Outcome of the resource gap analysis could be that additional resources are needed to be placed in either existing or new teams. These resources may be recruited from other teams in Capgemini or from outside Capgemini.

The Staffing Gap Plan shows were recruitment is needed and who will do that recruitment in what way.

Resources recruited from outside Capgemini:

• May transfer to Capgemini from the Client, an incumbent or a service related third party
• May join Capgemini at their own initiative
• May be hired out to Capgemini on secondment basis.

Engagement related staff transfer to Capgemini is managed by a specialized HR Engagement Manager. As often unavoidable high costs are involved this is an option Capgemini would like to avoid if possible. In case of mandatory staff transfer close contact is needed with the HR Engagement Manager to make sure that changes in the planned staff take-over can be acted upon quickly by starting additional recruitment if needed.

Taking over staff of the Client, incumbents or service related third parties because Capgemini would like to use their individual expertise, could be done through an one-by-one recruitment. Please be aware that in some countries offering jobs to employees of the Client, the incumbent or a service related third party can be associated with mandatory procedures both by law and by professional conduct. There might also be a risk that by offering one person a job at Capgemini, Capgemini can be forced to take over all employees currently working in the area in scope of Capgemini’s future service management and delivery. Before offering individual employees from the Client/incumbent/third party a job at Capgemini it is wise to check this risk with both local legal and HR expertise.

The recruitment of resources that will join Capgemini at their own initiative include placing advertisements, speaking at job market events, receiving and judging applications, interviewing and testing candidates and contracting candidates. All resources need to have a contract with Capgemini in place and signed at the date they start working in the teams. The recruitment process should take care that these contracts and related offer letters are produced and signed by the to-be-employees. In most cases the recruitment as such is managed by a separate HR department within Capgemini or by the responsible staffing or Delivery Managers. The Service Engagement Staff work stream gives input to the recruitment effort and monitors the results closely.

If the required expertise is rare and other options have not reached the desired result, resources could also be (temporarily) hired on secondment basis from third party resource suppliers. As this often includes higher costs than planned and introduces additional risks, this option is not the preferred way. The Delivery Manager responsible for the services takes care that the proper secondment contracts are created and signed, as needed in close cooperation with legal council, the lead of the Finance And Contracts work stream and/or the responsible Engagement Manager (Services) for the Services Run.

The resources that are recruited from outside Capgemini will be set-up in all necessary Capgemini systems.

The Service Engagement Staff work stream monitors this.

The end result of this task are Resource Administrative Requirements artifact (emails, ISOWs, employee contracts, supplier contracts) that close (part of the) resource gap as planned.