Life at Deloitte

Meet Martina

Head of Talent Strategy & Culture

Deloitte’s great claim is that day in and day out it does, what counts when it comes to having a positive and long-term impact – on clients, employees and society. Martina Bender-Scheel, Head of Talent Strategy & Culture, explains how that comes about.

Where do employees get their energy? What issues are they passionate about? Those are among the questions Martina Bender-Scheel has to consider in her day-to-day work at Deloitte. “We want to offer our employees an inspiring environment, one they can feel at home in, one in which they can continue their own development, working in an international team on things they can be enthusiastic about,” is how she sums up the Deloitte vision.

Focus on feedback and coaching

A new Performance & Development Management approach underpins regular dialogue between team leaders and members of project teams. Each employee is also assigned a coach to help them avoid losing sight of their medium- and long-term goals. And the idea is that work should be in harmony with the rest of an employee’s life. “We see it as important that our staff have enough space for other things that matter to them – be it sport, travel or social commitment,” and what makes that possible is an agile approach to work, part-time working, sabbaticals and innovative arrangements for working parents.

Part-time management? It’s possible at Deloitte.

What comes first for Martina Bender-Scheel is her family, made up of a husband and two small children. That's why she works on a 60% basis, benefiting from the flexible working conditions at Deloitte. “The idea still holds sway in many places that coping with a management position on a part-time basis can’t be done. But it can be done here, and that says something good about Deloitte,” is her view of a widespread prejudice. What's crucial, she adds, is firm prioritisation and deploying her resources where they can make the biggest difference, not to mention her superiors’ trust in her and her ability to rely on her team. “Trust in my colleagues is at the heart of it. I give them a lot of responsibility and help them to develop themselves.”

Towards more woman-power

The proportion of women in management positions may, at 20%, be better than the profession's average, but it’s still not satisfactory. The Executive Board has made raising it to at least 30% by 2020 a matter of high priority. An inclusive corporate culture in which diversity is valued and celebrated is already a living reality. Deloitte continues to give priority to transparency, the acceptance of responsibility at management level and to programmes that help women to systematically develop both their potential and their networks among themselves. “Women tend not to network enough. That's something they need to actively plan into their timetable,” she says.


Article first published in Universum Global Top 100

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