The rapid advancement of artificial intelligence (AI) and other technologies is shifting market realities, the business landscape, and client needs. In the face of such swift and significant change, learning and development (L&D) is essential. While L&D has long been at the core of our business and the talent experience we offer our people, we continue to evolve our approach. During the past year, we focused on accelerating agility and innovation, strengthening capabilities around critical business and societal challenges facing Deloitte clients and society, and delivering tech-focused reskilling to help enable our people to enhance their careers and guide Deloitte clients through these changing times.
Our focus on continuous and inclusive learning starts with onboarding and continues throughout each individual’s career, whether they take a specialist path or move on to a senior leadership position. We recognize that the ability to learn through day-to-day experiences, as well as formal programs, is vital to our ability to perform in today’s rapidly changing environment. Mentors and coaches support development journeys, including the identification of opportunities to stretch and grow. An innovative example of this is Deloitte UK’s Future Leaders Program. More than 500 ethnic minority and women colleagues attended the program over nine months, completing approximately 7,000 live learning hours, including training, peer learning, and networking both within and outside of their businesses. Across our network, Deloitte’s digital learning experience platform (CURA) has now been rolled out to all geographies as part of our Global Learning Ecosystem, delivering nearly 10 million e-learning experiences to our people in FY23.
On top of that, our commitment to our in-person learning and development facilities continues. Our Deloitte University (DU) footprint is expanding around the globe, with two new facilities under construction: one in Beijing and one just outside Paris, both planned to open in 2024. We are also in the process of expanding our existing facilities. DU India opened a new location in June 2022. And our US facility in Westlake, Texas, has also started a significant expansion project.
But that’s only part of the picture. Our strategy has shifted from thinking of learning and development in terms of standard courses and curricula toward reimagining them as personalized experiences that help address individual and business needs as they emerge. We believe this approach has a much bigger learning effect and will prepare our people to anticipate and adapt to the business opportunities on the horizon. It also fully supports delivery of learning in the flow of work. For example, Deloitte North and South Europe’s Skills Academy is designed to give new recruits the same experience and the best start possible. The program assists recruits in their transition to Deloitte Audit & Assurance. It gives them the opportunity to work on live projects during the academy.
At the network level this is reflected in the approach we took to embed Environmental, Social, and Governance (ESG) skills by developing and delivering an innovative and engaging learning week across the organization. We created common foundational, technical, and industry-level ESG learning assets. We also formed relationships with educational institutions so that our people have access to high-quality development in this new and quickly evolving area. We are also designing a networkwide badging approach to recognize and motivate our people to develop new marketable skills through a variety of learning sources.
Another strong example of our evolving growth and development strategy is Deloitte US’s Project 120. Inspired by the top speed of thought (120 meters per second), Project 120 represents a US$1.4 billion investment in transforming Deloitte US’s approach to learning. Beginning with technology and leadership development, Project 120 is designed to anticipate the evolving needs of Deloitte US professionals and build experiences that meet them where they are, helping them develop the capabilities they need to deliver better outcomes for themselves, Deloitte US clients, and society. Project 120 also marks a fundamental shift from focusing solely on professional skills to embracing the individual’s needs more completely, so they can fully thrive in business and in life. We’re excited about the impact this program will have on our people and Deloitte US clients. But more than that, Project 120 exemplifies the ambition for growth and development across Deloitte.
Deloitte Global Chief Talent Officer
Lieven De Groodt
Deloitte Global Deloitte University leader
In a year of global challenges with a deeply human impact, Deloitte sought to support and inspire our people and communities, making an impact that matters in society.
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