Listen to This Episode Here:
On this episode of The Chemical Show, Geoff Smith, partner at Mercer, joins Victoria Meyer to unpack what’s really changing in the chemical industry’s talent landscape. Drawing on Mercer’s recent Global Talent Trends Survey, Geoff explains why employee thriving is down, especially among managers, and what leaders can do to support and engage their people in a fast-changing, tech-enabled world.
Tune in for key takeaways:
- Why employee thriving is dropping and what this means for managers
- How AI and technology are changing, but not replacing, critical roles
- The reality of career paths in a flatter organization
- Leadership priorities: building skills, supporting managers, and clear communication
- Practical guidance for professionals navigating the “messy middle” of their careers
Killer Quote: “You own your career and the trajectory. Always invest in yourself by continuous learning… It should be okay to ask questions so that you get clarity so that you can do your job.” — Geoff Smith
Watch Geoff and Victoria’s Conversation on Youtube Here:
Talent Shifts Reshaping the Chemical Industry with Geoff Smith of Mercer
The chemical industry continues to evolve at a breakneck pace. Advances in technology, the shifting demands of global markets, and new approaches to work challenge both organizations and individuals to adapt. In this episode of The Chemical Show, Victoria sat down with Geoff Smith, Partner at Mercer, to discuss emerging talent trends, the realities of workforce transformation, and the practical steps leaders and employees can take to thrive in this dynamic environment.
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Change is the Only Constant
Today’s chemical businesses face relentless change. According to Geoff, the pace has accelerated due to factors from geopolitics to the rapid adoption of new technologies like AI. What’s different now is not just what’s changing, but how quickly these shifts come and the impact felt by people on the ground.
The one thing that remains consistent, Geoff emphasizes, is the need for organizations to bring their employees along for the journey. Whether it’s portfolio shifts, digitalization, or revised operating models, business transformation only succeeds when the workforce is engaged and prepared to respond.
Employee Fatigue: What the Data Tells Us
Mercer’s latest Global Talent Survey highlights a growing challenge: employee fatigue. The numbers are telling, there has been a significant drop in what Mercer calls “employee thriving,” a blend of engagement and focus. In chemicals, this decline is more pronounced than in many other sectors. For an industry that relies on safety and precise execution, the fact that employees feel disengaged and tired is a real concern.
Victoria and Geoff both pointed out that while these feelings are common across industries, for chemical companies, the stakes are higher. The safe, reliable operation of plants and processes depends on having energized, attentive people at every level.
AI: Separating Hype from Reality
AI is top of mind for leaders and employees alike. Geoff noted that while there is genuine excitement about the potential of AI to drive productivity, most employees don’t know quite how to position themselves in this emerging landscape. They’re looking to their employers for support, especially to develop the skills they need for “human-machine teaming.”
Yet, expectations around AI must be managed. C-suite leaders want clear returns on these investments, but Geoff cautioned that true efficiency gains come from augmenting roles, not simply automating them out of existence. He likens it to the impact of email or spreadsheets: essential tools, but still reliant on human judgment, context, and expertise.
Rethinking Career Paths and Success
Traditional career ladders are flattening. In organizations today, there are fewer levels and title changes, yet opportunities can be just as rich, provided employees focus on continuous learning and adapting. This shift means that advancement is less about climbing a strict hierarchy and more about building diverse experiences and skills across roles.
For ambitious professionals, this is a mindset shift. Instead of measuring success solely by promotions, it’s about developing valuable skills, taking on new challenges, and growing compensation within broader pay bands.
Leadership Is About Clear Communication and Development
For leaders, supporting the workforce through this transition comes down to a few fundamentals:
- Prioritize honest, authentic communication. Employees want to know where they stand and what’s expected.
- Clarify career options, even when they look different from the past.
- Invest in managers and supervisors, who are essential to bringing employees along. Mercer’s data shows they are some of the most fatigued in the organization, yet critical for driving change.
Geoff also stressed the need to understand the key roles driving the business and the underlying skills crucial for future success.
Practical Advice for Employees: The Power of Self-Development
For individuals, especially those in the “messy middle” of their careers, the message is clear: own your journey. Geoff advocates continuous learning, asking questions, and investing in yourself. Industries and roles will continue to change, but those who develop new skills and stay curious will find opportunities to thrive even if the path looks different than expected.
The chemical industry will always be about transformation, whether through new technology, evolving customer demands, or changes in organizational structures. Success will come to those organizations and individuals who face these changes with open communication, a commitment to development, and a willingness to adapt. All qualities highlighted throughout this powerful discussion on The Chemical Show.
About Geoff Smith:
Geoff Smith, Partner & Global Client Manager
Geoff Smith is a Partner and Houston leader, responsible for advancing growth and cultivating consulting talent across the firm. He also serves as Mercer’s Manufacturing and Automotive Industry Leader and oversees several strategic client relationships as a Global Client Manager.
Geoff has more than 25 years of experience consulting with clients on the HR strategy, administration and delivery of HR and reward programs. He has experience across multiple industries, including deep expertise across Energy, Chemicals, Services, Manufacturing, and Healthcare. Geoff collaborates with Mercer’s colleagues and consultants in delivering Health, Wealth, and Career consulting solutions, products, and tools on behalf of his clients.
Geoff has bachelor’s degree in business from the University of Oklahoma and a master’s degree in business administration from Southern Methodist University.
Geoff has also co-authored human capital industry specific papers including:
- Mergers,acquisitions and divestitures – Talent practices in US manufacturing 2025
- Talent Strategies – Manufacturing Industry Report2023
- North America Energy Transition Research Study
- How will triple digit oil price impact the energy transition