Annual report for the fiscal year from 1 July 2011 to 30 June 2012

36
-
Workplace
People are the priority
We are only as good as our people. This
simple insight has a huge impact on
recruitment, training and further education
of all employees as well as the personal
development support we offer each
individual. Ernst & Young Switzerland
sees itself as both an employer and a
center for education where knowledge
and innovation are the critical factors for
success. We offer a broad-based and
transparent feedback system and strive to
pay special attention to each employee’s
individual needs, particularly when it
comes to determining their working time
arrangements. We strongly support our
employees, but we also expect a lot of
them. Willingness to go the extra mile is
embedded in our corporate culture.
It is the people who make our company unmistakable. They
are at the heart of Ernst & Young, core assets for our
organization. That is why we nurture the professional and
personal development of each and every employee. In
light of this, we view our personnel policies as sustainable
in a number of ways. We invest a lot of time and know-how
to recruit the “right” people, i.e., the future colleagues
who will fit in well at Ernst & Young. Both sides are expected
to present their goals openly and clearly during the hiring
process. This transparency is essential for the kind of
win-win decision-making that benefits the company and
the employee – sustainably. We consider our role to be
more than just that of employer, with all the associated
rights and responsibilities. We also serve as a center for
education. It is not a coincidence that so many employees
use Ernst & Young and its educational opportunities as
an ideal springboard for their further career development.
Putting knowledge and potential to use
Calling ourselves a “knowledge company” may sound too
much like standardization, with connotations that do not
truly express our organization’s reality. In fact, diversity
of tasks and teamwork play a key role at Ernst & Young.
Group interaction leads to better, more comprehensive
solutions. And teamwork offers another equally important
advantage: it is the only way to retain, develop and above
all provide for the transfer of new knowledge. Knowledge
is our most valuable resource and our greatest asset.
At the same time, we support and encourage our
employees to tap into their personal potential and help
others do the same. Yet our focus is not inward. Our
commitment to knowledge-sharing is part of our efforts to
continuously improve services for our clients. It is important
to us that all our employees make a contribution to
benefit our clients, irrespective of function and rank.
From day one, everyone who works at Ernst & Young
is asked to express their own opinion and to respect the
viewpoints of others. The annual People Survey offers everyone
the opportunity to comment on the categories quality,
leadership, loyalty, career development, further development,
and living our values. The results of the survey are
carefully analyzed each year, allowing us to pinpoint our
strengths and identify areas with potential for improvement.
We form focus groups to help us define where we need to
take action, suggest suitable measures for improvement
and follow through on them. The survey feedback revealed,
for example, that employees working at certain ranks
were not satisfied with their salaries. This led in the end
to an adjustment of the salaries at these levels.
Each year’s survey results are also incorporated into the
goals set by Ernst & Young’s leaders. In addition to the
survey, there are other internal communication platforms
for employees. The intranet, Daily News and CEO Info
are channels frequently used to communicate corporate
policies and make them transparent.
The demands at Ernst & Young are high. We expect our
teams to demonstrate above-average dedication. At the same
time, we understand that heavy workloads can only be managed
successfully if people are able to consider their needs
outside of work. We want our employees to strike the right
balance between their own requirements and those of
their employer and clients. In recent years, there has been
a huge shift in people’s expectations about quality of life.
Annual report 2012