Learning and Development
Capgemini North America
June 2009
Who we are, what we do and where I sit.
TOTAL GROUP:
Head Count 91,621 ~$11B in Revenue
 Customer Relationship Management
Consulting
Services
 Finance & Employee Transformation
 Supply Chain
 Transformation Consulting
 Application Development & Integration
 Agent Technology
 IT Transformation: Strategy & Architecture
 Business Intelligence
Technology
Services
 Infrastructure & Security
 Mobile Technology
 Open Source
 Package Implementation
 Portals
Shared
Service
 Radio Frequency Identification
 Applications Management
Outsourcing
Services
 Business Process Outsourcing
 Infrastructure Management
Human
Resources
Finance
 Transformational Outsourcing
Professional
Services
 Application Services
 High Tech Consulting
 Infrastructure Services
Talent
Management
HR Business
Partners
Learning &
Development
TS-CC Pay and Benefits 2009
2
Defining Learning
As a consulting professional, one can argue that learning daily is an integral part of our job description. We,
the learning organization, are merely providing resources and support to help fill job requirements. Said
another way, at Capgemini, formal or informal, blended learning has always been how we learn.
TS-CC Pay and Benefits 2009
3
Defining Learning first
Learning defined at Capgemini North America is any single or multiple combination of
the below:
♠ Any Classroom based training
♠ Any live, or recorded webcast
♠ Books 24X7 (through our SkillSoft eLearning content provider)
♠ Any self-paced courses, learning objects, and materials (online or offline)
♠ All e-learning content (developed internally or externally)
♠ Action Learning or On the job training, coaching, managing people and
knowledge sharing
♠ Job aids and reference materials
♠ Self-directed discretionary learning such as Google or internet searches, reaching
out to user groups or communities of practice, periodicals, publications, publishing
or submitting knowledge objects
♠MOST IMPORTANTLY – And the best place for learning: On the job or action
learning
TS-CC Pay and Benefits 2009
4
Creating a model that fits the definition
Goal: All parties have skin in the game by managing a businessaligned Learning Strategy
(Deliver the right training to the right people at the right time. Ensuring learning opportunities are leveraged for the good of the
entire North American Capgemini Entity while respecting and managing the needs of the individual BU’s)
Reduce cost by reducing the duplication of effort AND!
Focusing training dollars on the development, participation and delivery of training.

Top down bottom up demand planning
– Vendor Needs
– Certification Targets
– BU Specific Needs
– Project Needs
– Professional Development Requirements (e.g. succession planning and performance management planning.)

Partner with finance to determine overall budget for BU’s
– Reconcile Needs with budgets
– Measure and report spend against needs

Scheduling and delivering training based on overall BU/Discipline Demand
–
Courses will have tuition associated with it for a break-even model to cover the costs of supporting, developing and
delivering training
TS-CC Pay and Benefits 2009
5
We Focus on Priorities –That Time of Year
We work through a planning exercise in partnership with each Business Unit
Focused interviews with Service Line Leaders
Focused interviews with Capacity Managers
Determine Priorities
Partner with not only Business Unit Leaders but Business Unit Finance Teams
Pencil Sharpen between Business Unit Needs and Actual Budgets
Surgical focus on managing and communicating to the overall Education Priorities
Priorities are a compilation of an entire inventory of courses designed to build competencies at multiple levels (In
our business it is almost impossible to have just 1 Priority).
P&C Only 2009 LEARNING DEMAND SUMMARY
Vendor Training & Vendor Certification
$1,606,850
Capgemini Tools, Methods & Certifications
2,430,350
Leadership Development
929,500
People Management
185000
Sales
868,800
Onboarding
1,510,000
Capgemini Basics
595,500
Consulting Services
0
Other Training
24,400
eLearning Training
128,000
TOTAL 2009 Learning Spend Estimate
$8,278,400
19%
29%
11%
2%
10%
18%
7%
0%
0%
2%
TS-CC Pay and Benefits 2009
6
The Contract: We Schedule
1.
Our courses are then scheduled and approved based on the overall Education forecasted
demand and Certification Targets.
2.
This demand generates the overall Tuition Model used to support the delivery of all
programs. The programs we schedule are based on what the BU’s WANT! Implicit in this
schedule is a contract where their participation is accounted for. If cancellations occur a fee
is applied
3.
Our learning and development organization is based on 100% cost recovery. Our Cost
recovery including all costs to delivery along with the headcount of the learning and
development team are folded into a tuition model. Pay as you go. The more you go, the
more you pay.
4.
We are highly incented to deliver what our Business Units want, because of our cancellation
fees, they are highly incented to participate.
5.
Tuition is re-examined and calculated yearly. We use a combination of actual and forecast
on average participation
6.
Tuition is same for all classes. We take most expensive class and least expensive class to
make tuition even across all course (there are 3 exceptions to this)
TS-CC Pay and Benefits 2009
7
We Track Costs to Deliver
Last year’s Model had $400K Credit. Finance used credit to offset other shared Service Organizations.
Learning & Development Summary
**Chargeback should equal closer to $1,236,000. Variance 31,510
YTD August 2007
Budget YTD
2007 Actuals
YTD
YTD
Variance
%
Sept - Dec
2007 Forecast
2007 Budget
2007 YED
vs Budget
2007 YED
%
Costs
Delivery
$ 552,787 $
703,360
Overhead* $ 510,645 $
485,488
Total
$ 1,063,433 $ 1,188,848
$150,573
($25,157)
$125,415
27%
-5%
12%
$
$
$
401,920
277,422
679,342
$ 829,181 $ 1,105,280
$ 765,968 $
762,910
$ 1,595,149 $ 1,868,190
$276,099
($3,058)
$273,041
33%
0%
17%
Charges-Backs
Delivery
Other
Total
$1,204,490
$
$ 1,062,667 $ 1,204,490
$141,823
13%
13%
545,798
545,798
$ 1,594,000 $ 1,750,288
$
- $
$ 1,594,000 $ 1,750,288
$156,288
$0
$156,288
10%
$141,823
$
$
$
$
(15,642)
($16,408)
$
133,543
$
117,901
$116,752
76
($22)
-22%
110
($37)
-25%
10,851 $
15,643
$4,791
44%
16,984
$6,132
57%
4251
4,401
$150
4%
6,584
$208
3%
270
$20
8%
284
$34
13%
Net
Sessions
Total
Cost per session
Total
Days
Total
Cost per day
Total
Tuition per day
$ 1,062,667
766 $
98
$
$
250 $
$
250
*Excludes Learning Technology Cost
Last updated 9/20/2007
34
$
19,981
147
$
2,183
$
311
1,149 $
10,851 $
6,376
$
250 $
$
250
TS-CC Pay and Benefits 2009
10%
8
We Follow Through
As of September 30th 2007
Target
$640,000
West YTD Total Spend
Jan
EDUCATION
Budget
Forecast
Actual
MTD Results to Budget
YTD Results to Budget
53,333
26,557.0
26,557
49.8%
49.8%
YTD TOTAL
LEARNING TYPE
YTD
$600,669
Feb
53,333
38,734.0
38,734
72.6%
61.2%
Budget for
programs
Remaining
Budget
$39,331
% of
Completion
94%
Mar
Apr
53,333
73,293.0
73,293
137.4%
86.6%
53,333
42,964.0
42,964
80.6%
85.1%
% of YTD
budget
125%
May
53,333
97,028.0
97,028
181.9%
104.5%
Jun
53,333
59,016.0
59,016
110.7%
105.5%
Jul
Aug
53,333
52,160
52,160
97.8%
104.4%
53,333
133,651
133,651
250.6%
122.7%
Sep
53,333
77,266
77,266
144.9%
125.1%
Percent
Against Budget
Vendor Training / Certification
SAP
Other Vendor Training / Certification
Engagement Management
$111,502
$40,361
$76,000
$38,645
147%
104%
EM the Capgemini Wa
EM Immersion
Other EM
$36,116
$63,776
-$8,184
$26,527
$20,520
$1,815
136%
311%
-451%
On-Boarding
Introduction to Capgemini
Methods & Tools
$176,545
$219,600
80%
SE Immersion
RUP Academy
A-week (IAF Essentials/B&I)
DDF Immersion
Clarity Tool Training
CS Methods
$12,646
$9,523
$32,193
$0
$886
$0
$22,950
$7,200
$15,450
$1,004
$2,510
$2,601
55%
132%
208%
0%
35%
0%
$33,993
$20,911
$74,382
$30,310
46%
69%
$0
$0
$5,415
$160
$0
$4,275
$4,275
$9,400
$4,700
$10,000
0%
0%
58%
3%
0%
Consulting Basics
Foundation Skills
CSW
CS Related Programs
Phase 1
Business Case
Supply Chain Academy
CRM Connect
Other CS Courses
Leadershi
We provide a monthly report to each BU which
outlines:
•where they are against their overall edu
budget
•what they have budgeted by program,
person, priority
We then work them to reprioritize based on
business changes
TS-CC Pay and Benefits 2009
9
Questions?
TS-CC Pay and Benefits 2009
10