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Workforce Strategy Diagnostic

Do you have the workforce strategy you need for tomorrow?

Navigating the future of work

Society is living through a fundamental transformation in the way we work. The COVID-19 pandemic has caused sharp shifts in workforce strategy regardless of industries and regions. The differentiator is how quickly business and human resource (HR) leaders have been able to gauge, respond and navigate the ongoing health, economic and societal crisis. Organisations need to prepare themselves for the future by adapting to remote work, and health and safety protocols. It has never been clearer, organisations need a strong workforce strategy that helps them take action today to prepare for tomorrow's work, workforces and workplace, whatever that may look like.

68% of organisations do not consistently take a strategic scenario-based approach to workforce plans
76% of organisations are prioritising investments in connectivity tools to enhance the employee experience of their workforce

As organisations prepare for the future of work and think about developing a strong workforce strategy that accounts for all stakeholders, they must implicitly consider how uncertainty, automation, People / HR practices, and their industry and geography should be considered.

  • How effective is your company’s workforce strategy today and how well are you prepared for the future of work?
  • How are you planning for an uncertain future?
  • How do your decisions on technology, automation and artificial intelligence impact your workforce?
  • What changes are required in your People/HR practices today to enable them to be ready for tomorrow?
  • How well prepared are you when compared to others in your industry or geography?

To answer these questions, PwC has developed a diagnostic and maturity model, informed by our research and extensive experience in designing and implementing future workforce strategies.  Our model assesses preparedness in five distinct areas:

  • Planning - How effective is today’s planning process?  How do you integrate business financial and workforce planning processes?  How will your workforce mix change based on new technologies, sourcing models or location strategy?
  • Purpose - How are you making working decisions that are aligned with your stated purpose and values? How are you managing fear and anxiety associated with your technology and automation strategy?
  • Talent- Are you making the right investments in today’s talent programs in order to future-proof your business?  Does your brand attract the right talent? Are your reskilling investments building the right mix of management and digital skills?  Do your diversity, wellbeing and rewards programs meet the needs of tomorrow's workforce?
  • Technology - Are your technology investments being optimised to drive the right digital employee experience and level of productivity?
  • Organisation - How effectively do you embed ‘future of work’ considerations throughout the operating model?
46% of organisations are not considering reskilling impacts when deploying automation or artificial intelligence

Contact us

Bhushan Sethi

Bhushan Sethi

Joint Global Leader, People and Organization, Principal, PwC United States

Tel: +1 (646) 471 2377

Peter Brown

Peter Brown

Co-Leader, Global People and Organisation, PwC United Kingdom

Tel: +44 (0)7789 003712

Julia Lamm

Julia Lamm

Global Workforce Strategy Leader, PwC United States

Alexandra Hom

Alexandra Hom

Workforce strategy, Senior manager, PwC United States

Tel: +1 (646) 832 9699

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