Enabling our workforce for today’s of virtual team activities, ranging from cookie decorating realities and tomorrow’s possibilities contests to iftness challenges and virtual lunches. At PwC, we are enabling our people to have – and Just as our ways of working have changed, so we are deliver – a high-quality experience. To achieve this, we now coaching people in new ways too. During the are actively building the right mix of team members, skills times when quick chats over lunch or while walking and approaches that ift today and lfex for tomorrow. between meetings were not possible, we needed to help our people approach coaching with a new The evolving world of work and how we mindset and make it more intentional than ever before. are responding By increasing access to upskilling opportunities in The world of work is always evolving. But its evolution different types of coaching, our staff and partners are has accelerated rapidly in the past year, opening up encouraged to integrate coaching conversations into opportunities for both PwC and our clients to learn their everyday connections, in person or virtually. lessons and encourage new ways of working. “Our 295,000 colleagues around the Take the example of our assurance practice. After shifting world are our greatest asset and the While remote working clearly has many beneifts, we to fully remote working, many team members were foundation for our success. Through also recognise the importance of coming together in ning that themissing the collaboration and on-the-job lear delivering our strategy, The New Equation, person to build relationships and share ideas. That is physical audit room had historically provided. To create we are creating incredible opportunities why many of our member ifrms are moving towards a lfexible workplace that fosters an environment where for our people that will enable them to a hybrid working model tailored to their local market mentoring and coaching happen in the course of daily achieve their potential, build rewarding conditions. Several of our ifrms, including the UK and work, our assurance teams created virtual audit rooms and sustainable careers and become Africa, have enhanced their lfexible working policies to – digital ‘hangouts’ – where team members and clients inclusive leaders.” provide their partners and staff more choice over how, could come and go at the click of a button. where and when they work. These policies are built on Betty Ann Jarrett, two-way lfexibility and the trust that each individual will Not only did the virtual audit room create a sense of Global Human Capital leader work in a way that suits them while also meeting the belonging and foster connectivity, it also provided a safe needs of their teams, the wider ifrm and our clients. space to ask questions and absorb some of the dialogue and informal coaching that happens organically when We also recognise that extended periods of remote team members are in the same physical location. Our working can lead to feelings of isolation. To combat experience across the PwC network shows that virtual this, our member ifrms have established mechanisms to audit rooms encourage our people to be transparent, ensure our people feel connected while working virtually. lfexible and inclusive as they work together to deliver For example, PwC Malaysia runs an ongoing programme the highest quality for our clients.