Talent Management Practices at Capgemini

Submitted to: Prof. Mamta Mohapatra and Prof. Swati Dhir

Submitted By:

Aishwarya Mittal 19PGDMHR02

Devika R 19PGDMHR14

Mansi Badyal 19PGDMHR25

Rahul Mishra 19PGDMHR36

Sakshi Malhotra 19PGDMHR44

Taranjot Kaur 19PGDMHR57

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 Table Of Contents

S. No. Contents Page

No.
1. Acknowledgement 3

2. Introduction 4
3. Employee Attraction Initiatives 5

4. Diversity and Inclusion Practices 7

5. Employee Engagement Initiatives 10

6. Learning & Development 12

7. Career Succession and Progression 14

8. Rewards and Recognition at Capgemini 18

9. References 20

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 Acknowledgement

It gives us immense pleasure in bringing out the research of the project titled “Talent
Management practices at Capgemini.”

Firstly, we would like to thank our teachers and guide professors, Prof. Mamta Mohapatra
and Prof. Swati Dhir who gave us their valuable suggestions and ideas. They encouraged us
to work on this project.

We are grateful to all involved in this project as without their inspiration and valuable
suggestion it would not have been possible to develop the project within the prescribed time.

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 Introduction

About the Organisation

A global leader in consulting, technology services and digital transformation, Capgemini is at
the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving
world of cloud, digital and platforms. It is a multicultural company of over 200,000 team
members in more than 40 countries.

At Capgemini, employees are valued and are considered as the source of competitive
advantage. This is evident in the philosophy of the company: “At Capgemini, we live and
breathe the philosophy that people matter and results count.”

In the report, we will be talking about the various talent management practices through which
Capgemini attempts to transform its philosophy into action.

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 Employee Attraction Initiatives

1) Attracting Gen Y and Z

Capgemini adapted their recruitment methods to the needs of Gen Y and Z. To do this,
the company started using social recruitment methods like LinkedIn, Facebook, etc., as
it was a means to create an interactive and engaged talent pool. The agenda behind
doing this was to “listen” to the talent group instead of just “telling” their story as social
media is a two-way communication channel and can be harnessed to improve candidate
experience. This method could also be used to engage and build relationship with the
candidates who are not actively looking for a job as it is a means of increasing the talent
pool.

2) Expert Connect Digital Platform

This platform featured more than 100 experts from all around the world. Anyone could
have a conversation with these experts as they were directly accessible. This initiative
taken by Capgemini was to open new communication channels and attract talent. It was
a success as it generated more than 75,000 conversations.

3) Focus on Diversity and Inclusion

At Capgemini India, Diversity and Inclusion is a top priority. They are committed to
equality of opportunity for all, irrespective of gender, religion, caste, creed, etc., they
strive to create an inclusive environment where everyone feels welcome and included.
The company sees managing diversity necessary to achieve sustainable growth in this
new socio-economic order. They foster cultural dexterity which is the ability to work
and communicate with people from different backgrounds. Their 3 primary dimensions
of diversity are

• Gender balance
• PwD
• LGBTI community

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Their approach:

They believe in “attracting, advancing, engaging and retaining a diversity of talent while
fostering an inclusive culture – one where differences are valued and embraced.”

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 Diversity and Inclusion practices

The commitment to diversity and inclusion is very strong at Capgemini. The company
has 1,80,000 employees in over 40 countries representing 120 nationalities. Capgemini
is very proud of its wide culture diversity.

The company regularly reviews its policies and practices to be able to attract and retain
the most diverse workforce possible. The company focuses on its recruitment and
development policies to maintain a diverse workforce. The company believes in the
concept of net positive. It is an acknowledgement of the positive impact that companies
can have on society and the environment. Capgemini wants to be a positive employer
in all aspects.

The belief of diversity ranges from the traditional facets of gender, ethnicity, age, and
sexual orientation to also include experience, personality, communication, and work
styles, and more.

Some of the initiatives at Capgemini –

1. WeinspirE – Advancing gender balance

It has 4 pillars under it –
• Recruit: It attracts talent through inclusive gender focused
recruitment practices
• Develop: It advances women throughout the pipeline via focused
interventions and development programmes
• Retain: It focuses on providing tools to balance personal and
professional commitments
• Build Awareness: It encourages awareness and engagement to
provide right enablers for women to excel at Capgemini

2. OUTFRONT – Journey to LGTB+ inclusion

It also has 4 pillars under it –
• Adoption: It has inclusive policies like same sex partner insurance,
gender affirmation surgery.

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 • Adaption: The company has all gender washrooms in the offices.
• Absorption: It hires trans people to strengthen the diversity of the
workforce and supplier community
• Evangelism: It has a podcast series that is building engagement in
safe and confidential manner

3. PWD – inclusion of people with disabilities

It focuses on 4 major parameters –
• Accessibility: It aims to have accessible infrastructure, IT systems,
reasonable accommodations.
• Career: It has non-discriminatory recruitment process, training, and
HR policies.
• Engagement: It promotes sensitization and cultural change, towards
building an inclusive organization
• Evangelism: It also encourages inclusion in society through industry
and customer connect.

4. Multiculturalism – Many cultures, many similarities

This program has 3 main focus points –
• Culture brain and bias: This talks about the art of addressing the
unconscious bias. Here the strategy is to encourage open minds and
create an inclusive culture where people from all walks of life can
build a rewarding career and achieve their full potential.
• Making flexibility an enabler: The company has flexi option policy
that will help to create a rewarding work experiences and better
engagement. The program will allow employees flexibility in
deciding how, when and where they work.
• Happiness and wellness: The company has this special plan to
recognize the emotional state of being and working towards
maintaining a balance.

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 Employee Engagement Initiatives

One of the most interesting aspect about Capgemini’s employee engagement is that it ensures
the engagement of not only its huge employee base in India but also the connect with
employees’ families through various initiatives. Capgemini has ensured to be in constant
communication with employees regarding the new developments which may impact them
directly or indirectly like leaves policy, salary and increment, appraisal cycles, etc., keeping
them updated at all times.

They believe in creating a sense of belonging in the organisation and constant video messages
are floated from the leadership of the company building employee morale and engagement.
Along with the existing initiatives, Capgemini has also launched various new employee
engagement programmes to ensure this sense of belonging and team spirit.

Major employee engagement initiatives they have launched are as follows:

1. Candid Connect:
This is a podcast series in which leaders from various domains share their work
experiences, keeping the customer centricity that they believe in, motivation and high
morale as the focus areas of discussion. The topics may range from passion, motivation,
experiences of working remotely and stories about how they shaped their careers along
with other work-related insights.
2. Revive in Five:
This programme involves reaching out to the entire Capgemini team on agendas that
are not related to work and may include wellbeing, health and productivity
improvement which help spread positivity and promote team bonding.

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 3. CLAP (Come Let’s Appreciate):
This is an extremely successful initiative in which employees could use digital cards to
appreciate and recognise their colleagues for going the extra mile during a time of need.
This programme has been able to engage over 30,000 employees on its platform.
4. 21 Day Habit Challenge:
This is a virtual program which is designed to engage the employees which are different
and unique than the day to day work activities. This has enables to keep employee
spirits high. In this programme, every participant needs to cultivate one positive habit
in the span of 21 days. This not only aids in developing a positive mind set especially
during this difficult time but also translates into constructive utilisation of energy and
time of the employees. This program was started in April and has so far already been
able to engage over 15,000 Capgemini employees.
5. Capgemini Bigg Boss Challenge:
This program has added a fun element to employees’ lives. In this, employees along
with their family members and friends can participate in various exciting tasks and
contests and a series of challenges like creativity challenges, fitness challenges, online
quiz contests and showcasing unique talents of employees’ family members or friends.
This programme has been a great way to help the employees stay connected virtually
with the company. This has been one of the most successful employee engagement
initiatives and has engages over 60,000 employees pan India.

Along with this, they also keep regular online quiz contests on various different topics which
have seen great participation and have engaged over 20,000 employees throughout the country.

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 Learning & Development
At Capgemini, the people and their expertise are highly valued and they believe that the
organizational success is positively correlated to the people within the organization. It is an
employee-centric organization where the employees are given importance from the day hired
throughout their journey within the organization. Their policies ensure that the retention rate is
also very healthy.

Employees are encouraged to learn and develop in various technical and non-technical areas.
Group Learning & Development initiatives are in place to ensure the Learning of employees.

Different aspects are covered in their L&D through a variety of learning methodologies and
practices. Since, the company considers itself to be a Learning Organization, they have insured
that the L&D is focused and relevant in nature. Different kinds of training is provided as per
the need, competencies, positions and so on.

Some initiatives are mentioned as follows: -

• Focused Training as per need:

1. Technical modules for Fresh college recruits – It is a 12-week college hire program
for Fresh IT/BSc graduates. It is aimed at training in technical skills that they will
apply at the job.

2. Training in Emerging Technologies for existing employees (ACE approach) – It is

aimed at training and certification of existing employees in recent technical
innovations. ACE stands for “Alignment with business, Capability building,
Engaging employees”.

3. Business Priority Week to understand and tackle Business challenges – It comprises

of University classroom learning programs and other activities that focus on a
specific Business Priority of the Group. Through this program, they acquaint
employees to tackle a live business challenge from one of the Group key clients
through a unified team effort, using their collective brainpower, crowd sourcing
techniques and experience of solving business problems of clients.

4. Managerial Development Program (competency based) – The employees are

trained basis their core competencies, role specific competencies and leadership
competencies. There is also a specialized learning catalogue for Managers and

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 Senior Managers to mould them not solely for their existing role but also prepare
them for future leadership positions that they will hold in the organization.

• Contemporary Learning initiatives:

1. Tech Prime – It is a skill building program to train employees in Big

Data, Digital, Cloud, Cybersecurity, and DevOps.

2. Jump Start – It is a digital learning platform for employees to learn new skills
through “Corporate Open Online Courses”

• Other Initiatives:

1. Performance Consulting - Performance Consulting initiates employees to an

extensive range of performance improvement facilities as opposed to the dedicated
learning programs. It trains them to measure performance improvements in
individuals and in account metrics basis a time bound intervention process in the
engagement.

2. Role Based Training - This program has been designed by the Community and Our
University for Software Engineers, Business Analysts, Architects, Engagement
Managers, Infrastructure Professionals and Sales Professionals, with a specialized
module for professionals in each of these roles. This aims at familiarizing our
employees to the basics of their individual role, its best practices, challenges and
solutions.

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 Career Succession and Progression

Capgemini as an organisation believes in providing accelerated career opportunities to our

internal talent before they look externally. They manage this through more frequent rotations
and promotion opportunities throughout the year facilitated by HR and business teams as well
as through an open internal job posting program. They have a policy where an employee can
switch from his current job role to another role within 45 days. The basic objective is to provide
internal growth opportunities & empowering colleagues to choose their career path.

They also have specific career and talent programs targeted at different talent segments such
as Ignite for high potential talent at the lower end of the pyramid, Career Acceleration
Program for mid managers. Ignite provides a tailor-made development path for new graduates
and helps them grow from a graduate to a fully qualified consultant. Ignite runs in parallel with
the customer assignments and provides advanced courses. Career Acceleration Program aims
at understanding their talent development needs, that will help them fast track in leadership
roles

What do they have to offer for B schools?

Capgemini in India actively engages with several B-Schools to hire good talent that can support
the growth of our organization in the long run. There are a few programs that they drive specific
to management students.

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Capgemini ELITE program is aimed at top B-school graduates with a goal to build a
leadership pipeline within Capgemini. ELITE management trainees rotate through assignments
identified by Capgemini’s business leaders, spanning across various functions Pre-Sales,
Sales, Marketing, Practice/ Innovation, Consulting/ Delivery, and Enabling Functions
(Operations, Finance, HR, and L&D). The program is rigorous with dedicated mentors from
executive leadership and an exposure to work in global environment.

A unique aspect of this program is that the career progression or succession is quite fast,
such that within a span of 10 years, a person has the opportunity to grow up to VP levels.

The Chrysalis program was launched in 2011 and aims to hire management graduates from
Premier B-Schools in India including IMI providing varied roles in the business with opportunity
to quickly grow into leadership pipeline.

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 Corporate Hierarchy Structure

At the highest level of a career in Capgemini hierarchy, there is the Vice president, followed
by the principal, the managing consultant, and others, with the analyst at the lowest level of the
hierarchy.

• Vice President- At Capgemini, the Vice President is the topmost leader. It is the
duty of the VP to guide the company towards the right channels and avenues. It is
not just skill and talent sufficient, but years of experience and a good track record
• Principal- The immediate second rank to the vice president in the company belongs
to the Principal. It is the duty of the principle to produce projects of high impact and
high levels and thereby forming good business relations with important companies.
• Managing consultant- Next in the hierarchical structure of the company is the
managing consultant. The managing consultant has a number of duties such as,
proving leadership to a team of consultants, increasing the volume of business with
the help of add on sales, making sure that the projects are delivered at the right time,
and managing other important aspects of the business.

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• Senior Consultant- The next person in the company hierarchy is the senior
consultant. In order to become a senior consultant one needs years of experience
along with specific skills. A senior consultant can work on his own or with a team,
depending on the demands of the project. At times they head small teams and sees
to it that deadlines are met. He or she also deals with the client.
• Consultant- Under the guidance of a senior consultant works one or more
consultants. They work in a team using their skills and knowledge and often have to
understand the requirement of the client and work accordingly.
• Analyst- An analyst stands at the lowest tier of the company hierarchy. In some
places this position does not exists, in most others they are supervised by consultants
and senior consultants.

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 Rewards and Recognition

“We believe that employee engagement is an outcome of effective leadership, and to

encourage that we award leaders who demonstrate the same. As our industry is
going through disruptions, these managers will help people stay agile and navigate
through change”- CHRO Capgemini

Capgemini strongly believes in recognising and encouraging the efforts of talented visionaries
who drive the organisations to its goals. The company adheres to the fact that its most valuable
asset, “The people” are the only forces that would help the organisation develop sustainably.
In order to retain the employees and make them a part of the sustainable growth, the company
offers ESOP extensively.

To motivate each employee, Capgemini holds awards at various levels, starting form the team
level to global.

For Team Awards: The company realises the fact that motivation factors are different for each
team. Hence, the HR division allocates an yearly budget to each team for rewards. Team
managers decides on them as per the requirements of the team. Generally, the team awards
include the monthly star award, the quarterly project star and some specialised awards for the
new young joiners.

Global Awards: These are the segment awards, to recognise the exceptional efforts of the
employee in their domain. They are awarded at the annual employee meet by the top
management of the company. Some of these awards are:

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1. Rising Star Award: for executives in the upper and middle management who have
excelled in their fields and are making a huge difference to the current progress of the
organisation.
2. Pat on the Back Award: for outstanding contribution towards the making a process
more effective and being a constant support to others, while driving the change.

3. Extra Mile Award: for outstanding performance and ever lasting contribution to
improvement of services.
4. Firefighting Award: for development of in-house innovators, who go an extra mile to
fight the usual process and techniques.
5. Delight Award: for exceptional services given to the customers, assuring customer
delight.

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 References
• Capgemini India | Consulting, Technology, Digital Transformation. Capgemini India. (2020).
Retrieved 1 August 2020, from https://www.capgemini.com/in-en/.
• Awards and Recognition. Capgemini India. (2020). Retrieved 1 August 2020, from
https://www.capgemini.com/in-en/company-profile-key-figures/awards-and-recognition/.

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