PwC executives were concerned at the low retention levels of their millennial population and wanted to uncover the reason why.
We used our Collaboration Jam methodology to bring together more than 1,800 millennials from across 24 countries. The moderated event was held on a bespoke online platform over a 72-hour period, allowing people to share their ideas and opinions about what they wanted from their work.
We discovered that millennials were dissatisfied with the lack of global career opportunities and insufficient focus on their wellbeing. Building on this insight, the PwC team moved quickly to address the root cause of this high turnover by creating a Millennial retention strategy that applied these learnings to their broader engagement model, improving overall retention.
Future of Work
The future of work is now. But what is the future of work and how do you prepare? Organisations must evolve to keep pace with new ways of working and provide an outstanding experience for clients and employees every step of the way.
The leadership team at a leading financial services company wanted to enable their people to rapidly adapt and respond to the challenges and opportunities presented by the future of work, in a co-ordinated way.
We created a 70-strong team of future change agents from a range of geographies and levels. We focused on upskilling and engaging them in the future of work, covering topics such as technological advances and demographic shifts. Through an intensive six-month programme of face-to-face workshops, capability diagnostics, focus groups, surveys, and tailored microlearning content we supported the team to become influencers who can actively visualise, design, and drive the organisation’s future.
By the end of the programme, the diversity of the thought within the team was evident when the change agents pitched a new innovation approach – an idea not yet on the agenda – to the new leadership team.
The leadership team at Canada Pension Plan (CPPIB) wanted to create a global location flexible workforce, allowing people to “work from anywhere”. This type of programme was previously unheard of in the industry in part because of the sheer challenges in designing it.
We engaged employees and leaders to create an effective, sustainable, and scalable location flexible program. At the heart was the combination of insights from leaders and employees and our HSM research and IP on this topic. From this we were able to develop a new framework for location flexible working enabling employees to work remotely in any country for up to six months.
CPPIB piloted the location flexible work programme and agreed the next steps to ensure the programme’s continued success. Once fully embedded, this programme will become a competitive advantage for CPPIB in both attracting and retaining their people.