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Diversity In Action

Deloitte seeks creative pros for its culture of inclusion

Hiring thousands each year, Deloitte seeks the best and brightest technical pros with “distinction.” Work with global clients is available


The subsidiaries of Deloitte LLP provide audit, financial advisory, tax and consulting services across twenty different industries. In each of the past five years, the organization has averaged 13,500 new hires in the U.S. and India, including approximately 17,000 in 2012 alone. Kumar Kolin, national managing principal in Deloitte Services LP, the company’s information technology services operating group, hopes that trend continues.

“We hire analysts, consultants, managers: people who can serve our clients with distinction,” Kolin says. “We look for people who have deep industry experience and experience in mobile applications, cloud computing and big data. We’re looking for right-brainers who can combine design and engineering to come up with high-quality business solutions. Our technical professionals have a deep understanding of the user experience, and the engineering qualifications to bring their visions to life.

“We recruit graduates from the top forty business schools in the nation, which tend to have a fairly diverse student population,” he says. “Internships for students start at the sophomore year. We think it’s important to recruit early in people’s careers.” Deloitte gets many of its leads for experienced hires from employee referrals. “Because of our inclusive culture at Deloitte, we naturally attract a lot of minority professionals,” says Kolin.

Councils and groups
“We’re proud that we have a very diverse organization,” says Jan Maddox, a director at Deloitte Services LP. “Deloitte has elected minorities and women to its most senior positions,” she notes. Punit Renjen is the current board chair; U.S. CEO is Joe Echevarria, and Sharon L. Allen was board chair from 2003 to 2011.

Maddox notes that Deloitte has had diversity and women’s initiative councils in place for many years. These were recently combined and included in an external “inclusion advisory council.” About ten thought leaders from outside the company participate. “The council contributes an additional layer of accountability,” Maddox says. The external members of Deloitte’s inclusion council are leaders in business, government and academia.

Deloitte has seven business resource groups (BRGs) with more than 100 local chapters nationwide. “BRGs provide an opportunity for our employees to grow professionally, since many of them get the opportunity to sit on committees or assume leadership roles.” The groups support employees with disabilities, veterans, Asian Americans, African Americans, LGBT employees, Hispanic/Latino employees and international employees. “In addition, we have several women’s initiative groups,” adds Maddox.

Deloitte University Leadership Center
In March, the company launched the Deloitte University (DU) Leadership Center for Inclusion in Westlake, TX. DU hosts training programs, lectures and special events for Deloitte professionals and clients, and outside diversity and inclusion specialists, to talk and share current practices. “The center focuses on leading the business market in attracting, retaining and advancing our diverse populations,” says Maddox.

During the two-day launch event, more than 250 representatives from Fortune 500 companies, government, nonprofit organizations and academia examined the evolution of inclusive workplaces. They discussed issues like minority recruiting, veteran hiring, attracting and retaining LGBT talent, and growing the number of women in science, technology, engineering and math fields. “It was a wonderful opportunity for us to connect with so many colleagues and clients,” Maddox says. “Transparent open discussions on diversity and inclusion topics set the bar high for all of us. DU will continue to be a force within Deloitte and I think it’s going to be hugely successful.”

Managing career, life and community
Mentoring and sponsorship are embedded in the culture at Deloitte, Maddox says. “Mentors are sounding boards who offer ideas based on their own personal experiences. Mentoring provides a safe and confidential outlet for individuals to provide constructive and unbiased feedback.” Sponsorship, on the other hand, is a more formal relationship, she explains. “Sponsors essentially serve as advocates. A sponsor helps you navigate around the organization by talking to leadership and encouraging them to take notice of you. They also encourage you to take on career-building and challenging assignments.”

Maddox is convinced that work-life programs are critical to employees’ success. “We offer programs and options to help everyone maintain a healthy lifestyle and provide flexibility around how, where and when work gets done. These include video conference options, global work assignments, sabbaticals, paid time off, family leave, and health and wellness programs. I think these programs help our practitioners take ownership of their lives.”

Deloitte works with local nonprofit organizations in a variety of ways. “Skills-based volunteering is the heart of Deloitte’s approach to community involvement,” Maddox explains.

“Each year, tens of thousands of Deloitte employees spend a full day in the community offering their services.” Deloitte also provides pro bono work for nonprofits like College Summit (collegesummit.org), which helps high schools across the nation raise their college enrollment rates, and the City Year program (cityyear.org), which helps third through ninth graders stay in school and on track. Maddox reports that the organization has committed $110 million to pro bono work over six years starting with the program’s launch in 2009.

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www.deloitte.com

Headquarters: New York, NY
Employees: 57,000 (U.S.)
Revenues: $13.07 billion
Business: Audit, tax, consulting and financial advisory services to public and private clients

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