Deloitte Consulting: Where Leaders Thrive
Human Capital
Deloitte Consulting LLP
September 17, 2013

Agenda
Introductions
Overview of Deloitte Consulting
Actuarial Consulting Rotation Program
Winter Scholar Program
Actuarial Case Interview Workshop
Case Interview Overview
How to Approach a Human Capital Case
Solving a Human Capital Case
Wrap-up and Q&A
Key Dates to Remember

- 3 -
Overview of Deloitte Consulting
Deloitte &Touche USA LLPDeloitte &Touche USA LLP
Audit and
Enterprise Risk
Services
Audit and
Enterprise Risk
Services
ConsultingConsulting
Financial Advisory
Services
Financial Advisory
Services
TaxTax
Human CapitalHuman Capital
Strategy &
Operations
Strategy &
Operations
TechnologyTechnology
Deloitte Consulting is in a “Category of One” in the market – we help our clients develop strategies and
execute them successfully across three main service areas: Strategy & Operations, Human Capital, and
Technology:
While analysts are aligned to a specific service area, Deloitte Consulting engagements often
utilize consultants from all three service areas working and collaborating together

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HCAProseminarPresentationColumbia09172013.pptx
What are the different types of Deloitte consultants?
Yes, we’re all management consultants, but we’re each aligned with a specific “service area”: Think about
what area most interests you, and where you’ll be best positioned to make an impact
Strategy and Operations
Bring deep industry experience,
rigorous analytical capabilities
and a pragmatic mindset to our
clients’ most complex business
problems
Technology
Adopt an intense industry focus
and apply technology based
innovation to business
challenges, while backed by
worldwide resources and deep
strategic alliances
Human Capital
Align our client’s people issues
with their business strategy
through industry expertise, HR
service delivery, talent, culture,
change, leadership, and
rewards strategies
Service Lines
Talent, Performance &
Rewards
Actuarial, Risk &
Advanced Analytics
HR Transformation
Organization
Transformation
Oracle
Information Management
Technology Strategy &
Architecture
SAP
Systems Integration
Emerging Solutions
Learning and Training, Cross Industry Exposure, and Eminence and Practice Development are
common attributes across each of Deloitte’s service areas
M&A and Restructuring
Strategy
Infrastructure Operations
Finance
Service Operations
General Management
Supply Chain and
Manufacturing Operations

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HCAs are aligned to one of these service lines
Throughout the recruiting and interview process, candidates have an opportunity to express interest in a
specific Human Capital service line. Those candidates offered positions will be placed directly into one of
the service lines below:
¡ Specialize in providing advanced analytics,
quantification of risk, and advisory services across
all industries
¡ Help Life /Property & Casualty insurance and
Retirement services providers, as well as with
Healthcare plans and providers assess and
manage risk
Actuarial, Risk & Advanced Analytics
¡ Align people strategies with business strategies
and address the “human factors” affecting an
organization’s ability to reach their transformation
objectives
¡ Use data and analytics to deliver strategic
change, organization strategies and technology
adoption solutions that enable the success of the
organization’s transformation goals
Organization Transformation
¡ Improve the efficiency and effectiveness of HR
service delivery models and functions
¡ Define, structure, and implement solutions that
create value by improving HR operations,
controlling people-related risk and improving
workforce productivity
HR Transformation
¡ Enhance clients’ ability to compete in the market
place for the talent needed to achieve long-term
financial and strategic objectives
¡ Advise, design, and implement end-to-end talent
programs, from identification and acquisition to
development, performance, and incentive
Talent, Performance, & Rewards
Please visit us online to learn more about Human Capital service offerings:
http://www.deloitte.com/view/en_US/us/Services/consulting/human-capital/index.htm

Actuarial Consulting Rotation Program
Uniquely Deloitte

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Human Capital Analyst Rotation Program Offerings
Service Offering / Capability - The guideline is for each HCA to work on Projects in a minimum of 3
different service offerings / capabilities by the end of your second year as an Analyst. The ARAA service
offerings / capabilities are as follows:
Industry - The guideline is for each HCA to work on Projects in a minimum of 2 different industries by the
end of your second year as an Analyst. The Deloitte U.S. Industries are as follows:
Advanced Analytics
& Modeling
Life Actuarial
Property & Casualty
Actuarial
Health Actuarial
Retirement
Provider
Risk, Insurance &
Claims Advisory
Consumer &
Industrial Products
Energy &
Resources
Life Sciences and
Healthcare
Financial Services Public Sector
Technology,
Media &
Telecommunications

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Winter Scholar Program Overview
¡ Review audit documentation provided by
the client and review initial findings with
actuaries
¡ Develop and summarize follow-up
questions based on initial review/discussion
¡ Coordinate with the actuaries in resolving
issues found from the initial review
¡ Prepare final deliverables summarizing the
results from resolving such issues
¡ Support retirement actuarial practice on
other projects as needed
¡ Attain audit perspective unique to accounting
firms – evaluate assumptions and methods
for reasonability and compliance with
accounting standards and actuarial standards
of practice
¡ Work on large, Fortune 500 clients
¡ Work in a structured, collaborative team
environment
¡ Improve project management and
communication skills balancing multiple
assignments in a fast paced consulting
environment
¡ Attain a broad range of project experiences
Responsibilities Benefits
Opportunity to work with retirement actuaries in the delivery of employee
benefit plan audits

Actuarial Case Interview Workshop

Case Workshop
Case Interview Overview
How to Approach a Human Capital Case
Solving a Human Capital Case
Wrap-up and Q&A

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Purpose:
The case interview is used to evaluate how you think and how you approach
a problem
¡ The final “answer” is not necessarily what you are evaluated on — we want
to see how you think, what approach you take, and how you structure your
ideas/thoughts
Structure:
Your interviewer will present you with a business problem
¡ You will be given limited information; it will be your task to ask relevant
questions to learn more about the problem and what the relevant Human
Capital implications are
¡ You will be given an opportunity to
– Define the various Human Capital issues relevant to the business problem based
on your own knowledge, what you have learned from you questions, and the
framework/approach you choose to take
– Present your ideas for how to address the Human Capital issues affecting the
company
Case Interview Purpose and Structure
There is typically no right or wrong answer to a business case

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What is a Case and Case interview?
¡ Relevant to a broad spectrum of employment
opportunities (marketing, investment banking, consulting)
¡ An opportunity to demonstrate your creativity, analytical
ability… even your sense of humor
¡ Not intended to test your business knowledge
¡ A critical component of the recruiting process at many
firms
A Case
Interview is
A Case is
¡ A hypothetical business issue or dilemma that requires
you to:
– Analyze the situation
– Identify key business issues
– Summarize findings and take-aways
– Outline next steps

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What are companies looking for in the case interview?
¡ Logical structuring
¡ Analytical ability
¡ Business acumen
¡ Communication skills
¡ Listening skills
¡ Creativity
¡ Confidence
¡ Grace under pressure
¡ Issue identification
– Understands major issues
– Asks clear and concise clarifying
questions
¡ Situation analysis
– Identifies an appropriate evaluation
structure
– Effectively evaluates key issues
¡ Conclusion
– Succinctly summarizes analysis and
findings
– Outlines appropriate next steps
Candidate Skills Case Interview Characteristics

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¡ Research — know as much about what
your interviewing for as possible
¡ Feel free to collect your thoughts if
necessary (but don't do it too often)
¡ Try and make a personal connection
with the interviewer if possible
¡ Define your brand and get it out there
¡ Be outgoing (but naturally so)
¡ Figure out what makes you different
from your peers and make sure it
comes across
¡ Make every attempt to understand
consulting project work and relate your
experience
¡ Have a point of view
Case Interview Tips and Traps
Tips
¡ Don’t appear over-confident or too
casual
¡ Don’t run out of questions to ask when
given the time to do so
¡ Don’t forget that the greeter is
evaluating you as well
¡ Don’t try and control the interview
¡ Don’t name drop
¡ Don’t try and sound knowledgeable by
using language from Deloitte
thoughtware without acknowledging it
¡ Don’t be afraid to start an answer over
¡ Don’t assume anything on your resume
speaks for itself
¡ Don’t respond with a question when
asked "tell me about yourself“
Traps

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¡ Feel free to use paper or a whiteboard
to convey your message (it's very
consultant-like)
¡ Make us feel like Deloitte is the only
place in the world you want to work
¡ Be yourself
¡ Prepare, prepare, prepare
¡ Listen to your interviewer as they may
provide subtle hints to help you
¡ If the interviewer redirects you, don’t
fight them
¡ Be prepared to “wrap it up” even if you
run out of time
Case Interview Tips and Traps (cont.)
Tips
¡ Don’t jump into your answer right away
¡ Don’t worry about the right answer,
worry about the right approach
¡ Don’t make assumptions without
clarifying with the interviewer
¡ Don’t explicitly or exclusively rely on
canned frameworks
¡ Don’t appear flustered or frustrated
¡ Don’t panic or become emotional
¡ Don’t guess or say “I have no idea”
¡ Don’t change the subject, ramble or
lose focus
Traps

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Developing your skills, enthusiasm and readiness through practice will
increase your level of comfort entering into an actual interview
Final Case Interviewing Tip — Practice
¡ Your case knowledge
– Try multiple cases
– Consider varying topics and industries
– Work with other students acting as the interviewer
– Practice using strategy cases or newspaper
articles and think about the Human Capital issues
and how you would address them
¡ Your enthusiasm
– Preparing now will show in the actual interview
– Solving difficult problems is what consultants do
and we want to see you having fun
¡ Your comfort level can always be improved
and is evident in the interview
¡ Challenging, refining and preparing your
level of comfort for the interview will
minimize surprises and will be apparent to
the interviewer
Practice Increased comfort
Leads
To…
With comfort comes the ability to think, process, analyze and communicate more
clearly — which leads to a more successful case interviewing experience

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How to Approach a Human Capital Case Interview
Develop a
Logical
Structure
¡ Make a clear depiction of how you are going to structure your analysis,
gather information, and analyze the issues
¡ Can you leverage the HC engagement approach to structure your thinking
(i.e., work streams, phases, activities, and deliverables)?
Relax and Be Yourself!!
Understand the
Problem
¡ Determine what the case is and is not about
¡ Identify the HC issues when defining the problem
¡ Ask clarifying questions and prioritize the issues
Conduct
Appropriate
Analysis
¡ Ask questions that exhibit your line of thinking
¡ Be adaptable in your analysis and able to “shift gears” as needed
Summarize
your
Findings
¡ Briefly summarize key findings
¡ Approaching a Human Capital Case is different from a Strategy Case because
there may not necessarily be “an answer” but rather there is an approach
based on the Human Capital issues you see fall out of the case scenario
1
2
3
4

- 20 -
Step 1: Understand the Problem
Develop a
Logical
Structure
Make sure you understand the
problem from the outset!
Understand the
Problem
Conduct
Appropriate
Analysis
Summarize
your
Findings
¡ Determine what the case is and is not about
– A market entry case can be about either:
• The wisdom of such a move – Corporate Strategy
• Implementing the business decision – Operations
Strategy
¡ Determine the salient issue(s) by asking
clarifying questions
¡ Begin to prioritize the issues
Key Case Interview Considerations1
2
3
4

- 21 -
Step 2: Develop a Logical Structure
Develop a
Logical
Structure
Understand the
Problem
Conduct
Appropriate
Analysis
Summarize
your
Findings
¡ A good structure is:
– A clear depiction of how you are going to structure your
analysis, gather information, and analyze the issues
– A tool to help you break down the problem into
manageable pieces
¡ A good structure is not a business “framework”
– A structure sets up the questions you need to answer
– Frameworks are a tool to answer those questions
– A framework may be used as part of the structure but
it is rare that it will be the complete structure
2
3
4

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Step 2: Develop a Logical Structure (cont.)
Develop a
Logical
Structure
A good structure lays the foundation for
the rest of your analysis and gives you
a roadmap to follow
Understand the
Problem
Conduct
Appropriate
Analysis
Summarize
your
Findings
¡ Why use a good structure?
– You will get input from the interviewer as to which parts of
the problem they are really interested in
– You will get credit for driving the case even when you
aren’t
– You will have a placeholder to come back to when the
interviewer takes you off on a tangent
2
3
4

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Step 3: Conduct Appropriate Analysis
Develop a
Logical
Structure
As you begin to understand the drivers of the issues, start
to form a conclusion!!
Understand the
Problem
Conduct
Appropriate
Analysis
Summarize
your
Findings
¡ Begin to ask questions based on your structure
– Ensure that your interviewer is following your line of
thinking (check your progress)
– Make and articulate your assumptions based on the
available information
¡ Be flexible
– Identify which pieces are important and focus on these
– Adapt to specific requirements of the case
2
3
4

- 24 -
Step 4: Summarize your Findings
Develop a
Logical
Structure
As you begin to understand the drivers of the issues, start
to form a conclusion!!
Understand the
Problem
Conduct
Appropriate
Analysis
Summarize
your
Findings
¡ Briefly summarize key findings
¡ Develop a conclusion that addresses the key
business issue
¡ Ensure your messages are persuasive
– Support your conclusion with facts you have identified and
analysis you have carried out
¡ Speak clearly and concisely
¡ Show a high level of energy!
Key case interview considerations1
2
3
4

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≈5 minutes — Introduction to the case
≈20 minutes — Work to Understand Case / Discussion
≈5 minutes — Question and Answer & Wrap-Up
Have Fun, and Be Creative!
Human Capital Case Study Exercise
"Remember that the best leaders never stop learning."
– Abraham Lincoln

Business Situation
Good Life Insurance Company has enjoyed significant growth in the last decade through sales of annuities. These
annuities were successful because of the company’s superior investment performance backed by interest rate
guarantees. Due to the recent financial crisis, Good Life’s investments have not performed as well and sales have since
declined. Several agents have left Good Life to join its competitors who offer higher commissions, taking with them some
of the company’s major clients who subsequently withdrew their funds. Good Life hired Deloitte to assist with the
development of new products to boost sales, focusing in particular on the assumptions used in pricing the annuities.
Some of the assumptions, such as mortality and lapse rates, have not been updated since ten years ago.
 Key Considerations
 The expected return on assets reflects the long-term average rate of earnings expected on current and future
investments
 Good Life’s asset allocation is 80% bonds, 10% mortgages, 7% in equities and 3% in cash
 Equity returns were high for a long period but have dropped significantly as a result of the crisis
 The yield on bonds dropped to 3% from 3.5% after the crisis because of the poor economic environment
 The mortgage portfolio has experienced an increase in defaults
 Demographic trends indicate people are living longer and healthier lives, a major driver of sales of annuities
 The financial crisis resulted in a rise in unemployment
 Good Life has historically included a guaranteed minimum interest rate of 1.5% on its annuities

- 29 -
¡ Today’s session should have provided you with a better
understanding of the purpose, format, and expected responses to
Business Case Interviews
¡ General Business Cases test your ability to understand a variety of
business issues and provide insightful recommendations
¡ Interviewers are looking for you to apply logical problem-solving
techniques to simulated business problems. They are not looking to trick
you!
Recap and Wrap-up

- 30 -
Preparation
¡ Practice! Grab a friend and practice some cases with him/her
¡ Check out Deloitte’s interactive case studies on our website
– Human Capital Interactive Cases:
http://mycareer.deloitte.com/us/en/students/gettingthejob/caseinterviewpreptool
¡ Career Services will probably have additional sample cases and
workshops
¡ Contact alumni in the Consulting field for “insider” tips
¡ Research and familiarize yourself with emerging Human Capital and HR
trends, issues, topics, etc.
¡ Bring paper and pencil to the Business Case Interview
Recap and Wrap-up (cont.)

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Execution
¡ Relax. The interviewer wants you to achieve the desired results as
much as you do
¡ Maintain your composure. Pretend you are having a conversation
rather than an interview
¡ Don’t jump to an answer. Take your time and explain how you arrived
at your answer
¡ Ask questions, but if you need to make an assumption, state it and
move on
Recap and Wrap-up (cont.)

- 33 -
Key Dates to Remember
Facebook.com/yourfutureatdeloitte
Twitter.com/lifeatdeloitte
www.linkedin.com/company/deloitte-consulting
Youtube.com/yourfutureatdeloitte
You can also find us online at these sites:
¡ September 27th – Human Capital Information Session at
25 Broadway Deloitte office
¡ September 29th (midnight) – Resume Drop Deadline (Full Time &
Intern)
¡ Candidates must apply online through LionShare
¡ October 11th – Actuarial Interviews at Columbia (Full Time & Intern)
¡ November – Human Capital Blitz

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