Beth MacDougall from EY delivered a session on Resilience. Here are the top takeaways.
Its normal to be nervous
“The one thing that terrified me literally more than anything was what am I gonna do for work. How am I gonna go into the workplace with this really strange title, this really long list of symptoms? And a degree that I don’t know how to be of use anymore and no experience. I was completely shook. I was absolutely terrified because all I wanted to do was work.”
But Beth goes on to say…
“I wish that I could go back to myself six years ago and say it’s going to be okay. It’s gonna be fine.”
Challenge = Change
“I learned that it is absolutely OK to challenge things in a process or on an application form, or in a procedure that you feel like you’re going to make you feel disadvantaged or unfair. There were plenty of times in an application form that actually will ask you to disclose a disability way before the ‘do you have a disability question’…that was my first lesson that it’s okay to challenge things. And that it’s the only way that we’re going to change things, by challenging and by asking the questions.”
People’s opinions are not your reality
“I remember the first time that I spoke with someone about my disability in a workplace, they actually told me that I was a health and safety risk, and it was selfish of me to be wanting to work in a workplace environment, after speaking to me for all of 2/3 minutes. I just wanted to have a conversation and explain, you know, but I can do this! But then why do I have to explain something? Why am I defined by this label that I have attached to me?”
Beth then speaks about how working as a recruiter allows her to speak to a range of people from all works of life
“We can learn from so many different people by having those conversations and again as recruiters we are in that position where we can constantly speak to a diverse group of people and learn from every single one of them. Giving someone a voice, really means that person is going to be able to bring their true authentic best self to the workplace.”
Play to your strengths (and find out how to play to your strengths!)
“Strength-based recruitment was definitely my friend…We might not have as much experience as persons who don’t have disabilities because it’s been harder for us to get that 0r maybe we’ve needed to take a break at times”
“So strength-based recruitment for me was so powerful in terms of I knew I didn’t have the experience that probably everyone else applying for this job did. I actually had no recruitment experience. I had plenty of student experience, plenty of mental health, well-being, events, development – but it was all dotted around different areas. I could only get small different bits of experience in different ways. I didn’t really know how to combine that. Until, I spoke to someone who help me do that”
Be proud and honest of who you are
“My interview at EY was actually the first time I ever disclosed my disability in an interview, outright. First question, “what are your motivations for EY” – well I have a disability. Straight up there. I’ve heard about this and this is why I did it because EY’s brand was all about a culture of belonging – our world your way. And I really truly believe that. I could see the images I could see the stories and I could see the things EY were doing to support people like me.”
“70% of people with a disability actually have an invisible disability which brings its own challenges. You can hide that until you get into your workplace, but if without disclosing a disability it’s very hard to get the support that you might need to be able to thrive and employ yourself the way that you want to.”
Who you are will show in what you do
Beth speaks about how people with different disabilities are often overlooked for employment and workplace stigma towards those disabilities
“People with disabilities are the largest pool of untapped talent. And that is because we do have, again those natural barriers, and sometimes that natural stigma of – traditionally disabled has meant something that someone cannot do.Whereas I would challenge that… people with disabilities are nature’s greatest problem solvers. We have to learn to live in a world that isn’t actually built always for us. We have to find different ways to do things. Which kind of brings me to my final point in terms of people with disabilities are some of the most valuable workforce that you can bring into an organisation. Those qualities of resilience communication, because you’re constantly having to communicate things, and ask for things and explain. Problem solving, creativity innovation, you name it, a person with a disability has to show that every single day in their life.”
Sarah McKeag, Associate Director for Talent Attraction and Acquisition at EY Belfast
Sarah McKeag, Associate Director for Talent Attraction and Acquisition at EY Belfast talks skills-based recruitment and how it differs from the traditional recruitment process.
About EY
EY are one of the big four professional services firms. We have about 550 staff in Belfast at present and 18,000 staff in 21 offices across the UK. We are traditionally known for bringing staff into their chartered accountancy-based exams, be that an audit business or tax business. We have a large consulting business in Belfast and we bring in students now down different routes, through data analytics, project management, contract and procurement management – so there is a wide opportunity for students at all levels within EY. We are a global organisation in 150 companies worldwide. So, the opportunity for students to move and to travel and gain that vast exposure is there, right on their doorstep in Belfast.
Strengths-based recruitment at EY
We have stepped away from traditional [recruitment] routes, we did this about 10 years ago and we work with an organisation called the Centre For Applied Psychology. They have helped us develop this strength-based recruitment process to assess potential in students. So that is the main difference in strength-based recruitment: we’re not looking for the students to have had work experience or experience in a range of things, we’re looking for the potential they have to become leaders in our business and to become successful in our business.
We review our process every couple of years. We review the strengths we use, the frameworks, to make sure that they are aligned to the people who are performing the highest in our business and then this helps assess this potential in the students coming in. So, if we think about what other employers use, they typically use a competency-based approach and the difference between a strength and a competency-based approach is around the energy and enthusiasm – competency can be learnt, whereas a strength is something where you have that natural enthusiasm and energy around doing. It is something you do well and you do often and you enjoy doing all that time. We use that across all our student recruitment, from the online assessment centre to the final interview. The majority of the strengths we use for EY are the core strengths from across all of our programmes we operate, but when you get to that final interview, we’ll have more focus strengths for the area you applied for.
Strengths that EY recruit against
These are the core strengths that we would measure:
Accountable
Agile
Adaptable
Analytical
Curious
In the know
Number Savvy
Resilient
Strong Communicator
Team Player
We are not looking for students to have done reams of work experience, we will give them a situation or a task and we will ask them how they would approach that, how they would feel about that, we may give them a number of tasks and ask them to choose their preferred 5 or we may give them a group activity and ask them to evaluate on how they have done in that activity and what they would do differently next time. We want them to have these strengths in their mind, when they are going through our process and think about how would I deal with the situation, what would I rely on to do that?
Curious
For example, if we look at the strength curious, we are looking for people that are always challenging and asking why they are doing something, they are looking for new ways to do something and challenge how something works or what’s driving a change in analytics they see so it is that curious, finding out what’s happening and what’s coming next.
Adaptable and resilience
I think at the moment adaptable and resilience are particularly important. That’s been huge for the students we have brought on in the past 6 months. But equally for the students that are coming towards their last year in university or starting university in a different way than they had ever envisioned themselves. How can they make the most of the circumstances they are in at the moment? Things are frequently changing so there needs to be a level of resilience so they can manage that change process. So that they don’t get change fatigue, so they can have coping mechanisms for stress management, they know when they are stressed and how to deal with that.
Number savvy
The number savvy one is not looking for someone that has done further maths or additional maths, however we are a number business and whether that be in data analytics or it be in our audit business, you will be given large volumes or data, sometimes numerical, and you will need to be comfortable working with that. People have to have a level of comfort around that, and understand what drives business or what drives our customers businesses as well.
Team Player
The team player one, we will assess on our EY experience day in our new virtual assessment. This is a really good way at seeing everyone’s energy and how they interact withing a group. In our business you will work in teams and they can be small teams up to very large teams. So you need to have an understanding of how to integrate into a team, what roles you tend to take on, what your strengths are. You do not need to be the leader of that group, quite often you just need to be the person who focusses that group or remembers to bring the group back to a certain point or build on someone else’s idea. We are not looking for the person who talks the most or loudest, but the person who brings the most value to the group, this may be bringing in people who are more quiet in the group or bringing a focus back to the task at hand. We also need those people who start the group off, who get everyone focussed on the task.
Prepping for a virtual strengths-based interview
Make sure your technology works
Make sure you’re comfortable to come on camera
Don’t forget you can blur your background in video’s if it makes you feel more comfortable
We want to see your face and your interaction
Virtual interviews are different from face to face as that rapport takes a bit longer to build up, however our assessors are very comfortable coming on to the camera
Make sure your WIFI is as strong as it can be
Make sure you will not get interrupted
Make sure you do all your prep work before hand
Identify your strengths
For identifying their strengths, particularly before the final interview stage, and you’re thinking about the job that you are going in to, quite often it quite difficult to identify your own strengths but if you think about your energy level – something you do well, you do often and you enjoy doing. It might not be the first thing on your list as you know you can do it in 5 minutes, it could be the thing you treat yourself to or the thing you do first because you know you can do it in 5 minutes. It will be the thing your friends always ask you to do, it will be the role you always find yourself in in any camp or society – so if you’re really good with numbers, you’ll find yourself with the treasurer, if you’re very analytical, people will come to you with their problems to find a solution. The things your friends say you never shut up about as well or something you can talk about for ages.
We will give you a situation or tell you a bit about the area you applied to, a bit about the strengths that they look for and then we will ask you about the situation and what you would find yourself doing if you were in that situation.
In our final interview stages, there is a short presentation which we ask the candidates to do and that should be your opportunity to do a little bit of research around EY and that line of service you have applied for. The final thing would be around motivation. You will be interviewed by a partner or director, who is an owner of our business, and they will want to know why you wanted to apply to EY, why you have applied to that particular area, as that is the part they own. It is really your opportunity to show the research you have done into the business and into the pathway you have applied for. There is plenty of information on our website.
What is a good question for a candidate to ask at the end of the interview?
I personally think you should always ask a question at the end of an interview. You should by that stage, have built up a rapport with the interviewer, the questions I would tell you to absolutely avoid would be around salary and benefits, as this information is all on our website. There is plenty of time to ask the recruitment team prior to the final interview.
Our interviewers have typically been in the business for a number of years and have had a number of interesting career paths to that point. Questions I would focus on at the end of the interview would be around what is the best client they have worked on, what has been the most challenging client they have worked on, what has been their career path to date or what has been their most interesting role in the organisation. There’s lots of questions related to the company they can ask us. A lot of questions we are being asked at the moment are about the returns to the office and how we engaged with our teams remotely and what were the biggest challenges. The partners are really open to hear from new graduates about what would work and what they would need to see coming into the business and they are keen to know what they can do.
A question at the end of the interview is an opportunity for the candidate to get a view on if they see themself working for this person? Do they want to work on their team? Do they inspire them as a leader? That is what they should be thinking about shaping their questions around if I was coming in.
I found that it was because of the people who interviewed me that made me join, we built a rapport, we had a good chat and we quite often get feed back that our interviews don’t feel very formal and they turn out as more of a chat. When I got the offer, I made the decision because I really enjoyed the people from the company.
For students, you need to think about what you need to know to be on that team and what else you need to know about the leader of that team you will be joining.
