T H E I N S U R A N C E TA L E N T C R I S I S : R E S P O N D I N G E F F E C T I V E LY

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1 H E A L T H W E A L T H C A R E E R T H E I N S U R A N C E TA L E N T C R I S I S : R E S P O N D I N G E F F E C T I V E LY Presenters: DUANE BOLLERT RICK GUZZO ILENE SISCOVICK December 8, 2015

2 B U S I N E S S A N D W O R K F O R C E C H A L L E N G E S I N T H E G L O B A L I N S U R A N C E I N D U S T R Y S T U D Y P A R T I C I P A N T S ACE Chubb NY Life AEGON Generali Ping An AIA Group Great-West Life Sun Life AIG Manulife Swiss Re Allianz MassMutual Travelers AXA Mitsui Life Zurich China Taiping Munich Re MERCER

3 S I X C O M M O N C H A L L E N G E S Technology/Big Data Mobile and web-based services Predictive analytics Legacy technologies Growth Low growth in mature markets High growth in emerging markets Customer Focus Comprehensive customer relationships Ease of doing business Regulation Multiple jurisdictions Changing rules Alternative Investments Low interest rates More complex portfolios Nontraditional assets Leadership Development Adequate talent pipeline MERCER

4 T A L E N T M A N A G E M E N T P A T H W A Y S T O S U C C E S S Embracing Nontraditional Talent Adapting Talent Strategies Increasing Analytical Capabilities More flexible and adaptable organizations have the best chance to succeed MERCER

5 2 5 P A R T I C I P A T I N G I N S U R A N C E C O M P A N I E S CANADA MERCER

6 E M B R A C I N G N O N T R A D I T I O N A L T A L E N T D I F F I C U L T I E S F O R I N S U R E R S Factors contributing to a focus on hiring from within the industry Unknown industry brand Resistant managers Recruitment processes and tools that favor industry experience Learning and development not equipped to train out-of-sector, experienced hires MERCER 2015 Source: Mercer, Talent Opportunities in Insurance: Strengthening the Insurance Sector Workforce

7 I D E N T I F Y I N G S K I L L - E Q U I V A L E N T O C C U P A T I O N S Extract information from O*NET about knowledge and skill requirements of the four key occupations Identify other O*NET occupations with matching knowledge and skill requirements Extract knowledge & skills data Convert NOC to O*NET Convert O*NET to NOC Convert four key occupations from their NOC code to the corresponding O*NET code Convert the matched O*NET occupations back to NOC occupations NOC is the nationally-accepted taxonomy of occupations in the Canadian labor market; O*NET is the comparable US taxonomy MERCER

8 I D E N T I F Y I N G S K I L L - E Q U I V A L E N T O C C U P A T I O N S Actuary Underwiter Adjustor Data Science Experts' Guess Actual MERCER 2015 Source: Mercer, Talent Opportunities in Insurance: Strengthening the Insurance Sector Workforce

9 E Q U I V A L E N T O C C U P A T I O N S : U N D E R W R I T E R S S O U R C E S O F E X P E R I E N C E D T A L E N T Knowledge Requirements Specialty Knowledge High Level of Proficiency in English Language Basic Skill Requirements Reading Comprehension Active Listening Cross-functional Skill Requirements Judgment and Decision Making Agricultural representatives, consultants and specialists Biologists and related scientists College and other vocational instructors Engineering inspectors and regulatory officers Financial sales representatives Human resources professionals Licensed nurses, nursing coordinators, supervisors Senior managers in health, education, social and community services MERCER

10 S U R V E Y E D C O M PA N I E S F R O M 2 8 C O U N T R I E S 1. 7 M I L L I O N E M P L O Y E E S, I N C L U D I N G 6 8 0, W O M E N MERCER

11 T A L E N T F L O W S B Y G E N D E R I N I N S U R A N C E Career Level Total Hires Representation by Career Level Total Exits Executive F 6% M 7% 28% 72% F 14% M 7% F 2% M 4% Senior Manager F 5% M 7% 40% 60% F 15% M 9% F 5% M 7% Manager F 5% M 7% 51% 49% F 15% M 10% F 5% M 5% Professional F 10% M 11% 56% 44% F 10% M 11% Support Staff F 17% M 35% F 6% M 9% 74% 26% F 16% M 24% Overall: F 60% M 40% MERCER 2015 Source: Mercer, When Women Thrive, Businesses Thrive,

12 R E P R E S E N TAT I O N O F W O M E N I N E X E C U T I V E P O S I T I O N S P R O J E C T E D T O D E C L I N E All equal Equal promotion Equal turnover Equal hiring Baseline MERCER 2015 Source: Mercer, When Women Thrive, Businesses Thrive,

13 W O M E N I N E X E C U T I V E P O S I T I O N S C U R R E N T A N D P R O J E C T E D, A L L I N D U S T R I E S Global North Am Latin Am MERCER

14 I N S U R E R S T O I N V E S T M O R E I N T H E I R P E O P L E What level of talent investment do you expect to make in the future in order to meet the current business challenges? Less than current investment 5% More than current investment 62% Remain the same 33% MERCER 2015 Source: Mercer Global Insurance Industry Research

15 A S H I F T I N T H I N K I N G F r o m t r a d i t i o n a l v e r t i c a l c a r e e r l a d d e r s o f f e r e d b y t h e o r g a n i z a t i o n To n o n - l i n e a r c a r e e r c l i m b i n g w a l l s p r o a c t i v e l y m a n a g e d b y t h e i n d i v i d u a l MERCER

16 R E S P O N D I N G T O T H E T A L E N T C R I S I S I N T H E E R A O F T H E I N D I V I D U A L M O V E A W A Y F R O M S T A T I C P R O C E S S E S C L I M A T E O F R E A L - T I M E P O S T I N G S F O C U S O N T H E F U T U R E, N O T T H E P A S T O N E S I Z E F I T S O N E C A R E E R S MERCER

17 K E Y Q U E S T I O N S I N A N E M P L O Y E E S M I N D How am I doing now? How do I get to where I want to go? What are the expectations of roles I m interested in? Where can I move? MERCER

18 E M P L O Y E E P E R S P E C T I V E : V I S I B I L I T Y O F O P P O R T U N I T I E S A N D S U P P O R T T O G E T T H E R E Employees want to explore opportunities to move vertically and horizontally within their organization and know how to realize their ambition. MERCER

19 C A R E E R F R A M E W O R K A S A F O U N D A T I O N The purpose of the career framework is to build workforce capabilities through proactive and deliberate career management strategies. Articulate a career philosophy that supports strategic goals Develop/align job families, competencies, and accountabilities across the organization Define critical experiences, knowledge, and skills necessary for career progression Identify flexible career paths not only within functions but across the organization Empower managers to support employees through effective conversations Empower employees to actively manage their career choices Use your Career Framework to anchor other HR processes MERCER

20 W H A T T H I S C O U L D L O O K L I K E The right user experience can help employees envision their career, pragmatically plan how to make it happen, and support managers in their discussions. Career App Click and Explore Tool Plug and play stand-alone tool based on a clickable PowerPoint, often with voice over, to bring careers to life. Suitable for employees and managers. Intuitive menus and buttons to selfnavigate and explore. Easily accessible from intranet or LMS. Employee-focused experience built for mobility. Can be accessed on PC or mobile device. Enables employees to explore roles and paths and save their chosen paths. Opportunity to conduct self-assessment to build a tailored plan for growth. Able to link to HRIS data. Belong/Web Portal A comprehensive website with a potential for full integration with HR systems and data. Added interactivity that can be embedded for a more custom experience; potential to extend content beyond careers into health and wealth management. MERCER

21 T R A N S L A T I N G F I N D I N G S I N T O A C T I O N RESEARCH THEMES Seek holistic solutions SOLUTIONS Use multiple levers to build a more flexible and adaptable organization Embrace nontraditional talent Coach leaders to drive success Train managers on how to build a more flexible organization Adapt talent management strategies Provide customized career experiences and training for different talent segments Build analytical capabilities Use disciplined workforce analytics and predictive modeling to identify problems and measure results Realize unique value Do less benchmarking. Find your own path MERCER

22 Questions? MERCER

23 I M P O R T A N T N O T I C E S References to Mercer shall be construed to include Mercer LLC and/or its associated companies Mercer LLC. All rights reserved. This contains confidential and proprietary information of Mercer and is intended for the exclusive use of the parties to whom it was provided by Mercer. Its content may not be modified, sold or otherwise provided, in whole or in part, to any other person or entity without Mercer's prior written permission. The findings, ratings and/or opinions expressed herein are the intellectual property of Mercer and are subject to change without notice. They are not intended to convey any guarantees as to the future performance of the investment products, asset classes or capital markets discussed. Past performance does not guarantee future results. Mercer's ratings do not constitute individualized investment advice. This does not contain investment advice relating to your particular circumstances. No investment decision should be made based on this information without first obtaining appropriate professional advice and considering your circumstances. Information contained herein has been obtained from a range of third party sources. While the information is believed to be reliable, Mercer has not sought to verify it independently. As such, Mercer makes no representations or warranties as to the accuracy of the information presented and takes no responsibility or liability (including for indirect, consequential, or incidental damages) for any error, omission or inaccuracy in the data supplied by any third party. Investment advisory services provided by Mercer Investment Consulting, Inc. MERCER

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