Accounting for Talent at Ernest & Young

Accounting for Talent at Ernest & Young

Introduction

Is the glass ceiling of today’s corporate world becoming any less shatter resistant? Looking back over the past fifty years women and minorities have slowly become increasingly recognized as employers begin to see the importance of diversity in the workplace. Truth be told, slow and steady does not seem to be winning the equality race as women and minorities are still not equally represented. (National Women's Law Center, 2012) However, companies like Ernest & Young have notice the discrepancies and have made strides to change.

Review/Analysis of the Case

Ernest & Young recognized the implications of not employing a diverse work force and what it meant for them in more ways than one. Aside from obvious violations against The Civil Rights Act of 1964, EEOC discrepancies and potential discrimination lawsuits, they also realized the up and coming trends they were about to face in their industry. (Noe, Hollenbeck, Gerhart, & Wright, 2009).They sought talented individuals to replace accountants which were about to retire and promoting from within would save them financially as well as kill two birds with one stone. They would be able to address their glass ceiling as well as replace experienced accountants as they retired.

In response Ernest & Young decided to take a different approach to employee development. They introduced options like flexible hours, telecommuting and reduced schedules. They created leadership teams to ensure woman and minorities had a chance to be given top-clients, allowing them to become more noticeable as high-potential employees. They developed a mentoring program and training options when improvement in certain areas was needed. An outside company also offered a 360-degree assessment for high-potential employees. (Noe, Hollenbeck, Gerhart, & Wright, 2009). These changes show an obvious desire to retain and develop from within.

Ernest & Young’s approach to development...