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HRM STRATEGY OF PWC
HUMAN RESOURCE MANAGEMENT PRESENTATION REPORT – GROUP 11 HRM STRATEGY OF PwC Group members: Truong Thuy Hoa Nguyen Thi Hoa Bui Lan Phuong Dinh Thi Bich Hang Vu Thi Thu Thuy Nguyen Viet Trinh Nguyen Thu Hang Le Quang Minh CONTENT INTRODUCTION PART 1: LITERATURE REVIEW on Human resource management I Overview II HRM Practices II.1 Analysis and design of work II.2 Recruitment and selection II.3 Training and development II.4 Compensations to employees PART 2: APPLICATION TO PwC I INTRODUCTION TO PwC I.1 Overview I.2 PwC global network I.3 PwC Viet Nam 10 PwC ‘S HRM STRATEGY 11 II II.1 Analysis and design of work 11 II.2 Recruitment and selection 14 II.3 Training and development 20 II.4 Compensation to employees 24 III Assessments and recommendations 31 III.1 Assessments 31 III.2 Recommendations 33 CONCLUSION 34 LIST OF REFERENCE 35 INTRODUCTION We are group 11 of Human Resource Management Class this semester During HRM lectures, we have studied about different practices in Human resource management of a company On the basis of the knowledge acquired from the course, we decided to investigate into the HRM strategy of PwC, a company of great concern for us for two reasons: - According to Money.cnn.com, PWC is the top 50 best companies worldwide to work for And in Viet Nam, considering the difficulty of finding good jobs after graduation, we realize that PwC is certainly a great idea - PWC is one of the best place offering good internship programs for university students Especially for students who graduate from Foreign Trade University, PwC could offer us various jobs suited with our Major in FTU like accountants and consultants At the beginning of the report, we would like to review the theoretical background of HRM practices The main part of our report focuses on the analysis and evaluation of HRM strategy of PwC In the end, we submit some recommendations for PwC to improve its HRM practices We want to give special thanks to Mr Hoang Anh Duy – our lecturer for his scholastic guidance, valuable instructions and remarks in carrying out this report PART LITERATURE REVIEW Human resource management I Overview Human resource management (HRM) is defined as policies, practices and systems that influence employees’ behavior, attitudes and performances The objectives of HRM is obvious HRM helps the organization achieve its goal through workforce HRM allows organization too utilize people to their full capacity and potentials HRM is a factor fostering commitments from individuals to company ‘s success HRM enables the company to identify and satisfy individual ‘s needs by offering monetary and non-monetary rewards HRM ensures that the company obeys legal regulations and laws on human resource There are eight practices involving in strategic HRM of a company: Analysis HR and design Recruiting Selection planning of work Training and developing Compensation Performance management Employee relations However, in our report, we just focus on some of the above practices of PwC because of the unavailability of published information and our limited ability to collect it II HRM Practices II.1 Analysis and design of work Job analysis: Job analysis is the process of getting detailed information about jobs The outcomes of job analysis are job description and job specification Job description is a list of tasks, duties and responsibilities (TDRs) that a particular job entails It key components are job title, brief description of the TDRs as well as the list of essential duties with detailed specifications of the tasks involved in carrying out each duty Job specification is a list of knowledge, skills, abilities and other characteristics (KSAOs) that an individual must have to perform a particular job The importance of job analysis: Job analysis is so important to HR managers that it has been called the building block of all HRM functions Almost every HRM program requires some type of information determined by job analysis such as: work redesign, human resource planning, selection, training, performance appraisal, career planning and job evaluation II.2 Recruitment and selection Recruitment Recruitment is any activities carried on by the organization with the primary purpose of identifying and attracting potential employees Recruitment sources are divided in to categories: Internal source: employees currently holding other positions in the organization External source: o Direct applicants o Referrals o Advertisements in newspapers and magazines o Electronic recruitment o Public employment agencies o Private employment agencies o Colleges and universities Selection Personnel selection is the process through which organization make decisions about who will or will not be allowed to join the organization Generally, selection process requires five steps: Step 1: Screening applications and resumes Step 2: Testing and reviewing work sample Step 3: Interviewing candidates Step 4: Checking references and backgrounds Step 5: Making a selection The Importance of Recruitment & Selection Employing the right person for your small business might be the most important part of your venture An effective recruitment and selection process reduces turnover These processes match up the right person with the right job skills In a constantly changing business world, it is significantly important companies need to hire people who are adaptable, loyal, knowledgeable, dependable and confident, thereby creating a foundation for success II.3 Training and development Training: Training is a process consisting of an organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goals of applying these on the job Development: Development in human resource management is the combination of formal education, job experiences, relationship, and assessment of personality and abilities to help employees prepare for the future of their careers In contrast with training which traditionally focuses on helping employees improve performance of their current job, development indicates that it is future oriented The importance of training and development: Training and career development are very vital in any company or organization that aims at progressing Training simply refers to the process of acquiring the essential skills required for a certain job It targets specific goals, for instance understanding a process and operating a certain machine or system Career development, on the other side, puts emphasis on broader skills, which are applicable in a wide range of situations This includes decision making, thinking creatively and managing people II.4 Compensations to employees Definition Compensation is the remuneration received by an employee in return for his/her contribution to the organization Compensation is an integral part of HRM which helps in motivating the employees and improving organizational effectiveness Types of compensation Financial compensation o Directly financial compensation: wages and salaries; fair commissions; performance bonus and merit increases o Indirectly financial compensation: insurance plans; social security benefits; paid absence Nonfinancial compensation o Job/position: interesting duties and responsibilities; challenges; authority and autonomy; opportunity for recognition; feeling of achievement; advancement opportunities o Work environment: fair and consistent practices and policies; competent supervision; effective co-worker; comfortable environment; flexible schedule; modified retirement and safe working PART APPLICATION TO PwC Here we provide the outline of the second part of our report: Introduction to PwC HRM strategy of Pwc Assessments and recommendations to HRM strategy of PwC • Overview • PwC global network • PwC Vietnam • • • • Analysis and design of work Recruitment and selection Training and development Compensation to employees • Pros and Cons of PwC HRM strategy • Recommendations I INTRODUCTION TO PwC I.1 Overview PricewaterhouseCoopers (trading as PwC) is a multinational professional services firm headquartered in London, United Kingdom It is the world's second largest professional services firm measured by 2013 revenues, and is one of the Big Four auditors, along with Deloitte, Ernst & Young (EY) and KPMG Although the firm's reach is vast these days, in the beginning it was just Samuel Lowell Price, a London accountant who out his shingle in 1849 He was subsequently joined by two more accountants, and in 1865, the partnership renamed itself Price Waterhouse Company, which grew to become a prominent international network of independent member firms PricewaterhouseCoopers is organized into the following four main service lines: Assurance Services Tax Advisory (international tax planning and compliance with local tax laws, customs, human resource consulting, legal services and transfer pricing) Advisory – mainly consulting activities which covers Strategy, Performance Improvement, Transactions Services, Business Recovery Services, Corporate Finance, Business Valuation, Sustainability and Crisis Management in a range of specialist areas such as accountancy and actuarial advisory Academy - providing a wide range of financial, and business skills training to individuals and the organizations they work for PwC's Academy trains and supports students who are taking professional qualifications in accountancy and finance I.2 PwC global network PwC has a network of firms in 158 countries with more than 180,000 people who are committed to delivering quality in assurance, tax and advisory services This network keeps PwC informed of the latest news and trends from around the world The PwC network allows itself to leverage vast and deep knowledge of member firms around the globe to provide greater value to clients I.3 PwC Viet Nam PwC established offices in Hanoi and HCMC in 1994 PwC has been operating in Vietnam for 17 years now, and has a team of approximately 600 professionals based in our Hanoi and Ho Chi Minh City offices PwC also has a foreign law company in Vietnam, licensed by the Ministry of Justice with a head office in Ho Chi Minh City and a branch office in Hanoi The current General Director of PwC Viet Nam is Ms Dinh Thi Quynh Van 10 and interesting projects, as well as extra daysoff for the annual exams And PwC also pay the enrolment fees and some out-of-pocket expenses PwC mainly use hand-on methods such as on-the-job training and computer-based training to help people directly access to technology Therefore, they can improve their technical skills Personal skills In addition to a wide range of technical courses that only take up a few weeks every year, their training curriculum for soft skills helps leaders coach their team members properly and effectively, as well as manage their projects, write reports and other documents and gain other management skills PwC uses presentation methods and group-building methods Teamwork and the sharing of knowledge thus form two of the prime corners tones of our business culture Additional academic courses Each year, PwC sponsors large numbers of employees who want to take a postgradmasters in taxation, MBA or other qualifications Further specialism or acquiring further academic knowledge is always a possibility once you’ve started with PwC PwC courses and training abroad A strongly developed international network such as PwC also boasts an international training and education curriculum There are cyclical further education courses for each professional discipline and/or specialist area, such as VAT level 1, VAT level and Transactions along with a host of others 21 b Development No.1 Overview of development at PWC PwC continually encourage and support personal and professional growth They have world-class recognized training programs such as Genesis Park and a number of other professional learning programs which are aimed at developing your technical and soft skills, regardless of the level or position you hold In fact, each year, PwC spend an average of 170 hours on building employees’ technical expertise, 90 hours on strengthening their depth, 110 hours on managing risks and people, and 130 hours on honing the soft skills in people and project management so that you are constantly up skilled and able to tackle the challenges that lie ahead of emplyees No.2 Approaches of development PwC believes in helping employees reach their full potential That's why ongoing learning and teaching are integral to the PwC culture PwC ensure its people receive leading-edge technical training as well as skill-building programs and experiences It also assigns 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, PwC provides enriching developmental opportunities for employees Everyday coaching The vision of being distinctive will be achieved when PwC drives the very best of coaching skills and behaviors into our everyday connections In order to support professional development and create a teaching culture, it has defined 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 22 of the importance of everyday coaching, PwC has produced a video series of reality-based themes which were delivered through Firmwide e-mail Formal coach-coachee meetings, which are facilitated through Performance Coaching and Development tool, happen at least three times a year At the start of the 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 follow ing year's plan Through informal and formal coaching, our people receive ongoing feedback essential to their growth and development Learning and Education (L&E) PwC expects people to continuously develop themselves By combining on-the-job training, job rotations, and international assignments with innovative training approaches, PwC enable its 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 the staff in their continuous self-development, PwC 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 No.3 Some examples of PwC’s programs: Genesis Park: An intense and unique global leadership development program for top talent Senior Managers/Directors, whose main focus is a 10-week residential session SOAR (Starting Out Able and Ready): A series aimed at newly admitted U.S partners consisting of self-assessment and development planning 23 II.4 Compensation to employees a Financial Compensation No Directly financial compensation Salary Method to develop salary ranges Step 1: Extensive, reliable market research They purchase reliable, most current published surveys conducted by well-known organizations specializing in collecting and comparing compensation data The data is central to developing the salary ranges, because it allow them to benchmark their salaries against what their competitors are paying for the similar position Step 2: Factoring in additional variables They supply the survey information with other economic and business data on inflation, economic climate and governmental regulations Geographic differences and the cost of living for certain areas are also taken into consideration Step 3: Creating PwC salary ranges Based on all this market research and additional factors, they create PwC salary range for each position Each year, the midpoint of their salary range will be set at or above the midpoint of what their direct competitors are paying for the same position (Source: www.scribd.com) Changes within a salary range The beginning of the range is used for people who: • Newly to the position (newly promoted or hired) • Experienced, but historically has received lower performance ratings • Developing skills in some aspects of the roles The middle of the range is used for people who: 24 • Increased experience at level • Demonstrates required skills for position • Performance meets expectations over a sustained period of time in the role The end of range is used for people who: • Significant experience at level • Demonstrate mastery of required skills • Performance exceeds expectations over a sustained period of time in the role • Brings unique and/or strong qualifications to the role Salary increases • The first step is a review of how overall salaries compare to the salary survey information The results assist us in determining the overall salary budget Not every line of service, job, or city will have the same increase, since the market responds differently to all of those factors each year • The second step is an affordability review Staff costs are a factor in firm budgeting, and traditionally, billing rate increases (or decreases) have affected the affordability of our salary increases The forecasted performance of the business as well as inflation and changes in the labor market also factor into our overall salary increases Annual performance bonus • At the beginning of the fiscal year, they will communicate how bonus dollars are allocated by line of service • The dollars that are allocated at the beginning of the fiscal year will increase or decrease based on performance against the specific metrics identified by line of service • The amount of dollars placed in the bonus pool is tied to the degree by which they meet their goals and is multiplied by the degree to which we exceed our goals • They communicate individual bonus targets by staff class and performance rating • Each line of service will communicate quarterly results against firm and line of service targets and demonstrate how those results are affecting the overall bonus 25 allocation This means that each staff will know whether the bonus they may potentially receive could be on target, below target, or above target At the end of the fiscal year, individual award amounts will be based on line of service and individual performance in relation to goals No Indirectly financial compensation PwC offers various benefits to meet health and financial need for all employees and their families The benefits program includes the following Holidays and vacations PwC recognizes the importance of taking regular holiday breaks throughout the year PwC does this to help ensure the well being of all employees PwC offers ten paid holidays each year The holiday year begins on the first of October and ends on the last day of September • Full-time staffs (other than management level) accrue 15 workdays per year; after two years of service, full time staff accrue 22 workdays per year • Full-time management-level staffs accrue 22 workdays per year • Part-time benefits eligible staffs accrue vacation time on a pro-rata basis Employees must let the firm know at least two weeks in advance when seeking to take a holiday If the amount of holidays exceeds the maximum of 25, PwC has the right to ask the employee to reimburse the firm and to take disciplinary action Health care All PwC employees must undergo a medical examination every two years until they turn 50 After the age of 50, PwC will require annual medical examinations The company covers the cost of these examinations; however, it is the responsibility of each individual employee to make an appointment and take advantage of this opportunity PwC offers employees the choice of three medical plans through United Healthcare Each plan provides the flexibility to access both network and non-network doctors and facilities The premiums, deductibles and coinsurance vary depending on the plan • Preventive care is covered at 100% with network doctors in all three plans In addition, a tax-efficient Health Savings Account is available with two of the plan options 26 • Prescription drug benefits and physical exams are available through PwC's United Healthcare medical plan options • Vision care coverage enables you to obtain services and purchase eyeglasses and lenses at reduced rates from more than 60,000 providers nationwide The dental plan covers services ranging from diagnostic and preventive care to orthodontia treatment — all available from your choice of providers Sick leave: Employees may generally continue receiving full salary when absent from work for five or fewer consecutive days due to illness, injury or medical treatment, or to care for a member of their immediate family Nursing mom’s program: Pregnant employees have access to educational materials, unlimited pre- and post-birth counseling, breast pump discounts, and private mother’s rooms located in many PwC offices Parental leave Employees may take up to 13 weeks of unpaid leave to take care of a child under the age of Parents of adopted children may take up to 13 weeks of unpaid leave for up to years from the date of adoption or until the child’s 18th birthday Parents who have children with a disability can also take up to 13 weeks of unpaid leave until the child’s 18th birthday Employees also have the right to take time off work to take care of an emergency involving a spouse, child, or parent.leave Employees also have the right to take time off work to take care of an emergency involving a spouse, child, or parent Life and accident insurance Basic Group Term Life Insurance pays $20,000 to employee’s beneficiary(ies) if they die Employees may purchase Supplemental Life Insurance for themselves Dependent Life Insurance for the spouse/domestic partner and for your children is available if they choose coverage for themselves Personal Liability Umbrella Insurance is available to managing directors, directors and senior managers It provides comprehensive catastrophic liability coverage over and above certain limits of the bodily injury and property damage liability insurance the firm requires 27 Accidental Death and Dismemberment (AD&D) Insurance for you, your spouse/domestic partner and your children is available AD&D pays benefits in the event you (or your spouse/domestic partner or children) are seriously injured in or die from an accident Business Travel Accident Insurance coverage of $400,000 is provided at no cost and pays a benefit if staffs die or are seriously injured while traveling on firm-approved business or while commuting to or from work Retirement and savings plans Eligible staffs are automatically enrolled in the Retirement Wealth Builder Plan (Wealth Builder) on their date of hire The Wealth Builder contribution is funded completely by PwC, and the contribution formula is linked to participants' job levels and in some cases, benefits service with the US firm New hires also receive a one-time Wealth Builder bonus contribution to jump start their retirement savings b Non – financial Compensation PwC takes account of transparency about the competitiveness of an employee’s salary To support and motivate the workforce, PwC tries to provide employees with a properly combined package that surpasses what direct competitors offer As a result, a compensation program is set to suit and meet the needs of the employees as well as the firm Beside financial compensation mentioned above, PwC has offered emplyees non financial compensation through a set of bonus opportunities, milestone and recognition awards, non-monetary awards and so on No The job position Career Milestone Awards In 2011, Career Milestone Awards was established, which recognize employees’ sustained efforts and contributions at various stages of their careers With this program, PwC is staking a claim on behalf of the hard – working, dedicated and talented individuals who achieve the three promotions recognized under this program: senior associate, manager and senior manager/ director Except a significant financial 28 bonus for new managers over and above their annual incentive compensation, these awards include such non – monetary rewards, a unique leadership development experience for new senior associates and a paid sabbatical leave of up to four weeks for new senior managers and directors Senior associates are invited to join a new program called the “Leadership Development Experience” that will help to improve their leadership skills The program aims to develop personal leadership skills and improve their networking abilities that the firm believes will help employees achieve personal and professional goals Senior managers and directors also receive a four-week paid sabbatical, comprised of one week of their vacation time and three weeks of extra time off of work Discover Discover is a developmental leadership experience that serves as the milestone reward for our newly promoted senior associates It’s about self-leadership and personal accountability In its second year, Discover has impacted over 3,300 senior associates’ lives and has grown its network of support champion partners to 300+ strong A Discover participant said: “This program is much more than a reward for being promoted It’s a life-changing experience that will influence the way you think and act The value I received from this trip is not something I could buy with a bonus or replicate on a vacation.” Contribution awards/ Spot bonuses Contribuiton awards recognize highly exceptional discretionary effort and performance in providing internal and external client service that goes above and beyond the high expectation of employees’ position Each line of service budgets and delivers these awards to meer their unique schedules and priorities In an average year, the majority of people receive a recognition award for their strong performance These might include gift checks or cash awards, and high-achieving staff members can receive multiple awards during a given year 29 Career growth Career with PwC are rewarding PwC offers exceptional opportunities to direct and personalize employees’ career path so that it’s personally and professionally rewarding over the long term PwC provides a careeer progress that keeps epmloyees in their chosen profession and extends from associate to director or partner Or several different “careers” are offered, from one line of service to another, from one geography to another, or even between a client service role and an internal firm services role No Work environment Firmwide extended holidays Firmwide extended holidays are not a substitute for vacation – they are a valuable opportunity to receive paid time of without the worry of checking email or meeting client demands, other than in exceptional circumstances PwC wants to create opportunities for everyone to rest, relax and rejuvenate through firmwide extended holidays Health and wellness The health and financial well-being of PwC’s partners and staff is an integral part of human resource strategy PwC reinforces personal responsibility as a key component of well-being and wants employees to be actively engaged in managing their own health The cornerstone of PwC’s health care focus is annual physical benefit, which provides comprehensive physical exams free of charge each year for staff enrolled in a PwC medical plan option through a premier preventive care provider Well-Being Rewards program incentivizes PwC’s people to make health and wellbeing, as well as responsible behaviors, a priority Employees earn points for doing things such as exercising, undergoing routine medical exams, volunteering, or using public transportation, which can be redeemed for gift cards or charitable donations Each point earned equates to $1 in value 30 III Assessments and recommendations III.1 Assessments a Pros: PwC HRM strategy allows itself to attract excellent employees: o It offers support for an excellent post graduate qualification For example, the chartered accountancy qualification is widely regarded the world over and allows you to work in other countries o PwC supports working overseas which greatly was a strong reason for joining o The working environment is always positive and co-workers share a common goal Employees are very professional and productive o Wide range of jobs are available at PwC Powerful network: You will have access to many rich and varied opportunities, top talent and professionals, experiences that complement your interests, and the flexibility to build a career path that matches the way you want to live For many, working towards a professional qualification will be part of your technical skills training You may experience different methods of learning, as PwC appreciate that people like to learn using different techniques, and benefit from the flexibility this brings Methods range from classroom courses, e-learning and remote study supported by online learning tools, all are designed to help you build the skills and knowledge Intensive Training and Development process: PwC combines many methods of training including technical, personal skills, additional academic and abroad training for employees to reach their full potential Moreover, PwC ensures personal and professional growth by Everyday Coaching and Learning and Education which provide feedback, advice and encouragement regularly In terms of compensation: 31 o Through survey data and information, PwC understands exactly salaries of rivalry firms so theirs can be more competitive o Work environment at PwC is quite professional and friendly, especially suitable for fresh graduate b Cons Long working hours & intensive traveling is one of the disadvantages of working at PwC There is frequent dislocation between the message for work life balance and expected working hours There is also frequent working over weekends Continuous process: Both Training and Development at PwC are continuous process, which means employees have to learn and work hard for many hours and thus many of them give up and leave Solid career progress available: most people get promotion by number of working years, not by their actual skills There is solid (if slow) career progression available Most people seem to get promoted based on working a set number of years, rather than by actual skills available 32 PwC is growing very fast in terms of number of employees and there’s very little space in the office Hot-decking can affect teamwork It can be frustrating if officers like to print out files and have stuff on desk III.2 Recommendations In the aspect of job design: Offer staff more flexibility working option to motivate their contributed activities Recognize and promote talents regardless staff level Providing them adequate support and development for the sake of the company Aid employees in the time they travel for business with money as well as good accommodation In the aspect of training and development Create Training Stickiness Before the Employee Training Sessions Make sure the need is a training and development opportunity Create a context for the employee training and development Provide training and development that is really relevant to the skill you want the employee to attain Favor employee training and development that has measurable objectives and specified outcomes In the aspect of compensations Review staffs’ performance more frequently and use it as a base for promotion/salaries increases (regarding seniority) 33 CONCLUSION This is the end of our report on Human resource management strategy of Pwc All in all, Pwc is one of the companies which have the best human resource strategies Although there are still some shortcomings, PwC could be proud of its own HRM strategy because it is a consultant for business in the area of HR itself After studying this subject, we have great understandings about the jobs at Pwc, the process of becoming PwC employees, and the benefits for us if we are PwC staffs We hope that this knowledge will help us be well-prepared for our future internship or job application to PwC or any other professional international organizations 34 LIST OF REFERENCE Book: - Raymond A.Noe, 2009, Fundamentals of Human resource management, 3rd edition, The McGraw Hill Companies Publisher, America Web page: - PWC Vietnam official website, viewed 19 March 2014, - PWC Global official website, viewed 19 March 20124, - Money CNN, Best companies to work for, viewed 19 March 2014, - Vieclam.vn, PWC Jobs opportunities, viewed 19 March 2014, - Greenturn.co.uk, PWC job salary review and benefits insight, viewed 19 March 2014, - Paysacle.com, Average salary for PWC employees, viewed 19 March 2014, 35 [...]... aspect of compensations Review staffs’ performance more frequently and use it as a base for promotion/salaries increases (regarding seniority) 33 CONCLUSION This is the end of our report on Human resource management strategy of Pwc All in all, Pwc is one of the companies which have the best human resource strategies Although there are still some shortcomings, PwC could be proud of its own HRM strategy. .. themselves – all of which are major players in the world of Belgian and international business – offer people extremely enriching experience in a wide range of business sectors And PwC employees can learn an enormous amount from colleagues PwC focus on some skills and combine many methods of training to training their people in a best way No.2 Types of Training at PwC Technical training PwC fully supports... compensation PwC offers various benefits to meet health and financial need for all employees and their families The benefits program includes the following Holidays and vacations PwC recognizes the importance of taking regular holiday breaks throughout the year PwC does this to help ensure the well being of all employees PwC offers ten paid holidays each year The holiday year begins on the first of October... mother’s rooms located in many PwC offices Parental leave Employees may take up to 13 weeks of unpaid leave to take care of a child under the age of 5 Parents of adopted children may take up to 13 weeks of unpaid leave for up to 5 years from the date of adoption or until the child’s 18th birthday Parents who have children with a disability can also take up to 13 weeks of unpaid leave until the child’s... Overview of Training at PwC Each PwC employee is a part of a powerful network He will have access to many rich and varied opportunities, top talent and professionals, experiences that complement his interests, and the flexibility to build a career path For many PwC employees, working towards a professional qualification will be part of their technical skills training They may experience different methods of. .. the amount of holidays exceeds the maximum of 25, PwC has the right to ask the employee to reimburse the firm and to take disciplinary action Health care All PwC employees must undergo a medical examination every two years until they turn 50 After the age of 50, PwC will require annual medical examinations The company covers the cost of these examinations; however, it is the responsibility of each individual... started with PwC PwC courses and training abroad A strongly developed international network such as PwC also boasts an international training and education curriculum There are cyclical further education courses for each professional discipline and/or specialist area, such as VAT level 1, VAT level 2 and Transactions along with a host of others 21 b Development No.1 Overview of development at PWC PwC continually... opportunity to receive paid time of without the worry of checking email or meeting client demands, other than in exceptional circumstances PwC wants to create opportunities for everyone to rest, relax and rejuvenate through firmwide extended holidays Health and wellness The health and financial well-being of PwC s partners and staff is an integral part of human resource strategy PwC reinforces personal responsibility... their professions of company auditor, tax consultant and chartered accountant which aims at gaining a professional qualification They handle the administrative side of enrolment for people and also make sure they’re assigned the required number of work-experience supervisors 20 and interesting projects, as well as extra daysoff for the annual exams And PwC also pay the enrolment fees and some out -of- pocket... for business in the area of HR itself After studying this subject, we have great understandings about the jobs at Pwc, the process of becoming PwC employees, and the benefits for us if we are PwC staffs We hope that this knowledge will help us be well-prepared for our future internship or job application to PwC or any other professional international organizations 34 LIST OF REFERENCE Book: - Raymond