Deloitte supports diversity initiatives like developing women in business. Hamer wants to launch Deloitte Dads to support working fathers. After studying Career Moms, Hamer developed a presentation on the benefits of Deloitte Dads. He gained support from senior managers and co-founders of Career Moms. To ensure long-term success, Hamer recruited other practitioners to lead, created communications to promote initial events, and established ongoing mentorship, resources and support through Deloitte Dads. While initial feedback was positive, some founding executives left the firm, so sustainability remains a challenge.
Deloitte supports diversity initiatives like developing women in business. Hamer wants to launch Deloitte Dads to support working fathers. After studying Career Moms, Hamer developed a presentation on the benefits of Deloitte Dads. He gained support from senior managers and co-founders of Career Moms. To ensure long-term success, Hamer recruited other practitioners to lead, created communications to promote initial events, and established ongoing mentorship, resources and support through Deloitte Dads. While initial feedback was positive, some founding executives left the firm, so sustainability remains a challenge.
Deloitte supports diversity initiatives like developing women in business. Hamer wants to launch Deloitte Dads to support working fathers. After studying Career Moms, Hamer developed a presentation on the benefits of Deloitte Dads. He gained support from senior managers and co-founders of Career Moms. To ensure long-term success, Hamer recruited other practitioners to lead, created communications to promote initial events, and established ongoing mentorship, resources and support through Deloitte Dads. While initial feedback was positive, some founding executives left the firm, so sustainability remains a challenge.
Deloitte supports diversity initiatives like developing women in business. Hamer wants to launch Deloitte Dads to support working fathers. After studying Career Moms, Hamer developed a presentation on the benefits of Deloitte Dads. He gained support from senior managers and co-founders of Career Moms. To ensure long-term success, Hamer recruited other practitioners to lead, created communications to promote initial events, and established ongoing mentorship, resources and support through Deloitte Dads. While initial feedback was positive, some founding executives left the firm, so sustainability remains a challenge.
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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.