Talent

How we can help

Manage your talent

We can help you rethink your entire people strategy and assess the effectiveness of your HR function, in light of the profound changes now taking place in the talent arena.

Find out more

Make reward strategic

We can help you make your reward and compensation strategy truly strategic by developing market-driven total compensation programmes that meet all your employees’ expectations while meeting good governance standards and satisfying external reviewers.

Find out more

Get the best from people

We can help you get the best from people at every level by structuring your organisation with the right capabilities and leadership to execute your business strategy.

Find out more

Measure for improved performance

We can help you develop human capital measurement and benchmarking solutions that address your organisational challenges and inform your business and HR strategy.

Find out more

Manage risk and compliance

We can help you understand and manage the tax and compliance risks inherent in global talent deployments.

Find out more

Leverage technology and efficiency

We can help you put the right people in the right locations, at the right times in a cost effective and efficient way.

Find out more

Deploy your talent strategically

We can help you deploy your talent globally to make sure you have the right types and levels of talent in the right places, while meeting local regulations.

Find out more

Getting talent right

Finding and retaining the right talent, and simultaneously managing costs, is a perennial challenge for businesses of every size in every sector worldwide. The competition for talent is as fierce as ever, as the global population ages, the nature of work changes and companies look for the skills they need to grow.

Many organisations also lack the sort of information they require to make informed plans and decisions – e.g., information about returns on investment in human capital, staff productivity and employees’ views.

What does this mean for your business?

Tackling such issues successfully involves adopting a more strategic approach, based on a powerful employer brand. With better information, companies can also identify the kinds of skills they need, and where they need those skills, to realise their short- and long-term plans.

One key step is to embed and integrate workforce planning into business planning from the start, rather than treating talent as an afterthought. This demands strong board support on talent sourcing and management, and close on-going collaboration between HR and the business.

Put simply, managing and capitalising on talent is no longer a role that can – or should – be left to the HR function alone. Talent strategy and business strategy must go hand in hand. Otherwise, there’s likely to be a big gap between what you aim to do and your ability to do it.

View our latest Talent research and insights

 

We the urban people

Demographics are a knowledge tool around which policymakers in business, government, and education can understand the flow of emerging needs and can develop strategies to advance the well being of urban people and communities.

Jun 16, 2014

 
 

Remoulding your workforce for a new marketplace

Have you got the right people, with the right skills in the right places? Find out in PwC’s Global CEO survey.

May 28, 2014

 
 

Adapt to survive: How better alignment between talent and opportunity can drive economic growth

How does hiring the wrong talent impact the global economy, and how can an adaptable workforce increase productivity, reduce costs and boost employment levels? Explore interesting findings from PwC/LinkedIn talent data.

Apr 8, 2014

 
 

Women’s progress stalls – “we need to solve the culture challenge”

Progress in women’s economic empowerment has stalled since the financial crisis – that’s the headline message from PwC’s ‘Women in Work’ index.

Mar 14, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Capital projects & infrastructure

In this year’s CEO Survey, infrastructure executives are more optimistic but still concerned about the public sector’s ability to deliver. Creating a skilled workforce is a top priority.

Feb 12, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Transportation & logistics

In this year’s CEO survey transportation & logistics CEOs are more optimistic. They’re focusing on developing the workforce and improving their environmental footprint.

Feb 12, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Pharmaceuticals & life sciences

In this year’s CEO Survey, Pharmaceuticals and life sciences executives say technology, demographics, and shifts in wealth are transforming the sector.

Feb 6, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Engineering & construction

In this year’s CEO Survey, engineering and construction CEOs say they worry about raw materials and the workforce. They also see technology having a big impact.

Feb 6, 2014

 
 

17th Annual global CEO Survey: Industry Focus: Forest, paper & packaging

In this year’s CEO Survey forest, paper & packaging CEOs see tough times ahead and worry about economic risks. Adapting more quickly to changing technology is an issue too.

Feb 6, 2014

 
 

17th Annual Global CEO Survey: Industry focus: Automotive

Automotive CEOs are more optimistic this year, despite worries about a wide range of threats. They see a need to respond to global trends, but many are just getting started.

Feb 5, 2014