Case analysis: Deloitte & Touche (A): A Hole in the Pipeline Analyze the case and argue whether or not the change process is successful. Recommend solutions.
In Deloitte & Touche, women had accounted for almost half of all new hires throughout the 1980s, yet by 1991, of the 50 candidates being nominated for partnership on that year, only four were women. There was serious imbalance of male and female gender in the workforce despite steps to ensure that the firm would be hiring women during the 1980s. Moreover, the high turnover of women leaving was accruing huge expenses for the firm . In this paper, I will first discuss the challenges faced in the organization and the reasons why the management saw a need for an organization change. Next, I will argue that the current situation favors the change process and despite the possible restraining forces; Deloitte & Touche is in a good position in successfully implementing the strategies. I will then discuss the possible restraining forces that would hinder the change and comment on the recommendations and strategies by the Task Force. Lastly, I will suggest further solutions that would help in overcoming the restraining forces so that this would further aid in the development of the change process.
Mike Cook had initially assumed that the main reason why women left the workforce in greater numbers was due to family commitments. However, despite the strategies implemented in the 1980s to hire more talented women and ensuring that there was no glass ceiling for women in the firm, the statistics in 1991 proved that the previous solutions were not adequate and that the firm was incurring huge expenses due to the high rate of turnovers. Thus in 1992, a Task Force was formed whereby the firm hired outside consultants to find out why women were not advancing at the same rate as men, and why they were leaving at a higher percentage rate. After much investigations and interviews, the Catalyst report showed that the top two reasons for their departure was because the women had perceived that there was a male dominated work environment and that opportunities for career advancement was
Mike Cook had initially assumed that the main reason why women left the workforce in greater numbers was due to family commitments. However, despite the strategies implemented in the 1980s to hire more talented women and ensuring that there was no glass ceiling for women in the firm, the statistics in 1991 proved that the previous solutions were not adequate and that the firm was incurring huge expenses due to the high rate of turnovers. Thus in 1992, a Task Force was formed whereby the firm hired outside consultants to find out why women were not advancing at the same rate as men, and why they were leaving at a higher percentage rate. After much investigations and interviews, the Catalyst report showed that the top two reasons for their departure was because the women had perceived that there was a male dominated work environment and that opportunities for career advancement was