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Essay / Research Paper Abstract
An 18 page paper presenting a human resources study at Ernst & Young. As knowledge workers become more important to the ongoing health of their employers, those employers are finding it necessary to be more accommodating to those employees’ personal lives. The purpose here is to identify turnover-causing problems at one of the world’s leading financial services firms, then create solutions to those problems. Results of the study indicate that the company needs to alter its work-life position and factor in flexibility in order to remain an employer of choice and so retain its best workers. Bibliography lists 8 sources.
Page Count:
18 pages (~225 words per page)
File: CC6_KSempTurn.rtf
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more important to the ongoing health of their employers, those employers are finding it necessary to be more accommodating to those employees personal lives (Lloyd, 2000). The purpose here
is to identify turnover-causing problems at one of the worlds leading financial services firms, then create solutions to those problems. Ernst & Young
Ernst & Young is a name known all across the developed world as one of the worlds largest and most stable financial services firm. The $4.4 billion company
describes itself as "the worlds preeminent professional services powerhouse" (Ziegler, 1998; p. 31). In the heady, high-growth days of the mid-1990s, Ernst & Young found itself suffering from unacceptable
turnover levels across the company, but particularly in its audit division. Within the industry and within the company, high turnover rates are expected
and are even supported with the companys now-former approach to recruiting new employees. The company typically recruited right on university campuses, shopping with the newest crops of MBA students
looking for careers in corporate finance and other financial services. As was the case at Ernst & Youngs competitors as well, these financial services companies recruited new graduates at
a lower annual rate than more experienced employees likely would cost the company. As the first job straight from college, the company expected a high turnover rate as individuals
discovered more about their chosen field of work and new opportunities opened for them. With Ernst & Youngs steady supply of new MBAs at various universities, the pattern was
not seen as being problematic. In the mid-1990s, however, attitudes and conditions began to emerge that could only be described as "staff dissatisfaction,
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