People and organization publications

Featured publications

Building the bench: Strategic planning for CEO and executive succession
Putting the right talent at the top is critical for boards and CEOs who need to ensure their companies thrive in today’s dynamically changing landscape. To compete and win, companies need to cultivate executive talent and teams that can recognize and seize strategic opportunities in constantly shifting conditions. Do you have a succession process that can put the right talent at the top?

Trends in People Analytics - With excerpts from the 2015 PwC Saratoga Benchmarks Trends in People Analytics - With excerpts from the 2015 PwC Saratoga Benchmarks
PwC’s Trends in People Analytics report highlights our recently published 2015 Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.

Trends in People Analytics - With excerpts from the 2015 PwC Saratoga BenchmarksTrends in People Analytics - With excerpts from the 2015 PwC Saratoga Benchmarks
PwC’s Trends in People Analytics report highlights our recently published 2015 Saratoga US benchmark data, as well as the implications for people analytics functions and key trends for consideration.
The talent to win
Global megatrends are escalating the war for top talent and reshaping business as we know it. To stay ahead, organizations are innovating at warp speed. The problem is, in most organizations business innovation dramatically outpaces talent innovation. And when your business strategy and talent strategy are out of sync, you can't drive top business performance. By creating talent innovations that accelerate your top business goals and integrating them throughout your entire organization, you will establish talent as a strategic advantage.

The connected workforce is talking SMAC. Are you ready?
By combining four technologies--social, mobile, analytics, and cloud (SMAC)--leading companies are aspiring to become something new: "a connected workforce". To achieve a truly connected workforce, organizations need to do more than simply invest in and install SMAC technologies. The power for the organization lies in the ability of the connected workforce to combine SMAC in new ways that drive insight, spur innovation and create value. The impact can be significant--improving products and services, increasing operational efficiency and providing greater customer and employee engagement.

18th Annual Global CEO Survey
As industry transformation and disruption gather pace, financial services CEOs are more concerned than ever about the limited availability of key skills.

Bigger bets, wider nets: Reset needed for talent and HR
Findings from 2015 US CEO Survey
In a world with more opportunities, US CEOs know they need to scale up their organizations' ability to learn and innovate. They're seeking people with broader skillsets and finding them via new channels. How can HR help CEOs modernize how they find, develop and retain talent?

Building Enterprise Agility
In our fast-moving world, the winners will be companies that can sense change and respond accordingly. Companies striving to become agile must think in terms of three kinds of drivers of change: the “operating environment” that might radically reshape their business environment; “strategic responsiveness” or the soft levers they can pull in response; and the “organizational flexibility” that invariably affects their capacity to respond quickly. PwC has identified four key attributes for executives to consider. Becoming an agile enterprise is an ongoing process - Is your business prepared?

Moving HR to the Cloud? Navigate key barriers to boost success
PwC’s 2014 HR Technology Survey provides insight into key issues facing today’s HR business and technology leaders. While the shift from on premise Human Capital Management (“HCM”) to cloud HCM based applications is a significant trend, many HR business and technology leaders are finding the move requires a transformational mind-set – one that many seem to undervalue and oversimplify. This paper discusses the major trends driving HR cloud adoption, common barriers encountered along the way, and considerations for success.

Are you ready for the Cloud? The case for moving insurance human resources to the Cloud
The Cloud is no longer considered cutting edge. Industries once thought to be too security sensitive are embracing it. Moving to the Cloud is central to technological and functional transformation, challenging human resources departments to be more strategic.

Key trends in human capital 2014: A new vision for growth
A look at key workforce trends from around the world using data from PwC Saratoga's benchmarking database. This sixth edition of Global Trends in Human Capital asks you to think again, to break the habit of familiarity – and in doing so, set yourself apart from the crowd.

A flex-able future: Integrating workplace flexibility at financial institutions
Workplace flexibility—alternating the time, place, and/or way of working—is one of many factors that can impact the ability of financial institutions to achieve their business objectives. In an era of talent shortages in which Millennials and others are seeking rewards beyond compensation alone, flexibility is at the core of a strong employee value proposition. By offering flexibility, financial institutions can differentiate their brands, boost productivity, reduce costs, and gain a competitive edge in the market for skilled employees.

What is HR's role in your business strategy?
HR leaders are increasingly using technology to advance their organizations’ strategic talent goals.

Cure for the common culture: How to build a healthy risk culture
What does it take to build a sustainable risk-resistant culture? We surveyed global banking leaders to find out.

Engaging and empowering Millenials

HR: Delivering more for less. What sets top performers apart?
People have become accustomed to the ease, speed and intuition of the on-line shopping experience. They now want this in other aspects of their daily lives, including their interactions with HR. Organisations also want HR to inform workforce plans with the same rich data and analytics used in customer profiling and other forms of business intelligence. The credibility HR needs to play a full part in strategic management depends on its ability to meet these demands.

At the beginning of 2014, we surveyed 150 organisations from around the world to find out whether their operational teams are equipped to meet these expectations. Our report looks at that factors that marks out the most effective HR operations and the developments needed to keep up with the constantly rising bar of business demands.

So what sets top performers apart?

The future of work: A journey to 2022
Our report focuses on three possible future ‘worlds of work’ - Green, Blue and Orange - which provide a lens through which to examine the way organisations might operate in the future. We look at how the characteristics of these three worlds of work are likely to be shaped by the changes coming up over the next eight years. This includes setting out the recruitment, reward and employee engagement strategies that are likely to be most relevant as these worlds evolve, and what this means for businesses, workforces and HR.

10Minutes on organizational DNA
Ever wonder why some companies consistently deliver while others disappoint? Faced with the same market, stocked with similar talent, one organization flourishes, while the other flounders. By understanding what makes your organization tick and where there might be breakdowns to address, you and your employees can truly deliver on your strategic intent.

Equipped for the future: Re-inventing your organisation
Most financial services businesses are organised and run for a marketplace that is fast disappearing. How can you make sure your business is equipped to compete?
This report deep dives into the forces driving change and proposes five main building blocks for the new organizational paradigm drawing on the insights of PwC’s sector experts.

Trends in workforce analytics - Capturing the latest results from US Human Capital Effectiveness Benchmarks, 2014
Market demand for workforce analytics is on the rise as business leaders increasingly recognize that the right talent is critical to bringing business strategies to life. Equally important is the ability to access and analyze the right information to support talent-related business decisions. For their part, many HR departments are beginning to recognize that delivering the right insights at the right time requires the creation of a new competency–one that incorporates the development of new workforce analytics deliverables, an organization that can produce them, the tools and technology to create them, and an approach to boost usage and adoption.

HR Innovation - Winter 2014
HR Innovation offers advanced thinking about the challenges that should be uppermost on the minds and agendas of organizations and their Human Resources (HR) leaders. In this issue of HR Innovation, we focus on the continually changing HR landscape and what organizations need to do to take control of today’s opportunities and tomorrow’s decisions.

Workforce of the Future: How strategic workforce planning can help financial institutions today, tomorrow and beyond
Top-performing teams don’t happen by accident; they’re built to support an organization’s strategy and culture. Do you have the people who can make your strategy happen?

Adapt to Survive
The need for markets to adapt to change is nothing new. In countries where a workforce lacks the skills that are suddenly in demand we see a skills gap emerge. Our analysis has led us to create a Talent Adaptability Score – a benchmark that evaluates a country’s ability to match talent with opportunity. 'Adapt to Survive' sets a new benchmark for evaluating a country’s ability to match talent with opportunity and the movement of people between industries – the Talent Adaptability Score.

The connected employee experience for Technology businesses
The workforce is changing for all industries, and employers are no longer in the driver's seat. Technology companies that build a unique connected experience for their employees will drive up innovation and productivity by increasing employee job satisfaction.

Power and Utilities changing workforce
Workforce changes are re-shaping the risk profiles of power & utilities companies. A systematic approach could help attract and retain core know-how, and transfer industry knowledge to a younger generation.

Putting the success in succession
Succession planning done right sets the growth course. It aligns with talent processes, mends gaps and develops future leaders for success. But too often, it doesn’t get the attention it deserves unless a crisis forces it on the agenda. True planning for the workforce of the future, for the success of the future—means addressing succession planning today.

Talent Strategy: The missing link to the connected workforce
This snapshot from PwC’s Digital IQ survey looks into how C-Suite “digital conversations” should focus on talent strategies needed to harness new technologies—and include the CHRO, who is often missing from the C-suite conversation.

Mending the gender gap: Advancing tomorrow's women leaders today
Women continue to dramatically lag behind their male counterparts in leadership roles. Women make up 35% of the global workforce across all industries -- but only 17% progress to leadership roles. More alarming, women hold only 12% of board seats and a mere 5% of CEO positions. What talent strategies can companies take to expand their pipeline of women leaders and help close the gender gap?

PwC’s NextGen: A global generational study
Conducted by PwC, the University of Southern California and the London Business School, this study captures the various forces at play that are influencing the experience of Millennial employees.

Talent mobility: 2020 and beyond
The business world is in the midst of fundamental change and in the next decade the ability of organizations to manage their global talent efficiently will mark the difference between success and failure.