People and functional performance metrics and benchmarking
By using workforce analytics
Workforce performance insights, at the click of a button
Comparing your International Mobility Programme
How finance's role is becoming more strategic
We hold one of the world’s largest and most robust databases of people and functional performance metrics, with HR function and workforce performance information from over 2,600 international organisations.
Using a proven global methodology, our measurement, benchmarking and analytics team help organisations understand the strengths and limitations of their workforce and functional performance.
The organisation embarked on a multi-year transformation journey to improve its HR and finance functions including new IT platforms and new operating models. PwC engaged in addressing decentralised teams, inconsistent teams and designing the new operating function.
PwC were engaged to provide benchmarks on the clients HR function size and shape to help to support a business case for transformation, including recommendations on HR spend on external providers and technology.
The global client wanted to improve the quality of their data outputs to aid their decision making across the group. PwC benchmarked a range of metrics for the group business and also separately.
The organisation needed to the undergo a transformational change so PwC engaged with key stakeholders across HR to collect and validate data against PwC Saratoga definitions in order to form a robust baseline of HR size and cost.
PwC were engaged to review and validate the rationale of future workforce plans so the client could determine whether the current workforce was fit to purpose.
The Group HRD had tasked the Group Head of HR Strategy to deliver more effective people performance reporting.
PwC were commissioned by a global bank to identify how to become more efficient as a HR Function and to help determine how move forward with the next phase of transformation. The client wanted to establish and understand how much time was spent on core HR processes and other activity.
The client wanted to establish a baseline of efficiency and service delivery levels within the HR Shared Service (HRSS) function and to understand how their own performance compared with other best practice functions operating the same model.
