Quality of life: Balancing work-life demands

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People are most successful when they have the everyday flexibility they need to meet the demands of their professional life and accomplish the things they identify as priorities outside of their career.

Our goal is to create a flexible work environment where we can respond in the most agile way to the demands of a client service business while providing our employees with control and influence over their own quality of life.

Everyday flexibility

PwC has also integrated the concept of work-life flexibility into the day-to-day work environment through several programs, including:

  • Year-round Flex Days
    Employees can enjoy flex days at any time of the year for additional extended time off. Teams work together to figure out what works for them, taking into consideration client and business.
  • Teaming culture 
    A teaming culture in which multiple employees share responsibility for client service and deliverables enables our people to create work schedules that work best for themselves, the team and the client.
  • Work-life resource and referral
    To help our employees balance personal and work commitments, PwC offers this confidential resource and referral service that can assist PwC employees and their immediate families with financial, educational, career, childcare, elder care, disability, and stress management including free articles and publications.
  • Unprescribed sick leave
    To assist employees in maintaining work-life quality, the Firm’s policy provides an unprescribed number of sick days for all US full-time and part-time staff scheduled to work at least 1,000 hours a year. What’s more, our policy allows paid time off not just for one’s own illness, but also to care for a sick child, parent, spouse, or same-sex domestic partner.

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Formal flexibility

In a truly flexible work environment, individuals and teams decide together how and where work gets done.

That's why PwC is creating a new paradigm of work. One where individual goals are respected as much as professional goals, and contribution is measured by results, not by the number of hours you spend in the office.

To do this, the firm offers several formal flexible work arrangements from telecommuting to a compressed workweek. Leaders and colleagues work collaboratively to assess these arrangements in the context of the needs of the individual, the team and the client.

The formal flexible work arrangements PwC offers include:

  • Reduced Hours: Reducing hours to less than a regular full-time week
  • Flextime: Work hours move earlier or later than “regular” business hours
  • PwC@Home: Formal telecommuting, routinely working from home three or more days per week
  • PwC Offsite: Telecommuting, routinely working from home one or two days per week
  • Job-Sharing: Two people jointly fulfill the responsibilities of one full-time position
  • Compressed Workweek: Standard hours compressed into fewer than five work days
  • Sabbatical: Leave of absence while maintaining benefits and a reduced salary rate

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Perspectives on flexibility

"To me, flexibility is about having predictability in our work. That means we need to work together to plan, coordinate schedules and deliverables, and give each other the ability to take the personal time we need to pursue all of our goals."
Tim Ryan,
US Chairman and Senior Partner

"We believe not only in acknowledging flexibility, but also celebrating it. And we know that achieving a culture of flexibility requires a culture of trust – where we can openly discuss our flexibility needs without fear of being viewed as less committed.  And – trust and candor, along with teamwork and collaboration are necessary components of enabling flexibility."
Mike Fenlon,
Chief People Officer

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Shannon Schuyler

Shannon Schuyler

Chief Purpose and Inclusion Officer, PwC US

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