PwC Reward trends snapshot survey 2015increases. We know from PwC’s 18th Annual Global CEO Survey1...

1

PwC Reward trends snapshot survey 2015

Human Resource Services

March 2015

www.pwc.ie/reward

PwC Reward trends snapshot survey 2015 2

Table of Contents


Foreword

This PwC Reward trends snapshot survey 2015 provides data on actual and forecast salary movements for 2014, 2015 and 2016 across a number of sectors and employee categories. It also looks at actual bonus payments for 2014, target bonus levels for 2015, remuneration philosophy, incentive plans and benefits provided by employers.

The survey data was gathered through an online questionnaire completed by each participating organisation (one submission per company). This survey would not have been possible but for the 132 organisations that participated.We would like to thank each participant for their time and effort.

While results indicate that general pay increases will be circa 2.0% in 2015/16, it is worth noting that certain industries / roles continue to experience larger increases. We know from PwC’s 18th Annual Global CEO Survey1 that skills are at the top of CEOs’ talent agenda, with 81% saying their organisations are now looking for a much broader range of skills than in the past.

It is no surprise that our survey reveals that software developers, data analysts and other ICT roles are in demand. This backs up the fact that CEOs think that specific hiring and training strategies to integrate digital technologies throughout their businesses are key to future growth.

There are of course other industries and roles with skills in high demand. The insurance and financial services

sectors continue to struggle to find sufficient talent in the areas of risk, compliance and actuarial roles. A heightened interest on individual performance and external benchmarking would suggest that organisations are conscious of the need to keep hold of their talent, and are looking for evidence to justify increases so as not to lose critical skills. Ensuring talent management programs are ‘fit for purpose’ as well as aligned with performance and reward, will no doubt be critical as demand for talent heightens.

With limited pay budgets and a need to recognise top performers, companies are looking to incentive pay to motivate and reward top performers. As a result, one-third of employers surveyed have improved their annual bonus plan and a further third expect to enhance their plan in the coming year.

Our survey results show that one in five companies are reviewing their private medical insurance benefit in 2014 or 2015, and the majority of these reviews are leading to reductions in benefits. The challenge for companies is to design reward packages that employees value and thereby achieve better value for money in terms of reward spend.

We hope you find the report both useful and informative. Should you require further information on this survey or other reward services, please contact a member of the Rewards Advisory team, full details are listed at the back of this report. Gerard McDonough

Director, Reward Advisory & Human Resource Services

Louise O’Reilly

Manager, Reward Advisory & Human Resource Services

1 PwC’s 18th Annual Global CEO Survey – Was carried out in Q4 2014 with 1,322 CEOs from 77 countries were interviewed in the production of the survey.


Pay Trends 2014 2015 2016

Pay Increases 64% 78% 88%

Pay Freezes 35% 22% 12%

Pay Decreases 1.0% 0% 0%

Median Salary Movement* 1.6% 2.0% 2.0%

Median Salary Increase** 2.0% 2.0% 2.1%

Number of respondents: 132

* Note: Includes companies that applied a pay increase, freeze or decrease.

** Note: Includes only companies providing a salary increase.

Key trends from the survey results

• In recent years salary increase decisions have mostly been guided by internal factors including company and individual performance. While these measures are still prevalent, the percentage of companies looking at external benchmarking has increased to 74% in 2015 (39% in 2013 and 70% in 2014). Overall, the key driver remains individual performance (80%) with company performance (72%) the third most popular;

• Participants reported increased salary pressure and difficulty in recruiting for several key roles including IT (particularly data analysts, software developers and web developers), finance, actuaries, risk and compliance, experienced engineers, sales and senior executive roles;

• The roles where participants reported having problems with retention are IT, risk management and compliance, accounting, engineering, finance, sales and human resources;

• Where companies have indicated their reward philosophy (86% of sample):

- 82% are targeting salary at median

- 72% are targeting total remuneration (i.e. salary, incentives and benefits) at median. It is noteworthy that a fifth are targeting total remuneration above median with just 4.0% having a policy below median.

Over three quarters (78%) of Irish businesses expect to apply modest pay increases in 2015, compared to 64% in 2014. There is increased optimism for 2016 as the percentage of companies forecasting pay increases rises to 88%.

Where companies are planning to award pay increases, this is typically 2.0% in 2015 and 2.1% in 2016. More than half of companies are providing increases between 2.0% and 3.0%, indicating a tight consensus on pay increases for the coming year:


• For those companies with a DB scheme in place:

- 19% have moved to reduce the benefits offered in their schemes during 2014. For larger employers these reductions involve a cessation of accrual in the DB scheme with DC being provided for future service

- A number of organisations (11%) are revisiting their DC scheme designs and enhancing them to ensure they remain fit for purpose going forward;

• These results confirm that the trends of recent years are remaining as organisations continue to reduce private medical cover and the proportion of participants offering full cover continues to decline (see page 18);

• 67% of participants provided information on their health insurance benefit:

- Of the 61% that covered the full cost of the plan, 7% indicated that they will reduce the offering in 2015

- None of the companies providing a cash allowance benefit are planning to reduce their offering in 2015, with 10% having improved their offering in 2014

- 14% of companies are planning on enhancing their health and wellness programmes in 2015, indicating renewed focus on how companies look after the health & wellbeing of their employees.

• 79% of participants provided information on annual bonus plans:

- 90% of these companies have performance based bonus plans

- One third of participants with bonus plans in place enhanced, or plan to enhance their offering in 2014/15

- The typical bonus (as a percentage of base salary) for achieving on-target performance in 2015 is set at 20% for Senior Management and 10% for Professionals

- Annual performance linked bonuses from professional up to executive levels are typically 5% - 8% higher in the non-Irish Headquartered companies compared to Irish Headquartered companies;

• 39% of participants provided information on long term incentive plans:

- Almost a third (31%) of these companies enhanced, or plan to enhance their LTI offering in 2014/15;

• 86% of participants provided information on their retirement benefits (see page 17):

- The 2015 survey highlights the continued trend away from Defined Benefit (DB) pension provision towards Defined Contribution (DC). Only 14% have DB plans open to new entrants (vs 19% in 2014) with the majority of companies (86%) providing a DC plan (note, some companies may operate two or more pension plans);


% of respondents

#

LQ Median UQ Other

Number of respondents

Other includes: 60th percentile, between median and 75th percentile, 66th percentile and differing philosophies depending on level.

N1 Total direct remuneration: Salary and incentives.

114

111

109

Salary

Key:

N2 Total remuneration

N1 Total direct remuneration

0 20 40 60 80 100

N2 Total remuneration: Salary, incentives

and benefits.

4%

82%

8%

5%

3%

75%

16%

6%

4%

72%

18%

6%

Remuneration philosophy

The following chart shows where companies typically target their remuneration package against the market:

Results - Remuneration drivers and administration

Other includes: No formal process in place; no recent reviews and individual reviews

Total respondents132

January

February

March

April

May

June

July

August

September

October

November

December

Other *0 10 20 30 40 50

32%

3%

13%

21%

1%

2%

4%

2%

1%

5%

3%

5%

8%

% of respondents

*

Salary review dates

The following chart shows when respondents typically review salaries:


Key drivers of salary increases

The following chart shows the key drivers of salary increases for all respondents:

Other includes: Position, national pay agreements, group policy and public sector policy


*

% of respondents

Inflation (CPI)

Company performance

Individual performance

External benchmarking

Other *

0 20 40 60 80 100

42%

72%

80%

74%

8%


% of respondents

109

113

110

108

115

79

69

Executive

Senior Management

Management

Professional

Administration / Support

Graduate

Production / Hourly

# Number of respondentsKey: Pay increases Pay freezes Pay decreases

0 20 40 60 80 100

57%

65%35%

67%33%

73%27%

70%29%

62%38%

59%41%

42%1%

1%

% of respondents that provided a salary increase, a pay freeze or a salary decrease by employee level in 2014:

Results - Salary movements 2014/15/16

Banks

Pharma

ICT

Insurance

Manufacturing & Production

Construction

100%

89%

75%

73%

44%

50%

64%of all respondents provided an overall increase in 2014, this compares to:

Comments:

Overall increase – an increase to majority of employee segments.

There are no discernible differences between the results for financial and non-financial companies.


% of respondents that provided or plan to provide a salary increase, a pay freeze or a salary decrease by employee level in 2015:

% of respondents

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

Number of respondentsKey: Pay increases Pay freezes Pay decreases

0 20 40 60 80 100

72%

76%24%

77%23%

81%19%

79%21%

71%29%

72%28%

28%110

114

110

106

114

79

73

#


Pharma

ICT

Insurance

Construction

Banks

100%

100%

83%

78%

75%

78%

78%of all respondents are planning an overall increase in 2015, this compares to:

Comments:

Overall increase – an increase to majority of employee segments



% of respondents that plan to provide a salary increase, a pay freeze or a salary decrease by employee level in 2016:

% of respondents

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

Number of respondentsKey: Pay increases Pay freezes Pay decreases

0 20 40 60 80 100

85

85

83

80

88

59

58 76%24%

82%

87%13%

86%14%

86%14%

85%15%

80%20%

18%

#


Pharma

ICT

Insurance

Construction

Banks

100%

100%

100%

100%

80%

100%

88%of all respondents are planning an overall increase in 2016, this compares to:

Comments:

Overall increase – an increase to majority of employee segments



Typical % salary increase provided by respondents that gave a pay increase by employee level in 2014:

% of respondents

LQ Median UQ


62

74

74

79

81

49

41

Key:

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

0 1 2 3

1.5%

2.0%

3.0%

1.5%

2.0%

3.0%

1.5%

2.0%

2.5%

1.8%

2.0%

3.0%

1.8%

2.0%

2.5%

1.5%

2.0%

2.5%

1.5%

2.0%

2.1%

#

Pharma

Insurance

Financial

ICT

2.6%

2.4%

2.1%

2.3%

was the typical salary increase for all respondents in 2014 with only slight differences across industries:2.0%

There are high demands for technology, finance and engineering roles in these sectors


Typical % salary increase provided by respondents that gave or plan to give a pay increase by employee level in 2015:

% of respondents

LQ Median UQ


79

87

85

86

90

56

51

Key:

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

0 1 2 3

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

#

is the forcast for typical salary increases for all respondents in 2015 with only slight differences across industries:

Financial

Construction

Pharma

4.6%

2.1%

2.4%

Insurance2.9%

ICT2.8%

While the figures with regards to the Construction sector are noteworthy they must be kept in context. For the last number of years, our survey results have shown a significantly lower incidence of companies increasing pay in this sector. These larger increases may be the first increases paid by these companies in several years.

Construction: Building from a Lower Base

2.0%


Typical % salary increase provided by respondents that plan to give a pay increase by employee level in 2016:

% of respondents

LQ Median UQ


70

74

71

69

75

47

44

Key:

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

0 1 2 3 4 5

2.0%

2.0%

3.2%

2.0%

2.0%

3.0%

2.0%

2.0%

3.0%

2.0%

2.5%

3.0%

2.0%

2.0%

3.0%

2.0%

2.5%

5.0%

2.0%

2.0%

3.0%

#

is the forcast for typical salary increases for all respondents in 2016 with only slight differences across industries: In 2014 41%

of Irish HQ’d companies provided a salary increase, versus 87% of non-Irish HQ’d companies.

In 2016 this gap is predicted to significantly narrow with 82% of Irish HQ’d companies predicting salary increases, versus 95% of non-Irish HQ’d.

Salary increases are also predicted to be higher in Irish HQ’d companies in 2015 (Irish 2.4% vs. non-Irish 2.0%) and 2016 (Irish 2.7% vs. non-Irish 2.0%).

Irish HQ’d Companies Close Salary Increase Gap

Pharma

Construction

ICT

Insurance

4.9%

2.9%

2.5%

2.7%

2.1%


0 20 40 60 80 100

Total respondents51

Cash based LTI

Share based LTI

Mix of cash and share based LTI

% of respondents

24%

80%

20%

Results - Incentive plans 2014/15


Guaranteed bonus

Annual performance linked bonus

Profit share

Deferred annual bonus

% of respondents

0 20 40 60 80 100

13%

90%

26%

13%

Annual bonus plans

The following chart shows the provision of various types of bonus plans for all respondents:

Long term incentive plans

The following chart shows the provision of various types of long term incentive plans for all respondents:

of participants with annual bonus plans enhanced or plan to enhance their offering in 2014/2015.

Focus on High PerformersWith limited pay budgets and a modest increase of 2.0%, companies may look to incentive pay to motivate top performers.

32%

of companies with long term incentive plans are increasing their LTI offering.

Paying for Long Term Performance

31%


0 10 20 30 40

% of respondents

74

75

67

63

57

27

21

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

Number of respondentsKey: LQ Median UQ

15.0% 25.0% 32.8%

10.0% 16.0% 23.0%

10.0% 14.0% 16.5%

7.5% 10.0% 11.5%

5.0% 7.5% 10.0%

5.0% 7.5% 10.0%

5.0% 5.0% 8.0%

#

Typical bonus award as % of salary awarded in 2014


Target bonus award as % of salary in 2015

Pharmaceutical, ICT & Insurance sectors are showing higher target awards for management levels and above.

0 10 20 30

% of respondents

79

78

72

66

61

29

25

Executive

Senior Management

Management

Professional


Graduate

Production / Hourly

Number of respondentsKey: LQ Median UQ

20.0% 25.0% 30.0%

12.8% 20.0% 25.0%

10.0% 15.0% 15.0%

8.0% 10.0% 14.3%

5.0% 7.5% 10.0%

5.0% 7.5% 10.0%

5.0% 5.0% 8.0%

#

Typical bonuses awarded in 2014 are in line with target bonus payouts set for 2015.

Hitting the Target


Results - Benefits - Retirement and death & disability benefits

Retirement benefits

The following chart shows the provision of various types of retirement benefits available to new entrants:

Death and disability benefits

The following chart shows the provision of various types of death and disability benefits available to new entrants:

This has been the case for new entrants to businesses for many years but more organisations are now switching legacy DB employees into a DC scheme for their future service accrual. Only 14% of participants now provide DB for new entrants and this will continue to fall.

Secondly, as we move more towards a DC model within all organisations many employers are now looking to enhance the DC rates they pay for their staff. This reflects an acceptance of the fact that for many older DC schemes the initial rates set were no longer sufficient for the needs of the organisation. And following many years of wage constraints it also shows how highly valued pension is compared with other employee benefits.

As the labour market continues to heat up it is important for all organisations that the total benefits package being offered is fit for purpose. Within DC pensions this means ensuring that the level of employer pension contributions continue to be attractive and providing clear and simple pension communications which speak to a twenty first century audience.

Commentary The survey again highlights the two main pension themes which we continue to see emerging for our clients.

Firstly, the ever increasing costs of Defined Benefit (DB) provision means organisations are proceeding with moving towards Defined Contribution (DC) schemes for all staff.

Other includes: PRSA and Executive Arrangement


*

% of respondents

0 20 40 60 80 100

Defined benefit (DB) pension plan

Defined contribution (DC) pension plan

Hybrid (combination of DB and DC) pension plan

Other *

14%

86%

4%

4%

0 20 40 60 80 100


Life assurance

Short-term sick pay

Long-term disability

% of respondents

81%

87%

81%

We are seeing a trend where analytics are impacting benefit planning. PwC’s people analytics looks at establishing the value employees assign to various benefits. Once companies understand what their employee’s value they can tailor their packages appropriately.

Benefit programmes should be aligned with employee needs.


Results - Benefits - Private medical insurance

Private medical insurance

The following chart shows the provision of private medical insurance through either full coverage of the plans costs, a defined percentage of the plans costs or as a defined cash contribution towards the cost of the plan for respondents that indicated what type of medical benefit they provide employees:

Total respondents89

% of respondents

0 20 40 60 80 100

Private medical benefit full cover

Private medical benefit subsidy

Private medical benefit cash

Private medical benefit dependants

61%

18%

24%

74%

Commentary The results confirm that the trends of recent years are continuing as organisations continue to reduce private medical cover and the proportion of participants offering full cover continues to decline.

Medical insurance premiums have seen a 243% increase in the past 12 years caused by a number of factors including government policy, an aging of the market and high levels of healthcare inflation. We know from speaking to many employers that they are now reaching the tipping point with regard to bearing the cost of any further increases.

One in five participants are reviewing their private medical insurance benefit in 2014 or 2015 and the majority of these reviews are leading to reductions in benefits.

To date where an organisation has sought to reduce the cost of the private health insurance they have focussed on reducing the level of cover by scaling back from more expensive plans. The trend that is currently being observed in the market is that employers are looking to move from covering full cost to either a cost sharing model or providing a fixed cash allowance towards the premium which is a significant change.

It will be interesting to observe the impact the new measures being implemented from 1 May 2015 will have on the market as a whole. It is hoped that the introduction of Lifetime Community Rating will result in increased numbers of younger people coming back into the market thereby leading to lower premiums for all ages.

The typical cost to the company per employee to provide a private medical insurance benefit as indicated by respondents

€1,500

of respondents with private medical insurance extend this benefit to employee dependants

74%


Results - Benefits - Health & Wellness

Health & Wellnes

The following chart shows the provision of various types of health & wellness benefits for all respondents:

Commentary Healthcare trends continue to challenge benefit strategies, as employers look for ways to manage the ever escalating cost of healthcare benefits.

Business leaders are quickly realising the positive effects of corporate wellness programs. Companies that invest in Workplace Health and Wellness programs reap the benefits of increased employee health, morale, productivity and decreased medical care costs, disability pay, health insurance costs, rates of absenteeism, turnover and workplace injuries.

Employee wellness has tended to focus primarily on physical health, with emphasis on health programs, but we are seeing wellness programmes broadening to include psychological well-being of the individual worker, addressing considerations such as worker engagement, work-life balance and financial well-being.

The improvement of these programmes is being recognised, with 14% of companies planning on enhancing their health and wellness offering in 2015.

0 20 40 60 80 100


Health Wellness Programme

Employee assistance program

Subsidised / onsite gym membership

% of respondents

49%

70%

25%

of companies have health and wellness programmes in place

49%

of companies are planning on enhancing their health and wellness programmes in 2015

14%


Results - Benefits - Perquisites and other reward elements

0 20 40 60 80 100


47%

66%

93%

86%

12%

31%

38%

82%

11%

% of respondents

Flexible benefits plan

Free car parking

Canteen / meal allowance

Discounts on company products

Club subscriptions

Professional subscriptions

Mobile Phones

Car allowance

Car

Perquisites

The following chart shows the provision of perquisites for all respondents:

of all respondents indicated they had a company car or car allowance benefit in place.

69%

of these have reviewed or plan to review this benefit in 2014/15

15%


Other reward elements

The following chart shows the provision of other reward elements for all respondents:

0 20 40 60 80 100


13%

46%

76%

73%

35%

50%

32%

95%

1%

% of respondents

Facility to purchase additional annual leaveUnpaid leave (e.g. sabbaticals)

Flexible working arrangements

Maternity leave (over statutory entitlement)

Paternity leave (over statutory entitlement)

Home working

Shift allowance

Training & education

Other

Where indicated paid paternity leave is typically 2-3 days


% of respondents

2% Asset management

7% Banking

2% Banking & insurance

2% Biotechnology

3% Commercial semi-state

7% Construction / Engineering

4% Distribution

2% Transport / Logistics

2% Professional services

4% Public sector

2% Other financial services

3% Energy

4% Fast moving consumer goods

ICT

9% Insurance

11% Other*

*Other includes: Advertising, Clinical Research, Education, Hospitality, Media, Motor industry, Publishing Real Estate and various other services.

2% Wholesale

8% Pharmaceutical / Bulk manufacturing

5% Not for profit

4% Medical devices

9% Manufacturing / Production

8%

2% Retail

132 Total respondents

Industry sector

The following chart shows the participant profile by industry sector:

Participant profile

% of respondents

47% 0 to 199

26% 1000+

3% 800 to 899

7% 600 to 799

7% 400 to 599

11% 200 to 399


Number of employees

The following chart shows the participant profile by number of employees:


% of respondents

49% 0 to 99

21% 1000+

11% 250 to 499

5% 500 to 999

14% 100 to 249


Revenue / Turnover

The following chart shows the participant profile by revenue / turnover (€m):

% of respondents

51% Ireland

3% Other

1% Americas (excluding US)

16% Europe (excluding UK)

6% UK

1% Asia

23% US


Company headquarters

The following chart shows the participant profile by location of company headquarters:

% of respondents

4% Commercial semi-state

6% Irish listed company

2% Other

27% Subsidiary of foreign listed company

6% Not for profit

2% Partnership

4% Public sector

51% Private


Company type

The following chart shows the participant profile by company type:


About the survey

Date of dataThe survey data was collected in January and February 2015.

Definitions and assumptionsLower Quartile (LQ)

Otherwise known as the 25th percentile, this refers to the value below which lies 25% of the observed values in a set of ordered data.

Median

Otherwise referred to as the 50th percentile, this refers to the middle value in a set of ordered data containing an odd number of values. When the number of values is even, the median is calculated as the average of the two middle values.

Upper Quartile (UQ)

Otherwise known as the 75th percentile, this refers to the value above which lies 25% of the observed values in a set of ordered data.

Respondents

Refers to the organisations that answered the particular question being analysed as opposed to ‘participants’, which refers to all 132 organisations that participated in the survey.

Please note the following:

- Percentages may not total 100% due to rounding.

ConfidentialityThis report and the corresponding questionnaire are protected by copyright laws and international business treaties’ provisions as well as by the laws of the country in which it is being released. This report and all its contents must not be copied or modified, transmitted in any media for further distribution, even partially, without PwC’s previous written consent. PwC is the copyright owner of this report, the questionnaire and its contents. Although great care has been taken in preparing this report to ensure accuracy, PwC cannot accept liability for errors or omissions.

This report is provided with the understanding that it does not constitute professional advice. Recipients are advised to consult a PwC professional before making any decision or taking any action.

This report and its contents are provided on an “as is” basis and to the extent permissible by law, all warranties, conditions or representations other than contained in this disclaimer are excluded, including, but not limited to all implied and statutory conditions and warranties such as implied warranties of satisfactory quality, merchantability and fitness for a particular purpose.

© 2015 PwC. All rights reserved. PwC refers to the network of member firms of PwC International Limited, each of which is a separate and independent legal entity.


The talent agenda

Reward strategies that support your talent agenda

Route to high performance and engaged talent

Measuring success using human capital metrics

The Context

• Business environment

• Business strategy

• People management strategy

Attract Develop Deploy People Processes

& SystemsRetain

• Employer branding• Workforce planning• Talent sourcing• Diversity

• Employee value proposition• Competitiveness• Diversity reward plans


& SystemsRetain

• Leadership development• Learning strategy• Coaching and mentoring• Performance management

• Competency based pay• L&D investments• Performance related pay


& SystemsRetain

• Engagement and culture• Security• Wellbeing• Recognition

• Fair & efficient distribution of pay• Security & well-being benefits• Tax efficient rewards• Short & long term incentive plans• Non-financial recognition• Retention plans


& SystemsRetain

• Cycles of experience• Mobility• Succession planning• Exiting

• Supportive pay structures• Mobility packages• Headroom plans• Redundancies• Wind down retention bonus plans


& SystemsRetain

• HR function• Organisation design• Communications• People management• HR processes and systems

• Reward function• HR reward capability• Reward governance• Reward communications• Plan implementation• Job evaluation and benchmarking• Total reward statements• Partnering HRIS implementation

Have you invested time in re-thinking how each element of your reward strategy supports or hinders your talent strategy? PwC work with clients to develop bespoke reward and recognition solutions that ultimately lead to successful succession planning and less key vacancies to fill.

Re-thinking the linkages between reward and talent management


ContactsIf you have any queries, or would like to discuss your reward strategy or the design and/or benchmark of any of the elements of reward covered in this survey please contact any of the individuals listed below:

Mary O’Hara Partner +353 1 792 6215 [email protected]

Gerard McDonough Director +353 1 792 6170 [email protected]

Louise O’Reilly Manager +353 1 792 5079 [email protected]

William O’Donovan Consultant +353 1 792 6484 [email protected]

Aisling Kearney Assistant +353 1 792 6724 [email protected]

Rachel McKenna Administrator +353 1 792 7354 [email protected]

or visit www.pwc.ie/reward

About PwC

In Ireland, PwC is the leading professional services firm employing over 2,800 people in 8 locations (including our northern Ireland offices), the majority being located in Spencer Dock, Dublin 1. With more than 8,000 professionals in over 100 countries, the PwC network has one of the world’s largest human resource advisory organisations. Our multi-disciplinary approach allows us to advise on all aspects of people management, helping clients to create value for their businesses through people.

Our human resource services practice brings together professionals who work across 5 relevant disciplines:

• HRM (talent management & workforce planning, HR metrics benchmarking & analytics, HR strategy);

• People and change (HR transformation / function effectiveness, organisational change, performance management / L&D);

• Reward (salary surveys / benchmarking, reward strategy & design, remuneration committees, job evaluation, flexible benefits, total reward communication, pensions);

• HR Tax (employment tax, international mobility, share based reward, global immigration, workforce reshaping, revenue audit);

• Executive Search (search and selection, market mapping, succession planning, outplacement, coaching / mentoring).

Our solid grounding in areas such as compensation & benefits, HRM, HR data metrics and HR tax is the bedrock of our evidence-based approach to consulting with clients.


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