Research & Insights

Our study looks at millennials' attitudes toward work, how they will impact workplace dynamics, and how companies should adjust their talent strategy to accommodate this new reality

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

PwC and the National Association of Stock Plan Professionals (NASPP) are pleased to announce the release of the 2012 Global Equity Incentives Survey (GEIS): “Back to the Basics”— Executive Summary.

Too often we see financial institutions shift their business strategies but fail to adapt their operating models. The result? Risk soars, performance stops and competitors pounce.

Over the past few years pay practices in the financial services sector have come under intense scrutiny following short term and excessive risk taking. Now there is greater emphasis on longer term incentives.

Key trends in human capital 2012 ― A global perspective

In this PwC article over 1,200 CEOs talked about their global talent management issues - and how HR should react.

Hourglass issue 24: putting HR at the centre of your people strategy. We look at the current hot issues in human resources.

PwC surveyed over 4,000 millennials to learn what they value most in their career. What’s clear is that the way our global workforce is sourced, organised, and managed is headed for radical change.

While companies have a more positive view of compensation levels in the short term, the slow nature of the economic recovery and unprecedented scrutiny of executive pay has given rise to performance-based equity as the chosen compensation vehicle.

Companies want to retain star performers and talent - but it's important to also focus on the pivotal roles that can improve retention and create (or destroy) value. What are organisations doing to engage pivotal talent and ultimately stay ahead?

Gender and Gen Y: Insights into Global Diversity in China

PwC has produced this paper in collaboration with the World Economic Forum’s Young Global Leaders to spark dialogue on workforce issues common to governments worldwide. We hope it will initiate a conversation on how governments can maintain their competitiveness in the war for talent, how private sector leaders can (and should) assist their public sector peers, and how aspiring leaders can prepare themselves for public service.

Our study looks at millennials' attitudes toward work, how they will impact workplace dynamics, and how companies should adjust their talent strategy to accommodate this new reality

Over 1,300 CEOs talked to us about their global talent management issues. How should HR react?

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

In this PwC article over 1,200 CEOs talked about their global talent management issues - and how HR should react.

PwC surveyed over 4,000 millennials to learn what they value most in their career. What’s clear is that the way our global workforce is sourced, organised, and managed is headed for radical change.

While companies have a more positive view of compensation levels in the short term, the slow nature of the economic recovery and unprecedented scrutiny of executive pay has given rise to performance-based equity as the chosen compensation vehicle.

Companies want to retain star performers and talent - but it's important to also focus on the pivotal roles that can improve retention and create (or destroy) value. What are organisations doing to engage pivotal talent and ultimately stay ahead?

Gender and Gen Y: Insights into Global Diversity in China

PwC has produced this paper in collaboration with the World Economic Forum’s Young Global Leaders to spark dialogue on workforce issues common to governments worldwide. We hope it will initiate a conversation on how governments can maintain their competitiveness in the war for talent, how private sector leaders can (and should) assist their public sector peers, and how aspiring leaders can prepare themselves for public service.

Our study looks at millennials' attitudes toward work, how they will impact workplace dynamics, and how companies should adjust their talent strategy to accommodate this new reality

Over 1,300 CEOs talked to us about their global talent management issues. How should HR react?

The business world is in the midst of fundamental change and in the next decade the ability of organisations to manage their global talent efficiently will mark the difference between success and failure.

In this PwC article over 1,200 CEOs talked about their global talent management issues - and how HR should react.

PwC surveyed over 4,000 millennials to learn what they value most in their career. What’s clear is that the way our global workforce is sourced, organised, and managed is headed for radical change.

Companies want to retain star performers and talent - but it's important to also focus on the pivotal roles that can improve retention and create (or destroy) value. What are organisations doing to engage pivotal talent and ultimately stay ahead?

Gender and Gen Y: Insights into Global Diversity in China

PwC has produced this paper in collaboration with the World Economic Forum’s Young Global Leaders to spark dialogue on workforce issues common to governments worldwide. We hope it will initiate a conversation on how governments can maintain their competitiveness in the war for talent, how private sector leaders can (and should) assist their public sector peers, and how aspiring leaders can prepare themselves for public service.