Introduction to talent management at Deloitte
At Deloitte we strive to be a magnet for top talent through the creation of a climate and culture that recognises and encourages community activism and social consciousness.
We endeavour to maintain our reputation as an Employer of Choice through the recruitment and retention of the best people and meeting the needs of our firm’s transformation imperatives. To this end we will continue to provide world class learning and career development for all our people, thereby ensuring that they, our clients and the markets benefit as a result.
We want to be “the place where the best choose to be”. In order to ensure that our organisation achieves its goals, we not only need to find and secure great talent, but also make sure that our culture can nurture and sustain it on all levels. Consequently, our talent management efforts are focused on four main priority areas:
- Attraction and recruitment of top talent
- Retention of top talent
- Development of top talent
- Strengthening our culture
Each of these areas will be reviewed in this report.
In the past three years we have seen the steady growth of our workforce.
31 May 2007
31 May 2008
31 May 2009
The average length of service at Deloitte is 11 years. This varies when reviewing the average by region and business unit:
The average of years service by region are:
- Cape Town - 17
- Durban - 14
- Johannesburg - 11
- Pretoria - 10
- Port Elizabeth - 7
- Grand Total - 11
The average years of service by service area / business unit are:
- Audit, Financial Institutions Services Team, Entrepreneur Services, Risk, Actuarial and Insurance Solutions - 18
- Executive Office (Foundation, Transformation, KAE) - 17
- Group Admin Services and Finance - 10
- Clients & Markets - 9
- Tax and Legal - 9
- Forensics - 7
- Corporate Finance - 6
- Group Human Resources & Development - 6
- Risk Advisory - 5
- Group Information Services - 5
- Consulting - 4
Grand Total = 11
The last People Survey Deloitte undertook was in 2008. In this survey, we saw an increase in staff participation to 72% (from 70% in 2007). Overall, the Commitment Index for South Africa increased slightly to 76, up from 75 in the last survey. While this increase may seem modest, the upward trend is noteworthy
An exciting addition to the survey was the introduction of a People Engagement Index. Going forward the firm will focus on this indicator.
People Engagement is the relative strength of an individual’s identification with, involvement in, and loyalty to an organisation. Conceptually, People Engagement can be characterised as a:
- Strong belief in and acceptance of the organisation’s goals and values
- Willingness to exert considerable effort on behalf of the organisation
- Willingness to act on the business/brand strategy
- Strong desire to maintain membership in the organisation
Among other things, engaged employees are:
- Motivated to go “above and beyond” for clients (internal or external)
- Feel it is their responsibility to help make the firm more efficient and effective
- Willing to change how they do their jobs
- Energised to solve problems and overcome obstacles to better service
Scores in these areas are translated into a number, which is referred to as the Engagement Index. This year, the engagement index for the firm is 73.
The results of the survey reflect a very proud and client centric employee body. Across the firm, in excess of 91% of staff are proud to work for Deloitte and would recommend the firm to friends as a place to work and to prospective clients, and would go “above and beyond” to solve a problem for a client.
We’ve made progress in many of the people interaction areas with our greatest strengths being in the categories of:
- Firm Leadership
- Learning & Education
- Firmwide Communications
We have also made notable progress in the categories of Work Life Balance and Performance Management. Compensation and benefits, recognition and incentives, and hiring and staffing remain areas that we will continue to focus on.
For Deloitte the goal is to help foster a workplace environment that provides our people with what they’re looking for most: meaning, purpose and the special personal connections that they expect from a professional services environment.
The summarised results for our firm are reflected on this chart:
The highest priorities for improvement include:
- Work / Life Balance
- Compensation and Benefits
Both of these issues have been discussed in detail in this review, as well as the actions taken which include:
- The launch of our Working Differently initiative
- The appointment of a national manager for Reward
- The retirement fund contribution revision
- The development of our Talent Experience initiative
- Our GHR&D 2015 strategy