Deloitte reviews

My experience has been that there is a significant gap between the expectations placed on employees and the leadership, support and recognition provided in return. There is a constant push for growth, business development and bringing in new clients, but much of that pressure appears to be pushed down to manager level rather than being led meaningfully by senior leadership. In practice, managers are expected to deliver client work, manage teams, develop people and also generate new opportunities, while there is limited evidence of partners consistently bringing in sufficient new work themselves. The structure also feels very top heavy, with a large number of senior people relative to more junior staff. This can create pressure on those at manager and below level, particularly where there is not enough practical support or clear leadership from the top. There is also a clear sense of favouritism in how opportunities, recognition and progression are handled. Compensation does not feel competitive when compared with the level of responsibility, pressure and hours expected. There is a lot of messaging around growth and becoming a leading firm by revenue, but very little in terms of real incentive for employees to contribute to that ambition. Without meaningful reward, recognition or genuine appreciation, it is difficult for employees to feel motivated by firmwide revenue targets.