Deloitte appoints Deborah L. DeHaas to the new position of Chief Inclusion Officer

Last Updated: April 27, 2012By

Delivering on its commitment to creating a workplace where all professionals can build rewarding careers and are valued for their contributions, Deloitte has appointed Deborah L. DeHaas to the new position of chief inclusion officer.  DeHaas will continue to serve as vice chairman and central region managing partner, as well as a member of the board of directors of Deloitte LLP.

“In addition to more than 30 years of experience in professional services, Deb brings the knowledge, experience and energy needed to lead Deloitte’s inclusion initiatives and to inspire other leading companies to increase their efforts,” said Jennifer Steinmann, chief talent officer, Deloitte LLP.  “She is also passionate and committed to fostering an environment where all of our people can thrive as leaders.  Deb has consistently lived these values in leading her region and she is well-positioned to succeed in this national role.”

As chief inclusion officer, DeHaas will assume the roles previously held by Deloitte’s national Women’s Initiative (WIN) leader and chief diversity officer.  Under her Inclusion leadership, Deloitte will continue to strengthen its commitment to WIN and Diversity as well as focus on the latest innovative strategies in such areas as flexibility and generational differences.  In the past several years, Deloitte has received significant recognition for its leadership in these areas, including passing the 1,000 mark in number of women partners, principals and directors.  The organization also received the prestigious Catalyst Award – for the second time, twice placed in the top five on Working Mother’s “100 Best Companies” list, earned a 100 percent rating on the Human Rights Campaign Corporate Equality Index and moved up to No. 8 on DiversityInc’s “Top Companies for Diversity” list.

“Under the leadership of my predecessors, Deloitte has made tremendous progress in building a diverse and inclusive workplace where all of our professionals can have rewarding careers and are valued for their contributions to our culture and our clients,” said DeHaas. “Today, the business case for diversity, inclusion and women’s advancement is stronger than ever as our clients look at the multidimensional diversity of our teams when selecting service providers.  I am honored to help Deloitte further its commitment to innovation and leadership in an area that is critical to the ongoing success of our business.”

DeHaas leads more than 9,000 professionals in 23 offices across 12 states as the central region managing partner, and is responsible for overseeing the quality, client satisfaction, growth, marketplace and talent initiatives in the region.  She also serves as the lead client service partner or advisory partner for a number of Deloitte’s largest clients.

DeHaas will remain based in Chicago, where she is active in the business and civic community, currently serving on several significant boards and committees.

Source: PRNewswire

latest video

news via inbox

Nulla turp dis cursus. Integer liberos  euismod pretium faucibua

To achieve better sales and profits, most companies could be doing more to cultivate business from their existing customers. However, enthusiasm for customer-retaining strategies must not endanger sound customer-getting efforts. How companies balance the two is the big question. To intensify reaching old customers while still seeking new ones, for many firms, will mean changes in market analysis, planning systems, management incentives, and marketing and/or operations organization. In the rush toward growth, consumer marketers have tended to regard success as stemming from obtaining new customers while unwittingly minimizing the importance of satisfying old ones. It is time for more companies to distinguish between their getting and retaining functions, to assess the balance between them, and to remedy any deficiencies in customer retention. This process requires management to value the potential of current customers and to treat them in special ways to get them to keep coming back. Several major elements should be part of the new marketing mix for customer retention: Product extras Keeping customers frequently requires giving them more than the basic product that initially attracted them. Product extras for individual customers over time can play a sales-expansive role. Reinforcing promotions Product promotion works better when aimed at existing customers. If a marketer knows who these customers are, benefits can be obtained by giving them reinforcing communications. Sales force connections The sales force can play a decisive role in the customer-retention function. At a retail or service counter the salesperson is the focal point of the company's strategy and is the firm to the customer. Post-purchase communication A company must anticipate that some customers will encounter either minor or serious problems after purchasing. If the firm is not ready to hear and correct these difficulties, the customer may not repurchase  or may cancel the the relationship. Whether company or customer is at fault, standby post-purchase activities can be instrumental in saving these customers.

you might also like

    lets see

    lets see

    lets see