One of the biggest impediments to successful organizational transformations is the risk related to human capital, yet only one in three executives rates their company’s ability to mitigate people risks as “very effective.” This perception may be based on a lack of focus, as only 29% of HR leaders strongly agree that their business executives prioritize human capital risks, according to Mercer’s 2019 Global Talent Trends study.

With the business reality facing organizations today, the absence of disciplined management and quantification of the risks to business performance and value emanating from the people side of operations — that is, human capital risks — cannot be ignored.

Robust human capital management (HCM) matters more than ever to the C-suite, boards and their shareholders to tackle challenges in the marketplace, technology and workforce and turn them into opportunities. This requires shifting from a cost-and-efficiency viewpoint to one focused on strategic capital deployment. Only then will organizations be in a position to leverage their human capital to truly derive competitive advantage in the new context. 

 

HUMAN CAPITAL MANAGEMENT COMPASS [HCM COMPASS]

Mercer’s HCM Compass is an innovative and sophisticated capability assessment model that allows organizations to obtain an integrated view of their HCM capabilities. HCM Compass not only enables the executive leadership team to understand the alignment between their HCM practices and business strategy but also provides an actionable roadmap through HCM Compass HC Blueprint Creater™.

WHY HCM COMPASS?

Comprehensive Human Capital Dimensions

HCM Compass provides a comprehensive end-to-end capability maturity assessment by addressing 10 dimensions of HCM covering 30+ sub-dimensions, evaluating over 160+ parameters. The 10 dimensions also include “Digital” and “Workforce Analytics” - two areas critical to HR digitalization in an organization.

Stronger value proposition compared to traditional tools

Compared to the traditional perception based survey approach of conducting assessments, HCM COMPASS provides an analytical and data driven approach to measuring HCM maturity levels.

 

 

 

KEY BENEFITS

HCM Compass addresses two important needs of the C-Suite and the board: It acts as an impact measurement tool for investments in human capital capability enhancement, and it provides a single-score view of the overall HCM maturity.

Some additional ways in which HCM Compass benefits organizations include:

  • Provides a baseline for current organizational capabilities for HCM
  • Offers a mechanism to track overall progress as part of the transformation journey
  • Creates a deeper understanding of the budget and planning implications to strengthen HC
  • Builds momentum for human capital capability development
  • Creates transparency with all dimensions of people strategy in one place

HCM Compass not only presents a measurable, trackable and single human capital management indicator, it also provides an actionable and prioritized roadmap for the leadership to start improving the organization’s HCM capabilities.

 

MEET OUR TEAM

Sunil is a partner and Organization Development & Effectiveness Practice Leader for the International region (Asia Pacific, IMETA, LATAM, Europe and UK) at Mercer. He has nearly two decades of top-tier management consulting and industry experience in advising public sector leaders, board members and senior executives on topics such as strategy, operational excellence, organization transformation, governance design, human capital strategy and strategic workforce planning. In the recent years, Sunil has been closely working with industry leaders and key decision makers across sectors such as government, airlines, energy, real estate, media and telecommunications.

Sunil holds an MBA from the Indian School of Business with dual specializations — strategic marketing and leadership and change management. He graduated (with honors) from the National Institute of Technology.
Karim has been with Mercer since 2016. He joined the Dubai office as an Engagement Manager and Organization Development & Effectiveness IMETA team member. With close to a decade of work experience, his main focus areas have been organization transformation and capability development. Karim has consulting experience in the Middle East across the public sector, economic development and energy industries. He has supported clients on change management, human capital, transformation and post-merger integration engagements. He also has experience in business development, operations, engineering and account management in the oil and gas industry.

Karim has a bachelor’s degree in mechanical engineering from Egypt and an MBA from IMD Business School, Switzerland.
Kursat is an Engagement Manager and part of the Organization Development & Effectiveness practice. His work focuses mainly in areas such as strategic workforce planning, human capital strategy development and implementation. Kursat has over a decade of strategy consulting and sector experience. He has led business and institutional strategy, strategic workforce planning, organization design, operating model design, growth strategy and due diligence projects for multinational and local strategic investors, industry players and public organizations mainly in Europe and in the Middle East. Kursat has diverse industry experience mainly in the petrochemicals, retail, agriculture, healthcare, tourism, public and non-profit sectors.
 
Kursat holds an MBA from Koç University, Istanbul, a master’s degree in economics from Bocconi University, Milan, and a bachelor’s degree in economics and management from the University of London.
Samer is an Engagement Manager in Mercer’s Organization & Development Effectiveness practice. In his work, he focuses on strategic workforce planning, operating model design, shared services, PMO and human capital strategy and capability development.

Samer holds a Masters of Business Administration as well as a Bachelor of Engineering in computer and communications engineering from the American University of Beirut.
Kuntay is an Engagement Manager in Mercer’s Organization & Development Effectiveness practice. He has over a decade of strategy, industry and management experience across Turkey, the Middle East, Europe and the United States. He has supported clients in business strategy, market entry strategy, business strategy development and large transformation projects.

Kuntay holds a bachelor’s degree in mechanical engineering from Bogazici University in Turkey and a master’s degree in mechanical engineering from the University of Illinois at Urbana-Champaign.
Ali is a consultant working in Mercer’s Organization & Development Effectiveness practice, with a background in strategy consulting and investment banking experience. He has been part of organization design, growth strategy, deal strategy and market assessment projects for multinational, industry and public sector organizations in Turkey, Europe and the Middle East.

Ali holds a bachelor’s degree in finance and marketing from McIntire School of Commerce, University of Virginia.
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