Whats

Working
Around
the World
Global insights on employee engagement
Whats Working
Around the World
Over the past 18 months, Mercer has
updated its Whats Working survey
findings in 17 markets around the
world, capturing the views of nearly
30,000 employees and shedding new
light on their attitudes toward work
and their employers. The research
provides a compelling look at current
levels of employee engagement and
how workers feel about the changing
employment value proposition.

This report provides an overview of

the survey findings by region Asia
Pacific, Europe, Latin America and
North America and by individual
country. It also shares insights
about generational differences in
workforce views.

Turn the page or click a location on the

table of contents below to get started.

Table of contents Region Region

North America..... 6 Latin America.... 10

Canada...................8 Argentina.............12
US..........................9 Brazil....................13
Mexico.................14

2 Whats Working Around the World

Region
Europe............... 16
France..................18
Germany..............19
Ireland..................20
Italy......................21
Netherlands.........22
Spain....................23
UK........................24
Global insights on employee engagement
Region
Asia Pacific........ 26
Australia...............28
China...................29
Hong Kong...........30
India.....................31
Singapore.............32
Whats Working global highlights
Mercers Whats Working survey, conducted
among nearly 30,000 employees in 17 markets
over the past 18 months, confirms a trend that
has been developing over the past decade: Around
the world, employee engagement is eroding.
The global economic downturn that started in
2008 accelerated this trend, as employees in many
countries faced layoffs, cuts in pay and benefits,
reduced job security, and more limited training
and advancement opportunities. The reality is that
many organizations are making smaller overall
investments in their workforces today and
employees are not happy about it. But even in
countries with historically higher engagement
levels and countries less affected by the
economic turmoil, there has been a profound
shift in employee attitudes and opinions.
Our survey findings show a significant, across-
the-board increase in the number of employees
who are seriously considering leaving their
employers at the present time. Equally alarming,
about 20% to 25% of the employees in each
Engagement is an underlying
Why psychological state in which
engagement employees feel a vested
matters interest in their organizations
success and are both willing
and motivated to perform
to levels that exceed the
stated job requirements. It is the result of how
employees feel about the overall work experience
the organization, its leaders, the work, the work
environment, and the recognition and rewards they
receive for their efforts.
4 Whats Working Around the World
country have no definite plans to leave but are
apathetic and even more negative about work
than employees who are considering an exit.
Given these developments, employers must now
address a critical question: How do you redesign
the employee value proposition the deal
to meet todays business requirements and
employee needs?
Without question, employees liked the old deal
of more generous benefits and pensions, steady pay
increases and lifetime job security. They have
reluctantly accepted that it is not coming back
and are even willing to take tradeoffs, such as
more training instead of job security (to keep
them employable in case they are laid off) and pay
for performance (in lieu of tenure-based annual
pay increases) to reward their good performance.
But the perception that came through clearly
in our survey results is that employees believe
employers are not living up to their revised
promises and are not delivering on this new deal.
Engagement drives discretionary behavior, eliciting
employees highest productivity, their best ideas
and their genuine commitment to the success of the
organization. So it can contribute significantly to an
organizations performance.
All other factors being equal, it also serves the
individual, fulfilling a basic human need to be
connected to worthwhile endeavors and to be able
to make a significant contribution. In short,
engagement is good for both the employer and
the employee.
This contributes to the drop in engagement and
growing sense of frustration among employees.
Todays low engagement levels come with
an unusual twist. In economic boom times,
employers typically want to increase engagement
in order to boost retention. Reducing unwanted
turnover has been the primary goal. Now,
however, were seeing the consequences of
having turnover that is too low. In the current
economic climate, theres a lack of natural
churn in many parts of the world. With
nowhere else to go, disengaged employees are
staying with their current employers.
This situation is not healthy for organizations or
employees, and it is having a multiplier effect.
Employees are stuck and cant move on to
new roles or out of the organization. This, along
with flattened organizational structures, creates
fewer upward opportunities for everyone. And
tighter budgets mean that employers have fewer
resources to put toward these growing problems.
Global insights on employee engagement
Beyond hoping for improved economic
circumstances that will increase opportunities
for employers and employees alike, employers
need to consider how to protect and enhance
engagement when traditional methods are not
available or no longer effective. Based on their
own business strategy and unique workforce
requirements, employers need to determine
how best to invest their limited resources and
creatively identify the next generation of value
proposition elements that will appeal to and
motivate the workforce and build levels of
engagement that each organization needs for
future success.
Patrick Gilbert, PhD (London)
Global Leader, Employee Research
Mercer
Pete Foley, PhD (Atlanta)
Americas Leader, Employee Research
Mercer
5
North America regional summary
Declining levels of employee engagement dominate
Mercers Whats Working survey findings for
North America, with one-third of employees
throughout the US and Canada looking to leave
their organization an increase of approximately
10 points in both countries since their last surveys.
While the US endures a sluggish economic
recovery, marked by continued high
unemployment, a troubled financial system
and shaken consumer confidence, Canada
has weathered the downturn with far fewer
adversities, boasting low unemployment, little
government debt and strong economic growth.
Despite the differing economic landscapes, a
closer look reveals other troubling trends among
the engagement scores shared by both:
A
 mong employees age 1634, four in 10 have
an eye on the door. Yet, this nascent talent is
also the most positive and consistently shows
a higher level of commitment an unfortunate
paradox for employers seeking to build a strong
pipeline for the future.
6 Whats Working Around the World
One-fifth of employees in each country are
indifferent about whether to stay or go a
disaffected group with the lowest levels of
motivation and engagement, and the potential
to stall productivity and breed even greater
apathy within the ranks.
Given the uneven global economy and the related
apprehension felt throughout much of the world,
organizations in both countries may be focused
more on bottom lines and business goals than on
people management and investments in rewards,
training and career opportunities. Workers feel
marginalized, and their sense of insecurity has
the potential not only to drive down engagement
levels, but also to paralyze those who otherwise
would have left their jobs.
At the same time, if struggling economies shift
into more robust recovery, new job opportunities
are sure to increase, threatening existing pools
of valuable talent and fueling productivity and
morale issues among remaining workers. And
while growth and profitability dominate the
corporate agenda, ongoing financial pressures
greatly limit investments in potential solutions.
 P
 ay for performance jumps up: Workers in both
Percentage of employees seriously considering countries say their employers are doing a better
leaving their organization job matching pay to performance.
B
 enefits scores decline: While two-thirds of
60%
employees in both countries rate their benefits as
good or very good, Canadian and US employees
40% 36% generally have a less favorable view of their
32% benefits today compared with five years ago.
L
 imited career opportunities: Just half of the
20%
employees in the region are confident they will
achieve their long-term career objectives in
0% their organization; only slightly more believe
Canada US they have a long-term future there.
Source: Mercers Whats Working survey N
 ot ready for retirement: While the majority of
employees in the region are satisfied with their
Indeed, employers must dig deeper to understand retirement savings or pension plan; far fewer
the causes specific to their organizations and regions. believe both they and their organization are
Mercers Whats Working survey sheds light on the doing enough to prepare for retirement.
issues that matter most to employees, illuminating
a number of similarities found among workers in H
 aving what it takes: Canadian workers made
North America, as well as a few differences: a strong statement that they now have less
flexibility to provide good service, less access
S
 hared values: Base pay is the most important to necessary job information and less authority
value proposition element for employees in to be effective on the job.
both Canada and the US, followed by retirement
60
savings/pension plan and type of work.

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0 America
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Global insights on employee engagement 7

 Canada Download full summary: English French
Date of current survey: 2010 Number of respondents: 2,058 Date of prior survey: 2006

Employees increasingly disengaged, voice serious job-related concerns

More than one in three employees seriously considering leaving
Workers concerned about ability to provide good service, authority to be effective
Few employees feel financially prepared for retirement

My Engagement My Benefits My Retirement My Pay

Overall, 36% of Canadian
workers are seriously
considering leaving
their organization (up
from 26% in 2006), with
another 22% uncertain
about whether theyll
stay or go. The number
is higher among
younger workers:
43% of employees age
2534 and 45% age
24 and younger are
contemplating
a departure.
Nearly half (48%) A good retirement
say benefits play a savings or pension
significant role in their plan today ranks
decision to stay with as the second most
their organization. important element of
Sixty-six percent rate the value proposition
their overall benefits for Canadian
as good; 53% say their employees. However,
benefits are as good, only 43% believe they
or better, than those of are doing enough to
others in their industry, prepare financially for
down sharply from 65% retirement, and 40%
in 2006. say their organization
is doing enough to help
them prepare.
Base pay ranks as the
most valued element of
the employment deal,
yet only 53% are satisfied
with base pay and 58%
feel they are paid fairly
given their performance
and contributions. Far
fewer employees today
understand how their
pay is determined (74%,
compared with 82%
in 2006).

My Career My Company My Job My Life

Nearly half (49%) say
their organization does
a good job of developing
people to their full
potential, up from 43%
in 2006. But just 42%
believe promotions go
to the most qualified
individuals. Only 54%
of Canadian workers
expect to achieve
their long-term career
objectives in their
current organization.
About half (53%) believe
their organization as a
whole is well managed,
down from 56% in 2006;
71% are confident in
their organizations enjoy the work they do.
future success. However,
57% say job security
at their company is as
good as or better than
other organizations in
their industry, down
from 69%.
Type of work is the
third most important
element of the
employment deal; 78%
of Canadian employees
The most significant
drops in overall survey
scores are around
having flexibility to
provide good service,
access to necessary
job information and
authority to be effective
on the job.
Two-thirds of Canadian
employees say their
workload is reasonable
and they can strike
a healthy balance
between work and their
personal life. More than
half (54%) say they have
some work flexibility
an opportunity that is
valued slightly more
among female and
younger workers.

8 Whats Working Around the World

 US Download full summary: English
Date of current survey: 2010 Number of respondents: 2,419 Date of prior survey: 2005

Loyalty has dropped, but employees cite improvements in several areas

One in three employees seriously considering leaving
Scores improve for pay, careers and management but decline for benefits
Few employees feel financially prepared for retirement

My Engagement My Benefits My Retirement My Pay

The number of workers Benefits factor more A good retirement Base pay ranks as the
seriously considering into employee decisions savings or pension number one element
leaving jumped from to join an organization plan today ranks of the deal. But
23% in 2005 to 32% (45%, up from 35% in as the second most satisfaction with it
in 2010, with workers 2005) and stay (53%, up important element of has dropped from
younger than 35 the from 48%). Sixty-eight the value proposition 58% in 2005 to 53%.
most likely to be percent now rate their for US employees. Just While employees give
pondering an exit. overall benefits as good four in 10 say neither employers generally
Another 21% didnt or very good, down they (43%) nor their improved marks for
commit to staying or from 76%; satisfaction employers (41%) are differentiating and
leaving but are the least with health care doing enough to help paying for performance,
satisfied and engaged. benefits also dropped, them prepare financially only 40% today say they
Scores dropped slightly from 66% to 59%. for retirement. are rewarded for doing
on several other a good job.
engagement measures.

My Career My Company My Job My Life

Organizations are doing Employees says senior
a better job today of management does
developing people, but better at confronting
only 42% of employees issues early and
believe promotions go explaining the
to the most qualified. rationale for business
About the same number decisions, and more
say they have sufficient employees trust
opportunity for growth senior management to
and development (51%) communicate honestly.
and expect to achieve Half (54%) believe
their long-term career their organization as a
objectives in their whole is well managed,
organization (53%). though 70% believe
their organization will
succeed in the future.
Type of work is the Two-thirds of US
third most important employees say their
element of the deal workload is reasonable
for US employees; (69%, up from 64% in
79% like work they do 2005) and that they can
(down from 84% in strike a healthy balance
2005). Managers get between work and their
improved marks for personal life (68%, up
setting work objectives, from 65%). The majority
understanding (59%) says they have
employee problems some work flexibility;
and providing regular younger workers value
feedback. Workers say flexibility most.
teamwork is more
likely to be recognized
than rewarded.

Global insights on employee engagement 9

Latin America regional summary
The Latin American region is vast geographically
and diverse economically, yet strikingly, workers
from Argentina to Brazil to Mexico hold similar
views and perceptions on their roles, wants,
motivations and company leadership.
In the wake of the global economic downturn,
these three Latin American stalwarts enjoyed
modest growth while many Western markets
were hit hard and Eastern markets thrived. As
a result, employee survey scores derived from
Mercers Whats Working survey of 3,400 Latin
American employees often fall between those
from the rapidly growing emerging markets and
the stalled mature markets.
Four key components of the employee value
proposition figure prominently in Argentina,
Brazil and Mexico: career advancement, training,
base pay and bonus/incentives pay. Overall,
employees in these countries say they place a
high value on these four elements but do not
believe their organizations are doing enough in
these areas.
10
This dissonance is leading to a high number of
workers who are seriously considering leaving
their organizations at the present time. In Brazil
and Mexico, these figures are up significantly
from the prior survey in 2004. (2011 was the first
year Argentina participated in the survey.)
Other trends are equally concerning: Throughout
Latin America, loyalty is eroding; the youngest
employees may be leading the way to the exit
door; apathy is a serious hidden problem with
a large portion of the workforce not committed
to staying or leaving; and workers hold their
managers and senior leaders in low regard.
In Brazil, much of this can be explained by the
downside of recent economic gains and the
resulting double-edged sword: The improved
economic environment has led to greater
employee possibilities elsewhere, higher turnover,
higher wages and a workforce thats increasingly
calling the shots. A further dichotomy is that while
employees are looking to leave their organizations,
they actually are quite satisfied with their current
jobs, their employers and their pay. In sum, they
like most aspects of their organizations, but they
still are considering an exit.
Whats Working Around the World
 employee opportunities to find other viable work
Percentage of employees seriously considering options. Therefore, a turnaround in just a few
leaving their organization of these conditions could open the floodgates of
employee attrition.
60% 56% 56%
Recent economic woes in Mexico have had a
profound effect on employee sentiment: Today,
40% workers there are less engaged but more tied
40%
to their employers, due mostly to the inability
to change companies. When the economy
20% improves, and employees become more mobile,
organizations here also may see a substantial
outflow of talent.
0%
Argentina Brazil Mexico These mixed readings highlight just how complex
talent management has become in todays
Source: Mercers Whats Working survey
environment and the importance of employers
getting a better understanding of whats inside
In Argentina, high inflation rates have diminished their employees minds. This challenge presents
employees relative pay, which has had a negative an opportunity for organizations in Latin America
impact on their overall satisfaction levels. to fix broken perceptions and enhance value
Additionally, in this highly unionized market, there propositions of greatest interest to their workers.
are increasing labor demands that companies
cannot always fulfill. These market conditions,
plus economic and political instability, have led to
decreasing organizational investment, reducing
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0 America
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Global insights on employee engagement 11

 Argentina Download full summary: English Spanish
Date of current survey: 2011 Number of respondents: 1,006 Date of prior survey: NA

Retention an issue; scores low for pay, benefits and careers

Four in 10 employees seriously considering leaving
Workers doubt benefits competitiveness, retirement readiness
Satisfaction low with key elements of value proposition pay and careers

My Engagement My Benefits My Retirement My Pay

Forty percent of workers Half (50%) say their Just 46% of employees Base pay is the second
in Argentina and 61% benefits meet their in Argentina (50% men, most important value
of those age 24 and needs, and slightly 42% women) say they proposition element in
under are seriously more (57%) rate their are confident they Argentina, with bonus
considering leaving overall benefits package are doing enough to or other incentives
their organization. as good. However, financially prepare for at sixth. While 57%
Overall, 66% say they only 44% believe their retirement; only 36% understand how their
have a strong sense of benefits are competitive say their organization pay is determined,
commitment to their within their industry, is doing enough to help only 44% are satisfied
organization, and 74% and fewer (41%) say them prepare. The with base pay and
are willing to go beyond their organization gives youngest employees even fewer (40%) say
their job requirements them enough information (age 1624) are much their organization
to help their to make informed more likely to agree does an adequate
organization succeed. benefit decisions. with both statements. job of matching pay
to performance.

My Career My Company My Job My Life

Career advancement While 68% are confident Type of work ranks Sixty-two percent
is the most important their organization will fourth among value say their workload
value proposition be successful in the proposition elements, is reasonable, 69%
element in Argentina, future, only 52% say and 79% are satisfied say they are able to
with training their organization is with the type of maintain a healthy
opportunities ranking well managed. About work they do. Scores balance between work
third. However, fewer the same number for managers are and their personal
than half (46%) say their (54%) trust senior lower: 56% say their life, and 56% say their
organization is doing a management to department/work organization provides
good job of developing always communicate group is well managed, them the opportunity
its people to their honestly, and 47% say 55% say their manager to work flexibly. The
full potential, and management behaviors does a good job of latter a flexible work
41% feel promotions are consistent with the setting work objectives, schedule ranks
generally go to the most organizations values. and 43% say managers sixth among value
qualified employees. show concern for proposition elements.
employees well-being.

12 Whats Working Around the World

 Brazil Download full summary: English Portuguese
Date of current survey: 2011 Number of respondents: 1,213 Date of prior survey: 2004

Pay and career scores increase, but loyalty and management scores decline
More than half of employees seriously considering leaving
Benefits scores stable, but men and women split regarding views on retirement
Scores for pay, careers improve, but management scores generally decline

My Engagement My Benefits My Retirement My Pay

More than half (56%) of Today, 63% rate their A retirement savings Base pay ranks
Brazilian workers are overall benefits package or pension plan is the second among value
seriously considering as good, up from 61% eighth most important proposition elements,
leaving their in 2004. Other scores value proposition with bonus or other
organization, up from are similar: 60% say element. Overall, 61% incentives in sixth
12% in 2004. This figure their benefits meet their believe they are doing place. Most pay-related
varies among men needs, 61% say benefits enough to prepare scores are up: 64% say
(59%) and women (51%) play a big role in their financially prepare for they understand how
and is the highest for staying with their retirement, with a big pay is determined,
employees age 34 and organization, and 68% split between men (66%) versus 61% in 2004,
younger (60%). Fewer say their organization and women (53%); 57% while 57% say they
today (71%, up from does a good job say their organization are paid fairly given
80%) feel a strong sense of communicating is doing enough to their performance
of commitment to about benefits. help them (62% men, and contributions,
their organization. 50% women). up from 50%.

My Career My Company My Job My Life

Career advancement Working for a
and training respectable organization
opportunities rank first is important in Brazil,
and third, respectively, ranking fourth among
among value value proposition
proposition elements in elements. Scores for
Brazil. Today, 61% say top management have
promotions generally declined: 66% believe
go to the most their organization is
qualified employees, well managed, down
up sharply from 46% in from 70% in 2004; 62%
2004, and 65% say their say senior management
organization does a does a good job of
good job of developing establishing clear
its people, up from 61%. objectives, down
from 72%.
Type of work is the fifth Three-quarters of
most important value Brazilian workers (74%)
proposition element; say they are able to
81% are satisfied with maintain a healthy
the type of work they balance between work
do. However, fewer and their personal life,
today say managers in up from 59% in 2004,
their organization show while 68% say their
concern for employees workload is reasonable,
well-being (58%, down up from 65%. Nearly as
from 60% in 2004) or many (65%) say their
do a good job of setting organization gives them
work objectives (60%, the opportunity to
down from 72%). work flexibly.

Global insights on employee engagement 13

 Mexico Download full summary: English Spanish
Date of current survey: 2011 Number of respondents: 1,200 Date of prior survey: 2004

Engagement drops, along with scores for organizations and management

More than half of employees seriously considering leaving
Scores mixed for benefits, pay and careers some up and some down
Confidence in the organization and management generally declined

My Engagement My Benefits My Retirement My Pay

Fifty-six percent of Broad coverage medical
workers in Mexico and insurance ranks sixth
62% of those age 24 and in importance among
younger are seriously value proposition
considering leaving elements. Two-thirds
their organization. (65%) rate their overall
The overall score is up benefits package as
dramatically from 28% good, up from 49% in
in 2004. Three-quarters 2004, while 63% say
(74%) now say they are their benefits meet their
proud to work for their needs and 77% say their
organization, down organization does a good
from 84% in 2004. job of communicating
about benefits.
A good retirement
savings plan/pension
plan is the fifth most
important element of
the value proposition in
Mexico. More than six
in 10 are confident that
they are doing enough
to prepare financially
for retirement (65%) and
that their organization
is doing enough to help
them prepare (61%).
Base pay is the most
important value
proposition element,
with bonus or other
incentives at fourth.
Pay scores vary: 71%
(down from 78% in
2004) understand how
their pay is determined,
but only 60% are
satisfied with it; 68%
say their organization
does an adequate job
of matching pay to
performance, up
from 66%.

My Career My Company My Job My Life

Career advancement and Confidence in the Type of work ranks Three-quarters (76%)
training opportunities organization and top seventh among value say they are able to
ranked second and management generally proposition elements, maintain a healthy
third in importance, declined in Mexico: and 84% are satisfied balance between work
respectively, among 78% are confident their with the type of work and their personal life,
value proposition organization will be they do. Scores for up from 73% in 2004, but
elements. Sixty-nine successful in the future, managers dipped: 63% 72% say their workload
percent say their down from 86% in say managers show is reasonable, down
organization does a 2004, while 73% says concern for employees from 79%. Seventy-
good job of developing senior management well-being, down from one percent say their
its people, down from does a good job of 67% in 2004, while 71% organization provides
71% in 2004, and 65% confronting issues say their manager does them the opportunity to
say promotions go before they become a good job of setting work flexibly.
to the most qualified major problems, down work objectives, down
employees, up from 63%. from 76%. from 75%.

14 Whats Working Around the World

Global insights on employee engagement 15
Europe regional summary
Throughout Europe, loyalty to employers is
eroding and worker apathy is widespread. In all
seven European markets that participated in
Mercers global Whats Working survey (with
responses from a total of more than 13,000
workers), the number of employees who lack
commitment has increased, with about one-third
overall saying they are seriously considering
leaving their organization at the present time.
Among the youngest workers, the number is even
higher: Of those age 1624, approximately four in
10 overall are looking to leave (with numbers for
individual countries jumping to as high as 47% in
Germany, 48% in Ireland and 52% in Italy). Yet this
nascent talent, so important to the long-term vitality
of organizations workforces, is also the most
positive and consistently shows a higher level of
commitment an unfortunate paradox for employers
seeking to build a strong pipeline for the future.

Perhaps even more insidious, one-fifth of employees

Percentage of employees seriously considering
in each country are indifferent about whether to stay
leaving their organization
with their employer or go a disaffected group that
shows the lowest levels of motivation and engagement
60% overall and has the potential to stall productivity
and breed even greater apathy within the ranks.
40%
40% 35% 36%
30% 33% 30% With continued economic uncertainty in the
28% region and an evolving employment deal
20% that workers view as a series of takeaways
(including more recent recession-based cuts
in pay, benefits, and training and development
0% opportunities), their shared sense of apathy
s
nce many eland ly
Ita rland Spai
n UK
Fra r Ir e comes as no surprise. Perhaps less obvious, but
Ge th
Ne equally serious, are the significant business
Source: Mercers Whats Working survey consequences employers face due to the ongoing
erosion in employee sentiment.

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16 Whats Working Around the World

Especially if the economy shifts more strongly
into recovery and new job opportunities emerge,
organizations risk losing valued talent and likely
face performance and morale issues among
remaining workers all at a time when growth
and profitability dominate the corporate agenda.
Yet, ongoing financial pressures limit companies
investments in potential solutions.
The problem for todays employers is actually
two-fold. As a result of the recession, managers
have become increasingly business- and task-
focused, rather than people-focused, tending
more to bottom lines and business goals than to
people management and investments in rewards,
training and career opportunities. Employees
feel somewhat marginalized, and their sense
of insecurity not only drives down engagement
levels, but also paralyzes those who otherwise
would have left their jobs.
Failure to re-establish an affinity with employees
not only poses serious consequences for the
talent pools of individual employers in terms
of turnover costs and lost productivity, but also
leaves a pervasive malaise unchecked among
a growing population of disaffected workers
Global insights on employee engagement
throughout the region. Adding to the challenge are
differing expectations, work styles and financial
considerations among the multiple generations that
comprise todays workforce, making a one-size-
fits-all solution unlikely to generate much-needed
levels of engagement and performance.
Mercers Whats Working survey provides insight
into possible reasons for the growing discontent
among todays employees and sheds light on the
issues that really matter to them, with a surprising
number of consistencies found among workers
throughout the region. Indeed, the commonalities
go beyond lack of commitment and loyalty. Of
particular interest, European workers share the
same views when it comes to the elements of
the employment deal they value most, as well
as the top factors that drive their motivation
and engagement at work. These findings can
inform strategies that recognize todays budget
constraints and combine existing approaches with
innovative, new ideas to improve engagement,
performance and productivity.
17
 France
Date of current survey: 2010 Number of respondents: 2,041 Date of prior survey: 2007

Engagement, job-related scores decline, while others present a mixed picture

Nearly one in three employees seriously considering leaving
View of benefits competitiveness drops sharply; pay and career scores mixed
Biggest declines related to authority on the job, ability to provide good service

My Engagement My Benefits My Retirement My Pay

Nearly one-third Workers in France are
(30%) of French slightly less satisfied
workers are seriously with their overall
considering leaving benefits package today
their organization, up (46% satisfied, down
from 19% in 2005. In from 49% in 2005).
addition, fewer feel a Half (52%) believe their
sense of commitment organization does a good
to their organization job of communicating
(50% do today, down about benefits, but only
from 61% in 2005) or 41% today, down sharply
are proud to work for from 70% in 2005,
their organization (58%, believe their benefits
down from 66%). are competitive in
their industry.
Forty-two percent of
French workers are
satisfied with their
retirement savings/
pension plan, with
slightly more men (44%)
than women (41%)
expressing satisfaction.
Base pay is the most
important value
proposition element
in France, with bonus/
incentives ranked third.
Overall, 54% (same
as 2005) understand
how their pay is
determined, but only
34% are satisfied with
base and incentive pay,
and 29%, up from 22%,
say their organization
adequately matches pay
to performance.

My Career My Company My Job My Life

Career advancement More than half (57%, Type of work ranks Half of French workers
ranks fourth among up from 45% in 2005) as the second most (48%) say that having
value proposition are confident their important value the opportunity to work
elements; training organization will proposition element flexibly is very important
opportunities are be successful in the in France, and 70% are to their motivation and
seventh. Forty-six future, and 42%, up satisfied with their engagement at work;
percent of French from 37%, trust senior work. Among the largest 49% say they are given
workers, up from 38% management to always declines were having the opportunity to work
in 2005, say they are communicate honestly. enough flexibility to flexibly. Slightly more
given the information However, scores for provide good customer (56%) say their workload
and assistance they job security relative service (60%, down is reasonable, up from
need to manage their to the industry and from 81%) and having 53% in 2005.
careers, but only 42%, organizational sufficient authority to be
down from 45%, believe support for diversity effective on the job (61%,
they have sufficient dropped 12 and 13 down from 82%).
opportunity for growth points, respectively.
and development.

18 Whats Working Around the World

 Germany Download full summary: English German
Date of current survey: 2011 Number of respondents: 2,016 Date of prior survey: 2004

Employees report diminished commitment, satisfaction with work

One in three employees seriously considering leaving
Benefits scores mixed, but scores for pay, careers generally improve
Views of senior, immediate management rise, but many scores remain low

My Engagement My Benefits My Retirement My Pay

Overall, 33% of German Half (51%) rate their A good retirement Base pay ranks as the
workers are seriously overall benefits package savings or pension plan most important element
considering leaving as good, up from 39% in ranks as the eighth of the employee value
their organization (up 2004, while 46% today most important value proposition, yet only
from 31% in 2004), with are satisfied with their proposition element in half of workers (52%)
another 21% uncertain health care benefits and Germany, and only 44% are satisfied with
about whether to 45% say the benefits say they are satisfied their base pay. Forty-
stay or go. They also provided by their with their retirement six percent say they
report diminished organization meet their plan. Just 41% believe are paid fairly given
feelings of personal needs. However, fewer their organization is their performance and
accomplishment at (51%, down from 64%) doing enough to help contributions (up from
work (58% versus 69%) believe their benefits them prepare financially 39% in 2004), and 55%
and a reduced sense are competitive within for retirement; 54% of understand how their
commitment to their their industry. workers believe they pay is determined (up
organization (55% are doing enough on from 50%).
versus 85%). their own to prepare for
retirement.

My Career My Company My Job My Life

While career Fifty-four percent of Type of work is Sixty-four percent of
advancement ranks German workers say the second most German employees
low (ninth place) in their organization is important element of say their workload
the employee value well managed, up from the employee value is reasonable (the
proposition, many 48% in 2004. About proposition for German same percentage as
career scores improved: the same number workers, and 75% are 2004); however, 61%,
42% of workers (up (55%) believe their satisfied with their job. up sharply from 49%,
from 23% in 2004) organizations current Most (82%) say their say they are able to
say they are provided strategy/direction job makes good used of maintain a healthy
with information and will make it more their skills/abilities, up balance between work
assistance to manage competitive in the from 66% in 2004, but and their personal
their career, and 49% future, and 54% trust only 41% say managers life. Fifty-nine percent
(up from 35%) say their senior management to show concern for say their organization
organization does a good always communicate employees well-being provides them with
job of developing people. honestly (up from 36%). (up from 31%). the opportunity to
work flexibly.

Global insights on employee engagement 19

 Ireland Download full summary: English
Date of current survey: 2011 Number of respondents: 1,006 Date of prior survey: 2004

Sense of job security shaken; engagement levels drop sharply

More than one in three employees seriously considering leaving
Job security is highly important, but perceptions of security drop sharply
Many scores for pay, benefits decline, but management scores rise

My Engagement My Benefits My Retirement My Pay

Overall, 35% of Irish Half (54%) rate their Having a good Base pay ranks as the
workers are seriously overall benefits retirement savings or most important element
considering leaving program as good or pension plan ranks of the employee value
their organizations, very good (down from ninth in importance proposition among
up from 22% in 2004. 57% in 2004), but only among value Irish workers by a
This figure is much 47% say their benefits proposition elements. wide margin. Yet only
higher among younger are as good as, or better Just half (53%) say they 46% are satisfied with
workers: 48% of those than, those offered by are satisfied with their their base pay. Fewer
age 1624 are seriously other organizations in retirement savings/ today believe they
considering leaving, their industry (down pension plan, and only are paid fairly, given
along with 41% of sharply from 71%). Half four in 10 say they and their performance
employees age 2534. (50%) say their current their employers are and contributions to
Far more men (40%) benefits choices meet doing enough to help the organization (53%,
than women (30%) are their needs. them prepare financially down from 62% in 2004).
considering an exit. for retirement.

My Career My Company My Job My Life

Career advancement Half (54%) of Irish Job security is the Sixty-four percent
is the eighth most employees say their second most important of Irish workers say
important element of organization as a whole element of the value their workloads are
the value proposition. is well managed, but proposition, but a reasonable (down from
Only 50% of Irish 71% are confident in the sense of job security, 74% in 2004); the same
workers say they have organizations future compared with other number say they are able
sufficient opportunity success. They credit organizations in their to maintain a healthy
for growth and senior management industry, dropped balance between work
development at their for improvements in sharply to 57% from and their personal life
organization, and the always communicating 75% in 2004. Most say (no change). Also, 56%
same number honestly (50%, up from they are given the say their organization
are confident that 46%) and in confronting equipment/tools (83%) provides them with
they will be able to issues before they and information (75%) the opportunity to
achieve their long-term become problems (50%, needed to do their work flexibly.
career objectives in up from 45%). job well.
their organization.

20 Whats Working Around the World

 Italy Download full summary: English Italian
Date of current survey: 2011 Number of respondents: 2,018 Date of prior survey: NA

Engagement, satisfaction low; youngest, oldest workers most likely to leave

Four in 10 employees seriously considering leaving
Satisfaction low with most important elements of value proposition
Less than half hold positive views of senior, immediate management

My Engagement My Benefits My Retirement My Pay

Overall, 40% of Italian Forty-seven percent of
workers are seriously Italian employees rate
considering leaving their overall benefits
their organization, with package as good, but just
another 26% uncertain 34% are satisfied with it;
about whether theyll the youngest and oldest
stay or go. The number workers are the most
considering an exit satisfied. Half (50%)
is highest among the say their organization
youngest (52% of those has done a good job of
age 1624) and oldest communicating about
workers (50% of those benefits, and 39% say
age 5564). their benefits meet
their needs.
A good retirement Base pay ranks as
savings or pension plan the most important
ranks as the fifth most element of the value
important element of proposition, yet only
the value proposition 44% of employees are
for Italian employees; satisfied with their
however, only 41% are base pay. Sixty-three
satisfied with their percent say they
retirement plan. Just understand how their
38% believe their pay is determined,
organization is doing but just 39% say their
enough to help them organization does
prepare financially for an adequate job of
retirement; 44% believe matching pay
they are doing enough to performance.
on their own.

My Career My Company My Job My Life

Career advancement Nearly half say their Although type of work Fifty-five percent of
ranks third in organization is well is the second most Italian employees
importance among managed (46%) and the important element of say their workload is
value proposition current strategy and the value proposition reasonable, and 61%
elements; training direction will make it for Italian workers, say they are able to
opportunities rank more competitive in the only 64% percent are maintain a healthy
sixth. However, only future (47%). About the satisfied with the balance between work
four in 10 say their same number say senior type of work they do. and their personal
organization does a management does a Just 40% say their life. Fifty percent say
good job of developing good job of establishing managers understand their organization
people to their full clear objectives (48%), the problems employees provides them with the
potential (42%) or and 47% trust senior face, and half (52%) say opportunity to work
that promotions are management to always their department/work flexibly something
generally given to communicate honestly. group is well managed. that is valued more by
the most qualified women than men.
employees (40%).

Global insights on employee engagement 21

 Netherlands Download full summary: English Dutch
Date of current survey: 2011 Number of respondents: 1,839 Date of prior survey: 2006

Scores drop consistently across many aspects of work experience

Employees less committed today; more are considering leaving
Scores decline for benefits, careers, views of company and management
Only half feel financially ready for retirement

My Engagement My Benefits My Retirement My Pay

Currently, 28% of Dutch More than half (57%)
employees are seriously rate their overall
considering leaving benefits package as
their organization, good, and 59% say
up from 15% in 2006. their organization has
This figure is highest done a good job of
for younger employees communicating about
(1624 years) at 36% benefits (down from
and lowest (23%) for 65% in 2006). Fifty-
employees age 4554. one percent say their
Fifty-nine percent now benefits meet their
feel a strong sense of needs (down from
commitment to their 61%), while 42% feel
organization, down their benefits are
from 73%. competitive within
their industry today.
A good retirement
savings or pension
plan is the third most
important element of
the value proposition
for Dutch workers; 56%
say they are satisfied
with their pension plan.
However, only 51% say
they are doing enough
to prepare financially
for retirement, and 45%
believe their employer
is doing enough.
Base pay is the most
important element of
the value proposition
for Dutch workers;
bonus/incentive pay
ranks lower at tenth.
However, only 45% are
satisfied with their base
pay. Most (60%) today
understand how their
pay is determined,
and 48% believe they
are paid fairly, given
their performance
and contributions.

My Career My Company My Job My Life

Career advancement Working for a Type of work is the Having a flexible work
is the eighth most respectable company second most important schedule ranks ninth
important element of ranks fourth among element of the value in importance among
the value proposition value proposition proposition for Dutch value proposition
for Dutch workers; elements. While 61% workers, and 76% are elements, and 54% say
training opportunities are confident their satisfied with the type their organization gives
rank sixth. Half (52%) organization will be of work they do. While them the opportunity
believe they have successful in the future 80% say they have to work flexibly. Six in
sufficient opportunity (down from 67% in access to the tools and 10 say their workload
for growth and 2006), only 45% believe equipment they need to is reasonable (62%) and
development, down their organization as a do their jobs, far fewer they are able to achieve
from 59% in 2006. whole is well managed (47%) say managers a healthy balance
Just 35% today believe and 44% (down from show concern for between work and their
promotions generally 51%) trust senior employees well-being. personal life (64%).
go to the most management to always
qualified employees. communicate honestly.

22 Whats Working Around the World

 Spain Download full summary: English Spanish
Date of current survey: 2011 Number of respondents: 2,071 Date of prior survey: 2004

Mixed views of work experience leads to lower engagement, commitment

Nearly one in three workers seriously considering leaving
Scores for benefits, pay, careers, management improve but remain low
Perception of organizational support for diversity drops dramatically

My Engagement My Benefits My Retirement My Pay

One in three workers in Today, 44% rate their A retirement savings Base pay is the most
Spain (30%) is seriously overall benefits package or pension plan valued element of
considering leaving his as good, and 37% (up ranks only eighth in the value proposition
or her organization, up from 20% in 2004) say importance among in Spain, and 58%
from 21% in 2004, with their benefits meet Spanish workers. are satisfied with
the youngest workers their needs. In addition, However, only 41% their pay. While 56%
(under age 25) the 47% (up from 33%) (45% of men and 36% understand how their
most likely to be say their organization of women) believe they pay is determined,
considering an exit does a good job of are doing enough to only 38% believe they
(38%). While pride communicating about prepare financially for are paid fairly given
in their organization benefits, but only 37% retirement, and 32% their performance and
increased from 56% believe their benefits (35% men, 27% women) contributions, and 38%
to 58% since 2004, are competitive within say their organization is say their organization
commitment to the their industry. doing enough to adequately matches pay
organization dropped help them. to performance.
from 63% to 58%.

My Career My Company My Job My Life

Training opportunities A majority (60%) Type of work is the A flexible work schedule
rank fourth in believes their second most important ranks as the third
importance and career organization will be element of the value most important value
advancement ranks successful in the future, proposition for Spanish proposition element;
fifth among value up from 53% in 2004, workers; 80% are 46% say they have the
proposition elements. and 45%, up from 36%, satisfied with the type opportunity to work
Forty-four percent, say their organization of work they do. Forty flexibly. Fewer workers
up from 38% in 2004, is well managed. Half percent, up from 27% (63%, compared with
believe they have (48%) trust senior in 2004, say managers 70% in 2004) say they
sufficient opportunity management to demonstrate concern are able to maintain
for growth and always communicate for employees well- a healthy balance
development, honestly, up from 32%, being, and 41%, up from between work and their
and 40%, up from but perceptions of 24%, say their manager personal life, but 52%,
25%, say promotions organization support regularly coaches up from 47%, say their
go to the most for diversity dropped them on performance workload is reasonable.
qualified employees. 20 points to 45%. improvement.

Global insights on employee engagement 23

 UK Download full summary: English
Date of current survey: 2010 Number of respondents: 2,402 Date of prior survey: 2005

Post-recession environment yields increasingly disengaged workforce

More than one in three employees seriously considering leaving
Workers less positive about career prospects, management performance
Few employees feel financially prepared for retirement

My Engagement My Benefits My Retirement My Pay

UK employees today Thirty percent say
feel less committed to benefits were key
their employers. More to joining their
than one in three (36%) organization (up from
are seriously looking to 25% in 2005), while
leave. Among workers 36% (same as 2005)
under 35, the ratio is say benefits are key to
four in 10. Indifference staying. Thirty percent
is also a concern: The want to reduce the
23% who didnt commit value of some benefits
to staying or leaving are and increase the value
the least engaged of all. of others and are
personally willing to pay
for improved benefits.
A good retirement
savings or pension
plan today ranks as the
fourth most important
element of the value
proposition for UK
employees. Just one
in three (35%) says
his or her employer
is doing enough to
help employees
prepare financial for
retirement, while 38%
say they personally
are doing enough.
Base pay ranks as
the most important
element of the
employment deal,
and 61% say they are
motivated by incentive
or bonus pay. Forty-
nine percent believe
performance for a good
job is recognized, but
less than one-third
(30%) believe they are
rewarded for that same
good job.

My Career My Company My Job My Life

More than half view Seventy percent say Type of work is the Nearly three-quarters
long-term career the quality of leadership second most important (73%) say work/life
potential (56%) and of the organization is element of the deal; balance is highly
learning and development highly important to 73% of UK employees important to their
opportunities (52%) their motivation are satisfied with the motivation and
as very important to and engagement. work they do. Forty- engagement at work;
their motivation and However, fewer than nine percent believe 61% say their workload
engagement. Fifty-three half credit leaders their level of job is reasonable. Sixty
percent see a long- for explaining reasons security is as good as percent are able to
term future with their behind important or better than that of maintain a healthy
organization (down business decisions other organizations in work/life balance (down
from 64% in 2005); (43%) or believe their industry (down from 64%), and 49%
54% are given good management behaviors from 61%). have opportunities to
opportunities to learn are consistent with work flexibly (down
and improve (down company values (44%). from 54%).
from 62%).

24 Whats Working Around the World

Global insights on employee engagement 25
Asia Pacific regional summary
In a time when most of the worlds economies
are under tremendous pressure, most Asia Pacific
markets continue to excel. Across the region,
with few exceptions, currencies remain strong,
financial systems are intact, and GDPs are solid.
At the same time, economic success has bred
unprecedented talent concerns that are perplexing
organizations and putting employees in command.
Percentage of employees seriously considering
leaving their organization
60%
54%
42%
40% 39%
40% 34%
20%
0%
Australia China Hong Kong India Singapore
Source: Mercers Whats Working survey
With strong growth, companies are finding
it difficult to attract, motivate and retain key
employees, who are enjoying the position of being
in short supply and high demand. The current
situation in the Asia Pacific region is full of
contradictions, which organizations are finding
difficult to resolve. Among the top contradictions:
Strong growth has led to wage inflation,
employees who are setting the terms, and
increased demand for talent, which
threaten growth.
Overall, employees are satisfied with many
aspects of their work, yet an increasing
percentage wants to leave.
From Mercers Whats Working survey, six
overarching trends have surfaced, which help to
paint a clear picture of current talent challenges in
the Asia Pacific region. These are outlined below:
G
 eneration X, the forgotten segment:
Sandwiched between Generation Y and baby
boomers, Generation X comprises the bulk
of the managerial ranks and future senior
leaders. However, organizations recently have
focused on the younger and older workers. Are

Download
Asia Pacific
60
section

40

20

26 Whats Working Around the World

 organizations missing the mark by devoting
insufficient time, attention and resources to
this important group?
Gender issues: Women are somewhat less
engaged than men and, especially in certain
countries, less satisfied with the work
experience. Yet they are less likely than men
to consider leaving their organizations. Are
organizations adequately prepared to offer
diversity and inclusion programs to ensure that
this vital talent segment remains engaged?
C
 ash is king: Throughout the Asia Pacific region,
and especially in Hong Kong, base pay is a key
motivator and top employee value proposition
element. Are employers placing sufficient
emphasis on base pay and incentive pay in
markets that so highly demand it?
Reverse correlation between satisfaction
and engagement: By gender, age group and
overall population, there are many instances
of high satisfaction with low loyalty. In fact,
many satisfaction scores have increased in
the past seven years, yet a higher percentage
of employees are disengaged, with as many
as half or more in some markets looking to
Global insights on employee engagement
exit from their places of employment. What
can organizations do to reverse this trend,
especially in light of the uphill battle against
talent flight?
L
 ow confidence in leadership: A common
theme across Asia Pacific is workers declining
satisfaction scores pertaining to direct
managers and senior management. Scores
on other issues were quite divergent across
Asia Pacific, but workers resoundingly agreed
that they have lower regard for their leaders.
Its commonly thought that when managers
lose respect from a direct report, theyve lost
that employee. In this market of dwindling
supply of critical talent, organizations must
mend unnecessary gaps between leadership
performance and employee perceptions.
D
 isengaged workers not contributing: The survey
shows that those most likely to leave and
those most likely to stay both remain largely
engaged and satisfied. However, those who
were noncommittal about leaving or staying
consistently had the lowest favorable scores
for most items on Mercers survey. This group,
which may be somewhat hidden within an
organization, is likely to be the least productive.
27
 Australia Download full summary: English
Date of current survey: 2011 Number of respondents: 1,019 Date of prior survey: 2003

Employee attitudes have improved, but workers still likely to leave

Four in 10 employees seriously considering leaving
Benefits and retirement plans important but dont meet most workers needs
S
 cores for senior management generally improve

My Engagement My Benefits My Retirement My Pay

Overall, 40% of
Australian workers are
seriously considering
leaving their
organization, up from
25% in 2003. However,
this figure is even
higher among younger
workers: 52% of those
age 2534 are seriously role in their decision to
considering leaving,
despite reporting
the highest level of
satisfaction with their
organization (72%).
Most Australian A good retirement
workers (84%) say savings or pension plan
benefits are important ranks only as the ninth
to them, but only most important value
47% say their current proposition element.
benefits meet their Just 42% feel they are
needs. Thirty-four doing enough to prepare
percent say benefits for retirement, and
played a significant even fewer (38%) say
their organization is
join their organization, doing enough. Overall,
while 39% say benefits 40% are satisfied with
play a significant role in their organizations
their decision to stay. retirement plan.
Base pay is the most
important element of
the value proposition
for Australian workers,
with incentive pay
ranking fifth. Most (74%)
understand how their
pay is determined, but
just 42% say they are
rewarded for doing a
good job. Half (51%)
are satisfied with their
base pay and 39% with
incentive pay.

My Career My Company My Job My Life

While career
advancement is the
seventh most important
reward element for
Australian workers
overall, it ranks most
important among those
age 1644. Half (53%) good job confronting
say their organization
does a good job of
developing people to
their full potential; fewer
(45%) say promotions
go to the most qualified
employees.
While scores for senior Australian workers say
management still hover type of work is their
around the midpoint, second most important
they represent value proposition
improvements from element, and 78% are
2003: 52% say senior satisfied with type of
management does a work they do. About
half (56%) say their
issues before they manager understands
become problems, up their problems, up from
from 35%, and 58% say 52% in 2003, and 56%
senior management say their manager does
communicates a clear a good job of building
vision, up from 47%. teamwork.
Australian workers
value a flexible
schedule, and 61%
say they have the
opportunity to work
flexibly. Two-thirds
say their workload is
reasonable (69%, up
from 67% in 2003),
and they are able to
maintain a healthy
balance between work
and their personal life
(67%, up from 54%).

28 Whats Working Around the World

 China Download full summary: English Chinese
Date of current survey: 2011 Number of respondents: 2,033 Date of prior survey: 2004

Career advancement highly valued; engagement drops along with management scores
One in three employees seriously considering leaving
Workers give improved scores for career advancement opportunities
Scores for senior and immediate management drop consistently

My Engagement My Benefits My Retirement My Pay

Overall, 34% of Chinese Benefits rank sixth in
workers are seriously importance among
considering leaving value propositions
their organization, up elements, but 50%
from 18% in 2004. This of Chinese workers
figure is highest (39%) today rate their overall
among workers age benefits package as
1624. Another concern: good/very good, down
The 23% who didnt from 58% in 2004. On
commit to staying or a positive note, 66%
leaving are the least say their organization
satisfied and engaged has done a good job of
of all. communicating about
benefits, up from 61%.
A supplemental Base pay ranks as the
retirement savings second most important
plan is the third most element of the value
important element of proposition. However,
the value proposition in Chinese employees
China and is especially cite low satisfaction
valued by older workers. with base pay (52% are
More than half of all satisfied) and incentive
workers (57%) say they pay (51%). Most (79%)
are doing enough to understand how their
financially prepare for pay is determined, but
retirement, but only 41% fewer (65%) say they are
feel their organization rewarded for doing a
is doing enough. good job.

My Career My Company My Job My Life

More Chinese workers While 71% recommend Nearly all Chinese Sixty percent of Chinese
say they have sufficient their organization workers say they have employees say their
opportunity for growth as a good place to the tools/equipment organization provides
and development work, up from 62% in to do their jobs well them the opportunity
(68%, up from 55% 2004, scores for senior (91%, up from 86% in to work flexibly; 71%
in 2004) and are management dropped 2004). But they are say they are able to
confident in achieving consistently: 68% say less pleased with their maintain a healthy
long-term career their organization as managers today: 68% balance between work
objectives with their a whole is well say their department/ and their personal life,
current organization managed, down from work group is well down from 75% in 2004;
(69%, up from 63%). 75%, and 67% say managed, down from and 66% agree that their
However, fewer believe management does 77%, and 59% say workload is reasonable,
promotions go to better at confronting managers demonstrate down sharply from 81%.
the most qualified issues before they concern for employees,
employees (63%, down become problems, down down from 72%.
from 67%). from 74%.

Global insights on employee engagement 29

 Hong Kong Download full summary: English
Date of current survey: 2011 Number of respondents: 1,022 Date of prior survey: NA

Employees voice dissatisfaction with work; benefits scores especially low

Four in 10 employees seriously considering leaving
Satisfaction low with most important elements of value proposition
Less than half hold positive views of senior, immediate management

My Engagement My Benefits My Retirement My Pay

Overall, 39% of Hong Hong Kong employees A good retirement Base pay ranks as
Kongs workers are are generally dissatisfied savings or pension plan the most important
seriously considering with benefits. Only ranks as the fourth most element of the value
leaving their organization. 39% rate their overall important element of proposition, yet only
This figure is even higher benefits package as the value proposition 42% of employees are
among younger workers: good, and similar for Hong Kong satisfied with their
46% of employees age numbers (40%) say the employees. However, base pay. Half say they
2534 are seriously benefits provided by they lack confidence in are paid fairly, given
considering leaving, their organization meet their ability to retire. their performance and
along with 41% of those their needs or are as Just 41% feel they contributions (52%), and
age 24 and younger. good as, or better than, are doing enough to that their organization
Only 48% feel a strong those offered by other prepare financially for does an adequate job
sense of commitment to organizations in their retirement, and 33% say of matching pay to
their organization. industry (39%). their organization is performance (50%).
doing enough.

My Career My Company My Job My Life

Career development
ranks as Hong Kong
workers third most communicates a clear
important reward
element. However,
only 53% say they
are provided with
the information and
assistance to manage
their career, 52% say
promotions generally
go to the most qualified
employees, and 46%
say their organization
does a good job of
developing its people.
Half (52%) say Three-quarters of Hong Nearly half (48%) say
senior management Kong workers (75%) having flexible work
say their job makes arrangements is very
vision of the future good use of their skills important to their
direction of the and abilities, and 54% motivation at work,
organization, and slightly are satisfied with the and 47% say their
more (55%) are confident type of work they do. organization provides
the organization will However, only 47% say the opportunity to work
be successful in the managers show concern flexibly. Just over half
future. Only 47% trust for the well-being of say their workload is
senior management to employees, and 50% reasonable (56%) and
always communicate say their manager does they are able to maintain
honestly and believe a good job of setting a healthy balance
management actions work objectives. between work and their
are consistent with personal life (55%).
organizational values.

30 Whats Working Around the World

 India Download full summary: English
Date of current survey: 2011 Number of respondents: 2,008 Date of prior survey: 2004

Employees less happy with work experience; half are considering leaving
Half of all workers and two-thirds of young workers seriously considering leaving
Scores for benefits, careers decline but remain relatively strong
Views of senior management and especially immediate managers drop sharply

My Engagement My Benefits My Retirement My Pay

Overall, 54% of Indias Benefits satisfaction has A retirement savings Base pay ranks as
workers are seriously declined. Today, 67% plan ranks seventh the second most
considering leaving of workers rate their among 13 value important element of
their organization, a benefits package overall proposition elements the employment deal,
substantial jump from as good, down from 73% common in India, and bonus or incentives
26% in 2004. Women in 2004. And just 61% but confidence in comes in sixth; 59% are
may be leading the believe their benefits retirement readiness is satisfied with base pay
exodus, with 58% are competitive with relatively high among and 56% are satisfied
considering leaving other organizations in respondents. Sixty- with incentive pay.
versus 53% for men. their industry, down one percent say they Seventy-three percent
In addition, 66% of from 78% in 2004. are doing enough to understand how their
workers under age 24 However, 76% say their prepare financially for pay is determined, and
are looking to leave, organization does a retirement, and 57% 68% say their organization
despite having the good job communicating say their organization does an adequate
highest satisfaction with about benefits. is doing enough to job of matching pay
their organization (82%). help them. to performance.

My Career My Company My Job My Life

Career advancement Working for a Type of work is Overall, 61% say it
is the most important respectable organization important to Indian is very important to
element of the is important to Indian workers, and 84% are have a flexible working
employment deal, with workers, who rank satisfied with the type arrangement, and
training opportunities it fifth among value of work they do. But 72% say they have the
at number three. But proposition elements. views on managers opportunity to work
scores have slipped: 71% However, fewer (74% dropped sharply: 69% flexibly. Three-quarters
say their organization today versus 83% in say managers show (76%) say their workload
does a good job of 2004) trust senior concern for employees is reasonable, down
developing its people, management to well-being, down from from 82% in 2004, and
down from 80% in 2004; communicate honestly, 81% in 2004, and 70% 75% say they are able
71% say they are given and 71% say senior say their manager does to maintain a healthy
the information and management does a a good job of setting balance between work
assistance to manage good job of establishing work objectives, down and their personal life,
their career, down clear objectives, down from 83%. down from 83%.
from 79%. from 83%.

Global insights on employee engagement 31

 Singapore Download full summary: English
Date of current survey: 2011 Number of respondents: 942 Date of prior survey: 2004

Retention a concern despite improved satisfaction; dramatic gender gap emerges

More than four in 10 employees seriously considering leaving
Views of men and women differ widely on most work-related issues
Scores for jobs, careers and management improve, but many remain low

Engagement My Benefits My Retirement My Pay

Forty-two percent Nearly half of workers
of Singaporean (49%, up from 36% in
workers are seriously 2004) rate their overall
considering leaving benefits package as
their organization, good, with women
up from 38% in 2004. (42%) scoring lower
Although women than men (54%). Fifty-
responded much less nine percent (63%
positively on most men, 54% women)
survey questions, they say their organization
are also less likely to does a good job of
leave their organization communicating about
(35%), as compared benefits, and 50% (55%
with their male men, 43% women) say
counterparts (46%). their benefits meet
their needs.
The gender divide is
also stark regarding
retirement plans. Today,
45% of Singaporean
workers (53% men,
34% women) say they
are doing enough to
prepare financially for
retirement. However,
only 35% (41% men,
25% women) say
their organization is
doing enough to help
them prepare.
Workers in Singapore
place a high value on
their pay. However, only
42% (46% men, 36%
women) are satisfied
with base pay and
43% (48% men, 36%
women) are satisfied
with incentive pay.
Sixty-eight percent of
men, compared with
50% of women, say they
understand how their
pay is determined.

My Career My Company My Job My Life

More than half (56%) Scores here Overall job satisfaction Overall, 62% of
say they are given show consistent is up (62% versus Singaporean workers
information and improvement: 55% of 45% in 2004), 67% are are able to maintain
assistance to manage Singaporeans would satisfied with the type a healthy balance
their career, up from recommend their of work they do, and between work and
43% in 2004, and 50% organization as a 78% have access to their personal life,
say their organization good place to work the equipment/tools up from 41% in 2004,
does a good job of (up from 40% in 2004), for their job, but views and 58% say their
developing people, up 55% believe their of managers though organization allows
from 39%. Overall, 49% organization is well improved are still them to work flexibly.
(53% men, 43% women) managed (up from 47%), quite low. Only half Sixty-one percent
say promotions go and 53% trust senior (52%) say managers say their workload is
to the most qualified management to always demonstrate concern reasonable, although far
employees, up from communicate honestly for employees (up more men (65%) than
to 37%. (up from 39%). from 44%). women (54%) agree.

32 Whats Working Around the World

Global insights on employee engagement 33
Generational insights
According to the survey findings, workers age
34 and younger are more likely than their older
colleagues in all 17 markets to be pondering an
exit. In response to the statement, At the present
time, I am seriously considering leaving my
organization, agreement scores for the youngest
workers (age 1624) average 10 points higher than
the overall workforce globally, while scores for
workers age 2534 average five points higher.

Historically, cultural
norms have had a Generational insight #2:

View our video New on the job: Portraits of powerful influence Youngest workers
millennials at work on worker views and have more in common
attitudes. Over the across borders than
Mercers Whats Working survey provides an years, Mercers Whats older colleagues
intriguing view of the youngest workers Working survey has
Generation Y, or millennials a group that tends shown that workforce
to have wholly different views and expectations views and attitudes
regarding work. The survey analysis uncovered are very specific to a
two compelling insights about these young given county and will vary dramatically across
workers and the implications for their current countries even countries within the same region.
and future employers.
But analysis of Mercers latest Whats Working
The youngest members survey data suggests that this may be changing
of the global workforce Generational insight #1: globally at least among the youngest members
represent a perplexing Younger workers of the workforce.
contradiction: represent a challenging
Today, employees age 24 and younger are more
Compared with the contradiction for
likely today to view work similarly to their same-
overall workforce, employers
age counterparts in other countries than they are
they tend to be more
to view work like their older colleagues in the same
satisfied with both
country. Mercer found that workers age 1624 are
their organizations
the only age group more likely to think and act like
and their jobs.
their peers around the world, whereas all other
They are even more likely to recommend their
age cohorts (2534, 3544, 4554 and 5564) are
organization as a good place to work. Yet, despite
more likely to think and act within the established
these positive signs, workers age 34 and younger
cultural norms of their country. This important
and especially those younger than 25 are far
distinction was not seen in previous Mercer Whats
more likely to be seriously considering leaving
Working survey data.
their organizations at the present time.

Download full generational analysis

34 Whats Working Around the World

For further information, please contact
your local Mercer office or visit our website at:
www.mercer.com

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