Unlimited Engagement: Innovative Corporate Communication at Deloitte & Touche USA

 -  12/5/07

As one of the largest professional services firms in the world, Deloitte & Touche USA LLP recognizes high-quality talent as its primary product.

As one of the largest professional services firms in the world, Deloitte & Touche USA LLP recognizes high-quality talent as its primary product. To remain competitive, Deloitte is constantly in search of new ways to recruit and retain the top performers of today and tomorrow. To engage and excite its 42,000 employees in the U.S. and India, Deloitte recently held a competition, charging teams of employees to create films that demonstrate what Deloitte means to them. The best of roughly 400 submissions were rewarded, and many are now being used in recruiting programs, especially those aimed at attracting the youngest generation of workers.

Deloitte’s first chief talent officer, Cathy Benko, spent the last eight months working on initiatives designed to help the company compete in a tightening talent market.

What is Deloitte’s biggest challenge in attracting talent?

Benko: Scarcity. The talent markets are tightening, and while we certainly get a disproportionate share of the available talent markets, we’re always looking to attract more high-quality people who want to be a part of our organization and stand for the values we stand for.

Why did you think it was important to target Generation Y talent, in particular?

Benko: We think it’s important to target multiple segments of the workforce, but the younger generations are the future, and there are some very significant differences in the way early boomers were raised and came through the ranks relative to where Millennials might be. So, we were looking for a way to connect across generations that was fun for everybody. We framed the initiative in a new age, new media kind of way, around the whole notion of employee-based social networking, and it was a great unifying force. So, we were pleasantly surprised.

TM: How did the idea for the film festival come about?

As usual, it wasn’t necessarily any one thing, but a convergence of three or four things. We do have an Office of Surprise that we instituted to introduce fun things for our workforce along the way. There’s an element of surprise in launching a film festival, so that was one influence. Another influence was that for one of our industry sectors we had done a breakout group in a conference we held to really understand what’s going on in the world of technology. We gave different groups of people cameras and said, ‘You have 45 minutes. Go put together a film on what it’s like to work at Deloitte.’ And that was very well received. It was obviously a much smaller venue, but we said, ‘There's probably something here.’ We’re always looking for innovative ways to communicate, connect and engage with our people, so we put those forces together and said, ‘Hey, how about a film festival?’ So, that was the genesis.

What is the Office of Surprise, and why was it created?

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