Global review 2013
Building the highest
At EY, we are passionate about helping our people reach their goals. We want to make sure that the time people spend with EY is more valuable, professionally and personally, than it would be with any other employer. We develop outstanding leaders who team to help serve the needs of our stakeholders.
Building the highest performing teams
Demographic shifts continue to change the shape of the workforce. Despite a growing global population, the availability of skilled workers is expected to decline in many countries — not just in developed economies, but also in emerging markets. A demographic divide will soon arise between countries with younger skilled workers and those with an aging workforce.
In this rapidly changing world, the battle for talent has become increasingly acute, especially in areas that require highly skilled and well-educated people. Moreover, the workplace has never been so diverse. This is largely a result of globalization and the associated increase in mobility as people, and businesses, seek opportunities outside their home markets.
A demographic divide will soon arise between countries with younger skilled workers and those with an aging shrinking workforce.
As an organization, we are committed to having the highest performing teams, delivering exceptional client service, worldwide. These teams are insightful, responsive and connected, internally with each other and externally with our clients and stakeholders.
Finding and attracting the best talent continues to be a key determinant of success for EY. However, we also understand that simply broadening the pool of talent that we recruit is insufficient to win the talent war. As such, we not only create internationally-mixed and diverse teams, we also create an environment that allows the mix to work.
High performing teams
We know from experience and research that our best-performing teams are made up of highly engaged individuals from a diverse range of backgrounds. They out-perform all norms in terms of revenue-per-person and brand favorability. Put simply, diverse teams made up of highly engaged employees deliver exceptional client service. This is central to our ability to win in the market, not only in good times but also during times of change or market volatility when we need to differentiate EY from our competitors.
Our teams thrive when members share a common vision and understand their role in how we deliver exceptional client service. These teams excel by being adaptable and flexible without losing focus and by welcoming diverse views. They are consistent in their use of best-in-class approaches, tools and methodologies and strengthen their collective talent by undertaking learning, experience and coaching opportunities. Finally, their focus is always on delivering the best results, rather than on where, when or how the work gets done.
We are embedding a culture of high performance teaming by focusing on these core tenets and including them in all aspects of our business processes, from recruitment and performance management to learning and development.
As our clients become more global and expand into new markets, they expect us to be equally diverse. We are committed to bringing together the right teams that span generation, culture, gender, religion and sexual orientation. But bringing together diverse teams only works if they are inclusive. People who act inclusively not only believe that difference matters, they know how to integrate diverse perspectives. At EY, we develop these skills in all our people to help transform the diversity of our global organization into a competitive advantage.
By leveraging the individual strengths, talents and unique perspectives of each member of the team, we are enabling better decision making.
For example, we recently introduced Enhanced Cultural Intelligence Training to better support groups across EY that work across cultural borders on a day-to-day basis. We actively support internal and external networks that help encourage and support different groups of employees.
We also embed diversity and inclusiveness in all our key processes, from how we define the expectations we associate with each level of seniority in EY, to the metrics we use to measure our partners’ performance.
This year marked an important milestone for EY: 26% of our new partners are women. It is our highest percentage intake yet and represents a steady increase from 19% in 2008. But we still have more to do.
Our Professional Women’s Networks foster the exchange of knowledge and experiences through learning and internal and market-facing networking events. These networks provide exposure and leadership opportunities to women at all levels and enhance client service by enabling women to build strong relationships across our service lines and with our clients.
Our Leadership Matters program develops the inclusive leadership capabilities of our executives. The program explores the impact of unconscious bias; develops inclusive behaviors; and inspires our current and future leaders to practice inclusive leadership at the personal, team and organizational levels.
People who act inclusively not only believe that difference matters, they know how to integrate diverse perspectives. At EY, we develop these skills in all our people to help transform the diversity of our global organization into a competitive advantage.
Learning and development
At EY, we are passionate about helping our people reach their goals and achieve their potential. To demonstrate this, we have designed a unique global career development framework, EYU, which stands for “EY and You.” This reflects EY’s commitment to supporting our people and empowering them to develop and own their careers.
EYU provides our people with the right opportunities to make a difference to: their careers, our clients, our business and their communities. We achieve this by linking learning, experiences and coaching to accelerate career development. As each person carries out his or her role, coaching helps them to transform this learning and experience into practice.
This year, we launched our World Class Learning program so that our people receive the same baseline level of high-quality learning across the globe. One global learning team is now responsible for developing a learning curriculum that is relevant across our entire organization, as well as specific programs for each of our service lines.
World Class Learning is increasing effectiveness across our global business by deploying learning through a varied delivery mix that includes classroom, mobile, electronic and social learning, and aims to increase on-the-job learning from 15% to 40%.
We are meeting the needs of our people and developing greater connectivity between our people and our clients, by focusing on learning and development activities that enable better business outcomes and greater efficiency.
EYU provides our people with the right opportunities to make a difference to their careers, our clients, our business and their communities. We achieve this by linking learning, experiences and coaching to accelerate career development.
Workplace of the future
As the most global of the Big Four, our people increasingly work outside of the traditional office environment, at a client site, at home, across borders and on the move. This means that we need to consider how we use our office space and the technologies and behaviors that support how our people work. The Workplace of the Future program has been established to enable a trust based, work anywhere environment that supports the delivery of exceptional client service and helps attract and retain the best talent. This program will also bring real, tangible cost savings that will enable us to reinvest back into our business.
We have introduced the Workplace of the Future program at our offices in Atlanta, San Francisco and Sydney. Our people at these locations are enjoying the focus on flexibility and collaboration that these changes support. We will continue rolling out Workplace of the Future to our offices around the world, starting with Brisbane, Helsinki, Hong Kong, Indianapolis, Johannesburg, Moscow, Prague, Shanghai, Singapore, Taipei and Utrecht.