CONTENTS - Capgemini

BREAKDOWN OF WORKFORCE BY AGE:
EVOLUTION 2004-2006
Evolution in average age has remained globally stable, even falling
slightly again to 35.9. The regained momentum in recruitment
of young graduates over the last few years, in addition to the
strong growth of the workforce in India (where the average age is
much younger), highlight the fact that the share of under 25s has
increased sharply to 9.2% compared to only 3.2% in 2003.
4,6%
6,5%
9,2%
44,7%
45,2%
45,8%
31,8%
30,4%
28,6%
14,9%
14,2%
13,2%
Dec 04
Dec 05
Dec 06
4,0%
3,7%
3,2%
BREAKDOWN OF WORKFORCE BY GENDER:
EVOLUTION 2004-2006
After falling for several years, the percentage of women in the
workforce rose again in 2006. The overall evolution can be explained
by the fact that development was particularly marked in
business lines (outsourcing and local professional services) or in
certain countries where the percentage of working women is not
so high (e.g. India). However, in many areas of the world, the
percentage of women is rising globally (same scope of reference).
Likewise, the development of BPO has enabled a large number of
women to be taken onboard.
80
70
60
50
40
30
20
10
0
73,8 %
74,9 %
74,7 %
26,2 %
25,1 %
25,3 %
Male Female
Dec 04
Dec 05
Dec 06
7.3 Fundamental Principles of Human
Resource Management
Our Commitment to our People
The success of our business is grounded in the diverse work and
life experiences of our professionals, who enable us to both grow
our business and deliver outstanding results to our clients. Key
elements of our approach as an employer include:
Fostering a culture of collaboration;
Personal and professional development by focusing on a combination
of experience, industry expertise, technical, business
and interpersonal skills;
Providing learning and development opportunities and the
resources required;
Providing an annual performance appraisal process with the
opportunity to discuss its content in an individual interview;
Entitlement to a personalized development plan, which includes
recommendations on learning and personal development
options;
A performance management process that considers our professionals
for what they do and how they do it;
A team-focused environment where professionals can enhance
their skills, share knowledge and enjoy a rewarding career on
a daily basis;
Access to a mentor, if they so wish, with whom they can discuss
their career path;
The ability to regularly voice their opinion through employee
surveys on the general evolution of the Group, employment
conditions, working conditions, professional development and
their relationships with management and colleagues;
To be regularly informed by their managers and able to engage
in dialogue concerning their assignments and work environment;
Respecting the Capgemini corporate social responsibility and sustainable
development positions on diversity, social stewardship
and ethical code of conduct.
We believe that highly qualified teams of professionals are key to
the success and sustainability of a company whose main purpose is
to deliver an “intellectual” product. As a result, the company offers
an environment where all can progress and develop their skills,
collaborate with diverse professionals, contribute to the Group
business goals through varied assignments, share knowledge, and
thus enjoy a fulfilling and rewarding career.
7.3.1 Personalized career management
The competency model
The professional development of each employee is supported
by a competency model which forms the basis for performance
appraisals and personal career advancement. The model, rooted in
shared values, is tailored to take into account the specific needs of
each of the Group’s business lines, such as particular knowledge
or technical expertise.
Personal development and appraisals
One of the key challenges for a services company is to guarantee a
transparent process of individual performance assessment, based
ANNUAL REPORT 2006 Capgemini
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