EY Technology Risk Manager reviews

Team culture very much favoured on promoting the interests of its incumbents. Leadership were at times alarmingly unaware of the skills, achievements and potential of its employees and how they could be optimally allocated to work, beyond aspects such as bench availability, or who was more visible to them. Performance management process was well defined quite involved and detailed but decision process divorced from the framework and very opaque. Pursuit of revenue often came too much at the expense of fulfilling workforce career development goals and often led to dilution rather than investment of skills. Some partners were in the habit of being quite prescriptive in their expectations around delivering an engagement whilst adopting a hands-off from approach during a moment where critical support or decisions were needed.

1. Unfair treatment of colored professionals, especially who were recruited from overseas and are on EY sponsorship 2. Merit is not rewarded, loyalty to individuals, not EY is rewarded, which leads to nepotism inside IT Risk and Assurance 3. Due to nepotism, incompetent people are sitting on the management roles 4. Not a good place for people who love and want to learn more about technology