Deloitte & Touché Case Study
How did the problems at Deloitte & Touché occur in the first place?
The problems Deloitte & Touché experienced were because of neglect, they neglected to keep their companies policies and procedures up-to-date with their changing employee status. They did not create a sense of urgency for these women, so the women acted as if they had no obtainable goals in their future with this company. The company’s employees had visions and ideas but the company gave no place for their employees to progress. The company should have given them something to work forward to instead of giving them valuable knowledge with no guidance.
Did their changes fix the underlying problems? Explain.
Yes, their changes made a difference because their statistics show that the changes they made fixed their problems. Their turn-over rates for senior managers became lower for women and the company was named as one of the top places for women to work in New York City by McKinsey & Company.
What other advice would you give their managers?
They have developed a way of changing with the progress the company has made, but with the changing in employee status currently leaning toward women holding the majority of the positions. It is important not to become so caught up in accommodating the women that the company finds them self facing the same problem with men they began with; in women. The role of the human resource manager is to work with the line managers in placing the changes into action. The line managers are those responsible for ensuring the employees are following policies and
The problems Deloitte & Touché experienced were because of neglect, they neglected to keep their companies policies and procedures up-to-date with their changing employee status. They did not create a sense of urgency for these women, so the women acted as if they had no obtainable goals in their future with this company. The company’s employees had visions and ideas but the company gave no place for their employees to progress. The company should have given them something to work forward to instead of giving them valuable knowledge with no guidance.
Did their changes fix the underlying problems? Explain.
Yes, their changes made a difference because their statistics show that the changes they made fixed their problems. Their turn-over rates for senior managers became lower for women and the company was named as one of the top places for women to work in New York City by McKinsey & Company.
What other advice would you give their managers?
They have developed a way of changing with the progress the company has made, but with the changing in employee status currently leaning toward women holding the majority of the positions. It is important not to become so caught up in accommodating the women that the company finds them self facing the same problem with men they began with; in women. The role of the human resource manager is to work with the line managers in placing the changes into action. The line managers are those responsible for ensuring the employees are following policies and