US talent life cycle and experience

Understanding data from talent life cycle and experience perspectives provides insight into the various stops our people take along their career journeys. Data in this section offers a window into the lived experiences of our workforce at pivotal moments as our people come in, move up, and transition out of our organization. This year, in addition to providing refreshed recruitment, advancement, retention, intersectionality, and sentiment data, we are providing an update to our adjusted pay gap analysis by including data on our FY2023 year-end compensation activities.

Recruitment

We have two main streams for recruiting new professionals: we hire on campus and through our internship programs (referred to as “campus hires”), and we hire from the marketplace (referred to as “experienced hires,” which includes entry-level positions). We closely monitor both pipelines to help us improve our representation and build the future talent pool for leadership.

Deloitte US recruitment representation (%)

2+ Races

Fiscal year

FY2023 Campus: 6.4
FY2023 Experienced: 5.6
Asian

Fiscal year

FY2023 Campus: 25.7
FY2023 Experienced: 29.8
Recruitment
Workforce representation
Black

Fiscal year

FY2023 Campus: 8.8
FY2023 Experienced: 12.2
Indigenous to the Americas

Fiscal year

FY2023 Campus: 1.3
FY2023 Experienced: 1.4
Recruitment
Workforce representation
Middle Eastern/North African/Near Eastern

Fiscal year

FY2023 Campus: 0.8
FY2023 Experienced: 0.5
Native Hawaiian/Other Pacific Islander

Fiscal year

FY2023 Campus: <0.1
FY2023 Experienced: 0.1
Recruitment
Workforce representation
White

Fiscal year

FY2023 Campus: 55.0
FY2023 Experienced: 48.3
Recruitment
Workforce representation

  • Recruitment of Black professionals declined 1.6 percentage points from 12.4% in FY2022 to 10.8% in FY2023. However, recruitment of Black professionals continued to outpace total Black workforce representation at 8.2%.
  • In FY2023, 9.8% of new hires were Hispanic/Latinx, which is a 0.7-percentage-point increase from FY2022 and is 2 percentage points higher than FY2023 Hispanic/Latinx representation.
  • In FY2023, 46.0% of new hires were female, an increase of 2.8 percentage points from FY2022, which contributes to the overall increase in female representation. Female experienced hires increased 2.7 percentage points from 41.5% in FY2022 to 44.2% in FY2023.

Advancement

Advancement1 remains a key driver of representation at senior levels, and development is how we prepare our professionals to advance and perform successfully at each career milestone. Advancement data reflects the representation of a particular identity in the cohort of professionals promoted during the fiscal year, including career progressions, when a professional gets promoted within the same job level.

Please note that, if comparing to workforce representation, that does not necessarily reflect the population that is eligible for advancement due to additional business factors, such as job role and experience, that inform advancement decisions.

FY2023 Deloitte US workforce promotions and admissions (%)

  • Of the professionals promoted in FY2023, the percentage of multiracial (4.7%), Asian (27.2%), Indigenous to the Americas, and White professionals was above their FY2022 workforce representation.
  • Black and Hispanic/Latinx promotion representation increased from FY2022 but were below their FY2022 workforce representation across all levels.
  • The percentage of professionals promoted in FY2023 who identify as female decreased from 48.7% in FY2022 to 47.7% in FY2023; however, female promotion representation remains above overall female representation.
  1. Promotion and admission data includes advancement to PPMD level. ↵

Retention

We recognize that attrition is a natural part of the talent life cycle with people choosing to exit for various personal and professional reasons. To understand how attrition varies by identity, we look at proportional attrition. Disproportionate attrition or large increases in attrition for a certain identity could indicate differences in the talent experience that require additional review and attention. We closely monitor attrition to identify trends, collaborate with our communities and network leaders to support professionals’ sense of belonging and overall talent experience, and develop appropriate retention interventions for all professionals.

FY2023 Deloitte US workforce proportional attrition

  • Attrition of Middle Eastern/North African/Near Eastern professionals is the highest among all racial categories with 124 Middle Eastern/North African/Near Eastern professionals leaving for every 100 professionals who leave. This cohort represents a smaller population and is subject to fluctuation due to size.
  • Black professional attrition is also higher than the US workforce overall and increased from FY2022, with 117 Black professionals leaving for every 100 professionals who leave, as compared to 92 in FY2022.
  • Consistent with FY2022, Asian professional attrition is higher than overall attrition, with 112 Asian professionals leaving for every 100 professionals who leave. This has improved 5 points from FY2022, when 117 Asian professionals were leaving for every 100 US professionals who leave.
  • Attrition for Hispanic or Latinx professionals also improved and is now lower than the US workforce overall, with 91 Hispanic or Latinx professionals leaving for every 100 professionals who leave.
  • Female and male attrition is generally consistent with FY2022. Female professional attrition continues to be lower than male attrition with 89 females leaving and 109 males leaving for every 100 professionals who leave.

Intersectionality

The data below offers a closer look at recruitment, advancement, and proportional attrition at the intersection of sex, race, and ethnicity.

FY2023 Deloitte US workforce intersectional data (%)

  • Recruitment of Black female professionals, making up 5.6% of total recruitment, is higher than Black male professionals, which makes up 5.2% of total recruitment. For every other racial and ethnic identity, male recruitment representation is higher than female recruitment representation.
  • Female recruitment representation is higher than female workforce representation for multiracial, Asian, Black, and Hispanic/Latinx professionals, which could contribute to additional headcount growth among these identities.
  • Advancement representation is higher than workforce representation for female Asian, White, Middle Eastern/North African/Near Eastern, and Native Hawaiian/Other Pacific Islander professionals.
  • Black male and female professionals who identify as Middle Eastern/North African/Near Eastern have the highest proportional attrition across all intersections.
  • Black female attrition is near overall rates, meaning that Black attrition among males is driving the high proportion of Black attrition rates overall. The gap between female and male attrition is also the largest for Black professionals compared to other identities.

Sentiment

Our annual talent survey is a tool used to gather direct feedback on the Deloitte talent experience. We consider any question where responses were favorable 80% or above to be positive, and differences of five percentage points or more to be considered a material difference.

Deloitte US workforce talent survey results (% favorable)

  • LGBTQIA+ professionals continue to rate the statement “I am able to bring my authentic self to work” lower than the Deloitte US workforce overall, with a 2-percentage-point decrease from the FY2022 report (81.0% to 79.0%).
  • Black professionals consistently rate the highest among other races to the statement “I am proud to be an employee of Deloitte.” However, in comparison to the Deloitte US workforce overall, Black professionals continue to report that they are less likely to feel they can bring their authentic selves to work in FY2023.
  • Nonbinary professionals continue to rate the following statements lower than the overall workforce: “I am proud to be an employee of Deloitte,” “I am able to bring my authentic self to work,” and “The people I work with are there for me.”

Data Disclaimers: To maintain the confidentiality of talent survey results, responses are not associated with an individual or their talent information. Demographic data is collected during the survey process and is used to produce these insights.

Additionally, beginning in FY2022, we transitioned to asking our workforce to share their identity based on “sex” to “gender” to better reflect and respect individual identities beyond just biological determinants. This change promotes inclusivity and accuracy in representation, although it may impact year-over-year data comparisons.

The number of respondents who identify with some identity dimensions (e.g., nonbinary, Native Hawaiian or Other Pacific Islander) is small; therefore, one person’s experience, positive or negative, will have a greater impact on overall results. Results do not account for other factors that could be influencing scores beyond identity such as tenure, business, level, etc.

To maintain the relevancy and accuracy of our current datasets, and ensure our insights are based on the most recent and pertinent information, we have not incorporated data from 2021 (or earlier) into our analyses.

Adjusted pay gap analysis

Deloitte remains committed to advancing pay equity for our professionals. In the 2022 Deloitte DEI Transparency Report, Deloitte shared more about the systems the organization has in place to advance pay equity throughout the talent life cycle for our professionals and, for the first time, released the outcomes of an adjusted pay gap analysis. Over the past year, we continued to apply and refine the practices we outlined in the 2022 report. These include practices from annual salary market benchmarking to pay reviews.

We also refreshed the adjusted pay gap analysis to include FY2023 year-end compensation activities. While not as precise as our pay management processes, this directional analysis takes into consideration professionals’ role (such as directly serving clients, functional support), job level, title, business area, and talent model—just a few of the factors that go into compensation decisions. When adjusting for these organizational factors, we found no significant differences in average wages between Deloitte professionals based on race/ethnicity2 and sex.

Deloitte US workforce (entry level through senior manager professionals) pay gap analysis3

*Other racial categories include American Indian or Alaska Native and Native Hawaiian or Other Pacific Islander
  1. The 2023 Deloitte adjusted pay gap analysis used the Equal Employment Opportunity Commission (EEOC) categories for race/ethnicity and sex. Guidance on EEOC categories can be found here. ↵
  2. Adjusted pay gap analysis is conducted on base pay as of June 2023. ↵