EY Named To FORTUNE’s “100 Best Companies to Work For®” List For 17th Year
WorldTalk
“Exceptional client service starts with exceptional experiences for our people,” said Kelly Grier, Vice Chair of Talent, EY Americas. “Offering flexibility, mobility opportunities that drive career advancement, and innovative ways to promote personal health and well-being are just some of the things that will enable our people to reach their highest potential both personally and professionally."
"With a strong emphasis on diverse and inclusive teaming, equitable sponsorship that creates opportunities for everyone and a laser sharp focus on high-impact learning, we are proud of the offerings we deliver.”
In a recent survey, an overwhelming majority (88 percent) of EY people said that the organization offers valuable growth and development experiences. One example is EY’s Global Next Gen, a 2-year leadership program that helps accelerate the development of high-performing senior managers as they seek to become partners.
Data Proves Link Between HR and Financial Performance of a Company, New Study Reveals
High-performing human resources (HR) departments help to drive the financial performance of companies, according to a recent report released byThe Boston Consulting Group (BCG) and the World Federation of People Management Associations (WFPMA).
As part of their research the authors conducted in-depth interviews with 64 HR and non-HR leaders. They looked at the ten-year stock performances of the public companies in Fortune magazine’s “Best Companies to Work For” rankings in 2014, and compared them with the S&P 500 Index. The 100 best companies – those with the strongest HR performance – outperformed the index by nearly 100 percentage points.
The majority of countries ranked leadership as the subtopic most urgently in need of action, followed by talent management. There were considerable differences, however, in the rankings of subtopics across countries.
In the UAE, the focus is primarily on leadership followed by performance management, and HR and people strategy. Other areas of focus include employee engagement, talent management, HR services and systems, HR communication, career models and competencies, strategic workforce planning, and rewards and recognition.
“Interestingly, performance management ranks considerably lower, in terms of urgency, across most of the other countries,” added Christopher Daniel, a Principal at BCG’s Dubai office. “In fact, no other country mentioned it among its top three most urgent subtopics. This indicates that HR leaders in the UAE need to make substantial progress in this particular department.
The report underscores the importance of a clear link between HR and business leaders, which the survey data indicates may be significantly missing at some organizations.
12 | TRAINING MAGAZINE EUROPE MARCH 2015