Case: Identifying Training Needs Using Virtual Brainstorming at EY Ernst & Young, historically considered an accounting and consulting firm, transformed itself into a global professional service company known as EY. To be a successful global professional services organization, EY's client-facing employees must understand how to apply their knowledge, skills, and behavior to increase margins and provide great customer service. Existing training programs at EY addressed these areas but the emphasis they received differed across the U.S. and global locations. As a result, EY decided to create one training program for all EY employees that would provide a consistent understanding of margins and great customer service. To identify the knowledge, skills, and behavior to include in the new program, EY conducted virtual brainstorming sessions. The virtual brainstorming sessions involved 300 high- performing employees representing all services, regions, and positions, including senior managers and partners. Employees who participated in the brainstorming sessions shared how they work to improve margins and satisfy clients, the knowledge and skills they use to do so, and issues that lead to low margins. Based on the information gathered during the brainstorming sessions, EY developed a multiplayer simulation. It delivers knowledge and provides opportunities to practice applying the knowledge with simulated clients. When participants return to their jobs, partners and senior managers encourage them to use what they have learned with their clients and provide Page 156 coaching to help them further develop and use their new skills.

Question:

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Would you recommend your method replace or be used in addition to the virtual brainstorming sessions?