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NEXT PRACTICE SESSIONSRound I: Innovative Talent Management

Marvin Mendoza Director, Talent Innovation Practice, PwC


Talent InnovationA “next practice” discussion

Diversity Best Practices

“Workplace Of The Future”

Friday, February 26, 12:30–1:30pm


Agenda

Timing Topic

12:30 – 12:50pm Welcome & Presentation

12:50 – 1:00pm Q&A

1:00 – 1:20pm Table Top Discussions

1:20 – 1:30pm Wrap-Up / Closing


Technological Breakthroughs

Shift in Global Economic Power

Demographic Shifts

Resource Scarcity

Accelerating Urbanization

Business Innovation

• The rising “millennial” workforce embodies qualities of the social/”now” generation

• The age of the flexible/freelance workforce demands new thinking and approaches (~50% by 2020)

• Mobile/Social technologies are enabling new, richer, and more frequent interactions

Transformation accelerating business innovationGreat forces of transformation are reshaping business as we know it


Yet the way we work has not fundamentally changed in 30 years

72%of CEOs remain worried about the

availability of key skills

- PwC’s 2016 Global CEO Survey


Within the next 10 years, millennials will make up 75% of the global workforce

2016

36%

2020

50% 75%

*PwC 2013 NextGen study, Bureau of Labor Statistics

2025


Work / Life Flexibility is becoming table stakes for all employees – not just millennials

66% say work significantly interferes with personal life

60+% say they want the option of working more flexibly

What all employees want today

1. Greater options in work hours and location

2. The option to shift work hours to accommodate their schedule

3. The ability to work in locations outside the office, connected by technology


Traditional ideas of what “work” means are being challenged by a new paradigm

20% femalesand

15% malesWork is a thing not a place

Rethink working hours and mobility

Less hours for less pay$

would accept at least 20% less pay—and a slower promotion schedule—in order to work a 40-hour week

Diversity Best Practices Follow @DBP_News and use #DBPMember to join the game-changing diversity and inclusion conversation!PwC 9

“What if you could make people as productive at work as they are in their personal lives? [We live in a] “new digital age” - an age that is naturally mobile, connected and collaborative. An age where we can read the news, set up a dinner party and buy a plane ticket on our smartphone before we get out of bed.

So why don’t we use 21st-century technology to help employees become more productive, more engaged and more satisfied? Why shouldn’t work happen with the same speed and collaboration we enjoy in our private lives?”

Google for Work, “Work the Way You Live,” 2014


A fundamental re-think of the talent ecosystem is key to driving performance

Your Talent Ecosystem. Reinvented. Strategy Performance

Growth Goal

Innovation Goal

Transformation Goal

Culture, Values, & Engagement

Talent Acquisition

Onboarding & Integration

Retirement

Diversity & Inclusion

CapabilityModel

Progression & Promotion

Total Rewards & Benefits

Leadership Development &

Succession Planning

Data & Analytics

Internal Communications

& Change Management

GlobalMobility

Deliver against your mission

Increase operational efficiencies

Enhance employee experience

Drive effectivenessEngagement Goal


PwC Shift #1: Translating purpose into actionWe identified 5 key competencies that will enable us to achieve our purpose and goals, while also providing a single framework for our entire talent ecosystem – including career development (#1 for millennials)

Whole leadership (WL)I lead myself and others to make a difference and deliver results in a responsible, authentic, resilient, inclusive and passionate manner.

Business acumen (BA)I bring business knowledge, innovation, and insight to create distinctive value for clients and PwC.

Technical capabilities (TC)I apply a range of technical capabilities to deliver quality and value for clients and PwC.

Global acumen (GA)I operate and collaborate effectively with a mindset that transcends geographic and cultural boundaries.

PwC’s Global Competencies

Relationships (Rel)I build relationships of high value which are genuine and rooted in trust.


PwC Shift #2: From paper-ruled to innovation-fueled, and compliance to conversations

• Once a year

• Time-consuming and cumbersome

• Focused on compliance

• Paper, paper, more paper

• Throughout the year

• Quick and simple

• Focused on developing PwC Professionals

• Modern and technology-enabled


PwC Shift #3: Providing a modern, digital 24/7 window into development


PwC Shift #4: “Going Google”


PwC Shift #5: Flexibility is part of our fabric


PwC Shift #6: Office Space Transformations

SuperCafé

Eat lunch, take a break or informal meeting space

• Seating for 120 people

• Aramark Micro Market with kitchen amenities

• Wireless access

• Cable TV

• Apple TV

• Gaming station with Xbox One & lounge style seating

Serenity Room

• Sink

• Chair

Walkstation

Integrated treadmill and desk to keep you moving while taking a break or working

• Top speed is 2 mph

• Display console shows speed, calories burned, time and distance

• Whisper quiet


PwC Shift #7: Talent Exchange


Our results to-date…..

60% more development

conversations

Highest employee engagement score in

PwC history (84%)

Large operational

efficiency gains

60% less time on talent admin


It’s time to reinvent the way we work

1

9


Table discussions: How can you make your talent practices more innovative in response to changing business needs?

Culture, Values, & Engagement

Talent Acquisition

Onboarding & Integration

Retirement

Diversity & Inclusion

CapabilityModel

Progression & Promotion

Total Rewards & Benefits

Leadership Development &

Succession Planning

Data & Analytics

Internal Communications

& Change Management

GlobalMobility

1. How are your organizations already responding in relation to the trends we discussed?

2. What are the gaps or key areas of opportunity for your organizations related to these trends? What are the key challenges in making progress?

3. How can D&I and HR help your organizations adjust to these trends?

4. What practical things can you do in your roles to incite change and action?

5. What steps could you take, and/or what other groups could you collaborate with, in order to enhance the business case for change?


Points of Contact and Additional PerspectivesJeff Hesse

Principal, Talent Innovation Leader

312.298.6881

[email protected]

Marvin Mendoza

Director, Talent Innovation

713.356.5751

[email protected]

PwC’s Next Gen: A global generational study

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