ASSIGNMENT 1 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 3 Human resource management

Submission date 28/6/2022 Date Received 1st submission

Re-submission Date 10/7/2022 Date Received 2nd submission

Student Name Phan Le Anh Quan Student ID GBD210090

Class GBD1006 Assessor name Vo Thi Thao Ngoc

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

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Table of Contents
A. Introduction ................................................................................................................................. 4
B. Analysis ........................................................................................................................................ 4
1. Introduction about Deloitte ....................................................................................................... 4
2. Human Resource Management Strategy .................................................................................... 5
a. Industrial Characteristic of Deloitte ........................................................................................ 5
b. Deloitte’s Human Resource Management Strategy ................................................................. 5
c. Interrelationship between Industrial Characteristics, Business Objectives, and Human
Resource Management strategy .................................................................................................... 6
3. Deloitte’s Digital Business Transformation ................................................................................. 7
a. Digital Business Transformation of Deloitte ............................................................................ 7
b. Relationship between Deloitte’s Digital Business Transformation and its Human Resource
Management changes ................................................................................................................... 8
4. Human Resource Management Practices ................................................................................... 9
a. Employer Branding................................................................................................................. 9
b. Recruitment and Selection ................................................................................................... 10
c. Onboarding.......................................................................................................................... 11
C. Conclusion .................................................................................................................................. 12
References ........................................................................................................................................ 12

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A. Introduction
This report includes a detailed analysis and assessment of Deloitte Group's human resource management
strategy and its impact on business operations and success. As a Human Resources Administrator at
Deloitte, I am primarily responsible for designing and planning the Talent Acquisition Strategy. This report
will provide specific activities on employer branding, recruitment and selection, and onboarding.

B. Analysis

1. Introduction about Deloitte

Deloitte ("Deloitte Touche Tohmatsu Limited") is a British multinational professional services firm
headquartered in London, England. It is one of the Big Four accounting firms and the world's largest
professional services network by revenue and number of professionals (Kenton, 2021). Deloitte offers
audit and assurance, consulting, risk and financial advisory, risk management, tax, and other services
to specified customers. These firms are part of Deloitte Touche Tohmatsu Limited, a private
corporation limited by guarantee based in the United Kingdom ("DTTL"). Each DTTL member firm
provides services in specific geographic areas and is governed by the laws and professional rules of
the nation or countries in which it operates (Deloitte, 2022).
Deloitte’s vision remained the same over the time: “We aspire to be the Standard of Excellence, the
first choice of the most sought-after clients and talent”. Besides, Deloitte also states their mission:
“Our mission is to help our clients and our people excel. We are one of the world's leading business
advisory organisations. Our size, strength and resources will help us carry out our mission now and in
the future” (Deloitte, 2022).
Figure 1: Deloitte’s logo.

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2. Human Resource Management Strategy
a. Industrial Characteristic of Deloitte
Deloitte is composed of five segments: audit and assurance, consulting, tax and legal, risk advisory,
and financial advisory. These businesses operate in six industry sectors: consumer, energy,
resources, and industrials, financial services, government and the public sector, technology,
media, and telecommunications, and the private sector. However, Deloitte is commonly known
for its audit and assurance services, which belong to the financial services industry (Deloitte,
2021).
Financial services industry comprises of several characteristics: Financial services are usually
customer-focused and provided based on the customer's needs; Financial services are intangible
in nature; Human factor dominates financial services; hence, experienced and skilled employees
are required to promote high-quality financial products; Information is a critical component in the
production of financial services (Geek Tonight, 2021).

b. Deloitte’s Human Resource Management Strategy

Attraction of talent
Deloitte recruit new employees through various media channels, including the Deloitte website
(www.werkenbijdeloitte.nl). To attract new and inexperienced hires, Deloitte recruiters organize
events on preferred campus to establish relationships with potential students. Deloitte is
committed to providing new Deloitter with challenging jobs and ongoing opportunity for personal
growth (Deloitte, 2021).
Retention of talent
Deloitte create a significantly great employee value proposition, which is unique and distinctive
for all new Deloitters. Deloitte committed to providing an exceptional human experience and a
career that is personalised and meaningful. Based on a Talent Insights survey, a new reward
programme will be implemented by Deloitte which comprise of several changes in different
reward elements such as base salary, short-term incentives, benefits and allowances, and
emotional reward (Deloitte, 2021).
Performance management

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 Performance Experience is measured by receiving qualitative and frequent feedback on
performance. Deloitte's methodology is based on ongoing strength-based conversations with
employees about their development, such as check-ins with team leaders to provide real-time
feedback on assignments and career coaching talks with a coach who supports their long-term
development. Feedback is exchanged not just among the team leader and the team member, but
also between peers and more senior colleagues. 'My Feedback' also contributes to Deloitte’s
distinctive focus on people leadership by providing their people leaders at all levels with the
regular feedback they require to improve and assist others in reaching their full potential (Deloitte,
2021).

c. Interrelationship between Industrial Characteristics, Business Objectives, and Human Resource

Management strategy
With more than 330,000 employees in more than 150 countries and territories, Deloitte provides
an extensive range of professional financial services. With the objective of becoming a pioneer in
the field of business advisory, Deloitte must provide business services that surpass the
competition. To accomplish this, Deloitte requires a highly qualified worldwide staff. Deloitte has
implemented numerous talent recruiting and retention strategies in order to strengthen its
workforce across its global branches. Deloitte constantly provides a professional and comfortable
working environment, as well as personal development programs for Deloitters to enhance staff
capabilities, consequently boosting service performance. Moreover, Deloitte employs a
performance management method to ensure and optimize employee’s core competencies.
Deloitte's human resource management policies, as stated above, are critical to the firm's
performance.

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3. Deloitte’s Digital Business Transformation
a. Digital Business Transformation of Deloitte

Figure 2: ConnectMe logo.

Under the impact of Covid-19 pandemic, businesses have experienced substantial disruption at
workplace. Hence, today's firms have had to rapidly redesign their processes and strategies.
The most efficient alternative is to support remote work. A key component of talent work is to
design an outstanding virtual onboarding experience. In the age of digitalization, Deloitte has
come up with a practical solution – creates the platform ConnectMe, an integrated HR service
and collaboration platform. This platform has been developed with the explicit objective of
keeping employees engaged through digital interactions with workplace services. ConnectMe
capitalizes on a company's existing technology investments by connecting different systems
and HR departments together to give workers with personalized, simplified navigation to help
them make informed decisions (Deloitte, 2016).
This digital workplace product digitalizes and simplifies the onboarding experience by giving a
mobile app that new hires can use from any device to inquire about their time, deadlines,
processes, and resources. This allows for a productive day 1 on the job, during which the new
employee may begin working and instantly provide value. Enabling digital procedures also
improves Human Resource service delivery by automating a large portion of the onboarding
process (Deloitte, 2019).
Michael Gretczko, Principal of Deloitte Consulting LLP, Digital Human Resource and Innovation
Leader has stated that, “Many employers still operate in costly siloed HR environments, across
disjointed systems and teams to manage payroll, benefits, recruiting and other functions.
Today’s workforce expects interactions with Human Resource to be effective, simple and
intuitive. ConnectMe enhances the employee experience through digital Human Resource
service delivery and helps Human Resource leaders bring focus during this time of

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 organizational disruption”. According to the firm, ConnectMe simplifies the Human Resource
team's workflow so that they can focus on enhancing the overall business, and employees can
obtain quick, practical solutions in a self-service environment (Sapatnekar, 2016).

b. Relationship between Deloitte’s Digital Business Transformation and its Human Resource
Management changes
The Covid-19 pandemic has had many negative impacts on business activities, slowing down
operations in businesses. Social distancing has caused many difficulties when employees
cannot access the workplace. Despite the difficulties caused by the pandemic, Deloitte has
provided an effective solution to this problem. The ConnectMe platform makes it easier for
employees to access and use Human Resource service content that is relevant to them. Built
on the Salesforce foundation, ConnectMe's advanced configuration includes content-specific
modules that meet the needs of both managers and employees. By better enabling the service
delivery model, instead of running Human Resource operations like the traditional way,
ConnectMe is able to transform the HR function and enable it to act as a “One Human
Resource” (Sapatnekar, 2016).
On the other hand, ConnectMe also helps organization to address the problem of Employee
disengagement. According to a report by The Engagement Institute, disengaged Employees can
cost companies up to $550 billion dollars annually (The Conference Board, 2017). ConnectMe
enhances Employee engagement and pleasure at work by allowing employees to connect,
collaborate, and make Human Resource decisions on-demand. ConnectMe leverages insights
to connect workers to what they need, when and when they need it. Therefore, enhancing the
company's entire business as a result (Gretczko, 2017).

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4. Human Resource Management Practices
Proposal of Talent Acquisition Strategy
a. Employer Branding
According to a report of World’s Most Attractive Employers, Deloitte was recognized as the 5th
most attractive employers in 2020. This remarkable performance was driven by Deloitte’s
oustanding employer branding strategy to acquire more talent.
First of all, as the role of social media, mobile apps, and responsive websites in employer
branding becomes more widely recognized, Deloitte utilize a multitude of platforms and
mediums to engage new employees. Deloitte is currently active on five main social media
platforms: Deloitte Perspectives blog; Linkedln; Twitter; Youtube; and Facebook (Deloitte,
2022). One of Deloitte’s most prominent campaigns on social media is Deloitte’s
@LifeatDeloitte campaign launched on Twitter. This Twitter account demonstrates the need of
establishing a distinct employer brand that is distinct from the corporate image that the firm
may convey to consumers. This is repeated by the Life at Deloitte careers site, which is separate
from the company's main website. This feed combines updates, events, retweets, and polls,
allowing employees to express their personal opinions and share real-life experiences (Hall,
2016).
Furthermore, as one of the top experts on the future of work, Deloitte must constantly develop
their approach to employee rewards, recognition, and well-being. Deloitte has constantly
reinvented and expanded its comprehensive employee support efforts throughout the years.
One of which is the "We are Deloitte" campaign, which was initiated recently. “We are Deloitte”
initiative involces investing more than $1 billion on Deloitters, including many elements such
as: Work-from-home technology subsidy; Well-being subsidy; Concierge mental health
services; Enhanced paid time off program; compensation market analysis; and Human
connections. Deloitte is creating new ground in a variety of areas that characterize its culture,
including diversity, equity, and inclusion (DEI); professional development; physical and mental
well-being; and hybrid work. Deloitte are welcoming potential new hires who will work
alongside their valued and highly skilled existing Deloitte colleagues (Deloitte, 2022).

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b. Recruitment and Selection

Figure 3: Deloitte Career website.

Deloitte holds Graduate Recruitment in Legal, Audit, and Tax annually, allowing students and
graduates the opportunity to join Deloitte and begin their careers. The recruitment season
begins in October and lasts throughout the academic year, with the selection process often
taking place between March and May. Other positions, programs, and internships for students
and graduates may become available during the year, and they will be regularly announced on
the Job Search sections. A Talent Acquisition Specialist will provide a more comprehensive
process relevant to the position for which the interviewee has applied (Deloitte, 2022). Besides,
Deloitte is also seeking potential employee through various websites including Deloitte Career
website, Linkedln, and several third-party websites. Candidates will have to pass through
several selection stages including application, initial screening, interview process offering, and
pre-employment checks. Hence, candidates will be finally successfully recruited and become
parts of the firm.

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c. Onboarding
After successfully joining Deloitte, the candidate will go through an On-Boarding process, which
is critical to both the enablement and retention of new talent. This process ensures that the
new hire feels welcomed and connected to the firm and culture, and that they have the tools
and team support to quickly contribute in their new position. Prior to the start date, a
specialized HR New Joiners team will gather all new hires necessary information to ensure a
successful transition into the Firm. On the first day at the organization, the new employee will
meet the HR staff for breakfast. Following that, new workers will learn more about the
organization, its principles, and how it operates (Welcome Day | Deloitte Belgium, 2018). New
employees will continue to learn about the company and life at Deloitte through testimonials
from Deloitters. The new employee will then get the opportunity to network with other new
employees and others from all over the firm over lunch. Finally, each new employee meets
their D-Buddy, who will help them through their Deloitte career (Deloitte, 2022).
Every year, young Deloitte graduate new joiners get the chance to travel together for the
Induction week. During this week, new employees will have the chance to master the
fundamental skills needed to thrive in their roles. They will also work in cross-service teams to
develop a real-world business case. More importantly, it is the ideal time for children to get to
know their classmates and begin forming ties and friendships in a casual and welcoming
environment (Deloitte, 2022).

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C. Conclusion
Deloitte is a pioneer in business consulting services and one of the Big Four in audits and assurance. The
comprehensive human resource management policies, as well as the talent strategy, have guaranteed
that Deloitte always has a sufficient number of highly skilled employees, which contributes to company
operations and strengthens Deloitte's position. The adjustment in HR strategy has also been critical to
the success of the firm's digital transformation, assisting Deloitte in overcoming the effects of the
pandemic and delivering outstanding business outcomes in challenging circumstances, confirming
Deloitte's leadership in the industry.

References
Deloitte, 2016. Deloitte Launches ConnectMe to Reinvent the Employee Experience for the Digital
Workplace. [Online]
Available at: https://www.prnewswire.com/news-releases/deloitte-launches-connectme-to-reinvent-
the-employee-experience-for-the-digital-workplace-300337702.html
[Accessed 24 June 2022].

Deloitte, 2019. ConnectMe Employee onboarding. [Online]

Available at: https://www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-cons-
connectme-onboarding.pdf
[Accessed 24 June 2022].

Deloitte, 2021. Integrated Annual Report Coöperatief Deloitte U.A. 2020/2021. [Online]
Available at:
https://annualreport.deloitte.nl/FbContent.ashx/pub_1000/downloads/v210928164231/Deloitte_IAR_2
020_2021%20(full).pdf
[Accessed 12 June 2022].

Deloitte, 2022. About Deloitte. [Online]

Available at: https://www2.deloitte.com/an/en/footerlinks/about-ddc.html?icid=bottom_about-ddc
[Accessed 11 June 2022].

Deloitte, 2022. Deloitte social media. [Online]

Available at: https://www2.deloitte.com/global/en/pages/about-deloitte/articles/social-media.html
[Accessed 26 June 2022].

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Deloitte, 2022. Our Shared Belief. [Online]
Available at: https://www2.deloitte.com/lu/en/pages/about-deloitte/articles/culture-beliefs.html
[Accessed 12 June 2022].

Deloitte, 2022. Recruitment process. [Online]

Available at: https://www2.deloitte.com/au/en/pages/careers/articles/interview-process-careers.html
[Accessed 27 June 2022].

Deloitte, 2022. Vision, values, and strategy. [Online]

Available at: https://www2.deloitte.com/am/en/pages/about-deloitte/articles/vision-values-
strategy.html#:~:text=Our%20vision%20is%20unchanging%3A%20We,that%20distinguish%20the%20Del
oitte%20culture.
[Accessed 12 June 2022].

Deloitte, 2022. We Are Deloitte. [Online]

Available at: https://www2.deloitte.com/us/en/pages/about-deloitte/articles/expanding-employee-
benefits.html
[Accessed 26 June 2022].

Deloitte, 2022. Your onboarding. [Online]

Available at: https://www2.deloitte.com/lu/en/pages/careers/articles/your-onboarding.html
[Accessed 27 June 2022].

Geek Tonight, 2021. What is Financial Services? Characteristics, Functions, Classification. [Online]
Available at: https://www.geektonight.com/financial-services/
[Accessed 12 June 2022].

Gretczko, M., 2017. ConnectMe, a digital workforce for employees: Interview [Interview] (29 October
2017).

Hall, B., 2016. Employer branding for millennials: 4 companies who got it right. [Online]
Available at: https://www.interactsoftware.com/blog/employer-branding-millennials/
[Accessed 26 June 2022].

Kenton, W., 2021. The Big Four. [Online]

Available at: https://www.investopedia.com/terms/b/bigfour.asp
[Accessed 11 June 2022].

Sapatnekar, M., 2016. ConnectMe: An integrated HR platform from Deloitte. [Online]

Available at: https://techseen.com/2016/10/04/deloitte-connectme-integrated-hr/
[Accessed 24 June 2022].

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The Conference Board, 2017. Empowered to be Engaged: New Report Unpacks the Role of Rank-and-File
Workers in Bolstering Employee Engagement. [Online]
Available at: https://www.prnewswire.com/news-releases/empowered-to-be-engaged-new-report-
unpacks-the-role-of-rank-and-file-workers-in-bolstering-employee-engagement-300416969.html
[Accessed 26 June 2022].

Welcome Day | Deloitte Belgium. 2018. [Film] Belgium: Deloitte Belgium.

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