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Deloitte HR Process

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Sara Vermani

on 21 June 2013

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Transcript of Deloitte HR Process

Deloitte
Sara Vermani 11074051
Maxime Mittelmeijer 11054573
Dimitar Sivkov 11012250
Desirée Viteri
12069582
Gabriela Cornejo
12116068
Job Description
Beginning of the process
Orientation
Training & Development Process
Performance Management
Compensation & Benefits
Career Development
Deloitte finds it very important that when a new employee enters the company, that he or she feels themselves welcome. Deloitte has several orientation steps which it applies when a new employee joins the Deloitte family.

For Jamila, there will be slight changes in her orientation process, due to the fact that she is not Dutch, so that can cause her and the current employees more time to accept each other.
How Jamila
Found Deloitte
Recruitment
For Deloitte we as HR Managers have used some tools and channels, in order to attract valuable and skilled employees, like LinkedIn, the company's website, and an announcement of the vacancy within the company.
LinkedIn is a social network website, with more than 200 million users, mostly used by professional people in different occupations. We chose this tool because internet reaches a large number of people.
We also announced the financial analysts' vacancy on our company's website. This is a wide distribution tool; However, we think it is useful to target those people that are interested to work in our company. Finally we announcement within the company that there is a vacancy for the financial analyst. By doing this we want to give the existing employees the opportunity to apply for the vacancy or they could refer people outside the company for this vacancy. Because in our company we aim to be international. attracting international employees will help our company to interact effectively with partners abroad. This is the main reason why we will not publish the vacancy in newspapers and magazines. Because publishing in newspaper and magazines will only attract national employees


Jamila Mahuad was searching for companies who could offer her a job in the Netherlands, because she was planning to move here. Jamila found the vacancy for financial analyst through LinkedIn. When the company published their vacancy on LinkedIn, Jamila automatically received a message due to the fact that our company has a connection with her, because Deloitte had worked together with her previous employer, Blue Bay Services in New York. Where she was our contact person. This is also the reason why Jamila considered our company. So she sent us her application letter with her CV.
The person in this position of the financial analyst will be responsible of illustrating technical reports by drawing graphs and charts on computer spreadsheets. Also he/she will have to inform investment decisions by first analyzing the most relevant financial and economic information. In addition to this, the person will monitor different developments in fields like industrial technology, business, finance and economic theory. Also interpret data on price, yield, future investment risk trends and economic influences. This job requires stress tolerance, attention to details, analytical thinking, persistence, initiative and leadership. We require a 5 years minimum of work related experience and a Bachelor’s Degree.
Knowledge: Economics and Accounting, English Language, Math, principles of: law and Government, Administration and Management, Customer and Personal Service, Communication and Media, Sales and Marketing
Skills and Abilities: critical thinking, complex problem solving, judgment and decision making, system analysis and evaluation, negotiation and management of financial resources
In our company, we give high importance to the selection process. We demand high quality workers and sometimes finding them is tough. We take into account several aspects and the reason why we do this is to make sure we are hiring the right person for the right position. The background of the candidate is important to us but we never discriminate for any reason. We care about the candidate’s attitude, aptitude, behavior, and especially we care about their potential to perform good in their future job. Our selection process started after we received around 75 application letters. From those 75 letters we selected 20 candidates that seemed accurate for our company. The way we selected 20 candidates was, we thoroughly looked at their CV and paid the most of the attention to their past experiences. Our company has a policy to have the first round of interviews with 20 applicants. We selected the 20 applicants with the most past experiences, because we think that the financial analyst who will work for our company should know what has to be done. Then, we called those 20 for an interview in our company. Previous to the interviews, we carefully read the application letters of each candidate. Our interviews were face-to-face. We started our interviews with introducing ourselves and the company and by giving them a detailed description about the job activities. After the introduction we started with the questions. The interview included different types of questions. For example, we asked situational questions. We asked those kind of questions because we wanted to test the behavior of our candidates and we wanted to see if they had the ability to quickly give solutions to sudden problems or unexpected situations. Then, we asked knowledge questions. Those questions were to evaluate if the knowledge of the candidate was up to the level to the one required for the job. Then by asking personal questions. Those questions included for example questions such as how would they feel about an increase in their salary if they really do a great job and if they would accept traveling certain days every month. We finished the interview by answering any question of the candidate and in the end we told them that they would receive a call as soon as we have made a decision.
Evaluation & Process
There were two managers who were taking the interview with the 20 selected candidates. One manager was from the HR Department and the other one from the Dutch Finance Department.

After carefully evaluating all the candidates answers, we discarded some of them for several reasons. For example, we discarded the ones that not looked confident enough, the ones that did not showed interest or did not put enough effort when answering the questions. We also discarded the ones that did not have the required knowledge for the field.

The two chosen candidates were selected because they seemed as the best choices for reasons that included punctuality, knowledge, capacity, behavior and appearance. We called them for a second interview. This second interview was for researching who could fit best in our company and who the most accurate for the job was. Our company thought that a second interview was a good idea because it gave us the chance to get to know the candidate better and deeper. We were very interested in having more details of these two candidates. With this interview our goal was that with it we could be able to predict the possible job performance of the candidate.
End Result
In the end we chose Jamila because we thought she was more valuable for our company and for this particular job. She was the perfect person for the job for the following reasons: she had a eye catching CV, we previously had worked with her so we already knew about her capacities. We have had the chance to see that she had the right attitude for our company because she was hard working and seemed like she really was committed to the things that she had to do. She never lost track of her objectives, which totally fits in our company since we work with a management performance appraisal. Another plus for her was that she was fine with the fact that she should be obliged to travel for business some days a month. On the other side, the other candidate did not like that and that represented a huge problem to our company. Jamila speaks English fluently and speaks a little bit of Dutch (with a potential for better) because her mother is Dutch and that is useful for the company, because we needed someone that was willing to learn Dutch, which Jamila agreed to do. Jamila was very confident in both of the interviews and we thought she was very reliable. Also, for our company it is very important to have references and reemployment information and we received a very enthusiastic reference letter from her previous employer (of which we know he did not wanted to lose her, but she wanted to go to Europe). For all these reasons, we decided Jamila Mahuad will be the one that will perfectly fit into our company.
In the first step – “Needs Analysis”, we are to decide whether to train the employee or not. Because of the fact that Jamila is coming from the USA, where all of the financial operations are based on the US GAAP, a financial training was to be introduced to her in order to help her learn the European IFRS method, which our company is using.
For the second step – “Instructional design”, we were to decide the way we are going to introduce her to IFRS and evaluate the budget of the training. We choose to let her do a 2 weeks financial course for upper-intermediate level on a cost of 1000 euro, performed by an external partner. After that Jamila is to be introduced with the appliances in the office, to her colleagues and the obligations of her position. This step will last for another 2 weeks.
The next step of the process – “Implementation” describes the type of training we are going to use for Jamila. As mentioned before there will be two types of training – On-the-job and an additional financial training performed by an external partner company.
The last step – “Evaluation” is to determine the result of the training. In our case, Jamila has successfully passed the training and she is a current employee of Deloitte.
Recruitment
2 Months
Selection
2 Months
Orientation
Training & Development
Performance Management
Compensation & Benefits
Career Development
Training & Development Process
Training and development refers to the practice of providing training, workshops, coaching, mentoring, or other learning opportunities to the new employees in order to inspire, challenge, and stimulate them to learn the obligations of their position within the company’s standards. In order to introduce Jamila to her new position we decided to apply the ADDIE model. The processes, which was firstly developed by the US military is nowadays in the usage of the HR department of most of the companies. It basically helps to train individuals to perform a particular job or any inter service curriculum activities and helps the managers to evaluate the performance in the end.
Compensation & Benefits for Jamila
In Jamilas case John, her supervisor, decided that Jamila should have access to:
A rental apartment
Eventually a car
Incentive city tours
Everyday lunch in the canteen
Dutch course

John wants Jamila to focus a lot on the Dutch course. It is very important to our company that out employees speak the official language. Jamila definitely must be committed to this duty.

Deloitte has this amazing compensation and benefits programs because we want our workers to have positive feelings when they think about Deloitte.
We want happy employees, because happy employees are always highly committed to their work, and when that is so, they work hard. Deloitte wants Jamila to feel good in her job by giving her all these facilities. In return, her supervisor and the whole enterprise expect from her hard work and commitment.
When it comes down to pick a correct a PMS for Deloitte & Touche we as a group have discussed all the possible options, the one that stands out as the best PMS is the Management By Objectives (MBO) method. MBO is a method that searches for a balance between the goals of the employees and the goals of the organization. Using MBO enables everyone within the organization to deliver their own input when it comes down to setting the goals for the oncoming period. The key to success when using this MBO is to set goals that are challenging and feasible, this keeps the employees committed to their work. There are several factors that need to be taken into account when implementing MBO:

Goals need to be set in harmony with the employee it concerns.
Goals are both quantitative and qualitative formulated.
Goals need to be challenging and motivating.
Daily feedback is a must to obtain the highest percentage of success.
There needs to be a reward when a goal is achieved.
The base of this theory is to obtain growth and development of a person as such and do not let him/her pay if it is not achieved.
Performance Management
When it comes down to the explanation about why this is the best method to implement in Deloitte & Touche we have several arguments that states our findings. Deloitte & Touche is a company that is specialized in audit and enterprise risk services, consulting, financial advisory services, tax, etc. In short, it is a company that provides a lot of different services for small and large enterprises. To support such an organization and ensure growth of their current employees we have chosen for MBO. Every manager will be able to put up conversations which their subordinates, and they with their subordinates, until you have covered the entire hierarchy. This will make sure that every employee has a custom goal that is set to their own capacities. A stable growth of the entire organization is ensured with this Performance Management System.
2 Weeks
1 Month & 2 Weeks
Curve Ball
(After 5 Months)
We have now come to the point after 5 months, where Jamila and her supervisor – John, are in a conflict. John is very critical about her job. On the other hand, Jamila only responded by delivering her work perfectly so far. Jamila feels that she is discriminated by her supervisor. This case represents a serious matter since by evaluating the results they exemplify an outstanding team together.

John was curious to find out what is the reason why Jamila decided to come to Europe. Because of the fact that Jamila was not so open about that, we had to do some research.

John found out that Jamila has a background in swimming at a very high level. She used to compete in the US national competition but never made it to the Olympics, she always though that it was because of her different nationalities. That is the reason why she wanted to shift to Europe, when she got an opportunity to play for an European team. She was getting hope for her swimming career.
This is a major point in Jamila’s life, that is why it is very important to take this into consideration. Swimming is her dream, so we have to be careful that it will not have a negative affect on her performance for Deloitte.
John was concerned about this because he thought that this issue, this dream, could make Jamila lose focus on her actual job at Deloitte.

After contacting her previous employer, John found out that her performance was really good, as we already knew from the experience of working with her. The downside of this story is, that she has a strong personality and this gave some complications within the team. Jamilas' supervisor is concerned about this because team work is one of Deloitte's priorities.

Because of this, John changed the positive attitude he had towards Jamila initially.
Some employers noticed this change in Johns attitude and started making some comments. Rumors started spreading.
Then, in order to order solve the issue, the Human Resources Manager decided to discuss the matter in a private meeting with both parties.

During the meeting it was found out that John and Jamila had some conflicts, but John was not the only one who was at fault. Jamila has been unfriendly to him, because of the fact that John gave Jamila some assignments which he wanted to be finished the way he wanted it from her. This made Jamila feel like he did that because of her different nationality, so she became unfriendly towards John. She felt that she was being judged and discriminated. And this is why the conflict between the two started.

The HRM manager gave Jamila and John the opportunity to have a private meeting with each other and try to solve this conflict.
They were given the chance to solve their differences without other major implications.
In this meeting it was clearly stated that if in the period of one month this problem was not solved, other actions would be required.

After one month, if the problem persists, to an conclusion, then the HRM manager will try to find another way to finish the conflict. For example assigning Jamila another supervisor.

Fortunately, after that one month, apparently things got somehow better between Jamila and her supervisor. The HRM department hopes it stays that way so that their harmonious relationship could be an example to follow for other Deloittes' employees.
We as Human Resource Managers of Deloitte, will explain to you the seven steps of the Human Resource Process in this company. First we will start with a small introduction movie about Deloitte and then we will we go through the HR Process. We will make this process more clear by using the details of one applicant.
Thank You!
Orientation Process of Jamila
As Jamila will start working for our company, we will first introduce her to her supervisor, which will then introduce Jamila to her new colleagues. Then her supervisor will provide her with a web-based handbook. This handbook covers all the matters within our company, like the working hours, performance reviews etc. Because Jamila came from New York and she did not knew Dutch fluently, she received this handbook in English. For special matters which can happen and are not covered in the handbook, Jamila can contact her supervisor.

Jamila will be also provided with the basic background information about the company and about the job she will be performing. This information will include the company rules and the rules within the workforce.
References
Willemse, Manja. An Introduction to Human Resource Management. N.p.: Pearson, n.d.

"Deloitte | Audit, Consulting, Financial Advisory, Risk Management and Tax Services." Deloitte | Audit, Consulting, Financial Advisory, Risk Management and Tax Services. N.p., n.d. Web. 17 June 2013.

www.linkedin.com

Deloitte offers to the managers/supervisors of the company different kinds of compensation
and benefits programs.

As a compensation for their work all of our employees receive a monthly salary, which includes health and dental care.
Also, if they want to workout Deloitte offers them a fitness discount of 20% in a Fitness Center that is just across the street.

Deloitte also provides some bonus at the end of the year.
These bonus will be to our employees at the end of the year. They will be only provided only if the company has made a profit. When dividing the bonus we will take the working hours of the employees into consideration.
With this, we want to stimulate the employees to work as a group so that there will not be a competitive but cooperative atmosphere between the employees. So, when a department works good together, they will be compensated as a group. Hence, the bonus would be split equally.

The supervisor of Jamila, John, is the one in charge of deciding which benefits she will receive.
He has to establish that according to the way she performs.
If Jamila does a good team work, she will be rewarded equally as het colleagues.

Deloitte gives special facilities and benefits to the workers that come from different countries. Supervisors are in charge of determining whether which facilities are the most suitable ones in every case.
Career Development
In the company there are several ways for the employees to develop themselves and their careers.

The Human Resources department has created career development programs and a wide range of initiatives that supports employees in different areas like academic, professional and technical.

For example, employees receive academic skills development programs that include seminars, courses, workshops, about different topics like leadership, management and supervisor development, and others, depending their specialty.

Also it has been develop some online learning programs and technology system training so employees can be at the edge of what is going on in the world using this tools.

The company motivates employees and keeps them interested with these different tools.
Deloitte wants committed people to work within the company. It offers not only a job, but the opportunity to develop their different skills in their careers.

Employees who get good results can start going up and get a higher position in the company. However in order to get good results people need to be motivated and to know that they could achieve their goals in the company.

It is also offer for the best employees, not only based in results, the opportunity to obtain a higher education degree. This means that Deloitte can finance the entire or part of a Masters Degree for example, or it could be also different certificates. This will be given after an analysis, from part of the managers, who decide at the end which employee, that applies for this opportunity, should get it.
Development Jamila
Like any other employee, Jamila also has the opportunity to develop within Deloitte.

Therefore it is very important for the company and for Jamila, that Jamila can show her motivation and her dedication towards her job and the company.

In her first year we will not offer her any kind of development possibilities, because we would like to observe her capabilities etc.; However, we have worked with her previously but the company has a rule for not giving any kind of promotions to its employees, whether they know them or not.

So like every employee, Deloitte will observe Jamila's work very carefully in the first year. After the first year Deloitte can start considering the development possibilities. Considering the possibilities can take more than one year. This depends all on the employee.
These were the seven steps of the HR Process of Deloitte. This process took a year for Jamila. After five months, there occurred a curveball, which we will describe now, and discuss how we, the HR Managers of Deloitte solved this curveball. Solving this curveball took us about two months.

The Curveball occurred after Training & Development of the HR Process.
This was how the HR Process worked for Deloitte and that we have informed you enough
2 Months
2 Months
Full transcript