Managing Performance of Deloitte Paper Example

Paper Type:  Essay
Pages:  3
Wordcount:  669 Words
Date:  2021-05-21

Deloitte is one of the largest global companies specializing in financial services such as investment, taxation, and auditing. With her size, she tends to have a structure that guides the movement of the employees up in the ranks. With the structure, it becomes quite necessary to keep tabs on the daily performance of each employee so that the organization can have a clear picture concerning the working of each of them and as such, take note of the advancement of every member of the staff. The appraisal methods range from having reports from the organization they work with evaluated regarding the commitment and the number of clients retained. With these, the organization has been able to go according to their mantra termed recognize performance, see the performance, and fuel performance (Orlando & Bank, 2016; Cascio, 2014).

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The organization tends to work on various contracts. Each of the contracts tends to be evaluated whenever the project was undertaken is completed and handed to the owners of the project. The evaluation ranks the performance of the worker in question ensuring that the mother company gets a clear picture of how the work was conducted and the level of performance of the employees. This gives Deloitte an insight concerning the input of the employees. In a real year, many of these employees work on multiple projects. The success of various projects also offers the organization information regarding the performance of the different employees set to do particular work. In every project, there are components of IT and other areas such as investigative and accounts. Where these have not augured well, projects fail to be to the expectations. As such, one can tell that the employees did not reach the level needed. Also, the owner of the contract can also evaluate the work (Blundell, 2015; Cascio, 2014).

Similarly, there are evaluation forms that the organization tends to give so that people can independently review the work of various parties. The body can, later on, examine these responses and rate different aspects of their employees basing on various tenets of their job descriptions such as teamwork, industriousness, the level of adherence to procedure, personal resolve, and intuition. Since organizations may appraise and terminate anyhow, the organization honors the terms of contracts and termination is majorly due to the employees contravening the contracts. However, with the much training, it is possible for firms to escape litigation by training based on their identified weaknesses (Cascio, 2014).

Other than that, the organization also looks for the clients that have been served by various employees. Since the organization tends to have different firms as clients, some employees manage to bring in different companies over time. These companies tend to be a strong point and an indicator of a person working hard to bring business to the organization. Similarly, there are those individuals who manage to retain clients over an extended period of time. These factors are also slotted in during evaluating and managing the performance of the employees. To make sure that employees keep working hard, Deloitte has a ladder system where one keeps rising based on performance. The prospects of going through the ranks offer the employees the needed push to keep working hard so that they can produce favorable results (Blundell, 2015).

Concisely, having a good appraisal system helps in looking into the issues affecting employees individually regarding performance. The organization gets a clear picture of their weak links and their strength. As such, what the organization has given people with jobs that fit their strengths. This way, the firm ensures productivity in the long run. Other processes carried out include team pulse surveys, low-performer management by giving time to those at risk, talent reviews, as well as, career coaching (Orlando & Banks, 2016).


Blundell, A. (2015). The Seven Essentials of Leadership Development. Development.

Cascio, W. F. (2014). Leveraging Employer Branding, Performance Management, and Human Resource Development to Enhance Employee Retention. Human Resource Development International, 17 (2), 121-128.

Orlando, J., & Bank, E. (2016). Case Study: A New Approach to Performance Management at Deloitte. People and Strategy, 39 (2), 42.

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Managing Performance of Deloitte Paper Example. (2021, May 21). Retrieved from

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