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Case Analysis: Deloitte & Touche (A): A Hole In The Pipeline Analyze The Case And Argue Whether Or Not The Change Process Is Successful. Recommend Solutions.

1441 words - 6 pages

In Deloitte & Touche, women had accounted for almost half of all new hires throughout the 1980s, yet by 1991, of the 50 candidates being nominated for partnership on that year, only four were women. There was serious imbalance of male and female gender in the workforce despite steps to ensure that the firm would be hiring women during the 1980s. Moreover, the high turnover of women leaving was accruing huge expenses for the firm . In this paper, I will first discuss the challenges faced in the organization and the reasons why the management saw a need for an organization change. Next, I will argue that the current situation favors the change process and despite the possible restraining forces; Deloitte & Touche is in a good position in successfully implementing the strategies. I will then discuss the possible restraining forces that would hinder the change and comment on the recommendations and strategies by the Task Force. Lastly, I will suggest further solutions that would help in overcoming the restraining forces so that this would further aid in the development of the change process.Mike Cook had initially assumed that the main reason why women left the workforce in greater numbers was due to family commitments. However, despite the strategies implemented in the 1980s to hire more talented women and ensuring that there was no glass ceiling for women in the firm, the statistics in 1991 proved that the previous solutions were not adequate and that the firm was incurring huge expenses due to the high rate of turnovers. Thus in 1992, a Task Force was formed whereby the firm hired outside consultants to find out why women were not advancing at the same rate as men, and why they were leaving at a higher percentage rate. After much investigations and interviews, the Catalyst report showed that the top two reasons for their departure was because the women had perceived that there was a male dominated work environment and that opportunities for career advancement was difficult. An imbalance work-life which was perceived by Mike Cook as the main reason was ranked third in importance. Clearly, the management had earlier identified the main reason incorrectly.When one examines the situation at hand, the firm is in a favorable position to execute the change. There are two main reasons for this. Firstly, the critical mass, whom are the partners in the firm are suddenly aware of the real problem the plagues the firm. Engaging the critical mass is crucial as their support for the change is important and their leadership would help transmit effectively the change strategies. Secondly, the firm is presently at the third stage of the development process, whereby they have diagnosed correctly the exact problem. In addition, Lois Evans, one of the top-ranked women in the firm had similarly echoed that the current work environment was a crappy place for any woman to be. By identifying the precise problem, the organisation can now tackle more effectively...

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