PwC has announced they are launching a new scheme that allows new recruits to work the hours they want.
Dean Forbes, CEO at CoreHR commented:
New ways of working have arrived and PwC’s scheme reaffirms the reality that businesses need to change current employment practices if they want to attract and retain the best talent. With fewer people willing to commit to a ‘job-for-life’, more businesses must take the time to consider whether elements of gig economy practices can be incorporated into their workplace. Its potential spans far beyond its transport and retail origins.
Adopting the strategy, technology and business models to successfully manage the changing nature of the workforce can drive significant value – for both employees and the business. People are more agile, responsive and open to change than their employers believe and meeting their expectations for flexibility is key to attracting and retaining the very best talent. Getting these workers up-to-speed, motivated and adding value as quickly as possible is an opportunity for businesses to drive a strong competitive advantage.
An engaged and motivated workforce have a huge impact on company culture and growth – and investing in employee satisfaction is a great way to achieve that.
Chris McCullough, CEO and co-founder at Rotageek, commented:
“The way people want to work is changing, and businesses will struggle to attract and retain talented workers if they don’t keep pace with this shift. It’s great to see PwC proactively experiment with different working practices – acknowledging that the traditional 9-to-5 doesn’t fit anymore. There are various factors driving this trend, but at its core is a signal that people want more control and flexibility over their working lives.
“Adopting new HR technologies is vital to engage with a gig-economy type model in a sustainable and intelligent way. PwC is sensibly taking its first steps into this uncharted territory with project work, rather than specific roles, but the right technology can help them adopt flexibility across the business. For example, data-driven scheduling can enable colleagues to work more flexible hours and make job-sharing more realistic, due to the ability to match staff to where there’s most demand for their skills at a particular time. This type of ‘internal gig-economy’ can provide the variety and ongoing learning opportunities many workers crave, whilst enabling businesses to retain some staffing continuity.
“It’ll be interesting to see where this goes from here, but I’m sure a lot of other businesses will be taking notes on this scheme. Every smart leader knows their businesses must continuously evolve its employment practices if they want to benefit from the changing desires of their talent pool.”
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