Deloitte

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Good overall experience, but it was not without it's obstacles

  • Comp & Benefits
  • Work/Life Balance
  • Senior Management
  • Culture & Values
  • Career Opportunities
Current Employee - Specialist Master  in  Houston, TX
Current Employee - Specialist Master in Houston, TX

I have been working at Deloitte full-time for more than 3 years

Pros

I found the consulting world great and the access to education and activities outstanding. The overall challenge was great

Cons

The major issue is that there was a lot of red tape around you as your career growth. Also, I think the way you start the project search needs to be completely reworked.

Advice to ManagementAdvice

A revamp of the model of how things get done from an individual perspective needs to be addressed as well as looking at the group.

Recommends
Positive Outlook
Approves of CEO

Other Reviews for Deloitte

  1.  

    Manager, Consulting, Strategy & Operations

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Current Employee - Manager, Strategy & Operations  in  New York, NY
    Current Employee - Manager, Strategy & Operations in New York, NY

    I have been working at Deloitte full-time for more than 3 years

    Pros

    Problem-solving, impact to clients, great place to learn Consulting skills

    Cons

    Challenging client demands, work-life balance compromised.

    Advice to ManagementAdvice

    Improve work culture.

    Recommends
    Positive Outlook
    Approves of CEO
  2.  

    Great place to get your feet wet if you can swim and thrive in fast paced, changing environment

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Talent Services Area
    Former Employee - Talent Services Area

    I worked at Deloitte full-time for more than 3 years

    Pros

    Exciting to be part of initial and major transformation and growth of talent services organization to support all functions - with lots of opportunity to make/build something of value with consistent strategy.
    Unlike IPOs - Partners are your clients and you get to work with them.
    Moving to "shared-services" model enables the organization to concentrate and share its expertise where needed - so if you have expertise you may have greater opportunity to share.
    Organizations ability to adapt and change fast.

    Cons

    Environment can be overwhelming (may feel like blind leading the blind). Too many clients. Diverse internal micro-cultures (and politics). Clients/sponsors change quickly as does personnel in roles. Recipe for success seems to be stay in role for max of 2 years then move to another role. While change is healthy, it poses a challenge. With churn - challenge is lack of sustained knowledge and skill to be effective in roles (a lot of reinventing the wheel - just new language and veneer). Lack of awareness or value placed on expertise/craft requirements to be effective - what it really takes. If you and your team are good at what you do, do it seamlessly without fanfare - it may go unrecognized. In addition, it will likely increase your workload as demand for your services increase - throwing work life balance out of whack.

    Advice to ManagementAdvice

    Victim of success of talent transformation - perhaps biting off more than can chew and thus need to realign/calibrate people, process and technology to support. 1. Implement 360 feedback through the ranks. Keep eyes and ears open to understand what is going on, really important and who is making it happen day in and day out - top to bottom. Ensure leaders are operating in alignment with values consistently (not just paying lip service). 2. Build a sustained mixed career model workforce and organization (with appropriate incentives/rewards and performance management etc)- need general management/leadership and expertise, and the right blend of people to be able to deliver\execute and support all components of the talent services over at least a 5 year horizon e.g. LMS expertise, ID expertise, learning technology architecture expertise. Use CMM or other maturity models as guides. Buying in "band-aid" expertise at point of need may prove to be more costly longer term - because no one has the "big picture" horizon view and history. 3. Roll up sleeves and actively help teams manage time and manage expectations with stakeholders - using age old practices like "simplify" (including stakeholders and what are mission critical tasks), minimize hand-offs, clarify decision action powers etc. (not pile on) 4. Actively invest and develop team for success now and for longer term.

    Recommends
    Positive Outlook
    Approves of CEO
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