AMITY UNIVERSITY

Pricewaterhouse
Coopers
Organizational Culture

12/12/2010

Anshul Mangal
C-03
MBA-IB
Sem-2

CCM Assignment
Table of Contents
Table of Contents................................................................................................................2
Organizational background.................................................................................................2
Our professionals are the difference....................................................................................3
Professional development....................................................................................................5
Investing in our people................................................................................................5
Everyday coaching......................................................................................................5
Learning and Education (L&E)...................................................................................6
How PwC started on the diversity journey .........................................................................7
Work Life Balance..............................................................................................................7
Teaming Culture..................................................................................................................8
Women at PwC: A global priority.......................................................................................8
Implementation steps ..........................................................................................................9
Stage 1: Preparing for the culture change ...................................................................9
To prepare for the change PwC undertook two key activities: ...................................9
Implementing the culture change ...............................................................................9
Stage 3: Monitoring progress ...................................................................................10
Outcome ...........................................................................................................................11

Organizational background
PricewaterhouseCoopers Pvt. Ltd. (www.pwc.com/india) provides industry - focused tax
and advisory services to build public trust and enhance value for its clients and their
stakeholders. PwC professionals work collaboratively using connected thinking to
develop fresh perspectives and practical advice.

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 Complementing our depth of industry expertise and breadth of skills is our sound
knowledge of the local business environment in India. PricewaterhouseCoopers is
committed to working with our clients to deliver the solutions that help them take on the
challenges of the ever-changing business environment.

PwC has offices in Bangalore, Bhubaneshwar, Chennai, Gurgaon, Hyderabad, Kolkata,

Mumbai, New Delhi and Pune.

PricewaterhouseCoopers
LLPBusiness issue Talent management
Diversity strands Gender, ethnicity, religion or belief, sexual orientation
No. of employees Approx. 14,750 full time
Organisation size Approx. £2bn turnover
Industrial sector Business and professional services
Business area Financial services and consultancy
Organisation type Limited Liability Partnership
Location UK and Global

Our professionals are the difference

Our professionals are at the heart of our business strategy and success. We understand
that our business is impacted by a person's personal and professional life. We recruit top
talent with a focus on diversity and inclusion, with traditional and nontraditional
backgrounds so that we continue to build PwC as a great place to work.

Our people are armed with the tools—including enriching professional experiences,
everyday coaching, timely and productive feedback, and high-quality learning and
development opportunities—to deliver against our commitment to you each day. We are

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committed to building lasting relationships with you and delivering value to your
business.

Professional development: PwC emphasize the importance of real-time feedback

so the people continually improve their professional skills and enhance their personal
brand. PwC also offer a wide variety of training and developmental opportunities so our
people stay relevant in the marketplace and build their credentials and experiences.

Diversity and inclusion: PwC, believes that it can't arrive at winning solutions until
they are able to identify and address the issues that still exist in our communities and
schools around race, gender and sexual orientation. Although their definition of diversity
expands to include many more dimensions, their programs are focused on the areas of
diversity that present the greatest challenges in our society.

Work/Life quality and flexibility: PwC understand that a culture of flexibility is at

the heart of work/life quality for people. They also recognize that to perform at their best,
people need to recharge and re-energize themselves—and their generous vacation and
time off policy supports our commitment.

Commitment to our communities: PwC is committed to supporting the

communities in which they work and live. They embrace a philosophy of corporate
responsibility through charitable giving and community service. That's why they provide
their people with numerous opportunities to give back to their communities throughout
the year.

Support for working parents: At PwC, we believe you can be both a great parent
and a high-performing professional. Our programs, benefits and resources are designed to
help working mothers and fathers meet the dual demands of family and career. Our
culture acknowledges the challenges and provides the flexibility and individualized
career options to provide all of our people with a unique people experience.

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The PwC family: From the moment a professional comes on board, they are
considered a part of the PwC family. Even if they choose to leave the firm to explore
other opportunities, we stay connected through our ever-growing alumni community
network. We support our PwC alumni with virtual tools and resources, as well as
networking opportunities to help them stay connected to us and their former colleagues.

Professional development

Investing in our people

At PwC, we believe in helping our people reach their full potential. That's why ongoing
learning and teaching are integral to the PwC culture. We ensure our people receive
leading-edge technical training as well as skill-building programs and experiences. We
also assign each employee a coach to guide them in the areas where they can continue to
grow and develop. Coaches provide feedback, advice and encouragement regularly.
Through Everyday Coaching and Learning and Education, we provide enriching
developmental opportunities for our people. This kind of investment is not only good for
our people, it's good for our business. As we our people improve, so does our overall
service to clients. Here's how it works:

Everyday coaching
Our vision of being distinctive will be achieved when we drive the very best of coaching
skills and behaviors into our everyday connections. In order to support professional
development and create a teaching culture, we have defined our efforts through
"Everyday Coaching." While formal coaching is a structured process, informal coaching
happens everyday at PwC. These brief, spontaneous coaching conversations are intended
to share knowledge, enhance skills, improve performance and further career
development. To help raise the level of awareness of the importance of everyday
coaching, we have produced a video series of reality-based themes which were delivered
through Firmwide e-mail.
Formal coach-coachee meetings, which are facilitated through our Performance
Coaching and Development tool, happen at least three times a year. At the start of the

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fiscal year, the coach and coachee establish a development plan. Mid-year, they conduct
a progress check. At year-end, they have a formal review to discuss goals, career
direction, strengths and challenges, feeding into the following year's plan. Through
informal and formal coaching, our people receive ongoing feedback essential to their
growth and development.

Learning and Education (L&E)

At PwC, we expect our people to continuously develop themselves. By combining on-
the-job training, job rotations, and international assignments with innovative training
approaches, we enable our people to take charge of building successful careers. Here,
that starts with developing one's technical and project management expertise. It also
requires developing valuable skills in the areas of relationship management, leadership,
teaming, business perspective, and communication.
To support our staff in their continuous self-development, we offer tuition
reimbursement, plus thousands of classroom training sessions and eLearning courses
throughout the year, and conferences that bring together people from PwC offices around
the globe. It is in this type of continuous learning environment that PwC people truly
thrive. Here are some examples of our programs:
Genesis Park: A five-month residential program for high potential managers worldwide
to focus on real-life issues facing the firm. Attendees receive personalized feedback and
coaching, and build strong cross-firm relationships.
SOAR (Starting Out Able and Ready): A series aimed at newly admitted U.S. partners
consisting of self-assessment and development planning.
Ulysses: A social responsibility program matching top talent to sustainability projects
around the world, yielding a learning journey which is both outward-looking and
inwardly reflective.

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How PwC started on the diversity journey
The PwC diversity journey is on-going and the progress to date may be grouped into
three broad phases of activity:

• The Diversity Business Case and start up activities – which provided

an understanding of the business opportunities, the issues and early
progress with the coverage being given a basic public relations value, the
size of audience that has been reached being measured and other areas
such as the key messages being recorded

• ‘Positive actions’ – targeted at under-represented groups and described in

the accompanying initiative summary

• Culture change – used to engage the majority staff groups in the diversity
agenda, and also described in the accompanying initiative summary

Work Life Balance

People are successful when they have the flexibility to meet the demands of their
professional lives and accomplish personal goals outside their offices. Our goal is to
create a flexible work environment, where we can respond to the demands of client
service and at the same time provide enough support to our professionals so that can have
control over their personal lives.

Our profession is a demanding one, and we can't change that. But we can provide more
flexibility in both the individual careers and the personal lives of the people who make up
our organization. We are constantly trying to increase flexibility into the way we work
and the things we do. Flexibility is becoming more and more a part of our environment
everyday.

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Teaming Culture
PwC is a firm where professionals share responsibility for client service and
deliverables. This culture enables our people to develop their careers while creating
work schedules that work best for themselves, the team and the client. It's a new
paradigm of work where personal goals are respected as much as professional
goals, and contribution is measured by results, not by the number of hours you
spend in the office. The genesis of our mantra is in this teaming culture.

Women at PwC: A global priority

At PwC, we are committed to ensuring women have the opportunity to build a rewarding
career. Not just because it's the right thing to do, but because it's a business issue that
affects our bottom line. Our livelihood is dependent upon a diverse set of talented people
and we know that six people with different ideas are more valuable than sixty people who
all think the same.

Women represent half of our global workforce at the recruitment level, and 15 percent of
the partnership, a number which continues to increase each year. Although great progress
has been made to help women climb the corporate ladder, we know we need to do more.

To address this, we formed the Gender Advisory Council, an award-winning

international group that advises on ways to improve the situation. Our firms around the
world are investing time and resources in initiatives which focus on our female talent. All
these initiatives relate to the distinctive experience which we aim to provide our people—
by focusing on enhancing their value, sharing and collaborating, and investing in teams
and relationships.

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Implementation steps

Stage 1: Preparing for the culture change

To prepare for the change PwC undertook two key activities:

• Merging the responsibility for the internal diversity and external Student
Recruitment functions. This change was important because as one of the
UK’s largest graduate recruiters this process is managed or touched by a
number of senior and line managers across the firm. The output of the
graduate recruitment process also greatly affected the firm’s demographics
and was the main route into the organisation for new talent

• Using demographic ‘flow rates’ to model how the current organisation may
change over future years. This modelling approach achieved this by
assessing the current diversity make up of the organisation by business area
and grade, and the levels of recruitment, progression between grade and
attrition rates. The results indicated the pace of change and provided part of
the quantitative answer that the Board had requested regarding the size of
the opportunity for change.

Implementing the culture change

The culture change was structured around diversity. Some of the key activities were:

• Providing training for all 14,000 plus employees – this was delivered via an
intranet based, mandatory diversity awareness module. It centred on a
number of subtle PwC workplace scenarios that provoked thought and
indicated preferred styles rather than offering right and wrong answers

• Multi-channel communication to all staff to re-enforce the objectives and

communicate progress across a number of activities that had been
undertaken directly by the organisation, and by staff and staff networks

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 • Introducing ‘soft-targeting’ whereby more representative percentages of under-
represented groups were encouraged to apply for the Partner and Director
selection processes

• Offering greater levels of tailored support for participants in the Emerging

Leaders programme, a key PwC development activity

• Providing coaching to under-represented groups on a 1-to-1 basis by coaches

who understand difference, bias and fairness

Stage 3: Monitoring progress

Routine monitoring of a number of key diversity indicators such as the Firm’s
diversity make up, key Human Resources processes, staff surveys and the success
of specific diversity initiatives was put in place. Monitoring the success of the
different diversity initiatives along the journey was also undertaken and key results
were presented at Board level

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 Outcome
PwC has realised the business benefits of taking a diversity-focussed approach to
business and these benefits include:
Internally, a number of areas of improvement have been noted:
• Satisfaction with work life balance improved from 40% in 1999 to 73% in 2005
• In 2005 the Association of Graduate Careers Advisory Services voted PwC as the
‘Best Employer for Diversity in Graduate Recruitment’. 41% of the 2006 graduate
intake was female compared to 38% in 2004 and 22% were from ethnic minorities
compared to 18% in 2003
• An analysis of actual flow rates in terms of the percentage of females that are
promoted or leave shows that PwC has improved its gender retention issue. For
example, 25% of its new Partners in 2006 were women compared to 13% in 2000.
More women now return to PwC after having children – 92% as opposed to 40% in
1998
• In 2005, 87% of staff survey respondents agreed that ‘PwC is committed to
becoming a great place to work’, compared to 62% in 2002
• There has been female representation on the PwC UK Board since 2003 and more
recently BAME representation
The PwC Government and Public Sector consulting business area has also
benefited from adopting a diversity-based approach both by using diversity-mixed
teams to help win public sector projects and selling diversity-related consulting
services.
Externally, the PwC Asian Business Forum now contributes significantly to PwC’s
bottom line. The Forum is a business networking group which is dedicated to
providing clients and contacts with technical expertise as well as understanding
the cultural and commercial drivers of wealth creation through entrepreneurship
where Asian businesses are at the forefront. The forum aims to be at the heart of
the development of the next generation of Asian entrepreneurs. It holds round
table discussion meetings, industry specific events and events as well as an
annual networking event.

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