The vision and mission of the organization« Deloitte Touche Tohmatsu (also known by its brand Deloitte or Deloitte Consulting) is one of the Big Four auditors, a group of the largest firms international accounting firms, and the second largest professional services firm in the world after PricewaterhouseCoopers. At $16.4 billion, it generated the most revenue among the Big Four in 2004.” (Definitions from Deloitte on the Web) Deloitte Consulting is part of a much larger, complex human resources system. However, each system has subdivisions where each division can act as its own complex and individual human resources system. We have HR staff who control each division independently. Within Deloitte Consulting, I belong to the Oracle Financial Consultant program; It is this division that I will analyze in depth and discuss its HR complexity. The Oracle Financial Consultant Program is currently the fastest growing division within Deloitte Consulting, which has both advantages and disadvantages to identify. Increasing diversity in the workplace is a topic that is gaining increasing attention from managers in our organization. We have a diverse organization that enables equal employment opportunity programs for women, minorities, gays, people with disabilities and seniors. Deloitte has a diverse U.S. workforce that represents the entire identity of a diverse organization; However, we still face different diversity issues, which mainly equates to human resource management issues. An existing organizational problem related to human resources “We see a rapidly changing group of employees that is becoming more diverse by the day. The accelerated growth of workforce diversity over the past 20 years has spawned new developments in employee relations management, making it one of the greatest challenges facing managers” (Maidment, 96). I am positioned within the technology integration division of Deloitte Consulting under the Oracle Financial Consultant Program entity. However, our group is growing with many new opportunities for university graduates and more experienced analysts. Since then, the current market is rare with experienced hires, forcing HR to hire young, out-of-college resources who have partial or no experience, leading us to experience a diversity of age within our organization. The problem is that the work of functional consultants is increasing rapidly and we are currently not able to support all projects with "trained" hires. The problem is therefore not the young recruits, but the lack of training that we receive before being placed in the field..