This site uses cookies to provide you with a more responsive and personalized service. By using this site you agree to our use of cookies. Please read our cookie notice for more information on the cookies we use and how to delete or block them.

Bookmark Email Print this page


Optomising workforce engagement in an uneven recovery

As 2012 begins to unfold, we can see that the hopes for a global economic recovery that emerged in 2010 gave way to a new wave of economic doubts throughout 2011. Against this backdrop, and with economists now debating the likelihood of a double dip recession, a number of savvy business leaders are seeking new sources of growth and are tailoring their talent programmes to address differing regional and demographic needs to support effective talent strategies and business operations.

Yet despite this trend, too many organisations still do not have a realistic picture of the divergences between the attitudes and desires of their employees and the talent strategies and practices they have adopted. A result of this misalignment is that an increasing number of employees with pent-up desires to leave their current employers are now actively testing the job market. The reality is that rising levels of workforce disengagement combined with increasing turnover intentions, which have built up slowly but steadily during the recession, may in fact impact companies across the very business units that they are relying on to drive growth and innovation. To compound this situation even further, the general sentiment amongst employees we have surveyed suggests that their employers are not doing a good job at implementing their talent strategies.

What has become abundantly clear from the data generated by the Best Company to Work For Survey is that having a talent strategy in place with supporting policies and procedures does not guarantee that an organisation will be experienced and recognised by its employees as an employer of choice. The existence of these alone is not enough. Unless they are aligned with the needs and expectations of the workforce and are understandable, accessible to all, and perhaps most importantly, executed appropriately and consistently by the organisation’s leaders at all levels, the road to recovery is likely to be a rocky one.

Why should you participate?

The Best Company to Work For Survey has been conducted annually by Deloitte since 2000 during which time it has emerged as the pre-eminent survey of its kind.

The survey aims to identify and celebrate the best companies to work for across the Southern African region as rated by their most important stakeholder group, namely, their employees.

Apart from the benefits of Industry, Size Category and Regional benchmarking, each participating organisation gains invaluable insights into the reported employment priorities and experiences of its employees which can serve as the basis to optimise their overall employment experience and thereby enhance the organisation’s performance and status as a recognised employer of choice.


Key Contact

Pat Cleevely 
Tel: +27 (0)11 517 4056
Email: or


Application forms


The Annual Conference

Related Information


Stay connected:


Material on this website is © 2014 Deloitte Global Services Limited, or a member firm of Deloitte Touche Tohmatsu Limited, or one of their affiliates. See Legal for copyright and other legal information.

Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu Limited and its member firms.

Get connected
Share your comments



More on Deloitte
Learn about our site


Recently blogged