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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. Shared Service. Human Resources. Finance. Talent Management. HR Business Partners. Learning & Development. Defining Learning . - PowerPoint PPT Presentation
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Learning and DevelopmentCapgemini North AmericaJune 2009
2TS-CC Pay and Benefits 2009
Who we are, what we do and where I sit.
Consulting Services
Customer Relationship Management Finance & Employee Transformation Supply Chain Transformation Consulting
Technology Services
Application Development & Integration Agent Technology IT Transformation: Strategy & Architecture Business Intelligence Infrastructure & Security Mobile Technology Open Source Package Implementation Portals Radio Frequency Identification
Outsourcing Services
Applications Management Business Process Outsourcing Infrastructure Management Transformational Outsourcing
ProfessionalServices
Application Services High Tech Consulting Infrastructure Services
TOTAL GROUP:Head Count 91,621 ~$11B in Revenue
Human Resources
Talent Management
HR Business Partners
Learning & Development
Shared Service
Finance
3TS-CC Pay and Benefits 2009
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.
Defining Learning
4TS-CC Pay and Benefits 2009
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
5TS-CC Pay and Benefits 2009
Creating a model that fits the definitionGoal: All parties have skin in the game by managing a business-
aligned 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
6TS-CC Pay and Benefits 2009
We Focus on Priorities –That Time of YearWe work through a planning exercise in partnership with each Business Unit
P&C Only 2009 LEARNING DEMAND SUMMARY Vendor Training & Vendor Certification $1,606,850 19% Capgemini Tools, Methods & Certifications 2,430,350 29% Leadership Development 929,500 11% People Management 185000 2% Sales 868,800 10% Onboarding 1,510,000 18% Capgemini Basics 595,500 7% Consulting Services 0 0% Other Training 24,400 0% eLearning Training 128,000 2%TOTAL 2009 Learning Spend Estimate $8,278,400
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).
7TS-CC Pay and Benefits 2009
The Contract: We Schedule1. 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)
8TS-CC Pay and Benefits 2009
We Track Costs to Deliver
Learning & Development SummaryYTD August 2007 **Chargeback should equal closer to $1,236,000. Variance 31,510
Budget YTD 2007 Actuals YTD
YTD Variance % Sept - Dec
2007 Forecast 2007 Budget 2007 YED 2007 YED vs Budget %
Costs Delivery 552,787$ 703,360$ $150,573 27% 401,920$ 829,181$ 1,105,280$ $276,099 33%Overhead* 510,645$ 485,488$ ($25,157) -5% 277,422$ 765,968$ 762,910$ ($3,058) 0%Total 1,063,433$ 1,188,848$ $125,415 12% 679,342$ 1,595,149$ 1,868,190$ $273,041 17%
Charges-Backs Delivery 1,062,667$ $1,204,490 $141,823 13% 545,798$ 1,594,000$ 1,750,288$ $156,288 10%Other -$ -$ -$ -$ $0Total 1,062,667$ 1,204,490$ $141,823 13% 545,798$ 1,594,000$ 1,750,288$ $156,288 10%
Net 766$ (15,642)$ ($16,408) 133,543$ 1,149$ 117,901$ $116,752
Sessions Total 98 76 ($22) -22% 34 147 110 ($37) -25%
Cost per session Total 10,851$ 15,643$ $4,791 44% 19,981$ 10,851$ 16,984$ $6,132 57%
Days Total 4251 4,401 $150 4% 2,183 6,376 6,584 $208 3%
Cost per day Total 250$ 270$ $20 8% 311$ 250$ 284$ $34 13%
Tuition per day 250$ 250$
*Excludes Learning Technology CostLast updated 9/20/2007
Last year’s Model had $400K Credit. Finance used credit to offset other shared Service Organizations.
9TS-CC Pay and Benefits 2009
We Follow ThroughAs of September 30th 2007
Target YTDRemaining
Budget% of
Completion% of YTD budget
West YTD Total Spend $640,000 $600,669 $39,331 94% 125%
Jan Feb Mar Apr May Jun Jul Aug SepEDUCATIONBudget 53,333 53,333 53,333 53,333 53,333 53,333 53,333 53,333 53,333
Forecast 26,557.0 38,734.0 73,293.0 42,964.0 97,028.0 59,016.0 52,160 133,651 77,266 Actual 26,557 38,734 73,293 42,964 97,028 59,016 52,160 133,651 77,266 MTD Results to Budget 49.8% 72.6% 137.4% 80.6% 181.9% 110.7% 97.8% 250.6% 144.9%YTD Results to Budget 49.8% 61.2% 86.6% 85.1% 104.5% 105.5% 104.4% 122.7% 125.1%
LEARNING TYPE YTD TOTALBudget for programs
Percent Against Budget
Vendor Training / Certification
SAP $111,502 $76,000 147%Other Vendor Training / Certification $40,361 $38,645 104%
Engagement ManagementEM the Capgemini Wa $36,116 $26,527 136%
EM Immersion $63,776 $20,520 311%Other EM -$8,184 $1,815 -451%
On-BoardingIntroduction to Capgemini $176,545 $219,600 80%
Methods & ToolsSE Immersion $12,646 $22,950 55%RUP Academy $9,523 $7,200 132%
A-week (IAF Essentials/B&I) $32,193 $15,450 208%DDF Immersion $0 $1,004 0%
Clarity Tool Training $886 $2,510 35%CS Methods $0 $2,601 0%
Consulting BasicsFoundation Skills $33,993 $74,382 46%
CSW $20,911 $30,310 69%CS Related Programs
Phase 1 $0 $4,275 0%Business Case $0 $4,275 0%
Supply Chain Academy $5,415 $9,400 58%CRM Connect $160 $4,700 3%
Other CS Courses $0 $10,000 0%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
10TS-CC Pay and Benefits 2009
Questions?