PwC is working with Professor Alexander Pepper and Dr Susanne Burri of The London School of Economics on a ground-breaking global study into the ethics of incentives and the fair distribution of income in society.
As a senior business leader, we would very much value your contribution to this piece of work. Our survey takes a maximum of 20 minutes and includes questions which are designed to investigate the complex views we all have about pay fairness. Please click on the link below:
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.
We are delighted to present our new report: The power to perform: Human Capital 2020 and beyond.
In the face of political upheaval, fast-shifting customer expectations, and technological and regulatory disruption, the question is no longer whether financial services (FS) is being transformed, but how quickly, how to keep pace, and how to deliver strong business results in this new environment.
In an earlier paper, we analysed the impact of these transformational developments on operational and organisational models in FS, including capabilities, decision making and reporting relationships. In «The power to perform: Human capital 2020 and beyond», we focus on how these developments are shaping a new people agenda, and set out how FS organisations can proactively manage human capital to ensure they remain relevant and competitive.
7 key priorities for 2020 :
Rebuild trust and redefine employer brand to attract and retain tomorrow’s workforce
Develop dynamic workforce supply/demand models to prepare for the workforce of the future
Maximise the potential of digital ‘talent exchanges’ to promote a better match between talent ‘buyers’ and ‘sellers’
Influence redesign of academic curricula and modernise corporate learning & development to build an adaptive workforce
Digitise the workplace to fuel increased workforce productivity
Integrate human capital data analytics in priority business decisions
Redesign jobs and compensation models to reward contribution to business value
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.
In connection with International Women’s Day, in the last few days PwC has published three studies on the theme of women in business.
Modern mobility: moving women with purpose More women than ever are internationally mobile. But there’s still a major gap between the aims and aspirations of these women and what their employers are offering. The report brings together the views of 134 global mobility executives and 3,937 professionals from over 40 countries.
PwC Women in Work Index 2016
The index ranks 33 OECD countries according to a benchmark based on key indicators of female economic empowerment: gender pay equality, the rate of female labour force participation (both in absolute terms and by comparison with men), female unemployment, and women in full-time employment. As in previous years, Scandinavian countries top the rankings. Switzerland remains in tenth place.
Next Generation Survey 2016: The Female Perspective
This report looks at the perspective of female family business leaders on the basis of a survey of 73 women in 25 countries. Despite the fact that companies with women at board or operational management level often do better, a lot more grassroots work will have to be done if more women are to get the opportunity to take on these roles. The report concludes that one in five women don’t believe they have the same chances of success as men in the family business.