Martin Groom from PwC explains PwC's comprehensive global generational study into the attitudes of 'Millennial' employees in order to improve employee retention.

1. PwC’s NextGen:
A global generational study
Martin Groom PwC Director of Learning and Talent
May 2015
www.pwc.co.uk

2. PwC
The largest, most comprehensive global generational
study ever conducted into the attitudes of “Millennial”
employees
• Youngest generation of
professionals leaving PwC in
growing numbers after just a few
years
• Significant majority appeared to
lack interest in a traditional
professional services career path
• Intense work commitment early on
in exchange for significant reward
and opportunity later
• Needed to clarify this ‘shift in
culture
• Partnered with University of
Southern California and London
Business School
2
May 2015
1000
Millennials and
45 leaders
participated in an
online ‘jam’ hosted
on social media
44,000
web based
surveys
completed
anonymously
18global
territories
participated
300
interviews
and 30 focus
groups
conducted

3. PwC
Millennials at PwC
• At PwC, Millennials a majority
of employees; two out of three
of PwC people are in their 20s
and early 30s
• Most are unmarried (75%)
• And without kids (92%)
• For 3 out of 4 of them, PwC is
their first job out of college
• By 2016, almost 80% of our
workforce will be comprised of
Millennials
3
May 2015

4. PwC
Key findings
4
May 2015
1. Many Millennial
employees are
unconvinced that
excessive work demands
are worth the sacrifices to
their personal life
2. Millennial employees are
not alone in wanting
greater flexibility at work
3. Millennials say that creating a
strong cohesive, team oriented
culture at work and providing
opportunities for interesting work
are important to their workplace
happiness, even more so than their
non-Millennial counterparts

5. PwC
Key findings
5
May 2015
4. Many - but not all –
stereotypes about
Millennials are untrue 5. Millennial attitudes are
not totally universal,
although there is significant
commonality between the
USA/Canada and Western
Europe
6. While the same basic drivers of
retention exist for both Millennials and
non-Millennials, their relative importance
varies, with Millennials placing a greater
emphasis on being supported and
appreciated

6. PwC
Retention
6
May 2015
Environment
and practices
drive the
emotional
connection
Emotional
connection
drives retention
• Thriving
• Commitment to PWC
• Job Satisfaction
Retention
• Balance and workload
• Engaging work, development and
opportunities
• People and teams
• Competitive pay and job opportunities

7. PwC
What PwC has done
Global turnover
rate in the PwC
network of firms
continues to
decline while
people engagement
around the globe is
increasing
7
May 2015

8. PwC
What you can do
8
May 2015
1. Create a flexible work
culture
2. Fully leverage
technology 3. Increase
transparency
around
compensation
4. Build a sense of
community
5. Consider opportunities
for Millennials as a
contingent workforce
6. Invest time,
resources and
energy to listen
7. One size does
not fit all

9. Thank you
This publication has been prepared for general guidance on matters of interest only, and does
not constitute professional advice. You should not act upon the information contained in this
publication without obtaining specific professional advice. No representation or warranty
(express or implied) is given as to the accuracy or completeness of the information contained
in this publication, and, to the extent permitted by law, PricewaterhouseCoopers LLP, its
members, employees and agents do not accept or assume any liability, responsibility or duty of
care for any consequences of you or anyone else acting, or refraining to act, in reliance on the
information contained in this publication or for any decision based on it.
© 2015 PricewaterhouseCoopers LLP. All rights reserved. In this document, "PwC" refers to
the UK member firm, and may sometimes refer to the PwC network. Each member firm is a
separate legal entity. Please see www.pwc.com/structure for further details.