Refreshing a storied brand’s TVP.

Deloitte Canada had reached an inflection point, anticipating several challenges standing in the way of advancing workplace culture, talent satisfaction, and strategy alignment after the pandemic. An inconsistent talent experience led to a lack of cohesion and sense of belonging. Employee trust in the organization and leadership was eroding just as workforce expectations were evolving with a focus on work-life balance, career development, and a sense of purpose.

To address these challenges, the board and executive leadership team identified the foundational need to craft and implement a comprehensive TVP. More than a statement, the proposition needed to unite five business units, enabling functions, and over 1000 partners and 10000 people around a promise that would be meaningful to people and business.

We engaged with leadership and talent from across the organization to gather input from every level and tenure to better understand individual and team motivations, and ideas that sparked sharing, connection and co-creative discussion.

What emerged were the foundations for TVP design, from the overarching position and promise that Deloitte makes to its people to the commitments that make the TVP real in the lived experience of the firm’s people.

With this in place, HR leadership was better able to focus strategy and investment into experiences that could drive distinction and breakthrough. Even more importantly, clarity in direction and stories from the TVP were used in the flow of work to sharpen decentralized strategic decision making and movement towards a more consistent talent experience. To support the implementation of the TVP, we led socialization across the firm and created brand and communications toolkits that equipped internal teams with the know-how to implement the TVP and shape culture.

Striking the balance between current equity and future aspiration, the TVP created a runway for the firm to create leading talent experiences and a culture of potential.