Finding and Developing Employee Talent at Deloitte – A Case Study
Using the descriptions of different behaviors, attitudes, and abilities that Deloitte seems to deem desirable in its applicants, describe the key personality characteristics that you think the company is seeking in its employees? Explain the reasoning behind your answer.
It appears that Deloitte is seeking applicants with an internal locus of control; those persons who look inward for motivation and believe that they control their own contribution, productivity and outcomes. Moreover, it is important to Deloitte that persons have high self-efficacy, which involves ones confidence in one’s own professional agility. Applicants who are self-starters with the ability to independently determine outcomes and can simultaneously work together on a team is important, but most paramount to Deloitte is an entrepreneurial spirit so that employees possess an internal gauge of personal responsibility aand a commitment to their profession. Deloitte is a diverse transnational company with a commitment to employee satisfaction, professional development and investment in its people. Deloitte’s corporate website states that it was recognized for its leadership in cultivating diverse talent, and was ranked No. 8 on the 2011 DiversityInc Top 50 Companies for Diversity. Further rankings included, but are not limited to: "Top 10 for People with Disabilities," 2011; "Top 10 for Asian-Americans," 2008-2011; "Top 10 for Global Diversity," 2009-2011; DiversityInc recognized Deloitte as the "Top Company for Generational Communications" for 2011. This award recognizes Deloitte's pioneering research and solutions in talent development, performance, engagement and communication – particularly among Millennials, Generation X and baby boomers. (Deloitte, 2012) These accolades lend themselves to Deloitte’s all inclusive policies and professional growth philosophies. Bloomberg BusinessWeek magazine’s recent profile of Deloitte’s recruiting details list the following three characteristics as the most important factors of candidate qualification: “1) Communication skills, 2) Leadership skills and 3) College grade point average” (BusinessWeek, 2012). Deloitte hires the best and the brightest and then cultivates them into Deloitte leaders. It appears that they want promising, yet young and malleable, candidates so that they can be shaped clean and without having to unlearn many undesirable habits from external environments in the same sector.
How might the characteristics of the perceiver, the target, and the situation affect the social perceptions that employers like Deloitte likely have regarding participants in the Teach First program?
Participants of the Teach First program were primarily selected as high performing students and then went on in the program to evidence what they’ve learned through a ‘trial by fire’ experience in which they must learn a new field, earn certification in that field and then manage not only their position individually, but also on an academic team working with students in a challenging academic environment needing improvement in a short span on time. It is a highly-selective program that only accepts “the top 3 percent of their graduating classes, and they have degrees in finance, math, engineering and philosophy” (Nelson & Quick, 2011). These students in very specific fields are then thrust into a foreign environment with a diverse student body to not just teach, but also to mentor, manage, empathize and counsel students toward a measurably improved outcome. With regard to characteristics of the perceiver, Deloitte is already familiar with, and developed a positive opinion about, the Teach First program and the rigor that it provides in shaping young minds and character. This knowledge extrapolates itself onto Deloitte applicants before even meeting the applicants themselves. Deloitte already knows for...
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