The world of work is changing. In a global economy people are an increasingly valuable source of sustainable competitive advantage.
Employees and their skills are the mainstay of every organisation. A well-organised employment conditions policy, an optimal Employee Experience and a professional HR function ensure that people with the right capabilities want to work for the organisation, that employees are satisfied and that they contribute optimally towards the organisation’s goals. To this end, the organisation offers appropriate employment conditions increasingly in line with the wishes of the individual.
Just as employees’ wishes change, organisations also transform – through new technology and business models, through mergers and acquisitions, and through the changing market and economy. How do your people and HR organisation perform optimally under constantly changing circumstances? The professionals at PwC People and Organisation are keen to help you, including with the areas of expertise listed below. We work with you on solutions, from strategy to implementation.
Employment within an organisation knows many stakeholders and can reflect many legal implications. The design of employment agreements for example, can have major legal consequences for your organisation. Challenges become even more complicated in case of reorganisations or international employees. You need an advisor who can support you in all areas covered by employment law.
Transforming companies and organizations are responding to a changing future. They will work more agile, digitalize services, enter other markets and regions or grow via a merger or acquisition. In order for these changes to succeed, the HR function changes along. HR managers want to optimise the costs of their department, increase productivity and manage risks related to fraud, reputation and compliance. How do you ensure that your HR function is ready for the future of your business?
People and their skills are fundamental to any organisation. The HR department should play a more strategic role using for example staff data. Yet the use of digital HR data is mostly limited to standard, recurring reports. Also with respect to specific personnel issues, such as high levels of absenteeism owing to sickness or staff turnover rates, the use of data insights opportunities are not yet used to the full extend. How can your HR department apply the power of people analytics to resolve specific issues, generate new insights and make a strategic contribution?
The Dutch pension system is changing. Increased life expectancy, the changing labour market and enduring low interest rates are putting pressure on our robust pension provision. Changes in the pension system directly affect pension funds, implementing organisations and asset managers. How do you ensure your organisation can function optimally in a changing pension sector?
Delivering deal value through people
As organisations deal with a fast-transforming business environment they are looking into transactions to find the right talented people, technology and ideas to drive innovation and power-up growth. If organisations give sufficient attention to the people-side of a transaction, they can avoid losing transaction value. When they develop a good approach to the people-side of a transaction, they can even add value in the transaction.
Due to the ongoing internationalisation of the economy, cross-border work is increasing. This can be long-term deployments, for example as part of talent management, more short-term deployments for projects abroad or normal "business trips". The employee can continue to live in the home country ("commuters") or move to the other country. The authorities of the different countries have an increasing focus on this type of workers and are helped by the linking of various data sources (immigration, posted workers reports, social security, taxes, etc.). In short, international work is becoming more complex rather than simpler as a result of these developments. How does your organisation - and your employees - deal with this increasing complexity and stricter regulations?
Remuneration policy leads to all kinds of HR issues, but also with regard to finance and taxation, performance and compliance. Reward policy should be in line with your strategy, support your culture and be acceptable to the stakeholders involved. Not an easy task.