Ernst & Young

Ernst & Young have identified five clear drivers for its business case for diversity.  These are:

To attract and retain its share of the talent pool. 

The organisation uses demographic data and trends to underpin this aspect of its business case.  Examples include the fact that in 2002, more women than men applied for and were accepted on, degree courses such as business administration and law, and the fact that the UK Indian population has the highest level of educational attainment of any group in the UK.

The organisation knows that many of its priority clients consider diversity to be a business critical issue. An increasing number of proposal requests require information about its diversity strategy and programmes.  There is also the fact that diverse teams are better able to serve diverse client teams.

Changes made to discrimination laws in recent years, concerning the burden of proof and wider legal definitions of indirect discrimination and sexual harassment, have made it easier for employees to assert discrimination.

Recent surveys of tribunal awards in sex discrimination cases also confirm a trend towards rising compensation levels.  Ernst & Young acknowledge the reputational risk of such tribunals and its diversity training and policies help to ensure such damage is minimalised.

Ernst & Young understand that is today’s business climate, potential recruits, employees, suppliers and clients expect an organisation to be aware of diversity and active in promoting inclusiveness.

As well as the more quantifiable aspects of the business case Ernst & Young also believe that respect for others and creating an inclusive work environment is fundamentally the right thing to do.

It acknowledges that its business case is continually evolving and developing and must do so if it is to motivate culture change within the organisation. Ernst & Young encourage each of its business units to adapt this business case to ensure it is highly relevant and impactful for their particular businesses.

The firm’s aim is that diversity and inclusiveness powers its goal of sustained leadership growth. It is dedicated to being an organisation where talented and ambitious people succeed no matter what their background. It has encouraged all its partners to fully understand its business case and for them to be visible leaders in articulating it to its people.  It has a senior board who have committed to making diversity and inclusiveness a priority.

Ernst & Young measures the success of its commitment to diversity in several key ways.  Measures include:

• Its global people survey, which  is always analysed by gender;
• The percentage of women and men promoted to partner is closely monitored;
• Its direct hires and the recruitment process is monitored by gender at every stage;
• The percentage of women on its talent management programme is monitored;
• It analyses the grading of its annual appraisal process by gender;
• It is also currently instigating a programme to analyse the gender make up of high priority client work;
• Maternity retention is regularly evaluated;
• It analyses its proposal requests for new business and which ask for diversity credentials.