Inclusion and Belonging

What makes us different makes us stronger

Fostering a culture where everyone belongs and can thrive requires a commitment not only to diversity and equity, but also to inclusion.

Inclusion is an inherent part of our purpose, our approach to serving clients and to our continuous efforts to build the culture we want. We’ve embedded inclusion throughout every milestone of the career journey at Deloitte, so that from the moment our people walk in the door through each development opportunity, they deepen their knowledge and understanding of our inclusive culture and their role in advancing it.

How Deloitte defines inclusion

The actions taken to understand, embrace, and leverage the unique strengths and facets of identity for all individuals so that all feel welcomed, valued, and supported.

In practice, this means leading by example. From our research, Deloitte has identified the six signature traits that characterize an inclusive mindset and inclusive behavior: Commitment, Courage, Cognizance, Curiosity, Cultural intelligence, and Collaboration. Through guiding resources and live sessions, we educate our professionals on how to put the Six Cs into practice on a day-to-day basis and harness their power to strengthen our inclusive culture where each person is treated with respect and fairness.

Talent Survey

Insights from our talent survey

Each year, we conduct a talent survey to gather direct feedback on the Deloitte talent experience. We ask professionals to which degree they agree with a number of statements across our inclusion priority areas. For the FY2020 talent survey, 62% of US professionals responded. We have added three questions on allyship to this year’s talent survey, and we look forward to using this data to further develop our understanding of the talent experience for our professionals.

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 with some of these dimensions (e.g., non-binary, LGBTQIA+) is small 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.

FY2020 talent survey results

We consider any question rated 80% or above to be favorable. We are proud that many inclusion-related responses exceed that benchmark and, in fact, are many of the highest rated categories. However, there is still more effort required to help our professionals across all races, ethnicities, genders, and sexual orientations feel fully included.

FY2020 talent survey results - race and ethnicity

Our data indicates that regardless of race or ethnicity, our professionals feel proud to be an employee of Deloitte and say they are treated with respect at work. However, there is some response variation by race for other questions. In comparison to their peers, Black professionals are less likely to feel like they can be authentic at work (eight-percentage-point difference).

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 (%)

FY2020 talent survey results - gender

From a gender perspective, there is no material difference between survey results for male and female professionals, although there are material variations for non-binary professionals. Non-binary professionals are less likely to be proud to be an employee of Deloitte (nine-percentage-point difference). Additionally, they are less likely to feel respected and bring their authentic selves to work (11- and six-percentage-point differences, respectively).

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 (%)

From a women’s movement to a gender movement

Our DEI journey began more than two decades ago to retain women in our workforce and increase women’s representation at leadership levels. Today, our commitment to gender equity is stronger than ever. We continue to focus on advancing women to leadership positions through development opportunities, exposure to senior leaders, and equitable processes. And we’re tackling obstacles that many workers face, but impact women disproportionately, such as caregiving.

We are also expanding our approach to gender equity to encompass non-binary and transgender professionals. We added pronoun options to our standard email signature template to normalize the practice for everyone. Our executive leadership team participated in a session on transgender-inclusive practices and behaviors hosted by the Human Rights Campaign. And we refreshed playbooks for individuals who are transitioning—and for the leaders and professionals working with them—which include guidance on coming out, logistical considerations, support resources, and privacy and confidentiality policies.

FY2020 talent survey results - LGBTQIA+

Survey results show that LGBTQIA+ professionals’ feelings on authenticity and support differ from those of their peers. LGBTQIA+ professionals are less likely to feel comfortable being authentic at work (by six-percentage-points).

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 (%)
Address inconsistencies in the talent experience so that Black, Hispanic/Latinx, non-binary, and LGBTQIA+ professionals feel they can be their authentic selves in the workplace at a rate consistent with the overall workforce population

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Leadership and Education

Putting the power of inclusion in the hands of our people, starting at the top

We continue to transform and strengthen our culture of inclusion by empowering our people with actionable guidance on how they can personalize, identify, model, and advance inclusive behaviors. Our efforts start, but don’t end, at the top.

Inclusive leadership: Nearly all our firm leadership (96%) has completed or enrolled in our Inclusive Leadership Experience, an immersive development opportunity for PPMDs that explores how they can personally advance our inclusive culture. Inclusion is also a part of our performance management program for leadership. Our leaders are annually evaluated on their leadership contributions, with inclusion being a central component. Because we value accountability, we also provide professionals with an opportunity to provide feedback specifically on inclusive behaviors through new questions added to our annual survey used to collect upward feedback.

Continuing education: In addition, we provide our people with a variety of opportunities to enhance their inclusive leadership skills through trainings and self-guided learnings focused on topics such as authenticity, unconscious bias, collaboration, courage, and more. As part of our commitment to mitigate racial injustice, we will provide anti-racism education on a firmwide basis across all levels.

Through these and additional efforts, we aim to develop a culture where active allyship is not just optional, but is an expectation. With increased accountability and educational opportunities, we will work toward this goal by equipping our workforce to take action in support of their fellow professionals.

Develop an understanding of fundamental anti-racism concepts, and cultivate allyship by providing anti-racism education across all levels
"Taking your organization’s pulse isn’t solely an exercise of gathering data through management systems and outreach to develop a ‘snapshot’ of the current state. It also involves assessing your culture, which often surfaces as the summation of seemingly small actions that reinforce traditions, values, beliefs, and accepted standards of behavior."
Lara Abrash, CEO of Deloitte’s Audit and Assurance Business
"I am acutely aware of the privilege in my life and background. As someone who tries to be a strong ally every day, it’s imperative that I set the tone for authenticity and emotional safety. While I’m still continually learning, I offer allyship to my teams by being open and intentionally reaching out to check on personal well-being. In our current environment, it’s okay to not be okay, and I want to both model that and offer my humility, ear, and advocacy."
Rob Walker (he/him/his), Senior Manager, Deloitte Consulting LLP

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Community-Building

Creating spaces for our people to share their authentic selves

One of the primary goals of our inclusion strategy is to provide a variety of ways for our people to meaningfully connect, share their unique experiences, and find their place at Deloitte.

Inclusion councils: Our inclusion councils are a popular way for people from different businesses, functions, backgrounds, identities, and experiences to engage in events related to inclusion, well-being, development, and community impact. Events are created around common passions and interests and they take many forms—courageous conversations, participation in local Pride celebrations, mental health awareness, anti-racism book clubs, and tutoring in schools. Although in-person events are on hold, our inclusion councils have continued to provide meaningful ways for our people to connect and learn from one another through interactive virtual events.

Business resource groups (BRGs): Inclusion councils work hand in hand with local business resource group (BRG) chapters, which include formal chapters like the Black Employee Network, GLOBE & Allies (LGBTQIA+), Asian BRG, Hispanic Employee Network (HNET), Armed Forces BRG, Ability First, Deloitte Parents Network, Women’s Network (WIN), International BRG, and additional informal chapters. We plan to work more closely with our BRGs to help us better understand the experiences of our professionals. We’re also working to enhance the connection between BRGs and inclusion councils so that our people feel empowered to collaborate and connect, share their stories, and practice allyship.

60+ Inclusion councils accessible to 100% of our people through 700+ events engaging 40k Deloitte professionals
"For the past four years, I have been part of the Hispanic Employee Network BRG (HNET) Chicago chapter leadership team. My involvement has helped me grow as a leader. Most importantly, I’ve built an incredible network of colleagues and mentors, which wouldn’t have been easy without this BRG."
Monica Narvaez (she/her/hers), Senior Consultant, Deloitte Tax LLP

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Intentional Connection

Cultivating new opportunities for our people to thrive

With our inclusion councils and business resource groups serving as a strong foundation, we have expanded the ways in which our people can build relationships and relate to each other across businesses, identities, and geographies.

Inclusion mobile app: Our new Inclusion mobile app, launched in October 2020, provides professionals with a one-stop source for discovering events, joining virtual communities, exploring resources, and connecting with colleagues. It has proven invaluable during this time of remote work, enabling us to introduce new virtual communities that help our people connect wherever they are. These communities are reflective of our business resource groups and include a new community for caregivers.

Inclusion Summit: In fall 2019, we hosted our first-ever Inclusion Summit at Deloitte University for our professionals. This much-anticipated gathering brought together 800+ Deloitte professionals and leaders to engage in courageous conversations, learn from one another, and connect with colleagues for a transformative event at Deloitte University. The feedback was overwhelmingly positive, and it continues to inspire our everyday inclusion efforts. Once it’s safe to resume in-person gatherings, we plan to host the summit annually.

"We learned about inclusion, networked with each other, and shared our life experiences. The support from the firm and our leaders during the Summit was so affirming and empowering - it really felt like if we each took just one lesson from the weekend back to our home offices, we would be able to change the world almost instantly."
Sergio Rodriguez (he/him/his), Manager, Deloitte Tax LLP

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Inclusion and Belonging Goals

Summary of our Inclusion and Belonging goals

The results of our talent survey, along with the feedback we continue to gather from BRGs, inclusion councils, and our firmwide empowerment programs tell us we are making good progress toward building a culture where everyone belongs and can thrive. But we know there is more work to do and new challenges to address—such as fostering connection in a virtual work environment—to help our professionals across all races, ethnicities, genders, generations, and sexual orientations feel fully included.

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

  • Address inconsistencies in the talent experience so that Black, Hispanic/Latinx, non-binary, and LGBTQIA+ professionals feel they can be their authentic selves in the workplace at a rate consistent with the overall workforce population
  • Develop an understanding of fundamental anti-racism concepts, and cultivate allyship by providing anti-racism education across all levels

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