The way we work is changing. In order to stay relevant and attract the best people, we know we need to do things differently to respond to technology advances, workers’ preferences and the evolving services we offer to clients. For example, we’ve introduced Everyday Flexibility, so that our people can choose where and how they work, supported by our investment in collaborative technology. We’ve remodelled our office spaces to create different ways of working. And we’re hiring more contingent workers to work alongside our teams, for example through our Flexible Talent Network. The services we offer to our clients are also changing, meaning that we need to recruit from a broader talent pool than ever before.
We’re running an inclusive leadership programme to help our business leaders create a culture where difference is embraced. In addition, in our partner income allocation process, we have recognised and rewarded those partners who have made a positive contribution to the delivery of our diversity targets.
Working on high-profile projects is one way that our people can really make their mark and progress in their career. That’s why we’ve taken a number of steps to make sure that we’re providing fair access to the best work opportunities. It’s about challenging assumptions to ensure that we’re not always looking in the same pool when it comes to resourcing, providing more people with the opportunity to work on career-defining projects.
Our Back to Business programme aims to address the career break penalty by helping senior professionals to restart their careers after an extended break. It is just one of the ways we’re looking to grow our pipeline of senior women.
We’re making sure that our recruitment processes, from student hires to experienced hires, are open and attractive to all. We’ve invested in new recruitment tools to reduce any unintended bias in our processes and are using data to monitor our progress. Banning all-male shortlists for experienced hires and our new Flexible Talent Network are just some of the bold changes we’ve made to our recruitment process to ensure we’re looking in the broadest talent pool possible.
We’re investing to create more progression coaches to provide career sponsorship and advice to high-potential female and BAME directors. Career sponsorship is a vital part of giving individuals the network and support to reach their full potential.
The skills needed in the future will look very different to the skills demanded today. Technology advances will both increase the need for digital skills, while at the same time placing additional value on the uniquely human skills of creativity, problem solving and adaptability. We’re investing to upskill our people and at the same time helping to build the UK’s technology talent pipeline through our Tech She Can initiative and our new technology degree apprenticeships.
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Corporate Affairs, PwC United Kingdom