美国论文代写：会计事务所人员构成
美国论文代写：会计事务所人员构成
1、本组织的女性雇员：1991年1月，在50个选定的合作伙伴候选人中，只有4名是本组织的女雇员。在1992和1993只有10%的女性员工在与公司的合作。Cook想确保妇女人数录用的员工必须符合会计和商业学位的女性毕业生人数（brondoni，2007）。他遇到了一个“性别差距”问题，这意味着离开该组织的女雇员人数多于男子。他认为这是一个战略问题。Cook在法律文件上勾画的图表显示，雇用员工的趋势呈上升趋势，女雇员的保留率呈下降趋势。该曲线被称为“愚蠢的曲线”。
2。在1980-1991年期间，符合价值创造：经常性的德勤主要从审计即75%增加对客户的责任。税收业务又复发了65%（沙利文，2002）。在1990年初的裁员导致的大公司工作的切割和给发展机会的企业组织提供服务。
3，人才的竞争：在1980-1991市场变得高度竞争的人才。德勤这里的问题是保留和招聘人才和有经验的人来满足市场的需要（拉克曼，2008）。德勤有精干的库存不足。
4，德勤工作是两大领域下首先是审计、税务及相关服务，另一方面是德勤提供的咨询服务。在这两条线路上招聘员工所需的费用与在审计中经验丰富的人是完全不同的，而在咨询方面，需要有才干的人来满足客户的需求。
美国论文代写：会计事务所人员构成
1.Women employees in the organization: in January 1991, out of 50 selected candidates for partnership only 4 were women employees of the organization. In 1992 and 1993 only 10 % women employees were in partnership with the firm. Cook wanted to ensure that the number of women employees hired must match the number of women graduates of accounting and business degrees (Brondoni, 2007). He encountered with a problem of “Gender gap” that means number of women employees leaving the organization was more than men. He considered this as a strategic issue. A graph sketched by Cook on his legal pad shows an upward trend in the hiring of employees and was showing a downward trend in the retention of women employees. This curve was known as the “stupid curve”.
2.In the period of 1980-1991, Compliance to value creation: the recurring of Deloitte was mainly from auditing i.e. 75% with increased responsibility towards clients. Its tax business also recurred up to 65% (Sullivan, 2002). The downsizing in early 1990’s led to the cutting of jobs by major corporations and it gave growth opportunity to Big6 by providing their services to the corporations.
3.Competition for talent: the market in 1980-1991 became highly competitive for talented people. The problem of Deloitte here was the retention and hiring of talented and experienced people to meet the needs of the market (Ruckman, 2008). Deloitte was having shortage of competent inventory.
4.Working for Deloitte and Touche was under two broad areas firstly it was audit, tax & related services and on the other hand it was consulting services provided by Deloitte. The cost incurred in the recruitment of employees in both lines was entirely different as in auditing highly experienced people were need whereas in consulting talented people were needed to satisfy the demands of the clients.
