Because of this, significant investment has been made in expanding the Audit Academy, which offers a consistent training program for EY auditors across the world. Every year, the content and focus of the Audit Academy are adjusted to address new technologies and strategic priorities that promote audit quality. Moreover, it encourages and empowers individuals to think critically, to act with integrity and to deliver exceptional client service.
No organization can hope to attract, retain and develop high-performing individuals without an employee-centric culture. Listening to EY people – to understand their ambitions, their concerns and the pressures they are under – makes it possible to provide a better environment in which they can flourish. Engagement can be seen as a combination of factors – pride, advocacy, commitment and satisfaction – and engagement levels are regularly monitored.
For example, the 2019 Global People Survey found that 90% of people in the Assurance service line agreed that the experiences they had received in their role had been valuable for their growth and development. Several programs have also been introduced to encourage building new skills; 84% of GPS respondents said they were provided with learning opportunities to build the skills required to be successful in the future, an increase of four percentage points.
I am also excited by the personal development possibilities available to EY people.
For example, the EY Badges program allows professionals to gain future-focused skills in domains such as data visualization, AI and blockchain. Take-up of the program is increasing as more team members recognize the importance of managing their own skills portfolio.
There is also a stronger focus on experience management, which transforms the concept of assignment by scheduling auditors onto engagements where they not only maximize their unique skills and competencies, but also find opportunities to expand their knowledge as part of longer-term career progression.