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Comment peut-on favoriser l'intégration des Juniors (c'est-à-dire de la la génération Y) qui décident de rejoindre un "Big Four" ? C'est par l'étude de cas que nous avons menée au sein de Deloitte Luxembourg que nous tentons de répondre à cette question de recherche. Nous étudions notamment le mentoring et les relations affinitaires de travail. Cela afin de comprendre si ces stratégies formelles et/ou informelles peuvent aider les Juniors à s'intégrer au sein de leur nouvel environnement de travail (tant dans leur fonction qu'au sein de leur équipe).

Intégration --- Génération Y --- Big Four --- Deloitte --- Sciences économiques & de gestion > Gestion des ressources humaines

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This text presents a comprehensive and multi-faceted analysis of the BRICS countries and other emerging economies, exploring their economic, social, environmental and governance dimensions and challenges.

BRIC countries --- Developing countries --- Economic conditions. --- Economic policy. --- Big Four countries --- BRICS countries --- Economic history. --- History, Economic --- Economics

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Nowadays, the war for talent is omnipresent and plays in favor of young graduates. In this context, the success of large international Big Four-type firms largely depends on the recruitment of young university graduates and the retention of qualified professionals. The first objective of this thesis is to analyze the attractiveness of the Big Four to young university graduates. The second objective of this work is to understand the Big Four's up-or-out management system, in order to define the criteria that determine the success of the auditors within them. 

First, a review of the existing literature on the attractiveness and the management system of the Big Four is carried out. This literature review establishes the theoretical framework of this thesis. Following this, a qualitative study is conducted on three different targets using, on the one hand, the questionnaire survey technique and, on the other hand, the semi-directive interview technique. Our sample of interviewees is composed of Master 2 students enrolled in the "Financial Analysis and Audit" Master's degree at HEC-Liège, Junior auditors with one to two years' experience and professionals who have an insight into the recruitment process of some of these large firms. The results obtained are analyzed and compared to the theoretical framework. They lead to the conclusion and recommendations to be drawn from the concepts studied.

Based on the qualitative analysis that is carried out, it appears that the Big Four are attractive in the eyes of young university graduates – the most frequently cited assertion being that they are mainly interested in using this first professional experience as an asset for their future career. Then, in terms of the criteria that determine the success of the auditors, it appears that in the first two to three years, technical skills are quite important but that they are considered to be acquired from the Senior 2 grade upwards. Therefore, processes such as socialization and successful integration, which are set out as soon as the auditor joins the firm, reveal to be important for the auditor's success within the firm. Finally, three recommendations are made and addressed to large international firms regarding the maintenance of their attractiveness and one recommendation is addressed to young university graduates to ensure their success from the very beginning of their career with the Big Four.

Big Four --- Attractiveness --- University graduates --- Up-or-out management system --- Success criteria --- Sciences économiques & de gestion > Comptabilité & audit

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The grouping consisting of Brazil, Russia, India and China (BRIC) was initially meant to be nothing more than clever investment jargon referring to the largest and most attractive emerging economies. However, these countries identified with the BRIC concept, and started to meet annually as a group in 2008. At their fourth summit in 2011, they added South Africa to become the BRICS. By then the BRICS had fully morphed from investment jargon to a name for a new economic and political grouping that had the potential to challenge the unipolar hegemony of the United States and its Western allies.This work analyses the extent to which the concept of coexistence explains the individual foreign policies of the BRICS countries. The editors define coexistence as a strategy that promotes the establishment of a rule-based system for co-managing the global order. It recognizes that different states may legitimately pursue their own political and economic interests, but they have to do so within the bounds of a rule-based international system that ensures the peaceful coexistence of states. The BRICS and Coexistence addresses the political dimension of the emergence and influence of the BRICS in the international system and will be of interest to students and scholars of Politics, Development and International Relations. (Provided by publisher)

World politics --- BRIC countries --- Foreign relations. --- #SBIB:327.7H31 --- #SBIB:327H10 --- Andere intergouvernementele organisaties: WTO, ASEAN e.a --- Buitenlandse politiek: algemeen --- Big Four countries --- BRICS countries

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Nowadays, the emergence of new technologies and digital transformation has significantly changed the way employees work. It is, therefore, important for employees to adapt and continue their training throughout their careers. Companies have an essential role to play in the training of their employees and the publication of the CSSF (Commission de Surveillance du Secteur Financier) in 2017 only reinforced this. The purpose of this publication is to ensure that employees in the financial sector have the appropriate knowledge and skills to advise their clients regarding regulatory topics. 
As a result, in June 2017, Deloitte Luxembourg launched D.Learn, a service offering digital and face-to-face training for financial institutions. After about two years of activity, the management body wishes to take stock to develop the future strategy of D.Learn and to respond as well as possible to the demand of the market. 
The mission of this project-thesis is, on the one hand, to define the value proposition of the service so that it is in line with that perceived by its customers. On the other hand, it aims to collect the impressions of current customers through satisfaction surveys, as well as to better understand the offer of the leading players of the training market in Luxembourg. This information will then make it possible to finalize the service by adapting it as closely as possible to market needs, but also by positioning itself against the competition. 
In addition, since D.Learn's current marketing strategy is mainly "offline," the scope of the service remains limited. To reach a broader target audience, it is essential to develop an appropriate digital marketing strategy. This will be defined in order to ensure the best customer experience. The customer journey will be carefully analysed through a "customer journey map," making it possible to propose the best digital strategy.

Digital Marketing --- Continuous Learning --- Financial Markets --- Big Four --- Deloitte --- D.Learn --- eLearning --- Blended Learning --- Satisfaction survey --- Customer Experience --- Customer Journey Map --- Sciences économiques & de gestion > Marketing