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16 ANNUAL<br />
THE GROUP<br />
<strong>Capgemini</strong><br />
satisfaction seen in 1999. In particular, both confidence in<br />
the company, market and management, and overall personal<br />
satisfaction were improved.<br />
Through its nationwide coverage <strong>Capgemini</strong> contributes to<br />
maintaining and developing very much looked-for improvements<br />
in working conditions for many by achieving a better<br />
balance between Paris-based and regional-based<br />
employment through having delivery and administrative<br />
centres in the different regions rather than in Paris.<br />
Learning and development modules focus on helping<br />
employees in their work-life balance, covering issues such<br />
as ‘stress and vitality’, ‘conflict prevention’ and health.<br />
Sogeti in France has set up its own business school dedicated<br />
to deliver long-term training programs. Newly<br />
recruited graduates are given a comprehensive set of courses,<br />
including specific skills aligned with the main service offering<br />
portfolio such as Software Control and Testing and<br />
Infrastructure Management practice. The business school<br />
also delivers retraining programs for people who need to<br />
be re-skilled according to major market shifts. For example,<br />
software developers specialized in mainframe or client/server<br />
technologies are moved to software development in Java,<br />
.net environment whereas system administrators are moved<br />
from legacy systems onto open architectures. These programs<br />
last more than 4 months, the objective being to reposition<br />
professionals on new trends where their experience<br />
and knowledge make sense in terms of new market demands.<br />
The training programs are based on several modules in order<br />
to reinforce the "soft skills" and behaviour competences,<br />
methods, know-how and best practices skills as well as the<br />
new technology skills. The modules are grouped together<br />
in an educational, logical sequence according to the future<br />
role these professionals will undertake. By the end of their<br />
courses, attendees have to put their knowledge into practice<br />
through a state of the art simulated project. To finish<br />
their courses, the professionals present their new competencies<br />
to their peers in order to demonstrate that they<br />
have assimilated this new knowledge and are ready to be<br />
assigned to new roles.<br />
More than 200 graduates have joined Sogeti and more<br />
than 200 employees have been retrained through these programs.<br />
Diversity<br />
<strong>Capgemini</strong> France has been actively involved in promoting<br />
higher education programs for disabled persons to help them<br />
to acquire proper qualifications for entering the job market.<br />
The company has also been rolling out a training and awareness<br />
program, for managers in charge of recruitment, in<br />
order to promote further diversity through recruitment. All<br />
employees involved in recruitment must uphold French law<br />
which states that the sole recruitment criteria is an applicant’s<br />
competence.<br />
Learning and development<br />
REPORT <strong>2005</strong> <strong>Capgemini</strong><br />
<strong>2005</strong> saw the roll out of “GPEC” (Employment and Competency<br />
Forecast Process). This estimates the necessary evolution<br />
in skills for staff, roles and competencies, between<br />
“as-is” and “3 years to-be”, under certain assumptions as<br />
regards market changes and mid-term company strategy. Its<br />
aim is to allow the company to build plans for re-skilling,<br />
training, promotion and recruitment. A large investment in<br />
L&D (on average five times the legal requirement) is to be<br />
carried out as a consequence of this initiative.<br />
The “Espace Carrière Mobilité” (career and mobility assistance)<br />
enables every employee to seek help from counselors<br />
for personal projects, career choices and problem solving.<br />
North America<br />
In the community<br />
The North America business has active local ‘SCENE’<br />
teams that involve employees in educational, professional<br />
and charitable programs. In <strong>2005</strong>, the company matched<br />
donations from employees on 3 major programs: the Tsunami,<br />
the hurricanes and the earthquakes.<br />
Retention and engagement<br />
The re-organization of the North American business to a<br />
more geographically-based business model allows the focus<br />
to be on working locally and being managed locally, showing<br />
a marked improvement in work-life balance. North<br />
America also introduced its People Manager Certification<br />
program to better develop leadership and people management<br />
competencies.<br />
As a part of the North America recruitment revitalization a<br />
new program for previous <strong>Capgemini</strong> employees, called<br />
ReConnect, was launched. The alumni program has a<br />
comprehensive alumni website which includes:<br />
- Searchable online alumni directory,<br />
- People Spotlight,<br />
- News and events,<br />
- Alumni Resources,<br />
- Thought Leadership.<br />
Diversity<br />
Building on an already broad base of diversity initiatives,<br />
an additional African American Affinity group was set up<br />
and recruitment has been focusing on increasing diversity.<br />
Learning and development<br />
North America led the way in updating their Learning Management<br />
System as part of a wider Group update. The system<br />
provides employees with learning maps and competency<br />
development maps and also tracks any learning modules that<br />
individuals should take.<br />
China<br />
Retention and engagement<br />
To help support the growth of the business in China an<br />
almost completely new HR team was formed with mostly
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