23 Mar 2020
Ey staff at event

How we are creating long term value for people

By

EY Global

Multidisciplinary professional services organization

23 Mar 2020

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.

Listen to our own people share their experience of working at EY

    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.

    Universum WMAE ranking - business students

      2017 2018 2019
    Among Big Four 1 1 1
    Overall 4 3 2

    Universum WMAE ranking - science/engineering students

      2017
    2018
    2019
    Among Big Four
    2 2 2
    Overall 49 37 43

    GPTW institute - 25 best multinational workplaces

      2017 2018 2019
    Overall 17 19 7
    Creative businesswomen brainstorming at whiteboard in office
    (Chapter breaker)
    1

    Chapter 1

    Future-facing skills

    Digital credentials to differentiate in the market

    Today’s fast-changing world means that we can’t just rely on periodic training and traditional work experience to keep people up to speed.

    EY Badges lets EY people earn digital credentials in skills that differentiate them in the market, such as data analytics, AI, data transformation and information strategy.

    EY Badges builds on a commitment to equip EY people with the necessary skills to solve complex problems, lead the highest performing teams and stay relevant in a rapidly changing world. 

    This year more than 13,000 EY Badges were earned and more than 50,000 initiated, with data visualization and RPA (robotic process automation) among the most earned badges to date.

    Overall approximately US$530m was invested into training this year and more than 14m formal hours of learning was completed, on top of experiential development and structured mentoring.

    EY Badges earned

    13,000

    More than 13,000 EY Badges were earned and more than 50,000 initiated – data visualization and RPA (robotic process automation) were among the most earned badges.

    People watching planes airport departure lounge sunset
    (Chapter breaker)
    2

    Chapter 2

    Tapping into a global marketplace for talented people

    Bringing in hot skills

    We are a destination employer with more than 280,000 people in more than 150 countries. This year we hired more than 69,000 client-serving people from among 2 million global applicants – one person every eight minutes, 365 days a year.

    In addition, we continue to expand GigNow, the online portal that sources and matches qualified contractors with projects at EY and on-boards them quickly so they can begin making valuable contributions right away.

    With GigNow, we're tapping into a global marketplace of people who are looking for flexibility, enabling EY, in turn, to be able to bring in hot skills in the areas of cyber, digital, robotics and blockchain. Today GigNow is live in 35 countries and 36,000 people are registered in the platform.

    People

    69,000

    This year we hired more than 69,000 client-serving people from among 2 million global applicants – one person every eight minutes, 365 days a year.

    Boy making heart shape in sand at beach
    (Chapter breaker)
    3

    Chapter 3

    One million alumni

    Nurturing leaders at EY – and beyond

    Strong relationships are key to EY – it’s what underpins our high-performing teams delivering exceptional service for clients. And EY alumni are some of the most important relationships we have.

    The EY Alumni network, an on- and off-line community that is active in more than 70 countries, helps connect all of these EY people, past and present, to more opportunities, more resources and more of the people that they need to know for the future.

    Today you can find EY alumni – more than one million around the world – in every sector: as entrepreneurs, academics, corporate leaders and working in charitable organizations and government agencies.

    Summary

    We enable our extraordinary and diverse people to build careers as unique as they are, by ensuring they have access to the most relevant and in-demand skills, as well as valuable experiences that will stretch their leadership abilities.

    About this article

    By

    EY Global

    Multidisciplinary professional services organization