Diversity and Equity

Defining and measuring progress

Diversity and equity guide how we approach our workforce strategy, and they also fuel and influence how we operate as a business.

While our strategy has evolved over the years, we have always grounded our approach in data. Being a data-driven enterprise means conducting a comprehensive analysis of our current state, gathering both quantitative and qualitative data, identifying our biggest opportunity areas, and charting a measurable path forward. With this report, we are providing greater transparency and insight into these findings, which we know is valued both within and outside Deloitte.

How Deloitte defines diversity and equity

Diversity: The characteristics with which we are born and gain through experience, both seen and unseen, that make us different and similar.

Equity: The outcome of diversity, inclusion, and anti-oppression wherein all people have fair access, opportunity, resources, and power to thrive with consideration for and elimination of historical and systemic barriers and privileges that cause oppression.

These terms may be familiar, but these definitions are more than just context—they are a foundational component of how our people communicate and internalize these important topics.

Representation

Looking at our US workforce composition

A review of our representation data for the US-based workforce, which is made up of more than 65,000 professionals, provides a starting point to identify what’s working well and where we can do better. We are encouraged to see consistent growth in key areas of representation, particularly for Black, Hispanic/Latinx, and multiracial professionals. While growth for female representation is positive, there is more work to be done.

A note on our data:

  • Metrics in this report are rounded to the nearest tenth (thus, some totals may not add to 100%)
  • Workforce representation, leadership representation, and advancement data are from our current fiscal year (FY2021) and are as of November 2020
  • Talent Survey results, recruitment, and retention data are as of FY2020

Key observations:

Since FY2018, we’ve seen:

  • 10.0% growth for Black representation (from 6.0% to 6.6%)
  • 12.1% growth for Hispanic/Latinx representation (5.8% to 6.5%)
  • 24.1% growth for multiracial representation (2.9% to 3.6%)
  • 2.6% growth for female representation (42.8% to 43.9%)
Overall Deloitte FY2021 US workforce representation1
(Total US workforce headcount: 65,316)
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)

In the past, we collected representation data by race,2 ethnicity, and gender for legal reporting requirements. As our understanding of multidimensionality grew, we wanted to give our people the ability to identify in additional ways within Deloitte systems. In fall 2020, we launched a campaign that provided new self-identification (self-ID) options, including expanded choices related to race, multirace, gender identity, and sexual orientation. These voluntary disclosures are aimed at creating a space for people who want to express various aspects of their identity and, in the process, enable leadership to tailor our DEI strategy to meet the unique needs of our professionals.

Our approach to gender and ethnicity

Sex and gender: Historically, we’ve mirrored our gender reporting selections to match definitions set out by legal reporting requirements. However, we recognize that not all peoples’ gender identities match their sex assigned at birth. As we continue to expand our self-identification options, we are actively looking for ways to capture gender as a spectrum and honor all gender identities. For the purposes of this report, we include sex identifiers (male/female) under the category of “gender” when referring to Deloitte data, as that it is how it is currently captured in Deloitte systems.

Race and ethnicity: We disaggregated race and ethnicity to better represent professionals’ identities and to acknowledge that race and ethnicity are not mutually exclusive. We continue to broaden our understanding of race and ethnicity and the gaps that the current reporting categories create, such as not providing options that resonate with professionals who identify with nationalities or ethnic groups that originate in the Middle East or North Africa. We are actively looking for ways to build a more comprehensive picture of our professionals’ overlapping racial and ethnic identities.

As a result of our recent self-ID campaign, we now have the ability for professionals to expand upon racial and gender identities in more meaningful ways. Multiracial professionals are also now able to share their personal information to reflect the intersection of their identities. Of those who identified as two or more races prior to the self-ID campaign, 61.4% updated their race information.

2+ races decomposition (%)*

* Breakout percentages for two or more races add up to more than 100% because professionals could select to identify as more than one race. 38.6% of multiracial professionals have not updated their records to reflect their identities and are not reflected in this chart.

We also recently expanded options for Asian professionals to identify with specific geographies, including East Asian, South Asian, and Southeast Asian. As our professionals continue to share additional aspects of their identities, we will incorporate that information into future reports.

"From a personal perspective, and as a first-generation Chinese American woman, the expanded self-ID options are meaningful to me. I see this data as an enabler for the firm to better understand challenges various Asian populations may face in the workplace, in addition to allowing us to provide targeted support as events take place in the world, such as the overt and sometimes violent acts of racism against East Asians in the United States during the spread of COVID-19. It will allow us to narrow in on specific actions within Deloitte and to expand on the work we’ve started with the East Asian Diversity Initiative."
Alice Kwan (she/her/hers), Principal, Deloitte Consulting LLP

1 US Equal Employment Opportunity Employment Commission, “Appendix I Glossary/Definitions,” accessed November 2020.
2 Rachel Marks and Nicholas Jones, “Collecting and Tabulating Ethnicity and Race Responses in the 2020 Census,,” presented in a US Census Bureau webinar, February 19, 2020.

Deloitte US workforce by job role and level

Every role in the firm is critical to delivering success to our clients and impact to our organization and communities. One way we look at our workforce data is through the role that professionals play. For example, we group roles by those that primarily serve external clients (Client Service) and those that lead and support firm operations (Enabling Areas). Functions such as Accounting, Finance, Marketing, Office of General Counsel, Risk, and Talent fall within Enabling Areas.

Upon reviewing data by job role, we observe differences in representation across both groups. There is a greater percentage of Asian professionals within Client Service compared with representation in the firm overall. Conversely, there is a lower percentage of Asian professionals within Enabling Areas when compared with overall Asian representation. The percentage of Black, Hispanic/Latinx, and female professionals in Enabling Areas exceeds overall firm representation for each of these cohorts. These differences affirm that we need to continue to sponsor professionals of these cohorts in all job roles and support their advancement to leadership roles regardless of career model.

Deloitte FY2021 US workforce representation by job role*
Make a selection
Client service roles
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)

* Representation of race, ethnicity, and gender by job role does not include PPMDs.

A deeper dive into representation by job level below reveals greater representation of Black, Hispanic/Latinx, multiracial, and female professionals at junior levels. We view this as a sign of progress as we seek to increase representation in our internal talent pipeline through organic promotion**. However, we acknowledge the critical role that recruitment plays in helping to increase overall representation. There is an opportunity to be more bold in our experienced hire recruiting strategy for these groups.

** Partner and Principal admissions and Managing Director promotions are included in overall promotions.

Deloitte FY2021 US workforce representation by level
Make a selection
Junior staff/analyst
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)

Examining US leadership diversity

Diverse representation at our leadership levels is not only critical to making progress against our DEI goals, but also allows us to bring diversity of thought to our clients, talent markets, and our communities. We also realize how important it is to have our people see themselves in leadership, which is why we remain committed to increasing the demographic diversity of our overall PPMD group.

Here, we share the representation of our latest PPMD class in comparison to overall PPMD representation. If we maintain this trajectory and continue to diversify the pipeline of candidates who are directly admitted or hired to PPMD, we will make strides toward our goal of PPMD representation that more closely reflects the overall diversity of our society.

Progress toward this goal relies on intensifying our efforts that result in the increased promotion, advancement, and retention of female professionals and professionals of racial groups whose representation in the latest PPMD class is lower than overall PPMD representation.

Deloitte FY2021 US workforce current PPMD and new PPMD representation
Make a selection
FY21 class of new PPMDs
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)

Our formal leadership positions, for which the PPMD group is the pool of candidates, should also more closely reflect the overall gender, race, and ethnic makeup of our organization and society. The business world at large is becoming aware of the advantages of a diverse board: Between 2010 and 2018, the number of Fortune 500 companies with greater than 40% board overall diversity nearly tripled, from 54 to 145.3 As talent, client, and supplier demographics shift, we must strive to instill diversity in key leadership positions and be willing to reshape structures where necessary. Not only is representation in leadership roles important to our staff as they seek to advance, but it is also critical to the development and growth of our PPMDs.

Deloitte FY2021 US leadership representation
Make a selection
US Board of Directors
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)

* Client service leadership: lead client service partners (LCSPs) and lead business partners (LBPs).

"From increased creativity to stronger governance and improved problem-solving abilities, diversity equates to better business outcomes. We need to be thinking about and acting on inclusion in bold ways in our organizations. This starts with having a diverse and inclusive board, as that will lead the way for the entire company."
Janet Foutty, Executive Chair of the Board, Deloitte US

US Board of Directors:

  • Role: The Board of Directors is responsible for oversight of executive leadership, as well as candidate development and succession planning for the offices of CEO and Chair.
  • Data: Board representation consists of PPMDs who are 40% female, 5% Asian, 15% Black, and 5% multiracial. There is an opportunity to increase the representation of Asian PPMDs and PPMDs of other racial cohorts,** all of which are below current PPMD representation. Furthermore, there is no representation of Hispanic/Latinx PPMDs on the board, highlighting an opportunity to improve ethnic diversity.

US Executive Leadership Team:

  • Role: The Executive Leadership Team is a cross-functional group of PPMDs led by our CEO to drive our strategy and operations.
  • Data: Executive Leadership Team representation consists of PPMDs who are 38.7% female, 9.7% Asian, and 9.7% Black. There is an opportunity to increase the representation of Asian PPMDs and PPMDs of other racial cohorts, all of which are below current PPMD representation. Furthermore, Hispanic/Latinx PPMD representation (3.2%) is below overall PPMD Hispanic/Latinx representation (3.6%), highlighting an opportunity to increase ethnic diversity.

US Client Service Leadership:

  • Role: Client Service Leadership consists of Lead Client Service Partners and the Lead Business Partners for our client accounts. These leaders have the primary responsibility for managing critical relationships with our trusted clients and the important work we deliver to them.
  • Data: Client Service Leadership representation consists of PPMDs who are 22.9% female, 9.4% Asian, 2.5% Black, 1.5% multiracial, and 0.1% Native Hawaiian/Other Pacific Islander. There is an opportunity to increase representation of women and PPMDs from all racially and ethnically diverse groups. Furthermore, Hispanic/Latinx PPMD representation (2.7%) is below overall Hispanic/Latinx PPMD representation (3.6%), highlighting an opportunity to improve overall diversity.

US Local Managing Partners:

  • Role: Local Managing Partners have geographic marketplace roles, are champions of local office culture, drive local growth agendas, and support community and office leadership within their geographies.
  • Data: Local Managing Partners consist of PPMDs who are 26.6% female and 7.7% Black. There is an opportunity to increase the representation of women PPMDs, Asian PPMDs, and PPMDs of other racial cohorts, which are below current PPMD representation. Hispanic/Latinx PPMD representation (4.7%) is above the firm’s average PPMD representation.

** Other racial cohorts include 2+ Races, American Indian/Alaska Native, and Native Hawaiian/Other Pacific Islander.
3 Deloitte, Missing pieces report: The 2018 board diversity census of women and minorities on Fortune 500 boards, 2018.

Taking a multidimensional view of our people

A first important step in better serving our people is understanding who we are serving. Our initial efforts, and content in this report, are focused on race, ethnicity, and gender. With this as a starting point, we will have a strong foundation to build on as we work to take a more multidimensional approach in supporting professionals that identify as LGBTQIA+, veterans, and people with disabilities. Through self-identification, we’ve gained greater insight into representation across these critical dimensions, including professionals with disabilities and veterans.

Deloitte FY2021 US workforce representation across self-identified dimensions

Original self-ID options
Disability
1.8% professionals with disabilities
Veteran status
2.7% professionals with veteran status

As of November 2020, 94% of US professionals have viewed their personal information in our talent portal. 30% of our professionals updated their personal information, including the original and expanded self-identification options. Here is what our people shared:

Expanded self-ID options*
Sexual orientation
5.6% LGBTQIA+ professionals
Gender
1.0% professionals who identify as non-binary
0.1% professionals who identify as transgender

* As of fall 2020, all professionals have the option to select LGBTQIA+, non-binary, and transgender as identities. Each of these percentages is out of total US respondents.

While we have introduced additional choices around these identities, we hope to continue to expand our identity selections as we learn more about the needs of our people. These optional selections are available to professionals year-round so professionals can update their profiles when it feels right to them. We expect representation in each of these categories to grow as we continue to focus on our culture of inclusion and our professionals feel increasingly empowered to share and self-identify. These collective numbers don’t tell the whole story of the multiple, overlapping, and intersecting identities of our people, but they are key indicators of both our progress and the work still to be done. And the more information people share with us, the greater ability we have in developing systems and solutions that align to their needs.

Using our capabilities to better understand our people

Human-centered design (HCD) is an approach that puts the professional and their experiences at the center of the problem-solving process. The goal is to elevate the human experience using principles of design. This helps us better discover, design, develop, and deliver impactful solutions that truly meet our people’s “whole-self” needs.

Veterans HCD Initiative: Not all veterans are the same, yet they often have similar needs and goals as they transition from the military to the civilian workforce. We worked with many of our over 1,000 veterans, as well as caregivers and military spouses, to create a journey map that helps us understand the highs and lows of this transition and the capabilities that are needed to be successful in the market.

People with Disabilities HCD Initiative: Deloitte launched an HCD effort nationwide to better understand the experiences of people with disabilities, identify ways to improve accessibility, and create a more inclusive culture. Professionals with disabilities, advocates, and allies participated in interviews and workshops to begin brainstorming solutions with the goal of better capturing and meeting the needs of this community.

Both of these efforts have been essential in helping us understand where we’re doing well, but more importantly, where there’s room to improve. We look forward to using these insights to improve the talent experience for veterans and professionals with disabilities and applying our learnings to other cohorts.

Deloitte US generational representation

Today’s Deloitte US workforce spans four generational categories4 across all levels, with millennials comprising the majority of the Deloitte US workforce**. Millennials and Generation Z represent 87.4% of professionals at less tenured levels (senior consultants and below). Generation X and baby boomers represent 52.7% of professionals in leadership positions (managers and above) and are represented across all levels of the organization.

Millennials, in particular, are looking for business leaders to serve as agents for positive change.5 Their call for greater transparency around how businesses put purpose into action was a key impetus for this report. Regardless of generation, we are agile in meeting the needs of our people.

** Baby boomer: Born 1946–1964; Generation X: Born 1965–1980; millennial: Born 1981–1996; Generation Z: Born 1997–2012

Deloitte FY2021 US workforce generational representation (%)
Make a selection
Overall

4 Michael Dimock, “Defining generations: Where Millennials end and Generation Z begins,” Pew Research Center, January 17, 2019.
5 Deloitte, Millennial Survey 2016.

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Recruitment

Building a diverse workforce

Our recruiting efforts are focused on two pipelines: entry-level/undergraduate and graduate students (referenced as “campus hires” in accompanying charts) and experienced hires. Deloitte’s recruiting philosophy and associated activities anchor on our goal of identifying diverse talent and future leaders. To that end, we continue to invest heavily in innovative ways to connect with talent from a variety of backgrounds and experiences.

Key observations

In examining our recruitment data for FY2020:

  • 42.7% of our hires were from diverse racial groups.
  • Black professionals comprised 8.8% of hiring, which is 31.3% greater than their representation in the firm.
  • We hired American Indian/Alaska Native (0.3%) and multiracial (4.8%) professionals at levels above representation (0.2% and 3.5% respectively).
  • We hired Native Hawaiian/Other Pacific Islander professionals at the same level as representation, contributing to unchanged representation for this cohort.
Deloitte FY2018–FY2020 US workforce recruitment data (%)
Race
Representation Recruitment

2+

American Indian/Alaska Native

Asian

Black

Native Hawaiian/Other Pacific Islander

White

Key observations

In examining our recruitment data for FY2020:

  • We hired Hispanic/Latinx (7.7%) professionals at levels above representation (6.4%).
Deloitte FY2018–FY2020 US workforce recruitment data (%)
Ethnicity
Representation Recruitment

Hispanic/Latinx

  • Hiring of female candidates increased by 7.6% since FY2018.
  • 43.8% of our hires were female, which exceeded female representation (43.5%). However, the recruitment of experienced hire women in particular is a key priority area.
Gender
Representation Recruitment

Male

Female

The following steps place an emphasis on systemic changes in line with our efforts to focus greater on equity.

Key steps we are taking to advance DEI campus/entry-level and experienced hire recruitment:

Strategic collaborations: We invest annually in approximately 30 strategic sourcing relationships and alliances that assist in identifying top talent. These relationships and alliances span both our student and experienced hire recruiting efforts and include, but are not limited to Ascend, National Association of Black Accountants, Catalyst, Association of Latino Professionals For America, Out & Equal, Historically Black Colleges and Universities (HBCUs), Hispanic-Serving Institutions (HSIs), Management Leadership for Tomorrow (MLT), The Posse Foundation, AfroTech, Grace Hopper Celebration, and Lesbians Who Tech.

Artificial intelligence and robotics: We are piloting artificial intelligence and robotics solutions to help reduce possible bias in early recruitment stages (e.g., application screening process) and increase the diverse slate of candidates we consider for open positions.

"We are continuously challenging our processes in order to achieve different outcomes—it’s the only way we can do better. For example, we recently expanded our list of HBCUs and HSIs for recruiting. What’s incredible is that the newly added schools were chosen by our people. These are schools with which our professionals already have strong ties. This helps us be more impactful on campus and provides candidates with support and mentorship as they make their way through the process."
Kelly Batts (he/him/his), Managing Director, Deloitte Consulting LLP

Recruiting teams: We are diversifying and training our sourcing and recruiting teams to reach more diverse candidates. We aim for increased overall diversity not only in the candidates we recruit, but also in the composition of our sourcing and recruiting teams.

Nontraditional recruiting: We are committed to augmenting the overall diversity of our professional talent pool by hiring and upskilling candidates from nontraditional recruitment channels. Deloitte continues to invest in hire-to-train and train-to-hire programs such as Encore, military recruiting, Autism@Work, and Pathfinder.

Unconscious bias training: We engage our recruiters and hiring managers in training sessions aimed at helping them identify and mitigate unconscious biases that may arise in the recruiting process.

Immigration support: We continue to leverage opportunities to attract, retain, and develop our foreign national workforce.

"We recognize that as humans, we have unconscious bias—so we need to be deliberate and intentional in minimizing opportunities for unconscious bias across the entire talent life cycle, including in our recruiting practices. We are skilling our professionals with strategies and tools to mitigate any potential bias so we can enable objective, inclusive hiring decisions."
Kim Renaud (she/her/hers), National Diversity, Equity, and Inclusion Recruiting Leader, Deloitte Services LP

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Development and Advancement

Empowering our people with opportunities to grow and prosper

Development and advancement are important pieces of the talent life cycle. Advancement is a key driver of our overall representation, and development is how we prepare our professionals to advance and be successful at each career milestone.

What development and advancement mean at Deloitte

Development: It’s about much more than providing our people with the opportunity to grow the capability and technical skills they need to do their immediate jobs. It’s about providing growth opportunities and guidance on the intangibles, such as teamwork, personal branding, strategic communications, networking, and the many other competencies that help people build successful careers and evolve into leaders.

Advancement: It’s about much more than just getting to the next level. It’s about considering all the pieces of the career puzzle, such as experiences, time at level, growth opportunities—both horizontal and vertical—and level of satisfaction.

Development is about providing professionals with access to opportunities for meaningful experiences that make their desired career trajectories possible. Because we all have different strengths, we know that there isn’t a one-size-fits-all solution when it comes to development. We strive to cultivate an environment where our people can work on the areas that are most personally rewarding to them that position them for career success.

Along with formal technical and leadership training, project and role-based learning is a part of our comprehensive approach to development. Project and role-based learning are key components of the Deloitte experience and are often factors in the career trajectory for many of our people. Through a wide variety of assignments, our professionals can gain valuable experience, learn from others, acquire industry knowledge, build skills, and establish their networks. These important experiences can help drive professionals’ performance and compensation.

Promotions and admissions can both provide insight into the employee experience and serve as a helpful metric in determining progress toward our DEI goals. In looking at our advancement data, we see positive trends in the correlation between overall representation percentages and advancement percentages for female, Asian, and Hispanic/Latinx professionals.

Key observations

In examining our advancement data:

  • The percentage of female professionals advancing (47.2%) was higher than current female representation across the firm (43.9%). This number is bolstered by the gains of promoting women at the more junior level, and we see this progress plateau at the manager level and above. The advancement of women at mid and senior levels is a key priority area.
  • Hispanic/Latinx and Asian professionals’ advancement was equivalent to their current overall representation. However, the advancement of Asian and Hispanic/Latinx professionals at the mid and senior levels are a key priority area.
  • For multirace professionals at the manager, senior manager, and PPMD levels, advancement occurred at a percentage higher than their representation across the firm—a sign of progress in diversifying our leadership pipeline.
  • However, the overall advancement percentage for Black professionals (4.2%) is below overall Black representation across the Deloitte US workforce (6.6%) and we see that Black representation in promotions** decreases as professionals advance. The advancement of Black professionals is a key priority area.
Deloitte FY2021 US workforce promotions*
Race (%)
2+ Races American Indian/Alaska Native Asian Black Native Hawaiian/Other Pacific Islander White Unavailable
Ethnicity (%)
Gender (%)
Promotions** (%)
Make a selection
2+

* This data represents promotions to next level (e.g., senior manager data represents promotions from manager to senior manager).
** Partner and Principal admissions and Managing Director promotions are included in overall promotions.

Key steps we are taking to narrow advancement gaps:

Deployment: We are working to establish greater insight and employee engagement in our staffing processes and to promote the benefits of diverse teams both within the firm and with our clients. We recognize that first project assignments play an important role in building networks and navigating our firm. To that end, we will redesign our onboarding interventions to focus on systemic changes with the experiences of professionals from diverse racial and ethnic groups in mind. We will also help professionals evaluate and assess their professional network strength across their client service projects and extracurricular activities and provide active support as needed.

Coaching connections: Coaches serve as ambassadors and experienced advisers to professionals as they navigate their careers. In creating coaching assignments, we emphasize the importance of finding the right match, factoring in a professional’s performance, network, and level of engagement when considering potential pairings. Our leaders are reexamining the process of coach pairings to help optimize coach effectiveness and enhance the support that professionals receive as they grow and develop in the firm.

Mentorship and sponsorship: Individual performance is a key consideration for advancement, but we recognize that having someone in the room saying your name and advocating on your behalf can also be important. We’re putting this philosophy into practice through our signature programs for senior managers, such as Springboard, Propel, and Winning New Business, all of which are primarily geared toward effective sponsorship for female professionals and professionals from diverse ethnic and racial groups. We have also launched a new multiyear collaboration agreement with the Wharton School of the University of Pennsylvania to produce original research that provides a deeper understanding of effective sponsorship for Black and Hispanic/Latinx professionals.

Unconscious bias and performance management: Understanding the potential for the presence of unconscious bias in the context of performance management can better support the development of our professionals. We developed unconscious bias education sessions for year-end performance reviewers to promote awareness of the risk that potential biases may appear and to provide all professionals with meaningful, actionable feedback. We piloted these sessions, received positive feedback, and are in the process of implementing these and other efforts across the firm.

Quality of feedback: We have been promoting a culture of direct, real-time feedback that is actionable and clear to support the professional growth of each professional.

"At Deloitte, our professionals are empowered to own their careers and seek out opportunities most meaningful to them. A strong network can be key in gaining access to stretch assignments, leadership visibility, and experience needed for advancement. When deployment is driven by networks, it is incredibly beneficial to some, but not everyone.

As we move toward more centralized processes and rely less on networks, we’ll realize even greater opportunity for growth for all our people."
Tamala Smith (she/her/hers), Senior Manager, Learning and Development, Deloitte Services LP

Pay equity

Performance is a key driver in our compensation strategy. We are proud of our long-standing commitment to fair and equitable pay. As part of our commitment, we perform ongoing compensation reviews and address findings when identified. In June 2016, Deloitte signed the White House Equal Pay Pledge, and in spring of 2019, we signed onto Employers for Pay Equity, which calls for equitable compensation and accountability—both of which we have incorporated throughout our own approach.

Key steps we are taking to drive equitable pay:

  • We engage annually in extensive external benchmarking of salaries in the markets where we compete. This enables us to better control for equity in our experienced hiring practices by providing rigor around managing salary ranges and considering an individual’s experiences as appropriate. 
  • We establish salary bands to help us attain consistency and equity in our campus and entry-level hiring practices. While these numbers may vary based on certain variables (e.g., location, type of degree), this discipline establishes strong levels of parity from the onset for this group of thousands of professionals each year.
  • As of October 2017, we stopped asking candidates for compensation history on job applications. We also adjusted how we engage in the dialogue around compensation with candidates. 
  • We use a system of checks and balances to reinforce our commitment to fair and equitable pay, with multiple leadership reviews embedded in our annual compensation processes.
  • Finally, given our size, scale, and complexities, we regularly evaluate our businesses and channels to identify and address potential disparities that may naturally arise from the large number of people we hire each year, our business model based on new and emerging services, hot skills, geographies, etc.

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Retention

Understanding how to better sustain our workforce

Our people are our greatest strength, which is why we monitor retention closely and from a variety of perspectives. Retention is a complex issue. People choose to stay or leave for a variety of reasons, including professionals leaving to pursue higher education, taking roles in industry, and finding opportunities that better align with their personal needs and professional goals. While people moving on is a natural part of workforce management and is expected in the professional services industry, disproportionate attrition can also be a key indicator of where we need to focus.

Key observations

In examining our FY2020 attrition data, we observe the following:

  • Racially and Ethnically Diverse professionals: The attrition of racially and ethnically diverse professionals is above the Deloitte US average, with 103 professionals of diverse racial or ethnic groups leaving for every 100 US professionals that leave the firm.
  • White professionals: The attrition of white professionals is below the Deloitte US average, with 98 white professionals leaving for every 100 US professionals that leave the firm.
  • Male professionals: The attrition of male professionals is above the Deloitte US average, with 107 male professionals leaving for every 100 US professionals that leave the firm.
  • Female professionals: The attrition of female professionals is below average. For every 100 US professionals who left the firm, 91 female professionals left. We are proud of the progress we have made in reducing the rate of female attrition. While we still have work to do in building overall representation for female professionals, particularly in the areas of experienced hire recruitment, we seek to apply lessons learned from female retention to our efforts for retaining all professionals.
Deloitte FY2020 US workforce: Proportional attrition
"We recognize that retention data is the culmination of factors that span across our four priority areas. We are focused on identifying and addressing systemic issues that perpetuate retention challenges, while we also speak with our professionals to better understand the human experience behind our data points. Our people have intersectional identities and unique personas, which our data doesn’t yet fully illustrate. For example, we need to understand how a Black professional with a disability or a Latina LGBTQIA+ professional experiences the firm. I am eager to listen and learn from our people and their lived experiences."
Amy Smith, National Diversity and Equity Leader, Deloitte US

A closer and more intersectional analysis of our retention data indicates that we are losing more of our professionals that identify as Black, Native Hawaiian/Other Pacific Islander, and Hispanic/Latinx. As such, we have identified the retention of these cohorts as a top priority. Disproportionate trends are important to investigate and address as we work to increase the racial and ethnic diversity of our overall representation. Addressing retention inconsistencies is critical to achieving our goals and maintaining an inclusive culture—one where people have similar talent experiences across all dimensions and phases of the talent life cycle.

Steps we are taking to increase retention:

  • Leaver profiles: We are further analyzing our retention data by cohorts of professionals, with a focus on Black and Hispanic/Latinx professionals, to identify why people stay and why people leave. Using analytics, we are working to identify profiles of professionals that are at risk of leaving the firm and are working to provide tailored interventions to better anticipate trends and address inconsistencies in the talent experience.
  • Career trajectory interventions: We will proactively monitor and identify flat or downward trajectories of professionals from diverse racial and ethnic groups and evaluate whether interventions can be proposed to help them achieve their goals.
  • Leadership investment and accountability: Investment from our leaders in our people is also an important piece to the retention equation. We are looking forward to developing new mechanisms to ensure that our leaders are personally accountable for and emotionally invested in the success of our professionals by actively practicing sponsorship and allyship and advancing the careers of all of our people.
"I consider myself learning to be a better ally. I have always strived to be fair, just, kind, open-minded—but I’ve learned that allyship is more than that. It’s more proactive. It’s about challenging the status quo and being willing to discuss difficult topics and differing perspectives. It’s about removing barriers that can undermine the fairness of our meritocracy."
Jason Downing, Partner, Deloitte LLP

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Racial Equity

Racial equity

2020 brought much-needed focus on the racial inequities that have compounded over the past 400+ years in America for Black people. While we have always focused on providing an inclusive experience to those of all races, we are placing a renewed emphasis on improving the experiences of our Black professionals, with the understanding that this improves the experiences of all professionals.

What does it mean to be an anti-racist organization?

Promoting a culture of anti-racism means acknowledging and actively trying to eliminate any racism within the workplace and beyond. It includes critically evaluating where inequalities, inconsistencies, and microaggressions may exist and developing actionable and transparent strategies to create a more equitable work environment.

As an organization, we have worked hard on many of the observable challenges related to diversity and equity—such as acquisition and promotion rates. Deloitte recognizes that, for our organization to be anti-racist, we must address not only the challenges we can see, but also the ones that may lie below the surface. We must dig deep to determine the root causes, understand the societal dynamics at play, and address factors that risk perpetuating racial inequities. The work of supporting anti-racism in our organization will not happen overnight, but we are committed to this journey and are invested in building a better, more equitable Deloitte for our people and our communities.

To further accelerate our progress, we launched the Black Action Council in June 2020. Co-Led by David Harrison (PPMD) and Kavitha Prabhakar (Chief DEI Officer), the Council’s mission is to architect and execute Deloitte’s long-term strategy to support the advancement of Black professionals. The Black Action Council is mobilizing around six priority areas: Black Experience, Equity & Representation, Allyship, Business Impact, Social Impact, and Accountability.

"Our people are deeply troubled by what they’re seeing in society and they recognize that Deloitte is not immune to these issues. The launch of the Black Action Council is game-changing as professionals seek immediate action to deep, systemic societal issues. While we have executed a short-term strategy to effect more immediate change at our firm, it’s important to remember this is a marathon, and we’re at the front end of the race."
David Harrison (he/him/his), Partner, Black Action Council Co-Chair, Deloitte & Touche LLP

At the same time, we issued a statement discussing our reflections to date on Deloitte’s role in addressing systemic racism. Our two fundamental realizations: First, we need to do more as an organization, and second, we must act intentionally and purposefully to do our part to dismantle systemic inequalities in society. Moving forward, we will better promote substantial and sustainable change, particularly as it relates to supporting the Black community.

In addition to the actions we have outlined earlier to achieve more equitable talent practices, we are doing the following to address racial inequities:

Education and understanding: We are engaging with premier thought leaders in the social justice space to help educate our leaders and professionals on race, racial identity, allyship, and anti-racism through moderated discussions.

Black professional experience: We are driving connectivity by reinvigorating business resource groups, in particular the Black Employee Network (BEN), which engages Black professionals across the country. We are also conducting human-centered design (HCD) analyses to better understand the day-to-day experiences of our Black professionals.

Internal leadership representation: We outlined a commitment to increase Black representation in client leadership roles. By putting focus on this process and adding more leaders from diverse racial and ethnic groups, we will be able to increase representation at the highest levels of the firm.

Business advancement: We are analyzing how we direct business spend and investments to prioritize, support, and enable more Black-owned and Black-led businesses by leveraging the unique capabilities, relationships, and assets of the firm.

Community investment: We are taking on pro bono projects, volunteering in our local communities, and donating more than $10 million to organizations focused on social justice, employment, wealth equality, and equal educational opportunities.

Pro bono impact: In addition to the $4 million in pro bono services we delivered in response to the global pandemic, we have invested 9,000 pro bono hours across 20 projects in FY21 to continue to support COVID-19 response and recovery efforts, prioritizing communities disproportionately affected by the pandemic, which tend to be communities of color.6

Management Leadership for Tomorrow (MLT) Black Equity at Work: MLT has recently launched Black Equity at Work, a certification that promotes racial equity with standardized criteria, robust planning, and measurable benchmarks. Deloitte is part of the initial cohort of 50 organizations that aim to make meaningful change within their companies and communities by driving systems-level change.

6 Centers for Disease Control and Prevention, “Health equity considerations and racial and ethnic minority groups,” July 24, 2020.

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Diversity and Equity Goals

Summary of our Diversity and Equity goals

A thorough evaluation of our data indicates that we need to continue to increase racial, ethnic, and gender diversity and do so in a thoughtful way. Through conversations with leadership, a review of the data presented in this report, extensive analyses, and demographic research available through the Institute of Education Sciences (IES),7 we have developed specific goals* that will help guide our organization on this journey. By aligning around these goals, our professionals, leaders, and stakeholders can help us achieve and exceed them.

* Goals are not quotas. The policy of each Deloitte US firm is to seek and employ people with skill and integrity and to provide them with the means to develop professionally, without regard to race, color, religion, creed, citizenship, national origin, age, sex, gender, pregnancy, gender identity or expression, sexual orientation, marital status, disability (including neurodiversity), genetic information, veteran status, or any other legally protected basis, in accordance with applicable federal, state, or local law.
** Diverse racial and ethnic groups include Asian, American Indian/Alaska Native, Black, Native Hawaiian/Pacific Islander, those who identify as multiracial, and professionals whose ethnicity is Hispanic/Latinx.
7 Tabitha M. Bailey and William J. Hussar, “Projections of Education Statistics to 2028, Forty-seventh Edition,” National Center for Education Statistics at the Institute of Education Sciences, US Department of Education May 2020.

We commit to the following goals for the Deloitte US workforce:

  • Increase the number of Black and Hispanic/Latinx professionals in our US workforce by 50% by 2025; this is an input to our goal of increasing the overall racial and ethnic diversity** of our US workforce to 48% by 2025
  • Increase US workforce female representation to 45% by 2025
  • Increase the representation of racially and ethnically diverse US Partners, Principals, and Managing Directors (PPMDs) to 25% by 2025
  • Increase the number of female US PPMDs by 25% by 2025

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Deloitte US India

Our efforts for increased transparency would not be complete without sharing data, insights, and opportunity areas for our workforce in Deloitte’s four USI offices. Comprising more than 48,000 professionals, our USI offices are integral to the innovative work we deliver to clients, our inclusive culture, and the impact we make in our communities.

"We’re proud that Deloitte USI is a place where many of our professionals feel comfortable bringing their authentic selves to work. However, we are always looking where we can and must do more. The move from diversity and inclusion to diversity, equity, and inclusion is deliberate and well-timed. The focus on equity will guide our commitment to diverse representation in our workforce, especially in leadership positions."
Anupama G Kothapalli (she/her/hers), USI Diversity, Equity, and Inclusion leader, Deloitte Consulting India Private Limited

By the numbers

Female representation is 40.1%, a continuation of the steady increase we have seen over several years. Since 2015, we have doubled the number of female professionals in the USI workforce.

Overall Deloitte FY2021 USI workforce representation
Gender (%)

Female representation in Client Service (39.4%) is slightly lower than overall female representation (40.1%). Alternatively, female representation in Enabling Areas is slightly higher (42.9%).

Deloitte FY2021 USI workforce representation by job role*
Make a selection
Client service roles
Gender (%)

* Representation of gender by job role does not include Directors.

A deeper dive into representation by level reveals greater representation of female professionals at junior levels. As we continue to hire a more gender-diverse workforce, including lateral hires, and push for organic advancement, we look for the diversity at the more tenured levels to shift.

Deloitte FY21 USI workforce representation by level
Make a selection
Overall
Gender (%)
We are setting and measuring progress on the below goal for representation for the USI workforce: Increase female representation in the USI workforce to 41% by 2025.
Deloitte FY2021 USI workforce representation:
Taking a multidimensional view of our people

Through existing self-identification options, we see the following representation of professionals with disabilities:

Original self-ID options**
Disability
0.2% Professionals with disabilities

** This percentage is out of the total USI workforce population.

Deloitte FY2021 USI workforce representation across self-identified dimensions

Similar to our self-ID effort for the US workforce, we provided new self-ID selections related to sexual orientation and gender for the USI workforce. As of December 2020, 87% of USI professionals had viewed their personal information on our talent portal. 40% of professionals updated their information. Here’s what they shared:

Expanded self-ID options***
Sexual orientation
0.8% LGBTQIA+ professionals
Gender
2.2% Professionals who identify as non-binary

*** As of fall 2020, all professionals have the option to select LGBTQIA+, non-binary, and transgender as identities. Each of these percentages are out of total USI respondents.

"As someone who identifies as LGBTQIA+, safety and acceptance can be a challenge. Deloitte is a ‘safe place’ for me. Our policies and initiatives mean that our LGBTQIA+ colleagues can feel safe to be out at work. Knowing that Deloitte signed the UN Standards of Conduct for Business (which tackles discrimination against LGBTQIA+ people) acknowledges the fact that LGBTQIA+ folks are marginalized, and that they need equity and protection."
Sophia David (she/her/hers), Assistant Manager, Deloitte Consulting India Private Limited

Deloitte’s USI workforce spans four generational categories—baby boomers, Generation X, millennials, and Generation Z8—across all levels, with millennials comprising a significant portion of the workforce.**** Millennials are also the only generation to have representation at every level. Baby boomers represent less than 0.1% of the workforce, and while not reflecte in the overall workforce chart, they are represented at senior levels of the organization.

Deloitte FY2021 USI workforce generational representation (%)
Make a selection
Overall

**** Baby boomer: Born 1946–1964; Generation X: Born 1965–1980; millennial: Born 1981–1996; Generation Z: Born 1997–2012

In the past year, the percentage of new hires who are female has increased and risen above the overall female representation in USI, positively impacting the overall representation of women.

Deloitte FY2018-FY2020 USI workforce recruitment (%)
Representation Recruitment

Male

Female

Overall promotion and admission rates for male and female professionals are in line with overall representation in USI. However, promotion parity across genders decreases at more tenured levels.

Deloitte FY2020 USI workforce promotions (%)
Promotions (%)
Make a selection
Male

Attrition rates for male and female professionals are proportionate to overall USI workforce attrition.

Deloitte FY2020 USI workforce: Proportional attrition (%)
"As the Regional Talent Leader of US-India Audit and Assurance, I am committed to further diversifying our leadership team by investing in and mentoring women managers and senior managers so that we can create a strong pipeline of women leaders in USI."
Mehul Desai (he/him/his), Audit & Assurance Director, Deloitte & Touche Assurance & Enterprise Risk Services India Private Limited

Honored for our commitment

Deloitte US India is recognized for our commitment to supporting women. For four consecutive years (2016–2019), we placed in the Working Mother-AVTAR Best Companies for Women in India Top 10.

Deloitte FY2020 USI talent survey results

Each year we conduct a talent survey to gather feedback from USI professionals. From a gender perspective, there is no material difference between results for male and female professionals, although there are material variations for our non-binary professionals. Non-binary professionals are less likely to feel respected at work, feel they can bring their authentic selves to work, and feel that the people they work with are there for them.

I am proud to be an employee of Deloitte (%)
I am treated with respect at work (%)
I am able to bring my authentic self to work (%)
The people I work with are there for me (%)

Data disclaimer: 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. The number of respondents who identify as non-binary is small (our latest self-ID data indicates that 0.5% of our professionals identify as non-binary or transgender); therefore, one person’s experience, positive or negative, will have a greater impact on overall results. Five-percentage-point difference or greater is considered a material difference.

Highlights

DEI efforts in Deloitte US India are vast. Here are just a few examples of where we’re making an impact:

Strengthening our inclusive culture: Along with unconscious bias and inclusive leadership training, we engage people to strengthen our inclusive culture through our flagship program, Culture Conversations. In the past year, we held five Culture Conversation sessions, reaching more than 6,000 of our people. Featuring a panel of professionals across career levels, each conversation addressed key DEI themes, including trust, courage, empathy, resilience, and small acts of inclusion through personal stories and open dialogue.

Investing in women: We are also committed to investing in our women. In November 2020, as part of this commitment, we introduced Leadership by Design, a program aimed at helping professionals shape and advance their career paths at Deloitte. Since its launch, more than 1,200 women across all levels have enrolled in Leadership by Design.

Colorful Workplaces: Colorful Workplaces sessions provide a platform for LGBTQIA+ professionals and those serving as allies to share personal stories of pride and acceptance. These powerful narratives—expressed through education, poetry, music, and dance—ignite rich dialogue, meaningful connection, and open hearts.

Holistic well-being: Empowering our professionals to focus on their well-being is a key priority, and our efforts are built on the core principle of mind, body, and purpose. Given the unique circumstances of the pandemic, we expanded upon monthly mental health-related webcasts to provide our people with even more opportunities to focus on their emotional well-being. During Mental Health Awareness Month, we hosted webcasts on topics including mindfulness, sleep, depression, and grief. We conducted in-house and external yoga and physical well-being sessions to address the growing demand from our businesses and professionals. We also provided opportunities to help our people manage their financial well-being through internally facilitated sessions on the benefits of saving, investment strategies, and taxation. In the past six months, close to 13,000 professionals have participated in our well-being sessions.

"I was in awe as a participant of these eye-opening sessions. It was apparent that everyone felt comfortable sharing their unique experiences. Each story had a lesson from which we can learn. The messages conveyed were so relevant and will be helpful, both personally and professionally."
Madhav Sabu (he/him/his), Senior Assistant, Deloitte & Touche Enterprise Risk Services India Private Limited

8 Michael Dimock, “Defining generations: Where Millennials end and Generation Z begins,” Pew Research Center, January 17, 2019.

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