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Ernst & Young: Fostering a high-performance culture

Fostering a high-performance culture

This Case Study focuses on the desirability of fostering a high-performance workplace culture. It outlines Ernst & Young's commitment to producing such a culture through the attraction, engagement, development and retention of its people. As a result of reading this Case Study, students should be able to:

  • Understand what is meant by a high-performance culture
  • Understand the interrelationship between workplace culture and business success  
  • Identify how Ernst & Young attracts and retains suitable employees in a competitive market.

Introduction

When you complete your studies and are ready to build a career, Ernst & Young is a great place to start.

A high performance culture

The word 'culture' is one that is often used but not always understood.

Attract

Ernst & Young is committed to its people.

Develop

Ernst & Young has a life long learning and development framework that provides technical and personal development that supports each person's career advancement.

Engage

The firm offers a wide range of experiences and opportunities and gives people choice in how, when and where they will work.

Client service

By creating value and confidence for its people, Ernst & Young also creates value and confidence for its clients by offering a wide range of services to help businesses capitalise on growth opportunities, improve financial performance and risk management.

Values

Ernst & Young's Values Statement affirms that it recognises:

  • People who demonstrate integrity, respect and teaming
  • People with energy, enthusiasm and the courage to lead
  • People who build relationships based on doing the right thing.

Personal leadership

Personal leadership is not just about leading other people. Ernst & Young recognises that before a person can change and motivate others, they must first be able to change and motivate themselves.

Conclusion

A high-performance culture is the result of a pattern of behaviour and a complex mixture of understanding, open communication and mutual respect.

 

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Associated with:
Learning Area(s):
  • Business Environment | Developing organisational culture
  • Business Environment | Mission and Objectives
  • Ethics and Social Responsibility | Socially responsible programs and approaches
  • Human Resource Management | Human resource planning
  • Human Resource Management | Performance management
  • Human Resource Management | Recruitment and selection
  • Human Resource Management | The human resource manager in profile
  • Human Resource Management | Training and development systems and programs
  • Management Accounting | Accounting systems in practice
  • Management Skills | Role of leadership
  • Management Styles | Effective styles in management situations
  • Operations Management | Quality management approaches
From: Edition 3

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