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Table of Contents
1.0 2.0 3.0 Executive Summary ............................................................................................................. 3 Introduction .......................................................................................................................... 4 Managing diversity .............................................................................................................. 5

3.1 What is diversity? .................................................................................................................. 5 3.2 The benefits of managing diversity effectively ..................................................................... 6 4.0 Importance of Managing Diversity ...................................................................................... 7

4.1 Importance of managing diversity......................................................................................... 7 4.2 Growth & Importance of having diverse workforce ............................................................. 7 4.3 Effectiveness of having diversity in workforce ........................................................................ 9 4.4 Perspectives of managing diversity .......................................................................................... 9 5. Body .......................................................................................................................................... 11 5.1 Company Background ......................................................................................................... 11 5.1.1 Price Waterhouse Coopers ............................................................................................... 11 5.1.2 Deloitte ............................................................................................................................. 13 5.1.3 Ernst & Young ................................................................................................................. 14 5.1.4 KPMG .............................................................................................................................. 15 5.2 Current Practices of Big Four.............................................................................................. 16 5.2.1 Equal Employment Opportunity ...................................................................................... 17

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5.2.1.1 Women / Gender ........................................................................................................... 18 5.2.1.2 Religion ......................................................................................................................... 19 5.2.1.3 Age ................................................................................................................................ 20 5.2.2 Sexual Orientation ............................................................................................................ 21 5.2.3 Corporate Social Responsibility ....................................................................................... 23 5.2.4 Work/Life Balance ........................................................................................................... 25 6. Problem ..................................................................................................................................... 29 7. Solution ..................................................................................................................................... 30 8. Conclusion ................................................................................................................................ 31 9. References ................................................................................................................................. 32

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1.0 Executive Summary

Increasingly, diversity management is seen as a strategic advantage in a world that is globalizing and where a shortage of future managers and leaders with appropriate backgrounds is likely to be a long term concern. Advances in technology and the advent of a global economy bring the people of the world closer together than ever before. Given this fact, businesses, educational systems and other entities are investigating ways to better serve their constituents. This includes being able to attract and retain the best and most qualified workers. Business exists in competitive and changing markets, which means that all employees must make significant contributions to business success and add value in every conceivable manner. But everyone is different, so organizations need to be able to harness individual workers unique differences and convert them into competitive advantage. This challenge puts a premium on value systems that are inclusive, fair and ethical. Companies know from the essential characteristics of the psychological contract employees

expect with their employers that being valued is vital. This is why managing diversity is so important to enhancing business performance and, as I made research evidence, it shows that it is correlated with good people management. At the end, the objective of this report is to provide the reader with an overview of how managers of Big Four (Price Waterhouse Cooper, Ernst & Young, KPMG and Deloitte) perceive diversity management as a part of the curriculum, teaching and research, as well as employees affairs and employment practices.

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2.0 Introduction
Todays managers are responsible for both leading employees and responding to the needs of customers who are more ethnically and culturally diverse, older, and in greater need of child and elder care. Leaders in both the public and the private sectors are focusing more attention on the issue of diversity. For example, in my case I will go through all diversity plans from Big Four auditing companies (PwC, Deloitte, Ernst & Young and KPMG). Diversity is critical to organizational leadership, strategic responsiveness and management effectiveness. Effective working relationships with suppliers are increasingly being identified as critical success factors for business as they seek to maximize the effectiveness and efficiency of all linkages in the value-chain. As business is done more and more through partnerships, joint ventures and strategic alliances, so an ability to relate to other cultures becomes a key organizational requirement. It is simply inconceivable that organizations seeking to become global players could do so without achieving high levels of diversity in their workforces. However, Big Four auditing companies require good diversity plan for their employees. According to my assignment, Big Four companies I chose four current practices, such as, Equal Employment Practices (EEO), Sexual Orientation, Work life balance and Corporate Social Responsibility (CSR).

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3.0 Managing diversity

3.1 What is diversity? Diversity provides options in life and helps thwart hard times and circumstances by allowing a person to be flexible in how to overcome obstacles instead of staying in the same trench without the ability to move out of it. Diversity means differences such as different religious beliefs, different cultural traditions, music, art, dancing etc. (Cox T., 2000) As well as ensuring that people from different groups do not suffer discrimination, recognizing diversity means understanding how peoples differences and similarities can be mobilized for the benefit of the individual, the organization and society as a whole. Managing our diversity by ensuring fairness and equality is becoming not just a good thing, but an imperative in a changing and complex world. Definitions of diversity range from distributive concerns based on the traditional categories of race, ethnicity and gender to the inclusion of a vast array of differences in age, sexual orientation, disability, employment status, tenure, function, educational background, lifestyle, religion, values and beliefs in addition to race, ethnicity and gender. Managing diversity is defined as "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized," according to Taylor Cox in "Cultural Diversity in Organizations." Managing diversity well provides a distinct advantage in an era when flexibility and creativity are keys to competitiveness. An organization needs to be flexible and adaptable to meet new customer needs.

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3.2 The benefits of managing diversity effectively Recent research with organizations across Europe shows how creating and managing a diverse organization can provide real benefits, whether they are in the private, public or not-for-profit sectors, whether they are large or small. Diversity management strategies can help to create a link between the internal and external aspects of the work of an organization. Whilst each organization needs to work out its own priorities, these benefits can include: Attracting, recruiting and retaining people from a wide talent base. Reducing the costs of labor turnover and absenteeism. Contributing to employee flexibility and responsiveness. Building employee commitment, morale and discretionary effort. Managing better the impact of globalization and technological change. Enhancing creativity and innovation. Improving knowledge of how to operate in different cultures. Improving the understanding of the needs of current customers or clients. Assisting in the development of new products, services and marketing strategies. Enhancing the organizations reputation and image with external stakeholders. Creating opportunities for disadvantaged groups and building social cohesion.

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4.0 Importance of Managing Diversity

4.1 Importance of managing diversity As the companies of today are getting more and more diverse, the need of managing the diverse workfare is increasing. All Countries especially USA and Canada are having more diverse workforce every day. So it is becoming important for the companies manage the diversity to get better results out of employees. Research stated that Forward-thinking USA, Canada and European organizations have recognized that competing successfully in the new global marketplace requires more than the latest technology, most efficient production processes, or most innovative products. PWC, Ernst & Young, KPMG and Deloitte are competitive strength is increasingly contingent on human resources. Competing to win in the global economy will require an ability to attract, retain, motivate and develop high- potential employees of both genders from a variety of cultural and ethnic backgrounds. The challenge facing todays corporate leaders is to foster an organizational culture that values differences and maximizes the potential of all employees. In other words, leaders must learn to manage diversity.

4.2 Growth & Importance of having diverse workforce Many organizations are engaging in activities to manage their employees of different genders, ages, race, sexual orientations, etc. When demographic diversity is valued, all employees, even the non-traditional (i.e., other than white males), are encouraged to participate fully and develop their unique skills and perspectives.

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4.2.1 Growth Diversity is increasing everyday in everyday in every organization; In America 1 in 4 Americans belongs to a minority or is foreign-born. Women, who currently make up less than half the work force, are expected to fill 65 percent of the jobs created during this decade. Whether you are a business owner, executive, salesperson or customer- service professional, your success will increasingly depend on your ability to function in a culturally diverse marketplace, (Profiting in Americas Multicultural Marketplace Lexington Books). Over the next decade, companies realize that they must have a diverse workforce and that each member of that workforce must truly embrace principles of diversity to realize the longevity, growth, and increased profits. Women, people of color, and immigrants will soon hold almost three- quarters of all jobs in this country (Jackson et al., 1992; Johnston, 1991). 4.2.2 Concern Organizations are getting more concerned of developing the diverse workforce over the years to attain better result and competitiveness. Organizations have been advised to attract, develop, and retain males and females of all ages, skin colors, cultural backgrounds, and physical capacities to remain competitive (Cox and Blake, 1991). 4.2.3 Need Companies that accommodate the special needs of the demographically diverse workforce (by redefining the structure of the work day for those with childcare and/or eldercare responsibilities, or providing qualified assistants and/or apparatus for employees with disabilities) will become more appealing places to work and will thereby reduce absenteeism and turnover costs. They have also asserted that organizations that value differences will cultivate non-traditional markets, by dint of their apparent progressiveness and their ability to assess nontraditional preferences; and will enjoy greater creativity, problem solving, and responsiveness as a result of the wider range of viewpoints brought to bear on tasks. (Cox and Blake, 1991)

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4.3 Effectiveness of having diversity in workforce Many managers answered that the most of the companies concerning themselves with diversity. And the assertion that discrimination is wrong, both legally and morally. But today managers are voicing a second notion as well. A more diverse workforce, they say, will increase organizational effectiveness. It will lift morale, bring greater access to new segments of the marketplace, and enhance productivity. In short, they claim, diversity will be good for business. Research stated that the US and European companies leading the way in the area of diversity management have discovered that by embracing the elements of ethnic and cultural diversity in their workforce they have enhanced their ability to understand and tap new markets, both within USA and abroad. Research generated from a variety of fields predicts that important benefits will accrue from demographic heterogeneity in organizations by increasing the variance in perspectives and approaches to work that members of different identity groups can bring (e.g., Thomas and Ely, 1996).

4.4 Perspectives of managing diversity Organizations have to follow the many guidelines to get diversity stick: they have to focus on getting the best talent out of the person regardless of different age, sex and other demographic differences. Also have to develop career plans for all employees of the organization including the minorities. They have to promote minorities to responsible positions in the workplace. Make managers responsible to obtain diversity goals by managing its employees well. Managers also have to communicate well with all the employees and listen to their problems that are of different background or cultures. They Build diversity into senior management. There are many aspects to impartially managing diversity as a manager and establishing the right attitude in the rest of the department. Heres a look at some of the most important:

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a) Expectations Bias can lead company to expect less productive work or more goofing off from certain employees. Classroom studies have repeatedly shown that students live up-or down-to their teachers expectations. A similar pattern can be seen on the job. Expect the best from employees, and give them the training and resources to provide it, and theyll deliver. b) Labels Words are powerful weapons, and as with any weapon, people should know whether theyre loaded or not. How people refer to people from diverse populations requires some conscious sensitivity. This involves more than not using crude references; it means using words preferred by the people themselves. Such words change over time, the way the term Negro gave way to black and African American. Oriental has been replaced by Asian. Handicapped has been replaced by a person with a disability. Individuals may have their own preferences as well. If community not sure how to refer to someone, ask. A moments awkwardness now will prevent misunderstanding and resentment later. c) Crowd control Imagine, the only female in an unenlightened, all-male department. Day after day, coworkers started misbehaving or treating differently. Thats just the start of a whole range of behavior, from the subtle to the blatant, that we could be subjected to. In a very short time wed be ready to file against boss and the company for allowing sexual harassment. Depending on how his or her coworkers behave, the employee may feel the same discouragement, anger, even fear. Not engaging in such behavior isnt enough; managers also have to eliminate jokes, name-calling, sabotage-whatever form discrimination may take-in others. Managers are responsible for establishing and maintaining the atmosphere of the department or else is held accountable. While managing diversity is a challenge, keep in mind that there are always enormous differences- even if we pretend there arent. Montaigne, the French essayist, said it this way: There never were, in the world, two opinions alike, no more than two hairs, or two grains; the most universal quality is diversity.

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5. Body
In this section of research, will be described about company background, mission and vision, diversity in Big Four (PWC, Deloitte, Ernst & Young, KPMG) and their current practices.

5.1 Company Background

Figure 1. Companies Background 5.1.1 Price Waterhouse Coopers

PwC (officially PricewaterhouseCoopers) is a global professional services firm headquartered in London, United Kingdom. It is the world's second-largest professional services firm (after Deloitte) and one of the "Big Four" accountancy firms. It has offices in 757 cities across 154 countries and employs over 175,000 people. It had total revenues of $26.6 billion in 2010, of which $13 billion was generated by its Assurance practice, $7 billion by its Tax practice

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and $6 billion by its Advisory practice. The firm was formed in 1998 by a merger between Price Waterhouse and Coopers & Lybrand The trading name was shortened to PwC in September 2010 as part of a major rebranding exercise. As of 2010 it was the seventh-largest privately-owned organization in the United States. The firm was created by the merger of two large firms, Price Waterhouse and Coopers & Lybrand in1998. These two firms each have histories dating back to the nineteenth century. (Price Waterhouse Coopers, 2011). Mission PricewaterhouseCoopers Aarata's mission as a group of professionals is to provide an unrivalled level of service and to contribute to the healthy growth of the economy through the execution of vigorous, fair, and high quality auditing based on clear leadership and creative teamwork. In order to fulfill this mission, PricewaterhouseCoopers Aarata has settled upon the following three Ins" as its operating principles Integrity, Intelligence and Innovation. Vision Company will maintain corporate culture and a strict set of internal regulations in order to uphold independence and a degree of ethics worthy of top professionals. Through these Efforts Company hope to be recognized as the most diligent firm in the industry. Company will provide Japanese clients with international standard auditing services and by doing so contribute to an increased level of trust in the Japanese auditing industry, both domestically and from international securities markets. All partners and staffs will be highly knowledgeable, capable in their position, and able to provide international standards of service to clients. As an auditing firm company will apply international best practices to governance and all areas of our operations, and will maintain transparency throughout. (PwC, 2011).

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5.1.2 Deloitte

Deloitte has been named to Fortune magazines prestigious list of 100 Best Companies to Work For in America for the fifth consecutive year. It is the only major professional services firm to be included on the list for five years in a row. The ranking, which appears in Fortunes February 4, 2002, issue, is based on an in-depth analysis of Deloittes culture, human resources practices, and a random survey of the firms employees. With over 30,000 people in more than 100 U.S. cities, we understand that people are our most precious resource. We also know that serving our clients and helping them as well as our people excelour mission at Deloitte & Touchedemands the most diverse range of skills, talent, experiences, and backgrounds. The broader our people's experience and education, and the more diverse their opinions and insights, the deeper our firm's collective understanding grows. (Deloitte, 2011). Mission To help clients and people excel. Deloitte is one of the world's leading business advisory organizations. Size, strength and resources will help company carry out mission now and in the future. Vision Deloitte Touche Tohmatsu is driven to be recognized as the best professional services firm in the world. To achieve vision, company is continuously growing and evolving our global innovative services, which are creating exciting career opportunities for people. The employer company select will have a profound impact on future. People who join company are attracted to challenges, variety, and rapid advancement. If employees are a high talent individual seeking exciting career opportunities, continual challenge, and professional development - your future lies with the firm. (Deloitte,2011).

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5.1.3 Ernst & Young

Ernst & Young (EY) is one of the largest professional services networks in the world and one of the "Big Four" accountancy firms, along with Deloitte, KPMG and

PricewaterhouseCoopers (PwC). Ernst & Young is a global organization of member firms in more than 140 countries, headquartered in London, UK. It was ranked by Forbes magazine as the 9th largest private company in the United States in 2010. Ernst & Young is a global leader in assurance, tax, transaction and advisory services. Worldwide, our 135,000 people are united by our shared values and an unwavering commitment to quality. We make a difference by helping our people; our clients and our wider communities achieve their potential. (Ernst & Young, 2011).

Mission At Ernst & Young, company supports employees in achieving their unique potential wherever they are in the world both personally and professionally. Company gives to their employees stretching and rewarding experiences that keep them motivated, working in an atmosphere of integrity and teaming with some of the world's most successful companies. And while company encourages employees to take personal responsibility for career, company support in professional development in every way company can. Employees enjoy the flexibility to devote time to what matters to them, in your business and personal life. At Ernst & Young, knows its point of view, energy and enthusiasm that make the difference. (Ernst & Young, 2011).

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5.1.4 KPMG

KPMG is one of the largest professional services networks in the world and one of the Big Four auditors, along with Deloitte, Ernst & Young (EY) and PwC. Its global headquarters is located in Amstelveen, Netherlands. KPMG employs 138,000 people and has three lines of services: audit, tax, and advisory. Its advisory services are further divided into three service groups - Management Consulting, Risk Consulting, and Transaction & Restructuring. (KPMG, 2011). Mission Outstanding professionals, working together to deliver value to the organization. Company offer Audit, Tax, and Advisory services. Three complementary areas of knowledge and insight that enable us to meet the needs of the clients. Company turn knowledge into value for the benefit of their clients, people and the capital markets. Vision The KPMG vision is that company wants to be leader in the market that they serve. Company aim is to have the best reputation in industry. Company wants to be recognized as a market leader in professional services, because of knowledge of development and issues in the markets, industries and sectors in which clients operate. (KPMG, 2011).

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5.2 Current Practices of Big Four

Company Criteria Equal Employment Opportunity Women / Gender Religion Age Race / Ethnicity Disability Veterans Sexual Orientation LGBT Worklife Balance Vacation (Personal day off) Telecommuting Parental Leave Paternal Leave Work hours Flexibility Corporate Social Responsibility Corporate Governance Community Engagement (Disabilities / the Poor / etc.) Environmental Awareness Community Education / Scholarships Cultural / Historical Preservation

PwC

Deloitte

KPMG

Ernst & Young

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5.2.1 Equal Employment Opportunity

KPMG LLP reaffirms its long-standing policy of providing equal opportunity for all applicants and employees regardless of their race, color, creed, religion, age, gender, national origin, citizenship status, marital status, sexual orientation, gender identity, disability, pregnancy, veteran status, genetic information, or other legally protected status. PricewaterhouseCoopers LLP is committed to the principles of equal employment and affirmative action. All employees will be given equal consideration regardless of race, color, sex, religion, national origin, disability, sexual orientation, veteran, marital or citizenship status, or other legally proscribed criteria.

Deloitte is an equal opportunities employer. This means company committed to ensuring all partners, employees, contractors and job applicants receive fair and equitable treatment across all aspects of firm's HR policies and practices - including recruitment, selection, terms and conditions of employment, appraisal, promotion, remuneration, training and personal development. The policy must apply, regardless of our peoples' sex, gender reassignment, marital status, parttime status, sexual orientation, color, race, nationality, national or ethnic origin, religion or creed, disability, responsibility for dependents, age and membership or non-membership of a trade union or political affiliation.
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5.2.1.1 Women / Gender Comprising nearly half of all new hires at KPMG, women represent an enormous part of KPMG's talent pool, and the success of our women's initiatives is evident on a multitude of levels. In fact, women now account for: 18.8% of the firms partners, up from 12.9 percent in 2003 24% of the firms 2010 new partner class 41% of all 2010 promotions into senior manager, director, and managing director positions As a 2007 Catalyst Award winner, PwC understands that gender differences do matter. In fact, our People Strategy includes a philosophical approach to developing talent. Instead of treating everyone the same, we have a customized approach to fit the diversity of our people to create a culture of inclusion. To date, our efforts have paid off. More than half of the firm's new hires each year are women and their representation at the partner level continues to steadily increase.

Figure 2. Gender in Accounting

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By firm, the percentage of partners that were women were: Deloitte 18.8% KPMG 18.8% Ernst & Young 17.9% PwC 16.9%

The same study examined the overall number of women employees at the largest accounting at the largest accounting firms. By firm, percentage of employees that were women were: Ernst & Young 49.2% PwC 48.6% KPMG 48.3% Deloitte 44.0%

5.2.1.2 Religion In general terms, in Big 4 accounting the religious diversity profile of participants reflected that of the US community. In some cases the non-Christian religious diversity in participating organizations was higher than the general community (i.e. Judaism and Hinduism) and in other cases it was lower (i.e. Buddhism and Islam), though in all cases the actual percentages were very low - for example, 0.5% of participants were Muslim and 1.9% were Jewish.

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5.2.1.3 Age Big 4 hires employees average 35-44 years. Because, most of the employees should be experienced, and also should their job well. However, they are giving also big opportunity to fresh graduates and also giving internships. This graph below is the workforce diversity of participating organizations in relation to age in Big 4 accounting:

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5.2.2 Sexual Orientation

KPMG was among the first in the profession to offer same-sex domestic partner benefits, and our Equal Employment Opportunity (EEO) policy includes sexual orientation and gender identity. Since 2005, KPMG has been a sponsor of the Out & Equal Annual Workplace Summit, and is also proud to be a corporate sponsor of Parents, Families, and Friends of Lesbians and Gays (PFLAG); Human Rights Campaign (HRC); Gay, Lesbian and Straight Education Network (GLSEN); and The National Gay & Lesbian Chamber of Commerce (NGLCC).(KPMG, 2010). On the other hand, PwC actively supports GLBT professionals through its GLBT Circles as well as our GLBT Partner Advisory Board. The Board represents a diverse range of tenure, professional skill and life experience and advises firm leadership on the planning and implementation of GLBT initiatives which continue to make an impact. Since 2006, PwC has scored 100% on HRC's Corporate Equality Index.(PwC, 2009). Nevertheless, Deloitte focused on increasing the visibility of lesbian, gay, bisexual and transgender (LGBT) colleagues and groups as part of an effort to make Deloitte an even more welcoming, comfortable environment. Internally, LGBT People Network helps these professionals connect to one another within Deloitte. Company sponsored the first Canadian LGBT career fair and conference, Out on Bay Street in Toronto in 2007, and continued our support again in 2008. They were also one of the sponsors of the ProPride Professionals Pride Reception, which marked the official launch of Pride at Work Canada, a not-for-profit group that supports LGBT employee networks in the workplace. (Deloitte, 2008). Meanwhile, Ernst & Young LLP announced it and its affiliates will reimburse lesbian, gay, bisexual and transgender (LGBT) employees for the additional federal and state taxes they pay on same-sex domestic partners' medical benefits in the US, making it the first Big Four accounting firm to offer this perk. everyone at Ernst & Young is responsible for an inclusive
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work environment, leaders in the firm are evaluated by their commitment to the People First culture that promotes, among many things, the retention and advancement of minority professionals. At the board level, Vice Chairman John Ferraro champions all issues pertaining to gender, ethnic and LGBT diversity.(Ernst & Young, 2010).

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5.2.3 Corporate Social Responsibility Nowadays, we hear the term corporate social responsibility (CSR) all the time - and understand that businesses cannot afford to ignore their responsibilities to society as a whole. For companies, CSR is about recognizing the needs of their stakeholders in the broadest sense, understanding the risks and opportunities those needs create, and responding to the needs publicly and consistently. Every communications operators situation is unique. PwCs deep experience with industry clients worldwide, however, enables us to develop a holistic, straightforward, coherent and consistent approach to creating a CSR strategy. We create, and deploy, only CSR strategies that are not separate from but truly part of the core strategy of your business - in both managing risk and driving value. "Deloitte" is the brand under which 165,000 dedicated professionals in independent firms throughout the world collaborate to provide audit, consulting, financial advisory, risk management, and tax services to selected clients. These firms are members of Deloitte Touche Tohmatsu ("DTT"), a Swiss Verein. In the United States, Deloitte LLP is the member firm of DTT. Like DTT, Deloitte LLP does not provide services to clients. Instead, services are primarily provided by the subsidiaries of Deloitte LLP, including Deloitte & Touche LLP, Deloitte Consulting LLP, Deloitte Financial Advisory Services LLP and Deloitte Tax LLP. Corporate Responsibility at Deloitte starts with the shared values that form the foundation of our culture: integrity, outstanding value to markets and clients, commitment to each other, and strength from cultural diversity. The focus areas that make up Corporate Responsibility at Deloitte include Ethics & Compliance, Talent, Community Involvement, Sustainability, Internal Operations, as well as the services we provide clients. At Ernst & Young have many opportunities to make a difference. Companys aim is to be the leader in corporate social responsibility among professional services organizations. Company channels in volunteering in areas of education, disaster relief and environmental sustainability.

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In their work in education, they help make sure the next generation has the skills it needs to make a positive contribution to the business world and broaden access to education. In work in disaster relief, we mobilize resources to make a measurable impact for communities affected by natural calamities. In work in environmental sustainability we are exploring diverse ways of minimizing our impact on the environment.

Community engagement is also a key part of our global career development framework, EYU. You will have the opportunity to develop your skills in new and different contexts. At Ernst & Young committed to promoting business, social and economic progress in every country in which they operate. Company believes that by thinking strategically about the societal investments they make today; make sure theres a business context where we can thrive tomorrow. Corporate Social Responsibility is part of the culture of KPMG LLP and is part of values and business strategy. Company committed to behaving ethically, safeguarding the environment and using our skills to make a lasting contribution to communities. Active approach to CSR also helps to build valuable and trusted relationships with people, clients, suppliers and society at large. Aim is to ensure that to embed CSR across KPMG LLP right down to local office level so that people can get involved in their local communities near where they work and live.

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5.2.4 Work/Life Balance

Attracting the best talent calls for more than just a good financial package and stimulating work. That's why PwC created an environment where all people, whatever their commitments outside of work, can flourish. From flexible hours and career breaks to job sharing and home working, company committed to providing a truly healthy work life balance. PwC know through regular in-house surveys that achieving a satisfactory balance between building a successful career and enjoying life away from work is a high priority for people. But achieving a sense of balance is a very personal thing; it's about choice and flexibility. To facilitate this choice and maximize flexibility company offers 'PwC Lifestyle' - a web-based source of self-help ideas, information and tools to help employees make lifestyle decisions, cope with different life events and generally make the best use of their time both at work and outside. 'Lifestyle' covers such areas as:

Caring and parenting Work-life integration Your health and fitness (including playing sports) Your finances Managing time and stress.

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PwC has also integrated the concept of work life flexibility into the day-to-day work environment through several programs, including:

Teaming culture

A teaming culture in which multiple employees share responsibility for client service and deliverables enables our people to create work schedules that work best for themselves, the team and the client.

Work life resource and referral

To help employees balance personal and work commitments, PwC offers this confidential resource and referral service that can assist PwC employees and their immediate families with financial, educational, career, childcare, elder care, disability, and stress management including free articles and publications.

Flexible Fridays

Flexible Fridays are designed to give our people more flexibility in their schedules during the summer months. Generally speaking, a Flexible Friday refers to taking a Friday off after working an equivalent to those missed Friday hours earlier in the same week. Flexible Fridays are available from Memorial Day to Labor Day.

Unprescribed sick leave

To assist employees in maintaining work life quality, the Firms policy provides an unprescribed number of sick days for all US full-time and part-time staff scheduled to work at least 1,000 hours a year. Whats more, our policy allows paid time off not just for ones own illness, but also to care for a sick child, parent, spouse, or same-sex domestic partner.

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Nevertheless, KPMG have high expectations of people and they are right to demand great things of us too. They expect competitive rewards, the opportunity to reach their full potential, the ability to progress in their careers and to work in a respectful environment that reflects the rich diversity of the world around them. Here KPMG realizes that working hard doesnt mean you cant also have a successful and rewarding personal life. They offer a flexible working arrangement (FWA) which allows people to make their own choices about how they work. Realizing that everyone is different and peoples needs change on a regular basis, therefore we offer a range of options to help suit your needs best. Any employee, at any grade, and in any part of KPMG can apply to work flexibly. The following are the Flexible Working Arrangements which KPMG supports:

Part-time working Job sharing: where two employees share the duties and responsibilities of one full-time job

Glide Time: Glide time means working core hours (10:00am to 4:00pm) but starting work between 8:00-10:00am and finishing between 4:00-6:00pm.

Additional Holiday Purchase: Additional holiday purchase (AHP) allows individuals the opportunity to purchase up to a maximum of 35 days additional holiday per annum (over and above normal holiday entitlement and Flextra buy-up of ten days).

Unpaid Leave: where you choose to take up to three months off work, without pay. Career Breaks: an opportunity to take an unpaid break from work of between three months and three years to pursue activities outside work.

Home working: working from home for one day or more every week. Annualized Days: a form of part time working, based on a set number of days during the year.

Company encourages the business to be creative in offering flexible working. For example, the business unit that completes tax returns has a team of people who agree the number of returns they will process each week; they then complete them at home, working hours to suit themselves.
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KPMG pleased to support flexible working and a healthy work-life balance here at KPMG as they know that its good for employee and good for the business too. On the other hand Deloittes work/life initiatives are available to all, from entry level to partner. They include various flexible work arrangements including; job share with shorter shifts or one week on/one week off, flexible hours and reduced hours or shorter weeks for study, sport, family time etc. Deloitte has on many occasions, assisted its people with sponsorship for numerous and varied sporting and cultural events and fees for tertiary study programmes. Company setup an 0800 hotline to provide free and confidential access to professional support on managing stress. Examples of work and life initiatives in place at Deloitte include:

Sports people offered alternative working hours to fit in around training schedules. People who meet the set criteria are entitled to 14 weeks parental leave on full pay (including government funded maternity pay leave) which is paid in two installments.

People at all levels working shorter days or shorter weeks to ensure time with families. Men as well as women on paid parental leave. Arriving at work each day after the start of business to avoid the stress of traffic delays on main arterial routes.

Starting work mid-morning to enable completion of study assignments prior to work. People working 4-day weeks or 9-day fortnights, to allow time for lectures to achieve post-graduate degrees.

Flexible time to participate in community interest areas, e.g. Maori groups. Flexible work arrangements for parental leavers returning to work e.g. shorter weeks and shorter days Job sharing, which enables people to participate in community or family events to suit their age and lifestyle.

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6. Problem
6.1 Equal Employment Opportunity Difficult to balance on gender number in according to the job scope Lack of employee sympathy on disabilities employee Miscommunication based on gender/race/ascent

6.2 Sexual Orientation (LGBT) Employee reluctant to disclose on their sexual orientation during recruitment

6.3 Work Life Balance Long working hours Away from home too long Inability to maintain reduce mobility of audition

6.4 Corporate Social Responsibility (CSR) Lack of resources ( monetary, men power, skills) Employee unmotivated More expense (increase men power)

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7. Solution
7.1 Equal Employment Opportunity Employee are well informed on rules and regulation at workplace Complains of employee are look through seriously

7.2 Sexual Orientation (LGBT) Sign application on honesty agreement

7.3 Work/Life Balance Offer flexible work options Have a timetable for time management

7.4 Corporate Social Responsibility (CSR) Finding sponsorships Ensure skills/knowledge/monetary issue is sufficient before proceed Choose only affordable projects

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8. Conclusion

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9. References
Online: 1. Diversity (2011), What is diversity? [online] Available at http://www.whyzz.com/what-isdiversity [Accessed 20 November 2011] 2. Managing Diversity (2009), What do we mean by managing diversity? [online] Available at http://www.edchange.org/multicultural/papers/rosado_managing_diversity.pdf [Accessed 23 November 2011] 3. Managing Diversity (2010), Managing Diversity in the workplace, [online] Available at http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-theworkplace/ [Accessed 25 November 2011] 4. Diversity (2009), The positive benefits of managing diversity, [online] Available at http://resources.greatplacetowork.com/article/pdf/managing_diversity.pdf Novmeber 2011] 5. Diversity (2011), Importance of Managing diversity, [online] Available at [Accessed 25

http://www.outsourcing-buzz-blog.com/2010/03/importance-of-managing-diversity-in-anoutsourcing-relationship-interview-of-joe-santana-sr-director-of-diversity-siemens-usa.html [Accessed 25 November 2011] 6. Managing Diversity (2010), Diversity in the workplace, [online] Available at [Accessed 25

http://onlineessays.com/essays/business/diversity-in-the-workplace.php November 2011] 7. Diversity (2010), Diversity and effectiveness, [online]

Available

at

http://hr.toolbox.com/blogs/people-and-the-changing-workplace/diversity-and-effectiveness41972 [Accessed 25 November 2011] 8. Price WaterHouse Coopers (2011), Company Background, [online] Available at http://www.scribd.com/doc/49016808/pwc [Accessed 1 December 2011] 9. Deloitte & Touche (2011), Company Background, [online] Available at

http://www.scribd.com/doc/80135393/Deloitte [Accessed 2 December 2011] 10. KPMG (2011), Company Background, [online] Available at

http://www.kpmg.com/global/en/joinus/specialfocus/kpmginmesa/whykpmginmesa/pages/ou r-background.aspx [Accessed 3 December 2011]

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11. Ernst

&

Young

(2011),

Company

Background,

[online]

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at

http://www.ey.com/US/en/About-us/Our-history [Accessed 4 December 2011] 12. PWC (2010), Diversity in PwC, [online] Available at http://www.pwc.com/us/en/aboutus/diversity/pwc-diversity-commitment.jhtml [Accessed 6 December 2011] 13. KPMG (2010), Diversity in KPMG, [online] Available at

http://www.kpmgcareers.co.uk/WorkingatKPMG/WhyKPMGDiversity_(3480).aspx?pg=348 0 [Accessed 7 December 2011] 14. Ernst & Young (2009), Diversity in Ernst & Young, [online] Available at

http://www.ey.com/UK/en/About-us/Our-people/About-EY---Diversity-and-inclusiveness [Accessed 8 December 2011] 15. Deloitte (2010), Diversity in Deloitte, [online] Available at http://careers.deloitte.com/unitedkingdom/students/culture_benefits.aspx?CountryContentID=12968 [Accessed 9 December 2011] 16. KPMG (2009), Equal Employment Opportunity in KPMG, [online] Available at http://www.kpmg.com/US/en/WhoWeAre/Pages/EEOAA.aspx [Accessed 15 December] 17. KPMG (2008), Diversity and women, [online] Available [Accessed at 20

http://www.kpmg.com/US/en/WhoWeAre/Diversity/Pages/default.aspx December] 18. PWC (2011), Sexual Orientation LGBT, [online]

Available [Accessed

at 25

http://www.pwc.com/us/en/about-us/diversity/pwc-glbt-inclusion.jhtml December 2011] 19. KPMG (2011), Sexual Orientation LGBT, [online]

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http://www.kpmg.com/US/en/WhoWeAre/Diversity/Pages/pride-at-kpmg-network.aspx [Accessed 25 December] 20. Deloitte (2011), Sexual Orientation LGBT, [online] Available at

http://careers.deloitte.com/unitedkingdom/students/csc_general.aspx?CountryContentID=131 18 [Accessed 25 December 2011] 21. Deloitte (2010), Pride with purpose, [online] Available at

http://www.deloitte.com/assets/DcomUnitedStates/Local%20Assets/Documents/us_AJourne yWithGLOBEandAlliesBooklet_Fall2011_110411.pdf [Accessed 25 December 2011]

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22. Ernst & Young (2009), Making LGBTA inclusiveness every day, [online] Available at http://www.ey.com/US/en/About-us/Our-people/About-Us-Our-people-lesbian-gay-bisexualtransgender [Accessed 25 December 2011] 23. PwC (2010), Corporate Social Responsibility, [online] Available at

http://www.pwc.com/gx/en/corporate-responsibility [Accessed 27 December 2011] 24. PwC (2009), Corporate Social Responsibility, [online] Available [Accessed at 27

http://www.pwc.com/gx/en/communications/corporate-social-responsibility December 2011] 25. PwC (2010), Corporate Social Responsibility, [online]

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http://www.pwc.com/ee/en/about-us/pwc-toetab.jhtml [Accessed 27 December 2011] 26. KPMG (2010) Corporate Social Responsibility, [online] Available at

http://www.kpmgcareers.co.uk/WorkingatKPMG/WhyKPMGCorporateSocialResponsibility _(1888).aspx?pg=1888 [Accessed 28 December 2011] 27. KPMG (2009), Corporate Social Responsibility, [online] Available at

http://www.kpmg.com/cn/en/whoweare/corporate-social-responsibility/pages/default.aspx [Accessed 28 December 2011) 28. KPMG (2011), Corporate Social Responsibility, [online] [Accessed Available 28 at

http://www.kpmg.com/eu/en/whoweare/csr/pages/default.aspx 2011] 29. Deloitte (2010), Corporate Social Responsibility,

December

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http://www.deloitte.com/view/en_LU/lu/about/corporate-social-responsibility/index.htm Accessed 29 December 2011] 30. Deloitte (2010), Corporate Social Responsibility, [online] Available

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http://www.deloitte.com/view/en_SK/sk/about/csr/index.htm [ Accessed 29 December 2011] 31. Deloitte (2010), Corporate Social Responsibility, [online] Available at

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http://www.deloitte.com/view/en_RU/ru/about/corporate-social-responsibility/index.htm Accessed 29 December 2011]

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33. Ernst & Young (2011), Corporate Social Responsibility, [online] Available at http://www.article13.com/A13_ContentList.asp?strAction=GetPublication&PNID=1334 [Accessed 30 December 2011] 34. Ernst & Young (2011), Corporate Social Responsibility, [online] Available at https://webforms.ey.com/IN/en/Careers/Students/Life-at-Ernst---Young/Corporateresponsibility [Accessed 30 December 2011] 35. Ernst & Young (2011), Corporate Social Responsibility, [online] Available at http://www.ey.com/GL/en/Services/Advisory/Business-Risk-Report-2010---Top-10business-risks---9-Social-acceptance-risk-and-corporate-social-responsibility [Accessed 30 December 2011] 36. Ernst & Young (2011), Corporate Social Responsibility, [online] Available at http://www.ey.com/UK/en/Careers/Students/Life-at-EY/Communities---Corporate-socialresponsibility [Accessed 30 December 2011] 37. Ernst & Young (2011), Work Life Balance, [online] Available at

http://www.vault.com/wps/portal/usa/vcm/detail/Career-Advice/Q&A/Career-Q&A:Work/Life-Balance-in-the-Financial-Services-Industry?id=23950&filter_type=0&filter_id=0 [Accessed 4 January 2012] 38. Ernst & Young (2011), Work Life Balance, [online] Available at

http://www.ey.com/US/en/About-us/Our-people [Accessed 4 January 2012] 39. Ernst & Young (2011), Work Life Balance, [online] Available at

http://emeiafinancialservicescareers.ey.com/find-people-like-you/daniel/work-and-lifebalance.aspx [Accessed 4 January 2012] 40. PwC (2011), Work Life Balance, [online] Available at http://www.pwc.com/us/en/aboutus/diversity/pwc-work-life-balance.jhtml [Accessed 5 January 2012] 41. PwC (2011), Work Life Balance, [online] Available at

http://www.pwc.com/id/en/careers/work-life-balance.jhtml [Accessed 5 January 2012] 42. PwC (2011), Work Life Balance, [online] Available at

https://www.pwc.co.uk/careers/experienced/work-life-balance.jhtml [Accessed 5 January 2012]

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43. KPMG

(2011),

Work

life

Balance,

[online]

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http://www.kpmg.com/channelislands/en/joinus/workingatkpmg/whykpmg/pages/worklifebal ance.aspx [Accessed 6 January 2012] 45. KPMG (2011), Work life Balance, [online] Available at

http://www.kpmgcareers.com/whykpmg/lifebalance.shtml [Accessed 6 January 2012] 46. Deloitte (2011), Work life Balance, [online] Available at

http://www.deloitte.com/view/en_CA/ca/insights/insights-andissues/7ca164fe1a10e110VgnVCM100000ba42f00aRCRD.htm [Accessed 8 January 2012] 47. Deloitte (2011), Work life Balance, [online] Available at http://careers.deloitte.com/newzealand/students/culture_benefits.aspx?CountryContentID=12389 [Accessed 8 January 2012] 48. Deloitte (2011), Work life Balance, [online] Available at

http://careers.deloitte.com/china/students/culture_education.aspx?CountryContentID=14607 [Accessed 8 January 2012]

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