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All Access: EY Unplugged

In 2011, EY Unplugged was created to help the firm's ethnic minority new hires understand the unwritten rules of career building. The program has become an integral part of the onboarding experience for Black and Latino associates. DiversityInc explores the history of EY Unplugged and gets perspectives on the experience of going through the program.

By Alana Winns and Christian Carew


In 2016, DiversityInc was invited to EY Unplugged in Atlanta, Ga. We covered how the firm reaches and develops its first-year professionals. In 2017, we were granted all-access to EY Unplugged in Baltimore, Md. The two-day summit hosted a vast amount of nearly 500 ethnically diverse staff from around the United States to network with other new hires, partners and senior leaders at the firm. According to EY, attendance has increased 110 percent over the past five years and has contributed to the improvement in retention and attainment of licensure for their minority talent.

In an effort to showcase the spirit of the program, we spoke with Ken Bouyer (Americas Director of Inclusiveness Recruiting) and Diana Solash (Director, Global and Americas Diversity & Inclusiveness) to get insight on the history of the program. We also interviewed four attendees to hear their perspective on the EY Unplugged experience.

The History of Unplugged

The Unplugged Experience

 

EY Survey: Opportunity for Private Equity to Prosper, but Margin Concerns Remain

Outsourcing is touted as one of the key ways that firms can address margin compression; CFOs note talent management, especially gender and cultural diversity, as a top priority.

Originally Published by EY.

Private equity chief financial officers (CFOs) reported another year of unprecedented growth of their firms but are still struggling to overcome operational issues that are dramatically eroding their margins, according to the EY 2019 Global Private Equity Survey, How do you see the opportunity in your obstacles?

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EY Global Chairman and CEO Mark Weinberger to Step Down Effective July 1, 2019


Within the organization, Weinberger championed increasing diversity at all levels and creating a more inclusive culture.

Originally Published by EY.

EY announces that Mark Weinberger will step down from his role as EY Global Chairman and CEO effective from July 1, 2019 – the start of its financial year 2020.

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EY: Millennial Outlook Tempered Despite Strong U.S. Economy

EY releases results of second national poll exploring millennial views on economic future, including business, career prospects and student debt.

Originally Published by EY.

Ernst & Young LLP (EY) released the results of a survey of Millennials across the country, highlighting how the generation has defined itself a decade after the Great Recession. The results reveal that while Millennials are progressing more quickly than they were just a few years ago, they are still risk averse – delaying home ownership, marriage and new business endeavors – and uncertain about their economic future as they manage high levels of student debt and costs of living.

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Former FBI Executive Assistant Director Carl Ghattas Joins the EY Government & Public Sector Advisory Practice

"I was drawn to EY because of the firm's commitment to a set of core values similar to those which framed my years of service in the FBI."

Originally Published by EY.

Ernst & Young LLP (EY) announced that former FBI Executive Assistant Director Carl Ghattas has joined the firm as an Executive Director in the Government & Public Sector Advisory practice. Carl retired from the FBI after 21 years of service, culminating in his duties as the Executive Assistant Director (EAD) of the FBI's National Security Branch from February 2017 to July 2018.

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EY Explores Belonging in the Workplace, with New Belonging Barometer Study

Research uncovers that workers prefer check-ins and personal connections over facetime with senior leadership.

Originally Published by EY.

While today's social climate has been associated with controversy and disagreements, it also seems to be banding people together in a more positive way – surprisingly at work. Regardless of background, gender, sexual orientation or race, individuals are coming together in search of a sense of community and belonging, with many expecting and finding it within the workplace. In fact, in the context of work, research shows that when people feel like they belong, they are more productive, motivated and engaged as well as 3.5 times more likely to contribute to their full, innovative potential.

The new EY "Belonging Barometer" study uncovers how more than 1,000 employed adult Americans define belonging, what makes them feel like they belong at work and what makes them feel excluded in the workplace.

Key finding one: Diversity and Belonging are Workplace Expectations

Nearly half of American workers believe that diversity is best represented at work and over a third feel the greatest sense of belonging at work.

  • Forty-five percent of respondents believe that diversity is best represented at their place of work
  • Second only to home (62 percent), one third (34 percent) of respondents feel the greatest sense of belonging at work, ahead of their physical neighborhood (19 percent) and place of worship (17 percent)
  • When asked in what ways do you feel like you belong at work:
    • More than half (56 percent) of respondents feel they belong most at work when they feel trusted and respected, with baby boomers feeling this way the most at 63 percent, compared to Gen X at 56 percent and millennials at 53 percent
    • Thirty-nine percent of respondents feel they belong most at work when they have the ability to speak freely and voice their opinion
    • One third (34 percent) feel they belong most at work when their unique contributions are valued, with White respondents agreeing the most at 36 percent, followed by Black respondents at 31 percent and Hispanic respondents at 27 percent

Key finding two: Regular Check-ins Prevent Workers from Checking Out
Thirty-nine percent of respondents say that when colleagues check in with them about how they are doing both personally and professionally, they feel the greatest sense of belonging at work.

  • 44 percent of women and 33 percent of men agree
  • This response was most popular across all generations, with 35 percent of millennials, 40 percent of Gen X and 45 percent of baby boomers agreeing
  • Across all generations, the "check-in" took priority over actions such as public recognition (23 percent), being invited to out of office events (20 percent), being asked to join a meeting with senior leaders (14 percent) and being included on emails with senior leaders (9 percent)

Key finding three: Is Exclusion a Form of Bullying? Women Seem to Think So
The majority of women (61 percent) believe that exclusion is a form of bullying in the workplace, the majority of men (53 percent) believe it is not.

  • More than half (54 percent) of all respondents believe that exclusion is a form of bullying at work, 46 percent do not
  • 68 percent of the LGBTQ community believe that exclusion is a form of bullying
  • Fifty seven percent of Latino respondents believe that exclusion is a form of bullying, compared to 53 percent of White respondents and half (50 percent) of Black respondents
  • Generationally, nearly half of millennials (48 percent) feel the strongest that exclusion is nota form of bullying, compared to 46 percent of Gen X and 44 percent of baby boomers

Key finding four: The Emotional Barometer: Social Exclusion Makes People Feel Physically Ignored, Stressed, Sad and Even Angry
When social exclusion happens at work, people feel physically and emotionally isolated. More than 40 percent of respondents across generations and genders feel physically alone, or in other words, ignored. Others also experience feelings of stress (26 percent of males) and sadness (28 percent of women).

  • Generationally:
    • Millennials are most likely to feel ignored (38 percent), stressed (30 percent) and lonely (24 percent)
    • Gen X are most likely to feel ignored (41 percent), stressed (27 percent) and sad (26 percent)
    • Baby boomers are most likely to feel ignored (45 percent), angry (26 percent), stressed (21 percent) and sad (21 percent)
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EY: Over Half of US Executives Plan to Pursue M&A Amid Steady Economic Growth and Heightened Geopolitical Uncertainty

Tapping new markets, navigating trade policy, and adapting to new customer behaviors are cited as top strategic drivers for M&A.

Originally Published by EY.

Encouraged by strong economic conditions in the US, but cognizant of a changing global business and political landscape, 51% of US business executives intend to pursue M&A over the next 12 months, while 54% expect an increase in their deal pipelines over the same time period, according to Ernst & Young LLP's (EY) twice-annual Capital Confidence Barometer (CCB).

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