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Strategic Human Resource Management: Assignment 1 - Benefits of Adopting SHRM For Capgemini
Strategic Human Resource Management: Assignment 1 - Benefits of Adopting SHRM For Capgemini
Submitted by
Group 7
Submitted to
Under the guidance of
Dr. Seema Rawat,
SBM, NMIMS
About the Company
Capgemini is French multinational professional services and business consulting corporation
headquartered in Paris. It is world’s largest outsourcing and professional service company.
Competency model is framework for defining skills and knowledge requirement of job. It is been
widely used in organizations for understanding both soft and hard skills. These are key
components of recruitment and hiring as well as talent and performance management activities of
HR department.
Vision
The business value of technology comes from and through the people
Mission
To create and deliver business and technology solutions that fits the need and drive the result people
want
Core Values
Honesty
Boldness
Trust
Freedom
Team Spirit
Modesty
Fun
SWOT of Capgemini
Strength: Strong presence is in the European market, global presence, multicultural, domain
expertise, strong leadership and solid values and solid brand portfolio
Weakness: Heavy reliance on consulting, global integration is a never ending process, poor
marketing, not a lot of scope apart from core business
Threats: European market turmoil and tough market, change of customer behavior,
regulations, shortage of new and innovative products
Opportunities: Cloud computing in this dynamic technological environment and
networking, Government green drive, lower inflation rate, online channels for customers
Competition is TCS, Wipro, HCL and Cognizant
VUCA Architecture and Engineering
The ability to architect for change and to engineer for continuous adaptation, new requirements,
efficient integration, and frequent releases will become a new core competency, drive the
enterprise closer to a software-company operating mentality, and provide the kind of speed and
agility needed in today’s competitive business landscape. Certainly, techniques including open-
and inner-source development and DevOps are quite relevant here.
Within Capgemini, we found specific information about the HR transformation practices which is
the contact point for all issues in the field of HRM. The HR transformation practice consists of
five Competence Clusters:
The focus in has been on growing new businesses with existing customers, becoming strategic
partner for our customers, building strong digital skills and core technical competencies
Delivery Transformation: To increase the breadth and depth of engagement with existing
customers and take Delivery to next higher level. Programs are designed for delivery leaders to
enable them to do delivery-led sales and next-generation delivery
Sales Transformation: In this digital enabled business environment, customers no longer look for
technology services but emphasize on business outcomes. Customers are looking for a strategic
partner to co-create a vision and execution strategy.
Digital Training: In line with the growing demand for Digital Services, we continue to augment
our workforce with digital skills.
Social Learning: For a number of our capability building programs, groups have been created
focusing on specific technologies/roles in the organization, where employees can come together to
effectively learn from each other. After classroom training, the faculty use this platform to engage
with the participants for continued learning. The discussions are analyzed to derive feedback which
enables L&D to improve training programs.
Current HR Practices at Capgemini consulting
On a global scale, organizations need to adapt faster to internal and external challenges.
People management plays an important role in the adoption rate and flexibility of
organizations. To be able to keep up with the pace of their customers, HR needs to
change itself as well. We have identified four main trends that influence business
processes, people management and thereby HR function.
Digital revolution: The digital revolution takes place in all (types and parts of) organizations.
There are no organizations where the impact of digitalization has gone unnoticed. The digital
revolution can impact an organization in a variety of ways
The opportunity to own larger parts of the value chain because steps of the value chain are
digitalized.
1. The opportunity to optimize internal processes of an organization by the use of digital tooling.
2. The change in the way the employees and managers communicate internally because of the use
of social media.
Borderless business: To remain competitive organizations are becoming more borderless
geographically, internally, externally and virtually. The boundaries between countries and regions
are dissolving which enables clients to become less restricted by geography. In a business to
business (B2B) environment, clients are organized more globally and, therefore, also forcing
companies to treat them as a global client. Next to this the new way of working plus social and
mobile tooling enable the internal organization to operate more borderless.
Personalization Customers and employees are changing: It is clear that the needs of (new)
generations are changing, and that people live and sometimes work longer. Through this, we can
predict that we will have a constant change in personal needs and preferences. All these people (as
customers and employees) are increasingly getting used to being serviced on a personal level, 24/7
and independent of where they are. This will impact organizations and the way they serve these
customers and employees.
Shifting from cost reduction to investing for growth: The global economy has been in decline for
the last couple of years which has forced organizations to focus on efficiency and cost reduction.
For a lot of companies, the predicted growth will lead from a cautious shift in focus on cost cutting
and operational excellence to productivity growth and innovation.
Gaps Identified
Recommendations:
● Make employees understand the “Why” of the Change:
Most employees resist the change as they don’t know the reason behind the change. Sometimes,
they do not understand the importance of the new system and the problems that it would solve. If
employees are told the why and the benefits of the new system the resistance will be lesser.