A new chapter begins

Workforce transformation in a climate of constant change

To remain competitive in an environment of rapid market shifts, businesses must rethink their organisational goals and evolve their corporate purpose – at speed.

Workforce transformation is a cornerstone of that change management process, as people strategies strive to keep pace with organisational change.

We build long-term partnerships with clients to help them make informed, effective decisions about their future workforce.

Start with people:

We put people at the heart of our workforce transformation practices, enabling employers to create a fair, equitable workplace that engages employees and enables them to perform at their best.

Global expertise:

Mercer’s specialised HR consultants have decades of experience in rethinking organisational design across different regions, cultures, languages, and business sectors.

A personal approach:

We build partnerships with our clients as their trusted advisors that drive workforce transformation and make sure people strategies remain aligned with business goals.

Data-driven:

Mercer works with businesses to understand people issues from a data perspective and help them develop a strategy for the future.

New thinking blended with experience:

Mercer consultants’ wide expertise and thought leadership help us deliver innovative thinking in a pragmatic way.

Partner with Mercer to drive workforce transformation

Mercer’s workforce transformation consultants build long-term partnerships with clients to help them make informed, effective decisions about their future workforce.

Culture, change management, and the future of work

Creating a positive brand, driving employee engagement and performance, and building a positive working environment all directly affect business’s profitability.

Business change without workforce transformation will lead to talent gaps that impede employers’ ability to deliver their strategy.  Mercer helps organisations address the challenges they face:

Organisations are struggling to attract and retain people with the skills and experience they need to meet changing business goals.

Organisations often struggle to understand what is limiting people’s performance or productivity – or how to improve it.

As an organisation’s goals and purpose evolve, its future skills needs will change too. In a competitive employment market, employers must identify the skills they need, when they will need them, and how to bring those skills into the current workforce.

Businesses need to develop flexible ways of working to enable people to perform at their best.  Flexible working also opens up opportunities to attract a wider range of talent, and create a more inclusive workforce.

To respond to changing markets, businesses need to be more agile and flexible. That means reviewing workplace structures and organisational redesign – which, in turn, requires workforce transformation.

Creating a positive working environment is crucial to attracting and retaining employees. Employers can build on their existing culture, or start afresh to design an aspirational workplace and identify behaviours that will make their business a great place to work.

Even in a time of unprecedented change, employers need to back up their decision-making with robust data around internal and external labour markets, skills taxonomies, and future workforce planning.

Workforce transformation starts here

The scale and speed of workforce transformation can be daunting, especially when it is part of an entire organisational redesign.

Prioritise workforce change management

Understand what will make you an employer of choice, retain existing employees and develop the skills you need to align your workforce with future business goals.

We guide organisations through identifying and implementing transformational people changes and ensuring that HR strategies can deliver the growth that the business demands.

Take a data-driven approach

Data is the bedrock of well-structured workforce transformation.

Mercer works with businesses to collect, benchmark, and interpret qualitative as well as quantitative people data. This informs decisions about culture, workforce planning, and organisational design.


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