A few years ago, at PwC we began to wonder why our younger people didn’t seem to be motivated by the same things that motivated the generations before them. Why didn’t they want to work in the same way? In the accounting and professional services industry, it has long been assumed that fair pay, a stable upward career path, a chance at financial security and the prestige of partnership would be enough to attract and retain bright young talent. However, we started to find that this was no longer the case. So what have we been doing differently to address this business dilemma?
Instead we’ve been revisiting our traditional human capital approach, implementing new policies, and looking at alternative, more sustainable business model options to address the shifting needs of our workforce. Here are some recommendations for organisations to consider, and some examples of how PwC has been addressing the same issues.
Global Human Capital Leader
US People Innovation Leader