Talent Management Manager

PricewaterhouseCoopers

Key Responsibilities

Skills Strategy & Governance

• Craft and continually refine the firm wide skills taxonomy, mapping emerging market demands to PwC capability frameworks.

• Embed strategic workforce planning to anticipate future capability requirements and guide skills investment decisions.

• Establish governance for skills data quality, ownership and refresh cycles; champion the skills agenda in leadership forums.

• Partner with Tech and HRIS teams to embed a single skills source of truth across talent systems.

Career Architecture & Mobility

• Design transparent, skills based career pathways that allow people to pivot, upskill and thrive in an uncertain market.

• Launch internal gig/marketplace pilots, matching project needs with verified skill profiles to maximise deployment speed and employee growth.

• Coach leaders to integrate skills signals into workforce planning, succession and reward decisions.

Assessment Design & Validation

• Lead development of world class, psychometrically sound assessments (e.g., role capability batteries, situational judgement tests, credentialing rubrics).

• Ensure instruments are fair, valid and inclusive, leveraging global PwC Assessment Standards.

Learning Culture & Initiatives

• Embed PwC Professional behaviours into everyday rituals e.g., start of meeting reflections, Wins & Learns huddles, peer shout outs so Inspire, Empower, Evolve, Champion, Build and Deliver become habit.

• Deploy (in partnership with the career development team) micro learning nudges (videos, quizzes, chatbots) that reinforce desired behaviours in the flow of work.

• Co create firm wide cultural campaigns (e.g.: skills sprints, hackathons) that normalise continuous learning and experimentation.

• Integrate social, experiential and stretch assignment learning into onboarding, academies and leadership programmes.

• Partner with Inclusion & Well being teams to tailor initiatives across cultures, generations and working styles; track adoption and behavioural shift.

Skills Data & Insights

• Build dashboards that surface real time skills supply vs. demand, identifying gaps, future critical capabilities and reskilling ROI.

• Translate analytics into evidence based recommendations for investment, vendor selection and programme optimization.

• Report regularly to the People Leadership Team, highlighting risk areas and success stories.

Stakeholder Engagement & Change

• Influence senior partners to shift from role based to skills based talent decisions; provide change narratives and toolkits. Equip managers with conversation guides to discuss skills growth and agile career moves.

• Facilitate communities of practice that share success stories, peer coaching and emerging skills alerts.