2019 WORKFORCE TURNOVER AROUND THE WORLD

1 2019 SAMPLEWORKFORCE TURNOVER AROUND THE WORLDMERCER TALENT ALL ACCESS SAMPLETABLE OF CONTENTSMERCER'S GLOBAL PUBLICATIONS5 INTRODUCTION8 Report Structure 21 Reading this Report22 AMERICAS47 REGION SUMMARY48 Argentina53 Bolivia57 Brazil59 Canada63 Chile68 Colombia71 Costa Rica74 Dominican Republic77 Ecuador80El Salvador83 Guatemala86 Honduras89 Mexico92 Nicaragua96 Panama99 Paraguay103 Peru106 Puerto Rico109 Trinidad and Tobago112 United States115 Uruguay119 Venezuela122 ASIA PACIFIC130 REGION SUMMARY138 Australia146 Bangladesh154 China-Beijing162 China-Shanghai170 Hong Kong178 India186 Indonesia194 Japan202 Malaysia210 New Zealand218 Pakistan226 Philippines234 Singapore242 South Korea250 Sri Lanka258 Taiwan266 Thailand274 Vietnam282 EUROPE290 REGION SUMMARY298 Armenia306 Austria314 Azerbaijan322 Belarus330 Belgium338 Bosnia and Herzegovina344 Bulgaria352 Croatia360 Czech Republic368 MIDDLE EAST & AFRICA622 REGION SUMMARY630 Algeria638 Egypt646 Kuwait654 Lebanon662 Morocco670 Oman678 Qatar686 Saudi Arabia694 Tunisia702 United Arab Emirates710 ABOUT THIS REPORT718 Methodology719 Glossary726 ABOUT MERCER735 Denmark376 Estonia384 Finland392 France400 Georgia408 Germany416 Greece424 Hungary432 Ireland440 Italy448 Kazakhstan456 Latvia464 Lithuania472 Macedonia480 Moldova488 Netherlands496 Norway504 Poland512 Portugal520 Romania528 Russia536 Serbia544 Slovakia552 Slovenia560 Spain568 Sweden574 Switzerland582Tu r key590 Ukraine598 United Kingdom606 Uzbekistan614 SAMPLEStay ahead of today s tight deadlines and competitive race for labor with these resources.

2 Covering local benefits , global compensation practices, and emerging HR policy trends, this portfolio contains all of the actionable data, insights, and guidance you need to steer your organization to success. Select a title to learn more about each of our industry-leading reports, or visit for more EVERYTHING IN ONE PLACES ubscribe to the Talent All Access Portal for exclusive access to online tools and all of our publications, or schedule a demo with a Mercer representative.* Exclusive to Talent All Access subscribers** Not included in Talent All Access HEALTH & BENEFITSW orldwide Benefit & Employment GuidelinesVacation and Other Leave Policies AROUND the WorldVacation and Other Leave Industry ScorecardSeverance Pay Policies AROUND the WorldSeverance Pay Policies Industry ScorecardWORKFORCE & CAREERSG lobal Compensation PlanningGlobal Compensation Planning 20 Year Look Back*Global Pay SummaryWorkforce MetricsAround the WorldWorkforce TURNOVER AROUND the WorldThe Design of WorkShort-term Incentive Trends A 10 Year Review*HANDBOOKS & GUIDESC ompensation Handbook*Global Mobility Handbook*HR Guide to Doing Business*HR Management Terms*HR Atlas*Incentives AROUND the WorldSalary Movement Snapshot**New Graduate Starting SalariesGLOBAL PUBLICATIONSCar Benefit Policies & Alternate TransportationCar Cost ReportCar

3 Benefit Policies Global Industry FindingsGlobal Parental LeaveGlobal Parental Leave Industry ScorecardLEARN MOREORDER NOWDEMO VIDEOSAMPLEINTRODUCTION TURNOVER can leave companies perpetually shorthanded or disrupt client expectations and deadlines, thus posing an existential threat to any , 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.

4 E VA LUAT IN G RI S KWhile 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 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 company resources, industry leaders now recognize that TURNOVER within a company can bring a mixed bag of positive and negative impacts.

5 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 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 VS. GOOD TURNOVERW orkforce TURNOVER presents a dilemma to all companies AROUND the WORLD . Some estimate that the cost of losing and replacing a single employee can equal more than twice that employee's salary, with costs increasing further based on the departing employee s seniority. Constant CONSIDERATIONSWhen 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 ?

6 What factors contribute to the current TURNOVER ? What events might be on the horizon that will affect TURNOVER in the future?SAMPLEREPORT STRUCTUREThe 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 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 & report includes the following sections:REGION SUMMARYThis section serves as an executive summary for those looking for Mercer s insights and observations; it provides high-level trends, market comparisons, and other analysis. The following topics are included: Voluntary and Involuntary TURNOVER Trends WORKFORCE Change TrendsINDIVIDUAL MARKET RESULTSThis section includes country-specific data for those HR professionals looking for targeted data on an individual topic.

7 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 THIS REPORTThis 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 AND LABOR MARKETTOTAL POPULATION, 2019 WORKING AGE RANGE POPULATION(15-64), 2019 ECONOMICALLY ACTIVE POPULATION (15-64), 2019 TOTAL POPULATION GENDER RATIO, 2019 WORKING AGE (15-64) GENDER R AT I O, 2019 ECONOMICALLY ACTIVE (15-64) GENDER RATIO, 20191,000,0001,000,0001,000,000 Note: Population size is in following pages provide tips and guidelines to help navigate the report is provided for three categories, as well as the proportion of males and females within each group.

8 Population numbers are in thousands. The data sources for all content can be found on the last page of each country, and in the About this Report section. S A MP L E DATAREADING THIS REPORTGDP, inflation, and unemployment rates can be found on the first page of each set of country OVERALLEXECUTIVES & HEAD OFORGANIZATIONMANAGEMENTPROFESSIONAL SALESPROFESSIONAL NONSALESPARA-PROFESSIONALWHITE COLLARPARA-PROFESSIONALBLUE COLLARVOLUNTARY TURNOVER INVOLUNTARY TURNOVERP25P50P75 AVER AG EN=P25P50P75 AVER AG EN= & HEAD OF WHITE BLUE AND INVOLUNTARY TURNOVERAVERAGE TURNOVER BY CAREER LEVEL, 2018 VOLUNTARY AND INVOLUNTARY TURNOVER BY CAREER LEVEL, 2018 VOLUNTARY TURNOVER (%)INVOLUNTARY TURNOVER (%)The P refers to percentile, the P50 or 50th percentile is also known as the : A indicates insufficient data to report the the report, voluntary TURNOVER is shaded blue, and involuntary TURNOVER is shaded THIS REPORTThe N= column provides the number of companies included in data company may have provided an overall figure only, or employee level figures only; as a result, TURNOVER percentages and sample sizes will vary.

9 More information on the Methodology can be found in the About this Report A MP L E DATASAMPLENote: A indicates insufficient data to report the INTENTIONS FOR 2019 PROJECTED HIRING INTENTIONS FOR 2020 ADD STAFFREDUCE STA FFNO CHANGEN=ADD STAFFREDUCE STA FFNO CHANGEN=BANKING/FINANCIAL & & (NONFINANCIAL) INTENTIONS BY INDUSTRYN=200 HIRING INTENTIONS FOR 201815%30%55%ADD STAFFRED U C E STA FFNO CHANGEN=300 HIRING INTENTIONS FOR 202015%30%55%ADD STAFFRED U C E STA FFNO CHANGEThe N= column provides the number of companies included in data dash indicates insufficient data are available. More information on data masking can be found under Methodology in the About this Report intentions are also provided by CHANGEST hese graphics indicate thepercentage of companies planningto add, reduce, or make no changein their overall THIS REPORTS A MP L E DATASome of these percentages may not sum 100% due to THIS REPORTWORKFORCE CHANGESBANKING/FINANCIAL SERVICESCONSUMER GOODSENERGYHIGH TECHLOGISTICSOTHER MANUFACTURINGOTHER NONMANUFACTURINGRETAIL & WHOLESALESERVICES (NONFINANCIAL)

10 TRANSPORTATION EQUIPMENTCHEMICALSINSURANCE/REINSURANCEL IFE SCIENCESMINING & METALSOVERALLAVERAGE INCREASE/DECREASE IN WORKFORCE BY INDUSTRY, 2018 2019- - - - - - - - - - - AVERAGE INCREASE/DECREASE IN WORKFORCE BY INDUSTRY, 2019 2020- - - - - - - - PERCENTAGE DECREASE AMONG COMPANIES REDUCING STAFFPERCENTAGE INCREASE AMONG COMPANIES INCREASING STAFFThe purple bar indicates the average percentage increase in the WORKFORCE for companies planning to increase the number of : Some industries may be blank due to insufficient data to report the green bar indicates the percentage decrease in the WORKFORCE for companies planning to decrease the number of A MP L E DATAThis first bar indicates the percentage decrease and increase for the country as a whole. The overall change for each country can be found in the summary of Key Findings AND LABOR MARKETTOTAL POPULATION, 2019 WORKING AGE RANGE POPULATION(15 64), 2019 ECONOMICALLY ACTIVE POPULATION (15 64), 2019 Notes.