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New Ways of Working Fleur Bothwick, OBE, EMEIA Director of Diversity and Inclusion, EY and co-author of Inclusive Leadership

New Ways of Working
Fleur Bothwick, OBE, EMEIA Director of Diversity and Inclusion, EY and co-author of Inclusive Leadership

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New Ways of Working Fleur Bothwick, OBE, EMEIA Director of Diversity and Inclusion, EY and co-author of Inclusive Leadership

  1. 1. Talent Leaders Connect Conference - New Ways of Working at EY 2nd March 2017 Individually talented, collectively powerful
  2. 2. EY EMEIA is complex, dynamic and diverse! 12 Regions 99 countries ¡Hola ciao ‫مرحبا‬ hallo здравствуйте नमस्कार Hello 140 languages 4,460 Partners 16% female 105,000 people 45% female 16 Time zones March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 2
  3. 3. which makes D&I a critical enabler for our success March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 3
  4. 4. Central to achieving our Vision 2020 ambition is creating the highest performing teams Our own research shows EY groups with Best in Class engagement have better retention, stronger revenue growth and higher profitability. Source: 2013 EY Business Linkage Research, based on the Global People Survey results Highest performing teams are defined by three distinct characteristics. They are diverse groups of committed and passionate people, brought together in a shared vision and deeply invested in each other’s success. As individuals, they bring their own unique experiences, skills, backgrounds and perspectives. As a group, together they form the right mix of talent to excel in volatile markets, solve the most complex problems and deliver quality results that surpass expectations. March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 4
  5. 5. Our journey has been slower than we would have liked, but we have success to celebrate 27members of the FSO leadership team have personal D&I goals. women in India received one-to-one sponsorship as part of Career Watch. 16have since been promoted to partner. 37 41%of FY16 partner promotions in Africa were women, up from 13% in FY11. out of 12 regions now have women on their leadership teams. This has increased from four in 2008. 11 54%of CSE countries offer activities as part of the WorkFit program to enhance their people’s well-being. 900People in the Oslo office have implemented the principles of new ways of working. 80%of partners in France have been trained on the importance of understanding and counteracting bias. 100counsellors in BeNe were trained on the impact of cultural differences on team dynamics. 45 women in Russia participated in Entrepreneurial Winning Women, with 12 winners selected. 1,032people in MENA were trained on cross-cultural intelligence. 94%UK&I partners have attended the market- leading Inclusive Leadership Program. people have joined GSA’s LGBT network, and 150 participated in Race for Life. 60 high-potential executives in Med attended sales management workshops. 60 EY South Africa won or were finalists for five Gender Mainstreaming Awards, honouring our commitment to advancing women in our firm and in the wider community EY MENA won the Best Global Initiative for Women’s Economic Empowerment Award for Women Fast Forward at WIL Economic Forum 28,503people have been trained online to recognize unconscious bias when making people decisions. 26%The number of women being promoted to partner in EMEIA increased from 15% in FY11 to 26% in FY16 March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 5
  6. 6. and one key focus area for us is New Ways of Working March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 6
  7. 7. there are many reasons why this is a priority – one is the link with engagement of our people “I have the flexibility I need to achieve my personal and professional goals.” “My manager(s) enables flexibility in when and where people work.” 69% 85% 48% 28% 0% 20% 40% 60% 80% 100% EMEIA Favorable Neutral Unfavorable Engagement Index 55% 60% 65% 70% 75% EMEIA Yes No … are 57 percentage points more engaged compared to those answering unfavorable (disagree / strongly disagree) and 16 percentage points more engaged compared to our EMEIA overall population. +57%-points +11%-pointsPeople 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?” People in EMEIA who answer favorable (agree/fully agree) to the following survey questions: March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 7
  8. 8. another is linked to the retention of our talent – both men and women EMEIA Exit Survey… tells us why people leave and their perceptions on how we are fulfilling our EVP What‘s pushing our people out of the door (top 1 push factors)?* *July 2015 – June 2016, Client Serving only 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Relationship with colleagues Role clarity Insufficient flexibility in work arrangements Culture Relationship with managers Working/ office environment Performance Assessment Process Lack of Development opportunities Lack of career growth Job content Compensation and rewards Personal reasons Work life balance Staff/ Assistant & Senior Manager & Senior Manager March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 8
  9. 9. We are in the 4th Industrial Revolution and our working world is changing rapidly…… … app developers? … bloggers? … brand ambassadors? … cloud architects? … eCommerce managers? … internet marketers? … search engine optimizers? … social media strategists? … user experience designers? … virtual reality engineers? … web designers? The World Economic Forum predicts a net loss of 5.1 million jobs by 2020 But 40 years ago, who foresaw … March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 9
  10. 10. with professional jobs changing on multiple levels March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 10
  11. 11. Its a revolution in two stages Stage 1 The gig economy Stage 2 The machine economy Sharing economy platforms • Nonemployee freelance workers • Temporary assignments Artificial intelligence + robots • Massive labor disruption • White collar/creative work not immune March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 11
  12. 12. and to meet these challenges, at EY, flexible working doesn’t mean formal part time working 1 Empowering our people to have greater choice in how, when and where they work Supporting both Informal and Formal flexible working Giving our people the opportunity (wherever feasible) to work the hours and location that helps them maximise their and the firm’s performance whilst considering their teams and ensuring the client remains at the top of the value chain Creating a sustainable, high performing culture. Essential for the attraction and retention of high quality staff and profitable growth Future proofing our firm supported by a compelling business case with new investment in our infrastructure (as appropriate) to enable our people to work flexibly ✔ 1✔ 1✔ 1✔ 1✔ March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 12
  13. 13. behaviour change Definitionof flexible working Measurement on outputs not presenteeism Culture change Businessneedsratherthan leadershippreference Trust based environment Senior role models Formal flexible workers can be very inflexible Consistency ofapproach Turning policy in to reality Change in Mindset needed Legislation and regulatory environment reason neutral Workplace of the Future Tracking of take up Particularly informal Cross cultural integration Wellbeing Manage spare optimisation Technology as an enabler Up-skilling counsellors Whatisthe tippingpoint? Initially there were many challenges raised that could have slowed down our progress to achieving our vision March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 13 Flexibility
  14. 14. but most have been overcome and at the core of our work is six behaviours that we promote 1 Communicate effectively 2 5 6 2 Focus on outputs 3 Set boundaries Embrace diversity Work intelligently Trust your team March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 14
  15. 15. First we launched a NWOW Website Why How What March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 15
  16. 16. which included a Talent Roadmap based on our change model 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 March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 16
  17. 17. With top tips, fact sheets and posters March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 17
  18. 18. and a comms campaign featuring a video based on the new behaviours March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 18
  19. 19. and a Yammer Group with a “Where I Work” campaign #whereiwork March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 19
  20. 20. and always important, we established KPI’s to track progress March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 20
  21. 21. which included linking the six behaviours to the Global People Survey Focus on outputs The people on my team(s) consistently deliver on their commitments to our internal and external clients. Team members are quick to acknowledge the contribution and achievements of others.* I understand the measures used to evaluate my performance Set boundaries My manager(s) enables flexibility in when and where people work. My manager(s) genuinely cares about my well- being. I have the flexibility I need to achieve my personal and professional goals Communicate effectively When conflict occurs, the team(s) I am part of actively works to resolve it.* My manager(s) provides me with timely feedback. At EY there is open, honest two way communication Embrace diversity I am encouraged to come up with new and better ways of doing things. The people in my team(s) adapt their own style to work effectively with others Work intelligently The team(s) I am part of actively seeks out ways to work together more effectively. I have access to the tools (e.g. materials, equipment, technology) I need to do my job effectively.* Trust your team I trust the people on my team.* I trust the partners or other leaders I work with.* *indicates new GPS item in 2015 Engagement Retention March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 21
  22. 22. Most recently we have launched a 3 hour workshop and run an IdeasJam 1 The What: New Ways of Working at EY 2 The Why: the business case and rationale 3 The science of high performance supported by flexible working 4 What are the facts and what are the beliefs? 5 The How: The 6 behaviours 6 The vision for your team 7 The actions needed 8 Close and next steps March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 22
  23. 23. We have more work to do, but are heading in the right direction …. March 2016 Talent Leaders Connect Conference - New Ways of Working at EYPage 23
  24. 24. Thank You New Ways of Working at EY Flexibility for High Performance

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