Deloitte provides human capital consulting services through over 7,500 consultants in 80 offices worldwide. They help clients with HR transformation, talent management, organizational change, and other services. Deloitte has extensive experience in industries like energy and healthcare. They use tools and frameworks to assess clients' needs and design customized solutions. Recent projects include helping a large energy company implement offshore shared HR services centers.

1. Introducing Deloitte Human Capital Services

2. 2Performance is powered by the effective use of capital:financial capital, technological capital and human capital.In a world in which businesses must compete in an ever-wider arena while doing more with less,human capital is emerging as the most challenging to secure, the most elusive to quantify and the most critical to success.Agenda_________________________________About DeloitteWhat can you expect from Deloitte?Deloitte’s global human capital practice – Client promises and capabilities – Service capabilities – Independent recognition – Case study examplesDeloitte thought leadership_____________________________________

3. 3About DeloitteAmericasRevenue: $12.9 billion (U.S.)People: 68,700209 offices in 30 countriesEurope, Middle East,Revenue: $11.3 billion (U.S.)People: 61,800342 offices in 92 countriesAsia-PacificRevenue: $3.2 billion (U.S.)People: 30,800121 offices in 27 countriesDeloitte, the world’s only full-service professional services organisation, is comprised of more than 150,000 people in nearly 150 countries with fiscal year 2008 revenues of $23.1 billion. As a global organisation, we offer on-the-ground resources everywhere our clients do business.3

4. 4Commitment to our clients and our peopleWe pride ourselves on being a trusted business advisor to many leading global, national and regional organisations and are focused on increasing the value we deliver. We strive to create value and differentiation through our brand by consistently delivering excellence in the areas that matter most to our clients:Our peopleThe Sunday Times names Deloitte UK to its “20 Best Big Companies to Work For” 2009

5. The Sunday Times gives Deloitte UK a Special Award for Work and Home Balance and a Special Award for Engaging with Schools and Colleges

6. In several countries Deloitte is ranked in the top quartile of the “Top 100 Graduate Employers” 2009

7. The Times names Deloitte one of its Top 50 “Companies Where Women Want to Work” 2008

8. Management Consultancies Association awards Deloitte Best Human Resources Consulting Project for HR Strategy and Merger Integration at Thompson Reuters

9. Deloitte wins Outstanding Corporate Social Responsibility award at Volonteurope’s Active Citizens of Europe (ACE) Awards

10. Fortune names Deloitte USA to its “100 Best Companies to Work For” list for the ninth year running

11. Business Week ranks Deloitte as the “#1 Place to Launch a Career” in 2007, moving up two places from the previous year4

12. 5What can you expect from Deloitte?A successful relationship begins with a vision of value – what needs to be done today and the road ahead. The Deloitte Client Experience keeps our vision sharp.Understanding and PerspectiveResponsivenessValue to ClientRight TeamIndustry InsightOur Vision – The Deloitte Client ExperienceOur Deloitte Client Experience is centred on delivering value that matters to our clients, value as you define it, value that is the heart of your business. To always achieve that core goal, we seek to deliver on four tenets – responsiveness, the right team, understanding and perspective, and industry insight. We learned from 1,238 interviews with our clients that these are differentiators in professional services. You told us what is important and we have built a global understanding of service delivery around it. We strive to live these tenets every day that we work with our clients.5

13. 6Deloitte’s global human capital practice

14. Our global footprint enables us to deliver globally, nationally, and locallyWe provide integrated human capital solutionsthrough more than 7,500 consultants and staff in 80 major offices around the world.© 2010 Deloitte Touche Tohmatsu

15. 8Client promise and capabilitiesOur solutions help our clientsRationalise service delivery across the enterprise

16. Enable HR to be a strategic business partner

17. Align workforce performance

18. Reduce operating costsWhat’s our capability?Global network of experienced practitioners

19. End-to-end HR Service Provider

20. Comprehensive skill-sets

21. Proven tools and solutions

22. Aligned with Top-Tier vendors

23. Deep client experiences

24. Great client references across multiple industriesDeloitte human capital areas of expertiseInternational Services

25. HR Transformation

26. Talent Management & Leadership development

27. Organisation and Change

28. Total Rewards and BenefitsDeloitte’s professionals throughout the world have extensive industry experience and certifications in one or more areas of expertise.

29. 9Service Capabilities

30. 10Workplace of TomorrowIn response to the realities of a changing workforce and evolving worker demands, organizations are making significant investments in new technologies that are driving up the cost to outfit the “modern worker” to an all-time high. Organizations need to explore opportunities to change “where” and “how” its workforce operates to help reduce thehigh cost of real estate and operational expenses to maintain its physical facilities (including the cost of rent, repairs & alternations, utilities, communications, etc.). As such, the initiative requires close coordination between HR, Real Estate, and IT organizations.Effectively designing and implementing a new Workplace of Tomorrow should help improve an organization’s ability to respond to these changes in a cost-effective manner by enabling them to:Delink physical workspace consumption from headcount and in the process, improve workspace utilization and reduce fixed costs to operate and maintain physical workspace and facilities

31. Align in-flight and planned technology investments with business demands and workforce patterns in a way that increases efficiencies and leverages economies of scale© 2010 Deloitte Touche Tohmatsu

32. 11Strategic ChangeResistance to change is often cited as the number one barrier to successful business transformationChanging organisations is not easy; the anticipated benefits of change programmes often remain unrealised, and the investment questionable. Failed change is costly financially and strategically. It impacts the appetite of the business for future change, crippling an organisation’s ability to successfully adapt to future challenges and opportunities and inspire its people to perform. Our strategic change expertise offer business leaders and programme managers a robust approach to address the unquestionable and enduring challenges of how to: Overcome resistance and gain the commitment of people to new ways of working and challenging change agendas;

33. manage change within a structured, intelligent framework that minimises business and productivity disruption and impact;

34. align leaders around a change agenda and develop their skills to deliver the change;

35. harness and retain talent; and

36. change people’s behaviour to deliver improved, sustainable business performance and realise anticipated benefits.To support effective strategic change we have developed an overarching framework that enables us to get to the root cause of a problem, the 'People Dimension of Transformation'. Through the application of inquiry, insight, intervention and impact we can deliver a change programme that clearly articulates the case for change. We can help clients achieve their goals by putting people at the heart of their change programme, and ensure the strategic elements of operational changes are successfully achieved through effective, timely interventions.Our approach is based on the following principles:We design unique solutions, tailored to the people challenges and needs of clients individual transformation

37. An integrated package of interventions is key to delivering success

38. Interventions should focus on delivering the business outcomes that are of strategic significance, and were the original drivers for change

39. We measure our success by the impact that our interventions have on the client’s people and on the business outcomes People Dimension of Transformation 8i Model

40. 12Employee Cost ReductionOur experience and toolkits enable organisations to proactively take people-related cost out of their organisation in a way that retains short term stability and protects long term performance.Intelligent right-sizingWorkforce optimisationDeliver people benefits effectively:Manage risk around people cost reduction Aligning leadership behind cost reduction programme, build capability of managers to deliver messages, managing reputation risk through effective communication and moving to a cost conscious culturePeople transition managementTotal reward and benefits: optimise reward – right pay, pensions, benefitsPeople policy & spendRetaining and motivating talent

41. HR Transformation Doing more for lessHR must ensure that it is able to attract, deploy, develop and retain critical talent to fulfil business priorities and targets. In the current economic environment, the HR organisation must be able to do this effectively while controlling costs and optimising return on investment. HR organisations should be thinking about: Introduction of shared services, process and policy standardisation, optimising use of IT for HR to reduce costs and overheads while improving data quality and efficiency

42. Improving customer service levels and customer compliance with HR policy and process to reduce the costs and effort associated with cleaning up non-compliance and complaints