Taiwanese firms double down on upskilling and reskilling, Mercer’s new study reveals

 

Nearly seven in 10 Taiwanese companies are increasing investments to upskill and reskill their target workforce in 2021.

 

Taipei, Taiwan, 9 July, 2021 – Seven in 10 companies in Taiwan are increasing investments to upskill and reskill their target workforce in 2021. According to Mercer’s 2021 Global Talent Trends survey, more than half (52%) of Taiwanese organisations stated that the lack of workforce capabilities and future skills impeded their progress in business transformation, resulting in the urgency to advance their skills agenda.

 

68% of the respondents indicated that they would invest more in targeted reskilling and upskilling of critical talent pools, to make their organisations more agile and to provide employees with opportunities to learn and grow. Separately, 40% of the organisations have either improved or planned to improve HR analytics for learning and skills acquisition.

 

To harness the power of skills for transformation, companies must refresh their programmes and tools for seamless skills identification, assessment, development and reward. While it is promising that 32% of HR leaders in Taiwan (compared to 15% of their global peers) plan to reward skills acquisition, only 8% plan to move to pay-for-skills structures.

 

Progress in this area will be critical for reinvention in 2021 as employees need to see that learning new skills leads to tangible rewards, recognition or promotion, said Jeannie Liu, Career Business Leader, Taiwan, Mercer.

 

She added, “Our research underscores the value of viewing work and people through a skills lens. COVID-19 has shown that the ability to find talent quickly, move talent to where it’s needed most, and make critical talent decisions is key to keep businesses running during these uncertain times. And companies in Taiwan are responding by making internal talent pools more sharable and relooking workforce flexibility.

 

“This starts with understanding the existing skills their employees have and the skills they need for the future. More than half of the companies in Taiwan are already gathering information on individuals’ current skills, which is a step in the right direction.”

 

Using data analytics to better understand your workforce

 

A skills-based approach to workforce strategy assesses talent based on their holistic skill set (including adjacent skills across industries), rather than industry experience or qualifications. A well-designed skills-based workforce strategy will enable organisations to proactively identify future skills needs and develop an actionable plan to retain, build, buy and deploy talent, as needed.

 

Ms Liu said, “Organisations are struggling to understand the skill gaps in their current workforce. Two in five HR professionals globally shared that they do not know what skills they have in their own organisations. By building a better understanding of the skills they have and need, companies can connect talent to the work more efficiently to meet the needs of the changing business landscape.”

 

With an understanding of your workforce’s skill gaps, organisations must find out what motivates and engages their employees to help implement effective upskilling and reskilling programmes for their workforce. 60% of companies in Taiwan plan to improve the employee listening and engagement channels to help with the change process.

 

Workforce Restructuring and Employee Wellbeing are other top priorities

 

With flexible working as the new norm, HR leaders are creating policies to support more fluid workforce models and help employees thrive in this new environment. 83% of Taiwanese employers (compared to 56% globally) have or plan to expand and enhance flexible working policies and practices. 86% of the respondents have either aligned or planned to increase alignment between structures (methods, processes and systems) and culture (values and behaviours).

 

With the new norm accelerating change in all aspects of work, regular check-ins with staff to align with job design and benefits remain essential to retaining and attracting talent. 

 

Employee well-being has also come into focus as the triple impact of pandemic lockdowns, economic uncertainty and rapid changes in day-to-day working patterns was widely felt in 2020. However, the survey shows that Taiwanese employers are paying too little attention to analytics concerning employees’ well-being. 60% of Taiwanese companies do not analyse psychological, mental and emotional well-being analytics compared with 33% globally. Also, 94% of Taiwanese companies do not analyse employee financial health and well-being analytics (51% globally).

 

Terence Hsu, CEO, Taiwan, Mercer said, “As companies position themselves for post-pandemic growth, attracting and retaining talent is key. While compensation and benefits continue to play a strategic role in determining how employees feel about their organisations, employers need to realise HR analytics are crucial to influencing the well-being of their employees.

 

“Enhancing the employee experience; revising flexible working policies; redesigning performance management practices and transforming the HR operating model to be more agile have been front and center for every business leader this year.”

 

Other findings from Mercer’s Global Talent Trends Survey:

 

  • Despite the impact of the COVID-19 crisis, 72% of HR leaders in Taiwan said their companies have accelerated or continued the same pace of work on ESG. Most-seen activities are tying ESG goals to a company’s purpose and keeping this purpose visible to employees (72%), ensuring all executives have shared obligations for ESG metrics (51%).
  • When asked what skills are critical for future resiliency, 63% of Taiwanese organisations consider a growth mindset to be critical for success, with 55% putting digital dexterity as a core skill in this digital world.

###

 

About Global Talent Trends study

 

The sixth edition of Mercer’s Global Talent Trends (2021) study shares insights from over 7,300 senior business executives, HR leaders and employees and, for the first time, has deep dive Companion Reports for 23 geographies, spanning 44 countries. To download the Global report, visit here. In conjunction, the Global Talent Trends 2020–2021 Local Companion Report – Taiwan edition uncovers the priorities of Taiwan HR leaders for the year ahead. To download the Taiwan edition, visit here.

 

About Mercer

 

Mercer believes in building brighter futures by redefining the world of work, reshaping retirement and investment outcomes, and unlocking real health and well-being. Mercer’s approximately 25,000 employees are based in 43 countries and the firm operates in 130 countries. Mercer is a business of Marsh McLennan (NYSE: MMC), the world’s leading professional services firm in the areas of risk, strategy and people, with 76,000 colleagues and annual revenue of over $17 billion. Through its market-leading businesses including Marsh, Guy Carpenter and Oliver Wyman, Marsh McLennan helps clients navigate an increasingly dynamic and complex environment. For more information, visit www.mercer.com. Follow Mercer on Twitter @Mercer.

美世的新研究顯示,台灣企業正在加速對員工的技能提升和再培訓

 

近七成的台灣企業正在增加投資,以在2021年對關鍵人才進行技能提升和再培訓。

 

台灣台北,2021年7月9日 – 七成的台灣企業正在增加投資,以在2021年對關鍵人才進行技能提升和再培訓。根據美世的2021年全球人才趨勢調查,超過一半(52%)的台灣企業表示,員工團隊能力和未來技能的缺乏阻礙了他們在業務轉型中的進展,導致他們迫切需要推進技能提升的時間表。

 

68%的受訪企業表示,他們將加大對關鍵人才庫進行針對性技能再培訓和技能升級的投資,以使他們的組織更靈活,並為員工提供學習和成長的機會。另外,40%的企業已經改善或計畫改善人力資源分析工具,以加強學習和技能獲取。

 

為了利用技能的力量來推動轉型,企業必須更新它們的計畫和工具,以便無縫地進行技能識別、評估、發展和獎勵。雖然台灣32%的HR 主管(全球企業中這一比例為15%)計畫對技能獲取提供獎勵,但只有8%的人計畫採用技能薪酬結構。

 

美世台灣職涯業務負責人劉靜穎女士表示,這方面的進展對於2021年的轉型至關重要,因為員工需要看到學習新技能能帶來實際的回報、認可或晉升。

 

她補充說:“我們的研究強調了從技能的角度看待工作和員工的重要性。新冠疫情讓我們意識到,快速發現人才、將人才部署到最需要的地方以及做出關鍵的人才決策,是在不確定時期確保業務運營的關鍵。台灣企業的應對方法是,提高內部人才庫的可共用性,並重新考慮員工團隊的靈活性。

 

首先,企業要瞭解員工現有的技能以及他們未來需要的技能。超過一半的臺灣公司已經在收集有關個人當前技能的資訊,這是朝著正確方向邁出的一步。”

 

使用資料分析來更好地理解你的員工團隊

 

以技能為基礎的勞動力戰略是以人才的整體技能組合為基礎(包括跨行業的相鄰技能)對他們進行評估,而不是以行業經驗或資格為基礎。一個設計良好、以技能為基礎的員工團隊戰略將使企業能夠主動識別未來的技能需求,並根據需要制定一個可行動的計畫,以留住、培養、吸引和部署人才。

 

劉小姐表示:“企業正努力瞭解當前員工團隊在技能方面的差距。全球五分之二的人力資源專業人士表示,他們不知道自己的組織中擁有哪些技能。通過更好地瞭解自身擁有和需要的技能,公司可以更有效地將人才與工作聯繫起來,以滿足不斷變化的業務環境的需求。”

 

在瞭解了你的員工團隊在技能方面的差距後,企業必須找到能夠激勵和調動員工的方法,以幫助實施有效的技能升級和再培訓計畫。臺灣60%的公司計畫改善員工聆聽及參與管道,以幫助推動變革過程。

 

員工團隊重組和員工福利也是中重點規畫項目

 

隨著靈活的工作模式成為新的常態,HR主管正在制定政策,以支持更具流動性的員工團隊模式,並説明員工在新的環境中蓬勃發展。83%的台灣雇主(全球為56%)已經或計畫擴大和加強靈活的工作政策和實踐。86%的受訪企業表示已經或計畫加強結構(方法、流程和系統)和文化(價值觀和行為)之間的一致性。

 

隨著疫情後的新常態加速了各方面工作的變化,與工作人員定期溝通工作設計和福利仍然是留住和吸引人才的關鍵。

 

隨著疫情導致的封鎖、經濟不確定性和日常工作模式快速變化在2020年產生了廣泛的影響,員工福利也成為了人們關注的焦點。然而,調查顯示,台灣雇主對員工福祉的分析關注太少。60%的臺灣公司未進行心理、精神和情感健康分析,而全球這一比例為33%。此外,94%的臺灣公司未進行員工的財務健康和福利分析(全球為51%)。

 

美世臺灣首席執行官許永燦先生表示:“隨著企業為疫情後的增長做好準備,吸引和留住人才至關重要。儘管薪酬和福利在決定員工對公司的看法方面繼續發揮著戰略作用,但雇主需要意識到,人力資源分析對於影響員工的福祉至關重要。

 

提升員工體驗;修訂彈性工作政策;重新設計績效管理實踐,轉變人力資源運作模式,使之更加靈活,已成為今年HR的要務。”

 

美世的全球人才趨勢調查還發現:

 

  • 儘管面臨新冠疫情的威脅,72%的臺灣HR主管表示,他們的公司加快或保持了ESG(環境, 社會, 治理)工作的步伐。最常見的做法是將ESG目標與公司宗旨聯繫起來,並讓員工能夠瞭解這一宗旨(72%),確保所有高階管理者都對ESG指標負有共同義務(51%)。
  • 當被問及哪些技能對未來的彈性至關重要時,63%的臺灣企業認為成長心態對成功至關重要,55%的企業將數位靈活性作為這個數位世界的核心技能。

###

 

關於全球人才趨勢研究

 

美世第六版的全球人才趨勢研究(2021年)分享了7,300多名企業高階管理者、HR主管和員工的見解,並首次發佈了深入分析了涵蓋44個國家、23個地區的“附加報告”。 訪問此處,下載全球報告。同時,2020-2021全球人才趨勢本地夥伴報告-臺灣版揭示了未來一年臺灣HR主管的優先事務。訪問此處,下載台灣版。

 

關於美世

 

美世,我們堅信能不斷創造更加美好的未來。我們一起重新定義職場,重新制定退休計畫和投資方案,尋求真正能促進員工健康和福祉的方法。美世在全球130多個國家和地區開展業務運營,擁有逾25, 000名員工,分佈於43個國家和地區。美世是威達信集團(Marsh & McLennan Companies,紐交所代碼:MMC)的全資子公司。威達信集團是一家全球性的提供風險、戰略與人力資本相關專業服務的國際集團公司,在全球擁有超過76, 000名員工,年收入逾170億美元。威達信集團同時也是達信(Marsh)、佳達(Guy Carpenter)、和奧緯(Oliver Wyman)的母公司。威達信協助客戶應對日益變化和複雜的商業環境。欲瞭解更多資訊,請訪問www.mercer.com。通過@Mercer.關注美世的Twitter。

CONTACT INFORMATION