Deloitte Touche A Case Study

Mike Cook, CEO of Deloitte & Touche identified the problem his firm was having immediately. He recognized that women employees had an alarming high turnover. Deloitte & Touche had a rich history of success and a very rigid structure. There are many other factors that led to this turnover and I will touch on each one in the following paragraphs. You may have noticed that I said, Deloitte & Touche has a rich history of success, but that was one of their factors that led to this turnover. This may come off as surprising to the average person, but anyone that has excelled in something knows that they always need to be evolving. The style at Deloitte & Touche was so embedded into everyday life at the firm that no one noticed that just because you were successful in the past doesn’t mean that there aren’t problems. The culture at Deloitte & Touche was full of hostility towards women and not necessarily because people were actively trying to be hostile, rather it was just how life was at the firm. The fact that it was just understood that is how life is at the firm, makes it the hardest to diagnosis. It was so hostile that even during the exit interviews it was not even mentioned that this was a problem, most likely out of fear of “burning a bridge.” It was not until the anonymous study by Catalyst, that the former employees made their voices heard. The study was so bold that the destroyed it so it couldn’t be used against them in court. The staffing model that Deloitte & Touche had for hiring matched the graduation ratio of women to men, which was a good step. They believed that they had the correct hiring process in place, and I would agree with them. The issue with their model is that this model quickly fell short on harboring the needed talent. The company was losing their economies of scope and diversity. The biggest issue with this turnover was the value of hiring a new employee was valued at 1.5x their salary which limits their capital