Mission statement: To help our clients and our people excel. We are one of the lead business advisory organisations Vision statement: To be the standard of excellence, first choice of all the most sort after clients and talent Core values: 1. Commitment to each other 2. Integrity 3. Outstanding value to clients 4. Strength from cultural diversity Our Aims · Greater employee relationships and engagement · Use technology to have a more fluid workplace across country lines and domestic locations · Increase standard of employee productivity Aim 1 – greater employee relationships and engagement · Key objectives – raise the culture of inclusivity, diversity and equality; more in-depth and larger relationships built in the company across departments and levels of management · Indicative measures of success – Increased diversity profile of staff promoted into senior roles, more cross department collaborations, turnover rates Aim 2 – create a borderless organisation · Key objectives – use technology to have a more fluid workplace across country lines and domestic locations, offices in more countries, one interconnected system of telecoms · Indicative measures of success - more acquisitions and mergers, new markets are entered, more collaboration across cities and continents Aim 3 – Increase standard of employee productivity · Key objectives – develop a clear understanding of what high performance is to each department, clear approach to identification and development of talent · Indicative measures of success - Turnover rates, number of internal promotions Introduction There are many trends that are conspiring in the world of work, that will directly affect individuals, organisations and institutions. The different types of trends that are occurring are distribution of population, social changes, service sector increase, technology and more generational diversity in the workplace. We currently live in a world where technology and its applications move at a very fast pace and this can have both adverse and positive impacts on society and the economy. For example, allowing new industries and markets to emerge or causing industries to become obsolete. To thrive in such a world and lead in the markets, individuals and services must innovate equally to maintain pace to prevent replacement in such a market. This is especially true for the service industry, where processes have been streamlined and become more efficient due to technological advancement. The bigger the company, the more impact the ever-changing technological landscape will have on business affairs and Deloitte are a very good example of this. To ensure that the strategies enforced by the company are in line with their goals, the implications that are faced must be identified and addressed both from organisational and individual perspectives. Individuals may face increased use of technology leading to lack of interpersonal skills, reduction in jobs, inequality, ali ...

1. Mission statement: To help our clients and our people excel. We
are one of the lead business advisory organisations
Vision statement: To be the standard of excellence, first choice
of all the most sort after clients and talent
Core values:
1. Commitment to each other
2. Integrity
3. Outstanding value to clients
4. Strength from cultural diversity
Our Aims
· Greater employee relationships and engagement
· Use technology to have a more fluid workplace across country
lines and domestic locations
· Increase standard of employee productivity
Aim 1 – greater employee relationships and engagement
· Key objectives – raise the culture of inclusivity, diversity and
equality; more in-depth and larger relationships built in the
company across departments and levels of management
· Indicative measures of success – Increased diversity profile of
staff promoted into senior roles, more cross department
collaborations, turnover rates
Aim 2 – create a borderless organisation
· Key objectives – use technology to have a more fluid
workplace across country lines and domestic locations, offices
in more countries, one interconnected system of telecoms
· Indicative measures of success - more acquisitions and
mergers, new markets are entered, more collaboration across
cities and continents
Aim 3 – Increase standard of employee productivity
· Key objectives – develop a clear understanding of what high
performance is to each department, clear approach to
identification and development of talent
· Indicative measures of success - Turnover rates, number of
internal promotions

2. Introduction
There are many trends that are conspiring in the world of work,
that will directly affect individuals, organisations and
institutions. The different types of trends that are occurring are
distribution of population, social changes, service sector
increase, technology and more generational diversity in the
workplace. We currently live in a world where technology and
its applications move at a very fast pace and this can have both
adverse and positive impacts on society and the economy. For
example, allowing new industries and markets to emerge or
causing industries to become obsolete. To thrive in such a world
and lead in the markets, individuals and services must innovate
equally to maintain pace to prevent replacement in such a
market. This is especially true for the service industry, where
processes have been streamlined and become more efficient due
to technological advancement. The bigger the company, the
more impact the ever-changing technological landscape will
have on business affairs and Deloitte are a very good example
of this.
To ensure that the strategies enforced by the company are in
line with their goals, the implications that are faced must be
identified and addressed both from organisational and
individual perspectives. Individuals may face increased use of
technology leading to lack of interpersonal skills, reduction in
jobs, inequality, alienation and disintegration. Organisations
will experience greater investment in cyber security, adaption to
new technology, more employees working remotely and greater

3. ease in expansion. The greater understanding of the problems at
hand will make sure that all parties will feel that their worries
have been addressed and questions answered. If employees and
employers are all feeling appreciated, the efforts made at work
will be more meaningful. The environment created at work will
be a key determinant to optimal and efficient work, which
benefits the business greatly.
People Management Strategy
Deloitte’s mission statement is “To help our clients and our
people excel. We are one of the leading business advisory
organisations, “ADD CITATION. The theme of this seems to be
a conscious effort to be the best option for all stakeholders in
the business industry that are seeking help for a third-party
firm. The vision statement follows, “To be the standard of
excellence, first choice of all the most sort after clients and
talent,” ADD CITATION. The point I made prior is reiterated in
the vision statement. They hold they quality of their talent and
clients as the most important factor to direct them in their
business ventures. The values that which to seek out in their
employees are stated in the company’s core values; these
include commitment to each other, integrity, outstanding value
to clients and strength from cultural diversity ADD CITATION.
These key areas of mission statement, vision statement and core
values help to better tailor the following strategy to remain in
line with what Deloitte has represented in the past and what the
future has in store. Keeping in mind the issues that have been
identified and those intended to be addressed in the paragraph
prior, three main aims have generated. The first aim is foster a
greater employee relationships and engagement. The second aim
is to create a borderless organisation, that can be reach all
corners of the globe. The final aim is to increase the standard of
productivity of every employee. This includes consultants, new
employees, third-party contractors and original employees. The
first aim pointed out, is to have greater employee engagements
and relationships. The one of key objectives which allow
Deloitte to achieve this aim is raising the cultural of inclusivity,

4. diversity and equality. This can be done by adopting a more in-
depth and larger relationships built in the company across
departments and levels of management. The indicative measures
of success increased diversity profile of staff promoted into
senior roles, more cross department collaborations, turnover
rates. The second aim is to create a borderless organisation.
The first objective is to use more standardised technology
across the whole firm to have a more fluid workplace across
country lines and domestic locations. This could be a more
interconnected use of telecoms across all offices. The indicative
measures of success for this particular aim are more
acquisitions and mergers, new markets are entered. The increase
market share accumulated by Deloitte will give them a greater
scope of the market, which inevitably increase profits. The
objective of further collaborations across cities and continents
is therefore a consequence of the others. The final aim is to
increase the standard of productivity for every employee. The
key objectives are to develop a clear understanding of what high
performance is to each department, also a clear approach to
identification and development of talent. The indicative
measures of success for these objectives represent themselves as
fall in employee turnover rates, more internal promotions,
furthermore an increase in the range and quantity of projects
undertaken by each employee per calendar year.
Talent Sourcing
The current trend of the growing advancements in technology,
may reflect the increased use of new software and hardware in
the workplace. This may mean that a growing selection of
candidates that are employed by Deloitte, may need to do have a
bachelor’s degree from particular disciplines or prior experience
with these types of technology. These types of people may be
able to keep up with growing demand for improvement and the
general need for outstanding expectations on a consistent basis.
This implies greater and more in-depth tests when searching for
the ideal employee for the role that is vacant. This will cost
much more to issue the correct psychometric tests and improve

5. the lines of questioning in the interview stages. A trade-off
between those two factors will need to be handled with special
care. These are to provide a system that is streamlined enough
to keep the interviewing stage short, but comprehensive enough
to pick the correct applicant. In the long run however, they will
help to increase productivity so much that the increased costs
for recruiting talent is offset. On the other hand, the better
technology used could improve the quality of candidates that
are selected. This could create a much-improved environment
for work, the individuals have the necessary soft and hard skill
sets to excel in the role. Furthermore, a limit may need to be
establish in regard to the quantity of jobs that can be outsourced
to artificial intelligence or kept for human labour.
PML Group Assignment – Critical analysis of the implications
of the designed people management strategy on career
management (Technology)
Due to the ever-changing technological advancements in the
world of work, lifetime employment is no longer common, as
people increasingly opt to have several careers (Schuler and
Jackson, 1999). Thus, it could be considered that career
management has increased benefits to both the individual and
the organisation, which include employee engagement and
improved performance in the form of increased productivity.
Owing to the evolution of technology, human resources are able
to better utilise analytics to highlight different options for
career mobility. This can be achieved by mapping careers
through the use of chronicled data, that similar and previous
incumbents have pursued, giving employees reasonable options
for their own future career paths. However, it might be argued
that the quality of employee data regarding career progression
would need to be improved considerably to truly enable this
approach (DeStefano and Bidwell, 2019). This method of career
management will be of value to the people management strategy
as the creation of transparent career pathways and progression
will encourage stronger employee retention. On the opposing
side, it creates a possible rise in rigid career choices.

6. Nonetheless, having clear career progression pathways for
employees to follow is likely to result in higher organisational
and individual performance, thus meeting the company wide
objective to become the standard of excellence for the most
sought-after clients and talent.
EMPLOYEE RELATIONS
These are the efforts put in by the company to manage and
sustain the relationships between the employers and its
employees. Good rapport and relationship building paves way
for fair and just treatment to all the employees working thereby
bring out commitment and loyalty to their firm. There are
certain pillars of maintaining employee relations that should be
taken into consideration by the companies in order to maintain
growth and image in the market. These include:
· Open communication
· Show recognition
· Constant and regular feedback
To sum it all up, build a culture inclusivity and diversity across
various departments and different levels of management in order
to create a happy working environment. One way in which the
employers can create a sense of security among its employees is
by paying heed to the complaints of its employees and having
an unbiased redressal mechanism for the same.
Employer-employee relations can also be enhanced if companies
stop micromanaging and don’t play blame games which may
ultimately demoralize the people working and may lead to a
ruckus. The long-term vision and the goals should be defined in
a proper way so that employees work towards achieving the
company’s target and care should be taken to create an
exemplary working environment in order to increase employee’s
productivity.
Talent development
Talent development refers to the opportunities created by
various firms to develop their organizations ability to develop
ideal employees based on their requirements and help making an
employee an asset to the firm. Skill development can be

7. increased by providing adequate training and research platforms
which would in turn bring a positive return on investment
quotient. Technology in talent development plays an important
role in terms of efficiency. It has also created a lot of skilled
jobs like AI engineers, DevOps, social media consultants, roles
that didn’t exist some 5-10 years earlier. The HR department
needs to make its employees aware about the technological
development at workplace which might bring in staggering
outputs and profits.
Talent development brings everyone on the same platform
which reduces the weak links within the company and reduces
dependency on each other to complete basic work tasks. There
are many ways in which talent can be developed in an
individual if the employees concerned are well acquainted with
the priorities of the organization and the actions are in line with
the objectives. Development also leads to the growth of an
individual which ultimately helps the organization to function
effectively and efficiently.
Employment Law
Changes in the organisation of work caused by technology
challenge the current labour legislation. Based on the proposed
strategies, to some extent, the more flexible workplace could
undermine transparency and predictability of employment
conditions for some employees. There are several considerable
rights should be included in the employment contract on access
to protection for employees (Servoz, 2019):
· The right to access to more complete information on the
fundamental situation of the work, in written form, to be
received by the employees in advance, at the latest on the first
day on job;
· The right to be informed a reasonable explanation and period
in advance when the workplace change;
· The right to request to transfer to another more secure
workplace in demand;
· The right to receive appropriate training freely that the
employer has a duty to provide;

8. · The length of the probation period should be restricted at the
beginning of the job (such as no more than 3 months).
In addition to the employment conditions, health and safety at
work also should be concerned. With the technology
developing, employer could track the employees easily to
improve productivity, which would increase stress and
negatively impact on mental health. Therefore, employees
entitle to report to HR department when they are under lots of
pressure from work, to protect their mental health.
Performance management
Performance is a way of measuring which company goals are
achieved and on what level, affecting the employees’
perspective on what they should focus on and in what way they
should work. (CITATION) Having in mind that performance is a
result of many factors within a working environment such as
will, motivation, understanding, it is obvious that the use of
technology will undoubtedly help towards building a stable,
trusting culture enhancing the relationships among employees of
different positions and backgrounds. Additionally, the dynamic
process of going borderless and introducing an interconnecting
system between different countries will definitely boost
motivation across all departments, leading employees to work
more flexibly and eagerly for a certain task. All the above can
be easily done if one of the keypoints of performance is applied;
the strategy of employment should be based on having people
aligned with its main values and make sure they fit for purpose.
Working that way, every Deloitte person should be trained to
have a clear image of company’s objectives. It should be
profound that their performance is going to be measured -
through turnover and productivity rates – and that the company
will make sure that they will be rewarded or promoted when
achieving a precise target, enabling them to self-improve their
working behaviour.

9. References
DeStefano, F. and Bidwell, M. (2019) Career Management Isn’t
Just the Employee’s Job. Available at:
https://learning.oreilly.com/library/view/career-management-
isnt/53863MIT60307/ (Accessed: 18 January 2020).
Schuler, R.S. and Jackson, S.E. (1999) Strategic Human
Resource Management. Oxford: Blackwell Publishers Limited.
Servoz, M. (2019) ‘The Future of Work? Work of the Future!’,
European Comission Report, , p. 160. Available at:
10.2872/50454 (Accessed: 20 January 2020).