But this time it is called, “Diversifying Business Standards” and he’ll be touching on a number of issues that don’t have anything to do with with the “218 reprimands for failure to meet mandatory training requirements” (which may or may not include mandatory diversity training).
And we’re guessing he won’t make reference to the Chief Diversity Officer because if you don’t happen to have one, it’s simply impossible to be a diverse company.
Oh, and never mind the whole H-1B controversy at Deloitte Consulting. That will blow over.
This particular chat will be going on at the DiversityInc’s “How Global Diversity Impacts the Domestic Diversity” event that is going on Washington, DC next week. The agenda indicates that the speech will address the following issues:
What are global values? What are emerging global standards for accountancy? What standards should companies meet in every country? How can you get your top leadership to understand that diversity efforts must be global?
Now if you are able to understand these questions, please inform us of their meaning because we’re a little lost.
Will the speech be about global values for accounting firms? Are global diversity standards the next thing that will be converged? If so, we’ll remind you that the whole accounting convergence thing hasn’t gone so well. How do you think global diversity rules will work out?
Will the top leaders in companies need to attend training about global diversity first before they understand that world is diverse? Apparently some men at Deloitte don’t understand women yet, how the hell are they going understand someone in another country that might be across an ocean?
Deloitte CEO to Speak at DiversityInc Event [DiversityInc]
Accounting firms get lots of recognition for their diversity, but Barry Salzberg isn’t satisified:
More, after the jump
Deloitte still plans to do aggressive hiring of Asian employees, including in Asia, where Salzberg said the firm was doing more offshore outsourcing of accounting work, especially at a center in Hyderabad, India. The firm also plans to ramp up its recruitment of African American and Latino employees.
What he can’t figure out is why 30% of annual recruits are Asian, but only 20% of the Deloitte workforce is Asian, and only 6% are partners or directors.
He has some ideas though:
“We think there is a cultural issue there with Asians typically being less aggressive, a little bit more reticent to speak up, and when they move to the manager and senior manager ranks, which happen very clearly within the organization, it then appears that their leadership skills are not being demonstrated in the minds of those that are evaluating them,” he said.
We’re not exactly sure if B. Salz is saying that Asians don’t make partner because they are reticent to speak up or if it’s because the people evaluating them have unattainable standards of performance.
One thing is for certain. The trend of bald men in leadership roles remains strong to very strong.
We’re sure you’ve got opinions on this. Like we mentioned, the firms aren’t shy about promoting how diverse they are. So what are you thoughts on diversity at Deloitte? In the Big 4? Discuss in the comments.
When it comes to Big 4 hotshots, we try not to play favorites (although my inappropriate sexual dreams about Big 4 hotshots definitely play favorites, my favorite being BoMo because BoMo HELLO) but the other day, I was Google Image searching for a good picture of Barry Salzberg when I realized the guy makes some […]
Leaders in the public accounting profession love to proclaim the industry's commitment to diversity. Ask any Big 4 CEO out there – they care about diversity, like, A LOT. "It may be the most important thing to the future of the profession," they might say. Despite the efforts and achievements to be the diversiest career […]
Barry Salzberg didn’t waste any time addressing all the belly aching over the H-1B controversy. Yesterday, Deloitte announced the appointment of John Zamora as Chief Diversity Officer and we expect all the complaining to subside by the end of the week.
We like this move. Dr. Phil simply cannot be expected to be out there 24/7 developing training sessions that nobody attends, doing interviews, and keeping up the general free-wheeling on his own. And if someone isn’t out there doing all those things, no one — we mean NO ONE — is going to think that Deloitte is diverse. Constant bombardment of diversity initiatives and efforts is the only way. Solution? Chief Diveristy Officer John Zamora.
Full press release after the jump.
NEW YORK, Jan. 19 /PRNewswire/ — Deloitte today announced the appointment of John Zamora to the position of chief diversity officer. Zamora will be responsible for Deloitte’s diversity strategy and will lead its continuing efforts to attract, retain and develop the best talent in the marketplace.
“John brings 20 years of professional services experience to this position along with the passion, energy and commitment to lead our organization’s diversity and inclusion initiatives and inspire others in the industry,” said Barry Salzberg, chief executive officer, Deloitte LLP. “I am confident in John’s ability to sustain and advance Deloitte’s inclusive environment, where the brightest are valued for their ideas and contributions to each other, our clients and our culture.”
Zamora currently works with clients in the Real Estate and Tourism, Hospitality & Leisure industries and is the operations leader for the Southeast region. He will continue in this role in addition to serving as chief diversity officer.
“Diversity is the foundation of Deloitte’s competitive business advantage,” said Zamora. “In the global marketplace today, diversity of thought, backgrounds and experiences are at the core of an organization’s ability to build high performing teams that deliver outstanding results to our clients and our people. As chief diversity officer, I plan to further Deloitte’s longstanding commitment to diversity and fostering an environment where the industry’s highest caliber of diverse talent can achieve their personal and professional goals.”
Awhile back we told you about Salz’s dissatisfaction of the diversity at Deloitte, regardless of their long-standing commitment to it.
After the Web CPA piece, Dr. Phil is steppin cussing Deloitte’s recruitment of students on community college campuses in last Friday’s Business Week. The article points out up front that, “Deloitte CEO Barry Salzberg likes to talk about the value of diversity. But of the 4,500 partners and other top executives at his firm, 92% are white.” We did the math, that’s less than 500 non-white partners.
So this is obviously a public relations problem that the firms would rather not have, since as we’ve noted, they love, love, love to point out how diverse they are, regardless of what others are saying. The facts simply seem to be that accounting, as an industry, doesn’t seem to be that diverse:
Continued, after the jump
For Deloitte, the hope is to reach high-potential people of color at community colleges, interest them in accounting, and then shepherd them through a university to a job upon graduation. If it works, it could turn around a troubling trend. In 2004, African Americans represented 1% of all CPAs, Latinos 3%, and Asians 4%, according to a U.S. Treasury Dept. report on the profession. By 2007 the figures were unchanged, if not down slightly.
Okay, so those numbers aren’t good for anyone. They’re especially not good for the image of the firms or the profession. Deloitte’s plan is to recruit on six community college campuses to try and convince the students that accounting is a kick ass career. Obviously that’s easier said than done:
Deloitte will have to do a fair amount of myth-busting. Many students believe accountants don green eyeshades and plunk away at calculators all day. So Deloitte is sending a brigade of up to eight staffers, including at least one senior partner, to enlighten, mentor, and ultimately guide potential recruits toward an accounting career. In visits to the campus classrooms, the partners plan to share workplace perspectives and explanations of how the industry has broadened to include financial, management, technology, and human capital consulting. “I don’t think students realize the vastness of what you can do in accounting,” says Gregory Brookins, a CPA and associate professor at Santa Monica Community College. “They feel like it’s a boring bean-counting job.”
‘They feel like it’s a boring bean-counting job’? GASP. How’d they get that impression?
Not everyone is on board with this plan, specifically, E&Y, “…it recruits from four-year universities where students get credits toward the CPA exam. That’s something “a two-year program doesn’t offer,” says Ken Bouyer, Americas Director of Inclusiveness Recruiting for Ernst & Young.”
Plus, since accounting firms like to pitch their professionals’ merits when courting new clients, there is a worry that community college grads are jumping up and down to brag about their less-prestigious education regardless of the accomplishments they’ve made professionally.
So accounting firms and the accounting industry appear to have an old white boy’s club problem. Is Deloitte taking the right approach? Is E&Y’s attitude short-sighted? Discuss your thoughts in the comments.
Deloitte’s Diversity Push [BW]
A ghostwriter Dr. Phil has gone and granted our request for Big 4 CEOs to tread into the blogosphere. He’s managed to find time away from making awkward remarks about diversity and giving faux-advice to the President on healthcare to do a puff piece over at Fortune called “The value of volunteerism”. Basically, he’s talking up Deloitte doing skill-based volunteerism, which we think might involve auditing for free but we’re not exactly sure.
We’ve presented the opening paragraph for your enjoyment:
After the jump
Recently, I was sitting with several dozen inner-city teens, talking with them about college and careers. It was a free-wheeling conversation. I was peppered with questions-including, “How can I get your job?”
Dr. Phil is out there. He’s free-wheeling with inner-city teens. He’s blogging about it. He’s talking up the Big D:
Our company, Deloitte, recently conducted a survey on corporate volunteering…only 16% of companies offer skills-based volunteering as an option for employees. Only one out of six…Given the obvious need out there and also given President Obama’s impassioned call for national service, we’ve gone way beyond surveying about volunteerism. We’ve pledged $50 million in services-that’s right, $50 million worth of our employees’ time
So the message here appears to be, “We’re Deloitte. We’re out here kicking ass at volunteering because the President impassionately called us to. $50 mil worth. THAT’S RIGHT. Why aren’t you?”
Not sure what part Salz has played in all this other than faux-writing about it but if you’ve got some thoughts on his stab at taking credit for other people’s volunteering, in the blogosphere, we’d invite you to share.
Guest Post: The value of volunteerism [Fortune]
Big Four’s Chinese Affiliates May Mull Workarounds [WSJ]This sounds like best bad idea the firms have come up with so far: "The Big Four’s Hong Kong affiliates aren’t affected by the ruling, and if they were to temporarily take over some of the Chinese affiliates’ work, it might minimize the disruptions the suspension would cause […]
You spent your entire junior year reading Going Concern horror stories instead of brushing up on your communication skills and now the heat is on. Recruiting season is here and you don't want to end up working for the firms that get made fun of all the time around here. Instead of hyperventilating, email us […]
Sayeth San Fran managing partner Mark Edmunds.
He told the SF Business Times, “The cool factor will be very high,” so maybe we’re taking his statement slightly out of context. Presumably, “high cool factor” not only means that there won’t be tight security on bathrooms and they’ll allow pictures in your respective cube but it sounds as though there will be a faux-Starbucks available and a theater so you can listen to Barry Salzberg talk about diversity in surround sound.
The new office — nine floors in San Francisco’s newest office tower — represents not only a change in address, but an evolving philosophical transformation in how Deloitte serves its clients. Instead of private sanctuaries where partners retreat to pore over financial statements, the new environment will be all about collaborative spaces, Starbucks-like cafes and enclaves with the latest video conferencing technology. There will be a theater-style “learning center” that can hold groups of up to 200.
Deloitte recalculates headquarters [SF Business Times (partial subscription required)]
Joking, joking, joking. Actually it’s the American Accounting Association Robert M. Trueblood Seminars for Professors and it sounds as though it’s a pretty important little get-together.
Launched in 1966 and sponsored by the AAA, the Trueblood Seminars is a two and one-half day session where attendees share and examine complex accounting and auditing case studies. The program’s objective is to offer professors some perspective on present day accounting issues from the viewpoint of the auditors and preparers of financial statements. Each seminar features multiple case discussions led by Deloitte & Touche LLP partners, an open forum discussion on professional issues and developments in practice, as well as an update on the standard-setting activities of the Financial Accounting Standards Board (FASB). More than 2,000 professors have attended the Seminars since the program’s inception.
As long as Barry Salzberg isn’t having a free-wheeling discussion about diversity, then we’re all for it.
Deloitte CEO Barry Salzberg did a little sit down with the Journal and made it perfectly clear that he’s shopping for another acquisition. The BearingPoint transition seems to have gone as well as Dr. Phil could have asked for and now he’s ready to move on to the next one.
Mr. Salzberg declined to name specific future targets, but said he sees opportunities to build scale in areas including environmental and technology consulting.
“I would be very willing to make another and very willing to position ourselves properly for the right kind of acquisition or a combination in the market.”
The Journal article mentions the recent rumors around Booz & Co. merging with A.T. Kearney but BS wasn’t that hot on the idea (even though D could take
both either of them no prob) saying that they aren’t, “‘as high a priority for me’ as other opportunities.”
Plus, Salz is hoping that he can offering something tangible for a change rather than just billing all your hours out, “He cited a newsletter, or ‘information services,’ as an example of something that isn’t as labor-intensive as consulting but provides a complementary service to clients. Such a business ‘isn’t as dependent on the hourly production of people,’ he said.”
No target is too big or too small, according to Salzberg but like we mentioned, he’s not naming names. So let’s try and read his mind a little bit, throwing caution to the wind – McKinsey? DiversityInc Magazine? The Hair Club for Men?
Suggestions, sincere wishes and wild-ass guesses are welcome.
And neither does PricewaterhouseCoopers. They and the rest of the Big 4 are all over this diversity thing, strategically placed fliers around the office, the constant barrage of emails and the training. Thank the Maker for the diversity training. However, we did note something that is part of the diversity strategy that probably has better intentions than it sounds:
One of those people I interviewed is Niloufar Molavi, who is the U.S. Chief Diversity Officer for PwC (PriceWaterhouseCoopers.) She is very proud of the diversity and inclusion work of PwC. When I asked Niloufar which of their programs, policies or processes were the most innovative, she said, “At PwC we’re proud of all our diversity efforts, but if I had to choose one to highlight, it would be our white male strategy. Men comprise over half our firm and it’s critical to engage them in the dialogue about inclusion.”
Diversity Is Dead? Not According to PwC [Fast Company]
In blatant-misuse-of-the-corporate-credit-card news, a former Deloitte “trainee/student” (let’s assume an intern, shall we?) has admitted to racking up over £8,800 in gambling debt on his Deloitte issued credit card.
Umar Qureshi, using his Deloitte laptop no less, managed to lose the money in just a couple of months, October and November of 2008. At that point, Qureshi, rather than admit to being a horrendous gambler, lied about the charges, telling Deloitte that they were fraudulent. Depending on when this particular lie took place, he only managed to keep a straight face, at the most, for two months, as Deloitte terminated his contract in January of ’09.
Which is understandable. Gambling can be nerve-racking on its own but losing your ass on the Corporate Card has got to be a real pant-crapper. This makes for the second Big 4 degenerate loser to make headlines this year in the UK. Back in February, a ex-KPMGer really was rolling, slamming over £25,000 on his expense report.
Accountancy Age reports that the Institute of Chartered Accountants in England and Wales (“ICAEW”), “ordered that the defendant cease to be a provisional member and be ineligible for re-registration for six months, and that he be severely reprimanded.” As we mentioned in the KPMG case, we’re not sure what a “reprimand” entails but a weeklong diversity training with Barry Salzberg could be a possibility.
Luckily, for Qureshi a relative was kind enough to pay the debt owed to Deloitte, who must have really wanted the money back. It’s just principle.
Former Deloitte student admits £8k bill from online gambling [Accountancy Age]
How’s your Thursday morning going Sons and Daughters of Deloitte? Busy? Swamped, you say? Thought so. Well, whatever it is, it can wait.
YES. IT. CAN.
Barry Salzberg needs your full and undivided attention to an important matter today: compliance with internal policies, specifically independence and ethics. During the throes of busy season, you adherence to these important values must not waiver.
Are you trading in client stock in your Scottrade account? Ghost-ticking workpapers? Ramming meaningless numbers into that tax return? Stop it right now. Bar knows that sometimes you can’t just help yourselves, so he dropped a little reminder into your inbox this morning (we were told) with the subject “A must-read for everyone”.
Today, we have an important challenge that we simply cannot ignore. Our level of compliance with our internal policies – specifically our independence and time reporting policies – is not where we need it to be.
Please take a few minutes to read Beyond the Numbers: Our Independence, Ethics & Compliance Imperative from Mike Zychinski, our Chief Ethics and Compliance Officer. The report, which I consider to be a must-read for everyone, addresses concerns from our regulators, what we are doing as an organization to address them, and what you can do to meet your individual compliance requirements.
When it comes to issues of compliance, we must meet the expectations of our clients and regulators. What’s more, we must fulfill our own high expectations of ourselves. Thank you for taking a few minutes to read the report and for your focus on meeting your individual compliance requirements.
Bolding is ours. After this email, a 2,100 (give or take) word report follows from Chieftain of Ethics Mike Zychinski. Despite the high standard that Deloitte holds you to — higher than the SEC, PCAOB, and the AICPA, we might add — this happend, “Based on our own reviews and that of the PCAOB, we believe compliance with our independence policies is not what it should be, and the PCAOB has, in fact, questioned our commitment to adhere to our own policies. This is clearly not acceptable.”
Our contributor Francine McKenna reminded us that Deloitte didn’t think too much of the PCAOB’s report from last year, “They [are] the same firm that famously responded to the PCAOB’s latest inspection report, ‘How dare you second guess us?‘”
Based on the following list of reprimands, perhaps the PCAOB has a leg to stand on?
Four hundred seventy-five total reprimands were issued for noncompliance issues, including:
31 reprimands for independence-related violations of SEC or AICPA rules
174 reprimands for noncompliance with Deloitte independence policy
218 reprimands for failure to meet mandatory training requirements
45 reprimands for CPE noncompliance
7 reprimands for noncompliance with Deloitte CPA Licensing policy
Is 475 a lot or a little? An improvement from last year or is it worse? We’re not really sure. We haven’t received any comment from Deloitte and their Transparency Report doesn’t have more details. But since Barry Salzberg never seems to be satisified with anything, we’re guessing you can do better.
Continuing our F100BCTWF coverage, we find Deloitte next in the pecking order at #70. This extends Deloitte’s streak of umpteenththousandth straight years on the list. Congrats.
Deloitte – Previously ranked #61. Fortune cites Delta Chi as the big whoop-de-do at Deloitte: “[The] Firm has invested $300 million in Deloitte University, a 107-acre campus in Texas that opens in 2011 and will be the ‘symbolic heart’ of their organization.”
Other interesting stats per the snapshot:
• New Jobs (1 year): 296
• % Job Growth (1 year): 1%
• % Voluntary Turnover: 10%
• No. of Job Openings at 1/13/2010: 11,000 (?)
• Most common salaried job: Senior/Senior Consultant with average salary of $84,658
11,000 job openings? Thoughts on that?
The snapshot also states that 32% of its workforce is minorities and 44% of the workforce is women. What do you think new Chief Diversity Dude John Zamora is shooting for? 50/50? People are kvetching about a few H-1Bs, can’t imagine what that will sound like if Barry Salzberg finally is satisfied.
Plus — not to disappoint some of you looking forward to doing keg stands — if Deloitte scrapped the whole “symbolic heart”, project JARED (can anyone come up with something better than “Jointly Address Reducing Expenses at Deloitte” for the love of God?) wouldn’t even be necessary.
Back in November, we introduced you to Punit Renjen, the new Chairman and CEO of Deloitte Consulting. Based on his statements at the time, PR sounded pretty stoked about leading D Con and making sure the firm remains on any “Best Places to Work” list .
But since P. Ren took the helm, there has b speculation on the Deloitte forum Greendotlife about laid off Americans in favor of Indians on H-1B visas.
As you might expect, it’s a pretty ugly conversation:
Deloitte Consulting under the leadership of Punit Renjen has completely lost its moral compass. This man has put profits ahead of the American workers. He has shown his deliberate willingness to sabotage the dreams of many American young men and women who are able and hard working. Sacking highly qualified Americans and then replacing them with cheap less qualified foreigners is morally wrong and Un-American. That is the Punit paradigm.
Let’s be serious here- do we really want to outsource the strategy ops/ human capital work to a bunch of foreigners? It makes sense to give them the behind the scenes job such as programming, testing, payroll, etc.
And a response:
WHAT? “Lost his moral compass”?? Firstly, his job is to maximize partner profits. He is legally allowed to fire Americans, in America, and bring in foreigners to replace them. If he didn’t do it, someone else would. Competitors such as IBM, Accenture etc. cartainly do this all the time.
And this is the tame stuff. It would be easy for us to say that this is typical American xenophobia but if enough people are complaining about it, does that make it a problem for Deloitte leadership? As another comment attests:
It seems there is much concern amongst posters on this thread that Indians are replacing American workers in an American firm in the USA because they are cheaper and because the senior leadership wants to “celebrate diversity”.
Looking at the number of posts and the level of passion exhibited, this is a real issue for many people, so stop trying to shut down the conversation. People are concerned about this. And don’t start bleating “racist” like a sheep.
Deloitte certainly likes making their diversity efforts known but it would difficult (if not impossible) for anyone to prove that this is the firm’s approach at promoting diversity.
Further — as much as Lou Dobbs hates it — if Deloitte is replacing Americans with Indians, it’s perfectly legal and there’s nothing anyone can do about it. The whole thing is moot anyway, as a lawyer friend told us that the H-1B quota has already been met for 2010.
We reached out to a Deloitte spokesperson who said that the firm would not comment on individual opinions from the forum.
Wanting some additional perspective, we asked some of our sources at Deloitte for their opinions on the discussion:
[F]rom looking at what’s going on in my group and region, I would tend to conclude the opposite. The vast majority of people who got got axed were on H1B and Senior Managers were often heard talking about how it’s hard to justify (to who I’m not sure) hiring non-American when there’s such a glut of American capacity; and I doubt that the hiring/firing strategies would differ so drastically.
Another source was not only skeptical but told us that maybe people should be more concerned about their clients:
[Many] seemed to be paranoid about losing their jobs to someone in Hyderabad. I think that their fears are overblown. I was always more concerned about my client going bankrupt or us being replaced…than I was some guy on the other side of the world taking my job.
So what exactly is going on here? You’ve got a forum full of angry Deloitte employees claiming that jobs are disappearing for the sake of diversity and cutting costs but is there anything to it? Aren’t we witnessing an international company making business decisions? If you’ve got additional thoughts and insights, get in touch with us and discuss below.
If any Deloittians were even remotely concerned that Bloomberg would squash the BusinessWeek list franchise — and thus stealing Deloitte’s crown — as part of yesterday’s completed ause for concern because the big D is now extra super special.
Deloitte has been named the “model employer” in conjunction with “The Shriver Report: A Woman’s Nation Changes Everything,” according to a press release.
The release is not yet available on the Deloitte website so we’ve presented it here:
SHRIVER REPORT NAMES DELOITTE MODEL EMPLOYER
Deloitte Recognized for its Strategies to Adapt to the Evolving Workforce
NEW YORK, December 2, 2009 — Deloitte LLP has been named the “model employer” in conjunction with “The Shriver Report: A Woman’s Nation Changes Everything,” a study released last month by Maria Shriver and the Center for American Progress. The Shriver Report is an in-depth study and analysis of what has happened, and what still needs to happen, now that women comprise half of the United States workforce and contribute significantly to household income. The study explores how business, government, the media and other institutions can work together to adapt and benefit from the trend.
The report has been delivered to President Obama, each of the Fortune 500 CEOs and all 535 members of Congress. Shriver has presented its findings to the Workforce Protections Subcommittee of the House Committee on Education and Labor.
The Shriver Report refers to Deloitte as “an excellent example of an employer that has taken an aggressive leadership position in protean career approaches,” providing career-life integration programs that allow both the organization and its workforce — women and men — to reach their goals.
Barry Salzberg, chief executive officer of Deloitte LLP, said, “Deloitte applauds The Shriver Report’s efforts to raise awareness of a trend that is not only transforming our institutions, but providing them with opportunities to grow, innovate and enhance their performance. Through our own substantial efforts to retain and advance women, we’re realizing the benefits and value to our organization, to the clients we serve, and to the cities and communities in which we do business.”
In 1993, Deloitte established the first major corporate initiative for the retention and advancement of women to harness opportunities presented by the growing representation of women in the workforce. Today, Deloitte’s Women’s Initiative focuses on building a strong pipeline of women professionals that strengthens leadership, drives marketplace growth and creates a culture where the best people — women and men — choose to be. Through a variety of ongoing professional development, mentoring and career-life programs, Deloitte has increased the number of women partners, principals and directors to more than 1,000 today from 97 in 1993.
Most recently, recognizing that one-size-fits-all workplace practices suit fewer and fewer professionals, Deloitte has moved from a corporate ladder to a corporate lattice model of career development. No longer is moving up the ultimate goal — there are now many ways to have a successful career. Since adopting this model, Deloitte’s has enjoyed a 25 percent increase in overall employee satisfaction with career-life fit and earned the No.1 ranking on BusinessWeek’s list of “Best Places to Launch a Career” in 2009.
“Deloitte’s experience since the inception of our Women’s Initiative parallels the journey described in The Shriver Report — the transition from a fixed idea of what professionals must to do develop their careers to the idea that career development can be more fluid. We have steered our organization toward a new paradigm of work, one that allows both men and women the flexibility to grow their careers and live their lives, without having to sacrifice one for the other,” said Barbara Adachi, principal, Deloitte Consulting LLP, and leader of Deloitte’s Women’s Initiative.
Deloitte’s leading talent initiatives and benefits include:
• Mass Career Customization ™ — a model that enables all Deloitte professionals to dial up and dial down their careers to fit their needs at various life stages
• Women as Buyers, a program to help men at Deloitte build stronger relationships with women clients and colleagues by better understanding their work styles
• A voluntary sabbatical program that allows Deloitte employees to take up to six months off to engage in volunteering and other personal pursuits
• Deloitte University, a state-of-the-art learning and leadership development facility currently under construction to foster personal and professional growth at Deloitte
• Paid parental leave with no minimum eligibility requirements, emergency back-up dependent day care, adoption assistance, and a Personal Pursuits program to support those who take career breaks for up to five years
As used in this document, “Deloitte” means Deloitte LLP and Deloitte Services LP, separate subsidiaries of Deloitte LLP. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Dr. Phil is obviously ecstatic since he’s been out there working the diversity angle. And we have to admit that it’s nice recognition for the firm. A couple of more notable things fell under “Deloitte’s leading talent initiatives and benefits.”
We’re all familiar with Deloitte’s version of Delta Chi. The destruction will be centralized and will not doubt save the firm millions in the long run. Brilliant.
We’re even more interested in the “Women as Buyers” program. Unless we misunderstand, there must be a hell of a lot of men at Deloitte that need help understanding that their female colleagues aren’t interested in spending 2 – 3 hours a day strategizing for this week’s matchup in fantasy football. Or that shirts come in colors other than blue. Couldn’t they have passed out copies of Men are from Mars, Women are from Venus instead?
Gents, if you’ve participated in the Women as Buyers program we’d love to hear about it, since our speculation about the content is suspect at best. Also, feel free to discuss Deloitte’s latest triumph (not to mention promotion opportunity) in the realm of ubiquitous employer lists.
Since accounting firms like to boast about their diverse workforce but always seem to maintain that it isn’t diverse enough, we would kindly ask, “which the hell is it?” The whole argument of “we can always do better” is fine but at least one academic is saying that the accounting profession has pretty much failed in its attempts to develop a more diverse workforce.
Continued, after the jump
Frank K. Ross, director of the Howard University Center for Accounting Education, called for increased efforts at recruitment, retention and leadership development…Ross noted that despite four decades of effort and significant progress, accounting still trails other professions, and many large businesses, in minority representation. According to the AICPA’s most recent study, minorities currently hold only 5 percent of partnership positions at the largest firms, and only one percent of partners are African-American.
So if accounting firms of all sizes having been trying for forty years to diversify their workforce and still trail other professions and minorities only compromise 5% of the partner positions at the largest firms, does that mean these firms really suck at recruiting and retaining a diverse workforce?
If the AICPA is calling out its own members for sucking at diversity, we might have more of a corporate culture issue as the source of the problem. Professor Ross notes “significant progress” but that doesn’t really seem to be illustrated here.
Fortunately, like all good academics, Prof. Ross manages to have suggestions for improvement:
• Making diversity an integral part of the corporate culture – building it into the DNA of the organization;
• Developing special training for employees at all levels to help them become more sensitive to cultural differences and more aware of diverse styles of working;
• Identifying the best and brightest from their minority workforce and singling them out for focused support at all times, including downturns; and,
• Establishing diversity in cultural background and experience as key criteria in hiring and for work assignments.
Honestly we’re not crazy about these suggestions since we don’t understand how some of these would be implemented. All the firms require diversity training already so is the suggestion to require super-diversity training? And “identify the best and brightest”. Don’t the firms already claim to do this?
Since you all are on the front lines discuss – in the comments – your firm’s diversity initiatives and whether you think they are actually productive or its simply more of your firm’s sorry attempt to disinform about their lack of diversity. Is it the culture among the firms or are there other factors keeping these firms from improving on diversity?