consultant

senior consultant

analyst

manager

senior auditor

Deloitte

...I was hired by Deloitte for a specific role/project ONLY and my background is different than the work I was actually expected to perform which of course I learned after the fact (after the interview and initial project placement). I was out right lied to during the interview regarding what they wanted (background wise).  

After a 1 yr...I decided I had enough of the abuse and through researching internal projects I saw that my resume was only about a 10% DIRECT(transferable skills) match out of more than 1000 internal projects which meant I stood little chance for another role internally because you would need to be at least a 60% match to justify your candidacy to the hiring manager(s).  AND YES your asked to provide a written justification for internal projects you apply to (outside of your resume details)....

.....After a year this was NOTHING more than a WASTE OF TIME and disappointment. My project lead was more terrible than words can express and he forced me to leave my project ( putting me back in a bench status)  so he could back fill my position quickly.  All of this because during the monthly one-on-one session with my lead, shared with him I wanted to be in a role where my skills matched and where I could be of value. The Deloitte team talked a lot about "communication" being an issue among the group and the client, but our team contributed to about 95% of the problem and of course this was without any accountability of that because our team was perfect.  

Advice for Deloitte -  
Stop allowing people who give a great interview performance be in leadership roles or be promoted into positions of authority especially people who:  1 - Have no natural people skills,  2- have personal issues with managing remote resources (like to micro manage) 3 - Displays mental ego issues, 4 - Have their own personal definition of teamwork, 5 - Who feel that being bias is way to get work accomplished or who are bias in their opinions and towards others with particular backgrounds or ethnic groups. These issues more than some result in higher turnover rates than compensation issues. 

Advice for ALL future applicants - 
During your interview, MAKE SURE you will be doing work either exact or similar in nature to what your being interviewed for and ASK A LOT OF QUESTIONS. Also inquire if your background is a good fit for at least 60% of other job roles offered by this company.  If the interviewer has honestly looked at your resume, and if they've been at Deloitte longer than 3 yrs they should quickly be able to answer that hopefully honestly. If they dont know that answer, its because they're only concerned about what needs they have and not about YOUR overall growth at the company all as a whole. This a RED FLAG !, (depending on their answer dont waste your time you will regret it). Ask the recruiter BEFORE the interview etc. if based on what they've seen in your resume is your background a match for what the business unit's specialty is ? and how close of a match is that? anything under 60% dont waste your time. Also ask them about the ability to move from role into another if it isn't a good fit. Also ask the recruiter or the manager interviewing you that if the role is not what you expected, how difficult is it to transition into a role that actually is a fit ? - 

Please note: most of time you need to be in a position at least 12 months BEFORE you can transfer out of it but sometimes there is resentment against you from your immediate leadership because you want to leave to go else where so BE SURE you ask that up front and dont be scarred !. "Its your future and you do have choices, its just a matter of when you ask those questions that can save you valuable time upfront". "Remember the company needs you as much as you need them because without you the company couldn't function !." The answers given to you should be obvious whether its going to work or not for YOU, tread carefully and during the interview(s) pay specially attention to HOW they answer the questions you ask and note down their responses to refer back to latter when making your decision to accept or reject.   Good Luck :)

Deloitte seemed like a great opportunity to grow professionally, but this company has been nothing but a huge disappointment. I strongly believe that is because of the department I am in and the "leadership" they have in place. Individuals that have been placed in Team Lead positions have zero to minimal call center experience. They do not implement or even know how to utilize call center metrics. They do not keep track of the reps work, i.e. amount of calls taken, number of tickets worked, ASA, AHT, etc. The company itself doesn't even know how to accurately calculate an agent's utilization rates because - wait for it - they've "never done this before". This creates an air of contention within the department. Since agents are not tracked or held accountable for the amount of work they do, there are inherently lazy individuals that take advantage of the lack of supervision. The reps with a solid work ethic are the ones that wind up picking up the slack, without any recognition. The head honcho has absolutely NO call center experience, which I was made aware of only after accepting the job offer. I'm pretty sure they gave him this department because he's been with the company for so long and was long overdue for a promotion. He's more concerned with bringing in additional clients than developing the staff he has on hand.The team leads are tasked with helping him create client presentations and offerings - which should be the department head's job, not theirs. As a young call center it is certainly essential that there is sufficient volume to remain relevant, but there is a serious lack of management and the reps are the ones who suffer. Do not trust what they tell you about your schedule - they will say anything to have you accept the job offer. Get absolutely everything in writing, do not trust what they say during the job interview. If you have concerns regarding your schedule, remember that this is a 24/7 call center and your schedule WILL change. They don't care who works what hours or how much it affects your life at home. There is zero work life balance in this department and it is highly frowned upon if you do not work OT or come in if someone else calls out sick. Scheduling PTO is a complete farce. The team leads are so bad at scheduling that they continuously approve multiple reps for PTO that results in gaps of phone coverage, which is ultimately a breach in client contracts and negatively impacts SLAs. But they certainly can't tell you what their actual SLAs are since they don't maintain the call center metrics in any way. Also, the team leads and manager get every holiday off, while the reps do not. There are days that there are no managers or team leads on shift to provide support/oversight to the reps. They are off the clock every single day by 5PM at the very latest. The manager will not go to bat for you - the head honcho has surrounded himself with people that are essentially pushovers. It's either his way or the highway and the manager or any of the team leads will NOT stand up to him. The morale in the call center is extremely low and the lack of consideration for the employee's well being is ridiculous and frustrating. So if you want minimal pay, with decent benefits, with zero work life balance, please come here! Otherwise do yourself a favor and stay far away from this joke of a department.

•	Managed a team of 6 people on the project managing ETL and OBIEE Report development teams.
•	Expert level knowledge of OBIA 7.9.6.3 and the different ETL modules in it. 
•	Participated in meetings to provide strategic guidance and develop future roadmaps.
•	Managed development of custom ETL mappings in Informatica and custom OBIEE reports to suit client requirements. Managed a team of Administrators for Informatica, OBIEE and UNIX.  
•	Participated in various client meetings like CCB, Risk Management, Status reporting, Project plan discussions and requirements with client.
•	Interacted with dispersed teams to manage and plan for storage. Developed a plan for managing and maintaining various servers.
•	Devised a strategy to develop a failover environment for major deployments and system breakdowns.
•	Understand the requirements and develop the various contractual work products like Technical Design documents, System document, Process document, Business Requirements document, Development Plan, QA Plan etc. 
•	Hands on experience in developing code in Informatica, Oracle PL/SQL for STAR schemas and OBIEE (both RPD and Analysis) for reports.
•	Conducted various lunch and learn training sessions to train team in various skillsets to benefit the project. Conducted training sessions to explain various processes involved in the project activities to make the team aware of the current state of the project , the would be future state and the processes involved.
•	Mastered Datawarehouse Administration Console (DAC) and trained other team members on its usage. Implemented custom procedures to manage indexes, statistics and advanced PLSQL ETL procedures in DAC by creating numerous table actions, index actions and task actions.
•	Provided guidance on the development of parallel processes in ETL to improve the performance. Managed to complete the initial load within 3 days from the initial time of 3 weeks. Extensively used incremental partition statistics to collect stats for indexes and tables for only the changed partitions. 
•	Provided directions to the various performance tuning sessions to improve performance of the ETL and OBIEE reports. 
•	Successfully led the conversion of over 300 Discoverer reports to OBIEE by designing new data models  
•	Managed developed reports using OBIEE dashboards and implemented report-to-report navigations using presentation variables. Implemented OBIEE aggregate awareness to significantly improve performance of reports. 
•	Developed brand new security model for creating App Roles and User groups. Developed Python scripts to automate all the security model creation process. 
•	Developed and tested deployment packages for Informatica, OBIEE and DAC.
•	Developed testing plan for system test after the deployment. Developed and Maintained Technical documentation, Unit Testing Plans and System Test plan documents.

I started working for Deloitte as a contractor. Things started off great at first. My supervisor was easy to get along with as well as the team lead. It turns out my boss was just trying to make himself look good. When I showed a mastery of the basic skills, he put me up for a promotion to a different team that I did not want, nor that would fit around my personal life. When my health started to suffer, I asked to be transferred back. He told me it would look bad if I were to do so. I had to bring up my poor health as a reason, which I should not have had to in the first place.

I ended up then being transferred as a relief employee when other teams' workloads were too much. Towards the end, I got placed with a super awesome team, but only had them for a month. In the end, I worked two extra days and found out I had been laid off. The days were compensated, but again, lack of communication was a problem.

The first set of managers were extremely hard to deal with. They were very unorganized and would notify you of changes last minute and expect you to be okay with them. It was hard to plan anything. The 2nd team lead I had was very unprofessional and kept telling me to work past the time I got off. This team lead also loved to throw extra work at me and expect me to get it done same day. They wrote nasty emails if you didn't get it done or tried to explain to them you were finishing up work from the previous day. 

If you learn new skills, they will not  compensate you for it. If you help the team out, the supervisor and team lead basically disappear and expect you to take on their work, name you the 2nd in command, but don't compensate you for it. If you do not get paid on time by your vendor, they basically, "Sorry, that sucks, but we need you to work," and expect you to still work, even though your check is missing. I got complimented loads of time on my work, but never once did they offer me a position, even after I had applied. Basically, Deloitte wants great work for cheap and doesn't cared if you get paid on time by your vendor. If you need to add some KSAs to your resume, it's good place to start out at, but once you master them, start looking for a different job that will compensate you properly, fairly, and will make sure you get paid on time.

Working at Deloitte as an auditor for the past two years has been a challenging and, frankly, disheartening experience. While the firm is renowned for its global presence and prestigious reputation, my time here has left me questioning the true cost of such accolades.

One of the glaring issues I encountered was the overwhelming workload. Deloitte's clients are diverse and demanding, leading to an incessant stream of assignments. The pressure to meet tight deadlines often resulted in long, grueling hours at the office, leaving little room for a work-life balance. The perpetual state of stress and exhaustion became the norm, causing burnout to set in faster than I could have anticipated.

Moreover, the work culture at Deloitte seemed more concerned with quantity than quality. The emphasis on billable hours overshadowed the importance of producing thorough and accurate audit reports. This approach not only jeopardized the integrity of our work but also created an environment where ticking boxes and meeting quotas became the primary focus, leaving little room for professional growth or skill development.

Communication breakdowns were another significant issue. The hierarchical structure at Deloitte seemed to hinder effective communication between team members. The lack of transparency and clear guidance from superiors made it difficult to navigate the intricate web of audit procedures. Rather than fostering a collaborative atmosphere, the working environment often felt isolating and competitive, with colleagues more concerned about personal achievements than collective success.

Furthermore, the feedback system at Deloitte left much to be desired. Constructive criticism was often overshadowed by a culture of blame, making it challenging to learn from mistakes and improve. Instead of fostering a supportive atmosphere for professional development, the feedback process became a source of anxiety and frustration.

In conclusion, my two-year stint as an auditor at Deloitte has been a regrettable chapter in my career. The prestige associated with the firm does little to compensate for the toll it takes on the well-being of its employees. The relentless workload, lack of emphasis on quality, communication breakdowns, and flawed feedback system have collectively created an environment that breeds dissatisfaction and regret. For those considering a career at Deloitte, I would caution against being swayed by its reputation and advise a thorough evaluation of the work culture and values before making a commitment.

This position was a quasi marketing/sales professional role created especially for me as I was recruited by Deloitte. Many levels of staff interaction, multiple roles from identifying markets, populating databases, qualifying targets, identifying decision makers, initiating marketing and sales campaigns and assigning follow up protocols, designing and delivering marketing collateral both electronic and hard copy, face to face prospect meetings, post meeting follow up, assisting with RFPs, tailoring proposals, delivering proposals, post delivery follow up, request real estate specific data from prospects necessary for pricing proposals, inspect and forward to management for input vital to proposals' accuracy, network with Deloitte partners across multiple service lines for cross selling opportunities/introductions and return the favor, attend conferences, trade shows, association meetings, continuing education seminars, networking events, identify and follow up sponsorship opportunities, participate in charity events and various other activities. Also learned was how to exist and thrive within an extremely busy corporate climate by multitasking and consistant triage of ever changing responsibilities. The most difficult challenges for me mostly involved the prioritization of my relationships and correspondance with my own colleagues as the facilitation of such within my own company was a very cumbersome task requiring nearly 75% of my available time. Regardless of its complexities, Deloitte is a great company to work for. Employees are valued and it is felt often. After Thomson acquired the service line the contrast of company philosophies was highly identifiable and not in a pleasurable way. Their benefits were great, the pay was great, HR was great, their accountability and review process is great and the potential to advance and be recognized while working there is like nothing I've ever experienced in any other workplace environment. Any time I wanted to learn a new skill, join an appropriate association or access any resource which would lead to more expertise they would sponsor and support the activity. The company invests in its employees and I would work for Deloitte again in a heart beat.

First off let me say this, I believe Deliotte is a great company that seems to value their employees. However, they purchased the Columbia, SC from IE Discovery (2008-2012), a company that receives many complaints thru the HR department but did nothing about them.

The manager at this office is a NIGHTMARE!!!! She is beyond rude, treats employees like children, very condescending, and will do everything but come out and tell you that if she is unhappy with you that you will lose your job. She allows the project coordinator to speak in a demeaning way to colleagues, to put extra work on them without fully explaining how to do new projects, and allows her to threaten people's jobs.

The Manager has fired so many people in the past, just because she didn't like them or because they did engage in small talk with her all the time, and also when she found out one guy had a part time job. If they don't like you for whatever reason they get in their head, you will not move up. A guy there was passed up for a promotion after almost 2 years while two part to employees who barely came to work was promoted.

She tells stories about how she previously worked with someone who would cry every time she called that employee in her house and how she would call that employee in just to watch her cry.

So many people have left because of their many complaints going unanswered or even being addressed about the management to take part time jobs, jobs that pay a lot less, and some have just left without having another job lined up.

If you're looking for a job that you can end up having a long time and being happy or one that you can see as a career, please keep searching for another job. You will be miserable everyday.... TRUST ME, I SPEAK FROM THE HEART AND FROM A HORRIBLE EXPERIENCE.

HR will tell you they are going to do anonymous surveys..... Still waiting on that and I don't even work there anymore. I really hope for my former coworkers and for potential employees sake that Deloitte (not the former IE Discovery company) takes the time to do their research and find out why there is such a high turnover rate and why their employ are so UNHAPPY!!!

I worked at Deloitte for a number of years.  However, the company has in recent years suffered in some critical areas.  During my time there, I experienced poor management from supervisors, lack of communication and guidance from leadership, and worst of all, terrible customer service.

Poor Customer Service – I asked for the IT Helpdesk regarding an issue with my computer, which required escalation to the national IT office since the local office was not able to complete it.  However, I received no response from the national office for my request despite multiple follow-ups via email and voicemails.  The local office also never bothered to check again into the issue, to see if I needed additional assistance.

Poor Value – Deloitte’s pricing for client engagements is above the norm.  While some of our clients needed that extra assurance that they are bringing on a prestigious accounting firm, many did not realize that comparable work could be performed by other respected regional or local accounting/consulting firms (many staffed by highly qualified employees formerly with Deloitte or other Big 4 firms) at a lower fee.  I’ve heard my Deloitte colleagues and managers joke about how the revenues we were getting from certain engagements far exceeded any value we provided to clients.  Joking about ripping off clients is not OK, but maybe that’s just me.

Mismanagement – Deloitte’s corporate culture can be described in many ways – political, soulless, and too focused on the bottom line that the treatment of employees becomes a side-story.  While some of the managers I worked with were good people to be around, many were too eager to please their clients with often unreasonable requests, forcing team members to work on the weekends and/or cut away precious time these employees had with their families.  (Coincidentally, most of the good managers who I worked with told me privately that they were leaving the company for many of the reason cited above.)

In summary, I believe that Deloitte is no longer the prestigious well managed firm that it used to be.  Its decline will continue until management is restructured to become more accountable to its clients and its employees, The company’s slogan has recently been “Look Again”, advertised on their website and commercials.  Perhaps a better, more fitting, and honest slogan would be “Look Elsewhere”.

Deloitte lives up to its reputation in terms of the networking opportunities, competitive compensation (if you know how to negotiate), smart/driven people, and endless learning opportunities. 

For those looking to apply for a position in the Project Controller practice (currently termed the "Engagement Controller" practice), you should know a few things:

1. Positions in this practice are largely "admin" roles (close to 70% of my time as a consultant-level experienced hire is spent mundanely inputting data into a system and drafting invoices/billing/collections). Having been in a strategic corporate development/financial analyst capacity in my prior role... this was a huge change for the worse.

In the practice's defense, they do mention that you will be dealing with reconciling client billables/collections in the job description; however, I feel that function was underrepresented in terms of the amount of time that would be spent doing such work. The alluring job highlights such as "provide financial advisory and strategic business insights to upper internal management" is overshadowed by the administrative component.

2. Building off of my prior comment, there doesn't seem to be much opportunity to provide analytical insight or build "consulting" skills. You learn the "Deloitte way" of how to track project financials and you need to master that. If you expected to bring insights from your studies, experience, or side practices to help solve real-world business problems, look elsewhere. 

3. You will likely be working "management consulting hours" (i.e. 50-65 hrs/week), but with much less pay and way less interesting work vs. an external consultant (in my opinion).

Hope this helps. Full disclosure: My inherent bias is that I have never really liked admin work. I know that for many jobs, including management consulting, investment banking, etc. there will always be some admin-related functions, but this role seems to be largely based on admin-functions. I have seen that a lot of people enjoy this type of work and thrive in this capacity; however, I have been unable to get energized about what I do in this role.

Integrated Eligibility (IE) is part of Deloitte’s Health and Human Services (HHS) Market Offering. IE systems help agencies improve how they determine eligibility, manage cases and deliver health and human services programs to customers in need. The State’s IE solution will provide a simpler, more accessible eligibility determination process and an integrated platform for the citizens of Connecticut and workers. This project Replaces legacy systems with new technology and Offers enhanced integration with ConneCT online services. ImpaCT establishes a single point for eligibility determination and case management and provides a single system to organize and facilitate work across channels. In an Integrated Eligibility system each case follows Registration, Intake, Eligibility Determination, Authorization and Benefit Issuance.IE system includes Medicaid, Food Stamps (SNAP), CASH(TANF), Child care(CHIP) and many more. 

•	Involved in requirement gathering and Technical Design Documents creation.
•	Developed screens using JSP for Eligibility module. Implemented client side validations using Java Script.
•	Developed and involved in creating web application using enterprise java technologies like Spring3.0 and Hibernate3.3.
•	Implemented the REST Web service using the Spring  and Consumed the REST Web Service in our application
•	Extensively used hibernate as ORM tool for all database operations. Had great exposure on creating parent/child relations hierarchy, one-many, many-many, many-one associations. 
•	Created domain classes and mapping (hbm) files by using hibernate tool by inputting DB table info. 
•	Responsible for creating complex database queries for DB2 database.
•	Used Bamboo as continuous integration tool for building the project.
•	Used JIRA as a project tracking tool where we will update our day to day activities.
•	Used SVN as the version control system
•	Went through Corticon training and worked on Corticon Technologies as a Business Rule Management System.
•	Implemented business rule sheets using Progress Corticon Studio.
•	Used the IBM Rational Application Development (RAD) IDE for the development of the Project and Extensively worked on configure the RAD
•	Used Web sphere application servers for application deployment and testing purposes.

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