Deloitte Consulting Case Studies Uk

In addition, a learning curriculum was developed for the various levels of the organization—a broader curriculum for junior levels and a more tailored curriculum for more experienced professionals as well as for top talent.

Finally, an effort was made to identify high-performing individuals and create internal development programs.

“We created a finance talent strategy that linked to the organization’s existing talent management programs and other HR programs, making them specific to finance,” says Mr. “Finance acted as the catalyst in driving innovative new HR programs, some of which the organization ultimately carried forward and applied to other functions, leveraging what HR had brought to the table, as well as identifying future critical jobs.” The overhaul of the company’s approach to finance talent management was part of a larger transformation of its finance function, moving from a tactical numbers shop to a high-performing, strategic business partner to the other business units.

One goal was to make finance a net exporter of talent to the broader organization.

The talent assessment subsequently led the company to acquire the talent needed to fill gaps that could not be addressed by existing talent and undertake succession planning.

The competency model and assessment of employees against that model formed the building blocks for the overarching talent strategy.

“In essence, one of the main reasons for the program’s results to date is that it is centered around providing high-quality experiences for a small number of talented individuals,” says Mr. Case Study Two: Finance Talent Transformation The next case study involves a 200 company that was undergoing a large-scale finance transformation.To support the company’s growth objectives, the CFO, working with HR, developed a talent strategy focused on recruiting top new talent, identifying high-potential talent among current employees, leadership development, talent deployment and succession planning: The company’s finance leadership development program had four main components.Participants in the internship program first had to work on real business problems and rotate within and sometimes outside the finance function.Last, participants were expected to take ownership of their careers, making them responsible for understanding their career expectations.They also were assigned mentors, who could share their experiences and provide support.Finance followed a multi-step approach to meet these goals: After assessing the organization’s risk of losing critical talent, a finance-specific competency model was built to define what talent was needed.Associates were deployed or redeployed into roles that were more appropriate for their competencies, as well as their career aspirations.A formal teaching and development program was created for current staff, as well as talent acquisition and retention strategies aimed at adding the talent that finance was lacking internally.“The two-pronged approach of acquiring new talent and developing existing talent provides more benefits than simply taking one course of action,” says Mr. Related Resources What’s Keeping CFOs Awake and What They’re Doing About It Success Factors for Attracting and Retaining Finance Talent Survey Finds Businesses Reshaping Talent Strategies to Build Leadership, Global Growth This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services.Meanwhile the industry was consolidating, customer expectations were changing and cost pressures were increasing.“For the CFO, the challenge was figuring out how to create a pipeline of finance talent that could support the transformation and growth the company was experiencing,” says Mr. The finance staff numbered around 6,000, but the workforce was aging and the company needed to build staff at the lower levels to support the business strategy.

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