Now more than ever we need extraordinary people from diverse backgrounds with the passion, curiosity and drive to help clients move forward into the next wave of disruption and innovation. We provide the scale, the technology, the culture, the challenges, the learning and the relationships for our people to personalize their careers as part of a truly transformational team.
To address clients’ toughest challenges, we are reimagining our relationship with talent, 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.
We count AI scientists, mathematicians, cryptographers, software engineers, product managers and designers among EY’s ranks, 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 helps build agile teams who can move forward into the next wave of disruption and innovation.
Without uniquely human traits like creativity, authenticity, connectivity, empathy and curiosity, however, we can’t effectively harness technology to power human enterprise and build a better working world.
That’s why building an agile workforce means that we also invest significantly in non-technical learning, including complex problem solving, critical thinking, emotional intelligence and leadership skills.
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 the EY Ripples program.
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.
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.