INTRODUCTION

“Deloitte” is the brand under which tens of thousands of dedicated professionals from
independent firms all over the world collaborate to provide audit, consulting, financial
advisory, risk advisory, tax, and other services to select clients.

These companies are part of Deloitte Touché Tohmatsu Limited, a UK private company
limited by guarantee (“DTTL”). Each DTTL member firm provides services in specific
geographic areas and is governed by the laws and professional regulations of the country or
countries in which it operates. Each DTTL member firm is structured in accordance with
national laws, regulations, customary practise, and other factors, and may secure professional
service provision in its territory through subsidiaries, affiliates, and other related entities. Not
every DTTL member firm offers all services, and certain services may be unavailable to
attest clients due to public accounting rules and regulations. DTTL and each DTTL member
firm are legally distinct and independent entities that cannot bind one another. DTTL and
each DTTL member firm are only liable for their own acts and omissions, not those of their
colleagues. Client services are not provided by DTTL (also known as "Deloitte Global").

Deloitte has approximately 334,800 professionals working at member firms in more than 150
countries and territories, providing audit and assurance, tax, consulting, financial advisory,
risk advisory, and other services. The total revenue for fiscal year 2020 was $47.6 billion
USD. In the 2020 Deloitte Touché Tohmatsu Limited Global Report, you can learn more
about Deloitte. In addition, please see the chart below for comparable data from previous
years:

2020 2019 2018 2017 2016 2015 2014 2013 2012 2011 2010 2009
Revenues
(US$ in $47.6 $46.2 $43.2 $43.2 $38.8 $36.8 $35.2 $34.2 $32.4 $31.3 $28.8 $26.6
billions)
People 3,34,800 3,12,028 2,86,214 3,34,800 2,63,900 2,44,400 2,25,000 2,10,400 200,000+ 1,93,000 1,82,000 1,70,000

Countries
and 150+
territories
(Source: www2.deloitte.com)

STRENGTHS
1. Best for consulting and advisory: Deloitte assists clients by providing services in
the areas of strategy & operations, technology integration, human capital, enterprise
applications and short-term outsourcing. In 2017, consulting accounted for Deloitte’s
37% of worldwide revenue share earning $14.3 billion of the revenue pie.
 2. Heralding Industry 4.0: Industry 4.0 is a name for the current trend of automation
and data exchange in manufacturing technologies. It includes cyber-physical systems,
the IoT, cloud, and cognitive computing. Now Deloitte is coming up with “SMART”
strategies and solutions. Their new offerings are making them the first choice in the
industry be it the rolling out of MSC for ME, Smart Columbus Operating System,
iDeal and DeloitteSmartReports.com.
3. Extensive global presence with several maven clients: Deloitte has the largest
number of clients amongst FTSE 250 companies in the UK. Deloitte is present in 150
countries with a workforce of 263,900. 82% of the Fortune Global 500 companies are
served by Deloitte. Deloitte has worked with iconic companies to form alliances in
order to help the physical-to-digital divide.

PURPOSE

Deloitte has long been a purpose-led organization. In 2015, It put that Purpose into words to
inspire Deloitte professionals and help us achieve our global strategy of being the undisputed
global leader in professional services.

Deloitte makes an impact that matters.

Our desire to make a positive, enduring impact every day for our organization and its
stakeholders requires that:

 It serves clients with quality and distinction, making a measurable and

attributable impact.

 It inspires the people to deliver value—mentoring and developing future leaders

and colleagues for life.

 It contributes to the society, building confidence and trust, upholding integrity,

and supporting the community.

 It leads the profession by challenging ourselves to do what matters most,

delivering innovative ideas that reflect our unique capabilities.

CHARACTERISTICS

Integrity
It believes that nothing is more important than reputation, and behaving with the highest
levels of integrity is fundamental to who they are. It demonstrates a strong commitment to
sustainable, responsible business practices.

Outstanding value to markets & clients

It plays a critical role in helping both the capital markets and our member firm clients operate
more effectively. It considers this role a privilege, and knows it requires constant vigilance
and unrelenting commitment.

Commitment to each other

It believes that our culture of borderless collegiality is a competitive advantage for us, and it
goes to great lengths to nurture it and preserve it. It goes to extraordinary lengths to support
our people.

Strength from cultural diversity

Our member firm clients’ business challenges are complex and benefit from
multidimensional thinking. It believes that working with people of different backgrounds,
cultures, and thinking styles helps our people grow into better professionals and leaders.

DELOITTE WORK CULTURE AND ENVIRONMENT

Research consistently demonstrates that culture drives business value. Organizations with
engaged and committed employees have higher levels of customer loyalty, revenues,
profitability and employee retention. Just as culture is a powerful competitive differentiator, it
can also destroy value if it is not aligned with strategy and adapted to changes in the business
environment.
The CEO and executive team must clearly understand their organization’s cultural values,
determine what is needed to drive the business strategy, and take responsibility for shaping
them.
Experience shows three key stages in creating and reinforcing the culture that one want.

Adopt a laser Reinforce

sharp focus on through people
defining the Shape through practices and
culture that you leaders business and
need to support actions, operational
your strategy decisions and processes
organisations
symbols

1. Adopt a laser sharp focus on defining the culture that you need to support your
strategy
Changing your culture needs to start with defining those cultural attributes that will drive
your business strategy. Deloitte’s global culture model highlights eight dimensions that
provide a framework to guide distinct choices and decisions regarding priority behaviours to
achieve your strategy.
An organization undertaking growth through innovation will likely need a laser sharp focus
on building a culture of Change and Innovation, External Orientation and the Courage to take
the plunge in unchartered growth territories. Also, we have seen organizations placing a
distinct emphasis on Collaboration as they seek to achieve synergies across their value chain
and build the “networks of teams” that maximize smooth hand-offs between parts of the
value chain. Just like strategy, defining your desired culture involves choices and trade-offs.
2. Then drive, with relentless focus, actions that shape employee behaviour in line with
this Culture is shaped by leaders’ actions and decisions and by symbols manifested
Driving culture through organization levers without sufficient attention on the leader role can
result in culture change efforts that are seen as programmatic and mechanistic. Within
Deloitte, the ritual of giving a compass when joining the leadership team symbolizes the
strategic and moral direction those leaders are expected to set.
Creating a visual formula that codifies the behaviours that the organization seeks in pursuit
of success is also a powerful cultural symbol significantly, the organizational behaviour shifts
reflected in blueprint scores achieved, correlate positively with business profitability.
Deloitte Consulting own Africa Formula for Success reflected here was developed with
employees and features prominently in our offices. Complacency is a bottom-line behaviour
that we want to avoid and is represented as a ‘boiling frog’ to reinforce the powerful message
to remain alert always and prepare to adapt to changing circumstances.
3. Culture is reinforced by people practices and business and operational processes
Overly focusing on leadership behaviour and symbols as the silver bullets jeopardizes
sustained and critical mass behaviour change due to lack of ‘hardwiring’ into organization
practices and processes. To drive the culture the organization seeks; concrete shifts to people
practices, business and organization processes and infrastructure are required.

People practices:
Within Deloitte Human Capital, we have built an explicit acculturation into our recruitment
process where candidates ask questions about and experience the culture as a component of
the process. Similarly, the way communication happens sends strong signals regarding your
culture. We have assisted organizations in developing digital people engagement platforms to
enable two-way communications, input and recognition. Use cases include transmitting
strategy information, safety alerts, conducting pulse surveys, incident reporting and sending
recognition vouchers. Such practices collapse hierarchy and accelerate agility and
collaboration.
Business and operational processes:
The organization took decisive, targeted action to educate, up skill and set behavioural
expectations with the Cargo Hands to change the way cargo is loaded to improve business
and customer results. Successful organizations have learnt that it is often possible and
desirable to integrate multiple processes (both people and operational) in driving a core
behaviour. Collaborative ideas feed into their Innovation imperative through the pragmatic
integration of these people development and business development processes.
Business infrastructure:
How can the environment, work space and infrastructure be modified to support the culture?
The environment of an organization speaks volumes about its culture. How many of you have
formed an opinion about an organization and what it stands for simply by the “look and feel”
of the reception area and the service experienced at reception. Many organizations have used
office relocations to amplify collaboration as a core aspect of their culture through
collaborative technologies and work spaces.
Focus for results
Culture can and should be a precision tool for the execution of strategy. To achieve this
requires focus on critical, yet pragmatic success factors:
 Be intentional about those critical culture dimensions and behaviours that will drive
your strategy and future organization model
  Focus leaders on role modelling desired behaviours, day in and day out
 Involve employees in the journey through active engagement and dialogue
 Codify and explicitly “call out” desired behaviours in people practices throughout the
employee life cycle
 Introduce deliberate shifts in business and operational processes and infrastructure
that “hardwire” behaviours and culture

CAUSES AND EFFECT FOR RETENTION AND ATTRITION

Attrition
In today’s competitive business environment, the impact of attrition on a company or
business can be detrimental to both fundamentals and ethics. Attrition may include loss of
staff or employees or even loss of customers. Both failures to retain customers and employee
turnover, over time can challenge management. Attrition is an inevitable part of a business.
There will come a time when an employee wants to leave your company - for personal or
professional reasons. Employee attrition occurs when the size of the employees decreases
over time due to unavoidable factors such as resignation for personal or professional reasons.
Employees leave the company sooner than they are hired, and this is something which is
beyond the control of the employer.
Some of the causes of attrition are:
 New opportunities in the market.
 Dissatisfaction with the manager/supervisor.
 For further studies.
 Lack of role clarity.

Retention
Staff/employee retention refers to the policies and practices that companies use to prevent
key employees from quitting their jobs. How you can keep/ retain important employees is one
of the biggest problems that the companies are facing right now as the market is very
competitive. To build a successful company, employers should consider as many options as
possible for retaining the employees, while at the same time securing the employees trust and
loyalty towards the organization so that they have no desire to leave in the future.
Some of the causes of retention are:
 Flexibility in work schedule
 Recognition and rewards
 Personal growth
 Compensation and other benefits.
QUESTIONNAIRE
Below are some of the questions which were asked to the Deloitte/Ex Deloitte employees to
know the job satisfaction level
COMMITMENT TOWARDS ORGANIZATION
1. Organizational Commitment

Organizational commitment helps organizations perform better and achieve their goals
because their employees feel connected to the organization, are more productive and
dedicated to their work
It is an individual's psychological attachment to the organization, Meyer and Allen's model of
commitment is a well-known for basis behind many of these studies was to find ways to
improve how workers feel about their jobs so that these workers would become more
committed to their organizations.
When an employee feels a strong sense of organizational commitment, they buy into the heart
and future vision of the company (both professionally and personally), they understand the
goals of the organization, they feel as though they fit in and are well respected and
compensated for the work they do.

This is likely to lead to an increase in productivity, engagement, commitment, and morale

and will increase an employee’s chances of staying with that organization for a longer period.
Given the ever-increasing competitive nature of organizations, this is key to companies
retaining their best talent.

2 Job Involvement and Satisfaction

Job Involvement
Job involvement refers to a state of psychological identification with work—or the degree to
which a job is central to a person’s identity. From an organizational perspective, it has been
regarded as the key to unlocking employee motivation and increasing productivity. From an
individual perspective, job involvement constitutes a key to motivation, performance,
personal growth, and satisfaction in the workplace. People become involved in their jobs
when they perceive in them the potential for satisfying salient psychological needs (e.g., for
growth, achievement, meaning, recognition, and security).
Job Satisfaction
‘Job satisfaction’ or ‘employee satisfaction’ is a measure of workers' contentedness with their
job, whether they like the job or individual aspects or facets of jobs, such as nature of work or
supervision
The most famous statement regarding this is given by American psychologist Edwin E.
Locke he says it is "a pleasurable or positive emotional state resulting from the appraisal of
one's job or job experiences”
Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.
The main premise of this theory is that satisfaction is determined by a discrepancy between
what one wants in a job and what one has in a job.

It is assessed at both the global level (whether the individual is satisfied with the job overall),
or at the facet level (whether the individual is satisfied with different aspects of the job) and
is primarily based on psychological responses to an individual’s job

3. Decision Making in an Organization

Organizational decision making is the “process by which one or more organizational units
make a decision on behalf of the organization” as given by Huber Model (1981).
The decision-making unit may be as small as an individual, e.g., a manager, or as large as the
entire organizational membership

Individuals throughout organizations use the information they gather to make a wide range of
decisions. These decisions may affect the lives of others and change the course of an
organization
Decisions can be classified into three categories based on the level at which they occur.
Strategic decisions set the course of an organization. Tactical decisions are decisions about
how things will get done. Finally, operational decisions refer to decisions that employees
make each day to make the organization run

THEORETICAL ASPECTS OBSERVED FROM DELOITTE’S

EMPLOYEE QUESTIONNAIRE
In the survey we can see majority of the employees are not willing to continue their work for
more than 2 years or more as they felt underappreciated and under-valued by their
organization, which shows lack of contribution in compensation to the employees on their
handwork by the organization which creates a work life imbalance for the employees and
decreases Organizational commitment by the company which results in further decline in job
involvement and job satisfaction of the employees

There are many employees who gave positive feedback towards he teams involvement in the
company, support for the knowledge and a skilled level environment provided to them in the
workplace thus confirming a good employee to employee relationship which enhances the
Decision-making process in the Organization

ANALYSIS

We have received 25 responses through the survey that we have conducted with the people
who have worked/working for Deloitte. we can see that most of them have worked in Deloitte
for 1-3 years. It is quite impressive that out of 25 responses, 69.6% people are still working in
Deloitte and the saddening part is that almost half of the people are not willing to work with
Deloitte for two more years because of various reasons.
People have left the organization due to lack of compensation, recognition and rewards.
Some of the ex-employees have responded that they felt unappreciated and undervalued.
They were not getting the appreciation that they deserve for the work they have shown. It
indicates that Company is not focusing on employee retention programs.
With voluntary commitments on one side to work commitments on the other, the struggle to
achieve a work-life balance is higher than ever. The traditional working hours in a company
was around 9 to 5. With rising competition employers are expecting too much from their
employees, like working way past the working hours and this is another reason the employees
are not happy and they are thinking of quitting.
Others think that they are not supported by their managers, they do not feel challenged, their
goals are not aligned with the objectives of the organisation and some few other employees
want to study further. So, these all fall under attrition.

SOLUTIONS
Measures to reduce attrition:
1.Hiring Attitude
When hiring, you may not always find the skills you want in an employee, but if you screen
for good attitude, you can reduce your attrition rate. Look for employees with a strong work
ethic, the ability to get along with others and a willingness to learn. You can train such an
employee and have a vital worker that is not only less likely to quit but less likely to cause
others to quit.
2.Allocate the right resource to the right job
If managers allocate a task to a resource that does not align with his/her skill set, it will
disengage them and reduce their productivity. If the resources are underqualified, then they
can feel frustrated, burnout and delay delivery. If the resources are overqualified, they might
lose interest and feel their potential is not getting realized. Allocating the right resource to the
right job is therefore important to ensure both employee and client satisfaction.
3.Optimize workforce utilization
Deloitte survey reveals that “42% of employees have left their job due to burnout”.
Overutilization can put employees under immense pressure and can contribute to employee
attrition. At the same time, underutilization can lead to disengagement and low morale. Thus,
optimizing employees’ utilization is critical to leverage their skills at maximum potential and
retain them. Managers need to keep in mind that effective utilization is not just about working
too many hours.
4.Organize effective team-building activities
Facilitating strong bonds amongst colleagues is proven to improve the efficacy of employees
and enhance employee engagement. Companies that provide a high emphasis on employee
retention must highly value interpersonal relationships. This is because coherent teams result
in enhanced communication, lower stress levels, and greater output. Moreover, if employees
feel they have made meaningful friendships at the workplace, they are more likely to stick
around.
5.Plan training & development programs
Providing training and development programs display the commitment given by the
company. A resource manager can help the resources by projecting a career path, thereby
giving a purpose and setting direction. Managers can implement an Individual Development
Plan to help employees reach short and long-term career goals and improve current job
performance. Training facilitates self-growth and will allow the resources to contribute
better. They can take up more responsibility in the team or even be eligible for higher roles.
6.Share regular feedback
Sharing constructive feedback with employees regularly enables them to see themselves from
the employer’s perspective. We can acknowledge their strengths and also address the areas of
improvement. When they know their leaders are promoting individual development, it will
boost their motivation levels and eventually increase retention. Expressing gratitude should
also be a part of feedback sessions to acknowledge their work and efforts.

SOLUTIONS
Retention of employees:
1.Providing Growth:
Recognize employees who contribute positively to your company by giving them increased
responsibilities. This does not always have to mean a raise. Give employees more say in
decisions, the work environment and ways to improve productivity and quality, and you will
engage them in their work more. Such employees can develop loyalty for you and your
company and greatly reduce attrition.
2.Showing Respect:
Train your managers to show respect for employees, even in conflicts. When employees feel
they work in an environment where they are respected, they are more likely to stay in that
environment.
3.Providing for Work/Life Balance:
Today’s employees seek jobs that allow them to have a personal life. Make sure you allow
time off for family emergencies, personal business and vital errands, such as picking up kids
from school. Don’t make overtime a way of life, and respect an employee’s days off when
scheduling special projects. Employees are more likely to stay on jobs that blend well with
their lives.
4.Pay Packages:
One of the main reasons employees leave a job is higher pay elsewhere. Survey the job
market occasionally to make sure that the wages that are offered are competitive. Also look at
the value of your benefits package from time to time to see if it offers employees value.
Remind employees of the value of their benefits, so they will keep this in mind when
weighing job offers from competitors.
5.Salary and Benefits:
If your small business has a low turnover rate, you can assume employees are relatively
satisfied with their salary and benefits packages. If a worker can earn more money
performing the same job elsewhere, he may opt for the higher-paying position. Benefits are
also becoming increasingly important to employees. A small business that provides
healthcare and retirement benefits is more likely to see low turnover than a company that
doesn’t offer this perk.
6.Workplace Environment:
In a small business, employees work in relatively close contact with one another. If inner-
office conflict arises and is allowed to fester, it can result in a hostile workplace environment.
Businesses that fail to set behavioural guidelines and codes of conduct risk losing employees.
Small businesses that create a pleasant work environment are more likely to see lower
turnover, simply because employees enjoy their jobs and the company of their colleagues.
7.Opportunity for Advancement:
Employees often leave their jobs simply because they no longer have any chance for
advancement. Small businesses have only so many managerial roles available, so employees
who feel they’ve reached the pinnacle of their potential may contribute to a high turnover
rate.
8.Flexible Scheduling:
Many employers are seeing the value of offering employees flexible work schedules. Job
sharing, telecommuting and compressed workweeks are attractive benefits for employees
who want leeway in their schedules. Small businesses are often able to reduce turnover rate
by offering this type of work structure.