Deloitte Dads Assignment

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1. Does Deloitte need Deloitte Dads?

What are the benefits and costs to Deloitte in


pursuing the Deloitte Dads Initiative?
Deloitte supports many diversity initiatives included developing women in
business, supporting new Canadians and encouraging the development of
“People’s Network” to give employees the opportunity of sharing and connecting
with similar issues. As a giving back to the community and respect towards the
hardworking fathers Deloitte needs Deloitte Dads program.
Deloitte Dad’s support working fathers of firm in four different categories
including fun, education, philanthropy, and advancing the mission. The initiative
would be aligned with 4 quadrants of Deloitte’s score card
1. Quality: One Deloitte one person
2. Talent: High performance and Career life fit
3. Marketplace: Living the Deloitte brand
4. Financial: Well coached players win
Deloitte’s dad’s initiative cost Deloitte to plan events, guest speakers and develop
a resource library

2. What are the strengths and weaknesses of Harmer's approach to creating


Deloitte Dads?
On May 24,2010, Hamer’s wife Danielle announced that she was pregnant. Hamer
is bothered that he travels all the week by leaving his pregnant wife at home. In
effort to calm his nerves, Hamer turned to his trusted senior manager, Rob for
advice. Career Moms had been successful in expanding beyond the GTA to include
four chapters across Canada. Galaski emphasized the fact that due to Hamer’s
position at the consultant level within the organization, it would be ideal to launch
the program as a grassroots initiative. After reaching out to Alison Weyland and
Anushka Grant, the co-founders of Deloitte’s Career Moms, and studying the
preparatory materials and process they developed to launch their initiative, Hamer
became more focused in his own efforts to launch Deloitte Dads. In order to build
momentum for the project, it would be best to acquire market research regarding
fathers balancing careers and family life and to present this data in a concise
PowerPoint presentation (as any good consultant would do). He hoped that through
this initial development of his pitch he could address the questions: Why? Who?
What? and How?
3. How can Hamer ensure that Deloitte Dads is not just a short-lives project and
instead becomes embedded in the long-term culture of the consulting practice
at the firm? Is this a realistic goal? What metrics could be used to measure this
outcome? 
After receiving top-level buy-in and sponsorship, Hamer realized that the group had
become “top heavy” and reached out to fellow practitioners to become executive
members of Deloitte Dads. The team created a pamphlet and communication plan to
solicit participation for the kickoff event. Planned for September 2010, this event
was a way to build awareness and a membership base and to introduce the idea of
Deloitte Dads within the consulting practice. Hamer wondered how he could best
position the launch as a way to get people interested.
Four elements that Deloitte Dads tried to continue through its initial phases
included:

1. A firm-sponsored employee program,


2. A mentorship network,
3. Straight talk resources, and
4. A support system
The launch was followed by events such as a “fireside chat” in November, which
gave staff-level consultants the chance to chat with partners in a candid
environment on the challenges of being a father and a top performer at the firm.
Deloitte Dads is another evolution in the way the firm is trying to manage talent.
In professional services, our business is our people. For Managing Partner
Christmann, the initial success of Deloitte Dads in the GTA could be attributed to
how the idea was received at the staff level and that it wasn’t driven from a top-
down approach. However, despite the positive feedback Hamer received about
Deloitte Dads, two of his founding executives on the team had left the firm by
early 2013.

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