Ernst & Young HR Leading

Practices
Jeddah Jan 2008

Agenda
Introduction to E&Y
Recent HR Initiatives
Q&A

Ernst & Young

An Overview

About Ernst & Young contd

Ernst & Young - Who Are We

110,000 professionals in 132 countries world-wide...

Leading Global Firm All our offices and people,

wherever they are located, practice under common
professional, ethical and independence standards.
We utilize common methodologies that integrate risk
analysis and business analysis with statistical
techniques and computer tools.

Best People Highly experienced subject-matterexperts who will participate as members of our core
team.

Best Practice Recognized as a leading professional

services provider with supporting methodologies and
tools

USA / Canada
110 Offices
39,000 People

Europe
350 Offices
35 Countries
46,000
People

CIS
19 Offices
8 Countries
2,300
People

Far East / Pacific

76 Offices
15 Countries
15,200 People

Middle East
18 Offices
13 Countries
3,300 People
Central /South
America
64 Offices
26 Countries
8,000 People

Africa
52 Offices
29 Countries
3,800 People

India Sub
20 Offices
3 Countries
3,200 People
Australia / NZ
15 Offices
4,800
People

About Ernst & Young Middle East

Ernst & Young - Who Are We

The Middle East practice is an

independent professional firm, which
has been present in the region since
1923 and is a member firm of Ernst &
Young
Consulting
International.
During the last 79 years, the firm has
evolved to meet the developments
within the area and today our clients
are served by over
3,000
professionals, out of 18 offices in 13
countries in the Middle East.
1. Baghdad 1923

10. Riyadh 1968

2. Bahrain 1928

11. Al Khobar 1969

3. Beirut 1947

12. Sanaa 1971

4. Doha 1950

13. Muscat 1974

5. Kuwait 1952

14. Sharjah 1974

6. Amman 1953

15. Cairo 1985

7. Abu Dhabi 1966

16. Ramallah 1994

8. Dubai 1966

17. Damascus

9. Jeddah 1967

18. Libya 2007

Ernst & Young - Who Are We

O u r S tra teg y
C le ar,
a r, F oc us ed
B ra n d

S trate g ic
O b je c tive

R e l a tio n sh ip s

M a rke t Le ade rsh ip

P
E
O
P
L
E

S ha re

Q
U
A
L
I
T
Y

G
R
O
W
T
H

EXECUTION

T hree S trate g ic
D rive rs

EXECUTION

R e pu ta ti on

O PE RAT IO NAL E XC EL LE NC E
AC C O UNT -CE NT RIC IT Y
S HARE D V AL UE S
G LO BA L MI ND SE T

T hree
F o und atio nal
E lem e nts

Ernst & Young Structure

Assurance

TAX

Business Advisory Services

Privatization and Restructuring
Transaction Advisory Services
Technology and Security Risk Services
Fraud Investigation and Dispute Services
Business Management Advisory Services

Technology
Enablement

Business
Improvement

Program
Assurance

Finance
Functions

Human Capital
Services

Performance / Reward

People Strategy

HR Strategy Articulation
Organization Design
Job Evaluation & Grading

Compensation & Reward

Performance Measurement & appraisal
Competency & Assessment Centers
Training Development Plans
HR Policies & Procedures

Ernst & Young Structure

Assurance

TAX

Business Advisory Services

Service Lines

Privatization and Restructuring

Transaction Advisory Services

Sub Service Lines

tr a
tio

Technology and Security Risk Services

Ill
us

Oil and
Gas

Transpor
tation

J
e
d
d
a
h

Human Resources

Fraud Investigation and Dispute Services

Business Management Advisory Services

Financial
Services

K
h
o
b
a
r

R
i
y
a
d
h

Legal

Governm
ent

A
m
m
a
n

Health
Care

D
u
b
a
i

Marketing

M
u
s
c
a
t

Real
Estate

K
u
w
a
i
t

D
o
h
a

Finance & Acct

Islamic
banking

B
a
h
r
a
i
n

Family
Business

C
a
i
r
o

Risk & Quality

Industries

Geographies

Support

HR Practices
Recent Initiatives

E&Y Recent HR Initiatives

Rank Harmonization
Competency Framework
Accelerated Leadership Plan

EYLeads

Recruiting
Incentive

10

Personal
Learning
and
Develop
Program

Work Smart

Reward and
Compensati
on

Counseling

SMDC
PAC

&

360
Evaluation

EMDC

New
Graduate
Program

Balance
Score Card

Employee
Satisfaction
Survey

Rank Harmonisation

11

Introduction
The project
18 global ranks
Introduced from 30 June 07
Definition of ranks

12

Project Overview the drivers for change

Our clients think and act globally
The need for a global mindset
Harmonised rank definitions, across borders, are needed to:
drive the consistent standards that will support our promise of
providing seamless, consistent, high-quality client service,
worldwide;
mobilise our people across borders;
meet increasing regulatory demands;
support better reporting and business management.
13

Rank Harmonisation: The Benefits

For our business

The right people in the right place at the right time

Area Effectiveness

Clearer people definitions and greater transparency around their

credentials
Better definition of our core business services, enabling us to
appropriately invest in development of this important population.

Greater clarity around career models will help us recruit and retain
talent.
14

Rank Harmonisation: The Benefits

For our people

Greater clarity around their career path and what is required to

move from one rank to another. This supports our efforts to promote
people on a fair and equitable basis.
Easier for us to identify and define mobility opportunities

It will also help all our people take advantage of learning and
development opportunities, enabling us to better share and leverage
materials (eg Intro to Manager).

15

Career Path - Definition

4EY Global has 5 career ranks for client service
employees and are primary career milestones
4A change in rank means a change in
responsibility, competency level and authority
4Promotion is a movement from one rank to
another
4There will be a grow or go ethos at each rank

16

Client Service Ranks

Executives

Partner/Principal
Executive Director
Senior Manager
Manager
Senior
Staff/Assistant
Intern
17

ME BAS Career Path

Partner
Partner

Ex.
Ex.
Director
Director
Senior
Senior
Manager
Manager
Manager
Manager
Senior
Senior
Staff
Staff
Consultant
1&2

11

Manager

Grade
Grade

Director

Senior
Manager
1&2

Senior
Consultant
1&2

22

33

SADC
SADC

18

Partner

Rank
Rank

44

44

SMDC
SMDC EMDC
EMDC

55

Rank
Code

PAC
PAC

2 years

3 years

2 years

4 years

~12 years to Partner

Fast Track

3 years

4 years

2 years

4 years

~14 years to Partner

Interim Track

Mapping of BAS Grades Middle East

Current Role /
Business Title

Proposed
Global Rank

Partner
Director

Partner
Executive
Director
Senior
Manager

Executive
Manager
Senior Manager
Manager
Supervisor
Senior Analyst

Analyst
Assistant Analyst

Trainee
Interns

19

Manager

Proposed
Grade
All SSLs
(NEMIA)
Partner (5)
Director (4)
Senior Manager
(4)

Senior

Manager (3)
Senior
Consultant (2)
Executive
(TAS)

Staff

Consultant (1)
Analyst (TAS)

Intern

Intern

Proposed
GFIS
Rank
111
131

Todays
Progression
Track
*
16+ Track

Interim
Progression
Track
**
14+ Track

2+

Fast Track
***

Relevant Years
of Experience

12+ Track

12+

12+

Up to 4

Up to 4

Up to 4

8+

Up to 3

Up to 2

Up to 2

6-8

Up to 4

Up to 4

Up to 3

2-6

Up to 3

Up to 3

Up to 2

0-2

(SM2) 212
(SM1) 211
321
(SC2) 422
(SC1) 421
(Ex.2) 422
(Ex.1 ) 421
(C2) 442
(C1) 441
(An.2) 442
(An.1) 441
511

Language and Terminology

Ranks our primary career milestones internally they are not
external job titles.
Grades subdivisions of ranks that represent the way we measure
the skills and experience of, for example, one Senior against another.
Maximum of four grades per rank
Roles responsibilities carried out by a person defined by the
competency levels required.
Promotion movement from one rank to another.
Progression movement between grades (within a rank).
20

Business Advisory Services

Global BAS Competency

Model

What is a Competency?
Each competency includes, with equal weight and importance:
Skills

Consulting and technical skills we need to

effectively deliver the BAS value proposition to
clients and to sustain the BAS business. E.g.
Networking.

Behaviours

The way in which we deliver to our clients and work

together the way clients immediately recognise,
and we demonstrate, that we are BAS consultants.
E.g. Consistently demonstrating BAS values.

Knowledge

The understanding of the BAS practices, client,

business and industry context that drives the
commercial relevancy and innovation of our work
with clients. E.g. Informed opinions to drive
conversation/dialogue.

22
22

BAS Competency Model Overview

The BAS Model contains following clusters:
Core
Business
Advisory

Levers of
Change
Finance
Domain
Knowledge
Supply
Chain
Domain
Knowledge

The competencies we expect all of our

BAS consultants to develop during
their career as a BAS consultant
independent of the part of the
organisation they belong to

The BAS Clusters and Associated Competencies

Finance - Finance Rapid Assessment
Finance - Finance Transformation / SSC

Finance
Domain
Knowledge

Finance - Financial Statement Close

Finance - Performance Management
Finance - Forecasting, Planning, Budgeting
Finance - Finance Process Effectiveness

Customer
Domain
Knowledge
Technical
Skills

23

23

The BAS DNA

We can become more distinctive in the
Advisory market by emphasising 4 key
characteristics
2

Valued Relationships
We are at our best when we;

Team Chemistry
We are at our best when;

are both committed to a

long term relationship

The EY team and client

team become a highperformance team

etc

We develop highly capable

and very flexible
consultants
We live our values

4
Real Insight
We are at our best when we;

Sustainable Improvement
We are at our best when we;

dedicate ourselves to
creating innovative and
actionable insight for our
clients

Make good and lasting

change happen in our
clients
etc

etc

24
24

BAS Competency Model

Build Valued Relationships:
How we work with our clients to
create mutually valuable
relationships

Technical:
The industry and
offering
knowledge, skills
and experience
we bring to bear
in working with
our clients

Create Real Insight:

How we create, develop and capture
innovative and relevant knowledge
and solutions
25

Develop Team Chemistry:

How we attract, grow and retain our
people and develop high
performance teams

Maximise
Business
Operations:
How we build
and operate our
business to
deliver best
value for EY,
BAS our clients
and our people

Deliver Measurable Sustainable

Improvement:
How we develop and deliver
valuable and sustainable solutions
with our clients that have a lasting
improvement on performance
25

BAS Core Competencies

Build
Valued
Relationships

Develop
Team
Chemistry

Create
Real Insight

Deliver
Measurable
Sustainable
Improvement

Maximise
Business
Operations

26

Build and
Leverage
strengthen
relationships
Build strong relationships Leverage networks to
relationships
basedthat
on keen
can be
insight into
with BAS and client people maximise benefit for both
leveragedclient
to create
value
value
drivers and
through personal integrity, EY and clients, crystallise
for EY and
BAS
clients,
strategy,
identify
be adept at
begin to identify areas of and shape opportunities to
and explore
commercialising
areas of
mutual opportunity
drive long-term value
opportunity
relationships

Key focus on internal relationships and gaining understanding

of client relationship management

Create and direct highperforming teams across

Build and manage high-performing teams, across EY
Actively extend your EY network,
Role
buddy
model
with
BAS
new
Values,
hires and
counsel
buildjunior
your personal
team members
brand with
and manage
senior BAS
EYand
service lines and
service lines and with client people, living the BAS
colleagues
client team dynamics
business units and
DNA consistently
integrating senior client
stakeholders

Build your peer network and take an active and supportive role in
the team to enhance team effectiveness

Use deep understanding to

Lead development of fresh insights to build internal and
market
create innovative,
strategically important,
profile as an SME, anticipate changing client needs to ensure
client-focused solutions
across service lines and
cutting-edge point of view
business units

Contribute to BAS insights

through
research
and
Leverage
experience
to influence BAS insights, own
Channel experience into innovative BAS insights and be adept at tailoring for
active client
participation
in
deliverables
that demonstrate strong, current
specific client needs, demonstrating real empathy and understanding
development sessions,
insight and awareness of environment
build technical knowledge

Skills Summary for Core Competencies

Deliver
Measurable
Sustainable
Improvement:

Create Real
Insight

Develop Team
Chemistry

Build Valued
Relationships

Maximise
Business
Operations

Conduct research

Generate ideas

Communicate
effectively

Engage with client and

team

Demonstrate
commercial awareness
and rigour

Analyse data

Shape solutions

Coach self and others

Understand, interpret
and evaluate client and
team needs

Strategic and
operational planning
26

Business Advisory Services

Accelerated Leadership
Program

The ALP is an exclusive programme for our

strongest leadership talent
The ALP

A firm-wide, three year programme

Purpose

Accelerating the development of leadership

and business skills

Goal

Acceleration
28

Increase the diversity and power of our

leadership strength
An accelerated but not exclusive route to
partnership

Overview of the ALP

Formal learning
(skills workshops)

29

Informal learning
(on-the-job
experiences)

Formal Learning
Activity

Annual Frequency

Annual Conference

2 days

National Leadership Development

Workshops

2 x 2 days

BU-specific Leadership Development BU specific

Workshops
Speaker Events

Insight Seminars

30

Informal Learning
Activity

Support

Stretching on-the-job work

experience

Counselor

Formal workshadowing scheme

Partners/Clients

Action Learning Group (ALG)

ALG Facilitator

Development Contract

Counselor/Mentor

Mentoring

Partner Mentor

31

The ALP is a 2-way deal

Firm

32

Individual

Ownership of personal
Partner Sponsorship
development plan
On the job challenge
Courage to move
VALUE
World-class training
outside comfort zone
High quality support EXCHANGE Professional
and coaching
commitment to the
programme
Mindset which
embraces ambiguity
and new challenges

2007 Selection Process

33

Assessed against three dimensions

Potential

Performance

Values

High Potential or Best in Class

Recognised for their learning agility
Continued rating as 5 or 4
Significantly outperforming peers
Personal alignment with our values
Role model of our values in action

The ALP is now open to individuals in both client-facing and business

support roles who are up to 12 months either side of promotion to manager
34

Dimensions of Leadership Potential

Aspiration

HIPO

Ability

Engagement

Although only 29% of current high performers are also highpotentials, 93% of high-potentials are high performers
35

Three ways in which high performers fall short

Aspiration
Ability
Aspiration
Engagement

Aspiration
Engagement

Unengaged Stars

Ability

Engagement

Ability
Engaged Dreamers

36

Misaligned Stars

Is your counselee really demonstrating high potential?

ABILITY
Skill to operate at a higher and
more complex level of
performance than required in
the current role

e
anc
m
r
o
perf
role
High urrent
in c
Analytical
rigo

ur

Selfawaren
ess

s
elop
Dev uilds
b
and ntial
e
influ nships
ti o
rela

37

ent
Alignm
r
with ou
values

Appetite for n
ew
experiences

+
Self

ENGAGEMENT
Strong commitment to and
identification with the organisation,
combined with a willingness to put
additional effort into work

ment to
Commit
t
elopmen
self-dev

i ty
M a tur

g
Stron
ct
intelle

ASPIRATION
High need for achievement and/or
expressed desire to influence the
organisation

Brav

ery

Energy

Cha
ll
stat enges
us q
uo

te
na
o
i
EY
ss
Pa b o u t
a

Initiative
c o nf

iden
c

g
learnin
r
o
f
t
Thirs

Makes
a difference

T rack reco
rd of
asking for,
and
learning fro
m,
feedback

e
Positiv of
ncer
influe
roup
peer g

In

clu

s iv

en

es

Goes
the
extra
mile

Enthusiastic
supporter of
change

Selection criteria for 07 ALP

Performance rating
must be 5 or 4

12 months pre/post
promotion to manager
(determined w.r.t
1 October 2007)

38

Nine Box Model rating

must be High Potential
or Best in Class

Open to client-facing
and business
support staff

The 2007 selection process combines both

individual self-selection and BU nomination and
sponsorship
STEP 1
Firm-Wide Communication
(May)

STEP 2
Counselor Notification
(June)

STEP 3
Round Tables
(July)

STEP 6
BU Nomination
(By 14 September)

STEP 5
Selection
(August/September)

STEP 4
BU Invitation to Selection
(by 31 July)

STEP 7
National Review
(By 25 September)

STEP 8
Mike Cullen Confirmation
(28 September)

STEP 9
ALP Conference
(29/30 October)

39

Questions to help counselors with selection

Does your counselee meet the
baseline selection criteria at
this stage?

If a client asked for a Manager

from your group to work on a key
project, would you immediately
think of this person?

Do the partners believe that

this person is demonstrating
strong potential now to be a
senior leader of the future?

40

ALP participants will gain

exposure to Mark Otty and
the UK Leadership Team.
What would Mark think of this
individual and those who
selected them?

Is your counselee ready to focus

on developing their leadership
skills and is ALP the right
environment for them to do so?

EYLeads

Recruiting
Incentive

Personal
Learning
and
Develop
Program

Reward and
Compensati
on

THANK YOU
Questions?

41

SMDC
Work Smart

PAC

&

360
Evaluation

EMDC

Counseling

New
Graduate
Program

Balance
Score Card

Employee
Satisfaction
Survey