Development of top talent
The Talent Centre has introduced improvements to the Leadership Assessment & Development Centre (LADC). The process has been redesigned by a cross functional task team comprising of partners and directors to provide a more generic assessment of leadership potential. The Applied Leadership Skills (ALS in-basket) has been completely redesigned and is now a generic “OneDeloitte” exercise. Candidates no longer work through a service-line specific exercise, but now all encounter the same exercise.
Historically, business acumen has been the criteria with the lowest performance level, followed by product and service knowledge and winning business being the next lowest. The revised ALS has been designed to assess these areas more thoroughly.
Leadership ratings have changed in that there are no longer a host of potential “categories” (e.g. immediate, medium term, longer term, career AD etc) that a candidate can be assigned. The intention is to move away from a narrow categorisation and scoring exercise to a more holistic indication of potential.
45 candidates attended the LADC in the last year, with 65 candidates going through the MADC. We are now seeing a greater incidence of candidates that have attended both development centres, indicating that talent pipelining and career management is incorporating both processes.
Talent management is gaining traction across the firm, with certain business units now having robust structures in place for monitoring talent. Talent committees are functioning well in some areas, with the most progress occurring where a senior talent champion has been identified and tasked with the implementation of processes.
After serving as National Learning leader for a year, Dorothy Ndletyana, has worked with her team to make a significant shift in its strategic focus for GHR&D Learning. We have refreshed our vision, which is “to be the leader in the provision of world-class learning and development solutions for highly talented people so that they can consistently exceed their clients’ expectations”.
In addition to this we will work diligently to be known as a strategic business partner that enables partners/directors and staff to exceed the firm’s strategic objectives. We will be recognised as a leader in talent development. Our executive and staff will recognise the value that we add to their personal and professional lives. Our solutions will be excellent in design and delivery.
To achieve this we will, over the next few years focus on two key areas:
- To achieve our strategic goals with business learning we will have an in-depth focus on improving the business acumen of partners/directors and other professionals. We will reinvigorate our efforts in our focus on industry learning. We will continue to provide excellent business unit specific technical learning interventions. To ensure that we stay ahead of our competitors, we will harness strategic relationships externally but also with other member firms. We will always (anticipate) deliver what our clients need, even before they know that they need it.
- We will improve the culture of learning at Deloitte so that we can create a true learning organisation. To achieve this strategic goal we will ensure that on-the-job learning interventions take centre stage in our design and delivery. We will fully utilise our learning technology and blend it seamlessly into our products and services. To become a Coached Organisation, we will build the capacity of partners/directors and other professionals to coach for business results and personal transformation. A Facilitator Hub will ensure that we have a constant supply of excellent facilitators, capable of delivering on our objectives.
We believe this focus will benefit our partners/directors and staff and will cement Deloitte as a magnet for top talent.
Clients & Markets conducted an in-depth research study with graduates and potential recruits to establish what they really want from a future employer. Stemming from the findings of this research, two unique initiatives were launched this year, namely myJourneyCentre and myBusinessSchool.
A successful national roll-out of the pre-cursor to myBusinessSchool, Data Analysis and Decision Making, was completed in August 2009. The main objective of this course is to provide trainee accountant explorers with an understanding of models and concepts for analysing and interpreting data and solving unstructured problems. Trainees from all across Southern Africa learnt all about critical data analysis skills and practised their decision making skills in a negotiation role play. Positive reviews were received by participants and facilitators alike.
Following this pre-cursor, myBusinessSchool (myBS) was developed.
The main objective of this course is to enhance the requisite business acumen of trainees in order to make effective business decisions. Trainees can look forward to topics such as Principles of Human Resources, Marketing and Operations, Current State of the Economy and Project Management.
Following on from myBS1, trainees can look forward to other business training over the remainder of their training contracts.
myBS supports the firm’s bigger strategic objective regarding talent acquisition and retention. It assists our trainees become better auditors, as it changes the focus from auditing the numbers to auditing the business, as well as makes them better Chartered Accountants as a result of their enhanced business acumen. It also aims to help them identify what they really want to do with their careers and to enhance the greatness within them.
This initiative is led by Alex Wise, National Audit Learning partner and Wanya Labuschagne, Audit Learning manager in GHR&D.
“Our business in life is not to get ahead of others, but to get ahead of ourselves, to break our own records, to outstrip our yesterday by our today.” Stewart B. Johnson