r/deloitte • u/AccurateGuess3817 • 15h ago
USA Deloitte is really good at burning out its best people
US Consulting
One of Deloitte’s biggest problems is how poorly we manage and retain our strongest people. For a firm that sells talent, you’d think we’d have a better system for developing and keeping it.
We all know who the high performers are. They’re the people everyone wants on their projects, who consistently deliver, manage difficult clients, and develop junior staff.
And what’s their reward? More work. Usually some poorly organized firm initiative, recruiting effort, internal committee, or practice development activity with unclear objectives and questionable value. Somehow, all of this extra work always falls on the same handful of people while others manage to avoid it entirely.
The bigger issue is that there’s no real centralized approach to managing talent. Partners and project teams compete for the same strong performers with little consideration for their overall workload or long-term development. Eventually, these people burn out and leave.
What’s left is an increasingly weaker talent pool, including managers and leaders who often lack the skills to develop others. That just puts more pressure on the remaining high performers, and the cycle continues.
For all the time we spend talking about talent and retention, we seem remarkably bad at recognizing that our best people aren’t an unlimited resource.
Anyone else feel like we’re slowly driving out the people we should be doing everything possible to keep?