19 people insights plus relevant data that can tighten your talent strategy in a connected world

1. TALENT TRENDS 2017
19 people insights plus relevant data that can
tighten your talent strategy in a connected world
March 2017

2. – Lawrence Bossidy, GE
“The only vital value
an enterprise has is
the experience, skills,
– Leif Edvinssson, Consultant and Professor
at the University of Lund
“If you run a business, put your
employees on top, then your
customers and then your shareholders”
– Richard Branson, Founder Virgin Group
– Steve Faktor, Workplace innovation expert
“Great vision
without great people
is irrelevant”
– Jim Collins, Good To Great
“I am convinced that nothing we do is more
important than hiring and developing people.
At the end of the day you bet on people, not on strategies”
“Businesses don’t create
value, people do!”
– Dominic Bauton, Managing
Director of McKinsey & Co.
“Company culture
is the single biggest
reason a person succeeds
in one company and fails
in another”
innovation and
its people’s insights”

3. Skills
demand
global
outlook
Ongoing
learning
Top
employee
perks
Six
critical job
positions
to secure
Productivity
tools and
HR KPIs
Millennials
and GenX
workforce
C-level
compensation
Leadership
to drive
productivity
The new
corporate
DNA
Workspace
layout
Internal
talent
development
Crowdsourcing
platforms
HR
SaaS
Drivers of
change on
employee
skills
CEO’s
enhanced
skills
Skills
of the
future
Employees
work
reconfiguration
TALENT
TRENDS
2017
Skills
shortage
by country
People
and
strategy

4. Source: KPCB, 2015.
1
Performance
Culture + morale
ExecutionVision
Planning
Dreaming
Budgeting
People are for...Strategy is for...
Quality assurance
People are the most important drivers of successful strategy executions
1

5. Source: Aaron Sachs & Anupam Kundu, “The Unfinished Business of Organizational Transformation”, November 2015.
2
2
Most companies are adapting their DNA to foster collaboration and engage
their people
From...
To...
Transparency
Privacy
Empowerment
ControlHierarchies
NetworksNetworks
Profit
and
purpose
and
purpose
Experimentation
Planning

6. Companies must attract and retain new talents to stay competitive
Source: World Economic Forum, “The Future of Jobs”, January 2016.
3
3
Technological
34%
26%
22%
44%
23%
23%
16%
13%
12%
14%
12%
9%
Mobile internet,
cloud technology
Processing power,
Big Data
Internet
of things
Sharing economy,
crowdsourcing
AI, robotics,
autonomous transport
Changing nature
of work, flexibility
Middle class in
emerging markets
Climate change,
natural resources
Consumer ethics,
privacy issues
Young demogrphics
in emerging markets
Women´s economic
power, aspirations
Demographic and socio-economic
Employee Skills: Top Change Drivers into 2025
(% of respondents)
New energy
sources

7. Source: Jacob Morgan, “The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization”, August 2014.
4
4
Work anytime
Work anywhere
Use any device
Rely on collaboration
technologies
Focus on
adaptative learning
FUTURE
Technology and connectivity adoption has changed how employees work
PAST
Work 9-5
Work in a corporate office
Use company equipment
Rely on email
Focus on knowledge

8. Source: World Economic Forum, “The Future of Jobs”, January 2016.
5
5
Business, finance, computer science, engineering and math are increasingly
sought-after skills
Global Employment Skills Demand, 2015-2020
(job changes, 000)
Decline Growth
-4,759 -1,609 -497 -151 -109 -40 +66 +303 +339 +405 +416 +492
Office and
administrative
Manufacturing
and production
Construction
and extraction
Arts, design,
entertainment,
sports and media
Legal
Education
and training
Sales and
related
Architecture and
engineering
Computer and
mathematical
Management
Business
and financial
operations
Installation
and
maintenance

9. Security/compliance/
governance 26%
Database administration 25%
Web development 26%
Help desk/
tech support
35%
Mobile applications and
device management 21%
Programming /
application development
35%
Business intelligence/
analytics 26%
Cloud/SaaS 26%
Big Data 25%
Project management 25%
Source: The Economist, “Lifelong Learning”, January 14, 2017 Edition. Thomas Friedman, “Thank you for Being Late”, 2016. Forbes, “Computerworld’s 10 Hottest Tech Skills for 2017”, December 27, 2016.
6
6
New skill-sets become critical in the job market
Top 10 hot skills 2017
(% of respondents that plan to
hire in the next 12 months)
Must-have skills for everyone Most demanded skills in 2016
Data
analysis
+372% in 5 years
Data
visualization
+2,574% in 5 years
Coding
In the US, 50% of the
highest-paid job listings
require coding skills
People skills
(even for the geeks!)
Empathy
Creativity
Problem solving
Communication
Quick learning
curve
Strong fundamentals
in writing, reading,
coding and math
Critical thinking
Virtual collaboration
(work productively with virtual
teams / collaborate with technology)
Entrepreneurship
and improvisation
Lifelong
learning habits

10. Top10 Countries Facing the Skills Shortage, 2014
of core skills will change
between 2015 and 2020
of jobs will require some type
of technical training by 2020
Source: World Economic Forum, “The Future of Jobs”, July 2016. The Economist, “Lifelong Learning”, January 14, 2017 Edition.
7
7
Many countries are feeling a workforce squeeze
35%
75%
Brazil 63%
Australia 40%
Greece 41%
India 64%
Italy 34%
Japan 81%
Mexico 44%
Turkey 63%
United States 40%
Germany 40%

11. Source: People@ analysis, 2017.
8
8
Six critical positions need to be filled to better prepare companies for
the future
Head of
Technology
and Information
Strategy | Recruitment | Training | Compensation
Workspaces | Internal Communication
Best Place to Work Standards
Product Design | Profitability | Digital
Social | Mobile | Loyalty
Governing Protocols | Structure Design
M+A | Modeling | Project Management
Database Management | Predictive Analytics
Data Gathering + Visualization | Tools (Tableau…)
Zero-Based Budgeting | eProcurement
Full IT Back-Office | CRM Traffic | Data Analytics
Hardware | Software | Data Warehousing - DBA
Security | Mobile Technology | Cloud Computing
Head of
Talent
Product
Development and
Performance
Marketing
Strategy +
New Business
Development
Business
Intelligence
Data-Driven
Finance
Manager

12. Source: PwC, “20th CEO Survey”, 2017. Thomas Friedman, “Thank you for Being Late”, 2016.
9
9
CEOs need enhanced skills to attract, lead, motivate and monitor talent
while accelerating value creation
of CEOs worry skills
shortages could impair
their companies’ growth
The role of a leader is to help people face
reality and mobilize them to change
as their environment transforms −to ensure the
security and prosperity of their community
Tomorrow’s business leaders will need
to collaborate widely and embrace
decentralized decision-making
77%
Data-driven decision-making agility
Forward and innovational thinker
Inspirational with clarity
Adaptability / open to change
Tech-savvy
Risk taker
Capacity to attract and retain top talent

13. Source: World Economic Forum, November, 2016. www.entrepreneur.com - “The Difference Between a Leader and a Boss”, December, 2016.
10
10
Good leadership drives emplyee motivation and productivity
BOSS LEADER
VS.
“People leave managers,
not companies”
70% of an employee’s
motivation is influenced
by his manager
Motivated employees are
31% more productive
Drives employees
Depends on authority
Inspires fear
Places blame for breakdown
Knows how it’s done
Takes credit
Creates followers
Says “Go!”
Coaches employees
Depends on goodwill
Generates enthusiasm
Fixes the breakdown
Shows how it’s done
Gives credit
Creates leaders
Says “Let’s go!”

14. Outsource tools and creativity for speed, freshness and savings
Business expert solutions bidding platform
• Over 25K business experts
• Top talent from MBA professionals
• 99% avg. satisfaction rate
Translations by native speakers worldwide
• 20K native speakers in 140+ countries
• Translated 130M words across 35+ languages
• 95% of orders are started within 120
minutes and completed on avg. in 1 hour
11
11Source: People@ research on each platform, 2017.
Crowdsourcing platform for
computer programming
• Community of 1M+ design and technology experts
• 7K+ crowdsourcing challenges per year
• $80M annually to the community
Global freelancing
marketplace
• 12M registered freelancers
• 3M jobs posted annually,
generating $1B+ USD
• 5M+ registered clients
Community of creators
solving brands’ challenges
• 374K creative individuals from 174 countries
• 117K ideas submitted in 1,097 contests
• $7M Euros awarded in prizes
Graphic design hub (logo, web)
• Submit a project, then designers
compete to work on it
• Community of 1.1M+ designers
• 365K customers
Largest freelancer
marketplace
• 23M registered users
• 11M total jobs posted

15. Increase C-level share of performance-based compensation
2015
Annual bonus
Stock awards
Stock options
Other
2010
30.7%
18.6%
31.4%
11.6%
35.0%
21.6%
20.9%
12.8%
7.7%9.7%
12
12Source: The Conference Board, “CEO and Executive Compensation Practices”, 2016 Edition, May 2016. Note: Based on Russell 3000.
Performance
Based
Base salary

16. Source: Glassdoor, “Q3 2015 US Employment Confidence Survey”, 2015.
13 Perks drive employee engagement and productivity
Healthcare
insurance
40%
Tuition
reimbursement
Employee development
programs
Vacation /
Paid time off
37%
Performance
bonus
35%
32% 31%
Paid sick
days
Employee
discounts
19% 19% 18% 17%
Flexible
schedule
Office perks
(i.e., free lunch, casual dress)
30%
Retirement Plan/
Pension
13
Perks Employees Prefer over Pay-Raises (% of respondents)
of employees would trade a salary increase for certain perks56%

17. Source: Upwork, “The 2015 Millennial Majority Workforce Report”, USA, October 2014. HR, “6 Millennial Retention Strategies to Adopt in 2015”, January 2015.
14
14
expect to stay in a job
fewer than 3 years
Narcissistic
I only think of myself
Open to change
Creative
Millennials
Millennials... (16-34)
Confident
Team player
Money driven
would rather spend money
on an event than a purchase
will choose workplace
flexibility over pay 27%
46%
80%
72%
66%
65%
91%
78%
45%
Generation X
(35-55)
20%
28%
34%
35%
73%
54%
54% have already started their own
business or want to start one
Younger generations have new ways of working and a different set of
expectations and motivations

18. Source: The Economist, “Lifelong Learning”, January 14, 2017 Edition.
15
15
Ongoing training and learning is key to marketplace relevance
Online Courses and Registered Users
(in millions of users)
Cumulative
number of
courses
Courses by Subject (2011-2017)
1 3
10
18
36
57
1,300
1,200
700
650
650
620
450
450
500
250
Business and management
Computer science and programming
Science
Social sciences
Humanities
Education and teaching
Health and medicine
Art and design
Engineering
Math
2011 2012 2013 2014 2015 2016
6.8K

19. Source: Cornerstone onDemand, “The ROI of Talent Management”, 2013.
16
16
HR SaaS adoption supports life-cycle management
Onboarding
Specialized
Recruiting Tools
Succession
Permanent
Learning
Compensation
Performance
Database
Communication
(bi-directional)

20. Source: Kronos, “Top Workforce Trends for 2017”, January 2017.
17
17
Business analytics are a must when it comes to turnover, engagement,
customer satisfaction and productivity
Typical HR KPIsProductivity Tools
Info Sharing
Communication Project Management
Customer Relationship
Management (CRM)
Social Media
Turnover
rate
Reasons for
leaving
the company
Happiness/
satisfaction
index
Cost per
hire
Employee
engagement
rate
Salaries
benchmark vs.
competitors
Productivity
rate
Performance
(% of employees
below standards)
Training cost
per employee
Onboarding
time/cost
First-year
voluntary
termination
rate
Avg. time
to fill job
vacancy

21. Pay
Source: Wharton, People Analytics online course in 2016. Cornerstone onDemand, 2016.
18
18
New hires...Employee Turnover Predictors (inverse correlation)
Are more likely to perform
worse than internally
promoted employees
270% more likely to get lowest rating
Supervisor relationship
Job satisfaction / Role conflict
Promotion opportunities
Co-worker satisfaction / Stress
Require three years to reach
internally-promoted-employee
performance levels
Receive 18% more
compensation over those
promoted internally
(7 years required to close pay gap)
correlation+
correlation-
6 months’ salary for low-train positions / 12 months for high-train positions!
HIRING
COST
COST OF
TURNOVER TRAINING OPPORTUNITY
COST= + +
0.25
0.22
0.16
0.13
0.11
Internal talent development –instead of new-hires– provides greater
corporate value

22. Plants and
greenery
Natural light
Temperature
and air quality
Private spaces
(to support focused work)
Bright
colors
Lounge areas
for causal
interaction
Outside
views
Source: PSFK, “The Future of Work”, 2013. Forbes - Entrepreneurs, 2013. Photo WeWork.
19
19
Office layout supports different work styles and boosts productivity
9 out of 10
people believe their workspace
quality affects attitudes and
increases productivity
Open spaces
(to promote teamwork
and communication)

23. ABOUT : we build your future skills
People@ is a leading consulting firm specialized in human capital development within a connected world and
a ever-shifting marketplace.
With 15+ years of proven experience, our skills include robust strategic planning and executive search backgrounds.
We focus mostly on industries such as: legal, media, technology, energy, hospitality, financial and services.
Our mission is to become the #1 human capital partner for our clients, while helping them aggregate
and nurture the right structure and skills.
20
EXECUTIVE
SEARCH
MANAGEMENT
ASSESSMENT
OUTPLACEMENT
Candidate profiling and optimal
job design
Key personnel industry mapping
Search, filtering, reference
checking and assessments
Inbound process and training
Structure assessment, design
and recommendations
Talent skills and human capital
process assessment
HR systems and mapping
reports
Outplacement strategy
Outbound office services
Individual coaching

24. Contact
+52 (55) 5280 3300
info@peopleat.net
Julio Verne # 89-303, Polanco Reforma, C.P. 11550 Miguel Hidalgo, Mexico City
www.peopleat.net