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Stressing over tasks is not going to help achieve targets. But turns out writing about it can. (Representational Image ), Pixabay

March 22, 2017: According to the Mercer study, it is noted that more than half (54 percent) of the Indians plan to quit their jobs right after the completion of 12 months in their respective current jobs. The Mercer’s 2017 Global Talent Trends Study states that even the employees that are not planning to leave their current roles feel laggard and are not been able to pose their real self at work and are unlikely to thrive in a collaborative and innovation workplace.

Mercer’s study reveals the insights from over 7,500 perspectives globally, 461 of these in India, and parallels the views of senior business executives, HR leaders, and employees from organizations around the world.


Ilya Bonic, President of Mercer’s Career business stated, “In an age where digitization, robotics, and AI are wreaking havoc with traditional business models, it is easy for executives to focus on superior technology as the solution to ensuring the competitiveness of their organizations and to overlook the human element,”.

Bonic further concluded that growth hinges on engaging and empowering present manpower in ways that we are just beginning to tap. It takes employees loaded with the right skills and opportunities to develop innovative solutions to advance the business and themselves.

In addition to it, the Mercer Global survey propagated that whilst Indian companies want to redesign their structures, their organisation structures are resistant to change. It said that only 11 percent of the business executives say their organisation is adaptable to changes. The number is still higher than the global average of just 4 percent.

In the survey, 83 percent of organisation in India reported they are planning to redesign their structure in the next two years. Conversely, human resource (HR) leaders do not lay emphasis on job redesign as their primary concern in 2017. As a matter of fact, the matter of primary concern for HR leaders are explicitly building skills across the workforce, identifying high potential, developing leaders for succession, and attracting top talent externally – as it reflects the priority of evolving employee capabilities, however, may not align with executive’s goals for more substantial workplace change.

In HR leaders list of the top management’s priority, “heath” is ranked in the bottom half despite 53 percent of the workforce regarded health as a matter of great concern than wealth.

Flexible work arrangements are also important to employees, with over two-thirds reporting that both their direct manager (73 percent) and company leaders (70 percent) are supportive of it.

The C-suite and HR leaders concede that they do not foresee a “gig economy” – short-term contracts or freelance work – to have a major impact on their business in the next two-year span.

– Prepared by Naina Mishra of Newsgram, Twitter: Nainamishr94


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