Better for our people
- Introduction
- We are setting a high standard at the top
- We are even better at developing emerging leaders
- We align our people strategy to changing client needs
- We are offering exceptional rewards for exceptional performance
- We are inclusive and that makes us stronger
- We are increasing loyalty through flexible working
- We are retaining talented women
- We are retaining talented minority ethnic people
- We are becoming one of Europe’s most attractive employers
- KPMG Networks: fast-growing communities within the firm
We align our people strategy to changing client needs
Understanding our client needs is the basis of our people strategy. This year we have deployed our HR resource to work far more closely with our business areas. This allows them to respond directly to changing needs of our clients.
Our approach to mobility is client–led too – we want to ensure we have the right people in the right place to support our clients. We continue to plan mobility into career development, and support people fully when they move. This approach is increasing employee demand for secondments, and that puts us in a much stronger position to support international clients wherever and whenever they need us.
People at all levels need to be properly stimulated and stretched to reach their full potential. Our Managing for Excellence programme is creating a culture of open and honest communication within the firm, with employees getting clear, regular feedback on their performance backed up by the support and encouragement they need to maximise their potential. Eighteen KPMG member firms around the world have adopted our approach.
“Accountancy Age ‘Accountant of the Year 2007’ Catherine Burnet juggles a high–pressure job as the leader of the HBOS Group Audit team with a busy family life.”
