People Framework

Capgemini Consulting has identified four main groups of people issues that all companies face today and which can be expected to continue and even intensify in the future:

Revitalizing management. In many companies, all layers of management – not only middle management – seem “lost in Transformation”. Many managers are finding it impossible to consolidate the ever-growing number of challenges, injunctions, requirements, processes and rules driven by transformation efforts. And companies keep asking them to be a committed and supportive force, demanding not only their engagement but also their capacity to engage others. This leads to the most critical form of disengagement witnessed over the last 20 years, depriving organizations of their most critical asset. The need for a management “new deal” has come!

Cultivating talents. The battle for talent is not a new topic, as it has been on the priority list of companies for many years. But the game is truly different today, as a unique mix of factors has arisen, leading to a more complex battlefield. The “People flow” in the company needs now to be encompassed as a global experience, with the external environment always present and challenging the promise. No deal can now been seen as stable anymore, and the capacity to attract, develop, grow, retain and cultivate talent is the true people challenge of this century.

Connecting people and organizations. Organization design should focus on the capacity to build cooperation and ensure each player can work as smoothly and easily as possible to deliver their contribution to the collective performance. But organizations have too often become obstacles and hindrances, preventing a company’s staff from working harmoniously and aligning the organization’s capacities with the work and tasks to perform. Modern day connectivity enables people to go beyond organizations boundaries. The company’s information, knowledge, communication, and relationships can now happen outside its premises, and this is just the beginning. Building and ensuring flexible, adaptive and fluid organizations is now a must.

Solving the HR paradigm. HR is often confronted with a twin challenge. On the one hand, the need to contribute to the “war effort” in the company, creating a cost-effective, seamless and effective HR solutions portfolio provider. On the other hand, and simultaneously, HR  must become a “true” Transformation player, supporting all the business transformations the company is facing, shifting from a support function position to a business player, thus completing its evolution. Achieving both at the same time is HR’s challenge.