The role of people managers at PWC

Business in the Community Workwell Framework
Better work: Creating a happy, engaging environment of good work, which is underpinned by good job design; autonomy and control, variety, employee voice, talent management, employment security, and a management style and culture that promotes mutual trust and respect.

Relating to the Better Work segment of the Business in the Community Workwell Model, PWC have undertaken to address the issue of not having traditional line managers to achieve a focus on employee wellbeing by developing a structure of 'people managers' responsible for the coaching, performance management and wellbeing support of small groups.


Our employees work across a diverse variety of teams, projects and client engagements, and so often do not have a consistent ‘line manager’ in the traditional sense. So we have created a structure of dedicated ‘people manager’ responsibilities.  They are responsible for coaching, performance management and supporting the wellbeing of typically around six to eight employees each, who can be spread across different departments. This investment in people managers provides our employees with valuable and flexible support for their individual wellbeing. 

We provide comprehensive training to our people managers. In particular, we help them to recognise the subtle changes in employee behaviours that may indicate a change in wellbeing, and help managers to feel confident having conversations where they feel people may need support. Having the right interpersonal and emotional skills is an important part of this and we ensure that managers have access to the support they need to continually develop in this area.

We also provide very clear guidance on when managers should seek support from professional experts, where they feel someone may be at risk or need specific help.

One of the most important aspects of our support is facilitating peer group learning opportunities for people managers. We have networks across different parts of our business where managers can come together to discuss the different challenges they face in their roles. Because of the varied nature of our business, our people managers often do not work directly face-to-face with their employees. As such, it is also important for us to support managers to invest time in really getting to know their employees, and ensure they keep in regular contact.

In all our support, we try to make learning as interactive as possible and face-to-face development opportunities are crucial. We seek feedback from line managers to help us develop and tailor the support we offer, so it is entirely focused on where our managers’ needs are. Creating the right environment for people managers to prioritise employee wellbeing is essential to help make us a responsible and competitive business.

Sally Evans
Diversity & Inclusion and Employee Wellbeing Consultant