HRM FUNCTIONS IN DELOITTE

Submitted To

University Business School, Panjab University

Chandigarh

Submitted To : Submitted by :

Dr. Meenakshi Malhotra Gurseerat Gill

UBS, PU Chirag Garg
Deepak Sharma
MBA HR (1st Sem)
 ABOUT DELOITTE

Deloitte Touche Tohmatsu Limited commonly referred to as Deloitte, is

a multinational professional services network. Deloitte is one of the "Big Four" accounting
organizations and the largest professional services network in the world by revenue and
number of professionals.

Deloitte provides audit, tax, consulting, enterprise risk and financial advisory services with

approximately 312,000 professionals globally. In FY 2019, the network earned a record
US$46.2 billion in aggregate revenues.As of 2017, Deloitte is the 4th largest privately owned
company in the United States.

Deloitte has been ranked number one by market share in consulting by Gartner, and for the
fourth consecutive year, Kennedy Consulting Research and Advisory ranks Deloitte number
one in both global consulting and management consulting based on aggregate revenue.

Services Offered:

Deloitte member firms offer services in the following functions, with country-specific
variations on their legal implementation (i.e., all operating within a single company or
through separate legal entities operating as subsidiaries of an umbrella legal entity for the
country.

 Audit

Audit provides the organization's traditional accounting and audit services, as well as internal
auditing and IT control assurance. In 2018, audit grew by 7.7%.

 Consulting

Consulting assists clients by providing services in the areas of enterprise

applications, technology integration, strategy & operations, human capital, and short-term
outsourcing. In 2018, consulting grew by 15.7%.

 Financial advisory

Financial advisory provides corporate finance services to clients, including dispute, personal

and commercial bankruptcy, forensics, e-discovery, document review, advisory, mergers &

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acquisitions, capital projects consulting and valuation services. In 2018, financial advisory
grew by 8%.

 Risk advisory

Risk advisory provides offerings in enterprise risk management, information security and

privacy, data quality and integrity, project risk and cyber risk, and business continuity
management and sustainability. In 2018, risk advisory grew by 12%.

 Tax and legal

Tax & legal helps clients increase their net asset value, undertake the transfer pricing and
international tax activities of multinational companies, minimize their tax liabilities,
implement tax computer systems, and provides advisory of tax implications of various
business decisions. In 2018, tax & legal grew by 8.7%.

 GovLab

GovLab is the internal think tank of Deloitte Consulting LLP's Federal Government

consulting practice, focused on innovation and government reform. 

The HR functions of Deloitte that we will discuss are:

 Training and Development

 Compensation
 Selection

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 LEARNING AND DEVELOPMENT

Deloitte’s learning and development model is based on the following factors:

 Deloitte sees an urgent need to build skills and capabilities and is now focused on
transforming their learning organizations and strategies.

 Learning and development issues exploded from the No. 8 to the No. 3 most important
talent challenge in this year’s study, with 85 percent of survey participants rating learning
as a “very important” or “important” problem. Despite this demand, capabilities in
learning dropped significantly; the gap between importance and readiness was more than
three times worse in 2015 than in 2014.

 Deloitte believed that companies that transform their learning and development are not
only able to accelerate skills development, but also can dramatically improve employee
engagement and retention—one of the biggest challenges cited by this year’s respondents.

In 2019, corporate learning and development (L&D) burst onto the scene as one of the most
pressing business and talent issues facing our respondents.Business and HR leaders report
that corporate learning capabilities are waning (39 percent say the problem is “very
important,” more than three times last year’s percentage), and companies are now competing
heavily for new technical and professional skills.

LEARNING AND WORK:

THE NEW ORGANIZATIONAL ECOSYSTEM

As the pace of technological change has increased, Deloitte has evolved from sequential,
“waterfall” design-develop-test-operate models to new agile models, sometimes known as
“DevOps,” that integrate system design, development, security, testing, and operations into a
team-based, connected process. In similar fashion, Deloitte has devised approaches to
integrating learning and work to arise, perhaps combining development and work into
“devwork”—building on the realization that learning and work are two constantly connected
sides of every job.

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 To help enable the creation of this “devwork” environment, business and HR leaders have:

 Seeked out opportunities to integrate real-time learning and knowledge management

into the workflow. With cloud-connected mobile and wearable devices becoming almost
omnipresent, and the introduction of augmented reality devices, Deloitte will be able to
explore new approaches to virtual learning in which learning occurs in small doses, almost
invisibly, throughout the workday.

 Made learning more personal so that it is targeted to the individual and delivered at
convenient times and modes so that people can learn on their own time. Here, technology can
play an important role. With growing numbers of learning providers now offering video, text,
and program-based curricula in smaller, more digestible formats, organizations have an
opportunity to craft approaches that allow their workers to learn as and when they see fit.

 Integrated learning with the work of teams as well as individuals. As teams become
more important in the delivery of more types of work, organizations will offer learning
opportunities that support individuals as members of teams, providing content and
experiences specific to the context of a worker’s team.

There are the following types of trainings in Deloitte:

 Compliance Trainings: Which are mandatory to attend and strict actions are taken in
case of non-completion.
 Non-Compliance Trainings: There are courses available on almost every aspect of
technology, leadership, etc. and employees can attend courses as per their interests
and requirement. However, these courses are not mandatory.
 Online classroom courses: These are conducted for a larger audience and conducted
via the online medium.
 Live Classroom sessions: These are held at the office and the duration ranges from
an hour to full week of training sessions.

Each employee is expected to attend a particular number of training hours to be able to be

eligible for the next promotion.

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JOINT OWNERSHIP, JOINT ACCOUNTABILITY

Just as “DevOps” combined software development and IT operations, “devwork” must also
look to shared ownership to enable success. There is a growing view, reflected in Deloitte’s
survey, that the responsibility for learning and development should be coowned: between
workers and their organizations, between HR and the business, and among organizations,
educational institutions, and governments. In Deloitte’s survey, 38 percent of respondents
said they felt that L&D and the business should share responsibility for learning; of those
who said that learning at their organization was not currently positioned for success, 48
percent said that it should move to being a shared responsibility between L&D and the
business.

This shared responsibility does more than create joint ownership; it enables joint
accountability for success—an area that our survey suggests remains a significant gap in most
organizations. Despite often major investments in learning, many organizations are not
linking performance incentives to their learning programs, increasing the risk that their
learning investments may go unused and unappreciated. It is sobering in this regard that 55
percent of this year’s survey respondents said that incentives were “not linked at all” to the
acquisition of new skills, suggesting that ample opportunity exists to create and strengthen
this connection. Organizations that put incentives in place to help make sure that managers
support learning, and that employees find learning opportunities practical to pursue, are likely
to reap benefits both in terms of new skills learned and in terms of encouraging a learning
culture.

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 COMPENSATION

Every organization have a compensation philosophy of its own that guides administration of
monetary and non-monetary benefits. It refers to a set of beliefs and guiding principles and
which are consistent with the objective of the organization. It needs to send clear message to
the employees that the organization does not compromise welfare of employees for the sake
of revenue and that organization is best place to work for.

COMPONENTS OF COMPENSATION

Wage and Salary Incentives Allowances Fringe benefits Perquisites

COMPENSATION PLAN OF DELOITTE

Executive compensation is not only a consideration for HR managers but also a topic of
increasing importance to managements and boards. After the 2008 recession, compensation
became more decisive to retaining and motivating critical senior executive talent. CFOs and
CHROs plays a critical role in framing the financial impacts of compensation plans and
influence the public perception of these plans.

Executive compensation generally consists of a mix of four components:

• Annual base salary.

• Annual incentive or bonus plan generally tied to short term performance measures.

• Long-term incentives consisting of stock options and other long-term performance plans.

• Benefits plan.

In Deloitte the base salary constitutes 30% of total compensation, the annual incentive
another 20%, the benefits about 10% and long-term incentives or the wealth creation portion
of the compensation about 40%.

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 COMPENSATION AND THE ROLE OF CFO AND CHRO
In Deloitte CFOs and CHROs plays a major role in implementing compensation practices,
especially in four critical areas:

1. Pay for performance:

CFOs plays a vital role in shaping the pay for performance structures by getting to know
shareholders’ expectations through their interactions with analysts and major investors. This
helps organization in shaping short term and long-term compensation plans.

2. Financial discipline:

It’s important for top management to focus on what is affordable, by striking a balance with
other potential competitors.At the business unit level, CFOs also establish better financial
discipline and controls, with this they are capable of identifying how units may structure
budgets and the best possible compensation plan will be provided to employees for best
possible performance outcome.

3. Risk and internal controls:

As executive compensation planplays a very important role for attracting, retaining, and
motivating talent. CFOs and CHROs establish a rigorous process to understand how
incentives influence employees behaviour and the important steps or controls that need to
put in place to minimize the attrition . Some examples include proper selection of incentive,
stress testing under various performance scenarios.

4. Bridging the information gap:

The top management spend considerable time with both the audit and compensation
committees to bridge the potential knowledge gap on compensation and financial
performance. The audit committee is likely to have an in-depth understanding of the
expenditure and other financial aspects of the dynamic business environment whereas the
compensation committee fully understands the impact of adjustments made by audit
committee on incentive plans.

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 COMPENSATION ROLES AND RESPONSIBILITES.

Decision-making level Primary activities

• Works with senior leadership to establish strategic priorities and

objectives
Global Center of
Expertise • Establishes vision and frameworks for global programs
• Works with regional Center of Expertise to deliver products and
services

• Receives strategies and objectives from global Center of Expertise

Regional Center of
• Responsible for service delivery of products and services
Expertise
• Leverages operational resources for tactical delivery

• Works with regional Center of Expertise to develop plans for

delivery of products and services
Company Operations
• Executes plan to deliver products and services
• Works with other areas in HR to leverage service delivery
• Compensation technology business owners (system design, testing,
implementation support, and ongoing maintenance/updates, Tier 2 and
Tier 3 support)

• Provides service delivery

HR Service Center
• Provides process and standardization improvement in services
• Compensation technology Tier 1 support

Table 1

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 SELECTION PROCESS

In case of job recruitment, selection is the process to choose potential working persons for a
company or organization. Deloitte Recruitment process includes a selection stage when
decisions are made as to the viability of a particular candidate's job application. It directly
affects the overall productivity of an organization. A right selection may increase the overall
performance of a company & a wrong one may lead to material and financial loss. A perfect
selection process can help to pick the most eligible candidates amongst all applicants. The
Process of selecting candidates focuses on abilities, knowledge, skills, experience and various
other related factors.

Stages of selection process to get recruited in Deloitte:

• Online Exam

• Group discussion or Just a minute round

• Deloitte Interview Process

1. Online Exam

Academic Criteria

• Candidate must be B.Tech (Computer Science/I.T).

• No backlogs should be there at the time of applying.

• Candidate must have 60 percent or 6 C.G.P.A throughout.

• 60% or above in class 10 and 12

Test Pattern

Testing Areas No. of Questions Time (in minutes)

Quant 25 35

Reasoning 25 35

Verbal 25 25

Computer Programming(off campus) 25 25

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Test Description

• The total time allotted for the written exam is 95 minutes. There is no negative
marking in the exam.

• Verbal section consists of short reading comprehension passages. They are easy to
solve and answers can be easily found in the passages. This section also consists of basic
grammar usage questions like fill in the blanks, synonyms, antonyms, paragraph completion,
sentence completion, vocabulary, etc. The total time allotted for this section is 25 minutes.

• Logical Reasoning section checks the reasoning skills of the candidate. The section
consists of data interpretation and logical reasoning questions. Questions are based on topics
such as puzzles, graphs, charts, tables, etc. In general, the difficulty level varies from easy to
moderate. The total time allotted for this section is 35 minutes.

• Quantitative Ability section consists of questions based on topics such as algebra,

time & work, time, speed & distance, arithmetic, percentages, profit & loss, geometry etc. In
general, the section difficulty level varies from easy to moderate. The total time allotted for
this section is 35 minutes.

• Overall the level of the paper varies from moderate to difficult. Only those candidates
who clear the written exam will qualify for the next round.

2. Group Discussion / Just a Minute round

The students who clear the online round are called for Group Discussion Rounds. In this
round they check your communication and presentation skills. Deloitte oftenly provides a
case study based on a technical problem faced by an organisation. You would have 5 minutes
to read it and then discuss it for another 15 minutes. Sometimes, you could also be asked to
prepare chart in groups. Deloitte moderators could ask questions based on your solution.
Sometimes they provide you a minute to put your points instead of group discussion.

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3. Deloitte Interview Process

Deloitte interview process consists of Technical Interview and HR Interview. Following are
the details of each phase:

• Technical interview

Questions related to specific technical fields are asked in this round. Questions may be based
on specific knowledge about the company's technical activities; understanding of the
technical work required to be completed as part of the job applied for or may enquire
candidates to solve actual technical problems that they would be likely to face if employed.

• HR Interview

Final step to select a candidate as an employee is Interview as it helps to determine a

candidate's personality. Questions can be of wide range starting from your introduction,
Qualification, Experience, Industry specific experience, Courses done, your strengths and
weaknesses, salary expectations, friends, family etc.

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 REFRENCES
 https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-
cons-job-architecture-041315.pdf (Deloitte job architecture, laying building blocks
of effective human capital management)
 https://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/dtt
l-hc-hrtransformation-8092013.pdf (Global Business Driven HR Transformation The
Journey Continues)
 https://www2.deloitte.com/content/dam/Deloitte/us/Documents/financial-services/us-
fsi-cfo-exec-comp-070710.pdf (CFO insights: Executive Compensation: Plan,
Perform & Pay)
 https://www2.deloitte.com/us/en/pages/financial-services/articles/executive-
compensation-plan-perform-pay.html

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