Equitable sponsorship at
the EY organization

Sponsorship isResearch shows:*• Developing an earned, reciprocal relationship that isnecessary for upward career advancement

Sponsorship boosts
progression.

• Connecting individuals to other senior leaders in
the organization• Providing an individual with critical development feedback sothey continue to advanceIndividuals who aresponsored are 65% more
likely to be satisfied with
their rate of advancement.

1| Equitable sponsorship

Sponsorship istransformational• Sponsors can help build careers by giving people access tomeaningful work experiences, high-visibility assignments,
and influential relationships and networks and increasing
leadership’s awareness of an individual’s potential, strengths
and capabilities.
• Sponsor relationships should be cultivated early, as theytake time to establish.

• Expanding the visibility and opportunities for individuals
to demonstrate what they can do and to grow, learn
and further build their acumen through new stretch
opportunities
Equitable sponsorship means providing equal access tosponsorship. Individual unconscious bias can make us perceive
people who are similar to us more positively than those
who are different. Equitable sponsorship requires deliberatesponsoring across differences to accelerate progress innormalizing a broader representation of differences at allranks, in all accounts and in visible leadership roles at the firm.

Diversity, equity and inclusiveness (DE&I) arecore to who we are and how we work. To bringto life a culture of DE&I, we should exhibit
inclusive leadership behaviors every day andreward and recognize inclusive leadership on
our teams. One important inclusive behavior is
to make success possible for all by sponsoring
individuals equitably across differences.

Sponsors boost
confidence.
Individuals with sponsors
are more likely to seek out
stretch opportunities andstrive for advancement.

• Deliberate sponsorship across differences is critical toprovide equitable opportunities for those who are typicallyunder-sponsored and are less likely to seek out sponsors.
• Inclusive leaders recognize that different types ofrelationships (e.g., sponsorship, mentoring, counseling,coaching) meet different needs along people’scareer trajectories.
• Delivering more transparent, consistent and intentionalsponsorship can enable all EY people to thrive.

*

Coqual, formerly Center for Talent Innovation

Mentors or Sponsors?
Equitable sponsorshipis one of the highest
impact levers to achieve
DE&I progress across theglobal EY organization. It
helps accelerate positive
impact on recruitment,assignments, promotions
and leadershipappointments. Researchshows that sponsorshipdrives engagement andretention, fostering
workplaces of inclusion,authenticity andinnovation.*

Mentors

Sponsors

Help you take responsibility for your career
and advancement

Believe in your potentialOffer valuable advice to help influence you
Provide guidance, practical advice andsupport
Ask insightful, sometimes tough, questions
Coach and support you in developing yourskills and career

Influence others on your behalf
Identify opportunities for growth andadvancement

Challenge you through critical feedback andstretch opportunities

EY counselors are formally assigned to support a broad experience through career planning and skill
development. They play a critical role in the performance feedback process.

Counselorscoach you.
2 * Coqual,| Equitablesponsorshipformerly
Center for Talent Innovation

Expend personal capital to try to support
you in what you may need to progress yourcareer and experiences

Internal Use OnlyMentors
guide you.

Sponsors
advocate for you.
Equitable sponsorship |2

Cultivating equitable sponsorship
At the EY organization, sponsoring across differences contributes to creating an inclusive environment where people feel they belong. When people feel theybelong, they are more open to offering their perspectives and collaborating. Leaders play an important role in cultivating and practicing equitable sponsorship.

12

Analyze thecurrent stateConsider yourcontext

3Leaders can assess the current state of local sponsorship efforts todetermine if enhancements and/or scope changes are needed.
• What existing programs or materials exist?
• What stakeholders do you need to engage?
• What patterns do you notice in those you sponsor and in how
you may support some individuals? How may this limit access forothers?
• Who is currently being sponsored, and who is in need of a sponsor?
Leaders can shape culture and influence what inclusive behaviors areexpected (or not), and role model so their efforts rapidly multiply.

• Are you building relationships that can turn into sponsorship relationships?
• Are there any mentoring relationships you can possibly turn into asponsorship?
• Are you demonstrating curiosity and empathy and practicing humility
and vulnerability? Relationship building best happens when sponsors
do so.
• How do you create trust and psychological safety so those being
sponsored feel comfortable opening up and asking for support whenneeded?

• How do you help people understand what is expected?
• Do you know that the benefits of equitable sponsorship circle backto leaders through energized and highly engaged team members,
better work products and greater value for clients?
• How do you reinforce the importance of sponsorship, and how do
you develop sponsorship relationships?
Leaders can raise awareness and educate people on what sponsorshipis and what role people play in earning sponsorship and developing
the relationships. Sponsors can ask:
• “Who am I helping?” Who are the current and next three people I
am sponsoring? Who is different or similar to me?
• “Who am I not yet helping?” Make it a point to include individuals
from underrepresented groups among those you sponsor. Askother leaders to do the same.
• “Am I sponsoring someone for a stretch assignment, promotion orappointment, or am I trying to get someone another sponsor with adifferent sphere of influence?” Recognize that anyone can be a sponsor.

relationship to nurture at every level of their careers.

| Equitable sponsorship

Deepenrelationships• What are the actions you take to model, reinforce and reward
sponsorship?

Create thefoundation for Leaders can help educate all individuals that sponsorship can besponsorship sought after at early stages in their careers, and it is an important

34Leaders can set expectations and define the experience, role andassociated responsibility of the person being sponsored, differentiating
mentorship and sponsorship.

5

Elevatesponsorship

Leaders can help sponsors understand the benefits of sponsorship andsponsor responsibilities and set role expectations when launching specificprograms.
• Are you seeking to sponsor high-potential individuals with career
aspirations who have critical skills or experiences that expand your skill
set or knowledge base?
• Are you considering people whose backgrounds, skills and perspectives
differ from your own to maximize innovative capacity?
• How are you providing critical feedback and access to skill development
opportunities?
• How do you recognize, reinforce and reward sponsors who aredeliberately providing new opportunities and experiences to those theysponsor, advocating and speaking highly of someone’s capabilities, andconnecting individuals to other senior leaders?
Through sponsorship, you can develop a deeper sense of belonging
that can form when you feel trust and psychological safety. Belonging
enhances productivity, teaming and innovation for all.

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