Mercer Human Capital Associate reviews

A shadow of what it was. In 2009, all the top performing partners left, followed by a delayed exodus of the analyst staff in 2010. The NY practice rebuilt and has a handful of good stories, as people learn compensation analytics. All other practice areas are in the dumps. Rather than address any of the underlying issues, management did more or the same, just instituted tougher controls on an otherwise low-performing partners/principals ("duds").

-Poor senior leadership; consistently makes shortsighted decisions that destroy morale and culture -People development is not a priority at Mercer -Partners/principals don't spend time developing others -Terrible communication from the top, especially on difficult decisions -Numbers (revenue, billable hours) are everything -Work is not strategic and gets very repetitive and mundane -Lack of thought leadership and innovation -A lot of corporate bureaucracy