UEIM006-HRM
GROUP PROJECT
Topic: PERFORMANCE MEASUREMENT
Company - Deloitte
Submitted to – Dr. Bhajan Lal Kardam
Submitted by :
Anurag prasad 17bme012
Kv sai akhilesh 17bec050
Divyesh sankhla 17bec27
Kartik hegde 17bec047
Ayushee samridhi 17bec013
Asmita barik 17bec011
Bhavin patel 17bec017
COMPANY OVERVIEW
Deloitte Consulting is possibly one among the world’s biggest consulting firms, with around
12,000 employees serving almost 1/3rd of the Fortune Global 500 in nearly 30 countries. It is
indeed a very dominant firm which includes all modes of services in their business right from
research to its implementation. In a nutshell, it is a friendly place to work and gives its
employees every chance to learn and grow, and helps them in achieving their own goals along
with the company goals.
It is a firm that began as Deloitte Touche Tohmatsu (DTT), which was at first a global
accounting firm, established in 1845 by William Welch Deloitte. As the firm developed, there
was excessive burden on the business to isolate from their parent accounting firms, and another
methodology needed to be implied. During 2003, March, the firm reported it had finished
conversations to isolate its consulting practice from their parent accounting firm, reasons cited a
tight credit market and poor financial conditions. Deloitte Consulting, is presently completely
converged once more into its parent organization, which is currently referred to just as Deloitte.
The organization, in today's competitive environment, contends with other enormous and
average sized consulting firms for the business of organizations that accomplish nearly and more
than $500 million in deals. It's known basically for its all inclusive resource plans that convey
"executable strategies" that it will help actualize for clients of all sizes. Some of these clients are
The Gap, Chevron Texaco, Boeing, and GM. One among the many ways in which Deloitte
stands apart from its rivals is by giving their clients a more customized contract that considers
their short and long term objectives just as different factors . With highly trained and experienced
consultants, Deloitte is eligible to build an efficient conversation and along with that, a well
detailed research. They can team up and collaborate in a better way and are more responsive to
their necessities.
Deloitte provide their services in 5 areas. The consultants of Deloitte work with nearly eight
industry communities in 3 different areas. At the point when new individuals are recruited into
one of the local workplaces, they by and large work in a specific geographic area. When
beginning a career with Deloitte, as one gets more acquainted with the methods of working, one
will steadily have practical experience in a particular industry group and service line. But it goes
without saying that while starting, one will have to work with different people, different
locations and different geographies.
The 4 vital business sectors Deloitte has a grip over include :
• Audit
• Financial advisory
• Tax
• Consulting
Deloitte Consulting is seen as one of the leaders in the industry competing with other large and
midsize consulting firms. Since it’s had a reputation of quality service and commitment to it’s
clients they have been able to provide a wide range of general management and information
technology consulting services all around the world. One of the main strengths the firm has is in
operations consulting, as well as strategic planning, financial management, and productivity.
HR PRACTICES
1. Change management
It is a critical process, helping organizations transition to a new level of operational quality and
efficiency, driving growth and development. Deloitte has its own set of methodology for change
management process. It includes seven main areas of improvement and these areas are selected
on basis of experience of company. The seven main areas are
• Strategy and vision
• Involvement interested parties
• Communications
• Impact assessment of changes
• Changing corporate and culture elements
• Readiness assessment of business to change
• Training
Strategy and vision: The main goal here is to reduce risks of uncoordinated action. In this area
company defines the vision and goal of the project, develops a schedule of activities for the
smooth integration of changes into the business and work of employees, and determines the
project roles and responsible employees.
Involvement interested parties: The main goal is to watch over the key parties. This includes
Analysis of the audience, development of a strategy and plan for stakeholder engagement then
Implementation of the plan and monitoring of the level of stakeholder involvement and finally
formation of a network of change agents responsible for transformations, coordination of their
activities.
Communications: The main goal is to reducing risks associated with untimely and unreliable
information. This includes Creation of a project brand (development of a logo, slogan, and
symbol) then Identifying effective communication channels Defining an approach and
developing a detailed communication plan for the project and finally Implementation of the
communication plan, analysis of feedback and improvement in plan.
Impact assessment of changes: The main goal is to reduce risks of loss-related efficiency in
completion of the project. This includes Analysis of changes (business processes, structure,
human resources, technologies, etc.) and their impact on the organization and employees then
development of a plan of necessary measures, determination of responsible employees and
deadlines, implementation of the plan and finally monitoring the implementation of the action
plan.
Changing corporate and culture elements: The main goal is reducing risks, associated with
insufficient level of support corporate culture. This includes Determination of target models /
standards of behavior required for effective work and Determination of measures necessary for
the introduction of new elements of corporate culture (motivation system, communication,
training of managers, etc.
Readiness assessment of business to change: The main goal is revealing organizational risks
that can hinder a successful project implementation. It includes Formation of an approach and
materials for assessing readiness for change (questionnaire, focus groups), Analysis of results,
identification of risk areas, Updating project action plans to mitigate identified risks, and
Monitoring the execution of activities.
Training: The main goal is to minimize risks associated downward productivity labor. This
includes Determination of requirements and approach for training project change, Development
of a program and training plan, Coordination of work on the preparation and conduct of training,
and Evaluation of the effectiveness of the training provided.
2. Risk management
Risk management includes the preventive measures to be done for the company’s financial
problems, legal liabilities, errors in management and many more risks to company.
Deloitte follows many preventive measures for quality risk management (QRM) that are Globaly
consistent and scalable policies and processes: In this Deloitte has a set of policies and processes
that are globally consistent and scalable for the QRM process that are mandatory. The company
also requires the member firm to appoint the “reputation risk leader” (RRL) and that leader is
responsible for QRM of that member firm.
Practice reviews: Practice reviews are important to the company for critical inspection and
monitoring. Promoting trust, confidence and value: The Company promotes trust confidence and
value as these things can reduce the risk for the company.
3. Talent Management
Talent management is all about getting the right person for a particular job. The person here
should have talent in that field and company helps to grow that talent keeping the main
objectives in mind.
In Deloitte Talent management includes Talent Acquisition, Work force planning, Performance
engagement, leadership, Career Development and Succession Diversity & Inclusion, and Talent
Analytics.
4. Outsourcing
Outsourcing basically includes hiring an outside party do some specified tasks like creating
goods or providing services.
In outsourcing Deloitte includes the strategy, Negotiation, Transition and vendor management. In
strategy company decides that what tasks should be done by outsourcing. Negotiation includes
the requests and proposal to the outside parties. Transition includes the defining of the
stakeholder buy-in, governance, change management and more for effective outsourcing. Vender
management is there for refining or creating vendor management function to get sustained and
efficient service quality.
5. Knowledge Management
Knowledge Management is the process of capturing, distributing, and effectively using
knowledge.
Knowledge management in Deloitte includes Learning, Internal communications and
collaborations, Risk reduction, Knowledge retention and continuity. Learning includes assisting
with skills, training and career development. Internal communications and collaborations include
engagement in the digital workspace and increase in employee satisfaction. Risk Reduction
includes Capturing expert knowledge of the risk assessor, drawing on experience to conduct
organizational and personal change, and reducing the risks of knowledge loss in sensitive areas
of business. Knowledge retention and continuity includes the passing of knowledge and
continuing it with documentation on daily basis.
PERFORMANCE MEASUREMENT
Deloitte conducted a public survey wherein more than half the executives and employees were
questioned, and answered that the current performance management approach benefitted neither
employee’s engagement nor did it increase their performance. Thus, they decided they needed
something flexible and robust. The objective was to improve the present performance of the
employees rather than to assess their past workings.
The first change that the company brought into its system was not to assess on individual level but
rather ask team leaders not about the performance and the skills of each team member.
Quarterly, at the end of every project the team leaders were asked to respond to four future-focused
statements about each team member. These selected few questions highlight individual
performances and shows the differences among the employees. The four assessments are shown
below
1. The first question asked is “Given what I know of this person’s performance, and if it were
my money, I would award this person the highest possible compensation increase and
bonus”(measured on five point scale from Strong agree to Strongly disagree). This measure
the overall performance of the individual being judged.
2. Second question: “Given what I know of this person’s performance, I would always want
him or her on my team” (measured on a five-point scale). This gives the company data about
the team work skills of that person.
3. Third question:” Is This person is at risk for low performance?” (Yes/No). This question
tries to identify the problems that may lie with the person which in future may be
problematic to the team or customers.
4. Fourth question: “Is This person is ready for promotion today?” (Yes/No). This following
question measures the potential of the person and his capabilities for further progression into
the company.
In effect, we are asking our team leaders what they would do with each team member rather than
what they think of that individual.
Through the above questions’ points are determined over the course of the year about the individual
being assessed which gives a information and a representation of the person to the leaders. The
leaders with this data discuss on succession planning, development paths, or performance-pattern
analysis. Once in a quarter the company’s leader may use this data of selected group of people to
decide how to develop the skills and make better use of them in the future
Certain unaccountable factors are also taken into consideration during assessment such as, the
difficulty of the project, their contribution to the organization through extra activities other than
their assigned projects. The leaders of each groups will make the final determination by looking at
the data point or it may be done by the leader who knows the individual personally. This new
evaluation process of quickly capturing performance of the individual without looking into the
person’s past is called “performance snapshot” by Deloitte.
CRTICAL REVIEW ON DELOITTE PERFORMANCE
MEASUREMENT
• In their previous performance methods, there was a use of 360 feed-back wherein the
goals were set once a year and were reviewed once a year. The problem with using this
system was that there was a waste of time in rating performances also the goals set
annually were too segregated. This wasted time should be spent more importantly talking
to their employees about their work, performance and the work environment.
• The company next realized the problems while asking for feedback from people about
other people. The process used was more favourable to the evaluator and judged the
evaluator instead of the person being evaluated. This is called an idiosyncratic effect.
• To overcome this problem of people judging each other subjectively, Deloitte thought of
taking the pointers from the team leader of each group so as to get the best feedback. But
still the problem of idiosyncratic effect remained to be solved by the company.
• The inconsistency in rating other employees was very apparent to the company leaders.
Thus, they stopped asking the group leaders to rate the skills of team member but instead
was asked as to what the leader thinks about each team member. Thus, the group leaders
were asked to rate the future actions of each team member. Thus, we can see in the new
performance measurement of Deloitte where they asked the leaders four question
regarding their team work abilities, future promotions, risks in low performances and
more thus removed the idiosyncratic effect.
• Through this method evaluation of "process performance snapshot" there was more time
efficient work while evaluating performances in real time without the flaws in the
previous methodologies. Thus they had an effective performance measurement system
