US talent life cycle and experience
Understanding data from talent life cycle and experience perspectives provides insight into the various stops our people take along their career journeys. Data in this section offers a window into the lived experiences of our workforce at pivotal moments as our people come in, move up, and transition out of our organization. This year, in addition to providing refreshed recruitment, advancement, retention, intersectionality, and sentiment data, we are providing an update to our adjusted pay gap analysis by including data on our FY2023 year-end compensation activities.
Recruitment
We have two main streams for recruiting new professionals: we hire on campus and through our internship programs (referred to as “campus hires”), and we hire from the marketplace (referred to as “experienced hires,” which includes entry-level positions). We closely monitor both pipelines to help us improve our representation and build the future talent pool for leadership.
Deloitte US recruitment representation (%)
2+ Races
Fiscal year
FY2023 Campus: 6.4FY2023 Experienced: 5.6
Asian
Fiscal year
FY2023 Campus: 25.7FY2023 Experienced: 29.8
Black
Fiscal year
FY2023 Campus: 8.8FY2023 Experienced: 12.2
Indigenous to the Americas
Fiscal year
FY2023 Campus: 1.3FY2023 Experienced: 1.4
Middle Eastern/North African/Near Eastern
Fiscal year
FY2023 Campus: 0.8FY2023 Experienced: 0.5
Native Hawaiian/Other Pacific Islander
Fiscal year
FY2023 Campus: <0.1FY2023 Experienced: 0.1
White
Fiscal year
FY2023 Campus: 55.0FY2023 Experienced: 48.3
Advancement
Advancement1 remains a key driver of representation at senior levels, and development is how we prepare our professionals to advance and perform successfully at each career milestone. Advancement data reflects the representation of a particular identity in the cohort of professionals promoted during the fiscal year, including career progressions, when a professional gets promoted within the same job level.
Please note that, if comparing to workforce representation, that does not necessarily reflect the population that is eligible for advancement due to additional business factors, such as job role and experience, that inform advancement decisions.
FY2023 Deloitte US workforce promotions and admissions (%)
- Promotion and admission data includes advancement to PPMD level. ↵
Retention
We recognize that attrition is a natural part of the talent life cycle with people choosing to exit for various personal and professional reasons. To understand how attrition varies by identity, we look at proportional attrition. Disproportionate attrition or large increases in attrition for a certain identity could indicate differences in the talent experience that require additional review and attention. We closely monitor attrition to identify trends, collaborate with our communities and network leaders to support professionals’ sense of belonging and overall talent experience, and develop appropriate retention interventions for all professionals.
FY2023 Deloitte US workforce proportional attrition
Intersectionality
The data below offers a closer look at recruitment, advancement, and proportional attrition at the intersection of sex, race, and ethnicity.
FY2023 Deloitte US workforce intersectional data (%)
Sentiment
Our annual talent survey is a tool used to gather direct feedback on the Deloitte talent experience. We consider any question where responses were favorable 80% or above to be positive, and differences of five percentage points or more to be considered a material difference.
Deloitte US workforce talent survey results (% favorable)
Data Disclaimers: To maintain the confidentiality of talent survey results, responses are not associated with an individual or their talent information. Demographic data is collected during the survey process and is used to produce these insights.
Additionally, beginning in FY2022, we transitioned to asking our workforce to share their identity based on “sex” to “gender” to better reflect and respect individual identities beyond just biological determinants. This change promotes inclusivity and accuracy in representation, although it may impact year-over-year data comparisons.
The number of respondents who identify with some identity dimensions (e.g., nonbinary, Native Hawaiian or Other Pacific Islander) is small; therefore, one person’s experience, positive or negative, will have a greater impact on overall results. Results do not account for other factors that could be influencing scores beyond identity such as tenure, business, level, etc.
To maintain the relevancy and accuracy of our current datasets, and ensure our insights are based on the most recent and pertinent information, we have not incorporated data from 2021 (or earlier) into our analyses.
Adjusted pay gap analysis
Deloitte remains committed to advancing pay equity for our professionals. In the 2022 Deloitte DEI Transparency Report, Deloitte shared more about the systems the organization has in place to advance pay equity throughout the talent life cycle for our professionals and, for the first time, released the outcomes of an adjusted pay gap analysis. Over the past year, we continued to apply and refine the practices we outlined in the 2022 report. These include practices from annual salary market benchmarking to pay reviews.
We also refreshed the adjusted pay gap analysis to include FY2023 year-end compensation activities. While not as precise as our pay management processes, this directional analysis takes into consideration professionals’ role (such as directly serving clients, functional support), job level, title, business area, and talent model—just a few of the factors that go into compensation decisions. When adjusting for these organizational factors, we found no significant differences in average wages between Deloitte professionals based on race/ethnicity2 and sex.