We’re also incentivizing continuous training by offering EY Badges, which recognize people who’ve learned new skills. If someone earns a badge in data analytics, they can display that credential both inside our organization and on external platforms like LinkedIn. This helps our workforce adapt, and enables our people to acquire skills that will benefit them long into the future.
2. Global networks of talent and resources
The future of work won’t just require new skills. It will also require us to rethink how we build the teams that deploy those talents.
Why? Because as sectors converge and the world becomes more interconnected, business’ challenges are becoming more complex, too. A group of people in one room with a whiteboard will rarely be best at solving a problem spanning multiple continents and dozens of industries. None of us can afford to operate in silos like this anymore. Instead, more and more, businesses will need to draw on global networks of talent and resources.
We’ve seen this firsthand at EY, where we have 270,000 people working across 150 countries. We’ve found it’s vital to ensure they don’t feel like they’re working in isolated outposts – but instead are connected as part of one global team with a common purpose. That means if a company in India wants help with transactions in the US and Europe, we’ll build a global, integrated team with experts in each geography. They’ll work as one cohesive unit to help navigate local markets wherever the client wants to do business.
It’s equally important to build teams that incorporate a wide range of stakeholders, each of which bring unique skills and advantages. Already, we have 21 different alliance agreements, generally specializing in advanced technical solutions. We’re expanding our base of talent to include in-house technology experts, including over 20,000 data and analytics practitioners.
When we need even more specialized skills, we’re also able to bring in freelancers through our GigNow platform. This has enabled us to build a talent pool of nearly 30,000 contractors and fill over 2,000 gigs around the world.
3. Purpose-driven results
A third trend is shaping the future of work, too. Today, by and large, people expect more from their work than a pay check. They want to be motivated and engaged with a clear purpose – so they feel that they are working toward something bigger than themselves.