PRICEWATERHOUSECOOPERS
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In the last decade, no company has worked harder at expanding its diversity- management initiatives than PricewaterhouseCoopers (PwC). An early leader in workplace diversity, PwC in recent years has had fierce competition as a diver- sity leader from the other Big Four professional-services firms as well as other companies moving into the consulting space.
COMPAN Y FAC TS
PROFILES 11–20
PROFILES 21–30
INDUSTRY
Professional
Services
MAIN
COMPETITORS
Deloitte,
Ernst & Young,
KPMG
U.S.
HEADQUARTERS
New York
U.S. EMPLOYEES
31,000
GLOBAL EMPLOYEES
161,000
GLOBAL REVENUE
$26.57 billion
PROFILES 31–40
But this organization increasingly uses
its well-honed diversity efforts to engage
its employees and enhance retention and
talent development. From its remarkable program to encourage its
employees to volunteer for nonprofits (which, it demonstrates,
improves employee engagement)
to its trendsetting work/life policies, including the Mentor Moms
initiative, PwC is constantly connecting its inclusive workplace
to its business goals.
The personal and professional diversity commitment of
Chairman and Senior Partner Bob Moritz
and Chief Diversity Officer Niloufar
Molavi are well executed by the organization, including Chris Brassell, director of
the U.S. Office of Diversity, and Joanne
McDonough, director of diversity and
work/life.
Their efforts are often focused on talent development, especially for women,
Blacks, Latinos, Asians and American
Indians. For example, PwC’s Diamond
Program for high-performing senior managers and directors focuses on sponsorship and advocacy. The program provides
the top talent of Black, Latino, Asian and
American Indian employees with personal
and professional development, with a goal
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Retention
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Diversity
DIVERSITYINC LISTS
Project BOLD is a new service program
designed to accelerate the leadership
development of high-potential and high-
performing women partners.
The company also has a
variety of mentoring programs,
among the most effective
and comprehensive in corpo-
rate America. These include
Performance Coaching and
Development, and Asian Cultural
Awareness Training for Coaches,
as well as group mentoring, on-
board mentoring for new hires,
and peer mentoring.
PwC has nine employee groups, which
it calls networking circles, and they have
been extremely effective in identifying talent and improving retention and
performance.
What sets PwC apart from most other
organizations is its concise and consistent
ability to communicate, internally and
externally, the importance of diversity
to the organization. From its thought-provoking “Who Am I?” series to its
annual Diversity in Business Leadership
Conference for high-potential PwC
employees, the company’s message on
diversity is always business-related, relevant and crystal clear.
BOB MORITZ • CHAIRMAN AND SENIOR PARTNER
Diversity of talent may be the most important asset for businesses
today. In an increasingly connected world, where talent comes from
today may not be where it comes from tomorrow. We believe that
our commitment to diversity, inclusion and flexibility will
create significant value for our clients, our stakehold-
ers, our firm and our people.
LEADERSHIP
At PwC, we recognize that diversity is a critical driver of innovation and
a competitive advantage. Our people successfully serve our clients in
addressing complex business issues because they bring such diverse
points of view to the table. That is why we continue to look for
creative ways to attract and retain top talent globally.
