PwC Trends in the workforce

Contents
http://www.pwc.com/hr-analytics
Trends in People
Analytics
With excerpts from the 2015 PwC
Saratoga Benchmarks
Growing impact of
people analytics 2
What the benchmarks
say about the state of
the workforce 3
People analytics trends:
#1: Building a people
analytics function 6
#2: Growing
dissatisfaction with
current approaches
to data governance 9
#3: Building targets and
benchmarks into
analytic tools 10
#4: Taking predictions
of flight risk to the
next level 13
Conclusion:
Insistent on insight 16
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks 2
Contents
Growing impact of people analytics
Talent is top of mind to senior executives, and that is more evident than ever
today. For the first time in eight years, results from PwC’s Annual CEO Survey
show that 34% of US CEOs are “extremely concerned” about the availability
of key skills.1
They are right to be concerned—talent drives the top line. It
drives the achievement of business strategy. It creates innovation, controls
cost, and drives change. And, according to PwC Saratoga US Human Capital
Effectiveness benchmarks, issues related to talent should be a high priority
for CEOs.
Executives are increasingly pressuring HR to produce evidence-based insight on
critical talent to develop solutions: Do we have the right talent mix to achieve
our business objectives? How engaged are our top performers in aligning to
the new business strategy? Can we do more to predict who are going to be the
right leaders of the future and what experiences we should give them? Can we
identify potential talent flight risks in our most important roles?
People analytics is a new domain for most HR departments. A new function is
being born as companies look to better drive the return on their investments
in people. The old approaches of “gut feel,” and “doing what everybody else
is doing” are not sufficient anymore. We believe in making decisions based on
evidence, not hunches.
This reports highlights our recently published PwC Saratoga benchmarks, and
from those, several improvement opportunities leaders may examine related
to their people. In last year’s summary, we provided several trends in people
analytics, which we still see as relevant solutions to today’s workforce issues.
However, there are a number of new people analytics trends we outline in
this report.
1
PwC’s 18th Annual CEO Survey
With 34% of US CEOs
“extremely concerned”
about the availability of
key skills,1
the need for
hard data on people is
greater than ever before.
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
The recently released PwC Saratoga Human Capital
Effectiveness benchmarks represent 2014 calendar
year data from the US entities of 435 participating
organizations covering a range of industries, company
sizes, and revenue. All results shown reflect median
benchmark values across participating organizations.
Return on workforce investment is declining
A critical measure of workforce productivity, Labor Cost
Revenue Percent, rose from 28.2% to 29.9%, indicating
a decline in return on workforce investment. Though
productivity has remained high in post-recession years, it
is leveling off after several years of consistent increases;
the decline in Labor Cost Revenue Percent2
was primarily
driven by a decrease in Revenue per Full-Time Equivalent
(FTE)(from $404,058 to $370,552). Despite a drop
in Labor Cost per FTE (from $102,294 to $98,988),
companies earned less revenue on their investment.
Organizations may be hesitant to continue to invest in
talent the way they were as the economy bounced back
several years prior; however, this lack of investment may
cause productivity to decline over the long term.
What the benchmarks say about
the state of the workforce
2011 2012 2013 2014
Labor cost per FTE
30.3%
28.8%
28.2%
29.9%
Labor cost revenue
percent
Revenue per FTE $338,773
$102,210 $101,566 $102,294
$98,988
$370,399
$404,058
$370,552
2
PwC defines Labor Costs as the sum of compensation cost and benefits cost
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
High potential promotions slip
Similar to high performers, high potentials are also showing
concerning career trends. High Potential Promotion Rate4
decreased from 19.6% to 18.3%, while overall Promotion
Rate increased from 8.6% to 9.0%. This is the smallest
differential between the two in several years, indicating that
high potential promotion readiness may be an area of needed
focus for leadership development programs today.
Voluntary
separation rate
High potential
promotion rate
High performer
separation rate
Promotion rate
2011 2012 2013 2014 2011 2012 2013 2014
8.0%
17.3%
4.4%
8.0%
5.0%
8.1%
6.0%
8.6%
5.9%
9.0%
8.4%
22.4%8.8% 19.6%8.7%
18.3%
High performer turnover trend continues
Turnover decreased in 2014—however, the proportion
of high performers leaving remains concerning. With
overall Voluntary Separation Rate dropping from 8.8%
to 8.7%, and High Performer Separation Rate3
dropping
from 6.0% to 5.9%, the gap between the two remains quite
narrow. High performers, despite being among the most
valuable employees, are not being driven to stay with their
organizations.
3
PwC defines high performers as employees with performance ratings in
the top 20% of the organization
4
PwC defines high potentials as individual contributors or management
level employees identified by the organization as having leadership
potential and are in line to move into a more senior role
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Investment in HR increases
As HR is increasingly being asked to solve strategic human
capital issues, the function is receiving increased funding
to deliver.
Building a people analytics
function#1
Growing dissatisfaction with current
approaches to data governance#2
Building targets and benchmarks
into analytic tools#3
Taking predictions of flight risk to
the next level#4
Diversity stalls
Headcount of diverse leaders is also declining somewhat
after showing progress for several years. Ethnically Diverse
Executive Headcount Percent decreased from 11.6% to
10.7%, and Female Executive Headcount Percent declined
from 26.7% to 25.7%. As diversity programs gain more
attention, a lack of progress tends to call into question the
effectiveness of efforts in this area.
Ethnically
diverse executive
headcount percent
HR costs per
employee
Female executive
headcount percent
2011 2012 2013 2014
2011 2012 2013 2014
7.7%
$1,610
25.0% 25.4%
26.7%
25.7%
10.5%
$1,923
11.6%
$1,995
10.7%
$2,015
For leaders, these results raise the question, “How do we
improve?” The rise of people analytics and an abundance
of data provides the opportunity to analyze root causes
for critical human capital issues through programs such
as employee surveys, predictive modeling, and advanced
workforce data analysis.
Trends in people analytics
To execute on those programs more effectively, we
are seeing the following trends commonly appear in
this area:
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
People analytics Trend 1:
Building a people analytics
function
Organizations are quickly recognizing that they need a dedicated
people analytics function in order to produce insights from the
complex data that is gathered across the employee lifecycle.
Investment in people analytics is on the rise
In a recent pulse survey, a stunning 86% of PwC Saratoga participants
reported that creating or maturing their people analytics function is
a strategic priority for the next one-to-three years. And nearly one-
half (46%) of those organizations already have a dedicated people
analytics function.
Today, the median organization in our database has one individual
focused on people analytics per 3,567 employees. Not one
participant expected to see a decline in the resources dedicated to
people analytics over the next three years. In fact, every one of our
participants said they expect the number of resources to increase or at
least remain consistent with today’s levels.
Data integration and insight are primary objectives
Many organizations recognize that the reason they need a standing
function is the level of effort involved in successfully driving the
production, distribution, and adoption of analysis, reports,
and insight.
When asked about the biggest barriers to successfully producing
workforce reports and analytics, the top response was the presence of
“multiple unintegrated sources” of people and organizational data,
all of which needs to be synthesized to support meaningful analysis.
More than one-half (69%) of participants cited this challenge as a top
barrier to a successful program. Another major concern
was the extent of “manual processes” required to
produce reports and analytics, with more than one-half
(56%) citing this issue.
86%
46%
Participants reported that
creating or maturing their
people analytics function is
a strategic priority
Already have a dedicated
people analytics function
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents But building a sustainable people analytics capability
requires more than a technology tool, whether an
organization wants to achieve foundational success—
or become more advanced, or even leading edge. We
find that developing people analytics is a journey for
most organizations; the stages are depicted in the
graphic below.
Only a full strategy and adoption plan will enable
sustainable impact and long-term success. Without the
right functional roadmap, data processes, programs,
operating model, training, and change management in
place, organizations will fail to realize the full return on
their technology investment.
Maturity of Programs, People, Technology and Data
Foundational
Advanced
Leadingedge
BusinessImpact
I need basic analytics
I need the data to be right
Analytics should be easy to produce
And I need analytics now
I need analytics to solve
business problems
All of my data should be in
one place
We need analytics to make
a strong impact on how HR
partners with the business
HR has an opportunity to
transform the enterprise
through analytics
To rethink our approach to
talent and execute differently
And bring our businesses and
functions together
People Analytics Journey at a Glance
The solution: Too much for technology tools alone
Many analytic technology solutions are emerging in the market
to address these concerns, and the interest from participating
organizations has been significant. Organizations across industries
are investing in or creating the business case for building or buying
a technology solution to join siloed data sources and automate
processes. Based on PwC’s 2014 HR Technology Survey,5
56% of
organizations have a formal HR Technology roadmap/strategy, and
25% plan to move their HR analytic technology to the cloud over
the next one-to-three years.
5
PwC’s 2014 HR Technology Survey: Moving HR to the Cloud? Navigate
key barriers to boost success
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21
Managing change to create
sustainable people analytics
Creating a people analytics function from scratch
is not an overnight task—it takes time to develop
programs, implement technology, and hire the right
people. Even so, the speed to a full capability might still
outpace stakeholders’ ability to consume so much new
information. While there’s often a pent-up demand for
reports and analytics, there will still be an effort required
to facilitate the adjustment to a new operating model, and
incorporate new data into old ways of working.
A few principles of change management to keep in mind
while working through the establishment of people
analytics:
• Clearly define and articulate a “case for change”
– To create full buy-in from the whole suite of
executives, a critical first step is to define what
decisions are being made with limited or inaccurate
data and identify how an enhanced capability will
address these challenges. Laying out the full strategy, as well
as the benefits that will be recognized by the business and a
methodology for tracking success, will further strengthen
that case.
• Establish active executive sponsors – While the CEO and
other C-suite leaders may crave workforce data, there may be
operational leaders stuck in old ways of thinking, where data from
HR failed to make an impact. Close attention should be paid to
observing if leaders are resisting or not utilizing people analytics in
decision making, and if so, understanding why. Strong advocates
for change should demonstrate how they use data to drive
business decisions in order to help pave the way for others.
• Engage the entire organization to embrace analytics – Build
compelling communications from leadership that clarifies how
analytics will be embedded into work process and decision
making, what the leader and staff roles and expectations are, and
how non-compliance will be addressed.
• Identify and address key changes required to embed people
analytics – In building the new operating model, there will be
new roles within and outside the function. This will need to be
accompanied by new models of interaction, new skills, and new
behaviors. Consider what tools stakeholders will need in order to
fully take advantage of people analytics.
• Define and roll out 21st century learning – Employ new
learning techniques available and think about how gamification
or online simulations can be leveraged to help build capability and
engage individuals in the usage of data.

Contents
Growing dissatisfaction with current
approaches to data governance
Consistency counts
A critical—but sometimes underappreciated—component
of building a sustainable people analytics capability is
the creation of a data governance approach to address
processes for standardization and to develop enterprise-
wide agreement on definitions, formulas, hierarchies,
maintenance, and the like.
Yet the impact of poor data governance becomes visible for
those companies without it:
• The technology company that can’t define who is an
engineer and needs to determine, for example, whether
to include individuals who started as engineers but
moved to more administrative roles as they progressed
in their careers, engingeering managers, and individuals
who have an engineering degree but now work in a
corporate function.
• The professional services firm with no defined
manager hierarchy, and needs to identify to whom
an individual reports, be it their project manager,
their matrix manager, the person responsible for their
cost center, or the person who gives them their
performance rating.
• The hospital that can’t calculate labor costs, and
needs to determine whether to include unscheduled
overtime, per diems/PRNs, or traveling nurses.
• The organization that doesn’t know who came over
in the recent acquisition, and needs to address overlaps
and inconsistencies in data, since both still operate from
their own legacy systems.
• The global organization that operates in siloes by
business unit, and needs to find a way to create a
regional aggregate view of the organization.
No—or very little—satisfaction with
governance
These issues are frequent sticking points for many
organizations, serving as significant obstacles that can
impede real progress in analytics when left unresolved.
Only 6% of 2015 PwC Saratoga benchmarking
participants reported being “very satisfied” with the
quality of their people data. Nearly one-third (29%)
cited poor data quality as a top barrier to successfully
producing workforce reports or analytics, and 25% cited
a lack of agreement on data definitions.
6% Participants reported being “very satisfied” with the
quality of their people data
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Building targets and bench-
marks into analytic tools
Creating context
Organizations are increasingly investing in analytics
technologies to integrate and visualize their people data.
Once those reports are built, they typically generate a simple
question from leaders: “How do we compare?”
Obtaining metric results and having them available at your
fingertips is just the first step. It’s important to provide
context for your data. Benchmarks added to reports and
dashboards help set context to enable you to evaluate how
a measure stacks up against other organizations in a given
sector or region, or next to those similar in headcount or
revenue. They can also help the organization establish
targets, which can be used to color code reports, making
them more easily digestible for leaders looking to determine
whether they are “red” or “green” in certain areas.
Building the best targets
Establishing these targets isn’t always a simple process,
even when benchmarks have been established. Leading
organizations are considering their targets with great care.
It’s important to look at several areas:
• Variability within the organization: How are our
top business units or managers performing on these
measures? What’s attainable within our environment?
• Historical trends: How have our results changed over
time? Since last year? Last month? In what direction are
we headed?
• Business and people strategies: Is this measure
a focus area for us? Is it important to our employee
value proposition?
• Differences in benchmarks: Is an industry
benchmark the best means of comparison for a given
measure? Or is it more sensible to use a regional
norm, or a benchmark for organizations similar
in size? Should we display the median or the top
quartile?
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
8.5%
Defining “goodness”
The rationale for using peer comparisons to help define what is “good” comes to life just
looking at variability in a metric, such as the voluntary separation rate across various
industries. We see a range in median voluntary separation rates by sector, with Professional
Services (12.9%) and Banking (12.0%) industries being the highest, according to our 2015
PwC Saratoga benchmarks. The Utilities industry is among the lowest at 6.0%. Differences
across organizations in different sectors, regions, size bands, etc. make finding the right
benchmark critical for attainable target-setting.
Professional
services
Banking
Insurance
Technology
Pharmaceuticals/
Life science
Communications/
Media
Asset management/
Other finance
Hospitals Retail and leisure
Engineering/
Manufacturing
Public sector Utlities
12.9% 12.0% 11.4% 11.1% 11.1% 10.1%
6.0%6.3%6.4%7.0%8.4%
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21
Utilizing people analytics in
compensation practices
Compensation, particularly with respect to incentives,
remains a hot button HR issue for organizations today.
Most organizations have tackled the wave of shareholder,
regulatory, and media scrutiny, but remain focused
on compensation strategy to appropriately reward
and recognize employees in ways that maximize their
employee value proposition. As people analytics come to
the forefront of HR, insights from data are playing more
heavily into those strategic compensation decisions.
Identifying the “right” compensation programs and mix for
the organization
The structure of management pay has shifted, with
payouts hinging much more heavily on pre-set, explicit,
data-based performance standards. Leaders are often
using analytics to answer questions like:
• Which corporate, business unit, and individual
metrics are most aligned with organization success?
Are there absolute cutoffs, or is relative performance
considered? How should these be incorporated into
incentive programs?
• What is the appropriate payout curve and how sharply should
payouts vary based on performance?
Ensuring that participants understand the value of compensation
programs, and creating a clear line-of-sight to influence behaviors
Despite decreasing labor costs, spend on employee rewards remains
high across many industries. In order to maximize their investment,
organizations must weigh the economic costs with the value
proposition offered to employees, and find the right balance for
their workforce. People analytics functions are utilizing advanced
analyses of employee survey data as well as predictive models to
understand what provides the most “bang for the buck.” Leading edge
organizations are also conducting conjoint analysis, or “tradeoff”
surveys, to understand which incentives are most appealing to
employees, versus which are likely be discounted and thus ineffective.
But not lose sight of attraction and retention fundamentals
Companies have struggled to make do with limited merit budgets for
many years now. At the same time, they face a remarkably pitched
talent battle across many pivotal roles, whether those are hard-to-find
skillsets, high-volume jobs, or roles that produce a disproportionate
high level of value compared to others. Analyzing people data can
help to identify these pivotal roles and high performers in order to
ensure their rewards packages are working concertedly to attract and
recognize these individuals for long-term success.

Contents
Taking predictions of flight risk
to the next level
Shoring up skill sets
Getting to “predictive” is the objective of many HR
departments as they begin their people analytics journeys.
Yet companies that have built such models recognize that it’s
not the end of the journey, but in fact just the beginning. The
question becomes, “What do we do with these results?”
We often see a significant skill gap in business partners’
ability to effectively interpret and use data. In fact, among
PwC Saratoga participants, about three-quarters use business
partners in their HR operating model.6
Yet only 31% of this
group said that most of their business partners have the
right level of analytical skill to interpret and use outputs of
predictive models to address business problems. And only
6% of our survey participants said that all (100%) of their
business partners had the right level of analytical skill.
6
PwC defines business partners as Director and above HR employees who
work primarily with senior business leaders designing and executing
business strategies
31%
of survey participants said that most of their business
partners have the right level of analytical skill
of survey participants said that all (100%) of their
business partners had the right level of analytical skill
6%
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Closing the gaps to cross the analytics divide
To take full advantage of the insight made possible by
people analytics, we see leading organizations taking a
number of next steps beyond model creation.
• Interrogate the results to gain a full understanding:
If high performers within one demographic group are a
high flight risk, ask “Why?” Follow-up analysis through
means such as focus groups may be necessary to flesh
out insights further.
• Establish a program to address the root causes: For
example, if manager effectiveness is found to be linked
to flight risks, that needs to be addressed through
systematic training and coaching enterprise-wide.
• Decide whether individualized outreach is
appropriate: Predictive results are often individual
employee level data that should be treated with
sensitivity. You should have a plan for how and when a
manager or HR representative broaches the issue with an
individual employee—or, in fact, if this should happen
at all.
• Communicate to stakeholders: The data can be
complex and needs to be explained in a consumable and
action-oriented manner. This communication should be
formulated in conjunction with a change management
plan to help others understand how these findings will be
integrated into day-to-day talent processes.
• Integrate the results into existing technologies:
Flight risk scores can be built into existing
dashboards and reports in order to track various
statistics (like actual turnover) by those flags.
Understanding the metric results for high and
low risk employees can help to inform retention
strategies across the organization.
• Refresh the data on an ongoing basis: The volume
of data sometimes requires the establishment of a
data warehouse, so that periodic snapshots of all
datapoints of interest are adequately captured in a
way that makes the data aggregation and analysis
a straightforward process. Many analytic tools can
further ease the process by linking the predictive
model directly to the employee source data, and
automatically re-scoring individuals.
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21
People analytics trends of
the future
With the advancement of technology tools and analytic
techniques in the market, the future of people analytics
is bright. There are a variety of trends on the horizon,
waiting for organizations to capitalize on their value in the
human capital arena. A few examples include:
• Wearable technologies. From smartwatches to fitness
devices, wearable technologies (or “wearables”)
are gaining momentum across the globe. As more
individuals embrace these gadgets, what if HR could
use data from these to boost productivity or monitor
employee health? Based on PwC’s 6th Annual Digital
IQ Survey, 54% of top performing companies will
be investing more in sensors in the coming year—
with the ubiquity of this technology, companies can
take advantage in the workforce by embedding into
employee badges or other devices. Ideas from leading
edge companies include tracking employee locations
on a factory floor to gain productivity data in real-time,
or gathering fitness application data to track employee
wellness metrics. A major barrier will be increasing
the comfort level of individuals with sharing this data
with employers, as only 21% of consumers reported being willing
to share more personal data with companies,7
a figure that could
likely be even lower among employees.
• Gamification. As companies use game simulations to engage users
across the realms of retail, sporting, classrooms, and others, the next
frontier will inevitably become the workplace. Some organizations
already tout the benefits of gamification in candidate assessments—
this could be taken a step further with efforts on workforce planning
or even employee surveys. Imagine the task of scenario planning
with HR and site managers, brainstorming different possibilities
of turnover spikes, declines in hiring, retirement waves—but fed
through a simulation in game format. Also imagine the multitude of
employee surveys that are sent out on an ongoing basis—but now
conducted in a way that recognizes individuals with virtual rewards
to encourage participation. The space for gamification techniques in
the people analytics area is plentiful.
• Social network analysis. With an increased focus on adaptability
and a connected employee experience, many organizations are
creating more permeable boundaries and flattening organizational
structures with the aim of creating a more efficient and flexible
workplace. As a result, work is increasingly occurring through
informal networks of relationships rather than through formal
reporting structures or prescribed work processes. Social
network analysis—a strategy for understanding complex webs
of relationships and connections—allows you to uncover these
hidden networks. Understanding the reach of individuals and
their connections to others across the organization not only
shows the interconnectedness of the company, but can also shed
light on the impact of employee engagement, for example. An
engaged employee who is central to the network can boost morale
and productivity, but similarly, a disengaged employee can be
destructive to the work environment. Social network analysis can
reveal exactly where positive work—and potential damage—might
be done through these key individuals.
7
PwC’s 2015 CEO pulse on personal data

Contents
Conclusion: Insistent on insight
As executives set the talent strategy for the future, people analytics
are poised to inform those decisions in a major way—if HR is up to the
challenge. Building out a people analytics function requires strategic
thought to the long-term roadmap for data, technology, programs,
and operating model—as well as the change management required
for full adoption.
Keeping up with the trends in people analytics is critical for
organizations to become more advanced, whether that’s building or
refining a data governance approach, building comparison data into
analytic tools, or taking action from predictive data. These are just
a few of the leading edge practices out there—with more emerging
each day, people analytics will advance rapidly over the coming years.
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Appendix: Additional data charts
Results from PwC Saratoga’s 2015 Human Capital Effectiveness benchmarks represent US 2014
calendar year data from 435 participating organizations covering a range of industries, company
sizes, and revenue:
Represented industries: Represented company size:
Represented revenue size:
Aerospace & Defense
Asset Management
Association
Banking
Chemicals
Communication / Media
Construction
Consumer Packaged Goods
Education
Engineering / Manufacturing
Federal Contractor
Health Insurance
Hospitals
Non-Health Insurance
Pharmaceutical
Professional Services
Public Sector
Retail and Leisure
Technology
Utilities
3% 7%
4%
11%
13%
53%
19%
4% 5%
1% 8%
3% 20%
20%
2% 23%
2%
5% 9%
2% 8%
1%
17%
6%
4%
14%
4%
3%
10%
5%
3%
8%
5%
1 - 500
501 - 1,000
1,001 - 2,000
2,001 - 5,000
5,001 - 10,000
10,001 - 25,000
25,001 - 50,000
50,001+
Less than $100 million
$100 - 500 million
$500 million - 1 billion
$1 - 10 billion
More than $10 billion
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents Full results of people analytics market trends, based on PwC Saratoga member responses:
Does your organization have a dedicated
people analytics function?
Which other HR functions [also] produce reporting/analytics?
If yes, how many FTEs report to the
function?
Is creating/maturing your people
analytics function a strategic priority
for the next 1-3 years?
How do you expect the number of
resources in your analytics function
to change over the next 3 years?
Yes
46%
HRIS Compensation Recruiting
Learning &
development
Talent
management
Diversity
Yes
86%
Stay about
the same
50%
Increase
50%
No
54%
No
14%
1
23%
2-3
45%
4-5
14%
6+
18%
85%
61%
80% 67%
57% 43%
Decrease
0%
18Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents What are the top 3 barriers to successfully producing people reports/analytics at your organization?
How satisfied are you with the
quality of the people data within your
organization?
Does your organization have business
partners?
What percentage of your business
partners have the right level of
analytical skill?
Multiple unintegrated
data sources
Poor data quality
Manual processes
Lack of agreement on
data definitions
Lack of sources
Lack of demand from
business leaders/
business partners
Lack of technology
solution
Poorly defined
business case
Lack of analytical
skills/expertise among
users
69% 56%
29%
50%
25%
46%
10%
29%
4%
Somewhat
satisfied
49%
Somewhat
dissatisfied
28%
Neither satisfied
or dissatisfied
13%
Very dissatisfied
4%Very satisfied
6%
Yes
74%
No
26%
11-20%
14%
21-30%
20%
31-40%
11%
41-50%
14%
51-60% 3%
61-70% 3%
71-80% 6%
81-90% 0%
91-100% 6%
0-10%
23%
19Trends in people analytics: With excerpts from the 2015 PwC Saratoga Benchmarks
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
About PwC People Analytics
Don’t just collect data. Generate insight.
There’s a quiet revolution taking place in human resources and talent
development departments around the world. Faced with a growing need for
meaningful insights into the workforce, companies are beginning to recognize the
enormous, untapped potential in what they already know, and what they could
know, about their own workforce. It’s called “people analytics,” and it’s changing
the way companies think about everything from attracting and developing talent
to employee engagement and retaining talent.
PwC is a global leader in people analytics because we go beyond simple data
reporting and surveying. We are a full-service people analytics provider, with a
thorough understanding of the specific workforce issues faced by companies in
your industry. We offer a broad range of services, from Saratoga benchmarking
to advanced analytics to comprehensive workforce surveying. PwC can also work
with you to build a people analytics capability that allows you to do more with
your data including Big-Data for HR. We help you to take the guesswork out of
your most important workforce decisions, supporting your efforts to improve
operational and financial results.
PwC, your full-service people analytics provider.
At PwC, we are passionate about our mission: to help our clients use their
workforce data to get better insights, and to use these insights to drive better
talent, financial, and operational results.
About PwC US
PwC US helps organizations and individuals create the value they’re looking for.
We’re a member of the PwC network of firms, which has firms in 157 countries
with more than 195,000 people. We’re committed to delivering quality in
assurance, tax, and advisory services. Find out more and tell us what matters to
you by visiting us at www.pwc.com/US.
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

Contents
Contacts Acknowledgements
To have a conversation about your company’s
people analytics, please contact:
Nik Shah
(703) 918 1208
nik.shah@us.pwc.com
Rishi Agarwal
(408) 817 5101
rishi.agarwal@us.pwc.com
Scott Pollak
(408) 817 7446
scott.pollak@us.pwc.com
Ranjan Dutta
(703) 918 3009
ranjan.dutta@us.pwc.com
Kristina Dunphy
(415) 498 7078
kristina.dunphy@us.pwc.com
© 2015 PricewaterhouseCoopers LLP. All rights reserved. PwC refers to the United States 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. This document is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.
MW-15-2230
Thank you to those that contributed ideas
and efforts to this publication, including:
Bhushan Sethi
PwC People & Change
Anthony Bruce
PwC UK People Analytics
Annie Goodyear
PwC Human Resource Services
Rick Ericson
PwC Human Resource Services
To learn more about PwC People Analytics,
how we can help you on your people analytics
journey, or to become a member of PwC Saratoga
benchmarking, please visit our website at
www.pwc.com/hr-analytics.
Growing impact of
people analytics 2
What the benchmarks
the workforce 3
#2: Growing
current approaches
benchmarks into
analytic tools 10
next level 13
Conclusion:
Appendix 17
About PwC People
Analytics 20
Contacts &
Acknowledgments 21

PwC Trends in the workforce

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