Viewing offline content

Limited functionality available

Dismiss
Deloitte Middle East
Annotations
  • Services

    What's New

    • Deloitte175

      Join us for a celebration of 175 years of making an impact that matters.

    • Building the Resilient Organization

      2021 Deloitte Global resilience report

    • 2020 Global Gender Impact Report

      A collection of Butterfly Effect stories highlighting how our Deloitte professionals are positively impacting the lives of women and girls around the world

    • Audit & Assurance

      • Assurance
    • Consulting

      • Strategy, Analytics and M&A
      • Customer and Marketing
      • Business Operations
      • Human Capital
      • Enterprise Technology & Performance
    • Financial Advisory

      • Mergers & Acquisitions
      • Forensic
      • Real Estate
      • Turnaround & Restructuring
    • Risk Advisory

      • Strategic & Reputation Risk
      • Regulatory Risk
      • Financial Risk
      • Operational Risk
      • Cyber Risk
    • Tax

      • Global Business Tax Services
      • Indirect Tax
      • Global Employer Services
    • Deloitte Private

      • Family Enterprise
    • Legal

    • Sustainability

  • Industries

    What's New

    • Deloitte perspectives

      Leadership perspectives from across the globe.

    • Deloitte Insights App

      Our thought leadership and Dow Jones news, now at your fingertips

    • Future of Mobility

      Learn how this new reality is coming together and what it will mean for you and your industry.

    • Consumer

      • Automotive
      • Consumer Products
      • Retail, Wholesale & Distribution
      • Transportation, Hospitality & Services
    • Energy, Resources & Industrials

      • Industrial Products & Construction
      • Mining & Metals
      • Oil, Gas & Chemicals
      • Power, Utilities & Renewables
    • Financial Services

      • Banking & Capital Markets
      • Insurance
      • Investment Management
      • Real Estate
    • Government & Public Services

      • Civil Government
      • Defense, Security & Justice
      • Health & Social Care
      • Transport
    • Life Sciences & Health Care

      • Health Care
      • Life Sciences
    • MENA Sovereign Wealth Funds

    • Technology, Media & Telecommunications

      • Technology
      • Telecommunications, Media & Entertainment
  • Insights

    Deloitte Insights

    What's New

    • Deloitte Insights Magazine

      Explore the latest issue now

    • Deloitte Insights app

      Go straight to smart with daily updates on your mobile device

    • Weekly economic update

      See what's happening this week and the impact on your business

    • Strategy

      • Business Strategy & Growth
      • Digital Transformation
      • Governance & Board
      • Innovation
      • Marketing & Sales
      • Private Enterprise
    • Economy & Society

      • Economy
      • Environmental, Social, & Governance
      • Health Equity
      • Trust
      • Mobility
    • Organization

      • Operations
      • Finance & Tax
      • Risk & Regulation
      • Supply Chain
      • Smart Manufacturing
    • People

      • Leadership
      • Talent & Work
      • Diversity, Equity, & Inclusion
    • Technology

      • Data & Analytics
      • Emerging Technologies
      • Technology Management
    • Industries

      • Consumer
      • Energy, Resources, & Industrials
      • Financial Services
      • Government & Public Services
      • Life Sciences & Health Care
      • Technology, Media, & Telecommunications
    • Spotlight

      • Deloitte Insights Magazine
      • Press Room Podcasts
      • Weekly Economic Update
      • COVID-19
      • Resilience
  • Careers

    What's New

    • Millennial Survey 2022

      Gen Zs and millennials are striving for balance and advocating for change.

    • Candidate Profile

      After applying for a job in this country, you can access/update your candidate profile at any time.

    • Job Search

    • Students

    • Experienced Hires

    • Executives

    • Life at Deloitte

    • Alumni

    • Diversity and Inclusion

  • XE-EN Location: XE-English  
  • Contact us
  • XE-EN Location: XE-English  
  • Contact us
    • Dashboard
    • Saved items
    • Content feed
    • Profile/Interests
    • Account settings

Welcome back

Still not a member? Join My Deloitte

Are you having fun yet?

by Sheba Ehteshami, Kyle Sandell
  • Save for later
  • Download
  • Share
    • Share on Facebook
    • Share on Twitter
    • Share on Linkedin
    • Share by email
Deloitte Insights
  • Strategy
    Strategy
    Strategy
    • Business Strategy & Growth
    • Digital Transformation
    • Governance & Board
    • Innovation
    • Marketing & Sales
    • Private Enterprise
  • Economy & Society
    Economy & Society
    Economy & Society
    • Economy
    • Environmental, Social, & Governance
    • Health Equity
    • Trust
    • Mobility
  • Organization
    Organization
    Organization
    • Operations
    • Finance & Tax
    • Risk & Regulation
    • Supply Chain
    • Smart Manufacturing
  • People
    People
    People
    • Leadership
    • Talent & Work
    • Diversity, Equity, & Inclusion
  • Technology
    Technology
    Technology
    • Data & Analytics
    • Emerging Technologies
    • Technology Management
  • Industries
    Industries
    Industries
    • Consumer
    • Energy, Resources, & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • Tech, Media, & Telecom
  • Spotlight
    Spotlight
    Spotlight
    • Deloitte Insights Magazine
    • Press Room Podcasts
    • Weekly Economic Update
    • COVID-19
    • Resilience
    • XE-EN Location: XE-English  
    • Contact us
      • Dashboard
      • Saved items
      • Content feed
      • Profile/Interests
      • Account settings
    10 minute read 28 January 2019

    Are you having fun yet? Deloitte Review, issue 24

    10 minute read 28 January 2019
    • Sheba Ehteshami United States
    • Kyle Sandell United States
    • Sheba Ehteshami United States
    • Kyle Sandell United States
    • See more See more See less
      • Sheba Ehteshami United States
      • Kyle Sandell United States
    • Save for later
    • Download
    • Share
      • Share on Facebook
      • Share on Twitter
      • Share on Linkedin
      • Share by email
    • From then to now: What’s changed?
    • How fun attracts, develops, and retains talent
    • Embedding fun into the workplace

    ​Leading companies are discovering there’s a distinct competitive advantage in merging work with play.

    Historically work was, well, work. It was about meticulously measured and critiqued efficiency, with breaks or lighthearted moments with colleagues considered taboo. We softened a bit during the 1960s and 1970s, socializing during breaks to smoke or drink, but even these interactions had a stiff formality that hardly promoted letting loose or having fun.1 It is only in the past couple of decades that business leaders have realized what we now know to be true: that humans are inherently social and playful, and introducing these characteristics into the workplace won’t actually hurt the bottom line. Even so, until more recently, a positive, social work environment was merely something “nice to have” rather than essential, because companies figured the real reason employees stayed was for stability, or pay, or prestige.

    Enter the latest societal disruption. In a world where technology is exponentially changing personal and business capabilities, job-seekers often have bargaining power and are intentionally looking for employers to fulfill needs beyond material rewards. Many want the ability to work remotely or with schedule flexibility, and the desire for career stability as the end-all, be-all has shifted to a practice of changing jobs frequently to upgrade from a stale environment or to gain new and useful skills. Similarly, the thrill of working for a company with an engaging environment often usurps the traditional appeal of long-standing and reputable organizations. These seismic shifts in how work is viewed lead us to the concept of fun, something that impacts the modern-day environment. Workplace fun is becoming a form of competitive advantage. But what exactly is it?

    Learn more

    View the Talent collection

    Subscribe to receive related content

    This article is featured in Deloitte Review, issue 24

    Create a custom PDF or download the issue

    This is about much more than one-off events or gimmicks—it’s about truly embedding a climate of fun. Building meaningful work in a nurturing environment, filled with growth opportunities underpinned by supportive management and trusted leadership, is increasingly a must-have for organizations that want to thrive. Many companies have already started down this road and some are already the kind of employers that workers flock to, and rivals envy. But there are numerous strategies that can still be deployed by companies to positively change the nature of how people work and, in turn, how much they enjoy what’s inevitably a large part of their lives.

    From then to now: What’s changed?

    There are three shifts that have created a business opportunity for creating a climate for fun at work.

    Shifts in the psychological contract

    Understanding how the workplace experience has changed requires understanding the fundamental relationship between employees and employers, which academics call a psychological contract.2 In decades past, many employees were satisfied working for a “winner”—an organization that was performing well financially and in a position to provide them with the stability they desired (see figure 1 for descriptions of how workplaces have—and are—evolving). Today, an increasing number of workers believe business success should be measured by more than just financial performance. So what are they looking for? A fun and engaging experience that drives home the message that their employer cares for its people, not merely the bottom line. We see this shift to a more socially aware and socially connected workplace increasingly being woven into traditional processes related to employee attraction, selection, and retention.

    How workplaces have evolved

    Shifts in workforce demographics

    Many of the changes to workplace expectations among employees can be attributed to major shifts in workforce demographics. In 2016, people under the age of 40 became the largest generation at work, comprising 35 percent of the United States labor force.3 Much has been written about the differing needs and expectations millennials have with their employers, but perhaps the most telling piece of information is this: for the first time in many years, young people believe that they will be financially worse off than their parents. This has led to many actively questioning the core premises of corporate behavior and the economic and social principles that guide it. For example, in mature markets, 64 percent of millennials believe they will be less well off financially than their parents and 69 percent say they will be less happy.4 How can businesses fill this growing void? In parallel with providing a corporate mission that inspires and instills pride among employees, they can foster engagement, social opportunities, and fun. We know from research on creating fun climates that social meaning is a fundamental driver of experiencing fun at work.5

    Shifts in work itself

    With new technologies and the need to solve increasingly complex, messy business problems, it has become important for individuals to reach across organizational boundaries—IT problems no longer remain solely in the IT department. Individuals and especially leaders must foster a deeper understanding of how various departments interact and impact one another, cultivating a systems-minded approach. In fact, 85 percent of C-suite executives rate collaboration as important or very important, yet 73 percent of employees say their leaders rarely, if ever, work together on projects or strategic initiatives.6 This begs the question: how can senior leaders expect their people to collaborate effectively if they are not doing it themselves? Research shows a key driver of collaborative environments is fostering a fun work climate.7

    How fun attracts, develops, and retains talent

    Though employee expectations, demographics, and work itself have changed during the past 30 years, talent management has often been stubbornly fixed. In the new, open environment of collaboration and growth, the “old rules” of talent management—with employee opportunities bound by considerable organizational constraints—can stifle talent, organizational growth, and productivity. Companies that embrace the new rules shift (detailed in figure 2) can deliver an experience that is differentiated from their competitors and enhances their ability to attract, retain, and develop talent. One common element is a focus on creating and cultivating a climate of fun—one in which establishing and strengthening social connections by providing a variety of differentiating experiences becomes an organizational priority.

    Key shifts in work

    But what do we mean by “workplace fun”? Frameworks and definitions abound but, generally, a fun work environment “intentionally encourages, initiates, and supports a variety of enjoyable and pleasurable activities that positively impact the attitude and productivity of individuals and groups.”8 We like this definition for several reasons. First, it’s defining an environment of fun at work, rather than specific activities. The employee experience is a collection of events creating a culture, not one-offs that feel more like checking a box. It also mentions intentionality. Workplace fun can exist organically through, for example, a leader who values having fun at work. We have found that companies that embrace fun as an intentional cultural value tend to have more success because it’s known as a widespread organizational aspiration. Finally, this definition mentions the benefits of workplace fun upfront and recognizes fun can impact both attitudes and behaviors. It’s this combination that can differentiate workplace fun.

    One example is US online retailer Zappos, whose 10 core values include fun (“create fun and a little weirdness”) and positivity (“build a positive team and family spirit”).9 Zappos also delivers advice on how to live such values during a three-day culture boot camp, which culminates in a conversation with CEO Tony Hsieh.10

    After embedding fun and positivity into the foundation of an organization, there are, of course, events and activities that successful companies use to engage employees. We’ve found workplace fun is used by some organizations to attract, develop, and retain talent (see figure 3) by cultivating cultures people want to join, and are reluctant to leave—a critical competitive advantage.

    Fun and the talent life cycle

    Attracting talent

    In an era of low unemployment, high employee expectations, and myriad job websites, it’s harder than ever to attract the attention of prospective talent. Organizations are recognizing the value of highlighting not only traditional elements such as benefits and key job responsibilities, but the environment potential candidates will join—some even encourage applicants to speak with existing employees to get a feel for their culture. At the same time, companies use websites and social media to portray themselves as a fun place to work, describing their history, vision, values, and seeking to provide an inside view of the people that work there. This effort to inject fun into recruiting doesn’t stop once an employee has been hired. Onboarding presents a unique opportunity to express company values and put employees on a path to success.

    For example, Bonobos asks hiring managers to email the entire organization to announce new hires, including picture and a biography of the newcomer, along with a trivia game “two truths and a lie.” Employees are encouraged to select which of the three statements about the new employee is false, with a US$25 store credit awarded to the fastest correct response. Online retailer Warby Parker has “lunch roulette,” where employees from different departments are randomly selected to enjoy lunch on the company’s dime in an effort to promote cross-functional connections.11 When attracting employees, there’s no limit to the number of creative methods companies may use, during both pre- and post-hire phases.

    Developing talent

    Once employees experience an enjoyable onboarding process and determine an organization is a good fit, they’ll likely start looking for growth opportunities. Companies that have addressed this stage offer a variety of options to learn and grow both professionally and personally, and we find crafting development opportunities through the lens of the customer experience is critical to connecting an individual or team’s work to the company’s broader goals.

    For example, Best Buy sought feedback from employees on how to provide a unique customer experience in its retail stores, resulting in the opening of an “experience store,” where customers could test the latest technologies in a highly immersive environment.12 When Southwest Airlines introduced the all-new Boeing 737 Max into their fleet, it included a third galley area allowing flight attendants to serve customers with greater ease, an enhancement that was brought about via employee input sought during the design phase.13 Lego offers an annual “play day,” where employees have the day off to simply play with Lego products.14 All are examples of organizations empowering employees and expanding their sphere of influence by making an intentional effort to connect them to the customer experience in engaging, playful, and fun ways.

    Retaining talent

    Companies leading the way in creating fun climates are not merely throwing ideas at the wall to see what sticks. They’re using big data and analytics to think strategically about what kinds of activities support a climate of fun, and fine-tuning accordingly. Rather than simply asking individual employees “are you having fun?,” companies are using pulse surveys and soliciting qualitative feedback to gather large amounts of data that can be analyzed to gain a deeper understanding of what employees, as a group, look for. This move toward the collective—asking “are we having fun?”15—intentionally shifts the focus toward creating a culture of fun that aligns with external, publicized values.16

    When New Belgium Brewing Company named its second employee “director of fun,” it likely didn’t have a clear concept of what would follow.17 But that senior leader, Brian Callahan, has since helped to inject fun into the physical work environment, with the Colorado-based company’s headquarters now boasting a rock climbing wall, ping-pong table, and slide among its designated fun and social spaces.18 This not only helps retain existing talent but feeds the attraction of new employees.

    Embedding fun into the workplace

    It’s easy enough to declare that fun should be an organizational priority, embedded from top-down and bottom-up, across 360-degrees. What’s harder is execution, and it requires using different tiers of the organization to enable fun, with each dimension feeling a sense of ownership of and accountability for creating and sustaining the corporate climate. By fostering a sense of responsibility at an individual level, organizations can help fun impact teams, leaders, and the overall organization (see figure 4). And, of course, all of these levels are interdependent, and only as strong as the weakest link.

    Embedding fun at all levels

    The individual

    While goals, resources, and other mechanisms for the “what” of delivering work may be out of employees’ direct control, every individual has the power to voice ideas for constructing the “how” of achieving organizational expectations. This idea, often referred to as job crafting, provides individuals with the opportunity to improve their personal experience at work by creating workplace fun through their own lenses. Employees can consider several ways to meaningfully drive this change and impact how much fun they have, among them: directing their communication with other members of the organization, determining how to execute their own tasks, and engaging with a lens of valuing the work they perform.19 All of these example tactics are a strong starting point for building fun into broader team and organizational tiers.

    The team

    Teams are a great way to show the fabric of individuals as contributors to a greater group, especially when teams allow individuals to feel comfortable expressing playfulness and humor. This sense of trust in the workplace—to be your authentic self—is enabled through the social interactions generated by teams. Collaboration is the glue that holds teams together, and the odds of a well-functioning team rise exponentially as employees feel comfortable being their true selves at work, displaying integrity, forgiveness, trust, and humanity. This can ultimately lead to a greater likelihood for a climate of fun. Positivity, enabled by self-motivation, is also incredibly important to fostering the strong social aspects of fun at work.

    The leader

    Leaders connect teams to the broader organization, and share responsibilities that influence how they can support fun in the workplace. For instance, leaders can provide opportunities for individuals to experience fulfillment or joy from specific tasks, therefore improving peoples’ perception of fun in the organization. They can (and should!) lead by example—by being ambassadors, leaders can drive the balance between fun and work and build environments that encourage and accept fun and playfulness at work. Fostering trust and maintaining open lines of communication can promote workplace fun and happiness, and are essential for team cohesion and collaboration (as well as overall work satisfaction). Leaders play a critical role in creating a trusting environment in which everyone is more likely to be more authentic, vulnerable, and have a positive frame of mind.

    The organization

    Whenever possible, organizations can embed fun into processes. Employees can be recognized for specific milestones such as birthdays or tenure, and there can be social activities and other celebrations. Organizations can also encourage a climate of fun through the adoption of games, contests, and other events that are not directly related to daily work. While we accept that notions of fun and happiness are highly subjective, and culture is not something that can be changed overnight, the creation of an environment that encourages fun through employee behavior can improve the overall perception of work and in turn, can potentially increase productivity and decrease turnover.

    What about specific perks or rewards for people who demonstrate an aptitude for fun? Since there are direct positive correlations between self-reflection, performance, and creativity, organizations can consider creating innovative engines for fun idea creation and solicit these ideas from the broader employee population.20 Where people are co-located, it’s important to create space for people to interact openly and with others that may be working virtually, such as through differentiated physical layouts of the work environment (such as closed cubicle spaces versus open, large tables with multiple chairs). Fundamentally, organizations should provide opportunities for individuals to embrace ways of having fun and create mechanisms for tracking impact and output so everyone knows what the organization values.

    Now what?

    You know what you’re up against—the working world has shifted. For organizations to thrive rather than merely survive in this era of evolving employee expectations and increasing competition, they should embrace fun to create a positive climate that improves the employee experience. Leading organizations are anticipating and proactively changing, paving the way for embedding various aspects of fun at work. Consider fun as a way to shake up your organizational culture—you may be surprised at its spark.

    Acknowledgments

    Cover image by: Dongyun Lee

    Endnotes
      1. Amy Vanderbilt, Complete Book of Etiquette: A Guide to Gracious Living (New York: Doubleday, 1958). View in article

      2. Denise M. Rousseau, “Psychological and implied contracts in organizations,” Employee Responsibilities and Rights Journal 2, no. 2 (1986): pp. 121–138. View in article

      3. Richard Fry, “Millennials are the largest generation in the US labor force,” Pew Research Center, April 11, 2018. View in article

      4. Deloitte, The Deloitte Millennial Survey 2018, 2018. View in article

      5. Tiffany McDowell, Fun at Work: Scale Development, Confirmatory Factor Analysis, and Links to Organizational Outcomes (San Diego: Alliant International University, 2004). View in article

      6. Deloitte Insights, 2018 Deloitte Human Capital Trends Report, 2018. View in article

      7. McDowell, Fun at Work. View in article

      8. Robert Ford, Frank McLaughlin, and John Newstrom, “Questions and answers about fun at work,” Human Resource Planning, accessed November 12, 2018. View in article

      9. Zappos Insights, “Zappos 10 core values,” accessed November 12, 2018. View in article

      10. Zappos Insights, “3-day culture camp: The power of culture,” accessed November 12, 2018. View in article

      11. Bryan Burkhart, “Getting new employees off to a good start,” New York Times, March 13, 2013. View in article

      12. Mario Toneguzzi, “Best Buy unveils overhauled Montreal ‘experience store,’” Retail Insider, December 5, 2017. View in article

      13. Southwest, “The MAX difference,” accessed November 12, 2018. View in article

      14. LEGO, “Adding play into your workday can benefit engagement and wellbeing,” September 7, 2018. View in article

      15. Kyle James Sandell, “Climate of workplace fun in a retail setting” (Unpublished doctoral dissertation, Colorado State University, Fort Collins, CO), 2015. View in article

      16. McDowell, Fun at Work. View in article

      17. Tony Kiss, “New Belgium celebrates 25 years,” Greenville News, August 27, 2016. View in article

      18. Connor Green, “A crazy, behind-the-scenes tour of the New Belgium brewery,” Thrillist, June 24, 2014. View in article

      19. Amy Wrzesniewski and Jane E. Dutton, “Crafting a job: Revisioning employees as active crafters of their work,” Academy of Management Review 26, no. 2 (2001): pp. 179–201. View in article

      20. Sheba Ehteshami, “The happiness design: An innovation study,” University of Southern California, May 2018. View in article

    Show moreShow less

    Topics in this article

    Deloitte Review , Talent

    Human Capital

    Today’s business challenges present a new wave of HR, talent and organization priorities. Deloitte’s Human Capital services leverage research, analytics, and industry insights to help design and execute critical programs from business driven HR to innovative talent, leadership, and change programs.

    Learn more
    Get in touch
    Contact
    • Tiffany McDowell
    • Principal
    • Deloitte Consulting LLP
    • tmcdowell@deloitte.com
    • +1 714 913 1176

    Download Subscribe

    Deloitte Review, issue 24

    img Trending

    Social capital

    Article 3 years ago
    img Trending

    Superminds

    Article 3 years ago
    img Trending

    Engaging employees like consumers

    Article 3 years ago
    img Trending

    How the financial crisis reshaped the world’s workforce

    Article 3 years ago
    img Trending

    Industry 4.0: At the intersection of readiness and responsibility

    Article 2 years ago
    img Trending

    Picturing how advanced technologies are reshaping mobility

    Article 3 years ago

    Explore the issue

    • The digital banking global consumer survey Article3 years ago
    • Can we realize untapped opportunity by redefining work? Article3 years ago
    • The Industry 4.0 paradox Article3 years ago
    • Tax governance in the world of Industry 4.0 Article3 years ago
    • Regulating the future of mobility Article3 years ago
    • Seleta Reynolds aims to bring 21st-century mobility to a city built for cars Article3 years ago
    Sheba Ehteshami

    Sheba Ehteshami

    Sheba Ehteshami is a manager in Deloitte Consulting’s InsightStudio, the firm’s premier incubator for accelerated analytic and cognitive development through human-centered design-thinking. Ehteshami has 10 years of experience managing large-scale business operations, revenue cycle, and organizational strategy engagements. She holds a doctorate in Organizational Change and Leadership from the University of Southern California, a masters in Public Health, and a BA in Cultural Anthropology from Emory University. She is based in Atlanta, GA.

    • sehteshami@deloitte.com
    Kyle Sandell

    Kyle Sandell

    Kyle Sandell is a consultant in Deloitte’s Human Capital practice, where he helps companies align their culture, structure, and talent with their business strategy. Sandell is particularly invested in helping organizations create strategies for hiring, engaging, and developing their employees. He holds a PhD in Industrial-Organizational Psychology and currently resides in Denver, CO.

    • ksandell@deloitte.com

    Share article highlights

    See something interesting? Simply select text and choose how to share it:

    Email a customized link that shows your highlighted text.
    Copy a customized link that shows your highlighted text.
    Copy your highlighted text.

    Are you having fun yet? has been saved

    Are you having fun yet? has been removed

    An Article Titled Are you having fun yet? already exists in Saved items

     
    Forgot password

    To stay logged in, change your functional cookie settings.

    OR

    Social login not available on Microsoft Edge browser at this time.

    Connect Accounts

    Connect your social accounts

    This is the first time you have logged in with a social network.

    You have previously logged in with a different account. To link your accounts, please re-authenticate.

    Log in with an existing social network:

    To connect with your existing account, please enter your password:

    OR

    Log in with an existing site account:

    To connect with your existing account, please enter your password:

    Forgot password

    Subscribe

    to receive more business insights, analysis, and perspectives from Deloitte Insights
    ✓ Link copied to clipboard
    • Contact us
    • Search Jobs
    • Submit RFP
    Follow Deloitte Insights:
    Global office directory Office locations
    XE-EN Location: XE-English  
    About Deloitte
    • Newsroom
    • Deloitte events
    • Our blog collections
    • Press releases
    • Press contacts
    • Corporate Responsibility & Sustainability
    • Report an ethics complaint
    Services
    • Audit & Assurance
    • Consulting
    • Financial Advisory
    • Risk Advisory
    • Tax
    • Deloitte Private
    • Legal
    • Sustainability
    Industries
    • Consumer
    • Energy, Resources & Industrials
    • Financial Services
    • Government & Public Services
    • Life Sciences & Health Care
    • MENA Sovereign Wealth Funds
    • Technology, Media & Telecommunications
    Careers
    • Job Search
    • Students
    • Experienced Hires
    • Executives
    • Life at Deloitte
    • Alumni
    • Diversity and Inclusion
    • About Deloitte
    • About Deloitte in the Middle East
    • Privacy
    • Terms of use
    • Cookies
    • Avature Privacy

    © 2022. See Terms of Use for more information.

    Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see About Deloitte to learn more about our global network of member firms.