M E R C E R TA L E N T A L L A C C E S S ®

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2019
WORKFORCE TURNOVER

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AROUND THE WORLD
SAMPLE

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SA
TABLE OF CONTENTS
MERCER'S GLOBAL ASIA PACIFIC 130 Denmark 376 MIDDLE EAST & AFRICA 622
5
PUBLICATIONS REGION SUMMARY 138 Estonia 384 REGION SUMMARY 630

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Australia 146 Finland 392 Algeria 638
INTRODUCTION 8 Bangladesh 154 France 400 Egypt 646
Report Structure 21 China-Beijing 162 Georgia 408 Kuwait 654
Reading this Report 22 China-Shanghai 170 Germany 416 Lebanon 662
Hong Kong 178 Greece 424 Morocco 670
AMERICAS 47

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India 186 Hungary 432 Oman 678
REGION SUMMARY 48 Indonesia 194 Ireland 440 Qatar 686
Argentina 53 Japan 202 Italy 448 Saudi Arabia 694
Bolivia 57 Malaysia 210 Kazakhstan 456 Tunisia 702
Brazil 59 New Zealand 218 Latvia 464 United Arab Emirates 710
Canada 63 Pakistan 226 Lithuania 472
Chile 68 Philippines 234 Macedonia 480 ABOUT THIS REPORT 718
Colombia 71 Singapore 242 Moldova 488 Methodology 719
Costa Rica 74 South Korea 250 Netherlands 496 Glossary 726
Dominican Republic 77 Sri Lanka 258 Norway 504
Ecuador 80
El Salvador
Guatemala
Honduras
Mexico
Nicaragua
Panama
M 83
86
89
92
96
99
Taiwan
Thailand
Vietnam

EUROPE
REGION SUMMARY
Armenia
266
274
282

290
298
306
Poland
Portugal
Romania
Russia
Serbia
Slovakia
Slovenia
512
520
528
536
544
552
560
ABOUT MERCER 735
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Paraguay 103 Austria 314 Spain 568
Peru 106 Azerbaijan 322 Sweden 574
Puerto Rico 109 Belarus 330 Switzerland 582
Trinidad and Tobago 112 Belgium 338 Turkey 590
United States 115 Bosnia and Herzegovina 344 Ukraine 598
Uruguay 119 Bulgaria 352 United Kingdom 606
Venezuela 122 Croatia 360 Uzbekistan 614
Czech Republic 368
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INTRODUCTION
Managing workforce turnover is turnover can leave companies perpetually

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shorthanded or disrupt client expectations and
critical to the long-term health and deadlines, thus posing an existential threat to any
success of any company. Whereas company.
HR professionals historically have However, not all turnover is bad. Many managers
regarded turnover as a drain on recognize that the retention of employees
company resources, industry leaders that are poor fits for their position can cause

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decreased productivity and morale throughout
now recognize that turnover within the workplace. In these situations, employers C O N S I D E R AT I O N S
a company can bring a mixed bag may welcome the costs of recruitment and When confronted with workforce turnover,
of positive and negative impacts. replacement in order to improve the efficacy HR professionals should consider the
of their staff. Similarly, companies undergoing following questions:
Although some turnover may be a strategic pivot or encountering market
beneficial by way of revitalizing or ►► What level of turnover is right for our
changes may need to reconfigure their staff.
business?
fine tuning the workforce, others By encouraging or promoting turnover in these
circumstances, employers can streamline their ►► What policies can we adopt to encourage
bring unexpected interruption to or discourage turnover?
operations so as to meet new challenges.
ongoing projects and costly recruiting ►► What factors contribute to the current
cycles. In either case, it is imperative E VA L U AT I N G R I S K turnover?

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that managers and HR professionals
prepare for turnover in their specific
industry, and are able to recognize
and identify good versus bad
turnover.
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
►► What events might be on the horizon that
will affect turnover in the future?
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BAD TURNOVER VS. rates of turnover due to migration. Moreover,
factors like employee age or function greatly
GOOD TURNOVER affect the likelihood of turnover, as Millennials
Workforce turnover presents a dilemma to all and sales staff tend to change employers more
companies around the world. Some estimate that frequently than other demographics. Given these
the cost of losing and replacing a single employee variations, it is critical that employers recognize
can equal more than twice that employee's and account for the specific factors affecting
salary, with costs increasing further based on turnover in their industry.
the departing employee’s seniority. Constant
REPORT STRUCTURE
The 2019 Workforce Turnover Around the World INDIVIDUAL MARKET ABOUT THIS REPORT

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publication provides actionable information on
employee turnover across major world markets. R E S U LT S This section delineates the methods used in the
Created with the human resources professional report and lists key definitions.
This section includes country-specific data for
in mind, this report offers critical, up-to-date those HR professionals looking for targeted data ►► Methodology includes data sources used to
turnover data to assist companies interested on an individual topic. Each country includes the compile this report, currency conversion
in forecasting, preparing for, and managing following content: rates, and other details on calculations and
the revolving door of talent around the world.

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assumptions.
Countries are organized into four regions: ►► Economic and labor market data, including
GDP growth, inflation, unemployment, total ►► Glossary provides definitions for many of the
Americas, Asia Pacific, Europe, and Middle East &
population, working age population, and terms used throughout this report, as well as
Africa.
economically active population. other HR-related terms.
This report includes the following sections:
►► Voluntary and involuntary turnover by
employee level and by industry.
REGION SUMMARY
►► Workforce changes such as hiring intentions
This section serves as an executive summary for this year and next year, as well as the
for those looking for Mercer‘s insights and average increase and decrease in the
observations; it provides high-level trends, workforce.
market comparisons, and other analysis. The
►► Data sources indicate all sources used for

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following topics are included:
►► Voluntary and Involuntary Turnover Trends
►► Workforce Change Trends
the country.
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READING THIS REPORT
GDP, inflation, and unemployment rates can
The following pages provide tips and guidelines to help navigate the report content.
be found on the first page of each set of

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country data.
ECONOMIC AND LABOR MARKET

GDP GROW TH I N F L AT I O N UNEMPLOYMEN T

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2020 1.0% 2020 1.0% 2020 1.0%

2019 1.0% 2019 1.0% 2019 1.0%

2018 1.0% 2018 1.0% 2018 1.0%

Population numbers are in thousands. SAMPLE DATA

1,000,000
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TOTAL POPULATION, 2019

TOTAL POPUL ATION GENDER R ATIO,

2019
WORKING AGE RANGE POPULATION
(15-64), 2019 1,000,000

WORKING AGE (15-64) GENDER

R ATIO, 2019
ECONOMICALLY ACTIVE POPULATION
(15-64), 2019 1,000,000

ECONOMICALLY ACTIVE (15-64)

GENDER R ATIO, 2019
SA
50% 50% 50% 50% 50% 50%
Note: Population size is in thousands. Population is provided for three categories, as well as
The data sources for all content can be found the proportion of males and females within each group.
on the last page of each country, and in the
About this Report section.
READING THIS REPORT
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R
AV E R A G E T U R N O V E R B Y C A R E E R L E V E L , 2 0 1 8

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Throughout the report, VOLUNTARY TURNOVER (%) INVOLUNTARY TURNOVER (%)
A company may have provided an overall voluntary turnover is shaded
figure only, or employee level figures only; as a blue, and involuntary turnover
result, turnover percentages and sample sizes is shaded yellow.
will vary. More information on the Methodology
can be found in the About this Report section.

PL
12.9%
10.9% 10.5%
10.9%
7.9%
7.6%
4.7%

5.4% 4.7% 4.1%

3.4% 3.8% 3.7%

SAMPLE DATA
3.3%

OVERALL EXECUTIVES & HEAD OF MANAGEMENT PROFESSIONAL SALES PROFESSIONAL NONSALES PARA-PROFESSIONAL PARA-PROFESSIONAL
ORGANIZATION WHITE COLLAR BLUE COLLAR
The N= column provides the number
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R B Y C A R E E R L E V E L , 2 0 1 8 of companies included in data sample.

OVERALL
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The “P” refers to percentile,
the P50 or 50th percentile
is also known as the median.

EXECUTIVES & HEAD OF ORGANIZATION

P25

7.2%

7.2%
VOLUNTARY TURNOVER

P50

7.2%

7.2%
P75

7.2%

7.2%
AVERAGE

7.2%

7.2%
N=

342

342
P25

7.2%

7.2%
INVOLUNTARY TURNOVER

P50

7.2%

7.2%
P75

7.2%

7.2%
AVERAGE

7.2%

7.2%
N=

342

342
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MANAGEMENT 7.2% 7.2% 7.2% 7.2% 342 7.2% 7.2% 7.2% 7.2% 342

PROFESSIONAL SALES 7.2% 7.2% 7.2% 7.2% 342 7.2% 7.2% 7.2% 7.2% 342

PROFESSIONAL NONSALES 7.2% 7.2% 7.2% 7.2% 342 7.2% 7.2% 7.2% 7.2% 342

PARA-PROFESSIONAL WHITE COLLAR 7.2% 7.2% 7.2% 7.2% 342 7.2% 7.2% 7.2% 7.2% 342

PARA-PROFESSIONAL BLUE COLLAR 7.2% 7.2% 7.2% 7.2% 342 7.2% 7.2% 7.2% 7.2% 342

Note: A “–“ indicates insufficient data to report the statistic.

READING THIS REPORT
GThese
E Sgraphics
W O R K F O R C E C H A Npercentage indicate the
of companies planning
H I R I N G I N T E N T I O to
N Sadd,F reduce,
OR 20 or1make
8 no change HIRING INTENTIONS FOR 2020
in their overall workforce.

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15% 30% 55% 15% 30% 55%

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N=200 ADD STAFF REDUCE STAFF NO CHANGE N=300 ADD STAFF REDUCE STAFFNO CHANGE
The N= column provides the number
HIRING INTENTIONS BY INDUSTRY of companies included in data sample.

Hiring intentions are also

HIRING INTENTIONS FOR 2019 PROJECTED HIRING INTENTIONS FOR 2020
provided by industry.

SAMPLE DATA
REDUCE REDUCE
ADD STAFF NO CHANGE N= ADD STAFF NO CHANGE N=
STAFF STAFF
BANKING/FINANCIAL SERVICES 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
CHEMICALS 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
CONSUMER GOODS 1.0% are available.
A dash indicates insufficient data 1.0%More 1.0% 100 1.0% 1.0% 1.0% 100
ENERGY
HIGH TECH

LIFE SCIENCES
LOGISTICS
M
INSURANCE/REINSURANCE
information on data masking can be found 1.0%
1.0%

1.0%
1.0%
under
Methodology in the About this Report section.
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
100
100
100
100
100
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
100
100
100
100
100
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MINING & METALS 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
OTHER MANUFACTURING 1.0% Some of these1.0%
1.0% percentages may
100 1.0% 1.0% 1.0% 100
not sum 100% due to rounding.
OTHER NONMANUFACTURING 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
RETAIL & WHOLESALE 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
SERVICES (NONFINANCIAL) 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
TRANSPORTATION EQUIPMENT 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100

Note: A “–” indicates insufficient data to report the statistic.

R E A D I N G T H I S RThis
E first
P Obar
R indicates
T the percentage decrease
and increase for the country as a whole. The
W O R K F O R C E C Hoverall
A N change
G E Sfor each country can be found in
the Summary of Key Findings section.
AVER AGE INCREASE/DECREASE IN AVER AGE INCREASE/DECREASE IN

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WORKFORCE BY INDUSTRY, 2018– 2019 WORKFORCE BY INDUSTRY, 2019 –2020
- 8.3% 8.6% - 6.8% 6.0%
OVERALL
4.0% - 7.4%
BANKING/FINANCIAL SERVICES

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- 5.4% 6.1% 1.7%
CHEMICALS
- 8.1% 7.8% - 3.8% 8.6%
CONSUMER GOODS
4.1% ENERGY
- 5.9% 11.0%
- 16.5% 9.5%

SAMPLE DATA
HIGH TECH
5.3%
8.2% INSURANCE/REINSURANCE
- 5.4% 9.3%
- 9.0% 11.9% LIFE SCIENCES
6.1%
- 5.0% 11.3% LOGISTICS

The green bar indicates the percentage

- 9.3%
planning
- 6.7%
6.1%
decrease in the workforce for companies
to decrease the number of11.3%

- 5.2%
employees.
M MINING & METALS

OTHER MANUFACTURING

OTHER NONMANUFACTURING

RETAIL & WHOLESALE

SERVICES (NONFINANCIAL)
- 11.4%

- 8.5%
2.7%

2.9%

2.3%
7.5%
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- 8.6% 7.7%
- 4.5% 8.3%
TRANSPORTATION EQUIPMENT
- 9.8% 5.8%

The purple bar indicates the

PERCENTAGE DECREASE AMONG COMPANIES REDUCING STAFF PERCENTAGE INCREASE AMONG COMPANIES INCREASING STAFF
average percentage increase in the
workforce for companies planning to
Note: Some industries may be blank due to insufficient data to report the statistic. increase the number of employees.
 E
PL
REGION
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SA
COUNTRY
ECONOMIC AND LABOR MARKET

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GDP GROW TH I N F L AT I O N UNEMPLOYMEN T

PL
2020 1.0% 2020 1.0% 2020 1.0%

2019 1.0% 2019 1.0% 2019 1.0%

2018 1.0% 2018 1.0% 2018 1.0%

TOTAL POPULATION, 2019 WORKING AGE RANGE POPULATION ECONOMICALLY ACTIVE POPULATION
1,000,000 (15–64), 2019 1,000,000 (15–64), 2019 1,000,000

2019

50%
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TOTAL POPUL ATION GENDER R ATIO,

50%
WORKING AGE (15–64) GENDER
R ATIO, 2019

50% 50%
ECONOMICALLY ACTIVE (15–64)
GENDER R ATIO, 2019

50% 50%
SA
Notes: The source of the GDP, inflation, unemployment data is LatinFocus Consensus Forecast for the Latin America Markets.
Population size is in thousands.
COUNTRY
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R
AV E R A G E T U R N O V E R B Y C A R E E R L E V E L , 2 0 1 8

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VOLUNTARY TURNOVER (%) INVOLUNTARY TURNOVER (%)

6.2%

PL
5.1% 3.7%
3.3% 4.2%
3.0%
5.8% 1.0%
3.1% 3.8% 3.1% 4.0%
2.6% 2.2%
OVERALL EXECUTIVES & HEAD OF MANAGEMENT PROFESSIONAL SALES PROFESSIONAL NONSALES PARA-PROFESSIONAL PARA-PROFESSIONAL
ORGANIZATION WHITE COLLAR BLUE COLLAR

V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R B Y C A R E E R L E V E L , 2 0 1 8

OVERALL
M
EXECUTIVES & HEAD OF ORGANIZATION
P25

1.0%

1.0%
VOLUNTARY TURNOVER

P50

1.0%

1.0%
P75

1.0%

1.0%
AVERAGE

1.0%

1.0%
N=

100

100
P25

1.0%

1.0%
INVOLUNTARY TURNOVER

P50

1.0%

1.0%
P75

1.0%

1.0%
AVERAGE

1.0%

1.0%
N=

100

100
SA
MANAGEMENT 1.0% 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 1.0% 100

PROFESSIONAL SALES 1.0% 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 1.0% 100

PROFESSIONAL NONSALES 1.0% 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 1.0% 100

PARA-PROFESSIONAL WHITE COLLAR 1.0% 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 1.0% 100

PARA-PROFESSIONAL BLUE COLLAR 1.0% 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 1.0% 100

Note: A “–” indicates insufficient data to report the statistic.

COUNTRY
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R
A V E R A G E T U R N O V E R B Y I N D U S T R Y, 2 0 1 8

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BANKING/FINANCIAL SERVICES 3.8% 4.9%

CHEMICALS 5.6% 7.7%

PL
CONSUMER GOODS 6.4% 6.3%

ENERGY 7.8% 3.2%

HIGH TECH 8.4% 5.0%

INSURANCE/REINSURANCE 3.5% 2.9%

LIFE SCIENCES 4.7% 3.4%

LOGISTICS 6.5% 7.1%

MINING & METALS

M OTHER MANUFACTURING

OTHER NONMANUFACTURING

RETAIL & WHOLESALE

SERVICES (NONFINANCIAL)
5.6%

5.8%

7.4%
9.8%
5.5%

5.2%

6.8%
7.1%
SA
TRANSPORTATION EQUIPMENT 6.8% 10.0%

VOLUNTARY TURNOVER (%) INVOLUNTARY TURNOVER (%)

Note: Some industries may be blank due to insufficient data to report the statistic.
COUNTRY
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R
V O L U N TA R Y AV E R A G E T U R N O V E R B Y I N D U S T R Y A N D C A R E E R L E V E L , 2 0 1 8

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EXECUTIVES PARA- PARA-
PROFESSIONAL PROFESSIONAL
OVERALL & HEAD OF MANAGEMENT PROFESSIONAL PROFESSIONAL
SALES NONSALES
ORGANIZATION WHITE COLLAR BLUE COLLAR

BANKING/FINANCIAL SERVICES 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

PL
CHEMICALS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

CONSUMER GOODS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

ENERGY 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

HIGH TECH 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

INSURANCE/REINSURANCE 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

LIFE SCIENCES 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

LOGISTICS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

MINING & METALS

OTHER MANUFACTURING

RETAIL & WHOLESALE

M
OTHER NONMANUFACTURING

SERVICES (NONFINANCIAL)
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
SA
TRANSPORTATION EQUIPMENT 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

Note: A “–” indicates insufficient data to report the statistic.

COUNTRY
V O L U N TA R Y A N D I N V O L U N TA R Y T U R N O V E R
I N V O L U N TA R Y AV E R A G E T U R N O V E R B Y I N D U S T R Y A N D C A R E E R L E V E L , 2 0 1 8

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EXECUTIVES PARA- PARA-
PROFESSIONAL PROFESSIONAL
OVERALL & HEAD OF MANAGEMENT PROFESSIONAL PROFESSIONAL
SALES NONSALES
ORGANIZATION WHITE COLLAR BLUE COLLAR

BANKING/FINANCIAL SERVICES 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

PL
CHEMICALS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

CONSUMER GOODS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

ENERGY 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

HIGH TECH 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

INSURANCE/REINSURANCE 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

LIFE SCIENCES 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

LOGISTICS 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

MINING & METALS

OTHER MANUFACTURING

RETAIL & WHOLESALE

M
OTHER NONMANUFACTURING

SERVICES (NONFINANCIAL)
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
1.0%

1.0%

1.0%

1.0%

1.0%
SA
TRANSPORTATION EQUIPMENT 1.0% 1.0% 1.0% 1.0% 1.0% 1.0% 1.0%

Note: A “–” indicates insufficient data to report the statistic.

COUNTRY
WORKFORCE CHANGES
HIRING INTENTIONS FOR 2019 HIRING INTENTIONS FOR 2020

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15% 30% 55% 15% 30% 55%

PL
N=356 ADD STAFF REDUCE STAFF NO CHANGE N=352 ADD STAFF REDUCE STAFF NO CHANGE

HIRING INTENTIONS BY INDUSTRY

HIRING INTENTIONS FOR 2019 PROJECTED HIRING INTENTIONS FOR 2020
REDUCE REDUCE
ADD STAFF NO CHANGE N= ADD STAFF NO CHANGE N=
STAFF STAFF
BANKING/FINANCIAL SERVICES 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
CHEMICALS 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
CONSUMER GOODS
ENERGY
HIGH TECH
M
INSURANCE/REINSURANCE
LIFE SCIENCES
LOGISTICS
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
100
100
100
100
100
100
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
1.0%
100
100
100
100
100
100
SA
MINING & METALS 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
OTHER MANUFACTURING 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
OTHER NONMANUFACTURING 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
RETAIL & WHOLESALE 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
SERVICES (NONFINANCIAL) 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100
TRANSPORTATION EQUIPMENT 1.0% 1.0% 1.0% 100 1.0% 1.0% 1.0% 100

Note: A “–” indicates insufficient data to report the statistic.

COUNTRY
WORKFORCE CHANGES
AVER AGE INCREASE/DECREASE IN AVER AGE INCRE ASE /DECRE ASE IN

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WORKFORCE BY INDUSTRY, 2018– 2019 WORKFORCE BY INDUSTRY, 2019 – 2020

OVERALL

BANKING/FINANCIAL SERVICES

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CHEMICALS

CONSUMER GOODS

ENERGY

HIGH TECH

INSURANCE/REINSURANCE

LIFE SCIENCES

LOGISTICS

M MINING & METALS

OTHER MANUFACTURING

OTHER NONMANUFACTURING

RETAIL & WHOLESALE

SERVICES (NONFINANCIAL)
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TRANSPORTATION EQUIPMENT

PERCENTAGE DECREASE AMONG COMPANIES REDUCING STAFF PERCENTAGE INCREASE AMONG COMPANIES INCREASING STAFF

Note: Some industries may be blank due to insufficient data to report the statistic.
COUNTRY
D ATA S O U R C E S
E C O N O M I C D ATA I N D U S T R Y D ATA

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SOURCE DATE INDUSTRY N=

MERCER'S LATIN AMERICA ECONOMIC TRENDS OCTOBER 2019 BANKING/FINANCIAL SERVICES 5

CHEMICALS 5
L A B O R M A R K E T D ATA

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CONSUMER GOODS 5

SOURCE DATE ENERGY 5

CALCULATIONS BASED ON ILO MODELED ESTIMATES, ILOSTAT EXTRACTED HIGH TECH 5
DATABASE OCTOBER 2019
INSURANCE/REINSURANCE 5

T U R N O V E R A N D W O R K F O R C E C H A N G E D ATA LIFE SCIENCES 5

SOURCE N= DATE LOGISTICS 5

MERCER'S TOTAL REMUNERATION SURVEY, MINING & METALS 5

467 MAY 2019
2019

M OTHER MANUFACTURING

OTHER NONMANUFACTURING

RETAIL & WHOLESALE

SERVICES (NONFINANCIAL)

TRANSPORTATION EQUIPMENT
5

5
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Note: All industry data are sourced from Mercer's Total Remuneration Survey databases.
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ABOUT THIS REPORT
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ABOUT THIS REPORT
This section provides information on the methods of collecting, collating, and analyzing data for this publication. Below are notes on exceptions and exclusions in

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the data and a list of data sources, relevant equations, and currency conversion rates. Readers will also find a glossary of key terms.

MET HOD OLO GY

S TAT I S T I C S ►► N: The number of companies that reported
data for the statistic.
T U R N O V E R D ATA

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The following statistics are presented in this ►► Turnover percentages were collected in 2019

METHODOLOGY
report: ►► Endash or “–”: The sample is too small to for the previous calendar year (2018).
provide the statistic.
►► P25 or 25 Percentile: The data point that
th
►► Companies provided percentages for
is higher than 25% of all other data in the voluntary and involuntary turnover of their
sample when ranked from low to high. D ATA M A S K I N G entire employee population (overall), as well
►► P50 or 50th Percentile: The data point that To ensure the confidentiality of all companies as by employee or career level.
is higher than 50% of all other data in the that provide data to Mercer’s surveys, statistics ►► A company may have provided an overall
sample when ranked from low to high. Also have been “masked” by displaying an endash or figure only, or employee level figures only.
known as the median. “–” when minimum sample sizes are not met. Therefore, turnover percentages and sample
►► P75 or 75th Percentile: The data point that ►► A minimum of three data points are required sizes may vary for each group, resulting in
is higher than 75% of all other data in the to report the average and prevalence some instances where the sample size for an

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sample when ranked from low to high.
►► Average: The sum of all data reported divided
by the number of data observations in the
sample. Also known as the mean.
►► Prevalence: The percentage of companies
that provided a response to a question with
a defined number of options to choose from.
percentages.
►► A minimum of five data points are required to
report the 25th, 50th, and 75th percentiles.
employee level may be large enough to report
statistics, but the “overall” figure has been
masked.
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For example, a single response question
or a check box (select all that apply) style
question.
►► In single response questions, the sum of
all responses may not equal 100% due to
rounding.
►► In check box response questions, the
sum of all responses will be greater than
100%.

©2019 MERCER LLC. 20 WORKFORCE TURNOVER AROUND THE WORLD — TEMPLATE

ABOUT THIS REPORT
W O R K F O R C E C H A N G E D ATA I N D U S T R Y D ATA
Although the information on hiring intentions and increase/decrease in Industry super sector data are provided where available.
workforce are related, some companies provided one set of data only.

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Therefore, some markets may report there are no plans to decrease the
►► There may be gaps in industry graphs and tables due to a small sample
size within some countries.
number of employees, but still provide a negative percentage for the change
in workforce. ►► Industry data gaps may also be indicative of the lack of prevalence of
certain industries within a market. For example, a country may not have a
►► Hiring Intentions: Companies indicated whether they planned to increase,
large presence in the mining & metals industry sector.
decrease, or make no change to the size of their workforce.
►► Average Increase/Decrease in Workforce: The percentage change was ►► The number of companies that provided industry data for each country

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can be found on under Data Sources/Industry Data section of each

METHODOLOGY
calculated based the number of FTEs reported for three fiscal years (last
country set of pages.
year, this year, and next year).
►► The percentage change from one year to the next was calculated for
►► A breakdown of industries included within each super sector can be
found in the glossary.
each company, and all data were averaged.
►► Extreme outliers within each country were removed from the data
sample.
►► The percentage increase reflects only those companies planning to
grow their workforce, and the percentage decrease reflects only
those companies planning a reduction in their workforce.
►► The overall change includes both increases and decreases and is

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representative of the overall market change.
►► Note that a company with a small number of employees may have a
more significant impact on the data reported. For example, a company
that has 10 employees in a market, and plans to add another five
employees has an increase of 50%.
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©2019 MERCER LLC. 21 WORKFORCE TURNOVER AROUND THE WORLD — TEMPLATE

M E R C E R TA L E N T A L L A C C E S S ®
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ABOUT MERCER
Mercer delivers advice and technology-driven solutions that help organizations meet the health, wealth and career needs of a
changing workforce. Mercer’s more than 23,000 employees are based in 44 countries and the firm operates in over 130 countries.

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Mercer is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), the leading global professional services firm in the
areas of risk, strategy and people. With nearly 65,000 colleagues and annual revenue over $14 billion, Marsh & McLennan helps clients
navigate an increasingly dynamic and complex environment. Marsh & McLennan Companies is also the parent company of Marsh, which
advises individual and commercial clients of all sizes on insurance broking and innovative risk management solutions; Guy Carpenter,
which develops advanced risk, reinsurance and capital strategies that help clients grow profitably and pursue emerging opportunities;

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and Oliver Wyman, which serves as a critical strategic, economic and brand advisor to private sector and governmental clients. For
more information, visit www.mercer.com. Follow Mercer on Twitter @Mercer.

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Mercer office or visit our website at

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www.imercer.com

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Copyright 2019 Mercer LLC. All rights reserved. 19-WTAW-SAMPLE