EY Leading Talent in The Digital Age

Leading talent in the
digital age
Bill Farrell
Industry megatrends
Talent characteristics
Four strategic imperatives to manage talent in

the digital age
Q&A
Copyright © 2017 Ernst & Young Australia. All Rights Reserved. Liability limited by a scheme approved under Professional Standards Legislation
S-Curve: Automotive – mobility
On-demand
rentals/sharing
Industry shifts / growth
Hourly rentals
Daily/weekly rentals
Taxis
Time
S-Curve: Automotive – customer outlay
Sharing
Leasing
Financing
Cash ownership
Time
S-Curve: Consulting industry
2017 Digital
1990’s
ERPs & IT
1950’s
Strategy and Organisation
1900’s
Management theory & Taylors Method
Time
S-Curve: Health services
Consumer
driven care
Healthcare interventions - hospital

delivery and improved primary and
community based care
Public health interventions and social determinants
Time
Industry megatrends

the digital age
Q&A
Driving talent strategy in the digital age
Future
of
Talent
Cognitive workforce
Chatbots
Big data and Robotic Process

analytics Automation (RPA)
0 0 0 0 0 0 0 0
0 1 1 1 0 1 0 1
1 0 0 0 0 1
0 0 0 0 0
1 1 1 1
0 0 0 0
1 1 1
0
0
Cognitive
Social networking Innovation
workforce
tools
Artificial Continuous improvement

Intelligence (AI) & social learning
Connected workforce
Online talent forums
Online talent Connected Recommender

market places workforce algorithms
Digital talent profiling

Unconstrained workforce
Flexible
Gig Internal resourcing

economy platforms
Unconstrained
workforce
Open source problem

Career path
solving as a source of
transparency
intellectual capital &
knowledge
Omni-channel workforce
Mobile platforms to
Virtual Reality
deliver work
(VR)
remotely
Voice Omni-channel
recognition Simulation
workforce
Video Cloud working

technology spaces
Industry megatrends

the digital age
Q&A
1 Purpose
2 Employee Value Proposition
3 Inclusive Leadership
4 Learning
EY’s Purpose is “Building a better working world”
Organisations that embody Purpose see significant, measurable results
Purpose is an aspirational reason Purpose galvanises Millennials are driving a huge shift in
for being that is grounded in people to ignite long- how companies engage and retain their
humanity and which inspires a call lasting positive change, staff. With 58% of millennials leaving
to action driving growth and their job within three years,
innovation companies must recognize what
motivates their workforce
EY Beacon Institute: Insights from Davos

“Whenever you join, however long you stay, the exceptional EY
experience lasts a lifetime”
Being part of
Building lifelong
high-performing
relationships
teams
Highly approachable and Greater access to Greater access to

supportive people opportunities development
Leadership is grounded in our values, commitment to
technical excellence, inclusiveness and our purpose
Embrace diversity,
ensuring individuals are respected
for the skills and talents they
Team contribute and the impact they
leadership make
z Inclusive
Client Business
leadership leadership
Authentic
Decisive
70% of learning happens on the job
Industry
knowledge
Developing Management
Learning
our people
Technical
Competency Learning
Organisations will require agile talent
strategies as employee expectations
continue to evolve through digital
Thank you
Industry megatrends

the digital age
Q&A
EY | Assurance | Tax | Transactions | Advisory
About EY
EY is a global leader in assurance, tax, transaction and advisory
services. The insights and quality services we deliver help build trust and
confidence in the capital markets and in economies the world over. We
develop outstanding leaders who team to deliver on our promises to all
of our stakeholders. In so doing, we play a critical role in building a
better working world for our people, for our clients and for our
communities.
EY refers to the global organization, and may refer to one or more, of

the member firms of Ernst & Young Global Limited, each of which is a
separate legal entity. Ernst & Young Global Limited, a UK company
limited by guarantee, does not provide services to clients. For more
information about our organization, please visit ey.com.
© 2017 Ernst & Young, Australia.

All Rights Reserved.
APAC no. AU00003037.
ED None.
In line with EY’s commitment to minimise its impact on the environment,

this document has been printed on paper with a high recycled content.
This communication provides general information which is current at the

time of production. The information contained in this communication
does not constitute advice and should not be relied on as such.
Professional advice should be sought prior to any action being taken in
reliance on any of the information. Ernst & Young disclaims all
responsibility and liability (including, without limitation, for any direct or
indirect or consequential costs, loss or damage or loss of profits) arising
from anything done or omitted to be done by any party in reliance,
whether wholly or partially, on any of the information. Any party that
relies on the information does so at its own risk. Liability limited by a
scheme approved under Professional Standards Legislation.
ey.com/au

EY Leading Talent in The Digital Age

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

EY Leading Talent in The Digital Age

Uploaded by

Copyright:

Available Formats

Leading talent in the

Four strategic imperatives to manage talent in

Healthcare interventions - hospital

Public health interventions and social determinants

Four strategic imperatives to manage talent in

Big data and Robotic Process

Artificial Continuous improvement

Online talent Connected Recommender

Digital talent profiling

Gig Internal resourcing

Open source problem

Video Cloud working

Four strategic imperatives to manage talent in

2 Employee Value Proposition

EY Beacon Institute: Insights from Davos

Highly approachable and Greater access to Greater access to

Four strategic imperatives to manage talent in

EY refers to the global organization, and may refer to one or more, of

© 2017 Ernst & Young, Australia.

In line with EY’s commitment to minimise its impact on the environment,

This communication provides general information which is current at the

You might also like