People capabilities/Global talent innovation

In the knowledge economy, competitive advantage is determined and driven by human capital. Extensive research over the last 30 years has proven that managing talent well creates value for organizations; yet talent management is ineffective at many organizations because it continues to be grounded in 20th century paradigms that are not aligned with today’s business imperatives, and does not reflect a deep understanding of the complexity, diversity, and motivators of today’s workforce.

PwC's Strategy&’s People capabilities/Global talent innovation service area provides innovative solutions that help clients build differentiated capabilities and deliver the employee performance required by the business strategy. We also focus on improving the capability, effectiveness, and business alignment of the HR function.

Our dedicated global team of deep functional experts are recognized thought leaders in HR and talent management. We produce results for our clients by combining a data-driven business-focused perspective with the learning from our extensive client-based research.

Service offerings

Today’s business environment requires a productive, engaged innovative workforce with the right skills in the right place at the right cost. Companies must approach talent management strategically to unlock the huge reserve of latent productivity in their workforces and dramatically improve their ability to innovate and succeed.

We work with clients to address their most challenging people issues such as:

  • Identifying talent implications of the business strategy and aligning HR and talent strategies to address priority needs
  • Conducting strategic workforce planning and building HR analytic capabilities
  • Understanding talent segments, especially pivotal talent, and developing tailored value propositions that are optimized for each segment
  • Closing critical talent gaps by building new people capabilities and up-skilling existing workforces
  • Improving effectiveness and results of talent models across the employee lifecycle (e.g., employee and leadership competency models, talent acquisition, selection, career paths, training and development, rewards, succession planning, performance management, etc.)
  • Improving employment brands and employee engagement and retention
  • Addressing global workforce challenges such as staffing in emerging markets
  • Developing diversity strategies
  • Addressing people transition resulting from downsizing, reorganizations, and other transformations
  • Addressing cultural and behavioral challenges to enhance talent effectiveness
  • Addressing integration issues in M&As
  • Improving efficiency, effectiveness, and business alignment of the HR function (operating models, HR capability building, etc.)

Our thought leadership

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Senior leadership teams and human resources executives should develop focused people strategies that align with and support their company’s capabilities system.
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Countries that take steps to empower women as employees and entrepreneurs can reap social and economic benefits. This report ranks 128 countries based on their track record in enabling women to play a substantial role in the global economy. This is the brief version of the report.
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This perspective shows how to maximize the impact on business results by applying a comprehensive approach with four components: differentiated capabilities, performance acceleration, leadership development, and a talent culture.
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Companies must adopt HR strategies that reflect the aging of the working population or they will find themselves at a competitive disadvantage.
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In facing business complexities, a robust and creative human capital plan could be your most effective strategy.
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Any company that competes on the global stage must, in light of today’s changing workforce, rethink the way it manages people.

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