1. Resume Tips & Why Deloitte
UC Santa Cruz
October 7, 2008

2. What makes us different?
Kati Moore Audit Recruiting
Will Barnett Tax Recruiting
Shehan De-silva Audit

3. Deloitte Touche Tohmatsu Deloitte & Touche USA LLP
The U.S. Firm Structure
Deloitte Touche Tohmatsu
Deloitte & Touche USA LLP
Deloitte Consulting LLP
Deloitte Tax LLP
Deloitte & Touche LLP
Deloitte Financial Services LLP
Strategy & Operations
Org. Performance
Human Capital
Supply Chain Mgt.
Enterprise Applications
Technology Integration
CRM
Outsourcing
Domestic
International
State & Local
Strategic Planning
External Audit
Internal Audit
SOX Readiness
Enterprise Risk Mgt.
Security & Privacy
3rd Party Assurance
Corporate Finance
Valuation
Fraud & Forensics

4. WIN - Women’s Initiative
1993 – Initiative for the Retention & Advancement of Women
Goal – To make Deloitte a place where talented, high-performing women could find satisfying careers
Achievement – highest percentage of women partners, principals and directors of any Big Four organization
Recognition – Fortune, Working Mother, Catalyst, American Society of Women Accountants…
Well that model just doesn’t work very well for women. More than 85% of married professional women who work full time have a spouse who also works full time. But only 40% of professional men have a spouse working full time. That means men generally have someone who can manage the behind the scenes – in so many ways… someone to check that the kids get breakfast before they get on the school bus, or that they get to their doctor’s appointment, have someone to talk to when they come home elated after being chosen for the lead in the play – or deflated when they’re not, someone to tuck them in at night instead of phoning home from the road.
Women’s work is here to stay… more than 70% of women and men under the age of 45 report that their moms worked outside the home while they were growing up. I am sure that there is not a person in this room who doesn’t know that Deloitte has distinguished itself as a leader – not so much for the recruitment of women – most major consulting firms and even most leading investment banks – recruit men and women in approximately equal numbers.
Where Deloitte has distinguished itself is in the development of women through the ranks. In order to have women in leadership roles, first an foremost you need to develop and environment that nurtures them, recognizes their goals and their accomplishments, celebrates their achievements.
All of you and many of the women and men who have gone before you (including Ellen Gabriel) deserve much of the credit. You and your firm are exemplars…
OK Deloitte rocks – but this session is not about the firm…it’s about you and I promised that we were going to talk about success – or at least one critical element of success… legacy

5. MCC – Mass Career Customization
Dimension
Description
Points on Continuum
Pace
Rate of career growth
Accelerated to decelerated
Workload
Quantity of work output
Full to reduced
Location/ Schedule
When and where work is performed
Not restricted to restricted
Role
Current role level
Leader to individual contributor

6. 2007 Deloitte Volunteer IMPACT Survey
“Nearly two-thirds of Gen Y employees surveyed prefer companies that give them opportunities to contribute their talents to nonprofit organizations”
“97 percent of respondents believed companies should offer their employees opportunities to volunteer their work-related skills or talents to non-profit organizations”
Highlights of 2007 Deloitte Volunteer IMPACT Survey
Of Gen Y (18 – 26 year olds)
What is the one, single-most important reason you volunteer with a non-profit organization?
To have a meaningful impact on my community 33%
To fulfill a personal desire to give back 25%
To gain experience for my resume 10%
To have fun and socialize with other volunteers 10%
Other %
I don’t volunteer %
I prefer to work for a company that provides opportunities for me to apply my skills to benefit non-profit organizations.
Agree (Net) %
Neither agree nor disagree 34%
Disagree (Net) 4%
“Fulfill a personal desire to give back”
“This generation expects to make a difference”
Make an IMPACT

7. National Health & Fitness Program
Discounted Health Club Memberships
Annual Health Fairs
Firm Sponsored Sports Teams
50% Reimbursement on fitness expenses including:
Health Club memberships
Yoga Studios
Personal Training
Martial Arts
Weight Loss Programs
Greens Fees
Ski/snow boarding passes
Fitness Equipment

8. Community Involvement
Our mission: to mobilize the core
strengths of our organization to
drive meaningful social impact
in a manner that strengthens our
communities and our business.
Our vision: to be the
standard of excellence
for world-class corporate
community involvement.

9. D Street Social Networking Increase visibility Accelerates networking
Improves retention
Fosters innovation
The goal of D Street is to build the workplace of the future by introducing new components into the way we interact with one another at work. (use the example of how the Deloitte Film Festival brought the YouTube phenomenon to Deloitte as a means of telling “What’s your Deloitte” and leveraging for recruiting purposes). Through D Street, we’re poised to revolutionize the way we connect with one another and use as a competitive business advantage

10. Launch Your Career
1.  Deloitte & Touche 2.   PricewaterhouseCoopers 3.  Ernst & Young           4.  IBM 5.  Google   6.  Microsoft  7.  Walt Disney 8.  Accenture   9.  Lockheed Martin 10. Teach for America 11. KPMG  12. General Electric 13. Goldman Sachs  14. Boeing 15. Abbott Labs
On-Line Article:
Accountants used to be spoofed as bean counters—dutiful, middle-aged, gray-suited men with considerable analytical expertise but little charisma. That was during the good times. After their uninspiring performances in the corporate scandals of recent years, accounting seemed like a profession without much of a future, and the firms certainly no place to launch a career. Scratch that. This year accountants became sexy. Accounting firms dominated BusinessWeek's second annual ranking of the best companies for new college graduates: Deloitte & Touche is No. 1, followed by PricewaterhouseCoopers and Ernst & Young. The last of the Big Four, KPMG, moved up four spots, to No. 11.
Why did the accounting firms do so well? Enormous demand. Across industries, there is a mad scramble to recruit the best and brightest of a new generation, the much-maligned, heavily scrutinized Gen Y. Nowhere is the pressure more intense than in the Big Four. The Sarbanes-Oxley Act has so greatly increased the need for their services that the firms are facing an epic talent shortage.
That has put them in an unusual position: They are among the first to rethink how to recruit college grads, keep them happy on the job, or just keep them at all. Ernst & Young uses Facebook to let prospective employees talk freely with real ones. Deloitte will show a rap video about office life—made by interns—to give students a realistic view of the company. And PwC requires some bosses to get a second opinion on their evaluations of new hires to make sure the feedback is clear enough, the goals ambitious enough for kids who are uncomfortable with ambiguity. Welcome to the post-millennial world.

11. Career Advancement
Partner / Principal
Director
Senior Manager
Broad business and strong relationship management expertise
Skills along this path evolve from a primary focus on delivery to management and leadership competencies, such as: practice operations, sales, innovation, eminence and people development
Progression from one level to another happens at key milestones that are determined during regular career planning discussions with counselors
Manager
Senior
This graph represents the basic consulting career path
The levels noted (1-6) are global levels
Assistant/
Staff
Intern

12. Staff Senior Manager Sr. Manager
Career Growth
About 2 Years
Staff
About 5 Years
Senior
About 8 Years
Manager
Briefly describe roles at each level
Benefits to Big 4 work experience versus smaller firm growth and opportunities
You determine the pace in which you advance
10+ Years
Sr. Manager
Partner or
Director

13. Deloitte Career Connections
Develop – Working with you to develop a career plan based on your career objectives and the strategic needs of Deloitte
Deploy – Facilitating a culture of internal career mobility; helping you get to where you want to be
Connect – Helping you navigate the organization and network your way to career success
Helping to make Deloitte a place where the best choose to be…and stay
“Working with you to understand your needs, expectations and career objectives”