A SERIES OF ARTICLES FRoM THE 2011 EMEA CoMPENSATIoN ...

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OPTIMISING HUMAN CAPITAL INVESTMENTS: ANALYSIS-BASED INSIGHTS TO ADDRESS IMPERATIVES FOR CHANGE AT OECD Drivers of Promotion Human capital, rewards and performance Percentage difference in probability of promotion next year Less likely to be promoted More likely to be promoted -100% -50% 0% 50% 100% 150% 200% Promote this year New hire Changed from “temporary” Contract type: fixed vs. indefinite Annual salary (€10k+) General experience/age (5+ years) French citizenship In larger department (10+ employees) Change job or job family (within grade) Tenure Level to supervisor (1+) Supervisor’s own span (2+ employees) Took management training Rating: outstanding vs. satisfactory Rating: excellent vs. satisfactory Changed directorate (within grade) Supervisor vs. individual contributor -64% -53% -34% -33% -30% -22% -19% -15% 0% 0% 14% 30% 46% 68% 108% 137% 176% The models on which these results are based control for individual attributes and organisational factors. All effects are significant at the 5% level unless otherwise noted. Models account for directorates, grades and job families. Note: The effect is significant at the 10% level. The analysis further revealed that autonomy drove significant value at the organisation, in that those reporting to supervisors with larger spans of control were less likely to leave and more likely to succeed. Such autonomy could do more than help address the OECD’s talent challenges, to the extent that it could drive “outside the box” thinking required by the member countries. A key challenge is to ensure that such steps do not compromise the depth of specialist expertise that is, the core of the organisation’s long-standing value proposition. Achieving balance will be a critical imperative for the OECD to continue to achieve its current standards of excellence and also to meet the challenges of tomorrow. MOVING FORWARD The external marketplace is demanding that the OECD provide more rounded and flexible talent. Analytic review of the OECD’s human capital strategy pointed to opportunities to achieve that goal and to reduce the OECD’s talent risks by expanding internal mobility and providing for greater employee autonomy. 24 22
OPTIMISING HUMAN CAPITAL INVESTMENTS: ANALYSIS-BASED INSIGHTS TO ADDRESS IMPERATIVES FOR CHANGE AT OECD KEY TAKEAWAY Look across a broad set of practices to drive desired results. Energy Workforce structure Capabilities and sourcing Performance and accountability Recognition and reward Communication and connecting Leadership Economics More information about workforce analytics and metrics can be found at www.mercer.com/workforceanalytics. ABOUT <strong>THE</strong> AUTHORS Piia Pilv is Mercer’s Executive Rewards Service Segment Leader for <strong>EMEA</strong>. Based in Amsterdam, she can be reached at +31 20 431 3864 or piia.pilv@mercer.com. Makoto Miyasako is the Head of the Strategy and Business Analysis Group, HR Management, at the OECD. Kimmo Sollo is Mercer’s Human Capital Business Leader in the Nordics. He is based in Paris. Based in Espoo, Finland, he can be reached at +358 9 8677 4315 or kimmo.sollo@mercer.com. Brian Levine, PhD, is a Principal and human capital strategy expert in Mercer’s Global Human Capital consulting business. Based in New York, he can be reached at +1 212 345 4194 or brian.levine@mercer.com. 25 23
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