3.8
Recommend to a friend
82%
Say this is a great place to work
75%
Proud to have on resume
85%
Employee - Partner
A clique
Employee - Partner
Bullying culture
Employee - Partner
Arrogant
Employee - Principal/VP/Director
Does not value experience or skills.
Employee - Principal/VP/Director
No clear direction for the firm or its employees.
Employee - Senior Associate/Consultant
Partners lack intellectual, psychologic and social capabilities. Promotions based upon race, ethnicity and less of professional skills.
Employee - Senior Associate/Consultant
Cronysm, corruption and incompetence
Employee - Senior Associate/Consultant
The compensation is determined by an HR manager under the influence of white partners.
Employee - Senior Associate/Consultant
PwC only cares about partners' distributive shares. Employees are not valued.
Employee - Senior Associate/Consultant
PwC claims to be global or inclusive, but in fact partners lack cultural empathy or cultural intelligence. None of the partners hold a PhD. That tells you their level of insecurity working with PhD associates.
Employee - Senior Associate/Consultant
PwC cares less about market reputation as it is almost sure that it will never be challenged by the PCAOB. PwC reputation is poor in Europe, Africa and Asia.
Employee - Principal/VP/Director
Skilled, knowledgeable consultants in an expertise are not used properly because each consultant tries to have the most billable hours for themselves. For example, while my expertise was procurement in travel, ERP, meetings, etc., others with far less experience wanted those engagements, and ended up giving clients incorrect strategies and information on many occasions.
Employee - Principal/VP/Director
"Walk the talk" is not a practice by leaders, and the constant reorganization and the continued practice of moving people up the ranks who are not collaborative and treat people poorly is continued. Not only does this happen in the Consulting side, but also in the Shared Services organization. People without high values and behaviors, or integrity, are placed at the top of the organization and treat their staff poorly. There is no work / life balance, and they continue to require more work than what is possible to deliver.
Employee - Principal/VP/Director
Forced rankings are still used and PwC is known for hiring at a lower base than many other firms. Critical to note, that PwC hires unskilled, "less than experienced" people into Advisory, Tax, Audit, and Shared Services, at much higher base than the people who have been long term, tenured stellar employees. The joke around the Firm is, "it is best to leave PwC and then come back at a higher base salary 5 years later..."
Employee - Principal/VP/Director
Untrusting of one another, promote people who do not have the "voice" to disagree with others, and encourage people to work 70+ hours ...because if you don't, someone else will.
Employee - Principal/VP/Director
Long term relationships with many clients especially on the Audit and Tax side of the business. Whereas, the Advisory practice offers less than expected for the largest professional services firm in the world. Accenture, Deloitte have come much further in the Consulting side.
Employee - Associate/Consultant
PWC's InfoCom practice was a pressure cooker that generally treated associate/consultant level employees as expendable/replaceable assets. It tended to squeeze as much value as possible out of the assets with very little, if any, investment into them.
Employee - Associate/Consultant
The culture at PWC's InfoComm practice was not a healthy culture. Again, associate/consultant level employees tended to be chewed up and spit out relentlessly; it was quite the meat grinder.
Employee - Associate/Consultant
It's clearly one of the largest surviving and thriving players amongst the Big 8/6 accounting/consulting firms. However, I wouldn't consider it to be in the topmost tier of global consulting firms. It is not a McKinsey, Bain or BCG.
Employee - Senior Associate/Consultant
Unreliable and fake leadership