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Best Places to Work - Small Companies

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Deloitte and Touche LLP

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Rank:7
Company:Deloitte and Touche LLP
Address:1633 Broadway New York, NY 10019-6754 Hawaii Office Address: 1132 Bishop Street, Suite 1200 Honolulu, HI 96813
URL:www.deloitte.com
Year Founded:1895-Firm/1907-Honolulu
Number of Full-time Employees:83
Overview:Deloitte and Touche USA LLP and its subsidiaries, one of the nations leading professional services firms, provides audit, tax, consulting, and financial advisory services through more than 30,000 people in more than 90 U.S. cities. The Honolulu, Hawaii Office comprises 85 professionals serving a large number of Hawaiis most prestigious businesses.
CEO:Hawaii: Paul H. Higo
Status:Privately Held
Number of Part-time Employees:2
Average Annual Salary - Exempt Employees:$74,000
Average Annual Salary - Non-exempt Employees:$45,000
Number of Job Applicants:90
Number of Hires (Last Fiscal Year):17
Voluntary Turnover:15%
Female Employees:47
Percentage of Female Employees:55%
401(K) or 403(B) Match:Yes
Percentage of Match:25% of first 6%
Average Hours Training Offered per Year:20 - 40
Number of Paid Company Holidays:Depends on position; 18-30 days.
Number of paid vacation and personal days:
Interesting Fact:Offers a mentoring program to all employees as an essential part of their professional development. Key components of the program include monthly communications and a Web site organized around the life cycle of a mentoring relationship (i.e., dening the relationship, selecting a mentor, initiating the relationship, sustaining the relationship and assessing the relationship).
Best Practices #1:We offer mentoring to all our people as an essential part of their professional development and is encouraged through the formal semi-annual counseling process. Our objective is to amplify the importance of mentoring for everyone through a sustained focus upon mentors and protgs. Key components of the program include monthly communications and a web site organized around the life cycle of a mentoring relationship (i.e., dening the relationship, selecting a mentor, initiating the relationship, sustaining the relationship and assessing the relationship). Our tax department has created a OBuddy ProgramO whereby ensuring each senior and staff professional not only has a formal counselor, but also a mentor/buddy as another resource to support professional and personal development. Within our audit and administrative departments, we make great emphasis on the value of the value of mentoring and encouraging all professionals to take on the role of mentor and/or protg. Other programs have been developed to respond to special needs of female professionals. For example: In 2002, nationally the firm launched a Virtual Role Model web site to help client service professionals balance personal and professional demands. Today the site contains more than 350 proles of successful women with information in four categories: personal, roles and responsibilities, advancement, and managing work and home responsibilities. Professionals can easily nd a role model who best ts their experiences and career goals.
Best Practices 2:The Deloitte culture is about many facets strategic vision and shared values but, it is about a brand that hold itself to high standards of itOs people in delivering exceptional client service. You have a strong sense of pride of being part of Deloitte. It is evident in our earning accolades from many organizations for fostering a supportive culture. We have been acknowledged for our many people initiative. Such as our dedication to womenOs advancement, diversity and inclusion, professional development and workplace flexibility, and addressing the business issues for the next generation/workforce.
Differentiating Practice:MyDeloitte is a next-generation people initiative that applies the principles of mass customization to careers at Deloitte, ressecting a Odo it yourselfO trend thatOs pervasive in the consumer products world. MyDeloitte will deliver structured options to enable our professionals to tailor a career that better suits their specic needs, to dene the trade-offs associated with making career choices, and help them create a balance between Oone size ts allO and custom-made. This approach will give them greater control over hours, career pace and role. As a result, they can build a career that suits their current needs, but can also shift to meet future obligations and circumstances. MyDeloitte pilots have begun in our Consulting and Audit functions, and the results will be used to implement this concept nationally. We also provide a variety of information to su
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