Magnet for Top Talent

Retention of top talent

Transformation

The firm is a Level 2 Contributor (125% recognition level) and Value Adding Enterprise which means that our clients can multiply their spend by 1.25 and claim 156.25% of any services procured from Deloitte & Touche as BBBEE spend.”

Transformation remains a key strategic imperative at Deloitte.  We are committed to sustainable transformation and our primary objective is to grow our talent from within.

Being a magnet for talent requires that we provide opportunities for all, while remaining mindful of the transformation imperative, which is critical to the success of our country and of our firm. The Talent & Transformation Board takes a holistic view of Talent, ensuring that Deloitte provides world-class learning and development opportunities for all, while ensuring that out Black Economic Empowerment targets are addressed. Transformation, aimed at redressing the inequalities of the past, and Black Economic Empowerment, therefore remain of primary concern within Deloitte. Deloitte has over a period of more than 20 years built a reputation for creating equal opportunities in the workplace for all South Africans. In its pioneering role as one of the first firms in the country to promote the rights of all, Deloitte laid the foundation for future recognition by many black professionals as the firm that offered them ‘a start’ in the competitive world of business.

Maintaining its approach to reflecting the diversity of South Africa at all levels amongst its ranks, Deloitte has worked diligently over the years to consolidate its approach to transformation, favouring an approach of meaningful change where fairness, trust and respect have bolstered the right of individuals to rise in business as far as individual, personal abilities will allow.

The firm’s continual drive to achieving transformation rests with the CEO and the Board, where, with senior leaders from within the business, they develop the formal transformation strategy for Deloitte Southern Africa. Assisting the process is the long-held Deloitte strategic intent, which dictates that it is preferable to drive people processes and identify and grow talent from within the firm’s ranks. Today, the success of this policy can be measured by the fact that at least 80% of all the black Deloitte partners/directors came up through the rank from junior professional level.

Our BBBEE scorecard is therefore regarded as an output rather than a target, with the ‘right things’ combining to effectively achieve objectives through the combined efforts of people dedicated to the ideals of transformation.

We are proud of being recognised by the Association of Black Accountants in South Africa (ABASA) for our contribution towards producing the most Black Chartered Accountants in the 2010 qualifying examination in the TIPP category.

Our other achievements include Deloitte having produced 20% of all newly qualified African Black CAs (audit elective) in the market in 2011 and 23% over the last 11 years.

One of the most significant, on-going concerns is the advancement of women within the organisation.

Female partners/directors currently make up 24%, which places South Africa in the top tier among the Deloitte member firms worldwide. Women are well represented below partner/director level, with 45% at senior manager level and over 50% from manager to support staff.

The Women in Leadership (WIL) initiative has recently appointed a new chairperson, Anthea Scholtz (a director in Tax, Cape Town). The WIL team has four key strategic focus areas:

1. To increase the number of women at partner/director and leadership levels
2. To work in collaboration with the firm’s Talent and Transformation strategies to attract, develop and retain talented women
3. To ensure appropriate support is provided for challenges faced by women in balancing their careers and home life
4. To build brand eminence for our firm with key female clients and targets

The vision of the WIL is to ‘create an environment that is enabling and a culture that embraces gender diversity, where talented women feel that they have equal opportunities to grow and develop to their full potential.’

One of the successes of the firm’s Transformation strategy, which includes gender transformation, is the appointment of two black female members to the executive committee, Justine Mazzocco (Executive leader of Talent & Transformation) and Nazrien Kader (Service Line leader of Taxation Services). This brings the black representation on our executive committee to 44% and the female representation to 22%.

Transformation targets for 2012

These comprehensive transformation targets for 2012 are:

1. 30% Black representation at partner/director level
2. 30% Black representation at senior management level
3. 45% Black representation at middle management level
4. 55% Black representation at junior management
5. 47% of all professional staff

Our Transformation strategy is due to be reviewed on 1 June 2012 with new targets being set for 2016. The three key areas that we will be focusing on in this strategy are:

1. To increase the number of black and female partners/directors
2. To focus on the recruitment of people with disabilities
3. To maintain a Level 2 status on the CA Charter

"Our track record is underpinned by substance, sustainability and sincere intent."
Grant Gelink, Chief Executive

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