2. Did you know?
35 61.8
16 1
53 400
Here’s a look at Deloitte’s Women’s Initiative by the
numbers. See if you can match each with its corresponding
description, and then check out how you did on the inside
back cover. You might be surprised with what you know.
1000+ 46
1. Number of women partners, principals, and
directors at Deloitte
2. Percentage of Fortune 100 companies we’ve been
invited to talk to about WIN
3. Number of Deloitte professionals who have 45 90
attended the Women as Buyers workshops
4. Professional development, networking, and
mentoring events hosted by WIN each year
5. Consecutive years Deloitte has been on Working
Mother’s 100 Best Companies for Working Mothers list
6. Percentage of Deloitte professionals who are women
500 4000
7. Number of Deloitte women surveyed for our in-depth
Women of Color study
8. Number of Big Four women chairmen of the board
9. Percentage of newly admitted or promoted Deloitte
partners, principals, or directors who are women
10. Percentage of accountants and auditors in the U.S.
who are women
11. Percentage of Fortune 500 companies with
women on their boards of directors
12. Higher return on equity for companies with
more women board directors
As used in this document, “Deloitte” means Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its
subsidiaries. To learn more about Deloitte Diversity & Inclusion and Women’s Initiatives, please visit: www.deloitte.com/us/diversity and www.deloitte.com/us/women
3. Accelerating on every front
A Career A Corporate Lattice
Enhancer Organization
Strengthened by
Our Collective Spirit
Impassioned
Talent Community
Experience Citizens
When we started the Deloitte Women’s Initiative (WIN) in 1993, Invested in
we didn’t have a revolution in mind; it was simply to accelerate Total Rewards
the retention and advancement of women at Deloitte. But when
transformational change takes place, it can lead to a cultural
revolution — one that unleashes the potential of our women, our Ethical Leaders An Inclusive
Environment
men, and our entire organization.
Celebrating and harnessing
strength from diversity of
Today WIN is evolving and accelerating on every front. It has created a sea change — a transformation that has all kinds – backgrounds,
experiences, and
affected not only the women and men at Deloitte, but talented people everywhere in our profession. That is why, perspectives – to the
despite its successes, WIN continues. We intend to anticipate and respond to the continuing changes we face in benefit of our clients and
the talent arena. ourselves
Our own performance improvements have been nothing short of remarkable. In 1993, we had fewer than 100
women partners, principals, and directors (P/P/D). Today we have more than 1,000. Our gender turnover gap
has virtually disappeared. And people outside Deloitte are taking notice: The Shriver Report: A Woman’s Nation
Changes Everything recently named us a model employer, and we received our second Catalyst Award, an annual
award that recognizes innovative, effective, and measurable initiatives from organizations that support and advance
women in business.
Along the way, we have transformed the Deloitte talent experience. We’ve created a new model for how careers
are built and how women and men progress in our organization. WIN works closely with our Diversity & Inclusion
initiative, and together our ethic is woven deep into the fabric of our organization. Everyone experiences the value,
because everyone plays a part in creating it.
Barry Salzberg Barbara Adachi
Chief Executive Officer Women’s Initiative National
Deloitte LLP Managing Principal
Deloitte LLP
Women’s Initiative Annual Report Introduction 3
4. Reality
Companies with women
leaders perform better.
It’s hard to spend much time talking about women in the
workforce without hearing the cliché: “Fifty-one percent of
the population.” There’s something else worth remembering:
Clichés get to be that way because they’re true.
Businesses prosper by making the best use of available resources.
Setting half of any resource aside for less-than-optimal use is just
53% 42%
poor management. At Deloitte, our people’s time, talent, and
intelligence are the wares we sell. We view attracting, retaining,
and developing women as more than the right thing to do — it is
a business imperative that fuels our growth. Higher return on equity for Higher return on sales for
companies with more women companies with more women
But when WIN began almost two decades ago, too many women board directors2 board directors2
were leaving Deloitte. Not enough of the women who stayed
were advancing to senior levels. Harnessing and retaining that
talent was, and is, an urgent business imperative.
“Women have a huge
amount of power in the
marketplace. Companies
that employ more women
66%
Higher return on invested
capital for companies with
x2
The top 20 organizations in the
BusinessWeek Best Companies
actually make more money.” more women board directors2 for Leaders are twice as likely
to have more women in senior
leadership positions3
Katty Kay, co-author
Womenomics1
4
5. “The fewer female managers a
company has, the greater drop in
its share price since January 2008.
The facts couldn’t be clearer: Smart
women equal stronger companies.”
Increasingly, more women
are in leadership and Sylvia Ann Hewlett,
decision-making positions. founding president,
Center for Work-Life Policy11
More women are entering the workforce
and getting advanced degrees.
90%
49.9% 61.8%
Women in the workforce7 Accountants and auditors
who are women9
Fortune 500 companies with
women on their board or directors4
36.3% 57.5%
5of 8
MBAs earned by women8 Undergraduate degrees
granted to women10
Women ranked higher than men in five of
eight character traits valued in leaders5
55%
Newly hired accounting
54.1%
Master’s degrees in accounting
graduates who are women9 granted to women9
10.1
10.1 million firms are at
least 75% women-owned6
56.2%
Bachelor’s degrees in
accounting granted to women9
Women’s Initiative Annual Report Reality 5
6. Persistence
Over the past 17 years, our commitment to advance and “model employer” for consistently building programs
retain women has only gotten stronger. And along the that recognize the vital role of women in our profession.
way, we’ve learned that our persistence has had a much According to that organization’s report, Deloitte is “an
broader impact — a culture that attracts the best women employer that has taken an aggressive leadership position
attracts the best people. in protean career approaches” whose model is helping to
define “the new normal.”
Our sustained efforts are paying off, and we are proud of
the accomplishments we can point to today. A sampling of our other recent significant awards for
gender and cultural diversity includes:
Honored for our commitment
It’s rewarding to see that people and organizations • 2010 Catalyst Award — one of only a few companies
outside Deloitte are taking notice of this progress. to have won twice
We have been named to Working Mother’s “Best • Working Mother’s “Best Companies for Multicultural
Companies for Multicultural Women” five years running Women,” five consecutive years and ranked in the
and earned a top 5 spot in 2010, as well as a top 10 Top 5 in 2010
spot on its “100 Best Companies for Working Mothers” • Working Mother’s “100 Best Companies for Working
— a list we’ve made since the inception of WIN. Mothers” — 16 consecutive years and ranked in the
Top 10
The Shriver Report, produced by former journalist and • Fortune 100 Best Companies to Work For
current California First Lady Maria Shriver and the Center • 100 percent rating for four consecutive years in the
for American Progress, cited Deloitte’s commitment to Human Rights Campaign (HRC) Corporate Equality Index
Mass Career Customization (MCC) when it named us a • DiversityInc’s “Top 50 Companies for Diversity”
• BusinessWeek “Best Places to Launch a Career”
• G.I. Jobs Top 100 Military Friendly Employers
• Equal Opportunity magazine’s 2009 Reader’s Choice
list of Top 50 Employers (Top Five)
• Black Collegian’s “Top 100 Employers of the Class of
2009”
• 2008 New Freedom Initiative Award from the Secretary
of Labor for work with disabled veterans
• Profiles in Diversity Journal’s Diversity Leaders Award
Our primary focus is to make a daily difference to the
people who work here. But recognition from outside
Deloitte is a gratifying barometer. Judging by the very
generous accolades Deloitte has received for WIN, it’s
clear we are succeeding in this respect as well.
Deloitte LLP CEO Barry Salzberg and Deloitte LLP
Chairman of the Board Sharon Allen accept the
Catalyst Award.
6
7. Our women recognized
The strength of our women leaders has led to a
number of individual honors as well. Deloitte women
continue to gain eminence and recognition for
excellence in their fields and communities. A sample
of recent awards received includes:
Sharon Allen
Chairman of the Board
Deloitte LLP
Directorship’s 100 Most Influential People
in Corporate Governance
Forbes Most Powerful Women in the World
Crain’s New York Business Most Powerful
Barbara Adachi Business Women in New York
National Managing Principal Beta Gamma Sigma 2009 International Honoree
Initiative for the Retention and National Council for Research on Women
Advancement of Women Making a Difference for Women Award
Deloitte LLP Pro Mujer’s 2009 Giving Women Credit Award
Profiles in Diversity Journal’s Women Worth Watching
San Francisco Business Times Bay Area’s 100
Most Influential Women
Asian Women in Business Leadership Award
Rebecca Amoroso
Vice Chairman and U.S. Insurance Leader
Deloitte LLP
Executive Women of New Jersey Salute
Tonie Leatherberry to the Policy Makers 2010 Award
Principal Business Insurance Women to Watch
Deloitte Consulting LLP in the Insurance Industry
Savoy Magazine’s Top 100 Blacks in APIW Insurance Woman of the Year
Corporate America Top 50 Hispanic Women in Business
Profiles in Diversity Journal’s Women Working Mother Magazine Top 10 Corporate
Worth Watching Multicultural Women
Pennsylvania’s Best 50 Women in Business
Consulting Magazine Top 25 Consultants
Women’s Initiative Annual Report Persistence 7
8. Cornerstones
As part of its broad cultural imperative and continued Leading to WIN
commitment to building a strong pipeline of talented Deloitte Tax LLP initiated this 18-month course, which
women leaders, WIN has created a number of development addresses the needs of women P/P/Ds in that practice
programs. Each brings a distinct value to the people who area as they work to develop senior leadership skills
participate, which allows them to bring more value to the and advance their careers. Participants create their
organization as a whole. own Leadership Action Plan for the program, under
which they meet once a month with an executive
Leading Edge coach, receive feedback from senior leaders and
To build our pipeline of women leaders, Deloitte developed peers, and shadow key leaders who also act as their
Leading Edge in collaboration with the Simmons School of career sponsors and provide them with development
Management more than 10 years ago. Since that time, this opportunities. They also visit one of the international
five-day course has provided nearly 300 high-performing offices of Deloitte Touche Tohmatsu to gain invaluable
women P/P/Ds with invaluable insight into their leadership global experience.
capabilities, opportunities to strengthen negotiating
and networking skills, and preparation to take on senior We are taking this program to the next level in 2010 by
leadership positions. launching Leadership Acceleration involving participants
from our four businesses. This development program
Today, 100 of the Leading Edge graduates hold senior aligns with our focus on sponsorship as a key success
leadership positions, including three who are members of factor to advancing more women into leadership roles.
our U.S. board of directors.
Entry Level/ Senior Partners, Principals,
Seniors Managers Managers and Directors
Developing Extraordinary Leaders
IMAGINE Mentoring
Leading Edge
Leading to WIN
Local BRG and WIN activities
Women as Buyers
Developing Extraordinary Leaders
Ellen Gabriel Fellows
Emerging Leaders Development Program
Local BRG and WIN activities
Management Development Program
Think Tank
WINning New Business
Women’s Initiative Senior Manager Advisory Council (WISMAC)
Developing Extraordinary Leaders
Emerging Leaders Development Program
EXCELerated Development Program
Local BRG and WIN activities
Think Tank
WINning Career Strategies
Women’s Initiative Manager Action Committee (WIMAC)
EXCELerated Development Program
Howard University Leadership Development Program
Leadership Development Program
Local networking, professional development, and mentoring programs
8
9. Tonie Leatherberry: Paying it forward
Deloitte’s Women’s Initiative dates to 1993. By that time
Antoinette (Tonie) Leatherberry, now a principal, had been
with the organization about two years. “I’m starting to
feel like part of the old guard,” she says, “and I have the
advantage of seeing how WIN has matured.”
It isn’t just Deloitte that’s matured a lot during those
years. Leatherberry has lived through her share of
successes and challenges. But what she’s learned
along the way is how important it is to be a part of an “A light bulb went off,” she recalls. “Why hadn’t I asked?
organization that stands by you. And that’s what I share with women today: Have the
conversation. Give Deloitte a chance to stand by you, and
Part of Leatherberry’s WIN experience was her 2006 we will. I’ve dealt with life events every step of the way,
participation in Leading Edge, an annual five-day course that and Deloitte has been by my side.”
helps promising Deloitte P/P/Ds gear up to assume leadership
positions. Working on such themes as self-awareness and Since that early episode, Leatherberry’s Deloitte career
emotional intelligence appealed to her, but so did the simple and WIN have grown up together. “I believe we’ve taken
opportunity to forge new relationships. something that began as a ’fix this problem’ initiative and
fused it into our DNA,” she says. “Deloitte has made a big
“I had just assumed this national Deloitte Consulting investment in its professionals, and since I’ve benefited
Diversity leader role, and Deloitte Consulting was going from a lot of that, I am on a mission to pay it forward.”
through significant growth. There was a lot to take in,”
she says. “Leading Edge instantly expanded my network As she’s moved into leadership roles, her mentorship of
and my community at a time when those connections younger female colleagues also draws upon her 2006
were invaluable.” Leading Edge experience. One centerpiece of that session
was a focus on personal branding. “That was a career
Tonie joined the Cleveland practice in 1991. As a new altering concept for me. We as women have to get
manager, she found her well-knit group of senior leaders comfortable with applying our unique style to selling our
breaking up to move on to broader responsibilities ideas and capabilities. I’ve been able to help other women
within the organization. She was without the frequent get comfortable with personal branding,” she says.
touchpoints with partners/principals whose guidance
and coaching thus far had been key to her development. Another thing Leatherberry has taken from Leading Edge
Longing to be closer to her family on the East Coast, was the concept of emotional intelligence — a subject
she entertained offers from other firms. That’s when she life has led her to master. And after so many years on
learned her first lesson in support, Deloitte style. her Deloitte journey, she’s ready to help her colleagues
understand that each daily interaction is a journey as well.
Told that she might leave, Leatherberry’s engagement
partner asked a simple question: “Why didn’t you ask us?” “We look at things through our own set of lenses,” she
Soon she was in a new office — a Deloitte office — in says. “We should strive to look at them through others’
Philadelphia, where she works today. lenses. This way, you minimize conflict and bring others
along the journey with you. This lesson is key in being an
effective leader.”
Women’s Initiative Annual Report Cornerstones 9
10. “I’m inspired by our next
generation of women leaders.
Synchronizing skills to our
clients’ demands and those of
the marketplace is critical to our
future success. We must continue received more than 170 applications for the 24 available
positions in the most recent class, during which Fellows
to invest in our women and fill the spent five months evaluating how to better execute or
deploy the One Deloitte strategic initiative and developing
pipeline with a versatile group that recommendations to present to CEO Barry Salzberg.
will be prepared to lead our most The program provides deep immersion into projects that
challenging roles at Deloitte.” focus on Deloitte’s organizational strategies, operations,
and culture. It also exposes participants to our top leaders,
giving them a better understanding of how decisions are
Maritza G. Montiel, Managing made at the highest levels of our organization. Since 2001,
Partner, Deloitte University, 166 senior managers have used this opportunity to take
that important step, and today 50 of our Ellen Gabriel
Leadership Development and Fellows are now partners, principals, or directors.
Succession, Deloitte LLP WIMAC/WISMAC
In 2005 we created two new committees — the
Women’s Initiative Manager Action Committee (WIMAC)
Ellen Gabriel Fellows and the Women’s Initiative Senior Manager Advisory
Named in honor of our first WIN leader, the Ellen Council (WISMAC). Since then, nearly 80 participants have
Gabriel Fellows program provides an opportunity for had the opportunity to sharpen their leadership skills,
high-performing women and men senior managers to build relationships across the organization, and undertake
increase their understanding of our businesses, while key projects to advance WIN’s priorities.
strengthening client service and leadership skills. We
Each year, these committees, comprised of high-talent
women and men, are assigned a special project to
promote elements of our WIN strategy and priorities.
For instance, the 2008–2009 WIMAC was asked to
investigate ways to connect Generation Y professionals
to WIN, and the 2009–2010 WIMAC developed and
executed the implementation plan which focused on
communication including redesigning the national WIN
intranet site and expanding WIN communities through
new bloggers and news flashes. Meanwhile, the
2009–2010 WISMAC completed a study on the role of
sponsorship in career advancement.
The benefits of WIMAC and WISMAC flow both ways:
The organization gains new perspectives and ideas,
while the participants get a chance to help drive our
innovation engine and gain visibility with senior leaders.
In May 2010, WIMAC (shown here) and WISMAC met live to present
recommendations and progress on their projects to leadership.
10
11. “Businesses restrict their own
growth potential when women
are unintentionally excluded from
key training and advancement
opportunities. Whether the
WINning New Business
WINning New Business is a year-long program designed
economy is up or down, who
to give high-potential senior managers the tools they
need to build strong relationships, powerful negotiation
gets promoted — and who gets
skills, and solid personal brands. This year, over 70 women left behind — has substantial
from our client service business units received one-on-one
support from external coaches and consultants in the areas
consequences for business success.”
of leadership, business development, executive presence
and image, professional networking, negotiating, conflict
management, and personal brand development. These
Ilene H. Lang, President & Chief
programs boast high retention rates and promotion and Executive Officer, Catalyst12
admission rates for participants. As an example, 73%
of Deloitte & Touche LLP WINning New Business active
alumni are now partners, principals, or directors.
Coming soon...
WINning Career Strategies We recognize that not all women experience the
WINning Career Strategies builds on the success of workplace the same. To more deeply understand
WINning New Business for managers. Each year, over the challenges women of color might face and
200 high-talent professionals are chosen to participate determine how we can retain, develop, and advance
in this program that gives them the opportunity to these professionals, we conducted an extensive
build skills for career management, strengthen their study. The result — a pilot apprentice program
relationships with other women in the practice, and geared toward manager level women of color
take charge of their careers. to be launched in fall 2010. During the one-year
apprenticeships, each participant will be paired with
Client deployment a P/P/D to provide sponsorship and support as well
One of the keys to a successful Deloitte career is as skill building opportunities.
exposure to top accounts and key assignments.
Another is the chance to build valuable relationships
— with the Deloitte leaders who manage these
key accounts, and also with influential counterparts
at client organizations. These experiences and
connections will pave the way for greater
responsibility as professionals’ careers advance.
That is why all of our business units conduct periodic
assignment reviews confirming that our women and
minority professionals are staffed equitably on top
accounts. We also emphasize a client deployment
approach that enhances career advancement
opportunities for people of all backgrounds.
For example, in one business unit, all first-year
professionals are assigned to at least one of our
largest clients during their first year.
Women’s Initiative Annual Report Cornerstones 11
12. “Sponsorship — which goes
beyond the responsibilities of
development, mentoring, coaching
of our people — is the advocacy
of individuals in order to prepare
and support them to achieve Career sponsorship and coaching
Those who reach the top can almost always point to
the next level. I consider it our someone else who took an interest in them along the
way. Sponsorship is critical to success. While Deloitte has
mission critical in order to a strong mentoring culture, research shows that some
serve our clients tomorrow.” individuals are less likely to take advantage of informal
networks and would benefit from a structured program.
So we offer a variety of sponsorship and coaching
Kerry Francis, Chairman, opportunities that go well beyond the typical mentoring
relationships. Each sponsor acts as an advocate for the
Deloitte Financial Advisory professional they are paired with, helps them get the
Services LLP assignments they need to move to the next level, and
connects them with other leaders in the organization.
These sponsorship and coaching relationships — where
the sponsors and coaches are held accountable for the
success of the professionals assigned to them — help our
rising leaders navigate the pathways of Deloitte — and
of their own careers. They help our professionals develop
leadership skills, build effective networks, and draw
the right assignments. Understanding what it takes to
reach the next level is only half the battle — successful
advancement takes active preparation as well.
Career coaching and sponsorship programs are offered
through our business units and channels. The many
options include sponsors for managers and senior
managers, programs that help P/P/Ds build and execute
career plans to prepare for leadership positions, executive
committee exposure for senior managers, and career
guidance for junior-level professionals.
12
13. Staying connected
WIN Blog
What started as an internal-only forum generated such
a water-cooler following that we took it public in 2007.
A vibrant conversation about life, work, and everything
in between, the WIN Blog creates a flourishing virtual
community where people can connect on issues that
are important to them. Since then we’ve had more than
200,000 visits from men and women in Deloitte and
around the world. And with the launch of the new WIN
intranet site and regional community sites, we anticipate
having more than 20 new bloggers sharing their views.
National WIN leader Barbara Adachi recently spent a week in our U.S. India offices
Visit the WIN Blog at www.deloitte.com/us/winblog. where she took part in over 30 WIN-related meetings and events.
Office visits
National WIN leader Barbara Adachi makes regular
office visits across the country to discuss WIN’s vision
and goals with the local professionals and leaders. She
arrives armed with current metrics for the region, so
those conversations can be as specific as possible. In the
“Taking the time to sponsor
last 12 months, she has visited over 20 U.S. and India
locations to continue the WIN dialogue with internal
someone’s success can be one of
groups and clients. the most rewarding things you
Virtual communities
can do. I’ve had others sponsor
In a complex and large organization like Deloitte, it
might not be easy to see how our professionals could
me and I will pay it forward;
feel like they are a part of a family. In fact, there are one colleague at a time.”
many ways to gain a sense of community: in offices,
business units, industries, and the client teams on
which they work. It could even be said that WIN was
Mark Edmunds, Regional
our first community with its multitude of networking
events across the country. But it’s not always possible to
Managing Partner-Northern
connect with one another in person, so we have created Pacific, Deloitte LLP
online WIN communities and a collaborative site, WIN
Share, to allow our 300+ WIN leaders and committees
to share best practices, experiences, and perspectives.
The 2009-2010 WIMAC launched a newly designed
WIN intranet site with more direct access to WIN, the
latest WIN news, links to regional WIN community sites,
and a national WIN calendar.
Women’s Initiative Annual Report Cornerstones 13
14. Engagement
As a result of our thought leadership and innovative significant opportunity to connect with clients: 40 percent
programs, WIN has had an impact well beyond our of last year’s delegates were Deloitte clients.
four walls. Our sponsorships and market-facing events
demonstrate our continued commitment and serve as a Working Mother Magazine Events
beacon that attracts the most talented women to our doors. We are proud to sponsor Working Mother magazine’s
100 Best Companies Work Life Congress, and its
Leading the way Best Companies for Multicultural Women National
WIN continues to garner attention from the marketplace. Conference. This deep relationship provides a variety
Deloitte leaders have been invited to speak to many of of opportunities for women to focus on leadership
our clients, including 46% of the Fortune 100 companies, issues, network with top leaders and colleagues, learn
about WIN and MCC; testify and participate in other ways about programs that address challenges working families
with governmental agencies, committees, and councils face in the workplace, and increase their personal and
on issues related to workplace flexibility; present at large professional growth. Last year, WIN National Managing
conferences and events; and write or be interviewed for Principal Barbara Adachi co-chaired the Multicultural
articles on women’s issues in the workplace. Women’s National Conference, and Adachi and Mass
Career Customization: Aligning the Workplace with
Fortune Magazine’s Most Powerful Women Summit Today’s Nontraditional Workforce co-author Anne
Deloitte has sponsored the Fortune Most Powerful Weisberg facilitated an interactive workshop on MCC at
Women Summit since 1999, reinforcing our focus the Work Life Congress.
on women’s workplace issues. At the 2009 summit,
Deloitte LLP Chairman of the Board Sharon Allen opened Catalyst
up a session on social media. The summit is also a This year, we enhanced our sponsorship of Catalyst, an
organization that works with businesses to build inclusive
workplaces and expand opportunities for women in
business, by becoming a Catalyst Research Partner.
Collaborating with Catalyst on leading-edge research further
demonstrates our shared commitment to advancing women
in the workplace. As part of our support, we are pleased
to have sponsored recent studies on “Women of Color in
Accounting,” “Unwritten Rules: What You Don’t Know Can
Hurt Your Career,” and “Sponsorship of Senior Women.”
White House Forum on Workplace Flexibility
We were invited to attend the White House Forum
on Workplace Flexibility in March 2010 at which
100 selected organizations gathered to discuss the
importance of flexibility in meeting the needs of our
current and future workforce. The discussion with
President and Mrs. Obama raised the visibility and
importance of addressing this issue in the workplace.
We continue to innovate in this arena with our focus on
Deloitte LLP WIN National Managing Principal Barbara Adachi co-chaired the 2009 Working the corporate lattice and MCC.
Mother Multicultural Conference with Working Mother Media President Carol Evans.
14
15. Center for Work-Life Policy’s Hidden The initiative has already led to a large financial services
Brain Drain Task Force engagement, an invitation to speak at a national
The Center for Work-Life Policy has invited us to join healthcare meeting, and the strengthening of relationships
its Hidden Brain Drain Task Force, which is focused on with many key clients.
policies that help produce women and minority talent.
We sponsored and participated in two recent studies:
one that explores the barriers to advancement for Asians Sponsorships
in corporate America, and The Sponsor Effect, which We are fortunate to work in an industry that prizes diversity and
investigates the role of sponsors in advancing women’s celebrates it with a galaxy of organizations and events — many
careers and why senior women executives continue to of which we help support.
experience difficulty acquiring sponsors. • Ascend (formerly known as the National Asian American
Society of Accountants) and Women of Ascend
Women of Color in Management Consulting • Association of Latino Professionals in Finance and Accounting
With the cooperation of the Association of Management (ALPFA) including the Women of ALPFA and Women
Consulting Firms and the League of Black Women, of ALPFA Summit
which provides a venue at its annual conference, Deloitte • Catalina magazine’s Groundbreaking Latina Award
helps bring together women from several consulting • Catalyst – “Unwritten Rules: What You Don’t Know Can Hurt
organizations at a two-day conference where they can Your Career,” “Women of Color in Public Accounting Report,”
network with their peers and attend workshops on “Sponsorship of Senior Women”
enhancing their personal brands and strengthen mentoring • Center for Work-Life Policy’s Hidden Brain Drain Task Force
strategies. This year the event was followed by an intimate “Accelerating Top Asian Talent," “The Sponsor Effect”
reception for Deloitte women and the event speakers. • Fortune magazine’s Most Powerful Women’s Summit
• Forté Foundation
International Women’s Day Webcast • Gay & Lesbian Alliance Against Defamation (GLAAD)
Our global organization hosted an International Women’s • Human Rights Campaign
Day Webcast during which roughly 700 participants • Management Leadership for Tomorrow
from 23 countries explored how current economic stress • National Association of Black Accountants (NABA) including
is affecting gender diversity and the focus on women’s Women of NABA
workplace issues. Panelists represented Japan, Saudi • National Black MBA Association (NBMBAA)
Arabia, and Europe, and Deloitte LLP Chairman of the • National Society of Hispanic/Latino MBAs (NSHMBA)
Board Sharon Allen provided the U.S. perspective. • Out & Equal Workplace Advocates
• Simmons School of Management Women’s Leadership
WIN Champion Program Conference
Our Northeast region has taken an innovative approach to • Working Mother magazine’s 100 Best Work Life Congress
taking WIN outside of Deloitte. Pioneered in 2008, the WIN Working Mother magazine’s Best Companies for Multicultural
Champion Program assigns a WIN leader to each major Women Conference
client, who is then responsible for managing the relationship
with the leader of the client’s own women’s initiative.
This creates another connection point and gives us the
opportunity to share our WIN best practices with our clients.
Women’s Initiative Annual Report Engagement 15
16. Imagination
Women as Buyers Although Deloitte initially developed WAB to deepen the
Recognizing the growing number of women executives in understanding of and relationships with women executives
the marketplace, Deloitte developed our half-day Women and give Deloitte an advantage in the marketplace, the
as Buyers (WAB) workshops to give our professionals a workshops delivered other benefits we didn’t expect: a
better understanding of how women executives make greater appreciation for women colleagues and more men
corporate buying decisions. Because a growing number of identifying with WIN.
our clients’ decisions are made by women, this knowledge
is essential to achieving our business development goals. Each workshop includes roughly 30 P/P/Ds, with a ratio of
two men to each woman. Since the pilot in 2007, more than
The development of the workshop began with a 500 of our professionals have completed the workshop.
year-long study focused on how executive women make They report increased confidence, improved success in
decisions. We conducted our own primary and secondary selling to women executives, and better understanding of
research including interviews with dozens of women female colleagues and the contributions of WIN.
buyers of professional services, academics, and experts on
gender differences. Alike but different: Lessons from WAB
• Women executives tend to use a method of discovery as
they shop for business and professional services. As new
information is presented, they may reevaluate or modify
their original request, or even ask for additional services.
• Women clients want to know and trust their consultants
on a personal as well as a professional level, so sharing
personal information can help build trust.
• Women buyers value meeting the people who will
actually do the work. So it may be appropriate to
bring team members rather than just partners to the
proposal meetings.
• Body language tends to differ by gender. While men
may nod to signify that they understand, women are
said to be empathetic listeners and may nod as an
encouragement to the speaker to keep talking, even if
they do not yet understand.
• Men tend to seat themselves beside a male client as their
“right-hand man,” whereas women tend to be more
comfortable when seated face-to-face.
16
18. Impact of WAB changed participants’
Women as Buyers behavior selling to or engaging
women clients in the following ways:
27%
42% 42%
Indicated that rapport with their Noted better counselee/ Modified group or
Deloitte women colleagues counselor relationships — one-on-one live meetings
was enhanced with both men and women
18%
Indicated better staff, male 56%
20%
and female, interactions in general
$1.5
Participants credit WAB as a
Attribute the acceleration
of development of their
relationships with women
Changed approach to
non-work invitations
significant element in the success
15%
clients to WAB
of winning new business, averaging
approximately $1.5M each
Modified their follow-up behavior
18
19. Joe Zier: Hearing the call
Joe Zier is a partner in Deloitte Financial Advisory
Services LLP technology practice and now he’s also a
teacher. How he took on that dual role is a testament
to the organization’s “Women As Buyers” workshops —
because his experience as one of the program’s earliest
participants was so powerful it led him back. Today
he’s a WAB instructor, and one of the program’s
greatest champions.
“Most people have been trained to treat everyone equally,
but equal shouldn’t mean exactly the same. Men and
women think differently,” Zier says. “People need to be Taking these insights into the work environment can yield
respectful and aware of that. They need to take that more productive relationships, Zier says. And he’s found
understanding back to the workplace.” there’s a bonus: “It’s changed the way I listen to my wife!”
When he stepped into his first WAB session a few years Better communication is a key to marketing Deloitte’s
ago, Zier had a more abstract sense of those differences. services, Zier notes. “Women think of the buying process
“I heard these nuggets of wisdom, and they resonated differently,” he says.”They’re buying the person, not just
with me,” he recalls. ”But it wasn’t until I tried them that the product or service. And this isn’t just about selling
what I’d learned really hit home.” things to women. It helps women relate to men, too.
Knowing the ways we hear each other isn’t patronizing;
What nuggets? it’s about raising the tide for all boats.”
“First of all, there are different pressures on women Now that he’s one of the people leading WAB sessions,
executives that men don’t appreciate,” Zier recounts. Zier relies on the same eye-opening technique that
“Even though times are changing, women are still most made his own first class so effective. He makes every
often the primary caregivers. Going for drinks would cut point as concrete as possible. “People really get drawn in
into time with their families. So, maybe you suggest a from the examples,” he says. “That’s where the learning
breakfast meeting instead.” happens — where the ’aha moments’ happen. And
there’s always something unexpected.”
“There are a few other things to keep in mind. For
instance, a woman is often multitasking, even if only in
her head, while you’re talking to her,” he says. “And at the
outset of a conversation, women are more interested in
establishing a relationship. They want to go on a journey.
Guys tend to go in, beating their chests and listing out
their accomplishments. But women prefer getting to know
the person first and not his resumé.”
Women’s Initiative Annual Report Imagination 19
20. Agility
Deloitte’s continually evolving culture has redefined how It’s nothing short of a sea change, one in which Deloitte is
careers are planned and addresses flexibility and career-life leading the way by adopting a more contemporary model
fit for women and men at different points in their careers. we call the corporate lattice. Borrowing from the discipline
Through numerous programs, many developed within of mass product customization, lattice organizations
WIN, as well as a general attitude shift related to how personalize experiences in three core areas: how careers
careers are built and defined, Deloitte’s message is that are built, how work gets done, and how participation
career-life fit is not just a theory. in the organization happens, to the mutual benefit of
companies and employees.
Our journey to the lattice
The corporate workforce isn’t what it used to be, becoming We began crafting this response in 2005 through
increasingly diverse in terms of backgrounds, experiences, innovation incubated within WIN, and have continued our
perspectives, and other characteristics. In response, the drive toward building a “lattice” culture ever since. Mass
traditional, one-size-fits-all model of career progression — Career Customization™ enables this transformation by
typified by the corporate ladder — must also evolve to align providing both a tool and scalable means to engage our
with a workforce that, more than any time in the past, seeks heterogeneous workforce in today’s more individualized
to nimbly fit life into work and work into life. views of success related to how careers are built and talent
is developed.
Our leadership in this area underscores our point of view that
a high-performance culture and pursuit of sustainable career-
“Deloitte’s Mass Career life fit can no longer be viewed as opposing, paradoxical
forces. Instead, addressing career-life fit over time is now key
Customization program began to building a sustainable high-performance culture.
as a way to keep talented Our continuing MCC journey
women in the workforce, but We continue to make significant progress both toward
completing the initial rollout of MCC to all businesses
it has quickly become clear and services across the Deloitte U.S. Firms, including
our India operations, and toward weaving it into the
that women are not the only fabric of our culture. To date, nearly 90 percent of our
ones seeking flexibility.” people — from partners, principals, and directors to client
service professionals and staff in our enabling areas —
have established and collaborated with their managers
Laura Fitzpatrick, on the development of their initial MCC profiles. These
TIME magazine13
20
21. How lattice thinking differs from ladder thinking
Ladder Lattice
• Traditional, hierarchical structure • Flatter, often matrixed structure
• Top down authority; limited • Distributed authority; broad
information access information access
• Linear, vertical career paths • Multidirectional career paths
• Low workforce mobility; • High workforce mobility; loyalty is
loyalty is based on job security based on continuing opportunity
• Work is a place you go to • Work is what you do
• Individual contributor driven • Team and community driven
• Separation of career and life • Integration of career and life
• Tasks define the job • Competencies define the job
• Many workers are similar • Many workers are different
to each other from each other
profiles record each individual’s current career-life choices
and become a basis for conversations as career and life “MCC results drop right to our
circumstances change over time.
bottom line. Client satisfaction,
MCC creates customizable options that provide our people revenue, retention, productivity —
with choices about what is important to them in their work
experience. Ultimately, one of MCC’s greatest benefits all are impacted by how our
is the option value it creates — the comfort of knowing
there is a process and structure in place for individuals to
people are able to fit life into
customize their careers as their priorities change over time. work and work into life.”
Joe Echevarria, U.S. Managing
Partner, Operations, Deloitte LLP
Women’s Initiative Annual Report Agility 21
22. Percentage improvement in number of individuals MCC continues to steadily move the needle. Results from
who agree with the following statements:
multiple internal and external measures show that the
career-life fit of our people has trended upward over time
I am satisfied from pre-MCC until now. Moreover, asking our people
with my current +12%
career-life fit about their experiences with MCC has confirmed the
impact of certain cultural characteristics and practices on
our people’s career-life fit. Among the factors with the
I am confident that
my future career-life +11% greatest influence are:
fit will work for me
• The perception that leaders support MCC
My counselor/manager offers
+24% • The quality of career conversations that occur
me helpful career-life fit advice
• Assignment of projects in line with people’s
career-life choices
My counselor/manager describes clearly
the trade-offs associated with my choices
+33%
• The belief that various MCC profiles are
respected options at Deloitte
With this deeper understanding of the mechanisms
through which MCC works, we are continuing the process
of embedding MCC more deeply into our organizational
culture and introducing key enhancements to support our
people’s career-life choices. Leadership, starting at the
“The extended [parental leave] benefit top with CEO Barry Salzberg and the CEOs of each of our
businesses, is committed to MCC’s success and has set
allowed me to help with the additional goals for continued improvement, including additional
gains in career-life satisfaction, improved definition and
responsibilities of a newborn as well communication of career-life options, and improved quality
as get accustomed to our new family of career counseling conversations.
life. It provided invaluable time In 2009, we significantly enhanced our
with our daughter at a very special parental leave policy, giving new parents
additional paid time off. This leave can be
point in our lives.” taken any time within the first year after
the birth or adoption of a child.
David Rains, Senior Manager,
Deloitte & Touche LLP
22
23. “Personal Pursuits allowed me to
do something I’ve always dreamed
of doing, and I didn’t have to wait
30 to 40 years from now when
Coming soon…
I retire. It definitely reinforces
Scheduled for a late Summer 2010 release, The
Corporate Lattice: Achieving High Performance in the
that Deloitte is a place where you
Changing World of Work, by Cathy Benko and Molly have control over your career.”
Anderson, delves into the shift toward a corporate
lattice structure, fully exploring its contours and
applying it to real-life practice. It’s another in a series
David Joe, Senior,
of thought leadership contributions that Deloitte is
making to continue to move the needle for our own
Deloitte & Touche LLP
organization and for the marketplace as a whole.
Personal Pursuits
Even with options to dial down workload, some individuals
still need to take a break from the workforce for extended
periods of time. Realizing this need and wanting to stay
connected to our talent, we created Personal Pursuits.
Personal Pursuits enables our professionals to leave the
workforce for up to five years while staying connected
to Deloitte. During this leave, they are supported in
maintaining the skills and networks they’ll need when
they are ready to return. The program provides a host of
resources so people can stay “plugged in,” such as access
to mentors and training to keep their skills and professional
licenses up to date.
Women’s Initiative Annual Report Agility 23
24. Accountability
Deloitte’s top executives lead by example. That commitment Holding our own feet to the fire
extends from daily tasks to a large-scale undertaking like
WIN — and everyone here is expected to pitch in. Because Talent Days
talent diversity is so important to the strength of our This year we began an innovative approach to
business, WIN is a priority, starting at the very top, and it accountability — a series of open forums in which
shows. WIN National Managing Principal Barbara Adachi Salzberg meets with the CEOs of each of our client service
and Chief Diversity Officer John Zamora report directly business units as well as the leaders of our enabling
to CEO Barry Salzberg, and Salzberg holds himself and services areas (which include IT, Operations, Finance,
everyone else accountable for the initiative’s performance. Talent, Marketing, and Communications) to agree to a
set of goals and actions for specific strategic areas. The
first Talent Days forum focused on our progress against
goals for WIN, Diversity & Inclusion, and Mass Career
Our leaders are accountable for monitoring the career pathways of
our people so that everyone is exposed to the same opportunities for Customization and gave the business unit CEOs an
advancement. Using items similar to the one below, each of our functions opportunity to discuss their successes and challenges.
and enabling services measures progress and tracks goals around career
sponsorship, client deployment, and leadership succession.
Key Indicators Base FY09 Yr 1 Year Yr 2 Year Yr 3 Year Yr 1 Action Status
FY08 P11 YTD End Goal End Goal End Goal Result Items
Actual
Implement onboarding
Percentage of women & deployment Bold Plays
in leadership roles
Implement career
Percentage of minorities sponsor/owner programs
in leadership roles
Develop plan to engage
Increase in number of middle ranks of P/P/D leadership
women P/P/Ds
Identify leadership succession
Increase in number of opportunities for diverse P/P/Ds
minority P/P/Ds
Monitor direct admit pipeline
Increase in number of
experienced women hires Improve recruiting of
women and minority candidates
Increase in hiring
in target segments Identify P/P/Ds who are doing an
exemplary job with MCC or Inclusion
Decrease turnover
of women Monitor realignment process
Decrease turnover
of minorities
Action Items Overall:
Yr 1 evaluated as of 12/31/2009
Overall Results:
Sample metrics
24
26. Commitment
Offering the best opportunities to women, as well as men, We pledge to keep moving the needle on four
and getting the most from their talent, is more than just critical outcomes:
the right thing to do. It makes perfect business sense.
Unleashing their potential improves our business and our • Achieving greater representation of women
ability to serve our clients and our people, which in turn in our advancement pipeline
drives marketplace growth and creates a culture where the
best choose to be. • Improving talent acquisition
As we look back, we can point to a rich string of • Strengthening inclusive behavior within the organization
successes. But the workplace changes every day, and so do
its demands. So the work of WIN continues, and will for as • Extending marketplace eminence
long as we can foresee. It’s natural in a report like this to
focus on the terrain we’ve already covered, but Deloitte’s Monitoring our progress against those goals will involve
aim is to keep moving forward. hard numbers, but numbers will never be the point of
WIN. The more important measure of our efforts will
be found each time a group of people share ideas from
different points of view … each time our diverse account
“We are proud of what we’ve teams make a lasting impression on a client … each time
we draw upon our rich base of talent to create something
accomplished since the inception of no other organization can touch.
WIN — we’ve increased the number By these standards, we’re proud of everything WIN has
of women P/P/Ds tenfold, developed accomplished — and ready to embark on a third decade,
achieving even more.
innovative programs, and Deloitte
is a place where our people can fit
their work into their lives and lives
into their work. Now we are looking
forward to building on our successes
and accomplishing even more.”
Barbara Adachi, National
Managing Principal, Initiative
for the Retention and Advancement
of Women, Deloitte LLP
26
27. “It is extremely satisfying to
see the tremendous progress
we have made since launching
our Women’s Initiative in
1993. Over the past 17 years,
we have seen firsthand how
having strong female leaders
brings new perspectives and
creates new approaches to
business challenges, which
in return helps us to provide
the best possible solutions
to our clients’ problems.”
Barry Salzberg, Chief
Executive Officer, Deloitte LLP
Women’s Initiative Annual Report Commitment 27
28. WIN
Leaders
Executive Sponsor Jeanne McGovern Brenda Dixon
Barry Salzberg Partner, Audit Services Director, U.S. India
Chief Executive Officer WIN National Director U.S. India Executive WIN Leader
Deloitte LLP Deloitte & Touche LLP Deloitte LLP
WIN National Managing Principal Paul Silverglate Susan Esper
Barbara Adachi Strategic Client Services Partner Partner
National Managing Principal WIN National Director Northeast WIN Leader
Initiative for the Retention Dean of Women as Buyers training Deloitte & Touche LLP
and Advancement of Women program
Deloitte LLP Deloitte & Touche LLP Julie Goldberg
Director, Document & Creative
Chief Diversity Officer Dorothy L. Alpert Services
John Zamora Deputy Managing Partner Practice Service Center WIN Leader
Chief Diversity Officer Northeast Region Deloitte Services LP
Deloitte LLP Leading Edge Dean
Deloitte LLP Amita Kasbekar
Talent Leaders WIN Lead U.S. Offices in India
Maritza G. Montiel Gina G. McLeod Deloitte Consulting India Pvt. Ltd.
Managing Partner Principal
Deloitte University WIN Manager Action Committee Shannon Kramer
Leadership Development Dean Principal
and Succession Deloitte Tax LLP Pacific Southwest WIN Leader
Deloitte LLP Deloitte & Touche LLP
Heather Gates-Massoudi
Cathy Benko Deputy Managing Director, Gina G. McLeod
Chief Talent Officer Venture Capital Services Principal
Deloitte LLP WIN Senior Manager Advisory Pacific Southwest WIN Leader
Council Dean Deloitte Tax LLP
James Jaeger Deloitte Services LP
National Managing Partner, Talent Nancy Millett
Deloitte LLP Regional Leaders Partner
Mary Cassidy Southeast WIN Leader
Beth Roberts Principal Deloitte Tax LLP
Director, Inclusion Federal WIN Leader
Deloitte Services LP Deloitte Consulting LLP Beth Mueller
Partner
National WIN Directors Lilly Chung Midwest WIN Leader
and Program Deans Principal, Strategic Relationship Deloitte Tax LLP
Ven Kocaj Management
Senior Client Partner Northern Pacific & Hawaii WIN Leader Sandy Rothe
National WIN Director Deloitte Services LP Managing Partner, Denver
Dean of the Ellen Gabriel Mid-America WIN Leader
Fellows Program Deloitte & Touche LLP
Deloitte & Touche LLP
28
29. Melissa Jagst Bert Fortney Myra Hart
Partner Director, Strategic Relationship Professor emeritus
North Central WIN Leader Management Harvard Business School
Deloitte & Touche LLP Strategic Relationship Management Co-founder of Staples,
WIN Leader the Office Superstore
Functional Leaders Deloitte Consulting LLP
Nicky Holt Shelly Lazarus
Principal, Global Employer Services Tim Jones Chairman & CEO
Tax WIN Leader Regional Operations Director Ogilvy & Mather Worldwide
Deloitte Tax LLP Field Operations WIN Leader
Deloitte Services LP Esther Silver-Parker
Suzanne Kounkel MacGibbon President & CEO
Principal Mary McDonagh The SilverParker Group
Consulting WIN Leader National Technology Leader
Deloitte Consulting LLP Information Technology Services The Honorable Jane Swift
WIN Leader Former Governor of Massachusetts
Marlene Motyka Deloitte Services LP Managing Partner
Principal WNP Consulting LLC
FAS WIN Leader Lori Miller
Deloitte Financial Advisory Director A special thanks to our
Services LLP Finance WIN Leader outgoing WIN leaders for
Deloitte Service LP their passion and commitment
Lissa Perez Terry Feit
Partner Russ Rudish Partner
Audit & Enterprise Risk Services Principal and Vice Chairman Deloitte & Touche LLP
WIN Leader Industry WIN Leader
Deloitte & Touche LLP Deloitte LLP Elise Gautier
US India AERS Talent Leader
Sandy Pundmann Women of Color Deloitte & Touche LLP
Partner Tonie Leatherberry
Audit & Enterprise Risk Services Principal Robin Matza
WIN Leader Women of Color WIN Leader Director
Deloitte & Touche LLP Deloitte Consulting LLP Deloitte Tax LLP
Channel and Industry Leaders WIN External Advisory Council Heidi Soltis-Berner
Rebecca Amoroso Dr. Sally Ride Talent Director
Vice Chairman, US Insurance Leader Chair Deloitte Services LP
Industry and Clients & Markets President & CEO
WIN Leader Sally Ride Science Silvia Smyth
Deloitte LLP Principal
Pamela Gann Deloitte Financial Advisory
Meenu Arora President Services LLP
Federal Talent Director Claremont McKenna College
Talent WIN Leader Tina Wheeler
Deloitte Services LP Partner
Deloitte & Touche LLP
Women’s Initiative Annual Report WIN Leaders 29
30. Endnotes
Page 4 Page 11
1.
Katty Kay, in discussion moderated by Chris Matthews. 12.
“Talent Management Systems Unwittingly Biased
The Chris Matthews Show. NBC News. June 14, 2009. against Women, According to Latest Catalyst
Research.” www.catalyst.org. February 25, 2009.
2.
Joy, L, Carter, NM, Wagner, HM, Narayanan, S.
“The Bottom Line: Corporate Performance and Page 20
Women’s Representation on Boards.” Catalyst. 2007. 13.
Fitzpatrick, L. “We’re Getting Off the Ladder.”
Time Magazine. May 14, 2009.
3.
“Women Leaders: The Hard Truth About Soft Skills.”
BusinessWeek. February 16, 2010.
Page 5
4.
Soares, R, Carter, NM, Combopiano, J. “2009 Catalyst
Census: Fortune 500 Women Board Directors.”
Catalyst. 2009.
5.
Wilson, M. “Our Leadership Crisis: Where are the
Women,” Washington Post On Leadership blog.
Nov 20, 2009.
6.
“Key Facts About Women Owned Businesses
2008-2009 Update.”Center for Women’s Business
Research. 2009.
7.
Boushey, H, O’Leary, A. “The New Breadwinners.” The
Shriver Report: A Woman’s Nation Changes Everything.
Page 33. 2009.
8.
“Women MBAs.” Catalyst. March 2010.
9.
“Women in Accounting.” Catalyst. April 2010.
10.
“U.S. Labor Force, Population, and Education.”
Catalyst. March 2010.
11.
Hewlett, SA. “Are Your Best Female Employees
a Flight Risk?” Harvard Business Review Blogs.
October 5, 2009.
30
