We know that Diversity and Inclusion (D&I) is good for business. Organisations that invest in D&I report seeing a number of advantages, such as an increased ability to attract talent, greater innovation and improved financial performance.
At PwC, we’ve found that the most effective D&I programs are comprised of four dimensions:
Understanding the Facts of Today
Building an Inspirational Strategy
Equipping Leaders for success
Creating Sustainable Movement
Take our short survey to assess your organisation’s Diversity & Inclusion program
Our new survey enables you to self-assess your maturity across those dimensions.
The survey is short and easy to use, and when you finish the survey, you’ll receive an assessment of where your program is strongest and where there are areas of opportunity, as well as providing a benchmark of how you compare to others in your region and industry.
For more information on interpreting the results for your organisation or advice on how to become more Diverse and Inclusive, please contact Sue Johnson:
Switzerland, and more specifically Geneva, is an important global hub for international Not-for-Profit organisations. These play a vital role in key humanitarian activities worldwide. In spite of the importance of this work, which benefits a growing stakeholder community, these organisations can find themselves confronted with a number of formal issues in an increasingly complex environment.
Artificial intelligence and equal pay are two topics rising in importance in the business world. How do they benefit your organisation? How do they impact your organisation’s activities?
We would like to address these matters and share key questions asked by NPO managers around artificial intelligence and equal-salary at our upcoming NPO Breakfast on Tuesday, 20 June.
The breakfast will provide a great opportunity to meet with PwC experts and peers encountering similar issues. If you would like to attend please register, as the number of participants will be limited.
We look forward to meeting you over breakfast!
8.30 am Welcome coffee & breakfast
9.00 am Introduction Gill Sivyer, Partner, Global Leader International Development, PwC
9.10 am Artificial Intelligence Christian Westermann, Partner, Leader Data & Analytics, PwC Digital Services
Manuel Capel, Senior Manager, Data & Analytics, PwC Digital Services The Speakers will introduce the topic of artificial intelligence (AI) and the reasons why it is gaining importance in the business world. Interconnected digital systems generate valuable information from new sources such as the internet, sensors or images captured by drones. By applying artificial intelligence to this data, it can be used to drive revenues and reduce costs by identifying new market opportunities, increasing process automation and detecting anomalies.
9.30 am Equal-Salary Certification Sue Johnson, Senior Manager, Inclusion & Diversity, PwC
Attracting the best talent continues to be a top of mind challenge for leaders in all sectors. Fostering an inclusive workplace is key to enabling an innovative work culture and high performing teams with a customer centric ethos. The speaker will outline the impact of how EQUAL-SALARY certification can support your organisations journey to a diverse and inclusive workplace.
9.50 am Questions & discussion
10.20 am End
Date and time
Tuesday, 20 June 2017
From 8.30 am to 10.20 am, including breakfast
Gain the diversity edge through inclusive recruitment
Today, more and more CEOs regard talent diversity and inclusion as vital to their organisation’s ability to drive innovation and gain competitive advantage. And as businesses across the world inject greater urgency into their gender diversity efforts, we’re seeing an intensifying focus on hiring female talent. In fact, 78% of large organisations tell us they’re actively seeking to hire more women – especially into more experienced and senior level positions.
PwC’s new report, Winning the fight for female talent, explores how organisations are seeking to deliver on their gender diversity attraction goals. We also examine the impact of these approaches and – more generally – how they’re matching up to the career aspirations and diversity experiences and expectations of the modern workforce.
Prize of pay parity in OECD could mean US$2 trillion increase in total female earnings
Latest PwC Women in Work Index reveals:
Gradual improvement in female economic empowerment in OECD
Nordic countries still lead the way, with Iceland, Sweden and Norway taking top 3 spots
Poland climbs into top 10 thanks to gains in cutting female unemployment
Other top 10 places held by New Zealand, Slovenia, Denmark, Luxembourg, Finland and Switzerland
But gender pay gap poses major challenge, with parity still decades if not centuries away
Potential prize of closing the gap could boost total female earnings by US$2 trillion
21st February, 2017 – Slow but steady progress continues to be made in OECD countries towards greater female economic empowerment, according to a new PwC report.
But the gender pay gap continues to be a major issue, with the average working woman in the OECD still earning 16% less than her male counterpart – despite becoming better qualified.
The latest PwC Women in Work Index, which measures levels of female economic empowerment across 33 OECD countries based on five key indicators, shows that the Nordic countries – particularly Iceland, Sweden and Norway – continue to occupy the top positions on the Index. Poland stands out for achieving the largest annual improvement, rising from 12th to 9th. This is due to a fall in female unemployment and an increase in the full-time employment rate.
PwC analysis shows that there are significant economic benefits in the long term from increasing the female employment rate to match that of Sweden; the GDP gains across the OECD could be around US$6 trillion.
When it comes to closing the gender pay gap, countries such as Poland, Luxembourg and Belgium could see the gap fully close within two decades if historical trends continue. But much slower historical progress in Germany and Spain means that their gap might not close for more than two centuries, although making this a policy priority could accelerate progress. The gains from achieving pay parity in the OECD are substantial – it could result in a potential boost in female earnings of around US$2 trillion at today’s values.
The talent challenge: Harnessing the power of human skills in the machine age
With the rise of automation, we’ve reached a point where we’re questioning the role people play in the workplace. How to achieve the right mix of people and machines in the workplace is the critical talent question of our age.
Fifty-two percent of CEOs say that they’re exploring the benefits of humans and machine working together and 39% are considering the impact of Artificial Intelligence on future skills needs. This is a delicate balancing act for CEOs in every sector and region.
However, you can’t have a machine age without humans and 52% are planning to increase headcount over the next 12 months. They are focused on obtaining the skills that they need to create a world where humans and machines work alongside each other.
Different skills will be needed, roles will disappear and others will evolve. Some organisations will need fewer people, but others will need more. There will be a rebalancing of human capital as organisations adjust.
Exceptional skills and leadership will be needed, and yet 77% of CEOs say they see the availability of key skills as the biggest business threat. Todays in demand skills are exclusively human capabilities – adaptability, problem solving, creativity and leadership. Software cannot imitate passion, character or collaborative spirit. By marrying these skills with technology, innovation can thrive and organisations can succeed in competitive market places.
CEOs have an enormous challenge ahead of them; it is the role of business leaders to protect and nurture their people to show that in the technological age, humans are their priority.
Our new report – The talent challenge: Harnessing the power of human skills in the machine age – looks at the dilemmas facing CEOs and their HR teams in today’s environment and how their businesses can stay ahead.
PwC has joined forces with HR Today to present a series of studies entitled HR Today Research. The aim is to foster dialogue with the professional HR community and encourage people to participate in the HR-specific survey. Take part and you could win a night for two in one of the five star hotels in the Victoria Jungfrau Collection.
The study results will be published in the spring of 2017 via the channels of HR Today and presented at an event.
Every person is born with potential: the key is unlocking that potential. So, how can we provide opportunities that empower young people to take ownership over their own future outcomes?
You can download our new Young Workers Index report by clicking below, where we discuss how governments and businesses can reap the rewards from playing their part in making this happen. You can also explore key findings from the research and use our new interactive tool to delve deeper into the data below.
For PwC, diversity is a priority across our network of firms because we need the best available talent to create value for our clients, people and communities. We hire and nurture professionals who take a variety of approaches to problem-solving, who are willing to challenge the status quo, who think differently from one another, and who come from many different backgrounds and cultures. We do this because to solve important problems we need diverse talent.
Our global diversity journey began 12 years ago, when the PwC network of firms first began to focus on a globally consistent approach to diversity as a business imperative and enabler for delivering our international business strategy. A lot has changed in the intervening years, particularly with regard to the decision-making that drives the operationalisation of our network approach and strategy. Through this journey we have arrived at the approach and PwC D&I story that we share with you in the report ‘The PwC diversity journey’.
Realising the power and potential of a changing workforce
Management wants greater diversity. Clients and employees expect it. But while progress is being made, there’s still a big gulf between management’s intentions and the reality for many people working within insurance.
In this round-up of our research and viewpoints on diversity and inclusion in the insurance industry, we outline why diversity in all its forms – from gender, generation, ethnicity, sexuality and disability to people with a broader range of skills, experiences and cultural backgrounds – can give your business an edge. We also look at how far the industry has come and how to break though the remaining barriers.
Our perspectives draw on our wide ranging work with insurance clients and support for groups campaigning for greater diversity and inclusion. We also draw on our own experience of seeking to make diversity a reality within our Organisation.
We have heard a lot about a chronic skills gap in the workforce: A mismatch between the demand and supply of talent means that getting (and keeping) the right people has never been more challenging. With a rapidly changing and increasingly disrupted world, companies not only need the traditional technical skills and experience, but also need people with an agile mind-set and entrepreneurial spirit. Incentive structures are one of the key levers that can increase a company’s attractiveness to these in-demand employees. In fact, in our recent CEO survey, one-third of global CEOs surveyed said just that: they expect enhanced pay, incentives and benefits to have the greatest impact on attracting, retaining and engaging the right Talent.
What is influencing reward strategy? We see these themes emerging:
In our experience, the most successful reward strategies have three things in common:
They recognise and are sensitive to individual employee needs
They deploy technology to deliver an engaging experience to employees
They reinforce the value statements, culture and purpose of the organisation
Get these factors right with your reward strategy, and you will be well positioned to attract and retain the talent you need.