Deloitte Touche Tohmatsu Limited (also branded as “Deloitte”) is the largest private professional services organization in the world. According to the organization’s website as of 2010, Deloitte has approximately 170,000 staff at work in more than 150 countries, delivering audit, tax, consulting, enterprise risk and financial advisory services through its member firms.
Deloitte is a very popular employer, especially among the young professionals. In 2007, it ranks the 1st as the best place to launch a career.
For more content, please read Deloitte & Touche profile for young professionals
Back in February, accountancy and business advisory firm Deloitte introduced a salary sacrifice-based company car scheme for its 12,000 UK employees.
Since then, about half that number have registered for a quote and 400 confirmed orders have been taken. Mike Moore, director of global employer services, says: “We have had 70% take-up in the first few months and are aiming for 1,000 takers in the first year.” The scheme allows employees to sacrifice a proportion of their salary (taxed for a basic-rate taxpayer at 31%, including national insurance contributions (NICs)) and use it to take a petrol car with emissions of 120g per km of CO2 or below and pay tax on just 10% of the list price.
For more content, please read Case Study on Deloitte Employee Benefits
Commitment to employee development at Deloitte & Touche starts at the top. The Boston-based professional services firm had a change of leadership recently, and while it was committed to training before Deloitte & Touche also ranked # 6 last year in the Top 100, now the company requires managers to put their money where their development is.
Deloitte & Touche is one of only 10 firms in the Top 100 that tie a specific percentage of managers’ pay or bonuses to how well they develop their direct reports. Last fiscal year, the firm began the Annual Incentive Plan bonus structure, under which 33 percent of a manager’s bonus is tied to how well he or she develops his or her team. The bonus is determined based on goals on a balanced scorecard, including practice development, people development, and client service. Not only that “and perhaps even more important” 25 percent of the criteria for partner or director nomination involve building a culture that enables people to excel through development and other factors.
For more content, please read Top 10: Deloitte & Touche
We can also have a look at how Deloitte deals with employees’ work-life balance.
Deloitte & Touche has a longstanding policy of encouraging telecommuting. They are taking further steps to make the workaday life more favorable.
Like most big firms that compete for talent, Deloitte & Touche tries to make it easier for employees to juggle work and life.
At one point the firm realized it offered no fewer than 69 flexible work programs, from telecommuting to sabbaticals, yet employee satisfaction actually declined slightly over a five-year period.
For more content, please read Deloitte & Touche Makes Telecommuting and flexible Work the Norm
Deloitte has introduced a form of flexible career management that allows staff to â€œdial upâ€ or “dial down” their professional life to suit their needs, according to Sarah Jepson, talent adviser, human capital consulting, at the firm.
The “mass career customisation” initiative has been piloted in the US by the professional services firm for a year, and will be particularly important for retaining and engaging staff as the economy recovers, said Jepson, speaking at the StepStone Summit in London.
“It’s based on an idea that an individual has times when they can dial up or dial down and take time out depending on their individual priorities. It’s an approach to career management that allows you to have that flexibility,” said Jepson.
For more content, please read Deloitte rolls out career customisation – Pilot scheme allows staff to ‘dial up or down’