Improvement in the Action Plan of Deloitte

Question: Discuss about theImprovement in the Action Plan of Deloitte. Answer: Introduction The appalling truth of pay gap in the leading professional business firm, Deloitte based on gender has been quite outrageous for the career-concerned women in the country. An analysis grounded on median incomes of men and women, deferral rates in their wages and income tax as well as in the retirement savings of them both hints that a median woman is likely to have a much less lifetime income due to the consistently widening pay gap with the promotions (Lips, 2013). This also affects the retirement savings of women as they are bound to save less than their male counterpart does (Card, Cardoso Kline, 2016). This detailed action plan hereby focuses precisely on the persons in Deloitte UK who are entrusted with determining the salary package of an employee, what are their positions in the company and how they can take effective measures in eradicating the gender pay difference. Alongside, this action plan also offers a time chart for each measure that needs to be taken by the organization. List of the People Responsible and Their Positions: Deloitte seems to place importance on salary negotiation at the time of interview where they claim men to be more aggressive and successful in securing a higher package whereas women candidates are more accepting with what they have been offered. This certainly should not happen and Deloitte should strictly follow a definite and uniform salary scale irrespective of gender. This responsibility lies in the hands of Human Resource Management people of Deloitte: Helen Dinsdale, HR Operations Manager Ms. Helen Dinsdale is responsible for supervising all the actions related to human resource and it is she, who watches out for the right resources to attain the goals of the organization. She is in the authority of employee hiring, placement, termination as well as looking after payroll compensations and employee perquisites. The uniqueness of her position is that it is she is to minister how the employees have been feeling while working in the company and this is a very crucial aspect since Deloitte is entirely a people-based firm ("Meet our HR people | Careers | Deloitte UK", 2017). Now that the major issue of displeasure in the women employees and the matter of gender-based payroll have been revealed, she and her HR team needs to take some measures on maintaining a strict uniform remuneration standard not being influenced by the negotiations made ("Meet our HR people | Careers | Deloitte UK", 2017). Since the firm presently has a huge difference in the ratio of male and female employees working, the responsibility lies on the HR Operations Manager Helen Dinsdale to recruit more female employees bringing about a balance in the ratio. Debbie Cook, Senior Reward Manager Ms. Debbie Cook, as the Senior Reward Manager of Deloitte UK, is responsible for guiding, advising and supporting remuneration and reward policies and looks into how they are being implemented on the employees. She and her team provide data to Client Service HR team to ensure the fluency in pay reviews ("Meet our HR people | Careers | Deloitte UK", 2017). However, MS. Cook and her team, work together to frame excellent reward policy for the company and it is her duty to ensure that the complete remuneration package is apt for every employee. Since Deloitte has been accused of the unprincipled salary gap between the two genders, the responsibility lies on MS. Cook to advice for restructuring the reward and remuneration policy. Laura Haywood, Employee Relations Manager Ms. Laura Haywood is responsible for settling any matter related to employee dissatisfaction, grievances, capability and TUPE related issues as well as all issues regarding Employee Relations matter. She is also entrusted with policy reviews and look into the matters of transaction related requirements ensuring the company is legally compliant while carrying out these guidelines ("Meet our HR people | Careers | Deloitte UK", 2017). In this context, Laura Haywood is the person responsible to deal with the pay gap grievances among the women employees and advice the concerned authorities to bring about parity in the pay structure. Apart from these people in the HR associated with Deloitte UK, the granting of all these recommendations lies in the hands of the CEO himself. David Sproul, Senior Partner and Chief Executive The CEO of Deloitte has, perhaps the most important role in sorting out the matter as it eventually up to him to grant all the noble and just recommendations. Time Plan for Required Actions: In order to get rid of the inglorious smear in their reputation, Deloitte needs to plan a proper time plan, which is likely to take six months at the minimum (Niazi, 2016). Gantt Chart: Actions Months M Jan M Feb M Mar M April M May M June M July Make proposal to higher authorities for implementing equal pay Provide training to HR team to change perspective Eliminate negotiation policy at the time of hiring Direct HR team to recruit male and female in a balanced ratio Forming a layout of a fair schedule for women Raise the minimum wage Revise and improve the hourly wage scale Prepare separate policy for mothers Plan to recruit more women staff Implement the equal and transparent pay scale Advertise the new reformed policies To draft and carry out all these new schemes on immediate basis might be a matter of headache for the management in early days. However, defending this just cause would eventually work as a productivity driver and would push Deloitte to establish meritocracy above anything else (Lips, 2013). In addition to this, eliminating the pay gap ever increasing due to the negotiations cannot be continued in a reputed firm like Deloitte and HR team must understand the fact that negotiation is not a legitimate criteria for the job offered to the candidates (Card, Cardoso Kline, 2016). This thorough time plan scheduling the required actions would set a guideline for the company assisting them to take a step further in certifying the organization as a non-discriminatory one. References: Card, D., Cardoso, A. R., Kline, P. (2016). Bargaining, sorting, and the gender wage gap: Quantifying the impact of firms on the relative pay of women.The Quarterly Journal of Economics,131(2), 633-686. Lips, H. M. (2013). The gender pay gap: Challenging the rationalizations. Perceived equity, discrimination, and the limits of human capital models.Sex Roles,68(3-4), 169-185. Meet our HR people | Careers | Deloitte UK. (2017). Deloitte United Kingdom. Retrieved 14 February 2017, from https://www2.deloitte.com/uk/en/pages/careers/articles/meet-our-hr-people.html Niazi, H. (2016). Strategy, Action Plan and Approaches for Business Intelligence