Deloitte Jobs in Oakland, CA

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30+ days ago

Audit Senior Manager - Richmond, Virginia

Deloitte San Francisco, CA

Audit Senior Manager - San Francisco, California Deloitte & Touche LLPs (Deloitte & Touches) Audit and Enterprise Risk Services business has a… Deloitte


30+ days ago

Tax - Business Tax Services Senior Consultant

Deloitte San Francisco, CA

Deloitte Tax LLP helps companies understand national, state and local, and international tax structures and align the tax function with business… Deloitte


30+ days ago

Audit Manager

Deloitte San Francisco, CA

Audit Manager - San Francisco, California Deloitte & Touche LLP's ("Deloitte & Touche's") Audit and Enterprise Risk Services business has a… Deloitte


30+ days ago

Multiple Locations

Deloitte San Francisco, CA

Deloitte Workplace Services Job Title: Administrative Assistant One Team Career Level: 2 Channel/Function: Workplace Services Area of… Deloitte


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Cathy Engelbert
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  • Helpful (5)

    Everyone's experience varies

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - ERS Senior Consultant
    Current Employee - ERS Senior Consultant

    I have been working at Deloitte full-time (More than 3 years)

    Recommends
    Positive Outlook
    Recommends
    Positive Outlook

    Pros

    Great people to work with. Colleagues can be first rate and great to learn from. Support for training is often excellent. As you advance, you are expected to provide rationale (a business case) for training that suits your goals. You can own your career and drive new experiences and opportunities.
    The corporate culture is designed to be appealing to recent graduates and mid-level management that drives the work that supports revenue. Upper management often works as hard as employees. Upper management is almost always professional and polished. The global brand is in great hands. Given the natural flow of new employees, the culture is constantly scrutinized and updated in useful ways. Opportunities are plentiful but do not always match the skillset, industry, or service line of an employee. Turn-over is expected to be high and skill sets are often balanced with hiring with no need for downsizing, although it does happen.

    Cons

    The experience is not the same for everyone. A person who may thrive in one service line can be ignored or even blocked in others. Your choice of counsellor determines your advancement to a much greater degree than is rational. Retention is low in technical fields because skill sets are not recognized as valuable. Skilled technical people are treated like commodity accounting graduates--rhetoric aside, anyone can be replaced. Advancement is based solely on a person's ability to conform to the accounting sales model (high potential entry level workers managed by experienced managers under sales and revenue driving leadership).
    The workload is staggering to many. When there is no work (briefly in most cases), metrics effectively make that your vacation. People will argue, but functionally, if you are not billing a client, you are burning a small reservoir of hours. If 85% of your time is expected to be utilized, only billable hours count toward that. The 15% is calculated based on training, holidays, time off, etc. As a junior staff member, you have little control over when you are staffed and when you are not. On a positive note, you learn how to network, promote your skills, and use official resources to minimize your unutilized time.

    Advice to Management

    Recognize that some of the advanced skill sets you want cannot be obtained from a recent graduate or by blindly believing people's resumes. New hires are not always better than internal resources. Advancement and retention should be based on the skills you need to do the job and proven performance not to a model that does not track your service line. In other words, look at your business, not just the metrics and policy check boxes. Develop your talent with meaningful, leadership-driven opportunities, not rhetoric-driven fire and forget initiatives.


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