Hiring, retaining, and cultivating talent are critical activities at Deloitte, the worlds largest professional services firm. By offering robust learning and development programs, Deloitte has been able to create a strong talent pipeline to the firms partnership. Deloittes emphasis on learning and development, across all stages of the employee life cycle, has led to recognitions such as being ranked number-one on Chief Executivess list of Best Private Companies for Leaders and being listed among Fortunes 100 Best Companies to Work For. The following programs contribute to Deloittes successful execution of its talent strategy: Clear path to partnership. During the initial recruiting phase and then throughout an employees tenure at the firm, Deloitte lays out a clear career path. The path indicates the expected timeline for promotion to each of the firms hierarchy levels, along with the competencies and experience required. Deloittes transparency on career paths, coupled with its in-depth performance management process, helps employees clearly understand their performance. This serves as a motivational tool for top performers, often leading to career acceleration. Formal training programs. Like other leading organizations, Deloitte has a program to ensure that recent college graduates are equipped with the necessary training and tools for succeeding on the job. Yet Deloittes commitment to formal training is evident at all levels within the organization. Each time an employee is promoted, he or she attends milestone school, a weeklong simulation that replicates true business situations employees would face as they transition to new stages of career development. In addition, Deloitte institutes mandatory training hours for all of its employees to ensure that individuals continue to further their professional development. Special programs for high performers. Deloitte also offers fellowships and programs to help employees acquire new skills and enhance their leadership development. For example, the Global Fellows program helps top performers work with senior leaders in the organization to focus on the realities of delivering client service across borders. Deloitte has also established the Emerging Leaders Development program, which utilizes skill building, 360-degree feedback, and one-on-one executive coaching to help top-performing managers and senior managers prepare for partnership. Sponsorship, not mentorship. To train the next generation of leaders, Deloitte has implemented formal mentorship programs to provide leadership development support. Deloitte, however, uses the term sponsorship to describe this initiative. A sponsor is tasked with taking a vested interest in an individual and advocating on his or her behalf. Sponsors help rising leaders navigate the firm, develop new competencies, expand their network, and hone the skills needed to accelerate their career. -------------------------------- Based on the information in the information a.

1. Hiring, retaining, and cultivating talent are critical activities at Deloitte, the worlds largest
professional services firm. By offering robust learning and development programs, Deloitte has
been able to create a strong talent pipeline to the firms partnership. Deloittes emphasis on
learning and development, across all stages of the employee life cycle, has led to recognitions
such as being ranked number-one on Chief Executivess list of Best Private Companies for
Leaders and being listed among Fortunes 100 Best Companies to Work For. The following
programs contribute to Deloittes successful execution of its talent strategy:
Clear path to partnership. During the initial recruiting phase and then throughout an employees
tenure at the firm, Deloitte lays out a clear career path. The path indicates the expected timeline
for promotion to each of the firms hierarchy levels, along with the competencies and experience
required. Deloittes transparency on career paths, coupled with its in-depth performance
management process, helps employees clearly understand their performance. This serves as a
motivational tool for top performers, often leading to career acceleration.
Formal training programs. Like other leading organizations, Deloitte has a program to ensure that
recent college graduates are equipped with the necessary training and tools for succeeding on the
job. Yet Deloittes commitment to formal training is evident at all levels within the organization.
Each time an employee is promoted, he or she attends milestone school, a weeklong simulation
that replicates true business situations employees would face as they transition to new stages of
career development. In addition, Deloitte institutes mandatory training hours for all of its
employees to ensure that individuals continue to further their professional development.
Special programs for high performers. Deloitte also offers fellowships and programs to help
employees acquire new skills and enhance their leadership development. For example, the Global
Fellows program helps top performers work with senior leaders in the organization to focus on the
realities of delivering client service across borders. Deloitte has also established the Emerging
Leaders Development program, which utilizes skill building, 360-degree feedback, and one-on-one
executive coaching to help top-performing managers and senior managers prepare for
partnership.
Sponsorship, not mentorship. To train the next generation of leaders, Deloitte has implemented
formal mentorship programs to provide leadership development support. Deloitte, however, uses
the term sponsorship to describe this initiative. A sponsor is tasked with taking a vested interest in
an individual and advocating on his or her behalf. Sponsors help rising leaders navigate the firm,
develop new competencies, expand their network, and hone the skills needed to accelerate their
career.
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Based on the information in the information above, identify the process each potential partner
navigates as they develop their career within Deloitte Touche Tohmatsu Limited, moving from
Analyst to Principle or Director. What is the rationale for this process?
* pls explain clearly and detaild each process