In order to build a resilient foundation for the future, we are working to reinforce a positive workplace where our people feel empowered and supported in their careers. In FY21, we re-launched our annual Global People Survey after a temporary pause in FY20 in favour of more local, real-time feedback during the pandemic. It reveals insights that help our leaders understand where we’re doing well and identify areas that need more work.
This year we adopted a new People Engagement Index that focuses on more personalised aspects of the engagement experience. The index serves as an overall litmus test for how our people are feeling about PwC, and the early results have been very positive, with 77% of our people having a favourable impression of PwC. Additionally, 84% of survey respondents are proud to work at PwC and 74% enjoy working at PwC and would recommend it as a great place to work.
The US firm has an initiative to help teams adopt healthier working patterns that includes a 25% meeting reduction target and no-video Fridays
Our leaders have been prioritising regular connectivity with employees – and this seems to be bearing fruit, with our leadership effectiveness scores increasing in a number of areas. For instance, 72% of respondents say the leaders they work with make a point of being transparent with information. Furthermore, 70% report having personally relevant discussions with their leaders around their development and 92% say that the feedback and coaching they receive allows them to make immediate improvements in their performance.
While we are proud of our happn vs tinder Global People Survey results, we know we can always do better. For example, the results have also highlighted a clear need to remain focused on improving employee wellbeing, especially as the pandemic continues to impact our lives. While 72% of survey respondents say they are able to talk to their teams and leaders about the support they need, only 50% of these respondents currently feel they can both have a healthy lifestyle and also be successful at PwC. This is a mismatch we need to address.
The health, wellbeing and safety of our people continues to be a top priority. We recognise that further progress in enabling a healthy lifestyle for our people requires sustained focus on achieving a systemic change in how we work. It also requires targeted actions and interventions when our people need them most.
During the past year, mental health has been a key focus for our network, with many firms offering a variety of programmes to meet the needs of their people. For instance, PwC Canada offers a Mental Health First Aid training programme that focuses on recognising the signs and symptoms of mental health issues, how to care for our own mental health and wellbeing, how to identify if someone needs help, and our role in supporting others. Since the programme’s launch in 2020, over 1,400 staff and partners have attended at least one session, with some returning for more.
“This is the second time I have attended a session and I think it’s really helpful and very relevant. “
I’m pleased that PwC is taking mental health education seriously and working to foster an environment where partners and staff can have open discussions about mental health
Formal programmes have also been implemented to help people regain control of their calendars. Our Middle East firm launched a ‘Block your o’clock’ initiative that provides its people with ideas and mechanisms to take control of their calendars to help improve time management and productivity while reducing stress.