Immigrant Employment Council of BC presents
2012 LEADERS’ SUMMIT
ON IMMIGRANT EMPLOYMENT
SEPTEMBER 18, 2012
Ernst & Young’s journey to
inclusion
Dalbir Rai
Ernst & Young’s Global Position
►
People
►
►
Locations
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Approximately 144,000
More than 700
Countries
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Page 2
140
EY Global Areas
EMEIA
Americas
Japan
Far East
Oceania
Page 3
“Diversity is strategy”
"...inclusive leaders who cultivate and marshal
innovative ideas from a variety of individuals with
different backgrounds, skills and experiences stand the
best chance of creating success for their business in a
dynamic world."
Trent Henry, Chairman and CEO, Ernst & Young Canada
Page 4
The Equity Continuum
0
Think they
are equitable
1
Compliance
2.1
2.8
3.1 3.5 3.6
1993
2002
2003 2005
2
Moving
beyond
compliance
2010
3
The
business
case
Page 5
Future target
4
Integrated
diversity
Employers and suppliers of choice
Copyright 2002 TWI Inc. ©
4+
5
Inclusive and
equitable
organizations
Diversity & inclusiveness journey
Four steps
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Built the foundation
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Created the infrastructure across the Americas
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Shift in ownership
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Made it a global business priority
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Foundation for inclusion
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First people survey revealed gaps between leadership
and employee perception
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Formed national diversity committee and appointed parttime director of diversity
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Established business case for diversity
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Launched 1-day mandatory training program
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Established Office of Minority Recruitment and Office of
Retention focused on gender-equity in Americas
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D&I infrastructure in Canada
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Shift from a Clients First culture to a People First culture
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Expanded the People Survey across our global firm
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Conducted ongoing focus groups across Canada
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Appointed full-time director of diversity
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Selected client-serving partners to lead gender equity,
ethnicity and flexibility efforts
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Americas market leader was appointed executive sponsor
for inclusiveness
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Shift in ownership
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Americas market leader introduced programs:
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Launched Inclusiveness Awareness Workshops, including
cross-cultural training
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Created inclusiveness snapshot measurement tool
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Rolled out differential development programs
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Established Inclusiveness Steering Committee and task
forces
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Rolled out Diversity Census
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CEO led first Beyond (affinity group for LGBT and allies)
webcast
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Global business priority
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Diversity and inclusion are tied directly to our global
success
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Produced diversity and inclusion thought leadership
pieces
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Sponsor for several supplier diversity and community
initiatives
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Launched inclusive leadership development process for
Partners including assessments
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Established Chairman’s Value Award
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Conferences continue on a more inclusive basis
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People First culture
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We commit to:
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Making our people paramount in all our decisions
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Providing opportunities for
our people to build their
skills and careers
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Fostering an inclusive,
innovative and flexible work
environment
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Build lifelong relationships
with our people
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People First culture
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Our people commit to:
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Aiming high and succeeding
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Taking ownership of their
own careers
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Living our firm values with a
particular focus on quality
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Our strategy
• Exceeding client expectations
• Employer of choice
• Strong brand recognition
Diversity of thought
Attracting clients
Attracting the best talent
• Consistent with People First
culture
• Leveraging differences
• Environment where all can thrive
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Measurement tool – inclusiveness snapshot
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2010 – global diversity & inclusiveness
“Embedding a sustainable, inclusive
culture in the way we operate will enable
our people to achieve their potential and
make a difference, wherever they come
from and whatever their characteristics.”
“A sustainable, inclusive culture will better
enable Ernst & Young to deliver high-quality
service to our clients, create competitive
advantage and drive market leadership.”
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EYU
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In 2009, Ernst & Young announced the global launch of a
development program called “Ernst & Young and You”
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Process that helps ensure that experiences and learning
opportunities are allocated fairly to all our people
Three elements:
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Learning
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Experiences
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Coaching
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Creating an inclusive culture inside and outside
of EY
► Global English Resource
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Leadership Matters
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Inclusive leadership program for Partners
including cultural assessment tool
Communication and cultural coaching
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opportunity to improve English
Specialized for newcomers to Canada
Diversity/Inclusiveness Committees
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Local office committees that support inclusion of
different cultures and backgrounds
Creating an inclusive culture inside and outside
of EY
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CARE program (foreign designation training)
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S.U.C.C.E.S.S
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Martin Aboriginal Education Initiative
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The Minerva Foundation for BC women
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Research and thought leadership
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Founding member of Ascend Canada
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On-site quiet / prayer rooms
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Cultural Tip sheet
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Chief Inclusiveness Officer role to lead externally
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Lessons learned
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Accountability and executive sponsorship are key
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Leaders and participants are most effective when
they understand their own frames of reference, their
pre-conscious biases and they practice style switching
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Formal programs make a
difference yet the culture is
what drives the level of
business-unit ownership
and engagement
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Lessons learned
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“Policing” = compliance, not effectiveness
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For success, a commitment to people needs to be a
personal priority
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Focus on the individual
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Our F12 awards
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