idea, we'll fund it. We're going to test and learn. We want a culture of innovation. So that's what we do.
We also ask our people to bring their best selves to work. So we have an amazing work committee, an amazing shine committee. We really just want you to come, enjoy what you're doing, and that will reap-- everyone will reap the benefits from that.
I want to come work for SIXT.
We've got job openings, Cynthia, so.
I know. I'm on your job site a lot. That's awesome, and thank you.
So I think that's pretty cool, Above and Beyonding. I didn't know you could turn beyond into a verb, but it's a really neat campaign. And the part I really like about what they're doing is they've invited the employees in to have an equal and fair say about how they can treat their customers with all the possible neat things that they could do, and have that ownership, and that excites them not just the customer.
So I love that aspect of playing to increasing the joy that they find in their jobs by having them be active leaders and participants, and forming and shaping that customer experience. What do you think, Andrew?
Yeah. Look, I always love when organizations put in frameworks that really allow employees, and also recognize employees who are willing to exert that discretionary effort in many different ways.
And I think that is still something that absolutely holds true for organizations and employees that-- there are always going to be people who want to exert that discretionary effort. And I think framing it in programs of work or recognition programs, it's something that still holds true for a lot of people that it is really important from an engagement perspective.
So, Andrew, what are your key takeaways from our conversation today?
Look, Cynthia, for me, probably the key takeaway would be that organizations have to be really deliberate if they're going to make work lovable. They really have to think about the work design, they have to think about the leadership, the culture, all those traditional areas, but more so these days, it is about the work design and how that fits into the more flexible lifestyle that everybody is craving for. If they can do that, that's how they'll win.
Cool. Well, look, I think lots to learn from organizations like SIXT, from all the various organizations that we've had a chance to work with. This has been a fascinating discussion, Andrew.
Making work lovable and having people be happy at their work, as you say, has a lot to do with the culture, and the way in which employees and employers work in partnership with each other. So thanks, Andrew, for joining us today. I'm Cynthia Cottrell. Thanks for listening to Making Work Work from Mercer. See you next time.
I hope you enjoyed today's podcast, and thank you for listening. Please subscribe to keep up to date with our latest episodes. And if you have any questions, get in touch with us via our website at mercer.com.au.
Episode 1: How to make work lovable
Guest:
Partner, Strategy & Growth, Workforce Solutions, Mercer Pacific
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“To create a happier workplace, organisations have to think of work design and how it fits into the more flexible lifestyle that everyone is craving for.”- Andrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer Pacific
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“Having people happy with their work has a lot to do with the company culture and the way in which employees and employers work in partnership with each other.”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“Chief Happiness Officers are rising to prominence but can they really drive the happiness and engagement of the workforce?”- Cynthia Cottrell, Partner and Workforce Solutions Leader, Mercer Pacific
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“Some roles have a lot of flexibility while others require people to be full-time at work. Organisations have to think beyond the parameters of the 5-day week to bring equity to all roles.”- Andrew Lafontaine, Partner, Strategy & Growth, Workforce Solutions, Mercer Pacific
Anonymous speakers: “Red tape, inefficient processes, and where it takes the firm a long time to make a decision. I think sometimes we can be a little bit slow.”
“The thing that annoys me the most about my role is when people make assumptions about what you should be doing as a comms professional, and I think that means you end up spending time on the wrong things instead of what you should be doing to add value at work.”
“What really annoys me about my job is the lack of information that they need to make an informed decision, but sometimes, also the abundance of information that is not relevant or reliable, and we have to make sense of what we have.”
“I’m a teacher and what I don’t like about my work is the overcrowded curriculum which leads to too much paperwork and too little time to complete that.”
“Forget about digital communication, teams zoom email, text message. Telephones work great. They did for how many 100 years? Just use them guys. It makes life easier.”
References
1. https://news.gallup.com/businessjournal/162953/tackle-employees-stagnating-engagement.aspx
2. https://www.gallup.com/workplace/349484/state-of-the-global-workplace-2022-report.aspx
3. Mercer 2022 Global Talent Trends Study
4. https://www.hrmagazine.co.uk/content/news/four-day-week-pilot-success-for-majority-at-mid-way-point/
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