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OF ALL THE careers available to graduates, accountancy might not seem the most exciting option. But did you know  most chief executives  trained as accountants? So, graduates with long-term ambitions should consider training as an auditor.

Deloitte Touche Tohmatsu, one of the world's Big Four accountancy companies, offers the kind of comprehensive graduate training programme you could expect from a company with 1,700 employees in the region.

The firm is inundated with more than 1,500 applications for 200 places a year, but do not let that put you off. If you are what they are looking for, they will do everything possible to hire you.

Students who are considered the cream of the crop are invited to join the Deloitte Club in their first year at university. They are assigned a mentor, offered internships and sent on workshops, all before they have even agreed to join the company.

Deloitte adopts a personal approach to recruitment, starting with graduate recruitment fairs at local universities, to which it sends 20 or 30 employees to talk to students.

Philip Tsai, national human resources partner at Deloitte, explains why the company tries to offer more to potential employees than just the outline of facts in the brochure.

'We try to provide them with as many opportunities to make [an] informed judgment as possible. It is a mutual selection process. Sure, we choose them, but they have to choose us as well.'

The selection process is thorough. It includes completing a sophisticated online application form, personality tests, a group interview and a one-on-one interview with a company partner.

But gaining a place on the graduate training course is just the starting point on the long road to becoming an accountant.

Attaining the qualification involves an intense examination schedule and three years of on-the-job training.

And it does not stop there.

'Every year of our professional lives we have to study,' Mr Tsai said. 'It is called Continuous Professional Development and it takes us a minimum of 40 hours a year to get ourselves updated.'

The graduate training course is run in phases. Deloitte does not only recruit accountancy majors. For those who have never studied accountancy before, there is a conversion programme which runs during the summer before the official three-week induction course in September.

From there the training is run in two tiers. The exam assistance programme supports the students in studying for the exams they need to pass to get their qualification in accounting, and on-the-job training sees them out working on client matters.

'They never work alone, always in teams,' Mr Tsai said. 'Every day they are under the support and guidance of senior company members. This is the most important aspect of their training. The bulk of their learning comes from on-the-job training.'

There is a structured mentoring system in place at Deloitte. Students who are already 12 months into their training are appointed as mentors, or 'godparents', to the fresh graduates.

For six months they offer support, guidance and friendship to the newcomers.  They are obliged to meet  at least once a month for drinks or dinner, for which Deloitte picks up the tab, and they are also sent on as many of the same work engagements as possible.

'After the first six months we assign them each a counsellor,' Mr Tsai said. 'These are managers in their respective departments who give regular counselling sessions where they deal with performance issues and areas that need improvement.'

Kennis Tam is on the graduate training scheme at Deloitte. She found the mentor system worked well for her.

'I remember when I started and I didn't know anyone except my 'godparent'. This gave me an immediate connection to the company and helped me to make a smooth transition from student life into working [life].'

Two years into the course, Ms Tam is pleased with her choice of profession.

'It fits my personality, dealing with numbers and meeting people. Being an auditor can give you very good exposure.

'You meet a lot of people from different backgrounds, and it is good to meet so many chief executives early in my career.'

Ms Tam is clearly ambitious: 'I want to be made partner in seven years. There are a lot of smart people working here, but that's what gets me going.'

Mr Tsai supports her ambition.

'The sky's the limit. Most, if not all, our partners started their careers here as fresh graduates.

'At the least there is good training provided, even if you do eventually decide to move on. Many chief executives were originally trained as accountants. In fact, a lot of our clients are alumni.'

Qualities you can count on

Good academic qualifications.

An outgoing personality. This is important as you will be working with many different people from all industries and backgrounds.

Analytical and writing skills. Be prepared to write a lot of reports and analytical reviews.

Commitment. Your training will take three years, including exams and on-the-job experience.

Lifelong learning. You will continue to update your skills throughout your career.



First step on the ladder of success