While searching the internet for prospective internships that would give me experience in all aspects of accounting—financial, managerial, tax, and audit—I came across a professional services organization with offices located all over the world. That company was Deloitte Touche Tohmatsu, a Swiss-based company that focuses on assisting other companies with decisions involving everything from finance problems within the company to risk management programs for all of the company’s employees. After extensively viewing their website (www.deloitte.com), I contacted a friend who recently graduated from the Masters of Accounting program here in Knoxville at UT and who was recruited to work for Deloitte Touche Tohmatsu directly out of college. I wanted to see if what I had discovered on their website had been sugar-coated at all or if everything that the company said it had to offer really was as good as it seemed. Her answer to my question was that Deloitte Touche Tohmatsu really did offer her everything that I had come across during my research and even more.

One of the things that I found most impressive about Deloitte Touche Tohmatsu is their new Vision 2005 Statement that

4. On average, how many years does an employee stay with the company?

9. How often do employees participate in on-the-job training?

is a women’s initiative program and was implemented in 2001. I thought this was a very unique program that would offer a lot of opportunity for women who wanted to advance up to management positions within the company. The Vision 2005 Statement is composed of leadership goals, proportionate representation goals, and monitor, measure, and communicate goals.

Deloitte Touche Tohmatsu is very committed to monitoring, measuring, and communicating with its employees, as can be seen through its previous goals for the Vision 2005 Statement. Specific goals that will increase the company’s effectiveness at executing these things include having Deloitte Touche Tohmatsu’s Vision 2005 Statement known, understood, and actively supported throughout the entire firm. In order to have this done, the company plans to monitor and report updates throughout the firm and business community and develop and launch an external Vision 2005 media and public relations campaign. They will also monitor and benchmark female headcount mix, partner, principal, and director admissions and promotions, leaders and gender turnover gap, and participation in flexible work arrangements. If the company follows all of their steps to reach these goals, the Vision 2005 Statement will become a reality that will aid and encourage women to reach desired high-level positions within Deloitte Touche Tohmatsu.

The proportionate representation goals of Deloitte Touche Tohmatsu are comprised of four goals for the company and its women and three plans of execution to accomplish the goals involved in this category. The first goal of this category is to have thirty-five percent of the people promoted in 2005 to be women, but in doing this, they do not want the hiring process to dilute gender ratios at different levels within the company. They want the gender turnover rate to continue to be negligible and hope that enhanced flexible work arrangements and increased day-to-day flexibility will aid the men and women of the company to better control their schedules and daily lives. In order for the company to make these goals a reality, Deloitte Touche Tohmatsu is going to implement pilot coaching and mentoring programs for managers and senior managers in targeted clusters and offices. The company is going to increase the use and effectiveness of its telecommunicating devises and it will introduce an extended leave program for high-performing seniors through partners. All of these goals

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