Capgemini Invent reviews

Too many people at C2 (Management Consultant) level, meaning extreme difficulty progressing to C3 (Senior Management Consultant). Management are happy to abuse the job market on top of this meaning you'll only be promoted to the bottom of the next band once you are, so it's not a real reward. There is a reason lots of people churn through here - including because management don't care about them going. Have seen several examples of sexism, hate for neurodivergence etc. WOULD NOT RECOMMEND AT ALL (Coming from someone who has worked at Accenture, KPMG etc.) C2 (Management Consultant) Band is £48 - 57k C3 (Senior Management Consultant) Band is £60 - 71k C4 (Managing Consultant) Band is £73k+

Take my words with a grain of salt; it's a big company, so experiences may vary. However, here is my impression: 1.) Strategy -Strategic direction of the firm and positioning in the market is unclear, especially to resources at the lower grades who are almost entirely isolated from the market; it seems we sell on price rather than value, which makes getting staffed at higher grades a challenge due to rate pressure. Trying to be the cheapest option is more often than not a losing strategy. I am not confident in the future of this organization 2.) Compensation and Advancement -They are stingy about promotions. Current strategy is to "drive attrition" of its heavy bench by severely limiting promotions and compensation adjustments so people quit on their own (cheaper than layoffs, after all) -By the way, layoffs still occur -Compensation doesn't even keep pace with inflation, let alone with promotions and increased responsibility (pay for most has been frozen for the past 2 years). I am aware of several examples in which junior resources earn more than their senior counterparts who have been at the firm longer, and it is clear the firm has no intention of remedying this issue -Talent management and development seem institutionally nonexistent; you have to get lucky by being assigned to a boss who happens to care; no "partner track" or other clear path for high performers 3.) Internal -Speaking of high performers, they suffer in this organization -In-house innovation efforts to create new market offers are ineffective due to poor governance, lack of senior leadership direction/involvement, asymmetric team commitment, which again punishes high performers who take on all the work and usually burn out 4.) Upskilling -No tuition assistance for advanced degree programs -No support for industry-leading certifications, such as PMP, CSCP -Of the certifications it does support (i.e. SAFe,), it does not pay maintenance/certification renewal costs -In-house upskilling options are ineffective