Internal Diversity Sounding Board FY19Key takeaways

A look back at the 6 pillars of our gender diversity strategy FY18 - FY19

Culture and communicationWhy, what, how, and progress follow-upSteven Doms

RecruitmentTowards equal intake of men / womenHilde Wittemans

Performance managementBias-free and focus on impactOlivier Hody

Governance National, BU, Industry decision-making bodiesAnne Tilleux

Flexible working Where, when, and how we workKathleen De Brabander

Engagement Coaching, mentoring, and sponsorshipPatrick De Vylder

Why gender diversity matters

Best talent

Customers & market opportunities

Client expectationsReputation & brand

Group performance

What have we initiated so far?20

17

June 2017Flexibility guidelines

20172017-...

Gender Decoder

Female representation in recruitment events

Recruitment targets

Managing pipeline

External events: Women in Tech, She loves to Code, etc.

March 2018/2019International Women’s Day

2018

2019June 2018

SPARK

Sept 2018Internal Diversity

Sounding Board

Oct 2018Flex Leave

Jan 2019Revamped learning catalogue

Feb 2019Parents@Deloitte

Aug 2019Ambassador training

April 2019GLOBE

June 2019Review governance & representation

July 2019Diversity & Inclusion E-learning

Internal Diversity Sounding Board FY19 Your voices have been heard!

Thank you for sharing your voices in the Internal Diversity Sounding Board! We would like to share the key takeaways from the FY19 sessions for the 3 workstreams.

We have shared the insights of the different sessions per workstream with the relevant stakeholders and gathered their feedback on how the insights can be taken into account for ongoing initiatives/projects and what is currently already being applied.

Agenda Session 1: Recruitment

• Employer Branding - female students Brainstorming concrete ideas on how to better communicate our company attributes that are most attractive to female students.

• Talent Acquisition insights Information sharing of student perceptions about Deloitte and our Talent Acquisition Roadmap.

• Talent Acquisition Roadmap - gender “layer” Discussion on existing gender-related ideas.

Agenda Session 2: Flexibility

• Flexibility@Deloitte – Setting the scene: flexible working is about where

we work, when we work, and how we work together

– Results of the survey – Taking a position on flexibility statements

• Flexibility guidelines in practice: BU Consulting best practice

• Flipchart exercise on the recommendations of concrete actions to make sure that flexibility is fully embedded in the Deloitte culture, has no boundaries, and is openly discussed.

Recruitment and Flexible working

Key takeaways: Recruitment

Exercise on how to bridge the gap between what female students are looking for (in terms of key attributes of an employer) and the attributes represented at Deloitte. As an outcome, we had several pragmatic ideas on how to better bring across messages to students in different domains (ie. respect for its people, variety of assignments, innovation, leadership opportunities, and a friendly, creative, and dynamic work environment).

What are we already doing? Making progress in gender balanced campus hiring in which many of the suggested actions are already being applied: • Female ambassadors and role

models (ambassador programme) • Involve women during recruitment

process (during interviews) • Booth at campus events with

movies

Ideas to further look into • Instagram: The “Follow the life of…” concept can be a very credible way to put certain

aspects of Deloitte colleagues in the spotlight • Reflect on a more structural approach for video testimonials e.g. reshape

Testimonial Tuesdays • Storytelling by female colleagues from education until where they are today • Recruitment buddies organised in a more structural way • Hackathon led by female leaders • Go to campus with impact cases • How to include students in our way of thinking; women-friendly business games • Client testimonials in the non-profit sector to attract women

What does Flexibility at Deloitte mean to you?

Key takeaways: Flexibility

Flexibility is for everyone, not only for parents or sport athletes

Dare to speak up about flexibility needs and keep putting it on the radar; openly discuss flexibility needs and also agree upon them

We need to be more open to discuss flexibility needs with our clients in contracting phase; there are best practices within the BUs where flexibility is part of the negotiation in the contracting phase with clients

Flexibility guidelines are introduced during Welcome days and Meet & Greet (onboarding new hires)

There are differences between client facing or non-client facing roles

Performance Management and Engagement

Engagement

Age

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Sess

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Performance process: bias-free rewards / equal pay

Performance Management

Individual and team partner commitments

Food for thought: Engagement Survey conclusionsDiscussion around two statements: 1. Achieving gender parity in leadership by 2030 is realistic2. Within Deloitte, men and women have equal chances to transition into leadership positions

Discussion around six statements:1. Our current performance review process is too much based on self-assessment. What can

we do about it?2. Having a coach / sponsor / supporting partner within my team who helps me advocate my

accomplishments at the year-end review would help women advance in the workplace. How can we implement this?

3. I feel a qualitative discussion is held at the year-end review where every team member is valued and recognised for his/her impact next to financial contributions. What can we do to make sure these conversations take place?

4. Our KPIs are biased - especially financial KPIs. What can we do about it? 5. We need a fundamental change from working hours to impact and leadership capabilities.

Which objectives would you suggest instead?6. Talent standards in SPARK provide a clear view on what is expected from me in my level. How

to use these standards?

Indicate challenges and possible solutions concerning three main questions:1. How do we make sure that our salaries/bonuses/packages/promotion processes

are gender neutral and bias-free?2. How do we embed gender diversity in our SPARK performance process (from

MyCompass to Check-Ins/Coaching Conversations/Snapshots/Performance Assessments)?

3. How do we get teams and partners to make (team/individual) commitments to drive the gender agenda in the in their day-to-day practice? What are the KPIs and objectives we could set (for ourselves)?

Flipchart exercise on the likes and concerns concerning individual and team partner commitments: • What is needed for a bigger success? • What would you do differently? • Identify Service Line focus areas per workstream

Key takeaways: Performance Management and Engagement

Dialogue and discussions on how to ensure bias free reward and performance management. Explore ideas and collate viewpoints on leadership KPIs and what is potentially needed to make it work.

Observations What have we initiated so far?

• Moving away from self assessments (under Wings) to qualitative discussions about the impact people make

• Blend of targeted interventions on pain points alongside culture change may be needed • Greater clarity is desired on critical skills for promotion and what is expected for Senior Leadership or

Director roles • Strong support for Partner commitments or targets, be it individual or in team; how the initiative would

be effectively made concrete and how overall consistency and tracking would be monitored

• General awareness on unconscious bias through mandatory e-learning for all practitioners • Continue to review each promotion candidate comparatively, based on the same criteria, balanced

insights, and metrics (and provide challenge where required) • Commitment on FY17 gender targets and continue to set further steps in reaching our objectives • Conversation starters for Parents@Deloitte providing guidance for Team Leaders and Coaches, while

having Check-Ins and Coaching Conversations • Tools to facilitate reporting on gender diversity and empower Business Leaders to enhance qualitative

conversations; both for male as female (SPARK Business Leader dashboard; Talent Review dashboard; Tool Enabled Reward)

Ideas to further look into

• In everything we do we must be mindful of unintentional personal biases and keep this unintentional behavior in mind, recognising that there are differences between genders, cultures, and generations within our organisation. It is not about what is best or worst, but rather acknowledging, embracing, and respecting these differences and keeping personal biases, if any, in check to ensure that we continue to make the right decisions.

• More structured and systematic approach or roadmap for Leadership identification, succession and Leadership development; fueling and leveraging Talent Reviews in our practice.

• Although Deloitte Global’s expectations and standards are mostly met in terms of anticipative process checks in performance appraisals, we should be aiming for greater consistency across all BUs and service lines e.g. by developing guidelines and must have process checks for Business Leaders & HR

during Year-End Talent Reviews, Consolidation meetings, and Reward Validation meetings. • Accelerate skill building and further empower Coaches to help male and female Leaders advance and

successfully navigate in our organisation, while staying true to themselves. • Collate data and fact-based insights on reward and promotion ratios in our firm, benchmarked towards

objective standards. Further embed diversity in full Talent lifecycle (recruitment, reporting, learnings, performance, Coaching Conversations, etc.).

• Enhanced communications from the top – led by CEO, Exco members, and driven by Talent Partners and the broader partner group, not HR or internal networks.

Governance and Culture & Communication

Agenda Session 1

• Setting the scene on governance at Deloitte

• The unconscious bias challenge

• Flipchart exercise on the 4 elements to improve the representation of women in leadership positions

Agenda Session 2

• Female representation in governance bodies

• Looking back at our D&I initiatives and how we are experiencing the actions today (low vs. high impact)

• Looking forward – How can you make an impact as an IDSB member?

Key takeaways: Governance

Please visit the following links for more information on the governance structure.

Key takeaways: Culture & Communication

The Belgian firm is making good progress towards the gender diversity targets that were set in FY17.

Which of the gender diversity actions and initiatives that you have spotted over the last two years have had an impact on a Diverse and Inclusive culture? And how are you experiencing the actions today?

Low impact High impact

Learning catalogueReview governance

& representation

Female representation

during (recruitment) events

External events women in TECH, she loves to code

SPARK

Ambassadors training

Parents@Deloitte or flexibility

testimonials

D&I eLearning IWD

Flex leave

Rolmodels – put spotlight on female Exco members

Parent@Deloitte

Gender decoder

Analysis gender balanced hiring

Internal communication

External communication e.g. LinkedIn

SPARK coachMatching according to Moments in life AND moments in career

Analysis gender balanced hiring

Managing the pipeline

No more pro rata bonus

Partner KPI’s

IDSB

Recruitment targets

GLOBE

Your role as a member of the Internal Diversity Sounding Board

How can you contribute to building our (gender) diverse culture?

Moves to make moments matter

Work it togetherSometimes people need flexibility but they also have to remain committed to the team

Up the game • Rather than reinventing the wheel and

brainstorming from scratch; we work in a very global firm and we can work cross-member firm

• Leverage resources e.g. inviting Emma Codd to speak to the firm

Say what no one else will • Avoid positive discrimination • Training leaders on how to deal with female

colleagues; be an ambassador of small things that happen day-to-day

• Team diversity KPIs made clear at all management levels when working with a team or on a project

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