People Management

in Organization
END TERM PROJECT

Submitted By: Group No-11 BADAVATH KALPANA (MBAA22018)

EKTA MAURA (MBAA22027)
NIDHI CHAUDHARY (MBAA22039)
PRACHI BISHT (MBAA22048)
V.SINDHU MADHAVI (MBAA22081)
 Table of Contents

Company Overview ................................................................................................3

Case Introduction ...................................................................................................3

Primary research ....................................................................................................4

Talent Acquisition ...................................................................................................4

Induction Training and Development ...................................................................5

Organizational Culture ..........................................................................................6

Layoff .......................................................................................................................7

Performance Appraisal ..........................................................................................8

Incentives ...............................................................................................................10

Work-Life Balance ................................................................................................11

Retention Policy .....................................................................................................12

Recommendations .................................................................................................13

Conclusion .............................................................................................................15
Company Overview

Deloitte Touche Tohmatsu Limited, more generally known simply as Deloitte, is a

multinational network of professional service providers with its headquarters located in
London, England. Deloitte is one of the Big Four accounting companies, along with Ernst
& Young, KPMG, and PwC. It is the largest professional services network in the world,
both in terms of revenue and the number of professionals it employs (PWC). Over 415,000
professionals all over the world are part of Deloitte's audit, consulting, financial advising,
risk advisory, tax, and legal service delivery networks.

Case Introduction

This study's primary objective is to gain insight into the recruitment and selection
procedures, induction and training programs, and subsequent experiences of newly hired
employees at Deloitte, as well as other aspects such as work-life balance, corporate culture,
and so on.

The recruiting was conducted for a variety of roles, including SAP-ERP Analyst and
Application maintenance Analyst (.net developer). Two of the three individuals that were
interviewed are still employed by the company at this time, while the third person is no
longer with the company. After conducting additional research, we discovered that the
prospective employee left the corporation to pursue higher education but now wants to
return to work for the company.

Because the recruitment process takes a lot of time and results in a high cost for the
company, it is essential for HR professionals working for the organization to make sure
that the time and money they spend on it are spent to the long-term advantage of the
company and that the retention rate is maintained within the parameters that have been
established.
We have gathered the experiences of the recruits and their journey associated with the
Organization in order to understand the perspectives of these individuals so that we may
know the process of recruiting at the organization and have a better understanding of the
experience that candidates have during the process.

Primary research

Three different individuals working for Deloitte agreed to be interviewed by us. Two of
them had a background in engineering and worked as analysts, one of them had a
background in mechanical engineering and worked as an analyst, and the other one had a
B.Sc. degree in computer science and work as an Application Analyst (.Net Developer)

Two of the three people we interviewed are still employed by the organization, while the
third has already left to seek higher education but plans to return to work there once they
have finished.

In preparation for the interview, a questionnaire covering a variety of topics including

Talent Acquisition, Induction Training and Development, Incentives, Performance
Assessment, Work-Life Balance, and Employee Retention Policy was created. The
interview itself was conducted through Zoom Meeting.

The primary objective of our research is to gain an understanding of the current HR rules
as well as the opinions on HR and employees that exist under a variety of different
headings.

Talent Acquisition

The employees of the organization have stated that the company has a separate talent team
that deals with the process of hiring new employees and that the company also has another
team known as the resource management team that works with employees after they have
been hired by the company.

Referral recruits report that the onboarding process takes a long time because the response
after the interview was delayed until 2-3 months to confirm due to a lack of communication,
and it took almost 5-6 months to finally get the offer letter from the time they submitted
the application form until they were finally able to start working for the company. They
also stated that there is no effective communication in the event that they reject your
candidature, and as a result, they are kept in a state of uncertainty over their employment
status for a period of two to three months following the interview process.

Campus recruiters, on the other hand, did not have to contend with the same schedule for
joining the organization as the process that was held on campus; rather, they were already
initiated with the confirmation following the process itself and received joining instructions
once they had completed their graduation. They are therefore provided with clarity
regarding whether they are employed by the company or rejected by it.

Nonetheless, after confirmation, the process of joining was quite easy, and any queries
were resolved in a short amount of time. This was caused by the fact that HR was quick to
reply to questions and addressed the concerns of the individual in a timely manner through
emails alone, with very little interaction taking place over the phone.

Induction Training and Development

When seen from the point of view of the employee, the orientation and training that is
offered by the company are sufficient to provide them with an understanding of how teams
function and what is expected from them. They further clarified that the training is
developed specifically for the job type that they are hiring for, and that candidates should
expect to receive at least 2-4 weeks of training that is comprised of both theoretical and
practical instruction.

These training courses are designed for recruits who join the organization as a result of a
referral and had little or some experience prior to joining the organization. The goal is to
acclimatize them to the working environment before they are onboarded to the project in
accordance with their level of experience.

Although campus recruits received more intensive training for around two to two and a
half months to get them industry ready, the training was delivered to them in two parts:
first, they were familiarized with the principles such as programming languages, working
procedures, etc., and then they were given specific training depending on the projects they
would be assigned to such as.Net/Java/Python training based on the field they will be
working on.

The recruits stated that after the training and induction, they felt more confident to join the
team and didn't face much difficulty when assigned the projects. They also mentioned that
they were provided with a Coach who helped them understand the requirements and that
their overall development was taken care of.

Organizational Culture

Being a consulting company, Deloitte does not adhere to any specific timing requirements,
dress codes, or other standards because its primary clients are located all over the world.
Due to the fact that Deloitte maintains offices in a number of different nations and also has
numerous branches located inside those countries, the company has a highly diverse
culture, and as a result, they are able to serve customers from all over the world and are not
limited to any one region. Since Covid-19, the company has adopted a culture of hybrid
working, and since then, it has allowed its workers to work from home or any other location
in which they are most productive. But, if the nature of the project requires them to attend
meetings or other work-related activities at the office, they will be required to do so.

As for the employees, each one of them has been given a coach or a buddy in order to assist
them in comprehending the work, and in the event that they experience any type of
challenge or problem, they may communicate with their coach or buddy about it, or they
can go directly to their manager with the problem. The firm does not have any specific
guidelines that one should always follow as per the boss, but all employees are expected to
uphold fundamental ethical standards. Workers have access to a portal through which
employees may check their pay slips, make leave requests, and other administrative tasks,
including submitting queries. According to the employees, this portal was quite
participatory and self-sufficient. As a result, the employees didn't require much
involvement with HR because they were able to resolve their difficulties through the portal
or emails the majority of the time.

There is a rule at Deloitte that states individuals are promoted only after they have worked
for the company for a period of three years. However, an employee may be able to fast
track their promotion if they are doing extraordinarily well and their manager supports
them and refers them as well for the promotion, which can be done after only two years of
work experience if they meet these requirements. According to the employees, they have
flexible working hours, and if they are done with the work, they may leave the office early
they don't need to inform anybody, also for leaves they can take leave as per their desire as
long as there is no urgent task at hand, and also, the company encourages the employee to
take leave if they haven't taken any leave in the last 60 days.

Layoff

Despite the fact that layoffs are not typical at Deloitte and the company very infrequently
terminates any employees, during Covid-19 (i.e., the year 2020-2021), they terminated
almost 2% of their worldwide workforce (6000 employees), the majority of whom were
located outside of India. However, they began hiring again after the economy had
recovered and the demand for their services had grown.

Although there was not a significant amount of staff reduction in India, the management
decided to postpone performance reviews and promotions during the years 2020 and 2021.
This decision was made because they wanted to keep the employees they already had. Even
though they did not obtain an evaluation for their work for an entire year, this result had a
favorable effect on employees. In light of the pandemic situation, continuing to have a job
was of greater significance than receiving an evaluation. Since there was not a layoff,
however, the joining was also delayed, many campus recruits and freshers who were
waiting for the offer letter and joining date to start their journey with Deloitte had to wait
for some time, but the company assured them that they will definitely send the offer letters
and update them as soon as possible.

When seen from the point of view of the employees, it did not appear to be all that
disastrous to them compared to the situation in which they were forced to quit their job and
look for a new ones during the height of the pandemic. Furthermore, the fact that the fresh
joining was delayed rather than canceled meant that the recruits could continue to explore
options outside of Deloitte and still have a chance at Deloitte.

Performance Appraisal

According to employees, the organization uses a rating system methodology, and they have
a performance team that assesses each employee's performance during the entire year. The
evaluation of employees occurred quarterly rather than annually, and employees were also
asked to evaluate the organization as well as its progress throughout this time period.
Evaluations usually strike a balance between objective and subjective evaluative criteria.
The management typically makes use of a predefined assessment format and assigns points
to the employees based on their performance in a variety of job-related domains. A face-
to-face meeting between employees and their managers provides another opportunity for
workers to share their perspectives.

The next step is for the Performance team to have a meeting with the manager, during
which the manager will present his assessment and development plan for the employee in
front of the team. This will assist the team in better comprehending the potential that the
employee possesses, including their strengths, weaknesses, requirements, and the
challenges they are currently facing. The final evaluation scale is determined, and
increments are distributed to the employees after taking all of these factors into account.

The overall appraisal is entirely dependent on the manager because they are the ones who
represent the employee in front of the performance team. If they have any grudges or
partiality, they can use that opportunity to either hinder someone's career or favor someone
in an unethical way. Despite the fact that employees believed they received quite a nice
raise during appraisal and were content with the provided increments depending on
industry norms and their abilities, the overall appraisal is dependent on the management
fully.

According to employees, overall appraisals were fairly acceptable in comparison to

industry standards; nevertheless, the promotion criteria were something about which they
felt a bit uneasy. This is because Deloitte requires a minimum of 3 years of work experience
before promoting any employee; however, an employee can be promoted after just 2 years
of experience provided, they have the support of their management and have been referred
by their manager to fast track their promotion based on their exceptional work during the
tenure.

They heard regarding this procedure that even the hard-working and potential employees
didn't get the right appraisal as the managers didn't represent them correctly or had any
issue with them or if they favor someone, they get a better appraisal and rapid promotion
chances. This is despite the fact that the employees who were interviewed did not
experience any form of discrimination of this kind; yet, there were still some complaints.

Incentives

According to the employees of Deloitte, the monetary benefits that were provided to them
were ways like the Spot award and the Applaud award. These awards were given on a
monthly basis to the employees who performed well during that month on the assigned
project. Additionally, these awards were motivating enough to work hard and better every
month for the Spot award, they were provided ₹5,000 to ₹6,000 in benefits, and for the
Applaud award, they were given ₹15,000 to ₹20,000 based on their performance.

Leaving aside these two awards, companies also have a well-being fund that they started
during Covid-19. This fund allows them to reimburse employees for well-being activities
such as going to the gym, taking yoga classes, or any other form of well-being activity, all
in an effort to encourage employees to take care of their health. In addition, Deloitte gives
its employees incentives based not just on the employees' own success but also on the
performance of the firm during the year. If the company had a year in which it generated
significant revenue, for example, it would give bonuses to its employees in accordance
with that fact.

In addition to that, they pay the employees' phone bills and internet bills for those
employees who work from home or in hybrid mode. Also, the company provides its
employees and their families with medical insurance, so in the event that an employee or
member of their family experiences a medical emergency or other health-related issue, they
are eligible to submit a claim for that amount. In addition to these monetary perks, they
also offer employees a selection of discount coupons that can be redeemed at well-known
online stores or offline stores.
Work-Life Balance

In both the work-from-home and hybrid ways of working, the company offers an adequate
degree of flexibility for employees to maintain a healthy work-life balance, which is
beneficial to the employees. Since they operate on a worldwide scale, both their employees
and their clients are located in different parts of the world. As a result, they offer their
employees the opportunity to have flexible working hours. If an employee finishes their
work ahead of schedule, they are free to leave the office early without having to give prior
notice to their management as long as they remain reachable by phone or online in the
event that assistance is required.

In addition, the company operates on a 5-day work week, during which employees receive
2 days off to spend time with their families and for other personal pursuits. They also
encourage employees to take time off; if an employee has not taken any time off for a
period of continuous sixty days, their manager is notified of this fact, and the individual is
advised to take a break from work and take care of both their mental and physical well-
being during this time off.

In addition, the company offers monetary advantages to its employees to encourage them
to participate in activities that are beneficial to their mental and physical health. These
activities may include going to the gym, taking yoga classes, or other similar activities.
Workers are not need to notify several individuals before taking leave; rather, if there is
not an urgent assignment at hand, they can easily apply for leave via the portal and then
take a vacation whenever they like. In the unlikely event that an employee must work
overtime or on the weekends, they are compensated for it with paid time off or extra
compensation for that month.

The company also asks the managers to conduct informal meetings or outings, such as
family picnics or parties, to allow the employees to unwind and bond with their teammates.
This is done with the project funds they receive, which the company pays for so that the
employees can take a break from work.

Retention Policy

According to what was discussed with employees, they think that the organization has been
successful in keeping their employees and has delivered what was promised to them when
they joined the company in terms of compensation, raises, perks, and so on. Employees are
motivated to remain with the organization and stay for their own future progress as
well because the company offers them several perks in addition to their income
compensation.

The organization not only offers them free online access to learn new things and improve
their skills in accordance with industry standards, but they also provide proper training and
development for them, as well as a coach who is assigned to help them work through
problems and progress as a whole. Employees are encouraged to approach managers and
have open conversations with them about any issues that may arise in the workplace. The
number of interactions between HR and employees is low, but the portal or system that is
in place is efficient at addressing any inquiries or concerns that are brought up by
employees; HR personnel also respond quickly with answers that are clear and useful.

They are also provided with a feeling of job security by the company, as the management
made an effort to reduce the number of employees who were let go as much as possible
during the Covid-19 crisis. Workers have the impression that their abilities and efforts are
being recognized, and they are driven not just to work but also to keep a healthy lifestyle.
As a result, employees do not frequently resign from the organization, and even if they do
so for higher studies or a better wage or position, they do not have negative feedback
towards the organization, and if asked, they will undoubtedly recommend the organization
to their friends or family.

Recommendations

Even though the company currently has a team that is solely responsible for recruitment, it
still takes them between four and six months to hire a candidate once they have received
their application. This forces potential recruits to wait for a significant amount of time
before receiving confirmation of their application.

A website could be built by the company to respond to the questions asked by potential
recruits or to inform them whether they have been accepted for the next stage of the process
or not. This will not only save the recruits time, but it will also provide the other candidates
who have been shortlisted with the motivation they need to get ready for the next stage of
the process. In this way, offering clarity to both HR and recruits with regard to whom they
should move forward.

The employees have a positive opinion of the induction and training that is offered by the
company, and they believe that it inspires confidence in them before they begin working
on the project. Despite this, the company could bring changes to the process by redefining
the procedures, breaking the process into pieces, and encouraging new recruits to improve
their output in a shorter amount of time. Although campus recruits are given two or two
and a half months of training, this period of time can be lowered to thirty to forty-five days
of training if the organization redefines its procedure and focuses on the most important
aspects of training, and allows the recruit to have more autonomy. On-the-job training will
also provide the employee with the drive to continue learning new things so that they may
remain current in their field. Training in both soft skills and technical skills should be
provided to newly recruited employees, and this training should be based on the
requirements of the job function.
Instead of allowing a manager to speak on behalf of an employee in front of the
Performance team, the corporation ought to implement a feedback system that
encompasses all aspects of the worker's performance. The existing method has a number
of drawbacks when contrasted with more contemporary 360-degree evaluation techniques,
in which employees are assessed not only by their superiors but also by their peers,
subordinates, clients, and business partners. Even if an employee is given a rating that is
considered to be average, the manager still has the ability to downgrade or upgrade an
employee's performance when he or she is representing that individual in front of the
performance team. This is because the approach that is currently being utilized does not
provide clarity or transparency to the employee. This strategy may have been successful in
the past, but it has the potential to be extremely risky in the future if the manager harbors
favoritism towards any particular employee or has problems with any particular employee,
which would result in an unfair performance review.

The organization offers a variety of monetary and non-monetary benefits to its employees,
including awards, recognition, reimbursements, compensations, health insurance, and
coupons, amongst other things. These benefits cover the majority of the areas in which
employees are eligible to receive benefits, so the organization is doing a good job of
providing them. In addition, benefits like Merit-pay, stock options, and profit-sharing can
also be adopted by the organization for monetary benefits. So, the corporation ought to
keep these incentives up to date and continue to keep the staff motivated and involved in
order for them to perform better each and every day.

It is clear from the replies that we have received that one of the primary reasons for the
better retention rate is the level of involvement displayed by the workforce. The culture of
the company can be made to be more friendly for newly hired employees by planning team
lunches and employee engagement programs like sporting events. This can be done to
make the workplace more welcoming. It is important to execute job rotations and job
enrichment in order to provide job satisfaction to employees and foster their professional
growth.

Conclusion

Through these interactions, we were able to observe that the employees who were hired
through the referral program of the company were having a few difficulties at the beginning
of the recruiting process. These difficulties were caused by a lack of communication
regarding the rest of the process, and when the employees were hired, the biggest worry
was connected to the transparency of the performance appraisal process in order to give
more clarity and satisfaction to the employees. Based on our research, we made
recommendations and proposed that they create a hiring portal to make the hiring process
quicker and easier while also addressing questions, etc. In addition to the approach that is
now being used for performance appraisal, we recommend having a 360-degree feedback
appraisal in order to provide more transparency. This would result in a better performance
appraisal. A number of other recommendations are also being offered in order to improve
the system that is now in place and to increase the morale of the employees in order to
encourage them to continue their hard work and grow.