Overall Assessment:

STRENGTH WEAKNESS
1. HR team is highly skilled and has
have expertise in their domain.

2. Learning & Development

1. High Turnover of employees
3. Diversified workforce & inclusive
2. Introduction of People matter third
4. Modern IT infrastructure/automated party
HR process.
3. Low employee connect
5. Employer brand

6. Performance driven culture

1. Human resource team of KPMG:

 Highly skilled workforce through successful training and learning programs. KPMG is
investing huge resources in training and development of its employees resulting in a
workforce that is not only highly skilled but also motivated to achieve more.
. 
 KPMG's Human Resources Team has a direct impact on the company’s overall culture.
The also ensure human talent is used effectively and efficiently to accomplish
organisational goals.

 HR leadership philosophy inspires its member of staff to be best in their respective

specialties. It believes that with proper mentoring, every employee could be a leader
and hence have designed programs like Job enrichment and self-learning mechanism,
mentoring, performance counselling and coaching and self-renewal systems.
 2. L&D Team:
KPMG believes that skills, knowledge and capabilities of people are central to their success.
That’s why they are fully committed to developing a continuous learning culture – one where
every experience adds to their professional confidence and builds individual career
capital. Through state-of-the-art technologies and alliances with third-party resources,
employees are given the opportunity – and the encouragement – to expand their business
knowledge and receive additional support, whenever and wherever needed.

 KPMG Business School offers access to the latest technical, business and leadership
skill development. The L&D team focus on learning through techniques like 70:20:10,
Potential development, Career Development.

 The robust learning and development program has resulted having highly skilled
manpower in the organisation  

3. Diversified workforce:
For KPMG, inclusion and diversity is both a business and moral imperative that builds trust
and compels them to stand up for what is right. Diverse teams are more likely to be
innovative and commercial, and inclusive work cultures that embrace ethical behavior
position themselves for success. According to their philosophy without the best people, their
ambition, growth and reputation in the market will be diminished. They focus on building an
inclusive environment where their people can be their best authentic selves. Inclusion and
diversity underpins every aspect of their collective talent strategy.
 The KPMG global inclusion and diversity maturity model   proposes five stages of
maturity that organizations go through on their inclusion and diversity journey:
initiated, compliant, committed, performing and excelling/disrupting.
 Leading on transgender inclusion KPMG in is supporting the drive for equal rights and
inclusion for transgender people in the workplace. In collaboration with law firm
Trench Rossi Watanabe, KPMG in Brazil organized Market in Transformation, an event
that focuses on increasing understanding of transgender legal rights and inclusion for
transgender people in the workplace.
KPGM has recently appointed Zainab Patel as Director, inclusion & Diversity, KPMG India.
 4. Digital transformation of HR system: The transformation of HR through technologies is centre
of opportunities for HR. KPMG aim to enhance clients’ success in gathering the appropriate
technological solutions for empowering the HR function.

The three corner stone of KPMG and HR digitization has:

 delivers a positive employee experience to attract and retain high performers, improve
customer satisfaction and accelerate business growth
 has improved visibility into workforce data and analytics for leaders and managers,
along with increased empowerment and accountability

 reduces costs by centralising work functions and driving transactions through self-
service technology.
 Cloud based system helped connecting people, processes, and Fast and affordable
deployment compared to legacy HRMS

5. Employer Brand:
 55% of employees are proud to be part of the KPMG brand while 74% of employees
believe they work in a positive work environment. 
 KPMG employer brand has led to inflow of around 1200 new employees per year. 60%
of them are starters (including trainees and graduate students). The remaining forty
percent consist of experienced professionals. The three focus target groups of KPMG
are Finance & Strategy, Technology & IT, and Assurance.
 Strong Employer brand of KPMG has help in decrease time and cost per hire, boost
employee morale, build credibility with customer

6. Performance driven culture: Performance Management System is tailored to the specific needs of
organization and Reward Systems that enhance employee performance, motivation and retention,
creating a contemporary and complete performance and reward framework. Performance
management system help organisation to achieve:
 Focused execution of strategy.
 Increased productivity.
 Increased profitability.
 Increased customer satisfaction.
 Increased employee satisfaction.
 Consistent leadership and management practices.
 Improved organisational agility

 
WEAKNESS :

1. High Employee Turnover: Due to cut-throat competition in big 4 firm there is high turnover of
employees in organisation. Average employee turnover was 14.8 percent.  October 2020,
about 200 plus executives, including 20 partners, were on their way out from KPMG to join
Deloitte.

2. Introduction of People matter third party: A “people partner” was introduced in the system to act
as an intermediary between the HR department and employees. Due to the nature of the roles, the
company realized there was a need for understanding of the domain to come up with better solutions.
The People partner is a home-grown of KPMG, ie. Someone who has climbed up the organizational
ladder and has the competency to resolve employee issues.

Changes that the employee noticed with HR policy changes-

 Escalations are taken more seriously and root cause of behaviour is worked upon
 Strict adherence to cultural norms
 Belief in mentoring one on one 

However, they feel that 

 It had an impact on employees connect with HR team.
 Transparent communication needs to be brought in 
 “build” better individuals who can add value rather than hire someone who will not have the
intention to stay and grow with their company.

3. Low employee connect: