Now more than ever we need extraordinary people from diverse backgrounds to help clients move into the next wave of disruption.
To address clients’ toughest challenges, we are evolving how we recruit, retain, support and develop EY people. This means that while we will continue to hire accountants, tax lawyers and consultants, we are increasingly recruiting from a much wider pool of talent.
Today there are more than 45,000 EY people with technology backgrounds and AI scientists, mathematicians and cryptographers are among EY teams as well as more than 20,000 data specialists.
Just as importantly, we work hard to ensure that all EY people, whatever their skillset, have the career guidance and tools – like clear and transparent career frameworks, a variety of career options, inspiring experiences and personalized learning and rewards – to build careers as unique as they are.
Investing in providing long-term value for EY people is a vital part of our strategy. We believe that giving people access to the most relevant and in-demand skills through initiatives like EY Badges increases their career value and professional visibility, and equips them with the right skills and experience to respond to the changing needs of EY clients.
However, without uniquely human traits like creativity, authenticity, connectivity, empathy and curiosity,we can’t build a better working world.That’s why building an agile workforce means that we also invest significantly in non-technical learning.
We expect people to learn, of course, during internships, on the job and through formal training but we place just as much emphasis on valuable experiences that will stretch their leadership abilities. These experiences can include short- and long-term international secondments, moving between service lines, and opportunities afforded by EY Ripples.
Through a broad range of experiences and programs, as well as a new leadership model that puts EY people at the center, we can nurture and develop behaviors that help EY people lead and inspire those around them – at EY and beyond.
And diversity is also a vital part of the EY strategy, because getting the right mix of people is crucial to innovation. We empower an exceptional experience for all EY people, but it’s theirs to build. By providing all EY people with the opportunities to develop new skills, take on challenging projects, and encouraging an agile, growth-oriented mindset, we are developing transformative leaders who are purpose-driven and bring out the best in themselves and others.