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CAPGEMINI: PEOPLE, CORPORATE SOCIAL RESPONSIBILITY (CSR) AND BUSINESS ETHICS
3.2 People and Talent Management
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Registration Document 2016 — Capgemini
Developing our People
3.2.5
Career & Competency Frameworks
individual’s attributes and skills against the competencies required
Global Competency Frameworks help to identify and measure an
approach allows for consistency of measurement across roles and
Competencies are independent of organizational structures. This
framework for our curriculum.
countries, enables global common processes and forms the
our people with guidance on what roles exist at Capgemini, and
to perform at a particular grade for each role. The models provide
move up or across different jobs in the organization.
what is expected and required in order to perform in a job or to
Learning & development policy
through our people and their expertise. That’s why we support our
At Capgemini, we believe our success is delivered and sustained
disruption.
from the day they are hired and throughout their career, thereby
people in the development of their competencies and capabilities
market characterized by rapid technological innovation and
ensuring that we achieve the full potential for our clients in a
Capgemini University partners with Group Learning &
Development (Group L&D) to support business acceleration (by
respond to client needs by ensuring our people have the right
prioritizing the right content to the right people at the right time),
people and ensure we are aligned across the Group by sharing
capabilities, support the ongoing employability and growth of our
the same content and ways of working.
best-in-class learning organizations to guarantee excellence in
University leverages its rich history and its accreditation among
We bring our values and a collaborative, multicultural approach to
campuses in Les Fontaines, France and Pune, India. Capgemini
life and engage our learners virtually, locally or at our world-class
need for today and tomorrow.
building the capabilities that the Group and Capgemini’s clients
Learning Technology
importance of delivering a modern Digital Age Learning experience
programs and, for many regions, local curricula. We know the
investing in content and user experience enhancements of
for all Capgemini Group employees and are therefore continuously
The Group’s on-line learning management system, MyLearning, is
structured learning events. MyLearning contains all the Group
open to all employees for informal, just-in-time learning and for
MyLearning. Our learning content can be found and accessed
anywhere and anytime, including via mobile devices.
Our learning functions partner with the Group to formalize,
business imperative and the type of skills being targeted. Delivery
depending on learning objectives, the size of the target audience,
channels include classroom learning programs, virtual classrooms,
Capgemini-specific differentiators, knowhow and industry
package and deploy Digital Age Learning (DAL) content on
deliver this content. Content is delivered using various channels
standards. Capgemini’s best practitioners and external experts
accessible databases & KM (Knowledge Management)
facilitated virtual learning journeys, online books & videos, easily
enterprise social media (Yammer), mobile applications, on-the-job
3.0 communities, team rooms, collaborative learning portals,
regular physical learning and mobilization events that can include
learning, and mentoring systems. Capgemini also organizes
skill boosters, co-creation challenges and hackathons.
Learning content, delivery and organization
Global Learning content
Global learning programs offered to our people are being
classroom courses and made available new content from our
29 new blended and classroom courses and 127 new virtual
programs, specific programs are designed and delivered at local,
alliance partners and Skillsoft library. In addition to global
continuously renewed. In 2016, Capgemini University released
regional or business-unit level to support specific business needs.
four clusters, with 48 curricula and more than 280 detailed
Capgemini University offers learning solutions for all the Group’s
supports the business priorities of the Group and is composed of
core professional communities. The results-oriented portfolio
papers and webinars. Capgemini’s Global Curriculum Framework
classrooms, e-learning modules, videos, podcasts, books, white
is separated into the following clusters:
following learning formats: instructor-led classrooms, virtual
learning maps. Each learning map consists of several (or all) of the
also provides a complete set of programs that support the
of every Capgemini team member on core Group knowledge. It
leadership development of our members;
Core Curriculum cluster: the foundation that aligns the mindset
Role-based Curriculum cluster: role-specific learning that
◗
Group;
professional excellence desired by clients and ultimately the
supports our members throughout their career development,
better perform in their respective roles and reach the
providing the necessary knowledge and skills for our people to
relevant partner curricula that supports global strategic growth
Partner Curriculum Cluster: responsible for the deployment of
◗
through various media, both internally and directly with our
initiatives. Learning maps contain a blend of assets available
partners, to help prepare our people for relevant certifications;
Sector, Insurance and Utilities.
supporting capability development for sectors and specific
Sectors and Service Lines (SSL) Curriculum cluster: focuses on
◗
Automotive, Banking, Consumer Products and Retail, Public
Capgemini portfolio offers. The following sectors are covered: