EY: ‘Building a culture of career agility’ to strengthen talent acquisition and DEI

With a background in recruiting strategy, talent attraction, change and transformation, and talent intelligence, EY’s Global Talent Attraction & Acquisition Leader Irmgard Naudin ten Cate has played a fundamental role in ensuring the firm attracts and retains top talent.

EY’s Irmgard Naudin ten Cate

During her time in this role, Naudin ten Cate shares that a key milestone has been leading initiatives that elevate the visibility of talent acquisition at EY; showcasing how the firm’s work transforms careers and organizations. 

But for this to have been achieved, Naudin ten Cate notes the importance of technology integration, stating that it’s been “vital” to EY’s talent acquisition strategy.  

“We use AI and smart recruitment tools to make our sourcing, screening, and onboarding smoother and more efficient,” she begins.

“This data-centric approach is complemented by a strong emphasis on providing a positive candidate experience. That means keeping communication clear, giving timely feedback, and making the application process as easy as possible. 

“We love showing off our culture, values, and the career paths we offer through social media, career fairs, and stories from our employees. 

“This not only helps us attract top talent but also strengthens our reputation in the market.”

Promoting continuous learning and development is also a key priority for EY, as the integration of programs such as the EY NextGen Leadership Program and the Recruiter Academy are designed to help retain employees. 

However, EY also supports individuals transitioning back to the workplace – for example, after taking a career break to look after children or other family members.

Although both men and women take career breaks, research shows that still women are more likely to take a hiatus from the workplace to care for their children. In fact, women are seven times more likely to leave the labor market due to caring roles compared to men, according to TUC research.

Once they are ready to transition back into the workplace, only 13% believe it’s viable on a full-time basis, despite 98% wanting to go back to work after having children, according to research.

To support these women, EY provides specialized inductions and coaching within a peer group, helping them to reconnect with their careers and leverage their previous experience, to ensure they receive the support needed for a smooth transition back to work. 

Yet Naudin ten Cate also highlights that the firm is broadening its recruitment efforts to include non-traditional candidates, such as veterans, neurodiverse individuals, and professional athletes. 

We’re all about creating an inclusive environment that celebrates people of all ages, backgrounds, and abilities,” she adds. “This approach not only helps us attract great talent, it also keeps our employees happy and engaged. 

“When everyone feels valued and connected, it makes for a stronger, more cohesive workplace.”

Leveraging AI to better the recruitment process

One way in which HR leaders are improving their talent acquisition is by utilizing AI.

But although AI holds unlimited potential, it also carries the risk of algorithmic bias. 

To mitigate this, Naudin ten Cate advises that companies should implement testing and guardrails when designing and using AI, while also asking critical questions about who benefits from the technology while also being engaging and transparent. 

“EY has laid out some clear AI principles that focus on accountability, security, privacy, transparency, fairness, inclusivity, and professional responsibility,” she shares. “These principles are woven right into our AI ecosystem, guiding how we use technology. 

“This way, we make sure we’re not implementing solutions that could lead to bias in our hiring process.”

What’s more, EY Candidate Assistant exemplifies the firm’s commitment to inclusivity by using AI to recommend job opportunities that align with candidates’ unique interests and ambitions.

This tool helps job seekers identify roles that suit their backgrounds while allowing them the freedom to apply for any position they find appealing, enhancing the candidate experience and fostering a more inclusive recruitment process. 

Sharing her concluding thoughts, Naudin ten Cate notes: “Some of my greatest milestones have come from shaping my roles, embracing curiosity, and driving strategy in new spaces.

 “Stepping into this global talent acquisition role has been a career-defining moment, where I can now use my influence to attract and develop top talent across all our diverse markets.”

She therefore suggests that businesses should try to adopt a holistic approach to talent acquisition by considering the entire ecosystem of talent, meaning they’re not just hiring externally but also investing in internal mobility, reskilling, and upskilling to future-proof the workforce.

Prioritizing career growth from within enhances retention and engagement,” she adds. “But companies must prioritize their employer brand and purpose, especially as candidates, particularly Gen Z, are increasingly drawn to organizations with strong values and a commitment to social impact.  

“Embracing personalization in career paths is also crucial; organizations should empower employees to take a non-linear approach to their careers, allowing them to explore various roles, experiences, and teams.  

“We really focus on building a culture of career agility. This helps us tackle skill shortages and connect with a diverse mix of generations resulting in a more inclusive and vibrant workplace where everyone can thrive.”