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► GLOBAL ► Headquarters: London, United Kingdom

► 167000 people

► 700 offices

► 140 countries

INDIA ► Over 4500 people

► E&Y was ranked No. 1 in the Forbes Magazine's The Best Accounting Firms to Work For in 2012.

► The firm was ranked No. 1 in Business Week's annual list of Best Places To Launch a Career for 2008

AMERICAS

FAR EAST

EMEIA

JAPAN

OCEANIA

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INTEGRATED HR TRANSFORMATION FRAMEWORK

MANPOWER STRATEGIES

ORGANISATION STAFFING APPROACH

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Forms a strategy to

stick to budget

Identifies no. of hours to be given to client

Estimates manpower

required Meets finance dept for funds

Allocates budget based

on priority

Services dept Communicates with HR dept

Assurance Department

Finance Department

HR Department

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RECRUITMENT METHODS

EMPLOYEE REFERRALS

WEB PORTALS

CAMPUS RECRUITMENT

DIRECT APPLICATIONS

HEADHUNTING EXTERNAL

CONSULTANTS

INTERNAL & INTERNATIONAL RECRUITMENT

JOB ANALYSIS (Nature & Requirement)

PERSONNEL PLANNING (Number of jobs to be filled)

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CAMPUS OTHERS

MERIT MERIT+ONLINE TEST

WRITTEN TEST

GROUP DISSCUSSION

HR ROUND

TECHNICAL ROUND I & II

PSYCHOMETRIC TESTS

Numeric, Verbal and Diagrammatic

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Phase III: Evaluation The interviewer will concentrate on the competencies and qualities that will satisfy the requirements of the position. These may include the following: • Technical skills and abilities • Client-service focus • Leadership • Flexibility • Teamwork • Motivation and initiative • Communication skills • Intellectual competence Additional focus on interviewee’s education, relevant experience and career goals.

Phase II: Employer questions (20–35 minutes ) Phase II begins with the evaluation of the interviewee’s skills, abilities and other qualities that satisfy the requirements of the position. The interviewers style may be “Traditional interviewing” e.g. Your Strengths or “Behavioral interviewing” e.g. Real Life stories.

Phase I: Introduction (2–3 minutes) The introduction helps to establish a rapport. The interviewee should be relaxed and the process begins with personal introductions Later on the interviewer gives an outline of the interview process.

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Phase V: Close (2–3 minutes) The last phase in the process is the “close.”The employer may ask if the interviewee has any final questions or doubts and then would brief about the further procedure.

Phase IV: Interviewee’s Questions (5–6 minutes) The interviewer’s evaluation continues throughout the interview with the interviewee’s questions being as important as the ability to answer the employer’s questions. The questions should seek important information necessary for decision making by the interviewer that may involve responsibilities of the position, career path, advancement, and further information about the organization.

Phase VI: Follow-up If the interview is successful, then the job is offered or the interviewee is called for further interviewing. Its important to be prepared after the interview and before the joining ; by taking notes, including a summary of major points discussed during the interview and understanding about the functioning and structure of the company.

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• Requirements – Undergraduate degree in relevant field

– Communication skills

– English and local language

– IT proficiency

• Key Characteristics

– Team-player

– Leadership skills

– High sense of motivation

– Desire never to stop learning

– Flexibility

– Integrity

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TECHNICAL TRAINING LEADERSHIP TRAINING

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Learning •Training, WBL and class-room sessions •E&Y offers 16,000 courses on their learning management system. •Learning also includes building relationships and leading people. •They provide six million hours of learning a year. •Building general business skills and acumen. •Constantly refresh and enhance technical skills

Experiences •Business and community activities as well as on the job training •Client secondments, cross-border and cross-service-line placements, both short- and long-term, domestic and international, are a real possibility. •This enables the employees to work in different environments, which offer exciting and challenging experiences through a wide variety of assignments.

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On-the-job coaching

• They occur in the context of daily work, that helps to gain a broader perspective, increase clarity and address particular issues and challenges.

• Coaching results in improved performance through practical learning and less rework.

Counselling – career development

Performance conversations allow the counselee and counsellor to look back and evaluate performance by bringing together and considering multiple views. These reviews help leverage your strengths and address your development needs

Counselling – performance reviews

• They also create meaningful goals – both from an annual and a longer-term perspective

• conversations should challenge you to explore your individual interests, aspirations, needs and options.

Mentoring

Mentoring provides support, insights and practical advice on a variety of professional development and career topics.

At EY, we encourage our experienced professionals to provide mentoring to less experienced colleagues, through initiatives such as the Career Advisor program 6/19/2013 14 HRM-E&Y

• Formal and Informal Learning opportunities

• Knowledge Sharing Infrastructure

• Professional Qualifications (ACCA, CIA, CISA, CFA, etc.)

• EY Methodology Training

• Soft Skills Training

• Performance Management Process

• Formal Career Counseling Program

• Multi Source Feedback / 360° Program

Facilities by the

Learning and Career Development Team

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KEY RESULTS AREA

CRITICAL ATTRIBUTES

KEY PERFORMANCE INDICATORS AND TARGETS

ATTRIBUTE DESCRIPTIONS & PROFICIENCERY LEVELS

PERFORMANCE APPRAISAL SYSTEM

FIXED PAY VARIABLE PAY

FOR POSITION FOR PERFORMANCE

INCREMENTS VARIABLE PAY

CAREER MANAGEMENT SUCCESSION PLANNING

TRAINING AND DEVELOPMENT EXIT MANAGEMENT

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• Key results areas: management monitor the employee’s performance. •Critical attributes is seen to be a Successful organizations work on the critical driver principle of cascading the organization • Key performance indicators and targets: For employee scorecard across all employee levels. • Attribute descriptors and proficiency levels: Engagement. to establish the link between individual Employee performance and organizational goals. • Performance appraisal system engagement, management system depends on in turn, is seen its transparency, objectivity and Fixed pay Variable pay to have a high extent of alignment of individual correlation performance to organizational For position For performance . Further, the robustness to employee of a performance management Increments Variable pay retention. system is dependent upon the extent of linkage of performance appraisal Link to other HR areas to other HR systems and processes. •Career management given alongside provides Succession planning the performance management. • Training and development framework detailing the components Exit management of such a system as well as providing

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1. http://www.ey.com/US/en/Industries/Financial-Services/ accessed on 5th Feb 2013 at 4.30pm

2. http://www.ey.com/Publication/vwLUAssets/Armenia_Demo_Eng_opt/$FILE/Armenia_Demo_Eng_opt.pdf accessed on 5th Feb 2013 at 4.30pm

3. http://www.ey.com/UK/en/Careers/Students/Graduate-Opportunities accessed on 5th Feb 2013 at 4.30pm

4. http://www.sqc.org.sa/sqcdocs/Ernst&YoungLeadingHRpractices.pdf accessed on 5th Feb 2013 at 4.30pm

5. http://www.slideshare.net/paramarth/ernst-amp-young-people-amp-organization-advisory-services accessed on 5th Feb 2013 at 4.30pm

REFERENCES

Nandita Verma | Assistant Manager | People Team Global Shared ServicesUnitech Infospace | Tower 3-B | 5th Floor | Old Delhi-Gurgaon Road | Sector 21, Gurgaon – 122 001 | India, Haryana, GSS - IndiaMobile: +91 9999499776 | Nandita.Verma@xe02.ey.com

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PRESENTED BY

GROUP NO: 7 Utkarsh Garg - 121 Sangam Lalsivaraju- 138 Sugandha Arora 140 Dhruv Mahajan -141 Nitish Dubey -177

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