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Ernst & Young: Managing Talent In The Downturn
- 1. Ernst & Young Managing Talent in a Downturn October 24, 2009
- 4. EMEIA Financial Services Organization (FSO) October 24, 2009 Presentation title Page Third largest Sub-Area globally and largest of EY’s five FSOs 393 partners and 5,500 people across 12 markets and four industry sectors with revenues of US$1.34bn Tom McGrath EMEIA FSO Sub-Area Managing Partner Some of our clients 3i, ABN Amro, Allianz, Aviva, Bank of England, Bank of Ireland, Barclays, BNP Paribas, HSBC, ING, Intesa Sanpaolo, Goldman Sachs, Lloyds Banking Group, Munich Re, Nomura, Santander, Swiss Re, UBS, Zurich Financial Services Our markets Belgium, Channel Islands, France, Germany, Ireland, Italy, Luxembourg, The Netherlands, Portugal, Spain, Switzerland and the UK
- 7. Stakeholders Engaged in the ALP October 24, 2009 Presentation title Page ALP Participant Devotes time to specifically mentor the ALPer with coaching, support, challenge and (when requested) advice. Partner Mentor Designs, manages and evaluates the programme with Partner Champions and wider stakeholder group. Leadership Development Team Sponsors the programme, ensures it is aligned to our strategy and proactively champions ALP in the business Partner Champion Facilitates ALP action learning groups to maximise individual and collective learning Action Learning Group Facilitator Supports the ALPer’s learning and development actively through brokering work experience, coaching on-the-job and managing performance and long-term career potential. Counselor
- 10. FS Class of 2007 October 24, 2009
- 14. FS Class of 2007 – Programme Framework October 24, 2009 Presentation title Page Course provider to be confirmed Course provider confirmed Q4 2007 Q1 2008 Q2 2008 Q3 2008 Q4 2008 Q1 2009 Q2 2009 Launch Event Developing a Leading Mindset Leading in Professional Services Learning to Lead Groups Learning to Lead Business Challenge Breadth Experiences Present to FS Leadership on Breadth Experiences Running Your Own Business Day in the Life of a Partner Inspiring Leadership Learning Events Secondment Opportunities Knowledge Development: Reading List, EY Partner Track Speaker Events/Insight Seminars Programme Close Masterclasses
- 15. What Support Will I Get on Class of 2007? October 24, 2009 Presentation title Page Class of 2007 Participant Counsellor Super- Counsellor Learning to Lead Group Class of 2007 “Dream Team”
- 18. Thank you October 24, 2009
Hinweis der Redaktion
- Background on me Who I am Role in the organisation How long I’ve been involved in ALP and wider talent programmes Background on EY Big Four Firm – Globally No.1 130,000 people worldwide in over 140 countries with combined global revenues of $21.1bn In the UK, we have approximately 9,000 people across the UK. Our services to clients include auditing, tax, advisory, and transaction support work. Our structure Our structure is managed on levels 1-5, that is: Level 1 – new graduate Level 2 – qualified accountant Level 3 – manager Level 4 – Senior Manager/Director Level 5 – Partner Where we concentrate with ALP is the Level 2/3 space so that by the time they graduate from the programme, they are at Level 4 and heading towards partnertrack.
- The EMEIA FSO is the third largest Sub-Area in EY and is the largest of the five FSOs. We have the largest Assurance and the largest Advisory practices in EY, and significant growth plans for both Tax and TAS. EMEIA FSO brings together nearly 400 partners and 5,500 financial services professionals from across 12 markets. EMEIA FSO serves clients across the breadth of our accounts landscape, from core accounts to Office of the Chairman Accounts and across the four FS sectors – Asset Management, Banking and Capital Markets, FS Government and Insurance EMEIA FSO has 206 priority accounts generating $1bn in revenues: 22 Office of the Chairman Accounts 31 Global Accounts 37 prioritized inbound accounts 110 Strategic Growth Market Accounts 43 National Priority Accounts EMEIA FSO is the largest exporter of revenues to other EY Sub-Areas - $500m We offer seamless, consistent, high-quality service across EMEIA and the rest of the World Our business is well connected with the other FSOs (Americas, Japan, Far East and Oceania) as well as the financial services industry (FSI) practices in CSE, CIS, Middle East, Africa, India and the Nordics
- The 12 month criteria can be practically applied as Managers promoted on or after 1 October 2006 and for Executives (Level 2’s) who it is strongly expected will be promoted to manager on or before 1 October 2008. What about managers who have joined EY externally? Use judgement and common sense to determine whether they are junior managers rather than experienced managers and use ALP eligible peers as comparators. What about those who will now be deemed too senior for ALP but too junior for partner track? Suggest that these are picked up outside of the roundtable via a 3 way development conversation between the individual, their coach and HR.
- Taken from the Corporate Leadership Council’s Model of Employee Potential ABILITY Combination of innate characteristics & learned skills an employee uses to carry out their day to day work Innate characteristics: Mental/cognitive ability Emotional intelligence Learned skills: Technical/functional Interpersonal ASPIRATION Extent to which employee wants or desires: Prestige & recognition in the organisation Advancement & influence Financial rewards Work life balance Overall job enjoyment ENGAGEMENT Consists of 4 elements: Emotional commitment – extent to which employees value, enjoy & believe in their organisations Rational commitment – extent to which employees believe that staying is in their own self interest Discretionary effort – willingness to go above & beyond call of duty Intent to stay – desire to stay with the organisation