Company: Deloitte
Date: 2020-06-07
Overall rating: 2/5
Employment status: former
Experience level: Senior

Top heavy HR practice, uneven work load. Prepare to return to middle school.
Pros: Work from home, abundant training opportunities, DU is an incredible state of the art, one of a kind facility, majority of consulting group was amazing. Forward thinking (well meaning, but constant structural changes made things confusing). Outstanding benefits, possibly best in the country.  Technology is top notch. No company can beat the technical infrastructure.
Cons: The HR practice (CTS)  is a top heavy organization and the few at the top reaped the benefits while those manager and below are saddled with impossible work loads; then, leadership would call groups out for complaining too much.  The client facing team members would get hundreds of emails a day, while someone in the leadership group said she would go days without an email.  HR groups in general need a flat organizational structure but there was a constant carrot dangled that if you work hard and do enough extra work, you will be promoted, but that was not the case.  Once you hit Manager, expect to be there for over a decade. Little opportunity for people management.   That said, not everyone wants to move up, so why create a one size fits all career path?  Work from home, but be chained to your desk. Pay is nice but raises were saved for senior managers and above. DU is great but CTS never had the budget for travel. No safe forum to express concerns about leadership/management without fear of retribution. It was not enough to be exceptional at your job; if you did not actively participate in one of the dozens of internal initiatives, and it would reflect negatively  on your review.  Feedback was constant to the point of distraction. Everyone had feedback---but leaders were not amendable to feedback about themselves.  Leadership played favorites to an unprofessional extent. Anyone who told their consulting colleagues about troubles in the group were admonished. The worst was the gossip. It was rampant and included the leadership team.  It was like middle school.  People would be on a call and simultaneously be shredded on instant message.  It is unfortunate because it is such a great place to work but this group has been allowed to run amuck.  Ultimately, consulting/tax should take ownership of their own HR/Talent groups; what works for digital groups may not work for more people centric or numbers focused groups. Every group will have different  ebbs and flows,  changing recruiting strategies, and fiscal goals.  Run on their own, HR often has competing goals and values than the practices themselves.