Talent-PPEDD Matters

At EY, you’ll have the chance to build a career as unique as you are, with the global scale, support, inclusive culture and technology to become the best version of you. And we’re counting on your unique voice and perspective to help EY become even better, too. Join us and build an exceptional experience for yourself, and a better working world for all. 

The PPEDD Matters team is responsible for shaping and enabling the end-to-end talent agenda for the PPEDD population across GDS.

The role goes beyond process stewardship to actively influence leadership decisions, build leadership pipelines, strengthen organizational capability, and ensure seamless assimilation of senior talent, thereby directly contributing to business growth, leadership continuity, and cultural alignment.

Key Accountabilities

Senior Leader Onboarding & Assimilation

Objective: Accelerate time-to-impact and cultural alignment of senior leaders

• Design and orchestrate a structured onboarding and assimilation journey for DAPs/DAEDDs beyond Day 1 logistics
• Institutionalize a high-impact assimilation framework:
• Stakeholder mapping and relationship building
• Cultural orientation and leadership expectations
• Business context immersion
• Buddy connects
• Conduct structured 30 / 60 / 90 / 180 day assimilation reviews and proactively intervene where integration risks emerge
• Ensure onboarding experience reflects firm’s leadership brand and sets tone for engagement and retention

Objective: Drive rigor, fairness, and credibility in leadership performance decisions

Goal Setting & Alignment

• Ensure robust, outcome-linked goal setting aligned with business priorities and role expectations
• Partner with Lead Reviewers to ensure clarity, stretch, and measurability of KPIs

Ongoing Feedback & Course Correction

• Institutionalize continuous feedback loops (not episodic) from relevant stakeholders
• Enable leaders to translate feedback into actionable performance shifts
• Intervene early where misalignment or underperformance signals emerge

Mid-Year & Year-End Governance

• Ensure discipline and quality of mid-year discussions, driving meaningful developmental feedback
• Partner with SL leaders and GDS/GVC leadership for calibrated year-end decisions
• Provide challenge and perspective on performance differentiation to uphold standards

Objective: Build a strong, future-ready leadership pipeline

• Drive robust succession planning for PPEDD roles, including identification of critical roles and risk areas
• Assess and categorize successor readiness (ready-now / ready-later) with clear development pathways
• Partner with leaders to design targeted development journeys (stretch roles, mobility, coaching)
• Build a sustainable internal pipeline at EDD and Partner levels to reduce external dependency

Objective: Ensure credibility, fairness, and readiness in advancement decisions

• Partner with leaders to assess candidate readiness holistically (performance, potential, leadership maturity, firm values)
• Strengthen quality and consistency of promotion recommendations and justifications
• Strengthen panelist selection, ensuring capability and objectivity in assessment
• Oversee end-to-end process to ensure efficiency, transparency, and governance compliance
• Role levelling and Appendix updation – Partner with Executive Talent team and ensure closure

Objective: Create an engaged workforce , focussed on wellness and wellbeing

• Support wellbeing initiatives for senior leaders, recognizing impact on performance and sustainability
• Build a structured engagement framework through connects and communication channels , enabling a sense of community

Objective:

• Ensure strong governance of the process , and requirements of the ISQM are met
• Reporting out to leadership periodically on initiatives and status
• Seek solutions of  Tool and technology to bring efficiency to the processes

EY | Building a better working world 

EY exists to build a better working world, helping to create long-term value for clients, people and society and build trust in the capital markets.

Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform and operate.

Working across assurance, consulting, law, strategy, tax and transactions, EY teams ask better questions to find new answers for the complex issues facing our world today.