Ground Report

A company functions based on the productivity of its workers; it is one of the basic notions of business, but many companies choose to focus on the productivity levels, rather than on the people who are responsible for generating them. The level of interest in and engagement with a job is dependent on a few factors, including whether someone is passionate about the subject matter, the knowledge and skills they possess that are relevant to the job, the improvement or experience the job will provide, and the significance of the job in relation to the larger goals of the company.

The first qualification is quite important; it basically asks if a person enjoys what they do. This will be a major determinant with regards to whether they work hard and accurately, and whether they go above and beyond expectations to truly excel. If a person can walk into work knowing that they are going to enjoy their day, they will not only deliver quality service to their clients, but will also raise office morale and the energy of everyone around them. Imagine if every person in your office was doing what they enjoyed most in the professional sphere; what an exceptional aura of positivity and job satisfaction that would be. This utopian ideal for a corporate environment might sound slightly unrealistic, but Ernst and Young (now known by the shorter “EY”) is doing a good job of trying to realize it.

Clear, concise job descriptions are laid out for every new employee and positions are customized to fit individual skill sets and match interests. The aim is to ensure that workers are genuinely excited about their positions and willing to complete every aspect their work involves. The first qualification somewhat leads into the second, which covers the specific knowledge and skills required to do a job. Some large corporations have a general funnel system of employment, meaning everyone starts at the bottom and muddles through until they finally find a position to which they are suited, possibly through numerous transfers, conflicts, half-completed training courses: an unpleasant journey through the inefficiency of corporate structuring.

Along the way towards their final position, the company suffers due to the lack of productivity and the general disruption of the workflow. At Ernst and Young, a new employee is immediately placed into a counseling program and is attached to a coach. This coach is responsible for analyzing their strengths and weaknesses, helping them define their mid- and long-term professional goals, and helping them along throughout their time with the company. This partnership minimizes the inefficiency of placing a worker in the wrong department because no one realized what skill sets they actually possessed. For a company to work to its full potential, every worker must also work to their full potential, so establishing a way to determine that quickly in a non- disruptive way is very important.

The third aspect that drives employee productivity relates to the benefit that a job will provide in regards to a person’s overall career goals. Young professionals, in today’s modern market rarely think of the job they have at 25 or 28 as their permanent professional home; the prospect of advancement and promotion is never far from their minds. In the uncertain economy of recent years, eyes are always wandering towards new and potentially more stable jobs, and the smartest companies that are able to hold on to their employees are much better off in the long run.

The cost of finding and training new employees to replace those that have left for better opportunities can exceed the annual salary for an existing employee. The knowledge capital that is taken away with every employee who leaves damages the company and disadvantages the other employees who were benefitting from their experience and leadership. Employee retention is essential in these highly competitive times, so companies must entice their workers to stay by any legitimate means possible. EY has their finger on the pulse of that need. Every new employee is given what is called a “learning map”, a departmentally specific guide to all of the training and experience that they will need to either methodically or mete- orically advance through the company.

This developmental framework is created and customized for each employee, and can be adjusted through the advice of their coach and counselor as their ambitions and directions within the company change. The system is called “Ernst and Young and You,” (or EYU for short) and it does far more than dangle a spot on the executive board in front new employees as an incentive to prevent them from leaving. Everyone, from a brand new employee to a senior partner, participates in EYU as a way to ensure that every member of the EY Corporation is fulfilling their potential and feels like they have genuine control over their professional development.

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