1 / 11

Technical specialist to business advisor – a professional services perspective

18 April 2012. Technical specialist to business advisor – a professional services perspective. Corporate Research Forum Julia Jameson – Director, Talent & Organisational Change. 1.0. Ernst & Young. What do we do?. Our global mindset and structure. US. Advisory. Assurance. Americas

rlangley
Télécharger la présentation

Technical specialist to business advisor – a professional services perspective

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 18 April 2012 Technical specialist to business advisor – a professional services perspective Corporate Research Forum Julia Jameson – Director, Talent & Organisational Change

  2. 1.0 Ernst & Young What do we do? Our global mindset and structure US Advisory Assurance Americas $9 bn 45,000 people EMEIA $10 bn, 73,000 people Asia-Pacific $4 bn, 34,000 people Transactions Tax Global FY11 US $23bn fees 152,000 people 140 countries grouped into 29 Sub-Areas 82% of the Fortune Global 500 are Ernst & Young clients

  3. The career model is ‘up or out’, ‘grow or go’ ---------------------------------------+12 AGE APPROX. EXPERIENCE 33 ------------------------+7 - 10 28 - 33 -------------------+5 26 24 ---------+3 21 -0

  4. Building breadth over time I T V

  5. Evolution of the ‘client-advisor’ relationship Breadth of business issues Depth of personal relationship (David Maister – ‘Trusted Business Advisor’)

  6. Our global leadership model

  7. Partner versus Executive Director

  8. Our development philosophy - EYU Ernst & Young and You Our global career development framework that provides our people with the right learning, experiences and coaching to achieve their potential

  9. The business case for a global partner pipeline program We want to… • accelerate the development of our potential partners • increase the global consistency, quality and visibility of our new partners • enhance integration across our business • align partner supply & demand ..so Global NextGen graduates will be… • more market and client focused • more connected across Ernst & Young • better able to inspire and coach others • more global in their thinking, and value diverse perspectives • better prepared for partnership

  10. Elements of Global NextGen Experiences • Business leadership challenge • Account leadership challenge • People leadership challenge • Stretch work experiences Coaching • Executive dimensions 360 feedback • One to one mentoring • BLC: team and communications coaching • ALC: partner and business development coaching • PLC: partner and people team coaching Learning • Annual meeting • Communication and impact master class • Markets curriculum – relationship and account development • Virtual People Leadership learning • Self-service leadership learning via Harvard portal

  11. In summary What levers have we pulled? What’s changed in recent years? • Pressure on business cases for partnership admission • Focus on the sales pipeline • Tougher individual performance management • More measurement and control • Re-definition of Executive Director role – now globally consistent Building breadth early via experiences, coaching and learning Experiences: • Cross-service line working • Cross-border working • Formal mobility programs Learning: • Firm-wide learning, with special focus on Market Leadership and People Leadership • Milestone events • Global NextGen Coaching: • Mentoring • On-the-job coaching

More Related