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A Case Study on Deloitte's Innovative and Sustainable Talent Acquisition Practices for
Cultivating a Meaningful Impact
Authors- Dr.Rajendra Mishra Professor, The Business School University of Jammu, Dr. Kavita Shastri
Associate Professor, Globsyn Business School, Kolkata, Ayush Tagore Student, Globsyn Business School,
Kolkata.
ABSTRACT –
This case study delves into the pioneering expertise procurement strategies engaged by Deloitte,
proposed at establishing a important appearance in the competitive collective view. The study
explores Deloitte's multifaceted approach to talent acquisition, incorporating cutting-edge
methodologies and technology-driven solutions. Key elements of Deloitte's strategy include
prioritizing employer branding, leveraging data analytics and AI for recruitment optimization,
cultivating a forward-thinking Employee Value Proposition (EVP), fostering university partnerships,
embracing virtual assessment techniques, and promoting talent mobility and internal promotions. The
comprehensive integration of these practices has positioned Deloitte as an industry leader, continually
making a lasting impact.
The paper delves into Deloitte's strategic approach to talent acquisition, encompassing cutting-edge
methodologies and technology-driven solutions. Firstly, the company prioritizes building a strong
employer brand, emphasizing its commitment to creating a diverse and inclusive workplace that
nurtures employees' personal and professional growth. This brand positioning ensures that Deloitte
remains an employer of choice for top-tier candidates.
Secondly, Deloitte harnesses the power of data analytics and AI-driven tools to optimize its recruitment
process. Through predictive analytics, the company identifies patterns in applicant data to take
decisions more efficiently with regards to hiring and scouting, thus streamlining the hiring cycle and
reducing time-to-fill vacant positions.
Deloitte has implemented a forward-thinking Employee Value Proposition (EVP) that goes beyond
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traditional remuneration packages. The EVP focuses on fostering a collaborative and innovative culture,
offering opportunities for continuous learning and development, and promoting work-life balance, all
of which contribute to higher employee efficiency and job satisfaction.
The paper further examines Deloitte's commitment to university partnerships and campus recruitment
initiatives. By actively engaging with educational institutions, the firm identifies and nurtures young
talent, providing mentorship and internship opportunities to build a strong pipeline of future
professionals.
Deloitte has embraced video interviewing and virtual assessment centres to ensure an inclusive and
accessible recruitment process, accommodating candidates from diverse geographical locations and
backgrounds.
Finally, the paper highlights Deloitte's dedication to talent mobility and internal promotions. By
encouraging internal talent to explore diverse roles and career paths within the organization, Deloitte
not only enhances employee loyalty but also capitalizes on the expertise and skills developed within the
firm. Deloitte's innovative talent acquisition practices emphasize the significance of building a skilled
and diverse workforce. The strategic blend of employer branding, data-driven decision-making,
employee-centric EVP, university partnerships, and internal mobility have contributed to Deloitte's
position as an industry leader, continuously making an impact that truly matters.
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Keywords: Employee Value Proposition, University Partnerships, Collaborative Environment, Talent
Mobility, Internal promotions, Work-Life balance, Employer Brand Positioning, Diversity and
Inclusion, Impact, Innovation
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LITERATURE
REVIEW
–
According to research by Marler and Fisher (2013), technology-driven recruitment not only expedites
the hiring process but also enhances the accuracy of candidate selection. The integration of AI-driven
tools in recruitment, as observed at Deloitte, aligns with the findings of Ngai et al. (2009), who highlight
the benefits of AI in improving recruitment efficiency.
Deloitte's commitment to fostering a diverse and inclusive workplace is well-documented in the
literature. Research by Cox and Blake (1991) suggests that diversity initiatives positively impact
organizational performance and creativity. Deloitte's emphasis on diversity aligns with the research of
Kalev et al. (2006), which emphasizes the link between diversity and improved decision-making
processes.
Deloitte's engagement with educational institutions to attract young talent is supported by studies like
Gibson and Gore (2018), who advocate for stronger university partnerships for effective talent
acquisition. Campus recruitment initiatives, as employed by Deloitte, align with research by Barber
and Roehling (1993), which underscores the benefits of targeting entry-level candidates through
campus recruitment programs.
The adoption of video interviewing and virtual assessment centers by Deloitte aligns with research by
Ahmad et al. (2018), which highlights the efficacy of such methods in reducing costs and enhancing
candidate experience. Virtual recruitment methods also address geographical barriers, as emphasized
by Horwitz et al. (2019).
Deloitte's focus on talent mobility and internal promotions is consistent with research by Cascio (2018),
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which emphasizes the benefits of internal talent development in fostering employee loyalty and
reducing turnover rates. Additionally, research by DeRue and Wellman (2009) highlights the impact
of internal job changes on skill development and career growth.
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INTRODUCTION
–
Today’s disruptive business landscape has produced a necessity for clear, actionable guidance for
acquiring talent. The dynamic and volatile talent market is far from over. Companies looking to
recruit and acquire talent now compete on a new battlefield shaped by global talent networks and
social media and defined by employment brands and changing views of careers. Faced with a failure
of crucial know-how and fast evolving aptitude demands, companies that fail to acclimatize will
probably be on the losing end when it comes to attracting and accessing the people and experience
they need.
Talent acquisition is the strategic process employers use to assay their long- term talent needs in the
environment of business pretensions, identify and develop the efficient talent sources, also execute
the strategy by retaining, assessing and onboarding aspirants.
Talent acquisition is important because chancing and hiring the right people is a pivotal element of an
association's business plan and directly affects its success. Without the right employees, a business is
likely to struggle with poor productivity, bad decision-making and unmotivated staff. Making people
feel that they matter, irrespective of the outcome, is what Deloitte strives towards.
In addition, talent acquisition is forward-thinking.Instead of simply hiring a candidate to fill a currentopening, a
talent acquisition team considers the potential employee's possible career path in the organization. As a result,
talent acquisition ensures the organization hires people who could eventually become crucial assets in the
business decision making and impact process.
At Deloitte, innovation plays a crucial role in making them the employer of choice. Their talent strategy
aims to make an impact that matters at every career stage by creating a unique talent experience for the
people: future, current and alumni. Innovation has improved the effectiveness of talent communications,
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facilitated the onboarding journey of new hires, and optimized repetitive talent tasks.
Employee experience and employee sensitivity is the game changer. Making people feel that they
matter, irrespective of the outcome, is what Deloitte strives towards.
This research studies the innovations and practices in Talent Acquisition at Deloitte, thus understanding
the hows and whys of “Making an Impact That Matters”.
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About Deloitte -
Deloitte Touche Tohmatsu Limited, commonly referred to as Deloitte, is a British multinational
professional services network headquartered in London, England. Deloitte is the largest professional
services network by revenue and number of professionals in the world and is considered one of the Big
Four accounting firms along with EY, KPMG and PwC. The firm was founded by William Welch
Deloitte in London in 1845 and expanded into the United States in 1890.
Deloitte provides industry-leading audit, consulting, tax and advisory services to many of the world's
most admired brands, including nearly 90 percent of the Fortune 500® and more than 7,000 private
companies. They operate through member firms throughout the world. The member firms operate in
over 150 countries. The member firms are part of Deloitte Touche Tohmatsu Limited which is a UK
domiciled private company. Each member firm is subject to the laws and regulations of the country that
it operates in.
In 2022, Deloitte reported revenues of $59.3 billion with 415,000 employees globally.
Deloitte operates through a network of firms across the globe. Deloitte is the brand that all the member
firms use under the umbrella of Deloitte Touche Tohmatsu Limited.
For example, in the US, Deloitte operates under the entities Deloitte LLP and Deloitte USA LLP.
Furthermore, Deloitte has other entities that allow Deloitte to provide services within the United States
while limiting risk.
Deloitte LLP has other entities underneath it such as Deloitte & Touche LLP, Deloitte Consulting LLP,
Deloitte Financial Advisory Services LLP, Deloitte Tax LLP and Deloitte Transaction and Business
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Analytics LLP.
The entity that provides the work would most likely be detailed in the engagement letter with the client
requesting the service.
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PEOPLE – why do they matter ?
People and workers tend to be overlooked when thinking about a business. Particularly their
happiness and wellbeing. Products or logos tend to occupy the top-of-mind association. Yet, workers
are the backbone of any company. A trade is only as productive as its workers, which goes for any
industry. Without a doubt, the foremost surprising representatives require heading and back to
succeed. In developing to carrying out the mission, specialists are the soul of an organization. All
levels of a company are run by laborers. If one does not regard them, inevitably, they will not regard
the company.
Moments That Matter -
Organizations have the chance to reevaluate their approach to talent acquisition in the context of
today's shifting jobs and skill sets. They can investigate novel methods for identifying the talent they
require as well as where and how to locate it. Beyond elevated percentages of employee-initiated
In addition to turnover and decreased unemployment rates, there are other contemporary difficulties.
Automation is being adopted more quickly, which is increasing the demand for technical skills that
are in short supply in today's workforce. The baby boomers' decades-worth of wisdom and experience
are beginning to fade.
Decades of knowledge and experience gathered by the baby boomers are now starting to leave the
workplace, which makes acquiring and retaining top talent extremely important to organizations. With
many millennials being less loyal to organizations than their previous generations—the ability to attract
the right talent for roles is closely aligned to the long-term success of the company.
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\
Source
: Deloitte Global Human Capital Trends Survey
Fig 1
Having the perspective of candidates, considering their unique needs and Moments That Matter
(MTM) is a key differentiator for setting organizations apart and helps widen the approach for an
organization to manage its workforce effectively. During the entire hiring process, there are several
touchpoints that have a very critical impact on the experience of the individual candidate – either
negatively or positively. These are the Moments That Matter towards addressing the above-mentioned
problems and challenges towards individual and organizational progress.
The Talent Acquisition life cycle broadly comprises of 5 phases – Job Search/Application, Screening,
Interview/Assessment, Hire, On-boarding. Within each of these five phases, there can be several MTMs
for a candidate. Though technology has significantly enhanced the candidate’s experience portion of
the job search/application and interview phase, the screening, hire and on-boarding phases are the ones
that are crucial in nature for better candidate relationship.
Job Search
&
Application
Screening
Unbiased filtering
Relevancy mapping
Discrepancy check
Understanding the potential
Comprehensive Job Description
Easy application process
Impactful first impression
Respectful and inclusive attitude
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Interview
Hiring
On-
boarding
Proactive interaction
Timely coordination
Prompt feedback
Support and encouragement to rejected candidates
Conducive, diverse and inclusive environment
Interactive induction programmes
Culture based out of respect, integrity and equality
Developing trust and transparency with new joiners
Moments That Matter in the Talent Acquisition cycle
Fig 2
By paying close attention, and monitoring these MTMs, Deloitte thrives to create better impact thus
retaining top and quality talent within their workforce, consequentially achieving organisational goal.
Candidate-centric recruiting places the needs and experiences of candidates at the forefront of the
recruitment process. In this approach, organizations prioritize creating a positive and personalized
Strategic negotiations on compensati on and
benefits
Going the extra mile to ensure candidate sensitivity
Candidate engagement and warm up sessions
Due diligent background checks a nd compliance
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candidate experience to attract and engage top talent. The focus is on building meaningful relationships
with candidates and ensuring their journey throughout the hiring process is smooth, transparent, and
respectful. Furthermore, candidate sensitivity takes into account the unique needs and preferences of
candidates. It involves tailoring the recruitment process to accommodate candidates' schedules and
providing flexibility when possible. Organizations also seek to understand candidates' career aspirations
and goals, aligning the hiring process with their professional aspirations.
Power of Positive Impact - Deloitte stands against systemic bias, racism and
Candidate experience is of paramount importance in talent acquisition for several compelling reason –
1. Positive Employer Branding: More than ever, having a strong employer brand is essential.
Today's workers want to be associated with a company that values diversity and inclusivity,
believes in its staff, and provides options and flexibility. Organizations must learn more about
the preferences of their multigenerational workforce and comprehend the preferences of each
individual employee in order to better shape their employer brand and enhance their overall
talent attraction strategy.
2.
Active job seekers
Change in perception
Review and research
75% of active job seekers
tend to apply to job if
employer tends to actively
manages its employer
brand
80% Glassdoor users
agreed that their perception
about a company improves
after seeing an employer
respond to reviews
86% of employees tends to
research company reviews
and rating when deciding
where to apply for a job
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Source:
Glassdoor/Harris Poll; US
Fig 3
3. Attracting Top Talent: In a competitive job market, candidates have choices, and they often
consider multiple job opportunities simultaneously. A positive candidate experience can be a
decisive factor in attracting top talent. Candidates are more likely to accept an offer from an
organization that made them feel valued and respected during the recruitment process.
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According to a survey by PwC, people were asked a question: Have you
ever refused a job offer from a company because previous attempts by that
company were handled poorly?
Nearly half (49%) of job seekers working in in-demand fields like
technology say they’ve turned down an offer because of a bad experience
during the hiring process. (Source: PwC Future of Recruiting survey)
4. Enhanced Quality of Hires: In 2021, there were 1 million more open roles than job seekers,
and the Great Resignation - or The Great Reshuffle made itself known. Finding quality
candidates is harder than ever, and Candidate Experience is a big part of securing valuable
talent. Having excellent Candidate Experience can help your company stand out from the
crowd, and have an easier time acquiring valuable talent. According to a report by IBM,
candidates who had a positive Candidate Experience are 38% more likely to accept a job offer.
Great Candidate Experience also reduces withdrawal rates. Naturally, lower withdrawal rates
results in quicker time-to-hire, improving your overall efficiency. Positive Candidate
Experience also improves your quality of hire, and helps you gain valuable talent.
Source:
Talenthub
5. Long-Term Relationship Building: Candidates, who have a positive experience, even if
they are not selected, may still become potential clients, customers, or future employees.
Nurturing relationships with candidates create a talent pipeline for future hiring needs and
fosters long- term connections with a broader network of professionals.
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6. Retention and Employee Satisfaction: The candidate experience extends beyond the
recruitment phase. New hires that have a positive experience during onboarding are more
likelyto feel engaged and satisfied in their roles. This positive association carries over into their
tenureas employees, potentially contributing to higher retention rates.
Leading the Impact Journey –
For many organizations, growth is limited by shortcomings in their workforces, and a traditional linear
hiring model does not allow them to hire enough skilled workers to remain competitive. Some are
investing in and maintaining a strong pipeline of potential employees by pre-emptively recruiting
candidates—even when there is no immediate need. By continuously engaging qualified candidates
through social media, alumni networks, and other methods, organizations can provide an intimate,
memorable experience that could lead to job offers later on. As part of its “Silver Medallist Strategy,”
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for example, a leading auto manufacturer engages top candidates in the market even when there aren’t
open roles for them.
As indicated in Deloitte’s September Talent 2020 report, potential employees are more inclined now
than in the past to work for companies that have a reputation for being a good employer. Given this
trend, organizations are beginning to develop talent acquisition programs that cast themselves in a
positive light among potential employees. They are designing recruitment experiences that benefit
candidates from start to finish—even in cases where they do not culminate in a job offer.
Deloitte tends to create an impactful talent experience for over 900 new hires each year. Even before
their first day at work theaim is to excite, impress and engage them, as well as train, connect and interact
with them. Innovation and care, as always, been the bedrock of the organisation and it’s culture.
Some of the innovative practices in Deloitte are -
Deloitte Welcome App
As soon as the candidate signs a contract, they are invited to download the Deloitte Welcome app. It
allows the firm to connect with and support the new hires in the best possible way: sharing relevant
information and making them feel welcome to ensure a unique onboarding experience.
MyBenefits Platform
Launched in May 2017, MyBenefits is a digital platform designed to provide the employees with a full
overview of their individual compensation and benefits. Fully mobile – available anytime, anywhere –
the platform greatly increases the everyday efficiency of Deloitte’s professionals, many of whom
require this information when abroad. The one-stop-shop provides a seamless employee experience. It
displays personalized data covering all the financial and extra-legal benefits of working for Deloitte:
salary packages, holidays, insurance coverage and mobile phone plans.
MyBenefits gives employees an increased awareness and understanding of their salary packages, and
boosts their power of choice when launching a flexible benefits scheme.
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GreenDotShop
As a part of the employee happiness and benefits program, Deloitte also has come up with an online
retail store - GreenDotShop powered by FOXBOX Rewards where professionals of Deloitte India
Entities can purchase a great selection of quality handpicked merchandise from brands like United
Colours of Benetton, US Polo, etc.
Employee And Talent Value Proposition at Deloitte –
The talent brand is an outcome. The talent value proposition— the framing of the actual experiences
ofpeople who work for you— are the means to that end.
Employee Value Proposition (EVP) is a solution for attracting talent in a highly competitive job market.
For employee, it is the perception of value gained by continuing to work in an organization. This is the
glue that holds the employee back in the wake of competition or better opportunities elsewhere.
Developing a good value proposition is foremost among priorities of enlightened HR leaders who
genuinely want to retain their top performers.
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Today, the prospective employee is discerning and “shops” different employers to find the right
alignment and fit for their own passion, role, culture, and life. To stand out in this crowded field,
employers must have a strong EVP to set themselves apart and offer prospective employees a great
experience. Organizations that do this successfully will be able to attract and retain top talent, and hence
will be better placed to be successful.
University Relations –
Deloitte is committed to making an impact in academia. Their University Relations (UR) program
brings the best of Deloitte to a select number of strategic universities to amplify our collective impact.
They seek to be a contributing factor as to why students join Deloitte, prospective clients select Deloitte,
and faculty and university administration look to Deloitte.
The strength of Deloitte’s University Relations program stems from Deloitte’s deep experience within
Higher Education, coupled with their commitment to support universities to achieve their missions by
empowering their leaders and students. The exponential value created through holistic connections
elevates the experience for both Deloitte and the University. Thus, making available a large pool of
potential candidates and freshers, who are already introduced to the values and culture of Deloitte and
tend to be a preferred employer for them.
By actively engaging with educational institutions, the firm identifies and nurtures young talent,
providing mentorship and internship opportunities to build a strong pipeline of future professionals.
Deloitte’s employee value proposition is engaging because it asks a question, “What impact will you
make?”
Using this question approach immediately makes Deloitte’s messaging conversational.
Deloitte’s career page uplifts their employee value proposition with a video that touches on inclusion,
collaboration, and performance. The video shows what life is like at working at the company, interacting
with other employees, and finding opportunities for success.
Deloitte mentions that - “Our people are our brand. We have a continuous learning environment.
Creativity is encouraged; innovation is expected. We believe teamwork beats individual brilliance every
time. Our leaders know they are not the sole source of wisdom – they are students and teachers
simultaneously. We are redefining the way professional services are experienced for our clients and our
people."
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Technology-Driven Talent Acquisition-
Organizations are recruiting talent in an increasingly complex and competitive talent acquisition (TA)
environment—one that requires greater market, candidate, and process intelligence. From better
awareness of candidate fit to process and technology optimization to increased understanding of TA’s
impact on the business, analytics is a powerful force in the quest to source and hire top talent.
Employers have more pressure than ever to fill new jobs efficiently and effectively in the midst of low
unemployment and skilled labour shortages. The challenges multiply with the increased risk of talent
movement—44% of Millennial workers will be looking for a new job in two years, and are 25% more
likely to search for a new job than non-Millennials.
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Source:
Talent acquisition analytics: Driving smarter sourcing and hiring decisions with data – Deloitte
Fig 4.
ELEVATING EMPLOYEE EXPERIENCE THROUGH DIVERSITY, EQUITY,
AND INCLUSION -
Deloitte's commitment to fostering a diverse and inclusive workplace is well-documented in the
literature. Research by Cox and Blake (1991) suggests that diversity initiatives positively impact
organizational performance and creativity. Deloitte's emphasis on diversity aligns with the research of
Kalev et al. (2006), which emphasizes the link between diversity and improved decision-making
processes.
Deloitte opposes racism, discrimination, and unfair treatment. They assume the duty to pay attention,
pick up knowledge, and spearhead the global change we want to see. Every employee at Deloitte is
encouraged to be themselves and thrive at work in every country we operate in, every day. This can
only be accomplished by fostering an environment at work where diversity in all its forms is respected
and valued, and where inclusive daily behaviors are the norm.
The three pillars of Deloitte’s inclusive talent culture—underpinned by respect—are achieving gender
balance, advancing LGBTQ+ inclusion and supporting mental health.
Deloitte also advocates the policy of ‘Speak Up and Consult’ for individuals when faced with
challenges, ethical dilemmas, or witness to any act as deemed unfavourable according to Deloitte’s
Global Code of Conduct.
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Talent Acquisition teams are specially initiated to have separate Diversity and Inclusion hirings and
recruitment drives to maintain a heterogeneous, diverse and all-embracing workforce. Acquiring talent
by breaking the societal stigmas and taboos tends to build a sense of trust and goodwill among the
candidates and existing employees. People from varied walks of life – LGBTQ, Armed Forces veterans,
Specially Abled individuals – are all opened up to at Deloitte.
Another crucial practice followed at Deloitte, while acquiring LGBTQ talent is maintaining the
confidentiality of identity. While most of the niche diverse hirings are sourced by Deloitte’s external
vendors, the initial screening of skillsets and qualifications are made without the personal information
from the vendor’s end, for
unbiased decision making. Once
decided which are the profiles the
team would want to see, the
further confidential and personal
details are provided. Thus,
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maintain an inclusive and bias free recruitment process and practice.
Impact of Inclusive Leadership
Source:
Deloitte Insights - deloitte.com/insights
Great Place to Work –
Leaders often grapple to find more effective ways to compete, claim new markets, and innovate for
growth. Executing a winning strategy takes a unified organization working harmoniously to deliver on
the business ambition through shared beliefs, common behaviours and a collective goal. It takes culture.
Specifically, it takes the right culture—one that fits your organization and drives the outcomes you need.
Deloitte takes an approach that enables organizations to define a workplace culture that can enable their
business strategy, pinpoint their existing cultural strengths and gaps, and then continuously cultivate the
culture that’s right for them.
Thus, as a result, Deloitte has been certified as Great Place To Work® by Great Place To Work®
Institute. Great Place To Work Certification recognizes employers who create an outstanding employee
experience. Because employee feedback and independent analysis determine the scores, Certification
helps job seekers identify which companies genuinely offer a great company culture.
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Inclusivity is Key –
Deloitte strives to make gender balance the norm across our organization. They have set aspirational
goals against which Deloitte Global leadership monitors progress. They have developed consistent
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global standards spanning the entire career lifecycle—from recruitment, promotion and succession
processes, to development, mentoring, sponsorship and flexible working.
The Deloitte Global Executive comprises 23% women and the Deloitte Global Board of Directors is
33% women, progressing toward the aspirational goal of 30% female representation in Deloitte
Global leadership roles by 2023 and 40% by 2025.
Deloitte has a longstanding commitment to transparency when it comes to gender balance. For
example, Deloitte UK started voluntarily reporting its gender pay gap (the total average difference
between earnings for men and women) in 2015, two years before it became required by legislation.
Diversity and Inclusion in Improving Candidate Experience –
Diversity, Equity, and Inclusion (DEI) has always mattered, but events in the past few years have
resulted in organisations undergoing unprecedented challenges and has brought DEI front of mind for
leaders and employees alike. World events such as the murder of George Floyd that sparked a global
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social movement, to the disproportionate effect of COVID-19 on individuals from ethnic minorities
and low socioeconomic backgrounds, have emphasised the social injustice that still exists within our
society
DEI has been linked to improved business outcomes such as increased innovation, better decision-
making, and increased revenue. Additionally, a focus on DEI in organisations can improve key talent
outcomes such as attraction and retention, with three out of four jobseekers stating that a diverse
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workforce is a key decision factor in considering job offers. A focus on DEI cannot be taken as just
a ‘tick-box exercise’ for organisations, but fundamentally embedded in an organisation’s
DNA as it’s the right thing to do.
In conjunction with Makers Academy, Deloitte has launched a return-to-work digital skills retraining
program for people returning to work after a career break. It is specifically designed for those without
software experience to help upskill them in high-growth areas. Deloitte has hired more than 70 per cent
of shortlisted applicants from the Makers Academy, highlighting the success of the campaign.
How can organisations approach DEI?
Over 90% of CEOs have built DEI into their strategic priorities/goals, but many have not committed to
the bold actions necessary to achieve equitable outcomes. To get started on delivering equitable, diverse,
and inclusive experiences for all employees, organisations should ask the below questions before taking
steps to action on their continuous pathway.
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INTERNAL
MOBILITY
-
As talent markets get tighter and the world becomes more connected, a major new trend has emerged
from research: the need to improve internal talent mobility more effectively to move people among
jobs, projects, and geographies, thus connecting people throughout the organisation and building the
employer brand and culture.
Organizations have historically focused on external recruiting to find people for new roles, but with
growing skill shortages and low unemployment rates, they are now finding that acquisition alone isn’t
enough to access the capabilities they need. To fuel growth, organizations need to more effectively tap
their current workforce to identify and deploy people with the required skills, capabilities, motivation,
and knowledge of the organization, its infrastructure, and its culture.
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It enables professionals to seek diverse opportunities and employers to access a broader talent pool.
Companies promoting talent mobility foster employee growth, reduce skill gaps, and enhance
innovation. Facilitating seamless mobility through training, remote work, and internal job rotations
benefits both individuals and organizations, driving success in an ever-changing job market.
According to a Deloitte research report, 76% survey respondents said internal mobility is important,
out of which 20% believed that organisations face issues in supporting talent mobility, and has become
a C-suite level topic now.
The end goal for a successful talent mobility strategy is to align skills, motivations and backgrounds of
its employees to better suit company needs, allowing leaders to retain and develop talent simultaneously.
As companies continue to fail to retain their employees, a solid talent mobility strategy can help save
costs that would have gone towards new hires and recruitment programs.
Capgemini India have planned an initiative for career mobility internally, that is through Internal Job
Posting (IJP) – thus allowing the employees the access and knowledge on open positions within the
corporation across various business units, geographies and technologies.
AMD India, similar to Deloitte, has a ‘Speak Up’ culture that empowers individuals to express their
career aspirations and engage with various teams across global locations for potential internal
movement opportunities.
Internal mobility is important ?
24%
76%
Believe organisations face issues
56%
20%
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Microsoft India has a specific day, called ‘Discover Day’ for celebrating Talent Mobility initiatives
with the organisation, and connect with peer, senior and juniors across the company, and explore the
variety of opportunities and roles.
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Creating experiences that turn candidates into employees –
Mastering the candidate experience process is not easy; however, the following four criteria should be
evident in any organization that provides a leading candidate experience –
Every candidate is treated as a potential customer: All candidates should be considered as
potential customers: It is imperative for organizations to acknowledge that, if they aren't
already, all candidates have the potential to become customers in the future and could also
have the ability to influence the market. The interview process has a significant impact on
candidates' perceptions of the company and their propensity to conduct and recommend
business in the future.
All candidates leave the recruitment process better than they started: Candidates typically
want to join an organization that has been helpful to them. Recruiters can serve as valuable
resources to candidates—resources that can advise candidates on resume and interview best
practices, the market, and how the candidate can best position themselves for success—in your
organization or at another one.
20%
27%
53%
80%
about their experience, and a third of these candidates will do so proactively
According to Shortlister.com, 80 percent of candidates who experience an
unsatisfactory recruitment process revealed that they openly tell people
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Every candidate who interviews wants to join the organization: It is not a given that every
interviewee will accept a position; rather, candidates should be motivated to join the company
based on their impressions of the interview process and their initial feelings upon receiving a
call.
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A positive interview experience
typically starts by providing
candidates with interview process
details in advance, greeting the
applicants upon arrival, valuing their
time during the interview, and
providing prompt feedback after the
interviews.
KEY TAKEAWAYS
-
One of the key takeaways from our study is the significance of a strategic and holistic approach to
talent acquisition. Deloitte's emphasis on diversity, equity, and inclusion in the hiring process has
reinforced the belief that creating a diverse workforce not only fosters a more inclusive culture but also
results in better business outcomes.
Moreover, exposure to cutting-edge technologies and data-driven methodologies has enlightened
about the critical role technology plays in modern talent acquisition. Embracing digital tools not only
streamlines the hiring process but also enables better candidate experiences and more informed
decision-making.
During our time in research with Deloitte, we have also realized the significance of continuous learning
and adaptability in the fast-paced corporate world. The HR landscape is constantly evolving, and
stayingup-to-date with industry trends and best practices is essential to remain effective and relevant
as a talent acquisition professional.
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CONCLUSION –
In summary, our research at Deloitte in Talent Acquisition has been a transformative experience,
highlighting the impact of making a meaningful difference. We've navigated a dynamic work
environment, surrounded by dedicated professionals committed to positive change.Addressing
complex talent challenges, organizations must comprehend business priorities, establish factual
foundations, identify workforce gaps, and devise talent strategies for comprehensive solutions. The
universal goals involve cultivating strong leadership, securing critical workforces, and maintaining
employee satisfaction, motivation, and continuous development.
Deloitte's culture prioritizes collaboration, teamwork, and respect for diverse perspectives, fostering
our personal and professional growth. The research affirms our commitment to a talent acquisition
career, aiming to use our skills to drive lasting workforce change.
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