FINAL REPORT FORMAT

1. Introduction of the topic (1 page) - Nimish

2. Introduction of the organisation (3-4 pages)
- Mission and Values - Bushra
- Evolution(past practices to present) - Bushra
- Current business scenario (current measures) - Bushra
- Leadership and Strategy - Sindhura
- HRM practices in the organisation - Sindhura
3. Objectives,Scope of the study & explanation (1 page) - Piyush
4. Methodology - 1 page - Nimish
5. Cases (Story based) - Nimish and Sindhura - 2 pages
6. Cases (Interview based) - Bhushan and Piyush - 2 pages
7. Piyush’s personal experience in story format - Piyush - 1 page
8. Data collection (questionnaire) - Nimish
9. Quantitative Analysis - Bhushan - 240 data points - 2 page
10.Qualitative Data Analysis - 1 page
11. Proposed systems - 1 page
12. Recommendations (Identifying the gaps and write according to course connect, facts) - 1
page
1. Introduction of the topic (1 page) - Nimish
Most businesses have realised the importance of placing a premium on workplace diversity.
Simply put, most of the organisations desire a culture that’s welcoming to all kinds of people,
from all walks of life irrespective of their caste, creed, gender, age, sexual orientation and
culture.

Another perspective that pops up while talking about diversity is inclusion. Does a company
have an organizational culture in which every employee feels like they can participate in
decision making and be part of the team? Or does it have a culture that sometimes pushes
employees away… intentionally or otherwise?

It is this important question that we have addressed and analysed in our project report for
term-1 subject: Behaviour in Organization.

SNAPSHOT
Target Organisation

Workplace Diversity Management

Subject of the study
(Inclusive organisational culture)

Diversity at the workplace means creating an atmosphere that appreciates and encourages a
workforce that is composed of individuals of varying religion, race, gender, ethnicity, age, sexual
orientation, education, and other important attributes. It helps the organisation in a number of
ways, but that does not mean its implementation is easy in any manner. An organisation has to
consciously take constant efforts to bring such meaningful changes. Moreover, diversity doesn’t
happen overnight or in isolation - it requires the cooperation of everyone at the organization in
order to be successful.

Diversity does not exist without inclusion. Inclusion basically means the feeling of
belongingness in the organization. When employees feel included, their performance goes up
drastically and so does their motivation to do well on the job and for the company.

Various data and studies have suggested that the most effective approach to attracting and
retaining a diversified workforce is to focus on creating a workplace that makes people feel they
belong. In absence of this, employees may feel disconnected, disengaged and prone to leaving
the organization. Thus, the issue of diversity and inclusion has taken a prominent place in the
current situation and every organisation has to work on it in order to survive and move forward
in the business environment.
 2. Introduction of the organisation
Deloitte, is a multinational company providing professional services. Deloitte is one of the Big 4
accounting organizations and also the largest professional network providing services in the
world by number of its professionals and revenue, it has its headquarters in London, United
Kingdom.
Deloitte provides consulting, auditing ,risk advisory, Financial advisory, legal and tax services
with approximately 311,000 professionals globally.In fiscal year 2020, the network earned a
record of approximately US$48 billion in total revenues. As of 2019, Deloitte is the 4th-largest
company which is privately owned in the United States.

Vision, Mission and Strategy

Deloitte's vision and strategy is developed in collaboration with leadership and member firm
partners from around the world and it focuses on working together as One across geographic,
functional, and business borders to deliver excellence in all of the services provided by the
member firms.
The core principles that distinguish the Deloitte culture are as follows:

Integrity
Deloitte believes that nothing is more important to them than their reputation, and behaving with
the highest levels of integrity is fundamental to who they are. Deloitte demonstrates a strong
commitment to sustainable, responsible business practices.
Outstanding value to markets & clients
Deloitte plays a critical role in helping both capital markets and their member firm clients to
effectively operate. They consider this role as a privilege, and they know it requires unrelenting
commitment and constant vigilance.
Commitment to each other
Deloitte believes that their culture of borderless collegiality has competitive advantage for them,
and they go to great lengths to nurture it and preserve it.They go to extraordinary lengths to
support their people.
Strength from cultural diversity
Deloitte’s member firm clients’ business challenges are complex and benefit from
multidimensional thinking. They believe that working with people of different backgrounds,
cultures, and thinking styles helps their people to grow into better leaders and professionals .

Deloitte’s mission and vision statements makes it apparent that it is a company who is obsessed
with quality and excellence in everything it does.As a professional services corporation,Deloitte
has mastered and learned the art of running its business in such a way that no other
multinational network will challenge.Although the company has developed its business
approaches over the years since 1845, its mission and vision statements have been very
instrumental.In case analysis of Deloitte, the vision of corporation is to create influential
businesses through its leadership, while its mission statement is all about the difference the
company creates in the lives of its client. Deloitte has been sustainably attaining progressive
growth for over decade because of its strong core values.They created a culture of winning, and
with its vision and mission statement, Deloitte is positioned as a giant global corporation.

VISION STATEMENT

Deloitte’s vision statement is “to be the yardstick of Standard of Excellence, the primary
choice of the most sought-after talent and clients .” The statement makes it apparent that
the company is desirable for setting a bar that establishes it as a role model or an
organization that other global corporations would want to emulate. Its vision statement can be
bifurcated down into:

1. Standard of excellence
2. Most sought after corporation

Ever since its inception , Deloitte continues to demonstrate how passionately it is doing what it
does – from professional services for businesses to auditing . It executes its operations with so
much quality and precision that it has become the sign of excellence across the world. In this
way, it also fulfills its second numbered element because each and every customer wants to be
associated with excellence of this kind.

Evolution(past practices to present)

Deloitte professionals are championing diversity and inclusion initiatives that increase
leadership opportunities around the world.
Deloitte became the first out of the “Big 4” professional services providers in the U.S.A to have
a female as a CEO when it appointed Cathy Engelbert, who served in this capacity from 2015-
2019. Sharon Thorne, who served as one of the audit partners for 20 years in the UK, is the
first female chair of Deloitte’s Global Board.

The Deloitte Women’s Leadership Launch, a Deloitte LLP initiative that creates professional and
networking development opportunities for women who are pursuing advanced degrees. This
shows Deloitte’s continuing commitment towards the upcoming generations of female leaders.

One of the most recent expressions of this commitment was launched in the fall of 2018. ALL
IN is a global strategy for including all diversity, gender and inclusion representation initiatives
throughout the organization. “As Deloitte journeys toward indomitable leadership in professional
services all over the world, Deloitte aims to leave a legacy that the upcoming generations of
leaders will be proud to travel,” said by Michele Parmelee, who is Chief Purpose and people
Officer, Deloitte Global. “It’s the path of inclusion and diversity , one that is deeply rooted in our
values.”

As of FY 2019, 44 percentage of Deloitte’s professionals are women.

“Supporting women to serve in leadership positions has helped us create working environments
that elicit and benefit from diverse perspectives and experiences,” Deloitte Global CEO Punit
Renjen said. “As a result, we are better able to make a difference in our world.”

Deloitte’s legacy has a long history of promoting inclusion and diversity across the globe.today
for Deloitte, amidst all the knowledge cultural inclusion stays a top priority and it’s still
considered as a work in progress.

Racial inclusion has been just one of Deloitte's Major cultural priorities. In the year 1995, a
group of 6 LGBT employees in the United States has lobbied Deloitte LLP leadership,
resulting into the listing of LGBT community people in Deloitte LLP’s annual equal
employment opportunities commission filing, the genesis of GLOBE employees resources
group. These efforts aided Deloitte LLP to achieve a score which is perfect on the Human
Rights Campaign’s Corporate Equality Index in the year 2006—a ranking it has been holding
since then. Recently, Inclusion Councils have initiated efforts to encourage increased
representations and reinforce the cruciality of diversity globally.
In addition to the above mentioned , Deloitte has also placed a new emphasis on one of the
largest under-represented groups: women. Women working at Deloitte and their predecessors
for more than a 100 years . The first female typist who has joined Deloitte, Plender, Griffiths &
Co. in the year 1902,& Haskins & Sells after World War I hired its first woman CPA. Touche
Ross who became the first giant accounting firm to have a female member on the position ,
Dorothy Willard, after 1967 merger, & in 1969 was first one to nominate female partner, Mary
McCann. Though, as progress has been made throughout these years, gender equality remains
a concern and significant challenge till today.

To address this challenge, Deloitte has launched ALL IN in the year 2019, with a focus on
rapidly speeding the promotion of women in positions of leadership across the globe. All the
member firms’ inclusion and gender efforts would be evaluated, from onboarding hiring to
succession and promotion , so that Deloitte of future has a growing and steady pipeline of
female leadership.

Current scenario

Deloitte Stands against racism , systematic bias and unequal treatment

On June 5th 2020, the Deloitte community came together to honor the victims of racial injustice,
and to listen, learn , and begin exploring and defining ideas for concrete actions which can then
be taken as an organization for bringing positive impact .

● Moments of Reflection: They hosted two national webcast sessions (morning and
afternoon on ET) to stop for —a moment of reflection—to honor the victims who
have faced racial injustice and racism in America and to acknowledge this &
commitment to transform the society which should occur.
● Safe and secure place for the dialogue: Allowing the opportunities to let your
voice be heard in a more conducive workplace setting, leaders are going to host
small group talks over the upcoming weeks with some of the few of them occurring
tomorrow itself . During the sessions, you will get the opportunity to share your
experience, ideas,and raise your concerns, hear one another’s stories, or simply
just learn and listen. Along with these sessions, we are going to meet tomorrow
with the black PPMDs to know their counsel and perspective.
Through a collection of butterfly effect stories of tenacious women , Deloitte empowers its
women employees to share their stories and inspire other women who have faced similar kinds
of hardships . Deloitte wants every girl's voice to be heard in their organization.
Deloitte shares these stories not only to show the power we have to create an impact that
matters, but also in bringing to notice the challenges gender inequality poses for women in
society as a whole – an issue for which Deloitte is committed to addressing its part . The global
ambition of the organization to improve the futures of approximately 50 million people by the
end of 2030.
Deloitte is a committed organization in helping women and girls around the globe towards
access to the opportunities and right skills . Through their actions – even in the simplest of
manner – Deloitte is giving birth to an ever-expanding pattern of personal connections and small
gestures that they believe will ultimately lead to a better balanced world.

1)https://www2.deloitte.com/global/en/pages/risk/articles/women-in-the-boardroom-global-persp
ective.html

2)https://en.wikipedia.org/wiki/Deloitte
3)https://www2.deloitte.com/us/en/pages/chief-executive-officer/articles/deloitte-stands-against-
systemic-bias-racism-and-unequal-treatment.html
Leadership and Strategy
Inclusion Strategy:

Deloitte believes that Diversity in an organization or in group matters, and it's indifferent to the
ability and knowledge an individual has in the decision-making process. In fact, the company
believes that Diversity will enhance the decision-making skills of individuals as well as the team,
which leads to employee satisfaction. The firm also considers that the inclusion strategy
empowers employees to be customer-oriented.

Diversity is the firm strength:

Deloitte has a strong commitment towards inclusivity and has set ambitious targets for gender
balance. The firm strives to become a more diverse organization with balanced leadership. As
one of our firm's main priorities, its main aim is to achieve a target of 30% female partner
representation by 2030.
Their main motto is the combination of Diversity, and Inclusion leads to Improved business
Outcomes.

Approach:
● The firm starts with understanding the basic objectives of industry and customer, which
includes an increased level of productivity, enhanced customer satisfaction, product and
structural transformation depending on the market.
● After laying out the firm's target objectives, they will design more scalable diversity and
inclusion strategies accordingly.
● Deloitte follows a multi-faceted strategic framework that helps them to evaluate the
positioning of mission, vision, and leadership.

The following are sub-level that firms follow with the help of the framework
1. Help organizations to identify and select the strategy they need to make for stimulating
change and achieving their objectives
2. Collaborate with leaders and teams to develop personal proficiency
3. Adjust systems and processes to reinforce diversity and inclusion objectives
4. Evaluate and develop metrics to assess change.

Recently the "ALL IN: Accelerating gender and inclusion" strategy was depicted to increase the
diversity and inclusion outcomes. This strategy also aims to deliver an enhanced representation
of women in leadership roles.

John Johnston, Managing Partner, Deloitte British Virgin Islands, stated, "We aren't partially in…
we're 'ALL IN'. Gender parity and Inclusion is everyone's responsibility - and we all need to take
action to achieve it more quickly. ALL IN matters at all levels of our organization. It is a
long-term investment – we cannot change gender representation in leadership overnight, but we
can cultivate an environment where we are developing the next generation of women leaders for
years to come." [1]

Deloitte Inclusion Model

HRM diversity and inclusion practices in the organisation

3. Objectives,Scope of the study & explanation (1 page) - Piyush

1. To understand and evaluate the current HRM practices in Deloitte in light of mission,
values & leadership of the organization.

2. To analyse the current strategies and measures undertaken at Deloitte to enhance

workplace diversity.

3. To identify most commonly experienced barriers for accepting workplace diversity at

Deloitte. It would explore the personal experiences of the current employees with respect
to the challenges faced.

4. To study & examine how Deloitte deals with challenges posed due to workforce diversity
by organising employee engagement programs. Scope would be to understand the current
policies and if possible then to recommend certain changes and additions in the policies.

5. To understand the role of diversity management to develop and maintain the healthy &
positive work environment.Scope would be to grasp the importance of the said role with
the help of personal interviews of the employees.

6. To identify strategies to increase inclusiveness and find out ways to raise awareness about
workplace diversity at Deloitte.

7. To collect & analyse data collected from surveys conducted and propose suitable
recommendations and solutions to the identified problem areas.
4. Methodology - 1 page - Nimish

1. Primary data has been collected from current employees of the concerned organization by
circulating Google forms with appropriate questions through one of the team members.

2. Seniors and alumni who have worked or currently working at Deloitte were also
leveraged through LinkedIn or Contacts to understand their opinions and experience at
the organization in the context of diversity and inclusion.

3. Collected data points and the opinions were analysed through different lenses.

4. Employee Engagement Programs at the organization were studied thoroughly and

compared with the industry standards to gauge the effectiveness of programs and the
scope of improvement.

5. Secondary data about the company and general statistics of the topic was collected from
trusted sources to understand opportunities and barriers at various levels.
 6. Inferential reasoning and general suggestions has been provided after group discussion in
the context of conclusion and opinions.

5. Cases (Story based) - Nimish - 2 pages

Mr. Abhinav Sharma reached the Deloitte USI Bangalore office in the morning. It was his first
day of joining as a Business Analyst. He was excited to be a part of such a big organization but
there was a sense of nervousness and fear within him.
He was born and raised in Bihar, and moved to Delhi after Class XII to complete his Bachelors
in commerce from Delhi University. He was a bright and intelligent student and received an offer
from Deloitte USI consulting in his final year. Everything was going according to the plan for
him, except one thing: Deloitte had asked him to join the Bangalore office as there was an urgent
need over there. He was not sure if he would be able to adapt to South Indian culture. What if
people talk in a regional language and he is not able to follow them? What if people judge him
since he is from a backward state such as Bihar? What if people make fun of his accent?
Questions like these kept flashing in his mind.

On his first day at Deloitte, he was welcomed by the team but he was nervous and anxious about
being around everyone. He displayed an overly cautious attitude and behaviour that day.
He had to undergo a three-day induction process at the firm before formally beginning his work.

After a week, Abhinav was extremely confident and happy about his job.He no longer had any
inhibitions about the culture at the workplace. What changed for him?

During that induction phase, the company communicated all the new joinees about the strict and
effective policies regarding managing workplace diversity. It was made clear that the company
believes in diversity and the benefits it brings to the table. It was made clear that no one would
be subjected to discrimination on the basis of their caste, creed, gender, and most importantly,
place. This was a confidence booster for Abhinav and he immediately developed a sense of calm
and composure. He knew he was at the right place.
Over the coming days, the company informed every employee about the different redressal
mechanisms available in case someone faces issues. If he had a concern about discrimination or
harassment, he knew where and how to report that concern.

Gradually, he began to get used to company's culture and values. Since people at the firm were
from diverse backgrounds, employee engagement programs were widely used to build a sense of
belongingness and camaraderie. He enjoyed being a part of all those activities and was able to
meet and know new people. This whole experience gave him much needed support at work,
which then transformed into a high level of productivity and motivation at the workplace.

Deloitte believed that people’s private lives intersected with their professional ones on a daily
basis. Being secretive about who you are creates distance between colleagues and can even affect
productivity. Hence, diversity and inclusivity was fostered at all levels so that every employee
feels comfortable in talking about their background and cultural experiences with their
colleagues.
Abhinav has been a hardworking employee from past 1 year at Deloitte. There were a number of
factors that made it possible for him to sync himself with the organisational culture and the
important values of diversity and inclusion have been maintained by the top leadership.

Interviews

Interview with Senior Consultant (Native: Hubli, Karnataka | Age: 36)

Q: Hi, How long has it been at the firm?
A: It’s been 7 good years right from being an Analyst to a Senior Consultant

Q: May I ask your roles and responsibilities in short?

A: Sure, my role usually is of a SPOC for a project wherein I act as a mediator between client
and the company to ensure smooth implementation of the HRMS: Payroll and Benefits module.
Also, I am a team lead which comprises almost 20 Analysts and Consultants. They report to me
about their daily milestone updates.

Q: Have you seen any impact of these factors on motivation towards work and thereby
increase in efficiency?
A: Yes yes absolutely. Usually the team dynamics is very positive and it helps us in completion
of complex tasks even under tight deadlines. This also results in bringing varied perspectives
during brainstorming in team meetings.

Q: As we discussed the survey we are doing, we would like to know more about your
responsibilities in terms of diversity management.
A: Okay, I don’t have a direct role to play in diversity management, but the Human Resources
Department of Deloitte ensures that every project has balanced representation of employees in
terms of gender and regional diversity.
This plays a crucial role in practicing and hence promoting Deloitte's culture of inclusion and
diversity at the workplace.

Q: As you have stayed with the firm for 7 years, have you observed any gradual
improvement in the company's take on these policies?
A: Yes, at Deloitte we maintain no tolerance policy towards any kind of discrimination or bias.
Apart from this, the firm ensures to create awareness in employees through mandatory courses
on inclusion and allyship along with frequent team building sessions.

Q: Have you witnessed any incident related to discrimination issues in your long stay of 7
years with the firm?
A: (With a smile) No buddy, I personally am not aware of any such issue being raised in the 4
projects that I have worked on during my stay with Deloitte.

Thank You so Much for your cooperation on Sunday evening.

Interview with Analyst (Native: Assam | Age: 23)

Q: Hi, Could you please tell us about your background in short?
A: Sure, so I am from Assam and I have completed my bachelors in engineering. Post that I have
been working at Deloitte as an Analyst for the last 1.5 years.

Q: Could you please share your experience in the initial months of your job?
A: Being from the North East and coming for a job in South India, I had preconceived notions
about the place, people and culture. But right from the start of my stint at Deloitte, I observed
diverse representation of people from different places & culture and there was also a gender
diversity of 60-40 which was quite impressive. Even the age distribution was balanced. Also at
the very onset of induction, we were informed about the no tolerance policy at Deloitte and that
made me feel that I am at the right place.

Q: As you know, we are conducting a research on Diversity and Inclusion at Deloitte, what
is your take on this?
A: Deloitte is my first organization and my experience so far has been quite good. Deloitte
organizes a lot of events for employees which creates the sense of belongingness. Whenever
there is any festival, we get invitations through mails about the celebration. I personally came to
know about South Indian festivals such as Pongal, Onam etc. after coming to Deloitte
Q: Have you faced or observed any kind of discrimination or bias while working at
Deloitte?
A: In fact, I did face it to a certain extent. It wasn’t at a personal level but towards our group.
One of the seniors from another team used to pass derogatory comments on our group. Initially
we hesitated to raise this but after a few days, I went to the senior manager and discussed the
issue. This was taken very seriously and without anyone knowing the person was mapped to
another team. Such issues if considered genuinely create a culture of courage among employees
which leads to the cohesive environment.

Q: Any gaps that you found where the company can improve in these aspects?
A: Deloitte as an organization puts a lot of efforts in ensuring that employees feel comfortable in
all aspects at the workplace. But when I faced an issue, I felt, since there's a possibility that cases
of discrimination/inequality across the firm might not get reported to the managerial level at
times due to lack of the culture of courage in employees, rolling out survey links for employees
to anonymously report any such incidents would help bring out issues within the organization
which otherwise may go unnoticed.

Perfect, Thanks a Lot for your time and Good Luck.

9. Quantitative Analysis - Bhushan - 240 data points - 2 page
7. Piyush’s personal experience in story format - Piyush - 1 page

The following writing captures the personal experiences of one of the group members in relation
to diversity and inclusion practices at Deloitte.

“I joined Deloitte as a Business Analyst right after the college with high expectations. Being from
the engineering background and not having any prior exposure to the corporate world was
something that constantly tinkered with the head. Those thoughts eased down as the transition
was smooth and the sense of belongingness to the firm was instilled in the mind since day 1 of
the induction process.
Induction was a 3-day process, where all new joinings were welcomed by the senior leadership
of the firm. The entire process involved multiple leadership talks about the firm’s vision, motto
and principles. Notions of promoting diversity and inclusion were heavily talked about. At the
end, there was a combined dinner arrangement where all the new joinings were encouraged to
interact with each other. It helped immensely to know my colleagues before getting started with
the work.
Further 6 months into the firm, I went through several mandatory sessions and online courses
which dealt with topics like behavior at the workplace, harassment policy, inclusion & consulting
communication. I personally felt that the company paid a lot of attention to the activities other
than the project work to positively impact the output of the individuals work. The management
constantly tried to ensure that the group dynamics within different projects and departments was
healthy.
HC Discover Program: This is an annual program for Analysts in Deloitte across all the offices
in India which is held at Deloitte Head office in Hyderabad. It aims at promoting networking
among all the employees, developing knowledge about consulting life, getting insights about
making dealings with the clients and subsequently acquiring all the key attributes which is must
for achieving success in the Consulting career. I attended this program in 2019 and the
experiences which I had then, are deeply engraved in my memories. It was an amazing mixture
of fun & learning. I got an opportunity to interact with 100s of people from different parts of the
country having different cultural backgrounds. There were certain business presentation tasks
where one had to make teams of 5 members with everyone belonging to a different state. It was
a unique experience and was fun.

Coordinator of Deloitte Engagement Program: During my 2nd year with the firm, I got an
opportunity to lead a Deloitte Engagement Program for Human Resource Transformation
service line. As a part of this 2-day program, several sessions were organized and conducted
which included new hires introduction and interaction, project success stories, personal
motivational story, leadership talk and initiatives of the firm for its employees. As a coordinator I
worked closely with the HR team and the Managing director of HRT service line. This helped me
to gain deeper insights into the efforts of entire human machinery which works very creatively
and diligently to ensure that the policies of the firms related to diversity and inclusion is spot on.
These practices also evolve over a duration of time to maximize its impact on the overall
productivity of the workplace.

Diversity & Inclusion at a project level: In my 2nd project in the firm, there were a total to 90
other members. It was the biggest project that Deloitte Consulting had ever taken under the
Human Capital service line. A large group possessed a serious challenge for the Senior
Manager to ensure smooth participation and completion of the work by all the employees. The
deadlines were tight and the tasks to be completed were highly complex in nature and hence
the stress level was high for all the employees. This was handled beautifully by the Senior
Manager along with the help of the manager. The entire group was divided into smaller groups
of 5-6 members each on the basis of the kind of work and the skillset required to complete the
work. The notion of diversity was also taken care of while forming the sub-groups. My group
consisted of 3 male and 3 female employees and all of us were from different parts of the
country. There used to be a time when we all talked about the different cultures and our lives in
general whenever we went for a tea break in order to release some work stress. Those
interactions and communication helped us to revive our focus and then to get the work done.
Not only this, we also used to interact with our US counterparts regarding the work and other life
events. Inclusion was always taken care of by the senior leadership as they constantly asked
our feedback on those lines. So eventually we as a group of 90 members were able to pull off
one of the most complex projects in the Deloitte Consulting history.

Finally, I would like to conclude by saying that, life in my firm was not free of challenges. There
were times when it was really stressful, things became difficult and sometimes I felt
demotivated, but it was only in patches as it’s inevitable. The good part was that those patches
were really scarce and were short lived. The management as a whole ensured that none of the
employees are left on their own. Everyone was allotted a counsellor to track and guide an
individual regarding his career goals with the firm. Regular feedbacks also ensured that the
system operated well. The only thing which I felt could have been done better is the
transparency in the handling of the issues raised by an employee.
So in a nutshell, my experience in Deloitte with respect to all domains of human resource
management practices was satisfactory and would now act as a benchmark in order to compare
it with firms with whom I may work in future.”
8. Data collection (questionnaire) - Nimish
9. Quantitative Analysis - Bhushan - 240 data points - 2 page
11. Proposed systems - 1 page

Diversity and Inclusion form a part of Deloitte’s core values. It is reflected in the company’s
culture and in the environment of the workplace. Currently the firm is doing well in this field but
that too can be improved over a duration of time by incorporating certain changes/additions in
the policies. Below are some of the proposed systems for achieving it.

i) Recognize bias and create leadership programs to eliminate it: There have been certain
instances where it has been reported that sometimes managers seem to have an inclination
towards the employees from the similar region or the employees who resemble them. In these
cases, those managers or leaders should be identified and put into the leadership programs
which include de-bias trainings. These trainings should not be just remedial in nature but should
aim at internalising the values within an individual rather than mere acquisition of it.

ii) Practicing inclusive leadership: Deloitte already is doing a decent job in this domain. It can
further be made better by creating a transparent environment where all the employees can
fearlessly keep their opinions and share the things that they don’t like related to the status-quo.
It would further help the management to get more clear insights regarding how an employee is
feeling.
This can be achieved by holding more effective meetings, having audits of the people processes
and regular communication of the firm’s goals while keeping a track of the progress.

“Cultivating inclusion is an evolving process with constantly moving targets and a company’s
goals and tactics must evolve along with the needs of current and potential talent.”
12. Recommendations (Identifying the gaps and write according to course content, facts) - 1
page

Based on the facts and analysis, Deloitte is one of the best organizations in terms of Diversity
and Inclusivity Management.
But still, below are the few suggestions we recommend, based on our research and survey,
which might enhance the existing framework

● Deloitte can emphasize on maintaining the balance between rational and diversity
factors while taking strategic decisions
● Form groups with a senior from the same domain assigned to each group and the role
described beforehand which will include
● Facilitate domain based group, with a senior assigned to each group, which would
inculcate trust and increase the culture of courage in employees to report any discrepancies
on diversity
● Based on many suggestions, there’s still a scope to increase one on one interactions to build
better and stronger connections.
● AI based games to assess emotions and perspectives towards diversity and inclusion
References:

1.
https://www2.deloitte.com/vg/en/pages/about-deloitte/press-releases/deloitte-unleashes-
power-of-diversity-and-inclusion.html
2. https://www2.deloitte.com/global/en/pages/risk/articles/women-in-the-boardroom-global-
perspective.html
3. https://en.wikipedia.org/wiki/Deloitte
4. https://www2.deloitte.com/us/en/pages/chief-executive-officer/articles/deloitte-stands-ag
ainst-systemic-bias-racism-and-unequal-treatment.html