Human resources at ernst&young

1. 6/19/2013 1 HRM-E&Y

2. ►GLOBAL
►Headquarters: London, United Kingdom
►167000 people
►700 offices
►140 countries

INDIA
►Over 4500 people
►E&Y was ranked No. 1 in the Forbes Magazine's The Best
Accounting Firms to Work For in 2012.
►The firm was ranked No. 1 in Business Week's annual list of
Best Places To Launch a Career for 2008


AMERICAS

FAR EAST

EMEIA

JAPAN

OCEANIA
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3. 6/19/2013 3 HRM-E&Y

4. 6/19/2013 4 HRM-E&Y
INTEGRATED HR TRANSFORMATION FRAMEWORK

5. MANPOWER STRATEGIES
ORGANISATION STAFFING APPROACH
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6. Forms a
strategy to
stick to budget
Identifies no.
of hours to be
given to client
Estimates
manpower
required
Meets finance
dept for funds
Allocates
budget based
on priority
Services dept
Communicates
with HR dept
Assurance
Department
Finance
Department
HR
Department
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7. RECRUITMENT
METHODS
EMPLOYEE
REFERRALS
WEB
PORTALS
CAMPUS
RECRUITMENT
DIRECT
APPLICATIONS
HEADHUNTING
EXTERNAL
CONSULTANTS
INTERNAL &
INTERNATIONAL
RECRUITMENT
JOB ANALYSIS
(Nature & Requirement)
PERSONNEL PLANNING
(Number of jobs to be filled)
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8. CAMPUS OTHERS
MERIT MERIT+ONLINE
TEST
WRITTEN TEST
GROUP DISSCUSSION
HR ROUND
TECHNICAL ROUND I & II
PSYCHOMETRIC TESTS
Numeric,
Verbal and
Diagramma
tic
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9. Phase III: Evaluation
The interviewer will concentrate on the competencies and qualities that will
satisfy the requirements of the position. These may include the following:
• Technical skills and abilities • Client-service focus • Leadership
• Flexibility • Teamwork • Motivation and initiative • Communication skills
• Intellectual competence
Additional focus on interviewee’s education, relevant experience and career
goals.
Phase II: Employer questions (20–35 minutes )
Phase II begins with the evaluation of the interviewee’s skills, abilities and
other qualities that satisfy the requirements of the position. The
interviewers style may be “Traditional interviewing” e.g. Your Strengths
or “Behavioral interviewing” e.g. Real Life stories.
Phase I: Introduction (2–3 minutes)
The introduction helps to establish a rapport. The interviewee should be
relaxed and the process begins with personal introductions Later on the
interviewer gives an outline of the interview process.
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10. Phase V: Close (2–3 minutes)
The last phase in the process is the “close.”The employer may ask if the
interviewee has any final questions or doubts and then would brief about
the further procedure.
Phase IV: Interviewee’s Questions (5–6 minutes)
The interviewer’s evaluation continues throughout the interview with the
interviewee’s questions being as important as the ability to answer the employer’s
questions. The questions should seek important information necessary for decision
making by the interviewer that may involve responsibilities of the position, career
path, advancement, and further information about the organization.
Phase VI: Follow-up
If the interview is successful, then the job is offered or the interviewee is
called for further interviewing. Its important to be prepared after the
interview and before the joining ; by taking notes, including a summary of
major points discussed during the interview and understanding about the
functioning and structure of the company.
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11. •Requirements
– Undergraduate degree in relevant field
– Communication skills
– English and local language
– IT proficiency

•Key Characteristics
–Team-player
–Leadership skills
–High sense of motivation
–Desire never to stop learning
–Flexibility
–Integrity


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12. TECHNICAL TRAINING LEADERSHIP TRAINING
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13. Learning
•Training, WBL and class-room sessions
•E&Y offers 16,000 courses on their learning management system.
•Learning also includes building relationships and leading people.
•They provide six million hours of learning a year.
•Building general business skills and acumen.
•Constantly refresh and enhance technical skills


Experiences
•Business and community activities as well as on the job training
•Client secondments, cross-border and cross-service-line placements, both
short- and long-term, domestic and international, are a real possibility.
•This enables the employees to work in different environments, which
offer exciting and challenging experiences through a wide variety of
assignments.

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14. On-the-job coaching
•They occur in the context of daily work, that helps to gain a broader
perspective, increase clarity and address particular issues and challenges.
•Coaching results in improved performance through practical learning and less
rework.
Counselling – career development
Performance conversations allow the counselee and counsellor to look back and
evaluate performance by bringing together and considering multiple views.
These reviews help leverage your strengths and address your development
needs
Counselling – performance reviews
•They also create meaningful goals – both from an annual and a longer-term
perspective
•conversations should challenge you to explore your individual interests,
aspirations, needs and options.
Mentoring
Mentoring provides support, insights and practical advice on a variety of
professional development and career topics.
At EY, we encourage our experienced professionals to provide mentoring to less
experienced colleagues, through initiatives such as the Career Advisor program
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15. •Formal and Informal Learning opportunities
•Knowledge Sharing Infrastructure
•Professional Qualifications (ACCA, CIA, CISA, CFA, etc.)
•EY Methodology Training
•Soft Skills Training
•Performance Management Process
•Formal Career Counseling Program
•Multi Source Feedback / 360° Program
Facilities by the
Learning and Career Development Team
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16. KEY RESULTS AREA
CRITICAL ATTRIBUTES
KEY PERFORMANCE INDICATORS AND TARGETS
ATTRIBUTE DESCRIPTIONS & PROFICIENCERY LEVELS
PERFORMANCE APPRAISAL SYSTEM
FIXED PAY VARIABLE PAY
FOR POSITION FOR PERFORMANCE
INCREMENTS VARIABLE PAY
CAREER MANAGEMENT
SUCCESSION PLANNING
TRAINING AND DEVELOPMENT
EXIT MANAGEMENT
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HRM-E&Y

17. • Key results areas: management monitor the employee’s performance.
•Critical attributes is seen to be a Successful organizations work on the critical driver
principle of cascading the organization

• Key performance indicators and targets: For employee scorecard across all
employee levels.
• Attribute descriptors and proficiency levels: Engagement. to establish the link
between individual Employee performance and organizational goals.

• Performance appraisal system engagement, management system depends on in
turn, is seen its transparency, objectivity and Fixed pay Variable pay to have a high
extent of alignment of individual correlation performance to organizational For
position For performance . Further, the robustness to employee of a performance
management Increments Variable pay retention. system is dependent upon the
extent of linkage of performance appraisal Link to other HR areas to other HR
systems and processes.
•Career management given alongside provides Succession planning the performance
management.
• Training and development framework detailing the components Exit management
of such a system as well as providing
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18. 1.http://www.ey.com/US/en/Industries/Financial-Services/ accessed on 5
th
Feb 2013 at
4.30pm

2.http://www.ey.com/Publication/vwLUAssets/Armenia_Demo_Eng_opt/$FILE/Armenia_Dem
o_Eng_opt.pdf accessed on 5
th
Feb 2013 at 4.30pm

3.http://www.ey.com/UK/en/Careers/Students/Graduate-Opportunities accessed on 5
th
Feb
2013 at 4.30pm

4.http://www.sqc.org.sa/sqcdocs/Ernst&YoungLeadingHRpractices.pdf accessed on 5
th
Feb
2013 at 4.30pm

5.http://www.slideshare.net/paramarth/ernst-amp-young-people-amp-organization-advisory-
services accessed on 5
th
Feb 2013 at 4.30pm


REFERENCES
Nandita Verma | Assistant Manager | People Team
Global Shared ServicesUnitech Infospace | Tower 3-B | 5th Floor
| Old Delhi-Gurgaon Road | Sector 21, Gurgaon – 122 001 | India,
Haryana, GSS - IndiaMobile: [phone]
| [email protected]
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19. PRESENTED BY
GROUP NO: 7
Utkarsh Garg - 121
Sangam Lalsivaraju- 138
Sugandha Arora 140
Dhruv Mahajan -141
Nitish Dubey -177

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