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People

We look back on a very special and challenging year from a Talent perspective. Also, a year to be proud of. Considering the fact working from home was the default, a lot of attention was paid to purpose, wellbeing and connection, from a central Talent perspective, as well as from a business perspective.

Despite COVID-19, we welcomed 15 new partners and 857 new employees, growing our workforce to 6,103 FTE. Typically, professional services providers have a fairly high turnover rate as employees are valued by other employers for their training, work ethic and cross organisational experience. Consequently, we said goodbye to 847 people. We are making good progress towards enabling a more diverse and inclusive culture where people with different cultural backgrounds, education and experiences feel at home and thrive, to provide superior quality. We also need to create the right circumstances to challenge our talent with meaningful work, allowing them to have a purpose, to develop themselves to their full potential at their own pace, safeguarding a healthy work-life balance.

As part of our purpose, we are looking for ways to reduce our footprint by integrating sustainability into various talent aspects beyond travel and mobility.

Career development


Attraction of talent

We recruit talented future Deloitters through various media channels, including our innovative recruitment website (www. werkenbijdeloitte.nl). Furthermore, we actively seek the support of our people when searching for new talent through our referral programme. Our promise to new employees is that we offer them a challenging job in an environment where they can be themselves while ensuring purpose (meaningful and challenging work) and continuous personal development. To attract new and inexperienced hires, our recruiters organise events on selected university campuses aiming to establish relationships with high potential students early in their studies. Our efforts are supported by activities that are relevant to our target audience. For example, we seek to sponsor specific projects that resonate strongly with these audiences. In addition, we use our convening power when we organise the Deloitte Students Hockey Trophy. Our combined efforts have delivered us sixth place in the 2021 Universum ‘Employer of choice’ ranking for business and commerce students at the universities that are in scope for our activities. In the STEM category, we came 21st in the same ranking.

Our combined efforts have delivered us sixth place in the 2021 Universum ‘Employer of choice’ ranking for business and commerce students at the universities that are in scope for our activities.

This year, we significantly improved the technological landscape for permanent hiring by implementing a new Applicant Tracking System (ATS), resulting in a substantial reduction of administration and manual errors and improvements in candidate experience, hiring manager experience and compliancy. To the same ends we are currently in the middle of implementing the Fieldglass Vendor Management System (VMS) to manage our contingent workforce.

Although there is still room for improvement, good progress has been made in hiring for gender diversity by increasing the proportion of female hires. This, along with hiring for diversity in the broader sense, remains a top priority for the upcoming financial year. Furthermore, as the labour market shows strong signs of recovery, challenges lie ahead attracting scarce talent (e.g. Technology, Cyber, Legal, M&A).

Retention of talent

With our Employee Value Proposition (EVP), we create one single distinctive and truly international experience for all Deloitters. In this EVP, passion for purpose, true inclusion and continuous personal growth are the drivers. Through the moments that matter most to our people and their everyday interactions, we are committed to providing an exceptional human experience and a career that is personalised and meaningful. This is made tangible through seven ambitions; ‘my impact is recognised and rewarded’, ‘my health and wellbeing is a priority’, ‘my leadership is trusted and transparent’, ‘my performance is supported’, 'my work is meaningful and challenging', 'my development and growth opportunities are wide ranging', and ‘my work environment is positive’.

A Talent Insights survey has provided us with insights into employee priorities highlighting areas we need to address. Based on this, we are working on a new reward programme to be implemented as of October 2021. The programme contains changes in different reward elements such as base salary, short-term incentives, benefits and allowances, and emotional reward. A package where flexibility (choices), fairness, equality, inclusiveness and trust, clear expectations, and open communication are the key principles. In addition, as mentioned previously, there is a lot of attention for wellbeing / connection in the broadest sense.

Table 01: Turnover by gender in reporting year

Employment category

Turnover male

Turnover % male

Turnover female

Turnover % female

Partners

18

6%

5

8%

Directors

27

10%

7

11%

Senior managers

70

14%

27

13%

Managers

121

20%

38

13%

Aspirant / jr. managers

290

14%

195

13%

Supporting staff

15

40%

34

11%

People development


Learning and development

Personal and professional growth and development are crucial for Deloitte. Working in a collaborative environment on challenging assignments ensures personal growth, as does working for different clients, in different teams delivering on different challenges. We offer our employees a personal development programme that consists, to a large extent, of learning on the job. Next to this, we have an extensive learning curriculum with learning opportunities focused on technical, professional and leadership skills (also see the section Our knowledge and insights). This curriculum includes both in-person and virtual learning, digital learning and coaching, and is closely linked to the skills our professionals need in their daily business. In 2020/2021, we have transformed our learning curriculum into a futureproof blended curriculum to better support our professionals in their personal development journey. We believe our investments in learning are key to supporting our people in their growth and abilities to make a positive impact.

Leadership development

We want to step up to undisputed leadership by strengthening our current leaders, investing in our future leaders and fostering a leadership culture. To strengthen our current leaders, we developed a partner lifecycle journey for all partners with targeted career stage and role / succession development, as well as tailored elements. To invest in our future leaders, we introduced an updated development journey with customised development for each phase from manager to partner. Within this journey, for all managers and up we introduced a growth portfolio with focus on the sense of belonging (contribution) and personalised learning. We transitioned the promotion process for directors and partners to an inclusive, more efficient, and development-focused process in which potential directors and partners feel supported, for example by the Development Board. To foster a leadership culture, we continue to focus on sharing stories and leader examples, and provide opportunities to learn and inspire others to learn. We do this internally, such as by being or having an internal coach, providing or receiving feedback or participating in our Deloitte Mentoring Programme in which 200 Managers and Senior Managers participated this year. Furthermore, we are stimulating the further development of leadership capabilities with external opportunities, such as contributing to a Deloitte Impact Foundation initiative or cross-company mentoring programme. Being a successful leader does not come down to one thing, one catch-all statement. It’s a combination of what uniquely binds us together, the behaviours we all sign up to, what personally shapes us, and what we can learn and develop to be the best we can be. As such, to support our leaders and future leaders, we launched the new Deloitte Future Leader Framework and are embedding it in our development- and performance-related initiatives.

We want to step up to undisputed leadership by strengthening our current leaders, investing in our future leaders and fostering a leadership culture.

Reward & recognition


Performance management

Performance Experience is all about personal development by receiving qualitative and frequent feedback on performance. By doing so, we want to grow our business, drive employee engagement and deliver qualitative support for their personal development. Our methodology is centred around continuous strength-based conversations with employees about their development through check-ins with team leaders to provide real-time feedback on assignments and career coaching conversations with a coach who supports them in their long-term development. To support our people development, a new feedback tool was implemented to provide our people with the opportunity to give and receive real-time feedback, as well as capture the output from regular feedback conversations, following check-ins. Feedback is shared not only between the team leader and team member, but also amongst peers and more senior colleagues. ‘My Feedback’ also supports our specific focus on people leadership, by providing our people leaders at all levels with the regular feedback they need to improve and to help others reach their full potential.

Table 02: % of employees receiving regular performance & career development reviews*

 

2020/2021

2019/2020

Total

79%

81%

By gender

2020/2021

2019/2020

Male

78%

78%

Female

82%

85%

By category

2020/2021

2019/2020

Partners

N/A

N/A

Directors

57%

57%

Senior managers

86%

86%

Managers

92%

92%

Aspirant / jr. managers

92%

96%

Supporting staff

85%

92%

  • * For the 2020/2021 and 2019/2020 results, we have changed to a new (more accurate) data source. As a result, the figures for 2020/2021 and 2019/2020 are not fully comparable with the figures for 2018/2019. As the partner population is not part of this specific data source, we do not provide data the performance reviews of partners.

As indicated in the footnote above, our partners are not part of the regular performance cycle. For our partners we maintain a performance management system that is also used to determine their annual profit share and that takes into account such aspects as quality, integrity, inclusive leadership, commercial performance and relationship management.

Inclusion & diversity (I&D)

We stand firm on our 2023 inclusion mission to create an inclusive workplace in which every individual can be their true self, is respected, and can fulfil their potential.

Over the past year, our approach to diversity has evolved to focus not just on the four G’s (gender, geography (cultural background), GLOBE (LGBTIQ+) and generation) but also neurodiversity, with the launch of a new employee resource group to support neurodiverse colleagues. We have also turned the spotlight on cultural diversity, with the launch of a 1:1 Reverse Mentoring Programme between senior leaders and culturally diverse “mentors” and ‘Hanging Out With…’ sessions to provide us with a greater understanding of the experience of colleagues who have a non-Dutch background. An I&D Measurement Survey has provided further visibility of the composition of our workforce from a cultural, LGBTIQ+, neurodiversity and disability perspective, and how we as a firm can step up our efforts in making those identified in under-represented groups feel more at home.

Table 03: Gender diversity

Diversity figures female (%)

2020/2021

2019/2020

Partners

17%

14%

Directors

19%

19%

Senior managers

30%

28%

Managers

33%

32%

Aspirant / jr. managers

42%

40%

Supporting Staff

90%

85%

Together with understanding the diversity of our workforce, we have also committed to championing our diversity with the introduction of an employee-led initiative: the ‘Panel and Proposal Promise’, a firm-wide commitment to 40% male; 40% female; 20% culturally diverse people on all panels and proposal teams.

Table 04: Job category by age In 2020/2021

By category

< 30 years

30-50 years

> 50 years

Partners

0%

63%

37%

Directors

0%

77%

23%

Senior managers

0%

87%

13%

Managers

11%

82%

7%

Aspirant / jr. managers

69%

28%

3%

Supporting Staff

31%

42%

27%

Throughout 2020/2021, we have continued to embed I&D in all aspects of the talent experience with the introduction of Flexible Public Holiday scheme, allowing employees to swap up to three national holidays for holidays relevant to their religious or cultural background. We have extended our ‘Proud Mom’ package to all new parents and provided emergency childcare support to all parents during the COVID-19 lockdown. For our leaders, a ‘Learn, Listen, Act’ framework was introduced to help embed inclusive behaviours in daily practice and support them in their roles as guardians and ambassadors of our I&D strategy.

In addition, we have also extended our commitment to inclusion and diversity to our clients by asking for their feedback on inclusion and diversity in Client Service Assessment questionnaires, as well as the introduction of an anti-discrimination policy in all Statements of Work.

We stand firm on our 2023 inclusion mission to create an inclusive workplace in which every individual can be their true self, is respected, and can fulfil their potential.

Diversity Measurement Survey

This year we also conducted a Diversity Measurement Survey, which sought to collect insights into employee sentiments towards inclusion and belonging as well as the composition of our workforce in terms of cultural background, gender identity, sexual orientation, neurodiversity, disability and long-term health conditions. All partners and employees were invited to complete the survey of which 21% responded. Given this was a pioneering activity that touched on a sensitive topic, this response rate is in line with our expectations. The survey is the start of collecting this type of diversity data. Further embedment and expansion is done by integration in onboarding process and (yearly) opportunity for all employees to participate. The results of the survey will now be used to adjust and / or introduce policies, programmes and initiatives that will help us to ensure we continue to foster a culture of inclusion that recognises and respects diversity in all its forms.

Table 05: Ratio of basic salary of women to men per job category 2020/2021

 

2020/2021

2019/2020

By category

Men

Women

Men

Women

Partners

N/A

N/A

N/A

N/A

Directors

100%

95%

100%

92%

Senior managers

100%

98%

100%

99%

Managers

100%

99%

100%

98%

Aspirant / jr. managers

100%

99%

100%

99%

Supporting Staff

100%

110%

100%

116%

Gender Pay Equity Analysis

As part of our zero tolerance approach to gender pay equity, we conducted a gender pay equity analysis using a multi-variant regression model to identify statistically significant gender pay and bonus differentials between employees doing very similar or the same work. The analysis identified two salary cohorts with statistically significant differences for gender pay equity, representing approximately 1% of the population and four bonus cohorts with statistically significant differences for gender pay equity, representing approximately 5% of population. These cohorts have been investigated further to understand the contributing factors to these pay and bonus differentials and corrections made were necessary. Insights from this exercise will be leveraged in the 2020/2021 reward cycle.

Vitality

Wellbeing is one of our top priorities, especially given the challenges related to COVID-19. We have taken important steps to focus on the wellbeing of our employees and to allow our people to embrace a sense of belonging.

Examples of Deloitte Fit’s various initiatives include the Recharge programme, the weekly (digital) classes for physical and mental wellbeing, the weekly wellbeing newsletter from the Board, which features tips and tricks, storytelling, and information about the different programmes we offer. We have also provided compensation for all our employees to create a safe and high-quality workplace. Furthermore, we introduced the Deloitte Fit app, It’s My Life, aimed at supporting the wellbeing of our employees. With this app, we raise awareness and encourage our people to exercise every day. Specifically, the app offers the opportunity to earn points (called ‘Fitcoins’) by undertaking healthy activities. They can be exchanged for Deloitte Fit-related gifts and items. The app also enables users to start challenges with colleagues and/or teams.

In addition, we strive for a more hybrid workplace model. Our people are offered the flexibility to work from home, the client site or the office depending on the nature of the required work.

Table 06: Vitality*

 

2020/2021

2019/2020

 

Total

Male

Female

Total

Male

Female

Lost day rate

53,692

22,673

31,019

48,553

21,776

26,757

Sickness leave

3.4%

2.3%

5.0%

3.0%

2.1%

4.5%

  • *  Risk appetite is operationally translated in KRIs to monitor exposure and act if needed.

Impacts

Through employment, we contribute to the livelihood, training and development of our more than 6,400 partners and employees, and their families. Our ability to provide services and add value to our clients largely depends on the skills, abilities and experiences of our people. In addition, each year we team up with many independent external specialists on project basis.

For many of our employees, Deloitte is the starting point of their careers. On an annual basis, some 1,100 students and young graduates are given the opportunity to join our firm. Through learning on the job, teaming, and continuous training and education (see section Our knowledge and insights), we facilitate both personal and professional growth. Our talent work on a wide variety of assignments with both emerging and leading Dutch and international companies. This results in rewarding engagements from both emotional and financial perspectives.

Through learning on the job, teaming, and continuous training and education, we facilitate both personal and professional growth.

During their careers at Deloitte, our people are offered a growth path that can eventually lead them to be invited to become a partner in the firm. At the same time, many of our recruits find their ways to successful and rewarding positions outside Deloitte. The insights and experiences gained over the years can be leveraged in their new job environment, creating a positive impact on their employer’s organisation and business environment. Through our active alumni, we aim to further learn and keep adding value both in and outside Deloitte.

Unfortunately, our high-performance culture can also negatively impact our colleagues, for example through excess workload, stress and pressure to perform. Based on third-party research, we estimate that 20% of both our lost days and of our employee turnover are caused by problems relating to work-life balance. This results in a related negative estimated impact of €19.8 million.

Our contribution to SDG8 (Decent work and economic growth) is two-fold: both for and through our people. To capture our contribution to creating decent forms of employment, we have adopted a basic salary ratio for women and men based on the GRI Standards. We believe this indicator best reflects our aim to treat all our employees equally and fairly. For more information, please see the Inclusion and Diversity section.