CONTENTS - Capgemini

18 ANNUAL
THE GROUP
Capgemini
on clearly defined, fixed criteria. It is only with such a framework
that it is possible to ensure the professional development and
promotion of all employees, as skills assessment is the best way
of respecting equal opportunities.
To allow this, the Group has a performance appraisal system based
on regular evaluations, generally conducted in relation to client
projects and involving personal interviews with the employees.
Mentoring systems have been set up to allow employees to benefit,
throughout their career, from an outside view and career management
advice from more experienced colleagues.
Mobility
Geographical mobility, whether within a country or internationally,
is encouraged by the Group and often corresponds to
employee requests. To facilitate mobility within each country,
intranet sites publish available positions to give every opportunity
for roles to be filled by existing employees prior to being advertised
externally. Furthermore, for professionals involved in overseas
assignments and who are considering an international career,
useful information can be found on company intranets together
with the relevant conditions and procedures.
At the same time, in order to ensure the safety of its employees,
travel to potentially high-risk countries is subject to strict rules
and must be approved in advance. In order to limit the risks faced
by its people as far as possible, if trouble breaks out in a country
where the Group’s employees are present, Capgemini has set up
a repatriation procedure with specific insurance cover.
7.3.2 Learning and development
General learning policy
The value of a consulting and IT services company lies in the quality
of its intellectual capital. In an industry characterized by rapid
technological change and changing patterns of work, it is essential
for employees to keep their knowledge and skills up-to-date in line
with client and market needs. Group employees can thus leverage
and build on their knowledge in order to gain rewarding professional
experience. Personalized development plans are therefore designed at
the time of the annual performance interview and reviewed at least
once a year. Furthermore, operating units undertake a systematic and
iterative review of both the capabilities required for their businesses
and their portfolios of training offerings to keep apace with current
and future market needs.
The fundamental strategy of competency development draws
upon various approaches:
standard training programs;
mentoring systems;
e-learning;
REPORT 2006 Capgemini
on-line books;
on-the job training;
easily accessible databases for knowledge sharing;
management of professional interest communities;
forums and team rooms where issue-specific or assignmentspecific
knowledge can be exchanged.
A culture of sharing and networks is vital in order to facilitate
the relaying, use and sharing of knowledge, as well as innovation
and collaboration.
Increased focus on investment in training and competency
development
Resources are devoted to providing training both at Group level
and locally. The Group’s on-line learning management system,
called “MyLearning”, which is open to all employees, was used
by over 26,000 employees in 2006. Moreover, overall usage of
e-courses and online books saw a big jump, with employees using
MyLearning for informal and just-in-time learning as well as for
registering for more formal structured learning events.
MyLearning contains all of the Group programs and, for many
regions, local curricula. The underlying platform of MyLearning
was refreshed in 2005 to give an enhanced learning experience
and to improve available learning tools. The catalog of courses
includes a range of training options to suit different learning styles,
including over 2,000 e-learning courses, on-line assistance, testpreps,
more than 13,000 books, online examinations, language
courses, live virtual training and meeting sessions, and classroom
teaching. Classroom instruction is provided either at local training
centers or within the Group University. Globally, 63,500 people
were trained in over 2 million hours in 2006.
The Group University
The Group University continues to play a major role both as a
learning center and as a conduit for the group’s strategy and evolution.
The University is the connection point for the business units,
the disciplines, and the Group to deliver learning experiences that
align our people to the Group’s strategy and to our client’s needs.
It is also where the Group “Feeling and Spirit” comes to life for
our people. Its mission is to:
Develop professional competencies and capabilities;
Drive top-quality learning content in order to guarantee consistent
application, adapted to our business requirements;
Design and master a global curriculum;
Innovate and optimize efficiency when designing the programs;
Only deliver top-quality, tailored program content and delivery;
Facilitate and incubate networking within and across the disciplines
and communities.
In 2006, the Group’s University expanded its classroom activities
by 40% and reached over 6,900 participants – 2,000 more than