Global professional services firm EY is fundamentally rethinking its approach to hiring, development, and promotion as artificial intelligence transforms workflows and required skills. According to Ginnie Carlier, EY Americas' chief talent and culture officer, the traditional corporate pyramid is being replaced by more fluid "career portfolios" where impact supersedes title or seniority.
The firm is actively testing new models, including "agile promotions" and expanded skills assessments, to better align employees with roles that match their evolving capabilities. This shift is part of EY's broader evolution into a "skills-powered organisation" and a $1 billion investment in talent and technology announced in 2024.
Managers' Roles Evolve in AI-Powered Workplace
Carlier stated that managers' responsibilities are changing rapidly. "They're increasingly responsible for cultivating a psychologically safe environment where people can experiment, fail forward and learn from AI; coaching and developing others; and leading teams comprised of both humans and agents," she told Business Insider.
With AI handling more routine tasks like rote analysis and manual research, EY now prioritises skills such as interpreting data, applying judgement to AI outputs, and storytelling. This change in focus is redirecting human effort towards higher-value work.
New Hiring and Development Pathways
EY has implemented a skills-based assessment for all early-career applicants and altered its hiring model to identify candidates who can grow alongside technology. The firm has also launched the '360 Careers' programme, where early-career employees rotate across different business areas to build a broader skill set.
As a result, EY's talent pool has diversified significantly. While the workforce was almost exclusively accounting professionals two decades ago, it now includes engineers, creatives, technologists, neurodiverse professionals, and candidates without degrees.
Industry-Wide Shift in Performance Evaluation
EY is not alone in adapting talent processes for the AI era. At Boston Consulting Group (BCG), using AI is now a baseline expectation. Alicia Pittman, BCG's global people team chair, stated that nearly 90% of the firm's 33,000 employees use AI, with about half using it daily.
Consultants are evaluated not on their use of the tool, but on how they interpret its insights and convert them into client decisions. This reflects a broader industry trend where the value of human judgement and strategic application is being recalibrated.
Looking ahead, Carlier emphasised that workforce transformation is changing the shape of organisations and the skills needed to succeed. EY's ongoing changes to talent processes aim to completely overhaul the employee experience, from hiring and development to work assignment and career trajectory management.