1. Deena Paul, Deepa M.K, Della Sebastian, Donna Thomas, Joseph Mathew

2. • Deloitte Touche Tohmatsu Limited commonly referred to as
Deloitte, is one of the Big Four professional services firms
along with PricewaterhouseCoopers (PwC), Ernst & Young,
and KPMG.
• Deloitte is the second largest professional services network
in the world by revenue and has 193,000 employees in
more than 150 countries providing audit, tax, consulting,
enterprise risk and financial advisory services
• In 2012, Deloitte earned a record $31.3 billion USD in
revenues.
• In 2012, it is reported that in the U. K. Deloitte has the
largest number of clients amongst companies.
• Its global headquarters is located in New York City, United
States.

3. • Type : UK private company,
• Industry :Professional services
• Founded :London, England, U. K. (1845)
• Founder :William Welch Deloitte
• Headquarters :30 Rockefeller Plaza,
• New York City, New York, U. S.
• key people :Stephen Almond (Chairman)
• Barry Salzberg (CEO)
• Services :Assurance ,Tax Advisory ,Consulting ,Financial
• Advisory ,Enterprise Risk
• Revenue US$ 31.3 billion (2012)
• Employees193,000 (2012)
• WebsiteDeloitte.com/global

4. Services
• Audit and Enterprise Risk Services
• Consulting
• Financial Advisory
• Tax

5. • Deloitte hires entry-level personnel to client-facing
functions through their graduate recruitment programs at
selected universities.
• The organization is consistently rated by Fortune as one of
their "100 Best Companies To Work For".
• In 2007 and 2009, Deloitte was rated the number one place
to launch your career by Business Week

6. A culture of continued
learning
• Culture of learning, coaching, and mentoring
• Invest in people, and support growth: world-class L & D
programs
• U.S. India offices: more than 700,000 learning hours are
delivered annually, through nearly 5,000 training programs
• Focus on enhancing the technical, industry, professional,
and leadership competencies of their professionals
• Advanced learning methodologies: classroom learning, e-
learning, assessments, coaching, mentoring, simulations,
and action learning projects.

7. Broad categories of learning
programs
• Induction programmes : Assist & ensure initial skills and
knowledge
• Technical learning programmes : develop and maintain the
skills required in their particular part of the business
• Behavioural skills training courses : develop the skills and
confidence to perform effectively in the role
• Management & leadership development programmes :
developing skills as a Manager & Leader
• E-learning a wide range of e-learning resources that support the
development
• Professional qualifications programmes/further study : fully
supported in achieving professional qualifications appropriate to
the role

8. L & D at Deloitte US- India
Communication Gym
• A growth accelerator,
• self-study labs and multi-media resource centres
• help professionals strengthen their skills in reading,
writing, speaking and listening dimensions of professional
interaction and communication skills required for success.
Education Programs
• Deloitte believe professional excellence requires focus,
diverse experiences, and the ability to adapt
• The learning process and infrastructure extend significant
learning opportunities for their practitioners across the
globe.

9. New Hire Orientation
• All practitioners joining the Indian practice go through an
exciting orientation program
• provides critical skills required to hit the road running.
• As part of the on-boarding process, the new hires will undergo
detailed function-specific programs that add significant
knowledge in areas such as health care, financial research and
analysis, enterprise application training, and more.
Competency Building
• A number of skill and knowledge-building programs in both
functional and technical areas are organized every month.
• opportunity to work with diverse clients and across industries in
more than 140 countries,
• employees may be nominated to attend partner academies,
seminars and international conferences
• This adds a global dimension to their career.

10. Professional Certification
• Deloitte offer opportunities to achieve professional certification
from institutes and technology partners
• in specific function or service line
• to enhance employees’ skills and expand their knowledge base.
Global Learning Programs
The focus is to "empower talent with learning." Global learning
programs are offered on an international, regional and country
level to enable employees to:
• Become a successful manager and leader
• Gain experience on global projects and with global teams
• Learn 24/7 with access to robust online learning capabilities
• Build employees own networks of experts
• Be mentored and coached by deloitte’s most experienced
practitioners
(Video 2)

11. E-learning
• Over thousands hours of online courses
• in diverse areas of technology, finance, business management,
project management,
• including Harvard Business School's online education program,
and CISCO and JAVA certification programs, etc., are available
• Numerous online books are also available for practitioners to
upgrade their competencies in diverse areas
International Mobility Programs
• Deloitte recognize the value of having individuals with global
skills
• They work to provide opportunities for people to develop
through international experiences by working abroad
• Interested professionals are encouraged to apply for positions
through the various international assignment programs the
company offer.

12. The Deloitte Communication Excellence Program
• Deloitte believe that strong communications skills are a key
for professional success.
• Their Communication Excellence (CE) program is designed
to help build the skills needed for personal and career
advancement
• The CE program initiates and supports development
opportunities in many areas of communications
effectiveness
• It provides personal attention, expert support, and a wide
availability of learning materials, while providing a flexible,
focused, and sustained means of skill development
throughout one's career.

13. Employee Motivation
Enterprise Gamification
• increase engagement levels among employees: Bring in
visibility, openness and a system of rewards and
recognition
• The Maverick is an in-house business case competition.
• It aims to create excitement and test tangential thinking
among employees.
• Employees signed up in teams of five and are given a task
every Friday evening. The teams would be back with
results on Monday and upload their projects on the internal
website for votes.
• The teams are also judged on content, creativity and
leadership skills.
• Speed tracks career path and helps in potential appraisal.
(Video 3)

14. Deloitte leadership academy
Deloitte’s approach to program design rests on three simple,
yet powerful principles
• focus on the development of combinations of strengths
rather than addressing weaknesses
• Leadership development is best achieved through
experience based, on-the-job learning.
• Emerging and experienced leaders need to be mentored,
trained and given stretch opportunities in order to develop.
via social learning, on-demand learning and career learning

15. • DLA is an innovative digital executive training program
• For more than 50,000 executives at more than 150
companies worldwide.
• Executive education program used to train clients and its
own consultants
• Accessible online via web, mobile, and in-flight on
airplanes.
• Lessons from some of the world’s best-known business
schools and global leaders, such as Harvard Business
Publishing, Stanford and IMD.
• Enables to develop management and leadership skills
• Connects them within a community of business leaders.
• Certifications from top business schools, blog entries and
interviews by industry leaders, webinars and special
events,

16. • Employs The Behaviour Platform by Badgeville
• Embed powerful Game Mechanics throughout their DLA
website
• Gamification is increasing engagement and learning.
• participants feel a sense of accomplishment as they
contribute, share knowledge and complete learning
programs.
• Measure and reward, engagement across their online
education platform.
• Designed Missions which encouraged users to fully
complete their courses and also their monthly learning
goals.
• Progress is visualized via progress bars for each mission or
competency
• This ensured executives stayed on track

17. • Leader boards : rank users based usage of Deloitte’s 12
development areas. Users compete to become the expert
for a topic
• Predictable badges: Can be earned when a user completes a
specific set of controllable actions (such as completing all
courses within a competency or completing their monthly
learning plan)
• Random variable rewards (rewarding users with badges
for completing a largely unknown set of activities). This
will provide users with badges without them expecting to
receive them.

18. After only 3 months with Badgeville, Deloitte has already
seen significant results in the following areas
• 46.6% increase in the number of users that return to DLA
daily
• 36.3% increase in the number of users that return to DLA
weekly
• Top users have earned as many as 30 achievements.
• Within 6 months, a user unlocked the Leadership Academy
Graduate achievement, a milestone that they expected to
take 12 months for an average user.
(Video 4)

19. Women Initiative Leadership
Learning
• The Deloitte Women’s Initiative for Leadership Learning (WILL):
no-cost, facilitated mentoring program
• Connects women with established careers to women new to the
workforce.
• Members gain exclusive access to unique personal mentoring
opportunities, networking and learning events, and a
comprehensive website with content on issues of relevance to
both established and emerging female business leaders.
• With this program, women WILL build a legacy of professional
and personal support to next generation of female leadership.

20. WAB(Women As Buyers)
• Growing number of women executives: Developed half-day
WAB workshops : a better understanding of how women
executives make corporate buying decisions.
• A growing number of clients’ decisions are made by
women: this knowledge is essential to achieving the
business development goals.
• The development of the workshop began with a year-long
study: focused on how executive women make decisions.
• Conducted primary and secondary research, interviews
with dozens of women buyers of professional services,
academics, and experts.

21. WIN(Women Initiative For Retention
and Advancement)
• The focus, was on improving retention: women were
recruited in numbers proportional to the number of males:
But they were leaving at a higher rate than men.
• Gender gap in turnover was costing the firm hundreds of
millions of dollars in training and lost resources: it was
weakening the pool of women partner candidates
• 1993: Began WIN, its initiative for the advancement and
retention of women.
• Beginning of a culture of flexibility at Deloitte.

22. Working Mother Initiative
• More than 169,000 women were hired last year: Deloitte is
among this year's 100 Best Companies which offer family-
driven programs and benefits that far outpace their
competitors.
• For the last 16 consecutive years Deloitte have been
selected as best working mother company.
• Working mothers are among their most valued colleagues,
adding respected perspectives that are appreciated within
Deloitte .
(Video 5)

23. Mass Career Customization
• MCC was designed at Deloitte
• To facilitate from a progression from corporate ladder to
corporate lattice structure
• Extends notion of mass product customization to careers in
workplace
• It is individually customized scalable system designed to
align workplace needs with today's non traditional
workforce
• It meets the challenges of the major long-term trends
affecting talent market

24. The Corporate Ladder is giving way to a
Corporate Lattice model

25. MCC framework defined
• MCC framework lay out a definite set of options along each of the
four core dimensions of a career
• Pace, Workload, Location/Schedule and Role
• The four dimensions are defined in generic terms but organizations
can tailor the dimensions of MCC to align with their business
structures
• The employees and their managers partner to customize their
careers by selecting the option along each of the four dimensions
that most closely matches the employee career objectives keeping
in mind their life and the needs of the business at a given point in
time

26. • PACE: Refers to how an employee is expected to progress to
increasing levels of responsibility and authority.
• WORKLOAD: Quantity of work performed, typically
measured in units of hours or days per week, pay cycle, or
month.
• LOCATION/SCHEDULE: Where (location) and when
(schedule) work gets done.
• ROLE: Refers to the category of an employee’s position, job
description and responsibilities.

27. The below describes one point in time in a
typical employee career

28. Impact on each mcc dimension
As driver PACE WORKLOAD LOCATION/ ROLE
SCHEDULE
PACE Accelerated pace ~ Accelerated pace Decelerated pace =
reduced workload = reduces options reduces
for management
location/schedule responsibilities
WORKLOAD Reduced workload Reduced Reduced workload
= decelerate pace workload linked = individual
to contributor role
location/schedule
LOCATION/ Reduced schedule = Reduced schedule = Desired L/S =
slow pace reduced workload eliminates role
SCHEDULE requiring travel
ROLE Specific role = Specific role = Specific role =
determine pace increasing/ decrease reduce options for
option for W/L location/schedule

29. Performance Management
• Incorporates coaching, defining and recording job
performance, training, self-assessment, multi-point
feedback, behavioural based appraisal, two-way
communication, and goal setting.
• Each practitioner has a counsellor who is responsible for
evaluation and coaching.
• Counsellors are trained to record performance "in the
moment" to aid in providing meaningful examples.
• Recent feedback is more relevant than historic
performance.