SlideShare a Scribd company logo
New Ways of Working
for the 8th Icon D&I Seminar
26th February 2014
Individually talented, collectively powerful
EMEIA is complex, dynamic and diverse!
Page 1
12
Regions
99
countries
¡Hola
ciao
‫مرحبا‬
halloздравствуйте
नमस्कार
Hello
140
languages
4,103
Partners
15%
female
84,000
people
45%
female
16
Time zones
Data as at December 2014
Gender is an important focus area for us, but
one of many
Page 2
Disability
• EMEIA Disability
Workshop
• EMEIA working group
established
• Focused next steps
Generations
• Engagement score
drivers
• Regional focus
groups
• PMDP review
New Ways of
Working
• Website launch
• Talent Roadmap launch
• Milestone events
booths
LGBT
• Pilot allie programme
• Review of mobility
policies
• Making it Real Thought
Leadership
Page 3
Our vision for New Ways of Working
Our trust based approach gives people the opportunity to deliver
excellent client service in a way that supports their wellbeing and
enriches aspects of their lives, their families and their
communities.
“It’s important that our people feel empowered –
whatever their geographical location or level of
seniority.
Our focus will be on enabling a work
environment that delivers the right tools and
flexibility to suit various lifestyles and career
aspirations.
As a people-centric business, this will be the key
to help drive competitive edge and deliver future
success.”
Page 4
Scope of New Ways of Working
Sustaining a flexible, trusting climate in our
teams sees more of our people stay
Our most engaged groups
have higher retention.
Retention rates were seven points
higher for our Best in Class
engagement groups than those that
were below their regional norm.
The top three drivers of retention relate to flexibility, trust in
your team, and trust from your manager.
Flexibility, teaming, and empowerment are important experiences we promote at EY.
The more positive these experiences, the higher retention is for our groups.
Below
norm
Average Above
norm
Best in
Class
Engagement Index performance
FY 13 Retention %
I have the flexibility to achieve my
personal and professional goals
The people I work with deliver on their
commitments to our clients
My manager trusts me to make the right
decisions to deliver quality work
FY 13 Retention %
EY lower quartile EY 25-50th EY 50-75th EY upper quartile
Page 5
Page 6
And we can see from our Global People Survey results
that engagement and flexibility are linked
55% 60% 65% 70% 75%
EMEIA
Yes
No
Prefer not to answer
65%
73%
62%
64%
0% 20% 40% 60% 80% 100%
EMEIA
Favourable
Neutral
Unfavourable
65%
85%
46%
23%
► People in EMEIA who answer favorable (agree /
fully agree) to the following survey questions:
► “I have the flexibility I need to achieve my
personal and professional goals.”
► “My manager(s) enables flexibility in when and
where people work.”
… are 62 percentage points more engaged
compared to those answering unfavorable
(disagree / strongly disagree) and 20 percentage
points more engaged compared to our EMEIA
overall population.
+62%-points
► People across EMEIA who answered “yes” to the
following demographic question:
► “Do you exercise flexible working arrangements (in
addition to any formal arrangement) such as regularly
working from home or flexibility in your start and finish
time?”
… are 11 percentage points more engaged
compared to those, who answered “no” and 8
percentage points more compared to our EMEIA
overall population.
Engagement Index
+11%-points
Engagement Index
a) All Regions have
formal flexible
working policies
Each Region will have implemented some form of change
management programme to achieve a more flexible
culture by-
a) recruiting a key stakeholder group
b) understanding the cultural readiness of your
community and their preferred work styles
c) developing policies that enable your people to work
flexibly – e.g. IT enablement
d) promoting the six key behaviours critical to working
flexibly –
> embrace diversity > communicate effectively >
focus on outputs > work intelligently > set
boundaries > trust your team
e) celebrating success and sharing best practice
f) leveraging tools and training available to develop
appropriate skills
a) Role models at all ranks will be championing flexibility
by sharing individual stories.
b) Applications for flexible working will be reason neutral
c) Flexible working will be considered in engagement
planning to ensure that all team members have the
time to deliver quality work whilst balancing personal
and professional needs.
d) We will engage with clients to understand the best way
to work flexibly as part of the mobilization of all client
engagements
e) The ROI for flexibility will be regularly demonstrated
(e.g. linking GTS scores with engagement, “Great
Place to Work” award, client feedback).
f) Performance will be measured on trust, collaboration,
empowerment, reward and recognition – i.e. outcome based
performance management
g) People will have the freedom to choose which work
setting to use when in the office, based on the work
they are doing
Our vision for flexible working is not without
challenges
Start – January
2013
By 2015 the office will be ‘an’ environment and not
‘the only’ environment that we work in
By 2020 we will be teaming seamlessly and
outperforming our competition and….
Some of the challenges identified that will slow down effective culture change in EMEIA
Up-skilling
counsellors
Legislation and
regulatory environment
Business needs rather than
leadership preference
behaviour changeTurning policy in to
reality
reasonneutral
Trust based
environment
Cross cultural integration
Workplace of the Future
Culture
change
Measurement on outputs not presenteeism
Tracking of take up
Particularly informal
flexibility
Technology as an enabler
Senior role
models
Change in
Mindset needed
Page 7
Page 8
A key milestone was the launch of our
NWOW website in July 2014
Why
How
What
Page 9
It contains a talent roadmap to drive culture
change
Sustained and
Embedded
Change
Learning Change
Approach
and Vision
CommunicationsChange Network
and Change
Readiness
Organizational
Impact and
Alignment
Stakeholder
Engagement
and Change
Leadership
Identify
Diagnose
Design
Deliver
Sustain
Page 10
A communications toolkit
Page 11
Tools such as the NWOW Yammer Group and
“Where I Work” campaign
#whereiwork
Page 12
Central to our comms is our 6 behaviours
video
We have had most fun recently marketing New
Ways of Working at milestone events
Page 13
Page 14
And of course, what gets measured gets
done…..
Page 15
In summary
Page 16
6 behaviours video

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EY : New ways of working

  • 1. New Ways of Working for the 8th Icon D&I Seminar 26th February 2014 Individually talented, collectively powerful
  • 2. EMEIA is complex, dynamic and diverse! Page 1 12 Regions 99 countries ¡Hola ciao ‫مرحبا‬ halloздравствуйте नमस्कार Hello 140 languages 4,103 Partners 15% female 84,000 people 45% female 16 Time zones Data as at December 2014
  • 3. Gender is an important focus area for us, but one of many Page 2 Disability • EMEIA Disability Workshop • EMEIA working group established • Focused next steps Generations • Engagement score drivers • Regional focus groups • PMDP review New Ways of Working • Website launch • Talent Roadmap launch • Milestone events booths LGBT • Pilot allie programme • Review of mobility policies • Making it Real Thought Leadership
  • 4. Page 3 Our vision for New Ways of Working Our trust based approach gives people the opportunity to deliver excellent client service in a way that supports their wellbeing and enriches aspects of their lives, their families and their communities. “It’s important that our people feel empowered – whatever their geographical location or level of seniority. Our focus will be on enabling a work environment that delivers the right tools and flexibility to suit various lifestyles and career aspirations. As a people-centric business, this will be the key to help drive competitive edge and deliver future success.”
  • 5. Page 4 Scope of New Ways of Working
  • 6. Sustaining a flexible, trusting climate in our teams sees more of our people stay Our most engaged groups have higher retention. Retention rates were seven points higher for our Best in Class engagement groups than those that were below their regional norm. The top three drivers of retention relate to flexibility, trust in your team, and trust from your manager. Flexibility, teaming, and empowerment are important experiences we promote at EY. The more positive these experiences, the higher retention is for our groups. Below norm Average Above norm Best in Class Engagement Index performance FY 13 Retention % I have the flexibility to achieve my personal and professional goals The people I work with deliver on their commitments to our clients My manager trusts me to make the right decisions to deliver quality work FY 13 Retention % EY lower quartile EY 25-50th EY 50-75th EY upper quartile Page 5
  • 7. Page 6 And we can see from our Global People Survey results that engagement and flexibility are linked 55% 60% 65% 70% 75% EMEIA Yes No Prefer not to answer 65% 73% 62% 64% 0% 20% 40% 60% 80% 100% EMEIA Favourable Neutral Unfavourable 65% 85% 46% 23% ► People in EMEIA who answer favorable (agree / fully agree) to the following survey questions: ► “I have the flexibility I need to achieve my personal and professional goals.” ► “My manager(s) enables flexibility in when and where people work.” … are 62 percentage points more engaged compared to those answering unfavorable (disagree / strongly disagree) and 20 percentage points more engaged compared to our EMEIA overall population. +62%-points ► People across EMEIA who answered “yes” to the following demographic question: ► “Do you exercise flexible working arrangements (in addition to any formal arrangement) such as regularly working from home or flexibility in your start and finish time?” … are 11 percentage points more engaged compared to those, who answered “no” and 8 percentage points more compared to our EMEIA overall population. Engagement Index +11%-points Engagement Index
  • 8. a) All Regions have formal flexible working policies Each Region will have implemented some form of change management programme to achieve a more flexible culture by- a) recruiting a key stakeholder group b) understanding the cultural readiness of your community and their preferred work styles c) developing policies that enable your people to work flexibly – e.g. IT enablement d) promoting the six key behaviours critical to working flexibly – > embrace diversity > communicate effectively > focus on outputs > work intelligently > set boundaries > trust your team e) celebrating success and sharing best practice f) leveraging tools and training available to develop appropriate skills a) Role models at all ranks will be championing flexibility by sharing individual stories. b) Applications for flexible working will be reason neutral c) Flexible working will be considered in engagement planning to ensure that all team members have the time to deliver quality work whilst balancing personal and professional needs. d) We will engage with clients to understand the best way to work flexibly as part of the mobilization of all client engagements e) The ROI for flexibility will be regularly demonstrated (e.g. linking GTS scores with engagement, “Great Place to Work” award, client feedback). f) Performance will be measured on trust, collaboration, empowerment, reward and recognition – i.e. outcome based performance management g) People will have the freedom to choose which work setting to use when in the office, based on the work they are doing Our vision for flexible working is not without challenges Start – January 2013 By 2015 the office will be ‘an’ environment and not ‘the only’ environment that we work in By 2020 we will be teaming seamlessly and outperforming our competition and…. Some of the challenges identified that will slow down effective culture change in EMEIA Up-skilling counsellors Legislation and regulatory environment Business needs rather than leadership preference behaviour changeTurning policy in to reality reasonneutral Trust based environment Cross cultural integration Workplace of the Future Culture change Measurement on outputs not presenteeism Tracking of take up Particularly informal flexibility Technology as an enabler Senior role models Change in Mindset needed Page 7
  • 9. Page 8 A key milestone was the launch of our NWOW website in July 2014 Why How What
  • 10. Page 9 It contains a talent roadmap to drive culture change Sustained and Embedded Change Learning Change Approach and Vision CommunicationsChange Network and Change Readiness Organizational Impact and Alignment Stakeholder Engagement and Change Leadership Identify Diagnose Design Deliver Sustain
  • 12. Page 11 Tools such as the NWOW Yammer Group and “Where I Work” campaign #whereiwork
  • 13. Page 12 Central to our comms is our 6 behaviours video
  • 14. We have had most fun recently marketing New Ways of Working at milestone events Page 13
  • 15. Page 14 And of course, what gets measured gets done…..

Editor's Notes

  1. Mike: We also looked at retention - if we’re investing in our people in order for them develop and deliver, we want to capitalize on that investment as much as possible. So, what factors help keep our people? We continue to see a significant relationship between engagement and retention, as we have come to expect. As in previous years, those groups that are Best in Class in engagement are also more likely to show higher retention rates than those showing lower engagement performance. When we look more specifically at the drivers of retention, those with the strongest relationship to retention show that factors such as flexibility, teaming (how we work together to deliver), and empowerment (being trusted by manager/s) can help create an environment where people are more likely to commit to staying longer at EY. These are reflected as core parts of our talent agenda – helping validate that the focus we are making on the talent agenda has a real impact on retaining our talent.