2019 WORKFORCE TURNOVER AROUND THE WORLD

MERCER TALENT ALL ACCESS? 2019

E W O R K F O R C E T U R N O V E R

AROUND THE WORLD

SAMPL SAMPLE

TABLE OF CONTENTS

MERCER'S GLOBAL PUBLICATIONS

INTRODUCTION Report Structure Reading this Report

AMERICAS REGION SUMMARY Argentina Bolivia Brazil Canada Chile Colombia Costa Rica Dominican Republic Ecuador El Salvador Guatemala Honduras Mexico Nicaragua Panama Paraguay Peru Puerto Rico Trinidad and Tobago United States Uruguay Venezuela

5

8 21 22

47 48 53 57 59 63 68 71 74 77 80 83 86 89 92 96 99 103 106 109 112 115 119 122

ASIA PACIFIC REGION SUMMARY Australia Bangladesh China-Beijing China-Shanghai

E Hong Kong

India Indonesia Japan Malaysia

L New Zealand

Pakistan Philippines Singapore South Korea

P Sri Lanka

Taiwan Thailand Vietnam

EUROPE REGION SUMMARY

M Armenia

Austria Azerbaijan Belarus Belgium

ABosnia and Herzegovina

Bulgaria Croatia

SCzech Republic

130

Denmark

138

Estonia

146

Finland

154

France

162

Georgia

170

Germany

178

Greece

186

Hungary

194

Ireland

202

Italy

210

Kazakhstan

218

Latvia

226

Lithuania

234

Macedonia

242

Moldova

250

Netherlands

258

Norway

266

Poland

274

Portugal

282

Romania

Russia

290

Serbia

298

Slovakia

306

Slovenia

314

Spain

322

Sweden

330

Switzerland

338

Turkey

344

Ukraine

352

United Kingdom

360

Uzbekistan

368

376

MIDDLE EAST & AFRICA

384

REGION SUMMARY

392

Algeria

400

Egypt

408

Kuwait

416

Lebanon

424

Morocco

432

Oman

440

Qatar

448

Saudi Arabia

456

Tunisia

464

United Arab Emirates

472

480

ABOUT THIS REPORT

488

Methodology

496

Glossary

504

512

ABOUT MERCER

520

528

536

544

552

560

568

574

582

590

598

606

614

622 630 638 646 654 662 670 678 686 694 702 710

718 719 726

735

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H E A LT H & B E N E F I T S

Stay ahead of today's tight deadlines and competitive race for labor with these resources. Covering local benefits, global compensation practices, and emerging HR policy trends, this portfolio contains all of the

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guidance you need to steer your organization to success. Select a title to learn more about each of our industry-leading reports, or

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information.

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M representative.

Car Benefit Policies & Car Benefit Policies -- Alternate Transportation Global Industry Findings

Car Cost Report

Global Parental Leave

Global Parental Leave Industry Scorecard

Severance Pay Policies Severance Pay Policies Vacation and Other Leave Vacation and Other Leave Worldwide Benefit &

Around the World

Industry Scorecard Policies Around the World Industry Scorecard

Employment Guidelines

WORKFORCE & CAREERS

Global Compensation

Global Compensation

Global Pay Summary

Planning

Planning 20 Year Look Back*

Incentives Around the World

New Graduate Starting Salaries

Salary Movement Snapshot**

Short-term Incentive

The Design of Work

Trends -- A 10 Year Review*

HANDBOOKS & GUIDES

Workforce Metrics Around the World

Workforce Turnover Around the World

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DEMO VIDEO

Compensation Handbook*

Global Mobility Handbook*

* Exclusive to Talent All Access? subscribers ** Not included in Talent All Access?

HR Atlas*

HR Guide to Doing Business*

HR Management Terms*

I N T R O D U C T I O N Managing workforce turnover is

critical to the long-term health and success of any company. Whereas HR professionals historically have regarded turnover as a drain on

E company resources, industry leaders

now recognize that turnover within a company can bring a mixed bag of positive and negative impacts.

L Although some turnover may be

beneficial by way of revitalizing or fine tuning the workforce, others bring unexpected interruption to ongoing projects and costly recruiting

P cycles. In either case, it is imperative

that managers and HR professionals prepare for turnover in their specific industry, and are able to recognize and identify good versus bad turnover.

M B A D T U R N O V E R V S .

GOOD TURNOVER

Workforce turnover presents a dilemma to all companies around the world. Some estimate that

A the cost of losing and replacing a single employee

can equal more than twice that employee's salary, with costs increasing further based on

S the departing employee's seniority. Constant

turnover can leave companies perpetually shorthanded or disrupt client expectations and deadlines, thus posing an existential threat to any company.

However, not all turnover is bad. Many managers recognize that the retention of employees that are poor fits for their position can cause decreased productivity and morale throughout the workplace. In these situations, employers may welcome the costs of recruitment and replacement in order to improve the efficacy of their staff. Similarly, companies undergoing a strategic pivot or encountering market changes may need to reconfigure their staff. By encouraging or promoting turnover in these circumstances, employers can streamline their operations so as to meet new challenges.

EVALUATING RISK

While workplace turnover is a universal challenge for employers, some industries and regions are more exposed than others. For instance, many employers in the highly competitive technology or hospitality industries suffer from staff turnover as employees are poached by nearby firms, while companies in some world markets see high rates of turnover due to migration. Moreover, factors like employee age or function greatly affect the likelihood of turnover, as Millennials and sales staff tend to change employers more frequently than other demographics. Given these variations, it is critical that employers recognize and account for the specific factors affecting turnover in their industry.

C O N S I D E R AT I O N S

When confronted with workforce turnover, HR professionals should consider the following questions:

What level of turnover is right for our business?

What policies can we adopt to encourage or discourage turnover?

What factors contribute to the current turnover?

What events might be on the horizon that will affect turnover in the future?

R E P O R T S T R U C T U R E The 2019 Workforce Turnover Around the World

publication provides actionable information on employee turnover across major world markets. Created with the human resources professional in mind, this report offers critical, up-to-date turnover data to assist companies interested

E in forecasting, preparing for, and managing

the revolving door of talent around the world. Countries are organized into four regions: Americas, Asia Pacific, Europe, and Middle East & Africa.

L This report includes the following sections:

REGION SUMMARY

This section serves as an executive summary for those looking for Mercer`s insights and observations; it provides high-level trends,

P market comparisons, and other analysis. The

following topics are included:

Voluntary and Involuntary Turnover Trends

SAM WorkforceChangeTrends

INDIVIDUAL MARKET

R E S U LT S

This section includes country-specific data for those HR professionals looking for targeted data on an individual topic. Each country includes the following content:

Economic and labor market data, including GDP growth, inflation, unemployment, total population, working age population, and economically active population.

Voluntary and involuntary turnover by employee level and by industry.

Workforce changes such as hiring intentions for this year and next year, as well as the average increase and decrease in the workforce.

Data sources indicate all sources used for the country.

ABOUT THIS REPORT

This section delineates the methods used in the report and lists key definitions.

Methodology includes data sources used to compile this report, currency conversion rates, and other details on calculations and assumptions.

Glossary provides definitions for many of the terms used throughout this report, as well as other HR-related terms.

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