Mercer

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Mercer Jobs & Careers in Bristol, England


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30+ days ago

Pensions Administrator

Mercer Bristol, England

We have an excellent opportunity for an experienced Administrator with strong numerical skills to join us as a Pensions Client Service Advisor in… Mercer


30+ days ago

Investment Analyst Summer Internship

Mercer Bristol, England

As an intern within our core Investment Consulting team, you will help advise a variety of institutional clients, mainly pension schemes, on how to… Mercer


12 days ago

Sales Advisor

Mercer Bristol, England

Working within a dedicated telephone based sales team you will need to be a highly motivated self-starter with a passion for delivering results in a… Mercer


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Mercer President & CEO Julio A. Portalatin
Julio A. Portalatin
209 Ratings
  • 1 person found this helpful  

    Easily the worst culture of any place I've worked in 20 years.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Anonymous Employee in Melbourne
    Current Employee - Anonymous Employee in Melbourne

    I have been working at Mercer (more than 3 years)

    Pros

    There are some very smart subject matter experts - however be careful they're not ERPs (see Cons).

    Apparently it looks alright on your CV.

    It's easy to stand out - just do stuff. The place is full of "would-of", "could-of", should-of" people who just snipe and offer views or 'strategy' (half these people wouldn't know an actual 'objective' or 'strategy' if it bit them) from the sidelines, but won't actually get in and do it.

    There are some great people who just cut through all the crap (see Cons below) and bring things to life. If you can find them you might keep your sanity.

    Cons

    The place is full of ERPs - emotionally retarded people. There are many smart 'numbers' people, but they have no idea about how to deal with humans. You see this in their interactions with colleagues, clients and customers.

    Collaboration is seen as a weakness.

    A culture of fear. Some senior leadership members drive a sycophantic culture that has a number of the ERPs (see above) running scared and being even more ineffective.

    It's ruled by a hyperactive compliance/legal culture. As a result moves too slowly and when it does finally do something, it's often archaic. The company is too afraid to actually stand for anything so it pontificates and does everything it can to avoid actually executing. I've seen six-month projects where the first four months were taken up with arguing over a 'project charter'. Of course the project ran late.

    Advice to ManagementAdvice

    Fix your leadership culture. Get the basics of leadership right. Just because someone is good at numbers does not make them an effective manager, much less a leader. Leadership is about vision and dealing with people.

    Get your senior leadership team to know what measurable objectives and strategies actually are - you're supposed to be a consultant-based organisation. There's little evidence of that.

    Sort your HR out. Again, you're supposed to be selling HR expertise to companies, and you can't even get it right in your own company.

    Doesn't Recommend
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