Our people – a diverse 21st-century workforce
Globalisation and underlying demographic trends mean that competition to employ outstanding people is evolving rapidly. Successful companies are adapting to this by building internationally experienced leadership and equipping their people with the skills to lead in the diverse 21st-century workforce.
We are already proud of our people culture, and we are committed to doing even more. Our people tell us that our culture of global teaming and our focus on building a better working world make EY a great place to build their careers. Our clients tell us that in recent years we have improved the effectiveness of our teams, our relationship building and our provision of high-caliber people.
We aspire to have a leading people culture everywhere in the world. Creating a culture that attracts and retains outstanding people and helps them thrive leads to better service for our clients. We are investing in three key elements of our culture that enhance what is important to our clients and our people:
- Inclusiveness – Recruiting outstanding people is just the start. Inclusiveness means making sure all our people’s voices are heard and valued. This not only helps attract and retain the best people, but also it helps get better answers for our clients and our organization.
- Development – Our approach to development involves offering the learning, experiences and coaching all our people need to enrich their careers and deliver the best results for clients, as well as offering additional programs for current and future leaders of our organization.
- Engagement – We want all our people to feel enthused by their work and their colleagues and to be comfortable in an organization that gives them the flexibility to achieve their professional and personal aspirations. We engage our people in countless ways, from selecting the right people to lead major change, to taking an interest in our people as individuals, to being sure to say thank you for a job well done. One way we do this is through our global awards programme, Better begins with you, which recognises and celebrates our people who are making an impact on our clients, people and communities through their everyday actions and behaviour.
Learn more about our commitment to building a better working world.
Find out more:
Learning and development
Is there ever a point in your career when you stop learning? Not in our experience.
We recognise the value of investing in focused and rapid technical and personal development, driven by our business needs – development that continues throughout your career so that you can build on your strengths to fulfil your potential in the firm and increase your value in the market place.
At EY learning is also about ‘on-the-job’ development through your day-to-day work experiences. This way, you can apply what you learn and embed your development quickly. To support this, the firm provides access to practical experience as well as classroom theory including access to quality secondments with clients or internally, both in the UK or overseas. This is in addition to developmental coaching, mentoring opportunities and work shadowing.
Maternity and paternity benefits
The firm has recently revised its maternity package and provides a range of support, both financial and non financial, to expectant and new parents. This includes:
- Increased maternity pay during maternity leave – up to 39 weeks paid leave
- Provision of childcare vouchers for 12 months on return from maternity leave
- Development of a parent network
- Promotion of support from counselling managers
- Ongoing promotion of flexible working
- The option to purchase childcare vouchers while making tax and NI savings
- Paid paternity leave.
We realise that pay is only one element in the overall proposition to our people. Although a powerful motivator, financial reward is not in itself going to engage our people on an ongoing basis.
The firm’s joined up approach to reward is best demonstrated in the wide-ranging elements that make up the total reward offering in the firm:
More specific examples of rewards include:
- Market competitive base pay for our people
- Higher levels of pay, in advance of the market, to those who excel and contribute the most
- A competitive package of flexible employment benefits that can be tailored to individuals' needs or circumstances
- Recognition of exceptional achievement by teams or individuals
- Salary progression and promotion to reward contribution
- A small number of market driven bonus schemes designed to maintain the firm’s place in a particular pay market where structurally, base pay alone would not enable us to recruit or retain effectively
- Action to ensure equal pay between men and women including a regular equal pay audit
- Competitive, flexible pension arrangements
- Extensive flexible working programmes and informal arrangements to promote flexibility at work
- High quality learning and development opportunities (including secondments and leadership programmes) to enable our staff to fulfil their potential rapidly. We have been awarded the Investors in People Standard in recognition of our good practice for training and development of our people to achieve business goals.
- A culture and working environment that engages our people.
Voicing your opinion
Integrity, respect and teaming are central to our culture at EY, and good communication is vital to this goal. We want to engage the broadest spectrum of our people around the opportunities and challenges that the firm faces and we face as individuals.
eyvoice, the firm’s employee consultation forum, is made up of 15 elected representatives from across the firm. In addition the Chairman and the Director of Internal Communications are permanent eyvoice members. As a consultation forum, eyvoice is more than just another communication channel – it is a chance for the leadership and our people to engage constructively on important areas. The members of the forum develop their agenda based on their personal experience. The opportunity for employees to engage in genuine consultation with the firm’s leaders is rare among professional services firms, where usually only partners have access to such detail.