A Critical Evaluation of Ernst and Young Approach to Learning

Question: Discuss about the A Critical Evaluation of Ernst and Young Approach to Learning. Answer: Overview of Ernst and Young Ernst and Young operates as a multinational organisation that focuses on providing of different types of financial services like conducting of auditing, tax consulting and other types of security services for risks associated with technology and security. The company also generates consulting related to effective management of manpower in business institutions. Ernst and Young came into form during 1989 and currently employ around 200,000 staffs spread along 150 different nations. The company currently headed by Mark Weinberger is observed to generate total revenue of $28.7 billion by the close of June 30, 2015(Forbes, 2016). Learning Approaches The present day learning approaches in business institutions are carried out based on the development of electronic learning modules. The generation of e-learning methods aptly help in disseminating information and learning over geographical boundaries and also based on the designing of CD-ROMS. Learning approaches are generated for contributing in empowering employees to take effective decisions regarding product, service and policy developments and also in serving the diversified needs of its clients(Balu, 2008). The essential differences between a traditional and learning organisation are essentially indicated in the following table. (Balu, 2008) The learning organisation essentially functions based on the development of cross functional teams where people from different teams having different types of expertise and also relating to different ethnicities are grouped for providing effective business solutions. Performance appraisal of the organisation and also of the employees and also other types of financial and non-financial measures is incorporated for understanding the effectiveness of the actions and decisions generated by the internal people. Learning and developmental activities are continually developed and regenerated in the organisation for enhancing the skill and productivity base of the internal people. The culture of the learning organisation is observed to be tolerant towards the mistakes committed by the staffs for lack of needed experience. The same helps in generation of effective knowledge modules that would meet the knowledge and training needs of the internal people. The organisational structure of the kno wledge organisation is observed to be flatter in nature such that it helps in meeting the communication and decision making objectives in an enhanced fashion(Erbe, 2014). A flatter organisation contributes in ease of meeting of learning and training objectives. Learning organisation also encourages the growth of employee involvement for decision making purposes. The same helps in exchange and enhancement of ideas and also helps in reducing obstacles and restrains to organisational changes. Employee involvement also serves as a two way learning for the organisation. The management body in the learning organisation also works as an effective facilitator aiding the learning and growth of the people in the organisation. The management focuses on sharing effective experiences and know-how with the internal people that in turn enhances the functional skills and expertise of the staffs to meet stated objectives (Carroll, 2016). Four basic approaches of learning are underlined that are incorporated by business institutions for generation of learning. The first type of learning approach is identified as the behavioural approach that reflects the development of learning based on the use of trial and error method. The trial and error method is coupled with positive and negative reinforcement where positive results gained aid in using the approach taken while negative results yielded guide in rejecting the approach. The Gestalt Approach on the other hand focuses on the development of learning based on the gaining of relevant insights. Insights are gained based on responses or stimuli towards different situations identified as rewards or punishments. The model approach of learning is developed based on the evaluation of the faults and shortcomings of others pertaining to specific situations and thereby aiming to avoid the same for generating effective results. The mode of performance that would generate quality i s recognised and is required to be followed by other people in the business institution. Finally, the most common type of learning approach is identified as generation of instructions wherein experienced people in the organisation focus on designing of training modules to enhance the learning of the internal people(Talbot, 2016). Learning Approaches in Ernst and Young The management of Ernst and Young focuses on developing a learning culture in the organisation where learning and development programs are continually developed for enhancing the expertise of the internal people to meet the productivity objectives. The learning approaches in Ernst and Young are undertaken based on three main pillars like experiences, coaching and finally learning. The organisation focuses on generating effective and rich experiences for the internal by providing needed exposure in their domains. The experiences gained by the people in the organisation contributes in meeting the objectives of career development and also in helping the internal people gain needed confidence in addressing the variegated needs of its multinational clients(HR.BLR.com, 2014). Coaching activities provided by Ernst and Young contributes in helping the internal people gain needed expertise for meeting the communication needs with the clients and company management on a day-to-day basis. Final ly, the learning process is met through the designing of different learning modules to be imparted through the use of online and other formats. The development of learning modules is generated for enhancing the knowledge base of the individual employees and staffs pertaining to various levels and departments(Ernst and Young , 2014). Further, the learning and development approach prevalent in Ernst and Young is identified as EYU or Ernst and Young and You where different types of contents are prepared for contributing in the knowledge and skill development of the internal people. The knowledge and skill development activities in Ernst and Young are considered significant in that the same contributes in fostering a learned and positive work culture in the business institution. Ernst and Young has developed around 16,000 different learning modules and courses to be imparted to its internal people through the use of web based learning methods. The learning programs are case study based that focus on generating education and learning to address the practical learning needs of the people. The internal people are also encouraged to work based on a team framework involving people from different nations. Similarly, making the people operate across different service lines both along the domestic and international fronts a lso contributes in enhancing the exchange of ideas, functional skills and also the level of communication along the different organisational levels both along domestic and international levels(Ernst and Young , n.d. ). The coaching activities in Ernst and Young are carried out mainly in four different dimensions like the on-the-job, counselling activities regarding reviewing of employee performances and also in assisting of career development activities and finally the mentoring activities conducted by the senior management body of the organisation to aid the functioning of the inexperienced staffs and managers. The counselling functions carried out at Ernst and Young help in understanding the training and knowledge needs of the internal people in the business institution. The same contributes in designing the training and coaching modules for the employees in an effective fashion(Ernst and Young , n.d. ). References Balu, F.-O., 2008. The Learning Organization Approach as a Challenge for Business Development. SYNERGY, 4(2), pp.141-56. Carroll, D., 2016. Managing Value in Organisations: New Learning, Management, and Business Models. New York : Routledge. Erbe, N.D., 2014. Approaches to Managing Organizational Diversity and Innovation. United Kingdom : IGI Global. Ernst and Young , 2014. Learning and Development. [Online] Available at: https://www.ey.com/GL/en/About-us/Our-global-approach/Global-review/global-review-2014-learning?utm_source=gr-homeutm_medium=webutm_campaign=eycom [Accessed 28 June 2016]. Ernst and Young , n.d.. Your development. [Online] Available at: https://www.ey.com/IN/en/Careers/Students/Your-development#fragment-0-na [Accessed 28 June 2016]. Forbes, 2016. #287 Ernst Young. [Online] Available at: https://www.forbes.com/companies/ernst-young/ [Accessed 28 June 2016]. HR.BLR.com, 2014. Best practice: Training is essential to Ernst Youngs commitment to develop a diverse workforce. [Online] Available at: Best practice: Training is essential to Ernst Youngs commitment to develop a diverse workforce [Accessed 28 June 2016]. Talbot, J., 2016. Training in Organisations: A Cost-Benefit Analysis. United Kingdom : CRC Press.