Cap Gemini - Registration Document 2016

109 / 330

CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS
3.2 People and Talent Management
3
109 Registration Document 2016 — Capgemini
Talent Management
development and thrive in the wide variety of different roles, thus
design enables all employees to define their professional
opportunities, open to all. The Career & Competency Framework
Capgemini offers a wide array of professional development ◗
progression in charge ;
career preferences. All employees can take their own career
responding to each one’s personal aspirations, motivations and
role, independently of your business location ;
Each employee is thereby able to understand the breadth of
(BU), project or account, sector or technology specialization.
of roles for our businesses, regardless of region, business unit
Competency Framework defines and describes a standard set
and a set professional competences applies for each and every
options available at a glance. Each role requires core attributes,
clarity in the career options available to them. The Career &
regardless of where we do it. Employees on their side expect
excellence and consistency in the delivery of our services,
As a global organization, we must guarantee to our clients ◗
gender balance.
Our promotion policies and processes promote diversity and ◗
Leadership
and behaviors, both individually and collectively. The initiatives are:
launched in 2016 aimed at enhancing our leadership capabilities
A strong effort to boost Leadership footprint and capabilities was
ecosystem. Accessible for all, leadership dimensions allow the
reflect the challenges leadership faces in the current business
organization.
people context, fostering leadership at all levels in the
development of the needed behaviors in each business and
interdependent dimensions: La Niaque, Business Builder, Profit
A renewed Leadership Model describing six strongly ◗
Shaper, People Developer, Agile Player, Active Connector. They
functions.
full alignment across all Business Units and Group support
Leadership Model. The policy is implemented consistently and in
global policy that encompasses the six dimensions of the Group
are recruited, assessed, rewarded and promoted based on a
Leadership Teams can rely on the 1,500 Vice Presidents who ◗
community aspires to embody the Group’s culture.
understanding and ability to act upon them and perform. This
activities and practices across the group, thus enhancing their
have been carried out in order to identify and continuously
Several management and leadership development initiatives
ensure continued exposure of VPs to our different business
the fit their needs. Mobility guidelines and succession plans
Talent reviews and targeted development programs designed to
improve the leadership pool, e.g. by implementing dedicated
Learning & Development
sustain his / her employability by taking the development
track for each role by job family. Each employee commits to
The Career & Competency Framework defines the development ◗
opportunities offered by the Group.
our employees’ skills and experience.
adapted in view of reconciling our clients’ evolving needs with
requirements and required skills. Training is continuously
programs are designed to incorporate new methodologies, client
185,000 employees were delivered this year. All training
2016, approximately 6.5 million hours of training to more than
wide array of training opportunities, available to all employees. In
In the same spirit, the Group University and L&D team offer a ◗
Learning initiative seeks to optimize our trainings’ efficiency,
Today, approximately 36% of training is virtual. The Digital Age ◗
collective ability to develop, accessible to all.
tapping into the digital capabilities to increase individual and
Mobility
system, supporting a “promote 1st, hire 2nd” approach.
website, and internally through MyMobility
provide visibility on job vacancies through the
international assignments in more than 110 countries. We
level. In 2016, 23,537 employees had the opportunity to take
Capgemini encourages employee mobility at local and global ◗
and dynamic demographics
Further organic headcount growth in 2016
headcount and the 12 monthly headcount divided by 13.
headcount is calculated by adding the average of opening
2015) and grew further organically in 2016 by 6.3%. The average
of the IGATE company -31,323 employees as of December 31,
again by more than 25% in 2015 (primarily following the acquisition
passed the bar of 100,000 employees in September 2010, grew
The Group workforce was just below 68,000 people ten years ago,
Year
Average headcount End-of-year headcount √
Number Change Number Change
2006 (reminder) 64,013 7.2% 67,889 11.2%
2010 97,571 8.1% 108,698 20.1%
2011 114,354 17.2% 119,707 10.1%
2012 121,829 6.5% 125,110 4.5%
2013 128,126 5.2% 131,430 5.1%
2014 137,747 7.5% 143,643 9.3%
2015 177,722 29.0% 180,639 25.8%
2016 185,593 4.4% 193,077 6.9%