To find out how MyPlus Students' Club evolved read through our journey – starting with Our Background and progressing through The Questions, The Concept and The Mission.
Join Our Team
University is an education in the broadest sense. Our University section will enable you to make the most of your time at University and take advantage of all of the opportunities available to you.
Making the most of your time at University
In this section you can find all the advice and guidance you need as you apply for jobs and prepare for interviews.
In the Recruitment section there is a wealth of information about completing applications forms, online tests, and the various stages in the recruitment. Whilst the Disability section provides advice on how to manage your disability during the recruitment process including information on how to inform an employer of what you require and referring to your disability during an interview.
Managing Your Disability
The Organisations section is where you can find out about various organisations, the opportunities they offer and their individual approach to disability.
Profiles / Stories
It’s always great to hear from those who have been successful.
This section profiles many individuals, working across different industries, at various stages of their careers. Their interviews demonstrate that is possible to have a successful career regardless of whether or not you have a disability. They also illustrate the adjustments that can be made in the workplace.
It's no longer about managing disability, it's about unleashing talent.
Diversity has long been part of EY's DNA. "The best teams consist of people with people with a range of skills and expertise, who come from different backgrounds," says senior partner Iain Wilkie. "We need that diversity in order to reflect our customer base. It puts us in a stronger position to take on the challenges that the market presents."
Nevertheless, the past five years have seen a shift in attitudes. Where once the focus was on gender, ethnicity and sexuality, it has now expanded to include disability, as Iain explains. "Five years ago disability was more of a medical/legal issue for us. We'd look at how we could meet people's needs, and whether we were meeting the criteria set out in the Disability Act. Of course we still do those things but we have a very different attitude to it. Disability is now core to our strategy."
EY's AbilitEY network was set up to ensure that that principle guides all aspects of the consulting giant's activities.
The network consists of six groups, each focused on a specific disability: autism; mental health; mobility; stammering; hearing impairment; and dyslexia. The groups meet regularly to share ideas and discuss issues. The outputs then feed into EY at an organisational level. "It gives us the wherewithal to talk to EY leadership in a meaningful way about challenges and opportunities," says Iain. "It's a brilliant way for us all to gain insights into how we can help people with visible and invisible disabilities achieve their full potential."
This approach to disability is driven by the recognition that many people with disabilities also possess notable abilities, talents and skills that are absolutely relevant to EY's work, and help to give them a competitive edge.
To take just one example, people who are deaf will often have a real talent for reading body language and facial expressions: vital in an industry that depends on excellent, intuitive communication. More generally, says Iain, "we also find that people who have had to overcome barriers are more resilient and better able to empathise."
"Our priority is very simple: to recruit the most talented people," says Business Development Director James Bennett. "We need the right mix of talents and the right mix of people to succeed in an increasingly diverse global marketplace."
The company is committed to providing comprehensive support for candidates, from the beginning of the selection process and beyond.
As well as practical workplace adjustments, a mentoring service for new employees pairs them with more senior colleagues who've had experience of working with a disability. Training in inclusivity began with senior partners, and has since cascaded throughout the business. "This is an exciting time for EY, particularly in terms of disability," says UK disability lead Rukasana Bhaijee. "It's a business priority now, not an HR initiative."
Looking ahead, the aim is that in five years, time there will be no need for the AbilitEY network to exist, because everyone in the company is confident and knowledgeable about disability and long-term health conditions. "We're not there yet," says Ian. "The onus remains on AbilitEY to raise awareness of health issues and encourage more positive attitudes. But we're making good progress."
Now, the focus of the organisation is not just on supporting individual needs: it's about shaping a culture that is genuinely inclusive of everyone.
As Rukasana puts it, "It's about changing the image and language around disability, moving from suffering to strength and productivity. It's no longer about managing disability, but about finding ways to unleash talent and realise potential."
As EY's clients become more global and expand into new markets, they expect us to be equally diverse. Diversity is about differences, and inclusiveness is about leveraging these differences to achieve better business results. EY is committed to creating an environment where all our people feel, and are, valued, are able to bring their differences to work each day, and always contribute their personal best.
Each of us is different, and at EY we value and respect individual differences. We think broadly about differences, including background, gender, ethnicity, nationality, generation, age, working and thinking styles, religious background, ability and technical skills, plus differences according to service line, sector and function. Diverse teams are proven to stimulate innovation and new ways of problem solving. But they need an inclusive culture to help them function at their best. Making sure that all our people's voices are heard and valued not only helps attract and retain the best people, but also it helps get better answers for our clients and our organisation.
Starting with Arthur Young, EY has always embraced differing abilities. Trained as a lawyer, Arthur was deaf with low vision and he wasn't able to comfortably practice. He turned to finance and the new field of accounting to build his career
Our founder, Arthur Young's "disability" drove him to innovation and entrepreneurship, which played a pivotal role in the development of our firm.
2014: Business Disability Forum Awards 1 - Executive Champion - Iain Wilkie, EY Partner, for his work with the EY Stammering Network. 2 - Career Development - Bridge the Gap, a six-month personal and professional change programme for disabled employees. 2012: European Diversity Award for 'Outstanding Employee Network Group of the Year'.
We encourage you to be open about your disability so we can support you through the application process and ensure you have the right level of adjustments needed
At EY, we've always focused as much as we can on what our people 'Can Do' rather than what they 'Can't Do', whilst not pretending that any of us are perfect!
We know that experiencing health and disability challenges often changes us and that, whether we're born with or acquire our physical, mental or other conditions, we'll develop skills and resilience to adapt to them. Focusing on strengths in this way is really important to changing culture and careers for the better. These are the strengths we look for:
We want people with disabilities to be able to access our full range of recruitment and career opportunities. We continue to strive to make our processes accessible to all and have long standing commitment to a number of disability organisations such as the Business Disability Forum in the UK.
Read what these graduates have to say about their careers and managing disability in their workplace.