Issue link: https://www.e-digitaleditions.com/i/149047
HeRO Leading for Tomorrow PwC's Jim Walsh shares his vision of the workforce of the future. By Mark Finn Jim Walsh is the global human capital transformation leader for the 158-firm network of firms that make up PwC. Having assumed this role in late 2012, his near term focus is on positioning and aligning PwC around a new "workforce of the future" model, one that will more effectively harness the power of their current 190,000 employee base and implement new models that promote increased agility and speed in acquiring, developing, and deploying talent. Walsh recently shared his perspective and insights with Talent Box Founder and CEO Mark Finn. You have been at PwC in the HR field since 1985 in a range of different roles. What do you see as the biggest changes that have occurred on the people front? For me, the biggest change I have seen is increased choice and transparency, driven in large measure by technology advances and social and economic changes from globalization. The impact has been profound, as evidenced by the morphing of the traditional rigid organizational hierarchy and related culture and behaviors to a much more fluid, agile, and dynamic operating environment. Just look at the impact of social media on how organizations attract, develop, and retain their talent as another indicator. And it's these dynamic and accelerating forces that require a new model of leadership, one that harnesses and inspires speed, agility, and an adaptive, resilient culture. Given the changing nature of the workforce, what do you think are the biggest challenges confronting HR and talent acquisition leaders today? Two I would mention. First is differentiation. With the expansion of choice and transparency comes the need to have a unique differentiator, an employee value proposition that draws the attention of the talent your organization requires and one the organization works relentlessly to deliver daily. JULY/AUGUST 2013 | www.hrotoday.com [9]