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    Our clients need integrated, cross-border service and the same high quality wherever they do business around the world. Our people want to build careers in an organisation that’s global in its outlook and inclusive in its approach.

    As a highly globally integrated organisation, we seek to develop a global mindset in all of our people.

    We have seen that a work culture committed to diversity and inclusiveness drives our ability to think globally. Our leaders are accountable for building the culture – for setting goals, developing actions monitoring results and engaging clients and thought leaders.

    We aspire to have a leading people culture everywhere in the world. Creating a culture that attracts and retains outstanding people and helps them thrive, leads to better service for our clients. We are investing in three key elements of our culture that enhance what is important to our clients and our people:

    • Inclusiveness – Recruiting outstanding people is just the start. Inclusiveness means making sure all our people’s voices are heard and valued. This not only helps attract and retain the best people, but also it helps get better answers for our clients and our organisation.

    • Development – Our approach to development involves offering the learning, experiences and coaching all our people need to enrich their careers and deliver quality results for clients, as well as offering additional programs for current and future leaders of our organisation.

    • Engagement – We want all our people to feel enthused by their work and their colleagues and to be comfortable in an organisation that gives them the flexibility to achieve their professional and personal aspirations.

    Check out our Women in leadership page.

    Click here to watch the full interview with Beth Brooke at our Women in Leadership page.

    And download our EY Insights.

    Video 1 image
    An interview with Beth Brooke, Global Public Policy Leader, EY.

    Life at EY

    Partner Content

    Step up and be counted in the workplace

    June 29, 2015

    Confidence is one thing, but having a strategy, seeking the right advice and even getting more education can help you secure the career you want.

    Knowing one’s worth can be an underlying struggle in any professional’s career. In particular, women can feel they lack the seniority, expertise or contacts to apply for a promotion or pay rise. Others might feel qualified for a new role, but seem to be consistently overlooked by management.

    According to the Australian Bureau of Statistics, the national gender pay gap is currently at 18.8% with men coming out on top. The source of the discrepancy is complex, but gaining confidence and recognition in the workplace can be an important step for women hoping to maximise their pay potential.

    Louise Harvey-Wills, Executive General Manager, People at NAB, says even in egalitarian workplaces women can do more to leverage their skills.

    “You can be working somewhere with the best policies, programs and practices that give both men and women the same career opportunities, but if you don’t believe in yourself and take advantage of the career opportunities then you may be compromising your personal value.”

    Those career opportunities might not be immediately obvious. With women often feeling as though they need to be overqualified for a position, Harvey-Wills says they should be proactive and try to push their own boundaries.

    “To get noticed we should all take chances and step out of our comfort zones to make this happen. Don’t wait for opportunities to come to you.”

    That same proactive solution can apply to women who feel undervalued in the workplace. Harvey-Wills advises women to communicate directly with their senior managers, raising constructive solutions, not just complaints.

    Don’t just wing it

    Taking control over one’s career requires not just confidence, but also time and research.

    “One tip I have for women to improve and gain more confidence around financial matters and their careers is to ensure they invest the adequate time in themselves,” says Harvey-Wills. “Talk to people who have the knowledge and skills that you’re after.”

    She also recommends women thoroughly research both global and local trends in their industries and other markets.

    “And leverage your networks to test your thinking and your reasoning to give you the confidence you need.”

    The importance of role models, sponsors and mentors – one’s personal board of directors – should not be underestimated, notes Harvey-Wills.

    “Your sponsors are integral in your career progression and development, so use them.”

    The professional networks gained in the course of a woman’s career can help expand her skills and consolidate her expertise.

    For those looking to gain new skills or change the direction of their career, education can also be a valuable source of confidence. Study, says Harvey-Wills, can give professionals new ways of utilising their existing skills, and challenge their thinking.

    However, she advises women think carefully about what they hope to gain from study before embarking on a new course.

    “When determining if study is right for you, be clear on what you want to achieve from it and how it relates to your career aspirations,” she says.

    “Technical skills and experience are important and can often be achieved learning on the job or from a secondment opportunity.”

    Success lies in your attitude

    Ultimately, Harvey-Wills says, having the right attitude can be one of the biggest assets in a woman’s career.

    “You need to have the confidence and self-belief to back yourself, whatever your age or experience. If you believe you can do something and present it confidently, then you minimise the chance of underselling your true skills and the value you can bring,” she explains.

    “Be authentic to your values. If you are true to yourself, your ambitions and your priorities, it can only strengthen your earning potential.”

    For more information on NAB’s Start Counting program visit: www.startcounting.com.au.

    Written by: Jessie Richardson

    What's on offer at EY

    Partner Content

    In order to qualify as a Select Employer, we ask employers to address at least 60% of the ten items on the Select Employer criteria list including:

    Senior leadership

    The employer has a rising number of women in senior positions and a pipeline of female talent.

    We value all our people and recognise the diversity of thought they bring to the table.

    The Women @ EY series, part of our Women In Leadership campaign, showcases some of our female leaders who inspire and role model the values that make EY a great place to work.

    Over the last three years we have focused on increasing our pipeline of female talent and our “Talent Watch” program as well as long-term career planning, meaning we have been able to significantly increase our attraction and retention statistics for women in leadership roles.

    Four of our six Regional Office Managing Partners in Australia are women and women make up a significant percentage of senior leadership roles across the organisation.

    Flexible careers

    The employer can demonstrate where flexible working arrangements have led to promotions.

    EY is committed to providing our employees with the flexibility that everyone needs at some stage of their lives - whether it be part-time work, compressed working hours, job sharing, career breaks, working from home arrangements or non-traditional work hours. Our “Job Re-design for Flexibility” tool kit provides employees and their managers with the resources to ensure our people can transition through various flexible work options without impeding on their long-term career aspirations and promotion opportunities.

    International travel

    The employer offers opportunities for employees to gain experience in international markets.

    As a global organisation representing global clients, there are opportunities for our employees to travel. Supported by our ‘Mobility Team’, employees from senior consultant to partner have the opportunity to work in offices around Australia and around the world, servicing clients from a broad range of industries. Secondment opportunities range from three month short-term secondments to permanent transfers to other EY offices.

    Having a mobile workforce is one of the key global priorities for the organisation.

    Parental Leave

    The employer offers paid parental leave.

    Our Family Policy provides parental leave for both mothers and fathers and includes same sex partnerships in all family benefits. Primary caregivers – either male or female - can access 14 weeks paid parental leave if they have been with the organisation less than five years and 18 weeks if they have been with the organisation for more than five years.

    We understand that this support is only half of the equation. This is why we have also invested in the transition of our people back into the workforce following a period of leave. Primary caregivers can access parental mentoring, as well as a monetary benefit that can be used for career coaching, financial planning assistance or childcare/domestic help vouchers.

    Leadership Training

    The employer offers leadership training programs to staff, either internally or externally.

    EY’s career development framework EYU – EY and You – provides our people with the skills, knowledge and confidence they need to develop their career. It covers more than 16,000 courses on our learning management system, special milestone events such as the New Manager Program, and innovative training programs such as our Leadership Development Program and the Strengthening Your Potential program. Each employee is allocated a counsellor as part of our Performance Management and Development Program.

    Last year, our people undertook more than six million hours of learning, completing more than 700,000 courses.

    Women on the board

    At least 20% of the employer’s board positions are occupied by women.

    In order to achieve greater representation of women in senior leadership positions we have set gender targets to focus our efforts in the way we recruit, develop, retain and promote women – not just in senior leadership positions but at every level from manager up. Progress against these targets is reviewed on a quarterly basis by the CEO and leaders are held accountable for the progress of their service lines.

    Four of our six regional office managing partners in Australia are women. Women also head up Quality and Risk Management, the Office of General Counsel, Strategic Communications and Marketing, Operations and our Markets Strategy teams.

    Women on shortlists

    The employer has a demonstrated policy of ensuring women are always shortlisted for positions.

    Our recruitment and promotion practices work in support of our diversity agenda, ensuring that shortlists support women and minorities. We aim for all shortlists to be reviewed by a panel including senior women in the organisation, and all promotion decisions are reviewed through the lens of diversity and inclusiveness. In addition, we have a targeted talent acquisition program that actively seeks out women who may be missing from the current pipeline of talent from non-traditional sources.

    Mentoring and sponsoring

    The employer offers mentoring and/or sponsorship programs to women.

    Mentoring and sponsorship are key in providing support, insight and practical advice on a variety of professional development and career topics. At EY, we actively encourage our experienced professionals to mentor less experienced colleagues. Examples of our programs that support mentoring and sponsorship opportunities include:

    * Global Next Gen Leadership program

    * Counsellors for each employee from Graduate to Partner

    * Talent Watch and High Potential Programs

    * On the job coaching and mentoring opportunities

    * Mentoring programs targeting specific audiences across the organisation.

    Diversity Program

    The employer boasts a wide-ranging diversity program that has the buy-in of key senior leaders.

    At EY, we have a dedicated Diversity & Inclusiveness team who support and guide the organisation in our diversity strategy. However, accountability for reaching our targets and goals sits with the business in order to embed and mainstream our inclusiveness practices.

    The focus of our D&I strategy over the last four years has been Gender Equity, Ethnic and Cultural Diversity, Successful Flexible work practices, Reconciliation and support of employee networks such as GLOW (Gay Lesbian and Others at Work).

    We have an active D&I Council focused on Ethnic and Cultural diversity, a Reconciliation Action Plan Committee and a Gender Working Group comprising of senior Partners and directors from across the organisation.

    The organisation’s diversity strategy is sponsored and actively supported by our CEO, Rob McLeod and D&I is a standing agenda item at senior leadership meetings each month at which targets and strategies are reviewed in detail.

    Gender Targets

    The employer publicises and actively works to achieve gender targets across different levels.

    In order to support our goal of developing a robust pipeline of talented women across all areas of the organisation, and to increase female Partner numbers, we have set gender targets in order to focus our efforts in this space.

    Progress against these targets is reviewed each quarter by the CEO and the wider leadership team and Service Line Leaders are held accountable for the progress made.

    Promotion and progressions are reviewed through a D&I lens to ensure unbiased opportunities are provided for all our people.

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